A Conversation With Hilton CMO Mark Weinstein On Building Brand Platforms, Cultural Relevance + Using Attitudinal Data To Future Proof Audience Understanding

Forbes

2 days ago

With culture moving at the speed of light, identifying trends versus fads has becoming increasingly difficult. Consequently, aligning brands to be at the forefront of culture can be extremely complex, and the need to identify the right platforms and tools to gather the correct consumer intelligence to do so has never been more important. To wit, as brands move away from being campaign driven, to platform led, in order to not only be ahead of trend, but also differentiate within category, organizations need to crisply define who a brand is and what it stands for with clarity. Success here will also involve not only looking at the brand more from a lens of the WHO, but also doing the same for customers with more attitudinal or emotional data to get to the WHY.
Mark Weinstein On Building Brand Platforms, Cultural Relevance + Using Attitudinal Data To Future ... More Proof Audience Understanding
For all these reasons, I wanted to speak to a CMO who has successfully transformed the brand he leads to be at the forefront of both culture as well as audience understanding. Mark Weinstein has been at Hilton for the past fifteen years and is currently CMO. He has worked to continue to take the brand to new heights over and over again by a relentless commitment to never being complacent. Following is a recap of our conversation:
Billee Howard: Hilton has gained a tremendous amount of brand momentum the last few years. Can you talk to me about your post COVID transformation around 'Hiton. For the Stay.' and the thinking behind it?
Mark Weinstein: Hilton is a brand that was built in culture. From hosting the first-ever GRAMMY Awards at The Beverly Hilton in 1959 to our 20 years of partnership with McLaren Racing, Hilton has long been at the center of culture-defining moments. But somewhere along the way, as we focused on operational excellence and growth, we realized our role in culture wasn't as visible as it once was.
During the pandemic, we experienced a unique halt in momentum, which served as a pivotal gift in disguise. We saw 90% of our business disappear; not because the brand was damaged, but because it wasn't safe to travel. This pause allowed us to think about how we wanted to reemerge as a brand and redefine our narrative. Hotel advertising had fallen into a 'sea of sameness.' We were playing into the tropes – showcasing cliché white empty beaches and sunsets – and, in turn, had written ourselves out of the story.
This prompted us to look inward and find what sets Hilton apart from our competitors, and the answer was simple: The Stay. "For the Stay" was born out of the realization that travel had fundamentally changed. People were no longer just looking for a place to sleep; they were seeking meaningful experiences and moments that would stay with them long after their trip ended. We saw an opportunity not just to reposition Hilton, but to redefine how we engage with our guests. That led to the development of our first-ever global marketing platform, 'Hilton. For the Stay.'
Howard: How should brands think about becoming more tribal and culturally relevant today with so many things happening and changing in what feels like real time? You mentioned something critical to your success was finding the attitudinal factors that drive audiences as they can provide a roadmap to understanding a segment not just for now but for life. Can you explain more about what you mean?
Weinstein: Staying relevant in today's fast-moving world requires a balance between responding to the now and anticipating the next. Brands must be agile and deeply attuned to cultural shifts to remain relevant. At Hilton, we achieve this by actively listening to our guests and engaging with them through various channels. We leverage social media listening, customer feedback, and market research to identify emerging trends and understand the cultural nuances that resonate with different demographics. We also take a long-term view by focusing on macro trends that align with our brand values rather than fleeting micro trends. For our go-to-market strategy, we focus on trends that enhance the guest experience and align with our commitment to sustainability, inclusivity, and innovation.
The bigger picture for us is understanding the attitudinal shifts that will define lifelong behaviors. A 20-something prioritizing wellness or experiential travel isn't doing so just to follow a trend; there is an underlying personal value that they are identifying with that could stay with them well into their 50s, 60s and beyond. By identifying these motivations early, we can meet these travelers today with relevant messages while also building a roadmap for the future. If we listen closely, we can determine what products to develop and how to design experiences that evolve with our guests – and where and how to ultimately invest. By staying true to our core values, while adapting to the changing landscape, we can create authentic connections with our guests and drive long-term brand loyalty.
Howard: You've really put a fine point on better understanding Gen Z and done a great job of downageing the brand. That is often a big challenge for marketers. What are some best practices you employ here?
Weinstein: We understand that for many travelers – especially Gen Z – their journey starts on the couch with their loved ones, scrolling on social media and dreaming about their next adventure. Our goal is to understand how they get their information, show up in all the places where they choose to spend their time and inspire them with stay experiences that feel aspirational, yet attainable. Today's young travelers aren't waiting for 'someday.' They've shifted from bucket lists to 'go do it now' lists, prioritizing unique, shareable and culturally immersive experiences. Hilton is tapping into this experience economy by making travel more engaging and rewarding.
A great example is our 20 year partnership with McLaren Racing. Together, we've partnered to provide exclusive experiences and perks for Hilton Honors members and McLaren Racing fans, while offering the McLaren F1 Team a home away from home in Hilton hotels at race locations around the world. In fact, over 4.6 million Hilton Honors Points were redeemed for the McLaren Ultimate package for Las Vegas in 2024, the most Points redeemed for any package in the history of the site. We've done everything we can to help these athletes perform at their best, flipping hotel schedules to match time zones and tailoring stays to fit their fast-paced lifestyles. This commitment to personalized care extends to every Hilton guest.
Howard: There has been a tremendous pivot in how organizations think about brand, moving it away from visual identity and campaign after campaign to a platform that identifies who an organization is with clarity. Talk to me about your thinking here and how you have employed it at Hilton.
Weinstein: 'Hilton. For the Stay' is more than just a tagline and is instead a long-term commitment that puts the stay at the heart of everything we do. It serves as our North star, guiding how we evaluate new opportunities, partnerships and experiences. When my team brings an idea to me, my filter is simple: Does it align with our brand platform? Is it meeting customers where they are and where they are going? Does it feel relevant?
Having this grounding gives us the confidence to take daring, calculated risks while ensuring Hilton stays culturally relevant. It allows us to look at trends differently and adapt in ways that feel authentic. For example, we recently launched 'Hilton Saved My Stay,' a long-form content series inspired by our social engagement strategy that gives back to real travelers when they need it most through our signature hospitality. Created in partnership with TBWA\Chiat Day\NY, global production company 1stAveMachine and the director of our 10-Minute TikTok, David Ebert, the three-part comedic content series is part of our bold and differentiated approach centered around actual stay stories.
Rather than just running ads, we often insert "Hilton as the Hero" by jumping in and saving travelers who share their vacation nightmares online, turning potential customers into Hilton guests. These creators then organically shared their Hilton stay experiences with their audiences, reinforcing that Hilton is there when it matters most. By staying true to who we are while strategically embracing current trends, we are maintaining Hilton's place as a dependable, relevant leader in global hospitality for generations to come.