As corporate travel programs mature, many companies focus their strategies on cost savings and risk management. But there's a third pillar—traveler engagement—that is often overlooked, despite its critical role in program success, policy compliance, and employee retention.
“Traveler engagement is where the organization places a clear focus on enhancing the traveler experience,” explained Paul Foster, strategic consultant with Christopherson. “It’s not just about where employees book or how much they spend—it’s about the structure, communication, and tools that surround the experience from beginning to end.”
“Two of the largest travel management companies in the world, American Express and BCD Travel, have done extensive research and have actually gone to the level of writing a white paper on the importance of travel engagement,” Foster mentioned. “Particularly the importance of why it's crucial to the success of the travel program.”
“The corporate traveler has become very discerning now, and what they want is the flexibility of corporate travel, but they want the look and feel of the consumer element that's out there as well,” Foster continued. “It's a little bit easier to use.”
Foster added, “BCD identified the actual threat that suppliers can pose now to your travelers because they’re marketing directly to them . . . encouraging them to come to them direct as opposed to using the standard process you have in place.”
Engaged travelers don’t just have a better experience—they drive measurable outcomes. According to Foster, traveler engagement benefits include:
“For travelers who travel very frequently, a good travel policy or a program that is comfortable for them is a factor in remaining with that organization because traveling is a big part of their day-to-day function,” Foster said.
Matt Cameron, Christopherson’s chief consulting officer, reinforced this point. “I’ve seen where it’s an important element in a candidate’s decision about which company to work for. It has significant impact on your ability to get the right people there.”
Foster outlined a practical framework built on three key areas:
The first step is making your policy clear and accessible and then explaining the reasoning behind it.
“Articulate what your travel policy is, why it exists, and how it benefits both the company and the traveler,” Foster urged. “Preferred vendors that are vetted for performance and consistency lets your traveler know that if the hotels that are in the program, they can feel confident that when they arrive, and the reservation will be there.”
He also recommended proactive branding, such as naming your travel program, creating a visual identity, and holding travel fairs where employees meet the people behind the program. Simple efforts like incentives or recognition for travelers who consistently use preferred vendors can build enthusiasm.
“Recognition costs nothing and yet is very valuable,” Cameron added.
Surveys are another powerful tool—when done right.
According to Foster, generic post-trip surveys aren’t enough.
“What we're really recommending here is a much more detailed, customized survey coming from the organization,” Foster said.
Tailored questions can reveal pain points, identify gaps in vendor performance, and uncover opportunities to improve the program. But the survey must come from the company itself, not the TMC, and results should be shared.
“You want [your travelers] to be transparent with you, but you have to be transparent with them as well,” Foster advised.
He emphasized the value of executive sponsorship in driving engagement. “If the survey comes from within your organization, you're going to get better participation and more honest feedback.”
Engagement also means giving travelers tools that make their lives easier.
Foster recommends:
He emphasized the need for intuitive design, minimal jargon, and options that are accessible 24/7 for flexibility, control, and comfort.
These tools not only enhance traveler experience but also support duty of care.
“It allows management to reach out to travelers in need—whether during a disaster, political upheaval, or other emergency,” Foster said.
Through its consulting services, Christopherson helps clients improve traveler engagement with:
“We offer everything from light-touch consultation to fully managed programs with incremental strategy updates,” said Foster. “Whatever level of support you need, we’re ready to help.”
Improving traveler experience doesn’t just feel good—it pays off. You’ll start to see better compliance, stronger savings, and happier employees. And there is no better time than now to make it happen.
Ready to learn more? Talk with one of our travel experts.
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