1. Savings. Solutions. Systems. Agent Capacity and Productivity Analysis Presenters: Mike MacNair, President & CEO of MacNair Travel Management Jean Covelli, President of The Travel Team

2. Savings. Solutions. Systems. Agenda  Rationale and Goals  Altour Sample  Balboa Sample  Additional Data Points to Consider  How?  Implementation Analysis – Travelink Sample  Next Steps

3. Savings. Solutions. Systems. Rationale and Goals Rationale  Developed a system to determine agent capacity and then a baseline so we could adjust staff based on verifiable data.  Created our system and baseline and began to share with other agencies.  Determined that we all measure capacity differently.  Learned that capacity would vary by agent type and the definition of a ticket/transaction….  Intuited that in order to compare accurately, we needed to define agent type and what a transaction means the same way.  Assessed that how we measure in CBTG financials isn’t specific enough for this purpose.  Learned that there are other useful items to measure that can define/measure productivity.  There are interesting ways to gather this data and create reports.

4. Savings. Solutions. Systems. Rationale and Goals Goals  Can we measure agent type and tickets/transactions using the same math? Group.  Are there other items that may be useful for us to measure. Individually as per our business plans.  How can this data best be captured and then used for coaching and implementing. Individually.

5. Savings. Solutions. Systems. Altour Sample Legend ADMS: Debit memo cost or agent errors requiring a check to be written or statement credit given to customer that was clearly a result of agent’s mistake Non Queue Fulfillment: Activity completed that is non transactional in nature (e.g. user support phone calls or informational calls) Queue Fulfillment: Work done to complete a booking originating online Subscriber: Activity of our Agency TSC customers/after hours subscribers Agent Type Code Source of Reservation Inquiry Name Agent Sine Agent Div. Agent TypeEmailCallOnlineFormQueueUnknown CAROL SCHWIE0242CRA192FSD39516 18 DANIELLE STILZ0K1LWQT103OLF 2 195 JOSE DAVILA9PN1JD501FSDI3932 7 KAY STANSBERRY0K1LKST013TSC136 1 22 LAURA RICKABAUGH0242LGA192FSI66148 157 MARK SINGLETON0K1LMIT138FSUPS 184 1 MICHELLE NOVAK- SAWIN0K1LTIT013TSC421 17 TAYLOR SMITH0K1LOCT101FSD5696 15132

6. Savings. Solutions. Systems. Altour Sample Unique Invoice Transactions “Activity Log Transactions ( Activity outside traditional booking activity) Agent Debits and Errors Air PnrHtl/Car PnrOther PnrTotal PnrTicketedSubscriber Non Queue Fulfillment Queue Fulfillment Total Activity ADMS CountADMS Value 42360429 00000$0 8801098 05312127432$100 6151278 00000$0 467760 1640343 0$0 1763516227608081$150 18500 00000$0 372342 14581262790$0 3704911430 00000$0

7. Savings. Solutions. Systems. Altour Sample Associated RevenuesWest IP ( phone metrics ) Sales GrossSales Comm Calls Handled Calls Missed Calls TransferAvg. InboundReadyWork DDI Calls In Avg. DDI Inbound DDI Calls Out Avg. DDI Outbound $195,699$1,78213922400:04:47 00:58:5300:42:0511400:04:191500:03:49 $42,961$2,0904071013000:02:57 03:37:1400:43:308000:03:49800:03:06 $89,383$3,3991216000:02:54 00:40:5300:18:4520000:03:191000:03:15 $29,182$1,53049725900:04:39 04:01:5800:49:2011800:06:09800:03:22 $332,835$22,62921831800:09:29 21:38:0900:27:0037200:06:175100:04:35 $127,164$3,5162410000:08:57 04:57:2700:49:243100:06:34400:13:45 $14,451$53739554900:02:17 05:38:4600:25:553200:04:073800:00:46 $185,373$5,71218701500:04:35 00:45:0300:10:4015800:04:196100:03:34

8. Savings. Solutions. Systems. Balboa Sample “ We use payroll data to feed into a transaction report and break it down per hour. Our agents, those that are front-line agents, are required to produce a minimum of transactions per hour. It makes it really easy for us to tie back to payroll when they have time off. It also breaks down international and domestic since our expectations on domestic are higher than international. We review the mix of international to domestic productivity and tie it back to the minimums and maximums. For example, a fully domestic agent is required to have a minimum of 1.50 transactions per hour while 100% international would be required to have 1.25 transactions per hour. An agent with a mix would fall in the middle. Exclusions to the standard formula include floaters and after hours which remain on this report. This report is mainly for full-service agents.” - John Cruse WRK HRS DOM AIR SLS DOM AIR TRX INT AIR SLS INT AIR TRX DOM HC TRX INT HC TRX DOM TTL TRX INT TTL TRX TTL SLS TTL TRX DOM SLS / HR DOM TRX /HR INT SLS /HR INT TRX /HR TTL SLS /HR TTL TRX /HR 156.38 115,918.20182 107,193.2346.00211 203 47 $ 223,111.43 250 741.26 1.16 685.47 0.01 $ 1,426.73 1.60 741.26 1.16 685.47 0.01 $ 1,426.73 1.60 156.38 115,918.20182 107,193.2346211 203 47 $ 223,111.43 250 161.08 131,224.28241 71,482.9046.00267 267 53 $ 202,707.18 320 814.65 1.50 443.77 0.04 $ 1,258.43 1.99 150.20 103,268.65213 32,186.9424.00110 224 24 $ 135,455.59 248 687.54 1.42 214.29 - $ 901.83 1.65 157.96 96,997.24204 74,545.6836.00312 235 38 $ 171,542.92 273 614.06 1.29 471.93 0.01 $ 1,085.99 1.73 152.00 6,739.9014 00 - $ 6,739.90 14 44.34 0.09 - - $ 44.34 0.09 147.23 101,902.51178 36,742.3320.00334 211 24 $ 138,644.84 235 692.13 1.21 249.56 0.03 $ 941.69 1.60 151.48 51,406.89131 80,595.3333.00432 174 35 $ 132,002.22 209 339.36 0.86 532.05 0.01 $ 871.42 1.38 146.82 84,926.73130 251,477.4868.002712 157 80 $ 336,404.21 237 578.44 0.89 1,712.83 0.08 $ 2,291.27 1.61 166.05 106,621.77164 39,053.5813.00295 193 18 $ 145,675.35 211 642.11 0.99 235.19 0.03 $ 877.30 1.27 551.58 1.03 482.45 0.03 $ 1,034.03 1.41 1232.82 683,087.971275 586,084.2424020032 1,475 272 $ 1,269,172.21 1,747

9. Savings. Solutions. Systems. Additional Data Points to Consider  Transaction Type Values – e-fulfillment @.25  Capacity Analysis Factoring in Online %  Preferred Support  Hotel - Manual and Auto?  Service - Tracking SLAs and errors. No rev errors? Kudos?  Agent Types –ICs, Projects (Partnership, on sites, etc.)  Targets or Minimums- Including variance to capacity  Hourly- A few measured hourly productivity and Balboa tying in with payroll? Work year assumptions with PTO  Overtime – A consideration  Customer volumes for that agent  Service requirements? Tools available? Customer types?

10. Savings. Solutions. Systems. How?  How do you pull the correct data together from multiple sources effectively?  How to use this data to create and measure productivity gains?

11. Savings. Solutions. Systems. Implementation Analysis – Travelink, Inc Sample New Customer Name Implementation Phase Contract Type*** Client Total Volume*** Expected Air Volume*** Estimated Transaction Totals*** Estimated Domestic Transactions*** Estimated International Transactions*** Manager of Business Development*** Client Services Manager and Email*** Implementation Project Leader*** Signed Contract Date*** Implementation Fee (CC or Check)*** LOA, ASU Forms Sent to AM, ACCTG & Ops*** Online Booking Tool*** Client Services Updates*** Projected Start-Up Date*** Travelink Leisure Set Up Assigned Telephone Prompts & Number*** Assigned DK Numbers*** Customer Email Domain Customer Count***

12. Savings. Solutions. Systems. Next Steps  CBTG –Here is how we are currently measuring agent productivity, how should this change? Average transaction per agent PER MONTH Domestic - goal numberThe number of domestic transactions per agent you strive for International - goal numberThe number of international transactions per agent you strive for Domestic - actual average per agentThe number of domestic transactions per agent you achieve International - actual average per agentThe number of international transactions per agent you achieve Gross tickets per agent per monthCalculated Gross tickets per total FTE's per monthCalculated

13. Savings. Solutions. Systems. Next Steps What is your Next Step?