THE AVERAGE TMC


THE TOP 50 TMCS IN OUR 2017 SURVEY have combined business travel sales of £10.3 billion, up from £9.3 billion in 2016. This equates to an average of £207.3 million, up from £187.6 million last year. The average TMC handled 484,189 transactions, 32 per cent of which were online,


at an average value of £406.05, down 1.7 per cent on 2016. Note that figures do not add up to full sales figure because not all TMCs provide information. The average TMC employed 255 full-time equivalent staff.


NEW BUSINESS


EACH YEAR, WE ASK EACH TMC TO QUANTIFY ITS NEW BUSINESS signed for the past 12 months. The chart (below) looks at which TMC has grown the fastest in terms of total new business signed, as well as relative to total sales (the fast track). It is important to note that new business signed in a year may not start trading until the following year, so any comparisons should be made with caution. Corporate Travel Management (CTM) enjoyed a very buoyant year. Founder


and managing director Jamie Pherous said: “Our win and retention rates are at historically high levels, while our proven M&A strategy is providing strong returns.” CTM-owned Redfern Travel won a place on the government’s G-Cloud9 procurement framework during the year.


RANK TOTAL NEW BUSINESS WON FAST TRACK 1


2 3 4 5 6 7 8 9


10


Corporate Travel Management Clarity


Click Travel


Reed & Mackay Travel Travel Leaders Group Hillgate Travel Key Travel


The Appointment Group Business Travel Direct


Stewart Travel Click Travel


Horncastle Executive Travel Omega Business Travel Key Travel Fello


Corporate Travel Management Clarity


Diversity Travel


Travel and Transport Statesman Ian Allan Travel Note: Some TMCs do not supply their new business figure


BUYINGBUSINESSTRAVEL.COM


THE ANNUAL BBT RANKING OF 50 LEADING TMCs is compiled from information supplied from Britain’s TMCs during a two-month period in March and April each year. The information is gathered through a comprehensive questionnaire that we review each year for its relevance. The survey includes questions on financial performance and transactions, and we are very grateful to TMCs for providing the information that is vital for creating this ranking. Some TMCs are unwilling to supply


us answers to every question for this supplement, including the key financial statistics that we use to rank TMCs. A few years ago, we took the decision to include all of the major TMCs in this ranking, regardless of whether they supplied the necessary information. This means that for a small handful of


TMCs, we have to make estimates of certain key figures, notably the gross sales figure, rather like the compilers of The Sunday Times Rich List do. Where the figures are estimates, these are clearly marked. We make these estimates as rigorous


as possible. This involves looking at Companies House accounts, analysing air spend figures from IATA’s Billing and Settlement Plan and taking note of public statements about changes in client spend and turnover. We believe that the figures we use reflect the state of the market.


BBT May/June 2018 89


OUR METHODOLOGY


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