Paul Tilstone is managing partner at business travel consultancy Festive Road
Early
in December we suggested that 2021 would be the beginning of an era of ‘purposeful
travel’, where companies will become more focused on where the true value of
business travel lies.
We
aren’t in the habit of trying to define eras, but the evidence from a listening
exercise with buyers across the globe indicates that this will be so and we
felt it important enough to share with the wider travel management community.
But
why and what do we mean by an era of purposeful travel?
Well,
I think it’s fair to say that our sector has been through a long period of aggregated
travel volume growth (with a few sizeable blips along the way) and we’ve seen incremental
evolutions in travel and meetings management in the last decade. This was brought
to a shuddering halt by the chaos created by the virus and the associated
travel restrictions.
What
we are hearing is that the pause in travel volumes, and the changes to the way
organisations have had to operate, is providing this unique opportunity to
think about travel differently – as an enabler as opposed to a budget line. The opportunity to consider the true value of
travel is now upon us.
Of
course, travel managers and their organisations will still reference 2021
budgets against 2019 levels as it’s the simplest way to assess travel programme
status for the year ahead, especially given all the unknowns and complexity
that still exists.
But
it won’t be too long before they stop thinking about travel budgets as a percentage
of 2019 volume – an outdated exercise that won’t help any company
succeed in the years ahead.
Looking
at travel management from the top down and asking yourself what percentage cost
you can save doesn’t cut it any more in an era where the focus needs to be
wholly balanced across the accelerated importance of the triple bottom line: people,
profit and planet. Behavioural change is forcing companies to ask themselves “how
valuable is the investment we make in every travel dollar to our business?”
A
purposeful travel approach, our name for the ‘bottom-up, demand-led’ trend we
are beginning to see take hold among leading corporate travel managers, enables
a smarter conversation that focuses on whether being there in-person will
expedite or improve the organisation’s objectives.
It’s
the logical next step in our post-pandemic evolution after the ‘permissible travel’
phase – for which we developed a framework – where companies have restructured
their travel programmes and recommenced travel where it is government approved,
company approved and employee agreed.
In
the ‘Purposeful Travel Model’ we are developing and plan to publish in 2021, we
take a ‘default to virtual’ approach to ensure there’s no vested interest in
the successful return of travel volumes and no bias in how we consider the
value of travel.
Only
by doing this, by challenging the pre-pandemic status quo with “can we
undertake the objectives effectively via virtual meetings”, will we get to the
truth of where face-to-face, and therefore travel, brings true value.
This will provide a true picture of what travel
volumes and types will look like in the future – and help the supplier
community adjust and evolve. It isn’t heresy to ask ourselves the question
above. In fact, it’s vital we do so to secure and even increase the importance
of our sector to those we serve.
In
the Purposeful Travel Model we consider the need for travel, at
the travel programme strategy phase, across three clearly defined areas:
• organisational travel
• people-related travel
• customer travel
Beneath
these three headings are over 30 sub-categories. Where this definition of
travel differs from previous definitions of ‘internal vs external’ travel is
that it recognises the interdependence of travel types.
For
example, under-invest in organisational travel (leadership meetings, M&A
activity, auditing etc) and in people-related travel (talent acquisition,
motivation, building culture) and the impact will be felt in the ‘customer’
category. This challenges the previous belief that when the going gets tough,
you can simply cut the internal travel.
What’s
clear from what we have seen already with the travel buyers we have engaged
with in this project, is that some travel types will be questioned and
disappear whereas others might grow in importance and expand. And for each
company the answer will be different based on their culture, what their
competition is doing and what their clients demand.
The
aggregated view, through a purposeful travel lens, will be of a new travel
management landscape, where there may be fewer trips (and if Bill gates
is right, then considerably less) but the impact of travel that does occur will
be heightened, and the value better understood and championed.
This
changes the corporate mindset from asking that dreaded question “what internal
travel can we cut in Q4 to meet our budgets” to “what would we get in return if
we invested in more travel to achieve our objectives?”.
Purposeful travel is
our chance to raise our game, become more valued and more strategic and I, for
one, will be walking headlong into such an era with optimism, reflecting the
opportunity this approach brings to our sector.