Tripism CEO Adam Kerr
Business travel management platform Tripism recently reported that activity levels were 250 per cent higher than the organization’s pre-Covid-19 peak. Tripism’s CEO Adam Kerr spoke to BTN executive editor Michael B. Baker and subsequently BTN Europe editor Andy Hoskins about the changes he is seeing to travel management patterns, the company’s priorities amid the recovery, and the key challenges faced by travel buyers.
BTN Europe: Tell us how Tripism fits into the business travel ecosystem.
Adam Kerr: We bring together a company’s travel information – its suppliers, hotel programme, travel policy, visa information, travel advice – in a single portal, and companies use Tripism to replace their travel intranet. It’s like what Workday does for HR – we bring everything together in one place. It links users to the right booking platforms or processes but we don’t want to do the transaction. Suppliers can load deals and offers specific to that company, while employees can access colleagues’ travel reviews and recommendations.
BTNE: Are you seeing a high level of confidence from business travelers right now?
Kerr: When planning a trip, a traveler will sometimes go straight to a booking tool. But for a lot of people, they have to plan their trip, and historically they’ve done that by adding and leveraging tools for leisure. They go to Google or TripAdvisor to piece them together, and the last place they go to is the booking tool to complete that transaction. We put everything in one place. If you’re planning a trip, we’ll bring in all the information that you as a traveler for a company needs to know: preferred hotel, city rate caps, risks, International SOS information, the limousine service that you use, visa information … It makes people have confidence in the information. It’s highly specific and personalized to you as an employee for that company. Sometimes we find travelers using the Tripism platform have better access than the actual agent does to things like benefits and accessing information in a single place. There are some things we can’t help with. For the foreseeable future, you need to speak to an agent if something has gone wrong and you’re stuck in Chicago, for example, and there’s no flights out.
BTNE: Are you seeing any changes in the sort of information companies want to provide to their employees?
Kerr: The amount of information that needs to be communicated with travelers is increasing all the time – risk, safety, sustainability – and that rate of change is well beyond legacy tools. We’re seeing that the priority of Covid-related information is sliding while wellbeing and sustainability are moving up.
BTNE: What are the key challenges your clients are asking you to solve at the moment?
Kerr: Some travelers have forgotten some of the basics about travel, so there’s an education about their travel program and what travelers need to remember when they’re planning their trips. Companies have progressed their travel programmes. They probably have new partnerships they want to communicate, things like new car service companies, or they’ve brought food-delivery companies on-board, and they want to communicate those to the travellers.
At the same time, travel teams are dealing with some of the challenges around car rental shortages and driver shortages with some of the limousine services, and they need to manage that and really get engaged with travellers, set expectations and provide alternate means of ground transport .
Then there’s a lot of focus around sustainability, so some companies are looking at increasing the visibility of rail services. On domestic short trips, they’d rather you take the train than a flight, even if the cost is slightly higher. And then some travel management companies have been struggling with staff shortages, so the support that they get there can vary and provide challenges.
With sustainability, there’s a lot of work. Some companies are more advanced than others. We’re looking at different ways of doing that, in terms of standardization and terms – displaying it to travelers in a better way, communicating it to travelers in a different way. We’ve started providing information to travelers so they can make choices about sustainable properties and different things they are able to do. One or two of our companies have asked us to prioritize sustainable content first, and it works in two ways. It means that travelers will see information firsthand [and] therefore [will be]
more likely to make a sustainable choice, but also it adds an increased incentive to those suppliers who are now presented further down the page to up their game and achieve whatever benchmarks that customers expect in terms of a sustainable partner.
We’re interested to see where the travel function lands – we wonder if there will be more of a shift in companies bringing it into HR or people and experience
BTNE: What developments do you have in the pipeline?
Kerr: We’re looking to introduce carbon footprint information pretty soon. And something really interesting we’re looking at is working with customers’ expense data to look at restaurant use. So employees can see which restaurants are popular with their colleagues in a particular location. We can show the top ten most popular ones for your company, for example.
BTNE: How did your business hold up throughout the pandemic?
Kerr: We were fortunate during Covid. We’ve had 100 per cent customer retention. Some of our companies were still doing some travel, so we did some work around Covid safety and so on. Probably 18 months ago, we started to see that people were getting ready for the return to travel and some of the complexities around that, and our platform helps travel teams to communicate that information, so we started to see an increase in new customers coming through . In the last six to 12 months, we’ve seen a big uptick in new customers and the activity from the users within those corporations, so it’s exciting times. We added around 20,000 new users – that’s individual members of staff at our corporate customers – in April and May.
BTNE: Do you expect large companies will continue to be your main focus going forward?
Kerr: We have looked at doing an SME product. That’s something we were looking at pre-Covid, and we might come back to it at some point. Today, we focus just on those large enterprise customers.
BTNE: Have you seen priorities change in light of the pandemic?
Kerr: It’s really evolving the role of the travel team. I’m relatively new to travel, but a lot of travel team work historically seems to be focused around procurement and having those contracts in place. There’s been a gradual shift, and with the pandemic, it’s a tectonic shift. If you think of the things the HR team would do because somebody was in the office, now that there is the hybrid setup where people aren’t in a company office, just a meeting and event location … they have to create these spaces where people can meet. The travel team has become responsible for that, making sure that’s a successful event, so it’s not so much about heads on beds and bums on seats. It’s a much more human aspect to it now. We’re interested to see where that travel function lands – we wonder if there will be more of a shift of companies bringing it into HR or people and experience. It’s an exciting time for travel teams.
BTNE: What does this mean in terms of how travel managers are valued within their organisation?
Kerr: Travel teams do a really fantastic job, but the problem they have had in the past is that people don’t understand how great these programs are. I don’t think the value travel teams have historically brought is around that negotiation and contracting. I think there’s a much bigger impact. The evidence that shows the quality of your trip impacts the effectiveness of that trip but also your productivity when you return from that trip. We know that some of the banks we work with, they benchmark their travel program against other banks, because it’s super important in terms of retention and recruitment. The value that the travel team is bringing in those aspects is far greater than the dollar savings through the procurement process.