Abstract
The aim of this chapter is to provide a normative-level description and subsequent evaluation of the integration between Thomson Travel (or TUI UK) and TUI Germany.
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Notes
A number of informal discussions during the course of research, have revealed that many see top management hubris as the main motive behind those series of events. This is also implied by Krane (2003)
Blohm & Schneidewind (2002:p. 19)
Krane (2000), u.a. (2002), Hildebrandt (2002b:pp.20 & 22)
Mundt (2000:pp.05,30,33)Hildebrandt (2001:p.18)
Noack (2003b)
Appendix C: SR5001, p.07. See also: Krane (2001), Phadenhauer (2002:p.14). The focus on integration also applies to the rest of the large tourism groups as well. Gröning, Stritzel & Schmicke (2002) provide a brief description of each of the large tourism groups’ situation after following their pan-European expansion
Appendix C: SR5003
See for example: Anonymous (2002)
See for example: Blohm & Schneidewind (2002), Weiß (2002)
The letter “Y” pronounced sounds very similar to the word “Why”
Appendix C: SR5006, p.03
Appendix C: SR5004
This means that one may choose to interpret the visualisation in a way that suits his / her own interests. Baring in mind that existence and proliferation of the socio-psychological motives described in Chapter 2.0, this possibility is not to be ignored
For a better understanding of this and of the following chapter, an overview of the generic touristic processes is vital. An overview of those is provided by Appendix B
In the same way it is not possible to produce a good without having the materials available, it is also imperative that the holiday components (in this case hotel) are purchased (or contracted to be more exact), before the holiday package is produced
Appendix C: SR5005 — Ensuring the impact of integration benefits on the group’s P&L has been emphasised by the TUI Board of Directors since the very early stages of integration. In relation to this point, Zawada et. al (2000:p.42) claim that within merger significant potential is lost in the form of accumulated customer discounts
TITAN integration Brochure (Appendix C: SR5009)
This is in line with Born’s call to the tourism groups for maintaining focus at the customers instead of their data [Knüpfer (2002a)] Strong customer focus is deeply embedded in TUI’s culture and tradition [Voigtmann (2002b)]
Vogel (Appendix C: SR5009) — Amongst the “Frequently Asked Questions” of the Integration Brochure (in p.35), there was a question addressing the worry of having to neglect daily work. The answer was: “No”. To support the validity of this reply the relatively small percentage of those fully involved was mentioned
Appendix C: SR5009, p.18 & SR5002, p.35
AppendixC: SR5010, pp.01–02
Hildebrandt & Krane (2001): A common FVW interview with C. Gurassa (ex-Thomson CEO) and R. Corsten (ex-TUI Germany CEO), brings this notion in the foreground, forward by focusing on the ‘good chemistry’ between the two and by underlining the willingness to be flexible should problems arise (p. 19)
Caution is implied by the previously mentioned rules 1 & 3 and is expressed by the statement “better late than never / better safe than sorry”
Scharrer (2002a), Vukadinovic (2003), Eberle (2003b), Noack (2003b)
Machatschke (2003:p.60). To offer a point of reference, C&N bought Thomas Cook for approx. € 900 Million [Hinze (2003:p. 189)]. Also refer to Frankemölle & Sürig (2004:p.448)
Hildebrandt & Krane (2002): The authors focus the perception-related differences between the two companies and graphically demonstrate the difficulties that could arise
This could possibly be a combination of the inherent cyclicality of the tourism industry with the de-unionisation (having its origin in the Thatcher-period) in the UK
The key reasons have already been mentioned: Euro-induced price inflation, 11th September terrorist attacks, Djerba and Bali bombings, oil price increase, just to mention a few
The other alternative would be to align the integration rules with the demands of situational factors, which indirectly puts under question the entire visualisation and thus the entire logic behind the merger (see section 5.4.1 bellow)
Appendix C:SR5007
Appendix C:SR5002, p.04
Lindner (2001) brings the issue of heterogeneous source markets within the context of realising synergies between Thomas Cook (today Thomas Cook UK) and C&N (today Thomas Cook Germany)
Triple SSS stands for Sun, Sea, Sand
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© 2004 Deutscher Universitäts-Verlag/GWV Fachverlage GmbH, Wiesbaden
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Papathanassis, A. (2004). Integration meaning in the world of TUI. In: Post-Merger Integration and the Management of Information and Communication Systems. Strategie, Marketing und Informationsmanagement. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81879-9_5
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DOI: https://doi.org/10.1007/978-3-322-81879-9_5
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