Op-Ed: Installing Online Booking: Ongoing Process

For many corporate travelers, using the company's self-booking tool to secure airline tickets, hotel rooms and car rentals is as routine as pulling up e-mail on the road. On the other hand, a range of other employee responses to the introduction of an online booking system may lead to adoption rates that disappoint travel managers.

Sometimes, when an organization deploys an automated solution to enhance control of its travel program, many travelers simply create new ways to maneuver around the mandate. Outright resistance may be the easiest problem to deal with. More problematic are the road warriors who may adjust their schedules so that fewer travel options come into play. These employees may insist that they must stay in a specific hotel—one that may not be in compliance with travel policy—so they can conduct a business meeting with a particular person at a pre-set time.

Although the latter strategy may show an employee's resourcefulness, it is not the sort of innovation that enhances companywide acceptance of the self-booking tool.

The introduction of new technology to an organization, even a department, is not an easy process. Studies show that 10 percent to 15 percent of employees are early adopters, some 50 percent to 60 percent are prove-its and the remainder may be resisters.

For many companies, online booking solutions may be their first enterprisewide initiative—or at least the most ambitious technology introduction in years. There are many issues to consider: the corporate culture, the willingness of employees to accept new technology, the IT infrastructure and the compliance program.

Technology in isolation, however nimble the product, will not ensure success. To achieve optimal results and to meet corporate goals, companies must plan the process carefully, integrate the new technology in stages and be willing to make modifications along the way. When considering implementation strategies, there are a number of steps to consider, many of which are iterative. The art is in adjusting and molding these steps to design a program that will be most effective for your organization.

First, identify and educate at least one senior-level advocate. Ideally, this individual has responsibility for driving down the organization's costs and takes an interest in technology as a tool to meet corporate objectives. Once identified, the senior level advocate(s) will need to understand the travel business.

Plan and execute a phased implementation. Many times, it is best to "ease" new policy compliance into an organization, with fewer controls in the beginning stages. Start with a small group of vocal frequent travelers, preferably with varying levels of technological affinity. Consider mixing early adopters and prove-its in the first group. To gain their commitment, educate this group about travel policy, compliance and the use of an online tool. Travelers need to understand both what's in it for them (i.e., features and benefits of online tools, promotional incentives, etc.) as well as how their decisions impact the organization at large (best communicated from the senior-level advocate).

Establish a feedback mechanism. Take advantage of the vocal nature of the first group. Make sure to get feedback on employee experiences with the product and work closely with the technology provider to fine-tune the offering.

Explain the benefits of a new policy. Highlight how consistent travel planning can generate better vendor negotiations, including how the selection of Web-based fares, while less expensive in some cases, can affect overall pricing from preferred vendors.

Develop a process to track cost savings. Start with a simple program that encourages the selection of the corporations' preferred airlines, hotels and car rental companies. Then, gradually, introduce compliance standards for air, then hotels and car rentals.

Companies may never be able to corral all of their subtle resisters, but they will become the exception rather than the rule. With most everyone on the same page, travel compliance will be enhanced, expenses will be reduced and negotiations with preferred suppliers will be that much smoother.

Sue Powers is senior vice president for worldwide product solutions for Atlanta-based Worldspan.