Follow our step-by-step guide to ensure your ideas for your company’s travel programme are heard and get the green light

Every organisation needs innovation and change to succeed and the best ideas come from the employees who deal with day-to-day operations. For example, you might want to change the format and structure of an existing meeting; change the systems you use to streamline tasks; or propose a new outsourcing partner to save time and money.

STEP 1: Calculate any savings and/or increases in profits for the business by working with your supplier or with colleagues to gather information about the difference your proposal will make.  Ensure the data is credible and you can justify any figures you are using. For example, you have identified a venue-finding company that will save you time and money.  Work out the estimated savings in venue costs to the business. Add in the ‘opportunity cost’ – the number of hours that can be saved for other tasks that are crucial to the business. If it is worth going ahead, then develop your case.

STEP 2: Focus on the decision-maker: what is important to that person? They are more likely to say 'yes' if they read how this proposal will improve or build on the business issues that really matter to them and to their goals. Analyse the challenges they face and describe how your proposal will help to resolve or reduce those challenges for them.

STEP 3: Senior decision-makers have a focus on strategy, profit margins, objectives, cost manage-ment, market penetration, and return on investment. Find out about company strategy and link your proposal directly to the strategic goals of the business.For example, if a business wishes to focus on a new type of client, your proposal of a face-to-face business event that specifically targets that group of prospective clients will be of interest.

STEP 4: Describe the benefits of every aspect of your proposal and show how each benefit will make a difference to the business. Work out how you would decide if your proposal has been a success. This will help the decision-maker to see whether the benefits listed are valid and to measure success after implementation. Be prepared to justify your proposal against any negative responses.

STEP 5: If you don’t get acceptance, compare the current and the proposed situations and describe the different ways the two options will affect the business and its strategic goals. This will make sure the decision-maker has a clear understanding of the risks involved in not going ahead.

STEP 6: Work out the best time to approach the decision-maker – when there is no crisis developing, for example! Be clear about the next steps and tell the decision-maker exactly what action is needed and by when.

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