The UK Franchise Growth Index

Not Just Travel

Holidays and Travel · Travel · Home Based Travel Agency

Not Just Travel is the customer-facing travel consultancy brand associated with The Travel Franchise. Published brand information dates its establishment to 2001. Its consultants help customers research, plan and book holidays, with a personal service intended to reduce the work involved in comparing destinations, suppliers and travel arrangements.

More about Not Just Travel.

The consumer website promotes access to a broad supplier range, including package holidays, cruises and tailor-made travel. Customers can find a consultant by location or name and receive assistance before and during their trip. The site's legal footer identifies Not Just Travel as a trading division of Hays Travel Limited, which is a separate point from the ownership of an individual consultant's business.

Business recruitment takes place through The Travel Franchise, while consultants trade to customers under Not Just Travel. The advertised opportunity includes systems, initial and continuing training and mentorship, with routes for people without previous travel industry experience. The brand and recruitment name should therefore be understood as connected parts of one proposition rather than automatically counted as two separate operating networks.

The current Lite programme describes a mentor supporting the research and administration while a new consultant builds customer relationships. It includes pre-induction learning, a live induction, access to the Vision business system and a personal marketing website. The more extensive Elite package has a different induction and support structure, so training details and commission arrangements should be checked against the chosen package.

Published promotions include payment plans and an Elite fee-refund challenge subject to qualifying bookings and commission targets within a defined period. A deposit is not the same as the full package price, and a conditional refund is not guaranteed. Applicants need the current agreement and financial schedule to establish their chosen package, continuing charges, commission timing and customer acquisition responsibilities.

At a glance

Not Just Travel at a glance.

Industry: Holidays and Travel
Franchise category: Travel
Sub industry: Home Based Travel Agency
Founded: 2001
Franchising started: 2012
Headquarters: Bournemouth
BFA member: No
UK origin: Yes
Recruitment status: Active

Investment

Franchise investment.

Investment from: £995 plus VAT
Investment to: £14,995
Home based: Yes

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Investment figures change. Confirm current requirements directly with the franchise network before making any decision.

Five Fibre assessment

How the foundations score.

Every franchise network is assessed across the five connected areas Twine Growth believes support sustainable franchise growth.

How the Five Fibre score is calculated

01 Assess Strong14/20

Assess: The Travel Franchise recruits owners trading as Not Just Travel. An established implementation and broad support team are visible, but representative owner net profit remains unverified.

Profitable core business: Partially, 2.5/5. Trading and independently reported recruitment substantiate an implemented business. No representative current profit and loss evidence establishes profitability across the underlying owner model.

Operates without daily founder input: Yes, 5/5. Operations, training and business consultant teams support independent consultants rather than requiring daily founder delivery. Public staff and service evidence supports continuity.

Ideal owner defined: Partially, 1.5/3. Messaging identifies newcomers and flexible part-time or full-time operators. A complete suitability standard covering financial resilience, selling ability and available time is not public.

Realistic owner earnings: Partially, 2/4. Supplier commission and owner shares are explained, with selected earnings stories. Booking value and commission are not net profit; representative outcomes after costs remain private.

Distinct proposition: Yes, 3/3. The combination of a supported consumer brand, business coaching, specialist travel development and organisational referral partnerships gives the ownership proposition a specific identity.

02 Build Scale Ready20/20

Build: Published operational documentation, induction, central resources and specialist support provide unusually concrete evidence of a repeatable delivery system. Current package differences still need confirming.

Documented operating playbook: Yes, 5/5. The software page explicitly confirms a downloadable operations manual and booking procedures, rather than merely promising general support.

Structured onboarding: Yes, 4/4. Pre-induction work, live learning and subsequent check-ins are published. The general five-day course must not automatically be applied to every Lite arrangement.

Documented brand experience: Yes, 4/4. The operations manual, booking workflow, customer-service instruction and compliance content substantiate a documented delivery experience under the consumer brand.

Central resource access: Yes, 3/3. The Hub gives continuing access to operating guides and learning materials. This is an identified resource centre rather than inferred access from franchise size.

Launch without constant founder input: Yes, 4/4. Dedicated support and repeatable induction provide an evidenced launch structure independent of constant founder coaching. New owners retain responsibility for selling and customer service.

03 Launch Scale Ready18/20

Launch: A targeted ownership website, package comparison and discovery route are established. The extent of formal financial screening before acceptance is less public.

Clear ownership proposition: Yes, 5/5. The recruitment brand and Not Just Travel trading relationship are explained alongside packages, support and a clear next step.

Targeted recruitment messaging: Yes, 4/4. Dedicated novice, flexible-working and lower-entry mentoring messages address identifiable candidate circumstances rather than a generic investment appeal.

Enquiry journey: Yes, 4/4. A presentation, package review and booked conversation form an observable enquiry journey. No enquiry was submitted during research.

Pre-acceptance discovery: Partially, 2/4. The public sequence includes a founder conversation. The complete suitability, affordability, document review and acceptance gates were not verified.

Recruitment launch plan: Yes, 3/3. Package campaigns, educational content, presentations, active calls to action and new-owner training form a visible recruitment launch system.

04 Grow Weak Foundation6/20

Grow: Recent trade reporting supports recruitment activity and comparative enquiry momentum, but does not disclose a complete monthly funnel or conversion performance.

Consistent monthly ownership enquiries: Partially, 2.5/5. August 2026 trade coverage reports July recruitment and enquiry comparisons. This supports ongoing activity but not consistent suitable enquiries in every month.

Enquiry sources and prospect quality: No public verification, 0/4. Reporting compares enquiry volumes with marketing expenditure. Source-level attribution and the quality of prospects from each source are not disclosed.

Enquiry-to-owner conversion: No public verification, 0/4. No public cohort table links enquiries with qualified meetings, applications, acceptances and trading owners. Joiner growth alone does not establish conversion.

Next locations or territories: Partially, 1.5/3. UK recruitment and further market opportunities are promoted. A prioritised geographic or capacity-based deployment plan is not public.

Founder-independent recruitment: Partially, 2/4. A franchise leadership and marketing team provides capacity beyond the founders, while the published joining journey still specifies a co-founder call. Full independence is partly evidenced.

05 Amplify Scale Ready18/20

Amplify: Individual websites, referral partnerships and named customer systems substantiate customer acquisition and reporting. A continuing marketing plan implemented by every owner is partly verified.

Local customer acquisition support: Yes, 5/5. Business consultants and a structured organisation-referral programme support owners in finding and converting customers.

Every owner represented online: Yes, 4/4. The package promises a personal marketing website for each franchisee, with owner contact information. Full website provision is explicit.

Continuing local marketing plan: Partially, 2/4. Continuing coaching, email campaigns and partnership materials are published. A dated customer acquisition plan with budgets and responsibilities for every owner remains unverified.

Individual enquiry and performance tracking: Yes, 3/3. Vision tracks prospects and business performance, while referral microsites route enquiries to the associated consultant. Individual enquiry and performance tracking is explicitly supported.

Customers beyond personal networks: Yes, 4/4. Companies, clubs, schools and charities provide routes to customers outside the owner’s immediate personal network. Availability does not guarantee referral volume.

76/100 Overall Five Fibre score

Five Fibre score: 76/100. Assess 14/20, Build 20/20, Launch 18/20, Grow 6/20, Amplify 18/20.

Assessment band: Growth Ready.

Not Just Travel is the consumer-facing trading brand associated with The Travel Franchise recruitment business. This distinction matters because prospective owners encounter one name while holiday customers encounter another. The reviewed material describes a functioning supported travel-selling model, rather than an untested concept supported only by lifestyle advertising. Its strongest evidence concerns the relationship between preparation, operational help and the tools an owner uses after joining. The principal limitations concern representative commercial outcomes and recruitment funnel visibility.

Assess recognises implementation without turning selected success stories into a forecast for the next applicant. Supplier commission is shared with the owner, so a percentage retained is not a percentage of the holiday price. Marketing expenditure, business costs and the time between sale and payment still affect the amount available to live on. Published earnings illustrations establish possibilities, not the typical result of an entire intake. A candidate needs realistic assumptions about cancellations, selling time and cash reserves before deciding whether the model can meet their household needs.

Build is the clearest strength. The published training structure and identifiable operational documentation are more persuasive than a general assurance of ongoing help. They give a new owner ways to learn, retrieve instructions and escalate problems. Separate support functions also reduce dependence on the original founders. This should be tested in discovery by asking who handles a difficult booking, an urgent customer problem and a technical failure, including outside normal hours. The right test is whether the owner can deliver reliably while still developing their own competence.

There is an important package qualification. Current recruitment material promotes both Lite and Elite, while some general pages retain references to different numbers of packages and standard training descriptions. Lite centres on mentorship, so the exact course, support entitlement, commission arrangement and upgrade conditions require written confirmation. The homepage’s limited entry price should not be treated as the total capital required to establish every version of the business. These differences affect comparisons with competing opportunities and the owner’s ability to fund customer acquisition.

Launch has a substantial public structure. Applicants can learn about the offer, examine alternatives and arrange a conversation. However, a conversation is not evidence of every selection gate. The franchisor should make the candidate’s responsibilities as visible as the promised flexibility, including time available for learning, responding to customers and developing demand. The published Money-Back Challenge is a conditional target-based refund mechanism. It is not an assurance against loss, and historic Elite refund examples should not automatically define the current Lite terms.

Grow is more qualified. Trade coverage in August 2026 reported a strong July, with recruitment and enquiries compared against earlier periods. That is useful evidence of demand for ownership, but a single strong month does not establish a reliable monthly flow of suitable prospects. Nor does the number joining show the percentage of enquiries that became productive owners. A transparent internal funnel would connect campaigns, qualified conversations, agreements, completed induction and sustained selling. Support capacity should expand in step with that progression, rather than after new owners begin waiting for help.

Amplify has tangible mechanisms. Partners In Travel introduces an organisational referral route, which can reach audiences beyond friends and family. Its success still depends on finding engaged partners and making the arrangement worthwhile for them. A partner agreement without actual introductions creates little commercial value. Individual online representation, continuing coaching and customer reporting provide a foundation for measuring whether these relationships turn into holiday enquiries, bookings and repeat business. The missing public evidence is consistent execution and economics across the whole owner population, rather than a lack of tools.

A useful practical check is whether a recent starter can explain the complete route from first enquiry to paid commission without relying on a top performer’s experience. That would expose gaps in preparation, customer follow-up and financial expectations before recruitment is accelerated.

Priority one is to publish a current comparison of package costs, training and support, removing legacy inconsistencies. Priority two is to provide representative owner economics by time commitment and tenure, including all recurring expenditure. Priority three is to document qualification and financial review before acceptance. Priority four is to manage recruitment against training and consultant capacity, with conversion and first-year activity tracked by intake. Priority five is to turn the customer tools into an individual marketing plan with clear targets for qualified enquiries, booking conversion, repeat customers and retained commission. These improvements would connect recruitment success to sustainable owner businesses and give candidates a firmer basis for judging suitability.

Benchmark

How this network compares.

Overall, against the whole Index

This network76

UK Index average64

Overall, against Holidays and Travel (12 networks)

This network76

Industry average57

Explore Holidays and Travel in the UK Franchise Data Explorer

Sources

Research sources.

11 public sources used for this profile

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