We get asked about ‘our story’ at different times by different folks – customers, prospects, partners, new employees and even competitors! What is our story? Why are we doing this? Why now? Well, it is very simple:
Our team has been in the Travel + Expense Reporting space for many years with a combined experience of several decades. The backgrounds of our management team comes from working with / implementing / developing other T&E expense reporting systems like Concur, SAP, Oracle’s iExpense and other Goliaths in the past.
These are large companies with big legacy systems. And we fully understand what works and what doesn’t work with the solutions provided by these companies, which not only includes products but also support.
Learning from the mistakes of our competitors, we wanted to offer a solution that was nimble yet powerful in being able to handle all requirements ranging from a 20 user application to one used by our large multi-national customers. (And this caught the attention of Microsoft for their Dynamics ERP product line, when they sponsored us to attend DEMO – read more here)
But our focus is more than just the product – we also pride ourselves in providing exceptional support, where our competitors don’t do the best job. Every customer that signs up with us becomes THE customer for us while they may be A customer for our competitors, which is a big difference.
Our customers don’t just subscribe to our solution or buy our products – they approach us for advice and guidance to solve their challenges with expense reporting and support our mission. And we love solving their problems while putting a smile on the faces of their Travelers and Finance teams.
So, that’s our raison d’etre. As far as we know the T&E pain point hasn’t been solved yet. And that’s why we are here today – to finally fix it for customers like you and have fun while doing it! Hope you enjoyed this post and thanks for your support….
As part of a recent research, most managers and travel budget owners for small and medium businesses cited managing costs as the primary goal for 2014. The methods companies use to achieve this goal, vary widely within the SMB segment. The travel spend for companies in this group range from less than $2MM in annual US booked travel to $12MM on the high end.
Most SMBs struggle with the same challenges – lack of internal resources to manage T&E, no dedicated travel manager, missed supplier relationships and a general cookie-cutter travel management program setup by the travel agency, if one exists at all. The best of breed companies may have better control on travel spend with elaborate procurement strategies and internal resources that manage the company’s travel program and spend carefully. These resources typically report to the CFO, thus offering the finance office full visibility into spend.
Visibility-of-travel-expenses
The reason that travel management as a concept is a challenge for SMBs is because there are many factors that drive a company’s travel strategy: travel patterns, international vs domestic, company culture, senior management’s support, business focus and others. Regardless of the status quo, it is never too late for a company to manage its travel and T&E processes more efficiently.
“I don’t believe there’s a company out there that can’t benefit from some level of a managed program,” said Directravel president Sam DeFranco. “When a company feels like there’s a lack of control of their spending and they only have basic expense processes in place, their antenna should be up.”
Several SMBs were focused on getting the right tools and processes in place in 2014. One was in the midst of “designing and implementing a full-scale travel management program,” while others were planning to implement a robust automated expense-reporting system as soon as possible in 2014.
In the various SMBs, even with senior management support, a planned travel policy, TMC relationship and T&E expense reporting solutions in place, companies reported ongoing challenges with compliance. Several of the companies reported their greatest travel management challenge today was to get travelers to comply.
“At larger companies, you’re dealing with a multitude of people that touch T&E,” said DeFranco. “At one company alone, you could have a travel manager, a director of procurement, a director of purchasing, expense management, HR and a risk manager. Inherently, the SMBs simply do not have the same infrastructure, so to compensate for that, the travel management company account manager essentially becomes an extension of the customer.” One company highlighted the biggest travel management challenge as “achieving objectives with limited resources.” It’s a position in which many managers in the small and midsize segments find themselves.
What are your challenges when it comes to managing travel and travel related expenses? What are your goals for 2014? Let us know in the comments below.
Reference: BTN, "BTN's 2014 Small & Medium Enterprise Report, Apr 15, 2014"
Carlson Wagonlit did a survey in November 2013 of 970 travel managers worldwide including 270 in North America. From the respondents, they found the top secondary spend categories that were critical to additional cost savings. Here are the results, with the top being ‘Roaming fees’ and the lowest cost savings coming from ‘Public transportation’ & ‘Parking’.
Spend Categories
How does this compare to your company’s cost savings on secondary travel spend categories? Send us your comments….
When it comes to corporate finance parlance and CFO-talk, T&E is an acronym that is commonly thrown around. And most people assume it is something that is commonly understood; which might not be the case. Well, what does it stand for anyway?
The term T&E can mean either ‘Travel & Expense’ or ‘Travel & Entertainment’ Expenses. These definitions which are both valid and frequently interchanged are used to address the second largest operational cost for a business, after payroll. Except this cost is controllable through automation and careful analysis of a business’s expense reporting process.
So the next time you hear a CFO say ‘Our T&E is out of control’ or ‘When was the last review of our T&E plan’ you know exactly what is being discussed. And voila!
(Friendly tip – Just don’t expense that speeding ticket)
When you think of expense reports, you also think about its vulnerability to fraud. While there are tools and systems to better tackle fraud, consistent auditing still plays a vital role.
Last year, the Association of Certified Fraud Examiners (ACFE) reported that nearly 15% of all fraud in the workplace was related to T&E expense reporting. According to the same report, the median financial loss to an organization for a single instance of expense fraud is $26,000, and the median duration of the fraudulent activity is two years. That is a lot of money and a long duration.
Earlier this year, AirPlus International fielded a survey to corporate travel managers to explore how they manage expense fraud in the travel category. 35% of the respondents reported that they manage both travel and T&E within their organizations. Another 15% of the respondents identified their official role as a travel manager but were closely involved in creating T&E expense policy as it relates to travel. On the other side, only 30% of travel managers said their company’s travel policy had any guidelines for T&E expenses. 7% of the respondents said they were not involved at all with T&E expenses.
Of the 119 surveyed, 8% of the respondents reported that their companies had uncovered significant fraud in T&E expense reporting over the last two years while 19% said that they didn’t know of any significant fraud. For the 8% of respondents, the most common behavior was falsifying or altering receipts to inflate reimbursements. Additional common fraudulent behaviors include submitting too many “below-the-line” expenses (expenses below a certain $ value that do not require receipts per a corporation’s T&E policy), exchanging premium-class tickets and reclaiming receipts.
The survey respondents utilized safeguards in place at their organizations for preventing and detecting fraud. The most common prevention tactic, cited by 81% of the respondents, was to include direct manager approval for all T&E expenses. 67% of respondents said their companies required receipts for all expenses incurred during travel, while 59% required the use of a corporate card for T&E expenses.
To read the full report by AirPlus International click here
Maintaining compliance and increasing visibility are the key factors in prevention of T&E fraud. Surprisingly, the ACFE reports that most workplace fraud is initially discovered from a tip provided by a co-worker. However, to take action, the tip must be backed up by facts and data.
Here is a video on T&E expense fraud which you may find useful –
Contact us for more information or if you have any specific questions we can help with at info@gorillaexpense.com
CFOs across various businesses are increasingly paying more and more attention to the rising airline fees. Amadeus and Ideaworks estimate 2012 worldwide airline fee revenue at $36.1 billion which is estimated to be a 11% increase over 2011! TravelNerd put together a report and found that U.S. airlines changed more than 50 different fees since January 2012, in some cases fairly large changes. Here is a quick summary of the analysis by them –
36 out of the 52 fee changes are direct fee increases, with the remaining changes predominantly a result of:
Bundling / unbundling of fees (e.g. instituting 1 fee for priority boarding and seating or instituting 2 separate fees for priority boarding and seating that were previously bundled into 1 fee)
Increasing fee price ranges (e.g. Spirit changed its premium seat fees from $25-$75 to $12-$199)
Redefining fee policies (e.g. Allegiant kept the same fee price of $50 for overweight bags 51-70 pounds but changed the fee policy to apply for bags 41-70 pounds)
28 out of the 52 fee changes are related to baggage fees, 19 changes are related to service fees, and 5 changes are related to in-flight fees
Despite Spirit’s infamous $100 per carry-on bag fee, the majority of fee increases were within $5-$10
18 out the 52 fee changes are attributed to Spirit Airlines and Allegiant Air, ultra low cost carriers (ULCCs) notorious for charging fees
Lastly, a small ray of hope comes from United Airlines, who reduced its overweight bag fees from $200 to $100 for bags 51-70 pounds and from $400 to $200 for bags 71-100 pounds
For the full report, see the original article here. (Thank you TravelNerd for this research!)
A new breed of CFOs are here – and they are here to stay. It seems that more and more CFOs are now looking beyond just reporting on quarterly results. Today’s CFOs take part in product innovation, come up with breakthrough business ideas, challenge corporate customs and are more involved in front end growth of the company. A recent report titled ‘Managing Innovation’ put together by the AICPA (American Institute of CPAs) and CIMA (Chartered Institute of Management Accountants), corroborates this new trend while providing tips from the CFOs themselves. Here are five areas –
Early stage ideas need to be treated differently
Expense-Reporting-Ideas
Several CFOs noted that companies, even innovative, make a big mistake by treating early stage concepts and ideas within their R&D departments with traditional financial metrics and guidelines. This saps the innovative spirit while miring the innovative process in more paperwork and justifications. Nurturing success at this stage means applying different rules – right from the beginning. The study notes that ‘Distrust is exacerbated when early-stage ideas are prematurely tested against traditional financial metric, before they can evolve’. Because of this many finance executives call for relaxed P&Ls, reasonable growth metrics and don’t demand too much of new ventures, at least initially.
Creative use of capital
Shell allocates $1.5B every year to R&D, plus sends a further $4B for incubating innovative ideas and solutions across all of its business lines. A good part of it goes to – what it refers to as – ‘the game-changer budget’, a fund used by employees to apply for innovative research projects outside of their daily work. ‘A finance function needs to understand the business well enough to know what is a worthwhile activity’ says Royal Dutch Shell CFO Simon Henry.
How do you define risk?
Risk is inevitable for every business. And no risk means no reward. Common knowledge, correct? Not as common as you think. ‘The perception that risk management is there to apply the brakes is a misconception’, says Anita Menon, Chief Risk Office at Prudential BSN Takaful, a joint venture between Prudential and Bank Simpanan Nasional. ‘The risk function is there to encourage the business to understand that they need balanced strategies or actions in order to grow the company’
CFO is now CIO, as in Controlled Innovation Officer
Simon Henry, CFO of Shell says that the finance department’s visibility and role in monitoring the performance of various business units makes it uniquely positioned to counter risk with planned opportunity. Having that twin outlook brings guidance to gung-ho projects and ideas that are sure to change the world but without a qualified financial base, which is needed to build sustainable businesses. ‘We want to encourage innovation and not stifle it, but not in a totally uncontrolled way’, says Henry.
Inside the belly of the beast
To manage innovation better, many CFOs are inclined to place top lieutenants where the action is – inside new ventures and projects. Giving a top finance exec. this level of visibility and access, where innovation is ripe and unbridled, helps to not only build the business case for funding such projects but also get a more in-the -trenches experience that is uncommon for finance folks. This helps finance understand the process, chaotic as it may be, and that not everything can be qualified in Microsoft Excel. ‘The role of [finance embeds] is decision support, from idea right through to launch’, says Stephen Bolton, group controller at Diageo.
So, as a CFO, do you see yourself employing one or more of these recommendations? Let us know in the comments below or by sending an email to info@gorillaexpense.com
An interesting survey by the Travel Leaders Group has found that company policy has almost as much influence as cost in whether or not business travelers fly in first or business class.
In analyzing year-over-year business travel bookings, 80.3% of the surveyed indicated that their bookings are on par with, or better than, last year. In 2011, this figure was 83.5%. From these figures, it may appear that corporate travel bookings have slowed since last year. But they are still strong, considering that the number is still >80%.
The data is based on responses from 269 US based travel agency owners, managers and travel agents who indicated that 50% or more of their portfolio consists of business travelers.
More and more corporate travel managers are paying more attention to make life and travel easier for their corporate travelers. They understand that frequent business travel has an impact on travelers’ personal health, productivity and affects employee’s willingness to remain at the firm. Many travel managers indicated that they were dissatisfied with the way their companies address the impact of business travel on travelers. Concerns about traveler’s health and willingness to stay at the firm weighed heaviest, followed by safety and productivity. Carlson Wagonlit (CWT Solutions Group) put together a study that discussed key stress triggers for travelers.
Here is the synopsis –
“What emerged from this survey is that the 33 stress triggers studied can be grouped into 3 main categories (which are not mutually exclusive), based on the way they impact a traveler:
1. Lost time: situation in which work is difficult or impossible (e.g. Flying economy on long haul)
2. Surprises: when an unforeseen event occurs (e.g. Lost or delayed baggage)
3. Routine breakers: inability to maintain one’s habits (e.g. Unable to eat healthily at destination)
The main stress drivers reported by our respondents all have a “lost time” component and fall into at least one additional category (surprise and/or routine breaker):
Lost or delayed baggage [79/100]
Poor Internet connection at destination [77/100]
Flying economy on Medium/Long haul [73/100]
Delays [72/100]
Furthermore, we observed significant differences in the stress perceived by the different demographic groups we studied. For example: Women report on average four points of stress more than men (on the most stressful factors, defined as scores above 60/100).
There is a cumulative effect of stress with increased travel frequency. A difference of four stress points is measured between frequent (over 30 trips per year) travelers and occasional travelers. Frequent travelers are more skilled at tackling surprises, but more distressed by “lost time” events. There is a high correlation among the demographic groups segmented by job seniority, age and trip frequency, creating similar patterns of perceived stress. For respondents living with a partner, traveling during weekends and long stays (over 3 days) generate an additional 8 points and 4 points of stress respectively compared to those living alone. The same effect is observed when comparing respondents with and without children. This research lays the groundwork that will enable us to build an overall measure of stress and to assess the corresponding productivity impact on an organization. Our ultimate objective is to provide recommendations to tackle the hidden costs of business travel.”
We had a very successful exhibition of our T&E expense reporting solution at DEMO last week. DEMO is one of the biggest technology launchpad conferences in the US that provides a stage for young companies with disruptive and game-changing solutions. The event has been in existence since the 1980s. Some of the name brands that have emerged from DEMO include Salesforce.com, Tivo, VMWare and WebEx among others.
Microsoft selected us from several global companies and sponsored us to attend and present at this show (thanks again Microsoft!). It was great to receive kudos and recognition from someone like Microsoft. Our solid integration with Dynamics GP, NAV, AX and SL caught their attention and they wanted us to discuss the innovations we were making in T&E expense reporting – an old pain point that hasn’t been solved yet!
It was very exciting to fly out to SFO and showcase our solution in the heart of the Silicon Valley. We were also 1 of the 2 companies from Georgia. This is great news for the Southeast hi-tech scene. It puts Georgia on the map for hi-tech innovation compared to the bigger players like Boston, New York and of course the Silicon Valley.
We look forward to being part of the DEMO alumni and continue taking the pain out of expense reporting for companies and employees!