Egencia’s Lau Keng Lun says that choos- ing the appropriate nudge should not be left to gut instinct.
“What the big players of e-commerce, such as Amazon, know well is that rather than trying to guess how users will behave, they have to use science and a test-and- learn culture,” he says.
“The way Amazon does it is to use an A/B test where 50 per cent of users are given the suggestion of a new option and the other 50 per cent are not. They will run the test for a couple of weeks and the option that ‘wins’ [ie, increases the desired behaviour] is then rolled out to everyone.” Gamification is another way in which companies are seeking to alter traveller behaviour, by personally incentivising more compliant or preferred behaviour. Start-up corporate booking platforms
psychologists and data scientists – to the business travel sector. “By the time someone has reached the booking tool, they’ve already decided to book. So any influence is likely to be more restricted to how they buy. We’re taking it back several steps and challenging the demand and behaviours,” says Saggar.
The company has built Iris:comms, which includes video training and education modules, smart messaging that recognises, tracks and influences behaviours through to personalisation of the messaging, deliv- ery method, timing, frequency and tone. Its Iris:go app collates and tracks travellers’ travel and accommodation itineraries.
Tripactions and Rocketrip award travellers with part of any savings they make for their company and give it to them in the form of cash, vouchers or travel perks. Not everyone is convinced this form of nudge behaviour works in practice. Egencia’s Lau Keng Lun says: “Frequent business travellers are going to look at what the policy is and optimise to be just under that threshold and to maximise their personal comfort.” Positive reinforcement rather than gamification may be all that is required, says Amex’s Geall. “It worked when we were children and it works now,” he says. “Incentivis- ing employees with the perks of travelling within
yet that fear is often unfounded; it is the combination of people and technology rather than the replacement of one with the other that brings benefits. The global professional services organisation EY is reaping the benefits of people and technology working together in its travel function. EY has 250,000 employees globally and a good proportion of them travel on business. As a partnership, EY has
an influencing rather than a mandating culture: travel guidelines are issued on a global basis and individual countries are invited to adopt them or something more restrictive. In order to influence behaviour, EY’s travel, meetings & events team in the past relied on data reporting. In addition, they regularly hosted workshops with travel arrangers as well as holding quarterly business reviews with senior stakeholders to
discuss their business unit’s performance and opportunities to reduce travel costs. While reports, workshops
and review meetings can help shape behaviour, EY was interested in how automation could help influence individuals in advance of the trip taking place. The team developed methodology focused on creating mindset changes to see the advantages of innovation and automation, and this led to opportunities to deploy automation
through robotics or simple Excel macros. It was the start of the journey moving from manual processes to automation as well as creating a more positive approach to innovation and all its benefits among the entire team. Derek Caddie, EY’s
procurement innovation officer, says: “Within procurement, which includes travel, meetings and events, we recognise the benefit of making our processes more effective and efficient
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