07/20/2026

2026 Issue

Hotel Valuations in

Today's market

Compiled by Ahmed Kabani, CEO, Kabani Hotel Group | July 20, 2026


Hotel values rarely move in one direction at once, and 2026 is proving that out. The market has settled into a period of divergence, quality, location, and capital structure now separate winners from laggards more sharply than the headline RevPAR numbers suggest. Here's what's actually driving value right now, and what it means for owners weighing a sale, a refinance, or a long-term hold.


1. Debt Is Back: But Selective

Financing has genuinely loosened since the Fed's roughly 300 basis points of rate cuts beginning in late 2024, and capital is available across nearly the full price spectrum for credible borrowers. But terms diverge sharply by asset quality: CMBS is pricing 6.5%–8.5% at 65%–70% LTV, life companies 6%–7%, and bridge/debt funds 8%–15%. Cap rates follow the same split , high-6% to 8% for luxury and upper-upscale, well into the double digits for midscale and tertiary-market product. In practice, well-capitalized assets in strong locations are drawing real lender competition, while marginal properties are struggling to clear a quote from the same lender list.


2. Supply Stays Tight: For Now

Elevated construction costs and tighter development financing continue to slow new hotel supply, which is generally supportive of value for existing, well-run assets in markets without a wave of new competition on the horizon. But two offsetting forces are worth watching: rate relief may push a meaningful share of aging U.S. inventory onto the market as owners look to sell, and maturing CMBS debt will force additional transactions regardless of whether sellers are ready. Markets with limited new supply and solid demand should keep outperforming those still absorbing recent deliveries.


3. PIP Liability Is a Line Item, Not an Afterthought

Buyers in 2026 are pricing Property Improvement Plan obligations directly into offers , often $5,000 to $15,000 per key for brand-mandated work, rather than treating it as a rounding error. Deferred renovations, or a property that hasn't been benchmarked against current brand standards recently, show up immediately as a deduction in price. Owners current on PIP requirements capture a cleaner number, since the cost of catching up otherwise falls on the buyer's pricing, not the seller's.


4. Segment Your Revenue Before You Value the Hotel

A hotel isn't one business, it's rooms, food and beverage, meetings and conventions, and sometimes spa or parking, each with very different profitability. Two hotels with identical total revenue can have very different values if one segment, say a money-losing convention operation, is dragging down otherwise strong lodging and restaurant earnings. That's why appraisers favor income- and cash-flow-based methods over a simple revenue multiple, and why a well-run hotel should keep separate P&Ls for each business line, clean, segmented financials directly support a stronger, better-defended valuation.


5. Know Which "Value" You're Solving For

"Value" isn't a single fixed number, it depends on why the valuation is being done. Fair market value assumes a willing, informed buyer and seller under no compulsion to transact, and is the standard used in most estate, gift tax, and ESOP work. Financial buyers price around their required return; strategic buyers, often larger chains expanding market share, will frequently pay above fair market value because they're underwriting synergies the seller's own financials don't capture. Be clear which standard applies to your situation, and be cautious anchoring to "dream value" or book value, neither of which typically reflects what the market will actually pay.


6. Check the Tax Assessment Annually

As pandemic-era property tax relief winds down, many jurisdictions are reverting to pre-pandemic assessment approaches, and owners shouldn't assume their current assessment reflects the property's actual performance. Two methods are commonly used to separate real estate value from business value for tax purposes: the Rushmore Method, which simply strips out management and franchise fees, and the more detailed Business Enterprise Value Method, which allocates income across each business component. Courts in California and Florida have sided with the more granular Business Enterprise Value approach in key cases over the past decade, giving owners real grounds to challenge assessments that overstate real estate's share of total value.


The Bottom Line

Value in 2026 comes down to financing quality, exposure to new supply, PIP readiness, the strength of each revenue segment, and knowing which standard of value applies to your situation. Owners who stay ahead of these, with clean financials and a current read on brand compliance, are best positioned to sell, refinance, or hold on their own terms.


Sources

• Hospitality Outlook 2026, Walker & Dunlop — https://www.walkerdunlop.com/outlooks/hospitality-outlook-2026

• JLL report: Hotel investment market dynamics looking up in 2026, Hotel Management — https://www.hotelmanagement.net/data-trends/jll-report-hotel-investment-market-dynamics-looking-2026

• 2026 Global Hotel Investment Outlook, JLL Newsroom — https://www.jll.com/en-us/newsroom/2026-global-hotel-investment-outlook-report

• 2026 Hospitality Outlook, Matthews — https://www.matthews.com/market_insights/2026-hospitality-outlook

• Global Hotel Investment Outlook 2026, JLL — https://www.jll.com/en-us/insights/market-outlook/global-hotel-investment

• U.S. Hospitality Market Outlook 2026, MMCG Investments — https://www.mmcginvest.com/post/u-s-hospitality-market-outlook-2026-current-conditions-investment-trends-and-five-year-forecast

• Hotel Business Valuation: 2026 Multiples Guide, CT Acquisitions — https://ctacquisitions.com/hotel-business-valuation/

• How Do You Value a Hotel? Complete Guide, Fair Value Price — https://fairvalueprice.com/how-do-you-value-a-hotel

• Hotel Investment Market Shows Strong Momentum Heading Into 2026, RadCRE — https://radcre.com/blog/market-updates/1





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AHMED KABANI

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Ahmed.Kabani@KabaniHotelGroup.com

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