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Service delivery / TMCs<br />
the desired option, but so is cultural fit.<br />
It's vital that the TMC aligns with company<br />
goals and ethos.<br />
“We see a direct correlation between<br />
an engaged, empowered and culturallyaligned<br />
workforce and the satisfaction of<br />
our customers,” says Debbie Carling, CEO<br />
Europe at CTM.<br />
Cost factors<br />
Opinions vary as to the importance of<br />
cost, which is often confused with value.<br />
“A travel management company should<br />
be able to easily demonstrate a positive<br />
return for the cost of their services,<br />
whether through achieved savings,<br />
increased efficiencies, enhanced traveller<br />
safety or traveller wellbeing,” says Carling.<br />
“<strong>The</strong> value of a TMC's services should far<br />
outweigh the cost of those services.”<br />
In the past, size has mattered and global<br />
buyers have gravitated towards the 'big<br />
three' TMCs. <strong>The</strong> BP award demonstrated<br />
that this is no longer the case, but there<br />
are other considerations.<br />
Buyers might not want to be a dominant<br />
account in a small TMC because that TMC<br />
might not have the experience to manage<br />
it well enough. Conversely, being a small<br />
account in a large TMC might mean not<br />
receiving sufficient support.<br />
”It’s important to evaluate where your<br />
<br />
Technology is a major<br />
driver in terms of<br />
capability and proprietary<br />
technology is the desired<br />
option, but so is fit. It's vital<br />
that the TMC aligns with<br />
company goals and ethos”<br />
THEBUSINESSTRAVELMAG.com<br />
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