The 2013 edition of the European Business Travel conducted by Concomitance for American Express Travel. This research is proven to be a resource wealth for strategic planning, strategic marketing and sales !
Do not hesitate to look for the previous editions and the sister researches conducted by Concomitance in the other geographical areas (AmLat, Japan, China...)
European business travel barometer version anglaise 2012Philippe Greco
Les 18 et 19 novembre prochains à L'Espace Voyages Professionnels sera dévoilé la nouvelle vague du baromètre pan européen du voyage d´affaires d'American Express réalisé par Concomitance. Réservez les dates sur votre agenda. Et pour mémoire, relisez avant les résultats de la vague 2012.
The document provides an executive summary of a report on the UK online travel and tourism market between January 2012 and September 2012. It finds that the number of domestic holidays in the UK has increased to an average of 61% of total holidays taken, with 6 out of every 10 holidays being domestic, due to factors like the financial crisis and rising fuel costs. It also notes that 65% of UK adults go online to research or purchase their holidays. The report analyzes search data and social media strategies for the top travel brands to determine market leaders in different travel categories.
2016 business travel barometer amex gbt by concomitancePhilippe Greco
1. American Express Global Business Travel is a joint venture that is not wholly owned by American Express. It published a European Business Travel Barometer report in 2016.
2. The report found that business travel spending grew 1.42% in 2015, driven by companies' business development plans to expand internationally. However, most companies still view travel as a necessary cost rather than an investment.
3. Company priorities for business travel shifted in 2015, with safety becoming the top concern followed by cost control and employee satisfaction. Reducing indirect process costs was a higher priority than direct costs for the second year in a row.
Webinar - The Future of European Tour OperatorsRateGain®
Europe is cautiously but surely opening up after the first wave of COVID-19. With the upcoming summer holidays, tour operators would be looking to reorient their strategy to tap into the domestic demand and maximize revenue.
European Travel and Hospitality leaders Decode The Future of Tour Operators in the Region.
Webinar On Current Scenario of European & Benelux Region In Covid-19 OutbreakRateGain®
The document summarizes insights on bookings and cancellations across Europe, BENELUX countries and capital cities due to the COVID-19 pandemic. Key insights include:
- Net bookings decreased gradually from January to February 2020 across Europe and took a steep decline in March. In March, cancellations exceeded bookings.
- The BENELUX countries showed the maximum decline in net bookings in March, with the Netherlands declining the most. All capital cities showed over 115% decrease in net bookings from February to March.
- All hotel chains showed over 175% decrease in net bookings from February to March, with some chains experiencing negative net bookings since January.
The document then outlines discussions on
European Leisure Travel Industry - September 2013:Industry Forecast Report michalgilly
European Leisure Travel Industry - September 2013:Industry Forecast Report @ http://www.researchmoz.us/european-leisure-travel-industry-september-2013-report.html
RCI 2013 is the second edition of the EU Regional Competitiveness Index. It includes updated data and some methodological improvements compared to RCI 2010. Key changes include including Croatia as a new EU member, merging some capital regions with surrounding areas to address commuting patterns, and addressing changes to NUTS regional classifications. The index continues to assess competitiveness across 11 pillars grouped into basic, efficiency, and innovation factors. RCI 2013 provides insights on regional strengths and weaknesses to help guide development strategies.
The document summarizes world tourism trends in 2008. It describes how optimism at the start of the year transformed to pessimism as the global financial crisis deepened. While tourism grew strongly for the first few months, figures emerging later in the year showed worse performance across most destinations as the effects of the crisis spread. The outlook for 2009 tourism remains uncertain as the depth of the downturn is still unclear.
European business travel barometer version anglaise 2012Philippe Greco
Les 18 et 19 novembre prochains à L'Espace Voyages Professionnels sera dévoilé la nouvelle vague du baromètre pan européen du voyage d´affaires d'American Express réalisé par Concomitance. Réservez les dates sur votre agenda. Et pour mémoire, relisez avant les résultats de la vague 2012.
The document provides an executive summary of a report on the UK online travel and tourism market between January 2012 and September 2012. It finds that the number of domestic holidays in the UK has increased to an average of 61% of total holidays taken, with 6 out of every 10 holidays being domestic, due to factors like the financial crisis and rising fuel costs. It also notes that 65% of UK adults go online to research or purchase their holidays. The report analyzes search data and social media strategies for the top travel brands to determine market leaders in different travel categories.
2016 business travel barometer amex gbt by concomitancePhilippe Greco
1. American Express Global Business Travel is a joint venture that is not wholly owned by American Express. It published a European Business Travel Barometer report in 2016.
2. The report found that business travel spending grew 1.42% in 2015, driven by companies' business development plans to expand internationally. However, most companies still view travel as a necessary cost rather than an investment.
3. Company priorities for business travel shifted in 2015, with safety becoming the top concern followed by cost control and employee satisfaction. Reducing indirect process costs was a higher priority than direct costs for the second year in a row.
Webinar - The Future of European Tour OperatorsRateGain®
Europe is cautiously but surely opening up after the first wave of COVID-19. With the upcoming summer holidays, tour operators would be looking to reorient their strategy to tap into the domestic demand and maximize revenue.
European Travel and Hospitality leaders Decode The Future of Tour Operators in the Region.
Webinar On Current Scenario of European & Benelux Region In Covid-19 OutbreakRateGain®
The document summarizes insights on bookings and cancellations across Europe, BENELUX countries and capital cities due to the COVID-19 pandemic. Key insights include:
- Net bookings decreased gradually from January to February 2020 across Europe and took a steep decline in March. In March, cancellations exceeded bookings.
- The BENELUX countries showed the maximum decline in net bookings in March, with the Netherlands declining the most. All capital cities showed over 115% decrease in net bookings from February to March.
- All hotel chains showed over 175% decrease in net bookings from February to March, with some chains experiencing negative net bookings since January.
The document then outlines discussions on
European Leisure Travel Industry - September 2013:Industry Forecast Report michalgilly
European Leisure Travel Industry - September 2013:Industry Forecast Report @ http://www.researchmoz.us/european-leisure-travel-industry-september-2013-report.html
RCI 2013 is the second edition of the EU Regional Competitiveness Index. It includes updated data and some methodological improvements compared to RCI 2010. Key changes include including Croatia as a new EU member, merging some capital regions with surrounding areas to address commuting patterns, and addressing changes to NUTS regional classifications. The index continues to assess competitiveness across 11 pillars grouped into basic, efficiency, and innovation factors. RCI 2013 provides insights on regional strengths and weaknesses to help guide development strategies.
The document summarizes world tourism trends in 2008. It describes how optimism at the start of the year transformed to pessimism as the global financial crisis deepened. While tourism grew strongly for the first few months, figures emerging later in the year showed worse performance across most destinations as the effects of the crisis spread. The outlook for 2009 tourism remains uncertain as the depth of the downturn is still unclear.
Transformation, Digital Transformation,... beyond using the buzz word, how do you ensure your teams buy-in your transformation project?
Find how Track&Change can help you.
Please to share the new relase of the Business Travel Barometer we are conducting for years at Concomitance.
It highlights the majors trends currently measured by a quantitative survey conducted amongst travel managers
Permier observatoire européen sur le marché du MICEPhilippe Greco
Première vague du nouvel observatoire européen du marché du MICE (Meeting, Incentive, Congress, Event).
Sur un marché en panne de chiffres et de tangibles, Concomitance révèle les premières données issues d'une étude de marché et annonce les tendances pour 2017 et au-delà.
Vous voulez disposer de données factuelles sur le marché du MICE (Meeting, Incentive, Congress, Event) ? Lisez le white paper de Concomitance Consulting
Gizakiaren sorrera, kreazionismoa?
Guk jainkotiarrak? E bideoa aukeratu dugu aproposena iruditu zaigulako lana egiterako momentuan. Oso gai interesgarria da, eta guztiok ikuspuntu desberdinak daukagunez, debate bat egiteko aukera ematen du. Gainera, bideo hori oso dibertigarria da eta ondo azaltzen du guk kritikatu nahi genuena.
The document appears to be a report summarizing the results of a survey on payment practices in Western Europe. Some key findings from the survey include:
- The average credit term offered decreased by 4 days for domestic customers and 2 days for foreign customers compared to the previous year.
- The average days sales outstanding (DSO) across Western Europe increased by 6 days to 57 days, indicating payment delays are lengthening.
- The value of overdue invoices increased markedly, with domestic invoices up 15% and foreign invoices up 22.6%.
- Uncollectable invoices rose substantially as well, with domestic write-offs up 42.9% and foreign write-offs up 74.1%.
Historic and forecast tourist volumes covering the entire Spanish travel and tourism sector
Detailed analysis of tourist spending patterns in Spain for various categories in the travel and tourism sector, such as accommodation, sightseeing and entertainment, foodservice, transportation, retail, travel intermediaries and others
http://www.researchmoz.us/travel-and-tourism-in-spain-to-2018-report.html
Revenues for WashTec AG for the first three quarters of 2014 were €216.2 million, a decrease of 1% from the prior year. Earnings before interest and taxes (EBIT) increased to €11.8 million compared to €8.9 million in the prior year period, driven by positive business development in the company's core European markets. While revenues declined slightly in Eastern Europe and North America, they increased in core Europe, particularly in the services and chemicals segments. The company aims to achieve stable revenues for the full year with a slight increase in earnings and EBIT margin.
The document is Transcom's 2013 annual report. It summarizes that in 2013:
- Transcom solidified its turnaround, with key performance indicators like seat utilization and offshore revenue share improving, positively impacting profitability. Adjusted EBIT increased by €8.7 million to €17.6 million.
- All regions contributed to healthy 9.3% revenue growth in the core CRM business, net of currency effects.
- Priorities for 2014 include improving efficiency and growth in North America, strengthening operational performance and financial predictability in Europe, and driving efficiency and growth in Latin America.
European programmatic trading continues its double-digit growth, increasing an impressive 76% from April 2014 to April 2015, thanks in large part to steep climbs (333%) in spending for brand formats. From 1Q14 to 1Q15, ad spend jumped 119% as advertisers dedicate bigger portions of their budget to programmatic channels.
The document provides a financial and strategy analysis of Jaguar Land Rover. The financial analysis uses the CORE approach to examine the context, overview, ratios, and implications of Brexit on JLR's revenue. The context discusses the political, economic, social and technological factors affecting JLR. An overview of the financial statements and key trends is presented. Various ratios analyze profitability, liquidity, solvency, and investors' viewpoint. The strategy analysis examines JLR's strategy in relation to industry forces and implications of Brexit on strategy. Expansion plans are discussed, and it is recommended that JLR focus expansion and prepare for potential Brexit impacts through its new Slovakia plant.
Transformation, Digital Transformation,... beyond using the buzz word, how do you ensure your teams buy-in your transformation project?
Find how Track&Change can help you.
Please to share the new relase of the Business Travel Barometer we are conducting for years at Concomitance.
It highlights the majors trends currently measured by a quantitative survey conducted amongst travel managers
Permier observatoire européen sur le marché du MICEPhilippe Greco
Première vague du nouvel observatoire européen du marché du MICE (Meeting, Incentive, Congress, Event).
Sur un marché en panne de chiffres et de tangibles, Concomitance révèle les premières données issues d'une étude de marché et annonce les tendances pour 2017 et au-delà.
Vous voulez disposer de données factuelles sur le marché du MICE (Meeting, Incentive, Congress, Event) ? Lisez le white paper de Concomitance Consulting
Gizakiaren sorrera, kreazionismoa?
Guk jainkotiarrak? E bideoa aukeratu dugu aproposena iruditu zaigulako lana egiterako momentuan. Oso gai interesgarria da, eta guztiok ikuspuntu desberdinak daukagunez, debate bat egiteko aukera ematen du. Gainera, bideo hori oso dibertigarria da eta ondo azaltzen du guk kritikatu nahi genuena.
The document appears to be a report summarizing the results of a survey on payment practices in Western Europe. Some key findings from the survey include:
- The average credit term offered decreased by 4 days for domestic customers and 2 days for foreign customers compared to the previous year.
- The average days sales outstanding (DSO) across Western Europe increased by 6 days to 57 days, indicating payment delays are lengthening.
- The value of overdue invoices increased markedly, with domestic invoices up 15% and foreign invoices up 22.6%.
- Uncollectable invoices rose substantially as well, with domestic write-offs up 42.9% and foreign write-offs up 74.1%.
Historic and forecast tourist volumes covering the entire Spanish travel and tourism sector
Detailed analysis of tourist spending patterns in Spain for various categories in the travel and tourism sector, such as accommodation, sightseeing and entertainment, foodservice, transportation, retail, travel intermediaries and others
http://www.researchmoz.us/travel-and-tourism-in-spain-to-2018-report.html
Revenues for WashTec AG for the first three quarters of 2014 were €216.2 million, a decrease of 1% from the prior year. Earnings before interest and taxes (EBIT) increased to €11.8 million compared to €8.9 million in the prior year period, driven by positive business development in the company's core European markets. While revenues declined slightly in Eastern Europe and North America, they increased in core Europe, particularly in the services and chemicals segments. The company aims to achieve stable revenues for the full year with a slight increase in earnings and EBIT margin.
The document is Transcom's 2013 annual report. It summarizes that in 2013:
- Transcom solidified its turnaround, with key performance indicators like seat utilization and offshore revenue share improving, positively impacting profitability. Adjusted EBIT increased by €8.7 million to €17.6 million.
- All regions contributed to healthy 9.3% revenue growth in the core CRM business, net of currency effects.
- Priorities for 2014 include improving efficiency and growth in North America, strengthening operational performance and financial predictability in Europe, and driving efficiency and growth in Latin America.
European programmatic trading continues its double-digit growth, increasing an impressive 76% from April 2014 to April 2015, thanks in large part to steep climbs (333%) in spending for brand formats. From 1Q14 to 1Q15, ad spend jumped 119% as advertisers dedicate bigger portions of their budget to programmatic channels.
The document provides a financial and strategy analysis of Jaguar Land Rover. The financial analysis uses the CORE approach to examine the context, overview, ratios, and implications of Brexit on JLR's revenue. The context discusses the political, economic, social and technological factors affecting JLR. An overview of the financial statements and key trends is presented. Various ratios analyze profitability, liquidity, solvency, and investors' viewpoint. The strategy analysis examines JLR's strategy in relation to industry forces and implications of Brexit on strategy. Expansion plans are discussed, and it is recommended that JLR focus expansion and prepare for potential Brexit impacts through its new Slovakia plant.
This document introduces a methodology for quantifying the impact of business travel stress on an organization. It analyzes data from over 15 million business trips to measure various aspects of travel-related stress. Key findings include:
- The average actual lost time per trip due to stress is 6.9 hours, with a financial equivalent of $662 per trip.
- The top contributors to lost time are flying economy class on medium/long-haul flights (2.1 hours) and getting to the airport (1.1 hours).
- The Travel Stress Index (TSI), which measures stress as a percentage of maximum possible lost time, is 39% across all trips analyzed.
- The methodology developed aims
This document introduces a methodology for quantifying the impact of business travel-related stress on organizations. It analyzes data from over 15 million business trips booked through Carlson Wagonlit Travel (CWT) over one year. A "Travel Stress Index" (TSI) is defined as the ratio of actual lost time per trip due to stress-inducing travel activities, to the maximum possible lost time. On average, actual lost time is 6.9 hours per trip, with a TSI of 39%. Stress levels and lost time depend on trip type, being highest for intercontinental trips. Companies can typically reduce lost time by an average of 32% through improved travel management. The methodology provides a way to benchmark company-
Spirit Airlines: Strategic Management Case StudyMarissa Pié
Each degree candidate in the Saint Mary's College Department of Business Administration is responsible for successful completion of a senior comprehensive project. The project incorporates interdisciplinary application of business principles, including marketing, accounting and strategic management. A team of four conducts a case study and presents both a formal written report (attached) and a 10 minute "pitch" presentation to the entire department.
The document is the 2016 report from the Organisation for Economic Co-operation and Development (OECD) on tourism trends and policies. It analyzes recent trends in international tourist arrivals and the tourism economy. The report also examines important policy issues for governments such as governance, strategic development, competitiveness, transport connectivity, and the sharing economy's impact on the tourism sector.
CFAO is a leader in specialized distribution and services in its core businesses in Africa (excluding South Africa), in the French overseas territories and Vietnam. As a major global brands distributor, CFAO stands out from its competitors for its before and after-sales services which meet the highest international standards, its constant emphasis on operational improvements (as illustrated by its showrooms, stores, warehouses, workshops, equipment, IT systems, etc.), and a supply chain that is able to swiftly serve markets that are located far from its production centers.
address essential needs in Africa, where the Group has over 125 years' experience to its credit and enjoys a leading position in automotive and pharmaceutical distribution.
It also operates in the distribution of equipment and everyday consumer goods and in IT. CFAO operates in four main geographic areas: French-speaking Sub-Saharan Africa, English and Portuguese-speaking Sub-Saharan Africa, the Maghreb and the French overseas territories. The Group boasts a presence in 33 African countries (including Mauritius) and seven French overseas territories. It also operates in Vietnam and more recently in Cambodia, in the automotive distribution sector. The Group also has an indirect presence in Denmark and India where the two warehouse and shipping platforms of Missionpharma (a company purchased by Eurapharma in 2012) are located.
Most of CFAO‟s operations in mainland France concern direct export sales. As of the first quarter of 2014, the presentation of CFAO‟s results reflects the Group‟s new organizational structure (1), which is divided into three main pillars for growth oriented towards markets with strong potential: Equipment & Services encompassing the activities of CFAO Automotive, CFAO Equipment and LOXEA (these three forming the new Automotive, Equipment & Services division) and CFAO Technologies CFAO Automotive, Equipment & Services division: - CFAO Automotive is one of the main importers and distributors of private and utility vehicles in Africa and the French Overseas Territories (FOTs). It purchases, stores, imports and distributes vehicles manufactured by international automakers. The Group has over 90 years of experience in this business. CFAO Automotive has dealerships in 33 countries spanning the Maghreb (Algeria, Morocco) and Sub-Saharan Africa, (including Mauritius), four FOTs and Vietnam.
In addition to selling a full range of new light and utility vehicles, trucks, motorcycles and marine engines, CFAO Automotive offers a wide range of services including after-sales services and the sale of spare parts and tires. CFAO Automotive generated 57.9% of the Group's total consolidated revenue in 2013(1) and 51.3% in the first-half of 2014. - CFAO Equipment is a business-to-business network, which is devoted to the sale and maintenance across three high-growth sectors
This document is an interim financial report for a French company with operations in Africa, French overseas territories, Vietnam, and Denmark. It provides an overview of the company's business segments and their financial performance in the first half of 2014. The main business segments discussed are Equipment & Services (automotive, equipment, and rental services), Healthcare (pharmaceutical distribution), and Consumer Goods (beverages, plastics, retail). The report also addresses the company's risk factors, including risks related to its operating environment and business activities.
The document discusses global travel trends over the next decade based on analysis from Oxford Economics. It finds that global overnight visitor flows are expected to grow at 5.4% annually, outpacing GDP growth. Asia Pacific and the Middle East/Africa regions will be the fastest growing regions, with Asia growing nearly twice as fast as the previous decade. However, Europe will still dominate the share of visitor flows through 2023. The Asia Pacific region will drive growth in outbound travel spending and overtake Europe as the top region by 2023.
The document discusses global travel trends over the next decade based on analysis from Oxford Economics. It finds that global overnight visitor flows are expected to grow at 5.4% annually, outpacing GDP growth. Asia Pacific and the Middle East/Africa regions will see the fastest growth in visitor flows, growing nearly twice as fast as the previous decade, though Europe's share of visitors will remain dominant. The Asia Pacific region will also become the leader in outbound travel spending growth by 2023, driven primarily by growth in China and other emerging markets.
The economic outlook for Europe has significantly improved compared to one year ago. The region is expected to see modest GDP growth in 2014 as the recovery takes hold. Unemployment and debt levels are decreasing while business and consumer confidence are rising. However, challenges remain including high youth unemployment, the risk of deflation, and political uncertainty in large economies like France and Italy that could hamper reform efforts.
- The document discusses assumptions made in creating break even and 12 month projections for an innovation project at Harley-Davidson, as there is no publically available financial information on the product.
- Reasonable assumptions were made using corporate financial data from 2013 filings, assuming a first year sales volume of 5,000 units.
- Advertising expenses were projected at historical levels despite the innovation likely comprising a small portion of sales, to promote the new electric motorcycle concept in the industry.
The document provides an overview of the asset management industry in Europe with a focus on key facts and figures. Some of the main points covered include:
- Asset managers play a key role in channeling savings towards investment by professionally managing assets on behalf of clients such as pension funds, insurance companies, and individual investors.
- Total assets under management in Europe reached an estimated €19 trillion at the end of 2014, up 15% from 2013. Approximately 52% of assets were managed through discretionary mandates while 48% were through investment funds.
- Institutional clients such as insurance companies and pension funds represent the largest client category, accounting for 76% of total European assets under management.
- Bond and equity
Product Brochure: Global Collect: Company Profile 2015: Online Payment ServicesyStats.com
Product Brochure with summarized information of our publication "Global Collect Company Profile 2015: Online Payment Services".
Find more here:https://www.ystats.com/product/globalcollect-an-ingenico-group-company-company-profile-2015-online-payment-services/
This document provides a summary of Snam's quarterly newsletter. It discusses Snam's 2015-2018 strategic plan which will see €5.1 billion invested in Italy, including €1.3 billion in 2015. Over 60% of investments will go to transport infrastructure to support increasing gas flows toward European markets. International assets like TIGF and TAG are also seen as strategic. The 2014 financial results showed a 30.6% increase in net profit despite a 3% decline in EBIT. Snam will propose a dividend of €0.25 per share for 2015.
Sample Report: Global Online Gambling and Betting Market 2015yStats.com
The document provides a summary of a research report on international markets for online gambling. It includes a table of contents outlining the various sections and chapters covering global, regional, and country-level analysis. At the country level, it examines markets for online gambling and betting in countries with regulated, partially regulated, and banned online gambling environments. Charts and data in the report provide statistics on topics like online gambling revenues, active user accounts, and market share by gaming segment. The document methodology explains the secondary research approach and outlines the key elements and order included in the report.
Similar to European business travel barometer version anglaise 2013 (20)
First european pulse survey on events - 2016 - Slide deck in EnglishPhilippe Greco
Concomitance Consulting carried out a survey among more than 600 meeting planners in the top three European markets: France, Germany and the United Kingdom. These interviews have been conducted end of 2015 and mid-2016.
This study laid the foundations for the white paper that we are offering to share with you.
You will find a slide deck of the study's main findings, the salient points of the French, German and UK markets.
Premier observatoire Européen de l'événementiel - Edition 2016 - white paperPhilippe Greco
Concomitance Consulting a mené une étude auprès de plus de 600 meeting planners dans les 3 principaux marchés européens que sont la France, l’Allemagne et le Royaume-Uni. Ces interviews ont été menées en 2 vagues à 6 mois d’écart.
De cette étude est né ce livre blanc que nous vous proposons de partager. Il se décline aussi dans une version powerpoint et une synthèse plus large, intégrant notamment des éléments de segmentation Client, est disponible par ailleurs.
Ce document est un « executive summary » des données recueillies. Nous restons à la disposition du lecteur pour prendre en compte les remarques et commentaires ainsi que répondre aux demandes.
Leviers utilisés par la distribution pour réussir en 2013Philippe Greco
Comme le laissent penser depuis plusieurs mois maintenant les principaux indicateurs économiques, le secteur de la distribution spécialisée et sélective rencontre des difficultés en raison, notamment, de la baisse de la consommation chez les ménages français.
Nous avons souhaité recueillir les perspectives des professionnels afin d’obtenir une vision claire et objective des enjeux du marché et ainsi délivrer une analyse pertinente et constructive de ses tendances pour les mois à venir.
Dans cette optique, nous avons interrogé des enseignes de distribution spécialisée et sélective sur leurs pratiques commerciales et marketing en 2013 et sur leurs perspectives du marché.
En dépit des prévisions pessimistes concernant le secteur, on note une attitude plutôt volontariste de la part des professionnels. D’une part, plus de 50% d’entre eux affichent des prévisions de croissance pour 2013, et d’autre part, ils choisissent d’orienter leur stratégie vers un développement de leurs activités et pas seulement une stabilisation de leur rentabilité.
Ces intentions se vérifient dans les différentes gammes de produits ainsi que les différents secteurs d’activité.
Par ailleurs, le vecteur de croissance le plus mentionné et qui sera le plus utilisé en 2013 est de loin l’intégration d’une stratégie digitale à la stratégie commerciale globale. Les réseaux sociaux et plus particulièrement le mobile, constituent un réel axe de développement pour les entreprises voulant orienter leur distribution vers une multicanalité, mais aussi une omnicanalité.
En effet, les entreprises doivent être présentes tout au long de la chaine de valeur et supprimer tous les points rupture existant entre elle et son client. Ce dernier a, à sa disposition, divers outils lui permettant de faire des recherches, de se renseigner et de comparer des produits. On assiste donc à une volatilité plus fortes des clients et donc à une nécessité de fidéliser de la part des entreprises.
Ainsi, le digital devient un outil permettant un passage de relais entre la stratégie web (le site internet) et le point de vente physique de la marque. Il devient également une façon de réorienter le client vers la boutique ou la relation client est la plus exploitée et optimisée.
Ces nouvelles méthodes de vente viennent modeler une nouvelle relation client dans laquelle l’utilisateur du produit est acteur et non plus spectateur de la relation. Ce dernier doit se sentir privilégié, au centre des attentions et appartenant à une communauté ayant les mêmes caractéristiques que lui.
En conclusion, les professionnels du marché doivent se montrer innovants et réactifs afin de gagner un maximum de parts de marché. Ceux qui ne sauront pas évoluer, et s’adapter aux modes de consommation et de fonctionnement de leurs clients en 2013, seront très probablement en retard sur la concurrence en 2014.
Principaux résultats du premier observatoire sur "Relation Client et Générati...Philippe Greco
BlueLink a lancé, avec l’aide de Concomitance, le 1er observatoire auprès des acteurs du déplacement loisir et professionnel* pour comprendre comment la relation client leur permet de générer de la valeur, à la fois à court terme (optimisation de l’acte d’achat), et à moyen/long terme (fidélisation).
Les résultats ont été présentés le 19 septembre, lors d’une conférence web, par Tanguy de Laubier, directeur général de BlueLink, et Yann Barbizet, directeur associé du cabinet de conseil Concomitance.
Les 4 principaux enseignements pour cette première vague annuelle qui a analysé la génération de valeur aux travers des pratiques de ventes de produits et de services additionnels :
1. La généralisation du «selfcare» avec la généralisation annoncée des applications mobiles sur l’ensemble de la relation client y compris sur les aspects liés à la vente
2. L’existence de nombreuses opportunités de vente additionnelle par une exploitation plus systématique des différents moments d’interactions situés sur le parcours clients, en particulier pour la clientèle professionnelle (ces ventes additionnelles peuvent ajouter jusqu’à 30% de Chiffre d’Affaires pour les acteurs les plus performants)
3. La nécessité de mettre en place de nouveaux indicateurs permettant d’identifier les meilleurs moments pour améliorer l’efficacité de la vente des services ou des produits additionnels
4. Une application possible à tous les secteurs où il n’y a pas de simultanéité entre l’acte d’achat et la consommation effective d’un bien ou d’un service (l’industrie du déplacement étant un précurseur sur ces pratiques)
*Compagnies aériennes, loueurs de véhicule courte durée, chaines hôtelières, croisiéristes, agences de voyages online et offline, moyens de paiement, assureurs…
Best Places to Stay in New Brunswick, Canada.Mahogany Manor
New Brunswick, a picturesque province in eastern Canada, offers a plethora of unique and charming places to stay for every kind of traveler. From the historic allure of Fredericton and the vibrant culture of Saint John to the natural beauty of Fundy National Park and the serene coastal towns like St. Andrews by-the-Sea, there's something for everyone. Whether you prefer luxury resorts, cozy inns, rustic lodges, or budget-friendly options, the best places to stay in New Brunswick ensure a memorable stay, allowing you to fully immerse yourself in the province's rich history, stunning landscapes, and warm hospitality.
https://www.mmanor.ca/blog/best-5-bed-and-breakfast-new-brunswick-canada
How To Change Your Name On American Airlines Aadvantage.pptxedqour001namechange
American Airlines permits passengers to change/correct names on their AAdvantage account. Also, you can request a name change both online via a web portal and offline over the phone. For further information on how to change your name on American Airlines Advantage, get in touch with the airline’s customer service. Also, you can reach out to a consolidation desk at +1-866-738-0741 for quick assistance.
You can easily change/correct a name on your flight ticket under the American Airlines name change policy. The airline provides multiple online and offline modes to place a name change request. To learn more about how to change a name on American Airlines ticket, you can directly approach the airline’s customer support. Moreover, you can connect with a flight expert at +1-866-738-0741 for quick assistance.
Discovering Egypt A Step-by-Step Guide to Planning Your Trip.pptImperial Egypt
Travelling to Egypt is like stepping into a time capsule where the past and present coexist, offering a unique blend of history, culture, and stunning landscapes.
See more: https://imperialegypt.com/tour-packages/
What Challenges Await Beginners in SnowshoeingSnowshoe Tahoe
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European business travel barometer version anglaise 2013
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EUROPEAN BUSINESS TRAVEL BAROMETER
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EUROPEAN BUSINESS TRAVEL
BAROMETER 2013
Prepared by Concomitance Group
November 2013
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Contents
Executive summary.................................................................................................... 3
Methodology of the barometer .................................................................................. 4
Part 1: Economic trends and travel budget developments..................................... 5
Eurozone still in recession in 2013, slow recovery expected in 2014................................................. 5
Travel expenditure usually grows quicker than GDP .......................................................................... 6
Slow growth (+0.5%) in business travel expenditure in Europe.......................................................... 7
Investment or cost............................................................................................................................... 8
Expense category breakdown: a rebalancing...................................................................................... 9
Business travel motives..................................................................................................................... 11
Business travel priorities ................................................................................................................... 11
Budget optimization levers ............................................................................................................... 12
The importance of technologies ....................................................................................................... 14
Security more than ever at the heart of concerns............................................................................ 15
Travel agency services....................................................................................................................... 16
Part 2: the 4 profiles of travel expense management............................................ 17
Introduction to the 4 profiles of travel management....................................................................... 17
Limited control for low & short-distance trip volumes..................................................................... 18
Pragmatic control for a maximized short-term efficiency ................................................................ 19
Targeted and Global controls: 2 ways to manage more complex travel practices........................... 21
Travel management maturity is not fully connected from the travel budget size ........................... 26
Expected evolutions of these 4 typologies........................................................................................ 27
Part 3: Prospects for 2014 ....................................................................................... 28
2014 prospects: still more wait-and-see strategies, +0.8% growth forecast.................................... 28
This slight recovery of business travel should be coming from various regions............................... 29
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Executive summary
Economic trend in 2013 is slightly worse in Europe than expected at the end of 2012. Euro
zone GDP is down 0.4pts, which is notably due to bad conditions in southern Europe and the
Netherlands.
Yet, organizations had well anticipated this trend and their travel budget has strictly followed
their prospect of a +0.5% increase, which is a similar trend as in 2012. Business travel
appears again more resilient than GDP.
Same as last year too, this positive trend is pushed up by SME and national accounts,
whereas global accounts still suffer from a drop in their budget.
Travel budgets are rebalancing between main expense categories
• Air budget is dropping under 40% of total budget, which is in line with a similar trend
last year. Low cost carriers increasing share in business travel, as well as flat fares,
explain this declining weight. Air remains #1 budget category;
• Hotel budget is increasing in 2013 after its increase in 2012, and now represents ¼ of
budgets; low cost offer has not yet convinced business travellers, and this also comes
with an increase in rates;
• Rail budget share is also increasing.
Cost control is more than ever priority #1 for organizations
• Almost 9 organizations in 10 quote it as a key priority for next year; this share is up
8pts from 2012 when it was already priority #1;
• As a consequence, an even greater importance is awarded to best-buy practices,
which become #1 optimization levers whatever the segment of organizations;
• Advanced booking and online booking, formerly ranked #1 and #3, have dropped to
#4 and #5 positions respectively.
But indirect costs are more considered than in the past
• Among the top 10 budget optimization levers, 3 are indirect-cost oriented: the
upstream trip relevancy assessment (#2), the expense approval workflow optimization
(#7), and the downstream expense management (#10). Last year none of them was
part of the top 10 levers.
• This evolution is to be linked with the higher declared need to get a complete view of
travel expense: organizations are willing to gain maturity in their business travel
management.
Levels of maturity are not only linked with the budget size
• Organizations maturity in business travel management is more a consequence of the
complexity of their trips – especially when travelling to economically dynamic regions
such as Asia of Africa – whatever the size of their budget.
• The largest observed gaps between low and high maturity levels are mainly a matter
of tool adoption (and especially process end-to-end automation), and travel agency
usage.
• Current trends in business travel tend to increase organizations need for a higher
range of tools & practices.
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Methodology of the barometer
Almost 600 organizations have interviewed in this year’s edition of the business travel
barometer. They represent more than EUR 1 billion of travel expenditure.
They share between 3 categories:
• Small and medium accounts (with budgets under EUR 250K)
• National accounts (budgets between EUR 250K and 3M)
• Global accounts (budgets over EUR 3M)
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Part 1: Economic trends and travel budget developments
Eurozone still in recession in 2013, slow recovery expected in 2014
Despite a more optimistic prospect last year, 2013 has been a new year of recession in
Euro zone with GDP down 0.4% from 2012.
Other Western economies (USA, UK, and Japan) are already on the way of recovery with
GDPs increasing by rates between 1.4% and 2%.
The world growth is still pushed up by India and moreover by China, with a +7.6%
increase over last year.
Prospects for 2014 are better, even for Euro zone where economic growth should be back
(+1%). Most major economies are expected to know a better situation too, except in
Japan where the growth should be down to 1.2%.
Within Euro zone, situations are contrasted. French and German have maintained a
positive economic trend, although with very small increase rates, while southern Europe
and the Netherlands have experienced a decrease by 1% or more.
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Travel expenditure usually grows quicker than GDP
The volume of expenditure for the 3 main European countries (Germany, UK, and France)
during this year grows by 2%, which is 1pt over their GDP growth.
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Japan however shows an overall decrease of its travel expenditure (-4.2%) despite a
positive economic trend.
Regarding USA and moreover China, business travel expenditure continues to quickly
grow, by 4.5% and 15.2% respectively. Chinese market has grown by USD 30 billion this
year, which is equivalent to the entire French market. China should overtake USA as the
first market globally by 2016.
GBTA anticipates a stronger increase in business travel expenditure in 2014, with growth
rates generally between 4 to 6% (from UK +3.7% to USA +5.9%), except in China where
the market should keep growing by more than 15%.
Slow growth (+0.5%) in business travel expenditure in Europe
The barometer shows an average +0.5% increase in interviewed organizations’ travel
budget. This is exactly the forecast that these organizations gave us last year.
National accounts are driving the market with a +1.6% growth, while Global accounts see
their budget drop by 0.8%. SME are close to overall average.
Situations are contrasted between countries, with no real geographical trend.
Spain is recovering from a strong drop last year, and organizations declare an increase of
5% in their budget. But, while in the same situation last year, Italy continues to suffer from
a negative trend by 5%.
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Other countries are usually close to stability, with Scandinavia and Benelux in slight
decrease, and Germany, UK and France in slight increase.
Most organizations actually stabilized their budget. This trend already observed in 2012 is
confirming this year, with the same share of organizations (2/3) showing a flat trend.
The share of growing budgets (23%) is still above the dropping ones (14%) which allows
the market to remain positive.
When they grow, budgets grow by an average 13%, which is comparable with last year.
However when they decrease, they do it by more than 18% instead of 16% in 2012: these
organizations suffer from bigger difficulties. This average drop remains however
comparable with the average raise of rising budget, which also allows the market to be
positive.
Investment or cost
27% of companies estimate that business travel is an important investment to their
development
This percentage is higher than last year, when only 23% of the respondents shared this
assessment. Even if these organizations remain a minority to those who consider
business travel a cost, the share seems to be on a mid-long term positive trend.
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Global accounts are the most disposed to consider business travel an investment, with
28% of them vs. 27% of SMEs and 25% of national accounts.
Interestingly, the share of undecided organizations continue to fall year after year. It was
7% in 2011, then 4% last year, it is now only 2%. Whatever the perception, business
travel is more and more a central issue in organizations.
Business travel is becoming a means to support or guide the growth of all businesses.
Purchasing behaviour are no more related to the only size of their travel budgets.
Travel agencies seem to play a role in this perception, as only 24% of organizations not
using any agency consider their business travel expenditure an investment, against 27%
of those using 1 agency, and 30% when using several. When they use a TMC rather than
a pure online agency, the share is higher.
Expense category breakdown: a rebalancing
Air budget now accounts for only a big 1/3 of total budgets.
This is one of the main assessments this year: while they still weighted 50% of budgets 2
years ago, air expenses have dropped to less than 40% in 2013. Although they remain the
largest expense category, the change is significant.
In the same time, hotel expenses have grown by 4pts in the last 2 years, reaching almost
¼ of total expenses. To be noted, this share is very stable from one organization to
another whatever its size, at the opposite of air expense which weight in the budget
largely fluctuates.
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Other expense categories are on a positive trend compared to 2011 (even if 12-month
trend is either positive or negative). Rail expense has grown the highest, with +6pts.
Several reasons explain this situation:
• The main reason is related to the air supply with the rise of low cost airlines
including Transavia, Air Berlin, but also Iberia Express & Easyjet. In total, for the
respondents this year, the low cost airlines represent 26% of spending, even to
represent 34% in the UK. The trend is unlikely to step back as business travel is
one of LCCs’ way of development. Ryanair and Easyjet have recently taken
measures in this direction, whether by reinforcing their corporate travel teams, or
by adapting their offer.
• The weight of rail should be mentioned too. The expansion of intra- European high
speed lines should, in the future, strengthen this mode of transport.
• With regard to the hotel budget, while the "entry level" hotels offer has not
convinced the business yet, the market for three-star hotels or more represents
80% of the accommodation budget. The only four-star hotel segment accounts for
25% of budget hotels.
• In addition, most major hotel chains open new hotels in Asia and relatively few in
Europe. The stability of supply exerts upward pressure on the price of rooms. As a
matter of fact, the American Express Global Business Travel Forecast 2014
announces a stability in air travel rates in 2014, and an increase of hotel rates
between 0 and +5%.
• Finally, expense categories other than air have been better monitored for a few
years, which also contributes to make them more visible.
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Business travel motives
Clients and prospects remain the main business travel motive by far
46% of expenditures are devoted to the development of client assets. This share remains
stable as the main motive, by far.
The importance of client/prospect meetings also appears in the evolution of the MICE
budget, with a breakdown between internal and external meetings more and more in the
advantage of external meetings. They now account for ¾ of all MICE expense, vs. less
than 60% in 2012.
Intra organizations trips remain the second motive for business travel, accounting for 27%
of expense. This share is increasing.
Business travel priorities
Cost control is organizations’ top leading priority
After the rebalancing of budgets, this is the second strong teaching of the barometer. Cost
control is the priority for 87% of interviewed organizations, against 79% in 2012.
This is a very strong trend already seen in the past years, which confirms this year.
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Cost control relates to all expenditure categories (including air & hotel); surveyed
companies also indicated that these categories should be managed more accurately than
last year. Highlight for 2013, they are 64% to consider that their travel expenses can be
optimized.
Traveller safety is gaining importance in organizations, and is now ranked priority #2. 64%
of interviewed companies quote it. It was priority #3 last year.
Control of the value chain is now listed as a top priority, especially for reasons related to
the consolidation of expenses. It is ranked #3 this year, while #4 last year. This rise also
results from the best-buy extension, which tends to multiply suppliers and restricts
expense consolidation.
Budget optimization levers
To achieve this cost control goal, organizations firmly turn to best-buy lever
In line with its increase in organizations’ practices last years, best buy has become their
preferred lever of budget optimization. Three main reasons can explain this situation:
• Many companies consider that rate negotiations with suppliers mostly act as a
guarantee against price increase, not as a guarantee to the lowest price;
• The surge of low cost airlines obviously plays a key role in this new European
dynamic;
• Online corporate booking tools can be configured to display rates according to
customer’s choice, including best buy offers.
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Surprisingly, the second lever in importance is the upstream assessment of trips, which
acts on indirect rather than direct costs. When considering that the improvement of
expense approval workflow comes #7, this is the first time that we observe such a
presence of indirect cost levers in the top 10.
This is a highlight this year, levers acting on indirect costs are increasing. Companies
provide themselves with the means to better control their spending upstream and
downstream of the value chain.
Some of them even go beyond and put in place systems to assess the relevancy of their
trips before they are initiated, and measure their total cost. Organizations have gradually
shifted from a cost-cutting practice to a more business-oriented strategy where trip
relevancy is assessed.
Unused ticket monitoring is ranked #3 by interviewed organizations; this lever is often
underused by organizations, which could explain why they consider it a lever to increase
the usage of.
Advanced booking and online booking, levers #1 and #3 for European organizations in
2012, have dropped to #4 and #5 positions respectively. This could result from the fact
that these practices are now well established in organizations, which make them less
likely to drive significant new savings.
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The importance of technologies
The search for control lead organizations to acquire technologies.
This equipment concerns the full value chain. This is a deep-rooted trend: buyers clearly
make the choice of managing their movements in a more integrated way.
Booking and payment tools progress overall. The automation of the value chain is a
strong trend, and are also comparable with the figures recorded in the United States.
For 27% of organizations, there is a full integration with an online tool coupled with an
expense management tool. This results from the growing perceived need to capture all
expenses made by the travellers, not only those made through online tools prior to their
trip.
Companies equipped with so-called end-to-end solutions better control their spending:
80% of them declared that ¾ of their expenses is under control.
Mobile technologies are also part of this trend. Their use becomes widespread for 60% of
companies, which is an increase by 5 points compared to 2012.
The three most common mobile usages are:
• Receive information from providers (in 72% of cases)
• Make check-in (62% of cases)
• Receive safety alerts (42% of cases)
These technologies are still marginal in expense management, as applications are still
recent and hardly emerging yet.
Moreover, for 86% of companies, mobile technologies are still seen as a complement
rather than an alternative to standard booking systems.
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Security more than ever at the heart of concerns
Safety is priority # 2 business for coming years behind cost control. It was only in the third
position in 2012. This is also a major trend of the 23rd barometer.
Indeed, companies are taking more measures to ensure the safety of their employees
while travelling. A higher awareness of organizations’ corporate legal responsibility surely
plays a role in this trend. Only 9% of companies say they do not have measures in place,
this figure is down 2 points from 2012.
Purely on security aspects, 60% of companies say they have implemented solutions to
immediately repatriate their employees. Beyond the legal requirements, companies also
want to keep in touch with their travellers in 81% of cases (vs 78% in 2012) and know
where they are at any time 65% of them.
However, and this is a real downside, employees are still very little alerted of these
security problems by their organization, even in large accounts. Efforts in communication
and training are still to be made in companies.
Companies and travel agencies have a key role to play together to take the necessary
steps to train their employees travelling to a high-risk areas. A recent study Amex shows
that 55% of travellers are still not fully aware of rules and processes to be observed in
high-risk situations. There is an obvious gap between organizations’ will and traveller
perception.
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Travel agency services
Companies use their travel agency for support.
To answer their three main priorities regarding travel budget management (cost control,
security, complete view of expense), organizations are using more and more value-added
services, and this is especially true during the trip itself.
Agencies plays an increasingly role as a supplier and integrator of solutions.
Most frequently purchased services are the online booking solutions (including support
in change management related to their implementation). While only 2nd
in the 2012 list, it
has gained 9pts to reach 56% of all organizations using a travel agency. Interestingly,
20% of global accounts will also buy expense management solutions. This rate is lower
for other account sizes.
The online rise is of course to be linked with the extension of OBT adoption.
Security aspects are the second motive for value-added services purchase. The 24/24
assistance and the repatriation / rerouting solutions are the most needed today, and are
more and more attached to mobile solutions. Repatriation / rerouting in particular is up
5pts.
Finally, attention must be drawn to the sourcing services, whose aim is to support the
purchasing departments on all stages of their supplier negotiations: up to 50 % of global
accounts now use them.
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Part 2: the 4 profiles of travel expense management
Introduction to the 4 profiles of travel management
10 variables have been defined to assess an organization's maturity in terms of business
travel.
Among the 10 variables are the following: Presence of a travel policy, business travel ROI
assessment, presence of a Booking solution / Expense management solution, number of
travel agency used, etc.
The results of these 10 questions have been extracted for the 600 interviewed
organizations, and 4 groups have been defined. Each organization behaves in a similar
way within each group, but differently from other groups. The 4 groups have been named
according to their business travel behaviour.
1st observation: the notion of control is not directly related to the size of travel budgets. As
we will see throughout this part, companies that have a "global control" over their
movements sometimes have limited budgets, and some of them less than EUR 250K
budgets. Conversely, some large companies today do not have the will to exercise
significant control over their travel expenses.
Reading of 4 profiles must be disconnected from the concept of company size or budget
travel.
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Limited control for low & short-distance trip volumes
Businesses that have limited control represent more than a fourth (27%) of analysed
typologies. This category is characterized by a weight of rail well above the average, and
a lower weight of air; otherwise they move mainly in their own country, and very little
outside Europe.
They are low users of tools and assistance in travel management.
They use fewer tools on the value chain primarily due to low trip volumes. This is
especially true when it comes to centralized payment tools, where they are far behind
average. Cash advance is largely preferred to corporate cards.
Online booking tools and expense management solutions are also not much widespread
among them, even if the gap vs. average is smaller in this case.
Their need for comprehensive vision of expenses is limited; therefore in 60% of cases,
their processes are 100% manual.
Meanwhile they have no or little travel policy. Only 22% of them have one against 64% on
average. So far they have not established formal rules.
Consequently, they do not often use a travel agency, and thus subscribe fewer services.
Paradoxically 56% believe that their costs could be optimized; a travel agency could bring
added value to them, notably through installing online corporate booking tools or mobile
technologies.
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Pragmatic control for a maximized short-term efficiency
These companies have a profile quite close to the sample average, but they move very
little in their own country, and even Europe. Their development zone is a bit in the
Americas, but essentially in the Asia Pacific region, where today is growth.
They seek above all optimizing direct costs and spend more than 60% of their budget to
the development of customer assets.
Unlike the first category, cost control is their priority - ahead of passenger safety or even
complete vision expenses where they lag very late.
Their travel policies direct-cost oriented, and these items are present in the travel policy of
at least 65% of these organizations – even 70% for air.
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Logically, best buy and advanced booking are the most used levers. These organizations
tend to voluntarily underuse long-term profit levers, to leverage direct cost / short-term
benefits. Logically, they are equipped with more than 95% of mobile technologies for their
greater efficiency and responsiveness. On the opposite they use very few expense
management tools.
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Another interesting aspect: these companies use several agencies in 30% of cases, vs.
19% average, and their main travel agency is often a local or online agency. The added
value of a travel management company seems to be less attractive to them, and they
would rather tend to optimize the cost of their travel agency by installing competition
between several partners.
They are 29% to indicate that they have plans for international expansion within three
years, and this might have the effect of changing their approach. Furthermore, 53% of
them feel that their costs could be further optimized.
Targeted and Global controls: 2 ways to manage more complex travel practices
The last 2 profiles – targeted and global control organizations - have a travel profile fairly
close in terms of expenditure, with a much stronger weight of air expense than the sample
average.
Targeted control primarily concerns companies that demonstrate a willingness to master
the travel chain without dedicating too many resources by a weaker complexity.
Global control concerns firms making every effort to control a travel chain by a more
complex nature.
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Their privileged area of travel is very broad, but different:
• For those with a targeted control, they move primarily on their domestic market
and Europe.
• For those who have a global control, it is more complex areas in Asia, Africa and
the Middle East.
This type of travel has consequences for the security and control of travelers. Companies
with a global control travel more in sensitive regions. As such security is a major issue
really. This is particularly to be observed when it comes to repatriation services, with a
15pts gap between global and targeted control organizations.
Global control organizations are also more aware of the importance of training travelers
prior to their trip, although these practices still hardly reach 1/3 of such organizations.
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A huge majority of these organizations (76%) use 1 travel agency: these are by far the
typologies with the highest share of single-agency use. This is a consequence of their
need for a complete, fully integrated range of services that allow them, not only to
successfully manage each part of the value chain, but also to bring consistency to the
whole process. These organizations have a much higher need to get a complete view of
their expenses, therefore they use their agency as an exclusive partner rather than a
supplier among other.
In the same logic, in 85% of cases the travel agency is a TMC, but by whether targeted or
global control, they do not use it the same way. While Targeted control tend to lower the
assistance required from their agency in their travel program optimization, on the contrary
Global control organizations lean on their expertise to achieve it.
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The complexity of travel and the level of technology equipment explain this difference.
Companies with a global control are travelling in different regions of the world:
• They use more repatriation and rerouting services, as per the higher level of
insecurity while travelling in those regions;
• Similarly, they use more sourcing services – with a difference of 18 points
compared to that have targeted control – as per the higher number of suppliers
required to cover all their travel needs.
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An important gap is also to be found with technologies, especially regarding online
corporate booking tools and moreover expense management solutions. Only 17% of
targeted control organizations currently use such solutions, against 87% of global control
organizations.
This is the fundamental difference between these two profiles: for 1/3 of companies with
targeted control, travel management processes are 100% manual; this percentage is
insignificant for businesses with global control. On the opposite 50% of global control
companies have 100% automated procedures from end to end, while this share is
insignificant within targeted control organizations.
Companies with a global control have ensured to control their value chain from beginning
to end.
Logically firms that combine all the technological tools on the value chain and process
automation measure their travel expense return on investment far more than those with a
targeted control: 58% vs 34%.
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Travel management maturity is not fully connected from the travel budget size
Among the companies with a global control, 32% have a travel budget over € 3M.
This share is lower with other typologies, but not nonexistent: big budgets are also to be
found in more than 10% of organizations with a pragmatic control.
In the same way, small budgets (less than € 250K) are present in all typologies, including
global controls where they account for almost ¼ of organizations.
This tends to confirm that the size of travel budgets must not be the only criterion when
considering current and upcoming business travel management maturity.
The size of the travel budget cannot be used as the sole factor in assessing the maturity
of companies in control of their movements. Other criteria must be considered, first and
foremost the type of destinations the company (number, distance, and complexity of
visited regions). They are also a consequence of organizations motives for travelling
abroad (customer visits, prospecting, MICE, etc.). This criterion must also be taken into
account.
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Expected evolutions of these 4 typologies
Companies are faced with two issues that may impact their travel management maturity
• Their international development, which can lead them to travel in economically
dynamic regions, where security matters and travel complexity are higher than in
Western economies;
• Their need to gain a complete view of their expenses, which can lead them to
adopt IT solutions to automate and better manage their processes from end to
end.
Whatever the size of companies, the general trend is the development of client assets at
the heart of their concerns. As a reminder, organizations spend 60% of their budget for
this purpose.
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Part 3: Prospects for 2014
2014 prospects: still more wait-and-see strategies, +0.8% growth forecast
The respondents remain cautious for 2014: 72% of them consider a stable budget
(against 64% this year). The proportion of increasing budgets is anticipated at 20%, as
opposed to 23% in 2013, but moreover there should be less than 10% of organizations
with a decreasing budget against 14% in 2013.
Overall, the 2014 budget will be a slight increase up to 0.8%, with a higher dynamic for
national accounts, together with a greater optimism for global accounts which should be
back to a positive trend of their travel budgets.
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This slight growth is consistent with forecasts for very moderate price increases in Europe.
The air travel sector is hardly expected to increase fares, which should rather remain
stable. Fare evolution is estimated -1% to 1% for economy class, and -1% to 2% for
business class.
Again, hotel fares are more likely to grow in 2014 in Europe, with 0 to 6% increase for
economy fares, and 0 to 4% increase for business fares.
This slight recovery of business travel should be coming from various regions
The development of business abroad should remain the first motive for business travel
development: when they expect their travel budget to increase, 52% of organizations
explain it by a development of their activity outside Europe.
• An important change is to be noted here: the leading country for economic growth
outside Europe has long been the USA, but North America is now ranked only #4
among top regions, with 20% of organizations anticipating a development of trade
there. They are largely overstepped by Asia-Pacific region, with 35% of
organizations.
This share is to be compared with 49% of organizations who anticipate a development of
trade within Europe – this rate is similar with last year’s figure (48%).
But the new trend concerns the development of trade domestically: while only 34% of
interviewed organizations were confident about this growth engine in 2013, this rate is up
8pts to reach 42%. More European organizations now anticipate an economic recovery in
their own country, which is a positive trend after years of sluggish economic situation
throughout Europe.
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About the barometer
The 2013 barometer was prepared by Concomitance on the basis of a telephone survey
conducted from 16 September to 17 October 2013 among persons in charge of travel
budgets ranging from less than €250,000 to over €50 million (Finance Directors, Purchasing
Directors and Travel Managers) in 583 European companies based in 11 countries:
Germany, Great Britain, France, Belgium, Luxembourg, the Netherlands, Spain, Italy,
Denmark, Sweden and Norway.
About Concomitance
Concomitance is a service company specialised since 2001 in marketing, commercial, sales
and client relations research, consultancy and performance development.
Concomitance has teams specialised in several activity sectors such as telecommunications,
travel and business travel, banking, distribution, etc.
Since its establishment, Concomitance has stood out in terms of its capacity to transpose
commercial and marketing issues into action plans which are immediately effective and
comprehensible to all players. This capacity is a direct result of Concomitance's DNA: the
prior business experience of our consultants allows us to formulate recommendations and
share them with our clients in line with the maturity of their organisation.