If you’re trying to decide how much to charge for travel planning, the most useful answer is not $100, $200, or whatever another advisor happens to charge.
The better answer is:
Your planning fee should make financial sense for the work you are actually doing.
Two travel advisors can sell trips with the same booking value and need completely different fee structures.
One may spend three hours planning a straightforward resort stay with strong supplier commission.
Another may spend 15 hours researching multiple destinations, comparing suppliers, revising an itinerary, arranging private transfers and supporting a highly customized trip.
Charging both clients the same planning fee simply because the trip values look similar can create very different profitability.
That’s why a good approach to travel advisor planning fees starts with your own business economics:
- How much time will the trip require?
- What is that time worth?
- What direct costs will you incur?
- How much supplier commission will your business actually retain?
- How complex is the trip?
- What service level are you promising?
- What profit do you want the work to produce?
This guide will show you how to turn those questions into a practical fee structure.
Key Takeaways
- There is no universal planning fee that every travel advisor should charge.
- Don’t set fees only by copying competitors or choosing a round number that “feels reasonable.”
- Separate gross supplier commission from the commission your business actually retains after a host split.
- Calculate the cost of your planning time before deciding whether commission alone is enough.
- A profitable planning fee should consider time, direct costs, commission contribution and desired profit.
- Complex custom trips should not necessarily carry the same fee as simple bookings.
- Package structures such as Basic, Premium and Concierge can make fees easier to explain.
- Before discounting or waiving a fee, understand the profitability you are giving up.
- Historical trip data is more useful for improving your pricing than relying forever on generic industry averages.
- A Free Fee Calculator can help calculate a starting point; a full profitability system should help manage the entire pricing process.
Are Travel Advisor Planning Fees Normal?
Yes. Professional fees are now a common part of the travel-advisor business model, although how and when advisors charge them varies.
TravelAge West’s 2025 compensation research found that 58% of respondents charged service fees either “sometimes” or “always.” Its 2026 industry outlook covering Travelsavers and NEST members also found several fee models in active use, including transaction fees, consultation fees, service-specific fees and plan-to-go fees.
Host Agency Reviews’ published hosted-advisor data also reports that about 63% of advisors charged professional fees, with a growing share using both service and consultation fees.
The point isn’t that every advisor must charge every client.
The important shift is that advisor compensation no longer has to depend exclusively on supplier commission.
That matters because a supplier commission primarily compensates the commercial transaction.
It doesn’t automatically compensate every hour you spend:
- consulting with the client,
- researching,
- designing an itinerary,
- comparing suppliers,
- creating proposals,
- making revisions,
- answering questions,
- booking,
- managing changes,
- or supporting the trip.
The Wrong Question: “What Do Other Advisors Charge?”
Industry benchmarks can be useful context.
But they shouldn’t become your pricing formula.
For example, TravelAge West found in its 2025 compensation survey that the largest reported group said their average service fee was below $200. Older research from the same publication found many advisors earning approximately $50–$300 in fees per client.
Those numbers tell us something important:
Advisors do charge fees.
They do not tell you:
“Your correct fee is $150.”
Why?
Because the survey does not know:
- your workload,
- your niche,
- your hourly economics,
- your host split,
- your supplier mix,
- your target profit,
- your business overhead,
- your client expectations,
- or the complexity of the specific trip.
A better way to use industry benchmarks is:
“Are my fees completely disconnected from the market?”
rather than:
“What number should I copy?”
What Should a Travel Advisor Planning Fee Actually Cover?
A professional planning fee can compensate for several things.
Your Time
Your time has an economic value even if you aren’t billing the client hourly.
Consider the hours spent on:
- discovery calls,
- destination research,
- supplier research,
- itinerary design,
- proposal creation,
- revisions,
- booking administration,
- client communication,
- pre-trip support,
- and post-booking changes.
If you don’t account for those hours, you may have a profitable booking but an unprofitable service engagement.
Direct Costs
Some trips also create costs beyond your time.
Examples might include:
- payment-processing costs,
- specialist research resources,
- outsourced support,
- proposal tools,
- supplier or administrative costs directly attributable to the trip.
These should not disappear simply because they are small individually.
Your Desired Profit
Covering the cost of your time is not the same thing as earning a profit.
If your business spends $400 worth of time and direct costs on an engagement and generates exactly $400 of retained revenue, you’ve covered the modeled cost.
But you’ve created no additional target profit.
A professional pricing system should distinguish:
Break-even
from
Target-profit pricing.
The Commission Contribution
Planning fees don’t exist in isolation.
You may already expect supplier commission from the booking.
The correct question is not:
“How much fee covers my full time cost?”
It’s:
“How much of my desired economics are already supported by commission, and what gap remains?”
That creates a much more balanced fee model.
The Basic Travel Advisor Planning Fee Formula
At a simplified level:
Step 1 — Calculate Time Cost
Estimated Planning Hours × Target Hourly Value = Time Cost
Example:
8 hours × $60
=
$480
Step 2 — Calculate Net Expected Commission
If the supplier gross commission is $500 and your business retains 80% after the applicable host split:
$500 × 80%
=
$400 Net Expected Commission
Step 3 — Include Direct Costs
Assume direct costs:
$50
Step 4 — Calculate Break-Even Planning Fee
A simplified formula is:
Time Cost + Direct Costs − Net Expected Commission
Using our example:
$480 + $50 − $400
=
$130 Break-Even Fee
If you charge less than that under these assumptions, the engagement does not fully cover the modeled time and direct costs.
Step 5 — Add Desired Profit
Assume you’d like the trip to produce:
$150 Target Profit
Then:
$480 + $50 + $150 − $400
=
$280 Fee to Reach Target Profit
That’s very different from choosing $150 because it sounds reasonable.
A Worked Example: No Fee vs a Profitable Fee
Let’s continue with the same fictional trip.
| Metric | Amount |
|---|---|
| Planning hours | 8 |
| Target value per hour | $60 |
| Time cost | $480 |
| Gross expected commission | $500 |
| Business commission share | 80% |
| Net expected commission | $400 |
| Direct costs | $50 |
| Desired trip profit | $150 |
If You Charge No Planning Fee
Revenue contribution:
$400 commission
Costs:
$480 time + $50 direct cost
Profit:
$400 − $480 − $50
=
-$130
The booking generates supplier commission.
But the modeled engagement itself is still negative.
If You Charge a $300 Planning Fee
Revenue:
$400 commission + $300 fee
=
$700
Costs:
$480 time + $50 direct
=
$530
Projected profit:
$700 − $530
=
$170
Under these assumptions, the $300 fee not only covers the gap but exceeds the $150 target profit by $20.
That’s the point of pricing from economics.
The system is not telling you whether the client will accept $300.
It’s telling you:
What the $300 means to your business if they do.
Try It With Your Own Numbers
You can run your own scenario using our:
Free Travel Advisor Fee Calculator
Enter:
- estimated planning hours,
- target hourly value,
- expected commission,
- commission share,
- direct costs,
- desired profit,
- and your proposed fee.
The tool will calculate your break-even fee and fee required to reach your target profit.
Your Booking Value Does Not Determine Your Profit
This is a critical distinction.
Consider two bookings.
Booking A
Trip value:
$6,000
Planning time:
3 hours
Net expected commission:
$600
Direct costs:
$20
Booking B
Trip value:
$20,000
Planning time:
18 hours
Net expected commission:
$500
Direct costs:
$100
Booking B has more than three times the booking value.
But that doesn’t automatically make it more profitable.
The workload is far higher and the commission economics are weaker.
That’s why:
Trip value ≠ advisor profitability.
The more useful metrics are:
- retained revenue,
- total planning hours,
- direct costs,
- scope,
- and realized profit.
How Much Is Your Planning Time Worth?
There is no universal hourly value for a travel advisor.
Instead of starting with an arbitrary market rate, think about your own business.
Consider:
- the annual income you want the business to support,
- realistic billable/productive hours,
- operating costs,
- non-client administrative time,
- experience,
- specialization,
- and service level.
For example, if you simply say:
“I want to make $60 per hour”
that’s useful as a starting assumption.
But if your actual completed trips consistently require 30% more time than you estimate, your effective pricing model needs to account for that.
This is why historical calibration becomes valuable later.
Your business should gradually answer:
How many hours do my trips actually require?
not just:
“How many hours do I think they’ll require?”
Gross Commission Is Not Necessarily Your Revenue
Hosted advisors need to be especially careful here.
Suppose a booking generates:
$1,000 gross supplier commission
but your retained share is 70%.
Your expected commission contribution is not $1,000.
It’s:
$700
If your planning-fee decision uses the $1,000 figure, you may overestimate the economics of the engagement by $300.
For a deeper look at commission economics, see:
how to track travel agent commissions
The fee model should use the commission your business expects to retain according to your actual arrangement.
When Commission Alone May Be Enough
This article is not an argument that every trip must have a planning fee.
Sometimes commission-only economics may work.
Imagine a straightforward luxury booking with:
low planning hours,
high retained commission,
limited revisions,
little ongoing support,
and minimal direct costs.
If:
Net Commission − Time Cost − Direct Costs
already delivers your desired profit, an additional planning fee may not be economically necessary.
You may still charge one for other business reasons.
But the important point is:
The decision should be visible.
A good pricing system should be capable of saying both:
“Fee needed.”
and:
“Commission-only model is economically viable under these assumptions.”
Otherwise it’s not really a decision system.
It’s just a fee generator.
When You Should Consider Charging More
Planning fees often need to change as scope changes.
Factors that can increase workload include:
More Destinations
A one-resort Caribbean stay and a four-country European itinerary aren’t the same planning problem.
More Travelers
More people often means:
- more preferences,
- room configurations,
- coordination,
- and changes.
Complex Customization
Highly customized itineraries usually require more research and decision-making.
More Revisions
Unlimited revisions can quietly turn a profitable fee into an unprofitable engagement.
Rush Planning
Urgent work disrupts your normal capacity and may justify different pricing.
High-Touch Support
Clients requesting concierge-level service create a different scope than clients needing straightforward booking assistance.
Low-Commission Components
Air-heavy or otherwise low-commission itineraries may generate large booking values without producing enough retained commission to compensate for the work.
Complexity Should Influence the Fee
You don’t necessarily need a sophisticated formula to acknowledge complexity.
You could build a simple internal scoring framework around factors such as:
- destinations,
- trip duration,
- number of travelers,
- custom research,
- service level,
- revisions,
- urgency,
- supplier coordination.
The goal isn’t to create an “industry standard score.”
There isn’t one.
The goal is to stop treating every trip as commercially identical.
Flat Fee, Hourly Fee or Package Pricing?
There are several legitimate fee structures.
Host Agency Reviews has historically found flat consultation fees to be common among advisors who charge consultation fees, while industry surveys show advisors using both standard and variable fee structures.
Flat Planning Fee
Example:
$250 planning fee
Good for:
- clear scope,
- predictable work,
- easy client communication.
Risk:
If scope expands significantly, the fee may no longer support the work.
Hourly Pricing
Example:
$75/hour
Good for:
- open-ended consulting,
- unpredictable requests,
- clearly time-based work.
Potential downside:
Clients may focus heavily on hours rather than outcome or expertise.
Variable / Complexity-Based Fee
Example:
Starting fee:
$200
with higher fees based on:
- complexity,
- destinations,
- service level,
- travelers,
- rush status.
This can align price more closely with workload.
Package Pricing
This is often attractive when your services naturally fall into levels.
For example:
Basic
Essential planning support.
Premium
More custom planning and flexibility.
Concierge
High-touch planning and support.
The important thing isn’t what you call the packages.
It’s that each one has clearly defined:
- scope,
- included hours or deliverables,
- revisions,
- support level,
- fees,
- and additional-work policy.
Why Package Pricing Can Be Easier to Sell
A single fee can create the question:
“Why does this cost $400?”
Packages create a different conversation:
“Which service level fits what you need?”
That lets the client compare:
scope against scope
instead of only:
fee against zero.
For example:
| Basic | Premium | Concierge | |
|---|---|---|---|
| Initial consultation | ✓ | ✓ | ✓ |
| Destination research | ✓ | ✓ | ✓ |
| Custom itinerary | Limited | ✓ | ✓ |
| Revisions | 1 | 3 | Higher limit |
| Priority support | — | — | ✓ |
| Planning fee | $X | $Y | $Z |
Those aren’t universal package recommendations.
They’re an example of how to communicate differentiated scope.
Set Revision Limits Before the Revisions Start
Scope creep is one of the easiest ways to destroy the profitability of a fixed planning fee.
Suppose you quote:
$300
based on:
7 hours of work.
But after multiple changes, the engagement takes:
12 hours.
Those extra five hours can completely change your economics.
Your fee policy should therefore clarify things such as:
- what’s included,
- number of revisions,
- what counts as a new planning request,
- additional-work fees,
- rush work,
- major destination changes.
This doesn’t mean you need to charge the client for every tiny edit.
It means you need a defined boundary before a large scope change occurs.
Don’t Wait Until the Scope Changes to Decide What Extra Work Costs
A useful pricing framework establishes a change-order or additional-work floor in advance.
For example:
Original scope:
7 hours
Actual/requested scope:
11 hours
Additional work:
4 hours
If your internal additional-work floor is:
$75/hour
then the economics of those extra four hours are:
$300
Whether you charge the full $300 is a business decision.
But now the cost of the exception is visible.
Without that calculation, advisors often make concessions without knowing the size of the concession.
What Happens When You Discount Your Planning Fee?
Discounting isn’t automatically bad.
But it should be deliberate.
Suppose:
Protected fee:
$550
Target-profit fee floor:
$380
The difference:
$170
That $170 is meaningful.
It represents some of your available discount room before you fall below your target-profit model.
Now suppose the client asks:
“Can you do it for $300?”
You’re no longer deciding based only on confidence.
You’re deciding with information:
- Protected price: $550
- Target-profit floor: $380
- Proposed price: $300
Meaning:
The concession crosses your modeled profit target.
You can still accept it.
But at least you know what you’re accepting.
Should You Ever Waive a Planning Fee?
Yes, potentially.
A fee waiver may make sense in scenarios such as:
- highly profitable repeat business,
- strategically important clients,
- unusually strong commission economics,
- low planning effort,
- relationship decisions,
- promotional strategy.
But calculate the no-fee economics first.
Use:
Net Commission − Time Cost − Direct Costs
If that’s:
+$600
you may have room.
If it’s:
-$180
waiving the fee isn’t simply “being nice.”
Under the model, you’re accepting an economically negative engagement.
That may still be your strategic choice.
The point is to make it knowingly.
Ask: What Booking Value Would Make No Fee Work?
This is another useful question.
Suppose your:
- target profit,
- time cost,
- direct costs,
- commission rate,
- and host split
mean you need:
$1,200 retained/gross-equivalent commission contribution for a commission-only trip to work.
Your pricing system can work backward to estimate:
How large would the booking need to be under the current commission assumptions before a fee is unnecessary?
That helps you create better internal policies.
For example:
Fee waived only when commission economics exceed our internal threshold.
rather than:
Fee waived whenever a client asks.
Your Fee Should Protect Against Some Uncertainty
Your original plan may say:
10 hours.
Actual outcome:
13 hours.
Expected commission:
$800.
Actual commission:
$650.
If your pricing only works when every estimate is perfect, it’s fragile.
That’s why more advanced profitability analysis can include stress testing.
For example:
| Commission as Expected | -10% | -20% | -30% | |
|---|---|---|---|---|
| Hours as expected | $X | $X | $X | $X |
| Hours +10% | $X | $X | $X | $X |
| Hours +20% | $X | $X | $X | $X |
| Hours +30% | $X | $X | $X | $X |
The purpose isn’t to predict exactly what will happen.
It’s to answer:
How fragile is this fee if the trip becomes harder than expected?
A Planning Fee Doesn’t Have to Be Fully Collected the Same Way
Fee architecture also matters.
Possible structures include:
Full Upfront Fee
Simple and clear.
Discovery Deposit + Balance
Part paid before substantive planning begins, with a balance according to your policy.
Package Deposit
Different packages may have different deposit requirements.
Whatever model you choose should be:
- disclosed clearly,
- consistent with your terms,
- operationally easy to collect,
- and appropriate for your legal/payment setup.
How to Explain Planning Fees to Clients
The goal isn’t to apologize for the fee.
It’s to explain what the client is hiring you to do.
Instead of:
“Unfortunately, I have to charge a planning fee.”
Try a clearer value-based structure:
“My planning service covers the research, itinerary design, supplier coordination and professional support required to build your trip. The planning fee for this scope is $X.”
Then explain what’s included.
The client doesn’t need to see:
- your internal time cost,
- commission dependency,
- margin,
- or profitability target.
Those are management numbers.
The client needs:
- scope,
- deliverables,
- fee,
- payment terms,
- revisions,
- next steps.
What If the Client Says, “But Other Agents Don’t Charge?”
Don’t attack the other advisor.
Different travel businesses use different compensation models.
A professional response can be:
“Every agency structures its services differently. My planning fee reflects the research, design and support included in the service we’re discussing.”
Then return to value and scope.
Some clients will still choose another option.
That’s okay.
TravelAge West’s earlier fee research found that many advisors believed they may have lost some business due to fees while still viewing the fee model positively overall; the same research found many clients accepted professional fees without major pushback.
The objective isn’t to make every prospect say yes.
It’s to build a model where the clients who do say yes support a sustainable business.
“What If I’m New and Don’t Feel Comfortable Charging?”
Being new doesn’t mean your time is worth zero.
But it also doesn’t mean you should copy the fee of an established luxury specialist with a completely different business.
Start by knowing your own economics.
Estimate:
- hours,
- expenses,
- commission,
- target profit.
Then test your pricing.
You might initially choose a lower fee while building experience.
But know the difference between:
an intentional introductory pricing strategy
and
working for free because you were afraid to calculate the number.
Track What Actually Happens After You Quote
Your pricing system should continue after the client accepts the fee.
For every completed trip, record:
Estimated planning hours
versus
Actual planning hours
Expected commission
versus
Actual commission
Fee quoted
versus
Fee collected
Expected profit
versus
Actual/realized result
Now your future pricing can improve.
You may discover:
“Premium Europe trips usually take 25% longer than I estimate.”
or:
“My commission estimates on air-heavy trips are consistently too optimistic.”
or:
“My $200 planning fee is profitable for simple trips but not custom multi-destination itineraries.”
That’s more valuable than another generic article telling you the “average advisor fee.”
Use Your Own Completed Trips to Calibrate Future Fees
Once you have enough history, look for patterns.
For example:
Estimated average hours:
10.0
Actual average:
12.5
Your estimates are consistently low.
A reasonable internal calibration might be:
future estimated hours × historical multiplier
The exact approach is yours.
But the principle is powerful:
The more real business data you collect, the less dependent your pricing becomes on generic benchmarks.
This is one of the reasons a professional pricing system can become more valuable over time.
How to Know Whether Your Fee Structure Is Working
Don’t judge your fee strategy only by:
“Did clients pay the fee?”
Also track:
Profitable Trip Rate
What percentage of completed engagements met your profitability threshold?
Fee Collection Rate
How much of the fee revenue you quoted was actually collected?
Realized Earnings per Planning Hour
How much business contribution was created relative to the hours used?
Discount / Waiver Leakage
How much fee revenue did you intentionally discount or waive?
Underpriced Trips
How many engagements failed to meet your pricing target?
Scope Creep Cost
How much additional work happened outside your original estimates?
These metrics help you improve the model instead of simply raising prices every year without understanding why.
Should Every Client Pay the Same Travel Advisor Planning Fee?
Usually, not necessarily.
Even industry discussions around advisor fees have specifically examined whether the same fee makes sense for every client and every type of travel.
- A simple trip may need:
- 3 hours.
- A complex trip:
- 15 hours.
- A repeat client may require less discovery.
- A rush request may disrupt your capacity.
- A high-commission booking may already support your economics.
- A low-commission custom trip may not.
Your fee policy can be consistent without every quote being identical.
The consistency should exist in the logic, not necessarily the number.
Planning Fee vs Service Fee vs Consultation Fee
The terminology varies across the industry.
A useful working distinction is:
Consultation Fee
Compensates professional consultation, discovery, strategy or expertise.
Planning Fee
Compensates the work involved in researching, designing and preparing a trip.
Service / Transaction Fee
Often applies to a specific service or transaction, such as ticketing, changes or other booking activity.
Different businesses combine these differently.
What’s more important than the label is that the client understands:
- what they’re paying,
- what they receive,
- and when the fee applies.
So, How Much Should a Travel Advisor Charge?
Here’s the answer I would actually use:
Charge a planning fee that makes sense for the economics and scope of the specific work — not one copied blindly from an industry average.
Start with:
1. Estimated Planning Hours
×
2. Target Value of Your Time
3. Direct Costs
4. Desired Profit
−
5. Net Expected Commission
=
Planning Fee Required Under Your Assumptions
Then evaluate:
- complexity,
- service level,
- scope,
- revisions,
- risk,
- and client strategy.
Finally, stress-test the price before sending the quote.
That gives you a business reason for the number.
Start With the Free Travel Advisor Fee Calculator
If you want to calculate your basic fee economics right now, use:
It will estimate:
- Time Cost
- Net Expected Commission
- Break-Even Fee
- Fee to Reach Target Profit
- Profit With No Fee
- Profit With Your Proposed Fee
- Contribution Per Planning Hour
No account required where applicable.
When You Need More Than a Calculator
A calculator answers:
“What fee could support these assumptions?”
A complete pricing system needs to answer much more:
- Is the quote fragile?
- How much discount room exists?
- What happens if commission falls short?
- What if planning time runs over?
- Should I waive the fee?
- Is Basic, Premium or Concierge more appropriate?
- How should I price additional scope?
- How profitable was the trip after it finished?
- Are my hour estimates historically accurate?
- What could consistent fee adoption mean annually?
That’s why we built the:
TravelBizKit Travel Advisor Fee & Profitability System
It combines:
- Fee Calculator
- Pricing Decision Center
- Profit Guardrails
- Quote Readiness
- Sensitivity Matrix
- Fee Waiver Decision Gate
- Complexity Scoring
- Time & Labor Cost
- Scenario Comparison
- Basic / Premium / Concierge packages
- Scope Creep controls
- Client Fee Quote Builder
- Historical Calibration
- Capacity Planning
- Annual Fee Impact
- Trip Profitability Tracking
- Fee Tracking
- Client Scripts
- Email Templates
- Objection Handling
- 120 QA Scenarios
Explore more TravelBizKit Business Tools.
Frequently Asked Questions
How much should a travel advisor charge for planning fees?
There is no universal fee that works for every travel advisor. A useful starting approach is to calculate the value of the planning time, add direct costs and desired profit, then subtract the commission your business expects to retain. Trip complexity and scope should also be considered before setting the final fee.
Do most travel advisors charge fees?
Fee charging is common. Recent industry research has found a majority of surveyed advisors using some form of professional fee, although the specific type and amount varies by advisor and business model.
What is a travel advisor planning fee?
A planning fee generally compensates the advisor for professional work involved in researching, designing and preparing a client’s travel plans. It can be separate from supplier commission earned when travel is booked.
Should a travel advisor charge a flat fee or hourly rate?
Either can work. Flat fees are easier for many clients to understand and budget for, while hourly pricing can be useful when scope is difficult to predict. Package or complexity-based pricing can also align fees with different service levels.
Should planning fees be based on trip cost?
Trip cost can provide context, but it should not be the only factor. A high-value trip can still have weak commission economics or require significant planning time. Time, commission, scope, costs and desired profit provide a more complete picture.
Does supplier commission mean I don’t need to charge a planning fee?
Not necessarily. Calculate the commission your business expects to retain and compare it with your time cost, direct costs and profit target. In some bookings, commission alone may be sufficient; in others, it may not cover the work.
How should hosted travel advisors calculate planning fees?
Hosted advisors should avoid using gross supplier commission as though the entire amount belongs to their business. Use the commission expected to remain after the applicable host split when calculating the trip’s economics.
Can I waive a planning fee for a repeat client?
You can make strategic exceptions, but calculate what happens financially before waiving the fee. A repeat client’s booking may have strong enough commission economics to support the decision, or the waiver may significantly reduce profitability.
Should complex trips have higher planning fees?
They often require more time and coordination, so complexity is a relevant pricing factor. That does not mean every complex trip automatically needs a specific percentage increase; estimate the actual scope and work involved.
Should my planning fee be refundable?
That’s a policy and legal question that depends on your business model, jurisdiction and terms. Define your policy clearly and consider appropriate professional legal guidance rather than copying another agency’s wording.
Can I charge both a planning fee and earn commission?
Yes. Many advisor business models combine professional fees with supplier commission. They compensate different parts of the business economics.
How do I explain planning fees to a client?
Explain the professional service and scope covered by the fee: research, itinerary design, supplier coordination, revisions and support. Present the fee as part of the professional engagement rather than apologizing for charging it.
How can I test whether my current planning fee is profitable?
Track estimated and actual planning hours, retained commission, direct costs and fee collected for completed trips. Compare the resulting contribution against your target economics and use patterns from completed trips to improve future pricing.