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INN-PF

Summit Hotel Properties, Inc.

INN-PF

Summit Hotel Properties, Inc. • NYSE
$19.93 ▲ 0.00% (+0.00)
Market Cap $2.12 B
52w High $21.99
52w Low $17.03
Dividend Yield 1.47%
P/E -34.19
Volume 49
Outstanding Shares 32.58M

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 Q3-2024Q1-2025Q2-2025Q3-2025
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
 $160.00M ▲$160.00M ▲$170.00M ▲$160.00M ▼

Five-Year Company Overview

Income Statement

Income Statement Summit Hotel Properties has largely completed its recovery from the pandemic shock. Revenue has climbed steadily from very weak levels in 2020 to a much healthier level today, helped by better travel demand and stronger hotel performance. Profitability has also improved: operating profits have turned clearly positive, and bottom‑line results have moved from sizeable losses to a small but real profit. Margins are not exceptional, but they are now consistent and more resilient than they were a few years ago. The main watchpoints are the company’s sensitivity to the economic cycle, travel demand, and any pressure on room rates or occupancy that could quickly squeeze those still‑modest profits.

Balance Sheet

Balance Sheet The balance sheet shows a sizable property portfolio supported by meaningful debt and a solid, but not oversized, equity base. Assets grew coming out of the pandemic and have since held fairly steady. Debt levels remain high in relation to the business, though they have inched down from their peak, suggesting some gradual de‑risking. Equity has stayed relatively stable, which reflects the company having largely stopped the erosion of value seen during the downturn. Cash on hand is quite limited, a common pattern for REITs, so the company remains reliant on steady cash generation and access to financing markets. Interest rates and refinancing conditions are therefore important ongoing risks.

Cash Flow

Cash Flow Cash generation has become a clear strength versus the pandemic period. Operating cash flow has been positive and generally rising, showing that the hotels are producing reliable cash even when accounting profits were still recovering. After funding capital spending, free cash flow has been positive in most recent years, which supports dividends and debt service. Capital expenditures have been uneven, with a heavier investment year recently followed by lighter spending, suggesting a cycle of renovations or upgrades followed by a pause. The key risk is that lower investment, if prolonged, could eventually affect property quality and competitiveness, while higher investment phases can temporarily compress free cash flow.

Competitive Edge

Competitive Edge Summit competes in the hotel REIT space by focusing on upscale, select‑service hotels tied to major brands like Marriott, Hilton, and Hyatt. This focus gives it access to powerful reservation systems, loyalty programs, and brand recognition, while keeping operating models leaner than full‑service hotels. Its portfolio is diversified across markets with a mix of business and leisure demand, which helps smooth out local downturns. However, it still faces structural challenges: exposure to economic and travel cycles, competition from other branded hotels and alternative lodging, and pressure from rising operating and financing costs. Its edge lies more in disciplined portfolio selection and efficient operations than in any unique product or technology, which means execution quality is critical.

Innovation and R&D

Innovation and R&D Innovation for Summit is mostly strategic and operational rather than technological. The company’s core “innovation” is its disciplined focus on premium‑branded, select‑service hotels, a niche that aims to balance guest quality with cost efficiency. Instead of building its own tech, Summit leverages the sophisticated systems of its brand partners for bookings, pricing, and loyalty, which is practical but makes it more of a user than an owner of technology. It is also leaning into sustainability through energy management and broader ESG initiatives, which can both reduce costs and appeal to increasingly eco‑conscious stakeholders. Future progress will likely come from continued portfolio optimization, incremental efficiency gains, and adapting to evolving travel patterns, rather than any headline‑grabbing R&D breakthroughs.

Summary

Summit Hotel Properties has moved from deep pandemic stress to a more stable, modestly profitable footing. Revenues and operating profits have recovered well, cash generation is sound, and the balance sheet, while still leveraged, is gradually improving rather than deteriorating. The business model is straightforward: own well‑located, upscale select‑service hotels under strong global brands and run them efficiently. This provides a clear but execution‑dependent competitive position. Key uncertainties revolve around the broader travel cycle, interest rates and refinancing needs, and the company’s ability to keep properties fresh without overburdening cash flow. Overall, the story is one of steady normalization and disciplined focus, with less emphasis on disruptive innovation and more on consistent, careful management of a cyclical asset base.