In an increasingly competitive hospitality environment, guest satisfaction is the basis of a customer’s loyalty to a brand and a hotel’s long-term revenue growth.
Hotels require feedback from guests to facilitate the positioning of their service delivery and guest experiences against the brand and competitor standards, identify employee performance issues that can negatively impact reviews before they are posted online, identify potential upselling and loyalty engagement opportunities, and develop further employee training and incentive strategies that drive operational excellence.
Although online reviews are helpful, they are often afterthoughts influenced by the extreme perspectives of highly satisfied or completely dissatisfied customers. Then, what do customers want from hotels? This can vary based on culture, income, generation, and lifestyle. In this article, we will focus solely on the views of generations, particularly Gen Z.
From a research perspective, Huggland and Okumus (2025) present their research findings from a longitudinal mystery shopping project involving guest service that was run in two periods from 2020 to 2023 with Gen Z participants as the primary mystery shoppers. The Gen Z participants’ feedback can be utilized as a future perspective on service expectations from the next generation of travelers. The researchers worked with 916 Gen Z college students, born between 1996 and 2010, and collected their feedback from their hotel visits in the U.S. that included urban, resort, and independent markets. The hotels visited for the sample involved 73% were major chain brands (Hilton 22%, Disney 20%, Loews 12%, IHG 12%, Marriott 3%, Hyatt 5%, Wyndham 6%) and 27% independent/local hotels (e.g., Rosen Hotels, 5%).
Gen Z assessed 25 operational and experiential service touchpoints that included phone and front-desk interactions, staff professionalism, grooming and hospitality behaviors, room and public area cleanliness and maintenance, food & beverage service speed and quality, and visibility of loyalty programs and initiatives to upsell guests on products and services.
The research showed that Gen Z is now a prime travel demographic and eventual decision-making cohort in a digital-native way. They make their booking decisions through social media and peer reviews, expect seamless digital touch points throughout the entire journey from booking until check-out, prefer unique local authentic cultural experiences to generic stays, and when it comes to hotels, are even more concerned about safety, cleanliness, and trusted hygiene protocols than traditional brand loyalty. Their expectations around sustainability & transparency are also very high. Gen Z is also the most environmentally conscious travel group and seeks hotels that visibly implement eco-friendly initiatives. They make purchase decisions through value-selection; while they care about cost, they will pay a premium for experiences that feel exceptional, safe, and social-media-like.
Cleanliness and professional appearance are baseline expectations, not baselines for differentiation – maintaining operational consistency is critical in ensuring a guest does not perceive a negative experience. Gen Z participants reported that only 30% of properties promoted their loyalty programs or guest service options, and very few staff members offered an amenity or experience to supplement bookings through upselling (e.g., if food & drink required a specific add-on). Of the F&B services, the Gen Z study found weak activity in order taking (58.5% within 5 minutes), table clearing (51.8% within 3 minutes), and taste satisfaction (64%).
When looking at the travel experience as a whole, Gen Z also stated that first & last impressions were not happening well (e.g., hospitality around “farewell” experience). While at least 77% of guests are sent off with warm greetings or phone greetings or were greeted with a staff member’s name, use of names of the staff communicatively varied, with only one way on average, being that 78% of staff included a staff name.
From the perspective of Gen Z, convenience is the top priority when it comes to hotel stays. From the time they arrive to when they leave, the experience has to feel easy, quick, and straightforward. Most of Gen Z’s expectations can be summed up in convenience. An 18-year-old student from Oxford, England, representing Gen Z, described the usual expectations with simplicity:
Most of us really love hotels with check-in on our phones and a digital key. We don’t like that you need to call someone to do everything. We want crystal clear instructions on how to do everything. If I need to adjust the lights, order room service, or access the Wi-Fi, we want it to be intuitive without having to ask anyone for help. Sometimes the little things can mean a lot, and an attentive way to do these can seriously elevate the experience. Even small details, such as prices in key areas and reliable Wi-Fi, should be easily accessible throughout the hotel. It’s frustrating to search for a plug behind the furniture. Wi-Fi shouldn’t drop randomly, and it shouldn’t only work if you are right in the lobby.
For us, being online is part of how we relax, work, navigate, and communicate, so it should just work all over the hotel. I once had a flight delay and arrived at the hotel exhausted, obviously well after midnight. We would have to get in line, fill out forms, and check in. At that moment, I realized what flexibility means. Being able to check in online or just this moment be able to show up at any time without it mattering would have huge benefits/advantages. Flexibility is not all about check-in times. It is about storing your luggage for a few hours, easily changing bookings, or taking your time checking out.
Our generation doesn’t always travel on someone else’s schedule; we take last-minute trips, change our plans, and need to fit travel around work and studies. Hotels that can relate to that and can give you some room to breathe are immediately recognized. Further to that, sometimes we just want something simple and quick to eat without having to leave the hotel or order take-out. Hotels that provide grab-and-go snacks, sandwiches, and coffee at the front lobby are great! We don’t always want a full sit-down meal, either, especially if we are long gone before breakfast hours or don’t return until late.
For us, the hotel vibe is way more significant than people think. We are not looking for just a bed; we want a place that we feel is unique. We remember places that, when we walk in, feel like they are designed with an idea rather than a space that has been designed to look “nice.” When a hotel focuses on sustainability, displays local artwork, or creates a calm, minimalist space, it makes me want to sit there and do nothing for a while. I connect with that. I think most of us Gen Z have been conditioned to expect more than our parents did alone. We want something different and a concept.
What new ways can hoteliers enhance their Gen Z guest experience? Hotel management must now realize that servicing and fulfilling Gen Z traveler needs today is not just about being satisfied right now but also building brand loyalty for the next decade. This cohort is the future of the hospitality industry, and they are changing the way we service, engage digitally, and view brands. For hoteliers to gain their attention and loyalty, they must innovate in a way that is tied together through the guest journey.
A great way to approach the guest experience is to improve every loyalty touchpoint during all phases of the stay, especially at check-in, check-out, and digital communication in-between. Staff who have been cross-trained can be suggested to suggest room upgrades, curated experiences, or personalized amenities in a way that is organic and not transactional. This is important to create a balance between recommendations and not sales.
Operational excellence is also imperative. Hotel management should introduce service-time KPIs for food & beverage (F&B) teams that are measurable in regard to speed and accuracy. Mystery shopping programs can be used to gather data-based feedback on order accuracy, wait times, and overall guest experience. This feedback can serve as a basis for developing targeted training programs and fostering a culture of continuous improvement. Staff can also be trained to personalize arrival and departure to create memorable first and last impressions that convey value and respect for the guest as a person. Once these habits are instilled, they can be made into standard operating procedures (SOPs) for every guest experience.
When things get crazy busy, hotels can use service models. Get a head start on orders to get things to customers faster without sacrificing quality. But here’s the thing: just checking the basics during these peak times isn’t enough. Hotels should also be looking at how they’re doing when it really matters, like when everything’s chaos. To get a sense of what’s working and what’s not, hotels could try using mystery shoppers from all walks of life, young, old, and everyone in between. This means hiring people from generations like Millennials, Baby Boomers, and seasoned hotel reviewers to see things from different perspectives. By doing this, hotels can identify areas where they’re falling short and understand how different customer segments, such as Gen Z versus other customers, perceive their service.
One thing that really stands out is how hotels can treat Gen Z guests more than customers. They can be partners in shaping the brand. By taking their feedback on board, hotels can create products, marketing plans, and sustainability plans that resonate with them. Imagine asking Gen Zers for their thoughts on what eco amenities the hotel should offer or how to make social media campaigns more effective. It’s a way to make them feel more connected to the hotel and show that the brand is actually listening. This approach can also help the hotel seem modern and in touch with what’s important to people.
If you think about it, treating the crowd like they’re part of the family is a great way to go. Whether they’re staying at your hotel for a night or might work with you someday, it’s a way to build trust and loyalty that goes way beyond one visit. When hotel owners genuinely connect with Gen Z, they can create a lasting following. It’s all about building relationships that last, rather than just focusing on a stay. When it comes down to it, focusing on Gen Z isn’t about making their stays unforgettable. It’s a plan for generating more revenue and expanding your business. This generation has a strong appeal because they are always connected online. They love sharing their experiences with others.
If you can meet their expectations, you’re likely to get them to come back, leave glowing reviews, and boost your hotel’s media presence. All of which can drive sales and attract customers. Hotels that truly understand Gen Z tend to reap benefits, such as filling more rooms and earning a reputation for being ahead of the curve in the hospitality world. If hoteliers want their businesses to succeed, they should focus on what today’s young people want. This is an important choice. By attracting this younger audience, they can maintain a steady flow of customers and profits in the future. This approach will help them achieve long-term success.
Reprinted from the Hotel Business Review with permission from www.HotelExecutive.com.
