Proactive Travel Managers
Many, many thanks To Rolfe Shellenberger for offering his very candid opinion on e-ticketing ("Nix On E-Tix," BTN, Dec. 16, 1996).
I have been a travel manager for less than a year, which may explain why I am still surprised by the overwhelming lack of passion exhibited by some very seasoned and intelligent travel managers when faced with dramatic changes in the industry. It seems to me that many are just sitting back, waiting for change to occur without demanding involvement in developing such changes or pushing back when change is clearly not in the best interests of the companies we represent.
We are always scrambling to adjust our systems to whatever developments our "partners" have dreamed up to reduce their expenses. It is time we took a more active role in creating change and spoke up when we feel that such changes are not in everyone's best interests. I believe strongly that changes should be developed jointly with corporations prior to being introduced on a broad basis. I agree wholeheartedly with Mr. Shellenberger that the entire travel industry, not just the airlines, needs to stop gouging its corporate customers.
When times are tough, we are truly partners since such markets create a win-win climate. But when business is good, some airlines and hotels, with few notable exceptions, prove that they misunderstand the meaning of the word "partner" and imagine it means something akin to "fatted calf."
Elizabeth Davis
Travel Manager
Parametric Technology Corp.
Waltham, Mass.
Paper Has Its Place
I am writing in response to the letter "The Need For Paper" (BTN, Oct. 28, 1996). After reading "Cos. Pick Gelco ExpenseLink" (BTN, Oct. 7, 1996), Charles M. Donovan wondered, "What happens to all the documentation supporting such expenses-airline tickets, hotel charges, parking fees, etc.?" As product manager for ExpenseLink, I would like to answer his question.
Because the IRS has long required organizations to maintain supporting documentation of these expenses, virtually all companies have some method for verifying the documentation has been submitted.
Gelco expense products further strengthen that process by offering a "matching service" designed as a final check between paper documents and electronic payments. This service can be implemented without causing any delay in Gelco's typical three-day reimbursement process.
Once the paper expense report and related documentation have been approved, a page of that report is submitted to Gelco for data entry. Approved expense totals entered into Gelco's matching system are compared against electronic payments made for the same report, and a matching summary is provided to the customer. Any expense reports that haven't been matched provide an indication that they remain unapproved, most likely due to insufficient documentation.
This simple process provides an additional control to automated expense management.
Martha Boden Weeks
Product Manager
Gelco Expense Network
Eden Prairie, MN
Judging Black Book's Cover
The Black Book (BTN, Dec. 9, 1996) is exceptionally well done, arranged well, and full of useful information. In addition, the cover is truly a work of art; I have not seen a trade publication even approaching this cover. Continued success in 1997.
Charles Donovan
President
Charles Donovan Associates
Pottstown, Pa.