Spencer Travel’s approach to client satisfaction is straightforward, she says. “It’s actually quite a simple strategy, which the staff all know is round like this,” explains Spencer, touching the round table we sit at. “You have your client, make them raving fans, they love you and refer you to someone else, and on it goes.” With this technique firmly in place, there has not been much need for marketing. “The majority of the business has grown through referral and word of mouth,” she says. It was only after the first six years that Spencer employed a business development manager, who started networking and cold calling to get the business name out. The majority of marketing now is aimed at promoting the Virgin Galactic space trips.
Applying for numerous awards, also helps get the business’s name out there, and Spencer was recently nominated Best National Corporate Travel Agency by the Australian Federation of Travel Agents (AFTA). “We’ve got a very high profile within the industry, having won those awards, and it’s great for staff morale, they love it,” says Spencer. “Now we’re just concentrating on awards outside the industry more, so we get a profile outside as well.” The plan seems to be working; Spencer was one of three finalists for the NSW Telstra Business Woman of the Year Award.
Professional memberships are very important to Spencer too, and she believes they show Spencer Travel’s commitment to distinction. “From a client’s point of view, it’s important for them to see that you’re striving for excellence.” While membership to bodies like AFTA is a necessity, there are other memberships that are invitation only. Among these is Virtuoso Group, an elite collection of members representing the top one percent of travel agencies worldwide. Spencer was also invited to join Qantas platinum, a grouping of Australia’s top 100 travel agents. “I’m always looking for new challenges, and new areas, and new niche markets.”
But staying on top of her game is not always easy, and Spencer believes the best way to do so is to constantly self-educate. “I think that’s another key to being a good business person,” she says. This is why Spencer is a member of The Executive Connection (TEC), a group of 16 CEOs that meet once a month to discuss their business plans. “You basically undress in front of everybody. Everybody knows your business, your figures, and they question you.” She credits a lot of her business success and growth to this level of accountability. “As a managing director you’re not accountable to anyone. My staff aren’t going to come in here and say: ‘Did you review your business plan this week?’ No one’s going to do that.
“At times you need to step out of your comfort zone.”
By stepping out of her comfort zone, Spencer has realised that following her gut instinct is essential. “The mistakes I’ve made have been when I haven’t gone with my gut instinct,” she says, not that she necessarily regrets these mistakes. “Every mistake you learn from, you can’t expect to know everything, and I’ve learnt a lot.” What has been her biggest lesson? “The main thing you learn about is people management,” she answers. “That’s the biggest thing in small business. How to manage people, how to get them buying, how to attract staff, and how to retain staff.”
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