In an excursion to the ancient city of Petra, Jordan, customers arrived by helicopter after business hours so they could explore the ruins alone. On another trip, for Camp Sarika, a UTAH Desert retreat considered the experience of glampingkind of glamorous, more luxurious tents in America, visitors had full access to the place before opening to the public. And there was still the tour of Frogmore, the English “country house” closed to the audience where Harry and Meghan lived before moving to the US.
All are decent competitors, but the maximum example of the latest trend on super luxurious trips should be a fishing adventure in the Bahamas: a stealthy diver with a stock of living fish previously captured was hidden under the boat to hook a new case. They could get enough fish on their own.
“As long as it’s cool, we’ll do our best to happen,” says Max Rosenthal, Fischer Travel’s operations manager, based in New York, who organized all the trips mentioned.
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In the constant competition game that luxury trips have become, glamorous destinations and “instagramble” accommodations that previously impressed the wealthy tourists are now an expectation. Agencies like Fischer offer a new level of concierge service, providing something similar to what the past industry tsar and barons could expect.
The desire for more – more luxury, more exclusivity, more surprises and charms – is what drives the growth of these agencies, which serve a rich clientele in search of significant experiences, but that lacks knowledge, connections and time for Criá Themselves on their own.
“People want to have these great transformative experiences, but they don’t want to deal with the chaos of travel,” says Amanda Teale, founder and CEO of Minerva Private Travel in Cobham, UK, who plans travel to a select group of clients on both Atlantic sides. “We offer very serious support and do everything we can to eliminate discomfort factors and drama.”
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The demand is on the rise. Although there are no comprehensive statistics that track the emergence of these exclusive Concierge travel agents, both Fischer and Minerva have expanded their operations since the end of the Covid-19 pandemic.
Fischer’s customer list, which is exclusive to members, has grown from about 100 to 130, with more people on the waiting list. “As amazing as it is to continue growing, we don’t want our standards to fall,” says Rosenthal. Minerva has never announced and only accepts customers through recommendations – and also has a waiting list.
Fischer charges each customer an annual adhesion fee of $ 25,000, as well as costs per service. “We earned similarly to a lawyer,” says Rosenthal. “It depends on the difficulty of the request and how many hours it takes to organize.” Teale avoids the adhesion model: Minerva’s commission is 3.5% of the total cost of travel, with complete packages ranging on average from $ 75,000 to $ 100,000 – and increasing. The most expensive trip Teale has ever organized – a private island location in the Indian Ocean – cost nearly $ 1 million. “Some customers reserve three times a year, and another 12 times,” she says. “Not all will be big trips. If you want to buy a train ticket for your child to come back from college, we take care of it too. ”
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Wealth alone is not enough to guarantee Teale’s services. She interviews potential customers to make sure “that we have a good connection and that I can make your dreams come true.” She says she often refuses customers and has even fired some for being rude with the team or suppliers. Since they behave, customers receive a single phone number – hers – and can call anytime, anywhere, day or night.
Among the services these agencies offer are receptionists who drive customers at security points and private immigration stations to a lounge or suite, and from there to a car that takes them by the courtyard to the plane. Of course, many customers simply fly privately – an option that has become so popular that Teale is considering setting up their own jet service.
It already has a collection of Mercedes electric sedans with uniformed drivers to transport the UK, equipped with Casimira blankets embroidered with the Minerva logo, cold water bottles and the latest issue of the company’s semiannual lifestyle magazine.
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“We know what your favorite snacks are, and we’ll have them there,” she says. “And if your child needs a car seat, she will be installed before we arrive.” A client’s three children love cheese sandwiches, so Teale prepares them personally and puts them in a picnic basket waiting on the back seat. “We believe your trip begins when you get out of the front door,” says Teale. “And we take care of everything ourselves, to maintain full control.”
When customers register at Fischer, they are assigned to a team of two or three people, with a direct point of contact available 24 hours a day, 7 days a week, available to solve problems and enjoy the vast network of the company. A recent example: A client was on his way to a safari in South Africa when he called to say that his son had broken the dental device during the flight. Fischer organized that an orthodontist “was waiting for them in the bush when they landed,” says Rosenthal.
In addition to avoiding discomfort, these rich customers seek truly unique experiences-that UAU factor for people whose high lifestyles make them very difficult to impress them. Fischer has put customers among heads of state at the Paris Olympics; He took them by helicopter to a Taylor Swift show 20 minutes before she took the stage; and even organized that one of them passed an exorcism in the Vatican.
Essentialist, another travel company with a compliance model, based in Majorca, Spain, uses a network of local experts to identify unique spaces and create personal interactions that meet the passions of its customers. Itineraries may include visits to renowned artists and writers, cuisine sessions with chefs starring the Michelin guide or grapes and wine tastings organized by the family that has the winery. For a client traveling to Tokyo with teenagers, the company made influencer Akane Chuma carry the family in an epic shopping marathon that included the main designers in Japan, as well as boutiques and vintage stores that offered everything from old kimonos from old kimonos even dishes.
The annual adhesion at Essentialist costs $ 2.6 thousand more rates and combines an application with personal “experience managers”. Founder Joan Roca created this approach after working at Travelocity. “I wanted to go deeper, and just ‘where to go’ and get into ‘whoever meets’,” he says.
Even with travel sites promising to simplify the reserve process, technology actually made the planning of a trip even more overwhelming for some. “I’ve always traveled a lot and I’ve always done all the preparations on my own, but as technology has evolved, everything became more complex,” says Jim Durgin, 77, a former American Express Cumming Executive, Georgia. “I don’t want to do the job anymore. I want to be well attended, especially since I’m the kind of person who cares about every detail. ”
Durgin and his wife have been using Essentialist’s services since 2017, and among the memorable trips they made is a visit to the Colón Theater, the Buenos Aires National Theater, which included a private audience with Paloma Herrera, one first dancer of international renowned that became artistic director of the theater ballet company.
“Most of our customers are seeking to optimize their time with loved ones,” says Elyssa Roberts, Senior Travel Manager at New York, a $ 8,500 agency per year. “They want attention to detail, access and intelligence.”
March regularly convinces museums to open early to customers, private castles to admit guests and eminent people to meet and talk to visitors. On a recent trip to Paris, the company organized a tour of the Eiffel Tower – driven by a great -tataraneto by its architect, Gustave Eiffel.
Of course, there are some details of the trip that even these incredibly efficient agencies cannot control. It’s one thing to ensure that fish are biting, but all the money in the world can’t make the sun shine.
