PPG, William Krall
"Management now not only values, but demands data from us to manage their travel expense as they actually manage it rather than then just read about it."
"After a while using Concur and being able to observe things, we found we were spending a million dollars a quarter on cell phone expense. I took that to the CFO. He took it to a vice president of purchasing. She went out and negotiated contracts with three preferred vendors and we save a couple hundred thousand dollars a year on cell phone expense alone and it’s because we were able to generate that data, hard, factual actionable data to our management."
"Our U.S. growth through acquisitions and just normal growth has been very well supported by our Concur system. It’s scaled right up. We’ve had no problem."
"We were able to eliminate, we had two processing centers; we combined that into one. We brought that down from about eight or maybe nine people processing paper expense reports to a team of four people and a supervisor; one of whom, one person spends full time on help desk, telephone help desk and we still use about one FTE to process the remaining paper. Everything else, 99 percent is processed by those other three people with their supervisor. In terms of dollars, not significant but in terms of manpower, quite significant."