{"id":7227,"date":"2022-07-19T09:08:24","date_gmt":"2022-07-19T07:08:24","guid":{"rendered":"https:\/\/www.viap.es\/does-a-strong-travel-culture-pays-off-for-companies\/"},"modified":"2022-09-06T11:25:33","modified_gmt":"2022-09-06T09:25:33","slug":"does-a-strong-travel-culture-pays-off-for-companies","status":"publish","type":"post","link":"https:\/\/www.viap.es\/en\/does-a-strong-travel-culture-pays-off-for-companies\/","title":{"rendered":"Does a \u2018Strong Travel Culture\u2019 Pays Off for Companies?"},"content":{"rendered":"

A cultural view of business travel as a strategic investment.<\/strong><\/h3>\n

Business travel costs should, of course, be managed. But CFOs who care foremost about managing the\u00a0expense\u00a0may not be aligned on travel priorities with a majority of leaders throughout their organizations.<\/strong><\/p>\n

Harvard Business Review Analytic Services<\/a> surveyed 587 executives<\/strong> and managers who indicated they were familiar with their organization\u2019s corporate travel policies and culture.<\/p>\n

Two-thirds (68%) of them identified \u201ctreating travel as a strategic investment that adds business value rather than a cost to be minimized<\/strong>\u201d as an important aspect of corporate travel culture. Respondents could select up to three such aspects from a list of 11. The next-most-cited one, at 43%, was \u201cproviding a suite of corporate travel tools\/technology that are effective and easy to use.\u201d Close behind at 42% was \u201chaving a flexible travel policy (e.g., being able to travel any distance at any time to any location to support the business).\u201d<\/p>\n

Oddly, perhaps, \u201cproviding appropriate funding for corporate travel\u201d and \u201chaving executive buy-in\/support for corporate travel\u201d were cited as important aspects of corporate travel culture by only 30% and 19% of respondents, respectively.<\/p>\n

Four in 10 survey participants said that having a strong travel culture is extremely or very important to their organization\u2019s performance.<\/strong><\/p>\n

However, less than a third<\/strong> (31%) of them self-identified their organization as actually having a strong travel culture.<\/strong><\/p>\n

Two-thirds of those surveyed cited \u201cincreased collaboration<\/strong>\u201d (67%) and \u201cthe ability to build stronger relationships within the organization<\/strong>\u201d as important internal business benefits of a strong travel culture, while 55% selected \u201cbetter management of geographically dispersed teams.<\/strong>\u201d<\/p>\n

As to external business benefits, the most popular choices were \u201cbuilding closer relationships with key customers<\/strong>\u201d (62%), \u201cbetter collaboration with key partners and suppliers<\/strong>\u201d (55%), and \u201cincreased understanding of customer needs<\/strong>\u201d (51%).<\/p>\n

\u00a0<\/p>\n

The breakdown of survey participants by job title was;<\/strong><\/p>\n