Maximizing
Corporate Travel Leadership
Thank you for taking the time to fill out the ACTE Leadership
Style Preference survey.
Don't forget to join your fellow ACTE members on Thursday,
October 11 at 12:00pm EST for a live web cast to hear
the results of member feedback and discuss specific ways
that global business leaders have responded to industry
and organizational challenges and apply the lessons they
have learned to the challenges corporate travel professionals
face. |
| Please
indicate how likely you would be to use the following methods
to manage corporate travel in the future. Use the scale
below for your responses: |
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No
use at all
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Rarely
use
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Occasionally
use
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Frequently
use
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Always
use
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| 1.
Develop comprehensive understanding of current program capabilities,
strongly emphasizing understanding of customer requirements
and competitive realities. |
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| 2.
Emphasize collaborative relationships among travel team
members, agency and suppliers. |
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| 3.
Focus on leveraging corporate travel core competencies and
processes. |
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| 4.
Establish, articulate and reinforce program rules and performance
requirements |
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| 5.
Redefine or modify traditional corporate travel value chain
and bureaucracies. |
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| 6.
Establish clear, well-defined formal framework of what needs
to be done today and where corporate travel wants to be
in the future. |
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| 7.
Develop and reinforce information sharing systems, practices
and processes. |
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| 8.
Integrate program strengths across multiple program locations
and geographies. |
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9. Revise performance control systems. |
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No
use at all
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Rarely
use
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Occasionally
use
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Frequently
use
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Always
use
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| 10.
Consistently communicate business and travel industry dynamics
that require the need for continuous improvement. |
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| 11.
Develop better customer segmentation and classification
systems. |
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| 12.
Expand methods used and frequency in communicating and marketing
program benefits. |
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| 13.
Utilize formalized processes and benchmarking to determine
program progress. |
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14. Establish uniform approach to customer requests and
supplier interactions. |
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| 15.
Institute a complete overhaul of program strategies, structure
and systems. |
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| 16.
Delegate day-to-day operations and details to others. |
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17. Implement comprehensive employee recruitment, assessment
and retention systems. |
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| 18.
Emphasize and reinforce core competencies in training and
development programs and practices. |
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No
use at all
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Rarely
use
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Occasionally
use
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Frequently
use
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Always
use
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19. Rigorously monitor program progress and performance
requirements. |
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| 20.
Strengthen corporate travel team through cross-training,
job rotation or temporary relocation. |
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| 21.
Redesign corporate travel's culture, values, incentives
and structure. |
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| 22.
Initiate ongoing discussions, focus groups and team meetings
to define and reinforce corporate travel values that will
yield strong financial results. |
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| 23.
Emphasize world class status as a means of developing or
maintaining competitive advantage. |
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| 24.
Implement disciplined planning process and closely monitor
environmental impact on achieving plan objectives. |
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| 25.
Develop reward and recognition systems that recognize innovation.
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26. What segment of the travel industry do you work in?
|
If
Other (please
specify)
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27.
Which ACTE Region do you reside in?
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28. How long have you been in corporate travel?
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