ALL MAJOR PUBLICLY traded hotel companies listed in the earnings charts listed below pulled their RevPAR and financial guidance for 2020 in March as the new-coronavirus pandemic all but halted non-essential travel in the U.S. and around the world. Some companies announced other actions to ease financial losses.
On March 18, Arne Sorenson, president and CEO of Marriott International, said in a statement the new coronavirus pandemic has caused a “complex and unprecedented” crisis in the global hospitality industry. He said he expected the crisis to get worse before it gets better.
To mitigate its financial losses and to preserve at least $140 million in cash, Sorenson said, Marriott planned to lay off employees at its owned and leased properties and in corporate levels. It employs 175,000 around the world.
The company owns or leases more than 2,100 properties around the world. Plans are to temporarily close the hotels’ retail F&B outlets, close off floors to reduce needed staff and in some cases close hotels.
Both Sorenson and J.W. “Bill” Marriott, executive chairman and chairman of the board, reduced their salaries to zero. Sorenson’s annual base salary is $1.3 million. Marriott’s total compensation is $3.2 million. Senior executives will see their salaries cut by half.
As for Marriott International’s more than 5,200 franchisees, Sorenson said routine mandated PIPs that were due this year have been extended into 2021. The company has also deferred required funding of FF&E by six months and has temporarily halted brand audits.
“Owners are responsible for maintaining adequate levels of working capital,” he said. “We are focused on easing their burden as together we manage through this crisis.”
During a March 19 call with analysts, Sorenson said, the company will help owners evaluate if they need to close their hotels. Many are deciding their own courses of action. He said owners and the franchiser are in “uncharted territory.”
Hilton moves to save cash
With travel at a virtual standstill, Hilton suspended operations at many managed and franchised hotels, Hilton announced on March 26. Hotels that remained open had reduced services for guests because of decreased occupancy levels.
At the corporate level, Hilton’s President and CEO, Christopher Nassetta, will forgo his salary for the remainder of 2020. His annual base salary is $1.25 million.
The executive team will take a pay cut of 50 percent to reduce losses.
Beginning April 4, Hilton will cut hours of corporate employees, reducing their pay by 20 percent. It also will furlough workers up to 90 days.
Hilton is working with large retailers such as Amazon, Walmart, Albertsons, CVS and Walgreens to connect laid off workers with 500,000 temporary jobs.
Since the new coronavirus began to spread in China, Hilton employees are donating points (converted to cash) and cash to the company’s Team Member Assistance fund to help co-workers who have contracted COVID-19 or have a family member directly affected.
Hyatt Hotels responds
Hyatt Hotels Corp. on March 24 announced that beginning on April 1 it will lay off or cut the hours of two-thirds of its corporate employees. The program to mitigate losses will continue through May 31.
President and CEO Mark Hoplamazian and Chairman Tom Pritzker will not collect their salaries in April and May to avoid more losses. Hoplamazian’s annual base salary is $1.2 million. Pritzker’s annual base salary is $562,000. Other senior executives will see their pay cut in half. The money saved will go toward helping furloughed workers.
The following are earnings charts for Marriott International, Hilton, Choice Hotels International and Wyndham Hotels & Resorts for 2018 and 2019.
MARRIOTT INTERNATIONAL Inc.
2019
2018
% change
4Q19
4Q18
% change
Properties
7,349*
6,755
8.8
Rooms
1,380,921
1,296,172
6.5
Total revenue
$21B
$20.7B
1
$5.4B
$5.3B
2
Franchise fee revenue
$2B*
$1.8B
8
$500M
$455M
10
Net income
$1.3B
$1.9B
-33
$279M
$317M
-12
*Notes
Franchised hotels total 5,205 (796,042 rooms), representing 58 percent of total rooms.
Growth in 2019 franchise fee revenue includes $88 million from new hotels and $16 million in higher application, relicensing and other fees
HILTON WORLDWIDE HOLDINGS
2019
2018
% change
4Q19
4Q18
% change
Properties
6,110*
5,685
7.4
Rooms
971,780
912,960
6.4
Total revenue
$9.5B
$8.9B
6.1
$2.4B
$2.3B
3.5
Franchise fee revenue
$1.7B
$1.5B
9.9
$412M
$388M
5
Net income
$886M
$769M
15.2
$176M
$225M
-21.8
*Notes
Franchised hotels total 5,432 (729,608 rooms).
CHOICE HOTELS INTERNATIONAL Inc.
2019
2018
% change
4Q19
4Q18
% change
Properties
5,955
5,863
2
Rooms
462,973
450,028
2.8
Total revenue
$1.1B
$1B
7
$268M
$245M
9.4
Franchise* fee revenue
$371M
$360M
3
$87.7M
$85.8M
2.2
Net income
$223M
$216M
3
$42.2M
$31.5M
34
*Notes
Royalty fee revenue. Average royalty rate was 4.75% in 2018 and 4.86% in 2019. Separately, initial and relicensing fees totaled $26M in 2018 and $27.5M in 2019. For 4Q18 and 4Q19, initial and relicensing fees were $7.1M and $7.3M, respectively.
WYNDHAM HOTELS & RESORTS Inc.
2019
2018
% change
4Q19
4Q18
% change
Properties
9,280*
9,157
1.3
Rooms
831,025
809,900
2.6
Net
revenue
$2B
$1.9B
9.9
$492M
$527M
-7
Franchise* fee revenue
$1.3B
$1.1B
12.6
$300M
$295M
2
Net income
$157M
$162M
-3
$64M
$43M
49
*Notes
In North America, WHR has 6,342 properties and 150,163 rooms.
Franchise fees, respective of 2018 and 2019, include: Royalty and franchise fees of $432M and $465M; marketing, reservation and loyalty fees of $489M and $559M; license and other fees, $241M and $255M.
For 4Q18 and 4Q19, respective franchise fees include: Royalty and franchise fees of $110M and $113M; marketing, reservation and loyalty fees of $132M and $142M; license and other fees of $32M and $35M.
HYATT HOTELS Corp.
2019
2018
% change
4Q19
4Q18
% change
Properties
913*
843
8.4
Rooms
223,111
208,207
6.9
Total revenue
$5B
$4.5B
10.5
$1.3B
$1.1B
16
Franchise* fee revenue
$141M
$127M
11.3
$34M
$31M
10.1
Net income
$766M
$769M
0.4
$321M
$44M
-151
*Notes
Franchised hotels total 441 (73,840 rooms). Of those, 431 (72,720 rooms) are in the U.S.
Worldwide portfolio also includes an additional 111 resorts, vacation ownership and residential properties.
Peachtree recognized by Inc. and the Atlanta Business Chronicle.
Named to the 2025 Inc. 5000 list for the third year.
Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing companies.
PEACHTREE GROUP ENTERED the 2025 Inc. 5000 list for the third consecutive year. The company also won the Atlanta Business Chronicle Pacesetter Awards as one of the city’s fastest-growing private companies.
The Inc. 5000 list provides a data-driven look at independent businesses with sustained success nationwide, while the Business Chronicle’s Pacesetter Awards recognize metro Atlanta’s fastest-growing privately held companies, Peachtree said in a statement.
“We are in the business of identifying and capitalizing on mispriced risk, and in today’s environment of disruption and dislocation, that has created strong tailwinds for our growth,” said Greg Friedman, managing principal and CEO. “These recognitions validate our ability to execute in complex markets, and we see significant opportunity ahead as we continue to scale our platform.”
The Atlanta-based investment firm, led by Friedman; Jatin Desai, managing principal and CFO and Mitul Patel, principal, oversees a diversified portfolio of more than $8 billion.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.
Hyatt partners with Way to unify guest experiences on one platform.
Members can earn and redeem points on experiences booked through Hyatt websites.
Way’s technology supports translation, payments and data insights for Hyatt.
HYATT HOTELS CORP. is working with Austin-based startup Way to consolidate ancillary services, loyalty experiences and on-property programming on one platform across its global portfolio. The collaboration integrates Way’s system into Hyatt.com, the World of Hyatt app, property websites and FIND Experiences to create a centralized booking platform.
World of Hyatt members can earn and redeem points on experiences booked through Hyatt websites, including wellness programs, cultural activities, ticketed events and local collaborations, the companies said in a statement. Members can also access FIND Experiences, which includes activities and auctions where points can be used to bid on events.
"In our search for an on-brand platform to power experiences and tap into ancillary revenue opportunities, Way's collaboration has been a true unlock for us," said Arlie Sisson, Hyatt’s senior vice president and global head of digital. "After a thorough evaluation of potential solutions, Hyatt chose Way to power the next chapter of our digital strategy by streamlining operations, elevating brand differentiation, enhancing personalization and, most importantly, delivering care at every touchpoint in the guest journey."
The Way initiative spans Hyatt’s portfolio, covering cabana rentals, in-room amenities and partnerships with local providers, the statement said. Way’s technology supports real-time translation, more than 100 currencies, multiple payment methods and data insights to help Hyatt manage operations globally.
"Hyatt set a high bar and Way is proud to bring their vision to life," said Michael Stocker, Way’s co-founder and CEO.
"The platform supports enterprise needs while preserving the guest experience."
U.S. CMBS delinquency rate rose 10 bps to 7.23 percent in July.
Multifamily was the only property type to increase, reaching 6.15 percent.
Office remained above 11 percent, while lodging and retail fell.
THE U.S. COMMERCIAL mortgage-backed securities delinquency rate rose for the fifth consecutive month in July, climbing 10 basis points to 7.23 percent, according to Trepp. The delinquent balance reached $43.3 billion, up from $42.3 billion in June.
Trepp’s “CMBS Delinquency Report July” showed multifamily led the increase, with its delinquency rate rising 24 basis points to 6.15 percent. Lodging fell 22 basis points to 6.59 percent and retail declined 16 basis points to 6.90 percent. Office delinquencies edged down to 11.04 percent after hitting a record 11.08 percent in June.
Loan-level analysis showed $4.4 billion in loans became newly delinquent in July, exceeding $3 billion that cured. Mixed-use, retail and office each accounted for more than $800 million of newly delinquent loans.
The seriously delinquent share, 60+ days, foreclosure, REO, or non-performing balloons, rose to 6.93 percent, Trepp said. Excluding defeased loans, the overall delinquency rate would be 7.41 percent.
A separate report from Lodging Econometrics showed the global hotel pipeline at 15,871 projects, up 3 percent year-over-year, totaling 2,436,225 rooms, up 2 percent.