Travel Guides & Articles
Mission critical: measuring the ROI of business travel in 2025
The reasons for taking business trips are legion: there’s the executive who can’t afford not to attend that client meeting in China for fear of losing them to a competitor, or that essential conference in Miami allowing a sales manager to meet new partners and generate fresh income. In an age of scrutiny, putting a euro, pound or dollar value on every air mile or hotel room night is increasingly important.
That’s because we now live at a time when videoconferencing and virtual collaboration compete with many in-person trips, enabling us to reduce travel-related carbon emissions, mitigate the impact of travel on individuals, and, of course, keep travel spend in check.
The pandemic showed firms what they’re capable of digitally. Justifying budgets is vital, and ‘Planet, people and profit’ is the mantra when it comes to return on investment.
“The landscape has evolved significantly, making the ROI of business travel more critical and complex,” says Raphael Pasdeloup, senior vice president for global customer management at CWT. “At the same time, calculating ROI remains one of the industry’s most complex challenges, because it goes beyond any straightforward cost-benefit analysis.”
The devil is in the data
An increasing number of corporates now collect data on the ROI of business trips. The financial returns that a company gets from signing a new contract on a trip or retaining a client are potentially easy to put a value on. Sophisticated pre- and post-trip evaluations also make such calculations easier.
“We’re also seeing greater integration of travel and expense policies, which enables companies to report on the true cost of winning a deal, from the plane ticket to the dinner. With advancements in granular sustainability data, we can also include the CO2 impact,” says Fred Stratford, group CEO of travel management company Reed & Mackay.
But it is not always as easy as that and there are still many challenges. A lot of data still sits in siloes and travel costs are often outside an organisation’s core ERP and CRM systems.
One travel manager echoes such sentiment: “ROI can be problematic to measure unless you fit within one of three categories. Firstly, you are within a revenue generating role. Secondly, you have fixed financial metrics for your work. Or thirdly, you are in a company where everyone in every role is measured against some form of numerical value.”
ROI can also be defined differently depending on the type of travel. For instance, training or internal meetings versus marketing or customer meeting and events – each has a different set of values. “Not all business trips have a direct link to an immediate revenue return and therefore measurements and data points need to be agreed upon by trip purpose in order to calibrate these,” says Kerry Douglas, head of programme at the UK’s Institute of Travel Management.
The ITM has also found that many travel managers aren’t actively involved in a company’s decision making when it comes to the ROI of a trip – only 31 per cent said they have influence in this area in a recent ITM poll. If those managing travel aren’t at the table on this issue, it is not surprising that there is little connection between investment and return.
“The challenge is that we’re really only at the beginning of this and studies to date – for instance the Oxford Economics research some years ago that said every $1 spent on travel returns $15 in sales – aren’t sophisticated enough or independent enough, since they’re a bit self-serving,” says Paul Tilstone, founder of Temoji Consulting. “We need to see companies defining where travel brings real value, and assessing the impacts – when they under- or overspend on travel.”
He continues: “Outside of the sales function you need to determine what constitutes success and value first, then you can measure the financial, carbon and people impact of travel to deliver on that success, but it gets very nuanced. Personally, I think this is the topic of our time and we aren’t doing enough about it.”
Companies need to consider measuring success factors, such as deals closed, across both virtual and in-person meetings”
No rule book on ROI
Within the business travel community there is no established best practice on how to manage the true return on investment of a business trip. Legacy travel tools also don’t account for such metrics either, especially in an age of fragmented and dynamic content, which makes it harder to compare like-for-like costs.
There’s also the question of whose role is it to make such calculations? Is the travel management company expected to deliver ROI metrics at the point of sale, or is it the job of the company’s procurement department, or is it a more strategic function? It is a grey area.
“Only the business itself can set the goals for its trips and measure against them, but many are leaning on their travel partners to help put structure around this,” says Stratford.
He adds: “Companies need to consider measuring success factors, such as deals closed, across both virtual and in-person meetings. That then enables an overall ROI metric by looking at how many deals included in-person meetings versus those handled virtually. However, few companies currently measure corporate travel ROI at this granular level.” And therein lies the crux of the matter.
Falling between the cracks
Where travel sits in terms of a business cost on the company’s books is also still a challenge. It is mostly seen as an operational cost rather than an investment for enterprises, and is therefore sometimes perceived as a low priority spend for the c-suite, in terms of scrutiny.
“In 2025 travel managers should adapt a new approach, change travel programmes, create travel policies with strategic goals, shift the focus from cost to purpose, and set incentives based on ROI, not on savings,” believes Michael Friedrich, co-founder and CEO of Tagtu, a platform that helps users maximise the value of business trips. “There should also be a change in mindset from travel being a cost centre to being a creator of value. But nothing works without the support of corporate leadership.”
A focus on purpose-led travel could be one way of reframing how business trips are calibrated. ITM has observed travel buyers having to select which one of their company values a trip aligns to. This enables managers to report where budget and time is being spent across each of a company’s priorities, which can then support better financial metrics.
“It’s why we believe that the focus of travel management is now shifting from the ‘how’ to the ‘why’ of business travel,” echoes Katie Virtue, head of sales and marketing at travel management consultancy Festive Road. “The ‘missing link’ is to find the connection between travel programme objectives and the overarching corporate objectives and purpose. Businesses should consider ROO – return on objectives,” she adds.
Another eventual goal is to improve the culture around travel bookings so that staff ultimately make the right decisions every time, asking the right questions as to whether a trip is worth it or not – and this is where AI-driven data analytics could help.
“Travellers do want to do the right thing,” explains Andy Raimond, practice lead for program optimisation at Amex GBT Consulting. “They want to travel with purpose, book in line with policy and comply with the organisation’s goals and company culture. So, it’s important to empower them to make good choices that work for them and the company.”
ESG to the fore
With sustainability coming to the fore, it is now an increasingly important prism through which the ROI of travel is viewed. Carbon budgets alongside financial ones are becoming an important factor in ROI calculations, as corporations grapple with their scope 3 emissions and broader sustainability goals.
“Each trip now faces a dual evaluation: financial return and environmental impact,” points out CWT’s Pasdeloup. “Companies increasingly seek ways to maximise the value of necessary trips while minimising their carbon footprint, whether through trip batching, prioritising impactful travel or leveraging more sustainable options.”
The interplay between financial, social and environmental factors will certainly demand more sophisticated pre- and post-trip evaluations, integrated tools and data analysis, both quantitative and qualitative, in the future in order to determine whether a trip’s outcomes justify the investment.
“Instead of asking, ‘can we afford to travel?’ the question should be, ‘can we afford to travel inefficiently and unsustainably?’,” states Horst Bayer, founder of TravelHorst, a consultancy focused on sustainable travel. “Companies must shift their mindset to see travel as not just a financial necessity but also a driver of social and environmental responsibility, ensuring that the ROI captures these broader impacts.”
He concludes: “Companies must now evaluate whether the expected financial gains from a trip justify its carbon cost, which has led to greater consideration of lower-impact travel options and alternatives like virtual meetings.” We’re still a long way from a holistic view on the ROI of business travel, but we are making progess.
A TRAVEL MANAGER’S ROI TRAVAILS
Q&A with Evelyn Hamilton, global bid manager, Transcom
What are the real issues with calculating the ROI of trips?
“Calculating ROI now involves more than simply comparing the cost of travel to an immediate financial return. There are longer-term impacts to consider, such as employee satisfaction, wellbeing and retention, improved client or prospect relationships, and meeting sustainability goals.”
What are the main challenges you see?
“There isn’t enough data collected on ROI, either because data is in silos, not collated effectively, or is simply not collected. Companies should rely more on concrete, accurate data to support their travel decisions and justify expenses. Instead of relying on perceptions, anecdotes or ballpark estimates, they should also leverage AI-powered data insights.”
Who’s responsibility is it to define ROI?
“I believe companies need to understand the potential ROI of business trips internally before seeking external assistance from TMCs. It’s up to companies to define what constitutes purposeful travel and to balance carbon emissions with financial budgets, as well as assess the value of each trip with a robust trip decision strategy framework. A collaborative approach is also necessary between TMCs, technology platforms and the travel industry to improve the ROI.
”
Travel Guides & Articles
Find Sunflowers In Full Bloom At These Places In India This Month – Travel and Leisure Asia
Find Sunflowers In Full Bloom At These Places In India This Month Travel and Leisure Asia
Source link
Travel Guides & Articles
Wego India Innovates with Technology to Streamline Travel Search, Address Trends, and Drive Post-Pandemic Growth
Friday, July 11, 2025
Wego India, a prominent metasearch engine in the travel industry, is revolutionizing the way Indian travelers plan and book their journeys by leveraging cutting-edge technology. According to Bernard Corraya, General Manager of Wego India, the company’s focus on technology and customer experience has been pivotal in enhancing travel search and expanding options for Indian users.
In an exclusive interview with TTW, Bernard Corraya, GM of Wego India, discussed the company’s innovative approach to revolutionizing the travel experience for Indian users. He highlighted Wego India’s integration of real-time APIs, offering seamless flight, hotel, and train bookings. The platform now features flexible fares, multi-carrier itineraries, and a growing focus on experiential accommodations. Corraya also emphasized Wego’s efforts to deliver personalized travel recommendations using machine learning. As India’s travel industry recovers post-pandemic, Wego is contributing to both domestic and outbound tourism by offering flexible, competitive options and a streamlined travel ecosystem.
Wego’s platform aggregates real-time data from airlines, hotels, rail operators, and OTAs through API integrations, ensuring users have access to the most up-to-date and comprehensive options available. This enables the search for flights, hotels, and trains to be smooth and seamless. A significant addition in early 2024 was the integration of a train-booking service, which directly pulls IRCTC availability, allowing users to search for train tickets alongside flights and hotels. The service is designed to allow users to filter by various preferences, such as class, departure time, and fare type, and even complete payments without leaving the platform. Underpinning this service is a robust infrastructure that ensures that search results are up-to-date, reducing booking friction and improving the user experience for Indian travelers.
Looking ahead to 2025, Wego India has observed key trends in travelers’ preferences. Indian users are increasingly opting for flexible fares, which offer refund and rescheduling options, as well as multi-carrier itineraries for better convenience. Additionally, premium-economy seating is gaining popularity for medium-haul flights as travelers seek more comfort. On the hotel front, there is a growing demand for experiential and long-stay accommodations, particularly in tier-II and tier-III cities. The preference for boutique properties and serviced apartments—combining home-style amenities with hotel services—reflects a shift in how Indian travelers want to experience their stays.
To ensure competitive pricing and a wide array of options, Wego India utilizes a dynamic pricing engine that aggregates fares from multiple sources, including direct airline APIs, global distribution systems, and third-party OTAs. This ensures that Wego India users have access to the most competitive prices, along with the flexibility to explore both standard and exclusive package deals.
The company has also embraced the demand for personalized travel recommendations. Wego employs machine-learning algorithms that analyze a user’s past searches, bookings, and travel preferences to present more tailored options. This creates a more personalized experience, allowing users to discover flights, hotels, and destinations that match their individual needs. Additionally, the homepage features “inspiration modules,” offering curated destination guides based on collective trend data.
As India’s travel industry recovers post-pandemic, Wego India is playing a crucial role in facilitating both outbound and domestic travel. With the rise in domestic tourism and outbound travel, Wego India has integrated self-drive rental services through a partnership with Zoomcar, further enhancing the convenience of travel. The company has also worked to make the booking process contactless, ensuring safety and flexibility for travelers. By aggregating multiple travel services—flights, hotels, trains, and self-drive rentals—into a seamless ecosystem, Wego India is paving the way for future growth in both leisure and business travel.
1. How is Wego India leveraging technology to enhance the travel search experience for Indian users?
Wego India operates a robust metasearch engine that aggregates live inventory from hundreds of airlines, hotels, rail operators and OTAs via real‐time API integrations. In early 2024, Wego introduced an integrated train-booking service—pulling IRCTC availability directly into its app and website—to complement flight and hotel search, allowing users to filter by class, departure time and fare type, then complete payment without leaving the Wego platform.
Under the hood, a combination of low-latency caching, incremental data polling, and predictive algorithms for ticket-confirmation probabilities ensures that search results remain both comprehensive and up-to-date, significantly reducing booking friction for Indian travelers.
2. What trends are you seeing in Indian travelers’ preferences for flights and hotels in 2025?
Users increasingly prioritize refundable or “flex” fares, multi-carrier itineraries and premium-economy seating for greater comfort on medium-haul routes. Meanwhile, hotel searches reflect a clear shift toward experiential and long-stay accommodations: demand for boutique properties in tier-II and tier-III cities is rising, and extended-stay travelers are booking serviced apartments that blend home-style amenities with hotel-class services.
3. How does Wego India ensure competitive pricing and comprehensive options in a highly dynamic market?
Wego’s dynamic pricing engine continuously polls multiple fare sources, direct airline APIs, global distribution systems and third-party OTAs, refreshing rates every few minutes to capture flash sales and limited-time bundles.
By presenting these aggregated deals side-by-side with standard fares and surfacing exclusive package rates, Wego India guarantees that every search surfaces the broadest choice at the most competitive price.
4. Can you share how Wego is addressing the growing demand for personalized travel recommendations in India?
To move beyond generic search results, Wego deploys machine-learning models that analyze each user’s past searches, bookings, trip durations and demographic signals. These algorithms rank flight and hotel options in order of likely affinity considering preferred cabin classes, budget bands and even seasonal travel habits, while “inspiration modules” on the homepage deliver hand-curated destination guides based on collective trend data. The result is a bespoke planning experience: rather than wading through hundreds of options, users are presented with personalized suggestions that align closely with their unique preferences and travel histories.
5. How is Wego India contributing to the recovery and growth of India’s outbound and domestic travel markets post-pandemic?
As India’s travel industry rebounds, with outbound trips climbing sharply throughout the year and domestic tourism leading the recovery, Wego has expanded its rail-booking service to capture intra-India travel demand and partnered with Zoomcar to integrate self-drive rentals directly into its platform.
By aggregating flights, hotels, trains and self-drive vehicles into one seamless ecosystem and by championing contactless booking pathways and flexible cancellation policies. Wego is empowering both leisure and business travellers to plan safe, autonomous journeys across India and beyond.
Travel Guides & Articles
Do not travel to Iran: US issues dire warning as detention, terrorism risks grow
In its starkest advisory, the US State Department has urged American citizens not to travel to Iran “for any reason,” citing an escalating pattern of wrongful detentions, threats to civil aviation, terrorism, and misleading surrogacy services.
The updated Level 4: Do Not Travel advisory comes amid growing tensions and a string of high-profile detentions involving US nationals. “US citizens in Iran face serious dangers,” the department warned. “They have been kidnapped and wrongfully arrested. Some have been held for years on false charges, subjected to psychological torture, and even sentenced to death.”
American citizens — especially dual US-Iranian nationals, journalists, students, and business travelers — are being targeted without warning or evidence of any crime, the government said. The advisory emphasized that “having a US passport or connections to the United States can be reason enough for Iranian authorities to detain someone.”
There are currently no formal diplomatic or consular relations between Washington and Tehran. In the event of arrest or detention, the US cannot directly intervene; instead, the Swiss government acts as the “protecting power” for US interests. However, consular access is often denied, especially to dual nationals.
TERROR THREATS AND AVIATION RISK
The advisory also highlights the increasing danger from violent extremist groups. “ISIS and related groups have taken responsibility for bombings and other attacks in the country. The risk of terrorism and deadly harm to bystanders continues,” it noted.
Due to escalating threats in Iranian airspace, the Federal Aviation Administration (FAA) has banned US flights to, from, or through Iran. The department urged Americans to consult the FAA’s NOTAM and SFAR alerts for updates on civil aviation risks.
Adding to the list of concerns is Iran’s unregulated surrogacy industry, which, according to the advisory, has grossly misrepresented security risks and US citizenship law.
“Iranian surrogacy providers have also been known to misrepresent US citizenship law,” the State Department warned. “If a child born overseas to a surrogate is not genetically or gestationally related to a US citizen parent or their spouse, the child will not automatically acquire US citizenship at birth and will not be able to obtain a US passport to leave Iran.”
The tone of the advisory is unusually grave, urging would-be travellers to prepare for the worst. Among the recommendations:
– Drafting a will
– Leaving DNA samples with a medical provider
– Establishing a proof-of-life protocol
– Sharing sensitive login and personal documents with family
– Ends
-
Funding & Business1 week ago
Kayak and Expedia race to build AI travel agents that turn social posts into itineraries
-
Jobs & Careers1 week ago
Mumbai-based Perplexity Alternative Has 60k+ Users Without Funding
-
Mergers & Acquisitions1 week ago
Donald Trump suggests US government review subsidies to Elon Musk’s companies
-
Funding & Business1 week ago
Rethinking Venture Capital’s Talent Pipeline
-
Jobs & Careers1 week ago
Why Agentic AI Isn’t Pure Hype (And What Skeptics Aren’t Seeing Yet)
-
Education3 days ago
9 AI Ethics Scenarios (and What School Librarians Would Do)
-
Education4 days ago
Teachers see online learning as critical for workforce readiness in 2025
-
Education1 week ago
AERDF highlights the latest PreK-12 discoveries and inventions
-
Education4 days ago
Nursery teachers to get £4,500 to work in disadvantaged areas
-
Education6 days ago
How ChatGPT is breaking higher education, explained