Matthew Parsons

Travel buyers stand to gain from dynamic pricing, but this could just be a quick win if hoteliers take a longer term view of that pricing after a recovery.

Regrets? Lufthansa has a few. But its supervisory board, and now shareholders, are simply making the most of a bad situation by accepting the German government's bailout conditions.

Admire the simplicity of United Airlines’ plan to rebuild its route network for businesses — but question its accuracy.

With safety still rising up the traveler agenda, airlines won't have an easy task setting prices as they balance passenger welfare with profitability.

That insurers may be pulling credit cover won't come as a surprise in the middle of a crisis and potential recession, but it's hardly the agencies' fault if they have a bad rep. What they really need is all the support they can get when restarting operations.

Singapore’s so-called fast lane arrangement with China offers a glimpse into how employees could soon be traveling, but this type of shortcut won't be easy to replicate across the rest of the world.

Even for the likes of Zoom, corporate travel is perceived as important to connect with people. What's reassuring to see is that the company is trying to work out the best ways on its own platform to keep that team spirit alive in these challenging times.

As well as the devastating short-term effects, we're now starting to see how coronavirus can equally have longer lasting impacts on the corporate travel sector.

South Africa is understandably cautious as it approaches winter, and doing all it can to stave off a health crisis. But its strict and prolonged protocols might end up doing more harm than good.

If downsizing is a natural correction to the peaks prior to coronavirus, so-called micro agencies are the logical next phase in the travel management cycle.