Morgans Hotel Group Co. (NASDAQ:MHGC) (the
“Company” or “Morgans”) today reported financial results for the
quarter ended June 30, 2016.
Second Quarter 2016 Operating
Results
Adjusted EBITDA, defined below was $11.2 million
in the second quarter of 2016, compared to $12.7 million for the
same period in 2015, a decrease of 11.4%.
Revenue per available room (“RevPAR”) at
System-Wide Comparable Hotels decreased by 1.5% in constant dollars
(2.8% in actual dollars) in the second quarter of 2016 as compared
to the same period in 2015, due to a decrease of 2.4% in constant
dollars (3.8% in actual dollars) in average daily rate (“ADR”)
offset by an increase in occupancy of 1.0%. System-Wide
Comparable Hotels rooms revenues plus resort and facility fees,
which are not included in RevPAR, decreased by 1.0% in constant
dollars (2.3% in actual dollars) quarter over quarter.
RevPAR from System-Wide Comparable Hotels in New
York decreased 4.6% in the second quarter of 2016 as compared to
the same period in 2015, due to a 5.0% decrease in ADR slightly
offset by a 0.4% increase in occupancy. RevPAR at Hudson
decreased 4.9% during the second quarter of 2016 as compared to the
same period in 2015, driven by a 5.4% ADR decrease primarily due to
new supply in New York City. Including facility fees, room
revenues at Hudson decreased 3.2% quarter over
quarter.
Delano South Beach experienced a RevPAR decrease
of 12.2% during the second quarter of 2016 as compared to the same
period in 2015, due to a 13.8% decrease in ADR, which was primarily
the result of new supply in South Beach. Including resort
fees, rooms revenues at Delano decreased 10.3% quarter over
quarter.
Clift’s RevPAR increased 5.8% in the second
quarter of 2016 as compared to the second quarter of 2015 due to a
3.0% increase in occupancy and a 2.7% increase in
ADR.
RevPAR from System-Wide Comparable Hotels in
London, which is comprised of Sanderson and Mondrian London,
increased 2.7% in constant dollars during the second quarter of
2016 as compared to the same period in 2015, due to a 1.7% increase
in ADR and 1.0% increase in occupancy. St Martins Lane
continues to be non-comparable, as the hotel was under major
renovation in the first half of 2015.
Management fees decreased by $0.5 million in the
second quarter of 2016 as compared to the same period in 2015 due
primarily to the termination of the Mondrian SoHo management
agreement effective April 27, 2015 and the decline in revenues at
Shore Club due to the effect of the shift in timing of the
anticipated termination of our management agreement, which was
initially scheduled to occur in the second quarter of 2016 and has
been postponed until the fourth quarter of 2016.
Interest expense decreased by $1.7 million, or
14.2%, during the second quarter of 2016 as compared to the same
period in 2015, primarily due to the February 2016 prepayment of a
portion of outstanding mortgage debt secured by Hudson and Delano
South Beach.
Balance Sheet
The Company’s consolidated debt as of June 30,
2016, net of deferred financing costs of $3.0 million, was $575.5
million, which includes $102.3 million of capital lease obligations
primarily related to Clift. As of June 30, 2016, the Company
had $75.0 million of outstanding Series A preferred securities and
$62.5 million of undeclared dividends.
As of June 30, 2016, the Company had
approximately $11.2 million in cash and cash equivalents and $13.1
million in restricted cash. In early July 2016, the Company
posted an approximately $3.0 million bond to stay enforcement of a
judgment pending appeal in connection with a litigation.
As of June 30, 2016, the Company had
approximately $460.0 million of remaining Federal tax net operating
loss carryforwards to offset future income.
On June 8, 2016, the Mondrian South Beach joint
venture entered into a purchase and sale agreement to sell its
interest in Mondrian South Beach. Pursuant to the terms and
conditions of the purchase and sale agreement, the buyer paid the
joint venture a cash purchase price sufficient for the joint
venture to extinguish its outstanding mortgage and mezzanine loans,
plus accrued interest, in full at a negotiated discount, and the
buyer assumed certain liabilities of Mondrian South Beach. As
a result of the debt extinguishment, the Company’s operating
subsidiary, Morgans Group LLC, was released from the condominium
purchase guarantee of up to $14.0 million and the construction
completion guarantee.
As part of this transaction, on June 8, 2016,
the Company and the Mondrian South Beach joint venture mutually
terminated their existing management agreement for Mondrian South
Beach and the Company entered into a license agreement with the
buyer to allow the hotel to remain under the Mondrian brand.
The license agreement grants the buyer a limited, non-exclusive
right to use the Mondrian brand and other specified intellectual
property of the Company, subject to certain termination rights, in
exchange for a license fee that varies with Mondrian South Beach’s
monthly gross revenue for the term of the license agreement but
is subject to a minimum annual fee payable to the
Company.
Announced Sale of the
Company
On May 9, 2016, the Company entered into a
definitive agreement under which the Company will be acquired by
SBEEG Holdings, LLC (“SBE”), a leading global lifestyle hospitality
company. Under the terms of the agreement, SBE will acquire
all of the outstanding shares of the Company’s common stock for
$2.25 per share in cash. As part of the transaction,
affiliates of The Yucaipa Companies (“Yucaipa”) will exchange $75.0
million in Series A preferred securities, accrued preferred
dividends, and warrants for $75.0 million in preferred shares and
an interest in the common equity in the acquirer and, following the
closing, the leasehold interests in three restaurants in Las Vegas
currently held by Morgans. The transaction, which was
approved by the Company’s Board of Directors, is expected to close
in the third or fourth quarter, and is subject to regulatory
approvals, the assumption or refinancing of the Company’s mortgage
loan agreements, and customary closing conditions, including
approval of the transaction by the Company’s shareholders.
Morgans shareholders representing approximately 29% of the
Company’s outstanding shares of common stock have signed voting
agreements in support of this transaction, including OTK
Associates, Pine River Capital Management and Vector Group
Ltd. Affiliates of Yucaipa have also signed a voting
agreement in respect of their Series A preferred securities and
warrants.
Additional Definitions
“Adjusted EBITDA” means adjusted earnings before
interest, taxes, depreciation and amortization, as further defined
below.
“EBITDA” means earnings before interest, income
taxes, depreciation and amortization.
“Owned Hotels” means Hudson in New York, Delano
South Beach in Miami Beach and Clift in San Francisco, which the
Company leases under a long-term lease.
“System-Wide Comparable Hotels” means all
Morgans Hotel Group branded hotels operated by the Company, except
for hotels added or under major renovation during the current or
the prior year period, development projects and hotels no longer
managed by the Company. System-Wide Comparable Hotels for the
periods ended June 30, 2016 and 2015 exclude Mondrian South Beach,
which effective June 8, 2016, the Company no longer manages, St
Martins Lane in London, which was under major renovation in the
first half of 2015, Mondrian SoHo, which the Company no longer
managed effective April 27, 2015, and Delano Las Vegas and 10
Karaköy, both of which are licensed/franchised hotels.
Additionally, due to the effects of the planned closure of the
Shore Club, which was initially scheduled to occur in the second
quarter of 2016 and was postponed until the fourth quarter of 2016,
Shore Club is considered non-comparable for the periods
presented.
About Morgans Hotel Group
Morgans Hotel Group Co. (NASDAQ:MHGC) is widely
credited as the creator of the first "boutique" hotel and a
continuing leader of the hotel industry's boutique sector. The
Morgans Hotel Group portfolio includes Delano in South Beach and
Las Vegas; Mondrian in Los Angeles, London and South
Beach; Hudson, Morgans and Royalton in New York; Clift in San
Francisco; Shore Club in South Beach; Sanderson and St Martins Lane
in London; and 10 Karaköy in Istanbul, Turkey. Morgans Hotel Group
has ownership interests in some of these hotels. Morgans Hotel
Group has other hotels in various stages of development to be
operated under management agreements, including three hotels under
construction: Mondrian in Doha and Dubai, and Delano in Dubai. For
more information please visit www.morganshotelgroup.com.
Forward-Looking and Cautionary
Statements
This press release may contain certain
“forward-looking statements” within the meaning of the Private
Securities Litigation Reform Act of 1995. Forward-looking
statements are generally identifiable by use of forward-looking
terminology such as “may,” “will,” “should,” “potential,” “intend,”
“expect,” “endeavor,” “seek,” “anticipate,” “estimate,”
“overestimate,” “underestimate,” “believe,” “could,” “project,”
“predict,” “continue” or other similar words or
expressions. These forward-looking statements reflect
the Company’s current views about future events and are subject to
risks, uncertainties, assumptions and changes in circumstances that
may cause its actual results to differ materially from those
expressed in any forward-looking statement. Forward-looking
statements in this press release include, without limitation, risks
related to the proposed acquisition of the Company by
SBE.
Important risks and factors that could cause the
Company’s actual results to differ materially from those expressed
in any forward-looking statements include, but are not limited to
economic, business, competitive market and regulatory conditions
such as: a downturn in economic and market conditions, both in the
U.S. and internationally, particularly as it impacts demand for
travel, hotels, dining and entertainment; the Company’s level of
debt under its outstanding debt agreements, the Company’s
obligations under its preferred equity instruments, its ability to
restructure or refinance the current outstanding debt and preferred
equity instruments, the Company’s ability to generate sufficient
cash to repay or redeem outstanding debt and preferred equity
instruments or make payments on guarantees as they may become due;
the impact of any dividend payments or accruals on the Company’s
preferred equity instruments on its cash flow and the value of its
common stock; the impact of any strategic plans established by the
Company’s Board of Directors; the impact of restructuring charges
on the Company’s liquidity; general volatility of the Company’s
stock price, the capital markets and the Company’s ability to
access the capital markets and the ability of its joint ventures to
do the foregoing; the impact of financial and other covenants in
the Company’s loan agreements and other debt instruments that limit
the Company’s ability to borrow and restrict certain of its
operations; the Company’s history of losses; the Company’s
liquidity position; the Company’s ability to compete in the
“boutique” or “lifestyle” hotel segments of the hospitality
industry and changes in the competitive environment in the
Company’s industry and the markets where it invests; the Company’s
ability to protect the value of its name, image and brands and its
intellectual property; risks related to natural disasters,
outbreaks of contagious diseases, terrorist attacks, the threat of
terrorist attacks and similar disasters, including a downturn in
travel, hotels, dining and entertainment resulting therefrom; risks
related to the Company’s international operations, such as global
economic conditions, political or economic instability, compliance
with foreign regulations and satisfaction of international business
and workplace requirements; the Company’s ability to timely fund
the renovations and capital improvements necessary to sustain the
quality of the properties of the Morgans Hotel Group and associated
brands; risks associated with the acquisition, development and
integration of properties and businesses; the Company’s ability to
perform under management agreements and to resolve any disputes
with owners of properties that the Company manages but does not
wholly own; potential terminations of management agreements and the
timing of receipt of anticipated termination fees; the impact of
any material litigation, claims or disputes, including labor
disputes; the seasonal nature of the hospitality business and other
aspects of the hospitality and travel industry that are beyond the
Company’s control; the Company’s ability to maintain state of the
art information technology systems and protect such systems from
cyber-attacks; the Company’s ability to comply with complex U.S.
and international regulations, including regulations related to the
environment, labor, food and beverage operations and data privacy;
ownership of a substantial block of the Company’s common stock by a
small number of investors and the ability of such investors to
influence key decisions; the risk that the
proposed acquisition by SBE, or
an alternative thereto, may not be completed in a
timely manner or at all, including by reason of the unavailability
of financing, which may adversely affect the Company’s business and
the price of the common stock of the Company; the failure to
satisfy any of the conditions to the consummation of the proposed
merger with SBE, including the adoption of the acquisition
agreement by the stockholders of the Company, the assumption
or refinancing of the Company’s mortgage loan agreements and the
receipt of governmental and regulatory approvals; the occurrence of
any event, change or other circumstance that could give rise to the
termination of the SBE acquisition agreement; the effect of the
announcement or pendency of the transaction on the Company's
business relationships, operating results and business generally;
risks that the proposed transaction disrupts current plans and
operations and the potential difficulties in employee retention as
a result of the transaction; risks related to diverting
management’s attention from the Company's ongoing
business operations; the outcome of any legal proceedings that may
be instituted against us related to the acquisition agreement or
the transaction and other risk factors discussed in the
Company’s Annual Report on Form 10-K for the fiscal year ended
December 31, 2015, Quarterly Report on Form 10-Q for the period
ended March 31, 2016, and other documents which we file with the
Securities Exchange Commission (the “SEC”) from time to time. All
forward-looking statements in this press release are made as of the
date hereof, based upon information known to management as of the
date hereof, and the Company assumes no obligations to update or
revise any of its forward-looking statements even if experience or
future changes show that indicated results or events will not be
realized.
Additional Information and Where to Find
It
This communication may be deemed to be
solicitation material in respect of the proposed acquisition of the
Company by a new holding company to be established SBEEG Holdings,
LLC. In connection with the proposed transaction, the Company
has filed a definitive proxy statement and the Company may file or
furnish other relevant materials relating to the proposed
acquisition with or to the Securities and Exchange Commission.
STOCKHOLDERS ARE URGED TO READ ALL RELEVANT MATERIALS FILED
WITH OR FURNISHED TO THE SECURITIES AND EXCHANGE COMMISSION,
INCLUDING THE PRELIMINARY PROXY STATEMENT AND THE DEFINITIVE PROXY
STATEMENT, BECAUSE THEY CONTAIN IMPORTANT INFORMATION ABOUT THE
PROPOSED TRANSACTION. Stockholders may obtain a free copy of
the definitive proxy statement and other documents filed with or
furnished to the SEC by the Company at the SEC’s website at
www.sec.gov. The Company will make available a copy of its
public reports, without charge, upon written request to the General
Counsel, Morgans Hotel Group Co., 475 Tenth Avenue, 11th Floor, New
York, NY 10018
Participants in the
Solicitation
The Company and its directors and executive
officers may be deemed to be participants in the solicitation of
proxies in respect of the proposed transaction. Information about
the directors and executive officers of the Company is contained in
the Company’s Form 10-K for the year ended December 31, 2015, its
proxy statement filed on April 15, 2016, and its preliminary proxy
statement filed on July 18, 2016, as amended, which are filed
with the SEC. Information regarding the identity of the potential
participants, and their direct or indirect interests in the
transaction, by security holdings or otherwise, will be set forth
in the proxy statement and other materials to be filed with SEC in
connection with the transaction.
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Income Statements |
|
|
|
|
|
|
|
|
|
|
(In
thousands, except per share amounts) |
|
|
|
|
|
|
|
|
|
|
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|
|
Three Months |
|
Six Months |
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|
|
Ended June 30, |
|
Ended June
30, |
|
|
|
|
|
|
|
|
2016 |
|
|
|
2015 |
|
|
|
2016 |
|
|
|
2015 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
Revenues : |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rooms |
|
|
|
|
$ |
29,929 |
|
|
$ |
30,991 |
|
|
$ |
55,173 |
|
|
$ |
56,787 |
|
|
|
Food and beverage |
|
|
|
|
|
17,544 |
|
|
|
19,674 |
|
|
|
37,976 |
|
|
|
41,245 |
|
|
|
Other hotel |
|
|
|
|
|
2,415 |
|
|
|
2,037 |
|
|
|
4,613 |
|
|
|
3,968 |
|
|
|
|
Total hotel
revenues |
|
|
|
|
49,888 |
|
|
|
52,702 |
|
|
|
97,762 |
|
|
|
102,000 |
|
|
|
Management
fee-related parties and other income |
|
|
|
2,973 |
|
|
|
3,508 |
|
|
|
6,122 |
|
|
|
7,516 |
|
|
|
|
Total revenues |
|
|
|
|
52,861 |
|
|
|
56,210 |
|
|
|
103,884 |
|
|
|
109,516 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
Costs and Expenses : |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rooms |
|
|
|
|
|
9,849 |
|
|
|
9,414 |
|
|
|
19,307 |
|
|
|
18,298 |
|
|
|
Food and beverage |
|
|
|
|
|
12,583 |
|
|
|
13,883 |
|
|
|
26,427 |
|
|
|
28,560 |
|
|
|
Other departmental |
|
|
|
|
|
1,119 |
|
|
|
1,068 |
|
|
|
2,263 |
|
|
|
2,064 |
|
|
|
Hotel
selling, general and administrative |
|
|
|
|
9,379 |
|
|
|
10,418 |
|
|
|
19,530 |
|
|
|
20,570 |
|
|
|
Property
taxes, insurance and other |
|
|
|
|
4,108 |
|
|
|
4,411 |
|
|
|
8,651 |
|
|
|
8,294 |
|
|
|
|
Total hotel
operating expenses |
|
|
|
37,038 |
|
|
|
39,194 |
|
|
|
76,178 |
|
|
|
77,786 |
|
|
|
Corporate
expenses : |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock based
compensation |
|
|
|
194 |
|
|
|
578 |
|
|
|
309 |
|
|
|
922 |
|
|
|
|
Other |
|
|
|
|
4,591 |
|
|
|
4,341 |
|
|
|
8,739 |
|
|
|
10,025 |
|
|
|
Depreciation and amortization |
|
|
|
|
5,578 |
|
|
|
5,563 |
|
|
|
11,229 |
|
|
|
11,200 |
|
|
|
Restructuring and development costs |
|
|
|
|
2,595 |
|
|
|
1,050 |
|
|
|
3,294 |
|
|
|
3,147 |
|
|
|
Loss on
receivables from unconsolidated joint venture |
|
|
|
- |
|
|
|
550 |
|
|
|
- |
|
|
|
550 |
|
|
|
|
Total
operating costs and expenses |
|
|
|
49,996 |
|
|
|
51,276 |
|
|
|
99,749 |
|
|
|
103,630 |
|
|
|
|
Operating income |
|
|
|
|
2,865 |
|
|
|
4,934 |
|
|
|
4,135 |
|
|
|
5,886 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
expense, net |
|
|
|
|
10,260 |
|
|
|
11,955 |
|
|
|
21,422 |
|
|
|
23,782 |
|
|
|
Impairment
loss and equity in income of unconsolidated joint ventures |
|
|
(2 |
) |
|
|
(2 |
) |
|
|
(4 |
) |
|
|
3,888 |
|
|
|
Impairment
loss on intangible asset |
|
|
|
|
- |
|
|
|
- |
|
|
|
366 |
|
|
|
- |
|
|
|
Gain on asset
sales |
|
|
|
|
|
(2,005 |
) |
|
|
(2,086 |
) |
|
|
(4,010 |
) |
|
|
(5,794 |
) |
|
|
Other
non-operating expenses |
|
|
|
|
301 |
|
|
|
1,552 |
|
|
|
844 |
|
|
|
3,207 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss before
income tax expense |
|
|
|
(5,689 |
) |
|
|
(6,485 |
) |
|
|
(14,483 |
) |
|
|
(19,197 |
) |
|
|
|
Income tax expense |
|
|
|
|
133 |
|
|
|
169 |
|
|
|
261 |
|
|
|
295 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss |
|
|
|
|
(5,822 |
) |
|
|
(6,654 |
) |
|
|
(14,744 |
) |
|
|
(19,492 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss
attributable to noncontrolling interest |
|
|
12 |
|
|
|
13 |
|
|
|
30 |
|
|
|
27 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss
attributable to Morgans Hotel Group |
|
$ |
(5,810 |
) |
|
$ |
(6,641 |
) |
|
$ |
(14,714 |
) |
|
$ |
(19,465 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Preferred
stock dividends and accretion |
|
|
(4,659 |
) |
|
|
(4,075 |
) |
|
|
(9,126 |
) |
|
|
(7,985 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss
attributable to common stockholders |
|
$ |
(10,469 |
) |
|
$ |
(10,716 |
) |
|
$ |
(23,840 |
) |
|
$ |
(27,450 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss per
share: |
|
|
|
|
|
|
|
|
|
|
|
Basic and
diluted attributable to common stockholders |
$ |
(0.30 |
) |
|
$ |
(0.31 |
) |
|
$ |
(0.69 |
) |
|
$ |
(0.80 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average common shares outstanding - basic and
diluted |
|
34,813 |
|
|
|
34,492 |
|
|
|
34,776 |
|
|
|
34,440 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selected Hotel Operating
Statistics |
( In Actual Dollars) |
|
|
( In Constant Dollars, if
different) |
|
( In Actual Dollars) |
|
|
( In Constant Dollars, if
different) |
|
|
|
|
|
Three Months |
|
|
Three Months |
|
|
Six Months |
|
|
Six Months |
|
|
|
|
|
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
BY
REGION |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
New
York Comparable Hotels (1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
93.3 |
% |
|
92.9 |
% |
|
0.4 |
% |
|
|
|
|
|
|
84.9 |
% |
|
84.6 |
% |
|
0.4 |
% |
|
|
|
|
|
|
ADR |
|
|
$ |
235.98 |
|
$ |
248.31 |
|
|
-5.0 |
% |
|
|
|
|
|
$ |
203.59 |
|
$ |
214.99 |
|
|
-5.3 |
% |
|
|
|
|
|
|
RevPAR |
|
|
$ |
220.17 |
|
$ |
230.68 |
|
|
-4.6 |
% |
|
|
|
|
|
$ |
172.85 |
|
$ |
181.88 |
|
|
-5.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
West Coast Comparable Hotels (2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
92.9 |
% |
|
91.2 |
% |
|
1.9 |
% |
|
|
|
|
|
|
92.9 |
% |
|
89.6 |
% |
|
3.7 |
% |
|
|
|
|
|
|
ADR |
|
|
$ |
286.30 |
|
$ |
278.40 |
|
|
2.8 |
% |
|
|
|
|
|
$ |
287.94 |
|
$ |
280.84 |
|
|
2.5 |
% |
|
|
|
|
|
|
RevPAR |
|
|
$ |
265.97 |
|
$ |
253.90 |
|
|
4.8 |
% |
|
|
|
|
|
$ |
267.50 |
|
$ |
251.63 |
|
|
6.3 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Miami Comparable Hotels (3) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
71.1 |
% |
|
69.8 |
% |
|
1.9 |
% |
|
|
|
|
|
|
75.9 |
% |
|
72.9 |
% |
|
4.1 |
% |
|
|
|
|
|
|
ADR |
|
|
$ |
389.48 |
|
$ |
452.07 |
|
|
-13.8 |
% |
|
|
|
|
|
$ |
472.03 |
|
$ |
549.74 |
|
|
-14.1 |
% |
|
|
|
|
|
|
RevPAR |
|
|
$ |
276.92 |
|
$ |
315.54 |
|
|
-12.2 |
% |
|
|
|
|
|
$ |
358.27 |
|
$ |
400.76 |
|
|
-10.6 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States Comparable
Hotels |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
91.0 |
% |
|
90.1 |
% |
|
1.0 |
% |
|
|
|
|
|
|
86.5 |
% |
|
85.0 |
% |
|
1.8 |
% |
|
|
|
|
|
|
ADR |
|
|
$ |
263.71 |
|
$ |
273.33 |
|
|
-3.5 |
% |
|
|
|
|
|
$ |
254.87 |
|
$ |
264.83 |
|
|
-3.8 |
% |
|
|
|
|
|
|
RevPAR |
|
|
$ |
239.98 |
|
$ |
246.27 |
|
|
-2.6 |
% |
|
|
|
|
|
$ |
220.46 |
|
$ |
225.11 |
|
|
-2.1 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International Comparable Hotels (4) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
83.2 |
% |
|
82.4 |
% |
|
1.0 |
% |
|
|
83.2 |
% |
|
82.4 |
% |
|
1.0 |
% |
|
|
77.9 |
% |
|
73.7 |
% |
|
5.7 |
% |
|
|
77.9 |
% |
|
73.7 |
% |
|
5.7 |
% |
|
|
ADR |
|
|
$ |
303.08 |
|
$ |
317.93 |
|
|
-4.7 |
% |
|
$ |
302.91 |
|
$ |
297.84 |
|
|
1.7 |
% |
|
$ |
292.05 |
|
$ |
310.32 |
|
|
-5.9 |
% |
|
$ |
292.05 |
|
$ |
292.14 |
|
|
0.0 |
% |
|
|
RevPAR |
|
|
$ |
252.16 |
|
$ |
261.97 |
|
|
-3.7 |
% |
|
$ |
252.02 |
|
$ |
245.42 |
|
|
2.7 |
% |
|
$ |
227.51 |
|
$ |
228.71 |
|
|
-0.5 |
% |
|
$ |
227.51 |
|
$ |
215.31 |
|
|
5.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide Comparable
Hotels (5) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
89.4 |
% |
|
88.5 |
% |
|
1.0 |
% |
|
|
89.4 |
% |
|
88.5 |
% |
|
1.0 |
% |
|
|
84.7 |
% |
|
82.7 |
% |
|
2.4 |
% |
|
|
84.7 |
% |
|
82.7 |
% |
|
2.4 |
% |
|
|
ADR |
|
|
$ |
271.25 |
|
$ |
281.87 |
|
|
-3.8 |
% |
|
$ |
271.22 |
|
$ |
278.02 |
|
|
-2.4 |
% |
|
$ |
261.90 |
|
$ |
273.17 |
|
|
-4.1 |
% |
|
$ |
261.90 |
|
$ |
269.84 |
|
|
-2.9 |
% |
|
|
RevPAR |
|
|
$ |
242.50 |
|
$ |
249.45 |
|
|
-2.8 |
% |
|
$ |
242.47 |
|
$ |
246.05 |
|
|
-1.5 |
% |
|
$ |
221.83 |
|
$ |
225.91 |
|
|
-1.8 |
% |
|
$ |
221.83 |
|
$ |
223.16 |
|
|
-0.6 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) New York
Comparable Hotels for the periods ended June 30, 2016 and 2015
consist of Hudson, Morgans and Royalton in New York. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2) West Coast
Comparable Hotels for the periods ended June 30, 2016 and 2015
consist of Mondrian Los Angeles and Clift in San
Francisco. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3) Miami
Comparable Hotels for the periods ended June 30, 2016 and 2015
consists of Delano South Beach in Miami Beach, Florida. Due
to the effects of the planned closure of the Shore Club, which was
initially scheduled to occur in the second quarter of 2016 and was
postponed until the fourth quarter of 2016, Shore Club is
considered non-comparable for the periods presented. The
Company continues to manage Shore Club and termination of its
management agreement is anticipated to occur in the fourth quarter
of 2016. Additionally, Mondrian South Beach, which the
Company no longer managed effective June 8, 2016, is
non-comparable for the periods presented. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(4) International Comparable
Hotels for the periods ended June 30, 2016 and 2015 consists of
Sanderson and Mondrian London. St Martins Lane in London is
non-comparable, as the hotel was under major renovation in the
first half of 2015. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5) System-Wide
Comparable Hotels include all Morgans Hotel Group branded hotels
operated by the Company, except for hotels added or under major
renovation during the current or the prior year, development
projects and discontinued operations. System-Wide Comparable
Hotels for the periods ended June 30, 2016 and 2015 exclude
Mondrian South Beach, which effective June 8, 2016, the Company no
longer managed, St Martins Lane in London, which was under
renovations in the first half of 2015, and Mondrian SoHo, which
effective April 27, 2015, the Company no longer managed.
Additionally, due to the effects of the planned closure of the
Shore Club, which was initially scheduled to occur in the second
quarter of 2016 and was postponed until the fourth quarter of 2016,
Shore Club is considered non-comparable for the periods
presented. The Company continues to manage Shore Club and
termination of its management agreement is anticipated to occur in
the fourth quarter of 2016. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selected Hotel Operating Statistics |
( In Actual Dollars) |
|
|
( In Constant Dollars, if
different) |
|
( In Actual Dollars) |
|
|
( In Constant Dollars, if
different) |
|
|
|
|
|
|
Three Months |
|
|
Three Months |
|
|
Six Months |
|
|
Six Months |
|
|
|
|
|
|
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
Ended June 30, |
% |
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
BY
OWNERSHIP |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Comparable Hotels (1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
91.9 |
% |
|
90.8 |
% |
|
1.2 |
% |
|
|
|
|
|
|
86.8 |
% |
|
85.3 |
% |
|
1.8 |
% |
|
|
|
|
|
|
|
ADR |
|
|
$ |
247.74 |
|
$ |
259.88 |
|
|
-4.7 |
% |
|
|
|
|
|
$ |
241.86 |
|
$ |
254.85 |
|
|
-5.1 |
% |
|
|
|
|
|
|
|
RevPAR |
|
|
$ |
227.67 |
|
$ |
235.97 |
|
|
-3.5 |
% |
|
|
|
|
|
$ |
209.93 |
|
$ |
217.39 |
|
|
-3.4 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Joint Venture Comparable Hotels (2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
RevPAR |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Managed Comparable Hotels (3) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
85.8 |
% |
|
85.4 |
% |
|
0.5 |
% |
|
|
85.8 |
% |
|
85.4 |
% |
|
0.5 |
% |
|
|
81.9 |
% |
|
79.0 |
% |
|
3.7 |
% |
|
|
81.9 |
% |
|
79.0 |
% |
|
3.7 |
% |
|
|
|
ADR |
|
|
$ |
306.56 |
|
$ |
314.65 |
|
|
-2.6 |
% |
|
$ |
306.48 |
|
$ |
305.06 |
|
|
0.5 |
% |
|
$ |
291.68 |
|
$ |
300.89 |
|
|
-3.1 |
% |
|
$ |
291.68 |
|
$ |
292.52 |
|
|
-0.3 |
% |
|
|
|
RevPAR |
|
|
$ |
263.03 |
|
$ |
268.71 |
|
|
-2.1 |
% |
|
$ |
262.96 |
|
$ |
260.52 |
|
|
0.9 |
% |
|
$ |
238.89 |
|
$ |
237.70 |
|
|
0.5 |
% |
|
$ |
238.89 |
|
$ |
231.09 |
|
|
3.4 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide Comparable
Hotels |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
89.4 |
% |
|
88.5 |
% |
|
1.0 |
% |
|
|
89.4 |
% |
|
88.5 |
% |
|
1.0 |
% |
|
|
84.7 |
% |
|
82.7 |
% |
|
2.4 |
% |
|
|
84.7 |
% |
|
82.7 |
% |
|
2.4 |
% |
|
|
|
ADR |
|
|
$ |
271.25 |
|
$ |
281.87 |
|
|
-3.8 |
% |
|
$ |
271.22 |
|
$ |
278.02 |
|
|
-2.4 |
% |
|
$ |
261.90 |
|
$ |
273.17 |
|
|
-4.1 |
% |
|
$ |
261.90 |
|
$ |
269.84 |
|
|
-2.9 |
% |
|
|
|
RevPAR |
|
|
$ |
242.50 |
|
$ |
249.45 |
|
|
-2.8 |
% |
|
$ |
242.47 |
|
$ |
246.05 |
|
|
-1.5 |
% |
|
$ |
221.83 |
|
$ |
225.91 |
|
|
-1.8 |
% |
|
$ |
221.83 |
|
$ |
223.16 |
|
|
-0.6 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Hotels |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
95.0 |
% |
|
94.5 |
% |
|
0.5 |
% |
|
|
|
|
|
|
86.1 |
% |
|
85.8 |
% |
|
0.3 |
% |
|
|
|
|
|
|
|
ADR |
|
|
$ |
217.14 |
|
$ |
229.47 |
|
|
-5.4 |
% |
|
|
|
|
|
$ |
184.38 |
|
$ |
196.22 |
|
|
-6.0 |
% |
|
|
|
|
|
|
|
RevPAR |
|
|
$ |
206.28 |
|
$ |
216.85 |
|
|
-4.9 |
% |
|
|
|
|
|
$ |
158.75 |
|
$ |
168.36 |
|
|
-5.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Delano
South Beach |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
71.1 |
% |
|
69.8 |
% |
|
1.9 |
% |
|
|
|
|
|
|
75.9 |
% |
|
72.9 |
% |
|
4.1 |
% |
|
|
|
|
|
|
|
ADR |
|
|
$ |
389.48 |
|
$ |
452.07 |
|
|
-13.8 |
% |
|
|
|
|
|
$ |
472.03 |
|
$ |
549.74 |
|
|
-14.1 |
% |
|
|
|
|
|
|
|
RevPAR |
|
|
$ |
276.92 |
|
$ |
315.54 |
|
|
-12.2 |
% |
|
|
|
|
|
$ |
358.27 |
|
$ |
400.76 |
|
|
-10.6 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Clift |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy |
|
|
95.6 |
% |
|
92.8 |
% |
|
3.0 |
% |
|
|
|
|
|
|
94.2 |
% |
|
90.5 |
% |
|
4.1 |
% |
|
|
|
|
|
|
|
ADR |
|
|
$ |
264.55 |
|
$ |
257.54 |
|
|
2.7 |
% |
|
|
|
|
|
$ |
269.10 |
|
$ |
262.10 |
|
|
2.7 |
% |
|
|
|
|
|
|
|
RevPAR |
|
|
$ |
252.91 |
|
$ |
239.00 |
|
|
5.8 |
% |
|
|
|
|
|
$ |
253.49 |
|
$ |
237.20 |
|
|
6.9 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Owned
Comparable Hotels for the periods ended June 30, 2016 and 2015
consist of Hudson, Delano South Beach, and Clift in San
Francisco. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2) The
Company has no Joint Venture Comparable Hotels for the periods
ended June 30, 2016 and 2015. Mondrian South Beach is
non-comparable, as effective June 8, 2016, the Company sold its
equity ownership interest in the Mondrian South Beach joint venture
to a third party and ceased managing the hotel. Mondrian SoHo
is non-comparable for the periods presented as effective March 6,
2015, the Company no longer held any equity interests in the
Mondrian SoHo joint venture. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3) Managed Comparable
Hotels for the periods ended June 30, 2016 and 2015 consist of
Morgans, Royalton, Mondrian Los Angeles, Sanderson, and Mondrian
London. Managed hotels that are non-comparable for the
periods presented are St Martins Lane in London, which was under
renovations in the first half of 2015 and Mondrian SoHo, which
effective April 27, 2015, the Company no longer managed, and Shore
Club, due to the effects of the planned closure of the Shore Club,
which was initially scheduled to occur in the second quarter of
2016 and was postponed until the fourth quarter of 2016. The
Company continues to manage Shore Club and termination of its
management agreement is anticipated to occur in the fourth quarter
of 2016. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-GAAP Financial Measures
EBITDA and Adjusted EBITDA
The Company believes that EBITDA is a useful
financial metric to assess its operating performance before the
impact of investing and financing transactions and income taxes. It
also facilitates comparison between the Company and its
competitors. Given the significant investments that the Company and
its joint ventures have made in the past in property and equipment,
depreciation and amortization expense comprises a meaningful
portion of its cost structure. The Company believes that EBITDA
will provide investors with a useful tool for assessing the
comparability between periods because it eliminates depreciation
and amortization expense attributable to capital expenditures.
The Company’s management has historically used
Adjusted EBITDA when evaluating the operating performance for the
entire Company as well as for individual properties or groups of
properties because it believes the Company’s core business model is
that of an owner and operator of hotels, and the inclusion or
exclusion of certain items is necessary to provide the most
accurate measure of on-going core operating results and to evaluate
comparative results period over period. As such, Adjusted
EBITDA excludes other non-operating expense (income) that does not
relate to the on-going performance of the Company’s assets.
The Company excludes the following items from EBITDA to arrive at
Adjusted EBITDA:
- Other non-operating expenses, such as costs, associated with
discontinued operations and previously owned hotels, both
consolidated and unconsolidated, transaction costs related to
business acquisitions, miscellaneous litigation and settlement
costs and proceeds, and other expenses that relate to the financing
and investing activities of the Company;
- Restructuring and development costs. Restructuring costs
include expenses incurred related to the Company’s corporate
restructuring initiatives, such as professional fees, litigation
and settlement costs, executive terminations and severance costs
related to such restructuring initiatives, and proxy
contests. Development costs include transaction costs related
to the acquisition or termination of projects, internal development
payroll and other costs and pre-opening expenses incurred related
to new concepts at existing hotel and the development of new
hotels, and the write-off of abandoned development projects
previously capitalized;
- Impairment losses. The Company may incur additional
non-cash impairment charges related to assets under development,
wholly-owned assets, or its investments in joint ventures,
including impairment related to uncollectible receivables from
development projects and unconsolidated joint ventures.
Additionally, the Company may incur non-cash impairment charges
related to its intangible assets;
- EBITDA related to hotels and food and beverage entities
reported as discontinued operations to more accurately reflect the
operating performance of assets in which the Company expects to
have an ongoing direct or indirect ownership interest;
- Stock based compensation expense, which is non-cash; and
- Gains or losses recognized on asset sales and disposed
assets.
The Company believes Adjusted EBITDA provides
management and its investors with a more accurate financial metric
by which to evaluate its performance as it eliminates the impact of
costs incurred related to investing and financing
transactions. Internally, the Company’s management utilizes
Adjusted EBITDA to measure the performance of its core on-going
operations and is used extensively during its annual budgeting
process. Management also uses Adjusted EBITDA as a measure in
determining the value of acquisitions, expansion opportunities, and
dispositions and borrowing capacity, and evaluating executive
incentive compensation. Adjusted EBITDA is a key metric which
management evaluates prior to execution of any strategic investing
or financing opportunity.
The Company has historically reported Adjusted
EBITDA to its investors and believes that this 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 to evaluate the
results of its core on-going operations.
The use of EBITDA and Adjusted EBITDA has
certain limitations. The Company’s presentation of EBITDA and
Adjusted EBITDA may be different from the presentation used by
other companies and therefore comparability may be limited.
Depreciation expense for various long-term assets, interest
expense, income taxes and other items have been and will be
incurred and are not reflected in the presentation of EBITDA or
Adjusted EBITDA. Each of these items should also be considered in
the overall evaluation of the Company’s results. Additionally,
EBITDA and Adjusted EBITDA do not reflect capital expenditures and
other investing activities and should not be considered as a
measure of the Company’s liquidity. The Company compensates for
these limitations by providing the relevant disclosure of its
depreciation, interest and income tax expense, capital expenditures
and other items in its reconciliations to its financial measures in
accordance with generally accepted accounting principles in the
United States (“U.S. GAAP”) and/or in its consolidated financial
statements, all of which should be considered when evaluating its
performance. The term EBITDA is not defined under U.S. GAAP and
EBITDA is not a measure of net income, operating income, operating
performance or liquidity presented in accordance with U.S. GAAP. In
addition, EBITDA is impacted by reorganization of businesses and
other restructuring-related charges. When assessing the Company’s
operating performance, you should not consider this data in
isolation, or as a substitute for the Company’s net income,
operating income or any other operating performance measure that is
calculated in accordance with U.S. GAAP.
A reconciliation of net loss, the most directly
comparable U.S. GAAP measure, to EBITDA and Adjusted EBITDA for
each of the respective periods indicated is as follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EBITDA Reconciliation |
|
|
|
|
|
|
|
|
|
|
(In
thousands) |
|
|
|
|
Three Months |
|
Six Months |
|
|
|
|
|
|
|
|
Ended June
30, |
|
Ended June
30, |
|
|
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
|
|
2016 |
|
|
2015 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss
attributable to Morgans Hotel Group Co. |
|
$ |
(5,810 |
) |
$ |
(6,641 |
) |
|
$ |
(14,714 |
) |
$ |
(19,465 |
) |
|
|
Interest
expense, net |
|
|
|
|
|
10,260 |
|
|
11,955 |
|
|
|
21,422 |
|
|
23,782 |
|
|
|
Income tax
expense |
|
|
|
|
|
133 |
|
|
169 |
|
|
|
261 |
|
|
295 |
|
|
|
Depreciation and amortization expense |
|
|
|
5,578 |
|
|
5,563 |
|
|
|
11,229 |
|
|
11,200 |
|
|
|
Proportionate share of interest expense |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
from
unconsolidated joint ventures |
|
|
|
234 |
|
|
381 |
|
|
|
623 |
|
|
1,110 |
|
|
|
Proportionate share of depreciation expense |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
from
unconsolidated joint ventures |
|
|
|
72 |
|
|
117 |
|
|
|
178 |
|
|
488 |
|
|
|
Net loss
attributable to noncontrolling interest |
|
|
|
(12 |
) |
|
(13 |
) |
|
|
(30 |
) |
|
(41 |
) |
|
|
Proportionate share of loss from unconsolidated joint |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ventures not recorded due to negative investment balances |
|
|
(458 |
) |
|
(1,050 |
) |
|
|
(782 |
) |
|
(1,912 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EBITDA |
|
|
|
|
|
|
9,997 |
|
|
10,481 |
|
|
|
18,187 |
|
|
15,457 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other non
operating expense |
|
|
|
|
301 |
|
|
1,552 |
|
|
|
844 |
|
|
3,207 |
|
|
|
Other non
operating expense from unconsolidated |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
joint ventures |
|
|
|
|
|
108 |
|
|
472 |
|
|
|
285 |
|
|
879 |
|
|
|
Restructuring and development costs |
|
|
|
2,595 |
|
|
1,050 |
|
|
|
3,294 |
|
|
3,147 |
|
|
|
Impairment loss on receivables and other assets from
unconsolidated joint ventures and managed hotels |
|
|
- |
|
|
550 |
|
|
|
- |
|
|
4,442 |
|
|
|
Impairment loss on intangible asset |
|
|
|
- |
|
|
- |
|
|
|
366 |
|
|
- |
|
|
|
Stock based
compensation expense |
|
|
|
194 |
|
|
578 |
|
|
|
309 |
|
|
922 |
|
|
|
Gain on
asset sales |
|
|
|
|
|
(2,005 |
) |
|
(2,086 |
) |
|
|
(4,010 |
) |
|
(5,794 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted
EBITDA |
|
|
|
|
$ |
11,190 |
|
$ |
12,597 |
|
|
$ |
19,275 |
|
$ |
22,260 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA, excluding ownership in Mondrian South Beach,
The Light Group and Mondrian SoHo |
|
$ |
11,231 |
|
$ |
12,675 |
|
|
$ |
18,966 |
|
$ |
21,606 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotel and F&B EBITDA Analysis
(1) |
|
|
|
|
|
|
|
|
|
|
(In
thousands, except percentages) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months |
|
|
Six Months |
|
|
|
|
|
|
|
|
Ended June
30, |
% |
|
Ended June
30, |
% |
|
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson |
|
|
|
$ |
6,386 |
|
$ |
6,706 |
|
|
-5 |
% |
|
$ |
4,124 |
|
$ |
5,598 |
|
|
-26 |
% |
|
|
|
Delano
South Beach |
|
|
|
3,280 |
|
|
3,872 |
|
|
-15 |
% |
|
|
10,412 |
|
|
12,045 |
|
|
-14 |
% |
|
|
|
Clift |
|
|
|
|
2,533 |
|
|
2,270 |
|
|
12 |
% |
|
|
5,479 |
|
|
4,755 |
|
|
15 |
% |
|
|
|
|
Owned
Comparable Hotels (2) |
|
12,199 |
|
|
12,848 |
|
|
-5 |
% |
|
|
20,015 |
|
|
22,398 |
|
|
-11 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Mondrian
South Beach (3) |
|
|
(41 |
) |
|
(78 |
) |
|
47 |
% |
|
|
309 |
|
|
457 |
|
|
-32 |
% |
|
|
|
Mondrian
SoHo (4) |
|
|
|
- |
|
|
- |
|
|
0 |
% |
|
|
- |
|
|
112 |
|
|
-100 |
% |
|
|
|
Las Vegas
restaurant leases (5) |
|
|
653 |
|
|
662 |
|
|
-1 |
% |
|
|
1,570 |
|
|
1,817 |
|
|
-14 |
% |
|
|
|
|
Other Hotel
and F&B EBITDA |
|
612 |
|
|
584 |
|
|
5 |
% |
|
|
1,879 |
|
|
2,386 |
|
|
-21 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Hotel
and F&B EBITDA |
$ |
12,811 |
|
$ |
13,432 |
|
|
-5 |
% |
|
$ |
21,894 |
|
$ |
24,784 |
|
|
-12 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Hotel and F&B EBITDA , excluding Mondrian South
Beach and Mondrian SoHo |
$ |
12,852 |
|
$ |
13,510 |
|
|
-5 |
% |
|
$ |
21,585 |
|
$ |
24,215 |
|
|
-11 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) For
joint venture hotels, represents the Company's share of the
respective hotels' EBITDA, after management fees. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2)
Reflects the Company's comparable owned hotels. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3) Effective June 8, 2016 the Company sold its
equity ownership interest in the Mondrian South Beach joint
venture to a third party and ceased managing the hotel. For
the periods presented, EBITDA reflects the Company's share of
Mondrian South Beach's EBITDA, after management fees, through June
7, 2016. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(4) Effective March 6, 2015, the Company no longer holds
any equity ownership in Mondrian SoHo, and effective April 27,
2015, the Company no longer managed this hotel. For 2015,
EBITDA reflects the Company's share of Mondrian SoHo's EBITDA,
after management fees, for the period from January 1, 2015 through
March 5, 2015. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5) Reflects EBITDA from the leasehold interests in three food
and beverage venues at Mandalay Bay in Las Vegas. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Hotel Room Revenue Analysis |
|
|
|
|
|
|
|
|
|
|
(In
thousands, except percentages) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months |
|
|
Six Months |
|
|
|
|
|
|
|
|
Ended June
30, |
% |
|
Ended June
30, |
% |
|
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson |
|
|
|
$ |
16,481 |
|
$ |
17,331 |
|
|
-5 |
% |
|
$ |
25,357 |
|
$ |
26,745 |
|
|
-5 |
% |
|
|
|
Delano
South Beach |
|
|
|
4,887 |
|
|
5,574 |
|
|
-12 |
% |
|
|
12,652 |
|
|
14,074 |
|
|
-10 |
% |
|
|
|
Clift |
|
|
|
|
8,561 |
|
|
8,086 |
|
|
6 |
% |
|
|
17,164 |
|
|
15,968 |
|
|
7 |
% |
|
|
|
|
Total Owned
Hotels |
|
$ |
29,929 |
|
$ |
30,991 |
|
|
-3 |
% |
|
$ |
55,173 |
|
$ |
56,787 |
|
|
-3 |
% |
|
|
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|
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|
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|
Owned F&B Revenue Analysis |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(In
thousands, except percentages) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months |
|
|
Six Months |
|
|
|
|
|
|
|
|
Ended June
30, |
% |
|
Ended June
30, |
% |
|
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson
(1) |
|
|
$ |
3,871 |
|
$ |
4,378 |
|
|
-12 |
% |
|
$ |
6,620 |
|
$ |
7,339 |
|
|
-10 |
% |
|
|
|
Delano
South Beach |
|
|
|
4,064 |
|
|
4,761 |
|
|
-15 |
% |
|
|
10,432 |
|
|
11,899 |
|
|
-12 |
% |
|
|
|
Clift |
|
|
|
|
2,374 |
|
|
2,299 |
|
|
3 |
% |
|
|
5,574 |
|
|
5,258 |
|
|
6 |
% |
|
|
|
Las Vegas
restaurant leases (2) |
|
|
5,978 |
|
|
5,955 |
|
|
0 |
% |
|
|
12,298 |
|
|
12,488 |
|
|
-2 |
% |
|
|
|
Sanderson
food and beverage (3) |
|
|
1,257 |
|
|
2,281 |
|
|
-45 |
% |
|
|
3,052 |
|
|
4,261 |
|
|
-28 |
% |
|
|
|
|
Total Owned
F&B |
|
$ |
17,544 |
|
$ |
19,674 |
|
|
-11 |
% |
|
$ |
37,976 |
|
$ |
41,245 |
|
|
-8 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Revenue Analysis |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(In
thousands, except percentages) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months |
|
|
Six Months |
|
|
|
|
|
|
|
|
Ended June
30, |
% |
|
Ended June
30, |
% |
|
|
|
|
|
|
|
|
2016 |
|
|
2015 |
|
Change |
|
|
2016 |
|
|
2015 |
|
Change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson |
|
|
|
$ |
21,695 |
|
$ |
22,857 |
|
|
-5 |
% |
|
$ |
34,338 |
|
$ |
36,295 |
|
|
-5 |
% |
|
|
|
Delano
South Beach |
|
|
|
9,646 |
|
|
10,841 |
|
|
-11 |
% |
|
|
24,590 |
|
|
27,025 |
|
|
-9 |
% |
|
|
|
Clift |
|
|
|
|
11,312 |
|
|
10,768 |
|
|
5 |
% |
|
|
23,484 |
|
|
21,931 |
|
|
7 |
% |
|
|
|
Las Vegas
restaurant leases (2) |
|
|
5,978 |
|
|
5,955 |
|
|
0 |
% |
|
|
12,298 |
|
|
12,488 |
|
|
-2 |
% |
|
|
|
Sanderson
food and beverage (3) |
|
|
1,257 |
|
|
2,281 |
|
|
-45 |
% |
|
|
3,052 |
|
|
4,261 |
|
|
-28 |
% |
|
|
|
|
Total Owned
Hotels and F&B |
$ |
49,888 |
|
$ |
52,702 |
|
|
-5 |
% |
|
$ |
97,762 |
|
$ |
102,000 |
|
|
-4 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) The primary bar at Hudson was closed from April 2015
through October 2015. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2) Reflects revenues from the leasehold interests in three
food and beverage venues at Mandalay Bay in Las Vegas. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3) Effective June 1, 2016, the Company transferred all of its
ownership interest in the food and beverage venues at Sanderson to
the hotel owner. The Company continues to manage the
transferred food and beverage venues. For the periods
presented, amounts reflect food and beverage revenue from Sanderson
in London. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance
Sheets |
|
|
|
|
|
|
(In
thousands) |
|
|
|
|
|
|
|
|
June 30, 2016 |
|
December 31,
2015 |
|
|
|
|
|
|
|
|
|
ASSETS |
|
|
|
|
|
|
Property
and equipment, net |
|
$ |
257,932 |
|
|
$ |
265,678 |
|
|
|
Goodwill |
|
|
53,691 |
|
|
|
54,057 |
|
|
|
Investments in and advances to unconsolidated joint ventures |
|
|
100 |
|
|
|
100 |
|
|
|
Cash and
cash equivalents |
|
|
11,187 |
|
|
|
45,925 |
|
|
|
Restricted cash |
|
|
13,079 |
|
|
|
12,892 |
|
|
|
Accounts
receivable, net |
|
|
7,348 |
|
|
|
8,325 |
|
|
|
Prepaid
expenses and other assets |
|
|
8,303 |
|
|
|
8,897 |
|
|
|
Deferred
tax asset, net |
|
|
129,427 |
|
|
|
128,645 |
|
|
|
Other
assets, net |
|
|
31,194 |
|
|
|
33,516 |
|
|
|
Total assets |
|
$ |
512,261 |
|
|
$ |
558,035 |
|
|
|
|
|
|
|
|
|
|
LIABILITIES AND STOCKHOLDERS’ DEFICIT |
|
|
|
|
|
|
Debt and
capital lease obligations, net of deferred financing costs of $3.0
and $3.7 million, respectively |
|
$ |
575,501 |
|
|
$ |
602,630 |
|
|
|
Accounts
payable and accrued liabilities |
|
|
34,516 |
|
|
|
33,599 |
|
|
|
Deferred
gain on asset sales |
|
|
113,368 |
|
|
|
117,378 |
|
|
|
Other
liabilities |
|
|
13,866 |
|
|
|
13,866 |
|
|
|
Total liabilities |
|
|
737,251 |
|
|
|
767,473 |
|
|
|
|
|
|
|
|
|
|
Commitments and contingencies |
|
|
|
|
|
|
|
|
|
|
|
|
|
Preferred stock, $0.01 par value; liquidation preference $1,000 per
share, 40,000,000 shares authorized; 75,000 shares issued at June
30, 2016 and December 31, 2015, respectively |
|
|
73,457 |
|
|
|
71,025 |
|
|
|
Common
stock, $0.01 par value; 200,000,000 shares authorized; 36,277,495
shares issued at June 30, 2016 and December 31, 2015,
respectively |
|
|
363 |
|
|
|
363 |
|
|
|
Additional paid-in capital |
|
|
234,624 |
|
|
|
236,730 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Treasury
stock, at cost, 1,402,572 and 1,541,381 shares of common stock at
June 30, 2016 and December 31, 2015, respectively |
|
|
(14,873 |
) |
|
|
(17,257 |
) |
|
|
Accumulated other comprehensive loss |
|
|
(2,220 |
) |
|
|
(1,131 |
) |
|
|
Accumulated deficit |
|
|
(516,908 |
) |
|
|
(499,765 |
) |
|
|
Total Morgans Hotel Group Co.
stockholders’ deficit |
|
|
(225,557 |
) |
|
|
(210,035 |
) |
|
|
Noncontrolling interest |
|
|
567 |
|
|
|
597 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total deficit |
|
|
(224,990 |
) |
|
|
(209,438 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Total liabilities and stockholders’
deficit |
|
$ |
512,261 |
|
|
$ |
558,035 |
|
|
|
|
|
|
|
|
|
Contact:
Richard Szymanski
Morgans Hotel Group Co.
212.277.4188
Morgans Hotel Grp. Co. (NASDAQ:MHGC)
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