Crisis Management experience sets TravelMBA apart from traditional travel suppliers.

With hundreds of students simultaneously traveling the globe, challenges while groups are in-country are inevitable. Whether it’s a lost passport, a student illness, or a logistical problem on the ground, TravelMBA has the experience to help solve the issue and provide support to your group.

Prevention. Of course, the best solution is preventing a challenging situation before it becomes a problem. Through our network of carefully selected inbound operators, risks associated with inferior hotels, substandard guides, and poorly maintained buses are minimal. Our suppliers know the right range of products and services for the MBA market, and understand the distinctions between Full-Time, Part-Time and Executive MBA groups. For students, TravelMBA provides them with tips on topics such as passport and ATM safety before departure so they minimize their risk.

Availability. When our groups are traveling, you can reach a TravelMBA manager 24/7. In addition, our operators are required to provide afterhours mobile phone coverage as well. Group leaders are given a list of mobile numbers for TravelMBA managers, tour operators, and guides shortly before departure.

Instincts. While all managers are trained on how to handle the most common crises, it is impossible to have a “play book” that anticipates every potential problem. Much of how to respond to a unique crisis depends on solid instincts, good judgment and a focus on communication. Here are a few real-life examples:

May 2008, Earthquake in China. TravelMBA had three groups in China at the time of the major earthquake, including one that had taken off from the affected province literally five minutes before the earthquake struck. Our China operator alerted us to the earthquake during the night, and we had them immediately make contact with each of the groups to confirm they were fine. TravelMBA contacted the schools before office hours and recommended they have a team of staff make personal phone calls to the families of each student. By 10 a.m. local time, every family had been notified that the group was safe -- in almost all cases before they had heard news reports about the earthquake.
March 2009, International student loses passport in China. A student lost his passport on Tuesday in Chengdu, and was scheduled to fly home from Shanghai on the weekend. Our seasoned local guide convinced airport officials in Chengdu to allow the student to fly to Shanghai based on a photocopy of the passport. From experience, TravelMBA knew the four documents the student would need before he would be able to return to the United States. At our urging, the school immediately couriered a replacement I-20 form to allow re-entry in the U.S. Appointments were then scheduled with the student’s consulate to get a replacement passport, Chinese immigration authorities to get a new Chinese visa, and the U.S. Embassy to get a new F-1 visa. All documents were secured in just over three business days. With the help of our supplier, we secured a discounted room rate at a hotel near the embassy for one extra night. Plane tickets were changed directly with the airline.
March 2007, Return flight cancelled from India. Due to a late season ice storm in the Northeast United States, Continental cancelled its Friday Newark to Delhi flight, meaning there was no aircraft available on Saturday to bring our MBA group from India back to the U.S. Because of peak travel, Continental advised it would be five days before passengers would be able to be rebooked, meaning students would miss the first week of spring classes. With quick thinking and good negotiation, our operator in Delhi was able to get half of the group on a flight two hours later from India to the U.S. via China. We then assisted the travelers with various flight options to get them from the west coast to the east coast, only missing one day of class. Due to its knowledge of flight routing, TravelMBA was able to secure just enough seats for the remaining travelers the following day on a little known British Airways routing: Delhi-Heathrow, then Gatwick-Raleigh. Despite a tight connection due to the airport change in London, this half of the group made it back home approximately the same time as those who went through China.

Leverage. Our turbulent world occasionally results in groups needing to cancel shortly before departure to protect the health and safety of its students. Over the years, we have had groups cancel or reroute due to SARS, the Iraq War, Hurricane Dean, the hotel terrorist attacks in Mumbai, and Swine Flu. In all cases, we have been able to secure between 80% and 100% refunds from our operators and the hoteliers. Schools working through other operators generally report lower recovery rates. Our success is due to the strong reputation of our inbound operators and the leverage they can exercise with the hoteliers. Hoteliers recognize that they would lose a potentially large future revenue stream from our operators if they maintain a hard line. We cannot guarantee financial recovery will be as robust in every future situation, as this is largely dependent on the particular players involved. However, we are confident based on our track record that we will do as well or better than other companies in the travel industry.

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