Font size: A A A A
Home > Industry > Industry Profiles > agent profiles
Related topics: agent profiles,Industry
Font size: A A A A

Sho Dozono

September 1, 2007 By: Mark Rogers Travel Agent

When you take a good look around the conference room of
Azumano Travel's headquarters in Portland, OR, one award stands out among the dozen displayed—an
Olympic Torch from the 2002 Winter Olympic Games in Salt Lake City.

"At that time, my daughter worked in the mayor's office
as press secretary," says Sho Dozono, president and CEO of Azumano Travel,
which is a member of the American Express Travel network. "She called me
and said the City of Portland
didn't have the $20,000 to pay for overtime costs for the torch to be carried
through the city. I told her not to worry, that I'd raise it myself."

Later, in the hallway, Dozono points to a picture showing
him in track sweats, jogging through the streets of Portland carrying the Olympic Torch held

"It wasn't designed that way, for me to carry the
torch, but that's how it turned out," says Dozono. It's true that it
wasn't designed that way. It was Dozono's love for his community and his
proactive "let's-get-it-done" philosophy that put him at the head of
the pack that day.

Here's another example of that get-to-it attitude, which you
might have already heard about. In 2001, when the terrorist attacks in New York City brought travel to a standstill, Dozono and
his wife, Loen, came up with a concept they called Flight to Freedom, in which
a group would fly from Oregon to New York in a show of
support for the beleaguered city and for the right of Americans to travel.

 "I realized that the only way for our business to
recover, and to recover as a country, was for people to get back to
traveling," Dozono recalls. "At first, I invited some close friends
to join us on the Flight to Freedom, but with coverage from the local media,
the group burgeoned into a group of 1,000 people," says Dozono.

When the group arrived, they were officially recognized by
President Bush and Mayor Giuliani; they even got to ring the opening bell at
the New York Stock Exchange. Subsequently, their mission garnered Azumano
Travel the American Express "Great Performers" award.

In 2004, when the tsunami struck in Southeast
, Dozono organized a group of 60 people to travel to raise
awareness of what was happening in the area. "We felt that, as an industry,
we really needed to help that area recover its tourism, and we worked with PATA
to highlight the tourism-dependent areas of Thailand," says Dozono. In
subsequent years, Dozono was part of relief and humanitarian awareness efforts
in post-Katrina New Orleans and in North Korea.
"These efforts have less to do with business—it's giving back to your
community that's important," he says.

But while Dozono is clearly a humanitarian, and a strong one
at that, he also has quite a healthy travel business that is still in growth
mode. In fact, Azumano Travel, whose headquarters are in the historic district
of Portland, has bragging rights as the largest travel management company in
the Northwest. It comprises 250 employees in 12 offices throughout the Portland metropolitan area and the Willamette Valley.
It also has several offices in the Puget Sound area, as well as a location in Vancouver, WA and in Anchorage.

Click to enlarge This year the company has already pulled
in $225 million in gross sales and, according to Dozono, will end the year at
the $250 million mark. A healthy 80 percent of the company's business is
corporate travel, while the remaining 20 percent is leisure. But while that
might be a small portion of the business, "we're talking about $35 million
in leisure, so we're not insignificant in that area," says Dozono.

Since Dozono acquired Azumano Travel from his father-in-law
20 years ago, he's seen the face of his clientele change dramatically. 
Back in the day, virtually everyone who had a job and intended to take a
vacation was a potential client of the agency. In fact, Azumano Travel was the
most aggressive in the Portland
area in promoting budget prices for airline tickets. That's a practice Dozono
has gladly left behind him, noting that he's "no longer trying to compete
with companies such as Expedia and Orbitz."

In fact, because luxury is a growth area for Azumano Travel,
the company has gotten much more selective about the business it accepts.
Dozono says that, now, one in 20 customers is a potential client of Azumano

"We've moved away from the mass market and we're
targeting the working rich—they work hard and recreate in luxury," says

Ron Letterman, outgoing president of Classic Vacations,
gives Azumano Travel high marks in responding to changes in the travel business
climate. "He shifted the focus of his agency to delivering the highest
level of service to his customer, and in the process, Azumano Travel became
very consultative in its approach," says Letterman, who also lauds
Dozono's humanitarian efforts. "Sho is a close personal friend of mine and
one of the most innovative people in the business," Letterman adds.

"We've definitely seen an increase in luxury business
in the last five years," agrees Nancy Parrott, Azumano Travel's director
of leisure sales and marketing. "Because of our size in the marketplace,
and the fact that many travel agencies are going out of business, many displaced
travelers end up finding us." Azumano Travel also grows its leisure
bookings as a direct result of its corporate business, receiving luxury clients
from within these companies, she says.

Once the needs of the client are determined, they are
matched with the agent who specializes in the type of travel they are seeking.

"With our luxury clients, we first make sure we have
the most knowledgeable agent for their chosen destination," says Parrott.
"That knowledge is vital. For example, a luxury client who comes to us to
book a high-end African safari will be paired with an agent who has a deep
understanding of the destination, including the tour operators and hoteliers
serving that destination." Parrott explains that in some cases the booking
will be a team effort, with the client's initial agent continuing to be
involved with the booking. This is especially true if that initial agent has
developed a strong relationship with the client.

"Every luxury client is a little different—we don't
have one set methodology to handle the booking," says Parrott. "With
our luxury clients, a little more TLC may be required. They want the personal

When it comes to consulting with luxury clients, Parrott
notes that there's no predicting the number of meetings that will be necessary
to complete the booking. "It depends on the individual traveler, and the
amount of detail in the itinerary," she says. Although most consultations
begin and progress over the phone or through e-mail, Parrott notes that the
last consultation before the trip is often face-to-face in the office—often the
first time client and agent have actually met—when the agent sits down with his
or her client to make a final review of travel documents.

Parrott notes that, in most cases, luxury clients have a pretty
strong sense of what they want, although their actual trip might change during
the planning stages. "As we examine logistics and availability, where they
started and where they end may be very different," says Parrott. Luxury
cruise bookings are another story. "A luxury cruise booking may see more
input from us," says Parrott. "Luxury clients may know they want a
luxury cruise, but they really want our recommendations as to which cruise line
and itinerary is the most suitable for them."

One trend Parrott has noticed is an increase in luxury
multi-generational travel. "The grandparents are not sitting on their
retirement," she says.

Along those lines, another area in luxury travel that is
growing for the company is soft adventure, such as African safaris. Dozono sees
the Internet and cable TV as driving baby boomers' desire for trips to exotic
destinations. "They see it in high-definition on TV, on the Discovery
Channel, and they want to experience it," says Dozono. "I'm a baby
boomer myself and have been on recent trips to the Amazon, the Galapagos, Machu Picchu and safaris in South
and Kenya." On many of these trips
he's accompanied by Loen and one or more of his five children. Currently,
Dozono says, he is looking forward to an upcoming trip to Easter

Dozono calls attention to the changing luxury demographic.
"We're seeing more Asians, African Americans and Indians," he says.
"The customer base has become much more diverse, which is not being
reflected in the print and broadcast stories being told in our business. We see
Asian faces leading high-tech companies, but not leading travel-based

On the supplier side, Dozono is quite selective about the
suppliers he does business with. "We don't have a vendor list a mile long,
and we haven't carried a product we didn't have confidence in," he says.
"With our preferred vendors, they're either on our shelf or not. We don't
stock Brand X in order to catch one or two clients."

Relationships are key to success, he says. For example,
Dozono notes that in order to serve its honeymoon and romance clients, the
company is building its ties with high-end luxury boutique properties in Fiji and Tahiti.
"These relationships with general managers can guarantee that our luxury
clients will be properly taken care of," says Dozono. "Our customers
have traveled the world and stayed at Ritz-Carltons and Four Seasons and
they're looking for an alternative to that experience."

When it comes to building relationships with wholesalers,
Dozono notes that volume is becoming much more important; in other words,
multi-million-dollar relationships are necessary.

When hiring agents, Dozono tailors his requirements to
whether he is hiring a corporate or leisure agent. "With corporate agents,
I look for those who are highly technical," he says. "While hiring
leisure agents, I look for those with prior experience selling travel."

Education is key to the success of an agent. As a result,
Azumano Travel this year has sent 22 of its managers on fams. "We
encourage them to develop their own itineraries," says Dozono. "If
our management people are not well-traveled, how can we be in this

Along those same lines, Azumano Travel requires its vendors
to have an agent-training program. "If they don't, then we don't want to
be associated with them," says Dozono.

When considering the company's track record with
humanitarian efforts, one might not be surprised to learn that Azumano Travel
is also committed to doing its share with regard to preserving the environment.
"We're going to become a completely green company by purchasing Green Tags
and reducing our carbon footprint," says Dozono. "It's not realistic
to ‘green' everything overnight because the cost is fairly significant. For
example, the surcharge to green corporate jet travel is 10 percent. If a
company spends $40 million, that's a $4 million price tag." Dozono points
to private

corporate jet travel as being an area that needs to be
evaluated. "You have two executives flying on these jets, which might be
great for time convenience, but it's certainly not great for the
environment," says Dozono. "So in our sphere of influence, we're
trying to be on the leading edge of helping to solve the problem."

To that end, Azumano Travel is promoting green travel and
the development of green resorts, and is working with companies to green their
corporate travel. For example, American Express is taking Dozono's advice and
greening the American Express Consumer Travel U.S. Representative Network
National Conference, to be held in Tucson,
September 30 through October

Last month, Dozono met with Celebrity Cruises executives to
talk about how they could green their Galapagos expeditions. "I think the
small ships sailing between the Galapagos Islands
could be converted to bio-diesel," he says. "The cruise lines have
done a great job in not dumping waste and oil, but now it's time to look at the
consumption of fuel in terms of travel."

Although Azumano Travel is not looking to expand beyond the Pacific Northwest, the company is committed to growth.
Last year, the company partnered with Portland-based The to create a
new company, The Big Day Travel. "Honeymoon travel is a new venture for
us, and we hope to do $10 million in it by the end of the year," says
Dozono. The company's goal is to grow this niche market to $20 million-plus

In fact, over the next 10 years, the company's growth
strategy is all about leisure.

"Clearly we're not about price," says Dozono.
"We're about follow-up and customer service. That's what's worked well for
us since 1949. One of our messages to our clientele is that, when there are
issues or problems, we'll take care of the customer," he says. "So,
in the corporate world, when 9/11 happened, we knew exactly in the world where
all of our corporate customers were and we got all of them back home safely.
With leisure clients, when something goes wrong—and it will—we're the insurance
policy that makes sure they'll be taken care of."

What do you think of this $type?

This comprehensive guide begins at Alfava Metraxis and ends at Doctor Who Magazine wins the ACE Press Award 0 Following its record breaking ABC figure earlier this year, Doctor Who Magazine had cause for further celebration at the 2014 ACE Press Awards held viagra bedeutung online apotheke at the Museum of London. This may take a second or two.