In 2017, the 1,281 properties in the U.S. designated by BLLA and CBRE as boutique and lifestyle hotels achieved an aggregated occupancy of 70.5 percent, and an ADR of $208.52. This represents a 6.9 percent occupancy premium, and a 64.7 percent ADR premium, compared to the performance of the overall U.S. lodging industry for the year. During 2017, hotels in the Boutique-Lifestyle Brands/Upper-Upscale category achieved the greatest occupancy level (79.6%), while the boutique properties that are either non-branded, or members of a referral group earned the highest ADR ($253.14).Through June of 2018, the boutique segment appears to be maintaining its premium performance levels. Through the first six months of the year, RevPAR levels are up nearly 5.0 percent from the first half of 2017. Leading the RevPAR gains are the boutique properties in the Legacy Brands/Lower-Priced and Boutique-Lifestyle Brands/Luxury segments.Looking towards 2019, all six categories are once again forecast to achieve gains in RevPAR. However, like the U.S. lodging industry as a whole, the pace of RevPAR growth will slow down. Boutique-Lifestyle Brands/Luxury properties are projected to enjoy a RevPAR gain of 3.1 percent in 2019. RevPAR growth for the remaining five categories is expected to be less than 2.0 percent.
Because of the comparatively high levels of personal service and food and beverage offerings, boutique hotels do achieve relatively low profit margins compared to industry-wide benchmarks. Using data from CBRE's Trends® in the Hotel Industry survey, properties that meet the BLLA/CBRE definition of a boutique hotel achieved an average gross operating profit (GOP) margin of 33.8 percent in 2017. This is less than the 38.3 percent average for all hotels in the Trends® sample.The impact of the higher levels of labor and food and beverage can be seen in the total operated departmental expense ratios. On average, the boutique hotels in the Trends® sample averaged a total departmental expense ratio of 41.0 percent of total operating revenue. This is greater than the 37.5 percent average for the entire Trends® sample. Conversely, the average undistributed department expense ratio for boutique hotels (25.2%) is just slightly above the overall sample average of 24.3 percent.As would be expected, GOP margins for boutique hotels are clearly influenced by the offering of food and beverage. Boutique hotels that have restaurants and lounges achieved a GOP margin of 33.3 percent in 2017. Concurrently, boutique properties that do not offer food and beverage service averaged 47.1 percent. When analyzing GOP margins across the six competitive classification categories, we find an inverse correlation between the ratio of food and beverage revenue to total revenue, and the GOP margin.
For owners and developers, an investment in boutique and lifestyle hotels is an investment in hospitality. Historically, this segment has been at the forefront of new and creative facilities, services, and amenities all aimed at providing a more personal level of service and a unique experience. Yes, this puts a strain on operating expenses, and therefore limits the flow through to the bottom-line. Fortunately, the premium occupancy and ADRs achieved by these hotels provide the opportunity to achieve profit levels that deliver the desired return on investment.
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Robert Mandelbaum is the Director of Research Information Services for CBRE Hotels Americas Research. He is based in the firm’s Atlanta office, where he is in charge of Research Information Services. Research Information Services produces the annual Trends® in the Hotel Industry statistical report, along with customized financial and operational analyses for client projects. On a quarterly basis, CBRE Hotels produces five-year forecasts of performance for six national chain-scales, six national location categories, and 55 major U.S cities using its proprietary Hotel Horizons® econometric forecasting model. Mr. Mandelbaum began his hospitality industry career with Holiday Inns, Inc. in Memphis, Tennessee. He started his career with the firm in 1983 in the Memphis office of Pannell Kerr Forster, where he conducted market and financial feasibility studies and operational analyses for hotel, restaurant, club, and conference center clients. Prior to moving to Atlanta in November 1997, he also worked in PKF’s San Francisco office. Mr. Mandelbaum holds a Bachelor of Science degree from Cornell University. He serves on the American Hotel and Lodging Association’s (AH&LA) Financial Management Committee that is responsible for preparing the Uniform System of Accounts for the Lodging Industry (USALI). In addition, he is a member of the Hospitality Financial and Technology Professionals (HFTP) association. He is on the executive board of the Cornell Hotel Society, the author of articles for industry trade publications, a guest lecturer at college and university hotel school programs, and a speaker at industry forums.