T101: Managing Rail - The Global Business Travel Association

T101: Managing Rail
Moderator:
Hugh Edwards, Principal, Consulting Strategies UK
Presenters:
Béatrice Pâques, Chief Commercial Officer, Thalys
Abdelaziz Bougja, Global Travel Manager, VEOLIA Environment
Lionel Clavières, Consultant Solutions, Concur
William Phillipson, Sr. Vice President Experience, Wandrian
1
European railways on the
move …
The Thalys experience
History
•
•
•
•
•
•
1820 : First train
1890 : Electric power
1962 : First National High Speed train
1994 : Eurostar – 1996 : Thalys
2007 : RailTeam
2010 : Liberalization / Competition
3
Liberalization - 2010
• Separation between carrier / rail /
infrastructure
• Incoming of private companies
• Liberalization only on international network
• Liberalization on national network (~ 2017)
4
Historical players => Public
companies
5
New competitors =>Private
companies
6
Network evolution
5 000 km today
15 000 km in 2020
+ 300 %
7
Source = Airplus
Time Travel Evolution
Paris - Amsterdam
Madrid - Barcelone
Rome - Milan
Today
4h15
4h30
4h30
Tomorrow
3h15
2h30
3h30
Paris - Bruxelles
Paris - Londres
Paris - Strasbourg
Yesterday
2h20
4h
Today
1h22
2h15
2h20
8
Business Travel in Europe
•
•
•
•
2008
Air : 50%
Rail : 8%
Car : 10%
Hotel : 20%
9
Source = ACTE 2007
Rail for business travelers needs
•
•
•
•
•
Specific lounges in railway stations
Catering
Wifi on board
Paperless – e-ticketing
Specific area on board
10
Air vs Train
• + 35% (2000 => 2007)
• Time gained (door to door trip)
• More ecological, workable, stress less,…
11
Source = UIC
Air Vs Train
12
Source = UIC
Why choose High Speed trains
•
•
•
•
•
•
Fast (door to door journey)
Convenient (96% find it worthwhile)
Seamless (250 intermodal connexions)
Punctual (~ 90%)
Greener
Economic
13
Example
Paris - Strasbourg
•
•
•
•
2008 :11.9 travelers billions (by train)
High speed train – 4h => 2h17 => 1h50
~ 80% filled
Market share : 35% => ~ 70%
14
Some good news …
•
•
•
•
•
Alliance service
More high speed trains
Improved distribution (through SBT)
Crisis and Green travel
More traffic (business / leisure)
15
… but still some obstacles
• No rail equivalent to IATA or GDS
• No common standards between operators
• High speed trains never toke care about
International distribution
• Distributors vs. carriers vs. rail
16
R-evolution in booking rail
• Rail booking up to 14% (2008)
• Arrival on the GDS of domestic rail option
(UK)
• Possible technically (through GDS)
• New entrants will start with a cleaning
Goal of rail team
17
Objectives
•
•
•
•
•
Reduce exploitation of natural resources
Reduce carbon emissions, noise
Increase comfort / velocity /safety and security
Increase quality of timetables and connections
Facilitate seamless distribution through GDS or
SBT
18
Innovation
The Thalys exemple
•
•
•
•
Dematerialization => Ticketless, e-billet
Wifi on board
Mobile phone functions – Thalys.mobi
On-line tools
19
Perspectives
Railteam
20
Railteam
As of 2nd July 2007
Five Railteam hubs :
Brussels Midi, Lille Europe, Cologne, Frankfurt and
Stuttgart.
A dedicated website : Railteam.eu
Realtime information : Railteam.mobi
Hop on the next train : Asssitance to customers in case of train disruption
Distribution: easy booking for several segments/carriers trought broker (2010)
ou web base solution
21
FAST MOVING CONTEXT
Legal environment
A key asset, more than ever :
dedicated people, train sets,
booking engines, tarif ranges…
Intra and multi-mode
competitiveness
And… customers requirements
CUSTOMER FIRST
PIONEERING SPIRIT
“Time to market” is a
key factor of success
22
European railways on the
move …
Questions …
L’industrie du rail en Europe
«du point de vue du TM »
De la tortue au lièvre…
• 3000km de réseau GV
• 10 destinations Françaises et
Européennes à 3h15 au départ de Paris
• Des perspectives à 15 000km de rails GV
en 2020
25
Un développement continu depuis près de 30 ans
from 65M (2000) to 80M (2005) passengers : +23%
De41%
65M
(2000)
à environ
100M
passagers
of the
collective
long distance
market
in France
(incluant les voyages internationaux, volume domestique : 88M pax)
2000
Strasbourg
length (km)
1500
Marseille
Lille
1000
Tours
500
Le Mans
Lyon
0
1981
1985
1990
1994
2001
2007
26
Pourquoi choisir le rail?
1.
Les avantages
•
•
•
•
•
•
•
Temps de trajet inférieur à l’aérien
Un coût inférieur à l’aérien
Un gain de temps
Temps et frais d’approche réduits
Ponctualité inégalée
Temps d’attente réduit
Un confort de plus en plus conforme aux standards
internationaux
Un espace de travail et de convivialité
Un process de plus en plus simplifié (billet
électronique / ticketless)
Ecologie
•
•
•
27
Grande vitesse et développement durable
Un bilan environnemental meilleur que l’avion ou la voiture.
•
mais quid du bruit aérodynamique à très grande vitesse ?
Les lignes nouvelles (doublement prévu par le gouvernement d’ici 2020)
s’inscrivent dans le même horizon de temps économique que le
facteur 4 (2050)
Un gisement de mobilité collective interurbaine : quelle mobilité
individuelle sous la contrainte du facteur 4 ?
•
une évaluation économique à réviser: quelle valeur du temps gagné sous le facteur
4?
La vitesse n’est qu’un élément de la performance globale.
•
fréquence, fiabilité, service à bord, accessibilité,…
28
Pourquoi choisir le rail?
2. Les inconvénients
•
•
•
•
•
•
Absence d’organisation fédératrice (type IATA)
Absence de modèle unique de distribution de l’offre
(type GDS)
Absence de standards entre les opérateurs
Absence de chambre de compensation (type BSP)
Processus d’automatisation des paiements central
déficient
Nécessité d’homogénéiser l’espacement des rails pour
une meilleure circulation des trains européens
29
Demain?
•
•
•
•
•
Libération européenne en 2010
Libération nationale en 2017 ??
Les nouveaux challengers
L’intermodalité (aérien et train)
Railteam ?
30
Préparer demain
Une ligne à grande vitesse: un horizon économique de 50 ans
1)
Complémentarité et concurrence : entre les modes, au sein de chaque mode.
Paris-Bruxelles: report modal
Madrid-Séville: report modal
100%
100%
80%
24
50
train
43
voiture
avion
bus
60%
40%
61
20%
0%
80%
33
60%
40%
84
train
avion
67
20%
7
8
2
5
avant
maintenant
16
0%
avant
maintenant
2 ) Développement durable : s’inscrire dans les objectifs du Grenelle
- Réduction de la croissance de la mobilité: comprendre et anticiper les besoins.
- Coût de l’énergie et augmentation du prix des transports: quel budget transport pour les ménages ?
31
L’Europe ferroviaire : oublier les frontières ?
Un réseau qui relie les grandes villes européennes
– Mieux ancrer la France dans l’Europe.
Des grands axes en cours de réalisation.
– Un « RER » à l’échelle européen
Des réseaux interopérables mais pas de vitesse normée
– Adapter la vitesse aux besoins (géographie, distance,…)
32
Un enjeu: l’interopérabilité
Favoriser une libre circulation
33
Corporate Rail Travel
A Global View of Managing Rail by an End to
End solution Provider
Lionel Clavières
Solution Consultant, Concur
European Rail Forecast
European rail travel grows substantially as a result of…
•
•
•
•
•
•
Railteam Alliance to launch single reservation system in 2010
European regulatory restrictions dismantled
Reduced travel times
European high-speed Network plans to triple in size by 2020
Rising air fares
Growing environmental concerns
Source: Advito, 2009 Industry Forecast
35
Benefits of Managed rail Travel through the OBT
The user experience is key!
•
•
Full availability through Direct Connect (including Web fares)
Combined air-rail display
¾ Compare air and rail on frequently traveled routes
¾ Also compare travel times and costs
•
•
•
Corporate travel policy compliance
Self-print online ticket, ticketless, local ticket printer
Full support of rewards program and discounted rail fares
¾ Advantage Cards
•
•
•
Cancellation - The ability to cancel online tickets
Check timetable/reservation – use of smart phone
End to end solution – itinerary info automatically populate your
expense report
36
Integrating Rail Benefits Travel Program
Procurement, Buyers, Travel Managers
•
•
•
•
High-speed rail services are often cheaper than air
Identify the main routes where rail is an alternative to air
Update the travel policy to support a rail strategy and promote compliance
Define the company’s current volume of rail traffic and estimate the potential
increase
¾ Switching from air to rail on specific routes
•
Evaluate the savings potential
¾ Compare average ticket prices for rail and air
•
Visibility - Reporting – Track rail usage and air vs. rail compliance/volume,
CO2 calculator
Source: On Track for Benefits: High-Speed Rail and Business Travel, Sept. 2007
37
Technology, the challenge for Online
Booking Tool providers
•
•
•
As technology makes the process of getting a train ticket much
easier, corporate buyers and agents changing attitudes about rail
Access to full content
More e-ticketing and touch less processing
38
A Global View of Rail
39
Thank you!
41
T101 – Managing Rail
May 14, 2009
Start with a quote...
Two out of three people struggle to book a
simple rail ticket via the internet, according to
research by responsibletravel.com
http://www.e-tid.com/News-Home/Two-thirds-unable-to-book-rail-online.aspx
2
© 2009 Wandrian, Inc.
What is Distribution?
CASE STUDY
Welcome - Bienvenue - Welkom - Willkommen
France
Nederland
Deutschland
Français
Français
Nederlands
Deutsch
Nederlands
Nederlands
Français
Français
Deutsch
Deutsch
Deutsch
Nederlands
English
English
English
English
© Thalys 2009
KDS optimizes VEOLIA
Why?
business travel management
France’s number one provider of environmental solutions (formerly Vivendi
Environnement), the VEOLIA group of companies has 250,000 employees around
the world divided into four divisions: Waste Management, Energy Services, Water
and Transportation. VEOLIA is the world leader in environmental services with sales
of 24.7 billion euros and net earnings of 13.5% in 2004.
THE PROJECT
Lower costs
Revenue Management
Competition
Improved Customer Service
VEOLIA has undergone deep changes over the past
few years. The Odyssey project was born in this
context to streamline the Company’s travel expenses
based on an on-line Self-Booking Tool. VEOLIA’s
management became aware of the challenges and
importance of potential savings related to reducing
business travel expenses. To illustrate the challenges
involved in this standardization, consider that
VEOLIA has 2,500 entities around the world and no
less than 1,500 in France. VEOLIA’s corporate travel
budget in France (Company’s head office) is an
expense item that represents 30 to 35 million euros.
The objective with the KDS solution is to manage
75% of this budget on-line by the end of 2006.
To implement the Odyssey project successfully,
VEOLIA’s management has assigned it to
Abdelaziz Bougja, a multi-disciplinary project
manager. A certified public accountant with
substantial experience in the aerospace industry,
he occupies a cross-functional position in the
Corporate Human Resources Department.
THE VISION
“The first step involves doing an exhaustive inventory of existing
practices and tools. This is essential so the project has a solid
foundation and also to facilitate the subsequent implementation of the
online self-booking tool.” Abdelaziz Bougja, Odyssey project
manager at Veolia.
WHY KDS?
KDS was chosen based on a tender call during
which VEOLIA examined the main solutions
available in the market in an international
environment. VEOLIA decided to place its
confidence in KDS for several reasons: KDS’ ability
to implement its KDS Corporate online business
travel management solution internationally and
enterprise-wide and the fact that KDS is a
community-based business just like VEOLIA.
Another important point for VEOLIA: KDS’ ability to
be a proactive source of proposals and its long
experience in managing change among a broad
group of comparably sized international clients.
Finally, VEOLIA used the occasion of implementing
the online SBT solution to change its travel
management company (TMC). The synergy
between Carlson Wagonlit Travel (CWT), the new
TMC, and KDS was a key selection criterion.
The key to success on such a project is to work
the TMC and on-line reservation tool together.
CWT and KDS are quite familiar with each other
and have worked together for several years
serving major European and global corporations.
Time
Mr. Bougja, Odyssey project manager, describes
his vision: “the Human Resources Department is
responsible for implementing an online business
travel management solution. Transportation is a
powerful vehicle for social progress. The goal is
! The implementation
to consolidate procurement by defining a precise
scope and implementing a rigorous system. The
first step involves doing an exhaustive inventory
of existing practices and tools. This is essential
so the project has a solid foundation and also to
facilitate the subsequent implementation of the
online self-booking tool.”
Space
Belgique/België
IMPLEMENTING THE SOLUTION
> 1st phase: deploy initially in France, resulting
in investment consolidation and a qualitative
leap forward.
3
© 2009 Wandrian, Inc.
What do we have today?
No Standard
No Consistency
No International
Inefficient Marketplace!
4
© 2009 Wandrian, Inc.
What is needed?
Five aspects of product delivery:
Shopping
Booking
Fulfillment
Service
Settlement
Access to Data
(ATPCo, OAG, etc.)
Shopping!
Access to Content
(ODD)
(ITA Software)
Messaging & process Standards
(IATA, GDS, Pegasus)
e-Ticketing & digital-Ticketing Standards
Full life-cycle support
(IATA)
(GDS)
Flow of funds: sale, settlement & commissions
(ARC, BSP, MD, etc.)
5
© 2009 Wandrian, Inc.
What to avoid?
Commoditization
Partial Solution
Un-Scalable
Solution
Lowest
common
functionality
6
© 2009 Wandrian, Inc.
The road forward...
3-step Booking Process
Mobile Support
IPhone Support Coming Soon
Travel
Management
Companies
– XML –
Direct
Services
Self Booking
Tools
Single connection to global rail content
(shopping, booking, fulfillment, settlement)
Efficient access to broad global
distribution through single connection
Air-Rail integration
Online
Travel
Agencies
Robust API
Wandrian Global Rail System
7
© 2009 Wandrian, Inc.
Thank you
For copies or more information, please goto:
www.wandrian.com/contactus.aspx
8
© 2009 Wandrian, Inc.