T&E Plus

Virtual Meetings: Eight Motivating Factors

Virtual meetings complement, and sometimes replace, face-to-face meetings.  When supported properly, virtual meetings can be interactive, engaging and build camaraderie.   Without the proper knowledge, skills or attitude, a virtual meeting program will be unsuccessful. 

 

As a pioneer in this space dating back to 1998, I have used virtual meetings in numerous industries.  We started delivering virtual training sessions in 1998; we built the first meeting management team, including virtual meetings, in 2002.  Virtual meeting program success requires a combination of:

1. gaining leadership support;
2. understanding employee motivators; and
3. implementing the appropriate technologies. 

 

Clients often ask, "If we build it, will they come?"  The answer is, "No, if you are only providing the technology" based on my career in technology, performance improvement, travel and meetings. Technology is the enabler, not the Solution.

 

Current virtual communication technologies are not desirable, in lieu of travel, for numerous reasons. Many experts consult on the technologies; few consult on employee behaviors and motivation.  

 

Consider the eight motivating factors for changing employee perception and behaviors when implementing a virtual meeting program.   These motivators, and remedies to change behavior, are described below.   If these eight motivating factors prevent travel reduction, then select the appropriate remedies to change behavior.

 

Common motivators that may derail a Virtual Meeting Program
Motivator:  Job Performance
Description	Remedy
Employees believe that: ·          Building relationships increases camaraderie thereby enhancing job performance ·          Participating in person will enhance visibility thereby enhancing job performance ·          Participating in face-to-face meetings is highly valued and considered "achievement" ·          Leading or participating in new project or initiative requires face-to-face meetings	·          Change performance metrics to encourage "less travel" ·          Encourage  virtual relationships ·          Modify communications ·          Scrutinize travel requests with strict approvals ·          Improve policy ·          Modify project expectations to increase virtual meeting usage
Motivator:  Knowledge
Employees are: ·          Uninformed about current technologies and why to consider them ·          Unaware that higher quality tools will enhance the experience ·          Uninformed about the cost of using technologies	·          Increase communications and marketing efforts on virtual communications technologies applicability
Motivator:  Skills
Employees are: ·          Uneducated on how to use technologies ·          Unsure of the process to reserve the technologies ·          Less confident in abilities to prepare content to fit virtual delivery	·          Provide training and support
Motivator:  Social
Employees believe that: ·          Customs, ethical, religious and other social reasons may encourage  face-to-face presence rather than virtual methods ·          First meetings often require face-to-face meeting to build camaraderie	·          Provide support and leadership expectations that second meetings and follow up meetings should be conducted using virtual communications technologies ·          Set clients expectations by helping both traveler and clients save money by additional use of virtual communications tools.
Motivator:  Environmental
Employees believe that: ·          Internal content, technology and logistics support may not be available ·          Time zones may affect available technology support during meeting time ·          The organization is offsetting travel carbon footprint	·          Provide support structure to assist with process, reservations, virtual communication choices, content creation to match format, and technical support. ·          Use carbon footprint as a change management driver that is acceptable to clients, government agencies and private sector
Motivator: Political
Employees believe that: ·          International, national, regional and local laws and any aspect of the political environment might influence the initiative.  An example may be that a face-to-face class is needed to fulfill a continuing education requirement and a virtual communication tool is not a viable replacement	·          Determine the travel requirements during the budgeting process for travel activities ·          Determine essential, versus non-essential travel and communicate to all employees
Motivator:  Attitude
Employee: ·          Perception about the technology quality, content delivery, purpose or experience may affect the willingness to accept change within the environment.	·          Develop a change management plan including incentives, communications, training, and leadership expectations.
Motivator:  Compensation
Employees believe that: ·          Traveling increases take-home pay ·          Traveling increases rewards and perks that can be used for personal travel ·          Traveling is an entitlement and one of the reasons for working at the organization	·          Require supplier receipts (hotels, transportation) ·          Require per diem pay-backs if monies are not used ·          Incorporate corporate credit card program for travel expenses ·          Strategically source hotel and other transportation suppliers for improved discounts; require compliance to preferred suppliers ·          Modify pre-hire perceptions about  travel opportunities

 

 

Understand employee motivators in order to build a virtual meeting program.  Buying new technology will not ensure program success without addressing all of the employee motivators and remedies.

 

If you want help building your virtual meeting program, contact me.

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

 

 

Writing Your Way to a Free Trip

Alan Alda once said, "Have the nerve to go into unexplored territory. Be brave enough to live life creatively."  In today's market, innovation is required by the employed, the unemployed and all industries.  No one is exempt. As such, some in the travel industry are finding creative ways to lift spirits and increase business--even if it is deemed seasonal.   Short-term incentives do not usually result in long term changes.  However, we all need a lift and some fun.  

 

British Airways asks "Why do you need to travel overseas for business?"  The contestants who write the best essays will win a flight from NYC, Chicago or Los Angeles to wherever British Airways flies.  In a move to change corporate opinion about travel, British Airways commissioned Harvard Business Review to conduct a survey which found that 95% of the people who responded stated that face-to-face meetings are a building block for long-term relationships.   Will the award of a free flight bring a long term relationship with British Airways, or will the best price through your travel management company win in the competitive marketplace?  Even though British Airways may gain relationships, sometimes it is the T&E policy that prevails.

 

Other unique marketing campaigns include qualifying for a free concert with British singer Natasha Bedingfield in honor of your favorite charity, provided by Starwood Hotels and scoring a free room upgrade by shaking your hips with a hula hoop for 20 seconds, provided by Kimpton Hotels. Or, if hula hoop isn't your preference, then you can also try your hand at rock, paper, and scissors.   Are these amenities listed in our online booking tools?

 

All of these activities remind us of simplier times.  So, find your Strunk and White book, No. 2 pencil and good luck.

 

Fun and laughter builds relationships; let's hope that everyone who wins these awards will remember the suppliers who embraced the creativity and innovation.

 

For more information, please visit their websites:

British Airways: http://opportunity.ba.com/

Starwood:  http://www.starwoodhotels.com/westin/about/news/news_release_detail.html?obj_id=0900c7b980b2287d

Kimpton Hotels: http://www.kimptonhotels.com/pdfs/press/Playground-0509.pdf

USA Article: http://www.usatoday.com/travel/hotels/2009-07-20-customers-hotels-airlines_N.htm

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

 

TSA asks…What is your birthdate?

Beginning August 15, all domestic airline carriers will collect additional traveler information, during the booking process, and provide it to the Transportation Security Administration (TSA) prior to travel.  The data collected includes the traveler's full name, birthdate, gender and redress number, if available.  Without this information, boarding passes will not be printed during online check-in and travelers can expect lengthy delays at screening checkpoints.

 

Is your company prepared to collect this data from your travelers?  

Most companies have traveler profiles that reside within their online booking tool and with their travel management company.  Will you upload birthdates from your ERP system or will you ask each traveler to update their profile manually?  For most, it may be less time intensive to ask travelers to update their own profile because a direct data feed from your ERP may require additional coding.  

 

Are travelers concerned about providing too much personal information?

Many of us are concerned with privacy and personal identifiable information. The birthdate will not be printed on the boarding pass; however, it will be stored with your travel management company, and passed to the airline and TSA.  Once travelers add their birthdate to their profile, it should be masked so that it does not appear each time the profile is accessed. 

 

What if travelers do not want to include this information or transmit it to TSA?

TSA does not require you to include this information in your travel profile; however, failure to provide the data will result in lengthy delays at screening checkpoints at all airports.

 

What is redress?

The Department of Homeland Security’s Travel Redress Inquiry Program (DHS TRIP) is a single point of contact for individuals who have inquiries or seek resolution regarding difficulties they experienced during their travel screening at transportation hubs--like airports and train stations--or crossing U.S. borders, including denied or delayed airline boarding, denied or delayed entry into and exit from the U.S. at a port of entry or border checkpoint or continuously referred to additional (secondary) screening.

 

To find out more about the Secure Traveler program, visit http://www.dhs.gov/files/programs/gc_1169673653081.shtm    

If you want assistance updating your travel process and technology tools, contact me.

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

Travelers: Please INCREASE your Spend

Fare increases, credit card charges, agency fees, fuel charges … the added traveler costs never seem to wane. Why then, am I encouraging you to increase your spend?   

 

We all must buy more traveling toothbrushes, breathmints and gum.  When a thousand travelers answered the question, "Who do you hate sitting next to most on the plane?" the highest rated answers were "those with bad breath and BO" according to Skyscanner.   Isn't it disgusting when you continuously have to smell the pepperoni pizza, smoke and coffee on the breath of someone sitting next to you? And, what about those smelly feet?  Yuck, leave your shoes on.     

 

If you like to brush your teeth every few hours like I do, I recommend the TSA approved "all in one" toothbrush, Fresh & Go…  http://www.freshangousa.com/    But, please, don't expense it on your T&E report.

 

For more information on the most annoying passengers …. http://news.skyscanner.net/articles/2009/07/002674-bad-breath-and-bo-get-up-travellers-noses-most-annoying-passengers-revealed-by-skyscanner.html

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

Examine 13 Areas for Travel and Expense Management Optimization

What should be audited for T&E Optimization?  How do you know if you are paying too much for a service?  What are the best practices in the industry? If these are questions you've asked recently, you're not alone.  Companies are unlocking opportunities in pricing, discounts, policy, risk/reward service level agreements, security, and outsourcing. 

In today's economy, should your organization traipse along or uncover new methods to increase revenue and identify gaps?   Leading organizations choose the second option. Thirteen "audits" or "reviews" will increase your opportunity to uncover value.

By definition, an "audit" is a methodical examination and review.  In my experience, the most cost savings result from a financial, policy, controls and compliance review. Next, a thorough supplier review, often part of strategic sourcing, will aid in cost reduction. To gain efficiency and reduce risk, companies chose an operations, automation, risk and security review.  

Let's use a few examples:

1.  A T&E expense monitoring review identifies fraud.  How much can be saved by reducing fraud?

2.  A financial review uncovers higher prices for services compared to other companies.  How much can you reduce the price? How much should it cost?

3.  A policy review highlights that the travel booking language is not clearly defined.  How many travel bookings are costing too much?

4. A controls and compliance review finds that pre-approvals are not standard for travel or entertainment expenses. How much is spent on entertainment for each of your clients?

5.  An operations review identifies that numerous executive assistants, human resource staff, marketing staff and meeting planners are all planning meetings and events.  How many headcount are really needed?  Should this non-core service be outsourced?

6.  A risk review identifies that meetings are held and contracts are signed without the company approved language and legal review.  What language could harm your organization and where are those contracts stored?

7.  A security and personal identifiable information review finds that meeting planners are sending names and credit card numbers to hotels and other suppliers via email.  What happens to the data at each end?  Do you know the laws about sending personal identifiable information?  

8.  A supplier contract review uncovers key business terms missing regarding hotel penalties. How much was spent on attrition and cancellation penalties?

9.  A supplier fulfillment review identifies that your car rental company was not available or did not provide the service they agreed to in their contract.   How much did it cost to use a different service? How satisfied are the travelers with the service?

10.  A supplier satisfaction review finds that it usually takes 3-4 phone calls to get to the right person.  How much productivity was lost?  The review finds that the outsourced provider does not provide the high quality service they promised during negotiations.  How is this tracked so that a risk and rewards service level agreement can be put into place?

11.  A technology review finds that all of the executive assistants, marketing, human resources and meeting planners are using Excel to track their thousands of meeting attendees annually.  How much productivity can be gained by automating?  The review identifies that agent-assisted travel reservations are costing 4-5 times more than an online booking tool.  Why is an agent being used for domestic reservations? How much can be saved?   The review finds that expense reporting is handled by the a) traveler, b) approver c) the finance person.  How much does this cost in paper handling?

12. A global distribution system review shows that the negotiated rates were not loaded into the GDS system properly and therefore, travelers are not paying the negotiated rate.  How much money has been lost?

13. An air audit finds that agents are not offering the lowest fare.  Why not?

The savings and efficiencies gained far outweigh the cost of performing the review.  See below for a list of the 13 areas to review for T&E Optimization.

 

 

 

If you want assistance, please contact me.

Debi Scholar, CMM, CMP, CTE, CTT

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

 

Demand Transparency in Pricing Models

Why do some suppliers hide mark up or management fees?  My role has taken a forensic twist this week as I am on a quest to uncover actual prices, and mark up fees, at every level for our clients. 

 

When organizations hire suppliers to manage meetings, travel programs or entertainment assets (e.g. tickets/suites), management or mark-up fees are often charged throughout the process.  This is a normal practice in most supply chains.  However, let me be clear:  Many suppliers offer pricing transparency and some suppliers "pass through" the actual costs without adding additional fees.

 

Even when suppliers charge fees, organizations can demand transparency to show the "real" costs.  Let's discuss two scenarios:

 

1. Your organization hires a meeting management company, who hires a destination management company, who hires an entertainment company, who hires the entertainment.  At every step, there may be management, or mark up, fees charged.  Do you know how much the actual entertainment actually costs without going through all the other companies? Is it even feasible to contract directly with the entertainment?  What if you hire a travel management company who hires a meeting management company? Are there additional fees?

 

2. Your organization hires a ticket broker, who hires a logistics organizer, who contracts with hotels, transportation, and food and beverage suppliers, as well as another secondary ticket supplier to put together the "entertainment" package. Along each step, there may be additional fees charged.  Do you know how much the actual "package" costs versus what the broker is charging? 

 

Two diagrams that help describe this typical scenario are below:

 

 

 

 

 

How do these suppliers charge the organization?  There are numerous methods and probably more that aren't captured in this column. 

 

Per Person Cost

Supplier may charge the a) actual costs of all services, b) a management fee or profit percentage.  The supplier may charge the organization based on a tiered volume of participants.

 

Buffet choices or Menu Based Cost

Supplier may charge a) per type of service the organization requests, b) management fee or profit percentage.  The supplier may not take into consideration the volume of participants

 

Fixed Fee

Supplier may analyze the work required and estimate a fixed fee prior to the work being delivered. 

 

Time and Materials

Supplier may charge for all time and materials required throughout the project.  A not-to-exceed, or maximum hours allowed, provides benefits to the organization.

 

Cost Plus

Supplier will show the actual cost for the service plus a management or mark-up fee. 

 

We offer our clients numerous templates and contract language to reduce spend on management and mark up fees.  If you want help uncovering your actual costs, contact me.

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

Conduct Rate Audits to Reduce Costs

Many suppliers add fees that go unnoticed by travelers.  Airlines add baggage fees, hoteliers add resort fees, car rental companies add fuel fees, entertainment tickets add service fees….the list goes on and on.  Seeking revenue boosts, suppliers create new fees.

 

Do you know how much your company pays for the "service" versus the "fees?"  What fees are negotiable?  MANY fees are negotiable - don't settle for status quo.  

 

Did you actually receive the correct fee that your company negotiated?  Possibly not.  Maybe you thought you received the $149 room rate or your travel management company guaranteed you the lowest airfare, yet, errors occur.

 

Do you know why it takes a meeting planner 60-90 days to pay an invoice?  It isn't because she or he is slow…often, planners are negotiating billing disputes.  Thousands of dollars can be saved by reviewing meeting invoices. 

 

During the preferred supplier selection process, negotiate fees.  Add service level agreements that contain penalites for supplier rate errors.  Individuals, unaware of what has been negotiated, should ask every supplier how to reduce the fees at the point of purchase.

 

What should you do? What was your contracted price versus what did you actually pay?  How many fees were added along the way?  How can you eliminate those fees going forward?

 

At the Corporate level, conduct rate audits in every category: airlines, hotels, car rental, entertainment suites/venues/tickets, parking, travel management company, meeting management company, corporate credit card, P-card, etc.

 

Rate audits will provide you with numerous benefits and action plans:

à Recover money from suppliers when erroneous amounts were charged

à Reevaluate the current suppliers' practices

à Recognize contract improvements

à Ramp up the service level agreements and add risk/reward clauses

à Review your spend, controls and risks regularly

 

At the Individual level, negotiate at every stage of your trip and ask for the lowest fare or rate.  Review your bills and ask for fees to be eliminated.

 

Read the Wall Street Journal article from yesterday to learn more about hotel fees:  http://online.wsj.com/article/SB124528364807225577.html

 

We conduct rate audits and recover significant money for our clients. Contact me for assistance.

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

 

 

TARP Recipients: Get those Policies and Controls IN PLACE now!

The U.S. Treasury Department has published the Troubled Asset Relief Program (TARP) Standards for Compensation and Corporate Governance.  While some changes may be made during this comment period, through mid-August, lawmakers expect it will pass.

 

Page 14 describes “a company-wide policy be put into place regarding excessive or luxury expenditures, as identified by the Secretary, and that may include excessive expenditures on entertainment or events.”  (see below)

 

Page 56 describes excessive or luxury expenditures.  It allows for reasonable expenditures on staff development, reasonable performance incentives or other similar reasonable measures conducted in the normal course of the TARP recipient's business operations. (see below) 

 

In addition, it includes six steps to be in compliance.

 

Policies, approvals, processes, control and compliance are all required…components that I have highlighted in previous blogs.  We have these templates in place NOW to help you.  Don’t loose sleepless nights trying to recreate the wheel.  Please contact me for assistance.

 

To see the entire document, navigate to:

http://www.treas.gov/press/releases/reports/ec%20ifr%20fr%20web%206.9.09tg164.pdf

 

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

 

PAGE 14

Section 111(d) requires a TARP recipient’s board of directors to put in place a company-wide policy regarding excessive or luxury expenditures, as identified by the Secretary, and that may include excessive expenditures on entertainment or events, office and facility renovations, aviation or other transportation services, or other activities or events that are not reasonable expenditures for staff development, reasonable performance incentives, or other similar measures conducted in the normal course of the TARP recipient’s business operations.

 

PAGE 56

Excessive or luxury expenditures. The term “excessive or luxury expenditures” means excessive expenditures on any of the following to the extent such expenditures are not reasonable expenditures for staff development, reasonable performance incentives, or other similar reasonable measures conducted in the normal course of the TARP recipient’s business operations:

 

(1) Entertainment or events;

(2) Office and facility renovations;

(3) Aviation or other transportation services; and

(4) Other similar items, activities, or events for which the TARP recipient may reasonably anticipate incurring expenses, or reimbursing an employee for incurring expenses.

 

Excessive or luxury expenditures policy. The term “excessive or luxury expenditures policy” means written standards applicable to the TARP recipient and its employees that address the four categories of expenses set forth in the definition of “excessive or luxury expenditures” (entertainment or events, office and facility renovations, aviation or other transportation services, and other similar items, activities or  events), and that are reasonably designed to eliminate excessive and luxury expenditures.

 

Such written standards must:

(1) Identify the types or categories of expenditures which are prohibited (which may include a threshold expenditure amount per item, activity, or event or a threshold expenditure amount per employee receiving the item or participating in the activity or event);

(2) Identify the types or categories of expenditures for which prior approval is required (which may include a threshold expenditure amount per item, activity, or event or a threshold expenditure amount per employee receiving the item or participating in the activity or event);

(3) Provide reasonable approval procedures under which an expenditure requiring prior approval may be approved;

(4) Require PEO and PFO certification that the approval of any expenditure requiring the prior approval of any SEO, any executive officer of a substantially similar level of responsibility, or the TARP recipient’s board of directors (or a committee of such board of directors), was properly obtained with respect to each such expenditure;

(5) Require the prompt internal reporting of violations to an appropriate person or persons identified in this policy; and

(6) Mandate accountability for adherence to this policy.

 

Use an Airline Analysis to determine mix of preferred airlines

With American and Delta cutting capacity again http://finance.yahoo.com/news/American-Airlines-to-cut-apf-15506832.html?.v=3, it is a good time to take another look at your preferred airline contracts, determine which air carriers you should be using, and take a close look at those discounts.   When airlines cut capacity, then it may be tough for you to meet your contract requirements.  If that is the case, maybe you're using the wrong airlines.

If you are moving more toward the "cheap seats" then negotiate higher discounts in those fare classes.  Why have high discounts in business class or first class if you can't book those seats?  

Of course, it goes without saying...make SURE your employees are using your preferred travel management company and online booking tool to capture all of your airline spend.  If your employees are booking outside of policy, then you're losing valuable opportunities to increase your discounts with airlines because they don't have your marketshare.

If you want help, contact me.

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar

Debi Scholar, CMM, CMP, CTE, CTT

 

Share your Travel stories at these sites

Do you like to give advice to your friends and family about your favorite, or worse, travel experiences?  Or, maybe you like to read what others have to say about that swanky hotel you spotted during your last trip?  “Travel 2.0” is about using Web 2.0 capabilities to communicate and collaborate. 

 

Many sites are popping up; below are a few of my favorites…

 

1.  http://www.travelblogexchange.com/  provides users with the opportunity to set up their own page and use others to share travel experiences.  My page was just started and is located at:

http://www.travelblogexchange.com/profile/Debi

 

2.  http://www.tripadvisor.com/ is probably the largest user community.

 

3.  http://www.travelpod.com/ another site for individual travel blogs.

 

Then, let’s move to some fun!

www.travel-rants.com is a place to rant about your travel horror stories as is

www.titanicawards.com

 

 

Others you may find of interest…

http://matadortravel.com/forum

http://www.mousetourstravels.com/mousemap-for-travel-stories.html

http://www.eguidetravel.com/weblog/

 

Debi Scholar, CMM, CMP, CTE, CTT

 

Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...

 

Follow me on Twitter ...http://www.twitter.com/debischolar  and on LinkedIN at http://www.linkedin.com/in/dscholar