Facing rising pressure on costs and increasing performance demands, FCM Consulting unveils a new tool designed to quantify the value of business travel.
Named Travel Impact Index, it aims to help companies to evaluate more precisely the impact of their business travel programs.
In a context where top management expects measurable returns on investments, travel managers must now demonstrate that business travel contributes to the company’s overall performance.
Beyond their cost, these programs are increasingly analyzed in terms of their ability to generate value.
The Travel Impact Index thus offers a structured analytical framework, enabling an assessment of a travel program’s maturity across several criteria: governance, risk management, data visibility, supplier strategy and stakeholder engagement.
The tool rests on a series of questions designed to measure to what extent travel supports strategic objectives, while minimizing risks and guiding organizational transformations.
Named Travel Impact Index, it aims to help companies to evaluate more precisely the impact of their business travel programs.
In a context where top management expects measurable returns on investments, travel managers must now demonstrate that business travel contributes to the company’s overall performance.
Beyond their cost, these programs are increasingly analyzed in terms of their ability to generate value.
The Travel Impact Index thus offers a structured analytical framework, enabling an assessment of a travel program’s maturity across several criteria: governance, risk management, data visibility, supplier strategy and stakeholder engagement.
The tool rests on a series of questions designed to measure to what extent travel supports strategic objectives, while minimizing risks and guiding organizational transformations.
A broader approach beyond cost savings
With this index, FCM Consulting aims to go beyond a purely budgetary view of business travel.
The tool invites integrating indicators that are often less visible, such as reducing legal risks, improving the traveler experience, and the impact of travel on business performance.
For Jo Lloyd, Global Head of Customer Management and Consulting at FCM, travel management cannot be reduced to a simple cost-based logic.
“Automation and access to data can give the impression that travel management boils down to a price question. In reality, the value lies in expertise, risk management and the decisions made behind each trip.”
The tool invites integrating indicators that are often less visible, such as reducing legal risks, improving the traveler experience, and the impact of travel on business performance.
For Jo Lloyd, Global Head of Customer Management and Consulting at FCM, travel management cannot be reduced to a simple cost-based logic.
“Automation and access to data can give the impression that travel management boils down to a price question. In reality, the value lies in expertise, risk management and the decisions made behind each trip.”
A decision-support lever for travel managers
According to FCM Consulting, if travel managers acknowledge the need to demonstrate the impact of their programs, discussions with executives are still largely focused on expenditures.
The Travel Impact Index’s objective is therefore to provide indicators aligned with decision-makers’ expectations.
“If an organization understands the value of a travel program, it will invest in it. The Travel Impact Index helps travel managers present that value with indicators that speak to decision-makers“, concludes Jo Lloyd.
The Travel Impact Index’s objective is therefore to provide indicators aligned with decision-makers’ expectations.
“If an organization understands the value of a travel program, it will invest in it. The Travel Impact Index helps travel managers present that value with indicators that speak to decision-makers“, concludes Jo Lloyd.
Published by Amelia Brille TourMaG.com Editor View all articles by Amelia Brille
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