Room for Savings: Optimizing Hotel Spend - Carlson

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Data on hotel spend is however, notoriously difficult to obtain, implying that many companies may not have accurate figures. (This challenge is described further on Pages 32-36.) CWT therefore carried out analyses to evaluate the typical share of hotel spend in the transient travel budget. Three different methodologies produced matching results, as described below. 1.“Top-down” global market analysis: 39% of total travel spend CWT analyzed data on the global business travel market (hotel, air, rail and rental car) for 12 major countries (Australia, Brazil, Canada, China, France, Germany, India, Italy, Japan, Spain, the United Kingdom and the United States) to evaluate the share of hotel spend. Several sources were used, including travel suppliers, travel booking information, trade associations, business intelligence companies and international institutions. The analysis separated transient travel from meetings and events spend. This exercise indicated hotels represent on average 39 percent of total travel spend, compared with 51 percent for air, 5 percent for rail and 5 percent for rental car. Looking at each region separately, the average proportion of hotel spend ranges from 37 percent in Asia Pacific to 46 percent in Latin America (Figure 14). Figure 14: Hotel spend represents on average 39% of total travel spend Total travel spend* (%) 100 6 Air Hotel 6 7 Rail Car 1 15 8 5 5 80 60 40 40 37 46 39 40 20 54 47 47 46 51 0 Share of global travel spend North America 47% Europe, Middle East & Africa Asia Pacific Latin America 30% 20% 3% World *Transient travel (excluding meetings and events) Sources: Air France, Euromonitor, Datamonitor, Economist Intelligence Unit, International Air Transport Association, International Monetary Fund, Organisation for Economic Co-operation and Development, Renfe, World Travel & Tourism Council, CWT Travel Management Institute
Hotel spend represents nearly 40 percent of total travel spend 2. “Bottom-up” U.S. market analysis: 38% of total travel spend For another view of the share of hotels in travel spend, CWT analyzed consolidated 2008 client transactions in the largest global market, the United States. A bottom-up approach was taken, using transportation data to extrapolate total spend on hotels. This involved estimating the total number of room nights spent on business trips (based on air, rail and rental car bookings, and survey responses on the use of company/private car to reach hotels) and the average room rate (based on CWT hotel booking data). This analysis indicated hotels represent on average 38 percent of total travel spend in the United States (Figure 15). 3. Company-level analysis: 28-46% of total travel spend Finally, CWT analyzed spend at a company level, using data from booking transactions and credit card reporting for three global companies. This exercise indicated hotel spend represents between 28 and 46 percent of total travel spend for the three companies analyzed. In other words, some companies spend nearly as much on hotels as on air transportation (Figure 16). Figure 16: Hotel spend accounts for 28-46% of total travel spend at 3 companies Figure 15: Hotel spend represents on average 38% of total U.S. travel spend Other Rail Hotel Air Source: CWT Travel Management Institute Based on CWT transaction data and credit card data Source: CWT Travel Management Institute 23
Page 1: Room for Savings: Optimizing Hotel
Page 4 and 5: Contents Introduction Overview ....
Page 6 and 7: Research objectives This CWT resear
Page 8 and 9: Figure 1: Breakdown of surveyed com
Page 10 and 11: Key findings in brief The research
Page 12 and 13: changes. In addition to providing t
Page 14 and 15: A complex market The complexity of
Page 16 and 17: A lack of global standards to defin
Page 18 and 19: Complex pricing Hoteliers use diffe
Page 20 and 21: Figure 10: Rates remain fairly cons
Page 22 and 23: Figure 12: Most corporate hotel boo
Page 26 and 27: How to calculate your company’s t
Page 28 and 29: 2. Twenty-one percent savings throu
Page 30 and 31: Many organizations have yet to opti
Page 32 and 33: GDS auditing It is important to ens
Page 34 and 35: 1. Consolidate data Travel managers
Page 36 and 37: Figure 27: Combined TMC and credit
Page 38 and 39: Figure 28: Recommended data fields
Page 40 and 41: Hotel category: not the most import
Page 42 and 43: “No-frills” booking When it com
Page 44 and 45: In fact, travelers often draw on th
Page 46 and 47: A number of differences between the
Page 48 and 49: SUMMARY Understanding traveler need
Page 50 and 51: 2. Ask travelers to use serviced ap
Page 52 and 53: Figure 41: Recommended rules for bo
Page 54 and 55: Figure 43: Rates are on average 18-
Page 56 and 57: Figure 46: In a rate benchmarking e
Page 58 and 59: 5. Mandate booking at least two wee
Page 60 and 61: 6. Address extra charges Travelers
Page 62 and 63: SUMMARY An optimal hotel policy cov
Page 64 and 65: 4. Optimize the preferred hotel pro
Page 66 and 67: Identifying properties and location
Page 68 and 69: Considering local market conditions
Page 70 and 71: Figure 59: One company could save 6
Page 72 and 73: Figure 61(continued): The share of
Page 74 and 75:
Figure 63: Hotel stays of at least
Page 76 and 77:
Deciding between existing preferred
Page 78 and 79:
Figure 69: Companies that retain at
Page 80 and 81:
SUMMARY Key points for optimizing a
Page 82 and 83:
5. Negotiate effectively Negotiatio
Page 84 and 85:
Chain-wide agreements, as the name
Page 86 and 87:
Chain-wide deals tend to offer smal
Page 88 and 89:
There is, however, a risk associate
Page 90 and 91:
Despite this reticence, 40 percent
Page 92 and 93:
Figure 83: Another company’s ARR
Page 94 and 95:
Last-room availability A last-room
Page 96 and 97:
LRA is common in corporate contract
Page 98 and 99:
Benchmark rates. Companies commonly
Page 100 and 101:
Companies can consolidate volumes i
Page 102 and 103:
Leverage city caps. Experience sugg
Page 104 and 105:
Consider renegotiating flat rates d
Page 106 and 107:
Buyers should use the full range of
Page 108 and 109:
Hoteliers’ performance. A hotelie
Page 110 and 111:
Ensure your travel management team
Page 112 and 113:
6. Improve traveler compliance The
Page 114 and 115:
Understanding why travelers book ou
Page 116 and 117:
The survey also indicates that trav
Page 118 and 119:
Explain the stakes. Price-conscious
Page 120 and 121:
Figure 112 shows how an OBT can be
Page 122 and 123:
Require travelers to book their hot
Page 124 and 125:
Investigate the reasons for noncomp
Page 126 and 127:
To ensure that the agreed condition
Page 128 and 129:
GDS rate squatting. Regular GDS aud
Page 130 and 131:
Rate audits pay A rate audit conduc
Page 132 and 133:
Tracking traveler compliance Compan
Page 134 and 135:
SUMMARY Tracking performance: Compa
Page 136 and 137:
Appendices Glossary The following i
Page 138:
For more information about how CWT
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Room for Savings: Optimizing Hotel Spend - Carlson

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