| Autor: |
Tate, Will, Rosen, Cheryl, Zimmerman, Debbie |
| Předmět: |
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| Zdroj: |
Journal of Accountancy; Mar2005, Vol. 199 Issue 3, p45-49, 4p, 3 Charts |
| Abstrakt: |
The article discusses the elements and strategy for a successful travel program. The components of a travel strategy are: firmwide or corporate travel policy; in-house manager of the program; travel agency that serves as the intermediary to suppliers; the airline, hotel, car-rental, charge-card and online travel-booking suppliers with whom to partner; and the system used for tracking and reporting spending data. Many companies have a two-tiered policy--one for heavy travelers, senior partners and executives; and another for those who travel only to an occasional conference. Every travel program begins with people, and firms have two options here: to use in-house staff, or to outsource the program to a brick-and-mortar or online travel agency. Many firms allow first and business class for partners and executives and for employees traveling with customers on red-eye flights. It's on those tickets that the airlines derive their biggest profit margins. Track them and negotiate a discount for first- and business-class tickets with one airline that offers frequent flights from your home city and on your most frequently flown routes. Moreover, rather than insist that everyone stay at the Sheraton, a best practice is to focus on the five or six cities to which your firm travels most and negotiate discounts with a hotel or two in each. The most important element of a travel program is the use of corporate charge card to which all travel expenses must be billed. Mandate that charges not booked on that card will not be reimbursed. INSETS: EXECUTIVE SUMMARY;Executive Protection: Play it Safe;PRACTICAL TIPS TO REMEMBER. |
| Databáze: |
Complementary Index |
| Externí odkaz: |
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