How Gen Z and Millennials Are Forcing a $19 Billion Timeshare Market to Reinvent Itself

The global market for vacation ownership, or timeshare, is expected to cross $19 billion this year and projected to reach over $26 billion in 2029.

Travel and Leisure (earlier known as Wyndham Destinations), said membership in its Club Wyndham Asia program has more than doubled since mid-2023, and 60% of these members are Gen Z or millennials.

“Earlier, we’d probably be saving and buying our house. Today (millennials and Gen Z) would rather focus on experiences,” Barry Robinson, president and MD international operations at Travel and Leisure, told Skift.

This change in priorities is also driving a growing interest in fractional ownership, where people can enjoy luxury items — like holiday homes, yachts, or even private jets — without having to own them outright.

Travel and Leisure is seeing this shift play out most clearly in Asia. As the region’s middle class grows, so does demand for smart, flexible ways to travel without the responsibilities or high costs of traditional ownership.

The modern model of vacation ownership is typically points-based and has moved far beyond fixed weeks at a single resort.

According to Robinson, it’s a more fluid, practical way to “own” a holiday. That adaptability is proving popular, especially with younger travelers, who may not necessarily want the biggest room, but would want the experience.

At Skift Global Forum last year, Jason Gamel, president and CEO of ARDA, spoke about how the vacation ownership industry is evolving to align with modern traveler preferences.

Talking about how Travel and Leisure has been faring in connecting with this group, Robinson calls it a “work in progress.”

Asia’s shared ownership market works differently from North America’s, says Robinson. “We’ve had to modify our product offering accordingly,” Robinson said. Travel and Leisure has adapted with upgraded amenities, curated local experiences, and a wider range of options — from basic stays to ultra-luxury villas with private chefs and pools.

These changes also make the offering more attractive to Asian travelers, who are increasingly traveling within the region.

“In the past, we sold shared ownership to foreigners staying in Phuket, Koh Samui or Pattaya,” Robinson explained. “Now, we want to be known as a great domestic product in each market.”

That shift is now a core part of the company’s long-term growth as the approach proved smart during Covid. “If you don’t have a focus on the domestic market, your business can dry up overnight,” Robinson said.

The domestic focus also makes the business more resilient, when international travel becomes costly, as has happened recently with rising airfare and hotel prices, he said.

India and China represent enormous growth opportunities for the company and while Travel and Leisure has already entered China and is seeing progress, India remains a complex landscape.

“India is a gold mine for us. We just haven’t figured out how to mine it,” Robinson admitted.

But he is confident about entering the market, “India is definitely on our radar. It’s definitely a market that we will enter.”

And while he did mention the barriers to entering are both financial and legal, still, Robinson believes it’s only a matter of time before India becomes a viable market.

Travel and Leisure acquired Accor’s vacation rental business – Accor Vacation Club – last year for $48.4 million.

Almost 18 months after the acquisition, Travel and Leisure has started expanding it beyond its traditional South Pacific base. The product recently launched in Bali.

“We’ve been able to aggressively grow that business. We’ll be launching in the Middle East before the end of the year,” Robinson said. “Slowly, we’ll migrate into other markets, such as Thailand.”

The rollout has been smooth, according to Robinson, and the brand now gives the company access to Accor’s vast loyalty base of over 100 million members. It also gives existing vacation ownership customers access to more destinations and brands. For the business, it means reaching different market segments through multiple brands, similar to how major hotel groups operate.

The acquisition is also part of a broader strategy to diversify. With the company launching new vacation ownership experiences, like Sports Illustrated Resorts and Eddie Bauer Adventure Club, Travel and Leisure is mimicking hotel giants like Marriott by targeting different customer segments under different brand names.

Technology is also playing a role in shaping vacation ownership. Travel and Leisure is testing AI tools for handling customer queries, especially in promising markets like Japan where labor is expensive and hard to find. Mobile platforms are improving, and voice recognition is on the roadmap.

“Our platforms are pretty good, but we’re still not as simple as we should be,” Robinson said.

The integration with loyalty programs means members can convert points between vacation clubs and hotel stays.

Robinson said vacation ownership is also evolving beyond beach or ski destinations. Capital cities are becoming more popular, and the company is building out its presence in urban centers.

As more people work remotely, Travel and Leisure is also updating its facilities to include workspaces. The goal is to stay relevant to a younger generation that blurs the lines between work and travel, Robinson said.

September 16-18, 2025 - NEW YORK CITY