Any 21st century business is only as good as its technology. From the travel executive’s viewpoint, that argument can certainly be made for their choice of travel management company. It’s not just the travel manager but business travelers themselves who are relying on ready access to full-featured tech, so this should be a major factor in considering any TMC.

Fortunately for everyone along the value chain, TMCs are making strides in exploring ways new technologies can deliver exceptional traveler experiences and better program management for clients, and in bringing these technologies to market.

“The TMC space has historically been slow to innovate because of the complexities of our business,” says Evan Konwiser, VP digital traveler, American Express Global Business Travel. “So it’s incredibly exciting to see all of this new technology arising in the space.”

Developments such as mobile booking have been around for a long time in the B2C space, but real adoption is happening in the B2B world as well, says Fahim Khan, product development director for Reed & Mackay. “It’s not just about making the booking on the go; it’s about the connectivity of the whole travel experience,” he says. “For instance, when one of our agents improves seating or checks a traveler in online, the traveler receives a push notification to keep them informed.”

Demand for technology and the rich data it provides is growing quite rapidly, notes Gabe Rizzi, president of Travel Leaders Corporate. “We’re seeing a voracious appetite for automating the delivery of data and insights from our customers as it relates to their business travel programs,” he says.  

Similarly, mobile solutions are of paramount importance to business travelers, and the TMC world has been responding in kind, Rizzi says. “Nowadays it’s de rigueur for any piece of technology used by corporate travelers to work just as well on a mobile device as it does on a laptop or desktop,” he says. “Mobile truly is everywhere.”

Of particular interest to travel managers, according to Konwiser, is the growing attention being given to the potential of emerging technologies such as artificial intelligence to build efficiencies and bring personalization to many traveler booking and service touchpoints. Blockchain’s potential to use distributed ledgers to bring even greater security and privacy of travel data is also something to follow. And looking ahead to the next 10 years, he points to Hyperloop as “an epic disruptor” that will likely change how we physically get around.

“In the short term, what’s most interesting in the tech space is the accelerated speed by which data can be processed,” Konwiser says. “Similarly, given consumer expectations for personalization, the entire business travel industry is actively investigating how to use data to personalize and power better experiences.”­

At the same time, the information made available by these enhancements is expanding overall management capabilities, according to Andrew Jordan, chief product and technology officer for Carlson Wagonlit Travel.  

“Data is now being used in a far more sophisticated way, to take not just a retrospective view of program performance, but to model future state scenarios around policy and travel program design,” he says. “Beyond this, data can be used to determine the value or return on the investment in travel, shifting the dialog from purely one of controlling cost to one of business performance.”

Another trend is an increased focus on traveler safety. “We’re seeing more of a focus on duty of care, with TMCs developing technologies to ensure that their clients are fulfilling the duty of care required towards their travelers,” Rizzi says.

Considering With Care
Choosing a TMC is no small matter. During the selection process, any number of factors might be on the table. Of course cost may be high on the list, but plenty of other questions deserve a close look.

“Travel managers should feel empowered to ask detailed questions about how a TMC’s platforms and products work,” Konwiser says. “For example, how do they provide enriched and consolidated data and content?” He notes that customers of American Express GBT are briefed on how its core product suite allows building technology to better personalize traveler experiences and simultaneously encourage policy compliance.

Rizzi says that in considering a travel management company, the most important question companies should pose is whether the TMC really took the time to learn about their business goals and challenges, not just their travel needs.

“We find most companies are looking for a trusted guide and partner,” he says. “So while fees and charges are important, what’s even more crucial is that the TMC is spending the time with different departments and taking that feedback to create a program that hits on all of the salient points of concern.”

It’s also wise to evaluate the reach and depth of the potential TMC’s buying power and its relationships with suppliers, Rizzi notes. He says that when you’ve empowered a TMC to act on your behalf, its negotiating power will have a major impact on your travel budget and traveler satisfaction.

Khan advises looking to partner with a TMC where service and technology come together, keeping in mind that business travelers now expect a first-class consumer experience wherever they are, whenever they need it and on the platform of their choice. “They are time-poor individuals working in pressurized environments,” he says. “So if your TMC can deliver a connected approach it leads to an optimized traveler experience and program compliance.”

As technology and data are more deeply integrated into the managed travel experience, Konwiser points out that travel managers are simultaneously responsible for promoting employee satisfaction and security. “If traveler and business expectations are not met, the wear and tear of traveling can reduce productivity, lead to burnout and wasted resources,” he says.

For travel managers, this means paying very close attention to the user experience side of the tech solutions they offer, gathering traveler feedback and delivering an experience that’s in line with traveler needs and wants.

“Travel managers should ask their TMC how they can support meeting these needs through technology. Or if they’re considering bringing on a TMC, ask how they can deliver on this,” Konwiser says. This necessitates asking questions such as where are they going with technology and how do they plan to get there? Are they investing on a global scale with a solution that truly delivers reach?

Further, does it meet the demands of a truly global travel program or is it one that is geographically limited? “Most companies that ask about global are really regional in their footprint,” Rizzi says. “Understanding the difference between a regional program of four countries versus a global program of eighty is very different.” He notes that being able to pull all the travel data together to provide a single view, as opposed to a patchwork of reports and currencies, is critically important when considering a partner.

Jordon advocates a focus on maximum use of data. “From a technology perspective, it’s important that any TMC can demonstrate a progressive and sophisticated approach to using data with demonstrable investment and commitment at board level that data is key to future growth.

He also strongly advises considering how a TMC has evolved its thinking around customer experience.  Service delivery that is seamless and ubiquitous across all access channels, both on and offline, is both more efficient and easier to use than disconnected point solutions offered on mobile, desktop and contact centers.

Another important factor that plays into the TMC decision process is the management philosophy of the travel program, whether it is highly managed or more lightly managed. Both approaches require sophisticated technology, but in different forms, according to Rizzi.

Highly managed programs, he says, need significant human touch, as well as technology designed to bring together a wide stream of data, from travel spend to traveler behavior to policy compliance. A more lightly managed program, on the other hand, requires intuitive technology that can “run itself” with a minimal amount of interference.

Recognizing the role the TMC’s technology can play in assuring traveler safety and well being is also a major consideration. “Whether a company is sending their travelers to Riyadh or Richmond, Tijuana or Topeka, they have a duty of care,” Rizzi explains. “They need to know where their employees are, be able to offer help, and above all, make sure they return home safely.”

In most cases, this is fairly straightforward, he notes. The vast majority of destinations business traveler go to are very safe, and a TMC provides a safety net in the event the unexpected happens.

The difference comes when a company’s business requires its employees to be sent to high risk areas. “That’s where a TMC’s guidance is necessary, and their technology essential,” Rizzi says. “In these cases, a travel manager looking to work with a TMC needs to look closely at the technology they offer to keep travelers safe. This means holding them, and the technology they provide for duty of care, to the highest standards.”

Avoiding Missteps
Konwiser notes that given the degree of testing and learning involved with new technology, travel managers should view starting with a TMC as an opportunity to learn what works best for them, rather than a breeding ground for mistakes.

“However, travel managers should hold their TMC accountable to responding to and contextualizing the technology trends affecting the industry,” he says. Questions might include: How are they evolving? What is their strategy? Are they owning their technology or are they just relying on a hodgepodge of technologies?

As an example, he points to the TMC practice of re-shopping technology to drive savings on airline price fluctuations. A different approach taken by his company has been to partner with Yapta, a leading technology firm for re-shopping, and build a differentiated re-shopping offering via its Air Reshop Expert tool with automation to further drive savings, using data from the GBT product suite.

Advances in areas such as AI should be examined carefully as well. “We know that the proliferation of artificial intelligence has caused a lot of questions and speculation about where it can take us in business travel,” Konwiser says. “While very promising, it’s important to avoid bringing on ‘bots for bots’ sake’ – or any technology for that matter.”

He cautions travel managers to beware of TMCs touting buzzwords to prove they’re cutting edge. “The benefit of artificial intelligence is recognizing that each traveler is different and has varying preferences for how they want to communicate,” Konwiser says. “It’s the TMC’s role to take ownership and invest in the right technology that enables travelers to access the services and applications they require through all channels, while ensuring a secure and seamless experience.”

Khan advises an analytical approach. “Look at the way in which your people work and be very clear on how you want the technology to help them,” he says. “There are a lot of technology players out there – the trick is finding a solution that really works for your business.” He notes that his company’s app, R&M/Mobile, enables travelers and arrangers to manage travel on the go and share options quickly and easily with each other. “This was key for our client base,” Khan says.

As each factor is carefully evaluated, Rizzi says, business travel executives should keep in mind that technology should always exist to serve their needs.  “It can be easy to be ‘wowed’ by a TMC’s innovative technology offerings, and there is nothing wrong with that,” he cautions. “Just make sure that the travel technology is easy for you to understand, simple for your travelers to use, and offers a solution to a need.”