The Rise of the Emerging Experience Generation

Gen Z is reshaping the American travel landscape. And hotel managers across the country are starting to notice the shift - not in big, sweeping changes, but in small, telling moments that merge into a new pattern of guest behavior.

A receptionist at The Line Hotel in Los Angeles recently described a group of twenty‑something travelers who approached front check-in desk. They arrived without printed confirmations, guidebooks, or even a set itinerary. Instead, they used their phones like compasses, following TikTok‑inspired walking routes, AI‑generated food tours, and a list of “must‑see attractions” published by influencers they trusted more than any traditional travel authority or hotel advertisement. They didn’t ask about the nearest tourist attraction. They asked where they could find the mural they had seen in a 30‑second video clip the night before and that cool pizza house they saw on The Food Channel. This scene is becoming increasingly common, and it signals a generational shift that hotels cannot ignore.

As hotel leaders observe this rising cohort more closely, it becomes clear that Trailing Millennials and Early Gen Z are not two separate markets, but a single, blended traveler market segment with shared motivations and overlapping behaviors. Born between 1989 and 2002, they now occupy the 24‑to‑37 age range - a life stage defined by early career momentum, growing financial independence, and a passion for experiences that feel both meaningful and aesthetically compelling. They are young enough to travel frequently, yet old enough to have the income and autonomy to choose where and how they want to explore the world. In the United States alone, this merged group represents more than 78 million people, and globally, more than a billion travelers whose preferences are shaping the future of hospitality. Many analysts now refer to them collectively as the Emerging Experience Generation. Four of them are my grandchildren.

This blended cohort is also the most diverse traveler segment in modern U.S. history. Nearly half identify as non‑white, and many grew up in multicultural households or globally connected communities. This diversity influences their travel choices: they want to visit destinations that are culturally rich and feel inclusive. They are comfortable navigating unfamiliar cities, experimenting with new cuisines, and engaging with local communities. They are comfortable with cultural, linguistic and aesthetic differences - making them more adventurous than older generations and more willing to explore sites beyond traditional tourist zones.

Economically, they occupy a wide but influential band. Their median income ranges from $55,000 to $95,000, depending on age and region. The younger half of this merged group - those in their mid‑twenties - may earn less, but they spend a higher percentage of their income on travel. The older half - those in their early to mid‑thirties - may earn more but must balance travel with mortgages, childcare, and career demands. A cursory online search shows that, across the entire spectrum, they share a willingness to invest in experiences that feel aligned with their identity. They may book a standard room but splurge on rooftop yoga at The William Vale in Brooklyn, or a chef‑led food tour in Austin, or a creative workshop at the Ace Hotel in Seattle. They will skip the full $28 breakfast buffet but happily pay for the $12 breakfast tacos - a social‑media favorite at Austin’s South Congress Hotel. Their spending is intentional, not impulsive; they pay for what feels meaningful to them.

They are also the first true mobile‑native travel generation. Every member of this merged cohort owns a smartphone, and nearly all rely on mobile apps, digital wallets, and AI tools to plan and book their trips. Early Gen Z leans heavily on TikTok for inspiration, while Trailing Millennials still use Instagram and Google. But both groups expect hotels to connect with them digitally with mobile check‑in, digital keys, chat‑based concierge service, and real-time updates. The Moxy NYC Times Square saw satisfaction scores climb after introducing a “text-your-concierge” feature that allows guests to request recommendations, amenities, or assistance. For this cohort, convenience is not a luxury; it is a fundamental expectation.

Their psychographic profile reveals even deeper alignment. Both cohorts are experience-driven, socially conscious, sustainability-minded, and authenticity-seeking. They value flexibility over structure, personalization over standardization, and transparency over marketing hype. They are skeptical of anything that feels staged or overly polished. This is one reason The Standard High Line in New York resonates with them. Its social-first rooftop, its playful programming, and its unfiltered storytelling feel real. Guests share their experiences via social media, and the hotel’s visibility grows organically. After all, people trust authenticity over advertising.

One of the most defining characteristics of the Emerging Experience Generation is their digital-first approach to planning. They do not begin with guidebooks or traditional travel agents. They begin with TikTok, Instagram, YouTube, and increasingly, AI-powered planning tools. A 25-year-old traveler recently described how she planned her entire trip to Chicago using a combination of TikTok videos and an AI chatbot. She asked for “a three-day itinerary with vintage shopping, rooftop bars, and places with neon signs,” and the AI produced a list that felt tailored to her personality. She then cross-referenced the suggestions with TikTok creators she trusted, saving videos into collections labeled “Chicago vibes,” “food spots,” and “photo moments.” She booked her hotel only after confirming that the property appeared in at least one creator’s feed. (This is exactly like what my granddaughters do, too.)

Hotels that embrace this shift are seeing measurable results. The Standard, High Line launched a TikTok-first campaign featuring micro-influencers posting their stays in real time. The videos were playful, unpolished, and authentic, exactly the “honesty” this cohort trusts. Bookings from travelers under 35 surged, driven not by traditional advertising but by social storytelling that felt personal and relatable. The hotel didn’t change its product; it changed its narrative.

This group’s reliance on social media extends beyond inspiration. It shapes their expectations of hotel design, amenities, and experiences too. They look for spaces that feel visually compelling, culturally grounded, and shareable. A mural in the lobby becomes a backdrop for photos. A signature cocktail becomes a TikTok moment. A rooftop bar becomes a magnet for enjoying a sunrise exercise class or watching a magical sunset with a signature beverage in-hand. Hotels that understand this dynamic are designing “social-first spaces” that encourage playful interaction and visual storytelling. They are not manufacturing moments; they are creating environments where moments can naturally occur.

The Graduate Nashville learned this firsthand when a TikTok creator posted a short clip of its Dolly Parton-themed rooftop bar. The video amassed millions of views, and within weeks, the hotel saw a surge of bookings from younger travelers. Many guests specifically requested “the pink rooftop,” even though the hotel had never marketed that feature as a focal point. The moment wasn’t planned, but the hotel was smart enough to capitalize on it. They leaned into the aesthetic, added small photo-friendly touches, and watched the momentum grow.

Despite their frequent travel, this cohort is intentional with their spending. They seek affordability but will splurge selectively on experiences that feel meaningful, aesthetic, or unique to that locale. The Freehand Hotels in New York and Miami have mastered this balance. Their stylish social spaces paired with budget-friendly rooms have become a magnet for younger travelers. They may book a less-expensive room category but happily pay extra for mixology classes, rooftop yoga, or local food tours. And a hotel in Austin noticed that younger guests skipped the $28 breakfast buffet but lined up for $12 instagramable breakfast tacos from a pop-up vendor. The tacos were colorful, customizable, and served in biodegradable packaging. They weren’t just food; they were an experience.

Sustainability is another core value for the Emerging Experience Generation. They do not treat it as a trend or a marketing slogan. They treat it as a decision-making point. Many will avoid destinations suffering from overtourism and seek hotels that demonstrate environmental responsibility. The 1 Hotel South Beach and 1 Hotel Brooklyn Bridge - have become favorites among younger travelers because they do not hide their sustainability efforts behind marketing-vibe. They show their reclaimed materials, biophilic design, and carbon-conscious operations openly. Guests like the transparency, and many cite it as the reason they booked there. Similarly, a Portland hotel began offering “Sustainability Walks,” guided tours that show how the property reduces waste and supports local ecosystems. These tours became popular among younger guests who want to trust what they see instead of what the hotel claims.

Authenticity is the most important hotel element for this cohort. They crave experiences that feel personal, culturally grounded, and creatively engaging. The Ace Hotel in Seattle learned this when its weekly “Creative Studio Hours” - a hands-on workshop with local artists - became its most popular event among guests aged 24 to 35. The workshop wasn’t elaborate or expensive. Similarly, Indiana’s Chandlery created “Maker Mornings,” a tour through local artisan studios to explore everyday craft culture. The program was a winner because it offered something real, something local, and something that allow the guests to feel like they were discovering the city through the eyes of its residents.

And, as I often see with my grandchildren, this combined cohort also values spontaneity. They are driving the rise of last-minute travel, often booking within one to six weeks of grabbing their suitcases and heading out the door. A hotel manager in Miami described how a single TikTok video, featuring Strawberry Moon, the rooftop pool at The Goodtime Hotel, led to a spike in bookings within 48 hours. Guests arrive with little planning, often relying on flexible cancellation policies and mobile-first booking platforms. Hotels that offer dynamic pricing, flexible terms, and real-time availability updates are capturing this last-minute market. Those that cling to rigid policies risk losing travelers who value freedom and spontaneity.

The bottom line is this: When choosing a hotel, this Emerging Experience Generation looks for a combination of convenience, authenticity, sustainability, and identity alignment.

• They want mobile-first operations, local immersion, visually compelling spaces, and experiences that reflect their interests - beauty, wellness, food culture, art, outdoor adventure, and creative expression.

• They want hotels that feel connected to the neighborhood, not isolated from it.

• They want staff who can offer genuine recommendations, not scripted talking points.

• They want transparency in pricing, sustainability, and amenities.

• They want flexibility in booking and cancellation.

• And they want experiences that feel personal, meaningful, and shareable.

This merged cohort is not just traveling; they are curating their lives through travel. There is a difference. They seek places that reflect who they are and who they are becoming. They reward authenticity, creativity, transparency, and care. They share their experiences widely, influencing peers and shaping trends. They are eager to explore, quick to engage, and ready to become loyal guests when a hotel meets them with relevance and resonance. Their influence will only grow, and the hotels that succeed will be those that listen closely, adapt quickly, and embrace the chance to create experiences that feel meaningful to the most powerful travel generation in the next two decades.

The hotels that understand this cohort are not simply offering rooms. They are offering relevance. They are offering moments. They are offering memories. And they are offering experiences that align with the values and aspirations of a generation that is redefining what travel means. Welcome them.

Your REVPAR will thank you!

Reprinted from the Hotel Business Review with permission from www.HotelExecutive.com.