Як здобути контракти готелів і DMC для трансферної компанії

First, understand what you're selling — and for how much

Hotels and DMCs don't buy rides; they buy the absence of problems. A concierge who books you needs three certainties: the car will be there, the guest will be handled impeccably, and if anything slips, someone answers the phone. Price matters second — but it must be structured their way: a net rate below your public price (typically 10–20% under gross), from a written rate table per vehicle class and zone, valid for a season.

Do the margin maths before the first meeting: partner volume is worth a discount only if the rides fill gaps in your schedule instead of displacing full-price work. Set your floor with a cost calculation, not intuition — and hold it in the negotiation.

The preparation that separates you from the next brochure

• A one-page rate card: net rates per vehicle class for the five routes the hotel actually books (airport, station, the two event venues, hourly). No 40-page catalogues.
• Proof of reliability they can check: your insurance, licences, vehicle ages, driver vetting — one PDF, current dates.
• A named contact with a phone that answers — plus what happens after hours. Concierges work at 23:00; your escalation path should too.
• Billing their way: consolidated monthly invoice, per-guest reference or room number on every line, payment terms in writing.

The pitch: make the concierge's job smaller

The winning pitch is operational, not emotional. Show the concierge exactly how a booking flows: they enter pickup and flight number once — through a portal or a two-line email — and everything else happens without them: confirmation to the guest in the guest's language, flight tracked, driver assigned, name board at arrivals, status visible if anyone asks, and the ride lands automatically on the monthly invoice with the room reference.

Then reduce their risk of trying you: propose a 30-day trial on their three most common routes, no exclusivity, monthly invoice from day one. A trial costs the concierge nothing to say yes to — a full switch does.

DMCs: the same logic, multiplied

Destination management companies book in volume — arrival waves, conference shuttles, multi-day programmes — and they evaluate suppliers like professionals: capacity (can you field six vans on Saturday at 09:00?), flexibility on changes, per-programme manifests, and net rates that survive their own margin. Expect a rate grid, references, and a test event before real volume.

Two things win DMC work: farm-out capability — a partner network you can activate when a programme exceeds your fleet, with your quality standards — and paperwork discipline: name lists, pickup schedules and changes handled in hours, not days. The operator who absorbs last-minute chaos calmly becomes the default supplier.

Winning is half; keeping is compounding

• Send the monthly invoice on the 1st, consolidated, with every reference the accountant needs. Being easy to pay is a retention feature.
• Report incidents before they do: a delayed pickup with a proactive call and a recovery plan builds more trust than a flawless month.
• Share a quarterly one-pager: rides done, punctuality, guest feedback. Data makes you look like an institution, not a vendor.
• Never poach the partner's guest for direct booking. The fastest way to lose a hotel contract is a business card left on the back seat.

Where the system carries the contract

Partner work is an operations test disguised as a sales question. In TransferCRM each hotel or DMC gets its own client account with net rate lists, bookings flow in through the portal or widget with the partner's reference attached, confirmations reach guests in ten languages, and the monthly consolidated invoice builds itself. The concierge sees a supplier who never drops a detail — because the system doesn't.

Frequently asked questions

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