With over 300 employees, Blacklane has become the premium global chauffeur service operator and a staple for business travellers across the globe. In addition to its airport transfers, the company has introduced new services in over 50 countries globally to meet the changing demands of business travellers post-pandemic.

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How has the landscape of global business travel changed since the pandemic?

 Business travel’s bounce-back has exceeded expectations. Industry bodies such as the Global Business Travel Association (GBTA) have identified that the global business travel sector is due to set a new spending record by the end of 2024, and that spending will exceed US$2 trillion by 2028. The World Travel and Tourism Council has also highlighted that corporate travel is back and set to exceed 2019 levels this year (2024) by 6.2 per cent.

In addition, business travel consistently reports a post-pandemic increase in the blending of corporate travel with personal holidays. At Blacklane our research supports this trend – in our 2024 Travel Trends Report we found that globally nine out of 10 business travellers have combined business and leisure trips, with 54 per cent stating this combination boosts their productivity. In fact, half of respondents highlighted that they work harder when there are exciting things available for them to do such as sightseeing and visiting museums or renowned restaurants. I know from personal experience that simply building in time to walk around a new city is a great inclusion on any business trip.

Have you seen a significant change in the volume of global business travellers post-pandemic? If so, in what way?

Pre-pandemic, much of our business was focused on airport transfers. We have introduced new services to meet the evolving demands of business executives and luxury travellers around the world. Our City-to-City option has grown significantly, with business travellers choosing Blacklane to provide a comfortable journey without interruption instead of, for example, short-haul flights and rail journeys. In particular, the journeys between major metropolitan areas such as Miami to Fort Lauderdale and London to Manchester have been exceptionally well received. Thanks to popular demand we’re expanding these options with City-to-Vineyard and City-to-Slopes routes to offer more services in line with discerning traveller habits.

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Our In-City service – newly introduced during the pandemic – is also extremely popular, particularly in cities such as New York, Los Angeles, Miami, Dubai and London. Blacklane moves executives around cities to and from offices, between meetings and events 24/7.

As corporates become more acutely aware of their duty of care responsibilities, ground transportation is increasingly part of a managed travel program so this sector is a growth area for us.

Airport transfers remain the core of our business and are performing in line with business travel’s strong recovery post-Covid. Business travellers are demanding comfortable and reliable journey options at all stages of a business trip – if you fly business class and have a busy travel schedule, bundling onto public transport or into an unknown taxi doesn’t really help to keep stress levels at bay.

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What new travel policies and regulations have been implemented globally that business travellers should be aware of?

 In the EU, the Corporate Sustainability Reporting Directive (CSRD) is expanding its reporting requirements. As part of Environmental, Social, and Governance (ESG) obligations, large organisations must report on scope-3 emissions – essentially the emissions by third-party contractors. For travel buyers, this means being able to accurately record data on the carbon footprint of all business travel to meet the broader sustainability reporting requirements of their organisation.

“Pre-pandemic, much of our business was focused on airport transfers. We have introduced new services to meet the evolving demands of business executives and luxury travellers around the world.”

Travel buyers therefore need greater visibility of transport elements sometimes left to chance, such as ground transport journeys, so that they can be booked in line with overall corporate policies, and accurately tracked and monitored. Travel buyers tell us that sustainability is a major consideration in all travel policies and buying decisions.

Industry data suggests that the ground element of a business trip is commonly not part of a managed travel program for around 30-40 percent of journeys. Corporates are starting to monitor spends and trends in this area, often driven by a requirement for accurate sustainability data and cost control. We work hand in hand with organisations to better understand travel patterns so that policies can align with corporate goals and traveller well-being demands.

What are the key changes in business traveller expectations post-pandemic?

Business travellers expect flexibility, the ability to combine work and leisure and that their wellbeing will be protected. Blacklane’s 2024 Travel Trends Report outlined that during dedicated business trips, roughly two in every three research participants (65 per cent) prioritised time for personal activities and relaxation to remain productive when on the road. I might have a chauffeur for my airport transfers, but it is not yet commonplace that access to a reliable chauffeur is available across other elements of a business trip. Getting between meetings and events while in-destination could be so much smoother if this was the case, and the trip would be really elevated if that chauffeur helped me squeeze in some personal errands like ensuring I pick up some gifts for my family.

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We see more relaxed approaches to remote working in travel policies globally, and greater attention by corporates to the wellbeing of their people. Ironing out the pain-points in business travel makes for more engaged and productive people so it’s an important consideration for us all. Travel buyers outline that reliability and professionalism are absolutely key, so it’s important we’re able to support all these needs.

“Business travellers expect flexibility, the ability to combine work and leisure and that their wellbeing will be protected”

Are global business travellers placing more emphasis on premium experiences and wellness during their trips? How are these expectations being met?

 Absolutely. A focus on wellbeing and premium amenities increases work success according to Blacklane’s research. Almost all C-Level executives (96 per cent) stated that premium experiences positively contribute towards their productivity and success. It’s a very important consideration for travel buyers. Almost half (45 per cent) of the most senior business travellers reported losing up to a whole day – between four and eight hours – of productive time due to the stress of fragmented business travel. Meeting travel expectations has huge implications on the success of a business trip, in all senses.

As a frequent traveller myself I’m really aware that it is the little touches that really make a trip feel effortless, and make a difference. These things that are often thought of as luxury extras are in fact integral to a smooth experience. For example, simply having wifi access throughout a journey means you have the choice of relaxation such as watching a film, or to work from your devices.

What are the needs of global business travellers in 2024, and how are those needs being met?

We see that global business travellers look for uninterrupted Wi-Fi for all of the journey, private chauffeurs in-city for travel and personal errands, pre-booked airport transfers with English-speaking chauffeurs, the option to fly premium or business class, extra luggage allowances and even the chance to travel with a family member to best manage stress when travelling.

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It is important to note that cost-cutting in travel is a concern for business travellers according to our research. Two-thirds (66 per cent) of business travellers flag that cuts negatively impact their productivity on business trips, highlighting that travel managers need to carefully consider how they best meet the expectations of today’s business travellers.

How are global travel companies adapting to meet the new expectations of business travellers? What trends do you foresee in the future of global business travel?

 Global business travel has aggressive targets in areas of sustainability, and there is work to do on all sides to meet these demands. Increasing traveller education about the choices they make, ensuring travel programs accurately report and measure all segments of a journey, and suppliers working to evolve and invest in greener options are important parts of the puzzle.

Travellers are also demanding more sustainable choices, and we see some travel policies rewarding business travellers for making better environmental choices. These changes are making sustainability a larger part of the travel buying decision-making process and helping corporates to ensure that all elements of a journey are managed by a partner with sustainability top of mind.

“It is important to note that cost-cutting in travel is a concern for business travellers according to our research”

Blacklane’s research in the 2024 Travel Trends Report clearly highlights the importance of embracing the increasingly blurred lines between business and leisure travel. As such, there are areas where business travel services will need to evolve to be more geared up to flexible usage. For example, hotels with co-working or hot desking spaces are a consideration when I travel. A traveller may want high-quality leisure facilities such as a gym with state-of-the-art equipment and easy access to the global virtual classes they enjoy at home, rather than the ‘functional’ features often associated with a business hotel. The industry also needs to rethink its approach to luxury amenities so that they become necessities for those on the road the most

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The post Blacklane’s Jason Dunderdale on Driving Business Travel first appeared on The Art of Business Travel.

Theo Ocks, as Commercial General Manager for Fairmont Singapore and Swissôtel The Stamford, is at the cutting edge of the trends that will define business travel in the years ahead. Ocks discusses the importance of balance for business travellers, the challenges of the post-pandemic era, and the contribution of the MICE industry to business travel’s evolution.

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How has the landscape of business travel in the Asia Pacific region changed since the pandemic?

The Asia Pacific region has emerged as the fastest-growing area for recovery in business travel post-pandemic, driven by strong domestic demand and the reopening of key markets such as China​. In 2023, business travel spending in the Asia Pacific region saw a significant increase of 41%, reaching US$567 billion. The region is poised for further growth, with projections indicating that business travel spending will rise to almost US$800 billion by 2027.

Amidst this positive outlook, several challenges remain. Rising travel costs, economic uncertainties, corporate budget constraints, and geopolitical tensions are primary concerns for 2024 and beyond. Additionally, the industry is increasingly focusing on sustainability, with companies investing in eco-friendly travel practices. The shift to hybrid and remote work models has had an impact on travel policies, leading to adjustments in meeting types and travel frequency. Talent attraction and retention challenges continue to impede growth in the hospitality industry.

“We’ve noticed a growing emphasis on loyalty”

Have you seen a significant change in the volume of business travellers in Asia Pacific post-pandemic? 

In the first year following the pandemic, companies continued to actively restrict and reduce individual business travel. When travel was necessary, trips were often combined and extended instead of multiple separate journeys. Progressively however, and coming into 2024 so far, we have observed a significant increase in business travel, driven by positive economic growth. We anticipate this upward trend to persist into 2025.

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What new travel policies and regulations have been implemented across Asia Pacific that business travellers should be aware of?

A range of strategic measures has been implemented across the Asia Pacific region to attract business travellers. One key initiative is streamlining visa processes, with countries like Singapore and India simplifying applications and expanding e-visa options to facilitate easier entry. Additionally, significant investments are being made to enhance infrastructure, including upgrades to airports, business centres, and transportation networks,

Many destinations are offering attractive incentive programs to boost business travel. These include tax benefits, subsidies, and financial grants for hosting meetings and events, with Singapore leading in this area. Health and safety are also a priority, with rigorous protocols and travel insurance for COVID-19-related issues being implemented in countries like South Korea and Japan to ensure a safe travel experience.

Digital solutions, such as contactless check-ins (above) like ours at Swissôtel The Stamford and digital health passes, are improving convenience and safety for travellers. Marketing efforts are focused on promoting the region through targeted campaigns and forming strategic partnerships with global corporations. Finally, the development of specialised business facilities, including high-quality meeting rooms and conference centres complemented with advanced technology solutions, is catering to the specific needs of business travellers. To this end, we’ve recently established a partnership with Unearthed Productions; a collaboration that leverages their cutting-edge audio, video, and lighting (AVL) solutions with the hotels’ renowned infrastructure and hospitality.

What are the key changes in business traveller expectations post-pandemic?

We’ve noticed a growing emphasis on loyalty. Business travellers are increasingly choosing our hotels because of our robust ALL Loyalty Program, which rewards and retains customers effectively.

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While bleisure – the combination of business and leisure travel – was an important incremental growth opportunity even before the pandemic hit, it has evolved and taken on new meaning in the wake of growing flexibility in the workplace and consumers having fresh perspectives on travel, where it overlaps with both their professional and personal interests. Bleisure spending is expected to be one of the fastest growing travel segments by 2027. Bleisure will support recovery and create new growth opportunities in a more responsible and sustainable way. At Fairmont Singapore and Swissôtel The Stamford, we’ve extended preferential room rates for our business travel customers so that stays can be extended as they wish.

Sustainability is no more a ‘nice-to-have’ but more so an expected norm for businesses in the hospitality industry. It’s not just a requirement from guests, but also an integral demand shaping the MICE sector. With ESG goals at the fore for most companies, demand for greener events has increased.

Fortunately, we’re well placed to cater to this increasingly important expectation. In April 2024, Fairmont Singapore and Swissôtel The Stamford were awarded the prestigious Global Sustainable Tourism Council (GSTC) Certification, reaffirming our commitment to sustainable tourism and responsible business practices. Our complex-wide sustainability initiatives encompass a wide range of strategies centred on three key pillars: reinforcing sustainable hotel operations, embracing a sustainable food chain and promoting the local ecosystem and new ways of travelling.

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Notably, we manage Fairmont Singapore and Swissôtel The Stamford’s Rooftop Aquaponics Farm (below), developed in November 2019. The world’s first urban Aquaponics farm to meet the rising demand among guests for fresh, quality produce and to support Singapore’s goal of producing 30% of its nutritional needs locally by 2030, the farm provides substantially higher yields – approximately 130kg of vegetables every month and 200kg of fish annually. This feeds very well into our MICE offering, as we can arrange farm tours for event attendees and provide a farm to table experience with dishes using produce from the Aquaponics farm.

Behind the scenes, an installation of an EcoBurner Waterless Buffet Heating System is an example of an innovative strategy implemented by the hotels to support operations in more ways than one. By eliminating water usage, and reducing the electric power needed, EcoBurner not only reduces carbon emissions but requires less physical labour. This system helps to drive efficiencies and productivity amongst the team especially during large scale operations.

Various strategic partnerships also contribute to the hotels’ cause in limiting their impact on the environment. An ongoing partnership with Wastemaster and LifeLab aims to build a circular ecosystem. When food waste is generated, it is loaded in a Wastemaster machine. Decomposition is expedited through the use of oxygen and 80% of the waste is vaporised and released, while the remaining 20% is sent to LifeLab. Here, they extract microbial protein and are in the midst of developing these into animal feed for use in the Aquaponics farm.

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Finally, a key trend we’re seeing is the rise of experiential events. Organisers require more unique, tailor-made experiences instead of a cookie-cutter approach; having flexible meeting spaces is near the top of every participant’s wishlist. Meetings should not be one-dimensional, but should include experiences that focus on wellness, team building or even cocktail making. With our unique location in the heart of Singapore’s civic district – and being an established lifestyle destination – we are very well positioned to tap into this trend with integrated in-house resources and capabilities.

Are business travellers in Asia Pacific placing more emphasis on work-life balance and wellness during their trips? How are these expectations being met?

Absolutely. According to American Express Global Business Travel, 54% of business travellers in Asia Pacific expressed a desire for wellness options during their trips. This includes access to gyms, wellness programmes, and stress-relief activities, indicating a strong demand for wellness-oriented services. This trend is notably influenced by the rising generation of travellers, particularly Gen Z, who prioritise personal well-being alongside professional commitments.

Hotels are adapting to these expectations by enhancing their wellness offerings. For instance, Fairmont Singapore and Swissôtel The Stamford boast an award-winning spa and an expansive wellness centre equipped with cutting-edge facilities, offering guests a comprehensive range of relaxation and health services. This year, our spa will undergo an extensive renovation to further elevate our offering. Within the complex’s 12 restaurants and bars, the culinary team are placing an increased emphasis on healthy dining options, where guests can expect nutritious, sustainably sourced produce over farm-to-table dining experiences.

“Hotels are adapting to these expectations by enhancing their wellness offerings”

At Swissôtel The Stamford and Swissôtel properties around the world, the Vitality programme is a philosophy focused on general well-being and high quality of life. From meetings to menus, Vitality aims to enhance the natural energy and healthy lifestyles of Swissôtel guests and is apparent in various touch points of the Swissôtel experience.

How important is flexibility in travel plans (such as booking changes and cancellations) for business travellers now compared to pre-pandemic times?

Flexibility in travel plans has become significantly more important for business travellers since the pandemic. The crisis underscored the unpredictability of travel, highlighting the need for adaptable arrangements due to frequent changes in restrictions and regulations. Today’s business travellers prioritise the ability to easily modify or cancel bookings to accommodate shifting schedules, health advisories, and evolving work models.

To meet these needs, we offer a range of options, including rates that can be cancelled on the day of arrival as well as more restricted offers that provide reduced rates in exchange for less flexibility. This commitment to offering flexible choices helps build trust with our guests and ensures that they can rely on our brands to accommodate their evolving travel needs.

How are travel companies in the Asia Pacific region adapting to meet the new expectations of business travellers?

Travel companies in the Asia Pacific region are adapting to meet the new expectations of business travellers by embracing several key strategies. Technology plays a crucial role, with advancements such as mobile apps for seamless booking, virtual concierge services, and automated check-in/check-out processes enhancing convenience and efficiency. These digital solutions cater to the needs of today’s tech-savvy travellers.

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Flexibility is another critical focus, as companies offer more adaptable booking options, including flexible cancellation policies and easy rescheduling. This approach addresses the unpredictable nature of business travel, allowing for smooth adjustments in response to changing schedules and circumstances.

Personalisation is increasingly emphasised, with travel providers customising experiences based on individual preferences and past behaviours. This includes tailored itineraries, personalised recommendations, and bespoke services that enhance traveller satisfaction and create more relevant and enjoyable experiences.

Have there been any changes or enhancements to loyalty programs to attract and retain business travellers?

In recent years, Accor’s ALL (Accor Live Limitless) loyalty programme has been significantly enhanced to offer greater value and flexibility to its members. Key improvements include a more personalised experience with tailored rewards and benefits, such as exclusive member-only rates, room upgrades, and early check-in/late check-out privileges. The programme now also includes enhanced partnerships with airlines, car rental services, and lifestyle brands, expanding the range of earning and redeeming opportunities beyond hotel stays.

Additionally, Accor has integrated more digital features into the ALL app, allowing members to manage their bookings, track rewards, and access exclusive offers with greater ease. These enhancements aim to provide a more rewarding and seamless experience for loyal customers.

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What trends do you foresee in the future of business travel in the Asia Pacific region?

Combining leisure with business has become increasingly prominent, with many travellers extending their work trips to explore new cities or countries. This trend is gaining traction as travellers seek to make the most of their time away from home by blending business and pleasure. We anticipate that this trend will continue to grow, as more people recognise the value of experiencing new destinations while managing their professional commitments.

Sustainability is no longer just a buzzword but a significant concern for today’s travellers. Customers are increasingly aware of their environmental impact and are actively seeking to reduce it by choosing to stay in hotels that prioritise sustainable practices. This shift reflects a broader commitment to environmental responsibility and influences travellers’ decisions when selecting accommodation.

“Combining leisure with business has become increasingly prominent”

In response to these evolving preferences, hotel restaurants are stepping up their game to offer exciting and competitive food and beverage experiences. They are raising the bar to compete with independent dining establishments, focusing on delivering exceptional culinary experiences.

Take Fairmont Singapore’s beloved Italian restaurant Prego as an example, where we’ve just welcomed Italian Chef Davide Bizzarri. He has created a brand new menu that stays true to authentic Italian flavours, while presenting them in a refreshing and modern way.

At SKAI, the contemporary grill located on the 70th floor of Swissôtel The Stamford, we’re repositioning its offering to enhance the restaurant’s appeal as a must-visit dining destination in Singapore, with more ways to dine and play throughout the day.

Award-winning JAAN by Kirk Westaway (above) showcases Modern British cuisine on a global scale. You don’t need me to explain Singapore’s vibrant culinary scene, a melting pot of cultures and flavours. To put Modern British on the map here was no mean feat – a cuisine traditionally associated with beige and heavy dishes. The team had a big challenge to convince locals and tourists alike to embrace Modern British cooking; to introduce vegetable-forward, light and fresh flavours. It was a tough undertaking, but it has been worth every second of the work and Chef Kirk and his team proudly retained two Michelin stars in this year’s Singapore Michelin Guide.

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The post Accor’s Theo Ocks on Asia’s Changing Business Travel Scene first appeared on The Art of Business Travel.

Courtney van Schalkwyk, as director of Sales for FCM Travel Asia, brings a robust portfolio of over 12 years in business development, including a significant five-year tenure in leadership roles. As the regional sales leader, she oversees vital markets such as Greater China, Singapore, India, Malaysia, and Japan and plays a pivotal role in the representation of the Asia region within the global sales community. Additionally, Courtney’s involvement in major Enterprise Request for Proposals positions her at the forefront of understanding and influencing the international corporate travel landscape.

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Originally hailing from South Africa, Courtney has called Hong Kong home for over six years. Throughout this time, she has concentrated her expertise within the business travel sector, specifically from a Travel Management Company perspective, further solidifying her status as an industry expert.

How has the landscape of business travel in the Asia Pacific region changed since the pandemic?

Since the pandemic, the landscape of business travel in the Asia Pacific region has significantly changed. There is a larger emphasis on the importance of prioritising health, safety, wellness, cost-effective alternatives, and sustainability.

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Have you seen a significant change in the volume of business travellers in Asia Pacific post-pandemic? If so, in what way?

According to FCM Travel Asia’s business travel data, the APAC region’s enthusiasm and demand for business travel volume, spending, and career satisfaction continue to surge, with no signs of slowing down. Asia showed a double-digit recovery in the first quarter of FY24. Southeast Asia and India showed a strong performance with continued gains in both market share and profits. Despite challenges faced in China and Japan, we expect to see further strengthening in the rest of the year.

What new travel policies and regulations have been implemented across the Asia Pacific that business travellers should be aware of?

There is a growing number of companies that have carbon and financial budgets to adhere to. Companies have implemented travel policies that prioritise lower carbon options and establish guidelines for travel expense allowances to manage both carbon and financial budgets effectively. Business travellers should be aware of their company’s emission reduction targets and be flexible in alternative modes of transportation such as rail, which has gained huge popularity in China.

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What are the key changes in business traveller expectations post-pandemic?

Post-pandemic, business traveller expectations have evolved significantly, with a shift towards prioritising flexibility, sustainability, and bleisure. Some key changes in business traveller expectations include flexible travel policies from companies, including the ability to change or cancel reservations without financial penalties. Business travellers are also increasingly seeking sustainability and purpose-driven activities during their trips, aligning with corporate responsibility goals. This includes choosing eco-friendly accommodations, engaging in community-based tourism, and incorporating sustainable practices into their travel activities. There is a growing emphasis on personal well-being and work-life balance, with business travellers seeking to combine their business trips with leisure, to balance their professional commitments with relaxation and downtime.

Are business travellers in Asia Pacific placing more emphasis on work-life balance and wellness during their trips? How are these expectations being met?

The pandemic took a toll on business owners and their employees. With everyone juggling competing priorities and often working longer hours to cover for staff shortages, it is clear that no one wants to go back to the stress levels experienced over the past few years. There has been an increased focus on caring for the mental and physical well-being of employees and that includes when they are attending meetings and events. This trend is shaping event planning, with a shift to designing more holistic gatherings at unique and different destinations. Companies are also recognising the need to factor in more breaks during events, more wellness activities, less packed schedules, and more informal downtime that allows for genuine connection.

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How important is flexibility in travel plans (such as booking changes and cancellations) for business travellers now compared to pre-pandemic times?

In a more dynamic business environment, last-minute changes in travel plans may be necessary to accommodate shifting business needs hence flexibility is important for business travellers. Companies are also increasingly prioritising risk management in their travel policies which includes the flexibility to adapt to unforeseen circumstances without incurring significant financial penalties.

Have there been changes in accommodation preferences, such as a shift towards boutique hotels or serviced apartments?

It all depends on the duration of their business trips. Business travellers on longer stays would prefer service apartments as their home away from home. Service apartments are a combination of hotel-like amenities with the comfort of a home with kitchens and laundry machines. For shorter stays, boutique hotels are also welcomed by business travellers as they are known for personalised experiences and allows travellers to stay within budget.

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How are travel companies in the Asia Pacific region adapting to meet the new expectations of business travellers?

Travel management companies have to listen to the wants and needs of their customers. We are known as the alternative business travel management company as we pride ourselves on being “glocal”. Our travel technology solution in India or China is built based on internal and external customers ‘Glocal’ requirements with the agility to adapt to new policies from the government. The FCM Platform is designed with a sound understanding of the nuances of different countries including India and China. For example, in China, business travellers can access an end-to-end ecosystem with a simple login to book their travels, get travel approvals, be notified about safety and risks, manage payments and expenses, track local air tax reimbursement vouchers, book local ride-hailing, buy insurance, calculate sustainability metrics, and provide reporting and analytics with data protection.

Have there been any changes or enhancements to loyalty programs to attract and retain business travellers?

Most certainly, airlines, hotels and even government bodies have enhanced their loyalty programs in an attempt to attract business travellers. For example, organisations that are members across the four membership tiers of Singapore Airlines’ HighFlyer programme can redeem a LoungeKey Pass for every 8,000 HighFlyer points earned on the company account. Accor in India is rewarding all event planners who book an event until 31st December 2024 with up to a 30 per cent deduction on their master bill, which includes a choice of a complimentary upgrade to the next higher category meeting or catering package, or one complimentary guest room for every ten guest rooms booked. ALL and Accor Plus members will delight in the double rewards points on qualifying events.

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Singapore Tourism Board’s latest global campaign positions the republic as the “World’s Best Mice City”. Business events held in Singapore can draw on a $300 million Tourism Development Fund first announced by the Ministry of Trade and Industry in March 2024, aimed at helping to develop and market new products and experiences and supporting local businesses in developing new intellectual properties. To further attract MICE event organisers, STB has revamped the Singapore MICE Advantage Programme (SMAP), featuring a refreshed set of privileges, including discounts from new lifestyle and retail partners, Mandai Wildlife Group and Design Orchard. Privileges with existing partners have also been expanded to include shopping vouchers and free experiences, including F&B.

What support services (such as travel advisories and assistance) are being provided to business travellers to help them navigate the post-pandemic landscape?

As safety has become of utmost importance post-pandemic, the FCM Platform provides real-time alerts and notifications, safe booking technology, traveller tracking dashboards, the ability to integrate with third-party risk providers and a team of dedicated experts who ensure that travellers are supported 24/7.

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What trends do you foresee in the future of business travel in the Asia Pacific region?

Technology is rapidly changing the future of business travel. In business travel, the emphasis is on Ethical AI, rather than just AI, to ensure that we uphold our obligations and protect travellers’ data while maintaining a human-centric approach. FCM has established an “AI Centre of Excellence” to enrich customer experiences, boost employee productivity and more. Our team of experts ensures that the AI deployed in our business is done so correctly and ethically, with the complete customer experience in focus.

There is a trend in the evolution of the ‘travel consultants of the future’. While the importance of AI in customer-facing technology is widely recognsed, the focus on agent-facing technology is often overlooked. The pandemic underscored the heavy reliance on people, particularly in people-led industries like TMCs, making it increasingly relevant to optimise the way travel agents interact with customers. I believe that the integration of AI into the consultant-facing workspace without compromising on high-quality service will be a primary goal for all TMCs in the years ahead.

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In an ever-changing business travel world, we must be able to adapt to the evolving needs of the industry while remaining steadfast in our commitment to serve and drive value to our clients. In doing so, we want to ensure our customers are always maximising their potential, especially with the continued emergence of NDC hence having the right tools in place is important.

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The post Courtney van Schalkwyk of FCM Travel Asia Talks Changing Business Travel Landscapes first appeared on The Art of Business Travel.

The recent launch of the Business Jet & Commercial Flight Wing-to-Wing Transfer Service in Hong Kong, a new service that allows passengers arriving on commercial flights to directly transfer to business jets, and visa versa, under the escort of staff from HKBAC within the airside area, further bolsters the rise of business jet travel in Hong Kong specifically and Asia-Pacific as a whole, during and since the pandemic. We talk with Dassault Aviation executive Carlos Brana on the new service, the region’s business aviation growth trajectory, and how sustainability is in the minds of business jet manufacturers.

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The Airport Authority Hong Kong and Hong Kong Business Aviation Center recently launched the Business Jet & Commercial Flight Wing-to-Wing Transfer Service. What impact do you think this will have on the growth of business travel in the Asia-Pacific region and specifically for Hong Kong?

This initiative will streamline connections, boost efficiency for business travellers, and strengthen Hong Kong’s position as a major aviation hub. We believe this programme will contribute significantly to the growth of business aviation in the region.

Can you give us an overview of the new Falcon 6X and what sets it apart from other business jets in its class?

The Falcon 6X has the largest cabin cross-section of any purpose-built business jet on the market. The space provides exceptional freedom of movement and a superior environment for work or relaxation on long journeys.

Dassault Aviation is the only business jet manufacturer that also manufactures fighter jets. Many advanced technologies developed for the Rafale fighters have been brought to the Falcons. One example will be the Digital Flight Control System (DFCS), which ensures precise handling and total safety in the manoeuvres of the aircraft. Another example is FalconEye, Dassault’s award-winning combined vision system to provide the flight crew with unprecedented awareness in all weather conditions, day or night. FalconEye (below) is the only Heads-Up Display that blends synthetic database-driven terrain imaging and real-world thermal and low-light camera images into a single view.

What are the key design features and technological advancements of the Falcon 6X that make it unique?

Besides its award-winning cabin interior design, the Falcon 6X incorporates many features to elevate cabin comfort. The cabin is well-lit with 30 extra-large windows and an industry-first skylight to allow plenty of natural sunlight in. The 6X is one of the quietest cabins in the sky, with internal noise levels of less than 50 dB. To offer further protection against airborne viruses, hospital-grade HEPA filters are used to filter and continuously refresh the cabin air. When cruising at 41,000 feet, “Cabin altitude” pressurisation is kept at a relatively comfortable 3,950 feet.

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For safety and ease of operation, Dassault’s Digital Flight Control System synchronises control inputs along the aircraft’s three axes, improving yaw stability, and roll and pitch damping. On autopilot, the DFCS continuously works to improve the control response during turbulence, which improves passenger and crew comfort.

How does the Falcon 6X enhance passenger comfort, and what amenities can travellers expect onboard?

The Falcon 6X features four customisable lounge areas. It can be done in multiple layouts, depending on the needs of the buyer – from a bedroom to a dining room, a conference room to an entertainment room.

How do business jets like the Falcon 6X help time-poor business travellers maximise their productivity and efficiency?

Business jet travellers get to use a separate terminal or space when flying from a commercial airport, saving them the time queuing up at check-in counters, immigration and customs clearance. If a smaller airport is available and nearer to the destination they are travelling to, the flexibility of the airplane, and its ability to land on short runways, will also save them time. Onboard a business jet like the Falcon 6X, the spacious cabin transforms into a flying office, allowing work to be completed seamlessly with high-speed internet connections. Reduced fatigue from a more relaxing journey also ensures travellers arrive refreshed and ready to hit the ground running. On-demand scheduling provides flexibility to manage busy itineraries, and the private environment allows for confidential business discussions.

In essence, the Falcon 6X becomes an extension of the office, turning travel time into productive work time. The whole point of having a business jet is to be able to travel on demand and not be bound by the flight schedules of airlines. For example, if a business executive needs to travel from Hong Kong to Dubai for a meeting in the afternoon and then off to London for a business dinner in the evening, it can only be done with a business jet.

READ: A Step-by-Step Plan For Achieving Duty Of Care

How has the demand for business jet travel in the Asia Pacific region evolved in recent years?

The Asia Pacific region has witnessed a significant resurgence in business jet travel recently, particularly in Southeast Asia. This growth is attributed to several factors. First, booming economies are creating a larger pool of entrepreneurs seeking private travel options. Second, expanding trade within the region necessitates efficient and time-sensitive travel solutions. Finally, a shift in travel preferences among business leaders prioritises the time-saving benefits and privacy that business jets offer.

What impact has the COVID-19 pandemic had on business jet travel in Asia Pacific, and how is the market recovering?

The pandemic did affect business jet travel but not as greatly as commercial airlines. When border restrictions were slowly easing, airliners remained grounded as the routes were slowly resumed. However, business jets were already up and running. Business executives had to travel and the demand for business jet travel was booming. Everyone thought that the resumption of airline routes would lead to a fall in demand for business jet travel but that wasn’t the case. When someone gets exposed to travelling on a business jet, it will be hard to go back to travelling commercially. The time-savings, efficiency, privacy and extra safety, including reduced touchpoints (there are less than 20 touchpoints when you fly private as opposed to more than 700 onboard a commercial flight) are highly valued by business travellers.

The total number of business jet flights departing from Asia-Pacific was 43% higher in Q3 2023 as compared to Q3 2019. Similarly, there was a 22% increase in flights departing from the region in October 2022 – September 2023 compared to October 2021 – September 2022, with a notable 16% surge in Q3 2023 over Q3 2022. This means that business aviation has not only surpassed pre-COVID levels but there is continuing growth in the market.

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Which countries in the Asia Pacific region are experiencing the most significant growth in business jet travel?

Singapore has continued to be a popular destination for business jets with roughly 4,900 flights in the past 12 months. India is a rapidly growing market with a consistent uptick in business jet travel, more specifically Mumbai.

What specific preferences and needs do business jet customers in Asia Pacific have compared to other regions?

We do see a trend in Asia Pacific for larger and longer-range jets like the Falcon 6X. As more businesses in the region expand their footprint globally, business executives will require a time-saving tool to get them to where their businesses are.

How is Dassault adapting its strategy to cater to the growing demand for business jets in the Asia Pacific market?

Other than designing our future products like the Falcon 10X (above), due to enter into service in 2027, to cater to the needs of our customers, we have also expanded our support capabilities to our customers in this region. ExecuJet MRO Services, a Dassault Aviation company, has recently moved to a new and larger facility in Subang, Kuala Lumpur. The new facility increases our capabilities and caters to the growing demand in the region.

READ: A Guide to Self-Care When Travelling for Business

Can you discuss the customisation options available for business jets to cater to the specific needs of corporate travellers?

For Dassault, the customisations are endless. When you buy a Falcon, your customisation journey starts at either one of our Dassault Customer Experience centres in Paris-Le Bourget, France or Teterboro, New Jersey near New York. The customisations include the interior layout, and the interior materials, which include the world’s finest leathers and woods.

If you’re using a jet a lot for business, a conducive workspace and fast internet connection are crucial for video conferences and streaming on board. The whole point of customisation is to build the business jet like an extension of its users’ lifestyle.

What future innovations can we expect from Dassault in the business aviation sector?

The Falcon 10X, entering into service in 2027, will be the largest purpose-built business jet in the market. The 10X will also be equipped with one throttle, called Smart Throttle, to control both engines, while the cockpit will be equipped with dual HUDs as sole means of flying.

In addition, aviation is under the spotlight for its carbon emissions and Dassault Aviation has made it a point to focus on sustainability.

READ: China Airlines Adds Seattle to North American Network

From your perspective as an executive at Dassault, what excites you most about the future of business jet travel?

Business aviation is at the forefront of sustainability within the aviation industry. The spotlight is on us to push for carbon neutrality faster than the rest of the industry. At Dassault Aviation, we firmly believe that business aviation must lead the way in decarbonising the aviation industry. Dassault Aviation has also developed a tool to optimise flight routes called FalconWays. We are exploring several technologies, including Sustainable Aviation Fuels (SAF), which look very promising: our Falcon jets can already fly with fuel containing 50% SAF and the Falcon 10X will be 100% sustainable aviation fuel compatible from day one. With the heavy focus on carbon emissions, we will see more fuel-efficient and 100% SAF compatible aircraft taking to the skies and more business jet operators and owners will opt for SAF refuelling wherever possible.

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The post The Future of Business Aviation in Asia-Pacific first appeared on The Art of Business Travel.

NYC Based creative director Edmond Huot shares his thoughts and experiences of the behind-the-scenes world of airline livery design

As founding partner and chief creative officer of the Forward Group and its PR  and design division, Forward Studio, Edmond Huot leads global branding projects, with a focus in the airline and transportation space. Edmond and his team were asked to develop a comprehensive naming and branding solution for a planned low-cost start-up airline, Northern Pacific Airways, which involved the conception, design and production of the airline’s livery. We spoke with Edmond about the world of livery design to learn more about what a livery means and why it matters to both the airline and the traveling public.

From your perspective, what are airline liveries and why do they matter to people today?

Firstly, I would define a livery as a distinctive design or insignia that signifies ownership or affiliation, typically seen on vehicles or uniforms. It often incorporates heraldic elements related to the person or organisation it represents. Of course, in my opinion these markings or decals (as some people commonly refer to them as) are much more than tactical identifiers.

From the sweeping graphical striping and bold lettermarks to the striking colour and arresting iconography, liveries have endured as brand expressions that excite, celebrate, provoke and surprise. I believe that there is a bit of an escapist dreamer in all of us looking to be charmed and touched by something with greater meaning and purpose. Great livery design carefully balances the many considerations between commerce and art in order to deliver that indelible moment travellers secretly yearn for.

The work of airliner liveries first and foremost must serve a commercial purpose, as airlines look for ways to build and sustain customer awareness and affinity. Whether on the tarmac or in the sky above, the choices made by airlines in terms of where, how and why designs are produced are exacting and calculated.

Beyond the economics of executing on a specific livery, there are other, perhaps greater considerations that factor into a more artful point of view, adding a level of distinctiveness to the overall expression. I believe that good design considers and marries both art and tactics together, so that both my client – the airline, and the travelling public is pleased.

Help us understand how a liver designer approaches the challenge of applying a respective livery program onto an aircraft?

I would say that unlike traditional graphic design where the applied medium is on a digital screen or piece of paper, livery design demands a greater understanding and nuanced view of an aircraft’s particular concave shape and rounded surface. For me, being an aviation geek with deep knowledge and love for airliners, affords me the added benefit of knowing what particular parts or views of the plane best showcase certain design elements of an airline’s respective livery.

From the ground, looking up at a jet’s nose, there is a particular ‘hero shot’ vantage point where line motifs and colour blocking really shine. Of course, the side view of an aircraft invites a design solution that should play up the sweeping length of the plane’s body. Often graphic application from the front side to the back tail builds in directional play with the rear fuselage and tail being fully enveloped in a sort of expressive crescendo. I want the eye to naturally follow these markings in ways that compliment the specific shape and size of the aircraft.

Letterforms, which feature the airline’s name, have become popular targets for what I call the euro-white design trend. Here, the full body of the aircraft is white (which as a colour choice from a paint perspective mitigates inflight drag and friction) while the letterforms are exaggerated in size, affording the airline maximum legibility and awareness by travellers on the ground as well as in the air. Personally, I find this trend rather garish, overdone and heavy-handed, which ultimately results in a sea of sameness, as many different airline designs begin to look the same.

What are travellers today responding to when it comes to airline liveries?

I believe that, despite the mass democratisation of air travel, where the experience of flying can feel somewhat commodified and ubiquitous, travellers still hold near and dear to their hearts unexpected moments to be surprised. My mission as a creative who loves all-things-airliners is to look for ways to re-excite people with visual nuggets of inspired nostalgia and modern-day charm.

My work on Northern Pacific Airways was driven, in part, by the by-gone era of designers in the 50s and 60s like Saul Bass who gave us Continental’s jet stream logo or Alexander Girard, hired with Emilio Pucci to redesign every aspect of the iconic Braniff Airways livery.

With a deep strategic understanding of Northern Pacific’s business goals and target customer (both in Asia and in Alaska), I introduced and layered an additional style quotient as evidenced by the use of elegant and streamlined line motifs on the plane’s tail and clean, measured typography on its fuselage. I kept the colour story simple, working primarily with three colours: white, black and soft grey.

Despite the fact that Northern Pacific Airways is a low-cost carrier, I wanted to surprise passengers with a painted plane that looked sexy and esteemed rather than follow the typical design approach where airlines used ‘whacky’ colours and loud oversized type. Value doesn’t have to sacrifice reverence.

What goes into the actual symbols and icons that travellers see on the plane’s tail and fuselage?

The post Airline Branding’s Moving Story first appeared on The Art of Business Travel.

The Opinium survey of 2,000 business travellers in Australia, Canada, the United States and the United Kingdom, commissioned by global travel risk management organisation World Travel Protection, found women are more likely to take measures to protect their safety during business travel, including not going out on their own at night (31%) and staying in close touch with family and friends (46%). One in ten women surveyed had experienced a negative incident, ranging from minor theft to assault and, for Australia specifically, more than double the number of women versus men do not like travelling to countries where women’s rights aren’t protected (39% vs. 15%).

Almost one in five (19%) women business travellers also feel their organisation should act with women’s safety in mind when they are travelling alone, for example ensuring that flights do not arrive late at night.

Interestingly, in their hotel or accommodation, both men and women take extra steps to protect their security, for instance placing a chair or obstacle against the hotel door to deter a potential intruder (16% both men and women), and using room service so they don’t have to eat in a restaurant on their own (17% both men and women). Moreover, one in five women business travellers (21%) prefer to stay in hotels that make provision for solo women travellers and a similar proportion (19%) wear a wedding ring (real or fake) to avoid unwanted attention.

“It’s important to note that, compared to men, women often have different safety considerations to think about when travelling for work,” says Kate Fitzpatrick, Regional Security Director, EMEA at World Travel Protection. “The risk will generally increase in countries with less equality. It’s essential, therefore, that women have a full understanding of the cultural norms in their destinations from what to wear to how they act, for example perhaps avoiding alcohol in public. We often undertake specific risk assessments for women business travellers to make sure their safety and security is the highest priority.”

“As well as safety considerations, women business travellers may face gender bias in some cultures where it’s not the norm to have women in senior roles. I’ve personally experienced sexism and push-back because of my gender,” says Fitzpatrick. “People are surprised to meet a woman Director of Security, and whether it is a police chief in South America or a site risk inspection in West Africa, I regularly have to detail my past work in security and government law enforcement to give me credibility, something which my men colleagues never have to do.”

World Travel Protection educates and trains businesses to mitigate exposure to inherent risks associated with travelling abroad, for all staff, whatever their gender. The organisation also provides 24-hour medical, travel and security emergency assistance including medical case management, evacuation and repatriation, together with providing access to virtual care services (telehealth) and security intelligence.

The Opinium online survey was conducted with 2,001 people, who travel for business at least once a year in the UK, Australia, the US and Canada, from 23 January to 2 February 2023

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The post Business Travel Less Safe for Women Survey Finds first appeared on The Art of Business Travel.

What drew you to airport terminal design?

My first experience was while working for a small architectural practice during my university summer break; we worked on a 50-year master plan for Birmingham Airport in the United Kingdom. During that period I quickly became hooked. I think what fascinated me was the complexity of terminals as a building type – I like problem solving.

What are the best and worst airports in Asia from a design perspective?

I’m a positive kind of person so I’ll just dwell on the best. I definitely think there is a correlation between airports that are well thought out and those that consistently top traveller polls for ‘best airports’. Changi mostly gets things right; certainly from an experience and product point of view. The design is internally focused with the building architecture being secondary and relatively modest. This suggests that they understand how people experience terminals. From an architecture and planning perspective, Hong Kong Terminal 1 was the next iteration after Stansted Airport in the UK (one of my hero airports). You can see the DNA of Stansted in places and things that have been improved upon.

What’s missing from today’s airports and how can we make them more endearing spaces for travellers?

Probably what is lacking is choice. It’s evident that people’s needs and expectations are changing as they exert more control over their journey; they want different things than they did even 5-10 years ago. Airport retail is still a key revenue stream but recent figures suggest it is in decline relative to F&B. Passengers are now looking for alternatives to shopping; they’re looking for things to do or experience. That could be a stimulating experience in a bustling, vibrant retail and dining zone or a relaxed experience in a rest area, library or gallery.

Size and scale can also be an issue. Larger terminals can feel uncomfortable and intimidating, so we need to think of introducing intimate, human scale spaces. As the traveller demographic changes we need to further explore how we accommodate an ageing population, their needs, and services we need to offer them.

Finally, I think the industry can still do more to cater for families – a play area isn’t the only solution!

How much does design actually affect the traveller’s experience at an airport?

Design affects the traveller’s experience completely. Bad design can result in poor way finding, lengthy queues at security, accessibility issues for the elderly and so on. Conversely, good design can improve on these things. Feeling at ease, experiencing natural light or a view, enjoyment and engagement with the building and the activities on offer can all be achieved with good design. Our design philosophy concentrates on context, function, aspiration and beauty.

You’re a member of an international panel reviewing standout airport projects globally – what are some of the success cases and where does Asia stand in the rankings?

If you look at the Skytrax awards for 2016, 4 out the 5 top ranked international airports are located in Asia so I would say Asia is doing very well. Look out for the next major projects at Hong Kong (Third Runway Concourse) and Changi (T4 and T5). I expect these will demonstrate a step change in terminal design, product and experience. Better, faster and with greater amenity.

You’re a believer in ‘maximizing value’ in modern airports; does that mean turning them into malls with airplanes?

That’s a simplistic way of looking at value – yes, maximizing commercial value of retail is important but there are other categories of value that we explore too; cultural, environmental and brand for instance. What we mean by ‘maximising value’ is that we strive to extract every possible opportunity from a project ensuring that our clients and their customer and stakeholders get the best possible outcome.

How responsive are governments and airport authorities to innovations in design?

It’s mixed and depends on the individual circumstances of the airport. Many really appreciate and understand the value of good design and what it can achieve; some don’t focus so heavily on pushing innovation. Some have a view that good design costs a lot of money but many have found that investing in great design from the outset actually saves money both through the design process and through operations.

What kinds of services and amenities are missing from many airports?

I think there is room for more diversity and I also think more could be done to deal with different passenger groups appropriately at key processing points such as security or immigration. I’m thinking assistance lanes, family lanes and other segments needing specialised services. As technology becomes more embedded and takes over from people doing the standard check-in processes I think staff will be re-assigned to customer service/hosting roles, creating the opportunity to give these groups and others a more personal level of assistance.

How can airports benefit from urban design and city planning?

I’ve been talking at airport real estate conferences recently about how airport precincts can be designed to be more attractive to high value commercial tenants. The premise is that if you utilise the same key urban design tools that we use when planning cities you will stand a better chance of creating a meaningful ‘place’ to which potential tenants can attract talent. That place needs to be well connected and diverse in what it offers.

The aviation industry is often a target for its carbon footprint; how important are sustainability aspects for airport design?

With terminal building design there are multiple opportunities to investigate innovative sustainable solutions. For example, daylighting (reduced reliance on artificial light), photovoltaics, grey water recycling, and tri generation to name just a few. Unfortunately, here in Australia, there is a high reliance on car travel and subsequently parking is a major revenue source for airports. It is also a source of pollution. Better and more diverse public transport options are a great means of reducing pollution and also make sense for airports wanting to ensure passengers have greater choice and control of a stress free journey from their home, to and through the airport and onto the plane.

The post The Interview: Terminal Junction first appeared on The Art of Business Travel.

Many of our readers could be forgiven for having not heard of Air Astana, despite it being one of the most 20 most profitable airlines in the world. To what can you attribute the airline’s resounding success in just 14 short years? 

A very stable management team which has always prioritised close attention to the detail of operational efficiency, service delivery and cost control.

Previously you’ve worked with major carriers like Cathay Pacific. What’s one golden rule you’ve taken from that experience and employed at Air Astana? 

Cathay Pacific’s selection and management of its people, with particular attention to training and development and the maintenance of high morale, at all levels, has been essential to its success and we have followed those lessons at Air Astana.

What are the biggest challenges to operating an airline in Central Asia? 

The regulatory framework is weak, and many airports suffer from under-investment and poor management. There are few quality service providers so we have to in-source almost core activities.

The airline has developed with an independent management structure, in a departure from many Central Asian and Russian carriers. Do you still consider Air Astana to be Kazakhstan’s national carrier?

Yes. We are proud to represent Kazakhstan globally. The shareholding structure and nationality of managers is irrelevant to that.

Where is Air Astana seeing its largest growth? How much of that is a developing domestic market?

The domestic market is flat at the moment – in fact it is shrinking – due to currency and commodity price weakness. However we are increasingly a network carrier and because of our efficient unit cost base, high quality product and good location, we are able to profitably develop new and hopefully sustainable 6th freedom traffic flows.

You’ve made orders for new aircraft, including 787s – what impact with those make on your operations and network? 

The 787s will allow us to efficiently develop more longer haul routes to serve our growing network traffic demand.

Air Astana flies to a growing number of long-haul destinations, including 15 cities in Asia, the Middle East and Europe – what’s the airline’s growth game plan? 

We don’t have aspirations to copy any particular airline and we are not high-growth junkies. We expect to continue to adopt the lessons of strong airlines like Emirates, Singapore and Cathay, but to grow at our own measured pace.

Based on your many accolades and our own experience on-board, service has been at the forefront of Air Astana’s offering, earning it the coveted position of a Skytrax 4 star airline. Are these service levels inherent to Kazakhstan or is that a deliberate push by the airline?

The CIS pre-independence was not known for its high standards of service – that’s rather an understatement – so we have had to pretty much start from scratch in that area. The good news has been that Kazakhs are a naturally very warm and welcoming people, so service comes quite naturally to them.

What does Air Astana offer business travellers from Asia, both in terms of getting to and from Central Asia and in terms of transiting through Kazakhstan and on to other destinations on your network. What aspects of this offering needs work? 

High quality service and reliability, with one of the best punctuality records of any airline in the world, and a growing network of flights to many previously inaccessible countries and cities. Transit facilities at Astana airport are improving and the increasing number of international chain hotels make Kazakhstan an attractive stopover option. Almaty in particular is a beautiful city, full of culture, entertainment and lively places to visit and see and set against the magnificent backdrop of the Tien Shan mountains. Most people don’t need visas and it is well worth a short stopover en route to elsewhere (read more about our experiences flying Air Astana here and here).

Does Air Astana have alliance aspirations? 

Not at this point. We prefer to work with many airlines from different alliances and not to limit our options.

For more info on Air Astana go to https://airastana.com

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The post The Interview: Peter Foster, Air Astana first appeared on The Art of Business Travel.

You’re a seasoned hotelier, having worked with major hotel brands like Minor, the Stein Group and Hyatt over the past 28 years; why the move into design?

The hospitality industry remains fascinating to me. It is ever evolving and in recent years the guest is finally in the driver’s seat. Tripadvisor, OTAs and social media have created a new modality for the industry. With the upcoming mergers of Marriott and Starwood, and Accor and Fairmont we will see another round of consolidation and these mega brands will have to focus even more on their core business, namely marketing their brands and leveraging their loyalty programs. In this new environment I believe that architecture and design firms will be asked to become solutions providers. In this space we will do well, especially given our association with technology companies through our shareholders.

Has design always been an interest?

I have always had a passion for design. I have also seen the effect good design has on the bottom line of a hotel. Well-designed restaurant spaces induce spending and social interaction. The rewards in the hotel industry are immediate and clients react instantly.

What do you think is missing from the hotel scene in Asia Pacific?

Speaking as a former hotelier, Asia Pacific has always been the holy grail of hospitality service. The expectations of service in Asia are so much higher than elsewhere in the world, so when this isn’t delivered, the negative feedback and reactions can be very harsh. From a product standpoint, I believe Asia could still benefit from well conceptualized destination resorts with a more comprehensive offering to the regional Asian traveller. We see many brands trying to use older models and force the ‘new’ Asian traveller to use these.

How do hotel designers meet the needs of their many different clients?

At Blink Design Group, we take a ‘concierge style’ approach to the needs of the client. We spend extensive time listening and understanding the underlying desires and needs, whilst at the same time ensuring that both parties are completely aligned in the understanding of the hotel concept as it develops. This is where my hospitality background comes in. I can assist a client early in the process to provide advice on potential cost issues, and on pragmatic approaches to the number of restaurants and spa facilities.

“New versions of AirBnB will emerge and hybrids will require design features. Just as 5 years ago we wouldn’t have dreamt of getting into a stranger’s car, AirBnB is now part of our lives and the biggest disruptor in hospitality.”

What defines a ‘business hotel’ and how have you seen that change during your career?

I would suggest that the ‘business hotel’ has been the biggest benefactor of the growth in the use of technology. It is becoming a lot easier as a business traveller to ‘interact’ with the hotel, although the need to sign those registration forms at check in still baffles me. As designers, we focus on the ‘business room’ where the desk is slowly disappearing, the bathroom is reinvented with better showers and great closet designs and, with the exception of the toilet stall, moves towards a much freer integration with the rest of the room. Because of social media’s online relationships, we find that the public areas are becoming ‘nesting areas’. People meet in smaller nooks and corners so the ‘open plan’ restaurants are no longer needed. Developers and owners also respond well to our focus on creating revenue-generating areas in lobbies and arrival foyers.

How are the expectations of busy business travellers changing? Are we seeing the death of the chain hotel?

Quick, relevant and personal service will win. Business travellers are becoming thick skinned and see through the ‘courtesy call from a sales manager’. Pay attention to my needs, get me my key (or let me proximity-wave my mobile phone at the door lock), have the best mattress, linens, blackout, wifi and shower and I’m happy. If I can leave the hotel without checking out (you have my credit card anyway) even better…I will be back.

Many people claim hotels are designed by people who don’t stay in them, creating impossible to reach power points, intricate lighting that’s hard to turn off, and a lack of privacy even among married couples. How do you respond to that and what are you pet hates when staying at a hotel?

We focus a disproportionate amount of energy on exactly these details, especially basics like enclosed toilet stalls, good lighting for makeup, full length mirrors, black out curtains which actually black out, reading lights which don’t disturb your partner, luggage benches which do fit a suitcase, and air conditioning vents directed away from the head of the bed.

In your opinion, which hotel brand does hotel design the best at the moment?

Of the bigger brands, Four Seasons does a very good job at working with the firms to get the best products. In the resort space, Six Senses and Alila are both creating beautiful resorts at the moment.

How important is sustainability and green technology in today’s hotel design and how can we as travellers be green without losing our creature comforts?

Sustainability is becoming increasingly important and more and more travellers are now selecting hotels based on the property’s policies and training in this area. I believe more importantly, that sustainable infrastructure is the way to go. The bigger equipment manufacturers have a stated desire to comply with CSR and CO2 emission issues, but have found it difficult to get into the hospitality area due to the diverse nature of the industry. Hotel developers embracing this ‘clean tech’ model can now save substantial costs in the development phases and reap benefits for the operation long term.

An additional focus today is to ensure that the project has a positive social economic impact on the population affected by the development. For too many years, hospitality developers would acquire a beautiful beach site, displace the fishing village, with a vague promise of creating employment in the hotel. This would result in the lowest jobs being given to these past land owners and them ending up in dead-end employment. Today, the focus is for monetary contributions from the infrastructure providers to go to the development of commerce instead, and for the communities to benefit over the life of the project.

“It is becoming a lot easier as a business traveller to ‘interact’ with the hotel, although the need to sign those registration forms at check in still baffles me.”

How do hotel designers balance the need for timeless design with the demands of owners?

Timelessness in design is a unique combination of form and feature and material selection.  Good quality materials have the ability to improve over time and through use. Think leather gentleman’s club chairs and brass ironmongery. Hence cost is closely related to timelessness and sometimes substituting a fabric and marble can immediately change this balance.

What are three trends business travellers will begin to see in the hotels of the future?

We will see work/stay combinations. Work spaces below and guest rooms above. Companies entering new markets will gravitate towards this model. New versions of AirBnB will emerge and hybrids will require design features. Just as 5 years ago we wouldn’t have dreamt of getting into a stranger’s car, AirBnB is now part of our lives and the biggest disruptor in hospitality. The big brands are grabbling with how to counter this affront. Watch this space!

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The post The Interview: Eye for Design first appeared on The Art of Business Travel.

How important are business travellers to Jet Airways?

Jet Airways has established itself as India’s premier international carrier. Business travellers form a critical segment of the air travel market. Their travel patterns and needs are far different. It represents a high value opportunity for airlines in a highly competitive environment. With increasing business and investments into India, this segment is witnessing strong growth.

The robust Jet Airways network, with convenient connections between key international destinations and Indian business centers, backed by our focus on service excellence and on-time performance, has made Jet Airways an automatic first choice for business travellers. The Jet Airways product bouquet on board has one of the best designed seats, delectable inflight cuisines and a wide selection of entertainment options.

Which destinations in India are you seeing growth among business travellers?

Over the last decade India has consistently been on the economic growth path. Today it is one of the fastest growing economies in the world. This has resulted in new growth opportunities for global and local business communities. While the early growth was witnessed in the metro cities, today several new emerging cities have joined the ranks. The top destinations on business travellers in India are Mumbai, New Delhi, Bengaluru, Hyderabad, Chennai, Pune and Ahmedabad.

Jet Airways Boeing 777-300ER

What is the airline doing to gain a greater share of this competitive market?

Our focus is to differentiate our product and service. Jet Airways has been growing the business traveller segment on the strength of reliability of its overall proposition targeted at the seasoned business traveler. Our on-time performance has also been a key to guest satisfaction. We make every effort across all our customer touch points to ensure that the Jet Airways experience remains refreshing each time a guest flies with us.

The needs, aspirations and demographics of a business traveller is fast changing and the key is to remain relevant and contemporary especially in the way technology is leveraged to manage travel. This is aptly demonstrated in the recent launch of newly refurbished website Jetairways.com and launch of the mobile app for smart phones and other hand-held devices. While business travellers are increasingly going global, we are keeping step to cater to their requirements. For instance we provide information on our website in several languages with the option to transact in local currencies.

You grew up in India; how have you seen the destination change in terms of in-bound travel?  

India is a much sought after destination both for business and leisure travellers. From a business perspective, there seems to a renewed focus and aspiration. Several new initiatives such as “Make in India” have been unveiled to harness the unique demographics of a young and educated population. This, coupled with ongoing infrastructure development, is attracting the attention of global business. In-bound business travel to India has started moving onwards from conventional big metro cities to emerging cities with state governments announcing incentives to attract foreign investments.

Jet Airways’ Premiere class offers an office in the sky

Is Jetairways an Indian airline or an airline based in India but with its eyes further afield?

We take great pride in being an Indian carrier that connects India to the world. As a customer-focused airline, Jet Airways constantly endeavors to offer guests the best travel options on our domestic and international sectors. Jet Airways’ own network, combined with our strategic and codeshare partners, provides guests direct and connecting options through our primary hubs in Delhi and Mumbai and gateway points Abu Dhabi, Brussels, London Heathrow and Paris Charles De Gaulle. We offer our guests a strong proposition for seamless travel with world class in-flight service on board our state-of-the-art aircraft and matchless frequent flyer benefits for our JetPrivilege Members. For Jet Airways, this means the potential for continued growth in markets with strong demand characteristics and preference for Indian hospitality.

What are greatest challenges you face in developing the Asia market for the airline?

Air travel market in Asia is long sustaining and expected to grow exponentially. The challenge in such an environment is to remain relevant and to explore new opportunities to develop the market further. The market structure does have a strong element of price sensitivity and in this regard keeping the cost low without compromising on Jet Airways’ brand promise of product and service excellence will be the way forward to compete and grow effectively.

How are the expectations of business travelers changing?

Multiple flight options for travel flexibility is important to today’s business traveller. Access to the quiet comfort of a well-appointed airport lounge to optimize their time while on ground is another key differentiator. On board, the comfort of a flat-bed, access to communication and entertainment options and choice of cuisine are important aspects that a business traveller looks forward to. Business travellers seek convenient flight schedules and a comfortable experience so that they arrive refreshed at the destination.

Jet Airways has kept pace with the changing requirements of the business traveller and has emerged as an airline of choice for this segment. Moreover, Jet Airways’ award winning frequent flyer programme – JetPrivilege provides a true value add with a wide range of added benefits it offers to the frequent traveller.

Lie-flat beds in Premiere class

Do business travelers from Asia and the Sub Continent have different expectations? 

Business travellers the world over have similar expectations. In Asia and the sub-continent, business travelers tend to value personal interface at service touch points.

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