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THE KNOWLEDGE 2 buyer perspective


The Avios debacle... WHAT BA SHOULD HAVE DONE


Support from key suppliers is crucial to the success of a managed travel programme, says Chris Reynolds, who believes British Airways fell short with the recent Avios air miles debacle


A


lot of time and effort is put into creating a managed travel programme with negotiated deals and preferred suppliers.


At present an almost equal amount of time


and effort is spent in defending this managed programme and the preferred suppliers from perceived cheaper or better options. Not to worry, we can count on our preferred suppliers for support, can’t we? Well, if that preferred supplier is British Airways, then on this occasion the answer in no! As many travel managers and even more


travellers are aware, British Airways took the unilateral decision to allow corporate bookings to be upgraded using Avios (formerly Airmiles). On the face of it, it


Chris Reynolds Senior Partner, 3Sixty Global


Chris is a senior partner and


co-owner of the specialist travel


consultancy 3SIXTY Global. It offers


extensive experience in travel programme optimisation, TMC


performance, tender, selection and


implementation, and travel procurement strategy and


negotiation. He has over 20 years'


industry experience, including fi ve


successful years as travel manager for Siemens. Chris is a member of the


Chartered Institute of Purchase &


Supply and a former board director of the Institute of Travel & Meetings.


does not sound an unreasonable thing to do. If done properly this is great for both the traveller and their company which benefits from increased traveller satisfaction and the fact an employee is using personal points for corporate travel. The problem is that this


unilateral decision has a significant impact on the managed travel pro- gramme. In order for a traveller to upgrade the ticket paid for by their employer, using their employer's appointed travel management company requires them to utilise ba.com or contact the local Executive Club service centre. The next step of this process is the element that causes the most concern. To upgrade the booking involves


British Airways ‘claiming the PNR’ or, in other words, taking ownership of the booking from the travel management company. Any subsequent changes to the booking


will not be visible to the travel management company and, more importantly, to the traveller tracking provider or indeed to the out of hours service. To add further insult, on the British Airways


website the airline says, “Please contact your travel agent to check if you have an eligible booking before visiting Manage My Booking to upgrade your flight.” That’s ok, the corporate can pay for that too as part of their travel management fees. So, what could British Airways have done


better? To start with they could have engaged in dialogue earlier with a vast array of buyers or organisations. For example, the ITM Industry Affairs working party engage in regular dialogue with British Airways and have always offered their support on matters like this that affect not only their members but British Airways’ customers as well. This working party have some extremely


knowledgeable individuals who as soon as they heard about this (the day before a mail shot was sent to the card holders) realised the impact. With earlier engagement they could have worked with British Airways to come up with a solution that met everybody’s needs. British Airways has an excellent relationship


with many buyers who for the most part believe the airline is a very good supplier – myself included. A conversation with any one of them would have brought to light the impact this has on our managed programmes. Having the confidence that your key suppliers


are working with you and supporting your goals while remaining profitable is critical. We understand that suppliers have every right to make commercial decisions that may benefit them but when this undermines key customers’ travel strategy, the price is too high. We hope that British Airways, as well as


other suppliers, will learn from this episode which some are referring to as a debacle. To British Airways I have to say that for an airline that gets so many things right, you have got this wrong. Please work with us to remedy this issue and commit to engaging with us in the future.


THE JARGON BUSTER


ACRONYMS: sadly you just can't get away from them in the dynamic world of business travel. So to help you out we've listed some of the most commonly used ones below, just so you don't get your Global Distribution Systems confused with the Government Decontamination Service.


ACFO Association of Car Fleet Operators ACTE ADR APIS


Association of Corporate Travel Executives average daily room rate


Advanced Passenger Information System ATOC Association of Train Operating Companies


BAPCO British Association of Professional Conference Organisers


BAR BTC


best available rate business travel centre


CDW collision damage waiver CRM CRO CRS CSR DDR ETES FFP GDS


hotel booking agent


customer relationship management central reservation office central reservation system corporate social responsibility daily delegate rate end-to-end solution


frequent flyer programme global distribution system


GTMC Guild of Travel Management Companies HBA


HBAA IATA ITM KPI


LRA MI


MIA MPI


OTM PNR RFP ROI SBT SLA SME


Hotel Bookings Agents Association International Air Transport Association Institute of Travel & Meetings key performance indicators last room availability


management information Meetings Industry Association


Meetings Professionals International online travel management passenger name records request for proposal return on investment self-booking tools


service level agreement small and/or medium-sized business/es


SMMP strategic meetings management programme TEM TMC


travel and expense management travel management company


8 THE BUSINESS TRAVEL MAGAZINE


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