TMCs / Introduction
tech solutions group TripActions says it all. “Where other companies use people to solve issues we use tech solutions,” says Ciara Govern, Chief Customer Officer. Chris Thelen has made the decision that big isn’t necessarily beautiful and is effectively re-creating Chambers, his former small boutique TMC, as Take Two. “I question whether corporates feel that their existing TMC knows them personally anymore or what they need as travel returns. Our reason for launching TakeTwo was because there is a clear gap in the market for a client-centric, independentlyowned TMC who can deliver bespoke service to international SME clients where travel is a vital component of how their business operates. “We have won business in recent months because clients felt that their incumbent TMC didn’t know them or seem to care about their needs. As an independentlyowned business, we are also not shackled by VC-ownership or the mega TMC model of call centres or online chatbots.” Priorities certainly changed for TMCs over the last 18 months, having to do more with less resources, so service levels suffered. "Many TMCs have restructured and service may be delivered slightly differently to before the pandemic, so perhaps you no longer have a dedicated team," says Clarity CEO Pat McDonagh. Industry observers agree that 2022 will not see the end of M&E activity. BTA CEO Clive Wratten says: “There is a more volatile time to come I think. Size doesn’t really matter.” ITM CEO Scott Davies agrees: “There‘s no reason to think that it won’t continue, organically or through acquisition.” Adam Knights, ATPI Managing Director Europe and Middle East, advises clients to always ask TMCs about their ownership structure, “particularly if you’re about to sign a three-year contract”.
reopening of offices in the spring? Volumes are increasing now that border restrictions are easing and approval levels relax, compounding the challenges of a reduced workforce, decimated talent pool, cash flow issues, selling-in new financial models and demand for more flexible working practices. “Established TMCs will understand what size and shape they need to be and both parties need to look at what good looks like now,” says Steve Banks, CCO at Agiito. “It’s incumbent to have good communication and to know where the pinch points are.” Julie Cope, Managing Director TakeTwo Travel Solutions, says too many corporates are reporting long wait times on the phone, slow turnaround of email requests and poor customer service in general. She advises travel buyers to talk to their TMC about their service level agreement and address whether their TMC can still comply with the agreed terms
We have won business in recent months because clients felt that their incumbent TMC didn’t know them or seem to care about their needs”
Be patient
Corporates are understandably nervous and need to continue to be patient when it comes to service levels, something that Carol Fergus, Director of Global Travel at
Crunch time
The recovery stage is the next acid test for TMCs. Do they have the right staffing levels to match client demand as corporate travel ramps up to coincide with the expected 4
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