FOUR Seas Travel International is taking another step into the China market by running training programmes for Guangzhou ticketing agents in co-operation with Cathay Pacific Airways. Some of the agents are Four Seas' mainland co-operating partners, according to senior manager Benson Yau. Mr Yau said the training scheme provision would help the company boost its China business. ''China is our investment focal point. Room for growth in the Hong Kong market is limited,'' he said. Four Seas now has 18 co-operating partners, mostly in southern China, although it has representative offices in Beijing and Shanghai. ''We have put our focus on the south, at least in the coming few years,'' Mr Yau said, adding that China's austerity plan had taken a harsher toll on the ticketing business in the north than in the south. ''In the north, most people travel for the sake of business, and their trips are funded by enterprises. But in the south, we have wealthier people such as individual entrepreneurs who finance their own travelling, which is not affected by the official budget,'' he said. He admitted, however, that the company had suffered to some extent from the economic crunch in the past few months. Four Seas is also planning to diversify into the air cargo business by building up a warehouse at Huangtian airport in Shenzhen, in co-operation with the Guangdong Tourism Bureau. Mr Yau said: ''There is a huge volume of cargo going through Hong Kong, where there is not enough space for more warehouses to meet future demand. ''However, China has no problem concerning space, and Huangtian will become an important export centre.'' Operations in Shenzhen are expected to start next year. Four Seas is also seeking to set up an underground car park in Guangzhou. ''The idea came from the official departments. Now we are choosing a site in Guangzhou,'' Mr Yau said, adding that he thought the business would be lucrative. About 35 to 40 per cent of the group's sales volume comes from wholesaling air tickets to local travel agents. Four Seas monthly wholesale turnover rose between 25 and 30 per cent after the implementation of the bank settlement plan imposed by the IATA last August. The plan set rigid limits on the payment period which had hit competitors with weaker financial resources.