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help is at hand


If you have a problem, if no one else can help, and if you can find them, maybe you can hire... a business travel consultant says Andy Hoskins


problem solvers of the industry. They offer a helping hand that goes above and beyond the assistance traditionally offered by a travel management company and, crucially, strive to remain impartial at all times. From benchmarking, policy review and RFPs, to supplier negotiations, expense management and technology adoption – plus a whole lot more – consultants aim to deliver an impressive return on investment for their diverse client base. But most would agree that it’s too simplistic to suggest that cost savings are the only incentive for bringing these category experts onboard. “The focus today is not only on cost


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reduction but often on other benefits and value for money,” says Chris Reynolds of 3SIXTY Global. “Travel programme optimisation is still a big part of what we do, but our remit is far more diverse than this.


ired by clients to cut costs and streamline processes, business travel consultants are the number crunchers, deal brokers and


Today, for example, we are working with clients to provide unbiased, in-depth advice on TMC selection, CSR programmes, global consolidation, travel policy reviews, corporate card selection and interim management.” Motives for turning to


a consultant can vary based on a company’s size or business sector, or the maturity of its travel programme. Tony Pilcher, director of Pilcher Associates and former head of business travel and expense management at HSBC, says some clients lack internal resources and need a helping hand, while others simply lack the knowledge required to get a programme in shape and want an independent review of their set up. But, he concedes, cost-cutting remains a motive for


“Some of the work I do is nothing to do with cutting costs or procuring travel more efficiently, it’s about optimisation, travel policy and improving service levels”


many. “Despite what’s discussed at the outset of any briefing, cost savings are generally near the top of a corporate’s objectives,” he says. Some staff at smaller companies or just those for whom travel is not a full-time responsibility just seek reassurance. “Clients ask me if they’re doing things the right way and what could be improved,” says Dennis Bailey of Denovo Management. “Some of the work I do is nothing to do with cutting costs or procuring travel more efficiently, it’s about optimisation, policy and improving service levels.”


Likewise, Clare Murphy of Bouda says


many clients start with an overall evaluation of their travel programme because they think there’s slack to be tightened up and want an independent assessment. The


70 THE BUSINESS TRAVEL MAGAZINE


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