Changing travel needs and preferences means that corporate travel strategy also has to evolve
Brought to you by Cvent
Travel managers, travel management companies, and suppliers are increasingly facing constant economic pressure, rising traveller expectations and the pressure from internal stakeholders to deliver measurable impact.
To stay competitive, travel decision makers need to relook at the strategy of their travel programmes from budget and sourcing to technology and content.
The 2025 Global Cvent Travel Managers Report surveyed 1,600 travel decision-makers across the globe on how they are tackling rising costs, embracing new sourcing strategies, and leading the way in a hybrid, digital-first world.
Shift from volume to value
In light of rising costs, rather than simply reducing the number of trips, travel leaders are prioritising trips that can generate more revenue and build relationships.
According to the report, organisations are likely to be reducing spending on incentive trips (31%), internal meetings or office visits (31%), and company retreats (30%). Instead, identify trips that other countries in the region are prioritising and build a data-backed case internally for where in-person travel in Asia delivers measurable ROI — and where virtual or hybrid formats can cover lower value needs.
This allows you to protect high-value travel such as strategic customer meetings, regional leadership gatherings, and major industry events, while being more cost-efficient.
Travel managers should reassess the purpose and timing of business trips to prioritise essential travel – such as gaining new customers and networking opportunities – and reducing non-essential categories.
Rethink rate and sourcing strategies in Asia
Asia’s diverse markets, currencies, and hotel landscapes make rate strategy particularly complex. The report found that many travel managers in Asia report difficulties negotiating, with nearly half stating that discussions with hotels are more challenging now than five years ago.
To combat this, travel managers can shift towards other locations in Asia where they can apply a more flexible, multi-market approach. Seeking more collaborative relationships with suppliers is also mutually beneficial.
Break down silos between travel and meetings
Organisations that have separate travel, meetings and events programmes may be losing out on savings and negotiating leverage.
91% of travel managers say they are responsible for sourcing hotels and venues for their organisation’s meetings and events. By consolidating the sourcing responsibilities under one job function, organisations report better operational efficiency (49%), cost savings (48%), and attendee satisfaction (48%).
If you are still operating in silos, now is the time to identify opportunities to combine hotel and venue sourcing for business travel and meetings across key cities. A more integrated approach can give a consolidated overview of total spend, stronger negotiating power with regional suppliers, and a more consistent traveller experience across trip types.
Technology is essential
The report shows how travel managers are leaning on technology to manage increasingly complex programmes from sourcing platforms and digital content to approval workflows and reporting.
To leverage technology efficiently, you must assess if your tech stack provides visibility into regional trends, identify gaps in digital content that hinder confident property comparisons, and collaborate with partners who support centralised sourcing strategies across multiple markets.
For more insights into building a resilient 2026 travel programme, read more of the 2025 Global Cvent Travel Managers Report to explore all the industry findings, regional breakouts, and practical insights.
