Corporate Cards: Global Travel and Entertainment Card Programs Profile and Best Practices.

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1 Corporate Cards: Global Travel and Entertainment Card Programs Profile and Best Practices.

2 Organizations that seek to maximize spend capture in their T&E card program have found a valuable tool that provides improved travel spend transparency and supports informed decision-making that can directly impact the organization s bottom line.

3 Contents Executive Summary Executive Summary Why is Maximizing Spend Capture Important to the Corporate Travel Program? About the Study About the Survey Study Results Profile and Practices of High Spend-Capture Programs vs. Lower Spend-Capture Program Steps Programs Can Take to Increase Spend Capture Conclusion Conclusion

4 Executive Summary The ongoing financial crisis has led to fundamental changes in the way that organizations view spending oversight. All areas, in particular those that manage travel-related spend, have been asked to identify opportunities for increased efficiencies and expense reductions. In the case of travel spend, demand management and more rigorous sourcing initiatives have been the main drivers for these expense reductions. However, the success of each of these channels is heavily reliant upon access to accurate and timely data. To fill this need, organizations are increasingly relying on Travel and Entertainment (T&E) card data to provide visibility into their overall spend. When reviewing the survey findings, some markers emerged that distinguished organizations that captured over 75% of their total travel spend from those that captured less. Follow-up interviews were held with selected respondents from the higher spend capture group to assess their practices. Findings from both research avenues are summarized and address the following: Citi, in partnership with the Association of Corporate Travel Executives, recently conducted an assessment of global T&E card programs in order to understand how organizations are using the data gained from their T&E programs and to identify best practices from highly successful programs. The survey data showed clearly that a majority of corporate travel departments are gaining maximum benefit by capturing most of their travel spend, and therefore travel spend data, through their corporate T&E cards instead of less efficient and more costly alternatives, such as personal cards, enhancing the creation of useful business intelligence. However, it also revealed that there are still a substantial number of organizations underutilizing corporate T&E cards, resulting in lower data capture thereby missing out on opportunities to better manage traveler behavior and leverage their spend with travel suppliers. > Is there a relationship between single/ multiple issuer card programs and spend capture? > How does policy impact spend capture and visibility into travel data? > What other practices do high-capture programs use? > How are programs using the reporting and data captured? > What initiatives are higher-capture programs planning to pursue in the next 12 months? In addition, practical steps that travel programs can take to increase spend capture began to emerge from the survey results as well as from the in-depth one-on-one interviews. 2

5 Why is Maximizing Spend Capture Important to a Corporate Travel Program? Complete data is actionable data. While Travel Management Company (TMC) data is useful for many purposes, it is generally incomplete and represents only the pre-travel stage of the trip, leaving out expenses incurred during travel, such as meals, taxis, additional baggage fees, parking and various other costs that are incurred throughout the trip. Programs with high spend capture through a T&E card are able to compare booked travel data to spend data to ensure that travelers have made appropriate choices related to preferred suppliers and negotiated air fares and hotel rates. T&E card data offers a more complete capture of total spend that empowers the managed travel program to leverage a more robust data set for vendor negotiations, enforce policy and traveler behavior, and increase efficiencies through automated data capture. Maximizing the use of the T&E card not only improves opportunities for analyzing travel policy effectiveness but also provides increased savings through: (1) access to meaningful and complete T&E data, which can be leveraged for vendor negotiations; (2) automated data capture, which reduces costs resulting from manual keying errors; and (3) decreased costs incurred due to fraud, misuse and out-of-compliance expenditures through more simplified processes for data analysis. Additional key benefits that can result from improving travel spend capture on the T&E card are: > Greater transparency on rogue spending > Enhanced visibility on travel program performance with preferred suppliers > Better spend data including ancillary spend for all vendor categories > Increased pre-population of spend data for expense reporting increased seamlessness and convenience for traveler, as well as decreased errors in reporting > New opportunities to identify and establish relationships with smaller/local vendors > More effective crisis management tool for locating travelers > Identification of travel program aspects requiring education/communication > Enhanced support from the T&E card issuer 3

6 About the Study An online survey was distributed to a global population of corporate travel managers resulting in 115 qualified results. Only responses from travel programs with minimum T&E spend capture of at least 25% were considered for this study. Overall, the results show the distinctions between higher capture and lower capture T&E card programs as well as the practices and behaviors between these two groups. Survey respondents represented a cross-section of travel programs based on size and the location of their headquarters (see fig. 1 and fig. 2). Figure 1. What is your company s total annual global Travel & Entertainment (T&E) spend in dollars? Less than $9 11.4% 11.4 % 26.0 % $10 to $ $25 to $ % $50 to $ % 15.6 % More than $ % Figure 2. In what region is your headquarters located? Asia 4.3% Europe 26. Latin America 1.7% North America 68% 1.7 % 68.0 % 26.0 % 4.3 % 4

7 Profile and Practices of High Spend-Capture Programs vs. Lower Spend-Capture Programs While there were some key differences that emerged between high spend-capture programs (defined as those achieving a minimum of 75% travel spend through their T&E cards) and lower spend-capture programs, the survey found some similarities related to their programs. A majority from both groups used a single corporate card as their payment solution. Organizations from different regions were included in both groups with slightly more high spend-capture respondents headquartered in North America (see fig. 3 and fig. 4). Figure 3: Does your organization have a corporate card provider for T&E? < 75% Capture > 75% Capture < 75% Capture > 75% Capture Yes, more than one Yes, more than one Yes, only one Yes, only one Figure 4: In what region is your headquarters located? < 75% Capture > 75% Capture < 75% Capture > 75% Capture North America North America Latin America Latin America EMEA EMEA Asia Asia A key point of divergence between the high-spend and low-spend capture groups was in the geographic scope of the T&E card program (see fig. 5). Results showed that higher spend-capture companies were more likely to have a global T&E card program in place. Having a global T&E card program may reflect the maturity of the travel program, while its absence may reflect relative immaturity and/or an early stage in the travel program s globalization and consolidation efforts. The globalization path for many is one without a final destination as companies evolve and corporate footprints grow. When companies that had already achieved a significant portion of spend capture (> 75%) were interviewed, most had plans in place to continue rolling out T&E card programs in the next twelve months or to bring newly acquired businesses into the program. 5

8 Figure 5: What is your company s total annual global Travel & Entertainment (T&E) spend in dollars? < 75% Capture < 75% Capture > 75% Capture > 75% Capture More than $100 More than $100 $50 to $99 $50 to $99 $25 to $49 $25 to $49 $10 $10 to to $24 $24 Less Less than than $9 $9 Survey results indicated that card program ownership was nearly split between finance/treasury and procurement departments as primary program owners the travel department was a distant third among the higher spend-capture group. By contrast, almost half of the lower spend-capture group indicated the travel department owned the T&E card program (see fig. 6). Survey results indicated that finance/treasury and procurement may play a key role in helping to yield better spend-capture performance. Finance, treasury and procurement departments often lead the charge in process improvement and cost savings within the enterprise and it is logical to assume they can influence the development of strong T&E card programs to gain greater visibility and control over their travel spend. Figure 6: Which department in your organization owns the corporate card program? < 75% Capture > 75% Capture < 75% Capture > 75% Capture Travel Travel Procurement Procurement Human Resources Human Resources Finance/Treasury Finance/Treasury 6

9 Survey results did not indicate a direct correlation between the number of employee travelers and spend capture. Programs with high spend-capture straddled the gamut of traveler populations with almost as many programs counting fewer than 5,000 travelers as those with more than 5,000. However, the higher spend-capture group tended to have much greater representation in the largest T&E spend segment of $100,000,000 (see fig. 7). Figure 7: What is your company s total annual global (T&E) spend in dollars? < 75% Capture < 75% Capture > 75% Capture > 75% Capture More than $100 More than $100 $50 to $99 $50 to $99 $25 $25 to to $49 $49 $10 $10 to to $24 $24 Less Less than than $9 $9 A significant differentiator between high and low-spend capture programs lies with program governance. According to the survey, companies in the high spend group were more than twice as likely 10 to use a standardized policy across the entire organization compared to companies in the low spend-capture group (see fig. 8). This aspect stands out as a key factor in both the survey and follow-up interviews related to spend capture success. Complementing the influence of a standardized policy as a contributor to better spend-capture is the inclusion of consequences for non-compliance. The higher spend-capture group was much more likely to govern with consequences in response to policy non-compliance than the other group (see fig. 9). Figure 8: Which statement best describes the governance of your corporate card program? 10 < 75% Capture > 75% Capture < 75% Capture > 75% Capture There are no formal policies in place There are no formal policies in place Decentralized: Local policies and implementation Decentralized: allowed Local policies and Regional: Global implementation policy that allowed tolerates minimal regional Regional: customization Global policy that tolerates Centralized: minimal Standardized regional global customization policy implemented Centralized: across the Standardized entire organization global policy implemented across the entire organization 7

10 10 Figure 9: What are the consequences of non-compliance with your corporate policy? 10 < 75% Capture > 75% Capture < 75% Capture > 75% Capture Revocation of card privileges Revocation of card privileges Offenders reported to their line management Offenders reported to their line management Non-reimbursement of expenses Non-reimbursement of expenses No consequences No consequences Many organizations do not mandate policy either due to corporate culture or legal issues where they operate. Many high spend capture organizations which were represented in the survey follow-up interviews said their policies use tone and wording that convey a high expectation for compliance without using the term mandate. Consequences in most of these companies were often deferred to the employee s line manager or dictated by regional protocol. Rather than react to non-compliance in a punitive manner, many travel managers and their companies viewed non-compliance as an opportunity for communication or re-education. Indeed, several managers cited the importance of communicating the benefits of the program to all stakeholders as one of the first tasks when rolling out a T&E card program. When the benefits of program compliance are well understood by travelers, heavily-muscled or else statements were often unnecessary. Those who capture less than 75% of spend through their card programs are unable to optimize the benefits the cards deliver in terms of travel program governance, leverage with suppliers and employee convenience in expense reporting. Given the depth of data obtained, it is no surprise to find that high capture programs show a high reliance on corporate card data and reporting for monitoring compliance compared to the other group (see fig. 10). With the continued focus on demand management as a tool for controlling travel spend, companies who fail to capture significant spend through their card program are missing an opportunity to rein in spend and risk overlooking savings opportunities. The higher spend-capture group s use of T&E card data for vendor negotiations and pre-population of expense reports was also substantially higher than the lower spend-capture group. While TMC data is used as a primary source for vendor negotiations, interviews revealed that more companies must use T&E card data to understand their total spend among vendors, particularly since the advent of airline ancillary fees. Due to limitations related to the source of TMC-provided data which is typically limited to booked, pre-trip data T&E card data is a preferred source for a window into total corporate spend for the hotel and car categories as well. 8

11 Figure 10: In what ways do you use the data files and reporting provided by your corporate card program? Please choose all that apply. To pre-populate our expense To pre-populate management our expense system management system data allows for more sophisticated analysis to support: (1) improved compliance management; (2) identification of spend patterns and savings opportunities; (3) collection of complete vendor spend for negotiation purposes; (4) planning and budgeting; and (5) internal and external benchmarking. To negotiate better rates To negotiate with better key suppliers rates with key suppliers To monitor compliance with To monitor compliance corporate with policies corporate policies > 75% Capture < 75 Capture > 75% Capture < 75 Capture Figure 11: With regard to your corporate card program, what are the key priorities your organization will focus on during the next 12 months? Reconciliation processing The survey revealed the group with higher-tier spend-capture is focused on data integration as a key priority in the next year. The lower capture group is mainly looking at reconciliation processing, a basic utilization of card data in the managed corporate travel program (see fig. 11). The inability to optimize data capture inhibits the lower spend-capture group s success in maximizing the value provided by the card program, which ultimately results in program savings and efficiency. The access to complete and robust To pre-populate New market our expense rollouts management system Fraud protection To negotiate better rates with key suppliers Data integration To monitor compliance with corporate policies > 75% Capture < 75 Capture > 75% Capture < 75 Capture 9

12 Finally, since data capture is the underpinning of so many of the benefits T&E card programs provide, it is not surprising to find a higher degree of satisfaction from the higher spend-capture group compared to the other group (see fig. 12). Figure 12: Please indicate your level of satisfaction with your organization s corporate card program. 10 < 75% Capture > 75% Capture Very Satisfied Satisfied Neutral Somewhat Satisfied Unsatisfied 10

13 Steps Programs Can Take to Increase Spend Capture Tactics that travel programs may use to increase their spend capture through T&E cards were collected primarily through interviews with high performing T&E card programs and offer practical suggestions regardless of where a T&E card program falls on the capture spectrum. 1. Secure a champion for the T&E program from senior management with influence across the enterprise to sponsor the program and communicate policy. According to the manager of the T&E card program for a major energy company, securing a champion was the key factor in achieving compliance when the program was implemented across 30 countries. The MasterCard Travel and Entertainment Best Practices Guide (another good source of information) recommends providing an introduction to policy written by C-level executive, delivered by video conference, Web communication, or other means to associate management with policy. Research on Best Practices commissioned by Visa in 2010 added that sustaining senior management support by providing program performance and savings reports is key to the continued success of a card program. 2. Define and communicate a standard expense policy across the enterprise with stated consequences for non-compliance. Imposing penalties for non-compliance reinforces the importance of policy compliance, which helps to reduce the economic impact of non-compliance and deter fraudulent and/or misuse of the card. 3. Implement a T&E program with the traveler at its center that provides convenient, consistent and supported experiences. Travel managers from companies with high spend capture who were interviewed all agree that the T&E card must work for the traveler. Programs that demonstrate a focus on travelers convenience and seamless experiences have a distinct edge in getting buy-in from travelers and achieving adoption goals. 4. Be a change agent and continually communicate the benefits the T&E program brings to all stakeholders. One travel director from a Global 500 company emphasizes the enhanced safety and security aspect that T&E card usage brings in cases of crisis management, as well as the savings that are accrued to the company and travelers. Other travel leaders focus on the convenience of expense reporting when there is integration with an expense reporting tool. Many T&E program managers added that one must be prepared to communicate benefits beyond the traveler population across the enterprise. 5. Use expense policy non-compliance as an opportunity to educate/communicate the program and its benefits to employees and vendors. Interviews with travel managers showed that the consequences of non-compliance varied among companies depending upon their corporate culture. However, across the spectrum of cultures, non-compliance was seen as an opportunity to reiterate the benefits that adhering to the 11

14 T&E program can bring. The Master Card Best Practices Guide also cites the improvement of vendor relationships when suppliers witness proactive efforts to bring travelers into alignment with travel policy. 6. Prescribe a preemptive process for travelers to follow in cases where card acceptance is low. One travel director with increasing travel to areas of historically low card acceptance has outlined steps that must be taken related to restaurant spend, which is the largest contributor to low spend capture for her travelers. Travelers can easily access information about which restaurants accept the card in their destination cities and are instructed to learn in advance if there is card acceptance for any unlisted restaurant. Having these steps in place helps to make non-acceptance a non-issue in this developing region. 7. Integrate T&E cards with other travel tools to increase seamlessness for travelers. Most travel managers interviewed concurred that traveler convenience is a critical factor for encouraging traveler T&E card use. Ensuring the card is seamlessly integrated into the booking, trip experience and expense reporting phases of travel provides travelers with incentive for its use. Results from the 2009 Corporate Travel Card Benchmark Survey by RMPG show companies with automated travel expense reporting, prepopulated with card data, decreased traveler reimbursement lengths by 27% and almost halved the time for travelers to complete expense reports. 8. Utilize T&E providers analytic tools and consultative services. T&E card providers are ready and available to work with the travel managers to identify the areas of spend that are escaping capture, the low-hanging fruit for improved capture and to suggest processes and practices that will contribute to achieving spend capture goals. The Visa Best Practices research describes tools available from card issuers that examine a company s spend for card program growth opportunities by identifying spend patterns (including hotels, air, rail, car rental, etc.) that results in strategic and tactical planning development to support corporate card program implementation or expansion. 9. Work with providers merchant acquisition processes to increase merchant acceptance among your program s heavier spend vendors. Travel managers interviewed cited the successful efforts of their T&E card providers at minimizing card non-acceptance as a challenge in reaching spend capture goals. T&E card providers offer processes for identification, escalation and conversion of non-accepting vendors. These efforts have an overall beneficial effect on the T&E card program. Said one travel manager of a global company, When an employee learns there is genuine effort to address non-acceptance, there is an immediate turn around in the employee s perception about the card provider s interest in supporting their travel. 12

15 Conclusion Travel programs that seek to maximize spend capture in the T&E card program have found a valuable tool which provides improved spend transparency as well as access to the information needed to make informed decisions that can impact the organization s bottom line. The survey results and interviews demonstrate that even those programs with higher levels of spend-capture continue to raise their goals for percentage of spend captured on T&E cards and define tactics that lead to spend-capture improvement. Clearly, the managers of these programs understand the need to drive compliance, collect better data and access rich reporting tools as important activities for optimizing their corporate travel program and enhancing their value within the company. According to the 2009 RPMG Corporate Travel Card Benchmark Survey, the average company in North America puts 75 percent of spending on a card, while best-in-class companies are achieving 93 percent of spend on their cards. For a company with $100 in T&E spending, the difference between average and best in class represents an untapped $18 opportunity to improve usability of expense reporting, reduce expense report fraud, and improve vendor negotiations and policy compliance. Managed travel programs must constantly prove their value to all company stakeholders and in tough economic times, they cannot afford to ignore the opportunity to make the changes necessary to improve the travel spend-capture through their T&E card program. References: 2009 RPMG Corporate Travel Card Benchmark Survey MasterCard Travel and Entertainment Best Practices Guide Best Practices/Visa Commercial Solutions 13

16 Global Transaction Services Citibank, N.A. All rights reserved. Citi, Citi and Arc Design are registered service marks of Citigroup Inc. All other trademarks are the property of their respective owners.

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