Hoteliers could gain an additional US$1 million through effective retail of six most popular attributes**
Sustainability-minded travelers willing to pay near 12% premium for the right sustainability credentials
New insights from transformative technology provider, Amadeus, have revealed modern travel is increasingly being used as a mental health reset, not just as a leisure activity. New research project, Travel Dreams 2026: From data to delight ,finds many travelers are this year prioritizing having a ‘refreshed brain’ alongside ‘finding a new version of themselves’ and ‘greater confidence and independence’.
Some 41% of the 6,000 travelers surveyed aspire to return from a trip with a calmer nervous system, while a third of them describe an ideal destination as one where they are inspired to digitally detox because the world around them is more interesting.
“Travel Dreams 2026 has clear implications for the hospitality sector. Mental wellbeing is no longer a spa‑only concept. It’s embedded in operational details such as giving travelers back time, quiet, and comfort, as well as emotional safety. Hotels that design experiences to reduce cognitive load, rather than adding stimulation, are better aligned with how travelers now use travel as a form of self‑regulation and recovery.”
Francisco Pérez-Lozao Rüter President, Hospitality, Amadeus
Personalized attributes can unlock US$1 million** per year, per hotel – without adding a single room
The focus on mental health is further reflected in Travel Dreams 2026 research, which shows guests are willing to pay a premium for features that reduce friction, add comfort, and give them a sense of control. The top six revenue generating attributes identified were (in order of traveler preference):
- Early check-in / late check-out
- Room view / floor selection
- Personalized welcome amenities
- Sleep optimization packages
- Enhanced oxygen and air quality in rooms
- Local experience kits / curated guides
Some 74% of travelers say they want their trips to be personalized, and the results suggest that if modern retailing opportunities like room attributes are pitched strategically, they can deliver significant returns. A 150-room, mid-scale hotel could generate an additional US$1million in incremental annual revenue by monetizing these popular attributes.**
AI critical to reducing friction - but must not replace the human touch
AI implementation is accelerating – with only one hotelier out of 500 questioned not planning to invest in this area in 2026. Per hotel, the average spend being earmarked for AI in 2026 is $320,000, rising to $400,000 in the United States. Hoteliers say this spend will focus on revenue intelligence, forecasting, automation, and chatbots.
Getting generative engine optimization (GEO) and search engine optimization (SEO) right is the top reported demand-generation priority for hoteliers in 2026. With 69% of travelers reportedly relying solely on AI search summaries, visibility within generative search is now essential to reaching target audiences.x
Francisco Pérez-Lozao Rüter adds: “With AI adoption becoming virtually universal among hoteliers around the world and generative search reshaping how travelers discover and choose brands, 2026 will be the year the industry turns digital ambition into decisive, competitive action.”
However, Travel Dreams 2026 research makes one thing clear: travelers still value the human touch – they want people to welcome them, help them, and look after them. These results suggest that AI may be best working quietly in the background: adapting rooms to their preferences, minimizing waiting and uncertainty, and helping staff respond faster, so the entire stay feels effortless.
Sustainability shown as key differentiator - and could drive room premiums of nearly 12%
Sustainability has shifted from a ‘nice to have’ to a core expectation, with three quarters of travelers saying sustainability credentials influence their hotel choice. Among travelers who value sustainability, many are also willing to pay a price premium, averaging 11.7% more for a night at a hotel with stronger environmental practices.
All the hoteliers researched in Travel Dreams 2026 said they are actively planning to spend on sustainability initiatives in 2026 with an average spend of around 7% of total business expenditure. Over a third of hoteliers (35%) also stated that sustainability was a key factor in how they differentiate a property.
Francisco Pérez-Lozao Rüter comments, “AI and sustainability are reshaping travel: both must enhance the human experience rather than replace it. AI should work behind the scenes and aim to reduce friction, anticipate needs, and let staff focus on welcoming and caring for guests, while strong environmental credentials build trust, influence choices, and can even justify premium pricing. Together, they define the hotels that travelers increasingly seek.”
Download the full Travel Dreams 2026: From data to delight report here.
Methodology
This report contains forward-looking statements based on survey data. All figures reflect survey responses and indicative trends only. Actual results may differ.
Amadeus commissioned strategic insight agency Opinium Research to question 6,000 leisure and business travelers from Australia, China, Germany, India, the UnitedKingdomand United Statesduring the fourth quarter of 2025.
A total of500 hoteliers- holding the position ofGeneral Manager and above-from Australia (50), France (50), India (50), Mexico (50), South Africa (50), Thailand (50), UAE (50), UK (50), andtheUSA (100)were also questioned by Opinium, alongside select destination management companies from Asia, Europe and the Americas.
**Indicative Annual Revenue Potential from Attribute‑Based Merchandising
Based on Survey Responses and Illustrative Pricing Assumptions
To demonstrate how traveler willingness‑to‑pay could translate into meaningful ancillary revenue for hotels, we modeled an example a mid‑market property using conservative, illustrative pricing for the six most in‑demand room attributes identified by our representative survey data. This analysis applies survey‑reported uptake levels – defined as the percentage of surveyed travelers willing to pay more than 11% above their room rate for a given add‑on – to a representative hotel profile.
Assumptions:
- 150-room mid-scale hotel
- 70% annual occupancy
- Traveler uptake reflects the percentage of surveyed travelers willing to pay >11% above room rate
- Formula: Annual revenue = 38,000 × (% willing to pay >11%) × sample attribute price
- This illustrative model also assumes guests may purchase more than one attribute during a stay; actual performance will vary based on merchandising rules and operational constraints.
Tier 1 Attributes: Quick‑to‑Implement, High‑Appeal Options
Sample Price (US$)* % Travelers Willing to Pay >11% Indicative Annual Revenue (US$)Attribute Early check‑in / late check‑out 30 33% 376,200 View or floor selection 25 37% 351,500 Personalized welcome amenities 25 28% 266,000 Tier 1 Subtotal 993,700
The survey results also reveal a second tier of strategic upsells with similarly significant revenue potential that hoteliers could consider. Each would achieve greater potential if targeting is supported by strong customer insight.
Tier 2 Attributes: Experience‑Led, High‑Value Enhancements
Sample Price (US$)* % Travelers Willing to Pay >11% Indicative Annual Revenue (US$)Attribute Sleep optimization package: including premium bedding, white noise devices and aromatherapy 30 30% 342,000 Enhanced air quality / oxygen options: featuring oxygen enrichment and air purification 40 31% 471,200 Local experience kits / guides: including neighborhood guides and artisan souvenirs 20 32% 243,200 Tier 2 Subtotal 1,056,400
Estimated Total Annual Potential Across All Six Attributes
≈ In excess of $1,000,000
*Sample attribute pricing is illustrative and based on publicly available hotel upsell menus, OTA add‑on pricing, and external online research. Prices may vary by market, season, and hotel strategy. These figures are not derived from Amadeus internal commercial data and are used solely for modeling purposes. Results are indicative estimates only; actual outcomes will vary depending on property characteristics, pricing strategy, guest mix, and operational conditions.
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