Gen Z's Travel Revolution

Disclaimer: This article was first featured in our annual MarketHub Pulse magazine, published prior to November 2025. For this reason, there may be some discrepancies in details, such as positions held at the company. Access your complimentary copy of MarketHub Pulse Review by clicking here.

What’s the future of travel? Ask the younger generations – they’re the ones paving the way.

Gen Z emerged as a hot topic at this year’s MarketHub, dominating the agenda at each of our regional events with good reason: this is a demographic which represents 30% of the global population, and 40% of world consumption. Furthermore, their behaviours vary significantly from those that came before them: owing in no small way to the fact that this is the first digitally-native generation, Generation Z is inherently connected to the online world, and it's here where their preferences take shape, from the dreaming phase through to booking and far beyond.

HBX Group’s Chief Strategy and Transformation Officer, Javier Cabrerizo, wasted no time communicating the power of this all-important demographic to audiences across each event, stating that not only does Gen Z travel tend to be more lucrative (with 2 to 3 travellers choosing a ‘luxury’ experience and spending 20% more than the average traveller), but that the experience is typically all-encapsulating. Cabrerizo revealed that:

Gen Z prioritise experience over goods, making them a prime target for mobility and experience providers;
They are cautious, with 60% purchasing an InsurTech product before travelling;
And that if their experience isn’t shared online…well, did it ever really happen at all?

According to Cabrerizo, 90% of Generation Z choose social media as their primary form of communication, representing a two-fold opportunity: firstly, for travel providers to carve out a space in front of their desired audience through marketing, and to enjoy the residual benefits of having the experience they crafted, signal-boosted across the web.

This latter point was further underscored by Bertrand Sava, Director of New Business and Ventures at HBX Group. In his keynote, ‘The Re-Emergence of the Travel Agent’, Sava emphasised the relationship between two unlikely parties: the traditional RTA, and travel’s youngest cohorts. According to Sava, appealing to younger travellers is fundamental to future success in the retail space: after all, studies reveal that 40% of Gen Z and Millennials turn to travel advisors (TAs) to plan their trips, versus just 14% of those aged 40 and up.

Casting the net wider, it’s reported that 65% of travellers feel overwhelmed by the number of choices when planning their trips online, and interestingly, digital natives are among the most impacted: according to Wattpad, 43% Gen Z and Millennials have begun to make an active choice to reduce the amount of time that they spend online.

Disconnecting from the social sphere appears unlikely, but a conscious movement known as ‘de-influencing’ has gained prevalence: rather than buying into the glamour of social media marketing of old, Gen Z are becoming increasingly aware that such content may not always be truthful. Instead, they rely on the recommendations of trusted sources – and who better to advise, than the advisor themselves?

Travel advisors have (re-)emerged as indispensable, bringing clarity and reassurance in a world which, often, feels anything but. Furthermore, these are times where speed reigns supreme: indeed, like many of us, Gen Z are subject to high levels of stress, with 74% citing ‘feeling stressed’ either often or very often as their greatest social issue. Recognising this and stepping into the role of an end-to-end service provider will set travel advisors apart, said Sava: by granting customers the much-needed luxuries of both support and time, TAs can earn the loyalty of the generation said to possess a higher spending power than any other.

Better yet? In alignment with Cabrerizo’s point of view, Sava shared that the social media experience could become full-circle, with advisors being rewarded for their effort: happy travellers put emphasis on the key facets of their experience, including how and where the booking was made. Agents can expect to be tagged or even shouted out in social posts; what’s more, by building a genuine rapport with their customers, they may be able to tap into a wealth of user-generated content. This ability to re-share high-quality, authentic photos and videos of their clients’ trips on their own channels is an invaluable mode of marketing, further demonstrating the power of a reciprocal bond forged through a dynamic alliance.

But it’s not only travel behaviours which are evolving under Gen Z – in fact, those born between 1997 and 2015 are also shaping expectations related to employment. Given that by 2035, Gen Z will be the largest generation in the workforce, getting to grips with what makes them tick is going to be fundamental.

It is thought that 100 million jobs are set to be created in travel and tourism in the next 10 years – over the same period, it’s estimated that all industries will be subject to a global talent shortage of 85 million people. So, how can employers stand out in what is likely to be an increasingly competitive market?

Capturing the imagination of this vibrant demographic is going to be vital – and according to Liz Ortiguera (former WTTC), this all begins with branding. ‘Tourism has a branding problem,’ she declared at the MarketHub Asia in Macau. ‘Many outside the industry see travel as purely entry-level, transient, with poor work conditions, and lacking upward mobility. Rather, travel is the ultimate experiential career path of choice, with global opportunities and leadership potential.’

Rebecca Collins, Senior HR Business Partner at HBX Group, concurred. During her keynote ‘Expanding Talent Horizons’ at the MarketHub Europe, Collins emphasised that a stronger employee value proposition is a necessary part of the appeal; in particular, employers should seek to connect this generation’s personal values: ‘Our mission at HBX Group is to transform travel into a force for good, and our employee value proposition links the organisation purpose and talent strategy to the employee experience.’ She continued, ‘We can, and must, leverage our ability to provide policies and benefits that enable employees to combine their passion for travel with their work.’

What actions could today’s travel players take to appeal to the discerning candidates of tomorrow?

Change the narrative around travel: Leverage media and storytelling to connect to a generation in search of fulfilment. Whether appealing to their sense of adventure or their personal values (such as sustainability and equality), businesses should focus on crafting messaging which resonates with their key emotional drivers.
Reinvent workplace culture: Build your employee value proposition (EVP) around better conditions and greater respect. For a demographic as broadly conscientious as this, employers must demonstrate that there is zero tolerance for harassment and disrespect; instead, embracing all walks of life, with policies crafted around the legitimate needs of their workforce – be that improved flexibility (hours, location), improved maternity/paternity leave, or otherwise.
Offer better development opportunities: ‘How is this role going to enrich their lives, both professionally and personally?’ This was the question posed by former HBX Group Senior Vice President of Sales, Pippa Williamson. ‘We need to recognise that everyone is a global citizen – if you are able to fish in a larger ocean [of candidates] and are open to bridging cross-cultural divides, you have the opportunity to bring in some real talent.’ Connecting multi-culturalism to developmental growth, Williamson reflected on the benefits: ‘Multi-cultural teams are far more well-rounded – don't underestimate the enrichment that comes from the different angles and values that come from global teams.’

Expanding on Williamson’s view, Collins shared a piece of advice of her own: ‘Skills are becoming the new currency of work, and we must prioritise adaptability, continuous learning and investment in employee skills. This might be through cross functional project-based work or targeted individualised development plans.’ In closing, she concluded:

‘What is clear is that ours is an industry which can offer a seriously attractive proposition for talent: combining a strong sense of purpose; a hugely diverse, global workforce; a clear appetite to embrace new technologies, leading to exciting and satisfying careers for all.’