商务旅行管理行业正发生着日新月异的变化。
随着千禧一代的崛起，如今数字化预订渠道比致电差旅代理或由秘书预订等 “传统” 渠道更受这一代商务人士的青睐，移动数字化技术的运用不仅能使他们更方便地进行商旅管理，同时也能帮助所在企业节省费用。此外，随着市场竞争的日益加剧，企业客户对商旅产品统一化管理的需求也越发强烈，酒店作为商旅过程中除机票以外的另一大产品，势必会成为商务旅行管理公司（TMC）整合供应服务链中的重要一环。
为此，作为行业领先的商务旅行管理公司嘉信力旅运（CWT）提出了CWT 3.0战略，即 “通过人与科技的完美结合，致力于提供无缝衔接、个性化与综合全面的用户体验” 。
这一战略围绕便捷的移动数字化解决方案、市场最佳酒店资源以及数据支持展开，旨在创造最优质的用户体验，为客户与合作伙伴提供最大化的增长价值。在此背景下，人力资源策略亦必须迅速调整，助力公司战略目标的全面实施。
重组组织结构，注重 “专才” 引入
“专才” 与 “全才” 一直是企业用人过程中比较难以选择的方面，商务旅行管理公司在过往招募人才时，往往比较关注传统航空票务行业或同行业工作背景等因素。这些人才由于长期在行业内工作，虽然工作经验及资历毋庸置疑，但相对而言，对于移动数字化技术的了解和运用以及在产品革新能力方面的优势则并不明显。然而，熟悉行业背景且精通移动互联网技术，同时又兼具创新意识的人才，则更为难得。因此，与其苦苦寻求 “全才”，不如引进酒店、移动数字化技术等其他领域的 “专才”，充分发挥他们在这一领域的经验和能力，并与CWT目前所处于优势地位的商旅服务产品有机结合，优化整合服务产品供应链，势必能全方位满足商务人士的用户体验。
目前，中航嘉信在这一方面的投入正在不断加大，对于现有组织架构也正在进行调整及创新。2017年伊始，公司新成立产品部、酒店供应商部，并积极引入行业内优秀的 “专才”，致力于通过移动数字化技术驱动整个公司的商业模式转型。
转变传统观念，注重高层次服务人才的培养
随着移动数字化技术的不断发展及商务旅行消费习惯的改变，越来越多的商旅人士已不满足于原先商务旅行管理公司所提供的日常电话及邮件预订等基础服务，转而青睐于采用更为便捷和经济的移动商旅服务产品。
由此，提供日常基本服务的一线营运团队便首当其冲地受到了影响。这一现象，与目前银行业遇到的困境大致相仿，也是各个行业在移动互联网大浪潮中的一个缩影。
如何应对此局面？CWT 3.0战略给出的答案是结合自身行业的人员优势，注重高层次服务人才培养，强化服务专业性，为客户提供与众不同的用户体验。
相较于航空公司直连服务模式的单一性，商务旅行管理公司具有的多航空公司选择，多路线选择、多价格比较以及咨询顾问化服务的特点，将会有助于建立与移动数字化技术产品之间的优势。尤其是在目前技术与资源尚不够完善的国际机票服务领域中，这一优势则更为明显。通常情况下，商务人士在国际机票预订过程中，更倾向于向专业人员进行咨询并比较不同航空公司、不同差旅日期的价格，而非单纯依靠在线/移动服务产品进行自我查询，毕竟其中所产生的时间成本不可估量。
此外，在一些个人消费偏好性服务方面（例如：航空公司机上餐食、机上座位选择等），限于安全性的考虑，大多数航空公司也并未全面提供后台数据接口服务。不仅如此，考虑到商旅人士对于行程管理的便利性比普通旅客要高，其后续的改期及退票管理仍旧需要专业人员提供高质量的服务。
在此方面，中航嘉信的人才发展战略也正随着CWT 3.0战略而转变。将服务人员的学习与发展聚焦于服务专业度和客户服务满意度上，建立有效的服务人才发展路径图，以顾问式服务为导向，以期增强客户粘性，最终全方面提升客户服务体验。
客户的期望与需求与时俱进，作为商务旅行管理行业的全球领导者CWT也势必将针对这些新的变化调整业务方向和服务模式。就人力资源而言，制定符合CWT 3.0战略的具体人才引入、管理和发展策略终将有助于企业的整体商业模式转型，助力企业进一步可持续性发展。
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The corporate travel management landscape is changing rapidly.
With millennials accounting for the majority of the workforce today, managing travel arrangements online has risen in popularity. Mobile technology has made it more convenient and cost e cient to manage travel. Fierce market competition has also resulted in more corporate customers requesting integrated management of their travel products. Hotel bookings, the other major spectrum of the business travel industry (besides air bookings), will inevitably be a product that travel management companies (TMCs) integrate into their line of services to corporate clients.
Responding to this shift, Carlson Wagonlit Travel (CWT), is on a new path - what we call CWT 3.0.
This is about combining the best of two worlds – customer service and technology – in order to provide our customers with a seamless, personalized and comprehensive user experience. That integrates the latest mobile digital solutions, best-in-class hotel resources and nimble data support to create a premium user experience and maximize value growth for customers and partners. With this new direction, CWT's human resources division has also re-aligned internally to contribute to the success of the new strategy.
Re-organize corporate structure and attract "specialists" on board
The choice between hiring a specialist with specific skills or an industry expert has always been a difficult choice for many organizations to make.
For TMCs, they tend to prefer hiring candidates with experience and knowledge in air ticketing or the travel management industry. While there is no doubt that these candidates have the required experience and qualification, they might not have much understanding and experience with mobile digital technology or product innovation. Professionals who have experience in travel management as well as knowledge in digital technology and product innovation are difficult to find.
CWT focuses its talent attraction strategy on professionals specialized in their niche area of expertise, such as hotel, mobile technology and other sectors. Leveraging this expertise, CWT encourages them to bring their best to the table. This ensures that each area CWT is committed to deliver on, is developed to the best that it can be. For example, recently established departments within CWT China – the product department and hotel supplier department – have deliberately hired talent that specializes in these niche areas to support the growth of these two divisions.
Change conventional thinking and focus on training high-end service staff
The advancement of mobile technology and evolving business travel consumption habits have fueled the use of mobile travel products and services with business travelers. They have shifted away from favoring traditional services TMCs provide, such as telephone and email reservations, as the use of mobile is more convenient and cost efficient to the traveler and the organization.
This has the biggest impact on the front-line operation team which provides these traditional everyday services. This is akin to what the banking industry is suffering right now and is also an epitome of the various industries which have been impacted by the storm of mobile Internet.
How can this challenge be addressed? CWT's answer to it is to firstly leverage the strengths of the talent in the industry, focus on nurturing skilled talent and enhance the level of customer service and professionalism to provide an unrivaled user experience.
The strength of a TMC is that it can provide both the online tools that allow travelers to browse through their trip options independently, as well as offering travel experts to help with more complex bookings or issues. This of course has advantages over booking direct with the provider.
Due to security considerations too, airlines would not be able to provide other types of back-end data such as food and seat selection. Business travelers often have higher demands than normal travelers, and so travel managers must be in a position to provide a prompt service when it comes to date change and ticket refunds. These are all processes that a TMC would be able to value-add.
Customers' expectations and needs will keep evolving. TMCs, like CWT, will need to be agile and respond to the changing landscape. All business units within the TMC, including HR, will need to contribute and be aligned with the shifts to support the success of the firm.
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