[vc_row][vc_column][vc_column_text]Corporate travel managers keep moving, as BCD Travel’s Miriam Moscovici explains in a recent Business Travel News story. She traces the history of where travel managers have clocked in: first the CEO’s office, then human resources, operations, procurement and, increasingly, security and information technology.[/vc_column_text][vc_cta h2=”Who are travel managers’ most important stakeholders?” txt_align=”center”]A new GBTA-BCD Travel survey answers that question and pinpoints opportunities for improved partnerships.[/vc_cta][vc_column_text]
All those past and present hosts are now stakeholders, and travel managers can add value by supporting their goals, said Moscovici, senior director of Research & Corporate Innovation for BCD. For example, travel managers are uniquely positioned to:
- Liaise between human resources and suppliers to advance HR priorities—i.e., by offering preferred hotels that focus on wellness
- Communicate with IT about reducing trip hassles for road warriors—i.e., by giving them longer-lasting laptop batteries
- Keep security departments informed about where travelers (and their computers) are going, especially when trips include high-risk destinations
As BTN reported, Moscovici “envisions travel managers elevated to the level of strategic partner for the C-suite and for business unit managers.” BCD Travel has begun a series of reports to help travel managers form stronger co-beneficial bonds with their in-house stakeholders. Check out the first in the series, A Blueprint for Travel Managers: Partnering with HR.[/vc_column_text][/vc_column][/vc_row]
