1、June 2023The Life and Times of a Corporate Travel Manager:Travel Manager Reflections on Their Career and the Evolving RoleMade possible by:IntroductionThe COVID-19 pandemic underscored the vital role of the corporate travel manager.Travel managers played a criticaland visiblerole developing and comm
2、unicating policies that balanced employee health against business needs.This gave them an audience with company leaders and stakeholders who until that point only had a vague idea of what the travel program actually did.While company leaders and stakeholders gained newfound appreciation for travel m
3、anagers,there has been little examination or reflection about who travel managers are and how they themselves view their role.This study aims to fill this gap.This study examines(1)who travel managers are,(2)how they entered the field,and(3)how they feel about their role and responsibilities today.I
4、t is based on a survey of travel managers who are based in the United States,Canada,and Europe,and addresses a number ofquestions including:Compensation:How much compensation do travel managers earn?Do travel managers expect to receive a significant raise this year?Demographics:What percentage of tr
5、avel managers are women?What percentage are underrepresented racial or ethnic minorities?How did travel managers enter the field?How many have previously worked for travel suppliers?Career reflections:Are travel managers happy with their career?Would they recommend becoming a travel manager?Do they
6、find their work engaging?If they could go back in time,would they still become a travel manager or pursue a different path?How travel programs are structured and how this shapes the travel managers role:How many travel managers spend all of their time on travel-related issues and how many have addit
7、ional responsibilities beyond travel?Are travel managers“jack-of-all trades”who work on a variety of issuessuch as hotel RFPs,travel policy design,and implementing technology.Or,do they specialize in specific areas?The Life and Times of a Corporate Travel Manager2MethodologyOnline survey of U.S.,Can
8、ada,and Europe-based travel ManagersData collection from February 15 February 26,2023An email invitation was sent to 2,963 travel managers including current and former members of GBTAIn total,275 travel managers completed at least one question,for a response rate of 9.3%.Of these,263 qualified becau
9、se they are based in the States,Canada,or Europe,and are“involved in managing or procuring travel on behalf of their company.”Of those who responded,186 completed the entire survey.For a full breakdown of respondents by country,see p.73.Note:This survey included responses from the United Kingdom;the
10、se responses are grouped with other Europe responses throughout the report except the E.U.salary calculations on pages 15 and 16.3Travel manager compensation is not expected to keep pace with inflation.North American travel managers expect their median compensation to rise 3.5%while E.U.travel manag
11、ers expect their median compensation to rise 1.9%.These figures are below current rates of inflation.As a result,travel managers in both regions will will likely see their purchasing power decline.4Key HighlightsU.S.travel managers expect to earn median compensation of$117,500 this year.This would r
12、epresent an increase of 3.5%from last year.E.U.travel managers expect a lower pay raise than U.S.travel managers.These travel managers expect to earn median compensation of 70.000 this year which would represent a 1,9%increase from last year.Travel managers are overwhelmingly women.Three-quarters of
13、 travel managers are women(74%)including a similar number in North America(75%)and Europe(71%).Men appear overrepresented at large travel programs relative to their employment in the field while women appear overrepresented at small travel programs(see p.20).There is still opportunity to increase re
14、presentation of racial and ethnic minorities in the travel management profession.Only one in 10 travel managers(11%)identifies as an underrepresented racial or ethnic minority.This includes 14%in North America and 3%in Europe.Key Highlights(Cont.)Travel managers are generally happy with various aspe
15、cts of their careers.Overall satisfaction:Travel managers almost universally enjoy working in the field.Nine in 10(89%)“like”or“love”working in travel management.However,the share(31%)who“love”working in the field is considerably lower than the share(58%)who“like it.Work-life balance:In general,trav
16、el managers have decent work-life balance.While fewer than two in five(37%)say they have“great work-life balance,”a good number say they have“decent”(44%)work-life balance.Only one in five(19%)have“terrible”work-life balance(3%)or would like more work-life balance(16%).Engaging work:Virtually all tr
17、avel managers(96%)find“most”(75%)or“all”(21%)of their day-to-day responsibilities engaging.Only 4%find most of their responsibilities tedious,stressful,or boring.9 in 10 travel managers“like”(58%)or“love”(31%)working in the field.Four in five(81%)have“great”(47%)or“decent”(44%)work-life balance.5Hal
18、f of travel managers(49%)have prior experience working for a supplier or TMC.One-quarter(28%)have previously held a job in procurement that did not involve travel.6Key Highlights(Cont.)Travel managers have different backgrounds and enter the field in different ways.While different experiences are co
19、mmon,some are more common than others.Supplier experience:Almost half of current travel managers(49%)have prior experience working for a travel supplier(e.g.,airline or hotel)or TMC.Non-travel procurement:More than one-quarter of travel managers(28%)have previously held a job in procurement that did
20、 not involve travel.Finance/accounting experience:Almost one in five travel managers(17%)have previously held a job in finance/accounting that did not involve travel.However,there appears to be a strong recent trend where new travel managers are increasingly entering the field with prior procurement
21、 or accounting experience but without having worked in the travel industry on the supplier/TMC side(see p.32).Travel managers enjoy some responsibilities more than others.While travel managers generally find their work engaging(see previous page),they enjoy some responsibilities more than others.Whe
22、n asked to pick up to three responsibilities that they enjoy most,they commonly pick supplier negotiations(60%)and overseeing the relationship with their TMC(47%).They least commonly pick implementing sustainability-related practices/policies(13%)and risk management/traveler tracking(12%).Key Highli
23、ghts(Cont.)A decent number of travel managers are open to switching jobs.Almost half(47%)“definitely”(17%)or“probably”(29%)would consider leaving their job to work as a travel manager at a different company.One-quarter(26%)“definitely”(5%)or“probably”(21%)would consider switching to a new career out
24、side of travel.Most travel managers say senior leaders at their company value the travel program.Seven in 10 say senior leaders“mostly”(54%)or“fully”(15%)understand what the travel program does and view it as essential to their companys success.However,a fairly significant number of travel managers(
25、31%)still feel senior leaders at their company have limited understanding of what the travel program does and do not view it as essential to the companys success.Most travel managers have additional responsibilities beyond travel.These might include meetings management,finance,or non-travel procurem
26、ent.Only two in five travel managers(39%)spend all of their time on travel management or travel procurement.A larger number spend most of their time on travel management/travel procurement but also work in other areas(42%)or spend some time on travel management/procurement but most of their time on
27、other areas(19%).Three in five travel managers(61%)say they have additional responsibilities beyond travel.7On average,travel managers estimate their program has 4.8 staff who spend most of their time on travel-related issues.8Key Highlights(Cont.)Did travel programs emerge from the pandemic with le
28、aner staffs?Not necessarily.On average,travel managers estimate their program currently has 4.8 staff who spend most of their time on travel-related issues.This is largely unchanged from the pre-pandemic number(5.0).Travel programs are housed in different departments.Two in five travel managers(39%)
29、say their program is housed in the Procurement department.Almost one-fifth(18%)say it is housed in Finance/Accounting and a similar number(14%)say it is housed in Shared Services.Europe-based travel managers are more likely than their North American counterparts to say the travel program is housed i
30、n Procurement(45%vs.36%)or HR(24%vs.7%).Travel programs allocate responsibilities in different ways.Almost half of travel managers(47%)say most staff on their team are“jacks-of-all trades.”These people handle a variety of responsibilities.For instance,they might be responsible for conducting hotel R
31、FPs,overseeing their companys relationship with a TMC,and implementing technology.One-quarter(26%)say most staff on their team are specialists who spend most of their time on specific areas such as hotel RFPs.A decent number(18%)say their program has some specialists and other jacks-of-all-trades.Ho
32、wever,this varies depending on staff size.Key Highlights(Cont.)Global and multinational travel teams are structured in different ways.These can be classified as the following:Fully centralized:One global travel team(often based in a single location)manages travel all around the world.Almost two in f
33、ive travel managers(38%)who work for a global or multinational company says their travel program is structured this way.Centralized with regional staff:The travel program has a global/central staff that makes key decisions and is responsible for the programs strategic direction.However,it also has r
34、egional staff who are responsible for managing travel in specific regions or countries.More than one-third(35%)of global or multinational travel programs are structured this way.Decentralized:The travel program does not have a central/global staff.It has regional staff who focus on different countri
35、es or regions.These people might have significant autonomy and decisionmaking power within their region.In some respects,the company might essentially have a separate travel program in each region.Sixteen percent of global or multinational travel programs are structured this way.Global and multinati
36、onal travel teams are structured in different ways.9The Life and Times of a Corporate Travel Manager$0$20,000$40,000$60,000$80,000$100,000$120,000$140,000Expected2023compensation2022compensationU.S.Travel Manager Compensationmedians by yearMedian U.S.Travel Manager Compensation Is Expected to Rise 3
37、.5%to$117,500 in 2023U.S.-based travel managers expect to earn median compensation of$127,500 this year.This would represent a 3.5%increase from last year.One-quarter of U.S.travel managers(27%)expect to earn less than$100,000;almost half(45%)expect to earn$100,000 to$150,000;and more than one-quart
38、er(29%)expect to earn at least$150,000.11Q.Now,thinking back to 2022,please provide your total compensation in U.S.dollars(including your base salary and any bonus or cash compensation)BEFORE taxes(n=114).Note:earnings are rounded to the nearest$500;percentage change calculated using actualnot round
39、edfigures.$117,500$113,500+3.5%Q.Please provide your expected total compensation in 2023 in U.S.dollars(including base salary and any expected bonuses)BEFORE taxes.(n=114).3%7%17%45%20%9%Expected 2023 U.S.Travel Manager Compensation salary rangesLess than$50K$50K to less than$75K$75K to less than$10
40、0K$100K to less than$150K$150K to less than$200K$200K or moreU.S.travel managers expect to earn median compensation of$117,500 in 2023.This is up 3.5%from 2022.This median is a better indication of a“typical”respondents earnings than the average because it is not skewed by a fairly smallnumber of hi
41、gh earners.First-quartile compensation is$96,500.In other words,one-quarter of travel managers(25%)expect to earn less than this amount.Third-quartile compensation is$152,500.In other words,one-quarter of travel of travel managers(25%)expect to earn more than this amount.In addition,high-earners exp
42、ect a larger increase in compensation.Third-quartile compensation is expected to increase 8.0%from 2022 while first-quartile compensation will only increase 2.8%.12U.S.Travel Managers Expect Median Compensation of$117,500 in 2023U.S.Travel Manager Compensation2023 Expected Compensation%change2022 Co
43、mpensation1stQuartile$96,500+2.8%$94,000Median$117,500+3.5%$113,500Mean(Average)$127,500+4.4%$122,0003rdQuartile$152,500+8.0%$141,000Q.Now,thinking back to 2022,please provide your total compensation in U.S.dollars(including your base salary and any bonus or cash compensation)BEFORE taxes(n=114).Not
44、e:earnings are rounded to the nearest$500;percentage change calculated using actualnot roundedfigures.Q.Please provide your expected total compensation in 2023 in U.S.dollars(including base salary and any expected bonuses)BEFORE taxes.(n=114).In the U.S.,Travel Managers Appear to Earn More at Large
45、ProgramsTravel managers appear to earn more at large programs.U.S.-based travel managers who work at companies with at least$30 million in annual travel spend expect to earn$170,000 this year.*This is 48%more than the median compensation of travel managers at medium spend programs($10 million to les
46、s than$30 million).Travel managers at medium spend programs($10 million to less than$30 million)expect to earn 13%more than those at low spend programs(less than$10 million).*indicates small sample size for travel managers at companies with at least$30 million of annual travel spend13Q.Please provid
47、e your expected total compensation in 2023 in U.S.dollars(including base salary and any expected bonuses)BEFORE taxes.*indicates small sample size for companies with$30 million or more in annual travel spend(n30).$102,000$115,000$170,000 Less than$10 million(n=47)$10 million to less than$30million(n
48、=30)$30 million or more(n=29*)Expected 2023 U.S.Travel Manager Compensationmedians by 2022 annual company travel spend Compensation varies depending on experience.U.S.-based travel managers with at least 20 years of experience expect to earn$120,000 this year.This is 4.3%more than the median compens
49、ation of travel managers with 11 to 20 years of experience*,and 5.7%more than the median compensation of travel managers with 11-20 years of experience.*indicates small sample size for travel managers with 11-20 years of experience(n30)14Experienced Travel Managers Also Expect to Earn More$113,500$1
50、15,000$120,000 1-10 years(n=32)11-20 years(n=25*)More than 20 years(n=52)Expected 2023 U.S.Travel Manager Compensationmedians by 2022 annual company travel spend Q.Please provide your expected total compensation in 2023 in U.S.dollars(including base salary and any expected bonuses)BEFORE taxes.*indi
51、cates small sample size for companies travel managers with 11-20 years of experience(n30).0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000Expected 2023compensation2022compensationE.U.Travel Manager Compensationmedians by yearE.U.Travel Managers Expect a Lower Pay Increase Than U.S.Tr
52、avel ManagersCompensation was also determined for EU respondents.This includes those who are compensated in Euros,Swedish Krona,and Danish Krone.These respondents expect to earn median compensation of 70.000 this year.Note:The survey also received responses from travel managers who are compensated i
53、n British Pounds and Norwegian Krone but did not receive enough responses to calculate median compensation for these groups.15Q.Now,thinking back to 2022,please provide your total compensation(including your base salary and any bonus or cash compensation)BEFORE taxes.Please also indicate the currenc
54、y in which you are compensated.(n=28).Note:Small sample size for 2022 compensation(n30).Note:These figures are only for respondents who are compensated in EU currencies including Euros,Swedish Krona,Norwegian Krone,and Danish Krone.Respondents who are compensated in British pounds are excluded from
55、these calculations.Figures reported by respondents in Swedish Krona or Danish Krone were converted to Euros using exchange rates on this website.For 2023,the 22 March,2023 exchange rates were used.For 2022,average exchange rates for all 2022 dates were used.Note:Earnings are rounded to the nearest$5
56、00;percentage change calculated using actualnot roundedfigures.70.00068.500+1,9%Q.Please provide your expected total compensation in 2023(including base salary and any expected bonuses)BEFORE taxes.Please also indicate the currency in which you are compensated.(n=34).12%47%26%9%3%3%Expected 2023 E.U
57、.-Based Travel Manager Compensation salary rangesLess than 50.00050.000 to less than 75.00075.000 to less than 100.000100.000 to less than 150.000150.000 to less than 200.000200.000 or moreE.U.travel managers expect their median compensation will increase less than 2%this year.However,readers should
58、 exercise caution when interpreting this result due to a fairly low number of E.U.-only respondents.16E.U.Travel Managers Expect Median Compensation of 70.000 in 2023E.U.-Only Travel Manager Compensation2023 Expected Compensation%change2022 Compensation1stQuartile59.000+5,9%55.500Median70.000+1,9%68
59、.500Mean(Average)78.000+2,2%76.0003rdQuartile87.000+2,6%84.500Q.Now,thinking back to 2022,please provide your total compensation(including your base salary and any bonus or cash compensation)BEFORE taxes.Please also indicate the currency in which you are compensated.(n=28).Note:Small sample size for
60、 2022 compensation(n30).Note:These figures are only for respondents who are compensated in EU currencies including Euros,Swedish Krona,Norwegian Krone,and Danish Krone.Respondents who are compensated in British pounds are excluded from these calculations.Figures reported by respondents in Swedish Kr
61、ona Danish Krone were converted to Euros using exchange rates on this website.For 2023,the 22 March,2023 exchange rates were used.For 2022,average exchange rates for all 2022 dates were used.Note:Earnings are rounded to the nearest$500;percentage change calculated using actualnot roundedfigures.Q.Pl
62、ease provide your expected total compensation in 2023(including base salary and any expected bonuses)BEFORE taxes.Please also indicate the currency in which you are compensated.(n=34).Will travel manager compensation keep pace with inflation?Travel managers expect modest pay increases.However,these
63、increases are unlikely to keep pace with inflation.This means the actual standard of living experienced by travel managers could decline.Inflation bites in the U.S.:U.S.-based travel managers expect median compensation of$117,500 this year.This would represent an increase of 3.5%from last year.Howev
64、er,this increase is dwarfed by inflation.In February,2023,U.S.inflation rose 6.0%from the prior year,according to the U.S.Bureau of Labor Statistics.This means the cost of key goods and services is 6%higher than it was last February.Because compensation has not kept pace,U.S.travel managers have see
65、n their purchasing power decline.Inflation bites more in the Eurozone:While inflation bites in the U.S.,it bites even harder in Europe.In February,2023,inflation reached 8.5%in the Euro Area,according to Eurostat.As travel managers in the region contend with high inflation,they also expect more mode
66、st increases in compensation.E.U.respondentsincluding those who are compensated in Euros,Swedish Krona,or Danish Kroneexpect median compensation of 70,000 this year.This would represent a 1.9%increase from last year which is considerably below the 8.5%rate of inflation.As a result,these travel manag
67、ers will likely see a fairly substantial decline in purchasing power.Are travel managers unique?While travel managers see their purchasing power decline,they are not alone.The same misfortune has happened to the typicalworker.In December,U.S.wages and salaries increased 4.7%,according to the Bureau
68、of Labor Statistics.This is below the rate of U.S.inflation.In the third quarter last year,hourly labor costs rose 2.9%in the Euro Area,which is well below the rate of Eurozone inflation.Sources:U.S.Bureau of Labor Statistics,“Consumer Price Index up 0.4 percent over the month,6.0 percent over the y
69、ear,in February 2023.Washington,DC:U.S.Department of Transportation,20 March,2023.https:/www.bls.gov/opub/ted/2023/consumer-price-index-up-0-4-percent-over-the-month-6-0-percent-over-the-year-in-february-2023.htm#:text=SUBSCRIBE-,Consumer%20Price%20Index%20up%200.4%20percent%20over%20the%20month%2C%
70、206.0,the%20year%2C%20in%20February%202023&text=The%20Consumer%20Price%20Index%20for,0.1%20percent%20in%20December%202022.Eurostat,“Euro area annual inflation down to 8.5%.Luxembourg City,Luxembourg:European Commission.https:/ec.europa.eu/eurostat/documents/2995521/16138299/2-02032023-AP-EN.pdf/91fa
71、331d-8f61-adff-5e42-d92a64b6ee81#:text=Euro%20area%20annual%20inflation%20is,office%20of%20the%20European%20Union.uropean Commission,2 March,2023.3 Out of 4 Travel Managers Are WomenA large majority of corporate travel managers are women.Three-quarters of travel managers(74%)are women while one-quar
72、ter(24%)are men.18Q.By which gender do you identify?(n=186).24%74%0%2%By Which Gender Do You Identify?Male(he/him)Female(she/her)Non-binary(they/them)Prefer not to sayRegardless of region,travel managers are overwhelmingly women.More than seven in 10 North America(75%)and Europe-based(71%)travel man
73、agers are women.19Q.By which gender do you identify?Regardless of Region,Travel Managers Are Overwhelmingly WomenBy Which Gender Do You Identify?by regionFemale(she/her)75%Male(he/him)23%Female(she/her)71%Male(he/him)28%Prefer not to say2%Prefer not to say2%North America(n=128)Europe(n=58)Are Men Mo
74、re Likely to Work at Large Programs?20By Which Gender Do You Identify?by 2022 company travel spendWomen make up the majority of travel managers at all types of programs.However,men appear overrepresented at large programs relative to their employment in the field.While only one-quarter of all travel
75、 managers(24%)are men(see p.18),two out of five travel managers(39%)who work at large programswith travel spend of at least$30 million per yearare men.When it comes to small programs,men are less represented.Women make up more than eight out of 10 travel managers(84%)at small programs with spend of
76、less than$10 million per year.Men make up only 14%of travel managers at these programs.This could be a concern given that travel managers earn higher compensation at large programs(see p.13).Q.By which gender do you identify?Note:the survey included two additional response options that are not shown
77、 above.These are:Female(she/her)84%Male(he/him)14%Female(she/her)72%Male(he/him)26%Prefer not to say2%Prefer not to say3%Female(she/her)61%Male(he/him)39%Prefer not to say0%Less than$10 million(n=79)$10 million to less than$30 million(n=50)$30 million or more(n=49)A womens majority but a mans world?
78、A women majority:Three-quarters of travel managers(74%)are women.The share of women is fairly similar in North America(75%)including the United States(75%)and Europe(71%).A consistent share of women:Between 2001 and 2018,GBTA conducted an annual compensation survey of travel managers in the United S
79、tates.Since at least 2005,various iterations of the survey asked about gender.The share of women travel managers in the U.S.has remained consistent over time.2005:76%of respondents were women 2010:74%of respondents were women 2018:74%of respondents were women 2019:74%of respondents were women A mans
80、 world?While the share of women in the travel management profession has remained constant,there has also been a persistent gender pay gap.Male travel managers have reported higher compensation than their female counterparts.2005:Average compensation for men($106,504)was 33%higher than average compen
81、sation for women($80,089)2010:Average compensation for men($108,150)was 21%higher than average compensation for women($89,075)2018:Average compensation for men($110,000)was 10%higher than average compensation for women($100,000)2019:Average compensation for men($125,000)was 11%higher than average co
82、mpensation for women($112,000)The current picture:While the gender pay gap has seemingly narrowed,it is not clear if it has disappeared.The current GBTA-Cvent survey is unable to draw definite conclusions.While male respondents report higher compensation than female respondents,there is an insuffici
83、ent number of male respondents to be able draw definite conclusions.However,the fact that men tend to be overrepresented at high-travel spend companies(see previous page)and these companies might tend to pay more(see p.13)suggest a pay gap might still exist.This topic warrants further study.Sources:
84、NBTA Foundation,Travel Management Compensation and Benefits Survey 2005.Alexandria,VA:GBTA,2005.NBTA Foundation,2010 Travel Management Compensation and Benefits Survey.Alexandria,VA:GBTA,2010.GBTA,2018 Compensation and Benefits:A Survey of Buyers in the Business Travel Industry.Alexandria,VA:GBTA,20
85、18.GBTA,2019 Travel Buyer Compensation and Benefits Report.Alexandria,VA:GBTA,2020.There is still opportunity to increase representation of racial and ethnic minorities in the travel management profession.Only one in 10 travel managers(11%)is an underrepresented racial or ethnic minority.More than e
86、ight in 10(83%)are not and six percent prefer not to share.22Q.Are you an underrepresented racial or ethnic minority?1 in 10 Travel Managers Is an Underrepresented Minority11%of travel managers are an underrepresented racial or ethnic minority83%say they are not and 6%prefer not to shareFourteen Per
87、cent of North America-Based Travel Managers Are an Underrepresented Minority23Fourteen percent of North America-based travel managers are an underrepresented racial or ethnic minority compared to three percent of Europe-based travel managers.Q.Are you an underrepresented racial or ethnic minority?14
88、%79%7%3%91%5%YesNoPrefer not to sayAre You an Underrepresented Racial or Ethnic Minority?by regionNorth America(n=128)Europe(n=58)How does minority representation compare?Minority representation in travel management:Eleven percent of travel managers say they are an underrepresented racial or ethnic
89、minority.This includes 14%in North America and 13%in the United States.How does minority representation compare?In the United States,the Bureau of Labor Statistics publishes data about minority representation in various occupations.This data comes from the Current Population Survey(CPS),a monthly tr
90、acking survey of U.S.households.This data can be used to compare minority representation in travel management to similar or related professions.Onecaveat is that various occupations might be broadly defined.The BLS data might include professionals who work at different types of organizationsor perfo
91、rm different rolesthan those who are included in the GBTA-Cvent survey.Procurement:Is there less minority representation in travel management than other procurement roles?Almost one in five“purchasing managers”(19.9%)in the United States are African-American(11.5%)or Hispanic or Latino(8.4%),accordi
92、ng to BLS data.This is higher than the share of U.S.-based travel managers(13%)who identify as an underrepresented racial or ethnic minority in the GBTA-Cvent survey.Human resources:Almost one-quarter of U.S.-based“human resources managers”(23.6%)are African-American(12.0%)or Hispanic or Latino(11.6
93、%),according to the BLS.This is higher than the share of U.S.-based travel managers(13%)who identify as an underrepresented racial or ethnic minority in the GBTA-Cvent survey.Travel agents:More than one in five U.S.-based travel agents(21.6%)are African-American(14.7%)or Hispanic or Latino(6.9%),acc
94、ording to the BLS,which is higher than the share of U.S.-based travel managers(13%)who identify as an underrepresented racial or ethnic minority.U.S.Bureau of Labor Statistics,Employed persons by detailed occupation,sex,race,and Hispanic or Latino ethnicity.https:/www.bls.gov/cps/cpsaat11.htmGBTAs c
95、ommitmentOver the past few years,GBTA has redoubled its commitment to promote diversity,inclusion,and advancement in the travel industry.Diversity,Equity,and Inclusion Committee:In 2020,GBTA launched the Diversity,Equity,and Inclusion Committee.The DEI Committee is a permanent committee with 17 memb
96、ers.The Committee provides education and resources to promote diversity and inclusion.This year,the Committee published a whitepaper about Ageism in the travel industry.GBTA Foundation:Last year,GBTA revived the GBTA Foundation a 501(c)(3)non-profit with its own budget and Board of Directors.The Fou
97、ndation houses the Associations“people and planet”initiatives.The people-focused initiatives include:WINiT:WINiT(Women in Travel)promotes the advancement of women in the travel industry.WINiT provides educational programming such as webinars and education sessions at GBTA Convention.Every year,WINiT
98、 recognizes the“Top 50 Women in Travel”at the WINiT Gala in New York City.The WINiT 1:1 Mentoring Program cultivates the next generation of women travel leaders.It matches rising women travel professionals withestablished business travel leaders.GBTA Ladders:GBTA Ladders is a mentoring and networkin
99、g program that matches early career travel program“Mentees”with established“Mentors”in the industry.The program culminates with a group project presented at the annual Ladders Summit.For the project,groups work together to tackle issues facing the industry.DEI Incubator:The GBTA Foundations DEI Incu
100、bator program researches and facilitates discussion about the most pressing DEI-related issues facing the business travel industry.Based on these discoveries,the Incubator develops initiatives to tackle these issues.One recent example is the Incubators Accessibility Task Force.The Task Force aims to
101、 develop best practices for accessibility in business travel and travel management and partner across the industry to promote these practices.The Future of the Workforce initiative:The business travel industry faces a labor shortage coming out of the pandemic.The GBTA Foundations Future of the Workf
102、orce Initiative aims to recruit and cultivate the next generation of business travel talent.The initiative is currently conducting research about the labor shortage.It plans to“provide a platform for industry apprenticeships”that will equip new travel professionals with skills that the industry need
103、s.How do travel managers enter the field?In some cases,they spend their entire career as travel managers.More often,the path is circuitous.For instance,travel managers might begin working in procurement and eventually specialize in travel.Or,they begin on the supplier sideas a hotel salesperson or a
104、 TMC account representativeand leverage their experience or connections to move to the opposite side of the table.This scenario is fairly common.Half of travel managers(49%)have previously worked for a supplier or a TMC.More than one-quarter(28%)have previously held a job in procurement that did not
105、 involve travel.26Half of Travel Managers Have Previously Worked on the Supplier SideQ.In the past,have you?17%28%49%82%70%51%Held in a job infinance/accounting that did notinvolve travel(n=186)Held a job in procurement thatdid not involve travel(n=187)Worked for a travel supplier orTMC(i.e.,sales o
106、r account rep,TMC employee,travel agent)(n=186)In the Past,Have You.?YesNoNot sureRegardless of Region,Travel Managers Commonly Have Supplier Experience27Regardless of region,respondents commonly have professional experience outside of travel management.A similar number of North America(48%)and Euro
107、pe-based respondents(53%)have previously worked for a travel supplier or TMC.However,North America-based respondents are slightly more likely to have held a job in procurement that did not involve travel,or a job in finance/accounting that did not involve travel.48%30%20%53%25%12%Worked for a travel
108、 supplieror TMC(i.e.,sales oraccount rep,TMCemployee,travel agent)Held a job in procurementthat did not involve travelHeld in a job infinance/accounting that didnot involve travelIn the Past,Have You.?%”yes”by regionNorth America(n=128)Q.In the past,have you?Experienced travel managers are most like
109、ly to have previous travel experience.More than three-quarters of experienced travel managers(77%)with at least 20 years of experience in the field have previously worked for a travel supplier or TMC.This compares to only 16%of travel managers with 10 years of experience or less.By contrast,less exp
110、erienced travel managers are more likely to have non-travel procurement experience.Almost half of less experienced travel managerswith 1 to 10 years of experience in the fieldhave previously held a job in procurement that did not involve travel.This compares to only 12%of travel managers with 20 yea
111、rs of experience or more.These data points suggest a major shift in how travel managers enter the field(see page 32).28Q.In the past,have you?Has the Pathway to Travel Management Changed?16%47%33%46%34%15%77%12%7%Worked for a travel supplier orTMC(i.e.,sales or account rep,TMC employee,travel agent)
112、Held a job in procurement thatdid not involve travelHeld in a job infinance/accounting that did notinvolve travelIn the Past,Have You.?%”yes”by number of years of experience in travel management1-10 years(n=58)11-20 years(n=47)More than 20 years(n=81)Please Describe How You First Entered the Travel
113、Management Field29My former company went through a merger/acquisition and that meant letting people go.Travel was never considered a full time job so it was lumped with someone who had the time,I was that someone.I had worked for various TMCs and airlines before ending up in a procurement role.Just
114、as the role was about to be offshored a colleague spotted my LinkedIn profile and saw my travel experience and offered me this role as the current travel manager was leaving the company.Decades of previous service at airlines,ticket counters and ground handling-after shift work became unbearable,swi
115、tched to office hours and travel management as a logical consequence-translated from German using Google TranslateI grew up around travel and started as a travel booker,then I was promoted to Global Travel Operations Manager and then I moved to Global Travel MangerFrom being a secretary arranging tr
116、ips for colleaguesNote:only selected responses shownWorked myself up the ladder starting as a travel agentPlease Describe How You First Entered the Travel Management Field(Cont.)30My journey into travel was via the Procurement team where one of my categories was Travel.Due to my achievement,I was of
117、fered a role as EMEA Travel Manager and that is where I started on the road to all things travel.As a woman in the 1990s who liked to travel,it was one of the only areas in my manufacturing company that had a female leader.Worked at a hotel during college,then reservations and front desk management
118、after graduation,then moved to a high techcompany managing multiple areas eventually assigned travel too.Decades of previous service at airlines,ticket counters and ground handling-after shift work became unbearable,switched to office hours and travel management as a logical consequenceTranslated fr
119、om German using Google TranslateAs an executive assistant,I had to book flights for the executives and prepare travel accounts.Translated from German using Google TranslateStarted on the agency side,recruited for TM position by the account I was working on.Note:only selected responses shownVery firs
120、t experience was a co-op program for an agencyPlease Describe How You First Entered the Travel Management Field(Cont.)31By luck.Our company did not have a travel program and we were growing rapidly.Our CFO understood the need and approached me to lead and establish a program.Booked executive travel
121、in different role at company,moved to project mgmtcentered job,when company transitioned to online booking tool,I was on committee and took this position.After working in finance for 15 years I took a postgraduate qualification in HR as I wanted a more people role.The Company came up with a project
122、to manage travel(so elements of both Finance/cost controlling and HR/policy writing)and I was part of the core implementation team at first and then got the permanent role.I feel that the respect I have.Even given in my travel role is largely due to me being an accountant and having worked in Financ
123、e for many yearsFrom M&E role to BT role within the same companyCruise tour guide in a foreign country(when a shipped docked,we took them on tours of the city)I was in an executive assistance role and acting as a back up to our travel manager.After her departure,I covered her position for many month
124、s until ultimately applying and getting the positionNote:only selected responses shownA seismic shift in how travel managers enter the field There is no set path:Travel managers have varied backgrounds.Some began their career working in procurement outside of travel.Many cut their teeth on the suppl
125、ier or TMC side.Others began as secretaries or executive assistants.While there is no set path,some paths are more heavily tread than others.Outside experience:Most travel managers have prior experience outside of the field.A large majority(78%)have previously worked in at least one three areas outs
126、ide of travel management.These include(1)working for a travel supplier TMC(49%),(2)working in procurement outside of travel(28%),or(3)working in finance/accounting outside of travel(17%).North American(78%)and European travel managers(78%)are equally likely to have previously worked in at least one
127、of these three areas.Is the most common path changing?While different paths are common,the most common path is to enter travel management after working on the supplier slide.However,this might be changing.There appears to be a strong trend where travel managers are increasingly entering the field wi
128、th prior procurement or finance experience(instead of travel experience).The GBTA-Cvent survey asked respondents how many years they have spent in travel management.These responses were used to segment the data.Less experienced travel managers:For purposes of this report,less experienced travel mana
129、gers include those with 10 years of experience or fewer as travel managers.Almost half of these respondents(47%)have previously held a job in procurement that did not involve travel.One-third(33%)have previously held a job in finance/accounting that did not involve travel.Only 16%of these travel man
130、agers have previously worked for a travel supplier or TMC.More experienced travel managers:For purposes of this report,more experienced travel managers include those with more than 20 years of experience in the field.Only 12%of these travel managers have previously held a job in procurement that did
131、 not involve travel.Even fewer(7%)have previously held a job in finance/accounting that did not involve travel.A much larger number(77%)have previously worked for a travel supplier/TMC.A seismic shift:Taken together,these data points suggest a seismic shift in how travel managers enter the field.Two
132、 or three decades ago,most newly hired travel managers came from travel suppliers or TMCs.Over the past 10 years,most new travel managers appear to have entered the field with prior experience in procurement or accounting but without having previously worked in the travel industry on the supplier/TM
133、C side.Most respondents like working in travel management.Almost nine in 10(89%)like or love working in travel management.However,this includes fewer than one-third(31%)who love working in the field.33Most Travel Managers Like Their JobHow Would You Rate Your Career in Travel Management?31%58%10%0%0
134、%I love working in travel management:I am living my professional dream and I cant imagine doing anything elseI like working in travel management:I find my work interesting,engaging,and professionally rewarding but there are some drawbacksThere are pros and cons:There are some aspectsabout working in
135、 travelmanagement that I like andothers that I do not likeI tolerate it:There are a lotof drawbacks about workingin travel management but I can live with themI do not like it:I do not likeworking in travelmanagementQ.How would you rate your career in travel management?Note:This asks about your entir
136、e career as a travel manager/buyer and not only your current job.(n=194)North America and Europe-Based Travel Managers Report Similar Career Satisfaction34Regardless of region,career satisfaction is fairly similar.Nine in 10 North America-based travel managers(90%)like or love working in the field c
137、ompared to a similar number(88%)of Europe-based travel managers.32%58%10%0%0%30%58%12%0%0%I love working intravelmanagementI like working intravelmanagementThere are prosand consI tolerate itI do not like itHow Would You Rate Your Career in Travel Management?by regionNorth America(n=134)Europe(n=60)
138、Q.How would you rate your career in travel management?Note:This asks about your entire career as a travel manager/buyer and not only your current job.Would travel managers choose a different career path?If they could go back in time,two in five travel managers(41%)still would pursue a career in trav
139、el management.One in five(20%)would choose a different career path.However,a decent number(39%)are not sure.35Would Travel Managers Pursue a Different Career?Many Arent SureIf You Could Go Back in Time,Would You?41%Pursue a career in travel management20%Pursue different career path39%Not sureQ.If yo
140、u could go back in time(before you had an established career),would you?(n=193)If You Could Go Back in Time,Would You?41%Pursue a career in travel management20%Pursue different career path39%Not sureQ.If you could go back in time(before you had an established career),would you?(n=193)Are Europe-Base
141、d Travel Managers More Likely to Pursue the Same Career?36Europe-based travel managers appear more likely to say they would still pursue a career as travel managers.If they could go back in time,almost half of Europe-based respondents(46%)would still become travel managers,compared to fewer(39%)Nort
142、h America-based travel managers*.However,this does not necessarily mean that North American managers are more likely to regret their career choice.A similar number of North American(19%)and European travel managers(20%)would pursue a different career.A larger number of North American(42%)than Europe
143、an travel managers(34%)are not sure what career they would pursue.*Note:this difference is not statistically significant at the 95%confidence level39%19%42%46%20%34%Pursue a career in travelmanagementPursue a different careerpathNot sureIf You Could Go Back in Time,Would You?by regionNorth America(n
144、=134)Europe(n=59)Q.If you could go back in time(before you had an established career),would you?Travel managers give their career a negative net promoter score(NPS).A key goal of this study was to calculate a net promoter score for the travel management profession.This was based on a question where
145、respondents were asked if they would recommend pursuing a career in travel management on an 11-point scale.Their responses were grouped into three categories.If they rated their likelihood to recommend a 9 or a 10(extremely likely),they were classified as“promoters.”If they rated their likelihood to
146、 recommend as a 7 or an 8(moderately likely),they were classified as“passives.”If they rated their likelihood to recommend a 0 through a 6,they were classified as“detractors.”The NPS is calculated by subtracting the percentage of detractors from the percentage of promoters(ignoring the passives).So,
147、to calculate the overall NPS,21%was subtracted from 30%to obtain an NPS of-9.However,this does not mean travel managers are unhappy with their career.The calculation ignores a large number of“passives”who rate their likelihood to recommend a 7 or an 8 on the 11-point scale.37Travel Managers Give The
148、ir Career a Negative Net Promoter Score(NPS)29%31%30%54%47%49%17%22%21%Europe-basedtravel managers(n=59)North America-based travelmanagers(n=134)Overall(n=193)Likelihood to Recommend Becoming a Travel Manager0-6(Detractors)7-8(Passives)9-10(Promoters)Net Promoter Score(NPS)for the ProfessionOverall-
149、9North America-9Europe-12Q.:How likely are you to recommend pursuing a career in travel management to someone who is starting their career or considering changing careers?Most Travel Managers Have Good Work-Life Balance38Thinking About Your Current Role as a Travel Manager/Buyer,Would You Say?I have
150、 great work-life balance:I work reasonable hours and I can typically take vacation/personal time when I want toI have decent work life balance:I typically work reasonable hours but sometimes work longer than I want to;I typically can take vacation/personal timeI would like more work-life balance:I o
151、ften work longer hours than I would like to;or I sometimes cannot take vacation/personal timebecause I am too busyI have terrible work-life balance:I almost always work longer hours than I want to or cannot takevacation/personal timebecause I am too busyQ.Thinking about your current role as a travel
152、 manager/buyer,would you say?(n=190)Regardless of Region,Travel Managers Are Happy With Work-Life Balance39Regardless of region,travel managers are happy with their work-life balance.Four in five North America-based travel managers(80%)say they have great or decent work-life balance.A slightly highe
153、r number of Europe-based travel managers(85%)say the same.37%43%17%4%39%46%14%2%I have great work-lifebalanceI have decent work-life balanceI would like morework-life balanceI have terrible work-life balanceThinking About Your Current Role as a Travel Manager/Buyer,Would You Say?by regionNorth Ameri
154、ca(n=131)Europe(n=59)Q.Thinking about your current role as a travel manager/buyer,would you say?Travel managers generally enjoy their most of their day-to-day work.While only one-fifth(21%)find all of their day-to-day responsibilities engaging,a large number(75%)find most of their responsibilities e
155、ngaging.40Most Travel Managers Say Their Work Is EngagingQ.Thinking about your role as a travel manager/buyer,would you say?(n=190)Thinking About Your Role as a Travel Manager/Buyer,Would You Say?4%0%I find most of my day-to-dayresponsibilities tedious,stressful,or boring but some are engagingI find
156、 all of my day-to-dayresponsibilities tedious,stressful,or boring21%75%I find all of my day-to-dayresponsibilities engagingI find most of my day-to-dayresponsibilities engaging but some are tedious,stressful,or boringRegardless of Region,Most Travel Managers Find Their Work Engaging41Regardless of r
157、egion,most travel managers say their day-to-day work is engaging.However,Europe-based travel managers(29%)might be slightly more likely than North America-based travel managers(18%)to find all of their day-to-day responsibilities engaging.18%79%4%0%29%68%3%0%I find all of my day-to-dayresponsibiliti
158、es engagingI find most of my day-to-day responsibilities engaging but some are tedious,stressful,or boringI find most of my day-to-day responsibilities tedious,stressful,or boring but some are engagingI find all of my day-to-dayresponsibilities tedious,stressful,or boringThinking About Your Current
159、Role as a Travel Manager/Buyer,Would You Say?by regionNorth America(n=131)Europe(n=59)Q.Thinking about your role as a travel manager/buyer,would you say?The life and times of a corporate travel managerFour years ago,the toy company Lego released a study about the career aspirations of children.The s
160、tudy was based on a survey of children and parents in the United States,United Kingdom,and China.According to the study,the most common career aspirationheld by almost one-third of children in the three countriesis to become a professional vlogger/YouTuber when they grow up.Other common“dream”career
161、s include a teacher,professional athlete,musician,and astronaut.In the three countries surveyed,corporate travel manager was not among the top five careers to which children most often aspired.Nonetheless,when children grow up and actually become travel managers,they are generally happy with various
162、 aspects of their career.Overall satisfaction:Travel managers almost universally enjoy working in the field.Nine in 10(89%)“like”or“love”working in travel management.However,the share(31%)who“love”working in the field is considerably lower than the share(58%)who“like it.Work-life balance:In general,
163、travel managers report decent work-life balance.While fewer than two in five(37%)say they have“great work-life balance,”a good number say they have“decent”(44%)work-life balance.Only one in five(19%)have“terrible”work-life balance(3%)or would like more work-life balance(16%).Engaging work:Virtually
164、all travel managers(96%)find“most”(75%)or“all”(21%)of their day-to-day responsibilities engaging.Only 4%find most of their responsibilities tedious,stressful,or boring.However,there are two data points that undercut this narrative:Career choice:Only two in five travel managers(41%)say if they could
165、go back in time,they would still pursue a career in travel management.However,this does not mean they regret their career choice.Only one in five(20%)travel managers would pursue a different career.A larger number(39%)are not sure if they would still become a travel manager,or pursue a different car
166、eer.This might simply reflect human nature.Humans have a tendency to yearn for more.Even though travel managers enjoy their careers,some perhaps cannot help but wonder if they could have found something even more rewarding.Net Promoter Score(NPS):Travel managers give their career a low Net Promoter
167、Score(NPS)of-9.However,this largely reflects how the NPS is calculated.Respondents were asked to rate their likelihood to recommend becoming travel managers to someone who is just starting their career.They were presented with an 11-point scale where 10 is“extremely likely to recommend”and 0 is“not
168、likely to recommend at all.”The NPS is calculated by taking the percentage who rate their likelihood to recommend as a 9 or a 10(the promoters)and subtracting the percentage who rate it as a 0 through 6(the detractors)while ignoring the percentage who rate it a 7 or 8(the passives).However,there are
169、 a large number of“passives”(49%)who are likely satisfied with their careerand would recommend becoming a travel managereven if they would recommend it enthusiastically.Taylor,Chloe.“Kids now dream of being professional YouTubers rather than astronauts,study finds.”CNBC.com,July 19,2019.Accessed Apr
170、il 14,2023.https:/ managers want to earn a raise and a promotion.Almost seven in 10 travel managers(69%)say a salary increase is one of the two career goals that they want to achieve the most in the next three years.Half(51%)say earning a promotion/new title is one of their top two career goals.Fewe
171、r say finding a similar job with a different company(13%)or a job that does not have to do with travel management(6%)is one of their top two goals.43Travel Managers Want to Earn a Raise and a PromotionQ.Looking ahead three years,which of the following career goals do you want to achieve the most?Ple
172、ase select up to two(n=189).7%11%5%6%13%51%69%None of the aboveOtherChange fields entirelyFind a travel-related job that does nothave to do with travel managementFind a similar job with a differentcompanyEarn a promotion/new titleIncrease my salaryLooking Ahead Three Years,Which of the Following Car
173、eer Goals Do You Want to Achieve the Most?up to two answers allowedRegardless of Region,Travel Managers Have Similar Near-Term Career Goals44North America and Europe-based travel managers have similar near-term career goals.More than seven in 10 North America-based travel managers(72%)and almost two
174、-thirds of Europe-based travel managers(63%)-say a salary increase is one of their top two career goals over the next three years.Roughly half of travel managers in each region say a new promotion/title is one of their top two goals.However,Europe-based travel managers(19%)are slightly more likely t
175、han their North American counterparts(11%)to say finding a similar job with a different company is one of their top two goals.72%51%11%4%3%12%7%63%53%19%10%8%7%8%Increase mysalaryEarn apromotion/newtitleFind a similarjob with adifferentcompanyFind a travel-related job thatdoes not haveto do with tra
176、velmanagement(i.e.work for asupplier)Change fieldsentirelyOtherNone of theaboveLooking Ahead Three Years,Which of the Following Career Goals Do You Want to Achieve the Most?by regionNorth America(n=130)Europe(n=59)Q.Looking ahead three years,which of the following career goals do you want to achieve
177、 the most?Please select up to two.Travel managers have varied responsibilities.They were asked to pick up to three that they enjoy doing the most.They most commonly pick supplier negotiations/account reviews(60%),overseeing the relationship with their TMC(47%),and traveler communication/answering tr
178、aveler questions(34%).The good news is that these activities might consume more time than various less enjoyable activities.45Travel Managers Enjoy Some Responsibilities More Than Others7%12%13%22%29%32%33%34%47%60%OtherRisk management/Traveler trackingImplementing sustainability-relatedpractices/po
179、liciesSourcing and managing a preferred hotelprogramTravel policy developmentImplementing or managing technologyData analysis/reportingTraveler communication/answering travelerquestionsOverseeing relationship with TMCSupplier negotiations/account reviews(e.g.,airline,hotel,rental cars)Which Work-Rel
180、ated Activities Do Travel Managers Enjoy Most?up to three answers allowedQ.Thinking about your role in travel management,which of the following activities would you enjoy most?Please select up to 3(n=189).Taking the pain out of hotel RFPsHotel RFPs are a critical element of a successful travel progr
181、am.Yet for travel managers,conducting RFPs is not always an enjoyable exercise.It can be time-consuming and involve a lot of redundant tasks such as writing user-defined questions or selecting pre-written questions from a list.Travel managers typically need to repeat the process every year with hote
182、l properties even those that are already part of their program.One of the least enjoyable job responsibilities:For travel managers,hotel RFPs are rarely one of the most enjoyable job responsibilities.Asked to pick up to three job-related activities that they enjoy most,fewer than one-quarter of trav
183、el managers(22%)pick“sourcing and managing a preferred hotel program.”Some technology providers have recently introduced innovations that can take pain out of hotel RFPssaving travel managers time and reducing frustration.Pre-populated static information:In the past,travel managers would sometimes n
184、eed to manually select“static”questions to ask.These questions typically cover basic information about the property.Examples include year of construction or renovation,number of rooms/suites,and whether the property has an on-site restaurant or fitness center.Some e-RFP platforms have“property profi
185、le”pages that display this information so travel managers do not need to ask it in their RFPs.Travel managers can focus on rates/pricing and other areas of priority such as sustainability or property safety.Negotiating“fixed rates with a float”:The COVID pandemic upended the hotel RFP process.During
186、 the depths of the pandemic,hotel market rates fell significantly below the fixed rates that travel programs had negotiated.As a result,the negotiated fixed rates no longer provided value for travel programs.To compensate,hotels offered clients dynamic discounts that gave them a percentage off the“b
187、est available rate”at a particular point in time.Even as the pandemic has ended,this practice has persisted.Some travel programs want to negotiate a fixed rate(e.g.,$250 a night)and a dynamic discount(e.g.,20%off the best available rate)with the same property at the same time,as described by Goldspr
188、ing Consultings Neil Hammond in a GBTA education session.This allows employees to book whichever rate is cheaper at any point in time.Some e-RFP technology platforms have begun to support this.This can save travel managers time.AI-assisted rate recommendations:Some technology platforms use artificia
189、l intelligence to recommend rates or discounts that hotels should offer based on a variety of factors such as market dynamics,client volume/spend,and the quality or amenities of the property.If this helps hotels come up with rates that more accurately reflect market value,it could reduce the need fo
190、r back-and-forth negotiation.This could save travel managers and hotels time.Supplementary questions:Traditionally,the most compelling reason to conduct hotel RFPs was to save money.While cost remains paramount,travel programsincreasingly use the RFP process to tackle other goals.The most obvious ex
191、ample is sustainability.Travel programs can gather information about hotel sustainability and steer employees to more sustainable hotels.GBTA has added a number of sustainability questions to its industry-leading hotel RFP template.In addition,some e-RFP technology platforms have added their own sus
192、tainability-related questions.This can save travel managers the trouble of having to write these questions themselves.Sources:Airoldi,Donna M.“Cvent Plans Major Changes in 2022 to Transient Hotel RFP Tool.”Business Travel News,March 11,2021.Accessed April 17,2023.https:/ Rising:Taking your hotel pro
193、gram to the Next Level.GBTA Convention.Global Business Travel Association,15 Aug.2022,San Diego Convention Center,San Diego.There Are Regional Differences When It Comes to Responsibilities That Travel Managers Enjoy47There are regional differences when it comes to the responsibilities that travel ma
194、nagers enjoy.Almost one-third of Europe-based travel managers(29%)say implementing sustainability-related practices/policies is one of the three responsibilities that they enjoy doing the most.This compares to only 5%of North America-based travel managers.In other words,European travel programs not
195、only prioritize sustainability more than North American programs;European travel managers also appear to have more passion for working on these issues.54%38%30%28%25%5%31%27%41%39%17%29%Overseeingrelationship withTMCTravelercommunication/answering travelerquestionsData analysis/reportingImplementing
196、 ormanagingtechnologySourcing andmanaging apreferred hotelprogramImplementingsustainability-relatedpractices/policiesWhich Work-Related Activities Do Travel Managers Enjoy Most?%included in top 3 by regionNorth America(n=132)Europe(n=58-59)Q.Thinking about your role in travel management,which of the
197、 following activities would you enjoy most?Please select up to 3(n=189).Note:Because of space constraints,only select response categories are shownSome travel managers would leave their job for a new opportunity.Almost half(47%)“definitely”or“probably”would consider leaving their current job to work
198、 as a travel manager for another company.One-quarter(26%)would consider switching from travel management to an entirely new field outside of travel.48Almost Half of Travel Managers Would Consider Leaving Their Position to Work in a Similar Role at a Different Company30%17%18%10%25%27%24%18%23%30%26%
199、25%15%21%22%29%7%5%11%17%Leaving my job as a travel manager towork for a supplier or TMC(n=190)Switching from travel management to anentirely new field outside of travel(n=190)Leaving my job as a travel manager towork as a travel management consultant(n=190)Leaving my current job to work as atravel
200、manager for another company(n=191)Would Travel Managers Consider.?Definitely would NOTProbably would NOTMight,might notProbably would considerDefinitely would consider%definitely+probably would considerQ.Would you consider the following career changes?22%26%33%47%Regardless of Region,Most Travel Man
201、agers Find Their Work Engaging49Europe-based travel managers might be more open to changing jobs.More than half of Europe-based respondents(54%)would consider leaving their current job to work as a travel manager for another company.This compares to more than two in five(43%)North America-based resp
202、ondents.43%28%27%25%54%43%24%16%Leaving my current job towork as a travel managerfor another companyLeaving my job as atravel manager to workas a travel managementconsultantSwitching from travelmanagement to anentirely new field outsideof travelLeaving my job as atravel manager to workfor a supplier
203、 or TMCWould Travel Managers Consider.?%”definitely would consider”or“probably would consider”by regionNorth America(n=132)Europe(n=58-59)Q.Would you consider the following career changes?Show me the moneyTravel managers change jobs for different reasons.One of the most plausible reasons is supply-a
204、nd-demand.Travel management is a niche field.There are thousandsnot millionsof experienced travel managers worldwide.If there are a limited number of qualified job candidates,a company might need to offer an attractive salary and benefits package to woo a candidate away from her current employer.The
205、 GBTA-Cvent survey sheds light on this dynamic.Willingness to change jobs:A good number of travel managers are willing to switch jobs.Almost half(47%)say they“definitely”(17%)or“probably”(29%)would consider leaving their current job to work as a travel manager at another company.One quarter(25%)say
206、they might consider doing so,but might not.An additional one-quarter(28%)“definitely”(10%)or“probably”would NOT consider doing so.Show me the money:While many travel managers would change jobs,this does not necessarily mean they are unhappy at their current company.When asked about their career goal
207、s over the next three years,only 13%say“finding a similar job with a different company”is one of their top three goals.A much larger number say“increasing their salary”(69%)or“earning a promotion/new title”(51%)is one of their top three goals.This suggests that willingness to leave is not driven by
208、dissatisfaction with the current employer.It is more likely driven by a desire for a promotion or salary increase.Less job satisfaction in Europe?Europe-based travel managers might have slightly lower job satisfaction.European respondents(54%)are more likely than their North American counterparts(43
209、%)to say they“definitely”or“probably”would consider leaving their current job to work as a travel manager at a different company.When asked about career goals,they are more likely to include“finding a similar job with a different company”as one of their top three goals.Most travel managers say senio
210、r leaders at their company value the travel program.Seven in 10 say senior leaders“mostly”(54%)or“fully”(15%)understand what the travel program does and view it as essential to their companys success.However,a fairly significantnumber of travel managers(31%)still feel senior leaders at their company
211、 have limited understanding of what the travel program does and do not view it as essential to the companys success.51Do Senior Leaders Value the Travel Program?Q.Thinking about your companys senior leadership,which of the following best describes your view?(n=193)2%29%54%15%Do Senior Leaders Value
212、the Travel Program?Senior leaders do not understand our value at all:they do not understand what we do and do notview us as important to ourSenior leaders mostly do not understand the value of our travel program:they have limited awareness of what we do and largely do not view us as important to our
213、 companys successSenior leaders mostly understand the value of our travel program:they view us as important to our companys success and understand much but not allthat we doSenior leaders fully understand the value of our travel program:they understand what we do and view us as essential to our comp
214、anys success69%senior leaders“mostly”or“fully”understand the value of our travel programTravel managers take center stage Travel managers take center stage:The COVID pandemic gave travel managers a once-in-a-generation opportunity to showcase their value.When the world came to a halt,travel managers
215、 took center stage.They were able to quickly locate employees who were on business trips in March 2020,and arrange for them to come home.In addition,managed travel programs already had infrastructure in place such as travel policies,booking tools,and communication channels to quickly implement new p
216、re-trip approval processes and communicate with employees on an ongoing basis.Senior leaders take notice:These efforts did not go unnoticed.They showed company leaders and stakeholders that travel programs are only about compliance and cost savings.They play a critical role in keeping employees safe
217、.This might explain why most travel managers today feel their program is valued by senior leaders.Seven in 10 travel managers(69%)say senior leaders at their company“mostly”(54%)or“fully”(15%)understand the value of their program.Work to be done:While the COVID pandemic underscored the importance of
218、 travel management,there is still work to be done to fully demonstrate its value.Some travel managers(31%)still feel senior leaders at their company have limited understanding of what the travel program does and do not view it as essential to the companys success.While many travel managers(54%)say s
219、enior leaders“mostly”understand their programs value,only 15%say senior leaders“fully”understand its value.Are Travel Programs Less Valued by Senior Leaders in Europe?53Are travel programs less valued in Europe?Two in five Europe-based travel managers(41%)say senior leaders do not understand the val
220、ue of their travel program.This is higher than the share of North America-based travel managers(26%)who feel this way.One possible reason is that European companies are more likely to house the travel program within the HR department(see p.62).The Chief Human Resources Officer (CHRO)might have less
221、influence with the CEO than other top-level executives such as the Chief Finance Officer(CFO).26%74%41%59%Senior leaders do NOT/mostly do NOTunderstand the value of our travelprogramSenior leaders fully/mostly understand thevalue of our travel programDo Senior Leaders Value the Travel Program?North
222、America(n=134)Europe(n=59)Q.In the past,have you?How Are Travel Programs Structured?Most travel managers have additional responsibilities beyond travel.These might include meetings management,finance,or non-travel procurement.Only two in five travel managers(39%)spend all of their time on travel man
223、agement or travel procurement.A larger number spend most of their time on travel management/travel procurement but also work in other areas(42%)or spend some time on travel management/procurement but most of their time on other areas(19%).One caveat is that the survey sample only included GBTA membe
224、rs.These people tend to have significant involvement with travel.If it included non-GBTA members,it would have probably shown that even fewer travel managers spend all or most of their time on travel-related issues.55Only 2 in 5 Travel Managers Deal With Travel“Full-Time”39%I spend all of my time on
225、 travel management/travel procurementWhich of the Following Best Describes Your Current Role?42%I spend most of my time on travel management/travel procurement but also work in other areas(e.g.,meetings management,finance,non-travel procurement)19%I spend some time on travel management/procurement-b
226、ut most of my time working in other areas(e.g.,meetings management,finance,non-travel procurement)Q.Which of the following best describes your current role?(n=187)Large Programs Are More Likely to Have Full-Time Travel Managers56Large programs are more likely to have travel managers who are fully fo
227、cused on travel.Three in five travel managers(59%)who work at these programswith more than$30 million USD in annual travel spenddevote all of their time to travel management.Small programs are more likely to have part-time travel managers.Fewer than one-third of travel managers(29%)at these programs
228、with less than$10 million in annual spenddevote all oftheir time to travel.29%42%29%38%50%12%59%31%10%I spend all of my time on travelmanagement/travel procurementI spend most of my time ontravel management/travelprocurement but also work inother areas(e.g.,meetingsmanagement,finance,non-travel proc
229、urement)I spend some time on travelmanagement/procurement-butmost of my time working in otherareas(e.g.,meetingsmanagement,finance,non-travel procurement)Which of the Following Best Describes Your Current Role?by annual company travel spendLess than$10 million(n=79)$10 million to less than$30 millio
230、n(n=50)$30 million or more(n=49)Q.Which of the following best describes your current role?More than one-third of North America-based travel managers(37%)spend all of their time on travel management/travel procurement.This is slightly lower than the share of Europe-based travel managers who do so(44%
231、).57North American and European Travel Programs Are About Equally Likely to Have“Full-Time”Travel Managers37%45%19%44%36%20%I spend all of my time on travelmanagement/travel procurementI spend most of my time ontravel management/travelprocurement but also work inother areas(e.g.,meetingsmanagement,f
232、inance,non-travel procurement)I spend some time on travelmanagement/procurement-butmost of my time working in otherareas(e.g.,meetingsmanagement,finance,non-travel procurement)Which of the Following Best Describes Your Current Role?by annual company travel spendNorth America(n=128)Europe(n=59)Q.Whic
233、h of the following best describes your current role?Full-time and part-time travel managersThe responsibilities of a corporate travel manager are varied and complex.These might include writing travel policies,negotiating with airlines and hotels,overseeing a travel management company(TMC),implementi
234、ng technology,analyzing data,and communicating with travelers.If these responsibilities arent enough to keep them busy,a lot of travel managers have additional responsibilities beyond travel.They might be involved with meetings management,expense management,and non-travel procurement,among other thi
235、ngs.Full-time and part time managers:Two in five travel managers(39%)who responded to the survey focus exclusively on travel.Another two in five(42%)spend most of their time on travel but also have responsibilities in other areas.One in five(19%)are involved with travel but spend most of their time
236、on other areas.One caveat is that the survey only included GBTA members who tend to have significant involvement with travel.Unsurprisingly,there are significant differences depending on travel program size.Small travel programs:These are travel programs that spend less than$10 million USD on travel
237、 annually.Three in 10 travel managers(29%)at these programs spend all of their time on travel.Two in five(42%)spend most of their time on travel but also have additional responsibilities.Another three in 10(29%)spend some time on travel but most of their time on other areas.Mid-sized travel programs
238、:These are travel programs that spend$10 million to less than$30 million annually.When it comes to how they allocate responsibilities,these programs resemble small programs more than large ones.Travel managers commonly have responsibilities beyond travel.Almost two in five travel managers at these p
239、rograms(38%)spend all of their time on travel.Half(50%)spend most of their time on travel but also have responsibilities in other areas.Twelve percent spend some of their time on travel but most of their time on other areas.Large travel programs:These are travel programs that spend at least$30 milli
240、on annually.Unlike small and mid-sized programs,most travel managers at these large programs focus exclusively on travel.Three in five(59%)say they spend all of their time on travel management/procurement.However,a fairly significant minority(41%)have additional responsibilities.This includes one-th
241、ird(31%)who spend most of their time on travel but also have additional responsibilities and one in 10(10%)who spend some time on travel but most of their time in other areas.Travel Programs Have Roughly the Same Staff Levels That They Did Pre-Pandemic59Did travel programs emerge from the pandemic w
242、ith leaner staffs?Not necessarily.On average,travel managers estimate their program currently has 4.8 staff who spend most of their time on travel-related issues.This is largely unchanged from the pre-pandemic number(5.0).Thinking About Your Travel Program,How Would You Describe Its Full-Time Staff
243、Size?Pre-PandemicCurrentlyEstimated average:5.0Estimated average:4.823%30%9%16%14%4%012 to 34 to 56 to 10More than 10Not sure24%36%7%18%12%1%012 to 34 to 56 to 10More than 10Not sureQ.Thinking about your travel program,how would you describe its full-time staff size?-Pre-pandemic(2019).This includes
244、 people who spend most of their time working on travel-related issues such as travel policy design,supplier negotiations,overseeing relationships with a travel management company or other vendors,and implementing or overseeing technology.(n=183)Q.Thinking about your travel program,how would you desc
245、ribe its full-time staff size?-Currently(2019).This includes people who spend most of their time working on travel-related issues such as travel policy design,supplier negotiations,overseeing relationships with a travel management company or other vendors,and implementing or overseeing technology.(n
246、=184)Travel program staff size varies depending on program spend:Low-travel spend(less than$10 million per year):On average,travel managers at these companies say their program currently has 2.8“full-time”staff who spend most of their time on travel-related issues.Two in five(41%)say their program z
247、ero or one full-time staff and another two in five(42%)say it has two or three full-time staff.Medium-travel spend($10 million to less than$30 million per year):On average,travel managers at these companies say their program currently has 3.4 full-time staff.Fewer than one in five(18%)say their prog
248、ram only has one full-time staff member;half(52%)say it has two or three staff;and one-quarter(28%)say it has four or more staff.High-travel spend($30 or more per year):On average,travel managers at these companies say their program currently has 8.8 full-time staff.One in 10(10%)say their program o
249、nly has one full-time staff member;one-quarter(25%)say it has three to five staff;one-third(33%)say it has six to 10 staff;and another one-third(31%)say it has more than 10 staff.60Staff Size Varies By Program SizeCurrent Travel Program Staff Sizesby annual company travel spendEstimated average:2.8L
250、ess than$10 million(n=78)$10 million to less than$30 million(n=50)Estimated average:8.8Estimated average:3.4$30 million or more(n=48)5%36%42%4%6%5%012 to 34 to 56 to 10More than 10Not sure18%52%4%22%012 to 34 to 56 to 10More than 10Not sure10%17%8%33%31%0%012 to 34 to 56 to 10More than 10Not sureQ.T
251、hinking about your travel program,how would you describe its full-time staff size?-Currently(2019).This includes people who spend most of their time working on travel-related issues such as travel policy design,supplier negotiations,overseeing relationships with a travel management company or other
252、vendors,and implementing or overseeing technology.(n=183)Do European Travel Programs Have Larger Staffs?61Do European travel programs have larger staffs?On average,Europe-based travel managers say their companys travel program has 6.3 staff members.This compares to 4.2 in North America.However,this
253、might reflect that European respondents are more likely to work for larger companies.One-third of Europe-based survey respondents (31%)work for companies with at least$30 million in annual business travel spend compared to one-quarter(24%)of North America-based respondents.Thinking About Your Travel
254、 Program,How Would You Describe Its Full-Time Staff Size?North America(n=128)Europe(n=56)Estimated average:4.227%38%7%19%8%1%012 to 34 to 56 to 10More than 10Not sure4%18%32%5%16%21%4%012 to 34 to 56 to 10More than 10Not sureQ.Thinking about your travel program,how would you describe its full-time s
255、taff size?-Currently.This includes people who spend most of their time working on travel-related issues such as travel policy design,supplier negotiations,overseeing relationships with a travel management company or other vendors,and implementing or overseeing technology.Estimated average:6.362Trave
256、l Programs Are Housed in Different DepartmentsQ.In which of the following departments is your travel program housed?(n=186)39%18%14%12%6%10%In Which of the Following Departments Is Your Travel Program Housed?ProcurementFinance/AccountingShared ServicesHuman ResourcesWe are a standalone departmenttha
257、t reports directly to the C-suiteOtherTravel programs are housed in different departments.Two in five travel managers(39%)say their program is housed in the Procurement department.Almost one-fifth(18%)say it is housed in Finance/Accounting and a similar number(14%)say it is housed in Shared Services
258、.Europe-Based Travel Managers Are More Likely to Say Their Program Is Housed in an HR or Procurement Department63In Europe,travel programs are more often housed in Human Resources.One-quarter of Europe-based travel managers(24%)say their program is housed in Human Resources.This compares to only 7%o
259、f North America-based travel managers who say the same.Similarly,Europe-based travel managers are more likely to say their program is housed in Procurement.However,this could reflect that they are more likely to work at larger companies.Q.In which of the following departments is your travel program
260、housed?36%20%16%7%8%13%45%16%9%24%3%3%ProcurementFinance/AccountingShared ServicesHuman Resources We are a standalonedepartment thatreports directly tothe C-suiteOtherIn Which of the Following Departments Is Your Travel Program Housed?by regionNorth America(n=128)Europe(n=58)64Large Travel Programs
261、Are More Likely to Be Housed in Procurement DepartmentsLarge travel programs are more likely to be housed in the Procurement department.Almost half of travel managers(47%)who work at high-travel spend companieswith annual travel spend of at least$30 millionsay their program is housed in Procurement.
262、Large companies commonly have Procurement departments while smaller ones might not.Q.In which of the following departments is your travel program housed?35%16%15%14%8%11%36%24%12%10%10%8%47%14%14%12%2%10%ProcurementFinance/AccountingShared ServicesHuman ResourcesWe are astandalonedepartment thatrepo
263、rts directly tothe C-suiteOtherIn Which of the Following Departments Is Your Travel Program Housed?by regionLess than$10 million(n=79)$10 million to less than$30 million(n=50)$30 million or more(n=49)Do Travel Programs Have Jacks-of-All-Trades or Specialists?65Travel programs allocate responsibiliti
264、es in different ways.Almost half of travel managers(47%)say most staff on their team are“jacks-of-all trades.”These people handle a variety of responsibilities.For instance,they might be responsible for conducting hotel RFPs,overseeing their companys relationship with a TMC,and implementing technolo
265、gy.One-quarter(26%)say most staff on their team are specialists who spend most of their time on specific areas such as hotel RFPs.A decent number(18%)say their program has some specialists and other jacks-of-all-trades.However,this varies depending on staff size(see next slide)Q.:Thinking about your
266、 travel programs staff,would you say?(n=186)47%26%18%4%5%Thinking About Your Travel Programs Staff,Would You Say?Most travel staff are“jacks-of-all trades”who handle a wide array of responsibilities globally or within their regionMost travel staff specialize in specific areas(i.e.,one staffmember ha
267、ndles hotel RFPs,another oversees the TMCrelationship,another manages technology,etc.)Some travel staff are“jacks-of-all trades”;others specialize in specific areasOtherNone of the aboveTravel Programs Allocate Responsibilities in Different Ways Depending on Staff SizeTravel programs allocate respon
268、sibilities in different ways depending on staff size.While large travel teams are more likely to specializeand small teams are more likely to have“jacks-of-all trades”there is no cookie cutter approach for all teams of a specific size.54%19%21%0%6%54%29%17%0%Thinking About Your Travel Programs Staff
269、,Would You Say?by number of full-time employees in travel program2 employees(n=48)3 to 5 employees(n=41)More than 5 employees(n=44)Q.:Thinking about your travel programs staff,would you say?Note:Response options are paraphrased for brevity;see previous page for full text displayed to survey responde
270、nts.18%48%34%0%How do travel teams allocate responsibilities?Travel programs are split when it comes to how they allocate responsibilities between staff.Almost half of respondents(47%)say most of the staff on their travel team are“jacks-of-all trades”who handle a wide array of responsibilities.One-q
271、uarter(26%)say most staff on the team specialize in specific areas.One in five(18%)say some staff specialize while others are jacks-of-all trades.There are,however,significant differences depending on staff size.However,there is no“cookie-cutter”approach for all programs of a particular size.Two emp
272、loyees:More than half of travel managers(54%)who work on a team with two full-time employees say both travel managers are“jacks-of-all-trades”who handle a wide array of responsibilities.One in five(19%)say each travel manager specializes in different areas while another one in five(19%)say one is a“
273、jack-of-all-trades”while the other one focuses more deeply on specific areas.Three to five employees:Midsized travel teams are also likely to have jacks-of-all-trades.However,a decent number have specialists.Of the travel managers who work on a team with three to five employees,more than half(54%)sa
274、y most of their team members are“jacks-of-all-trades.”One-third(29%)say most specialize in specific areas while fewer than one in five(17%)say some specialize while others are jacks of all trades.More than five employees:Large travel teams are most likely to specialize.Almost half of travel managers
275、(48%)who work on a team with more than five employees say most of their team members specialize in specific areas.One-third(34%)say some team members specialize while others are jacks-of-all trades.One in five(18%)say most team members are jacks-of-all trades.Is a Jack-of-All-Trades Arrangement More
276、 Common in North America?68North American travel managers(51%)are more likely than their European counterparts(38%)to say most staff on their team are jacks-of-all-trades.Europe-based respondents(33%)are more likely than North America-based respondents(23%)to say most staff specialize in specific ar
277、eas.One caveat is that a larger number of European survey respondents work for large companies and these companies are more likely to have travel managers specialize(see p.66).51%23%18%3%5%38%33%17%5%7%Thinking About Your Travel Programs Staff,Would You Say?by regionNorth America(n=128)Europe(n=58)Q
278、.Thinking about your travel programs staff,would you say?Note:Response options are paraphrased for brevity;see p.64 for full text displayed to survey respondents.Global and multinational travel teams are structured in different ways.Of the travel managers who work at a global/multinational company,a
279、lmost two in five(38%)say their company has a global travel team that manages travel all around the world.A similar number(35%)say it has a central/global travel staff but also have regional staff who focus on specific regions or countries.Sixteen percent say their company does not have a central/gl
280、obal travel staff but has regional staff who focus on different countries/regions.Global/Multinational Travel Programs Are Structured in Different Ways38%35%16%11%How Are Global/Multinational Travel Teams Structured?We have a global travel team that manages travel all around theworldWe have a centra
281、l/global travel staff but also have regional staffwho focus on specific regions or countriesWe do not have a central/global travel staff but have regionaltravel staff who focus on different countries/regionsOtherQ You mentioned your company is global/multinational.How would you describe the structur
282、e of your companys travel program?Note:Question only displayed to respondents who indicated their companys reach is global or multinational(n=159)Does Size Influence How Global or Multinational Travel Programs Are Structured?70Size has an influence on how global/multinational travel programs are str
283、uctured.Low-spend programs(less than$10 million annually):More than one-third of travel managers(37%)who work at these programs say they their company has a global team that manages travel around the world.One-quarter(27%)say it has a central/global team but also has regional staff.One in five(19%)s
284、ay it only has regional staff and seventeen percent say other.Medium-spend programs($10 million to less than$30 million annually:Two in five travel managers(42%)who work at these programs say their company has a global team that manages travel around the world.More than one-third(36%)say it has a gl
285、obal/central team but also has regional staff.Sixteen percent say it only has regional staff.High-spend programs($30 million or more annually):These programs are most likely to have global and regional staff.Almost half of travel managers(46%)who work at these programs say their company has a centra
286、l/global travel team but also has regional staff.More than one-third(37%)say it only has a global team and 11%say it only has regional staff.37%27%19%17%42%36%16%7%37%46%11%7%We have a global travel teamthat manages travel all aroundthe worldWe have a central/global travelstaff but also have regiona
287、lstaff who focus on specificregions or countriesWe do not have acentral/global travel staff buthave regional travel staff whofocus on differentcountries/regionsOtherHow Are Global/Multinational Travel Programs Structured?by regionLess than$10 million(n=63)$10 million to less than$30 million(n=45)$30
288、 million or more(n=46)Q You mentioned your company is global/multinational.How would you describe the structure of your companys travel program?Note:Question only displayed to respondents who indicated their companys reach is global or multinationalHow to structure a global travel program:the pros a
289、nd cons of different approachesThe rise of international trade has created a complex global economy.It has also created complexities for travel programs.Global and multinational travel teams have their work cut out for them.They need to contend with different languages and cultural norms and manage
290、different TMCs and corporate booking tools.These programs can be classified in the following ways.There are pros and cons with each approach.Fully centralized:One global travel team(often based in a single location)manages travel all around the world.Almost two in five travel managers(38%)who work a
291、t a global or multinational company says their travel program is structured this way.There are several advantages to this approach.These travel teams are often based at company headquarters have a direct line to senior leaders.As a result,they have a good understanding of their companys strategic go
292、als.They are well-positioned to align these goals with program operations.For instance,if a company wants to reduce carbon emissions,the global travel team can implement sustainable policies in every region.In addition,these programs can ensure that travel policy enforcement and Key Performance Indi
293、cators(KPIs)are consistent worldwide.They might able to implement change more quickly.They can also achieve process efficiencies.For instance,they can use the same vendors(e.g.,risk management firm),technology,and communication channels worldwide.Despite these advantages,there are also some drawback
294、s of a fully centralized program.The travel team might be more likely to adopt a“one-size-fits-all”approach that works for some regions and not others.It might work with vendorssuch as TMCson a worldwide basis even though these vendors are more effective in some regions than others.It might have a l
295、imited understanding of the unique needs of specific regions.It might have a poor understanding of cultural norms and communicate with employees less effectively as a result.It might address challenges in inefficient ways.For instance,if a global travel program is based in the U.S.and wants to reduc
296、e its carbon footprint,it might overemphasize purchasing carbon offsets.If it is based in Europe,it might overemphasize encouraging rail travel or reducing travel altogether.Centralized with regional staff:The travel program has a global/central staff that makes key decisions and is responsible for
297、the programs strategic direction.However,it also has regional staff who are responsible for managing travel in specific regions or countries.More than one-third(35%)of global or multinational travel programs are structured this way.The advantages of this approach are similar to the advantages of a f
298、ully centralized program.The company has a central travel team with a direct line to senior leaders.This team can ensure that the program aligns with the companys strategic goals.It can achieve process efficiencies,and ensure consistency of program delivery across the world.However,this structure ha
299、s additional advantages that a fully centralized program does not.In addition to central staff,the travel program has regional staff with expertise in a particular country or region.These staff can work to ensure the travel program is not“one-size-fits all.”Regional staff have a better understanding
300、 of cultural norms.They have deeper relationships with vendors and employees in their region.They might be able to negotiate with vendorsand communicate with employeesmore effectively as a result.They can customize the program to their specific region.For instance,if the global travel policy does no
301、t work well in their country or region,they can adapt the policy to their region.They can also address challenges in ways that are more suitable for their region.For instance,if a companys central travel staff sets a goal of reducing carbon emissions from business travel,the North America team might
302、 achieve this by purchasing carbon offsets or sustainable aviation fuel(SAF)while the Europe travel team achieves this by encouraging rail or reducing travel altogether.Despite these advantages,there are also some drawbacks of this structure.The central travel team might still implement a“one-size-f
303、its-all”approach and the regional staff might not have enough power to prevent it.There might be less consistent program delivery across regions.For instance,if different regions have different travel policies,some policies might be more generous than others.Some regions might do a better job commun
304、icating than others.There might also be data and process fragmentation.For instance,if a company uses different TMCs and OBTs across the world,it might have fragmented data.It can be difficult to consolidate this data to understand the programs overall performance.How to structure a global travel pr
305、ogram:the pros and cons of different approaches(cont.)Decentralized with regional staff:The travel program does not have a central/global staff.It has regional staff who focus on different countries or regions.These people might have significant autonomy and decision-making power within their region
306、.In some respects,the company might essentially have a separate travel program in each region.Sixteen percent of global or multinational travel programs are structured this way.There are several advantages of this approach.The travel program is not“one-size-fits-all.”It is truly tailored to specific
307、 regions and accounts for the needs of these regions.It allows travel programs to pursue multifaceted goals.For instance,sustainabilityor cost savings-might be a greater priority in some regions than others.Regional staff might be able to communicate more effectively with employees.Regional staff mi
308、ght have more freedom to partner with TMCs,OBTs,and supplier partners that are market leaders within their region.At the same time,this approach has drawbacks.It might be more difficult to align the travel program with the companys strategic goals.One region might place more emphasis on cost savings
309、 than others.Another region might place more emphasis on sustainability,or employee experience.There might be process redundancies and inefficiencies.For instance,each region might use different vendors or technology which can lead to fragmented data.Each region might have a different person who wor
310、ks on hotel RFPs,or is responsible for duty of care,even though it might save time and resources to consolidate these functions globally.Respondent ProfileRespondent Profile1%1%1%2%2%3%3%3%3%4%7%12%58%AustriaSpainIrelandFinlandNetherlandsDenmarkFranceSwedenItalyGermanyCanadaUnited KingdomUnited Stat
311、esIn which country are you based?n=275Respondent Profile(Cont.)42%27%26%What was your total travel spend in 2022 in U.S.dollars(including air,hotel,car rentals,meetings,etc.)?Please use your best estimate.Less than$10 million$10 million to less than$30 million$30 million or moreNot suren=132n=18631%
312、25%44%For how many years have you worked in business travel management?1-10 years11-20 yearsMore than 20 years76About the Global Business Travel AssociationAbout CventThe Global Business Travel Association(GBTA)is the worlds premier business travel and meetings trade organization headquartered in th
313、e Washington,D.C.area serving stakeholders across six continents.GBTA and its 7,600+members represent and advocate for the$1.158 trillion*global business travel and meetings industry.GBTA and the GBTA Foundation deliver world-class education,events,research,advocacy,and media to a growing global net
314、work of more than 28,000 travel professionals and 125,000 active contacts.For more information,visit GBTA.org and GBTAFoundation.org.*2023 data based on GBTAs Business Travel Index,July 2022Cvent Holding Corp.(Nasdaq:CVT)is a leading meetings,events,and hospitality technology provider with 4,800+emp
315、loyees and approximately 22,000 customers worldwide as of December 31,2022.Founded in 1999,the company delivers a comprehensive event marketing and management platform and offers a global marketplace where event professionals collaborate with venues to create engaging,impactful experiences.Cvent is
316、headquartered in Tysons,Virginia,just outside of Washington D.C.,and has additional offices around the world to support its growing global customer base.The comprehensive Cvent event marketing and management platform offers software solutions to event organizers and marketers for online event regist
317、ration,venue selection,event marketing and management,virtual and onsite solutions,and attendee engagement.Cvents suite of products automate and simplify the event management lifecycle and maximize the impact of in-person,virtual,and hybrid events.Hotels and venues use Cvents supplier and venue solutions to win more group and corporate travel business through Cvents sourcing platforms.Cvent solutions optimize the event management value chain and have enabled clients around the world to manage millions of meetings and events.For more information,please visit C.
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