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PSYCHOLOGY right thing Do the By LINDA FOX Driving compliance is less about throwing the


rulebook at employees and more about sending messages on the right channel, at the right time and even in the right place


M


ARK CUSHIERI, GLOBAL travel lead for UBS, says he thinks of himself as an in- ternal marketer. A big part


of the job for him and his team is to try and influence the company’s travellers to do the right thing when it comes to their travel decisions. He adds that one of the pillars of the


strategy is traveller engagement. It’s not easy getting 20,000 travellers to think about their travel in a smart way, but he believes that by streamlining policy, simplifying messages and targeting the right groups of people, it can work. Cushieri was on a panel at the Business


Travel Show in London in February addressing the issue of “nudge” or persuasion psychology. There is a growing understanding in the corporate travel world that, as the focus switches to the travel experience, engaging travellers in the why and how of travel policy is the best way to get them to make the right decisions. The idea of persuasion technology


telling us the number of people looking at this flight or that hotel or have just booked it, add a slight edginess to proceedings. In business travel, this will need to be turned on its head to succeed. Cushieri says UBS took a step back


about a year ago when it began to devise a strategy for how corporate travellers might travel smarter. It looked at how policy was communicated and how it could get closer to travellers. Instead of the surveys it previously sent out to bookers, travel managers and travellers, which only saw a small response, the company embarked on a user-friendly, thumbs-up or thumbs-down survey on each element of a trip as soon as travellers returned. A thumbs-down triggers an email to the relevant travel manager who


The result is improved engagement with


the travel programme. The travel teams also query off-channel spend. They ask why, but not in terms of a “stick” approach. “Nine out of ten times the travellers say


they did not know, and that’s our fault,” says Cushieri. “How we communicate has changed; the tone of voice has shifted and there’s far more empathy.”


“How we communicate has changed; the tone of voice has shifted and there’s far more empathy”


has been around for a couple of years in both leisure and corporate travel. But, it is this traveller centricity that is bringing the concept into the spotlight. What’s interesting is that in the leisure


travel space, persuasion technology feels akin to pressure selling. All those messages on airline and accommodation websites,


82 BBT May/June 2018


then contacts the traveller to find out what has gone wrong. “Some travellers are surprised when they


get a call,” says Cushieri. “It’s about trying to address the issue there and then. They are the travel experts, the ones consuming our programme and it’s treating our travellers like consumers.”


INSIGHT THROUGH DATA Capita Travel & Events is on a similar journey when it comes to engaging trav- ellers to make smart travel decisions. Just over a year ago it began to dig into the data it had on travellers – insight from travel and expenses, human resources and other openly available sources. The thinking was that travel policies and spend could not be tightened any more without negatively impacting the traveller. Chief commercial officer Trevor


Elswood, who joined Cushieri on the Business Travel Show panel, says that the data enabled the company to highlight communities or groups of travellers with particular issues and


from there Capita could begin formulating specific messaging to try and influence their behaviour. Elswood says that it’s not just about nudging travellers when they are on a trip but also before they travel. Capita used the Behavioural Insights


Team (a “social purpose” company owned by the Cabinet Office, employees and Nesta, the


BUYINGBUSINESSTRAVEL.COM


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