Download blood transfusion complications power point template
Download Power Point Presentation
-
Upload
fordlovers -
Category
Documents
-
view
486 -
download
0
description
Transcript of Download Power Point Presentation
Stages of Travel Stages of Travel Management Management ExcellenceExcellence
TRAVELANALYTICSINC
Strategies for Advancing Strategies for Advancing Your Travel ProgrammeYour Travel Programme
Presented byPresented byScott Gillespie, Scott Gillespie, CEOCEO
Today’s Agenda• Credentials
• The Stages of Excellence Framework
• Application and Limitations
• Elements and Criteria
• Discussion
Scott Gillespie’s Background
• Founded Travel Analytics in 1999– Developed TANGO™ and BRAVO™ for airline sourcing
projects– Analyzed in excess of $10 Billion of annual air spend– Recipient of ACTE’s Industry Professionalism and
Distinguished Fellow honors– Named by Business Travel News as one of the travel industry’s
most influential executives
• A.T. Kearney’s expert in strategic sourcing of travel suppliers from 1994 -1999
• MBA, University of Chicago
Past and Current Clients– AXA
– Capital One
– Coca-Cola
– Chevron
– Compaq
– DaimlerChrysler
– Dell Computer
– John Deere
– Ernst & Young
– ExxonMobil
– Ford
– Hewlett-Packard
– Hoffman LaRoche
– Invensys
– International Monetary Fund
– Lockheed Martin
– Microsoft
– Lucent Technologies
– Proctor & Gamble
– Nortel Networks
– PricewaterhouseCoopers
– Saint Gobain
Stages of Excellence For Travel ManagementThe Framework
How Many Good Travel Programmes Are Out There?
Poor Fair Good Great
25%?
50%?
20%?
5%?
How Do Travel Programs Evolve?
No real travelprogram; mostly
fighting fires
Basic travelprogram;
limited support
Advanced travelprogram;
good support
World classprogram;
Great support,Excellent
results
Stage 1
Stage 2
Stage 3
Stage 4
By taking a series of prioritizedand often difficult steps
Right…What arethose steps,
exactly?
The Answers Are Not Clear…But The Method Is
• The travel/procurement team must agree on a basic strategy and key goals– What is realistically achievable?– What does our company expect?
• Requires a rigorous assessment of current program, practices, processes and stakeholders
• Managers must prioritize costs and benefits of each potential improvement
Managers need a useful framework
Stages of Excellence FrameworkStage 1
Full-time
Written, low to moderate enforcement
Occasional bursts of involvement
Keep the noise down
Keep making promises
Stage 2Category specialists
Moderate to strong enforcement
Predictable support
Operational excellence
Focus only on price
Stage 3Functional specialists
Regular business case reviews
Engaged and supportive
Support the Business
Strategic sourcing
Stage 4
Better
Travel manager
Travel policies
Senior management
Major goals
Procurement strategy
Dimensions
Illustrative
None or part-time
None or ad hoc
Vocal but uninvolved
Respond to problems
None or ad hoc
Criteria
14 Major Dimensions• Senior Management
• Travel Strategy
• Goals
• Travel Policy
• Feedback
• Controls
• Procurement
• Suppliers
• Transient Management
• Group Management
• Data
• Travelers
• Demand Management
• Travel Organization
Organized Into Four Quadrants
Senior ManagementTravel StrategyGoals
Travel PolicyFeedbackControls
ProcurementSuppliersTransient ManagementGroups ManagementData
TravelersDemand ManagementTravel Organization
Roadmap Engine
Steering Wheel Drivers
Similar to a Balanced Scorecard
Three Levels of Analysis
Dimensions
Senior ManagementTravel StrategyGoals
Traveler Satisfaction
Agency Operations
Elements
1 2 3 4
1 2 3 4
No goals
Goals are hard to measure
Goals are easy to measure
Goals are meaningful and aggressive
Criteria
Stage 1 Stage 4Better
Each Element and Dimension Is Scored
Average Goal Score: 2.0
Goals
Dimension
Elements
Traveler Satisfaction
Agency Operations
No goals
Goals are hard to measure
Goals are easy to measure
Goals are meaningful and aggressive
1 2 3 4
1 2 3 4
Stage 1 Stage 4Criteria
Can score 2.5 or 3.3
etc.
Stages of Excellence For Travel ManagementApplication and Limitations
Weak Points Can Be Addressed
Goals Elements
Traveler Satisfaction
Agency Operations
No goals
Goals are hard to measure
Goals are easy to measure
Goals are meaningful and aggressive
1 2 3 4
1 2 3 4
Stage 1 Stage 4
What goals should we use?
How are we going to
measure them?
Is this a priority? Will it clearly
help us?
Scores Can Be SummarizedRoadmap
Engine
Steering Wheel Drivers
Senior Management
Travel Strategy
Goals
1.6
2.0
1.2
Procurement
Suppliers
Transient Management
Groups Management
Data
1.8
2.5
3.4
1.0
2.7
Travel Policy
Feedback
Controls
2.8
2.4
3.1
Travelers
Demand Management
Travel Organization3.6
2.6
1.4
Average: 1.6
Average: 2.8
Average: 2.3
Average: 2.5
Priorities Can Be Set
TodayPeer
sGoal
43
2
1
TodayPeer
sGoal
Roadmap Engine
Steering Wheel Drivers
43
2
1
TodayPeer
sGoal
43
2
1
TodayPeer
sGoal
43
2
1
Priority 1
Priority 2
Entire Programs Can Be Compared
A B C D E F G
Company Codes
Stage 4
Stage 3
Stage 2
Stage 1
And More Importantly – Improved!
A B C D E F G
Company Codes
Stage 4
Stage 3
Stage 2
Stage 1
Today
Goal
How Is This Different From Benchmarking?
• Most benchmarking statistics are descriptive– “Our average ticket price is $375 vs. peer group’s
$344”– “Our travel agency configuration is a single
reservation center; 63% of our peers use on-site agencies”
• Descriptive statistics are not often prescriptive– Should your average ticket price be lower?– Should you use on-site agencies?
Stages of Excellence are designed to be prescriptive
Limitations to Stages Of Excellence• The Dimensions, Elements and Criteria were
developed by Travel Analytics– There are many other possible views
• Requires honest self-assessment
• Scoring depends on assigned weights
• The path to improvement is not always obvious– Must often ask “What do we need to do to improve
this score?” Stages of Excellence is a rigorous and objective – but not perfect – diagnostic tool
Stages of Excellence for Travel Management
Elements and Criteria
Senior Management (4)Travel Strategy (6)Goals (8)
Travel PolicyFeedbackControls
ProcurementSuppliersTransient ManagementGroups ManagementData
TravelersDemand ManagementTravel Organization
Roadmap Engine
Steering Wheel Drivers
( ) = Number of Elements
Senior Management
Significant use; very effective
Moderate use; fairly effective
Limited use; not very effective
No Travel CouncilSM4. Utilization of a Travel Council
Stage 1 Stage 2 Stage 3 Stage 4
Ownership is very clear
Ownership is fairly clear
Ownership is not very clear
Nobody owns Travel
SM2. Ownership of Travel Management
Strong and consistent support and enforcement
Consistent but moderate support and enforcement
Support and enforcement is fairly weak and inconsistent
Little or no support or enforcement
SM3. Support and Enforcement
Solid understanding of most key issues; views Travel strategically
Basic understanding; makes good decisions
Basic understanding, but struggles with making decisions
Little or no understanding of the basic issues
SM1. Understanding of Travel Management
Travel Strategy, part 1Stage 1 Stage 2 Stage 3 Stage 4
SignificantlyModeratelySlightlyNot at allTS1. Travel viewed as a factor for business success
SignificantlyModeratelySlightlyNot at allTS2. Travel viewed as a factor in employee retention and productivity
SignificantlyModeratelySlightlyNot at allTS3. Travel viewed as a controllable cost
Travel Strategy, part 2Stage 1 Stage 2 Stage 3 Stage 4
ExcellentGenerally goodSomewhat limitedLittle or noneTS4. Success at budgeting travel costs
ExcellentGenerally goodSomewhat limitedLittle or noneTS5. Success at tracking and reporting travel cost savings
ExcellentGenerally goodSomewhat limitedLittle or noneTS6. Success at getting major travel management initiatives approved
Goals, part 1Stage 1 Stage 2 Stage 3 Stage 4
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG1. Traveler satisfaction
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG2. Senior management satisfaction
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG4. Agency performance
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG3. Policy compliance
Goals, part 2Stage 1 Stage 2 Stage 3 Stage 4
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG5. Self-booking adoption
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG6. Contract compliance
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG7. Supplier performance
Meaningful; aggressive but achievable
Fairly easy to measure
Exist, but hard to measure
No goalsG8. Financial performance
Travel Policy (3)Feedback (8)Controls (4)
ProcurementSuppliersTransient ManagementGroups ManagementData
TravelersDemand ManagementTravel Organization
Roadmap Engine
Steering Wheel Drivers
( ) = Number of Elements
Senior Management (4)Travel Strategy (6)Goals (8)
Travel PolicyStage 1 Stage 2 Stage 3 Stage 4
Very specificFairly specificGeneral guidelinesLittle or no guidelines
TP1. Quality of travel to be purchased
Very specificFairly specificGeneral guidelinesLittle or no guidelines
TP2. Processes to be used for purchasing travel
Strong consequences
Moderate consequences
Minor consequences
Little or no consequences
TP3. Typical consequences of not complying with a key travel policy
Feedback, part 1Stage 1 Stage 2 Stage 3 Stage 4
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F1. Traveler satisfaction
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F2. Senior management satisfaction
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F3. Policy compliance
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F4. Agency performance
Feedback, part 2Stage 1 Stage 2 Stage 3 Stage 4
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F5. Self-booking adoption
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F6. Contract compliance
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F7. Supplier performance
Clearly drives future actions
Obtained regularly
Obtained irregularly
Little or none sought
F8. Financial performance
ControlsStage 1 Stage 2 Stage 3 Stage 4
Preferred suppliers automatically prioritized based on contract needs
Preferred suppliers identified automatically at Point of Sale
Agents are expected to sell preferred suppliers
Little or noneC2. Supplier preferencing at point of sale
Significant abilityModerate abilityFairly limited ability
Little or no abilityC3. Ability to move business away from key suppliers
Very hard to obtain; reported to senior management
Fairly hard to obtain; tracked and reported
Fairly easy to obtain; tracked and reported
Easy to obtain; not tracked or reported
C1. Exceptions to travel policies
Significant abilityModerate abilityFairly limited ability
Little or no abilityC4. Ability to pass travel costs onto business units
Procurement (7)Suppliers (4)Transient Management (5)Groups Management (4)Data (5)
TravelersDemand ManagementTravel Organization
Roadmap Engine
Steering Wheel Drivers
( ) = Number of Elements
Senior Management (4)Travel Strategy (6)Goals (8)
Travel Policy (3)Feedback (8)Controls (4)
Procurement, part 1Stage 1 Stage 2 Stage 3 Stage 4
Strategic sourcing process; directed by senior management
Formal sourcing process
Require proposals; but have rolling contracts
Very informalP1. Tender or RFP process
Use sophisticated cost/pricing models
Detailed comparisons of bids and current contracts
Benchmarking of key rates, city pairs, etc.
Informal; back of the envelope
P2. Analysis of pricing
Use of quality scoring models and traveler feedback
Fairly detailed analysis of RFP/tender responses
Limited analysis; mostly rely upon supplier’s reputation
No analysisP3. Analysis of quality
Significant analysis; tied clearly to procurement decisions
Fairly detailed analysis combined with judgment
Limited analysis; primarily based on judgment
No real analysisP4. Analysis of risk (implementation, contract cancellation, traveler dissatisfaction
Procurement, part 2Stage 1 Stage 2 Stage 3 Stage 4
Significant integration
Moderate integration
Minimal integration
No integrationP5. Travel’s integration with Procurement
Decision rules established prior to receiving bids
Suppliers evaluated on total cost, quality and risk
Primarily based on price
Primarily based on relationships
P6. Basis for awarding contracts
Moderate to significant input; issues resolved quickly
Moderate to significant input, but time-consuming
Minimal review of contracts and bids
NoneP7. Legal department’s input
SuppliersStage 1 Stage 2 Stage 3 Stage 4
DelightedVery satisfiedFairly satisfiedVery or mostly dissatisfied
S1. Delivery of expected level of service
DelightedVery satisfiedFairly satisfiedVery or mostly dissatisfied
S2. Resolution of traveler complaints and other operational issues
DelightedVery satisfiedFairly satisfiedVery or mostly dissatisfied
S3. Quality of people assigned to your account
DelightedVery satisfiedFairly satisfiedVery or mostly dissatisfied
S4. Current pricing
Transient ManagementStage 1 Stage 2 Stage 3 Stage 4
Mostly consolidated at regional level
Mostly consolidated at country level
Some consolidation; mostly in major countries
Very little consolidation
TM1. Agency consolidation
Able to easily control preferred supplier market share
Counselors actively sell preferred suppliers
Counselors trained to sell preferred suppliers, but are fairly passive
Little or noneTM2. Ability to control the point of sale
DelightedVery satisfiedFairly satisfiedPoor or very inconsistent
TM3. Agency service quality
Trusted as an objective and proactive source of excellent advice
Provides practical advice on a range of issues
Use is limited mostly to agency operational issues
Not used in this capacity
TM5. Agency as a trusted advisor or consultant
Significant and sustained improvements
Some recent improvements
Fairly stableNot measured or getting worse
TM4. Agency productivity
Group Management (GM)Stage 1 Stage 2 Stage 3 Stage 4
Fairly easy for most large and medium events
Fairly easy for most large events
Very basic ability for most large events
Unable; difficult for even major events
GM1. Ability to measure GM spend
GM planners have very strong communication network
Well organized network; effective communications
Fairly fragmented; not well organized
Little or noneGM2. Communication between internal GM planners
Very good for most events of all sizes
Fairly good for most large and medium events
Limited to major events
Little or noneGM3. Centralized visibility of GM events
Standardized processes for most all events; very effective
Standardized processes for most large and medium events
Standardized processes only for large events
No or few standardized processes
GM4. Processes for planning, sourcing and managing GM events
Data / InformationStage 1 Stage 2 Stage 3 Stage 4
Very easy and fast; good data quality
Fairly easy; good data quality
Fairly difficult; data quality questionable
Very difficult; poor data quality
D1. Ability to consolidate enterprise-wide travel spending
Excellent reports and analyses
Good reports; fairly timely; useful
Basic reports; moderate delays
Very limited; long delays
D2. Airline data
Visibility of 90+% room nights by property
Visibility of 80+% room nights by property
Mostly limited to agency bookings;20-40% missing
Mostly limited to agency bookings; 40+% missing
D3. Hotel data
Daily dashboard reports on all key metrics
Informative reports available weekly
Basic monthly or quarterly reports
None or limitedD4. Agency data
DelightedVery satisfiedFairly satisfiedVery or fairly dissatisfied
D5. Other information needed for managing travel
Travelers (4)Demand Management (4)Travel Organization (4)
Roadmap Engine
Steering Wheel Drivers
( ) = Number of Elements
Senior Management (4)Travel Strategy (6)Goals (8)
Travel Policy (3)Feedback (8)Controls (4)
Procurement (7)Suppliers (4)Transient Management (5)Groups Management (4)Data (5)
TravelersStage 1 Stage 2 Stage 3 Stage 4
Strong awarenessGood awarenessModerate awareness
Little or no awareness
T1. Awareness of travel policies and preferred suppliers
Strong; over 95%Good; between 80 and 95%
Moderate; between 65 and 80%
Low; less than 65%T2. Compliance with key travel policies
Moderate or significant input sought; clearly effective
Moderate input sought
Limited input sought
Generally not solicited
T3. Input on travel policies and suppliers
Fairly high opinion; clearly respected
Generally favorable
No opinion, or somewhat mixed
Low opinionT4. Opinion of Travel department
Demand ManagementStage 1 Stage 2 Stage 3 Stage 4
Very easyFairly easySomewhat difficultVery difficultDM1. Ability to eliminate unnecessary trips before they are taken
Specific criteria suited to job
Fairly useful guidelines
Basic, such as use good judgment
NoneDM2. Guidelines for evaluating the need for a trip
Pre-trip authorization and post-trip evaluation
Pre-trip authorization
Post-trip evaluation or report
NoneDM3. System for evaluating a trip’s value
Significant efforts or cooperation with other departments
Moderate effortsLimited effortsNone; not in scopeDM4. Promotion of non-travel alternatives
Travel OrganizationStage 1 Stage 2 Stage 3 Stage 4
Very easyFairly easySomewhat difficultVery difficultTO1. Ability to execute major new policies, projects and initiatives
Staffed mostly by very effective people
Staffed mostly by effective people
Staffed mostly by fairly effective people
Staffed mostly by fairly ineffective people
TO2. Staffing
Very easy to recruit highly effective people
Very easy to recruit effective people
Fairly easy to recruit effective people
Fairly difficult to recruit effective people
TO3. Recruiting
Travel department viewed as a desirable career stepping stone
Regular advancement opportunities
Limited advancement opportunities
Travel department viewed as unattractive
TO4. Career Advancement
Where Do We Go From Here?
• Score your program– Should generate deep discussions and frank
assessments– Many companies will not like their scores
• Organize confidential comparisons– Travel management companies or consultants can
lead these efforts
• Develop specific goals and priorities for your program
• Measure results year to year
We Can Go From Here…
Poor Fair Good Great
25%?
50%?
20%?
5%?
…To Here!
Stage1 Stage 2 Stage 3 Stage 4
5%
20%
50%
25%
Thank You!
For a copy of this presentation and the accompanying scoring tool, please visit our Free Tools page at www.travelanalytics.com
Or send an e-mail to:[email protected]