THE GTMC COLUMN PAUL WAIT
PLAYING THE LONG GAME
Cutting travel as a knee-jerk reaction to global incidents is bad for business
U
nderstandably, in recent years, we’ve seen duty- of-care become an increasingly important factor for travel managers and their employees. Travel management companies (TMCs) have reacted
accordingly by offering comprehensive and robust services and procedures. However, I am concerned that the current security situation may start to be viewed as a reason to reduce or even cancel business travel. While employee safety should remain at the core of any business travel decisions, I question whether a ‘no travel policy’ is the best response? It comes back to the age-old debate around the value of a TMC. Now, more than ever, this needs reinforcing.
Enlightened businesses know that mismanaging how employees travel (or don’t, as the case may be) brings its own cost financially, and to the overall ‘health’ of the business in its broadest sense. TMCs are specialist operators in their fields and their ability to save businesses time and money is based on long-standing expertise and experience. While cutting travel may be the obvious choice when it comes to savings and efficiencies, particularly given recent events, it is key that as an industry we continue to reinforce the long-term impact of a knee-jerk and short-sighted reaction such as this. Travel security specialist Andy Blackwell, of Blackwell Security Consulting, reinforces that “travellers should be vigilant when away on business and that TMCs should have a solid response plan in place for each individual traveller. However, the risk should be managed sensibly as it is important that businesses don’t suspend travel completely.”
If simply thinking about cost savings, then in the long term putting a halt on travel will impact on the ability of a business to grow. TMCs are extremely prepared for any eventuality and will advise clients on the precautions that need to be taken before travelling. A heightened state of awareness and knowledge are key. Should a situation arise, TMCs will arrange a safe and speedy evacuation. We need to be sure to educate businesses on the
incredibly detailed protection that is in place as a result of using TMC services. While we must continue to monitor world events with a keen eye, business travel remains vital to growing business – and, therefore, can and should continue.
BUYINGBUSINESSTRAVEL.COM
Paul Wait is chief executive of the Guild of Travel Management Companies (
gtmc.org)
THE ACTE COLUMN CAROLINE ALLEN
DON’T SELL
Have the confidence to communicate the value you bring to your business
YOURSELF SHORT W
hat is the value of managed travel? This was a question posed at ACTE’s Amsterdam regional forum in April. Unsurprisingly, delegates cited the ability to support travellers’
safety and security. They added that the availability of data transparency leads to cost avoidance, cost control, savings and compliance. A managed programme offers the ability to know and understand your different stakeholder priorities and needs, which, in turn, enables you to communicate effectively, to be proactive and pre-emptive when problems or issues occur. Importantly, a programme also enables long-term decision-making which can drive change. The travel manager is involved in so many processes that they need to know the extent of what they do and how to articulate their value, and to ensure that is seen by the rest of the business.
A good travel manager can communicate effectively from the bottom to the top of their organisation to champion initiatives that can bring value to the business. If you are a buyer, read sales books. If you know how to sell, you know how to buy, and vice-versa. And if you don’t have the confidence to move from an operational focus to create a strategic long-term plan, you need to learn how to from your peers, because the industry is changing fast. If you are an informed travel executive, you will understand the complexity of the industry conversations that are taking place because you are keeping pace with change. You are reading trade publications, attending industry education events and sharing ideas with your peer group. Don’t stop, because if you stop learning and evolving, you will fall behind. It’s hard to squeeze the lemon for savings in a mature travel programme, so challenge your own thinking to increase traveller engagement. Embrace new initiatives. Ask your travellers what they need and how they want to be heard. You may find some surprising results. Hearing both Generation X and Generation Y travellers in an ACTE education session, I was more than a little surprised to hear they sometimes want to talk to the travel manager, in person, not through faceless technology, and they may even be prepared to pay for their own upgrades. Invest in your own advancement. Come to ACTE’s regional forums and global conferences in London, Europe and around the world.
BBT MAY/JUNE 2016 121
Caroline Allen is the regional director of the Association of Corporate Travel Executives (
acte.org)
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