You travel managers have very challenging jobs. You also have two very stark career paths in front of you. Let’s start with where you’re at today:
You’re managing a complicated and ever-changing mix of problems. One hour it’s all about traveler service issues, the next it’s a rash of technology speed bumps, followed by constant demands for reporting cost savings.
You get sucked into endless supplier meetings, do your best to reconcile messy data points, and pray that the new travel policy proposal gets past the latest stakeholder review checkpoint – all while trying to stay on top of 200 e-mails a day. There’s more, but this makes the point.
A big tip of the hat, folks – you’re doing important work across a variety of disciplines, with many stakeholders ready and willing to critique your results. It’s a pretty unique job in many ways, and chances are good that you enjoy most of it.
But you need to ask what’s the future for a travel manager. What type of role will you hold in 3 years, 5 years, 10 years? Will ever-more automation and ever-better analytics put your current job to pasture? Continue reading
* Quantifying savings (36%), and measuring the traveler experience (16%)
* Working with travel technology tools, e.g. self-booking, expense reporting and data reporting tools (34%), and the airline category (20%)
* Deciding how to structure the analysis (22%), getting good data (20%) and proving cause and effect from the data (20%)
* Meeting the analytical demands of Senior Executives (28%), Procurement (26%) and Finance (24%)
This comes from my recent survey of 50 anonymous and self-proclaimed travel buyers – so take this as directionally interesting; not statistically significant.
It’s curious to me that this group is still struggling with Continue reading
A lot of folks in the travel industry don’t enjoy the numbers side of the business nearly as much as they do the people side. Fair enough, as the whole industry is built on the premise of building better interpersonal relationships.
But what is it about the analytical efforts that are really causing you the most pain?
Maybe if we understood those pain points better, our industry could do a better job of making the numbers side a bit easier on everyone.
If you are a travel buyer, please take 2 minutes to answer five quick questions here:
Travel Buyers: This Quarter’s Travel Data Pain Points?
The survey is anonymous, and meant to shed some directional light on the problems.
I’ll publish the results here and on LinkedIn.
Please share this as you see fit. Thank you!
It’s easy to be a Concur critic these days. But “these days” ain’t the same as “in the future”.
I attended Concur’s annual customer event, Fusion, this week. Let’s start with the negatives:
- Concur clearly knows their user base has been frustrated by poor SaaS lately. It’s a major sore point with customers, and a central issue for management. Will management make good on these promises? TBD.
- Concur is playing catch-up with KDS on making expense reports easier to write, and making the booking process easier to use. No signs this year of any breathtaking innovation.
- Understandable concerns about how the acquisition by SAP will affect Concur.
- TripLink, Concur’s key to closing the gap on unmanaged spend, is stuck in low gear. Lots of sales, very few proof points of it adding value – yet.
- Palpable angst from TMC execs about the future of their business models in the face of TripLink’s potential to enable off-channel bookings.
So if you’re not a fan of Concur, stop here, because the rest of the story is much brighter. Continue reading