All future COVID-19 related updates can be found on our new, dedicated web page. We will continue to share updates on how we are monitoring and handling the situation as it unfolds. View the latest COVID-19 updates [February 25, 2020: Update to original post shared on January 22] As COVID19 continues to make world headlines, we would like to reiterate our approach to monitoring and assessing health risks to travelers. We are continually monitoring COVID19 using a full array of information sources, from data driven assessments—Center for Disease Control, World Health Organization, and the John Hopkins dashboard; to eye-witness accounts—stories from major media outlets and on-the-ground suppliers; to US policy-based sources—Department of State and OSAC; to our risk management partner, Global Rescue. In a situation such as this one, that has been known to change hourly, our approach is rigorous yet prudent. We follow the crest of new information, while balancing our assessments on both short-term waves and long-term undercurrents. During events such as these, we also believe that it’s important to streamline communications. We are in direct contact with affected travelers and partners as we make decisions and adjust plans to specific travel programs. For more general concerns, we maintain this web page as major situational updates demand. At the time of this writing, while we continue to monitor upcoming programs to Italy as well as other destinations, we have not yet cancelled any departures. If you have questions or concerns about your own travel program, we encourage you to reach out to Kate Simpson, President ([email protected] or 202-349-7332) or Chase Poffenberger, Executive Vice President ([email protected] or 202-349-7330). [January 30, 2020: Update to original post shared on January 22] On Thursday, January 30, the U.S. Department of State raised their China travel advisory from a level 3 (Reconsider Travel) to a level 4 (Do Not Travel) due to the 2019-nCoV (coronavirus) outbreak. Earlier the same day, the World Health Organization declared the coronavirus outbreak to be a Public Health Emergency of International Concern (PHEIC), allowing authorities to mobilize resources to contain the virus’ spread. (The WHO has applied this designation, created in 2005, five previous times: for the swine flu in 2009, polio in 2014 and Ebola and Zika in 2016 and most recently Ebola again in 2019.) We continue to monitor the developments in China through many sources, including this Johns Hopkins dashboard. Our study abroad (CET Academic Programs) spring China programs have been cancelled and any students who were in China have returned home or will return home shortly. At the time of this writing, we do not foresee cancelling or altering any of our non-China programs this spring. If you have any questions, please feel free to contact us at [email protected]. [Original post: January 22, 2020]Academic Travel Abroad is closely monitoring the recent outbreak of coronavirus and related cases of pneumonia in China. The illness was first reported on December 31, 2019 in Wuhan (in central China). There are now a number of cases in other major Asian cities as well as one in the United States. All individuals currently infected are believed to have contracted the virus while in Wuhan. Several countries have implemented public health measures and China is actively cooperating with international health organizations. At the time of this writing, the World Health Organization (WHO) and Centers for Disease Control (CDC) both provide tips for travelers heading to or currently in China and Wuhan. The CDC encourages all in the region to practice enhanced precautions for preventing colds and other respiratory illness. The US Department of State concurs with the CDC. In light of these recommendations, ATA plans to proceed with all programs in Asia at this time. We are providing our travelers with tips on staying healthy while traveling. We are monitoring this health issue daily through government, open access, and local informational channels and will update you should our plans require adjustment. If you have any questions, please feel free to contact us at [email protected].
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New Year, New Decade!
Happy New Year! The beginning of a new year and a new decade gives us the chance to reflect of the biggest constant in our lives for the last ten years: change! This decade began with some significant hurdles to overcome: The Great Recession of 2009 hit the educational travel business very hard, causing the company to shrink in size for several years. However, President Obama’s 2011 re-opening of legal travel to Cuba lifted all boats with pent-up demand, and over the course of the decade, ATA sent over 7,000 travelers to Cuba on both professional delegations, people-to-people programs, and study abroad courses. Along the way, we moved our office, built (and re-built!) websites, entered new markets, such as high school/pre-college, exited other markets, created new positions, pioneered programs in new destinations such as Jordan, Brazil and Colombia, and lived out our vision—to increase global understanding through travel and education! ATA in the World In 2019, we created many unique, enriching experiences for intellectually curious adults and students—for thousands of travelers, all over the world. Some of our proudest moments of collaboration included: Sending several hundred travelers, many the sons and daughters of WWII veterans, to take part in the official ceremonies commemorating the 75th Anniversary of D-Day. (Yale Educational Travel, New York Times Journeys, L.A. Times Expeditions, UVA Cavalier Travels, MIT Alumni Travel, among others) Helping students of diverse academic backgrounds to engage with their local community in Florence – from serving as historic tour guides of cathedrals to observing surgery techniques! (Vanderbilt University) Leading a group of US high school students to Havana for a 4-week exploration of Cuba’s public health system. (CET Academic Programs) Exploring Jewish culinary history in Italy. (New York Times Journeys) Facilitating a series of public discussions in Cali, Colombia called “Proudly Afro-Colombian” with prominent artists, scientists, professors, and activists. (Howard University) Returning to Egypt for the first time since the Arab Spring. (L.A. Times Expeditions) Attending the Venice Biennale. (Ogden Museum of Southern Art) Admiring Prague’s unique architectural landscape. (AIA’s Architectural Adventures) Planning gala events in London. (San Francisco Ballet) New Relationships We welcomed the following new partners to the ATA family in 2019: The Fund for American Studies, The Ogden Museum of Southern Art, and Morgan State University. We also forged a new relationship with Dickinson College as our School of Record for our High School Pre-College programs. Back in DC: Our Priorities at Headquarters The Compass! We launched a new 3-year vision of the company last year that introduced a shift in mindset to more fully embrace and acknowledge all that ATA does across the many markets and audiences we serve. Our new Talent and Culture Team! This department has refreshed its name and is laser-focused on finding and retaining top talent. New Websites! We launched new websites for both ATA and CET this year to improve functionality and showcase all we do to better serve our partners and students. Our Incredible Team Sixteen new team members joined us this year! We had fun on scavenger hunts, at parties, celebrating, milestones and in the field! Emma Auden, Assistant Director for the Middlebury in China (Beijing) Natalie Cary, Guest Services Advisor Savon Jackson, Program Manager Michelle Jenkins, Senior Manager, Student Services Melanie MacKenzie, Student Services Coordinator Kay Nguyen, Student Services Coordinator Rosalyn Smith, MiC Kunming Assistant Director/CET Kunming Resident Director Vanessa Sterling, Senior Manager, Health & Safety Omega Tennant, CET Beijing Resident Director Brian Wiehr, Outreach & Marketing Manager, High School & Pre-College Programs Lydia Yount, Student Services Coordinator Taylor Carson, Talent & Culture Assistant Peter Ngyuen, Program Director Previous Next Giving Back Many staff and colleagues increased access to study abroad by supporting the important work of the Fund for Education Abroad. We also lobbied our Congressional representatives on Capitol Hill and helped with ongoing post-hurricane recovery efforts in Puerto Rico. And, in lieu of holiday gifts to our partners, we continue to significantly support the International Rescue Committee, whose mission, of helping people whose lives have been shattered by conflict and disaster relocate and rebuild, resonates with us. Our Thanks and Gratitude We are so grateful for the travelers who count on us to enrich their lives by creating theme-based educational trips, for the colleges and universities who entrust us to shape their students into global citizens, and to the professional associations who ask us to help advance research across borders. Our best wishes for a wonderful year ahead!
ATA and Tourism Cares: Fourteen Years Restoring Treasured Places Together
This past May, six ATA and CET staff members traded their offices in downtown Washington, DC for a farm in Puerto Rico. Instead of developing travel experiences, they spent time helping redevelop a community devastated by Hurricane Maria. They were part of the 18th summit of Tourism Cares, a non-profit that unites members of the travel industry to make a positive impact on destinations in need. Along with some 150 volunteers representing everything from AFAR magazine to travel insurance companies, our staff members worked on a project linked to renowned chef and do-gooder José Andrés’s World Central Kitchen (WCK). Andrés famously arrived on the island in 2017 to make and deliver food in the immediate aftermath of the hurricane, but his efforts there since aim to strengthen Puerto Rican communities for the future. Through WCK, he is developing community kitchens and sustainable agricultural programs that will allow Puerto Ricans to rely on their own produce—not imports—if and when the next storm hits. Our team was based on a farm in Yauca, and spent time working in conjunction with WCK, planting trees to prevent erosion, repainting community buildings, and more. Tourism Cares was founded in 2003 to help get the US tourism industry back on its feet in the wake of 9/11. For ATA, it offered a way to turn our commitment to responsible travel into action. We began participating in 2005 and haven’t stopped. Our first project was clearing out the forests surrounding George Washington’s Virginia homestead, Mount Vernon. They had been badly damaged by Hurricane Isabel and filled with debris over decades of neglect. In the space of a few days, the Tourism Cares volunteers did work that would have taken the site’s staff 20 years to complete, and allowed the forest to begin to regenerate. The following year found us camping in FEMA tents in Biloxi, Mississippi, faced with the inconceivable destruction wrought by Hurricane Katrina. “What we saw in Mississippi,” says Chase Poffenberger, our Executive Vice President and one of the leaders of our Tourism Cares team, “It was unbelievable.” There our volunteers worked to rebuild three museums that had been absolutely devastated by the storm. Since then, Chase and five or six staff members—they pick names out of a hat every year—have helped remove invasive species from a state park in Minnesota and restore Miami Marine Stadium, a historic seaside landmark that Chase remembers as “beautiful in its crumbling disrepair.” On Coney Island, they painted sites along the boardwalk, and they planted native seeds to revive forests in New Orleans. Each team can choose the nature of the work they do, whether it’s light or medium labor or skilled. Working side by side to help a place in need is a great way to build relationships with other members of the industry and also within our team. The summits usually last a few days, but ATA staff add on an extra day to explore the sites of the region. Not only does it allow us to know the destination better, but it also gives us more focused time to bond with colleagues in a setting far different from the office. Next year the Tourism Cares summit will be held in Colombia—its first outside of North America. ATA will be there. Says Chase, “We see Tourism Cares as one of our pillars as we invest in our field, our community, and our world.”
Pandaw: Luxury River Cruises in Asia
Pandaw Pandaw is a Saigon-based cruise operator specializing in trips on colonial-style expedition ships throughout South and Southeast Asia. Pandaw approached us in 2016 because they were seeking a US-based call center that understood the needs of American travelers. They made it clear that they wanted a long-term partner with whom they could build a relationship grounded in mutual trust. “We helped Pandaw increase its business by 16% in our first two years.” We now operate Pandaw’s call center, handling reservations and customer service for their travelers. Our management of the call center—one that is not only within a US time zone but also displays a thorough knowledge of American cultural expectations—helped Pandaw increase its business by 16% within two years. We are committed to building with Pandaw the kind of long-term relationship that they originally sought. To that end, we regularly and transparently communicate regarding the status of operations, and keep them informed every step of the way.
The Recession Playbook for Travel Planners: What You Can Do Now
A few weeks ago, one of our partners asked us what our “Recession Playbook” looked like. It was the middle of summer: unemployment was at a 50-year low, the Fed just cut interest rates, the Euro was trading favorably, and consumer sentiment was positive. However, news of the U.S’s trade war tactics and political uncertainly heading into an presidential election year gave her pause as she noticed an August slowdown in bookings. ATA is no stranger to recessions; in our nearly 70-year history, we have weathered many economic downturns and external events. Here are a few of our thoughts on how to prepare. What indicators does ATA rely on to try to predict a recession and take action? The most common indicators we look at include: Unemployment: Low unemployment signals fewer available workers for each job opening. This creates demand for skilled workers at higher wages. However, unemployment that drops too low poses inflation risks. Consumer Confidence Index: This index measures U.S. consumers’ degree of optimism in the economy as expressed in consumer spending. Housing Starts: While the rate of home building may not seem related to travel, the construction industry represents nearly 20% of GDP and is seen as a leading indicator of the economy. Why? Home builders will not break ground on new homes if they don’t think the next 12 months will be stable enough to first build, then sell, a new home. US Citizen Air Traffic Overseas: A core responsibility of the Office of Travel & Tourism, located within the Department of Commerce, is to collect, analyze, and disseminate international travel and tourism statistics for the United States. Growth in outbound travel often signals business and consumer confidence. What usually happens to consumer travel behavior in a recession? For affinity travel brands, booking patterns change, particularly if the stock market is volatile. Travelers often book trips closer to departure when they sense economic uncertainty. They may postpone some travel if multiple trips are planned, but not delay or cancel all travel. In addition, we often see bookings slowdown in a presidential election year. What steps can travel planners take now? Strengthen Your Brand Communicate your brand’s unique benefits frequently so your customers really know what you stand for. Create urgency to book travel soon with compelling “calls to action.” “Cast” Your Trips Carefully Trip leadership is often a brand’s most compelling value proposition. Choose and “cast” your faculty, study leader, or expert carefully. Make sure they value their role of “host” as much as “expert.” Focus on Quality Now more than ever, word of mouth referrals are very important. Ensure each element of your customers’ trip experiences is executed flawlessly, from your courteous first phone call to the inquisitive trip survey you send when they return. Keep Marketing Brands that market aggressively though economic downturns come out ahead in retaining customers. Avoid Becoming a Commodity at All Costs It is challenging to compete on price in a recession. Instead, focus on making your trips “unshoppable” in the marketplace by reflecting your organization’s unique culture and values. Diversify Make sure you offer a wide variety of destinations and trip types to appeal to many types of travelers. How has ATA prepared for, and weathered so many recessions? We conserve in the present, but invest for the future. To maintain or improve its performance, a business must sell more or spend less; it’s that simple. When we don’t see sales growth on the horizon, we get very disciplined and creative in how we cut non-essential spending. However, we never sacrifice our investment in the future, and prioritize new program research and development. What We Learned From Past Recessions The Gulf War Era Recession (1990-91) We learned that timing of bookings matter! Travelers who were already booked on trips when the economy softened tended to stay booked, so cancellations were not rampant. Instead, a lack of new bookings weakened tour enrollments during this period. Post 9/11 Economic Shock and 2nd Gulf War Recession (2003) The real effect of September 11th hit the travel industry in 2003 instead of 2002, since many travelers had trips booked in 2002. We learned that relaxing cancellation terms for a period of time to encourage travelers to book travel in an uncertain time was a useful strategy. However, several overleveraged travel companies could not survive the 9/11 shock and the marketplace consolidated into fewer companies. Housing Crisis and the Great Recession (2008-2009) The downturn in travel occurred quickly and precipitously. Starting in the fall of 2008, bookings fell approximately 40% in one season. We learned that we needed to act quickly to cut overhead and reduce expenses. Despite a few lean years, it was a time of unusual creativity and experimentation for ATA that set us up for growth when the economy improved. President Obama’s surprise announcement allowing people-to-people travel to Cuba in 2011 was a serendipitous “game changer” that brought full economic recovery to the educational travel community. We’d love to hear how you’re preparing! Please drop me a note at [email protected].
At Your Beck and Call
A Day in the Life of Our Reservations Team It’s 5:30 pm and John Scaggs is just getting off a call with a customer. It’s a surprisingly busy afternoon for late August, but the assistant manager of reservations is unfazed. “We get a lot of a last-minute reservations for fall trips at this time of year,” he says. After five and a half years working the call centers and processing reservations for ATA’s client organizations, John can pinpoint when his team can expect an influx of calls. October and February, for instance, are busy booking months, and just before 5 pm on Fridays, the phones seem to ring off the hook. If you’re picturing circuit boards lit up with customers on hold, or frustrated future travelers caught in a tangle of automated voices and choices, you’d be wrong. “Our phone tree is short,” says John. “Ideally within seconds, you have a human being picking up who won’t transfer you out to another department.” They’ll create or consult the traveler record, answer questions, give out their extension, and follow up. “Continuity is there.” When we operate your call center, we become you. Learn More John’s team handles all manner of situations and questions, everything from “Do I need a visa?” to “Do the beds in my hotel face East?” He points out that his team rarely has to sell an itinerary: “marketing does its job,” he says, and callers tend to know want they want. “They need us to clear the hurdles and make it happen.” To run a call center, the reservations specialists need to be fully versed in all the travel programs the client organization offers, including the destinations and hotels featured and the study leader or expert who lead the trips. When they pick up the phone, they are representatives of the brand: they introduce themselves with the organization’s name, and they send emails from its domain. So how do you train to become your client? “It takes time,” says John. It also takes comprehensive briefings that cover the client’s website, database, and reservation protocol as well as each travel program’s itinerary and potential clientele. “We learn the most from the guests themselves—by talking to them we get to know the personality of the brand.” “Within seconds, you have a human being picking up who won’t transfer you out to another department.” -John Scaggs, Assistant Manager of Reservations It makes a difference. “There have been many times when I’ve been able to say, ‘Here’s what we’re offering for this price: what’s included, what you’ll see and do. And here’s what makes it different: our expert, the educational aspect. You can’t do this on your own.’” It’s gratifying to be able to bring a caller from lukewarm to “Yes, I’m going to sign up.” Traditionally, after the reservation team handles inquiries and reservations, they hand off the new booking to the guest services department. They speed-date, goes the office joke, while the guest services staff courts the traveler until departure. But the reservation team’s responsibilities don’t end there. They manage inventory for all clients, coordinate with a client’s other tour operators to maintain brand consistency, and maintain a range of client databases to make sure traveler records are up to date. And while the team is in charge of acting as a call center for a number of our U.S.-based client organizations, it also represents the call center for some international travel brands. Life on the reservations team is fast-paced and dynamic, and while multi-tasking and great oral and written communications skills are critical for doing the job, a sense of humor keeps you going. The rewards often come when talking to travelers. John remembers a World War II veteran who tried to book a D-Day trip on the 70th anniversary but was 30 down on the wait list. When a spot miraculously opened up, John got to make the call and confirm his reservation. And occasionally a couple will call to book an anniversary trip, and they’re so excited they’re talking over each other. The enthusiasm can be contagious. After all, “these are life-changing experiences,” says John, “We’re playing a part in this transformation.”
