would be a hindrance. Similarly, a study by Carlson Wagonlit Travel found that 92 per cent of travel managers are expecting mobile technology to have a “positive impact” on traveller satisfaction, as well as boosting productivity. It’s just as well that buyers see the mobile revolution as being such a positive development – because business travellers seem to have an insatiable desire to use their devices to improve and enrich their experiences. According to BCD’s report, 97 per cent of all travellers take a mobile phone with them, while 87 per cent of business travellers “routinely interact” with multiple devices when planning trips, booking hotels and checking itineraries. The incentives for business travellers
in Europe to use their mobile devices on the road will rise even further as the European Commission first cuts the level of roaming charges that mobile firms can charge from April 2016, before abolishing them completely in June 2017. Craig Palmer, sales and consulting manager for Amadeus, says: “A lot of the barriers in place for using mobile are being removed. Data roaming charges will be disappearing in Europe. More corporates are also paying for data roaming, so from the traveller perspective it’s not going to be a barrier for them. They can also use wifi easily by going into a coffee shop. Connecting with travellers will be easier than it’s ever been.” There has been much talk in recent
years about the ‘consumerisation’ of busi- ness travel and this particularly applies to mobile services. The theory being that
The EC will have completely abolished roaming charges by June 2017
unless travel management suppliers start offering online platforms that can match the experience offered by leisure- orientated apps, then individual travel- lers will make their bookings outside the programme, which will increase leakage.
TOOLS OF THE TRADE Most travel management companies (TMCs) and technology specialists can now offer some form of app to their clients. But, so far, these services have been mostly confined to offering itinerary-based tools, which allow the traveller to view their trip details, use mobile airline check-in and receive airport gate or flight information. Evan Konwiser, digital traveller vice-
president at American Express Global Business Travel, says: “There are currently many great tools for communicating with and supporting travellers on the road that fulfil important needs, such as itinerary
management, and basic messaging.” But Konwiser admits that it is difficult for corporate travel apps to keep pace with consumer options. “Creating corporate travel apps is an inherently more complex process due to the data security, compli- ance and regulatory factors that impact the corporate side,” he says. “Where corporate travel may have the edge, however, is in our strong relationships with suppliers and the policy and preference data we hold.” TMCs and other suppliers are continu- ally improving the functionality of their apps, with new options being added, such as restaurant recommendations in the city they are staying in. Amadeus’s Palmer says: “We can allow them to explore additional services, such as looking for a café or somewhere to have lunch through using an external supplier. This can also be linked to flight times, so suggestions can be made for lunch or breakfast, depending on the time they arrive. “We are moving into booking by inte-
grating taxis and hotels, which will allow travellers to book services on the move. The aim is to create happy travellers.” Carlson Wagonlit says that it updates the CWT To Go itinerary app every ten to 12 weeks with new functionality. Director of product marketing, Dan Kelly, says: “The latest version has the ability for travel arrangers to have a version of the app to be able to see how their traveller’s journey is going – for example, if they are disrupted or there is a gate change, the travel arranger will also know and be able to take proactive steps, such as rearranging meeting timings.
Creating an integrated mobile policy
TRAVEL BUYERS CAN BE IN A STRONG POSITION to lead the process of implementing a mobile device policy, according to the Finnish Business Travel Association’s Sari Viljamaa. She says that buyers are “usually are very well connected within the company”, with existing relationships with key departments such as human resources, finance, procurement and IT, as well as senior management. “They have a vast
knowledge of what works and 64 JANUARY/FEBRUARY 2016
what doesn’t,” she says. “A good mobile policy helps travel management with duty-of-care: knowing where our people are, and being able to assist when needed. Ideally, the HR solution should be aligned with IT and mobile so that, for example, traveller contact information can be uploaded to profiles automatically.” BCD Travel suggests that buyers should ask some basic questions such as: how does the company currently use mobile? What type of devices
do travellers have, and how do they use mobile before, during and after trips?
Once these questions have been answered, the company should look at how mobile can help to achieve key strategic goals around issues such as traveller safety and security, savings and cost control, traveller satisfaction and CSR (corporate social responsibility). Mobile policy should specify when and how travellers should be sent targeted messages based on their
location, time zone and potential needs. BCD says it is also important to decide when to “push” information such as alerts to travellers – these messages are more likely to be read but there is a “risk of overload and resistance if you push too often”. Will Pinnell, BCD’s
vice-president of digital and product planning, adds: “Mobile finally offers you a chance to influence travellers on a global scale using a dedicated travel app.”
BUYINGBUSINESSTRAVEL.COM
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