Dave Cunningham of OurExplorer on sale to Viator

Recently we read through Tnooz and TechCrunch that destination activity specialist Viator had bought human tour guide search and booking engine OurExplorer (press release here). Once the deal has closed, Viator will own the main assests of OurExplorer. An emerging start up brand and a rating system, search engine and booking functionality for 2,400 individual guides.

I had a chance last week to talk with OurExplorer founder and CEO Dave Cunningham about the sale process and what he learned as the boss of an online travel start-up. [for more background on the company see my 2008 interview with Dave]

BOOT: How was the sales process?

Cunningham: It took about fourteen weeks to complete. Six weeks of work in the background then eight weeks of due diligence to confirm the value and the legals.

BOOT: 14 weeks to do a deal – that’s quite quick?

Cunningham: It felt very long. For a small team due diligence is a lot of work. It is a massive risk as a start-up to engage in a sale process. The company we lost 10-15 weeks of growth in the process.

BOOT: What did you learn from the sale process that would benefit other start-ups?

Cunningham: Three steps to us building out OurExplorer

1. Build the platform an website
2. Establish the supplier base (guides); and
3. Build demand

Of these - do not underestimate how hard the work is to build out a supplier base. Need dedicated sales people – start-ups constantly underestimate how hard to get a quality supplier database. Only once you have a decent supplier base can you drive traffic – which is difficult enough.

I wish I’d had more paper evidence of supplier’s commitment. Both in terms of contracts and exclusivity. OurExplorer would have been worth a lot more with paperwork on supplier.

BOOT : Did you user a broker or advisor? If so, do you have any advice in using an advisor?

Dave: Yes. If getting biz broker to help – insist that they take less up front and more on the back end. This made it easier for us to see who had the contacts in the industry. We negotiated to double exit fees and reduce upfront. Any company that said yes to the deal provided us with confidence of the value of their network.

Too many start ups have the same number of companies on their power point deck as the exit. In Australia everyone has Fairfax [large AU media company] or News [News Ltd, the AU arm of News Corp] on their slides as a buyer. Need to have a profitability strategy in your plan. Cannot be reliant on a sale exit – especially in Australia where there are limited buyers.

BOOT: What are the integration plans with Viator?

Dave: Viator have confirmed that they will keep the brand. Viator had two options

1. integrate product – select the top 1000 or so guides (out of 2,400) and add them into the Viator product set; or
2. keep the OurExplorer brand and dedicate effort to grow the business and brand

Viator are doing both. Integrating and keeping brand alive. Viator have around 5,000 products. By adding 2,400 guides to the product list this is a big add.

BOOT: What’s next for you?

Cunningham: One job left. I am going to the World Tour Guide Association conference in January for a good quality hand over. Then done. Then looking to buy into another start up. To help them drive sales and marketing.

My Take

OurExplorer are the definition of the long tail in travel (I mean that in a good way). They are the first (that I know of) to provide searching, rating and booking of individual guides. I think it makes a good addition to Viator.

For my 2008 interview with Dave see this post

Thanks to Håkan Dahlström via Flickr for the photo

Australians at PhoCusWright - ekit and viator

Photograph of an Australian group at the recent PhoCusWright Conference in LA. From left to right John Diamond CEO of international mobile phone card, SIM and geo-location services company eKit, Tim Hughes (me) and Rod Cuthbert Executive Chairman of destination services company Viator. Am grateful to Rod as it was through his introduction of me to Philip Wolf of PhoCusWright that I managed to get a blogger ticket to PhoCusWright.

PhoCusWright and Viator Meetup in Sydney

Rod Cuthbert of Viator was kind enough to invite me to a drinks event with PhoCusWright CEO Phillip Wolf. Wolf was in Australia to attend the Tourism Futures conference on the Gold Coast. I talked all the attendees into joining in for a group photo. Rod had managed to put together a very influential group of attendees for this event - and I wanted to capture the moment. Not least of all because the photo includes local senior execs for each of Travelocity (Zuji), Expedia and Orbitz in the same room as well as me playing nice with people from Qantas.

Phillip gave an brief but interesting speech. Two things he said particularly stuck with me.

Firstly he put an new spin on how to think about the battle between the big OTAs and meta-search/content companies. Rather than defining sites such as Kayak and TripAdvisor by their business model and functionality (meta-search and user generated content) he described them with reference to their control over content. He calls them "zero percent sites". That is sites where zero (or near zero) percent of the site content is controlled or produced by the owner. I like that as a descriptor because it goes to the heart of the difference with online retail sites. In telling the story of the battle between the zero percent sites and the OTAs he mentioned a stat I had heard before by is worth repeating. Currently Kayak is generating more air fare searches than Travelocity. Not to say that Kayak is selling more air that Travelocity but more people are clicking the search button on Kayak and generating a search result. Why is that so amazing? Well says Wolf, "Kayak has 58 employees, Travelocity 5,000". Four of the top ten online travel sites by traffic are zero percent sites.

He then took this analysis a little further through taking us through PhoCusWright's current Perfect Storm thesis (The Perfect Storm: Search Shop Buy). It is one thing for us as an industry to have better means for classifying the models and categorisation for each competitor but do our customers care. We as an industry think about supplier sites, OTAs, Hotel Only, Meta/Zero, Affiliates, white-label, last minute, etc etc. But the consumers don't do any of this. All they think about is buying travel. On the whole the distinctions between the models and methodologies are meaningless to the consumer. Wolf encapsulated this through this comment "In our study of consumer behaviour a statistically significant number of consumers actually believe that they buy their travel from Google".

This resonated with me. No matter how much we want consumers to see the market segmented like with think it is and no matter how much with want to believe that brand and model distinctions are being understood by consumers, in the end the average customer types in what they want into Google and are not at all certain who they are booking on in the end. Frightening stuff.

Back to the photo. Here are the attendees from left to right: Fergus Kelly (Qantas Holidays), Rod Cuthbert (Viator), Grant Swinbourne (Qantas Holidays), Peter Smith (Zuji), Arthur Hoffman (Expedia), Me , Philip Wolf (Phocuswright) , Vicki Potts (Viator), Steve Sherlock (Oodles), Carol Hutzelman (Phocuswright) & Mike Thompson (Stella)

New Boss and Execs at Viator - promotion for Barrie Seidenberg and Board role for Chris Vukelich

With all my travelling last week and eye on the WHOOT I missed the news that Rod Cuthbert the founder of destination services company Viator has moved to a corporate strategy role as Executive Chairman of the company to make way for new CEO Barrie Seidenberg. Seidenberg has been President of the group since 2005. She has an important place in the history of online travel as she was previously CMO of Preview Travel. Preview is famous as the first big deal in online travel when it was bought by/merged with Travelocity in 1999 (completed in 2000) to make a company that I think was was first to hit the combined $1billion in gross bookings mark. Certainly first to hit $2bil.

In the same release comes news that ex Hilton, BA and Cendant exec Chris Vukelich has joined the Viator Board.

Thanks to Martin Kelly at traveltrends.biz where I first spotted the story.

TRAVELtech: the travel industry against the applicance industry

TRAVELtech continues. Rod Cuthbert the CEO of Viator gave a great presentation earlier this morning. He have very few slides, instead relying on pictures of destinations and activities to tell his story.

A number of these photographs showed the tough side of consumer travel from the extremes of pictures of terrorism and panic to images of the drudgery of never ending lines at airports filled with despondent people wishing they were on holiday rather than going on holiday. From this he talked about how hard it is becoming for a consumer to travel. The uncertainty of arrival times, the challenges of travel in economy class, the need to varying degree to limit what you can carry on board etc.

When travel becomes hard, he argues, people start to look at their discretionary spend and think of alternatives outside of travel such as LCD screens, new generation games consoles and home cinema sound systems. Have no data to back this up but I agree with him. Travel used to look only to other forms of travel for competition (international versus domestic, retailer vs retailer, supplier vs supplier). Not sure what the solution is or how we open up our marketing to fight the Harvey Norman, Best Buy or Dixons of the world but it reinforces the need to keep the purchase and consumption process simple for consumers.