Travel managers still clearly value TMCs but are constantly filling gaps where capabilities are not possible. I've been trying to figure out how TMCs could evolve and what's been happening in the marketplace.
1. International reach. Travel managers complain that not one TMC can provide a service of the same standard worldwide. There are many factors that could actually prevent an easy global implementation, like the differences outlined for the Indian market by Gaurav Sundaram, or suggest a regionalised approach is best. But TMC consolidation is rife and some acquisitions are with international expansion in mind, such as those in the box. Local partnerships, growing networks and technology advances and allies also broaden the global capability.
2. Consultancy and non-booking services. Buyers want personalisation as much as their travellers do. Rosy Burnie, office manager at Luvata questions why TMCs do not talk about their consulting services more often. "When company activity and volume changes, the TMC needs to be there to hold the travel manager's hand. They have to recognise the changes and maintain the policy and the relationship during any transition," she says.
For travellers, the TMC's main role is to book and ticket a trip element but they want more services that TMCs could offer. Technology like apps and bots can help with travellers as I wrote about in my last blog post but offline support is just as important sometimes, even for those glued to their phone.
3. Technology, data and content. Many travel managers rely on TMC technology, so the agent should have a central ecosystem that is flexible and adaptable, whether GDS driven, in-house or otherwise, to connect new content and then data and reporting behind it.
All TMCs are announcing technology partnerships from expenses to air rebooking to mobile apps. Even the disruptors recognise the TMC's central role as a distributor and data holder as shown by content agreements or direct connects with airlines, serviced apartment providers and most recently Airbnb.
When looking to fit a policy to new travellers Rosy found TMC research and the ability to benchmark with their other clients helpful. Her TMC also helped sift through data and provide ideas on what was and wasn't working for others.
4. Payment capabilities. At the recent Advantage Business Travel Symposium for UK-based small and medium-sized TMCs Clare Murphy of Travelport acknowledged that not many travel managers ask for innovative payment options but they may think differently if cost and productivity was measured. More products are available to help with all manner of payment from hotel billback to virtual card and it's about getting better rates too.
Rod Richardson, travel manager at The Wellcome Trust has had a virtual card programme in place for five years and feels there needs to be more education on virtual options across the industry.
5. Security. Many travel managers praise their TMC for help during an emergency such as Petrofac's Kate Scully when she had to evacuate travellers from Algeria who were under a contractor's travel policy. This again recognises the TMC as the data holder with an ecosystem that can be plugged into for efficient support.
6. Meetings, events and group travel. Travel managers don't always have the resources to get a managed meetings programme in place but that may change with a procurement influence. Major TMCs continue to invest and acquire in their meetings and events divisions.
In his next Expert piece due to be uploaded in the coming weeks, consultant Lambros Andreasson believes management needs to ask 'why is this meeting taking place?' more often and implement technology such as video conferencing to facilitate less travel. We're a lot more used to using video for communication through the likes of FaceTime, Skype and Snapchat which was one of the reasons BCD signed a deal with Cisco earlier this year.