Objectives: Gain control of travel from an unmanaged environment with over 98% program adoption, assess current spending data and set savings benchmarks, provide enhanced dedicated support for travel to improve productivity and security including online tool launch, utilize control and data to secure preferred supplier benefits for air (hotel and car existed) to enhance savings targets and gain VIP benefits.
Challenges: Travelers felt they could do better on their own, centralized data and bench marking wasn’t easily available to confirm or deny the opportunity to save, data wasn’t easily available to provide to suppliers for preferred supplier agreement consideration, an incomplete and under-enforced travel policy opened the door for travel anarchy.
Key Actions and Results: Utilized back office data to secure spending benchmarks and set savings targets and strategies, developed preferred supplier strategy that secured discounts reducing the air budget by 3%, and valuable VIP benefits, rewrote and redeployed new policies and procedures for T&E with senior leadership mandate hitting 99% program adoption, reduced 1.5 million travel budget by $250,000, reduced average ticket price decreased from $591 to $459. Program in place since 1998.
Objectives: Convert rogue travelers to using the the managed travel program so that 99% program adoption was achieved, develop and launch multi-channel booking system (online and call in) that would attract all travelers to utilize the right policies and procedures within the systems to drive a ten percent savings and reach 70% online adoption by year two.
Challenges: Younger travelers avoided the existing travel system because they didn’t have access to online functionality, staff travel booked outside of the system was significantly higher on average, non staff travelers were not managed within the system and their costs were also higher, volume from staff and non staff was not being leveraged within the established preferred supplier agreements reducing their potential results.
Results: Implemented online booking tool which was fully customized with established policies and procedures, promoted new program that included online booking to achieve the goal of 70% online adoption in year two, created systems to leverage the online tool for non staff travelers paid for by the Association which drove non staff program adoption to 90% and non staff online adoption to 70%, gained executive buy in, preferred supplier agreements provided 25% better benefit results back to the organization, annual savings of $177,106 in combined airfares and fees, average fee per transaction was reduced by 30% by driving online adoption.
Objectives: Ramp up a complete travel program for a fast moving Presidential campaign that must comply with federal election committee regulations, implement the right logistics at the last minute into areas where capacity is limited, make sure the management of T&E is an example of the quality management the candidate is known for. Utilize managed travel to win the election, ensure the system can pre-pay all components of travel as volunteers do not have company cards.
Challenges: Campaign management team does not have a great deal of time to develop the systems and they want to outsource. Staff is mostly volunteers and change daily, there is no history or existing volumes with which to negotiate card and travel supplier programs, communication to travelers on policies and procedures is difficult, some campaigns have a history of leaving unpaid invoices to suppliers, plans change rapidly, missteps can cost elections and bad PR, and campaigns operate around the clock.
Key Actions and Results: Developed campaign specific travel policies and procedures from scratch, created preferred supplier programs for all travel components that reduced costs and facilitated pre-payment, airfare secured was 28% below the national average, the established payment system earned points that were used for a benefit of over $250,000, data collection and reporting systems were developed to ensure FEC compliance, pre-payment systems for all travel components was handled by MacNair allowing the campaign travel team to focus on policy compliance and change management, and service team stayed one step ahead of the campaign trail.
Objectives: Provide road warriors with expert travel booking and value engineering support for travel to challenging locations in the world (Afghanistan, Iraq, Indonesia, Yemen, Malaysia), ensure FAR and contractual compliance with every reservations along with an audit trail, develop a disruption management and risk mitigation program to ensure traveler safety, develop a preferred supplier program to earn benefits on travel paid for by the company, improve cash flow with enhancements and consistentcy that would streamline expense processing.
Challenges: Highly trained agents that can value engineer FAR compliant reservations to unique places in the world are difficult to find and screen, yet were the key to success. Not all TMCs have the required expertise and tools for this niche market and knowing who they are and what they offer takes research, cash flow management for this business sector is a key element to profitability. Travelers were trying to manage their safety and health while on the road with a risk to the company and internal contract managers did not have a way to monitor the travel costs being incurred by their travelers (staff and consultants).
Key Actions and Results: A highly experienced team of consultants were assigned that gained the confidence of the road warriors ensuring 98% program adoption. FAR compliance reporting was put into place to protect against any audits. An enhanced preferred supplier strategy delivered a high volume of free tickets that the customer used for unreimbursed travel that improved profits and the development of a project management reporting system broadcast to project heads helped keep costs well below national averages. A risk mitigation and disruption management system was put in place by the customer that included MacNair as well as an outsourced risk mitigation company. Here is a quote from one of the travel managers from this organization who ran into a situation where we had to enact the disruption management system:
MacNair received a phone call from one of our employees, who was calling in a panic from Libya. She works at the Embassy in Tripoli. The situation in Libya was quickly becoming untenable, and she was searching for a way out. Her neighborhood in Tripoli was subject to heavy gunfire at night, and it was evident she was frightened. To further complicate the situation, she was trying to also evacuate her dog Zeus, a large German Sheppard that is known as the unofficial mascot of the Embassy. MacNair worked with us, through numerous late night and early morning phone calls and emails over the period of one week. Throughout all of the back and forth, changing and canceling of itineraries, bad cell phone connections and hastily written email communications, MacNair was the calm in the storm. Our employee ultimately made her way out of Libya via ferry chartered by the US Government, and MacNair arranged for her travel home from Malta with her dog. I feel like you went above and beyond the call of duty in how she handled this situation. You all provide us with unmatched service, and I am truly appreciative.”.
Objectives: Develop a travel program that could be easily used and managed by staff and consultants, the latter of which represented over 50% of frequent travelers. Change the role of a full time staff member that was making reservations on various public sites to a role that handled VIP travel and travel management activities. Ensure the new system operated 24/7 and expertly handled travel disruption management. Ensure that the travel automation was integrated with expense automation and payment systems. Develop a more secure and efficient system to pre pay travel arrangements. Develop preferred supplier agreements that could reduce unreimbursed travel costs. Reduce expense reporting to enhance cash flow.
Challenges: Managing the confidence of the employee whose role was going to change. Assessing the ROI of making the systemic change, selecting the right technologies to integrate travel with expense and back office account and procedures. Current payment systems could not scale to reach the desired results. The company was fast growing with many distractions and when the assigned employee was unavailable the service levels dropped.
Key Actions and Results: Shared objectives and requirements with online and expense tools so that the customers could be part of the technological plan. Developed and customized online travel with Concur (the selected provider). Leveraged the Sabre Traveler Security Suite and our after hours team to better support travelers. Developed a virtual card payment system for secure pre paid supplier payments. Helped the organization understand how the travel employees role could transition and deliver value. Utilized combined data to establish a preferred supplier program that leveraged benefits and improved profits.
Objectives: Develop first time travel program for growing international law firm wanting high online adoption and superior VIP care. Leverage the company travel volume to secure earned benefits from suppliers that reduce administrative costs. Collect customer codes to speed reimbursement times.
Challenges: The partners were independent and their habits are hard to change. No preferred program in place and many in the organization had a bad impression about what Travel Agencies can provide and what a managed travel can do for them and their organization. A large volume of unused non refundable tickets wasted funds and were hard to gather and quantify.
Key Actions and Results: Recommended an automated travel and expense program update so that the overall benefits of the program change would be more impactful and harder to dismiss. Updated travel policies and procedures and customized the tools with the stated requirements. Launched a series of meet and greet trainings to drive service and program adoption and developed a recorded webinar of the program launch to re-use and distribute to those not in attendance. Implemented a VIP traveler program for partners. Collected spending data and then used the data to select the right travel partners and programs and created broadcast reporting to help finance reconcile the company card and speed reimbursements. Ensured that travelers had automated and manual ways to be reminded of the unused non refundable tickets available to reduce travel costs.
Objectives: To manage travel for the organization’s speakers whom the Bureau had booked for events in a way that ensures the safe and comfortable arrival of their product to the event while keeping the buyer aware of arrival and departure information. Leverage the volume spent to secure a discount for travel that could be passed on to the Bureau’s customers. Take responsive and professional care of famous individuals who have some unique requirements.
Challenges: Disruptions could keep the speaker from attending the event and the Bureau from fulfilling its obligation. The event sponsors want value and the travel cost can be a barrier to value. Speakers are accustomed to receiving great service and any less may have them utilizing their own sources. Event organizers need to know when the traveler will arrive and depart along with any changes.
Key Actions and Results: Assigned the most seasoned and discreet consultants to the project who could provide multiple changeable airfare options for VIPs (one agent’s work ended up in a book written by one of the speakers as an example of great service). Customized communications systems were developed to keep the traveler and the event planner armed with data, a disruption management system was leveraged to avoid travel issues, and a cost reducing preferred supplier deal reduced the average ticket cost by 5%.
Objectives: Develop a first time travel program for a University who had a high volume of up front travel related to recruiting its initial staff. The program must accommodate travelers around the world, take advantage of any supplier opportunities possible for a first time organization, ensure that the recruit was comfortable so that they accepted the office by the university to take the new job, and evolve to handle on-going requirements.
Challenges: The University and its management team were new to the organization and travel and the program needed to be up and running in thirty days. Travel was required for thousands to a city where a an internationally renowned holiday was being celebrated. Selecting and integrating the TMC partners around the globe quickly. No history or credit record.
Key Actions and Results: Payment system established despite little credit history. Negotiated preferred supplier agreement with two top carriers reducing fares by 10%. Handled group travel managing project specific requirements and contracts. Developed booking and approval processing utilizing automation. Integrated global TMC program and version 1.0 of the program was ready in thirty days. Integrated policies and reporting with other TMCs.