CWT Perspectives Travel Management Priorities for January 2013

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1 CWT Perspectives Travel Management Priorities for 2013 January 2013

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3 Contents Executive summary priorities and planned measures...8 Global annual survey priorities business travel trends from A to Z Ancillary fees...21 Brazil, India and China...24 Carbon emission trading...30 Duty of care to employees...32 Expense management...34 Foggy economic outlook...35 Game techniques...37 Hotel reviews...39 Inflation in prices...41 Joint agreements between airlines...44 Key performance indicators...47 Low-cost carriers...49 Meetings and events (hybrid and virtual)...52 New virtual agents...54 Online adoption...55 Packed planes...56 Quick quiz...57 Rail travel...58 Social media...61 Technology...62 Unmanaged travel programs...64 Visa regulations...67 Well-being...69 Generations X and Y...70 Zh ng Guó (China)...72 About the CWT Travel Management Institute Travel Management Priorities for

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5 Executive summary Survey on travel management priorities for 2013 Large and mid-sized companies share the same travel priorities, according to CWT s latest global client survey on travel management priorities. In 2013, companies of all profiles will continue to make driving air and ground savings their top focus, followed by improving traveler compliance and optimizing hotel spend. As areas that offer major savings opportunities, it is no surprise they dominate the rankings in these economically challenging times. Other recognized sources of hard savings, optimizing online adoption and optimizing the travel policy, come next, while softer ways to enhance program performance take on less importance overall. Figure 1 Travel managers priorities for 2013 p 2013 Ranking Priority 1 Driving air and ground transportation savings 2 Improving traveler compliance 3 Optimizing hotel spend Notes: Optimizing online adoption Optimizing the travel policy Enhancing the traveler experience Further consolidating the travel program Developing key performance indicators Addressing safety and security needs Tackling meetings and events Making the program more environmentally friendly Respondents CWT asked travel managers to select their top five travel management priorities for 2013 and rank them in order of importance. The responses were weighted to take into account how often each priority was ranked 1st, 2nd, 3rd, 4th or 5th. The Respondents column shows the proportion of travel managers who included the priority in their top five. Driving air and ground transportation savings was identified as a priority by fewer travel managers than improving traveler compliance (61% compared to 64%) but ranked higher overall because it figured higher in travel managers top five. 61% 64% 59% 55% 49% 43% 33% 34% 25% 16% 8% Source: CWT Travel Management Institute Based on a survey of 706 travel managers worldwide (November 2012) This year s results also reveal some differences between regions, reflecting the market conditions faced by respondents as well as program maturity. For example, while driving air and ground savings remains the top priority for country/regional travel managers in Europe, the Middle East and Africa, and Latin America, improving traveler compliance is considered more important by travel managers in Asia Pacific and North America, as well as those responsible for global programs. Compared to the total sample, optimizing online adoption is also a stronger focus for country/regional travel managers in EMEA and global travel managers (who rank it 3rd instead of 4th). As could be expected, global travel managers accord a higher priority than their regional colleagues to further consolidating the travel program. Travel managers in Asia Pacific, on the other hand, rank safety and security higher (7th vs. 9th in the total sample), while in Latin America, more importance is attached to developing key performance indicators (4th vs. 8th) and enhancing the traveler experience (5th vs. 6th). Travel Management Priorities for

6 Figure priorities by travel managers scope of responsibility Asia Pacific Europe, Middle East and Africa Latin America North America Global Priority Respondents Priority Respondents Priority Respondents Priority Respondents Priority Respondents Compliance 66% Air & ground 64% Air & ground 82% Compliance 65% Compliance 75% Air & ground 59% Compliance 62% Hotel 59% Air & ground 57% Air & ground 56% Hotel 53% Online adoption 59% Compliance 57% Hotel 60% Online adoption 57% Travel policy 51% Hotel 60% KPIs 50% Online adoption 54% Hotel 56% Online adoption 49% Travel policy 51% Traveler experience 50% Travel policy 53% Consolidation 46% Traveler experience 47% KPIs 35% Online adoption 48% Traveler experience 51% Traveler experience 41% Safety & security 32% Traveler experience 34% Travel policy 32% Consolidation 35% Travel policy 35% Consolidation 27% Consolidation 31% Consolidation 32% KPIs 32% KPIs 38% KPIs 22% Safety & security 23% Safety & security 25% Safety & security 28% Safety & security 17% Environment 7% Meetings & events 15% Meetings & events 14% Meetings & events 18% Meetings & events 21% Meetings & events 7% Environment 13% Environment 2% Environment 6% Environment 2% Sample size: 59 travel managers 287 travel managers 44 travel managers 253 travel managers 63 travel managers Note: Regional results include country/regional travel managers. Source: CWT Travel Management Institute Based on a survey of 706 travel managers worldwide (November 2012) Travel management in 2013: an A-Z of trends to watch To help travel managers tackle their priorities, CWT has produced an A-Z of trends impacting the travel program. (See Figure 3 on Page 7.) These can be grouped into a number of broader developments. To start with, technology is firmly in the spotlight, playing an ever-important role in keeping travelers happy, safe and productive while helping companies to drive compliance and manage their programs more effectively. With Generation Y or the younger generation of travelers already surpassing other populations of business travelers in some countries, companies can no longer ignore the need for a social media strategy or the benefits of recent tools such as games techniques, corporate hotel review sites, and virtual/hybrid solutions for meetings and events. Meanwhile, airlines and airports are embracing the future with new virtual travel agents. Online booking tool adoption will continue to rise, especially in Eastern countries. But companies will not lose sight of the human element, looking at ways to increase traveler well-being and fulfill their duty of care to employees. Despite a foggy economic outlook, companies can expect slight growth in travel in the more developed business travel markets contrasted with faster growth in developing countries. Brazil, India and China will play a starring role, with business travel spend increasing at around twice the pace of the world average (12.6 percent, 21.5 percent and 14.7 percent forecast growth respectively, compared with 8.1 percent globally). 1 However, even in the fastest-growing markets, inflation in travel prices is expected to be modest overall at around a few percentage points across most travel categories. A number of developments in the supplier landscape are also worth watching. As airlines continue to take a cautious approach to capacity increases, packed planes will remain the norm, underlining the importance of advance booking. New joint airline agreements, the growing presence of low-cost carriers and more extensive high-speed rail networks will offer opportunities for companies worldwide, particularly in travel programs focusing on optimizing the trade-offs between air and high-speed rail. When considering different supplier proposals, travel managers will increasingly consider the total cost of spend, including ancillary fees that now represent an estimated 5-10 percent of companies total travel budgets. To do so, more companies will focus on more effective expense management. 1 GBTA Foundation, GBTA BTI Outlook Annual Global Report and Forecast, Prospects for Global Business Travel (July 2012) 6

7 Regulatory changes will have a varied impact. For example in China ( Zh ng Guó in transliteration), new rules allowing international airlines to ticket via foreign global distribution systems will be slow to take effect, partly due to lengthy approval procedures. On the other hand, relaxed visa regulations in some countries should bring good news for the impacted passport holders. Meanwhile, the European Union s controversial new carbon emission trading system will likely see higher airline costs passed on in fuel surcharges. On this green theme, more companies will be tracking their carbon footprints in their key performance indicators. Finally, all eyes will be on the growing debate surrounding unmanaged business travel or open booking, which some industry observers are advocating as an alternative to travel booked through travel counselors and online booking tools. Lacking sufficient proof of real cost savings and traveler satisfaction, this form of travel management 2.0 seems to be weighed down by disadvantages. However, much awaited further research should be published by the Global Business Travel Association, as well as by the CWT Travel Management Institute later this year Figure 3 Business travel trends in 2013 Source: CWT Travel Management Institute Travel Management Priorities for

8 2013 priorities and planned measures Global annual survey CWT conducts an annual online survey of travel managers to benchmark their priorities and the measures they plan to implement over the year to come. This year, the sample more than doubled to 706 travel managers, up from 290 last year. Further, the scope of the survey was extended to include companies with mid-sized national programs (representing at least US$2 million of travel spend) in addition to those with the largest international programs (more than US$100 million of travel spend over at least 2 regions) priorities In 2013, the overall ranking of priorities remains fairly stable compared to As can be expected, travel managers intend to focus most on areas representing the greatest savings opportunities rather than those linked more to the traveler experience. What is more surprising perhaps is that the ranking of priorities is identical for companies with major global programs and those with mid-sized national programs that may not have reached the same levels of maturity. Also worth highlighting are a number of regional variations: Driving air and ground savings is the top priority overall but an especially high priority for travel managers in Latin America, 82 percent of whom ranked this area in their top five. Improving traveler compliance is the top priority for travel managers with global responsibilities, 75 percent of whom ranked the area in their top five, as well as respondents in Asia Pacific (66 percent) and North America (65 percent). Optimizing hotel spend is highly ranked by all categories of travel managers (53-60 percent, depending on the region). Optimizing online adoption is accorded more importance by travel managers in Europe, the Middle East and Africa, and travel managers with global responsibilities (ranked by both as the number three priority). Optimizing the travel policy is a priority for 49 percent of respondents overall, although the percentage per region varies quite considerably from 32 percent in Latin America to 53 percent in North America. Enhancing the traveler experience is a top five priority for more travel managers in North America and Latin America (51 percent and 50 percent respectively) than in Europe, the Middle East and Africa (34 percent). Further consolidating the travel program is a high priority for more global travel managers (46 percent) than the overall sample (33 percent). Developing key performance indicators is ranked higher by travel managers in Latin America (in 4th position, compared to 8th overall). Addressing safety and security needs is a stronger focus for Asia Pacific (32 percent of respondents, ranking 7th) than the overall sample (25 percent, ranking 9th). Tackling meetings and events is cited more often by global travel managers than the overall sample (21 percent and 16 percent respectively). Making the program more environmentally friendly is almost always the lowest-ranking priority for the different categories of travel managers. 8

9 Figure 4 Travel managers priorities for Ranking Driving air and ground transportation savings Improving traveler compliance Optimizing hotel spend Optimizing online adoption Optimizing the travel policy Enhancing the traveler experience Further consolidating the travel program Developing key performance indicators Addressing safety and security needs Tackling meetings and events Making the program more environmentally friendly Sample size: 706 travel managers Total sample Priority Respondents 61% 64% 59% 55% 49% 43% 33% 34% 25% 16% 8% Industrial manufacturing 3% Aerospace, defense, oil, gas & construction 27% Banking, consulting & insurance 18% Breakdown by travel managers scope of responsibility Surveyed companies by sector Media, hotels, restaurants & transportation 6% Asia Pacific Europe, Middle East and Africa Latin America North America Global Priority Respondents Priority Respondents Priority Respondents Priority Respondents Priority Respondents Other 7% Consumer products, food & retail 16% Chemicals, pharmaceuticals & healthcare 8% IT & telecommunications 15% Compliance 66% Air & ground 64% Air & ground 82% Compliance 65% Compliance 75% Air & ground 59% Compliance 62% Hotel 59% Air & ground 57% Air & ground 56% Hotel 53% Online adoption 59% Compliance 57% Hotel 60% Online adoption 57% Travel policy 51% Hotel 60% KPIs 50% Online adoption 54% Hotel 56% Online adoption 49% Travel policy 51% Traveler experience 50% Travel policy 53% Consolidation 46% Traveler experience 47% KPIs 35% Online adoption 48% Traveler experience 51% Traveler experience 41% Safety & security 32% Traveler experience 34% Travel policy 32% Consolidation 35% Travel policy 35% Consolidation 27% Consolidation 31% Consolidation 32% KPIs 32% KPIs 38% KPIs 22% Safety & security 23% Safety & security 25% Safety & security 28% Safety & security 17% Environment 7% Meetings & events 15% Meetings & events 14% Meetings & events 18% Meetings & events 21% Meetings & events 7% Environment 13% Environment 2% Environment 6% Environment 2% Sample size: 59 travel managers 287 travel managers 44 travel managers 253 travel managers 63 travel managers Notes: CWT asked travel managers to select their top five travel management priorities for 2013 and rank them in order of importance. The responses were weighted to take into account how often each priority was ranked 1st, 2nd, 3rd, 4th or 5th. The Respondents column shows the proportion of travel managers who included the priority in their top five. Driving air and ground transportation savings was identified as a priority by fewer travel managers than improving traveler compliance (61% compared to 64%) but ranked higher overall because it figured higher in travel managers top five. Regional results include country/regional travel managers. Source: CWT Travel Management Institute Based on a survey of 706 travel managers worldwide (November 2012) Travel Management Priorities for

10 Asia Pacific In Asia Pacific, the number one priority for travel managers is improving traveler compliance, with driving air and ground savings falling to 2nd place. Optimizing hotel spend remains the third priority, while optimizing the travel policy comes further up the rankings (4th rather than 5th), swapping places with optimizing online adoption. Another area that is given more importance is addressing safety and security needs, which ranks 7th in Asia Pacific, compared to 9th in the total sample. In contrast, developing key performance indicators ranks slightly lower (9th vs. 8th). (See Figure 4 on Page 9.) Compared with other regions, travel managers in Asia Pacific intend to place more focus on: Communicating/providing training on the travel policy and empowering travel counselors to enforce rules (to improve compliance) Tightening air and ground travel policy while finding the right balance between negotiated and restricted fares, as well as exploring low-cost carrier opportunities (to drive air savings) Mandating preferred booking channels and consolidating hotel spend on fewer properties to leverage larger volumes in negotiations (to optimize hotel spend) Increasing the scope of online booking tool (OBT) implementation and mandating OBT usage (to optimize online adoption) And less focus on: Negotiating fuel surcharges and ancillary fees (to drive air and ground savings) Globalizing volumes and contracts (to further consolidate the travel program) Figure 5 Asia Pacific key indicators (air) Average ticket price in economy class Domestic Continental Intercontinental Average ticket price in business class Continental Intercontinental US$283 US$503 US$1,242 US$1,775 US$4,667 Intercontinental flights booked in business class 34% Flights booked at least 14 days in advance Domestic Continental Intercontinental 21% 41% 57% Source: CWT Travel Management Institute Based on tickets booked by CWT clients (Q3 2012) 10

11 Figure 6 Top priorities and planned measures for travel managers in Asia Pacific 2013 Ranking Priority Planned measures Respondents * Communicate and provide training on travel policy 72% 1 Improving traveler compliance Actively remind employees of policy Engage management throughout the organization Track and communicate compliance levels 67% 59% 56% Empower travel counselors to enforce compliance 49% 2 Driving air and ground transportation savings Find the right balance between negotiated and restricted fare usage Tighten air policy (class of travel, use of connecting flights, advance booking, etc.) Work with airline alliances Negotiate point-of-origin pricing 57% 51% 43% 40% Concentrate volume on a limited number of suppliers 40% Consolidate hotel spend on fewer properties to leverage larger volumes in negotiations 61% 3 Optimizing hotel spend Mandate preferred booking channels Mandate the use of preferred hotels 58% 58% Consolidate multiple sources of hotel data 52% 4 Optimizing the travel policy Address advance purchase behavior Standardize the policy regionally or globally Aim for best-in-class travel policy guidelines 57% 50% 37% 5 Optimizing online adoption Enhance communication/training Track and communicate online booking tool (OBT) usage Increase scope of OBT implementation Mandate OBT usage 76% 69% 45% 45% * Percentage of respondents who selected the planned measure having cited the corresponding priority in their top five Source: CWT Travel Management Institute Based on a survey of 59 travel managers in Asia Pacific (November 2012) Travel Management Priorities for

12 Europe, In Europe, the Middle East and Africa, driving air and ground transportation savings and improving traveler compliance remain the top two priorities for travel managers. Compared to the total sample, optimizing online adoption comes higher in the ranking, switching places with optimizing hotel spend (ranking 3rd and 4th respectively). Optimizing the travel policy remains in 5th place, while enhancing the traveler experience ranks slightly lower (7th vs. 6th in the total sample). (See Figure 4 on Page 9.) Compared with other regions, travel managers in Europe, the Middle East and Africa intend to place more focus on: Tightening air and rail policy (to drive air and ground transportation savings) Addressing advance purchase behavior (to optimize the travel policy) And less focus on: Negotiating point-of-origin pricing (to drive air and ground transportation savings) Implementing an expense management tool (to improve traveler compliance) Implementing social media tools/apps (to improve the traveler experience) Figure 7 Europe, Middle East and Africa key indicators (air) Average ticket price in economy class Domestic Continental Intercontinental Average ticket price in business class Continental Intercontinental US$447 US$577 US$1,617 US$1,689 US$6,523 Intercontinental flights booked in business class 39% Flights booked at least 14 days in advance Domestic Continental Intercontinental 36% 46% 64% Source: CWT Travel Management Institute Based on tickets booked by CWT clients (Q3 2012) 12

13 Middle East and Africa Figure 8 Top priorities and planned measures for travel managers in Europe, Middle East and Africa 2013 Ranking Priority Planned measures Respondents * 1 Driving air and ground transportation savings Tighten air policy Find the right balance between negotiated and restricted fare usage Concentrate volume on a limited number of suppliers 40% 40% 38% 2 Improving traveler compliance Actively remind employees of policy Engage management throughout the organization Communicate and provide training on travel policy 71% 56% 47% 3 Optimizing online adoption Enhance communication/training Track and communicate online booking tool (OBT) usage Encourage travel counselors to steer travelers to the OBT 58% 44% 40% 4 Optimizing hotel spend Mandate the use of preferred hotels Negotiate amenities (e.g., Internet, breakfast and parking) Consolidate hotel spend on fewer properties to leverage larger volumes in negotiations 54% 39% 39% 5 Optimizing the travel policy Address advance purchase behavior Standardize the policy regionally or globally Aim for best-in-class travel policy guidelines 61% 38% 30% * Percentage of respondents who selected the planned measure having cited the corresponding priority in their top five Source: CWT Travel Management Institute Based on a survey of 287 travel managers in Europe, Middle East and Africa (November 2012) Travel Management Priorities for

14 Latin America Driving air and ground transportation savings also remains the top priority when looking at the survey results for Latin America. Optimizing hotel spend and improving traveler compliance switch places, ranking 2nd and 3rd respectively. However, optimizing online adoption and the travel policy drop to 7th and 8th place as travel managers in this region make a higher priority of developing key performance indicators and enhancing the traveler experience (in 4th and 5th place). (See Figure 4 on Page 9.) Compared with other regions, travel managers in Latin America intend to place more focus on: Implementing advance booking rules and tightening rental car policy (to drive air and ground savings) Introducing mandates on preferred hotels (to optimize hotel spend) Tracking changed/cancelled bookings and related costs (as key performance indicators) Offering traveler profile management tools (to enhance the traveler experience) And less focus on: Introducing measures to optimize the rail program, in view of the limited offering in this region (to drive ground savings) Implementing social media tools (to enhance the traveler experience) Figure 9 Latin America key indicators (air) Average ticket price in economy class Domestic Continental Intercontinental Average ticket price in business class Continental Intercontinental US$269 US$824 US$1,403 US$1,857 US$4,581 Intercontinental flights booked in business class 25% Flights booked at least 14 days in advance Domestic Continental Intercontinental 22% 36% 55% Source: CWT Travel Management Institute Based on tickets booked by CWT clients (Q3 2012) 14

15 Figure 10 Top priorities and planned measures for travel managers in Latin America 2013 Ranking Priority Planned measures Respondents * Driving air Concentrate volume on a limited number of suppliers 58% and ground 1 transportation savings Work with airline alliances Implement advance booking rules 47% 42% 2 Optimizing hotel spend Mandate the use of preferred hotels Consolidate hotel spend on fewer properties to leverage larger volumes in negotiations Negotiate amenities (e.g., Internet, breakfast and parking) 77% 50% 50% 3 Improving traveler compliance Actively remind employees of policy Communicate and provide training on travel policy Engage management throughout the organization 72% 64% 60% 4 Developing KPIs Modified/cancelled booking and related costs Missed air savings (vs. lowest logical airfares) Average ticket price evolution and benchmarking 77% 46% 41% 5 Enhancing the traveler experience Offer mobile services Offer traveler profile management tool 55% 41% * Percentage of respondents who selected the planned measure having cited the corresponding priority in their top five Source: CWT Travel Management Institute Based on a survey of 44 travel managers in Latin America (November 2012) Travel Management Priorities for

16 North America In North America, travel managers top priority is improving traveler compliance, which pushes driving air and ground transportation savings to 2nd place. Their 3rd, 4th and 5th priorities match the results of the total sample: optimizing hotel spend, online adoption and the travel policy. (See Figure 4 on Page 9.) Compared with other regions, travel managers in North America intend to place more focus on: Negotiating multi-year contracts and implementing flexible, dynamic negotiations with suppliers throughout the year (to drive air savings) Extending the geographical scope of the travel program and standardizing processes (to further consolidate the travel program) Leveraging technology (to tackle meetings and events) And less focus on: Finding the right balance between negotiated and restricted fare usage (to optimize air and ground savings) Implementing advance booking rules (to optimize hotel spend) Defining criteria for using travel alternatives (to optimize the travel policy) Figure 11 North America key indicators (air) Average ticket price in economy class Domestic Continental Intercontinental Average ticket price in business class Continental Intercontinental US$562 US$761 US$1,567 US$2,410 US$6,055 Intercontinental flights booked in business class 37% Flights booked at least 14 days in advance Domestic Continental Intercontinental 47% 56% 66% Source: CWT Travel Management Institute Based on tickets booked by CWT clients (Q3 2012) 16

17 Figure 12 Top priorities and planned measures for travel managers in North America 2013 Ranking Priority Planned measures Respondents * 1 Improving traveler compliance Actively remind employees of policy Engage management throughout the organization Communicate and provide training on travel policy Track and communicate compliance levels 76% 64% 58% 58% 2 Driving air and ground transportation savings Concentrate volume on a limited number of suppliers Negotiate multi-year contracts and implement flexible, dynamic negotiations with suppliers throughout year Tighten the air policy (class of travel, connecting flights, advance booking, etc.) 46% 46% 42% Negotiate amenities (e.g., Internet, breakfast and parking) 49% 3 Optimizing hotel spend Consolidate hotel spend on fewer properties to leverage larger volumes in negotiations Mandate the use of preferred hotels 47% 45% Request last-room availability (LRA) agreements from hoteliers 41% 4 Optimizing online adoption Enhance communication/training Track and communicate online booking tool (OBT) usage Encourage travel counselors to steer travelers to the OBT 71% 60% 44% 5 Optimizing the travel policy Address advance purchase behavior Standardize the policy regionally or globally Aim for best-in-class travel policy guidelines 52% 50% 47% 6 Enhancing the traveler experience Offer mobile services 62% * Percentage of respondents who selected the planned measure having cited the corresponding priority in their top five Source: CWT Travel Management Institute Based on a survey of 253 travel managers in North America (November 2012) Travel Management Priorities for

18 Global travel managers Like travel managers in North America and Asia Pacific, global travel managers make improving traveler compliance their top priority for 2013, followed by driving air and ground transportation savings. Online adoption and hotel spend are their next main areas of focus, followed by consolidation, which comes higher in their list of priorities compared to the total sample (5th vs. 7th). (See Figure 4 on Page 9.) Compared with country/regional travel managers, global travel managers intend to place more focus on: Implementing traveler messaging tools (to improve compliance) Negotiating point-of-origin pricing and introducing more mandates (to drive air transportation savings) Globalizing volumes and contracts, and consolidating sourcing (to further consolidate the travel program) Implementing a wider range of measures (to support all priorities) And less focus on: Tightening the travel policy (to optimize air and ground savings) Tracking changed/cancelled bookings and the related costs (to drive air savings) 18

19 Figure 13 Top priorities and planned measures for global travel managers 2013 Ranking Priority Planned measures Respondents * Engage management throughout the organization 79% 1 Improving traveler compliance Track & communicate compliance levels Actively remind employee of policy Communicate & provide trainings on travel policy 75% 66% 53% Implement traveler messaging tool (CWT Program Messenger) 53% 2 Driving air and ground transportation savings Concentrate volume on a limited number of suppliers Work with airline alliances Negotiate point-of-origin pricing Negotiate multi-year contracts and implement flexible, dynamic negotiations with suppliers throughout year 69% 63% 46% 46% Review and update online booking tool (OBT) configuration/settings periodically 75% 3 Optimizing online adoption Enhance communication/training Enhance OBT features Track and communicate OBT usage 72% 64% 64% 4 Optimizing hotel spend Consolidate hotel spend on fewer properties to leverage larger volumes in negotiations Mandate the use of preferred hotels Negotiate amenities (e.g., Internet, breakfast and parking) 51% 49% 49% * Percentage of respondents who selected the planned measure having cited the corresponding priority in their top five Source: CWT Travel Management Institute Based on a survey of 63 global travel managers (November 2012) Travel Management Priorities for

20 2013 business travel trends from A to Z The following table shows the cross-over between travel managers priorities and key market trends for Survey results and commentary are included in the A-Z of trends as described on Pages Figure 14 Travel managers priorities and key industry trends at a glance Trends Priorities Air & ground Compliance Hotel Online adoption Travel policy Consolidation Traveler experience KPIs Safety & security Meetings & events Environment Page A - Ancillary fees 21 B - Brazil, India and China 24 C - Carbon emission trading 30 D - Duty of care 32 E - Expense management 34 F - Foggy economic outlook 35 G - Game techniques 37 H - Hotel reviews 39 I - Inflation 41 J - Joint agreements 44 K - KPIs 47 L - Low-cost carriers 49 M - Meetings and events 52 N - New virtual agents 54 O - Online usage 55 P - Packed planes Q - Quick quiz R - Rail travel S - Social media T - Technology U - Unmanaged travel programs V - Visa regulations W - Well-being X Y- Gen X&Y Z - Zhōng Guó (China) Source: CWT Travel Management Institute 20

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