1 Round Table Process Improvement… Groups of 6-8 At least 1 buyer / group Apr 26, 2007

2 How do you insure traveler’s concerns are addressed, while not conflicting with your travel management goals? When the traveler tells you things like… I can book my trip on the phone in 5 minutes, but it takes me 20 minutes using our on-line tool. Last time I took a connecting flight, I missed my meeting due to a missed connection, I’m NOT doing that again! The preferred hotel is not in a convenient location for my specific needs. What else have you heard? How do you over come these?

3 Feature Program Redefining Customer Care in the Age of the Internet Sheelagh Simpson, Manager, Technology Solutions & Strategy Development Galileo by TravelPort Apr 26, 2007

4 Technology provides countless ways to procure travel… The challenge is to determine the methods which are closest in alignment to the goals and objectives of your company. These goals should be specific and measurable. Determine a SLA – Service Level Agreement – What do you want & how will it be reported and measured.

5 Agency Perspective Implementation Steps & Time – Staffing / Training etc. – Loading Corporation’s Travel Policy – Contracts – Air/Car/Hotel etc. – On-Line Booking Tool - implementation – Other thoughts…

6 Develop a grid of measurable items Use an evaluation team which can assign values and score the companies seeking to win your business.

7 Include key Measurables

8 Evaluate the foundations & deliverables from the “Travel Management Companies” IMTC – Internet Travel Management Company – Built on Self-Service On-Line booking tool as a primary and “full service” call-center for all other calls. Multi-National Travel Management Company – The Big 3 or is it 4 now? A-B-C-H – Built on large call center, multiple service points, scaleable, global reach, and technology deployment – on-line booking division typically separated from full service call centers. National / Regional Agency – typically privately owned, from $500m in ARC to a local “mom & pop” – Built on individualized customer service, adds technology to meet customer needs, offer on-line booking tools and fulfillment at the same location. Capabilities will vary greatly between agencies, with some approaching that of the multi-nationals.

9 Determine the pricing model desired – bundled vs. un-bundled Do you want “all the bells and whistles” at a single transaction fee, with detailed reporting with little travel manager interaction required? Support for negotiations, no-fees for refunds or exchanges, dedicated account manager – Is the ROI from the “fully loaded” program going to result in lower travel costs, as a result of your higher transaction fees? – Does this reduce your companies staffing needs to manage travel program to an amount to significantly impact your company’s travel expense.

10 Pricing Options… Pay for what you use… un-bundled pricing, lower transaction fees, but fees for each time a PNR is touched by a “live” person. Refunds, exchanges, voids, etc. Open-book model, agree to pay the TMC a management fee, so they are guaranteed a profit, but must disclose the P&L of their entire operations. (Rare to get a partner to agree to this.)

11 So… back to Customer Care Who is traveling – Executives, sales people, contractors? What is the culture of your company? High tech or High touch When do they make their travel arrangements? Last minute or well in advance? During regular working hours or late in the evening? Where are your travelers going? International vs. Domestic mix Why are they go on business trips? To earn frequent travel points? Meet with customers” Training? How do your travelers like to make their arrangements? On-line, their admin, calling the agency directly?

12 Before a TMC channel is selected… Drivers for service change – Cultural change… pressure from peer companies (at the board room level), unsolicited “value propositions” from TMC’s to your executives, service level issues with key “vocal” travelers. Management reporting providing results not aligned with your companies travel management goals. Financial needs – cost controls Failure to launch – program as designed did not gain desired traction – need to reevaluate

13 Balance of Human Resources & On-Line booking tools Blended Pricing Model Providing optimal service and tools, to drive the desired behavior, service and travel management results. Use an on-line booking tool which travelers find intuitive, and easy to adopt Provide “full service” with experienced agency staff, to handle the special needs of the more complex travel. Deploy quality control processes which audit and report on travel as procured.

14 Bottom line… if your travelers are not happy, and have not received the care “They Expect” from your TMC, then it is time to reevaluate. If things are moving in the right direction, with increased adoption of booking tools, savings goals are met or exceeded, and your “special needs” travelers are getting where they want to go, at the greatest of ease, then keep fine tuning… Nothing travels faster than Technology in the Travel Industry. And if you just sit back, and do nothing… your traveler will vote with their feet and walk in what ever direction they want to.

15 Questions, Answers, Comments Q&A