Building guest loyalty through inclusive marketing
By Amy King
A recent Expedia study found that 70 percent of underserved travelers are more likely to plan trips when they see themselves portrayed in travel promotions. But only 15 percent of underserved travelers feel that they are authentically represented.
When these travelers feel seen, they are more likely to prioritize brands that promote their unique identities. One of the first touchpoints for hotels to reach underserved travelers is through their marketing – the same Expedia study found that 76 percent of these guests value seeing themselves reflected in ads and promotions.
To attract underserved guests, hoteliers must embrace inclusive marketing, an approach that intentionally represents people of various backgrounds, identities, and abilities. Instead of targeting a general population, inclusive marketing is welcoming to different segments of people. These segments include racial and ethnic groups; neurodiverse populations; people with disabilities; those with dietary restrictions; single travelers; families; seniors; multigenerational groups; gender groups; people with varying body shapes and sizes; socioeconomic groups; and religious or faith-based communities.
Inclusive marketing isn’t distinct from a hotel’s marketing plan – it’s woven in. It utilizes the same basic marketing strategies: Customer acquisition, customer success, and customer retention. The difference is how brands fuse an inclusive mindset into what they are doing.
One thing that inclusive marketing is not is DEI – diversity, equity, and inclusion. DEI is a broader, organizational framework that guides a company. Rather, inclusive marketing is an outward-facing approach that engages underrepresented communities.
“Inclusive marketing is not political, it is smart business,” said Sonia Thompson, an inclusive marketing strategist and consultant. “It’s about bringing more people to your businesses and keeping them loyal. It’s not an option but a requirement if you want to grow and bring in a new customer base. Customers have evolved, and brands need to as well.”
Marketing Made to Last, Not Launch
Unlike trends that drive marketing campaigns, inclusive marketing is a sustained strategy requiring long-term commitment. True authenticity is an ongoing effort that evolves with society. According to Thompson, it was born from a larger shift within the consumer perspective that extended into hospitality.
“Consumers are becoming more vocal about their identities and expectations for brands,” said Thompson. “When investing money on higher ticket purchases like hotels, they want to feel seen, safe, and welcomed. They don’t want to make the wrong decision. In the past, people felt they had to accept what was offered and keep their identity quiet. That’s not the case anymore.”
Ensuring guests feel like they belong is at the core of hospitality. When segments of potential travelers are overlooked because marketing campaigns target stereotypical or majority populations, they end up feeling excluded and unwelcomed.
“The one-size-fits-all approach leaves out a lot of travelers,” said Cassady Quintana, brand ambassador at Travel Media Group. “Travelers are more diverse than ever, and they expect to see themselves represented in the brands they choose. Inclusive marketing is a key part of building trust.”
Guests are more likely to believe and trust a brand’s promise of hospitality when they can see themselves in it. This sense of belonging leads to repeat bookings, positive word of mouth, and longterm brand loyalty.
“If a traveler knows that a hotel understands their needs and values their identity, they’re far more likely to return and recommend it to others,” said Quintana. “Inclusivity is not just about doing the right thing. It’s also about building long-term guest relationships, gaining repeat business, and turning your guests into brand advocates.”
Craig Carbonniere, assistant vice president of sales and hospitality for Milestone Inc., emphasizes the importance of hotels embracing the needs of guests.
“Every guest is seeking a place to belong,” said Carbonniere. “Guests are loyal to places where they’ve been given an excellent experience. These are places where they feel comfortable and welcome. I know I’m fiercely loyal to places that embrace me and my needs.”
Allow Authenticity to Shine
The lens through which consumers view brands is increasingly influenced by social media, which is linked to a shift in guests becoming more vocal about their expectations. Hoteliers can earn the trust of their guests by using authentic imagery and stories in their social media campaigns where people recognize themselves.
“Create imagery that matches the people you want to come or who already come,” said Thompson. “Visually, you want to represent those types of people of color, age ranges, faiths, and body sizes. Once you make that choice, then the decisions will come easier. Otherwise, the message can feel diluted.”
As Quintana said, marketing with diverse imagery fosters trust, so guests are more likely to return and recommend the hotel. This approach can broaden a hotel’s customer base because of the reach that social media has globally.
“Social media and digital platforms have given guests the power to hold brands accountable,” said Quintana. “We live in an era of cancel culture. If you don’t meet expectations, then you are setting yourself up to be called out. Inclusive marketing is a key part of building trust and showing that you value all your guests equally.”
Social media also allows hoteliers to pull back the curtain and show more of what makes their space the perfect fit for segments of people.
“The way we market hotels has changed because of social media,” said Amy Draheim, president of ABD Creative. “It used to be a website with stark photos. Now we need new images and videos for reels. A hotel lobby – as beautiful as it might be – is not good for social media. We need to bring people in and put them in our spaces. Not gorgeous models, because that is not real life. Let’s showcase other people telling our stories instead of offering up a polished, unrelatable vision. Social media gives everyone a voice.”
To take it a step further, hoteliers can partner with content creators and use guest stories to expand representation beyond traditional stock photos.
“Start inviting people from the communities you want to attract,” said Thompson. “Host an influencer trip and have them create the content. Let the community tell the story for you of your hotel. Underrepresented people want to see people like themselves. They trust content when it is done by people who look like them.”
Inclusive marketing goes beyond digital imagery, however. It encompasses the entire guest journey. Accessibility guidelines ensure that digital content can be read or consumed in a variety of ways, and physical accommodations can help user mobility.
“It is more than just diverse visuals,” said Quintana. “Inclusive marketing means thinking about language, accessibility in your captions and videos, the stories you tell, and even how easy it is for someone to navigate your booking process. At the end of the day, it’s about making every guest feel acknowledged and respected.”
Websites and booking engines should be screen-reader compatible, images should have alt text, color contrast should be easy to read, and forms should be simple to navigate. These small steps ensure compliance with accessibility standards while simultaneously creating a better user experience.
Appearance Without Substance
There is a line between inclusive marketing and superficial representation. Tokenism is when brands conduct a symbolic or superficial effort to include people from underserved communities without supporting inclusion in practice.
“Tokenism happens when diversity is treated like a checklist,” said Quintana. “To avoid that, hoteliers need to build inclusivity into their values, not just their campaigns. They should seek feedback from employees, guests, and local community groups. If you claim that your hotel is committed to accessibility, sustainability, or cultural awareness, then show how you live those values, not just how you advertise them.”
Brands get themselves into trouble when their goal is to check a box at the end of a process. Instead of being performative, hoteliers should lean into their relationships with guests.
“I like for hoteliers to think about their guests as their friends,” said Thompson. “Relationships with your friends are authentic and natural. You think about what’s going to make them mad, sad, or upset.”
Hoteliers’ should present what is true about their brand – not what they wish is true. To achieve this, participate in communities and have conversations with them that feel authentic to the hotel.
“Don’t use terminology or slang that isn’t in the brand’s voice,” said Thompson. “Look at what is authentic to the brand and its relationship with the community. Start inviting people from different communities to host events at your hotel. It’s not tokenism if you’re creating relationships.”
The Independent Advantage
Independent hotels are uniquely positioned when it comes to inclusive marketing. Since they are not restricted to brand standards or approvals, they can pivot faster and adapt to reflect their diverse guests and local trends. Hoteliers can be more authentic and community-focused in their marketing.
“It’s a great opportunity for independent hotels because they control their entire message,” said Carbonniere. “They do their own webpages, advertising campaigns, and social media, so they can update them very quickly.”
When hoteliers are intentional with their inclusive marketing, it shows their guests that they understand their perspectives, welcome their presence, and provide a space where they truly belong.
“I feel positive about the conversations I have with independent hotels,” said Draheim. “We have a lot of room to create and tell stories. There’s a big appetite for it.”
Design for the Niche and Win the Masses
Inclusive marketing starts with listening and observing. First, hoteliers should look at their current guests to ensure their marketing strategies reflect reality. From there, they can define what other identities they want to reach. When hoteliers look beyond the general population, they create lasting relationships with not only underserved guests but also their friends and families.
“Target the lowest common denominator,” said Thompson. “Design for the smallest group possible, because if it works for them, then it works for everyone with them. Consider that one person’s needs can impact the decisions of an entire travel group.
“When organizations think about the general market, they forget that the general market has people in their group that fall outside of it. The travel group will typically default to the person who can’t go everywhere.”
Image: DeDraw Studio/stock.adobe.com
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