Hilton’s 2027 report points to demand for flexible, shorter trips

Hilton published its 2027 travel trends report on 29 September 2026, identifying a shift towards flexible breaks, personal development and wellbeing rather than holidays shaped by other people’s expectations. Released from McLean, Virginia, the report draws on research with Morning Consult across 14 countries, including Colombia.

For hotel operators, the findings highlight the importance of staff recommendations, loyalty status, accessible activities and centrally located accommodation. Hilton also cited evidence from its own brands, including solo bookings at Motto by Hilton and increased use of outdoor bathing treatments at Conrad Orlando.

The company grouped its findings into five themes: travelling on personal terms, trust in travel advice, trips that encourage personal growth, changing approaches to wellbeing and shorter, more frequent breaks. It expects these preferences to influence how travellers plan, book and experience trips in 2027.

Personal choice and shorter stays

Among Colombian respondents, 38% reported feeling some pressure to have a perfect trip, while 21% tried to fit in with their group and keep others happy. Hilton said travellers were increasingly choosing arrangements that combined independence with social connections.

In Colombia, 35% had travelled alone to meet friends or relatives at their destination. Separately, Hilton said individual guests accounted for more than half of Motto by Hilton’s worldwide bookings during the previous year.

Globally, 67% of travellers said they enjoyed planning trips that packed several experiences into a limited period, while 63% chose central accommodation with plenty of nearby options. Definitions of a short break varied: 36% of Colombian travellers described it as less than 3-4 days, compared with less than 2 days for 86% in Japan and 49% in Brazil.

Staff advice and loyalty retain influence

Despite the role of artificial intelligence in travel planning, Hilton’s research found that 70% of travellers trusted hotel staff as a planning resource. The company presented human expertise as an important counterpart to digital tools.

Loyalty membership also influenced trust and access to experiences. Among Colombian travellers, 58% were more likely to trust recommendations from someone with loyalty status, while 67% of Colombian loyalty programme members said their status had opened up experiences otherwise unavailable to them.

Hilton said members worldwide had reached elite status faster since changes to Hilton Honors in January 2026, reporting double-digit growth compared with the previous year. The changes were intended to make status easier to attain and more rewarding.

Cultural activities and wellbeing demand

The report found that 42% of travellers globally had discovered new interests or passions through travel. Generation Z travellers were almost twice as likely as Baby Boomers to return with a new hobby or interest to pursue.

Hilton linked that demand to cultural activities at its properties. At Grand Wailea, A Waldorf Astoria Resort, the Kilohana Cultural Resource Center offers ukulele lessons, cultural tours and craft classes focused on Hawaiian history, traditions and skills.

Among Colombian travellers, 73% actively sought experiences intended to calm the body and reset the nervous system, while 81% said travel helped them recharge mentally and physically in ways not readily available at home. Hilton also reported a 60% year-on-year increase in outdoor bathing treatments at Conrad Orlando, whose outdoor water garden offers a hydrothermal experience shaped around Florida’s natural setting.

Research scope and Hilton’s response

Morning Consult conducted the survey between 18 May and 1 June 2026 among adults planning to travel within the following 12 months. The reported margin of error was approximately 1% overall and averaged approximately 3% for individual markets.

Hilton president and chief executive Chris Nassetta said guests were increasingly seeking trips suited to their own lives, with benefits that continued after returning home. He said Hilton’s combination of physical spaces, human service and digital products would support its response to changing expectations, with trust and loyalty central to that approach.