The offer was successful as 89.2% of the shares were tendered by KLM shareholders. The merger gave birth to the world's largest airline company,⁵ called Air France-KLM. Analysts termed the merger 'unique. ' Despite the union, both companies would keep their brands alive by flying their planes in their respective names.

In 2026, the 2004 merger of Air France and KLM is widely analyzed as a strategic success but a cultural and operational challenge. From a business perspective, the merger created one of the world's most powerful airline groups, allowing the two carriers to dominate the European market and leverage a massive dual-hub system (Paris-CDG and Amsterdam Schiphol). It enabled significant cost-sharing in procurement and technology. However, the merger has been frequently strained by labor disputes and national tensions. Air France’s history of strikes and higher operating costs has often clashed with KLM’s more lean, profit-focused Dutch management style. By 2026, while the group remains a titan in the SkyTeam alliance and has successfully integrated its frequent flyer program (Flying Blue), the two airlines still operate with a high degree of autonomy, meaning it was a "merger of interests" rather than a total unification of corporate identity.