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.
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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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.
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.