THE AVERAGE TMC
THE TOP 50 TMCs IN OUR 2016 SURVEY have combined business travel sales of £9.4 billion, up from £8.9 billion in 2015. This equates to an average of £187.6m, up from £178.1m last year. The average TMC handled 455,168 transactions, a third of which were online, at an
average value of £414.72. Note that figures do not add up to full sales totals because not all TMCs provide information. The average travel management company employed 252 full-time equivalent staff.
NEW BUSINESS
EACH YEAR, WE ASK OUR TMCs TO QUANTIFY THEIR NEW BUSINESS signed for the past 12 months. This chart looks at who has grown the fastest in terms of total new business signed, as well as relative to total sales (the fast track). It is important to note that new business signed, in a year may not start trading until the following year so any comparisons should be made with caution. (Note that some TMCs do not supply their new business figure.) Selective Travel Management, which appears in the leading 50 TMCs for the first
time this year, won several multimillion pound university contracts during the year, including the universities of York, Glasgow and Sunderland.
1 2 3 4 5 6 7 8 9
RANK TOTAL NEW BUSINESS WON Carlson Wagonlit Travel
Corporate Travel Management UK (including Redfern Travel)
FCM Click Travel
Portman Clarity Reed & Mackay
Selective Travel Management Inntel
10
Uniglobe Travel (British Isles) Hillgate Travel
BUYINGBUSINESSTRAVEL.COM FAST TRACK
Selective Travel Management Flightline Travel Management Inntel
Click Travel
Omega Business Travel Traveleads
Diversity Travel Ian Allan Travel
Corporate Travel Management UK (including Redfern Travel)
Key Travel
OUR
METHODOLOGY
THE ANNUAL BBT LEADING 50 TRAVEL MANAGEMENT COMPANIES SUPPLEMENT is compiled from information supplied from Britain’s TMCs during a two-month period in March and April each year. The information is gathered through a comprehensive questionnaire that we review each year for its relevance. The survey includes questions on financial performance and transactions and we are grateful to TMCs for providing the information that is vital for creating this ranking. Some TMCs are unwilling to supply
us answers to every question for this supplement, including the key financial statistics that we use to rank TMCs. Some years ago we took the decision to include all of the major TMCs in this ranking, regardless of whether they supplied the necessary information. This means that for a small handful of TMCs, we have to make estimates of certain key figures, notably the gross sales figure, rather like the compilers of the Sunday Times Rich List do. These are clearly marked. We make these estimates very
rigorous. This involves looking at Companies House accounts, analysing air spend figures from IATA’s Billing and Settlement Plan and taking note of public statements about changes in client spend and turnover. We believe that the figures we use reflect the state of the market.
BBT May/June 2017 71
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