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  • The Rise of AI-Powered Travel Attacks

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    Source: Adobe Stock / Digilife

    AI seems to be everywhere these days, and use of the
    technology to up the game on travel scams to make them more convincing and
    harder to detect is no exception. 

    Travel managers need to be aware of when their business travelers
    can be most vulnerable and educate them on what to look out for, because
    “corporate travel managers play a critical role in protecting the
    traveler,” World Travel Protection regional security director of the
    Americas Frank Harrison told BTN.

    “AI is no longer just targeting computer systems. It’s
    now being used to manipulate and directly target people,” Harrison said.
    “It’s a major shift in travel risk.”

    Business travelers are particularly vulnerable when they are
    in urgent or stressful situations, such as when an airport closes or flights
    are canceled. Deep fakes can include voice and video manipulation, “and
    they’re used to mimic real customer service agents, colleagues or even senior
    executives,” Harrison said. “AI-driven scams are effective because if
    you tap into the psychology, it triggers authority, urgency and fear of
    loss.”

    Signs of Trouble

    Business travelers should be aware of the following common scamming methods that artificial intelligence has made both easier to execute and more believable to travelers who aren’t trained to watch out. 

    • Deep Fakes: Messages that push a sense of fear or urgency to
      induce an action, even from “people” the traveler knows. These may also include unusual requests and methods for payment or cash transfers.
    • “Mirror” Websites: It’s easy to create a website with AI that looks and behaves similarly to known travel supplier sites. Compliance to using a dedicated corporate booking tool can sidestep this risk. 
    • Scam Agencies: Travelers should know their normal corporate travel processes and partners. Requests from a “travel agent” to move a call or
      interaction to an unfamiliar platform is a red flag. Even a request to update a payment method could be questionable.

    Say a scammer knows a business traveler is going from
    Washington, DC, to Doha to Southeast Asia, he said. The flight just landed in
    Doha, and the traveler receives a message saying their connecting flight has
    been changed. The scammer says, “you need to book your seat now,” and
    there’s potentially a bit of a language barrier, Harrison added, so it’s hard
    to spot that subtle inconsistency. “The next thing you know, you think
    you’re booking your seat on the next leg aircraft, and you’ve just been
    scammed.”

    Another example: Most people haven’t received a message from
    their boss saying, “Hey, I lost my credit cards. Can you forward me some
    money?” Harrison explained, noting that the average person would question
    that. “But if you’re in a smaller mom-and-pop type of environment, or you
    get a panic call from somebody you’re close to, you’re probably going to act on
    it because [you think] they need help.” 

    Harrison relayed a circumstance recently where an organization
    he works with that focuses on cyber threats took a screen shot and voice clip
    from an interview he did two years ago and created a 25-second video of
    Harrison talking about travel risk management. “That was very convincing,
    and it sounded better than I do now,” he said. 

    There also are virtual kidnappings, Harrison said. Say an
    executive is going on a business trip, and after they are dropped off at the
    airport, their family gets a phone call from the executive saying they’ve been
    kidnapped, and they need to transfer money to a specific account or the
    executive will be harmed. The family wires the money. But the executive has
    been on their flight, and when they land, contacts the family to let them know
    they’ve arrived. 


    “AI is no longer just targeting computer systems. It’s now being used to manipulate and directly target people. It’s a major shift in travel risk.”

    World Travel Protection’s Frank Harrison


    “The family is like, ‘they released you,’ and the
    person goes, ‘what are you talking about?’ ” Harrison said, adding that these
    scammers like to use offshore Bitcoin accounts so its untraceable. “It’s
    becoming very effective, very elaborate. We now have to start training our
    travelers how to identify the risk associated with deep fakes and how to
    respond to them effectively.”

    Travelers more vulnerable are those who may not use a
    corporate booking tool or travel management company and instead decide to do
    their bookings directly with suppliers, but there are fake websites created to
    look like real companies, Harrison said. 

    “You think you’ve just gone into their website to rent
    a car, and you haven’t really paid attention to the logo or the URL, and you
    book a car,” he said. “But the next thing you know, your corporate
    credit card’s been maxed out because you went into a phishing site that grabbed
    your financial details.”

    Harrison said that at least six different events like that
    happened while he was in Denver for the recent Global Business Travel
    Association convention, where “people thought they were in legitimate
    airline pages or legitimate car rental or hotel [sites], made a booking and the
    booking disappears and so does their credit card.”

    Train for the Warning Signs

    The best thing corporate travel managers can do is to look
    at how they’ve structured their travel program, how they’ve integrated and
    interact with their TMC and all of their different vendors, and “reinforce
    to traveling workers and executives that if they see any kind of an
    inconsistency or they see a deviation from that normal travel and booking
    process, that’s a red flag,” Harrison said. 

    It’s essential to maintain and share an approved contact
    list and ensure it’s easily accessible, Harrison said. Also, “whether it’s
    in the travel policy, company app or even wallet cards, regular training helps
    travelers recognize and verify legitimate requests.”

    “As soon as you see an inconsistency, that’s where
    you’ve got to stop, get your travel managers involved, your IT team, and don’t
    go through with whatever it’s prompting you to do because potentially it is an
    attack,” he said.

    Another warning sign is an unusual request for payment
    methods that don’t involve a traveler’s actual corporate credit card, Harrison
    said. “You might get a request that they want you to transfer money to an
    account or they give you a digital number to transfer money into. That’s a red
    flag.”

    Additional signs are if you’re being asked by your TMC for
    your credit card details. “They already have that,” Harrison said. “Or
    you get a call from someone posing as a travel agent or representative of an
    airline, but they want to move the call to another platform or a space you’ve
    never heard of before. You’re being redirected into an environment where they
    have control of you, your device and your information.”

    “If it’s out of the norm, don’t do it,” Harrison
    said.

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  • Executive Travel Launches AI Policy Tool

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    Executive Travel has developed an AI tool to help clients evaluate and drive compliance in their travel policies, the travel management company announced.

    The ETPolicy IQ tool lets companies embed their travel policies into a private AI engine, which then lets employees ask natural-language questions about policy and receive instant answers, according to Executive Travel. The tool also can evaluate components of a travel policy—including booking procedures, approval workflows, preferred suppliers, expense policy and duty of care—and give companies a letter grade for their policy alongside with a report highlighting strengths, weaknesses and actions for improvement.

    The AI system is a “controlled environment” that is “engineered to pass rigorous IT and security reviews” to ensure data security, according to Executive Travel.

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  • GSA Holds 2026 Per Diem, Lodging Allowance Steady

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    The U.S. General Services Administration for fiscal year 2026 will hold its standard allowable per diem rates for federal travelers steady at 2015 levels, the agency announced Friday.

    GSA’s standard lodging rate for the 2026 fiscal year, which begins Oct. 1 and runs through Sept. 30, 2026, is $110, the same as it is in fiscal year 2025. GSA’s standard meals and incidentals allowance for the 2026 fiscal year is $68, likewise unchanged.

    It’s the first time in five years that GSA has not increased the per diem year over year. GSA in a statement said the decision not to raise the per diem reflects “the federal government’s commitment to being a responsible steward of taxpayer dollars,” adding that the steady per diems “are made possible by the reduction from the historically high inflationary pressures seen during the previous administration.”

    “GSA’s decision ensures cost-effective travel reimbursement while supporting the mission-critical mobility of the federal workforce,” GSA office of government-wide policy associate administrator Larry Allen said in a statement.

    The rate, which applies to federal government travelers as well as those traveling on government-contracted business, applies to everywhere in the U.S. not designated as a “non-standard area,” which have per diems higher than the standard rate. GSA for fiscal year 2026 will hold the number of non-standard areas steady from 2025 at 296.

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    cdavis@thebtngroup.com (Chris Davis)

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  • Sonder CFO Hughes to Depart

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    Sonder Holdings CFO Michael Hughes has resigned from his position, effective Aug. 15, the apartment-style accommodations provider announced Thursday.

    Hughes, a longtime hospitality industry financial executive, joined Sonder in January. Interim Sonder CEO Janice Sears will assume CFO duties for the company on an interim basis as well, the company announced. 

    Sears became interim CEO in June upon the resignation of co-founder Francis Davidson. The company in a Thursday statement said it expected to appoint a permanent CEO by the end of 2025, and that it expected that person to be “actively involved” in the search for a new CFO.

    Sonder since March 2024 has delayed filing financial results with the U.S. Securities and Exchange Commission, citing “accounting errors related to the valuation and impairment of operating lease right of use assets and related items” for 2022 and 2023, and has not filed first- or second-quarter results this year. Nasdaq has warned the delays have risked Sonder’s listing, and in a Thursday SEC filing Sonder indicated it expected another such warning concerning its delayed Q1 report. 

    Sonder last week announced it had raised about $24.5 million through the sale of promissory notes, which Sears in a statement said would “help Sonder execute our strategic plan and position the Company for long-term growth and value creation.”

    RELATED: Sonder CEO Davidson Steps Down

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  • AirBooking Connects to Turkish Airlines’ NDC Channel

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    Turkish Airlines has added New Distribution Capability-native distribution platform AirBooking as a partner to its TKConnect distribution channel, AirBooking announced.

    As a partner, AirBooking is able to display Turkish Airlines’ NDC content alongside global distribution system content, and users can manage bookings and ancillaries on a single platform while avoiding Turkish Airline’s $24 surcharge on EDIFACT bookings. That surcharge began last October, when Turkish Airlines launched the TKConnect platform.

    AirRetailer Travel Technology launched the AirBooking platform, which serves travel management companies, corporate booking tools and corporate clients, earlier this year. Besides Turkish Airlines, listed airline partners include British Airways, American Airlines, Singapore Airlines, Qatar Airways and United Airlines, along with Sabre and Amadeus as GDS partners.

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  • Delta Adds Int’l Remote Baggage Screening in Atlanta

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    Delta Air Lines has added international remote baggage screenings to select flights arriving in Atlanta from London Heathrow and Seoul Incheon airports, the carrier announced Wednesday. 

    Delta and Korean Air customers flying from Seoul Incheon to Atlanta and Delta customers flying from London Heathrow to Atlanta and onward to connecting Delta flights no longer need to collect and recheck their bags at U.S. customs due to a new program and collaboration between U.S. Customs and Border Protection and the South Korean and U.K. governments. The benefit also applies to passengers flying from South Korea who start their travel in other cities and connect via Seoul Incheon, according to Korean Air.

    Delta estimates the new process could save customers up to 25 minutes.

    In addition, Delta customers connecting in Atlanta from London Heathrow on select flights will be able to bypass additional Transportation Security Administration screenings and proceed to their connecting gate, saving what the carrier said was up to 45 minutes. This offering will roll out to all flights from Heathrow to Atlanta flights in the coming weeks, according to Delta. This benefit has been available since February for customers traveling from Atlanta and connecting in Heathrow. 

    To qualify for the bypassed screening, Delta customers must be enrolled in Global Entry or use the Mobile Passport Control app.

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  • U.K. Regulator’s Preliminary Finding: Amex GBT-CWT Deal Would ‘Lessen Competition’

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    The merger between American Express Global Business Travel and CWT “has the potential to substantially lessen competition,” the U.K.’s Competition and Markets Authority said in a report of its provisional findings of its investigation of the merger—an assessment with which Amex GBT said it “fundamentally disagrees.”

    In its interim report on the $570 million acquisition of CWT by Amex GBT, the CMA said an independent inquiry group found the deal would lead to less choice and higher prices among large customers, which it defined as having at least $25 million in total transaction volume annually. “We have provisionally found that only a small number of business travel agencies are considered capable of meeting the needs of the largest companies, and this deal could reduce competition and increase costs,” the inquiry group’s chair, Martin Coleman, said in a statement.

    In its own statement, Amex GBT countered that the report “erroneously focused on a narrow segment that makes up a small fraction of business travel spend” and did not take into consideration evolving competition in the market.

    “The CMA has not appreciated the evidence that reflects the breadth of the business travel industry and its dynamic and competitive nature,” Amex GBT chief legal officer and global head of M&A Eric Bock said in a statement. “In recent years, numerous travel management companies have expanded their offerings while other companies have entered the industry and are rapidly growing their businesses.”

    The CMA is allowing commentary on the provisional findings through Nov. 27. Bock said Amex GBT “is reviewing the interim report closely and will be responding to the CMA’s concerns.” 

    Amex GBT also said it continues to work with other regulators for approval, including the U.S. Department of Justice’s Antitrust Division, and that it still expects the acquisition to close in the first quarter of 2025.

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  • Avis Budget Q3: Limiting Fleet, Seeking ‘Higher-Margin Business’

    Avis Budget Q3: Limiting Fleet, Seeking ‘Higher-Margin Business’

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    Avis Budget Group executives during a Friday earnings call focused on lowering its fleet size, increasing utilization and prioritizing “higher-margin business.”

    “Our primary goal has always been to adjust our fleet size throughout the year, which allowed us to continue to improve utilization with this quarter finishing nearly two points above our prior year,” Avis Budget CEO Joe Ferraro said. “We are on track to start 2025 with substantially fewer cars than we started [with] in 2024.”

    The average size of ABG’s third-quarter rental fleet was 735,841, down about 2.5 percent from Q3 2023. Vehicle utilization increased to 72.1 percent from 70.4 percent. For the Americas, fleet size decreased 3.7 percent to 531,261, while vehicle utilization increased to 71.5 percent from 70.3 percent. Though the average rental fleet for the international segment increased to 204,580 from 202,700, vehicle utilization also increased to 73.7 percent from 70.6 percent.

    “We will continue to improve as we implement further operational enhancements and remain laser-focused on our fleet discipline,” Ferraro said. “We anticipate strong vehicle utilization in the fourth quarter that surpasses any fourth quarter in our history.”

    As to what defines “higher-margin business,” executives didn’t elaborate.

    “We took the measured approach to volume and focused on higher-margin business,” Ferraro said. “In doing so, we elected to forego lower-margin business. In times like this, with fleet costs or outliers through our historic norms, it makes more sense for us to pass on lower-price business, especially from brand-agnostic customers.”

    Avis Budget Q3 Metrics

    Avis Budget reported third-quarter revenue of $3.48 billion, down 2 percent year over year. Americas revenue was down 4 percent to $2.64 billion, while international was up 1 percent to $840 million. Net income was $238 million compared with $627 million one year prior. 

    Total third-quarter rental days remained relatively steady at nearly 48.8 million. Revenue per day decreased to $71.32 from $72.97. Americas rental days decreased 2 percent year over year to 34.9 million. That segment’s revenue per day decreased to $75.61 from $76.70. International rental days increased 5 percent compared with Q3 2023 to nearly 13.9 million, while that segment’s RPD declined to $60.52 from $62.86.

    RELATED: Avis Budget Q2 performance

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  • Delta to Add JFK-Lagos Service

    Delta to Add JFK-Lagos Service

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    Delta Air Lines beginning Dec. 2 will launch nonstop service between New York’s John F. Kennedy International Airport and Lagos, Nigeria, the carrier announced Thursday. The service will run through March 28, 2025, with daily flights until Feb. 28, then three times weekly through March, according to Delta.

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  • Air Canada: Labor Talks Cause Q3 Corp. Slowdown

    Air Canada: Labor Talks Cause Q3 Corp. Slowdown

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    After Air Canada’s corporate segment gained during the second quarter, momentum slowed during the third, EVP of revenue and network planning Mark Galardo said during a Friday earnings call.

    Corporate demand “was improving,” Galardo said, without providing any data. “Unfortunately, we ran into a bit of a situation about some labor uncertainty that kind of slowed us down in the fall, but it’s definitely encouraging signals going forward. In particular, [there is] more strength on the U.S. network than on Canada.”

    Galardo was referring to the negotiation period with the carrier’s pilots leading up to and into September. The carrier and the pilots union reached a last-minute deal, which prevented a strike, but prior to that, Air Canada had announced contingency plans to begin shutting down in the event of a strike. 

    “The proactive goodwill policies we put in place to mitigate our customers’ travel disruptions during the pilot contract negotiations was the right thing to do,” Galardo said. “During that time, we saw multiple weeks of softer booking volumes as some customers postponed or canceled their itineraries while others chose to fly with other carriers. This had an impact in Q3, particularly in September and continued to a lesser extent in the first half of October.”

    Air Canada Q3 Metrics

    Air Canada reported third-quarter revenue of C$6.1 billion (US$4.5 billion), a 3.8 percent year-over-year decrease. Passenger revenue was C$5.6 billion, down about C$260 million. Net income was C$2 billion, up from C$1.25 billion a year prior. 

    Capacity increased 3 percent year over year for the quarter, and the average fuel cost was C$0.982 per liter, according to Air Canada. The carrier projects a full-year 2024 capacity increase of 5 percent year over year.

    During the third quarter, Sabre launched Air Canada’s New Distribution Capability content

    The carrier this week also announced on Jan. 15, 2025, it would resume Vancouver-Beijing daily service, and on Dec. 7, 2024, would increase its Vancouver-Shanghai service to daily, up from four times weekly.

    RELATED: Air Canada Q2 performance

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  • WinIt: Women Lack Sufficient Pathways to Senior Travel Positions

    WinIt: Women Lack Sufficient Pathways to Senior Travel Positions

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    Data released at the GBTA Foundation’s WinIt Conference last
    week paints a picture of how the managed travel industry is powered by female
    professionals—but not often shaped by female leadership. The foundation’s
    survey of 600 travel professionals found that among corporate travel buyers, women
    held a strong number of director-level roles but failed to garner the most senior
    travel management titles available. On the supplier side, the situation was
    similar: women achieved strong positions but failed to take the leap into true leadership
    roles.

    On the corporate side, women represent 67 percent of travel
    managers and buyers. That number jibes with BTN studies—and has
    remained constant for at least 15 years. According to the GBTA survey, 68
    percent of female respondents held a manager or senior manager role, compared
    to 29 percent of male respondents, indicating an equitable distribution of men
    and women at this level given the overall industry demographics.  

    Distribution of director-level positions begin to departs
    from that equilibrium, with just 59 percent held by women, lagging their overall
    representation in travel management roles. Further, as titles shift to vice
    president or above, female representation drops drastically. Only 46 percent of
    survey respondents who cited vice president-level roles or higher were female,
    compared to 50 percent who were male (select respondents opted out of
    identifying their gender).  


    Only 39 percent of vice president or executive leadership roles at travel suppliers and TMCs were held by women, though women represented 57 percent of all roles on the travel supplier side.

    GBTA Foundation Study


    On the supplier side, the picture was equally discouraging—and
    perhaps more so. Only 39 percent of vice president or executive leadership
    roles at travel suppliers and TMCs were held by women, though women represented
    57 percent of all roles on the travel supplier side. A strong plurality of female
    travel professionals held account management roles—at 22 percent—compared to
    just 8 percent of male travel professionals in those roles. Moreover, only 2
    percent of female respondents cited roles in technology; men cited such roles
    more than three times as often as women.

    The GBTA Foundation report suggested that lack of dedicated career
    development opportunities for women were to blame for bracketing talented
    female professionals out of leadership positions. Only 37 percent of travel
    companies that participated in this survey had such programs, which report
    authors cited as “crucial” for developing female leaders.

    “There is a clear opportunity for more robust initiatives
    that focus on promoting women to the executive levels and for further
    investment in mentorship, development programs, and gender diversity
    initiatives in leadership and technical roles,” said GBTA foundation managing
    director Delphine Millot.

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  • Robust Q3 U.S. Hotel Pipeline Reaches New Heights

    Robust Q3 U.S. Hotel Pipeline Reaches New Heights

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    The pipeline of U.S. hotel development in the third quarter set another new record for planned projects, according to a new report from Lodging Econometrics, with more than 6,200 in development, up 9 percent year over year. 

    Those projects in aggregate include more than 722,800 guest rooms, according to the company. 

    Dallas in the third quarter once again led the U.S. as the city with the most hotels in the pipeline, with 194 projects and more than 22,800 rooms, according to Lodging Econometrics. The city has led all others in pipeline count since the second quarter of 2021, when New York led.

    At the end of the third quarter, 1,185 hotel projects comprising more than 148,700 rooms were under construction, increases of 11 percent and 6 percent year over year, respectively. More than 2,200 projects with 322,300 rooms are set to begin construction in the next 12 months, according to Lodging Econometrics, each figure up 17 percent.

    Upscale and upper midscale properties comprise about 60 percent of all projects in the total pipeline, according to the company, with midscale projects and rooms under development increasing by 19 percent and 16 percent, respectively. 

    Atlanta finished the third quarter second to Dallas in terms of hotel development, with 166 properties comprising nearly 19,200 rooms in the pipeline. Atlanta was followed by Nashville, Tenn., with 130 properties in the pipeline with nearly 17,000 rooms. 

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  • Travelogix to Test ChatGPT Integration with Select TMCs

    Travelogix to Test ChatGPT Integration with Select TMCs

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    Travel data solution provider Travelogix is piloting an integration of OpenAI’s ChatGPT technology to enhance data analysis capabilities, the company announced.

    Travelogix is working with a set of “hand-picked travel management companies” to test capabilities of the ChatGPT large language model to automate analysis of charts, graphs and data sets within its Analytix tool, the company said. The integration particularly will enhance the ability for users to add comments and observations to reporting, a function that is “being severely underutilized,” according to Travelogix chief technology officer Gary Jones.

    “We wanted to allow travel managers and bookers to generate analysis quickly and autonomously, giving the user a rich and accurate jumping-off point for interpreting their travel data,” Jones said in a statement.

    Travelogix said the testing phase would last 12 weeks, after which it would use feedback to adjust for a full production release.

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  • Accor Projects 2025 Corp. Rate Hikes Similar To This Year’s

    Accor Projects 2025 Corp. Rate Hikes Similar To This Year’s

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    Accor Group preliminarily projects 2025 negotiated corporate rates to increase by “mid-single digits” year over year, CFO Martine Gerow said Thursday during the company’s third-quarter earnings presentation, similar to the increase in 2024.

    “It’s a bit early to tell,” Gerow said of 2025 rates. “But in terms of the guidance that we are giving our sales team is to have a rate increase in the same territory as what we did this year, which was … mid-single digits.”

    Accor’s systemwide third-quarter revenue per available room increased 5.3 percent on a like-for-like, constant-currency basis, Gerow said. 

    Gerow didn’t delve too deeply into Accor’s business travel demand but noted “we’ve seen higher growth coming from business and groups” than leisure customers.

    Accor Q3 Performance

    Accor’s third-quarter systemwide RevPAR increased 5.3 percent year over year to €80. In the Americas region—encompassing North, Central and South America and the Caribbean—it increased 13.2 percent to €42.

    Q3 RevPAR in Accor’s premium, midscale and economy group increased 4.7 percent to €66, while it increased 6.8 percent in its luxury and lifestyle group to €163.

    Third-quarter systemwide average daily rate increased 4.1 percent year over year to €113, while it increased 8.8 percent in the Americas group to €67. It increased 3.9 percent to €93 among the premium, midscale and economy group and 2.8 percent to €241 at luxury and lifestyle properties.

    Q3 systemwide occupancy increased 0.8 percentage points year over year to 70.5 percent, while it increased 2.5 percentage points to 62.6 percent in the Americas.

    Accor projected full-year 2024 RevPAR to increase 4 percent to 5 percent year over year.

    Total Q3 revenue increased 12 percent year over year to €1.43 billion.

    RELATED: Accor Q2 performance

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  • BTN Remembers Meetings Management Pioneer

    BTN Remembers Meetings Management Pioneer

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    Betsy Bondurant, CMM, CTE, president of Bondurant Consulting and head of U.S. operations for 3Sixty Event Consulting, passed away on October 15.

    Meetings management trailblazer Betsy Bondurant died last week
    after a long battle with pancreatic cancer. The meetings industry, which she shaped
    for the last 25 years through her pioneering work at biotech firm Amgen and then
    through her deeply innovative and collaborative consulting business Bondurant
    Consulting, is mourning her passing.

    Bondurant built the model for a companywide meeting
    registry, sourcing and contracting program at Amgen starting in 1999. An early
    adopter of meeting technology StarCite, she used the platform to document the
    savings of centralized sourcing and contracting, and reported the cost of
    non-compliance to senior leadership to gain more buy-in to her program.

    She continually evolved the program until she left Amgen in
    2007 to launch her consulting practice. For the last 17 years, she helped
    companies with SMM and event management.

    Over the years Bondurant freely shared best practices,
    common-sense tips and the savings potential of better meetings management. Business
    Travel News has a long history as a beneficiary of Bondurant’s expertise. She
    always made herself available to our editors for interviews featured in dozens
    of articles
    through the years. She spoke often at BTN Group industry events,
    providing cornerstone content and deep insights when BTN launched the Strategic
    Meetings Summit in 2015.

    Bondurant left an indelible mark on this industry through
    her work with various committees and taskforces. BTN has compiled below just a
    few of what could be dozens of tributes to her work, her professional generosity
    and her friendship.

    _____________________________

    “The meetings industry lost a true pioneer this week. Betsy
    and I crossed paths at Hyatt hotels and during her many years with Amgen and
    then with her consulting business. She was one of the leading authorities on
    Strategic Meetings Management and helped build numerous SMM programs that
    continue to thrive today. She will be greatly missed and leaves a void in our
    industry that will be incredibly tough to fill.”

    David Peckinpaugh, President & CEO, Maritz

    _____________________________

    Betsy was perhaps the most genuinely authentic individual
    that I ever met. Beginning with her beautiful smile and sparkling eyes,
    she was truly a “what you see is what you get” individual who embraced every
    person that she met, every opportunity she faced and every challenge that came
    her way with a positive spirit and a sincerity that is so rarely found. She
    possessed no self-serving agenda, and truly served to make others and our
    industry better.  She has left a mark that will never be erased. Our
    best way to honor Betsy is to continue to elevate our industry with the
    sincerity and purity of spirit that Betsy embodied.  

    Linda McNairy, Principal, Ground Floor Solutions

    _____________________________ 

    I first met Betsy when she was still at Amgen, and our
    friendship grew over decades of traveling together, advocating for and
    educating the industry about Strategic Meetings Management. Betsy had a special
    talent for breaking down the fundamentals of SMM, making it easy for beginners
    and those looking to launch their own meeting programs.

    We often saw each other at industry conferences, and no
    matter how hectic things got, we always found time to catch up over a drink or
    coffee. Betsy was the kind of person people naturally gravitated
    toward—kind-hearted, positive and full of warmth. She and her late husband,
    Chris, were devoted Parrotheads, never missing a Jimmy Buffett concert when
    they could, a reflection of their love for sailing and travel.

    When I was tasked with developing an updated two-day Fundamentals
    of Strategic Meetings Management
    course for GBTA’s SMM course
    certification, I immediately reached out to Betsy, along with Debi Scholar and
    Shimon Avish. Despite their busy schedules, they all accepted the challenge.
    Betsy, in particular, brought her trademark dedication, always going above and
    beyond. Even when my workload was heavy, she would offer to shoulder some of
    it—just one example of her generosity and the true friend she was.

    I will deeply miss her as a friend and confidante. Although
    I am saddened by her loss, I take comfort in imagining Betsy and Chris
    reunited, sailing once more and enjoying Jimmy Buffett’s heavenly concerts.
    Rest in peace, my dear friend—you are missed by so many.

    Kevin Iwamoto, Strategic Meetings Management Advisor

     _____________________________

    Over the years I have been part of some of the Strategic
    Meetings Management sessions which Betsy led, and as importantly part of the
    heartfelt conversations over coffee or a drink later in the day.  Betsy
    would be happy to spend her free time delving into the mechanics of SMM but
    perhaps even more importantly supporting, encouraging and coaching the person
    or people leading the charge for SMM.  Her knowledge and commitment was
    only exceeded by her kindness.  We will miss that and her warmth most of
    all. 

    Kimberly Meyer, Co-Founder, Data Angel

     _____________________________

    I first met Betsy in 2004 when she was at Amgen and I was at
    PwC. One of her meeting managers was in the Meetings Competitive Advantage
    Forum as was I. The MCAF founder, Maddy Caliri, joined four other industry
    leaders (Kari Wendel, Tracey Wilt, Mike Malinchok and Alan Bednowitz) in a
    newly formed National Business Travel Association (now Global Business Travel
    Association) committee called the Groups & Meetings Committee that wrote
    the first whitepaper (and several more) on Strategic Meetings Management.

    Kevin Iwamoto, GBTA president and CEO at that time,
     was instrumental in getting this new committee in place with Maddy and
    Tracey as the first co-leaders. The Groups & Meetings Committee became
    the driving force of worldwide SMM strategies and supplier services. Being part
    of that prestigious group was a career highlight for many of us.  

    Progressive meeting leaders embraced the concept quickly;
    yet, implementation posed challenges at most companies due to complexity and
    buy-in. When Betsy learned the foundational aspects and the theory behind
    SMM, she commenced on a journey within Amgen to deploy an improved meetings
    program. She succeeded. 

    After leaving Amgen, she took her skillset to the market and
    provided consulting services worldwide. We worked together on several projects
    over the years; my favorite was a comprehensive day-long SMM course, with other
    industry leaders (Kevin Iwamoto & Shimon Avish), that was delivered at a
    GBTA Convention. Betsy was kind, hardworking and an industry expert. We
    will miss her.

    Debi Scholar, Sr. Director Global Travel & Meetings,
    Teva Pharmaceuticals

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    Mary Ann McNulty & Elizabeth West

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  • Wyndham Claims Q3 Infrastructure Demand Lift

    Wyndham Claims Q3 Infrastructure Demand Lift

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    Wyndham Hotels & Resorts’ systemwide third-quarter
    revenue per available room declined slightly but executives during a Thursday
    earnings call claimed increasing demand from its blue-collar base of business
    travelers, particularly in states with high infrastructure spending.

    Systemwide third-quarter RevPAR decreased by about 1 percent
    year over year, though it increased about 1 percent in constant currency,
    according to Wyndham, and U.S. RevPAR declined about 1 percent. However,
    Wyndham said weekday U.S. RevPAR increased by about 1 percent, an increase
    Wyndham CEO Geoff Ballotti attributed to “positive momentum in
    infrastructure-related business.”

    Specifically, Wyndham noted a RevPAR improvement of 250
    basis points—2.5 percent—across its oil and gas markets, and in five U.S.
    states that have received significant funding from the 2021 U.S. infrastructure
    bill—Texas, California, New York, Illinois, and New Mexico—RevPAR increased
    about 80 basis points, or 0.8 percent year over year, Ballotti said. 

    Blue-collar travel comprises the vast majority of Wyndham’s
    business travel volume. Infrastructure-related travel bookings made up 22
    percent of Wyndham’s 2023 gross room revenues, according to a presentation for
    investors, with “logistics and other” adding another 5 percent and
    corporate transient accounting for 2 percent.

    Meanwhile, Wyndham Rewards Business, the loyalty program for
    businesses the company introduced
    in April
    that allows corporate clients to accrue points for Wyndham hotel
    stays booked through direct channels or global distribution systems, “has gained significant traction, driving a double-digit year-to-date
    increase in our corporate contracted business from infrastructure-related
    accounts,” Ballotti said Thursday.

    Wyndham Q3 Metrics

    Wyndham’s third-quarter systemwide RevPAR declined 1 percent
    year over year to $49.33. U.S. RevPAR also declined 1 percent year over year to
    $57.98. U.S. occupancy “remained consistent,” according to the
    company. Wyndham projected full-year 2024 RevPAR to be roughly flat year over
    year.

    Third-quarter net revenue declined 1 percent year over year
    to $396 million, while net income was $102 million, down from $103 million one
    year prior.

    Wyndham’s total rooms at the end of the third quarter
    increased about 4 percent to 892,600, and its development pipeline increased
    about 5 percent to 2,100 hotels and 248,000 rooms. Echo, Wyndham’s new
    economy extended-stay brand
    , makes up about 14 percent of the pipeline,
    according to the company.

    RELATED: Wyndham
    Q2 performance

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    cdavis@thebtngroup.com (Chris Davis)

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  • American Furthering Corp. Amends, ‘Encouraged’ by Q3 Growth

    American Furthering Corp. Amends, ‘Encouraged’ by Q3 Growth

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    American Airlines’ defunct corporate distribution strategy led its corporate- and agency-flown revenue share in the second quarter to bottom out “11 percent below our historical share,” American CEO Robert Isom said Thursday during the company’s third quarter earnings call. Those indirect bookings, however, have “started to recover, and we estimate we are currently at 7 percent below historical levels, and we expect to see continued improvement in the months ahead. … The booking trajectory through the quarter [was] encouraging.”

    In echoing its second-quarter earnings call, American executives spent a fair amount of time Thursday addressing its since-repealed corporate distribution strategy, admitting once again that it cost the company $1.5 billion in revenue this year as well as corporate share and those previous moves “angered” customers. 

    For the quarter, American’s managed business revenue was up 6 percent year over year, and “we continue to see yield strength in the segment,” Isom said, adding that the carrier is tracking its recovery process by “measuring our agency and corporate booking performance, tracking the growth of our AAdvantage Business program, and listening to the feedback from our agency partners and corporate customers.”

    American aims to fully restore its revenue from indirect channels by the end of 2025, according to Isom. 

    Chief strategy officer Steve Johnson pointed to six company objectives around its reversed distribution strategy. The first was “to stabilize the ship and refocus the team,” he said. The carrier also needed to rebuild its foundation and infrastructure to participate in traditional sales and distribution channels since that had “largely been dismantled,” and it needed to be rebuilt in a lasting way “that our partners would trust.”

    Third, “and most importantly, we needed to reestablish and start redeveloping our relationships” by listening, Johnson said, “and ultimately getting past a stage that was really anger and reacquainting ourselves with these people and regaining their trust in a way that was really important.”

    The final three objectives were to shift share, outperform guidance, and achieve the latter “in a way that we didn’t lose additional ground to our principal competitors,” Johnson said. He noted that American had made progress on all fronts during the quarter.

    Isom added that in the third quarter, the carrier continued negotiations for new incentive-based agreements with the largest travel management companies. “We now have new competitive agreements in place with more than half of those and are in advanced negotiations with the rest,” he said. In addition, American has amended agreements with “many of our top corporate customers.”

    American Q3 Metrics

    American reported third-quarter passenger revenue of more than $12.5 billion, up 0.8 percent year over year, with total revenue up 1.2 percent for the period to more than $13.6 billion, a third-quarter record. The carrier also reported a net loss of $149 million, down from the $545 million reported in Q3 2023. Capacity increased 3.2 percent compared with a year prior, while the average fuel price was $2.50 per gallon.

    The carrier in its guidance projected fourth-quarter capacity to be up 1 percent to 3 percent year over year, with full-year 2023 capacity to increase 5 percent to 6 percent. The average fuel price is projected to be $2.20 to $2.40 per gallon. American also expects 2025 capacity to grow in the low single digits year over year, with a focus on “markets that are still not restored to historical levels,” American CFO Devon May said.

    RELATED: American Q2 performance

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    dairoldi@thebtngroup.com (Donna M. Airoldi)

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  • Travlr ID Partners with Umbrella for ‘Bridge’ to TMC Booking Tech

    Travlr ID Partners with Umbrella for ‘Bridge’ to TMC Booking Tech

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    Decentralized traveler identity network Travlr ID has partnered with traveler profile software company Midoco Group to “build the bridge” in connecting with travel management companies, the companies announced.

    Travlr ID, which won The BTN Group’s Innovation Faceoff at 2023’s Business Travel Show, offers blockchain-based identity management technology through which travelers can share profiles with various sources. In partnering with Midoco’s Umbrella software, which synchronizes business traveler profiles with travel management company booking technology, the companies will be able to “bring enhanced offerings to market,” the companies said.

    “By fusing Travlr ID’s product approach with Umbrella’s industry expertise, we’re set to unlock a new era of how traveler profiles are stored, transferred and enhanced with greater data,” Travlr ID CEO Gee Mann said in a statement.

    Listed customers of the Switzerland-based Umbrella include CTM, Christopherson Business Travel, Altour and Lufthansa City Center.

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    mbaker@thebtngroup.com (Michael B. Baker)

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  • Amadeus to Provide Upcoming Delta NDC Content

    Amadeus to Provide Upcoming Delta NDC Content

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    Following agreements with Sabre and Travelport, Delta Air Lines also will distribute its upcoming New Distribution Capability content through Amadeus, the companies announced Tuesday.

    “Delta is pleased to provide full content, including NDC, to our indirect channels as part of our comprehensive offering,” Delta managing director of distribution strategy and agency sales programs Jeff Lobl said in a statement. 

    Neither company said when the Delta NDC content would become available, but Delta has indicated previously that it would begin NDC testing in late 2024 and early 2025. The Amadeus travel platform will continue to offer Delta’s content across multiple channels including Amadeus Selling Platform Connect, Amadeus Web Services and Cytric Easy, according to Amadeus. 

    Amadeus also recently signed an agreement with United Airlines to offer “better NDC capabilities” as more travel agents adopt NDC.

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    dairoldi@thebtngroup.com (Donna M. Airoldi)

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  • ATG Names Sales Leader for Asia-Pacific Region

    ATG Names Sales Leader for Asia-Pacific Region

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    Patsy Khoo

    ATG Travel Worldwide has named Patsy Khoo as sales and business management director for the Asia-Pacific region, the travel management company announced.

    Khoo, who has worked in TMCs for 30 years including serving as a general manager at Rosenbluth International, will be working with ATG’s clients in the region to help them build and manage their global business plans. She reports to ATG founder and CEO Tammy Krings.

    Over the past five years, ATG’s client base in the Asia-Pacific region has doubled, according to Krings, and Khoo “brings to ATG a wealth of marketing knowledge specific to the APAC reason.”

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    mbaker@thebtngroup.com (Michael B. Baker)

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