IT’S NATURAL TO FEEL UNCERTAIN ABOUT WHAT COMES NEXT AFTER YOUR TMC IS ACQUIRED…
The business travel industry is in a period of volatility. Recent months have seen major TMC takeover deals approved and brand names with decades of heritage absorbed into larger companies. For corporate travel buyers, this wave of acquisition activity isn’t just industry news but a reality that could directly impact your business travel programme at any moment.
From learning how to use different technology to forging relationships with new travel consultants, there are plenty of factors that can directly impact you, your travellers, and your bottom line, if you find yourself on the receiving end of a supplier being bought out by one of their competitors.
Gray Dawes are no stranger to TMC acquisition. We’ve bought 16 companies over the years, with our global growth a result of both these acquisitions and our organic progression as a thriving international organisation. Whether you belong to a multinational corporation or a small, local outfit, we’ve put together this handy guide to navigating a TMC acquisition as smoothly as possible.
UNDERSTANDING WHAT’S REALLY GOING TO CHANGE
You are most probably asking: What does this acquisition mean for me? While every transition is different, there are several key areas where you’ll probably see things change.
A Changed Tech Stack
Technology is often at the heart of an acquisition. Your custom data reports could disappear, or the online booking tool you’ve meticulously configured and grown comfortable using might be replaced with the acquirer’s preferred system.
The key question is not whether you’ll need to migrate to new technology, but whether that new technology will actually serve your travel programme better. Will the new tools offer you more flexibility or customisation? What features are you set to gain (or lose)? Can you depend on the new tech in the same way?
New Consultant Relationships
For many, the most valuable aspect of their TMC relationship isn’t the technology – it’s the people. That’s why at Gray Dawes Travel, our High Touch service is one of our key service pillars. After all, you’ve likely spent years building relationships with dedicated travel consultants who understand the unique quirks of your programme. What happens if that changes?
Might the personal service you’ve grown used to become generic? Will your company slip down the priority list during a larger acquisition? How long will relationships take to rebuild?
Adjusted Pricing & Contracts
Acquisitions can create uncertainty around pricing. While your current contract might be honoured through its term, when it comes to discussing renewal, that could change. The pricing you negotiated might not transfer to the new programme, or you may be required to adopt the acquirer’s standard pricing structure.
Review your current contract for any clauses related to change of control, service level agreements, or early termination options. Understanding your contractual position now will give you more flexibility if you need to make decisions quickly.
QUESTIONS TO ASK YOUR TMC
When you receive news of an acquisition, schedule a meeting with your account manager and prepare a comprehensive list of questions. Don’t accept vague reassurances – push for details and proper timelines.
1. Tech & Integration Questions
Start by understanding the technology roadmap:
- Will my current booking tool be maintained or replaced?
- If there’s a new tool, what is the timeline for implementing it?
- What features and integrations will the new tool have?
- Ask to see their tech roadmap to better understand future plans.
- Will my custom configurations and workflows stay the same?
Ask about the broader tech stack too:
- What happens to my existing reporting tools?
- Will there be a mobile app
- How can I track travellers to fulfil my duty of care obligations?
2. Service & Support Questions
Be direct about what’s happening with your service team:
- Will you keep the same account manager and travel consultants?
- Who will be taking over your account if it does change?
- Is there a plan for knowledge transfer to ensure continuity?
Ask about SLAs during and after the transition:
- Will SLAs remain the same, or should you expect adjustments?
- How will the company handle the inevitable disruption of transition?
- If they change, what is the reasoning or rationale behind it?
WHAT DOES GOOD SERVICE LOOK LIKE?
Discover what truly sets great customer service apart in business travel, especially when going through an acquisition. We sat down with Julie Hamstead-Wallis, an Operations Manager at Gray Dawes, to get an insight into what good customer service really looks like, from building genuine rapport to delivering a High Touch approach that goes beyond new technology.
3. Strategic & Financial Questions
Ask about the strategic rationale behind the acquisition:
- How is it expected to benefit your programme specifically?
- Will you gain access to new services or better supplier relationships?
- Is it a result of upgrading to better technology?
- Does the acquisition mean an expanded global coverage?
Fully understand the financial implications too:
- How might pricing change, both now and at renewal time?
- Are there any costs to transitioning to new systems?
- What happens if you want to leave? Any exit fees?
4. Timeline & Transition Questions
Get as detailed a timeline as possible:
- When will the key changes occur (and how long will they take)?
- Will there be any training sessions for new systems?
- What happens if the implementation timeline changes?
Find out the finer details around the transition:
- What’s the plan around migrating existing data?
- How are they going to manage continuity during transition?
- What do you need to do in order to help the transition run smoothly?
ASSESS YOUR OPTIONS INTERNALLY
While your TMC is working through their integration, you need to be conducting your own internal assessment. This isn’t just about evaluating your TMC relationship; it’s about using this moment to reconsider your entire travel programme strategy.
Engage Your Stakeholders
Bring together the key stakeholders who were involved in your original TMC selection, for example, finance, HR, IT, or procurement. Update them on the acquisition and its potential impacts. Their perspectives will be crucial in evaluating whether to stay with the acquired entity or explore alternatives.
Define What Success Looks Like
Use this transition as an opportunity to clearly articulate what you need from a TMC partner going forward. What are your strategic priorities? Where are the gaps in your current programme? What advances in technology or service delivery have emerged since you last went to market?
Calculate the Cost of Staying
Be realistic about the costs (not always monetary) of staying vs. leaving. Staying with a recently acquired TMC might mean absorbing their transition costs – new technology training and relationship building with new team members. But switching providers comes with its own costs, too.
When STAYING Might Make Sense
If the acquiring company is bringing capabilities you’ve wanted – better technology, stronger global presence, or enhanced duty of care – the acquisition could actually benefit your programme. If your current service team is being retained and your contract terms are being honoured, the disruption might be minimal.
Consider staying if the acquirer is clearly committed to your programme, is transparent about changes, and has a solid track record of successfully integrating acquisitions.
When LEAVING Might Make Sense
If you’re facing significant service downgrades, uncertain pricing, forced technology migrations to inferior platforms, or loss of the relationships that made the partnership valuable, it may be time to test the market.
The advantage of making a change during an acquisition is that you’re going through disruption anyway. If you’re going to train travellers on a new booking tool and rebuild workflows, you might as well ensure it’s with a partner who’s fully aligned with your needs. After all, the grass is sometimes greener.
TMC ACQUISITIONS CAN BE DIFFICULT TO NAVIGATE…
Regardless of which path you choose, approach the situation proactively rather than reactively. Don’t wait for problems to emerge and actively manage the transition.
Document everything: service levels, response times, traveller satisfaction metrics, cost per transaction, and technology performance. This baseline will help you measure whether the merged entity is meeting its commitments and give you data to support future decisions.
Most importantly, remember that you have options. An acquisition creates a natural decision point, but the choice is ultimately yours. Whether you decide to embrace the change or pursue a new partnership, make that decision based on a thorough analysis of what serves your programme – and your travellers – best.
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