Room for Savings: Optimizing Hotel Spend - Carlson

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How to calculate your company’s transient hotel spend: three methods using TMC data 1. Hotel spend = 76% of air spend This calculation is based on the “top-down” global market analysis described earlier ( i.e., 39% ÷ 51% as seen in Figure 14, Page 22). It provides a rough estimate only. 2. Hotel spend = total room nights generated by transportation x average room rate This method starts with transaction data on air trips involving overnight stays to calculate the total of room nights, which are multiplied by the average room rate paid by the company worldwide. A further 10-40 percent can be added to this total to include trips made by rail and car, depending on the company’s travel patterns. 3. Hotel spend = total captured through TMC bookings matched with corporate credit card data This calculation is provided by consolidated data, through such solutions as CWT Agency+Card Reporting. This method is the most accurate, as described in detail on Pages 33-34.
Hotel spend represents nearly 40 percent of total travel spend A growing priority for travel managers Even though travel managers tend to underestimate their company’s hotel spend, they increasingly recognize the benefits offered by improved hotel spend management. In a CWT survey conducted in October 2008, 59 percent of travel managers identified optimizing hotel spend as a higher priority for 2009, on the same level as driving air and ground transportation savings (59 percent), and coming second only to improving traveler compliance (66 percent, as seen in Figure 17). Companies that optimize their hotel spend through a range of best practices can indeed achieve significant savings, as explained in the next part of this document. Figure 17: Surveyed travel managers say optimizing hotel spend is a growing priority Improving traveler compliance 66% Optimizing hotel spend 59% Driving air and ground transportation savings 59% Optimizing simple bookings 56% Optimizing the travel policy 56% Developing key performance indicators 46% Tackling meetings and events 39% Further consolidating the travel program 36% Enhancing the traveler experience 34% Addressing safety and security needs 20% Making the travel program more environmentally friendly 18% Source: CWT Travel Management Institute Based on a survey of 178 travel managers worldwide, October 2008 25
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 24 and 25: Data on hotel spend is however, not
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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