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Nicolas Borel

opTmo. Towards a Travel BSC. Nicolas Borel. 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.

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Nicolas Borel

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  1. opTmo Towards a Travel BSC Nicolas Borel

  2. Reminder: why a Balanced Scorecard? Industrialage 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

  3. A Balanced Scorecard with 4 axes Learning & Growth Internal Business Processes Vision&Strategy 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

  4. 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

  5. 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

  6. 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)

  7. 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

  8. 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

  9. 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

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