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INN-PE

Summit Hotel Properties, Inc.

INN-PE

Summit Hotel Properties, Inc. • NYSE
$19.31 ▼ -0.74% (-0.14)
Market Cap $645.11 M
52w High $21.80
52w Low $17.30
Dividend Yield 1.56%
P/E -33.13
Volume 1.49K
Outstanding Shares 30.70M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $177.117M ▼ $45.536M ▼ $-6.677M ▼ -3.77% ▼ $-0.11 ▼ $46.198M ▼
Q2-2025 $192.917M ▲ $45.619M ▼ $3.013M ▲ 1.562% ▲ $-0.015 ▲ $61.102M ▲
Q1-2025 $184.478M ▲ $45.8M ▼ $-57K ▼ -0.031% ▼ $-0.04 ▲ $58.563M ▲
Q4-2024 $172.931M ▼ $50.124M ▲ $5.305M ▲ 3.068% ▲ $-0.21 ▼ $45.512M ▼
Q3-2024 $176.807M $44.169M $352K 0.199% $-0.04 $53.912M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $41.135M ▲ $2.848B ▼ $1.549B ▲ $875.794M ▼
Q2-2025 $39.49M ▼ $2.868B ▼ $1.539B ▲ $895.146M ▼
Q1-2025 $48.194M ▲ $2.897B ▲ $1.53B ▲ $920.439M ▲
Q4-2024 $40.637M ▼ $2.896B ▲ $1.511B ▲ $909.545M ▼
Q3-2024 $51.698M $2.837B $1.464B $911.436M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $-11.76M ▼ $45.802M ▼ $-22.687M ▼ $-23.934M ▲ $-819K ▲ $45.802M ▼
Q2-2025 $2.037M ▲ $48.836M ▲ $-22.23M ▼ $-34.714M ▼ $-8.108M ▼ $48.836M ▲
Q1-2025 $623K ▼ $25.85M ▼ $-16.872M ▲ $-1.004M ▼ $7.974M ▲ $25.85M ▲
Q4-2024 $5.228M ▲ $32.185M ▼ $-83.047M ▼ $40.183M ▲ $-10.679M ▼ $4.408M ▼
Q3-2024 $-3.556M $55.663M $-16.969M $-32.296M $6.398M $95.583M

Revenue by Products

Product Q1-2024Q2-2024Q3-2024Q4-2024
Food and Beverage
Food and Beverage
 $10.00M ▲$10.00M ▲$10.00M ▲$10.00M ▲
Hotel Other
Hotel Other
 $10.00M ▲$10.00M ▲$10.00M ▲$10.00M ▲
Occupancy
Occupancy
 $170.00M ▲$170.00M ▲$160.00M ▼$150.00M ▼

Five-Year Company Overview

Income Statement

Income Statement The income statement shows a clear recovery story from the pandemic shock to a more stable, modestly profitable business. Revenue has grown steadily from the lows during travel shutdowns and is now meaningfully higher than it was then. Profitability has improved along the way: operating profit has moved from losses to consistent positives, and cash-style earnings (EBITDA) have become healthier and more stable. Net income, however, is still thin and somewhat volatile, with a small profit most recently following several years of weak or negative results. This suggests the underlying hotel operations are in better shape, but the business remains sensitive to swings in demand, costs, and financing expenses. Overall, the top line is recovering well, margins are better than in the crisis years, but earnings are not yet robust or firmly entrenched.

Balance Sheet

Balance Sheet The balance sheet looks relatively steady but clearly leveraged. The asset base has grown from the pandemic period and has been broadly stable in the most recent years, which fits a REIT that prunes and refreshes its portfolio rather than pursuing aggressive expansion. Debt remains substantial compared with the company’s equity, though it has been nudged down from its earlier peak. This level of borrowing is common in hotel real estate but makes results more sensitive to interest rates and downturns in travel demand. Equity has held roughly flat over time, implying that while the company has preserved its capital base, it has not yet generated dramatic growth in book value. Cash on hand is quite low, which means the company relies heavily on ongoing cash flow and credit access rather than a large cash cushion.

Cash Flow

Cash Flow Cash flow has improved meaningfully since the worst of the pandemic. Operating cash flow has turned from negative to consistently positive and now comfortably covers day‑to‑day needs. Free cash flow has also been positive for several years, even after funding property investments, which points to a business that is again self‑financing under normal conditions. There was a period of heavier spending on upgrades and renovations, which temporarily absorbed more cash, followed by a year of lighter capital outlays that boosted free cash flow. This pattern is typical for a hotel REIT that must periodically reinvest to keep properties competitive. The main risk is that the small cash balance and meaningful debt load leave less room if operating cash flow weakens in a recession or if the company decides to accelerate capital spending or acquisitions.

Competitive Edge

Competitive Edge Summit competes in a focused slice of the lodging market: premium‑branded, select‑service hotels that offer comfortable, modern rooms and key amenities but avoid expensive full‑service features. This segment generally benefits from travelers who want quality and consistency at a lower price point than luxury hotels. The company’s properties are mostly tied to well‑known brands such as Marriott, Hyatt, and Hilton, which provides access to powerful loyalty programs and reservation systems. Its focus on strong but not top‑priced metropolitan areas—often near business parks, universities, and medical centers—helps diversify demand beyond pure tourism. These choices give Summit a recognizable niche and help smooth out some volatility, though the business is still very much exposed to economic cycles, corporate travel budgets, and intense competition from other branded hotels and alternative lodging options.

Innovation and R&D

Innovation and R&D This is not a technology or research‑heavy business, but Summit has tried to innovate in how it operates rather than what it sells. Its main “innovation” is a lean, efficiency‑driven hotel model: offering the amenities guests care most about while trimming costly extras. Behind the scenes, the company uses its own platforms for revenue management and asset management, relying on real‑time data to adjust pricing and improve occupancy. It also actively recycles capital, selling properties it views as lower potential and redeploying into assets with better long‑term prospects, and it has outlined sizable renovation and investment plans to keep the portfolio fresh. These efforts can support profitability and guest satisfaction, but they depend on disciplined execution and on the broader travel market holding up.

Summary

Summit Hotel Properties has transitioned from deep pandemic‑era losses to a more stable position with healthier revenue, better margins, and positive cash generation, though net profits remain modest and somewhat uneven. The balance sheet is typical for a hotel REIT—asset‑heavy and clearly leveraged—with limited cash reserves, leaving the company reliant on continued operating strength and access to financing. Its competitive edge comes from a focused strategy in select‑service, premium‑branded hotels in diversified, non‑gateway markets, supported by major brand partnerships and an efficiency‑oriented operating model. Management emphasizes data‑driven operations, disciplined property recycling, and targeted capital spending rather than headline‑grabbing innovation. The main opportunities lie in continued recovery of business and leisure travel and in extracting more value from the existing portfolio; the key risks are economic slowdowns, rate sensitivity due to leverage, and the inherently competitive, cyclical nature of the hotel industry.