Business and Tourism Management
Chapter 1: Introduction
Aim of the Blog
The blog aims to critically explore and
compare two major players within the tourism industry namely Hilton Hotels in
the hospitality sector and Jet2 Holidays in the tour operations segment. The
two organisations have already developed a firm presence in the market and they
are well known about their customer focused policies, new services and
flexibility in a dynamic international marketplace. This blog is aimed at
evaluating the way how these companies create their tourism products, establish
relations with their stakeholders, and how they react to major risks, including
sustainability, digital transformation, and changing consumer behaviours.
Sector Overview
The tourism industry is composed of various
interdependent sectors, with hospitality and tour operations playing pivotal
roles. Hilton Hotels is an example of hospitality industry that provides
accommodation facilities to clients with head and shoulders services of
luxurious brands as well as low end facilities with a variety of rooms and
grades across the globe. The brand is now recognized to relate to quality
service, innovation and identification as a global brand. Conversely, Jet2
Holidays falls under the tour operations industry whereby it offers package
holidays which composed of flights, hotels and on the ground services. Being a
company based in the UK, Jet2 Holidays has developed a competitive advantage
comprising customer confidence, flexible packages and holiday as a whole with
the purpose of cost-effectiveness and satisfaction.
Structure Overview
The blog consists of four important
chapters. In chapter two, there is a comparative review of the two
organisations followed by the analysis of the key stakeholders of the
organisations. Chapter three encompasses the tourism product strategies, the
challenge, as well as the opportunities accruing to each company respectively. Chapter
four has a conclusion and strategy points to improve the sustainability,
stakeholders, and customer experience as a whole.
Chapter Two: Comparative
Organisational and Stakeholder Analysis
Organisational Overview
Hilton Hotels
Hilton Hotels was established in 1919 by
Conrad Hilton who has since developed the brand to become one of the most
renowned in the international hospitality business. The company has a history
of more than a hundred years and has a very rich and wide collection of 22 best
brands around the world, such as Waldorf Astoria, Hilton Hotels & Resorts,
DoubleTree, Hilton and Hampton by Hilton (Hilton, 2021b). Hiltons spread as an international business has been great and
currently, it is present in 139 countries and aspects as well as territories,
covering over 8,600 properties and over 1.3 million rooms located worldwide (Investor
relations, 2021). This wide global presence has enabled
the firm to serve different market segments, which include luxury travellers
and economy attractions.
(Source:
Tahiri et al., 2021)
Hilton has a two-fold business strategy
which involves both franchise transactions and managed hotels. Approximately
88% of Hilton’s properties are franchised, allowing for rapid growth with lower
capital investment, while the remaining properties are either managed directly
or owned (Contact, 2025). This
asset-light approach is due to a greater rate of returns on investments coupled
with the ability to control brands and retain service uniformity. In market
positioning, Hilton is regarded as a luxury hospitality brand that sets high
standards of providing services to customers who have also been loyal to its
Hilton Honours programme and the company keeps innovating in terms of digital
services like the Digital Key and the ability to select a room using the mobile
application (Tahiri et al., 2021). The RevPAR (Revenue Per Available
Room) in the entire world is £102.31, and average occupancy is at
68.3% as it was generated by Hilton, according to the 2024 Annual Report (Contact, 2025). These metrics indicates robust recovery after the COVID-19 events
and a strategic focus on the long-term growth, the digital transition, and
sustainability with its program, Travel with Purpose.
Jet2 Holidays
Jet2 Holidays is one of the leading British
package holiday companies, introduced in 2007 as a subsidiary to Jet2.com which
is one of the fastest growing low-cost airlines in the UK. The brand has risen
fast as the largest tour operator in UK taking about 15% of the UK share in
package holidays. The company has many departure points within UK and provides
holiday all-inclusive packages to the most popular sun and city destinations
within Europe and possibly anywhere in the world. In the scaling of Jet2 Holidays,
a vertically integrated tour operations model is adopted, with its own airline
(Jet2.com), the accommodation partners, ground transportation and
in-destination customer service. It has ATOL-protected holidays where consumer
protection is enhanced through money and the firm has good levels of customer
service with in-resort representatives and around the clock helpline. It is a
comprehensive model under which Jet2 can own service delivery, prices, and
brand reputation (Trišić et al., 2021).
Figure
2: Jet2holidays
(Source:
Jet2.com, 2024)
The company operates as a customer focused
tour operator and portrays its product as Value-adding, holiday producer with a
trading name of Package Holidays you can Trust. This has been strengthened with
several awards in customer service and satisfaction. Jet2 Holidays carried
greater than 19 million passengers in 2024 and offered greater than 70
locations to overseas locales in the Mediterranean, Canary Islands and the
cities of Europe (Jet2.com, 2024). It has
been able to compete effectively because of its strategic focus on flexible
booking policies, transparent pricing and high customer interaction with
established tour operators such as TUI.
|
Aspect |
Hilton Hotels |
Jet2 Holidays |
|
Product Differentiation |
Offers 22 distinct brands ranging from
luxury (Waldorf Astoria) to economy (Tru by Hilton). Provides unique in-hotel
experiences (e.g. Hilton Honors exclusive rooms, spas, and dining) (Manzoor et al., 2024). |
Offers all-inclusive, city breaks, and
flexible family packages. Differentiates through own airline, wide range of
departure airports, and bespoke hotel partnerships. |
|
Customer
Loyalty Strategies |
Hilton Honors Programme with
tier-based rewards (free nights, upgrades, digital check-in). Strong emphasis
on mobile convenience and personalisation. |
MyJet2 membership offers
exclusive deals and early bookings. Focus on transparency, value for money,
and flexible bookings to retain repeat customers (Leyva, and Parra, 2021). |
|
Quality Assurance |
Implements “Brand Standards” across all properties;
uses guest satisfaction surveys and third-party auditing (Calisto et al., 2024). Maintains quality via franchise
oversight and digital feedback tools. |
Conducts hotel inspections, provides
in-resort reps, and runs a 24/7 helpline (Bae, 2022).
Maintains service quality through customer reviews, complaints resolution,
and ATOL compliance. |
Table
1: Comparison Table: Hilton Hotels vs Jet2 Holidays
(Source:
Leaner)
Stakeholder Analysis
Hilton Hotels Stakeholders
Hilton Hotels has a wide range of stakeholders
among which the customers appear more central as the ones determining the
services and reputation of the companies. Customers are demanding superior
customer-experience, on the digital offering and are looking to gain
experiences by loyalty programmes such as Hilton Honours (Antonova, Ruiz, and
Mendoza, 2021). Customers also want to see that Hilton is an environmentally
responsible business, which it is doing by following the strategy of
sustainability under the tagline of Travel with Purpose, where the company
concentrates on reducing its carbon footprint, removing all single-use plastic,
and donating to the local communities. Workers are another important
stakeholder systems to Hilton (Tripathi, Kumar, and Rawat, 2022). Having more
than 400,000 staff worldwide, including franchisee properties, Hilton pays much
attention to training, professional growth, and the environment in workplaces.
Such lists as “World Best Workplaces” by
Fortune and Great Place to Work have been continuously recognising the company.
This efforts as the Team Member Value Proposition and online or digital staff
training aids facilitate employee engagement and retention, both of which have
a direct effect on the quality of services provided to the customers, and their
satisfaction (Yousaf et al., 2021). Hilton also enjoys close
relationships with investors, owners of property which is close under
asset-light business model of Hilton, where about 88% of properties are
franchised. The investors are hoping to get good returns on investment,
continuity to the brand, and growth in the market. Hilton responds to these
expectations by means of disciplined growth plans, brand positioning around the
world, and scalable technologies which facilitate profitability and excellence
in services.
Jet2Holiday Stakeholders
The customers of Jet2 Holidays are the
mainstay of its operations since they aim at cost effective and stress-free
all-inclusive holiday packages. Such customers appreciate open fare prices,
varieties of booking policies, and at-destination services. The
customer-focused model that Jet2 applies to its customers such as pleasant
customer service, multiple baggage allowance, and in-resort representatives has
resulted in customer loyalty and many awards, including service awards (Solakis
et al., 2021). Being a licensed tour operator and carrier, Jet2 is
strongly affected by regulatory agencies, in the first place, by the UK Civil
Aviation Authority (CAA) and the ATOL (Air Travel Organiser’s Licence). They
are not negotiable on safety, consumer protection and financial security
standards. The vigilance of Jet2 in the observance of these frameworks
guarantees customers and substantiates the legitimacy of operations (Dani,
Tiwari, and Negi, 2021).
Jet2 Holidays also has very many strategic
partnerships within their business partners such as hotels, airport authorities
and local transportation providers. These allied partners play a vital role in
giving quality service. The company develops these relationships with long-term
contracts, quality assurance procedures, and common customer service criteria,
so that the entire experience up to the travel matches the brand promise.
Chapter Three: Strategic
Comparison – Challenges and Opportunities
Tourism Product Development
Hilton Hotels
Hilton Hotels has come up with a large and
a diversified portfolio in the products as far as tourism is concerned which
serves international clients. The brand has opened different markets and
operates in a wide scope of market levels including ultra-luxury properties,
mid-scale and budget properties such as Waldorf Astoria and Conrad Hotels,
Hilton Garden Inn, Hampton by Hilton are some of the properties that have been
opened in this line (Jeong et al., 2023). Through this multi-brand
strategy, Hilton can capture the luxury travellers as well as the affordable
customers with uniformity in service delivery. One of the elements of Hilton
product development strategy is innovation. The company became the first one to
introduce the Digital Key, which enables the guests to unlock doors with their
smartphones, check-in, and choose rooms (Padave, and Kanekar, 2023).
Moreover, the Hilton Honors application
allows members to personalise their stay, get additional discounts and get
rewarded by points (loyalty program), as well as make it much more convenient
and personal (Zhou et al., 2022). Hilton value added is that it is
globally recognised brand and offers similar standards in terms of services to
all its customers and its commitment to customer satisfaction. In addition to
service, Hilton further incorporates sustainability practices, which are part
of the product, in its operations via the sustainable programme, which is
referred to as, travel with purpose (Suliman et al., 2023). This
incorporates good sourcing, efficient energy consumption in the hotel
operations and community impacting projects that go in line with the preference
of the eco-conscious travellers.
Jet2 Holidays
By ensuring a big selection of
ATOL-protected package holidays, short city break, and family focused offers,
Jet2 Holidays has established itself as one of the leading tour operators. Its
products are well priced and focused to various customer attributes such as
couples, family, and lone travellers (Pereira et al., 2021). This wide
selection is made possible by a large flight route network and UK departure
points of Jet2.com. Jet2 has also invested in its easy-to-use reservation
system as well as the mobile boarding pass technology, facilitating the user
experience all through, by eliminating the steps between purchase and arrival (Lozano,
Rey, and Sastre, 2021). The fact that they have a 24/7 customer helpline, as
well as in-resort representatives makes sure that travellers are given round
the clock support and assistance.
Jet2 Holidays has often won awards in the
form of outstanding service including “Which? Recommended Provider and
TripAdvisor Travellers Choice Awards". These awards denote its
quality, trust and customer interaction hence it is regarded as one of the most
respected brands in UK travel industry.
|
Category |
Hilton Hotels |
Jet2 Holidays |
|
Product Differentiation |
Offers 22 distinct brands from luxury
(Waldorf Astoria) to budget (Hampton). Tailors hotel experiences to lifestyle
segments. |
Offers wide range of ATOL-protected
packages, including city breaks, beach holidays, and family deals. Integrates
flights, hotels, and ground transport (Yousaf et al., 2021). |
|
Customer
Loyalty |
Hilton Honors loyalty
programme with digital benefits: points redemption, upgrades, mobile key, and
member discounts. |
MyJet2 membership provides
exclusive deals and early access to sales. Focus on flexible bookings and
trust-based marketing. |
|
Quality Assurance |
Maintains brand standards across all
hotels. Uses customer feedback, third-party audits, and tech-enabled service
quality monitoring. |
Conducts regular partner inspections,
employs in-resort reps, and runs a 24/7 helpline (Huo et al., 2021). Ensures quality through regulatory compliance and guest reviews. |
Table
2: Tourism Product Development comparison
(Source:
Learner)
Strategic Challenges and Organisational
Responses
Hilton Hotels
Hilton Hotels has had to navigate a very
competitive hospitality industry in the world, and sustainability has become
one of the major strategic issues in the market along with the digital
transformation of the company. Efforts to raise consumer awareness on climate
change and its effects on the environment have given pressure to hotel chains
to be greener. Moreover, the fast development of digital technologies has
advanced the expectations of the guest with ease and smooth technology related
services (Kolobkova et al., 2021). To react to the pressure of
sustainability, Hilton introduced its broad “Travel with Purpose”
Environmental, Social, and Governance (ESG) plan. This effort aims at cutting
emission of carbon, increasing energy and water efficiency and eradicating
single use plastic in its global operations. The goal set by Hilton is to reduce 50% of its
environmental impact and invest two times as much into social impact by 2030
(Hilton, 2021).
The company is also participating in
responsible sourcing and community-based projects which make their activities
to be in line with the United Nations Sustainable Development Goals (SDGs) (Hassanein,
and Özgit, 2022). In response to digital transformation, Hilton has invested in
technologies that touch the customer, these include the Digital Key, which
enables guests to open their rooms with a smartphone, and Hilton Honors app,
which helps in room selection, check-in and personalised preferences. Such
digital tools make travelling more convenient and efficient to satisfy the
demands of tech-savvy travellers and allows increasing the agility of its
operations (Rajesh et al., 2022). The digitalisation strategy of Hilton
guarantees the process of consistency in the services provision within the
global front the portfolio, bringing a more engaging and responsive customer
experience.
Jet2 Holidays
The strategic challenges, to which Jet2
Holidays is exposed, include another list of matters, mainly pertaining to the
situation after the pandemic, unstable fuel costs, and the EU travel
regulations adjustments. The travel and tourism industry were one of the major
industries affected by the COVID-19 pandemic, and Jet2 had to make a quick
turnaround to restore customer confidence and the company to its feet (Ogutu et
al., 2023). The increased fuel prices only worsen the profitability and new
regulations (visa regulations and rights of passengers) must be met constantly.
To compete, Jet2 resorted to flexible booking rules, such as the free change
and refunding guarantees, and this helped the company calm its travellers in
times of uncertainty (Chen et al., 2022). These policies assisted in
customer confidence and brand loyalty. The company was also upgrading its
planes fleet to more fuel-efficient cars to reduce the effects of the increased
costs of operations and also aid the environmental goals.
It has also enhanced interrelationship with
the regulatory agencies of Jet2 including the UK Civil Aviation Agency and
tourism regulatory agencies in the European Union. Through its voice of
transparency and proactive compliance, the brand has established a trustworthy
image of its operator in the new world order (or post-Brexit setting) of
travelling (Ramaano, 2022). These strategic reactions have helped Jet2 Holidays
to overcome the devastations in the industry and still provide reliable,
customer-centered vacation products.
|
Category |
Hilton Hotels |
Jet2 Holidays |
|
Response to Industry Disruptions |
Adapted to global travel disruptions
through enhanced hygiene protocols, flexible booking options, and operational
resilience. |
Introduced refund guarantees, flexible
booking changes, and ramped up customer communication post-pandemic (Hoang et al., 2021). |
|
Sustainability
Expectations |
Launched “Travel with
Purpose” strategy: 50% reduction in environmental footprint by 2030, reduced
plastic usage, and sustainable sourcing (Buhalis, Leung, and Lin,
2023). |
Upgraded to fuel-efficient
aircraft, reduced carbon impact, maintained ATOL protection, and aligned with
environmental regulations. |
|
Digital Consumer Behaviour |
Introduced Digital Key, Hilton Honors
App, and AI-based personalisation tools for bookings and room preferences. |
Developed user-friendly website and
mobile boarding passes, streamlined booking process, and increased digital
customer support. |
Table
3: Strategic Responses – comparison table
(Source:
Learner)
Chapter Four: Conclusion and
Recommendations
Recommendations
Hilton Hotels
In order to increase its competitive
advantage, Hilton Hotels ought to pay special attention to increased
transparency of its sustainability endeavours. Although the goals defined
within the corresponding program, Travel with Purpose, are bold, there is a
necessity in publishing quarterly and weekly amounts of progress and
accompanying documentation of the results accomplished through the program to
ensure the establishment of credibility among travellers focusing on the
environment. Furthermore, to enhance the guest experiences even further Hilton
can invest into AI-based personalisation of the pre-arrival and booking
experiences. Artificial intelligence allows to analyse preferences and past
bookings history, thus Hilton can provide custom recommendations, or room
upgrades along with promotions that customers will find satisfying and loyal.
Jet2 Holidays
Expansion of the company portfolio to offer
more experiential travel opportunities, which are akin to culinary tours,
adventures as well as wellness retreats can be of great value to Jet2 Holidays.
This would attract the changing interest of the customers and would improve the
worth of the nation about the brand. Moreover, a better post-booking guidance
via the digital technology, like real-time tracking of itinerary, tailored
travel experiences and automated customer service solutions via their mobile device,
would make the customer experience easier and the holiday more enjoyable.
Conclusion
Hilton Hotels and Jet2 holidays are
successful in slightly different ways with respect to the development of the
tourism product and engaging stakeholders. Hilton has been succeeding in
providing consistent and excellent experience in hospitality with a diverse
brand portfolio and digital solutions innovation. Its global reputation is
supported by its devotion to sustainability and employee growth. On the other
hand, Jet2 Holidays has established itself as customer-oriented tour operator
of flexible, well-valued packages with the good service and supervision by
regulation. The two organisations are grappling with a sustained set of threats
such as pressure on the environment and digital disruption, which they have
addressed through planning innovative solutions and agility. The fact that they
can place their product offerings in line with the emerging customer
expectation, as well as quality standards, speaks of their dominance in the
hospitality and tour operations markets.
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