The Route to Winning Public Sector Contracts

So you’ve found the perfect public sector contract and you know that you’re company is able to deliver exactly what the purchaser is looking for, where do you go from there? Well the next step is to start the application process, but there are a number of different routes that a public sector tender application can take. Your first task therefore is to read the tender description carefully as it should always detail the exact requirements of the tender process and the deadlines that you will be expected to meet in completing your tender bid.

One of the common routes that you may have to take is to complete a PQQ which is a Pre Qualification Questionnaire. A standard PQQ will provide some in depth information about the contract and about the requirements of the PQQ, although this may feel like repeating information that you have already read (hence deciding to complete the PQQ) you may just pick up some important detail that could help your submission, so take your time and read it thoroughly. Once you’ve read all of the background information you will then be required to provide some basic general information about your company, its legal status and details of any potential conflicts of interest. The next section will ordinarily concern financial matters including banking arrangements and insurance details, and you will then be required to provide details of contractual matters. This means declaring if you have had any contracts terminated or if you have any legal proceedings in place or pending. And finally, you will be required to provide details of your technical and or professional ability to complete the work specified in the tender notice.

Another route which some organisations prefer to use is to complete a smaller version of the PQQ, which may just ask you to answer yes or no type answers to a list of questions within each of the main headings found in a full PQQ. For example;

– Does your organisation have an environmental policy?
– What is the largest size of contract that you have previously fulfilled?
– How many employees are there in your organisation?

From the completion of this smaller questionnaire public sector buyers are able to create a shortlist of suppliers that they consider eligible and suitable to complete the tender contract. If you reach this shortlist you may then be asked to complete a full PQQ, or alternatively a full tender proposal, which would also be the next step for suppliers shortlisted from a completed PQQ.

A full tender proposal requires you to write in detail about exactly how you can complete the contract in terms of resource, employee and technical capacity. You should also aim to provide a full project plan which specifies timelines, costs, named leads within your organisation and the processes in place to ensure risk avoidance and monitoring. Finally, your proposal should also provide examples of successes your company has already achieved, particularly if they are within the same field as the work you are writing your tender bid for.

Whichever route your tender journey takes, if you provide detailed information that meets or even exceeds the buyers expectations you will be in with a very good chance of winning that tender; and it doesn’t always come down to the best price.

Data Sharing in the UK Public Sector, the Norm or the Exception?

Since I last wrote about data sharing in the public sector there has been a lot of interest about the growing volumes of personal data all organisations are accumulating. In the private sector customer data is treasured, analysed and reused (with the customer’s permission of course). Companies talk of Big Data and hail it as ‘the next big thing’. Follow #bigdata or Google it and you will see the bold claims that are made for this new era.

But what about the public sector? We still hear of councils and other public sector organisations resolutely pronouncing that they can’t share data because the law prohibits them. When I wrote the first article in August 2012 I set out what I thought was the most challenging of the 4 barriers to successful data sharing. Just to recap these were:

  • Legal
  • Cultural
  • Organisational
  • Technical

The most challenging? Culture, people just don’t want to change and will use the other 3 to support this. But we all know that the technology can do whatever we want it to do, so people tend to hang on to the ‘we can’t share because the law says so’ argument but cannot really back it up when challenged.

So it was a great relief when Dame Caldicott produced her second report earlier in the year ‘Information, to share or not to share’ and started to deconstruct some of the ‘myths’ but perhaps more importantly suggested that culturally we should move towards ‘how we can’ and move away from ‘why we can’t’

Dame Caldicott added a seventh principle to the six she established in her first review in 1997

The duty to share information can be as important as the duty to protect patient confidentiality.

This seventh principle was added in response to the growing concern that in healthcare at least, barriers were being erected that were putting patients at risk.

So if our colleagues in healthcare ‘get it’ what about the other public sectors? One recent case brought to my attention is the DVLA’s information about registered keepers of motor vehicles. As part of the Civil Enforcement process (parking tickets to the everyday person) local authorities can request details of registered keepers from DVLA so that they can serve a Notice to Owner (NTO) when a Penalty Charge Notice (PCN) remains unpaid.

For the moment let’s not comment on the 20% of cars that have outstanding PCNs that have no registered keeper, or the most recent revelation that some drivers are still driving despite having amassed 42 penalty points and focus on what happens to the information provided by the DVLA.

The DVLA contend that information supplied by them to local authorities for the purpose of Civil Enforcement of PCNs cannot be used by the authority for other purposes. This may be true, so for example routinely adding this data to a ‘citizen’s index’ might be unlawful. For example, a matching of unpaid PCN information to Blue Badges issued (an exercise that has routinely produced some interesting results and successful prosecution for fraud, would appear to be unlawful as the data supplied by the DVLA was being used for a purpose other than the one it was registered for. As yet I haven’t seen if a registration under the Data Protection Act for DVLA supplied data would be acceptable to the ICO.

But what isn’t unlawful is to use the other information that the local authority holds to trace people who have not paid their PCNs. In a recent study I was involved in, of the 9,000 unpaid PCNs that had been returned ‘Gone Away’ over 1/3rd of those people still lived within the council area and of those, over 1,000 were in council owned housing. So some part of the council knew where the person was, but not the Parking Services people who were using out of date DVLA information.

Sharing data between services in the council netted another £200,000 of unpaid PCNs. Despite the emotive talk of ‘cash cows’ that often accompanies any discussion on parking, I think most would agree that it is beholden on councils to use whatever information they have to maximise their income and reduce administration costs. After all, collection rates for PCNs hover around 75% which is probably the lowest collection rate of anything local and central government collects, so there is ample room for improvement. Strange how the media interest in this subject never brings out the poor collection rates, but that’s another story.

Returning to the topic of Big Data, most commercial organisations are beginning to tune into the value and importance of this to future customer satisfaction and retention. Local councils are just beginning to grasp this concept and re-evaluate the way they have implemented CRM systems. The initial use as a ‘front office’ system to manage and monitor phone calls is now giving way to more elaborate systems that can tell the council what its customers actually want.

Be this from self-service web based system or face to face and telephone contact, modern systems can now identify exactly what customers want and provide empirical evidence to enable the council to plan future service delivery. The current push by the public sector to provide services that are ‘digital by default’ offers the potential for significant cost savings, but, providing self-service intelligent forms on the web site is only part of the story.

If councils are going to weather the current ‘austerity storm’ chances are they will have to STOP doing some of the things they are currently doing. Enabling self-service can just provide ‘mess for less’ rather than truly transform services.

Without the relevant data, and implicitly the sharing of data, how will local authorities plan to deliver what their customers want, AND dynamically change this as requirements change? Or will they just use the trusted methods of Citizen Surveys back up by some good old Mosaic demographics data?

One recent development that may further the debate is the changes to the Freedom of Information Act that came into effect on 1st September 2013. These changes allow individuals and organisations to demand data sets from local councils in a re-usable format. Although this data is anonymised the fact that the data can be re-used may bring about a glut of FOI requests in the next few months. The changes also allow the local council to charge for the supply of this re-usable data, so this might well fuel the ‘cash cow’ argument, or further the debate about data sharing.

I suspect this debate will continue for the next few years and there will be many barriers to overcome until we achieve what Dame Caldicott so eloquently expressed.

The duty to share information can be as important as the duty to protect patient confidentiality

Growth Drivers For Real Estate Sector

Losses of industry players were capped by the timely intervention of RBI, which increased the interest rate since 2006. The sector continues to remains unsteady. However, driven by the global economic recovery and macro-economic and sector-specific factors, experts believe that capital will start flowing in this sector. Besides global economic recovery, the following are the indicators of this sector’s growth in the near future:

Industry experts estimate that by 2010, Indian IT and ITES sector will need approximately 150 million square feet of official space.

Growth in organized retail sector will provide significant boost to commercial real estate sector, which is expected to demand 220 million sq ft of additional commercial space across tier-I and tier-II cities.

According to the Tenth Five Year Plan of the government, there is a shortage of approximately 22 million residential units and over the medium and long term around 90 million dwelling units will have to be constructed especially for middle and lower income families. Housing Development & Infrastructure Ltd (HDIL) and the Mumbai Metropolitan Development Authority (MMRDA), together plan to build a residential-cum-commercial complex in Virar, a suburb of Mumbai at a cost of around $1.49 billion.

Introduction of REMFs (Real Estate Mutual Funds) and REITs (Real Estate Investment Trusts) will definitely have a major impact on realty sector by helping players for price determination. As per CRISIL, REITs has the potential to reach the size of $1400 billion in next 3 years.

The following section has some of the new projects expected to be undertaken by private realty developers:

* Tata Housing Development Company is expected to build around 1300 low-cost residential units at Boisar, 100km from Mumbai

* Atlas Group plans to diversify into Indian real estate sector and invest $201.51 million in Kerala over the next years

* Tata Realty and Infrastructure (TRIL) will invest approximately $4.2 billion for building SEZs, roads and other core sector projects

* All major realty players including DLF, Unitech and HDIL have big housing projects lined up for marked-down properties

* Avinash Bhosale Group (ABIL) will invest $126.25 million across Pune, Nagpur and Mumbai for developing 5-star hotels

* Marriott International plans to open 24 new properties in India over the next three years

* Cinepolis, a Mexican global multiplex operator plans to invest around $357.7 million in India and open 500 movie screens in the next 7 years for its film exhibition business.

Why Middle Managers in the Public Sector Need to “Wake Up and Smell the Coffee”

Due to the current financial position of the UK, we all know the landscape of public service delivery in is going to change dramatically over the next decade. It would be easy to say that this country should not have such a deficit and look for people to blame, but I’m a great believer in ‘we are where we’re at’ and that we should learn from the past to help us deal with the future.

This is going to be challenging period for everyone in a public sector organization. However, I believe the largest challenge is going to rest at the front-line and middle manager level for the following reasons:

• There are going to be fewer of them.
• They are going to be working with an increasingly disengaged workforce.
• Their capability is going to be questioned.

There are going to be fewer of them:

Senior executives are going to be expected to produce strategies that will provide more with less and, with the percentage budget cuts being talked about, the only way to maintain the frontline delivery of public services is to have truly integrated services. This allows for the rationalization and reduction of ‘back-room’ support functions and reduced layers of management. These reviews will be conducted by senior management and turkeys do not vote for Christmas, so there will be fewer frontline and middle managers. However, why turkeys need to get the vote will be the subject of my next article.

They are going to be working with an increasingly disengaged workforce:

In any organization, when there are talks of cuts, staff feel unsettled as they are unsure of their own future positions. Whenever this happens there is a drop in organizational performance, which drains the energy and resilience of some managers. In extreme circumstances the workforce will conduct a number of stoppages and we are already witnessing that in the public sector. On the 8th March 2010 members of the Public and Commercial Services (PCS) union conduct a 48-hour stoppage in response to changes in their redundancy terms. As the cuts in public services are implemented, this could be the first of such stoppages, with the employer trying to minimize the cost of redundancy packages and the workforce feeling unfairly treated.

Their capability is going to be questioned:

Currently, whenever a public sector organization performs poorly, some stakeholders will put the cause of that poor performance down to poor leadership. My personal view is that this is often a digression by the stakeholder, so that they do not have to accept accountability for their own under resourcing. As evidence of this, just take a look at any inquiry into an incident involving the health service, social services or the police service and the criticism is often about how leaders have used their resources and there is never an admission that they were doing their best whilst under resourced.

As a front-line or middle manager in the public sector, a recent example of how your capability is going to be questioned is a research report from the Chartered Institute of Personnel and Development (CIPD) that I mentioned in a previous article. It is the first in the CIPD’s new ‘building productive public sector workplaces’ series and says, “There is an inadequacy of public sector line-management capability in a range of performance management areas that have a direct impact on service delivery, including absence, stress and conflict management.”

Having worked within both public and private sectors, it is not the quality of the leaders that differs; it is the organizational cultures that exist to either support or hinder them. I would be one of the first to say that I’ve encountered front-line and middle managers who only wanted to be team leaders, but I have also worked with some very good ones.

So, what can you do about it?

Folks, wake up and smell the coffee! You are in the firing line and need to start considering now what you can do about it. There are elements of your new performance landscape that you cannot influence, so focus on the parts that you can. The first, and probably the most important, area that you can influence is your own learning and development. Up until now there has been a generous culture in the public sector, where organizations provides the majority of leadership learning and development required by an individual and those days are about to stop.

If you’re going to survive this tumultuous journey then you are going to have to evidence that your skills, abilities and competencies are equal to or greater than your peer group. One of the obvious ways to do this is to study for a management qualification. However, qualifications are only valid for the day you received them unless they are supported by evidence of your continuing professional development (CPD).

I believe the best way to achieve this evidence is by benchmarking yourself against other leaders and managers, irrespective of which sector they work in. For that, amongst many other reasons, I’m an advocate of the Chartered Manager award. One of the reasons I encourage my clients from the public sector to work towards this award is that, whilst it does evidence the impact that their leadership has had on their own organization, it also places them into the wider community of professional leaders and managers.


You are now faced with a choice. You can become one of the disengaged workforce and complain that successive governments have made a mess of the economy and that the country should not be in this position.

Your other choice is to see current position as an opportunity for you to shine; to evidence your leadership by finding new and more efficient ways of providing the public services you are required to deliver. This option allows you to evidence your skills, abilities and competencies to your employer and your positive approach will also go a long way towards re-engaging your staff.

Take responsibility for navigating yourself and your staff across the new performance landscape and you may even find yourself enjoying the journey.

Is There Disruption In The Philanthropic Sector?

Recently, I wrote an article about what the terms “disruption” and “innovation” mean. The next logical question is whether or not there is disruption happening in the philanthropic sector. We know there is always innovation in the industry, but what about disruption?

Many people got involved in philanthropy after the 2004 Indian Ocean tsunami. That same year, what we came to know of as Facebook was founded. Social media as we know it today was an idea in the minds of only the inventors and innovators in Silicon Valley.

During this period of time, donors to nonprofits would write checks or make a donation by credit card on those websites where the charity was able to actually process a gift. We had not yet fully come to understand the disruptive power that technology would become within the philanthropic sector.

As I stated in my previous article, although the idea of social enterprise, which is a growing movement, has been around for hundreds of years, it’s only been relatively recently that we have modern “social enterprises”. Essentially, organizations no longer have to choose between profits and social impact-they can do both.

Philanthropy is a very diverse and disparate sector. And, perhaps this might be one of the reasons why it may seem to some that disruption is not happening. For example, you have charities that are small and maybe they only have the resources to hire a grant writer. So, the way they primarily receive funding is through the traditional grant request. They don’t have the sufficient resources available to really delve into technology and use its full potential.

I can see why some of these organizations may believe there is no disruption taking place in the philanthropic sector. I can also understand why some professionals in the industry are pushing back against those who say there is disruption happening in the social field.

But, make no mistake disruption is taking place. It just may not be as evident as it is in, say, the taxi industry, which is being disrupted by services such as Uber and the new “sharing economy.” It may not be as easy to see as in the hotel and tourism industry, which is being challenged by companies such as Airbnb.

The mere fact that donors no longer have to choose between giving to a nonprofit or giving to a for-profit social enterprise in order to do something good for society is a thread in the theme of disruption. Another example is the Internet. Nonprofits and social enterprises can use platforms on the Internet to communicate with supporters, new constituencies and raise money.

Today’s donor can give to a social organization by sending a tweet in response to a campaign. They can support countless types of causes through crowdfunding using Kickstarter or Indiegogo, for example. The fact that perhaps not all nonprofits have not readily embraced this sort of technology, or have failed in their initial attempts at this type of revenue stream does not mean that it does not work and it will go away. On the contrary, what I have learned in business is when these types of campaigns fail, it was because of the planning and execution. Don’t stop, learn, do it again and succeed. Or, learn, fail better and then try it again.

How an Executive Recruiting Firm Finds the Next Leaders for Your Business

If you are looking for the next executive to lead your company to success, an executive recruiting firm is one way of doing so. They have the experience to identify the skills, capabilities, credentials, and experience that your company needs to succeed in today’s job market.

What Services Do They Provide?

There are organizations that provide recruiting and placement services. They also find employees with short term and project needs. Some of the sectors these executive recruiting firms service are family office services, non-profit organizations and interim executives for short-term and project needs. First of all, the recruitment team will consult with clients to assess prospective employees with leadership skills, and identify the strengths and weaknesses of the client. The firm can also identify opportunities and threats to the search. They can also examine the organizational structure of the company, and identify the interview team in order to make sure the key player will be part of the interview.

An executive recruiting firm can also create a long-term approach to evaluation, identification and recruitment follow up, which is similar to the client’s family office. This will ensure that the candidate will work well with your business’s mission, and will exceed your expectations. They will have a team of experts who will have many duties to find the most talented employees, and these jobs include:

• Strategic Wealth Management

• Investment Planning

• Tax and Financial Planning

• Family Legacy and Leadership

• Trust and Estate Service

• Philanthropy

The next sector that an executive recruiting firm will provide services for are the non-profit sector, and includes distinct skills and experiences of future employees. The firm will also look for prospective executives for short-term and project needs, because they may be needed to accelerate growth or solve a key problem. They will help with project management, work overflows, supply chain issues, developing senior executives and labor negotiations.

The Process

The first step the executive recruiting firm will begin researching the history of your company, and they will examine your current status, and what you will need for the leadership needs in the future. This will involve a vast candidate network, one-on-one sourcing methods and interviews. There can also be an 18- month search process as well. The firm attempts to understand what type of leader your business needs, which involves reviewing strategies, delving into financials, conducting multiple interviews and performing site visits. The firm will also perform interview training tactics to screen for potential skills. The executive recruiting firm will evaluate and determine what the position currently needs in terms of skills and ability.

In addition, there is customization in the executive recruiting firm’s search process in order to find the right candidate. The firm will also do research and reach out to qualified candidates. This will involve verifying all of the candidates’ credentials, education and other pertinent information. Furthermore, the search firm will also administer interview training, which includes specific questions and tactics in order to assess each candidate. The next step involves the candidate selection and offer, and the post-placement stage. There are firms who will help the client during this transition phase to help the business succeed. It is an extensive, thorough process, which will ensure your business is not only hiring skilled executives, but those who share your company’s vision.

I Chose to Stay Where I Was Living for About Five Years

‎I was in the Air Force for 30 years. And I always wondered where I would end up living full time when I finally retired. The last place that I was stationed was in New Mexico, and I really fell in love with the area. So, when I got out, I chose to look for apartments in Albuquerque NM while I made up my mind about whether to stay there for the rest of my life or not. I suppose I could have started thinking about that long before my last day of military service, but I had a lot of things on my plate during that last year.

My parents were getting up there in years, and they were located one state away from where I was stationed. I was really happy that I was not outside of the country at the time my dad had a heart attack. I was able to drive home on the weekends to help him and mom out. He didn’t have a major heart attack, but the point is that he did have one, and I felt it was my duty to help out when I could. I even told my parents to leave all their tough chores for the weekends so that I could show up and help them out. They really appreciated that.

I fully intended to move home, but that didn’t happen because both of my parents moved away. It broke my heart. I went home, cleared out their home, and never went back after that. I really did not want to move back there full time. So, I sold the house. This is how I ended up staying in the same station where I had been stationed. I really like it here. It is not too hold or cold. There is a lot to see and do here, and it is affordable, too.

Why the London Riots Created a Greater Business Travel Threat Than a Terrorist Attack

Introduction to the London riots threat

If you have business travel to London, you need to read this article. In this article you will discover why the London riots created a greater travel threat than a terrorist attack. We will examine the threat posed by the London riots and demonstrations, terrorist attacks and resulting travel delays, disruptions and changes. At the end of this article, you will have a specific understanding of the required business travel management response and awareness as to why this will happen again.

The London riots and demonstrations has resulted in one of the largest business travel disruptions of 2011.

London Riots and Demonstrations

The London riots and demonstrations have come as a complete surprise to many. It is not a unique event and certainly not unique to the UK. The scale, violence, fire and failure of the authorities is often something expected in other countries but the lack of preparedness for destinations like the UK is common and widespread. Therefore, the lack of preparedness and last-minute scramble to respond and the inability to avoid major business travel disruptions are widespread as a result.

Due to the footprint of disruption, many routes and modes of transport have been negatively affected. Simple commute from the airport, trains and ports to planned accommodation options have been altered and continuous review of hazard or threat assessment are required. Furthermore, travel support providers such as taxis, hotels, restaurants, emergency services an other basic amenities have also been affected, to varying degrees.

Travel and risk managers need to immediately identify:

  • Affected areas,
  • Degree of threat,
  • Affected and exposed (inbound and outbound) business travellers,
  • Arrival/departure points,
  • Safe and non-affected areas,
  • Mitigation or eradication options,
  • Cost of implementation,
  • Funds available,
  • Emergency support,
  • Accommodation options,
  • On-going or developing events,
  • Social or non-business activity,
  • Insurance claims and compliance requirements,
  • Cancellation criteria,
  • Resumption of travel criteria,
  • Extended event plans,
  • Travel alternatives (domestic and international)

The London riots have affected multiple support systems related to business and leisure travel. Any leisure travel disruptions will further compound business travel threats such as decreased accommodation options, airport congestion and increased public transport demand. Even simple actions like withdrawing money from an ATM will prove a challenge and compound the hazard/s.

The London riots have had a prolonged affect on UK business travel sector, far greater than the majority of terrorist attacks. Further affects such as planning and preparation for the 2012 Olympics will also contribute to the lingering affects.

A lack of planning and subsequent response capability by businesses could constitute a failure of duty of care, due diligence, corporate social responsibility, workplace health and safety or other related legislation.

Terrorist attacks less of a threat than London riots

With the exception of the Mumbai terrorist attacks, most have limited travel disruption and only affect a narrow band of travellers. Inclusive of the Mumbai terror attack, terrorist attacks typically have clearly defined threat elements (terrorist, bombings, gunfire, etc) whereas the London riots is a constantly changing and unclear threat. Most business travellers will be unprepared for such decision-making demands and lack sufficient experience to make consistent and safe decisions.

Most contemporary business risk management systems focus on location and plausible event threats, then seek to inform or prepare travellers for the best results to mitigate or eliminate the hazards and threats. Therefore, the bulk of business travellers will not be prepared or educated on how to respond in London, with such wide spread disruption and threats. Few will have residual knowledge from information and preparation for such events in other locations, considered more likely to be medium to high risk. Many of the supporting business travel management departments and managers will be equally unprepared and resourced.

A terrorist attack and other similar violent crimes would have a much smaller footprint of disruption, not affected such a wide business travel demographic, not affect business travel support providers so comprehensively or have such a prolonged impact on all exposed.

Routine travel delays, disruptions and changes represent one of the most persistent and probable travel risk management issues.

Travel delay, disruption and changes

Change management and the decision-making involved is one of the most commonly accepted workplace hazard concerns. This is equally relevant to business travel and business travel threats.

The instinctive and guided response of travellers to any delay, disruption or change can significantly affect the outcome of any spontaneous or new hazard as it presents. Particularly when this is the first level of response, before support options and resources can be activated or come into affect.

Travel delays have been triggered due to airport and airline workers unable to get to work, taxi drivers not able to refuel vehicles, hotels and staff overwhelmed, business travellers unprepared and convergence of business and leisure travellers upon all available exit travel nodes.

Access to information, at all levels, the ability to consume and process all the options and explore alternatives is imperative in this and similar travel disruption events. Crisis leadership will succeed more frequently than simple crisis management, to which are dependent upon timely and accurate information from all available resources.

Unfortunately, many will fail to fully understand the gravity of the events, the threats posed and respond or prepare accordingly. While many others exposed will chalk it up to another force majeure or random act that is just part of the rich experience of international travel. Courts, business travellers and peer review increasingly do not share this flippant view.

This scenario and lack of preparedness has been played out numerous times in recent history. Volcanos, volcanic ash affects, Japan’s tsunami, airport closures, airline failure and many others have caught business travellers and managers alike unprepared. This disturbing trend will continue.

Conclusion: London riots threat

You should now see why the London riots have a far greater impact and threat to travellers than you may have originally thought. We have examined the business travel threat posed by the London riots, terrorist attacks and resulting travel delays. You now have a specific plan for this and similar events and the required business travel management and response. This will happen again. Perhaps not in London, perhaps not a city wide demonstration but this kind and scale of business travel disruption event will happen more than once before the end of 2011. Review your plan and make the necessary enhancements now.

Business Travel Tips – How to Pack For A Business Trip

Use these business travel tips pointers to create and plan a stress-free business packing travel plan.



  • When you are putting together your clothes for business, experiment with one color instead of all your favorites. This makes it simple for you to combine and present an ideal business persona for your meetings. With a one color-scheme, you will not need to pack multiple pieces of clothing.
  • If you’d like to add a bit of color, you can include a colored shirt or scarf you like (maybe it is your favorite, or it gives you that ‘extra OOMPH’ that you need for self-confidence – or to compliment your look).


Tips on packing shoes: As much as shoes are something that some women say they can’t ‘live without,’ pack no more than two or three sets. Make certain you have a set of flats and only one set of high heels in your luggage. If you wear high heels all day and evening long, then during your company trip, when what you want (need) most is to shine, you may be experiencing painful leg and back discomfort.

In addition to sensible shoes, women who travel may want to pack makeup. On a business trip and with makeup – Less is better. Makeup during a business trip really should be minimal so that you present an experienced, knowledgeable and professional look. Foundation, powder, mascara, lip gloss, eye liner, and eye shadow, are a few of the things that you need to consider in packing. Less is more – mascara and lip gloss can go a long way in making a professional looking presentation.

All Travelers:


  • Frequent business travelers should make it a habit of packing their bags as soon as they return from a business trip. This way, when they have to travel on short notice, the stress and worry of packing is diminished.
  • Frequent travelers on business really should try to use regional airports instead of major air-ports. Local and small airports are less congested, and then there are fewer security hurdles.
  • When you are on company business, choose the most direct routes instead of the least expensive routes. The least expensive travel arrangements usually make for the longest distance, and this also means you will likely have to use your precious time for traveling and staying in hotels.
  • So, instead of saving money, your cost may actually go up, with the less expensive, less traveled route, Because you’ll make up for the cost with longer flights and maybe even an extra day stay at a hotel – which means more money all the way around (food, cab or car rental,.. ). Consequently, it’s always best to go on a direct flight route to save time and expense, even if you have to fly first class.
  • If you’re able to fly mid-week, you will be happier because you may be able to save money on trip expenses. Traveling on a Monday or Tuesday normally costs more. Take these travel tips into account when you are paying your own personal air flight to help you cut your costs.
  • Also think about the distance from your hotel room to where you are meeting. Have a look on the internet on a map so you see exactly where you’ll be meeting, compared to where you are going to be staying. In case you do not know the local or surrounding area, you might want to stay near a company or civic facility in which your company is holding their business.
  • Business travelers understand how to make the most of the resources offered to travelers specifically on business. Find hotels that focus on the travelling business person. These hotels won’t have amenities for families and neither are they attempting to attract buses of adolescents in route to a camp. When you need to pay attention to business details and not the kids running in the hallway, this will help you find appropriate (and professional) lodging.
  • Packing vital electronic things is likewise one of several business travel tips. In case you are traveling overseas, make certain you are aware of the telecommunications requirements of the country. Make certain you pack a couple of USB memory sticks. You will never know if they may require them.
  • Never pack your laptop inside your luggage. Your laptop may be a pivotal element of your trip. Inside a flight terminal in an unexpected emergency situation, your wireless laptop may be used to adjust reservations so that you can prevent all those long lines for getting your next flight out. You’ll be able to arrange accommodations by automobile or snag just one of the few remaining rooms in hotels in the city straight from the convenience of the seats in the airport terminal.
  • If you plan well, then you can normally just walk to your meeting or hotel, while the people around you are stressed – simply because you knew the way to balance technology plus the need to help yourself out of a situation that could have been a problem.
  • But one way to use your laptop computer to help yourself if there is a situation where the airport terminal is shut all the way down would be the limited electric power of laptop computers. To see your electric battery go lifeless just when you wanted it by far the most is a lot like watching your tire go flat on the freeway because you drove over glass on your way to the meeting.
  • What few people know is that you have open electric-powered outlets in air terminals which are there for cleanup crews. Once you are at the airport – discover exactly where those outlets are. Normally you can find these outlets just underneath the windows that look over the landing strips. If you can secure a seat close to these outlets, it is possible to replenish your laptop computer and maintain your lifeline to everyone you need to.