
The Future of Business Travel
With the right technology, investing in business travel can create revenue. Photo credit: Getty Images
More than 1 million people travel for business in the United States every day. Hundreds of hotel reservations are booked each minute for corporate travel accommodations. And every month, tens of millions in reimbursements are processed. The energy of business and travel is frenetic and constant.
If you're on the organizational end of confirming that each employee books in-policy travel, arrives at each destination without any disruptions, and that excess spending is at a minimum, managing business travel can also be overwhelming. Shopping for flights, hotel rooms, and ground travel options across a dynamic pricing environment with different channel options and rate packages being offered is an overload of information—and asking, 'Can I change my ticket?' or, 'Is the room cancelable?' for every booking isn't the best use of anyone's time. Booking travel shouldn't have to be hard, but it is.
According to recent polls, 45 percent of travel managers say that negotiating with hotels has become more challenging in the last five years, and that they're spending more time negotiating prices, comparing proposals, and researching travel options. But without that information, a company can leave (a lot of) money on the table. The key is using technology to ease the workload.
A multinational company with 52,000 employees traveling globally each year reached a tipping point with its travel management plan recently. Despite working with a travel management company (TMC) for years, the bottom line proved employees were still struggling with cost visibility, accessing flexible fares, and booking accommodations with in-policy hotels. To make a change—and to create an easier booking process for their employees—integrated, automated mass booking solutions within their systems were needed. After partnering with American Express Global Business Travel (Amex GBT) to integrate new features and services like waitlisting, bulk cancellations, and hotel booking into their employee travel process, they achieved millions in annual savings.
Aside from massive savings, travel has been simplified for the company's employees, too. When a sudden change of aircraft was needed, employees booked and ticketed the change within an hour, saving time and money. The attention within the team that would have gone to a disruption like that is now given to improving other travel processes, like consolidating contractor travel and extending discounted airline rates to contractors.
It's anecdotes like these that offer a glimpse into how, in the world of business travel, a little bit of innovation can go a long way.
Innovations in Business Travel
Despite online meetings, communication technologies, tariffs, and national entry restrictions—all of which can factor into a decrease in bookings—business travel isn't going anywhere. In February, 80 percent of Amex GBT's top 100 customers said their travel spending will either remain steady or increase this year. These stats are coming in after years of post-pandemic increases in business travel, and the new 'remain steady' numbers are still clocking in larger than pre-pandemic figures. That's why leading companies are leveraging technology—not to replace business travel, but to elevate it..
'Better' often looks like simplifying the process for employees who book their own travel and those who book travel for others. A whopping 94 percent of travel and expense management decision-makers at companies want an all-in-one solution for travel, reimbursement, and expense management, while only 58 percent of those same decision-makers currently understand all the travel-related fees they are currently dealing with.
That's why Amex GBT has spent more than 100 years building relationships within the industry to create the most valuable marketplace in travel, which brings global travel buyers and sellers together in one place. Access to the marketplace is enabled by Amex GBT's range of technology solutions, which are fit to meet the specific preferences of a company's travel program. Here, users can experience a customized and self-service environment—from travel booking and expensing to automatic rebooking and reimbursement. As a global business travel leader, Amex GBT manages travel for 20,000 companies and operates in 120 countries. All of that familiarity has led to a unique approach to simplifying every user experience.
'What innovation looks like to our customers is what matters,' says John Sturino, senior vice president of product and engineering. 'Our customers are saying, 'I see this feature here and I want to see it here.'' To him, innovation means taking something from one context and applying it to a different context—like automatically contacting travelers who are experiencing a travel delay or disruption by notifying them of the effects it has on their travel and then asking if they need support, instead of waiting for travelers to initiate customer support contact. This improves the customer experience in ways that they didn't know were even possible.
That inspiration and approach is how certain solutions and products offered by Amex GBT came to be. Amex GBT Select allows companies to incorporate Amex GBT tools into existing technology to fill any gaps that exist within their current program without a total rehaul. Similarly, companies that prefer using a third-party booking tool can integrate that software as well. For the spending and reimbursement aspect of business travel, Amex GBT Neo allows managers to easily track their company travel spend while helping employees stay within policy and get reimbursed quickly.
A New Era of Efficiency
No matter where you look these days, every company, industry, and platform is touting its latest AI-driven tool, promising ease, efficiency, and problem-solving capabilities. But one industry where AI hasn't hit its stride yet is travel. The travel industry is highly fragmented, with numerous players and constant changes, making it challenging to integrate AI across ecosystems. Additionally, travel is one area where customers report preferring traditional, human-to-human interactions over AI-driven services. According to recent research, 64 percent of US-based travelers prefer live agents to support them when facing disruption.
So even though the latest AI technology is easy to get excited about, Amex GBT approaches its platform from the lens of a 100-plus-year history, putting every idea through its paces before applying it to the business travel experience.
The first opportunity to create efficiency in travel is often through relationships. Then comes the technology. Currently, Amex GBT is working with and has access to 600+ airlines, 60+ rail providers, 40 rental car agencies in 3,300 locations globally, more than 2 million properties across 180 countries, and 18K+ employees globally. Business travel booked by Amex GBT, on average, represents 188,000 air segments flown daily and 146,000 hotel beds filled nightly. Customers benefit from the brand's generations-old relationships through the tech used in Amex GBT's products.
This hybrid approach to travel solutions results in 24/7 support, access to flexible fares, up to 50 percent savings on the best available rate at certain properties, and built-in carbon impact data to empower customers to source the most sustainable travel option available through Amex GBT Egencia.
A Dollar Saved and a Dollar Earned
Business travel fosters innovation, collaboration, and positive organizational change in a way that nothing else does. In-person meetings, unstructured time, and shared travel experiences connect teams and create genuine rapport through the subtle, hard-to-measure effects of something as small as eye contact, a smile, or a nod. With the opportunity to come together comes the chance to create great ideas that may not come to life in any other environment, which is why roughly 50 percent of employees prefer in-person meetings. When you look at it that way, where you go matters.
How you get there matters, too, whether you're looking through the lens of sustainability, user experience, or revenue. Nearly a third of C-suite leaders credit a third of their company's sales growth in 2023 to traveling for in-person meetings, and more than 90 percent believe they would lose customers without business travel. For small- and medium-size companies, every dollar spent on business travel generates an average of $12 in revenue, largely driven by new customer acquisition.
An investment in business travel is just that—an investment. But using technology to better position how that investment looks—and the experience your team receives—creates a value that, arguably, can't be quantified.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
26 minutes ago
- Forbes
Android's Impossible Deadline—3 Weeks To Update Or Stop Using Phones
Android flaw cannot yet be fixed. Future Publishing via Getty Images A tricky dilemma for Android users this week, as both Google and Samsung release this month's Pixel and Galaxy security updates with critical missing fixes. And with a June 24 deadline to secure phones or power them down, something needs to give. There are 30-plus important fixes that have been released, but not the ones that matter most. The fixes are long-awaited patches from Qualcomm, which warns Android users that 'there are indications from Google Threat Analysis Group that CVE-2025-21479, CVE-2025-21480, CVE-2025-27038 may be under limited, targeted exploitation.' The flaw affects Adreno Graphics Processing Unit (GPU) drivers. It is assumed but not known that exploitation would have been used in commercial spyware software, similar to the well publicized attacks outed by Amnesty International. Qualcomm says patches 'have been made available to OEMs in May together with a strong recommendation to deploy the update on affected devices as soon as possible.' The deadline which comes courtesy of America's cyber defense agency is mandatory for federal staff and recommended for everyone else. CISA warns 'multiple Qualcomm chipsets contain' these vulnerabilities, which it describes as follows: CISA has slapped a 21-day mandatory deadline on federal agency employees to update phones by June 24 'or discontinue use of the product if mitigations are unavailable.' Right now, the window for June's security updates has been missed, which means absent an out-of-band update that deadline will also be missed. In the past, we have seen such updates make their way to Pixel faster than Galaxy, with Samsung phones lagging. The company warns patches from chipset vendors 'may not be included in the security update package of the month. They will be included in upcoming security update packages as soon as the patches are ready to deliver.' This plays into the challenge for Samsung in working around an OS and ecosystem it dominates but doesn't control. In that regard, the more pressing issue for its users will be the speed with which Android 16 via One UI 8 reaches their phones. With a Pixel timeline expected any day now, the gap between the two phones will be critical. While CISA's deadline is only mandatory for federal staff, its remit is to operate 'for the benefit of the cybersecurity community and network defenders — and to help every organization better manage vulnerabilities and keep pace with threat activity.' As such all users are urged to install these Qualcomm updates as soon as they're available.


Entrepreneur
30 minutes ago
- Entrepreneur
Building Without a Blueprint
In a saturated industry often driven by surface-level results, Dr Ellie Sateei stands out for her deep-rooted belief in aesthetics as a form of healing. A single mother of three, she built her business from the ground up - without investors, without privilege, and without compromise. In this candid interview, Dr Sateei shares the unvarnished truth about the challenges she faced, the values that carried her through, and how she's redefining success on her own terms. What was the moment you realised you had to build your business without the usual safety nets? There wasn't a single moment, it was a slow, insistent knowing. I had no financial cushion, no family to fall back on, and had been left by my ex-husband while my children were still in nappies. I could have stayed in the stable career I'd trained for after years of university and clinical practice but I knew it wasn't enough. Aesthetic medicine lit something up in me. I was good at it. And I believed, even then, that I could use it to heal, not just enhance. I remember telling my father I was walking away from my established path to pursue aesthetics. No husband's income to fall back on, no funding, no clinic; just conviction. He was mortified. He thought I'd lost my mind. Maybe I had. I didn't know if I'd succeed, but I was willing to take the risk. Because I've always been driven by something bigger than certainty: legacy. I wanted my daughters and my son, to see what independence looks like. To know that it's possible to build something from nothing. That vision became my fuel. I've never been the most connected or the most privileged, but I've always had relentless work ethic. I was never the top of the class, but I've always outworked everyone in the room. Back then, the aesthetics industry was smaller, less diluted, and dominated by a few heavyweight names - mostly men, who were already lecturing and building global clinics. It was intimidating. But it was also magnetic. I didn't want to copy them. I wanted to stand among them, not as a follower, but as a woman who built her own way in. How did being a single mother shape your approach to entrepreneurship and leadership? It shaped everything. As a single mother, you become a unit, your childrens wellbeing is mission critical. That kind of responsibility sharpens your focus, your resourcefulness, and your sense of purpose. There's no one to pass the baton to. You learn to hold it steady through every storm. Leadership, to me, isn't about authority. it's about care. It's about holding space for others while holding the line for what matters. Single motherhood teaches you that. You learn to lead with empathy, efficiency, and clarity. You become incredibly patient, but also fiercely resilient. You listen more. You show up, even when you have nothing to give. Entrepreneurship is weathering storms. So is motherhood. Both demand that you come back again and again, to your core values, your vision. Every decision I've made, every risk I've taken, it's been with my childrens future in mind. That kind of motivation doesn't just shape you as a leader. It anchors you. And it teaches you a kind of resilience you won't find in self-help books or wellness retreats. It's embodied. It forces growth, but it also brings you to the edge of burnout. I've learned to slow down in order to speed up. Sometimes, in motherhood and in business, things need to unfold in their own time. You can't control every aspect of everything. Letting go of control, trusting flow, becomes part of your journey. Some things I had to simply let happen. Even the dark times. People I once believed would protect me and my children ended up becoming my greatest teachers. And that's the same in business. Setbacks, failures, betrayals - they hurt. But if you're paying attention, they become fuel. If you can see them clearly, they'll teach you everything you need to grow. What were the biggest challenges you faced starting out without capital or connections - and how did you overcome them? The biggest challenge I faced was overcoming self-limiting beliefs. I had internalised the idea that I should shrink myself - stand quietly at the back, let others take the spotlight, wait to be invited in. I had to shed that conditioning in order to lead. Unlearning a lot of generational and cultural behaviour. I had to trust that I belonged in the room and that I didn't need to apologise for wanting more, building more, or taking up space. Externally, I had no capital, no investors, no connections to lean on. So I built trust the only way I could: through consistency and integrity. I wore every hat, from branding and admin to clinical care. There was no room to cut corners. But what I did have, and what became my greatest strength, was sincerity. I cared deeply; about people, not just profit. I wasn't transactional. I was transparent. And patients can feel that. They stayed because I was honest, because I listened, and because I always showed up. I also found strength in watching others who had risen through adversity. I began to understand that the most powerful stories often come from the most difficult places. And success, true success, doesn't always show up in a bank balance. Sometimes, it looks like returning to who you really are. That kind of clarity only comes through self-reflection and awareness. That's how I overcame it: by paying attention, by learning from others, and by learning to trust myself Were there times you wanted to compromise or give up? What kept you pushing forward? I'd be lying if I said I never questioned everything. That's part of being human. There were moments, usually in the quiet hours, when exhaustion crept in and my mind fed me the worst stories: This isn't working. What have I done? That's the trap of a one-dimensional mindset we all fall into sometimes. But even at my lowest, giving up was never really an option. I never compromised on the quality of care I delivered. That part was non-negotiable. But I did face waves of self-doubt, rooted in old, limiting beliefs. I had to constantly remind myself why I started, to build a purposeful, integrity-led practice. What kept me going? Two things. First, my children. Their wellbeing was critical, and I knew they were watching. I couldn't fold. I had to show them what resilience looked like in real time. And second, my patients. Very early on, I began to receive feedback that went far beyond skin. Patients weren't just seeing results, they were feeling something: safety, sincerity, empowerment. The energy I put into my work, into creating a space of real hospitality and care - was mirrored right back at me. That became fuel. Knowing I could hold space for people in moments of vulnerability, knowing I could be a source of strength while quietly building my own, that's what kept me going. How do you define success now, compared to when you first started? My definition of success has evolved, radically. In the beginning, success meant survival. Keeping the lights on. Paying the bills. Proving I could do it alone. That fire was necessary. It kept me moving when I had nothing but grit. But as I grew and as I gained more awareness and self-reflection, success began to shift. It became less about financial gain and more about purpose. Less about proving myself, and more about serving others. I stopped chasing validation and started creating from a deeper place, something closer to the source of who I really am. Success, to me now, is agency. It's alignment. It's self-respect. It's knowing that I'm living and leading in a way that honours my values as a woman, a mother, and a human being. It's about the integrity of how I show up, the peace I feel in my decisions, and the impact I have on others, especially in their most vulnerable moments. It's also about legacy; not just professionally, but emotionally. I want someone to look at my story and feel less alone. I want to be a mirror for someone who's navigating shame, rebuilding after loss, or starting again. And most importantly, success now means unburdening myself, of resentment, of entitlement, of ego. The art of forgiveness is the highest success I know. To strip it all back and choose humility. That's the real freedom. That's the kind of wealth I want to pass on.


Entrepreneur
44 minutes ago
- Entrepreneur
3 remarkable winners amid an unseen surge
Oil prices have been falling as OPEC increases production. Like Trump with trade, the cartel is looking to re-shape the chess board. Here's what investors need to know This story originally appeared on WallStreetZen The dominant story of 2025 has been President Trump using tariffs to restructure global trade. So, many investors are missing another major development as OPEC has been increasing oil production. Notably, this increase in production has come about despite already weakening oil prices. This is not an accident as OPEC is looking to increase its market share. Over the last decade, steadily rising US shale oil production has eroded OPEC's control of the market and resulted in the US becoming a net exporter of energy. WTI Crude oil started the year at around $74 per barrel and currently trades below $60 per barrel. However, shale oil production is only viable at prices above $70 per barrel. 2020 and 2014 The last two major instances of OPEC members increasing oil production were in early-2020 and 2014. And, both instances marked the beginning of multi month declines in oil prices. In 2014, WTI crude dropped from $105 per barrel in June 2014 to below $55 by the end of the year. The major impetus for this increase was the growth in US shale production which was starting to affect OPEC's market share and pricing power. In early 2020, Saudi Arabia decided to increase oil production in an effort to discipline other OPEC members who were not abiding by the cartels' production quotas. As the chart below shows, this resulted in oil prices sliding lower and eventually collapsing as the pandemic temporarily crippling oil demand. Both experiences contain important lessons for investors. 2025 In its first production surge, OPEC didn't materially cut back on supply increases until there was a material decrease in rig counts and shale production. 2020 gives us few clues, since the production surge ended quickly, once the nature and challenge of the pandemic became clear in early March. However, the biggest takeaway is that investors should not ""fight OPEC." A common adage on Wall Street is "don't fight the Fed." Essentially, this means don't be bearish when the Fed is aggressively easing or don't be overly bullish if the Fed is tightening policy. Similarly, investors should have a more risk-averse approach when investing in oil, whenever OPEC is increasing production. What Opportunities Does the OPEC Surge Create? Instead, investors should focus on the consequences of a multi month decline in oil prices, as these are where investment opportunities can be found. For instance, many airline stocks enjoyed spectacular rallies in 2014 and 2015 as lower oil prices boosted margins and profits. In 2020, many shippers enjoyed huge gains as the world was awash in excess oil which had to be stored and transported. Investors should identify stocks with strong fundamentals that have strong quantitative ratings. Then, they can narrow down this list of stocks to find the ones that will benefit from this specific catalyst. The Zen Ratings can help you screen for these stocks. For instance, investors can screen for stocks with an overall A or B rating along with strong component grades for defensive categories like Safety, Value, or Financials. Currently, there are a handful of stocks that fit this criteria. In today's article, I want to discuss 3 companies: United Airlines (UAL), CVR Partners (UAN), and Hallador Energy (HNRG). 1. United Airlines (UAL) United Airlines (UAL) is a major beneficiary of lower oil prices as it reduces costs, boosts margins, and leads to an increase in consumer spending. As oil prices dropped by more than 50% between June 2014 and February 2015, UAL's stock was up by nearly 70%. UAL also brings outstanding financials given a solid balance sheet, low debt-to-equity ratio, and a rock-bottom forward P/E of 6.6 which is significantly cheaper than the S&P 500's forward P/E of 22. The company is also well-regraded by Wall Street analysts as it has 8 Strong Buy ratings and 3 Buy ratings with no Sell or Hold ratings. It also has a consensus price target of $103 which implies 30% upside. Another indication of strong performance is that the company has topped analysts' earnings expectations for 11 straight quarters. Similarly, the Zen Ratings are also bullish on the stock as it has a Strong Buy (A) rating. A-rated stocks have an average annual performance of 32.5% which beats the S&P 500's average annual gain of 10.8%. 2. CVR Partners (UAN) CVR Partners (UAN) produces nitrogen fertilizer, providing farmers with ammonia and other products. A byproduct of reduced shale oil production will be higher natural gas prices, and fertilizer prices tend to rise with natural gas prices. Like UAL, UAN offers a strong balance sheet, low leverage ratios, and an attractive valuation with a P/E of 11. UAN also pays an 8% dividend yield and has consistently hiked dividend payouts over the last decade. While certain segments of the economy are going to lose from tariffs, agriculture is an exception. Either the administration is going to strike deals that will boost exports, or it will provide aid to farmers given their political importance as was the case during the previous trade war in 2018-2019. Given these strong fundamentals, it's not surprising that UAN is rated a Strong Buy (A). The stock has appeal to both value and growth investors. The company's recent earnings reports reveal strong cash flow. Over the last 12 months, the company generated nearly $100 million in cash which is impressive given its total market cap of $825 million. This combination ensures a margin of safety while providing exposure to positive catalysts. 3. Hallador Energy (HNRG) While UAN will benefit from higher fertilizer prices, HNRG will benefit from higher coal prices. Coal prices and natural gas prices tend to move in the same direction. Further, the Trump administration's embrace of coal also removes another major headwind for the industry which led to underperformance for most of the last decade. Essentially, coal stocks were mired in a brutal bear market from 2010 to 2020. Low natural gas prices made it less competitive. At the same time, the government was embracing environmental policies to reduce coal consumption. Now, both of these headwinds have eased, and investors are finding opportunities in the sector. Wall Street analysts are also bullish on the stock as it has 2 Strong Buy ratings and 1 Buy rating with 0 Sells or Holds. In terms of the Zen Ratings, it's rated a Buy (B). B-rated stocks have produced an average annual return of 19.5% which beats the S&P 500's average annual gain of 10.8%. The stock is also a standout in terms of component grades. Out of our universe of 4,500 stocks, it's in the top 3% for Growth. This is consistent with the company's improving outlook given increasing coal production and rising prices. Additionally, it ranks in the top 4% for Safety due to its low levels of debt, leverage, and collection of high-quality assets. What's the Endgame For OPEC's Production Uptick? While the endgame and path for Trump's trade war is unclear, the fallout and conclusion of OPEC's production surge is much more predictable. While North American energy producers are likely to struggle, commodities like natural gas, coal, and fertilizer will benefit. Another winner will be airlines as consumer spending remains strong while fuel costs decline. What to Do Next?