Anaggh Desai

Traveljini is another travel portal that survived the dot-com crash and now hopes to break even by the next fiscal. Traveljini aggressively targets NRI users, though unlike Makemytrip, it has not written off domestic users altogether. It looks at both domestic and international customers for holidays, MICE (meetings, incentives, conferences and events) as well as corporate business. Of the 1,44,000 users registered with Traveljini till May 1 this year, close to 26 percent have been NRIs. This NRI base is not only restricted to the US, but also extends to other parts of the globe, such as the Middle East and the Far East.

ICICI Ventures, apart from funding Traveljini’s growth, currently holds a 65 percent stake in the company. Rediff holds another 10 percent while the balance is held by promoters and employees. Since its inception in late 2000, its revenue figures have grown from Rs 4 crore in 2000-01 to Rs 29 crore in 2001-02, and is expected to touch Rs 60 crore in the next fiscal. Anaggh Desai, CEO, Traveljini, attributes this success to a judicious combination of both online and offline business models. The offline component includes tie-ups with a number of travel agencies, besides having a physical presence in four cities Mumbai, Kolkata, Delhi and Bangalore, along with 20 other locations.

Desai feels that though NRIs bring in substantial moolah, Traveljini is also aggressively targeting the domestic clientele, which brings in volumes. As part of this strategy, Traveljini has worked out two schemes, HOTS (holiday on the spot) and JINICLUB. The HOTS initiative was aimed at delivering a holiday package at the consumer’s doorstep. It was launched in Lokhandwala Complex in Kandivali (a suburb of Mumbai) and at Hiranandani Gardens in Powai, another upmarket township. Residents of the townships were encouraged to either book packages or get their travel-related queries addressed. The response was overwhelming, with most of the frenzy caused by the value for money fixed departure holidays to Europe and the Far East. Says Desai, “The response was so positive that we soon plan to roll out similar initiatives in other areas within Mumbai and other cities.” Under the JINICLUB initiative, registered members are offered a host of discount schemes and other services.

Desai believes that the attractive gamut of services and products that Traveljini offers have helped it score over other travel sites that went under during the dot-com bust. Other crucial factors that helped it to survive the carnage were continuous re-invention of strategies and periodically refocusing the business model. It has refocused its business to e-business, where online is treated as one of the distribution channels of business as well as making the best possible use of the Net to cut communication, distances and increase awareness and penetration. This online model is targeted towards customers in other countries as well as in upcountry locations who are very keen to travel and need information. With this online model contributing 30 percent of Traveljini’s total revenue, the rationale behind this strategy is justified.

Desai does not believe that advertising can be a viable revenue stream, nor does he believe on spending on ads. Traveljini has rather evolved through a host of online and offline promos and alliances with a number of players like Baazee, Cricketnext and the Taj Group of Hotels.