As Millennial workers—loosely defined as 21 to 30 years old—continue to enter the workplace, traditional management is struggling to figure out how this new generation fits into the workforce and what accommodations need to be made for them.

In February, AirPlus brought those questions to nearly 100 corporate travel managers, drilling down to assess how Millennial travelers compare to other generations in the workforce when it comes to travel policy compliance and how corporate travel managers are responding to these young employees.

The majority of corporate travel manager respondents—56 percent—have not looked at compliance rates by age. Surprisingly, those who have looked at the data report conflicting results: 11 percent say they have data that compliance rates are the same among differing age groups while 5 percent say they have data that Millennials are more compliant
and 4 percent say they have data that Millennials are less compliant. A similar split is seen among those who have not done hard research: 11 percent suspect Millennials are more compliant and 12 percent suspect Millennials are less compliant.

While such results might lead a corporate travel manager to believe there are not substantive differences between Millennial compliance and that of other travelers, another recent study shows travel managers might be better served by exploring this area more in depth within their own companies.

When Business Travel News surveyed 502 U.S. business travelers for its study “Connecting With Managed Travelers,” the self-reported results from the business travelers showed more of a disconnect than corporate travel managers might have supposed. When asked about 2010 transactions that complied with company preferred vendor and booking channel policies, 43 percent of those under 35 reported compliance with hotels compared to 76 percent for those over 55 and 61 percent in the 35 to 54 year-old age group (an 18 percent difference).

Hotels were not an anomaly. Similar results were seen in all categories of spend in the survey, including airlines, car rental, corporate card, booking channel and expense reporting tool (see BTN‘s “Connecting with Managed Travelers,” page 8, for exact numbers). Despite such variances, nearly two-thirds of the respondents to the AirPlus survey (62 percent) noted that they have not taken any action to specifically address the needs of Millennial travelers. Of those who have taken action, 7 percent have added approved booking channels, 8 percent have added or changed other preferred suppliers, 11 percent have added or changed technology policy, 16 percent have added mobile apps, 17 percent have added or changed communication to educate about the specifics of policy and procedure.

Although numerous articles, surveys and books in the past several years have called out the differences in the way Millennials process information and how they prefer to receive information, only 22 percent of the AirPlus respondents say they sometimes target communications to Millennial travelers and a negligible 1 percent always do. More than three-quarters of respondents (77 percent) say they never do.

As one of the core elements of a managed travel program, communication is key in explaining the details of corporate travel policy as well as in underscoring the importance of following policy. It‘s likely that the lack of communication specifically targeted to Millennials at least contributes to a theme seen in the open-ended responses to the question: “What is your biggest challenge in managing Millennial travelers?”
Among the responses were:

• “Trying to get them to utilize the tools approved. They like to explore and go out on their own.”
• “Getting them to read.” “Getting their attention. Our company  doesn’t  allow apps on the mobile devices sowe have to rely on intranet and email. The Millennials seem to view these as a waste of time.”
• “Educating them on preferred suppliers.”

Still, almost half the responses to that question indicated no difference seen in Millennials as compared to other travelers, although it‘s unclear if that‘s a result of effective policy and communication, or if responding travel managers were simply unaware of specific issues with Millennials. At minimum, it may be time to assess the presence of Millennials within the travel population to decide when and how to develop the right communications to drive compliance in this group.

Additional Resources

BTN Research Issue: Connecting With Managed Travelers (full report)
http://businesstravelnews.texterity.com/businesstravelnews/20111024/#pg1
The Expanding Roles of Millennials in the Workplace
http://www.forbes.com/sites/danschawbel/2011/12/13/the-expanding-roles-of-millennials-in-the-workplace/
The Millennials Check In
http://www.nytimes.com/2012/03/13/business/young-travelers-drive-changes-in-hotel-industry.html?_r=1&scp=1&sq=millennials&st=cse

Download the full survey results here:
TheWire_March 2012 (PDF)

Portugal is in the news – the business community is closely monitoring developments in this Iberian country. How does travel management react these days?

AirPlus: Looking at travel management, is there something very special in your market compared to travel management in other countries of the world?

Susana Luz (SL): Apart from the size of the travel management market – which is much smaller than other countries in Europe – there is no special difference. Studies indicate that travel managers in Portugal for instance took the same measures to react to the recent crisis, controlling costs by booking with more anticipation and choosing the less expensive options.

AirPlus: What are the main travel management trends and developments in Portugal?

SL: I would say that travel figures will grow mildly in 2011. The booking process tends to be more decentralized, giving more responsibility to the employee, and mobile technology will become more and more important due to the use of smart phones. Finally, in general the use of credit cards will increase.

AirPlus: How mature is TM in Portugal?

SL: When I visit customers, I can see every day that this topic is much more in the eyes of the top management of the companies. It accounts for significant costs, and so they feel that they should pay attention to it. How? Companies try to find a better administrative process, they analyze the figures and try to get better deals with their suppliers.

AirPlus: What do you consider to be the biggest opportunity and the biggest challenge for travel managers in your market?

SL: The costs of travel will continue to grow. So there definitely is an opportunity for travel managers to see their role within the organization become more important. Also with the internet, knowledge is much more easily accessible to travel managers, so they can be better prepared. The biggest challenge in my opinion would be the movements of the airline industry, that is airlines buying other airlines, and the introduction of ancillary fees. That makes it much more difficult to know the exact cost of the trip.

AirPlus: Is there an AirPlus U.S.P. or an advantage over the competition for AirPlus in Portugal?

SL: We do have competition, however none of the other companies is completely focused on business travel. Today AirPlus benefits from the special position of being the only payment solution capable of providing the data that is essential for companies to reconcile, like the cost center or the travel agency invoice in the statement. And, of course, the insurance solution.

Ancillary fee solutions, better mobile technologies, and data consolidation – these are the areas where travel buyers and suppliers see the need for more innovation in the managed travel space, according to a new survey released by AirPlus International.

Among 130 respondents – 79 percent travel buyers and 21 percent suppliers – fewer than 38 percent felt that the managed travel players were keeping pace with changes in the travel industry overall.  More than 46 percent felt the managed travel space has failed to bring effective products and services to market to address changing supplier strategies, traveler technology demands and pressure from company management to optimize travel programs.

Suppliers responding to the survey, expressed fewer concerns than buyers with the rate of managed travel innovation, but were still critical. Among suppliers, 50 percent said the industry was effectively keeping pace with changing needs, while 36 percent said no. Those numbers were ostensibly flipped for travel buyers: 34 percent said innovation was on track, while 48 percent wanted more.

To drive the innovations they want for the industry, travel managers must engage in the issues, continue to vocalize their needs and press suppliers to meet them with better solutions.

Click here for complete survey results: AirPlus_TheWire April 2011

Additional Resource:

Killer Apps & Mobile Menaces

Travel management companies, airline, car rental companies and hotels… these are the traditional supplier categories governed by the travel manager or the now common procurement professional that negotiates and signs preferred contracts for travel. Such contracts solidify agreements between a corporation and key suppliers based on the concept that both parties are entering into a beneficial relationship that consists of guaranteed volume for the supplier and discounted or value-added rates for the buyer.

A recent survey fielded by AirPlus International shows that among 100 responding travel buyers, negotiating preferred supplier contracts in traditional travel management categories – TMC, hotel, air and car rental – has saturated the corporate travel space. It also shows, however, that buyers approach contract terms differently per supplier category and that new spend categories are breaking into the managed travel market.

Among survey respondents, the hotel category showed the greatest saturation of preferred supplier contracts. A full 100 percent of respondents said their companies had such agreements in place. The hotel category also proved unique in that it is the only traditional travel category with which buyers primarily negotiate on an annual basis. Nearly 79 percent of survey respondents said that they engage their hotel partners in negotiations every year – a process that is clearly driven by the traditional “hotel sourcing season” that starts in July and often runs through January the following year.

Data is certainly at the heart of negotiating and maintaining preferred supplier relationships. Given the variety of supplier categories sourced, it is logical that companies are using multiple sources of data to create a full view of their travel spend. More than 81 percent of survey respondents use their TMC data for negotiations, while more than 75 percent rely on credit card data. There is clearly overlap in responses here, with more companies utilizing card data to corroborate and/or clarify the booked data provided by the TMC. Credit card data can also provide a window into emerging categories of managed travel spend, which are unlikely to be booked through the TMC.

Indeed, as companies expand managed travel to new spend categories, their sources of data may need to expand in tandem. For those who do not have card programs or automated expense tools in place, it may be time to take a hard look at the benefits of those sources of data to support negotiations with all suppliers.

To complimentary PDF of the report, please click here: AirPlus The Wire_March 2011

Additional Resources:

Beyond the Archetype

Sourcing Sophistication

RFP Revolution Overdue

When the eruption of Iceland’s Eyjafjallajokull volcano shut down European air space this past April, it stranded more than 10 million travelers across the globe. As travel management professionals know all too well, it was their company’s responsibility to provide reasonable accommodations during the crises for their business travelers, as well as a safe return home. While most companies worked hard to live up to this responsibility, doing so came at a cost, according to a recent online poll of travel buyers and suppliers conducted by AirPlus International.

With the advantage of hindsight, however, many companies are revising policy and process to reduce the impact of future transportation crises on their travel programs.
Eyjafjallajokull crippled the operations of European airlines, as well as intercontinental flights originating in countries from the United States to South Africa to Thailand. Nearly 100,000 flights were cancelled during the height of the crisis, costing airlines more than US$2 billion. As the volcano continued to choke up ash into May, pockets of additional cancellations and delays rippled through the European airways. The full impact of the eruption on the airlines has yet to be calculated – and the same is likely for the companies whose business meetings were cancelled or postponed.

More than 73 percent of the companies surveyed by AirPlus indicated their travelers or travel management program was affected in some way by the eruption. The majority of respondents indicated that extra travel expenses incurred by stranded business travelers had a significant impact on their travel programs. While additional costs may have been the most widespread concern, respondents revealed several others.

Communication is key during a crisis and, thanks to technology, most survey respondents (nearly 88 percent) cited adequate communications with grounded travelers. Cell phones proved essential to the effort, with 28 percent of survey respondents indicating they were the most effective method of communication. The company email address was the other essential tool, and with 70 percent business travelers now carrying smartphones, receipt of these messages was likely supported by this type of mobile device.

Still, nearly one-third of survey respondents indicated they wanted to make sure their communications plan during a crisis is more clearly defined and easier to execute. They will be revising their communications policies and procedures in response to the weaknesses in their travel programs.

Download the free PDF for full survey results.
AirPlus…The Wire July 2010 (PDF, 250 KB)

Additional Resources:

Air Industry Experts Discuss Volcanic Ash Lessons

Europe Easing Air Restrictions

The Days the Earth Stood Still

While Linked In users held steady at about 58 percent, use of Facebook increased among surveyed travel management pros by almost 25 percent over last year’s numbers. Use of Twitter, which was employed by 15.5 percent of survey respondents last year, ostensibly doubled its numbers in the 2010 survey. Corporate travel industry blogs were another big performer in year-over-year comparisons, with 20 percent of respondents indicating they participated in this format in 2010 compared to less than 13 percent who did so in 2009, an increase of 50 percent.

Overall, a higher percentage of survey respondents cited use of social networking sites this year. Just under 72 percent of respondents indicated they were using social media cites either personally or professionally last year. That number increased to 77 percent in the 2010 survey.

Survey respondents indicated that traveler use of social media sites for travel-related recommendations and/or services has also been on the rise since last year. Forty percent said that their travelers had increased use of social networks for travel-related research, while less than 5 percent thought that it had decreased.

As a new generation of business traveler enters the workplace with plugged-in lives and consumer-style expectations for enterprise technologies, managed travel programs would do well to explore the options now.

Download the free PDF for full survey results.

AirPlus…The Wire June 2010 (PDF, 250 KB)

Additional Resources:

5Q With Travel Manager Michelle De Costa

10 Top Travel Management Tactics for 2010 (webinar)

Reinventing the Water Cooler: Buyers and TMCs Exploring Social Networking

Is Tech Driving the Traveler-Centric Future? Managers Fear Loss of Control

You can download the complete study here. (Available in German only)

Richard Crum, AirPlus US President comments on the survey results, with a look at the good…the bad…and the outrageous.

Corporate travel  managers worldwide are feeling the pain of the economic slowdown.  Many travel managers are reassessing their travel program to account for this new equation, according to the Wire’s February survey of corporate travel managers. However, on the bright side, the uncertainty from Q4 2008 has resulted in new savings opportunities in Q1 2009.  Among those surveyed, nearly 84 percent have already implemented changes to their travel programs since Q4 2008 or are looking into the opportunities right now.

Other results show traveler compliance is also a strong focus, with more than 76 percent of the surveyed travel managers looking at stronger mandates. Policy adjustments that address new travel market realities are next  at just over 71 percent and preferred contract re-negotiation a strong third, with more than 64 percent of travel managers looking for additional savings as airline, hotel and ground transportation markets continue to shake out.

Indeed, market volatility contributed to a protracted contract season for corporate travel professionals. Many travel managers were slow to finalize agreements. Starwood Hotels reported in January that only 70 percent of corporate contracts were finalized at that time despite the fact that negotiations traditionally begin in early fall. Analysts encourage corporate travel managers to look at Q4 hotel activity as a basis for renegotiating contracts for 2009 or going after additional value-added benefits even if annual contracts have been finalized.

However, the airline industry was tagged as the market segment most difficult to pin down at over 61 percent.  While fuel costs and capacity threatened to raise ticket prices at an historic pace in 2009, dampened demand in both the business and leisure markets has countered these increases. Travel managers have also seen some relief though, with fuel surcharges, especially on transatlantic routes, starting to come down.   Most analysts now predict modest rate increases on most domestic routes in North America of 2 percent to 5 percent. Travel managers can look for rate increases of -1 percent to 4 percent on international routes originating in North America.

As travel budgets continue to undergo immense scrutiny and cuts, demand management initiatives and travel alternatives have become two more areas of significant focus in 2009.

Additional Resources:
Procurement.travel, January 29 News Brief
Smith Travel Research U.S. Regional Performance Recap ’08
Smith Travel Research Global Posts Year-End, Dec. ’08 Data
Advito 2009 Industry Forecast Update

Download:
Note: There is a file embedded within this post, please visit this post to download the file.AirPlus, The Wire, March 2009  

Video:
Richard Crum, AirPlus US President comments on the survey results (MP4, 8.27 MB)
See also Video-streaming

Survey Methodology- For this issue of The Wire…from AirPlus- AirPlus International in cooperation with ProMedia.travel surveyed 143 travel management professionals in North American and Europe from February 9-20, 2009.

According to the current AirPlus International Travel Management Study, important trends and scenarios are emerging that will shape the future jobs of travel managers.

1500 travel managers from Europe, the USA, Mexico, Brazil, South Africa as well as China, Singapore and Australia were interviewed for the study. In general, they expect a clear expansion of their tasks in the areas of procurement, advertised bidding and climate protection. Over half of those surveyed believe that their responsibilities will come to include yet other areas; another 20% assume that this will be at least partially the case. In addition, two out of three travel managers expect that they will also assume the role of event manager.

Financing and controlling will continue to be among the most important travel management tasks. Over 80% of those questioned expect that their travel budgets will increasingly be examined based on a branch-by-branch or international level. At least as many (67%) expect a distinct or at least partial (16%) increase in the significance of financing. This is hardly surprising given the fact that almost 60% of all travel managers must adapt to expectations that their companies will be confronted with rising expenses for business travel in the future. Only every tenth of those questioned believes that costs will decrease. Climbing expenses will probably most clearly affect companies in South Africa, the Asia-Pacific area and the USA. 70 to 80% of travel managers in these countries expect rising budgets.

Flights are considered to be the primary ‘price boosters’. Nearly two-thirds of those surveyed expect prices to rise (some even expect sharp rises). Another third assumes that expenses for flights will gradually settle down at current levels. Those questioned consider price booster number two to be hotels. Over half expect rising prices in this area, 40% expect them to remain the same and only 6% think prices will drop. In the expense segment ‘meetings and conventions’ and rental automobiles, some 30% of those surveyed anticipate their costs to rise in coming years.

Due to additional burdens on their budgets and added responsibilities, travel managers are also worried about the negative effects on their jobs. Even today, over 40% of travel managers feel clear pressure when they plan business travel; 60% can only devote a quarter of their work time to their actual responsibilities due to their additional tasks.

Read also: “The role of travel managers: All that glitters is not gold”.