Report: Extended-stay hotels’ Q1 RevPAR down 1.6 percent, revenue up 1.5 percent
Historical declines were noted in occupancy, ADR, and supply growth in first quarter
By Vishnu Rageev RMay 08, 2024
U.S. EXTENDED-STAY hotels experienced their first quarterly decline in RevPAR since the first quarter of 2021, according to The Highland Group. In the first quarter, the segment saw a 1.6 percent drop in RevPAR, despite a 1.5 percent increase in revenues. Demand increased by 1.7 percent, contrasting with a 2.8 percent fall in total hotel demand when excluding upper upscale and luxury segments.
STR/CoStar estimated that overall hotel RevPAR, excluding upper upscale and luxury segments, which have minimal extended-stay room supply, increased by 1.3 percent in the first quarter of 2024 compared to the same period in 2023.
The Highland Group’s 2024 First Quarter U.S. Extended-Stay Hotels report indicated that overall hotel RevPAR and room revenues declined by 1.1 percent and 0.9 percent year-to-date, respectively, excluding upper upscale and luxury segments.
The report said that extended-stay supply growth is expected to remain relatively low nationally in the foreseeable future, as interest rates are anticipated to stay high in the near term and construction costs continue to rise.
“If most forecasts for overall hotel industry performance are realized, extended-stay hotels are likely to reverse the trend of declining occupancy in the near future because demand has increased for 13 consecutive quarters and supply growth is very low,” said Mark Skinner, The Highland Group’s partner.
First quarter highlights:
ADR declines for the first time in three years
Lowest occupancy for 11 years
Second lowest supply growth in a decade
Demand gains 1.7 percent
Room revenues up 1.5 percent over last year
Average occupancy 13 points higher than all hotels
Hotel pipeline and supply dynamics
According to the report, approximately 585,403 extended-stay hotel rooms were operational at the end of the first quarter. Over the past year, excluding the pandemic-affected year of 2020, there was a net increase of 11,583 rooms, marking the second-lowest growth since 2013. This increase represents less than 40 percent of the average annual gain observed from 2016 to 2019.
The Highland Group said room nights available increased by 3.2 percent over the last year. However, when adjusting for the leap year in 2024, the increase was approximately 2 percent. Notably, there was a 15 percent surge in economy extended-stay supply, contrasting with a relatively modest gain in the mid-price segment, primarily due to conversions. New construction in the economy segment is estimated to be around 3 percent of rooms open compared to a year ago.
The report highlighted that supply change comparisons have been influenced by various factors, including rebranding, room reallocations across segments, de-flagging of hotels failing to meet brand standards, and sales to multi-family apartment companies and municipalities. This trend is expected to persist, especially through the first half of 2024, as several older extended-stay hotels remain on the market.
Furthermore, the report predicts that the full-year increase in total extended-stay supply compared to 2023 will remain well below the long-term average.
Peak demand
The first quarter witnessed peak demand in the economy and upscale extended-stay hotel segments, the report said. Total extended-stay demand increased by 1.7 percent over the past 12 months, inclusive of the leap year in 2024. This stands in stark contrast to STR/CoStar's reported 0.4 percent decline in demand for the overall hotel industry during the same period.
STR/CoStar estimated a 2.8 percent decline in total hotel demand, excluding luxury and upper upscale segments, in the first quarter compared to the same quarter in 2023.
Minimal revenue increase
The report highlighted that the 1.5 percent increase in extended-stay room revenues in the first quarter marked the lowest quarterly gain since the upward trend began in mid-2022. Meanwhile, STR/CoStar noted a 1.9 percent increase in total hotel industry room revenues for the same period. However, this figure dropped to a 0.9 percent decline when excluding upper upscale and luxury segments.
According to the report, total extended-stay hotel occupancy in the first quarter stood at 71.5 percent, a level not seen since 2013. Average occupancy was one half to two and a half points lower compared to first quarters from 2016 through 2019, with extended-stay hotels reporting lower occupancy in six of the last seven quarters.
The Highland Group also said that the economy extended-stay segment was the only segment to see a decrease in ADR in the first quarter. Coupled with the segment’s supply growth affected by conversions, this decline led to a drop in total extended-stay hotel ADR in the first quarter, marking the first contraction in quarterly ADR in three years. In contrast, STR/CoStar reported a 2.3 percent increase in total hotel industry ADR for the same period.
Furthermore, the quarterly RevPAR change mirrored the ADR pattern, with the economy segment spearheading the decline and influencing the overall change in total extended-stay RevPAR from the first quarter of 2023 to first quarter of 2024.
Trends in performance metrics
The report said that extended-stay hotels maintained an average occupancy premium over the overall hotel industry, averaging 11.7 percentage points from 2017 to 2019, a trend consistent over the last 25 years. This premium typically widens during economic downturns, notably peaking at 20 percent in the first quarter of 2021. By the first quarter of 2024, the extended-stay hotel's occupancy premium stood at 12.5 percentage points.
During the period from 2017 to 2019, extended-stay hotels experienced a slightly faster rise in ADR compared to the overall hotel industry. The relative growth spiked to 83 percent in 2021 before receding to 77 percent in the first quarter of 2022. After a minor increase last year, the ADR ratio fell to 75 percent in the first quarter of 2024.
The upper upscale and luxury segments have contributed somewhat to the overall hotel ADR growth. The relative RevPAR mirrored the ADR trends, accelerating gains from 2017 to 2019 and reaching a peak ratio of 119 percent in the first quarter of 2021. However, as the broader hotel industry rebounded in RevPAR more swiftly, the extended-stay hotel's RevPAR ratio dipped to 91 percent in the first quarter of 2024, slightly below its level compared to 2017.
Excluding the upper upscale and luxury segments from the estimate, the RevPAR ratio has shown a relatively modest decline over the past two years, with a slightly higher first-quarter ratio in 2024 compared to the same period in 2017. Although economy extended-stay hotel RevPAR declined in the first quarter of 2024 compared to the same period in 2023, the contraction was less severe than observed across all economy class hotels, maintaining an upward trend relative to all economy hotels.
Mid-price extended-stay hotels have made notable advancements compared to all mid-price hotels. In the first quarter of 2019, the ratio of mid-price extended-stay hotel RevPAR to all mid-price hotel RevPAR stood at 102 percent. Five years later, it rose to 111 percent, despite considerably higher supply growth over the period.
However, upscale extended-stay hotels, largely due to a high concentration of rooms in urban sub-markets, have lagged behind the overall extended-stay recovery since 2019. These hotels have also experienced a decline in RevPAR relative to all upscale hotels, although the gap has narrowed over the past year.
In April, The Highland Group reported a 0.2 percent decrease in total revenues from extended-stay hotel rooms for March, marking the first monthly decline in over three years. Despite facing challenges since the beginning of 2024, the segment experienced declines in most metrics compared to March 2023 but generally outperformed other hotel classes.
A PETITION FOR a referendum on Los Angeles’s proposed “Olympic Wage” ordinance, requiring a $30 minimum wage for hospitality workers by the 2028 Olympic Games, lacked sufficient signatures, according to the Los Angeles County Registrar. The ordinance will take effect, raising hotel worker wages from the current $22.50 to $25 next year, $27.50 in 2027 and $30 in 2028.
Mandatory health care benefits payments will also begin in 2026.
The L.A. Alliance for Tourism, Jobs and Progress sought a referendum to repeal the ordinance, approved by the city council four months ago. The petition needed about 93,000 signatures but fell short by about 9,000, according to Interim City Clerk Petty Santos.
The council approved the minimum wage increase for tourism workers in May 2023, despite opposition from business leaders citing a decline in international travel. The ordinance requires hotels with more than 60 rooms and businesses at Los Angeles International Airport to pay workers $30 an hour by 2028. It passed on a 12 to 3 vote, with Councilmembers John Lee, Traci Park and Monica Rodriguez opposed.
The L.A. Alliance submitted more than 140,000 signatures in June opposing the tourism wage ordinance, triggering a June 2026 repeal vote supported by airlines, hotels and concession businesses.
AAHOA called the ruling a setback for Los Angeles hotel owners, who will bear the costs of the mandate.
"This ruling is a major setback for Los Angeles' small business hotel owners, who will shoulder the burden of this mandate," said Kamalesh “KP” Patel, AAHOA chairman. "Instead of working with industry leaders, the city moved forward with a policy that ignores economic realities and jeopardizes the jobs and businesses that keep this city's hospitality sector operating and supporting economic growth. Family-owned hotels now face choices—cutting staff, halting hiring, or raising rates—just as Los Angeles prepares to host millions of visitors for the World Cup and 2028 Olympics. You can't build a city by breaking the backs of the small businesses that make it run."
Laura Lee Blake, AAHOA president and CEO, said members are proud to create jobs in their communities, but the ordinance imposes costs that will affect the entire city.
“Even with a delayed rollout, the mandate represents a 70 percent wage increase above California's 2025 minimum wage,” she said. “This approach could remove more than $114 million each year from hotels, funds that could instead be invested in keeping workers employed and ensuring Los Angeles remains a competitive destination. The mandate increases the risk of closures, layoffs and a weaker Los Angeles."
A recent report from the American Hotel & Lodging Association found Los Angeles is still dealing with the effects of the pandemic and recent wildfires. International visitation remains below 2019 levels, more than in any other major U.S. city.
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U.S. holiday travel is down to 44 percent, led by Millennials and Gen Z.
Younger consumers are cost-conscious while older generations show steadier travel intent.
76 percent of Millennials are likely to use AI for travel recommendations.
NEARLY 44 PERCENT of U.S. consumers plan to travel during the 2025 holiday season, down from 46 percent last year, according to PwC. Millennials and Gen Z lead travel intent at 55 percent each, while Gen X sits at 39 percent and Baby Boomers at 26 percent.
PwC’s “Holiday Outlook 2025” survey found that among those not traveling, about half prefer to celebrate at home and cost concerns affect 43 percent, rising to 50 percent for Gen Z non-travelers. Visiting friends and relatives remains the main reason for holiday travel, cited by roughly 48 percent of those planning trips.
Younger consumers are more cost-conscious, while older generations show steadier travel intent. This split influences travel operators’ planning: younger travelers may require clear value, bundled perks and flexible options, whereas older travelers respond to reliability and convenience. Despite overall spending pressure, travel remains a key priority, reflecting its social and emotional importance during the holidays.
PwC surveyed 4,000 U.S. consumers from June 26 to July 9, with 1,000 each from Gen Z, Millennials, Gen X and Boomers, balanced by gender and region.
Generational spending patterns
Gen Z plans a 23 percent reduction in spending after last year’s 37 percent surge, while Boomers expect a 5 percent increase. Millennials are largely flat, down 1 percent and Gen X edges up 2 percent. Overall holiday spending is down 5 percent, with gift spending falling 11 percent, while travel and entertainment budgets remain stable, increasing 1 percent.
Households with children under 18 plan to spend more than twice as much as households without, averaging $2,349 compared to $1,089, highlighting the focus on family-centered experiences.
For travel and hospitality operators, these patterns suggest stronger conversion potential among older cohorts with steadier budgets and the need for clear value and cost transparency for younger travelers. Consumers are prioritizing experiences and togetherness over material gifts. Flexible fares, transparent pricing and bundled benefits such as Wi-Fi, breakfast, or late checkout can reinforce value and encourage bookings, especially among younger demographics. Gen Z’s pullback makes price-to-experience ratios decisive.
AI, timing and travel strategy
About 76 percent of Millennials say they are likely to use AI agents for recommendations, signaling a shift to “assistant-first” travel discovery. Operators must provide structured, AI-readable content, including route maps, fees, loyalty policies and inventory availability. Brands that do not may be invisible in AI-driven search and recommendation systems.
This year’s late Thanksgiving on Nov. 27 compresses the holiday booking window. Short-haul visiting-friends-and-relatives trips may see bunched reservations, increasing demand for early inventory visibility, simple cancellation policies and accurate last-minute availability. Operators should hold a portion of inventory for late bookings, streamline mobile checkouts and maintain flexible policies to capture last-minute travelers.
Strategies should be generationally targeted. Boomers and Gen X respond to comfort, reliability and multi-generational options, while Millennials and Gen Z require clear value and AI-optimized offers. Focusing on VFR travel through “home for the holidays” packages, flexible dates, partner transport and easy add-on nights can capture demand in key residential hubs.
Despite overall spending declines, travel remains a priority. Operators that deliver transparent value, AI-ready content and offers tailored to each generation can maintain bookings, convert last-minute demand and meet consumers’ evolving holiday expectations.
A TravelBoom Hotel Marketing report found that Americans continue to prioritize travel despite inflation and economic uncertainty, but with greater financial caution. About 74.5 percent plan a summer vacation and 17.5 percent are considering one, showing strong demand linked to careful budgeting.
Global hotel RevPAR is projected to grow 3 to 5 percent in 2025, JLL reports.
Hotel RevPAR rose 4 percent in 2024, with demand at 4.8 billion room nights.
London, New York and Tokyo are expected to lead investor interest in 2025.
GLOBAL HOTEL REVPAR is projected to grow 3 to 5 percent in 2025, with investment volume up 15 to 25 percent, driven by loan maturities, deferred capital spending and private equity fund expirations, according to JLL. Leisure travel is expected to decline as consumer savings tighten, while group, corporate and international travel increase, supporting RevPAR growth.
Major cities continue to attract strong demand and investor interest, particularly London, New York and Tokyo. APAC is likely to post the strongest growth, fueled by recovering Chinese travel, while urban markets remain poised for continued momentum.
Lifestyle hotels are emerging as the new “third place,” blending living, working and leisure. The trend is fueling expansion into branded residences and alternative accommodations. JLL said investors must weigh regional performance differences, asset types and lifestyle trends when evaluating opportunities.
Separately, a Hapi and Revinate survey found fragmented systems, inaccurate data and limited integration remain barriers for hotels seeking better data access to improve guest experience and revenue.
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."