Guest Expectations: What More Do They Want?
- Kenneth Heymann
- Apr 26
- 7 min read
In Dickens' famous novel, Great Expectations, Pip – the protagonist – is surprised at the end to find that his benefactor was never who he expected it to be and that this expectation, like others, went unfulfilled.
I think a lot of hoteliers feel that their guests are like Pip. They have great expectations and are surprised and disappointed when they are unfulfilled. The challenge for hoteliers then is to understand those expectations and, as much as possible, meet and (as so many organizations like to say) exceed them. And while we believe we understand guest expectations, we frequently find that we're wrong or, in some cases, a bit behind the times.
Forty years ago, a guest expected a clean room, soap, shampoo, and perhaps a conditioner and some lotion. Today, those amenities represent the bare minimum in the first class market and are generally expected in select service properties such as Hampton Inns, Fairfield Inns, etc. Today's hotel guests are more informed, more connected, and more demanding than ever. Rising guest expectations have reshaped service standards, operational strategies, and competitive positioning across the industry.
One of the primary drivers of rising expectations is the access to information on the internet. OTA's and review platforms allow guests to compare prices. More importantly, they allow people to read reviews and form a preliminary assessment of a hotel before they even arrive, or book a room, for that matter. Guests arrive with confirmed expectations. If the first impression doesn't meet their expectations, dissatisfaction may occur immediately.
But while expectations have increased, the most recent JD Power survey from 2025 indicates that guest satisfaction has improved.
"According to the JD Power 2025 North America Hotel Guest Satisfaction Index (NAGSI) Study,SM released today, key drivers of that improved perception of value are higher satisfaction with guest rooms, including condition, cleanliness and room amenities such as in-room smart TVs."
Essentially, there are five major factors that influence guest satisfaction:
1. Service Quality
This addresses concerns about responsiveness, friendliness, problem resolution and, when possible (though more of a focus in the first class and luxury segments) personalization. As we all know, hospitality is unique in that it is an industry whose core mission is to provide people with a pleasant experience. Certainly, people anticipate positive experiences when they buy a car, or a new outfit of clothes. But those experiences depend heavily on the quality of a physical product. While the physical plant and FF&E have a significant impact on satisfaction, the human interactions that are a core part of the hospitality industry are among the key factors which drive the perception of service quality.
One particularly important aspect of service quality is service recovery. How well does the organization respond to a guest problem? Much research has indicated that a guest who experiences a rapid and effective resolution to a problem is even more satisfied than a guest who has experienced no problems. While this may seem counter-intuitive, it speaks to the importance of responsiveness and the effectiveness of human interaction.
2. Cleanliness
First and foremost comes room cleanliness. Even though the great majority of hotels differentiate between cleaning a stayover room and cleaning a check-out room, guests still expect that the bathroom will be cleaned thoroughly, the bed made and the floors cleaned. Public space and restaurants should be equally well maintained. Perhaps, most importantly, public restrooms should be spot-checked regularly and receive a thorough clean on a daily basis. And while guests rarely see the back of the house, all successful hoteliers know that the back of the house is a reflection of the front. If your employees are allowed to work in messy and disorganized spaces, they are less likely to have the needed attention to detail in front of the house areas.
3. Room Comfort and Amenities
Includes Bed quality (mattress, pillows); noise levels / soundproofing; temperature control (and ease of use); lighting; room size and layout. Hotels need to think about ensuring that their rooms meet a variety of needs. Most hotels have made significant investments in ensuring that guests can access outlets, and USB and USB-C ports to charge their phones, tablets and computers. Yet I still find myself staying in hotels with poor desk space, or a desk chair that is too low, or an armchair facing the same direction as the TV (thus requiring that I sit on the bed if I want to use the TV or stream through it). Internet connectivity has now also become an essential component of room comfort. Guests want to easily connect to high speed, dependable networks with no additional fees as internet access is, for most guests, a basic need like towels and soap.
While design and aesthetics are essential to room appeal, so are the pragmatic aspects of how guests use their rooms and what they need when they have to spend some time in their rooms. I often wonder why resort hotels which cater to couples and families invariably have only one armchair in a room that is literally designed for two and may even have a dual vanity.
4. Value for Money
While this is the most subjective factor, the major issue impacting value is transparency. Guests want to be aware of all fees in advance of arrival. OTA's and review platforms such as Booking.com and Tripadvisor make it easy for guests to compare prices, read reviews, and evaluate hotels before booking. In turn, they arrive with clear expectations that have been influenced by the photos, ratings, and comment on Trip Advisor and other sites. If reality does not match these expectations, dissatisfaction is more likely to occur.
5. Food and Beverage
The factors that impact Guest satisfaction are:
Breakfast Quality - Whether a select service property with a free breakfast or a full – service hotel, more hotel guests use hotel facilities for breakfast than any other meal period. In fact, according to the 2025 JD Power North America Hotel Guest Satisfaction Study, 78% of guests who consume hotel food and beverage during their stay eat breakfast at the hotel.
Restaurant Variety - While hotel guests are likely to eat breakfast on property, the decision to eat another meal in a hotel restaurant depends on the breakfast experience and the quality of service delivered. Most guests will consider another meal in the hotel if their first meal provided a positive experience and will not eat another meal if this was not achieved.
Dietary Accommodations – are becoming an ever greater concern. While most restaurants ask guests if they have any allergies, more and more customers are looking for vegetarian options and for other options that accommodate gluten intolerances and low carb diets (Keto options). As wellness concerns become more wide-spread it will become more continually important to offer these accommodations. And I generally find that boutique properties which actively cater to a younger cohort are more effective ion this area.
Location – While this is one of the oldest truisms, location still influences a guest's perception. In large cities hotels frequently take advantage of proximity to a desirable location by adding it to their name. For example, hotels within several streets of Times Square will add Times Square to their name to suggest easy access even when it's a 10 – 15 minute walk. When guests find out that they are farther than desirable from their ideal destination they are usually disappointed. The same challenge exists for resort hotels which advertise proximity to a beach or a golf course or other destinations but prove to be farther than anticipated.
As brands and options have proliferated, organizations have to both determine what their unique proposition is while ensuring that they have a distinctive offering. This is further problematic in an environment where major brands such as Hilton and Marriott depend on their loyalty programs to drive business which results in Marriott brands competing with Marriott brands, and Hilton brands competing with Hilton brands. For example, a Bonvoy program member looking to travel to Denver will look at the various Marriott properties on the site (Fairfield, Courtyard, Marriott, etc.) and make a decision based on price and, if they've been to the hotel before, how well they have met the guest's expectations in the past.
Establishing a reputation is of even greater importance for a boutique hotel which, though it may be part of a soft brand (Autograph, Curio, etc.), must consistently meet guest expectations and get positive feedback in order to maintain market share. And whether the property focuses on F&B experiences, spa services, luxurious rooms or other signature services, the property's ability to meet high level guest expectations will determine its long term viability.
Another factor contributing to rising expectations while creating more opportunities to win customers is personalization. At the high end of the market, guests expect tailored experiences that reflect their preferences and lifestyles. Just as grocery stores now know your buying habits and can send coupons and promotions that meet your shopping habits, loyalty programs and data analytics enable hotels to track guest history, preferred room types, dining choices, and special requests. Luxury brands have always emphasized personalized service, but personalization is now available across the various market segments. Even mid-scale properties can recognize returning guests and anticipate their needs based on data that is increasingly available as organizations learn to harness the power of AI. Generic, standardized service may have its place, but it is less and less sufficient to impress modern travelers.
Hoteliers, must always be aware that their guests like Pip, have great expectations. Those expectations address technology, personalization, hygiene, experiences, sustainability awareness, and cost transparency. Hotels must continuously define their targeted market and innovate and adapt to remain competitive that market. The organizations that anticipate and meet and exceed those expectations will build loyalty and strong reputations. And those that don't respond will be left behind in an increasingly demanding marketplace.
Originally Published in Hotel Business Review - Hotel Executive
