e10vk
UNITED STATES SECURITIES AND
EXCHANGE COMMISSION
Washington, DC 20549
Form 10-K
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(Mark One)
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ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE
SECURITIES EXCHANGE ACT OF 1934
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For the fiscal year ended
December 31, 2006
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or
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TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF
THE SECURITIES EXCHANGE ACT OF 1934
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For the transition period
from _______________
to _______________
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Commission File Number:
001-13957
Red
Lion Hotels Corporation
(Exact name of registrant as
specified in its charter)
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Washington
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91-1032187
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(State or other jurisdiction
of
incorporation or organization)
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(I.R.S. Employer
Identification No.)
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201 W. North River
Drive, Suite 100
Spokane Washington
(Address of principal
executive offices)
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99201
(Zip
Code)
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Registrants telephone number, including area code:
(509) 459-6100
Securities registered pursuant to Section 12 (b) of the
Act:
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Title of Each Class
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Name of Each Exchange on Which Registered
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Common Stock, par value
$.01 per share
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New York Stock Exchange
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Guarantee with Respect to 9.5%
Trust Preferred Securities
(Liquidation Amount of $25 per Trust Preferred
Security) of Red Lion Hotels Corporation Capital Trust
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New York Stock Exchange
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Securities registered pursuant to section 12 (g) of the
Act:
None
Indicate by check mark if the registrant is a well-known
seasoned issuer, as defined in Rule 405 of the Securities
Act. Yes o No þ
Indicate by check mark if the registrant is not required to file
reports pursuant to Section 13 or Section 15(d) of the
Act. Yes o No þ
(Note Checking the box above will not relieve any
registrant required to file reports pursuant to Section 13
or 15(d) of the Exchange Act from their obligations under those
Sections.)
Indicate by check mark whether the registrant (1) has filed
all reports required to be filed by Section 13 or 15(d) of
the Securities Exchange Act of 1934 during the preceding
12 months (or for such shorter period that the registrant
was required to file such reports), and (2) has been
subject to such filing requirements for the past
90 days. Yes þ No o
Indicate by check mark if disclosure of delinquent filers
pursuant to Item 405 of
Regulation S-K
(§ 229.405 of this chapter) is not contained herein,
and will not be contained, to the best of registrants
knowledge, in definitive proxy or information statements
incorporated by reference in Part III of this
Form 10-K
or any amendment to this
Form 10-K. o
Indicate by check mark whether the registrant is a large
accelerated filer, accelerated filer, or a non-accelerated
filer. See definition of accelerated filer and large
accelerated filer in
Rule 12b-2
of the Exchange Act. (Check one):
Large accelerated
filer o Accelerated
filer þ Non-accelerated
filer o
Indicate by check mark whether the registrant is a shell company
(as defined in
Rule 12b-2
of the
Act.) Yes o No þ
The aggregate market value of the registrants common stock
as of June 30, 2006 was $209.0 million, of which 89.0%
or $186.0 million was held by non-affiliates as of that
date. As of February 28, 2007, there were
19,136,102 shares of the Registrants common stock
outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Registrants Proxy Statement for its 2007
Annual Meeting of Shareholders, which will be filed with the
Securities and Exchange Commission pursuant to
Regulation 14A within 120 days of the end of the
Registrants 2006 fiscal year, are incorporated by
reference herein in Part III.
PART I
This annual report on
Form 10-K
includes forward-looking statements. We have based these
statements on our current expectations and projections about
future events. When words such as anticipate,
believe, estimate, expect,
intend, may, plan,
seek, should, will and
similar expressions or their negatives are used in this annual
report, these are forward-looking statements. Many possible
events or factors, including those discussed in Risk
Factors under Item 1A of this annual report, could
affect our future financial results and performance, and could
cause actual results or performance to differ materially from
those expressed. You are cautioned not to place undue reliance
on these forward-looking statements, which speak only as of the
date of this annual report.
In this report, we, us,
our, our company, the
company and RLH refer to Red Lion Hotels
Corporation and, as the context requires, all of its wholly and
partially owned subsidiaries, including its 100% ownership of
Red Lion Hotels Holdings, Inc. and Red Lion Hotels Franchising,
Inc. and its approximate 99% ownership of Red Lion Hotels
Limited Partnership. Red Lion refers to the Red Lion
brand. The terms the system, system-wide
hotels or system of hotels refer to our entire
group of owned, leased, managed and franchised hotels.
We were incorporated in the state of Washington in April 1978,
and operated hotels during that period under various brand names
including Cavanaughs Hotels. In 1999, we acquired WestCoast
Hotels, Inc., and rebranded our Cavanaughs hotels to the
WestCoast brand, changing our name to WestCoast Hospitality
Corporation. In 2001, we acquired Red Lion Hotels, Inc. In
September 2005, after rebranding most of our WestCoast hotels to
the Red Lion name, we changed our name to Red Lion Hotels
Corporation.
Introduction
Red Lion Hotels Corporation is a NYSE-listed hospitality and
leisure company primarily engaged in the ownership, operation
and franchising of midscale and upscale, full service hotels
under our proprietary Red Lion brand. As of December 31,
2006, our system of hotels contained 58 hotels located in nine
states and one Canadian province, with 10,167 rooms and
506,629 square feet of meeting space as provided below:
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Total
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Meeting
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Available
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Space
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Hotels
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Rooms
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(sq. ft.)
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Owned and Leased Hotels(1)
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32
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6,046
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313,328
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Franchised Hotels
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25
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3,867
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157,301
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Managed Hotels
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1
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254
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36,000
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Total
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58
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10,167
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506,629
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(1) |
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Statistics include one hotel identified as a discontinued
business unit, with 218 rooms and 14,000 square feet of
meeting space. |
Established over 30 years ago, the Red Lion brand today is
well recognized, particularly in the western United States,
and is typically associated with three- and four-star
full-service hotels by our customers. Red Lion is about
Staying Comfortable and our product and service
culture works in both large urban and smaller markets. Each of
our hotels reflects its individual local market, rather than a
one-size-fits-all corporate standard. We believe our
adherence to consistent customer service standards and brand
touch-points makes guests feel at home no matter where they are.
Our hotels are typically classified as upscale and midscale with
food and beverage.
Our goal is to create the most memorable guest experience
possible, allowing us to be the leader in our markets through
personalized, exuberant service. To achieve that goal, we have
focused our resources monetary, capital and
human over the past few years in three primary areas:
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Infrastructure Improving the foundation of
the corporation including focusing on our core competencies,
improving our liquidity and capital resources, improving the
infrastructure used to manage reservations and support our hotel
system and increasing our depth of resources through targeted
additions to our leadership team.
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Physical Assets Improving our product,
including the physical assets presented to our guests and the
feel of our guest experience.
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Growth Preparing for growth, especially in
the franchise arena, means creating consistent upscale brand
standards throughout our hotel system, enhancing the service
delivery presented to our customers and developing and
connecting with our associates in an effort to better meet the
expectations of our guests.
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In 2006, we continued to see the results of our efforts, with
marked improvements in room rates at our hotels and strong
customer satisfaction results. We also saw growth in our
business fundamentals including revenues, operating income and
revenue per available room. Significant events throughout 2006
included:
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Completed the largest room renovation program in company history;
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Completed public offering of 5.8 million shares of common
stock, generating gross proceeds of $64.3 million;
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Obtained a new $50 million revolving credit facility;
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Reduced our debt by over $59 million;
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Divested non-core real estate management business; and
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Completed the sale of three non-core hotels for
$15.8 million of proceeds.
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Hospitality
Industry Performance Measures and Definitions
We believe that the following performance measures, which are
widely used in the hospitality industry and appear throughout
this document, are important to our discussion of operating
performance:
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Total available rooms represents the number of rooms
available multiplied by the number of days in the reported
period. We use total available rooms as a measure of capacity in
our system of hotels and do not adjust total available rooms for
rooms temporarily out of service for remodel or other short-term
periods.
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Average occupancy represents total paid rooms occupied
divided by total available rooms. We use average occupancy as a
measure of the utilization of capacity in our system of hotels.
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Revenue per available room, or RevPAR, represents
total room and related revenues divided by total available
rooms. We use RevPAR as a measure of performance yield in our
system of hotels.
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Average daily rate, or ADR, represents total room
revenues divided by the total number of paid rooms occupied by
hotel guests. We use ADR as a measure of room pricing in our
system of hotels.
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Comparable hotels are hotels that have been owned,
leased, managed or franchised by us for each of the periods
presented.
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Throughout this discussion, unless otherwise stated, RevPAR, ADR
and average occupancy statistics are calculated using statistics
for comparable hotels. When presented in this discussion, the
above performance measures will be identified as belonging to a
particular market segment, system-wide, or for continuing
operations versus discontinued operations or total combined
operations. Also, unless otherwise indicated, industry
statistics are from Smith Travel Research, an independent
statistical research service that specializes in the lodging
industry. Some of the terms used in this report, such as
full service, upscale and
midscale are consistent with Smith Travel Research
terms. We are a full service brand. Smith Travel Research
categorizes hotels into seven chain scales. Our hotels are
typically classified by Smith Travel Research in the upscale and
midscale with food and beverage chain scale.
Company
Strategy
Our strategy is to deliver growth and drive shareholder value
through the following key initiatives:
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Grow ADR and occupancy through our service initiatives and
significant renovation program;
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Expand our network of hotels by establishing brand penetration
in a hub and spoke pattern;
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Maximize the value of our owned hotel and real estate portfolio
by capitalizing on market opportunities; and
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Increase flexibility by optimizing our capital structure.
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We have dedicated significant resources to these initiatives. We
launched an extensive hotel renovation plan, enhanced our
technology infrastructure, introduced our revitalized brand
image, changed our corporate name and announced an aggressive
five-year growth plan to double the number of markets where Red
Lion has a presence from 50 to 100. In 2006, we delivered
results and built momentum. We completed our room renovation
plan, began adjusting our mix of customers to higher rate and
higher profit business, and significantly improved our capital
structure and financial flexibility by reducing our leverage. In
2007 and beyond, we intend to build on the momentum we have
created and complete the implementation of our revitalization
plan. We want to ensure that Red Lion remains a preferred hotel
brand for guests, owners and investors.
Largest
renovation program in company history.
We are completing the most significant capital investment
program in our history in order to improve comfort, freshen
décor and upgrade technology at our owned and leased
hotels. In 2006 and 2005, we invested almost $30.0 million
and $20.0 million, respectively, into our owned and leased
hotels. During 2007, we expect to spend an additional
$18.0 million on capital improvements primarily for
non-room guest contact areas such as lobbies, restaurants,
exteriors, banquet rooms and routine capital expenditures. The
capital improvements have been funded primarily from existing
cash and the net proceeds received from divestiture of non-core
assets.
We continued to operate our hotels during the renovation
process, which limited our ability to maximize occupancy and
room rates at these properties during primarily the first and
second quarters of 2006. As a result, operating performance at
hotels under renovation were negatively impacted. However, as
evidenced by average RevPAR growth from continuing operations of
11.0% and 8.1% during the third and fourth quarters of 2006
compared to 2005, we believe the results of this program have
been successful and that our capital investment will continue to
improve our operating results.
Establish
brand penetration in a hub and spoke
pattern.
We intend to significantly expand the number of hotels in the
Red Lion system through franchises, acquisition
and/or joint
ventures. We expect to add properties in large, western
U.S. urban markets, complemented by leading properties in
smaller, secondary cities. This is our hub and spoke
strategy, where we establish a strong presence in certain major
metropolitan cities and expand into adjoining markets. We intend
to progressively move east, leveraging the momentum of our
growth in the western states. By growing the name recognition of
the Red Lion brand and correspondingly increasing our customer
base, we believe we can increase RevPAR across our hotel system.
We have set forth below our strategy for accomplishing our
external growth initiatives.
Hotel acquisitions and equity investments. We
intend to selectively make joint venture investments or acquire
hotels located in major metropolitan cities. We believe that
having equity interests in such hotels will give us operational
control of hotels in highly visible markets. The greater
San Francisco, Los Angeles, Phoenix and Dallas areas are
examples of hub markets we are targeting for
expansion. We will evaluate investment opportunities based upon
a number of factors including price, strategic fit, potential
profitability and geographic distribution.
Franchise the Red Lion brand. We expect to
leverage our brand awareness in the western United States to
expand our presence through franchising in primary and secondary
markets. We believe that this strategy will allow us to continue
to expand our geographic coverage without requiring significant
capital investment, resulting in increased revenues and
profitability. We believe our brand represents an attractive
conversion opportunity for hotel owners in markets where
competing hotel companies have saturated the market with their
multiple brands. Our single focus on the Red Lion brand offers
potential franchisees a full service brand alternative with a
distinctive product, a full range of support services, strong
reservation contribution and an attractive fee structure.
To facilitate our franchising efforts, in 2006 we named a Vice
President of Brand Development to focus solely on expanding the
Red Lion brand with high-quality franchisees. We believe we are
well positioned to integrate new franchisees into our hotel
system with the scalable operational infrastructure we have
implemented in recent years.
6
Implementation
of new operational and infrastructure initiatives.
To accomplish the goals of delivering consistent high-quality
service to our guests and establishing a scalable foundation for
future growth, we have implemented a number of key initiatives.
During the past three to four years, we have (i) enhanced
service standards, (ii) developed innovative marketing
programs, (iii) implemented state of the art technology and
(iv) revitalized our brand image.
Enhanced service standards. We have
implemented a new service standard and training program called
The Red Lion Way, which is designed to provide Red
Lion employees more tools to create a positive, memorable guest
experience. We believe our enhanced service standards will
appeal to our guests and increase brand loyalty, resulting in
improved revenues.
Innovative
marketing programs.
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Our GuestAwards loyalty program allows guests to
accumulate points that are redeemable for complimentary hotel
stays, air miles, car rentals, merchandise, entertainment and
other incentives, including stays at our redemption partner
hotels and resorts. We believe the diverse and appealing
redemption options available to our GuestAwards members builds
guest loyalty. In addition, program members are provided free
high-speed, wireless internet access at our hotels. In 2005, we
added Outrigger Hotels and Resorts in Hawaii as a redemption
partner to add value to our amenity program and we continue to
actively pursue cooperative redemption arrangements with
marketing partners to expand the appeal and flexibility of our
loyalty plan.
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Our Net4Guests program provides all hotel guests in our
owned and leased hotels access to free high-speed wireless
internet. We believe a unique feature of our Net4Guests program
is that GuestAwards loyalty program members can use our hotels
as a hot spot at anytime, even if they are not
staying at the hotel.
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Our Stay Comfortable advertising campaign is
designed to increase awareness of the brand and our product
upgrades through radio, newspapers, in-flight magazines and
internet advertising.
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Our We Promise or We Pay program encourages
guests to reserve rooms on www.redlion.com through one of the
most aggressive rate guarantee programs in the industry. Guests
are guaranteed that they will not find a lower room rate than
that offered on our branded website at any non-opaque third
party website such as Expedia.com, Travelocity.com or Orbitz.com.
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State of
the art technology, including:
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Proprietary website. In September 2005, we
launched www.redlion.com, a feature-filled and technologically
advanced proprietary website that allows users to view our hotel
portfolio; compare our room rates with rates for our hotels
available on other websites; reserve rooms; obtain account
information and redeem awards for our GuestAwards loyalty
program; and utilize
click-to-call
technology to obtain information regarding our hotels and
facilities. We believe that the most cost-effective method for
securing internet room reservations is through our website,
because it eliminates commissions and other fees otherwise paid
to third parties. Our focus on driving customers to our branded
website has made it one of our largest sources of online
reservations, allowing us to further maximize our yield on those
types of bookings.
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Central reservation system. We maintain a
central hotel reservation platform that seamlessly interfaces
with all electronic distribution channels. We believe this
system increases our exposure to potential guests and expands
our opportunity to capture incremental revenue from consumers
who book travel electronically.
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Revitalized brand image. In September 2005, we
introduced a new logo with a contemporary design to better
reflect our upgraded hotel product and to position Red Lion as a
preferred hotel brand for guests, owners and investors.
Maximize
the value of our owned hotel and real estate
portfolio.
We continuously review our owned hotel and real estate portfolio
for opportunities to maximize profitability and effectively
redeploy capital. In November 2004, we announced our plan to
divest eleven of our non-strategic owned hotels, certain
commercial office buildings and certain other non-core
properties. We completed the sale of
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seven of the eleven hotels and one commercial office building in
2005, and three hotels sold in 2006, resulting in gross proceeds
of approximately $15.8 million and $52.8 million,
respectively. Proceeds from the sales have been used to finance
the company-wide renovation program previously discussed. We
currently are holding one commercial real estate complex for
sale, located in Spokane, Washington, one hotel in Kalispell,
Montana and surplus undeveloped land.
We also strive to maximize the value of our real estate
portfolio through redevelopment. We believe opportunities may
exist to redevelop certain of our properties which are located
in resort areas and in urban markets that have recently
experienced significant growth.
Increase
flexibility and improve capital markets profile.
Our financial strategy is designed to support our business
strategy, with the goal of having a flexible capital structure
that supports our growth initiatives. During 2006, we completed
a public offering of 5.8 million shares of common stock
generating gross proceeds of $64.3 million. We believe that
through the public offering, we have attracted a significant
number of new shareholders and considerably diversified our
shareholder base, as well as improved our capital markets
profile. This has led to an increase in the financial services
communitys familiarity with Red Lion, which we believe
will afford us greater financial flexibility in the future.
Also during 2006, we reduced our debt by over $59 million
primarily from the proceeds from this offering as well as from
asset sales. We also obtained a new $50 million revolving
credit facility that can be extended to $100 million
subject to certain conditions. Through these initiatives during
the year, we believe we have increased our financial flexibility
to facilitate our future growth.
Competitive
Strengths
Experienced
senior management team.
We have an experienced senior management team led by our
President and Chief Executive Officer,
Arthur M. Coffey, who has been with the company for
25 years. Our executive committee members have on average
more than 20 years of hospitality industry experience. The
balance of our senior management team has strengths in key
areas, including hotel development, ownership and management;
finance;
e-commerce;
franchising; sales and marketing; food and beverage management;
entertainment and real estate. Their extensive and diverse
expertise provides us with a broad perspective from which we can
make strategic management and operational decisions.
Strong
proprietary brand and long operating history.
The Red Lion brand, which we believe projects comfort and
memorable experiences for our hotel guests, has been well known
in the western United States for more than 30 years. As the
owner and operator of many of our hotels, we have been able to
control brand standards across the system. In addition, as the
owner of the Red Lion brand, we have diversified our revenue
base by franchising the brand to third-party hotel owners.
Strong
value proposition.
Our Red Lion brand is associated with high-quality lodging,
extensive meeting facilities and superior food and beverage
operations. Our hotels provide exceptional and friendly service
and accommodations at competitive prices within the markets we
serve. We seek to ensure consistent quality across our hotel
portfolio, offering valuable services such as dining, fitness
centers, business services and other ancillary services. In
addition, our guest room standards include products that are
important to both leisure and business travelers, including free
wireless high-speed internet service, comfortable work space and
high-quality furnishings, including new pillow-top beds.
We believe we are well positioned against other hotel owners and
operators in the midscale and upscale full service segments of
the lodging industry. In our hub markets, we believe
our primary competitors include Crowne
Plaza®,
Doubletree®,
Four
Points®,
Radisson®,
Hilton®
and
Marriott®.
In our secondary markets, we believe our competitors include
Courtyard®,
Holiday
Inn®
and Hilton Garden
Inn®.
8
Attractiveness
to franchisees.
We offer a strong support system to our franchisees by providing
a full suite of franchise services, including (i) central
reservations, (ii) revenue management, (iii) national
and regional sales, (iv) marketing, (v) systems,
operations and customer service training, (vi) corporate
purchasing programs and (vii) quality evaluations. As such,
our Red Lion brand is attractive to potential franchisees by
offering a distinct product valued by customers, backed by a
full suite of support services. During 2006, approximately 42%
of our system-wide total room revenues were delivered through
our reservation channels up from 36% in 2005. We believe that
our reservation systems, sales and marketing initiatives and our
support services are of value to hotel owners.
Strong
emphasis on customer service.
We continually challenge ourselves to maintain and maximize
customer service. We have created a service standard and
training program called The Red Lion Way, which is
designed to provide Red Lion employees more tools to create a
positive and memorable guest experience. Through this increased
level of personal service, we believe we differentiate Red Lion
from our competitors.
Well
positioned to capitalize on industry-wide growth.
We believe we are well positioned to capitalize on the expected
continued improvement in lodging industry supply and demand
fundamentals. We believe our newly renovated hotel portfolio
combined with our enhanced service standards will appeal to our
guests and allow us to capture a significant portion of the
increasing demand for lodging facilities in our markets. To
date, we have been successful in attracting new guests and
increasing room rates as evidenced by consistent RevPAR growth
from continuing operations.
Operations
We operate in three reportable segments: hotels; franchise and
management; and entertainment.
Our Hotels reporting segment derives revenue
primarily from guest room rentals and food and beverage
operations at our owned and leased hotels. As of
December 31, 2006, we operated 32 hotels, of which 19 are
wholly-owned and 13 are leased. During 2006, our hotel segment
accounted for approximately 91% of total revenues, or
$154.8 million.
Our Franchise and Management reporting
segment is engaged primarily in licensing our brand to
franchisees and managing hotels for third-party owners. The
franchise and management segment generates revenue from
franchise fees that are typically based on a percent of room
revenues and are charged to hotel owners in exchange for the use
of our brand. They also receive access to our central services
programs, which include the reservation system, guest loyalty
program, national and regional sales, revenue management tools,
quality inspections, advertising and brand standards. The
segment also reflects revenue from management fees charged to
the owners of our managed hotels, typically based on a
percentage of a hotels gross revenues plus an incentive
fee based on operating performance. As of December 31,
2006, we managed one hotel owned by a third-party and franchised
25 hotels. During 2006, our franchise and management segment
accounted for approximately 1.7% of total revenues, or
$2.9 million.
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A comparative summary of the performance of our hotel system,
including all hotels owned, leased, managed and franchised for
each of the periods presented, is as follows:
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For the Year Ended December 31,
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2006
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2005
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2004
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Average(2)
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Average(2)
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Average(2)
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Occupancy
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ADR(3)
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RevPAR(4)
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Occupancy
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ADR(3)
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RevPAR(4)
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Occupancy
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ADR(3)
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RevPAR(4)
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Red Lion Hotels:
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Owned and Leased Hotels
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59.2
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%
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$
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82.55
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$
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48.89
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61.8
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%
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$
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73.76
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|
|
$
|
45.61
|
|
|
|
60.4
|
%
|
|
$
|
71.31
|
|
|
$
|
43.06
|
|
Franchised Hotels
|
|
|
61.8
|
%
|
|
$
|
75.55
|
|
|
$
|
46.71
|
|
|
|
58.5
|
%
|
|
$
|
72.62
|
|
|
$
|
42.48
|
|
|
|
57.2
|
%
|
|
$
|
70.70
|
|
|
$
|
40.44
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Red Lion Hotels
|
|
|
60.1
|
%
|
|
$
|
80.24
|
|
|
$
|
48.19
|
|
|
|
60.8
|
%
|
|
$
|
73.41
|
|
|
$
|
44.61
|
|
|
|
59.4
|
%
|
|
$
|
71.12
|
|
|
$
|
42.22
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide(1)
|
|
|
59.7
|
%
|
|
$
|
81.33
|
|
|
$
|
48.54
|
|
|
|
60.4
|
%
|
|
$
|
74.48
|
|
|
$
|
44.98
|
|
|
|
59.0
|
%
|
|
$
|
72.02
|
|
|
$
|
42.49
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Change from prior comparative
period:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Red Lion Hotels:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and Leased Hotels
|
|
|
(2.6
|
)
|
|
|
11.9
|
%
|
|
|
7.2
|
%
|
|
|
1.4
|
|
|
|
3.4
|
%
|
|
|
5.9
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchised Hotels
|
|
|
3.3
|
|
|
|
4.0
|
%
|
|
|
10.0
|
%
|
|
|
1.3
|
|
|
|
2.7
|
%
|
|
|
5.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Red Lion Hotels
|
|
|
(0.7
|
)
|
|
|
9.3
|
%
|
|
|
8.0
|
%
|
|
|
1.4
|
|
|
|
3.2
|
%
|
|
|
5.7
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide(1)
|
|
|
(0.7
|
)
|
|
|
9.2
|
%
|
|
|
7.9
|
%
|
|
|
1.4
|
|
|
|
3.4
|
%
|
|
|
5.9
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
System-wide includes all hotels owned, leased, managed and
franchised, presented on a comparable basis for hotel
statistics. This includes one managed property and one hotel
held as discontinued, neither utilizing the Red Lion brand. |
|
(2) |
|
Average occupancy represents total paid rooms divided by total
available rooms. Total available rooms represents the number of
rooms available multiplied by the number of days in the reported
period and includes rooms taken out of service for renovation. |
|
(3) |
|
Average daily rate (ADR) represents total room
revenues divided by the total number of paid rooms occupied by
hotel guests. |
|
(4) |
|
Revenue per available room (RevPAR) represents total
room and related revenues divided by total available rooms. |
Our Entertainment segment derives revenues
primarily from event ticket distribution and promotion services,
and presents a variety of entertainment productions under the
operations of TicketsWest and WestCoast Entertainment. We offer
ticketing inventory management systems, call center services and
outlet/electronic channel distribution for event locations. We
have developed an electronic ticketing platform that is
integrated with our electronic hotel distribution system. During
2006, our entertainment segment accounted for approximately 6.3%
of total revenues, or $10.8 million.
None of our remaining activities constitute a reportable segment
and have been aggregated into Other. Through
September 30, 2006, we also reported a Real
Estate segment that historically included the ownership of
commercial real estate properties and the management of
commercial and residential projects. During 2006, we divested
our real estate management business. Also in association with
our divestiture of non-core assets, during the fourth quarter of
2006 we listed one of our two remaining wholly-owned commercial
properties for sale and have classified its assets, liabilities
and results of operations within discontinued operations for all
periods presented. Our remaining office and retail properties no
longer constitute a separate reportable segment and their
operating results for 2006, 2005 and 2004 have been reclassified
to Other.
10
A summary of our reporting segment revenues is as follows (in
thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Hotels:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room revenue
|
|
$
|
103,677
|
|
|
|
60.9
|
%
|
|
$
|
96,296
|
|
|
|
59.1
|
%
|
|
$
|
91,140
|
|
|
|
56.3
|
%
|
Food and beverage revenue
|
|
|
47,517
|
|
|
|
27.9
|
%
|
|
|
45,659
|
|
|
|
28.0
|
%
|
|
|
46,614
|
|
|
|
28.8
|
%
|
Other department revenue
|
|
|
3,623
|
|
|
|
2.1
|
%
|
|
|
4,170
|
|
|
|
2.5
|
%
|
|
|
4,670
|
|
|
|
2.8
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total hotels segment revenue
|
|
|
154,817
|
|
|
|
90.9
|
%
|
|
|
146,125
|
|
|
|
89.6
|
%
|
|
|
142,424
|
|
|
|
87.9
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchise and management
revenue
|
|
|
2,853
|
|
|
|
1.7
|
%
|
|
|
2,860
|
|
|
|
1.8
|
%
|
|
|
2,575
|
|
|
|
1.6
|
%
|
Entertainment revenue
|
|
|
10,791
|
|
|
|
6.3
|
%
|
|
|
9,827
|
|
|
|
6.0
|
%
|
|
|
11,615
|
|
|
|
7.2
|
%
|
Other revenue
|
|
|
1,907
|
|
|
|
1.1
|
%
|
|
|
4,241
|
|
|
|
2.6
|
%
|
|
|
5,350
|
|
|
|
3.3
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total revenue
|
|
$
|
170,368
|
|
|
|
100.0
|
%
|
|
$
|
163,053
|
|
|
|
100.0
|
%
|
|
$
|
161,964
|
|
|
|
100.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Employees
As of December 31, 2006, we employed approximately
3,178 people on a full-time or part-time basis, with 2,867
in hotel operations and the remainder in our administrative
office and our entertainment division. At December 31,
2006, approximately 5% of our total workforce was covered by
various collective bargaining agreements providing, generally,
for basic pay rates, working hours, other conditions of
employment and organized settlement of labor disputes. We
believe our employee relations are satisfactory.
Available
Information
Through our website (www.redlion.com), we make available our
annual report on
Form 10-K,
quarterly reports on
Form 10-Q,
current reports on
Form 8-K,
amendments to these reports and all other reports filed with the
U.S. Securities and Exchange Commission (SEC),
pursuant to Section 13(a) or 15(d) of the Securities
Exchange Act of 1934. These reports may also be obtained at no
cost through the SEC (www.SEC.gov or 800-SEC-0330 or the
SECs Public Reference Room, 100 F Street, N.E., Washington
D.C. 20549).
Our internet website also contains our Code of Business Conduct
and Ethics, our Corporate Governance Guidelines, Charters for
our Audit, Compensation and Nominating and Corporate Governance
Committees, Accounting and Audit Complaints and Concerns
Procedures and information regarding stockholder communications
with our Board of Directors.
We are subject to various risks, including those set forth
below, that could have a negative effect on our financial
condition and could cause results to differ materially from
those expressed in forward-looking statements contained in this
report or other Red Lion communications.
The
lodging industry is highly competitive, which may impact our
ability to compete successfully with other hospitality and
leisure companies in the future.
The lodging industry is comprised of numerous national, regional
and local hotel companies and is highly competitive. Competition
for occupancy is focused on three major segments of travelers:
business travelers, convention and group business travelers and
leisure travelers. All three segments are significant occupancy
drivers for our hotel system and our marketing efforts are
geared towards attracting their business.
Competition in the industry is primarily based on service
quality, range of services, brand name recognition, convenience
of location, room rates, guest amenities and quality of
accommodations. We compete against national limited and full
service hotel brands and companies, as well as various regional
and local hotels in the midscale and upscale full-service hotel
segments of the industry. Many of our competitors have greater
name recognition, a larger network of locations and greater
marketing and financial resources than we do. Additionally, new
and existing
11
competitors may offer significantly lower rates, greater
convenience, services or amenities or superior facilities, which
could attract customers away from our hotels. Our ability to
remain competitive and to attract and retain customers depends
on our success in differentiating and enhancing the quality,
value and efficiency of our product and customer service.
We also compete with other hotel brands and management companies
for hotels to add to our system, including through management
and franchise agreements. Our competitors include management
companies as well as large hotel chains that own and operate
their hotels and franchise their brands. As a result, the terms
of prospective franchise and management agreements may not be as
favorable as our current agreements.
If we are unable to compete successfully in these areas, our
market share and operating results could be diminished,
resulting in a decrease in occupancy, ADR and RevPAR for our
hotels. Changes in demographics and other changes in our markets
may also adversely impact the convenience or desirability of our
hotel locations, thereby reducing occupancy, ADR and RevPAR and
otherwise adversely impacting our results of operations and
financial condition.
Our
operating results are subject to conditions affecting the
lodging industry.
Our revenues and operating results may be adversely impacted by
a number of factors, including but not limited to:
|
|
|
|
|
A downturn in the national, regional or local economic climate,
which could reduce the demand for hotel rooms and related
lodging services and put pressure on room rates;
|
|
|
|
The attractiveness of our hotels to consumers and competition
from other hotels;
|
|
|
|
The quality, philosophy and performance of the employees of our
hotels;
|
|
|
|
The need to periodically repair and renovate the hotels in our
system;
|
|
|
|
The lack of availability of capital to allow us to fund
renovations and investments;
|
|
|
|
Changes in travel patterns, extreme weather conditions and
cancellation of or changes in events scheduled to occur in our
markets;
|
|
|
|
Increases in transportation and fuel costs, the financial
condition of the airline industry and the impact on air travel;
|
|
|
|
Increases in operating costs, due to inflation and other factors
such as minimum wage requirements, overtime, healthcare, working
conditions, work permit requirements and other labor-related
costs, energy prices, insurance and property taxes, as well as
increases in construction or associated renovation costs;
|
|
|
|
Impact of war, actual or threatened terrorist attacks,
heightened security measures and other national, regional or
international political and geopolitical conditions;
|
|
|
|
Travelers fears of exposure to contagious diseases;
|
|
|
|
The impact of internet intermediaries on pricing;
|
|
|
|
Oversupply of hotel rooms in markets in which we operate;
|
|
|
|
Restrictive changes in zoning and similar land use laws and
regulations, or in health, safety and environmental laws, rules
and regulations;
|
|
|
|
Possible requirements to make substantial modifications to our
hotels to comply with the Americans with Disabilities Act of
1990 or other governmental or regulatory actions; and
|
|
|
|
The financial condition of third-party property owners and
franchisees, which may impact their ability to fund amounts
required for renovations as required under management and
franchise agreements.
|
12
Any of these factors could adversely impact hotel room demand
and pricing and result in reduced occupancy, ADR and RevPAR, or
could otherwise adversely affect our results of operations and
financial condition including government imposed fines or
private litigants winning damage awards against us.
Our
hotels may be faced with labor disputes which would harm the
operation of our hotels.
We rely heavily on our employees to provide high-quality
personal service at our hotels, and any labor dispute or
stoppage could harm our ability to provide those services, which
could reduce occupancy and room revenue, tarnish our reputation
and harm our results of operations.
Our
success depends on the value of our name, image and brand. If
demand for our hotels decreases or the value of our name, image
or brand diminishes, our business and operations would be
harmed.
Our success depends, to a large extent, on our ability to shape
and stimulate consumer tastes and demands by maintaining
innovative, attractive and comfortable properties and services,
as well as our ability to remain competitive in the areas of
design and quality. If we are unable to anticipate and react to
changing consumer tastes and demands in a timely manner, our
results of operations and financial condition could be harmed.
Our business would be harmed if our public image or reputation
were to be diminished by the operations of any of the hotels in
our system. Our brand name and trademarks are integral to our
marketing efforts. If the value of our name, image or brand were
diminished, our business and operations would be harmed.
Our
business is capital intensive and our hotel acquisition,
development, redevelopment and renovation projects might be more
costly than we anticipate.
We are committed to keeping our properties well maintained and
attractive to our customers in order to remain competitive and
increase our competitiveness within the industry. This creates
an ongoing need for cash, and to the extent we, our franchisees
or owners of any hotels we manage cannot fund expenditures from
cash generated from operations, funds must be borrowed or
otherwise obtained. In addition, we intend to acquire additional
hotels in the future, either through direct purchase or joint
venture. Hotel redevelopment, renovation and new project
development are subject to a number of risks, including:
|
|
|
|
|
Construction delays or cost overruns;
|
|
|
|
Numerous federal, state and local government regulations
affecting the lodging industry, including building and zoning
requirements and other required governmental permits and
authorizations;
|
|
|
|
Uncertainties as to market demand or a loss of market demand
after capital improvements have begun; and
|
|
|
|
Potential environmental problems.
|
As a result, we could incur substantial costs for projects that
are never completed. Further, financing for these projects may
not be available or, even if available, may not be on terms
acceptable to us. Any unanticipated delays or expenses incurred
in connection with the acquisition, development, redevelopment
or renovation of the hotels in our system could impact expected
revenues and availability of funds, negatively affect our
reputation among hotel customers, owners and franchisees and
otherwise adversely impact our results of operations and
financial condition, including the carrying costs of our assets.
Our
expenses may remain constant or increase even if revenues
decline.
The expenses of owning property are not necessarily reduced when
circumstances such as market factors and competition cause a
reduction in revenues to a hotel. Accordingly, a decrease in our
revenues could result in a disproportionately higher decrease in
our earnings because our expenses are unlikely to decrease
proportionately.
The
increasing use of third-party travel websites by consumers may
adversely affect our profitability.
Some of our hotel rooms may be booked through third-party travel
websites such as Travelocity.com and Expedia.com. If these
internet bookings increase, these intermediaries may be able to
obtain higher commissions,
13
reduced room rates or other significant contract concessions
from us. Moreover, some of these internet travel intermediaries
are attempting to offer hotel rooms as a commodity, by
increasing the importance of price and general indicators of
quality (such as three-star downtown hotel) at the
expense of brand identification. We believe that these internet
intermediaries hope that consumers will eventually develop brand
loyalties to their reservation systems. Although most of the
business for our hotels is expected to be derived from
traditional channels, if the amount of sales made through
internet intermediaries increases significantly, our room
revenues may flatten or decrease and our profitability may be
adversely affected.
Risks
associated with real estate ownership may adversely affect
revenue or increase expenses.
We are subject to varying degrees of risk that generally arise
from the ownership of real property. Revenue and cash flow from
our hotels and other real estate may be adversely affected by,
and costs may increase as a result of, changes beyond our
control, including but not limited to:
|
|
|
|
|
Changes in national, regional and local economic conditions;
|
|
|
|
Changes in local real estate market conditions;
|
|
|
|
Increases in interest rates, and other changes in the
availability, cost and terms of financing and capital leases;
|
|
|
|
Increases in property and other taxes; and
|
|
|
|
The impact of present or future environmental legislation and
adverse changes in other governmental regulations.
|
These adverse conditions could potentially cause the terms of
our borrowings to change unfavorably. In such circumstances, if
we were in need of capital to repay indebtedness in accordance
with its terms or otherwise, we could be required to sell one or
more hotels at times that might not permit realization of the
maximum return on our investments. Unfavorable changes in one or
more of these conditions could also result in unanticipated
expenses and higher operating costs, thereby reducing operating
margins and otherwise adversely affecting our results of
operations and financial condition.
The
illiquidity of real estate investments and the lack of
alternative uses of hotel properties could significantly limit
our ability to respond to adverse changes in the performance of
our hotels and harm our financial condition.
Real estate investments are relatively illiquid, and therefore
our ability to promptly sell one or more of our hotels in
response to changing economic, financial or investment
conditions is limited. The real estate market, including the
market for our hotels, is affected by many factors, such as
general economic conditions, availability of financing, interest
rates and other factors, including supply and demand, that are
beyond our control. If we decide to sell one or more of our
hotels, we may be unable to do so and, even if we are able to
sell the hotels, it may take us a long time to find willing
purchasers and the sales may be on unfavorable terms. We also
may be required to expend funds to correct defects or to make
improvements before a hotel can be sold. If we do not have funds
available for such purposes, our ability to sell the hotel could
be restricted or the price at which we can sell the hotel may be
less than if these improvements were made.
In addition, it may be difficult or impossible to convert hotels
to alternative uses if they become unprofitable due to
competition, age of improvements, decreased demand or other
factors. The conversion of a hotel to an alternative use would
also generally require substantial capital expenditures.
This inability to respond promptly to changes in the performance
of our hotels could adversely affect our financial condition and
results of operations as well as our ability to service debt,
including our debentures. In addition, sales of appreciated real
property could generate material adverse tax consequences, which
may make it disadvantageous for us to sell certain of our hotels.
14
We may
have disputes with the owners of the hotels that we manage or
franchise.
The nature of our responsibilities under our hotel management
agreements, as well as our responsibilities to enforce brand
standards under both management and franchise agreements may, in
some instances, be subject to interpretation and may give rise
to disagreements. We seek to resolve any disagreements in order
to develop and maintain positive relations with current and
potential franchisees and hotel owners and joint venture
partners; however, we may not always be able to do so. Failure
to resolve such disagreements may result in litigation,
arbitration or other legal actions.
Our
business is seasonal in nature, and we are likely to experience
fluctuations in our results of operations and financial
condition.
Our business is seasonal in nature, with the period from May
through October generally accounting for the greatest portion of
our annual revenues. Therefore, our results for any quarter may
not be indicative of the results that may be achieved for the
full fiscal year. The seasonal nature of our business increases
our vulnerability to risks during this period, including labor
force shortages, cash flow problems, regional economic
downturns, poor weather conditions, actual or threatened
terrorist attacks and international conflicts. The adverse
impact to our revenues would likely be greater as a result of
our seasonal business.
Our
properties are subject to risks relating to natural disasters,
terrorist activity and war and any such event could materially
adversely affect our operating results without adequate
insurance coverage or preparedness.
Our financial and operating performance may be adversely
affected by acts of God, such as natural disasters, particularly
in locations where we own
and/or
operate significant properties. We carry comprehensive
liability, public area liability, fire, flood, boiler and
machinery, extended coverage and rental loss insurance for our
properties. However, certain types of catastrophic losses, such
as those from earthquake, volcanic activity, terrorism and
environmental hazards, may exceed or not be covered by our
insurance coverage because it is not economically feasible to
insure against such losses. Should an uninsured loss or a loss
in excess of insured limits occur, we could lose all or a
portion of the capital we have invested in a property, as well
as the anticipated future revenue from the property. In that
event, we might nevertheless remain obligated for any mortgage
debt or other financial obligations related to the property.
Similarly, war and terrorist activity, including the potential
for war and threats of terrorist activity, epidemics,
travel-related accidents, as well as geopolitical uncertainty
and international conflict, which impact domestic and
international travel, have caused in the past, and may cause in
the future, our results to differ materially from anticipated
results. In addition, depending on the severity, a major
incident or crisis may prevent operational continuity and
consequently impact the value of the brand or the reputation of
our business.
If we
fail to comply with privacy regulations, we could be subject to
fines or other restrictions on our business.
We collect and maintain information relating to our guests for
various business purposes, including maintaining guest
preferences to enhance our customer service and for marketing
and promotion purposes and credit card information. The
collection and use of personal data are governed by privacy laws
and regulations enacted in the U.S. and by various contracts
under which we operate. Privacy regulation is an evolving area
in which different jurisdictions may subject us to inconsistent
compliance requirements. Compliance with applicable privacy
regulations may increase our operating costs
and/or
adversely impact our ability to service our guests and market
our products, properties and services to our guests. In
addition, noncompliance with applicable privacy regulations,
either by us or in some circumstances noncompliance by third
parties engaged by us, could result in fines or restrictions on
our use or transfer of data.
Any
failure to protect our trademarks could have a negative impact
on the value of our brand names.
The success of our business depends in part upon our continued
ability to use our trademarks, increase brand awareness and
further develop our brand. We have registered the following
trade names and associated trademarks with the U.S. Patent
and Trademark Office: Red Lion, WestCoast, GuestAwards,
Net4Guests, Stay Comfortable and
15
TicketsWest. We have also registered some of these trademarks in
Canada and Mexico, and are in the process of obtaining trademark
registrations in Asia and Europe. We also own various
derivatives of these trademarks, all of which are registered
with or have a registration application pending with the
U.S. Patent and Trademark Office. We cannot be assured that
the measures we have taken to protect our trademarks will be
adequate to prevent imitation of our trademarks by others. The
unauthorized reproduction of our trademarks could diminish the
value of our brand and its market acceptance, competitive
advantages or goodwill, which could adversely affect our
business.
We are
subject to environmental regulations.
Our operating costs may be affected by the obligation to pay for
the cost of complying with existing environmental laws,
ordinances and regulations, as well as the cost of compliance
with future environmental legislation. Under current federal,
state and local environmental laws, ordinances and regulations,
a current or previous owner or operator of real property may be
liable for the costs of removal or remediation of hazardous or
toxic substances on, under or in such property. Such laws often
impose liability whether or not the owner or operator knew of,
or was responsible for, the presence of such hazardous or toxic
substances. In addition, the presence of contamination from
hazardous or toxic substances, or the failure to remediate such
contaminated property properly, may adversely affect the ability
of the owner of the property to borrow using such property as
collateral for a loan or to sell such property. Environmental
laws also may impose restrictions on the manner in which a
property may be used or transferred or in which businesses may
be operated, and may impose remedial or compliance costs. The
costs of defending against claims of liability or remediating
contaminated property and the cost of complying with
environmental laws could have an adverse effect on our results
of operations and financial condition.
In connection with our acquisition of a hotel, a Phase I
environmental assessment is conducted by a qualified independent
environmental engineer. A Phase I environmental assessment
involves an
on-site
inspection and researching historical usages of a property and
databases containing registered underground storage tanks and
other matters to determine whether an environmental issue exists
with respect to the property which needs to be addressed. If the
results of a Phase I environmental assessment reveal
potential issues that warrant further investigation, a
Phase II environmental assessment, which may include soil
testing, ground water monitoring or borings to locate
underground storage tanks, will be ordered. It is possible that
Phase I and Phase II environmental assessments will
not reveal all environmental liabilities or compliance concerns
or that there will be material environmental liabilities or
compliance concerns of which we will not be aware. Phase I
environmental assessments have been performed on all properties
owned by us, although they have not been performed on all of our
leased properties.
We have not performed Phase II environmental assessments on
two of our owned properties for which Phase II assessments
were recommended, because we determined that any further
investigation was not warranted for materiality reasons. We
cannot assure you that these properties do not have any
environmental risks associated with them. While we have not been
notified by any governmental authority and we have no other
knowledge of any material noncompliance, material liability or
material claim relating to hazardous or toxic substances or
other environmental substances in connection with any of our
properties, we cannot assure you that these properties do not
have any environmental concerns associated with them. We cannot
assure you that we will not discover problems that currently
exist, but of which we have no current knowledge that future
laws, ordinances or regulations will not impose any material
environmental liability, or that the current environmental
condition of our existing and future properties will not be
affected by the condition of neighboring properties, such as the
presence of leaking underground storage tanks, or by third
parties unrelated to us.
We
face risks relating to litigation.
At any given time, we are subject to claims and actions
incidental to the operation of our business. The outcome of
these proceedings cannot be predicted. If a plaintiff were
successful in a claim against us, we could be faced with the
payment of a material sum of money and we may not be insured for
such a loss. If this were to occur, it could have an adverse
effect on our financial condition.
16
Due to
the geographic concentration of the hotels in our system, our
results of operations and financial condition are subject to
fluctuations in regional economic conditions.
Of the 58 hotels in our system at December 31, 2006, 45 are
located in Oregon, Washington, Idaho or Montana. Our results of
operations and financial condition may be significantly affected
by the economy of the Pacific Northwest, which is dependent in
large part on a limited number of major industries, including
agriculture, tourism, technology, timber and aerospace. These
industries may be affected by:
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Changes in governmental regulations and economic conditions;
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The relative strength of national and local economies; and
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The rate of national and local unemployment.
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In addition, companies in these industries may decide to
relocate all or part of their businesses outside the Pacific
Northwest. Any of these factors could materially affect the
local economies in which these industries operate and where we
have a presence. Other adverse events affecting the Pacific
Northwest, such as economic recessions or natural disasters,
could cause a loss of revenues for our hotels in this region.
Our concentration of assets within this region puts us at
greater economic risk. In addition, we operate or market
multiple hotels within several markets. A downturn in general
economic or other relevant conditions in these specific markets
or in any other market in which we operate could lead to a
decline in demand in these markets and cause a loss of revenues
from these hotels.
The
results of some of our individual hotels are significantly
impacted by group contract business and other large customers,
and the loss of such customers for any reason could harm our
operating results.
Group contract business and other large customers, or large
events, can significantly impact the results of operations of
our hotels. These contracts and customers vary from hotel to
hotel and change from time to time. Such contracts are typically
for a limited period of time after which they may be eligible
for competitive bidding. The impact and timing of large events
are not always predictable and are often episodic in nature. The
operating results for our hotels can fluctuate as a result of
these factors, possibly in adverse ways, and these fluctuations
can harm our overall operating results.
If our
franchisees terminate or fail to renew their relationship with
our company, our franchise revenue will decline.
As of December 31, 2006, there were 25 hotels in our system
that were owned by others and operated under franchise
agreements, which generally specify a fixed term and contain
various early termination provisions, such as the right to
terminate upon notice by paying us a termination fee. We cannot
assure shareholders that these agreements will be renewed, or
that they will not be terminated prior to the end of their
respective terms. If these franchise agreements are not renewed,
or are terminated prior to the expiration of their respective
terms, the resulting decrease in revenue and loss of market
penetration could have an adverse effect on our results of
operations and financial condition.
We may
be unsuccessful in identifying and completing acquisition
opportunities, which could limit our ability to implement our
long-term growth strategy and result in significant
expenses.
We intend to pursue a full range of growth opportunities,
including identifying hotels for acquisition, development,
management, rebranding and franchising. Our ability to make
acquisitions is dependent upon, among other things, our
relationships with owners of existing hotels and certain major
hotel investors, financing acquisitions and renovations and
successfully integrating new hotels into our operations. We may
be unable to find suitable hotels for acquisition, development,
management, rebranding or franchising on acceptable terms, or at
all. Competition with other hotel companies may increase the
cost of acquiring hotels. Even if suitable hotels are identified
for acquisition, we may not be able to find lenders or capital
partners willing to finance the acquisition of the hotels on
acceptable terms. Further, we may not have adequate cash from
operations or from our available debt capacity to pursue such
growth opportunities. Our failure to compete successfully for
acquisitions, to obtain suitable financing for acquisitions we
have identified or to attract and maintain relationships with
hotel owners and major
17
hotel investors could adversely effect our ability to expand our
system of hotels. An inability to implement our growth strategy
could limit our ability to grow our revenue base and otherwise
adversely affect our results of operations.
If
hotel acquisitions fail to perform in accordance with our
expectations or if we are unable to effectively integrate new
hotels into our operations, our results of operations and
financial condition may suffer.
Based on our experience, newly acquired, developed or converted
hotels typically begin with lower occupancy and room rates,
thereby resulting in lower revenue. Our expansion within our
existing markets could adversely affect the financial
performance of our existing hotels in those markets and, as a
result, negatively impact our overall results of operations.
Expansion into new markets may also present operating and
marketing challenges that are different from those we currently
encounter in our existing markets. Additionally, any new hotels
or enhanced or upgraded hotel amenities may fail to achieve
revenue and profitability levels comparable to our existing
hotels. Our inability to anticipate all of the changing demands
that expanding operations will impose on our management and
management information and reservation systems, or our failure
to quickly adapt our systems and procedures to the new markets
could result in lost revenue and increased expenses and
otherwise have an adverse effect on our results of operations
and financial condition.
We
rely on our central reservation system for occupancy at our
hotels and any failures in such system could negatively affect
our revenues and cash flows.
We maintain a hotel reservation system that allows us to manage
our rooms inventory through various distribution channels,
including our websites, and execute rate management strategies.
As part of our marketing strategy, we encourage guests to book
on our website, which guarantees the lowest rate available
compared to third-party travel websites. If our systems fail to
operate as anticipated, or we fail to keep up with technological
or competitive advances, our revenues and cash flows could
suffer.
We
have incurred debt financing and may incur increased
indebtedness in connection with future acquisitions, capital
expenditures or for other corporate purposes.
A substantial portion of our outstanding indebtedness is secured
by individual properties. Neither our Articles of Incorporation
nor our Bylaws limit the amount of indebtedness that we may
incur. Subject to limitations in our debt instruments, we may
incur additional debt in the future to finance acquisitions and
renovations and for general corporate purposes. Accordingly, we
could become highly leveraged, resulting in an increase in debt
service that could adversely affect our operating cash flow. Our
continuing indebtedness could increase our vulnerability to
general economic and lodging industry conditions, including
increases in interest rates, and could impair our ability to
obtain additional financing in the future and to take advantage
of significant business opportunities that may arise. Our
indebtedness is, and will likely continue to be, secured by
mortgages on our owned hotels. We cannot assure shareholders
that we will be able to meet our debt service obligations and,
to the extent that we cannot, we risk the loss of some or all of
our assets, including our hotels, to foreclosure.
Adverse economic conditions could cause the terms on which
borrowings become available to be unfavorable to us. In such
circumstances, if we are in need of capital to repay
indebtedness in accordance with its terms or otherwise, we could
be required to sell one or more of our owned hotels at times
that may not permit realization of the maximum potential return
on our investments. Economic conditions could result in higher
interest rates, which would increase debt service requirements
on our variable rate credit facilities and could reduce the
amount of cash available for general corporate purposes.
Failure
to comply with debt covenants could adversely affect our
financial results or condition.
In September 2006, we entered into a $50 million revolving
credit facility that includes customary affirmative and negative
covenants, the most restrictive of which are financial covenants
dealing with leverage, interest coverage and debt service
coverage. At December 31, 2006, we were in compliance with
our covenants and had no amounts outstanding under the facility.
We believe we will be able to comply with such requirements in
the future,
18
although failure to do so could adversely affect our results or
financial condition and may limit our ability to obtain
financing. For additional information, see Note 9 of Notes
to Consolidated Financial Statements.
Our
current or future joint venture arrangements may not reflect
solely our best interests and may subject these investments to
increased risks.
We may in the future acquire interests in other properties
through joint venture arrangements with other entities. Some of
these acquisitions may be financed in whole or in part by loans
under which we are jointly and severally liable for the entire
loan amount along with the other joint venture partners. The
terms of these joint venture arrangements may be more favorable
to the other party or parties than to us. In addition, investing
in a property through a joint venture arrangement may subject
that investment to risks not present with a wholly owned
property, including, among others, the following:
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The other owner(s) of the investment might become bankrupt;
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The other owner(s) may have economic or business interests or
goals that are inconsistent with ours;
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The other owner(s) may be unable to make required payments on
loans under which we are jointly and severally liable;
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The other owner(s) may be in a position to take action contrary
to our instructions or requests or contrary to our policies or
objectives, such as selling the property at a time when to do so
would have adverse consequences to us;
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Actions by the other owner(s) might subject the property to
liabilities in excess of those otherwise contemplated by
us; and
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It may be difficult for us to sell our interest in the property
at the time we deem a sale to be in our best interests.
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Failure
to retain senior management could adversely affect our
business.
We place substantial reliance on the lodging industry experience
and the institutional knowledge of members of our senior
management team. Mr. Coffey, Mr. Narayan and
Mr. Taffin are particularly important to our future success
due to their substantial experience in the lodging industry,
with the Red Lion brand and with our company. The loss of the
services of one or more of these individuals could hinder our
ability to effectively manage our business and implement our
growth strategies. Finding suitable replacements for
Mr. Coffey, Mr. Narayan or Mr. Taffin could be
difficult, and competition for such personnel of similar
experience and perspective is intense. We do not carry key
person insurance on any of our senior management team.
Due to
the shareholdings of our Chairman, together with other members
of the Barbieri family, we may be limited in our ability to
undertake transactions requiring shareholder
approval.
As of December 31, 2006, Donald K. Barbieri, our Chairman
of the Board, had sole voting and investment power with respect
to 5.5% of our outstanding shares of common stock. Heather
Barbieri, his ex-spouse, had sole voting and investment power
with respect to 5.1% of our outstanding shares of common stock.
Pursuant to a trust agreement, Donald K. Barbieri and Heather
Barbieri share voting and investment power with respect to an
additional 3.3% of our outstanding shares of common stock.
Richard L. Barbieri, who is also a director and Donald K.
Barbieris brother, beneficially owned 1.1% of our
outstanding shares of common stock as of December 31, 2006.
In addition, we believe that other members of the Barbieri
family who are not directors, executive officers or 5%
shareholders individually hold our outstanding common stock. As
such, to the extent they are willing and able to act in concert,
they may have the ability as a group to approve or block actions
requiring the approval of our shareholders, including a merger
or a sale of all of our assets or a transaction that results in
a change of control.
19
The
performance of our entertainment division is particularly
subject to fluctuations in economic conditions.
Our entertainment division, which comprised 6.3% of our total
revenues from continuing operations in 2006, engages in event
ticketing and the presentation of various entertainment
productions. Historically, we have attracted additional hotel
guests by cross-selling tickets to entertainment events through
our TicketsWest subsidiary. Our entertainment division is
vulnerable to risks associated with changes in general regional
and economic conditions, the potential for significant
competition and a change in consumer trends, among other risks.
In addition, we face the risk that entertainment productions
will not tour the regions in which we operate or that such
productions will not choose us as a presenter or promoter.
If we
are unable to locate lessees for our office and retail space,
our revenues and cash flow may be adversely
affected.
We own and lease to others over 297,000 square feet of
office and retail space in Spokane, Washington and Kalispell,
Montana. We are subject to the risk that leases for this space
might not be renewed upon their expiration, the space may not be
relet or the terms of renewal or reletting such space, including
the cost of required renovations, might be less favorable to us
than current lease terms. Vacancies could result due to the
termination of a tenants tenancy, the tenants
financial failure or a breach of the tenants obligations.
We may be unable to locate tenants for rental spaces vacated in
the future or we may be limited to renting space on terms
unfavorable to us. Delays or difficulties in attracting tenants
and costs incurred in preparing for tenant occupancy could
reduce cash flow, decrease the value of a property and
jeopardize our ability to pay our expenses.
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Item 1B.
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Unresolved
Staff Comments
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None.
Our mix of business is balanced between group, business
travelers and leisure travelers with the mix varying by
location. It is our mission to provide personalized, exuberant
service and to create the most memorable guest experience
possible. We strive to provide caring service and comfortable
accommodations at our hotels, at competitive prices consistent
with the markets we serve, and seek to maintain consistent
quality and offer services such as dining, fitness centers,
business services or other ancillary services. Most of our
hotels offer flexible meeting space to service the group and
convention markets. In addition, guest rooms are well equipped
with products important to these travelers. We continue to
invest in our hotel properties to maintain or improve quality
conditions. In focus groups and market research, the Red Lion
name is associated with superior service and is consistently
identified by consumers when asked about their full service
lodging selection and habits.
Under the Red Lion name as of December 31, 2006, we owned
19 hotels, leased 13, managed one third-party owned hotel
and had 25 franchise arrangements owned and operated by third
parties. To support our owned, leased, managed and franchised
hotels, we provide all the services typical in our industry:
marketing, sales, advertising, frequency program, revenue
management, procurement, quality assurance, education and
training, design and construction management. We maintain and
manage our own central reservation call center with links to
various travel agent global distribution systems
(GDS) and electronic distribution channels on the
internet, including our
20
branded website. The table below reflects our hotel properties
and locations, total available rooms per hotel, as well as
meeting space availability, as of December 31, 2006.
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Total
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Meeting
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Available
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Space
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Property
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Location
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Rooms
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(sq. ft.)
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Red Lion Owned
Hotels
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Red Lion Hotel Eureka
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Eureka, California
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175
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4,890
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Red Lion Hotel Redding
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Redding, California
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192
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|
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6,800
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Red Lion Hotel Pocatello
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Pocatello, Idaho
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150
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13,000
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Red Lion Templins Hotel on
the River
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Post Falls, Idaho
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163
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11,000
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Red Lion Hotel Canyon Springs
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Twin Falls, Idaho
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|
112
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5,085
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Red Lion Colonial Hotel
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Helena, Montana
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149
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|
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15,500
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Red Lion Hotel Salt Lake Downtown
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Salt Lake City, Utah
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392
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|
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12,000
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Red Lion Hotel Columbia Center
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Kennewick, Washington
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|
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162
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|
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9,700
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Red Lion Hotel Olympia
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Olympia, Washington
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|
|
192
|
|
|
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16,500
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Red Lion Hotel Pasco
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Pasco, Washington
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|
|
279
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|
|
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17,240
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Red Lion Hotel Port Angeles
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Port Angeles, Washington
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|
|
186
|
|
|
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3,010
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Red Lion Hotel Richland Hanford
House
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Richland, Washington
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|
|
149
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|
|
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9,247
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Red Lion Bellevue
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Bellevue, Washington
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|
|
181
|
|
|
|
5,700
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Red Lion Hotel on Fifth Avenue
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Seattle, Washington
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|
|
297
|
|
|
|
13,800
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Red Lion Hotel Seattle Airport
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Seattle, Washington
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|
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144
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|
|
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4,500
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Red Lion Hotel at the Park
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Spokane, Washington
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|
|
400
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|
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30,000
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Red Lion Hotel Yakima Center
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Yakima, Washington
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|
|
153
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|
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11,000
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Red Lion Kalispell Center
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Kalispell, Montana
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|
|
170
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|
|
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10,500
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WestCoast Outlaw Hotel(1)
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Kalispell, Montana
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218
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14,000
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|
|
|
|
|
|
|
|
|
|
|
Owned Hotels (19
properties)
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3,864
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213,472
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Red Lion Leased
Hotels
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Red Lion Hotel Sacramento
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Sacramento, California
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376
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|
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19,644
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Red Lion Hotel Boise Downtowner
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Boise, Idaho
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|
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182
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|
|
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8,600
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Red Lion Inn Missoula
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Missoula, Montana
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|
|
76
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|
|
|
640
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Red Lion Inn Astoria
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Astoria, Oregon
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|
|
123
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|
|
|
5,118
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|
Red Lion Inn Bend North
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Bend, Oregon
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|
|
75
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|
|
|
2,000
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|
Red Lion Hotel Coos Bay
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Coos Bay, Oregon
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|
|
143
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|
|
|
5,000
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Red Lion Hotel Eugene
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Eugene, Oregon
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|
|
137
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|
|
|
5,600
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Red Lion Hotel Medford
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Medford, Oregon
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|
|
185
|
|
|
|
9,552
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Red Lion Hotel Pendleton
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Pendleton, Oregon
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|
|
170
|
|
|
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9,769
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Red Lion Hotel Kelso/Longview
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Kelso, Washington
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|
|
161
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|
|
|
8,670
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Red Lion River Inn
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Spokane, Washington
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|
|
245
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|
|
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2,800
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Red Lion Hotel Vancouver (at the
Quay)
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Vancouver, Washington
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|
|
160
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|
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14,785
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Red Lion Hotel Wenatchee
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Wenatchee, Washington
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|
|
149
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|
|
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7,678
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|
|
|
|
|
|
|
|
|
|
|
|
Leased Hotels (13
properties)
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2,182
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|
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99,856
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|
|
|
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|
|
|
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Other Managed
Hotels
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The Grove
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Boise, Idaho
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|
254
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|
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36,000
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|
|
|
|
|
|
|
|
|
|
|
|
Managed Hotels (1
property)
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|
|
|
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254
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|
|
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36,000
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|
|
|
|
|
|
|
|
|
|
|
|
21
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
|
Meeting
|
|
|
|
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|
Available
|
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|
Space
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Property
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|
Location
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|
Rooms
|
|
|
(sq. ft.)
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|
|
Red Lion Franchised
Hotels
|
|
|
|
|
|
|
|
|
|
|
Red Lion Inn & Suites
Victoria
|
|
Victoria, BC Canada
|
|
|
85
|
|
|
|
450
|
|
Red Lion Hotel Bakersfield
|
|
Bakersfield, California
|
|
|
165
|
|
|
|
6,139
|
|
Red Lion Hotel Modesto
|
|
Modesto, California
|
|
|
186
|
|
|
|
6,600
|
|
Red Lion Hanalei Hotel
San Diego(2)
|
|
San Diego, California
|
|
|
416
|
|
|
|
16,000
|
|
Red Lion Hotel Denver Central
|
|
Denver, Colorado
|
|
|
297
|
|
|
|
15,206
|
|
Red Lion Hotel Denver Downtown
|
|
Denver, Colorado
|
|
|
170
|
|
|
|
1,240
|
|
Red Lion Hotel Lewiston
|
|
Lewiston, Idaho
|
|
|
183
|
|
|
|
12,259
|
|
Red Lion Hotel Butte
|
|
Butte, Montana
|
|
|
131
|
|
|
|
4,250
|
|
Red Lion Hotel & Casino
Elko
|
|
Elko, Nevada
|
|
|
222
|
|
|
|
3,000
|
|
Red Lion Hotel & Casino
Winnemucca
|
|
Winnemucca, Nevada
|
|
|
105
|
|
|
|
1,271
|
|
Red Lion Hotel Lawton(2)
|
|
Lawton, Oklahoma
|
|
|
168
|
|
|
|
3,100
|
|
Red Lion Inn & Suites
McMinnville
|
|
McMinnville, Oregon
|
|
|
67
|
|
|
|
1,312
|
|
Red Lion Inn Portland Airport
Inn & Suites(3)
|
|
Portland, Oregon
|
|
|
68
|
|
|
|
650
|
|
Red Lion Inn Portland Airport
|
|
Portland, Oregon
|
|
|
136
|
|
|
|
3,000
|
|
Red Lion Hotel Portland Convention
Center
|
|
Portland, Oregon
|
|
|
174
|
|
|
|
6,000
|
|
Red Lion Hotel Salem
|
|
Salem, Oregon
|
|
|
150
|
|
|
|
10,000
|
|
Red Lion Hotel on the
River Jantzen Beach
|
|
Portland, Oregon
|
|
|
318
|
|
|
|
35,000
|
|
Red Lion Hotel Tacoma
|
|
Tacoma, Washington
|
|
|
119
|
|
|
|
750
|
|
Red Lion Hotel Seattle South
|
|
Seattle, Washington
|
|
|
117
|
|
|
|
3,990
|
|
Red Lion Inn at Salmon Creek
|
|
Vancouver, Washington
|
|
|
89
|
|
|
|
1,100
|
|
Selkirk Lodge at Schweitzer
Mountain a Red Lion Hotel
|
|
Sandpoint, Idaho
|
|
|
82
|
|
|
|
8,784
|
|
White Pine Lodge at Schweitzer
Mountain a Red Lion Hotel
|
|
Sandpoint, Idaho
|
|
|
50
|
|
|
|
4,000
|
|
Red Lion Hotel Idaho Falls
|
|
Idaho Falls, Idaho
|
|
|
138
|
|
|
|
8,800
|
|
Red Lion Klamath Falls
|
|
Klamath Falls, Oregon
|
|
|
108
|
|
|
|
1,200
|
|
Red Lion Hillsboro(3)
|
|
Hillsboro, Oregon
|
|
|
123
|
|
|
|
3,200
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchised Hotels (25
properties)(4)
|
|
|
|
|
3,867
|
|
|
|
157,301
|
|
|
|
|
|
|
|
|
|
|
|
|
Total All Hotels
(58 properties)
|
|
|
|
|
10,167
|
|
|
|
506,629
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
At December 31, 2006, this hotel was included as part of
discontinued operations. |
|
(2) |
|
These hotels will leave our system of hotels in 2007. |
|
(3) |
|
Upon sale, these hotels entered into transitional franchise
agreements ending in 2007. |
|
(4) |
|
We entered into a long term franchise agreement for the Red Lion
Baton Rouge, a full service hotel expected to open in mid-2007
after a multi-million dollar renovation. This hotel has not been
included in the property count at December 31, 2006. |
22
Owned and
Leased Hotels
Owned hotels are those properties which we operate and manage
and have ownership of the hotel facility, equipment, personal
property, other structures and in most cases, the land. We
recognize revenues and expenses on these properties, including
depreciation where appropriate.
Leased hotels are those properties which we operate and manage
and may have ownership of some or all of the equipment and
personal property on site, however, the hotel facility and the
underlying land is occupied under an operating lease from a
third party. We recognize revenues and expenses on these
properties, including lease expense. The most significant
leases, with expiration dates ranging from 2020 to 2033 and
having renewal provisions, typically require us to pay fixed
monthly rent and variable rent based on a percentage of revenue
if certain sales thresholds are reached. In addition, we are
responsible for repairs and maintenance, operating expenses and
management of operations. For additional information on leases,
refer to Note 13 of Notes to Consolidated Financial
Statements.
Managed
Hotels
As of December 31, 2006, we managed one third-party owned
hotel with a total of 254 rooms and 36,000 square feet of
meeting space. Under the typical hotel management agreement, we
manage virtually all aspects of the hotels operations
while the hotel owner is responsible for operating and other
expenses. Our management fees are based on a percentage of the
hotels gross revenue plus an incentive fee based on
operating performance.
Franchised
Hotels
As of December 31, 2006, we had franchise agreements with
25 hotels that were owned and operated by third parties under
our licensed brand name. These hotels had at that date a total
of 3,867 rooms and 157,301 square feet of meeting space.
Under our franchise agreements, we receive royalties for the use
of the Red Lion brand name. We also make available certain
services to those hotels including reservation systems,
advertising and national sales, our guest loyalty program,
revenue management tools, quality inspections and brand
standards, as well as administer central services programs for
the benefit of our system hotels and franchisees. We do not have
management or operational responsibility for these hotels.
Discontinued
Operations and Assets Held For Sale
In November 2004, we announced our plan to divest non-strategic
assets, including eleven of our owned hotels, certain commercial
office buildings and certain other non-core properties including
condominium units and certain parcels of excess land
(collectively referred to as the divestment
properties). The activities of the hotels and commercial
office buildings are considered discontinued operations under
generally accepted accounting principles. The net impact of the
operations of these business units has been segregated and
separately disclosed on our consolidated statement of
operations, comparative for all periods presented when they
existed. Likewise, the assets and liabilities of the business
units have been segregated and separately stated on our
consolidated balance sheet for all periods presented when they
existed. The remaining other real estate has been considered as
held for sale under generally accepted accounting principles but
does not meet the definition of a discontinued operation.
We completed the sale of seven of the eleven hotels and one
commercial office building in 2005, and three hotels sold in
2006, resulting in gross proceeds of approximately
$15.8 million and $52.8 million, respectively.
Proceeds from the sales have been used to finance the
company-wide renovation program previously discussed. In the
fourth quarter of 2006, we listed for sale another commercial
office and retail complex located in Spokane, Washington. In
addition, we continue to pursue the divestment of the WestCoast
Outlaw Hotel in Kalispell, Montana and we continue to hold as
assets held for sale some surplus undeveloped land. For
additional information, see Note 3 of Notes to Consolidated
Financial Statements.
Other
Operations
In addition to the operations discussed above, we maintain a
direct ownership interest in a retail mall in Kalispell, Montana
that is attached to our Red Lion hotel and other miscellaneous
real estate investments.
23
|
|
Item 3.
|
Legal
Proceedings
|
At any given time, we are subject to claims and actions incident
to the operation of our business. While the outcome of these
proceedings cannot be predicted, it is the opinion of management
that none of such proceedings, individually or in the aggregate,
will have a material adverse effect on our business, financial
condition, cash flows or results of operations.
|
|
Item 4.
|
Submission
of Matters to a Vote of the Security Holders
|
No matters were submitted to a vote of security holders during
the fourth quarter of 2006.
|
|
Item 4A.
|
Executive
Officers of the Registrant
|
Set forth below is information regarding our directors,
executive officers and certain key employees as of
March 15, 2007:
|
|
|
|
|
|
|
Name
|
|
Age
|
|
Position
|
|
Donald K. Barbieri
|
|
|
61
|
|
|
Chairman of the Board
|
Richard L. Barbieri
|
|
|
64
|
|
|
Director
|
Arthur M. Coffey
|
|
|
51
|
|
|
President and Chief Executive
Officer, Director
|
Ryland P. Skip Davis
|
|
|
66
|
|
|
Director
|
Jon E. Eliassen
|
|
|
60
|
|
|
Director
|
Peter F. Stanton
|
|
|
50
|
|
|
Director
|
Ronald R. Taylor
|
|
|
59
|
|
|
Director
|
Anupam Narayan
|
|
|
53
|
|
|
Executive Vice President, Chief
Investment Officer and Chief Financial Officer
|
John M. Taffin
|
|
|
43
|
|
|
Executive Vice President, Hotel
Operations
|
Thomas L. McKeirnan
|
|
|
38
|
|
|
Senior Vice President, General
Counsel and Secretary
|
Anthony F. Dombrowik
|
|
|
36
|
|
|
Senior Vice President, Corporate
Controller and Principal Accounting Officer
|
Jack G. Lucas
|
|
|
54
|
|
|
Vice President and President
TicketsWest
|
Donald K. Barbieri. Mr. Barbieri has been
a director since 1978 and Chairman of the Board since 1996. He
served as President and Chief Executive Officer from 1978 until
April 2003. Mr. Barbieri joined the Company in 1969 and was
responsible for its development activities in hotel,
entertainment and real estate areas. Mr. Barbieri is a past
Trustee of Gonzaga University; Chairman of the Board for the
Spokane Regional Chamber of Commerce; served as President of the
Spokane Chapter of the Building Owners and Managers Association;
as President of the Spokane Regional Convention and Visitors
Bureau and as Chairman of the Spokane United Way Campaign.
Barbieri chaired the State of Washingtons Quality of Life
Task Force. He has served as board Chairman for the Inland
Northwests largest hospital system, Sacred Heart Medical
Center and was founding president of the Physician Hospital
Community Organization. He has served three governors on the
Washington Economic Development Board and currently chairs the
Spokane County Democratic Election Committee after being a
candidate for the Fifth District US Congressional Seat from the
State of Washington. Mr. Barbieri is brother to director
Richard L. Barbieri.
Richard L. Barbieri. Mr. Barbieri has
been a director since 1978. From 1994 until he retired in
December 2003, he served as the Companys full-time General
Counsel, first as Vice President, then Senior Vice President and
Executive Vice President. He currently serves as Chairman of the
Board of Puget Sound Neighborhood Health Centers and as a member
of the Board of the Pike Market Foundation, both non-profit
organizations. From 1978 to 1995, Mr. Barbieri served as
legal counsel and Secretary, during which time he was first
engaged in the private practice of law at Edwards and Barbieri,
a Seattle law firm, and then at Riddell Williams P.S., a Seattle
law firm. Mr. Barbieri has also served as chairman of
various committees of the Washington State Bar Association and
the King County (Washington) Bar Association, and as a member of
the governing board of the King County bar
24
association. He also served as Vice Chairman of the
Citizens Advisory Committee to the Major League Baseball
Stadium Public Facilities District in Seattle in 1996 and 1997.
Mr. Barbieri is brother to Donald K. Barbieri.
Arthur M. Coffey. Mr. Coffey has been a
director of Red Lion Hotels Corporation since 1990 and has
served as its President and Chief Executive Officer since April
2003. Mr. Coffey has over 30 years experience in the
hospitality industry and has been with Red Lion Hotels
Corporation since 1981. He has held a variety of management
positions including Executive Vice President, Chief Financial
Officer and Chief Operating Officer. Mr. Coffey played a
key role in taking the company public and listing on the NYSE in
1998. He possesses a unique combination of expertise in
development, operations and financial disciplines and during his
tenure the company has grown from ownership of three hotels into
a hospitality company that owns, manages and franchises more
than 55 hotels. He previously served as trustee of the Spokane
Area Chamber of Commerce, director of the Washington State Hotel
Association, and President of the Spokane Hotel Association. He
is a past director of the Association of Washington Business.
Mr. Coffey is newly appointed to the Board of Trustees of
Greater Spokane Incorporated, a non profit economic development
organization. He also serves on the board for the Inland
Northwest Council, Boy Scouts of America.
Ryland P. Skip Davis, Mr. Davis has been
a director since May 2005. He has served as Chief Executive
Officer of Providence Health Care since 1998 and Chief Executive
Officer of Sacred Heart Medical Center in Spokane since 1996.
From 1993 to 1996, Mr. Davis was Senior Vice President for
the Hunter Group, a hospital management firm specializing in
healthcare consulting and management nationally. From 1988 to
1993, he was Chairman and CEO of Synergos Neurological Centers,
Inc., in Santa Ana and Sacramento, California. From 1987 to
1988, he was President of Diversified Health Group, Inc., of
Sacramento. From 1982 to 1987, he worked for American Health
Group International as President and CEO of Amerimed in Burbank,
California, and as Executive Vice President of Operations. From
1981 to 1982, he worked for Hospital Affiliates International,
as Group Vice President in Sacramento, and as CEO of Winona
Memorial Hospital in Indianapolis, Indiana. From 1972 to 1975,
he was Associate Administrator of San Jose Hospital and
Health Care Center in San Jose, California and from 1968 to
1971, Assistant Administrator of Alta Bates Hospital in
Berkeley, California. He has done numerous private business
ventures related to healthcare. Mr. Davis is a Fellow of
the American College of Health Care Executives and has published
articles in Modern Healthcare, Health
Week, and other business publications regarding healthcare
issues and perspectives. Mr. Davis is currently on the
Board and is Chair of the Spokane Area Chamber of Commerce, on
the Boy Scouts of America Inland Northwest Council Board, and a
member of the Washington State University Advisory Council.
Jon E. Eliassen. Mr. Eliassen has been a
director since September 2003. Mr. Eliassen was President
and CEO of the Spokane Area Economic Development Council from
2003 until 2007. Mr. Eliassen retired in 2003 from his
position as Senior Vice President and Chief Financial Officer of
Avista Corp., a publicly-traded diversified utility.
Mr. Eliassen spent 33 years at Avista, including the
last 16 years as its Chief Financial Officer. While at
Avista, Mr. Eliassen was an active participant in
development of a number of successful subsidiary company
operations including technology related startups Itron, Avista
Labs and Avista Advantage. Mr. Eliassen serves on the Board
of Directors of Itron Corporation, IT Lifeline, Inc, and is the
principal of Terrapin Capital Group, LLC.
Mr. Eliassens corporate accomplishments are
complemented by his extensive service to the community in roles
which have included director and President of the Spokane
Symphony Endowment Fund, director of The Heart Institute of
Spokane, Washington State University Research Foundation,
Washington Technology Center, Spokane Intercollegiate Research
and Technology Institute and past director of numerous other
organizations and energy industry associations.
Peter F. Stanton. Mr. Stanton has been a
director since April 1998. Mr. Stanton has served as the
Chief Executive Officer of Washington Trust Bank since 1993
and its Chairman since 1997. Mr. Stanton previously served
as President of Washington Trust Bank from 1990 to 2000.
Mr. Stanton is also Chief Executive Officer, President and
Chairman of the Board of Directors of W.T.B. Financial
Corporation (a bank holding company). In addition to serving on
numerous state and local civic boards, Mr. Stanton was
President of the Washington Bankers Association from 1995 to
1996 and served as Washington state chairman of the American
Bankers Association in 1997 and 1998. He currently serves as a
National Trustee for the Boys and Girls Club of
America. Mr. Stanton is also a
25
Trustee of Gonzaga University, is on the Board of Trustees of
Greater Spokane Incorporated, as well as on the board of the
Inland Northwest Council, Boy Scouts of America.
Ronald R. Taylor. Mr. Taylor has been a
director since April 1998. Mr. Taylor is President of
Tamarack Bay, LLC, a private consulting firm and is currently a
director of two other public companies, Watson Pharmaceuticals,
Inc. (a pharmaceutical manufacturer) and ResMed, Inc. (a
manufacturer of equipment relating to the management of
sleep-disordered breathing). At Watson Pharmaceuticals, Inc.,
Mr. Taylor is a member of the Audit and Nominating and
Corporate Governance Committees and is Chairman of the
Compensation Committee. At ResMed, Inc., he is a member of the
Nominating and Corporate Governance Committees and Chairman of
the Compensation Committee. Mr. Taylor is also Chairman of
the Board of three privately held companies. From 1998 to 2002,
Mr. Taylor was a general partner of Enterprise Partners, a
venture capital firm. From 1996 to 1998, Mr. Taylor worked
as an independent business consultant. From 1987 to 1996,
Mr. Taylor was Chairman, President and Chief Executive
Officer of Pyxis Corporation (a health care service provider),
which he founded in 1987. Prior to founding Pyxis, he was an
executive with both Allergan Pharmaceuticals and Hybritech, Inc.
Anupam Narayan. Mr. Narayan is our
Executive Vice President and Chief Investment Officer and Chief
Financial Officer. He has been with the company since November
2004 as Executive Vice President and Chief Investment Officer.
He was appointed Chief Financial Officer in January, 2005.
Mr. Narayan has nearly 25 years of experience in the
hospitality industry. From 1998 to March 2004, he served in
various capacities as an executive officer of Best Western
International Inc., including his most recent position as Senior
Vice President, Global Brand Management and Chief Financial
Officer and a three-month period as Acting President and Chief
Executive Officer during 2002. From 1985 to 1998,
Mr. Narayan was employed by Doubletree Corporation and Red
Lion Hotels, Inc., serving as Senior Vice President and
Treasurer immediately prior to his move to Best Western.
John M. Taffin. Mr. Taffin has been our
Executive Vice President, Hotel Operations since September 2003.
He originally joined us in 1995 and held the position of
Regional Manager from November 1995 to July 1997 and Vice
President Hotel Operations from August 1997 to September 2002.
From August 2002 to August 2003 he was managing partner of Yogo
Inn of Lewistown, Inc., a Montana based hotel company.
Mr. Taffin started his hospitality industry career with Red
Lion Hotels in 1982. During the period from 1982 to 1986 he held
mid-management positions with Red Lion Hotels in Idaho,
Washington and Oregon. In 1986 he was promoted to General
Manager and during the following nine years managed Red Lion
Hotels in Idaho, Washington and Oregon. In 1986 he was promoted
to General Manager and during the following nine years managed
Red Lion Hotels in Idaho, Washington, Oregon and California. He
has served as the President of the Washington State Hotel and
Lodging Association and as a board member of the Spokane Public
Facilities District, the Spokane Lodging Tax Advisory Committee
and the Washington State Tourism Advisory Committee.
Thomas L. McKeirnan. Mr. McKeirnan has
been our Senior Vice President, General Counsel and Secretary
since February 2005. Prior to that he served as Vice President,
General Counsel and Secretary from January 2004 through February
2005 and Vice President, Assistant General Counsel from July
2003 to January 2004. Prior to joining us, Mr. McKeirnan
was a partner at the Spokane, Washington law firm of Paine
Hamblen Cofflin Brooke & Miller LLP from January 2002
until July 2003 and an associate attorney at the same firm from
1999 to 2001. Mr. McKeirnan was also an associate attorney
with the Seattle, Washington law firm of Riddell Williams P.S.
from 1995 until 1999. Mr. McKeirnans legal practice
focused on corporate, transactional, real estate and securities
law, with an emphasis on the hospitality industry. While in
private practice, Mr. McKeirnan represented us as outside
counsel on various strategic and transactional matters and also
represented WestCoast Hotels, Inc. prior to our acquisition of
that company.
Anthony F. Dombrowik. Mr. Dombrowik
serves as our Senior Vice President, Corporate Controller and
Principal Accounting Officer. Mr. Dombrowik has been with
Red Lion Hotels Corporations since May 2003 and is a member of
the senior management team. Mr. Dombrowik was previously
employed as senior manager at the public accounting firm of BDO
Seidman, LLP, where he served as an auditor, certified public
accountant and consultant from 1992 to 2003.
Mr. Dombrowiks public accounting practice focused on
auditing and consulting for mid-market public companies, with
particular attention to consolidations, capital and debt
transactions, mergers and acquisitions, and the hospitality
industry.
26
Jack G. Lucas. Mr. Lucas serves as Vice
President of Red Lion Hotels Corporation and President of
TicketsWest. He is in charge of overseeing all of the various
departments within our entertainment division. He has been
President of TicketsWest since February 2006 and Vice President
of Red Lion Hotels Corporation since August 1998. Mr. Lucas
has approximately 26 years of experience in the
entertainment industry, and has been employed by us since 1987.
Mr. Lucas previously spent 13 years on the management
staff of the City of Spokane Entertainment Facilities, which
included a 2,700-seat performing arts center, 30,000-seat
stadium, 8,500-seat coliseum, and convention center.
Mr. Lucas was awarded the 2004 International Ticketing
Professional of the Year award from the International Ticketing
Association.
PART II
|
|
Item 5.
|
Market
for Registrants Common Equity and Related Stockholder
Matters
|
(a) Our common stock is listed on the New York Stock
Exchange (NYSE) under the symbol RLH.
Prior to September 19, 2005, the stock traded under the
symbol WEH. The following table sets forth for the
periods indicated the high and low closing sale prices for our
common stock on the NYSE:
|
|
|
|
|
|
|
|
|
|
|
High
|
|
|
Low
|
|
|
2006
|
|
|
|
|
|
|
|
|
Fourth Quarter (ended
December 31, 2006)
|
|
$
|
13.06
|
|
|
$
|
10.50
|
|
Third Quarter (ended
September 30, 2006)
|
|
$
|
11.13
|
|
|
$
|
9.50
|
|
Second Quarter (ended
June 30, 2006)
|
|
$
|
14.00
|
|
|
$
|
10.60
|
|
First Quarter (ended
March 31, 2006)
|
|
$
|
13.65
|
|
|
$
|
8.35
|
|
2005
|
|
|
|
|
|
|
|
|
Fourth Quarter (ended
December 31, 2005)
|
|
$
|
9.30
|
|
|
$
|
6.97
|
|
Third Quarter (ended
September 30, 2005)
|
|
$
|
7.10
|
|
|
$
|
6.54
|
|
Second Quarter (ended
June 30, 2005)
|
|
$
|
7.06
|
|
|
$
|
6.61
|
|
First Quarter (ended
March 31, 2005)
|
|
$
|
7.10
|
|
|
$
|
5.95
|
|
(b) The last reported sale price of the common stock on the
NYSE on February 28, 2007 was $12.25. As of that date,
there were approximately 103 shareholders of record of the
common stock.
(c) We do not anticipate paying any cash dividends on our
common stock in the foreseeable future. We intend to retain
earnings to provide funds for the continued growth and
development of our business. Any determination to pay cash
dividends in the future will be at the discretion of our board
of directors, who periodically review our dividend policy on
common shares.
27
(d) The following information relates to plans under which
equity securities may be issued to employees, directors or
consultants:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(c)
|
|
|
|
(a)
|
|
|
|
|
|
Number of Securities
|
|
|
|
Number of Securities
|
|
|
(b)
|
|
|
Remaining Available for
|
|
|
|
to be Issued
|
|
|
Weighted-Average
|
|
|
Future Issuance Under Equity
|
|
|
|
Upon Exercise of
|
|
|
Exercise Price of
|
|
|
Compensation Plans
|
|
|
|
Outstanding Options,
|
|
|
Outstanding Options,
|
|
|
(Excluding Securities
|
|
|
|
Warrants and Rights
|
|
|
Warrants and Rights
|
|
|
Reflected in Column (a))
|
|
|
Equity Compensation Plans Approved
by Security Holders:
|
|
|
|
|
|
|
|
|
|
|
|
|
1998 Stock Incentive Plan(1)
|
|
|
1,089,769
|
|
|
$
|
6.75
|
|
|
|
|
|
2006 Stock Incentive Plan
|
|
|
185,494
|
|
|
$
|
12.17
|
|
|
|
808,218
|
|
Equity Compensation Plans Not
Approved by Security Holders
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
|
1,275,263
|
|
|
$
|
7.14
|
|
|
|
808,218
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
No further grants will be made under the 1998 Stock Incentive
Plan. |
(e) The below graph assumes an investment of $100 in our
common stock and depicts its price performance relative to the
performance of the Russell 2000 Composite Index and the
Standard & Poors 500 Hotels, Resorts &
Cruise Lines Index, assuming a reinvestment of all dividends.
The price performance on the graph is not necessarily indicative
of future stock price performance.
COMPARISON
OF 5 YEAR CUMULATIVE TOTAL RETURN
Among Red Lion Hotels Corporation, The Russell 2000 Index
And The S & P Hotels, Resorts & Cruise Lines Index
28
|
|
Item 6.
|
Selected
Financial Data
|
The following table sets forth our selected consolidated
financial data as of and for the years ended December 31,
2006, 2005, 2004, 2003 and 2002. The selected consolidated
statement of operations and balance sheet data are derived from
our audited financial statements. The audited consolidated
financial statements for certain of these periods are included
elsewhere in this annual report. The selected consolidated
financial data set forth below should be read in conjunction
with, and are qualified in their entirety by, our consolidated
financial statements and related notes, Managements
Discussion and Analysis of Financial Condition and Results of
Operations and other financial information included elsewhere in
this annual report. Operating activities and the balance sheet
of discontinued operations have been reflected on a comparable
basis for all years presented.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
2003
|
|
|
2002
|
|
|
|
(In thousands, except per share data)
|
|
|
Consolidated Statement of
Operations Data
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Continuing Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total revenues
|
|
$
|
170,368
|
|
|
$
|
163,053
|
|
|
$
|
161,964
|
|
|
$
|
156,399
|
|
|
$
|
165,144
|
|
Operating expenses(1)
|
|
$
|
157,060
|
|
|
$
|
151,604
|
|
|
$
|
150,791
|
|
|
$
|
145,133
|
|
|
$
|
145,565
|
|
Operating income
|
|
$
|
13,308
|
|
|
$
|
11,449
|
|
|
$
|
11,173
|
|
|
$
|
11,266
|
|
|
$
|
19,579
|
|
Expense of early extinguishment of
debt, net(2)
|
|
$
|
(5,266
|
)
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
Net income (loss) from continuing
operations(2)
|
|
$
|
(520
|
)
|
|
$
|
(977
|
)
|
|
$
|
(626
|
)
|
|
$
|
2,221
|
|
|
$
|
7,041
|
|
Net income (loss) from continuing
operations applicable(2) to common shareholders
|
|
$
|
(520
|
)
|
|
$
|
(977
|
)
|
|
$
|
(1,003
|
)
|
|
$
|
(319
|
)
|
|
$
|
4,464
|
|
Earnings (loss) per share
applicable to common shareholders before discontinued operations:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
$
|
(0.03
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.02
|
)
|
|
$
|
0.35
|
|
Diluted
|
|
$
|
(0.03
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.02
|
)
|
|
$
|
0.34
|
|
Discontinued
Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net gain (loss) on disposal of
discontinued business units, net of income tax expense
(benefit)(3)
|
|
$
|
(133
|
)
|
|
$
|
3,747
|
|
|
$
|
(5,770
|
)
|
|
$
|
|
|
|
$
|
|
|
Income (loss) from operations of
discontinued business units, net of income tax expense or benefit
|
|
$
|
78
|
|
|
$
|
1,725
|
|
|
$
|
111
|
|
|
$
|
(1,002
|
)
|
|
$
|
966
|
|
Earnings (loss) on discontinued
operations:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
$
|
|
|
|
$
|
0.42
|
|
|
$
|
(0.43
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
0.07
|
|
Diluted
|
|
$
|
|
|
|
$
|
0.42
|
|
|
$
|
(0.43
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
0.07
|
|
Total Earnings (Loss) per
Common Share
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic(2)
|
|
$
|
(0.03
|
)
|
|
$
|
0.34
|
|
|
$
|
(0.51
|
)
|
|
$
|
(0.10
|
)
|
|
$
|
0.42
|
|
Diluted(2)
|
|
$
|
(0.03
|
)
|
|
$
|
0.34
|
|
|
$
|
(0.51
|
)
|
|
$
|
(0.10
|
)
|
|
$
|
0.41
|
|
Weighted Average Shares
Outstanding
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
|
16,666
|
|
|
|
13,105
|
|
|
|
13,049
|
|
|
|
12,999
|
|
|
|
12,975
|
|
Diluted
|
|
|
16,666
|
|
|
|
13,105
|
|
|
|
13,049
|
|
|
|
12,999
|
|
|
|
13,285
|
|
29
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
2003
|
|
|
2002
|
|
|
|
(In thousands, except per share data)
|
|
|
Consolidated Balance Sheet
Data
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Working capital(4)
|
|
$
|
10,217
|
|
|
$
|
18,293
|
|
|
$
|
2,322
|
|
|
$
|
856
|
|
|
$
|
(16,630
|
)
|
Assets of discontinued operations
|
|
$
|
14,539
|
|
|
$
|
28,041
|
|
|
$
|
68,992
|
|
|
$
|
70,759
|
|
|
$
|
71,856
|
|
Assets held for sale
|
|
$
|
715
|
|
|
$
|
715
|
|
|
$
|
1,599
|
|
|
$
|
|
|
|
$
|
12,914
|
|
Property and equipment, net
|
|
$
|
249,860
|
|
|
$
|
215,890
|
|
|
$
|
216,087
|
|
|
$
|
196,986
|
|
|
$
|
193,451
|
|
Total assets
|
|
$
|
351,438
|
|
|
$
|
344,083
|
|
|
$
|
364,612
|
|
|
$
|
353,225
|
|
|
$
|
356,710
|
|
Notes payable to bank
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
52,100
|
|
Total long-term debt and capital
lease obligation
|
|
$
|
83,005
|
|
|
$
|
118,844
|
|
|
$
|
129,513
|
|
|
$
|
124,824
|
|
|
$
|
85,737
|
|
Debentures due Red Lion Hotels
Capital Trust
|
|
$
|
30,825
|
|
|
$
|
47,423
|
|
|
$
|
47,423
|
|
|
$
|
|
|
|
$
|
|
|
Liabilities of discontinued
operations
|
|
$
|
4,112
|
|
|
$
|
7,015
|
|
|
$
|
26,650
|
|
|
$
|
27,511
|
|
|
$
|
21,655
|
|
Long-term debt included with
discontinued operations
|
|
$
|
3,874
|
|
|
$
|
6,223
|
|
|
$
|
25,441
|
|
|
$
|
26,612
|
|
|
$
|
20,626
|
|
Total liabilities
|
|
$
|
167,647
|
|
|
$
|
222,836
|
|
|
$
|
248,225
|
|
|
$
|
201,036
|
|
|
$
|
202,594
|
|
Preferred stock and related
additional paid-in capital
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
29,412
|
|
|
$
|
30,131
|
|
Total stockholders equity
|
|
$
|
183,791
|
|
|
$
|
121,247
|
|
|
$
|
116,387
|
|
|
$
|
152,189
|
|
|
$
|
154,116
|
|
Other Data
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EBITDA
|
|
$
|
23,133
|
|
|
$
|
33,570
|
|
|
$
|
18,268
|
|
|
$
|
25,269
|
|
|
$
|
33,610
|
|
EBITDA from continuing
operations(2)
|
|
$
|
22,602
|
|
|
$
|
23,189
|
|
|
$
|
22,115
|
|
|
$
|
21,173
|
|
|
$
|
28,787
|
|
Net cash provided by operating
activities
|
|
$
|
18,962
|
|
|
$
|
11,937
|
|
|
$
|
10,889
|
|
|
$
|
11,338
|
|
|
$
|
14,306
|
|
Net cash used in investing
activities
|
|
$
|
(14,000
|
)
|
|
$
|
(4,219
|
)
|
|
$
|
(21,876
|
)
|
|
$
|
(1,310
|
)
|
|
$
|
(8,656
|
)
|
Net cash provided by (used in)
financing activities
|
|
$
|
(5,247
|
)
|
|
$
|
(4,025
|
)
|
|
$
|
12,777
|
|
|
$
|
(2,659
|
)
|
|
$
|
(9,511
|
)
|
|
|
|
(1) |
|
Operating expenses include all direct segment expenses,
depreciation and amortization, gain (loss) on asset disposals,
hotel facility and land lease, undistributed corporate expenses
and conversion expenses, if any. |
|
(2) |
|
During 2006, we reduced our debt by $59.1 million, some of
which resulted in expenses for early extinguishment. For 2006,
this line item impacted net income from continuing operations by
$3.4 million, EBITDA by $5.3 million and earnings per
share by $0.20. |
|
(3) |
|
In 2006, the balance includes a loss on disposition of assets of
$0.1 million. In 2005, the balance includes a gain on the
sale of seven hotels and an office building of
$10.2 million and a non-cash impairment charge of
$4.5 million on four hotels. In 2004, the balance includes
a non-cash impairment charge of $8.9 million on four hotels. |
|
(4) |
|
Represents current assets less current liabilities, excluding
assets and liabilities of discontinued operations and assets
held for sale. |
EBITDA represents net income (loss) before interest expense,
income tax benefit (expense) and depreciation and amortization.
We utilize EBITDA as a financial measure as management believes
investors find it a useful tool to perform more meaningful
comparisons of past, present and future operating results and as
a means to evaluate the results of core, on-going operations. We
believe it is a complement to net income (loss) and other
financial performance measures. EBITDA from continuing
operations is calculated in the same manner, but excludes the
operating activities of business units identified as
discontinued. EBITDA is not intended to represent net income
(loss) as defined by generally accepted accounting principles in
the United States, and such information should not
30
be considered as an alternative to net income (loss), cash flows
from operations or any other measure of performance prescribed
by generally accepted accounting principles in the United States
(GAAP).
We use EBITDA to measure the financial performance of our owned
and leased hotels because we believe interest, taxes and
depreciation and amortization bear little or no relationship to
our operating performance. By excluding interest expense, EBITDA
measures our financial performance irrespective of our capital
structure or how we finance our properties and operations. We
generally pay federal and state income taxes on a consolidated
basis, taking into account how the applicable taxing laws apply
to us in the aggregate. By excluding taxes on income, we believe
EBITDA provides a basis for measuring the financial performance
of our operations excluding factors that our hotels cannot
control. By excluding depreciation and amortization expense,
which can vary from hotel to hotel based on historical cost and
other factors unrelated to the hotels financial
performance, EBITDA measures the financial performance of our
hotels without regard to their historical cost. For all of these
reasons, we believe that EBITDA provides us and investors with
information that is relevant and useful in evaluating our
business. We believe that the presentation of EBITDA from
continuing operations is useful for the same reasons, in
addition to using it for comparative purposes for our intended
operations going forward.
However, because EBITDA excludes depreciation and amortization,
it does not measure the capital we require to maintain or
preserve our fixed assets. In addition, because EBITDA does not
reflect interest expense, it does not take into account the
total amount of interest we pay on outstanding debt nor does it
show trends in interest costs due to changes in our borrowings
or changes in interest rates. EBITDA from continuing operations
excludes the activities of operations we have determined to be
discontinued and does not reflect the totality of operations as
experienced for the periods presented. EBITDA, as defined by us,
may not be comparable to EBITDA as reported by other companies
that do not define EBITDA exactly as we define the term. Because
we use EBITDA to evaluate our financial performance, we
reconcile it to net income, which is the most comparable
financial measure calculated and presented in accordance with
GAAP. EBITDA does not represent cash generated from operating
activities determined in accordance with GAAP, and should not be
considered as an alternative to operating income or net income
(loss) determined in accordance with GAAP as an indicator of
performance or as an alternative to cash flows from operating
activities as an indicator of liquidity.
The following is a reconciliation of EBITDA and EBITDA from
continuing operations to net income (loss) for the periods
presented (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
2003
|
|
|
2002
|
|
|
|
(In thousands)
|
|
|
EBITDA from continuing
operations
|
|
$
|
22,602
|
|
|
$
|
23,189
|
|
|
$
|
22,115
|
|
|
$
|
21,173
|
|
|
$
|
28,787
|
|
Income tax benefit
(expense) continuing operations
|
|
|
1,633
|
|
|
|
904
|
|
|
|
876
|
|
|
|
(51
|
)
|
|
|
(3,860
|
)
|
Interest expense
continuing operations
|
|
|
(12,072
|
)
|
|
|
(13,987
|
)
|
|
|
(13,489
|
)
|
|
|
(9,324
|
)
|
|
|
(9,017
|
)
|
Depreciation and
amortization continuing operations
|
|
|
(12,683
|
)
|
|
|
(11,083
|
)
|
|
|
(10,128
|
)
|
|
|
(9,577
|
)
|
|
|
(8,871
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss) from continuing
operations
|
|
|
(520
|
)
|
|
|
(977
|
)
|
|
|
(626
|
)
|
|
|
2,221
|
|
|
|
7,039
|
|
Income (loss) on discontinued
operations
|
|
|
(55
|
)
|
|
|
5,472
|
|
|
|
(5,659
|
)
|
|
|
(1,002
|
)
|
|
|
968
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
|
$
|
1,219
|
|
|
$
|
8,007
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EBITDA
|
|
$
|
23,133
|
|
|
$
|
33,570
|
|
|
$
|
18,268
|
|
|
$
|
25,269
|
|
|
$
|
33,610
|
|
Income tax benefit (expense)
|
|
|
1,663
|
|
|
|
(2,083
|
)
|
|
|
3,781
|
|
|
|
132
|
|
|
|
(4,369
|
)
|
Interest expense
|
|
|
(12,263
|
)
|
|
|
(15,386
|
)
|
|
|
(15,507
|
)
|
|
|
(11,150
|
)
|
|
|
(10,717
|
)
|
Depreciation and amortization
|
|
|
(13,108
|
)
|
|
|
(11,606
|
)
|
|
|
(12,827
|
)
|
|
|
(13,032
|
)
|
|
|
(10,517
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
|
$
|
1,219
|
|
|
$
|
8,007
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
31
|
|
Item 7.
|
Managements
Discussion and Analysis of Financial Condition and Results of
Operations
|
We are a NYSE-listed hospitality and leisure company (ticker
symbols RLH and RLH-pa) primarily engaged in the ownership,
operation, development and franchising of midscale and upscale,
full service hotels. The Red Lion brand is nationally
recognized, particularly in the western United States, and is
typically associated with three- and four-star full-service
hotels. Our mission is to create the most memorable guest
experience possible, allowing us to be the leader in our markets
through personalized, exuberant service. As of December 31,
2006, our hotel system contained 58 hotels located in nine
states and one Canadian province, with 10,167 rooms and
506,629 square feet of meeting space.
We operate in three reportable segments:
|
|
|
|
|
The hotels segment derives revenue primarily from guest
room rentals and food and beverage operations at our owned and
leased hotels.
|
|
|
|
The franchise and management segment is engaged primarily
in licensing the Red Lion brand to franchisees and managing
hotels for third-party owners. This segment generates revenue
from franchise fees that are typically based on a percent of
room revenues and are charged to hotel owners in exchange for
the use of our brand and access to our central services
programs. These programs include the reservation system, guest
loyalty program, national and regional sales, revenue management
tools, quality inspections, advertising and brand standards. It
also reflects revenue from management fees charged to the owners
of our managed hotels, typically based on a percentage of the
hotels gross revenues plus an incentive fee based on
operating performance.
|
|
|
|
The entertainment segment derives revenue primarily from
ticketing services and promotion and presentation of
entertainment productions.
|
We have historically owned certain commercial real estate
properties. We also have engaged in traditional real estate
related services, including developing, managing and acting as a
broker for sales and leases of commercial and
multi-unit
residential properties (collectively referred to as the real
estate management business). Together, these operations
comprised our real estate segment. Effective April 30,
2006, we divested the real estate management business. In
addition, consistent with our strategy of divesting non-core
assets, during the fourth quarter of 2006, we listed one of our
two remaining wholly-owned commercial real estate properties for
sale and have classified its results of operations within
discontinued operations for all periods presented. Further, the
remaining operations of that segment have been reclassified to
Other for 2006 and for all comparative periods,
where appropriate. For additional information, see Note 3
of Notes to Consolidated Financial Statements.
Executive
Summary
During 2006 and 2005, we focused our resources
monetary, capital and human in three primary areas:
|
|
|
|
|
Infrastructure Improving the foundation of
the corporation including focusing on our core competencies,
improving our liquidity and capital resources, improving the
infrastructure used to manage reservations and support our hotel
system and increasing our depth of resources through targeted
additions to our leadership team.
|
|
|
|
Physical Assets Improving our product,
including the physical assets presented to our guests and the
feel of our guest experience.
|
|
|
|
Growth Preparing for growth, especially in
the franchise arena, means creating consistent upscale brand
standards throughout our hotel system, enhancing the service
delivery presented to our customers and developing and
connecting with our associates in an effort to better meet the
expectations of our guests.
|
During 2006, we had growth of 7.7% in hotel room revenues and
16.2% in direct hotel operating profit. We completed extensive
room renovations at our hotels and enhanced our capital
structure through the combination of successfully completing a
follow-on equity offering, and subsequently repaying debt and
obtaining a new credit facility. These accomplishments have
elevated the Red Lion brand and laid the foundation for our goal
of expansion into new markets. As we move into 2007, we will
continue to focus on growing our existing operations, expanding
32
into new markets and taking advantage of opportunities for new
franchises, joint ventures and acquisitions. We believe the Red
Lion brand and our financial position are both strong.
We began our enhancements by initially improving the quality of
our existing product in areas where customers quality
expectations are continuing to grow. This allows us to take
advantage of the growth potential in our existing markets, as
well as make the Red Lion brand more attractive for franchise
opportunities. As of December 31, 2006, we had
substantially completed our hotel room renovations, which
included new floor and wall coverings, tiled bathroom floors,
granite vanities and other bathroom upgrades, enhanced guest
room features including new plush pillow top mattresses and
upgraded linen and pillow packages, large work desks and
ergonomic chairs and amenities such as complimentary wireless
internet access.
Guest reaction to our renovations has been positive and during
2006, we realized strong increases over prior years in ADR and
RevPAR, although we experienced lower occupancy primarily due to
the impact of displacement during the implementation of our room
renovation plan, as well as our strategy of transitioning to
higher rate corporate and group stays, from lower rate
promotional and permanent contract business. The lodging
industry as a whole also saw improvements in its underlying
fundamentals during 2006, which we anticipate will continue
during 2007. A comparative summary of the performance of our
hotel system, including all hotels owned, leased, managed and
franchised for each of the periods presented, is as follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
For the Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
Average(2)
|
|
|
|
|
|
|
|
|
Average(2)
|
|
|
|
|
|
|
|
|
Average(2)
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
ADR(3)
|
|
|
RevPAR(4)
|
|
|
Occupancy
|
|
|
ADR(3)
|
|
|
RevPAR(4)
|
|
|
Occupancy
|
|
|
ADR(3)
|
|
|
RevPAR(4)
|
|
|
Red Lion Hotels:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and Leased Hotels
|
|
|
59.2
|
%
|
|
$
|
82.55
|
|
|
$
|
48.89
|
|
|
|
61.8
|
%
|
|
$
|
73.76
|
|
|
$
|
45.61
|
|
|
|
60.4
|
%
|
|
$
|
71.31
|
|
|
$
|
43.06
|
|
Franchised Hotels
|
|
|
61.8
|
%
|
|
$
|
75.55
|
|
|
$
|
46.71
|
|
|
|
58.5
|
%
|
|
$
|
72.62
|
|
|
$
|
42.48
|
|
|
|
57.2
|
%
|
|
$
|
70.70
|
|
|
$
|
40.44
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Red Lion Hotels
|
|
|
60.1
|
%
|
|
$
|
80.24
|
|
|
$
|
48.19
|
|
|
|
60.8
|
%
|
|
$
|
73.41
|
|
|
$
|
44.61
|
|
|
|
59.4
|
%
|
|
$
|
71.12
|
|
|
$
|
42.22
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide(1)
|
|
|
59.7
|
%
|
|
$
|
81.33
|
|
|
$
|
48.54
|
|
|
|
60.4
|
%
|
|
$
|
74.48
|
|
|
$
|
44.98
|
|
|
|
59.0
|
%
|
|
$
|
72.02
|
|
|
$
|
42.49
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Change from prior comparative
period:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Red Lion Hotels:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned and Leased Hotels
|
|
|
(2.6
|
)
|
|
|
11.9
|
%
|
|
|
7.2
|
%
|
|
|
1.4
|
|
|
|
3.4
|
%
|
|
|
5.9
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchised Hotels
|
|
|
3.3
|
|
|
|
4.0
|
%
|
|
|
10.0
|
%
|
|
|
1.3
|
|
|
|
2.7
|
%
|
|
|
5.0
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Red Lion Hotels
|
|
|
(0.7
|
)
|
|
|
9.3
|
%
|
|
|
8.0
|
%
|
|
|
1.4
|
|
|
|
3.2
|
%
|
|
|
5.7
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System-wide(1)
|
|
|
(0.7
|
)
|
|
|
9.2
|
%
|
|
|
7.9
|
%
|
|
|
1.4
|
|
|
|
3.4
|
%
|
|
|
5.9
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
System-wide includes all hotels owned, leased, managed and
franchised, presented on a comparable basis for hotel
statistics. This includes one managed property and one hotel
held as discontinued, neither utilizing the Red Lion brand. |
|
(2) |
|
Average occupancy represents total paid rooms divided by total
available rooms. Total available rooms represents the number of
rooms available multiplied by the number of days in the reported
period and includes rooms taken out of service for renovation. |
|
(3) |
|
Average daily rate (ADR) represents total room
revenues divided by the total number of paid rooms occupied by
hotel guests. |
|
(4) |
|
Revenue per available room (RevPAR) represents total
room and related revenues divided by total available rooms. |
We continue to increase room bookings as a result of our Red
Lion brand strengthening campaign, increased marketing efforts
and technological upgrades. Travelers continue to book more
reservations through electronic distribution systems like our
own branded website and third-party on-line travel agents
(OTAs, or also referred to as alternative
distribution systems or ADS). We have started
installing a property management system in our
33
hotels that shares the same database as our central reservations
system, allowing us to improve in delivered rates and
availability and helping us take advantage of internet travel
bookings. We have also focused on encouraging guests to reserve
accommodations on our website through our We Promise or We
Pay booking initiative. Through this initiative, we
guarantee to our guests that our website will provide the best
rate available compared to non-opaque OTA channels. As a result,
our website is the fastest growing electronic reservation
channel, allowing us to maximize our yield on these types of
bookings.
We intend to grow our hotel operations to 100 markets by the end
of 2010, primarily by expanding the number of hotels franchised,
managed, joint ventured or owned under the Red Lion brand. We
expect to add properties in large, western U.S. urban
markets, complemented by leading properties in smaller,
secondary cities, and progressively move east, leveraging the
momentum of our growth in the western states. Financially, we
have a strong balance sheet to advance this growth. In 2006, we
reduced our long-term liabilities by over $59.1 million
primarily as a result of our second quarter 2006 public offering
of 5.8 million shares of Red Lion common stock for net
proceeds of approximately $60.4 million. Additionally,
during 2006 we added a new revolving credit facility for up to
$50 million, which, as of December 31, 2006, had no
amounts outstanding. We have the option to increase the facility
to $100 million, subject to certain conditions. A summary
of our comparative consolidated balance sheet is as follows:
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
Consolidated balance sheet data
(in thousands):
|
|
|
|
|
|
|
|
|
Working capital(1)
|
|
$
|
10,217
|
|
|
$
|
18,293
|
|
Assets of discontinued operations
|
|
$
|
14,539
|
|
|
$
|
28,041
|
|
Other assets held for sale
|
|
$
|
715
|
|
|
$
|
715
|
|
Property and equipment, net
|
|
$
|
249,860
|
|
|
$
|
215,890
|
|
Total assets
|
|
$
|
351,438
|
|
|
$
|
344,083
|
|
Liabilities of discontinued
operations
|
|
$
|
4,112
|
|
|
$
|
7,015
|
|
Total long-term debt
|
|
$
|
85,272
|
|
|
$
|
121,995
|
|
Debentures due Red Lion Hotels
Capital Trust
|
|
$
|
30,825
|
|
|
$
|
47,423
|
|
Total liabilities
|
|
$
|
167,647
|
|
|
$
|
222,836
|
|
Total stockholders equity
|
|
$
|
183,791
|
|
|
$
|
121,247
|
|
|
|
|
(1) |
|
Represents current assets less current liabilities, excluding
assets and liabilities of discontinued operations and assets
held for sale. |
For a description of factors and other conditions that could
adversely affect our growth strategy or our results of
operations, see Item 1A Risk Factors.
34
Results
of Operations
For the year ended December 31, 2006, we reported a net
loss of approximately $0.6 million (or $0.03 per
common share), compared to net income of $4.5 million (or
$0.34 per common share) in 2005 and a net loss of
$6.3 million (or $0.51 per common share) in 2004. A
summary of our consolidated statement of operations is as
follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
(In thousands, except per share data)
|
|
|
Total revenue
|
|
$
|
170,368
|
|
|
$
|
163,053
|
|
|
$
|
161,964
|
|
Operating expenses
|
|
|
157,060
|
|
|
|
151,604
|
|
|
|
150,791
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income
|
|
|
13,308
|
|
|
|
11,449
|
|
|
|
11,173
|
|
Other income
(expense):
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest expense
|
|
|
(12,072
|
)
|
|
|
(13,987
|
)
|
|
|
(13,489
|
)
|
Expense of early extinguishment of
debt
|
|
|
(5,266
|
)
|
|
|
|
|
|
|
|
|
Minority interest in partnerships,
net
|
|
|
56
|
|
|
|
(60
|
)
|
|
|
224
|
|
Other income, net
|
|
|
1,821
|
|
|
|
717
|
|
|
|
590
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss from continuing operations
before income taxes
|
|
|
(2,153
|
)
|
|
|
(1,881
|
)
|
|
|
(1,502
|
)
|
Income tax benefit
|
|
|
(1,633
|
)
|
|
|
(904
|
)
|
|
|
(876
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss from continuing
operations
|
|
|
(520
|
)
|
|
|
(977
|
)
|
|
|
(626
|
)
|
Income (loss) from discontinued
operations
|
|
|
(55
|
)
|
|
|
5,472
|
|
|
|
(5,659
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The net loss in 2006 was significantly impacted by
$5.3 million in expense recognized for the early
extinguishment of debt. Excluding this expense, net of its
income tax benefit, the following table represents detail of the
impact of net loss from continuing operations, loss per share
from continuing operations and EBITDA from continuing operations
before these items for the periods presented below:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Expense of early extinguishment of
debt, net
|
|
$
|
(5,266
|
)
|
|
$
|
|
|
|
$
|
|
|
Income tax benefit
|
|
|
1,869
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Impact of expense of early
extinguishment of debt on loss from continuing
operations
|
|
$
|
(3,397
|
)
|
|
$
|
|
|
|
$
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expense of early extinguishment of
debt, net
|
|
$
|
(0.32
|
)
|
|
$
|
|
|
|
$
|
|
|
Income tax benefit
|
|
|
0.12
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Impact of expense of early
extinguishment of debt on loss per share from continuing
operations
|
|
$
|
(0.20
|
)
|
|
$
|
|
|
|
$
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Impact of expense of early
extinguishment of debt on EBITDA from continuing
operations
|
|
$
|
(5,266
|
)
|
|
$
|
|
|
|
$
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
In June 2006, we repaid approximately $16.6 million of our
outstanding 9.5% debentures due Red Lion Hotels Capital
Trust and a $0.8 million premium, as required by the
governing trust agreement in connection with the public offering
in May 2006. In September 2006, we repaid approximately
$33.4 million of securitized debt related to a hotel
property through legal defeasance and paid approximately
$4.7 million in defeasance costs in connection therewith.
In addition, we expensed approximately $0.2 million related
to unamortized deferred loan fees associated with this debt.
These expenses for the early extinguishment of debt were
partially offset by a gain
35
recognized of $0.5 million related to an incentive achieved
for meeting development targets in connection with the
renovation and expansion of a hotel.
Operating income from continuing operations increased 16.2% in
2006 from 2005, and we realized improvements over prior years in
RevPAR, ADR and occupancy, as well as increased margins from our
hotel segment compared to 2005 and 2004, as discussed above (in
thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Hotels revenue(1)
|
|
$
|
154,817
|
|
|
$
|
146,125
|
|
|
$
|
142,424
|
|
Direct margin(2)
|
|
$
|
32,667
|
|
|
$
|
28,119
|
|
|
$
|
26,191
|
|
Direct margin %
|
|
|
21.1
|
%
|
|
|
19.2
|
%
|
|
|
18.4
|
%
|
Franchise and management revenue
|
|
$
|
2,853
|
|
|
$
|
2,860
|
|
|
$
|
2,575
|
|
Direct margin(2)
|
|
$
|
2,045
|
|
|
$
|
2,208
|
|
|
$
|
1,440
|
|
Direct margin %
|
|
|
71.7
|
%
|
|
|
77.2
|
%
|
|
|
55.9
|
%
|
Entertainment revenue
|
|
$
|
10,791
|
|
|
$
|
9,827
|
|
|
$
|
11,615
|
|
Direct margin(2)
|
|
$
|
1,682
|
|
|
$
|
1,432
|
|
|
$
|
1,163
|
|
Direct margin %
|
|
|
15.6
|
%
|
|
|
14.6
|
%
|
|
|
10.0
|
%
|
Operating income(1)
|
|
$
|
13,308
|
|
|
$
|
11,449
|
|
|
$
|
11,173
|
|
|
|
|
(1) |
|
Continuing operations only. |
|
(2) |
|
Revenues less direct operating expenses. |
EBITDA represents net income (or loss) before interest expense,
income tax benefit (expense) and depreciation and amortization.
We utilize EBITDA as a financial measure because management
believes that investors find it to be a useful tool to perform
more meaningful comparisons of past, present and future
operating results and as a means to evaluate the results of core
on-going operations. We believe it is a complement to net income
and other financial performance measures. EBITDA from continuing
operations is calculated in the same manner, but excludes the
operating activities of business units identified as
discontinued. EBITDA is not intended to represent net income
(loss) as defined by generally accepted accounting principles in
the United States, and such information should not be considered
as an alternative to net income (loss), cash flows from
operations or any other measure of performance prescribed by
generally accepted accounting principles in the United States
(GAAP).
We use EBITDA to measure the financial performance of our owned
and leased hotels because we believe interest, taxes and
depreciation and amortization bear little or no relationship to
our operating performance. By excluding interest expense, EBITDA
measures our financial performance irrespective of our capital
structure or how we finance our properties and operations. We
generally pay federal and state income taxes on a consolidated
basis, taking into account how the applicable taxing laws apply
to us in the aggregate. By excluding taxes on income, we believe
EBITDA provides a basis for measuring the financial performance
of our operations excluding factors that our hotels cannot
control. By excluding depreciation and amortization expense,
which can vary from hotel to hotel based on historical cost and
other factors unrelated to the hotels financial
performance, EBITDA measures the financial performance of our
hotels without regard to their historical cost. For all of these
reasons, we believe that EBITDA provides us and investors with
information that is relevant and useful in evaluating our
business. We believe that the presentation of EBITDA from
continuing operations is useful for the same reasons, in
addition to using it for comparative purposes for our intended
operations going forward.
However, because EBITDA excludes depreciation and amortization,
it does not measure the capital we require to maintain or
preserve our fixed assets. In addition, because EBITDA does not
reflect interest expense, it does not take into account the
total amount of interest we pay on outstanding debt nor does it
show trends in interest costs due to changes in our borrowings
or changes in interest rates. EBITDA from continuing operations
excludes the activities of operations we have determined to be
discontinued and does not reflect the totality of operations as
experienced for the periods presented. EBITDA, as defined by us,
may not be comparable to EBITDA as reported by other companies
that do not define EBITDA exactly as we define the term. Because
we use EBITDA to evaluate our financial performance, we
reconcile it to net income, which is the most comparable
financial measure
36
calculated and presented in accordance with GAAP. EBITDA does
not represent cash generated from operating activities
determined in accordance with GAAP, and should not be considered
as an alternative to operating income or net income (loss)
determined in accordance with GAAP as an indicator of
performance or as an alternative to cash flows from operating
activities as an indicator of liquidity. The following is a
reconciliation of EBITDA and EBITDA from continuing operations
to net income (loss) for the periods presented (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
EBITDA
|
|
$
|
23,133
|
|
|
$
|
33,570
|
|
|
$
|
18,268
|
|
Income tax benefit (expense)
|
|
|
1,663
|
|
|
|
(2,083
|
)
|
|
|
3,781
|
|
Interest expense
|
|
|
(12,263
|
)
|
|
|
(15,386
|
)
|
|
|
(15,507
|
)
|
Depreciation and amortization
|
|
|
(13,108
|
)
|
|
|
(11,606
|
)
|
|
|
(12,827
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EBITDA from continuing
operations
|
|
$
|
22,602
|
|
|
$
|
23,189
|
|
|
$
|
22,602
|
|
Income tax benefit
|
|
|
1,633
|
|
|
|
904
|
|
|
|
876
|
|
Interest expense
|
|
|
(12,072
|
)
|
|
|
(13,987
|
)
|
|
|
(13,828
|
)
|
Depreciation and amortization
|
|
|
(12,683
|
)
|
|
|
(11,083
|
)
|
|
|
(10,540
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss from continuing operations
|
|
|
(520
|
)
|
|
|
(977
|
)
|
|
|
(890
|
)
|
Income (loss) on discontinued
operations
|
|
|
(55
|
)
|
|
|
5,472
|
|
|
|
(5,395
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue
A breakdown of our revenues from continuing operations is as
follows (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Revenues From Continuing
Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels:
|
|
|
|
|
|
|
|
|
|
|
|
|
Room revenue
|
|
$
|
103,677
|
|
|
$
|
96,296
|
|
|
$
|
91,140
|
|
Food and beverage revenue
|
|
|
47,517
|
|
|
|
45,659
|
|
|
|
46,614
|
|
Other department revenue
|
|
|
3,623
|
|
|
|
4,170
|
|
|
|
4,670
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total hotels segment revenue
|
|
|
154,817
|
|
|
|
146,125
|
|
|
|
142,424
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchise and management
revenue
|
|
|
2,853
|
|
|
|
2,860
|
|
|
|
2,575
|
|
Entertainment revenue
|
|
|
10,791
|
|
|
|
9,827
|
|
|
|
11,615
|
|
Other revenue
|
|
|
1,907
|
|
|
|
4,241
|
|
|
|
5,350
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total revenue
|
|
$
|
170,368
|
|
|
$
|
163,053
|
|
|
$
|
161,964
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
Compared to 2005
During 2006, revenue from the hotels segment increased
$8.7 million, or 5.9%, compared to 2005. Rooms department
revenue increased $7.4 million, or 7.7%, driven by rate
increases. Occupancy was slightly lower
year-on-year,
both due to the impact of rooms displaced by renovations as well
as to our strategic decision to move from lower rate volume and
contract business to higher rate and more profitable corporate,
transient and group business. The rate increases were affected
by the mix strategy, but were also due to upward rate
flexibility allowed by our capital investment in our hotels.
Food and beverage revenue increased 4.1% in 2006 from 2005,
primarily due to increased banquet-related revenues. We
anticipate an increased demand for banquets as we complete our
public area renovations, resulting in further improvements in
revenue for our food and beverage services. Incidental revenues
from guest amenities and other sources of revenue for the hotel
segment were down 13.1% between
37
comparative periods, primarily due to the continued decrease in
room telephone and movie revenues and the closure of gift shops
within two hotels; subsequently, the space has been leased to
third-party retail businesses.
In 2005, we completed the implementation of our Stay Comfortable
initiative and began major room renovations in several hotels
including new floor and wall coverings, tiled bathroom floors,
granite vanities and other bathroom upgrades, enhanced guest
room features including new plush pillow top mattresses and
upgraded linen and pillow packages, large work desks and
ergonomic chairs and amenities such as complimentary wireless
internet access . In 2006, this work was substantially completed
and work began on common areas such as lobbies and restaurants.
Guest reaction to renovations in the hotels has been positive
and we experienced a period of strong growth in 2006 in our
hotels segment and saw improvement in its underlying
fundamentals. The ADR increases between comparable periods
experienced in the first and second quarters of 2006 accelerated
in the second half of the year. Occupancy was lower in the first
half of 2006 due to displacement and slightly lower in the
second half of 2006 as we changed our mix of business. Overall
RevPAR grew by 8.0% from that experienced in 2005. We continue
to believe the lodging industry as a whole will continue to see
increases in ADR and RevPAR in 2007 and beyond.
Through 2005, our strategy was to increase occupancy through
strategic marketing and investment in our properties, and then
to increase rates as demand increased for our rooms. For six
consecutive quarters through June 2005, we increased occupancy.
We built on this demand by increasing the average daily rate
during the second half of 2005 in the majority of our markets.
In 2006, as we completed our renovation program, we began to see
our ability to increase room rates accelerate, driving a 12.3%
increase in ADR between the third quarter of 2005 and the third
quarter of 2006 and an 11.7% increase between the fourth quarter
of 2005 and the fourth quarter of 2006. The higher ADR and
RevPAR significantly contributed to an increase in segment
direct profit of 16.2% to $32.7 million in 2006 from
$28.1 million in 2005.
During the second quarter of 2005, we completed installation of
the new MICROS Opera Property Management System
(Opera) in 15 of our Red Lion hotels. An additional
hotel went live with the system in the second quarter of 2006.
Opera shares a single database with our central reservations
system allowing for better yield management. Combined with our
redesigned website, Opera further enhances our ability to manage
reservations generated through all electronic channels and helps
position us to efficiently and economically take advantage of
electronic travel bookings.
Our brand strengthening initiatives, marketing efforts and
technological upgrades are achieving desired results. Travelers
continue to book more reservations through electronic
distribution systems like our own branded website and
third-party on-line travel agents (OTAs, or also
referred to as alternative distribution systems or
ADS). Our central reservations and distribution
management technology allows us to manage the yield on these OTA
channels on a real-time,
hotel-by-hotel
basis. Our focus on driving customers to our branded website has
made it the fastest growing source of online reservations,
allowing us to further maximize our yield on those types of
bookings. We have merchant model agreements with leading OTA
providers, which typically entitle the provider to keep a fixed
percentage of the price paid by the customer for each room
booked allowing us to maximize the yield of a typically lower
rated market segment. Our success in managing these rates
reflects our management of these distribution channels and our
merchant model agreements.
We have continued to increase bookings as a result of our sales
efforts, the Stay Comfortable advertising campaign
and the We Promise or We Pay branded website booking
initiative. The We Promise or We Pay initiative is
designed to encourage guests to book on our branded website,
www.redlion.com. Through this initiative, we guarantee to our
guests that our branded website will provide the best rate
available compared to non-opaque OTA channels. We also launched
a marketing campaign designed specifically to increase awareness
of our Net4Guests and room amenity upgrade programs known as
Stay Comfortable. Net4Guests provides hotel guests
access to free high speed wireless internet. We believe that a
unique aspect of our Net4Guests program is that members of our
GuestAwards loyalty program can use our hotels as a hot
spot at any time, even if they are not staying at the
hotel.
Revenue from the franchise and management segment remained
steady at $2.9 million in 2006 and 2005. Included in 2006
revenues are a franchise termination fee of $145,000, increased
revenues from the addition of franchises from previously
company-owned properties and increased revenues from increased
RevPAR at these
38
hotels. This impact was offset by $0.3 million received in
2005 for a management contract termination fee triggered by the
sale of a property that left our system in 2003.
Entertainment segment revenue increased 9.8% in 2006 from 2005,
driven primarily by the result of differences in the type and
mix of shows presented. Ticketing revenue in aggregate was
relatively constant. The entertainment segment generates greater
revenue when it presents shows on a gross basis
only, compared to net productions in which it only
receives commissions for tickets sold. During 2006, we presented
seven gross shows and two net shows,
compared to four gross and four net
shows during 2005. During the fourth quarter of 2005, we
presented a six week net production of Disneys
The Lion King, for which we received commissions for tickets
sold and other fees.
Other revenue decreased from 2005 to 2006 primarily as a result
of the sale of the real estate management business in 2006, as
well as 50% of the Kalispell mall in 2005.
2005
Compared to 2004
Hotels segment revenues from continuing operations for the
twelve months ended December 31, 2005, increased 2.6% or
$3.7 million, to $146.1 million compared to
$142.4 million for the year ended December 31, 2004.
The increase was primarily due to growth of about
$5.2 million in room revenue between comparable periods, or
5.7%. Average occupancy for owned and leased hotels that are
part of continuing operations was up 1.4 percentage points
for the year ended December 31, 2005, as compared to the
year ended December 31, 2004. The total available rooms
used to calculate average occupancy includes rooms taken out of
service for renovation. In addition, ADR was up 3.4% to $73.76.
The resulting $45.61 RevPAR from owned and leased hotels that
are part of 2005 continuing operations was 5.9% higher than
RevPAR of $43.06 in 2004.
The increases in hotels segment revenues were partially offset
by declines of $1.0 million in food and beverage revenue as
compared to the year ended December 31, 2004, primarily
related to a decrease in banquet revenue related to less
convention group business in 2005. Incidental revenues from
guest amenities and other sources of revenue for the hotel
segment were down $0.5 million between comparative periods.
Revenue from the franchise and management segment in 2005 was up
$0.3 million over 2004, related primarily to two additional
franchise agreements in place during the second quarter of 2005,
partially offset by one less management contract.
Entertainment segment revenue was down 15.4% for the comparative
periods. The decrease was primarily due to the fourth quarter
2005 presentation of a six week net production of
Disneys The Lion King, for which we received commissions
for tickets sold and other fees. Comparatively, the
entertainment division generated less revenue but substantially
more profit on The Lion King than it did on the two shows it
presented on a gross basis in the fourth quarter of
2004, for which it realized all the revenues but also incurred
all the expenses. Ticketing revenues increased during the year
which offset part of the decrease in show revenues.
Other revenues in 2005 decreased 35.0% from 2004 primarily due
to the sale of 50% of the Kalispell mall.
Operating
Expenses
Operating expenses include direct operating expenses for each of
the operating segments, hotel facility and land lease expense,
depreciation and amortization, gain or loss on asset
dispositions and undistributed corporate expenses. In the
aggregate, operating expenses from continuing operations during
2006 increased $5.5 million over 2005, compared to a
$0.8 million increase from 2004 to 2005.
39
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
(In thousands)
|
|
|
Operating Expenses From
Continuing Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
122,150
|
|
|
$
|
118,006
|
|
|
$
|
116,233
|
|
Franchise and management
|
|
|
808
|
|
|
|
652
|
|
|
|
1,135
|
|
Entertainment
|
|
|
9,109
|
|
|
|
8,395
|
|
|
|
10,452
|
|
Other
|
|
|
1,866
|
|
|
|
3,523
|
|
|
|
3,499
|
|
Depreciation and amortization
|
|
|
12,683
|
|
|
|
11,083
|
|
|
|
10,128
|
|
Hotel facility and land lease
|
|
|
6,895
|
|
|
|
6,922
|
|
|
|
7,219
|
|
Gain on asset dispositions, net
|
|
|
(1,705
|
)
|
|
|
(1,040
|
)
|
|
|
(1,148
|
)
|
Undistributed corporate expenses
|
|
|
5,254
|
|
|
|
4,063
|
|
|
|
3,273
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total operating
expenses
|
|
$
|
157,060
|
|
|
$
|
151,604
|
|
|
$
|
150,791
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
Compared to 2005
Direct hotel expenses increased 3.5% during 2006 from 2005,
compared with a hotel segment revenue increase of 5.9%. Room
related expenses increased $0.8 million, or 2.8%, and food
and beverage costs increased $0.5 million, or 1.3%. Costs
in 2006 were also affected by increased sales related costs,
including marketing charges and compensation related to revenue
performance, increased utility costs and payroll related costs
directly related to the hotels. Overall, the segment had a
direct profit of $32.7 million in 2006, compared to
$28.1 million in 2005, for a direct margin improvement of
190 basis points. Hotel direct margin was 21.1% in 2006
compared to 19.2% in 2005.
Direct costs for the franchise and management segment increased
23.9% in 2006 from 2005, primarily related to increased
advertising and trade show activities and the addition of a Vice
President, Brand Development, partially offset by a reduction in
bad debt expense. Segment profit during 2006 and 2005 was
$2.0 million and $2.2 million, respectively.
Entertainment costs increased 8.5% in 2006 from 2005, a direct
effect of the number of shows presented on a net
basis instead of a gross basis as discussed above.
Overall, the segment had a direct profit of $1.7 million in
2006 compared to $1.4 million in 2005.
Depreciation and amortization increased 14.1% in 2006 from 2005,
primarily related to increased capital additions in 2005 and
2006 related to hotel renovations.
The net gain on asset dispositions increased by
$0.7 million in 2006 from 2005, primarily due to a
$1.0 million gain on the divestment from the real estate
management business in April 2006. The sale of the real estate
management business was in exchange for 94,311 shares of
common stock that was subsequently retired, as discussed further
in Note 4 of Notes to Consolidated Financial Statements.
The net gain on asset dispositions also reflects the ongoing
recognition of deferred gains on a previously sold office
building and a hotel for which we entered into a long-term lease
arrangement.
Undistributed corporate expenses were $1.2 million higher
in 2006 from 2005 primarily attributable to expenses associated
with equity compensation under SFAS No. 123(R), which
became effective for us on January 1, 2006, and costs to
comply with Section 404 of the Sarbanes-Oxley Act, which
became effective for us as of December 31, 2006.
Undistributed corporate expenses include general and
administrative charges such as corporate payroll, legal
expenses, charitable contributions, director and officers
insurance, bank service charges and outside accountants and
various other consultants expense. We consider these
expenses to be undistributed because the costs are
not directly related to our business segments and therefore are
not further distributed. However, costs that can be identified
to a particular segment are distributed, such as accounting,
human resources and information technology, and are included in
direct expenses.
40
2005
Compared to 2004
In the aggregate, operating expenses for the year ended
December 31, 2005, increased $0.8 million to
$151.6 million from $150.8 million in 2004. Direct
hotel expenses increased $1.8 million or 1.5% between
comparative periods. The direct margin for the hotels grew from
18.4% of hotel revenues in 2004 to 19.2% in 2005. The increased
revenue and margin resulted in a 7.4%, or $1.9 million,
increase in hotel profitability. Hotel room related costs
accounted for approximately $1.7 million of the increase in
direct hotel expenses, commensurate with the increase in the
number of occupied rooms. Food and beverage costs were down
$0.4 million, in step with the decrease in revenues and
lower food costs. The remainder of the increase in direct hotels
segment costs resulted from increased sales related costs,
including marketing charges and compensation related to revenue
performance, increased utility costs, benefits expense related
to our health care plan early in 2005 and other administrative
costs directly related to the hotels.
Direct costs for the franchise and management segment decreased
$0.5 million related to lower labor, travel and advertising
costs in 2005. The entertainment segment direct costs decreased
$2.1 million during 2005. Expenses related to the
presentation of shows for WestCoast Entertainment accounted for
a decrease of $2.7 million of costs due to the number of
shows presented as discussed above, however ticketing related
expenses increased by $0.3 million for the comparative
period.
Facility and land lease expense was lower between comparable
periods due to the reduced lease expense from having purchased
the previously leased Red Lion Bellevue. Depreciation and
amortization increased $1.2 million or 11.3% between 2005
and 2004, primarily related to our capital improvement plan. For
the year ending December 31, 2005 and 2004, the net gain
recognized on asset disposals included the recognition of
deferred gains over time on both a previously sold office
building and a hotel. A gain of $0.3 million was recorded
for the sale of a 50% interest in our Kalispell Center and Mall
to an unrelated third party and a $0.1 million gain related
to the sale of four condominiums during the third quarter of
2005. During 2005, gains were partially offset by a small loss
on certain personal property disposed of as part of our
reinvestment plan.
Undistributed corporate expenses for the year ended
December 31, 2005, were $4.1 million compared to
$3.3 million for the year ended December 31, 2004. The
increase of $0.8 million was primarily due to higher
payroll costs, costs associated with options issued to directors
as part of the Board compensation plan and costs associated with
compliance with the Sarbanes-Oxley Act paid to outside
consultants.
Interest
Expense
2006
Compared to 2005
Interest expense for the year ended December 31, 2006,
decreased 13.7% to $12.1 million, compared to
$14.0 million recorded in 2005. During 2006, we defeased
$33.4 million of securitized debt to free collateral for a
new, undrawn credit facility, and repaid $16.6 million in
9.5% debentures due Red Lion Hotels Capital Trust at a 5%
premium to face value in connection with our public offering in
May 2006. Our average pre-tax interest rate on debt during 2006
was 7.8%, compared to 7.9% during 2005.
2005
Compared to 2004
Interest expense for the year ended December 31, 2005 was
$14.4 million compared to $13.8 million for the year
ended December 31, 2004. Total outstanding interest-bearing
debt, including our debentures due Red Lion Hotels Capital
Trust, was higher in 2005 compared to 2004, as the trust
preferred debentures were in place for a full annual period in
2005 as opposed to less than twelve months in 2004. The average
pre-tax interest rate on debt during the comparative periods was
7.9%. We had no material borrowings during 2005 or 2004 on our
then existing revolving credit facility.
41
Expense
of Early Extinguishment of Debt
The 2006 expense of $5.3 million is primarily due to the
following:
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In association with our September 2006 defeasance of
$33.4 million of debt discussed above, we paid
approximately $4.7 million in defeasance costs. Also
included in the 2006 total expense is approximately
$0.2 million related to remaining unamortized deferred loan
fees on the debt.
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Of the $16.6 million debenture repayment in June 2006, we
paid a premium of approximately $0.8 million for its early
retirement.
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Offset by a $0.5 million forgiveness of debt related to an
incentive achieved for meeting development targets in connection
with the renovation and expansion of a hotel.
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Other
Income (Expense)
The change in other income (loss) in 2006 from 2005 is primarily
due to interest income on invested cash balances derived from
the proceeds of asset sales in 2005 and 2006 and from our public
offering in May 2006.
Income
Taxes
2006
Compared to 2005
Income tax benefit on continuing operations recognized for 2006
and 2005 was $1.6 million and $0.9 million,
respectively. The experienced rate on pre-tax net income
differed from the statutory combined federal and state tax rates
primarily due to the utilization of certain incentive tax
credits allowed under federal law. In addition, in 2006 we took
advantage of certain tax free investment income on cash balances
and reflected the tax-free nature of the $1.0 million gain
on the divestment from the real estate management business in
April 2006.
2005
Compared to 2004
Income tax benefit on continuing operations during both 2005 and
2004 was $0.9 million. The experienced rate on pre-tax net
income differed from the statutory combined federal and state
tax rates primarily due to the utilization of certain incentive
tax credits allowed under federal law.
Discontinued
Operations
2006
Compared to 2005
In November 2004, we announced our plan to divest non-strategic
assets, including eleven of our owned hotels, certain commercial
office buildings and certain other non-core properties including
condominium units and certain parcels of excess land
(collectively referred to as the divestment
properties). Each of the divestment properties met the
criteria to be classified as an asset held for sale. In
addition, the activities of the hotels and commercial office
buildings have been considered discontinued operations and have
been segregated and separately disclosed on our consolidated
statement of operations, comparative for all periods presented
when they existed. During 2006, we recorded a loss from
discontinued operations of $0.1 million, compared to income
of $5.5 million in 2005.
During 2005, we completed the sale of seven of the eleven hotels
and one commercial office building, and three of the hotels were
sold in 2006. We currently have a commercial complex for sale,
located in Spokane, Washington, as well as one remaining hotel
listed for sale in Kalispell, Montana. Proceeds from the sales
have been used to finance the company-wide renovation program.
In 2006 and 2005, we received gross proceeds of approximately
$15.8 million and $52.8 million, respectively. The
dispositions resulted in a loss of $0.1 million during 2006
and a gain of $3.7 million in 2005, both net of income tax
impact. The 2005 gain is net of an impairment loss of
$2.9 million, net of tax impact.
2005
Compared to 2004
During 2005, we completed the sale of seven of eleven hotels and
a real estate office building identified as discontinued
operations, with gross proceeds of $52.8 million resulting
in a gain on disposition of discontinued
42
operations of $10.2 million before taxes. During 2005, we
recorded income of $5.5 million from discontinued
operations, net of income tax, compared to a loss of
$5.7 million. The 2005 results included $2.0 million
of aggregate income from the hotels and $3.6 million of
income from the commercial building, net of tax expense, offset
by the recording of an impairment loss of $2.9 million. The
2004 results included the recording of an impairment loss of
$5.8 million, net of tax benefit, offset by
$0.4 million in income from the office building.
Liquidity
and Capital Resources
We believe that our recent actions and initiatives have
strengthened our financial position. Further we believe our
overall strategy has positioned us for growth and success in our
long term operating plans and has strengthened the value of the
Red Lion brand. These actions, which included improving our
capital structure, continued disposition plan for non-core
assets and a major hotel renovation plan, have created a strong
foundation for growth.
As we enter 2007, our short-term liquidity needs include funds
for operating activities, interest payments on our outstanding
indebtedness and capital expenditures. We expect to meet our
short-term liquidity requirements generally through net cash
provided by operations and from our existing cash, cash
equivalents and short-term investments of $20.9 million at
December 31, 2006. We may also draw upon our
$50 million credit facility. At December 31, 2006, we
had an additional $2.8 million of restricted cash available
under securitized borrowing arrangements for future payment of
furniture, fixtures and equipment, repairs, insurance premiums
and real and personal property taxes. We expect to meet our
long-term liquidity requirements for the funding of property
acquisitions, renovations and other non-recurring capital
improvements through net cash provided by operations, long-term
secured and unsecured indebtedness, including our new credit
facility, and joint ventures.
During the second quarter of 2006, we completed a common stock
offering for proceeds of approximately $60.4 million, net
of underwriting costs and other associated expenses of
approximately $3.9 million. Including the exercise of the
underwriters option, we issued and registered
5,845,302 shares of our common stock at $11.00 per
share. The proceeds from the offering were used primarily to
retire existing debt and pay associated defeasance costs. The
offering expanded our public market float and analyst coverage
in the investment community and increased our liquidity and
financial flexibility.
Another major initiative in 2006 has been the hotel capital
improvement and reinvestment plan for our owned and leased
hotels. The capital investment program represents one of the
most significant facility improvement programs in company
history. We are seeking to create an enhanced guest experience
across our hotel portfolio. The investment accelerates our
ongoing program to improve hotel quality by increasing customer
comfort, freshening decor and modernizing with new technology.
We believe that by improving the quality of our existing product
in areas where customers quality expectations are growing,
we both position our hotels to take advantage of the growth
potential in our existing markets, and make the Red Lion brand
more attractive for franchise opportunities. In 2006 and 2005,
we spent a total of $34.6 million and $22.7 million,
respectively, on capital improvements. Substantially all of the
room-related renovations have been completed, with our focus in
early 2007 primarily in non-room guest contact areas such as
lobbies, exteriors, and banquet rooms. Our capital improvements
have been financed in large part through the divestment of
identified non-strategic owned hotels, a commercial office
building and certain other non-core properties including
condominium units and parcels of excess land, which provided us
with total cash proceeds of $68.8 million, as discussed
above. During 2007, we anticipate spending approximately
$18.0 million in capital expenditures to complete our
capital improvement and reinvestment plan, including our
historical 4-6% of hotel revenues to cover routine capital
expenditures.
Operating
Activities
Net cash provided by operations increased 58.9% during 2006,
including cash flow from business units identified as
discontinued operations, totaling $18.9 million, compared
to cash provided by operations in 2005 of $11.9 million.
Net income, after reconciling adjustments to net cash provided
by operations such as non-cash income statement impacts that
include gain on asset disposals, impairment loss, depreciation
and amortization, loan fee write-offs, the deferred tax
provision, other gains and losses on assets and provisions for
doubtful accounts, totaled positive cash flow of
$18.0 million in 2006. For 2005, net income adjusted for
those same items totaled $7.6 million of positive cash
flow. Working capital changes, including restricted cash,
receivables, accruals,
43
payables and inventories, provided $1.0 million in cash
during 2006. In 2005, changes in working capital items accounted
for $4.3 million in positive cash flow. At
December 31, 2006, restricted cash held in escrow for
future payments of insurance, property taxes, repairs and other
items as required by debt agreements, had been reduced from 2005
as the associated debt was reduced during 2006.
Investing
Activities
Net cash used in investing activities totaled $14.0 million
in 2006, compared to cash used in 2005 of $4.2 million.
Cash additions to property and equipment increased 52.1% in 2006
from 2005. Net cash proceeds from the disposal of assets,
including those classified as discontinued operations, totaled
$13.2 million in 2006 compared to $32.8 million in
2005. In 2006, we received $0.5 million in proceeds from
the repayment of a portion of our investment in Red Lion Hotels
Capital Trust, and we received $0.5 million in 2005 from
proceeds collected under outstanding notes receivable.
We have variable rate demand notes that are highly liquid
short-term investments included as a current asset on our
consolidated balance sheet. For comparative purposes, we
reclassified $14.8 million from cash and cash equivalents
to investments as of December 31, 2005. In addition, we made
adjustments to the consolidated statement of cash flow for the
year ended December 31, 2005, to reflect the net purchases
and sales as investing activities. As a result, cash provided by
investing activities decreased by $14.8 million from the
level reported in 2005. During 2006, net use of these securities
totaled $7.2 million.
Financing
Activities
Net financing activities used $5.2 million in cash during
2006, including net proceeds from an offering of common stock in
May of $60.4 million and repayment of $65.6 million in
total debt including early extinguishment expenditures. Net
financing activities in 2005 used cash of $4.0 million,
including the repayment of $7.9 million borrowed during the
year and $3.9 million in scheduled principal repayments.
In addition to repaying $3.4 million of principal due under
the established terms of our debt agreements, we reduced our
long-term liabilities by $59.1 million through:
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The repayment of $16.6 million of debentures, as mandated
by the terms of the underlying trust agreement, in connection
with the May 2006 common stock offering;
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Defeasance of $33.4 million of secured debt;
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$6.5 million of debt payments without penalty; and
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Forgiveness of $0.5 million related to an incentive
achieved for meeting development targets in connection with the
renovation and expansion of a hotel.
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In connection with our common stock offering, in June 2006, we
repaid approximately $16.6 million of the debentures due
the Red Lion Hotels Capital Trust (the Trust), in
which we hold a 3% common interest that is included in other
noncurrent assets on our consolidated balance sheet at
December 31, 2006. Of the $16.6 million, we received
approximately $0.5 million back for our trust common
securities which was reflected as a reduction of our equity
method investment in the Trust. To retire the debentures, we
paid a premium of $0.8 million, which is included on our
consolidated statements of operations as a component of expense
of early extinguishment of debt.
In September 2006, we secured a new $50 million credit
facility intended to increase our working capital flexibility
and allow us to react quickly to acquisition and other hotel
related investment opportunities. Through the date of the new
credit facility, we maintained a revolving credit facility with
a separate lender that has been terminated. Subject to certain
conditions, including the provision of additional collateral
acceptable to the lenders, the size of the new facility may be
increased at our request to up to $100 million. The
facility matures in September 2009, with the right to extend for
two additional one year terms. Borrowings under the revolving
credit facility may be used to finance acquisitions or capital
expenditures, for working capital and for other corporate
purposes. The credit agreement requires us to comply with
certain customary financial and non-financial covenants, the
most restrictive of which are financial covenants dealing with
leverage, interest coverage and debt service coverage. Through
December 31, 2006, there have been no borrowings under the
credit facility and we were in compliance
44
with all covenants. For additional information related to our
credit facility and other debt matters, see
Notes 6-8
of Notes to Consolidated Financial Statements.
Immediately prior to our entering into the new credit facility
in September 2006, we retired a note payable with a principal
balance of approximately $33.4 million through a legal
defeasance process. The note carried an interest rate of 7.93%,
required monthly payments and a balloon payment through June
2011. In connection with the retirement of debt, we paid
defeasance, legal and other related costs of $4.7 million,
which is included as a component of expense of early
extinguishment of debt on the consolidated statements of
operations.
In December 2006, we repaid a note payable of $3.8 million,
as well as $2.7 million under various convertible notes
payable.
Contractual
Obligations
The following table summarizes our significant contractual
obligations as of December 31, 2006, including contractual
obligations of business units identified as discontinued on our
consolidated balance sheet (in thousands):
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Less Than
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After
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Total
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1 Year
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1-3 Years
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4-5 Years
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5 Years
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Long-term debt(1)
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$
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121,718
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$
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8,530
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$
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19,851
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$
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37,078
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$
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56,259
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Operating leases(2)
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84,353
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6,811
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12,305
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12,220
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53,017
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Debentures due Red Lion Hotels
Capital Trust(1)
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139,175
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2,928
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5,857
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5,857
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124,533
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Total contractual obligations(3)
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$
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345,246
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$
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18,269
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$
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38,013
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$
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55,155
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$
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233,809
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(1) |
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Including estimated interest payments and commitment fees over
the life of the debt agreement. |
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(2) |
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Operating lease amounts are net of estimated sublease income of
$9.9 million annually. |
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With regard to purchase obligations, we are not party to any
material agreements to purchase goods or services that are
enforceable or legally binding as to fixed or minimum quantities
to be purchased or stated price terms. |
Off-balance
Sheet Arrangements
As of December 31, 2006, we had no off-balance sheet
arrangements, as defined by SEC regulations that have or are
reasonably likely to have a current or future effect on our
financial condition, revenues or expenses, results of
operations, liquidity, capital expenditures or capital resources
that are material to investors.
Other
Matters
Franchise
and Management Contracts
At December 31, 2006, our system of hotels included one
hotel under a management contract and 25 hotels under franchise
agreements. During 2006, we added two franchised properties: one
in Portland, Oregon, the other in Baton Rouge, Louisiana, which
is expected to open in mid-2007 after a multi-million dollar
renovation. One Red Lion franchise in Texas did not renew its
franchise agreement during 2006, and during 2007, franchised
hotels in San Diego, California and Lawton, Oklahoma, will
leave the Red Lion system. In 2006, we completed the sale of the
Red Lion Hillsboro Hotel and the Red Lion Idaho Falls, each of
which entered into a short-term transition franchise contract.
Subsequently, Idaho Falls transitioned into a long-term
franchise agreement requiring significant capital improvements.
In connection with our focus on the Red Lion brand, in 2006 we
modified our relationship with two WestCoast Hotel
properties one managed property and one
franchised and now provide limited distribution
services. At December 31, 2006, these hotels were not
included in our system.
Acquisitions
There were no hotels acquired or other material operating
acquisitions during 2006.
45
Stock
Based Compensation under No. 123(R)
Effective January 1, 2006, we adopted the provisions of
SFAS No. 123(R)related to stock based compensation,
including options and other awards issued under our stock
incentive plans and shares issued under our employee stock
purchase plan. Under SFAS No. 123(R), stock based
compensation expense reflects the fair value of stock based
awards measured at its grant date, and is recognized over the
relevant service period adjusted for anticipated forfeitures.
During 2006, we recorded compensation expense related to options
to purchase common stock of $0.5 million, as well as an
expense of $0.1 million related to 22,400 shares
issued under our employee stock purchase plan. We have elected
to use the modified prospective transition method as permitted
by SFAS No. 123(R), and therefore have not restated
our financial results for prior periods. For additional
information relating to equity compensation, see Note 10 of
Notes to Consolidated Financial Statements.
Real
Estate Management Business
In April 2006, we divested on a tax-free basis the real estate
management portion of our real estate division for
$1.1 million, to an existing company executive and a former
company executive who is also the brother of two members of our
board of directors. The sale was in exchange for
94,311 shares of unrestricted common stock that has
subsequently been retired. The transaction resulted in a gain on
sale of approximately $1.0 million. The new entity
continues to manage our office and retail real estate assets
through specific management agreements. For the full year 2005,
the real estate management business contributed
$2.3 million and $0.1 million to our revenue and
operating income, respectively.
OP Units
Transaction
We are a general partner of the Red Lion Hotels Limited
Partnership (RLHLP), of which we held an approximate
98% interest through December 31 2005. Partners who hold
operating partnership units (OP Units) have the
right to put those OP Units to RLHLP, in which event either
(a) RLHLP must redeem the units for cash, or (b) we,
as general partner, may elect to acquire the OP Units for
cash or in exchange for a like number of shares of our common
stock. During the first quarter of 2006, we elected to issue
143,498 shares of our common stock in exchange for a like
number of OP Units that certain then limited partners put
to RLHLP. This resulted in a non-cash adjustment of the minority
interest balance of $2.2 million, with a corresponding
increase to common stock and additional paid-in capital. The
issuance of this common stock did not materially affect our
earnings per share for 2006. At December 31, 2006, we held
an approximate 99% interest in RLHLP, with the remaining 142,663
OP Units held by limited partners.
Related-Party
Transactions
We conducted various business transactions during 2006, 2005 and
2004 in which the counterparty was considered a related party
due to common ownership by our directors
and/or
shareholders. The nature of the transactions was limited to
performing certain management and administrative functions for
the related entities, commissions for real estate sales, leased
office space and purchased product for use in the hotels and
restaurants from related entities. The total aggregate value of
these transactions in 2006, 2005 and 2004 was $0.5 million,
$0.3 million and $0.4 million, respectively.
During 2006, 2005 and 2004, we held certain cash and investment
accounts in a bank and had notes payable to the same bank. The
banks chairman and chief executive officer is a member of
our board of directors. At December 31, 2006 and 2005,
total cash and investments held were approximately
$0.5 million and $0.5 million, respectively, with
outstanding notes payable totaling approximately
$3.4 million and $7.9 million, respectively. Net
interest expense of $0.5 million, $0.2 million and
$0.2 million, respectively, related to an outstanding note
payable to this bank was recorded during 2006, 2005 and 2004.
Additionally, up until the sale of the real estate management
business in April 2006, we managed the banks corporate
office building under the terms of a management agreement.
Aggregate management fees received from this agreement during
2006, 2005 and 2004, were approximately $0.3 million.
46
Seasonality
Our business is subject to seasonal fluctuations. Significant
portions of our revenues and profits are realized from May
through October.
Inflation
The effect of inflation, as measured by fluctuations in the
U.S. Consumer Price Index, has not had a material impact on
our revenues or net income during the periods under review.
Critical
Accounting Policies and Estimates
The preparation of financial statements in conformity with GAAP
requires management to make estimates and assumptions that
affect: (i) the reported amounts of assets and liabilities
and disclosure of contingent assets and liabilities at the dates
of the financial statements, and (ii) the reported amounts
of revenues and expenses during the reporting periods. Actual
results could differ materially from those estimates. We
consider a critical accounting policy to be one that is both
important to the portrayal of our financial condition and
results of operations and requires managements most
subjective or complex judgments, often as a result of the need
to make estimates about the effect of matters that are
inherently uncertain. Our significant accounting policies are
described in Note 2 of Notes to Consolidated Financial
Statements, however, we have identified our most critical
accounting policies and estimates below. Management has
discussed the development and selection of our critical
accounting policies and estimates with the audit committee of
our board of directors, and the audit committee has reviewed the
disclosures presented below.
Revenue
Recognition and Receivables
Revenue is generally recognized as services are provided. When
we receive payment from customers before our services have been
performed, the amount received is recorded as deferred revenue
until the service has been completed. We recognize revenue from
the following sources:
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Hotels Room rental and food and beverage
sales from owned and leased hotels. Revenues are recognized when
our services have been performed, generally at the time of the
hotel stay or guests visit to the restaurant. This
treatment is consistent with others within our industry. Our
revenues are significantly impacted by global, national and
regional economic conditions affecting the travel and
hospitality industry, as well as the relative market share of
our hotels compared with our competitors.
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Franchise and Management Fees received in
connection with the franchise of our brand names and management
fees we earn from managing third-party owned hotels. Franchise
and management revenues are recognized as earned in accordance
with the contractual terms of the franchise or management
agreements.
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Entertainment Computerized event ticketing
services and promotion of Broadway style shows and other special
events. Where we act as an agent and receive a net fee or
commission, it is recognized as revenue in the period the
services are performed. When we are the promoter of an event and
are at-risk for the production, revenues and expenses are
recorded in the period of the event performance.
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We review the ability to collect individual accounts receivable
on a routine basis. We record an allowance for doubtful accounts
based on specifically identified amounts that we believe to be
uncollectible and amounts that are past due beyond a certain
date. The receivable is written off against the allowance for
doubtful accounts if collection attempts fail. Our estimate of
the allowance for doubtful accounts is impacted by, among other
things, national and regional economic conditions.
Long-lived
Assets
Property and equipment is stated at cost less accumulated
depreciation. The assessment of long-lived assets for possible
impairment requires us to make judgments regarding estimated
future cash flows from the respective properties, which is
dependent upon internal forecasts, estimation of the long-term
rate of growth for our business, the useful life over which our
cash flows will occur, the determination of real estate and
prevailing market values,
47
asset appraisals and, if available and appropriate, current
estimated net sales proceeds from pending offers or net sales
proceeds from previous, comparable transactions. If the expected
undiscounted future cash flows are less than the net book value
of the assets, the excess of the net book value over the
estimated fair value is charged to current earnings.
We review the recoverability of our long-lived assets annually
or more frequently as events or circumstances indicate that the
carrying amount of an asset may not be recoverable. Changes to
our plans, including a decision to sell, dispose of or change
the intended use of an asset, could have a material impact on
the carrying value of the asset. During 2005 and 2004, we
recognized impairment losses before the effect of income taxes
of approximately $4.5 million and $8.9 million,
respectively, as a result of our decision to sell certain assets
discussed previously. No impairment losses were recognized in
2006.
Assets
Held For Sale
We account for assets held for sale in accordance with Statement
of Financial Accounting Standards (SFAS)
No. 144 Accounting for the Impairment or Disposal of
Long-lived Assets. Assets held for sale are recorded at
the lower of their historical carrying value or market value.
Revenues earned and recorded expenses associated with the
operations of the properties held for sale prior to the sale
date are recorded in discontinued operations, unless we
anticipate continuing involvement after the sale. Depreciation
is suspended when the asset is determined to be held for sale.
The real estate market, including the market for our hotels, is
affected by many factors beyond our control and our ability to
sell an asset in response to changing economic, financial or
investment conditions is limited. Once we have made the decision
to sell one or more of our assets, we may be unable to do so or,
even if we are successful, it may take us longer than
anticipated to find willing purchasers or the sale may be on
less favorable terms. If an asset is ultimately not sold within
the guidelines of SFAS No. 144, depreciation would be
recaptured for the period the asset was classified as held for
sale. In addition, if an asset held for sale is not ultimately
sold, our review of its carrying value may result in a possible
impairment based on its estimated fair market value.
Intangible
Assets
Our intangible assets include brands and goodwill, which we
account for in accordance with SFAS No. 142
Goodwill and Other Intangible Assets. We do not
amortize our brands and goodwill. Instead, we test for
impairment annually or more frequently as events or
circumstances indicate the carrying amount of an asset may not
be recoverable. Our goodwill and other intangible asset
impairment test requires judgment, including the identification
of reporting units, assignment of assets and liabilities to
reporting units, assignment of goodwill to reporting units, and
determination of the fair value of each reporting unit, subject
to the same general assumptions discussed above for long-lived
assets. At December 31, 2006 and 2005, our recorded
goodwill and other intangible assets not subject to amortization
remained unchanged at $28.0 million. While we have not
recognized an impairment loss since we originally recorded
goodwill, changes in our estimates and assumptions could affect,
potentially materially, our financial condition or results of
operations in the future.
Our other intangible assets include management, marketing and
lease contracts, the value of which is amortized on a
straight-line basis over the weighted average life of the
agreements and totaled $12.1 million and
$12.9 million, respectively, at December 31, 2006 and
2005. The assessment of these contracts requires us to make
certain judgments, including estimated future cash flow from the
applicable properties,.
New
Accounting Pronouncements
In February of 2006, the FASB issued SFAS No. 155,
Accounting for Certain Hybrid Instruments An
Amendment of FASB Statements No. 133 and No. 144
(SFAS No. 155). SFAS No. 155
permits fair value remeasurement for any hybrid financial
instrument that contains an embedded derivative that otherwise
would require bifurcation. It also clarifies which interest-only
strips and principal-only strips are not subject to the
requirements of FASB Statement No. 133, and establishes a
requirement to evaluate interests in securitized financial
assets to identify interests that are freestanding derivatives
or that are hybrid financial instruments that contain an
embedded derivative requiring bifurcation. Furthermore,
SFAS No. 155 clarifies that concentrations of
48
credit risk in the form of subordination are not embedded
derivatives and it amends FASB Statement No. 140 to
eliminate the prohibition on a qualifying special purpose entity
from holding a derivative financial instrument that pertains to
a beneficial interest other than another derivative financial
instrument. SFAS No. 155 is effective for all
financial instruments acquired or issued after the beginning of
the first fiscal year beginning after September 15, 2006.
We do not expect the adoption of the provisions of
SFAS No. 155 to materially impact our financial
condition or results of operations.
In March of 2006, the FASB issued SFAS No. 156,
Accounting for Servicing of Financial Assets
an amendment of FASB Statement No. 140
(SFAS No. 156) This Statement amends FASB
Statement No. 140, Accounting for Transfers and
Servicing of Financial Assets and Extinguishments of
Liabilities, with respect to the accounting for separately
recognized servicing assets and servicing liabilities.
SFAS No. 156 requires an entity to recognize a
servicing asset or servicing liability each time it undertakes
an obligation to service a financial asset by entering into a
servicing contract in certain situations. It also requires all
separately recognized servicing assets and servicing liabilities
to be initially measured at fair value, prescribes subsequent
measurement methods, and requires separate presentation of
servicing assets and servicing liabilities subsequently measured
at fair value in the statement of financial position and
additional disclosures for all separately recognized servicing
assets and servicing liabilities. SFAS No. 156 is
adopted effective for an entitys first fiscal year that
begins after September 15, 2006. Our adoption of the
provisions of SFAS No. 156 is not expected to
materially impact our financial condition or results of
operations.
In June 2006, the FASB issued Interpretation No. 48,
Accounting for Uncertainty in Income Taxes an
interpretation of FASB Statement No. 109
(FIN 48). FIN 48 clarifies the accounting
for uncertainty in income taxes by establishing minimum
standards for the recognition and measurement of tax positions
taken or expected to be taken in a tax return. Under the
requirements of FIN 48, a company must review all of its
uncertain tax positions and make a determination as to whether
its position is more-likely-than-not to be sustained upon
examination by regulatory authorities. If a position meets the
more-likely-than-not criterion, then the related tax benefit is
measured based on the cumulative probability analysis of the
amount that is more-likely-than-not to be realized upon ultimate
settlement. FIN 48 is effective for fiscal years beginning
after December 15, 2006. Our adoption of the provisions of
FIN 48 is not expected to materially impact our financial
condition or results of operations.
In June 2006, the Emerging Issues Task Force (EITF)
issued EITF
No. 06-2,
Accounting for Sabbatical Leave and Other Similar Benefits
Pursuant to FASB Statement No. 43, Accounting for
Compensated Absences. Under EITF
No. 06-2,
the compensation cost associated with a sabbatical or other
similar benefit arrangement should be accrued over the requisite
service period if an employees right to such absence
(a) requires the completion of a minimum service period and
(b) in which the benefit does not increase with additional
years of service pursuant to paragraph 6(b) of
SFAS No. 43 for arrangements in which the individual
continues to be a compensated employee and is not required to
perform duties for the entity during the absence. EITF
No. 06-2
was effective for us on January 1, 2007, and our adoption
of the provisions of EITF
No. 06-2
is not expected to materially impact our financial condition or
results of operations.
In September 2006, the FASB issued SFAS No. 157,
Fair Value Measurements
(SFAS No. 157). SFAS No. 157
defines fair value, establishes a framework for measuring fair
value in generally accepted accounting principles, and expands
disclosures about fair value measurements.
SFAS No. 157 does not require any new fair value
measurements itself. However, this statement applies under other
accounting pronouncements that require or permit fair value
measurements and may therefore change current practice if an
alternative measure of fair value has been used.
SFAS No. 157 applies an exchange price notion for fair
value consistent with previously preferred practice, with a
focus on exit price and market-based measurements as compared to
entry price and entity-specific measurements.
SFAS No. 157 is effective for financial statements
issued for fiscal years beginning after November 15, 2007,
and interim periods within those fiscal years. Earlier
application is encouraged and the new measurement criteria are
generally to be applied prospectively. We are currently
evaluating the impact of FAS 157 on our consolidated
financial statements.
In September 2006, the FASB issued SFAS No. 158,
Employers Accounting for Defined Benefit Pension and
Other Postretirement Plans an amendment of FASB
Statements No. 87, 88, 106, and 132(R)
(SFAS No. 158). SFAS No. 158
requires an employer to recognize the overfunded or underfunded
status of a defined benefit
49
postretirement plan (other than a multiemployer plan) as an
asset or liability in its statement of financial position and to
recognize changes in that funded status in the year in which the
changes occur through comprehensive income of a business entity
or changes in unrestricted net assets of a
not-for-profit
organization. This Statement also requires an employer to
measure the funded status of a plan as of the date of its
year-end statement of financial position, with limited
exceptions. Under SFAS No. 158, an employer with
publicly traded equity securities is required to initially
recognize the funded status of a defined benefit postretirement
plan and to provide the required disclosures as of the end of
the first fiscal year ending after December 15, 2006. The
requirement to measure plan assets and benefit obligations as of
the date of the employers fiscal year-end statement of
financial position is generally effective for fiscal years
ending after December 15, 2008. Earlier application is
encouraged and all provisions must be adopted prospectively. We
do not expect that our adoption of the provisions of
SFAS No. 158 will materially impact our financial
condition or results of operations.
|
|
Item 7A.
|
Quantitative
and Qualitative Disclosures About Market Risk
|
Historically we have been exposed to market risk from changes in
interest rates and we may be again in the future. However, at
December 31, 2006, all of our outstanding debt was subject
to currently fixed interest rates. We have managed our exposure
to these risks by monitoring available financing alternatives.
We do not foresee any significant changes in our exposure to
fluctuations in interest rates or in how such exposure is
managed in the future.
See Notes 3, 7, 8 and 9 of Notes to Consolidated Financial
Statements with regard to debt repaid during 2006 included as
debt obligations at December 31, 2005. The below table
summarizes our debt obligations at December 31, 2006,
including those held as a component of liabilities of
discontinued operations on our consolidated balance sheet (in
thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2010
|
|
|
2011
|
|
|
Thereafter
|
|
|
Total
|
|
|
Fair Value
|
|
|
Long-term debt
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fixed rate
|
|
$
|
2,273
|
|
|
$
|
5,403
|
|
|
$
|
2,669
|
|
|
$
|
2,860
|
|
|
$
|
24,993
|
|
|
$
|
50,948
|
|
|
$
|
89,146
|
|
|
$
|
87,095
|
|
Average interest rate
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
7.11
|
%
|
|
|
|
|
Debentures due Red Lion
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels Capital Trust
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
|
|
|
$
|
30,825
|
|
|
$
|
30,825
|
|
|
$
|
32,403
|
|
Average interest rate
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
9.50
|
%
|
|
|
|
|
50
|
|
Item 8.
|
Financial
Statements and Supplementary Data
|
See Item 15 of this annual report for certain information
with respect to the financial statements filed as a part hereof,
including financial statements filed pursuant to the
requirements of this Item 8.
The following table sets forth supplementary financial data (in
thousands except per share amounts) for each quarter for the
years ended December 31, 2006 and 2005, derived from our
unaudited financial statements. The data set forth below should
be read in conjunction with and is qualified in its entirety by
reference to our Consolidated Financial Statements.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
First
|
|
|
Second
|
|
|
Third
|
|
|
Fourth
|
|
|
|
|
|
|
Quarter
|
|
|
Quarter
|
|
|
Quarter
|
|
|
Quarter
|
|
|
Total
|
|
|
2006
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room revenue
|
|
$
|
19,749
|
|
|
$
|
27,138
|
|
|
$
|
34,719
|
|
|
$
|
22,071
|
|
|
$
|
103,677
|
|
Food and beverage revenue
|
|
|
10,380
|
|
|
|
12,400
|
|
|
|
11,990
|
|
|
|
12,747
|
|
|
|
47,517
|
|
Other hotel revenue
|
|
|
900
|
|
|
|
913
|
|
|
|
1,053
|
|
|
|
757
|
|
|
|
3,623
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total hotels segment revenue
|
|
|
31,029
|
|
|
|
40,451
|
|
|
|
47,762
|
|
|
|
35,575
|
|
|
|
154,817
|
|
Franchise and management revenue
|
|
|
577
|
|
|
|
641
|
|
|
|
847
|
|
|
|
788
|
|
|
|
2,853
|
|
Entertainment revenue
|
|
|
3,370
|
|
|
|
2,488
|
|
|
|
2,519
|
|
|
|
2,414
|
|
|
|
10,791
|
|
Other revenue
|
|
|
773
|
|
|
|
137
|
|
|
|
282
|
|
|
|
715
|
|
|
|
1,907
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenues from continuing operations
|
|
$
|
35,749
|
|
|
$
|
43,717
|
|
|
$
|
51,410
|
|
|
$
|
39,492
|
|
|
$
|
170,368
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income (loss) from
continuing operations
|
|
$
|
(1,317
|
)
|
|
$
|
5,701
|
|
|
$
|
9,057
|
|
|
$
|
(133
|
)
|
|
$
|
13,308
|
|
Income (loss) from continuing
operations before income tax
|
|
$
|
(4,261
|
)
|
|
$
|
2,184
|
|
|
$
|
1,799
|
|
|
$
|
(1,875
|
)
|
|
$
|
(2,153
|
)
|
Net income (loss) from continuing
operations
|
|
$
|
(2,685
|
)
|
|
$
|
1,932
|
|
|
$
|
1,338
|
|
|
$
|
(1,105
|
)
|
|
$
|
(520
|
)
|
Net income (loss) from
discontinued operations
|
|
$
|
(288
|
)
|
|
$
|
149
|
|
|
$
|
114
|
|
|
$
|
(30
|
)
|
|
$
|
(55
|
)
|
Net income (loss)
|
|
$
|
(2,973
|
)
|
|
$
|
2,081
|
|
|
$
|
1,452
|
|
|
$
|
(1,135
|
)
|
|
$
|
(575
|
)
|
Earnings (loss) per common
share basic
|
|
$
|
(0.22
|
)
|
|
$
|
0.14
|
|
|
$
|
0.08
|
|
|
$
|
(0.06
|
)
|
|
$
|
(0.03
|
)
|
Earnings (loss) per common
share diluted
|
|
$
|
(0.22
|
)
|
|
$
|
0.13
|
|
|
$
|
0.07
|
|
|
$
|
(0.06
|
)
|
|
$
|
(0.03
|
)
|
2005
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room revenue
|
|
$
|
18,929
|
|
|
$
|
26,212
|
|
|
$
|
30,883
|
|
|
$
|
20,272
|
|
|
$
|
96,296
|
|
Food and beverage revenue
|
|
|
10,424
|
|
|
|
12,129
|
|
|
|
10,961
|
|
|
|
12,146
|
|
|
|
45,660
|
|
Other hotel revenue
|
|
|
989
|
|
|
|
1,082
|
|
|
|
1,177
|
|
|
|
921
|
|
|
|
4,169
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total hotels segment revenue
|
|
|
30,342
|
|
|
|
39,423
|
|
|
|
43,021
|
|
|
|
33,339
|
|
|
|
146,125
|
|
Franchise and management revenue
|
|
|
814
|
|
|
|
604
|
|
|
|
810
|
|
|
|
632
|
|
|
|
2,860
|
|
Entertainment revenue
|
|
|
2,805
|
|
|
|
2,613
|
|
|
|
1,828
|
|
|
|
2,581
|
|
|
|
9,827
|
|
Other revenue
|
|
|
1,219
|
|
|
|
1,298
|
|
|
|
903
|
|
|
|
821
|
|
|
|
4,241
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenues from continuing operations
|
|
$
|
35,180
|
|
|
$
|
43,938
|
|
|
$
|
46,562
|
|
|
$
|
37,373
|
|
|
$
|
163,053
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income (loss) from
continuing operations
|
|
$
|
(1,149
|
)
|
|
$
|
4,588
|
|
|
$
|
7,581
|
|
|
$
|
429
|
|
|
$
|
11,449
|
|
Income (loss) from continuing
operations before income tax
|
|
$
|
(4,616
|
)
|
|
$
|
1,097
|
|
|
$
|
4,327
|
|
|
$
|
(2,689
|
)
|
|
$
|
(1,881
|
)
|
Net income (loss) from continuing
operations
|
|
$
|
(2,949
|
)
|
|
$
|
805
|
|
|
$
|
2,854
|
|
|
$
|
(1,687
|
)
|
|
$
|
(977
|
)
|
Net income (loss) from
discontinued operations
|
|
$
|
(174
|
)
|
|
$
|
928
|
|
|
$
|
3,904
|
|
|
$
|
814
|
|
|
$
|
5,472
|
|
Net income (loss)
|
|
$
|
(3,123
|
)
|
|
$
|
1,733
|
|
|
$
|
6,758
|
|
|
$
|
(873
|
)
|
|
$
|
4,495
|
|
Earnings (loss) per common
share basic
|
|
$
|
(0.24
|
)
|
|
$
|
0.13
|
|
|
$
|
0.52
|
|
|
$
|
(0.07
|
)
|
|
$
|
0.34
|
|
Earnings (loss) per common
share diluted
|
|
$
|
(0.24
|
)
|
|
$
|
0.13
|
|
|
$
|
0.51
|
|
|
$
|
(0.07
|
)
|
|
$
|
0.34
|
|
Through September 30, 2006, we reported a Real
Estate segment that historically included the ownership of
commercial real estate properties and the management of
commercial and residential projects. During 2006, we divested
our real estate management business. In the fourth quarter of
2006, we listed for sale a commercial office and retail complex
located in Spokane, Washington, and have classified its assets,
liabilities and results of operations within discontinued
operations for the periods presented above. Our remaining office
and retail properties no longer constitute a separate reportable
segment and their operating results for the periods presented
have been reclassified to Other.
51
Financial
Statements
The 2006 Consolidated Financial Statements of Red Lion Hotels
Corporation are
presented on pages 53 to 81 of this annual report.
52
REPORT OF
INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
Board of Directors and Stockholders
Red Lion Hotels Corporation
Spokane, Washington
We have audited the accompanying consolidated balance sheets of
Red Lion Hotels Corporation as of December 31, 2006 and
2005 and the related consolidated statements of income, changes
in stockholders equity, and cash flows for each of the
three years in the period ended December 31, 2006. These
financial statements are the responsibility of the
Companys management. Our responsibility is to express an
opinion on these financial statements based on our audits.
We conducted our audits in accordance with the standards of the
Public Company Accounting Oversight Board (United States). Those
standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are
free of material misstatement. An audit includes examining, on a
test basis, evidence supporting the amounts and disclosures in
the financial statements, assessing the accounting principles
used and significant estimates made by management, as well as
evaluating the overall financial statement presentation. We
believe that our audits provide a reasonable basis for our
opinion.
In our opinion, the consolidated financial statements referred
to above present fairly, in all material respects, the financial
position of Red Lion Hotels Corporation as of December 31,
2006 and 2005, and the results of its operations and its cash
flows for each of the three years in the period ended
December 31, 2006, in conformity with accounting
principles generally accepted in the United States of America.
As discussed in Note 10 to the consolidated financial
statements, the Company adopted Statement of Financial
Accounting Standards No. 123(R), Share-Based Payment, as of
January 1, 2006.
We also have audited, in accordance with the standards of the
Public Company Accounting Oversight Board (United States), the
effectiveness of Red Lion Hotels Corporations internal
control over financial reporting as of December 31, 2006,
based on criteria established in Internal Control
Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission (COSO) and our report
dated March 12, 2007 expressed an unqualified opinion
thereon.
BDO Seidman, LLP
Spokane, Washington
March 12, 2007
53
RED LION
HOTELS CORPORATION
December 31,
2006 and 2005
|
|
|
|
|
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
|
(In thousands, except share data)
|
|
|
ASSETS
|
Current assets:
|
|
|
|
|
|
|
|
|
Cash and cash equivalents
|
|
$
|
13,262
|
|
|
$
|
13,533
|
|
Investments
|
|
|
7,635
|
|
|
|
14,800
|
|
Restricted cash
|
|
|
2,756
|
|
|
|
3,803
|
|
Accounts receivable, net
|
|
|
9,309
|
|
|
|
8,637
|
|
Inventories
|
|
|
1,523
|
|
|
|
1,712
|
|
Prepaid expenses and other
|
|
|
3,907
|
|
|
|
1,588
|
|
Assets held for sale:
|
|
|
|
|
|
|
|
|
Assets of discontinued operations
|
|
|
14,539
|
|
|
|
28,041
|
|
Other assets held for sale
|
|
|
715
|
|
|
|
715
|
|
|
|
|
|
|
|
|
|
|
Total current assets
|
|
|
53,646
|
|
|
|
72,829
|
|
|
|
|
|
|
|
|
|
|
Property and equipment, net
|
|
|
249,860
|
|
|
|
215,890
|
|
Goodwill
|
|
|
28,042
|
|
|
|
28,042
|
|
Intangible assets, net
|
|
|
12,097
|
|
|
|
12,852
|
|
Other assets, net
|
|
|
7,793
|
|
|
|
14,470
|
|
|
|
|
|
|
|
|
|
|
Total assets
|
|
$
|
351,438
|
|
|
$
|
344,083
|
|
|
|
|
|
|
|
|
|
|
|
LIABILITIES
|
Current liabilities:
|
|
|
|
|
|
|
|
|
Accounts payable
|
|
$
|
8,732
|
|
|
$
|
7,013
|
|
Accrued payroll and related
benefits
|
|
|
6,058
|
|
|
|
5,511
|
|
Accrued interest payable
|
|
|
422
|
|
|
|
631
|
|
Advance deposits
|
|
|
315
|
|
|
|
190
|
|
Other accrued expenses
|
|
|
10,381
|
|
|
|
9,284
|
|
Long-term debt, due within one year
|
|
|
2,267
|
|
|
|
3,151
|
|
Liabilities of discontinued
operations
|
|
|
4,112
|
|
|
|
7,015
|
|
|
|
|
|
|
|
|
|
|
Total current liabilities
|
|
|
32,287
|
|
|
|
32,795
|
|
|
|
|
|
|
|
|
|
|
Long-term debt, due after one year
|
|
|
83,005
|
|
|
|
118,844
|
|
Deferred income
|
|
|
7,017
|
|
|
|
7,770
|
|
Deferred income taxes
|
|
|
14,259
|
|
|
|
13,420
|
|
Minority interest in partnerships
|
|
|
254
|
|
|
|
2,584
|
|
Debentures due Red Lion Hotels
Capital Trust
|
|
|
30,825
|
|
|
|
47,423
|
|
|
|
|
|
|
|
|
|
|
Total liabilities
|
|
|
167,647
|
|
|
|
222,836
|
|
|
|
|
|
|
|
|
|
|
Commitments and contingencies
|
|
|
|
|
|
|
|
|
|
STOCKHOLDERS
EQUITY
|
Preferred stock
5,000,000 shares authorized; $0.01 par value; no
shares issued or outstanding
|
|
|
|
|
|
|
|
|
Common stock
50,000,000 shares authorized; $0.01 par value;
19,118,692 and 13,131,282 shares issued and outstanding
|
|
|
191
|
|
|
|
131
|
|
Additional paid-in capital, common
stock
|
|
|
147,891
|
|
|
|
84,832
|
|
Retained earnings
|
|
|
35,709
|
|
|
|
36,284
|
|
|
|
|
|
|
|
|
|
|
Total stockholders equity
|
|
|
183,791
|
|
|
|
121,247
|
|
|
|
|
|
|
|
|
|
|
Total liabilities and stockholders
equity
|
|
$
|
351,438
|
|
|
$
|
344,083
|
|
|
|
|
|
|
|
|
|
|
The accompanying notes are an integral part of the consolidated
financial statements.
54
RED LION
HOTELS CORPORATION
For
the Years Ended December 31, 2006, 2005 and 2004
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
(In thousands, except per share data)
|
|
|
Revenue:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
154,817
|
|
|
$
|
146,125
|
|
|
$
|
142,424
|
|
Franchise and management
|
|
|
2,853
|
|
|
|
2,860
|
|
|
|
2,575
|
|
Entertainment
|
|
|
10,791
|
|
|
|
9,827
|
|
|
|
11,615
|
|
Other
|
|
|
1,907
|
|
|
|
4,241
|
|
|
|
5,350
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total revenues
|
|
|
170,368
|
|
|
|
163,053
|
|
|
|
161,964
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating expenses:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
|
122,150
|
|
|
|
118,006
|
|
|
|
116,233
|
|
Franchise and management
|
|
|
808
|
|
|
|
652
|
|
|
|
1,135
|
|
Entertainment
|
|
|
9,109
|
|
|
|
8,395
|
|
|
|
10,452
|
|
Other
|
|
|
1,866
|
|
|
|
3,523
|
|
|
|
3,499
|
|
Depreciation and amortization
|
|
|
12,683
|
|
|
|
11,083
|
|
|
|
10,128
|
|
Hotel facility and land lease
|
|
|
6,895
|
|
|
|
6,922
|
|
|
|
7,219
|
|
Gain on asset dispositions, net
|
|
|
(1,705
|
)
|
|
|
(1,040
|
)
|
|
|
(1,148
|
)
|
Undistributed corporate expenses
|
|
|
5,254
|
|
|
|
4,063
|
|
|
|
3,273
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total expenses
|
|
|
157,060
|
|
|
|
151,604
|
|
|
|
150,791
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income
|
|
|
13,308
|
|
|
|
11,449
|
|
|
|
11,173
|
|
Other income
(expense):
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest expense
|
|
|
(12,072
|
)
|
|
|
(13,987
|
)
|
|
|
(13,489
|
)
|
Expense of early extinguishment of
debt, net
|
|
|
(5,266
|
)
|
|
|
|
|
|
|
|
|
Minority interest in partnerships,
net
|
|
|
56
|
|
|
|
(60
|
)
|
|
|
224
|
|
Other income, net
|
|
|
1,821
|
|
|
|
717
|
|
|
|
590
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss from continuing operations
before income taxes
|
|
|
(2,153
|
)
|
|
|
(1,881
|
)
|
|
|
(1,502
|
)
|
Income tax benefit
|
|
|
(1,633
|
)
|
|
|
(904
|
)
|
|
|
(876
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss from continuing
operations
|
|
|
(520
|
)
|
|
|
(977
|
)
|
|
|
(626
|
)
|
Discontinued
operations:
|
|
|
|
|
|
|
|
|
|
|
|
|
Income from operations of
discontinued business units, net of income tax expense of $43,
$917 and $108, respectively
|
|
|
78
|
|
|
|
1,725
|
|
|
|
111
|
|
Net gain (loss) on disposal of
discontinued business units, net of income tax expense (benefit)
of $(73), $2,070 and $(3,201), respectively
|
|
|
(133
|
)
|
|
|
3,747
|
|
|
|
(5,770
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) from discontinued
operations
|
|
|
(55
|
)
|
|
|
5,472
|
|
|
|
(5,659
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
|
(575
|
)
|
|
|
4,495
|
|
|
|
(6,285
|
)
|
Preferred stock dividend
|
|
|
|
|
|
|
|
|
|
|
(377
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) applicable to
common shareholders
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,662
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Earnings (loss) per common
share:
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic and Diluted
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss applicable to common
shareholders before discontinued operations
|
|
$
|
(0.03
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.08
|
)
|
Income (loss) from discontinued
operations
|
|
|
|
|
|
|
0.42
|
|
|
|
(0.43
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) applicable to common
shareholders
|
|
$
|
(0.03
|
)
|
|
$
|
0.34
|
|
|
$
|
(0.51
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average
shares basic and diluted
|
|
|
16,666
|
|
|
|
13,105
|
|
|
|
13,049
|
|
The accompanying notes are an integral part of the consolidated
financial statements.
55
RED LION
HOTELS CORPORATION
For
the Years Ended December 31, 2006, 2005 and 2004
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Preferred Stock Series A and B
|
|
|
Common Stock
|
|
|
|
|
|
|
|
|
|
|
|
|
Additional
|
|
|
|
|
|
|
|
|
Additional
|
|
|
|
|
|
|
|
|
|
|
|
|
Paid-in
|
|
|
|
|
|
|
|
|
Paid-in
|
|
|
Retained
|
|
|
|
Shares
|
|
|
Amount
|
|
|
Capital
|
|
|
Shares
|
|
|
Amount
|
|
|
Capital
|
|
|
Earnings
|
|
|
|
(In thousands, except share data)
|
|
|
Balances, January 1,
2004
|
|
|
588,236
|
|
|
$
|
6
|
|
|
$
|
29,406
|
|
|
|
13,006,361
|
|
|
$
|
130
|
|
|
$
|
84,196
|
|
|
$
|
38,451
|
|
Net loss
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(6,285
|
)
|
Preferred Stock Dividends
Series A ($0.53 per share)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(155
|
)
|
Series B ($0.75 per share)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(222
|
)
|
Stock issued under employee stock
purchase plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
27,971
|
|
|
|
1
|
|
|
|
113
|
|
|
|
|
|
Stock issued under option plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
26,587
|
|
|
|
|
|
|
|
139
|
|
|
|
|
|
Retirement of preferred stock:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Series A
|
|
|
(294,118
|
)
|
|
|
(3
|
)
|
|
|
(14,703
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Series B
|
|
|
(294,118
|
)
|
|
|
(3
|
)
|
|
|
(14,703
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock issued to an employee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3,707
|
|
|
|
|
|
|
|
19
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balances, December 31,
2004
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
13,064,626
|
|
|
|
131
|
|
|
|
84,467
|
|
|
|
31,789
|
|
Net income
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4,495
|
|
Stock issued under employee stock
purchase plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
31,456
|
|
|
|
|
|
|
|
152
|
|
|
|
|
|
Stock issued under option plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
31,493
|
|
|
|
|
|
|
|
71
|
|
|
|
|
|
Stock issued to an employee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3,707
|
|
|
|
|
|
|
|
19
|
|
|
|
|
|
Stock options issued to directors
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
123
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balances, December 31,
2005
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
13,131,282
|
|
|
|
131
|
|
|
|
84,832
|
|
|
|
36,284
|
|
Net loss
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(575
|
)
|
Stock issued for cash, net of
issuance costs
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5,845,302
|
|
|
|
58
|
|
|
|
60,361
|
|
|
|
|
|
Stock issued under employee stock
purchase plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
22,400
|
|
|
|
|
|
|
|
149
|
|
|
|
|
|
Stock issued under option plan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
60,526
|
|
|
|
1
|
|
|
|
367
|
|
|
|
|
|
Stock based compensation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
609
|
|
|
|
|
|
Tax benefits related to exercise of
stock options
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
340
|
|
|
|
|
|
OP Units exchanged for common
stock
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
143,498
|
|
|
|
1
|
|
|
|
2,273
|
|
|
|
|
|
Stock issued to directors and
senior management
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
9,995
|
|
|
|
1
|
|
|
|
91
|
|
|
|
|
|
Stock redeemed for sale of business
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(94,311
|
)
|
|
|
(1
|
)
|
|
|
(1,131
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balances, December 31,
2006
|
|
|
|
|
|
$
|
|
|
|
$
|
|
|
|
|
19,118,692
|
|
|
$
|
191
|
|
|
$
|
147,891
|
|
|
$
|
35,709
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The accompanying notes are an integral part of the consolidated
financial statements.
56
RED LION
HOTELS CORPORATION
For
the Years Ended December 31, 2006, 2005 and 2004
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
(In thousands)
|
|
|
Operating activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,285
|
)
|
Adjustments to reconcile net income
(loss) to net cash provided by operating activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and amortization
|
|
|
13,108
|
|
|
|
11,606
|
|
|
|
12,826
|
|
Gain on disposition of property,
equipment and other assets, net
|
|
|
(1,704
|
)
|
|
|
(935
|
)
|
|
|
(1,149
|
)
|
(Gain) loss on disposition of
discontinued operations, net
|
|
|
207
|
|
|
|
(5,714
|
)
|
|
|
8,877
|
|
Expense of early extinguishment of
debt, net
|
|
|
5,266
|
|
|
|
|
|
|
|
|
|
Deferred income tax provision
|
|
|
838
|
|
|
|
(2,572
|
)
|
|
|
(769
|
)
|
Minority interest in partnerships
|
|
|
(57
|
)
|
|
|
60
|
|
|
|
(314
|
)
|
Equity in investments
|
|
|
(152
|
)
|
|
|
63
|
|
|
|
(78
|
)
|
Compensation expense related to
stock and option issuance
|
|
|
700
|
|
|
|
142
|
|
|
|
19
|
|
Provision for doubtful accounts
|
|
|
334
|
|
|
|
466
|
|
|
|
572
|
|
Change in current assets and
liabilities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Restricted cash
|
|
|
1,047
|
|
|
|
(2,045
|
)
|
|
|
694
|
|
Accounts receivable
|
|
|
(281
|
)
|
|
|
(686
|
)
|
|
|
(574
|
)
|
Inventories
|
|
|
341
|
|
|
|
223
|
|
|
|
4
|
|
Prepaid expenses and other
|
|
|
(2,297
|
)
|
|
|
1,808
|
|
|
|
(1,418
|
)
|
Accounts payable
|
|
|
1,430
|
|
|
|
2,075
|
|
|
|
(1,928
|
)
|
Accrued payroll and related benefits
|
|
|
50
|
|
|
|
930
|
|
|
|
153
|
|
Accrued interest payable
|
|
|
(241
|
)
|
|
|
(44
|
)
|
|
|
37
|
|
Other accrued expenses and advance
deposits
|
|
|
948
|
|
|
|
2,065
|
|
|
|
222
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash provided by operating
activities
|
|
|
18,962
|
|
|
|
11,937
|
|
|
|
10,889
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investing activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Purchases of property and equipment
|
|
|
(34,851
|
)
|
|
|
(22,724
|
)
|
|
|
(21,898
|
)
|
Proceeds from disposition of
property and equipment
|
|
|
34
|
|
|
|
4,904
|
|
|
|
1,498
|
|
Proceeds from disposition of
discontinued operations
|
|
|
13,155
|
|
|
|
27,892
|
|
|
|
|
|
Proceeds (purchases) of short-term
liquid investments
|
|
|
7,165
|
|
|
|
(14,800
|
)
|
|
|
|
|
Proceeds from (advances to) Red
Lion Hotels Capital Trust
|
|
|
515
|
|
|
|
(20
|
)
|
|
|
(3,539
|
)
|
Distributions from equity investee
|
|
|
|
|
|
|
93
|
|
|
|
449
|
|
Proceeds from collections under
note receivable
|
|
|
|
|
|
|
502
|
|
|
|
1,728
|
|
Proceeds from disposition of
investment
|
|
|
|
|
|
|
|
|
|
|
94
|
|
Other, net
|
|
|
(18
|
)
|
|
|
(66
|
)
|
|
|
(208
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash used in investing
activities
|
|
|
(14,000
|
)
|
|
|
(4,219
|
)
|
|
|
(21,876
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Financing activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Proceeds from note payable to bank
|
|
|
|
|
|
|
50
|
|
|
|
11,000
|
|
Repayment of note payable to bank
|
|
|
|
|
|
|
(50
|
)
|
|
|
(11,000
|
)
|
Proceeds from debenture issuance
|
|
|
|
|
|
|
|
|
|
|
47,423
|
|
Repurchase and retirement of
preferred stock
|
|
|
|
|
|
|
|
|
|
|
(29,412
|
)
|
Proceeds from long-term debt
|
|
|
|
|
|
|
7,874
|
|
|
|
83
|
|
Repayment of long-term debt,
including expense of early extinguishment
|
|
|
(48,179
|
)
|
|
|
(11,724
|
)
|
|
|
(4,507
|
)
|
Proceeds from common stock offering
|
|
|
60,420
|
|
|
|
|
|
|
|
|
|
Repayment of debentures including
expense of early extinguishment
|
|
|
(17,403
|
)
|
|
|
|
|
|
|
|
|
Proceeds from issuance of common
stock under employee stock purchase plan
|
|
|
150
|
|
|
|
152
|
|
|
|
114
|
|
Preferred stock dividend payments
|
|
|
|
|
|
|
|
|
|
|
(1,011
|
)
|
Proceeds from stock option exercises
|
|
|
708
|
|
|
|
71
|
|
|
|
139
|
|
Distributions to Operating
Partnership unit holders
|
|
|
|
|
|
|
(24
|
)
|
|
|
(3
|
)
|
Additions to deferred financing
costs
|
|
|
(943
|
)
|
|
|
(374
|
)
|
|
|
(49
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash provided by (used in)
financing activities
|
|
|
(5,247
|
)
|
|
|
(4,025
|
)
|
|
|
12,777
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash in discontinued
operations
|
|
|
14
|
|
|
|
(71
|
)
|
|
|
237
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Change in cash and cash
equivalents:
|
|
|
|
|
|
|
|
|
|
|
|
|
Net increase in cash and cash
equivalents
|
|
|
(271
|
)
|
|
|
3,622
|
|
|
|
2,027
|
|
Cash and cash equivalents at
beginning of period
|
|
|
13,533
|
|
|
|
9,911
|
|
|
|
7,884
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents at end of
period
|
|
$
|
13,262
|
|
|
$
|
13,533
|
|
|
$
|
9,911
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Supplemental disclosure of cash
flow information:
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash paid during year for:
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
|
|
$
|
12,502
|
|
|
$
|
15,648
|
|
|
$
|
15,469
|
|
Income taxes
|
|
$
|
1,121
|
|
|
$
|
1,069
|
|
|
$
|
23
|
|
Noncash investing and financing
activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Exchange of common stock for
minority interest in partnership
|
|
$
|
2,273
|
|
|
$
|
|
|
|
$
|
|
|
Exchange of common stock for real
estate management business
|
|
$
|
1,131
|
|
|
$
|
|
|
|
$
|
|
|
Note receivable on disposition of
discontinued operations
|
|
$
|
|
|
|
$
|
300
|
|
|
$
|
|
|
Sale of equipment under note
receivable
|
|
$
|
|
|
|
$
|
37
|
|
|
$
|
|
|
Options converted to property and
equipment
|
|
$
|
|
|
|
$
|
|
|
|
$
|
10,128
|
|
Debt assumed on acquisition of
property and equipment
|
|
$
|
|
|
|
$
|
|
|
|
$
|
7,942
|
|
Reclassification of property to
assets held for sale
|
|
$
|
|
|
|
$
|
|
|
|
$
|
1,599
|
|
Preferred stock dividends declared
|
|
$
|
|
|
|
$
|
|
|
|
$
|
377
|
|
Minority interest deficit of
partner acquired
|
|
$
|
|
|
|
$
|
|
|
|
$
|
243
|
|
The accompanying notes are an integral part of the consolidated
financial statements.
57
RED LION
HOTELS CORPORATION
Red Lion Hotels Corporation (RLH, Red
Lion or the Company) is a NYSE-listed
hospitality and leisure company (ticker symbols RLH and RLH-pa)
primarily engaged in the ownership, operation and franchising of
midscale and upscale, full service hotels under the Red Lion
brand. As of December 31, 2006, the Red Lion system of
hotels contained 58 hotels located in nine states and one
Canadian province, with 10,167 rooms and 506,629 square
feet of meeting space. As of that date, the Company operated 32
hotels, of which 19 are wholly-owned and 13 are leased, managed
one hotel owned by a third-party and franchised 25 hotels that
were owned and operated by various third-party franchisees.
The Company is also engaged in entertainment operations. Through
the entertainment division, which includes TicketsWest.com,
Inc., the Company engages in event ticket distribution and
promotion and presents a variety of entertainment productions.
The Company has historically owned certain commercial real
estate properties and engaged in traditional real estate related
services, including developing, managing and acting as a broker
for sales and leases of commercial and
multi-unit
residential properties (collectively referred to as the real
estate management business). Together, these operations
comprised the Real Estate segment. Effective
April 30, 2006, the Company divested the real estate
management business. In addition, the Company has since listed
one of two remaining wholly-owned commercial real estate
properties for sale. For additional information, see Note 3.
The Company was incorporated in the state of Washington in April
1978, and operated hotels during that period under various brand
names including Cavanaughs Hotels. In 1999, the Company acquired
WestCoast Hotels, Inc., and rebranded its Cavanaughs hotels to
the WestCoast brand changing the Companys name
to WestCoast Hospitality Corporation. In 2001, the Company
acquired Red Lion Hotels, Inc. In September 2005, after
rebranding most of its WestCoast hotels to the Red Lion brand,
the Company changed its name to Red Lion Hotels Corporation. The
financial statements encompass the accounts of Red Lion Hotels
Corporation and all of its consolidated subsidiaries, including
its 100% ownership of Red Lion Hotels Holdings, Inc., and Red
Lion Hotels Franchising, Inc., and its approximately 99%
ownership of Red Lion Hotels Limited Partnership
(RLHLP) further discussed in Note 6.
Up to July 22, 2005, the Company wholly owned a retail and
hotel property and included it in consolidation. At that date,
the Company sold a 50%
tenancy-in-common
interest in the property to a third party. The Company had
continued to consolidate the property. Effective July 1,
2006, the Company determined its 50% ownership interest should
be reflected as an equity method investment from the date of the
sale. Prior period financial statements were reclassified. In
December 2006, the Company increased its ownership in the
property to 100%. From that date forward, the property was again
consolidated and has been reflected as such at December 31,
2006.
The financial statements include an equity method investment in
a 19.9% owned real estate venture, as well as certain cost
method investments in various entities included as other assets,
over which the Company does not exercise significant influence.
In addition, the Company hold a 3% common interest in Red Lion
Hotels Capital Trust (the Trust) that is considered
a variable interest entity under FIN-46(R) Consolidation
of Variable Interest Entities, as revised. The Company is
not the primary beneficiary of the Trust; thus, it is treated as
an equity method investment.
|
|
2.
|
Summary
of Significant Accounting Policies
|
Principles
of Consolidation
The consolidated financial statements have been prepared in
accordance with generally accepted accounting principles
accepted in the United States of American (GAAP),
and include all accounts and wholly and majority-owned
subsidiaries accounts. All significant inter-company
transactions and accounts have been eliminated upon
consolidation. In addition, certain other amounts disclosed in
prior period statements have been reclassified to
58
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
conform to the current period presentation, however, this
reclassification had no effect on net income (loss) or retained
earnings as previously reported. For additional information, see
Notes 1 and 3.
Cash
and Cash Equivalents
All highly liquid investments purchased with an original
maturity of three months or less are considered to be cash
equivalents. At times, cash balances at banks and other
financial institutions may be in excess of federal insurance
limits.
At December 31, 2005, the Company maintained approximately
$3.0 million in various trust accounts for client-owners of
multiple real properties under company management. The Company
was not entitled to these cash accounts and therefore did not
include the amounts held in its consolidated financial
statements. Effective April 30, 2006, the Company divested
the real estate management portion of its real estate division,
as discussed further in Note 3 of Notes to Consolidated
Financial Statements, and no longer maintained these accounts at
December 31, 2006.
Investments
The Company includes variable rate demand notes as current
investments on the consolidated balance sheet. Variable rate
demand notes are highly liquid short-term investments with
maturities of less than one year. The Company records variable
rate demand notes at cost, which approximated fair value at
December 31, 2006 and December 31, 2005. For
comparative purposes, the Company has reclassified
$14.8 million from cash and cash equivalents to current
investments in its consolidated balance sheet as of
December 31, 2005. In addition, the Company has made
adjustments to the consolidated statement of cash flow for the
year ended December 31, 2005, to reflect the net purchases
and maturities as investing activities. As a result, cash
provided by investing activities decreased by $14.8 million
for 2005. Gross realized gains and losses were immaterial in all
periods presented.
Restricted
Cash
In accordance with the Companys various borrowing
arrangements, at December 31, 2006 and 2005, cash of
approximately $2.8 million and $3.8 million,
respectively, was held in escrow for the future payment of
insurance, property taxes, repairs and furniture and fixtures.
Allowance
for Doubtful Accounts
Allowances for doubtful accounts are recorded based on
specifically identified amounts believed to be uncollectible and
for those accounts past due beyond a certain date, generally
90 days. If actual collection experience changes, revisions
to the allowance may be required and if all attempts to collect
a receivable fail, it is recorded against the allowance. The
following schedule summarizes the activity in the allowance
account for trade accounts receivable for the past three years
for continuing operations (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
(In thousands)
|
|
|
Allowance for doubtful
accounts, continuing operations
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance, beginning of year
|
|
$
|
342
|
|
|
$
|
295
|
|
|
$
|
194
|
|
Additions to allowance
|
|
|
375
|
|
|
|
451
|
|
|
|
518
|
|
Write-offs, net of recoveries
|
|
|
(283
|
)
|
|
|
(404
|
)
|
|
|
(417
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance, end of year
|
|
$
|
434
|
|
|
$
|
342
|
|
|
$
|
295
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
59
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
Inventories
Inventories consist primarily of food and beverage products held
for sale at the company operated restaurants and guest supplies.
Inventories are valued at the lower of cost, determined on a
first-in,
first-out basis, or net realizable value.
Assets
Held for Sale
Assets held for sale are accounted for in accordance with
Statement of Financial Accounting Standards Number
(SFAS No.) 144 Accounting for the
Impairment and Disposal of Long-Lived Assets, and are
recorded at the lower of their historical cost less accumulated
depreciation or market value less costs to sell. In accordance
with SFAS No. 144, depreciation is suspended when the
asset is determined to be held for sale. If the assets are
ultimately not sold, depreciation would be recaptured. For
additional information with regard to assets held for sale, as
well as discontinued operations, see Note 3 of Notes to
Consolidated Financial Statements.
Property
and Equipment
Property and equipment are stated at cost. Interest costs are
capitalized as incurred during the construction period for
qualifying assets. During 2006 and 2005, the Company capitalized
approximately $173,000 and $32,000, respectively. No interest
was capitalized in 2004. Repairs and maintenance charges are
expensed as incurred.
Depreciation is provided using the straight-line method over the
estimated useful life of each asset, which range as follows:
|
|
|
|
|
Buildings
|
|
|
25 to 39 years
|
|
Equipment
|
|
|
2 to 20 years
|
|
Furniture and fixtures
|
|
|
5 to 15 years
|
|
Landscaping and improvements
|
|
|
15 years
|
|
Valuation
of Long-Lived Assets
Management reviews the carrying value of property, equipment and
other long-lived assets at least annually, or upon the
occurrence of other events or changes in circumstances that
indicate the related carrying amounts may not be recoverable.
Estimated undiscounted future cash flows are compared with the
assets current carrying value. Reductions to the carrying
value, if necessary, are recorded to the extent the net book
value of the asset exceeds the greater of estimated future
discounted cash flows or fair value less selling costs, in
accordance with SFAS No. 144. During 2005 and 2004, we
recorded impairment charges in connection with the sale of
certain discontinued operations, as discussed in Note 3 of
Notes to Consolidated Financial Statements. No asset impairment
charges were recorded during 2006.
Goodwill
and Intangible Assets
Goodwill represents the excess of the estimated fair value of
the net assets acquired during business combinations over the
net tangible and identifiable intangible assets acquired.
Goodwill is tested for impairment at least annually, or when
circumstances dictate, and is not otherwise amortized.
Brand name is an identifiable, indefinite life intangible asset
that represents the separable legal right to a trade name
acquired in a business combination the Company entered into in
2001. Remaining intangible assets consist primarily of the net
amortized cost of lease, management and franchise contracts
acquired in business combinations, including the one in 2001.
The costs of these contracts are amortized over the
weighted-average remaining term of the related agreements.
60
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
The following table summarizes the cost and accumulated
amortization of goodwill and other intangible assets (in
thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31, 2006
|
|
|
December 31, 2005
|
|
|
|
|
|
|
Accumulated
|
|
|
|
|
|
|
|
|
Accumulated
|
|
|
|
|
|
|
Cost
|
|
|
Amortization
|
|
|
Net
|
|
|
Cost
|
|
|
Amortization
|
|
|
Net
|
|
|
Goodwill
|
|
$
|
28,042
|
|
|
|
N/A
|
|
|
$
|
28,042
|
|
|
$
|
28,042
|
|
|
|
N/A
|
|
|
$
|
28,042
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Intangible assets
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchise and management contracts
|
|
$
|
5,882
|
|
|
$
|
(4,377
|
)
|
|
$
|
1,505
|
|
|
$
|
5,882
|
|
|
$
|
(3,767
|
)
|
|
$
|
2,115
|
|
Brand name
|
|
|
6,878
|
|
|
|
N/A
|
|
|
|
6,878
|
|
|
|
6,878
|
|
|
|
N/A
|
|
|
|
6,878
|
|
Lease contracts
|
|
|
4,332
|
|
|
|
(722
|
)
|
|
|
3,610
|
|
|
|
4,332
|
|
|
|
(578
|
)
|
|
|
3,754
|
|
Trademarks
|
|
|
104
|
|
|
|
N/A
|
|
|
|
104
|
|
|
|
98
|
|
|
|
N/A
|
|
|
|
98
|
|
Other intangible assets
|
|
|
66
|
|
|
|
(66
|
)
|
|
|
|
|
|
|
66
|
|
|
|
(59
|
)
|
|
|
7
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total intangible assets
|
|
$
|
17,262
|
|
|
$
|
(5,165
|
)
|
|
$
|
12,097
|
|
|
$
|
17,256
|
|
|
$
|
(4,404
|
)
|
|
$
|
12,852
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Amortization expense related to intangible assets was
approximately $0.8 million for each of the years ended
December 31, 2006, 2005 and 2004. Estimated amortization
expense for intangible assets over the next five years is as
follows (in thousands):
|
|
|
|
|
Year Ending December 31,
|
|
Amount
|
|
|
2007
|
|
$
|
521
|
|
2008
|
|
|
520
|
|
2009
|
|
|
520
|
|
2010
|
|
|
520
|
|
2011
|
|
|
520
|
|
|
|
|
|
|
|
|
$
|
2,601
|
|
|
|
|
|
|
Goodwill and other intangible assets attributable to each of the
Companys business segments at December 31, 2006 and
2005, was as follows (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
|
|
|
|
Other
|
|
|
|
|
|
Other
|
|
|
|
Goodwill
|
|
|
Intangibles
|
|
|
Goodwill
|
|
|
Intangibles
|
|
|
Hotels
|
|
$
|
19,530
|
|
|
$
|
8,200
|
|
|
$
|
19,530
|
|
|
$
|
8,340
|
|
Franchise and management
|
|
|
5,351
|
|
|
|
3,891
|
|
|
|
5,351
|
|
|
|
4,506
|
|
Entertainment
|
|
|
3,161
|
|
|
|
6
|
|
|
|
3,161
|
|
|
|
6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
$
|
28,042
|
|
|
$
|
12,097
|
|
|
$
|
28,042
|
|
|
$
|
12,852
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other
Assets
Other assets primarily include deferred loan fees, straight-line
rental income, long-term notes receivable and equity method and
cost method investments discussed in Note 1. Deferred loan
fees are amortized using the effective interest method over the
term of the related loan agreement.
Cost method investments are carried at their original purchase
price, less any impairment recognized to date. Equity method
investments are carried at cost, adjusted for the Companys
proportionate share of earnings and any investment
disbursements. At December 31, 2006 and 2005, the Company
had a $0.3 million note receivable,
61
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
respectively, that bore interest at 7.05% related to its
investment in a real estate venture. The note is due August 2007.
Income
Taxes
Deferred tax assets and liabilities and income tax expenses and
benefits are recognized for the expected future income tax
consequences of events that have been recognized in the
consolidated financial statements. The deferred tax assets and
liabilities are determined based on the temporary differences
between the carrying amounts and tax bases of assets and
liabilities using enacted tax rates in effect in the years in
which the temporary differences are expected to reverse. Certain
wholly or partially-owned entities, including RLHLP, do not
directly pay income taxes. Instead, their taxable income either
flows through to the Company or to the other respective owners
of the entity.
Revenue
Recognition and Receivables
Revenue is generally recognized as services are provided. When
payments from customers are received before services have been
performed, the amount received is recorded as deferred revenue
until the service has been completed. The Company recognizes
revenue from the following sources:
|
|
|
|
|
Hotels Room rental and food and beverage
sales from owned and leased hotels. Revenues are recognized when
services have been performed, generally at the time of the hotel
stay or guests visit to the restaurant.
|
|
|
|
Franchise and Management Fees received in
connection with the franchise of the Red Lion brand name and
management fees earned from managing third-party owned hotels.
Franchise and management revenues are recognized as earned in
accordance with the contractual terms of the franchise or
management agreements.
|
|
|
|
Entertainment Computerized event ticketing
services and promotion of Broadway-style shows and other special
events. Where the Company acts as an agent and receives a net
fee or commission, it is recognized as revenue in the period the
services are performed. When the Company is the promoter of an
event and is at-risk for the production, revenues and expenses
are recorded in the period of the event performance.
|
The ability to collect individual accounts receivable is
reviewed on a routine basis. Allowances for doubtful accounts
are recorded based on specifically identified amounts that the
Company believes to be uncollectible and amounts that are past
due beyond a certain date. The receivable is written off against
the allowance for doubtful accounts if collection attempts fail.
The estimate of the allowance for doubtful accounts is impacted
by, among other things, national and regional economic
conditions.
Advertising
and Promotion
Costs associated with advertising and promotional efforts are
generally expensed as incurred. During the years ended
December 31, 2006, 2005 and 2004, the Company incurred
approximately $1.9 million, $1.9 million and
$2.0 million, respectively, in advertising expense for
continuing operations. In addition, the Company incurred
advertising expenses associated with discontinued operations of
approximately $0.1 million, $0.2 million and
$0.3 million, respectively, during those same periods.
These amounts are exclusive of advertising and promotion spent
by the Red Lion Central Program Fund (CPF) discussed
below.
Central
Program Fund
In 2002, the Company established the CPF in accordance with the
Companys various domestic franchise agreements. The CPF is
responsible for certain advertising services, frequent guest
program administration, reservation services, national sales
promotions and brand and revenue management services intended to
increase sales and enhance the reputation of the Red Lion brand.
CPF contributions for company owned and managed hotels and those
made by the franchisees, based on the individual franchise
agreements, total up to 4.5% of room revenue
62
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
or in some cases are based on reservation fees, frequent guest
program dues and other services. The net assets and transactions
of the CPF are not included in the accompanying financial
statements in accordance with SFAS No. 45,
Accounting for Franchise Fee Revenue.
For the years ended December 31, 2006, 2005 and 2004, the
Company recorded operating expenses of $6.2 million,
$6.4 million, and $6.6 million, respectively, based on
contributions for the period to the CPF. At December 31,
2006 and 2005, the Company had a net current receivable from the
CPF of approximately $1.6 million and $0.9 million,
respectively.
Basic
and Diluted Earnings (Loss) Per Common Share
Basic earnings (loss) per common share is computed by dividing
income (loss) applicable to common shareholders by the
weighted-average number of common shares outstanding during the
period. Diluted earnings (loss) per common share gives effect to
all dilutive potential common shares that are outstanding during
the period and includes outstanding stock options and other
outstanding employee equity grants, as well as the effect of
minority interests related to operating partnership units of
RLHLP (OP Units), by increasing the
weighted-average number of common shares outstanding by their
effect.
Use of
Estimates
The preparation of financial statements in conformity with GAAP
requires management to make estimates and assumptions that
affect the reported amounts of assets and liabilities and
disclosure of contingent assets and liabilities at the dates of
the financial statements and the reported amounts of revenues
and expenses during the reporting periods. Actual results could
materially differ from those estimates.
New
Accounting Pronouncements
In February of 2006, the FASB issued SFAS No. 155,
Accounting for Certain Hybrid Instruments An
Amendment of FASB Statements No. 133 and No. 144
(SFAS No. 155). SFAS No. 155
permits fair value remeasurement for any hybrid financial
instrument that contains an embedded derivative that otherwise
would require bifurcation. It also clarifies which interest-only
strips and principal-only strips are not subject to the
requirements of FASB Statement No. 133, and establishes a
requirement to evaluate interests in securitized financial
assets to identify interests that are freestanding derivatives
or that are hybrid financial instruments that contain an
embedded derivative requiring bifurcation. Furthermore,
SFAS No. 155 clarifies that concentrations of credit
risk in the form of subordination are not embedded derivatives
and it amends FASB Statement No. 140 to eliminate the
prohibition on a qualifying special purpose entity from holding
a derivative financial instrument that pertains to a beneficial
interest other than another derivative financial instrument.
SFAS No. 155 is effective for all financial
instruments acquired or issued after the beginning of the first
fiscal year beginning after September 15, 2006. The
adoption of the provisions of SFAS No. 155 is not
expected to materially impact the Companys financial
condition or results of operations.
In March of 2006, the FASB issued SFAS No. 156,
Accounting for Servicing of Financial Assets
an amendment of FASB Statement No. 140
(SFAS No. 156) This Statement amends FASB
Statement No. 140, Accounting for Transfers and
Servicing of Financial Assets and Extinguishments of
Liabilities, with respect to the accounting for separately
recognized servicing assets and servicing liabilities.
SFAS No. 156 requires an entity to recognize a
servicing asset or servicing liability each time it undertakes
an obligation to service a financial asset by entering into a
servicing contract in certain situations. It also requires all
separately recognized servicing assets and servicing liabilities
to be initially measured at fair value, prescribes subsequent
measurement methods, and requires separate presentation of
servicing assets and servicing liabilities subsequently measured
at fair value in the statement of financial position and
additional disclosures for all separately recognized servicing
assets and servicing liabilities. SFAS No. 156 is
adopted effective for an entitys first fiscal year that
begins after September 15,
63
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
2006. The adoption of the provisions of SFAS No. 156
is not expected to materially impact the Companys
financial condition or results of operations.
In June 2006, the FASB issued Interpretation No. 48,
Accounting for Uncertainty in Income Taxes an
interpretation of FASB Statement No. 109
(FIN 48). FIN 48 clarifies the accounting
for uncertainty in income taxes by establishing minimum
standards for the recognition and measurement of tax positions
taken or expected to be taken in a tax return. Under the
requirements of FIN 48, a company must review all of its
uncertain tax positions and make a determination as to whether
its position is more-likely-than-not to be sustained upon
examination by regulatory authorities. If a position meets the
more-likely-than-not criterion, then the related tax benefit is
measured based on the cumulative probability analysis of the
amount that is more-likely-than-not to be realized upon ultimate
settlement. FIN 48 is effective for fiscal years beginning
after December 15, 2006. The adoption of the provisions of
FIN 48 is not expected to materially impact the
Companys financial condition or results of operations.
In June 2006, the Emerging Issues Task Force (EITF)
issued EITF
No. 06-2,
Accounting for Sabbatical Leave and Other Similar Benefits
Pursuant to FASB Statement No. 43, Accounting for
Compensated Absences. Under EITF
No. 06-2,
the compensation cost associated with a sabbatical or other
similar benefit arrangement should be accrued over the requisite
service period if an employees right to such absence
(a) requires the completion of a minimum service period and
(b) in which the benefit does not increase with additional
years of service pursuant to paragraph 6(b) of
SFAS No. 43 for arrangements in which the individual
continues to be a compensated employee and is not required to
perform duties for the entity during the absence. EITF
No. 06-2
was effective for us on January 1, 2007, and the adoption
of the provisions of EITF
No. 06-2
is not expected to materially impact the Companys
financial condition or results of operations.
In September 2006, the FASB issued SFAS No. 157,
Fair Value Measurements
(SFAS No. 157). SFAS No. 157
defines fair value, establishes a framework for measuring fair
value in generally accepted accounting principles, and expands
disclosures about fair value measurements.
SFAS No. 157 does not require any new fair value
measurements itself. However, this statement applies under other
accounting pronouncements that require or permit fair value
measurements and may therefore change current practice if an
alternative measure of fair value has been used.
SFAS No. 157 applies an exchange price notion for fair
value consistent with previously preferred practice, with a
focus on exit price and market-based measurements as compared to
entry price and entity-specific measurements.
SFAS No. 157 is effective for financial statements
issued for fiscal years beginning after November 15, 2007,
and interim periods within those fiscal years. Earlier
application is encouraged and the new measurement criteria are
generally to be applied prospectively. The Company is currently
evaluating the impact of FAS 157 on its consolidated
financial statements.
In September 2006, the FASB issued SFAS No. 158,
Employers Accounting for Defined Benefit Pension and
Other Postretirement Plans an amendment of FASB
Statements No. 87, 88, 106, and 132(R)
(SFAS No. 158). SFAS No. 158
requires an employer to recognize the overfunded or underfunded
status of a defined benefit postretirement plan (other than a
multiemployer plan) as an asset or liability in its statement of
financial position and to recognize changes in that funded
status in the year in which the changes occur through
comprehensive income of a business entity or changes in
unrestricted net assets of a
not-for-profit
organization. This Statement also requires an employer to
measure the funded status of a plan as of the date of its
year-end statement of financial position, with limited
exceptions. Under SFAS No. 158, an employer with
publicly traded equity securities is required to initially
recognize the funded status of a defined benefit postretirement
plan and to provide the required disclosures as of the end of
the first fiscal year ending after December 15, 2006. The
requirement to measure plan assets and benefit obligations as of
the date of the employers fiscal year-end statement of
financial position is generally effective for fiscal years
ending after December 15, 2008. Earlier application is
encouraged and all provisions must be adopted prospectively. The
adoption of the provisions of SFAS No. 158 is not
expected to materially impact the Companys financial
condition or results of operations.
64
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
|
|
3.
|
Assets
Held For Sale and Discontinued Operations
|
In November 2004, the Company announced its plan to divest
non-strategic assets, including eleven of its owned hotels,
certain commercial office buildings and certain other non-core
properties including condominium units and certain parcels of
excess land (collectively referred to as the divestment
properties). Each of the divestment properties met the
criteria to be classified as an asset held for sale. The
activities of the hotels and commercial office buildings were
considered discontinued operations under generally accepted
accounting principles and have been separately disclosed on the
consolidated statement of operations, comparative for all
periods presented when they existed. Likewise, the assets and
liabilities of the business units have been segregated and
separately stated on the consolidated balance sheet for all
periods presented when they existed. Depreciation of these
assets, if previously appropriate, was suspended.
During 2005, the Company completed the sale of seven of the
eleven hotels and one commercial office building, and three
hotels sold in 2006. Proceeds from the sales have been used to
finance the company-wide hotel renovation program. In 2006 and
2005, the Company received gross proceeds of approximately
$15.8 million and $52.8 million, respectively, and
recognized a loss on the disposition of discontinued operations
of $0.1 million in 2006 and a gain of $3.7 million in
2005, both net of income tax expense. The net impact on
consolidated earnings from the activities of these operations
resulted in a loss from discontinued operations of
$0.1 million in 2006, compared to a gain of
$5.5 million in 2005 and a loss of $5.7 million in
2004, net of income tax expense.
The 2004 results included the recording of an impairment loss of
$5.8 million, net of tax benefit. The 2005 gain on the sale
accounted for $6.6 million, net of tax expense, of net
income from discontinued operations, offset by the recording of
an additional impairment loss of $2.9 million, net of tax
expense, for the remaining four hotel properties. The Company
evaluated the divestment properties for potential impairment in
accordance with the provisions of SFAS No. 144
Accounting for the Impairment or Disposal of Long-lived
Assets. The impairment amounts were calculated using
expected sales prices, less expected transaction costs, as
compared to the carrying value at the date of the evaluation. No
impairment loss was recorded during 2006.
In the fourth quarter of 2006, the Company listed for sale a
commercial office and retail complex located in Spokane,
Washington, which has been considered discontinued operations
and separately disclosed on the consolidated statement of
operations, comparative for all periods presented. The Company
continues to pursue the divestment of one hotel in Kalispell,
Montana and surplus undeveloped land. The land has been
considered as held for sale but does not meet the definition of
a discontinued operation. A summary of the assets and
liabilities of discontinued operations is as follows (in
thousands):
65
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31, 2006
|
|
|
December 31, 2005
|
|
|
|
Hotel
|
|
|
|
|
|
|
|
|
Hotel
|
|
|
|
|
|
|
|
|
|
Properties
|
|
|
Other
|
|
|
Combined
|
|
|
Properties
|
|
|
Other
|
|
|
Combined
|
|
|
Cash and cash equivalents
|
|
$
|
7
|
|
|
$
|
50
|
|
|
$
|
57
|
|
|
$
|
66
|
|
|
$
|
5
|
|
|
$
|
71
|
|
Accounts receivable, net
|
|
|
107
|
|
|
|
35
|
|
|
|
142
|
|
|
|
602
|
|
|
|
7
|
|
|
|
609
|
|
Inventories
|
|
|
5
|
|
|
|
|
|
|
|
5
|
|
|
|
157
|
|
|
|
|
|
|
|
157
|
|
Prepaid expenses and other
|
|
|
77
|
|
|
|
7
|
|
|
|
84
|
|
|
|
106
|
|
|
|
7
|
|
|
|
113
|
|
Buildings and equipment
|
|
|
2,758
|
|
|
|
11,914
|
|
|
|
14,672
|
|
|
|
14,382
|
|
|
|
11,901
|
|
|
|
26,283
|
|
Furniture and fixtures
|
|
|
682
|
|
|
|
146
|
|
|
|
828
|
|
|
|
2,346
|
|
|
|
146
|
|
|
|
2,492
|
|
Landscaping and land improvements
|
|
|
113
|
|
|
|
37
|
|
|
|
150
|
|
|
|
487
|
|
|
|
37
|
|
|
|
524
|
|
Land
|
|
|
2,400
|
|
|
|
1,493
|
|
|
|
3,893
|
|
|
|
8,275
|
|
|
|
1,493
|
|
|
|
9,768
|
|
Construction in progress
|
|
|
66
|
|
|
|
3,178
|
|
|
|
3,244
|
|
|
|
15
|
|
|
|
531
|
|
|
|
546
|
|
Less: accumulated depreciation and
amortization
|
|
|
(1,939
|
)
|
|
|
(6,931
|
)
|
|
|
(8,870
|
)
|
|
|
(6,374
|
)
|
|
|
(6,541
|
)
|
|
|
(12,915
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property and equipment, net(1)
|
|
|
4,080
|
|
|
|
9,837
|
|
|
|
13,917
|
|
|
|
19,131
|
|
|
|
7,567
|
|
|
|
26,698
|
|
Other assets, net
|
|
|
87
|
|
|
|
247
|
|
|
|
334
|
|
|
|
155
|
|
|
|
238
|
|
|
|
393
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Assets of discontinued
operations
|
|
$
|
4,363
|
|
|
$
|
10,176
|
|
|
$
|
14,539
|
|
|
$
|
20,217
|
|
|
$
|
7,824
|
|
|
$
|
28,041
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Accounts payable
|
|
$
|
72
|
|
|
$
|
10
|
|
|
$
|
82
|
|
|
$
|
125
|
|
|
$
|
|
|
|
$
|
125
|
|
Accrued payroll and related
benefits
|
|
|
20
|
|
|
|
|
|
|
|
20
|
|
|
|
420
|
|
|
|
1
|
|
|
|
420
|
|
Accrued interest payable
|
|
|
|
|
|
|
21
|
|
|
|
21
|
|
|
|
7
|
|
|
|
21
|
|
|
|
29
|
|
Advanced deposits
|
|
|
5
|
|
|
|
16
|
|
|
|
21
|
|
|
|
11
|
|
|
|
30
|
|
|
|
41
|
|
Other accrued expenses
|
|
|
94
|
|
|
|
|
|
|
|
94
|
|
|
|
177
|
|
|
|
|
|
|
|
177
|
|
Long-term debt
|
|
|
|
|
|
|
3,874
|
|
|
|
3,874
|
|
|
|
2,349
|
|
|
|
3,874
|
|
|
|
6,223
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Liabilities of discontinued
operations
|
|
$
|
191
|
|
|
$
|
3,921
|
|
|
$
|
4,112
|
|
|
$
|
3,089
|
|
|
$
|
3,926
|
|
|
$
|
7,015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
Includes hotel capital expenditures of $0.1 million and
$0.2 million during 2006 and 2005, respectively, as well as
expenditures of $2.7 million and $1.0 million during
those same periods related to real estate assets. |
Long-term debt included as a component of discontinued
operations is further summarized as follows (in thousands,
except monthly installment information):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Outstanding
|
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
Monthly
|
|
|
Interest
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
Installment
|
|
|
Rate
|
|
|
Maturity
|
|
|
(In thousands)
|
|
|
|
|
|
|
|
|
|
|
Note payable(1)
|
|
$
|
3,874
|
|
|
$
|
3,874
|
|
|
|
|
|
|
|
6.25
|
%
|
|
April 2032
|
Note payable, paid in September
2006
|
|
|
|
|
|
|
1,999
|
|
|
|
18,898
|
|
|
|
5.50
|
%
|
|
January 2008
|
Industrial revenue bonds, paid in
December 2006
|
|
|
|
|
|
|
350
|
|
|
|
25,417
|
|
|
|
5.25
|
%
|
|
January 2007
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Long-term debt due after one year
|
|
$
|
3,874
|
|
|
$
|
6,223
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
This is collateralized by real property and principal
installments start in November 2007, including interest at 6.25%
through the first five years of the term, adjusted based upon
the U.S. Treasury plus 2.5%. |
66
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
A summary of the results of operations for the discontinued
operations is as follows (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31, 2006
|
|
|
December 31, 2005
|
|
|
December 31, 2004
|
|
|
|
Hotel
|
|
|
|
|
|
|
|
|
Hotel
|
|
|
|
|
|
|
|
|
Hotel
|
|
|
|
|
|
|
|
|
|
Properties
|
|
|
Other
|
|
|
Combined
|
|
|
Properties
|
|
|
Other
|
|
|
Combined
|
|
|
Properties
|
|
|
Other
|
|
|
Combined
|
|
|
Revenues
|
|
$
|
6,327
|
|
|
$
|
1,008
|
|
|
$
|
7,335
|
|
|
$
|
21,169
|
|
|
$
|
4,846
|
|
|
$
|
26,015
|
|
|
$
|
24,116
|
|
|
$
|
4,822
|
|
|
$
|
28,938
|
|
Operating expenses
|
|
|
(5,918
|
)
|
|
|
(689
|
)
|
|
|
(6,607
|
)
|
|
|
(18,672
|
)
|
|
|
(2,297
|
)
|
|
|
(20,969
|
)
|
|
|
(21,601
|
)
|
|
|
(2,383
|
)
|
|
|
(23,984
|
)
|
Depreciation and amortization
|
|
|
(7
|
)
|
|
|
(418
|
)
|
|
|
(425
|
)
|
|
|
(24
|
)
|
|
|
(742
|
)
|
|
|
(766
|
)
|
|
|
(1,678
|
)
|
|
|
(1,020
|
)
|
|
|
(2,698
|
)
|
Gain (loss) on asset dispositions
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
12
|
|
|
|
|
|
|
|
12
|
|
|
|
1
|
|
|
|
|
|
|
|
1
|
|
Interest expense
|
|
|
(122
|
)
|
|
|
(69
|
)
|
|
|
(191
|
)
|
|
|
(481
|
)
|
|
|
(1,051
|
)
|
|
|
(1,532
|
)
|
|
|
(874
|
)
|
|
|
(1,144
|
)
|
|
|
(2,018
|
)
|
Interest income
|
|
|
9
|
|
|
|
|
|
|
|
9
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other income (expense)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(5
|
)
|
|
|
97
|
|
|
|
92
|
|
|
|
(16
|
)
|
|
|
|
|
|
|
(16
|
)
|
Minority interest in partnerships
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(153
|
)
|
|
|
(153
|
)
|
|
|
90
|
|
|
|
|
|
|
|
90
|
|
Income tax benefit (expense)
|
|
|
(43
|
)
|
|
|
|
|
|
|
(43
|
)
|
|
|
(715
|
)
|
|
|
(259
|
)
|
|
|
(974
|
)
|
|
|
(13
|
)
|
|
|
(189
|
)
|
|
|
(202
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss) from operations
|
|
|
246
|
|
|
|
(168
|
)
|
|
|
78
|
|
|
|
1,284
|
|
|
|
441
|
|
|
|
1,725
|
|
|
|
25
|
|
|
|
86
|
|
|
|
111
|
|
Gain (loss) on disposal of
discontinued business units
|
|
|
(206
|
)
|
|
|
|
|
|
|
(206
|
)
|
|
|
1,145
|
|
|
|
4,672
|
|
|
|
5,817
|
|
|
|
(8,877
|
)
|
|
|
|
|
|
|
(8,877
|
)
|
Income tax benefit (expense)
|
|
|
73
|
|
|
|
|
|
|
|
73
|
|
|
|
(413
|
)
|
|
|
(1,657
|
)
|
|
|
(2,070
|
)
|
|
|
3,107
|
|
|
|
|
|
|
|
3,107
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net gain (loss) on disposal of
discontinued business units
|
|
|
(133
|
)
|
|
|
|
|
|
|
(133
|
)
|
|
|
732
|
|
|
|
3,015
|
|
|
|
3,747
|
|
|
|
(5,770
|
)
|
|
|
|
|
|
|
(5,770
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
$
|
113
|
|
|
$
|
(168
|
)
|
|
$
|
(55
|
)
|
|
$
|
2,016
|
|
|
$
|
3,456
|
|
|
$
|
5,472
|
|
|
$
|
(5,745
|
)
|
|
$
|
86
|
|
|
$
|
(5,659
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4.
|
Real
Estate Management Business
|
On April 30, 2006, the Company divested on a tax-free basis
the real estate management portion of its real estate division
for $1.1 million, to an existing company executive and a
former company executive who is also the brother of two members
of the Companys board of directors. The sale was in
exchange for 94,311 shares of unrestricted Red Lion Hotels
Corporation common stock that was subsequently retired. The
transaction resulted in a gain on sale of approximately
$1.0 million. The new entity continues to manage the
Companys office and retail real estate assets through
specific management agreements. For the full year 2005, the real
estate management business contributed $2.3 million and
$0.1 million to the Companys revenue and operating
income, respectively.
67
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
|
|
5.
|
Property
and Equipment
|
Property and equipment used in continuing operations is
summarized as below (in thousands). During 2007, the Company
will spend approximately $18.0 million in additional
capital expenditures to complete its capital improvement and
reinvestment plan, including the historical 4-6% of hotel
revenues to cover routine capital expenditures.
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
Buildings and equipment
|
|
$
|
226,164
|
|
|
$
|
187,870
|
|
Furniture and fixtures
|
|
|
34,505
|
|
|
|
23,210
|
|
Landscaping and land improvements
|
|
|
2,764
|
|
|
|
2,461
|
|
|
|
|
|
|
|
|
|
|
|
|
|
263,433
|
|
|
|
213,541
|
|
Less accumulated depreciation and
amortization
|
|
|
(84,450
|
)
|
|
|
(66,247
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
178,983
|
|
|
|
147,294
|
|
Land
|
|
|
57,782
|
|
|
|
54,765
|
|
Construction in progress
|
|
|
13,095
|
|
|
|
13,831
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
249,860
|
|
|
$
|
215,890
|
|
|
|
|
|
|
|
|
|
|
In July 2005, the Company sold a 50% interest in its Kalispell
Center retail and hotel complex to an unrelated third party for
$6.3 million, resulting in a net gain of $0.3 million
included in continuing operations. The Company continued to
manage the retail component of the complex and leased back the
WestCoast Kalispell Center Hotel, which was re-branded the Red
Lion Kalispell Hotel after undergoing expansion and renovation.
The Companys remaining 50% ownership interest of $6.1
million was reflected as an equity method investment from the
date of the sale, as discussed in Note 1, which was
recorded in other assets on the consolidated balance sheet at
December 31, 2005. In December 2006, the Company increased
its ownership to 100% for approximately $2.0 million in
cash and a $3.3 million note payable due in 2008.
In 2003, the Company sold one of its hotels to an unrelated
party in a sale-operating leaseback transaction. The pre-tax
gain on the transaction of approximately $7.0 million was
deferred and is being amortized into income over the period of
the lease term, which expires in November 2018 and is renewable
for three, five-year terms. During 2006, 2005 and 2004, the
Company recognized income of approximately $0.5 million
each year for the amortization of the deferred gain. The
remaining balance at December 31, 2006, was
$5.5 million.
In 2002, the Company sold an 80.1% interest in its corporate
office building, retaining a lease of office space and the
remaining ownership interest. A portion of the gain on sale was
deferred over the six-year lease term. The 19.9% interest in the
partnership is accounted for under the equity method of
accounting and is included as an investment in other noncurrent
assets on the consolidated balance sheet, as discussed in
Note 6 below. During 2006, 2005 and 2004, the Company
recognized income of approximately $0.3 million each year
for the amortization of the deferred gain, with a remaining
balance of $1.5 million at December 31, 2006.
As of December 31, 2006 and 2005, aggregate investments
recorded as noncurrent assets on the consolidated balance sheet
totaled $1.4 million and $8.1 million, respectively.
During 2006, the Company recorded a loss from investments of
$152,000, compared to a loss of $63,000 in 2005 and income of
$78,000 during 2004.
As of December 31, 2006, the Company holds an approximate
99% interest in RLHLP. Partners who hold operating partnership
units (OP Units) have the right to put those
units to RLHLP, in which event either (i) RLHLP must redeem
the units for cash, or (ii) the Company, as general
partner, may elect to acquire the OP units for cash or
68
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
in exchange for a like number of shares of its common stock.
During the first quarter of 2006, the Company elected to issue
143,498 shares of its common stock in exchange for a like
number of OP Units that then certain limited partners put
to RLHLP. The exchange resulted in a non-cash adjustment of the
minority interest balance of $2.2 million, with a
corresponding increase to common stock and additional
paid-in-capital.
Beginning March 2002, the Company owned a 19.9% partnership
interest in its corporate office building as discussed above in
Note 5. At December 31, 2006 and 2005, the
Companys investment balance was approximately
$0.7 million and $0.7 million, respectively.
Summarized unaudited financial information with respect to the
Companys equity method investment in the building is as
follows (in thousands):
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
Current assets
|
|
$
|
322
|
|
|
$
|
426
|
|
Total assets
|
|
$
|
12,747
|
|
|
$
|
12,947
|
|
Current liabilities
|
|
$
|
172
|
|
|
$
|
136
|
|
Total liabilities
|
|
$
|
9,624
|
|
|
$
|
9,686
|
|
Total equity
|
|
$
|
3,122
|
|
|
$
|
3,261
|
|
Revenues
|
|
$
|
1,905
|
|
|
$
|
1,835
|
|
Net income
|
|
$
|
36
|
|
|
$
|
37
|
|
The Company maintains a 3% common security interest in the Red
Lion Hotels Capital Trust (the Trust), as discussed
below in Note 7. The Companys 3% interest represents
all of the common ownership of the Trust. The Trust is
considered a variable interest entity under FIN-46(R) and the
Company is not considered its primary beneficiary. At
December 31, 2006 and 2005, the Companys equity
method investment in the Trust had a balance of
$0.7 million and $1.3 million, respectively, after
adjusting for trust earnings and operating expenses.
|
|
7.
|
Debentures
of Red Lion Hotels Capital Trust
|
Together with the Trust, the Company completed a public offering
of $46.0 million of trust preferred securities in 2004. The
securities are listed on the New York Stock Exchange and entitle
holders to cumulative cash distributions at a 9.5% annual rate
with maturity in February 2044. The cost of the offering totaled
$2.3 million, which the Trust paid through an advance by
the Company. The advance to the Trust is included with other
noncurrent assets on the consolidated balance sheet.
The Company borrowed all of the proceeds from the offering,
including the Companys original 3% trust common investment
of $1.4 million, on the same day through
9.5% debentures that are included as a long-term liability
on the consolidated balance sheet. The payment terms mirror the
distribution terms of the trust securities and mature in 2044.
The debenture agreement required the mandatory redemption of 35%
of the then outstanding trust securities at 105% of issued value
if the Company completed an offering of common shares with gross
proceeds of greater than $50 million. In accordance
therewith and in connection with the offering of common stock
further described in Note 10, the Company repaid
approximately $16.6 million of the debentures due the
Trust. The Trust then redeemed 35% of the outstanding trust
preferred securities and trust common securities at a price of
$26.25 per share, a 5% premium over the issued value of the
securities. Of the $16.6 million, approximately
$0.5 million was received back by the Company for its trust
common securities and was reflected as a reduction of its
investment in the Trust. The $0.8 million premium paid to
retire the debentures has been included on the consolidated
statement of operations as a component of expense of early
extinguishment of debt. At December 31, 2006, debentures
due the Trust totaled $30.8 million.
69
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
In addition to the debentures discussed in Note 7 and the
long-term debt of discontinued operations of $3.9 million
discussed in Note 3, the Company has long-term debt related
to its continuing operations consisting of mortgage notes
payable and notes and contracts payable, collateralized by real
property, equipment and the assignment of certain rental income.
A summary of long-term debt from continuing operations, monthly
installment and interest amounts, if applicable, interest rate
and maturity date is as follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Last
|
|
|
Last
|
|
|
|
|
Maturity/
|
|
|
|
|
Outstanding
|
|
|
Applicable
|
|
|
Applicable
|
|
|
|
|
Balloon
|
|
|
|
|
December 31,
|
|
|
Monthly
|
|
|
Interest
|
|
|
|
|
Payment
|
|
|
|
|
2006
|
|
|
2005
|
|
|
Installment
|
|
|
Rate
|
|
|
Type
|
|
Due
|
|
Security
|
|
|
(In thousands except monthly payment)
|
|
|
|
|
|
|
|
|
|
|
|
Note payable(1)
|
|
$
|
2,927
|
|
|
$
|
|
|
|
$
|
|
|
|
|
7.00
|
%
|
|
Fixed
|
|
June 2008
|
|
Unsecured
|
Note payable
|
|
|
12,966
|
|
|
|
13,199
|
|
|
$
|
108,797
|
|
|
|
8.08
|
%
|
|
Fixed
|
|
September 2011
|
|
Real Property
|
Note payable
|
|
|
6,298
|
|
|
|
6,411
|
|
|
$
|
52,844
|
|
|
|
8.08
|
%
|
|
Fixed
|
|
September 2011
|
|
Real Property
|
Note payable
|
|
|
5,607
|
|
|
|
5,708
|
|
|
$
|
46,695
|
|
|
|
8.00
|
%
|
|
Fixed
|
|
October 2011
|
|
Real Property
|
Industrial revenue bonds payable
|
|
|
3,395
|
|
|
|
3,974
|
|
|
$
|
66,560
|
|
|
|
5.90
|
%
|
|
Fixed
|
|
October 2011
|
|
Real Property
|
Note payable
|
|
|
9,728
|
|
|
|
9,910
|
|
|
$
|
70,839
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
8,595
|
|
|
|
8,756
|
|
|
$
|
62,586
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
5,667
|
|
|
|
5,773
|
|
|
$
|
41,265
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
4,817
|
|
|
|
4,907
|
|
|
$
|
35,076
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
4,722
|
|
|
|
4,811
|
|
|
$
|
34,388
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
3,872
|
|
|
|
3,945
|
|
|
$
|
28,198
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
2,833
|
|
|
|
2,887
|
|
|
$
|
20,633
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
2,833
|
|
|
|
2,887
|
|
|
$
|
20,633
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
2,360
|
|
|
|
2,405
|
|
|
$
|
17,194
|
|
|
|
6.70
|
%
|
|
Fixed
|
|
July 2013
|
|
Real Property
|
Note payable
|
|
|
8,652
|
|
|
|
8,885
|
|
|
$
|
74,480
|
|
|
|
7.42
|
%
|
|
Fixed
|
|
August 2023
|
|
Real Property
|
Note payable, paid in August 2006
|
|
|
|
|
|
|
241
|
|
|
$
|
8,373
|
|
|
|
5.78
|
%
|
|
Fixed
|
|
November 2009
|
|
Personal Property
|
Note payable, paid in September 2006
|
|
|
|
|
|
|
33,848
|
|
|
$
|
276,570
|
|
|
|
7.93
|
%
|
|
Fixed
|
|
June 2011
|
|
Real Property
|
Notes payable, paid in December 2006
|
|
|
|
|
|
|
3,455
|
|
|
$
|
81,276
|
|
|
|
7.00
|
%
|
|
Fixed
|
|
January 2010
|
|
Unsecured
|
Note payable, paid in December 2006
|
|
|
|
|
|
|
3,967
|
|
|
$
|
33,905
|
|
|
|
6.88
|
%
|
|
Fixed
|
|
October 2010
|
|
Real Property
|
Other(2)
|
|
|
|
|
|
|
521
|
|
|
$
|
10,139
|
|
|
|
9.00
|
%
|
|
Fixed
|
|
August 2012
|
|
Unsecured
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total long-term debt
|
|
|
85,272
|
|
|
|
126,490
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Due within one year
|
|
|
(2,267
|
)
|
|
|
(3,731
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Long-term debt due after one year
|
|
$
|
83,005
|
|
|
$
|
122,759
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
$3.25 million note payable due in one balloon payment in
June 2008, without interest. Balance at December 31, 2006,
reflects a 7.0% interest rate. |
|
(2) |
|
Amount forgiven in December 2006, which has been included as an
offset to early extinguishment of debt expense on our
consolidated statement of operations. |
70
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
Contractual maturities for long-term debt from continuing
operations outstanding at December 31, 2006, are summarized
by year as follows (in thousands):
|
|
|
|
|
Year Ending December 31,
|
|
Amount
|
|
|
2007
|
|
$
|
2,267
|
|
2008
|
|
|
5,336
|
|
2009
|
|
|
2,598
|
|
2010
|
|
|
2,784
|
|
2011
|
|
|
24,912
|
|
Thereafter
|
|
|
47,375
|
|
|
|
|
|
|
|
|
$
|
85,272
|
|
|
|
|
|
|
In September 2006, immediately prior to entering into the credit
agreement discussed below in Note 9, the Company retired
securitized debt with a principal balance of approximately
$33.4 million. The note carried an interest rate of 7.93%,
required monthly payments and a balloon payment through June
2011 and was collateralized by a company owned hotel. In
connection with the retirement of the debt, the Company paid
defeasance, legal and other related costs of $4.7 million
and recorded its remaining unamortized deferred loan fees of
$0.2 million, both of which are included as a component of
expense of early extinguishment of debt on the consolidated
statement of operations.
On March 31, 2005, the Company repaid approximately
$3.7 million of principal due under a term debt
arrangement. The note was collateralized by real property,
carried an interest rate of 9.0% and was due in April 2010,
although was pre-payable on April 1, 2005 without penalty.
Also on March 31, 2005, the Company borrowed approximately
$3.9 million under a term debt arrangement collateralized
by the same real estate property discussed above. In addition,
the Company may borrow another $6.1 million under the
agreement to provide for the redevelopment of the office
building. The note carries a 6.25% interest rate, fixed for the
construction period and for the first five years of the term.
After that, it is adjustable in five year intervals based upon
treasury rates. The note is being paid interest only through the
construction period and is due in full on or before
October 1, 2032.
In October 2005, the Company refinanced a $3.6 million bank
term loan coming due with a balloon payment secured by a hotel
with another lender at similar terms.
In September 2006, the Company entered into a revolving credit
facility for up to $50 million with a syndication of banks
led by Calyon New York Branch. Subject to certain conditions,
including the provision of additional collateral acceptable to
the lenders, the size of the facility may be increased at the
Companys request to up to $100 million, with the
right to extend the maturity for two additional one year terms.
The initial maturity date for the facility is September 13,
2009. Borrowings under the facility may be used to finance
acquisitions or capital expenditures, for working capital and
for other general corporate purposes. The obligations under the
facility are collateralized by a company owned hotel, including
a deed of trust and security agreement covering all of its
assets, as well as by unsecured guaranties of the Company and
certain of its other subsidiaries. In connection with this
transaction, the Company paid loan fees and related costs of
approximately $0.9 million, which have been deferred and
are being amortized over the initial term of the facility.
Outstanding borrowings under the facility accrue interest as
either Eurodollar loans or base rate loans. Depending on the
leverage ratio, interest rates on Eurodollar loans will range
from 150 to 225 basis points over LIBOR, while the interest
rate on base rate loans will range from zero to 75 basis points
over the federal funds rate plus 0.5% or the prime rate,
whichever is greater. The credit facility requires the Company
to comply with certain
71
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
customary affirmative and negative covenants, the most
restrictive of which are financial covenants dealing with
leverage, interest coverage and debt service coverage. At
December 31, 2006, the facility remained unused, no amounts
were outstanding and the Company was in compliance with all of
its covenants.
Up to the date of the new revolving credit facility, the Company
maintained a revolving credit facility with Wells Fargo Bank,
National Association (Wells Fargo). Since February
2005, Wells Fargo provided a revolving credit facility with a
total of $20.0 million in borrowing capacity for working
capital purposes. This included a $4.0 million line of
credit secured by personal property and two owned hotels
(Line A) and a $16.0 million line of credit
secured by personal property and seven owned hotels that were
then held for sale (Line B). The properties that
secured Line B were subsequently sold in 2005 and it expired
unused. In March 2006, the Company entered into a revised
agreement with Wells Fargo, which provided a revolving credit
facility with a total of $10.0 million in borrowing
capacity for working capital purposes. This included a
$6.0 million line of credit secured by two owned hotels
(New Line A) and a $4.0 million line of credit
secured by personal property (New Line B). No
amounts were borrowed under any portion of the credit facility
with Wells Fargo, which was terminated in September 2006.
The Company is authorized to issue 50 million common
shares, par value $0.01 per share, and 5.0 million
shares of preferred stock, par value $0.01 per share. As of
December 31, 2006, there were 19,118,692 shares of
common stock issued and outstanding and no shares of preferred
stock issued and outstanding. The board of directors has the
authority, without action by the shareholders, to designate and
issue preferred stock in one or more series and to designate the
rights, preferences and privileges of each series, which may be
greater than the rights of the common stock.
Each holder of common stock is entitled to one vote for each
share held on all matters to be voted upon by the shareholders
with no cumulative voting rights. Holders of common stock are
entitled to receive ratably the dividends, if any, that are
declared from time to time by the board of directors out of
funds legally available for that purpose. The rights,
preferences and privileges of the holders of common stock are
subject to, and may be adversely affected by, the rights of the
holders of shares of any series of preferred stock that the
Company may designate in the future.
Common
Stock Offering
In May 2006, the Company completed a public offering of
5 million shares of common stock at $11.00 per share,
resulting in net proceeds of $51.6 million after an
underwriting discount and other offering costs totaling
approximately $3.4 million. In June 2006, the underwriter
of the offering exercised its over-allotment option and an
additional 845,302 shares of common stock were issued at
$11.00 per share, resulting in additional net proceeds of
approximately $8.8 million net of an underwriting discount.
As previously discussed in Notes 7 and 8, the proceeds
have been primarily used to retire existing long-term debt, pay
related defeasance costs and to fund the retirement of
debentures. All remaining proceeds were used for general working
capital purposes. An additional 635,344 shares were sold in
the May 2006 offering by certain shareholders; however, the
Company received no proceeds from sale of these shares.
Employee
Stock Incentive Plans
The 1998 Stock Incentive Plan and the 2006 Stock Incentive Plan
(the Plans) authorize the grant or issuance of
various option or other awards including stock appreciation
rights (SARs), restricted stock grants and other
stock-based compensation. The plans were approved by the common
shareholders of the Company. The 2006 plan allows awards up to a
maximum number of 1.0 million shares, subject to
adjustments for stock splits, stock dividends and similar
events. The 1998 plan allowed for a maximum number of
1.4 million shares, although as a condition to the approval
of the 2006 plan, the Company will no longer grant or issue
awards under this plan. The compensation committee of the board
of directors administers the 2006 plan and establishes to whom,
and the type
72
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
and terms and conditions, including the exercise period, of the
awards that may be granted. As of December 31, 2006, there
were 808,218 shares of common stock available for issuance
pursuant to future stock option grants or other awards under the
2006 plan.
Effective January 1, 2006, the Company adopted the
provisions of SFAS No. 123(R) for the accounting of
stock based compensation, including options and other awards
issued under its stock incentive plans and shares issued under
the employee stock purchase plan. Under
SFAS No. 123(R), stock based compensation expense
reflects the fair value of stock based awards measured at grant
date, including an estimated forfeiture rate, and is recognized
over the relevant service period. The Company elected to use the
modified prospective transition method and has applied the
provisions of SFAS No. 123(R) to new awards and to
awards modified, repurchased or cancelled after January 1,
2006. In accordance with the modified prospective transition
method, the consolidated financial statements for prior periods
have not been restated to reflect, and do not include, the
impact of SFAS No. 123(R). Stock-based compensation
expense recognized under SFAS No. 123(R) during 2006
was approximately $0.6 million. In addition, the Company
recognized tax benefits related to the exercise of stock options
of $0.3 million. As options and units vest, the Company
expects to recognize approximately $2.2 million in
additional compensation expense as required by
SFAS No. 123(R), including $0.6 million during
2007.
All options granted prior to 2003 were designated as
nonqualified options, with an exercise price equal to or in
excess of fair market value on the date of grant, and for a term
of ten years. For substantially all options granted, fifty
percent of each recipients options will vest on the fourth
anniversary of the date of grant and the remaining 50% will vest
on the fifth anniversary of the date of grant. For options
issued prior to 2004, the vesting schedule will change if,
beginning one year after the option grant date, the stock price
of the common stock reaches the following target levels
(measured as a percentage increase over the exercise price) for
60 consecutive trading days:
|
|
|
|
|
|
|
|
|
Percent of
|
Stock
|
|
Options
|
Price
|
|
Shares
|
Increase
|
|
Vested
|
|
|
25%
|
|
|
|
25%
|
|
|
50%
|
|
|
|
50%
|
|
|
75%
|
|
|
|
75%
|
|
|
100%
|
|
|
|
100%
|
|
For options issued in 2004 and 2005, the vesting schedule will
change if, between the two year anniversary and the four year
anniversary of the option grant date, the stock price of the
common stock reaches the following target levels (measured as a
percentage increase over the exercise price) for 60 consecutive
trading days:
|
|
|
|
|
|
|
|
|
Percent of
|
Stock
|
|
Options
|
Price
|
|
Shares
|
Increase
|
|
Vested
|
|
|
100%
|
|
|
|
25%
|
|
|
200%
|
|
|
|
50%
|
|
Options issued in 2006 vest 25% each year for four years with no
stock price acceleration provision.
73
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
A summary of stock option activity at December 31, 2006, is
as follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted
|
|
|
|
|
|
|
Average
|
|
|
|
Number
|
|
|
Exercise
|
|
|
|
of Shares
|
|
|
Price
|
|
|
Balance, January 1, 2004
|
|
|
826,009
|
|
|
$
|
7.24
|
|
Options granted
|
|
|
496,405
|
|
|
$
|
5.10
|
|
Options exercised
|
|
|
(26,587
|
)
|
|
$
|
5.26
|
|
Options forfeited
|
|
|
(211,889
|
)
|
|
$
|
5.26
|
|
|
|
|
|
|
|
|
|
|
Balance, December 31, 2004
|
|
|
1,083,938
|
|
|
$
|
6.45
|
|
Options granted
|
|
|
218,994
|
|
|
$
|
6.85
|
|
Options exercised
|
|
|
(31,493
|
)
|
|
$
|
2.26
|
|
Options forfeited
|
|
|
(51,919
|
)
|
|
$
|
7.06
|
|
|
|
|
|
|
|
|
|
|
Balance, December 31, 2005
|
|
|
1,219,520
|
|
|
$
|
6.62
|
|
Options granted
|
|
|
167,105
|
|
|
$
|
12.16
|
|
Options exercised
|
|
|
(60,526
|
)
|
|
$
|
6.08
|
|
Options forfeited
|
|
|
(69,225
|
)
|
|
$
|
10.29
|
|
|
|
|
|
|
|
|
|
|
Balance, December 31, 2006
|
|
|
1,256,874
|
|
|
$
|
7.14
|
|
|
|
|
|
|
|
|
|
|
Exercisable, December 31, 2006
|
|
|
381,156
|
|
|
$
|
7.47
|
|
|
|
|
|
|
|
|
|
|
During 2006, the total intrinsic value of the 60,526 stock
options exercised was $0.3 million. From those exercises,
the Company issued new shares of common stock and received
approximately $0.4 million in gross proceeds. The 31,493
options exercised in 2005 resulted in proceeds of
$0.1 million.
Additional information regarding stock options outstanding and
exercisable as of December 31, 2006, is below. As of
December 31, 2006, the fair value of options vested was
approximately $2.0 million. Total unrecognized stock-based
compensation expense related to non-vested stock options was
approximately $1.9 million before the impact of income
taxes and is expected to be recognized over a weighted average
period of 38 months.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average
|
|
|
|
|
|
Weighted
|
|
|
|
|
|
|
|
|
Weighted
|
|
|
|
|
|
|
|
|
|
Remaining
|
|
|
|
|
|
Average
|
|
|
Aggregate
|
|
|
|
|
|
Average
|
|
|
Aggregate
|
|
|
|
Number
|
|
|
Contractual
|
|
|
Expiration
|
|
|
Exercise
|
|
|
Intrinsic
|
|
|
Number
|
|
|
Exercise
|
|
|
Intrinsic
|
|
Range of Exercise Prices
|
|
Outstanding
|
|
|
Life (Years)
|
|
|
Date
|
|
|
Price
|
|
|
Value(1)
|
|
|
Exercisable
|
|
|
Price
|
|
|
Value(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(In thousands)
|
|
|
|
|
|
|
|
|
(In thousands)
|
|
|
5.10 - 6.07
|
|
|
768,497
|
|
|
|
7.14
|
|
|
|
2011-2014
|
|
|
$
|
5.32
|
|
|
$
|
5,694
|
|
|
|
258,784
|
|
|
$
|
5.70
|
|
|
$
|
1,818
|
|
7.46 - 8.31
|
|
|
251,805
|
|
|
|
7.63
|
|
|
|
2009-2015
|
|
|
|
7.58
|
|
|
|
1,297
|
|
|
|
52,905
|
|
|
|
8.02
|
|
|
|
249
|
|
10.88 - 10.94
|
|
|
29,647
|
|
|
|
3.53
|
|
|
|
2009-2016
|
|
|
|
10.93
|
|
|
|
53
|
|
|
|
23,673
|
|
|
|
10.94
|
|
|
|
42
|
|
12.21 - 15.00
|
|
|
206,925
|
|
|
|
8.03
|
|
|
|
2008-2016
|
|
|
|
12.83
|
|
|
|
84
|
|
|
|
45,794
|
|
|
|
15.00
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,256,874
|
|
|
|
7.30
|
|
|
|
2008-2016
|
|
|
$
|
7.14
|
|
|
$
|
7,128
|
|
|
|
381,156
|
|
|
$
|
7.47
|
|
|
$
|
2,109
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
The aggregate intrinsic value is before applicable income taxes
and represents the amount option recipients would have received
if all options had been exercised on December 29, 2006,
based upon our closing stock price of $12.73. |
Compensation expense related to options to purchase common stock
during 2006 was approximately $0.5 million. Stock options
issued are valued based upon the Black-Scholes option-pricing
model and the Company
74
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
recognizes this value as an expense over the periods in which
the options vest. Use of the Black-Scholes option-pricing model
requires that the Company make certain assumptions, including
expected volatility, forfeiture rate, risk-free interest rate,
expected dividend yield and expected life of the options, based
on historical experience. Volatility is based on historical
information with terms consistent with the expected life of the
option. The risk free interest rate is based on the quoted
treasury yield curve at the time of grant, with terms consistent
with the expected life of the option. During 2006, 2005 and
2004, the following weighted-average assumptions were used:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Weighted-average fair value of
options granted
|
|
$
|
4.18
|
|
|
$
|
2.81
|
|
|
$
|
2.40
|
|
Dividend yield
|
|
|
0
|
%
|
|
|
0
|
%
|
|
|
0
|
%
|
Expected volatility
|
|
|
34
|
%
|
|
|
33
|
%
|
|
|
35
|
%
|
Risk free interest rates
|
|
|
5.02
|
%
|
|
|
4.60
|
%
|
|
|
2.77
|
%
|
Expected option lives
|
|
|
4 years
|
|
|
|
4 years
|
|
|
|
4 years
|
|
As permitted by SFAS No. 123 Accounting for
Stock-Based Compensation, as amended by Statement
SFAS No. 148 Accounting for Stock-Based
Compensation Transition and Disclosure,
through December 31, 2005, the Company chose to measure
compensation cost for stock-based employee compensation plans
using the intrinsic value method of accounting prescribed by
Accounting Principles Board Opinion No. 25 Accounting
for Stock Issued to Employees, and to provide the
disclosure only requirements of SFAS No. 123. Had
compensation costs been recorded on the consolidated statements
of operations, reported net income (loss) and earnings per share
during 2005 and 2004 would have been changed to the amounts
indicated below (in thousands, except per share amounts):
|
|
|
|
|
|
|
|
|
|
|
2005
|
|
|
2004
|
|
|
Income (loss) applicable to common
shareholders
|
|
$
|
4,495
|
|
|
$
|
(6,662
|
)
|
Add back: stock-based employee
compensation expense, net of related tax effects
|
|
|
92
|
|
|
|
12
|
|
Deduct: Total stock-based employee
compensation expense determined under fair value based method
for all awards, net of related tax effects
|
|
|
(343
|
)
|
|
|
(197
|
)
|
|
|
|
|
|
|
|
|
|
Pro Forma
|
|
$
|
4,244
|
|
|
$
|
(6,847
|
)
|
|
|
|
|
|
|
|
|
|
Basic and diluted earnings (loss)
per share:
|
|
|
|
|
|
|
|
|
Reported net income (loss)
|
|
$
|
0.34
|
|
|
$
|
(0.51
|
)
|
Stock-based employee compensation,
fair value
|
|
|
(0.02
|
)
|
|
|
(0.01
|
)
|
|
|
|
|
|
|
|
|
|
Pro Forma
|
|
$
|
0.32
|
|
|
$
|
(0.52
|
)
|
|
|
|
|
|
|
|
|
|
In November 2006 and November 2004, the Company granted 18,389
and 18,535 restricted shares of common stock, respectively, to
members of senior management as compensation. While all of the
shares are considered granted, they are not considered issued or
outstanding until vested. The 2006 award vests 25% on each
anniversary of the grant date. The 2004 award vested 20%, or
3,707 shares, upon grant and vests an additional 20% at
each subsequent anniversary date. As of December 31, 2006,
and 2005, there were 25,657 and 11,121 non-vested shares
outstanding, respectively. On December 21, 2006, 3,707
shares were issued and are outstanding. No shares have been
forfeited since grant. The shares awarded had a fair value of
$0.2 million and $0.1 million on grant date,
respectively, based on prices of $12.21 for the November 2006
awards and $5.04 for the November 2004 awards. During 2006, 2005
and 2004, the Company recognized a total expense of
approximately $0.1 million related to these grants, and
will record an additional $0.2 million over the remaining
vesting periods.
During the years ended December 31, 2006 and 2005,
6,288 shares of common stock and 17,994 options to purchase
common stock (and included in the tables above), respectively,
were issued in aggregate to non-management directors as
compensation for service. No shares of common stock or options
to purchase common
75
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
stock were issued during 2004. During 2006 and 2005, the Company
recognized compensation expense of approximately
$0.1 million each year. In 2005, the options were issued at
an exercise price of $0.01, compared to the fair market value of
$6.88 per share on the date of grant, and were immediately
exercised by each of the recipients.
Employee
Stock Purchase Plan
The Company maintains an employee stock purchase plan (the
ESPP) to assist its employees in acquiring a stock
ownership interest in the Company, up to a maximum of
300,000 shares of common stock. The ESPP permits eligible
employees to purchase common stock at a discount through payroll
deductions, and no employee may purchase more than $25,000 worth
in any calendar year. During the years ended December 31,
2006, 2005, and 2004, 22,400, 31,456 and 27,971, shares,
respectively, were purchased under the ESPP. During 2006, 2005
and 2004, the Company recorded compensation expense of
approximately $0.1 million $0.2 million and
$0.1 million, respectively, determined by the difference
between the fair value on the day the shares were issued and
cash price paid under the plan for those shares granted prior to
January 1, 2006. Compensation expense for shares granted
subsequent to January 1, 2006, were based on the grant date
fair value estimated in accordance with the provisions
of SFAS No. 123(R).
Minority
Interest and Operating Partnership Units
The Company is the general partner of RLHLP and includes this
entity in consolidation, as discussed in Note 1. As of
December 31, 2006, the Company held an approximate 99%
interest of the outstanding operating partnership units
(OP Units) of RLHLP, with the remaining 142,663
OP Units held by limited partners. Partners who hold
OP Units have the right to put those units to RLHLP, in
which event either (i) RLHLP must redeem the units for
cash, or (ii) as general partner, the Company may elect to
acquire the OP Units for cash or in exchange for a like
number of shares of its common stock. During the first quarter
of 2006, the Company elected to issue 143,498 shares of its
common stock in exchange for a like number of OP Units that
then certain limited partners put to RLHLP. The exchange
resulted in a non-cash adjustment of the minority interest
balance of $2.2 million, with a corresponding increase to
common stock and additional
paid-in-capital.
Major components of the income tax benefit for the years ended
December 31, 2006, 2005 and 2004, are as follows (in
thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Current:
|
|
|
|
|
|
|
|
|
|
|
|
|
Federal expense (benefit)
|
|
$
|
(2,441
|
)
|
|
$
|
4,337
|
|
|
$
|
(2,973
|
)
|
State expense (benefit)
|
|
|
(60
|
)
|
|
|
317
|
|
|
|
(39
|
)
|
Deferred expense (benefit)
|
|
|
838
|
|
|
|
(2,572
|
)
|
|
|
(769
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1,663
|
)
|
|
|
2,082
|
|
|
|
(3,781
|
)
|
Amount reflected as a component of
discontinued operations
|
|
|
30
|
|
|
|
(2,986
|
)
|
|
|
2,905
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income tax benefit
|
|
$
|
(1,633
|
)
|
|
$
|
(904
|
)
|
|
$
|
(876
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
76
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
The income tax benefits shown in the consolidated statements of
operations differ from the amounts calculated using the federal
statutory rate applied to income before income taxes as follows
(in thousands, except percentages):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
|
Amount
|
|
|
%
|
|
|
Amount
|
|
|
%
|
|
|
Amount
|
|
|
%
|
|
|
Provision at federal statutory rate
|
|
$
|
(761
|
)
|
|
|
34.0
|
%
|
|
$
|
2,236
|
|
|
|
34.0
|
%
|
|
$
|
(3,423
|
)
|
|
|
(34.0
|
)%
|
Effect of tax credits
|
|
|
(252
|
)
|
|
|
11.3
|
%
|
|
|
(252
|
)
|
|
|
(3.8
|
)%
|
|
|
(252
|
)
|
|
|
(2.5
|
)%
|
State taxes, net of federal benefit
|
|
|
(40
|
)
|
|
|
1.8
|
%
|
|
|
209
|
|
|
|
3.2
|
%
|
|
|
(25
|
)
|
|
|
(0.2
|
)%
|
Tax exempt interest
|
|
|
(260
|
)
|
|
|
11.6
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Real estate tax-free gain
|
|
|
(338
|
)
|
|
|
15.1
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other
|
|
|
(12
|
)
|
|
|
0.5
|
%
|
|
|
(111
|
)
|
|
|
(1.7
|
)%
|
|
|
(81
|
)
|
|
|
(0.8
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1,663
|
)
|
|
|
74.3
|
%
|
|
|
2,082
|
|
|
|
31.7
|
%
|
|
|
(3,781
|
)
|
|
|
(37.5
|
)%
|
Amount reflected as a component of
discontinued operations
|
|
|
30
|
|
|
|
(1.3
|
)%
|
|
|
(2,986
|
)
|
|
|
(45.4
|
)%
|
|
|
2,905
|
|
|
|
28.8
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income tax benefit
|
|
$
|
(1,633
|
)
|
|
|
73.0
|
%
|
|
$
|
(904
|
)
|
|
|
(13.7
|
)%
|
|
$
|
(876
|
)
|
|
|
(8.7
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Significant components of the net deferred tax assets and
liabilities at December 31, 2006 and 2005, are as follows
(in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
|
Assets
|
|
|
Liabilities
|
|
|
Assets
|
|
|
Liabilities
|
|
|
Property and equipment
|
|
$
|
|
|
|
$
|
15,693
|
|
|
$
|
|
|
|
$
|
17,264
|
|
Rental income
|
|
|
|
|
|
|
487
|
|
|
|
|
|
|
|
159
|
|
Brand name
|
|
|
|
|
|
|
2,463
|
|
|
|
|
|
|
|
2,463
|
|
Other intangible assets
|
|
|
|
|
|
|
131
|
|
|
|
|
|
|
|
611
|
|
Gain on sale leaseback
|
|
|
2,512
|
|
|
|
|
|
|
|
2,782
|
|
|
|
|
|
Impairment charge
|
|
|
1,866
|
|
|
|
|
|
|
|
3,794
|
|
|
|
|
|
Other
|
|
|
138
|
|
|
|
|
|
|
|
501
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
$
|
4,516
|
|
|
$
|
18,774
|
|
|
$
|
7,077
|
|
|
$
|
20,497
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
77
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
|
|
12.
|
Operating
Lease Income
|
The Company leases commercial retail and office space to various
tenants over terms ranging from one to 17 years. The leases
generally provide for fixed minimum monthly rent as well as
tenants payments for their pro rata share of taxes and
insurance and common area maintenance and expenses. Rental
income for the years ended December 31, 2006, 2005 and
2004, from continuing operations was approximately
$1.3 million, $2.0 million and $5.7 million,
respectively, which included contingent rents of approximately
$0.2 million for each of the three years. Future minimum
lease income under existing non-cancelable leases as of
December 31, 2006, from continuing operations is
anticipated to be as follows (in thousands):
|
|
|
|
|
2007
|
|
$
|
2,044
|
|
2008
|
|
|
1,759
|
|
2009
|
|
|
1,320
|
|
2010
|
|
|
906
|
|
2011
|
|
|
644
|
|
Thereafter
|
|
|
409
|
|
|
|
|
|
|
|
|
$
|
7,082
|
|
|
|
|
|
|
|
|
13.
|
Operating
Lease Commitments
|
Total future minimum payments due under all current term
operating leases at December 31, 2006, were as indicated
below (in thousands), net of $9.9 million of sublease
income to be earned annually through 2020. Total rent expense
from continuing operations, net of sublease income under the
leases for the years ended December 31, 2006, 2005 and
2004, respectively, was $7.6 million for each period, which
included $6.8 million, $6.9 million and
$7.2 million of hotel facility and land lease expense,
respectively.
|
|
|
|
|
2007
|
|
$
|
6,811
|
|
2008
|
|
|
6,184
|
|
2009
|
|
|
6,121
|
|
2010
|
|
|
6,107
|
|
2011
|
|
|
6,113
|
|
Thereafter
|
|
|
53,017
|
|
|
|
|
|
|
|
|
$
|
84,353
|
|
|
|
|
|
|
In 2001, the Company assumed a master lease agreement for 17
hotel properties, including 12 which were part of the Red Lion
acquisition. Subsequently, the Company entered into an agreement
with Doubletree DTWC Corporation whereby Doubletree DTWC
Corporation is subleasing five of these hotel properties from
Red Lion. The master lease agreement requires minimum monthly
payments of $1.3 million plus contingent rents based on
gross receipts from the 17 hotels, of which approximately
$0.8 million per month is paid by a
sub-lease
tenant. The lease agreement expires in December 2020, although
the Company has the option to extend the term on a
hotel-by-hotel
basis for an additional ten-year term.
As previously disclosed, in November 2003 the Company sold one
of its hotels to an unrelated party in a sale-operating
leaseback transaction. The lease expires in November 2018 and
requires monthly payments of approximately $63,000. At the
Companys option, the lease term is renewable for three,
five-year terms.
|
|
14.
|
Related-Party
Transactions
|
The Company conducted various business transactions during 2006,
2005 and 2004 in which the counterparty was considered a related
party due to common ownership by its directors
and/or
shareholders. The nature of the
78
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
transactions was limited to performing certain management and
administrative functions for the related entities, commissions
for real estate sales, leased office space and purchased product
for use in the hotels and restaurants from related entities. The
total aggregate value of these transactions in 2006, 2005 and
2004 was $0.5 million, $0.3 million and
$0.4 million, respectively.
During 2006, 2005 and 2004, the Company held certain cash and
investment accounts in a bank and had notes payable to the same
bank. The banks chairman and chief executive officer is a
member of Red Lions board of directors. At
December 31, 2006 and 2005, total cash and investments held
were approximately $0.5 million and $0.5 million,
respectively, with outstanding notes payable totaling
approximately $3.4 million and $7.9 million,
respectively. Net interest expense of $0.5 million,
$0.2 million and $0.2 million, respectively, related
to an outstanding note payable to this bank was recorded during
2006, 2005 and 2004. Additionally, up until the sale of the real
estate management business in April 2006, as discussed further
in Note 4, the Company managed the banks corporate
office building under the terms of a management agreement.
Aggregate management fees received from this agreement during
2006, 2005 and 2004, were approximately $0.3 million.
|
|
15.
|
Employee
Defined Contribution Plan
|
The Company maintains the Red Lion Hotels Corporation Amended
and Restated Retirement and Savings Plan to which it and
substantially all employees may contribute. The Company makes
contributions of up to 3% of an employees compensation
based on a vesting schedule and eligibility requirements set
forth in the plan document. During 2006, 2005 and 2004, the
Company made contributions to the plan of approximately
$0.4 million, $0.4 million and $0.4 million,
respectively.
|
|
16.
|
Fair
Value of Financial Instruments
|
The estimated fair values of financial instruments of continuing
operations are as indicated below (in thousands). The carrying
amounts for cash and cash equivalents, current investments,
accounts receivable, current liabilities and variable rate
long-term debt are reasonable estimates of their fair values.
The fair value of fixed-rate long-term debt is estimated based
on the discounted value of contractual cash flows using the
estimated rates currently offered for debt with similar
remaining maturities. The debentures are valued at the closing
price on December 29, 2006, of the underlying trust
preferred securities, as discussed in Note 7, on the New
York Stock Exchange, plus the face value of the debenture amount
representing the trust common securities held by us.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
|
Carrying
|
|
|
Fair
|
|
|
Carrying
|
|
|
Fair
|
|
|
|
Amount
|
|
|
Value
|
|
|
Amount
|
|
|
Value
|
|
|
Financial assets:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents and
restricted cash
|
|
$
|
16,018
|
|
|
$
|
16,018
|
|
|
$
|
17,336
|
|
|
$
|
17,336
|
|
Current investments
|
|
$
|
7,635
|
|
|
$
|
7,635
|
|
|
$
|
14,800
|
|
|
$
|
14,800
|
|
Accounts receivable
|
|
$
|
9,309
|
|
|
$
|
9,309
|
|
|
$
|
8,637
|
|
|
$
|
8,637
|
|
Financial liabilities:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Current liabilities, excluding debt
|
|
$
|
25,908
|
|
|
$
|
25,908
|
|
|
$
|
22,629
|
|
|
$
|
22,629
|
|
Long-term debt
|
|
$
|
85,272
|
|
|
$
|
83,221
|
|
|
$
|
121,995
|
|
|
$
|
119,274
|
|
Debentures
|
|
$
|
30,825
|
|
|
$
|
32,403
|
|
|
$
|
47,423
|
|
|
$
|
48,987
|
|
The fair values provided above are not necessarily indicative of
the amounts the Company could realize in a current market
exchange. In addition, potential income tax ramifications
related to the realization of gains and losses that would be
incurred in an actual sale or settlement have not been taken
into consideration.
79
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
As of December 31, 2006, the Company had three operating
segments hotels, franchise and management and
entertainment. The other segment consists primarily
of miscellaneous revenues and expenses, cash and cash
equivalents, certain receivables and certain property and
equipment which are not specifically associated with an
operating segment. Management reviews and evaluates the
operating segments exclusive of interest expense; therefore, it
has not been allocated to the segments.
The Company has historically owned certain commercial properties
and has also engaged in traditional real estate related
services, including developing, managing and acting as a broker
for sales and leases of commercial and
multi-unit
residential properties (collectively referred to as the real
estate management business). Together, these operations
comprised the real estate segment. Effective April 30,
2006, the Company divested the real estate management business.
In addition, consistent with company strategy of divesting
non-core assets, during the fourth quarter of 2006 the Company
listed one of its two remaining wholly-owned commercial real
estate properties for sale and have classified its results of
operations within discontinued operations for all periods
presented. Further, the remaining operations of that segment has
been reclassified to Other for 2006 and for all
comparative periods, where appropriate. For additional
information with regard to discontinued operations, see
Note 3.
The franchise and management segment had intra-segment revenues
with the hotels segment for management fees which were
eliminated in the consolidated financial statements. Likewise,
the entertainment segment had inter-segment revenues which were
eliminated in the consolidated financial statements. Management
reviews and evaluates the operations of all of its segments
including the inter-segment and intra-segment revenues. All
balances have been presented after the elimination of
inter-segment and intra-segment revenues.
80
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
Selected information with respect to the segments is as follows
for continuing operations (in thousands):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Revenues:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
154,817
|
|
|
$
|
146,125
|
|
|
$
|
142,424
|
|
Franchise and management
|
|
|
2,853
|
|
|
|
2,860
|
|
|
|
2,575
|
|
Entertainment
|
|
|
10,791
|
|
|
|
9,827
|
|
|
|
11,615
|
|
Other
|
|
|
1,907
|
|
|
|
4,241
|
|
|
|
5,350
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
170,368
|
|
|
$
|
163,053
|
|
|
$
|
161,964
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income
(loss):
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
15,568
|
|
|
$
|
12,415
|
|
|
$
|
10,757
|
|
Franchise and management
|
|
|
1,083
|
|
|
|
1,424
|
|
|
|
680
|
|
Entertainment
|
|
|
1,168
|
|
|
|
970
|
|
|
|
735
|
|
Other
|
|
|
(4,511
|
)
|
|
|
(3,360
|
)
|
|
|
(999
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
13,308
|
|
|
$
|
11,449
|
|
|
$
|
11,173
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capital expenditures:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
29,792
|
|
|
$
|
19,422
|
|
|
$
|
13,080
|
|
Franchise and management
|
|
|
230
|
|
|
|
1,214
|
|
|
|
503
|
|
Entertainment
|
|
|
227
|
|
|
|
705
|
|
|
|
187
|
|
Other
|
|
|
1,834
|
|
|
|
260
|
|
|
|
160
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
32,083
|
|
|
$
|
21,601
|
|
|
$
|
13,930
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and
amortization:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
10,651
|
|
|
$
|
9,837
|
|
|
$
|
8,630
|
|
Franchise and management
|
|
|
943
|
|
|
|
325
|
|
|
|
306
|
|
Entertainment
|
|
|
511
|
|
|
|
461
|
|
|
|
427
|
|
Other
|
|
|
578
|
|
|
|
460
|
|
|
|
765
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
12,683
|
|
|
$
|
11,083
|
|
|
$
|
10,128
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Identifiable assets:
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotels
|
|
$
|
252,207
|
|
|
$
|
237,643
|
|
|
$
|
257,119
|
|
Franchise and management
|
|
|
36,415
|
|
|
|
31,022
|
|
|
|
13,234
|
|
Entertainment
|
|
|
5,259
|
|
|
|
5,797
|
|
|
|
10,699
|
|
Other
|
|
|
43,018
|
|
|
|
41,580
|
|
|
|
14,568
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
336,899
|
|
|
$
|
316,042
|
|
|
$
|
295,620
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
81
RED LION
HOTELS CORPORATION
NOTES TO
CONSOLIDATED FINANCIAL
STATEMENTS (Continued)
|
|
18.
|
Earnings
(Loss) Per Share
|
The following table presents a reconciliation of the numerators
and denominators used in the basic and diluted earnings (loss)
per common share computations for the years ended
December 31, 2006, 2005 and 2004 (in thousands, except per
share amounts):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year Ended December 31,
|
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
Numerator basic and
diluted:
|
|
|
|
|
|
|
|
|
|
|
|
|
Net loss from continuing operations
|
|
$
|
(520
|
)
|
|
$
|
(977
|
)
|
|
$
|
(626
|
)
|
Income (loss) on discontinued
operations
|
|
|
(55
|
)
|
|
|
5,472
|
|
|
|
(5,659
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss)
|
|
|
(575
|
)
|
|
|
4,495
|
|
|
|
(6,285
|
)
|
Preferred stock dividend
|
|
|
|
|
|
|
|
|
|
|
(377
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss applicable to common
shareholders
|
|
$
|
(575
|
)
|
|
$
|
4,495
|
|
|
$
|
(6,662
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Denominator:
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average
shares basic and diluted
|
|
|
16,666
|
|
|
|
13,105
|
|
|
|
13,049
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Earnings (loss) per common
share basic and diluted:
|
|
|
|
|
|
|
|
|
|
|
|
|
Loss applicable to common
shareholders before discontinued operations
|
|
$
|
(0.03
|
)
|
|
$
|
(0.08
|
)
|
|
$
|
(0.08
|
)
|
Income (loss) on discontinued
operations
|
|
$
|
(0.00
|
)
|
|
$
|
0.42
|
|
|
$
|
(0.43
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) applicable to common
shareholders
|
|
$
|
(0.03
|
)
|
|
$
|
0.34
|
|
|
$
|
(0.51
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(a) |
|
At December 31, 2006, 2005 and 2004, the effect of
converting OP Units would be anti-dilutive and the units
are therefore excluded from the above calculation. |
|
(b) |
|
At December 31, 2006, 2005 and 2004, 1,256,874, 1,219,520
and 1,089,938 options to purchase common shares, respectively,
were outstanding. The effect of the shares that would be issued
upon exercise of these options would be anti-dilutive and
therefore excluded from the above calculations. |
|
(c) |
|
Convertible notes are excluded from the above calculation for
2005 and 2004 as they were anti-dilutive. The notes were repaid
in December 2006. |
82
|
|
Item 9.
|
Changes
in and Disagreements with Accountants on Accounting and
Financial Disclosures
|
None.
|
|
Item 9A.
|
Controls
and Procedures
|
Evaluation
of Disclosure Controls and Procedures
As of December 31, 2006, we carried out an evaluation,
under the supervision and with the participation of our
management, including the Chief Executive Officer
(CEO) and our Chief Financial Officer
(CFO), of the effectiveness of the design and
operation of our disclosure controls and procedures. Based on
that evaluation, our management, including the CEO and CFO,
concluded that our disclosure controls and procedures were
effective to ensure that material information required to be
disclosed by us in the reports filed or submitted by us under
the Securities Exchange Act of 1934 is recorded, processed,
summarized and reported within time periods specified in
Securities and Exchange Commission rules and forms.
There were no changes in internal control over financial
reporting, as defined in Exchange Act
Rules 13a-15(f)
and
15d-15(f),
during the fourth fiscal quarter that has materially affected,
or is reasonably likely to materially affect, our internal
controls over financial reporting.
Managements
Annual Report on Internal Control over Financial
Reporting
Management is responsible for establishing and maintaining
adequate internal control over our financial reporting, which is
designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of
financial statements for external purposes in accordance with
generally accepted accounting principles in the United States of
America.
Because of its inherent limitations, any system of internal
controls over financial reporting, no matter how well designed,
may not prevent or detect misstatements due to the possibility
that a control can be circumvented or overridden or that
misstatements due to error or fraud may occur that are not
detected. Also, because of changes in conditions, internal
control effectiveness may vary over time.
Management assessed the effectiveness of our internal control
over financial reporting as of December 31, 2006, using
criteria established in Internal Control-Integrated Framework
issued by the Committee of Sponsoring Organizations of the
Treadway Commission (COSO) and concluded that we
have maintained effective internal control over financial
reporting as of December 31, 2006, based on these criteria.
For purposes of evaluating internal controls over financial
reporting, management determined that the internal controls over
financial reporting of the Kalispell Center Mall and Hotel
(Kalispell), of which Red Lion Hotels Corporation
acquired the remaining 50% ownership interest in December 2006,
would be excluded from the internal control assessment as of
December 31, 2006, as permitted by the rules and
regulations of the Securities and Exchange Commission. In
December 2006, the 50% ownership interest in Kalispell was
acquired for an aggregate purchase price of approximately
$2.0 million in cash and a $3.3 million note payable
due in 2008. Kalispell contributed approximately 1.7% of the
Companys total revenue during 2006 and accounted for
approximately 4.9% of total assets at December 31, 2006.
Our internal control over financial reporting as of
December 31, 2006, and our assessment of the effectiveness
of our internal control over financial reporting as of
December 31, 2006, have been audited by BDO Seidman, LLP,
an independent registered public accounting firm, as stated in
the report which is included herein.
There have been no changes in our internal control over
financial reporting during our most recent fiscal quarter that
have materially affected, or are reasonably likely to materially
affect, our internal control over financial reporting.
83
Report of
Independent Registered Public Accounting Firm
Board of Directors and Stockholders
Red Lion Hotels Corporation
Spokane, Washington
We have audited managements assessment, included in the
accompanying Item 9A, Managements Annual Report on
Internal Control over Financial Reporting, that Red Lion Hotels
Corporation maintained effective internal control over financial
reporting as of December 31, 2006, based on criteria
established in Internal Control-Integrated Framework
issued by the Committee of Sponsoring Organizations of the
Treadway Commission (the COSO criteria). Red Lion Hotel
Corporations management is responsible for maintaining
effective internal control over financial reporting and for its
assessment of the effectiveness of internal control over
financial reporting. Our responsibility is to express an opinion
on managements assessment and an opinion on the
effectiveness of the companys internal control over
financial reporting based on our audit.
We conducted our audit in accordance with the standards of the
Public Company Accounting Oversight Board (United States). Those
standards require that we plan and perform the audit to obtain
reasonable assurance about whether effective internal control
over financial reporting was maintained in all material
respects. Our audit included obtaining an understanding of
internal control over financial reporting, evaluating
managements assessment, testing and evaluating the design
and operating effectiveness of internal control, and performing
such other procedures as we considered necessary in the
circumstances. We believe that our audit provides a reasonable
basis for our opinion.
A companys internal control over financial reporting is a
process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of
financial statements for external purposes in accordance with
generally accepted accounting principles. A companys
internal control over financial reporting includes those
policies and procedures that (1) pertain to the maintenance
of records that, in reasonable detail, accurately and fairly
reflect the transactions and dispositions of the assets of the
company; (2) provide reasonable assurance that transactions
are recorded as necessary to permit preparation of financial
statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company
are being made only in accordance with authorizations of
management and directors of the company; and (3) provide
reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use, or disposition of the
companys assets that could have a material effect on the
financial statements.
Because of its inherent limitations, internal control over
financial reporting may not prevent or detect misstatements.
Also, projections of any evaluation of effectiveness to future
periods are subject to the risk that controls may become
inadequate because of changes in conditions, or that the degree
of compliance with the policies or procedures may deteriorate.
As indicated in the accompanying Managements Report on
Internal Control Over Financial Reporting, managements
assessment of and conclusion on the effectiveness of internal
control over financial reporting did not include controls of
Kalispell Center Mall and Hotel, which the Company acquired the
remaining 50% outstanding ownership interest on
December 19, 2006, and which is included in the
consolidated balance sheets of Red Lion Hotels Corporation as of
December 31, 2006 and 2005, and the related consolidated
statements of income, changes in stockholders equity, and
cash flows for the years then ended. Kalispell Center Mall and
Hotel constituted 4.9% of total assets as of December 31,
2006, and 1.7% of revenues for the year then ended. Management
did not assess the effectiveness of internal control over
financial reporting of the Kalispell Center Mall and Hotel
because of the timing of the acquisition which was completed on
December 19, 2006. Our audit of the effectiveness of the
Companys internal control over financial reporting also
did not include an evaluation of the internal control over
financial reporting of the Kalispell Center Mall and Hotel.
In our opinion, managements assessment that Red Lion
Hotels Corporation maintained effective internal control over
financial reporting as of December 31, 2006, is fairly
stated, in all material respects, based on the COSO criteria.
Also in our opinion, Red Lion Hotels Corporation maintained, in
all material respects, effective internal control over financial
reporting as of December 31, 2006, based on the COSO
criteria.
84
As discussed in Note 10 to the consolidated financial
statements, the Company adopted Statement of Financial
Accounting Standards No. 123(R), Share-Based Payment, as of
January 1, 2006.
We have also audited, in accordance with the standards of the
Public Company Accounting Oversight Board (United States), the
consolidated balance sheets of Red Lion Hotels Corporation as of
December 31, 2006 and 2005, and the related consolidated
statements of income, changes in stockholders equity, and
cash flows for each of the three years in the period ended
December 31, 2006, and our report dated March 12,
2007, expressed an unqualified opinion thereon.
BDO Seidman, LLP
Spokane, Washington
March 12, 2007
|
|
Item 9B.
|
Other
Information
|
Not applicable.
PART III
|
|
Item 10.
|
Directors
and Executive Officers and Corporate Governance
|
A portion of the information required by this item is contained
in, and incorporated by reference from, the proxy statement for
our 2006 Annual Meeting of Shareholders under the captions
Proposal 1: Election of Directors,
Section 16(a) Beneficial Ownership Reporting
Compliance and Corporate Governance. We make
available free of charge on our website (www.redlion.com) the
charters of all of the standing committees of our board of
directors (including those of the audit, nominating and
corporate governance and compensation committees), the code of
business conduct and ethics for our directors, officers and
employees, and our corporate governance guidelines. We will
furnish copies of these documents to any shareholder upon
written request sent to our General Counsel,
201 W. North River Drive, Suite 100, Spokane,
Washington
99201-2293.
See Item 4A of this Annual Report on
Form 10-K
for information regarding our directors and executive officers.
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Item 11.
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Executive
Compensation
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The information required by this Item is contained in, and
incorporated by reference from, the Proxy Statement for our 2007
Annual Meeting of Shareholders under the caption Executive
Compensation.
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Item 12.
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Security
Ownership of Certain Beneficial Owners and Management and
Related Stockholder Matters
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A portion of the information required by this item is contained
in, and incorporated by reference from, the Proxy Statement for
our 2007 Annual Meeting of Shareholders under the captions
Security Ownership of Certain Beneficial Owners and
Management.
See Item 5 of this Annual Report on
Form 10-K
for information regarding our equity compensation plans.
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Item 13.
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Certain
Relationships and Related Transactions, and Director
Independence
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The information required by this item is contained, and
incorporated by reference from, the Proxy Statement for our 2007
Annual Meeting of Shareholders under the caption Certain
Relationships and Related Transactions, and Director
Independence.
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Item 14.
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Principal
Accountant Fees and Services
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The information required by this item is contained, and
incorporated by reference from, the Proxy Statement for our 2007
Annual Meeting of Shareholders under the caption Principal
Accountant Fees and Services.
85
PART IV
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Item 15.
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Exhibits
and Financial Statement Schedules
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List of documents filed as part of this report:
1. Index to Red Lion Hotels Corporation financial
statements:
2. Index to financial statement schedules:
All schedules for which provisions are made in the applicable
accounting regulations of the Securities and Exchange Commission
are not required under the related instructions or are
inapplicable or the information is contained in the Financial
Statements and therefore has been omitted.
3. Index to exhibits:
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Exhibit
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Number
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Description
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3
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.1(1)
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Amended and Restated Articles of
Incorporation
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3
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.2(2)
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Amended and Restated By-Laws
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4
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.1(3)
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Specimen Common Stock Certificate
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4
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.2(4)
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Certificate of Trust of Red Lion
Hotels Capital Trust
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4
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.3(4)
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Declaration of Trust of Red Lion
Hotels Capital Trust
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4
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.4(5)
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Amended and Restated Declaration
of Trust of Red Lion Hotels Capital Trust
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4
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.5(5)
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Indenture for 9.5% Junior
Subordinated Debentures Due February 24, 2044
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4
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.6(5)
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Form of Certificate for 9.5%
Trust Preferred Securities (Liquidation Amount of
$25 per Trust Preferred Security) of Red Lion Hotels
Capital Trust (included in Exhibit 4.4 as
Exhibit A-1)
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4
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.7(5)
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Form of 9.5% Junior Subordinated
Debenture Due February 24, 2044 (included in
Exhibit 4.5 as Exhibit A)
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4
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.8(5)
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Trust Preferred Securities
Guarantee Agreement dated February 24, 2004
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4
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.9(5)
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Trust Common Securities Guarantee
Agreement dated February 24, 2004
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Executive Compensation Plans
and Agreements
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10
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.1(6)
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Employee Stock Purchase Plan
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10
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.2(7)
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1998 Stock Incentive Plan
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10
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.3(8)
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Form of Restricted Stock Award
Agreement for the 1998 Stock Incentive Plan
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10
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.4(9)
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Form of Notice of Grant of Stock
Options and Option Agreement for the 1998 Stock Incentive Plan
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10
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.5(10)
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2006 Stock Incentive Plan
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10
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.6(11)
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Form of Restricted Stock Unit
Agreement Notice of Grant for the 2006 Stock
Incentive Plan
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10
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.7(12)
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Form of Notice of Grant of Stock
Options and Option Agreement for the 2006 Stock Incentive Plan
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10
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.8(8)
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Employment Agreement dated
March 1, 1998 between the Registrant and David M. Bell
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10
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.9(13)
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Executive Employment Agreement
dated April 13, 2003 between the Registrant and Arthur M.
Coffey
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10
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.10(12)
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Executive Employment Agreement
dated August 10, 2006 between the Registrant and Anthony F.
Dombrowik
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10
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.11(12)
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Executive Employment Agreement
dated August 10, 2006 between the Registrant and
Thomas McKeirnan
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86
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Exhibit
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Number
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Description
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10
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.12(14)
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Executive Employment Agreement
dated November 22, 2004 between the Registrant and Anupam
Narayan
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10
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.13(15)
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Executive Employment Agreement
dated July 24, 2006 between the Registrant and John M.
Taffin
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10
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.15
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Summary Sheet for Director
Compensation and Executive Cash Compensation and Performance
Criteria Under Executive Officers Variable Pay Plan
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Other Material
Contracts
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10
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.16(17)
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Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1977
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10
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.17(4)
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First Amendment dated
January 1, 1998 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.18(4)
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Second Amendment dated
April 20, 1998 to Amended and Restated Agreement of Limited
Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.19(4)
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Third Amendment dated
April 28, 1998 to Amended and Restated Agreement of Limited
Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.20(4)
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Fourth Amendment dated
May 14, 1999 to Amended and Restated Agreement of Limited
Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.21(4)
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Fifth Amendment dated
January 1, 2000 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.22(4)
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Sixth Amendment dated
June 30, 2000 to Amended and Restated Agreement of Limited
Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.23(4)
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Seventh Amendment dated
January 1, 2001 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.24(18)
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Eighth Amendment dated
September 20, 2005 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.25(18)
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Ninth Amendment dated
September 20, 2005 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.26(19)
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Tenth Amendment dated
September 20, 2005 to Amended and Restated Agreement of
Limited Partnership of Red Lion Hotels Limited Partnership dated
November 1, 1997
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10
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.27(18)
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Registration Rights Agreement
dated February 2, 2006 between the Registrant and Dunson
Ridpath Hotel Associates Limited Partnership
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10
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.28(20)
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Purchase and Sale Agreement dated
December 17, 1999 with respect to WC Coast Holdings, Inc.
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10
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.29(20)
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Membership Interest Purchase
Agreement dated December 17, 1999 with respect to October
Hotel Investors, LLC
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10
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.30(20)
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First Amendment dated
December 30, 1999 to Membership Interest Purchase Agreement
with respect to October Hotel Investors, LLC
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10
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.31(4)
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Fixed Rate Note effective as of
June 14, 2001, in the original principal amount of
$36,050,000 issued by WHC809, LLC, a Delaware limited liability
company indirectly controlled by the Registrant, to Morgan
Guaranty Trust Company of New York
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10
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.32(21)
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Deed Of Trust and Security
Agreement effective as of June 14, 2001, with WHC809,
LLC, as grantor, and Morgan Guaranty Trust Company of New York,
as beneficiary
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10
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.33(22)
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Promissory Note dated effective as
of June 27, 2003, in the original principal amount of
$5,100,000 issued by WHC807, LLC, a Delaware limited liability
company indirectly controlled by the Registrant
(WHC807), to Column Financial, Inc.
(Column) (the WHC807 Promissory Note).
Nine other Delaware limited liability companies indirectly
controlled by the Registrant (the Other LLCs)
simultaneously issued nine separate Promissory Notes to Column
in an aggregate original principal amount of $50,100,000 and
otherwise on terms and conditions substantially similar to those
of the WHC807 Promissory Note (these Promissory Notes and their
respective issuers and principal amounts are identified in
Exhibit D to the Deed of Trust, Assignment of Leases and
Rents, Security Agreement and Fixture Filing filed as
Exhibit 10.34)
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87
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Exhibit
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Number
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Description
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10
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.34(22)
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Deed of Trust, Assignment of
Leases and Rents, Security Agreement and Fixture Filing dated
effective as of June 27, 2003, with WHC807 as grantor and
Column as beneficiary (the WHC807 Deed of Trust).
Each of the Other LLCs simultaneously executed a separate Deed
of Trust, Assignment of Leases and Rents, Security Agreement and
Fixture Filing as grantor with Column as beneficiary and
otherwise on terms and conditions substantially similar to those
of the WHC807 Deed of Trust (these nine other documents and
their respective grantors and the respective parcels of real
property encumbered thereby are identified in Exhibit E to
the WHC807 Deed of Trust)
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10
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.35(22)
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Indemnity and Guaranty Agreement
dated effective as of June 27, 2003, between the Registrant
and Column with respect to the WHC807 Promissory Note and the
WHC807 Deed of Trust. The Registrant and Column have entered
into nine separate Indemnity and Guaranty Agreements on
substantially similar terms and conditions with respect to the
Other LLCs Promissory Notes and Deeds of Trust,
Assignments of Leases and Rents, Security Agreements and Fixture
Filings referred to in Exhibits 10.33 and 10.34,
respectively
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10
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.36(23)
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First Amended and Restated Credit
Agreement dated February 1, 2005 between the Registrant and
Wells Fargo Bank, N.A.
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10
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.37(24)
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Second Amendment and Restated
Credit Agreement dated February 1, 2006 between the
Registrant and Wells Fargo Bank, N.A.
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10
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.38(25)
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Credit Agreement dated
September 13, 2006 among the Registrant, Calyon New York
Branch, Sole Lead Arranger and Administrative Agent, KeyBank
National Association, Documentation Agent, CIBC, Inc., Union
Bank of California, N.A. and Wells Fargo Bank, N.A.
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21
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List of Subsidiaries of Red Lion
Hotels Corporation
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23
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Consent of BDO Seidman, LLP
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31
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.1
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Certification of principal
executive officer pursuant to Exchange Act
Rule 13a-14(a)
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31
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.2
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Certification of principal
financial officer pursuant to Exchange Act
Rule 13a-14(a)
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32
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.1
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Certification of principal
executive officer pursuant to Exchange Act
Rule 13a-14(b)
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32
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.2
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Certification of principal
financial officer pursuant to Exchange Act
Rule 13a-14(b)
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Footnotes
to index to exhibits:
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(1) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on September 20, 2005. |
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(2) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-K
filed by us on March 31, 2003. |
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(3) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form S-3/A
filed by us on May 15, 2006. |
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(4) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form S-1
filed by us on November 4, 2003. |
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(5) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on March 19, 2004. |
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(6) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form S-1
filed by us on January 20, 1998. |
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(7) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on May 15, 2001. |
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(8) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form S-1/A
filed by us on March 10, 1998. |
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(9) |
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Previously filed with the Securities and Exchange Commission as
an exhibit the
Form 8-K
filed by us on November 15, 2005. |
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(10) |
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Previously filed with the Securities and Exchange Commission as
an appendix to the Schedule 14A filed by us on
April 20, 2006. |
88
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(11) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on November 22, 2006. |
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(12) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on August 14, 2006. |
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(13) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on August 14, 2003. |
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(14) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on November 22, 2004. |
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(15) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on July 26, 2006. |
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(16) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on March 23, 2005. |
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(17) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form S-1/A
filed by us on February 27, 1998. |
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(18) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on February 8, 2006. |
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(19) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on February 22, 2006. |
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(20) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on January 19, 2000. |
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(21) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on August 14, 2001. |
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(22) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 10-Q
filed by us on August 14, 2003. |
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(23) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on February 15, 2005. |
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(24) |
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Previously filed with the Securities and Exchange Commission as
an exhibit the
Form 10-K
filed by us on April 3, 2006. |
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(25) |
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Previously filed with the Securities and Exchange Commission as
an exhibit to the
Form 8-K
filed by us on September 18, 2006. |
89
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the
Securities Exchange Act of 1934, the registrant has duly caused
this report to be signed on its behalf by the undersigned,
thereunto duly authorized.
RED LION HOTELS CORPORATION
Registrant
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Signature
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Title
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Date
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By:
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/s/ ARTHUR
M. COFFEY
Arthur
M. Coffey
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President, Chief Executive Officer
and Director (Principal Executive Officer)
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March 15, 2007
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By:
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/s/ ANUPAM
NARAYAN
Anupam
Narayan
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Executive Vice President, Chief
Investment Officer and Chief Financial Officer (Principal
Financial Officer)
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March 15, 2007
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By:
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/s/ ANTHONY
F.
DOMBROWIK
Anthony
F. Dombrowik
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Senior Vice President, Corporate
Controller (Principal Accounting Officer)
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March 15, 2007
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By:
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/s/ DONALD
K. BARBIERI
Donald
K. Barbieri
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Chairman of the Board of Directors
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March 15, 2007
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By:
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/s/ RICHARD
L. BARBIERI
Richard
L. Barbieri
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Director
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March 15, 2007
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By:
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/s/ RYLAND
P. DAVIS
Ryland
P. Davis
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Director
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March 15, 2007
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By:
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/s/ JON
E. ELIASSEN
Jon
E. Eliassen
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Director
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March 15, 2007
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By:
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/s/ PETER
F. STANTON
Peter
F. Stanton
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Director
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March 15, 2007
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By:
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/s/ RONALD
R. TAYLOR
Ronald
R. Taylor
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Director
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March 15, 2007
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90