The Conversation
don’t need to sub-brand it. The smaller client is not different; they need the same 24/7 support, programme management, rates etc. It’s not simpler. We bring everything available from the big business to the small business. It’s menu- based pricing fundamentally.” He points to CWT's SME-centric product, Connect Now, a friendly, leisure-look online service that can be set up in 24 hours, is powered by CWT's negotiated rates, has 24/7 emergency support and offers assistance in developing the travel programme. “SMEs want a very personal service, a named person, and different regularity of contact. Our business in Ireland is very much like this so we see the model there. SMEs can menu pick from whatever is required as their spend grows and the complexity grows,” explains Waller. CWT also prides itself on having the right account management, not that it's called that anymore at CWT. Five years ago their name changed to 'Programme Management'. “We saw the change with large clients, when the sales environment went from lunches to hard- nosed procurement,” says Waller. “Relationships are not enough any more,” he continues, “it’s partnerships.” Waller believes the recession and unprecedented events such as the ash cloud crisis earlier this year changed client relationships forever. The events not only re-stated the value a TMC can bring but also, he feels, widened the divide between the efficacy of large and smaller agencies. He predicts some consolidation at the smaller end. “You’ve got to have breadth of product, technology and people expertise and that’s tough for a small TMC. We have an offering unmatchable by any TMC,” he claims. “We do have this huge depth of skill available,” he adds, citing compliance to policy and profile management as two strengths. “Clients realise the value of that and it’s all part of driving savings for a client.” Waller sees the TMC's role
as not just managing the transaction but helping to manage the appropriate channels, such as video- conferencing. “Where we compete is our ability to drive savings and manage a programme; that’s where our USP is – and having the tech- nology and tools to support it.” He sympathises with travel managers having to maintain the squeeze on price, increase vigilance of security risks, manage more content and keep abreast of the speed of technology change. Technology is one area CWT is in the vanguard
of, helped by the might of a global parent company. Waller is visibly animated at the prospect of travellers receiving personalised itineraries on their BlackBerrys and synced into their diary. “But how you manage it is our
challenge as it’s all very disparate and they’re all doing it differently,” he says. “Our role is to develop a mobile policy and mandating certain apps. All that is coming very fast and we are developing that capability.” This December CWT will launch globally ‘on
the go’ itineraries through SMS texting in partnership with ConTgo, and the following month flight alerts and flight delay information on BlackBerry and iPhones through its partnership with World Mate. Alongside technology, M&E has grown considerably, spurred on by the convergence with transient spend. “It’s happening,” observes Waller, “but the pace is dictated by clients’ ability to get control.“ Rail travel is another area of growth and CWT
now claims to be the biggest provider of rail in the UK. The company has witnessed a similar push in its hotels business, and that now accounts for 25 per cent of all transactions. Room Select is its product offering, which has 100,000 GDS and non-GDS properties, much of the latter content used heavily by the company’s public sector clients. CWT's changing profile over the last few years certainly helps cast off the outdated image that big TMCs are merely processors of air spend only. “It does put us in a strong position. We are truly a one-stop-shop,” says Waller. “There is no question at all that we can offer better service than an HBA. We’re bigger than any HBA in terms of volume. “Fundamentally, the HBA model is flawed as
it’s commission-driven so that drives a decision based on who’s going to pay you the most,” he argues. “We collect commission and return it to the client then charge a small fee to the client, hence it’s driven by client needs.” Where next for CWT? “You can never stand
" My goal is unequivocal industry leadership. Not number one in size, but the best in every single thing we do"
still as the moment you get comfortable it grinds to a halt,” Waller explains. “I’m happy that we’ve made huge strides in the business, and I’m extremely happy about our MICE business and about how we’ve grown our role in the public sector. “My goal is unequivocal industry leadership. Not number one in size but the best in every single thing that we do. It’s about every individual in the business making incremental improvements.” Organic growth is on the horizon and Waller is optimistic
for trading in 2011. He predicts the impact of any double dip in the economy will be nothing like our 2009 experience. Moreover, he believes boardrooms will not change their level of focus on travel: “Why take your foot off those controls,” Waller asks. It’s difficult to get under the skin of this man but for as long as Waller is at CWT, one gets the distinct sense that he won't be taking his foot off the controls either.
ANDREW WALLER EXECUTIVE VICE PRESIDENT UK & IRELAND, CARLSON WAGONLIT TRAVEL
Andrew Waller joined CWT in 2005 as executive vice president UK. He later added the responsibility for Ireland to his role after leading the acquisition in 2008 of CWT’s Irish partner agency, Executive Travel. CWT’s UK and Ireland business has 1,200 employees operating across 33 locations, servicing over 600 clients that span all major industry sectors. Andrew has previously held senior manage- ment positions with blue-chip multi- nationals including Walt Disney, Norwegian Cruise Line, Hertz and British Airways. Immediately prior to joining CWT, Andrew was managing director responsible for fi ve leading race circuits, including Silverstone and Brands Hatch.
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