In his role as CEO of Internova Travel Group, J.D. O’Hara has embarked on a transformative journey to simplify the operational complexities of a historically intricate organization. Over the past six years, his leadership has charted a path toward consolidation and clarity, focusing on reducing the multitude of brands under the Internova umbrella to a more manageable number. “I’m really trying to focus on simplifying the business,” O’Hara stated in a recent interview, underlining his commitment to making Internova not only more efficient but also more coherent.
The initiative to streamline operations is not merely a matter of corporate restructuring; it represents a significant cultural shift. O’Hara recognizes the emotional investment tied to the many brands within Internova, which he views as manifestations of the company’s culture. This perspective highlights the challenges of cultural change within a large organization, as employees often have strong attachments to the brands they represent. “Changing cultures is never easy,” he acknowledges. “We’re doing it very purposely, with lots of input from the people affected by it.” This deliberate approach reflects a sensitivity to the underlying complexities involved in brand consolidation.
Internova’s approach to streamlining involves reducing its diverse portfolio of approximately 50 brands to around six or eight that are aligned with contemporary market demands. This is particularly evident in their direct-to-consumer leisure segment, where brands like CruCon Cruise Outlet and Travel Leaders Vacation Center are scrutinized for their viability moving forward. The elimination of redundancy among brands not only enhances operational efficiencies but also allows for a clearer identity and enhanced marketing strategies.
O’Hara’s experience since the company’s buyout in 2008 informs his current strategy. He has transitioned from managing numerous profit and loss statements and a large number of direct reports to overseeing a more streamlined organization. Internova now functions through three primary divisions, focusing on individual travel advisors, agency operations, and corporate and leisure travel. This structural simplification is a testament to O’Hara’s resolve in making effective managerial decisions in a complex environment.
As O’Hara focuses on navigating these changes, potential brand mergers are already on the horizon, especially among lower-performing travel services. The intent would be to position brands like Andrew Harper as a luxury-focused entity while establishing another brand to cater to the premium market. This strategic pivot aims not only to optimize brand presence but also to maintain strength in niche travel segments.
Despite the downturn in corporate travel sales from $7.48 billion in 2019 to an anticipated $5.7 billion in 2023, O’Hara is optimistic for the future. He consistently refers to 2024 as a potential “banner year,” projecting improvements due to rising prices and increasing interest in longer travel durations and more ambitious bookings. O’Hara notes that although transaction numbers have dipped somewhat, there is a strong market demand anticipated in the near future.
Interestingly, the patterns observed in 2023, especially the apparent resilience during the pre-election period—an unusual lull that typically accompanies U.S. presidential campaigns—have also contributed to O’Hara’s intrigue. He remarks on the unpredictability of travel behavior, where past trends have been disrupted by the COVID-19 pandemic’s lasting effects on consumer attitudes toward travel. The pandemic has instilled a heightened value of travel experiences, showcasing the adaptability of providers who can respond in real-time to evolving customer needs.
Beyond internal changes, Internova is actively engaged in elevating the travel advisory profession through partnerships and public promotions, such as the collaboration with NBC for the television series “1st Look Presents: Extra Mile Club.” Featuring various Internova advisors, the show aims to highlight the indispensable role of travel advisors in the contemporary travel landscape. O’Hara articulates a sense of responsibility towards the broader travel advisory community, advocating for a unified industry standard that recognizes the value of skilled travel professionals.
J.D. O’Hara’s vision for Internova Travel Group hinges on strategic consolidation, cultural sensitivity, and an unwavering focus on industry elevation. By methodically navigating the complexities of travel branding, O’Hara aims not only to recalibrate his company but also to set a standard for resilience and adaptability in an ever-evolving travel industry.
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