As wellness and recovery continue shaping traveler expectations, sleep quality has become a key factor in hospitality. In its recent report, Sleep in Hospitality: A Strategic Asset for Guest Experience - Insights - RLA Global, it was highlighted how rest has become a new frontier for differentiation. At HotStats, we see this trend reflected financially — even though we don’t measure sleep directly, our global benchmarking data shows a clear pattern: hotels that invest in wellness perform better, both in revenue and, more importantly, in profit.
Wellness Is Quietly Boosting Profitability
Comparing performance between H1 2024 and H1 2025, HotStats data reveals that hotels with dedicated wellness amenities — from full-service spas to broader well-being programs — achieved a measurable uplift in profitability. Globally, properties categorized as having major wellness facilities reported an average GOPPAR increase of 4–6%, with ADR growth averaging 2–3% year-over-year.
By contrast, properties without wellness features saw more modest growth, largely driven by rate rather than improved efficiency or contribution margin. That distinction is important: wellness-oriented hotels are not only commanding higher room rates but also converting that revenue into profit more effectively.
Luxury hotels show this most clearly. Among luxury properties, those offering major wellness programs — including sleep-enhancing amenities, spa retreats, or holistic guest well-being experiences — delivered approximately 3% higher ADR and 4% stronger GOPPAR compared to those without. Even hotels with minor wellness offerings (aromatherapy, circadian lighting, or yoga-led guest programs) enjoyed roughly 6% greater profit per available room over the same period.
Profit Stability Is Emerging as a Wellness Advantage
Beyond year-on-year growth, wellness-oriented properties displayed lower GOPPAR volatility, suggesting greater resilience across market cycles. While non-wellness hotels exhibited sharper fluctuations between strong and weak months, those with established wellness programs maintained steadier margins throughout the period.
For owners and asset managers, this is particularly significant. A consistent GOPPAR trajectory reflects not only strong demand but also a healthier cost structure. Wellness initiatives — often associated with higher initial investment — can, in practice, enhance efficiency by increasing guest length of stay and in-resort spending. For example, guests booking a “wellness weekend” or “sleep recovery package” tend to use more on-site facilities, driving higher total revenue per available room (TRevPAR) while diluting fixed costs across multiple spending touchpoints.
The Ripple Effect Across Departments
Wellness doesn’t just impact Rooms. Our benchmarking reveals that non-room departments — especially F&B and Spa — benefit significantly from properties investing in guest well-being. Among luxury hotels with wellness programs, food and beverage revenues grew by up to 3% compared to those without, while spa-related departments achieved double-digit profit margins.
Even where sleep or rest-oriented amenities are harder to quantify in financial terms, the effect appears indirectly through departmental profit performance. Sleep-enhancing touches — from blackout drapes and premium mattresses to pillow menus or circadian lighting — often fall under operating supplies, linen, or miscellaneous expenses. Yet, these investments contribute to higher guest satisfaction and loyalty, which in turn support long-term rate growth and occupancy stability.
Benchmarking Wellness as a Business Strategy
What’s striking in the data is that wellness correlates with profit discipline. Major wellness properties tend to exhibit better departmental cost ratios, suggesting operational mindfulness extends beyond guest-facing programs. In other words, hotels that commit to wellness as a guest experience philosophy also tend to run their businesses more efficiently.
This connection between “guest well-being” and “business well-being” is becoming harder to ignore. Hotel benchmarking is evolving beyond traditional KPIs like ADR and RevPAR to encompass the drivers behind profitability — how service design, experience innovation, and brand differentiation manifest in measurable P&L outcomes.
Where Sleep Meets the Bottom Line
RLA Global’s research underscores the same conclusion from a guest perspective: sleep is not a luxury; it’s a loyalty driver. Travelers increasingly judge their stay experience by rest quality, which influences not just reviews but repeat booking behavior. When combined with HotStats’ profitability data, the message is clear — hotels that prioritize rest and recovery aren’t just improving experience; they’re engineering sustainable profit.
The intersection of wellness and profitability is where future advantage lies. Whether a hotel introduces small-scale sleep-enhancing features or develops a full wellness ecosystem, the key is to measure outcomes — to connect guest sentiment with departmental profitability. That’s where benchmarking intelligence proves essential.
At HotStats, we call this Profitability Intelligence — the ability to translate operational and experiential initiatives into financial performance. In the case of wellness, the ROI is more than evident. Recent advances in sleep technology — such as science-based systems like those developed by FreshBed, designed to regulate temperature and air quality — show how innovation in rest environments can directly enhance both guest experience and profitability. In short, better rest leads to better business.
This article was developed in collaboration with RLA Global.