Planes, trains and marginal gains.
Marginal gains in corporate travel can improve your bottom line by up to 25%.
Whilst reading about Paul Dunne’s recent triumph in the British Golf Masters, I was reminded of a programme a few years ago explaining the meteoric rise in Irish Golf in the 90’s and early 2000’s and the subsequent challenges in finding the new heroes in Golf of which Paul Dunne is clearly one of those. One of the key factors in Dunnes approach is the concept of the ‘aggregation of marginal gains’ an approach employed by many in the sporting professional right now and driven from a philosophical level by sports psychologist and a leading sports performance director David Brailsford.
Brailsford believed that numerous 1 percent improvements across everything to do with the training, recovery and diet would add up to significant improvement. Brailsford took his theory to the next level even applying it as far as ensuring the the athlete took his or her’s normal pillow to overnight hotel stays! As mad as this sounds, Brailsford’s ‘aggregation of marginal gains’ approach can equally apply to business. By making small improvements, the compound impact can be seen on a company’s P&L and if you apply this concept to corporate travel procurement the results can deliver impressive results.
At Atlas we have looked at how companies measure the success of a business trip compared with the objectives and how those are measure and we now turn our attention to whether we can make small improvements in behaviour that will have an inordinate improvement on the bottom line. The main objective is to nudge business travellers behaviours while also improving their experience while at the same time reducing total trip costs.
Through our reporting solutions and smart booking solutions Atlas Travel seek to reduce costs at every step of the process. There is a multitude of criteria and data you can look to to both improve the business traveller experience while seeking to reduce costs. Examples include trying to influence travellers across a while range of criteria and influence their behaviour marginally by reporting and simulating key behaviours.
- What if over 80% of the business travellers accepted the lowest airfare?
- What if travellers on average booked travel 14 prior to departure?
- What if we could drive online adoption to 80%?
- What if they accepted a suitable hotel alternative to their personally preferred one?
Our reporting solutions and reward metrics enable us to measure, and actively drive improve behaviour which marginally add up to sizeable gains.