Latent Loyalty: The Hidden Asset Hotels Need to Nurture

When I think of the guests who have made the greatest mark on my career, they are rarely those who return every year with Swiss-clock precision. They are, rather, the others. Those who, after their first stay, write to us nostalgically to say how much they miss the hotel. Those who recommend our property to friends as though it were their own secret discovery. Those who share a photo of our breakfast on social media two years after experiencing it. They are the ones who embody what marketing scholars call “latent loyalty”: a strong emotional connection with the hotel, but with few or no repeat visits.

This type of guest fascinates me because they demonstrate that we have done something truly well. It is not enough that we met their expectations. We reached them deeply. We left a lasting impression. But therein lies the paradox: that powerful emotional connection does not translate into repeat stays. Their repeat booking behaviour is low. They may live far away, our rates may be beyond their usual budget, or their travel patterns may not align with our destination. But in their hearts, we are their hotel. And in our industry, how do we measure the value of that?

Latent Loyalty: The Invisible Value That Can Change a Hotel’s Future

What we traditionally seek is consistent repeat business: the guest who returns year after year. It makes sense: steady occupancy, predictable revenue, lower acquisition costs. But latent loyalty operates in another dimension. These guests do not fill rooms frequently, but they fuel our reputation, advocate for our brand and build an aspirational image that attracts new guests.

And this is where many of us make a mistake: we ignore them. We see them as “lost”. They do not return. End of the story. But if we regard them as potential ambassadors, the equation changes completely.

Why is activating this latent loyalty so crucial?

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  Powerful advocates: According to Nielsen, 92% of consumers trust recommendations from friends and family more than any form of advertising. These guests do not simply recommend us; they do so passionately. They are the ones who say, “You have to go,” rather than, “It’s nice.”

• Aspirational effect: On social media and in conversation, they portray the hotel as that special place they will return to someday, creating in other potential guests the sense that we are a desirable destination.

• An unexpected return: Life changes. They may not be able to return today, but in a few years, their circumstances may allow it. If we remain present in their minds, we will be their first choice.

Cultivating and Activating Latent Loyalty

I have learned that the key lies in keeping the relationship alive, even when it does not result in immediate bookings. I would sum it up in these practical actions that we have tried and found effective:

1. Specific Segmentation:
Create a segment in your CRM to identify these guests with a positive attitude but a low repeat-visit frequency. Do not group them together with those who do not return because they were dissatisfied.

• • • • Indicators: Glowing survey feedback, heartfelt reviews, social media interactions after their stay.

2. Personalised, Emotional Communication:
Transactional emails have no place here. Forget standard messages such as “Come back this summer”. Connect with their emotional memory:

• • • • “We know you live far away, but you will always be part of our home.”
      • “No matter when you return, we will welcome you back with open arms.”
      • Personalised messages on key dates: the anniversary of their stay, their birthday.
      • Heartfelt stories: share accounts of other guests who returned after years away.

3. Aspirational Offers, Not Discounts:
These guests are not looking for a lower price. They are looking for reasons to return.

• • • • Create exclusive packages for “Friends of the Hotel”, with one-of-a-kind experiences that give them reasons to plan a special trip.
      • Flexible offers: open-dated future stays.
      • A “Welcome Back” programme with symbolic benefits: a bottle of wine, a guaranteed room with a view, and thoughtful touches that reinforce the idea that they are special.

4. An Emotional Referral Programme:
It is not about giving them a discount for bringing a friend, but rather publicly recognising their role as ambassadors.

• • • • “We know you recommended us, so your next visit will come with something special.”
      • Social media mentions: “Thank you to María, who recommended us to her friends. We hope to see you again soon!”

5. Long-Term Follow-Up:
Latent loyalty is a long game. I have seen guests return after five years simply because we stayed in touch.

• • • • Newsletters focused not on promotion but on emotional connection: hotel news, seasonal changes, recipes from the chef.
      • Physical postcards at key moments (Christmas, summer), evoking the memory: “Do you remember this sea view? It will always be waiting for you.”

I know we are obsessed with measuring. We want to see immediate ROI. But latent loyalty requires us to think in terms of intangible value. The impact of a guest who speaks about us for years is not reflected in the PMS. But it builds brand, prestige and desire.

And in the end, when that latent guest finally returns, they do so with the emotion of someone coming home to the place they have dreamed of. And in that moment, they are not simply returning for an overnight stay. They return to remain in our story forever.

If there is one thing I have learned over the years, it is that patience is the greatest ally in building lasting bonds with guests. Latent loyalty does not blossom overnight. It is like planting a tree that will take years to provide shade. Some guests will need their lives to change before they can return, but if we remain there, present without being overbearing, when that moment comes, we will be their first choice. That is why a long-term vision is essential: nurturing the relationship, even when we do not see immediate results, is an investment in the hotel’s future.

In a world where reputation is measured in reviews and recommendations, our guests’ words have a value that transcends monthly occupancy figures. A heartfelt review, a social media post recalling their stay, or a spontaneous mention in conversation can bring us more guests than we imagine. Sometimes, the best commercial strategy is not about filling rooms today, but about sowing stories that others will want to experience.

We must not fall into the trap of seeing the guest as a transaction. Sales are necessary, but personal connection is what sets us apart. I remember once calling a guest simply to ask how they were doing after a medical procedure they had told me about during their last stay. Not only did they return to the hotel months later; they came with their entire family. That gesture cannot be bought with discounts; it is built through humanity.

Keeping that relationship alive requires presence, but not pressure. It is not about bombarding guests with promotions, but about appearing at the right moments: a postcard at Christmas, an email recalling their stay on the anniversary of their visit, or sharing an image of that corner we know they loved. In this way, we become part of their lives, even when they are far away.

In the end, what we truly sell is not hotel nights. We sell memories, belonging and emotion. Guests with latent loyalty return because we made them feel something they cannot find elsewhere. And that is our greatest strength: being that place they always long to return to, even if only in their dreams. Because sooner or later, those dreams become bookings.