Q. What do you see as ABTA’s function in five years’ time?
A. I am hopeful that ABTA will be in a stronger position in five years’ time and will have regained some of its former relevance among consumers. To do that, the association really has to stand for something.
I believe ABTA can play the leading role in coordinating effective and successful lobbying with government, as well as bring beneficial changes for the industry and customers in areas such as taxation, legislation and environmental issues.
ABTA must extend its influence beyond traditional boundaries and positively influence all organisations involved in the UK travel industry. Its membership will have grown to bring in non-traditional providers who will see the value that membership of ABTA brings.
ABTA should also be at the forefront of sustainable tourism, ensuring all members actively participate in providing products and services that support sustainable tourism.
The ABTA brand must be a stamp of quality. This way consumers will seek out ABTA members and their products and services, knowing they represent value for money and offer complete customer protection.
The ABTA travel agent will continue to play a crucial role in the distribution of travel. They will be seen as expert, providing objectivity and a broad range of products, which all offer customer protection. In many cases, agents will become travel providers, providing a mix of their own ‘packages’ and those of business partners.
Q. Would you be in favour or against rises in ABTA subscriptions?
A. ABTA has to demonstrate real value for money, as is the case for any member organisation. There has to be a continual drive for efficiency, which may allow subscriptions to come down.
If, however, members demand additional services, we should be prepared to pay for it. The most important thing is that members see their subscriptions delivering a benefit – whether that is driving customers to them, or helping them go about their business in a more effective and efficient manner.
Q. Should ABTA change its name to reflect its membership?
A. No, it has already done that. It is now ABTA, the Travel Association and reflects the broad role it must play to be effective for the industry and for all its members.
Internally, ABTA has to ensure that the interests of all of its members are well catered for whether they be large/small tour operators or large/small agents. Above all, ABTA has to be unified, with all members pulling in the same direction and making ABTA more powerful than it is today.
Q. Following ABTA’s merger with the Federation of Tour Operators, do you believe further mergers with other organisations, such as the Association of Independent Tour Operators (AITO), should be pursued?
A. Not necessarily. We have to respect the individual needs of organisations such as AITO, the Guild of Travel Management Companies, the Passenger Shipping Association etc. Besides, they fulfil a different role.
The key is for ABTA to bring those groups and others, together to create a single point of view on material industry issues and pursue government effectively.
Q. Given Andy Cooper’s departure, what can be done to make ABTA more effective at lobbying?
A. There is no question effective and successful lobbying of government has to be a high priority to affect positive change for the industry and its members. I know Andy will continue to contribute in this area in his new role and that he is keen to do so.
We need to maximise our share of voice where it matters, and that means working with a specialist lobbying organisation. That way we can set out our priorities, establish our network in parliament and with government ministers, and begin to exert influence on behalf of the broader industry.
If I am elected, this is an area that I would get directly involved in using the experience I have gained at this level, in many countries.
- For more on the ABTA election race go to www.travelweekly.co.uk/abtarace