XXXXXXX SOUTH AMERICA
Brazil’s business travel market set to overtake UK
THE BUSINESS TRAVEL MARKET in Brazil will overtake that of the UK within two years, provided supply can cope, a report by the Global Business Travel Association (GBTA) concludes.
Brazil currently ranks eighth in the global corporate travel rankings but will overtake Italy, France and the UK by 2015. Spend in Brazil this year is set to reach US$34.5 billion, an increase of 14.3 per cent. The bulk of this, US$27 billion, is spent on domestic travel, but the growth rate of international outbound travel, at 20 per cent last year, is outstripping this. The GBTA says demand for hotel rooms has been strengthening from domestic and international outbound travellers, but that there is a gap in supply. Wellington Costa, GBTA Brazil president, said: “The major challenge facing the Brazilian business travel market is whether the country’s travel infrastructure and supply can keep pace with its growing demand.” Brazil’s business travel spend has almost
tripled since 2000 despite the global recession, and is set to reach US$40 billion next year. The 2014 FIFA World Cup and 2016 Rio Olympics will add to demand. The GBTA concludes that the outlook is positive but warns that investment is needed. The report adds: “The key challenge will be whether this demand can be met going forward.”
TMCs
FCM EXPANDS ITS FOOTPRINT
FCM TRAVEL SOLUTIONS has signed deals to seal local representation in Ghana and Bulgaria. The TMC has formalised
its relationship with Stellar Travel in Ghana, a corporate and retail agency based in the capital Accra, where it has operated since 1991. The business is part of the
Stellar Group, a major supplier of support services in West
Africa to sectors including hospitality, retail, ship broking and mining. FCM has also extended
its four-year-old partnership with its Romanian affiliate, Happy Tour Group, to open a new office in the Bulgarian capital Sofia. Clients there include pharmaceutical, finance, construction, marine and offshore firms.
IN BRIEF
n UAE national carrier Etihad will start flying to Yemeni capital Sana’a from September 1 this year. The flights from Etihad’s hub in Abu Dhabi will operate four times a week. Sana’a will be the airline’s eighth destination on the Arabian peninsula, joining Bahrain, Dammam, Doha, Jeddah, Kuwait, Muscat and Riyadh.
n British Airways has stepped up its price battle with Easyjet by introducing a two- tier fare structure on all its Gatwick short-haul flights, giving a discount to passengers without hold baggage. Passengers on all 32 routes now have the option of paying the headline fare, which includes only a hand luggage allowance, or adding £9-£15 to the base price in order to put a bag in the hold.
XXXXXXXX
IN CONVERSATION… Ryan Taylor
Ryan Taylor is global travel manager for Stork Technical Services, based in Aberdeen. Here he talks to BBT about his recent tender for a TMC contract, which was won by ATPI.
a panel presenting from the TMC that includes their operational and implementation teams – any sales person can sell a service, but it’s the operational staff that has to deliver it.
Can you give us any details
Ryan Taylor
What were the key factors you were
looking for from a new TMC contract?
I required one dedicated TMC in order to safely
manage all our travellers, consolidate management information, and drive down costs by maximising global contracts. I am looking for one global airline, hotel and car rental
programme which all offices will adhere to.
Do you have any tips on the
tender process? I would definitely recommend an electronic RFP
[request for proposal] tool, and don’t take it all onboard on your own as the travel manager. Create a team to assist with a global RFP – especially one like ours, which was for 26 locations. My team included my procurement manager, assistant travel manager, finance, and, importantly, my own manager, who is senior vice-president of HSSEQ [Health, Safety, Security Environment and Quality]. The travel manager owns the contract and services, but it was great to have other areas of the business involved, and point out some things for me to reconsider. Also, insist on
about the contract?
The initial contract will be for three years, with two one year-
rolling options. We have an extremely exciting time ahead with our new travel partner. As global travel services for a large international oil and gas provider, we must retain internal service levels. However, the first steps are
obviously to complete the implementation and look at online booking technology for the smaller locations that don’t have an internal travel team. From there I want to look at our complete internal servicing, then we will carry out an airline RFP and global hotel RFP. We will look at expense management too. We also have targets for initial savings.
What distinguished ATPI’s bid from
the others? ATPI were extremely proactive throughout the whole process. I was particularly impressed with their proven ability in globalising previous ‘non- global’ programmes, while still providing the expertise and commitment needed in this specialist but tough sector. I was also impressed with ATPI’s dedication to provide last-minute but extremely competitive air fares, and that the bid involved their implementation and operations teams – as I said earlier, I believe this is very important.
News
2 9
www.buyingbusinesstravel.com
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156