For all of its many benefits, there is one thing that today's technology can complicate. That is providing clear, simple communication. Talk to a room full of executives (or even a classroom full of teens) and you'd be hard pressed to find one person who isn't suffering from a case of email overload, smartphone fatigue or has a list of hungry social media sites eagerly awaiting a scroll.
As well as being a challenge for everyday life for a bevvy of reasons, our age of over-communication provides a particularly interesting challenge for corporate travel players. When travelling today, executives will receive information from their organisation, their TMC, their SBT and their airline (at the bare minimum) across websites, email, apps, social media channels and push notifications.
So when travellers are receiving messages from every angle the lines of communication can begin to blur. Suddenly we need to ask ourselves, who really owns these lines of communication? And ultimately, who has responsibility for the traveller relationship?
Booking travel
When they are booking travel executives are faced with an array of communications from the various players vying for a piece of the travel pie. The sheer volume of these communications can often result in confusion on behalf of the traveller, resulting in unknowingly booking out of policy, as well as their organisation.
Depending on the size of a company and the industry they operate in organisations will either be relying on their travel management company (TMC) or their self-booking tool (SBT) to facilitate and manage the conversation between suppliers and travellers. Larger organisations will have direct deals with airlines and therefore their TMC becomes the facilitator communicating these offers to travellers. Similarly, smaller companies which don't have the traditional buying power of a larger organisation will be leveraging third party deals available through their SBT. In both instances there may be friction between these third party suppliers and the facilitator with regard to who owns the customer relationship.
Organisations can begin to take hold of these conflicts and reduce the risk of over-communication by encouraging the use of their preferred supplier tools. In mandating that employees use only certain booking channels, technology can begin close the gap, reduce confusion and make the communication channels clear.
Travel managers should also ensure that they are aware of anti-spam laws and communication regulations to protect their employees from being over-communicated to particularly by third-parties looking to cross sell as part of the travel experience.
During travel
There are many communications when a traveller starts their trip. Mobility plays a key part in communication as travellers often look to their airline's app to receive information in real-time, in and around their journey.
Airports are also now becoming key players in communicating with travellers. With new technology available there will no longer be a need to advise travellers of a change to their gates or schedule over loudspeakers. A recent SITA survey "The Future Is Connected" outlined that the majority of airports plan to implement mobile servicing over the next three years.
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Notification overload can cause people to switch off ©gianlucabartoli/iStockThis will all be available through the use of beacons which use Bluetooth to send information related to a traveller's trip directly to their mobile device. The SITA report found
- 61% of airports plan to use beacons for check-in by 2018 as well as in the baggage process
- 55% of airports want to use the technology for bag drop-off
- 40% plan on using it for baggage claim by 2018
While these technologies are undoubtedly valuable for travellers in providing a quick and effective communication channel it is critical while employees are travelling that their TMC and organisation is aware of their movements and has the channels in place to be able to immediately and effectively communicate with travellers.
In times of disruption
There is perhaps no time more important in the traveller communication process than in a time of disruption. When an employee experiences a disruption to their travel plans they need to be able to receive and digest valuable, critical information from their team of experts. They need to be able to rely on around-the-clock support and knowledge whether it comes from the company's travel team, TMC or the insurance provider.
In some high-touch markets third parties offer tailored disruption services which makes the process much more clear and simple. However, this is not always scalable in all markets due to cost and alternatives need to be considered.
It is due to last minute disruptions that airlines now collect traveller contact details to allow for real-time resolution of issues. In fact, new principles have been created as a result of historical challenges with airlines keeping indirect airline customers informed of travel delays, schedule changes and cancellations due to inconsistent or incomplete passenger contact details. When all of the industry players keep passengers informed and in control, irrespective of where they booked their flights, communication during disruptions is that much easier and the traveller benefits from timely, useful information.
These types of controls ensure that in the most critical time of travel, a disruption, the noise of the corporate travel players does not get in the way of solid, valuable and reliable communications to travellers.
Managing communication
At the end of the day, technology is not going anywhere and nor would we want it to. In fact, the more that organisations and suppliers look to play a critical role in the corporate travel process, the more advanced their technology will become, and the more useful they will be for travellers.
With this in mind travel managers need to bear these factors in mind to make communication channels work for travellers and the business.
- Keep your travellers front of mind: We are going to continue seeing an array of communication channels available for travellers to tap into throughout their business travel experience. So keep a firm grip on it and use them only in a way that best benefits your travellers. The simpler we can make the travelling experience and the more cost effective we can make our channels, the more we can all benefit.
- Work with your suppliers: Meet with your suppliers, starting with your TMC and preferred partners, to determine which apps and communication channels your travellers should be using. Look at it from an end-to-end travel experience (from booking through to receipt submissions) and map out the various channels they should be engaging with throughout their business travel.
- Create a cheat sheet: Help your travellers to see the wood through the trees by providing a cheat sheet for the tools they should be engaging with throughout their business travel experience. Make it step-by-step and seamless so you can minimise confusion and non-compliance.
- Communicate: While it may seem counter-intuitive, communicate with your travellers with a clear, simple message. Direct them in an easy way and show them the tools and resources to engage with and make their business travel life a breeze.
There certainly is no one owner of the customer relationship when it comes to travel but with a firm focus on the traveller experience and using technology as the enabler, all corporate travel players can have a piece of that very big sandpit. My advice is to keep a hold of our buckets and spades, keep our customer as our core focus and respect our channel relationships. It just makes business sense.