Is It Difficult to Change TMCs? A Guide to Changing Travel Agencies

Is Changing a TMC as Difficult as Changing Hairdressers?

Why might a company need to change its corporate travel agency? Moving to a new travel management model with careful planning, professional implementation, and uninterrupted service.

People are often reluctant to change a service provider they know. Even if you are not entirely satisfied with your hairdresser, you may keep going because they have known you for years.

They know the result you want and understand your preferences. You do not have to explain everything again each time.

But what if they no longer meet your expectations?

The decision to change a corporate Travel Management Company (TMC) can feel much the same.

Your current travel agency may have known your executives, employees’ preferences, travel policies, and operating habits for years. Familiarity, however, does not mean the service still meets your needs.

Executive assistants may be frustrated by slow responses, senior leaders may be unhappy with travel arrangements, and Finance may struggle to obtain the reports it needs. If it is also becoming difficult to reach the right person when a flight is cancelled in the middle of the night, the need for change may no longer be possible to ignore.

Even so, many companies ask the same question:

“How difficult will it be to rebuild everything if we move to a new TMC?”

Perhaps another question should come first:

“Which problems are we putting up with just to preserve familiar habits?”

A well-planned TMC transition does not have to disrupt existing operations. On the contrary, it can reduce unnecessary work, improve service quality, and make corporate travel management more efficient.

Corporate Travel Management Must Be Uninterrupted

You can postpone a hair appointment. But you cannot always postpone a flight for an executive who must reach an important meeting, the return journey of an employee stranded abroad, or a travel operation requiring urgent intervention.

This is where the analogy ends and the real responsibility of corporate travel management begins.

Corporate travel management must be uninterrupted.

This means more than having a phone number available 24/7. It requires an experienced team that can solve problems, continuity of information between operations, quick decision-making, and support for employees throughout their journeys.

That continuity must also be maintained while changing travel agencies.

Existing air tickets, hotel bookings, executive trips, approval workflows, and financial operations must not be left uncertain during the move to a new provider.

In a well-managed transition, employees continue travelling while the new system is prepared behind the scenes, responsibilities are clarified, and operational processes are introduced in a controlled way.

Choosing the right TMC matters. Being able to move to that TMC without interrupting business travel matters just as much.

Why Do Companies Want to Change Their Travel Agency or TMC?

The decision is not driven only by a search for lower airfares or a new booking platform.

As companies grow, the complexity of travel operations, financial expectations, employee-safety responsibilities, and service-quality requirements change as well.

If the current TMC cannot meet these expectations, the company may begin looking for a new travel management partner.

1. Dissatisfaction Among Executive Assistants and Office Teams

Executive assistants and office teams are among the people who experience corporate travel service quality most directly.

For teams organising busy travel schedules for senior executives, speed, accuracy, flexibility, and reliable communication are essential.

Slow responses to booking requests, poorly handled last-minute changes, having to deal with different travel consultants, or repeatedly providing the same information can waste significant time.

Common reasons for dissatisfaction include:

• Slow responses to booking and change requests
• Consultants who do not know executives’ preferences and travel habits
• Inability to resolve last-minute schedule changes
• Customer representatives who are difficult to reach
• Inefficient handling of complex schedules for multiple executives
• Recurring operational errors and inadequate follow-up

A good TMC should not increase an executive assistant’s workload. It should make the job easier through reliable, responsive, and proactive service.

Repeated complaints from executive assistants can be an important signal that the current travel management service needs to be reassessed.

2. Senior Executive Dissatisfaction and a Lack of VIP Service

For CEOs, board members, and senior executives, business travel is often an integral part of packed meeting schedules, strategic discussions, and international business relationships.

Even a small travel disruption can affect important business commitments.

A poorly planned connecting flight, a transfer that is not arranged on time, an inability to adapt quickly to a changed meeting schedule, or a lack of emergency support can directly affect executive satisfaction.

For senior executives, expectations go beyond comfort. They include time management, operational reliability, confidentiality, personalised service, and rapid problem-solving.

If the current TMC cannot meet these expectations, that may be decisive in changing providers.

A VIP service department or experienced consultants focused on senior executive travel can make a meaningful difference.

3. Inadequate Emergency and 24/7 Support

Corporate travel does not take place only during business hours.

A flight cancelled at midnight, a connection problem over the weekend, or an employee stranded abroad may require immediate action.

A TMC’s true service quality is measured not only when bookings are made, but also by the support it provides when the unexpected happens.

Companies may change agencies because of:

• No accessible 24/7 operational support
• Difficulty reaching an experienced travel consultant in an emergency
• Slow responses to cancellations and changes
• Lower service quality outside business hours
• Unclear responsibilities and communication during a crisis

The question is simple:

If your employee has a flight problem abroad at 3 a.m., will your TMC merely answer the phone, or will it solve the problem?

4. Inadequate Reporting and Limited Visibility into Travel Spending

Making bookings alone is not enough for corporate travel management.

Companies need to analyse spending, track budgets, and support management decisions with reliable data.

Reports that are inadequate, delayed, or prepared manually can be an important reason to change providers.

Useful reports include spending by department, employee, project, and cost centre; airline and hotel preferences; booking behaviour; travel-policy violations; and savings opportunities.

For CFOs and Procurement teams, the key is to see not only how much of the travel budget was spent, but also how it was spent.

5. Payment Terms, Financial Conditions, and the TMC’s Financial Strength

Commercial and financial conditions are as important as price when selecting a TMC.

Payment terms that do not fit the company’s cash flow, insufficient credit limits, inflexible payment methods, or complicated invoicing can prompt a search for alternatives.

Key considerations include:

• Payment terms suited to the company’s needs
• Credit limits and security requirements
• Transparent service fees and pricing
• Invoicing and reconciliation processes
• Management of refunds and receivables
• The TMC’s financial stability and ability to sustain its operations

For companies with high travel volumes, a provider’s financial strength and commercial sustainability are as important as its booking technology.

6. Duty of Care: Inadequate Management of Employee Safety

Duty of Care is an employer’s responsibility to consider the health, safety, and potential risks faced by employees travelling for business.

International travel can involve natural disasters, political developments, health risks, security incidents, or transport disruptions.

In such situations, a company needs more than booking details: it needs a structure that can reach employees and coordinate the necessary response.

Insufficient crisis communication, risk alerts, or operational coordination by the current TMC may be a decisive reason to change.

Employee safety is a shared responsibility of HR, travel management, operations, and senior leadership.

7. Lack of Visibility into Travelling Employees’ Whereabouts

For companies operating internationally or across multiple locations, an important question is:

“Which of our employees is travelling, and in which country or city are they right now?”

Travel data spread across different systems, or the inability to report current itineraries centrally, can limit a company’s crisis-management capability.

When evaluating a new TMC, ask about itinerary-based employee visibility, active and upcoming trip reports, location filters, and options for communicating with groups when necessary.

Visibility based on booking information should not be confused with real-time location tracking; they are different capabilities.

8. Insufficient Global Service Capacity

As a company expands internationally, its expectations of its travel management provider change.

Organisations operating in several countries need travel requirements across different markets to be managed, access to local knowledge, international ticketing support, and consistent service standards.

When assessing global capacity, consider:

• International operational experience
• Global partners and service networks
• Support across different time zones
• Management of complex international trips
• Consolidation of travel data across countries
• Adaptation to local requirements and centralised reporting

If the company grows internationally but its TMC cannot expand its service capacity at the same pace, that can be a strong reason to switch.

9. TMC Team Experience and Service Continuity

Technology matters in corporate travel management, but the people supporting the system are a key determinant of service quality.

Frequent changes in customer representatives, limited experience, high staff turnover, or consultants unfamiliar with the company’s operations can cause service disruptions.

Companies need more than a capable platform: they need a stable team that understands their organisation, travel habits, and priorities.

During a TMC transition, assess the assigned account manager, the operations team’s experience, backup coverage, problem-solving ability, and service performance.

10. Compliance with Company Rules and Procurement Criteria During Tendering

Many organisations periodically reassess travel management services through tenders or requests for proposals.

Price may not be the only deciding factor.

A TMC is expected to comply with procurement policies, supplier-assessment criteria, information-security requirements, contractual terms, and corporate governance standards.

Large companies may place particular emphasis on:

• Compliance with contracts and service-level agreements (SLAs)
• Financial strength and commercial references
• Information security and personal-data protection
• Enforcement of corporate travel policies
• Reporting and auditability
• Competitive, transparent pricing
• Sustainability and corporate sourcing criteria

If the incumbent TMC cannot meet these requirements, the company may change providers even if the incumbent offers a price advantage.

11. Manual Processes and Technology Limitations

Requiring employees to book by email or phone, relying on manual approvals, and using disconnected systems can reduce operational efficiency.

Companies increasingly expect digital solutions that do more than make bookings: they should apply travel policies, control budgets, and report spending.

TMCs that cannot improve their technology may accelerate the need for change, particularly at organisations pursuing digital transformation.

12. Lack of Cost Transparency and Visibility into Real Savings

A low service fee does not always mean the most economical travel management model.

Companies need visibility into how airfares are formed, which fees are added, how alternative fares can be accessed, and how travel policies contribute to savings.

Hidden price differences, unexplained service fees, and inadequate fare comparisons can weaken trust in the current TMC.

Transparent pricing, measurable performance, and visibility into total costs are therefore important selection criteria.

How Difficult Is It Really to Change TMCs?

Changing a travel agency can seem complicated at first because the company’s existing travel arrangements are built on years of habits, personal relationships, and sometimes unwritten practices.

With the right transition plan, however, the process can be managed.

The new provider should not simply copy the existing setup. It should also assess which processes should be retained and which should be improved.

A TMC transition is an important opportunity to review the company’s travel management practices.

7 Critical Steps for an Uninterrupted TMC Transition

1. Analyse the Existing Travel Management Structure

The transition should begin by understanding current operations, not by introducing the new platform.

Review travel volume, user profiles, executive expectations, booking habits, payment terms, and reporting needs.

Executive assistants, Finance, and Procurement should be involved in this analysis.

2. Create a Transition and Implementation Plan

A successful TMC change requires an implementation plan that defines tasks and responsibilities in advance.

The plan should cover data preparation, user setup, transfer of company policies into the system, testing, training, and go-live steps.

The transition schedule should account for critical travel periods and the company’s operational needs.

3. Reassess Company Rules and Travel Policies

Not every practice used in the old system needs to be carried over unchanged.

Some manual approvals, authorisation methods, or booking habits that developed over the years may no longer be necessary.

A TMC transition is a good opportunity to simplify these processes.

Travel limits, approval mechanisms, user permissions, preferred suppliers, and company rules should be clearly defined in the new system.

4. Ensure Continuity for Existing Bookings and Financial Transactions

Existing air tickets, hotel reservations, and outstanding refund requests need specific attention during the transition.

Clarify which provider will be responsible for changes or cancellations to tickets already issued.

Ongoing invoices, receivables, payment terms, and reconciliation processes should also be included in the transition plan.

The goal is to ensure that no existing transaction is left without an owner when the new system goes live.

5. Test the New System with Real Travel Scenarios

A travel platform that works technically is not necessarily a good fit for the company’s needs.

Test it against real-life scenarios, such as:

• What happens if an employee selects a booking that violates company travel policy?
• How does executive approval work?
• How are last-minute flight changes handled?
• How is a VIP travel request managed?
• Can Finance access the reports it needs?
• What process is activated when urgent support is needed outside business hours?

These tests help identify potential gaps before go-live.

6. Manage Habits and Prepare Employees for Change

The human factor is one of the most important parts of a TMC transition.

An executive assistant who has worked with the same travel consultant for years, or an employee who always books in the same way, may initially be hesitant about the new system.

That does not necessarily mean the new service is inadequate; often, it reflects the challenge of changing habits.

User communications, short training sessions, introductions to support channels, and follow-up on feedback after the transition are therefore important.

Implementation is complete not simply when the system works, but when users have adopted the new way of working.

7. Measure Service Quality After Go-Live

Launching the new TMC is not the end of the transition project.

During the initial period, monitor booking processes, operational response times, user satisfaction, financial reports, and policy compliance.

Feedback from executive assistants, frequent travellers, and senior executives is particularly useful when assessing service quality.

Make adjustments based on that feedback.

The Most Common TMC Transition Mistake: Carrying Old Habits Forward Unchanged

A company may have booked travel the same way for years.

Perhaps every request is sent by email, executive approvals are obtained by phone, or reports are combined from separate Excel files.

These practices may once have been necessary, but continuing them with new technology is not always the right choice.

One of the most valuable questions to ask during a TMC transition is:

“Why are we still doing this this way?”

If the only answer is “Because we have always done it this way,” it may be time to reassess the process.

Good change management does not transfer every existing habit into the new system. It preserves what works and improves inefficient processes.

What Criteria Should You Use to Select a New TMC?

Comparing prices alone is not enough when choosing a corporate travel management company.

Operational, financial, and technology needs must be considered together.

Evaluation area	Question to ask
24/7 service	Is there a team that can genuinely resolve emergencies?
Executive and assistant satisfaction	How are VIP trips and complex requests handled?
Financial terms	Are payment terms, credit limits, and security requirements suitable?
Reporting	Can spending be tracked by department, project, and employee?
Duty of Care	Are processes in place to support the safety of travelling employees?
Global service	Are international trips and different time zones supported?
Operations team	Is there an experienced, stable team that knows the company?
Technology	Can booking, approval, and policy processes be managed digitally?
Price transparency	Are service fees and additional costs clearly visible?
Implementation	How will transition planning and user adoption be managed?

These criteria can be weighted according to the company’s travel volume, countries of operation, employee profiles, and procurement policies.

Managing the Transition with VikingOn and Viking Turizm

Organisations considering a change of corporate travel management company are looking for more than a new booking system.

They expect a new partner to understand their business, learn their operational needs, and manage the transition properly.

VikingOn combines the corporate travel management experience Viking Turizm has developed since 1984 with technology developed by the company’s own IT team.

This approach is based on technology and professional services shaped by the real needs of day-to-day travel operations.

Through VikingOn, companies can manage online bookings, travel policies, approval mechanisms, user permissions, spending controls, and reporting digitally.

Direct connectivity with Turkish Airlines, NDC content, transparent pricing, and no hidden mark-ups support visibility in travel purchasing.

When technology alone is not enough, Viking Turizm’s experienced travel consultants and 24/7 operational support are available.

Change Needs a Plan

A TMC transition is about more than creating new user accounts and launching a booking system.

The company’s existing travel habits must be understood, operational needs identified, travel policies configured, and users prepared for the new way of working.

By combining corporate travel technology with operational experience, VikingOn and Viking Turizm support companies with transition planning, implementation, and adoption of the new travel management model.

The aim is to make the move controlled and predictable while preserving continuity in the company’s daily travel operations.

Employees still need to travel, executives still need to reach their meetings, and Finance teams still need to track spending.

Corporate travel management must be uninterrupted. The transition should be managed with the same principle in mind.

Change Does Not Have to Be Difficult

Changing a familiar service provider is not always an easy decision. But familiarity and satisfaction are not the same thing.

In corporate travel management, what matters is not how long you have worked with the same TMC, but how well it meets your company’s needs today.

Changing a travel agency is more than ending one contract and signing another.

A successful transition depends on sound planning, well-managed implementation, analysis of existing workflows, and helping employees adapt to a new way of working.

Understanding long-standing habits, preserving useful practices, redesigning inefficient processes, and transferring company rules correctly into the new system are all important parts of the process.

VikingOn and Viking Turizm support companies through this transition by combining technology with experience in corporate travel operations.

Viking Turizm’s more than 40 years of travel management experience and VikingOn’s digital infrastructure support companies not only in selecting a new TMC, but also in moving to a new way of managing travel.

Ultimately, a successful transition does not mean transferring every old habit into a new system. It means keeping what works and leaving behind processes that no longer meet the company’s needs.

Changing TMCs may not be as difficult as you think—especially when you work with a team that understands change.

A New Beginning in Corporate Travel Management

To assess how well your current travel management setup meets your company’s needs and explore VikingOn’s approach combining technology with professional travel support:

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