TUI knocking campaign enables reeling Thomas Cook to roll with the punches

December 2, 2011

Jeremy Ellis, marketing director of TUI Travel, must be feeling pretty pleased with himself. Not only has he emerged, after 20 years in the wings, as the new brand-meister of Thomson Holidays and First Choice. He has also managed to land his principal rival, Thomas Cook, a satisfying punch below the belt with his first fully-fledged ad campaign.

Whether it’s a knock-out blow remains to be seen. But “knocking” it certainly is. And for that reason it’s attracting all the wrong sort of attention in the financial press, which is savouring the prospect of a second-round comeback from punch-drunk TC.

Knocking copy – the art of negative comparative advertising – is fairly unusual outside budget airlines and politics (which doesn’t, in any case, obey the usual advertising regulations).

And for good reason. It’s fraught with potential legal difficulties, and not many advertisers are robust enough to live with the consequences of an onslaught from the livid victim.

Of course, TUI doesn’t admit to the campaign being knocking. That would be to concede grubby, tactical opportunism. No, “This advertising campaign was meant” – and here I quote from the FT – “as a brand reassurance message and to clarify any confusion between the two separate companies.” And what confusion might that be? Well, “In the past there has been consumer confusion between our brands and our competitors’.” Of course there has: Thomson and Thomas Cook, they’re so alike, aren’t they?

Luckily, TUI has now been able to come up with some clear brand differentiation for the first time: ‘we’re the financially solvent ones’. As a USP it’s quite compelling, in its way.

Here’s the print ad run by Thomson: “Another holiday company may be experiencing turbulence, but we’re in really great shape.” And here’s the copy that featured on the First Choice website: ”No worries about your holiday AND no worries about what you’re spending… Unlike a certain holiday company we could mention, you don’t need to worry about the way we run our business.” Ouch!

As is well known (see my earlier post), Thomas Cook has had a few tribulations this year: the Arab Spring for example, and the further collapse of its holiday market in France and Russia. All of which has resulted in 3 profit warnings, the ejection of its chief executive and the very public and humiliating supplication of its banks for £200m-worth of financial sticking plaster to bind the wounds until Spring 2013. Oh, did I mention the collapse of its share price to penny-status, overnight?

Nevertheless, Thomas Cook won’t be taking this particular drubbing, from its main competitor, lying down. It has reported the First Choice ad to travel trade body and regulator ABTA (though not the Thomson one which, bizarrely,TC’s interim chief executive Sam Weihagen earlier called “a very good ad”).

Ooooh, you say, and what are they going to do about it? Well, according to the ABTA code (Clauses 6B and 6L) no member may bring the industry body, or other members, into disrepute; nor may they make representations about the financial status of other members. Theoretically, contravention of the code can lead to expulsion from the organisation. While we’re there, I suspect Thomas Cook could also seek redress from the Advertising Standards Authority, under the CAP clause dealing with “denigration” of a competitor.

But it probably won’t; and nor will TUI be expelled from ABTA. A smack on the wrist is the worst it is likely to endure: the prospect of the UK’s biggest tour operator being ostracized by its trade body is frankly preposterous.

Nevertheless, I think TUI may have overreached itself, and for this reason.

Thomas Cook’s response to its crisis has not so far been well received, particularly by the travel agents on which it depends for much of its UK trade. The company recently ran its very own “reassurance” campaign, the key element of which was a one-off £170 saving (170 years old, geddit?) on 2012 holidays. For which read: more discounting in an industry where margins are already reduced to the bone, more undercutting of agents’ commission and, quite possibly, irresponsible dissipation of the recently acquired £200m bank loan.

Whether this perception is fair hardly matters. The point is it may well be reversed by TUI turning Thomas Cook into a maligned underdog. To Brits, if there’s one thing worse than bungling incompetence, it’s smug triumphalism.

Sooner or later Ellis may find himself smiling on the other side of his face.

About these ads

Thomas Cook – great brand name, shame no one knows what is stands for any more

August 6, 2011

Are tour operators, even – or especially – well-branded ones, ever fit businesses for public ownership?

The recent martyrdom of Thomas Cook chief executive Manny Fontenla-Novoa in the wake of 3 profit-warnings in 12 months, an increasingly intractable debt burden and a pulverised share-price might seem an eloquent-enough reminder that the answer is no.

If there is one golden rule with the City it is this: never disappoint. Serial disappointments lead to serious disenchantment. And serious disenchantment means penny-share status.

Yet tour operators are custom-made to disappoint. Just when they appear to be getting it most right, they are almost sure to be going badly wrong.

The first difficulty is that theirs is a market of extraordinary predictive complexity, requiring them to contract in advance for an indefinite number of flights and rooms in diverse foreign countries. In doing so they must take account of the cycle of the economy, the fluctuating cost of aviation fuel and the volatility of the foreign exchange markets.

Small wonder that, in attempting to combine the skills of an economist, a commodity specialist and a foreign exchange dealer, they often screw it up, even in the good years.

Second difficulty, most good years aren’t that good. Somewhere, somehow, nature is usually plotting to skew the best-made predictions of man, whether in the form of snow, volcanic ash, earthquakes, hurricanes or tsunamis. And where nature fails to surprise, you can be sure that man himself will step into the breach with some unspeakable act of terrorism or, to take a contemporary example, seismic political upheaval (step forward the Arab Spring). As if that were not enough, add sudden and unpredictable worldwide financial panic to the brew and stir.

Third difficulty: tour operators like Thomas Cook inhabit a low-margin, saturated market in which too many are scrabbling for too little reward. Why this should be the case is never entirely clear. Perhaps because the entrepreneurial barriers to entry are too low, perhaps in part because of the destructive, levelling effect of the internet. Whatever, the sector is characterised by businesses which seem in perpetual financial crisis. And which sometimes – as in the case of Harry Goodman’s ILG , number two in the UK market in 1991 – go spectacularly bust.

In this Darwinian struggle for survival, branding – despite the hundreds of millions of pounds annually spent by the industry on projecting a “trustworthy image” – comes a distant third to operational efficiency and febrile sales performance.

Thomas Cook is a good case in point. Arguably, it is the best-known package holiday brand in the world. Certainly it is the most venerable, with roots that stretch back to the temperance movement in the 1840s, the heroic attempted relief of General Gordon at Khartoum in 1884, and the exoticism of the Orient Express in the 1890s.

But what exactly does that brand stand for today? Is it British? Is it German? (The London listed company is majority owned by a German mail order group, Arcandor.) Is it Louise & Jamie Redknapp taking their annual vacation? Is it a lumbering UK mass-market organisation struggling to add a slick upmarket feel to its specialist international operations?

The brand is all and, confusingly, none of these things. It has been held hostage to a desperate struggle for corporate survival whose twists and turns over the past few years resemble a kaleidoscope on speed.

The complexity of its recent corporate history and ownership may be gauged from this Wikipedia page. But the important point to fasten on is Thomas Cook’s 2007 takeover of My Travel – another listed company in deep financial trouble. My Travel bought Thomas Cook market share, but at a fatal price. It was a pile-it-high-and-flog-it-cheap inventory – and a muddled and indebted one at that – just when Thomas Cook should have been moving in a different direction, towards more defined, upmarket offers.

Unfortunately for many Thomas Cook marketers, they are not to be given a chance to do their stuff. All this inept hand-to-mouth corporate engineering designed to keep the City and shareholders happy will shortly come home to roost. The company must now embark on a Draconian strategic review (for which read bloodletting) if it is to avoid falling into the clutches of the private equity gang. Guess who will be near the top of the sacrificial pile, marketers?


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