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Email your views to BBT editor Paul Revel at
editor@buyingbusinesstravel.com
HAVING PUT DOWN MY last copy of Buying Business Travel, it occurred to me that never has a magazine been so aptly named. Because the biggest challenge now facing all of us in the travel management area is precisely that; how we – and our customers – will be buying business travel in the future. But before looking forward
I’d like to look back, to the days of BEA, BOAC and, indeed, the founding of Omega World Travel 40 years ago this year. The changes for all of us have been amazing, but the business travel community has continually adapted and stayed relevant. But there’s no doubt that
the task is going to get harder as technology advances. This means even more pressure for change as young, tech-savvy people enter the workforce and become business travellers. In this future world there will
be no status quo. It will mean nothing more than a series of fleeting moments of stability. Make sure you are ready to roll – or get left behind. A good example of this is indeed the new tie-up between Delta and Virgin Atlantic. In my view Delta is going to prove a much more proactive partner for Virgin than Singapore Airlines ever was. But, while airline
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collaborations are undoubtedly good for the carriers, personally I worry that customer choice will continue to diminish as more and more airline alliances and mergers take wing. This move by Delta means
that we are now looking at three options for 2013: Oneworld, Star Alliance and Skyteam. So, where is the opposition – such
as Easyjet and Southwest – that will drive down fares through genuine competition? Tony Hughes
Commercial director Europe, Middle East and Africa, Omega World Travel
THE START OF A NEW YEAR is usually a time for resolutions. While we may not end 2013 any thinner, fitter or wealthier than we started, there are some simple ways that meetings organisers can reduce stress levels and make their working lives go more smoothly. The key element is planning
what you want up front. Have a clear idea of what the meeting needs to achieve and the budget you have. A meeting that has had elements bolted on along the way often won’t hang together well and, even if you do manage to pull it off, you will have spent more time – and possibly money – than you needed to. The initial booking stage is
when you have most room to negotiate. Think about value rather than just the bottom line cost. Will you be hit with hidden costs at the end of the event? Does the venue offer free wifi? Parking? Is it going to take delegates hours to get there? Ask the venue about their policies around satisfaction guarantees and testimonials if you are unsure. Finally, consider what the
venue says about you and your brand. Do you want to say "big and flashy" or "good quality and consistent". Chose a venue and brand that matches your own values and you won’t go far wrong.
Philip Mahoney,
Area vice-president UK and Ireland, Radisson Blu
A WELCOME FOR CHINA I
n December, Home Secretary Theresa May announced plans to simplify visa applications for Chinese tourists, which is great news for our industry and the British economy. We have been working very hard alongside the British Hospitality Association for a change in simplifying the UK
visa process for some time and I believe this announcement is an important first step from the government; to help improve the UK’s competitiveness as a destination for Chinese visitors. The new initiatives outlined in the programme will play a
significant part in helping our economy’s recovery whilst creating new jobs, boosting growth and helping to put Great Britain back on the world-wide tourist and business map. Currently, the UK receives just 0.2 per cent of the Chinese
market because it is outside of the Schengen region. From a business travel perspective, we are losing market share because London sits in seventh position as an international conference location. Leading the way are Vienna, Paris, Barcelona and Berlin. We have excellent conference facilities in the UK but our current visa system makes it difficult for business travellers to choose the UK as a conference destination, and, as a result, our European neighbours are capitalising upon our loss.
Experts predict that, by 2020, there will be 100 million outbound Chinese travellers, spending three times as much as the average visitor (almost £1,700 per visit). Therefore, Chinese leisure and business travellers are a valuable commodity for the UK. Each aircraft of Chinese visitors provides £1 million in added income for the UK economy, creates 20 new full-time jobs and generates £160,000 in air passenger duty and VAT payments. It is important that we capitalise by continuing to find new
ways to improve our visa processing system. We don’t just want to compete with other European countries in attracting cash-rich growth markets such as China, Russia and India – we want to steal their market share and make Great Britain the number-one choice of destination for global business and leisure travellers.
Grant Hearn Chief executive, Travelodge
This letter wins the writer a bottle of champagne
IT BECOMES MORE APPARENT that travel management companies could be failing their customers and putting their reputations at risk. A 24/7 customer contact
centre is crucial, but latest research suggests too many TMCs rely on their own staff and a laptop overnight when travellers get caught in an emergency or delay. TMCs can’t afford to get the speed of response wrong, but the cost of in-house provision can be prohibitive.
We established the Meon Out of Hours Helpdesk five years ago, now supporting more than 30 other TMCs with white-label out-of-hours cover. While we have 20-plus staff 24/7, in an emergency we need to deploy up to 80 staff – as when Hurricane Sandy hit New York. Reputation wins and loses
custom, so saving up to 75 per cent on in-house provision proves a guaranteed ROI.
James Beagrie
Managing director, Meon Valley Business Travel
JANUARY/FEBRUARY 2013
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