Global Business Travel Magazine May June 2013

travel
Insider So Paulo p. 8| BRIC! p. 24| Work/Play Ratio p. 40
MAY | JUNE 2013 $4.95
GLOBAL BUSINESS
YOUR INDUSTRY
INTELLIGENCE HUB
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contents
MAY | JUNE 2013
4 communiquWe Hear You

Readers weigh in on airline consolidation, airport hotels, and the Beatles.
6 letter from MikeBRIC by BRIC

GBTA remains committed to delivering timely, actionable intelligence
to help members navigate the worlds economic hotspots.
8 like a localSo Paulo

GBTAs Wellington Costa shares tips on where to have fun and
great food in his beloved city.
16 research + developmentsAsias Live Wire

So youve never heard of a gazelle-o-phant? Read on.
features
20 Tata
Ratan Tatas business practices helped dene the concept
of BRIC long before the acronym was coined.
24 BRIC
Brazil, Russia, India, and China are lands of opportunityand
challengefor todays business travel planners.
34 How Do You Say Service in Japanese?

Cultural differences take to the skies.
38 op/edA Firm Grip on BRIC

Kevin Maguire, GBTAs President and CEO weighs in.
40 best practicesEndless Summer

What happens when forward-thinking companies try to dene
time off ?
42 the last wordGerald Hatherly

Abercrombie & Kents man in China knows the ropes when it comes to
doing business (and seeing the sights) in this BRIC nation.
Cover illustration by Mark Stutzman
Coming up in the July/August issue

CONVENTION TIME! Read about our keynote speakers, nd out how to get
the most from the Conventionin spectacular San Diegoand lots more.
Global Business Travel3
communiqu
We Hear You
BEATLES IN THE SKY
The Letter from Mike page in the
March/April issue says that the Beatles
rst ight to the USA was on TWA. I
guess Im old enough to remember
that the group came over on Pan Am
into Kennedy. I saw the TWA picture
and knew it didnt look right.
Bob Gotthart
Business Travel Manager, Kohler
1964
1965
Mea culpa; right you are. Glad to see

you are reading Global Business Travel
magazine so closely!
Mike McCormick, Executive Director
and COO, GBTA
In his story Band on the Run [Global
Business Travel, March/April 2013],
Peter Greenberg details the paramilitary operation type travel requirements for Paul McCartneys tour.
Involving some 130 people, 27 trucks,
a 747 cargo plane, multiple cars, hotel
rooms with late check-in and late
check-out, catering, advance travel
teams, and contingency plans, its
nothing short of a travel management
miracle. Having had the privilege of
attending two of Sir Pauls concerts, I
4May | June 2013
can condently say that all the behind

the scenes acrobatics are worth it!
Mike Cameron
CEO, Christopherson Business Travel
A GREAT BIG AIRPORT HOTEL

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THE SKYS THE LIMIT

Thank you for bringing the subject of
shrinking air service to the ground. The
ramications of airline consolidation,

all too familiar to many of us, are nicely
summed up by Cincinnatis Mayor Mallory, who was quoted in your article
[Whats Gonna Fly; March/April issue].
In our townRichmond, VirginiaJon
Mathiasen, CEO, RICAirport Commission, is on the front lines.
This is a very complex and important
issue facing communities across the
globe, with millions at stake to win or
lose. It takes a community to make a
difference: airport, chamber of commerce, corporations (large and small),
and travel managers. We must all take
seats at the table to close the ultimate
deal: Fly to our town!
Then the hard part. An airline has
to balance its service portfolio, resist
complacency, support the service
fought so hard for, and neverever!
take the health of air service anywhere
for granted.
So I ask my peers in the industry
to lend a hand to community leaders to help ensure that the air service
we need is available. No one better to
educate than an air service buyer partnering with air service suppliers!
Donna Kelliher
Director, Travel & Corporate Services,
Dominion Chair, RIC Major User Group
Task Force
Let us hear from you: Contact us at editor@gbta.org
Head to the Hub

Provided by the Global Business Travel Association, the Hub is where business travel professionals go to connect and collaborateits peer-to-peer
learning unmatched in the industry. The Hub also houses the worlds largest
digital resource library dedicated to business travel, providing a wealth of
intelligence, from research studies to webinars, benchmarking tools to event
presentations. Drop by gbta.org/hub to share your thoughts on stories in this
magazine as well as topics youd like to see addressed in these pages.
Top: NY Daily News via Getty Images, Bottom: Bettmann/Corbis
Taj. Forever seductive, forever trusted, forever enchanting. From authentic Indian palaces to landmark
c it y hot e l s , f r om d a z z l i n g r e s or t pr op er t ie s t o p a s t or a l s a f a r i lo d ge s , enjoy a t hou g ht f u l blend of
t rad it ion a nd moder n it y in t he d ist inct ive a nd h ig h ly persona l Taj ma n ner. Fabu lous su ites, splend id
d i n i n g , a nd t r a nq u i l Ji v a s p a s a w a it . D i s c ov er t he Ta j d i f fer enc e at ov er 10 0 hot e l s a r ou nd t he w or ld .
For r e s er v at ion s a nd s p e c i a l of fer s ple a s e v i s it t a j hot e l s .c om , em a i l r e s er v at ion s @ t a j hot e l s .c om ,
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ot her c ou nt r ie s t ol l f r e e or c ont a c t y ou r t r a v e l c on s u lt a nt .
Ind ia
New York
Boston
Sa n Fra ncisco
L ondon
Ma r ra kech
Cape Tow n
Za mbia
Duba i
Ma ld ives
Sr i L a n k a
L a ng k aw i
Bhuta n
Syd ney
travel
GLOBAL BUSINESS
letter from Mike
BRIC by BRIC
Twenty years ago, the countries of Brazil,

Russia, India, and China were considered
exotic destinations. They were not necessarily thought of as leading business travel
destinations, burgeoning trade hubs, or
economic hotspots.
But today, all of those labels could be used to describe these dynamic countries.
They have arrived on the world economic stage and as a result have their own
popular acronym: BRIC.
Even though this has happened in the media spotlight, the man on the cover of
our magazine is likely someone you do not recognize. However, I guarantee that
you have heard of his companys brandsJaguar, Range Rover, Taj Hotels, and
Tetley Teajust to name a few.
Ratan Tata is one of the most fascinating entrepreneurs in the world. As chairman of Indias Tata Group, a multinational conglomerate based in Mumbai, he
revolutionized the business world. The Tata Group, a monumental business success, has created thousands of jobs and reinvested billions of dollars in India
through various philanthropic outlets. The Tata Group is a cutting-edge model of
corporate behavior.
Today, BRIC countries are thriving like never before, putting forth business
travel growth and employment numbers that are simply astounding. According to
GBTAs research, China is poised to surpass the United States business travel
market as early as 2014. Chinas infrastructure is growing at such a staggering
speed that it is difcult to comprehend. Plans are in place for 100 new airports
over the next decade, and there are also more than 500 hotel construction projects currently underwaythe most anywhere in the world. Brazil is currently
ranked eighth globally in business travel spend and is on pace to surpass Italy,
France, and the United Kingdom over the next two years. Russias hotel room
growth is up almost 25 percent, with another 21,000 rooms in the pipeline. And
India is projected by GBTA to experience a phenomenal 18.5 percent compounding growth rate in business travel spend from
2012 to 2016, the fastest in the world.
Even ten years ago, all of this growth would
have seemed impossible and unimaginable.
GBTA has been responding to this changing
global economic landscape and the needs of
the business travel professional to keep pace
with these changes. Like Ratan Tata and his
Tata Group, GBTA is striving to revolutionize
the business travel profession by providing the
resources needed for our members success.
One BRIC at a time.
Michael W. McCormick is executive director and
chief operating officer of GBTA.
6May | June 2013
Executive Director and COO

Michael W. McCormick
Publisher
Edward D. Silver
E D I TO R I A L S TA F F
Editor in Chief
Sheila F. Buckmaster
Art Director
Bob Gray
Editor at Large
Peter Greenberg
Editorial Contributors
Margie Goldsmith, Barbara Noe,
Irene Rawlings
Image Consultant
Sabine Meyer
Researcher
Husna Haq
ADVERTISING
Vice Presidents, Business Development

Laurin Ensslin lensslin@gbta.org
Melanie Garrett mgarrett@gbta.org
Rich Markus rmarkus@gbta.org
Peggy Miller Dolphin pmdolphin@gbta.org
G B TA O F F I C E R S
President
Kevin Maguire
Vice President
Donna Kelliher
Chair/Past President
Craig A. Banikowski
G B TA B O A R D O F D I R E C TO R S
Joseph Carino, Jr.

Christle Johnson
Michelle (Mick) Lee
Eric Norberg
Douglas L. Payne
Bhart Sarin
Scott A. Solombrino
Caroline Strachan (Advisor)
Denise Truso
Douglas Weeks
Floyd M. Widener (Advisor)
PRE-PRESS AND PRINTING
Phoenix Lithographing Corporation

10%
The Global Business Travel Association (GBTA)

is the worlds premier business travel and
meetings organization. Collectively, GBTAs
5,000-plus members manage over $340 billion of
global business travel and meetings expenditures
annually. GBTA provides its network of
17,000 business and government travel and
meetings managers, as well as travel service
providers, with networking events, news,
education & professional development,
research, and advocacy.
All opinions expressed in this magazine are
those of the contributors and do not necessarily
reect the opinions or policies of GBTA.
Tim Graham/Corbis
SPOTLIGHT ON
TRANSFORMATION
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Now, you dont have to keep them all to yourself.
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gbta.org/spotlight
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like a local
photographs by Andr Vieira
So Paulo
Mercado Municipal
Wellington Costa, the Global Business Travel Associations
Director Regional Brasil, sums up his beloved So Paulo thusly:

It wakes up early and stays up late. Here, he offers tantalizing
tips to keep you happy from morning to deep into the night.
What is the rst place you take friends who come for a visit to your city?
The 80-year-old, supersize Mercado Municipal de So Paulo brims with all kinds of fresh food, but most important for visitors is
the Gourmet Lounge. Try tasty local fare and be sure to take in the market buildings true beautyunderscored by stained-glass
windows created by Russian artist Sorgenicht Conrad Filho.
8May | June 2013
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like a local
Your favorite cultural outpost?
Museu de Arte de So Paulo (MASP)
possesses Latin Americas most comprehensive collection of Western art.
Hovering above a concrete plaza that
turns into an antiques fair on Sundays,
the museum, designed by architect
Lina Bo Bardi and completed in 1968,
is considered a classic of modernism by many and an abomination by
a vocal few. The collection is unimpeachable, ranging from Goya to El
Greco to Manet. The Impressionist
collection is particularly impressive.
Dont miss the museums great Brazilian paintings, including Cndido
Portinaris powerful, haunting canRua Oscar Freire
Ibirapuera Park locals
vases. Tucked on the museums lower

level is a pleasant cafeteriaperfect
for refreshments and relaxation after
some art viewing.
Where do you go for some country
in the city?
So Paulos version of Central Park,
Parco Ibirapuera offers peace, quiet,
and a wealth of strolling venues, from a
duck-lled plaza to lagoon trails. Bikes
for rent are another get-around option.
Or you can simply sit back with a book
or magazine borrowed from the parks
Bosque de Leitura. On Sunday, 10 a.m.
to 4 p.m., the parks Praa da Paz lls
with the sound of musicfor free. And
not far from the parks Gate 3 youll nd
two more ne cultural outposts: the
Downtown, viewed from Terrao Itlia
excellent So Paulo Museum Afro Brasil

and the Ipirapuera Auditorium, a cool
10May | June 2013
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like a local
ying-saucer-like building that showcases worthwhile traveling art installations.
Favorite street for a stroll?
That would be Oscar Freire. Besides
the high-end stores (the likes of Cartier,
Louis Vuitton, Versace), you will nd
a great number of excellent bars and
restaurants. And its a great peoplewatching venue.
Place of choice for a cup of coffee
and a chat with a colleague?
Santo Gro on Rua Oscar Freire, open
from breakfast until the wee hours. Or
Starbucks at Alameda Santos.
What spot would you choose for a
romantic evening?
Riding high atop Edifcio ItliaBrazils
second tallest buildingthe restaurant
Terrao Itlia is romance central, with
candlelight and stunning city views setMuseum of Modern Art
ting the scene. Dont be surprised to

see couples lost in each others eyes.
This is that sort of place, with marriage
proposals the norm! If you dont feel like
lingering over a long meal, you can sip
a cocktail while enjoying soothing tunes
in the piano baralso with write-homeabout city tableaus.
A casual restaurant you particularly
enjoy?
A bastion of Brazilian slow-roasted
meat (it doesnt get more local than
this), Barbacoa, in the Itaim neighborhood, is tops. Most of what ends up on
the grill here is avored solely with rock
salt; during the cooking process, the
inherently authentic avors are tantalizingly captured by the open ames.
The freshly grilled delights are left on
the skewers, brought to your table, and
carved in front of you by staffers known
as passadores. Grilled vegetables round
out the main-dish plates. The churrasco
menu features an all-you-can-eat set
course that includes beef, pork, chicken,
linguica (sausage), vegetables, and
more. The salad bar (included) boasts
Ibirapuera Auditorium
a cornucopia of more than 40 types

of fresh vegetables and regional side
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like a local
dishes, including palmitos (hearts of
palm) and feijoada (traditional black
bean stew).
Can you describe a perfect night on
the town.
I usually start with dinner at Figueira
Rubaiyat, which is known for gentried
country dining (great beef!) and a
bring-the-outside-in decor that features
a fat-limbed tree. The restaurant is centrally located, a block from tree-lined
and shop-lled Rua Oscar Freire. After a
leisurely meal, the night continues with a
show at one of the citys more than 50
theaters. Theater Renault is currently
staging the rst Brazilian Lion King proBar in Vila Madalena
Figueira Rubaiyat restaurant
duction. The lyrics were translated into

Portuguese by Brazilian singer Gilberto
Gil. Finally, a nightcap in the Vila
Madalena neighborhood, rich with
bohemian nightlife.
Churrasco at Barbacoa
14May | June 2013
Your favorite day trip?

Guaruj, on Santo Amaro Island, has
some 14 miles of beachfront, plus
patches of preserved rain forest and
a superb aquariumall just about 60
miles from the city. Many locals (paulistanos) own vacation houses in Guaruj and keep them available for
rentals during part
Scan and Share
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research + developments
compiled by Joe Bates | Illustration by Stacy Innerst
Asias Live Wire

China is the size of an elephant, but it is moving like a gazelle,
says Joe Bates, GBTAs Foundation research guru, who refers to
China as a gazelle-o-phant. Not surprisingly hes got the stats
to prove this provocative assertion.
Some 6 to 8 percent
of Chinas biz travel
growth will come from
rising travel prices;
the remainder, however, represents real
increases in trip volume and spend-pertrip numbers.
China is poised to
become the largest
business travel
market in the world
in 2015. (The U.S. business travel market is
expected to grow at
roughly one-third
Chinas rate over the
next few years.)
According to the
latest forecasts for 2013
business travel spending, China comes in at
$226 billion
(USD) and the
United States at
$269 billion (USD).
Biz travel
spend for
BRICs other
three-quarters
Between 2012
and 2016, Russias
business travel
spending is forecast
to increase an average
of nearly 8 percent a
year, from $22 billion
(USD) to $30 billion
(USD), making it one
of the fastest growing
markets in Europe.
16May | June 2013
India is where China

was ten years ago. It is
projected that by 2023
India will have the level
of biz travel spend
currently seen in the
United States.
Ranked as the ninth

largest business travel
market in 2012, Brazil
will move past Italy in
2013, then France and
South Korea in 2014,
placing it in the number 6 spot. Watch out,
UK, you just might be
upstaged next, says
GBTAs Joe Bates.
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T
A
T
A
20May | June 2013
Way before the BRIC slogan was ever coined,

Ratan Tata had already dened it. As chairman of Indias Tata Group (one of the
worlds most powerful conglomerates)
and perhaps the most powerful businessman in India, he had already transformed
a sprawling group of disparate companies,
including Taj Hotels, into a multi-billiondollar corporate powerhouse that was
instrumental in putting India on the global
business map. Today, youll see the name
Tata stamped everywhere you look: luxury
and economy car brands, buses, telephone
calling cards, watches, satellite television,
steel, even Starbucks.
Ratan Tata has quietly, without much publicity or fanfare, created an international company that existsand competeson a global scale. Whats more, his
is a company that also understands its corporate responsibility to its own community. And when Tata retired at the end of last yearon his 75th birthdayhe
left more than a company. He left behind a legacy that changed an entire nation
and continues to grow.
To meet Tata, you would never guess at the size and power of that legacy. A
quiet, humble dreamer is how most people describe him. And hes an adventurer:
As a licensed pilot, he made his rst solo ight at age 17, and hes a certiable car
nut, with a showroom-worthy collection of luxury vehicles, including a Maserati
Quattroporte and a Ferrari California.
But it was on his watch that the Tata Groupa family-run, multinational conglomerateourished while maintaining its core foundation of corporate sustainability and a strong code of ethics.
Tata, who began his career with the company on the shop oor of Tata Steel,
was named chairman of the Tata group in 1991, succeeding his uncle, JRD Tata.
It happened very suddenly, he says. When he [JRD Tata] calls you up and says
this is what he wants you to do, it shakes you up. Suddenly you feel all alone.
I had two problems: One was the actual marketplace of a large business house
that had operated very traditionally; the other was internal to the company of
several titans who didnt want any change to take place, Tata recently explained
to an audience at Stanford University.
The Associated Chambers of Commerce and Industry of India recently surveyed some 75 top CEOs and heads of domestic and foreign companies worldwide
and found that the Tata Group was perceived to be Indias best known global
brand both within India and outside the country.
Ratan Tata certainly had a vision to globalize the Tata empire, says Rajiv
Khanna, mergers and acquisitions attorney for K&L
by Peter Greenberg Gates and President of the India-America Chamber
Ratan Tatas World

Editor at Large Peter Greenberg caught up with the corporate
titan and philanthropist in May to talk businessand travel.
PG: Why do you think its suddenly now that
President Clinton was asked what he missed
everybody is in love with the BRIC countries?
most about being President, he didnt hesitate to
RT: It seems that as the developed world attens
answer: Air Force One. I suppose you feel the
out, people are looking at BRIC as a group of coun-
same way about your Gulfstream?
tries with potential opportunity. They have skilled
RT: I do miss it. I do, very much.
workers, a huge marketplace, and lower costs.
PG: And let me guess. . .you probably miss it
PG: What are the roadblocks in India?
every time you board a commercial jet.
RT: We inherited from the British a lot of red
RT: Yes and no. A commercial jet like the one I
tape and seem to culturally embrace the con-
ew on this morning to New York, with at beds,
straints and suspicions that go with it. Weve
can be very pleasant. But its really the entire
come a long way but still have a long way to go.
process of commercial ight thats the hassle. Id
Business travelers need people on the ground in
say what happens on the ground is a far greater
India who can blunt the sharpness of the blade
contrast to what happens in the air. On one hand
of bureacracy.
theyre putting as much technology as they can
PG: New places and markets?

RT: I want to travel to more countries in Africa
because this is truly a continent that has yet to
awaken. It could be the next big BRIC. But in
terms of doing business on a global scale, the lesson of Africa is really the lesson of the devloping
countries around the world. Globalization doesnt
mean that you need to make everything the same.
into the security apparatus to try to speed it up.

But when you walk into a small security area and
take one look at the crowds, you gulp because
you think youll miss your ight. You eventually
get through, but you take off your shoes, you
take off your belt, you take everything from your
pocket. . .its just sort of semi-undressing each
and every time you go somewhere.
Wherever weve gone at Tata, we try to run the
PG: So really, at the end of the day, even though
companies as though they were our companies in
you have to subject yourself to those security
India, but run them by and with locals so that the
lines to get on commercial aviation, when you
general feeling is that the company is a local com-
land at least youre driving well in a Jaguar or
pany driven to make the local employees succeed.
Land Rover, two venerable brands now thriving
PG: Do you y commercial now that youre retired?

RT: Now that Im not chairman, Im making an
effort to use commercial planes whenever the
direct route is available and use corporate jets
only when there isnt an alternative.
PG: So I have to ask the obvious question. When
22May | June 2013
under the Tata umbrella.

RT: Well, now that you mention it, yes. The
driving is subsantially more enjoyable than the
security line.
For a complete transcript of the Tata/Greenberg

interivew, go to gbta.org.
of Commerce. You see evidence all over the world: the Jaguar, the Pierre in New York City. But India is still largely a
domestic growth story.
In fact, one can say that the trajectory of Tatas growth
parallels the story of India.
In order to grow the company he had to go against some
longstanding, ingrained opposition to global growth. Ive
never believed protectionism will lead us anywhere, Tata has
said. I think you can have certain specic rules for engaging
with India. . .but there is not a shred of doubt in my mind that
when you open an economy you should do it in totality.
In 2000, Tata Tea Limited bought out all the brands of
UK-based Tetley Tea for $431.3 million, the largest acquisition of an international brand by an Indian-owned company.
In 2006, Tata Steel beat out Brazils Companhia Siderrgica
Nacional to take over Corus Group, shelling out more than
$12 billion. The auto world was taken aback in 2008 when
Tata Motors bought out two British icons, Jaguar and Land
Rover, for $2.3 billion. If that wasnt a shocker, Tatas next
auto move clearly was.
Tata had always enviA Tata property, the
Taj Mahal Palace hotel
sioned manufacturing a
in Mumbai earns high
car that was affordable
marks from business
travelers.
for his nations growing middle class. In the
same year Tata took
over Jaguar and Land
Rover, the company
introduced the Nano.
The tiny vehicle, measuring a mere 10 feet by
5 feet, came with sticker
shock. It was unbelievably inexpensive: just
$2,200 for the base
model, making it a viable option for millions of Indians.
Tata also made great strides in embracing information
technology in the 1990s, and today Tata Consultancy Services is Indias largest IT giant.
Over the course of a decade, the group acquired 22
companies for nearly $18 billion. Group sales have grown
nearly 57 times since Tata took over in 1991, and group
prots have increased almost 40 times. Perhaps most signicant in all of this? Nearly 65 percent of Tatas revenue
now comes from overseas.
Today, the Tata group is comprised of more than 100
companies, accounting for 7 percent of the stock market
and paying for 3 percent of all Indias corporate tax. It
employs more than 450,000 people and generates more
than $100 billion in revenue.
Tata himself holds about a 1 percent share of Tata Sons,
with a personal holding of about $1 billion. And yet Tata is
not one of the richest people in India. Thats not because
he isnt capable, emphasizes Gunjan Bagla, author of
Doing Business in 21st Century India and managing director
Jason Edwards/Getty
of Amritt, a California-based management advisory service. Its because of the very structure of the Tata group.
They are stewards of a charitable trust. Bill Gates and Warren Buffet were not the rst to think about charity on a
massive, global scale.
Today, the Tata trusts control 66 percent of the shares
of Tata Sons, the promoter holding company of the group.
It is responsible for funding a number of projects and
research institutions, and each individual Tata company
puts a percentage of its income into those trusts.
Theres enviable history here. The Tata group created
one of the worlds rst charitable trusts back in 1892, with
the J.N. Tata Endowment for Higher Education. And in
1898, Jamsetji Tata pledged half of his personal wealth
to what is now the Indian Institute of Science in Bangalore. Ratan Tata was recognized in 2012 with a Lifetime
Achievement Award by the Rockefeller Foundation for
innovation in philanthropy. He may be ofcially retired,
but he remains active as the chairman of the Sir Ratan Tata
Trust, a philanthropic
institution established
in 1919 that has a bigger
endowment than many
of the top Fortune 500
companies have on their
balance sheets.
It could be said that
Ratan Tata has gone from
acquiring companies to
building communities.
A few examples: The
Central India Initiative
is working toward alleviating poverty in the
nations tribal belt; Himmothan Pariyojana is focusing on rural development in a
Himalyan region through watershed conservation, water
sanitation, sustainable agriculture, and other programs;
and Kharash Vistarotthan Yojana is working to protect the
coastline of Gujarat. In 2012, Sir Ratan Tata Trust joined
forces with First Solar on a pilot project to provide safe
and clean drinking water and irrigation to rural communities in the state of Uttarakhand.
The key, Tata says, is not what we produce or what
we generate for the bottom line. For us, and for me, the
important thing is what we leave behind.
In the ever-changing denition of global businessand
global business travelTata is a cutting-edge model of
behavior for the BRIC countries, for those doing business with the BRIC countries, and for those on the outside
looking in.
Global Business Travel Editor at Large Peter Greenberg, also
travel editor for CBS News, can often be found in India
when hes not in Russia, China, or Brazil.
B
R
I
C
24May | June 2013
Lets talk big.

The nations of
Brazil, Russia, India,
and China make up
40 percent of the
worlds population
and more than a
quarter of the worlds
land area. In todays
global economy, that
adds up to a slew
of business travel
opportunity. . .
and a whole lot
of challenge.
Here are more numbers: The GDP of these
four countrieson a purchasing power parity
basisrepresented 23.3 percent of the worlds
GDP in 2000. By 2050, the BRIC countries
combined are expected to become the biggest,
most important economy in the world.
The explosive force behind the BRIC
nations is unparalleled. According to the
GBTA Foundations Global Business Travel
Spending Outlook 20112015 study, growth in
business travel spending in the BRIC nations
is projected to grow two to three times
faster than for so-called developed countries. Indeed, the four nations were grouped
together in 2001 by Goldman Sachs because
they were growing at 5.5 to 10 percent a year,
much higher than Europe, Japan, and the U.S.
Business growth in these countries is much
more than BRICs and mortar: Its a middle
class surge that is changing the complexion of
these countriesand beyond. The Organization for Economy Cooperation and Develop-
by Peter Greenberg
Illustrations by Mark Stutzman
ment has estimated that by 2022 Asians could make up

two-thirds of the global middle class.
The United Nations World Tourism Organization
reported that a record one billion people traveled across
an international border in 2012thats one in seven
people on the planet. The impact of this on the citizens
of the BRIC countries cannot be overestimated. The
volume of people traveling within their own countries,
across borders, and over oceans is changing the calculus
of how, when, and where business is being done.
Within the BRIC nations, particularly China and
India, domestic travel has increased. The sprouting up
of low-cost carriers, new airports and hotels, and other
infrastructure to support business and leisure travel has
facilitated the flow of traffic within the nations borders.
As a result of increased infrastructure there are more
and growingopportunities for foreign business and
the travelers who must conduct it. And more potential
obstacles as well.
Travel planning for trips to the BRIC four remains
challenging. Language barriers, transportation glitches,
visa requirements, cultural customs. . .all of these factors routinely present significant issues. What does the
travel planner need to know to successfully navigate
these ever-evolving business landscapes? Read on.
Brazil
In 2011, the Forbes Billionaire List showed that, for the

first time, the number of billionaires in leading emerging economies surpassed the number of those in Europe.
But by 2012, the numbers had dropped, and of the four
nations, only Brazil grew in this arena with six new billionaires, making a total of 36.
Starting in 2000, Brazilian business travel spending
grew an average of 8 percent a year. The Global Business
Travel Association BTI Outlook predicts that number
will reach 14.3 percent in 2013to $34.5 billion. This
would put Brazil on track to overtake Italy, France, and
the UK in terms of business travel global rankings.
In addition, leisure travel to Brazil is destined
to increase with the upcoming World Cup in 2014
and Olympics in 2016. No surprise that demand has
increased for hotel rooms and air travel. A strong economy is a major factor, of course, but theres a cultural
component, too.
In Latin America, we like to be in front of our partners, to build a trusted relationship, explains Fernando
Marcomini, Radius Travels Director of Sales and Cli26March | April 2013
ent Relations for Latin America. Web conferences

and conference calls are useful up to a point. Then its
very important to have that meeting in person and look
someone in the eye.
As nations anticipate the growth of BRIC traveler
trafc, the most important piece of the puzzle is transportation. American Airlines, for example, now ies to
seven Brazilian cities: Belo Horizonte, Brasilia, Manaus,
Recife, Rio de Janeiro, Salvador, and So Paulo.
This is Americans sweet spot, CEO Tom Horton
has said. It is all very protable, high-yield business
travel.
Three major U.S. carriers are vying for the rights
to add routes into So Paulo. Based on an agreement
between the U.S. and Brazilian governments, carriers
will be able to add 14 more ights to the Brazilian
capital in 2013 and 2014, ultimately ending in a full
Open Skies Agreement by sometime in 2015. While the
agreement only allows 14 additional ights, Delta, US
Airways, and American have already led for a total of
28 ights.
Within Brazil, agencies have the tools to access all the
available airline content, whether its through the GDS,
web, or another portal, but accessing hotel content is
another story.
While major hotel chains may be found in the GDS,
most Brazilian-owned hotels, especially in the northern
and southern parts of the country, are not. Instead, they
are available through CMNet, a Brazilian hotel-booking
engine.
Radius Travels Marcomini strongly recommends that
travel managers work with a local agency or international travel manager.
We have issues regarding content in the GDS,
Marcomini says. To arrive at better negotiations with
local providers and domestic carriers, its very important to exchange information with someone here in
Brazil.
For the international traveler, having a contact or
intermediary on the groundone who speaks both
Portuguese and Englishis crucial to getting around
efciently and safely. . .even if that involves just getting
out of the airport.
Indeed, the city of So Paulo is the home to two of
the busiest airports in South America: Congonhas and
the Governador Andr Franco Montoro International
Airport (or Guarulhos International Airport, formerly
called Cumbica), which is extremely congested and difcult to navigate. A third terminal under construction
should be completed in 2014in time for the World
Cup. Also in the works: a new airport hotel and airport

bus terminal.
When it comes to helping their travelers navigate Brazils busy airports, planners are well advised to seek incountry support. Local experts can bypass the long lines
through pre-check-in or move clients up to premier
check-in and have a car waiting (battling the crowds for
a taxi is no ones idea of a good time).
Trafc in So Paolo is a nightmare. Local trafc engineers once notoriously reported that on a bad Friday
afternoon a trafc jam could extend some 112 miles.
While city ofcials are scrambling to connect Congonhas by monorail, its unlikely the project will be
completed in time for the World Cup.
Also important to keep in mind: Security in Brazil
continues to be a concern.
There are places in So Paolo and Rio de Janeiro
where you have to be very careful, says Marcomini. A
guide can be extremely helpful, he says, for the builtin security and practical knowledge of the area. But in
general business practice, its most important to have at
least one strong contact on the ground, someone who
can tell you whereand, more important, where notto
go. Marcomini also recommends relying on hotel concierges to secure cabs.
The process for getting a visa for travel to Brazil
has become much easier in the past two years, though
quirks remain. Travel managers are well advised to be
up to speed on the latest requirements as far in advance
as possible. Brazil is a reciprocity country, so while citizens of EU countries do not need visas for short-term
travel, business or leisure, travelers from the U.S., Canada, China, and Japan do. For travelers from the United
States, the rules vary: Connecticut and Rhode Island
residents must have a notarized letter of authorization;
Houston residents must present a notarized proof of
residence, such as a drivers license, utility bill, or bank
statement.
For any business visa, a notarized letter of invitation
is required from the sponsoring company, but if youre
applying from Atlanta, that letter must be in Portuguese.
Applying from Chicago? The consul may require a sponsor letter thats notarized in Brazil. Applications must be
done in person, by appointmentone appointment per
visaand payment must be in the form of a U.S. Postal
Service money order for the exact amount. Those travelers heading to Brazil from Canada must have a letter on
company letterhead that must clearly state that there will
be no technical work or assistance, since that requires a
different visa altogether.
Doing business in Brazil

Circumventing the rules is common business
practice throughout the country, as is charm.
From the moment you start working with
Brazilians, theyre affectionate, brilliant, in the
moment, says Terri Morrison, co-author of Kiss,
Bow, or Shake Hands, a useful guide to conducting business in more than 60 countries. Theres a
term in Portuguese, jeitinho, which means a little
sidestep.
Actually getting down to business is often a

circuitous proposition that can involve an indirect
route, with lots of socializing, late dinners, and
non-business conversation.
We like to be together, we like to be in contact,
says Radius Travels Marcomini. Be ready to talk,
to learn, to pitch. . .we have open arms to receive
travelers and do business.
Top biz cities/populations

Brasilia/2,208,000
Manaus/1,406,000
Rio de Janeiro/5,858,000
So Paulo/10,435,000
Fast fact
Nearly 8 out of 10 Brazilians live in cities.
Russia
Doing business in Russia

Be prepared for a fair amount of direct, almost
aggressive behavior. Negotiating may be a long
process because compromise, or a win-win situation, is considered a weakness, but a high-pressure
pitch is considered rude.
Always arrive on time for meetings and social

engagements, but be aware that you may be kept
waiting by your host.
If you can, order a set of business cards

with the information in Russian on one side and
exchange cards with the Russian side up.
The biggest lesson I learned doing business

in Russia is that a Russian needs to see you face
to face so that he or she can make sure you can
be trusted, says Paul Tilstone, GBTAs Senior Vice
President of Global Operations, who launched a
GBTA Russia chapter earlier this year.

Khabarovsk/584,000
Krasnodar/647,000
Moscow/10,127,000
St. Petersburg/4,662,000
Fast fact
Russia spans 11 time zones.
28March | April 2013
In the rst 15 years of international hotel presence in

Russia, about 7,500 rooms entered the market. By February 2013, the number was 20,866. Much of the growth
has been focused on Moscow and St. Petersburg, but the
second-tier cities are beginning to see a growth spurt. In
2014, Hilton Garden Inn hotels, for example, are scheduled to open in Kaluga, Kirov, and Krasnoyarsk. And Starwood plans to nearly double its portfolio in Russia and the
Commonwealth of Independent States with 11 new hotels
in the next four years in cities that include Moscow, St.
Petersburg, Kiev, Kaluga, and Perm.
International air service has increased, although Aeroot is still the only airline to provide nonstop service to
Moscow. EasyJet launched a route from Gatwick, Air
China is now ying from Beijing daily, and Emirates has
increased its capacity from its Dubai hub.
Five years ago that was something very exotic for corporate management philosophy, says Stanislav Kostyashkin, CEO of the Moscow-based Continent Express. Now
having a corporate travel policy is a must.
Like the other BRIC nations, when booking basic pointto-point travelsay ying Los Angeles to Moscow and staying in a Ritz-Carlton or Courtyard by Marriottan agent
can get access to most of the same inventory and rates. The
bulk of international hotel brands, some say as much as 75
percent, is in Moscow and St. Petersburg.
Travelport reports that its bookings in Russia alone have
grown more than 50 percent as a result of recent deals,
including Aero Club, Russias leading travel management
company.
But for domestic travel, local hotels, and air or rail travel,
it is best to get in touch with a local agency. Only about 30
percent of the airlines operating in Russia are in the GDS,
and travel planners can only expect to access 5 to 10 percent of hotels through the GDS.
The hotel business is very pragmatic in Russia, with
non-chain properties and special rates. It makes the workload of the agent more intensive, says Kostyashkin.
Kostyashkin points to a particular trick in Russian culture that many business travel planners may not even think
of: paying cash. When travel planners book, they either
want to pay with a corporate credit card or by bank transfer, he says. But those single-standing properties have
special rates for those with cash in hand.
The logistics of getting to Russia have become a bit simpler in recent years. A new visa agreement between the
United States and Russia, for example, went into effect last
year that eases restrictions. Visas now last for three years,
with multiple entries and stays of up to six months. The

basic visa application can be completely lled out online at
visa.kdmid.ru, and supporting documents are what you
might expect: photo, valid passport, and money order or
certied bank check. But all required documents must
be submitted to the diplomatic representative authority.
A business visa, on the other hand, requires an invitation
from the Russian host company that has been authorized
by the Ministry of Foreign Affairs, something a visa processing service can obtain. As of the beginning of 2013, the
government even dropped its processing fees for threeyear multiple-entry non-urgent Russian visas from $180
to $160.
The BRIC nations themselves are even easing restrictions among themselves. In 2008, Russia and Brazil agreed
on a visa-free travel agreement to spur tourism and closer
ties. Under this agreement, neither Brazilian nor Russian
tourists are required to have visas for entry, exit, or transit
in each others territories for stays of up to 90 days within
a six-month period.
India
With an economy growing at about 6 percent a year, a

rapidly expanding middle class, and the almost overnight
transformation of a place like Bangalore from a sleepy village to a booming Silicon Valleyesque hub, India is clearly
on the move.
The economic liberalization began in 1991, generating
a greater reliance on market forces, a larger role for the
private sector, and a structuring of the governments role
thereby opening up the Indian economy to the world.
The airlines are a case in point. Before deregulation in
1986, there were two options: Indian Airlines for domestic
travel, and Air India for international travel. Though several competitors launched and mostly failed in post-regulation times, a proliferation of low-cost carriers has risen
in their wake. Today we have SpiceJet, GoAir, IndiGo, and
Air India Express, among others.
Corporate travel is driven by the growth of meeting
spaces around India: The Ashok in New Delhi, Hyderabad
International Convention Centre, Le Mridien Kochi, and
other centers in Rajasthan, Kerala, and Mumbai. This has
spurred convention organizers to look at India as a potential convention destination, says John Nair, Vice President
of Business Travel for Cox & Kings Ltd.
But even with all that growth, doing business in India
can be a mineeld of complications. Indian bureaucracy
remains a complex, slow-moving organism involving layers of red tape and too many levels of employees.
Doing business in India

Indian Standard Time is a real thing, not
just a concept, so dont expect events or dinners to start when invitations say they will.
Dont be overly frustrated if someone doesnt
show up on time, says Geeta Jain, Chief Executive Officer of Carlson Wagonlit Travel, India.
Though this is shifting somewhat when it comes
to business events.
Expect to be served tea and snacks frequently,

and if you refuse, they will be offered again and
again until you accept.
Compared, say, to Japan and Singapore, India

is relatively informal when it comes to business
etiquettebut only up to a point. When it comes
to transacting business, people remain very conscious of their titles and hierarchy. They dont like
to be taken too casually, says Jain.

Bangalore/4,293,000
Chennai/4,217,000
Delhi/16,753,000
Mumbai/11,915,000
Fast fact
The game of chess was invented in India.
You absolutely need to connect with a local provider

on the ground, says Radius Travels Roger Pfund. For
instance, you need someone who knows never to host
a conference in November during Diwali [Indias most
important holiday].
As with the other BRIC nations, getting basic air
and hotel content in the rst-tier cities generally isnt
an issue. Mumbai, Delhi, and Bangalore have their
inventory on the GDS. But for second-tier cities such
Hyderabad, you have to rely on the local sector to make
arrangements and be sure to see them through. For
example, cabs are widely available at the airport, but
its more efcient to hire a car and driverand going
through an agency partner can be a lot more cost effective than going through a hotel.
Securing visas for travel to India has become somewhat
easier in recent years, particularly for American travelers. Still, India lags behind many other countries when it
comes to the visa process.
We need to make it easier for travelers to enter India.
Its a key priority, says David Scowsill, President of the
World Travel and Tourism Council. India should work
to allow for a system for obtaining visas on arrival and to
make the visa process electronic. Otherwise, business travelers will continue to face unnecessary obstacles in getting
into the country.
For American business travelers, getting a visa can take
as long as a month. For citizens of other countries, the wait
can be considerably longer. Clearly this puts a damper on
the countrys economic growth. In 2012, travel and tourisms contribution to Indias GDP was 7 percent; this number is expected to grow at a rate higher than the Indian
economy as a wholeand could go even higher if entry
were easier.
All U.S. visa applications to India go through Travisa
Outsourcing, which has ofces in Chicago, Houston, New
York, San Francisco, and Washington, D.C. Forms must
be lled out online and sent by FedEx, UPS, or registered
mail to the appropriate ofce, or they can be brought into a
local ofce in person. U.S. citizens may also be required to
include contact information for the Indian company with
which theyre doing businessor a letter of invitation from
the host company or individual.
Chinese business travelers going to India have a more
complex process: They must ll out their visa applications online and provide an invitation letter from a recognized Indian company, a certicate of incorporation of the
Indian company, a dispatch letter from the Chinese applicants company (including the applicants annual income),
and the Chinese applicants business license in English.
Coming from the UK? A business visa will require an

original signed letter from the UK company and a letter of
invitation from the Indian company.
China
While Chinas economy and growth rate have slowed

somewhat in the past year, GBTA forecasts that if current
growth rates continue, China will beat out the U.S. in the
business travel market by 2015. Business travel spending
in China could reach as much as $245 billion in 2013, compared to $233 billion in the U.S.
And theres something else at play.
Chinas middle class is poised to become a global phenomenon. Talk about business opportunities: Chinas consumption, largely driven by the middle class, is projected
to account for $6.2 trillionjust under a quarter of the $26
trillion of global consumptionin the years up to 2025,
according to McKinsey & Company.
This adds up to more than the three other BRIC countries combined.
What this means is that travelboth domestic and internationalis now accessible to a much wider audience.
That, in turn, is generating a strong infrastructure. And for
corporate travel and meeting planners around the globe,
thats a gold mine.
In China, that infrastructure is all about weapons of
mass. . .construction. The country is in the midst of building 70 new airports and expanding 101 existing ones,
bringing its total number of airports to 230, up from 182.
Beijing has begun constructing a second, $11.2 billion
mega-airport that will have seven runways and a projected
70 million passengers a year by 2025.
By the end of 2013, Beijing Capital International Airport
is expected to overtake Atlantas Hartseld-Jackson as
the busiest passenger airport in the world. And the
Chinese will have no problem talking about it: China has
now overtaken the U.S. as the worlds largest smartphone
market.
Chinas big-three airlinesAir China, China Eastern,
and China Southernservice most of the international
routes and a signicant portion of domestic routes.
There has also been signicant growth through alliances
among Delta, China Southern, and China Eastern, as well
as United and Air China.
Some airlines, including British Airways, Finnair, and
Qatar, are focusing on secondary cities such as Chengdu
and Xian. Additional signs of growth: China Eastern
resumed service between Shanghai and San Francisco
after a 13-year hiatus, and Air China is likely to open
BeijingHouston service in 2013, with connections into

Latin America.
The rise of low-cost carriers Spring Airlines and
Juneyao Airlines shows that there is even more space for
growth in Chinas regulated air industry. International
hotels are also proliferating. According to an IBISWorlds
Hotels report, the hotel industry in China has grown an
average of 6.9 percent in the past ve years.
When you consider where China was just 30 years ago,
the picture is staggering. The hotel industry only began to
grow after diplomatic relations were established between
the U.S. and China in 1979, which opened the oodgates to
economic liberalization. Back then there were a mere 137
hotels in all of China, mostly state-run operations.
According to a report issued by InterContinental
Hotels Group (IHG), its estimated that China will have
6.1 million hotel rooms by 2025, reaching parity with the
United States.
In the 1980s, IHG was the rst multinational hotel
group to make a concerted effort to grow its brand within
China. Today, the nations high-end market boasts a roster of impressive international brands: Starwood, Hilton,
Hyatt, Marriott, Accor, Wyndham, Four Seasons, Kempinski. Over the past two decades, those international brands
have taken over the longstanding domination of luxury
brands such as Peninsula, Jin Jiang, and Shangri-La. Hilton Worldwide, for one, is planning to quadruple its properties in China to 100 hotels by 2014, making the nation its
second largest market after the U.S.
China is also Starwoods second largest market after
North America, with 23 new hotels in 2012 alone. After
rapid-re openings in Ningbo, Sanya, Yangzhou, and Xian
last year, Starwood announced its 100th operating hotel
in China.
About 70 percent of our hotel openings in Asia this
year are in China, says Simon Turner, President of Global
Development for Starwood.
Economy and budget hotels are mostly domestic brands.
And therein lies the problem for travel planners: Not all of
that hotel and airline content is readily available to planners outside Asia.
If youre looking for an international hotel in a rst-tier
city, you can get a fair rate based on your preferred hotel
partner, says Steven Smith, Senior Director, Meetings &
Events Asia Pacic for Carlson Wagonlit Travel (CWT).
But if you want to look at anything beyond the famous
tier of hotel partners, doing ground logistics without a
local partner means taking an unnecessary risk, Smith
continues.
If the task is to coordinate travel to a second- or third-
Doing business in China

Be mindful that business card exchanges
take place at the beginning of a meeting.
If possible, information should be in Chinese.
Present that side facing up, using both hands.
After receiving a card, be sure to read it before
putting it away.
Give gifts only if you know the ropes. Gift
giving in China is fraught with complications.

While its a big part of the culture, its technically
prohibited at any type of official event. Why?
The Chinese government is cracking down on
anything that smells of corruption. Luxury items
like high-end watches and spirits are falling out
of favor; a bottle of wine will do just ne.
Develop a taste for baiju (Chinese distilled
liquor). There is lots of toasting with this spirit

at those long, elaborate banquets.

Beijing/6,998,000
Ghangzhou/12,780,000
Hangzhou/1,100,000
Shanghai/16,408,000
Fast fact
The Chinese were the rst to use natural gas as fuel.
tier city, engaging the services of a multinational corporate

travel manager makes sense.
The reality is a lot of Asian hotels are out of the GDS,
says Roger Pfund, Radius Travels General Manager, Corporate Sales and Client Services, Asia Pacic.
In Asia, outside of the Marriotts of the world, you deal
directly with wholesalers, he says.
In addition, Pfund reports that the largest travel agency
GBTA projected compound

annual growth in business
spend, 20112015
China11.2 percent
UK5.4 percent
India10.8 percent
U.S.3.8 percent
Russia7.1 percent
France3.3 percent
Brazil7.0 percent
Germany2.9 percent
Travel to the U.S. from

the BRIC nations
The U.S. government has estimated that
68 percent average annual growth in travel

and tourism can be expected over the next
ve years. The largest growth percentages will
come from China at 232 percent, followed by
Brazil at 150 percent, the Russian Federation
at 139 percent, and India at 94 percent. And
the big, sleeping business travel giant: South
Korea, where travel will grow 200 percent.
Despite having a sparser population and

a less robust economy than the other BRIC
nations, Russian outbound travel is the highest of all: In 2011, Russians took 1.3 times as
many trips as the Chinese, 3.4 times as many
as Indians, and 4.6 times as many as Brazilians. The number of international trips in 2011
was approximately 23.8 million for Russia, 18.3
in China, Ctrip, controls much of the market share.

They have thousands of hotels on their own platform.
No one else can offer that content. Radius is partnered
with Ctrip, which added corporate travel planning to its
portfolio.
However, Pfund cautions, I would not encourage any
travel planner to work with a Chinese agency unless
theres an established relationship.
CWTs Steven Smith agrees. We usually recommend
a local presence. You want to have regional experts with
the ability and experience to liaise with foreign clients. If
you employ someone who has a history of working with
local suppliers for many years, the risk element is signicantly reduced.
Not surprising given the booming economic climate,
getting to China has never been easier. For starters, the
visa process has been streamlined. The application form
is now available online, and the document requirements
have been simplied. The entire process can take as little
as four days.
For business travelers, visas are not a big issue now,
compared to several years ago, says Albert Zhong,
General Manager of China Management Servies, a joint
venture between China Air Services and CWT.
Registered companies in China can simply issue letters of invitation on their corporate letterhead, Zhong
explains.
Similarly, the process of getting Chinese (and other
foreign) business travelers into the U.S. has become
remarkably straightforward. In 2011, the Obama administration addressed the huge business travel decit. By
executive order, it required the State Department to
ease travel restrictions in an effort to increase inbound
business travel.
It was something we really had to do, says Thomas
Nides, former Deputy Secretary of State for Management and Resources. Under Nidess direction, dozens of
consular affairs ofcers were quickly reassigned to U.S.
embassies and consulates in the BRIC countries to beef
up stafng to speed up the visa process, with special consideration given to business travelers.
So, fasten your seatbelts and get ready for an invariable
rise in corporate business travel to China. Every company
in the world now needs a well dened business strategy
to reach the Chinese middle class.
million for China (not including travel to Hong

Kong and Macau), 7 million for India, and 2.8
million for Brazil.
Global Business Travel Editor at Large Peter Greenberg roams

the world as the travel editor for CBS News and carries multiple entry visas to all four BRIC countries.
2X THE GLOBAL ACCEPTANCE OF AMERICAN EXPRESS.*
mastercard.com/acceptance
*The Nilson Report, February 2012. MasterCard, Priceless, and the MasterCard Brand Mark are registered trademarks of MasterCard International Incorporated. 2013 MasterCard. American Express is a registered trademark of the American Express Company.
ser
how do you say

The world may well
be a melting pot, but
that doesnt mean
one size ts all when
it comes to treating
people right inight.
TOKYO It takes two hands to be polite
in Japan because if you use just one to give
or receive thingsfood, coats, chopsticks,
even business cardsit is considered rude.
First-time visitors may be forgiven for their
cultural ignorance, but corporate decision
makers need to know better.
So when American Airlines boss Tom
Horton and Japan Airlines Chairman Masaru Onishi announced the beginning of a
joint operating alliance not too long ago,
Horton made it clear he was going to be
looking to JAL for help. JAL had a lot to
offer in the customer service realm; Horton
resolved to learn how to prevent the sort of
cultural gaffe that could offend passengers.
Within a few months the two airlines had
formed a committee to work toward that
goal. And then something unexpected happened: JAL decided it might also benet
from constructive criticism.
Employees started taking each others
flights, zipping back and forth between
Tokyo and Dallas, making notes and
sometimes even snapping photos. They
shared with each other what they had
learned about service at 30,000 feet.
Americans ight attendants were distributing Japanese newspapers upside down, JALs observers said, and
that big mound of rice on the meal tray was unappetizing.
Americans committee members countered that JAL ight
attendants were too reserved and that public announcements werent even close to conversational English.
In trying to make the airlines more like each other, Horton had inadvertently launched both companies on a mission of self-improvement.
34May | June 2013
American or JAL, both airlines companywide have been

working to make booking online and checking in identical,
Jim Faulkner, a spokesman for American Airlines, said of
the arrangement to coordinate pricing, routes, and schedules with JAL. Now they were going another step. Weve
tried to look at areas to make the service more consistent.
Flight attendants must be aware of what their movements signal to airline customers, said Masanori Kambe,
who directs JALs inight service.
We want to communicate that You are the person I
The Asahi Shimbun/Getty
vicein japanese?
by Christine Negroni
want to serve. . .this is from me for you. This is the basic

way of thought.
The airlines with the best reputations for inight service
provide training in nonverbal communication and physical comportment. At JAL, trainees not only get instruction
on the proper way to carry out such seemingly trivial tasks
as returning coats to passengers, their performance is also
videotaped and reviewed.
It is of great importance, and we keep it in the forefront
of our minds that there are cultural differences, said Jay
Logan, a base manager of ight attendants and a former manager of training for
American. JAL, for example, taught the
Americans that sometimes little things like
presenting that newspaper right side up
and with both hands can mean a lot to the
passenger.
But the differences between Asian and
American service are about much more
than simply whether the chopsticks are
delivered with one hand or two, something that was was eye-opening for the
JAL trainers who viewed Americans
strength in cabin service as being rooted
in personality characteristics that are
identiably American.
They are strong at friendly service and
conversation, Kambe said. These are
behaviors he wanted to see on his own airplanes. We can teach, and they can learn.
Japanese people are good about studying.
Yes, they can memorize the process and
master the skills, but we want them to
touch the naked heart of the customers.
The Japanese as you know are huge
when it comes to presentation. Everything you observe is more of a silent presentation, Logan said.
It is done beautifully, but there is no
real verbal communication with the passenger.
For all the enviable tradition infusing the JAL mindset, the airline has new
realities. When it led for bankruptcy in
2010, JAL was 25 billion dollars in debt. Saving the airline
required cutting one-third of the workforce.
This is key, according to Kambe, to understanding the
identity of the airline today. That was an unfortunate experience, but it was the luckiest experience we could have, he
said. People left the company to save it, he explained, and
those who remained realized they would become the new
airline.
Everybody who is working at JAL chose to stay at
JAL, and they are responsible now. They know they need
to bring the stones to bring up the building. Small stone,

big stone, ne.
This demonstrates another difference between JAL
and American, which led for bankruptcy in 2012. While
JALs workers pulled together during the crisis, American and its workers have been arguing, often in front of
passengers. Perhaps JALs workers are grouchy behind
the scenes, but in the presence of the customer they offer
smiling faces because, as Kambe explained, it still is all
about the customer. The customer is the main person on
the stage, and we are the backstage, he said.
As commercial aviation evolves, airlines are increasingly

lining up behind one of three identities: low-cost carriers
where passengers pay little and get little; single-service
airlines with discounted fares and some perks like advance
seating; and, nally, full-service airlines like American
and JAL that are chasing that most valuable customer: the
premium-class traveler who will pay what it takes for comfortable seats and, thats right, excellent service.
Christine Negroni writes about aviation and travel for numerous publications.
Inflight Culture: Singapore and Emirates

JAL is not alone in recognizing the
importance of comportment for their
cabin attendants. At Singapore Airlines,
new hires who presumably already
know how to walk are taught this skill
during ve months of training. Recognizing that on a long ightand
many of Singapores ights are very
longpassengers want to sleep, ight
attendants learn how to move through
the cabin without disrupting slumbering passengers, said James Boyd, a
spokesman for the airline. For those
passengers who are awake and may
want something, the cabin attendant
must circle through the airplane a set
number of times and make eye contact
with as many passengers as possible.
People are reluctant to push the
ight attendant call button when they
need something, Boyd said. Eliminating that small hurdle is what he calls a
proactive standard of service because it
anticipates the travelers needs.
Taking a cue from Singapore Airlines
and its 40-year-old publicity campaign to promote the onboard service
of its Singapore Girls, Emirates has
invested heavily in crafting a similar
corporate identity. As a result, the
behavior of Emirates ight attendants
is well scripted; practically every action
performed on and off the airplane is
choreographed. Next time you are at an
airport into which Emirates ies, notice
that the entire ight crew, pilots, and
two dozen ight attendants will walk
through the airport together, like in that
36May | June 2013
scene from the 2002 movie Catch Me

If You Can, where Leonardo DeCaprio
playing a pilot imposter struts through
the airport surrounded by beautiful
stewardesses.
Intrigued by what makes an airline obsess on these kinds of tiny
details, last year I spent a week as a
ight attendant trainee at Emirates
headquarters in Dubai. It took the full
seven days just to learn all the rules
that would apply to the six-week training course. Policies are quite strict
women, for example, are not allowed to
wear their hair loose even on the bus
to and from their classes. The ight
attendants image is of the utmost signicance, Terry Daly told me after my
week was over. By then, the Emirates
Senior Vice President hardly needed to
explain that the faces that greet boarding passengers are the face of the
company and it is what we are judged
on more than anything else. It is the

ight attendant who can make the difference between having a good ight
and a brilliant ight.
Service encompasses many things
including how well polished are ones
shoes. The physical appearance of the
cabin staff is given great value at many
Eastern carriers.
Singapores ight attendants are
issued personally tailored sarong-type
uniforms designed in 1972 by French
designer Pierre Balmain. The proud
mother of one new Singapore stewardess bragged to me that her daughter
was told if the uniform should ever
become too snug, the young woman
should not bother going to work.
If standards arent strict, what you
get is a lack of consistency, reducing
the chances of getting a polished look
in the workforce, said Helen Roxburgh, Training Manager at Emirates,
whose cabin staff
represents 130
countries. Aydin
zdemir, a Turkish
Airlines training
specialist, is taking note.
We will welcome our passengers and meet
their cultural
expectations by
hiring locals from
their countries,
Emirates cabin crew
he said.
Blaine Harrington III/Corbis
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op/ed by Kevin Maguire
A Firm Grip on BRIC

Helping GBTA members navigate expanding business environments.
The opportunity to visit Russia came
during the summer of my sophomore
year of high school. Russia was then
the focal point of a foreboding nemesis, the Soviet Union, locked in a political and economic cold war with the
United States and its Western European allies. Trade was limited and
travel was heavily restricted. Later,
in the early 1970s, when I worked for
Pan Am, India was one of my required
stops. Still
struggling to
nd its identity,
India didnt
seem destined
to become a
major player
in the world
economy.
It was June 1985 when I
made my rst ofcial foray
into Latin America. At
that time, I knew embarrassingly little about the
business travel market
there, never guessing that
the regionled by powerhouse Brazilwas on the
verge of exploding onto the
global economic and travel
scenes.
Long viewed as a slowly
growing, somewhat backward manufacturing
location and potential tourism destination, China entered my business
travel portfolio in the early 1990s.
Today these same areas are poised
to direct and lead the world. China is
proving to be the worlds new nancial and international business center. Russia is becoming entrenched as
a leader in oil and gas production and
export. India and Brazil are stepping
up as manufacturing and productdevelopment centers.

As their economies strengthen and
inuences expand, the volume and
complexity of business travel to, from,
and within these countries will continue to grow. Indeed, what once were
barely tested markets for nance,
manufacturing, technology, and more
are now changing the shape of the
world economic footprint. We are
seeing numerous incentive attractive
opportunities
for foreign
business investmentand the
subsequent
requirement to expand travel
services to meet a growing
demand for goods and services.
And what does this mean
for the global business travel
scene? At its present rate of
growth, by 2015 China likely
will overtake the United States
as the number one business
travel destination. No wonder
airline manufacturing companies continue to set their sights
on the expanding eet needs in
the China/Asia market. Latin
America also is a major market
for new aircraft orders as well
as oil and gas production equipment.
Indias global business inuence continues to expand and that countrys
economy is only a few short years
away from leaping into the fourth or
fth slot on the economy list.
So it is not surprising that the
soothsayers have the world economy
revolving around the continued success and growth of the BRIC coun-
R
I
C
38May | June 2013
tries. That said, these areas face

challenges. The world economy is
struggling, and the BRIC countries
are not exempt from the repercussions. The GNP rates in China and
India, for instance, already have
slipped below analysts expectations.
Yet as the worlds economic base stabilizes and growth resumes, these
countries should again show themselves as major players.
As business travelers follow the
sources of potential growth, GBTA
sets the stage by guiding and supporting travel planners. We are taking the travel industry lead in helping
global companies and the worlds
new economies learn the best methods for working together to forge
effective managed travel programs.
Our business networking capabilities
and options for learning add immeasurably to the critical sharing of best
practices and new ideas. GBTA has
sponsored sold-out Oil & Gas Symposiums in Brazil, Europe, Russia, and
the United States. The most recent
annual conference for GBTA Mexico
had the largest attendance ever; the
rst GBTA Latin America conference in Argentina was an absolute
success with more than 400 attendees; and the initial GBTA Asia conference topped the 200-registrant
level. New programs are scheduled
for Brazil and India. Some 20 GBTA
educational or industry certication
programs are either planned or have
been completed in these regions.
Bottom line: GBTA is there.
The Global Business Travel Associations
President and CEO Kevin Maguire is the
Director of Travel for Intercollegiate Athletics at the University of Texas at Austin.
POWERING
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Whether you are new to business travel management or have decades of

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is critical. With programs offered face-to-face and also online, world-class
education and training in business travel management is attainable.
2013 GBTA ACADEMY GLOBAL EDUCATION INCLUDES:
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Global Leadership Professional (GLP) Program The industrys only masters level
training, partnering with The Wharton School of the University of Pennsylvania.
Online Training Interactive skill-building in 90 minutes.
Webinars Best practices and trends in 60 minutes.
gbta.org/academy
Have questions about the Academy?

Email academy@gbta.org or call our Education Consultant Grace Turke at 703 236 1164.
best practices
by Laurie Werner
Endless Summer
Redening time off in todays hyperconnected world.
Imagine youre interviewing for a job
at ARC, the travel product transaction
processing company, and when you ask
about their vacation policy, the answer
is take whatever you want? If that
interview took place sometime after
the rst of January, that is exactly what
you would have heard.
ARC CEO Mike Premo had been
looking for a way to make vacation
policy more exible as part of a sixyear plan to change the culture of
the company. Midway through 2012,
he announced that come 2013, staffers could take time off as they saw t,
doing work along the way.
It was a plan borne out of frustration with the traditional ways.
Accrued vacation time was a headache for us, says Premo. Under federal law, we had to allow employees
to carry over three weeks of vacation
time to the next year, and we had to
have the right amount of money on
our books to cover thatabout half
a million dollars a year. Plus, if
there were more than ve
weeks accrued, a staffer
would have to take a month
off at the end of the year
(putting the manager in a
tough spot when he or she
had to say no) or simply
lose it. And thats a morale
buster.
Under ARCs very new
plan, says Premo, We ask
employees to be exible,
to answer email throughout the day, to be sure to
regularly check in with the
ofce when theyre away.
While investigating
the possible vacationpolicy change, Premo
looked around and found that companies such as Adobe and Motley Fool
had take-what-you-need policies.
Its about 1 percent of all companies. . .greater than zero, is how he
explained it to his somewhat
traditional airline industry
personnel board.
But not all employees immediately
warmed to the idea.
The longer
tenured folks had
the most difcult
time with it, says
Premo. They feel
theyve earned vacation time off, so why
should someone just
coming in be entitled to
the same amount of time off?
So were still discussing how to recognize service in different ways.
Time off is not fully elastic, however.
Any requests over six weeks have to be
approved by HR; some long stints
have already been approved for
expats from China, India, and
Pakistan for long-delayed
trips home.
Premo expects some of
the companys 60 moderateto-heavy business travelers
to add on to business trips if
its a great destination,
in the same way they did
with the previous policy.
Ninety percent of ARC
biz travel is domestic,
with a T&E spend of $1.5$2 million a year.
If Premos program
evolves in the same manner as Motley Fools
(whose executives he
Accrued
vacation
time was a
headache
for us, says
ARC CEO
Mike Premo.
40May | June 2013
spoke with along the way), overuse

wont be a concern.
Some people have taken a few
months for family situations. I took two
weeks to go to Ireland with my family, got caught by the volcano in
2010, and was gone a month.
But I knew it wouldnt
be a big deal, says
Sam Moore Cicotello,
Motley Fools Chief
Learning Ofcer. As
long as you get your
work done, it really
doesnt matter.
In fact, to counteract some employees
tendency not to take
vacation, Motley Fool
began a monthly Fools
Errand drawing in which the
winner gets $1,000 and two weeks
paid vacationwith the order to take
it within a month (to help ensure that
MF isnt short-staffed at any given
time). And we ask them not to check
in with the ofce while theyre gone,
says Cicotello. Some might be sneaking emails, but generally they take the
no-contact request pretty seriously.
Were seeing increased productivity and morale, she says. And
a record low turnoverless than 2
percent. People sometimes leave
to start their own businesses or
because they have to move away. But
they dont leave for other jobs.
Travel writer
Scan and Share
Laurie Werner has

mastered the art
of successfully
blurring work
and play.
Illustration: garywg/iStockphoto, Photograph: Courtesy/ARC
the last word
Reported by Becca Hensley
Knowing China
Canadian by birth, Gerald Hatherly was nudged as a child into an
obsession with China when he read about Marco Polos journey to
ancient Cathay. That inspired him to learn Chinese and pursue Asian
Studiesand eventually led him to Taiwan, Hong Kong, and China.
Fluent in Mandarin and Cantonese, he joined the
th upmarket tour
company Abercrombie & Kent in 1986,, rst
rst as a tou
tour guide and later
as business development director.
tor.
as simple as a baseball cap.
How would you describe

China today?
Very different from 25 years
ago. Today it is a powerful,
increasingly sophisticated
country. Now you must
travel farther aeld to experience its more traditional
character.
What does every travel
planner need to understand
about China?
China is hugeits a physical
kaleidoscope of images and
landmarks. Every traveler
should go beyond Beijing
and Shanghai to discover
a more authentic China. One thing I
know: China is not a one-time destination. Travelers will want to return to
appreciate its diversity. And it is great
for year-round travel.
Your top three destinations in China?
1. Xian: for its history, including the
Terra-Cotta Warriors & Horses Excavation Site.
2. Yunnan Province: for its diversity,
minority cultures and physical landscapes.
3. Gansu Province: the ancient Silk
Road in northwest China where the
Gobi Desert meets the mountains
and the ancient worlds greatest
philosophical inuences convened.
Beside the requisite passport and
42May | June 2013
Pose for a photo to
c
commemorate
the meeting or visit.
Business cards are proB
foun
foundly
important.
Learn to say hello and

Lea
than you in Chinese.

thank
Small talk is important.

If the meeting includes
a meal, make a toast with

tea or alcohol. Just get up
to thank your hosts, wish
them good health and a
good meeting. At the end
of the meeting, thank the
visas (when required), what do you
not leave home without?
A map of China and at least three
books on China, including a biography and something on archaeology or
anthropology.
What does every business traveler
need to know about China?
Chinese traditional culture is based on
relationships. It is important to show
respect and show friendship. In China,
the concept of relationship is the
foundation for a good business deal.
Tips for sealing a deal?
Include a meal. The Chinese love
food and social camaraderie.
Bring a gift, ideally something that
reects your home or culture. Could be
business guest or client on

behalf of your company.
The Chinese are not direct, so

understand that some circuitous discussion needs to take place before
getting to the point.
Travel confession?
An addiction to Ding Tai Funga
dumpling and noodle chain with outposts throughout Asia.
Shanghi or Beijing?
Both. Shanghai for food, art, shopping,
and architecture. Beijing for history, as
it is the bastion of Chinese intellectual
culture.
Becca Hensley writes for more than a
dozen top newspapers and national
magazines.
Photograph: Carla Tracy for Abercrombie & Kent, Illustratration: Pingebat/iStockphoto
INTERNATIONAL MOBILE
ROAMING DOESNT HAVE TO
BE COSTLY OR COMPLEX.
STAY CONNECTED.
GLOBALLY.
www.truphone.com
888-99-MOBILE
business.us@truphone.com
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travel

Insider So Paulo p. 8| BRIC! p. 24| Work/Play Ratio p. 40

MAY | JUNE 2013 $4.95

PASSENGER BEHAVIOR PATTERNS

AIRLINE TICKETING DATA

YOUR SOURCE FOR AIRLINE TRAVEL DATA.

MAY | JUNE 2013

4 communiquWe Hear You

6 letter from MikeBRIC by BRIC

8 like a localSo Paulo

16 research + developmentsAsias Live Wire

34 How Do You Say Service in Japanese?

38 op/edA Firm Grip on BRIC

40 best practicesEndless Summer

42 the last wordGerald Hatherly

Cover illustration by Mark Stutzman

Coming up in the July/August issue

Mea culpa; right you are. Glad to see

can condently say that all the behind

A GREAT BIG AIRPORT HOTEL

THE SKYS THE LIMIT

ramications of airline consolidation,

Let us hear from you: Contact us at editor@gbta.org

Head to the Hub

letter from Mike

Twenty years ago, the countries of Brazil,

Executive Director and COO

Vice Presidents, Business Development

Joseph Carino, Jr.

Phoenix Lithographing Corporation

The Global Business Travel Association (GBTA)

Submit your nomination by July 15.

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