SUPPLIERS, PARTICULARLY IN the tech sector, seem convinced of the value of consultants. Get There’s head of business development, Guy Snelgar, says: “I think the travel technology world can be an absolute minefield of complexity and jargon, where flash demos and extravagant claims can overwhelm the real issues and practical solutions. As such, a good consultant can really help buyers cut to the important questions, probe the technology providers’ claims where necessary, and drill down to the key factors that will achieve their objectives. The real value of a consultant is not necessarily to try to be an expert on every available system, but to know the right questions to ask of the suppliers to get the answers – and proof, where appropriate – that they need to make a thorough evaluation and decision.” Concur senior vice-president Isabel Montesdeoca says:
“Today’s large and complex travel ecosystem is evolving fast, and companies can benefit from the expert advice of an independent consultant who can help them select, implement and manage an operational framework and the business processes that best suit their needs,” she says. Get There’s Guy Snelgar says independence is critical.
“In a few cases, some consultants appear to go into the review process with a pre-conceived idea of what the outcome should be,” he says. “This may be based on personal relationships with certain suppliers or keeping within the comfort zone of solutions with which they are more familiar. However, there are also a number of very good consultants who are able to clearly analyse a situation, objectives and approach that a corporate client wants to take, and be hugely helpful in assisting them to cut through the flood of different issues, options and obstacles to get to a really effective and deliverable solution.”
THE BUYERS
MANY BUYERS ARE OPEN to the idea of using consultants. Prudential’s Stephen Newton, the insurer’s contract review and renewal manager, says the company has used one consultant to “ascertain whether or not I was getting good value from my programme and to review management information provision to make it more meaningful”. He says engaging a consultant allowed him to make better use of his time. “I have many different sectors to manage – travel is important, but just one of the many,” he says. Newton believes that consultants vary widely in quality. “Just
because someone adds the words ‘travel’ and ‘consultant’ to their name does not necessarily mean they are competent in the specific areas you are looking for expertise on. Unfortunately, the cynical part of me thinks that in tough times a consultant will not decline the instruction but seek to become an expert at your expense. That may be OK, but I would be wary. It is really important to ascertain what their experience is in the particular field first, and, if possible, contact clients they have previously worked with and ascertain their level of confidence and satisfaction with the consultant.” UBS buyer Mark Cuschieri says the use of consultants “is the
exception rather than the rule”. He says the bank leverages the knowledge of incumbent suppliers, and uses its strong network of peers and membership of industry associations “before assigning costly consultants”. However, he says the bank has worked with a consultant firm to audit its current programme and identify any opportunities or gaps to achieve a “best in class” global travel programme. Cuschieri says that what consultants can bring to the table is “impartiality and access to a rich bank of market data, as well as insight into ‘tricks of the trade’ deployed as tactics on the supplier side of negotiations”. Caroline Strachan of Astra Zeneca says her company refers
to consultants as “outsourced service providers”. Astra Zeneca is currently working with 3Sixty to handle the negotiation of a new commercial model with its TMC and to implement the new service model globally. The advantage, she says, is that “3Sixty sees things differently to us. They bring a broader external perspective and challenge our thinking.” To find a good consultant, she relies on recommendations. “I used my industry network to check for feedback before engaging in a contract,” she says. “From what I’ve seen, consultants vary in quality and specialism.”