CHHNYSEHotels & MotelsUS GAAP · USD

Choice Hotels International, Inc

Choice Hotels International is a hotel franchisor whose business is built around licensing a portfolio of brands rather than owning and operating a large hotel estate. Its system spans 49 states, the District of Columbia, and 50 countries and territories, with brands ranging from economy and midscale names such as Econo Lodge, Quality, Comfort Inn, Sleep Inn, and WoodSpring Suites to upscale and extended-stay brands including Cambria, Everhome Suites, and Radisson-branded hotels. The company also operates a smaller owned-and-managed hotel portfolio, mainly to support brand development and market entry for newer concepts. Its economics are driven primarily by franchise fees tied to room revenue and hotel count, plus partnership services, loyalty-related activity, and ancillary sources. Choice uses proprietary reservation, distribution, and property-management tools to help franchisees drive occupancy, manage rates, and book directly through its channels.

Revenue1,597m USD
+0.8 %y/y
Operating profit (EBIT)448m USD
−3.3 %y/y
EBIT margin28.1%
−1.2 ppy/y
Net income370m USD
+23.5 %y/y
Free cash flow232m USD
−17.4 %y/y

Fiscal year 2025 · change from previous year

Development 2020–2025

05001,0001,5002,000m USD2020: 774 m USD2020: EBIT 122 m USD20202021: 1,069 m USD2021: EBIT 429 m USD20212022: 1,402 m USD2022: EBIT 479 m USD20222023: 1,544 m USD2023: EBIT 375 m USD20232024: 1,585 m USD2024: EBIT 464 m USD20242025: 1,597 m USD2025: EBIT 448 m USD20251,597448
RevenueOperating profit (EBIT)

Business

Share of revenue
Hotel franchising68 %

Licensing of Choice brands to independent hotel owners and master franchisees.

Partnership services and fees12 %

Revenue from co-branded programs, vendor partnerships, and travel-related partners.

Owned hotels13 %

Revenue from a small portfolio of company-owned hotels used to support brand growth.

Other and ancillary revenue7 %

Miscellaneous revenue streams including other services and non-core items.

Products

Reported · share of revenue
42.2%38.6%FY2025100 %
  • Franchise and Management Fees42.2 %
  • Revenue for Reimbursable Costs From Franchised and Managed Properties38.6 %
  • Owned Hotels7.6 %
  • Partnership Services and Fees7.1 %
  • Other Revenue Topic606 and Not Topic6064.5 %

Source: 10-K FY2025, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

Choice sells primarily to hotel owners, developers, and franchisees who want to operate under an established brand while using Choice’s reservation, loyalty, and revenue-management infrastructure. These customers are attracted by the ability to convert existing hotels or develop new properties under brands that can improve occupancy, pricing power, and distribution reach. The company also serves master franchise partners in international markets, where local operators sub-license Choice brands within defined regions. On the demand side, Choice Privileges members and other travelers are important end customers because their booking behavior drives room revenue at franchised hotels and supports the franchise fee base. Corporate travelers, group travel customers, and meeting planners are specifically targeted through Choice’s sales and marketing efforts.

Hotel owners and franchisees

They buy brand licenses, reservation access, marketing support, and operating systems to improve hotel performance and profitability.

Developers and conversion partners

They use Choice brands for new-build or conversion projects, especially in strategic markets for Cambria and Everhome Suites.

Master franchise partners

They acquire regional rights to use and sub-license Choice brands in international territories.

Loyalty members and travelers

They generate room nights through repeat bookings, direct-channel usage, and redemption activity that supports franchise economics.

Corporate and group travel buyers

They book rooms for business travel, group stays, and meetings, helping drive occupancy across the system.

Strategy

Choice’s strategy centers on expanding its franchise system while preserving an asset-light model that generates cash without heavy reinvestment. The company is using owned hotels selectively to seed newer brands, improve guest awareness, and make those brands more attractive to future franchisees. It is also investing in reservation, distribution, and loyalty capabilities to shift bookings toward direct channels and reduce dependence on third-party intermediaries. Capital allocation remains an explicit priority, with management emphasizing acquisitions, share repurchases, and dividends as ways to maximize shareholder returns. The company also supports franchise development in strategic markets through financing, investment, and guaranty programs when it expects those commitments to accelerate growth.

Expand the franchise systemMedium term

More franchised hotels increase fee revenue, brand reach, and bargaining power with suppliers and distribution partners.

Strengthen direct distribution and loyaltyShort term

Direct bookings improve economics for both Choice and franchisees by lowering intermediary dependence and transaction costs.

Develop newer brands through owned hotelsMedium term

Company-owned hotels help prove the concept, improve guest awareness, and support future franchise sales.

Return capital to shareholdersShort term

The asset-light model generates cash that management seeks to deploy for shareholder value rather than heavy reinvestment.

Geography

Choice’s revenue base is primarily concentrated in the United States, and management explicitly states that domestic operations are the main focus of the business. The company operates in 49 states and the District of Columbia, while its brand system also extends to 50 countries and territories through direct and master franchising relationships. International exposure is meaningful for brand reach, but the economics are still dominated by U.S. franchising and related services. Choice also owns and develops hotels in selected U.S. markets to support newer brands such as Cambria and Everhome Suites. Because hotel demand is seasonal and travel patterns vary by region, geography affects both occupancy trends and the pace of franchise development.

Risks

Choice is exposed to lodging-cycle volatility because a large share of revenue is tied to hotel room revenues, occupancy, and room rates at franchised properties. The company’s growth depends on attracting franchisees and supporting new hotel openings, which can be constrained by capital availability, labor shortages, construction delays, zoning, and permitting. Its use of owned and developed hotels introduces real-estate and impairment risk that is not typical of a pure franchisor, especially if market values or project economics weaken. Choice also faces competitive pressure from online travel intermediaries, which can weaken direct booking economics and reduce control over pricing and customer relationships. Broader risks include inflation, wage pressure, travel demand shifts, and dependence on franchisees’ operational performance and access to financing.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Lodging demand and occupancy volatility1Franchise development constraints2Real estate and impairment risk from owned hotels3Online travel intermediary pressure4Inflation and labor cost pressure5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Lodging demand and occupancy volatilityImpact: HighLikelihood: Medium

    Franchise fees are tied to room revenue, so weaker travel demand directly reduces Choice’s fee base.

    Exposure: Systemwide franchised hotels

  2. Franchise development constraintsImpact: HighLikelihood: Medium

    Growth depends on franchisees having capital, labor, sites, and permits to open hotels.

    Exposure: New builds and conversions

  3. Real estate and impairment risk from owned hotelsImpact: HighLikelihood: Low

    Owning hotels exposes the company to fair-value declines and non-cash impairment charges.

    ExposureCambriaEverhome SuitesOther owned hotels
  4. Online travel intermediary pressureImpact: MediumLikelihood: Medium

    OTAs can divert bookings, raise distribution costs, and influence search placement and pricing.

    Exposure: Direct booking channels and franchisee distribution economics

  5. Inflation and labor cost pressureImpact: MediumLikelihood: Medium

    Higher operating costs can reduce franchisee profitability and slow system expansion.

    Exposure: Franchisee hotel operations

Ask Clarifo about Choice Hotels International, Inc

Accounting

Judgemental items
Loyalty program revenue and liability estimates

Choice must estimate redemption patterns and breakage for Choice Privileges points, affecting timing of revenue recognition.

Impact: Can shift revenue between periods and change deferred revenue/liability balances

Partner and co-brand arrangement allocation

Variable and fixed consideration must be allocated across brand rights and material rights using judgmental valuation methods.

Impact: Affects partnership services and fees and reimbursable revenue

Goodwill and indefinite-lived intangible impairment

The hotel franchising reporting unit and brand assets are tested for impairment using income and market methods.

Impact: Can create large non-cash charges if market conditions weaken

Owned hotel and development asset impairment

Real estate and development projects are exposed to fair-value declines and project-specific assumptions.

Impact: Can materially affect earnings and equity

Seasonality in franchise and owned-hotel revenue

Management notes lower demand in November through February, which depresses first- and fourth-quarter results.

Impact: Quarterly comparisons may not reflect underlying annual trend

Publicly listed companies with a comparable business focus.

Last updated: 24/09/2026