Tourpreneur Tour Business Podcast

Kevin and Sylvia launched iRide Arusha in July 2024, offering motorcycle tours and rentals in Tanzania. Within 18 months they scaled across four East African cities through a franchise model called iRide Africa, with partners operating in Rwanda, Nairobi, and Mombasa. The franchise structure allows riders to cross borders and book multi-country tours.

The episode covers operational realities: importing equipment across borders, navigating tourism regulations, managing multi-country payment processing, and running rentals and guided tours as two distinct businesses with different customer profiles and sales cycles. Kevin and Sylvia share how they find customers through motorcycle clubs, price for premium buyers, and use immediate response times as a competitive advantage.

TOP 10 TAKEAWAYS

1. Test adjacent niches when your market is saturated

Rather than launch another safari company in an oversaturated market, Kevin and Sylvia identified motorcycle touring as an underserved adventure niche in East Africa. Consider what adjacent experiences your destination supports that competitors aren't offering.

2. Franchise models can scale faster than going solo

Within 18 months, iRide expanded across four East African cities through franchise partnerships. Partners share mechanics, bikes, marketing resources, and customer referrals. This creates a network effect where riders can start in one country and end in another, adding value no single operator could deliver alone.

3. Target communities, not just individuals

Kevin reaches out directly to motorcycle clubs in major US cities. One Chicago BMW Riders club is bringing eight people in February. Booking one club creates the revenue of eight individual customers with a fraction of the acquisition cost. Find the clubs, associations, or communities that match your experience type.

4. Customer service is a competitive advantage in developing markets

Their immediate response times and willingness to hop on Zoom calls builds trust fast, especially for customers who've never been to Africa.

5. Platform diversification requires testing, not guessing

iRide is on Get Your Guide, Viator, Klook, WeTravel, and fielding Facebook messages, but hasn't found the magic channel yet. Test widely, track what converts, double down there.

6. Price for the experience you're actually delivering, not your self-doubt

Kevin admits they severely underpriced at launch. Beginner business owners often can't see their own value clearly. If you're offering wow moments and authentic connections, charge accordingly.

7. Guided vs. rental requires different marketing and operations

Rental customers (experienced, self-sufficient, quick decision makers) need less hand-holding than guided tour customers (more questions, longer planning cycles, higher price points). These are functionally two different businesses with different messaging, pricing, and customer profiles.

8. Gross revenue and net income are very different

Vehicle maintenance, cross-border parts sourcing, and insurance eat into margins constantly. Build cash reserves and expect hidden costs, especially in asset-heavy businesses.

9. Local language fluency unlocks competitive advantages

Sylvia's Swahili fluency helped navigate Interpol holds on imported bikes, handle tourism police complaints from competitors, and build long-term supplier relationships. Language access isn't just customer-facing—it's operational power.

10. Differentiation isn't just what you do, it's how guests connect

Guests consistently cite the vastness of the landscape and local interactions (like lunch with Sylvia's 88-year-old farming grandmother) as their standout memories. Design for connection points your format uniquely enables.

This conversation with Jeff Gayduk, publisher of Premier Travel Media, reveals an industry at a transformative inflection point where specialized group travel is experiencing unprecedented growth despite predictions of its demise. Speaking from his unique vantage point overseeing multiple travel industry verticals, Gayduk identifies 2026 as a watershed year driven by three major events—the World Cup, Route 66's centennial, and America's 250th anniversary—while highlighting the explosive growth in niche markets from pickleball tourism to multi-generational family trips. The discussion underscores a fundamental shift in how travel experiences are designed and marketed, moving away from cookie-cutter itineraries toward highly specialized, passion-driven offerings that leverage everything from sports tournaments to career readiness programs, with successful operators focusing on authentic relationships and deep expertise rather than trying to compete with legacy brands on traditional offerings.

10 Key Takeaways

1. Group Travel is Experiencing Its Most Exciting Era

The group travel market has undergone a complete transformation since COVID, moving from a defensive position of proving relevance to an offensive surge of innovation and growth. Special interest groups, family bonding experiences, and educational opportunities are creating unique travel products unavailable to individual consumers. The pandemic's forced separation actually accelerated demand for meaningful group experiences rather than diminishing it.

2. Three Major Events Will Define 2026 Tourism

The World Cup across 16 North American cities will bring 6.5 million visitors with 40% from overseas, creating massive opportunities for tour operators in hub cities. Route 66's anniversary and America's 250th celebration will generate patriotic tourism and historical programming throughout the year. These events create both standalone opportunities and chances for creative tour operators to build complementary experiences around the main attractions.

3. Sports Tourism Has Become the Industry's Hidden Giant

Youth sports tournaments drive consistent weekend travel with families spending whatever necessary for their children's athletic participation, creating massive but underserved tourism segments. Adult amateur sports, particularly pickleball, are seeing explosive growth with facilities featuring 32-64 courts becoming destinations themselves. The opportunity lies not in the games themselves but in creating experiences for the downtime between matches, serving families who are tourists without tour infrastructure.

4. The Student Travel Market Has Evolved Beyond Class Trips

Career readiness programs are emerging as students face AI-driven uncertainty about future employment, with manufacturers and trade schools becoming unexpected tourism partners. Small, specialized STEM groups and performance ensembles are replacing massive band trips, creating opportunities for highly targeted educational experiences. College visit tours have become sophisticated multi-campus experiences as the stakes for education choices continue rising.

5. Niche Specialization Beats General Tourism Every Time

"The riches are in the niches" has proven true as operators who focus on specific passions outperform those trying to compete on standard itineraries. Technology now enables operators to reach highly specific audiences globally rather than being limited to local marketing through yellow pages and park districts. The tighter the niche, the easier it becomes to market and the more likely customers are to pay premium prices for expertise.

6. Multi-Generational Travel Represents Billions in Untapped Opportunity

Older Americans with disposable income are funding entire family trips, from luxury yacht cruises to Disney vacations, often including extended family and friends. These trips require sophisticated customization that big operators can't provide, creating opportunities for bespoke tour designers. The spending on these milestone celebration trips is "mind-boggling" according to industry data, with grandparents willing to invest heavily in family bonding experiences.

7. DMOs Are Underutilized Partners for Tour Operators

Destination Marketing Organizations spend hundreds of thousands on marketing but need tour operators to provide the actual bookable products visitors seek. DMOs possess mountains of data and local insights that operators often don't know to request, creating missed opportunities for partnership. The relationship should be symbiotic: DMOs drive inspiration and awareness while operators deliver the experiences that fulfill that inspiration.

8. Legacy Operators Must Balance Old Customers with New Acquisition

Large traditional operators face the challenge of serving aging loyal customers while attracting younger demographics with different travel styles and expectations. Successful adaptation includes smaller group sizes, slower itineraries with longer stays, and the integration of river cruising as a bridge product. The human relationship element that made these companies successful remains their key differentiator even as they modernize their offerings.

9. Travel Advisors Are Specializing to Survive and Thrive

The successful travel advisor model has shifted from selling airline tickets to becoming highly specialized experts in specific destinations, cruise lines, or travel styles. Good advisors serve as client advocates navigating an increasingly complex travel landscape, especially for multi-generational or special interest trips. The question remains whether there's a sufficient pipeline of new advisors entering the field to sustain this specialized, high-touch service model.

10. Experience Design Trumps Destination Marketing

Modern travelers seek transformative experiences rather than destination checkboxes, with operators succeeding by creating unique access and authentic local connections. Events from Taylor Swift concerts to World Cup matches are becoming trip anchors, with some operators building entire experiences around events without even including tickets. The shift represents a fundamental change from "where are we going" to "what will we become through this experience."

Born from a wine import business and shaped by deep relationships with multi‑generational wineries, Joy of Wine Journeys built a premium, multi‑day model with a ~75% repeat rate. Natalie shares why they skip big cities, how “depth over density” creates value, and how pricing, partnerships, feedback, and tight ops compound into growth.

Top 10 takeaways

1) Repeat guests keep coming back. About 75% rebook, often bringing friends and family. Nail the first trip and lifetime value follows.

2) Win the in between. Don’t try to run Paris or Venice. Guests fly into a gateway, then the tour connects the regions in between where long winery relationships unlock access and stories.

3) Fewer stops, deeper moments. Five wineries in ten days. Hosted visits. Family meals. Time to linger. People remember conversations and rituals, not mileage.

4) Price for the value you deliver. Raise prices as the experience improves. Let booking behavior and guest comments set the ceiling, not nerves.

5) Partners make you resilient. When a bus failed, local partners mobilized vans, cold water, and support within the hour. Good relationships turn problems into loyalty moments.

6) Feedback is the roadmap. Debrief during and after each tour, then keep, change, or cut. Trim bloat, smooth pacing, and upgrade hotels, meals, wines, and transport.

7) Know who you serve. Average age ~63. Well traveled. Hungry for hosted, exclusive experiences without snobbery. Design pacing, teaching, and access for that person.

8) Confirm, confirm, confirm. Book a year out, then reconfirm at six months, three months, one month, and day‑of. Fewer surprises. Smoother days.

9) Help in the cities even if you don’t operate there. Refer guests to vetted guides in Venice, Milan, Paris, Nice, and Florence so the whole trip feels looked after.

10) Use tech to support margins, not as the magic. TravelJoy for CRM, WeTravel for euro payments, Travelfy for itineraries, QuickBooks for the back office. The differentiator is still access, hosting, and relationships.

When Justin Buzzi launched a clear kayak tour in Florida, his goal was to offer something memorable. What he built was one of the most highly rated kayak experiences in the country—with over 50,000 five-star reviews and 30+ franchise locations.

In this episode, Justin joins Dustin Miller of Conversion Assist to unpack how they built a guest experience that keeps working long after the paddles are down. From guide training to personalized automations, they reveal the systems and strategies behind their flywheel of reviews, repeat customers, and referrals.

Whether you run one tour or many, this conversation offers clear, actionable ideas for tightening operations, earning stronger reviews, and building a reputation that scales.

Top 10 Takeaways

1. Start with experience. Build with systems. Clear kayaks got attention, but it was the systems behind the scenes—like training, hiring, and guest communication—that turned Get Up and Go Kayaking into a scalable business.
2. Google reviews matter most. While they still collect reviews on TripAdvisor, Airbnb, and Facebook, the team prioritizes Google for its impact on search visibility and conversion. That focus shapes everything from email copy to in-person asks.
3. Follow up with every guest, not just the booker. After each tour, automated messages go out to everyone who attended—not just the person who paid. That alone tripled their review volume in one year.
4. Set expectations before guests arrive. Automated pre-tour texts help guests feel informed, reduce no-shows, and create a smoother arrival. That positive start lays the groundwork for better reviews.
5. Empower guides to own the guest relationship.Top guides build connection, read the group, and ask for reviews in ways that feel natural. Some have personally earned over 2,000 five-star reviews through great service and follow-up.
6. Automation can still feel personal. With name-based SMS, segmented follow-ups, and smart timing, Dustin’s system balances efficiency with a human touch. Guests feel supported without extra strain on the team.
7. Use your off-season to get stronger. Slow months are for updating SOPs, refreshing content, replacing gear, and optimizing tools. When the season picks up again, the whole operation runs better.
8. Your reviews are a roadmap. Use AI to analyze common praise and complaints in your reviews. What guests love should shape your messaging. What they question should inform training or improvements.
9. Bad reviews are a chance to show who you are. Reply quickly, stay calm, and put future guests at ease. Dustin recommends using AI to help write thoughtful, emotionally neutral responses if needed.
10. Great reviews grow more than bookings. Consistent five-star reviews improve search rankings, boost conversion rates, and increase the long-term value of your company. It’s not just a feedback loop—it’s a growth engine.