Nicolas Borel

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• Nicolas Borel

opTmo
Towards a Travel BSC
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Reminder why a Balanced Scorecard?
Industrial age
Information age

• Investments in long-term capabilities and
  customer relationships not critical for success
• Traditional financial measures (telling the story
  of past events) adequate

• Future value creation through investment in
  customers, suppliers, employees, processes,
  technology, and innovation
• Traditional financial measures inadequate

• Necessity of another approach to strategic
  management,supported by a new planning and
  management system

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A Balanced Scorecard with 4 axes
Learning Growth
Internal Business Processes
If we set up the right team
behaving the adequate way
Customer
Financial
our customerswill be pleased
and we will succeed financially
Thanks to the BSC, companies can align their
business activities to their vision strategy,
improve internal and external communications, and
monitor performance against strategic goals
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A preliminary step

• Review the strategy to define a cause and effect
  model
• Generate the business driver trees
• Determine the High / High drivers (High impact
  drivers that the orga-nization has a High
  influence on)
• For each of these drivers, set
• Objectives
• Measures
• Targets
• Initiatives

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Learning Growth

• Training and corporate cultural attitudes

• New hires trained to Travel Policy tools
• Employees trained to industry practices (yield,
  etc.)
• Employees trained to the Videoconference System
• Attendance of specialized trainings
• Attendance of Travel industry events
• Frequentation of the Travel section on the
  intranet
• Miles traveled / CO2 emissions
• Advance booking
• Use of the Videoconference System

Outside the Travel Team
Within theTravel Team
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• Conformity to what has been set up

Internal Business Processes

• Coverage of the TMC
• Coverage of the Air / Hotel Program(s)
• SLA compliance rate
• Travel Policy compliance rate
• Rate of exceptions handled manually
• Completion rate of the Air / Hotel Program(s)
• Rate of local deals
• Relevance rate of the Air / Hotel Program(s)

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Customer

• Satisfaction loyalty

• Share of travelers per category (VIP, frequent,
  occasional)
• Share of bookings (air / hotel) through the TMC
• Number of new customers (joining the process)
• Satisfaction rate further to questionnaires
• Rate of spontaneous feedbacks from travelers
• Number of complaints from travelers
• Achieved / missed savings per traveler category

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• Traditional financial data

Financial

• Travel spend air / hotel
• Average Ticket Price (including back-end rebates)
• Average Room Rate
• Air / hotel missed savings
• Air / hotel achieved savings

any exchange effect
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The most important

• More than a travel measurement system, the
  Travel BSC can be used as a travel management
  system, therefore cascaded from the top to the
  bottom of the company