In a recent interview with The Observer about London’s luxury hotel boom, I was asked if even London could sustain thirteen new luxury properties by 2025.

The question resonated because it points to a growing challenge: as Mandarin Oriental Mayfair, The Peninsula London, Raffles at The OWO, and the upcoming Chancery Rosewood join established icons like Claridge’s, The Connaught, and The Langham, how will these properties differentiate themselves? The Savoy’s recently reported losses and declining room rates may be an early warning sign of market saturation.

This competitive landscape raises a crucial question for hotels: how will they capture the loyalty of the next generation of discerning travellers—the ‘Next Gen Luxurians’ like myself—who approach luxury with fundamentally different expectations?

Pinpointing what differentiates London’s top luxury hotels has traditionally centred on their ‘hardware’—the tangible elements of luxury. The established playbook is familiar: dramatic architecture that makes a statement, interiors by celebrated designers, restaurants helmed by celebrity chefs and rooms furnished with ever-increasing thread counts and artisanal amenities. Yet these elements, while essential, have become table stakes in today’s luxury market. When every five-star property offers bespoke cashmere blankets and marble bathrooms, these features no longer meaningfully distinguish one hotel from another.

Moreover, this focus on physical luxury creates a zero-sum game. When one hotel innovates with a new amenity or service, competitors quickly match it. The result is an arms race of superficial improvements that do little to create lasting guest loyalty.

For my generation of discerning travellers, while these traditional markers of luxury are appreciated, they do not drive our choices or earn our loyalty. We seek something deeper, more meaningful, and ultimately more difficult to replicate: genuine human connection and personal recognition.

This shift in priorities manifests in three key areas:

First, we crave personal attention that goes beyond robotic service standards. A recent experience at The Northall in Corinthia London perfectly illustrated this distinction. While waiting alone for company, I was approached by Boyan, a server whose genuine interest in engaging with me transformed what could have been an awkward moment into a meaningful interaction. He noticed I was younger than the typical clientele and took genuine interest in my story, asking thoughtful questions about my studies and career aspirations. This kind of authentic, personalised attention—where staff are empowered to be themselves while remaining professional—resonates deeply with Generation Z.

This brief interaction exemplifies what luxury means to my generation: personal attention through genuine interest in our stories, a sense of belonging through efforts to make us feel welcome regardless of age or background, and transformative moments that turn ordinary situations into meaningful connections.

Second, we seek genuine belonging. Despite being the most digitally connected generation—or perhaps because of it—we often feel isolated in the physical world. Luxury hotels have a unique opportunity to become spaces where real-world connections flourish. This means moving beyond the traditional hotel-guest relationship to foster genuine community among guests and staff alike.

Third, we look for opportunities for personal transformation. While our parents’ generation might have been satisfied with impeccable service and luxurious surroundings, we seek experiences that contribute to our personal growth and understanding of the world. The most compelling luxury experiences leave us changed, whether through new connections, insights, or perspectives.

Hotels that understand and cater to these deeper needs—personal recognition, community belonging, and transformative experiences—will stand out in London’s increasingly crowded luxury market. The challenge is no longer just about providing perfect service or the finest amenities; it’s about creating an environment where meaningful human connections can flourish.

We often hear that Gen Z values experiences over material goods.

While this is broadly true, the most affluent among us have been consistently exposed to traditional luxury experiences from a young age. Through our Gen X parents, we’ve already experienced fine dining, first-class lounges, and exotic destinations. These conventional luxury experiences, while pleasant, no longer provide the same ‘wow factor.’

However, what remains consistently compelling are the moments that foster genuine connection and community. While we may be satiated with traditional luxury offerings, we actively seek spaces and experiences that facilitate authentic human interaction and personal growth.

For luxury hotels, adapting to these changing expectations isn’t just about staying relevant—it’s about survival in an increasingly competitive market.

Success requires practical steps:

• Training staff to engage authentically with guests while respecting boundaries
• Creating spaces and moments that facilitate guest-to-guest interaction
• Developing programming that builds community among regular guests
• Offering experiences that contribute to personal growth rather than just entertainment

The future of luxury hospitality lies in creating spaces where guests feel genuinely seen and engaged, where each stay contributes to personal growth, and where authentic connections form the foundation of a meaningful community. Hotels that deliver this deeper level of experience will not just capture attention—they’ll create lasting loyalty in London’s evolving luxury landscape.