The Time is Now to Plan for Post-Pandemic Success Travel industry experts and psychologists agree that once the COVID-19 pandemic is managed, human beings will travel again, with more enthusiasm and abandon than ever before. Travel, mobility, exploration, discovery, encounters—these are all essential and compelling human needs. While crisis management may be your main focus right now, mid-pandemic, brands who take this time to not only deal with the situation at hand, but also create plans to prepare for the future will find themselves benefitting from the pent-up demand and weakened competition when the world is hungry for travel again. After 70 years of experience and unwavering stability through several crises, ATA is well-positioned to establish and support your experiential brand extension to generate revenue and deepen consumer relationships as the world rebounds. Whether you are launching a brand-new travel program or re-evaluating offerings for your existing brand, now is the time to take action, and we are here to guide you along the way. Travel Planning Timeline for Post-Pandemic Success NOW Evaluate destinations that might appeal to your audience. Narrow down your list and focus on a 60/40 breakdown of domestic vs. international destinations. Domestic destinations are generally perceived to be lower-risk following a large-scale crisis. There is also an expectation that domestic travel will return more quickly than international travel, as travelers test the waters closer to home. ATA can help guide you through this process and will ultimately develop detailed proposals to present for final consideration, complete with pricing. In the next 3 months Finalize selections for your portfolio of trip offerings and bring marketing on board. Build your ideal marketing plan to be ready for launch when timing is right. For new travel brands, this plan should include a high-level promotion for the launch of your new travel program as well as a deeper dive into the inaugural series of trips. For existing travel brands, your marketing efforts should focus on why certain destinations were chosen and what you are doing to ensure safety for travelers on the ground. Regardless of whether you are launching a new travel brand, or new trips for the coming year, this marketing plan needs to cover all possible marketing channels, from email and web to newsletters, signage, social media, and any other channels already used by your organization. As you create your marketing strategy, ATA is happy to collaborate and advise. Early Fall 2020 Once a marketing plan is in place, it is time to start building out creative assets that will ultimately be needed for launch. For new travel brands, now is the time to get creative—establish a logo, custom branding, and a website for your travel initiative. For new or existing brands, other creative assets to consider are digital brochures and other graphics to be used in emails, on social media, and in promotion. ATA has an in-house design team to support creative efforts if collaboration throughout the process is desired. Fall 2020-Spring 2021 Now that you have a solid foundation in place – trips planned, marketing efforts ready, and a website, logo, and other creative assets established– it is time to watch and wait for ideal marketing conditions to announce your travel program, or new trips, into the marketplace. As with anything, timing is essential. As an active member in several travel organizations and with employees across the globe, ATA is keenly following the market to ascertain the perfect timing. Now is the time to take action and be prepared for the travel resurgence. There is huge opportunity to be seen as a leader in the recovery of the travel and hospitality industry and travelers will be yearning to explore the world again when it is safe.
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Juneteenth, #PullUpForTravel
Juneteenth, #PullUpForTravel On this Juneteenth, we support the Black Travel Alliance and respond to their call to #PullUpforTravel. Academic Travel Abroad provides cultural and educational group travel experiences for leading media, cultural, and educational institutions in the US. We also operate study abroad programs for high school, gap, and college students through our study abroad division, CET Academic Programs, and organize delegations of professionals for international exchange through our brand Professionals Abroad. Compiling the data for the following applicable KPIs was an important exercise for us as an organization, and we share it transparently as part of our ongoing commitment to confront systemic racism in our own work. Employment Current number and percentage of Black people in management and on staff. Staff 6 out of 82 (7%) Managers 3 out of 62 (5%) Paid Advertising/Marketing Campaigns Black representation (number and percentage) in TV, radio, print and digital channels including social media in 2019. CET featured Black students and Black student-created content in 36 out of 92 social media posts (39%) from 2017-2020. 1 of 4 Instagram takeovers were hosted by Black students in 2019. CET features 366 photos showcasing students across 40 web pages marketing our study abroad programs. Of the 366 photos, 58 (15.85%) featured Black students. *Academic Travel Abroad does not run paid advertising or marketing campaigns for its programs created for partner organizations. Philanthropy Charitable contributions and support (i.e. mentorship and intern programs, etc.) to Black charities and community groups. ATA has donated $1.6 million to the Fund for Education Abroad (FEA) since its inception in 2010. FEA’s mission is to diversify participation in study abroad by providing scholarships and support to minority, first-generation, and high financial need students. 30% percent of FEA scholars are Black while only 6% of the general study abroad population is Black. In evaluating this data, we recognize that we have work to do in improving Black representation on our staff, in our management, and in our marketing campaigns. Moving forward, we intend to use these KPIs as a starting baseline for action as we take real steps toward racial equity within our own organization.
Communicating During a Crisis
Communicating During a Crisis Why Regular Communication with Stakeholders is Important, Even if you Don’t Have New Information to Share We are six months into a new year, a new decade, and a new normal. International and domestic borders are shut down, employees are working from home indefinitely, and the world has more-or-less come to a standstill as a result of the COVID-19 pandemic. As we all traverse the many obstacles presented during this crisis, it is important to remember the crucial role that communication plays. It might seem easiest to tackle one obstacle at a time during a crisis and wait to communicate with stakeholders until you have solutions to the problems at hand. Chances are, though, you likely won’t be able to answers all the questions before another issue presents itself. Our advice? Communicate anyway. Communicate early, regularly, and often to stay in touch with important stakeholders. Ongoing communication allows you to share facts, data, and decisions; instill and foster confidence and trust in your organization; and at the very least, let them know you’re still in business. Stakeholders need facts, data, and decisions from trustworthy sources. During a crisis, the number one thing your stakeholders want from you is a partner they can trust. They want transparent facts about what is (or is not) happening, to know what they can expect and how it will impact business, and what measures you are taking to weather the storm. There will undoubtedly be an influx of misinformation, as we have seen during the COVID-19 pandemic. Put everyone at ease by collecting information from reliable sources, taking the time to digest it, and then sharing that information clearly and frequently. Communication builds brand loyalty and customer confidence. When you establish good communication in normal times (with no crisis), your partners trust you and feel taken care of. When you continue with that same level of communication during a crisis, it instills confidence that they are dealing with a professional organization; they feel like they haven’t been, and won’t be, forgotten in the midst of the chaos. Happy travelers, employees, and partners is a win-win-win situation. Happy travelers become loyal customers (who share their experiences with friends and family); satisfied employees feel cared for by their employer and are therefore motivated to continue their good work; and clients feel that they have a true partner that will help them weather any storm. Silence leads to doubts. When a company goes quiet during a crisis, stakeholders assume one of two things: 1. You’re not thinking of them and their concerns or 2. Your business is in trouble. Don’t let anyone assume the worst. Stay top-of-mind by communicating regularly with important people, even if you don’t have anything new or important to pass along. Communication doesn’t always have to have an end goal of delivering new information. Sometimes, the goal of communicating is much simpler—to let them know you’re thinking of them, to share that you are working on a post-crisis plan, and to remind them that you’re available to answer their questions. Communicating to travelers Just like partners, travelers, too, need consistent, reliable, and early communication. They need to feel trust in their travel provider and support from any business into which they’ve invested their time and money. Here is what some of our travelers have said after receiving our regular traveler communications: “Many thanks for sharing the current status of our Ireland trip, given the virus concerns around the world. We completely trust that ATA will make appropriate decisions concerning the travel risk associated with COVID-19!” “Thanks for the update. For what it’s worth, we’re willing to wait until the last minute for a decision. But if travel isn’t possible in October of this year, we’d prefer to reschedule rather than cancel.” “Hiya and thanks for your email re: the potential cancellation of the Looted Art trip. Completely understand. Perhaps I am an eternal optimist, but I am ever hopeful. So I shall do what the ancients have suggested: prepare for the worst and hope for the best.” “Thank you for the update. I can’t say it hasn’t crossed my mind, but I usually am a positive, non-worrying type. Thanks for keeping us informed.”
Our Statement on Racism and Injustice
We are in awe of the courageous communities across the U.S. (and the world!) taking action against police brutality, racial inequity, and other forms of systemic racism that target and harm Black communities. We are inspired by the crowds rising up in the streets, those donating money, time, and resources from home, and everyone taking this all to heart and educating themselves, their families, and their friends. We grieve for those that we’ve lost over the years and those lost recently: George Floyd, Breonna Taylor, Tony McDade, Ahmaud Arbery, and Nina Pop among too many others. But it is not enough to be in awe, we must all do the work. We, at Academic Travel Abroad, are committed to the long-term unlearning of biases within our own organization, as well as listening to and amplifying the voices of Black students, travelers, partners, and colleagues in educational travel and international education. As a first step, we are matching staff donations to organizations of their choice. We are also encouraging our staff to use their philanthropy leave to find their own meaningful ways to contribute to ongoing efforts. We don’t have all the answers, but we are committed to standing in solidarity with Black communities and doing our utmost to work toward a more equitable future.
Message from ATA Owners About COVID-19
Message from ATA Owners About COVID-19 Dear Partners, We are only a few months into 2020, and what a year it has been. Academic Travel Abroad is celebrating its 70th year in 2020, and like everyone else in the world, did not envision that this year would unfold in this way. We have experienced and persevered through many crises over the last seven decades including Chernobyl, Tienanmen Square, two Gulf Wars, 9/11, SARS, the Arab Spring, and the Great Recession. COVID-19 is truly unprecedented, yet previous crises have taught us that ATA and its study abroad division, CET Academic Programs, will survive to thrive again, made stronger through this test of endurance. It should come as no surprise, but many of our core truths have been reaffirmed during this time: our teams both in the U.S. and overseas perform brilliantly under great duress, approaching their work methodically, lucidly, and with compassion. Our suppliers and host universities abroad are integral to our ability to weather this storm through their flexibility, sacrifice, and support. And our partners in educational travel and study abroad continue to impress us with their professionalism, collaboration, and humanity throughout our joint handling of this crisis. We are forever grateful for all of you. After this extraordinary pause in human mobility, it is our hope that the lessons gleaned from this crisis will include a revitalized thirst for knowledge and exploration, a deeper compassion for this planet and all living creatures, an appreciation for the power of human connection, and a sincere reverence for life itself. Rest assured, we will be here and ready to help you and your travelers explore this new world when it welcomes us once again. Wishing you all around the world both health and peace, Kate Simpson Chase Poffenberger Mark Lenhart
The San Francisco Ballet Goes to London
The San Francisco Ballet Goes to London When the San Francisco Ballet returned to London in June 2019, it was the first time the company had performed in the city for seven years. To celebrate the occasion, they invited their top donors to join them for a week of world-premiere performances, receptions and dinners with the company, and private visits to some of the city’s lesser-known treasures. Their most important priority: engaging with their dedicated supporters and strengthening relationships through intimate gatherings and inspiring cultural experiences in London. What they didn’t want to worry about was the logistical details. That’s where ATA came in. Hosting a week of high-touch elegant events for VIPs is a bit like planning a series of small weddings. It requires a mastery of complex logistics, a network of tried-and-true contacts on the ground, a knack for creative thinking and problem solving, and a generous amount of inspiration. Our team worked with the Office of Development to craft and plan every element of the program, from designing a custom itinerary and brochure to taking reservations, working with a London florist, planning menus and providing options and upgrades for each guest. Every detail needed to reflect our client’s vision. The group of 20+ donors was treated to six magical nights in London, featuring four performances of the San Francisco Ballet at London’s prestigious Sadler’s Wells Theatre. In addition, donors enjoyed an exclusive behind-the-scenes visit to watch Royal Ballet rehearsals at the Royal Opera House; private receptions and dinners; a rare, curator-led tour of the dance collection at the Victoria and Albert Museum’s Blythe House; and an excursion to Althorp House—ancestral home of the Spencer family and burial site of Princess Diana—for a private lunch and tour. One of the program’s highlights was a gala evening, for over a hundred guests hosted, at the enchanting Two Temple Place, a gem of late-Victorian architecture built for Lord William Waldorf Astor. Over cocktails and dinner within this sumptuous but intimate mansion, the donors were able to mingle with the dancers, musicians, choreographers, and directors they generously support. In her letter inviting donors on the trip, Chief Development Officer Danielle St. Germain-Gordon promised an experience that would be “exciting, educational, and busy…a memorable week for us all.” With ATA backstage, planning and operating the program, they delivered on their promise, making the San Francisco Ballet’s return to London an unforgettable experience for its benefactors.
