{"id":32045,"date":"2013-06-14T11:36:14","date_gmt":"2013-06-14T10:36:14","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/interview-remi-bouysset-directeur-general-france-de-hrg-20130614.html"},"modified":"2016-02-10T10:11:08","modified_gmt":"2016-02-10T09:11:08","slug":"interview-with-remi-bouysset-general-manager-france-of-hrg","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/interview-with-remi-bouysset-general-manager-france-of-hrg","title":{"rendered":"Interview with : R\u00e9mi Bouysset, Managing Director France of HRG"},"content":{"rendered":"

Does your appointment as CEO France bring with it new objectives and new directions?<\/strong><\/p>\n


<\/strong><\/p>\n

<\/strong><\/p>\n

R\u00e9mi Bouysset :<\/strong> A few months ago, we launched a development plan called \"Destination 2015\", which is now being well received internally. It is based on ten themes, ten priorities. The first of these is people. We want our teams to flourish so that we can take care of our customers. Our second priority is service, which aims to move upmarket. We talk a lot about innovation in our business, but one of our fundamentals is to be a service company. We focus a lot on the user, whether it's the assistant who calls us or the business traveller himself. We have improved our quality of service by 10 points. At the same time, we have optimised our operations. Last year we launched a project aimed at optimising the entire chain, by reviewing the booking process from A to Z, which has enabled us to automate a number of tasks, and remove some of them. Of course, there's also a sales development focus - we've recruited for this purpose - and we've already had some great successes this year. In fact, we will achieve growth of around 25% in the French market this year. The figures are positive, even if we are in a tight business travel market.<\/p>\n

How do you deal with this difficult environment for TMCs?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. : <\/strong>By relying on our strengths: committed teams who know the company and the market inside out, and are very customer-focused. We're the ideal size, with the support of a large group while remaining a human-scale company in France: 175 people spread over three sales outlets in Paris, Strasbourg and Bourgoin-Jallieu. France is a very important market for the group, and one of our development priorities. Our customer loyalty rate is 99.7%, and we're very proud of that. Our credo is to adapt our offer to their needs, and not the other way round, by making the most of our flexibility. One of the new services we will be developing this summer will be the opening of our opening hours, which will be extended from 8am to 9pm to better serve our customers, and eventually to 24 hours a day. We're very busy at the moment. Companies are curious to see what we can offer.<\/p>\n

How are you positioned in the Meetings & Events market?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. : <\/strong>We are expanding in this segment, which inevitably offers connections with the business travel sector. We help our customers to negotiate synergies. Booking a seat at a meeting should be as easy as booking a seat on a plane. For example, we offer our customers the possibility of managing any telepresence rooms they may have in-house.<\/p>\n

Are you planning any partnerships in this area, as other TMCs have done in recent months?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. :<\/strong> There are some leads in the technology sector to help us develop our event registration business. In fact, our group has already signed partnerships, for example with the HRG Meetings Manager tool, powered by ACTIVE Network - StartCite. This solution is currently being rolled out across Europe. For the other themes, we talk to our customers, we look at what's being done, we analyse, we experiment; in short, we work on a lot of R&D projects. Our project managers are very creative.<\/p>\n

And in the hotel industry?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. :<\/strong> We are looking at possible partnerships in the French market, particularly with content distributors outside the GDS. We will be working with a key player in the market.<\/p>\n

What other trends are you focusing on?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. :<\/strong> Many of our customers want consolidation. As an anecdote, a few months ago I had a meeting with a major Cac 40 company, with a travel budget of around \u20ac90 million, present in several dozen countries, and using 35 travel agencies and 28 travel policies... Companies are now looking for data consolidation. This is one of our strategic activities at HRG. We are a service company, but we also develop our own technologies. We've already created our own OBT [Online Booking Tool], with the long-term aim of developing it in other countries. The other tool we have developed in-house, which is very useful for consolidation, is called Insight. The interface gives travel managers a clear picture of what has happened, what is happening and what is going to happen in terms of business travel, so that they can communicate with travellers and optimise expenditure. The tool makes recommendations to travel managers, analysing the main travel flows and areas for improvement.<\/p>\n

Are there any other technological developments planned, particularly in the area of smartphones?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. : <\/strong>Everyone is asking a lot of questions about mobile. We currently have a number of partnerships that are working well and meeting our customers' needs. And we're thinking of launching our own suite of applications in the coming months. Mobile phones, smartphones and tablets are here to stay, that's obvious. But when we talk to our major customers in France, their greatest expectation is service. Mobile reminds me of what happened with OBT ten or fifteen years ago, even though everything is moving much faster with mobile. Today, OBTs are mature products, implemented by all customers, and their worldwide adoption rate should reach around 50%. So even after fifteen years they have not conquered the majority of the volume. In fact, we're pushing OBT very hard: it's a move that HRG made relatively early on. We weren't particularly afraid of being eaten up by online, so we made it our own. Today, we have achieved an average adoption rate of 54% in France, and we are going to continue to promote it.<\/p>\n

What about safety?<\/strong><\/p>\n

<\/strong><\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. :<\/strong> This is one of the major themes also covered by the Insight tool, whose interface identifies countries at risk, facilitates prevention, and enables travel managers to track their travellers around the world on an interactive map, to receive an alert in the event of an incident in a country, in a region, or on a flight, and to communicate directly with them if necessary. HRG Insight provides travel managers and purchasing directors with an interactive map giving both a global and detailed view of current, past and future business travel within the company. The tool compiles the expenses incurred, the location of travellers and risk zones, integrated before and after the trip, making it easier for the Travel Manager to manage the information. The online service is accessible from mobile devices such as digital tablets, and provides the graphics needed for effective management of the travel policy. In addition, the location of travellers, a key element in providing effective assistance in the event of a crisis - climatic, political or even volcanic - is integrated into travel management from the outset.<\/p>\n

How do you feel about the business travel market?<\/strong><\/p>\n

R. B. :<\/strong> I'm very optimistic. Travel is the world's leading service industry. It's a very interesting sector, stimulating even, and it's growing fast. We're talking about growth of 3 to 4% per year: in ten years' time, we'll have grown by almost 50%. On a national scale, given the current economic situation, France is very closely linked to the countries of Southern Europe, which is dragging it down somewhat. Business travel volumes should increase by around 5% in Germany and 2% in the UK, but fall by 6% in Spain and 3% in Italy. France lies between the two, but is being pulled towards the southern countries. Projections for next year are a little more interesting.<\/p>\n

\u00a0<\/strong><\/p>\n

<\/strong><\/p>\n

Do TMCs need to reinvent their model? What should they focus on to ensure their development?<\/strong><\/p>\n

<\/strong><\/p>\n

R. B. :<\/strong> A lot of consulting. That's why I think HRG is particularly well positioned in this sector. Some TMCs have a business model based on volume and supplier revenues. In our case, 85% of our revenue comes from our customers. We therefore welcome the end of commissions of all kinds paid by suppliers. We will continue to focus on our customers, on their spending, and ask to be remunerated on our performance. The major customers who have recently joined us know that they are going to make savings without overhauling their travel policy, without relegating everyone to the back of the plane. Our customer loyalty rate tends to prove that we are on the right track.<\/p>","protected":false},"excerpt":{"rendered":"

One hundred days after his appointment as Managing Director France for HRG (Hogg Robinson Group), R\u00e9mi Bouysset looks back at the business travel agency's position in France, its values and its priorities. 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