We have questioned ourselves quite a bit about the profound consequences of the health crisis on leisure and travel. Which trends would persist between the family refuge within a close and natural environment or the urge to live even more intensely, to explore even more unknown lands, even if it means breaking the bank?

Between cocooning and "revenge travel," which would emerge victorious? Can these two extreme trends coexist? The year 2024 provides an initial answer and new insights into behaviors that hospitality needs to consider.

If "revenge travel" is reaching its limits, it has sparked among upscale clientele a desire to fully experience travel. This translates into a higher level of demand for services but also increased discretionary spending, much to the delight of revenue managers.

The younger generations have embraced a new dimension of pleasure travel. In the name of Gig-tripping, they are willing to travel across Europe or even change continents to follow their favorite artists' concert tours.

Gathered in a panel discussion after the summer, several CEOs from major American hotel chains stated that Taylor Swift alone had significantly boosted their RevPAR. Mark Hoplamazian, Hyatt’s boss, asserted that she had a far more beneficial effect on his hotels than the Paris Olympic Games.

These passion-driven trips also extend to sports, revolving around international competitions, or to culture, as demonstrated by the reopening of Notre-Dame.

While a decade ago, the hotel industry was primarily based on a functional foundation fueled by business travel, today, it is increasingly driven by a desire for experiences, sharing, and emotions. "Bleisure" had already begun to disrupt marketing strategies that relied on clear and rigorous customer segmentation. The hybridization of travel motivations has progressed, and there is no turning back.

In an economically and socially volatile environment, more functional than emotional, the economy hotel segment is suffering more from cyclical effects. For now, it struggles to regain pre-pandemic occupancy rates and cannot leverage price increases as much as other segments.

What responses should hospitality provide to these trends, which are no longer ephemeral or marginal? The hotel offering must necessarily adapt, just as it has in previous decades. More than ever, it must contribute to this approach to travel by also enriching the experience with content. Whether generated by the hotel itself or by the destination and its event program, this content plays an increasingly crucial role in triggering the travel decision. Our sector is becoming more emotional, much like consumption.

The pursuit of lifestyle by all brands is no coincidence. It must be adaptable across all segments. Moreover, the location of the offering is becoming a major priority. Younger generations, who are less and less likely to own cars, struggle to accept peripheral locations. Conrad Hilton would be rubbing his hands with satisfaction, seeing that location remains a key to success, even if it is no longer the only one.

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