Partner Benefits

Start with one question

In an era overflowing with OTAs, why do clients still need you?

• Price — "You can give clients prices below OTAs and still keep your margin."
• Solutions — "Just tell me where to go — I'll handle the rest."
• Support — "Refunds, changes, schedule shifts — someone has your back."

Why can we offer prices better than OTAs?

To understand this, you need to know the two pricing systems airlines use.

System 1: Public website retail

The airline's public price for individual travelers — uniform worldwide, transparent, floating with supply and demand. Anyone can see and buy at this price. This is the "floor price" your clients can reach on their own.

System 2: B2B contracted rates

Non-public prices airlines offer to wholesalers, large agencies, and corporate clients — lower than the public site, but with conditions:

• You need significant purchasing volume
• Annual or quarterly sourcing agreements with airlines
• Commitment to ticketing-volume targets

These prices are not open to individuals and cannot be found in any public channel. We have been doing international flight wholesale for over a decade. Our annual volume commitments earn us contracted net rates below the public site. Through our system, you can tap directly into those rates.

A few more words about B2B contracted rates

Why do airlines still publish low prices on their own sites? Airline business logic is clear — the website is a brand position (maintaining image, collecting data, promoting loyalty programs), while B2B is the volume channel (wholesalers commit volume; airlines give lower prices to fill empty seats, especially in off-season and new routes). The two systems run in parallel, not as substitutes.

Profit margin: 3%–35%, depending on airline, route, and contract cycle

First, the norm — most international economy fares carry about 3% margin. That's the industry baseline. If you book 200 international economy tickets per year at 3% margin on an average fare of ¥8,000, that's ¥48,000 per year.

Now the high-margin products — certain airlines give us more aggressive pricing for market expansion, new-route promotion, or off-season discounts. On those routes, margins can reach 15%, 25%, even 35%.

These opportunities are dynamic — our system updates each route's sourcing cost and margin in real time.

The smart approach: keep running core products to maintain client relationships and earn steady 3%; push high-margin products hard during contract windows.

Which clients are best for this business?

Business travelers. Not price-sensitive backpackers — busy, high-spending professionals who don't want the hassle.

Their time is worth more than money

They won't spend an hour finding a flight that's $100 cheaper. They need a reliable person to handle travel end-to-end.

They pay for peace of mind

If you can: receive the client's passport and itinerary, return a quote within 30 minutes, and handle everything — ticketing, seat selection, itinerary documents, refunds, schedule changes — business clients gladly pay a concierge-level premium.

They are loyal and repeat often

Once a business traveler finds a reliable vendor, they don't switch — switching has a cost. They come back 10–20 times per year and introduce you to colleagues, partners, and friends.

What exactly do you do?

Your work focuses on the client side; we handle the supply chain. Specifically, you do two things —

First, manage client relationships

• Proactively remind clients of destination visa rules, weather, and local tips
• Notify them immediately when schedules shift and propose a fix
• Respond fast when they need to change plans
• Own problems — don't push clients back to the airline or us

Second, use our system for pricing, quoting, and booking

Client sends needs → you log in and enter the trip → system returns sourcing costs → you set your quote → client confirms, you submit the order, we ticket → you send the itinerary document.

What do we provide behind the scenes?

[Sourcing]

• Renewing and updating B2B agreements on schedule
• Negotiating better terms and lower net rates
• Securing airline promotional policies and cabin allocations

[System]

• Pulls current contracted rates from every partner airline
• Calculates sourcing cost and sellable price range for each flight
• Sorts by margin so you see the most profitable option at a glance

[Ticketing]

• Submitting the booking request to the airline
• Generating itinerary documents and returning them to the system
• Handling special needs (seat selection, special meals, wheelchair service)

[Post-sales]

• Refunds: calculate refund fees, submit the refund request, track arrival
• Changes: look up change-eligible flights, compute fare difference and fees
• Schedule changes: immediate notification with a solution
• Complaints: we handle escalations to airlines on your behalf

Cooperation models

Model 1: Spread model

Client pays you; you pay us the sourcing cost; the spread is your profit. You set the price. Suited for partners with their own client base who want an independent brand.

Model 2: Commission model

Client pays us directly; after the order completes, we pay you commission at the agreed ratio. No upfront capital, no payment handling. Suited for starting-out partners.

Settlement cycles

• Per-order: settle within 48 hours of ticketing on request
• Weekly: single settlement per week — good for high-volume partners
• Monthly: by application, for long-term stable partners with good credit

About mileage tickets

Our core business is cash tickets — we don't broker mileage redemptions. But we know many high-net-worth clients sit on large mileage balances from credit-card spend, flight accruals, and bank promotions — and they constantly ask: what's the smartest way to use these miles?

If your clients bring those questions, send them to us. We can offer professional advice and help answer their questions. For example: is redeeming miles on a specific route worth it? What do you do when miles are about to expire? What are the risks of transferring or selling miles?

We give advice, but we don't operate the redemption on the client's behalf. Mileage tickets touch the security of the client's frequent-flyer account, and we don't step into that.

Common questions

Q: I don't have an airline-ticket agency license — can I still do this?
A: Yes. You are our distribution partner, not an independent agent. The ticketing license sits on our side; you don't need any certification. Legally, the contract chain is airline — us — client, and you're the distribution layer.

Q: How are client invoices issued?
A: Two ways. Under the spread model, you invoice the client yourself under your own company. Under the commission model, we can invoice the client. It comes down to your accounting preference.

Q: Is there a minimum? Any ticketing-volume requirement?
A: No hard floor. One ticket a month is fine; a hundred tickets a month is fine. But the higher your volume, the better the contract terms we can offer you.

Q: If a flight is canceled and the client wants a refund, what's the process?
A: Send us the client's refund request — we handle it. Airline-initiated refunds (cancellations, major delays, etc.) are typically fully refunded; voluntary refunds follow the airline's policy and carry a fee. We tell you the refund amount first; once you confirm, we submit the request. Refund arrival time depends on the airline.

Q: If a dispute arises between me and my client, do you handle it?
A: No. Your service commitments, quote promises, and after-sales disputes with the client are your own commercial relationship. We only cover the supply-chain cooperation between you and us. So keep your client communications on record, and be explicit about pricing and scope of service.

Cruises

Why are cruises such high-margin products?

One word: expensive. Cruises are almost always families, couples on vacation, or groups of friends. One cabin runs from a few thousand to ¥100,000+. Even modest commission percentages translate to substantial absolute earnings.

Example: a family of four books a balcony cabin for a 4-night cruise at ¥20,000 AOV. A 10% commission is ¥2,000. A concierge suite might land at ¥80,000–150,000 — even at 10%, that's ¥8,000–15,000 — the equivalent of 10 standard orders.

Cruise clients also typically need flights, pre-trip hotels, transfers, and visa services. One cruise order can unlock a full-itinerary sale.

Which cruise lines do we work with?

All major global cruise lines. Royal Caribbean, MSC, Costa, Princess, Norwegian, Holland America, Dream, Star Cruises — if a cruise brand sells in the market, we can book it.

Commission structure: starts at 10%, no cap

Cruise commissions are generally higher than flights and hotels. Standard products start at 10%; some lines, routes, and promotional windows push higher. Exact commission depends on:

• Cruise line: different agency policies
• Cabin type: premium cabins carry higher commissions
• Route and season: new itineraries and last-cabin promotions boost commission
• Periodic agreements: bulk-buyer bonuses synced to the system

Spotlight: Disney Adventure

December 2025: the first Disney cruise home-ported in Asia launched in Singapore. "Disney Adventure" is the largest, newest ship in the Disney Cruise Line fleet — 208,000 gross tons, 6,700 capacity, 20 decks, seven themed zones.

First, a genuine "phenomenon product"

The first Disney cruise based in Asia is a brand-new, scarce, premium product for Chinese and Southeast Asian markets. Families, Disney fans, and high-net-worth clients have rigid demand with low price sensitivity.

Second, AOV is very high

• Inside cabin: from ~¥7,000 per cabin for 3 nights (2 guests)
• Ocean-view / balcony: 30%–80% higher
• Concierge suite: tens of thousands to over 100K

Third, resource advantage

Cabin inventory is highly contested. We have stable allocations. Disney Adventure commissions start at 7%, higher on premium cabins.

Fourth, drives a full-itinerary sale

Round-trip flights to Singapore, a pre-cruise hotel, airport-to-port transfers, and optional Singapore extensions — a cruise order unlocks flights, hotels, and ground sales.

Who buys cruises?

• Families (especially with children): eat, sleep, play in one place
• Honeymoons / anniversaries: sunsets at sea, candle-lit dinners, private balconies
• Corporate team-building / incentives: high AOV, short decision chain
• Silver-haired travelers: time-rich, comfort-focused, love all-inclusive

Theme parks

Theme parks: not the profit center, but the traffic entry

Ticket margins are thin, but theme parks are "entry products" — every ticket unlocks a full itinerary: flights, hotels, transport, visas. We focus on North American Disney and Universal parks.

The full business behind a single ticket

• Park tickets: limited margin, but this is the entry point
• Round-trip flights: a family of four internationally can easily exceed ¥50,000
• Hotel: on-property Disney hotels ¥2,000–5,000/night; 5–7 nights = ¥10,000–30,000
• Ground transport: airport transfers, inter-park transport
• Other add-ons: US visa processing, travel insurance, itinerary planning

What can we offer?

[Disney Parks]

• Disneyland Resort (California): two parks, Los Angeles area
• Walt Disney World (Orlando): four parks — the world's largest Disney resort

[Universal Parks]

• Universal Studios Hollywood: pairs well with California Disney
• Universal Orlando Resort: three parks plus the new Epic Universe (2025)

Who buys theme-park products?

Like cruises, theme parks have a clearly defined audience —

• Families with kids (core segment): taking kids to Disney sits on most parents' bucket list, especially when the children are 4–12. Demand is strongest in that window. These clients gladly pay for experience, and they're receptive to add-ons like on-property hotels, express passes, and dining reservations.
• Honeymoons and couples trips: Disney and Universal also pull in young couples. The Wizarding World of Harry Potter, photos with Disney princesses — these are recurring social-media hits.
• Hardcore theme-park enthusiasts: there's a subset of "park people" who visit multiple Disney resorts, collect limited-edition merchandise, and hunt down hidden experiences. High repeat rate, high AOV — they pay up for premium experiences.
• Families combining US visits with a park trip: many families visiting relatives in the US or dropping a child off at school add a park trip on top. Their flights are often already booked, but the hotels and tickets are still open for you to step in.

What exactly do you do?

The sales logic for theme parks is similar to cruises, with one key difference — cruises are "single product, high AOV," while theme parks are "bundled products, high AOV." Your job isn't to sell a ticket; it's to sell the full trip.

When a client says "I want to go to Disney," you should ask — "California or Orlando?" "Roughly when? How many days?" "How many adults, how many kids? How old are the kids?" "Do you want flights and hotels arranged together?" "On-property hotel for early entry and late exit?" "Private transport? Orlando isn't easy to get around in." After that run of questions, you've moved from "selling a ticket" to "selling a full solution." A full solution makes far more margin than any single product.

Summary: cruises and parks run on the same playbook

On the surface these are two different products; underneath, the logic is the same —

1. The audience overlaps: families that buy cruises also buy theme parks, and vice versa.
2. AOV is structurally high: family travel, multiple guests, long itineraries. Single orders far exceed a typical flight or hotel.
3. Plenty of room for upsell: cruises need flights, pre- and post-cruise hotels, and transfers. Parks need flights, hotels, ground transport, and visas. Every one of those is margin.
4. Strong repeat and referral: once a family has a great experience, they travel again and tell their friends. This is a long-term business, not a one-shot deal.

If you have a family client base, cruises and theme parks are two categories you have to be in. They are the default needs of the high-net-worth family segment.