ACTE Asia Pacific

Interview with Dr. Judy Siguaw

Dr. Judy Siguaw is Dean of the Cornell-Nanyang Institute of Hospitality Management, Cornell University Professor of Marketing and J. Thomas Clark Professor of Entrepreneurship & Personal Enterprise. Dr. Siguaw, who will moderate the 2008 ACTE Asia-Pacific Education Conference, shares her views on a subject of immense importance, talent resource, during an interview with Kenneth Phua, ACTE Regional Director, Asia-Pacific.

KP: In your opinion what new skills should sales/marketing managers of supplier organisations, in direct contact with corporate travel buyers, possess in today's environment?

JS: Actually, S&M; managers need to refine some old skills - that of asking many questions so that they truly understand their customer and their customer's business, so that S&M; managers can identify how they can provide value to their customer. Otherwise, the customer may begin using many of the online travel intermediary websites targeted specifically at corporate travel. Furthermore, the S&M; managers should develop in-depth understanding of the websites so they can counter any benefits the intermediary may be offering.

KP: Where do you believe some alternative career paths are for corporate travel managers or travel category specialists who seek growth within their own organisations?

JS: This will vary a great deal by the organization and the industry; however, travel managers should look at the skill set they have acquired in the job - negotiating, RFP preparation, bid reviews, etc. - and see where else these skills fit within their particular organization.

KP: Do new entrants to the travel business/industry, including those undertaking formal training at educational institutes, realise that there is a viable career path in corporations where managing business travel is a viable choice?

JS: No, I don't think most are aware of this career choice.

KP: What structural challenges do you think employers are faced with in acquiring, developing and retaining talent in the practice?

JS: General lack of awareness of these types of positions among the public make acquisition difficult. Development means educating and training employees, which is a challenge given the limited number of executive education programmes that would be relevant for corporate travel managers. Retaining talent requires paying sufficient compensation, but also creating a career path for the employee.

KP: What advice would you offer corporate travel managers who seek to ascend within their organizations and be recognized as contributors to corporate strategy?

JS: Prior to annual reviews, the travel manager should prepare documentation illustrating how he/she helped the company be more efficient and productive or how he/she helped save money for the company. The travel manager should provide specific statistics and not speak in generalities. The travel manager should also express clear career goals: Where does he/she want to be in two years and in five years? What help does the travel manager need from the company to reach those goals?

KP: What role should professional associations such as ACTE take on in addressing talent needs of the industry?

JS: 1) Assist in creating greater awareness of this career path by speaking at various educational institutions. 2) Urge organizations to create student internships with the corporate travel management division. 3) Create educational opportunities and certifications for the travel managers. 4) Conduct an annual compensation package survey (one for various regions) and publish the results so that travel managers are armed with data about what they should be receiving. 5) Highlight former travel managers who have made their way up through the corporation as guest speakers.