At PEAK 15, we deliver much more than software. Someone once said that business software is nothing more than an opinion of how an organization should run. It just so happens that the opinion is written in a language that a computer can understand. As a result, we design our software around best practices from across the travel industry as well as other industries and we go well beyond traditional support to help you implement these ideas.
“We have automated many functions that have led to improved productivity and continue to look for ways to automate further with the help of our PEAK 15 Account Manager who is a true asset to us!”
“Change can be very daunting for any organization. Fortunately, PEAK 15 was well prepared to assist in getting us up and running and produce the positive changes we were seeking. The PEAK 15 team was dedicated, helpful, and flexible during the on-boarding process to cultivate the synergies with our business and to help with the vast amounts of data that needed to be migrated. They were very fast and responsive during the onboarding process with our questions, training and service needs ensuring a smooth transition”
“When we run into issues, PEAK 15’s Support team responds quickly with honesty and transparency.“
Training is vital to your organization being able to get the most out of PEAK 15. Importantly, we don’t see training as simply something that occurs when you become a new PEAK 15 customer. It is ongoing. For that reason, we have created a series of Interactive Web-based Training tutorials that allow your staff to learn the system at their own pace prior to Instructor-led Training sessions. These tutorials are always available if someone needs a refresher or a new person joins your organization. Feel free to view a sample of one of our training videos:
Our knowledgeable support team is available to answer your questions and help you get as much out of the system as possible. Our Support Portal provides access to a Knowledge Base, Ticket Status and Community Forum:
Fifteen principles to live by that we've found over the years:
Taking the time to build a detailed budget for each trip is critical. Even more important, though, is having a mechanism to easily compare actual vs. budgeted amounts.
One of our users once told us, “this business is all about the exception.” How true. Your organization should embrace the exception because every customer, every booking is truly different.
How many times is someone in your organization re-entering information into one system that already exists in another? Cutting down on double entry not only saves time, but it also reduces errors. Accounting is especially prone to the data re-entry problem.
A travel company should not operate like the CIA, except perhaps when it comes to highly sensitive information like credit card data. Only restrict people from seeing information if there is clear reason why they should not see it. When people have access to information, they make better decisions.
Not only should you distribute information freely in your organization, but also power. However, create a system of checks and balances that ensures consistency and accuracy.
Once profitability is understood throughout the organization, it presents a golden opportunity to provide people with incentives to make decisions that take advantage of that information.
The more you know about your customers, the more you can understand what they want, why they want it and who else might want it too.
By personalizing your communications you create a stronger relationship with your clients. By personalizing your offerings, by for example, offering FITs, you become a market of one.
Just because you personalized an itinerary for one client, doesn’t mean you can’t reuse that FIT for someone who wants the same or a very similar trip.
Your customer data is your greatest asset. Don’t pollute that asset by not taking the time to make sure contact records are not duplicated or complete information is provided. This will only create a massive clean up effort later on.
When it comes to negotiating rates and payment terms with your vendors, come to the table with a wealth of data about how much business you do with them, what your clients think of their offering and what types of terms other vendors are offering you.
By segmenting your market you can target your marketing communications rather than blasting the same message or mailing to your whole database.
When you make a reservation with a vendor for space, you may be gambling on how many bookings you will ultimately end up with on a given departure. Manage that exposure by keeping a close eye on bookings as well as critical decision points such as cancellation deadlines.
Because travel is often purchased well ahead of its consumption, you’ve got long accounts receivable cycles to deal with. Make chasing A/R everyone’s job, not just accounting.
Return on investment analysis requires that you first capture which of your marketing activities was responsible for some action on your clients part. And yes, this is sometimes a hard thing to track. Make sure everyone understands the importance of tracking sources of new leads to the organization.