Customer Context
Business Context
PE-owned (Vitruvian Partners), mandated to triple FIT revenue in 3-5 years. Current system (Softrip) has 7-10 day booking confirmations, "bank statement" quality quotes killing conversion. 7 US agents at 30% conversion — better docs = better conversion = growth justification. This is GRJ's 3rd platform replacement attempt in 10 years — must be the last. FIT is only 30-40% of the business; escorted tours are the majority.
Timeline
Team
Competitive Context
Nezasa strong on front office, weaker on mid/back office and escorted tour path. Kaptio won on: complete system (front+mid+back office), Edge Docs/Pay quality, Salesforce CRM, and path from FIT to escorted tours. Decision made after all-day workshops with both vendors.
Assumptions
- •No data migration — fresh Kaptio org. Forward-traveling bookings (post Feb 1 2027) manually transferred
- •GRJ owns product template setup from Gold Org and signs off on templates by end of the 4-week discovery workshop period
- •MVP will be delivered with Kaptio platform capabilities and configuration options within Kaptio and Salesforce — no core product development
- •Nov 1 is hard FY booking cutoff — all bookings after FY boundary must be in Kaptio
- •Kaptio does all heavy lifting — GRJ IT team is 3-4 people with no Salesforce expertise
- •Supplier connectivity at go-live limited to GP Solutions available suppliers (Jonview, Discover Holidays)
- •Rail booking is manual/static at go-live — live rail API integration is Phase 2+ or co-investment
- •GRJ provides dedicated project resources for workshops and UAT (Kerry flagged as a need)
- •No Salesforce org exists — clean org provisioning
- •Kerry Jenkin (CIO) has authority to make scope decisions; Dave (CEO) approves Vitruvian presentation
- •Phased delivery is acceptable — not all features at go-live
- •Edge Docs is the primary document generation approach (not legacy Kaptio VF docs)
- •SoftTrip notice by October 2026, full exit by February 2027
- •Service code mapping tooling provided by Kaptio during implementation (CTO direction, Feb 12)
- •Kaptio resourcing must account for concurrent customer go-lives in March/April 2026
- •No online bookings at MVP — post go-live scope (confirmed Feb 12)
- •Escorted tour scoping explicitly excluded from this engagement
- •CAPEX (EUR 400-500k) confirmed as fine — ARR/licensing is the real Vitruvian sign-off hurdle
- •APEXX integration follows KTPay two-stage discovery + development process
- •Customizations via The Edge framework to protect core upgradeability
- •Kaptio = native Salesforce app + GCP backend; real-time sync via streaming API
- •Salesforce standard reports + dashboards sufficient for go-live. 1-2 days reporting training included in Phase 3
- •Parallel operation period: staggered go-live (US Aug, UK Sep) to Feb 2027. New bookings in Kaptio, in-flight SoftTrip bookings wind down
- •~100k customer records assumed — no migration, fresh Kaptio org
- •Website integration is a separate project post-MVP go-live — not scoped in this engagement
- •136 base package templates with 2-3 variants each (Moderate/Superior/Deluxe). Zero new templates per month (annual product range)
- •On-site Chicago workshops (3-4 days, Mon-Thu/Fri) for discovery. Missy Paul = local US SME
- •Kerry + Ryan own UAT and test scripts. Train the trainer with US/UK champions
- •Kerry interested in 6-month BAU retainer post go-live
- •No Salesforce admin at GRJ — requires hiring or Kaptio managed service agreement
- •US tax configuration covers city-level accommodation taxes on the cost side (supplier costs), following the Railbookers model. US consumer sales tax collection from buyers is not in scope. If VBR has a US tax nexus obligation requiring sales tax collection, this is a separate discovery item.
- •GRJ is responsible for populating the full supplier list and full product catalog to a timeline fitting the project plan. Kaptio configures a jointly agreed set of priority suppliers and core product type examples for go-live.
- •Dynamic API pricing at booking level from supplier APIs is MVP scope (not post-MVP)
- •Power BI / Fabric data extraction from Salesforce needed — modeling workshop required
- •Rail pricing: 75% fixed fare tables, 20% live, 5% imported (Feb 18)
- •VBR: 2,682 bookings/FY, GRJ: 352 bookings/FY — combined ~3,034/year. Manageable scale for go-live
- •Quote-to-booking conversion: VBR 32.5%, GRJ 21.1%, combined 30.6% — derived from monthly quotes vs bookings data. Confirms Kerry's "30%" baseline
- •PP pricing for all services except transfers (per vehicle). No child pricing (GRJ). Single supplements: GRJ adds markup to base (no standard supplement)
- •Promotions confirmed: GRJ example "£500pp off specific packages for a date range." Both brands use promotions
- •~3 amendments per booking average (both brands). GRJ Luxury: 95% of bookings have edits. GRJ Swiss: 75%
- •Hotel rates: ~85% contracted, ~15% dynamic/on-request. No instant confirmation for any component — all manual ops processing
- •Rate maintenance: 1 seasonal update + ad hoc. Hotels "pretty static year to year." Rail routes unchanged year to year
- •GRJ product concentration: Orient Express 60% + Swiss 25% = 85% in two product lines. VBR more distributed
- •Rail real-time availability is explicitly a 2027 discussion — confirmed by Tracy Feb 19. Not in scope for 2025/2026 implementation
- •VBR peak booking months: Jan (419), Mar (274), Jun (244). GRJ peak: Jan-Feb (43 each). Go-live Aug/Sep avoids peak booking season
How We Work
Kaptio's implementation approach and the roles & responsibilities split.
Approach
Outcome-based phased delivery
Discovery Process
Structured discovery workshops (2-3 per week over 4 weeks) led by Kaptio implementation consultants. Each workshop focuses on a specific outcome area: foundation, product setup, pricing, channel configuration. GRJ provides subject-matter experts (Kerry, Julian, Missy) — Kaptio drives the agenda and captures all requirements. Discovery outputs: configured prototype environment, validated data model, and detailed delivery plan.
Delivery Model
Kaptio-led implementation with iterative build-validate cycles. Each phase delivers a working increment that the customer can review and test. Configuration, data loading, and integration work is done by Kaptio. UAT is structured with test scripts and guided walkthroughs. Training is hands-on in the live environment — no separate training instance. Hypercare (3 weeks post go-live) provides dedicated support channel.
Governance
Bi-weekly steering committee (Kerry + Kaptio project lead) for decisions and escalation. Weekly status updates via shared dashboard. Dedicated Slack/Teams channel for day-to-day communication. Formal milestone sign-offs at phase boundaries. Change requests processed through defined scope change process — assessed for timeline and cost impact before approval.
Roles & Responsibilities
Who does what — Responsible, Accountable, Consulted, Informed
| Activity | Kaptio | Customer | Notes |
|---|---|---|---|
| Discovery workshops | R | C | Kaptio leads and drives all workshops. GRJ provides SMEs (Kerry, Julian, Missy) for validation. |
| Platform configuration | R | I | Kaptio configures Salesforce org, business units, currencies, user setup, security. |
| Data model & service catalog setup | R | C | Kaptio builds catalog structure. GRJ validates package data and pricing rules. |
| Service code mapping (Jonview/Discover) | C | R | GRJ maps their product codes to supplier codes. Kaptio provides tooling and guidance. |
| Supplier API integration (GP Solutions) | R | I | Kaptio handles all technical integration work. |
| Payment gateway setup (Braintree + APEXX) | R | C | Kaptio configures KTPay. GRJ provides merchant credentials and gateway access. |
| Edge Docs template design | R | A | Kaptio designs and builds document templates. GRJ approves branding and content. |
| Email template configuration | R | A | Kaptio configures email flows. GRJ approves messaging and branding. |
| UAT test execution | C | R | GRJ executes test scripts in live environment. Kaptio provides scripts, guidance, and issue triage. |
| User training | R | A | Kaptio delivers hands-on training. GRJ ensures team attendance and adoption. |
| Salesforce reporting training | R | A | 1-2 days training on standard Salesforce reports and dashboards. GRJ identifies reporting champions. |
| Go-live cutover | R | A | Kaptio manages cutover checklist. GRJ approves go/no-go decision. |
| Hypercare support (3 weeks) | R | C | Dedicated Kaptio support channel. GRJ escalates issues through defined process. |
| Forward-booking manual transfer | C | R | GRJ manually moves post-Feb-2027 bookings from SoftTrip to Kaptio. Kaptio provides process guidance. |
| Sage export format definition | C | R | GRJ defines required Sage flat file format in dedicated half-day workshop. Kaptio builds export reports. |
| Change management & adoption | C | R | GRJ drives internal change management. Kaptio provides materials and best practices. |
Managing Changes to the Baseline
Every outcome has a baseline plan — our standard delivery pattern shaped by 19 discovery sessions and confirmed in workshops. When workshops reveal differences from our assumptions, we capture them as "deltas" — documented, classified, and tracked through to resolution. This is a transparency tool, not a billing mechanism. Most deltas are configuration changes absorbed within the implementation.
Configuration Delta
Variations that can be addressed through standard Kaptio configuration — different picklist values, workflow rules, field mappings, pricing rules, document layouts.
Customization Delta
Requirements that go beyond standard configuration — custom Apex triggers, LWC components, integration modifications, Edge framework extensions. Must be technically feasible without compromising core upgradeability.
Product Development Delta
Requirements that need changes to the Kaptio core product — new features, API capabilities, platform enhancements that benefit multiple customers.
Documentation
Each delta is documented as a user story with: (1) the baseline assumption, (2) the actual requirement discovered in the workshop, (3) acceptance criteria for the change, (4) classification (config/customization/product-dev), (5) effort and timeline impact. Tracked in shared project backlog visible to both Kaptio and GRJ.
Governance
Configuration deltas: approved by Kaptio project lead (immediate). Customization deltas: approved by steering committee (Kerry + Kaptio lead) at bi-weekly meeting. Product development deltas: escalated to Kaptio product team with recommendation from steering committee.
What We Know
Discovery progress and unanswered questions that affect estimation confidence.
Discovery Progress
96% Complete1 Unanswered Question — Blocking Estimation Confidence
Two Paths Forward
Each scenario represents a different balance of scope, timeline, and risk.
Select a path to see the detailed implementation plan below.
Delivery Plan & Investment
13 outcomes across 3 phases — what we deliver, how we get there, and the effort breakdown by role.
aWhat We'll Deliver
Core Foundation
(5 included)Product Experience
(3 included)Channel
(3 included, 2 deferred)Advanced
(2 included, 3 deferred)bHow We'll Get There
Implementation Phases
3 phasesPhase 1: Foundation
4 week discovery, B2B & B2C CRM setup, organizational setup, supplier integrations, product templates setup from gold org.
Discovery Phases (90d), B2B & B2C CRM Setup (41d), Organizational Setup (55d), Supplier Integrations (58d) = 244d total.
Phase 2: US Market
Products setup, booking flow, documentation (US branded booking confirmations and invoice documents), Braintree payment integration, ERP Export (Sage), train the trainer, UAT support, 3-week hypercare
Products setup (40d), Booking Flow (90d), Documentation (55d), Payment integration Braintree (15d), ERP Export Sage (25d) = 225d + 3-week hypercare (15 IC + 5 PM = 20d).
Phase 3: UK Market
Documentation (UK branded booking confirmations, invoice documents and ATOL certificate), APEXX payment integration, ERP Export (Sage), UAT support, 3-week hypercare
Documentation UK (10d), APEXX Payment Integration (25d), ERP Export Sage (25d) = 60d + 3-week hypercare (15 IC + 5 PM = 20d).
Can We Do This in Time?
- •Aggressive timeline: 5 months from contract to go-live — low contingency for scope additions or rework
- •Stripped scope: 3 outcomes deferred to fast-follow (operations, email, passenger info)
- •Braintree only — UK payments offline or via Braintree until APEXX is ready in Phase 3
- •Essential documents only — ATOL certificates and rail vouchers deferred
- •Commission handling complexity (UK deducts at source, US pays gross) requires dual config
- •GRJ service code mapping for Jonview/Discover must happen in parallel
- •Customer must engage immediately and continuously (no review cycles)
- •3-week hypercare per market phase (US + UK = 6 weeks total)
◆Project Milestones
cInvestment
Capacity Analysis
- •Aggressive timeline: 5 months from contract to go-live — low contingency for scope additions or rework
- •Stripped scope: 3 outcomes deferred to fast-follow (operations, email, passenger info)
- •Braintree only — UK payments offline or via Braintree until APEXX is ready in Phase 3
- •Essential documents only — ATOL certificates and rail vouchers deferred
- •Commission handling complexity (UK deducts at source, US pays gross) requires dual config
- •GRJ service code mapping for Jonview/Discover must happen in parallel
- •Customer must engage immediately and continuously (no review cycles)
- •3-week hypercare per market phase (US + UK = 6 weeks total)
Estimation Summary
8 of 13 outcomes have full data; 5 have partial data; 0 need more content. Average maturity: 76/100.
- →Document pitfalls and risks
- →Create golden config for this outcome
Phase 1: Foundation
| Outcome | Total | Lead | FC | TC |
|---|---|---|---|---|
Your Kaptio Foundation×1.26 | 10–19 | 2.5–4.8 | 5.5–10.5 | 2–3.8 |
Deployment Pipeline & Environments | 3–6 | 0.6–1.2 | 0.6–1.2 | 1.8–3.6 |
Suppliers, Services & Contracted Rates | 17–30 | 2.6–4.5 | 10.2–18 | 4.3–7.5 |
Supplier Connectivity | 7–13 | 1.1–2 | 1.8–3.3 | 4.2–7.8 |
Packages & Selling Price×1.1 | 12–22 | 1.8–3.3 | 7.2–13.2 | 3–5.5 |
B2B & B2C CRM Setup×1.1 | 10–21 | 2–4.2 | 5.5–11.6 | 2.5–5.3 |
| Delivery Subtotal | 59–111 | 10.6–20 | 30.8–57.8 | 17.8–33.5 |
| Project Management (12%) | 7–13 | cross-cutting | ||
| Other Overhead (8%) | 5–9 | environments, tooling | ||
| Phase Total | 71–133 | |||
Phase 2: US Market
| Outcome | Total | Lead | FC | TC |
|---|---|---|---|---|
Quote Trips That Convert | 33–54 | 5–8.1 | 18.2–29.7 | 9.9–16.2 |
Confirm Bookings, Effortlessly | 13–23 | 2.6–4.6 | 6.5–11.5 | 3.9–6.9 |
Operate Bookings Day-to-Day | 13–23 | 2–3.5 | 6.5–11.5 | 4.6–8 |
Sales Proposals That Convert | 11–20 | 2.2–4 | 5.5–10 | 3.3–6 |
Payments That Just Work×1.1 | 14–25 | 2.1–3.8 | 4.2–7.5 | 7.7–13.8 |
Confirmations, Financial Summaries & Final Docs | 14–24 | 2.1–3.6 | 7–12 | 4.9–8.4 |
Export to ERP | 4–8 | 0.6–1.2 | 1.4–2.8 | 2–4 |
| Delivery Subtotal | 102–177 | 16.6–28.8 | 49.3–85 | 36.3–63.3 |
| Project Management (12%) | 12–21 | cross-cutting | ||
| Other Overhead (8%) | 8–14 | environments, tooling | ||
| Phase Total | 122–212 | |||
Phase 3: UK Market
| Outcome | Total | Lead | FC | TC |
|---|---|---|---|---|
Quote Trips That Convert | 33–54 | 5–8.1 | 18.2–29.7 | 9.9–16.2 |
Confirm Bookings, Effortlessly | 13–23 | 2.6–4.6 | 6.5–11.5 | 3.9–6.9 |
Operate Bookings Day-to-Day | 13–23 | 2–3.5 | 6.5–11.5 | 4.6–8 |
Sales Proposals That Convert | 11–20 | 2.2–4 | 5.5–10 | 3.3–6 |
Payments That Just Work×1.1 | 14–25 | 2.1–3.8 | 4.2–7.5 | 7.7–13.8 |
Confirmations, Financial Summaries & Final Docs | 14–24 | 2.1–3.6 | 7–12 | 4.9–8.4 |
Export to ERP | 4–8 | 0.6–1.2 | 1.4–2.8 | 2–4 |
| Delivery Subtotal | 102–177 | 16.6–28.8 | 49.3–85 | 36.3–63.3 |
| Project Management (12%) | 12–21 | cross-cutting | ||
| Other Overhead (8%) | 8–14 | environments, tooling | ||
| Phase Total | 122–212 | |||
System Transition
The SoftTrip → Kaptio cutover model — parallel operation, not parallel booking.
Option A: Clean Break
All new bookings in Kaptio from day one. SoftTrip operates in-flight only.
Key Principle: No Data Migration, Clean Cutover
Fresh Kaptio org. All new bookings in Kaptio from go-live. Only forward-traveling bookings (post Feb 1 2027) manually transferred. SoftTrip fully decommissioned by February 2027.
Key Milestones
System Activity Over Time
Advantages
- +Clean break — agents only create bookings in one system from go-live
- +Shorter parallel period (~4 months)
- +No ambiguity about which system to use for a new booking
- +Simpler training — agents only learn Kaptio for new work
Trade-offs
- –Higher go-live risk — all new bookings immediately depend on Kaptio
- –Manual transfer of forward-traveling bookings (post Feb 2027)
- –No gradual ramp — full commitment from day one
Scoping Session Discussion Point
Which transition model does GRJ prefer? Option A (clean break — all new bookings in Kaptio from day one) or Option B (gradual handover — travel-date cutoff with both systems taking new bookings)? Both approaches have been proven at other operators — Kaptio has delivered both models successfully.
Risks & Next Steps
Known risks and open questions that need answers before finalizing.
Risks (15)
APEXX payment gateway integration scope and timeline not yet confirmed
Mitigation: All payments via Kaptio Pay. Braintree (US) is supported and proven. APEXX (UK) integration to be assessed through Kaptio Pay — no custom connectors in the proposal. If APEXX becomes a friction point, commercial to manage the conversation.
Aug/Sep 2026 staggered go-live is tight — 130 working days from contract to US go-live. 136 templates with variants = more loading than estimated.
Mitigation: Staggered approach (US Aug, UK Sep) gives buffer — UK volumes much smaller. Nov 1 hard cutoff gives 1-2 month additional buffer. Scenario A (Jul) is stripped scope only. Scenario B (Aug/Sep staggered) is recommended. Key risk: Ian questions D-E-F still pending — could change scope estimates.
This is GRJ's 3rd platform replacement attempt in 10 years — failure risk and executive fatigue
Mitigation: Demonstrate clear progress early. Phased delivery with visible milestones. Reference Railbookers success (migrated from SoftTrip to Kaptio).
CRM scope creep — Kerry wants Kaptio CRM across entire group (escorted + FIT), but FIT is only 30-40% of business
Mitigation: FIT-first agreed. Groups scoped separately. Architecture discussion (Jan 8) confirmed simultaneous CRM use is "uncommon but feasible." Keep FIT launch clean and separate.
Supplier connectivity gap — only 2 of 22 suppliers covered by GP Solutions at go-live (Hotelbeds dropped)
Mitigation: Jonview + Discover cover ~95% of volume. Set clear expectations: 2 API suppliers at go-live, rest manual. Rail: Distribution (MGB aggregator) is 2027 prospect — Nazara currently integrating.
Sage/ERP integration — finance team's #1 concern. Data volume bottleneck, period locking, export format.
Mitigation: Dedicated Sage outcome with half-day workshop in Phase 1 (Andrew/CFO + finance team). Export format agreed before build. File-based at go-live — not a Kaptio replacement for ERP.
Kaptio resource contention — concurrent customer go-lives end of March / early April 2026
Mitigation: Ring-fence GRJ resources. First 6 weeks may have reduced FTE availability (3 instead of 4.5). Absorbed by discovery phase.
Booked vs departed PAX — pricing model needs recalculation
Mitigation: Tracy to recalculate with correct volume basis. Extra 1,000 PAX = GBP 11,250 additional cost.
Quest product stability — TTC dependencies and capacity collision flagged
Mitigation: Monitor Quest roadmap. GRJ delivery benefits from TTC-funded enhancements in H1 2026.
Manual forward-booking transfer — volume and effort of manually moving post-Feb-2027 bookings from SoftTrip
Mitigation: CTO directed no migration — fresh Kaptio org (Feb 12). Only forward-traveling bookings manually moved. Assess volume during Phase 1 discovery.
Customer resource capacity — GRJ expects Kaptio to do all heavy lifting with only 3-4 IT staff
Mitigation: Plan for Kaptio-led delivery. GRJ provides SMEs (Julian, Missy) for discovery and UAT but not implementation capacity. Build this into resourcing and pricing. No dedicated GRJ PM confirmed.
No Salesforce admin at GRJ — platform administration and ongoing configuration changes have no owner
Mitigation: GRJ must either hire a Salesforce admin before go-live or contract a Kaptio managed service agreement. Kerry interested in 6-month BAU retainer (Feb 16) which partially addresses this. Needs resolution during Phase 1.
136 base templates with 2-3 variants = 272-408 SKUs — significantly more package loading effort than estimated from the call (~68)
Mitigation: Zero new templates per month (annual product range) means no ongoing creation burden. Prioritize top-selling packages at go-live. Annual cadence simplifies maintenance planning. May need dedicated package loading sprint in Phase 2.
RESOLVED (Feb 19) — Ian questions D-E-F now answered via xlsx. Volume data confirms manageable scale (2,624 VBR + 352 GRJ = ~3,000 bookings/year). Promotional complexity confirmed but scoped (£500pp off specific packages). No material scope changes.
Mitigation: Full formal response received Feb 19. Conversion rate now derived: VBR 32.5%, GRJ 21.1%, combined 30.6%. Sellable item counts now resolved (Feb 23): VBR ~1,682, GRJ ~1,227. Remaining gap: VBR booking breakdown (% edits). Not blocking. Proposal can proceed.
GRJ amendment intensity — 95% of Luxury bookings and 75% of Swiss bookings involve edits (regional flights, hotel upgrades, extra nights)
Mitigation: Amendment types are well-defined (regional flights, hotel upgrades, extra nights) and supported by Kaptio. ~3 amendments per booking average (both brands). Current SoftTrip process takes 40 min per amendment — Kaptio auto-cascading eliminates this. Train agents on amendment workflow during Phase 2 pilot.
Open Questions (13)
Sorted by priority — high priority questions have the biggest impact on estimation confidence.
What is the exact APEXX integration scope and effort? Is it a 2-week or 2-month effort?
highAPEXX is UK payment gateway. NOT currently supported. Needs product/engineering assessment before UK go-live timing can be confirmed. Tad noted it is complex (multi-acquirer). KTPay two-stage discovery + dev process (Jan 8).
How many of the 136 base templates (with 2-3 variants each) need to be live at go-live?
high136 base templates confirmed with 2-3 variants = ~272-408 SKUs. GRJ top-20 coverage now answered: Orient Express = 60%, Swiss = 25% (together 85%). VBR more distributed — top 5 products ~40% of peak month volume. Prioritization strategy: GRJ can focus on 2 product lines for 85% coverage. VBR needs broader catalog. Still need to confirm go-live minimum set and phased loading plan.
What is the GP Solutions commercial model? (connection fee + monthly fee structure)
mediumTracy working on getting pricing. Affects total cost picture for Vitruvian.
Can Jonview activities/excursions be included in MVP scope (not just accommodation)?
mediumRagnar to confirm. Jonview API may be accommodation-only through GP Solutions. Kaptio provides service code mapping tooling.
What is the Sage export format needed? Can Kaptio reports be formatted to match Sage flat files?
mediumFinance deep dive (Jan 29). Tomas agreed it is theoretically possible with development work. Dedicated half-day Sage workshop (ws-erp-export) created to resolve this.
Is GRJ willing to co-invest on rail integration acceleration?
mediumRail is core to their business. Co-investment could pull rail integration forward. Distribution (MGB aggregator) is 2027 prospect.
Who exactly from GRJ will participate in discovery workshops and UAT?
mediumFeb 16 confirmed: Kerry + Ryan own UAT, Missy (US lead/SME), Jules (UK). Decision makers: Kerry/Missy/Jules. Chicago on-site workshops recommended. Still need formal availability and workshop dates.
[REMAINING GAP] VBR booking breakdown: what % are template-only vs template + minor edits?
mediumGRJ provided breakdown (Luxury: 5% no changes / 95% edits, Swiss: 25% / 75%). VBR did not provide numeric breakdown — only GRJ did. Needed for VBR amendment workflow load estimation.
Edge Docs license cost — Kerry raised question, needs commercial answer
mediumFeb 16 session. GRJ has only seen Edge Docs in videos, not live demos. Kerry asked about additional license cost for Edge Docs. Needs commercial response from Kaptio.
No Salesforce admin at GRJ — hire or Kaptio managed service?
mediumFeb 16 confirmed no Salesforce admin on staff. GRJ IT team is 3-4 people with no SF expertise. Needs resolution before go-live: hire an admin, or contract Kaptio managed service post go-live.
Confirm US booking season mirrors UK Boxing Day - mid-Feb peak?
lowTracy confirmed UK peak booking is Boxing Day through mid-Feb (Feb 12). Assumes US follows suit. REQUIRES CONFIRMATION.
[RESOLVED] Quote-to-booking conversion rate — derived from xlsx data
lowRESOLVED Feb 19: Conversion rates derived from monthly quotes vs bookings data in xlsx. VBR: 32.5% (2,682 bookings / 8,265 quotes), GRJ: 21.1% (352 / 1,665), combined 30.6%. Confirms Kerry's "30% conversion" baseline. VBR swings 11% (Nov) to 58% (Jul). No longer a gap.
[RESOLVED] Active sellable item counts — now available from xlsx Sellable Items sheet
lowRESOLVED Feb 23: VBR ~1,682 sellable items (top categories: Sightseeing tour 340, Rail 268, Hotel 225, Transfer 225, Misc 215, Sleeper train 172). GRJ ~1,227 (top: Hotel 245, Transfer 185, Rail 183, Sleeper train 175, Excursion 174). Rate plans: VBR ~2,200, GRJ ~850. Service catalog loading effort is sized. No longer a gap.
Statement of Work
Draft SOW status and link to the generated document.
SOW Draft Available
DraftTo regenerate: "generate SOW for grj"