WHITE PLAINS, N.Y.--July 28, 2011--Starwood Hotels &
Resorts Worldwide, Inc. (NYSE: HOT) today reported second quarter 2011
financial results.
“We continue to see strong demand across both business and
leisure travelers. This demand fueled growth across each of our nine
distinct and compelling brands. Our efforts to hold the line on costs
enabled us to beat EBITDA and EPS expectations in the quarter.”
Second Quarter 2011 Highlights
- Excluding special items, EPS from
continuing operations was $0.50, an increase of 43% compared to 2010.
Including special items, EPS from continuing operations was $0.77.
- Adjusted EBITDA was $262 million.
- Excluding special items, income
from continuing operations was $97 million. Including special items,
income from continuing operations was $150 million.
- Worldwide System-wide REVPAR for
Same-Store Hotels increased 11.8% (8.2% in constant dollars) compared
to 2010. System-wide REVPAR for Same-Store Hotels in North America
increased 9.5% (8.7% in constant dollars).
- Management fees, franchise fees
and other income increased 13.6% compared to 2010.
- Worldwide Same-Store
company-operated gross operating profit margins increased approximately
90 basis points compared to 2010. Gross operating profits were
negatively impacted by events in the Middle East, North Africa and
Japan.
- Worldwide REVPAR for Starwood
branded Same-Store Owned Hotels increased 18.5% (12.5% in constant
dollars) compared to 2010. REVPAR for Starwood branded Same-Store Owned
Hotels in North America increased 10.8% (8.7% in constant dollars).
- Margins at Starwood branded
Same-Store Owned Hotels Worldwide increased approximately 225 basis
points compared to 2010.
- Earnings from our vacation
ownership and residential business were flat compared to 2010.
- During the quarter, the Company
completed the sales of two wholly-owned hotels and one consolidated
joint venture hotel for cash proceeds of approximately $281 million and
the assumption of approximately $57 million of debt by the buyer.
- During the quarter, the Company
signed 22 hotel management and franchise contracts representing
approximately 5,900 rooms and opened 13 hotels and resorts with
approximately 2,900 rooms.
Second Quarter 2011 Earnings Summary
Starwood Hotels & Resorts Worldwide, Inc. (“Starwood” or
the “Company”) today reported EPS from continuing operations for the
second quarter of 2011 of $0.77 per share compared to $0.42 in the
second quarter of 2010. Excluding special items, EPS from continuing
operations was $0.50 for the second quarter of 2011 compared to $0.35
in the second quarter of 2010. Special items in the second quarter of
2011, which totaled $53 million (after-tax), primarily relate to a tax
benefit associated with the sale of two wholly-owned hotels. Excluding
special items, the effective income tax rate in the second quarter of
2011 was 25.4%, compared to 16.1% in the second quarter of 2010.
Income from continuing operations was $150 million in the
second quarter of 2011 compared to $79 million in the second quarter of
2010. Excluding special items, income from continuing operations was
$97 million in the second quarter of 2011 compared to $67 million in
the second quarter of 2010.
Net income was $131 million and $0.68 per share in the second
quarter of 2011 compared to $114 million and $0.61 per share in the
second quarter of 2010. Net income in the second quarter of 2011
includes an $18 million after-tax loss in discontinued operations from
the sale of a consolidated joint venture hotel and net income in the
second quarter of 2010 included a $36 million after-tax gain in
discontinued operations from the sale of a wholly-owned hotel.
Frits van Paasschen, CEO said, “We continue to see strong
demand across both business and leisure travelers. This demand fueled
growth across each of our nine distinct and compelling brands. Our
efforts to hold the line on costs enabled us to beat EBITDA and EPS
expectations in the quarter."
“Our senior leadership team relocated to China for the month
of June as part of an effort to get closer to this growing market.
Being there has reinforced our view that China and other rapidly
growing markets represent a once-in-a-lifetime growth opportunity for
us. Our asset light business model and global brands are
well-positioned to benefit from this phenomenon."
Six Months Ended June 30, 2011
Earnings Summary
Income from continuing operations was $179 million in the six
months ended June 30, 2011 compared to $109 million in the same period
in 2010. Excluding special items, income from continuing operations was
$155 million in the six months ended June 30, 2011 compared to $91
million in the same period in 2010.
Net income was $159 million and $0.82 per share in the six
months ended June 30, 2011 compared to $144 million and $0.77 per share
in the same period in 2010.
Adjusted EBITDA was $470 million in the six months ended June
30, 2011 compared to $405 million in the same period in 2010.
Second Quarter 2011 Operating Results
Management and Franchise Revenues
Worldwide System-wide REVPAR for Same-Store Hotels increased
11.8% (8.2%in constant dollars) compared to the second quarter of 2010.
International System-wide REVPAR for Same-Store Hotels increased 14.8%
(7.4% in constant dollars).
Worldwide System-wide REVPAR for Same-Store changes by
region:
|
|
|
|
|
|
REVPAR |
|
Region |
|
Reported |
|
Constant
dollars |
|
North America |
|
9.5% |
|
8.7% |
|
Europe |
|
24.8% |
|
12.2% |
|
Asia Pacific |
|
14.4% |
|
7.3% |
|
Africa and the Middle East |
|
(7.1)% |
|
(7.2)% |
|
Latin America |
|
17.1% |
|
17.1% |
|
|
|
|
|
|
|
Increases in REVPAR for Worldwide System-wide Same-Store
hotels by brand:
|
|
|
|
|
|
REVPAR |
|
Brand |
|
Reported |
|
Constant
dollars |
|
St. Regis/Luxury Collection |
|
20.6% |
|
14.9% |
|
W Hotels |
|
16.9% |
|
15.8% |
|
Westin |
|
11.7% |
|
8.3% |
|
Sheraton |
|
8.3% |
|
5.2% |
|
Le
Méridien |
|
14.2% |
|
7.6% |
|
Four Points by
Sheraton |
|
12.0% |
|
8.2% |
|
Aloft |
|
16.6% |
|
16.3% |
|
|
|
|
|
|
|
Excluding North Africa and Japan, REVPAR increases in
constant dollars were 7.5% for Sheraton and 9.4% for Le
Méridien.
Worldwide Same-Store company-operated gross operating profit
margins increased approximately 90 basis points compared to 2010.
International gross operating profit margins for Same-Store
company-operated properties were flat, negatively impacted by political
unrest in the Middle East and North Africa, as well as the earthquake
in Japan. North American Same-Store company-operated gross operating
profit margins increased approximately 170 basis points, driven
by REVPAR increases and cost controls.
Management fees, franchise fees and other income were $201
million, up $24 million, or 13.6% from the second quarter of 2010.
Management fees increased 11.0% to $111 million and franchise fees
increased 19.5% to $49 million. Excluding North Africa and Japan,
management fees increased 16.1%.
During the second quarter of 2011, the Company signed 22
hotel management and franchise contracts, representing approximately
5,900 rooms, of which 20 are new builds and two are conversions from
other brands. At June 30, 2011, the Company had over 350 hotels in the
active pipeline representing almost 90,000 rooms.
During the second quarter of 2011, 13 new hotels and resorts
(representing approximately 2,900 rooms) entered the system, including
the W St. Petersburg (Russia, 137 rooms), St. Regis Bangkok (Thailand,
116 rooms), Sheraton Bangalore (India, 230 rooms), The Westin Playa
Conchal (Costa Rica, 406 rooms) and The Chatwal, a Luxury Collection
Hotel (New York, 83 rooms). Six properties (representing approximately
1,700 rooms) were removed from the system during the quarter, including
the 941 room Boston Park Plaza, where we sold our interest in the
quarter.
Owned, Leased and Consolidated Joint
Venture Hotels
Worldwide REVPAR for Starwood branded Same-Store Owned Hotels
increased 18.5% (12.5% in constant dollars) in the second quarter of
2011 when compared to 2010. REVPAR at Starwood branded Same-Store Owned
Hotels in North America increased 10.8% (8.7% in constant dollars).
Internationally, Starwood branded Same-Store Owned Hotel REVPAR
increased 27.9% (17.2% in constant dollars).
Revenues at Starwood branded Same-Store Owned Hotels in North
America increased 9.3% while costs and expenses increased 5.9% when
compared to 2010. Margins at these hotels increased approximately 255
basis points.
Revenues at Starwood branded Same-Store Owned Hotels
Worldwide increased 15.0% (9.3% in constant dollars) while costs and
expenses increased 11.7% (6.5% in constant dollars) when compared to
2010. Margins at these hotels increased approximately 225 basis points.
Revenues at owned, leased and consolidated joint venture
hotels were $478 million, compared to $437 million in 2010. Expenses
at owned, leased and consolidated joint venture hotels were $381
million compared to $347 million in 2010. Second quarter results were
impacted by the effect of the earthquake at the new leased St. Regis
Osaka, five renovations and three asset sales.
Vacation Ownership
Total vacation ownership revenues increased 9.9% to $144
million compared to 2010. Originated contract sales of vacation
ownership intervals increased 8.1% primarily due to improved sales
performance from existing owner channels and increased tour flow from
new buyer preview packages. The number of contracts signed increased
5.3% when compared to 2010 and the average price per vacation ownership
unit sold increased 2.0% to approximately $14,800, driven by inventory
mix.
Selling, General, Administrative and
Other
Selling, general, administrative and other expenses decreased
4.3% to $88 million compared to $92 million in 2010. Selling, general,
administrative and other expenses declined relative to 2010 due to
lower accruals for incentive compensation and lower legal expenses,
offset by a weaker dollar.
Capital
Gross capital spending during the quarter included
approximately $51 million of maintenance capital and $32 million of
development capital. Net investment spending on vacation ownership
interest (“VOI”) and residential inventory was $31 million, primarily
related to the St. Regis Bal Harbour project.
Asset Sales
During the quarter, the Company completed the sales of two
wholly-owned hotels, the Westin Gaslamp (San Diego) and W City Center
(Chicago), for cash proceeds of approximately $237 million. These
hotels were sold subject to long-term management contracts.
Additionally during the quarter, the Company sold a consolidated joint
venture hotel, the Boston Park Plaza, for cash proceeds of
approximately $44 million and the buyer assumed $57 million of debt
that was previously on our balance sheet. The Company recognized an
after-tax loss in discontinued operations of $18 million as a result of
the sale.
Balance Sheet
At June 30, 2011, the Company had gross debt of $2.800
billion, excluding $422 million of debt associated with securitized
vacation ownership notes receivable. Additionally, the Company had cash
and cash equivalents of $1.060 billion (including $61 million of
restricted cash), and net debt of $1.740 billion, compared to net debt
of $2.121 billion as of March 31, 2011. Net debt at June 30, 2011
including debt and restricted cash ($18 million) associated with
securitized vacation ownership notes receivables was $2.144 billion.
At June 30, 2011, debt was approximately 77% fixed rate and
23% floating rate and its weighted average maturity was 3.74 years with
a weighted average interest rate of 6.79% excluding the securitized
debt. The Company had cash (including current restricted cash) and
availability under the domestic and international revolving credit
facility of approximately $2.546 billion.
Outlook
For the three months ended September 30, 2011:
- Adjusted EBITDA is expected to be
approximately $225 million to $235 million, including asset sales
completed to date, which reduce EBITDA by approximately $8 million, and
assuming:
- REVPAR increases at Same-Store
Company Operated Hotels Worldwide of 7% to 9% in constant dollars
(approximately 500 basis points higher in dollars at current exchange
rates).
- REVPAR increases at Branded
Same-Store Owned Hotels Worldwide of 8% to 10% in constant dollars
(approximately 700 basis points higher in dollars at current exchange
rates).
- Management fees, franchise fees
and other income increase of approximately 13% to 15%.
- Earnings from our vacation
ownership and residential business are flat.
- Depreciation and amortization is
expected to be approximately $76 million.
- Interest expense is expected to be
approximately $55 million.
- Income from continuing operations
is expected to be approximately $70 million to $78 million, reflecting
an effective tax rate of approximately 25%.
- Assuming all of the above, EPS
before special items is expected to be approximately $0.36 to $0.40.
For the Full Year 2011:
Macro-economic and geo-political environments remain
uncertain. We believe that several scenarios are possible. With low
supply growth in developed markets and high demand growth in emerging
markets, rate improvement will be the key driver of 2011 results. Based
on trends to date, our outlook assumes a normal lodging recovery in
2011, negatively impacted by Japan, North Africa and Mexico; and asset
sales completed year to date:
- Adjusted EBITDA is expected to be
approximately $975 million to $1 billion, assuming:
- REVPAR increases at Same-Store
Company Operated Hotels Worldwide of 7% to 9% in constant dollars
(approximately 300 basis points higher in dollars at current exchange
rates).
- REVPAR increases at Branded
Same-Store Owned Hotels Worldwide of 8% to 10% in constant dollars
(approximately 400 basis points higher in dollars at current exchange
rates).
- Asset sales completed to date
reduce EBITDA for the year by approximately $20 million.
- Margin increases at Branded
Same-Store Owned Hotels Worldwide of 150 to 200 basis points.
- Management fees, franchise fees
and other income increase of approximately 11% to 13% and were
negatively impacted by approximately 200 basis points by Japan and
North Africa.
- Earnings from our vacation
ownership and residential business of approximately $130 million to
$140 million.
- Selling, general and
administrative expenses increase 4% to 5%.
- Depreciation and amortization is
expected to be approximately $310 million.
- Interest expense is expected to be
approximately $230 million and cash taxes will be approximately $80
million.
- Full year effective tax rate is
expected to be approximately 25%.
- Assuming all of the above, EPS
before special items is expected to be approximately $1.67 to $1.77.
- Full year capital expenditure
(excluding vacation ownership and residential inventory) is expected to
be approximately $300 million for maintenance, renovation and
technology. In addition, in-flight investment projects and prior
commitments for joint ventures and other investments are expected to
total approximately $150 million. Vacation ownership (excluding Bal
Harbour) is expected to generate approximately $165 million in positive
cash flow.
- The Company currently expects
closings on Bal Harbour residential units to commence in late fourth
quarter 2011. The Company’s current outlook does not include any
revenue recognition or cash flows associated with these potential
closings. The Company does, however, expect there to be revenue
recognition and cash flows from closings in the fourth quarter of 2011
and the Company will provide updates as the year progresses. Bal
Harbour capital expenditure for 2011 is expected to be approximately
$150 million.
Special Items
The Company’s special items netted to a benefit of $2 million
($53 million after-tax) in the second quarter of 2011 compared to a
benefit of $21 million ($12 million after-tax) in the same period of
2010.
The following represents a reconciliation of income from
continuing operations before special items to income from continuing
operations including special items (in millions, except per share
data):
|
|
|
|
|
Three Months Ended |
|
|
|
Six
Months Ended |
June 30, |
|
|
|
June 30, |
2011 |
|
2010 |
|
|
|
2011 |
|
2010 |
|
|
|
|
|
|
|
|
|
$ |
97 |
|
$ |
67 |
|
|
Income
from continuing operations before special items |
|
$ |
155 |
|
|
$ |
91 |
|
$ |
0.50 |
|
$ |
0.35 |
|
|
EPS
before special items |
|
$ |
0.80 |
|
|
$ |
0.48 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Special Items |
|
|
|
|
― |
|
|
1 |
|
|
Restructuring, goodwill impairment, and other special charges
(credits), net (a) |
|
― |
|
|
1 |
|
|
2 |
|
|
20 |
|
|
Gain
(loss) on asset dispositions and impairments, net (b) |
|
|
(31 |
) |
|
|
21 |
|
|
2 |
|
|
21 |
|
|
Total special
items – pre-tax |
|
|
(31 |
) |
|
|
22 |
|
― |
|
|
(9 |
) |
|
Income tax
benefit (expense) for special items (c) |
|
― |
|
|
(4 |
) |
|
51 |
|
― |
|
Income
tax benefit (expense) associated with dispositions (d) |
|
|
55 |
|
|
― |
|
53 |
|
|
12 |
|
|
Total
special items – after-tax |
|
|
24 |
|
|
|
18 |
|
|
|
|
|
|
|
|
|
|
$ |
150 |
|
$ |
79 |
|
|
Income
from continuing operations |
|
$ |
179 |
|
|
$ |
109 |
|
$ |
0.77 |
|
$ |
0.42 |
|
|
EPS
including special items |
|
$ |
0.92 |
|
|
$ |
0.58 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) During the three and six months ended June 30, 2010, the
Company recorded restructuring credits associated with the reversal of
previous restructuring reserves no longer deemed necessary.
(b) During the three months ended June 30, 2011, the net gain
primarily relates to the sale of non-core assets. During the six months
ended June 30, 2011, the net loss primarily relates to an impairment of
a minority investment in a joint venture hotel located in Japan.
During the three and six months ended June 30, 2010, the net
gain primarily relates to a $14 million gain from property insurance
proceeds related to an owned hotel damaged by a tornado and a $5
million gain that resulted from the step acquisition of a controlling
interest in a previously unconsolidated joint venture.
(c) During the three months ended June 30, 2010, the expense
primarily relates to tax expense at the statutory rate for
restructuring credits and gains on asset dispositions. During the six
months ended June 30, 2010, the expense primarily relates to tax
expense at the statutory rate for restructuring credits and gains on
asset dispositions, partially offset by the adjustment of deferred tax
assets associated with prior year impairment charges due to a change in
a foreign tax rate.
(d) During the three and six months ended June 30, 2011, the
benefit relates primarily to the sale of two wholly-owned hotels with
high tax bases as a result of a previous transaction.
The Company has included the above supplemental information
concerning special items to assist investors in analyzing Starwood’s
financial position and results of operations. The Company has chosen to
provide this information to investors to enable them to perform
meaningful comparisons of past, present and future operating results
and as a means to emphasize the results of core on-going operations.
Starwood will be conducting a conference call to discuss the
second quarter financial results at 10:30 a.m. (EDT) today at (706)
758-8744. The conference call will be available through a simultaneous
web cast in the Investor Relations/Press Releases section of the
Company’s website at http://www.starwoodhotels.com. A replay of the
conference call will also be available from 1:30 p.m. (EDT) today
through August 4, 2011 at 12:00 midnight (EDT) on both the Company’s
website and via telephone replay at (706) 645-9291 (pass code
#23166636).
Definitions
All references to EPS, unless otherwise noted, reflect
earnings per diluted share from continuing operations attributable to
Starwood’s common shareholders. All references to continuing
operations, discontinued operations and net income reflect amounts
attributable to Starwood’s common shareholders (i.e. excluding amounts
attributable to noncontrolling interests). All references to “net
capital expenditures” mean gross capital expenditures for timeshare and
fractional inventory net of cost of sales. EBITDA represents net income
before interest expense, taxes, depreciation and amortization. The
Company believes that EBITDA is a useful measure of the Company’s
operating performance due to the significance of the Company’s
long-lived assets and level of indebtedness. EBITDA is a commonly used
measure of performance in its industry which, when considered with GAAP
measures, the Company believes gives a more complete understanding of
the Company’s operating performance. It also facilitates comparisons
between the Company and its competitors. The Company’s management has
historically adjusted EBITDA (i.e., “Adjusted EBITDA”) when evaluating
operating performance for the total Company, as well as for individual
properties or groups of properties, because the Company believes that
the inclusion or exclusion of certain recurring and non-recurring
items, such as restructuring, goodwill impairment and other special
charges and gains and losses on asset dispositions and impairments, is
necessary to provide the most accurate measure of core operating
results and as a means to evaluate comparative results. The Company’s
management also uses Adjusted EBITDA as a measure in determining the
value of acquisitions and dispositions and it is used in the annual
budget process. The Company has historically reported this measure to
its investors and believes that the continued inclusion of Adjusted
EBITDA provides consistency in its financial reporting and enables
investors to perform more meaningful comparisons of past, present and
future operating results and provides a means to evaluate the results
of its core on-going operations. EBITDA and Adjusted EBITDA are not
intended to represent cash flow from operations as defined by GAAP and
such metrics should not be considered as an alternative to net income,
cash flow from operations or any other performance measure prescribed
by GAAP. The Company’s calculation of EBITDA and Adjusted EBITDA may be
different from the calculations used by other companies and, therefore,
comparability may be limited.
All references to Same-Store Owned Hotels reflect the
Company’s owned, leased and consolidated joint venture hotels,
excluding condo hotels, hotels sold to date and hotels undergoing
significant repositionings or for which comparable results are not
available (i.e., hotels not owned during the entire periods presented
or closed due to seasonality or natural disasters). References to
Company Operated Hotel metrics (e.g. REVPAR) reflect metrics for the
Company’s owned and managed hotels. References to System-Wide metrics
(e.g. REVPAR) reflect metrics for the Company’s owned, managed and
franchised hotels. REVPAR is defined as revenue per available room. ADR
is defined as average daily rate.
All references to revenues in constant dollars represent
revenues, excluding the impact of the movement of foreign exchange
rates. The Company calculates revenues in constant dollars by
calculating revenues for the current year using the prior year’s
exchange rates. The Company uses this revenue measure to better
understand the underlying results and trends of the business, excluding
the impact of movements in foreign exchange rates.
All references to contract sales or originated sales reflect
vacation ownership sales before revenue adjustments for percentage of
completion accounting methodology. All references to earnings from
vacation ownership and residential represents operating income before
depreciation expense.
All references to management and franchise revenues represent
base and incentive fees, franchise fees, amortization of deferred gains
resulting from the sales of hotels subject to long-term management
contracts and termination fees.
Starwood Hotels & Resorts Worldwide, Inc. is one of the
leading hotel and leisure companies in the world with 1,058 properties
in nearly 100 countries and 145,000 employees at its owned and managed
properties. Starwood Hotels is a fully integrated owner, operator and
franchisor of hotels and resorts with the following internationally
renowned brands: St. Regis®, The Luxury Collection®,
W®, Westin®, Le Méridien®,
Sheraton®, Four Points® by Sheraton,
aloft(SM), and element(SM). Starwood Hotels also owns Starwood Vacation
Ownership, Inc., one of the premier developers and operators of high
quality vacation interval ownership resorts. For more information,
including reconciliations of non-GAAP financial measures to GAAP
financial measures, please visit www.starwoodhotels.com or contact Investor
Relations at (914) 640-8165.
** Please contact Starwood’s new,
toll-free media hotline at (866) 4-STAR-PR
|
(866-478-2777) for photography or
additional information.**
|
Note: This press release contains forward-looking statements
within the meaning of federal securities regulations. Forward-looking
statements are not guarantees of future performance and involve risks
and uncertainties and other factors that may cause actual results to
differ materially from those anticipated at the time the
forward-looking statements are made. Further results, performance and
achievements may be affected by general economic conditions including
the impact of war and terrorist activity, natural disasters, business
and financing conditions (including the condition of credit markets in
the U.S. and internationally), foreign exchange fluctuations,
cyclicality of the real estate (including residential) and the hotel
and vacation ownership businesses, operating risks associated with the
hotel, vacation ownership and residential businesses, relationships
with associates and labor unions, customers and property owners, the
impact of the internet reservation channels, our reliance on
technology, domestic and international political and geopolitical
conditions, competition, governmental and regulatory actions (including
the impact of changes in U.S. and foreign tax laws and their
interpretation), travelers’ fears of exposure to contagious diseases,
risk associated with the level of our indebtedness, risk associated
with potential acquisitions and dispositions and the introduction of
new brand concepts and other risks and uncertainties. These risks and
uncertainties are presented in detail in our filings with the
Securities and Exchange Commission. Future vacation ownership units
indicated in this press release include planned units on land owned by
the Company or by joint ventures in which the Company has an interest
that have received all major governmental land use approvals for the
development of vacation ownership resorts. There can also be no
assurance that such units will in fact be developed and, if developed,
the time period of such development (which may be more than several
years in the future). Some of the projects may require additional
third-party approvals or permits for development and build out and may
also be subject to legal challenges as well as a commitment of capital
by the Company. The actual number of units to be constructed may be
significantly lower than the number of future units indicated. There
can also be no assurance that agreements will be entered into for the
hotels in the Company’s pipeline and, if entered into, the timing of
any agreement and the opening of the related hotel. Although we believe
the expectations reflected in forward-looking statements are based upon
reasonable assumptions, we can give no assurance that our expectations
will be attained or that results will not materially differ. We
undertake no obligation to publicly update or revise any
forward-looking statement, whether as a result of new information,
future events or otherwise.
|
|
|
|
|
STARWOOD HOTELS & RESORTS
WORLDWIDE, INC.
UNAUDITED CONSOLIDATED
STATEMENTS OF INCOME
(In millions, except per share
data)
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Six
Months Ended |
June 30, |
|
|
|
June 30, |
|
|
|
|
% |
|
|
|
|
|
|
|
% |
2011 |
|
2010 |
|
Variance |
|
|
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
Revenues |
|
|
|
|
|
|
$ |
478 |
|
|
$ |
437 |
|
|
9.4 |
|
|
Owned, leased
and consolidated joint venture hotels |
|
$ |
888 |
|
|
$ |
818 |
|
|
8.6 |
|
|
146 |
|
|
|
137 |
|
|
6.6 |
|
|
Vacation ownership and residential sales and services |
|
|
299 |
|
|
|
270 |
|
|
10.7 |
|
|
201 |
|
|
|
177 |
|
|
13.6 |
|
|
Management fees,
franchise fees and other income |
|
|
378 |
|
|
|
330 |
|
|
14.5 |
|
|
601 |
|
|
|
538 |
|
|
11.7 |
|
|
Other
revenues from managed and franchised properties (a) |
|
|
1,156 |
|
|
|
1,058 |
|
|
9.3 |
|
|
1,426 |
|
|
|
1,289 |
|
|
10.6 |
|
|
|
|
|
2,721 |
|
|
|
2,476 |
|
|
9.9 |
|
|
|
|
|
|
|
Costs and
Expenses |
|
|
|
|
|
|
|
381 |
|
|
|
347 |
|
|
(9.8 |
) |
|
Owned, leased
and consolidated joint venture hotels |
|
|
742 |
|
|
|
676 |
|
|
(9.8 |
) |
|
112 |
|
|
|
103 |
|
|
(8.7 |
) |
|
Vacation
ownership and residential |
|
|
223 |
|
|
|
204 |
|
|
(9.3 |
) |
|
88 |
|
|
|
92 |
|
|
4.3 |
|
|
Selling,
general, administrative and other |
|
|
168 |
|
|
|
168 |
|
|
― |
― |
|
|
(1 |
) |
|
(100.0 |
) |
|
Restructuring,
goodwill impairment and other special charges (credits), net |
|
― |
|
|
(1 |
) |
|
(100.0 |
) |
|
60 |
|
|
|
66 |
|
|
9.1 |
|
|
Depreciation |
|
|
120 |
|
|
|
132 |
|
|
9.1 |
|
|
7 |
|
|
|
7 |
|
|
― |
|
Amortization |
|
|
15 |
|
|
|
17 |
|
|
11.8 |
|
|
601 |
|
|
|
538 |
|
|
(11.7 |
) |
|
Other
expenses from managed and franchised properties (a) |
|
|
1,156 |
|
|
|
1,058 |
|
|
(9.3 |
) |
|
1,249 |
|
|
|
1,152 |
|
|
(8.4 |
) |
|
|
|
|
2,424 |
|
|
|
2,254 |
|
|
(7.5 |
) |
|
177 |
|
|
|
137 |
|
|
29.2 |
|
|
Operating income
|
|
|
297 |
|
|
|
222 |
|
|
33.8 |
|
|
7 |
|
|
|
3 |
|
|
n/m |
|
|
Equity (losses)
earnings and gains and (losses) from unconsolidated ventures, net |
|
|
11 |
|
|
|
6 |
|
|
83.3 |
|
|
(52 |
) |
|
|
(59 |
) |
|
11.9 |
|
|
Interest
expense, net of interest income of $0, $0, $1 and $1 |
|
|
(106 |
) |
|
|
(121 |
) |
|
12.4 |
|
|
2 |
|
|
|
20 |
|
|
(90.0 |
) |
|
Gain
(loss) on asset dispositions and impairments, net |
|
|
(31 |
) |
|
|
21 |
|
|
n/m |
|
|
134 |
|
|
|
101 |
|
|
32.7 |
|
|
Income from
continuing operations before taxes and noncontrolling interests |
|
|
171 |
|
|
|
128 |
|
|
33.6 |
|
|
16 |
|
|
|
(22 |
) |
|
n/m |
|
|
Income
tax benefit (expense) |
|
|
6 |
|
|
|
(21 |
) |
|
n/m |
|
|
150 |
|
|
|
79 |
|
|
89.9 |
|
|
Income (loss)
from continuing operations |
|
|
177 |
|
|
|
107 |
|
|
65.4 |
|
|
|
|
|
|
|
Discontinued
Operations: |
|
|
( |
|
|
|
|
|
― |
|
|
(1 |
) |
|
100.0 |
|
|
Income (loss)
from operations, net of tax |
|
― |
|
|
(1 |
) |
|
100.0 |
|
|
(19 |
) |
|
|
36 |
|
|
n/m |
|
|
Gain
(loss) on dispositions, net of tax |
|
|
( (20 |
) |
|
|
36 |
|
|
n/m |
|
|
131 |
|
|
|
114 |
|
|
14.9 |
|
|
Net income |
|
|
157 |
|
|
|
142 |
|
|
10.6 |
|
― |
|
|
—
|
|
|
― |
|
Net loss
(income) attributable to noncontrolling interests |
|
|
2 |
|
|
|
2 |
|
|
― |
$ |
131 |
|
|
$ |
114 |
|
|
14.9 |
|
|
Net
income attributable to Starwood |
|
$ |
159 |
|
|
$ |
144 |
|
|
10.4 |
|
|
|
|
|
|
|
Earnings
(Losses) Per Share – Basic |
|
|
|
|
|
|
$ |
0.79 |
|
|
$ |
0.44 |
|
|
79.5 |
|
|
Continuing
operations |
|
$ |
0.95 |
|
|
$ |
0.60 |
|
|
58.3 |
|
|
(0.10 |
) |
|
|
0.19 |
|
|
n/m |
|
|
Discontinued operations |
|
|
(0.11 |
) |
|
|
0.19 |
|
|
n/m |
|
$ |
0.69 |
|
|
$ |
0.63 |
|
|
9.5 |
|
|
Net
income |
|
$ |
0.84 |
|
|
$ |
0.79 |
|
|
6.3 |
|
|
|
|
|
|
|
Earnings
(Losses) Per Share – Diluted |
|
|
|
|
|
|
$ |
0.77 |
|
|
$ |
0.42 |
|
|
83.3 |
|
|
Continuing
operations |
|
$ |
0.92 |
|
|
$ |
0.58 |
|
|
58.6 |
|
|
(0.09 |
) |
|
|
0.19 |
|
|
n/m |
|
|
Discontinued operations |
|
|
(0.10 |
) |
|
|
0.19 |
|
|
n/m |
|
$ |
0.68 |
|
|
$ |
0.61 |
|
|
11.5 |
|
|
Net
income |
|
$ |
0.82 |
|
|
$ |
0.77 |
|
|
6.5 |
|
|
|
|
|
|
|
Amounts
attributable to Starwood’s Common Shareholders |
|
|
|
|
|
|
$ |
150 |
|
|
$ |
79 |
|
|
89.9 |
|
|
Continuing
operations |
|
$ |
179 |
|
|
$ |
109 |
|
|
64.2 |
|
|
(19 |
) |
|
|
35 |
|
|
n/m |
|
|
Discontinued operations |
|
|
(20 |
) |
|
|
35 |
|
|
n/m |
|
$ |
131 |
|
|
$ |
114 |
|
|
14.9 |
|
|
Net
income |
|
$ |
159 |
|
|
$ |
144 |
|
|
10.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
189 |
|
|
|
182 |
|
|
|
|
Weighted
average number of shares |
|
|
188 |
|
|
|
182 |
|
|
|
|
195 |
|
|
|
189 |
|
|
|
|
Weighted
average number of shares assuming dilution |
|
|
195 |
|
|
|
188 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) The Company includes in revenues the reimbursement of
costs incurred on behalf of managed hotel property owners and
franchisees with no added margin and includes in costs and expenses
these reimbursed costs. These costs relate primarily to payroll costs
at managed properties where the Company is the employer.
n/m = not meaningful
|
|
|
|
|
|
|
STARWOOD HOTELS & RESORTS
WORLDWIDE, INC.
CONSOLIDATED BALANCE SHEETS
(In millions, except share data)
|
|
|
|
|
|
|
|
|
|
June 30, |
|
December 31, |
|
|
2011 |
|
2010 |
|
|
(unaudited) |
|
|
|
Assets |
|
|
|
|
|
|
Current assets: |
|
|
|
|
|
|
Cash and cash
equivalents |
|
$ |
999 |
|
|
$ |
753 |
|
Restricted cash |
|
|
78 |
|
|
|
53 |
|
Accounts receivable, net of allowance for doubtful accounts of $39 and
$45 |
|
|
584 |
|
|
|
513 |
|
Inventories |
|
|
848 |
|
|
|
802 |
|
Securitized
vacation ownership notes receivable, net of allowance for doubtful
accounts of $9 and $10 |
|
|
56
|
|
|
|
59
|
|
Prepaid
expenses and other |
|
|
185 |
|
|
|
126 |
|
Total current
assets |
|
|
2,750 |
|
|
|
2,306 |
|
Investments |
|
|
294 |
|
|
|
312 |
|
Plant, property
and equipment, net |
|
|
3,129 |
|
|
|
3,323 |
|
Assets held for
sale |
|
― |
|
|
|
—
|
|
Goodwill and
intangible assets, net |
|
|
2,047 |
|
|
|
2,067 |
|
Deferred tax
assets |
|
|
988 |
|
|
|
979 |
|
Other assets (a) |
|
|
440 |
|
|
|
381 |
|
Securitized vacation ownership notes receivable |
|
|
351 |
|
|
|
408 |
|
|
|
$ |
9,999 |
|
|
$ |
9,776 |
|
Liabilities
and Stockholders’ Equity |
|
|
|
|
|
|
Current
liabilities: |
|
|
|
|
|
|
Short-term
borrowings and current maturities of long-term debt (b) |
|
$ |
612 |
|
|
$ |
9 |
|
Accounts payable
|
|
|
140 |
|
|
|
138 |
|
Current
maturities of long-term securitized vacation ownership debt |
|
|
121 |
|
|
|
127 |
|
Accrued expenses
|
|
|
1,226 |
|
|
|
1,104 |
|
Accrued
salaries, wages and benefits |
|
|
341 |
|
|
|
410 |
|
Accrued
taxes and other |
|
|
302 |
|
|
|
373 |
|
Total current
liabilities |
|
|
2,742 |
|
|
|
2,161 |
|
Long-term debt (b) |
|
|
2,188 |
|
|
|
2,848 |
|
Long-term
securitized vacation ownership debt |
|
|
301 |
|
|
|
367 |
|
Deferred income
taxes |
|
|
30 |
|
|
|
28 |
|
Other
liabilities |
|
|
1,935 |
|
|
|
1,886 |
|
|
|
|
7,196 |
|
|
|
7,290 |
|
Commitments and
contingencies |
|
|
|
|
|
|
Stockholders’
equity: |
|
|
|
|
|
|
Common stock;
$0.01 par value; authorized 1,000,000,000 shares; outstanding
195,461,305 and 192,970,437 shares at June 30, 2011 and December 31,
2010, respectively |
|
|
2 |
|
|
|
2 |
|
Additional
paid-in capital |
|
|
901 |
|
|
|
805 |
|
Accumulated
other comprehensive loss |
|
|
(207 |
) |
|
|
(283 |
) |
Retained
earnings |
|
|
2,106 |
|
|
|
1,947 |
|
Total Starwood
stockholders’ equity |
|
|
2,802 |
|
|
|
2,471 |
|
Noncontrolling interest |
|
|
1 |
|
|
|
15 |
|
Total
equity |
|
|
2,803 |
|
|
|
2,486 |
|
|
|
$ |
9,999 |
|
|
$ |
9,776 |
|
|
|
|
|
|
|
|
(a) Includes restricted cash of $1 million and $10 million at
June 30, 2011 and December 31, 2010, respectively.
(b) Excludes Starwood’s share of unconsolidated joint venture
debt aggregating approximately $431 million and $434 million at June
30, 2011 and December 31, 2010, respectively.
|
|
|
STARWOOD HOTELS & RESORTS
WORLDWIDE, INC.
Non-GAAP to GAAP
Reconciliations – Historical Data
(In millions)
|
|
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Six
Months Ended |
June 30, |
|
|
|
June 30, |
|
|
|
|
|
% |
|
|
|
|
|
|
|
|
% |
2011 |
|
|
2010 |
|
Variance |
|
|
|
2011 |
|
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reconciliation
of Net Income to EBITDA and Adjusted EBITDA |
|
|
|
|
|
|
|
$ |
131 |
|
|
$ |
114 |
|
|
14.9 |
|
|
Net income |
|
$ |
159 |
|
|
$ |
144 |
|
|
10.4 |
|
|
54 |
|
|
|
64 |
|
|
(15.6 |
) |
|
Interest expense
(a) |
|
|
113 |
|
|
|
130 |
|
|
(13.1 |
) |
|
(15 |
) |
|
|
(12 |
) |
|
(25.0 |
) |
|
Income tax
(benefit) expense (b) |
|
|
(4 |
) |
|
|
(13 |
) |
|
69.2 |
|
|
67 |
|
|
|
75 |
|
|
(10.7 |
) |
|
Depreciation (c) |
|
|
135 |
|
|
|
149 |
|
|
(9.4 |
) |
|
9 |
|
|
|
8 |
|
|
12.5 |
|
|
Amortization (d) |
|
|
18 |
|
|
|
19 |
|
|
(5.3 |
) |
|
246 |
|
|
|
249 |
|
|
(1.2 |
) |
|
EBITDA |
|
|
421 |
|
|
|
429 |
|
|
(1.9 |
) |
|
(2 |
) |
|
|
(20 |
) |
|
(90.0 |
) |
|
(Gain) loss on asset dispositions and impairments, net |
|
|
31 |
|
|
|
(21 |
) |
|
n/m |
|
|
18 |
|
|
|
(2 |
) |
|
n/m |
|
|
Discontinued
operations (gain) loss on dispositions |
|
|
18 |
|
|
|
(2 |
) |
|
n/m |
|
― |
|
|
|
(1 |
) |
|
100.0 |
|
|
Restructuring, goodwill impairment and other special charges (credits),
net |
|
― |
|
|
|
(1 |
) |
|
100.0 |
|
$ |
262 |
|
|
$ |
226 |
|
|
15.9 |
|
|
Adjusted
EBITDA |
|
$ |
470 |
|
|
$ |
405 |
|
|
16.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Includes $2 million and $5 million of Starwood’s share of
interest expense of unconsolidated joint ventures for the three months
ended June 30, 2011 and 2010, respectively, and $6 million and $8
million for the six months ended June 30, 2011 and 2010, respectively.
(b) Includes $1 million and $(34) million of tax expense
(benefit) recorded in discontinued operations for the three months
ended June 30, 2011 and 2010, respectively, and $2 million and $(34)
million for the six months ended June 30, 2011 and 2010, respectively.
(c) Includes $7 million and $9 million of Starwood’s share of
depreciation expense of unconsolidated joint ventures for the three
months ended June 30, 2011 and 2010, respectively, and $15 million and
$17 million for the six months ended June 30, 2011 and 2010,
respectively.
(d) Includes $2 million and $1 million of Starwood’s share of
amortization expense of unconsolidated joint ventures for the three
months ended June 30, 2011 and 2010, respectively, and $3 million and
$2 million for the six months ended June 30, 2011 and 2010,
respectively.
|
|
|
Non-GAAP to GAAP Reconciliations – Branded Same-Store
Owned Hotels Worldwide |
(In
millions) |
|
|
|
|
|
Three
Months Ended |
|
|
June 30, 2011 |
|
|
$ Change
|
|
% Variance
|
Revenue |
|
|
|
|
Revenue increase
(GAAP) |
|
$ |
49 |
|
|
15.0 |
% |
Impact
of changes in foreign exchange rates |
|
|
(19 |
) |
|
(5.7 |
)% |
Revenue
increase in constant dollars |
|
$ |
30 |
|
|
9.3 |
% |
|
|
|
|
|
Expense |
|
|
|
|
Expense increase
(GAAP) |
|
$ |
30 |
|
|
11.7 |
% |
Impact
of changes in foreign exchange rates |
|
|
(13 |
) |
|
(5.2 |
)% |
Expense
increase in constant dollars |
|
$ |
17 |
|
|
6.5 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-GAAP to GAAP Reconciliation – Earnings from
Vacation Ownership and Residential Business |
(In
millions) |
|
|
|
|
|
|
|
Three
Months Ended |
|
Six
Months Ended |
|
|
June 30, |
|
June 30, |
|
|
|
|
|
|
$ |
|
|
|
|
|
$ |
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
Earnings from
vacation ownership and residential |
|
$ |
34 |
|
|
$ |
34 |
|
|
$ ― |
|
$ |
76 |
|
|
$ |
66 |
|
|
$ |
10 |
Depreciation expense |
|
|
(5 |
) |
|
|
(7 |
) |
|
|
2 |
|
|
(12 |
) |
|
|
(14 |
) |
|
|
2 |
Operating income from vacation ownership and residential |
|
$ |
29 |
|
|
$ |
27 |
|
|
$ |
2 |
|
$ |
64 |
|
|
$ |
52 |
|
|
$ |
12 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Non-GAAP
to GAAP Reconciliations – Future Performance |
(In
millions, except per share data) |
|
|
Low
Case |
|
|
|
|
|
Three
Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
70 |
|
Net income |
|
$ |
330 |
|
55 |
|
Interest expense
|
|
|
230 |
|
24 |
|
Income tax
expense (a) |
|
|
56 |
|
76 |
|
Depreciation and amortization |
|
|
310 |
|
225 |
|
EBITDA |
|
|
926 |
― |
|
(Gain) loss on asset dispositions and impairments, net |
|
|
31 |
― |
|
Discontinued operations (gain) loss on dispositions |
|
|
18 |
$ |
225 |
|
Adjusted
EBITDA |
|
$ |
975 |
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
70 |
|
Income
from continuing operations before special items |
|
$ |
326 |
|
$ |
0.36 |
|
EPS
before special items be |
|
$ |
1.67 |
|
|
|
|
|
|
|
|
Special Items |
|
|
― |
|
Gain
(loss) on asset dispositions and impairments, net |
|
|
(31 |
) |
― |
|
Total special
items – pre-tax |
|
|
(31 |
) |
― |
|
Income tax benefit associated
with dispositions
|
|
|
55 |
|
― |
|
Total
special items – after-tax |
|
|
24 |
|
|
|
|
|
|
$ |
70 |
|
Income
from continuing operations |
|
$ |
350 |
|
$ |
0.36 |
|
EPS
including special items |
|
$ |
1.79 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
High Case
|
|
|
|
|
|
|
|
Three Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
78 |
|
Net income |
|
$ |
349 |
|
55 |
|
Interest expense
|
|
|
230 |
|
26 |
|
Income tax
expense (a) |
|
|
62 |
|
76 |
|
Depreciation and amortization |
|
|
310 |
|
235 |
|
EBITDA |
|
|
951 |
― |
|
(Gain) loss on asset dispositions
and impairments, net
|
|
|
31 |
― |
|
Discontinued operations (gain)
loss on dispositions
|
|
|
18 |
$ |
235 |
|
Adjusted
EBITDA |
|
$ |
1,000 |
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
78 |
|
Income
from continuing operations before special items |
|
$ |
345 |
|
$ |
0.40 |
|
EPS
before special items be |
|
$ |
1.77 |
|
|
|
|
|
|
|
|
Special Items |
|
|
― |
|
Gain
(loss) on asset dispositions and impairments, net |
|
|
(31 |
) |
― |
|
Total special
items – pre-tax |
|
|
(31 |
) |
― |
|
Income
tax benefit associated with dispositions |
|
|
55 |
|
― |
|
Total
special items – after-tax |
|
|
24 |
|
|
|
|
|
|
$ |
78 |
|
Income
from continuing operations |
|
$ |
369 |
|
$ |
0.40 |
|
EPS
including special items |
|
$ |
1.89 |
|
|
|
|
|
|
|
|
|
(a) The full year amounts include $2 million of tax expense
recorded in discontinued operations.
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
|
|
Non-GAAP
to GAAP Reconciliations – |
Future
Earnings from Vacation Ownership and Residential Business |
(In
millions) |
|
|
|
|
|
|
Three Months Ended
September 30,
|
|
|
|
|
|
|
$ |
|
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
Earnings from
vacation ownership and residential |
|
$ |
34 |
|
|
$ |
34 |
|
|
$
|
―
|
Depreciation expense |
|
|
(5 |
) |
|
|
(7 |
) |
|
|
2 |
Operating income from vacation ownership and residential |
|
$ |
29 |
|
|
$ |
27 |
|
|
$ |
2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-GAAP
to GAAP Reconciliations – |
Future
Earnings from Vacation Ownership and Residential Business |
(In
millions) |
|
|
|
|
|
Low Case
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
34 |
|
|
Earnings from
vacation ownership and residential |
|
$ |
130 |
|
|
(5 |
) |
|
Depreciation expense |
|
|
(23 |
) |
$ |
29 |
|
|
Operating income from vacation ownership and residential |
|
$ |
107 |
|
|
|
|
|
|
|
|
|
|
High Case
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Year
Ended |
September 30, 2011 |
|
|
|
December 31, 2011 |
|
|
|
|
|
$ |
34 |
|
|
Earnings from
vacation ownership and residential |
|
$ |
140 |
|
|
(5 |
) |
|
Depreciation expense |
|
|
(23 |
) |
$ |
29 |
|
|
Operating income from vacation ownership and residential |
|
$ |
117 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Non-GAAP
to GAAP Reconciliations – Same Store Owned Hotel Revenue and Expenses |
(In
millions) |
|
|
|
|
|
|
Three
Months Ended |
|
|
|
|
Six
Months Ended |
June 30, |
|
|
|
|
June 30, |
|
|
|
|
% |
|
|
Same-Store
Owned Hotels |
|
|
|
|
|
% |
2011 |
|
2010 |
|
Variance |
|
|
Worldwide |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
400 |
|
$ |
350 |
|
|
14.3 |
|
|
Same-Store Owned
Hotels (a) |
|
$ |
726 |
|
$ |
654 |
|
11.0 |
|
|
18 |
|
|
39 |
|
|
(53.8 |
) |
|
Hotels Sold or
Closed in 2011 and 2010 |
|
|
42 |
|
|
70 |
|
(40.0 |
) |
|
52 |
|
|
46 |
|
|
13.0 |
|
|
Hotels Without
Comparable Results |
|
|
106 |
|
|
92 |
|
15.2 |
|
|
8 |
|
|
2 |
|
|
n/m |
|
|
Other
ancillary hotel operations |
|
|
14 |
|
|
2 |
|
n/m |
|
$ |
478 |
|
$ |
437 |
|
|
9.4 |
|
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Revenue |
|
$ |
888 |
|
$ |
818 |
|
8.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Costs and
Expenses |
|
|
|
|
|
|
$ |
305 |
|
$ |
276 |
|
|
(10.5 |
) |
|
Same-Store Owned
Hotels (a) |
|
$ |
585 |
|
$ |
538 |
|
(8.7 |
) |
|
14 |
|
|
30 |
|
|
53.3 |
|
|
Hotels Sold or
Closed in 2011 and 2010 |
|
|
38 |
|
|
58 |
|
34.5 |
|
|
54 |
|
|
40 |
|
|
(35.0 |
) |
|
Hotels Without
Comparable Results |
|
|
105 |
|
|
78 |
|
(34.6 |
) |
|
8 |
|
|
1 |
|
|
n/m |
|
|
Other
ancillary hotel operations |
|
|
14 |
|
|
2 |
|
n/m |
|
$ |
381 |
|
$ |
347 |
|
|
(9.8 |
) |
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Costs and Expenses |
|
$ |
742 |
|
$ |
676 |
|
(9.8 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Six
Months Ended |
June 30, |
|
|
|
June 30, |
|
|
|
|
% |
|
|
Same-Store
Owned Hotels |
|
|
|
|
|
% |
2011 |
|
2010 |
|
Variance |
|
|
North
America |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
217 |
|
$ |
200 |
|
|
8.5 |
|
|
Same-Store Owned
Hotels (a) |
|
$ |
406 |
|
$ |
380 |
|
6.8 |
|
|
18 |
|
|
39 |
|
|
(53.8 |
) |
|
Hotels Sold or
Closed in 2011 and 2010 |
|
|
42 |
|
|
70 |
|
(40.0 |
) |
|
31 |
|
|
36 |
|
|
(13.9 |
) |
|
Hotels Without
Comparable Results |
|
|
72 |
|
|
76 |
|
(5.3 |
) |
― |
|
― |
|
― |
|
|
Other
ancillary hotel operations |
|
― |
|
― |
|
― |
$ |
266 |
|
$ |
275 |
|
|
(3.3 |
) |
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Revenue |
|
$ |
520 |
|
$ |
526 |
|
(1.1 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Costs and
Expenses |
|
|
|
|
|
|
$ |
173 |
|
$ |
165 |
|
|
(4.8 |
) |
|
Same-Store Owned
Hotels (a) |
|
$ |
336 |
|
$ |
322 |
|
(4.3 |
) |
|
14 |
|
|
30 |
|
|
53.3 |
|
|
Hotels Sold or
Closed in 2011 and 2010 |
|
|
38 |
|
|
58 |
|
34.5 |
|
|
32 |
|
|
32 |
|
― |
|
|
Hotels Without
Comparable Results |
|
|
66 |
|
|
64 |
|
(3.1 |
) |
― |
|
― |
|
― |
|
|
Other
ancillary hotel operations |
|
― |
|
― |
|
― |
$ |
219 |
|
$ |
227 |
|
|
3.5 |
|
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Costs and Expenses |
|
$ |
440 |
|
$ |
444 |
|
0.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months Ended |
|
|
|
Six
Months Ended |
June 30, |
|
|
|
June 30, |
|
|
|
|
% |
|
|
Same-Store
Owned Hotels |
|
|
|
|
|
% |
2011 |
|
2010 |
|
Variance |
|
|
International |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue |
|
|
|
|
|
|
$ |
183 |
|
$ |
150 |
|
|
22.0 |
|
|
Same-Store Owned
Hotels (a) |
|
$ |
320 |
|
$ |
274 |
|
16.8 |
|
― |
|
― |
|
― |
|
|
Hotels Sold or
Closed in 2011 and 2010 |
|
― |
|
― |
|
― |
|
21 |
|
|
10 |
|
|
n/m |
|
|
Hotels Without
Comparable Results |
|
|
34 |
|
|
16 |
|
n/m |
|
|
8 |
|
|
2 |
|
|
n/m |
|
|
Other
ancillary hotel operations |
|
|
14 |
|
|
2 |
|
n/m |
|
$ |
212 |
|
$ |
162 |
|
$ |
30.9 |
|
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Revenue |
|
$ |
368 |
|
$ |
292 |
|
26.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Costs and
Expenses |
|
|
|
|
|
|
$ |
132 |
|
$ |
111 |
|
|
(18.9 |
) |
|
Same-Store Owned
Hotels (a) |
|
$ |
249 |
|
$ |
216 |
|
(15.3 |
) |
― |
|
― |
|
― |
|
|
Hotels Sold or
Closed in 2011 and 2010 |
|
― |
|
― |
|
― |
|
22 |
|
|
8 |
|
|
n/m |
|
|
Hotels Without
Comparable Results |
|
|
39 |
|
|
14 |
|
n/m |
|
|
8 |
|
|
1 |
|
|
n/m |
|
|
Other
ancillary hotel operations |
|
|
14 |
|
|
2 |
|
n/m |
|
$ |
162 |
|
$ |
120 |
|
$ |
(35.0 |
) |
|
Total
Owned, Leased and Consolidated Joint Venture Hotels Costs and Expenses |
|
$ |
302 |
|
$ |
232 |
|
(30.2 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) Same-Store Owned Hotel Results exclude five hotels sold
and 11 hotels without comparable results.
n/m = not meaningful
|
Starwood Hotels & Resorts Worldwide, Inc. |
Systemwide(1)
Statistics - Same Store
|
For
the three Months Ended June 30, |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Systemwide - Worldwide |
|
Systemwide - North America |
|
Systemwide - International |
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL
HOTELS |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
118.13 |
|
105.69 |
|
11.8% |
|
114.15 |
|
104.21 |
|
9.5% |
|
123.67 |
|
107.77 |
|
14.8% |
|
ADR ($) |
|
168.58 |
|
156.95 |
|
7.4% |
|
154.97 |
|
147.92 |
|
4.8% |
|
190.05 |
|
171.04 |
|
11.1% |
|
Occupancy (%) |
|
70.1% |
|
67.3% |
|
2.8 |
|
73.7% |
|
70.4% |
|
3.3 |
|
65.1% |
|
63.0% |
|
2.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
SHERATON |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
98.45 |
|
90.93 |
|
8.3% |
|
96.65 |
|
90.35 |
|
7.0% |
|
100.84 |
|
91.70 |
|
10.0% |
|
ADR ($) |
|
144.23 |
|
136.33 |
|
5.8% |
|
134.04 |
|
129.49 |
|
3.5% |
|
159.68 |
|
146.46 |
|
9.0% |
|
Occupancy (%) |
|
68.3% |
|
66.7% |
|
1.6 |
|
72.1% |
|
69.8% |
|
2.3 |
|
63.2% |
|
62.6% |
|
0.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
WESTIN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
134.38 |
|
120.34 |
|
11.7% |
|
128.13 |
|
116.25 |
|
10.2% |
|
152.28 |
|
132.05 |
|
15.3% |
|
ADR ($) |
|
181.83 |
|
170.34 |
|
6.7% |
|
169.28 |
|
161.35 |
|
4.9% |
|
221.37 |
|
198.24 |
|
11.7% |
|
Occupancy (%) |
|
73.9% |
|
70.6% |
|
3.3 |
|
75.7% |
|
72.0% |
|
3.7 |
|
68.8% |
|
66.6% |
|
2.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ST. REGIS/LUXURY COLLECTION |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
203.70 |
|
168.90 |
|
20.6% |
|
209.35 |
|
180.80 |
|
15.8% |
|
201.07 |
|
163.33 |
|
23.1% |
|
ADR ($) |
|
306.31 |
|
274.78 |
|
11.5% |
|
288.87 |
|
270.50 |
|
6.8% |
|
315.54 |
|
277.06 |
|
13.9% |
|
Occupancy (%) |
|
66.5% |
|
61.5% |
|
5.0 |
|
72.5% |
|
66.8% |
|
5.7 |
|
63.7% |
|
59.0% |
|
4.7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LE
MERIDIEN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
133.03 |
|
116.47 |
|
14.2% |
|
213.88 |
|
189.33 |
|
13.0% |
|
124.06 |
|
108.38 |
|
14.5% |
|
ADR ($) |
|
196.23 |
|
179.36 |
|
9.4% |
|
245.04 |
|
229.94 |
|
6.6% |
|
189.02 |
|
172.02 |
|
9.9% |
|
Occupancy (%) |
|
67.8% |
|
64.9% |
|
2.9 |
|
87.3% |
|
82.3% |
|
5.0 |
|
65.6% |
|
63.0% |
|
2.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
W |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
213.17 |
|
182.31 |
|
16.9% |
|
203.61 |
|
179.27 |
|
13.6% |
|
246.50 |
|
192.91 |
|
27.8% |
|
ADR ($) |
|
269.72 |
|
245.19 |
|
10.0% |
|
254.85 |
|
237.34 |
|
7.4% |
|
324.13 |
|
274.61 |
|
18.0% |
|
Occupancy (%) |
|
79.0% |
|
74.4% |
|
4.6 |
|
79.9% |
|
75.5% |
|
4.4 |
|
76.0% |
|
70.2% |
|
5.8 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
FOUR
POINTS |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
78.84 |
|
70.37 |
|
12.0% |
|
75.86 |
|
69.79 |
|
8.7% |
|
84.23 |
|
71.44 |
|
17.9% |
|
ADR ($) |
|
113.08 |
|
106.04 |
|
6.6% |
|
107.14 |
|
102.34 |
|
4.7% |
|
124.35 |
|
113.28 |
|
9.8% |
|
Occupancy (%) |
|
69.7% |
|
66.4% |
|
3.3 |
|
70.8% |
|
68.2% |
|
2.6 |
|
67.7% |
|
63.1% |
|
4.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ALOFT |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
74.10 |
|
63.56 |
|
16.6% |
|
75.86 |
|
65.38 |
|
16.0% |
|
|
|
|
|
|
|
ADR ($) |
|
102.41 |
|
100.47 |
|
1.9% |
|
104.01 |
|
100.73 |
|
3.3% |
|
|
|
|
|
|
|
Occupancy (%) |
|
72.4% |
|
63.3% |
|
9.1 |
|
72.9% |
|
64.9% |
|
8.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Includes same store owned,
leased, managed, and franchised hotels
|
|
|
|
|
|
|
|
|
|
|
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
Worldwide
Hotel Results - Same Store |
For
the three Months Ended June 30, |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Systemwide (1) |
|
Company Operated (2) |
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL
WORLDWIDE |
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
118.13 |
|
105.69 |
|
11.8% |
|
134.49 |
|
119.79 |
|
12.3% |
|
ADR ($) |
|
168.58 |
|
156.95 |
|
7.4% |
|
191.65 |
|
176.87 |
|
8.4% |
|
Occupancy (%) |
|
70.1% |
|
67.3% |
|
2.8 |
|
70.2% |
|
67.7% |
|
2.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
NORTH
AMERICA |
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
114.15 |
|
104.21 |
|
9.5% |
|
142.50 |
|
130.42 |
|
9.3% |
|
ADR ($) |
|
154.97 |
|
147.92 |
|
4.8% |
|
186.82 |
|
177.69 |
|
5.1% |
|
Occupancy (%) |
|
73.7% |
|
70.4% |
|
3.3 |
|
76.3% |
|
73.4% |
|
2.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EUROPE |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
174.64 |
|
139.96 |
|
24.8% |
|
203.12 |
|
160.84 |
|
26.3% |
|
ADR ($) |
|
243.15 |
|
208.00 |
|
16.9% |
|
273.77 |
|
229.26 |
|
19.4% |
|
Occupancy (%) |
|
71.8% |
|
67.3% |
|
4.5 |
|
74.2% |
|
70.2% |
|
4.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
AFRICA
& MIDDLE EAST |
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
108.57 |
|
116.82 |
|
(7.1%) |
|
109.08 |
|
117.49 |
|
(7.2%) |
|
ADR ($) |
|
180.11 |
|
168.44 |
|
6.9% |
|
181.80 |
|
169.87 |
|
7.0% |
|
Occupancy (%) |
|
60.3% |
|
69.4% |
|
(9.1) |
|
60.0% |
|
69.2% |
|
(9.2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ASIA
PACIFIC |
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
102.92 |
|
89.99 |
|
14.4% |
|
103.45 |
|
88.25 |
|
17.2% |
|
ADR ($) |
|
161.95 |
|
151.08 |
|
7.2% |
|
161.49 |
|
150.75 |
|
7.1% |
|
Occupancy (%) |
|
63.6% |
|
59.6% |
|
4.0 |
|
64.1% |
|
58.5% |
|
5.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LATIN
AMERICA |
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
92.34 |
|
78.88 |
|
17.1% |
|
94.90 |
|
79.87 |
|
18.8% |
|
ADR ($) |
|
153.72 |
|
141.50 |
|
8.6% |
|
159.39 |
|
148.06 |
|
7.7% |
|
Occupancy (%) |
|
60.1% |
|
55.7% |
|
4.4 |
|
59.5% |
|
53.9% |
|
5.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Includes same store owned,
leased, managed, and franchised hotels
|
(2) Includes same store owned,
leased, and managed hotels
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
Owned
Hotel Results - Same Store (1) |
For
the three Months Ended June 30, |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
WORLDWIDE |
|
NORTH AMERICA |
|
INTERNATIONAL |
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL HOTELS |
|
49 Hotels |
|
23 Hotels |
|
26 Hotels |
|
REVPAR ($) |
|
170.59 |
|
145.56 |
|
17.2% |
|
169.80 |
|
154.86 |
|
9.6% |
|
171.56 |
|
134.17 |
|
27.9% |
|
ADR ($) |
|
226.88 |
|
206.03 |
|
10.1% |
|
213.72 |
|
203.53 |
|
5.0% |
|
245.14 |
|
209.67 |
|
16.9% |
|
Occupancy (%) |
|
75.2% |
|
70.7% |
|
4.5 |
|
79.5% |
|
76.1% |
|
3.4 |
|
70.0% |
|
64.0% |
|
6.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenue |
|
399,633 |
|
350,254 |
|
14.1% |
|
217,057 |
|
200,267 |
|
8.4% |
|
182,575 |
|
149,987 |
|
21.7% |
|
Total Expenses |
|
305,437 |
|
276,018 |
|
(10.7%) |
|
172,652 |
|
164,640 |
|
(4.9%) |
|
132,785 |
|
111,378 |
|
(19.2%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
BRANDED HOTELS |
|
43 Hotels |
|
17 Hotels |
|
26 Hotels |
|
REVPAR ($) |
|
176.32 |
|
148.84 |
|
18.5% |
|
181.07 |
|
163.48 |
|
10.8% |
|
171.56 |
|
134.17 |
|
27.9% |
|
ADR ($) |
|
231.35 |
|
209.22 |
|
10.6% |
|
219.64 |
|
208.86 |
|
5.2% |
|
245.14 |
|
209.67 |
|
16.9% |
|
Occupancy (%) |
|
76.2% |
|
71.1% |
|
5.1 |
|
82.4% |
|
78.3% |
|
4.1 |
|
70.0% |
|
64.0% |
|
6.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenue |
|
375,717 |
|
326,707 |
|
15.0% |
|
193,142 |
|
176,720 |
|
9.3% |
|
182,575 |
|
149,987 |
|
21.7% |
|
Total Expenses |
|
284,655 |
|
254,836 |
|
(11.7%) |
|
151,870 |
|
143,458 |
|
(5.9%) |
|
132,785 |
|
111,378 |
|
(19.2%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Hotel Results exclude 5 hotel
sold and 11 hotels without comparable results during 2011 & 2010
|
* Revenues & Expenses above
are represented in '000's
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Management
Fees, Franchise Fees and Other Income |
For
the Three Months Ended June 30, |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Worldwide |
|
|
2011 |
|
2010 |
|
$
Variance |
|
%
Variance |
|
|
|
|
|
|
|
|
|
Management Fees:
|
|
|
|
|
|
|
|
|
Base Fees |
|
79 |
|
69 |
|
10 |
|
14.5% |
Incentive Fees |
|
32 |
|
31 |
|
1 |
|
3.2% |
Total
Management Fees (1) |
|
111 |
|
100 |
|
11 |
|
11.0% |
|
|
|
|
|
|
|
|
|
Franchise
Fees |
|
49 |
|
41 |
|
8 |
|
19.5% |
|
|
|
|
|
|
|
|
|
Total
Management & Franchise Fees |
|
160 |
|
141 |
|
19 |
|
13.5% |
|
|
|
|
|
|
|
|
|
Other
Management & Franchise Revenues (2) |
|
31 |
|
30 |
|
1 |
|
3.3% |
|
|
|
|
|
|
|
|
|
Total
Management & Franchise Revenues |
|
191 |
|
171 |
|
20 |
|
11.7% |
|
|
|
|
|
|
|
|
|
Other |
|
10 |
|
6 |
|
4 |
|
66.7% |
|
|
|
|
|
|
|
|
|
Management
Fees, Franchise Fees & Other Income |
|
201 |
|
177 |
|
24 |
|
13.6% |
|
|
|
|
|
|
|
|
|
(1)
Total Management Fees includes fees from North Africa and Japan of
approximately $4 and $8 in 2011 and 2010, respectively. |
|
|
|
|
|
|
|
|
|
(2)
Other Management & Franchise Revenues includes the amortization of
deferred gains of approximately $21 and $20 in 2011 and 2010,
respectively, resulting from the sales of hotels subject to long-term
management contracts and termination fees. |
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Vacation
Ownership & Residential Revenues and Expenses |
For
the Three Months Ended June 30, |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2011 |
|
2010 |
|
$ Variance |
|
% Variance |
|
|
|
|
|
|
|
|
|
|
|
Originated Sales
Revenues (1) -- Vacation Ownership Sales |
|
80 |
|
|
74 |
|
|
6 |
|
|
8.1 |
% |
|
Other Sales and
Services Revenues (2) |
|
70 |
|
|
62 |
|
|
8 |
|
|
12.9 |
% |
|
Deferred
Revenues -- Percentage of Completion |
|
-
|
|
|
- |
|
|
- |
|
|
- |
|
|
Deferred
Revenues -- Other (3) |
|
(6 |
) |
|
(5 |
) |
|
(1 |
) |
|
(20.0
|
%) |
|
Vacation
Ownership Sales and Services Revenues |
|
144 |
|
|
131 |
|
|
13 |
|
|
9.9 |
% |
|
Residential Sales and Services Revenues |
|
2 |
|
|
6 |
|
|
(4 |
) |
|
(66.7 |
%) |
|
Total
Vacation Ownership & Residential Sales and Services Revenues |
|
146 |
|
|
137 |
|
|
9 |
|
|
6.6 |
% |
|
|
|
|
|
|
|
|
|
|
|
Originated Sales
Expenses (4) -- Vacation Ownership Sales |
|
54 |
|
|
48 |
|
|
(6 |
) |
|
(12.5 |
%) |
|
Other Expenses (5) |
|
53 |
|
|
50 |
|
|
(3 |
) |
|
(6.0 |
%) |
|
Deferred
Expenses -- Percentage of Completion |
|
-
|
|
|
- |
|
|
- |
|
|
- |
|
|
Deferred
Expenses -- Other |
|
3 |
|
|
5 |
|
|
2 |
|
|
40.0 |
% |
|
Vacation
Ownership Expenses |
|
110 |
|
|
103 |
|
|
(7 |
) |
|
(6.8 |
%) |
|
Residential Expenses |
|
2 |
|
|
0 |
|
|
(2 |
) |
|
n/m |
|
|
Total
Vacation Ownership & Residential Expenses |
|
112 |
|
|
103 |
|
|
(9 |
) |
|
(8.7 |
%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
Timeshare sales revenue originated at each sales location before
deferrals of revenue for U.S. GAAP reporting purposes |
(2)
Includes resort income, interest income, and miscellaneous other
revenues |
(3)
Includes deferral of revenue for contracts still in rescission period,
contracts that do not yet meet the requirements of ASC 978-605-25 and
provision for loan loss |
(4)
Timeshare cost of sales and sales & marketing expenses before
deferrals of sales expenses for U.S. GAAP reporting purposes |
(5)
Includes resort, general and administrative, and other miscellaneous
expenses |
|
|
|
|
|
|
|
|
|
|
Note: Deferred revenue is calculated based on the Percentage of
Completion ("POC") of the project. Deferred expenses, also based on
POC, include product costs and direct sales and marketing costs only.
Indirect sales and marketing costs are not deferred per ASC 978-720-25
and ASC 978-340-25. |
|
|
|
|
|
|
|
|
|
|
n/m
= not meaningful |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
Systemwide(1)
Statistics - Same Store |
For
the Six Months Ended June 30, |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Systemwide - Worldwide |
|
Systemwide - North America |
|
Systemwide - International |
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL
HOTELS |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
112.16 |
|
101.02 |
|
11.0% |
|
107.16 |
|
97.25 |
|
10.2% |
|
119.24 |
|
106.35 |
|
12.1% |
|
ADR ($) |
|
167.44 |
|
157.12 |
|
6.6% |
|
154.49 |
|
147.55 |
|
4.7% |
|
187.41 |
|
171.51 |
|
9.3% |
|
Occupancy (%) |
|
67.0% |
|
64.3% |
|
2.7 |
|
69.4% |
|
65.9% |
|
3.5 |
|
63.6% |
|
62.0% |
|
1.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
SHERATON |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
94.34 |
|
87.11 |
|
8.3% |
|
89.99 |
|
83.04 |
|
8.4% |
|
100.20 |
|
92.60 |
|
8.2% |
|
ADR ($) |
|
144.79 |
|
136.88 |
|
5.8% |
|
133.13 |
|
128.08 |
|
3.9% |
|
161.96 |
|
149.27 |
|
8.5% |
|
Occupancy (%) |
|
65.2% |
|
63.6% |
|
1.6 |
|
67.6% |
|
64.8% |
|
2.8 |
|
61.9% |
|
62.0% |
|
(0.1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
WESTIN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
127.79 |
|
115.16 |
|
11.0% |
|
122.73 |
|
111.60 |
|
10.0% |
|
142.62 |
|
125.57 |
|
13.6% |
|
ADR ($) |
|
181.40 |
|
170.79 |
|
6.2% |
|
170.95 |
|
163.20 |
|
4.7% |
|
214.49 |
|
194.28 |
|
10.4% |
|
Occupancy (%) |
|
70.4% |
|
67.4% |
|
3.0 |
|
71.8% |
|
68.4% |
|
3.4 |
|
66.5% |
|
64.6% |
|
1.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ST. REGIS/LUXURY COLLECTION |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
188.71 |
|
160.82 |
|
17.3% |
|
202.06 |
|
174.66 |
|
15.7% |
|
182.36 |
|
154.21 |
|
18.3% |
|
ADR ($) |
|
293.07 |
|
267.98 |
|
9.4% |
|
289.23 |
|
271.70 |
|
6.5% |
|
295.13 |
|
266.01 |
|
10.9% |
|
Occupancy (%) |
|
64.4% |
|
60.0% |
|
4.4 |
|
69.9% |
|
64.3% |
|
5.6 |
|
61.8% |
|
58.0% |
|
3.8 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LE
MERIDIEN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
127.69 |
|
114.56 |
|
11.5% |
|
189.17 |
|
166.78 |
|
13.4% |
|
120.94 |
|
108.81 |
|
11.1% |
|
ADR ($) |
|
191.27 |
|
180.00 |
|
6.3% |
|
231.07 |
|
213.91 |
|
8.0% |
|
185.77 |
|
175.31 |
|
6.0% |
|
Occupancy (%) |
|
66.8% |
|
63.6% |
|
3.2 |
|
81.9% |
|
78.0% |
|
3.9 |
|
65.1% |
|
62.1% |
|
3.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
W |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
198.08 |
|
169.49 |
|
16.9% |
|
188.82 |
|
165.52 |
|
14.1% |
|
230.31 |
|
183.34 |
|
25.6% |
|
ADR ($) |
|
262.83 |
|
242.20 |
|
8.5% |
|
248.27 |
|
232.13 |
|
7.0% |
|
315.64 |
|
280.52 |
|
12.5% |
|
Occupancy (%) |
|
75.4% |
|
70.0% |
|
5.4 |
|
76.1% |
|
71.3% |
|
4.8 |
|
73.0% |
|
65.4% |
|
7.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
FOUR
POINTS |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
74.30 |
|
66.38 |
|
11.9% |
|
69.29 |
|
63.51 |
|
9.1% |
|
83.67 |
|
71.71 |
|
16.7% |
|
ADR ($) |
|
112.04 |
|
106.00 |
|
5.7% |
|
104.16 |
|
100.85 |
|
3.3% |
|
126.89 |
|
115.75 |
|
9.6% |
|
Occupancy (%) |
|
66.3% |
|
62.6% |
|
3.7 |
|
66.5% |
|
63.0% |
|
3.5 |
|
65.9% |
|
62.0% |
|
3.9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ALOFT |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
70.41 |
|
58.60 |
|
20.2% |
|
70.55 |
|
58.53 |
|
20.5% |
|
|
|
|
|
|
|
ADR ($) |
|
105.04 |
|
101.21 |
|
3.8% |
|
105.02 |
|
99.27 |
|
5.8% |
|
|
|
|
|
|
|
Occupancy (%) |
|
67.0% |
|
57.9% |
|
9.1 |
|
67.2% |
|
59.0% |
|
8.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Includes same store owned,
leased, managed, and franchised hotels
|
|
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
|
Worldwide
Hotel Results - Same Store |
|
For
the Six Months Ended June 30, |
|
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Systemwide (1) |
|
Company Operated (2) |
|
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL
WORLDWIDE |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
112.16 |
|
101.02 |
|
11.0% |
|
128.22 |
|
115.11 |
|
11.4% |
|
|
ADR ($) |
|
167.44 |
|
157.12 |
|
6.6% |
|
189.10 |
|
176.35 |
|
7.2% |
|
|
Occupancy (%) |
|
67.0% |
|
64.3% |
|
2.7 |
|
67.8% |
|
65.3% |
|
2.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
NORTH
AMERICA |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
107.16 |
|
97.25 |
|
10.2% |
|
133.82 |
|
121.23 |
|
10.4% |
|
|
ADR ($) |
|
154.49 |
|
147.55 |
|
4.7% |
|
184.88 |
|
175.81 |
|
5.2% |
|
|
Occupancy (%) |
|
69.4% |
|
65.9% |
|
3.5 |
|
72.4% |
|
69.0% |
|
3.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EUROPE |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
145.11 |
|
123.86 |
|
17.2% |
|
166.06 |
|
140.98 |
|
17.8% |
|
|
ADR ($) |
|
224.84 |
|
200.90 |
|
11.9% |
|
249.00 |
|
220.76 |
|
12.8% |
|
|
Occupancy (%) |
|
64.5% |
|
61.7% |
|
2.8 |
|
66.7% |
|
63.9% |
|
2.8 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
AFRICA & MIDDLE EAST |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
119.71 |
|
126.19 |
|
(5.1%) |
|
120.54 |
|
127.10 |
|
(5.2%) |
|
|
ADR ($) |
|
191.10 |
|
180.79 |
|
5.7% |
|
192.93 |
|
182.40 |
|
5.8% |
|
|
Occupancy (%) |
|
62.6% |
|
69.8% |
|
(7.2) |
|
62.5% |
|
69.7% |
|
(7.2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ASIA
PACIFIC |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
107.77 |
|
93.32 |
|
15.5% |
|
107.39 |
|
90.99 |
|
18.0% |
|
|
ADR ($) |
|
168.30 |
|
153.82 |
|
9.4% |
|
167.84 |
|
152.96 |
|
9.7% |
|
|
Occupancy (%) |
|
64.0% |
|
60.7% |
|
3.3 |
|
64.0% |
|
59.5% |
|
4.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LATIN
AMERICA |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
REVPAR ($) |
|
94.08 |
|
80.51 |
|
16.9% |
|
97.98 |
|
82.64 |
|
18.6% |
|
|
ADR ($) |
|
154.25 |
|
142.88 |
|
8.0% |
|
160.66 |
|
151.34 |
|
6.2% |
|
|
Occupancy (%) |
|
61.0% |
|
56.3% |
|
4.7 |
|
61.0% |
|
54.6% |
|
6.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Includes same store owned,
leased, managed, and franchised hotels
|
|
(2)
Includes same store owned, leased, and managed hotels |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
Owned
Hotel Results - Same Store (1) |
For
the Six Months Ended June 30, |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
WORLDWIDE |
|
NORTH AMERICA |
|
INTERNATIONAL |
|
|
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
2011 |
|
2010 |
|
Variance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
TOTAL HOTELS |
|
49 Hotels |
|
23 Hotels |
|
26 Hotels |
|
REVPAR ($) |
|
154.08 |
|
134.86 |
|
14.3% |
|
157.04 |
|
144.25 |
|
8.9% |
|
150.45 |
|
123.33 |
|
22.0% |
|
ADR ($) |
|
215.79 |
|
201.57 |
|
7.1% |
|
208.84 |
|
199.96 |
|
4.4% |
|
225.37 |
|
203.94 |
|
10.5% |
|
Occupancy (%) |
|
71.4% |
|
66.9% |
|
4.5 |
|
75.2% |
|
72.1% |
|
3.1 |
|
66.8% |
|
60.5% |
|
6.3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenue |
|
726,035 |
|
653,601 |
|
11.1% |
|
405,965 |
|
380,022 |
|
6.8% |
|
320,070 |
|
273,579 |
|
17.0% |
|
Total Expenses |
|
584,904 |
|
537,756 |
|
(8.8%) |
|
336,250 |
|
322,366 |
|
(4.3%) |
|
248,654 |
|
215,391 |
|
(15.4%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
BRANDED HOTELS |
|
43 Hotels |
|
17 Hotels |
|
26 Hotels |
|
REVPAR ($) |
|
159.63 |
|
138.41 |
|
15.3% |
|
168.79 |
|
153.43 |
|
10.0% |
|
150.45 |
|
123.33 |
|
22.0% |
|
ADR ($) |
|
219.58 |
|
203.67 |
|
7.8% |
|
214.67 |
|
203.45 |
|
5.5% |
|
225.37 |
|
203.94 |
|
10.5% |
|
Occupancy (%) |
|
72.7% |
|
68.0% |
|
4.7 |
|
78.6% |
|
75.4% |
|
3.2 |
|
66.8% |
|
60.5% |
|
6.3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenue |
|
682,752 |
|
610,212 |
|
11.9% |
|
362,682 |
|
336,633 |
|
7.7% |
|
320,070 |
|
273,579 |
|
17.0% |
|
Total Expenses |
|
543,723 |
|
495,809 |
|
(9.7%) |
|
295,069 |
|
280,419 |
|
(5.2%) |
|
248,654 |
|
215,391 |
|
(15.4%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
Hotel Results exclude 5 hotel sold and 11 hotels without comparable
results during 2011 & 2010 |
*
Revenues & Expenses above are represented in '000's |
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Management
Fees, Franchise Fees and Other Income |
For
the Six Months Ended June 30, |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Worldwide |
|
|
|
2011 |
|
2010 |
|
$
Variance |
|
%
Variance |
|
|
|
|
|
|
|
|
|
|
Management Fees: |
|
|
|
|
|
|
|
|
|
Base Fees |
|
146 |
|
129 |
|
17 |
|
13.2% |
|
Incentive Fees |
|
62 |
|
58 |
|
4 |
|
6.9% |
Total
Management Fees |
|
208 |
|
187 |
|
21 |
|
11.2% |
|
|
|
|
|
|
|
|
|
|
Franchise Fees |
|
92 |
|
76 |
|
16 |
|
21.1% |
|
|
|
|
|
|
|
|
|
|
Total
Management & Franchise Fees |
|
300 |
|
263 |
|
37 |
|
14.1% |
|
|
|
|
|
|
|
|
|
|
Other Management & Franchise Revenues (1) |
|
63 |
|
59 |
|
4 |
|
6.8% |
|
|
|
|
|
|
|
|
|
|
Total
Management & Franchise Revenues |
|
363 |
|
322 |
|
41 |
|
12.7% |
|
|
|
|
|
|
|
|
|
|
Other |
|
15 |
|
8 |
|
7 |
|
87.5% |
|
|
|
|
|
|
|
|
|
|
Management Fees, Franchise Fees & Other Income |
|
378 |
|
330 |
|
48 |
|
14.5% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
Other Management & Franchise Revenues includes the amortization of
deferred gains of approximately $42 and $40 in 2011 and 2010,
respectively, resulting from the sales of hotels subject to long-term
management contracts and termination fees. |
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Vacation
Ownership & Residential Revenues and Expenses |
For
the Six Months Ended June 30, |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2011 |
|
2010 |
|
$ Variance |
|
% Variance |
|
|
|
|
|
|
|
|
|
|
|
Originated Sales
Revenues (1) -- Vacation Ownership Sales |
|
162 |
|
|
151 |
|
|
11 |
|
|
7.3 |
% |
|
Other Sales and
Services Revenues (2) |
|
136 |
|
|
124 |
|
|
12 |
|
|
9.7 |
% |
|
Deferred
Revenues -- Percentage of Completion |
|
-
|
|
|
- |
|
|
- |
|
|
- |
|
|
Deferred
Revenues -- Other (3) |
|
(7 |
) |
|
(13 |
) |
|
6 |
|
|
46.2 |
% |
|
Vacation
Ownership Sales and Services Revenues |
|
291 |
|
|
262 |
|
|
29 |
|
|
11.1 |
% |
|
Residential Sales and Services Revenues |
|
8 |
|
|
8 |
|
|
0 |
|
|
0.0 |
% |
|
Total
Vacation Ownership & Residential Sales and Services Revenues |
|
299 |
|
|
270 |
|
|
29 |
|
|
10.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
Originated Sales
Expenses (4) -- Vacation Ownership Sales |
|
112 |
|
|
97 |
|
|
(15 |
) |
|
(15.5 |
%) |
|
Other Expenses (5) |
|
101 |
|
|
95 |
|
|
(6 |
) |
|
(6.3 |
%) |
|
Deferred
Expenses -- Percentage of Completion |
|
-
|
|
|
- |
|
|
- |
|
|
- |
|
|
Deferred
Expenses -- Other |
|
6 |
|
|
11 |
|
|
5 |
|
|
45.5 |
% |
|
Vacation
Ownership Expenses |
|
219 |
|
|
203 |
|
|
(16 |
) |
|
(7.9 |
%) |
|
Residential Expenses |
|
4 |
|
|
1 |
|
|
(3 |
) |
|
n/m |
|
|
Total
Vacation Ownership & Residential Expenses |
|
223 |
|
|
204 |
|
|
(19 |
) |
|
(9.3 |
%) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
Timeshare sales revenue originated at each sales location before
deferrals of revenue for U.S. GAAP reporting purposes |
|
(2)
Includes resort income, interest income, and miscellaneous other
revenues |
|
(3) Includes deferral of revenue
for contracts still in rescission period, contracts that do not yet
meet the requirements of ASC 978-605-25 and provision for loan loss
|
|
(4)
Timeshare cost of sales and sales & marketing expenses before
deferrals of sales expenses for U.S. GAAP reporting purposes |
|
(5)
Includes resort, general and administrative, and other miscellaneous
expenses |
|
|
|
|
|
|
|
|
|
|
|
Note: Deferred revenue is calculated based on the
Percentage of Completion ("POC") of the project. Deferred expenses,
also based on POC, include product costs and direct sales and marketing
costs only. Indirect sales and marketing costs are not deferred per ASC
978-720-25 and ASC 978-340-25. |
|
|
|
|
|
|
|
|
|
|
|
|
n/m = not
meaningful |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Hotels
without Comparable Results & Other Selected Items |
As
of June 30, 2011 |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Properties
without comparable results in 2011: |
|
Revenues and Expenses Associated with Assets Sold or
Closed in 2011 and 2010: (1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property
|
|
Location
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton Steamboat Resort & Conference Center |
|
Steamboat Springs, CO |
|
|
|
Q1 |
|
Q2 |
|
Q3 |
|
Q4 |
|
Full Year |
Westin Peachtree
|
|
Atlanta, GA |
|
Hotels
Sold or Closed in 2010: |
|
|
|
|
|
|
|
|
W New Orleans -
French Quarter |
|
New Orleans, LA |
|
2010 |
|
|
|
|
|
|
|
|
|
|
Westin St. John
Resort |
|
St. John, US Virgin Islands |
|
Revenues |
|
$ |
8 |
|
$ |
3 |
|
$ |
7 |
|
$ |
- |
|
$ |
18 |
St. Regis Osaka |
|
Osaka, Japan |
|
Expenses
(excluding depreciation) |
|
$ |
6 |
|
$ |
4 |
|
$ |
5 |
|
$ |
- |
|
$ |
15 |
W London |
|
London, England |
|
|
|
|
|
|
|
|
|
|
|
|
Grand Hotel -
Florence |
|
Florence, Italy |
|
Hotels
Sold or Closed in 2011: |
|
|
|
|
|
|
|
|
|
|
Sheraton Kauai |
|
Koloa, HI |
|
2011 |
|
|
|
|
|
|
|
|
|
|
Atlanta
Perimeter |
|
Atlanta, GA |
|
Revenues |
|
$ |
24 |
|
$ |
18 |
|
$ |
- |
|
$ |
- |
|
$ |
42 |
Hotel Alfonso |
|
Seville, Spain |
|
Expenses
(excluding depreciation) |
|
$ |
24 |
|
$ |
14 |
|
$ |
- |
|
$ |
- |
|
$ |
38 |
Four Points by
Sheraton Philadelphia Airport |
|
Philadelphia, PA
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2010 |
|
|
|
|
|
|
|
|
|
|
Properties
sold or closed in 2011 and 2010: |
|
|
|
Revenues |
|
$ |
23 |
|
$ |
36 |
|
$ |
33 |
|
$ |
31 |
|
$ |
123 |
|
|
|
|
Expenses
(excluding depreciation) |
|
$ |
22 |
|
$ |
26 |
|
$ |
26 |
|
$ |
23 |
|
$ |
97 |
Property
|
|
Location
|
|
|
|
|
|
|
|
|
|
|
|
|
W New York - The
Court & Tuscany |
|
New York, NY |
|
(1) Results consist of 3 hotels
sold in 2011 and 1 hotel sold in 2010. These amounts are included in
the revenues and expenses from owned, leased and consolidated joint
venture hotels in the statements of income for 2011 and 2010. These
amounts do not include revenues and expense from the W New York - The
Court & Tuscany which were reclassified to discontinued operations.
|
St. Regis Aspen |
|
Aspen, CO |
|
The Westin
Gaslamp Quarter, San Diego |
|
San Diego, CA |
|
W City Center |
|
Chicago, IL |
|
Boston Park
Plaza |
|
Boston, MA |
|
|
|
|
|
|
|
|
|
|
|
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Capital
Expenditures |
For
the Three and Six Months Ended June 30, 2011 |
UNAUDITED
($ millions) |
|
|
|
|
|
|
|
|
|
|
|
|
Q2 |
|
YTD |
Maintenance
Capital Expenditures: (1) |
|
|
|
|
Owned, Leased
and Consolidated Joint Venture Hotels |
|
24 |
|
|
46 |
|
Corporate/IT |
|
27 |
|
|
45 |
|
Subtotal |
|
51 |
|
|
91 |
|
|
|
|
|
|
Vacation
Ownership Capital Expenditures: (2) |
|
|
|
|
Net capital expenditures for inventory (excluding St.Regis Bal Harbour)
|
|
(9 |
) |
|
(25 |
) |
Net
capital expenditures for inventory - St.Regis Bal Harbour |
|
40 |
|
|
72 |
|
Subtotal |
|
31 |
|
|
47 |
|
|
|
|
|
|
Development
Capital |
|
32 |
|
|
65 |
|
|
|
|
|
|
Total
Capital Expenditures |
|
114 |
|
|
203 |
|
|
|
|
|
|
(1)
Maintenance capital expenditures include improvements that extend the
useful life of the asset. |
(2)
Represents gross inventory capital expenditures of $47 and $84 in the
three months and six months ended June 30, 2011, respectively, less
cost of sales of $16 and $37 in the three months and six months ended
June 30, 2011, respectively. |
|
|
Starwood
Hotels & Resorts Worldwide, Inc. |
2011
Divisional Hotel Inventory Summary by Ownership by Brand* |
As
of June 30, 2011 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
NAD |
|
EAME |
|
LAD |
|
ASIA |
|
Total |
|
|
|
Hotels |
|
Rooms |
|
Hotels |
|
Rooms |
|
Hotels |
|
Rooms |
|
Hotels |
|
Rooms |
|
Hotels |
|
Rooms |
|
Owned |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton |
|
6 |
|
3,528 |
|
4 |
|
705 |
|
5 |
|
2,713 |
|
2 |
|
821 |
|
17 |
|
7,767 |
|
Westin |
|
4 |
|
2,399 |
|
3 |
|
650 |
|
3 |
|
902 |
|
1 |
|
273 |
|
11 |
|
4,224 |
|
Four Points |
|
2 |
|
327 |
|
- |
|
- |
|
- |
|
- |
|
- |
|
- |
|
2 |
|
327 |
|
W |
|
5 |
|
1,795 |
|
2 |
|
665 |
|
- |
|
- |
|
- |
|
- |
|
7 |
|
2,460 |
|
Luxury
Collection |
|
1 |
|
643 |
|
7 |
|
602 |
|
1 |
|
180 |
|
- |
|
- |
|
9 |
|
1,425 |
|
St. Regis |
|
2 |
|
489 |
|
1 |
|
161 |
|
- |
|
- |
|
1 |
|
160 |
|
4 |
|
810 |
|
Aloft |
|
2 |
|
272 |
|
- |
|
- |
|
- |
|
- |
|
- |
|
- |
|
2 |
|
272 |
|
Element |
|
1 |
|
123 |
|
- |
|
- |
|
- |
|
- |
|
- |
|
- |
|
1 |
|
123 |
|
Other |
|
7 |
|
1,928 |
|
-
|
|
-
|
|
-
|
|
-
|
|
-
|
|
-
|
|
7
|
|
1,928 |
|
Total
Owned |
|
30 |
|
11,504 |
|
17 |
|
2,783 |
|
9 |
|
3,795 |
|
4 |
|
1,254 |
|
60 |
|
19,336 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Managed &
UJV |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton |
|
37 |
|
25,775 |
|
62 |
|
18,875 |
|
15 |
|
2,942 |
|
59 |
|
21,258 |
|
173 |
|
68,850 |
|
Westin |
|
55 |
|
28,709 |
|
13 |
|
4,026 |
|
2 |
|
665 |
|
26 |
|
8,859 |
|
96 |
|
42,259 |
|
Four Points |
|
1 |
|
171 |
|
10 |
|
1,971 |
|
4 |
|
517 |
|
13 |
|
4,363 |
|
28 |
|
7,022 |
|
W |
|
23 |
|
6,911 |
|
3 |
|
714 |
|
2 |
|
433 |
|
6 |
|
1,436 |
|
34 |
|
9,494 |
|
Luxury
Collection |
|
4 |
|
1,648 |
|
20 |
|
3,757 |
|
7 |
|
290 |
|
5 |
|
1,464 |
|
36 |
|
7,159 |
|
St. Regis |
|
9 |
|
1,811 |
|
1 |
|
93 |
|
2 |
|
309 |
|
6 |
|
1,316 |
|
18 |
|
3,529 |
|
Le Meridien |
|
4 |
|
607 |
|
53 |
|
13,617 |
|
-
|
|
- |
|
24
|
|
6,896 |
|
81 |
|
21,120 |
|
Aloft |
|
-
|
|
- |
|
2
|
|
555 |
|
-
|
|
- |
|
2
|
|
431 |
|
4 |
|
986 |
|
Other |
|
1 |
|
773 |
|
1 |
|
-
|
|
-
|
|
-
|
|
-
|
|
-
|
|
2
|
|
773 |
|
Total
Managed & UJV |
|
134 |
|
66,405 |
|
165 |
|
43,608 |
|
32 |
|
5,156 |
|
141 |
|
46,023 |
|
472 |
|
161,192 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchised |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton |
|
156 |
|
47,079 |
|
29 |
|
6,814 |
|
8 |
|
2,040 |
|
15 |
|
6,421 |
|
208 |
|
62,354 |
|
Westin |
|
58 |
|
18,628 |
|
5 |
|
2,174 |
|
3 |
|
697 |
|
8 |
|
2,231 |
|
74 |
|
23,730 |
|
Four Points |
|
104 |
|
16,587 |
|
10 |
|
1,449 |
|
8 |
|
1,276 |
|
7 |
|
1,227 |
|
129 |
|
20,539 |
|
Luxury
Collection |
|
8 |
|
1,629 |
|
14 |
|
1,883 |
|
2 |
|
248 |
|
8 |
|
2,260 |
|
32 |
|
6,020 |
|
St. Regis |
|
- |
|
- |
|
1 |
|
133 |
|
- |
|
- |
|
- |
|
- |
|
1 |
|
133 |
|
Le Meridien |
|
7 |
|
2,007 |
|
5 |
|
1,455 |
|
2 |
|
324 |
|
3 |
|
714 |
|
17 |
|
4,500 |
|
Aloft |
|
41 |
|
5,960 |
|
-
|
|
- |
|
- |
|
- |
|
2
|
|
301 |
|
43 |
|
6,261 |
|
Element |
|
8 |
|
1,309 |
|
-
|
|
-
|
|
-
|
|
-
|
|
-
|
|
-
|
|
8
|
|
1,309 |
|
Total
Franchised |
|
382 |
|
93,199 |
|
64 |
|
13,908 |
|
23 |
|
4,585 |
|
43 |
|
13,154 |
|
512 |
|
124,846 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Systemwide |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton |
|
199 |
|
76,382 |
|
95 |
|
26,394 |
|
28 |
|
7,695 |
|
76 |
|
28,500 |
|
398 |
|
138,971 |
|
Westin |
|
117 |
|
49,736 |
|
21 |
|
6,850 |
|
8 |
|
2,264 |
|
35 |
|
11,363 |
|
181 |
|
70,213 |
|
Four Points |
|
107 |
|
17,085 |
|
20 |
|
3,420 |
|
12 |
|
1,793 |
|
20 |
|
5,590 |
|
159 |
|
27,888 |
|
W |
|
28 |
|
8,706 |
|
5 |
|
1,379 |
|
2 |
|
433 |
|
6 |
|
1,436 |
|
41 |
|
11,954 |
|
Luxury
Collection |
|
13 |
|
3,920 |
|
41 |
|
6,242 |
|
10 |
|
718 |
|
13 |
|
3,724 |
|
77 |
|
14,604 |
|
St. Regis |
|
11 |
|
2,300 |
|
3 |
|
387 |
|
2 |
|
309 |
|
7 |
|
1,476 |
|
23 |
|
4,472 |
|
Le Meridien |
|
11 |
|
2,614 |
|
58 |
|
15,072 |
|
2 |
|
324 |
|
27 |
|
7,610 |
|
98 |
|
25,620 |
|
Aloft |
|
43 |
|
6,232 |
|
2 |
|
555 |
|
- |
|
- |
|
4 |
|
732 |
|
49 |
|
7,519 |
|
Element |
|
9 |
|
1,432 |
|
- |
|
- |
|
- |
|
- |
|
- |
|
- |
|
9 |
|
1,432 |
|
Other |
|
8 |
|
2,701 |
|
1 |
|
- |
|
- |
|
- |
|
-
|
|
- |
|
9
|
|
2,701 |
|
Vacation Ownership |
|
13 |
|
6,618 |
|
-
|
|
-
|
|
1
|
|
382 |
|
-
|
|
-
|
|
14
|
|
7,000 |
|
Total
Systemwide |
|
559 |
|
177,726 |
|
246 |
|
60,299 |
|
65 |
|
13,918 |
|
188 |
|
60,431 |
|
1,058 |
|
312,374 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
*Includes Vacation Ownership properties |
|
|
STARWOOD
HOTELS & RESORTS WORLDWIDE, INC. |
Vacation
Ownership Inventory Pipeline |
As
of June 30, 2011 |
UNAUDITED |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
# Resorts |
|
#
of Units (1) |
|
|
|
|
|
|
|
|
|
|
|
|
In |
|
In Active |
|
|
|
Pre-sales/ |
|
Future |
|
Total at |
|
|
Brand |
|
Total
(2) |
|
Operations |
|
Sales |
|
Completed
(3) |
|
Development
(4) |
|
Capacity
(5),(6) |
|
Buildout |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sheraton |
|
7 |
|
7 |
|
6 |
|
3,079 |
|
-
|
|
712
|
|
3,791 |
|
|
Westin |
|
9 |
|
9 |
|
9 |
|
1,463 |
|
121 |
|
21 |
|
1,605 |
|
|
St. Regis |
|
2 |
|
2 |
|
-
|
|
63
|
|
-
|
|
- |
|
63
|
|
|
The Luxury
Collection |
|
1 |
|
1 |
|
-
|
|
6
|
|
-
|
|
- |
|
6
|
|
|
Unbranded |
|
3 |
|
3 |
|
1 |
|
124 |
|
-
|
|
1
|
|
125 |
|
|
Total
SVO, Inc. |
|
22 |
|
22 |
|
16 |
|
4,735 |
|
121 |
|
734 |
|
5,590 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Unconsolidated Joint Ventures (UJV's) |
|
1 |
|
1 |
|
1 |
|
198 |
|
-
|
|
-
|
|
198
|
|
|
Total
including UJV's |
|
23 |
|
23 |
|
17 |
|
4,933 |
|
121 |
|
734 |
|
5,788 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
Intervals Including UJV's (7) |
|
|
|
|
|
|
|
256,516 |
|
6,292 |
|
38,168 |
|
300,976 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
Lockoff units are considered as one unit for this analysis. |
(2)
Includes resorts in operation, active sales or future development. |
(3)
Completed units include those units that have a certificate of
occupancy. |
(4)
Units in Pre-sales/Development are in various stages of development
(including the permitting stage), most of which are currently being
offered for sale to customers. |
(5)
Based on owned land and average density in existing marketplaces |
(6)
Future units indicated above include planned timeshare units on land
owned by the Company or applicable UJV that have received all major
governmental land use approvals for the development of timeshare. There
can be no assurance that such units will in fact be developed and, if
developed, the time period of such development (which may be more than
several years in the future). Some of the projects may require
additional third-party approvals or permits for development and build
out and may also be subject to legal challenges as well as a commitment
of capital by the Company. The actual number of units to be constructed
may be significantly lower than the number of future units indicated. |
(7)
Assumes 52 intervals per unit. |
|