Charlie Illi of Brooks & Brooks recently highlighted a growing disconnect between salon owners and the Gen Z demographic. While often characterised by their digital habits and online-first approach, this generation is actively rejecting relentless consumption in favour of slower, more intentional experiences. For salon owners, this shift proves that technical proficiency and digital booking platforms are merely the baseline requirements.
The core tension lies in the assumption that Gen Z prefers transactional service over personal relationship building. Illi argues that this is fundamentally incorrect. As this cohort matures and commands greater spending power, they seek a deeper level of engagement within the chair. The value for these clients lies in the details often overlooked in high-speed, high-volume service models: the quality of the consultation, genuine interest in their personal milestones, and the bespoke nature of the salon experience.
This demographic, born between 1997 and 2012, grew up navigating the rapid transition from analogue to digital culture. Consequently, they possess a heightened awareness of superficial marketing. In response, many are embracing the so-called “poet core” movement. This reflects a desire for tangible, slower living that stands in stark contrast to the constant scrolling and digital noise that defined their youth.
Translating Insight Into Salon Practice
Business owners must move beyond viewing Gen Z as a monolith of smartphone users. The strategy for retention is rooted in traditional hospitality. A streamlined online booking system gets the client through the door, but it does not ensure their return. True loyalty is built by remembering individual preferences, acknowledging past conversations, and demonstrating a clear understanding of the client’s long-term hair goals.
The demand for “meaningful extras”—such as a professional head massage, a relaxed pace during the appointment, or personalised homecare advice—is not merely about service standards. It is about validating the client’s need for an offline, human connection. If the service is reduced to a screen-based transaction, the salon loses its competitive advantage as a space for genuine human interaction.
Ignoring these changing priorities risks losing a generation that is currently redefining what loyalty means in the service economy. Instead of dismissing these younger clients as socially awkward or addicted to screens, owners should focus on the quality of their face-to-face time. By prioritising the human element, salons can successfully convert digital-savvy individuals into long-term, loyal patrons who value the salon experience as a necessary break from the digital world.
