the-tiger-and-the-dragon--expanding-global-travel-programs-in-india--chinafinal-july-15-2016

The Tiger and the Dragon:
Expanding Global Travel Programs in India and China
Author - GLP Group:
Teresa Amos, Debra Cruz, Karyn Hoye, Connie Smith, and Lisa Young.
July 2016

The Tiger and the Dragon: Expanding Global Travel Programs in India and China
© GBTA and its affiliates. All rights reserved.
2
TABLE OF CONTENTS
INTRODUCTION ……………………………………………………………………. 3
BACKGROUND …………………………………………………………………….. 3
CULTURE……..………………………………………………………………………… 6
CONTENT………………………………………………………………………………… 8
COST ……………………………………………………………………………………. 11
CONCLUSION ………………………………………………………………..……….. 13
RESOURCES AND WORKS CITED ………………………………………………. 14

3
INTRODUCTION
Asia Pacific (APAC) is the part of the world near the Western Pacific Ocean. The designation
generally includes most of East Asia, South Asia, Southeast Asia and Oceania. APAC is home to
more than 60% of the world’s population and is the world's largest business travel region, totaling
US$494 billion or 40% of all global business travel spend in 2015. Perhaps the most watched and
frequently discussed travel markets in Asia Pacific are India and China.1
India and China together represent over 25% of the total
global business travel spend. China is the leading country
for global business travel spend, reaching US$291 billion in
2015, surpassing the United States by $1.1 billion. Despite
the country’s slowing economy, the Chinese business travel
market remains one of the fastest growing in the world. GDP
is predicted to have a moderate growth rate of 6.5% through
2017.2
With business travel spend of US$30 billion, India is the10th
largest global travel market and is expected to rise to the
sixth rank in as little as five years. India has reported 7.3%
year over year growth, making it the fastest-growing
economy in the world.3
In India and China, domestic travel represents 91% and
95% of the total business travel spend respectively. 4
This report includes background information for each country and explains their relevance to the
global business travel industry. It also examines three categories that may impact the implementation
and ongoing management of travel programs in India and China. Called the 3Cs, the categories delve
into Cultural awareness and people engagement; Content availability and challenges within in each
market; and Cost, including payment solutions, acceptance and data. Some of the considerations
discussed here overlap categories.
BACKGROUND
Global thinking and local market knowledge are key drivers for successful expansion into Asia
markets. This report shares insight on the important roles India and China play on the world stage that
can be applied to expanding global travel programs in APAC.
History
Two of the world’s oldest civilizations, India and China have rich, ancient histories dating back
centuries. From past empires and dynasties to more recent centuries’ struggles with Western powers,
India and China have emerged as major influencers in the global balance shift from West to East.
1 GBTA Foundation. (2016). GBTA BTI™ Outlook India; China; Annual Global Report and Forecast.
2 Ibid.
3 Ibid.
4 Ibid.
GBTA BTI™ Outlook
2015
Rank Country
Business
Travel
(billions
$USD)
1 China $291
2 United States $290
3 Germany $ 64
4 Japan $ 62
5 United Kingdom $ 47
6 France $ 37
7 Italy $ 32
8 South Korea $ 32
9 Brazil $ 31
10 India $ 30

4
Population
With populations of 1.38 billion and 1.32
billion respectively, China and India are the
largest countries by population, representing
36.5% of the world share. By comparison,
the United States is the world’s third largest
country at 324 million people, representing
4.4% of the world share.5
India and China’s population shifts are also
worth noting. Some economists expect India
to become the world’s youngest country by
2020. China is experiencing a slowing fertility
rate and a rapidly aging workforce.
Geography
China in Southern Asia and India in Eastern
Asia, share a border with Nepal and Bhutan, and are separated from each other by the Himalayas—a
border that is the subject of a decades-old dispute between the two nations. India’s largest city is
Mumbai. China’s largest city is Shanghai.
Compared to the U.S. geographic size, China is slightly smaller while India is a little more than one
third the size. India and China use a single country time zone; the U.S. observes multiple time zones.
Government
The Republic of India is federally governed as a democracy with Delhi as its official capital. The
People’s Republic of China (PRC) is governed as a Communist state with Beijing as its official capital.
While China is under Communist rule, it has, over the years, increasingly embraced the tenets of
economic capitalism.
Economy
APAC accounts for 40% of the global economy and contributes about two thirds of the global GDP
growth. In February 2016, India reported 7.3% growth YOY, compared to 6.8% for China, making
India the world’s fastest-growing economy and the third largest.6 Despite India’s rapid economic
growth, China’s economy is still nearly five times larger, even with China’s slowing growth rates.
To understand the relative incomes of the populations of India and China, we can look at GDP per
capita in United States Dollars. India is relatively poor at US$6,000K compared to China at US$14K.
By comparison, the United States per capita income is US$56,000.7
Religion
India is home to diverse religious beliefs and practices. Eighty percent of Indians are Hindus. The
largest minority religion in India is Islam, with about 13% of Indians being Muslim. Christians and
Sikhs are a smaller minority.
China’s Communist Party (CCP) is officially atheist; however, the constitution guarantees religious
freedom. Of the 50% of the Chinese population affiliated with a religion, Buddhism, Christianity and
Islam are among the religions practiced. Additionally, Confucianism, although not a religion with a
divine deity, has great influence over Chinese society.
5 United Nations Department of Economic and Social Affairs: Population Division. 2015 Data.
6 GBTA Foundation. (2016) GBTA BTI™ Outlook India; Outlook China.
7 World Economic Outlook Database. April 2016. International Monetary Fund.
Figure 1: More people live inside the circle than out of
it.

5
Language
India’s national language is Hindi; however, English is the primary business language. China has
many dialects but 70% of the population speaks Mandarin. China has one common written language,
which does not have any tense, so the past/present/future must be inferred by context.
Politics
India's14th Prime Minister Narendra Modi has been in office since May 2014. Modi is a leader of the
Bharatiya Janata Party.
China’s President and Secretary General of the Central Committee of the Communist Party of China
XI Jinping took office in November 2012. He also holds the office of the Chairman of the Central
Military Commission.
International Relations
The relationship between India and China is both competitive and cooperative. They contest
Himalayas’ border and compete for oil, coal, and other natural resources around the world. India’s
nuclear program balances China’s larger military.
They cooperatively set up a New Development Bank with Brazil, Russia and South Africa to
compete with the World Bank. Both countries refused to join American-led free trade negotiations.
India joined China’s new Asian Infrastructure Investment Bank. And, both have assumed less
responsibility than the West to lower carbon emissions.8
Some see India as the most important country outside the West to shape the rise of China.
Infrastructure
China’s is the world’s leader in infrastructure investment, spending more on economic infrastructure
annually than North America and Western Europe combined, according to a recent study by the
McKinsey Global Institute. China spent an annual average of 8.6% of GDP on infrastructure
improvements from 1992 to 2013. India ranked second with 4.9% GDP spend. The U.S. and Canada
spent 2.5% of GDP.9
China plans to move over 250 million people into the country’s rapidly growing megacities in the next
10 years. Billions of dollars are being spent on massive infrastructure projects, including
transcontinental highways, high speed railways, hydroelectric power, underwater power cables,
nuclear power plants, dams, the world’s largest wind power base, bridges, airports, and new cities in
the desert. The Beijing Capital International Airport is the largest single construction project in China
and the sixth largest building in the world.10
India’s infrastructure needs vast improvements to sustain growth; an initiative that Prime Minister
Modi has declared as a top priority. India expects to spend the equivalent of US$454 billion on
infrastructure development in the next five years, with 70% invested in power, roads, and urban
infrastructure segments.11
8 Manuel, A. (2016). This Brave New World. India, China and the United States. (p. 4-5).
9 Coy, O. (June 2016). Bloomberg Business Week. “China Spends More on Infrastructure Than the U.S. and
Europe Combined.”
10 Weller, C. (June 2016). Tech Insider. “30 Giant Chinese infrastructure projects that are reshaping the world.”
11 India Brand Equity Foundation (IBEF). April 2016 update.

6
CULTURE
Culture, the first of the “3Cs” we consider when expanding a global travel program in India and China,
includes: cultural awareness and communication, current program “discovery,” and key program
stakeholder engagement.
Cultural Awareness and Communication
Implementing travel programs can be
challenging in any new market, particularly in
countries with centuries-old cultural
differences and local market nuances. Doing
business in India and China requires cultural
awareness and attention to communication
styles that may be different from those in
North America and Europe. The most basic
of these is language. In India, English is
primarily used for business communication,
whereas, in China, standard Chinese or
Mandarin is the primary business language,
requiring translations and interpreters.
Some global travel managers have reported that Indian business interactions are often conducted in
rapidly spoken English with local dialects which can make understanding verbal communications
difficult. Non-executive level employees in China may not speak English, so an interpreter is usually
required for meetings. Business communications, like company policies and training manuals, may
require translation.
One important difference between Eastern and Western cultures is the level of context that is
provided in a communication. In many Asian cultures, including India and China, high context
communications are common, meaning that messages are often conveyed implicitly, requiring the
listener to read between the lines. This can be a challenge for a Westerner for whom low context
communications are more prevalent, where messages are more explicit and little is left for
interpretation.
Gaurav Sundaram, Regional Director, GBTA India, and
President Prokonsul-Business Travel Intelligence, an expert
on managed travel programs in India, stressed the
importance of clarifying communications to confirm mutual
understanding. For example, he said that, “Yes, does not
always mean yes,” cautioning that what may appear to be
agreement and a commitment to action from a colleague in
India, may only be a polite acknowledgement of the message
and nothing more. `
Another cultural difference between Eastern
and Western cultures is the importance of in-
person meetings for developing relationships
and building trust. In-person meetings rely
heavily on body language. In India and
China, time and personal visits may be
required to create a foundation for affecting
change.
Cultural differences don’t exist solely on the
country level.
A culture can also be specific to an organization, a business sector or a demographic.
We learned from Adrian Witschi, Travel Manager EMEA & AP, Mondelez International that country
culture has become less prevalent than company culture for his company. He said, “For my company,
“Yes, does not always mean,
yes!”
~Gaurav Sundaram, Regional
Director, GBTA India
“For my company, culture all over Asia has
shifted from country stereotypes outside of
the business to the company culture….”
~Adrian Witschi, Travel Manager EMEA & AP
Mondelez International

7
culture all over Asia has shifted from country stereotypes outside of the business to the ‘company
culture,’ the specific work culture within the business.”
Discovery
Teacher, author, leadership consultant and world traveler Dr. Stephen R. Covey wrote that highly
effective communicators “Seek first to understand, then to be understood.” This can be applied to the
important “discovery” phase prior to implementing a new travel program. In this phase, we gather data
on travel patterns and processes to ensure that what is being implemented will “fit” with the key
stakeholders and end users.
This is particularly critical for India and China, as these efforts may reveal some patterns and
processes that are not the norm for managed travel programs in other countries. It is important to
allow time to clearly understand the current state and process, and the underlying reasons for the
existing processes.
Key data elements obtained locally in the discovery phase can help identify in advance areas that
may need attention. These include: top airline flight routes, hotel partnerships, local travel
management company (TMC), service configuration, and payment solutions. For example, a review of
top flight routes may reveal the usage of Low Cost Carriers (LCC). A hotel study may show the usage
of hotels that can’t be booked in the Global Distribution System
(GDS). Both LCC and non-GDS hotel bookings are common
challenges for travel programs in India and China.
India and China are hierarchical societies with the highest
service expectations for top executives. In India, in particular,
agents have considerable pressure to provide concierge-level
assistance. Local Indian agencies often compete with each
other to deliver service while operating on low profit margins.
With more than 70,000 local agencies across India, and only
2,500 of those IATAN approved, it is not uncommon for a
traveler to shop one ticket to five different sources to find the
best deal.
Rita Visser, GPO-Director Global Travel at ORACLE, learned of
an unusual airfare booking process in the discovery phase of a new implementation. The Indian
company had five agencies competing for the same business by comparing prices with each other.
Rita also discovered patterns in accommodations. “In India, the travelers would share rooms in
Paying Guesthouses with a kitchen for preparing meals. Even when they travel to the U.S., it was
important for them to have a kitchen in their room to prepare their own meals.” She successfully
moved her India-based travelers from Paying Guesthouses to moderately priced hotels with
kitchenettes. The discovery highlights the importance of understanding traveler behavior and working
toward a solution that fits the culture and budget, and also allows tracking for duty of care.
Service expectations are also impacted by company demographics, like age. Younger employees
prefer self-booking options and autonomy, while older employees still expect a high level of personal
service and attention.
It is also critically important to understand why existing policies are in place, as this can affect the
perception and acceptability of new initiatives. For instance, an India-based VP of global sourcing for
a Fortune 500 group of businesses recommended a cost-cutting initiative to remove travel allowances
in his company in favor of reimbursing for actual expenses incurred. He soon discovered that travel
allowances were tied to compensation sanctioned by HR, “It is my understanding in India we have a
culture of ‘per diem’ for travel allowances and this has a huge impact on various issues.”
Stakeholder Engagement
Expanding and managing local travel programs requires the support of key stakeholders, like the
travel manager or executive assistant, who may be familiar with the drivers for globalizing a travel
program.
Access to travel education and information through various foundations and associations like GBTA
and ACTE can help support the development of APAC travel professionals.
“In India they had 5
agencies and for each trip
they would compare
prices from each….”
~Rita Visser, GPO-Director
Global Travel, ORACLE

8
The recently launchedGBTA India, in partnership with ProKonsul-Business Travel Intelligence, joins
GBTA China in providing innovative education and training to travel professionals in these large and
growing business travel markets.
Identifying key stakeholders within your organization and having full support prior, during and post
implementation will be critical to the program’s success. Key company stakeholders typically include:
leadership, finance, procurement, human resources, legal, risk management, IT, and tax, in addition
to travelers, travel arrangers and administrative assistants. Detailed project plans, to include
communication, change management strategies and realistic timelines, must be carefully articulated
prior to implementing in the local market. Communicating these plans and clearly identifying the local
and global benefits of the program will be crucial to its ongoing success.
Critically important for a successful travel program expansion is
strong leadership support for the initiative throughout the
process. Engaging a leadership champion is a key driver for
good compliance with a travel initiative expansion in any
country, but is especially important in India and China. Including
local leadership on the implementation team is vital, as these
business leaders may have more influence on the local
employee base than leaders based outside of the country.
An authority on travel programs in India, Gaurav Sundaram,
Regional Director, GBTA India said, “One of the most important
steps is to secure a strong and highly visible local Indian based
executive sponsor who backs the project.”
Successful global travel managers highlighted the need to demonstrate on all levels to all
stakeholders that the travel program provides a valuable service and is easy to use. Craig
Banikowski, Head of Global Travel Service Operations at Amgen Inc., said, “The greatest struggle is
selling the value, this is a key tenet. It is critical to partner with customers/users on all levels to create
transparency in the program and to have visibility into service levels.” He stressed the importance of
communicating the travel program to an ever growing population, “At Amgen, we set up a cadence of
training and retraining. The travel initiative is supported by a foundation of communication.”
Global consolidation of travel programs is often spearheaded by the finance business unit recognizing
that more accurate visibility into categories of spends across the organization is essential for
budgeting, forecasting and the execution of business plans. Both global and local finance teams will
be the first and primary stakeholders to engage in the implementation and will be eager to see the
benefits of the program.
The role of procurement teams has
widely expanded in the last five to 10
years to support the expansion of
global travel programs. In today’s
economic environment, leveraging
global spend and consolidation can
significantly impact the bottom line of
any organization. If the procurement
team handles payment solutions, it
will be important to engage with the
team in advance to ensure that a
viable payment solution is available
and ready at the time of
implementation.
Human resources support for the role of finance is necessary for distribution of travel policies, to
include corporate card policies, travel advances and the wellbeing of travelers. Risk management and
legal teams will be actively involved in traveler safety, security and tracking. Legal teams will provide
expertise for supplier contracts, data privacy and employment laws and regulatory issues. Tax
departments must address and manage reporting requirements for employees traveling outside of
their respective countries. It is also important to engage support from the IT team, particularly for
implementation where an Online Booking Tool (OBT) is included.
“One of the most important
steps would be to secure a
strong and highly visible
local India based executive
sponsor who backs the
project.”
~Gaurav Sundaram,
Regional Director, GBTA India
“The greatest struggle is selling the value, this
is a key tenet. It is critical to partner with
customers/users on all levels to create
transparency in the program and to have
visibility into service levels.”
~Craig Banikowski, Head of Global Travel Service
Operations, Amgen Inc.

9
CONTENT
Content, the second consideration for expanding a global travel program in India and China, includes
booking technologies, the impact of government regulations, the surge of Low Cost Carriers (LCCs),
and the impact on travel policy.
Booking Technologies
Travel management companies historically have relied on the GDS to deliver airline, rail, hotel and
car rental inventories and the associated pricing. As technology and travel services evolve to meet
new purchasing demands, the industry overall has become challenged with how to competitively
distribute the availability of supplier offerings where traditional GDSs are not the first choice of
distribution. Suppliers are keeping pace with new technologies and are able to service across the
varying buying preferences of consumers. As suppliers innovate and move away from the traditional
methods of content distribution, TMCs and corporations must also evolve to find solutions to maintain
traveler satisfaction and reduce duty of care gaps within managed travel programs.
In North America, most inventory and content is made available through the GDS and OBT. In areas
where there are still concerns, solutions are rapidly becoming available through Application Program
Interfaces (APIs) within OBTs and other direct connections to web-based content and prices. These
capabilities for North American-based companies may paint the perception that expanding global
travel programs in other markets under a single solution is a viable option. The reality is much more
complex and can prove costly for those companies who haven’t assessed the appropriate level of
local requirements and business practices.
The inability to easily access low cost carrier content is often a pain point for most companies when
implementing travel programs in both India and China.
Due to the growing percentage of low cost carriers
operating in India and China, corporation may find LCCs
to be the best value on certain high frequency routes as
they continue to improve service offering against the
legacy carriers. Along with low-cost carrier content,
Paying Guesthouses (PG), serviced apartments, and
non-GDS hotels have been identified as challenges when
contracting local service level agreements and cause a
great deal of concern for duty of care.
Paying Guesthouses (PG) in India are inexpensive,
convenient, and secure accommodation options for local
travelers in metro areas and outlying villages. Due to their
increased popularity, many OBTs and hotel consolidators
now offer PG availability as part of their inventory. PG
corporate rates are negotiable and may soon appear
within the corporate OBT offerings.
Governmental Regulation Impact
In China, all domestic content is accessed through the government-run-and-regulated TravelSky
GDS. For this reason, traditional OBTs are not an option today in that market. Most TMCs have
developed tools to interface with TravelSky for local content. High online adoption can be achieved in
China for some companies through these locally developed OBTs. The use of mobile apps is
extremely high in China and will eventually overtake traditional online booking technologies. It should
also be noted that TravelSky can be a challenge for those companies seeking both domestic and
international content in one solution.
In India, more options exist for North American-style content distribution. Indian TMCs use traditional
GDSs to distribute content to customers and partner with locally developed OBTs, also known as Self
Booking Tools (SBTs). Quest2Travel, ETravelValue, and Zillious are among these local online travel
solutions. Online Booking Tools familiar in regions such as North America and Europe are also widely
“Women-only PGs (Paying
Guesthouses) are a great
solution for female travelers as
entry is restricted to
residents/guests, healthy meals
are provided (depending on the
tariff), and a guard is located
on-site 24x7 to ensure safety
and security.”
~ Brett Rance, Independent
Travel Industry Consultant

10
available in India. These would include Concur, GetThere, Amadeus AETM, KDS and Serko. It
should be noted that these international solutions may have different capabilities, functionalities and
technology support services.
In India, nearly 60% of the domestic market is serviced by LCCs whose content is not available in
GDSs. Most TMCs in India have developed workarounds for low-cost carrier content by integrating
API technology into their mid- and front-office software to allow for real-time inventory and cost
comparisons.
The surge of low-cost carriers in Asia
More than 50 LCCs operate in Asia today, compared to just a few five years ago. Sixty percent of all
new aircrafts on order globally have been ordered by LCCs in China. With demand for more
affordable air travel on the rise, and some government restrictions loosening, Asia is quickly catching
up on a three-year trend in the U.S. and Europe. And the LCC influx looks set to keep growing over
the next few years with the ASEAN Open Skies agreement in full effect.
Just like their counterparts in
other regions, Asian LCCs
originally focused on leisure
traffic at the lowest possible
fares, but they are slowly
starting to target corporate
travel. The good news for the
business traveler is that LCCs
represent a solid alternative
to traditional carriers,
especially on shorter flights.
Although, online adoption is
reported low for both India and
China, large global corporations
have been successful in reaching adoption rates between 80% and 90%. Achievement is closely tied
to company culture, effective implementation strategies, strong travel program mandates and
continuous engagement with local stakeholders.
Travel industry product knowledge, available suppliers to include those as global and local travel
management companies, airlines, accommodations, ground transportation, corporate payment
solutions, expense platforms and safety and security providers are all areas that should be explored
prior to an implementation. The ability to strategically align your companies’ business goals and travel
policies to create a best-in-class managed travel program is the global travel manager’s primary goal.
It is critical to expand knowledge across the multiple components in order to effectively and efficiently
reach this goal.
Figure 2: Low Cost Carrier Market Share for India and China
(Source: OAG, DGCA.NIC.IN)

11
COST
Cost, the third 3C, refers to cost of program implementation, payment solutions and acceptance. Data
availability is also important for cost control.
Citied by major travel management companies, business travel spending is one of the largest
controllable expenses within most organizations. Global companies want to consolidate their
programs to gain greater transparency and visibility into their travel spending.
Implementation
Most travel management companies can implement travel programs and booking tools within a 90-
day period or less. There are often one-time implementation fees charged by travel suppliers, relative
to program size and platform configurations. Internal resources at varying stages of the
implementation process will be necessary such as legal departments, human resources and technical
support teams which may be considered a cost relative to time.
According to John Dale, SVP APAC with BCD Travel,
“The No. 1 challenge in implementation is identifying all
the specific market practices or requirements that are
not always initially evident ahead of time. It is very
important for global buyers/travel managers to establish
stakeholders in these markets who can articulate local
requirements, but also implement the program
attributes required of a global program (policy,
suppliers, payment, and T&E systems). Discovery can
address down-line implementation problems, including
the timing of resources to be able to manage the local
implementation issues.”
Payment Solutions
Although payment solutions and expense tools may not fall under the responsibilities of a global travel
manager, it is important to have basic understanding of the differences and challenges in India and
China.
In North America, mid- to large-market corporations typically have commercial card programs and are
less likely to be invoiced by TMCs for supplier payment. As multinational and global companies are
seeking greater transparency of spend across all categories the need for global payment solutions is
also rising. Card data captures all areas of business traveler spending, providing robust reporting
which aids in supporting policy changes, provides supplier total spending for contract negations, and
offers other additional benefits to the organization such as incentives and reward programs. Card
programs significantly reduces the need for cash advances and personal card usage which provides
the ability for better audits and controls. Commercial card integration helps to provide a truly holistic
expense management process.
Demand has also been growing for commercial card programs in APAC in the last five years. Local
payment solutions such as China Union Pay, Bill99 and RuPay are commonly used locally in the
region. These types of payment service provides electronic payment solutions and support payments
to international credit card companies such as Visa and MasterCard. Major credit card providers such
as Bank of America, Citi and American Express have been entering the Chinese market primarily
through local bank partnerships. Citi spent several years entering the market by partnering with China
Union Pay and progressed into providing its own platforms and operating systems. Due to the
varying regulatory differences and banking structure, implementing payment solutions in China poses
challenges for many travel programs.
Notably, AirPlus International was the first to enter into the Chinese market and with far less
regulatory interference than other major card companies. The advantage is that it issues corporate
card solutions through the airline acceptance vehicle Universal Air Travel Plan. Today, AirPlus has a
significant presence in China and it continues to be its fastest growing market.
“Discovery is key and can address
down-line implementation
problems, including the timing of
resources to be able to manage the
local implementation issues.”
~ John Dale, SVP APAC Region,
BCD Travel

12
Companies implementing corporate card payment solutions will need to carefully understand the
varying regulatory differences, payment processes, and restrictions of data crossing between
countries.
India has a highly evolved corporate payment environment. The major card providers offer all card
programs, including central bill cards, individual corporate cards and purchasing cards. Despite the
availability and variety of corporate payment solutions, card penetration is low due to both corporate
and employee resistance being high.
In India and China, resistance to providing financial information and to accepting full corporate liability
may cause delays in the implementation of card programs. When card programs are implemented,
employees are likely to show resistance to use the cards.
Payment Acceptance
As discussed, LCC content is a common concern in India and China. In addition, LCCs do not accept
credit cards as payment, adding additional layers of administration to both the agencies involved and
to the corporation. In India and China, TMCs will often agree to charge the corporation’s central bill
card or set up invoicing and then subsequently make payment to the LCCs. Frequently used by local
travelers, serviced apartments, Paying Guesthouses and non-GDS hotels often require cash as form
of payment. This poses challenges and risks to organizations as cash advances are often necessary
and per diem policies are common.
It will be important to work closely with local finance and procurement teams to gather travel data on
the usage of LCCs and non-GDS accommodations to determine in advance if multiple payment
solutions will be required. It will also be important to understand culturally how per diems may be used
to supplement income, thus creating another element of concern relating to duty of care.
It most cases, corporations will have to offer multiple payment solutions to include per diems,
invoicing and corporate card solutions in both India and China.
Data Analytics
Companies who have data from multiple sources to include key metrics from travel management
companies, corporate payment solutions and travel expense tools will be in the best position to
control cost at each point of sale during the life cycle of a trip. Although, Industry benchmarks are
useful, they may not fully represent the nature of your business. Creating company best practices and
having the capability of internal benchmarking will help to keep regional travel policies up to date and
support company initiatives.
In India and China, it can be challenging to obtain travel data information prior to implementing a
travel program as local agencies do not always have reporting abilities as global TMCs have
developed. It may be that requirements are not always known or clear at time of implementation
Global and local CFOs and finance directors will be the best source for obtaining the required data in
order to contract with travel suppliers. Discussions with travel suppliers around their reporting
capabilities in order to consolidate and marry data sources is an important detail during the supplier
selection process.

13
CONCLUSION
Allowing enough time for program discovery and internal stakeholder engagement are critical to
successfully implementing and managing travel programs in India and China. Content distribution and
availability present unique and similar challenges for travel managers within these markets—both
domestically and internationally. Duty of care gaps should be identified in advance of implementation
with clear plans on how to manage travel reservations. The ability to control costs by gaining visibility
supported by payment solutions and data analytics is essential to ongoing program success
measures. On-going program management is best supported by forming internal local relationships
and strategic partnerships with travel suppliers who can support and align with your company’s overall
business objectives.
In her book, This Brave New World, Asia foreign policy expert Anja Manuel envisions the United
States, India and China creating a positive, brave new world. Her recommendations for the United
States can also be applied to a successful global travel program. “…Be patient and moderate…
accommodate China’s and India’s legitimate interests wherever we reasonably can… look for
opportunities to find common ground. If we prioritize collaboration, we can help solve global problems
affecting us all, and the United States, India and China can all enjoy increased peace and prosperity.”
12
12 Manuel, A. (2016). This Brave New World. India, China and the United States. (p. 287).

14
RESOURCES AND WORKS CITED
Advito 2015 Industry Forecast.
Central Intelligence Agency (CIA). The World Factbook.
Civil Aviation Authority
Covey, S. (1989). The 7 Habits of Highly Effective People®.
Coy, P. (June 2016). Bloomberg Business Week. “China Spends More on Infrastructure Than the
U.S. and Europe Combined.”
Directorate General, Civil Aviation (DGCA), Government of India.
GBTA Foundation. (2016). GBTA BTI Outlook-India.
GBTA Foundation. (2016). GBTA BTI Outlook-China.
GBTA Foundation. (2016). GBTA BTI Outlook Annual Global Report & Forecast
India Brand Equity Foundation (IBEF). April 2016 Update.
Livermore, D. (2013). The Cultural Intelligence Difference, Master the One Skill You Cant Do
Without in Todays’s Global Economy.
Manuel, A. (2016). This Brave New World. India, China and the United States.
Meyer, E. (2014). The Culture Map, Breaking Through the Inivisible Boundaries of Global Business.
Morrison, T and Conaway, W. (2006). Kiss, Bow, or Shake Hands. The Bestselling Guide to Doing
Business in More Than 60 Countries.
OAG
Smith, D. (2007). Growling Tiger Roaring Dragon. India, China and the New World Order.
Sundaram, G (2016) 4 Myths about Business Travel in India
United Nations Department of Economic and Social Affairs: Population Division.
Vennekens-Kelly, E. (2012). Subtle Differences: Big Faux Pas, Test You Cultural Competence.
Weller, C. (June 2016). Tech Insider. “30 Giant Chinese infrastructure projects that are reshaping
the world.”
World Economic Outlook Database, April 2016. International Monetary Fund.

the-tiger-and-the-dragon--expanding-global-travel-programs-in-india--chinafinal-july-15-2016

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (11)

Semelhante a the-tiger-and-the-dragon--expanding-global-travel-programs-in-india--chinafinal-july-15-2016

Semelhante a the-tiger-and-the-dragon--expanding-global-travel-programs-in-india--chinafinal-july-15-2016 (20)

the-tiger-and-the-dragon--expanding-global-travel-programs-in-india--chinafinal-july-15-2016