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Side-by-side financial comparison of CHOICE HOTELS INTERNATIONAL INC /DE (CHH) and Park Hotels & Resorts Inc. (PK), based on the latest 10-Q / 10-K filings. Click either name above to swap in a different company.
Park Hotels & Resorts Inc. is the larger business by last-quarter revenue ($629.0M vs $390.1M, roughly 1.6× CHOICE HOTELS INTERNATIONAL INC /DE). CHOICE HOTELS INTERNATIONAL INC /DE runs the higher net margin — 16.3% vs -32.6%, a 48.9% gap on every dollar of revenue. On growth, Park Hotels & Resorts Inc. posted the faster year-over-year revenue change (0.6% vs 0.1%). CHOICE HOTELS INTERNATIONAL INC /DE produced more free cash flow last quarter ($64.1M vs $-3.0M). Over the past eight quarters, CHOICE HOTELS INTERNATIONAL INC /DE's revenue compounded faster (8.4% CAGR vs -0.8%).
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.
Park Hotels & Resorts is an American real estate investment trust (REIT) focused on hotel properties, based in Tysons, Virginia. It was formed in 2017 as a spin-off from Hilton Worldwide.
CHH vs PK — Head-to-Head
Income Statement — Q4 2025 vs Q4 2025
| Metric | | |
|---|---|---|
| Revenue | $390.1M | $629.0M |
| Net Profit | $63.7M | $-205.0M |
| Gross Margin | — | — |
| Operating Margin | 26.0% | -26.1% |
| Net Margin | 16.3% | -32.6% |
| Revenue YoY | 0.1% | 0.6% |
| Net Profit YoY | -16.0% | -410.6% |
| EPS (diluted) | $1.35 | $-1.04 |
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 | $629.0M | ||
| Q3 25 | $447.3M | $610.0M | ||
| Q2 25 | $426.4M | $672.0M | ||
| Q1 25 | $332.9M | $630.0M | ||
| Q4 24 | $389.8M | $625.0M | ||
| Q3 24 | $428.0M | $649.0M | ||
| Q2 24 | $435.2M | $686.0M | ||
| Q1 24 | $331.9M | $639.0M |
| Q4 25 | $63.7M | $-205.0M | ||
| Q3 25 | $180.0M | $-16.0M | ||
| Q2 25 | $81.7M | $-5.0M | ||
| Q1 25 | $44.5M | $-57.0M | ||
| Q4 24 | $75.8M | $66.0M | ||
| Q3 24 | $105.7M | $54.0M | ||
| Q2 24 | $87.1M | $64.0M | ||
| Q1 24 | $31.0M | $28.0M |
| Q4 25 | 26.0% | -26.1% | ||
| Q3 25 | 31.8% | 9.7% | ||
| Q2 25 | 29.2% | 9.7% | ||
| Q1 25 | 24.0% | 1.1% | ||
| Q4 24 | 30.6% | 13.3% | ||
| Q3 24 | 35.5% | 14.6% | ||
| Q2 24 | 30.5% | 17.6% | ||
| Q1 24 | 18.1% | 14.4% |
| Q4 25 | 16.3% | -32.6% | ||
| Q3 25 | 40.2% | -2.6% | ||
| Q2 25 | 19.2% | -0.7% | ||
| Q1 25 | 13.4% | -9.0% | ||
| Q4 24 | 19.4% | 10.6% | ||
| Q3 24 | 24.7% | 8.3% | ||
| Q2 24 | 20.0% | 9.3% | ||
| Q1 24 | 9.3% | 4.4% |
| Q4 25 | $1.35 | $-1.04 | ||
| Q3 25 | $3.86 | $-0.08 | ||
| Q2 25 | $1.75 | $-0.02 | ||
| Q1 25 | $0.94 | $-0.29 | ||
| Q4 24 | $1.56 | $0.32 | ||
| Q3 24 | $2.22 | $0.26 | ||
| Q2 24 | $1.80 | $0.30 | ||
| Q1 24 | $0.62 | $0.13 |
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 | $232.0M |
| Total DebtLower is stronger | $1.9B | $3.9B |
| Stockholders' EquityBook value | $181.2M | $3.1B |
| Total Assets | $2.9B | $7.7B |
| Debt / EquityLower = less leverage | 10.52× | 1.23× |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $45.0M | $232.0M | ||
| Q3 25 | $52.6M | $278.0M | ||
| Q2 25 | $58.6M | $319.0M | ||
| Q1 25 | $40.1M | $233.0M | ||
| Q4 24 | $40.2M | $402.0M | ||
| Q3 24 | $58.6M | $480.0M | ||
| Q2 24 | $60.4M | $449.0M | ||
| Q1 24 | $42.1M | $378.0M |
| Q4 25 | $1.9B | $3.9B | ||
| Q3 25 | $1.9B | $3.9B | ||
| Q2 25 | $1.9B | $3.9B | ||
| Q1 25 | $1.9B | $3.9B | ||
| Q4 24 | $1.8B | $3.9B | ||
| Q3 24 | $1.8B | $3.9B | ||
| Q2 24 | $1.9B | $3.9B | ||
| Q1 24 | $1.7B | $3.8B |
| Q4 25 | $181.2M | $3.1B | ||
| Q3 25 | $149.8M | $3.4B | ||
| Q2 25 | $-26.2M | $3.4B | ||
| Q1 25 | $-63.9M | $3.5B | ||
| Q4 24 | $-45.3M | $3.6B | ||
| Q3 24 | $-96.2M | $3.8B | ||
| Q2 24 | $-146.8M | $3.8B | ||
| Q1 24 | $6.7M | $3.8B |
| Q4 25 | $2.9B | $7.7B | ||
| Q3 25 | $2.9B | $8.8B | ||
| Q2 25 | $2.7B | $8.9B | ||
| Q1 25 | $2.6B | $8.9B | ||
| Q4 24 | $2.5B | $9.2B | ||
| Q3 24 | $2.5B | $9.2B | ||
| Q2 24 | $2.5B | $9.2B | ||
| Q1 24 | $2.5B | $9.1B |
| Q4 25 | 10.52× | 1.23× | ||
| Q3 25 | 12.81× | 1.14× | ||
| Q2 25 | — | 1.12× | ||
| Q1 25 | — | 1.11× | ||
| Q4 24 | — | 1.06× | ||
| Q3 24 | — | 1.03× | ||
| Q2 24 | — | 1.03× | ||
| Q1 24 | 252.00× | 1.00× |
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 | $105.0M |
| Free Cash FlowOCF − Capex | $64.1M | $-3.0M |
| FCF MarginFCF / Revenue | 16.4% | -0.5% |
| Capex IntensityCapex / Revenue; lower = less reinvestment burden | 5.5% | 17.2% |
| Cash ConversionOCF / Net Profit; >1× = earnings back up with cash | 1.35× | — |
| TTM Free Cash FlowTrailing 4 quarters | $163.6M | $102.0M |
8-quarter trend — quarters aligned by calendar period so offset fiscal years match up.
| Q4 25 | $85.7M | $105.0M | ||
| Q3 25 | $68.7M | $99.0M | ||
| Q2 25 | $95.6M | $108.0M | ||
| Q1 25 | $20.5M | $86.0M | ||
| Q4 24 | $82.9M | $80.0M | ||
| Q3 24 | $122.9M | $140.0M | ||
| Q2 24 | $111.9M | $117.0M | ||
| Q1 24 | $1.7M | $92.0M |
| Q4 25 | $64.1M | $-3.0M | ||
| Q3 25 | $49.1M | $31.0M | ||
| Q2 25 | $65.4M | $65.0M | ||
| Q1 25 | $-15.0M | $9.0M | ||
| Q4 24 | $57.4M | $17.0M | ||
| Q3 24 | $92.6M | $97.0M | ||
| Q2 24 | $86.6M | $66.0M | ||
| Q1 24 | $-23.8M | $22.0M |
| Q4 25 | 16.4% | -0.5% | ||
| Q3 25 | 11.0% | 5.1% | ||
| Q2 25 | 15.3% | 9.7% | ||
| Q1 25 | -4.5% | 1.4% | ||
| Q4 24 | 14.7% | 2.7% | ||
| Q3 24 | 21.6% | 14.9% | ||
| Q2 24 | 19.9% | 9.6% | ||
| Q1 24 | -7.2% | 3.4% |
| Q4 25 | 5.5% | 17.2% | ||
| Q3 25 | 4.4% | 11.1% | ||
| Q2 25 | 7.1% | 6.4% | ||
| Q1 25 | 10.7% | 12.2% | ||
| Q4 24 | 6.5% | 10.1% | ||
| Q3 24 | 7.1% | 6.6% | ||
| Q2 24 | 5.8% | 7.4% | ||
| Q1 24 | 7.7% | 11.0% |
| Q4 25 | 1.35× | — | ||
| Q3 25 | 0.38× | — | ||
| Q2 25 | 1.17× | — | ||
| Q1 25 | 0.46× | — | ||
| Q4 24 | 1.09× | 1.21× | ||
| Q3 24 | 1.16× | 2.59× | ||
| Q2 24 | 1.28× | 1.83× | ||
| Q1 24 | 0.06× | 3.29× |
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% |
PK
| Occupancy | $371.0M | 59% |
| Food And Beverage | $173.0M | 28% |
| Ancillary Hotel | $61.0M | 10% |
| Hotel Other | $24.0M | 4% |
