Last year marked a pivotal moment for Italian travel management companies, shaped by a resurgence in demand, complex operational challenges, and profound changes in the global geopolitical and economic landscape.

2024 witnessed a significant increase in corporate travel spending, with double-digit growth compared to 2023. According to Loretta Bartolucci, commercial director at Cisalpina Tours, this was driven by the ¡°structural recovery of corporate mobility,¡± combined with a renewed awareness of the strategic value of business travel. A trend confirmed by ACI Blueteam and Gattinoni, who reported strong performance in the MICE, long-stay, and luxury travel segments, indicating renewed corporate confidence.

At the same time, some Italian TMCs began looking beyond national borders. Cisalpina Tours, through its CTI brand ¨C Cisalpina Tours International ¨C launched an internationalisation plan that expanded operations into nine foreign markets.

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Despite this growth, Italian TMCs are operating in an increasingly precarious balance. The main challenge remains maintaining profit margins in a context where average transaction fees no longer cover real service costs. As noted by Paolo Bertola, commercial director at ACI Blueteam, there is also ¡°a need to maintain high-quality standards in a supply chain that is increasingly fragile,¡± further complicated by a volatile geopolitical environment that has often forced abrupt revisions to strategic plans. The difficulty in sourcing qualified personnel completes a complex picture and the need to train new professionals has been emphasised repeatedly.

Technological evolution, fuelled by the integration of AI-based tools and increasingly sophisticated OBTs, was one of the key themes of the year. However, the industry is divided: some praise its potential, while others fear increasing disintermediation. According to Elena Carlino, corporate travel director at Gruppo Gattinoni, the real challenge lies in balancing automation, sustainability, and the human factor while maintaining high service standards and environmental responsibility.

TAKING OFF

Lufthansa's acquisition of a stake in ITA Airways opened a new chapter for Italian air transport. The overall sentiment is cautiously optimistic: ¡°Operational efficiency will certainly improve,¡± commented Alfredo Pezzani of the FTO Transport Commission, but concerns remain that greater consolidation could limit options for companies and increase commercial rigidity. Both Cisalpina and ACI Blueteam noted potential impacts on fares and route networks but agreed that it is necessary to wait for concrete developments.

After the sharp price increases of 2023, last year saw a phase of stabilisation in air and hotel rates. ¡°2024 had two phases: in the first half, rates surged again; in the second, growth tapered off. Nevertheless, prices continued to rise, though at a slower pace than in 2023,¡± noted Bertola, offering a nuanced view of pricing dynamics.

High-speed rail confirmed a robust growth trend in 2024, driven both by increasing demand and a cultural shift in corporate travel preferences. As Gattinoni¡¯s Carlino pointed out, ¡°revenues for high-speed rail operators have grown, and demand for these services is on the rise. This positive trend can be attributed to greater environmental awareness, a preference for more sustainable and comfortable travel options, and improvements in infrastructure and service offerings.¡± On short and medium-haul routes, trains are becoming an increasingly viable and appealing alternative to air travel.

STRATEGIC VALUE

Last year marked a transitional phase for Italian travel management: caught between growing demand and structural fragility, innovation and sustainability. Some Italian TMCs are rethinking their economic models becaue, as Loretta Bartolucci puts it, ¡°procurement processes based solely on pricing do not adequately value the advisory role of TMCs.¡±

After a complex yet transformative year, the message from Italian TMCs is clear: new models, new skills, and a renewed strategic vision are essential. Technology, sustainability and internationalisation are no longer optional ¨C they are structural conditions for competing. And yet, at the centre remains the need to recognise the value of travel management as a strategic lever for businesses and the broader economy.

As Cisalpina Tours¡¯ Bartolucci affirms, ¡°In a sector already characterised by thin margins and low appeal to younger generations, it is essential to promote greater awareness of the strategic value of travel management.¡±