The optimization of network, improvement in organizing the cargo operations and passenger, an expansion of offering being made to the services of maintenance, along with the reductions of cost in order to purchase, distribute sale and applications of IT being the options with the decision of merger (Zuckerman 2009). The decision had been made in accordance with the fact that with the merger, there will be an expansion in the network for the customers, attractive amount of fares and enhancement of services with respect to all flights of the new group. The decision had been made in accordance with the fact that the merger will result in the reductions of cost, harmonizing the policies of sales, the gradual combination of operations and sales teams as required, and the airport lounges being shared.
Coordinating and code sharing the schedules of flight over the two airlines would help the passenger for getting more options of destination and connection of more number of flights. Considering an example, the route between Paris and Amsterdam seems to be showing there is less level of competition within this particular route (Baker, 2001). The specific route between Barcelona and Amsterdam can also be considered as a good example for showing that KLM and Air France still has been facing competition and cannot be raising the amount of prices in the absence of any consequences or results.
There were a number of driving forces that necessitated the merger between the organizations. Majority of the driving forces had been with respect to the key advantages out of the merger. It had been assumed that the new group would be serving 266 placed having a fleet with 540 number of planes along with 106, 000 employees within the organization (Bleeke & Ernst, 2003). Both the organizations created a core focus over the maintenance, cargo and passenger, which would definitely increase due to the merger.