Maximising integration synergies between 近畿日本ツーリスト and クラブツーリズム

「当社グループは、2026年４月に個人旅行事業の一体化を実施し、近畿日本ツーリストの直営店舗販売事業および仕入部門、近畿日本ツーリストブループラネットの国内市場向けＷＥＢ販売事業をクラブツーリズムに集約することで、仕入れから商品企画・販売までを一体的に運営する体制を整備しました。」

「Effective 1 April of this year, the group integrated its individual travel business and carried out business-structure reforms in 近畿日本ツーリスト's group travel business. As part of the integration of the individual travel business, the individual travel businesses of 近畿日本ツーリスト and 近畿日本ツーリストブループラネット were transferred to クラブツーリズム. By combining a customer base of 10 million with 近畿日本ツーリスト's strength in brand recognition and クラブツーリズム's strength in product-planning capabilities, the group aims to develop its distinctive themed products across the individual travel business in line with customer needs and enhance the value of its BtoC business.」

「The company concluded that, rather than broadly allocating management resources across all fields as a comprehensive travel company, it needed to concentrate its business temporarily in fields with greater specialisation and profitability.」

「The group continued to pursue the integration of 近畿日本ツーリスト and クラブツーリズム, working to expand web sales, differentiate its products and increase member customers, while seeking to further strengthen its group travel business. In web sales, it further integrated the two websites by expanding joint feature pages for 近畿日本ツーリスト and クラブツーリズム and enabling customers to select and purchase クラブツーリズム products directly on 近畿日本ツーリスト's website.」

「Against this backdrop, under the medium-term management plan ending in fiscal 2020, the group pursued the integration of 近畿日本ツーリスト and クラブツーリズム, focused on further increasing member customers, strengthening its product offering and expanding web sales, and worked to further strengthen its group travel business.」

「Against this backdrop, under the medium-term management plan ending in fiscal 2020, the group pursued the integration of 近畿日本ツーリスト and クラブツーリズム, focused on further acquiring member customers, strengthening its product offering and expanding web sales, and worked to further strengthen its group travel business.」

「Against this backdrop, under the medium-term management plan formulated the previous year and centred on “rebuilding the individual travel business and expanding and strengthening the group travel business,” the group pursued the integration of 近畿日本ツーリスト and クラブツーリズム, focusing on strengthening its product offering by enhancing web sales and shifting toward the development of destination-based products.」

「The companies increased interaction between their product development divisions and expanded to 近畿日本ツーリスト the development of themed travel products cultivated by クラブツーリズム. In addition, クラブツーリズム system terminals were installed at all 近畿日本ツーリスト stores so that customers could purchase クラブツーリズム products more conveniently.」

「Against this backdrop, under a new sales structure centred on regional travel companies and specialist companies for inbound travel and other services launched in April of that year, the group formulated in May a medium-term management plan centred on “rebuilding the individual travel business and expanding and strengthening the group travel business,” and strongly pursued initiatives including strengthening product development and sales capabilities through the integration of 近畿日本ツーリスト and クラブツーリズム and expanding web sales.」

「Against this backdrop, under a new structure centred on regional travel companies and specialist companies for inbound travel and other services launched in April of that year, the group formulated in May a medium-term management plan centred on “rebuilding the individual travel business and expanding and strengthening the group travel business,” and advanced various initiatives, including the integration of 近畿日本ツーリスト and クラブツーリズム and the expansion of web sales.」

「An absorption-type merger was carried out on 1 April 2018, with クラブツーリズム㈱ as the surviving company and 近畿日本ツーリスト個人旅行㈱ as the absorbed company.」

「The purpose is to transfer to CT the escorted-tour product development business remaining with KNT Individual after the company split.」

「Since April of the previous year, the company has sought to maximise the integration synergies between the two companies, including centralising the development of European products for 近畿日本ツーリスト's “ホリデイ” and クラブツーリズム's “クラブツーリズムの旅.” Based on the medium-term management plan beginning in the current consolidated fiscal year, it focused on the “sports business,” “inbound travel business” and “regional tourism and exchange business,” which it identified as growth areas, and advanced the shift in its business portfolio and the development of new sources of revenue.」

「For the overseas travel product “ホリデイ,” the company expanded jointly operated tours, primarily to Europe, with クラブツーリズム and worked to expand earnings.」

「Against this backdrop, the company worked to maximise the integration synergies between 近畿日本ツーリスト and クラブツーリズム, including centralising the development of European travel products, while working to establish business foundations and expand earnings in each business.」

「As part of these efforts, the group launched the joint group campaign “夏旅大感謝祭” in May, and jointly planned and began selling the “ＪＡＬホノルルマラソンツアー,” supported by professional running coaches.」

「While seeking to maximise integration synergies by combining 近畿日本ツーリスト's brand strength and extensive sales network with クラブツーリズム's strong marketing and product-planning capabilities, the company advanced various initiatives under the medium-term management plan through fiscal 2018, formulated in February of that year.」