Base Tendriling Travel Expenses

As business travel expenses nose upward, companies are realizing that better cost-management techniques can make a difference

US. corporate travel expenses rocketed to more than $143 billion in 1994, according to American Express’ most recent survey on business travel management. Private-sector employers spend an estimated $2,484 per employee on travel and entertainment, a 17 percent increase over the past four years.

Corporate T&E costs, now the third-largest controllable expense behind sales and data-processing costs, are under new scrutiny. Corporations are realizing that even a savings of 1 percent or 2 percent can translate into millions of dollars added to their bottom line.

Savings of that order are sure to get management’s attention, which is a requirement for this type of project. Involvement begins with understanding and evaluating the components of T&E management in order to control and monitor it more effectively.

Hands-on management includes assigning responsibility for travel management, implementing a quality-measurement system for travel services used, and writing and distributing a formal travel policy. Only 64 percent of U.S. corporations have travel policies.

Even with senior management’s support, the road to savings is rocky-only one in three companies has successfully instituted an internal program that will help cut travel expenses, and the myriad aspects of travel are so overwhelming, most companies don’t know where to start. “The industry of travel is based on information,” says Steven R. Schoen, founder and CEO of The Global Group Inc. “Until such time as a passenger actually sets foot on the plane, they’ve [only] been purchasing information.”

If that’s the case, information technology seems a viable place to hammer out those elusive, but highly sought-after, savings. “Technological innovations in the business travel industry are allowing firms to realize the potential of automation to control and reduce indirect [travel] costs,” says Roger H. Ballou, president of the Travel Services Group USA of American Express. “In addition, many companies are embarking on quality programs that include sophisticated process improvement and reengineering efforts designed to substantially improve T&E management processes and reduce indirect costs.”

As companies look to technology to make potential savings a reality, they can get very creative about the methods they employ.

The Great Leveler

Centralized reservation systems were long the exclusive domain of travel agents and other industry professionals. But all that changed in November 1992 when a Department of Transportation ruling allowed the general public access to systems such as Apollo and SABRE. Travel-management software, such as TripPower and TravelNet, immediately sprang up, providing corporations insight into where their T&E dollars are being spent.

The software tracks spending trends by interfacing with the corporation’s database and providing access to centralized reservation systems that provide immediate reservation information to airlines, hotels and car rental agencies. These programs also allow users to generate computerized travel reports on cost savings with details on where discounts were obtained, hotel and car usage and patterns of travel between cities. Actual data gives corporations added leverage when negotiating discounts with travel suppliers.

“When you own the information, you don’t have to go back to square one every time you decide to change agencies,” says Mary Savovie Stephens, travel manager for biotech giant Chiron Corp.

Sybase Inc., a client/server software leader with an annual T&E budget of more than $15 million, agrees. “Software gives us unprecedented visibility into how employees are spending their travel dollars and better leverage to negotiate with travel service suppliers,” says Robert Lerner, director of credit and corporate travel services for Sybase Inc. “We have better access to data, faster, in a real-time environment, which is expected to bring us big savings in T&E. Now we have control over our travel information and no longer have to depend exclusively on the agencies and airlines.”

The cost for this privilege depends on the volume of business. One-time purchases of travel-management software can run from under $100 to more than $125,000. Some software providers will accommodate smaller users by selling software piecemeal for $5 to $12 per booked trip, still a significant savings from the $50 industry norm per transaction.

No More Tickets

Paperless travel is catching on faster than the paperless office ever did as both service providers and consumers work together to reduce ticket prices for business travelers. Perhaps the most cutting-edge of the advances is “ticketless” travel, which almost all major airlines are testing.

In the meantime, travel providers and agencies are experimenting with new technologies to enable travelers to book travel services via the Internet, e-mail and unattended ticketing kiosks. Best Western International, Hyatt Hotels and several other major hotel chains market on the Internet. These services reduce the need for paper and offer better service and such peripheral benefits as increased efficiency, improved tracking of travel expenses and trends, and cost reduction.

Dennis Egolf, CFO of the Veterans Affairs Medical Center in Louisville, Ky., realized that the medical center’s decentralized location, a quarter-mile from the hospital, made efficiency difficult. “We were losing production time and things got lost,” he says. “Every memo had to be hand-carried for approval, and we required seven different copies of each travel order.” As a result, Egolf tried an off-the-shelf, paper-reduction software package designed for the federal government.

The software allows the hospital to manage travel on-line, from tracking per-diem allowances and calculating expenses to generating cash advance forms and authorizing reimbursement vouchers. The software also lets the hospital keep a running account of its travel expenses and its remaining travel budget.

“Today, for all practical purposes, the system is paperless,” says Egolf. The software has helped the hospital reduce document processing time by 93 percent. “The original goal focused on managing employee travel without paper,” he says. “We have achieved that goal, in part due to the efforts of the staff and in part due to the accuracy of the software.”

With only a $6,000 investment, the hospital saved $70 each employee trip and saved almost half of its $200,000 T&E budget through the paper-reduction program.

Out There

Consolidation of corporate travel arrangements by fewer agencies has been a growing trend since 1982. Nearly three out of four companies now make travel plans for their business locations through a single agency as opposed to 51 percent in 1988. Two major benefits of agency consolidation are the facilitation of accounting and T&E budgeting, as well as leverage in negotiating future travel discounts.

A major technological advance that allows this consolidation trend to flourish is the introduction of satellite ticket printers (STPs). Using STPs enables a travel agency to consolidate all operations to one home office, and still send all necessary tickets to various locations instantly via various wire services. As the term implies, the machinery prints out airline tickets on-site immediately, eliminating delivery charges.

For London Fog, STPs are a blessing. London Fog’s annual T&E budget of more than $15 million is split equally between its two locations in Eldersburg, Md., and New York City. Each location purchases the same number of tickets, so equal access to ticketing from their agency is a must. With an STP in their two locations, the company services both offices with one agency in Baltimore. Each office has access to immediate tickets and still manages to save by not having to pay courier and express mail charges that can range up to $15 for each of the more than 500 tickets each purchases annually.

Conde Nast Publications’ annual T&E budget of more than $20 million is allocated among its locations in Los Angeles, San Francisco, Chicago, New York and Detroit. Since 1994, travel arrangements have been handled by a centralized agency, Advanced Travel Management in New York City, by installing an STP in each of these five locations. In addition to increased efficiency due to consolidation, Conde Nast now has the ability to change travel plans at a moment’s notice and have new tickets in hand instantly.

The real benefit is that the machines are owned and maintained by the travel agency., so there is no cost to the company. Due to the major expense involved, however, STPs remain an option only for major ticket purchasers. “STPs are a viable option in this process for any location that purchases more than $500,000 per year in tickets,” says Shoen.

As airfare averages 43 percent of any company’s T&E expenses, savings obtainable through the various uses of technology have become dramatic. For example, the ability of corporations to collect and analyze their own travel trends has led to the creation of net-fare purchasing-negotiating a price between a corporation and an airline to purchase tickets that does not include the added expenses of commissions, overrides, transaction fees, agency transaction fees and other discounts.

Although most major U.S. carriers publicly proclaim that they don’t negotiate corporate discounts below published market fares, the American Express survey on business travel management found that 38 percent of U.S. companies had access to, or already had implemented, negotiated airline discounts. The availability and mechanics of these arrangements vary widely by carrier.

What’s the Price?

Fred Swaffer, transportation manager for Hewlett-Packard and a strong advocate of the net-pricing system, has pioneered the concept of fee-based pricing with travel-management companies under contract with H-P. He states that H-P, which spends more than $528 million per year on T&E, plans to have all air travel based on net-fare pricing. “At the present time, we have several net fares at various stages of agreement,” he says. “These fares are negotiated with the airlines at the corporate level, then trickle down to each of our seven geographical regions.”

Frank Kent, Western regional manager for United Airlines, concurs: “United Airlines participates in corporate volume discounting, such as bulk ticket purchases, but not with net pricing. I have yet to see one net-fare agreement that makes sense to us. We’re not opposed to it, but we just don’t understand it right now.”

Kent stresses, “Airlines should approach corporations with long-term strategic relationships rather than just discounts. We would like to see ourselves committed to a corporation rather than just involved.”

As business travel expenses nose upward, companies are realizing that better cost-management techniques can make a difference.

US. corporate travel expenses rocketed to more than $143 billion in 1994, according to American Express’ most recent survey on business travel management. Private-sector employers spend an estimated $2,484 per employee on travel and entertainment, a 17 percent increase over the past four years.

Corporate T&E costs, now the third-largest controllable expense behind sales and data-processing costs, are under new scrutiny. Corporations are realizing that even a savings of 1 percent or 2 percent can translate into millions of dollars added to their bottom line.

Savings of that order are sure to get management’s attention, which is a requirement for this type of project. Involvement begins with understanding and evaluating the components of T&E management in order to control and monitor it more effectively.

Hands-on management includes assigning responsibility for travel management, implementing a quality-measurement system for travel services used, and writing and distributing a formal travel policy. Only 64 percent of U.S. corporations have travel policies.

Even with senior management’s support, the road to savings is rocky-only one in three companies has successfully instituted an internal program that will help cut travel expenses, and the myriad aspects of travel are so overwhelming, most companies don’t know where to start. “The industry of travel is based on information,” says Steven R. Schoen, founder and CEO of The Global Group Inc. “Until such time as a passenger actually sets foot on the plane, they’ve [only] been purchasing information.”

If that’s the case, information technology seems a viable place to hammer out those elusive, but highly sought-after, savings. “Technological innovations in the business travel industry are allowing firms to realize the potential of automation to control and reduce indirect [travel] costs,” says Roger H. Ballou, president of the Travel Services Group USA of American Express. “In addition, many companies are embarking on quality programs that include sophisticated process improvement and reengineering efforts designed to substantially improve T&E management processes and reduce indirect costs.”

As companies look to technology to make potential savings a reality, they can get very creative about the methods they employ.

The Great Leveler

Centralized reservation systems were long the exclusive domain of travel agents and other industry professionals. But all that changed in November 1992 when a Department of Transportation ruling allowed the general public access to systems such as Apollo and SABRE. Travel-management software, such as TripPower and TravelNet, immediately sprang up, providing corporations insight into where their T&E dollars are being spent.

The software tracks spending trends by interfacing with the corporation’s database and providing access to centralized reservation systems that provide immediate reservation information to airlines, hotels and car rental agencies. These programs also allow users to generate computerized travel reports on cost savings with details on where discounts were obtained, hotel and car usage and patterns of travel between cities. Actual data gives corporations added leverage when negotiating discounts with travel suppliers.

“When you own the information, you don’t have to go back to square one every time you decide to change agencies,” says Mary Savovie Stephens, travel manager for biotech giant Chiron Corp.

Sybase Inc., a client/server software leader with an annual T&E budget of more than $15 million, agrees. “Software gives us unprecedented visibility into how employees are spending their travel dollars and better leverage to negotiate with travel service suppliers,” says Robert Lerner, director of credit and corporate travel services for Sybase Inc. “We have better access to data, faster, in a real-time environment, which is expected to bring us big savings in T&E. Now we have control over our travel information and no longer have to depend exclusively on the agencies and airlines.”

The cost for this privilege depends on the volume of business. One-time purchases of travel-management software can run from under $100 to more than $125,000. Some software providers will accommodate smaller users by selling software piecemeal for $5 to $12 per booked trip, still a significant savings from the $50 industry norm per transaction.

No More Tickets

Paperless travel is catching on faster than the paperless office ever did as both service providers and consumers work together to reduce ticket prices for business travelers. Perhaps the most cutting-edge of the advances is “ticketless” travel, which almost all major airlines are testing.

In the meantime, travel providers and agencies are experimenting with new technologies to enable travelers to book travel services via the Internet, e-mail and unattended ticketing kiosks. Best Western International, Hyatt Hotels and several other major hotel chains market on the Internet. These services reduce the need for paper and offer better service and such peripheral benefits as increased efficiency, improved tracking of travel expenses and trends, and cost reduction.

Dennis Egolf, CFO of the Veterans Affairs Medical Center in Louisville, Ky., realized that the medical center’s decentralized location, a quarter-mile from the hospital, made efficiency difficult. “We were losing production time and things got lost,” he says. “Every memo had to be hand-carried for approval, and we required seven different copies of each travel order.” As a result, Egolf tried an off-the-shelf, paper-reduction software package designed for the federal government.

The software allows the hospital to manage travel on-line, from tracking per-diem allowances and calculating expenses to generating cash advance forms and authorizing reimbursement vouchers. The software also lets the hospital keep a running account of its travel expenses and its remaining travel budget.

“Today, for all practical purposes, the system is paperless,” says Egolf. The software has helped the hospital reduce document processing time by 93 percent. “The original goal focused on managing employee travel without paper,” he says. “We have achieved that goal, in part due to the efforts of the staff and in part due to the accuracy of the software.”

With only a $6,000 investment, the hospital saved $70 each employee trip and saved almost half of its $200,000 T&E budget through the paper-reduction program.

Out There

Consolidation of corporate travel arrangements by fewer agencies has been a growing trend since 1982. Nearly three out of four companies now make travel plans for their business locations through a single agency as opposed to 51 percent in 1988. Two major benefits of agency consolidation are the facilitation of accounting and T&E budgeting, as well as leverage in negotiating future travel discounts.

A major technological advance that allows this consolidation trend to flourish is the introduction of satellite ticket printers (STPs). Using STPs enables a travel agency to consolidate all operations to one home office, and still send all necessary tickets to various locations instantly via various wire services. As the term implies, the machinery prints out airline tickets on-site immediately, eliminating delivery charges.

For London Fog, STPs are a blessing. London Fog’s annual T&E budget of more than $15 million is split equally between its two locations in Eldersburg, Md., and New York City. Each location purchases the same number of tickets, so equal access to ticketing from their agency is a must. With an STP in their two locations, the company services both offices with one agency in Baltimore. Each office has access to immediate tickets and still manages to save by not having to pay courier and express mail charges that can range up to $15 for each of the more than 500 tickets each purchases annually.

Conde Nast Publications’ annual T&E budget of more than $20 million is allocated among its locations in Los Angeles, San Francisco, Chicago, New York and Detroit. Since 1994, travel arrangements have been handled by a centralized agency, Advanced Travel Management in New York City, by installing an STP in each of these five locations. In addition to increased efficiency due to consolidation, Conde Nast now has the ability to change travel plans at a moment’s notice and have new tickets in hand instantly.

The real benefit is that the machines are owned and maintained by the travel agency., so there is no cost to the company. Due to the major expense involved, however, STPs remain an option only for major ticket purchasers. “STPs are a viable option in this process for any location that purchases more than $500,000 per year in tickets,” says Shoen.

As airfare averages 43 percent of any company’s T&E expenses, savings obtainable through the various uses of technology have become dramatic. For example, the ability of corporations to collect and analyze their own travel trends has led to the creation of net-fare purchasing-negotiating a price between a corporation and an airline to purchase tickets that does not include the added expenses of commissions, overrides, transaction fees, agency transaction fees and other discounts.

Although most major U.S. carriers publicly proclaim that they don’t negotiate corporate discounts below published market fares, the American Express survey on business travel management found that 38 percent of U.S. companies had access to, or already had implemented, negotiated airline discounts. The availability and mechanics of these arrangements vary widely by carrier.

What’s the Price?

Fred Swaffer, transportation manager for Hewlett-Packard and a strong advocate of the net-pricing system, has pioneered the concept of fee-based pricing with travel-management companies under contract with H-P. He states that H-P, which spends more than $528 million per year on T&E, plans to have all air travel based on net-fare pricing. “At the present time, we have several net fares at various stages of agreement,” he says. “These fares are negotiated with the airlines at the corporate level, then trickle down to each of our seven geographical regions.”

Frank Kent, Western regional manager for United Airlines, concurs: “United Airlines participates in corporate volume discounting, such as bulk ticket purchases, but not with net pricing. I have yet to see one net-fare agreement that makes sense to us. We’re not opposed to it, but we just don’t understand it right now.”

Kent stresses, “Airlines should approach corporations with long-term strategic relationships rather than just discounts. We would like to see ourselves committed to a corporation rather than just involved.”

nodepositbonuses made a real revolution in the industry.

Noida International Airport Jewar

Noida International Airport Jewar

The Zurich Airport International agreement with Uttar Pradesh Government’s entity Noida International Airport Limited has commenced its development work from today (01/10/2021).

Noida International Airport Limited (NIAL) has provided the license for forty years to Zurich Airport International for the development of Noida International Airport.

It is expected that the flights from Noida International Airport will start on September 30, 2024.

 

Work on boundary wall around Noida International Airport project has started

Preparatory work of leveling the land for the construction of boundary wall around Noida international airport has begun on Monday,23 August 2021.

In the first phase, the Uttar Pradesh government handed over 1334 hectares of land to Yamuna International Airport private Limited for the construction of the airport.

CEO of Yamuna Authority Dr. Arunveer Singh has told that the date of laying the foundation stone will be announced soon. 

 

Yamuna International Airport Private Limited secures the financing of Rs.3,725 Crore from the State Bank of India for the development of the upcoming Noida International Airport.

The loan will be repaid over twenty years with one-year moratorium post completion of the project.

It is a crucial step towards the development of the upcoming Noida International Airport.

Such amount of funding in Greenfield airport validates the viability of this project and creates a path to initiate the construction work shortly.

Noida International Airport Jewar

Honorable Prime Minister Narendra Modi is likely to lay the foundation stone of Noida International Airport next month between 16-30 August.

Chief Minister of Uttar Pradesh Yogi Adityanath sanctioned the handing over of 1334 hectares of land to Noida International Airport Limited under a ninety years land lease agreement in a virtual ceremony on July 17, 2021.

A shareholder agreement was also signed among Yamuna International Airport Private Limited, Zurich Airport International AG, and Noida International Airport Limited.

Yamuna International Airport Private Limited, the 100% subsidiary of concessionaire Zurich Airport International while Noida International Airport Limited has bees set up to coordinate between state government departments as part of project execution.

Noida Greenfield International Airport is proposed to be developed near Jewar Town, located in the district of Gautam Buddha Nagar, Uttar Pradesh. 

The Yamuna Expressway Industrial Development Authority will manage the implementation process on behalf of the Government of Uttar Pradesh. 

The state government of Uttar Pradesh has also constituted a nodal agency Noida International Airport Limited (NIAL) for monitoring the airport development.

Noida Greenfield International Airport will be developed by Swiss developer Zurich International Airport AG. 

The location of the airport is selected to serve the need of a large population living in the National capital region. Noida International Greenfield Airport is  36 km away from Bulandshahr, 70 Km from Noida, 60 Km from Ghaziabad, 65 Km from Aligargh and Gurgaon. The location of Yamuna Expressway will connect all the national and international tourists to the city Taj Mahal, Agra, the birthplace of Lord Krishna, Mathura, and the temple of Bankey Bihari Vrindavan. 

Noida Greenfield International Airport will be one of the largest airports comprising six runways spreading over 5,000 hectares. Noida Greenfield International Airport will be developed through Public-Private Partnership Model in four phases. 

In the first phase, two runways will be developed with the capacity of handling 70 million passengers per annum.

Noida Greenfield International Airport is proposed to be connected to Noida Metro via the Greater Noida route and the Delhi Metro via the Faridabad-Ballabhgarh-Palwal-Jewar route.

Noida Greenfield International Airport will benefit the real estate sector of Noida & Greater Noida enormously, especially when the real estate has hit due to the pandemic and economic slowdown over the years. The development of infrastructure in the form of a new airport will revive the key areas here.

 

Is Fashion Art?

A couple of instant coffee granules miss the cup as they often do first thing in the morning. With slow sleepy swipes, I mop them up while I wait for the kettle to boil. If I’ve managed to convey the right number of coffee granules from the coffee jar to my mug, and added precisely the right amount of sugar, milk and hot water, then it will be a good cup of coffee. But if I don’t get ratio exactly right, it’s yuck, which goes to show that there’s an art to making a decent cup of java. Or is there? An art to making coffee, I mean.The question of what constitutes “Art” with a capital T has been around for a long time. People pretty much agree that making a good cup of coffee is not an art but there is still a lot of dissent about certain modes of expression like writing, movie making and fashion. There is the idea that fashion cannot be an art because it evolved from sewing and tailoring which is a craft even though tailoring has been referred to as “architecture” and the draping of fabric across the body as being “sculptural”. Many designers make references to art and artistic theories and concepts in their work yet are nevertheless relegated to the ranks of the frivolous where haute couture is viewed as the fetish of the financially well-to-do. And once haute couture and runway collections have been watered down for consumption by the general public then they are seen as nothing more than financial commodities and functional apparel in the marketplace.Another reason why fashion is not considered to be art is because, as with film making, a number of people performing different functions take part in the creation of a garment, such as the designer, fabric producer, pattern cutter and seamstress to name but a few. Because designers often don’t work alone to produce a garment, they don’t fit with the traditional view of the artist as a solitary genius and are therefore not considered artists even though their vision of what the garment will look like is their own.In short, there is no clear-cut answer as to whether fashion is Art or not because there are so many ways to interpret and use an individual garment. It can be seen as protection from the elements, an expression of belonging to a particular socio-cultural group, as a personal form of expression when it is worn, or in its purest sense, as the embodiment of the vision of its creator, the designer. Because fashion is so fluid and open to interpretation, it fits in with the theories of many disciplines and forms of expression, of which Art is only one.

Tamil Nadu Temple Tours And Tamil Nadu Arts and Cultural Tour

India is a vast country with generation old traditions and vibrant cultures, apart from the inexplicable beauty seen in its landscape. India is a blessed land where people of varied religions live together and share happiness. Apart from the origin of four major religions (Hinduism, Buddhism, Jainism and Sikhism), this country boasts of huge range of cultures, from Punjabi, Bengali to Gujarati, Tamil and many more.Tamilnadu Temple TourTamil Nadu is one of the 28 states of India and is famous for its temples. Along with a high literacy rate, the people of this state have maintained their religious sentiments and have been successful building places of worship that reveal their age old faith in the almighty. Tourists from all over the world arrange special Tours to experience the divine temples. These Tours are organized by various travel agencies, arrange a trip to the several ancient temples in this beautiful state. The intricate architecture, rich inscriptions and varied sculptures, expose the travelers to the rich ancient culture of this exotic state. Temple Tours are a huge success among tourists from across the globe, who takes pleasure in learning and experiencing the richness of the Tamil culture.Tamilnadu Arts and Cultural TourApart from a Temple Tour, you must take the Arts and Cultural Tour that exhibit the extravagant Art and Culture of this incredible State. Arts and Cultural Tour guides all visitors to rich art of the state that includes meaningful dances like Bharatnatyam, performed on various occasions. The Art of theatre, music and dance in this incredible state is indicative of the simplicity and creativity of the People.Tamilnadu is a major attraction among tourists, exclusively for its rich Art and enriching Culture. Indian Panorama is a complete planner for all your Indian tours. Apart from arranging exciting tours all over the country, this travel agency organizes special Temple Tour and Arts and Cultural Tour to satisfy your inquisitiveness of learning more about the Tamil society. One of the most urbanized states in the country, Tamilnadu boasts of beautiful hill stations like Kodaikanal, Ooty etc. Plan a trip to Tamil Nadu and take the Tamilnadu Temple Tour and Tamilnadu Arts and Cultural Tour to experience the beauty of this major tourist attraction in India. There are over 30,000 Temples in Tamil Nadu. “Don’t live in a place where there is no temple” is the motto of the people of Tamil Nadu.