Live Nation Entertainment Reports Second Quarter 2016 Financial Results
LOS ANGELES, July 28, 2016 /PRNewswire-HISPANIC PR WIRE/ — Live Nation Entertainment (NYSE: LYV) today released financial results for the three and six months ended June 30, 2016.
Live Nation delivered accelerated growth in the second quarter, with revenue up 23%, operating income up 76%, adjusted operating income, or AOI, up 28%, and free cash flow up 22%. Each of our core divisions – concerts, advertising and ticketing – contributed to this strong performance, with revenue and AOI up double digits in each business.
Our concerts business is our flywheel, attracting 19 million fans to shows globally in the quarter, which in turn also drove AOI growth in our ticketing, advertising and on-site businesses.
We have built the industry’s most scalable and unparalleled live platform, bringing over 500 million fans in 40 countries to live events each year. With concert and ticketing sales running well ahead of last year, we are confident that 2016 will be another record year of results for Live Nation overall and for each of our core divisions.
Concerts Global Platform Growth
Starting with the concerts business, through mid-July we have sold over 50 million tickets for our concerts that take place this year, pacing 17% ahead of this point last year. As a result, in the second quarter we grew revenue by 26%, operating income by $25 million and AOI by 61% in our concerts business. We continue to be by far the leading promoter in the world, having created a business model that is effective at attracting artists from the club to the stadium level, enabling us to then make money in our high margin on-site, ticketing and advertising businesses.
This year we are growing our concerts business across all dimensions, with an 18% increase in confirmed stadium, arena and amphitheater show count for the year, while also adding more festivals to our portfolio and continuing to expand our club and theater business. This growth is being delivered both in North America and internationally, with each projecting mid- to high-single digit growth in fan attendance for the full year.
We have continued to expand our global portfolio, and are now promoting concerts in 40 countries globally. In the past quarter we added The Governors Ball Music Festival in New York, Parklife Festival outside London, and secured the long-term management of the Palais Theatre in Melbourne, the city’s most iconic concert venue.
At the same time we are seeing the benefits from improving the on-site fan experience. For the quarter, we delivered double-digit growth in net revenue per fan at our amphitheaters, increasing our contribution margin by over $2 per fan. Coming on top of last year’s growth of 80 cents per fan, we are seeing the results from improving our food and beverage offering and expanding our products to provide more options for high-end customers.
And our artist managers continue to be strategic to our overall business, providing a strong global pipeline of shows and supporting our growth initiatives.
Sponsorship & Advertising Delivered Continued Growth
In the sponsorship & advertising business, we continued delivering strong growth for the quarter, with revenue up 17%, operating income up 9% and AOI up 12%.
Live Nation’s ongoing success in growing its high margin sponsorship & advertising business is based on its unique scale and breadth in the live experience space. No other advertising platform can match our 60 million on-site engaged fans along with 80 million monthly unique visitors to our websites, and over 500 million direct connections with fans attending events each year. From festivals to branded content to exclusive access to tickets and events, the combined Live Nation concerts and Ticketmaster platforms reach an audience at a level no other league or online company can match.
As a result, through mid-July, contracted net revenue, our key leading indicator for sponsorship & advertising, is up 16% and we have sold over 85% of our planned sponsorship & advertising for the year. And because of our platform’s unique positioning and demonstrated effectiveness, our major sponsors continue to renew and expand their commitment to Live Nation and its platform. As of the end of the second quarter, we had roughly 50 sponsors projected to spend over $1 million with us this year, with a cumulative spend growth of 18% to over $200 million for the year.
With both sponsorship and online advertising increasing year-on-year, and a strong pipeline of committed business, at this point we are confident that we will deliver AOI growth this year consistent with the past several years.
Ticketmaster Marketplace Continues to Grow
Ticketmaster is the leading global ticketing marketplace, with over $25 billion in total global gross transaction value, or GTV, annually for all tickets processed, and after adding five more countries this quarter we now operate in 27 countries worldwide. This quarter we extended our leadership with 14% growth in total global GTV to $5.7 billion. Our secondary product has delivered GTV growth of over 20% for the ninth consecutive quarter, and it is up 49% year-on-year in the second quarter, to over $300 million. These then drove Ticketmaster revenue growth of 23%, operating income growth of 28% and AOI growth of 20% for the quarter.
One key component for continuing Ticketmaster’s growth is opening our marketplace to sell tickets on other distribution platforms, driving increased conversion and tapping into additional fan bases. Through the deployment of APIs with key partners such as Facebook, BandsinTown and Broadway.com, along with traditional distribution partners such as Groupon, we increased sales by 30% in the first half to more than 5 million tickets. Going forward, we see these and other distribution partners, including teams and artists, as a key way to extend our reach and continue selling more tickets powered by Ticketmaster.
And another key part of our growth has been building out our overall portfolio of ticketing products to super-serve specialized vertical segments, notably with Front Gate ticketing serving festivals and TicketWeb serving music clubs. Through these leading platforms in their respective segments, we have been able to deliver the tailored product of a specialist while leveraging the overall power of the Ticketmaster marketplace, selling more tickets and better serving our fans. With this strategy, so far this year in North America we have grown the GTV for our festival segment by 31% and club business by 12%.
Underlying this success is the continued expansion of our venue client base. During the quarter, we added nearly 400 new clients globally, making us confident that for the seventh consecutive year we will have a net renewal rate of over 100%. With the TM ONE software platform in full rollout, we are delivering an improved workflow for the venues while at the same time selling more tickets, pricing them better, and reducing Ticketmaster’s cost base. As a result of all this, in 2016 we have already had five of the top ten GTV months globally in Ticketmaster’s history.
As well as Ticketmaster has done this year, I have even greater expectations going forward. Every one of our ticketing verticals has tremendous runway for global growth. We now have a technology platform which enables us to deploy web and app products faster and more flexibly, and opening our platform is powering even more sales. This, combined with a strengthening value proposition to our growing base of venue clients, positions Ticketmaster for ongoing growth.
Summary
After our strong performance in the first half of the year, we expect 2016 to be another year of growth and record results for the company. Based on our leading indicators in concerts, sponsorship & advertising, and ticketing, we expect revenue and AOI growth in each of these businesses and overall for Live Nation this year.
Michael Rapino
President and Chief Executive Officer
Live Nation Entertainment, Inc.
Data above listed as “Mid-July” is as of July 18, 2016.
The company will webcast a teleconference today at 5:00 p.m. Eastern Time to discuss its financial performance. Interested parties should visit the Events & Webcasts section of the company’s website at investors.livenationentertainment.com to listen to the webcast. Supplemental statistical and financial information to be provided on the call, if any, will be available under the Reports section at the same link. A replay of the webcast will also be available on the Live Nation website.
About Live Nation Entertainment:
Live Nation Entertainment, Inc. (NYSE: LYV), or Live Nation, is the world’s leading live entertainment company comprised of global market leaders: Ticketmaster, Live Nation Concerts, Live Nation Media & Sponsorship and Artist Nation Management. For additional information, visit investors.livenationentertainment.com.
|
FINANCIAL HIGHLIGHTS – 2ND QUARTER |
|||||||||||||||||
|
(unaudited; $ in millions) |
|||||||||||||||||
|
Q2 2016 |
Q2 2015 |
Growth |
Q2 2016 |
Growth |
|||||||||||||
|
Revenue |
|||||||||||||||||
|
Concerts |
$ |
1,597.8 |
$ |
1,268.4 |
26 |
% |
$ |
1,614.2 |
27 |
% |
|||||||
|
Sponsorship & Advertising |
95.2 |
81.1 |
17 |
% |
96.5 |
19 |
% |
||||||||||
|
Ticketing |
443.3 |
360.2 |
23 |
% |
447.0 |
24 |
% |
||||||||||
|
Artist Nation |
86.7 |
87.8 |
(1) |
% |
88.2 |
* |
|||||||||||
|
Other & Eliminations |
(43.7) |
(31.7) |
(38) |
% |
(43.7) |
(38) |
% |
||||||||||
|
$ |
2,179.3 |
$ |
1,765.8 |
23 |
% |
$ |
2,202.2 |
25 |
% |
||||||||
|
Operating Income (Loss) |
|||||||||||||||||
|
Concerts |
$ |
18.8 |
$ |
(5.8) |
* |
$ |
19.3 |
* |
|||||||||
|
Sponsorship & Advertising |
59.1 |
54.3 |
9 |
% |
59.6 |
10 |
% |
||||||||||
|
Ticketing |
46.8 |
36.5 |
28 |
% |
46.6 |
28 |
% |
||||||||||
|
Artist Nation |
(16.0) |
(16.3) |
2 |
% |
(15.8) |
3 |
% |
||||||||||
|
Other & Eliminations |
(4.2) |
0.4 |
* |
(4.2) |
* |
||||||||||||
|
Corporate |
(30.3) |
(26.9) |
(13) |
% |
(30.3) |
(13) |
% |
||||||||||
|
$ |
74.2 |
$ |
42.2 |
76 |
% |
$ |
75.2 |
78 |
% |
||||||||
|
Adjusted Operating Income (Loss) |
|||||||||||||||||
|
Concerts |
$ |
60.2 |
$ |
37.3 |
61 |
% |
$ |
61.2 |
64 |
% |
|||||||
|
Sponsorship & Advertising |
63.8 |
56.9 |
12 |
% |
64.3 |
13 |
% |
||||||||||
|
Ticketing |
87.5 |
73.2 |
20 |
% |
87.8 |
20 |
% |
||||||||||
|
Artist Nation |
(1.8) |
(3.2) |
44 |
% |
(1.5) |
53 |
% |
||||||||||
|
Other & Eliminations |
(3.6) |
(0.1) |
* |
(3.6) |
* |
||||||||||||
|
Corporate |
(25.0) |
(22.4) |
(12) |
% |
(25.0) |
(12) |
% |
||||||||||
|
$ |
181.1 |
$ |
141.7 |
28 |
% |
$ |
183.2 |
29 |
% |
||||||||
|
* percentages are not meaningful |
|
FINANCIAL HIGHLIGHTS – 6 MONTHS |
|||||||||||||||||
|
(unaudited; $ in millions) |
|||||||||||||||||
|
6 Months |
6 Months |
Growth |
6 Months |
Growth |
|||||||||||||
|
Revenue |
|||||||||||||||||
|
Concerts |
$ |
2,278.8 |
$ |
1,891.6 |
20 |
% |
$ |
2,309.6 |
22 |
% |
|||||||
|
Sponsorship & Advertising |
152.8 |
133.2 |
15 |
% |
155.3 |
17 |
% |
||||||||||
|
Ticketing |
849.1 |
735.8 |
15 |
% |
859.5 |
17 |
% |
||||||||||
|
Artist Nation |
161.8 |
165.8 |
(2) |
% |
163.6 |
(1) |
% |
||||||||||
|
Other & Eliminations |
(55.5) |
(40.3) |
(38) |
% |
(55.6) |
(38) |
% |
||||||||||
|
$ |
3,387.0 |
$ |
2,886.1 |
17 |
% |
$ |
3,432.4 |
19 |
% |
||||||||
|
Operating Income (Loss) |
|||||||||||||||||
|
Concerts |
$ |
(30.4) |
$ |
(48.4) |
37 |
% |
$ |
(31.1) |
36 |
% |
|||||||
|
Sponsorship & Advertising |
84.4 |
80.7 |
5 |
% |
85.7 |
6 |
% |
||||||||||
|
Ticketing |
82.1 |
70.8 |
16 |
% |
82.0 |
16 |
% |
||||||||||
|
Artist Nation |
(33.4) |
(32.4) |
(3) |
% |
(33.5) |
(3) |
% |
||||||||||
|
Other & Eliminations |
(5.9) |
(0.8) |
* |
(5.9) |
* |
||||||||||||
|
Corporate |
(55.9) |
(51.6) |
(8) |
% |
(55.9) |
(8) |
% |
||||||||||
|
$ |
40.9 |
$ |
18.3 |
* |
$ |
41.3 |
* |
||||||||||
|
Adjusted Operating Income (Loss) |
|||||||||||||||||
|
Concerts |
$ |
46.9 |
$ |
25.6 |
83 |
% |
$ |
47.2 |
84 |
% |
|||||||
|
Sponsorship & Advertising |
94.4 |
85.7 |
10 |
% |
95.7 |
12 |
% |
||||||||||
|
Ticketing |
169.6 |
151.6 |
12 |
% |
170.8 |
13 |
% |
||||||||||
|
Artist Nation |
(5.5) |
(8.0) |
31 |
% |
(5.3) |
34 |
% |
||||||||||
|
Other & Eliminations |
(5.9) |
(1.7) |
* |
(5.9) |
* |
||||||||||||
|
Corporate |
(45.1) |
(41.9) |
(8) |
% |
(45.1) |
(8) |
% |
||||||||||
|
$ |
254.4 |
$ |
211.3 |
20 |
% |
$ |
257.4 |
22 |
% |
||||||||
|
* percentages are not meaningful |
As of June 30, 2016, total cash and cash equivalents were $1.5 billion, which includes $606 million in ticketing client cash and $148 million in free cash. Event-related deferred revenue was $1.15 billion as of June 30, 2016, compared to $1.03 billion as of the same date in 2015. We currently expect capital expenditures for the year to be between approximately $175 million and $180 million, with approximately 60% to be revenue generating capital expenditures. In addition, we expect the amortization of nonrecoupable ticketing contract advances for 2016 full year to be in line with the total amount in 2015.
|
KEY OPERATING METRICS |
|||||||||||
|
Three Months Ended |
Six Months Ended |
||||||||||
|
June 30, |
June 30, |
||||||||||
|
2016 |
2015 |
2016 |
2015 |
||||||||
|
Concerts (1) |
|||||||||||
|
Estimated events: |
|||||||||||
|
North America |
4,441 |
4,382 |
7,896 |
7,819 |
|||||||
|
International |
2,236 |
1,961 |
4,655 |
3,668 |
|||||||
|
Total estimated events |
6,677 |
6,343 |
12,551 |
11,487 |
|||||||
|
Estimated fans (rounded): |
|||||||||||
|
North America |
12,101,000 |
10,754,000 |
16,962,000 |
16,221,000 |
|||||||
|
International |
6,878,000 |
4,740,000 |
11,013,000 |
7,893,000 |
|||||||
|
Total estimated fans |
18,979,000 |
15,494,000 |
27,975,000 |
24,114,000 |
|||||||
|
Ticketing (2) |
|||||||||||
|
Number of tickets sold (in thousands) |
40,220 |
36,788 |
80,911 |
74,733 |
|||||||
|
(1) |
Events generally represent a single performance by an artist. Fans generally represent the number of people who attend an event. Festivals are counted as one event in the quarter in which the festival begins, but the number of fans is based on the days the fans were present at the festival and thus can be reported across multiple quarters. Events and fan attendance metrics are estimated each quarter. |
|
(2) |
The number of tickets sold includes primary tickets only. This metric includes tickets sold during the period regardless of event timing except for our own events where our concert promoters control ticketing which are reported as the events occur. The total number of tickets sold reported above for the three months ended June 30, 2016 and 2015 excludes approximately 61 million and 61 million, respectively, and for the six months ended June 30, 2016 and 2015 excludes approximately 136 million and 133 million, respectively, of tickets sold using our Ticketmaster systems, through season seat packages and our venue clients’ box offices, for which we do not receive a fee. |
|
Reconciliation of Non-GAAP Measures to Their Most Directly Comparable GAAP Measures (Unaudited) |
|||||||
|
Reconciliation of Adjusted Operating Income (Loss) to Free Cash Flow |
|||||||
|
($ in millions) |
Q2 2016 |
Q2 2015 |
|||||
|
Adjusted operating income |
$ |
181.1 |
$ |
141.7 |
|||
|
Less: Cash interest expense — net |
(19.1) |
(19.0) |
|||||
|
Cash taxes |
(14.2) |
(13.1) |
|||||
|
Maintenance capital expenditures |
(23.2) |
(14.9) |
|||||
|
Distributions to noncontrolling interests — net |
(6.7) |
(5.5) |
|||||
|
Distributions from (contributions to) investments in nonconsolidated affiliates |
(5.1) |
3.2 |
|||||
|
Free cash flow |
$ |
112.8 |
$ |
92.4 |
|||
|
Revenue generating capital expenditures |
(29.5) |
(22.9) |
|||||
|
Net |
$ |
83.3 |
$ |
69.5 |
|||
|
($ in millions) |
6 Months 2016 |
6 Months 2015 |
|||||
|
Adjusted operating income |
$ |
254.4 |
$ |
211.3 |
|||
|
Less: Cash interest expense — net |
(43.9) |
(42.5) |
|||||
|
Cash taxes |
(20.2) |
(17.8) |
|||||
|
Maintenance capital expenditures |
(37.6) |
(30.2) |
|||||
|
Distributions to noncontrolling interests — net |
(22.2) |
(9.4) |
|||||
|
Distributions from (contributions to) investments in nonconsolidated affiliates |
(7.9) |
5.9 |
|||||
|
Free cash flow |
$ |
122.6 |
$ |
117.3 |
|||
|
Revenue generating capital expenditures |
(39.6) |
(33.3) |
|||||
|
Net |
$ |
83.0 |
$ |
84.0 |
|||
|
Reconciliation of Cash and Cash Equivalents to Free Cash |
||||
|
($ in millions) |
June 30, |
|||
|
Cash and cash equivalents |
$ |
1,512.1 |
||
|
Client cash |
(605.7) |
|||
|
Deferred revenue — event-related |
(1,152.0) |
|||
|
Accrued artist fees |
(65.0) |
|||
|
Collections on behalf of others |
(19.9) |
|||
|
Prepaid expenses — event-related |
478.4 |
|||
|
Free cash |
$ |
147.9 |
||
Forward-Looking Statements, Non-GAAP Financial Measures and Reconciliations:
Certain statements in this press release constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements include, but are not limited to, statements regarding expected revenue and adjusted operating income growth in 2016 for the company overall and for each of its businesses, including anticipated adjusted operating income growth in the company’s sponsorship and advertising business consistent with the past several years; projected mid- to high-single digit growth in concert fan attendance for the full year in North America and internationally; and the company’s future expectations for its Ticketmaster business, including the potential for global growth in all ticketing verticals. Live Nation wishes to caution you that there are some known and unknown factors that could cause actual results to differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements, including but not limited to operational challenges in achieving strategic objectives and executing on the company’s plans, the risk that the company’s markets do not evolve as anticipated, the potential impact of any economic slowdown and operational challenges associated with selling tickets and staging events.
Live Nation refers you to the documents it files from time to time with the U.S. Securities and Exchange Commission, or SEC, specifically the section titled “Item 1A. Risk Factors” of the company’s most recent Annual Report filed on Form 10-K, and Quarterly Reports on Form 10-Q and its Current Reports on Form 8-K, which contain and identify other important factors that could cause actual results to differ materially from those contained in the company’s projections or forward-looking statements. You are cautioned not to place undue reliance on these forward-looking statements which speak only as of the date on which they are made. All subsequent written and oral forward-looking statements by or concerning Live Nation are expressly qualified in their entirety by the cautionary statements above. Live Nation does not undertake any obligation to publicly update or revise any forward-looking statements because of new information, future events or otherwise.
This press release contains certain non-GAAP financial measures as defined by SEC Regulation G. A reconciliation of each such measure to its most directly comparable GAAP financial measure, together with an explanation of why management believes that these non-GAAP financial measures provide useful information to investors, is provided herein.
Adjusted Operating Income (Loss), or AOI, is a non-GAAP financial measure that we define as operating income (loss) before acquisition expenses (including transaction costs, changes in the fair value of accrued acquisition-related contingent consideration arrangements, acquisition-related severance and compensation), depreciation and amortization (including goodwill impairment), loss (gain) on disposal of operating assets and certain stock-based compensation expense. We use AOI to evaluate the performance of our operating segments. We believe that information about AOI assists investors by allowing them to evaluate changes in the operating results of our portfolio of businesses separate from non-operational factors that affect net income, thus providing insights into both operations and the other factors that affect reported results. AOI is not calculated or presented in accordance with GAAP. A limitation of the use of AOI as a performance measure is that it does not reflect the periodic costs of certain amortizing assets used in generating revenue in our business. Accordingly, AOI should be considered in addition to, and not as a substitute for, operating income (loss), net income (loss), and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, AOI as presented herein may not be comparable to similarly titled measures of other companies.
Constant Currency is a non-GAAP financial measure. We calculate currency impacts as the difference between current period activity translated using the current period’s currency exchange rates and the comparable prior period’s currency exchange rates. We present constant currency information to provide a framework for assessing how our underlying businesses performed excluding the effect of foreign currency rate fluctuation.
Free Cash Flow is a non-GAAP financial measure that the company defines as AOI less maintenance capital expenditures, less net cash interest expense, less cash taxes, less net distributions to noncontrolling interest partners, plus distributions from investments in nonconsolidated affiliates net of contributions. The company uses free cash flow, among other measures, to evaluate the ability of its operations to generate cash that is available for purposes other than maintenance capital expenditures. The company believes that information about free cash flow provides investors with an important perspective on the cash available to service debt and make acquisitions. Free cash flow is not calculated or presented in accordance with GAAP. A limitation of the use of free cash flow as a performance measure is that it does not necessarily represent funds available for operations and is not necessarily a measure of the company’s ability to fund its cash needs. Accordingly, free cash flow should be considered in addition to, and not as a substitute for, operating income (loss) and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, free cash flow as presented herein may not be comparable to similarly titled measures of other companies.
Free Cash is a non-GAAP financial measure that the company defines as cash and cash equivalents less ticketing-related client funds, less event-related deferred revenue, less accrued expenses due to artists and cash collected on behalf of others, plus event-related prepaids. The company uses free cash as a proxy for how much cash it has available to, among other things, optionally repay debt balances, make acquisitions and fund revenue generating capital expenditures. Free cash is not calculated or presented in accordance with GAAP. A limitation of the use of free cash as a performance measure is that it does not necessarily represent funds available from operations and it is not necessarily a measure of our ability to fund our cash needs. Accordingly, free cash should be considered in addition to, and not as a substitute for, cash and cash equivalents and other measures of financial performance reported in accordance with GAAP. Furthermore, this measure may vary among other companies; thus, free cash as presented herein may not be comparable to similarly titled measures of other companies.
|
Reconciliations of Non-GAAP Measures to Their Most Directly Comparable GAAP Measures (Unaudited) |
|||||||||||||||||||||||||||||||
|
Reconciliation of Adjusted Operating Income (Loss) to Operating Income (Loss) |
|||||||||||||||||||||||||||||||
|
($ in millions) |
Adjusted |
Foreign |
Adjusted |
Non-cash and |
Loss (gain) |
Depreciation |
Acquisition |
Operating |
|||||||||||||||||||||||
|
Three Months Ended June 30, 2016 |
|||||||||||||||||||||||||||||||
|
Concerts |
$ |
61.2 |
$ |
1.0 |
$ |
60.2 |
$ |
1.9 |
$ |
(0.3) |
$ |
35.6 |
$ |
4.2 |
$ |
18.8 |
|||||||||||||||
|
Sponsorship & Advertising |
64.3 |
0.5 |
63.8 |
0.3 |
— |
4.4 |
— |
59.1 |
|||||||||||||||||||||||
|
Ticketing |
87.8 |
0.3 |
87.5 |
0.6 |
— |
39.9 |
0.2 |
46.8 |
|||||||||||||||||||||||
|
Artist Nation |
(1.5) |
0.3 |
(1.8) |
1.0 |
— |
14.2 |
(1.0) |
(16.0) |
|||||||||||||||||||||||
|
Other and Eliminations |
(3.6) |
— |
(3.6) |
— |
— |
0.4 |
0.2 |
(4.2) |
|||||||||||||||||||||||
|
Corporate |
(25.0) |
— |
(25.0) |
4.4 |
— |
1.0 |
(0.1) |
(30.3) |
|||||||||||||||||||||||
|
Total Live Nation |
$ |
183.2 |
$ |
2.1 |
$ |
181.1 |
$ |
8.2 |
$ |
(0.3) |
$ |
95.5 |
$ |
3.5 |
$ |
74.2 |
|||||||||||||||
|
Three Months Ended June 30, 2015 |
|||||||||||||||||||||||||||||||
|
Concerts |
$ |
37.3 |
$ |
— |
$ |
37.3 |
$ |
1.9 |
$ |
(0.1) |
$ |
40.0 |
$ |
1.3 |
$ |
(5.8) |
|||||||||||||||
|
Sponsorship & Advertising |
56.9 |
— |
56.9 |
0.4 |
— |
2.2 |
— |
54.3 |
|||||||||||||||||||||||
|
Ticketing |
73.2 |
— |
73.2 |
0.6 |
— |
35.6 |
0.5 |
36.5 |
|||||||||||||||||||||||
|
Artist Nation |
(3.2) |
— |
(3.2) |
1.2 |
— |
10.8 |
1.1 |
(16.3) |
|||||||||||||||||||||||
|
Other and Eliminations |
(0.1) |
— |
(0.1) |
— |
— |
(0.5) |
— |
0.4 |
|||||||||||||||||||||||
|
Corporate |
(22.4) |
— |
(22.4) |
4.0 |
— |
0.5 |
— |
(26.9) |
|||||||||||||||||||||||
|
Total Live Nation |
$ |
141.7 |
$ |
— |
$ |
141.7 |
$ |
8.1 |
$ |
(0.1) |
$ |
88.6 |
$ |
2.9 |
$ |
42.2 |
|||||||||||||||
|
Six Months Ended June 30, 2016 |
|||||||||||||||||||||||||||||||
|
Concerts |
$ |
47.2 |
$ |
0.3 |
$ |
46.9 |
$ |
3.7 |
$ |
(0.4) |
$ |
67.2 |
$ |
6.8 |
$ |
(30.4) |
|||||||||||||||
|
Sponsorship & Advertising |
95.7 |
1.3 |
94.4 |
0.6 |
— |
9.4 |
— |
84.4 |
|||||||||||||||||||||||
|
Ticketing |
170.8 |
1.2 |
169.6 |
1.6 |
— |
85.7 |
0.2 |
82.1 |
|||||||||||||||||||||||
|
Artist Nation |
(5.3) |
0.2 |
(5.5) |
2.2 |
— |
26.6 |
(0.9) |
(33.4) |
|||||||||||||||||||||||
|
Other and Eliminations |
(5.9) |
— |
(5.9) |
0.1 |
— |
(0.3) |
0.2 |
(5.9) |
|||||||||||||||||||||||
|
Corporate |
(45.1) |
— |
(45.1) |
8.9 |
0.1 |
1.8 |
— |
(55.9) |
|||||||||||||||||||||||
|
Total Live Nation |
$ |
257.4 |
$ |
3.0 |
$ |
254.4 |
$ |
17.1 |
$ |
(0.3) |
$ |
190.4 |
$ |
6.3 |
$ |
40.9 |
|||||||||||||||
|
Six Months Ended June 30, 2015 |
|||||||||||||||||||||||||||||||
|
Concerts |
$ |
25.6 |
$ |
— |
$ |
25.6 |
$ |
3.8 |
$ |
0.2 |
$ |
69.2 |
$ |
0.8 |
$ |
(48.4) |
|||||||||||||||
|
Sponsorship & Advertising |
85.7 |
— |
85.7 |
0.9 |
— |
4.1 |
— |
80.7 |
|||||||||||||||||||||||
|
Ticketing |
151.6 |
— |
151.6 |
1.5 |
(0.2) |
78.9 |
0.6 |
70.8 |
|||||||||||||||||||||||
|
Artist Nation |
(8.0) |
— |
(8.0) |
2.6 |
— |
20.8 |
1.0 |
(32.4) |
|||||||||||||||||||||||
|
Other and Eliminations |
(1.7) |
— |
(1.7) |
— |
— |
(0.9) |
— |
(0.8) |
|||||||||||||||||||||||
|
Corporate |
(41.9) |
— |
(41.9) |
8.8 |
— |
1.0 |
(0.1) |
(51.6) |
|||||||||||||||||||||||
|
Total Live Nation |
$ |
211.3 |
$ |
— |
$ |
211.3 |
$ |
17.6 |
$ |
— |
$ |
173.1 |
$ |
2.3 |
$ |
18.3 |
|||||||||||||||
|
LIVE NATION ENTERTAINMENT, INC. |
|||||||
|
CONSOLIDATED BALANCE SHEETS |
|||||||
|
(unaudited) |
|||||||
|
June 30, |
December 31, |
||||||
|
(in thousands) |
|||||||
|
ASSETS |
|||||||
|
Current assets |
|||||||
|
Cash and cash equivalents |
$ |
1,512,099 |
$ |
1,303,125 |
|||
|
Accounts receivable, less allowance of $18,216 and $17,168, respectively |
634,562 |
452,600 |
|||||
|
Prepaid expenses |
779,743 |
496,226 |
|||||
|
Other current assets |
43,548 |
36,364 |
|||||
|
Total current assets |
2,969,952 |
2,288,315 |
|||||
|
Property, plant and equipment |
|||||||
|
Land, buildings and improvements |
822,761 |
840,032 |
|||||
|
Computer equipment and capitalized software |
511,693 |
505,233 |
|||||
|
Furniture and other equipment |
242,079 |
233,271 |
|||||
|
Construction in progress |
85,720 |
47,684 |
|||||
|
1,662,253 |
1,626,220 |
||||||
|
Less accumulated depreciation |
949,441 |
894,938 |
|||||
|
712,812 |
731,282 |
||||||
|
Intangible assets |
|||||||
|
Definite-lived intangible assets, net |
810,418 |
777,763 |
|||||
|
Indefinite-lived intangible assets |
369,001 |
369,317 |
|||||
|
Goodwill |
1,670,676 |
1,604,315 |
|||||
|
Other long-term assets |
510,567 |
385,249 |
|||||
|
Total assets |
$ |
7,043,426 |
$ |
6,156,241 |
|||
|
LIABILITIES AND EQUITY |
|||||||
|
Current liabilities |
|||||||
|
Accounts payable, client accounts |
$ |
710,087 |
$ |
662,941 |
|||
|
Accounts payable |
103,722 |
58,607 |
|||||
|
Accrued expenses |
778,101 |
686,664 |
|||||
|
Deferred revenue |
1,347,953 |
618,640 |
|||||
|
Current portion of long-term debt, net |
44,918 |
42,352 |
|||||
|
Other current liabilities |
38,653 |
32,002 |
|||||
|
Total current liabilities |
3,023,434 |
2,101,206 |
|||||
|
Long-term debt, net |
1,985,190 |
2,002,662 |
|||||
|
Long-term deferred income taxes |
198,617 |
199,472 |
|||||
|
Other long-term liabilities |
127,887 |
142,267 |
|||||
|
Commitments and contingent liabilities |
|||||||
|
Redeemable noncontrolling interests |
292,516 |
263,715 |
|||||
|
Stockholders’ equity |
|||||||
|
Common stock |
2,024 |
2,020 |
|||||
|
Additional paid-in capital |
2,412,928 |
2,428,566 |
|||||
|
Accumulated deficit |
(1,083,176) |
(1,075,111) |
|||||
|
Cost of shares held in treasury |
(6,865) |
(6,865) |
|||||
|
Accumulated other comprehensive loss |
(136,404) |
(111,657) |
|||||
|
Total Live Nation stockholders’ equity |
1,188,507 |
1,236,953 |
|||||
|
Noncontrolling interests |
227,275 |
209,966 |
|||||
|
Total equity |
1,415,782 |
1,446,919 |
|||||
|
Total liabilities and equity |
$ |
7,043,426 |
$ |
6,156,241 |
|||
|
LIVE NATION ENTERTAINMENT, INC. |
|||||||||||||||
|
CONSOLIDATED STATEMENTS OF OPERATIONS |
|||||||||||||||
|
(unaudited) |
|||||||||||||||
|
Three Months Ended |
Six Months Ended |
||||||||||||||
|
2016 |
2015 |
2016 |
2015 |
||||||||||||
|
(in thousands except share and per share data) |
|||||||||||||||
|
Revenue |
$ |
2,179,258 |
$ |
1,765,777 |
$ |
3,386,974 |
$ |
2,886,089 |
|||||||
|
Operating expenses: |
|||||||||||||||
|
Direct operating expenses |
1,605,688 |
1,279,099 |
2,389,891 |
2,000,388 |
|||||||||||
|
Selling, general and administrative expenses |
374,826 |
329,570 |
712,040 |
643,702 |
|||||||||||
|
Depreciation and amortization |
95,424 |
88,571 |
190,379 |
173,112 |
|||||||||||
|
Gain on disposal of operating assets |
(279) |
(76) |
(254) |
(37) |
|||||||||||
|
Corporate expenses |
29,440 |
26,368 |
54,049 |
50,614 |
|||||||||||
|
Operating income |
74,159 |
42,245 |
40,869 |
18,310 |
|||||||||||
|
Interest expense |
25,284 |
25,650 |
50,716 |
51,013 |
|||||||||||
|
Interest income |
(650) |
(394) |
(1,206) |
(1,959) |
|||||||||||
|
Equity in losses (earnings) of nonconsolidated affiliates |
305 |
367 |
(287) |
(2,613) |
|||||||||||
|
Other expense (income), net |
7,353 |
(8,500) |
(1,194) |
12,528 |
|||||||||||
|
Income (loss) before income taxes |
41,867 |
25,122 |
(7,160) |
(40,659) |
|||||||||||
|
Income tax expense |
5,406 |
4,910 |
12,333 |
5,655 |
|||||||||||
|
Net income (loss) |
36,461 |
20,212 |
(19,493) |
(46,314) |
|||||||||||
|
Net income (loss) attributable to noncontrolling interests |
(1,280) |
5,156 |
(12,716) |
(3,091) |
|||||||||||
|
Net income (loss) attributable to common stockholders of Live Nation |
$ |
37,741 |
$ |
15,056 |
$ |
(6,777) |
$ |
(43,223) |
|||||||
|
Basic and diluted net income (loss) per common share available to common stockholders of Live Nation |
$ |
0.13 |
$ |
0.06 |
$ |
(0.16) |
$ |
(0.25) |
|||||||
|
Weighted average common shares outstanding: |
|||||||||||||||
|
Basic |
201,896,009 |
200,767,811 |
201,796,075 |
200,463,314 |
|||||||||||
|
Diluted |
208,601,733 |
208,778,589 |
201,796,075 |
200,463,314 |
|||||||||||
|
Reconciliation to net income (loss) available to common stockholders of Live Nation: |
|||||||||||||||
|
Net income (loss) attributable to common stockholders of Live Nation |
$ |
37,741 |
$ |
15,056 |
$ |
(6,777) |
$ |
(43,223) |
|||||||
|
Accretion of redeemable noncontrolling interests |
(11,292) |
(3,105) |
(24,628) |
(6,993) |
|||||||||||
|
Basic and diluted net income (loss) available to common stockholders of Live Nation |
$ |
26,449 |
$ |
11,951 |
$ |
(31,405) |
$ |
(50,216) |
|||||||
|
LIVE NATION ENTERTAINMENT, INC. |
|||||||
|
CONSOLIDATED STATEMENTS OF CASH FLOWS |
|||||||
|
(unaudited) |
|||||||
|
Six Months Ended |
|||||||
|
2016 |
2015 |
||||||
|
(in thousands) |
|||||||
|
CASH FLOWS FROM OPERATING ACTIVITIES |
|||||||
|
Net loss |
$ |
(19,493) |
$ |
(46,314) |
|||
|
Reconciling items: |
|||||||
|
Depreciation |
67,482 |
63,705 |
|||||
|
Amortization |
122,897 |
109,407 |
|||||
|
Deferred income tax benefit |
(2,708) |
(1,415) |
|||||
|
Amortization of debt issuance costs, discounts and premium, net |
5,199 |
5,301 |
|||||
|
Non-cash compensation expense |
17,144 |
17,562 |
|||||
|
Other, net |
1,845 |
(494) |
|||||
|
Changes in operating assets and liabilities, net of effects of acquisitions and dispositions: |
|||||||
|
Increase in accounts receivable |
(171,670) |
(122,058) |
|||||
|
Increase in prepaid expenses and other assets |
(407,450) |
(317,566) |
|||||
|
Increase in accounts payable, accrued expenses and other liabilities |
186,888 |
33,936 |
|||||
|
Increase in deferred revenue |
710,841 |
620,412 |
|||||
|
Net cash provided by operating activities |
510,975 |
362,476 |
|||||
|
CASH FLOWS FROM INVESTING ACTIVITIES |
|||||||
|
Advances and collections of notes receivable, net |
(4,513) |
(14,136) |
|||||
|
Investments made in nonconsolidated affiliates |
(13,508) |
(11,023) |
|||||
|
Purchases of property, plant and equipment |
(78,880) |
(67,344) |
|||||
|
Cash paid for acquisitions, net of cash acquired |
(122,318) |
(69,244) |
|||||
|
Other, net |
(191) |
(2,194) |
|||||
|
Net cash used in investing activities |
(219,410) |
(163,941) |
|||||
|
CASH FLOWS FROM FINANCING ACTIVITIES |
|||||||
|
Payments on long-term debt |
(18,640) |
(17,170) |
|||||
|
Distributions to noncontrolling interests |
(22,211) |
(9,370) |
|||||
|
Purchases and sales of noncontrolling interests, net |
(16,559) |
(9,491) |
|||||
|
Proceeds from exercise of stock options |
743 |
13,015 |
|||||
|
Payments for deferred and contingent consideration |
(3,732) |
(4,125) |
|||||
|
Other, net |
(8,695) |
(5,221) |
|||||
|
Net cash used in financing activities |
(69,094) |
(32,362) |
|||||
|
Effect of exchange rate changes on cash and cash equivalents |
(13,497) |
(22,383) |
|||||
|
Net increase in cash and cash equivalents |
208,974 |
143,790 |
|||||
|
Cash and cash equivalents at beginning of period |
1,303,125 |
1,382,029 |
|||||
|
Cash and cash equivalents at end of period |
$ |
1,512,099 |
$ |
1,525,819 |
|||
Toyota Celebrates Lollapalooza’s 25-Year Music Extravaganza by Adding an Extra Hour to the Day
CHICAGO, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — Remember the first time you went to Lollapalooza? The extravaganza turned 25 this year, and to help celebrate the milestone anniversary, Toyota hosted the 25th Hour (#25thHour), a surprise concert featuring breakthrough Grammy-nominated recording artist Leon Bridges and Outkast rapper Big Boi. The exclusive, pop-up concert was accessible only to Lollapalooza festival-goers who used Toyota’s limited-time “golden ticket” Snapchat geo-filter.
Photo – http://photos.prnewswire.com/prnh/20160801/394565
Logo – http://photos.prnewswire.com/prnh/20160801/394608LOGO
Toyota’s innovative invitation strategy marks the first instance of a Snapchat geo-filter being used to qualify entrance for an event. The private concert – hosted at Venue SIX10 and featuring a fleet of Toyotas for safe rides home – was the culmination of Toyota’s Lollapalooza presence. The Toyota Music experience – an interactive engagement featuring an array of vehicles and music-inspired activities at the Toyota Music Den, a special stage for up-and-coming artists performing short sets last weekend.
“What better way to celebrate Lollapalooza’s 25th year than by adding an extra hour of music with an amazing talent like Leon Bridges,” said Florence Drakton, social media marketing manager for Toyota. “We used Snapchat filters in a unique way to invite guests to our pop-up concert — ones who share Toyota’s same passion for music.”
Joining Toyota on the musical journey were Singer and actress Becky G., singer and composer Carla Morrison, dance music duo Adventure Club, and social media photographer Bryant Eslava, who are sharing their experiences through an immersive 360 video and a photo series titled Becoming Lolla, which aims to narrate the history of Lollapalooza from its inception through the 25th Hour.
Additionally, as part of an ongoing partnership with VH1 Save the Music, Toyota brought back a distinctive interactive installation that has travelled to several music festivals throughout the U.S. in 2016. The art piece invites festivalgoers and artists to write their answer to: “What Does Music Mean to You?” Festivalgoers can share their participation in the activation space via social media using #ToyotaGiving to show their support, while simultaneously increasing music education awareness. At the end of the festival run, grants will be presented to three schools in the Chicago area.
“We’re grateful to the VH1 Save the Music Foundation for continually supporting music education and feel honored to give back to the Chicago community in support of the arts,” said Tyler McBride, engagement marketing manager for Toyota.
Lollapalooza is the fifth installment of the 2016 Toyota Music experience. The interactive on-site activation launched at the Stagecoach festival in April and continued at the Country 500, Sasquatch and Firefly Music festivals. It will culminate in October at the Voodoo Music + Arts Experience in New Orleans.
About Toyota
Toyota (NYSE:TM), the world’s top automaker and creator of the Prius and the Mirai fuel cell vehicle, is committed to advancing mobility through our Toyota and Lexus brands. Over the past 50 years, we’ve produced more than 30 million cars and trucks in North America, where we operate 14 manufacturing plants (10 in the U.S.) and directly employ more than 44,000 people (more than 34,000 in the U.S.). Our 1,800 North American dealerships (1,500 in the U.S.) sold more than 2.8 million cars and trucks (nearly 2.5 million in the U.S.) in 2015 – and about 80 percent of all Toyota vehicles sold over the past 20 years are still on the road today.
Toyota partners with community, civic, academic, and governmental organizations to address our society’s most pressing mobility challenges. We share company resources and extensive know-how to support non-profits to help expand their ability to assist more people move more places. For more information about Toyota, visit www.toyotanewsroom.com.
ACEP Takes Issue With Media Reports That Blame Emergency Patients For Puerto Rico’s Fiscal Crisis
WASHINGTON, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — The American College of Emergency Physicians (ACEP) and its Puerto Rico Chapter today jointly took issue with recent media reports blaming emergency patients for seeking care and for contributing to an ongoing fiscal crisis in the U.S. Territory ⎯ saying the statements put patients at risk.
“We need to provide alternatives for patients before blaming them for seeking emergency care,” said Fernando Soto, MD, FACEP, president of Puerto Rico ACEP. “Many people in Puerto Rico are not able to get timely appointments with primary care physicians, let alone medical specialists. Some people also are seeking emergency care because they have the symptoms of an emergency, but it turns out they do not have medical emergencies. These people still should seek emergency care, because how are they supposed to know? Patients should not be put in the position of having to diagnose themselves. If you think you’re having the symptoms of a medical emergency, seek emergency care.”
Dr. Soto also took issue with using hospital admission statistics as a gauge for whether emergency visits were appropriate.
“There are many medical conditions, such as broken bones and some breathing issues, which require emergency care, but in many cases do not require hospitalization,” said Dr. Soto. “In fact, it can save money if an emergency physician can treat and safely discharge patients from the emergency department without admitting them to the hospital. Emergency patients, when asked about whether they’ve attempted to contact their primary care physician answer that they did but could not resolve their issues or get follow up care. Many patients also are sent by the primary care physicians themselves.”
In addition, Dr. Soto said that urgent care centers could be good options for minor medical conditions, but are not substitutes for emergency care. Nearly three-quarters of emergency physicians responding to an ACEP poll ⎯ including ones in Puerto Rico ⎯ said they treat patients every day that ended up in the ER after first seeking help in urgent care centers that were not equipped to care for them. Many people may feel they are saving time or money by going first to urgent care, but in instances of serious illness, that loss of time can be dangerous.
According to the Centers for Disease Control and Prevention (CDC), 96 percent of emergency patients need medical treatment within 24 hours.
Emergency Care or Urgent Care? http://www.emergencycareforyou.org/uploadedFiles/HealthTopics/About_Emergencies/WhereGoMedCare.pdf
Warning Signs of a Medical Emergency: http://www.emergencycareforyou.org/Emergency-101/Is-it-an-Emergency-/
ACEP is the national medical specialty society representing emergency medicine. ACEP is committed to advancing emergency care through continuing education, research and public education. Headquartered in Dallas, Texas, ACEP has 53 chapters representing each state, as well as Puerto Rico and the District of Columbia.
Logo – http://photos.prnewswire.com/prnh/20100616/DC22034LOGO-d
Texas home sales, prices continue strong gains in the second quarter of 2016
AUSTIN, Texas, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — Texas home sales and prices experienced strong gains in the second quarter of 2016, according to the 2016-Q2 Texas Quarterly Housing Report released today by the Texas Association of Realtors.
“The last few months have been one of the strongest starts to the summer selling season in the history of Texas real estate,” said Leslie Rouda Smith, chairman of the Texas Association of Realtors. “Texas homes of all types and price classes are in high demand. This is especially true for homes priced under $200,000, which are often preferred by first-time homebuyers but also in shortest supply across the state.”
According to the report, 91,418 homes were sold in Texas in the second quarter of 2016, a 4.4 percent increase from 2015-Q2 and the highest volume of Texas home sales ever. More than 45 percent of homes sold in the second quarter were priced less than $200,000, while nearly 47 percent were priced between $200,000 and $500,000.
Home prices continued to rise amidst strong population growth and low housing inventory throughout the state, with the median price for Texas homes increasing 7.5 percent year-over-year to $215,000 in 2016-Q2.
Housing inventory remained statistically unchanged from 2016-Q1 at 3.7 months, a level that indicates a seller’s market. The Real Estate Center at Texas A&M University estimates that a monthly housing inventory between 6.0 and 6.5 months is a level at which the supply and demand for homes is balanced.
Jim Gaines, Ph.D., chief economist at the Real Estate Center at Texas A&M University, added, “While some local markets are still being impacted by declines in the energy sector and housing affordability challenges, overall the Texas housing market continues to perform very well. Flattening declines in statewide housing inventory and an increasing number of homes on the market indicate that Texas could finally be moving towards a more balanced housing market, although it will take some time to do so.”
Active listings rose 4.1 percent year-over-year in 2016-Q2 to 98,495 active listings. Texas homes also continued to spend less time on the market, averaging 54 days, which is one day less compared to the same quarter of 2015.
Chairman Smith concluded, “The Texas Association of Realtors continues to advocate for policies that make homeownership more affordable and attainable for more Texans. Most recently, TAR partnered with the National Association of Realtors to support the Housing Opportunity Through Modernization Act as it gained unanimous support in Congress. Nearly 14,000 Texas Realtors helped move this important legislation forward to provide more affordable options for Texas homebuyers.”
About the Texas Quarterly Housing Report
Data for the Texas Quarterly Housing Report is provided by the Data Relevance Project, a partnership among local REALTOR® associations and their MLSs, the Real Estate Center at Texas A&M University, and the Texas Association of REALTORS®. The report provides quarterly real estate sales data from a statewide perspective and for 25 metropolitan statistical areas in Texas. To view the 2016-Q2 Texas Quarterly Housing Report in its entirety, visit TexasRealEstate.com.
About the Texas Association of REALTORS®
With more than 100,000 members, the Texas Association of REALTORS® is a professional membership organization that represents all aspects of real estate in Texas. We advocate on behalf of Texas REALTORS® and private-property owners to keep homeownership affordable, protect private-property rights, and promote public policies that benefit homeowners. Visit TexasRealEstate.com to learn more.
CONTACT:
Danielle Urban
Pierpont Communications
512-448-4950
[email protected]
Notice for Resellers of CRT Products
SAN FRANCISCO, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — The following release was issued today by The Notice Company, Inc.:
If You Bought Televisions, Computer Monitors or Other Products Containing Cathode Ray Tubes, For Resale, You May Be Eligible to Claim from a $10 Million Settlement.
Simple Online Claim Form Takes 3-5 Minutes.
In March 2012, a class action settlement was approved involving Cathode Ray Tubes (“CRTs”), an older display device that was sold by itself or as the main component in TVs and computer monitors before the use of LCD, Plasma and LED Display Technologies. The lawsuit claims that the Defendants fixed the prices of CRTs causing indirect purchasers of products containing CRTs, such as TVs and computer monitors (collectively “CRT Products”), to pay more than they otherwise would have. The Defendants deny Plaintiffs’ allegations.
Who is Eligible to Claim Money?
You are eligible to claim money if, for purposes of resale, you purchased CRT Products between March 1, 1995, and November 25, 2007 in AZ, CA, FL, HI, IA, KS, ME, MI, MN, MS, NE, NV, NM, NY, NC, ND, SD, TN, VT, WV, WI, or the District of Columbia.
Purchases made directly from a defendant or an alleged co-conspirator are not included in this settlement (see the list of defendants and alleged co-conspirators at www.CRTclaims.com/reseller or by calling 1-800-649-0963).
Sony® is not a defendant and Sony® branded products are not eligible to be included in these claims.
What does the settlement provide?
Qualifying resellers who submit timely claims are eligible to receive money from a $10 million settlement, less attorneys’ fees, litigation expenses and incentive awards for class representatives (to be awarded by the Court). Of this amount, 8.59% and 2.37% will be allocated to the Attorneys General of Illinois and Oregon, respectively, to be distributed to the residents of those states. The balance of the fund will be allocated pro rata to the District of Columbia and the 21 states listed above according to a population-based formula approved by the Court. Resellers will be eligible to claim against 50% of each state’s fund. Consumers have already filed claims.
The amount of money you will receive depends on the type and quantity of CRT Products you purchased and the total number of eligible reseller claims made in your respective state. The distribution plan is described more fully in the Detailed Notice available at www.CRTclaims.com/reseller.
How can I get a payment?
Claim online or by mail by November 29, 2016. The simple online Claim Form only takes 3-5 minutes for most claims.
What are my rights?
The settlement was finally approved on March 22, 2012. You have the right to object to the allocation of the net settlement fund between resellers and consumers. All objections must be submitted to the Court by you or your own lawyer by September 30, 2016. The Court will hold a hearing on November 14, 2016, at 9:30 a.m. to consider whether to approve the proposed plan of distribution. The decision of the Court will be binding on all class members.
For More Information: Call 1-800-649-0963, online at www.CRTclaims.com/reseller, text CRTclaims to 97000 (text messaging rates may apply), or write to CRT Reseller Claims, c/o The Notice Company, P.O. Box 778, Hingham, MA 02043.
Para una notificación en Español, llamar o visitar nuestro website.
PLEASE DO NOT CONTACT THE COURT
Enterprise Holdings Partnering With ATL Automotive/Sandals in Jamaica
Partnership Brings All Three Rental Brands to New Market
ST. LOUIS, Aug. 1, 2016 /PRNewswire/ — Enterprise Holdings today announced that Jamaica’s leading automotive company, ATL Automotive – an affiliate of the family-operated Sandals Resorts International (SRI) Group – will serve as the franchisee for its Enterprise Rent-A-Car, National Car Rental and Alamo Rent A Car brands in Jamaica.
Photo – http://photos.prnewswire.com/prnh/20160729/394328
The agreement will bring all three Enterprise Holdings brands to tri-branded facilities throughout the island starting in late 2016. Locating all three brands in one facility will offer customers easy access to a wide range of rental options.
“Jamaica is an important market for our customers. These new locations enable us to serve both our leisure and corporate customers at one of the top tourist destinations in the Caribbean,” said Peter A. Smith, vice president of global franchising at Enterprise Holdings, the largest car rental company in the world.
“Culturally and operationally, ATL Automotive is a great match for us, given their strong growth profile, focus on customer service and dedication to philanthropy throughout the region,” Smith noted.
ATL Automotive was founded in 1997 and quickly rose to become Jamaica’s leading car dealer with some of the world’s top car brands. SRI is the market leader in Caribbean tourism and operator of Sandals Resorts, Beaches Resorts and Island Routes Caribbean Adventures. SRI also operates the Sandals Foundation, which supports a wide range of Caribbean causes, with particular focus on community, education and the environment.
“As the franchisee bringing together the Enterprise, National and Alamo brands in Jamaica for the first time ever, we look forward to a successful partnership with Enterprise Holdings, and to bringing these brands to new customers in new locations as we grow throughout country,” said Adam Stewart, chief executive officer and deputy chairman of SRI and the ATL Group.
“Since our inception, our focus has always been to provide customers with the best experience possible – whether it’s at one of our resorts on the nine islands in which we operate or at one of our state-of-the-art automotive sales and service centers,” Stewart stated. “This matches well with Enterprise’s industry-leading legacy of customer service.”
Enterprise Holdings’ long-term expansion strategy is focused on building a global network that delivers value, choice and outstanding customer service to business and leisure travelers. Today, the company operates in more than 80 countries and territories worldwide.
For more information about Enterprise Holdings, visit www.enterpriseholdings.com.
About Enterprise Holdings
Enterprise Holdings – through its integrated global network of regional subsidiaries and independent franchises – operates the Enterprise Rent-A-Car, National Car Rental and Alamo Rent A Car brands. The company and its affiliate, Enterprise Fleet Management, together offer a total transportation solution, including extensive car rental and car-sharing services, truck rental, corporate fleet management and retail car sales. Combined, these businesses accounted for $19.4 billion in revenue, employed more than 93,000 and owned 1.7 million vehicles throughout the world in fiscal year 2015.
Enterprise Holdings currently is ranked as one of America’s Largest Private Companies. Furthermore, if it were publicly traded, Enterprise Holdings would rank on Fortune‘s list of the 500 largest American public companies. In addition, Enterprise Holdings not only accounts for the largest airport market share in the U.S., but its domestic rental fleet also is one of the newest in the industry. The company’s affiliate, Enterprise Fleet Management, provides full-service fleet management to companies and organizations with medium-sized fleets. Other transportation services marketed under the Enterprise brand name include Enterprise CarShare, Enterprise Rideshare, Enterprise Car Sales, Enterprise Truck Rental, Exotic Car Collection by Enterprise, Zimride by Enterprise and Enterprise Flex-E-Rent.
This press release and car rental industry news are available in the Enterprise Holdings Press Room.
About ATL Automotive
ATL Automotive was formed in 1997 and has served Jamaica for almost two decades, setting the benchmark for automobile sales and service in the island. ATL Automotive now encompasses several divisions exclusively distributing the world’s finest automobile brands, from state-of-the-art showrooms and service facilities in Kingston and Montego Bay, strengthening its undisputed position as the country’s foremost automotive group and changing the face of motoring in Jamaica forever.
About Sandals Resorts
Sandals Resorts offers two people in love with the most romantic, Luxury-Included® vacation experience in the Caribbean. With 15 stunning beachfront settings in Jamaica, Antigua, Saint Lucia, The Bahamas, Barbados and Grenada, Sandals Resorts offers more quality inclusions than any other resort company on the planet. Signature Love Nest suites for the ultimate in privacy and service; butlers trained by the English Guild of Professional Butlers; Red Lane Spa®; 5-Star Global Gourmet™ dining, ensuring top-shelf liquor, premium wines and gourmet specialty restaurants; Aqua Centers with expert PADI® certification and training; fast Wi-Fi from beach to bedroom and WeddingMoons®, for dream destination weddings are all Sandals Resorts exclusives. Sandals Resorts is part of family-owned Sandals Resorts International (SRI), which includes Beaches Resorts and is the Caribbean’s leading all-inclusive resort company. For more information about the Sandals Resorts Luxury Included® difference, visit www.sandals.com.
Logo – http://photos.prnewswire.com/prnh/20130730/MM55552LOGO-h
Logo – http://photos.prnewswire.com/prnh/20160729/394329LOGO
Henry’s Hard Soda Launches New Hard Cherry Cola Flavor
CHICAGO, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — Following a strong launch at the beginning of the year, MillerCoors is expanding its Henry’s Hard Soda offerings to include Henry’s Hard Cherry Cola. Now available on shelves nationwide, Henry’s Hard Cherry Cola joins the rest of the Henry’s family of flavors, Henry’s Hard Ginger Ale and Henry’s Hard Orange Soda.
At 4.2 percent alcohol by volume, Henry’s Hard Cherry Cola is made with real cane sugar and delivers a refreshing cherry cola flavor with a subtle hint of almond taste, giving it a distinctive twist from Henry’s other two flavor offerings.
“We are thrilled to see such strong excitement for Henry’s Hard Soda. Consumers are raving about both Hard Ginger Ale and Hard Orange flavors,” said Bryan Ferschinger, MillerCoors senior director of innovation. “We believe our Hard Cherry Cola hits that perfect balance of familiarity and appeal, and we can’t wait for people to try it.”
Since launching in January 2016, Henry’s Hard Soda has become the No.1 hard soda. Henry’s Hard Ginger Ale is the top-performing ginger ale in the category and Henry’s Hard Orange is the fastest-turning product in hard sodas.1
Henry’s Hard Soda offers a fun and exciting way to put an unexpected, adult spin on familiar flavors. The brand is supported with a national, Gen-X targeted marketing campaign that kicked off in January 2016 and features adults who have grown up, but have not grown old. The campaign includes TV, digital media, social media, billboards and point-of-sale marketing.
“Our focus remains on the Gen-X audience because we believe this is a group that continues to be overlooked,” said Ferschinger. “We know Gen-Xers have stuff to do tomorrow, which is why we created Henry’s Hard Soda. Henry’s provides just the right amount of fun, helping people embrace their ‘Live Hard-ish’ lifestyle.”
Fans can share how they #LiveHardish by following @HenrysHardSoda on Facebook, Twitter and Instagram.
Henry’s Hard Soda is available nationwide at most grocery, liquor and convenience stores in 6-pack 12-ounce bottles and 16-ounce single cans. For specific retail locations, visit the product locator at HenrysHardSoda.com/locator.
About MillerCoors
Through its diverse collection of storied breweries, MillerCoors brings American beer drinkers an unmatched selection of the highest quality beers, flavored malt beverages and ciders, steeped in centuries of brewing heritage. Miller Brewing Company and Coors Brewing Company offer domestic favorites such as Coors Light, Coors Banquet, Miller Lite and Miller High Life. Tenth and Blake Beer Company, our craft and import division, offers beers such as Leinenkugel’s Summer Shandy from sixth-generation Jacob Leinenkugel Brewing Company, and Blue Moon Belgian White from modern craft pioneer Blue Moon Brewing Company, founded in 1995. Tenth and Blake also imports world-renowned beers such as Italy’s Peroni Nastro Azzurro, the Czech Republic’s Pilsner Urquell and the Netherlands’ Grolsch. MillerCoors also operates Crispin Cider Company, an artisanal maker of pear and apple ciders using fresh-pressed American juice, and offers pioneering new brands such as the Redd’s Apple and Redd’s Wicked Apple franchises, Smith & Forge Hard Cider and Henry’s Hard Sodas. MillerCoors seeks to become America’s best beer company through an uncompromising promise of quality, a keen focus on innovation and a deep commitment to sustainability. MillerCoors is a joint venture of SABMiller plc and Molson Coors Brewing Company. Learn more at MillerCoors.com, at facebook.com/MillerCoors or on Twitter through @MillerCoors.
1 Nielsen Data, xAOC + Conv 12 week ending 7/2/16
Redd’s Wicked Apple Introduces A New Favorite With Their Limited Release Series
CHICAGO, Aug. 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — Fall is about to get wicked. Today, Redd’s Wicked is amping things up with the launch of their Limited Release series, a line of bold new flavors. Wicked Blood Orange will kick off the series followed by additional releases coming in early 2017.
Hitting stores nationwide, Redd’s Wicked Blood Orange offers a unique taste that blends apple and juicy citrus flavors to create a subtle sweetness. At eight percent alcohol by volume, the moderate dryness of its finish rounds out the body’s juicy character, making Redd’s Wicked Blood Orange the perfect drink to transition from summer into fall.
“With fall around the corner, we’re excited to offer our Wicked fans a new flavor that they can enjoy as they ramp up their night with their friends,” said Anup Shah, director of Innovations at MillerCoors. “Wicked has always been the perfect drink to get the party started, and now with Blood Orange people have one more option on top of Wicked Apple, Mango and Black Cherry to enjoy while hanging out with their friends.”
Marketing support for Redd’s Wicked Blood Orange will include print advertising, television and a partnership with cultural and music publication The FADER.
Redd’s Wicked Blood Orange is available nationwide at most grocery and convenience stores in 24 oz cans, 12pk 10oz cans, and some 16oz cans.
For more information on Redd’s Wicked Blood Orange, visit ReddsWickedApple.com, Facebook.com/ReddsAppleAle and follow @ReddsWicked on Twitter and Instagram.
About MillerCoors
Through its diverse collection of storied breweries, MillerCoors brings American beer drinkers an unmatched selection of the highest quality beers steeped in centuries of brewing heritage. Miller Brewing Company and Coors Brewing Company offer domestic favorites such as Coors Light, Miller Lite, Miller High Life and Coors Banquet. Tenth and Blake Beer Company, our craft and import division, offers beers such as Leinenkugel’s Summer Shandy from sixth-generation Jacob Leinenkugel Brewing Company and Blue Moon Belgian White Belgian-Style Wheat Ale from modern craft pioneer Blue Moon Brewing Company, which celebrates its 21st Anniversary this year. Tenth and Blake also operates Crispin Cider Company, an artisanal maker of pear and apple ciders using fresh-pressed American juice, and imports world-renowned beers such as Italy’s Peroni Nastro Azzurro, the Czech Republic’s Pilsner Urquell and the Netherlands’ Grolsch. MillerCoors also offers pioneering brands such as the Redd’s Apple and Redd’s Wicked Apple franchises and Smith & Forge Hard Cider. MillerCoors seeks to become America’s best beer company through an uncompromising promise of quality, a keen focus on innovation and a deep commitment to sustainability. MillerCoors is a joint venture of SABMiller plc and Molson Coors Brewing Company. Learn more at MillerCoors.com, at facebook.com/MillerCoors or on Twitter through @MillerCoors.
FAIR Health Releases Educational Resources to Elevate Hispanic Health Insurance Literacy
NEW YORK, August 1, 2016 /PRNewswire-HISPANIC PR WIRE/ — FAIR Health, a leading national, independent, nonprofit organization that advances system-wide healthcare cost transparency through consumer resources, data products and health services research support, announced today the latest addition to its array of educational tools designed to make healthcare and health coverage more understandable to Hispanic consumers. “Immigration and Health Insurance Coverage: What Are Your Options?,” an original article available through FAIR Health’s consumer website, www.fairhealthconsumer.org, now has been translated into Spanish. The article gained widespread media attention when published in English for the simple and straightforward way it explains public health coverage options available to immigrants. The Spanish translation, entitled, “Inmigración y cobertura de seguro de salud: ¿Cuáles son sus opciones?,” can be found in the FH® Health Insurance 101 educational curriculum section of www.consumidor.fairhealth.org, the Spanish-language version of FAIR Health’s consumer site.
FAIR Health is known nationwide for its role in bringing transparency to healthcare costs and health insurance information for all stakeholders—from insurers and providers to policy makers, researchers and consumers. The organization’s free consumer-focused websites and mobile apps feature medical and dental cost lookup tools, powered by the nation’s largest repository of privately billed healthcare claims. These tools enable consumers to estimate the costs of out-of-network procedures in their geographic area. The website also offers original health coverage-related educational articles, glossaries of health insurance terms and links to external resources.
FAIR Health resources available to Spanish-speaking consumers include:
- Spanish-language consumer website. All features of the English-language site have been translated for this culturally sensitive Spanish-language version, including most of the CPT© (Current Procedural Terminology) and HCPCS (Healthcare Common Procedure Coding System) code descriptors for medical procedures and services included in the site’s cost lookup tools. This feature alone greatly simplifies healthcare cost research for Spanish-speaking consumers.
- Spanish-language consumer mobile app. As part of HELP (Healthcare Engagement for the Latino Population), a program funded by a grant from the New York Community Trust, FAIR Health developed FH© CCSalud (FH Calculadora de Costos de Salud), a Spanish-language version of our English-language mobile app, FH Cost Lookup, intended to help New York City’s Hispanic population estimate their healthcare costs and learn about health insurance. FAIR Health also arranged for the app’s dissemination through outreach efforts targeting Hispanic communities city-wide. The app, which also can be used by Spanish speakers nationally, is available for download at the App Store and Google Play.
- Coming soon—Connecticut-centric consumer mobile app in English and Spanish. By the end of summer 2016, FAIR Health will make available a Connecticut-specific mobile app available in English and Spanish that is designed to help improve health insurance literacy, increase consumer engagement in healthcare and promote transparency in medical and dental costs among the state’s residents. Funded by a grant from the Connecticut Health Foundation, the app will enable consumers to estimate the costs of medical and dental procedures received throughout Connecticut, as well as in neighboring states—New York, Massachusetts and Rhode Island. The app also will provide educational materials that explain the fundamentals of health coverage, identify specific healthcare issues in the state and include links to state-specific healthcare resources.
FAIR Health President Robin Gelburd stated, “FAIR Health is committed to our founding mission of making transparent, reliable information about healthcare costs and health coverage available as broadly as possible, with a special focus on providing easy-to-use, helpful information to consumers. Our goal goes beyond simply making that information available to consumers who request it—we continue to seek out audiences in underserved and vulnerable populations who particularly need tools to navigate the complicated healthcare system.”
About FAIR Health
FAIR Health is a national, independent, nonprofit organization dedicated to bringing transparency to healthcare costs and health insurance information through data products, consumer resources and health systems research support. FAIR Health uses its database of billions of privately billed medical and dental claims to power an award-winning free consumer website and to create data products serving all healthcare stakeholders, including government officials, researchers, consumers, providers, insurers and other businesses. FAIR Health has been certified by the Centers for Medicare & Medicaid Services (CMS) as a Qualified Entity, eligible to receive all Medicare claims data for use in nationwide transparency efforts. In addition, FAIR Health’s data have been designated as the official data source for a variety of state health programs, including workers’ compensation and Personal Injury Protection (PIP) programs, as well as state consumer protection laws governing surprise out-of-network bills and emergency services. For more information, visit www.fairhealth.org.
Contact:
Dean Sicoli
Executive Director of Communications and Public Relations
FAIR Health
646-664-1645
[email protected]
CPT © 2015 American Medical Association (AMA). All rights reserved




