BROKERING A COMPROMISE Yet clearly divided as opinion is among the four travel managers quoted above, it would be an over- simplification to characterise Bruss and Bougja as reactionaries or Steinke and O’Connell as revolutionaries. For example, Bruss has become less concerned about which suppliers travellers book, partly because he believes negotiated corporate deals are waning in importance. He still considers it crucial to book through approved reservations channels but thinks these channels need to become more user-friendly. “Amadeus E-travel Management looks like SAP [Systems, Applications and Products] – and that’s not a compliment,” he says. Conversely, MT2.0 does not mean unmanaged travel. Steinke regards the retention of control as paramount. “We need to know where travellers have booked, for those times when they need us,” she says. “I would never suggest a free-for- all.” Steinke is, therefore, among many who have recognised that if MT2.0 has any future at all, it will be imperative for travel managers to secure access to data aggregated from a much wider range of booking channels, including those selected by travellers. Various technology providers have spotted this gap in the market and are working on ways to fill it. The box (overleaf) details four such products, one of which,
THE CARROT OR THE STICK? How will you manage your travel programme in future?
REVOLUTIONARY MEASURES (RELAXING WHAT AND HOW TRAVELLERS BOOK)
• Establish price caps per trip and remove all or most other booking restrictions.
• Investigate data aggregation technology that captures reservation information, even if employees book via unofficial channels.
• Ensure data capture by retaining at least one policy rule – for example, insist all payments are made through the authorised corporate payment provider.
• Persuade suppliers to apply corporate discounts no matter how travellers book with them.
• Set up your own app store with links to approved/recommended travel-related apps on your company portal.
AUTHORITARIAN MEASURES
(TIGHTENING POLICY)
• Use open-booking technology to detect and block reservations on unauthorised websites.
• Mandate rules that are currently recommended.
• Punish rule-breakers, otherwise there is no point in having rules.
• Enlist senior
management support for tougher action against non-compliance.
REFINING
MEASURES (MAKING EXISTING POLICY MORE EFFECTIVE)
• Make policy fit for purpose by reviewing rules to meet employee, as well as employer, needs.
• Don’t say no if you don’t need to – for
• Deliver point-of-sale messages through mobile texting to guide travellers to in-policy choices during their trip.
• Improve your official booking tool by asking travellers why they aren’t using it and then raising their criticisms with your supplier.
Source: The Future of Compliance – Should Travel Managers Loosen or Tighten Policy?, Airplus/ACTE
example, allow travellers to accept upgrades marketed directly by airlines if they pay the difference themselves.
• Market your travel programme by promoting why it benefits travellers as well as the business.
• Use social media to communicate to travellers via the tools they use every day.