Travel Management 2: 20%

ZS, a technology and consulting firm, surveyed more than 200 travel managers in the United States, 18 of whom were in the top 100 companies where the travel cost was the top 100.

The significance of this survey is that many companies are considering whether to relax their present strategy and adopt a "travel management 2" approach to give employees greater freedom to make reservations in any channel under the premise of meeting specific company standards, such as suppliers and budgets.

At present, such a trend is still controversial, after all, there is a certain distance between the current policy requirements from specific distribution channels or through cooperative travel agents.

According to the ZS survey, 1/5 of the companies are "willing and willing" to relax their travel policies.

Glenn Hollister, director of tourism and pportation practices at ZS, said: "business travel managers must do what they do to control their financial expenditure and undertake their employees' expenses.

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With the development of various predetermined technologies and rapid adaptation of customers, many travel agencies realize that a better one is

It will encourage employees to generate greater business value in travel.

According to ZS's point of view,

There will be gradual changes.

Companies relax their travel rules and start with some elements: for example, allowing travel staff to spend more money, enjoy boarding in advance, extra large leg space, and flight Wifi; if employees have longer business trips or longer flight distances, they can take more rest in a liquor store.

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The auction is over. The German based enterprise software giant SAP has become the winner of Concur, a commercial technology giant.

The takeover price of the deal was $8 billion 300 million, more than three times that of Priceline's acquisition of OpenTable earlier this year.

Most people know about SAP mostly in an enterprise software supplier, but SAP has expanded its business to other fields.

First, there is obvious synergy between Concur and SAP.

Tourism has straddled every vertical field, and Concur is obviously a very suitable target.

It is worth mentioning that SAP is no stranger to the tourism industry. The company started cooperation with Amadeus as early as 1999.

This year, the cooperation relationship between the two has been re established.

Fifteen years ago, cooperation between them was limited to managing the backstage interface.

Amadeus control front end, SAP control rear end.

By 2014, the focus of cooperation has shifted to corporate capital management and how to make efficient use of cash.

This reflects the essential changes of corporate travel in the second ten years of twenty-first Century.

Over the years, business travel has been seen as the main source of business for travel agents and GDS companies.

The travel management company and GDS company share common values and agree with the market. The two are symbiotic relations.

But all this is changing.