the last couple of years we have seen more requests for proposal [RFPs] with greater contributions from the travel team.” Typical questions include asking about the quality of the data reporting and ability to interact with travel management companies (TMCs). “We are seeing this interest from multinational companies, especially when the incumbent is a three-party model [where the issuer and acquirer are one and the same, such as American Express] and they are looking to move to a four-party model.” One of the main reasons Chapman
believes travel managers are becom- ing more important is that they are well-equipped to work across different disciplines. They are almost taking on the role of project managers, and that is important because a card RFP usually signifies that more fundamental change is afoot. Chapman says that “75 per cent of companies looking to change their card programme are looking to broaden in other ways, such as introducing an expense management system”. It is an important reminder that al- though travel managers certainly need
“Someone not involved early on can try to shut down the process halfway through”
to work with all the other relevant stake- holders when it comes to card selection, those stakeholders, in turn, need to re- member the travel manager. “Companies where finance/treasury didn’t take travel into consideration end up being the ones where the card programme doesn’t work very well,” says Chapman. The same applies to everyone involved. The most important message, it appears, is the need to build consensus by consulting all relevant stakeholders – and to do it from the outset. “Someone not involved early on can try to shut down the process halfway through,” says Gillies. “You have to make sure you understand what ev- eryone’s goals are.”
5
TRAVEL MANAGER/ PROCUREMENT
• Data for supplier negotiations
• Data for tracking contracted spend
• Data for tracking policy compliance
• Data for identifying cost savings
• Integration with TMC and other service providers
In association with
6
TRAVELLERS
• Convenient way to pay, including high levels of acceptance and automated upload into expense reporting
• Safety through avoiding carrying large amounts of cash
• Access to instant cash • Ability to track spend online
• Card benefits – eg lounge access or reward points
7
HUMAN RESOURCES
• Convenient and reliable payment method for employees
• Consistent payment method
• Avoiding employees paying out of personal funds
• Encouragement of compliant spend
• Ability to track employees via their card spend
BBT CORPORATE CARDS SUPPLEMENT 2015 13
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