Download - Appendix A A D F

Appendix A 227

Appendix A

Glossary of terms

A

Accommodation Unit: General tenn, which encapsulates: Hotels, apartment

complexes, cruises-hips, hostels, pensions, etc. Within this paper, this tenn mainly

concerns hotels and apartment-complexes

ACCORD: TUI UK's pricing and packaging system

Allotment: Synonymous to distribution / availability and referring bed or seat

capacities (for holiday packages)

APOLLO: TUI's ICS integration programme

c

Carrier: Synonymous to transport (or transport company). Within this paper,

this tenn mainly concerns Airlines (even there are other means of transport within

a holiday package)

Complaints (Holiday Complaints): Name for shortcomings in the holiday

conditions or the absence of promised constituents of the holiday compared with

those, which are nonnally present or should have been there in accordance with

the contract. The shortcomings give rise to legal consequences such as reductions,

cancellation rights, corrective action or damages

Contracting: See Purchasing

D

Destination Management Company (DMC): synonymous to incoming agency

Destination: In the case-study context synonymous to "Holiday resort"

F

FACTFILE: Existing TUI UK database for product-related facts

228 Appendix A

G

Guest: Within the context of tourism and of the case-study, synonymous to

"Client" or "Customer"

H

Hotel National Category: Refers to the 'star' -classification of hotels, in

accordance to various national standards

Hotel Tour Operator Category: Refers to the classification of hotels, in

accordance to various tour operator standards (e.g. TUI Germany's 'Suns',

Thomson's 'Ts'). Such classifications often defer from the national classifications

(i.e. 'stars')

I

Incoming Services Agency (Incoming Agency): An incoming services agency is

based at the holiday destination/resort. It organises and/or co-ordinates touristic

services on behalf of the tour operators, and looks after their customers (in many

cases however the tour-representatives belong to a different organisational entity)

IRIS: TUI Germany's reservation system

M

Merger Readiness: the ability to complete the restructuring following a merger

in the shortest time possible, while at the same time creating the basis for the

realisation of synergies (see Meier & Spang 2000)

Merger: a transfer of ownership in which one entity legally disappears into the

other, or both entities disappear into a third entity created for the purpose of the

merger (La Joux 1998). Gaughan (1991) prefers the term 'consolidation', when

referring to merging firms of equal size to create a new entity. However, many

authors frequently use the term 'merger of equals'

Appendix A 229

p

Primary Research (see also 'Secondary Research'): Gathering and analysis of

data acquired specifically for the particular study, obtained through interviews,

observation (fieldwork), reflection, and questionnaires.

Purchasing: Synonymous to contracting and referring to the function / activity of

renting hotel beds and / or airplane seats for a specified time-frame

R

Room - Type: Synonymous to "room category". Tour operators define

standards, which are used to categorise rooms in order to price, package and sell

them

s

Secondary Research (see also 'Primary Research'): Employment of data

resulting from research with purposes other than the particular study, which

happen to be, nonetheless, insightful. Such data refers to the findings of: working

papers, conference proceedings, press articles, official publications, trade and

academic journals, industry statistics, etc.

Source Market: The country from which the holidaymakers at a destination

originally booked and travelled. Example: important source markets for Majorca

are Germany and the UK

SSS (Triple S): Stands for Sun, Sea, Sand

T

Thomson Holidays: Name of TUI's UK division also internally referred to as

TUIUK

Thomson Travel Group: UK-based holding of tourism companies, ceasing to

exist after being acquired from TU! (ex -Preussag)

230 Appendix A

Three-letter code (3-letter code): Coding system used to identify airports (and

with that also holiday destinations / resorts). Examples are HAJ (Hanover

Airport), LHR (London Heathrow Airport), RHO (Rhodes Airport)

TITAN: Name of the programme associated with the overall integration effort

within between TUI UK and TUI Germany

TOPAS: TUI Germany's pricing and packaging system

TOUBA: An unn:alised TUI Germany project aiming at the construction of a

product information database (see also DDB)

Tour Operator (or Packaged Tour Operators): In the classic sense, a

wholesaler that purchases services such as hotel accommodation, catering, ferry

capacities, etc., to put them together to form a package, and then sell them at net

prices primarily to bus tour operators or travel agencies with their own tour

operation activities

TRACS: TUI UK's reservation system

TUI Germany: Name of TUl's division in Germany, also internally referred to as

TUID

v

Vertical Integration (Tourism): This is the term, which describes the integration

by one organisation of all of the links in the tourism chain from travel agencies,

tour operators, flights, and hotels. The trend towards vertical integration in the

tourism sector began in the nineties

Appendix B 231

Appendix B

Core tourism processes: An overview

Core tourism processes are defined in this context as the: typical or generic, seasonal,

tour-operator activities required to develop, produce, distribute and sell packaged

holidays. As such the processes described in the next couple of pages, are

representative of the European tourism companies mentioned in the main text. A

comparison between them and the process overview of the case-study confirms this

assertion (see Appendix C: SR BOOI & SR B002)

The aim of this appendix is to provide a basic understanding of the key steps required

to produce a holiday package. In turn, this ought to provide the reader, lacking

familiarity with the area of tourism, the background necessary to better understand the

contents of this piece of work and evaluate its positions and arguments. In line with

this aim, the following overview does not need to cater for:

The full spectrum of outgoing-, airiine-, incoming-, and hotel-specific processes.

The focal point in this dissertation is the overall holiday-package and not its

individual components per se

Support / secondary activities related to: accounting, finance, controlling,

personnel/HR, etc. The assumption here is that the reader is well-accustomed

with what such activities entail

232

I. Product

development and planning

AppendixB

steering

The core tourism processes are illustrated and described in more detail below:

Process: Short Description / Representative Activities (Examples):

Purpose I. Product Planning of services - Infonnation analysis (source market demand,

development and along all the 4 Ps (Price, competition, trends, etc.)

planning Product, Place, - Development of marketing strategy and

Promotion) brand-portfolio

- Product development (e.g. destinations,

themes, etc.)

- High-level planning of required bed and flight

allotments (capacity allocations)

- Detailed planning (e.g. internal allocation of

capacities, determination of season start/end)

Appendix B 233

11. Purchasing Purchasing of capacities - Past - performance analysis of

/ contracting according to the planning accommodation units

I) - Preparation of negotiations (e.g. arranging

dates / meetings with hoteliers, setting

negotiation targets)

- Pre-negotiations with hoteliers

- Feedback on per-negotiations (adjustments

maybe necessary)

- Monitoring of buyer performance

- Contract completion and delivery

Ill. Packaging Pricing and availability - Setup and pricing of individual holiday

& pricing for reservations components

- Product building and pricing

- Pre-season allotment allocation

- Release for reservations

IV. Catalogue / Conception, creation - Brochure conception and pre-planning (e.g.

brochure and printing of holiday analysis of customer preferences, layout

production brochures limitations, purchasing of paper)

- Page / size planning

- Page layout construction

- Image importing

- Corrections and alterations & delivery for

printing

- Brochure production (printing)

V. Distribution Making brochures (or - Dispatch to travel agencies, directly to

their contents) available customers and internal sales support

to the various sales departments (e.g. call-centres)

channels (mainly travel - Sales support staff briefings

agencies - outgoing) - Informing sales channels on destination- or

and preparation of sales object- specific events

support - Brochure re-ordering

- Press-briefings / releases

VI. Fulfilment Monitoring and - Preparation and dispatch of arrival lists

management of - Arrival handling

activities during the - Organising and performing welcoming /

period a holiday takes information meetings

place - Excursion sales

- Crisis management

VII. Ongoing Continuous alignment • Sales monitoring

capacity control between demand • Capacity adaptations / exchanges

234 Appendix B

and steering conditions and • Flight schedule and route alterations

purchased / owned • Price adaptations / yield management

capacities

11. After-sales aling with quality and • Customer enquiry handling

customer support customer issues during • Dealing with complaints and deciding on

the fulfilment period and compensation

feeding this information • Qualitative / quantitative information back into product collection and analysis to feed into planning (I) development

Finally, it is important to note that:

Even though the processes are illustrated and listed sequentially, this does not

mean that they do not overlap in terms of timeframe. Fulfilment and after-sales

customer support is an example of processes taking place in parallel

The seasonal repetition (especially for processes I. to V.) is theoretically company

specific, but in practice it only tends to differ between source markets. In

Germany, for example, it is common practice to have two seasons (i.e. summer

and winter brochure editions), while in the UK four seasons in the norm (i.e.

summer, fall, winter, spring brochure editions)

Caution should be exercised on utilising the above overview when examining purely

online tourism companies (e.g. Expedia, Last-minute.com, etc.). In most cases, this

kind of business model seems to carry more similarities to the processes of a

traditional travel agency than those of an old economy tour operator.

Appendix C 235

Appendix C

Secondary research sources

236 Appendix C

SI! Soun"(' I iUl' ,\uthur I Ilail' P;.:,:l· ... I ~ I"' h:l'~ "m (1\ '11111 PI'l',{'nh.' l" I

0" In' ..

5001 Accounts TUIAGCEO 30.03.2001 14 Speech Text Integralion Concept, Conference peech (Inlranet) Merger !rategic

Motive

5002 Titan Kick-Off Titan 19.02.2001 36 Presenlation Y Model Description, Presenlation Programme Tilan Overview,

Office Integration Objectives. Principles

5003 TUJ IT Master Consulting 06.12.2000 205 Document Plan: Summarised Company Version

5004 Til3J1 Talk Titan 19.02.2001 6 Document TITAN Organisation, ewslener First Programme Team Members

Issue Office

5005 TITAN Meeting Titan 07 .03.2001 2 Meeting Ensure Impact of Mmutes Programme Minutes Benefits on P&L

Office

5006 Apollo Consulting 09.05.2001 35 Presentation Vision Focus, Programme: Company Technical Skills Change Readiness Availability, A sessment SUlkeholder

Commitment, Competing Initiative. Value Proposition Understanding

5007 Monschcn und Preussag 01.03.2002 69 Brochure World ofTUl brands Marken in der Konzem- and the new Brand WorldofTUI Kommunikation concept

5008 Konzeminlegr3tion Titan 01.08.2001 38 Brochure Integrallon Concept, und das TITA Programme Y Model, Integration Programme Office objectives, Interviews

5009 Imegration Manual Titan 01.10.2000 16 Presenlation TIT AN Governance, v.02 Programme Templates

Office 5011 Integration Board Titan 26.09.2000 4 Memorandum Titan Project

Memo Programme lassification. Roles Office & Responsibilities

6001 Apollo DDB TUl lnfotcc 13.01.2003 I Email Server Shut Down Maintenance Work Department 14th Jan 2003 06:00 - 08:00

6002 Big problems with TUllnfotee 01.11.2002 I Email Server Shut Down cleaning database! Department

6003 Cleaning database TUllnfotec 31.10.2002 I Em.il Test Server Down Test database Department

6004 Customer-Te t is TU! Infotec 28.01.2003 I Email Test Server Down running again' Department

6005 DDB CTEST env TUllnfotec 07.02.2003 I Email Test Server Down not avai lable Department

6006 DDB CTEST TUllnfotec 28.01.2003 I Emai l Test Server Slow Slowly Department

Appendix C 237

SI{ SUUn.'l' 1111(' \ulhur I natl' P.lg('·' I) I'" I\:l'\" or d ... :\UIII. IJ I4,,''''''' IHl' r I

0" 11t.'I '

erver 1/2 Hour Depanment Stop on FR 20th Dec 2002

6008 DDB Productive TUllnfotec 27.01.2003 1 Email Server Crash Server crashed Department

6009 DDB Productive TUllnfotec 10.01.2003 1 Email Server Crash System Down Department

6010 DDB Productive TUl lnfotec 10.12.2002 1 Email Server Crash System down Dcpanment

6011 DDB·Server isn' t TUllnfotec 08.11.2002 I Email Server Crash running! Department

6012 Stop Test server for TUl Infotec 30.10.2002 I Email Test Server Down new deployment! Depanrnent

6013 Notes from CTS TITAN 31.05.2001 3 Meeling Lack of common IT Meeting 31 st May Programme Minutes architeclure 2001 Omce agreement, lack of

business architecture. differences in HBI expectations, impact of HBI on source market inventory systems

6014 Thomson Gold: TU] UK May· III Brochure Room.Types Specially designed Publishing October for couples Depanment 2003

6015 TUllnfotcc Image TUl lnfotec 22.11.2000 16 Brochure Li ting and Brochure 2000 Depanment De crition of

noumerous competence centres. Marketing the depanment

6016 Core Tourism Consulting 01.12.2000 20 Presentalion Legacy systems, ystems Final Company Need for Modular

Report Architecture, Architecture Migration Risks

6017 Umstellung arbeiten TU] [nfotcc 17.02.2003 I Memorandum Network im TU] Netzwek Depanment Components of TU I

etwork will be renewed to improve acce and performance

6018 Thomson Travel IT Data 16.07.200 1 1 Presentation Illustrates all L'mdscape V.02 Administration Thorn on legacy

Depanment systems and the interfaces between them

238 Appendix C

SI{ SUIln.· .. · I ill"'-' .\,"hol' l 11"" , l~a l! II.'''' 1)1'" Kt." "unh 'urH. l)n·'t.'lIh'I" /

(h'IU.' 1

60\9 Till G ermany IT Process 01.02.2000 I Presentation lIlustrates all TUI Landscape Organisation Gennany legacy (Calculating with Depanment systems and the TOPA ) interface between

them 6020 TUllnfotec Image TU1lnfotec 13.03.2003 18 Brochure Listing and Descrition

Brochure 2000 Depanment of noumerous competence centres. Marketing the department. Panicular focus on Apollo and how it supports the Y Model

7001 Aufwandsschaetzung TUllnfotec August 13 Presentation Usage of Rational In 00 Projekten Depanment 2001 Unified Proces

Methodology in TUI

7002 Stellebeschreibung: TUllnfotec August I Documen t Draft job description Software Engineer Department 2001 foranOOAD fuer die Auswahl Development coach, OOT Methoden und for employment Werkzeugen sowie purposes Coaching von OOT Projekten

7003 Object Oriented Apollo 26.10.2001 4 Document Even though in design Analysi & Design Programme phase (i.e. To be

Office process drafting) teams still not familiar with OOAD notation and approach

7004 Apollo Kick-Off Apollo 30.01.2001 18 Presentation Apollo concept. Meeting Presentation Programme structures and project

Office objectives

7005 Apollo Infomlation Apollo 05.11.2001 8 Presentation Modified Apollo Chans Programme summary. new org.

Office lnIcture

7006 Apollo Programme Apollo 28.03 .2003 2 Email Change on the Organisation Programme Apollo organisational

Office diagram

7007 The Necessity For A Apollo 14.05.2001 10 Presentation Lack of scope clarity, ew PM Concept Programme lack of full lime

Office re ources

7008 Apollo Meeting Apollo 12.02.2003 3 Document 3 out of 12 tasks were Minutes Programme concerned with

Office resource

7009 Apollo X-Project Apollo 1102.2003 3 Presentation Additional X-Project Respon ibilitie Programme Issues for the PMO:

Office Ref:Data, Integration Te ting. Data Migration

AppendixC 239

SI{ SUlII n ,' I uh.' \lIlh,,,· I).,t,· I'agl" I) p'. !\:l,,' \ ''<H'd"" "UIll. Pn ..... 't1h."I !

(h'lu'."

7010 P bl ro emsam ung C 11 ontro mg 13.05.2002 3 Email Problems and Issues AP&MPC Depanrnent with Reponing Tools &

Multi-Project Controlling

7011 Apollo Extended Apollo 01. 11.2002 81 Presentation Lessons Learned Decision Programme Committee Office

8001 DDB Status Apollo September 3 Repon Project Team Status Repon Programme 200 1

Office

8002 HB) Status Repon Apollo September 3 Repon Project Team Status Programme 200 1

Office

8003 EAI Status Repon Apollo September 3 Repon Project Team Status Programme 200 1

Office

8004 CTR Status Apollo October 3 Repon Project Team Status Repon Programme 200 1

Office

8005 DDB Status Apollo October 3 Repon Project Team Status Repon Programme 2001

Office

8006 H B) Status Repon Apollo October 3 Repon Project Team Starus Programme 2001

Office

8007 EAl Status Repon Apollo October 3 Repon Project Team Status Programme 2001

Office

8008 CTRStatus Apollo November 3 Repon Project Team Status Repon Programme 200 1

Office

8009 DDB Starus Apollo November 3 Repon Project Team Status Repon Programme 200 1

Office

80 10 HBI StatuS Repon Apollo November 3 Repon Project Team Starus Programme 200 1

Office

80 11 EA! StatuS Repon Apollo November 3 Repon Project Team Status Programme 200 1

Office

8012 CTR Starus Apollo December 3 Repon Project Team Status Repon Programme 2001

Office

8013 DDB StatuS Apollo December 3 Repon Project Team Status Repon Programme 2001

Office

8014 HBI Status Repon Apollo December 3 Repon Project Team Status Programme 2001

Office

240 Appendix C

SI{ SUlII"l't.' I.lll' \1111"" / I)a I,' Itaj.!l" I) Ill' I-\l" \\urd"" '11111. PI'l" t..'lIh' l !

O"IH.'r

po po e ber Report PrOject Team Status Progranune 2001

Office

8016 CTR Starus Apollo January 3 Report Project Team S,atus Report Programme 2002

Office

8017 DOB Slarus Apollo January 3 Report Projecl Team Status Report Programme 2002

Office

8018 HB! Slarus Report Apollo January 3 Report Projecl Team SIaIUS Programme 2002

Office

80 19 EAl SIaIUS Report Apollo January 3 Report Projecl Team S,atus Programme 2002

Office

8020 DDB Slarus Apollo February 3 Report Project Team Slatus Report Programme 2002

Office

8021 HBI Slarus Report Apollo February 3 Report Projecl Team Slatus Programme 2002

Office

8022 EAI S,a,us Report Apollo February 3 Report Projecl Team Slalus Programme 2002

Office

8023 HBI SIaIUS Report Apollo March 3 Report Projecl Team Slatus Programme 2002

Office

8024 DDB Slarus Apollo April 2002 3 Report Projecl Team Status Report Programme

Office

8025 HBI SLarus Report Apollo April 2002 3 Report Project Team S,atus Programme

Office

8026 EA! SI31US Report Apollo April 2002 3 Report Projecl Team SLarus Programme

Office

8027 Apollo Status Apollo May 2002 3 Report Project Team Statuses Report Programme

Office

8028 Apollo Status Apollo June 2002 4 Report Project Team Slatuses Report Programme

Office

8029 Apollo StalUS Apollo July 2002 6 Report Project Team Staluses Report Programme

Office

8030 Apollo Status Apollo August 9 Report Projecl Team Statuses Report Programme 2002

Office

Appendix C 241

SI{ SUIII"l'l' 'I illol.' \,,(lonf I I)at" P'a:':'l" I) P" 1\.1.' \\\(11'(1, :\nUl . l'rl"'''l'nh.'1 I

(h'lIl' r

80 31 Apollo S talUS Apollo September 8 Repen Project Team tatuses Repel1 Programme 2002

Office

8032 ApolloStatus Apollo October 8 Repen Project Team Statuses Ropol1 Programme 2002

Office

8033 Apollo Status Apollo November 7 Repen Project Team Statuses Ropol1 Programme 2002

Office

8034 Apollo Status Apollo December 7 Repen Project Team Statuses Repol1 Programme 2002

Office

8035 CTR Status Repon Apollo January 3 Repen Projecl Team Status Programme 2002

Office

8036 DDB StaNs Apollo January 3 Repen Projecl Team SlaNs Repol1 Programme 2002

Office

8037 HB I Status Repen Apollo January 3 Repen Projecl Team Status Programme 2002

Office

8038 EAI Status Repen Apollo January 3 Repen Project Team Status Programme 2002

Office

8039 Apollo Status Apollo January 7 Repen Project Team Statuses Repol1 Programme 2003

omce

8040 ApollO Status Apollo February 7 Repen Project Team Statuses Repon Programme 2003

Office

8041 Apollo Status Apollo March 7 Repon Project Team Statuses Repon Programme 2003

Office

8042 Apollo Status Apollo April 2003 7 Repon Project Team Statuses Repon Programme

omce

0001 Apollo Team Apollo 02.01.2003 9 List Contact LiS! of A II Conlacl List Programme Apollo Involved

Omee

8043 Due Diligence TUIM&A 28.02.2003 3 Document Comprehensive list of Check List ( hon items Version)

8044 Due Diligence TUIM&A 28.02.2003 6 Document Summary list of ilems heck List (Long

VersIOn)

8045 Due Diligence TUI M&A 28.02.2003 4 Document Comprehensive list of Check Lisl (for IT) items

242 Appendix D

Appendix D

Primary research design & results

• Appendix D 1 - Sampling Method Description & Questionnaire

• Appendix D2 - Survey Totals

• Appendix D3 - PMI Visualisation: Results & Graphs

• Appendix D4 - PMI Rules: Results & Graphs

• Appendix D5 - ICS Competence: Results & Graphs

• Appendix D6 - ICS Development Process & Organisation: Results & Graphs

• Appendix D7 - M&A Interview Transcript

Appendix D 243

• Appendix DI- Sampling method description & questionnaire

The sampling method:

Population - The defined population involves all the core team members of the Apollo Definition: Integration Programme (Post Merger ICS Integration Programme)

- More specifically, individual project leadership (both business and IT), More specifically, individual project leadership (both business and operator representatives)

- Specialists such as: developers and programmers are not part of the defined population, since their field of interest and expertise is mainly on technological issues and are not directly involved with the issues at hand. This assertion was confirmed during the test trials of the questionnaire

Sampling - (see also next page) The Sampling frame was constructed using the Apollo Frame: contact list (Appendix C: SR DOO I) Sampling - Judgmental selection of population elements Procedure: Data Collection - Questionnaires (electronically sent or combined with face to face informal Method: interviews where possibl~_ Justification & - The overall aim of the case study research is in-depth understanding and Purpose: exploration (not generalisation)

- A holistic analysis requires (and makes sense with) prioritising potential respondents according to their overall understanding of the merger situation and implications

- The objective of the survey is a cross- check of the secondary research - High fluctuation (HR turnover) plus the sensitive nature of the subject could

potentially produce significant non-response, rendering random sampling unrealistic (highly effort- intensive)

Risks / - The choice of a non-random sampling procedure prevents any kind of Limitations: statistical inference (i.e. no sampling error, no confidence intervals, etc.)

- There is no guarantee that the sample represents the entire population Measures - Awareness of litnitations and population knowledge due to long-term Adopted (to observation, facilitates judgment with regard to sample element selection Meet Risks): - Setting (and achieving) a target of interviewing a tnin 50% of the elements

of the key population groupings (in order to improve representation). Population is categorised according to company (TUI UK, TUI D, TUI Infotec, External) and according to specialisation (business / IT). Those groupings overlap

244 Appendix D

Samples Rejection OJ Population Groupings

c omoanv reoresentatlOn Total TUIUK TUID TUI Infotec External

Population Size: 35 9 14 9 3 Sample Size: 22 6 7 7 2 % of Population 63% 67% 50% 78% 67% Interviewed: Tamet 50% 50% 50% 50% 50%

Achieved Achieved Achieved Achieved Achieved

Area of soecialisation (Business I IT! reoresentation Total Business IT

Population Size: 35 23 12 Samnle Size: 22 13 9 % of Population 63% 57% 75% Interviewed: Target 50% 50% 50%

Achieved Achieved Achieved

Appendix D 245

Academic Research Questionnaire:

INTERVIEWEE DETAILS:

Name:

Surname:

Organisation:

Area (IT or Business):

OUESTIONS:

1. Do you know what the 'Y-Model' is (please tick box)?

Yes o No o I am Not Sure o

2. Do you consider the 'Y-Model' valid and/or realistic?


3. Which of the following characterisations apply to the 'Y-Model' according to your opinion (please tick)?

Great representation of integration's vision 0 Good for presentations, but too high-level

Guide for prioritisation and conflict resolution (seen as 0

Misleading, and cause for misunderstandings regarding the basis for argumentation) complexity of integration Widely communicated and accepted throughout the

0 Created and communicated to a limited number of individuals

organisation(s) involved with integration within the organisation(s) involved with integration

A good basis to guide the integration effort 0 A straw model, needing some heavy consideration

4. According to your opinion, is there a formalised set of ground rules guiding the integration effort?


4a. If yes, which of the following statements best describe them:

Integration has top priority

Short tenn has priority over the long tenn

Only 'hard' synergies count (quantifiable costs and benefits)

Better safe than sony / better late than never

Win-Win (for involved tour operators) is a must

o o o o o

Daily operations and business have top priority

Short tenn yes, but not at the cost of the long-term

'Soft' synergies are of high significance

Achieve results as quickly as possible

Group benefits override the interests / specifics of a particular source market (Jour QPerator)-

0

0

0

0

o o o o o

246 Appendix D

5. According to your opinion, is there informal or semi-formal set of rules guiding the integration effort?


5a. If yes, which of the following statements best describe them:

Integration has top priority 0 Daily operations and business have top priority

Short term has priority over the long term 0 Short term yes, but not at the cost of the long-term

Only 'hard' synergies count (quantifiable costs and 0 'Soft' synergies are of high significance benefits)

Better safe than SOn)' I better late than never 0 Achieve results as quickly as possible

Win-Win (for involved tour operators) is a must 0 Group benefits override the interests I specifics of a particular source market (tour operator)"

0 0 0

0 0

6. In a scale of 1 to 5, how would you rate the capacity of the internal IT organisation in dealing with the integration requirements (Apollo realisation):

I - Fully Capable 5 -- Not Capable

60. Ifno, why (please describe)?

7. What do you consider as the main difficulties in realising Apollo (please rank in terms of importance using numbers from 1 to 8, 1 being the highest priority - the same priority can be assigned to two or more items):

Lack of Standardisation (accommoda!ion ~ _ Lack of qualified business analysts ~ reference data, room-types, geographical tree) Multiplicity ofteclmical standards and - Lack of technical skins and experience with the technology

architectures adopted Complexity of existing IT landscapes (legacy - Lack of sufficient and reliable technical infrastructure (i.e. systems and their inteJfaces) networks, server capacity, etc.) Existing nature of co-operation and . . .. relationship between business and IT - Confllctmg and unstable busmess reqUirements

7a. Other dijJiculties (please describe):

AppendixD 247

7b. To what extent can you imagine that those difficulties apply to other tourism groups (currently undergoing similar changes to TUl)?

I - Most other tourism groups face more or less the

same issues

5 - Such difficulties are unique to TUI

8. If you could turn back time you would (assuming you having the authority to) - Please tick:

Install stronger financial controlling measures

Increase X-project activity and co-ordination

Decrease frequency and scope of progress reporting Seek and employ external support to a greater extent Increase decentralisation of decision-making (more democracy) Involve different human resources than those currently in place Use a more appropriate systems development I pro'eet methodology

o o o o o o o

8a. Other things you would do? (Please describe):

Choose a different organisational structure for the Apollo programme

Reduce X-Project activity and co-ordination

Increase frequency and scope of progress reporting

Spend more time analysing before beginning implementation Increase centralisation of decision-making (less democracy)

Involve more or less the same people

Instil more discipline in applying chosen system development I pro"eet methodology

9. How do you rate the chances of success of the Apollo programme?

o o o o o o o

"- Very High 5 - No Chance

10. Other Comments (Feel Free To Write What You Think)

248

• Appendix D2 - Survey totals

Question 1

Do you know what the 'Y-Model' is?

Question 2

Do you consider the 'Y-Mode\' valid and lor realistic?

Question 3

Which of the following characterisations apply to the 'Y-Model' according to your opinion

Question 4

According to your opinion, is there a formalised set of ground rules guiding the integration effort

.Question 5 According to your opinion, is there informal or semi-formal set of rules guiding the integration effort?

Yes No

17

Yes No

10 2

12 5

Yes No

3 13

Yes No

12 3

Appendix D

TOTAL NUMBER OF RESPONDENTS: 22

Not Sure

4

Not Sure

10

6

Not Sure

6

Not Sure

7

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Non Response = 0

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AppendixD 251

• Appendix D3 - PM! visualisation: Results & graphs

Non Intewation Visualisation Yes No Not Sure Response

Do you know what the 'Y-Model' is? 77% 5% I 18% J 0%

Non Yes No Not Sure Response

Do you consider the 'Y -Model' valid and lor 45% 9% I 45% I 0% realistic?

Good for presentations, but too high-level 55% Great representation of integration's vision 55%

A straw model, needing some heavy consideration 41%

Widely communicated and accepted throughout 27% the organisation(s) involved with integration

A good basis to guide the integration effort 27% Misleading, and cause for misunderstandings 23% regarding the complexity of integration

Guide for prioritisation and conflict resolution 23% (seen as basis for argumentation)

Created and communicated to a limited number of individuals within the organisation(s) involved 23% with integration

Integration Visualisation: Do you know what the 'Y-Mode1' is?

Not Sure

252 Appendix D

Integration Visualisation: Do you consider the 'Y Model' Valid and / or Realistic?

Not Sure 45%

No 9%

Yes 46%

Integration Visualisation: Respondents' Characterisations Of The 'Y Model'

0% 10% Percentage of Responses

20% 30% 40% 50%

Good for presentations, but too high-level 11 ••••••••••••••••••

Great representation of integration's vision 11 ••••••••••••••••••

A straw model, needing some heavy consideration 11 ••••••••••••• Widely communicated and accepted throughout the organisation(s) ......... .

involved with integration •

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Created and communicated to a limited number of individuals t---------, within the organisation(s) involved with integration

60%

Appendix D 253

• Appendix D4 - PM! Rules: Results & Graphs

Rule Awareness Yes No Not Sure I Existence Of Formal Rules? 14% I 59% I 27% I Existence Of Informal Rules? 55% I 14% I 32%

Rule Dominance Fonnal Informal Sum 'Soft' syncrgies are of high significance 0 I I

Short term yes, but not at the cost of the long-tenn I 0 I

Better safe than sorry / better late than never 0 2 2

Integration has top priority I 3 4 Short tcnn has priority over the long tcnn 0 4 4 Win-Win (for involved tour operators) is a must I 4 5 Group benefits override the interests I specifics of a

2 4 6 particular source market (tour operator)

Only 'hard' synergies count (quantifiable costs and 0 7 7 benefits)

Achieve results as quickly as possible I 8 9 Daily operations and business have top priority 0 10 10

Delta Between Formal & Informal Abs. Delta 'Soft' synergies are of high significance I

ShOlt term yes, but not at the cost of the long-term I Better safe than sorry / better late than never 2 Integration has top priority 2 Short tenn has pliority over the long tenn 4 Win-Win (for involved tour operators) is a must 3 Group benefits override the interests I specifics of a 2 particular source market (tour operator)

Only 'hard' synergies count (quantifiable costs and 7 benefits)

Achieve results as quickly as possible 7 Daily operations and business have top priority 10

254 Appendix D

PMI Game Rules: Respondent Awareness

70%

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Existence Of Formal Rules? Existence Of Informal Rules?

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benefits) •

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2

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ID Formal _Informal

AppendixD 255

Variation Between Infonnal & Fonnal Rule Perceptions

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256 Appendix D

• Appendix D5 - ICS competence: Results & graphs

Fully Capable Not Capable

Overall ICS Man Competence I 2 3 4 5

In a scale of I to 5, how would you rate the capacity of the internal IT organisation in 0 9 4 8 1 dealing with the integration requirements (Apollo realisation):

Average 3,05

Weighting of ICS Management Priority Points Min Points

Max Difficulties Points

Lack of Standardisation (accommodation 52 21 168 reference data, room-types, geographical tree)

Conflicting and unstable business 57 21 168 requirements

Complexity of existing IT landscapes (legacy 64 21 168 systems and their interfaces)

Lack of qualified business analysts 71 21 168 Multiplicity of technical standards and 87 21 168 architectures

Lack of technical skills and experience with 88 21 168 the technology adopted

Lack of sufficient and reliable technical infrastructure (i.e. networks, server capacity, 108 21 168

etc.)

Existing nature of co-operation and 111 21 168 relationship between business and IT

Most Other Unique to TUI

Overall ICS Man Competence I 2 3 4 5

To what extent can you imagine that those difficulties apply to other tourism groups 16 3 2 0 0 (currently undergoing similar changes to TUI)?

Average 1,33

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To what extent can you imagine similar difficulties apply to other tourism groups (currently undergoing similar changes to TU!)?

Aplly to Most Unique to TU]

Appendix D

Appendix D 259

• Appendix D6 - Development process & organ: Results & graphs

Areas Of Interest Proposed Measures of

Votes %Of

Improvement Total

Seek and employ external support to a 6 27% greater extent

Programme Involve different human resources than 4 18% Resourcing those currently in place

Involve more or less the same people 10 45%

Reduce X-Project activity and co- 3 14% Programme ordination

Coordination Increase X-project activity and co- 15 68% ordination

Spend more time analysing before 17 77% beginning implementation

Methodology / Process Use a more appropriate methodology 8 36% Instil more discipline in applying chosen 11 50% methodology

Different organisational structure 3 14%

Programme Structnre Increase centralisation of decision- 23% / Governance making 5

Increase decentralisation of decision- 4 18% making

Install stronger financial controlling 5 23% measures Programme Budget / Progress Controlling Decrease progress reporting 5 23%

Increase progress reporting 5 23%

Very High No

Chance

Percieved Chances Of Success I 2 3 4 5

How do you rate the 2 5 11 4 0 chances of success of

the Aoollo orogramme?

Average 2,77

260 Appendix D

Proposed Improvement Measures

v 0 E U E ~ e ~ 0000 e e 0..0..

~

Increase progress reporting

Decrease progress reporting

Install stronger financial controlling measures

Increase decentralisation of decision-making

Increase centralisation of decision-making

Different organisational structure

Instil more discipline in applying chosen methodology

Use a more appropriate methodology

Spend more time analysing before beginning implementation

Increase X-project activity and co-ordination

Reduce X-Project activity and co-ordination

.~ Involve more or less the same people

! E Involve different human resources than those currently in place

} Seek and employ extemal support to a greater extent

o 2 4 6 8 10 12 14 16 18

Appendix D

In a scale from I to 5, how do you rate the chances of success of the Apollo programme?

i-I-----Very High No Chance

261

262 AppendixD

• Appendix D7 - Interview with TUI's M&A

Included is the transcript of a telephone interview with a representative of TUI's M&A

department

Respondent:

Department:

Company:

Interviewer:

Method:

Date:

Interview Minutes

(Name withheld)

Mergers & Acquisitions

TUIAG

Alexis Papathanassis

30 Minute Telephone Interview

28.02.2003

- After introduction and elaboration of dissertation / interview purpose:

What do you understand under the term Due Diligence Review?

(M&A respondent): A due diligence review involves collecting and I or ensuring that

the risks which a possible acquisitions and acquisition target bears are found and

evaluated. This is done by requesting data of the acquisition target, analysing these

information and evaluating the target. Afterwards a recommendation concerning the

continuation and purchase price of the target is given to the decision takers. If and

when an acquisition is given the go-ahead by TUI AG Board, we manage and co

ordinate the transaction and negotiation process on behalf of TUI AG.

Is your department involved in all acquisitions? And can one be sure that a

'correct' Due Diligence always take place?

(M&A respondent): Unfortunately not always. In very rare occasions, opportunistic

acquisitions come up at top level management and our board needs to decide very

short-term, so that only very few managers are involved in the process. In acquisitions

of direct competitors (large tour operators) however, we do not always gain access to

all the data necessary for a proper due diligence review. In those cases we have to

work with estimates and the incomplete information provided. Generally, we are a

Appendix D 263

'group services department' and according to TUI corporation rules, every department

planning a participation in another company has to use our services!

Where do information & communication systems fall into during your Due

Diligence proceedings?

(M&A respondent): When ICS are considered to be a vital element of the acquisition

in question, IT is requested to provide a list of data and information requests to be

provided by the target. Those data and information requests are illustrated in the

checklists I gave you earlier. The target company is to provide the material requested

(e.g. data room and visit) and then IT writes a report on that basis, containing any risks

they see. Then the report is sent to us and consolidated with the other reports from

functional areas. Following, a financial evaluation, the material is sent to the director

or directors responsible for the acquisition, who take the decision to proceed or not

with the approval of the TUI AG Board.

Who and how is it decided that ICS are a 'vital element' of the acquisition in

question?

(M&A respondent): This information is received from the acquiring party who usually

has had first contacts with he target and knows its business functions from literature

reviews or direct talks. Targets where ICS is vital could be tour operators specialised

in direct sales, internet tour operators, or software houses.

Does IT have a specific or standard way of analysing this material (in order to

produce their report)?

(M&A respondent): I am not aware of anything like this. But I believe it is highly

unlikely since the people involved and the reports themselves (i.e. structure) differ

each time. From our point of view, that is a specific area of expertise we do not have.

In that respect, we leave it to our internal experts.

Do the Due Diligence results, in any way, get incorporated into the integration

planning process?

264 Appendix D

(M&A respondent): Well, to begin with, an acquIsItion does not always mean

integration. We provide the material and the evaluation to the decision-makers. What

they do with it remains at their discretion. They mayor may not choose to feed this

knowledge into the integration teams. I am not aware of any formal requirement to do

so though. You must remember that a significant part of this material is highly

confidential and cannot be forwarded unfiltered through the organisation.

What can you tell me about the Thomson acquisition? Was the normal process

followed? To what extent where [CS considered?

(M&A respondent): I am afraid I cannot answer that, since I was not personally

involved and not at that time a member of the M& A team.

Bibliography & References 265

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