THOMAS and JET

  

 

 

Contents

Chapter 1: Introduction. 3

Chapter 2: Key Digital Innovations. 5

2.1 Thomas Cook: Key Digital Tools. 5

2.2 Jet2 Holidays: Key Digital Tools. 6

2.3 Theoretical Lens. 7

Chapter 3: Stakeholders and Digitalisation. 8

3.1 Customers and Digital Transformation. 8

3.2 Employees and Digital Transformation. 9

Chapter 4: Challenges. 11

Chapter 5: Conclusion and Recommendations. 12

5.1 Summary of Findings. 12

5.2 Which Company Demonstrates Stronger Digital Engagement?. 12

5.3 Recommendations. 13

5.4 Industry-Wide Recommendations. 13

Reference. 13

 

 

Chapter 1: Introduction

 

One of the most significant contributing factors in respect to contemporary conditions in tourism as an industry is that of digital transformation. The increasing usage of smartphones, social platforms, as well as other web platforms, for planning, organisation, as well as execution of trips, has led to a transformation from conventional to technological approaches in organisations for tourism-related ventures. Technological advancements in the tourism industry, such as artificial intelligence, big data analysis, smartphone applications, virtual realities, chatbots, as well as automatic customer support, should no longer merely be afterthoughts but an intrinsic part of competitiveness, effectiveness, as well as customer experience optimisation for organisations in tourism (Carter-Chapman, 2025). It is also a manifestation of changing consumer attitudes, for which convenience, customisation, instant access to information, as well as hassle-free end-to-end online experiences, have emerged as fundamental attributes of contemporary travellers’ needs. Technology uptake in tourism is also explained using concepts like the Technology Acceptance Model (TAM). Usefulness and ease of use have been alternatively postulated to be critical to customers' intentions to adopt technological usage in tourism application processes, as utilised in TAM.

In this rapidly changing environment, it becomes the utmost requirement for organisations operating in this industry to continuously update their Internet strategies to be effective in this industry. In writing this report, major attention is given to two of the most prominent organisations operating in this industry, Thomas Cook and Jet2 Holidays (Fosun Tourism Group, 2021). Although these organisations have different strategies in this industry, they basically state that tourism organisations have made use of technological innovation to connect to their customers in a positive way.

Thomas Cook, which had always been labelled as one of the oldest holiday packages in the marketplace all across the world, had to go through its own makeover post their demise in 2019. Renamed in 2020 as a subsidiary of Fosun Tourism Group, it now acts as an online holiday portal website itself. The irony here is it doesn't have even a single offline store to its name (Fosun Tourism Group, 2021). The entirely online business delivery channel helps Thomas Cook to have dynamic holiday packages delivered to it in a flexible way from their entirely online website, powered by algorithmic systems and suggestions from their round-the-clock online customer service systems (The Guardian, 2020; ITV News, 2020). The renamed Thomas Cook Tuyen to be entirely different and technological holiday packages, sort of rebranding their completely technological efficiency efforts in their way to their entirely smartphone-enabled holiday packages online website delivery systems in addition to their data-centric decisions to their customer service delivery systems following this trend of technological advancements to entirely online holiday packages via online travel agents (OTAs).

Jet2 Holidays, on the other hand, represents a case of a business that uses a combination of its online services related to tourism together with its offline presence in air transport and tour operations (Jet2 Travel Technologies, 2024; Jet2 plc, 2024). As the second biggest tour operator in the United Kingdom, Jet2 Holidays uses substantial ICT in its operations, such as smartphone apps, automatic check-in processes, live travel information, as well as pricing processes performed by artificial intelligence (AI) (Jet2 plc, 2024). All these technological advancements have been integrated together with their offline customer services, such as staff present in airports, together with their in-resort team members.

The objective of this particular study encompasses examining the implementation of digital innovation in customer experiences developed by organisations, which ultimately leads to their promotion in the tourism industry. The objectives of this particular research study are to:

·         Uncover the primary digital technologies presently being used by Thomas Cook and Jet2 Holidays.

·         Analyse the effects of such technological tools on customers and employees. The latter represents major stakeholders.

·         Talk about challenges faced in the digital transformation process in tourism.

·         Suggest strategies to improve online engagement as well as competitive success.

 

 

Chapter 2: Key Digital Innovations

 

The role of digital innovation in defining competitiveness and service delivery for tourism organisations cannot be underestimated. Thomas Cook and Jet2 Holidays have used several digital tools such as online booking systems, online communications, online personalisation tools such as gamification and rewards programmes, pricing tools such as revenue management systems, and service delivery platforms. Thomas Cook conducts all business activities online as it is an OTA (online Travel Agent), while Jet2 Holidays uses a combination of online platforms and human service delivery capabilities. The major digital innovation used by these two organisations and their linkage to relevant theory will be discussed in this chapter.

2.1 Thomas Cook: Key Digital Tools

Following its death in 2019 and subsequent rebranding under its new parent company, Thomas Cook has undergone a complete makeover and now conducts all its operations entirely online as an internet-only holiday service provider; it even doesn't have any retail stores (Fosun Tourism Group, 2021).

 The OTA business model enables holiday seekers to research, construct, and purchase their holidays entirely from its website or smartphone application.

One of the critical developments underpinning this paradigm is the Thomas Cook smartphone application enabling clients to search holiday destinations, conduct comparisons of holiday costs, construct holiday packages, access holiday documents, and communicate with customer services. The smartphone application represents a core component of modern tourism practice because it recognises that holidaymakers have been adopting smartphones to organise their holidays (Carter-Chapman, 2025). The application improves customer autonomy and corresponds to TAM’s focus on perceived ease of use and usefulness (Davis, 1989), which represent critical determinants of technological adoption. Thomas Cook fully embraces the use of AI recommendation systems, whereby clients are offered personalised holiday choices based on their searches. The firm uses big data to ensure its clients receive relevant information services to improve conversion. Personalisation via AI systems is critical in online tourism, whereby clients would like to receive personalised search results and immediate answers to their searches to ensure customer satisfaction (Jet2 Travel Technologies, 2024).

The other major innovation occurring in this case is related to the dynamic packaging service, whereby customers can personalise their vacation packages by selecting flights, hotels, transport, and other associated services from online platforms. Rather than allowing clients to choose from predetermined vacation packages, Thomas Cook's dynamic packaging algorithm instantly combines all relevant elements to ensure that customers receive a tailored vacation solution offered at a competitive price. The innovation allows Thomas Cook to promptly respond to changes in the market while offering clients greater flexibility and value. Apart from these services, Thomas Cook also offers customer service help in the form of ‘chatbots’ and ‘online customer service assistance 24/7.’ The latter provides instant feedback to clients on their predominant queries. The service offered by online customer assistance fits several dimensions of SERVQUAL, such as responsiveness and assurance (Back et al., 1988). Chatbots stimulate value co-creation processes because clients provide inputs via their questions to improve performance.

2.2 Jet2 Holidays: Key Digital Tools

Jet2 Holidays encompasses a business model whose characteristics blend digital and physical approaches. The business creates strong human interaction in airports, aeroplanes, and resorts to ensure excellent service personalisation despite leaning towards digital approaches. One of the greatest technological advancements in this digital era is Jet2’s smartphone application. The application enables customers to organise their bookings and access digital copies of their boarding passes. The application ensures customers receive live travel notifications. The application bridges the gap between planning and travelling since it links customers to services offered by Jet2.

Jet2 Holidays has also introduced automatic check-in systems to minimise human intervention in checking in passengers at airports. Automatic check-in helps minimise delays and allows other duties to be performed by customer service staff. The attribute of automatic check-in aligns with ease of use as defined by TAM (Venkatesh and Davis, 2000). The other key technological development relevant to aviation here would be pricing and personalisation solutions offered by AI. Thomas Cook's recommendation systems would be akin to this; it would be directly used in the airline industry. Jet2 would allow its systems to work according to AI to analyse customer demand and pricing from rival airlines to calculate fares accurately (Jet2 plc, 2024).

(Youd, 2021). Can’t touch this: Biometric airport solutions with IDEMIA.

Jet2 also uses real-time travel information systems. Passengers get notifications about changes in gates, delays, security matters, and luggage alerts. All these aspects play an integral part in creating satisfaction for passengers. The main advantage of real-time notifications is that they help in understanding the concept of ‘response’ in SERVQUAL.

The hybrid service delivery approach is also strengthened by combining digital-human customer service platforms whereby the airport staff, in-resort staff, and call centre agents combine their efforts via digital platforms to monitor customer demands. The combination ensures digital platforms do not interfere with human interaction but rather complement each other in service delivery. The collaboration in service delivery aligns with co-creation theory (Prahalad & Ramaswamy, 2004), whereby customers and employees interact to co-create travel experiences together via shared information.

2.3 Theoretical Lens

There are three major theoretical bases to underpin digital innovation application in organisations:
The Technology Acceptance Model (TAM) describes customer adoption of digital tools as a result of perceived usefulness and ease of use (Davis, 1989). The usability of Thomas Cook’s mobile-first business and Jet2’s app services ensure their widespread adoption by today’s customers.

The SERVQUAL framework identifies service areas like reliability, responsiveness, and assurance ( Parasuraman et al., 1988). Chatbots, automatic check-in services, immediate update services, and internet-enabled support services all have direct positive impacts on these areas of service as they enhance clarity, speed, and trust.

Finally, the theory of co-creation emphasises the role of modern consumers in their service experiences. Thomas Cook uses customer data and analytics to improve their digital service environment, while Jet2 engages their customers to improve value creation and customer loyalty (Prahalad & Ramaswamy, 2004).

The digital developments translate to Thomas Cook and Jet2 Holidays delivering even better service quality to their customers in this competitive tourism industry.

 

 

 

 

Chapter 3: Stakeholders and Digitalisation

 

The digital transformation has major impacts on the experiences and roles of critical stakeholder groups in tourism organisations. In Thomas Cook and Jet2 Holidays, customers and employees represent critical stakeholder groups who come into direct interaction with digital systems and platforms. The current study assesses digital transformation impacts on customers and employees from Customer Experience (CX), SERVQUAL methodology, Technostress theory, and the transformation of work

3.1 Customers and Digital Transformation

Thomas Cook Customers

Since its rebranding as a completely digital travel agency, Thomas Cook has completely revamped the way in which holiday packages are planned and booked by its customers. One of the major advantages offered to customers from Thomas Cook’s completely digital business model is the ability to instantly book holidays online. The completely digital business allows its customers to instantly choose from numerous holiday packages available to them on their website and make any necessary comparisons in minimal time (Meyer and Schwager, 2007). The Customer Experience Model identifies ease of service as a major component for delivering excellent service experiences to customers.

Linkedin.com. (2025). LinkedIn.

The other key benefit offered by Thomas Cook is holiday recommendations personalised to fit customers' preferences. The holiday recommendation engine, driven by Thomas Cook’s use of artificial intelligence and behaviour analytics, helps Thomas Cook to provide holiday recommendations to its customers based on their preferences. The service offered by Thomas Cook strengthens its CX business model's focus on "Personalisation" as part of delivering exceptional customer experiences. The service offered by Thomas Cook helps to improve emotional connections and conversion rates (Parasuraman, Zeithaml and Berry, 1988). Digital transformation also helps deliver an end-to-end digital journey for travellers. The customer can search for his/her destination, buy flights and hotels, collect travel documents, communicate with customer services, and control his/her itinerary from one only source via a website and/or a mobile application. The advantage of this one-stop journey touches all dimensions of SERVQUAL’s reliability and responsiveness qualities, as customers get all notifications and communicative assistance instantly ( Parasuraman et al., 1988).

Value co-creation: The concept of value co-creation represents yet another component of Thomas Cook’s digital framework. In this case, customers participate in shaping their holiday experiences via digital platforms such as online reviews and feedback systems, as well as interacting with digital assistants in the form of chatbots (Prahalad and Ramaswamy, 2004).

Jet2 Holidays Customers

In particular, as far as Jet2 Holidays is concerned, digitalisation adds value to customer experience by adopting a CX model combination involving online solutions and human assistance. One such digital strongpoint of Jet2 Holidays would be their mobile app service for customers. The app allows clients to have all their bookings and travel-related details available to them via their mobile devices while also allowing them to receive critical notifications. The use of smartphones falls perfectly under CX consideration related to convenience (Lemon and Verhoef, 2016). Travel updates based on AI ensure better services to customers. Jet2 Holidays provides customers with updates about flights involving changes of gates and delays. The service enables Jet2 Holidays to attain reliability in the SERVQUAL framework. Jet2 Holidays ensures customers receive updates to build trust and eradicate stress associated with travelling (Bharadwaj et al., 2013). A key competitive advantage of Jet2 would be its digital & physical combined service offering. Though customers would be using digital services for their flights and itineraries, they would be dealing with airport staff members, flight attendants, as well as other staff members in their holiday resorts as well. The CX example emphasises the role of emotional connectivity and human engagement in delivering customer service, areas which would be addressed by Jet2. Finally, Jet2 offers customers a premium service environment by leveraging their combination of digital solutions and traditional services. Airport customer service staff and their in-resort colleagues make use of digital tablets and customer service systems to determine what their customers require and to provide them with relevant service.

3.2 Employees and Digital Transformation

Thomas Cook Employees

The digital transformation of Thomas Cook has brought about changes, like work for Thomas Cook’s employees. Since Thomas Cook is now a fully digital business, their employees must have skills related to digital communication and CRM. The employees of Thomas Cook deal with customer queries via chat services, email services, and social platforms. (Lu and Wang, 2018). Automation brings about changes in work allocation. For instance, processes like customer query management, confirmation of bookings, and arranging itineraries were performed manually. All such processes have been fully automated via AI-powered chat services and digital tools. While this increases productivity, it results in reduced task diversity for workers (Bharadwaj et al., 2013).

These elements can be sources of employee technostress. Technostress theory (Ragu-Nathan et al., 2008) defines employee stress generated from feeling overwhelmed by technological changes and lack of technological skills. Technostress can be created if Thomas Cook employees have to quickly learn new technological systems while maintaining their service quality.

Jet2 Holidays Employees

The employees of Jet2 Holidays are also impacted by digital transformation. Digital transformation in the aviation business also affects Jet2 Holidays. The pilots and airline staff have to work with digital information systems such as digital flight bags, route optimisation systems, and weather management systems. The customer service personnel in airports and resorts have adopted digital update and communication tools to organise flight information, luggage information, and customer demands. The adoption of this technology improves service delivery but raises requirements for multitasking and digital literacy skills. (Bharadwaj et al., 2013). The digitalisation process also leads to changes in the human resource component. The nature of jobs has changed to be more analytic and technological. While it poses development opportunities, it also increases stress for workers who may not always be familiar with technological advancements.

Chapter 4: Challenges

Although there are several advantages associated with digital transformation for tourism organisations, there are also challenges associated with Thomas Cook and Jet2 Holidays related to their customers, employees, as well as their organizations. All these play a role in contributing to the efficiency of digital transformation tools.

One of the biggest challenges faced by customers regards data security and privacy. The reason for this relates to the enormous amounts of data collected by digital platforms via cookie data and AI-powered systems, such as online holiday bookings (Tussyadiah, 2020). While customers may be concerned about their data security in general, it becomes even more problematic in the aviation industry due to digital data platforms and biometric check-in systems implemented by Jet2 Holidays. While it must be said, Jet2 Holidays do not operate full biometric boarding controls like other airlines worldwide, increasing digital verification requirements make data security even more critical. Thomas Cook’s online business means all data is for customer verification and related communications (Fosun Tourism Group, 2021).

The digital divide also affects customers. Not all passengers would be comfortable with digital tools such as online systems for booking and self-check-in. Some of Thomas Cook’s customers, especially seniors, would need human interaction and would have a challenging time dealing solely with digital systems. A combination of systems offered by Jet2 helps mitigate these challenges but may present issues to some customers who cannot navigate digital applications, such as notifications and digital boarding cards. Inaccessibility contributes to these challenges (Lazar et al., 2017) The internet, online forums, and online tools may not always be fully accessible to visually and hearing-impaired clients as well as to clients who may have challenges related to their cognition. (Bharadwaj et al., 2013).

‘A location lacking such capabilities may result in reduced consumer satisfaction.’ Digital transformation also poses several challenges to employees. Many workers resist new technological changes, particularly if they were brought up following traditional work methods. Thomas Cook customer service workers dealing with digital services may be burdened by the fast pace of technological advancements in automated communication systems.’ The employees of Jet2 Holidays, including cabin staff and ground staff, have to ‘work with systems which offer real-time updates.’ They thus have to deal with increased stress and decreased task predictability.’ ‘Continuous digital learning and development skills represent additional challenges.’ It takes ‘time, effort, and motivation to learn new systems.’ The employees feel stressed and anxious due to exposure to new digital systems.’ The ‘use of digital systems may lower worker confidence.’ Workers ‘fear of unemployment arises from automation,' which results in the reduced requirement for human workers who conduct activities such as checking in customers at check-in booths and engaging in consumer service (Gretzel, 2018).

At an organisational level, Thomas Cook and Jet2 Holidays encounter issues pertaining to expenditures related to technological investments. The adoption of AI tools and their maintenance and development in their mobile applications would require major outlays. At Jet2 Holidays, investments would have to be made in digital solutions to facilitate their connectivity to sophisticated airline systems, thus increasing costs further. The integration of new digital solutions into their outdated systems would also present issues to Jet2 Holidays and the aviation industry generally, as their outdated systems may not be entirely compatible with new applications (Gretzel, 2018). Finally, efforts would be needed to ensure service delivery consistency as organisations shift to their digitalisation processes.

Chapter 5: Conclusion and Recommendations

5.1 Summary of Findings

The case study reported here explored how Thomas Cook and Jet2 Holidays use digital innovation to improve customer experiences and business performance. Thomas Cook scores highly for being completely digital. Jet2 Holidays scores highly for its blended service and excellent customer service skills. However, both companies have areas of commonality in challenges faced due to digital transformation (Fosun Tourism Group, 2021). Some of these areas include data protection issues, accessibility issues, and skills shortages among employees (Gretzel, 2018).

5.2 Which Company Demonstrates Stronger Digital Engagement?

Both Thomas Cook’s digital engagement stands out in terms of complete dependence on digital tools and online service delivery. The business model of Thomas Cook fully leans on digital efficiency and online communications. At the other end of the scale, Jet2 Holidays engages deeply with digital across several aspects of their flying and holiday experiences, such as flying operations and customer services (Jet2 Travel Technologies, 2024). Hence, Thomas Cook leads in digital delivery services, but Jet2 Holidays leads in comprehensive digital transformation.

5.3 Recommendations

To make their digital solutions even better, Thomas Cook needs to work towards enhancing personalisation by delivering sophisticated analytics solutions via AI and improve their chat services to provide even more intuitive help to customers. The website and app accessibility features need to be further developed to serve all passengers seamlessly (Lazar et al., 2017). The best thing would be to have even better real-time communication services.

In the case of Jet2 Holidays, it would be very crucial to clarify their data collection and usage processes to their customers who value their digital privacy. The application must make full use of accessibility features (Tussyadiah, 2020). The firm can invest in upskilling their employees to minimize issues associated with technostress. The firm must improve their cybersecurity measures to protect confidential airline data.

5.4 Industry-Wide Recommendations

Digital adoption in the tourism sector must be ethical, and the organisations should give transparency, consent and fairness in data use the highest priority. More robust data management policies are required for responsible data processing. Leverage cooperation among tourism players not only for knowledge sharing but also for advancing digital innovation (Gretzel, 2018).. Finally, but no less importantly, financial allocations directed towards green digital technologies such as eco-tracking devices and carbon calculators may aid in promoting eco-friendly options for travel while simultaneously ensuring resilience in tourism.