COMMUNICATIONS


Rules of engagement


A clear, coherent communications strategy is a key element of successful business travel policy


By BETTY LOW W Corporate travel communication is


HILE THE LEADERS OF THE ‘REMAIN’ CAMPAIGN spend the summer reflecting on how a coherent com- munications strategy


might have delivered a different result, the rest of us would do well to take heed of the importance of a relevant travel communications strategy.


And that strategy can only be formu- lated once the objectives are clear. Com- munications programmes need to reflect company cultures and support corporate objectives. But some trends are more than just com-


pany-specific. One of the most surprising discoveries in researching this piece was that a shift is taking place in the market. Some travel programmes (see p62 and p64) are moving from straightforward traveller communications to a plan for traveller engagement. Communication is not just about imparting information but can be a potent tool for pulling people together.


54 BBT September/October 2016


about more than distributing a policy and ensuring that travellers know what to do in case of an incident. There’s the need to consider who – be it travellers, suppliers or internal stakeholders – each communica- tion is with.


In addition, various content by its nature


will have a different shelf life and be distrib- uted by different means. There is also the small matter of two-way communication. Communication is not only about sending information outwards. It’s also about creating an atmosphere and structure that makes people feel involved and encour- ages them to communicate back.


IDENTIFYING OUTCOMES Trevor Elswood is chief commercial officer at Capita Travel and Events. He believes the key to successful communication is to “understand the outcome you want”. Many companies have the same objectives – lower costs and higher traveller service and safety, to be achieved by following company travel


policy – but the methodology to achieve this can vary hugely. According to Elswood, “there is a new breed of procurement person who is more holistic and understands how travel enables an organisation. “Most organisations want best practice.


Travel management wants to work within a framework to bring an organisation value. Any communication that supports this is appropriate, but how do you do it?” Value for an organisation is beginning to be viewed in a much broader context than cost savings. Microsoft’s company culture, for example, has shifted significantly to one of employees taking more respon- sibility. Travel policy has been simplified and is less about a set of rules and more about guidelines. It also means that in- formation is not just sent outwards but positive steps have been taken to ensure travellers are genuinely engaged with the travel programme and that traveller well-being is addressed as much as the fare.


BUYINGBUSINESSTRAVEL.COM


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