Nicolas Borel
opTmo
Towards a Travel BSC
Reminder: why a Balanced Scorecard?
Industrial age
Information age
• Investments in longterm 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
A Balanced Scorecard with 4 axes
Internal Business
Processes
Learning & Growth
If we set up
the right team…
Vision
&
Strategy
… behaving the
adequate way…
Customer
Financial
… our customers
will 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
A preliminary step
1. Review the strategy to define a cause
and effect model
2. Generate the business driver trees
3. Determine the “High / High” drivers
(High impact drivers that the organization has a High influence on)
4. For each of these drivers, set:
– Objectives
– Measures
– Targets
– Initiatives
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
Outside the
Travel Team
• Attendance of specialized trainings
• Attendance of Travel industry events
Within the
Travel Team
•
•
•
•
Frequentation of the Travel section on the intranet
Miles traveled / CO2 emissions
Advance booking
Use of the Videoconference System
Internal Business
Processes
 Conformity to what has been set up
• 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)
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
Financial
 Traditional financial data
• 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
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
Clarify &
translate vision
& strategy
Feedback &
strategic
follow-up
Communicate
& articulate
Plan & define
quantitative
targets