Travel$ense User's Guide (PDF, 139 MB) - NBAA
Travel$ense User's Guide (PDF, 139 MB) - NBAA Travel$ense User's Guide (PDF, 139 MB) - NBAA
136TRAVEL$ENSEFrom Home to provide extra information, listing the hours in this category onlyas hours counted, not valued. It is left for the user to decide what value toplace on nonbusiness hours away from home.These two equations are completed in a user-friendly manner. To do so, first, onTab 1, Air Services, you define the business aircraft trip “Legs.” Then, thecomputer helps you determine comparable airline flights by obtaining areasonable number (usually about 10 to 15 per leg) of airline alternatives,invoking overnights if necessary, and prioritizing based upon several factors,including site requirements, time-on-site flexibility, departure and arrival timegoals, total time enroute, connection “window” size, on-time rating of flight,time of day (to avoid red-eyes), and whether or not turboprop or jet aircraftare used.Once you’ve determined the comparable airline flight, the cost of air service iscalculated by multiplying [the cost of an airline ticket] times [the number ofpassengers]. The ticket type is user-selectable from full fare coach (Y), first class(F) or lowest available. Of course, seat pricing, availability and whether or notyou can get them assigned together depends on the final schedule set date. Thelater you decide to go, the more expensive and less available those seats maybe.For travel by business or charter aircraft, Travel$ense uses the chargeback orcharter cost of operation, as defined by the user on a cost-per-flight-hour orcost-per-statute-mile basis. Because of the nature of business aviation, thistravel option also results in predictable budgeting, scheduling and seating.The cost of employee travel time is one of the linchpins of Travel$ense. Simplystated, employee time has a cost. It’s a tangible cost because tangible checks arecut every couple of weeks to pay for it. What’s more, employee time has avalue which exceeds its cost. Employees must generate far more in revenuethan they are paid – if they don’t, the company folds.To find the value of employee time – its true cost – compensation multipliersare used to generate automatically true employee time costs definableindividually or by employee group or level. These multipliers, discussed at lengthin later sections of this guide, are user-definable either individually or byemployee group or level. It’s an old concept based in part upon life insuranceindustry settlement strategies and research, and common sense. That samecommon sense says that multipliers should rise alongside skill and responsibility.Travel$ense tracks employee travel time by trip leg in five stages.• Drive time to airport from home/office/site• At-airport “passenger processing time” for departure• Flight timeCopyright © 1999, National Business Aviation Association, Inc.
TRAVEL$ENSE• At-airport “passenger processing time” upon arrival137• Drive time from airport to home/office/siteThe program utilizes user-defined defaults for all travel times but uses uniqueflight times for each of the three aircraft alternatives. Also, drive times often arecustomized to the trip on the fly to account for local conditions.The cost of employee travel time used in Travel$ense for a passenger iscalculated based upon the amount of employee travel time (door to door)times the hourly cost of the employee to the company. The hourly cost of theemployee is calculated as compensation (salary plus benefits plus bonus)divided by the number of business hours worked per year, with every variablepotentially defined for each passenger individually. Importantly, hourly costs arevalued during business hours only, with a time valuation option for nonbusinesshours. This answers the suggestion by some that travel after hours issupposedly free to the company since employees often are considered “off theclock.”Of course, whenever you begin to discuss the cost of people’s time, privacy canbecome an issue. And to calculate the cost of employee time accurately, youneed to use actual salaries, benefit percentages and bonuses for everyemployee/passenger. That requires disclosure, which has the potential to causeuneasiness. Two solutions are to employ a discrete employee in the flightdepartment or corporate office to do the analysis or to use vague averages forlevels or groups of employees. A solution that allows a company to avoid theissue of disclosure requires the human resources department to utilize theprogram, since that department already possesses the sensitive employee data;however, this plan assumes that the human resources department has sufficienttravel management experience. Reverse engineering also is a concern, ascurious users could run trips with a single passenger, even with thecompensation levels password protected, to figure out general salary levels forspecific passengers.Other trip expenses are tallied on Tab 3. These are on-the-road costs, such ashotel, meals, airport parking, rental cars and taxis. Travel$ense uses “TimeTriggered Expenses” to invoke default costs per passenger over user-definedtime periods. For example, if you are “on the road” from six to nine in themorning, the program assumes you will eat breakfast and drops in the defaultbreakfast amount. Same for hotel, lunch and dinner. Crew expenses can beadded for corporate or charter aircraft trips at the user’s option.Looking at trips run by Travel$ense users, we have observed a typically minimaleffect on total cost of travel from these incidental trip expenses. The effect canbe significant if multiple overnights are invoked with high load factors, however.For instance, six people spending a couple of days in Manhattan can cost a littlebit of money.Copyright © 1999, National Business Aviation Association, Inc.
- Page 93 and 94: TRAVEL$ENSEon Leg 1 and one passeng
- Page 95 and 96: TRAVEL$ENSE87In addition to the typ
- Page 97 and 98: TRAVEL$ENSE89You should try to run
- Page 99 and 100: TRAVEL$ENSEselecting the leg and fl
- Page 101 and 102: TRAVEL$ENSECHAPTER 9. TAB 3 - TRAVE
- Page 103 and 104: TRAVEL$ENSETrip Expensescoming/goin
- Page 105 and 106: TRAVEL$ENSECHAPTER 10. TAB 4 - COST
- Page 107 and 108: TRAVEL$ENSEThis category also inclu
- Page 109 and 110: TRAVEL$ENSE101If chronic, Non-Busin
- Page 111 and 112: TRAVEL$ENSECHAPTER 11. TAB 5 - BENE
- Page 113 and 114: TRAVEL$ENSETime Saved vis-à-vis Ai
- Page 115 and 116: TRAVEL$ENSETrip StatisticsTravel$en
- Page 117 and 118: TRAVEL$ENSECHAPTER 12. TRAVEL$ENSE
- Page 119 and 120: TRAVEL$ENSEThe Short Trip Report111
- Page 121 and 122: TRAVEL$ENSEclass. Fare detail also
- Page 123 and 124: TRAVEL$ENSESummary Reportslisted se
- Page 125 and 126: TRAVEL$ENSErepresentative of travel
- Page 127 and 128: TRAVEL$ENSEThe Business Aircraft Pe
- Page 129 and 130: TRAVEL$ENSEThe Trip Database Statis
- Page 131 and 132: TRAVEL$ENSE123CHAPTER 13. WORKING W
- Page 133 and 134: TRAVEL$ENSESelect any number of tri
- Page 135 and 136: TRAVEL$ENSECHAPTER 14. IMPORTING DA
- Page 137 and 138: TRAVEL$ENSE129Seven data fields are
- Page 139 and 140: TRAVEL$ENSE131Five data fields are
- Page 141 and 142: TRAVEL$ENSECHAPTER 15. THE IDEAS BE
- Page 143: TRAVEL$ENSEcan help maximize employ
- Page 147 and 148: TRAVEL$ENSEProductivity during driv
- Page 149 and 150: TRAVEL$ENSE• Long-distance trips
- Page 151 and 152: TRAVEL$ENSE143A major source of tim
- Page 153 and 154: TRAVEL$ENSEpersonnel of $65,000 ann
- Page 155 and 156: TRAVEL$ENSE• Clearing through sec
- Page 157 and 158: TRAVEL$ENSEOPTIMIZATION OF PLANT LO
- Page 159 and 160: TRAVEL$ENSE10. The quality control
- Page 161 and 162: TRAVEL$ENSEThe ability to work enro
- Page 163 and 164: TRAVEL$ENSEavailability of business
- Page 165 and 166: TRAVEL$ENSE3. Business aircraft off
- Page 167 and 168: TRAVEL$ENSEflight analysis in compa
- Page 169 and 170: TRAVEL$ENSESUMMATION OF FINANCIAL B
- Page 171 and 172: TRAVEL$ENSEthe same way that a buil
- Page 173 and 174: TRAVEL$ENSEappraisal of a given pro
- Page 175 and 176: TRAVEL$ENSE• provisional costs fo
- Page 177 and 178: TRAVEL$ENSEsecurity, medical insura
- Page 179 and 180: TRAVEL$ENSEkey manager’s salary.
- Page 181 and 182: TRAVEL$ENSE• The Group-Human Valu
- Page 183 and 184: TRAVEL$ENSEhours flown, miles flown
- Page 185 and 186: TRAVEL$ENSEALLOCATING AIRCRAFT OPER
- Page 187 and 188: TRAVEL$ENSEFlat mileage assessment
- Page 189 and 190: TRAVEL$ENSEIf you have a less-than-
- Page 191 and 192: TRAVEL$ENSEthose analyses, which th
- Page 193 and 194: TRAVEL$ENSE1852. Summary ReportsThe
136TRAVEL$ENSEFrom Home to provide extra information, listing the hours in this category onlyas hours counted, not valued. It is left for the user to decide what value toplace on nonbusiness hours away from home.These two equations are completed in a user-friendly manner. To do so, first, onTab 1, Air Services, you define the business aircraft trip “Legs.” Then, thecomputer helps you determine comparable airline flights by obtaining areasonable number (usually about 10 to 15 per leg) of airline alternatives,invoking overnights if necessary, and prioritizing based upon several factors,including site requirements, time-on-site flexibility, departure and arrival timegoals, total time enroute, connection “window” size, on-time rating of flight,time of day (to avoid red-eyes), and whether or not turboprop or jet aircraftare used.Once you’ve determined the comparable airline flight, the cost of air service iscalculated by multiplying [the cost of an airline ticket] times [the number ofpassengers]. The ticket type is user-selectable from full fare coach (Y), first class(F) or lowest available. Of course, seat pricing, availability and whether or notyou can get them assigned together depends on the final schedule set date. Thelater you decide to go, the more expensive and less available those seats maybe.For travel by business or charter aircraft, <strong>Travel$ense</strong> uses the chargeback orcharter cost of operation, as defined by the user on a cost-per-flight-hour orcost-per-statute-mile basis. Because of the nature of business aviation, thistravel option also results in predictable budgeting, scheduling and seating.The cost of employee travel time is one of the linchpins of <strong>Travel$ense</strong>. Simplystated, employee time has a cost. It’s a tangible cost because tangible checks arecut every couple of weeks to pay for it. What’s more, employee time has avalue which exceeds its cost. Employees must generate far more in revenuethan they are paid – if they don’t, the company folds.To find the value of employee time – its true cost – compensation multipliersare used to generate automatically true employee time costs definableindividually or by employee group or level. These multipliers, discussed at lengthin later sections of this guide, are user-definable either individually or byemployee group or level. It’s an old concept based in part upon life insuranceindustry settlement strategies and research, and common sense. That samecommon sense says that multipliers should rise alongside skill and responsibility.<strong>Travel$ense</strong> tracks employee travel time by trip leg in five stages.• Drive time to airport from home/office/site• At-airport “passenger processing time” for departure• Flight timeCopyright © 1999, National Business Aviation Association, Inc.