Hotels as an asset class — the hub for this library's hospitality cluster
A hotel is an operating business collateralized by real estate — value, tax treatment, debt sizing, staffing, and the exit all follow from that split, not from the building alone. This page is the entry point to the library's hospitality cluster: the metrics that govern any hotel, the four ways to invest, financing, underwriting, valuation, franchise economics, management agreements, and cost segregation.
Treating a hotel purchase as a real-estate deal with a lobby is the most expensive first mistake a buyer can make. The building is usually the smaller part of what changes hands — the larger part is a business with its own P&L, its own labor force, its own brand relationship, and revenue that reprices nightly rather than on a lease cycle. Every other page in this cluster follows from that one distinction.
On this site's own thirteen-asset-class scorecard, hospitality and branded residential score a modest +0.5 out of a possible ±5 for the 2025–2035 decade — positive, but toward the bottom of the ranked thirteen, with luxury and branded residential product outperforming full-service urban stock. That is not a reason to avoid the class; it is a reason to underwrite it like the operating business it is, which is what the rest of this cluster is built to help you do.
Start with the metrics ladder if the vocabulary is new — RevPAR, GOP, DSCR, cash-on-cash — or go straight to whichever question matches your situation: buying one, financing one, valuing one, reading a franchise or management agreement, or claiming the tax treatment that makes hotels the strongest cost-segregation asset class in real estate.