DIGITAL TRANSFORMATION IN THE

TRAVEL INDUSTRY

Amira Roula

hvitravnur.com

TABLE OF CONTENT

INTRODUCTION ........................................................................................... 2

Chapter 1: WHAT IS “DIGITAL TRANSFORMATION”? .................................. 4

Chapter 2: HOW A COMPANY CAN OPERATE ITS DIGITAL

TRANSFORMATION? .................................................................................. 10

Chapter 3: WHAT ROLE DOES MARKETING PLAY IN DIGITAL

TRANSFORMATION? .................................................................................. 18

Chapter 4: FROM DESIGN OF A SERVICE OFFER DESIGN TO ITS

IMPLEMENTATION ..................................................................................... 24

Chapter 5: DIGITAL TRANSFORMATION: A SOCIAL OR SOCIETAL

TRANSFORMATION? .................................................................................. 34

CONCLUSION ............................................................................................. 41

INTRODUCTION

Organizations across the world have had to or will have to respond to the regime

shift that digitalization has entailed for businesses and for every aspect of human life

in the past years. One could describe this development as an unavoidable evolution

in all aspects of business: strategies, business models, delivery processes, marketing,

client interaction – the list goes on.

There are many ways in which to describe digital transformation, from a business

phenomenon to a social one. And when delving into the social dimension, one will

unavoidably encounter the question relating to the societal versus social aspect of

digital transformation.

This e-book will take on a descriptive, research based approach to digital

transformation. Information is gathered from the author’s experience in the IT/Tech

and SaaS sphere, and from evidence based research encountered when working

with this book.

As there are many ways to describe digital transformation, so are there different

ways in which industries are being affected by it. This e-book will be delimited to the

travel industry when cases and examples are brought up, but this book is in many

aspects relevant to all sectors.

The travel industry has seen suppliers in the form of physical travel agencies and

bureaus vanish, as customers’ move to digital platforms when planning and

purchasing travel packages and flight tickets. Customers have stopped seeing their

travel purchase as a mere transaction and holiday event and are now buying

experiences, adventures they can share in social media and remember for years to

come. The industry has moved from being oriented towards supplying flight tickets,

hotel and charter packages to supplying dreams, travel packages encompassing

multiple services and tailoring these to differing customer segments and needs.

– Amira Roula, 2016-12

Chapter 1: WHAT IS “DIGITAL TRANSFORMATION”?

There are many different ways in which to describe digital transformation, though

most would agree that a decent and encompassing description could be the

following:

“Digital transformation is the process of investing in

technological tools and processes, while at the same time

changing the business model and strategy of a firm in order to

adapt it and grow in a digitally oriented society”

In short, digital transformation means changing all aspects of a business in order to

adapt it and prepare it for a world where disruptive technologies and online presence

in all relevant platforms has reshaped the way society works and interacts with itself

and the outside world. It is important at this point of defining digital transformation

that it is an exercise relevant for all firms in all industries, and not only those that in

some way can be said to be “digital companies” or are active in “tech industries”.

Independent of the size of a firm, the nature of its business model or structure –

digital transformation is or will be a matter to explore, if the business is to survive

and grow.

Digital transformation is not only about technological investments, it is essentially a

transformation of a whole organization and line of thought. Failed digital

transformation projects are in large due to a limited set of activities focusing on the

technological aspect. Just as important is the change in business model and

adaptation to agile methodologies instead of the traditional water fall like

processes.

Digital transformation requires a paradigm shift, as it moves a business away from

well-known practices to new albeit possibly well-proven ones in ways that is best

fitted to its profile. Digital transformation then is not only about updating the IT-

fleet of software and hardware, nor about having an online presence. Digital

transformation is the holistic approach of understanding what “online” means, what

digital tools can be used for, how an organization needs to be changed to

dynamically adapt to the current and future paradigm shifts, creating new roles such

as Chief Digital Officer, adapting the business model and strategies to

accommodate new customer behaviors brought about by the changes in the use of

platforms such as mobile phones, tablets and VR-machines.

Other consultancy firms have researched and found their way of describing digital

transformation. The consultancy firm Capgemini in co-operation with MIT have

described digital transformation in a report in the line of being a matter of “digital

maturity”. “Digital maturity” is achieved as described in their report by pursuing

Digital transformation entails thinking and working innovatively and in new

ways. As in introducing VR into the set of marketing tools?

technology-enabled initiatives described as “digital intensity” and leadership

initiatives described as “transformation management intensity”.

The consultancy firm McKinsey describes digital transformation by focusing on two

main factors; cost savings and the customer experience are presented as the main

factors impacting the bottom-line. Hotels and airlines are described as being

particularly exposed by digital disruptions, and the report counts on digital sales

increasing by 50% for these sectors of the travel industry. Other industries said to be

highly affected by digital are mobile communications and retail banking as these

Digital intensity Transformation

management intensity

Technology-enabled

initiatives in:

- Customer

engagement

- Internal operations

Leadership capabilities

including:

- Vision

- Governance

- Engagement

- IT-Business

Relationships

offer virtual services rather than physical products. McKinsey emphasizes that size

of the resources and the extent of digital transformation should be in line with what

a company needs and can expect to carry out – there is no need to overinvest or

invest in a project that cannot be carried out due to resource constraints.

The figure above visualizes the main concept in the McKinsey report, the one of how

digital transformation can affect a modern company. The steps taken to embark on

a digital transformation project are described as a cycle, with the following points

encompassing the key factors decision making, connectivity, automation and

innovation:

Customer experience; multichannel communication and connectivity with

the customers 24-hours.

Product and service innovation; new digital products and services.

Distribution, marketing and sales; digital marketing and distribution.

Digital fulfillment; service and administration done digitally.

Risk optimization; automated risk control and improved customer

targeting.

Enhanced corporate control; real time management.

Finally, what a successful digital transformation journey is and how long it takes to

execute depends on the company being transformed and which industry it is active

in. There is no one-size fits all recipe that works for all types of organizations, but

there are key elements to follow when digitally transforming a company that are

good to keep in mind. We will delve deeper into how a business can be digitally

transformed in the next chapter.

Chapter 2: HOW A COMPANY CAN OPERATE ITS DIGITAL

TRANSFORMATION?

Where do you start when transforming a business? It can appear to be an

unsurmountable task independent of how much human capital and resources you

have at your disposal. A digital transformation effort starts with taking on a holistic

approach; in terms of customer experience, cross-functional co-operation within the

firm and in terms of who is involved. As with all projects, one starts by having an

inventory of the current situation and mapping how the ideal situation or goal would

look like. Where is the firm now, and where does it need to be in terms of digital

transformation? What is expected of the business given the digital realities of today?

A situation analysis is a good starting point, and would preferably involve key

stakeholders from each division; stakeholders understanding the size and scope of

the work ahead and that are willing to put in the time needed. As will be explored

further in this text, a digital transformation journey is an iterative one and will

require involvement and engagement from the whole organization.

Working top-down only, with C-suite individuals leading change and change projects

will not drive the necessary regime shift needed in a business when executing digital

transformation. What this means in practical terms lies in how a digital

transformation project is designed and how it is carried out. A dedicated, formal and

cross-functional digitalization team or PMO needs to be created as well as

appointing – in the cases it is possible depending on company size and needs – a

Identify a starting point, create a plan and map which tools and resources that

are needed to move ahead. A dynamic map is needed in a digital

transformation journey.

Chief Digital Officer. Such a team would need to be humble and prepared to

experiment its way prior to developing a solid working approach – this is best

achieved by implementing an agile approach to project execution and involvement

of stakeholders representing all aspects of a business (marketing, IT, C-suite

personnel, admin functions, sales, service providers in the firm etc.).

When a PMO or team has been set and the decision to invest in digital

transformation has been made, the next step would be to look at the content of such

a project, and what it should have as a goal and working processes. The main factors

then that needs to be considered when embarking on a digital transformation

journey can be described and summarized by the following points:

Organization & People Business Model Governance, Leadership

& Management

Technological &

Technical Review Business Activities &

Functions

Processes &

Methodologies

1. Business Model: when re-shaping the business model, customers’ digital

and traditional behavior and preferences need to be analyzed; the result of

such an analysis is vital when setting long term strategies. The services and

products offered today may need to be adapted, dropped or enhanced.

Suppliers need to be reviewed, and delivery points and process as well. Cost

structures and main cost drivers may change, as well as business’s main

value driver once the business model is digitally transformed. New revenue

models may need to be explored, as well as partnership possibilities and

acquisitions.

2. Governance, Leadership and Management: most transformation projects,

whatever the focus may be (e.g. digital, business), fail due to change

resistance in some form. It may be a single department failing to comply, or

single individuals with social influence feeling their position threatened by

the changes being implemented and forced upon them. When digital

transformation is implemented, the governance has to adapt and become

more holistic. Leaders and management also need to act holistically, and

use a well thought out communication plan that involves the whole

business. Management needs to explore the possible threats to digital

transformation and set plans to handle these if and when the risks are

realized. Risk management in other aspects need to be explored. Of course,

governance, leadership and management is tightly connected to the next

factor, organization and people.

3. Organization and People: organizational culture can and will be affected

by a digital transformation, and depending on the organizational structure

and current culture situation in a business – an organizational

transformation may be needed as well. If cross-functionality is not

achieved, if individuals are not dynamic and agile, if the goal of being

digitally literate is not there the digital transformation program will fail. An

ideal organization is customer-centric, meaning that when setting plans,

the customers’ needs are what defines the end goals – of course, incentives

and incentive programs would need to be adapted for changes to happen, a

factor that needs to be considered when revising the governance structure.

Worker empowerment is also important, as changes can be a challenge on

moral – one needs to remember that business is composed to a large extent

by people.

4. Technological and Technical Review: this is a review and mapping of all

applications, systems, hardware and servers in use and how they are

integrated. This is also a review of the digital literacy of a business, and how

data analytics are used across functions – from sales to marketing, to key

investment figures and follow-up. Data analytics need to be changed from

a reporting function only to a dynamic and cross-functional every-day part

of customer mapping and service adaptation. Or to be more specific: from a

reporting oriented function to one focusing on data mining and

continuously responding to the results gained from such activities.

Separating IT-support and incorporating IT in all functions is also important,

as well as having a dedicated digital strategist. Continuous education and

training in forms that are relevant to the business (everything from internal

education, joining industry organizations and externally organized

workshops, conference attendance) are vital in increasing and maintaining

relevant digital literacy. The technical software and hardware base needs to

be updated, and UX (user experience and usability) should be a key and

integral part of all technological projects.

5. Business Activities and Functions: the activities and functions needed in a

business may change, with new ones being created and old removed or

updated. Functions and activities may be HR, admin, customer services and

IT-support. One activity deserving of particular attention is marketing; data

analysis enters the stage, and focus is on being on top of customer

preferences and ever-changing digital and “analog” behaviors. Existing

metrics need to be adapted to this new way of working with customers and

their data. The marketing aspect of the digital transformation journey is

described more in-depth in a separate chapter.

6. Processes and Methodologies: processes employed need to be adapted to

cross-functional practices, and methodologies need to be adapted to agile

ways of working. Divisions such as marketing, IT and Sales start co-

operating and sharing information, and having holistic strategies – with this

we mean that instead of having marketing and sales as separate functions,

you need to set incentives in place for these functions to communicate, co-

operate and having common strategies and goals; such strategies will set a

path for these divisions to follow that is common for them all and will aid

them in their communication and co-operation. RACI models and other

cross-functional tools are necessary to move forward in a dynamic rather

than traditionally static way of working. Internal systems and intranets

move from one-way channels to omni-channels and organized ways of two-

way communication are implemented. In short, processes need to be made

more efficient.

Do note that the points above do not need to be followed linearly and are not

expected to, and furthermore, which points to be followed and the time it takes to

execute them depends on a business’s technological maturity and unique position in

a given market. Also, note that the points above are not exhaustive nor are they

separate – indeed, they are expected to overlap and will most probably do so.

Chapter 3: WHAT ROLE DOES MARKETING PLAY IN

DIGITAL TRANSFORMATION?

The way customers interact with each other and with businesses has fundamentally

changed as a consequence of digital disruptions. In fact, seeing as customer focus is

key in digital transformation, and customer focus is also key in marketing, digital

transformation and marketing transformation are often used interchangeably or

confused. We should keep the two separate however, as our main focus in a

transformation project should always be holistic, and so should it be when

embarking on a digital one.

Marketing has traditionally been focused on a one-way communication with

customers, and has been run as a stand-alone unit. Digital transformation cannot

happen without a shift to viewing marketing as a part of a customer experience that

is based on two-way communication and is largely digitalized. Communication

needs to be omni-channel and not tied to a particular platform (e.g. desktop,

mobile, tablet, paper).

To be successful, marketing needs to cooperate with other divisions and change

enablers within a business. Such divisions could (or should) be sales and customer

success teams. More preferably, the marketing division would be interacting with

the organization as a whole, as a digitalized and data driven marketing division will

Communication needs to be platform independent. Not all customers

read a physical paper in the morning.

need to dissipate and gather data that is created and processed throughout most

units: service/product management and design, IT/tech-support, HR, management.

Customers’ digital and “analog” behavior and preferences need to be mapped. This

is researched via online and social sentiment analysis, as well as mapping how your

customers use social media when using your products and services and how they

communicate it. Data mining and Big Data enter marketing work processes, and

help make marketing efforts more efficient and targeted. There are already easy to

access tools to carry out such analysis (e.g. Google Analytics for websites), but what

is needed for a specific business and how it can and wants to collect data on its

current and future customers.

From a travel industry perspective, marketing will also need to develop customer

loyalty programs that are tailored to how people view their traveling and how it fits

their needs. Tailoring marketing campaigns then does depend to a large extent on

the chosen and desired customer category your business has identified as ideal; that

a customer segmentation exercise has been carried out is of course assumed and

expected.

Besides necessary re-designing of the marketing division to a more data driven one,

it also needs to reconsider its view on customers, as does the organization as a

whole. As described earlier, customer-centricity is a key factor and besides being a

key ingredient in a new strategy and business model, it needs to be seen in the

external communication and how such communication is designed. People –

customers – are expecting a story, a story where they play a central part and are able

to shape the outcome. Marketing campaigns need to tell a compelling story, one

that is then shared and reshaped by those taking part in it. One way of viewing this is

changing the terminology used internally as well as externally: from marketing

campaigns, the marketing unit needs to offer the customers a story. For the travel

industry, this is not only meant in the literal sense but in terms of how the service is

communicated and offered. To take this line of thought from semantics to practical

pointers, the difference in telling a story and creating a traditional marketing

campaign can be described as: interaction. A marketing campaign is “pushed out” to

the client. An interactive campaign on the other hand involves the client in different

ways; from simply prompting them to share a story relating to the one told by the

campaign to having them actually creating the content (creating video content

involving a country symbol relating to an adventure they could win by being involved

in the campaign).

A story told in terms of a journey from thought to travel adventure will vary

depending on if the targeted audience are students with poor incomes wanting to

explore the world versus a business professional traveling long hours to work related

activities and destination.

Based on the above then, to digitally transform a marketing division into a digitally

transformed organization, the following factors need to be in place:

Customer experience

Omni-channels and platform independent communication

Mapping the customer journey; from need to buying a service or product

Customer loyalty

In summary, dynamic client interaction and tailoring customer experiences are the

new way forward for a digitally transformed marketing team.

Chapter 4: FROM DESIGN OF A SERVICE OFFER TO ITS

IMPLEMENTATION

A service offer tailored to fit in a digitally transformed business will find its

foundation in the new processes, marketing, IT and Sales methodologies it has

created. The travel industry has already seen the first wave of digital transformation,

where we have seen travel agencies worldwide give way for self-directed online

booking.

Digital transformation has also offered new ways for the travel industry to reach its

clients, and with the vast data these agencies have via bookings and social media

channels using data mining, they are at a position to design whole new packages

and dream vacations tailored to the particular needs of their customers.

The changes ahead for the industry are many and long-term; it will be a long journey

ahead and possibly rocky for those that are too slow to adapt. The winners in the

technology regime shift in the travel industry have clearly been the online travel

agencies and low-cost fare companies. Data drives revenue now, and cloud is the

new working place and channel – data needs to be collected, analyzed and stored

and agile methodologies used to adapt the ever-changing habits of customers and

increased data levels.

Millennials are more active via their mobiles than ever, and the data they share from

their travels is a large treasure-grove of information in regards to what customers

prefer to do while on vacation and traveling in general. They also share their

experiences online, and a bad review can leave a permanent speck in an otherwise

well managed and positive track record of a company. People in general expect

more, and can find the information they need without much effort. They expect

service 24-hours, instantly and in all platforms relevant to them.

Aside from the challenges – and opportunities – pointed to above, the travel

industry faces competition from the sharing economy in the form of hospitality

services such as Airbnb and Couchsurfers. Start-ups offering specific functionalities

and to a low cost will unavoidably compete with the tailored packages offered by

their travel agency peers. Aside from being competitors, certain start-ups and tech

Customers want an adventure, not a hotel room or a flight ticket. Tell a

story, not one of prices and hotel rating but one of undiscovered treasures.

firms can turn out to be possible partners – a firm offering certain functionalities

traditionally not offered in the industry can offer a value-added future to the dream

vacation; the upside for the start-up is the vaster possibilities in a large firm to reach

out with their apps and services.

A case based on the travel industry could be one of a small, local firm adapting to

increased competition from low-fare agencies and start-ups offering tailored

services oriented towards specific services and products that fall under the travel

and experience sector.

As travel fare costs go ever lower, cost control is of course key. We will not consider

the cost cutting aspect too much in this as that is outside of the main scope of this

book, but mention certain aspect to possibly delve into. Actions that a local travel

agency could do in a situation of lower fares, other than going lower, is to look at its

offering and the functionalities it currently has and can offer. In terms of digital

transformation, it is key at this point to have proper data mining capabilities to map

customer data, and tailor packages that are more attractive to each particular

customer then the possibly cheaper but less tailored offer elsewhere.

The firm also needs to have the proper presence in the relevant media and platform

the targeted customer segment uses in the multi-step journey that leads to a buying

decision regarding vacation or travel. If the local travel agency in question has

segmented its customers well, and knows who it is targeting after a thorough

analysis of data, that would naturally lead to a second step of asking one-self: “Are

we present in the right places?”. If your customers are mainly locally based families

wanting to travel on vacation to warmer areas, families who base their buying

decisions via printed family magazines and travel guide apps, then this is where the

company needs to be. And it needs to be present via these platforms and media

telling a story that is attractive to the targeted customer segment.

Though a smaller, local travel agency is not expected to have a large digital capacity,

focus is on the resources at hand – marketing working with sales, the C-suit and IT to

create a digital platform from which the digital transformation needs to take speed.

The company in question notes it communicates mainly via newsletters in a non-

continuous manner (e.g. no follow-up or targeted material based on e.g. customer

birthdays, customer’s latest travel activities), it will need to find a way to activate

itself in the relevant platforms; if the newsletters only end up in the trash bin, they

are of no use. If they are targeted given the vast set of customer data, it is a start

along with establishing relevant follow-up metrics.

Being innovative is key further down along the digital transformation path, and once

the main structure is there new ideas are needed. The local firm in our example

happens to also own hotels in relevant markets and decides to try marketing these

out via VR (Virtual Reality) experiences, where customers can see their future living

quarters without leaving the comfort of where they currently are, and without

having to take a gamble on the quality of the hotel they are booking. Knowing their

clients, the firm offers information and guidance through the customers’ journey

and helps them navigate and find new activities, restaurants etc.

The customer is continuously updated, prior to the journey even being booked.

Being a small and local player, the example company enjoys the opportunity the

“adventure and experience” based travel trend offers; one of individuals willing to

travel to new places in order to explore originality, something a local firm with a

local sensation to offer can draw advantage from.

What undiscovered places and experiences can you offer your

customers?

Going from fictional to a real-life case, we move on to considering the one of Airbnb.

This is a start-up that, in the wake of the Couchsurfurs phenomena, has challenged

the hotel industry and in some cases lead to judicial proceedings in the countries it is

operating in (e.g. the UK). The interesting aspect regarding the Airbnb case from a

digital transformation aspect can be described as:

The sharing economy: Airbnb is a clear-cut case of a firm gaining traction

from the popularity of the sharing economy. Individuals rent out their

houses, rooms, summer houses and similar living quarters to strangers.

Airbnb acts as a middle hand and facilitator in this process, offering a SaaS

(Software as a Service) in which individuals post reviews (in order to secure

quality in the living quarters they rent), transactions are made and legal

terms are settles regarding renting period, price etc.

99% digital: the platform is a SaaS as mentioned in the point above, and

the service per say is digital, though of course the “hotel like” offer of living

quarters itself still remains a manual matter in some or at least one aspect:

the issue of handing out keys (for those still using real keys instead of digital

entry chips).

“One-function offer”: Airbnb does not offer anything else then the

platform in which its clients find and offer living quarters. Despite this one-

offer business model, or possibly thanks to this Airbnb has become a big

player and large competitor to traditional housing for travelers such as

hotels and Bed-and-Breakfast businesses.

The Airbnb case, to summarize, is a good example of a successful one-offer deal in

the travel industry and a product of the digital transformation of this sector.

Furthermore, Airbnb is a good example of a firm that, in a relatively early stage of its

development, is a possible venture partner or possible candidate firm to acquire.

Chapter 5: DIGITAL TRANSFORMATION: A SOCIAL OR

SOCIETAL TRANSFORMATION?

It is a difficult-to-answer question, that of whether the egg or the chicken came first.

So is the question regarding whether digital transformation is one of a social change

or societal one. Whether this question can be fully and correctly answered remains a

matter of debate. What we can see however is that this regime shift follows other,

equally important shifts in society and its inner workings. We can also state that

digital change started out as a digital disruption.

Disruption is a term used in business context to describe when an industry is

challenged by new players with new ways of doing business, when business models

and well-known work processes become obsolete due to newcomers. Disruption is

simply a term used to speak of the collective challenges faced by new ways of doing

business. In the context of digital disruption, it is meant to describe the start-ups and

newcomers who have mastered new digital business processes and themselves

possibly being the creators of these. These newcomers have also caused changes in

customer behavior, or adapted to them more quickly than traditional firms. We can

expect much more to come in terms of disruptive technologies; we have yet to seen

the true power of Artificial Intelligence (AI) in everyday life functions and the

Internet-of-Things (IoT) has yet to truly insert itself in peoples’ lives. Digital

transformation then, is the adaptation to the realities brought about by digital

disruption now and in the future.

Digital transformation then, as a consequence of disruption, can also be used to

describe the changes in the way we use technology in our everyday life. We use our

technological tools in ways we have not done before, making certain services and

products completely obsolete. These changes have also made the way we interact

witch each other to evolve and lead to cultural and governmental changes.

Artificial Intelligence (AI), machine learning, the Internet of Things (IoT) and

robots. The main theme is digital disruption, and we will see more disruptions in

the time to come.

From products being mechanical machines used for very specific purposes, they are

becoming interconnected. The internet of things (IoT) is a term used to describe the

interconnection of physical products using the internet; it can be everything from a

refrigerator letting you know the milk is getting sour using built in sensors, to your

gym wear storing biometric data in your smart phone, summarizing your training

session in a heartbeat. This interconnectedness of products and constant interaction

with them will most probably have a further and more profound effect socially and

on society then we currently can fathom or plan for. The societal challenges will also

prove to be larger than we can imagine today, as our way of working, travelling,

eating and communicating will change – when we start paying with a chip installed

in the cuff of our coats, when our sport watches become our new medical analysts

and mayhap doctors, when deliveries are done via drones to your window as the

refrigerator has warned of low stock of fruit. There will come a day when people stop

making the distinction between online and offline, physical or virtual.

A societal rather than socially induced change brought about by the digital

revolution is a governmental one. Schools for example are changing their working

methods by introducing tablets into the classroom, as well as “gamifying” classes;

the use of the game Minecraft in teaching is a good example of this phenomena.

Governments are creating digital ministries and digital strategies, ministries and

strategies involved in everything from building so called “Smart Cities” to e-

Healthcare plans, to plans regarding offering broadband to all citizens. These

changes reflect well the changes seen in businesses undertaking a digital

transformation plan.

The social changes following these digitally induced societal changes are seen in our

everyday interactions. Our possibilities to interact with the world have opened

greatly, making it quite easy for anybody to say pretty much what they wish to the

whole, listening world. The personal brand has become a “thing”, with selfies and

movies from everyday life replacing the mundane, secret diary of old. We plan and

market our events via social media, as well as letting the world know about our

The mobile app game “Pokémon Go” is based on augmented reality, e.g. the

app using an image from reality and putting a virtual layer on top of it. Will

we see augmented reality in cafés, schools and road signs when using our

smartphones? This is already done in certain businesses.

positive and less so positive experiences from work as well as the latest restaurant

experience.

We can continue to debate whether it is social change that bring about societal

changes or the other way around; social changes do have a history of following

societal changes and simultaneously changes these in turn. The answer could be a

simple one: digital transformation is both social and societal transformation taking

place in tandem.

CONCLUSION

We have given a definition of digital transformation, and set in a travel industry

setting. We have also defined ways in which to transform a business, challenges and

opportunities to be expected and how to handle these.

However and in whatever business a digital transformation journey begins, the main

factors to consider – independently of which sector is in question – are:

The resources put into a digital transformation project depend on the needs and

means of a business. And lastly, the success of a digital investment is always in the

Organization & People Business Model Governance, Leadership

& Management

Technological &

Technical Review Business Activities &

Functions

Processes &

Methodologies

details, and though the focus may shift between the factors described above they

need to be considered even if they are not applicable or used going ahead.

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