From Mercenaries to Fans: Understanding the Six Types of Hospitality Customers

Below is an excerpt from Stand Out Hospitality: How To Have a Business You Love – That Loves You Back by hospitality expert Cassie Davison. which offers independent hospitality business owners a practical roadmap for rediscovering clarity, confidence, and purpose.

When I used to train my teams, I needed a tool to emphasise an important point that is often missed: not all customers are equal. Customers behave and feel differently. If we want to have an impact, we need to recognise who they are and our individual objectives for each one.

So, I created the Kith & Kin Customer Loyalty Map inspired by classic customer loyalty models but reimagined through the lens of independent hospitality. I’ve used it to train every team I’ve worked with. It has stuck because it helps explain, in simple terms, how customers behave, and how we often end up focusing on the wrong ones.

The model maps customers based on two factors: their level of satisfaction and their loyalty. The results aren’t always what you would expect.

The Mercenaries

First, let’s start with the Mercenaries. These customers are highly satisfied, but they have no loyalty. They shop around for deals, bring a voucher, or choose you because you were the cheapest or most convenient option that day. You might deliver an amazing experience, and they might even leave a glowing five-star review, but they won’t be back.

This is exactly why discounting rarely works to attract new customers – you’re not building a relationship. 

You’re attracting people who aren’t loyal anywhere. They’re driven by price, novelty, and convenience. Some may not feel the need to belong anywhere in particular. You might convert a few into loyal customers, but as you’ll see, there are better types of customers to focus your time and energy on.

The Hostages

Next, let’s talk about the Hostages. It might sound ridiculous in a hospitality context, but it’s a real category in other industries. These are customers who are unhappy, yet they continue to come back because they feel stuck, rather than out of loyalty. Maybe they’re tied into a contract, or the alternatives are worse. Think broadband providers, energy companies, banks… classic hostage territory.

You know the feeling – endless on-hold music and jumping through hoops to speak to a real person. The reason they get away with it? You’re not going anywhere. You’re a hostage. They can afford to care less, because leaving is hard. In independent hospitality, that doesn’t exist. Our customers can walk out and never return – and they often do. So, while this concept is useful to understand, it’s not one we can rely on. We can’t trap customers. We have to attract them and keep them.

The Ghosts

Then, we have the Ghosts. These are the customers who quietly drift away. Something doesn’t land or feels off, but they don’t complain; they just don’t come back. Maybe they smiled as they left. Maybe they assured you everything was fine when you checked in with them. But the truth is, they weren’t happy. They didn’t feel seen. They didn’t feel it mattered.

That’s why your team needs to be brave. They need to be trained to spot discomfort and take action. When they do – when they catch it in the moment – those almost-lost customers can become some of your most loyal. It’s not about perfection; it’s about care.

The Disrupters

Then, there are the Disrupters. You’ve met them. They are the customers who want you to know they’re not happy. They call for a manager. They complain loudly. They blast you in a review. They might even take to social media. Their goal? To make noise. To be right. Sometimes, to do damage.

Occasionally, their complaint is justified. Mistakes happen. When they do, it’s our job to take responsibility, listen with care, and put things right. That can be powerful. If handled well, a Disrupter can be transformed into one of your most loyal customers. They want to feel seen, heard, and important. Sometimes they need their ego massaged and their frustration acknowledged. Fair enough, give it a go.

At other times, they’re just mean. They’re not looking for resolution; they’re looking for control. In those cases, you have permission to let them go. Don’t lose sleep over it. Don’t waste hours crafting the perfect reply. If they’re not part of your tribe, that’s OK.

Remember: if they treat you and your team that way, they probably treat others the same. Most of your other customers will recognise this too. People can spot bad behaviour for what it is. What matters is recognising the difference and responding with the clarity and confidence that come from knowing who you are and who you’re here for.

Loyal Customers

Now, let’s talk about your happy customers – your Loyal Customers. They are the people who really like you. They’re satisfied, they keep coming back, and they bring a lovely sense of ease. They know you, and you probably know them. They’re reliable, low-drama, and steady. Every hospitality business has them, and they’re a joy to serve.

But here’s the risk: if you’re stuck in a transactional mindset, these customers can be overlooked. They’re not demanding or shouting. They’re showing up, and they’re the foundation of your business. Don’t take them for granted.

The Fans

Finally, there are the Fans. These are the customers who love you. They don’t just enjoy your business, they believe in it. They feel emotionally connected. They align with your values, even if you’ve never spelled them out. They forgive the odd mistake. They give generous, thoughtful feedback. They spend well. They bring their friends. They advocate for you without needing to be asked. They’re part of your tribe, and they help spread the word.

If you’re building a business rooted in purpose, connection, and belonging, these are your people. They’re the dream. When you have Fans, everything is easier. They become part of your story. They do your marketing for you. Even better, they attract more people like them.

That’s the difference between a customer and a fan. Customers think with their heads; fans feel with their hearts. Customers compare, weigh up the options, and look for value. Fans don’t; they already know they belong.

To Conclude

Let the Mercenaries go. They were never going to stay. They came for a deal, a moment, a mood, and that’s OK. You don’t need them to grow something meaningful. Don’t let the Disrupters get you down. Some can be turned around, and with care, confidence, and grace, they might just become your loudest advocates. The others? They’re there to stir the pot, and that says more about them than it does about you. Focus instead on the customers who recognise what you’re building.

In independent hospitality, loyalty isn’t bought, it’s built through connection, consistency, and care. When your team understands the difference between Mercenaries, Disrupters, Ghosts, Loyal Customers, and Fans, they begin to serve with intention. They stop chasing the wrong people and start nurturing the right ones. That’s how small businesses create something bigger than transactions, they create belonging.