Back in December 2007, I was invited to speak at a home-based travel agent expo at the Mandalay Bay Resort and Casino in Las Vegas, addressing more than 2,000 US-based agents.
Afterwards, Travel Counsellors hosted a drinks reception—and it was a real eye-opener. We had promoted Travel Counsellors as a full-time career, as we had in the UK.
However, I was surprised to discover the vast majority of attendees didn’t see being a home-based travel consultant that way. For most, it was a side hustle.
At the time, parts of the US travel industry had built highly successful models around recruiting large numbers of agents by selling travel agent IDs or membership packages. It wasn’t illegal – it met a demand and proved commercially effective.
Typically, participants paid a fee for a travel agent ID card and access to booking platforms. The appeal was clear – you could keep your main job, earn extra income by booking travel for others, access discounted travel for yourself, and enjoy perks like our free drinks reception.
However, these models also attracted criticism. In the US, some argued certain businesses focused more on selling memberships than on actual travel sales. Industry insiders would sometimes (half-jokingly, half-critically) refer to them as "card mills".
At the time, I had no idea how widespread this approach was in the US.
Of course, there were – and still are – good, successful agents operating within these structures. But it didn’t align with our culture or business model. We didn’t just want to be the best – we wanted to attract the best and be recognised as such.
For us, it was essential our recruits saw this as their primary career.
'Devotion without distraction'
Over time, these US-based models have evolved and matured. Today, the landscape is more nuanced. Broadly speaking, home-based travel businesses tend to fall into three categories – host agencies, multi-level marketing (MLM) models and card mills, although, in reality, there are many variations and hybrids. All are now available on both sides of the Atlantic.
Due to self-employment rules, no business can require agents to work a set number of hours. This creates grey areas. Even where full-time commitment is expected, it can be difficult to enforce.
In my opinion, someone who has another job cannot provide a travel service that is sometimes warranted. Devotion without distraction is often necessary.
In fact, I have found some agents simply loved belonging to our business and being involved in our journey, even though they found difficulty making enough to cover their monthly fee.
I actually had to persuade several consultants to leave because they continued paying fees despite earning little or nothing. It didn’t sit right with me – I didn't feel we were acting in their best interests.
'Katie Price agents'
More recently, in the UK, there has been furore around InteleTravel, which counts former glamour model Danielle Lloyd among its members. She recently ran a recruitment campaign featuring Katie Price.
Many agents, from retail travel outlets to home-based businesses, have expressed concern this influx of new recruits could damage the reputation of experienced, professional travel consultants.
If that concern is valid, then it raises an interesting question: how do existing InteleTravel agents feel about it? Do they believe it's a case of “the more, the merrier?” Or do they worry this could affect their own credibility, or even be an own goal by their parent company?
It’s clear the model is built on recruiting as many agents as possible. But why the backlash?
For the foreseeable future, the brand – and its agents, good or bad – may become associated with campaigns like Lloyd's. Some might label them "Katie Price agents". I have nothing against Katie Price, but she isn’t particularly known for travel expertise or recruitment credibility.
When trust and credibility are central to client relationships, for anyone to choose a controversial figure with no strong link to travel or recruitment feels like a curious decision.
Opportunities for others
That said, this may not be entirely negative for others in the industry. Strong agents should focus on differentiation, not frustration.
If one part of the market weakens its perceived credibility, it creates an opportunity for others to demonstrate professionalism, expertise and care.
Just as a restaurant will rejoice in competitors' bad reviews, customers notice the difference. So rejoice in the loss of credibility of a competitor. Just as a customer will want to buy from an experienced consultant, I believe a consultant will in turn be attracted to the host that offers the best emotional, practical and genuine support by the most experienced team.
Our new home-based travel business, Personal Travel Concierge, part of the Integrity Travel Group, clearly differentiates itself. We will adapt to change, be dynamic yet caring, transparently honest, easily approachable and we will endeavour to allow all our business-owners to be competitive and trustworthy.
We want to attract the very best with an already established clientele; we will support them to achieve their goals; we will equip them with the tools to make you them a success; we will be their cheer leaders, their mentors and their advocates; we will be their enablers, but their success will be down to them.
We are truly excited by the road ahead.
David Speakman founded Travel Counsellors in 1994, stepping down as chair in 2015. He acquired North East travel agency The Travel Bureau in June 2023 and late last year, launched new homeworking operation Personal Travel Concierge.
