Welcome to the Gaylord Entertainment Company's Fourth Quarter and Fiscal Year-End 2011 Earnings Conference Call. Hosting the call today from Gaylord Entertainment are Mr. Colin Reed, Chairman and Chief Executive Officer; Mr. David Kloeppel, President and Chief Operating Officer; Mr. Mark Fioravanti, Executive Vice President and Chief Financial Officer; and Mr. Carter Todd, Executive Vice President and General Counsel. This call will be available for digital replay. The number is (800) 585-8367, and the replay ID number is 41188469. [Operator Instructions] It is now my pleasure to turn the floor over to Mr. Carter Todd. Sir, you may begin.

Thank you, and good morning. My name is Carter Todd, and I'm the General Counsel for Gaylord Entertainment Company. Thank you for joining us today on our fourth quarter 2011 earnings call. You should be aware that this conference call may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including statements among others regarding Gaylord Entertainment's expected future financial performance. For this purpose, any statements made during this call that are not statements of historical fact may be deemed to be forward-looking statements. Without limiting the foregoing words such as believes, anticipates, plans, expects and similar expressions are intended to identify forward-looking statements. You are hereby cautioned that these statements may be affected by the important factors, among others, set forth in Gaylord Entertainment's filings with the Securities and Exchange Commission and in our fourth quarter 2011 earnings release. And consequently, actual operations and results may differ materially from the results discussed or projected in the forward-looking statements. Gaylord Entertainment undertakes no obligation to update publicly any forward-looking statements whether as a result of new information, future events or otherwise. I would also like to remind you that in our call today we will discuss certain non-GAAP financial measures and a reconciliation of those non-GAAP financial measures to the most directly comparable GAAP financial measures has been provided as an exhibit to our earnings release and is also available on our website under the Investor Relations section. At this time, I would like to turn the call over to our Chairman and Chief Executive Officer, Colin Reed.

Thanks, Carter. Good morning, everyone, and thank you for joining us today. I will begin with a review of the year and highlights of our fourth quarter performance, and then focus on how we're thinking about our business for the rest of 2012. Then, Dave Kloeppel will offer his color around our sales and marketing activities. And then Mark Fioravanti will conclude our prepared remarks by providing detail on our financial results for the year and the quarter. And then we'll open up the call for questions. 2011 was an interesting though productive year for our company. On the one hand, we saw consistently strong performances at 2 of our properties, namely, Gaylord Opryland and Gaylord Texan. And both finished the year by achieving their best annual CCF performance on record. Conversely, market challenges in Washington, D.C. negatively impacted our results at Gaylord National. However, despite the economic challenges, our company generated the highest CCF our company has ever produced. Over the course of 2011, we told you that based on the level of business we had on the books, and the rate we have secured this business at, we were optimistic about the fourth quarter and expected to end the year on a positive note. This was indeed the case, as we saw an increase of 10.4% for adjusted Gaylord Hotels RevPAR compared to the fourth quarter of last year, driven by an 8.7% increase in ADR. We also had a very impressive profitability performance, as CCF margin increased over 320 basis points on an adjusted Gaylord Hotels basis. Alongside another set of strong performances from Gaylord Opryland and Gaylord Texan, the most notable driver of our results this quarter was the improved performance at the Gaylord National. The property posted growth over the fourth quarter of last year…

Thanks, Colin. Good morning, everyone. I'm going to start by providing some detail on our sales performance in terms of advanced group bookings. In the fourth quarter, Gaylord Hotels booked over 586,000 net room nights. While this was a decline compared to the fourth quarter of 2010, the fourth quarter of '10 was driven by pent-up demand that booked at the Gaylord Opryland once it reopened. Advance group bookings at all 4 properties continued to improve compared to the challenging periods of '08 and '09. In fact, advance group bookings for Gaylord Opryland in the fourth quarter of 2011 represented a sizable increase over the fourth quarter of both '08 and '09. Looking just at Gaylord Palms, Texan and National, fourth quarter 2000 net advanced group bookings were flat to the fourth quarter of 2010, and increased 30% relative to the bookings in the fourth quarters of both '08 and '09. So we remain confident that while the economic environment remains volatile, the pace of our advanced bookings continues to move in the right direction. Our fourth quarter room night production this year also reflects our continued commitment to our strategy of aggressively pricing future periods that have historically seen the highest level of group demand, which Colin discussed. But to remind you, this strategy is primarily affecting bookings in the longer-term demand periods. We are in the prime booking window for corporate groups, and we are booking their shorter-term business at a rapid clip. As evidenced, the advance group room night that we booked during the fourth quarter of 2011 for groups that will arrive in the next 24 months, in other words, in 2012 and 2013, increased by 13% when compared to the same 24-month booking window in the fourth quarter of 2010. In keeping with this pricing…

Thanks, Dave. Good morning, everyone. I'd like to spend a few minutes this morning mentioning [ph] some of the financial highlights for the quarter and the year. I'll touch on our balance sheet and then review our guidance for 2012. Remember that the results for both the fourth quarter and the full-year 2012 -- excuse me, for the full year of 2010, were impacted by the temporary closure of Gaylord Opryland and other Nashville-based assets due to the flood damage suffered. On a consolidated basis, Gaylord Entertainment revenue for the fourth quarter of 2011 was $269.4 million, an increase of 26.3% from the fourth quarter of 2010. For the year, revenue was $952.1 million, an increase of 23.7% from $770 million last year. During the quarter, the company generated income from continuing operations of $5.1 million or $0.10 per diluted share. This includes the impact of a nonrecurring noncash pretax charge of $4.7 million or approximately $0.06 per diluted share after tax to dispose of fixed assets related to the development of the new resort pools and the room renovation at Gaylord Palms. For the full year of 2011, income from continuing operations was $10.1 million or $0.20 per diluted share. The full year EPS include an $8.2 million nonrecurring charge associated with the Palms assets. Company consolidated cash flow was $59.6 million for the quarter, an increase of 116.3%. For the year, consolidated CCF was $217.2 million or an increase of 45.7% compared to 2010. Turning to the hotel segment for the fourth quarter, Adjusted Gaylord Hotels RevPAR increased 10.4%, driven by an 8.7% increase in ADR, while total RevPAR increased to 7%. For the full year 2011, RevPAR increased 3%, while total RevPAR remained flat compared to the prior year. Adjusted Gaylord Hotels in-the-year, for-the-year cancellations in the…

Mark, thank you. David, thank you. Jackie, why don't we just open up the call for questions, please.

[Operator Instructions] Your first question comes from the line of Kevin Milota with JPMorgan.

I'm hoping you could give some commentary or some firm numbers in terms of where you guys are standing at this point going through 2012 for the different properties? And if you can go into detail on the properties, maybe talk to the Palms, the National and then company-wide, where occupancy stands?

Kevin, when you say numbers, be more specific. What are you talking about?

Yes, talking about, typically you provide where the amount of occupancy that you have on the books as you entered the year versus 2011 at this point?

Okay. Do you want to take that, Mark?

Yes, Kevin, typically we don't provide by property. We're entering the year with about 50 points of occupancy on the books in terms of entering '12.

Okay. And then in the last quarter, you provided some detail on the Palms and the National, effectively saying that you're ahead of schedule and ahead of pace at those properties. Any update on that front? And you said it's 53 points and 50 points.

The impact that we entered the year -- that trend has held up. Both the National and Palms have a little bit more than average number of points of occupancy on the books compared to the Texan and Opryland.

Your next question comes from the line of Andrew Didora with Bank of America Merrill Lynch.

Just 2 questions. First, if you can expand a little bit more in commentary around D.C., maybe big picture comments on the market. I mean, I know it's very, very early on in the year, but it seems like RevPAR in D.C. is down about 8% thus far through January, and just kind of give us a little bit of upsense on where national stands and your comfort around the property improving in 2012?

You've been talking -- what I was going though is that generally speaking, Andrew, we feel pretty good about the outlook for 2012. As Mark sort of alluded to, we have a pretty good book of business. We have made some operational changes at the hotel where -- is going to -- will continue to see margin improvement there, which we saw in the fourth quarter, and we expect to see that through the course of this year. Dave, you want to pick up?

Yes, I'll echo everything Colin said. We've made a number of changes that really kind of started at the end of the third quarter -- middle to end of in the third quarter operationally to improve margins there. We saw the benefit of those in the fourth quarter. We expect to see that going forward. And then as we kind of look at January, we feel pretty comfortable about how January played out, relative to our expectations at that particular property. So you combine the good book of business on the books, the operational changes that we made, the sales team there, are doing a great job selling the property, and really across the brand the sales team's doing a great job selling that property. So we feel good about it.

And whilst we don't dissect the business that we book month-by-month or quarter-by-quarter, I would say to you, I mean Dave, I think we're pretty comfortable with the volumes of business that we booked in the fourth quarter. And what we're seeing for a tentative prospect -- perspective for National.

Yes, absolutely. We seem to do a real good job selling the National. We had a strong fourth quarter, and really finishing up on a strong year from a sales.

Great. I guess that leads into my second question. Just regarding the margin side, can you maybe provide a little bit more color in terms of some of the operational improvements at National, [indiscernible] the margin growth was really strong in the fourth quarter. Obviously, I'm just curious on how sustainable you think those operational improvements on margins can be?

So there's 2 real -- 2 big things that happened to the National in the fourth quarter. One is we had a good book of business on -- and really the seasonality you're seeing this year at the National was really more customary to what we expect going forward. The first couple of years of operation were unusual in terms of seasonality because of the way we sold that going into the opening. That being said, we have a strong book of business. We saw a nice rate increase. That was in part because of the group business, and in part because of the impact of the new transient offerings that we have there with the DreamWorks offering. So that was kind of one thing. We had better business and we drove the margin. Two, we made some pretty significant changes on the food and beverage side. And that was part of what I was referencing to you earlier, that we did kind of mid-to-late third quarter. We made a number of changes around how the outlets are configured. And in fact, we are closing one of those outlets and converting it to a meeting space for 2012, which should be a net positive for that property. As you know, we compete with about 50 food and beverage outlets across the street and in the neighborhood of National Harbor, so we decided we were over spec-ed from a food and beverage perspective. We are closing one of those restaurants, convert it into a meeting space, take advantage of the very strong local demand we have for meetings in that marketplace, and that allows us to compress coverage in the other outlets and creates great profit from an F&B perspective. So that was a big change that was a real positive for us. And then the team there, about midyear, we brought in a new head of our rooms division, and she's done a fantastic job really tightening down our processes there, and we're seeing the real benefits of that starting to play. And those are probably the 2 big areas we're seeing impacts.

You're next question comes from the line of Bill Crow with Raymond James.

Two or 3 questions here. Colin or whoever wants to take this, are you seeing any impact yet from pre-marketing of the new convention hotels slated for Nashville and D.C.? Is that impacting rates as you think out in 2014 and 2015?

I think the answer to the question is no. We work very collaboratively, particularly here in Nashville, with the CBB [ph] and the convention -- new convention operation here downtown. We cite the same -- basically the same folks that are coming in to look at the new convention center, and our volume of business continues to clip at the same level that we have historically seen, which is I think evidenced in the fact that we booked almost 750,000 room nights for those 4 hotels. So the simple answer to the question is no. Dave, you've got any other perspectives on that?

I think that's right on. And just remember, there was a new convention hotel that opened in Dallas this year. We've really seen no impact there, as you can see from the Texan results.

Right, right. Okay. And speaking of Texan, my second question is just if you could give us some idea the impact we should expect in the first quarter from the Super Bowl last year, and no Super Bowl this year, so we're not surprised when you report first quarter results?

That's a good question. I think the incremental room revenue I think was about $1.5 million and above from the Super Bowl, plus outside the rooms.

Outside-the-room for corporate groups.

For corporate groups. It's a $2 million or $3 million item for us.

Okay. And then Colin or Mark, maybe. What do you see is the biggest risk to 2012 guidance? You've got half your occupancy or 50% of your occupancy on the books. What is the risk? Is it the outside-the-room spend? Is it increased cancellations and attritions, is it D.C.?

Look, it's -- I think we feel pretty good about the revenue side of the business. We've got some decent reach on the group side that we've got to fill, but our patterns for this year look really good compared to previous years. And we've got a new leisure strategy that's going to come this summer that we didn't have last summer. But given what we've seen in the fourth quarter of last year, when we started DreamWorks, we feel pretty good about that. I think from our company's perspective, I think the risk of '12, it's really things that are outside of our control. It's really more of this geopolitical B.S. that we endure on an hourly and daily basis. And if all of a sudden, we see massive changes in federal spending that continue to dampen the Washington market, maybe that will have an impact on our business, but it will have an impact on everyone's business in that market. But I just don't think that's going to happen here. We feel pretty good about our guidance. We've got a reasonably wide range of 3% to 6%. But we feel pretty good about it. And we've got so many good things that are happening to our company coming into this year that, as David articulated, we feel that our margin platform in Washington is in much better shape, our leisure strategy's in great shape and a very good book of business. We're seeing a lot of short-term corporate business that we hope to plug in. We feel very good about this outlook for this year. And for candidly, January has come in where we expected it, and with 0 surprises to us.

You're next question is from the line of Carlo Santarelli with Deutsche Bank.

Obviously, fourth quarter, you guys showed some pretty good flow-through. And I was just wondering if you believe that to be sustainable? And how should we may be thinking about for '12 and even '13?

I think from a margin perspective, as we continue to see revenue lift, we should continue to see good flow-through. I think our guidance anticipates approximately a 100 basis-point improvement in overall margins. So we feel very good about how our operating teams manage margins through '11. And we continue to feel good about our ability to bring that revenue to the bottom line as we go through '12 and into '13.

Just to check back. I think you guys said $90 million to $100 million in CapEx. About how much of that would be in Aurora?

It would be about $8 million to $10 million.

Your next question comes from the line of Patrick Scholes with FBR Capital Markets.

Just a couple of questions here. Can you just remind us again, when you talked in your press release about the pricing strategies for group bookings in the year 2015 and beyond? Is that again that you're just holding out for anticipation of higher pricing down the road rather than sort of locking them in -- locking it in right now?

We've locked in higher prices. I mean, we are booking business in those periods, but we are -- we've changed our revenue model for those periods of time, and we are holding firm to it.

Patrick, it's really -- it's a focus on the higher demand patterns is where we've moved pricing. Obviously, that's the area where we think will be the greatest lift. And frankly, should we find as we move through the period that we're not able to book at those higher prices, those are also the easiest patterns to sell in closer to in-the-year, for-the-year. So that helps mitigate any risk that we would have in terms of having open patterns.

Okay. Thank you for the color on that. And then, just 2 questions here. There's been some scuttlebutt in the press of late about potential slot machines in Prince George's County. As I recall from a couple of years ago, I don't think you were interested in that made your properties any -- what would -- would you ever consider having gaming if Prince George's County allowed it?

Scuttlebutt. Let me say it this way. We are not going to have anything to say on this subject until the political leadership in the county has determined -- in the county and the state -- has determined what they feel is in the best interest of the county and the state. Once they have made -- we don't want to dabble in this process. We want these folks to do it and not feel any pressure from us in one way, shape or perform. Once it's done, whatever they decide to do, then we'll consider what's best for the company.

Okay. So it doesn't sound like you're outright opposed to it, but you'll assess it as it progresses. Is that fair?

That's right.

Okay. And then just lastly, sort of a remodeling question here. How should we think about the timing of rooms out of service for renovations this year?

It should be out completely by the second quarter, right?

Yes.

I mean we've got 300 more to do at probably our better rooms and we'll be done -- we're starting on April or early April.

It should be done in April. It would all be in the second quarter, yes.

Your next question comes from the line of Will Marks with JMP Securities.

The 50 points of occupancy that you mentioned that's on the books in one of the questions, can you give approximate rate versus last year? You probably said something in your prepared remarks, but...

Yes, in terms of what's on the books at, if you look at it compared to where we finished '11 in terms of ADR, it is on average, it's a mid-single-digit increase over where we finished. There's obviously some variation by property, where those properties who had less RevPAR growth last year have a bit more growth coming into this year.

And when would you say those 50 points were booked on average? What years?

[indiscernible] in handy.

We don't have it handy. I can get it for you.

Okay. Another question on margins. You talked a lot in the past and we understand that food and beverage is certainly much lower than room margin. Can you just give approximate figures?

Sure. Rooms, typically in the mid-70s of margin. Banquets, typically in the 50-ish% range. F&B outlets in the 30% range.

I'll put all food and beverage in the early 40s.

Right. If you can hear Colin, he said, "Overall, food and beverage kind of low 40s."

Yes. And just may last question on -- talked a little about the competition potentially not impacting you in D.C. and Nashville or no impacted date. Can you maybe just briefly discuss your competitive advantages versus those projects?

Well in Nashville, our competitive advantage here is really more a competitive advantage over not just Nashville but Atlanta, New Orleans. I mean, there's no other hotel in the South in -- outside of Vegas that can offer multiple atriums all under 1 roof, consolidated experience. The hotel that's being built downtown by our largest shareholder, Mr. Rolling, will be an 800-room facility. It will be approximately 1/3 -- less than 1/3 the size of Opryland. And so the hotel we have here is just very, very different, and as evidenced by the tremendous result last year where we achieved almost $90 million of consolidated cash flow. And so to me, this hotel has a distinct competitive advantage over any hotel that we compete with in the south. And we think it's the same for these other facilities of ours. They are very unique, they're very different. They have extremely high levels of customer satisfaction, and we're booking a lot of business. And what we tend to see is when convention hotels get built around us, as has happened in downtown Dallas, the facilities there are very different. I mean, yes, they have a lot of rooms. And yes, they sat next to a nice convention center. But for the all-under-one-roof meeting planner, the hotels that we have are very, very, very exciting.

The key is that there are rooms to support the public convention center. There's not a lot of incremental meeting space that's controlled by the hotel and within the hotel. If you look at some of the primary research that we've done with groups and meeting planners, what you find is that it's a -- while there's obviously some overlap, there's a very different segment of customer that uses a public convention center than uses the facilities that we operate. Our customers are typically a more of a premium customer looking for the inclusive experiences that Colin mentioned, typically are not as rate-sensitive, looking for higher quality food and beverage, and typically have a lower space-to-room ratio. So it's just a different segment of business.

Your next question comes from the line of Fred Lowrance with Avondale Partners.

Just curious on a couple of things related to DreamWorks. One, how that partnership performed in January, when you're clearly not in sort of a peak leisure time? And maybe how your experience over the first 3 months of having this thing live and up and running changed your outlook on sort of the financial contribution of the partnership when you look out over the whole of 2012?

Dave, do you want to handle this one?

Sure. DreamWorks is an offering that is available at our hotels on primarily when families are out of school. So it will have kind of a full-bore offering during the summer season. We'll have our full offering during the holiday season. And then as we are in non-peak, or as we call them seasons, it will be an offering that is focused around a kind of special event weekend. So there was none of that in January. We don't have the DreamWorks offering during the month of January. We have weekends at 3 of our properties during the month of February. We just launched those weekends last week. In terms of marketing them, and the demand is picking up nicely in those weekends. So that's kind of how we are thinking about the DreamWorks programming. And as we mentioned in the call, we are pleased with the demand that it generated. We are very pleased with the type of customer that it had brought to us. It was a more premium customer than we've seen in the past on average than other holiday packages we sold or other non-holiday -- sorry non-package holiday guests that we had seen. So I think we're optimistic about what it can do for us.

And I would sort of -- I would also say that, when you try marketing programs, or you try new programs to generate business, often you go through it and you sort of think, "That wasn't quite what we expected." This is actually quite different. This thing -- this relationship that we have built with DreamWorks and what we had put and impregnated into these hotels, this whole DreamWorks Experience, it brought an extraordinary amount of life and happiness to these hotels through this period, through this holiday period. And we're quite excited about the potential for that, for the summer months, and also for the next holiday season towards November, December next year. We're going to make some changes to the program. We learnt a lot from this program. But by and large, when you put 50,000 people through a Shrekfest in these 4 hotels, this breakfast is just where they meet and greet characters, and you see all of these happy little kids, their faces, the customer satisfaction scores that we got from the DreamWorks, the batons coming back from the customers were very strong. And so we've learnt a lot but we're very excited about the future.

And so as long as on the line Colin -- my follow-up is there going to be any sort of modifications that you're making to the sales and marketing process? Whether it be -- maybe you're finding to take your leisure rates higher, maybe as you can unbundle some of these offerings and try to capture more of the customer spend, any sort of key modifications that you're going to make to that marketing effort?

Well, the answer is, watch this space because your 2 hypotheses, the answer would be yes and yes. We are going to unbundle some of the stuff, and we are going to modify the marketing programs. Because what we do is, as you know, we obviously -- we track the effectiveness of each of the programs we put in. And so, we will be making audibles on these marketing programs, but we believe this is all going to be good for the overall direction of this particular relationship with DreamWorks. We're going to be sitting down with the folks. I spoke to Mr. Katzenberger just after the Christmas period, and we talked a lot about how it had gone and what we were doing, and are going to have some more brainstorming with the folks at DreamWorks who are very, very supportive of what we are doing. And they're very helpful on the creative side. So we're going to be doing that here, David, I think in the next 2 to 3 weeks. So anyway, Fred, that's the answer to the question. I think we'll take one more question, if we have one more question, Jackie. Otherwise, we will shut the call down and folks know how to get a hold of us here.

Your final question comes from the line of Chris Jones with Telsey Advisory Group.

Real quickly, just when you look at your guidance, as you mentioned, you said there's a fairly wide range. Could you possibly put some parameters as to what you're seeing in the high end and the low end of the range? You indicated 100 bps of margin improvement was in there. Maybe you could just talk little bit around that?

I think at this stage, our guidance is our guidance. And as we get through the first quarter, we'll give you a little bit more color on it. But right now, I think it serves no purpose to try and dissect what we've said on this guidance. Sorry about that. Jackie, thank you. And shareholders, thank you. And analysts, thank you for taking interest in our company this morning. Decent year, looking forward to a great 2012, and look forward to interacting with all of you over the next few months. Thank you very much.

Thank you. This concludes today's conference call. You may now disconnect.