Starwood 2012 Annual Report Download - page 104
Download and view the complete annual report
Please find page 104 of the 2012 Starwood annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.-
1 -
2
-
3
-
4
-
5
-
6
-
7
-
8
-
9
-
10
-
11
-
12
-
13
-
14
-
15
-
16
-
17
-
18
-
19
-
20
-
21
-
22
-
23
-
24
-
25
-
26
-
27
-
28
-
29
-
30
-
31
-
32
-
33
-
34
-
35
-
36
-
37
-
38
-
39
-
40
-
41
-
42
-
43
-
44
-
45
-
46
-
47
-
48
-
49
-
50
-
51
-
52
-
53
-
54
-
55
-
56
-
57
-
58
-
59
-
60
-
61
-
62
-
63
-
64
-
65
-
66
-
67
-
68
-
69
-
70
-
71
-
72
-
73
-
74
-
75
-
76
-
77
-
78
-
79
-
80
-
81
-
82
-
83
-
84
-
85
-
86
-
87
-
88
-
89
-
90
-
91
-
92
-
93
-
94 -
95 -
96 -
97 -
98 -
99 -
100 -
101 -
102 -
103 -
104 -
105 -
106 -
107 -
108 -
109 -
110 -
111 -
112 -
113 -
114 -
115
-
116
-
117
-
118
-
119
-
120
-
121
-
122
-
123
-
124
-
125
-
126
-
127
-
128
-
129
-
130
-
131
-
132
-
133
-
134
-
135
-
136
-
137
-
138
-
139
-
140
-
141
-
142
-
143
-
144
-
145
-
146
-
147
-
148
-
149
-
150
-
151
-
152
-
153
-
154
-
155
-
156
-
157
-
158
-
159
-
160
-
161
-
162
-
163
-
164
-
165
-
166
-
167
-
168
-
169
-
170
-
171
-
172
-
173
-
174
-
175
-
176
-
177
-
178
-
179
-
180
-
181
-
182
-
183
-
184
-
185
-
186
-
187
-
188
-
189
-
190
-
191
-
192
-
193
-
194
-
195
-
196
-
197
-
198
-
199
-
200
-
201
-
202
-
203
-
204
-
205
-
206
-
207
-
208
-
209
-
210
 |
 |
our primary business objective is to maximize earnings and cash flow by increasing the number of our hotel
management contracts and franchise agreements; selling VOIs; and investing in real estate assets where there is a
strategic rationale for doing so, which may include selectively acquiring interests in additional assets and
disposing of non-core hotels (including hotels where the return on invested capital is not adequate) and “trophy”
assets that may be sold at significant premiums. We plan to meet these objectives by leveraging our global
system, broad customer base and other resources and by taking advantage of our scale to reduce costs. The
implementation of our strategy and financial planning is impacted by the uncertainty relating to geopolitical and
economic environments around the world and its consequent impact on travel.
Following the sale of a significant number of our hotels in the past few years, as of December 31, 2012, we
own or lease 53 hotels as follows:
Hotel Location Rooms
U.S. Hotels:
The St. Regis Hotel, San Francisco San Francisco, CA 260
The St. Regis Bal Harbour Resort Bal Harbour, FL 243
The St. Regis New York New York, NY 229
The Phoenician, Scottsdale Scottsdale, AZ 643
W New York – Times Square New York, NY 509
W New Orleans New Orleans, LA 410
W New Orleans – French Quarter New Orleans, LA 98
The Westin Peachtree Plaza, Atlanta Atlanta, GA 1,068
The Westin Maui Resort & Spa, Ka’anapali Maui, HI 759
The Westin San Francisco Airport San Francisco, CA 397
The Westin St. John Resort & Villas St. John, Virgin Islands 175
Sheraton Kauai Resort Koloa, HI 394
Sheraton Suites Philadelphia Airport Philadelphia, PA 251
Sheraton Steamboat Resort Steamboat Springs, CO 208
Aloft San Francisco Airport Millbrae, CA 252
Aloft Lexington (a) Lexington, MA 136
Aloft Philadelphia Airport Philadelphia, PA 136
Element Lexington (a) Lexington, MA 123
Four Points by Sheraton Philadelphia Airport Philadelphia, PA 177
Four Points by Sheraton Tucson University (b) Tucson, AZ 150
The Tremont Chicago Hotel at Magnificent Mile Chicago, IL 135
(a) These hotels were classified in assets held for sale, net, as of December 31, 2012, and we completed the sale
of these hotels in January 2013 (see Note 6).
(b) As of December 31, 2012, this hotel is undergoing a conversion to the Aloft Tucson University.
5