CASE STUDY: Nine guidelines for a post-integration travel strategy

Business Travel iQ shares tips from Nina Ruokonen, formerly of Nokia and Microsoft, and Jafles Pacheco, head of global travel, at Oerlikon, who shared their wisdom gained through experience during a Masterclass on Post-integration Travel Strategy at the Pre-Business Travel Show Hosted Buyer Conference.

1. Acquisitions happen for lots of reasons. An acquisition can take place to reduce competitors, enter new markets, gain technologies, increase the supply chain footprint, increase the customer portfolio or gain economies of scale.

2. Integration of travel programmes is not the objective; it's only one element of the merger.The acquisition will require supply chain and procurement activity in other areas before travel so be patient.

3. Create a plan. Until official approval there will be a lot you will be unable to do but you can begin to work on a strategy.

4. Do not try to impose your culture onto the company being acquired. The companies may have become one but there will still be different cultures. One might be managed locally, another globally. If the travel programmes are at different levels of maturity that can be a challenge. It is often easier to deal with the acquired company because they are expecting change than the acquirer whose people are expecting things to stay the same. You must be respectful of the different cultures to achieve a successful integration of travel programmes.

5. Systems integration can be more challenging than policy and compliance.

6. Data capture is fundamental. Without the ability to access, integrate and manipulate data you cannot properly integrate internal travel programmes or those with key suppliers. You need the data baseline before you can do anything.

7. Communication is vital. Communicate with internal stakeholders, travellers and suppliers.

8. Have a project manager.

9. Be prepared to compromise.

Here's Business Travel iQ's interview with Jafles