Flight Center Pvt limited company Case Study Introduction Flight Center Limited

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Flight Center Pvt limited company Case Study

Introduction
Flight Center Limited (FLT) is one of the world’s largest
travel agency groups, with more than 30 brands and
2500 leisure, corporate and wholesale businesses in 11
countries. In 2015, FLT achieved a record revenue of
A$2.4bn 1 and profit before tax of A$256.5m continuing
the annual growth trend that FLT has established over
three decades. Originally based in Australia, FLT’s rapidly
expanding network now extends throughout Australia,
New Zealand, the USA, Canada, the UK, South Africa,
Hong Kong, India, China, Singapore and the United Arab
Emirates. In addition, the company’s global travel management
network, FCM Travel Solutions, extends to more
than 75 other countries through strategic licensing agreements
with independent local operators. The company
employs more than 15,000 people globally, and actively
pursues organic growth. FLT is a successful entrepreneurial
venture that became established and grew rapidly
despite considerable industry and government obstacles.
FLT operates in a highly competitive environment requiring
constant innovation, with a staff- and client-focused
global business model. However, it constantly faces significant
challenges in an intensely competitive industry
including the growing capacity for clients to make their
own travel arrangements online. Having become a major
global operator, questions arise as to whether Flight
Center can continue to operate with one business operations
model for all regions and cultures.
The early years
It all began in 1973 when a few young Australians living
in the UK got the inspiration to begin a travel company
called ‘Top Deck Tours’, using old refitted London
Flight Center has grown to become one of the major players in the world travel industry building on its entrepreneurial
culture and business model. The case focuses on the challenges faced by Flight Center in a highly
competitive industry and the viability of pursuing its unique business model across all markets and cultures.
double decker buses to take tour groups around Europe.
Despite harrowing experiences with bus breakdowns,
snarling officialdom in many countries, shortage of
working capital and back-breaking hours for the
founders /drivers/operators, the tours proved very
popular and the number of buses and tours grew. Along
this journey the entrepreneurs, who had no experience
in the industry, had to engage in improvisation, rulebending,
fudging and originality in marketing with no
formal strategy.2 However, the lessons learned stood
them in good stead when they decided to explore the
gap they perceived in discounted air travel and founded
Flight Center in 1981.
This turned out to be a formidable challenge. The
practice of flight discounting was virtually unknown in
the cosy travel industry in Australia, which was characterised
by intensive government regulation of airlines
which had long-established relations with existing travel
agents. The industry was immediately hostile to these
new upstarts, and they had to turn first to lesser known
This case was prepared by Kenneth Wiltshire, J.D. Story Emeritus Professor of Public Administration at the University of
Queensland Business School. It is intended as a basis for class discussion and not as an illustration of good or bad practice. ©
Ken Wiltshire 2016. Not to be reproduced or quoted without permission.
Source : Kumar Sriskandan/Alamy Images.
airlines to obtain discount business, and also engage in
intense lobbying of government to change the legislation
to allow their kind of operation to be licensed.
The first retail shop was established in Sydney in
1981 and made a profit of A$93,000 in its first year
from a turnover of A$2.5m. By 2012, Flight Center operated
almost 2500 shops, in 11 countries, earning a profit
of A$294m from a turnover (total transaction value) of
over A$13b, with 34 different brands. The core business
is still arranging flights and accommodation, but the
company has also diversified into arranging many other
forms of travel including sea, rail, coach, bicycling and
trekking, as well as related services such as insurance
and currency exchange.
Leadership and philosophy
Although there were five key founders, the focus inevitably
falls on Graham ‘Skroo’ Turner who has been CEO
or Executive Chairman for all of the company’s history.
He began his working life as a vet in Australia and later
moved to the UK. Turner has been described severally as
a maverick, a larrikin, a plain speaker and an entrepreneur.
A softly spoken, bearded, physical fitness fanatic
(cycling 30 km before breakfast most days), his business
instincts are shaped by a keen understanding of human
nature and constant reading of management and leadership
literature. He espouses his philosophy regularly
within the organisation, especially through an annual
published collection of wisdom, seminal leadership and
management articles, sayings, poetry, proverbs, anecdotes
and a raft of business principles practices and
goals for all aspects of the business.
His strategies are based on conceptual and philosophical
underpinnings which he constantly updates in a staff
manual, combined with the application of common sense
to emerging challenges. An innovator himself by instinct
and nature, he is prepared to admit to mistakes, and he
operates by placing trust in the leaders within the organisation,
decentralising much decision-making to country
and sectional managers, including decisions on the
choice of new markets to be explored, experimentation
with business systems and arranging local partnerships
with suppliers and contractors of travel packages.
However, he closely monitors performance across the
company and travels around the world, stepping in when
necessary. This has occurred on a few occasions when
senior managers have made poor decisions. Described
often in the media as a charismatic leader, he is now a
legend in all parts of the travel industry. Despite the
publicity that follows his success, Turner tries to maintain
a low profile, seldom venturing into public issues or
politics, although he is an environmentalist with concerns
about population growth. The company makes no political
donations.
The foundation of the Flight Center business strategy
is very clear and it revolves around its people. In essence
the message is: look after your people and they in turn
will look after your clients. Structure and motivation are
key, all based on the belief that people like to work in
teams. Flight Center’s operational structure was modelled
on anthropological principles inspired by Nicholson’s work
on hunter-gatherers3 following this model, there are the
‘family’, the ‘village’ and the ‘tribe’. The ‘family’ is a team
usually consisting of between three and seven people; the
‘village’ is a group of three to seven geographic families or
teams who support each other; the ‘tribe’ is a maximum
of around 25 groups of villages with a single tribal identity
who come together for celebration and interaction.
Beyond this, the tribes come together to form a nation.4
Innovation and experimentation are encouraged and
staff suggestions readily analysed and many acted upon.
An egalitarian culture prevails with very few special
perks for senior executives, not even car parking, and all
Flight Center offices are open plan. (Turner himself has
no executive assistant or personal office.) Incentives
play a key role in staff motivation; remuneration is made
up of a base salary plus a commission which can be very
rewarding, and this is complemented by the option of
joining a share ownership and debenture scheme. The
total package can be lucrative, having produced a
number of employee millionaires in a relatively short
space of time. There is a highly sought after ‘prize and
recognition/reward programme’ for staff performance
and improvement, which is celebrated at gala conferences
held around the globe. Employees have access to
in-house health and fitness and financial well-being
services. Staff are carefully recruited but more for their
personal qualities than any deep knowledge of the travel
industry. The incentive model ensures that those who
aren’t performing move on fairly quickly. None of the
staff at Flight Center belongs to a trade union –
according to Turner if employees feel the need to join a
union it is an indication that you are not looking after
them.
Strategy and the business model
When the company decided to float in 1995 the decision
was largely based on a desire to facilitate greater staff
ownership in the organisation in order to enhance
motivation, loyalty and identification. Of course, the
additional funds were welcome as the existing owners
(the original founders) could not have personally financed
the desired expansion of the business and did not want
to borrow. Some foresaw the need to establish a potential
FLIGHT CENTer

LIMITED: COMPETING TO PROVIDE THE LOWEST AIR FARES
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FLIGHT CENTer LIMITED: COMPETING TO PROVIDE THE LOWEST AIR FARES
flight, accommodation and ground travel package operators,
and then make these deals available to their own
retail agents. In an effort to achieve cost efficiencies
through internal competition, Flight Center introduced a
purchaser–provider approach whereby their retail stores
could opt not to choose to buy from the company’s own
suppliers if they could do better elsewhere – a costcenter
concept which was fiercely resisted at first and
caused some morale problems, but has gained acceptance
and introduces healthy intra-company competition.
However, more in-house transactions are now happening
than ever before. The FCL ‘replicable small business
model’ contains six elements (see Box 1).
The business model is followed by a list of rules for
running a project which are process-oriented. Perhaps
the most interesting one is ‘Perfection is banned – near
enough is good enough. We want action and progress –
not perfection.’
A challenging business environment
The company has faced some major challenges, many of
which were very threatening to the travel business,
including wars, natural disasters, global health epidemics
and the global financial crisis. The sudden collapse and
liquidation of Australia’s Ansett airlines caught the
company off guard because of loss of over-rides, super
over-rides, plus credit card reversals. The closure of
Heathrow Airport in December 2010 owing to its inability
to cope with snow and bad weather with days of flight
cancellations is an interesting case in point, where Flight
Center’s own emergency helpline gave its customers
up-to-the-minute information and the certainty that
someone was looking after them, by comparison with the
lacklustre performance of the airlines and the airport in
this respect. Customer loyalty was further entrenched.
Indeed the company has always been prepared to sustain
extra costs to retain customer loyalty and return business.
personal exit path for them to leave the company which
a float would facilitate. Indeed, the company has always
eschewed borrowing, has had relatively little debt during
its existence, and has a firm policy of keeping healthy
cash reserves. This has often meant that the directors
have placed themselves in some tight personal financial
situations to fund expansion or acquisitions along the
way. A failed share buy-back scheme was attempted in
2005 but only because the directors felt that the share
price had fallen well below the true value of the company
as a result of external conditions. Flight Center has
always operated with a small Board of Directors – four or
five members, comprising the original founders for most
of the company’s history.
Another key element of the strategy is the price guarantee.
The advertising slogan originally said ‘Lowest Air
Fares Guaranteed’ because the company’s policy is to
beat any other lower published price for a fare. But this
slogan met with objections from regulators and today the
brand carries the slogan ‘Lowest Airfare Guarantee’. This
promise has caused plenty of headaches and additional
costs, sometimes over A$10m – the total cost of
matching lower fares submitted by clients. It is made
more precarious because of the airlines who now offer
direct deals to the public themselves. However, Flight
Center has stuck religiously with this pledge and it is now
a firmly entrenched part of the brand and the culture.
The fundamentals of Flight Centers strategy are
centerd on organic growth and in this it has been highly
successful. Some buy-outs have occurred and some
related diversification (e.g. hire of bicycles), but the
company is firmly grounded in the travel business and its
variations. Expansion into corporate and student travel as
well as the more up-market luxury products has all been
positive. Behind the retail presence is an engine room of
wholesale activity as deals are negotiated with a plethora
of suppliers. Most travel agents operate their own wholesale
sections which arrange deals and contracts with
box 1 The FCL global ‘replicable small business model’
• Ongoing growth (organic, acquisitions and start-ups)
at every level of the business.
• A flat team-based and decentralised decision-
making
structure and local ownership by individuals with
clear roles and responsibilities.
• Individual rewards/incentives on individual outcome
based, fully relevant, consistently measured and
accurate KPIs.
• The teams are decentralised, multiskilled if possible,
all members with directorships (
alternated).
• The team leader works in the team with the same
technical job as the rest of the team.
• All business team and support teams operate
under the ‘one best way’ brand guide, business
systems and operating systems (the Systems
Manual). In FCL we have one set of values, one
culture and one set of philosophies.5
635
the full bench of the Federal Court finding that the
primary judge in the initial case erred in finding that
‘Flight Center and the airlines compete in a market for
distribution and booking services’. The full court
reasoning was that Flight Center and the airlines do not
compete in a market for booking distribution services
because the airlines do not have separate internal teams
doing so and the carriers also could not provide access
to bookings on other airlines. FCL had the fine of A$11m
refunded, together with all its legal costs plus interest.
The regulator has signified that it may mount an appeal
but to date there has been no action. Skroo Turner’s
statement at the time is instructive:
‘For more than 30 years Flight Center has sought to
deliver cheaper airfares to the travelling public. The
company is not in the business of attempting to make
airfares more expensive. As an agent providing advice
to the public and extensive marketing for airlines,
Flight Center has asked for appropriate commissions
from suppliers and also reasonable access to all of the
deals they release to the market. This is a logical and
natural business request for an agent to make to ensure
the customers it serves on behalf of the airlines are not
disadvantaged. Given that travel agents book up to 80
per cent of international flights to Australia, it benefits
consumers because it means special offers are not
solely available from supplier websites.’6
The complexities of competition
The highly competitive nature of the airline and travel
industry was highlighted in an incident in 2015 when the
company issued a profit warning as it had lost some
market share to internet companies like Airbnb and
Booking.com and experienced weak growth in leisure
travel in Australia. The share price slumped 17 per cent.
The episode had a key business analyst asking whether
Flight Cente’s business model had been cracked by its
giant online global competitors.7 Turner was open in
conceding that this competition was a fact of life, stating
that travel has become more commoditised and it has
increasingly gone online where the only point of difference
is price. However, the Flight Cente model is a
hybrid or ‘omni-channel’ model with an extensive physical
retail network complemented by its online offer. It is
in the midst of another evolution, producing its own
products together with its ability to offer person-toperson
advice and service to create unique and higher
margin products. Its physical presence through its international
network of businesses is a differentiator.
In the event, the incident proved to be just a glitch,
with the market recognising the resilience of Flight
Maintaining a healthy level of cash reserves has been an
important element of risk management in a precarious
industry.
Throughout the whole of its history, Flight Cente has
had to deal with a great deal of inflexibility and intransigence
from government officialdom. In the beginning,
this applied particularly to gaining licenses to operate in
almost all countries they wanted to enter. Innovative ways
were found around this including using less popular
airlines, operating under licenses of associates, and even
occasionally beginning operations before licenses were
obtained and adopting a ‘crash through’ approach which
involved severe risk taking. This has usually been
successful in the end, although initial attempts to
operate in Vietnam were given up at considerable cost in
the light of bureaucratic inertia. The company has
baulked at bribery and corruption suggestions from officials
in some countries.
Legal issues
In a very significant twist in 2012, the company was
investigated by Australia’s Competition Regulator for
allegedly trying to collude with airlines in fixing prices
and anti-competitive behaviour. This was because of an
attempt it made to have an airline reveal a cheap air fare
which it was offering directly to the public, and which
was lower than Flight Center had been offering for the
same fare. The regulator accused Flight Center of illegally
fixing prices of international flights on six occasions
between 2005 and 2009 with Singapore Airlines,
Malaysia Airlines and Emirates. The Federal Court in
2013 ruled that Flight Center had competed with airlines
for the retail or distribution margin on the sale of international
fares and had sought to stop them from undercutting
it on these fares. The issue involved the airlines
offering cheaper fares on their own websites than it made
available to Flight Center agents through its global distribution
system. Because of Flight Center’s ‘lowest price
guarantee’ – a key element in FLC’s business model – it
was forced to match the cheaper fares even though this
inevitably meant selling at a loss. The case hinged on the
question of whether travel agents are a retail extension of
an airline or competitors of airlines. Clearly this ruling
would have significant repercussions for accommodation
and ground tour operators as well.
The initial court decision went against FLC which
experienced a small dent in its share price and then had
to face a strategic decision as to whether to appeal.
Given the crucial importance to the business of its
‘Lowest Price Guarantee’ policy Flight Center mounted
an appeal; a costly and time-consuming exercise lasting
over five years. In 2015, the company won the appeal;
FLIGHT CENTer LIMITED: COMPETING TO PROVIDE THE LOWEST AIR FARES
636
FLIGHT CENTer LIMITED: COMPETING TO PROVIDE THE LOWEST AIR FARES
• Brand and specialisation: evolving brands which truly
specialise in specific areas of travel and have clear
customer value propositions.
• Unique product: making, combining and sourcing
exclusive Flight Center Travel products, rather than
simply just selling supplier’s products using the
tagline ‘Our product – not just someone else’s’.
• Experts not agents: ensuring each brand’s people are
experts in understanding the brand’s specialty and
that they in turn are backed by ‘travel gurus’ who are
readily available if additional expertise is required.
• Redefining the shop: ensuring corporate, wholesale
and retail spaces reflect the fact that Flight Center’s
people are retailers first and foremost, and not office
workers. (This is most observable in the new configuration
in Flight Center stores with a change from
bench row seating of consultants to face customers,
to individualised circular tables for each consultant to
enjoy a more direct and personalised space with individual
customers.)
• Blended access: ensuring Flight Center’s brands are
always available to customers. They can touch, browse
and buy Flight Center products when and how they
want – online, offline, shop, email, chat, phone or
SMS.
Underpinning these five journeys is the belief that for
the company, information is power through ‘profiles’,
‘patterns’ and ‘predictions’. It also encompasses a sales
and marketing machine that is more agile, personalised
and relevant.9
A dynamic business model
The increasingly competitive travel industry environment
has seen Flight Center constantly re-orient its business
model to acknowledge and accept the trends which are
occurring, especially the growth of self-booking of travel,
and offer services that enhance and enrich that experience
and blend with it. This is achieved by offering more
client-focused and personal attention, unique products
and services, guaranteed backup and instant access for
customers through a wide range of modern and traditional
communication and contact modalities
In recent times, Skroo Turner has identified one big
strategic challenge for the company as achieving greater
productivity per employee. A number of approaches are
being taken in this regard, including revision of support
to the shopfront, clever use of ICT and an improved database,
and introduction of more realistic performance
measurement. Another is the creation of more hyperstores
in some markets where various teams performing
in different parts of the company will be accommodated
Center’s diversity, scale and financial capacity, including
the long-standing company policy of holding large cash
reserves and minimal debt. However, it was instructive
that this incident saw Skroo Turner take a personal
A$90m wealth hit, because his private company holds a
15 per cent stake in Flight Cente.8 It was also a reminder
that the top executives of the company have taken pay
cuts when performance targets have not been met. Flight
Cente’s executives, including Turner, have been
described as being grossly underpaid, in terms of salary,
in comparison with other top Australian firms; their
rewards are determined more by the shareholdings they
possess in the company.
Perhaps the biggest competitive challenge has come
from the growth of people making direct internet bookings
with airlines and accommodation venues. The Flight
Cente strategy to confront this is the offering of a
combined online and personal booking blended facility,
where online customers get the added advantage of
personal attention and follow up, along with the price
guarantee, the emergency helpline, and faster refunds of
cancelled bookings. Clients book online through Flight
Cente, they are given the name of their consultant, they
look at the fare, book it, and then hand it over to the
consultant who holds it for 24 hours and personally
follows up. They then receive ongoing access to all of the
travel assistance facilities of the company.9
The strategic response
In the light of the increasingly competitive environment,
including the threat posed by clients’ own online bookings,
Flight Cente formalised a strategic long-term planning

system (two to five years). There is a heavy emphasis
on leadership development, through training and recruitment,
development of their own product, refining the one
best way of operation, improving systems for distributing
product, and significant attention to ICT and its potential.
The brand strategy is focused very much on consolidation
given that out of the 34 brands less than half of
all business is conducted under the Flight Cente brand
itself. Another goal is to create a smoother relationship
between transactional, virtual and real presence to
ensure smoother integration and consistency in the
emerging different modalities of travel bookings in
different global markets. (There are countries where
Flight Cente operates with no physical presence.)
The new strategy is conceptualised in terms of key
developments (‘journeys’) characterised as the company’s
‘killer theme’. Essentially these five journeys have
been earmarked as keys in the evolution from travel
agent to the world’s best travel experience retailer:
637
already achieved a return to its origins with a buyout of
Top Deck Tours, and acquisitions currently being negotiated
for five separate travel groups in Australia and
internationally.11 In addition to its dual position as
Australia’s largest travel retailer and Australia’s largest
corporate travel manager, it has successfully entered
niche markets which are growing rapidly internationally,
including student travel, travel money and Cruisealone
(for ocean and river cruising).
The company continues to win a succession of travel
awards in all categories of its operations, and Skroo
Turner is very upbeat about prospects in what he
describes as the current ‘golden era of travel’ with
cheaper fares, more choice, greater comfort and less
flying time.
Notes and references
1. A$1 = £0.52 = $0.74 = €0.66.
2. James Bill, Top Deck Daze, Halbon NSW, Avalon, 1990.
3. Nigel Nicholson, Executive Instinct, New York, Crown, 2000; Nigel
Nicholson, ‘How hard wired is human behavior?’ Harvard Business
Review, July–August 1998.
4. Mandy Johnson, Family Village Tribe: The Story of Flight Cente Limited,
Sydney, Random House, 2005.
5. Graham Turner ‘Skroo’, Business Directory and Articles Edition No. 2,
Brisbane, Flight Cente Ltd 2011.
6. Australian Financial Review, 1–2 August 2015.
7. Business Spectator, 24 June 2015.
8. Sydney Morning Herald, 2 July 2015.
9. Flight Cente Annual Report, 2015.
10. Courier Mail, 28 August 2015.
11. Australian Business Review, 23 September 2015.
together in the one location on different floors. The
Oxford Street branch in London has been a prototype.
This will be a seven-day-a-week operation. The ‘village’
ladder will be in the one place. There is also a vertical
integration strategy to overcome the problem that occurs
when the purchaser–provider principle does not fit
because one part of the company cannot choose whether
to purchase from another part because the margins are
not suitable or the product unavailable elsewhere. The
goal here is better and faster service to the customer.
The pay and incentive structure for consultants has also
been remodeled.
The full year net profit for 2015 was A$256.5
million, up 24 per cent from the previous year. Revenue
climbed 6.8 per cent to A$2.4 billion, but the company
said it faced higher costs in Australian operations owing
to a new more generous and incentivised salary structure
for consultants.10 Currently, Australian business
accounts for 56.5 per cent of the company’s total transaction
value but 81.3 per cent of its earnings before
interest and tax, meaning that, despite ongoing growth
in its overseas business, it remains heavily leveraged to
Australia. Turner has said he would like that mix to shift
over time so that overseas businesses accounted for
around 30–40 per cent of EBIT (earnings before
interest and taxation), at the same time as the
Australian division continues to grow. The company’s
sights are set for more overall organic growth, having

1. Turner has implemented a curious anthropological approach to the organisational structure at Flight Center (FLT) in terms of families, villages, tribes and nations. What are the strengths and weaknesses of this approach?

2. FLT’s strength is in its Australian network of retail stores. What is the target demographic for these stores? Is the retail travel agent model, even with house branding of travel products, sustainable?

3. FLT has also demonstrated a strong track record in corporate travel. What are its strengths in this segment? What PESTEL Framework factors might impact on this business segment?

4. FLT is facing considerable competition from the large online pure plays, such Webjet, Xpedia and Zuji. Assess the online capabilities of all four players. How does FLT rate? Do you have any advice for FLT?

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Explanation / Answer

1. Turner has implemented a curious anthropological approach to the organisational structure at Flight Center (FLT) in terms of families, villages, tribes and nations. What are the strengths and weaknesses of this approach?

An anthropological approach means a study in human kind. The strengths of this kind of approach are:

·         Different minds can work together so the deficiency in one can be covered by the other

·         It opens the mind of the people as they get to interact with different people and ideas and cultures

·         The source of ideas increases as people have different perspectives so one can get a varied feedback on a particular idea

The weaknesses are:

·         Many a times diverse teams take a lot of time to understand each other and they do not sync well which affects productivity

·         Due to certain cultural biases everyone might not be able to be objective about their feedbacks during discussions

2. FLT’s strength is in its Australian network of retail stores. What is the target demographic for these stores? Is the retail travel agent model, even with house branding of travel products, sustainable?

The target demographic for the retail stores vary from the young to the old to the occasional to the regular traveler. It will also include the leisure traveler and the business traveler.

The retail travel agent model is not sustainable anymore. People have become more internet savvy and like doing things on their own online. They do not prefer going to travel agents anymore. Added to that airlines have their own websites which people can book tickets from directly and the airline websites have better and competitive pricing.

3. FLT has also demonstrated a strong track record in corporate travel. What are its strengths in this segment? What PESTEL Framework factors might impact on this business segment?

Usually large corporates like to tie up with travel agent retail stores as life is easier if the company executives travel frequently. They just need to share the executives plan details and the travel agent takes care of the rest. So this is helpful. Secondly, if there is repeat business they get preference in fares and better offers.

As far as PESTEL goes the factors that impact is:

Political: the fares are regulated by taxes as per political agendas.

Economical: this also impacts as fares need to be in line to the economic scenario of the country

Technology: this is also important as technological advancement will provide better services to the customers

Environmental: this is a vital factor as environmental harm could lead to the business being forced to shut down

Legal and social factors do not have much of an impact.

4. FLT is facing considerable competition from the large online pure plays, such Webjet, Xpedia and Zuji. Assess the online capabilities of all four players. How does FLT rate? Do you have any advice for FLT?

From all these four Xpedia is better as it provides varied tabs on the homepage itself. Webjet is second as it has almost all the tabs like Xpedia barring the holiday activity tab and a flight and hotel combo tab; but it has a cruise tab option which Xpedia does not have. These two cater to all the regions whereas Zuji only caters to the Asia Pacific region. In comparison FLT opens on a homepage that describes about themselves and so on. People who want to book tickets are not interested in the company’s history they want to book tickets and move on. Advice to FLT is have an online booking window as the landing page and then it can have a link to the homepage which can talk about the company and its policies.

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