Marketing executive Jason Zim is on the road 10 to 12 weekends a year, but those travels—and hotel stays—are not for work, but to watch his 12-year-old daughter Alexa compete in cheerleading competitions.
“Alexa already knows her favorite cities and hotel brands,” said Zim. “We have spent a lot of time and money to take her to competitions.”
Traveling for Alexa’s competitions isn’t the only time he hits the road for sports. He has also traveled around the country to see his favorite local teams face off in different cities.
The Omni Hotel at the Battery Atlanta overlooks Truist Park, home of Major League Baseball’s Atlanta Braves.
Zim is certainly not alone in his spending on sports travel, with a report from Research and Markets estimating that the global sports tourism market was $1.1 trillion in 2023 alone and projecting it to reach $2.4 trillion by 2030.
Guests in the stands
A recent study by Expedia Group found that sports tourism currently represents 10% of all global tourism spending. When asked about their most recent trip, respondents in the study reported spending an average of more than $1,500 across various trip elements, with travelers who stayed overnight spending an average of $480 on their accommodations.
“These findings clearly show that sports tourism has evolved far beyond just attending games; it’s become a catalyst for broader travel experiences and economic impact,” said Greg Schulze, chief commercial officer, Expedia Group. “Fans are creating rich travel itineraries around sporting events, exploring multiple destinations, prioritizing experiences with loved ones and taking time for activities beyond the stadium.”
Clearly, sports mean business for hoteliers, and they strive to provide a great experience for guests, while also enhancing the bottom line.
For Walter Isenberg, CEO, Sage Hospitality Group, sports tourism plays a critical role in driving occupancy across a diverse range of hotel types and markets. “It’s very important for our business,” he said. “From high school travel teams to major college and professional sports, we see consistent demand that fills rooms, even during typically slow periods.”
Greg Kennealey, CEO, Peregrine Hospitality, said that sports tourism “is a growing demand driver for our industry in every way.”
The traditional “big four” professional leagues and major college programs have long drawn traveling fan bases, but the picture has broadened significantly in recent years. As stadiums expand and diversify their use—hosting concerts, community events and non-sports entertainment—they are transforming into year-round destinations, anchoring entire entertainment districts.
“Even if there isn’t a game happening, these areas have restaurants, retail, residential and office space built around them,” Kennealey said. “And that creates ongoing demand for nearby hotels.”
This ripple effect is particularly valuable for select-service hotels, which often rely on steady, event-driven traffic to sustain occupancy, according to Kennealey.
“I have three daughters who all made travel teams, and we found ourselves staying in Hampton Inns and Residence Inns on weekends all over the place,” he said. “It’s a lot of travel and a lot of money, but from an industry perspective, it’s fantastic.”
The consistent influx of youth sports teams and their families generates business that’s not only reliable but also highly localized.
“You’ll get these showcase tournaments or regional events that suddenly fill every room in town,” said Kennealey. “Even on weekends where there’s no big corporate group or major citywide convention, these teams are coming in, and they need places to stay.”
Hotels should also embrace local sports happenings to create a sense of community—which will enhance the guest experience, noted Larry Cuculic, president/CEO, BWH Hotels.
“This year, we’re embracing the concept of community at our hotels—and the guest experience that comes with it,” he said. “Think about a hotel located in Tuscaloosa, AL, for example. There are some big weekends there, especially during football season. That hotel should fully embrace those moments—have the front desk staff wear Alabama jerseys, get into the spirit of the event. Sure, Auburn fans might be staying there, too, and that’s OK.”
He continued, “Ultimately, it’s about connection. Sports give hoteliers a great opportunity to connect with guests by tapping into the excitement and passion they bring with them.”
Those connections can also help create lifetime guests. “Another important thing to consider—and this might sound a little selfish—but we can’t forget that hotels are still businesses,” said Cuculic. “Think about the kids who are traveling with their parents for sports events. Those experiences stick with them. The memory of staying at a Best Western as a child can leave a lasting impression.”
He added, “Later in life, when those same kids grow up, become parents themselves and start traveling with their own families, they’ll remember those early experiences. That’s the next generation of guests, so if we take good care of those families now—especially the kids—they’ll remember. And that memory can turn into future loyalty.”
A team effort
With so many fans traveling for sports—and the potential for profit—it is only natural that professional teams have begun to partner with hotel brands and development firms to build integrated experiences around their stadiums.
These efforts are transforming the traditional game day into a multi-day, multi-faceted experience that blends hospitality and entertainment.
This concept is not something new. In 1989, when the SkyDome (now the Rogers Centre) opened in Toronto, a novelty at the time was a hotel (now the Toronto Marriott City Centre) attached to the stadium with views of the field.
For Omni Hotels & Resorts, the intersection of sports and hospitality isn’t just a trend—it’s become a core pillar of growth. As Dan Surette, the company’s chief sales officer, explained, the company has leaned into strategic partnerships with professional teams and leagues across the country, helping Omni hotels become deeply embedded in local sports ecosystems.
The Rally Hotel and McGregor Square are adjacent to Coors Field, home of baseball’s Colorado Rockies.
“We’re knee-deep in sports,” said Surette. “It wasn’t intentional at first, but now, with these relationships and the performance we’ve seen, it’s become a major part of how we grow.”
Omni’s first foray into sports integration began with a hotel development in San Diego, partnering with the Major League Baseball’s San Diego Padres. From there, the brand has expanded its sports-related footprint dramatically, forming partnerships with the Dallas Cowboys and Minnesota Vikings of the National Football League, Major League Baseball’s Atlanta Braves and the National Basketball Association’s Oklahoma City Thunder, and organizations like the PGA of America and the NCAA.
These aren’t just branding exercises. In many cases, Omni is physically embedded within team facilities or positioned adjacent to major sports venues, making it a seamless part of the fan and team experience.
“At the Omni Hotel at the Battery Atlanta, you’re sitting in right center field,” said Surette. “In San Diego, we have an entrance from the hotel into Petco Park. It’s great access for fans, and that makes a big difference.”
In Oklahoma City, Omni intentionally designed its top-floor rooms with higher ceilings and larger beds to accommodate visiting NBA players. “We built those rooms with these players in mind,” he said. “We wanted to do it right, and it’s made that hotel a preferred stay for visiting teams.”
From an operations standpoint, Omni’s proximity to stadiums unlocks high-yield opportunities that extend beyond game day. These properties have become venues for corporate events, fan activations and private celebrations, ranging from weddings to bar and bat mitzvahs.
“Those facilities aren’t just shut down in the offseason,” he said. “At The Star in Frisco, we’re sending guests year-round to tour the Cowboys headquarters. Groups rent the field. At Truist Park in Atlanta, you can host events on the field.”
Surette notes that sports tourism—from youth leagues to professional franchises—is a key revenue driver in several markets. For example, Omni Orlando at ChampionsGate offers eight full-size soccer fields and regularly hosts youth, collegiate and even international teams. “In Orlando, it’s a sizable piece of the business,” he said. “We’ve even got FIFA soccer teams staying with us next year for the World Cup.”
The benefit isn’t just measured in room nights. Aligning with sports brands, Surette said, elevates the Omni brand halo across all customer segments.
“The PGA Tour partnership is a great example,” he said. “Yes, there’s business from room nights and tournaments, but it’s also about being aligned with a prestigious, trusted brand. That kind of exposure raises our profile in every market.”
But these partnerships are not one-size-fits-all. Surette emphasized that each property leverages sports in a way that reflects its local context. At the Omni William Penn in Pittsburgh, it’s about a deep relationship with the Steelers. In Arizona, a new hotel on the Arizona State University campus uses design touches—like maroon mini-fridges and dorm-style decor—to connect with Sun Devils fans and alumni.
“Every hotel is a little different,” he said. “Some rely heavily on sports business, while others just tap into the atmosphere. Overall, it’s a big deal for our brand.”
Fan experience is also top of mind. Whether a guest is rooting for the home team or the opposition, the goal is to make them feel part of something special.
“We activate in the hotels with player appearances, giveaways, mascots at the pool—you name it,” Surette said. “Even in the offseason, fans want to be near their teams.”
In Denver, Major League Baseball’s Colorado Rockies teamed up with Sage Hospitality Group to create The Rally Hotel and McGregor Square, which are both adjacent to Coors Field.
Sage’s Isenberg and Rockies owner Dick Monfort both explained that this is about more than just proximity—it’s about alignment in values and vision.
“The team having the ownership aligned between the hospitality experience and the sports and entertainment experience is really important,” said Isenberg. “You want the quality of the experience to be good across both. If you have a bad experience at one or the other, it’s a reflection, in a way, because they’re connected.”
Monfort echoed this, stressing that the experience doesn’t stop once fans leave the stadium. “It’s not just the hotel; it’s the whole rest of it,” he said. “Having everything in the same area is really a good touch.”
The Rally Hotel and McGregor Square were developed not only to accommodate fans on game days but to create a destination that thrives 365 days a year. Isenberg was clear about that goal from the start. “I told Dick, ‘I’m not worried about the 82 home games. I’m worried about the other 280 days a year. How are we going to fill this place up?’”
Their answer? Diversification and activation. The square features Denver’s largest outdoor screen—ideal for broadcasting live events—surrounded by restaurants, bars, retail and significant meeting and event space.
“We do a lot of group business,” said Isenberg. “Companies love the space—they can light up the big screen with their logo, host events and never have to leave. From Thanksgiving through January, we have an ice rink. We’ve had the Colorado Symphony Orchestra perform, as well as movie nights and Derby parties. We probably do more than 200 events a year outside of baseball.”
Monfort emphasized that this mix of entertainment and amenities creates a magnet for both locals and visiting fans.
“If you come into town for two or three days, you don’t need to leave,” he said. “The hotel, the plaza, the bars, the restaurants—it’s all there. And if you want to explore, Union Station is just two blocks away.”
The success of McGregor Square has informed Sage’s expansion into other markets, including a new project in Indianapolis adjacent to the Gainbridge Fieldhouse, home to the National Basketball Association’s Indiana Pacers and the Women’s National Basketball Association’s Indiana Fever, with the Simon family, owners of those teams.
“This time, we’re building a bridge directly connecting the hotel to the arena,” Isenberg explained. “We’re designing rooms to NBA standards—bigger beds, taller showers—and aiming to host visiting teams. The arena has events 250 nights a year, so there’s tremendous opportunity.”
Isenberg also noted that despite differences in the sports, there are consistent lessons, noting, “You’ve got to have great meeting space, flexible indoor-outdoor areas and strong food and beverage. And above all, a focus on hospitality—clean, safe and welcoming. That’s what we aim to deliver.”
It’s not just about filling rooms or renting retail space—it’s about creating a shared atmosphere, one that blurs the line between sports and community.
Monfort sees this as the future of team developments. “If you look at any new stadium, whether basketball, football or baseball, it’s no longer just the venue,” he said. It’s a whole hub around it. That’s part of the economics but also part of the experience.”
League leaders
Besides partnering with individual teams, hotel brands have also partnered with a variety of leagues and associations.
BWH Hotels recently kicked off a partnership with the United Soccer League (USL) in April.
“We’ve long supported sports partnerships globally—from badminton in Denmark to basketball in Germany and hockey in Sweden—but the USL is a unique opportunity here in North America,” said Joelle Park, chief marketing officer, BWH Hotels. “Soccer’s popularity is rising in the U.S., and the USL’s community-driven model fits perfectly with our values.”
The league, which oversees multiple tiers of professional and developmental soccer across the U.S., offers Best Western a way to reach local communities that may be underserved by Major League Soccer.
“The USL brings professional soccer to regions that might not otherwise have access to the sport,” Park said. “That aligns beautifully with our own footprint. Many of our hotels are in secondary or tertiary markets where others aren’t.”
The collaboration includes more than just sponsorship. Best Western is integrating its brand across USL broadcasts and in-stadium experiences, while also presenting the league’s new “Hometown Hero” award—an initiative that celebrates community members making a positive impact.
“It’s about more than soccer,” Park explained. “It’s about recognizing the people behind these communities, much like how we aim to bring local culture into our hotel experiences.”
Cuculic added, “What I loved about the product is it reaches down into youth soccer and supports that next generation of sports athletes, and it fits so well into our concept of the importance of family. So, if we’re going to be involved in a professional league, it shouldn’t just be about that. It should be about, I’ll call it, ‘generational growth of a sport.’ It’s exciting for us. It’s also great timing with the World Cup coming to North America. Here we are the early days of what’s going to be a huge event next year in the U.S.”
From a practical standpoint, the partnership also looks to support teams and fans on the move. While accommodations for USL clubs are still being finalized, conversations are underway to host teams across Best Western’s properties.
“With clubs spread from Sacramento to Louisville, and here in Phoenix with Phoenix Rising, we’re positioned to meet those travel needs,” said Park.
This collaboration complements Best Western’s broader engagement in the sports world. The brand also maintains a strong marketing presence with Major League Baseball, and although not an official sponsor, it reaches baseball fans during peak travel seasons.
Internationally, the company’s sports portfolio continues to grow. “People often don’t realize Best Western operates 18 brands worldwide,” Park noted. “In Italy, we sponsor a major bike race. In Germany, we’re the official hotel partner for the German Basketball Association. Our approach is globally consistent but locally relevant.”
