“Business as usual” doesn’t exist anymore. Hotels have had to rethink how they connect with buyers, especially corporate travel managers, who are juggling tight budgets, evolving traveler expectations, and major pressure to prove ROI.
So, what are they thinking? And what do they actually care about when choosing hotel partners and planning corporate travel? We asked them.
The 2025 Global Cvent Travel Managers Report dives deep into what’s really driving travel buying decisions this year. The findings are packed with fresh travel marketing insights that can help hotels, venues, and destinations better align with the people who book group and corporate stays.
Who we talked to
Cvent spoke to more than 700 corporate travel managers from around the world. These are people who choose hotels, manage budgets, negotiate rates, and keep their companies’ travel programs running. Cvent heard from:
Global travel leads at major corporations
Regional and country-level travel managers
Admins and procurement pros managing smaller travel programs
They came from all over: North America, Europe, the Middle East, Africa, and Asia-Pacific, providing a wide-angle view of what travel buyers are prioritizing right now.
Whether they're managing travel for a few dozen or thousands of employees, they all have one thing in common: they’re making booking decisions that affect your bottom line.
Want to know more about the demographics? Download the 2025 Global Cvent Travel Managers Report to see the full data, regional breakdowns, and additional insights.
How we gathered the data
In March and April 2025, Cvent partnered with Censuswide to survey over 1,600 business travel decision-makers worldwide.
All of our questions focused on what really matters to travel buyers today: how they choose hotels, what makes them say yes (or no), and what they expect from suppliers in a changing world. Every respondent plays a direct role in booking, budgeting, or sourcing.
What we found: business travel trends that matter now
Travel managers are juggling shrinking budgets, rising traveler expectations, endless hotel options, and more internal pressure than ever before. And they’re getting creative to make it all work.
1. Travel managers are making smart cuts but not slashing everything
Budgets are tighter, but most travel managers aren’t going full scorched earth. Instead, they’re trimming budgets with intent. This means fewer trips, more scrutiny, and better tools to keep things under control. One big shift is a renewed focus on travel that truly drives business outcomes.
A majority (71%) of travel managers expect travel costs to increase in 2025. But instead of cutting everything, they’re making selective reductions. Incentive trips (31%), internal meetings (31%), and company retreats (30%) are the top categories on the chopping block.
Still, most travel programs are holding steady: 70% say their travel budgets are actually increasing this year, while only 8% are seeing cuts. So it’s less about spending less, and more about spending smarter.
One popular strategy is timing travel around meetings and events. 26% say aligning business travel with scheduled events is helping them save. And it works: 83% of travel managers who manage both travel and meetings say they’ve cut costs this way.
2. Centralized sourcing is the new standard
Managing travel and meetings separately is starting to feel outdated. More organizations are pulling both under one roof. This saves time, gives them more visibility, and helps them negotiate smarter. That’s good news for travel managers. It also means suppliers need to be ready to talk meetings and travel in the same breath.
91% of travel managers now say they source hotels and venues for both travel and events, up from just 64% in 2017. And it's not just a title change. Travel managers are responsible for sourcing everything from conferences (53%) to training sessions (45%) to seminars (40%).
Centralizing is about efficiency (49%), cost savings (48%), and a better experience for attendees (48%). And it’s working, too. Over 80% say they’ve saved costs through combined sourcing, with a third saving between 11% and 20%.
3. Rate strategies are getting a reality check
Hotel negotiations are tougher. Dynamic rates are up, and static rates are harder to secure. Travel managers are feeling the squeeze. Many are revisiting their sourcing strategies entirely. Some are going back to basics: more RFPs, more benchmarking, more scrutiny. Others are trying to be more flexible with rate types.
Over a third (39%) of travel managers say negotiating with hotels has gotten harder in the last five years. This is because of a lack of pricing flexibility (49%) and fewer contract options (41%) top the list of frustrations.
To navigate this, many travel managers are mixing fixed and dynamic rates. 42% now prefer a blend of both, giving them the flexibility they need without losing predictability.
4. Digital content is everywhere, but still not enough
Travel managers want hotel websites to do more than look pretty. They want proof in the form of updated photos, clear amenities, sustainability credentials, and meeting space details.
Unfortunately, many say hotels still fall short. That means more time spent digging through info or chasing reps for answers. If you’re a hotel or venue, your digital presence needs to do the heavy lifting upfront. Top challenges include understanding whether a hotel can meet their program’s needs (33%), comparing proposals (32%), and researching hotel amenities (31%).
The most influential factors in RFP decisions are guest room specs, images, and videos (48%), and overall visuals of the hotel (47%). Travel managers are spending more time online doing research, yet nearly half say content is still inconsistent or incomplete.
Sourcing platforms help. About 47% say they save time and money, and 42% say they provide better negotiation insights. But there’s still room for improvement, especially when it comes to clarity, visuals, and sustainability content.
5. A changing workforce is shaking up priorities
Today’s travelers are younger, more tech-savvy, and a lot more vocal about what they want, which is reshaping how companies build their travel programs. Don’t just think about cost control. It’s about more flexibility, better duty of care, and policies that reflect real-life needs.
Over a third (38%) of travel managers say remote/hybrid work is the top trend-shaping priority, followed by virtual meeting frequency (32%).
Still, face-to-face isn’t dead. Events and conferences are the top reason for business travel (62%), followed by client meetings (55%) and trade shows (45%). That shift means internal meetings and training now compete with external business development when it comes to budget. It’s all about prioritizing what moves the business forward.
6. Millennials are stepping up as key decision-makers
Millennials are calling the shots. And they bring a different mindset to the table. They’re more open to tech, faster to make decisions, and more focused on traveler experience. They expect hotels and travel suppliers to keep up or risk being skipped over.
They now make up over half (54%) of travel managers, and they’re more optimistic than their Gen X peers. A majority (87%) feel positive about the state of business travel, and 82% expect travel volume to increase in 2025.
They’re not new to the game, either. Nearly half (47%) have 6 to 10 years of experience, and many are moving into senior roles. This generation expects smart tech, fast responses, and real transparency. If your process isn’t seamless, you’re already behind.
7. Sustainability still matters, but not equally everywhere
Travel managers agree: sustainability is a must. But how they prioritize it varies a lot by region. Some care more about carbon tracking. Others want hotels with visible eco-policies. Either way, greenwashing won’t cut it. Travel buyers are asking harder questions, and they expect honest answers.
Globally, 30% of travel managers say it’ll shape travel priorities through 2026. The demand for real, verifiable action is rising.
Globally, buyers are looking for waste reduction, local sourcing, third-party certifications, and clear metrics. Hotels need to share sustainability efforts in their Cvent profiles, while buyers should be upfront about their company’s ESG goals.
Win over 2025’s travel managers with these trends in mind
In 2025, travel managers are steering strategy, keeping costs in check, and making calls that impact company-wide goals. And their expectations are higher than ever.
If you’re in the business of winning their business, you need to understand what’s driving their decisions. That means showing real value, being easy to work with, and cutting through the noise with useful, honest info.
This is just a small snapshot. Download the 2025 Global Cvent Travel Managers Report to see the full data, regional breakdowns, and additional insights.
Mansi Soni
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