NEW ACCOUNT IMPLEMENTATIONS

August 2014 CBTG Meeting, San Antonio

Presented by: Nancy Miller, Travel and TransportJulie Gicewicz, The Travel Team

Confidential – for CBTG member only

A successful implementation is essential to

getting off on the right foot with an account.

It is the client’s first experience with your

service and can set the tone for the long term

partnership.

Formal Process and Documented Plan Due dates and Responsibility Excel or Project Management Software Method to share documents – internal & external Implementation calls – internal & external

Process

Assign consistent Team Leader Dedicated or designated

Implementation Team Key stakeholders

Internal kick-off for knowledge transfer Conference call or in-person meeting Email/Set-up form

Process

Initial meeting ◦ Share requirements from client ◦ Resources needed on clients side◦ If contact is new to travel – more specifics

Consultative◦ Suggest communication plans/collateral pieces for

customer to use internally◦ Impact of their decisions

What are some other best practices in promoting TMC and launching relationship and functionality?

Client Communication

Scope Creep

Timeline

Small Account Large Account

1-2 days2

7%

1-2 weeks11

41%

3-4 weeks1

4%

4-6 weeks9

33%

30 days4

15% 1-2 weeks3

13%

4-6 weeks3

13%

6-8 weeks3

13%8-12 weeks

417%

30 days2

9%

1-3 months6

26%

3-6 months2

9%

How long after launch does the account remain in Implementation mode.

28% Launch date is end of implementation May assign subsequent phase

4% One week40% One month16% Two months8% Three months4% Other (maybe 1-2 months for large acct)

What’s happens in this time frame? Monitor reporting Follow-up meetings Refining program/tool

Timeline

Small doesn’t mean easy

When defining be sure to include the timeline you would set for the customer expectations.

Limited Travel Policy and standard or no OBT

Simple Implementation

Consider complexities in timeline

Important for client to understand what is expected from them and due dates

Factors Data mergers/feeds 3rd party or expense integration Complex technical requirements Extensive testing Multiple sources for reporting / Global

Complex Implementation

Profile acquisition New or Existing Challenges

Transferring existing PNR’s from incumbent Pros/cons

Unused Tickets from incumbent Pros/cons

Working with Incumbent

Testing Process Document what you are testing so you can replicate

it in other implementations Making sure fees are collected & charged correctly

Success Definition All platforms successfully talking to each other Customer sign-off on OBT site

Testing

Implementation Fee To charge or not to charge

Implementation Guarantee/SLA

Launch Incentive

Fees & Guarantees

Existing OBT vs building new

Direct OBT agreement vs reseller agreement

Expense Integration

Partnering with OBT partner

Challenges

“The implementation is the backbone of the

success with the customer. If you do a good job

understanding needs, culture, and people involved

– this should be carried out on how you continue to

work with the customer and help them look good

with the program success and cost savings and

efficiency gains.”

- CBTG member

Where do we go from here?

ImplementationSurvey Results

2014 CBTG San Antonio Meeting

Confidential – for CBTG member only

Participation – 25 out of 27 members!

All have an implementation process◦ 92% = Formal◦ 2 responded no formal process, but 1 does have a

process if OBT involved.

Implementation Team assigned◦ 60% = Yes◦ 28% = depends on size of account◦ 12% = No, but provided input on who was assigned so most likely does have a team

Survey Results

Applicability by client size

Formal Process

All Ac-counts

1456%> $50,000

416%

> $150,000

416%

> $500,000

28%

OBT only1

4%

Project Management Tool

Excel16

64%

Checklist (excel or word)6

24%

TeamWork1

4%

Salesforce1

4%

Document on Google1

4%

Method to share documents

Internally With Client

Intranet5

14%

Email18

51%

Dropbox3

9%

Proj Mgmt

Software2

6%

Shared Folders or

drive2

6%Google

Docs5

14%

Webex1

3%

Email24

83%

Dropbox2

7%

Proj Mgmt Software1

3%

Phone1

3%

25 respondents, but multiple responses – Percentage based on number of respondents.

Implementation Resources

Project Ownership Who They Report to

Account Manager

1248%Dedicated

Mgr/Leader9

36%

Sales Person/

Dir2

8%

Designated Leader1

4%

Varies1

4%

Account Man-

agement8

32%

Operations8

32%

Sales4

16%

Other5

20%

Project owner notes:: Grouped dedicated mgr (6) & dedicated leader with team (3) together. Reporting structure notes: Of the dedicated/leader responses, 5 report to ops, 1 sales, & 2 acct mngmt. “Other” is customer experience, manager, executive level/President/CEO (3). Some acct mgrs reported to operations.

Implementation Team

Who is on the team Additional Team Members

Account Man-

agement20

21%

Operations 21

22%

OBT Tech person21

22%

Other Tech person

99%

Sales15

15%

Project Manager

66%

Other5

5% Customer Experience1

13%

Accounting3

38%

Reporting3

38%

QC1

13%

25 respondents, but multiple responses – Percentage based on number of respondents.

Communication to client on time or resource requirements varied in survey responses:

Varies by size, complexity, & if contact is new to travel Prefer dedicated resource or coordinator on client’s

side Hours range from 1 – 24 Task list with expected time to complete each

Spell out clearly in Kick-off meeting: 1. What is needed from client2. What internal resources they should assign3. Time expectation

Client Resources

Timeline

Small Account Large Account

1-2 days2

7%

1-2 weeks11

41%

3-4 weeks1

4%

4-6 weeks9

33%

30 days4

15% 1-2 weeks3

13%

4-6 weeks3

13%

6-8 weeks3

13%8-12 weeks

417%

30 days2

9%

1-3 months6

26%

3-6 months2

9%

Timeline varied if OBT involved or not, so provided both responses – Percentage based on 25 respondents vs number of responses.

How long after launch does the account remain in Implementation mode.

28% Launch date is end of implementation May assign subsequent phase

4% One week40% One month16% Two months8% Three months4% Other (maybe 1-2 months for large acct)

What’s happens in this time frame? Monitor reporting Follow-up meetings Refining program/tool

Timeline

What constitutes a Simple Implementation Top Response – No OBT (46%) Limited preferred vendors/no air contract Limited policy Volume – under $100k, $300k, or $500k Falls in standard model

no custom reports/requirements No ghost card or approval policy No changes to an existing tool or a basic online

implementation Not global (no international presence)

Simple Implementation

Complex Implementation What constitutes a complex implementation?

OBT Expense Integration Multiple sources for reporting Complex Data merges/Data feeds HR feeds 3rd party integration Extensive testing Complex technical requirements Volume – over $100k or $1m

ResponsesYes = 28% Sometimes = 20% No = 52%

Testing processes Front to mid to back office Mostly online OBT (site review & testing) Traveler test group 2 weeks before launch

Success definitions 100% programming success rate & client satisfaction

prior to launch Sign off on Concur If the client is happy with it, we are happy with it!

Formal testing & success definition

Frequency of Implementation Calls

Small Client Large Client

Weekly9

36%

Bi-weekly5

20%

As needed4

16%

1 - 4 total7

28%

Weekly14

56%

Bi-weekly3

12%

As needed5

20%

2 per week1

4%

Daily1

4%

2 calls total1

4%

Complexity of implementation can drive number of calls. For larger accts, one respondent stated it is usually more than 1/wk.

88% offer suggested communication plans/collateral pieces to customers for use to communicate changes internally

84% always communicate with client as to what impact their implementation decisions may have on their travelers.

4% answered sometimes.

Types of recommendations & survey comments Upper management may begin with strong policy, but

recommend not initially in order to ease acceptance OBT setup decisions Approval process, form of payment, travel classes, travel policy Probably biggest role TMC plays in Implementation

Implementation Consulting

Challenges with communicating impact of client’s decisions

This is necessary more often with contact new to the industry

Enforcement of policy. Lack of knowledge = poor results Challenging to cover all risks

Sometimes met by blank stares

Implementation Consulting

How do you transfer knowledge from the sales person to the implementation lead/team?

Meeting - 64% (16) In person or via conference call One on one or with entire team Generally kickoff to implementation (internal)

Transition Document or Setup Form Email Most Interesting response:

“I tell Sales to Leave the Building”

Knowledge transfer

Who is responsible for managing client expectations during the implementation and addressing additional fees that may come up?

Scope Creep

Acct Mngmt/Service

520%

Sales3

12%

Sales & Service6

24%

Acct Mngmt & Executive

28%

Account Exec1

4%

Implementation Leader

416%

Implementation Leader & Sales

14%

All2

8%

VP Operations1

4%

Who is responsible for making sure fees are collected and charged correctly?

Fee accuracy

Account Manager

417%

Accounting4

17%

Automated3

13%

Operations2

8%

IT1

4%

Agents1

4%

Sales1

4%

Combination8

33%

Implementation guarantee/SLA

Commitment Examples

2 weeks to 6 months 1 year Monetary commitment

contingent on customer volume

Offered but customer doesn’t pay attention to it

May offer

832%

Never of-

fered17

68%

For some respondents, this is typically only for larger accounts.

Measurements/milestones that are typically included

Milestones – such as Profile acquisition/transfer, OBT development, reporting establishment/access, and operational/phone setup.

Their perspective Time Online rollout – training & online tracking/success Team satisfaction/response Receipt of customer information in a timely basis is

important and can be a challenge.

Implementation Guarantee/SLA

Launch Incentives Have offered free ticket or

free on-line booking for specific time period

Typically not redeemed due to unforeseen delays from customer

Discuss & suggest incentives

Generally revolve around freebies

Positive messages - Gift cards, tablets, travel tickets

May of-fer8

33%Not of-fered

1667%

How does the process differ when taking over existing OBT site vs building new?

Time No difference (6) Longer (3) Shorter (3)

Different modules used Review vs creating – clarifying what is in the existing site Less training & more emphasis on communication & rollout When taking over existing, the expectation is that profile data

will be acquired from the site as opposed to having to acquire and load in a new site.

Custom text on existing sites is also acquired and many times only modified, rather than a new site development requiring drafting that text from scratch.

Implementation variables

How does process differ if client has direct OBT agreement vs reseller agreement?

Summary of responses No difference (6) Longer (3) Shorter (3)

Timeline can be longer. Less control – timeline can be set without regard to the TMC Can make it more complicated Less questions to ask/less explaining Can take longer due to OBT project manager assignment and/or

expense site integration Primary difference is who supports the user set up access, custom

data, and password reset Side meetings with OBT for further discussion and best practice

discussions

Implementation variables

Do you have a communication or process plan with OBT partner when jointly implementing a customer?

OBT Project Manager can make the difference – Standard plan shared, but each time there can be a different OBT

Project Manager Some are better than others. Some OBT Project Managers are more willing to “include” us at all

times than others. Communication is key to discuss timelines, sample

communication, and web training if requested. Have a plan, but Concur keeps changing it Weekly meetings with OBT can help Often means a delay in the implementation when done with

Concur. Supply sample communication, discuss timelines, and web

training if requested for the online travel portion of the launch.

Partnering with OBT on Implementation

Implementation fee

Who charges a fee % of time it’s waived

Never waived3

17%

Less than 10% waived

422%

25% waived1

6%

50% waived7

39%

Greater than 75% waived

211%

Usually waived1

6%

Yes - Charge Fee

2080%

No Fee5

20%

Implementation fee for some just applies when online is involved.One “never” response related to never waiving if there is an online site.Can be waived as part of fee structure.

Typical process

Excel spreadsheet for upload Comes from Concur Expense, if applicable. Can be single sign-on or data import Prefer new profiles but will accept transfer of

existing. OBT used as central repository. If TMC conversion, can have the data

exported/imported to a user account. Proprietary website used if new profile data

Acquiring profile data

Who accepts PNR transfers from incumbent agency?

44% Yes24% No32% Sometimes

PNR transfers from incumbent

Challenges encountered with changes to previous agency’s PNR’s

Most prefer to take existing profiles. Have to call airline for changes Unable to make exchanges when needed Challenges with access - Vendors, particularly airlines, are

unaware of the TMC change so do not allow the new TMC to make changes to the existing reservation.

More of an issue if transfer from one GDS to another Depends on the TMC and the level of cooperation. No ticketing data and at times even pricing records disappear. Dead segment data, foreign remarks & formats,

communication errors from GDS due to transfer, inability to exchange tickets in ARC.

PNR transfers from incumbent

Typical process: 52% (13) try to use after start-up or obtain vouchers 36% (9) require client to go through incumbent

agency to use them post-implementation

Varies based on situation

Encourage client to go through the incumbent agency – not always successful.

Amex/large TMC seem to not agree to handle post-implementation

Unused tickets from Incumbent

Who surveys 24% (6) always survey 28% (7) sometimes survey 48% (12) never survey In lieu of survey, do follow-up meeting for customer feedback

Typical questions Satisfaction, happy with experience, agenda items, turnaround time Success ratings of implementation members Larger accounts – companywide survey

Who is surveyed Travel manager/contact Everyone involved on client side Travel Manager may survey travelers

Post-Implementation Surveys

Client dragging feet or getting sidetracked. Gathering and properly communicating with travel managers who

either begin their TMC journey through the OBT rep or who are new to travel

Collecting all the data, complete questionnaires, accurate transaction history.

Getting info from client or OBT in timely manner. Client doesn’t always have as a priority.

Lack of communication between management and traveler. Client’s lack of own internal information. Getting commitment from customer to have a responsible “travel

manager/contact” we can communicate with. Scope creep Too much data passed through email. Customers are not completely familiar with what implementation

involves, whether it be time or the travel policy/guidelines they need to address/answer during the implementation process.

Implementation Challenges

Specific to Expense integration Expense understanding what is required to qualify as a successful travel

implementation. Often times travel is left for clean up and adjustments post-implementation.

Expense name doesn’t match travel name. Legal names must be in both systems.

Concur standard version not as flexible as it needs to be. Customer has ability to change site configuration w/o notifying TMC Support/communication from Concur. Adds to timeline. Custom data has to be added on the expense and travel side because they

are not integrated automatically. Many iterations – different implementations for each so a challenge to know

all of them. Biggest challenge is trying to integrate a Professional Travel Site with

Standard Expense (old ADP customers) – doesn’t work well. Timing – getting the right customer interaction and understanding. Expense involvement is not always the same as Travel involvement. Because

of this, spend a lot more time convincing them where certain policies should be tracked and reported on.

Implementation Challenges

Have had many successful implementations since forming an organized team and leader.

Rolling out training – our Concur team does an excellent job training with the customer.

Working with a smart, responsive and thorough travel manager who has existing knowledge of travel and OBTs – a relatively rare thing in the mid-market.

Teamwork – our team works well together and fast paced. Success is a result of open and honest dialogue on travel policy configuration and

OBT training. Having a new admin that worked at another company we service. Critical is always having a knowledgeable client contact whom also has authority in

the company. Upper management who drives the changes works best Have a great routine down and don’t have too many issues. Communication, communication, communication – both internally (mostly) and

externally. Implemented a $20m account in 3 weeks with 6 on-site agents hired and placed Speed to implement and do it accurately is always a great thing. All information in one place if possible – on the implementation plan doc that can be

reviewed by the client and TMC.

Success stories

Reconfigure our implementation document Small doesn’t necessarily mean simple or quick anymore. Just keeping them organized and people following up on their

action items would be the one thing I would love to see as I am sure all would.

Best practices in promoting new TMC and launching relationship and functionality.

It is the backbone of the success with the customer. If you do a good job understanding needs, culture, and people involved – this should be carried out on how you continue to work with the customer and help them look good with the program success and cost savings and efficiency gains.

A successful implementation is essential to get off on the right foot with a new account, especially one that was “happy” with their previous TMC.

What else would you like to share about implementations?

Most were willing to share implementation plans. If desired, we can have those willing to share, send them to Cathy Caddy for distribution to those who have shared theirs.

Sharing implementation plans