employees’ travel, either in an external agency or in their own offices. On the ground, there are travel managers organis- ing trips. At a senior level there are manag- ers who broker deals between companies and suppliers, so that the client gets the best rates. Travel managers also have to find ways to improve efficiencies and increase savings for their clients’ business travel costs (for more on the Business of Travel, see pages 19-21)
Conference, Meetings and
manages an outside company to oversee the travel of thousands of staff.
Incentives Bookers This is a wide and complex sector, but involves organising conferences and meet- ings for businesses. These events can be anywhere in the world and often include organising delegate flights and transport, accommodation, working and conference facilities, and leisure-time activities such as dinners or excursions. Incentive trips are often given by companies as a reward to successful employees. These are often of a fun, team-building nature with an element of work.
Travel Managers In-house travel managers on the corpo- rate side are also known as in-house travel bookers. They manage the travel from the client or company side rather than from the specialist travel management side. This role can vary from a personal assistant who books a bit of travel to a specialist who
12
E-commerce People who deal with the more practical elements of online businesses are sometimes known as online trading managers, online merchandisers or optimisation managers. They will know what sells online, making sure the holiday com- pany is selling the right product at the right time. They’ll know the best place to put an offer, how the site should look to encourage people to spend more, and how to make the user experience as friendly as possible and encourage them to book. Conversion from ‘looking’ to ‘book- ing’ is their key aim.
Foreign Exchange High street agencies often have staff who specifically deal with foreign exchange. These staff members have a head for num- bers, are comfortable dealing with large amounts of cash and are able to under- stand and calculate ex- change rates, maximising profit
find the role for you
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