Premium leisure travelers do not all respond in the same way to the same offers, and this is the key message of a new study by L.E.K. Consulting. The study, based on a sample of 1,800 U.S. premium leisure travelers, shows that travel brands risk losing spending when they rely on broad demographic and income-based approaches.
According to the study, the premium market is not homogeneous. Instead, it is divided into five distinct segments, with different motivations, priorities and expectations from airlines and hotels.
Five different profiles of premium travelers
L.E.K. Consulting describes the following groups:
- Affluent Comfort-Seekers: older couples with high incomes, with 47% spending more than $10,000 a year on personal travel. They seek upgrades that reduce stress, such as lie-flat seats, quiet hotels and early check-in.
- Effortless Empty-Nesters: older couples without children at home, who prioritize certainty rather than prestige. They want transparent pricing, attentive service and experiences that deliver what has been promised. Most book by phone or through a travel agent, while only 33% have used AI for trip planning.
- Aspirational Young Families: young family households with a strong desire for status and a strong preference for loyalty programs. Some 64% consider benefits such as airline or hotel program points very important. At the same time, they are among the least likely to repeatedly choose the same brand.
- Strategic Splurgers: younger, middle-income travelers who cut back on transportation costs so they can spend more at the destination. They prioritize a seamless booking process and a clear value proposition, while they are among the quickest to abandon a brand after a poor experience.
- Independent Explorers: young solo travelers with a lower budget and the highest level of digital engagement. They seek authentic and distinctive experiences and build relationships with luxury brands before reaching their peak earning years.
What the data shows about brands
The study also measured the likelihood that participants would recommend airline and hotel brands, using Net Promoter Scores (NPS) as an indicator of alignment with travelers’ values.
Delta and Marriott achieved the strongest overall appeal, while The Ritz-Carlton and Four Seasons showed particularly high acceptance among specific segments. JetBlue performed strongly among younger, more value-conscious travelers, through transparent pricing and its positioning as a premium option in the everyday experience.
A common denominator across all groups is that premium products are often not considered sufficiently worthwhile for their price. The study does not show rejection of premium pricing, but rather a demand for a noticeable improvement in quality, service, convenience or access.
What L.E.K. Consulting recommends
Based on the findings, L.E.K. Consulting recommends that travel brands define what premium means for their own customer, invest in the experiences that customer values most, and decide which segments they do not want to target.
The study also emphasizes that customer advocacy can serve as a strategic indicator, while companies need to prepare for the next generation of premium travelers, as younger travelers are more likely to use AI-assisted planning tools, aspiring premium customers are building relationships with luxury brands early on, and families continue to closely evaluate loyalty programs.
For hotels, airlines and booking platforms, the conclusion is clear: premium demand exists, but it cannot be won with a single message for everyone. Those that manage to connect their product with the right motivation are more likely to capture a larger share of spending and stronger customer support and positive recommendations.
