BBT EDITOR PAUL REVEL TALKS TO CHAMBERS CHIEF EXECUTIVE OFFICER CHRIS THELEN
A managed programme delivers many benefits – it’s short-sighted for suppliers to take the direct approach
2015 IS SHAPING UP TO BE an eventful year for Chambers Travel Group and its CEO Chris Thelen. The start of the year saw the travel management company (TMC) become part of global firm CTM after Thelen signed a £39 million buyout deal. Since then, Chambers won the best mid-sized TMC accolade at the 2015 Business Travel Awards, and launched its new small- to medium-sized enterprise (SME) service in February. Meanwhile, having won the Houses of
Parliament account last year, the TMC is gearing up to the general election in May. Thelen says the constitutional change to fixed-term parliaments helps with the travel programme. “It means we can plan more, and be prepared for the election,” he says. Every MP will have a travel icon on their mobile device, he says, which will guide them on how to book travel and help establish “best practice across the board”. The online booking tool has “big implications and big exposure within the House”, he adds. I ask Thelen about the decision to sell Chambers to Australia-based CTM. The deal sees Chambers retain its brand name and staff, including a commitment from Thelen to stay as CEO for at least three years. “I’ve come to know CTM over the last eight years,” he says. “Before, I’ve said ‘no’. But I’ve watched them consistently deliver on what they’ve said they’d do: success in the US, buying Westminster Travel in Asia, a successful IPO [initial public offering]...” He points out the stock launched in Australia at Aus$1 and is now trading at over Aus$11. “They liked our approach to Europe –
we’re essentially a UK TMC with a Euro- pean footprint,delivering a pan-European, regional service to our international clients. For me it was critical that we kept our
BUYINGBUSINESSTRAVEL.COM
CHRIS THELEN joined Chambers Travel Management as commercial director in 1999. Five years later he led a management buy-out to become CEO and majority shareholder. Over the next ten years, Chambers grew to become a leading independent TMC with a £146 million annual turnover, employing 214 staff. Following an acquisition agreement at the end of 2014, Chambers became the European anchor for Corporate Travel Management (CTM), one of Australia’s largest global TMCs.
example of correlating data on people’s movements leading to more efficient taxi shares that, for one client, led to saving £175,000 on taxi costs. Plus, he says, “we integrate [data] on top of the self-booking tool, so you see when is the most cost- effective time to travel, when hotel rates are low – you can quickly look across the trends, the peaks and troughs. Obviously, some trips dictate travel at a certain time, but others are more flexible.”
Thelen also points to the rise in business
identity, our team and our relationships. And that’s what they wanted.” With new technology, booking channels
and behaviours, are TMCs under threat? Emphatically not, according to Thelen. “Will the TMC model change? Absolutely. It already is, it’s constantly evolving. TMCs will continue to add value in new ways. Even now, from London we can issue tickets in seven different currencies, and local BSPs [billing and settlement plans]. The client is looking for best practice, cost- saving and service, and the ability to tailor.” And he dismisses the attempts of hotels
and airlines to sell direct to the business traveller. “It will all fall on its face. A well- run travel programme requires a TMC to partner with it.” Even more so now, he says, because of increasing emphasis on security and duty-of-care. “A managed programme delivers cost-saving benefits and traveller benefits, and it’s very short-sighted for sup- pliers to take the direct approach.” In future, TMCs will serve more of an “outsourced travel manager role”, Thelen believes. And technology is increasingly a key part of the offering – he gives the
from SME clients, which led to the launch of his Cloud 9 product specifically for the sector. “You’d think SMEs would be the first to leave a TMC and book direct. But we’re seeing really strong growth. It’s about tailoring services for them – savings, vis- ibility and control of costs. They’re looking for traveller experience, better seats and rooms, and upgrades. They want that level of service but provided in the simplest way.” So, as far as Thelen’s concerned, the
future’s bright and TMC clients will never stop looking for more value and service. He cites the legal sector as an example of those traditionally associated with ‘white glove’ travel. “We’re seeing many more law firms want to get best practice in their travel policies. They do still want best level of service, but they want to have perspective of cost, and know what they could and should be doing. And they want that with fries, on a global level.” His optimism was borne out at the Busi-
ness Travel Awards in January, on winning Best Business Travel Management Company (£50 million-£200 million UK annual sales). “To win for three consecutive years is ex- ceptional. It’s is an amazing achievement for Chambers and tops off what has been an incredibly exciting 12 months for the company,” he says. “These awards are the Oscars of the travel industry.”
BBT MARCH/APRIL 2015 29
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