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Side-by-side financial comparison of CHOICE HOTELS INTERNATIONAL INC /DE (CHH) and Hyatt Hotels Corp (H), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Hyatt Hotels Corp is the larger business by last-quarter revenue ($1.8B vs $390.1M, roughly 4.6× CHOICE HOTELS INTERNATIONAL INC /DE). CHOICE HOTELS INTERNATIONAL INC /DE runs the higher net margin — 16.3% vs -1.1%, a 17.4% gap on every dollar of revenue. On growth, Hyatt Hotels Corp posted the faster year-over-year revenue change (11.7% vs 0.1%). Hyatt Hotels Corp produced more free cash flow last quarter ($236.0M vs $64.1M). Over the past eight quarters, CHOICE HOTELS INTERNATIONAL INC /DE's revenue compounded faster (8.4% CAGR vs 2.2%).
Choice Hotels International, Inc. is an American multinational hospitality company based in North Bethesda, Maryland. The company, which is one of the largest hotel chains in the world, owns various hotel brands ranging from upscale to economy. As of the end of 2024, Choice Hotels franchised nearly 7,600 hotels, representing over 650,000 rooms, in 46 countries and territories.
Hyatt Hotels Corporation, commonly known as Hyatt Hotels & Resorts, is an American multinational hospitality company headquartered in the Riverside Plaza area of Chicago that manages and franchises luxury and business hotels, resorts, and vacation properties. Hyatt Hotels & Resorts is one of the businesses managed by the Pritzker family. Hyatt has more than 1350 hotels and all-inclusive properties in 69 countries, across North America, South America, Europe, Asia, Africa and Australia.
CHH vs H — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $390.1M | $1.8B |
| Net Profit | $63.7M | $-20.0M |
| Gross Margin | — | — |
| Operating Margin | 26.0% | 0.4% |
| Net Margin | 16.3% | -1.1% |
| Revenue YoY | 0.1% | 11.7% |
| Net Profit YoY | -16.0% | 64.3% |
| EPS (diluted) | $1.35 | $-0.20 |
Green = leading value per metric. Periods may differ when fiscal calendars don't align — see 8-quarter trend below.
8-Quarter Revenue & Profit Trend
Side-by-side quarterly history — bar widths are scaled to the larger of the two companies so you can eyeball the size gap and growth trajectory without doing math. Quarters aligned by calendar period (report date) so offset fiscal years line up.
| Q4 25 | $390.1M | $1.8B | ||
| Q3 25 | $447.3M | $1.8B | ||
| Q2 25 | $426.4M | $1.8B | ||
| Q1 25 | $332.9M | $1.7B | ||
| Q4 24 | $389.8M | $1.6B | ||
| Q3 24 | $428.0M | $1.6B | ||
| Q2 24 | $435.2M | $1.7B | ||
| Q1 24 | $331.9M | $1.7B |
| Q4 25 | $63.7M | $-20.0M | ||
| Q3 25 | $180.0M | $-49.0M | ||
| Q2 25 | $81.7M | $-3.0M | ||
| Q1 25 | $44.5M | $20.0M | ||
| Q4 24 | $75.8M | $-56.0M | ||
| Q3 24 | $105.7M | $471.0M | ||
| Q2 24 | $87.1M | $359.0M | ||
| Q1 24 | $31.0M | $522.0M |
| Q4 25 | 26.0% | 0.4% | ||
| Q3 25 | 31.8% | -1.0% | ||
| Q2 25 | 29.2% | 2.1% | ||
| Q1 25 | 24.0% | 3.0% | ||
| Q4 24 | 30.6% | -3.0% | ||
| Q3 24 | 35.5% | 37.3% | ||
| Q2 24 | 30.5% | 27.1% | ||
| Q1 24 | 18.1% | 31.6% |
| Q4 25 | 16.3% | -1.1% | ||
| Q3 25 | 40.2% | -2.7% | ||
| Q2 25 | 19.2% | -0.2% | ||
| Q1 25 | 13.4% | 1.2% | ||
| Q4 24 | 19.4% | -3.5% | ||
| Q3 24 | 24.7% | 28.9% | ||
| Q2 24 | 20.0% | 21.1% | ||
| Q1 24 | 9.3% | 30.5% |
| Q4 25 | $1.35 | $-0.20 | ||
| Q3 25 | $3.86 | $-0.51 | ||
| Q2 25 | $1.75 | $-0.03 | ||
| Q1 25 | $0.94 | $0.19 | ||
| Q4 24 | $1.56 | $-0.37 | ||
| Q3 24 | $2.22 | $4.63 | ||
| Q2 24 | $1.80 | $3.46 | ||
| Q1 24 | $0.62 | $4.93 |
Balance Sheet & Financial Strength
Snapshot of each company's liquidity, leverage and book value from the latest filing — the kind of financial-strength check premium terminals charge for.
| Metric | | |
|---|---|---|
| Cash + ST InvestmentsLiquidity on hand | $45.0M | $813.0M |
| Total DebtLower is stronger | $1.9B | — |
| Stockholders' EquityBook value | $181.2M | $3.3B |
| Total Assets | $2.9B | $14.0B |
| Debt / EquityLower = less leverage | 10.52× | — |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $45.0M | $813.0M | ||
| Q3 25 | $52.6M | $749.0M | ||
| Q2 25 | $58.6M | $912.0M | ||
| Q1 25 | $40.1M | $1.8B | ||
| Q4 24 | $40.2M | $1.4B | ||
| Q3 24 | $58.6M | $1.1B | ||
| Q2 24 | $60.4M | $2.0B | ||
| Q1 24 | $42.1M | $794.0M |
| Q4 25 | $1.9B | — | ||
| Q3 25 | $1.9B | $6.0B | ||
| Q2 25 | $1.9B | $6.0B | ||
| Q1 25 | $1.9B | $4.3B | ||
| Q4 24 | $1.8B | $3.8B | ||
| Q3 24 | $1.8B | $3.1B | ||
| Q2 24 | $1.9B | $3.9B | ||
| Q1 24 | $1.7B | $3.1B |
| Q4 25 | $181.2M | $3.3B | ||
| Q3 25 | $149.8M | $3.5B | ||
| Q2 25 | $-26.2M | $3.6B | ||
| Q1 25 | $-63.9M | $3.5B | ||
| Q4 24 | $-45.3M | $3.5B | ||
| Q3 24 | $-96.2M | $3.7B | ||
| Q2 24 | $-146.8M | $3.9B | ||
| Q1 24 | $6.7M | $3.7B |
| Q4 25 | $2.9B | $14.0B | ||
| Q3 25 | $2.9B | $15.7B | ||
| Q2 25 | $2.7B | $15.9B | ||
| Q1 25 | $2.6B | $14.0B | ||
| Q4 24 | $2.5B | $13.3B | ||
| Q3 24 | $2.5B | $11.9B | ||
| Q2 24 | $2.5B | $12.8B | ||
| Q1 24 | $2.5B | $11.7B |
| Q4 25 | 10.52× | — | ||
| Q3 25 | 12.81× | 1.73× | ||
| Q2 25 | — | 1.69× | ||
| Q1 25 | — | 1.25× | ||
| Q4 24 | — | 1.07× | ||
| Q3 24 | — | 0.85× | ||
| Q2 24 | — | 1.01× | ||
| Q1 24 | 252.00× | 0.84× |
Cash Flow & Capital Efficiency
How much cash each business actually produces after reinvestment. Net income can be massaged; cash flow is harder to fake.
| Metric | | |
|---|---|---|
| Operating Cash FlowLast quarter | $85.7M | $313.0M |
| Free Cash FlowOCF − Capex | $64.1M | $236.0M |
| FCF MarginFCF / Revenue | 16.4% | 13.2% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 5.5% | 4.3% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.35× | — |
| TTM Free Cash FlowTrailing 4 quarters | $163.6M | $159.0M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $85.7M | $313.0M | ||
| Q3 25 | $68.7M | $-20.0M | ||
| Q2 25 | $95.6M | $-67.0M | ||
| Q1 25 | $20.5M | $153.0M | ||
| Q4 24 | $82.9M | $235.0M | ||
| Q3 24 | $122.9M | $-21.0M | ||
| Q2 24 | $111.9M | $177.0M | ||
| Q1 24 | $1.7M | $242.0M |
| Q4 25 | $64.1M | $236.0M | ||
| Q3 25 | $49.1M | $-89.0M | ||
| Q2 25 | $65.4M | $-111.0M | ||
| Q1 25 | $-15.0M | $123.0M | ||
| Q4 24 | $57.4M | $184.0M | ||
| Q3 24 | $92.6M | $-64.0M | ||
| Q2 24 | $86.6M | $135.0M | ||
| Q1 24 | $-23.8M | $208.0M |
| Q4 25 | 16.4% | 13.2% | ||
| Q3 25 | 11.0% | -5.0% | ||
| Q2 25 | 15.3% | -6.1% | ||
| Q1 25 | -4.5% | 7.2% | ||
| Q4 24 | 14.7% | 11.5% | ||
| Q3 24 | 21.6% | -3.9% | ||
| Q2 24 | 19.9% | 7.9% | ||
| Q1 24 | -7.2% | 12.1% |
| Q4 25 | 5.5% | 4.3% | ||
| Q3 25 | 4.4% | 3.9% | ||
| Q2 25 | 7.1% | 2.4% | ||
| Q1 25 | 10.7% | 1.7% | ||
| Q4 24 | 6.5% | 3.2% | ||
| Q3 24 | 7.1% | 2.6% | ||
| Q2 24 | 5.8% | 2.5% | ||
| Q1 24 | 7.7% | 2.0% |
| Q4 25 | 1.35× | — | ||
| Q3 25 | 0.38× | — | ||
| Q2 25 | 1.17× | — | ||
| Q1 25 | 0.46× | 7.65× | ||
| Q4 24 | 1.09× | — | ||
| Q3 24 | 1.16× | -0.04× | ||
| Q2 24 | 1.28× | 0.49× | ||
| Q1 24 | 0.06× | 0.46× |
Financial Flow Comparison
Sankey diagram of revenue → gross profit → operating profit → net profit for each company. Charts shown full-width and stacked so both segment hierarchies are readable side-by-side on desktop and mobile.
Revenue Breakdown by Segment
CHH
| Franchise And Management Fees | $157.3M | 40% |
| Revenue For Reimbursable Costs From Franchised And Managed Properties | $156.0M | 40% |
| Partnership Services And Fees | $32.5M | 8% |
| Owned Hotels | $30.1M | 8% |
| Other Revenue Topic606And Not Topic606 | $14.3M | 4% |
H
| Other | $627.0M | 35% |
| Rooms Revenue | $326.0M | 18% |
| Net Fees | $290.0M | 16% |
| Distribution Segment | $177.0M | 10% |
| Franchise And Other Fees | $114.0M | 6% |
| Base Management Fees | $112.0M | 6% |
| Incentive Management Fees | $81.0M | 5% |
| Other Owned And Leased Hotel Revenue | $41.0M | 2% |
| Contra Revenue | $17.0M | 1% |
| Other Revenues | $4.0M | 0% |
