Utilizing Facebook and Promoting your Online Travel Agency

Personal Travel Group has various online Marketing experience promoting online travel business of our new agents. One of the social sites commonly used is Facebook is a very promising promotional tool that you can use to boost the sales of your online travel agency. Facebook is currently the hottest place on the Internet, and it offers more than just one way of promoting your travel business.

Social networking sites are search engine favorites, so creating an online presence there can get you a guaranteed place on top of the search engines. Success in Online Business lies mainly in leading your customers to your website, and if your website can’t get through all the clutter of the Internet, ride along with the popularity of a social networking site like Facebook.

Aside from that, Facebook already offers you a ready set of potential clients so you don’t even have to go running after the market. The market is already there; you just have to immerse yourself in it. Facebook is also one of the few electronic media that was able to duplicate the power of word of mouth. And since you get direct contact with your potential customers, with no in-betweens, you are more able to build an accurate database of prospective clients.

Facebook is also a two-in-one communication medium. You can use it to send mass messages and announcements to everyone on Facebook, but you can also use it to engage in a one-to-one dialogue with specific Facebook users.

Your Facebook followers can also even help you out. Your prospective clients can even help you reach more prospective clients. For example, you write a really compelling video or article on your Facebook page. Facebook users who like it can be encouraged to pass it on by sharing the link or video to their own circle of friends. The cycle will go on and on, thus widening your reach almost without limits.

And finally, Facebook also offers you ready to use promotional tools. You don’t even have to worry about setting these up; you simply have to keep uploading and posting. You can easily post photos, videos, audio tracks, and so on. You can post Youtube videos, links to informative travel articles, and so on. What better way to advertise your travel packages but to post captivating photos and videos of the destinations you are offering.

So how do you take advantage of all these promotional benefits available in Facebook?

Facebook has a special account that businesses can sign up for. Instead of the usual account, businesses can sign up for a Business Page, which can collect as many followers as possible. The Business Page allows Facebook users to follow your page even without your approval. This can turn your page into a viral Online Marketing tool.

Also, in order to form a more engaging relationship with your Facebook followers, it is also a good idea not to sell hard. Soft sell works better with Facebook since people are not there to buy but to make friends and build networks. What you can do is provide traveling tips, advice on the best places to visit, and intriguing information about the top attractions in different countries. This helps you build more than just a sales pitch but added credibility and a trust-focused rapport with your followers. The reason why you need to use this indirect way of selling is that people have now become wary of using the Internet for their transactions. After all, during the recent years that the Internet businesses are all the rage, a lot of consumers have unfortunately been scammed. Thus, people won’t simply buy online. You first need to gain their trust. And providing them with valuable information and truly helpful advice shows that you are concerned about them and are not just trying to make a sale.

And of course, don’t forget to put your contact details and company information on your page. This is your way of leading your followers straight to your website, where you can start the actual selling.

Travel Affiliate – Cost effective online marketing solution for the travel industry

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Air Transat $8.96 Purchase includes free access to book updates online and a free trial membership in the publisher’s book club where you can select from more than a million books without charge. Chapters: Air Transat Flight 236, Air Transat, Air Transat Destinations, Air Transat Flight 961, Transat A.t.. Excerpt: Air Transat A.T. Inc. is an airline based in Montreal , Quebec , Canada , operating scheduled and charter flights , serving 90 destinations in 25 countries. The airline is owned and operated by Transat A.T. During the summer season its main destinations are Europe and in the winter season the Caribbean , Mexico , USA and South America. It is the designated carrier between Canada and Cuba . Its main base is Montréal-Pierre Elliott Trudeau International Airport , with hubs at Toronto Pearson International Airport and Vancouver International Airport . The airline also focuses operations at Calgary International Airport and Québec/Jean Lesage International Airport .History An Air Transat A330 in old livery arriving at Amsterdam’s Schiphol Airport Airbus A310-300 in current liveryAir Transat was founded by former Quebecair employees and managers (including François Legault ) in December 1986 as an off-shoot of Trafic Voyages. It made its inaugural flight on November 14, 1987, travelling from Montreal to Acapulco . Six years later, Air Transat assumed defunct Nationair ‘s maintenance base and aircraft. Today, the company books 2.5 million passengers a year. It is a wholly owned subsidiary of Transat A.T. Inc. Separate companies (Transat Holidays, Nolitours, Jonview Canada) operate under the banner of TDC (Transat Distribution Canada) which specialize in organizing, marketing, and distributing vacation travel and packages. The organization includes tour operators and retail travel outlets based in Canada and France. Transat owns Canadian Affair, a tour operator in the United Kingdom that specializes in travel to Canada and primarily uses Air

Airline eCommerce $57 Online travel is big business and has become one of the most popular items purchased by consumers on the internet. In 2005, US$106 billion was spent on online travel products and services with air travel alone accounting for over US$65 billion or sisty per cent. This represents almost a quarter of the total worldwide business-to-consumer (B2C) online spending.A variety of contributing factors is responsible for this development: first, the emergence of the internet and specifically the worldwide web and their commercial applications in the mid 1990ssecond, a change in the behavior of consumers who through inexpensive internet access and growing familiarity with easy-to-use technology today shop 24/7 from anywhere in the worldthird, airline companies use the internet not only as a new platform to service, sell and market but – by cutting traditional supply channels and reaching directly to the end consumer – also to realize cost savings in their distribution systemsfourth, the arrival of new intermediaries in the form of internet travel agencies (such as Expedia and Opodo), network affiliates, and mass sales and marketing websites that distribute travel products to the public. Considering the above, airline companies all over the world have integrated (or are in the process of doing so) electronic commerce or e-commerce into their business operations in various shapes and forms. Today, it is no longer a question of ‘if’ for airline companies but ‘how’ to deal with e-commerce and leverage it to enhance their competitiveness. This book explores these issues.

Airline eCommerce $166 Online travel is big business and has become one of the most popular items purchased by consumers on the internet. In 2005, US$106 billion was spent on online travel products and services with air travel alone accounting for over US$65 billion or sisty per cent. This represents almost a quarter of the total worldwide business-to-consumer (B2C) online spending.A variety of contributing factors is responsible for this development: first, the emergence of the internet and specifically the worldwide web and their commercial applications in the mid 1990ssecond, a change in the behavior of consumers who through inexpensive internet access and growing familiarity with easy-to-use technology today shop 24/7 from anywhere in the worldthird, airline companies use the internet not only as a new platform to service, sell and market but – by cutting traditional supply channels and reaching directly to the end consumer – also to realize cost savings in their distribution systemsfourth, the arrival of new intermediaries in the form of internet travel agencies (such as Expedia and Opodo), network affiliates, and mass sales and marketing websites that distribute travel products to the public. Considering the above, airline companies all over the world have integrated (or are in the process of doing so) electronic commerce or e-commerce into their business operations in various shapes and forms. Today, it is no longer a question of ‘if’ for airline companies but ‘how’ to deal with e-commerce and leverage it to enhance their competitiveness. This book explores these issues.

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Companies Based in Madison County, Illinois: Ytb International, General Steel Industries, Western Cartridge Company, Alton Steel $10.09 Purchase includes free access to book updates online and a free trial membership in the publisher’s book club where you can select from more than a million books without charge. Chapters: Ytb International, General Steel Industries, Western Cartridge Company, Alton Steel, Basler Electric, Argosy Gaming Company, Wood River Refinery, Wicks Organ Company, Edwardsville Intelligencer. Excerpt: YTB International (OTCBB: YTBLA), known as Your Travel Biz or YTB, operates a multi-level marketing business under the holding company YourTravelBiz.com, Inc. through owner-affiliate websites offering travel, excursions, and lodging. The company was founded in 2001 by J. Lloyd Coach Tomer, Scott Tomer and Kim Sorensen. The company is currently traded on the Over-the-Counter Bulletin Board under the symbol YTBLA and is a member of the Direct Selling Association. Other YTB subsidiaries include YTB Travel Network, Inc. and REZconnect Technologies, Inc (2004-2009). The company is based in Wood River, Illinois. International subsidiaries operate in the U.S., Puerto Rico, the Bahamas, Bermuda and Canada. The company has been the subject of several lawsuits and investigations in California and Illinois alleging the company to be a pyramid scheme and usage of deceptive marketing. Participants, who pay a $450 set up fee and $50 per month to maintain an “online travel agency” website, can collect commissions for recruiting new participants, utilize the website for their own travel purposes, as well as sell travel packages to others. However, most participants make the majority of their money by recruiting new agents rather than through travel sales of their own. YTB have stated they are considering replacing their referring travel agent business model with one based around franchises. On October 18, 2008, they introduced a new tier of affiliates in an attempt to fit better into the travel industry, saying the new training program they will be introd… More:

Deterrents to participation in Web-based continuing professional education for physical therapists in New Jersey. $49.99 This study sought to identify the factors that deter physical therapists from participating in Web-based continuing professional education. At the time of this investigation, twenty-nine states and the District of Columbia required mandatory continuing education (MCE) for license renewal. Advancement of the Internet and informational technologies has provided a convenient and inexpensive source of Web-based continuing education for health professionals. Despite the availability of Web-based continuing education courses, most professionals prefer to participate in traditional on-site lecture classes and workshops. Research has shown that cost, travel and lack of availability of pertinent continuing education courses are deterrents to participation in continuing professional education. Although Web-based courses offer a solution to reduce or eliminate these deterrents, the majority of professionals resist using computers for education. This study was a modified replication of the deterrent investigations of Perdue (1999) and King (2002) for accountants and radiologic technologists, respectively. A questionnaire was mailed to a random sample of 925 licensed physical therapists in New Jersey. The final survey return produced 484 usable questionnaires, which was a return of 52%. The results of a factor analysis determined three deterrent factors influencing the participation in Web-based continuing education: (1) Concerns about quality issues related to Web-based courses, (2) Concerns about technology related issues and (3) Preference for traditional education methods. Additionally, a cluster analysis revealed a three cluster solution of therapists and their relationship to the deterrent factors. Program planners of Web-based continuing education may utilize these findings when developing and marketing courses for physical therapists. Online continuing education provides available, flexible and cost-effective opportunities for physical therapists to satisfy

Deterrents to participation in Web-based continuing professional education for physical therapists in New Jersey. $49.99 This study sought to identify the factors that deter physical therapists from participating in Web-based continuing professional education. At the time of this investigation, twenty-nine states and the District of Columbia required mandatory continuing education (MCE) for license renewal. Advancement of the Internet and informational technologies has provided a convenient and inexpensive source of Web-based continuing education for health professionals. Despite the availability of Web-based continuing education courses, most professionals prefer to participate in traditional on-site lecture classes and workshops. Research has shown that cost, travel and lack of availability of pertinent continuing education courses are deterrents to participation in continuing professional education. Although Web-based courses offer a solution to reduce or eliminate these deterrents, the majority of professionals resist using computers for education. This study was a modified replication of the deterrent investigations of Perdue (1999) and King (2002) for accountants and radiologic technologists, respectively. A questionnaire was mailed to a random sample of 925 licensed physical therapists in New Jersey. The final survey return produced 484 usable questionnaires, which was a return of 52%. The results of a factor analysis determined three deterrent factors influencing the participation in Web-based continuing education: (1) Concerns about quality issues related to Web-based courses, (2) Concerns about technology related issues and (3) Preference for traditional education methods. Additionally, a cluster analysis revealed a three cluster solution of therapists and their relationship to the deterrent factors. Program planners of Web-based continuing education may utilize these findings when developing and marketing courses for physical therapists. Online continuing education provides available, flexible and cost-effective opportunities for physical therapists to satisfy

Employee behaviors: Their impact on organizational outcomes. $49.99 The primary purpose of this study was to determine whether the behaviors that an organization has chosen to measure as indicators of individual performance were related to the organizational outcomes. In addition, the study explored the relationship of four organizational justice constructs and overall satisfaction on these organizational outcomes.;To investigate these relationships, research was conducted within a major airline with flight operations throughout the world. The participants were the primary contacts from each travel agency and corporate account of the 90 Sales Manager employees of the North America Field Sales & Marketing Division. Two types of measures were used in this analysis. The first type was a rating of behaviors and organizational justice/satisfaction constructs which were used as predictor variables. These ratings were obtained through surveys which consisted of items that measured Sales Managers’ specific behaviors and organizational justice/satisfaction variables. The survey was administered by an independent benchmarking company, via an online link over the internet to the 3,562 travel agency and corporate account primary contacts handled by these Sales Managers. The second type of measure consisted of travel agency and corporate account outcomes which were used as a criterion variable. These measures consisted of account specific sales performance data over four discrete time periods.;The relationship between the predictors and criterion were examined using four analytical procedures including Correlations, Generalized Estimating Equations (GEE), Exploratory Principle Components analysis, and Hierarchical Regression analysis. The results of this study found support for a relationship between behaviors and outcomes; however, the results revealed one general behavior construct, and therefore, the individual behavior items could not be identified. Furthermore, the researcher found that the organizational justice/satisfaction items

Employee behaviors: Their impact on organizational outcomes. $49.99 The primary purpose of this study was to determine whether the behaviors that an organization has chosen to measure as indicators of individual performance were related to the organizational outcomes. In addition, the study explored the relationship of four organizational justice constructs and overall satisfaction on these organizational outcomes.;To investigate these relationships, research was conducted within a major airline with flight operations throughout the world. The participants were the primary contacts from each travel agency and corporate account of the 90 Sales Manager employees of the North America Field Sales & Marketing Division. Two types of measures were used in this analysis. The first type was a rating of behaviors and organizational justice/satisfaction constructs which were used as predictor variables. These ratings were obtained through surveys which consisted of items that measured Sales Managers’ specific behaviors and organizational justice/satisfaction variables. The survey was administered by an independent benchmarking company, via an online link over the internet to the 3,562 travel agency and corporate account primary contacts handled by these Sales Managers. The second type of measure consisted of travel agency and corporate account outcomes which were used as a criterion variable. These measures consisted of account specific sales performance data over four discrete time periods.;The relationship between the predictors and criterion were examined using four analytical procedures including Correlations, Generalized Estimating Equations (GEE), Exploratory Principle Components analysis, and Hierarchical Regression analysis. The results of this study found support for a relationship between behaviors and outcomes; however, the results revealed one general behavior construct, and therefore, the individual behavior items could not be identified. Furthermore, the researcher found that the organizational justice/satisfaction items

Ferry Companies of Poland: Stena Line, Stena Line’s Ship History, Stena Line Holland Bv, P $13.13 Purchase includes free access to book updates online and a free trial membership in the publisher’s book club where you can select from more than a million books without charge. Excerpt: Stena Line is one of the world’s largest ferry operators, with ferry services serving Scotland, Sweden, Northern Ireland, Denmark, Norway, England, Wales, Ireland, Germany, Netherlands and Poland. Stena Line is a major unit of Stena AB, itself a part of the Stena Sphere, a grouping of Stena AB, Stena Metall AB and Stena Sessan AB. Stena Line also owns the Swedish vessels of the otherwise German and Danish-owned Scandlines. Stena Line was founded in, and is still operated from, Gothenburg, Sweden by Sten A. Olsson when he acquired Skagenlinjen between Gothenburg, Sweden and Fredrikshavn, Denmark in 1962. In 1972, Stena Line was one of the very first ferry operators in Europe to introduce a computer-based reservation system for the travel business area. In 1978, the freight business area also started operating a computer-based reservation system. The first freight-only route started between Gothenburg in Sweden and Kiel in Germany. The ship was the MS Stena Transporter. During the 1980s, Stena acquired three other ferry companies. In 1981, Sessan Line, Stena’s biggest competitor on SwedenDenmark routes, was acquired and incorporated into Stena Line. This included Sessan’s two large newbuilds, MS Kronprinsessan Victoria and MS Prinsessan Birgitta, which became the largest ships operated by Stena by that date. In 1983, Stena acquired Varberg-Grenå Linjen, and two years later also the right to that company’s former name, Lion Ferry. Lion Ferry continued as a separate marketing company until 1997, when it was incorporated into Stena Line. In 1989, Stena acquired yet another ferry company, Stoomvaart Maatschappij Zeeland (SMZ) (which at the time traded under the name Crown Line). SMZ’s Hoek van HollandHarwich route then became a part of Stena Line. … More: