Categories: Special ReportManaging Travel Programs

Success Story

Measuring your program’s effectiveness is a balancing act – and the traveler is the tipping point
For travel managers seeking the holy grail of measured success in their travel programs, the tough news is there is none. Everything can be measured but not all measurements matter. Success can be seen in the simple fact that an employee travels, achieves the stated corporate objective, returns home and nothing terrible happens. But in a data-driven world, success of a business trip is rarely that forgiving.

Global business travel spending is expected to hit more than $293 billion this year, according to the Global Business Travel Association, marking an increase of 3.8 percent. For corporations watching those numbers, the employees who are spending “other people’s money” on travel can easily contribute to a bottom line number that eats up a fifth to a third of the average corporate balance sheet. In fact, according to a survey by J.P. Morgan, for most companies T&E is the second largest operating expense on the balance sheet after payroll.

Until recently, keeping numbers in check was the hallmark of the successful travel program. Restrict spending opportunities, tightly manage transportation and lodging funnels, track expenses, and keep an eye on deliverables and ROI and voilà! Success! The comfort of the traveler? That was a bonus.

Managing Travel Programs


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