UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

 

FORM 10-Q

 

 

 

xQUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the quarterly period ended June 18, 201017, 2011

OR

 

¨TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from              to             

Commission File No. 1-13881

 

 

MARRIOTT INTERNATIONAL, INC.

(Exact name of registrant as specified in its charter)

 

 

 

Delaware 52-2055918

(State or other jurisdiction of

incorporation or organization)

 

(IRS Employer

Identification No.)

10400 Fernwood Road, Bethesda, Maryland

20817

(Address of principal executive offices)

 

20817

(Zip Code)

(301) 380-3000

(Registrant’s telephone number, including area code)

 

 

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  x    No  ¨

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).    Yes  x    No  ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.

 

Large accelerated filerxAccelerated filer¨
Large acceleratedNon-accelerated filerx Accelerated filer    ¨Non-accelerated filer    ¨Smaller Reporting Company    ¨
(Do  (Do not check if a smaller reporting company)  Smaller Reporting Company¨

Indicate by checkmark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).    Yes  ¨    No  x

Indicate the number of shares outstanding of each of the issuer’s classes of common stock, as of the latest practicable date: 362,811,812352,902,263 shares of Class A Common Stock, par value $0.01 per share, outstanding at July 2, 2010.1, 2011.

 

 

 


MARRIOTT INTERNATIONAL, INC.

FORM 10-Q TABLE OF CONTENTS

 

     Page No.

Part I.

 

Financial Information (Unaudited):

  

Item 1.

 

Financial Statements

  
 

Condensed Consolidated Statements of Income-Twelve Weeks and Twenty-Four Weeks Ended
June  17, 2011 and June 18, 2010 and June 19, 2009

  2
 

Condensed Consolidated Balance Sheets-as of June 18, 2010,17, 2011, and January 1,December 31, 2010

  3
 

Condensed Consolidated Statements of Cash Flows-Twenty-Four Weeks Ended
June 17, 2011 and June  18, 2010 and June 19, 2009

  4
 

Notes to Condensed Consolidated Financial Statements

 5

Item 2.

 

Management’s Discussion and Analysis of Financial Condition and Results of Operations

  2723
 

Forward-Looking Statements

  2723

Item 3.

 

Quantitative and Qualitative Disclosures About Market Risk

  5851

Item 4.

 

Controls and Procedures

  5852

Part II.

 

Other Information:

  

Item 1.

 

Legal Proceedings

  5953

Item 1A.

 

Risk Factors

  5953

Item 2.

 

Unregistered Sales of Equity Securities and Use of Proceeds

  6561

Item 3.

 

Defaults Upon Senior Securities

  6561

Item 4.

 

Removed and Reserved

  6561

Item 5.

 

Other Information

  6561

Item 6.

 

Exhibits

  6662
 

Signatures

  6763

PART I—I – FINANCIAL INFORMATION

Item 1.1. Financial Statements

MARRIOTT INTERNATIONAL, INC. (“MARRIOTT”)

CONDENSED CONSOLIDATED STATEMENTS OF INCOME

($ in millions, except per share amounts)

(Unaudited)

 

  Twelve Weeks Ended Twenty-Four Weeks Ended   Twelve Weeks Ended Twenty-Four Weeks Ended 
  June 18, 2010 June 19, 2009 June 18, 2010 June 19, 2009   June 17,
2011
 June 18,
2010
 June 17,
2011
 June 18,
2010
 

REVENUES

          

Base management fees

  $136   $126   $261   $251    $149   $136   $283   $261  

Franchise fees

   105    93    196    181     120    105    223    196  

Incentive management fees

   46    35    86    78     50    46    92    86  

Owned, leased, corporate housing, and other revenue

   255    238    484    458     249    255    473    484  

Timeshare sales and services (including note sale losses of $1 for the twenty-four weeks ended June 19, 2009)

   289    283    574    492  

Timeshare sales and services

   288    289    564    574  

Cost reimbursements

   1,940    1,787    3,800    3,597     2,116    1,940    4,115    3,800  
                          
   2,771    2,562    5,401    5,057     2,972    2,771    5,750    5,401  

OPERATING COSTS AND EXPENSES

          

Owned, leased, and corporate housing-direct

   224    217    441    424     220    224    424    441  

Timeshare-direct

   239    279    474    499     245    239    470    474  

Reimbursed costs

   1,940    1,787    3,800    3,597     2,116    1,940    4,115    3,800  

Restructuring costs

   0    33    0    35  

General, administrative, and other

   142    147    280    363     159    142    318    280  
                          
   2,545    2,463    4,995    4,918     2,740    2,545    5,327    4,995  
                          

OPERATING INCOME

   226    99    406    139     232    226    423    406  

Gains and other income (including gain on debt extinguishment of $21 for the twenty-four weeks ended June 19, 2009)

   3    3    4    28  

Gains and other income

   3    3    5    4  

Interest expense

   (44  (28  (89  (57   (37  (44  (78  (89

Interest income

   3    9    7    15     3    3    7    7  

Equity in losses

   (4  (4  (15  (38   0    (4  (4  (15
                          

INCOME BEFORE INCOME TAXES

   184    79    313    87     201    184    353    313  

Provision for income taxes

   (65  (44  (111  (77   (66  (65  (117  (111
                          

NET INCOME

   119    35    202    10    $135   $119   $236   $202  

Add: Net losses attributable to noncontrolling interests, net of tax

   0    2    0    4  
             

NET INCOME ATTRIBUTABLE TO MARRIOTT

  $119   $37   $202   $14  
                          

EARNINGS PER SHARE-Basic

          

Earnings per share attributable to Marriott shareholders

  $0.33   $0.10   $0.56   $0.04  

Earnings per share

  $0.38   $0.33   $0.65   $0.56  
                          

EARNINGS PER SHARE-Diluted

          

Earnings per share attributable to Marriott shareholders

  $0.31   $0.10   $0.54   $0.04  

Earnings per share

  $0.37   $0.31   $0.63   $0.54  
                          

CASH DIVIDENDS DECLARED PER SHARE

  $0.0400   $0.0000   $0.0800   $0.0866    $0.1000   $0.0400   $0.1875   $0.0800  
                          

See Notes to Condensed Consolidated Financial Statements

MARRIOTT INTERNATIONAL, INC. (“MARRIOTT”)

CONDENSED CONSOLIDATED BALANCE SHEETS

($ in millions)

 

  (Unaudited)
June 18, 2010
 January 1, 2010   (Unaudited)
June 17,  2011
 December 31, 2010 

ASSETS

      

Current assets

      

Cash and equivalents (including from VIEs of $3 and $6, respectively)

  $100   $115  

Accounts and notes receivable (including from VIEs of $113 and $3, respectively)

   956    838  

Inventory (including from VIEs of $194 and $96, respectively)

   1,467    1,444  

Cash and equivalents

  $117   $505  

Accounts and notes receivable (including from VIEs of $119 and $125 respectively)

   1,006    938  

Inventory

   1,365    1,489  

Current deferred taxes, net

   242    255     237    246  

Prepaid expenses

   93    68     93    81  

Other (including from VIEs of $49 and $0, respectively)

   93    131  

Other (including from VIEs of $47 and $31 respectively)

   120    123  
              
   2,951    2,851     2,938    3,382  

Property and equipment

   1,483    1,307  

Property and equipment (including from VIEs of $20 and $0, respectively)

   1,335    1,362  

Intangible assets

      

Goodwill

   875    875     875    875  

Contract acquisition costs and other

   735    731     844    768  
              
   1,610    1,606     1,719    1,643  

Equity and cost method investments

   245    249     278    250  

Notes receivable (including from VIEs of $849 and $0, respectively)

   1,230    452  

Notes receivable (including from VIEs of $799 and $910, respectively)

   1,127    1,264  

Deferred taxes, net

   1,074    1,020     910    932  

Other (including from VIEs of $16 and $0, respectively)

   202    393  

Other (including from VIEs of $14 and $14, respectively)

   336    205  
       
         $8,791   $8,983  
  $8,647   $7,933         
       

LIABILITIES AND SHAREHOLDERS’ EQUITY

      

Current liabilities

      

Current portion of long-term debt (including from VIEs of $118 and $2, respectively)

  $142   $64  

Current portion of long-term debt (including from VIEs of $122 and $126, respectively)

  $482   $138  

Accounts payable

   475    562     607    634  

Accrued payroll and benefits

   598    519     674    692  

Liability for guest loyalty program

   457    454     487    486  

Other (including from VIEs of $8 and $7, respectively)

   679    688  

Other (including from VIEs of $5 and $3, respectively)

   667    551  
              
   2,351    2,287     2,917    2,501  

Long-term debt (including from VIEs of $872 and $3, respectively)

   2,769    2,234  

Long-term debt (including from VIEs of $773 and $890, respectively)

   2,440    2,691  

Liability for guest loyalty program

   1,219    1,193     1,361    1,313  

Other long-term liabilities

   1,084    1,077     937    893  

Marriott shareholders’ equity

      

Class A Common Stock

   5    5     5    5  

Additional paid-in-capital

   3,552    3,585     3,615    3,644  

Retained earnings

   3,130    3,103     3,401    3,286  

Treasury stock, at cost

   (5,458  (5,564   (5,874  (5,348

Accumulated other comprehensive (loss) income

   (5  13  

Accumulated other comprehensive loss

   (11  (2
              
   1,224    1,142     1,136    1,585  
              
  $8,647   $7,933    $8,791   $8,983  
              

The abbreviation VIEs above means Variable Interest Entities.

   

The abbreviation VIEs above means Variable Interest Entities.

See Notes to Condensed Consolidated Financial Statements

MARRIOTT INTERNATIONAL, INC. (“MARRIOTT”)

CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS

($ in millions)

(Unaudited)

 

  Twenty-Four Weeks Ended 
  Twenty-Four Weeks Ended   June 17, 2011 June 18, 2010 
  June 18, 2010 June 19, 2009 

OPERATING ACTIVITIES

      

Net income

  $202   $10    $236   $202  

Adjustments to reconcile to cash provided by (used in) operating activities:

   

Adjustments to reconcile to cash provided by operating activities:

   

Depreciation and amortization

   81    81     76    81  

Income taxes

   61    27     74    61  

Timeshare activity, net

   125    80     113    125  

Liability for guest loyalty program

   26    63     35    26  

Restructuring costs, net

   (6  17     (4  (6

Asset impairments and write-offs

   6    60     5    6  

Working capital changes and other

   27    9     (54  27  
              

Net cash provided by operating activities

   522    347     481    522  

INVESTING ACTIVITIES

      

Capital expenditures

   (64  (83   (91  (64

Dispositions

   0    1  

Loan advances

   (10  (18   (11  (10

Loan collections and sales

   9    7     88    9  

Equity and cost method investments

   (9  (14   (70  (9

Contract acquisition costs

   (20  (14   (47  (20

Other

   25    48     (95  25  
              

Net cash used in investing activities

   (69  (73   (226  (69
       

FINANCING ACTIVITIES

      

Credit facility, net

   (329  (73

Commercial paper/credit facility, net

   156    (329

Repayment of long-term debt

   (179  (157   (129  (179

Issuance of Class A Common Stock

   54    8     62    54  

Dividends paid

   (14  (61   (64  (14

Purchase of treasury stock

   (668  0  
              

Net cash used in financing activities

   (468  (283   (643  (468
              

DECREASE IN CASH AND EQUIVALENTS

   (15  (9   (388  (15

CASH AND EQUIVALENTS, beginning of period

   115    134     505    115  
              

CASH AND EQUIVALENTS, end of period

  $100   $125    $117   $100  
              

See Notes to Condensed Consolidated Financial Statements

MARRIOTT INTERNATIONAL, INC.

NOTES TO CONDENSED CONSOLIDATED FINANCIAL STATEMENTS

(Unaudited)

 

1.Basis of Presentation

The condensed consolidated financial statements present the results of operations, financial position, and cash flows of Marriott International, Inc. (“Marriott,” and together with its subsidiaries “we,” “us,” or the “Company”). In accordance with the guidance for noncontrolling interests in consolidated financial statements, references inorder to make this report easier to read, we refer throughout to (i) our earnings per share, net incomeCondensed Consolidated Financial Statements as our “Financial Statements,” (ii) our Condensed Consolidated Statements of Income as our “Income Statements,” our Condensed Consolidated Balance Sheets as our “Balance Sheets,” (iii) our properties, brands, or markets in the United States and shareholders’ equity attributable to Marriott do not include noncontrolling interests (previously knownCanada as minority interests), which we report separately.“North America” or “North American,” and (iv) our properties, brands, or markets outside of the United States and Canada as “international.”

These condensed consolidated financial statements have not been audited. We have condensed or omitted certain information and footnote disclosures normally included in financial statements presented in accordance with U.S. generally accepted accounting principles (“GAAP”). Although we believe our disclosures are adequate to make the information presented not misleading, you should read the condensed consolidated financial statements in this report in conjunction with the consolidated financial statements and notes to those financial statements in our Annual Report on Form 10-K for the fiscal year ended January 1,December 31, 2010, (“20092010 Form 10-K”). Certain terms not otherwise defined in this quarterly reportForm 10-Q have the meanings specified in our 20092010 Form 10-K.

Preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities as of the date of the financial statements, the reported amounts of revenues and expenses during the reporting periods, and the disclosures of contingent liabilities. Accordingly, ultimate results could differ from those estimates.

Our 2011 second quarter ended on June 17, 2011; our 2010 fourth quarter ended on December 31, 2010; and our 2010 second quarter ended on June 18, 2010; our 2009 fourth quarter ended on January 1, 2010; and our 2009 second quarter ended on June 19, 2009.2010. In our opinion, our condensed consolidated financial statements reflect all normal and recurring adjustments necessary to present fairly our financial position as of June 18, 2010,17, 2011, and January 1,December 31, 2010, the results of our operations for the twelve and twenty-four weeks ended June 18, 2010,17, 2011, and June 19, 2009,18, 2010, and cash flows for the twenty-four weeks ended June 18, 2010,17, 2011, and June 19, 2009.18, 2010. Interim results may not be indicative of fiscal year performance because of seasonal and short-term variations. We have eliminated all material intercompany transactions and balances between entities consolidated in these financial statements. We have also reclassified certain prior year amounts to conform to our 20102011 presentation.

Adoption See Footnote No. 13, “Business Segments,” for additional information on the reclassification of New Accounting Standards Resulting in Consolidationsegment revenues, segment financial results, and segment assets to reflect movement of Special Purpose Entities

On January 2, 2010, the first day of the 2010 fiscal year, we adopted Financial Accounting Standards No. 166, “Accounting for Transfers of Financial Assets, an Amendment of FASB Statement No. 140,” or Accounting Standards Update No. 2009-16, “Transfers and Servicing (Topic 860): Accounting for Transfers of Financial Assets,” (“ASU No. 2009-16”) and Financial Accounting Standards No. 167, “Amendments to FASB Interpretation No. 46(R),” or Accounting Standards Update No. 2009-17, “Consolidations (Topic 810): Improvements to Financial Reporting by Enterprises Involved with Variable Interest Entities” (“ASU No. 2009-17”).

PriorHawaii to our adoption of these topics, we used certain special purpose entities to securitize Timeshare segment notes receivables, which we treated as off-balance sheet entities, and we retained the servicing rights and varying subordinated interests in the securitized notes. Pursuant to GAAP in effect prior to fiscal 2010, we did not consolidate these special purpose entities inNorth American segments from our financial statements because the securitization transactions qualified as sales of financial assets.

As a result of adopting both topics in the 2010 first quarter, we consolidated 13 existing qualifying special purpose entities associated with past securitization transactions. We recorded a one-time non-cash after-tax reduction to shareholders’ equity of $146 million ($238 million pretax) in the 2010 first quarter, representing the cumulative effect of a change in accounting principle. The one-time non-cash after-tax

reduction to shareholders’ equity was approximately $41 million greater than we had estimated for this charge, as disclosed in our 2009 Form 10-K, primarily due to increased notes receivable reserves recorded for the newly consolidated notes receivable. This increase in reserves was due to a change in estimate of uncollectible accounts based on historical experience. We now reserve for 100 percent of notes that are in default in addition to the reserve we record on the remaining notes.

We recorded the cumulative effect of the adoption of these topics to our financial statements in the 2010 first quarter. This consisted primarily of reestablishing notes receivable (net of reserves) that had been transferred to special purpose entities as a result of the securitization transactions, eliminating residual interests that we initially recorded in connection with those transactions (and subsequently revalued on a periodic basis), the impact of recording debt obligations associated with third-party interests held in the special purpose entities, and related adjustments to inventory balances accounted for using the relative sales value method. We adjusted the inventory balance to include anticipated future revenue from the resale of inventory that we expect to acquire when we foreclose on defaulted notes.

Adopting these topics had the following impacts on our Condensed Consolidated Balance Sheet at January 2, 2010: (1) assets increased by $970 million, primarily representing the consolidation of notes receivable (and corresponding reserves) partially offset by the elimination of the Company’s retained interests; (2) liabilities increased by $1,116 million, primarily representing the consolidation of debt obligations associated with third party interests; and (3) shareholders’ equity decreased by approximately $146 million. Adopting these topics also impacted our income statement by increasing interest income (reflected in Timeshare sales and services revenue) from notes sold and increasing interest expense from consolidation of debt obligations, partially offset by the absence of accretion income on residual interests that were eliminated. We do not expect to recognize gains or losses from future securitizations of our timeshare notes following the adoption of these topics.

Please also see the parenthetical disclosures on our Condensed Consolidated Balance Sheets that show the amounts of consolidated assets and liabilities associated with variable interest entities (including Timeshare segment securitization variable interest entities) that we consolidated.International segment.

Restricted Cash

We recorded restrictedRestricted cash totaling $118 million and $76 millionin our Balance Sheets at the end of the 20102011 second quarter and year-end 2009, respectively, in our Condensed Consolidated Balance Sheets2010 is recorded as $87$62 million and $54$55 million, respectively, in the “Other current assets” line and $31$114 million and $22$30 million, respectively, in the “Other long-term assets” line. Restricted cash primarily consists of cash proceeds of a note receivable that are restricted as collateral for other debt; cash held in a reserve account related to Timeshare segment notes receivable securitizations; cash held internationally that we have not repatriated due to accounting, statutory, tax and foreign currency risks; and deposits received, primarily associated with timeshare interval, fractional ownership, and residential sales that are held in escrow until the contract ishas closed.

Fair Value Measurements

We have various financial instruments we must measure at fair value on a recurring basis, including certain marketable securities and derivatives. See Footnote No. 5, “Fair Value of Financial Instruments,” for further information. We also apply the provisions of fair value measurement to various non-recurring measurements for our financial and non-financial assets and liabilities. Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date (an exit price). We measure our assets and liabilities using inputs from the following three levels of the fair value hierarchy:

Level 1 inputs are unadjusted quoted prices in active markets for identical assets or liabilities that we have the ability to access at the measurement date.

Level 2 inputs include quoted prices for similar assets and liabilities in active markets, quoted prices for identical or similar assets or liabilities in markets that are not active, inputs other than quoted prices that are observable for the asset or liability (i.e., interest rates, yield curves, etc.),

and inputs that are derived principally from or corroborated by observable market data by correlation or other means (market corroborated inputs).

Level 3 includes unobservable inputs that reflect our assumptions about what factors market participants would use in pricing the asset or liability. We develop these inputs based on the best information available, including our own data.

Derivative Instruments

The designation of a derivative instrument as a hedge and its ability to meet the hedge accounting criteria determine how the change in fair value of the derivative instrument is reflected in our Condensed Consolidated Financial Statements. A derivative qualifies for hedge accounting if, at inception, we expect the derivative to be highly effective in offsetting the underlying hedged cash flows or fair value and we fulfill the hedge documentation standards at the time we enter into the derivative contract. We designate a hedge as a cash flow hedge, fair value hedge, or a net investment in foreign operations hedge based on the exposure we are hedging. The asset or liability value of the derivative will change in tandem with its fair value. We record changes in fair value, for the effective portion of qualifying hedges, in other comprehensive income (“OCI”). We release the derivative’s gain or loss from OCI to match the timing of the underlying hedged items’ effect on earnings.

We review the effectiveness of our hedging instruments on a quarterly basis, recognize current period hedge ineffectiveness immediately in earnings, and discontinue hedge accounting for any hedge that we no longer consider to be highly effective. We recognize changes in fair value for derivatives not designated as hedges or those not qualifying for hedge accounting in current period earnings. Upon termination of cash flow hedges, we release gains and losses from OCI based on the timing of the underlying cash flows or revenue recognized, unless the termination results from the failure of the intended transaction to occur in the expected timeframe. Such untimely transactions require us to immediately recognize in earnings gains and losses previously recorded in OCI.

Changes in interest rates, foreign exchange rates, and equity securities expose us to market risk. We manage our exposure to these risks by monitoring available financing alternatives, as well as through development and application of credit granting policies. We also use derivative instruments, including cash flow hedges, net investment in foreign operations hedges, fair value hedges, and other derivative instruments, as part of our overall strategy to manage our exposure to market risks. As a matter of policy, we only enter into transactions that we believe will be highly effective at offsetting the underlying risk, and we do not use derivatives for trading or speculative purposes. See Footnote No. 5, “Fair Value of Financial Instruments,” for additional information.

2.New Accounting Standards

ASU No. 2009-16 and ASU No. 2009-17

We adopted ASU No. 2009-16 on the first day of our 2010 fiscal year, which amended FAS No. 140, “Accounting for Transfers and Servicing of Financial Assets and Extinguishments of Liabilities,” by: (1) eliminating the concept of a qualifying special-purpose entity (“QSPE”); (2) clarifying and amending the criteria for a transfer to be accounted for as a sale; (3) amending and clarifying the unit of account eligible for sale accounting; and (4) requiring that a transferor initially measure at fair value and recognize all assets obtained (for example beneficial interests) and liabilities incurred as a result of a transfer of an entire financial asset or group of financial assets accounted for as a sale. In addition, this topic requires us as a reporting entity to evaluate entities that had been treated as QSPEs under previous accounting guidance for consolidation under the applicable current guidance. The topic also mandates that we supplement our disclosures about, among other things, our continuing involvement with transfers of financial assets previously accounted for as sales, the inherent risks in our retained financial assets, and the nature and financial effect of restrictions on the assets that we continue to report in our balance sheet.

We also adopted ASU No. 2009-17 on the first day of our 2010 fiscal year, which changed the consolidation guidance applicable to variable interest entities (“VIEs”). This topic also amended the

guidance on determination of whether an enterprise is the primary beneficiary of a VIE, and is, therefore, required to consolidate an entity, by requiring a qualitative, rather than the prior quantitative, analysis of the VIE. The new qualitative analysis includes, among other things, consideration of who has the power to direct those activities that most significantly impact the entity’s economic performance and who has the obligation to absorb losses or the right to receive benefits of the VIE that could potentially be significant to the VIE. This topic also mandates that the enterprise continually reassess whether it is the primary beneficiary of a VIE, in contrast to the prior standard that required the primary beneficiary only be reassessed when specific events occurred. This topic now also expressly applies to QSPEs, which were previously exempt, and requires additional disclosures about an enterprise’s involvement with a VIE.

See Footnote No. 1, “Basis of Presentation,” for the impact on our financial statements of adopting these topics.

Accounting Standards Update No. 2010-06 “Fair Value Measurements and Disclosures (Topic 820): Improving Disclosures about Fair Value Measurements” (“ASU No. 2010-06”)

We adopted certain provisions of ASU No. 2010-06 in the 2010 first quarter. Those provisions amended Subtopic 820-10, “Fair Value Measurements and Disclosures – Overall,” by requiring additional disclosures for transfers in and out of Level 1 and Level 2 fair value measurements, as well as requiring fair value measurement disclosures for each “class” of assets and liabilities, a subset of the captions in our Condensed Consolidated Balance Sheets. Our adoption did not have a material impact on our financial statements or disclosures, as we had no transfers between Level 1 and Level 2 fair value measurements and no material classes of assets and liabilities that required additional disclosure. See “Future Adoption of Accounting Standards” for the provisions of this topic that apply to future periods.

Accounting Standards Update No. 2010-09 “Subsequent Events (Topic 855): Amendments to Certain Recognition and Disclosure Requirements” (“ASU No. 2010-09”)

We adopted ASU No. 2010-09 in the 2010 first quarter. ASU No. 2010-09 amended Subtopic 855-10, “Subsequent Events – Overall,” by removing the requirement for a United States Securities and Exchange Commission (“SEC”) registrant to disclose a date, in both issued and revised financial statements, through which that filer had evaluated subsequent events. Accordingly, we removed the related disclosure from Footnote No. 1, “Basis of Presentation.” Our adoption did not have a material impact on our financial statements.

Future Adoption of Accounting Standards

Accounting Standards Update No. 2009-13 “Revenue Recognition (Topic 605): Multiple-Deliverable Revenue Arrangements” (“ASU No. 2009-13”)

ASU No. 2009-13 addresses the accounting for multiple-deliverable arrangements (complex contracts or related contracts that require the separate delivery of multiple goods and/or services) by expanding the circumstances in which vendors may account for deliverables separately rather than as a combined unit. This update clarifies the guidance on how to separate such deliverables and how to measure and allocate consideration for these arrangements to one or more units of accounting. The existing guidance requires a vendor to use vendor-specific objective evidence or third-party evidence of selling price to separate deliverables in multiple-deliverable arrangements. In addition to retaining this guidance, in situations where vendor-specific objective evidence or third-party evidence is not available, ASU No. 2009-13 will require a vendor to allocate arrangement consideration to each deliverable in multiple-deliverable arrangements based on each deliverable’s relative selling price. This update also expands disclosure requirements for multiple deliverable arrangements, can be applied either prospectively or retrospectively, and is effective for fiscal years beginning on or after June 15, 2010, with early adoption permitted. We are assessing the impact that adoption of ASU No. 2009-13 will have on our financial statements.

ASU No. 2010-06 – Provisions Effective in the 2011 First Quarter (“ASU No. 2010-06”)

Certain provisions of ASU No. 2010-06 arebecame effective for fiscal years beginning after December 15, 2010, which for us will beduring our 2011 first quarter. Those provisions, which amended

Subtopic 820-10, will require us to present as separate line items all purchases, sales, issuances, and settlements of financial instruments valued using significant unobservable inputs (Level 3) in the reconciliation forof fair value measurements, in contrast to the currentprevious aggregate presentation as a single line item. Although this may change the appearance of our fair value reconciliations, we doThe adoption did not believe the adoption will have a material impact on our financial statements or disclosures.

Future Adoption of Accounting Standards

Accounting Standards Update No. 2011-04 – “Fair Value Measurement (Topic 820): Amendments to Achieve Common Fair Value Measurement and Disclosure Requirements in U.S. GAAP and IFRSs” (“ASU No. 2011-04”)

ASU No. 2011-04 generally provides a uniform framework for fair value measurements and related disclosures between GAAP and International Financial Reporting Standards (“IFRS”). Additional disclosure requirements in the update include: (1) for Level 3 fair value measurements, quantitative information about unobservable inputs used, a description of the valuation processes used by the entity, and a qualitative discussion about the sensitivity of the measurements to changes in the unobservable inputs; (2) for an entity’s use of a nonfinancial asset that is different from the asset’s highest and best use, the reason for the difference; (3) for financial instruments not measured at fair value but for which disclosure of fair value is required, the fair value hierarchy level in which the fair value measurements were determined; and (4) the disclosure of all transfers between Level 1 and Level 2 of the fair value hierarchy. ASU 2011-04 will be effective for interim and annual periods beginning on or after December 15, 2011, which for us will be our 2012 first quarter. We are currently evaluating the impact ASU 2011-04 will have on our financial statements.

See the “Fair Value Measurements” caption of Footnote No. 1, “Summary of Significant Accounting Policies” of our 2010 Form 10-K for additional information on the three levels of fair value measurements.

Accounting Standards Update No. 2011-05 – “Comprehensive Income (Topic 220): Presentation of Comprehensive Income” (“ASU No. 2011-05”)

ASU No. 2011-05 amends existing guidance by allowing only two options for presenting the components of net income and other comprehensive income: (1) in a single continuous financial statement, statement of comprehensive income or (2) in two separate but consecutive financial statements, consisting of an income statement followed by a separate statement of other comprehensive income. Also, items that are reclassified from other comprehensive income to net income must be presented on the face of the financial statements. ASU No. 2011-05 requires retrospective application, and it is effective for fiscal years, and interim periods within those years, beginning after December 15, 2011 (for us this will be our 2012 first quarter), with early adoption permitted. We believe the adoption of this update will change the order in which certain financial statements are presented and provide additional detail on those financial statements when applicable, but will not have any other impact on our financial statements.

 

3.Income Taxes

TheWe file income tax returns, including returns for our subsidiaries, in various jurisdictions around the world. We filed an Internal Revenue Service (“IRS”) refund claim relating to 2000 and 2001 for certain software development costs. The IRS disallowed the claims, and in July 2009, we protested the disallowance. This issue was settled in the 2011 second quarter. The IRS has examined our federal income tax returns, and we have settled all issues for tax years through 2004. 2009.

We filed a refund claim relating to 2000 and 2001. The IRS disallowed the claims, and in July 2009, we protested the disallowance. This issue is pendingparticipated in the IRS Appeals Division. The 2005, 2006, 2007, and 2008 field examinations have been completed, and the unresolved issues from those years are now also with the IRS Appeals Division. IRS examinations for 2009 and 2010 are ongoing as part of the IRS’s Compliance Assurance Program.Program (“CAP”) for the 2010 tax year, and are participating in CAP for 2011. This program accelerates the examination of key transactions with the

goal of resolving any issues before the tax return is filed. Various state, local, and foreign income tax returns are also under examination by foreign, state and local taxing authorities.

As noted in Footnote No. 1, “Basis of Presentation,” we recorded a one-time non-cash pre-tax reduction to shareholders’ equity of approximately $238 million in conjunction with our first quarter 2010 adoption of ASU Nos. 2009-16 and 2009-17. Including the related $92 million decrease in deferred tax liabilities, the after-tax reduction to shareholders’ equity totaled $146 million.

For the second quarter of 2010,2011, we increaseddecreased unrecognized tax benefits by $2$4 million (from $222from $38 million at the end of the 20102011 first quarter).quarter primarily due to the closing of the 2005 through 2008 IRS audit examinations. For the first half of 2010,2011, we decreased unrecognized tax benefits by $25$5 million (from $249from $39 million at year-end 2009),2010 primarily reflectingdue to the settlementclosing of an unfavorable U.S. Court of Federal Claims decision involving a refund claim associated with a 1994 transaction. The settlement resulted in no further outlay of cash tax, and we do not anticipate any further cash tax payments for this issue.the 2005 through 2008 IRS audit examinations. The unrecognized tax benefits balance of $224$34 million at the end of the 20102011 second quarter included $112$20 million of tax positions that, if recognized, would impact our effective tax rate.

As a large taxpayer, we are under continual audit by the IRS and other taxing authorities. Weauthorities continually audit us. Although we do not anticipate concluding U.S. federal appeals negotiations for the 2005, 2006, 2007, and 2008 tax years in the next 12 months where the items under consideration include the taxation of our loyalty and gift card programs and the treatment of funds received from foreign subsidiaries. Conclusion of these negotiations could havethat a materialsignificant impact onto our unrecognized tax benefit balances.balance will occur during the next 52 weeks as a result of these audits, it remains possible that the amount of our liability for unrecognized tax benefits could change over that time period.

 

4.Share-Based Compensation

Under our 2002 Comprehensive Stock and Cash Incentive Plan (the “Comprehensive Plan”), we award: (1) stock options to purchase our Class A Common Stock (“Stock Option Program”); (2) stock appreciation rights (“SARs”) for our Class A Common Stock (“SAR Program”); (3) restricted stock units (“RSUs”) of our Class A Common Stock; and (4) deferred stock units. We grant awards at exercise prices or strike prices equal to the market price of our Class A Common Stock on the date of grant.

We recorded share-based compensation expense related to award grants of $26$22 million and $22$26 million for the twelve weeks ended June 17, 2011 and June 18, 2010, respectively, and June 19, 2009, respectively,$43 million and $50 million for each of the twenty-four weeks ended June 17, 2011 and June 18, 2010, and June 19, 2009.respectively. Deferred compensation costs related to unvested awards totaled $173$171 million and $122$113 million at June 18, 201017, 2011 and January 1,December 31, 2010, respectively.

RSUs

We granted 3.72.5 million RSUs during the first half of 20102011 to certain officers and key employees, and those units vest generally over four years in equal annual installments commencing one year after the date of grant. RSUs granted in the first half of 20102011 had a weighted average grant-date fair value of $27.$40.

SARs

We granted 1.10.7 million SARs to officers and key employees during the first half of 2010.2011. These SARs expire 10 years after the date of grant and both vest and are exercisable in cumulative installments of one quarter at the end of each of the first four years following the date of grant. These SARs had a weighted average grant-date fair value of $10,$16 and a weighted average exercise price of $27.$41.

ToWe use a binomial method to estimate the fair value of each SAR granted, we use a binomial method, under which we calculate the weighted average expected SARs terms are calculated as the product of a lattice-based binomial valuation model that uses suboptimal exercise factors. We use historical data to estimate exercise behaviors and terms to retirement for separate groups of retirement eligible and non-retirement eligible employees.

We used the following assumptions to determine the fair value of the Employee SARs granted during the first half of 2010.2011.

 

Expected volatility

 32

Dividend yield

  0.710.73

Risk-free rate

  3.33.4

Expected term (in years)

  78  

In making these assumptions, we based the risk-free rates on the corresponding U.S. Treasury spot rates for the expected duration at the date of grant, which we converted to a continuously compounded rate, and werate. We based the expected volatility on the weighted averageweighted-average historical volatility, with periods with atypical stock movement given a lower weight to reflect stabilized long-term mean volatility.

Other Information

At the end of the 20102011 second quarter, 6454 million shares were reserved under the Comprehensive Plan, including 3527 million shares under the Stock Option Program and the SAR Program.

 

5.Fair Value of Financial Instruments

We believe that the fair values of our current assets and current liabilities approximate their reported carrying amounts. The following table showsWe show the carrying values and the fair values of non-current financial assets and liabilities that qualify as financial instruments, determined in accordance with current guidance for disclosures on the fair value of financial instruments.instruments, in the following table.

 

  At June 18, 2010 At Year-End 2009   At June 17, 2011 At Year-End 2010 
($ in millions)  Carrying
Amount
 Fair
Value
 Carrying
Amount
 Fair
Value
   Carrying
Amount
 Fair Value Carrying
Amount
 Fair Value 

Cost method investments

  $46   $43   $41   $43    $31   $26   $60   $63  

Loans to timeshare owners – securitized

   849    976    0    0     799    969    910    1,097  

Loans to timeshare owners – non-securitized

   288    307    352    368     217    233    170    176  

Senior, mezzanine, and other loans – non-securitized

   92    65    100    77     111    77    184    130  

Residual interests and effectively owned notes

   0    0    197    197  

Restricted cash

   31    31    22    22     114    114    30    30  

Marketable securities

   18    18    18    18     52    52    18    18  
             
             

Total long-term financial assets

  $1,324   $1,440   $730   $725    $1,324   $1,471   $1,372   $1,514  
                          

Non-recourse debt associated with securitized notes receivable

  $(869 $(709 $0   $0    $(773 $(814 $(890 $(921

Senior Notes

   (1,629  (1,737  (1,627  (1,707   (1,285  (1,450  (1,631  (1,771

$2,404 Effective Credit Facility

   (96  (96  (425  (425

Commercial paper

   (156  (156  0    0  

Other long-term debt

   (149  (141  (154  (154   (143  (138  (142  (138

Other long-term liabilities

   (76  (70  (86  (75   (105  (103  (71  (67

Long-term derivative liabilities

   (2  (2  (1  (1   (1  (1  (1  (1
                          

Total long-term financial liabilities

  $(2,821 $(2,755 $(2,293 $(2,362  $(2,463 $(2,662 $(2,735 $(2,898
                          

We estimate the fair value of both ourthe securitized long-term loans to timeshare owners and a portion of our non-securitized long-term loans to timeshare ownersnotes receivable using a discounted cash flow model. We believe this is comparable to the model that an independent third party would use in the current market. Our model uses default rates, prepayment rates, coupon rates and loan terms for our sold notesecuritized notes receivable portfolio as key

drivers of risk and relative value, that when applied in combination with pricing parameters, determines the fair value of the underlying notes receivable.

We estimate the fair value of the portion of our non-securitized notes receivable that we believe will ultimately be securitized in the same manner as securitized notes receivable. We value certainthe remaining non-securitized loans to timeshare ownersnotes receivable at their carrying value, rather than using our pricing model. We believe that the carrying value of such loansnotes receivable approximates fair value because the stated interest rates of these loans are consistent with current market rates and the reserve for these loansnotes receivable appropriately accounts for risks in default rates, prepayment rates, and loan terms.

We estimate the fair value of our senior, mezzanine, and other loans by discounting cash flows using risk-adjusted rates.

We estimate the fair value of our cost method investments by applying a cap rate to stabilized earnings (a market approach). The carrying value of our restricted cash approximates its fair value.

We estimate the fair value of our non-recourse debt associated with securitized loans to timeshare owners by obtaining indicative bids from investment banks that actively issue and facilitate the secondary market for timeshare securities. As an additional measure, wenotes receivable using internally generategenerated cash flow estimates derived by modeling all bond tranches for our active notes receivable securitization transactions, with consideration for the collateral specific to each tranche. The key drivers in thisour analysis include default rates, prepayment rates, bond interest rates and other structural factors, which we use to estimate the projected cash flows. In order to estimate market credit spreads by rating, we reviewed market spreads from timeshare notenotes receivable securitizations and other asset-backed transactions that occurred duringin the fourth quarter of 2009 andmarket during the first half of 2011 and fiscal year 2010. We then applied those estimated market spreads to swap rates in order to estimate an underlying discount rate for calculating the fair value of the active bonds. We have concluded that the fair value of the bonds reflects a marginal premium over the book value resulting from relatively low current swap rates and credit spreads.payable.

We estimate the fair value of our other long-term debt, excluding leases, using expected future payments discounted at risk-adjusted rates, and we determine the fair value of our senior notes using quoted market prices. We believeAt the end of the 2011 second quarter the carrying value of our credit facility approximatescommercial paper approximated its fair value due to the short maturity dates of the draws we have executed to date.maturity. Other long-term liabilities represent guarantee costs and reserves and deposit liabilities. The carrying values of our guarantee costs and reserves approximate their fair values. We estimate the fair value of our deposit liabilities primarily by discounting future payments at a risk-adjusted rate.

We are required to carry our marketable securities at fair value. We value these securities using directly observable Level 1 inputs. The carrying value of our marketable securities at the end of our 20102011 second quarter was $18$52 million, which included debt securities of the U.S. Government, its sponsored agencies and other U.S. corporations invested for our self-insurance programs. Theseprograms as well as shares of a publicly traded company. During the 2011 second quarter, a company in which we owned an investment that we accounted for using the cost method became a publicly traded company. Accordingly, we reclassified the investment to marketable securities are valued using directly observable Level 1 inputs as describedand now record our investment at fair value. As of the end of the 2011 second quarter, this investment had a fair value of $32 million, which was $10 million lower than our cost basis. We do not believe this investment is other-than-temporarily impaired based on the following factors: the operating performance of the underlying company; the relatively short time period that the company has been publicly traded; overall share price volatility in Footnote No. 1, “Basis of Presentation.”the lodging sector during the 2011 second quarter; and we have the intent and ability to hold this investment for the foreseeable future. We have reflected the unrealized loss in accumulated other comprehensive loss at June 17, 2011.

We are also required to carry our derivative assets and liabilities at fair value. As of the end of our 20102011 second quarter, we had derivative instruments in a current assetlong-term liability position of $1 million and $1 million in a current liability position valued using Level 1 inputs, $1 million in a current liability position valued using Level 2 inputs, and $2 million in a long-term liability position valued using Level 3 inputs. We value our Level 3 input derivatives using valuations that we calibrate to the initial trade prices, with subsequent valuations based on unobservable inputs to the valuation model, including interest rates and volatilities.

As discussed in more detail inSee the “Fair Value Measurements” caption of Footnote No. 1, “Basis for Presentation,” and Footnote No. 15, “Variable Interest Entities,” we periodically sell notes receivable originated by our Timeshare segment. We continue to service the notes after the sale, and we retain servicing assets and other interests in the notes. Historically, we accounted for these residual interests, including the servicing assets, as trading securities under the then-applicable standards for accounting for certain investments in debt and equity securities. At the dates“Summary of sale and at the end of each reporting period, we estimated the fair valueSignificant Accounting Policies” of our residual interests using a discounted cash flow model using Level 3 inputs. With the adoption of the new accounting topics in the first quarter of 2010 we reestablished notes receivable (net of reserves)

associated with past securitization transactions, recorded the debt obligations associated with third-party interests held in these special purpose entities and correspondingly eliminated our residual interests (including servicing assets) associated with these transactions. The preceding table includes the carrying amounts and estimated fair valuesForm 10-K for the long-term portion of the securitized notes receivable and the associated debt obligations.additional information.

 

6.Earnings Per Share

The table below illustrates the reconciliation of the earnings and number of shares used in our calculations of basic and diluted earnings per share attributable to Marriott shareholders.share.

 

  Twelve Weeks Ended Twenty-Four Weeks Ended
($ in millions, except per share amounts) June 18, 2010 June 19, 2009 June 18, 2010 June 19, 2009

Computation of Basic Earnings Per Share Attributable to Marriott Shareholders

    

Income attributable to Marriott shareholders

  119  37  202  14

Weighted average shares outstanding

  362.1  356.2  360.7  355.3
            

Basic earnings per share attributable to

Marriott shareholders

 $0.33 $0.10 $0.56 $0.04
            

Computation of Diluted Earnings Per Share Attributable to Marriott Shareholders

    

Income attributable to Marriott shareholders

 $119 $37 $202 $14
            

Weighted average shares outstanding

  362.1  356.2  360.7  355.3

Effect of dilutive securities

    

Employee stock option and SARs plans

  11.5  7.4  10.7  6.3

Deferred stock incentive plans

  1.1  1.4  1.2  1.5

Restricted stock units

  2.7  1.0  2.9  1.1
            

Shares for diluted earnings per share attributable to Marriott shareholders

  377.4  366.0  375.5  364.2
            

Diluted earnings per share attributable to Marriott shareholders

 $0.31 $0.10 $0.54 $0.04
            
   Twelve Weeks Ended   Twenty-Four Weeks Ended 
   June 17, 2011   June 18, 2010   June 17, 2011   June 18, 2010 
(in millions, except per share amounts)                

Computation of Basic Earnings Per Share

        

Net income

  $135    $119    $236    $202  

Weighted average shares outstanding

   356.9     362.1     362.0     360.7  
                    

Basic earnings per share

  $0.38    $0.33    $0.65    $0.56  
                    

Computation of Diluted Earnings Per Share

        

Net income

  $135    $119    $236    $202  
                    

Weighted average shares outstanding

   356.9     362.1     362.0     360.7  

Effect of dilutive securities

        

Employee stock option and SARs plans

   9.1     11.5     9.8     10.7  

Deferred stock incentive plans

   0.9     1.1     0.9     1.2  

Restricted stock units

   2.5     2.7     3.2     2.9  
                    

Shares for diluted earnings per share

   369.4     377.4     375.9     375.5  
                    

Diluted earnings per share

  $0.37    $0.31    $0.63    $0.54  
                    

We compute the effect of dilutive securities using the treasury stock method and average market prices during the period. We determine dilution based on earnings attributable to Marriott shareholders. earnings.

In accordance with the applicable accounting guidance for calculating earnings per share, we didhave not includeincluded the following stock options and SARs in our calculation of diluted earnings per share attributable to Marriott shareholders because the exercise prices were greater than the average market prices for the applicable periods:

 

 (a)for the twelve-week period ended June 17, 2011, 1.0 million options and SARs, with exercise prices ranging from $36.22 to $49.03;

(b)for the twelve-week period ended June 18, 2010, 2.5 million options and SARs, with exercise prices ranging from $34.11 to $49.03;

 

 (b)(c)for the twelve-weektwenty-four week period ended June 19, 2009, 12.617, 2011, 1.0 million options and SARs, with exercise prices ranging from $21.95$ 40.84 to $49.03; and

 

 (c)(d)for the twenty-four week period ended June 18, 2010, 3.7 million options and SARs, with exercise prices ranging from $31.05 to $49.03; and$49.03.

 

(d)for the twenty-four week period ended June 19, 2009, 12.9 million options and SARs, with exercise prices ranging from $18.94 to $49.03.

In addition, for both the twelve and twenty-four weeks periods ended June 19, 2009, we did not include 1.3 million RSUs in our calculation of diluted earnings per share attributable to Marriott shareholders because to do so would have been antidilutive.

7.Inventory

Inventory, totaling $1,467 million and $1,444$1,365 million as of June 18,17, 2011 and $1,489 million as of December 31, 2010, and January 1, 2010, respectively, consists primarily of Timeshare segment interval, fractional ownership, and residential products totaling $1,450 million and $1,426$1,346 million as of June 18, 2010,17, 2011 and January 1, 2010, respectively.$1,472 million as of December 31, 2010. Inventory totaling $17$19 million and $18$17 million as of June 18, 2010,17, 2011 and January 1,December 31, 2010, respectively, primarily relates to hotel operating supplies for the limited number of properties we own or lease. We primarily valuerecord Timeshare segment interval, fractional ownership, and residential products at the lower of cost or fair market value, in accordance with applicable accounting guidance, and we generally value operating supplies at the lower of cost (using the first-in, first-out method) or market. Consistent with recognized industry practice, we classify Timeshare segment interval, fractional ownership, and residential products inventory, which has an operating cycle that exceeds 12 months, as a current asset.

The following table showsWe show the composition of our Timeshare segment inventory balances.balances in the following table:

 

($ in millions)  June 18, 2010  January 1, 2010  June 17, 2011   December 31, 2010 

Finished goods

  $757  $721  $582    $732  

Work-in-process

   148   198   240     101  

Land and infrastructure

   545   507   524     639  
              
  $1,450  $1,426  $1,346    $1,472  
              

 

8.Property and Equipment

The following table showsWe show the composition of our property and equipment balances.balances in the following table:

 

($ in millions)  June 18, 2010 January 1, 2010   June 17, 2011 December 31, 2010 

Land

  $455   $454    $614   $514  

Buildings and leasehold improvements

   925    935     963    854  

Furniture and equipment

   984    996     1,067    984  

Construction in progress

   199    163     143    204  
              
   2,563    2,548     2,787    2,556  

Accumulated depreciation

   (1,228  (1,186   (1,304  (1,249
              
  $1,335   $1,362    $1,483   $1,307  
              

9.Notes Receivable

As discussed in Footnote No. 1, “Basis of Presentation,” on the first day of fiscal year 2010, we consolidated certain entities associated with past timeshare notes receivable securitization transactions. Prior to the 2010 first quarter, we were not required to consolidate the special purpose entities utilized to securitize the notes.

The following table showsWe show the composition of our notes receivable balances (net of reserves).reserves and unamortized discounts) in the following table:

 

($ in millions)  June 18, 2010 January 1, 2010   June 17, 2011 December 31, 2010 

Loans to timeshare owners – securitized

  $960   $0    $913   $1,028  

Loans to timeshare owners – non-securitized

   346    424     275    225  

Senior, mezzanine, and other loans – non-securitized

   188    196     120    191  
       
          1,308    1,444  
   1,494    620  

Less current portion

      

Loans to timeshare owners – securitized

   (111  0     (114  (118

Loans to timeshare owners – non-securitized

   (58  (72   (58  (55

Senior, mezzanine, and other loans – non-securitized

   (95  (96   (9  (7
              
  $1,230   $452    $1,127   $1,264  
              

We classify notes receivable due within one year as current assets in the caption “Accounts and notes receivable” in our Condensed Consolidated Balance Sheets. TotalWe show the composition of our long-term notes receivable asbalances (net of June 18, 2010,reserves and January 1, 2010, of $1,230 million and $452 million, respectively, consisted of loans to timeshare owners of $1,137 million and $352 million, respectively, loans to equity method investees of

unamortized discounts) in the following table:

$2 million and $10 million, respectively, and other notes receivable of $91 million and $90 million, respectively.

($ in millions)  June 17, 2011   December 31, 2010 

Loans to timeshare owners

  $1,016    $1,080  

Loans to equity method investees

   2     2  

Other notes receivable

   109     182  
          
  $1,127    $1,264  
          

The following tables show future principal payments net(net of reserves and unamortized discounts,discounts) as well as interest rates, reserves and unamortized discounts for our securitized and non-securitized notes receivable.

Notes Receivable Principal Payments (net of reserves and unamortized discounts) and Interest Rates

 

($ in millions)  Non-Securitized
Notes Receivable
 Securitized
Notes Receivable
 Total   Non-Securitized
Notes  Receivable
 Securitized
Notes  Receivable
 Total 

2010

  $132   $64   $196  

2011

   45    113    158    $46   $66   $112  

2012

   57    116    173     57    116    173  

2013

   41    120    161     34    121    155  

2014

   34    120    154     28    122    150  

2015

   24    118    142  

Thereafter

   225    427    652     206    370    576  
                    

Balance at June 18, 2010

  $534   $960   $1,494  

Balance at June 17, 2011

  $395   $913   $1,308  
                    

Weighted average interest rate at June 18, 2010

   10.1  13.0  12.0
          

Range of stated interest rates at June 18, 2010

   0 to 19.5  5.2 to 19.5  0 to 19.5

Weighted average interest rate at June 17, 2011

   9.5  13.1  12.0
                    

Range of stated interest rates at June 17, 2011

   0 to 19.5  5.2 to 19.5  0 to 19.5
          

Notes Receivable Reserves

 

($ in millions)  Non-Securitized
Notes Receivable
  Securitized
Notes Receivable
  Total

Balance at year-end 2009

  $210  $0  $210
            

Balance at June 18, 2010

  $235  $103  $338
            
($ in millions)  Non-Securitized
Notes  Receivable
   Securitized
Notes  Receivable
   Total 

Balance at year-end 2010

  $203    $89    $292  
               

Balance at June 17, 2011

  $200    $73    $273  
               

Notes Receivable Unamortized Discounts(1)

 

($ in millions)  Non-Securitized
Notes Receivable
  Securitized
Notes Receivable
  Total

Balance at year-end 2009

  $16  $0  $16
            

Balance at June 18, 2010

  $13  $0  $13
            
($ in millions)  Non-Securitized
Notes  Receivable
   Securitized
Notes  Receivable
   Total 

Balance at year-end 2010

  $13    $0    $13  
               

Balance at June 17, 2011

  $13    $0    $13  
               

(1)

The discounts for both June 17, 2011 and year-end 2010 relate entirely to our Senior, Mezzanine, and Other Loans.

Senior, Mezzanine, and Other Loans

We reflect interest income associated with “Senior, mezzanine, and other loans” in the “Interest income” caption in our Condensed Consolidated Statements of Income. We generally do not accrue interest on “Senior, mezzanine, and other loans” that are impaired.Income Statements. At the end of the 20102011 second quarter, our recorded investment in impaired “Senior, mezzanine, and other loans” was $94$98 million. We had an $86a $78 million notes receivable reserve representing an allowance for credit losses, leaving $8$20 million of our investment in impaired loans, for which we had no related allowance for credit losses. At year-end 2009,2010, our recorded investment in impaired “Senior, mezzanine, and other loans” was $191$83 million, and we had a $183$74 million notes receivable reserve representing an allowance for credit losses, leaving $8$9 million of our investment in impaired loans, for which we had no related allowance for credit losses. During the 2011 and 2010 first halves, our average investment in impaired “Senior, mezzanine, and other loans” totaled $90 million and $143 million, respectively.

The following table summarizes the activity related to our “Senior, mezzanine, and other loans” notes receivable reserve for the first half of 2010:2011:

 

($ in millions)  Notes Receivable
Reserve
   Notes  Receivable
Reserve
 

Balance at year-end 2009

  $183  

Balance at year-end 2010

  $74  

Additions

   0     1  

Write-offs

   (105

Reversals

   (6

Transfers and other

   8     9  
        

Balance at June 18, 2010

  $86  

Balance at June 17, 2011

  $78  
        

At the end of the 2011 second quarter, past due senior, mezzanine, and other loans totaled $6 million.

Loans to Timeshare Owners

We reflect interest income associated with “Loans to timeshare owners” of $43$37 million and $10$43 million for the 20102011 and 20092010 second quarters, respectively, and $88$76 million and $23$88 million for the twenty-four weeks ended June 18, 201017, 2011 and June 19, 2009,18, 2010, respectively, in our Condensed ConsolidatedIncome Statements of Income in the “Timeshare sales and services” revenue caption. Of the $43$37 million of interest income we recognized from these loans in the 2011 second quarter, $30 million was associated with securitized loans and $7 million was associated with non-securitized loans, compared with $33 million associated with securitized loans and $10 million associated with non-securitized loans recognized in the 2010 second quarter. Of the $76 million of interest income we recognized in the 2010 second quarter, $33first half of 2011, $62 million was associated with securitized loans and $10$14 million was associated with non-securitized loans, compared with the $10 million recognized in the 2009 second quarter which related solely to non-securitized loans. Of the $88 million of interest income we recognized in the 2010 first half, $69 million was associated with securitized loans and $19 million was associated with non-securitized loans compared with the $23 million recognized in the 2009 first half which related solely to non-securitized loans.of 2010.

The following table summarizes the activity related to our “Loans to timeshare owners” notes receivable reserve for the first half of 2010:2011:

 

($ in millions)  Non-Securitized
Notes Receivable
Reserve
  Securitized
Notes Receivable
Reserve
  Total 

Balance at year-end 2009

  $27   $0   $27  

Additions for current year sales

   16    0    16  

Write-offs

   (34  0    (34

One-time impact of ASU Nos. 2009-16 and 2009-17(1)

   84    135    219  

Repurchase activity(2)

   29    (29  0  

Other(3)

   27    (3  24  
             

Balance at June 18, 2010

  $149   $103   $252  
             
($ in millions)  Non-Securitized
Notes  Receivable
Reserve
  Securitized
Notes  Receivable
Reserve
  Total 

Balance at year-end 2010

  $129   $89   $218  

Additions for current year securitizations

   14    0    14  

Write-offs

   (38  0    (38

Defaulted note repurchase activity(1)

   22    (22  0  

Other(2)

   (5  6    1  
             

Balance at June 17, 2011

  $122   $73   $195  
             

 

(1)(

The non-securitized notes receivable reserve relates to the implementation of ASU Nos. 2009-16 and 2009-17, which required us to establish reserves for certain previously securitized and subsequently repurchased notes held at January 2, 2010.

(2)1)

Decrease in securitized reserve and increase in non-securitized reserve was attributable to the transfer of the reserve when we repurchased the notes.

(3)(2)

Consists of static pool and default rate assumption changes.

We record an estimate of expected uncollectibility on notes receivable from timeshare purchasers as a reduction of revenue at the time we recognize profit on a timeshare sale. We have fully reserved all defaulted notes in addition to recording a reserve on the estimated uncollectible portion of the remaining notes. For those notes not in default, we assess collectibility based on pools of receivables, because we hold large numbers of homogenous timeshare notes receivable. We estimate uncollectibles based on historical activity for similar timeshare notes receivable. As of June 18,17, 2011 and year-end 2010, we estimated average remaining default rates of 10.27.76 percent and 9.25 percent, respectively, for both outstanding non-securitized and securitized timeshare notes receivable, respectively.receivable.

We do not record accrued interest onshow our recorded investment in nonaccrual “Loans to timeshare owners” that are over 90 days past due, andloans in the following table shows ourtable:

($ in millions)  Non-Securitized
Notes  Receivable
   Securitized
Notes  Receivable
   Total 

Investment in loans on nonaccrual status at June 17, 2011

  $103    $18    $121  
               

Investment in loans on nonaccrual status at year-end 2010

  $113    $15    $128  
               

Average investment in loans on non-accrual status during the first half of 2011

  $108    $16    $124  
               

Average investment in loans on non-accrual status during the first half of 2010

  $115    $11    $126  
               

We show the aging of the recorded investment (before reserves) in such loans.“Loans to timeshare owners” in the following table:

 

($ in millions)  Non-Securitized
Notes Receivable
  Securitized
Notes Receivable
  Total

Investment in loans on nonaccrual status at June 18, 2010

  $116  $22  $138
            

Investment in loans on nonaccrual status at January 1, 2010

  $113  $0  $113
            
($ in millions)  June 17, 2011 

31 – 90 days past due

  $33  

91 – 150 days past due

   20  

Greater than 150 days past due

   101  
     

Total past due

   154  

Current

   1,229  
     

Total loans to timeshare owners

  $1,383  
     

 

10.Long-term Debt

As discussed in Footnote No. 1, “Basis of Presentation,” on the first day of fiscal year 2010, we consolidated certain previously unconsolidated entities associated with past timeshare notes receivable securitization transactions, resulting in consolidation of the related debt obligations. We securitized the notes receivable through bankruptcy-remote entities, and the entities’ creditors have no recourse to us.

The following table providesprovide detail on our long-term debt balances:balances in the following table:

 

($ in millions)  June 18, 2010  January 1, 2010 

Non-recourse debt associated with securitized notes receivable, interest rates ranging from 0.27% to 7.20% (weighted average interest rate of 5.21%)

  $987   $0  

Less current portion

   (118  0  
         
   869    0  
         

Senior Notes:

   

Series F, interest rate of 4.625%, face amount of $348, maturing June 15, 2012 (effective interest rate of 5.02%)(1)

   347    347  

Series G, interest rate of 5.810%, face amount of $316, maturing November 10, 2015 (effective interest rate of 6.53%)(1)

   303    302  

Series H, interest rate of 6.200%, face amount of $289, maturing June 15, 2016 (effective interest rate of 6.30%)(1)

   289    289  

Series I, interest rate of 6.375%, face amount of $293, maturing June 15, 2017 (effective interest rate of 6.45%)(1)

   291    291  

Series J, interest rate of 5.625%, face amount of $400, maturing February 15, 2013 (effective interest rate of 5.71%)(1)

   398    398  

$2,404 Effective Credit Facility, average interest rate of 0.869%

   96    425  

Other

   200    246  
         
   1,924    2,298  

Less current portion

   (24  (64
         
   1,900    2,234  
         
  $2,769   $2,234  
         
($ in millions)  June 17, 2011  December 31, 2010 

Non-recourse debt associated with securitized notes receivable, interest rates ranging from 0.27% to 7.20% (weighted average interest rate of 4.97%)

  $895   $1,016  

Less current portion

   (122  (126
         
   773    890  
         

Senior Notes:

   

Series F, interest rate of 4.625%, face amount of $348, maturing June 15, 2012 (effective interest rate of 5.01%)(1)

   348    348  

Series G, interest rate of 5.810%, face amount of $316, maturing November 10, 2015 (effective interest rate of 6.52%)(1)

   305    304  

Series H, interest rate of 6.200%, face amount of $289, maturing June 15, 2016 (effective interest rate of 6.28%)(1)

   289    289  

Series I, interest rate of 6.375%, face amount of $293, maturing June 15, 2017 (effective interest rate of 6.43%)(1)

   291    291  

Series J, interest rate of 5.625%, face amount of $400, maturing February 15, 2013 (effective interest rate of 5.69%)(1)

   399    399  

Commercial paper, average interest rate of 0.3523% at June 17, 2011

   156    0  

$2,404 Effective Credit Facility

   0    0  

Other

   239    182  
         
   2,027    1,813  

Less current portion

   (360  (12
         
   1,667    1,801  
         
  $2,440   $2,691  
         

 

(1)

Face amount and effective interest rate are as of June 18, 2010.17, 2011.

The non-recourse debt associated with securitized notes receivable was, and to the extent currently outstanding is, secured by the related notes receivable. All of our other long-term debt was, and to the extent currently outstanding is, recourse to us but unsecured. Other debt in the preceding table includes capital leases, among other items.

We are party to a

On June 23, 2011, after the end of the second quarter, we amended and restated our multicurrency revolving credit agreement (the “Credit Facility”) that provides forto extend the facility's expiration from May 14, 2012 to June 23, 2016 and reduce (at our direction) the facility size from $2.404 billion to $1.75 billion of aggregate effective borrowingsborrowings. The material terms of the amended and restated Credit Facility are

otherwise unchanged, and the facility continues to support general corporate needs, including working capital, capital expenditures, and letters of credit. The availability of the Credit Facility expires on May 14, 2012.also supports our commercial paper program. Borrowings under the Credit Facility bear interest at theLIBOR (the London Interbank Offered Rate (LIBOR)Rate) plus a fixed spread.spread, based on our public debt rating. We also pay quarterly fees on the Credit Facility at a rate also based on our public debt rating. While any outstanding commercial paper borrowings and/or borrowings under our Credit Facility generally have short-term maturities, we classify the outstanding borrowings as long-term based on our ability and intent to refinance the outstanding borrowings on a long-term basis. See the “Cash Requirements and Our Credit Facilities” caption later in this report in the “Liquidity and Capital Resources” section for information on our available borrowing capacity at June 17, 2011.

Each of our 13 securitized notes receivable pools contains various triggers relating to the performance of the underlying notes receivable. If a pool of securitized notes receivable fails to perform within the pool’s established parameters (default or delinquency thresholds by deal) there aretransaction provisions under whicheffectively redirect the monthly excess spread we typically receive from that pool (related to the interests we retained) is effectively redirected, to accelerate the principal payments to investors based on the subordination of the different tranches until the performance trigger is cured. During the first quarter of 2010,2011, one pool that reached a performance trigger at year-end 20092010 returned to compliancemeeting performance thresholds, while three othersone other pool reached a performance triggers.trigger. At the end of the first quarter of 2010,2011, this was the only one of these three poolspool that was still out of compliance with applicable triggers.not meeting performance thresholds. This pool continuedreturned to be under trigger throughcompliance during the 2011 second quarter. At the end of the 2011 second quarter, there were no pools out of 2010. No other pools reached performance triggers during the second quarter.compliance. As a result of performance triggers, a total of $2 million in cash of excess spread was used to pay down debt during the first half of 2010.

2011. At June 17, 2011, we had 13 securitized notes receivable pools outstanding.

The following tablesWe show future principal payments net(net of unamortized discounts,discounts) and unamortized discounts for our securitized and non-securitized debt.debt in the following tables:

Debt Principal Payments (net of unamortized discounts)

 

($ in millions)  Non-Recourse Debt  Other Debt  Total  Non-Recourse Debt   Other Debt   Total 

2010

  $78  $17  $95

2011

   124   12   136  $70    $6    $76  

2012

   127   455   582   124     517     641  

2013

   131   411   542   129     415     544  

2014

   131   12   143   131     71     202  

2015

   125     313     438  

Thereafter

   396   1,017   1,413   316     705     1,021  
                     

Balance at June 18, 2010

  $987  $1,924  $2,911

Balance at June 17, 2011

  $895    $2,027    $2,922  
                     

As the contractual terms of the underlying securitized notes receivable determine the maturities of the non-recourse debt associated with them, actual maturities may occur earlier due to prepayments by the notes receivable obligors.

Unamortized Debt Discounts

 

($ in millions)  Non-Recourse Debt  Other Debt  Total

Balance at January 1, 2010

  $0  $20  $20
            

Balance at June 18, 2010

  $0  $18  $18
            
($ in millions)  Non-Recourse Debt   Other Debt   Total 

Balance at December 31, 2010

  $0    $16    $16  
               

Balance at June 17, 2011

  $0    $14    $14  
               

We paid cash for interest, net of amounts capitalized, of $65 million in the first half of 2011 and $74 million in the first half of 2010 and $48 million in the first half of 2009.2010.

11.Comprehensive Income and Capital Structure

The following tablesWe detail comprehensive income attributable to Marriott, comprehensive income attributable to noncontrolling interests, and consolidated comprehensive income.in the following table:

 

   Attributable to Marriott  Attributable to
Noncontrolling Interests
  Consolidated 
($ in millions)  Twelve Weeks Ended  Twelve Weeks Ended  Twelve Weeks Ended 
   June 18,
2010
  June 19, 2009  June 18,
2010
  June 19, 2009  June 18,
2010
  June 19,
2009
 

Net income (loss)

  $119   $37   $0  $(2 $119   $35  

Other comprehensive income (loss), net of tax:

        

Foreign currency translation adjustments

   (6  23    0   0    (6  23  

Other derivative instrument adjustments

   1    (5  0   0    1    (5

Unrealized gains on available-for-sale securities

   0    5    0   0    0    5  
                         

Total other comprehensive (loss) income, net of tax

   (5  23    0   0    (5  23  
                         

Comprehensive income (loss)

  $114   $60   $0  $(2 $114   $58  
                         
   Attributable to Marriott  Attributable to
Noncontrolling Interests
  Consolidated 
($ in millions)  Twenty-Four Weeks Ended  Twenty-Four Weeks Ended  Twenty-Four Weeks Ended 
   June 18,
2010
  June 19,
2009
  June 18,
2010
  June 19,
2009
  June 18,
2010
  June 19,
2009
 

Net income (loss)

  $202   $14   $0  $(4 $202   $10  

Other comprehensive income (loss), net of tax:

        

Foreign currency translation adjustments

   (19  12    0   0    (19  12  

Other derivative instrument adjustments

   1    (4  0   0    1    (4

Unrealized gains on available-for-sale securities

   0    3    0   0    0    3  
                         

Total other comprehensive (loss) income, net of tax

   (18  11    0   0    (18  11  
                         

Comprehensive income (loss)

  $184   $25   $0  $(4 $184   $21  
                         

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 17,
2011
  June 18,
2010
  June 17,
2011
  June 18,
2010
 

Net income

  $135   $119   $236   $202  

Other comprehensive income (loss), net of tax:

     

Foreign currency translation adjustments

   10    (6  15    (19

Other derivative instrument adjustments

   (13  1    (14  1  

Unrealized losses on available-for-sale securities

   (10  0    (10  0  
                 

Total other comprehensive loss, net of tax

   (13  (5  (9  (18
                 

Comprehensive income

  $122   $114   $227   $184  
                 

The following table details changes in shareholders’ equity attributable to Marriott shareholders. Equity attributable to the noncontrolling interests was zero as of both June 18, 2010 and January 1, 2010. The table also includes the cumulative effect of a change in accounting principle of $146 million recorded directly to retained earnings on the first day of the 2010 fiscal year as a result of our adopting ASU Nos. 2009-16 and 2009-17. See Footnote No. 1, “Basis of Presentation,” for additional information on our adoption of those updates.equity.

 

($ in millions, except per share amounts)  Equity Attributable to Marriott Shareholders 

Common
Shares
Outstanding

     Total  Class A
Common
Stock
  Additional
Paid-in-Capital
  Retained
Earnings
  Treasury
Stock, at
Cost
  Accumulated
Other
Comprehensive
Income (Loss)
 
358.2  Balance at year-end 2009  $1,142   $5  $3,585   $3,103   $(5,564 $13  
0  

Impact of adoption of

ASU 2009-16 and ASU 2009-17

   (146  0   0    (146  0    0  
                            
358.2  Opening balance fiscal year 2010  $996   $5  $3,585   $2,957   $(5,564 $13  
0  Net income   202    0   0    202    0    0  
0  Other comprehensive loss   (18  0   0    0    0    (18
0  Cash dividends ($0.0800 per share)   (29  0   0    (29  0    0  
4.5  Employee stock plan issuance   73    0   (33  0    106    0  
                            
362.7  Balance at June 18, 2010  $1,224   $5  $3,552   $3,130   $(5,458 $(5
                            
(in millions, except per share amounts)    
Common
Shares
Outstanding
     Total  Class A
Common
Stock
   Additional
Paid-in-
Capital
  Retained
Earnings
  Treasury Stock,
at Cost
  Accumulated
Other
Comprehensive
Loss
 
 366.9   

Balance at year-end 2010

  $1,585   $5    $3,644   $3,286   $(5,348 $(2
 0   

Net income

   236    0     0    236    0    0  
 0   

Other comprehensive loss

   (9  0     0    0    0    (9
 0   

Cash dividends ($0.1875 per share)

   (68  0     0    (68  0    0  
 4.6   

Employee stock plan issuance

   67    0     (29  (53  149    0  
 (18.5 

Purchase of Treasury stock

   (675  0     0    0    (675  0  
                              
 353.0   

Balance at June 17, 2011

  $1,136   $5    $3,615   $3,401   $(5,874 $(11
                              

 

12.Contingencies

Guarantees

We issue guarantees to certain lenders and hotel owners, primarily to obtain long-term management contracts. The guarantees generally have a stated maximum amount of funding and a term of threefour to 10ten years. The terms of guarantees to lenders generally require us to fund if cash flows from hotel operations are inadequate to cover annual debt service or to repay the loan at the end of the term. The terms of the guarantees to hotel owners generally require us to fund if the hotels do not attain specified levels of operating profit. Guarantee fundings to lenders and hotel owners are generally recoverable as loans repayable to us out of future hotel cash flows and/or proceeds from the sale of hotels. We also enter into project completion guarantees with certain lenders in conjunction with hotels and Timeshare segment properties that we or our joint venture partners are building.

The following table showsWe show the maximum potential amount of future fundings for guarantees where we are the primary obligor and the carrying amount of the liability for expected future fundings.fundings in the following table.

 

($ in millions)

      

Guarantee Type

  Maximum Potential
Amount of  Future

Fundings at
June 18, 2010
  Liability for
Expected Future
Fundings at
June 18, 2010

($ in millions)

Guarantee Type

  Maximum Potential
Amount  of Future Fundings
at June 17, 2011
   Liability for Expected
Future Fundings
at June 17, 2011
 

Debt service

  $37  $3  $58    $6  

Operating profit

   118   20   153     55  

Other

   56   2   49     2  
              

Total guarantees where we are the primary obligor

  $211  $25  $260    $63  
              

We included our liability for expected future fundings at June 18, 2010,17, 2011, in our Condensed Consolidated Balance Sheets in the following line items:Sheet as follows: $3 million in the “Other current liabilities” and $22$60 million in the “Other long-term liabilities.”

Our guarantees of $211 million listed in the preceding table include $31$24 million of operating profit guarantees that will not be in effect until the underlying properties open and we begin to operate the properties, $3 million of debt service guarantees that will not be in effect until the underlying debt has been funded, and $7 million of other guarantees.properties.

The guarantees of $211 million in the preceding table do not include $153the following:

$116 million of guarantees related to Senior Living Services lease obligations of $102$73 million (expiring in 2013) and lifecare bonds of

$51 $43 million (estimated to expire in 2016), for which we are secondarily liable. The primary obligors on these liabilities are Sunrise Senior Living, Inc. (“Sunrise”) is the primary obligor on both the leases and $7$6 million of the lifecare bonds; Health Care Property Investors, Inc., as successor by merger to CNL Retirement Properties, Inc. (“CNL”), which subsequently merged with Health Care Property Investors, Inc.,is the primary obligor on $42$36 million of the lifecare bonds;bonds, and Five Star Senior Living is the primary obligor on the remaining $2$1 million of lifecare bonds. Prior to our sale ofBefore we sold the Senior Living Services business in 2003, these preexistingwere our guarantees were guarantees by us of obligations of our then consolidated Senior Living Services subsidiaries. Sunrise and CNL have indemnified us for any guarantee fundings we may be called upon to make in connection withunder these lease obligations and lifecare bonds.guarantees. While we currently do not expect to fund under the guarantees, Sunrise’s SEC filings suggest that Sunrise’s continued ability to meet these guarantee obligations cannot be assured given Sunrise’s financial position and reducedlimited access to liquidity.

The table also does not include lease

Lease obligations, for which we became secondarily liable when we acquired the Renaissance Hotel Group N.V. in 1997, consisting of annual rent payments of approximately $6 million and total remaining rent payments through the initial term of approximately $51$53 million. Most of these obligations expire atby the end of 2020. CTF Holdings Ltd. (“CTF”) had originally made availableprovided €35 million in cash collateral in the event that we are required to fund under such guarantees, (approximately €6approximately $7 million ($7(€5 million) of which remained at June 18, 2010).17, 2011. Our exposure for the remaining rent payments through the initial term will decline to the extent that CTF obtains releases from the landlords or these hotels exit the system. Since the time we assumed these guarantees, we have not funded any amounts, and we do not expect to fund any amounts under these guarantees in the future.

In addition to the guarantees noted in the preceding table, we provided a

A project completion guarantee to a lender for a joint venture project with an estimated aggregate total cost of $592 million. We are liable on a several basis with our partners in an amount equal to our 34 percent pro rata ownership in the joint venture. The carrying value of ourOur liability associated with this guarantee was $28had a carrying value of $16 million at June 18, 2010,17, 2011, as further discussed in Footnote No. 15, “Variable Interest Entities.” The preceding table also does not include a

A project completion guarantee that we provided to another lender for a joint venture project with an estimated aggregate total cost of CAD $483$520 million (USD $461(Canadian $508 million). The associated joint venture will satisfy payments for cost overruns for this project through contributions from the partners or from borrowings, and we are liable on a several basis with our partners in an amount equal to our 20 percent pro rata ownership in the joint venture, which is 20 percent. We do not expect to fund under the guarantee. The carrying value ofventure. In 2010, our partners executed documents indemnifying us for any payments that may be required for this guarantee obligation. Our liability associated with this project completion guarantee washad a carrying value of $3 million at June 18, 2010.17, 2011.

In addition to the guarantees described in the preceding paragraphs, in conjunction with financing obtained for specific projects or properties owned by joint ventures in which we are a party, we may provide industry standard indemnifications to the lender for loss, liability, or damage occurring as a result of the actions of the other joint venture owner or our own actions.

Commitments and Letters of Credit

In addition to the guarantees noted in the preceding paragraphs, as of June 18, 2010,17, 2011, we had the following commitments outstanding:

$4 million of loan commitments that we have extended to owners of lodging properties. We expect to fund approximately $1 million of these commitments within three years, and do not expect to fund the remaining $3 million of commitments, $1 million of which will expire within three years, $1 million of which will expire within five years, and $1 million of which will expire after five years.

CommitmentsA commitment to invest up to $44$8 million of equity for noncontrolling interests in partnerships that plan to purchase North American full-service and limited-service properties, or purchase or develop hotel-anchored mixed-use real estate projects. We expect to fund $24 million of these commitments in one to two years, $10 millionthis commitment within three years and $10years.

A commitment, with no expiration date, to invest up to $29 million after three years. If(€20 million) in a joint venture in which we are a partner. We do not funded, $24expect to fund under this commitment.

A commitment for $18 million (HKD $141 million) to purchase vacation ownership units upon completion of these investment commitments will expireconstruction for sale in oneour Timeshare segment. We have already made deposits of $11 million in conjunction with this commitment. We expect to two years and $20pay the remaining $7 million will expireupon acquisition of the units in more than three years.the 2011 third quarter.

A commitment, with no expiration date, to invest up to $11 million in a joint venture for development of a new property that we expect to fund within three years.

 

A commitment, subject to certain conditions,with no expiration date, to invest up to $43$7 million in a joint venture that we do not expect to fund.

$3 million (€352 million) into a newof other purchase commitments that we expect to fund over the next three years, as follows: $1 million in each of 2012, 2013 and 2014.

Commitments to purchasesubsidize vacation ownership associations for costs that otherwise would be covered by annual maintenance fees associated with vacation ownership interests or develop managed Marriott brand hotels in Western Europeunits that have not yet been built were $6 million, which we expect will be managed exclusively by us. In accordancepaid in 2011.

$3 million of loan commitments that we have extended to owners of lodging properties. We expect to fund approximately $1 million of these commitments within three years, and do not expect to fund the remaining $2 million of commitments, $1 million of which will expire within three years and $1 million of which will expire after five years.

A $1 million commitment, with the agreement, thisno expiration date, to a hotel real estate investment trust in which we have an ownership interest that we do not expect to fund. The commitment expired on June 30, 2010.is pledged as collateral for certain trust investments.

 

A commitment to invest up to $25$3 million (€20 million) in a joint venture, in which we are a partner. We do not expect to fund under this commitment.in 2011.

 

Other investment commitments, generallyWe have a right and under certain circumstances an obligation to acquire our joint venture partner’s remaining 50 percent interest in two joint ventures over the next ten years at a price based on the performance of the ventures. We made a $7 million (€5 million) deposit in conjunction with no expiration date, totaling $9 million of which we onlythis contingent obligation in the 2011 first quarter and expect to fund $1 million. That funding is expectedmake two additional deposits of €5 million each in fiscal year 2012, after certain conditions are met. The deposits are refundable to occur within one year.the extent we do not acquire our joint venture partner’s remaining interests.

 

Two commitments for an aggregate of $130 million to purchase timeshare and fractional units upon completion of construction for use in our Asia Pacific Points Club and The Ritz-Carlton Destination Club programs. We have already made deposits of $22a commitment to invest up to $5 million (€4 million) in conjunction with these commitments. With regard to the payment of the remaining $108 million, the payment of $100 million is conditioned on satisfaction of certain conditions, and we have certain claims and contingencies that may have the effect of delaying and/or reducing the amount of such payment, which could otherwise become due inan existing joint venture during the third or fourth quarter of this year.2011 if certain events take place.

 

$4We have a right and under certain circumstances an obligation to acquire the landlord’s interest in the real estate property and attached assets of a hotel that we lease for approximately $64 million (€345 million) of other purchase commitments that will be funded overduring the next 5 years, as follows: $1 million in each of 2011, 2012, 2013 and 2014.three years.

At June 18, 2010,17, 2011, we had $98$78 million of letters of credit outstanding ($75 million under our Credit Facility and $3 million outside the Credit Facility), the majority of which related to our self-insurance programs. Surety bonds issued as of June 18, 2010,17, 2011, totaled $284$201 million, the majority of which were requested by federal, state orand local governments related torequested in connection with our lodging operations, including our Timeshare segment operations, and self-insurance programs.

13.Business Segments

We are a diversified hospitality company with operations in five business segments:

 

  

North American Full-Service Lodging, which includes the Marriott Hotels & Resorts, Marriott Conference Centers, JW Marriott, Renaissance Hotels, Renaissance ClubSport, and Autograph Collection properties located in the continental United States and Canada;

 

  

North American Limited-Service Lodging, which includes the Courtyard, Fairfield Inn & Suites, SpringHill Suites, Residence Inn, TownePlace Suites, and Marriott ExecuStay properties located in the continental United States and Canada;

 

  

International Lodging, which includes the Marriott Hotels & Resorts, JW Marriott, Renaissance Hotels, Autograph, Courtyard, AC Hotels by Marriott, Fairfield Inn & Suites, Residence Inn, and Marriott Executive Apartments properties located outside the continental United States and Canada;

 

  

Luxury Lodging, which includes The Ritz-Carlton, and Bulgari Hotels & Resorts, and EDITION properties worldwide (together with residential properties associated with some Ritz-Carlton hotels), as well as EDITION, for which no properties are yet open;; and

 

  

Timeshare, which includes the development, marketing, operation, and sale of Marriott Vacation Club, The Ritz-Carlton Destination Club, The Ritz-Carlton Residences, and Grand Residences by Marriott timeshare, fractional ownership, and residential properties worldwide. See Footnote No. 16, “Planned Spin-off,” later in this report for a discussion of our plans for a spin-off of our timeshare operations and timeshare development business.

In 2011, we changed the management reporting structure for properties located in Hawaii. In conjunction with that change, we now report revenues, financial results, assets, and liabilities for properties located in Hawaii in our North American segments rather than in our International segment. In addition, we now recognize in our Timeshare segment some base management fees we previously recognized in our International segment. For comparability, we have reclassified prior year segment revenues, segment financial results, and segment assets to reflect these changes. These reclassifications only affect our segment reporting, and do not change our total consolidated revenue, operating income, or net income or our total segment revenues or total segment financial results.

We evaluate the performance of our segments based primarily on the results of the segment without allocating corporate expenses, income taxes, or indirect general, administrative, and other expenses. With the exception of our Timeshare segment, we do not allocate interest income or interest expense to our

segments. Prior to the 2010 first quarter, we included note sale gains/(losses) in our Timeshare segment results. Due to our adoption of ASU Nos. 2009-16 and 2009-17, as discussed in Footnote No. 1, “Basis of Presentation,” we no longer account for note receivable securitizations as sales but rather as secured borrowings as defined in these topics, and therefore, we do not expect to recognize gains or losses on future note receivable securitizations. We include interest income and interest expense associated with our Timeshare segment notes in our Timeshare segment results because financing sales and securitization transactions are an integral part of that segment’s business. In addition, we allocate other gains and losses, equity in earnings or losses from our joint ventures, divisional general, administrative, and other expenses, and income or losses attributable to noncontrolling interests to each of our segments. “Other unallocated corporate” represents that portion of our revenues, general, administrative, and other expenses, equity in earnings or losses, and other gains or losses that arewe do not allocableallocate to our segments.

We aggregate the brands presented within our North American Full-Service, North American Limited-Service, International, Luxury, and Timeshare segments considering their similar economic characteristics, types of customers, distribution channels, the regulatory business environment of the brands and operations within each segment and our organizational and management reporting structure.

Revenues

 

  Twelve Weeks Ended  Twenty-Four Weeks Ended  Twelve Weeks Ended   Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009  June 17, 2011   June 18, 2010   June 17, 2011   June 18, 2010 

North American Full-Service Segment

  $1,231  $1,142  $2,394  $2,308  $1,305    $1,243    $2,556    $2,413  

North American Limited-Service Segment

   507   471   968   912   564     507     1,066     968  

International Segment

   287   250   554   497   301     274     567     532  

Luxury Segment

   364   324   730   675   391     364     776     730  

Timeshare Segment

   363   355   721   632   390     364     748     724  
                            

Total segment revenues

   2,752   2,542   5,367   5,024   2,951     2,752     5,713     5,367  

Other unallocated corporate

   19   20   34   33   21     19     37     34  
                            
  $2,771  $2,562  $5,401  $5,057  $2,972    $2,771    $5,750    $5,401  
                            

Net Income Attributable to Marriott

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009 

North American Full-Service Segment

  $85   $71   $156   $140  

North American Limited-Service Segment

   82    72    141    105  

International Segment

   42    27    75    64  

Luxury Segment

   21    15    42    (7

Timeshare Segment

   30    (35  55    (52
                 

Total segment financial results

   260    150    469    250  

Other unallocated corporate

   (49  (48  (102  (114

Interest expense and interest income(1)

   (27  (19  (54  (42

Income taxes(2)

   (65  (46  (111  (80
                 
  $119   $37   $202   $14  
                 

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 17, 2011  June 18, 2010  June 17, 2011  June 18, 2010 

North American Full-Service Segment

  $89   $83   $167   $154  

North American Limited-Service Segment

   98    82    170    141  

International Segment

   45    42    81    74  

Luxury Segment

   20    21    38    42  

Timeshare Segment

   29    32    64    58  
                 

Total segment financial results

   281    260    520    469  

Other unallocated corporate

   (58  (49  (120  (102

Interest expense and interest income(1)

   (22  (27  (47  (54

Income taxes

   (66  (65  (117  (111
                 
  $135   $119   $236   $202  
                 

 

(1)

Of the $37 million and $78 million of interest expense shown on the Income Statement for the twelve and twenty-four weeks ended June 17, 2011, respectively, we allocated $12 and $24 million, respectively, to our Timeshare Segment. Of the $44 million and $89 million of interest expense shown on the Condensed Consolidated Statements of Income Statement for the twelve and twenty-four weeks ended June 18, 2010, respectively, we allocated $14 million and $28 million, respectively, to our Timeshare Segment.segment.

(2)

The $46 million and $80 million of income taxes for the twelve and twenty-four weeks ended June 19, 2009, included respectively, our provision for income taxes of $44 million and $77 million and taxes attributable to noncontrolling interests of $2 million and $3 million for the applicable periods.

Net Losses Attributable to Noncontrolling Interests

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009 

Timeshare Segment net losses attributable to noncontrolling interests

  $0  $4   $0  $7  

Provision for income taxes

   0   (2  0   (3
                 
  $0  $2   $0  $4  
                 

Equity in Losses of Equity Method Investees

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009 

North American Full-Service Segment

  $1   $0   $1   $0  

North American Limited-Service Segment

   (1  (1  (6  (4

International Segment

   (2  (1  (2  (1

Luxury Segment

   1    (1  0    (31

Timeshare Segment

   (3  (1  (8  (2
                 
  $(4 $(4 $(15 $(38
                 

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 17, 2011  June 18, 2010  June 17, 2011  June 18, 2010 

North American Full-Service Segment

  $1   $1   $0   $1  

North American Limited-Service Segment

   1    (1  (1  (6

International Segment

   (1  (2  (1  (2

Luxury Segment

   (1  1    (2  0  

Timeshare Segment

   0    (3  0    (8
                 

Total segment equity in losses

  $0   $(4 $(4 $(15
                 

Assets

   At Period End
($ in millions)  June 18, 2010  January 1, 2010

North American Full-Service Segment

  $1,188  $1,175

North American Limited-Service Segment

   476   468

International Segment

   839   849

Luxury Segment

   661   653

Timeshare Segment

   3,375   2,653
        

Total segment assets

   6,539   5,798

Other unallocated corporate

   2,108   2,135
        
  $8,647  $7,933
        

   At Period End 
($ in millions)  June 17, 2011   December 31, 2010 

North American Full-Service Segment

  $1,240    $1,221  

North American Limited-Service Segment

   520     465  

International Segment

   1,024     822  

Luxury Segment

   899     871  

Timeshare Segment

   3,172     3,310  
          

Total segment assets

   6,855     6,689  

Other unallocated corporate

   1,936     2,294  
          
  $8,791    $8,983  
          

We estimate that for the 20-year period from 2010 through 2029, the cash flowoutflow associated with completing all phases of our existing portfolio of owned timeshare properties currently under development will be approximately $2.7 billion.$214 million. This

estimate is based on our current development plans, which remain subject to change.change, and we expect the phases currently under development will be completed by 2016.

 

14.Restructuring Costs and Other ChargesAcquisitions

DuringIn the latter partfirst quarter of 2008,2011, we experiencedcontributed approximately $51 million (€37 million) in cash for the intellectual property and associated 50 percent interests in two new joint ventures formed for the operation, management and development of AC Hotels by Marriott, initially in Europe but eventually in other parts of the world. The hotels will be managed by the joint ventures or franchised at the direction of the joint ventures. As noted in Footnote No. 12, “Contingencies,” we have a significant declineright and, in demand for domestic and international hotel rooms based in part onsome circumstances, an obligation to acquire the failures and near failures of a number of large financial service companiesremaining interest in the fourthjoint ventures over the next ten years.

In the first quarter of 20082011, we acquired certain assets and a leasehold on a hotel for an initial payment of $34 million (€25 million) in cash plus fixed annual rent. See Footnote No. 17, “Leases,” for additional information. As noted in Footnote No. 12, “Contingencies,” we also have a right and, in some circumstances, an obligation to acquire the dramatic downturnlandlord’s interest in the economy. Our capital-intensive Timeshare business was also hurt globally byreal estate property and attached assets of this hotel for $64 million (€45 million) during the downturn in market conditions and particularly the significant deterioration in the credit markets, which resulted in our decision not to complete a note sale in the fourth quarter of 2008 (although we did complete note sales in the first and fourth quarters of 2009). These declines resulted in reduced management and franchise fees, cancellation of development projects, reduced timeshare contract sales, and anticipated losses under guarantees and loans. In the fourth quarter of 2008, we put certain company-wide cost-saving measures in place in response to these declines, with individual company segments and corporate departments implementing further cost saving measures. Upper-level management responsible for the Timeshare segment, hotel operations, development, and above-property level management of the various corporate departments and brand teams individually led these decentralized management initiatives.next three years.

The various initiatives resulted in aggregate restructuring costs of $55 million that we recorded in the fourth quarter of 2008. We also recorded $137 million of other charges in the 2008 fourth quarter. For information regarding the fourth quarter 2008 charges, see Footnote No. 20, “Restructuring Costs and Other Charges,” in our 2008 Form 10-K. As part of the restructuring actions we began in the fourth quarter of 2008, we initiated further cost savings measures in 2009 associated with our Timeshare segment, hotel development, and above-property level management that resulted in additional restructuring costs of $51 million in 2009, which included $2 million and $33 million of restructuring costs in the 2009 first quarter and 2009 second quarter, respectively. We completed this restructuring in 2009 and do not expect to incur additional expenses in connection with these initiatives. We also recorded $162 million of other charges in 2009, which included $24 million and $127 million of other charges in the 2009 second quarter and 2009 first quarter, respectively. For information regarding the 2009 charges, see Footnote No. 21, “Restructuring Costs and Other Charges,” in our 2009 Form 10-K.

Summary of Restructuring Costs and Liability

The following table provides additional information regarding our restructuring, including the balance of the liability at the end of the second quarter of 2010 and total costs incurred through the end of the restructuring in 2009.

($ in millions)  Restructuring
Costs
Liability at
January 1,
2010
  Cash
Payments
in the First
Half of 2010
  Restructuring
Costs
Liability at
June 18,

2010
  Total
Cumulative
Restructuring
Costs  through
2009 (1)

Severance-Timeshare

  $4  $2  $2  $29

Facilities exit costs-Timeshare

   18   2   16   34

Development cancellations-Timeshare

   0   0   0   10
                

Total restructuring costs-Timeshare

   22   4   18   73
                

Severance-hotel development

   1   1   0   4

Development cancellations-hotel development

   0   0   0   22
                

Total restructuring costs-hotel development

   1   1   0   26
                

Severance-above property-level management

   2   1   1   7
                

Total restructuring costs-above property-level management

   2   1   1   7
                

Total restructuring costs

  $25  $6  $19  $106
                

(1)

Includes charges recorded in the 2008 fourth quarter through year-end 2009. Subsequent to fiscal year-end 2009, we did not incur and do not expect to incur additional restructuring expenses.

 

15.Variable Interest Entities

In accordance with the applicable accounting guidance for the consolidation of variable interest entities, we analyze our variable interests, including loans, guarantees, and equity investments, to determine if an entity in which we have a variable interest is a variable interest entity. Our analysis includes both quantitative and qualitative reviews. We base our quantitative analysis on the forecasted cash flows of the entity, and our qualitative analysis on our review of the design of the entity, its organizational structure including decision-making ability, and relevant financial agreements. We also use our qualitative analyses to determine if we must consolidate a variable interest entity as its primary beneficiary.

Variable interest entities related to our timeshare note securitizations

We periodically sell,securitize, without recourse, through special purpose entities, notes receivable originated by our Timeshare segment in connection with the sale of timeshare interval and fractional products. These securitizations provide funding for the Companyus and transfer the economic risks and substantially all the benefits of the loans to third parties. In a securitization, various classes of debt securities that the special purpose entities issue are generally collateralized by a single tranche of transferred assets, which consist of timeshare notes receivable. The Company servicesWe service the notes receivable. With each securitization, we may retain a portion of the securities, subordinated tranches, interest-only strips, subordinated interests in accrued interest and fees on the securitized receivables or, in some cases, overcollateralization and cash reserve accounts.

Under GAAP as it existed prior to fiscal year 2010, these entities met the definition of QSPEs, and we were not required to evaluate them for consolidation. We evaluated these entities for consolidation in the 2010 first quarter when we implemented the new accounting topics related to transfers of financial assets in the 2010 first quarter. We created these entities to serve as a mechanism for holding assets and related liabilities, and the entities have no equity investment at risk, making them variable interest entities. We continue to service the notes and transfer all proceeds collected to these special purpose entities and retain rights to receive benefits that are potentially significant to the entities. Accordingly, we concluded under the new accounting topics that we are the entities’ primary beneficiary and, therefore, consolidate them. Please see Footnote No. 1, “Basis of Presentation,” for additional information, including the impact of initial consolidation of these entities.

At June 18, 2010,17, 2011, consolidated assets included inon our Condensed Consolidated Balance Sheet that areincluded collateral for the obligations of those variable interest entities’ obligations hadentities with a carrying amount of $1,025$979 million, comprised

of $111$114 million and $849 million, respectively, of current notes receivable and $799 million of long-term notes receivable (net(each net of reserves), $5 million of interest receivable and $49$47 million and $16$14 million, respectively, of current and long-term restricted cash. Further, at June 18, 2010,17, 2011, consolidated liabilities included inon our Condensed Consolidated Balance Sheet included liabilities for thesethose variable interest entities hadwith a carrying amount of $994$900 million, comprised of $7$5 million of interest payable, $118$122 million of current portion of long-term debt, and $869$773 million of long-term debt. The noncontrolling interest balance for those entities was zero. The creditors of thesethose entities do not have general recourse to us. As a result of our involvement with these entities, we recognized $62 million of interest income, offset by $24 million of interest expense to investors.

We show our cash flows to and from the timeshare notes securitization variable interest entities in the following table:

($ in millions)  Twenty-Four Weeks Ended 
   June 17, 2011  June 18, 2010 

Cash inflows:

       

Principal receipts

  $110   $116  

Interest receipts

   64    69  
         

Total

   174    185  
         

Cash outflows:

       

Principal to investors

   (100  (105

Repurchases

   (22  (29

Interest to investors

   (20  (24
         

Total

   (142  (158
         

Net Cash Flows

  $32   $27  
         

Under the terms of our timeshare note sales,securitizations, we have the right at our option to repurchase defaulted mortgage notes at the outstanding principal balance. The transaction documents typically limit such repurchases to 10 to 1520 percent of the transaction’s initial mortgage balance. VoluntaryWe made voluntary repurchases by us of defaulted notes during the first halves of 2010 and 2009 were $29$22 million and $35 million, respectively.

We have an equity investment in and a loan receivable due from a variable interest entity that develops and markets fractional ownership and residential interests, and we consolidate the entity because we are the primary beneficiary. We concluded that the entity is a variable interest entity because the voting rights are not proportionate to the economic interests. As a result of consolidating the variable interest entity, the equity investment and the loan receivable were eliminated.

At June 18, 2010, the consolidated assets included in our Condensed Consolidated Balance Sheet that are collateral for the variable interest entity’s obligations had a carrying amount of $30 million, consisting of $27 million of real estate held for development, property, equipment, and other assets and $3 million of cash. Further, at June 18, 2010, the consolidated liabilities included in our Condensed Consolidated Balance Sheet for this variable interest entity had a carrying amount of $4 million and a noncontrolling interest of zero. The creditors of this entity do not have general recourse to us. We have contracted to purchase the noncontrolling interest in the entity for less than $1 million, and we expect the acquisition will be completed in the 2010 third quarter. Our involvement with the entity did not have a material effect on financial performance or cash flows during the first half of 2010.

Our Timeshare segment uses several special purpose entities to maintain ownership of real estate in certain jurisdictions in order to facilitate sales within pooled ownership structures (the “Clubs”). We absorb the variability in the assets of the Clubs to the extent that inventory has not been sold to the ultimate Club member. The Clubs are variable interest entities because the equity investment at risk is not sufficient to permit the entities to finance their activities without additional support from other parties.

We contributed all of the Clubs’ assets to them, in exchange for all of the entities’ beneficial interests. We determined that we are the primary beneficiary of two of the Clubs as we have the power to direct the activities that most significantly impact the economic performance of the entities through our rights to market2011 and sell the assets of the entities and our rights to the proceeds from such sale. At the end of the 2010 second quarter, the assets included in our Condensed Consolidated Balance Sheet associated with the consolidated Clubs had a carrying amount of $171$29 million comprised entirely of inventory. The liabilities included in our Condensed Consolidated Balance Sheet had a carrying amount of less than $1 million, and there were no noncontrolling interests. Our involvement with these Clubs did not have a material effect on our financial position, financial performance or cash flows during the first half of 2010. The creditors of these entities do not have general recourse to us.

We determined that we were not the primary beneficiary of one previously consolidated Club beginning in the 2010 first quarter. By virtue of transfer of variable interests to third parties, the power to direct the activities that most significantly impact economic performance of the entity is now shared amongst the variable interest holders. Our maximum exposure to loss relating to the entities that own these notes is $29 million, which consists of the carrying value of ourovercollateralization amount (the difference between the loan collateral balance and the balance on the outstanding notes), plus cash reserves and any residual interest in this entity, which we classify as inventory, and the carrying costs during the holding period.future cash flows from collateral.

We have a call option on the equity of aOther variable interest entity that holds property and land acquired for timeshare development that we currently operate as a hotel, which gives us ultimate power to direct the

activities that most significantly impact the entity’s economic performance, and therefore, we consolidate this entity. The entity is a variable interest entity because the equity investment at risk is not sufficient to permit it to finance its activities without additional support from other parties. At June 18, 2010, the entity’s assets included in our Condensed Consolidated Balance Sheet had a carrying amount of $19 million, entirely comprised of property and land. The liabilities included in our Condensed Consolidated Balance Sheet for this variable interest entity had a carrying amount of less than $1 million and a noncontrolling interest of zero. Our involvement with the entity did not have a material affect on our financial performance or cash flows during the first half of 2010. The creditors of this entity do not have general recourse to us.entities

We have an equity investment in and a loan receivable due from a variable interest entity that develops and markets fractional ownership and residential interests. We concluded that the entity is a variable interest entity because the equity investment at risk is not sufficient to permit the entity to finance its activities without additional support from other parties. We have determined that we are not the primary beneficiary as power to direct the activities that most significantly impact economic performance of the entity is shared amongstamong the variable interest holders, and therefore we do not consolidate the entity. In the 2009, third quarter, we fully impaired our equity investment and certain loans receivable due from the entity. In 2010, the continued application of equity losses to our outstanding loan receivable balance reduced its carrying value to zero. We may fund up to an additional $28$16 million and do not expect to recover this amount, which we have accrued and included in current liabilities. See Footnote No. 20, “Timeshare Strategy-Impairment Charges,” in our 2009 Form 10-K for additional information. OurWe do not have any remaining maximum exposure to loss is $2 million, which is the outstanding balance of our loan receivable.related to this entity.

In conjunction with the transaction with CTF described more fully in Footnote No. 8, “Acquisitions and Dispositions,” of our Annual Report on Form 10-K for the fiscal year ended December 28, 2007, under the caption “2005 Acquisitions,” we manage certain hotels on behalf of tenant entities 100 percent owned by CTF, which lease the hotels from third-party owners. Due to certain provisions in the management agreements, we account for these contracts as operating leases. At the end of the 2010 second quarter,June 17, 2011, we managed 11ten hotels on behalf of three tenant entities.Theentities. The entities have minimal equity and minimal assets comprised of hotel working capital and furniture, fixtures, and equipment. In conjunction with the 2005 transaction, CTF had placed money in a trust account to cover cash flow shortfalls and to meet rent payments. In turn, we released CTF from theirits guarantees fully in connection with eightseven of these properties and partially in connection with the other three properties. At June 18, 2010,the end of the 2011 first quarter, the trust account held approximately $5 million.had been fully depleted. The tenant entities are variable interest entities because the holder of the equity investment at risk, CTF, lacks the ability through voting rights to make key decisions about the entities’ activities that have a significant effect on the success of the entities. We do not consolidate the entities because we do not bear the majority of the expected losses. We are secondarily liable (after exhaustion of funds from the trust account) for rent payments for eightseven of the 11ten hotels if there are cash flow shortfalls. Future minimum lease payments through the end of the lease term for these hotels totaled approximately $53 million at June 18, 2010.$33 million. In addition, we are secondarily liable for rent payments of up to an aggregate cap of $16 million for the three other hotels if there are cash flow shortfalls. Our maximum exposure to loss is limited to the rent payments and certain other tenant obligations under the lease, for which we are secondarily liable.

16.Planned Spin-off

On February 14, 2011, we announced a plan to separate the company’s businesses into two separate, publicly traded companies. Under the plan, we expect to spin-off our timeshare operations and timeshare development business as a new independent company through a special tax-free dividend to our shareholders in late 2011. The new company will focus on the timeshare business as the exclusive developer and operator of timeshare, fractional, and related products under the Marriott brand and the exclusive developer of fractional and related products under The Ritz-Carlton brand. In the separation, we will retain the lodging management and franchise businesses. We expect to receive franchise fees totaling approximately two percent of developer contract sales plus $50 million annually for the new timeshare company’s use of the Marriott timeshare and Ritz-Carlton fractional brands. The franchise fee is also expected to include a periodic inflation adjustment. We also expect that the anticipated spin-off will result in the recognition over a number of years of several hundred million dollars of cash tax benefits to Marriott relating to the value of the timeshare business.

The new timeshare company, Marriott Vacations Worldwide Corporation (“MVW”), filed an initial Form 10 registration statement with the SEC on June 28, 2011. We expect that the common stock of MVW will be listed on a national securities exchange. We do not expect that MVW will pay a quarterly cash dividend or be investment grade in the near term. The transaction is subject to final approval by our board of directors, the receipt of normal and customary regulatory approvals and third-party consents, the execution of inter-company agreements, receipt of a favorable ruling from the Internal Revenue Service, arrangement of adequate financing facilities, and other related matters. We anticipate the receipt of the IRS private-letter tax ruling in September, confirming that the distribution of shares of Marriott Vacations Worldwide common stock will not result in the recognition, for U.S. federal income tax purposes, of income, gain or loss by us or our shareholders, except, in the case of our shareholders, for cash received in lieu of fractional shares. The transaction will not require shareholder approval and will have no impact on Marriott’s contractual obligations to the existing securitizations. While we expect that the planned spin-off will be completed before year-end 2011, we cannot assure you that it will be completed on the anticipated schedule or that its terms will not change. See “Part II, Item 1A – Risk Factors” for certain risk factors relating to the Planned Spin-off Risks.

Because of the anticipated continuing involvement between the companies, we do not expect the planned spin-off of the timeshare operations and timeshare development business to qualify under GAAP for discontinued operations presentation in our financial statements.

17.Leases

As noted in Footnote No. 14, “Acquisitions,” in the 2011 first quarter we acquired a leasehold on a hotel for an initial payment of $34 million (€25 million) in cash plus fixed annual rent. We account for this leasehold as a capital lease, and the following table details the aggregate minimum lease payments through the initial lease term, which ends in 2014:

($ in millions)  Minimum  Lease
Payments
 

2011

  $1  

2012

   2  

2013

   2  

2014

   65  
     

Total minimum lease payments

   70  

Less: amount representing interest

   (6
     

Present value of net minimum lease payments

  $64  
     

See Footnote No. 21, “Leases,” of our 2010 Form 10-K for information regarding our other leases.

Item 2.Management’s Discussion and Analysis of Financial Condition and Results of Operations

Forward-Looking Statements

We make forward-looking statements in Management’s Discussion and Analysis of Financial Condition and Results of Operations and elsewhere in this report based on the beliefs and assumptions of our management and on information currently available to us. Forward-looking statements include information about our possible or assumed future results of operations, which follow under the headings “Business and Overview,” “Liquidity and Capital Resources,” and other statements throughout this report preceded by, followed by or that include the words “believes,” “expects,” “anticipates,” “intends,” “plans,” “estimates” or similar expressions.

Forward-looking statements are subject to a number of risks and uncertainties that could cause actual results to differ materially from those expressedwe express in these forward-looking statements, including the risks and uncertainties described below and other factors we describe from time to time in our periodic filings with the U.S. Securities and Exchange Commission (the “SEC”). We therefore caution you not to rely unduly on any forward-looking statements. The forward-looking statements in this report speak only as of the date of this report, and we undertake no obligation to update or revise any forward-looking statement, whether as a result of new information, future developments or otherwise.

In addition, see the “Item 1A. Risk Factors” caption in the “Part II-OTHER INFORMATION” section of this report.

BUSINESS AND OVERVIEW

Lodging

Business conditionsConditions for our lodging business improved in the first half of 2010.2011 reflecting an improving economic climate in most markets around the world, strong unit growth, and the impact of operating efficiencies across our company. While the recent recession significantly impactedaffected lodging demand and hotel pricing, occupancies began to improve late in the fourth quarter of 2009 and roomthat improvement continued throughout 2010. Room rates began to both stabilize and improve in some markets in the 2010 second quarter, and that improvement continued, strengthened and expanded to other markets throughout the rest of 2010. WorldwideIn the second quarter of 2011 as compared to the year ago quarter, worldwide average daily rates were essentially flat for company-operated hotelsincreased 3.6 percent on a constant dollar basis into $135.84 for comparable systemwide properties, with RevPAR increasing 6.8 percent to $98.39 and occupancy increasing 2.1 percentage points to 72.4 percent. For the 2010 second quarter reflecting the impactfirst half of a modest increase in North American rates mostly offset by a modest decline in rates outside North America.

While worldwide revenue per available room (“RevPAR”) in2011, as compared to the first half of 2010, worldwide average daily rates increased 3.3 percent on a constant dollar basis to $132.73 for comparable systemwide properties, with RevPAR increasing 6.7 percent to $91.14 and occupancy increasing 2.2 percentage points to 68.7 percent.

While worldwide RevPAR for the first half of 2011 remains well below 2008 levels, comparedwe continued to 2009 levels, we saw strengthsee strengthening in comparable properties in South America, Asia, Europe, and the Caribbean, and in our luxury properties around the world. Demand at properties in the Middle East weakened further reflecting unrest in that region. While demand in Japan was weak in the 2011 first quarter reflecting the impact of the aftermath of the earthquake and tsunami, demand began to improve in the 2011 second quarter, but remained below 2010 levels. For comparable properties in North America, experienced bettermost markets reflect strong demand from corporate transient and association group customersmodest supply growth. In Washington, D.C., a shorter Congressional calendar and continued budget concerns reduced lodging demand in the 2011 first half of 2010 as compared to 2009. During the 2010 first quarter, group meeting cancellations returned to average levels, and expected revenue from future group meetings continued to improve throughout 2010. We also saw greater numbers of corporate group customers in the second quarter of 2010. Nevertheless, our booking windows for both group business and transient business remain very short.half.

We monitor market conditions continuously and carefully price our rooms daily to meet individual hotel demand levels. We modify the mix of our business to maximizeincrease revenue as demand changes. Demand for higher rated rooms improved in the first half of 2010 and that improvement has continued into 2011, which allowed us to reduce discounting and special offers for transient business. This mix improvement benefited average daily rates at many hotels. However, room rates associated

Our hotels serve both transient and group customers. Overall, business transient and leisure transient demand is strong, while group demand remains soft, but is improving. Group customers typically book rooms and meeting space with special negotiated corporatesignificant lead times. Typically, two-thirds of group business which represented 14 percentis booked

prior to the year of our full service hotel room nights for 2010 through the end of the second quarter, are typically negotiated beginning in late summer for the upcoming year, which limits our ability to raise these rates quickly. With stronger demand emerging as we begin negotiations for 2011, we believe 2011 special negotiated corporate rates will be meaningfully higher. Group business pricingarrival and one-third is even less flexiblebooked in the near term, as someyear of arrival. Group pricing tends to lag transient pricing due to the significant lead times for group business may be booked several years in advance of guest arrival. However, as a result of the recent recession, shorter group booking windows have become more common for 2010 than they were in prior years. And with strengthening demand, group business booked in 2010 is more likely to show stronger price improvement than business booked in 2009.bookings.

Properties in our system are maintainingcontinue to maintain very tight cost controls, as we continue to focus on minimizing costs and enhancing property-level house profit margins.controls. Where appropriate for market conditions, dictate as still appropriate, we have maintained many of our 2009 property-level cost saving initiatives such as adjustingregarding menus and restaurant hours, modifying room amenities, cross-training personnel, and utilizing personnel at multiple properties where feasible, and not filling some vacant positions.feasible. We also reducedcontrol above-property costs, which are allocatedwe allocate to hotels, by scaling backremaining focused on systems, processing, and support areas. In addition, we have not filled certain above-property vacant positions, and have encouraged,continue to require (where legally permitted) or where legally permitted, requiredencourage employees to use their vacation time accrued during the 2010 fiscal year.

Our lodging business model involves managing and franchising hotels, rather than owning them. At June 18, 2010,17, 2011, we operated 4544 percent of the hotel rooms in our system under management agreements, our franchisees operated 53 percent under franchise agreements, and we owned or leased 2 percent.two percent, and one percent were operated or franchised through unconsolidated joint ventures. Our emphasis on long-term management contracts and franchising tends to provide more stable earnings in periods of economic softness, while the addition of new hotels to our system generates growth. This strategy has allowed substantial growth while reducing financial leverage and risk in a cyclical industry. In addition, we believe we increase our financial flexibility by reducing our capital investments and adopting a strategy of recycling the investments that we make.

We currently have approximately 95,000 rooms in our lodging development pipeline. During the first half of 2010,2011, we opened 14,929added 18,332 rooms (gross). to our system. Approximately 2770 percent of the new rooms were located outside the United States, 38 percent of the new rooms were associated with the new AC Hotels joint venture, and 1215 percent of the room additions were conversions from competitor brands. Of theWe currently have more than 100,000 rooms that converted, 71 percent converted toin our Autograph Collection brand.lodging development pipeline. For the full 20102011 fiscal year, we expect to open over 30,000add approximately 35,000 rooms (gross), to our system. The figures in this paragraph do not includinginclude residential, timeshare, or timeshareExecuStay units.

We consider RevPAR, which we calculate RevPAR by dividing room sales for comparable properties by room nights available to guests for the period. We consider RevPARperiod, to be a meaningful indicator of our performance because it measures the period-over-period change in room revenues for comparable properties. RevPAR may not be comparable to similarly titled measures, such as revenues. References to RevPAR throughout this report are in constant dollars, unless otherwise noted. Constant dollar statistics are calculated by applying exchange rates for the current period to the prior comparable period.

Company-operated house profit margin is the ratio of property-level gross operating profit (also known as house profit) to total property-level revenue. We consider house profit margin to be a meaningful indicator of our performance because this ratio measures our overall ability as the operator to produce property-level profits by generating sales and controlling the operating expenses over which we have the most direct control. Gross operatingHouse profit includes room, food and beverage, and other revenue and the related expenses including payroll and benefits expenses, as well as repairs and maintenance, utility, general and administrative, and sales and marketing expenses. Gross operatingHouse profit does not include the impact of management fees, furniture, fixtures and equipment replacement reserves, insurance, taxes, or other fixed expenses.

For our North American comparable properties, systemwide RevPAR (which includes data from our franchised, managed, owned,We earn base management fees and leased properties)incentive management fees on the hotels that we manage, and we earn franchise fees on the hotels operated by others under franchise agreements with us. Base fees are typically a percentage of property-level revenue while incentive fees are typically a percentage of net house profit adjusted for a specified owner return. Net house profit is calculated as gross operating profit (house profit) less non-controllable expenses such as insurance, real estate taxes, capital spending reserves, and the like. As compared to the first half of 2010, base management, incentive and franchise fees increased by 2.3 percent in the first half of 2010, compared to the year-ago period,2011 reflecting improved occupancy levels in most markets partially offset by lower average daily rates (on a constant dollar basis). For our properties outside North America, systemwidestrengthening RevPAR for the first half of 2010 increased 6.5 percent versus the year-ago period, reflecting improved occupancy levels partially offset by lower average daily rates (on a constant dollar basis).and unit growth.

Timeshare

On February 14, 2011, we announced a plan to split the company’s businesses into two separate, publicly traded companies. Under the plan, we expect to spin-off our timeshare operations and timeshare development business as a new independent company (Marriott Vacation Worldwide Corporation)

through a special tax-free dividend to our shareholders in late 2011. Please see Footnote No. 16, “Planned Spin-off,” of the Notes to our Financial Statements and “Part II, Item 1A – Risk Factors; Planned Spin-off Risks” for additional information.

Timeshare segment contract sales, including sales made by our timeshare joint venture projects, represent sales of timeshare interval, fractional ownership, and residential ownership products before the adjustment for percentage-of-completion accounting. Contract sales offor our timeshare, fractional, and residential products declineddecreased in the first half of 2010,2011, compared to the 2009 first half,2010, largely due to tough second quarterdifficult comparisons driven by sales promotions in the second quarter of 2009. In the first half of 2010 as well as the start-up impact of our shift from the sale of weeks-based to points-based products. By year-end 2010, timeshare pricing had improved because we have continuedhad largely discontinued or reduced the purchase incentives and targetedincentives. In addition, beginning in May of 2010, we began targeting more of our marketing efforts towards our existing owner base as we instituted throughout 2009, although atlaunched our points-based Marriott Vacation Club Destinations program. Contract sales to existing owners totaled 61 percent of contract sales for both the 2011 second quarter and the 2011 first half and 48 percent of contract sales for both the 2010 second quarter and the 2010 first half. While sales to existing customers were strong, with fewer sales to new customers and a lower levels, so pricing improved year-over-year lateaverage contract price, contract sales declined as compared to the 2010 first half. We expect to shift our marketing focus from the existing owner base to new owners in the second quarter. Rental revenues increased in the first half with stronger leisure demand for our Marriott Vacation Club product.of 2011. Demand for luxury fractional and residential units remains weak. Sales and marketing costs as a percentage of contract sales continue to improve.

As with Lodging, our Timeshare properties continue to maintain very tight cost controls, and during 2011 we have not filled certain vacant positions, and have

encouraged,continue to require (where legally permitted) or where legally permitted, requiredencourage employees to use their vacation time accrued during the 2010 fiscal year.

Since the sale of timeshare and fractional intervals and condominiums follows the percentage-of-completion accounting method, current demand frequently is not reflected in our Timeshare segment results until later accounting periods. Intentional and unintentional construction delays could also reduce nearer-term Timeshare segment results as percentage-of-completion revenue recognition may correspondingly be delayed as well.

On January 2, 2010, the first day of the 2010 fiscal year, we adopted Accounting Standards Update No. 2009-16, “Transfers and Servicing (Topic 860): Accounting for Transfers of Financial Assets” (“ASU No. 2009-16”) and Accounting Standards Update No. 2009-17, “Consolidations (Topic 810): Improvements to Financial Reporting by Enterprises Involved with Variable Interest Entities” (“ASU No. 2009-17”). As a result of adopting both topics in the 2010 first quarter, we consolidated 13 existing qualifying special purpose entities associated with past securitization transactions, and we recorded a one-time non-cash after-tax reduction to shareholders’ equity of $146 million ($238 million pretax) in the 2010 first quarter, representing the cumulative effect of a change in accounting principle.

See Footnote No. 1, “Basis of Presentation,” for more detailed information regarding our adoption of these new accounting topics, including the impact to our Condensed Consolidated Balance Sheet and Condensed Consolidated Statement of Income.2011.

CONSOLIDATED RESULTS

The following discussion presents an analysis of results of our operations for the twelve weeks and twenty-four weeks ended June 18, 2010,17, 2011, compared to the twelve weeks and twenty-four weeks ended June 19, 2009. Including residential products, we opened 234 properties (35,935 rooms) while 31 properties (5,595 rooms) exited the system since the second quarter of 2009.18, 2010.

Revenues

Twelve WeeksWeeks.. Revenues increased by $209$201 million (8(7 percent) to $2,972 million in the second quarter of 2011 from $2,771 million in the second quarter of 2010, from $2,562 million in the second quarter of 2009, as a result of higher: cost reimbursements revenue ($153176 million); base management and franchise fees ($2228 million); and incentive management fees ($4 million (comprised of a $2 million increase for North America and a $2 million increase outside of North America)). These increases were partially offset by lower owned, leased, corporate housing, and other revenue ($176 million); and lower Timeshare sales and services revenue ($1 million).

The increases in base management fees, to $149 million in the 2011 second quarter from $136 million in the 2010 second quarter, and in franchise fees, to $120 million in the 2011 second quarter from $105 million in the 2010 second quarter, primarily reflected stronger RevPAR and the impact of unit growth across the system. The increase in incentive management fees ($11 million (comprised of a $4 million increase for North America and a $7 million increase outside of North America)); and Timeshare sales and service revenue ($6 million).primarily reflected higher net property-level income at many hotels driven by strong demand.

The increasedecrease in owned, leased, corporate housing, and other revenue, to $249 million in the 2011 second quarter, from $255 million in the 2010 second quarter, from $238 million in the 2009 second quarter, largelyprimarily reflected $11$6 million of higherlower revenue forfrom owned and leased properties and $8$6 million of higherlower hotel agreement termination fees, associated with five properties that exited our system.partially offset by $5 million of higher corporate housing and other revenue. The increasedecrease in owned and leased revenue primarily reflected increased RevPARlower revenues at one leased property and occupancy levels.the conversion of one property from leased to managed. Combined branding fees associated with affinity card endorsements and the sale of branded residential real estate totaled $19$18 million for each of the 20102011 and 20092010 second quarters.

The increase in incentive management fees, to $46 million in the 2010 second quarter from $35 million in the 2009 second quarter, primarily reflected higher property-level revenue and continued tight property-level cost controls favorably impacting margins in the second quarter of 2010 compared to the second quarter of 2009. The increases in base management fees, to $136 million in the 2010 second quarter from $126 million in the 2009 second quarter, and in franchise fees, to $105 million in the 2010 second quarter from $93 million in the 2009 second quarter, primarily reflected increased RevPAR and the impact of unit growth across the system.

The increasedecrease in Timeshare sales and services revenue to $288 million in the 2011 second quarter, from $289 million in the 2010 second quarter, from $283 million in the 2009 second quarter, primarily reflected higherlower financing revenue due to higher interest income and to a lesser extent higher serviceslower other revenue, reflecting increased rental occupancy levels and rates. These favorable impacts were mostly offset by lowerhigher development revenue due to tough

comparisons driven by sales promotions in the 2009 second quarter and lower reportability as certain timeshare projects in the 2010 second quarter have not yet reached revenue recognition reportability thresholds.higher services revenue. See “BUSINESS SEGMENTS: Timeshare,”Timeshare” later in this report for additional information on our Timeshare segment.

Cost reimbursements revenue represents reimbursements of costs incurred on behalf of managed and franchised properties and relates, predominantly, to payroll costs at managed properties where we are the employer. As we record cost reimbursements based upon costs incurred with no added markup, this revenue and related expense has no impact on either our operating income or net income attributable to us. The increase in cost reimbursements revenue, to $2,116 million in the 2011 second quarter from $1,940 million in the 2010 second quarter, from $1,787 million in the 2009 second quarter, reflected the impact of higher property-level demand and growth across the system, partially offset by lower property-level costs in response to cost controls. WeNet of hotels exiting the system, we added 185,606 managed properties (6,031 rooms)rooms and 18211,415 franchised properties (24,356 rooms)rooms to our system since the end of the 20092010 second quarter, net of properties exiting the system.quarter.

Twenty-four WeeksWeeks.. Revenues increased by $344$349 million (7(6 percent) to $5,750 million in the first half of 2011 from $5,401 million in the first half of 2010, from $5,057 million in the first half of 2009, as a result of higher: cost reimbursements revenue ($203315 million); Timeshare salesbase management and service revenuefranchise fees ($8249 million); and incentive management fees ($6 million (comprised of a $3 million increase for North America and a $3 million increase outside of North America)). These increases were partially offset by lower owned, leased, corporate housing, and other revenue ($2611 million); and lower Timeshare sales and services revenue ($10 million).

The increases in base management fees, to $283 million in the first half of 2011 from $261 million in the first half of 2010, and in franchise fees, ($25 million);to $223 million in the first half of 2011 from $196 million in the first half of 2010, primarily reflected stronger RevPAR and the impact of unit growth across the system. The increase in incentive management fees ($8primarily reflected higher net property-level income at many hotels driven by strong demand.

The decrease in owned, leased, corporate housing, and other revenue, to $473 million (entirelyin the first half of 2011, from $484 million in the first half of 2010, reflected $16 million of lower revenue from owned and leased properties and $4 million of lower hotel agreement termination fees, partially offset by $5 million of higher corporate housing and other revenue and $3 million of higher total branding fees. The decrease in owned and leased revenue primarily reflected lower revenues at one leased property and the conversion of one property from leased to managed. Combined branding fees associated with properties outsideaffinity card endorsements and the sale of North America)).branded residential real estate totaled $34 million and $31 million in the first halves of 2011 and 2010, respectively.

The increasedecrease in Timeshare sales and services revenue to $564 million in the first half of 2011, from $574 million in the first half of 2010, from $492primarily reflected $12 million of lower financing revenue and $10 million of lower other revenue, partially offset by $11 million of higher services revenue. Development revenue increased by $1 million and reflected favorable reportability related to reserves on notes recorded in the first half of 2009, primarily reflected higher financing revenue due to higher interest income and to a lesser extent higher services revenue reflecting increased rental occupancy levels and rates. These favorable impacts were partially2010, almost entirely offset by lower development revenue due to tough comparisons driven by sales promotions in the 2009 second quarter, mitigated by favorable reportability from projects that became reportable in the 2010 first half upon reaching revenue recognition reportability thresholds.volumes. See “BUSINESS SEGMENTS: Timeshare” later in this report for additional information on our Timeshare segment.

The increase in owned, leased, corporate housing, and othercost reimbursements revenue, to $484$4,115 million in the first half of 2010,2011 from $458 million in the first half of 2009, largely reflected $16 million of higher revenue for owned and leased properties and $12 million of higher hotel agreement termination fees associated with five properties that exited our system. The increase in owned and leased revenue primarily reflected increased RevPAR and occupancy levels. Combined branding fees associated with affinity card endorsements and the sale of branded residential real estate totaled $31 million for both the first halves of 2010 and 2009.

The increase in incentive management fees, to $86 million in the first half of 2010 from $78 million in the first half of 2009, primarily reflected higher property-level revenue and continued tight property-level cost controls favorably impacting margins in the first half of 2010 compared to the first half of 2009. The increases in base management fees, to $261 million in the first half of 2010 from $251 million in the first half of 2009, and in franchise fees, to $196 million in the first half of 2010 from $181 million in the first half of 2009, primarily reflected stronger RevPAR and the impact of unit growth across the system.

The increase in cost reimbursements revenue, to $3,800 million in the first half of 2010, from $3,597 million in the first half of 2009, reflected the impact of higher property-level demand and growth across the system, partially offset by lower property-level costs in response to cost controls.

Restructuring Costs and Other Charges

As part of the restructuring actions we began in the fourth quarter of 2008, we initiated further cost savings measures in 2009 associated with our Timeshare segment, hotel development, above-property level management, and corporate overhead. These further measures resulted in additional restructuring costs of $51 million in fiscal year 2009 ($2 million and $33 million of which we incurred in the first and second quarters of 2009, respectively). For additional information on the 2009 restructuring costs, including the types of restructuring costs incurred in total and by segment, please see Footnote No. 21,

“Restructuring Costs and Other Charges,” of the 2009 Form 10-K. For the cumulative restructuring costs incurred since inception and a roll forward of the restructuring liability through June 18, 2010, please see Footnote No. 14, “Restructuring Costs and Other Charges,” of this Form 10-Q.

As a result of our Timeshare segment restructuring efforts, we are projecting approximately $113 million ($73 million after-tax) of annual cost savings in 2010, $52 million ($33 million after-tax) of which we realized in the first half of 2010. The 2010 savings primarily were, and we expect that they will continue to primarily be, reflected in the “Timeshare-direct” and the “General, administrative, and other” expense captions in our Condensed Consolidated Statements of Income.

As a result of the hotel development restructuring efforts across several of our Lodging segments, we are projecting approximately $12 million ($8 million after-tax) of annual cost savings in 2010, $6 million ($4 million after-tax) of which we realized in the first half of 2010. The 2010 savings primarily were, and we expect that they will continue to be, primarily reflected in the “General, administrative, and other” expense caption in our Condensed Consolidated Statements of Income.

We project that the restructuring initiatives we implemented by reducing above property-level lodging management personnel will result in $10 million to $11 million ($6 million to $7 million after-tax) of annual cost savings in 2010, $5 million ($3 million after-tax) of which we realized in the first half of 2010. These savings primarily were, and we expect that they will continue to be, primarily reflected in the “General, administrative, and other” expense caption in our Condensed Consolidated Statements of Income.

Operating Income

Twelve Weeks. Operating income increased by $127$6 million to $232 million in the 2011 second quarter from $226 million in the 2010 second quarter from $99 million in the second quarter of 2009. Thisquarter. The increase reflected $46a $28 million increase in franchise and base management fees and $4 million of higher incentive management fees, partially offset by a $17 million increase in general, administrative, and other expenses, $7 million of lower Timeshare sales and services revenue net of direct expenses, and $2 million of lower owned, leased, corporate housing, and other revenue net of direct expenses. We discuss the reasons for the increases of $28 million in franchise and base management fees and $4 million in incentive management fees as compared to the 2010 second quarter in the preceding “Revenues” section.

General, administrative, and other expenses increased by $17 million (12 percent) to $159 million in the second quarter of 2011 from $142 million in the second quarter of 2010. The increase primarily reflected

the following items: $7 million of higher legal expenses, $6 million of higher compensation costs, a $33$5 million performance cure payment for a North American Full-Service property, and $3 million of transaction-related expenses associated with the planned spin-off of the timeshare business, partially offset by a $5 million reversal of a loan loss provision in the 2011 second quarter related to one property with increased expected future cash flows.

The $17 million increase in total general, administrative, and other expenses consisted of a $7 million increase that we did not allocate to any of our segments; a $6 million increase allocated to our North American Full-Service segment; a $3 million increase allocated to our International segment; a $2 million increase allocated to our Timeshare segment; a $1 million increase allocated to our North American Limited-Service segment; partially offset by a $2 million decrease allocated to our Luxury segment.

Timeshare sales and services revenue net of direct expenses totaled $43 million in the second quarter of 2011 and $50 million in the 2010 second quarter. The decrease of $7 million as compared to the second quarter of 2010, primarily reflected $6 million of lower financing revenue net of expense and $1 million of lower development revenue net of product costs and marketing and selling costs. The $6 million decrease in restructuringfinancing revenue net of expense primarily reflected decreased interest income due to lower notes receivable balances. Lower development revenue net of product costs an increaseand marketing and selling costs primarily reflected higher product costs, mostly offset by higher development revenue. See “BUSINESS SEGMENTS: Timeshare,” later in base managementthis report for additional information on our Timeshare segment.

The $2 million (6 percent) decrease in owned, leased, corporate housing, and franchiseother revenue net of direct expenses was primarily attributable to $4 million of lower hotel agreement termination fees, net of $22termination costs, $4 million $11lower results at a hotel in Japan that experienced lower demand as a result of the recent earthquake and tsunami, partially offset by $2 million of net stronger results at some owned and leased hotels primarily driven by higher RevPAR and property-level margins, and $3 million of higher incentiveother revenue net of expenses.

Twenty-four Weeks. Operating income increased by $17 million to $423 million in the first half of 2011 from $406 million in the first half of 2010. The increase reflected a $49 million increase in franchise and base management fees, $10$6 million of higher owned, leased, corporate housing, and other revenue net of direct expenses and $6 million of higher incentive management fees, partially offset by a $5$38 million decreaseincrease in general, administrative, and other expenses and $6 million of lower Timeshare sales and services revenue net of direct expenses.

The We address the reasons for the increaseincreases of $22$49 million in franchise and base management fees and franchise fees as well as the increase of $11$6 million in incentive management fees as compared to the year-ago quarter are notedfirst half of 2010 in the preceding “Revenues” section.

Timeshare sales and services revenue net of direct expenses in the second quarter of 2010 totaled $50 million. The increase of $46 million from the year-ago quarter primarily reflected $35 million of higher financing revenue, which largely reflected increased interest income associated with the impact of ASU Nos. 2009-16 and 2009-17, $9 million of higher development revenue net of product costs and marketing and selling costs, and $4 million of higher services revenue net of expenses, partially offset by $3 million of lower other revenue net of expenses. Higher development revenue net of product costs and marketing and selling costs primarily reflected lower costs due to lower sales volumes and lower marketing and selling costs, as well as a favorable variance from an $8 million charge related to an issue with a state tax authority in the 2009 second quarter, mostly offset by lower development revenue for the reasons stated in the preceding “Revenues” section. See “BUSINESS SEGMENTS: Timeshare” later in this report for additional information regarding our Timeshare segment.

The $10$6 million (48(14 percent) increase in owned, leased, corporate housing, and other revenue net of direct expenses was primarily attributable to $6 million of higher hotel agreement termination fees net of property closing costs and stronger RevPAR and higher property-level margins at some owned and leased properties, partially offset by additional rent expense associated with one property.

General, administrative, and other expenses decreased by $5 million (3 percent) to $142 million in the second quarter of 2010 from $147 million in the second quarter of 2009. The quarter-over-quarter variance was favorably impacted by a $7 million write-off of Timeshare segment capitalized software costs in the 2009 second quarter, an $8 million decrease in legal expenses, and a $7 million favorable

variance in deferred compensation expenses (with changes to the company’s deferred compensation plan, 2010 second quarter general, administrative, and other expenses had no deferred compensation expenses, compared to a $7 million unfavorable impact in the year-ago quarter from mark-to-market valuations). Somewhat offsetting these favorable items, the quarter-over-quarter variance was unfavorably impacted by $12 million of increased incentive compensation and $4 million of foreign exchange losses. Of the $5 million decrease in total general, administrative, and other expenses, a decrease of $7 million was attributable to our Lodging segments and an increase of $2 million was unallocated.

Twenty-four Weeks. Operating income increased by $267 million to $406 million in the first half of 2010 from $139 million in the first half of 2009. The increase in operating income reflected $107 million of higher Timeshare sales and services revenue net of direct expenses, an $83 million decrease in general, administrative, and other expenses, a $35 million decrease in restructuring costs, a $25 million increase in base management and franchise fees, $9 million of higher owned, leased, corporate housing, and other revenue net of direct expenses, and $8 million of higher incentive management fees.

The reasons for the increase of $25 million in base management and franchise fees as well as the increase of $8 million in incentive management fees as compared to the first half of 2009 are noted in the preceding “Revenues” section.

Timeshare sales and services revenue net of direct expenses in the first half of 2010 totaled $100 million. The increase of $107 million from the year-ago period primarily reflected $72 million of higher financing revenue, which largely reflected increased interest income associated with the impact of consolidating previously unconsolidated securitized notes under ASU Nos. 2009-16 and 2009-17, $23 million of higher development revenue net of product costs and marketing and selling costs, $7 million of higher services revenue net of expenses, and $5 million of higher other revenue, net of expenses. Higher development revenue net of product costs and marketing and selling costs primarily reflected lower costs due to lower sales volumes and lower marketing and selling costs, as well as a favorable variances from both an $8 million charge related to an issue with a state tax authority and a net $3 million impact from contract cancellation allowances in the 2009 first half, partially offset by lower development revenue for the reasons stated in the preceding “Revenues” section. See “BUSINESS SEGMENTS: Timeshare,” later in this report for additional information regarding our Timeshare segment.

The $9 million (26 percent) increase in owned, leased, corporate housing, and other revenue net of direct expenses was primarily attributable to $10 million of higher hotel agreement termination fees net of property closing costs and net stronger results at some owned and leased properties due to higher RevPAR and property-level margins, $3 million of higher branding fees, $3 million favorable impact of unit additions, net of unit deletions and $2 million of higher other revenue net of expenses, partially offset by additional rent expense associated with one property.$5 million of lower results at a hotel in Japan that experienced lower demand as a result of the recent earthquake and tsunami and $2 million of lower hotel agreement termination fees, net of termination costs.

General, administrative, and other expenses decreasedincreased by $83$38 million (23(14 percent) to $318 million in the first half of 2011 from $280 million in the first half of 2010 from $3632010. The increase primarily reflected the following items: $13 million of higher compensation costs, $7 million of higher legal expenses, $5 million of transaction-related expenses, primarily associated with the planned spin-off of the timeshare business, a $5 million performance cure payment for a North American Full-Service property, $5 million of increased other expenses primarily associated with higher costs in international markets and initiatives to enhance and grow our brands globally, and a $5 million reversal in the first half of 2009. The 2010 first half was favorably impacted by a $6 million reversal in that period of guarantee accruals, primarily related to a completion guarantee for which we satisfied the related requirements, $5 million of decreased legal expenses, as well as the following 2009 expenses that were not incurred in 2010: $49 million of impairment charges related to two security deposits that we deemed unrecoverable in the first quarter of 2009 due, in part, to our decision not to fund certain cash flow shortfalls, partially offset by an $11a $5 million reversal ofin the 2008 accrual for the funding of those cash flow shortfalls; a $43 million provision for loan losses; a $7 million write-off of Timeshare segment capitalized software costs; and $4 million of bad debt expense on an accounts receivable balance. The period over period variance also reflected a $2 million favorable variance in deferred compensation expenses (with changes to the company’s deferred compensation plan, 20102011 first half general, administrative, and other expenses had no deferred compensation expenses, comparedof a loan loss provision related to a $2 million unfavorable impact in the year-ago period from mark-to-market valuations). Somewhat offsetting these favorable items were incentive compensation, which was $18 million higher in the 2010 first half, as well as $4 million ofone property with increased foreign exchange losses. Ofexpected future cash flows.

the $83The $38 million decreaseincrease in total general, administrative, and other expenses a decreaseconsisted of $53an $18 million was attributableincrease that we did not allocate to any of our segments; an $8 million increase allocated to our Lodging segmentsNorth American Full-Service segment; a $6 million increase allocated to our Luxury segment; a $3 million increase allocated to our International segment; a $2 million increase allocated to our Timeshare segment; and a decrease$1 million increase allocated to our North American Limited-Service segment.

Timeshare sales and services revenue net of $30 million was unallocated.

As noted in the preceding paragraph, the decrease in general, administrative, and otherdirect expenses included a $43 million decrease in the provision for loan losses to zero in the 2010 first half from $43totaled $94 million in the first half of 2009.2011 and $100 million in the 2010 first half. The 2009 provisiondecrease of $6 million as compared to the first half of 2010, primarily reflected $12 million of lower financing revenue and $1 million of lower services revenue net of expenses, partially offset by $8 million of higher development revenue net of product costs and marketing and selling costs. The $12 million decrease in financing revenue primarily reflected decreased interest income due to lower notes receivable balances. Higher development revenue net of product costs and marketing and selling costs primarily reflected a $29favorable variance from a net $12 million loan loss provision associated with one Luxury segment projectreserve in the first half of 2010 and a $14 million loan loss provision associated with a North American Limited-Service segment portfolio.lower products costs in the 2011 first half, partially offset by lower sales volumes in the 2011 first half. See “BUSINESS SEGMENTS: Timeshare,” later in this report for additional information on our Timeshare segment.

Gains and Other Income

The table below showsWe show our gains and other income for the twelve and twenty-four weeks ended June 17, 2011, and June 18, 2010 and June 19, 2009:in the following table:

 

   Twelve Weeks Ended  Twenty-Four Weeks Ended
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009

Gain on debt extinguishment

  $0  $0  $0  $21

Gains on sales of real estate and other

   2   3   4   6

Income from cost method joint ventures

   1   0   0   1
                
  $3  $3  $4  $28
                

Twenty-four Weeks. The $21 million gain on debt extinguishment in the first half of 2009 represents the difference between the purchase price and net carrying amount of Senior Notes we repurchased.

   Twelve Weeks Ended   Twenty-Four Weeks Ended 
($ in millions)  June 17, 2011   June 18, 2010   June 17, 2011   June 18, 2010 

Gains on sales of real estate and other

  $3    $2    $5    $4  

Income from cost method joint ventures

   0     1     0     0  
                    
  $3    $3    $5    $4  
                    

Interest Expense

Twelve Weeks. Interest expense increaseddecreased by $16$7 million (57(16 percent) to $37 million in the second quarter of 2011 compared to $44 million in the second quarter of 2010 compared to $28 million in the second quarter of 2009.2010. This increasedecrease was primarily driven by: (1) the consolidation of $1,121 million of debt in the 2010 first quarter associated with previously securitized notes, as discussed in Footnote No. 1, “Basis of Presentation,” which resulted in a $14$3 million increase in capitalized interest associated with construction projects; (2) a $2 million decrease in interest expense on securitized notes, which reflected a lower average outstanding balance and a lower average interest rate on those notes; and (3) a $1 million decrease in interest expense associated with our revolving credit facility and commercial paper program, which reflected lower average borrowings and interest rates. See the “LIQUIDITY AND CAPITAL RESOURCES” caption later in this report for additional information regarding our credit facility.

Twenty-four Weeks. Interest expense decreased by $11 million (12 percent) to $78 million in the 2010 second quarter relatedfirst half of 2011 compared to that debt; (2)$89 million in the first half of 2010. This decrease was primarily driven by: (1) a $4 million unfavorable variance to the 2009 second quarter asdecrease in interest expense on securitized notes, which reflected a result of lower average outstanding balance and a lower average interest rate on those notes; (2) a $3 million increase in capitalized interest in the 2010 second quarter associated with construction projects; and (3) $3 million of higher interest expense in the 2010 second quarter associated with our executive deferred compensation plan. These increases were partially offset by: (1) $4 million of lower interest expense associated with the maturity of our Series C Senior Notes in the 2009 fourth quarter, and other net debt reductions; and (2) a $2 million decrease in interest expense associated with our Credit Facility,revolving credit facility and commercial paper program, which reflected lower average borrowings under the Credit Facility and a lower average interest rate.rates.

Twenty-four Weeks. Interest expense increased by $32 million (56 percent) to $89 million in the first half of 2010 compared to $57 million in the first half of 2009. This increase was primarily driven by: (1) the consolidation of $1,121 million of debt in the 2010 first quarter associated with previously securitized notes, as discussed in Footnote No. 1, “Basis of Presentation,” which resulted in a $28 million increase in interest expense in the 2010 first half related to that debt; (2) a $10 million unfavorable variance to the 2009 first half as a result of lower capitalized interest in the 2010 first half associated with construction projects; and (3) $6 million of higher interest expense in the 2010 first half associated with our executive deferred compensation plan. These increases were partially offset by: (1) $8 million of lower interest expense associated with our repurchase of $122 million of principal amount of our Senior Notes in 2009, the maturity of our Series C Senior Notes in the 2009 fourth quarter and other net debt reductions; and (2) a $4 million decrease in interest expense associated with our Credit Facility, which reflected lower average borrowings under the Credit Facility and a lower average interest rate.

Interest Income and Income Tax

Twelve Weeks. Interest income decreased by $6 million (67 percent) towas unchanged at $3 million in the second quarter of 2010, from $9each of 2011 and 2010.

Our tax provision increased by $1 million (2 percent) to a tax provision of $66 million in the second quarter of 2009, primarily reflecting2011 from a $3 million decrease due to a change in the timing of payment of a preferred dividend (paid in the second quarter of 2009, but expected to be paid in the fourth quarter of 2010), and a $2 million decrease primarily associated with a loan for which interest was recognized in the 2009 second quarter, but that we impaired in the 2009 third quarter. Because we recognize interest on impaired loans on a cash basis, we did not recognize any interest on this impaired loan subsequent to its impairment.

Our tax provision increased by $21 million (48 percent) toof $65 million in the second quarter of 2010 from a tax provision of $44 million in the second quarter of 2009.2010. The increase was primarily due to higher pretax income in 2010 and $7 million of higher tax expense associated with changes to the Company’s deferred compensation plan (the 2010 second quarter had no impact associated with deferred compensation expenses, compared to a $7 million favorable impact in the year-ago quarter).2011. The increase was partially offset by a lowerdecrease in the effective tax rate due to a greater percentage of pre-tax income in the second quarter of 2010, as the 2009 second quarter reflected $17 million of incomelow tax expense primarily relatedjurisdictions and by a decrease in unrecognized tax benefits due to the treatmentclosing of funds received from certain foreign subsidiaries.the 2005 through 2008 IRS audit examinations.

Twenty-four Weeks.Interest income decreased by $8 million (53 percent) towas unchanged at $7 million in the first half of 2010, from $15each of 2011 and 2010.

Our tax provision increased by $6 million (5 percent) to a tax provision of $117 million in the first half of 2009, reflecting2011 from a $3 million decrease due to a change in the timing of payment of a preferred dividend, a $3 million decrease primarily associated with a loan that we impaired in the 2009 third quarter (both of which are discussed in the preceding “Twelve Weeks” discussion), and $2 million of other lower interest.

Our tax provision increased by $34 million (44 percent) toof $111 million in the first half of 2010 from a tax provision of $77 million in the first half of 2009.2010. The increase was primarily due to higher pretax income in 2010 and $2 million of higher tax expense associated with changes to the Company’s deferred compensation plan (the 2010 first half had no impact associated with deferred compensation expenses, compared to a $2 million favorable impact in the year-ago period).2011. The increase was partially offset by a lowerdecrease in the effective tax rate due to a greater percentage of pre-tax income in the first half of 2010, as the 2009 first half reflected $43 million of incomelow tax expense primarily relatedjurisdictions and by a decrease in unrecognized tax benefits due to the treatmentclosing of funds received from certain foreign subsidiaries.the 2005 through 2008 IRS audit examinations.

Equity in Losses

Twelve Weeks. Equity in losses of $0 in the second quarter of 2011 decreased by $4 million from $4 million in the second quarter of 2010 remained unchanged from equity in losses of $4 million in the second quarter of 2009.

Twenty-four Weeks. Equity in losses of $15 million in the first half of 2010 decreased by $23 million from equity in losses of $38 million in first half of 2009 and primarily reflected a favorable variance from a $30 million impairment charge in the first half of 2009 associated with a Luxury segment joint venture investment that we determined to be fully impaired. This favorable variance was partially offset by $5$2 million of decreased earnings in the 2010 first halflower losses for a Timeshare segment residential and fractional project joint venture primarily related to increased cancellation allowances, and impairment charges we recorded in the 2010 first half of $2 million and $1 million associated with aof increased earnings from stronger property-level performance at two North American Limited-Service segment and a Timeshare segment joint venture, respectively.

Net Losses Attributable to Noncontrolling Interests

Twelve Weeks. Net losses attributable to noncontrolling interests decreased by $2 million in the second quarter of 2010 to zero, compared to $2 million in the second quarter of 2009.ventures.

Twenty-four Weeks. NetEquity in losses attributable to noncontrolling interests decreased byof $4 million in the first half of 2010 to zero, compared to $42011 decreased by $11 million from $15 million in the first half of 2009.2010 and primarily reflected $7 million of lower losses for a Timeshare segment residential and fractional project joint venture (we stopped recognizing our share of the joint venture’s losses as our investment, including loans due from the joint venture, was reduced to zero in 2010) and a favorable variance from joint venture impairment charges in the 2010 first half of $3 million ($2 million associated with our North American Limited-Service segment and $1 million associated with our Timeshare segment).

Net Income

Twelve Weeks. Net income increased by $84$16 million (240(13 percent) to $135 million in the second quarter of 2011 from $119 million in the second quarter of 2010, from $35 million in the second quarter of 2009, net income attributable to Marriottand diluted earnings per share increased by $82 million (222$0.06 (19 percent) to $119 million in the second quarter of 2010 from $37 million in the second quarter of 2009, and diluted income per share attributable to Marriott increased by $0.21 (210 percent) to $0.31$0.37 per share from $0.10$0.31 per share in the second quarter of 2009.2010. As discussed in more detail in the preceding sections beginning with “Operating Income,” the $84$16 million increase in net income compared to the prior year was due to higher franchise and base management fees ($28 million), lower interest expense ($7 million), higher incentive management fees ($4 million), and lower equity in losses ($4 million). Higher general, administrative, and other expenses ($17 million), lower Timeshare sales and services revenue net of direct expenses ($467 million), lower restructuring costs ($33 million), higher base management and franchise fees ($22 million), higher incentive management fees ($11 million), higher owned, leased, corporate

housing, and other revenue net of direct expenses ($102 million), and lower general, administrative, and other expenses ($5 million). These favorable variances were partially offset by higher income taxes ($211 million), higher interest expense ($16 million), and lower interest income ($6 million). partially offset these items.

Twenty-four Weeks.Net income increased by $192$34 million (1,920(17 percent) to $236 million in the first half of 2011 from $202 million in the first half of 2010, from $10 million in the first half of 2009, net income attributable to Marriottand diluted earnings per share increased by $188 million (1,343$0.09 (17 percent) to $202 million in first half of 2010 from $14 million in the first half of 2009, and diluted income per share attributable to Marriott increased by $0.50 (1,250 percent) to $0.54$0.63 per share from $0.04$0.54 per share in the first half of 2009.2010. As discussed in more detail in the preceding sections beginning with “Operating Income,” the $192$34 million increase in net income compared to the prior year was due to higher Timeshare salesfranchise and services revenue net of direct expenses ($107 million), lower general, administrative, and other expenses ($83 million), lower restructuring costs ($35 million), higher base management and franchise fees ($2549 million), lower equity in losses ($2311 million), lower interest expense ($11 million), higher owned, leased, corporate housing, and other revenue net of direct expenses ($96 million), and higher incentive management fees ($8 million). These favorable variances were partially offset by higher income taxes ($346 million), and higher interest expense ($32 million), lower gains and other income ($241 million). Higher general, administrative, and other expenses ($38 million), lower Timeshare sales and services revenue net of direct expenses ($6 million), and lower interesthigher income taxes ($86 million). partially offset these items.

Earnings Before Interest Expense, Taxes, Depreciation and Amortization (“EBITDA”)

Earnings before interest expense, taxes, depreciation and amortization (“EBITDA”) isEBITDA, a non-GAAP financial measure that is not prescribed or authorized by United States generally accepted accounting principles (“GAAP”), reflects earnings excluding the impact of interest expense, provision for income taxes, depreciation and amortization. We consider EBITDA to be an indicator of operating performance because we use it to measure our ability to service debt, fund capital expenditures, and expand our business. We also use EBITDA, as do analysts, lenders, investors and others, to evaluate companies because it excludes certain items that can vary widely across different industries or among companies within the same industry. For example, interest expense can be dependent on a company’s capital structure, debt levels and credit ratings. Accordingly, the impact of interest expense on earnings can vary significantly among companies. The tax positions of companies can also vary because of their

differing abilities to take advantage of tax benefits and because of the tax policies of the jurisdictions in which they operate. As a result, effective tax rates and provision for income taxes can vary considerably among companies. EBITDA also excludes depreciation and amortization because companies utilize productive assets of different ages and use different methods of both acquiring and depreciating productive assets. These differences can result in considerable variability in the relative costs of productive assets and the depreciation and amortization expense among companies.

We also evaluate adjusted EBITDA as an indicator of operating performance. Adjusted EBITDA excludes: (1) the 2009 second quarter restructuring costs and other charges totaling $57 million; and (2) the 2009 first quarter restructuring costs and other charges totaling $129 million. We evaluate non-GAAP measures that exclude the impact of the restructuring costs and other charges incurred in the 2009 first and second quarters because those non-GAAP measures allow for period-over-period comparisons of our on-going core operations before material charges. These non-GAAP measures also facilitate our comparison of results from our on-going operations before material charges with results from other lodging companies. EBITDA and adjusted EBITDA havehas limitations and should not be considered in isolation or as a substitute for performance measures calculated in accordance with GAAP. Both of theseThis non-GAAP measures excludemeasure excludes certain cash expenses that we are obligated to make. In addition, other companies inWe show our industry may calculate adjusted EBITDA differently than we do, limiting its usefulness as a comparative measure.

The table below shows our EBITDA and Adjusted EBITDA calculations and reconciles those measuresreconcile that measure with Net Income attributable to Marriott.in the following table.

 

   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  June 18, 2010  June 19, 2009 

Net Income attributable to Marriott

  $119   $37   $202   $14  

Interest expense

   44    28    89    57  

Tax provision

   65    44    111    77  

Tax provision, noncontrolling interests

   0    2    0    3  

Depreciation and amortization

   42    42    81    81  

Less: Depreciation reimbursed by third-party owners

   (3  (2  (6  (4

Interest expense from unconsolidated joint ventures

   5    6    10    9  

Depreciation and amortization from unconsolidated joint ventures

   6    6    12    12  
                 

EBITDA

  $278   $163   $499   $249  

Restructuring costs and other charges

     

Severance

   0    10    0    12  

Facilities exit costs

   0    22    0    22  

Development cancellations

   0    1    0    1  
                 

Total restructuring costs

   0    33    0    35  
                 

Impairment of investments and other

   0    0    0    79  

Reversal of reserve for expected fundings

   0    0    0    (11

Accounts receivable and guarantee charges

   0    3    0    3  

Reserves for loan losses

   0    1    0    43  

Contract cancellation allowances

   0    1    0    5  

Residual interests valuation

   0    12    0    25  

Software development write-off

   0    7    0    7  
                 

Total other charges

   0    24    0    151  
                 

Total restructuring costs and other charges

   0    57    0    186  
                 

Adjusted EBITDA

  $278   $220   $499   $435  
                 
   Twelve Weeks Ended  Twenty-Four Weeks Ended 
($ in millions)  June 17, 2011  June 18, 2010  June 17, 2011  June 18, 2010 

Net Income

  $135   $119   $236   $202  

Interest expense

   37    44    78    89  

Tax provision

   66    65    117    111  

Depreciation and amortization

   41    42    76    81  

Less: Depreciation reimbursed by third-party owners

   (3  (3  (7  (6

Interest expense from unconsolidated joint ventures

   4    5    8    10  

Depreciation and amortization from unconsolidated joint ventures

   7    6    13    12  
                 

EBITDA

  $287   $278   $521   $499  
                 

BUSINESS SEGMENTS

We are a diversified hospitality company with operations in five business segments: North American Full-Service Lodging, North American Limited-Service Lodging, International Lodging, Luxury Lodging, and Timeshare. See Footnote No. 13, “Business Segments,” of the Notes to our Financial Statements for further information on our segments including how we aggregate our individual brands into each segment, the reclassification of certain 2010 segment revenues, segment financial results, and segment assets to reflect our movement of Hawaii to our North American segments from our International segment, and other information about each segment, including revenues, income (loss) attributable to Marriott, net losses attributable to noncontrolling interests,income, equity in earnings (losses) of equity method investees, and assets.

We added 231194 properties (35,664(31,518 rooms) and 3027 properties (5,570(5,722 rooms) exited theour system since the end of the 20092010 second quarter,quarter. These figures do not includinginclude residential products. Weor ExecuStay units. During that time we also added 35 residential properties (271(824 units) and one property (25 units)no residential properties exited the system since the endsystem. These property additions include 72 hotels (7,421 rooms) which are operated or franchised as part of the 2009 second quarter.our unconsolidated joint venture with AC Hoteles, S.A. See Footnote No. 14,“Acquisitions,” for additional information about AC Hotels by Marriott.

Twelve Weeks. Total segment financial results increased by $110$21 million (73(8 percent) to $281 million in the second quarter of 2011 from $260 million in the second quarter of 2010, from $150and total segment revenues increased by $199 million to $2,951 million in the second quarter of 2009, and total segment2011, a 7 percent increase from revenues increased by $210 million toof $2,752 million in the second quarter of 2010, an 8 percent increase from revenues of $2,542 million in the second quarter of 2009.2010.

The quarter-over-quarter increase in revenues included a $153$176 million increase in cost reimbursements revenue, which does not impact operating income or net income attributable to Marriott.income. The results, compared to the year-ago quarter, reflected a $28 million increase in franchise and base management fees to $269 million in the second quarter of 2011 from $241 million in the second quarter of 2010, $4 million of lower joint venture equity losses, $4 million of higher incentive management fees to $50 million in the second quarter of 2011 from $46 million in the second quarter of 2010, an increase of $46$3 million in gains and other income, and a $2 million decrease in interest expense. A $10 million increase in general, administrative, and other expenses, a decrease of $7 million in Timeshare sales and services revenue net of direct expenses, and a $32 million decrease in restructuring costs, a $22 million increase in base management and franchise fees to $241 million in the 2010 quarter from $219 million in the 2009 quarter, an $11 million increase in incentive management fees, an increase of $11$3 million in owned, leased, corporate housing, and other revenue net of direct expenses and $7 million of decreased general, administrative, and other expenses. These favorable variances were partially offset by $14 million of interest expense, a $4 million decrease in net losses attributable to noncontrolling interest benefit, and a decrease of $1 million in gains and other income.these favorable variances. For more detailed information regarding the variances see the preceding sections beginning with “Operating Income.”

The $22$28 million increase in franchise and base management and franchise fees primarily reflected stronger RevPAR and the impact of unit growth across the system. The $11 million increase in incentive management fees

primarily reflected higher property-level revenue and continued tight property-level cost controls favorably impacting margins inIn the second quarter of 2010 compared to the second quarter of 2009. In the second quarter ofboth 2011 and 2010, 25 percent of our managed properties paid incentive management fees to us versus 23 percent in the second quarter of 2009.us. In addition, in the second quarter of 2010, 622011, 61 percent of our incentive fees were derivedcame from international hotelsproperties outside the United States versus 6162 percent in the 20092010 second quarter.

WorldwideSee “Statistics” below for detailed information on Systemwide RevPAR for comparable systemwide properties increasedand Company-operated RevPAR by 7.0 percent (8.5 percent using actual dollars) while worldwide RevPAR for comparable company-operated properties increased by 8.2 percent (9.9 percent using actual dollars). segment, region, and brand.

Compared to the year-agosecond quarter of 2010, worldwide comparable company-operated house profit margins in 2010the second quarter of 2011 increased by 9070 basis points and worldwide comparable company-operated house profit per available room (“HP-PAR”) increased by 9.38.0 percent on a constant U.S. dollar basis, reflecting higher occupancy, rate increases, and the impact of very tight cost controls in 20102011 at properties in our system, as well as increased demand.partially offset by higher property-level compensation. North American company-operated house profit margins increased by 90100 basis points compared to the 2010 second quarter reflecting higher occupancy, rate increases, and the impact of tight cost controls, partially offset by lower attrition fees, higher property-level compensation and increased state unemployment taxes. HP-PAR at those same properties increased by 9.0 percent reflecting higher demand and RevPAR. International company-operated house profit margins increased by 10 basis points and HP-PAR at our North American company-operatedthose properties increased by 8.76.2 percent (9.0 percent using actual dollars) also reflecting veryincreased demand and higher RevPAR in most locations and continued tight property-level cost controls, at properties as well as increased demand.partially offset by higher property-level compensation and the effects of low demand in the Middle East.

Twenty-four Weeks. Total segment financial results increased by $219$51 million (88(11 percent) to $520 million in the first half of 2011 from $469 million in the first half of 2010, from $250and total segment revenues increased by $346 million to $5,713 million in the first half of 2009, and total segment2011, a 6 percent increase from revenues increased by $343 million toof $5,367 million in the first half of 2010, a 7 percent increase from revenues of $5,024 million in the first half of 2009.2010.

The year-over-year increase in revenues included a $203$315 million increase in cost reimbursements revenue, which does not impact operating income or net income attributable to Marriott.income. The results, compared to the first half of 2009,2010, primarily reflected an increase of $107 million in Timeshare sales and services revenue net of direct expenses, $53 million of decreased general, administrative, and other expenses, a $33 million decrease in restructuring costs, a $25$49 million increase in franchise and base management and franchise fees to $506 million in the first half of 2011 from $457 million in the first half of 2010, from $432 million in the first half of 2009, $23$11 million of lower joint venture equity losses, $8 million of higher incentive management fees, and an increase of $8$4 million in owned, leased, corporate housing, and other revenue net of direct expenses. These favorable variances were partially offset by $28expenses, $6 million of interest expense,higher incentive management fees to $92 million in the first half of 2011 from $86 million in the first half of 2010, a $7$4 million decrease in net losses attributable to noncontrolling interest benefit,expense, and a decreasean increase of $3 million in gains and other income.

The $25 A $20 million increase in general, administrative, and other expenses and a decrease of $6 million in Timeshare sales and services revenue net of direct expenses partially offset these favorable variances. For more detailed information regarding the variances see the preceding sections beginning with “Operating Income.”

The $49 million increase in franchise and base management and franchise fees primarily reflected stronger RevPAR and the impact of unit growth across the system. The $8 million increase in incentive management fees primarily reflected higher property-level revenue and continued tight property-level cost controls favorably impacting margins inIn the first half of 2010 compared to the first half of 2009. In the first halves of each of 2010 and 2009, 262011, 27 percent of our managed properties paid incentive management fees to us. In addition,us versus 26 percent in the first half of 2010. For both the 2011 and 2010 first halves, 61 percent of our incentive fees were derivedcame from international hotels versus 57 percent inproperties outside the United States.

See “Statistics” below for detailed information on Systemwide RevPAR and Company-operated RevPAR by segment, region, and brand.

Compared to the first half of 2009.

Worldwide RevPAR for comparable systemwide properties increased by 3.1 percent (4.2 percent using actual dollars) while worldwide RevPAR for comparable company-operated properties increased by 4.0 percent (5.5 percent using actual dollars). Compared to the year-ago period,2010, worldwide comparable company-operated house profit margins in the 2010 first half of 2011 increased by 1050 basis points and worldwide comparable company-operated HP-PAR increased by 3.17.4 percent on a constant U.S. dollar basis, reflecting higher occupancy, rate increases, and the impact of very tight cost controls in 20102011 at properties in our system, and increased demand, partially offset by decreased average daily rates.higher property-level compensation. North American company-operated house profit margins declinedincreased by 2040 basis points compared to the first half of 2010 reflecting higher occupancy, rate increases, and the impact of

tight cash controls, partially offset by increased state unemployment tax rates, lower attrition fees, and higher property-level compensation. HP-PAR at those same properties increased by 6.6 percent reflecting higher demand and RevPAR. International company-operated house profit margins increased by 70 basis points and HP-PAR at our North American company-operatedthose properties increased by 0.89.0 percent (1.0 percent using actual dollars) reflecting veryincreased demand and higher RevPAR in most locations and continued tight property-level cost controls, at properties, partially offset by decreased average daily rates.higher property-level compensation and the effects of low demand in the Middle East.

Summary of Properties by Brand

We opened 46Including residential properties, we added 32 lodging properties (6,568(4,512 rooms) during the second quarter of 2010,2011, while 1410 properties (2,311(1,630 rooms) exited the system, increasing our total properties to 3,489 (607,2523,661 (633,704 rooms) inclusive of 31. These figures include 36 home and condominium products (2,950(3,774 units), for which we manage the related owners’ associations.

Unless otherwise indicated, our references to Marriott Hotels & Resorts throughout this report include JW Marriott and Marriott Conference Centers. ReferencesCenters, references to Renaissance Hotels include Renaissance ClubSport, and references to Fairfield Inn & Suites include Fairfield Inn.

The table below shows properties

At June 17, 2011, we operated or franchised the following properties by brand as of June 18, 2010 (excluding 1,8692,068 corporate housing rental units associated with our ExecuStay brand)units):

 

  Company-Operated  Franchised  Company-Operated   Franchised   Unconsolidated
Joint Ventures
 

Brand

  Properties  Rooms  Properties  Rooms  Properties   Rooms   Properties   Rooms   Properties   Rooms 

U.S. Locations

                    

Marriott Hotels & Resorts

  141  72,511  184  55,897   142     73,057     182     55,381     0     0  

Marriott Conference Centers

  11  3,243  0  0   11     3,298     0     0     0     0  

JW Marriott

  13  8,616  5  1,552   14     9,226     7     2,914     0     0  

Renaissance Hotels

  37  16,963  41  11,757   37     16,899     40     11,478     0     0  

Renaissance ClubSport

  0  0  2  349   0     0     2     349     0     0  

Autograph Collection

  0  0  10  1,529   0     0     16     4,118     0     0  

The Ritz-Carlton

  39  11,587  0  0   39     11,587     0     0     0     0  

The Ritz-Carlton-Residential(1)

  24  2,532  0  0   28     3,197     0     0     0     0  

EDITION

   1     353     0     0     0     0  

Courtyard

  281  44,143  499  65,506   282     44,210     519     68,229     0     0  

Fairfield Inn & Suites

  3  1,055  638  56,725   3     1,055     649     57,945     0     0  

SpringHill Suites

  32  5,035  235  26,260   34     5,311     245     27,453     0     0  

Residence Inn

  133  18,997  456  52,001   135     19,477     462     52,590     0     0  

TownePlace Suites

  34  3,658  156  15,405   34     3,658     161     15,939     0     0  

Marriott Vacation Club(2)

  42  9,748  0  0   42     9,882     0     0     0     0  

The Ritz-Carlton Destination Club(2)

  7  342  0  0   8     359     0     0     0     0  

The Ritz-Carlton Residences(1), (2)

  3 ��222  0  0   3     222     0     0     0     0  

Grand Residences by Marriott-Fractional(2)

  1  199  0  0   1     199     0     0     0     0  

Grand Residences by Marriott-Residential(1), (2)

  2  68  0  0   2     68     0     0     0     0  

Non-U.S. Locations

                    

Marriott Hotels & Resorts

  132  39,008  35  10,326   135     40,145     36     10,740     0     0  

JW Marriott

  26  9,972  1  310   28     10,539     2     574     0     0  

Renaissance Hotels

  50  17,213  16  5,042   53     17,750     19     5,465     0     0  

Autograph Collection

   0     0     0     0     4     278  

The Ritz-Carlton

  34  10,171  0  0   37     11,253     0     0     0     0  

The Ritz-Carlton-Residential(1)

  1  112  0  0   2     271     0     0     0     0  

The Ritz-Carlton Serviced Apartments

  3  458  0  0   4     579     0     0     0     0  

EDITION

   1     78     0     0     0     0  

AC Hotels by Marriott

   0     0     0     0     68     7,143  

Bulgari Hotels & Resorts

  2  117  0  0   2     117     0     0     0     0  

Marriott Executive Apartments

  21  3,580  1  99   21     3,463     1     99     0     0  

Courtyard

  51  11,080  45  7,851   55     12,023     48     8,296     0     0  

Fairfield Inn & Suites

  0  0  9  1,153   0     0     11     1,361     0     0  

SpringHill Suites

  0  0  1  124   0     0     1     124     0     0  

Residence Inn

  3  405  14  2,013   3     405     15     2,154     0     0  

TownePlace Suites

   0     0     1     105     0     0  

Marriott Vacation Club(2)

  11  2,126  0  0   11     2,106     0     0     0     0  

The Ritz-Carlton Destination Club(2)

  2  127  0  0   2     117     0     0     0     0  

The Ritz-Carlton Residences(1), (2)

  1  16  0  0   1     16     0     0     0     0  

Grand Residences by Marriott-Fractional(2)

  1  49  0  0   1     49     0     0     0     0  
                                    

Total

  1,141  293,353  2,348  313,899   1,172     300,969     2,417     325,314     72     7,421  
                                    

 

(1)

Represents projects where we manage the related owners’ association. ResidentialWe include residential products are included once they possess a certificate of occupancy.

(2)

Indicates a Timeshare product. Includes products in active sales as well as those that are sold out.

Total Lodging and Timeshare Products by Segment

At June 18, 2010,17, 2011, we operated or franchised the following properties by segment (excluding 1,8692,068 corporate housing rental units associated with our ExecuStay brand):

 

  Total Lodging and Timeshare Products 
  Total Lodging and Timeshare Products  Properties   Rooms 
  Properties  Rooms  U.S.   Non-U.S.   Total   U.S.   Non-U.S.   Total 
  U.S.  Non-
U.S.
  Total  U.S.  Non-
U.S.
  Total

North American Full-Service Lodging Segment(1)

                        

Marriott Hotels & Resorts

  321  13  334  125,641  4,837  130,478   324     14     338     128,438     5,244     133,682  

Marriott Conference Centers

  11  0  11  3,243  0  3,243   11     0     11     3,298     0     3,298  

JW Marriott

  17  1  18  9,781  221  10,002   21     1     22     12,140     221     12,361  

Renaissance Hotels

  78  2  80  28,720  790  29,510   77     2     79     28,377     790     29,167  

Renaissance ClubSport

  2  0  2  349  0  349   2     0     2     349     0     349  

Autograph Collection

  10  0  10  1,529  0  1,529   16     0     16     4,118     0     4,118  
                                          
  439  16  455  169,263  5,848  175,111   451     17     468     176,720     6,255     182,975  

North American Limited-Service Lodging Segment(1)

                        

Courtyard

  779  16  795  109,245  2,793  112,038   801     17     818     112,439     2,929     115,368  

Fairfield Inn & Suites

  641  8  649  57,780  947  58,727   652     10     662     59,000     1,155     60,155  

SpringHill Suites

  267  1  268  31,295  124  31,419   279     1     280     32,764     124     32,888  

Residence Inn

  589  16  605  70,998  2,309  73,307   597     17     614     72,067     2,450     74,517  

TownePlace Suites

  190  0  190  19,063  0  19,063   195     1     196     19,597     105     19,702  
                        
                     2,524     46     2,570     295,867     6,763     302,630  
  2,466  41  2,507  288,381  6,173  294,554

International Lodging Segment(1)

                        

Marriott Hotels & Resorts

  4  154  158  2,767  44,497  47,264   0     157     157     0     45,641     45,641  

JW Marriott

  1  26  27  387  10,061  10,448   0     29     29     0     10,892     10,892  

Renaissance Hotels

  0  64  64  0  21,465  21,465   0     70     70     0     22,425     22,425  

Courtyard

  1  80  81  404  16,138  16,542   0     86     86     0     17,390     17,390  

Fairfield Inn & Suites

  0  1  1  0  206  206   0     1     1     0     206     206  

Residence Inn

  0  1  1  0  109  109   0     1     1     0     109     109  

Marriott Executive Apartments

  0  22  22  0  3,679  3,679   0     22     22     0     3,562     3,562  
                                          
  6  348  354  3,558  96,155  99,713   0     366     366     0     100,225     100,225  

Luxury Lodging Segment

                        

The Ritz-Carlton

  39  34  73  11,587  10,171  21,758   39     37     76     11,587     11,253     22,840  

Bulgari Hotels & Resorts

  0  2  2  0  117  117   0     2     2     0     117     117  

EDITION

   1     1     2     353     78     431  

The Ritz-Carlton-Residential(2)

  24  1  25  2,532  112  2,644   28     2     30     3,197     271     3,468  

The Ritz-Carlton Serviced Apartments

  0  3  3  0  458  458   0     4     4     0     579     579  
                        
   68     46     114     15,137     12,298     27,435  

Unconsolidated Joint Ventures

            

Autograph Collection

   0     4     4     0     278     278  

AC Hotels by Marriott

   0     68     68     0     7,143     7,143  
                        
                     0     72     72     0     7,421     7,421  
  63  40  103  14,119  10,858  24,977

Timeshare Segment(3)

                        

Marriott Vacation Club

  42  11  53  9,748  2,126  11,874   42     11     53     9,882     2,106     11,988  

The Ritz-Carlton Destination Club

  7  2  9  342  127  469   8     2     10     359     117     476  

The Ritz-Carlton Residences(2)

  3  1  4  222  16  238   3     1     4     222     16     238  

Grand Residences by Marriott-Fractional

  1  1  2  199  49  248   1     1     2     199     49     248  

Grand Residences by Marriott-Residential(1), (2)

  2  0  2  68  0  68   2     0     2     68     0     68  
                                          
  55  15  70  10,579  2,318  12,897   56     15     71     10,730     2,288     13,018  
                                          

Total

  3,029  460  3,489  485,900  121,352  607,252   3,099     562     3,661     498,454     135,250     633,704  
                                          

 

(1)

North American includes properties located in the continental United States and Canada. International includes properties located outside the continental United States and Canada.

(2)

Represents projects where we manage the related owners’ association. ResidentialWe include residential products are included once they possess a certificate of occupancy.

(3)

Includes resorts that are in active sales as well as those that are sold out. Products in active sales may not be ready for occupancy.

The following table provides additional detail, by brand, as of June 18, 2010,17, 2011, for our Timeshare properties:

 

  Total
Properties (1)
  Properties in
Active Sales (2)
  Total Properties (1)   Properties in
Active Sales (2)
 

100 Percent Company-Developed

        

Marriott Vacation Club

  53  27   53     27  

The Ritz-Carlton Destination Club and Residences

  9  7   12     9  

Grand Residences by Marriott and Residences

  4  3   4     3  

Joint Ventures

        

The Ritz-Carlton Destination Club and Residences

  4  4   2     2  
              

Total

  70  41   71     41  
              

(1) Includes products that are in active sales as well as those that are sold out. Residential products are included once they possess a certificate of occupancy.

(2) Products in active sales may not be ready for occupancy.

(1)

Includes products that are in active sales as well as those that are sold out. We include residential products once they possess a certificate of occupancy.

(2)

Products in active sales may not be ready for occupancy.

Statistics

The following tables show occupancy, average daily rate, and RevPAR for comparable properties, for each of the brands in our North American Full-Service and North American Limited-Service segments, for our International segment by region, and the principal brand in our Luxury segment, The Ritz-Carlton. We have not presented statistics for company-operated Fairfield Inn & Suites properties in these tables because we operate very few properties, as the brand is predominantly franchised and we operate very few properties, so such information would not be meaningful (identified as “nm” in the tables that follow). Systemwide statistics include data from our franchised properties, in addition to our owned, leased, and managed properties.

The occupancy, average daily rate, and RevPAR statistics usedwe use throughout this report for the twelve weeks ended June 17, 2011, include the period from March 26, 2011, through June 17, 2011, and the statistics for the twelve weeks ended June 18, 2010, include the period from March 27, 2010, through June 18, 2010, and the statistics for the twelve weeks ended June 19, 2009, include the period from March 28, 2009, through June 19, 2009, (except in each case, for The Ritz-Carlton brand properties and properties located outside of the continental United States, and Canada, which for those properties includes the period from March 1 through the end of May). The occupancy, average daily rate, and RevPAR statistics usedwe use throughout this report for the twenty-four weeks ended June 17, 2011, include the period from January 1, 2011, through June 17, 2011, and the statistics for the twenty-four weeks ended June 18, 2010, include the period from January 2, 2010, through June 18, 2010, and the statistics for the twenty-four weeks ended June 19, 2009, include the period from January 3, 2009, through June 19, 2009, (except in each case, for The Ritz-Carlton brand properties and properties located outside of the continental United States, and Canada, which for those properties includes the period from January 1 through the end of May).

  Comparable Company-Operated
North American Properties(1)
 Comparable Systemwide
North American Properties(1)
   Comparable Company-Operated
North American Properties (1)
 Comparable Systemwide
North American Properties (1)
 
  Twelve Weeks Ended
June 18, 2010
 Change vs. 2009 Twelve Weeks Ended
June 18, 2010
 Change vs. 2009   Twelve Weeks Ended
June 17, 2011
 Change vs.
2010
 Twelve Weeks Ended
June 17, 2011
 Change  vs.
2010
 

Marriott Hotels & Resorts(2)

          

Occupancy

   73.1                    4.4% pts.   70.0                    4.6% pts.    74.6  0.9% pts.   71.7  1.2% pts. 

Average Daily Rate

  $160.30   1.2 $146.03   0.0  $168.64    4.2 $153.14    3.6

RevPAR

  $117.21   7.6 $102.17   7.1  $125.79    5.4 $109.79    5.5

Renaissance Hotels & Resorts

          

Occupancy

   71.0 3.0% pts.   70.7 4.6% pts.    72.4  1.0% pts.   71.9  1.0% pts. 

Average Daily Rate

  $159.16   1.6 $144.32   0.2  $168.37    3.6 $150.41    3.0

RevPAR

  $113.08   6.1 $101.97   7.1  $121.82    5.1 $108.16    4.5

Composite North American Full-Service (3)

          

Occupancy

   72.7 4.1% pts.   70.1 4.6% pts.    74.2  0.9% pts.   71.7  1.2% pts. 

Average Daily Rate

  $160.09   1.3 $145.72   0.1  $168.59    4.1 $152.65    3.5

RevPAR

  $116.44   7.4 $102.14   7.1  $125.05    5.4 $109.50    5.3

The Ritz-Carlton North America

          

Occupancy

   71.6 9.9% pts.   71.6 9.9% pts.    73.9  3.8% pts.   73.9  3.8% pts. 

Average Daily Rate

  $297.03   0.0 $297.03   0.0  $311.67    4.8 $311.67    4.8

RevPAR

  $212.67   15.9 $212.67   15.9  $230.43    10.6 $230.43    10.6

Composite North American Full-Service and Luxury(4)

          

Occupancy

   72.6 4.8% pts.   70.2 5.0% pts.    74.1  1.3% pts.   71.9  1.4% pts. 

Average Daily Rate

  $176.29   1.7 $156.72   0.6  $185.82    4.6 $164.47    4.0

RevPAR

  $127.98   9.0 $110.01   8.2  $137.78    6.4 $118.24    6.0

Residence Inn

          

Occupancy

   76.7 4.8% pts.   77.9 5.5% pts.    78.6  2.2% pts.   79.5  2.0% pts. 

Average Daily Rate

  $115.87   -1.6 $113.56   -1.6  $117.77    1.2 $115.73    2.3

RevPAR

  $88.88   4.9 $88.49   5.8  $92.55    4.1 $91.96    4.9

Courtyard

          

Occupancy

   67.7 3.6% pts.   69.2 3.4% pts.    71.0  3.1% pts.   71.5  2.8% pts. 

Average Daily Rate

  $108.98   -1.4 $111.33   -0.9  $112.61    3.2 $114.21    3.2

RevPAR

  $73.82   4.0 $77.06   4.2  $79.92    7.9 $81.72    7.4

Fairfield Inn

          

Occupancy

   nm   nm     pts.   66.4 3.1% pts.    nm    nm pts.   69.2  3.5% pts. 

Average Daily Rate

  $nm   nm   $84.67   -1.7  $nm    nm   $89.20    3.8

RevPAR

  $nm   nm   $56.25   3.1  $nm    nm   $61.75    9.4

TownePlace Suites

          

Occupancy

   68.8 5.2% pts.   71.2 6.2% pts.    74.8  6.0% pts.   75.3  4.7% pts. 

Average Daily Rate

  $73.30   -5.6 $79.84   -4.5  $75.02    2.4 $82.82    3.2

RevPAR

  $50.47   2.1 $56.84   4.5  $56.15    11.3 $62.32    10.1

SpringHill Suites

          

Occupancy

   69.5 3.5% pts.   69.1 4.3% pts.    71.3  3.4% pts.   71.7  3.7% pts. 

Average Daily Rate

  $96.85   -2.1 $98.37   -2.8  $100.61    4.2 $99.91    2.6

RevPAR

  $67.26   3.2 $67.98   3.6  $71.75    9.3 $71.62    8.1

Composite North American Limited-Service(5)

          

Occupancy

   70.4 3.9% pts.   71.0 4.1% pts.    73.4  3.1% pts.   73.3  3.0% pts. 

Average Daily Rate

  $108.00   -1.7 $104.08   -1.6  $110.98    2.7 $106.36    2.8

RevPAR

  $76.03   4.0 $73.94   4.5  $81.47    7.1 $77.99    7.2

Composite North American(6)

          

Occupancy

   71.7 4.4% pts.   70.7 4.5% pts.    73.8  2.0% pts.   72.8  2.4% pts. 

Average Daily Rate

  $148.53   0.8 $124.31   -0.4  $154.62    3.7 $127.87    3.1

RevPAR

  $106.47   7.5 $87.90   6.3  $114.17    6.6 $93.07    6.6

 

(1)

Statistics are for the twelve weeks ended June 18, 2010,17, 2011, and June 19, 2009,18, 2010, except for The Ritz-Carlton, for which the statistics are for the three months ended May 31, 2010,2011, and May 31, 2009. For the2010. North American statistics include only properties located in Canada, the comparison to 2009 was on a constant U.S. dollar basis.United States.

(2)

Marriott Hotels & Resorts includes JW Marriott properties.

(3)

Composite North American Full-Service statistics include Marriott Hotels & Resorts and Renaissance Hotels properties located in the continental United States and Canada.properties.

(4)

Composite North American Full-Service and Luxury includes Marriott Hotels & Resorts, Renaissance Hotels, and The Ritz-Carlton properties.

(5)

Composite North American Limited-Service statistics include Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, and SpringHill Suites properties located in the continental United States and Canada.properties.

(6)

Composite North American statistics include Marriott Hotels & Resorts, Renaissance Hotels, Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, SpringHill Suites, and The Ritz-Carlton properties located in the continental United States and Canada.properties.

  Comparable Company-Operated
Properties(1)
 Comparable Systemwide
Properties(1)
   Comparable Company-Operated
Properties(1)
 Comparable Systemwide
Properties(1)
 
  Three Months Ended
May 31, 2010
 Change vs. 2009 Three Months Ended
May 31, 2010
 Change vs. 2009   Three Months Ended
May 31, 2011
 Change vs.
2010
 Three Months Ended
May 31, 2011
 Change vs.
2010
 

Caribbean and Latin America (2)

          

Occupancy

                    72.7              5.5% pts.                    71.2              8.8% pts.    74.0  2.9% pts.   72.1  2.4% pts. 

Average Daily Rate

  $190.08   1.3 $171.83   1.3  $190.44    4.8 $177.33    8.7

RevPAR

  $138.23   9.5 $122.40   15.5  $140.95    9.1 $127.79    12.4

Continental Europe(2)

     

Europe(2)

     

Occupancy

   70.6 3.8% pts.   68.9 4.6% pts.    74.9  2.0% pts.   73.2  2.3% pts. 

Average Daily Rate

  $163.77   0.0 $162.53   -1.9  $176.92    6.1 $174.02    5.7

RevPAR

  $115.68   5.6 $111.92   5.1  $132.47    8.9 $127.42    9.1

United Kingdom(2)

     

Occupancy

   76.3 4.0% pts.   75.6 3.9% pts. 

Average Daily Rate

  $150.98   0.3 $150.08   0.3

RevPAR

  $115.15   5.8 $113.43   5.8

Middle East and Africa(2)

          

Occupancy

   76.7 3.8% pts.   76.7 3.8% pts.    56.9  -19.0% pts.   56.7  -16.9% pts. 

Average Daily Rate

  $135.92   -6.8 $135.92   -6.8  $148.70    10.6 $144.79    9.1

RevPAR

  $104.18   -2.0 $104.18   -2.0  $84.59    -17.0 $82.15    -15.9

Asia Pacific(2), (3)

     

Asia Pacific(2)

     

Occupancy

   68.2 16.2% pts.   69.0 13.9% pts.    72.2  6.1% pts.   71.4  4.2% pts. 

Average Daily Rate

  $122.94   -2.5 $127.43   -3.4  $139.56    7.8 $144.07    5.2

RevPAR

  $83.87   27.7 $87.89   21.0  $100.79    17.7 $102.86    11.8

Regional Composite(4), (5)

     

Regional Composite(3)

     

Occupancy

   72.1 7.3% pts.   71.2 7.5% pts.    72.3  1.4% pts.   71.2  1.3% pts. 

Average Daily Rate

  $150.82   -2.2 $150.16   -2.4  $165.41    6.7 $164.08    6.5

RevPAR

  $108.81   8.8 $106.96   9.0  $119.66    8.9 $116.86    8.5

International Luxury(6)

     

International Luxury(4)

     

Occupancy

   67.3 10.1% pts.   67.3 10.1% pts.    65.2  -2.5% pts.   65.2  -2.5% pts. 

Average Daily Rate

  $317.09   -3.1 $317.09   -3.1  $312.48    5.2 $312.48    5.2

RevPAR

  $213.49   14.0 $213.49   14.0  $203.60    1.4 $203.60    1.4

Total International(7)

     

Total International(5)

     

Occupancy

   71.6 7.6% pts.   70.9 7.7% pts.    71.5  1.0% pts.   70.6  1.0% pts. 

Average Daily Rate

  $167.72   -1.8 $164.43   -2.1  $181.90    5.9 $177.77    5.8

RevPAR

  $120.13   9.8 $116.55   9.8  $129.98    7.3 $125.54    7.3

 

(1)

We report financial results for all properties on a period-end basis, but report statistics for properties located outside the continental United States and Canada on a month-end basis. The statistics are for March 1 through the end of May. For the properties located in countries that use currencies other than the U.S. dollar, the comparison to 20092010 was on a constant U.S. dollar basis.

(2)

Regional information includes Marriott Hotels & Resorts, Renaissance Hotels, and Courtyard properties located outside of the continental United States and Canada.

(3)

Excludes Hawaii.

(4)

Includes Hawaii.

(5)

Regional Composite statistics include all properties located outside of the continental United States and Canada for Marriott Hotels & Resorts, Renaissance Hotels, and Courtyard brands.

(6)(4)

Includes The Ritz-Carlton properties located outside of North Americathe United States and Canada and Bulgari Hotels & Resorts properties.

(7)(5)

Total International includes Regional Composite statistics and statistics for The Ritz-Carlton International and Bulgari Hotels & Resorts brands.

  Comparable Company-Operated Properties (1) Comparable Systemwide Properties(1)   Comparable Company-Operated
Properties(1)
 Comparable Systemwide
Properties(1)
 
  Three Months Ended
May 31, 2010
 Change vs. 2009 Three Months Ended
May 31, 2010
 Change vs. 2009   Three Months Ended
May 31, 2011
 Change vs.
2010
 Three Months Ended
May 31, 2011
 Change vs.
2010
 

Composite Luxury(2)

          

Occupancy

   69.8 10.0% pts.   69.8 10.0% pts.    70.3  1.2% pts.   70.3  1.2% pts. 

Average Daily Rate

  $304.98   -1.3 $304.98   -1.3  $311.98    5.0 $311.98    5.0

RevPAR

  $213.01   15.1 $213.01   15.1  $219.17    6.8 $219.17    6.8

Total Worldwide(3)

          

Occupancy

   71.7 5.4% pts.   70.7 5.0% pts.    73.1  1.7% pts.   72.4  2.1% pts. 

Average Daily Rate

  $154.52   0.1 $131.39   -0.6  $162.41    4.3 $135.84    3.6

RevPAR

  $110.74   8.2 $92.96   7.0  $118.79    6.8 $98.39    6.8

 

(1)

We report financial results for all properties on a period-end basis, but report statistics for properties located outside the continental United States and Canada on a month-end basis. The statistics are for March 1 through the end of May. For the properties located in countries that use currencies other than the U.S. dollar, the comparison to 20092010 was on a constant U.S. dollar basis.

(2)

Composite Luxury includes worldwide properties for The Ritz-Carlton and Bulgari Hotels & Resorts brands.

(3)

Total Worldwide statistics include all properties worldwide for Marriott Hotels & Resorts, Renaissance Hotels, Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, SpringHill Suites, and The Ritz-Carlton brands. Statistics for properties located in the continental United States and Canada (except for The Ritz-Carlton) represent the twelve weeks ended June 18, 2010,17, 2011, and June 19, 2009.18, 2010. Statistics for all The Ritz-Carlton brand properties and properties located outside of the continental United States and Canada represent the three months ended May 31, 2010,2011, and May 31, 2009.2010.

  Comparable Company-Operated
North American Properties(1)
 Comparable Systemwide
North American Properties(1)
   Comparable Company-Operated
North American Properties(1)
 Comparable Systemwide
North American Properties (1)
 
  Twenty-Four Weeks Ended
June 18, 2010
 Change vs. 2009 Twenty-Four Weeks Ended
June 18, 2010
 Change vs. 2009   Twenty-Four Weeks  Ended
June 17, 2011
 Change vs.
2010
 Twenty-Four Weeks  Ended
June 17, 2011
 Change vs.
2010
 

Marriott Hotels & Resorts(2)

          

Occupancy

   69.7                    4.4% pts.   66.7                    4.3% pts.    70.8  0.2% pts.   68.5  1.2% pts. 

Average Daily Rate

  $156.68   -3.3 $143.93   -3.6  $166.08    4.3 $150.85    3.2

RevPAR

  $109.28   3.2 $96.06   3.0  $117.54    4.6 $103.36    4.9

Renaissance Hotels & Resorts

          

Occupancy

   67.5 3.2% pts.   67.1 4.6% pts.    69.2  1.2% pts.   68.7  1.3% pts. 

Average Daily Rate

  $154.92   -4.0 $141.39   -4.6  $165.56    3.9 $149.29    3.6

RevPAR

  $104.56   0.8 $94.89   2.5  $114.63    5.8 $102.53    5.6

Composite North American Full-Service(3)

          

Occupancy

   69.3 4.2% pts.   66.8 4.4% pts.    70.5  0.4% pts.   68.5  1.2% pts. 

Average Daily Rate

  $156.36   -3.4 $143.47   -3.8  $165.98    4.2 $150.57    3.2

RevPAR

  $108.40   2.7 $95.85   2.9  $117.00    4.8 $103.21    5.0

The Ritz-Carlton North America

          

Occupancy

   68.7 8.7% pts.   68.7 8.7% pts.    71.3  3.4% pts.   71.3  3.4% pts. 

Average Daily Rate

  $298.75   -3.3 $298.75   -3.3  $313.37    4.0 $313.37    4.0

RevPAR

  $205.25   10.6 $205.25   10.6  $223.55    9.2 $223.55    9.2

Composite North American Full-Service and Luxury(4)

          

Occupancy

   69.3 4.6% pts.   66.9 4.6% pts.    70.6  0.7% pts.   68.7  1.3% pts. 

Average Daily Rate

  $170.57   -2.9 $152.94   -3.4  $181.16    4.5 $160.76    3.5

RevPAR

  $118.14   4.0 $102.35   3.8  $127.85    5.5 $110.47    5.5

Residence Inn

          

Occupancy

   73.1 5.0% pts.   74.3 4.9% pts.    74.7  1.7% pts.   75.7  2.0% pts. 

Average Daily Rate

  $114.83   -5.0 $112.29   -4.3  $117.35    1.5 $114.50    2.3

RevPAR

  $83.89   2.0 $83.39   2.4  $87.63    3.8 $86.73    5.0

Courtyard

          

Occupancy

   64.0 3.6% pts.   65.3 2.9% pts.    66.7  2.4% pts.   67.2  2.3% pts. 

Average Daily Rate

  $108.18   -5.6 $110.30   -3.9  $111.66    2.9 $112.98    2.9

RevPAR

  $69.28   0.0 $72.06   0.6  $74.42    6.8 $75.90    6.6

Fairfield Inn

          

Occupancy

   nm   nm     pts.   61.4 2.0% pts.    nm    nm pts.   63.9  3.2% pts. 

Average Daily Rate

  $nm   nm   $83.73   -3.6  $nm    nm   $87.95    3.7

RevPAR

  $nm   nm   $51.43   -0.3  $nm    nm   $56.22    9.2

TownePlace Suites

          

Occupancy

   63.4 3.1% pts.   66.3 4.8% pts.    68.6  5.2% pts.   70.6  5.1% pts. 

Average Daily Rate

  $73.92   -9.2 $80.07   -7.1  $75.02    1.5 $82.68    2.7

RevPAR

  $46.89   -4.5 $53.05   0.1  $51.50    9.8 $58.38    10.6

SpringHill Suites

          

Occupancy

   64.6 3.8% pts.   65.1 3.4% pts.    66.8  3.0% pts.   67.6  3.8% pts. 

Average Daily Rate

  $97.02   -5.3 $97.52   -5.6  $102.69    5.3 $99.29    2.6

RevPAR

  $62.71   0.6 $63.46   -0.3  $68.58    10.2 $67.15    8.7

Composite North American Limited-Service(5)

          

Occupancy

   66.5 3.9% pts.   66.9 3.4% pts.    69.0  2.4% pts.   68.9  2.7% pts. 

Average Daily Rate

  $107.36   -5.4 $103.21   -4.2  $110.53    2.6 $105.36    2.6

RevPAR

  $71.43   0.4 $69.07   0.9  $76.29    6.3 $72.64    6.9

Composite North American(6)

          

Occupancy

   68.1 4.3% pts.   66.9 3.9% pts.    69.9  1.4% pts.   68.9  2.2% pts. 

Average Daily Rate

  $144.68   -3.6 $122.27   -3.7  $151.46    3.6 $125.86    2.8

RevPAR

  $98.55   2.9 $81.83   2.3  $105.89    5.8 $86.67    6.2

 

(1)

Statistics are for the twenty-four weeks ended June 18, 2010,17, 2011, and June 19, 2009,18, 2010, except for The Ritz-Carlton, for which the statistics are for the five months ended May 31, 2010,2011, and May 31, 2009. For the2010. North American statistics include only properties located in Canada, the comparison to 2009 was on a constant U.S. dollar basis.United States.

(2)

Marriott Hotels & Resorts includes JW Marriott properties.

(3)

Composite North American Full-Service statistics include Marriott Hotels & Resorts and Renaissance Hotels properties located in the continental United States and Canada.properties.

(4)

Composite North American Full-Service and Luxury includes Marriott Hotels & Resorts, Renaissance Hotels, and The Ritz-Carlton properties.

(5)

Composite North American Limited-Service statistics include Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, and SpringHill Suites properties located in the continental United States and Canada.properties.

(6)

Composite North American statistics include Marriott Hotels & Resorts, Renaissance Hotels, Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, SpringHill Suites, and The Ritz-Carlton properties located in the continental United States and Canada.properties.

  Comparable Company-Operated Properties (1) Comparable Systemwide Properties(1)   Comparable Company-Operated
Properties(1)
 Comparable Systemwide
Properties(1)
 
  Five Months Ended
May 31, 2010
 Change vs. 2009 Five Months Ended
May 31, 2010
 Change vs. 2009   Five Months Ended
May 31, 2011
 Change vs.
2010
 Five Months Ended
May 31, 2011
 Change vs.
2010
 

Caribbean and Latin America (2)

          

Occupancy

                        73.0              4.9% pts.                    69.7              7.8% pts.    74.3  3.1% pts.   71.0  2.9% pts. 

Average Daily Rate

  $193.07   -2.9 $174.24   -2.6  $192.57    4.7 $178.95    8.5

RevPAR

  $140.94   4.1 $121.45   9.7  $143.12    9.3 $126.98    13.2

Continental Europe(2)

     

Europe(2)

     

Occupancy

   65.6 4.2% pts.   63.9 4.7% pts.    69.8  1.4% pts.   68.2  1.8% pts. 

Average Daily Rate

  $161.90   -2.5 $160.29   -4.1  $170.88    6.2 $167.52    5.5

RevPAR

  $106.18   4.2 $102.50   3.4  $119.28    8.3 $114.18    8.4

United Kingdom(2)

     

Occupancy

   72.6 4.2% pts.   71.9 4.1% pts. 

Average Daily Rate

  $152.56   -0.1 $151.68   -0.2

RevPAR

  $110.77   5.9 $109.01   5.7

Middle East and Africa(2)

          

Occupancy

   73.1 2.8% pts.   73.1 2.8% pts.    57.3  -14.0% pts.   57.2  -11.9% pts. 

Average Daily Rate

  $138.08   -8.9 $138.08   -8.9  $153.01    12.4 $148.54    10.8

RevPAR

  $100.94   -5.3 $100.94   -5.3  $87.69    -9.6 $85.01    -8.3

Asia Pacific(2), (3)

     

Asia Pacific(2)

     

Occupancy

   64.9 14.8% pts.   65.6 12.6% pts.    68.8  7.0% pts.   68.4  5.5% pts. 

Average Daily Rate

  $122.62   -4.8 $127.61   -6.2  $136.86    7.1 $142.51    4.6

RevPAR

  $79.53   23.3 $83.65   16.0  $94.21    19.3 $97.49    13.7

Regional Composite(4), (5)

     

Regional Composite(3)

     

Occupancy

   68.9 6.9% pts.   67.7 7.0% pts.    69.0  1.9% pts.   67.8  2.0% pts. 

Average Daily Rate

  $151.59   -4.4 $150.65   -4.7  $162.26    6.4 $160.92    6.2

RevPAR

  $104.41   6.2 $102.06   6.1  $111.90    9.5 $109.14    9.4

International Luxury(6)

     

International Luxury(4)

     

Occupancy

   63.9 7.7% pts.   63.9 7.7% pts.    64.3  -0.1% pts.   64.3  -0.1% pts. 

Average Daily Rate

  $320.28   -4.6 $320.28   -4.6  $317.60    5.5 $317.60    5.5

RevPAR

  $204.73   8.4 $204.73   8.4  $204.31    5.4 $204.31    5.4

Total International(7)

     

Total International(5)

     

Occupancy

   68.3 7.0% pts.   67.4 7.0% pts.    68.4  1.7% pts.   67.5  1.8% pts. 

Average Daily Rate

  $168.66   -4.3 $165.05   -4.6  $180.23    6.0 $175.76    5.8

RevPAR

  $115.26   6.6 $111.24   6.5  $123.26    8.7 $118.60    8.7

 

(1)

We report financial results for all properties on a period-end basis, but report statistics for properties located outside the continental United States and Canada on a month-end basis. The statistics are for January 1 through the end of May. For the properties located in countries that use currencies other than the U.S. dollar, the comparison to 20092010 was on a constant U.S. dollar basis.

(2)

Regional information includes Marriott Hotels & Resorts, Renaissance Hotels, and Courtyard properties located outside of the continental United States and Canada.

(3)

Excludes Hawaii.

(4)

Includes Hawaii.

(5)

Regional Composite statistics include all properties located outside of the continental United States and Canada for Marriott Hotels & Resorts, Renaissance Hotels, and Courtyard brands.

(6)(4)

Includes The Ritz-Carlton properties located outside of North Americathe United States and Canada and Bulgari Hotels & Resorts properties.

(7)(5)

Total International includes Regional Composite statistics and statistics for The Ritz-Carlton International and Bulgari Hotels & Resorts brands.

  Comparable Company-Operated Properties (1) Comparable Systemwide Properties (1)   Comparable Company-Operated
Properties(1)
 Comparable Systemwide
Properties(1)
 
  Five Months Ended
May 31, 2010
 Change vs. 2009 Five Months Ended
May 31, 2010
 Change vs. 2009   Five Months Ended
May 31, 2011
 Change vs.
2010
 Five Months Ended
May 31, 2011
 Change vs.
2010
 

Composite Luxury(2)

          

Occupancy

   66.7 8.2% pts.   66.7 8.2% pts.    68.4  1.9% pts.   68.4  1.9% pts. 

Average Daily Rate

  $307.23   -3.9 $307.23   -3.9  $315.04    4.6 $315.04    4.6

RevPAR

  $205.03   9.7 $205.03   9.7  $215.47    7.6 $215.47    7.6

Total Worldwide(3)

          

Occupancy

   68.2 5.0% pts.   67.0 4.3% pts.    69.5  1.5% pts.   68.7  2.2% pts. 

Average Daily Rate

  $151.27   -3.7 $128.77   -3.6  $158.70    4.3 $132.73    3.3

RevPAR

  $103.13   4.0 $86.27   3.1  $110.34    6.6 $91.14    6.7

 

(1)

We report financial results for all properties on a period-end basis, but report statistics for properties located outside the continental United States and Canada on a month-end basis. The statistics are for March 1 through the end of May. For the properties located in countries that use currencies other than the U.S. dollar, the comparison to 20092010 was on a constant U.S. dollar basis.

(2)

Composite Luxury includes worldwide properties for The Ritz-Carlton and Bulgari Hotels & Resorts brands.

(3)

Total Worldwide statistics include all properties worldwide for Marriott Hotels & Resorts, Renaissance Hotels, Residence Inn, Courtyard, Fairfield Inn & Suites, TownePlace Suites, SpringHill Suites, and The Ritz-Carlton brands. Statistics for properties located in the continental United States and Canada (except for The Ritz-Carlton) represent the twelvetwenty-four weeks ended June 18, 2010,17, 2011, and June 19, 2009.18, 2010. Statistics for all The Ritz-Carlton brand properties and properties located outside of the continental United States and Canada represent the five months ended May 31, 2010,2011, and May 31, 2009.2010.

North American Full-Service Lodging includesMarriott Hotels & Resorts, Marriott Conference Centers,JW Marriott, Renaissance Hotels,Renaissance ClubSport,andAutograph Collection.

 

($ in millions)  Twelve Weeks Ended Twenty-Four Weeks Ended 
  June 17, 2011   June 18, 2010   Change
2011/2010
 June 17, 2011   June 18, 2010   Change
2011/2010
 
  Twelve Weeks Ended Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  Change
2010/2009
 June 18, 2010  June 19, 2009  Change
2010/2009
 

Segment revenues

  $1.231  $1,142  8 $2,394  $2,308  4  $1,305    $1,243     5 $2,556    $2,413     6
                       
               

Segment results

  $85  $712  20 $156  $140  11  $89    $83     7 $167    $154     8
                                      

Since the second quarter of 2009,2010, across our North American Full-Service Lodging segment we added 2114 properties (5,938(6,435 rooms) and 46 properties (964(1,728 rooms) left the system.

Twelve Weeks. Compared toIn the year-agosecond quarter of 2011, RevPAR for comparable company-operated North American full-serviceFull-Service properties increased by 7.45.4 percent (8.0 percent in actual dollars) to $116.44,$125.05, occupancy for these properties increased by 4.10.9 percentage points to 72.774.2 percent, and average daily rates increased by 1.34.1 percent to $160.09.$168.59.

The $14$6 million increase in segment results, compared to the 20092010 second quarter, primarily reflected $8$7 million of higher base management and franchise fees $3 million of higher incentive management fees, and $2$5 million of higher owned, leased, and other revenue net of direct expenses, partially offset by $6 million of higher general, administrative, and other expenses.

The $8 million increase inHigher base management and franchise fees primarily reflected increased RevPAR and unit growth, as well as franchise fees from new properties added to the Autograph Collection. The $3 million increase in incentive management fees was largely due to higher property-level revenue and continued tight property-level cost controls favorably impacting margins in the second quarter of 2010 compared to the second quarter of 2009.

Cost reimbursements revenue and expenses associated with our North American Full-Service Lodging segment properties totaled $1,096 million in the second quarter of 2010, compared to $1,015 million in the 2009 second quarter.

Twenty-four Weeks. Compared to the year-ago period, RevPAR for comparable company-operated North American full-service properties increased by 2.7 percent (3.2 percent in actual dollars) to $108.40, occupancy increased by 4.2 percentage points to 69.3 percent, and average daily rates decreased by 3.4 percent to $156.36.

The $16 million increase in segment results, compared to the first half of 2009, primarily reflected $7 million of higher base management and franchise fees, $6 million of lower general, administrative, and other expenses and $3 million of higher owned, leased, and other revenue net of direct expenses.

The $7 million of higher base management and franchise fees primarily reflected increased RevPAR and unit growth as well as franchise fees from newincluding properties added to the Autograph Collection.

The $6 million decrease in general, administrative, and other expenses primarily reflected a favorable variance related to a $7 million charge for a security deposit that was deemed unrecoverable in the first half of 2009, partially offset by $2 million in net cost increases.

The $3$5 million increase in owned, leased, and other revenue net of direct expenses is primarily due to stronger results driven by higher RevPAR and property-level margins.

The $6 million increase in general, administrative, and other expenses primarily reflected a performance cure payment for one property in the 2011 second quarter.

Cost reimbursements revenue and expenses associated with our North American Full-Service Lodging segment properties totaled $2,131$1,159 million in the second quarter of 2011, compared to $1,099 million in the second quarter of 2010.

Twenty-four Weeks. In the first half of 2011, RevPAR for comparable company-operated North American Full-Service properties increased by 4.8 percent to $117.00, occupancy for these properties increased by 0.4 percentage points to 70.5 percent, and average daily rates increased by 4.2 percent to $165.98.

The $13 million increase in segment results, compared to the first half of 2010, reflected $12 million of higher base management and franchise fees, $7 million of higher owned, leased, and other revenue net of direct expenses, and $2 million of higher incentive management fees, partially offset by $8 million of higher general, administrative, and other expenses.

Higher base management and franchise fees primarily reflected increased RevPAR and unit growth, including properties added to the Autograph Collection. The increase in incentive management fees was largely due to higher property-level revenue and continued tight property-level cost controls that improved house profits.

The $7 million increase in owned, leased, and other revenue net of direct expenses is primarily due to stronger results driven by higher RevPAR and property-level margins.

The $8 million increase in general, administrative, and other expenses primarily reflected a $5 million performance cure payment for one property in the 2011 first half.

Cost reimbursements revenue and expenses associated with our North American Full-Service Lodging segment properties totaled $2,277 million in the first half of 2010,2011, compared to $2,049$2,135 million in the first half of 2009.2010.

North American Limited-Service LodgingincludesCourtyard, Fairfield Inn & Suites,SpringHill Suites,Residence Inn,TownePlace Suites, and Marriott ExecuStay.

 

($ in millions)  Twelve Weeks Ended Twenty-Four Weeks Ended 
  June 17, 2011   June 18, 2010   Change
2011/2010
 June 17, 2011   June 18, 2010   Change
2011/2010
 
  Twelve Weeks Ended Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  Change
2010/2009
 June 18, 2010  June 19, 2009  Change
2010/2009
 

Segment revenues

  $507  $471  8 $968  $912  6  $564    $507     11 $1,066    $968     10
                       
               

Segment results

  $82  $72  14 $141  $105  34  $98    $82     20 $170    $141     21
                                      

Since the second quarter of 2009,2010, across our North American Limited-Service Lodging segment we added 17772 properties (21,715(8,751 rooms) and 1310 properties (1,406(1,061 rooms) left the system. The majority of the properties that left the system were mostly managed hotels associated with ourolder Residence Inn brand.and Fairfield Inn properties.

Twelve Weeks. Compared toIn the year-agosecond quarter of 2011, RevPAR for comparable company-operated North American limited-serviceLimited-Service properties increased by 4.07.1 percent to $76.03,$81.47, occupancy for these properties increased by 3.93.1 percentage points to 70.473.4 percent, and average daily rates decreasedincreased by 1.72.7 percent to $108.00.$110.98.

The $10$16 million increase in segment results, compared to the second quarter of 2009,2010, reflected $10$12 million of higher franchise and base management and franchise fees, $2 million of decreased joint venture equity losses, and $1 million of higher owned, leased, corporate housing, and other revenue net of direct expenses, partially offset by $2 million of higher general, administrative,expenses.

Higher franchise and other expenses.

The $10 million of higher base management and franchise fees primarily reflected higher RevPAR and new unit growth.

Cost reimbursements revenue and expenses associated with our North American Limited-Service Lodging segment properties totaled $361 million in the second quarter of 2010, compared to $334 million in the second quarter of 2009.

Twenty-four Weeks. Compared to the year-ago period, RevPAR for comparable company-operated North American limited-service properties increased by 0.4 percent to $71.43, occupancy increased by 3.9 percentage points to 66.5 percent, and average daily rates decreased by 5.4 percent to $107.36.

The $36 million increase in segment results, compared to the first half of 2009, reflected $28 million of lower general, administrative, and other expenses and $11 million of higher base management and franchise fees, partially offset by $2 million of lower joint venture equity earnings and $1 million of lower gains and other income.

The $28 million decrease in general, administrative, and other expenses primarily reflected a favorable variance from a $42 million impairment charge recorded in the first half of 2009 related to two security deposits that we deemed unrecoverable due, in part, to our decision not to fund certain cash flow shortfalls, partially offset by an $11 million reversal of the remaining balance from the 2008 accrual for the expected funding of those cash flow shortfalls.

The $11 million of higher base management and franchise fees primarily reflected higher RevPAR and new unit growth.

The $2 million decrease in joint venture equity losses primarily reflected increased earnings primarily reflected an impairment charge associated with onefrom stronger property-level performance at two joint venture. The $1 million decrease in gains and other income primarily reflected the lack of dividend distributions in the current period from one joint venture, which had a decline in available cash flow as a result of the weak demand environment.ventures.

Cost reimbursements revenue and expenses associated with our North American Limited-Service Lodging segment properties totaled $400 million in the second quarter of 2011, compared to $361 million in the second quarter of 2010.

Twenty-four Weeks. In the first half of 2011, RevPAR for comparable company-operated North American Limited-Service properties increased by 6.3 percent to $76.29, occupancy for these properties increased by 2.4 percentage points to 69.0 percent, and average daily rates increased by 2.6 percent to $110.53.

The $29 million increase in segment results, compared to the first half of 2010, reflected $22 million of higher franchise and base management fees, $5 million of decreased joint venture equity losses, and $2 million of higher owned, leased, corporate housing, and other revenue net of direct expenses.

Higher franchise and base management fees primarily reflected higher RevPAR and new unit growth.

The $5 million decrease in joint venture equity losses primarily reflected a $2 million impairment charge in the 2010 first half and decreased losses in the 2011 first half at one joint venture primarily from stronger property-level performance.

The $2 million increase in owned, leased, corporate housing, and other revenue net of direct expenses primarily reflected stronger results driven by higher RevPAR and property-level margins.

Cost reimbursements revenue and expenses associated with our North American Limited-Service Lodging segment properties totaled $769 million in the first half of 2011, compared to $703 million in the first half of 2010, compared to $653 million in the first half of 2009.

2010.

International LodgingincludesInternational Marriott Hotels & Resorts,International JW Marriott,International Renaissance Hotels,InternationalAutograph Hotels, Courtyard,InternationalAC Hotels by Marriott, Fairfield Inn & Suites,International Residence Inn, andMarriott Executive Apartments.located outside the United States and Canada.

 

($ in millions)  Twelve Weeks Ended Twenty-Four Weeks Ended 
  June 17, 2011   June 18, 2010   Change
2011/2010
 June 17, 2011   June 18, 2010   Change
2011/2010
 
  Twelve Weeks Ended Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  Change
2010/2009
 June 18, 2010  June 19, 2009  Change
2010/2009
 

Segment revenues

  $287  $250  15 $554  $497  11  $301    $274     10 $567    $532     7
                       
               

Segment results

  $42  $27  56 $75  $64  17  $45    $42     7 $81    $74     9
                                      

Since the second quarter of 2009,2010, across our International Lodging segment we added 27100 properties (7,232(14,390 rooms) and 1110 properties (2,851(2,809 rooms) left the system, largely due to quality issues. The properties added include 72 properties (7,421 rooms) that are operated or franchised as part of our joint venture with AC Hoteles, S.A. of Spain which was completed during the 2011 first quarter.

Twelve Weeks. Compared toIn the year-agosecond quarter of 2011, RevPAR for comparable company-operated international properties increased by 8.88.9 percent to $108.81,$119.66, occupancy for these properties increased by 7.31.4 percentage points to 72.172.3 percent, and average daily rates decreasedincreased by 2.26.7 percent to $150.82.$165.41. Comparable company-operated RevPAR improved significantly in Thailand, South America, India, China, and BrazilFrance and, to a lesser extent, in Germany, United Kingdomwhile Egypt and Egypt, while the United Arab EmiratesBahrain experienced RevPAR declines.

The $15$3 million increase in segment results in the second quarter of 2010,2011, compared to the year-agosecond quarter of 2010, primarily reflected a $5$6 million increase in base management and franchise fees, a $3 million increase in incentive management fees, and $1 million of decreased joint venture equity losses, partially offset by a $6$5 million increasedecrease in owned, leased, and other revenue net of direct expenses a $2and $3 million increase in base managementof higher general, administrative, and franchise fees, and a $2 million decrease in restructuring costs.other expenses.

The $5 million increase in incentive management fees was largely due to higher property-level revenue and continued tight property-level cost controls favorably impacting margins, as well as new unit growth. The $2$6 million increase in base management and franchise fees primarily reflected strongerstrong RevPAR and new unit growth. The $3 million increase in incentive management fees primarily reflected higher net property-level income and, to a lesser extent, new unit growth.

Owned,The $5 million decrease in owned, leased, and other revenue net of direct expenses increased by $6 million primarily reflectingreflected $4 million of lower termination fees received in the 2010 second quarter and $4$2 million of stronger results at some owned andlower income related to the conversion of one property from leased properties, partially offset by $4 million of additional rent expense associated with one property.to managed.

Cost reimbursements revenue and expenses associated with our International Lodging segment properties totaled $130$145 million in the second quarter of 2010,2011, compared to $115$127 million in the second quarter of 2009.2010.

Twenty-four Weeks. Compared toIn the year-ago period,first half of 2011, RevPAR for comparable company-operated international properties increased by 6.29.5 percent to $104.41,$111.90, occupancy for these properties increased by 6.91.9 percentage points to 68.969.0 percent, and average daily rates decreasedincreased by 4.46.4 percent to $151.59.$162.26. Comparable company-operated RevPAR improved significantly in South America, India, China, Thailand, and BrazilFrance and, to a lesser extent, in Germany, United Kingdomwhile Egypt and Egypt, while the United Arab EmiratesBahrain experienced RevPAR declines.

The $11$7 million increase in segment results in the first half of 2010,2011, compared to the year-ago period,first half of 2010, primarily reflected a $5 million increase in incentive management fees, a $3$9 million increase in base management and franchise fees a $2 million decrease in restructuring costs, and a $2 million increase in incentive management fees, partially offset by a $3 million decrease in owned, leased, and other revenue net of direct expenses partially offset by $1and $3 million of lower joint venture equity earnings and $1 million of lower gainshigher general, administrative, and other income.expenses.

The $5 million increase in incentive management fees was largely due to higher property-level revenue and continued tight property-level cost controls favorably impacting margins, as well as new unit growth. The $3$9 million increase in base management and franchise fees primarily reflected strongerstrong RevPAR and new unit growth.

Owned,The $3 million decrease in owned, leased, and other revenue net of direct expenses increased by $2 million, primarily reflecting $7 million of higher termination fees andreflected $3 million of stronger results at some ownedlower income related to the conversion of one property from leased to managed and leased properties,$2 million of lower termination fees, partially offset by $9 million of additional rent expense associated withincreased income at one property.leased property driven by strong demand.

Cost reimbursements revenue and expenses associated with our International Lodging segment properties totaled $250$273 million in the first half of 2010,2011, compared to $226$245 million in the first half of 2009.2010.

Luxury LodgingincludesThe Ritz-Carlton and,Bulgari Hotels & Resorts,.andEDITIONworldwide.

 

($ in millions)  Twelve Weeks Ended Twenty-Four Weeks Ended 
  June 17, 2011   June 18, 2010   Change
2011/2010
 June 17, 2011   June 18, 2010   Change
2011/2010
 
  Twelve Weeks Ended Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009  Change
2010/2009
 June 18, 2010  June 19, 2009 Change
2010/2009
 

Segment revenues

  $364  $324  12 $730  $675   8  $391    $364     7 $776    $730     6
                       
               

Segment results

  $21  $15  40 $42  $(7 700  $20    $21     (5)%  $38    $42     (10)% 
                                      

Since the second quarter of 2009,2010, across our Luxury Lodging segment we added 57 properties (744(1,758 rooms) and one1 property (349(124 rooms) left the system. Since the 20092010 second quarter, we also added 25 residential products (183(824 units) and one product (25 units)no residential products left the system.

Twelve Weeks. Compared toIn the year-agosecond quarter of 2011, RevPAR for comparable company-operated luxury properties increased by 15.16.8 percent to $213.01,$219.17, occupancy increased by 10.01.2 percentage points to 69.870.3 percent, and average daily rates decreasedincreased by 1.35.0 percent to $304.98. While Luxury Lodging was particularly impacted by weak demand associated with the financial services industry and other corporate group business in 2009, this strengthened during the 2010 second quarter.$311.98.

The $6$1 million increasedecrease in segment results, compared to the second quarter of 2009,2010, primarily reflected a $3$4 million increasedecrease in incentive management fees, $2 million of higher owned, leased, and other revenue net of direct expenses, andpartially offset by a $1$3 million increase in base management fees.

The $3 million increase in incentivebase management fees primarily reflected fees earnedwas largely driven by RevPAR growth associated with stronger demand and, due from one property in the 2010 second quarter that were calculated based on prior periods’ results.to a lesser extent, new unit growth.

The $2$4 million of higherdecrease in owned, leased, and other revenue net of direct expenses primarily reflected improved operating performancea decline in income associated with our leased property in Japan, which experienced lower demand as a result of the recent earthquake and tsunami.

Cost reimbursements revenue and expenses associated with our Luxury Lodging segment properties totaled $323 million in the second quarter of 2011, compared to $291 million in the second quarter of 2010.

Twenty-four Weeks. In the first half of 2011, RevPAR for comparable company-operated luxury properties increased by 7.6 percent to $215.47, occupancy increased by 1.9 percentage points to 68.4 percent, and average daily rates increased by 4.6 percent to $315.04.

The $4 million decrease in segment results, compared to the first half of 2010, primarily reflected $6 million of increased general, administrative, and other expenses and $2 million of lower owned, leased, and other revenue net of direct expenses, partially offset by a $5 million increase in base management fees.

The $6 million increase in general, administrative, and other expenses primarily reflected an unfavorable variance from a $5 million reversal of a completion guarantee accrual in the 2010 first half and $2 million in other net cost increases in the first half of 2011.

The $5 million increase in base management fees was largely driven by RevPAR growth associated with stronger demand and, to a lesser extent, new unit growth.

The $2 million decrease in owned, leased, and other revenue net of direct expenses primarily reflected a $5 million decline in income associated with our leased property in Japan, which experienced lower demand as a result of the recent earthquake and tsunami, partially offset by higher income at threetwo properties.

Cost reimbursements revenue and expenses associated with our Luxury Lodging segment properties totaled $291$638 million in the second quarter of 2010, compared to $262 million in the second quarter of 2009.

Twenty-four Weeks. Compared to the year-ago period, RevPAR for comparable company-operated luxury properties increased by 9.7 percent to $205.03, occupancy increased by 8.2 percentage points to 66.7 percent, and average daily rates decreased by 3.9 percent to $307.23. While Luxury Lodging was particularly impacted by weak demand associated with the financial services industry and other corporate group business in 2009, this demand improved in the first half of 2010.

The $49 million increase in segment results,2011, compared to the first half of 2009, reflected a $31 million increase in joint venture equity earnings, $10 million of decreased general, administrative, and other expenses, a $4 million increase in incentive management fees, $3 million of higher owned, leased, and other revenue net of direct expenses, and a $2 million increase in base management fees.

The $31 million increase in joint venture equity earnings primarily reflected a favorable variance from a $30 million impairment charge recorded in the first half of 2009 associated with a joint venture investment that we determined to be fully impaired.

The $10 million decrease in general, administrative, and other expenses in the first half of 2010 primarily reflected a $5 million reversal of a completion guarantee accrual for which we satisfied the

related requirements and a $4 million favorable variance from bad debt expense recorded in the 2009 first half on an accounts receivable balance we deemed uncollectible.

The $4 million increase in incentive management fees primarily reflected fees earned and due from one property in the 2010 first half that were calculated based on prior periods’ results.

The $3 million of higher owned, leased, and other revenue net of direct expenses primarily reflected improved operating performance at three properties.

Cost reimbursements revenue and expenses associated with our Luxury Lodging segment properties totaled $592 million in the first half of 2010, compared to $550 million in the first half of 2009.2010.

Timeshare includesMarriott Vacation Club,, The the Ritz-Carlton Destination Club and Residences, andGrand Residences by Marriott. brands worldwide.

 

 Twelve Weeks Ended Twenty-Four Weeks Ended   Twelve Weeks Ended Twenty-Four Weeks Ended 
($ in millions) June 18, 2010 June 19, 2009 Change
2010/2009
 June 18, 2010 June 19, 2009 Change
2010/2009
   June 17,
2011
 June 18,
2010
 Change
2011/2010
 June 17,
2011
 June 18,
2010
 Change
2011/2010
 

Segment Revenues

      

Segment revenues

       

Base fee revenue

 $12   $11    $23   $21     $13   $13    $26   $25   

Sales and services revenue

             

Development

  148    182     295    303      153    148     296    295   

Services

  84    80     167    150      90    84     178    167   

Financing revenue

             

Interest income non-securitized notes

  10    10     19    23      7    10     14    19   

Interest income-securitized notes

  33    0     69    0      30    33     62    69   

Other financing revenue

  1    (1   3    (4    2    1     3    3   
                             

Total financing revenue

  44    9     91    19      39    44     79    91   

Other revenue

  13    12     21    20      6    13     11    21   
                             

Total sales and services revenue

  289    283     574    492      288    289     564    574   

Cost reimbursements

  62    61     124    119      89    62     158    125   
                             

Segment revenues

 $363   $355   2 $721   $632   14  $390   $364    7 $748   $724    3
                             

Segment Results

             

Base fee revenue

 $12   $11    $23   $21     $13   $13    $26   $25   

Timeshare sales and services, net

  50    4     100    (7    43    50     94    100   

Joint venture equity losses

  (3  (1   (8  (2    0    (3   0    (8 

Net losses attributable to noncontrolling interests

  0    4     0    7   

Restructuring costs

  0    (30   0    (31 

Gains and other income

   1    0     1    0   

General, administrative, and other expense

  (15  (23   (32  (40    (16  (14   (33  (31 

Interest expense

  (14  0     (28  0      (12  (14   (24  (28 
                             

Segment results

 $30   $(35 186 $55   $(52 206  $29   $32    -9 $64   $58    10
               
              

Contract Sales

             

Timeshare

 $155   $200    $306   $338     $155   $155    $286   $306   

Fractional

  8    8     16    18      5    8     15    16   

Residential

  2    2     6    (3    1    2     2    6   
                             

Total company

  165    210     328    353      161    165     303    328   

Timeshare

  0    0     0    0   
               

Fractional

  (1  (18   0    (5    2    (1   6    0   

Residential

  (3  17     (3  (10    0    (3   0    (3 
                             

Total joint venture

  (4  (1   (3  (15    2    (4   6    (3 
                             

Total Timeshare segment contract sales

 $161   $209   -23 $325   $338   -4  $163   $161    1 $309   $325    -5
                             

Twelve Weeks. Timeshare segment contract sales including sales madeincreased by our timeshare joint venture projects, represent sales of timeshare interval, fractional ownership, and residential ownership products before the adjustment for percentage-of-completion accounting. Timeshare segment contract sales decreased by $48$2 million compared to $163 million in the second quarter of 2009 to2011 from $161 million from $209 million. The decrease in Timeshare segment contract sales in the second quarter of 2010 compared to the year-ago quarter, reflectedreflecting a $45$2 million decrease in timeshare contract sales and a $20 million decreaseincrease in residential contract sales partially offset by a $17 million increase inand unchanged fractional and timeshare contract sales. Sales of timeshare intervals were hurt by tough comparisons driven by sales promotions in the 2009 second

quarter. Residential and fractional contract sales were impacted in the second quarter of 2010 bybenefited from a net $3$6 million increasedecrease in cancellation allowances that we recorded in the 2010 second quarter in anticipation that a portion of contract revenue previously recorded under the percentage-of-completion method of accounting, for certain residential and fractional projects willwould not be realized due to contract cancellations prior to closing. The net $3 million of cancellation allowances in the 2009 second quarter consisted of $20 million in fractional cancellation allowances, mostlyThis benefit was offset by $17 millionweaker fractional and residential demand in residential cancellation allowance reversals.2011.

The $8$26 million increase in Timeshare segment revenues to $363$390 million from $355$364 million primarily reflected a $6$27 million increase in cost reimbursements revenue, partially offset by a $1 million decrease

in Timeshare sales and services revenue. The increasedecrease in Timeshare sales and services revenue compared to the year-ago quarter,primarily reflected: (1) lower financing revenue from lower interest income; (2) lower other revenue which primarily reflected higher financinglower resales revenue due to higher interest income associated withlower closings and lower Marriott Rewards revenue recognized due to the impacttiming of ASU Nos. 2009-16 and 2009-17 and, to a lesser extent, higher services revenue reflecting increased rental occupancy levels and rates. These favorable impacts were mostlyredemptions; partially offset by lower(3) higher development revenue duefrom favorable reportability primarily related to tough comparisons driven by sales promotions in the 2009 second quarter, lower reportability as certain timeshare projectsreserves on notes recorded in the 2010 second quarter, have not yet reachedpartially offset by lower sales volumes; and (4) higher services revenue recognition reportability thresholds,from increased rental revenue driven by increased rates and a $6 million increase in reserves associated with a change in our method of estimating uncollectible accounts. We now reserve for 100 percent of notes that are in default in addition to the reserve we record on notes not in default.occupancy.

Segment incomeresults of $30$29 million in the second quarter of 2011 decreased by $3 million from $32 million in the second quarter of 2010, increased by $65 million from $35 million of segment losses in the second quarter of 2009, and primarily reflected $46$7 million of higherlower Timeshare sales and services revenue net of direct expenses, $30partially offset by $3 million of lower restructuring costs which reflected restructuring costs incurred in the 2009 second quarter,joint venture equity losses and $8$2 million of lower general, administrative, and other expenses, partially offset by $14 million of interest expense and a $4 million decrease in net losses attributable to noncontrolling interest.expense.

The $46$7 million increasedecrease in Timeshare sales and services revenue net of direct expenses primarily reflected $35$6 million of lower financing revenue net of expense and $1 million of lower development revenue net of product costs and marketing and selling costs. The $6 million decrease in financing revenue net of expense primarily reflected decreased interest income due to lower notes receivable balances. Lower development revenue net of product costs and marketing and selling costs primarily reflected higher product costs, mostly offset by higher development revenue.

Joint venture equity losses decreased by $3 million and primarily reflected lower losses from a residential and fractional project joint venture for which we stopped recognizing our portion of the losses since our investment, including loans due from the joint venture, was reduced to zero in 2010.

The $2 million decrease in interest expense was a result of lower interest rates and lower outstanding debt obligations related to securitized notes receivable.

Twenty-four Weeks. Timeshare segment contract sales decreased by $16 million to $309 million in the first half of 2011 from $325 million in the first half of 2010 primarily reflecting a $20 million decrease in timeshare contract sales and a $1 million decrease in residential contract sales, partially offset by a $5 million increase in fractional contract sales. Timeshare contract sales decreased in the first half of 2011 as a result of difficult comparisons driven by sales promotions in the first half of 2010 as well as the start-up impact of our shift from the sale of weeks-based to points-based products. Fractional and residential contract sales benefited from a net $15 million decrease in cancellation allowances that we recorded in the first half of 2010 in anticipation that a portion of contract revenue, previously recorded for certain residential and fractional projects would not be realized due to contract cancellations prior to closing.

The $24 million increase in Timeshare segment revenues to $748 million from $724 million primarily reflected a $33 million increase in cost reimbursements revenue, partially offset by a $10 million decrease in Timeshare sales and services revenue. The decrease in Timeshare sales and services revenue primarily reflected: (1) $12 million of lower financing revenue from lower interest income; (2) $10 million of lower other revenue which primarily reflected lower resales revenue due to lower closings and lower Marriott Rewards revenue recognized due to the timing of redemptions; partially offset by (3) $11 million of higher services revenue from increased rental occupancies and rates; and (4) $1 million of higher development revenue which reflected favorable reportability related to reserves on notes recorded in the first half of 2010, almost entirely offset by lower sales volumes.

Segment results of $64 million in the first half of 2011 increased by $6 million from $58 million in the first half of 2010, and primarily reflected $8 million of lower joint venture equity losses and $4 million of lower interest expense, partially offset by $6 million of lower Timeshare sales and services revenue net of direct expenses.

Joint venture equity losses decreased by $8 million and primarily reflected lower losses from a residential and fractional project joint venture for which we stopped recognizing our portion of the losses since our investment, including loans due from the joint venture, was reduced to zero in 2010.

The $4 million decrease in interest expense was a result of lower interest rates and lower outstanding debt obligations related to previously securitized notes receivable.

The $6 million decrease in Timeshare sales and services revenue net of direct expenses primarily reflected $12 million of lower financing revenue $9and $1 million of lower services revenue net of expenses, partially offset by $8 million of higher development revenue net of product costs and marketing and selling costs, and $4costs. The $12 million of higher servicesdecrease in financing revenue net of expenses, partially offset by $3 million ofprimarily reflected decreased interest income due to lower other revenue net of expenses.notes receivable balances. Higher development revenue net of product costs and marketing and selling costs primarily reflected lower costs due to lower sales volumes and lower marketing and selling costs, as well as a favorable variance from an $8 million charge related to an issue with a state tax authority in the 2009 second quarter, mostly offset by lower development revenue for the reasons stated previously. The increase in services revenue net of expenses primarily reflected higher rental revenue. The decrease in other revenue net of expenses primarily reflected start-up costs related to the new points-based program. See “Marriott Vacation Club Destinations Points-Based Program” later in this Form 10-Q for additional information on this program.

The $35 million increase in financing revenue, primarily reflected: (1) a $33 million increase in interest income on notes receivable from the notes receivable we now consolidate associated with past securitization transactions as part of the adoption of ASU Nos. 2009-16 and 2009-17. Please also see Footnote No. 9, “Notes Receivable,” for additional information on these notes receivable, including their weighted average interest rate and range of stated interest rates at June 18, 2010; and (2) a favorable variance from a net $12 million charge in the 2009 second quarter related to the reduction in the valuation of residual interests. These favorable variances were partially offset by $9 million of decreased residual interest accretion reflecting the elimination of residual interests as part of the 2010 first quarter adoption of ASU Nos. 2009-16 and 2009-17.

The $8 million decrease in general, administrative, and other expenses primarily reflected a favorable variance to a $7 million write-off of capitalized software development costs in the 2009 second quarter related to a project for which we decided not to pursue further development.

The $14 million in interest expense was a result of the consolidation of debt obligations due to our adoption of ASU Nos. 2009-16 and 2009-17.

The $4 million decrease to zero in net losses attributable to a noncontrolling interest was associated with our acquisition that began in the 2009 third quarter of that noncontrolling interest. See Footnote No. 15, “Variable Interest Entities,” for additional information.

Twenty-four Weeks. Timeshare segment contract sales decreased by $13 million compared to the first half of 2009 to $325 million from $338 million. The decrease in Timeshare segment contract salesreserve in the first half of 2010 compared to the year-ago period, reflected a $32 million decrease in timeshare contract sales, partially offset by a $16 million increase in residential contract sales and a $3 million increase in fractional contract sales. Sales of timeshare intervals were hurt by tough comparisons driven by sales promotions in the 2009 second quarter. Residential and fractional contract sales benefited from a $17 million decrease in cancellation allowances we recorded in anticipation that a portion of contract revenue previously recorded under the percentage-of-completion method of accounting for certain residential and fractional projects will not be realized due to contract cancellations prior to closing.

The $89 million increase in Timeshare segment revenues to $721 million from $632 million primarily reflected an $82 million increase in Timeshare sales and services revenue, a $5 million increase in cost reimbursements revenue, and a $2 million increase in base management fees. The increase in Timeshare sales and services revenue, compared to the year-ago period, primarily reflected higher financing revenue due to higher interest income associated with the impact of ASU Nos. 2009-16 and 2009-17 and, to a lesser extent, higher services revenue reflecting increased rental occupancy levels and rates. These favorable impacts werelower products costs, partially offset by lower development revenue due to tough comparisons driven by sales promotions in the 2009 second quarter and a $25 million increase in reserves primarily related to a change in the calculation of estimate of uncollectible accounts as discussed previously, partially offset by favorable reportability from projects that became reportable in the 2010 first half upon reaching revenue recognition reportability thresholds.volumes.

Segment income of $55 million in the first half of 2010 increased by $107 million from $52 million of segment losses in the first half of 2009, and reflected $107 million of higher Timeshare sales and services revenue net of direct expenses, $31 million of lower restructuring costs which reflected restructuring costs incurred in the 2009 first half, $8 million of lower general, administrative, and other expenses, and a $2 million increase in base management fees, partially offset by $28 million of interest expense, $6 million of lower joint venture equity earnings, and a $7 million decrease in net losses attributable to noncontrolling interest.

The $107 million increase in Timeshare sales and services revenue net of direct expenses primarily reflected $72 million of higher financing revenue, $23 million of higher development revenue net of product costs and marketing and selling costs, $7 million of higher services revenue net of expenses, and $5 million of other revenue net of expense. Higher development revenue net of product costs and marketing and selling costs primarily reflected lower costs due to lower sales volumes and lower marketing and selling costs, as well as favorable variances from both an $8 million charge related to an issue with a state tax authority and a net $3 million impact from contract cancellation allowances in the 2009 first half, partially offset by lower development revenue for the reasons stated previously. The unfavorable impact to development revenue related to the reserve for uncollectible accounts was also partially offset by a favorable impact in product costs, resulting in a net $12 million increase in reserves. The increase in services revenue net of expenses primarily reflected higher rental revenue.

The $72 million increase in financing revenue, primarily reflected: (1) a net $65 million increase in interest income, reflecting a $69 million increase from the notes receivable we now consolidate associated with past securitization transactions as part of the adoption of ASU Nos. 2009-16 and 2009-17, partially offset by a $4 million decrease in interest income related to non-securitized notes receivable reflecting a lower outstanding balance. Please also see Footnote No. 9, “Notes Receivable,” for additional information on these notes receivable, including their weighted average interest rate and range of stated interest rates at June 18, 2010; (2) a favorable variance from a $25 million charge in the 2009 first half related to the reduction in the valuation of residual interests; and (3) $1 million of higher income as a result of the loss on our first quarter 2009 sale of notes receivable. These favorable variances were

partially offset by $18 million of decreased residual interest accretion reflecting the elimination of residual interests as part of the 2010 first quarter adoption of ASU Nos. 2009-16 and 2009-17.

The $28 million in interest expense was a result of the consolidation of debt obligations due to the adoption of ASU Nos. 2009-16 and 2009-17.

The $8 million decrease in general, administrative, and other expenses primarily reflected a favorable variance to a $7 million write-off of capitalized software development costs in the 2009 first half related to a project for which we decided not to pursue further development.

Joint venture equity earnings decreased by $6 million and primarily reflected decreased earnings from a residential and fractional project joint venture, primarily due to increased cancellation allowances recorded at that joint venture.

The $7 million decrease to zero in net losses attributable to a noncontrolling interest was associated with our acquisition that began in the 2009 third quarter of that noncontrolling interest. See Footnote No. 15, “Variable Interest Entities,” for additional information.

MARRIOTT VACATION CLUB DESTINATIONS PROGRAM

In June 2010, subsequent to the end of our 2010 second quarter, we launched the points-based Marriott Vacation Club Destinations program (“MVCD program”) in North America and the Caribbean. Under the MVCD program, we sell beneficial interests in a domestic land trust. Based on the number of beneficial interests purchased, MVCD members receive an annual allocation of Vacation Club Points to redeem for travel at numerous destinations. For owners of weeks-based intervals, their existing rights and privileges are unchanged; however, those owners now have the option of enrolling in the MVCD Exchange program. After enrolling, those owners can each year, at their option, exchange their week for Vacation Club Points.

We believe the MVCD program will appeal to a broader demographic by allowing us to sell our resort system at all locations and providing our owners with more flexible usage options. We expect that this will result in fewer resorts under construction at any given time and allow us to better leverage successful sales centers at completed resorts. We believe this program will further appeal to prospective owners by offering them more flexibility in using points to tailor their vacation experience.

We anticipate revenue recognition for the MVCD program will follow our Timeshare Points-Based Use System revenue recognition policy (see our 2009 Form 10-K, Footnote No. 1, “Summary of Significant Accounting Policies”). We anticipate the timing of revenue recognition for this program will approximate contract sales because we expect to sell fully completed inventory for the foreseeable future. With more efficient inventory management, we expect to have lower unsold maintenance fee expense, which should enhance profitability over time. In addition to capitalized costs for internally developed software and licensing fees of $19 million, we estimate that the start-up costs for the MVCD program in 2010 will be approximately $10 million and will be reflected in our Consolidated Statement of Income in Timeshare sales and service, net of direct expenses.

Given the amount of inventory we have, we do not expect to develop new timeshare resorts for the foreseeable future.

SHARE-BASED COMPENSATION

Under our 2002 Comprehensive Stock and Cash Incentive Plan, we award: (1) stock options to purchase our Class A Common Stock (“Stock Option Program”); (2) stock appreciation rights (“SARs”) for our Class A Common Stock (“Stock Appreciation Right Program”); (3) restricted stock units (“RSUs”) of our Class A Common Stock; and (4) deferred stock units. We grant awards at exercise prices or strike prices that are equal to the market price of our Class A Common Stock on the date of grant.

During the first half of 2010,2011, we granted 3.72.5 million RSUs and 1.10.7 million Employee SARs. See Footnote No. 4, “Share-Based Compensation,” earlier in this reportof the Notes to our Financial Statements for additional information.

NEW ACCOUNTING STANDARDS

See Footnote No. 1, “Basis of Presentation,” and Footnote No. 2, “New Accounting Standards,” of the Notes to our Financial Statements for information related to our adoption of new accounting standards in the 2010 first half of 2011 and Footnote No. 2, “New Accounting Standards,” for information on our anticipated future adoption of recently issued accounting standards.

LIQUIDITY AND CAPITAL RESOURCES

Cash Requirements and Our Credit Facilities

Our Credit Facility, which expires onOn June 23, 2011, after the end of the second quarter, we amended and restated our multicurrency revolving credit agreement (the “Credit Facility”) to extend the facility’s expiration from May 14, 2012 to June 23, 2016 and associated letters of credit, provide for $2.4reduce (at our direction) the facility size from $2.404 billion to $1.75 billion of aggregate effective borrowings. The material terms of the amended and restated Credit Facility are otherwise unchanged, and the facility continues to support general corporate needs, including working capital, capital expenditures, and letters of credit. The availability of the Credit Facility also supports our commercial paper program. Borrowings under the Credit Facility bear interest at theLIBOR (the London Interbank Offered Rate (LIBOR)Rate) plus a fixed spread, based on the credit ratings for our public debt.debt rating. We also pay quarterly fees on the Credit Facility at a rate based on our public debt rating. For additional information on our Credit Facility, including participating financial institutions, see Exhibit 10, “Amended“Second Amended and Restated Credit Agreement,” to our Current Report on Form 8-K filed with the SEC on May 16, 2007.June 27, 2011.

The Credit Facility contains certain covenants, including a single financial covenant that limits the Company’sour maximum leverage (consisting of the ratio of Adjusted Total Debt to Consolidated EBITDA, each as defined in the Credit Facility) to not more than 4 to 1. Our outstanding public debt does not contain a corresponding financial covenant or a requirement that we maintain certain financial ratios. We currently satisfy the covenants in our Credit Facility and public debt instruments, including the Credit Facility’s leverage covenant under the Credit Facility, and do not expect the covenants to restrict our ability to meet our anticipated borrowing and guarantee levels or increase those levels should we decide to do so in the future.

We believe the Credit Facility and our access to capital markets, together with cash we expect to generate from operations, remains adequate to meet our short-term and long-term liquidity requirements, finance our long-term growth plans, meet debt service, and fulfill other cash requirements.

Until the financial crisis of 2008, we regularly issued short-term commercial paper, primarily in the United States. With improved liquidity in the commercial paper markets and upgrades in our credit ratings in the 2011 first quarter, in March 2011 we resumed issuing commercial paper in the United States. We do not have purchase commitments from buyers for our commercial paper and therefore our issuances are subject to market demand. We classify any outstanding commercial paper and Credit Facility borrowings as long-term debt based on our ability and intent to refinance it on a long-term basis. We reserve unused capacity under our Credit Facility to repay outstanding commercial paper borrowings in the event that the commercial paper market is not available to us for any reason when outstanding borrowings mature. We do not expect fluctuations in the demand for commercial paper to affect our liquidity, given our borrowing capacity under the Credit Facility.

At June 18, 2010,17, 2011, our available borrowing capacity amounted to $2.310$2.290 billion and reflected borrowing capacity of $2.210$2.173 billion under our Credit Facility, prior to its being amended and restated as described above, and our cash balance of $100$117 million. We calculatecalculated that borrowing capacity by taking $2.404 billion of effective aggregate bank commitments, then available, under our Credit Facility and subtracting $98$75 million of outstanding letters of credit under our Credit Facility and $96$156 million of outstanding commercial paper. We had no outstanding borrowings under our Credit Facility borrowings. As noted inat the previous paragraphs, weend of the 2011 second quarter. We anticipate that this available borrowing capacity under the June 23, 2011 amended and restated Credit Facility will be adequate to fund our liquidity needs.needs, including repayment of debt obligations. Since we continue to have ample flexibility under the Credit Facility’s covenants, we also expect that undrawn bank commitments under the Credit Facility will remain available to us even if business conditions were to deteriorate markedly.

Cash and cash equivalents totaled $100$117 million at June 18, 2010,17, 2011, a decrease of $15$388 million from year-end 2009,2010, reflecting activity for the twenty-four weeks ended June 18, 2010, as follows: Credit Facility net repayments ($329 million); debt repayments ($179 million); capital expenditures ($64 million); other cash outflows ($29 million); and dividend payments ($14 million). Mostly offsetting these outflows were cash inflows associated with the following: purchase of treasury stock ($668 million), debt repayments ($129 million), other investing cash outflows ($95 million), capital expenditures ($91 million), equity and cost method investments ($70 million), dividend payments ($64 million), and contract acquisition costs ($47 million). The following cash inflows partially offset

these cash outflows: operating cash inflows ($522481 million); common stock issuances, increased borrowings related to the issuance of commercial paper ($54156 million); and, loan collections and sales, and other investing activities, net of loan advances ($2477 million), and common stock issuances ($62 million).

The company expects investment spending for the 2011 fiscal year will total approximately $500 million to $700 million, including $50 million to $100 million for maintenance capital spending. Investment spending will also include other capital expenditures (including property acquisitions), loan advances, contract acquisition costs, and equity and other investments. See our Condensed Consolidated Statements of Cash Flows for information regarding year-to-date investment spending for the twenty-four week period ended June 17, 2011.

Timeshare Cash Flows

Due to our adoption of ASU Nos. 2009-16 and 2009-17 in the 2010 first quarter, as discussed in more detail in Footnote No. 1, “Basis of Presentation,” we no longer account for note receivable securitizations as sales, but rather as secured borrowings as defined in these topics, and accordingly we do not expect to recognize gains or losses on future note receivable securitizations. As part of our adoption of these topics, we have classified the following first half of 2010 activity under the “Financing Activities” caption of our Condensed Consolidated Statement of Cash Flows: (1) payments on the newly recorded debt obligations as repayments of long-term debt ($105 million); (2) note repurchases (previously classified in “Timeshare activity, net” under “Operating Activities” for the 2009 first half) as repayments of long-term debt ($29 million); and (3) note sale proceeds on any future note securitizations (previously classified in “Timeshare activity, net” under “Operating Activities” for the 2009 first half) as issuance of long-term debt (zero for the 2010 first half). Also, we will no longer have any cash flow activity related to residual interests or servicing assets. We will continue to classify any collections on held notes receivable, as well as the notes receivable we reestablished in the 2010 first quarter associated with past securitization transactions, as “Timeshare activity, net” in “Operating Activities.”

In response to lower demand for our timeshare products, we have correspondingly reduced our projected investment in new development. See Footnote No. 20, “Timeshare Strategy-Impairment Charges,” in the 2009 Form 10-K for additional information. While our Timeshare segment historically generates positive operating cash flow, year-to-year cash flow varies based on the timing of both cash outlays for the acquisition and development of new resorts and cash received from purchaser financing. We include timeshare reportable sales we finance in cash from operations when we collect cash payments. The following table showsWe show the net operating activity from our Timeshare segment (which does not include income from our Timeshare segment). in the following table. In the first halves of 20102011 and 2009, respectively,2010, new Timeshare segment mortgages were $113totaled $103 million and $133$113 million, respectively, and collections totaled $154 million (which included collections on securitized notes of $110 million) and $173 million (which included collections on securitized notes of $116 million) and $86 million,, respectively.

 

   Twenty-Four Weeks Ended 
($ in millions)  June 18, 2010  June 19, 2009 

Timeshare segment development less than (in excess of) cost of sales

  $60   $(41

Timeshare segment collections (net of new mortgages)

   60    (47

Note repurchases

   0    (35

Financially reportable sales less than (in excess of) closed sales

   16    (27

Note sale losses

   0    1  

Note sale proceeds

   0    181  

Collection on retained interests in notes sold and servicing fees

   0    43  

Other cash (outflows) inflows

   (11  5  
         

Net cash inflows from Timeshare segment activity

  $125   $80  
         
   Twenty-Four Weeks Ended 
($ in millions)  June 17, 2011  June 18, 2010 

Timeshare segment development less than cost of sales

  $60   $60  

Timeshare segment collections (net of new mortgages)

   51    60  

Financially reportable sales (in excess of) less than closed sales

   (4  16  

Other cash inflows (outflows)

   6    (11
         

Net cash inflows from Timeshare segment activity

  $113   $125  
         

See Footnote No. 10, “Long-term Debt,” for additional information on performance triggers in the 2010 first half.failure of some Timeshare securitized notes receivable pools to perform within established parameters and the resulting redirection of cash flows. As of June 18, 2010, only one17, 2011, all of our 13 securitized notes receivable pools was out of compliance with applicable triggers.met performance thresholds. We anticipate that induring the third quarter of 2010, in addition to this2011 one pool five other pools will reachnot meet performance triggers, allthresholds, but will cure by the end of which we expect to subsequently cure during the third and fourth quartersquarter of 2010.2011. We expect that for the 20102011 fiscal year we will redirect approximately $8$3 million of cash flows as a result of reaching the performance triggers.

We estimate that for the 20-year period from 2010 through 2029, the cash flowoutflow associated with completing all phases of our existing portfolio of owned timeshare properties currently under development will be approximately $2.7 billion.$214 million. This estimate is based on our current development plans, which remain subject to change.change, and we expect the phases currently under development will be completed by 2016.

Contractual Obligations

There have been no significant changes to our “Contractual Obligations” table in Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” of our 20092010 Form 10-K, other than those resulting fromfrom: (1) changes in the amount of outstanding debt.debt; and (2) a new leasehold we acquired that we account for as a capital lease.

As of the end of the 20102011 second quarter, debt had increased by $613$93 million to $2,911$2,922 million compared to $2,298$2,829 million at year-end 2009,2010, and reflected consolidation (in conjunction with the adoptiona $156 million increase in commercial paper and other debt (which includes capital leases) increases of ASU Nos. 2009-16 and 2009-17) of debt with a balance as of June 18, 2010, of $987$58 million, partially offset by decreased borrowings under our Credit Facility of $329a $121 million and other netdecrease in non-recourse debt decreases of $45 million.associated with previously securitized notes. At the end of the 20102011 second quarter, future debt payments not including capital leases plus interest totaled $3,560$3,380 million and are due as follows: $175 million in 2010; $274$149 million in 2011; $700$761 million in 2012; $631$635 million in 2013; $214$217 million in 2014; $510 million in 2015; and $1,566$1,108 million thereafter.

As further described in Footnote No. 17, “Leases,” future minimum lease payments associated with a capital lease entered into in 2011, for each of the next three years are as follows: $1 million in 2011; $2 million in each of 2012 and 2013; and $65 million in 2014.

Guarantee Commitments

There have been no significant changes to our “Guarantee Commitments” table in Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” of our 2010 Form 10-K, other than those resulting from: (1) changes in the amount of guarantees where we are the primary obligor; and (2) changes in the amount of guarantees where we are secondarily liable.

As of the end of the 2011 second quarter, guarantees where we are the primary obligor had increased by $61 million to $260 million compared to $199 million at year-end 2010, and reflected a $29 million increase in debt service guarantees and a $32 million increase in operating profit guarantees. At the end of the 2011 second quarter, future guarantee commitment expirations are as follows: $10 million in 2011; $46 million in 2012; $26 million in 2013; $36 million in 2014; $15 million in 2015; and $127 million thereafter.

As of the end of the 2011 second quarter, guarantees where we are secondarily liable had decreased by $16 million to $169 million compared to $185 million at year-end 2010, and primarily reflected a $17 million decrease in guarantees associated with lease obligations and lifecare bonds. At the end of the 2011 second quarter, future guarantee commitment expirations are as follows: $24 million in 2011; $44 million in 2012; $44 million in 2013; $15 million in 2014; $15 million in 2015; and $27 million thereafter.

Share Repurchases

We did not purchase anypurchased 18.5 million shares of our Class A Common Stock during the twenty-four weeks ended June 18, 2010, and do not expect to17, 2011, at an average price of $36.49 per share. See Part II, Item 2 of this Form 10-Q for additional information on our share repurchases. As of June 17, 2011, 30.4 million shares remained available for repurchase shares during the remainderunder authorizations from our Board of 2010.Directors.

Dividends

On May 7, 2010,February 11, 2011, our board of directors declared a quarterly cash dividend of $0.04$0.0875 per share, which was paid on April 1, 2011 to shareholders of record on February 25, 2011. On May 6, 2011, our board of directors declared a quarterly cash dividend of $0.10 per share, which was paid on June 25, 201024, 2011 to shareholders of record on May 21, 2010.

20, 2011.

Planned Spin-Off

See Footnote No. 16, “Planned Spin-off,” earlier in this report for a discussion of our plans for a spin-off of our timeshare operations and timeshare development business. Additionally, we expect to incur spin-off transaction costs in the second half of 2011 which could be material.

CRITICAL ACCOUNTING ESTIMATES

The preparation of financial statements in accordance with GAAP requires management to make estimates and assumptions that affect reported amounts and related disclosures. We have discussed those estimates that we believe are critical and require the use of complex judgment in their application in our 20092010 Form 10-K. Since the date of our 20092010 Form 10-K, there have been no material changes to our critical accounting policies or the methodologies or assumptions we apply under them.

Item 3.Quantitative and Qualitative Disclosures About Market Risk

Our exposure to market risk has not materially changed since January 1,December 31, 2010.

Item 4.Controls and Procedures

Disclosure Controls and Procedures

As of the end of the period covered by this quarterly report, we carried out an evaluation,evaluated, under the supervision and with the participation of our management, including our Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures (as such term is defined in Rules 13a-15(e) and 15d-15(e) of the Securities Exchange Act of 1934 (the “Exchange Act”)), and management necessarily applied its judgment in assessing the costs and benefits of such controls and procedures, which by their nature, can provide only reasonable assurance regardingabout management’s control objectives. You should note that the design of any system of controls is based in part upon certain assumptions about the likelihood of future events, and we cannot assure you that any design will succeed in achieving its stated goals under all potential future conditions, regardless of how remote. Based upon the foregoing evaluation, our Chief Executive Officer and the Chief Financial Officer concluded that our disclosure controls and procedures were effective and operating to provide reasonable assurance that we record, process, summarize and report the information we are required to be disclosed by usdisclose in the reports that we file or submit under the Exchange Act is recorded, processed, summarized, and reported within the time periods specified in the rules and forms of the SEC, and to provide reasonable assurance that we accumulate and communicate such information is accumulated and communicated to our management, including our Chief Executive Officer and Chief Financial Officer, as appropriate to allow timely decisions regardingabout required disclosure.

Internal Control Over Financial Reporting

There wereWe made no changes in internal control over financial reporting that occurred during the second quarter of 20102011 that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

PART II—II – OTHER INFORMATION

Item 1.Legal Proceedings

From time to time, we are subject to certain legal proceedings and claims in the ordinary course of business, including adjustments proposed during governmental examinations of the various tax returns we file. While management presently believes that the ultimate outcome of these proceedings, individually and in the aggregate, will not materially harm the company’sour financial position, cash flows, or overall trends in results of operations, legal proceedings are subject to inherent uncertainties,inherently uncertain, and unfavorable rulings could, occur that could have individually or in aggregate, have a material adverse effect on our business, financial condition, or operating results.

Item 1A.Risk Factors

We are subject to various risks that could have a negative effect on the Company and itsus or on our financial condition. You should understand that these risks could cause results to differ materially from those expressed in forward-looking statements contained in this report and in other Company communications. Because there is no way to determine in advance whether, or to what extent, any present uncertainty will ultimately impact our business, you should give equal weight to each of the following:

Lodging and Timeshare Industry Risks

Our industries are highly competitive, which may impact our ability to compete successfully with other hotel and timeshare properties for customers.We generally operate in markets that contain numerous competitors. Each of our hotel and timeshare brands competes with major hotel chains in national and international venues and with independent companies in regional markets. Our ability to remain competitive and to attract and retain business and leisure travelers depends on our success in distinguishing the quality, value, and efficiency of our lodging products and services from those offered by others. If we are unable tocannot compete successfully in these areas, this could limit our operating margins, diminish our market share, and reduce our earnings.

We are subject to the range of operating risks common to the hotel, timeshare, and corporate apartment industries. The profitability of the hotels, vacation timeshare resorts, and corporate apartments that we operate or franchise may be adversely affected by a number of factors, including:

 

 (1)the availability of and demand for hotel rooms, timeshare interval, fractional ownership, and residential products, and apartments;

 

 (2)pricing strategies of our competitors;

 

 (3)international, national, and regional economic and geopolitical conditions;

 

 (4)the impact of war, actual or threatened terrorist activity and heightened travel security measures instituted in response to war, terrorist activity or threats;threats, and political or civil unrest;

 

 (5)the desirability of particular locations and changes in travel patterns;

 

 (6)travelers’ fears of exposure to contagious diseases, such as H1N1 Flu, Avian Flu and Severe Acute Respiratory Syndrome (“SARS”);

 

 (7)the occurrence of natural or man-made disasters, such as earthquakes, tsunamis, hurricanes, and oil spills;

 

 (8)events that may be beyond our control that could affect the reputation of one or more of our properties or more generally impact the reputation of our brands;

(9)taxes and government regulations that influence or determine wages, prices, interest rates, construction procedures, and costs;

 

 (9)(10)

the costs and administrative burdens associated with compliance with applicable laws and regulations, including, among others, those associated with franchising, timeshare, lending,

privacy, marketing and sales, licensing, labor, employment, immigration, the environment, and the U.S. Department of the Treasury’s Office of Foreign Asset Control and the Foreign Corrupt Practices Act;

 

 (10)(11)the availability and cost of capital to allow us and potential hotel owners and joint venture partners to fund investments;

 

 (11)(12)regional and national development of competing properties;

 

 (12)(13)increases in wages and other labor costs, energy, healthcare, insurance, transportation and fuel, and other expenses central to the conduct of our business or the cost of travel for our customers, including recent increases in energy costs and any resulting increase in travel costs or decrease in airline capacity;

 

 (13)(14)organized labor activities, which could cause the diversion of business from hotels involved in labor negotiations, loss of group business, and/or increased labor costs;

 

 (14)(15)foreign currency exchange fluctuations; and

 

 (15)(16)trademark or intellectual property infringement.

Any one or more of these factors could limit or reduce the demand or the prices our hotels, are able to obtain for hotel rooms, timeshare units, residential units, and corporate apartments can charge or could increase our costs and therefore reduce the profit of our lodging businesses. Reduced demand for hotels could also give rise to losses under loans, guarantees, and noncontrolling equity investments that we have made in connection with hotels that we manage. Even where such factors do not reduce demand, property-level profit margins may suffer if we are unable tocannot fully recover increased operating costs from our guests. Similarly, our fee revenue could be impacted by weak property-level revenue or profitability.profitability could decrease our fee revenue.

Our hotel management and franchise agreements may also be subject to premature termination in certain circumstances, such as the bankruptcy of a hotel owner or franchisee, or a failure under some agreements to meet specified financial or performance criteria that are subject to the risks described in this section, which the Company fails or elects not to cure. A significant loss of agreements due to premature terminations could hurt our financial performance or our ability to grow our business.

General economic uncertainty and weak demand in the lodging and timeshare industries could continue to impact our financial results and growth.Weak economic conditions in the United States, Europe and much of the rest of the world and the uncertainty over the duration of that weaknessthese conditions could continue to have a negative impact on the lodging and timeshare industries. As a result of current economic conditions, we continue to experience weakened demand for our hotel rooms and timeshare products. Recent improvements in demand trends globally may not continue, and our future financial results and growth could be further harmed or constrained if the recovery was to stallstalls or conditions wereworsen.

Planned Spin-off Risk

The planned spin-off of our Timeshare division may not occur as or when planned or at all, or could result in issues we do not yet anticipate. Unanticipated developments could delay, prevent the completion of, or otherwise adversely affect the planned spin-off of our Timeshare division, including any problems or delays in obtaining financing for the new timeshare company, regulatory approvals, third-party consents, a favorable letter ruling from the Internal Revenue Service (“IRS”), or disruptions either in general market conditions or in the lodging or timeshare business. The transaction is also subject to worsen.final approval by our board of directors. Completion of the planned spin-off may require significant time,

effort, and expense, and may divert management’s attention from other aspects of our business operations, which could adversely affect those operations. Any delays in completion of the planned spin-off may increase the amount of time, effort, and expense that we devote to the transaction. Moreover, we may not be able to complete the planned spin-off on the terms currently anticipated as a result of financing issues or accommodations we may have to make to obtain the consent of regulators or other third parties.

In addition, if we complete the planned spin-off, the actual results may differ materially from the results we anticipate. Specifically, the proposed transaction could adversely affect our relationships with our customers or employees (including those of the Timeshare segment) or disrupt our operations. The separated businesses could also face unanticipated problems in operating independently, and thus may not achieve the anticipated benefits of the separation.

The planned spin-off could result in significant tax liability to us or our shareholders.The planned spin-off of our Timeshare division is conditioned upon our receipt of a private letter ruling from the IRS and an opinion from our tax counsel that the distribution of Marriott Vacations Worldwide Corporation common stock will not result in recognition, for U.S. federal income tax purposes, of income, gain or loss by us or our shareholders (except with respect to cash received in lieu of fractional shares of Marriott Vacations Worldwide Corporation common stock). Any private letter ruling and opinion that we receive will be subject to the continuing validity of any assumptions and representations reflected therein. In addition, an opinion from our tax counsel is not binding on the IRS or a court. Accordingly, even if we receive a private letter ruling and an opinion, the IRS could determine that the distribution of the Marriott Vacations Worldwide Corporation common stock is a taxable transaction and a court could agree with the IRS. If the distribution of the Marriott Vacations Worldwide Corporation common stock is a taxable transaction, we and our shareholders could have significant tax liabilities.

The planned spin-off might not produce the cash tax benefits we anticipate.Prior to and in connection with the planned spin-off of our Timeshare division, we will complete an internal reorganization, which includes transactions that have been structured in a manner that we expect to result, for U.S. federal income tax purposes, in our recognition of significant built-in losses in properties used in the North American and Luxury segments of the Timeshare division. The amount of the cash tax benefits we receive as a result of these transactions will depend upon the fair market value of the assets used in the North American and Luxury segments of the Timeshare division and our tax basis in such assets, neither of which will be determinable until after we have completed the internal reorganization. We have applied for a private letter ruling from the IRS regarding recognition of the losses that generate these cash tax benefits and any private letter ruling received will be subject to the continuing validity of any factual representations and assumptions reflected in the private letter ruling. Accordingly, even if we receive a private letter ruling, the IRS could later change its determination regarding the recognition of those losses, and a court could agree with the IRS.

Operational Risks

Our lodging operations are subject to international,global, regional and national and regional conditions. Because we conduct our business on a national and internationalglobal platform, our activities are susceptible to changes in the performance of regionalboth global and globalregional economies. In recent years, our business has been hurt by decreases in travel resulting from weak economic conditions and the heightened travel security measures that have resulted from the threat of further terrorism. Our future economic performance could be similarly affected by the economic environment in each of the United States and other regions in which we operate, the resulting unknown pace of business travel, and the occurrence of any future incidents in the countries where we operate.those regions.

The growing significance of our operations outside of the United States also makes us increasingly susceptible to the risks of doing business internationally, which could lower our revenues, increase our

costs, reduce our profits or disrupt our business. We currently operate or franchise hotels and resorts in 7071 countries, and our operations outside the United States represented approximately 16 percent of our revenues in the 20102011 second quarter, and wequarter. We expect that the international share of our total revenues will increase in future years. As a result, we are increasingly exposed to a number of challenges and risks

associated with doing business outside the United States, including the following, any of which could reduce our revenues or profits, increase our costs, or disrupt our business: (1) compliance with complex and changing laws, regulations and policies of foreign governments that may impact our operations, including foreign ownership restrictions, import and export controls, and trade restrictions; (2) compliance with U.S. laws that affect the activities of U.S. companies abroad; (3) limitations on our ability to repatriate non-U.S. earnings in a tax effective manner; (4) the difficulties involved in managing an organization doing business in many different countries; (5) uncertainties as to the enforceability of contract and intellectual property rights under local laws; and (6) rapid changes in government policy, political or civil unrest, including in the Middle East, acts of terrorism or the threat of international boycotts or U.S. anti-boycott legislation.

NewOur new programs and new branded products that we launch in the future may not be successfulsuccessful.. We may in the future launch additional programs or branded products. We cannot assure that our recently launched EDITION, and Autograph Collection and AC Hotels by Marriott brands and the Marriott Vacation Club Destination points-based timeshare program, or any new programs or products we may launch in the future will be accepted by hotel owners, potential franchisees, or the traveling public or other customers,customers. We also cannot be certain that we will recover the costs we incurred in developing the brands or any new programs or products, or that the brands or any new programs or products will be successful. In addition, some of theseour new brands involve or may involve cooperation and/or consultation with one or more third parties, including some shared control over product design and development, sales and marketing, and brand standards. Disagreements with these third parties regarding areas of consultation or shared control could slow the development of these new brands and/or impair our ability to take actions we believe to be advisable for the success and profitability of such brands.

Risks relating to natural or man-made disasters, contagious disease, terrorist activity, and war could reduce the demand for lodging, which may adversely affect our revenues. So called “Acts of God,” such as hurricanes, earthquakes, tsunamis, and other natural disasters, man-made disasters such as the currentlast year’s oil spill in the Gulf of Mexico and, more recently, the aftermath of the earthquake and tsunami in Japan, and the spread of contagious diseases, such as H1N1 Flu, Avian Flu, and SARS, in locations where we own, manage or franchise significant properties, and areas of the world from which we draw a large number of customers cancould cause a decline in the level of business and leisure travel and reduce the demand for lodging. Actual or threatened war, terrorist activity, political unrest or civil strife, such as recent events in Egypt, Libya and Bahrain, and other geopolitical uncertainty cancould have a similar effect. Any one or more of these events may reduce the overall demand for hotel rooms, timeshare units, and corporate apartments or limit the prices that we are able tocan obtain for them, both of which could adversely affect our profits.

Unresolved disputesDisagreements with the owners of the hotels that we manage or franchise may result in litigation.litigation or may delay implementation of product or service initiatives. Consistent with our focus on management and franchising, we own very few of our lodging properties. The nature of our responsibilities under our management agreements to manage each hotel and enforce the standards required for our brands under both management and franchise agreements may be subject to interpretation and will from time to time give rise to disagreements.disagreements, which may include disagreements over the need for or payment for new product or service initiatives. Such disagreements may be more likely aswhile hotel returns are depressedweaker as a result of currentthe 2008 – 2009 economic conditions.slow down. We seek to resolve any disagreements in order to develop and maintain positive relations with current and potential hotel owners and joint venture partners but are not always able to do so. Failure to resolve such disagreements has resulted in litigation, and could do so in the future. If any such litigation results in a significant adverse judgment, settlement or court order, we could suffer significant losses, our profits could be reduced, or our future ability to operate our business could be constrained.

Damage to, or other potential losses involving, properties that we own, manage or franchise may not be covered by insurance. We have comprehensive property and liability insurance policies with coverage features and insured limits that we believe are customary. Market forces beyond our control may nonetheless limit the scope of the insurance coverage we can obtain or our ability to obtain coverage at reasonable rates. Certain types of losses, generally of a catastrophic nature, such as earthquakes, hurricanes and floods, or terrorist acts, may be uninsurable or too expensive to justify obtaining insurance.

As a result, we may not be successful in obtaining insurance without increases in cost or decreases in coverage levels. In addition, in the event of a substantial loss, the insurance coverage we carry may not be sufficient to pay the full market value or replacement cost of our lost investment or that of hotel owners or in some cases could result in certain losses being totally uninsured. As a result, we could lose some or all of the capital we have invested in a property, as well as the anticipated future revenue from the property, and we could remain obligated for guarantees, debt, or other financial obligations related to the property.

Development and Financing Risks

Whilewe are predominantly a manager and franchisor of hotel properties, we depend on capital to buy, develop, and improve hotels and to develop timeshare properties, and we or our hotel owners may be unable to access capital when necessary. In order to fund new hotel investments, as well as refurbish and improve existing hotels, both the Company and current and potential hotel owners must periodically spend money. The availability of funds for new investments and improvement of existing hotels by our current and potential hotel owners depends in large measure on capital markets and liquidity factors, over which we can exert little control. Instability in the financial markets following the 2008 worldwide financial crisis and the contraction of available liquidity and leverage continue to constrain the capital markets for hotel and real estate investments. In addition, owners of existing hotels that we franchise or manage may have difficulty meeting required debt service payments or refinancing loans at maturity. While lenders have shown a willingness to work with borrowers to extend relief in the short to medium term, some current and prospective hotel owners are still finding new hotel financing on commercially viable terms to be challenging.

Our growth strategy depends upon third-party owners/operators, and future arrangements with these third parties may be less favorable. Our present growth strategy for development of additional lodging facilities entails entering into and maintaining various arrangements with property owners. The terms of our management agreements, franchise agreements, and leases for each of our lodging facilities are influenced by contract terms offered by our competitors, among other things. We cannot assure you that any of our current arrangements will continue or that we will be able to enter into future collaborations, renew agreements, or enter into new agreements in the future on terms that are as favorable to us as those that exist today.

Our ability to grow our management and franchise systems is subject to the range of risks associated with real estate investments.Our ability to sustain continued growth through management or franchise agreements for new hotels and the conversion of existing facilities to managed or franchised Marriott brands is affected, and may potentially be limited, by a variety of factors influencing real estate development generally. These include site availability, financing, planning, zoning and other local approvals, and other limitations that may be imposed by market and submarket factors, such as projected room occupancy, changes in growth in demand compared to projected supply, territorial restrictions in our management and franchise agreements, costs of construction, and anticipated room rate structure.

Our development activities expose us to project cost, completion, and resale risks. We develop new hotel, timeshare interval, fractional ownership, and residential properties, both directly and through partnerships, joint ventures, and other business structures with third parties. As demonstrated by the 2009 impairment charges associated with our Timeshare business, our ongoing involvement in the development of properties presents a number of risks, including that: (1) continued weakness in the capital markets may limit our ability, or that of third parties with whom we do business, to raise capital for completion of projects that have commenced or for development of future properties; (2) properties that we develop could become less attractive due to further decreases in demand for residential, fractional or interval ownership, increases in mortgage rates and/or decreases in mortgage availability, market absorption or oversupply, with the result that we may not be able to sell such properties for a profit or at the prices or selling pace we anticipate, potentially requiring additional changes in our pricing strategy that could result in further charges; (3) construction delays, cost overruns, lender financial defaults, or so called “Acts of God” such as earthquakes, hurricanes, floods or fires may increase overall project costs or result in project

cancellations; and (4) we may be unable to recover development costs we incur for these projects that are not pursued to completion.

Development activities that involve our co-investment with third parties may result in disputes that could increase project costs, impair project operations, or increase project completion risks. Partnerships, joint ventures, and other business structures involving our co-investment with third parties generally include some form of shared control over the operations of the business and create additional risks, including the possibility that other investors in such ventures could become bankrupt or otherwise lack the financial resources to meet their obligations, or could have or develop business interests, policies or objectives that are inconsistent with ours. Although we actively seek to minimize such risks before investing in partnerships, joint ventures or similar structures, actions by another investor may present additional risks of project delay, increased project costs, or operational difficulties following project completion. Such disputes may also be more likely in the current difficult business environment.

Other Risks Associated with Timeshare and Residential Properties

Disruption in the credit markets could impair our ability to sellsecuritize the loans that our Timeshare business generates. Our Timeshare business provides financing to purchasers of our timeshare and fractional properties, and we periodically sellsecuritize interests in those loans in the securitiescapital markets. Disruption in the credit markets in the second half of 2008 and much of 2009 impaired the timing and volume of the timeshare loans that we sell, as well as the financial terms of such sales. Although improved market conditions allowed us to successfully complete a sale in the fourth quarter of 2009 on terms that were substantially more favorable than the first quarter 2009 transaction,Any future deterioration in the financial markets could preclude, delay or increase the cost to us of future note sales, which could in turn cause us to reduce spending in order to maintain our leverage and return targets.securitizations.

Risks associated with development and sale of residential properties that are associated with our lodging and timeshare properties or brands may reduce our profits. In certain hotel and timeshare projects we participate, through noncontrolling interests and/or licensing fees, in the development and sale of residential properties associated with our brands, including luxury residences and condominiums under our Ritz-Carlton and Marriott brands. Such projects pose additional risks beyond those generally associated with our lodging and timeshare businesses, which may reduce our profits or compromise our brand equity, including the following:

 

DecreasesThe continued weakness in residential real estate, vacation home prices, and demand generally will continue to reduce our profits and could result in losses on residential sales, increase our carrying costs due to a slower pace of sales than we anticipated, and could make it more difficult to convince future hotel development partners of the value added by our brands;

 

Increases in interest rates, reductions in mortgage availability, or increases in the costs of residential ownership could prevent potential customers from buying residential products or reduce the prices they are willing to pay; and

 

Residential construction may be subject to warranty and liability claims, and the costs of resolving such claims may be significant.

Purchaser defaults on the loans our Timeshare business generates could reduce our Timeshare revenues and profits.We are also subject to the risk of default on the financing we provide to purchasers of our timeshare and fractional properties. Purchaser defaults could force us to foreclose on the loan and reclaim ownership of the financed property, both for loans that we have not securitized and in our role as servicer for the loans we have securitized. If we cannot resell foreclosed properties in a timely manner or at a price sufficient to repay the loans and our costs, we could incur losses or impairment charges on loans we have yet to securitize or loss of future income from our residual interest in loans that we have securitized.

Technology, Information Protection, and Privacy Risks

A failure to keep pace with developments in technology could impair our operations or competitive position.The lodging and timeshare industries continue to demand the use of sophisticated technology and systems, including those used for our reservation, revenue management and property management systems, our Marriott Rewards program,and The Ritz-Carlton Rewards programs, and technologies we make available to our guests. These technologies and systems must be refined, updated, and/or replaced with more advanced systems on a regular basis. If we are unable to do so as quickly as our competitors or within budgeted costs and time frames, our business could suffer. We also may not achieve the benefits

that we anticipate from any new technology or system, and a failure to do so could result in higher than anticipated costs or could impair our operating results.

An increase in the use of third-party Internet services to book online hotel reservations could adversely impact our revenues.business.Some of our hotel rooms are booked through Internet travel intermediaries such as Expedia.com®, Travelocity.com®, and Orbitz.com®, as well as lesser-known online travel service providers. These intermediaries initially focused on leisure travel, but now also provide offerings for corporate travel and group meetings. Although Marriott’s Look No Further® Best Rate Guarantee has greatly reduced the ability of intermediaries to undercut the published rates at our hotels, intermediaries continue to use a variety of aggressive online marketing methods to attract customers, including the purchase, by certain companies, of trademarked online keywords such as “Marriott” from Internet search engines such as Google®, Bing® and Yahoo® to steer customers toward their websites (a practice currently being challenged by various trademark owners in federal court). Although Marriott has successfully limited these practices through contracts with key online intermediaries, the number of intermediaries and related companies that drive traffic to intermediaries’ websites is too large to permit us to eliminate this risk entirely. Our business and profitability could be harmed if online intermediaries succeed in significantly shifting loyalties from our lodging brands to their travel services, diverting bookings away fromwww.Marriott.com, or through their fees increasing the overall cost of Internet bookings for our hotels.

Failure to maintain the integrity of internal or customer data could result in faulty business decisions, operational inefficiencies, damage of reputation and/or subject us to costs, fines, or lawsuits. Our businesses require collection and retention of large volumes of internal and customer data, including credit card numbers and other personally identifiable information of our customers as they are entered into, processed by, summarized by, and reported by ourin various information systems and those of our service providers. We also maintain personally identifiable information about our employees. The integrity and protection of that customer, employee, and company data is critical to us. If that data is inaccurate or incomplete, we could make faulty decisions. Our customers and employees also have a high expectation that their personal information will be adequately protected by uswe and our service providers.providers will adequately protect their personal information. The regulatory environment surrounding information, security and privacy is also increasingly demanding, in both the United States and other jurisdictions in which we operate. Our systems may be unable to satisfy changing regulatory requirements and employee and customer expectations, or may require significant additional investments or time in order to do so. Our information systems and records, including those we maintain with our service providers, may be subject to security breaches, system failures, viruses, operator error or inadvertent releases of data. A significant theft, loss, or fraudulent use of customer, employee, or company data maintained by us or by a service provider could adversely impact our reputation and could result in remedial and other expenses, fines, or litigation. A breach in the security of our information systems or those of our service providers could lead to an interruption in the operation of our systems, resulting in operational inefficiencies and a loss of profits.

We were recently notified by Epsilon, a marketing vendor used by the Company to manage customer emails, that an unauthorized third party gained access to a number of Epsilon’s accounts including the Company’s email list. Epsilon has stated that the unauthorized person(s) had access only to names and email addresses of the Company’s customers and did not have access to other customer information, such as finesphysical addresses, loyalty program point balances, account logins and litigation.passwords, credit card information or other personal data. We have informed our affected customers of the breach and that it may result in receiving unsolicited emails.

Changes in privacy law could adversely affect our ability to market our products effectively. We rely on a variety of direct marketing techniques, including telemarketing, email marketing, online advertising, and postal mailings. Any further restrictions in laws such as the Telemarketing Sales Rule, CANSPAM Act, and various U.S. state laws, or new federal laws, regarding marketing and solicitation or international data protection laws that govern these activities could adversely affect the continuing effectiveness of telemarketing, email, online advertising, and postal mailing techniques and could force further changes in our marketing strategy. If this occurs, we may not be able to develop adequate alternative marketing strategies, which could impact the amount and timing of our sales of timeshare units and other products. We also obtain access to potential customers from travel service providers or other companies with whom

we have substantial relationships and market to some individuals on these lists directly or by including our marketing message in the other company’s marketing materials. If access to these lists was prohibited or

otherwise restricted, our ability to develop new customers and introduce them to our products could be impaired.

Other Risks

Changes in tax and other laws and regulations could reduce our profits or increase our costs. Our businesses are subject to regulation under a wide variety of U.S. federal and state and foreign laws, regulations and policies.policies in jurisdictions around the world. In response to the recent economic crisis and the currentrecent recession, we anticipate that many of the jurisdictions in which we do business will review tax and other revenue raising laws, regulations and policies, and any resulting changes could impose new restrictions, costs or prohibitions on our current practices and reduce our profits. In particular, U.S. and foreign governments may revise tax laws, regulations or official interpretations in ways that could have a significant impact on us, including modifications that could reduce the profits that we can effectively realize from our non-U.S. operations, or that could require costly changes to those operations, or the way in which they are structured. For example, most U.S. company effective tax rates reflect the fact that income earned and reinvested outside the United States is generally taxed at local rates, which are often much lower than U.S. tax rates. If changes in tax laws, regulations or interpretations were to significantly increase the tax rates on non-U.S. income, our effective tax rate could increase and our profits could be reduced, and ifreduced. If such increases were a result ofresulted from our status as a U.S. company, those changes could place us at a disadvantage to our non-U.S. competitors if those competitors remain subject to lower local tax rates.

If we cannot attract and retain talented associates, our business could suffer. We compete with other companies both within and outside of our industry for talented personnel. If we are not able tocannot recruit, train, develop, and retain sufficient numbers of talented associates, we could experience increased associate turnover, decreased guest satisfaction, low morale, inefficiency, or internal control failures. Insufficient numbers of talented associates could also limit our ability to grow and expand our businesses.

Delaware law and our governing corporate documents contain, and our Board of Directors could implement, anti-takeover provisions that could deter takeover attempts. Under the Delaware business combination statute, a stockholder holding 15 percent or more of our outstanding voting stock could not acquire us without Board of Director’sDirector consent for at least three years after the date the stockholder first held 15 percent or more of the voting stock. Our governing corporate documents also, among other things, require supermajority votes in connection with mergers and similar transactions. In addition, our Board of Directors could, without stockholder approval, implement other anti-takeover defenses, such as a stockholder’s rights plan to replace the stockholder’s rights plan that expired in March 2008.

Item 2.Unregistered Sales of Equity Securities and Use of Proceeds

 

 (a)Unregistered Sale of Securities

None.

None.

 

 (b)Use of Proceeds

None.

None.

 

 (c)Issuer Purchases of Equity Securities

 

           Total Number of   Maximum Number 
           Shares Purchased as   of Shares That May 
(in millions, except per share amounts)  Total Number       Part of Publicly   Yet Be Purchased 

Period

  of Shares
Purchased
   Average Price
per Share
   Announced Plans or
Programs(1)
   Under the Plans or
Programs(1)
 

March 26, 2011-April 22, 2011

   5.5    $34.95     5.5     10.5  

April 23, 2011-May 20, 2011

   2.3     35.61     2.3     33.2  

May 21, 2011-June 17, 2011

   2.8     35.57     2.8     30.4  

(1)None.

On May 6, 2011, we announced that our Board of Directors increased, by 25 million shares, the authorization to repurchase our Class A Common Stock for a total outstanding authorization of approximately 34 million shares on that date. As of June 17, 2011, 30.4 million shares remained available for repurchase under those authorizations. We repurchase shares in the open market and in privately negotiated transactions.

Item 3.Defaults Upon Senior Securities

None.

Item 4.Removed and Reserved

Item 5.Other Information

None.

Item 6.Exhibits

 

Exhibit
No.

  

Description

  

Incorporation by Reference

(where a report is indicated below, that

document has been previously filed with

the SEC and the applicable exhibit is

incorporated by reference thereto)

3.1

  Restated Certificate of Incorporation of the Company.  

Exhibit No. 3.(i) to our Form 8-K

filed August 22, 2006 (File No. 001-13881).

3.2

  Amended and Restated Bylaws.  

Exhibit No. 3.(i) to our Form 8-K filed November 12,

2008 (File No. 001-13881).

  10

U.S. $1,750,000,000 Second Amended and Restated Credit Agreement dated as of June 23, 2011 with Bank of America, N.A. as administrative agent and certain banks.Exhibit No. 10 to our Form 8-K filed June 27, 2011 (File No. 001-13881).
12

  Statement of Computation of Ratio of Earnings to Fixed Charges.  Filed with this report.

31.1

  Certification of Chief Executive Officer Pursuant to Rule 13a-14(a).  Filed with this report.

31.2

  Certification of Chief Financial Officer Pursuant to Rule 13a-14(a).  Filed with this report.

32

  Section 1350 Certifications.  Furnished with this report.

101.INS

  XBRL Instance Document.  Furnished with this report.

101.SCH

  XBRL Taxonomy Extension Schema Document.  Submitted electronically with this report.

101.CAL

  XBRL Taxonomy Calculation Linkbase Document.  Submitted electronically with this report.

101.DEF

  XBRL Taxonomy Extension Definition Linkbase Document.  Submitted electronically with this report.

101.LAB

  XBRL Taxonomy Label Linkbase Document.  Submitted electronically with this report.

101.PRE

  XBRL Taxonomy Presentation Linkbase Document.  Submitted electronically with this report.

Attached as Exhibit 101 to this report areWe have attached the following documents formatted in XBRL (Extensible Business Reporting Language): as Exhibit 101 to this report: (i) the Condensed Consolidated Statements of Income for the twelve and twenty-four weeks ended June 18, 2010,17, 2011, and June 19, 2009,18, 2010, respectively; (ii) the Condensed Consolidated Balance Sheets at June 18, 2010,17, 2011, and January 1,December 31, 2010; and (iii) the Condensed Consolidated Statements of Cash Flows for the twenty-four weeks ended June 17, 2011, and June 18, 2010, and June 19, 2009, respectively. UsersWe advise users of this data are advisedthat pursuant to Rule 406T of Regulation S-T that this interactive data file is deemed not filed or part of a registration statement or prospectus for purposes of Sections 11 or 12 of the Securities Act of 1933, is deemed not filed for purposes of Section 18 of the Securities Exchange Act of 1934, and otherwise is not subject to liability under these sections.

SIGNATURES

Pursuant to the requirements 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.

 

MARRIOTT INTERNATIONAL, INC.

 

1615th day of July, 20102011

/s/ William J. Shaw  /s/ Arne M. Sorenson

William J. Shaw  Arne M. Sorenson
Vice Chairman  President and Chief Operating Officer

/s/  /s/ Carl T. Berquist

Carl T. Berquist
Executive Vice President and
  Chief Financial Officer

 

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