NEW YORK, Nov. 4, 2015 /PRNewswire/ -- Morgans Hotel
Group Co. (NASDAQ: MHGC) (the "Company" or "Morgans") today
reported financial results for the quarter ended September 30, 2015. The Company's Board of
Directors (the "Board") also announced that it is executing on a
new strategic plan to create long-term value and is in the process
of engaging a new President and Chief Executive Officer.
Pursuant to the strategic plan, the Company will initiate shortly a
broker-marketed monetization of Hudson
New York and Delano South Beach.
The Company also announced today that Michael Olshan and Adam
Stein have joined Morgans' Board replacing Martin Edelman and John
Brecker, who have resigned. Olshan is currently managing
partner of O-CAP Management LLC and founding member of OTK
Associates, which owns approximately 13% of Morgans' common
stock. Adam Stein is a
portfolio manager at Pine River Capital Management, which owns
approximately 9% of Morgans' common stock.
Third Quarter 2015 Highlights
- Adjusted EBITDA was $10.0 million
in the third quarter of 2015 as compared to $9.7 million, excluding the Company's ownership
interests in The Light Group ("TLG") and Mondrian SoHo, for the
same period in 2014, an increase of 3.5%.
- Revenue per available room ("RevPAR") for System-Wide
Comparable Hotels decreased 1.2% during the third quarter of 2015
as compared to the third quarter of 2014. System-Wide Comparable
Hotels' room revenues plus resort and facility fees, implemented at
certain hotels in the second half of 2014, increased 1.9% during
the third quarter of 2015 as compared to the same period in
2014.
- During the third quarter of 2015, the Company settled certain
outstanding litigation, resulting in the receipt of approximately
$7.8 million in cash, with an
additional settlement resulting in $10.0
million received in early October
2015.
Strategic Plan
On May 13, 2014, Morgans announced
that its Board had authorized the exploration of a broad range of
value-creating initiatives to maximize value for
stockholders. After an extensive analysis of various
alternatives, the Board has taken the following immediate
steps:
- Developed and begun implementing a new strategic plan;
- Engaging a new full-time, New York
City based President and CEO; and
- Increased stockholder alignment on the Board.
The new strategic plan includes:
- Pursuing the monetization of Hudson
New York and Delano South Beach;
- Deleveraging the Company's balance sheet, reducing its weighted
average cost of capital, and increasing its financial flexibility
by taking steps to retire its highest-cost and most restrictive
securities;
- Maximizing the value of Morgans' iconic brands by clearly
defining each of its brand lines, thoughtfully pursuing new license
and management agreements for these brands, and strategically
extending brands and building scale in defined target markets;
- Driving profitable revenue growth for our owners and partners
by implementing new marketing systems, operational efficiencies and
profit improvement programs portfolio-wide;
- Strengthening the management team to support growth initiatives
while maintaining a lean and efficient corporate structure;
and
- Building on our culture of transparency and accountability and
ensuring open communications with stockholders and other key
stakeholders.
Pursuant to the plan, the Company is in the process of engaging
a leading professional commercial real estate services firm, to
assist with the monetization of Hudson
New York and Delano South Beach. The Company expects the
marketing process to commence in the fourth quarter of 2015 and to
be completed by the second quarter of 2016.
"We are very pleased to be able to share our new, comprehensive
strategic plan – which is designed to transform Morgans into a
stronger, better-capitalized and more focused company with an
emphasis on enhancing the significance of our brands, increasing
our financial flexibility and realizing maximum value for the
Company's stockholders," said Howard M.
Lorber, Chairman of Morgans. "I am pleased to welcome
Michael and Adam to our Board, and want to thank Marty and John for
their significant time and contributions."
Third Quarter 2015 Operating Results
Adjusted EBITDA, defined below, was $10.0
million in the third quarter of 2015 as compared to
$9.7 million excluding the Company's
ownership interests in TLG, which were sold in January 2015, and Mondrian SoHo, which the
Company no longer held ownership interest in effective March 6, 2015, for the same period in 2014, an
increase of 3.5%. Adjusted EBITDA, for the third
quarter of 2014 including the ownership interests in TLG and
Mondrian SoHo, was $11.0 million.
RevPAR at System-Wide Comparable Hotels decreased by 1.2% in the
third quarter of 2015 as compared to the same period in 2014, due
to a 2.5% decrease in average daily rate ("ADR") partially offset
by a 1.3% increase in occupancy. System-Wide Comparable
Hotels' room revenues plus resort and facility fees, implemented at
certain hotels in the second half of 2014, increased 1.9% during
the third quarter of 2015 as compared to the same period in
2014.
RevPAR from System-Wide Comparable Hotels in New York decreased 3.9% for the quarter ended
September 30, 2015 as compared to the
same period in 2014, due to a 4.3% decrease in ADR slightly offset
by a 0.4% increase in occupancy. RevPAR at Hudson decreased 4.6% during the third quarter
of 2015 as compared to the same period in 2014, driven primarily by
a 5.4% ADR decrease. Hudson's room
revenues plus facility fees were even with the prior year's
quarter.
RevPAR from System-Wide Comparable Hotels in Miami decreased 3.6% in the third quarter of
2015 as compared to the third quarter of 2014. Delano South
Beach experienced a RevPAR decrease of 4.5% during the third
quarter of 2015 as compared to the same period in 2014, driven by a
12.9% decline in ADR partially offset by a 9.7% increase in
occupancy. Delano's room
revenues plus resort fees increased 1.9% in the third quarter of
2015 as compared to the same period in 2014. EBITDA at Delano
South Beach increased 17.1% quarter over quarter due primarily to a
13.2% increase in food and beverage revenues.
The Company's System-Wide Comparable Hotels on the West Coast
generated 4.7% RevPAR growth in the third quarter of 2015 as
compared to 2014, driven by Clift, which experienced a 6.4% RevPAR
increase quarter over quarter. Clift's EBITDA increased
19.5% for the three months ended September
30, 2015 as compared to the same period in 2014.
The Company's managed hotels in London are non-comparable between 2015 and
2014 due to major renovations at Sanderson and St Martins Lane in 2014 and
2015, which are now complete, as well as the opening of Mondrian
London on September 30, 2014.
For the three months ended September 30, 2015, Sanderson and St Martins Lane generated RevPAR
growth of 19.5% in the third quarter of 2015 as compared to
2014.
Excluding TLG, management fees increased $0.1 million, or 3.1%, during the third quarter
of 2015 as compared to the same period in 2014, primarily due to
the addition of Mondrian London, Delano Las Vegas and 10 Karaköy,
which was partially offset by the termination of the Mondrian SoHo
management agreement in April 2015.
Interest expense decreased $0.9
million, or 6.9%, during the third quarter of 2015 as
compared to the same period in 2014, primarily due to the
elimination of interest expense related to the Company's
convertible notes, which were repaid in October 2014.
The Company recorded a net loss of $7.5
million in the third quarter of 2015 compared to a net loss
of $10.1 million in the third quarter
of 2014, primarily as a result of increased operating income and
lower interest expense.
Balance Sheet
The Company's total consolidated debt at September 30, 2015 was $606.2 million, which included $101.1 million of capital lease obligations
related primarily to Clift.
At September 30, 2015, the Company
had approximately $38.8 million in
cash and cash equivalents and $15.8
million in restricted cash.
During the third quarter of 2015, the Company settled litigation
related to Mondrian Istanbul and Delano Marrakech, resulting in the
receipt of approximately $7.8 million
in cash. In early October 2015, the
Company received an additional $10.0
million related to the settlement of Mondrian SoHo legal
matters.
As of September 30, 2015, the
Company had approximately $443
million of remaining Federal tax net operating loss
carryforwards to offset future income. As of
September 30, 2015, the Company
estimates that the tax basis of Delano South Beach is approximately
$66 million and the tax basis of
Hudson is approximately
$141 million.
Development
The Company has signed management agreements for five hotels in
various stages of development, including two hotels under
construction consisting of Mondrian Doha, scheduled to open in
2016, and Delano Dubai, scheduled to open in 2017.
Investor Conference Call
The Company will host a conference call to review its third
quarter 2015 results, new strategic plan and Board of Director
changes on Wednesday, November 4,
2015 at 5:00 PM Eastern time.
The call will be webcast live over the Internet and will be
accessible at www.morganshotelgroup.com under the Investors
section. Participants should follow the instructions provided on
the website for the download and installation of audio applications
necessary to join the webcast.
The call will also be accessible live over the phone by dialing
(888) 812-8594 (within U.S.) or (913) 312-1499 (outside U.S.) and
providing the following passcode: 994602. A playback of
the conference call will be available beginning at 8:00 PM Eastern time, Wednesday, November 4, 2015, through November 11, 2015. To access the playback,
please dial (888) 203-1112 (within U.S.) or (719) 457-0820 (outside
U.S.) and enter passcode 994602.
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 quarters ended
September 30, 2015 and 2014 exclude
Sanderson and St Martins Lane in
London, which were both under
major renovations during 2014, Mondrian London, Delano Las Vegas
and 10 Karaköy, all of which are newly opened hotels in 2014, and
Mondrian SoHo, which the Company no longer managed effective
April 27, 2015.
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. Morgans Hotel Group operates
Delano in South Beach, Mondrian in
Los Angeles, South Beach and
London, Hudson in New
York, Morgans and Royalton in New
York, Clift in San
Francisco, Shore Club in South Beach and Sanderson and St Martins Lane in London.
Morgans Hotel Group has ownership interests or owns several of
these hotels. Morgans Hotel Group also licenses its brand through
Delano in Las Vegas and 10 Karaköy in Istanbul, Turkey. Morgans Hotel Group
has other hotels in various stages of development to be operated
under management or franchise agreements, including a Mondrian
property in Doha, Qatar and a
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, statements regarding the Company's expectation related
to its ability to grow in the future and expected hotel openings
and its development efforts, including the opening of new hotels in
the future.
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 levels of
debt, its ability to refinance its current outstanding debt, repay
outstanding debt or make payments on guaranties as they may become
due, general volatility of 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
its operations; the Company's history of losses; 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, terrorist attacks, the threat of terrorist
attacks and similar disasters; 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 maintain its
properties at the quality of the Morgans Hotel Group and associated
brands; risks associated with the acquisition, development and
integration of properties and businesses; the risks of conducting
business through joint venture entities over which the Company may
not have full control; 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; 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 industry that are beyond the Company's control;
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; the Company's
ability to maintain effective and competitive technology platforms;
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 impact of any dividend payments or
accruals on the Company's preferred securities 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, including a
broker-marketed monetization of our owned real estate assets; the
impact of recent changes in the Company's Board of Directors;
and other risk factors discussed in the Company's Annual Report on
Form 10-K for the fiscal year ended December
31, 2014, which was filed with the Securities and Exchange
Commission (the "SEC") on March 13,
2015, and other documents filed by the Company with 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.
Income
Statements
|
|
(In thousands,
except per share amounts)
|
|
|
|
Three
Months
|
|
Nine
Months
|
|
|
Ended September
30,
|
|
Ended September
30,
|
|
|
2015
|
2014
|
|
2015
|
2014
|
|
|
|
|
|
|
|
Revenues :
|
|
|
|
|
|
Rooms
|
$ 30,352
|
$ 30,648
|
|
$ 87,139
|
$
90,760
|
Food and
beverage
|
17,617
|
18,252
|
|
58,607
|
61,177
|
Other
hotel
|
|
2,033
|
1,195
|
|
6,256
|
3,665
|
|
Total hotel
revenues
|
50,002
|
50,095
|
|
152,002
|
155,602
|
Management
fee-related parties and other income
|
3,204
|
5,259
|
|
10,720
|
16,509
|
|
Total
revenues
|
53,206
|
55,354
|
|
162,722
|
172,111
|
|
|
|
|
|
|
|
Operating Costs and
Expenses :
|
|
|
|
|
|
Rooms
|
9,579
|
9,231
|
|
27,877
|
27,536
|
Food and
beverage
|
13,247
|
14,102
|
|
41,652
|
44,251
|
Other
departmental
|
1,125
|
800
|
|
3,344
|
2,369
|
Hotel selling,
general and administrative
|
9,980
|
9,992
|
|
30,550
|
32,347
|
Property taxes,
insurance and other
|
4,061
|
3,756
|
|
12,355
|
11,687
|
|
Total hotel operating
expenses
|
37,992
|
37,881
|
|
115,778
|
118,190
|
Corporate expenses
:
|
|
|
|
|
|
|
Stock based
compensation
|
508
|
348
|
|
1,430
|
3,096
|
|
Other
|
4,739
|
6,778
|
|
14,764
|
17,931
|
Depreciation and
amortization
|
5,586
|
6,811
|
|
16,786
|
21,894
|
Restructuring and
disposal costs
|
1,307
|
1,145
|
|
3,849
|
12,369
|
Development
costs
|
457
|
564
|
|
1,062
|
3,928
|
Loss on receivables
from unconsolidated joint venture
|
-
|
-
|
|
550
|
-
|
|
Total operating costs
and expenses
|
50,589
|
53,527
|
|
154,219
|
177,408
|
|
Operating income
(loss)
|
2,617
|
1,827
|
|
8,503
|
(5,297)
|
|
|
|
|
|
|
|
Interest expense,
net
|
12,090
|
12,984
|
|
35,872
|
41,917
|
Impairment loss and
equity in income of unconsolidated joint ventures
|
(2)
|
(3)
|
|
3,886
|
(7)
|
Gain on asset
sales
|
(2,005)
|
(2,005)
|
|
(7,799)
|
(6,015)
|
Other non-operating
(income) expenses
|
(112)
|
824
|
|
3,095
|
1,950
|
|
|
|
|
|
|
|
|
Loss before income
tax expense
|
(7,354)
|
(9,973)
|
|
(26,551)
|
(43,142)
|
|
Income tax
expense
|
156
|
122
|
|
451
|
351
|
|
|
|
|
|
|
|
|
Net
loss
|
(7,510)
|
(10,095)
|
|
(27,002)
|
(43,493)
|
|
|
|
|
|
|
|
|
Net loss (income)
attributable to noncontrolling interest
|
15
|
(48)
|
|
42
|
(504)
|
|
|
|
|
|
|
|
|
Net income (loss)
attributable to Morgans Hotel Group
|
$
(7,495)
|
$ (10,143)
|
|
$ (26,960)
|
$
(43,997)
|
|
|
|
|
|
|
|
|
Preferred stock
dividends and accretion
|
(4,263)
|
(3,594)
|
|
(12,248)
|
(11,948)
|
|
|
|
|
|
|
|
|
Net loss attributable
to common stockholders
|
$ (11,758)
|
$ (13,737)
|
|
$ (39,208)
|
$
(55,945)
|
|
|
|
|
|
|
|
|
Loss per
share:
|
|
|
|
|
|
|
Basic and diluted
attributable to common stockholders
|
$
(0.34)
|
$
(0.40)
|
|
$
(1.14)
|
$
(1.64)
|
|
|
|
|
|
|
|
|
Weighted average
common shares outstanding - basic and diluted
|
34,618
|
34,267
|
|
34,500
|
34,047
|
Selected Hotel
Operating Statistics
|
( In Actual
Dollars)
|
|
|
( In Constant
Dollars, if different)
|
|
( In Actual
Dollars)
|
|
|
( In Constant
Dollars, if different)
|
|
|
Three
Months
|
|
|
Three
Months
|
|
|
Nine
Months
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
BY
REGION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
New York
Comparable Hotels (1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
94.1%
|
93.7%
|
0.4%
|
|
|
|
|
|
87.8%
|
89.5%
|
-1.9%
|
|
|
|
|
|
ADR
|
$ 236.39
|
$ 247.05
|
-4.3%
|
|
|
|
|
|
$ 222.72
|
$ 239.46
|
-7.0%
|
|
|
|
|
|
RevPAR
|
$ 222.44
|
$ 231.49
|
-3.9%
|
|
|
|
|
|
$ 195.55
|
$ 214.32
|
-8.8%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
West Coast
Comparable Hotels (2)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
95.1%
|
94.3%
|
0.8%
|
|
|
|
|
|
91.5%
|
89.8%
|
1.9%
|
|
|
|
|
|
ADR
|
$ 298.47
|
$ 287.45
|
3.8%
|
|
|
|
|
|
$ 287.02
|
$ 276.69
|
3.7%
|
|
|
|
|
|
RevPAR
|
$ 283.84
|
$ 271.07
|
4.7%
|
|
|
|
|
|
$ 262.62
|
$ 248.47
|
5.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Miami Comparable
Hotels (3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
62.4%
|
60.1%
|
3.8%
|
|
|
|
|
|
72.4%
|
72.8%
|
-0.5%
|
|
|
|
|
|
ADR
|
$ 239.47
|
$ 258.05
|
-7.2%
|
|
|
|
|
|
$ 333.60
|
$ 346.92
|
-3.8%
|
|
|
|
|
|
RevPAR
|
$ 149.43
|
$ 155.09
|
-3.6%
|
|
|
|
|
|
$ 241.53
|
$ 252.56
|
-4.4%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States
Comparable Hotels (4)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
85.3%
|
84.2%
|
1.3%
|
|
|
|
|
|
84.3%
|
84.8%
|
-0.6%
|
|
|
|
|
|
ADR
|
$ 254.01
|
$ 260.42
|
-2.5%
|
|
|
|
|
|
$ 266.97
|
$ 275.61
|
-3.1%
|
|
|
|
|
|
RevPAR
|
$ 216.67
|
$ 219.27
|
-1.2%
|
|
|
|
|
|
$ 225.06
|
$ 233.72
|
-3.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International
Comparable Hotels (5)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ADR
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
RevPAR
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide
Comparable Hotels (6)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
85.3%
|
84.2%
|
1.3%
|
|
85.3%
|
84.2%
|
1.3%
|
|
84.3%
|
84.8%
|
-0.6%
|
|
84.3%
|
84.8%
|
-0.6%
|
|
ADR
|
$ 254.01
|
$ 260.42
|
-2.5%
|
|
$ 254.01
|
$
260.42
|
-2.5%
|
|
$ 266.97
|
$ 275.61
|
-3.1%
|
|
$ 266.97
|
$
275.61
|
-3.1%
|
|
RevPAR
|
$ 216.67
|
$ 219.27
|
-1.2%
|
|
$ 216.67
|
$
219.27
|
-1.2%
|
|
$ 225.06
|
$ 233.72
|
-3.7%
|
|
$ 225.06
|
$
233.72
|
-3.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International
Non-Comparable Hotels (7)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
85.8%
|
72.7%
|
18.0%
|
|
85.8%
|
72.7%
|
18.0%
|
|
77.0%
|
59.8%
|
28.8%
|
|
77.0%
|
59.8%
|
28.8%
|
|
ADR
|
$ 376.66
|
$ 400.85
|
-6.0%
|
|
$ 372.29
|
$
367.69
|
1.3%
|
|
$ 359.82
|
$ 407.35
|
-11.7%
|
|
$ 359.82
|
$
373.90
|
-3.8%
|
|
RevPAR
|
$ 323.17
|
$ 291.42
|
10.9%
|
|
$ 319.42
|
$
267.31
|
19.5%
|
|
$ 277.06
|
$ 243.60
|
13.7%
|
|
$ 277.06
|
$
223.59
|
23.9%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
|
New York Comparable
Hotels for the periods ended September 30, 2015 and 2014 consist of
Hudson, Morgans and Royalton in New York. Mondrian SoHo,
which effective April 27, 2015 the Company no longer managed, is
non-comparable for the periods presented.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2)
|
West Coast Comparable
Hotels for the periods ended September 30, 2015 and 2014 consist of
Mondrian Los Angeles and Clift in San Francisco. Delano Las
Vegas, which opened in September 2014, is non-comparable as this
hotel is subject to a license agreement and managed by affiliates
of MGM Resorts International ("MGM").
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(3)
|
Miami Comparable
Hotels for the periods ended September 30, 2015 and 2014 consist of
Delano South Beach, Mondrian South Beach and Shore Club in Miami
Beach, Florida.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(4)
|
United States
Comparable Hotels for the periods ended September 30, 2015 and 2014
consist of Hudson, Morgans, Royalton, Mondrian Los Angeles, Clift,
Delano South Beach, Mondrian South Beach and Shore Club.
Delano Las Vegas is non-comparable as this hotel opened in
September 2014 and is subject to a license agreement and managed by
affiliates of MGM. Mondrian SoHo, which effective April 27,
2015 the Company no longer managed, is non-comparable for the
periods presented.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5)
|
The Company has no
International Comparable Hotels for the periods ended September 30,
2015 and 2014. Sanderson and St Martins Lane in London are
non-comparable, as they both were under major renovation during
2014. Mondrian London, which opened on September 30, 2014, is
also non-comparable. 10 Karaköy, which opened in November
2014 and is subject to a franchise agreement is
non-comparable.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(6)
|
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 September 30, 2015 and 2014 exclude
Sanderson and St Martins Lane in London, which both were under
renovations during 2014, Delano Las Vegas, which opened in
September 2014, is non-comparable as this hotel is subject to a
license agreement and managed by affiliates of MGM, Mondrian
London, which opened on September 30, 2014, 10 Karaköy, which
opened in November 2014 and is subject to a franchise agreement,
and Mondrian SoHo, which effective April 27, 2015, the Company no
longer managed.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(7)
|
As discussed above,
the Company had no International Comparable Hotels for the periods
ended September 30, 2015 and 2014 due to renovations or no
operating results during the prior year period. These
non-comparable hotel operating statistics reflect our International
hotels operating performance for Sanderson and St Martins Lane,
which were both open during the 2014 renovations. Not
included in these operating statistics are Mondrian London, which
was not open for a meaningful period of time during the third
quarter of 2014, and 10 Karaköy, which opened in November 2014, is
subject to a franchise agreement.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selected Hotel
Operating Statistics
|
( In Actual
Dollars)
|
|
|
( In Constant
Dollars, if different)
|
|
( In Actual
Dollars)
|
|
|
( In Constant
Dollars, if different)
|
|
|
Three
Months
|
|
|
Three
Months
|
|
|
Nine
Months
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
BY
OWNERSHIP
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Comparable
Hotels (1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
91.5%
|
90.5%
|
1.1%
|
|
|
|
|
|
87.4%
|
88.4%
|
-1.1%
|
|
|
|
|
|
ADR
|
$ 249.60
|
$ 256.24
|
-2.6%
|
|
|
|
|
|
$ 252.99
|
$ 262.37
|
-3.6%
|
|
|
|
|
|
RevPAR
|
$ 228.38
|
$ 231.90
|
-1.5%
|
|
|
|
|
|
$ 221.11
|
$ 231.94
|
-4.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Joint Venture
Comparable Hotels (2)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
63.3%
|
65.9%
|
-3.9%
|
|
|
|
|
|
75.6%
|
76.4%
|
-1.0%
|
|
|
|
|
|
ADR
|
$ 200.81
|
$ 190.06
|
5.7%
|
|
|
|
|
|
$ 272.86
|
$ 267.07
|
2.2%
|
|
|
|
|
|
RevPAR
|
$ 127.11
|
$ 125.25
|
1.5%
|
|
|
|
|
|
$ 206.28
|
$ 204.04
|
1.1%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Managed Comparable
Hotels (3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
79.9%
|
77.8%
|
2.7%
|
|
|
|
|
|
81.1%
|
80.7%
|
0.5%
|
|
|
|
|
|
ADR
|
$ 273.22
|
$ 283.61
|
-3.7%
|
|
|
|
|
|
$ 291.84
|
$ 302.70
|
-3.6%
|
|
|
|
|
|
RevPAR
|
$ 218.30
|
$ 220.65
|
-1.1%
|
|
|
|
|
|
$ 236.68
|
$ 244.28
|
-3.1%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide
Comparable Hotels
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
85.3%
|
84.2%
|
1.3%
|
|
85.3%
|
84.2%
|
1.3%
|
|
84.3%
|
84.8%
|
-0.6%
|
|
84.3%
|
84.8%
|
-0.6%
|
|
ADR
|
$ 254.01
|
$ 260.42
|
-2.5%
|
|
$ 254.01
|
$
260.42
|
-2.5%
|
|
$ 266.97
|
$ 275.61
|
-3.1%
|
|
$ 266.97
|
$
275.61
|
-3.1%
|
|
RevPAR
|
$ 216.67
|
$ 219.27
|
-1.2%
|
|
$ 216.67
|
$
219.27
|
-1.2%
|
|
$ 225.06
|
$ 233.72
|
-3.7%
|
|
$ 225.06
|
$
233.72
|
-3.7%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned
Hotels
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hudson
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
95.7%
|
94.9%
|
0.8%
|
|
|
|
|
|
89.1%
|
90.5%
|
-1.5%
|
|
|
|
|
|
ADR
|
$ 219.90
|
$ 232.50
|
-5.4%
|
|
|
|
|
|
$ 204.78
|
$ 221.46
|
-7.5%
|
|
|
|
|
|
RevPAR
|
$ 210.44
|
$ 220.64
|
-4.6%
|
|
|
|
|
|
$ 182.46
|
$ 200.42
|
-9.0%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Delano South
Beach
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
63.3%
|
57.7%
|
9.7%
|
|
|
|
|
|
69.7%
|
72.4%
|
-3.7%
|
|
|
|
|
|
ADR
|
$ 341.17
|
$ 391.87
|
-12.9%
|
|
|
|
|
|
$ 485.90
|
$ 503.70
|
-3.5%
|
|
|
|
|
|
RevPAR
|
$ 215.96
|
$ 226.11
|
-4.5%
|
|
|
|
|
|
$ 338.67
|
$ 364.68
|
-7.1%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Clift
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
96.5%
|
97.2%
|
-0.7%
|
|
|
|
|
|
92.5%
|
91.9%
|
0.7%
|
|
|
|
|
|
ADR
|
$ 287.76
|
$ 268.49
|
7.2%
|
|
|
|
|
|
$ 271.12
|
$ 257.06
|
5.5%
|
|
|
|
|
|
RevPAR
|
$ 277.69
|
$ 260.97
|
6.4%
|
|
|
|
|
|
$ 250.79
|
$ 236.24
|
6.2%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
|
Owned Comparable
Hotels for the periods ended September 30, 2015 and 2014 consist of
Hudson, Delano South Beach, and Clift in San
Francisco.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(2)
|
Joint Venture
Comparable Hotels for the periods ended September 30, 2015 and 2014
consist of Mondrian South Beach. 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 September 30, 2015 and 2014 consist of
Morgans, Royalton, Shore Club, and Mondrian Los Angeles.
Managed hotels that are non-comparable for the periods presented
are Sanderson and St Martins Lane in London, which both were under
renovations during 2014, Mondrian London, which opened on September
30, 2014, and Mondrian SoHo, which effective April 27, 2015, the
Company no longer managed.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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, changes in the fair value of debt and equity
instruments, miscellaneous litigation and settlement costs and
proceeds, and other expenses that relate to the financing and
investing activities of the Company;
- Restructuring and disposal costs, which 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, including the March 2014 corporate office termination plan and
proxy contests, and gains or losses on asset disposals as part of
major renovation projects or restructuring;
- Development costs, including 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 on development projects and unconsolidated
joint ventures. 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;
- 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 also makes an adjustment to EBITDA for hotels in
which its percentage ownership interest has changed to facilitate
period-over-period comparisons and to more accurately reflect the
operating performance of assets based on its actual ownership.
In this respect, the Company's method of calculating Adjusted
EBITDA may change from prior periods, and calculations of Adjusted
EBITDA could continue to vary from quarter to quarter to reflect
changing ownership interests.
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
|
|
Nine
Months
|
|
Ended September
30,
|
|
Ended September
30,
|
|
2015
|
2014
|
|
2015
|
2014
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss attributable
to Morgans Hotel Group Co.
|
$ (7,495)
|
$ (10,143)
|
|
$ (26,960)
|
$ (43,997)
|
Interest expense,
net
|
12,090
|
12,984
|
|
35,872
|
41,917
|
Income tax
expense
|
156
|
122
|
|
451
|
351
|
Depreciation and
amortization expense
|
5,586
|
6,811
|
|
16,786
|
21,894
|
Proportionate share
of interest expense
|
|
|
|
|
|
from
unconsolidated joint ventures
|
392
|
1,156
|
|
1,502
|
3,444
|
Proportionate share
of depreciation expense
|
|
|
|
|
|
from
unconsolidated joint ventures
|
110
|
257
|
|
598
|
1,182
|
Net income
attributable to noncontrolling interest
|
(15)
|
(25)
|
|
(56)
|
(98)
|
Proportionate share
of loss from unconsolidated joint ventures not recorded due to negative investment
balances
|
|
|
|
|
|
(1,055)
|
(1,331)
|
|
(2,967)
|
(4,130)
|
|
|
|
|
|
|
EBITDA
|
9,769
|
9,831
|
|
25,226
|
20,563
|
|
|
|
|
|
|
Other non operating
(income) expense
|
(112)
|
824
|
|
3,095
|
1,950
|
Other non operating
expense from unconsolidated
|
|
|
|
|
|
joint
ventures
|
70
|
263
|
|
949
|
1,481
|
Restructuring and
disposal costs
|
1,307
|
1,145
|
|
3,849
|
12,369
|
Development
costs
|
457
|
564
|
|
1,062
|
3,928
|
Impairment loss on
development project and unconsolidated joint
venture
|
-
|
-
|
|
4,442
|
-
|
Stock based
compensation expense
|
508
|
348
|
|
1,430
|
3,096
|
Gain on asset
sales
|
(2,005)
|
(2,005)
|
|
(7,799)
|
(6,015)
|
|
|
|
|
|
|
Adjusted
EBITDA
|
$
9,994
|
$
10,970
|
|
$
32,254
|
$
37,372
|
|
|
|
|
|
|
Adjusted EBITDA,
excluding ownership in The Light Group and Mondrian SoHo
|
$
9,994
|
$
9,653
|
|
$
31,513
|
$
30,650
|
Hotel and F&B
EBITDA Analysis (1)
|
|
|
|
|
(In thousands,
except percentages)
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
|
|
|
|
|
|
|
|
Hudson
|
$
5,789
|
$
6,547
|
-12%
|
|
$
11,387
|
$
13,907
|
-18%
|
Delano South
Beach
|
2,043
|
1,745
|
17%
|
|
14,088
|
13,956
|
1%
|
Clift
|
3,482
|
2,915
|
19%
|
|
8,236
|
6,341
|
30%
|
|
Owned Comparable
Hotels (2)
|
11,314
|
11,207
|
1%
|
|
33,711
|
34,204
|
-1%
|
|
|
|
|
|
|
|
|
|
Mondrian South Beach
- Joint Venture
|
(480)
|
(386)
|
-24%
|
|
(23)
|
106
|
-122%
|
Mondrian SoHo
(3)
|
-
|
733
|
-100%
|
|
112
|
1,878
|
-94%
|
Las Vegas restaurant
leases (4)
|
772
|
527
|
46%
|
|
2,589
|
1,798
|
44%
|
|
Other Hotel and
F&B EBITDA
|
292
|
874
|
133%
|
|
2,678
|
3,782
|
171%
|
|
|
|
|
|
|
|
|
|
|
Total Hotel and
F&B EBITDA
|
$
11,606
|
$
12,081
|
-4%
|
|
$
36,389
|
$
37,986
|
-4%
|
|
|
|
|
|
|
|
|
|
|
Total Hotel and
F&B EBITDA , excluding Mondrian SoHo
|
$
11,606
|
$
11,348
|
2%
|
|
$
36,277
|
$
36,108
|
0%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(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
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.
|
|
(4) 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
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
|
|
|
|
|
|
|
|
Hudson
|
$
16,990
|
$
17,676
|
-4%
|
|
$
43,735
|
$
47,443
|
-8%
|
Delano South
Beach
|
3,853
|
4,036
|
-5%
|
|
17,927
|
19,324
|
-7%
|
Clift
|
9,509
|
8,936
|
6%
|
|
25,477
|
23,993
|
6%
|
|
Total Owned
Hotels
|
$
30,352
|
$
30,648
|
-1%
|
|
$
87,139
|
$
90,760
|
-4%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned F&B
Revenue Analysis
|
|
|
|
|
(In thousands,
except percentages)
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
|
|
|
|
|
|
|
|
Hudson
|
$
3,371
|
$
3,872
|
-13%
|
|
$
10,709
|
$
11,823
|
-9%
|
Delano South
Beach
|
3,789
|
3,346
|
13%
|
|
15,688
|
15,417
|
2%
|
Clift
|
2,481
|
2,350
|
6%
|
|
7,484
|
7,720
|
-3%
|
Las Vegas restaurant
leases (1)
|
5,931
|
6,245
|
-5%
|
|
18,419
|
19,176
|
-4%
|
Sanderson food and
beverage (2)
|
2,045
|
2,439
|
-16%
|
|
6,307
|
7,041
|
-10%
|
|
Total Owned
F&B
|
$
17,617
|
$
18,252
|
-3%
|
|
$
58,607
|
$
61,177
|
-4%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned Revenue
Analysis
|
|
|
|
|
(In thousands,
except percentages)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three
Months
|
|
|
Nine
Months
|
|
|
|
Ended September
30,
|
%
|
|
Ended September
30,
|
%
|
|
|
2015
|
2014
|
Change
|
|
2015
|
2014
|
Change
|
|
|
|
|
|
|
|
|
|
Hudson
|
$
21,376
|
$
22,064
|
-3%
|
|
$
57,671
|
$
60,932
|
-5%
|
Delano South
Beach
|
8,159
|
7,611
|
7%
|
|
35,184
|
35,354
|
0%
|
Clift
|
12,491
|
11,736
|
6%
|
|
34,421
|
33,099
|
4%
|
Las Vegas restaurant
leases (1)
|
5,931
|
6,245
|
-5%
|
|
18,419
|
19,176
|
-4%
|
Sanderson food and
beverage (2)
|
2,045
|
2,439
|
-16%
|
|
6,307
|
7,041
|
-10%
|
|
Total Owned Hotels
and F&B
|
$
50,002
|
$
50,095
|
0%
|
|
$
152,002
|
$
155,602
|
-2%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) Reflects revenues
from the leasehold interests in three food and beverage venues at
Mandalay Bay in Las Vegas.
|
|
|
|
|
|
|
|
|
|
(2) Reflects food and
beverage revenue from Sanderson in London, which the Company owns
and operates under a lease agreement. In constant
dollars, food and beverage revenues declined 9.7% for the three
months ended September 30, 2015 compared to the same period in 2014
and 2.2% for the nine months ended September 30, 2015 compared to
the same period in 2014.
|
Balance
Sheets
|
|
|
|
(In
thousands)
|
|
|
|
|
September 30,
2015
|
|
December 31,
2014
|
|
(unaudited)
|
|
|
ASSETS
|
|
|
|
Property and
equipment, net
|
$
268,073
|
|
$ 277,825
|
Goodwill
|
54,057
|
|
54,057
|
Investments in and
advances to unconsolidated joint ventures
|
100
|
|
10,492
|
Cash and cash
equivalents
|
38,769
|
|
13,493
|
Restricted
cash
|
15,813
|
|
13,939
|
Accounts receivable,
net
|
9,788
|
|
10,475
|
Related party
receivables
|
2,692
|
|
3,560
|
Prepaid expenses and
other assets
|
7,658
|
|
8,493
|
Deferred tax asset,
net
|
77,766
|
|
77,204
|
Assets held for
sale
|
—
|
|
34,284
|
Other assets,
net
|
40,050
|
|
47,422
|
Total
assets
|
$
514,766
|
|
$ 551,244
|
|
|
|
|
LIABILITIES AND
STOCKHOLDERS' DEFICIT
|
|
|
|
Debt and capital
lease obligations
|
$
606,211
|
|
$ 605,743
|
Accounts payable and
accrued liabilities
|
34,361
|
|
32,524
|
Accounts payable and
accrued liabilities on assets held for sale
|
—
|
|
1,128
|
Deferred gain on
asset sales
|
119,383
|
|
125,398
|
Other
liabilities
|
13,866
|
|
13,866
|
Total
liabilities
|
773,821
|
|
778,659
|
|
|
|
|
Redeemable
noncontrolling interest
|
—
|
|
5,042
|
|
|
|
|
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 September 30,
2015 and December 31, 2014, respectively
|
69,857
|
|
66,724
|
Common stock, $0.01
par value; 200,000,000 shares authorized; 36,277,495 shares issued
at September 30, 2015 and December 31, 2014,
respectively
|
363
|
|
363
|
Additional paid-in
capital
|
237,849
|
|
241,001
|
Treasury stock, at
cost, 1,650,440 and 1,899,707 shares of common stock
at September 30, 2015 and December 31, 2014,
respectively
|
(18,993)
|
|
(23,279)
|
Accumulated other
comprehensive loss
|
(971)
|
|
(254)
|
Accumulated
deficit
|
(547,653)
|
|
(517,561)
|
Total Morgans Hotel
Group Co. stockholders' deficit
|
(259,548)
|
|
(233,006)
|
Noncontrolling
interest
|
493
|
|
549
|
Total
deficit
|
(259,055)
|
|
(232,457)
|
Total liabilities,
redeemable noncontrolling interest and stockholders'
deficit
|
$
514,766
|
|
$ 551,244
|
Contacts:
Investors
Richard Szymanski
Morgans Hotel Group Co.
212.277.4188
Media
Daniel Gagnier/
Nathaniel Garnick
Sard Verbinnen & Co
212.687.8080
To view the original version on PR Newswire,
visit:http://www.prnewswire.com/news-releases/morgans-hotel-group-reports-third-quarter-2015-results-300172638.html
SOURCE Morgans Hotel Group Co.