DELAWARE | 95-2698708 | |
(State of Incorporation) | (I.R.S. Employer Identification No.) | |
9330 BALBOA AVENUE, SAN DIEGO, CA | 92123 | |
(Address of principal executive offices) | (Zip Code) |
Large accelerated filer þ | Accelerated filer o | Non-accelerated filer o | Smaller reporting company o | |||
(Do not check if a smaller reporting company) |
2
ITEM 1. | CONDENSED CONSOLIDATED FINANCIAL STATEMENTS |
July 4, | September 27, | |||||||
2010 | 2009 | |||||||
ASSETS |
||||||||
Current assets: |
||||||||
Cash and cash equivalents |
$ | 12,870 | $ | 53,002 | ||||
Accounts and other receivables, net |
56,053 | 49,036 | ||||||
Inventories |
39,927 | 37,675 | ||||||
Prepaid expenses |
33,387 | 8,958 | ||||||
Deferred income taxes |
44,614 | 44,614 | ||||||
Assets held for sale |
71,091 | 99,612 | ||||||
Other current assets |
4,953 | 7,152 | ||||||
Total current assets |
262,895 | 300,049 | ||||||
Property and equipment, at cost |
1,598,105 | 1,602,247 | ||||||
Less accumulated depreciation and amortization |
(714,812 | ) | (665,957 | ) | ||||
Property and equipment, net |
883,293 | 936,290 | ||||||
Other assets, net |
229,627 | 219,571 | ||||||
$ | 1,375,815 | $ | 1,455,910 | |||||
LIABILITIES AND STOCKHOLDERS EQUITY |
||||||||
Current liabilities: |
||||||||
Current maturities of long-term debt |
$ | 11,309 | $ | 67,977 | ||||
Accounts payable |
65,616 | 63,620 | ||||||
Accrued liabilities |
162,733 | 206,100 | ||||||
Total current liabilities |
239,658 | 337,697 | ||||||
Long-term debt, net of current maturities |
345,837 | 357,270 | ||||||
Other long-term liabilities |
227,720 | 234,190 | ||||||
Deferred income taxes |
225 | 2,264 | ||||||
Stockholders equity: |
||||||||
Preferred stock $.01 par value, 15,000,000 authorized, none issued |
| | ||||||
Common stock $.01 par value, 175,000,000 authorized, 74,369,998 and
73,987,070 issued, respectively |
744 | 740 | ||||||
Capital in excess of par value |
182,593 | 169,440 | ||||||
Retained earnings |
978,380 | 912,210 | ||||||
Accumulated other comprehensive loss, net |
(74,883 | ) | (83,442 | ) | ||||
Treasury stock, at cost, 19,294,745 and 16,726,032 shares |
(524,459 | ) | (474,459 | ) | ||||
Total stockholders equity |
562,375 | 524,489 | ||||||
$ | 1,375,815 | $ | 1,455,910 | |||||
3
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Revenues: |
||||||||||||||||
Restaurant sales |
$ | 376,143 | $ | 457,586 | $ | 1,276,538 | $ | 1,554,561 | ||||||||
Distribution sales |
94,039 | 72,534 | 289,419 | 231,517 | ||||||||||||
Franchised restaurant revenues |
53,112 | 45,602 | 168,361 | 144,728 | ||||||||||||
523,294 | 575,722 | 1,734,318 | 1,930,806 | |||||||||||||
Operating costs and expenses: |
||||||||||||||||
Food and packaging |
119,642 | 143,884 | 404,285 | 508,212 | ||||||||||||
Payroll and employee benefits |
114,526 | 132,186 | 388,011 | 462,684 | ||||||||||||
Occupancy and other |
88,381 | 97,309 | 298,422 | 330,683 | ||||||||||||
Company restaurant costs |
322,549 | 373,379 | 1,090,718 | 1,301,579 | ||||||||||||
Distribution costs of sales |
94,652 | 72,456 | 290,931 | 230,070 | ||||||||||||
Franchised restaurant costs |
23,798 | 18,961 | 76,310 | 58,651 | ||||||||||||
Selling, general and administrative expenses |
64,134 | 62,532 | 195,684 | 220,221 | ||||||||||||
Gains on the sale of company-operated restaurants, net |
(23,687 | ) | (8,725 | ) | (36,054 | ) | (44,320 | ) | ||||||||
481,446 | 518,603 | 1,617,589 | 1,766,201 | |||||||||||||
Earnings from operations |
41,848 | 57,119 | 116,729 | 164,605 | ||||||||||||
Interest expense, net |
2,421 | 4,372 | 11,729 | 16,672 | ||||||||||||
Earnings from continuing operations and before income taxes |
39,427 | 52,747 | 105,000 | 147,933 | ||||||||||||
Income taxes |
15,185 | 19,871 | 38,830 | 57,504 | ||||||||||||
Earnings from continuing operations |
24,242 | 32,876 | 66,170 | 90,429 | ||||||||||||
Loss from discontinued operations, net |
| (13,318 | ) | | (12,613 | ) | ||||||||||
Net earnings |
$ | 24,242 | $ | 19,558 | $ | 66,170 | $ | 77,816 | ||||||||
Net earnings per share basic: |
||||||||||||||||
Earnings from continuing operations |
$ | 0.44 | $ | 0.58 | $ | 1.19 | $ | 1.59 | ||||||||
Loss from discontinued operations, net |
| (0.24 | ) | | (0.22 | ) | ||||||||||
Net earnings per share |
$ | 0.44 | $ | 0.34 | $ | 1.19 | $ | 1.37 | ||||||||
Net earnings per share diluted: |
||||||||||||||||
Earnings from continuing operations |
$ | 0.44 | $ | 0.57 | $ | 1.18 | $ | 1.57 | ||||||||
Loss from discontinued operations, net |
| (0.23 | ) | | (0.22 | ) | ||||||||||
Net earnings per share |
$ | 0.44 | $ | 0.34 | $ | 1.18 | $ | 1.35 | ||||||||
Weighted-average shares outstanding: |
||||||||||||||||
Basic |
54,937 | 56,921 | 55,478 | 56,728 | ||||||||||||
Diluted |
55,711 | 57,975 | 56,264 | 57,697 |
4
Year-to-Date | ||||||||
July 4, | July 5, | |||||||
2010 | 2009 | |||||||
Cash flows from operating activities: |
||||||||
Net earnings |
$ | 66,170 | $ | 77,816 | ||||
Loss from discontinued operations, net |
| 12,613 | ||||||
Net earnings from continuing operations |
66,170 | 90,429 | ||||||
Adjustments to reconcile net earnings to net cash provided by operating activities: |
||||||||
Depreciation and amortization |
76,643 | 77,389 | ||||||
Deferred finance cost amortization |
1,063 | 1,195 | ||||||
Deferred income taxes |
(5,758 | ) | (1,283 | ) | ||||
Share-based compensation expense |
7,564 | 6,926 | ||||||
Pension and postretirement expense |
22,373 | 9,419 | ||||||
Losses (gains) on cash surrender value of company-owned life insurance |
(1,006 | ) | 7,690 | |||||
Gains on the sale of company-operated restaurants, net |
(36,054 | ) | (44,320 | ) | ||||
Gains on the acquisition of franchise-operated restaurants |
| (958 | ) | |||||
Losses on the disposition of property and equipment, net |
5,858 | 9,269 | ||||||
Loss on early retirement of debt |
513 | | ||||||
Impairment charges |
4,083 | 6,243 | ||||||
Changes in assets and liabilities, excluding acquisitions and dispositions: |
||||||||
Accounts and other receivables |
(9,746 | ) | (5,489 | ) | ||||
Inventories |
(2,252 | ) | 5,663 | |||||
Prepaid expenses and other current assets |
(23,002 | ) | (15,864 | ) | ||||
Accounts payable |
(3,555 | ) | 2,127 | |||||
Pension and postretirement contributions |
(18,715 | ) | (19,040 | ) | ||||
Other |
(36,298 | ) | (17,293 | ) | ||||
Cash flows provided by operating activities from continuing operations |
47,881 | 112,103 | ||||||
Cash flows provided by (used in) operating activities from discontinued operations |
(2,172 | ) | 2,953 | |||||
Cash flows provided by operating activities |
45,709 | 115,056 | ||||||
Cash flows from investing activities: |
||||||||
Purchases of property and equipment |
(62,173 | ) | (118,760 | ) | ||||
Proceeds from the sale of company-operated restaurants |
52,035 | 49,447 | ||||||
Proceeds from (purchases of) assets held for sale and leaseback, net |
31,333 | (27,981 | ) | |||||
Collections on notes receivable |
8,074 | 23,659 | ||||||
Acquisition of franchise-operated restaurants |
(8,115 | ) | (6,760 | ) | ||||
Other |
2,507 | (2,076 | ) | |||||
Cash flows provided by (used in) investing activities from continuing operations |
23,661 | (82,471 | ) | |||||
Cash flows used in investing activities from discontinued operations |
| (1,765 | ) | |||||
Cash flows provided by (used in) investing activities |
23,661 | (84,236 | ) | |||||
Cash flows from financing activities: |
||||||||
Borrowings on revolving credit facility |
660,000 | 381,000 | ||||||
Repayments of borrowings on revolving credit facility |
(512,000 | ) | (442,000 | ) | ||||
Proceeds from issuance of debt |
200,000 | | ||||||
Principal repayments on debt |
(416,101 | ) | (2,095 | ) | ||||
Debt issuance costs |
(9,126 | ) | | |||||
Proceeds from issuance of common stock |
4,079 | 4,117 | ||||||
Repurchase of common stock |
(50,000 | ) | | |||||
Excess tax benefits from share-based compensation arrangements |
1,234 | 1,228 | ||||||
Change in book overdraft |
12,412 | (8,801 | ) | |||||
Cash flows used in financing activities |
(109,502 | ) | (66,551 | ) | ||||
Net decrease in cash and cash equivalents |
(40,132 | ) | (35,731 | ) | ||||
Cash and cash equivalents at beginning of period |
53,002 | 47,884 | ||||||
Cash and cash equivalents at end of period |
$ | 12,870 | $ | 12,153 | ||||
5
1. | BASIS OF PRESENTATION |
Nature of operations Founded in 1951, Jack in the Box Inc. (the Company) operates and franchises Jack in the Box® quick-service restaurants and Qdoba Mexican Grill® (Qdoba) fast-casual restaurants in 45 states. References to the Company throughout these Notes to Condensed Consolidated Financial Statements are made using the first person notations of we, us and our. | ||
Basis of presentation The accompanying condensed consolidated financial statements have been prepared in accordance with U.S. generally accepted accounting principles (GAAP) and the rules and regulations of the Securities and Exchange Commission (SEC). In our opinion, all adjustments considered necessary for a fair presentation of financial condition and results of operations for these interim periods have been included. Operating results for one interim period are not necessarily indicative of the results for any other interim period or for the full year. | ||
These financial statements should be read in conjunction with the consolidated financial statements and related notes contained in our Annual Report on Form 10-K for the fiscal year ended September 27, 2009. The accounting policies used in preparing these condensed consolidated financial statements are the same as those described in our Form 10-K, with the exception of new accounting pronouncements adopted in fiscal 2010. | ||
During fiscal 2009, we sold all of our Quick Stuff® convenience stores and fuel stations. These stores and their related activities have been presented as discontinued operations for all periods presented. Unless otherwise noted, amounts and disclosures throughout these Notes to Condensed Consolidated Financial Statements relate to our continuing operations. | ||
Principles of consolidation The condensed consolidated financial statements include the accounts of the Company, its wholly-owned subsidiaries and the accounts of any variable interest entities where we are deemed the primary beneficiary. All significant intercompany transactions are eliminated. | ||
Reclassifications and adjustments Certain prior year amounts in the condensed consolidated financial statements have been reclassified to conform to the fiscal 2010 presentation, including the separation of restaurant operating costs into two components; payroll and employee benefits, and occupancy and other. We believe the additional detail provided is useful when analyzing the operating results of our restaurants. | ||
Fiscal year Our fiscal year is 52 or 53 weeks ending the Sunday closest to September 30. Fiscal year 2010 includes 53 weeks while 2009 includes 52 weeks. Our first quarter includes 16 weeks and all other quarters include 12 weeks, with the exception of the fourth quarter of fiscal 2010, which includes 13 weeks. All comparisons between 2010 and 2009 refer to the twelve (quarter) and forty (year-to-date) weeks ended July 4, 2010 and July 5, 2009, respectively, unless otherwise indicated. | ||
Use of estimates In preparing the condensed consolidated financial statements in conformity with U.S. GAAP, management is required to make certain assumptions and estimates that affect reported amounts of assets, liabilities, revenues, expenses and the disclosure of contingencies. In making these assumptions and estimates, management may from time to time seek advice and consider information provided by actuaries and other experts in a particular area. Actual amounts could differ materially from these estimates. |
2. | INDEBTEDNESS |
New Credit Facility On June 29, 2010, the Company replaced its existing credit facility with a new credit facility intended to provide a more flexible capital structure. The new credit facility is comprised of (i) a $400.0 million revolving credit facility and (ii) a $200.0 million term loan with a five-year maturity, initially both with London Interbank Offered Rate (LIBOR) plus 2.50%. As part of the credit agreement, we may also request the issuance of up to $75.0 million in letters of credit, the outstanding amount of which reduces the net borrowing capacity under the agreement. The new credit facility requires the payment of an annual commitment fee based on the unused portion of the credit facility. The credit facilitys interest rates and the annual commitment rate are based on a financial leverage ratio, as defined in the credit agreement. |
6
Repayments The term loan requires amortization in the form of quarterly scheduled principal installments in the annual amounts set forth below (in thousands): |
Fiscal Year |
||||
2010 |
$ | 2,500 | ||
2011 |
12,500 | |||
2012 |
20,000 | |||
2013 |
15,000 | |||
2014 |
30,000 | |||
2015 |
120,000 | |||
Total principal installments |
$ | 200,000 | ||
The first such scheduled installment is required to be made on September 30, 2010, and the maturity date of the term loan is June 29, 2015. The Company may make voluntary prepayments of the loans under the revolving credit facility and term loan at any time without premium or penalty. Certain events such as asset sales, certain issuances of debt, and insurance and condemnation recoveries, may trigger a mandatory prepayment. | ||
Collateral The Companys obligations under the new credit facility are secured by first priority liens and security interests in the capital stock, partnership, and membership interests owned by the Company and (or) its subsidiaries, and any proceeds thereof, subject to certain restrictions set forth in the credit agreement. Additionally, there is a negative pledge on all tangible and intangible assets (including all real and personal property) with customary exceptions as reflected in the credit agreement. | ||
Covenants We are subject to a number of customary covenants under our credit facility, including limitations on additional borrowings, acquisitions, loans to franchisees, capital expenditures, lease commitments, stock repurchases and dividend payments, and requirements to maintain certain financial ratios. | ||
Use of proceeds The Company borrowed $200.0 million under the term loan and $169.0 million under the revolving credit facility. The proceeds were used to repay all borrowings under the prior credit facility and related transaction fees and expenses, including those associated with the new credit facility. At July 4, 2010, we had borrowings under the revolving credit facility of $148.0 million and letters of credit outstanding of $34.9 million. Loan origination costs associated with the new credit facility were $9.2 million and are included as deferred costs in other assets, net in the accompanying condensed consolidated balance sheet as of July 4, 2010. Deferred financing fees of $0.5 million related to the prior credit facility were written-off and are included in interest expense, net in the accompanying condensed consolidated statement of earnings. |
3. | FRANCHISE ARRANGEMENTS |
Franchise agreements generally provide for franchise fees, which are included in franchised restaurant revenues in the accompanying condensed consolidated statements of earnings. We also recognize gains on the sale of company-operated restaurants to franchisees, which are recorded when the sales are consummated and certain other gain recognition criteria are met. The following is a summary of these transactions (dollars in thousands): |
7
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Number of restaurants sold to franchisees |
58 | 23 | 111 | 98 | ||||||||||||
Number of restaurants opened by franchisees |
10 | 10 | 29 | 41 | ||||||||||||
Initial franchise fees received |
$ | 2,583 | $ | 1,402 | $ | 5,558 | $ | 5,590 | ||||||||
Cash proceeds from the sale of company-operated restaurants |
$ | 32,942 | $ | 9,018 | $ | 52,035 | $ | 49,447 | ||||||||
Notes receivable (1) |
| 5,264 | 2,730 | 13,816 | ||||||||||||
Total proceeds |
32,942 | 14,282 | 54,765 | 63,263 | ||||||||||||
Net assets sold (primarily equipment) |
(8,585 | ) | (2,875 | ) | (17,597 | ) | (15,205 | ) | ||||||||
Goodwill related to the sale of company-operated restaurants |
(670 | ) | (311 | ) | (1,114 | ) | (1,367 | ) | ||||||||
Gains on the sale of company-operated restaurants |
$ | 23,687 | $ | 11,096 | $ | 36,054 | $ | 46,691 | ||||||||
Average proceeds |
$ | 568 | $ | 621 | $ | 493 | $ | 646 | ||||||||
Average gains on the sale of company-operated restaurants |
$ | 408 | $ | 482 | $ | 325 | $ | 476 |
(1) | Temporary financing was provided to franchisees in connection with certain refranchising transactions. |
In the third quarter of fiscal 2009, we recognized a loss of $2.4 million related to the anticipated sale of a lower performing Jack in the Box company-operated market. This loss was included in gains on the sale of company-operated restaurants, net in the accompanying condensed consolidated statement of earnings. |
4. | FRANCHISE ACQUISITIONS |
We account for the acquisition of franchised restaurants using the purchase method of accounting for business combinations. In the third quarter, we acquired 16 Qdoba restaurants from a franchisee for net consideration of $8.1 million. The purchase price allocation was based on fair value estimates determined using significant unobservable inputs (Level 3). The following table provides detail of the allocation (in thousands): |
Property and equipment |
$ | 6,771 | ||
Reacquired franchise rights |
301 | |||
Goodwill |
1,043 | |||
Total consideration |
$ | 8,115 | ||
In 2009, we acquired 22 Qdoba restaurants from franchisees for net consideration of $6.8 million. The purchase price was allocated to property and equipment, goodwill and other income (included in selling, general and administrative expenses in the accompanying condensed consolidated statement of earnings). |
5. | FAIR VALUE MEASUREMENTS |
On September 29, 2008, we adopted the authoritative guidance issued by the Financial Accounting Standards Board (FASB), which defines fair value, establishes a framework for measuring fair value and enhances disclosures about fair value measurements for our financial assets and liabilities. As permitted by the authoritative guidance, we elected to defer adoption of the fair value guidance for our non-financial assets and liabilities until the first quarter of fiscal 2010. The adoption did not have a material impact on our condensed consolidated financial statements. |
8
Financial assets and liabilities The following table presents the Companys financial assets and liabilities measured at fair value on a recurring basis as of July 4, 2010 (in thousands): |
Fair Value Measurements | ||||||||||||||||
Quoted Prices | ||||||||||||||||
in Active | Significant | |||||||||||||||
Markets for | Other | Significant | ||||||||||||||
Identical | Observable | Unobservable | ||||||||||||||
Assets | Inputs | Inputs | ||||||||||||||
Total | (Level 1) | (Level 2) | (Level 3) | |||||||||||||
Non-qualified deferred compensation plan (1) |
$ | 34,031 | $ | 34,031 | $ | | $ | |
(1) | We maintain an unfunded defined contribution plan for key executives and other members of management excluded from participation in our qualified savings plan. The fair value of this obligation is based on the closing market prices of the participants elected investments. |
The fair values of each of our long-term debt instruments are based on quoted market values, where available, or on the amount of future cash flows associated with each instrument, discounted using our current borrowing rate for similar debt instruments of comparable maturity. The estimated fair values of our term loan and capital lease obligations approximated their carrying values as of July 4, 2010. | ||
Non-financial assets and liabilities The Companys non-financial instruments, which primarily consist of goodwill, intangible assets and property and equipment, are reported at carrying value and are not required to be measured at fair value on a recurring basis. However, on a periodic basis or whenever events or changes in circumstances indicate that their carrying value may not be recoverable (at least annually for goodwill and semi-annually for property and equipment), non-financial instruments are assessed for impairment and, if applicable, written down to fair value. | ||
In connection with our semi-annual property and equipment impairment reviews, long-lived assets held and used at 13 Jack in the Box restaurants having a carrying value of $2.9 million were written down to fair value using significant unobservable inputs (Level 3). The resulting impairment charge of $2.9 million was included in selling, general and administrative expenses in the accompanying condensed consolidated statement of earnings for the year-to-date period ended July 4, 2010. |
6. | DERIVATIVE INSTRUMENTS |
Objectives and strategies We are exposed to interest rate volatility with regard to our variable rate debt. To reduce our exposure to rising interest rates, we entered into two interest rate swap agreements that effectively converted $200.0 million of our variable rate term loan borrowings to a fixed rate basis until April 1, 2010. These agreements were designated as cash flow hedges under the terms of the FASB authoritative guidance for derivative instruments and hedging with effectiveness assessed based on changes in the present value of the term loan interest payments. | ||
We are also exposed to the impact of utility price fluctuations related to unpredictable factors such as weather and various other market conditions outside our control. Our ability to recover increased costs through higher prices is limited by the competitive environment in which we operate. Therefore, from time to time, we enter into futures and option contracts to manage these fluctuations. These contracts have not been designated as hedging instruments under the FASB authoritative guidance for derivative instruments and hedging. | ||
Financial position The following derivative instruments were outstanding as of the end of each period (in thousands): |
July 4, 2010 | September 27, 2009 | |||||||||||||||
Balance | Balance | |||||||||||||||
Sheet | Fair | Sheet | Fair | |||||||||||||
Location | Value | Location | Value | |||||||||||||
Derivatives designated hedging instruments: |
||||||||||||||||
Interest rate swaps |
$ | | Accrued | $ | 4,615 | |||||||||||
liabilities |
9
Financial performance The following is a summary of the gains or losses recognized on our derivative instruments (in thousands): |
Amount of Gain/(Loss) Recognized in OCI | ||||||||||||||||
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Derivatives in cash flow hedging relationship: |
||||||||||||||||
Interest rate swaps (Note 11) |
$ | | $ | 1,071 | $ | 4,615 | $ | (1,363 | ) |
Location of | Amount of Gain/(Loss) Recognized in Income | |||||||||||||
Gain/(Loss) | Quarter | Year-to-Date | ||||||||||||
Recognized | July 4, | July 5, | July 4, | July 5, | ||||||||||
in Income | 2010 | 2009 | 2010 | 2009 | ||||||||||
Derivatives not designated hedging instruments: |
||||||||||||||
Occupancy | ||||||||||||||
Natural gas contracts
|
and other | $ | $ | $ | (99 | ) | $ | (544 | ) |
During 2010 and 2009, our interest rate swaps had no hedge ineffectiveness, and no gains or losses were reclassified into net earnings. |
7. | IMPAIRMENT, DISPOSAL OF PROPERTY AND EQUIPMENT, AND RESTAURANT CLOSING COSTS |
Impairment When events and circumstances indicate that our long-lived assets might be impaired and their carrying amount is greater than the undiscounted cash flows we expect to generate from such assets, we recognize an impairment loss as the amount by which the carrying value exceeds the fair value of the assets. We typically estimate fair value based on the estimated discounted cash flows of the related asset using marketplace participant assumptions. Impairment charges primarily relate to the write-down of the carrying value of certain underperforming Jack in the Box restaurants we continue to operate and restaurants we have closed. | ||
Disposal of property and equipment We also recognize accelerated depreciation and other costs on the disposition of property and equipment. When we decide to dispose of a long-lived asset, depreciable lives are adjusted based on the estimated disposal date and accelerated depreciation is recorded. Other disposal costs primarily relate to gains or losses recognized upon the sale of closed restaurant properties and normal ongoing capital maintenance activities. | ||
The following impairment and disposal costs are included in selling, general and administrative expenses in the accompanying condensed consolidated statements of earnings (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Impairment charges |
$ | 2,580 | $ | 1,386 | $ | 4,083 | $ | 6,243 | ||||||||
Losses on the disposition of property and equipment, net |
$ | 3,498 | $ | 3,485 | $ | 5,858 | $ | 9,269 |
Restaurant closing costs consist of future lease commitments, net of anticipated sublease rentals, and expected ancillary costs, and are included in selling, general and administrative expenses. Total accrued restaurant closing costs, included in accrued liabilities and other long-term liabilities, changed as follows (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Balance at beginning of period |
$ | 5,230 | $ | 4,504 | $ | 4,234 | $ | 4,712 | ||||||||
Additions and adjustments |
310 | 287 | 1,934 | 766 | ||||||||||||
Cash payments |
(379 | ) | (298 | ) | (1,007 | ) | (985 | ) | ||||||||
Balance at end of period |
$ | 5,161 | $ | 4,493 | $ | 5,161 | $ | 4,493 | ||||||||
Additions and adjustments primarily relate to revisions to certain sublease assumptions and the closures of certain Jack in the Box restaurants. |
10
8. | INCOME TAXES |
The income tax provisions reflect year-to-date effective tax rates of 37.0% in 2010 and 38.9% in 2009. The final annual tax rate cannot be determined until the end of the fiscal year; therefore, the actual 2010 rate could differ from our current estimates. | ||
At September 27, 2009, our gross unrecognized tax benefits associated with uncertain income tax positions were $0.6 million, which if recognized, would favorably affect the effective income tax rate. As of July 4, 2010, the gross unrecognized tax benefits changed to $0.4 million due to beneficial settlement of an Internal Revenue Service appeal. | ||
It is reasonably possible that changes of approximately $0.4 million to the gross unrecognized tax benefits will be required within the next twelve months. These changes relate to the possible settlement of state tax audits. | ||
The major jurisdictions in which the Company files income tax returns include the United States and states in which we operate that impose an income tax. The federal statutes of limitations have not expired for tax years 2007 and forward. The statutes of limitations for California and Texas, which constitute the Companys major state tax jurisdictions, have not expired for tax years 2000 and 2005, respectively, and forward. Generally, the statutes of limitations for the other state jurisdictions have not expired for tax years 2006 and forward. |
9. | RETIREMENT PLANS |
Defined benefit pension plans We sponsor a defined benefit pension plan covering substantially all full-time employees. We also sponsor an unfunded supplemental executive retirement plan, which provides certain employees additional pension benefits and was closed to any new participants effective January 1, 2007. Benefits under all plans are based on the employees years of service and compensation over defined periods of employment. | ||
Postretirement healthcare plans We also sponsor healthcare plans that provide postretirement medical benefits to certain employees who meet minimum age and service requirements. The plans are contributory, with retiree contributions adjusted annually, and contain other cost-sharing features such as deductibles and coinsurance. | ||
Net periodic benefit cost The components of net periodic benefit cost were as follows in each period (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Defined benefit pension plans: |
||||||||||||||||
Service cost |
$ | 2,898 | $ | 2,233 | $ | 9,658 | $ | 7,442 | ||||||||
Interest cost |
4,779 | 4,213 | 15,929 | 14,042 | ||||||||||||
Expected return on plan assets |
(4,088 | ) | (4,035 | ) | (13,626 | ) | (13,450 | ) | ||||||||
Actuarial loss |
2,575 | 104 | 8,583 | 347 | ||||||||||||
Amortization of unrecognized prior service cost |
135 | 191 | 452 | 639 | ||||||||||||
Net periodic benefit cost |
$ | 6,299 | $ | 2,706 | $ | 20,996 | $ | 9,020 | ||||||||
Postretirement health plans: |
||||||||||||||||
Service cost |
$ | 25 | $ | 21 | $ | 82 | $ | 75 | ||||||||
Interest cost |
331 | 277 | 1,104 | 923 | ||||||||||||
Actuarial loss (gains) |
15 | (222 | ) | 49 | (741 | ) | ||||||||||
Amortization of unrecognized prior service cost |
42 | 43 | 142 | 142 | ||||||||||||
Net periodic benefit cost |
$ | 413 | $ | 119 | $ | 1,377 | $ | 399 | ||||||||
Cash flows Our policy is to fund our plans at or above the minimum required by law. Details regarding 2010 contributions are as follows (in thousands): |
Postretirement | ||||||||
Defined Benefit | Health Care | |||||||
Pension Plans | Plans(1) | |||||||
Net year-to-date contributions |
$ | 16,906 | $ | 1,809 | ||||
Remaining estimated net contributions during fiscal 2010 |
$ | 8,100 | $ | 300 |
(1) | Net of Medicare Part D subsidy. |
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10. | SHARE-BASED EMPLOYEE COMPENSATION |
Compensation expense We offer share-based compensation plans to attract, retain and motivate key officers, employees and non-employee directors to work toward the financial success of the Company. The components of share-based compensation expense recognized in each period are as follows (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Stock options |
$ | 1,672 | $ | 1,594 | $ | 5,415 | $ | 7,241 | ||||||||
Performance-based stock awards |
187 | 97 | 899 | (1,162 | ) | |||||||||||
Nonvested stock awards |
140 | 157 | 783 | 552 | ||||||||||||
Nonvested stock units |
65 | 48 | 188 | 80 | ||||||||||||
Deferred compensation for non-management directors |
| 68 | 279 | 215 | ||||||||||||
Total share-based compensation expense |
$ | 2,064 | $ | 1,964 | $ | 7,564 | $ | 6,926 | ||||||||
Share-based compensation awards are granted annually by the Company. Beginning fiscal 2010, stock awards granted to certain executives are comprised of stock options and performance awards whereas previously only stock options were granted. | ||
Stock options In November 2009, we granted 550,000 stock options to certain executives at a grant date fair value of $6.54. | ||
Performance-based stock awards In November 2009, we granted 225,440 performance-based stock awards to certain executives and non-officer employees at a grant date price of $19.26. These performance awards represent the right to receive shares of common stock at the end of a three-year service period based on the achievement of performance goals. In November 2009, we also issued 42,693 shares of common stock pursuant to performance awards, which vested at the end of fiscal 2009. | ||
In November 2008, we modified the performance periods and goals of our outstanding performance-based stock awards to address challenges associated with establishing long-term performance measures. The modifications and changes to expectations regarding achievement levels resulted in a $2.2 million reduction in selling, general and administrative expense in fiscal 2009. |
Nonvested stock awards In January 2010, we released 30,168 nonvested stock awards related to the retirement of an executive. |
Nonvested stock units In February 2010, we granted 34,700 nonvested stock units at a grant date price of $21.24 to an executive. |
11. | STOCKHOLDERS EQUITY |
Repurchases of common stock In November 2007, the Board approved a program to repurchase up to $200.0 million in shares of our common stock over three years expiring November 9, 2010. During 2010, we repurchased approximately 2.6 million shares at an aggregate cost of $50.0 million. As of July 4, 2010, the aggregate remaining amount authorized for repurchase was $47.4 million. |
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Comprehensive income Our total comprehensive income, net of taxes, was as follows (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Net earnings |
$ | 24,242 | $ | 19,558 | $ | 66,170 | $ | 77,816 | ||||||||
Net unrealized gains (losses) related to cash flow hedges (Note 6) |
| 1,071 | 4,615 | (1,363 | ) | |||||||||||
Tax effect |
| (410 | ) | (1,761 | ) | 522 | ||||||||||
| 661 | 2,854 | (841 | ) | ||||||||||||
Effect of amortization of unrecognized net actuarial losses and prior
service cost |
2,767 | 116 | 9,226 | 387 | ||||||||||||
Tax effect |
(1,056 | ) | (44 | ) | (3,521 | ) | (148 | ) | ||||||||
1,711 | 72 | 5,705 | 239 | |||||||||||||
Total comprehensive income |
$ | 25,953 | $ | 20,291 | $ | 74,729 | $ | 77,214 | ||||||||
Accumulated other comprehensive loss The components of accumulated other comprehensive loss, net of taxes, were as follows at the end of each period (in thousands): |
July 4, | September 27, | |||||||
2010 | 2009 | |||||||
Unrecognized periodic benefit costs, net of tax benefits of $46,229 and $49,750, respectively |
$ | (74,883 | ) | $ | (80,588 | ) | ||
Net unrealized losses related to cash flow hedges, net of tax benefits of $0 and $1,761, respectively |
| (2,854 | ) | |||||
Accumulated other comprehensive loss |
$ | (74,883 | ) | $ | (83,442 | ) | ||
12. | AVERAGE SHARES OUTSTANDING |
Our basic earnings per share calculation is computed based on the weighted-average number of common shares outstanding. Our diluted earnings per share calculation is computed based on the weighted-average number of common shares outstanding adjusted by the number of additional shares that would have been outstanding had the potentially dilutive common shares been issued. Potentially dilutive common shares include stock options, nonvested stock awards and units, non-management director stock equivalents and shares issuable under our employee stock purchase plan. Performance-vested stock awards are included in the weighted-average diluted shares outstanding each period if the performance criteria have been met at the end of the respective periods. |
The following table reconciles basic weighted-average shares outstanding to diluted weighted-average shares outstanding (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Weighted-average shares outstanding basic |
54,937 | 56,921 | 55,478 | 56,728 | ||||||||||||
Effect of potentially dilutive securities: |
||||||||||||||||
Stock options |
533 | 694 | 534 | 632 | ||||||||||||
Nonvested stock awards |
180 | 170 | 178 | 171 | ||||||||||||
Nonvested stock units |
5 | | 2 | | ||||||||||||
Performance-vested stock awards |
56 | 190 | 72 | 166 | ||||||||||||
Weighted-average shares outstanding diluted |
55,711 | 57,975 | 56,264 | 57,697 | ||||||||||||
Excluded from diluted weighted-average shares outstanding: |
||||||||||||||||
Antidilutive |
3,202 | 2,774 | 3,146 | 2,757 | ||||||||||||
Performance conditions not satisfied at end of the period |
263 | 98 | 263 | 122 |
13. | VARIABLE INTEREST ENTITIES |
The primary entities in which we possess a variable interest are franchise entities, which operate our franchised restaurants. We do not possess any ownership interests in franchise entities. We have reviewed these franchise entities and determined that we are not the primary beneficiary of the entities and therefore, these entities have not been consolidated. |
We use advertising funds for both our restaurant concepts to administer our advertising programs. These funds are consolidated into our financial statements as they are deemed variable interest entities (VIEs) for which we are the primary beneficiary. Consolidation of these funds had no impact on our condensed consolidated statements of |
13
earnings or cash flows. Contributions to these funds are designated for advertising, and we administer the funds contributions. The Companys maximum loss exposure for these funds is limited to its investment. |
The following table reflects the assets and liabilities of our advertising funds that were included in our condensed consolidated balance sheet at July 4, 2010 (in thousands): |
Jack in the Box | Qdoba | |||||||
Cash |
$ | | $ | 254 | ||||
Accounts receivable |
| 163 | ||||||
Prepaid assets |
3,769 | 37 | ||||||
Other |
| 36 | ||||||
Total assets |
$ | 3,769 | $ | 490 | ||||
Accounts payable |
$ | | $ | 459 | ||||
Accrued liabilities |
12,509 | 31 | ||||||
Total liabilities |
$ | 12,509 | $ | 490 | ||||
14. | CONTINGENCIES AND LEGAL MATTERS |
Legal matters We are subject to normal and routine litigation. In the opinion of management, based in part on the advice of legal counsel, the ultimate liability from all pending legal proceedings, asserted legal claims and known potential legal claims should not materially affect our operating results, financial position or liquidity. |
15. | SEGMENT REPORTING |
We manage the Company as a two-branded restaurant operations business, and as such, our segments comprise results related to system restaurant operations for our Jack in the Box and Qdoba brands. This segment reporting structure reflects the Companys current management structure, internal reporting method and financial information used in deciding how to allocate Company resources. Based upon certain quantitative thresholds, both operating segments are considered reportable segments. |
We measure and evaluate our segments based on segment earnings from operations. Summarized financial information concerning our reportable segments is shown in the following table (in thousands): |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Revenues by segment: |
||||||||||||||||
Jack in the Box restaurant operations |
$ | 388,649 | $ | 467,888 | $ | 1,323,259 | $ | 1,592,091 | ||||||||
Qdoba restaurant operations |
40,606 | 35,300 | 121,640 | 107,198 | ||||||||||||
Distribution operations |
94,039 | 72,534 | 289,419 | 231,517 | ||||||||||||
Consolidated revenues |
$ | 523,294 | $ | 575,722 | $ | 1,734,318 | $ | 1,930,806 | ||||||||
Earnings from operations by segment: |
||||||||||||||||
Jack in the Box restaurant operations |
$ | 39,097 | $ | 53,759 | $ | 110,342 | $ | 154,891 | ||||||||
Qdoba restaurant operations |
3,357 | 3,117 | 7,864 | 7,700 | ||||||||||||
Distribution operations |
(606 | ) | 243 | (1,477 | ) | 2,014 | ||||||||||
Consolidated earnings from operations |
$ | 41,848 | $ | 57,119 | $ | 116,729 | $ | 164,605 | ||||||||
Interest income and expense and income taxes are not reported for our segments, in accordance with our method of internal reporting. |
16. | SUPPLEMENTAL CONSOLIDATED CASH FLOW INFORMATION |
Additional information related to cash flows is as follows (in thousands): |
Year-to-Date | ||||||||
July 4, | July 5, | |||||||
2010 | 2009 | |||||||
Cash paid during the year for: |
||||||||
Interest, net of amounts capitalized |
$ | 14,374 | $ | 21,979 | ||||
Income tax payments |
$ | 58,396 | $ | 57,787 |
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17. | SUPPLEMENTAL CONSOLIDATED BALANCE SHEET INFORMATION |
Other assets, net We have purchased company-owned life insurance (COLI) policies to support our non-qualified benefit plans. The cash surrender values of these policies were $70.6 million and $66.9 million as of July 4, 2010 and September 27, 2009, respectively, and are included in other assets, net in the accompanying condensed consolidated balance sheets. These policies reside in an umbrella trust for use only to pay plan benefits to participants or to pay creditors if the Company becomes insolvent. As of July 4, 2010 and September 27, 2009, the trust also included cash of $0.5 million and $1.4 million, respectively. |
Goodwill is the excess of the purchase price over the fair value of identifiable net assets acquired. As of July 4, 2010 and September 27, 2009, other assets, net included goodwill of $85.8 million. Refer to Note 3, Franchise Arrangements, and Note 4, Franchise Acquisitions, for detail regarding goodwill activity since the end of last fiscal year. |
Accrued liabilities Accrued liabilities included accrued advertising costs of $12.5 million and $21.2 million as of July 4, 2010 and September 27, 2009, respectively. |
18. | FUTURE APPLICATION OF ACCOUNTING PRINCIPLES |
In June 2009, the FASB issued authoritative guidance for consolidation, which changes the approach for determining which enterprise has a controlling financial interest in a variable interest entity and requires more frequent reassessments of whether an enterprise is a primary beneficiary. This guidance is effective for annual periods beginning after November 15, 2009. We are currently in the process of assessing the impact this guidance may have on our consolidated financial statements. |
Other accounting standards that have been issued or proposed by the FASB or other standards-setting bodies that do not require adoption until a future date are not expected to have a material impact on our consolidated financial statements upon adoption. |
15
| Overview a general description of our business, the quick-service dining segment of the restaurant industry and fiscal 2010 highlights. | ||
| Results of operations an analysis of our consolidated statements of earnings for the periods presented in our condensed consolidated financial statements. | ||
| Liquidity and capital resources an analysis of cash flows including capital expenditures, aggregate contractual obligations, share repurchase activity, known trends that may impact liquidity and the impact of inflation. | ||
| Discussion of critical accounting estimates a discussion of accounting policies that require critical judgments and estimates. | ||
| New accounting pronouncements a discussion of new accounting pronouncements, dates of implementation and impact on our consolidated financial position or results of operations, if any. | ||
| Cautionary statements regarding forward-looking statements a discussion of the forward-looking statements used by management. |
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| Restaurant Sales. Sales at Jack in the Box company-operated restaurants open more than one fiscal year (same-store) decreased 9.4% in the quarter and 9.9% year-to-date. System same-store sales at Qdoba restaurants increased 4.6% in the quarter and 1.8% year-to-date. Sales at our Jack in the Box restaurants continue to be impacted by high unemployment rates in our major markets for our key customer demographics. Our average check at Jack in the Box company restaurants declined approximately 2.5% during the quarter as promotions had a negative impact which more than offset price increases of approximately 1.2%. | ||
| Commodity Costs. Pressures from higher commodity costs, which negatively impacted our business in fiscal 2009, have moderated somewhat in 2010. Year-to-date, overall commodity costs at our Jack in the Box restaurants decreased approximately 3.0%. We expect our overall commodity costs to increase approximately 4.0% in the fourth quarter as compared to last year and to decrease approximately 1.0% in fiscal 2010. | ||
| Restaurant Growth. We continued to grow our brands with the opening of new company-operated and franchised restaurants. Year-to-date, we opened 32 Jack in the Box locations, including several in our newer markets, and 23 Qdoba locations. | ||
| Franchising Program. We refranchised 111 Jack in the Box restaurants year-to-date, while Qdoba and Jack in the Box franchisees opened 29 restaurants year-to-date. We remain on track to achieve our goal to increase the percentage of franchise ownership in the Jack in the Box system to 70-80% by the end of fiscal year 2013, and crossed the 50% mark during the third quarter. | ||
| Credit Facility. On June 29, 2010, we entered into a new credit agreement consisting of a $400 million revolving credit facility and a $200 million term loan, both with a five-year maturity. |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Statement of Earnings Data: |
||||||||||||||||
Revenues: |
||||||||||||||||
Restaurant sales |
71.9 | % | 79.5 | % | 73.6 | % | 80.5 | % | ||||||||
Distribution sales |
18.0 | % | 12.6 | % | 16.7 | % | 12.0 | % | ||||||||
Franchised restaurant revenues |
10.1 | % | 7.9 | % | 9.7 | % | 7.5 | % | ||||||||
Total revenues |
100.0 | % | 100.0 | % | 100.0 | % | 100.0 | % | ||||||||
Operating costs and expenses: |
||||||||||||||||
Food and packaging (1) |
31.8 | % | 31.4 | % | 31.7 | % | 32.7 | % | ||||||||
Payroll and employee benefits (1) |
30.4 | % | 28.9 | % | 30.4 | % | 29.8 | % | ||||||||
Occupancy and other (1) |
23.5 | % | 21.3 | % | 23.4 | % | 21.3 | % | ||||||||
Company restaurant costs (1) |
85.8 | % | 81.6 | % | 85.4 | % | 83.7 | % | ||||||||
Distribution costs of sales (1) |
100.7 | % | 99.9 | % | 100.5 | % | 99.4 | % | ||||||||
Franchised restaurant costs (1) |
44.8 | % | 41.6 | % | 45.3 | % | 40.5 | % | ||||||||
Selling, general and administrative expenses |
12.3 | % | 10.9 | % | 11.3 | % | 11.4 | % | ||||||||
Gains on the sale of company-operated restaurants, net |
(4.5 | %) | (1.5 | %) | (2.1 | %) | (2.3 | %) | ||||||||
Earnings from operations |
8.0 | % | 9.9 | % | 6.7 | % | 8.5 | % | ||||||||
Income tax rate (2) |
38.5 | % | 37.7 | % | 37.0 | % | 38.9 | % |
(1) | As a percentage of the related sales and/or revenues. | |
(2) | As a percentage of earnings from continuing operations and before income taxes. |
17
July 4, 2010 | July 5, 2009 | |||||||||||||||||||||||
Company | Franchised | Total | Company | Franchised | Total | |||||||||||||||||||
Jack in the Box: |
||||||||||||||||||||||||
Beginning of period |
1,190 | 1,022 | 2,212 | 1,346 | 812 | 2,158 | ||||||||||||||||||
New |
18 | 14 | 32 | 35 | 14 | 49 | ||||||||||||||||||
Refranchised |
(111 | ) | 111 | | (98 | ) | 98 | | ||||||||||||||||
Acquired by the Company |
1 | (1 | ) | | | | | |||||||||||||||||
Closed |
(4 | ) | (6 | ) | (10 | ) | (5 | ) | (3 | ) | (8 | ) | ||||||||||||
End of period |
1,094 | 1,140 | 2,234 | 1,278 | 921 | 2,199 | ||||||||||||||||||
% of system |
49 | % | 51 | % | 100 | % | 58 | % | 42 | % | 100 | % | ||||||||||||
Qdoba: |
||||||||||||||||||||||||
Beginning of period |
157 | 353 | 510 | 111 | 343 | 454 | ||||||||||||||||||
New |
8 | 15 | 23 | 14 | 27 | 41 | ||||||||||||||||||
Acquired by the Company |
16 | (16 | ) | | 22 | (22 | ) | | ||||||||||||||||
Closed |
| (18 | ) | (18 | ) | | (4 | ) | (4 | ) | ||||||||||||||
End of period |
181 | 334 | 515 | 147 | 344 | 491 | ||||||||||||||||||
% of system |
35 | % | 65 | % | 100 | % | 30 | % | 70 | % | 100 | % | ||||||||||||
Consolidated: |
||||||||||||||||||||||||
Total system |
1,275 | 1,474 | 2,749 | 1,425 | 1,265 | 2,690 | ||||||||||||||||||
% of system |
46 | % | 54 | % | 100 | % | 53 | % | 47 | % | 100 | % |
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Royalties |
$ | 21,120 | $ | 19,270 | $ | 67,506 | $ | 60,717 | ||||||||
Rents |
29,087 | 24,517 | 94,133 | 78,445 | ||||||||||||
Re-image contributions to franchisees |
(235 | ) | (370 | ) | (885 | ) | (1,865 | ) | ||||||||
Fees and other |
3,140 | 2,185 | 7,607 | 7,431 | ||||||||||||
Total franchised restaurant revenues |
$ | 53,112 | $ | 45,602 | $ | 168,361 | $ | 144,728 | ||||||||
Average number of franchised restaurants |
1,445 | 1,244 | 1,406 | 1,192 | ||||||||||||
Royalties as a percentage of estimated franchised restaurant sales |
||||||||||||||||
Jack in the Box |
5.3 | % | 5.3 | % | 5.3 | % | 5.2 | % | ||||||||
Qdoba |
5.0 | % | 5.0 | % | 5.0 | % | 5.0 | % |
18
Increase/(Decrease) | ||||||||
Quarter | Year-to-Date | |||||||
Refranchising strategy and planned overhead reductions |
$ | (3,237 | ) | $ | (12,308 | ) | ||
Advertising |
(1,079 | ) | (10,258 | ) | ||||
Facility charges |
1,670 | (4,446 | ) | |||||
Incentive compensation |
(1,730 | ) | (3,904 | ) | ||||
Cash surrender value of COLI policies, net |
3,237 | (3,432 | ) | |||||
Pension and postretirement benefits |
3,886 | 12,953 | ||||||
Hurricane Ike insurance proceeds |
(2,000 | ) | (3,004 | ) | ||||
Other |
855 | (138 | ) | |||||
$ | 1,602 | $ | (24,537 | ) | ||||
19
Quarter | Year-to-Date | |||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||
Number of restaurants sold to franchisees |
58 | 23 | 111 | 98 | ||||||||||||
Gains on the sale of company-operated restaurants |
$ | 23,687 | $ | 11,096 | $ | 36,054 | $ | 46,691 | ||||||||
Loss on expected sale of underperforming market |
| (2,371 | ) | | (2,371 | ) | ||||||||||
Gains on the sale of company-operated restaurants, net |
$ | 23,687 | $ | 8,725 | $ | 36,054 | $ | 44,320 | ||||||||
Average gain on restaurants sold |
$ | 408 | $ | 482 | $ | 325 | $ | 476 |
Quarter | Year-to-Date | |||||||||||||||||||
July 4, | July 5, | July 4, | July 5, | |||||||||||||||||
2010 | 2009 | 2010 | 2009 | |||||||||||||||||
Interest expense |
$ | 2,747 | $ | 4,622 | $ | 12,644 | $ | 17,802 | ||||||||||||
Interest income |
(326 | ) | (250 | ) | (915 | ) | (1,130 | ) | ||||||||||||
Interest expense, net |
$ | 2,421 | $ | 4,372 | $ | 11,729 | $ | 16,672 | ||||||||||||
| working capital; | ||
| capital expenditures for new restaurant construction and restaurant renovations; | ||
| income tax payments; | ||
| debt service requirements; and | ||
| obligations related to our employee benefit plans. |
20
Year-to-Date | ||||||||
July 4, | July 5, | |||||||
2010 | 2009 | |||||||
Total cash provided by (used in): |
||||||||
Operating activities: |
||||||||
Continuing operations |
$ | 47,881 | $ | 112,103 | ||||
Discontinued operations |
(2,172 | ) | 2,953 | |||||
Investing activities: |
||||||||
Continuing operations |
23,661 | (82,471 | ) | |||||
Discontinued operations |
| (1,765 | ) | |||||
Financing activities |
(109,502 | ) | (66,551 | ) | ||||
Decrease in cash and cash equivalents |
$ | (40,132 | ) | $ | (35,731 | ) | ||
Year-to-Date | ||||||||
July 4, | July 5, | |||||||
2010 | 2009 | |||||||
Jack in the Box: |
||||||||
New restaurants |
$ | 18,510 | $ | 42,773 | ||||
Restaurant facility improvements |
28,203 | 54,571 | ||||||
Other, including corporate |
7,577 | 8,556 | ||||||
Qdoba |
7,883 | 12,860 | ||||||
Total capital expenditures |
$ | 62,173 | $ | 118,760 | ||||
21
Fiscal Year | ||||
2010 |
$ | 2,500 | ||
2011 |
12,500 | |||
2012 |
20,000 | |||
2013 |
15,000 | |||
2014 |
30,000 | |||
2015 |
120,000 | |||
Total principal installments |
$ | 200,000 | ||
22
23
24
| Any widespread negative publicity, whether or not based in fact, about public health issues or pandemics or the prospect of such events, which affects consumer perceptions about the health, safety or quality of food and beverages served at our restaurants may adversely affect our results. | |
| While there are reports pointing toward U.S. economic recovery, many of our largest markets continue to experience adverse economic conditions, including higher levels of unemployment, lower levels of consumer confidence and decreased consumer spending. Regional economic conditions that fail to improve could reduce traffic in our restaurants and impose practical limits on pricing, resulting in a negative impact on sales and profitability. If unstable economic conditions persist for an extended period of time, consumers may make long-lasting changes to their spending behavior. | |
| Costs may exceed projections, including costs for food ingredients, labor (including increases in minimum wage, workers compensation, healthcare and other insurance), fuel, utilities, real estate, insurance, equipment, technology and construction of new and remodeled restaurants. Inflationary pressures affecting the cost of commodities may adversely affect our food costs and our operating margins. Because a significant number of our restaurants are company-operated, we may have greater exposure to operating cost issues than chains that are more heavily franchised. | |
| Regulatory changes, such as the new federal healthcare legislation or possible changes to labor or other laws and regulations, could result in increased operating costs. We are currently assessing the potential costs of new federal healthcare legislation. | |
| There can be no assurances that new interior and exterior designs, kitchen enhancements or new equipment will foster increases in sales at remodeled restaurants and yield the desired return on investment. | |
| There can be no assurances that our growth objectives in the regional markets in which we operate restaurants will be met or that the new facilities will be profitable. Delays in development, sales softness and restaurant closures may have a material adverse effect on our results of operations. The development and profitability of restaurants can be adversely affected by many factors, including the ability of the Company and its franchisees to select and secure suitable sites on satisfactory terms, costs of construction and general business and economic conditions. In addition, tight credit markets may negatively impact the ability of franchisees to fulfill their restaurant development commitments. | |
| There can be no assurances that we will be able to effectively respond to aggressive competition from numerous and varied competitors (some with significantly greater financial resources) in all areas of business, including new concepts, facility design, competition for labor, new product introductions, promotions (including value promotions) and discounting. Additionally, the trend toward convergence in grocery, deli, convenience store and other types of food services may increase the number of our competitors. | |
| The realization of gains from the sale of company-operated restaurants to existing and new franchisees depends upon various factors, including sales trends, cost trends and economic conditions. The financing market, including the cost and availability of borrowed funds and the terms required by lenders, can impact the ability of franchisee candidates to purchase franchises and can potentially impact the sales prices and number of franchises sold. The number of franchises sold and the amount of gain realized from the sale of an on-going business may not be consistent from quarter-to-quarter and may not meet expectations. As the number of franchisees increases, our revenues derived from royalties at franchised restaurants will increase, as well as the risk that revenues could be negatively impacted by defaults in payment of royalties. In addition, franchisee business obligations may not be limited to the operation of Jack in the Box restaurants, making them subject to business and financial risks unrelated to the operation of our restaurants. These unrelated risks could adversely affect a franchisees ability to make payments to us or to make payments on a timely basis. | |
| The costs related to legal claims such as class actions involving employees, franchisees, shareholders or consumers, including costs related to potential settlement or judgments may adversely affect our results. | |
| Changes in accounting standards, policies or practices or related interpretations by auditors or regulatory entities, including changes in tax accounting or tax laws may adversely affect our results. |
25
| The costs or exposures associated with maintaining the security of information and the use of cashless payments may exceed expectations. Such risks include increased investment in technology and costs of compliance with consumer protection and other laws. | |
| Many factors affect the trading price of our stock, including factors over which we have no control, such as the current financial environment, government actions, reports on the economy as well as negative or positive announcements by competitors, regardless of whether the report relates directly to our business. | |
| Significant demographic changes, adverse weather, pressures on consumer spending, economic conditions such as inflation or recession or political conditions such as terrorist activity or the effects of war, or other significant events (particularly in California and Texas where nearly 60% of our restaurants are located), new legislation and governmental regulation, the possibility of unforeseen events affecting the food service industry in general and other factors over which we have no control can each adversely affect our results of operation. |
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Number | Description | |
3.1
|
Restated Certificate of Incorporation, as amended, which is incorporated herein by reference from the registrants Current Report on Form 8-K dated September 21, 2007. | |
3.1.1
|
Certificate of Amendment of Restated Certificate of Incorporation, which is incorporated herein by reference from the registrants Current Report on Form 8-K dated September 21, 2007. | |
3.2
|
Amended and Restated Bylaws, which are incorporated herein by reference from the registrants Current Report on Form 8-K dated May 11, 2010. | |
10.16
|
Amended and Restated 2004 Stock Incentive Plan, which is incorporated herein by reference from the registrants Quarterly Report on Form 10-Q dated April 11, 2010. | |
31.1
|
Certification of Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. | |
31.2
|
Certification of Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. | |
32.1
|
Certification of Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. | |
32.2
|
Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. | |
101.INS*
|
XBRL Instance Document | |
101.SCH*
|
XBRL Taxonomy Extension Schema Document | |
101.CAL*
|
XBRL Taxonomy Extension Calculation Linkbase Document |
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Number | Description | |
101.LAB*
|
XBRL Taxonomy Extension Label Linkbase Document | |
101.PRE*
|
XBRL Taxonomy Extension Presentation Linkbase Document | |
* | In accordance with Regulation S-T, the XBRL-related information in Exhibit 101 to this Quarterly Report on Form 10-Q shall be deemed to be furnished and not filed. |
JACK IN THE BOX INC. |
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By: | /S/ JERRY P. REBEL | |||
Jerry P. Rebel | ||||
Executive Vice President and Chief Financial Officer (Principal Financial Officer) (Duly Authorized Signatory) |
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