corporate travel strategic sourcing kathy briski, c.p.m., gtp july 16, 2014

Corporate Travel Strategic Sourcing

Kathy Briski, C.P.M., GTP

July 16, 2014

Page: 2

Global Procurement Processes

DefineSupplier

EvaluationCriteria

Collect Data

Conduct Performance

Evaluation

Develop Improvement

Strategy

Supplier Relationship Management Process

GenerateRequisition

Approve/Submit

Requisition

Process/SubmitOrder

Receive Goods &Services

ApproveInvoice

ProcessInvoice &GeneratePayment

Strategic Sourcing Process

Access Opportunity

&Establish

Team

ProfileCategoryInternally

& Externally

Develop Sourcing Strategy

CreateSelectionFactors &EvaluateSuppliers

ConductCompetitive

Exercise w/ Approved

Suppliers

Negotiate & Develop Sourcing

Recommend-action

ImplementAgreements

Continuous Improvement

SupplierScorecard

SavingsManagement

SpendAnalysis

KnowledgeManagement

ContractManagement

CatalogManagement

Core Supporting Capabilities

Day-to-Day Purchasing Process

Page: 3

Strategic Sourcing Process Overview

ProfileCategoryInternally &Externally



Recommend-action

ImplementAgreements

Strategic Sourcing Methodology

Act

ivit

ies

Del

iver

able

s o

r To

ols

Validate Internal

Requirements & Profile Category

ConductIndustry Analysis

Internal Category Profile

TCO Model

Cost Reduction Ideas

Industry Profile

Build TCO Model

Develop Sourcing

Objectives

Sourcing Strategy Plan: Competitive

Supplier Selection or

Existing Supplier

Development

Conduct Supplier Analysis

Create Supplier Selection Criteria

Supplier Selection

Decision Matrix

RFIs (optional)

“Short List” of Suppliers

Complete Traditional

RFP Process

RFPs / RFQs

eAuctions

Collaborative Discussions

Conduct eAuction(s)

Collaborate w/ Incumbent Supplier(s)

- AND/OR -

- AND/OR -

Prepare Fact-Based

Negotiation Packages

Negotiate Agreements

Fact-Based Negotiation Packages

Supplier Negotiations Presentation

Sourcing Recommendation

Finalized Agreements

Benefits Realization

Continual Supplier

Improvement

Implement Agreements and Monitor

KPIs

Evaluate Performance and Develop

Suppliers

Develop SourcingStrategy

Conduct Competitive Exercise w/ ApprovedSuppliers

Fast Track for Quick Savings

Develop Sourcing

Strategies & Tactics

ANALYSIS STRATEGY SUPPLIER SELECTION IMPLEMENTATION

AssessOpportunity & Establish Team

AssessOpportunity

Obtain Sponsorship

& ID Team

CreateProject

Plan

Project Plan

Analyze Current Spend

Document Requirements

Page: 4





Recommend-action

ImplementAgreements


Act

ivit

ies

Del

iver

able

s o

r To

ols





AssessOpportunity

Obtain Sponsorship

& ID Team

CreateProject

Plan

Project Plan



5

High Level Travel Project Plan

Travel Workplan Review

Mobilization & Kick-Off Category

Profile Internally & Externally

Develop Strategy

Screen Suppliers & Selection Factors

Conduct Competitive Exercise

Negotiate & Develop Sourcing Recommendation

Implement Agreement

April May June July August September

SAMPLE

Page: 6

Travel Category Opportunity

SAMPLE

Category Opportunity Baseline – Travel

Key Travel Contracts and Expiration Dates Preliminary Opportunities to Drive Accelerated Benefit

•Hertz Car Rental Agreement – Expiration Date: July 31, 2010•Northwest Airlines Agreement – Expiration Date: November 30, 2010•American Express Travel Agency Agreement – Expiration Date: September 30, 2009 – Currently Extended until September 30, 2010, with an additional 1 year extension (2011).

•Mandated Travel & Entertainment Policy•Drive Demand Management (Compliance Behavior):

•On-Line Booking Tool•Advance Ticket Purchase•Non-Refundable Tickets•Preferred Hotel usage•Preferred Car Rental usage

•Hotel Competitive Bid•Negotiate American Airlines contract•Car Rental Competitive Bid

Confirmation of Sourceable Spend

Sourcing Group

Category Sub-CategoryAddressable

Spend%

AddressableSourceable

SpendEst. Mid

Saving %Est. Mid

Savings $

Travel Airline $6,000,000 100% $5,500,000 3% $165,000

Travel Car Rental $1,000,000 100% $925,000 5% $46,250

Travel Hotel $4,500,000 100% $4,400,000 5% $220,000

Travel Agency - Agency Fees $170,000 100% $0 0% $0

TravelDemand Management (Compliance) N/A N/A $700,000

SAMPLE

Page: 7





Recommen-dation

ImplementAgreements


Act

ivit

ies

Del

iver

able

s o

r To

ols

Validate Internal




TCO Model


Industry Profile

Build TCO Model





Copyright © 2007 Accenture All Rights Reserved. 8

Total Cost of

Ownership Travel

Hotel Cost

Agency Cost

Total Cost of Ownership – Elements

Air Ticket Cost

• Emergency Travel Services• Change RequestsSupport

Management Fees• Online Booking• Agent Assisted Booking• Client Negotiated Airfare

Transaction Fee

Price for airfare, room rates and rental rates make up a portion of the TCO for Travel with cost drivers laying hidden in process.

Rental Car Cost

Airfare Cost

Nightly Room Rate

Misc. Charges• Internet• Parking• Fitness Center

Misc. Charges

Fuel

Daily Rate

• Mileage Charge• Vehicle Fees• GPS• Concession Fee Recovery

• Self fill• Fuel and Service Charges• Fuel Purchase Options

Price

Procurement

Process

Labor Costs• Time to register new online users

on Cliqbook• Time to train new online users

• Air Ticket Cost• Taxes

• Room Rate• Taxes

• Daily Rate• Taxes

Travel Policy

• Policy Enforcement• Advance Booking• Preferred Suppliers

• Meals• Phone

• Fuel Surcharges• Security Fees

• Insurance• Airport Fees• City Surcharge

• Upgrade Fees• Energy Surcharge

SAMPLE

Ancillary Fees• Baggage Fees• Change Fees

• In Flight Internet• Status Level

Page: 9

Industry Profile - Objective & Key Questions

Objective

Provide a detailed understanding of the current corporate travel industry as well as the forces shaping future travel services. The results of this profile will shape Comerica’s travel Sourcing Strategy.

Key Questions

How big is the industry?

Who are the major players?

How competitive is the market?

What are the key cost drivers?

Is the industry in a state of growth or decline?

What are the current pricing trends?

SAMPLE

Page: 10

Travel Scope

NAICS 481 – Transportation by Air

4811 – Scheduled Air Transportation

481111 – Scheduled Passenger Air Transportation

NAICS 721 – Accommodation

7211 – Traveler Accommodation

721110 – Hotels and Motels 721110.1 Guestroom Rental

NAICS 5321 – Automotive Equipment Rental

53211 – Passenger Car Rental and Leasing

532111 – Passenger Car Rental (for business travel)

NAICS 561 – Administrative and Support Services

5615 – Travel Arrangement and Reservation Services

561510 – Travel Agencies (including Meetings & Events)

In Scope

• Scheduled passenger air transportation, hotel, passenger car rentals and meeting/event planning services are in scope for travel sourcing.

• Because of the existing relationship with current travel agency and the subsequent process standardization, it does not make sense to fully source the travel agency component of travel at this time. However, there may be components of the contract to reevaluate.

• Meeting/Event Planning Services are categorized under the same NAICS code as Travel Agencies.

Key Points

The travel industry encompasses a variety of different categories each grouped with an NAICS (North American Industry Classification System) code.

Source: http://www.bls.gov

SAMPLE

• In 2000, 10 airlines accounted for slightly more than 90% of available seat-mile capacity in the United States. By early 2012, those 10 airlines, through mergers, were reduced to 5 airlines controlling about 85% of the domestic passenger market. Moreover, American and US Airways is currently merging —which would further reduce the number of airlines controlling the vast majority of passenger ridership to only four.

BOEING PROPRIETARY

Source: Office of Inspector General, AVIATION INDUSTRY PERFORMANCE, A Review of the Aviation Industry, 2008–2011, Number: CC-2012-029 , Date Issued: September 24, 2012

RITA, Bureau of Transportation Statistics

AIRLINE INDUSTRY – US Airline Mergers

Page: 12

Airline Industry: Overview

• 2013 Airline Industry revenue reached $711 Billion. • For 2014, Airline Industry revenue forecasts to reach

$746 Billion.• Over the five years to 2018, industry revenue is

expected to increase at an annualized rate of 3.6% to $848.2 billion

• US Airline Industry revenue is expected to continue flying upward over the five years to 2019, increasing at an annualized rate of 1.5% to $153.6 billion.

• Major operators such as American Airlines, Delta and United Continental will reap synergies from their recent mergers, leading to higher profit margins. However, profit margins will still depend on volatile fuel prices and the airlines’ ability to successfully hedge against any adverse movements. New fuel-efficient aircraft will aid this cause and increase operator competitiveness in the global market.

• U.S. scheduled passenger airlines reported a net profit of $12.7 billion in 2013, up from a profit of $98 million in 2012

• Business travel represents 35% of airline’s revenue• Federal taxes constitute $61 – or 20% – of the price

of a typical $300 domestic one-stop round-trip ticket• In 2012, U.S. airlines carried 16% more passengers

and cargo than in 2000, while using two billion fewer gallons of fuel

• From 2000-2013, U.S. airlines reduced the flight cancellation rate sharply from 3.30% to 1.51%

Key Points

Source: Airlines for America: airlines.org, Airline Financials.com, IATA, Wikipedia, CWT 2014 Travel Price Forecast

2013 Global Airline Industry Revenue reached $711 Billion. North America is the industry's revenue leader, generating about 44% of industry revenue.

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2008 2009 2010 2011 2012 2013 2014F

$582

$493$561 $590

$638$711

$746Annual Airline Industry Revenue

Re

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The PPI (measures average change in prices over time) for passenger air transportation. For 2012 the average amounted to 285.0 which represents a gain of 9.5% from 2011, but for 2014 the average is trending slightly upward.

Airline Industry: PPI (Producer Price Index) – Scheduled Passenger Air Transportation

NAICS 481111 All indexes are subject to revision four months after original publication.

Source: http://www.bls.gov/ppi/

2000

2001

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2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

180

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186.5

200.6

200.4

205.7 205.8 217.1

229.6

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257.1

235.9

254.6

273.5

285.1283.1

286

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Page: 14

Airline Industry: Cost Drivers

Source: www.rajcoaviation.com

2013 Cost Drivers Key Points

• The top three cost drivers for ninety five percent of the world’s airlines, are: fuel, personnel and the cost of aircraft, which together account for an average of 64.3% of an airline’s total cost structure.

• Dependence on oil production, labor agreements and a duopoly in aircraft manufacturing prevent airlines from having any substantive impact on these cost drivers.

• With revenues fixed by competitive ticket pricing and the majority of their costs out of their control, airlines are challenged to maintain earnings and gain competitive advantage by controlling less than 35% of their cost structure.

Top 3 Drivers Account For 64.3% of Total Airline Costs.

SAMPLE

Page: 15

Airline Industry: Jet Fuel Costs

• Historically jet fuel expenses have ranged between 10% and 15% of U.S passenger airline operating costs, but in 2008 the cost of fuel was between 30% – 40% of total operating expenses for most carriers

• The Air Transport Association estimates that for every dollar increase in the price of jet fuel (a derivative product of crude oil), US airlines incur an additional $445.0 million in fuel expenses

• From 2000 – 2010, US airlines carried 15% more traffic while using 2.1 Billion fewer gallons of fuel.

• For 2013 jet fuel prices averaging $124.60 per barrel. Current 2014 price is $124.30 per barrel.

• Impact on 2013 fuel bill: $-4 Billion (global airline industry)

• From 1978-2012, U.S. airlines improved fuel efficiency approximately 120%

Increasing Jet Fuel Costs Key Points

Sources: Airlines for America: www.airlines.org, www.bts.gov, www.iata.org

Fuel is one of the largest cost contributor to airlines’ operating costs.

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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

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http://www.airlines.org/

http://www.bts.gov/

Page: 16

Airline Industry: Air Travel Price Index

Sources: Bureau of Transportation Statistics, AMEX 2013 Forecast, CWT 2014 Travel Price Forecast, Airlines for America: www.airlines.org

Air Travel Price Index for Phoenix, AZ and Tucson, AZ Key Points

1 The air travel price index measures the percents change over time in prices paid by travelers.

• The cost of airfare flying out of Phoenix, AZ has been lower than the U.S. average. But flying out of Tucson, AZ is trending at the national average and starting to be above the national average.

• Airfares will be nearly flat in Canada andthe United States next year, driven by ahighly consolidated and fiercely competitive landscape, stable projected oil prices, and potential reduction in demand from the U.S. government, driven by its sequestration efforts.

• Airlines found several ways to grow revenue without raising fares – a la carte pricing: from charging for select coach seat assignments, boarding after elite status members, baggage fees and fuel surcharges and possibly using restrooms!

• In 2011, US airlines posted the lowest annual rate of mishandled baggage ever recorded.

• 2013 ancillary revenue reached over $42 billion this year, up from $36.1 billion in 2013.

• Ancillaries will account for 6% of total airline revenue in 2013, up from 5.4% last year.

The cost of air travel have been very volatile over the past several years. The cost of airfare flying out of Phoenix, AZ has been lower than the U.S. average.

SAMPLE

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U.S.-Origin ATPI Phoenix, AZ Tucson, AZ

Page: 17

Airline Industry: Baggage Fees SAMPLE

Source: www.bts.gov

Ranking * Airline 2007 2008 2009 2010 2011 2012 2013

1 Delta 96,546 177,063 481,719 952,250 863,608 865,879 833,183

2 United 52,002 132,994 268,977 313,207 276,817 705,547 624,821

3 US Airways 27,738 187,082 432,280 513,623 506,339 516,206 527,591

3 American 124,538 277,991 475,184 580,663 563,465 557,385 505,697

5 Spirit 46,848 81,503 133,970 168,229 211,961

6 Southwest 20,799 25,266 26,983 29,787 32,035 144,475 143,540

7 Allegiant Air 44,095 55,325 53,562 89,556 112,453

8 Alaska 16,151 22,028 58,669 108,997 157,013 151,475 96,033

9 JetBlue 16,416 35,308 53,267 57,019 64,078 70,788 74,316

10 Hawaiian 4,505 11,627 38,186 54,008 56,590 67,829 70,034

11 Frontier 4,618 15,156 55,160 62,115 54,862 70,173 69,226

12 Virgin America 231 2,569 19,364 36,075 33,482 57,410 58,525

TOTAL 363,544 887,084 2,000,732 2,844,572 2,795,821 3,464,952 3,327,380

* Airlines ranked by 2013 baggage fee revenue, dollars in thousands (000)

Page: 18

Airline Industry: Cancellation/Change Fees SAMPLE

Source: www.bts.gov

Ranking * Airline 2007 2008 2009 2010 2011 2012 2013

1 Delta 16,331 18,927 406,039 698,611 766,795 778,398 840,070

2 United 331,193 354,471 309,866 321,539 324,129 660,943 756,513

3 American 469,883 449,899 471,369 495,158 517,708 521,032

4 US Airways 68,304 248,840 253,077 275,643 297,693 327,329

5 JetBlue 74,472 123,468 121,273 113,997 124,536 133,771 146,434

6 Alaska 54,700 67,077 60,590 50,357 10,598 23,210 89,978

7 Spirit 21,514 23,561 23,120 25,927 27,763 32,545

8 Virgin America 943 9,761 12,866 18,151 15,851 30,644 32,223

9 Southwest 32,470 25,356

10 Hawaiian 21,801 25,159 23,546 18,192 17,356 18,285 17,931

11 Frontier 33,081 34,279 21,494 16,685 16,562 14,217 13,194

TOTAL 532,521 1,192,843 1,677,974 1,985,098 2,072,555 2,535,102 2,814,069

* Airlines ranked by 2013 reservation cancellation/change fee revenue, dollars in thousands (000)

Page: 19

Airline Industry: Price of Air Travel versus Other Goods & Services

Sources: Airlines for America: www.airlines.org

Price of Air Travel Versus Other Goods and Services

Shown in their original values, facilitating comparisons with other goods & services versus the price of air travel and with movements in the U.S. Consumer Price Index (CPI). CPI is defined as a measure that examines the weighted average of prices of a basket of consumer goods and services.

SAMPLE

Product (Unit) 2000 2013 2013 vs 2000

Walt Disney World (One Day Pass, Adult ) 0 $46 $95 107%

College Education, Public, Undergraduate (Year) 1 $3,508 $8,893 154%

College Education, Private, Undergraduate (Year) 1 $16,072 $30,094 87%

National Football League (NFL) Game (Ticket) 9 $48.97 $81.54 67%

Prescription Drugs (BLS Index) 2 285.4 442.6 55%

Major League Baseball (MLB) Game (Ticket)10 $16.22 $27.48 69%

Gasoline (Gallon, Unleaded) 4 $1.51 $3.53 134%

Vehicle (New) 11 $24,923 $31,762 27%

Single Family Home (New) 5 $169,000 $265,900 57%

Consumer Price Index (CPI-U) 2 172.2 232.957 35%

Movie Ticket 6 $5.39 $8.13 51%

Food & Beverage (BLS Index) 168.35 237 41%

Postage Stamp (First-Class) 7 $0.33 $0.46 39%

Whole Milk (Index) 2 156.9 214.68 37%

Air Travel (R/T Domestic Fare + Ancillary) 8 $316.96 $385 22%

Air Travel (R/T Domestic Fare Only) 8 $314.46 $363 15%

Apparel: Clothing/Footwear/Jewery (BLS Index) 2 129.6 127.41 -2%

Television (BLS Index) 2 49.9 4.6 -91%

0 AllEars.net - based on June of each yer

1 The College Board - based on beginning of academic year

2 U.S. Bureau of Labor Statistics - including hedonic "quality-change' adjustments

3 National Automobile Dealers Association - average retail selling price

4 U.S. Department of Energy - Monthly Energy Review, Table 9.4

5 U.S. Census Bureau - median sales price of new homes sold in the United States, including the land

6 National Association of Theatre Owners

7 U.S. Postal Service - Publication 100

8 A4A via U.S. Bureau of Transportation Statistics - shown on a round-trip basis

9 Team Marketing Report Fan Cost Index, average nonpremium ticket

10 Team Marketing Report Fan Cost Index, average nonpremium ticket

11 NADA DATA 2014

Page: 20

Airline Industry: Market Segment & Competitive Landscape

Source: www.ibisworld.com

Key Points

• Level Concentration in this industry is Medium

• The Domestic Airlines industry has a moderate level of concentration. The top four industry players are estimated to hold a combined market share of more than 66.4% in 2014.

• Level & Trend Competition in this industry is High and the trend is Increasing

• The Domestic Airlines industry is highly competitive. Airlines compete for customers on price, frequency and capacity, route offerings, loyalty programs, promotions, rewards and service quality.

• Barriers to Entry in this industry are High and Steady

• Costs to purchase aircraft and specialist machinery, hangar and other airfield space, as well as costs to attract skilled labor and to comply with stringent safety requirements are high and a significant barrier to industry entry.

• Level & Trend Globalization in this industry is Low and the trend is Increasing

• The Domestic Airlines industry has a low level of globalization, with access to domestic routes strictly controlled for US-based airlines; foreign ownership is discouraged. Foreign operators may provide services to the domestic market, but are generally restricted to limited routes and destinations.

SAMPLE

Page: 21

Hotel Industry: Overview

• 2013 Global Hotel Industry Revenue reached $592 Billion. The US Hotel Industry Revenue reached $144.4 billion in 2013

• In 2014 global hotel revenues are estimated to grow 2 % to $604.5 billion. Over the five years to 2018, IBISWorld forecasts industry revenue will increase at an average annual rate of 2.2% to $661.5 billion.. This will result from growth in business and pleasure travel, and rising room rates.

• Over the five years to 2014, IBISWorld expects industry revenue to grow at an average annual rate of 2.5%. In 2014, industry revenue is expected to jump 2.3%, as consumer confidence and spending spike, raising revenue to $144.4 billion.

• US revenue is projected to increase at an average annual rate of 3.0% to $167.0 billion over the five years to 2019.

• Smith Travel Research is projecting increases in all three key performance metrics during 2014: Occupancy is expected to rise 1.3% to 62.7%, Average Daily Rate (ADR) will increase 4.6% to $116.43 and Revenue Per Available Room (RevPAR) is expected to grow 6.0% to $72.97.

Key Points

Source: www.IBISWorld.com, Smith Travel Research

2013 Global Hotel Industry Revenue reached $592 Billion. The US Hotel Industry Revenue reached $144.4 Billion in 2013.

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Page: 22

Hotel Industry: Chains / Brands

• The majority of the global branded properties and revenue are mostly located in North American

• Major revenue for global chains (such as Marriott, Hilton, etc) is from franchise and management fees.

• Business travelers, including executives, are shifting from luxury hotels to more moderate mid-priced hotels

• Hotel taxes, usually a combination of sales and occupancy taxes along with the occasional flat fee, range from 10% to more than 18%.

• Hotel costs represent the single largest component of non-air expenses, about 43% of the travel dollar

Key Points

Source: PWC Hospitality Directions, Smith Travel Research, CWT Hotel Solutions, Business Travel News, IBISWorld

The majority of the global branded properties and revenue are mostly located in North America,

SAMPLE

Chain Portfolio by Hotels & Rooms

Total Network(Rooms/Hotels)

MainFootprint

Brands & Segment

647,161 R4,437 H

Americas: 68%7 brands

from midscale to luxury

612,735 R7,207 H


from budget to upscale

605,141 R3,474 H



~ 600,000 R~ 3,600 H


from economy to luxury

507,306 R4,229 H

EMEA: 56%10 brands

from budget to luxury

495,145 R6,142 H


from budget to luxury

301,700 R 1,027 H



Brands by Service Level

Hotel Chain Scales

Chain Scale Brand Name

Luxury

Upper Upscale

Upscale

Midscale

Economy

Ex-Upscale

Ex-Midscale

Ex-Economy

For Domestic Hotel Bookings (2012) :

Total Tracked Spend: $XXM

46% of spend in Upper Upscale. Average Nightly Rate: $XXX

21% of spend in Upscale. Average Nightly Rate: $XXX

Business Travel News: 2014 Corporate Travel Index: $158

http://www.extendedstayamerica.com/

The PPI for hotel rooms have fluctuated during 2012 due to pressures from both buyers and sellers. The 2014 average is 136.2, indicating rates are continuing to rise.

Hotel Industry: PPI – Hotels & Motels, Guestroom Rentals


NAICS 721110.1 All indexes are subject to revision four months after original publication.

2003

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2007

2008

2009

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2011

2012

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2014

100.0

105.0

110.0

115.0

120.0

125.0

130.0

135.0

140.0

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116.4

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Page: 25

Hotel Industry: Cost Drivers

Source: www.IBISWorld.com

Operating Cost Drivers

Over 80% of costs in the hotel industry is distributed among four categories: (1) administrative overhead, (2) labor, (3) repairs and maintenance, and (4) food and beverage.

SAMPLE

Top Business Occupancy Hotel Markets Worldwide – 2013 YTD

CWT 2014 Travel Price Forecast Page: 26

CWT 2014 Forecast: Airline, Hotel, and Car Rental Pricing

Page: 27

US Hotel Industry – Competitive Landscape

• Level Concentration in this industry is Medium• In 2014, the four largest operators in the industry (Hilton

Worldwide, Marriott International, InterContinental Hotels Group and Starwood Hotels and Resorts) account for an estimated 41.0% of industry revenue

• It is increasing as hotel buyouts and mergers become more frequent and operators join franchise and chain operators.

• Level & Trend Competition in this industry is High and the trend is Increasing

• At most price points, hotels look to attract travelers by offering competitive prices with a range and quality of service to maximize client satisfaction, while minimizing room vacancy rates. Room discounting increases during difficult economic periods, with fewer discounts offered in boom times.

• Barriers to Entry in this industry are Medium and Steady

• The start-up costs and market share concentration vary between industry segments, particularly for the international standard five-star properties compared with three-star motels.

• Globalization in this industry is Medium and the trend is Increasing

• Most operators in this industry are US-owned and earn most of their sales from domestic activity.

Page: 28

Key Findings

Source: www.ibisworld.com,


Page: 29

Car Rental Industry: Overview

• Global industry spend is $36.4 Billion of which 30% is business travel at airports and 35% off-airport.

• The industry is segmented by business travelers, leisure travelers, car leasing and car sharing

• Leisure market has grown larger than corporate business market

• Industry revenue is forecast to grow at an annualized rate of 3.0% over the five years to 2019 to $42.2 billion

• High fuel cost is impacting industry as customers, especially leisure travelers, are finding other alternatives (public transportation)

• Hertz and Avis expanding off-airport locations to compete with Enterprise

• Car rental industry adjusted to global recession better than other travel industry categories. They can “right” size fleet to meet demand by disposing vehicles quickly and reduce costs.

Key Points

Source: IBISWORLD, Auto Rental News, Business Travel News

Global industry spend is $36.4 billion of which 30% is business travel at airports

SAMPLE

Rental Car Industry: PPI – Passenger Car Rental



The PPI for passenger car rentals had been decreasing since 2013, but for 2014 prices are starting to finally rise again.

2001

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100.0

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Page: 31

Car Rental Industry: Market Share

• After Hertz’s purchase of Dollar Thrifty, the top three rental car companies will make up 95% of the total on-airport US car rental industry revenues

• Suppliers offer different brands that focus on specialized markets:

• Corporate Traveler – On-airport convenience – Hertz, Avis and National

• Leisure Market – On/Off-airport Budget, Dollar Thrifty, and Enterprise

• Additional Non-US regional players include:• Europcar (Europe and Asia Pacific) • Sixt (Germany and EMEA) • In high risk countries such as India, China, Thailand, Latin

America, etc. the business model is to rent a car with driver. Cost is less than a chauffer / limo as a typical rental vehicle is used

• Car rental companies have implemented a variety of new ancillary fees to help preserve some of the lost revenue in recent times, such as tacking on fees to extend a reservation, eliminating 60 minute grace period, or increasing the cost of a two-day rental

• “Virtual rental technology” – enables customers to reserve, rent, access and return cars just about anywhere. ZipCar, WeCar, Connect.

• It is forecasted that that base rates will increase on average between 0% to 2% for business travel rental cars in the U.S. for 2014. This is big news since US suppliers haven’t been able to increase rates, even slightly. This is due to increasing fleet costs for car rental providers, as their used vehicles sell for less than in recent years as consumers shift toward buying more new and fewer used vehicles. Even so, the highly consolidated market will retain strong competition among suppliers in 2014.

• Business Travel News 2014 Corporate Travel Index: $47

Key Points

Source: www.autorentalnews.com; www.ibisworld.com, Business Travel News, 2014 Corporate Travel Index

The U.S. car rental market is highly consolidated among a small number of major players and is getting smaller.

SAMPLE

Top 3 Car Rental Companies By Revenue

Enterprise Hertz Avis Budget

$1.00

$3.00

$5.00

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$13.00

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Page: 32

Car Rental Industry: Cost Drivers

Source: www.ibisworld.com, Auto Rental News

Operating Cost Drivers Key Findings

• The industry have slowly recovered as the demand for air travel, which is the industry’s primary revenue source, started to increase as of 2010.

• The industry’s solid recovery is expected to continue over the next five years. Demand is expected to increase as domestic travel rates continue to grow, bolstered by the US economy’s recovery.

• Industry revenue is forecast to grow at an annualized rate of 3.0% over the five years to 2019 to $42.2 billion.

• Corporate profit is currently at an all-time high, growing an impressive 9.2% per year on average over the five years to 2014

• Over the past five years, many industry operators have continued to expand into off-airport markets, providing additional avenues for growth. Car rental operators have learned from the recession and have sought to diversify their revenue streams, so as to mitigate exposure to any one segment of the economy.

• Car sharing has continued to emerge over the past five years as both traditional car rental companies and new players seek to gain market share in this new segment of the industry. Each of the major car rental companies now has a car sharing division.

Over 78% of costs in the car rental industry is distributed among four categories: (1) Purchases, (2) Other, (3) Depreciation, and (4) Wages.

SAMPLE


US Car Rental Industry – Competitive Landscape

• This industry is Mature• New technologies, such as online reservations, provide

advantages like reduced customer acquisition costs. But these advantages flow on to existing companies and do not produce new entrants or new markets. Some companies are expanding into local markets with programs like car sharing.

• Basis for Competition: High and the trend is increasing

• All companies in this industry compete primarily on price and customer service.

• Companies also compete through branding and market segmentation.

• Strategic alliances with airlines and hotels can produce a competitive edge.

• External competition stems from other modes of travel including taxis, limousines and public transport.

• Barriers to Entry in this industry are Medium and Steady

• Rental fleet investment is a significant monetary outlay.• Potential new entrants would have difficulty establishing a

brand identity because the current brands are heavily entrenched.

• Globalization in this industry is Low and the trend is Steady

• All major car rental companies in the United States are domestically owned; however, US car rental companies operate globally either through direct ownership or through license and franchise agreements.

Page: 33

Key Findings

Source: www.ibisworld.com,


Travel Management Industry: Overview

• The top 50 travel management companies represent over $185 billion in sales revenue in 2013.

• Five companies registered more than $20 billion in sales, the same number as in 2013, although three had more than $30 billion, up from one last year

• There were 16 listees with sales of more than $1 billion, same as the last 2 years

• Smaller firms continued to grow impressively, with and without acquisitions. Ovation Travel moved from $828 million to $910 million, and Direct Travel soared from $575 million to $767 million as it continued an aggressive acquisition strategy.

• Over the five years to 2019 IBISWorld expects industry revenue will increase an annualized 10.1% to $265.4 billion.

• Expedia, and now Priceline maintains top spots over AMEX.

• Technology dominated the replies when it came to recent developments and projections. A number of companies said they were developing proprietary technology solutions

• The industry is highly fragmented, with the top four industry players accounting for less than 30.0% of the industry's market share.

• Travel Agency profit margins are low, reflecting a high level of competition in the industry.

2013 Top 6 Travel Management Co’s By Revenues

• Key Points

Source: www.travelweekly.com Travel Weekly Power List 2014, www.bts.gov

Over the next 5 years IBISWorld expects industry revenue will increase an annualized 10.1% to $264.4 billion.

$39 $39

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Global TMC Industry: Overview

• Leisure travel is the largest market for the industry. This market is made up of travelers taking both domestic and international trips. The total number of international tourism departures is expected to have exceeded 1 billion in 2014. The top three countries for departures are Germany, the United States and China. Many travelers going overseas still use travel agency services for part or all of their trip components, such as accommodations and airline bookings. However, in mature markets such as the United States travelers are increasingly likely to use online services to book their domestic trip, or make arrangements directly with hotels and airlines.

Key Points

Source: IBISWORLD,

Global industry spend is $36.4 billion of which 30% is business travel at airports

SAMPLE

The PPI for travel agencies has gone down 13% since its high in 2001 (due to 9/11 and the commencement of the on-line booking tool), but has risen since and has exceeded its 2007 high and continues to climb.

TMC Industry: PPI – Travel Agencies



2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

105.0

110.0

115.0

120.0

125.0

121.8

123.3

114.0

112.5

108.6

107.4

111.5

113.2

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111.5

112.4

113.0113.4

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117.0

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Global Travel Agency: Cost Drivers

Source: www.ibisworld.com

Operating Cost Drivers

Over 90% of costs in the car rental industry is distributed among four categories: (1) Purchases, (2) Other, (3) Depreciation, and (4) Wages.

SAMPLE

fix


CWT Additional 2014 Perspective

Page: 38

Business Travel News – 2014 Corporate Travel Index: Food $88 per day

Page: 39

• Advito Consulting 2014 Forecast• Airlines for America, www.airlines.org• AirlineFinancials.com• AMEX Business Travel 2013 Forecast and Trends• ATWOnline, www.atwonline.com• Auto Rental News• Bureau of Labor Statistics, www.bls.gov• Bureau of Transportation Statistics, www.bts.gov• Business Travel News• CWT Hotel Solutions• CWT 2014 Travel Price Forecast• Egencia 2013 Forecast• Forbes, www.forbes.com• Hoovers Online, www.hoovers.com• IATA (International Air Transport Association) & World Air Transport Statistics (WATS 2006)• www.ibisworld.com• Global Business Travel Association, www.gbta.org• OneSource Inc., www.onesource.com• Power List 2014, www.travelweekly.com• Pwc Hospitality Directions• Rajcoaviation.com• Smith Travel Research Data• The Transnational.travel• Travel Daily News, www.traveldailynews.com• Travel Procurement• Travel Weekly, www.travelweekly.com• Wikipedia• Wikiinvest

Appendix: Data SourcesSAMPLE

http://www.airlines.org/

http://www.atwonline.com/

http://www.bls.gov/

http://www.bts.gov/

http://www.forbes.com/

http://www.hoovers.com/

http://www.gbta.org/

http://www.onesource.com/


http://www.traveldailynews.com/


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Develop Sourcing




Page: 41

Sourcing Strategies & TacticsSeveral sourcing strategies can be pursued, either separately or together.

— Possible Sourcing Strategies —

Best PriceAnalysis

Volume Leveraging

Strategic Relationship

ProcessImprovement

DemandManagement

CommoditySourcingStrategy

STRATEGIC RELATIONSHIP

Establish integrated or close relationships with suppliers where both buyer and supplier work together to share information, collaborate, and further each partner’s goals

STRATEGIC RELATIONSHIP

Establish integrated or close relationships with suppliers where both buyer and supplier work together to share information, collaborate, and further each partner’s goals

PROCESS IMPROVEMENT

Identify opportunities to standardize and streamline business processes that will result in improved quality, reduced cycle times, and lower total cost of ownership

PROCESS IMPROVEMENT

Identify opportunities to standardize and streamline business processes that will result in improved quality, reduced cycle times, and lower total cost of ownership

BEST PRICE ANALYSIS

Evaluate and model all costs and use negotiation tactics that increase transparency and maximize competition

BEST PRICE ANALYSIS

Evaluate and model all costs and use negotiation tactics that increase transparency and maximize competition

DEMAND MANAGEMENT

Address factors such as standards, requirements, and policies to reduce costs related to internal demand

DEMAND MANAGEMENT

Address factors such as standards, requirements, and policies to reduce costs related to internal demandVOLUME CONCENTRATION

Aggregate like goods and/or services across organizational units in order to increase negotiation leverage and negotiate better pricing, and terms and conditions

VOLUME CONCENTRATION Aggregate like goods and/or services

across organizational units in order to increase negotiation leverage and negotiate better pricing, and terms and conditions

Page: 42

Strategy Considerations

• Company should examine current travel policies. Enforcement of on-line booking tool, advance booking, preferred hotels and other travel guidelines will result in significant savings.

• Because of the relative small air travel spend compared to other companies, in addition to moving corporate headquarters to Dallas while still maintaining their Detroit area locations, Company should consider focusing hard dollar airline discounts with one or two major carriers supporting both markets. Furthermore, Company should consider exploring additional benefits for their secondary markets

• Company should re-examine their current preferred hotel program and consolidate markets and room nights to leverage buying power

• Company should leverage hotel spend for meetings/events in negotiating hotel rates for transient travel

• Preferred car rental utilization is “best in class”, therefore consider a competitive bid to leverage utilization

• Company may consider utilizing teleconferencing as an alternative to reduce their overall travel usage

SAMPLE

Page: 43

Sourcing Strategy: Airlines

Current State• Travel policies located in Accounts Payable

Expenditure Manual – No enforcement• All departments using one travel agency,

however suspect that some Southwest bookings are going directly to Southwest.com

• Travel compliance is not be monitored• Recently moved corporate headquarters from

Detroit, MI to Dallas, TX• Top 3 airline spend: Northwest, American and

Southwest• Current contract with Northwest only (no

discount in Tier 3 and high market share commitment)

• 70% of air spend in Tier 3• Some international air spend – about 15%

Sourcing Recommendation• Create separate travel policy with management

enforcement• Enter into negotiations with Northwest (current

contracted supplier) and American Airlines. In addition, pursue possible corporate deal with Southwest Airlines.

• Stimulate competition between Northwest and American Airlines in multi-hub city pairs

• Stimulate competition between Northwest and American Airlines for international air spend

• Negotiate with Southwest and determine if market share can support a formal corporate agreement

• Market dynamics suggest a 2 year contract

Results• Separate travel policy resulting in improved compliance• Discount in Tier 3 level pricing• Capture all Southwest spend

SAMPLE

Page: 44

Sourcing Strategy: Hotels


Expenditure Manual – No enforcement• All departments using one travel agency, however

suspect that some hotel bookings are being booked directly with hotel

• Travel Agency manages and negotiates hotel program

• Large number of properties are being utilized in top city markets (e.g. 75 hotels were utilized in the Detroit (and surrounding) area in the last 12 months)

• Cities are classified as Room Nights per City:• Tier 1 (approx. 200+ Nights): 45% of hotel

spend in 12 market areas• Tier 2 (<200 Nights): 55% of hotel spend in

the rest of the market area

Sourcing Recommendation• Create separate travel policy and enforcement of

policy • Tier 1: Issue a Request for Proposal to the

existing supply base as well as comparable properties in defined geographies.

• Consolidate volume to increase bargaining power

• Minimize number of options available in each geography

• Pursue value-added amenities at no additional cost

• Tier 2: Utilize Travel Agency rates and drive volume to those properties with the lowest rates

Results• Separate travel policy and enforcement which will result in improved compliance• Competitive room rates in preferred cities• Strategically selected properties by geography which will increase preferred property usage

SAMPLE

Page: 45

Sourcing Strategy: Car Rentals


Expenditure Manual – No enforcement• All departments using one travel agency for

booking car rentals, however some spend is being booked via another source

• 97% of the car rental spend is with one preferred supplier

• Over 75% of car rental returns are subject to refueling charges

• The top 15 cities, by volume, represent 78% of the rental car spend

Sourcing Recommendation• Develop and implement one travel policy for all

departments• Issue a Request for Proposal to the top 5 rental

car companies• Consolidate volume from all sources to

increase bargaining power• Request pricing for one primary and one

primary and one secondary supplier relationship

• Negotiate refueling charges, if possible• Negotiate city surcharges for the top 15

cities, by volume• Market dynamics suggest a 2 year contract with

the option for a 1 year extension

Results• One travel policy for all departments resulting in capturing the non-compliance that is being done• Award contract to one primary or one primary and one secondary supplier, whichever is more

advantageous

SAMPLE

Page: 46

Savings Opportunity

Proposed Strategy Expected Outcome

Volume Concentration

Consolidate all Division car rental spend. Leveraging buying power across all Divisions to maximize savings.

Primary and Secondary Considerations

Pricing exercise to include using one primary vendor only or having one primary and one secondary vendor for car rentals.

Award business to one primary only, or one primary and one secondary vendor, whichever is more advantageous.

Service Consolidations

Increase total spend to include cargo van/truck rental business to leverage buying power with Enterprise and Budget.

Enterprise to acknowledge additional spend with cargo van/truck business which could help achieve additional savings. Show Budget total spend across their business units to obtain best pricing.

Additional Concessions

Ask for additional concessions, including higher rebate, lower city surcharges, lower refueling charges, lower one-way and weekly rentals, and lower GPS rental fee.

Better rebate terms, possible lower city surcharges, and flat rate refueling charge which amounts to additional savings.

Demand Management – Global Policy

Develop a global travel policy for all Division’s to follow. Consistency across all Division’s leads to demand management savings.

Demand Management – Enforcement Mechanism

Empower Global Travel Department to enforce global travel policy with key Division team members.

Demand management savings in all areas, airline, hotel and car rental.

Demand Management – Class of Service Standardization

Standardize car rental class of service to “intermediate” size car only.

Average daily car rental rate to decrease, providing incremental cost savings to the program.

Category Strategy Deliverable

Perform pricing exercise to include primary and primary/secondary considerations, include van/truck rental spend and negotiate additional concessions such as better rebate terms, lower city surcharges and flat rate refueling charge.

SAMPLE

Page: 47





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Page: 48

Car Rental Scorecard

WeightMaximum

PointsPerson A

ScorePerson B

ScorePerson C

ScoreTotal Score

37% 572 I. Non-Pricing Components 549 526 538 5380% 0 A. Company Information 0 0 0 02% 35 B. Rental Locations 35 35 35 357% 100 D. Safety & Fleet 78 88 76 819% 131 E. Services & Amenities 130 121 121 1241% 21 F. Billing 21 21 21 21

12% 185 G. Top 15 Cities - Rental Locations 185 185 185 1857% 100 H. Top 15 Cities - Trans Method from Airport 100 76 100 92

63% 954 II. Pricing Components 666 667 671 66810% 154 C. Additional Pricing Questions 92 93 97 9433% 500 National Daily Rental Rate 437 437 437 43720% 300 City Surcharge Rate 136 136 136 136

100% 1526 1215 1193 1209 1206

Car Rental Company

Evaluation Criteria

SAMPLE

Page: 49





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RFP Process

RFPs / RFQs

eAuctions


Conduct eAuction(s)


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Page: 50

Supplier Engagement Options

There are many ways to initially exchange information. While RFPs are often appropriate, they are one of many means of engaging suppliers.

Pre-NegotiationInformationExchange

Direct Negotiations with

an Incumbent Supplier

Direct Negotiations with a Target Supplier

Brainstorm with a Group of Trusted

Suppliers

On-Line AuctionsRFPs / RFQs

Should choose the method(s) that best meets both the Strategic Sourcing objective and the team

resource capacity

Should choose the method(s) that best meets both the Strategic Sourcing objective and the team

resource capacity

Page: 51





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Page: 52

Negotiations Approach – Discussion Points

Based on a review of Company’s current program, contract terms, and stakeholder requirements, the following improvement areas have been identified to maximize the annual incentive rebate.

Negotiation Point Description Supplier

Pricing, Incentive Rebate Structure

• Size down the gap between rebate tiers to reduce the risk associated with dropping to a lower tier. Closing the gap between tiers will inset Company to drive more spend to Amex.

• Ensure incentive BPS earned at each tier are best in class for domestic and non-domestic spend.

• ABC

Pricing, Signing Bonus • Reduce/eliminate minimum signing bonus *NACV thresholds (claw back clause) to avoid refunding any portion of the $1M signing bonus paid to Company in 2008.

• Take a position which suggest Company is doing Amex a favor by offering them other potential business. ABC should fight to keep this business considering transition cost will be minimal for them, thus their margin will not be adversely be effected.

• ABC

Pricing, Performance Bonus

• Establish a realistic performance target based on the post spin *NACV, the current (pre spin) performance target is too aggressive.

• Maximize the annual performance bonus.

• ABC

Pricing, Deductions • Minimize consulting assessment expenses (hourly rate) and Membership Reward (MR) fees which are deducted directly from the incentive rebate.

• Negotiate an annual credit which can be applied to consulting and MR expenses.

• ABC

Pricing, High ROC Transactions

• Reduce the 50 BSP reduction on P-card transactions > $10K (Hi-ROC volume).• Negotiate a buffer which can be applied to the Hi-ROC volume, i.e. request that the

BSP penalty apply only to Hi-ROC volume which exceeds a specified amount.

• ABC

*NACV – Net Annual Charge Volume (i.e. annual spend with Amex)

SAMPLE

Page: 53

Negotiations Approach – Projected Targets

Below are the projected results should Company be successful in driving ABC to the negotiation points proposed. Total Savings is projected to be approximately $300-$600K.

SAMPLE Expected Benefits

Strategy Type Savings ($) LAS / BATNA Key Enablers

Incentive Rebate Structure – fine tune the incentive BSP tiers to maximize the rebate received post spin-off.

Financial $200-$400K • Focus on sizing down the gap between rebate tires.

• Put business out to bid

• Stakeholder buy-in• Executive sponsorship• Procurement Support

Performance & Signing Bonus – adjust bonus targets to align with the post spin-off spend portfolio. The current targets are far to aggressive.

Financial $100-$150K • Concede to a reduction in the performance bonus if the target is simultaneously reduced

• Mandate a reduction in minimum thresholds for signing bonus retention


Deductions – reduce the expense subtracted from the *NACV and deductions from the base incentive rebate.

Financial $0-$50K • Focus on improving the rebate earned on High-ROC volume

• Dedicate a resource to handle ad-hoc assessment activities


Total $300-$600K

*NACV – Net Annual Charge Volume (i.e. annual spend with Amex)

SAMPLE

Page: 54





Recommen-dation

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Validate Internal




TCO Model


Industry Profile

Build TCO Model

Develop Sourcing

Objectives



Existing Supplier

Development



Supplier Selection

Decision Matrix

RFIs (optional)



RFP Process

RFPs / RFQs

eAuctions


Conduct eAuction(s)


- AND/OR -

- AND/OR -

Prepare Fact-Based






Finalized Agreements

Benefits Realization

Continual Supplier

Improvement

Implement Agreements and Monitor

KPIs

Evaluate Performance and Develop

Suppliers



Fast Track for Quick Savings

Develop Sourcing




AssessOpportunity

Obtain Sponsorship

& ID Team

CreateProject

Plan

Project Plan



Page: 55

Implementation Plan Overview

An effective implementation plan consists of several key components necessary to ensure rapid and complete benefits realization from the new supply arrangement(s), and to follow through on agreed to parameters during contract negotiations.

Plan Component Description

Transition Plan Shift from old supply agreements to new ones. May or may not involve switching suppliers.

Communication Plan

Inform the user community of the outcome of the strategic sourcing effort. Specify to users how they are impacted and what actions they are required to take

as a result of the strategic sourcing effort. Highlight all benefits that users may derive from the new supply arrangements.

Compliance Plan Determine how compliance to new supply arrangements will be enforced (if possible).

Closely linked to the “Communication Plan”.

Benefits Tracking & Reporting Plan

Measure benefits resulting from new supply arrangements relative to targets Report to senior management on both status and any necessary actions required to

improve benefits realization.

Performance Management Plan

Ensure that suppliers are performing along key metrics as required by the contract. Put in place a regular communication vehicle with suppliers to drive improvements

in supplier performance.

– Overview of Implementation Plan Components –

SAMPLE

corporate travel strategic sourcing kathy briski, c.p.m., gtp july 16, 2014

Documents

competitive supplier

team profile category

project plan project

supplier evaluation

requisition process

invoice process invoice

w incumbent suppliers

sponsorship id team