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 if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. [ ]
Indicate by check mark whether the registrant is an accelerated filer (as defined in Rule 12b-2 of the Act. Yes [X] No [ ]
As of March 18, 2003, the aggregate market value of the voting stock held by non-affiliates (assuming for these purposes, but not conceding, that all executive officers and directors are “affiliates” of the Registrant) of the Registrant was $614,290,354 based upon the last reported sale price in the Nasdaq National Market on March 18, 2003 of $28.49.
As of March 18, 2003, the number of shares outstanding of the Registrant’s Common Stock, no par value, was 22,076,617 (excluding 195,000 shares held in the Company’s treasury).
Portions of the Registrant’s Proxy Statement for the Annual Meeting of Shareholders scheduled to be held on May 12, 2003 are incorporated by reference in Part III hereof.
Certain of the matters discussed in the following pages, particularly regarding estimates of the number and locations of new restaurants that RARE Hospitality International, Inc. and its subsidiaries (the “Company”) intend to open during fiscal 2003 and the section of Management’s Discussion and Analysis of Financial Condition and Results of Operations entitled “OUTLOOK FOR FUTURE OPERATING RESULTS”, constitute “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements include statements regarding the intent, belief or current expectations of the Company and members of its management team, as well as assumptions on which such statements are based. All forward-looking statements in this Form 10-K are based upon information available to the Company on the date of this report. Forward-looking statements involve a number of risks and uncertainties, and in addition to the factors discussed elsewhere in this Form 10-K, other factors that could cause actual results, performance or developments to differ materially from those expressed or implied by those forward-looking statements include the following: failure of facts to conform to necessary management estimates and assumptions; the Company’s ability to identify and secure suitable locations for new restaurants on acceptable terms, open the anticipated number of new restaurants on time and within budget, achieve anticipated rates of same store sales, hire and train additional restaurant personnel and integrate new restaurants into its operations; the continued implementation of the Company’s business discipline over a large restaurant base; unexpected increases in cost of sales or employee, pre-opening or other expenses; the economic conditions in the new markets into which the Company expands and possible uncertainties in the customer base in these areas; fluctuations in quarterly operating results; seasonality; changes in customer dining patterns; the impact of any negative publicity or public attitudes related to the consumption of beef; disruption of established sources of product supply or distribution; competitive pressures from other national and regional restaurant chains; business conditions, such as inflation or a recession, or other negative effect on dining patterns, or some other negative effect on the economy, in general, including (without limitation) war, insurrection and/or terrorist attacks on United States soil; growth in the restaurant industry and the general economy; changes in monetary and fiscal policies, laws and regulations; and the risks set forth in Exhibit 99(a) to this Form 10-K which are hereby incorporated by reference and other risks identified from time to time in the Company’s SEC reports, registration statements and public announcements. The Company undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes to future operating results over time.
Page
Part I
Item 1. Business 4
Item 2. Properties 14
Item 3. Legal Proceedings 14
Item 4. Submission of Matters to a Vote of Security
Holders 14
Part II
Item 5. Market for Registrant's Common Equity and Related
Stockholder Matters 14
Item 6. Selected Financial Data 16
Item 7. Management's Discussion and Analysis of Financial
Condition and Results of Operations 18
Item 7A. Quantitative and Qualitative Disclosures About
Market Risk 28
Item 8. Financial Statements and Supplementary Data 29
Item 9. Changes in and Disagreements with Accountants on
Accounting and Financial Disclosure 49
Part III
Item 10. Directors and Executive Officers of the Registrant 49
Item 11. Executive Compensation 49
Item 12. Security Ownership of Certain Beneficial Owners
and Management 49
Item 13. Certain Relationships and Related Transactions 49
Item 14. Controls and Procedures 49
Part IV
Item 15. Exhibits, Financial Statement Schedules, and
Reports on Form 8-K 49
Signatures 52
Financial Statement Schedules
Exhibits
RARE Hospitality International, Inc. and subsidiaries (the “Company”) operates and franchises 213 restaurants as of March 3, 2003, including 174 LongHorn Steakhouse restaurants, 15 The Capital Grille restaurants and 22 Bugaboo Creek Steak House restaurants, as well as two additional restaurants (the “specialty restaurants”), Hemenway’s Seafood Grille & Oyster Bar (“Hemenway’s”) and The Old Grist Mill Tavern. The Company was incorporated in Georgia in December 1982.
LongHorn Steakhouse restaurants are casual dining, full-service establishments serving both lunch and dinner amidst an attractive and inviting atmosphere. With locations spread throughout the Eastern half of the United States, LongHorn Steakhouse restaurants feature a variety of top quality menu items including signature steaks, as well as salmon, shrimp, chicken, ribs, pork chops, burgers and prime rib. Designed with an inviting décor reminiscent of the classic American West, LongHorn Steakhouse restaurants appeal to all ages with a unique combination of hospitable, attentive service, moderate price, high quality dishes and a comfortable atmosphere.
The Capital Grille, with locations in major metropolitan cities in the Eastern and Central United States, boasts an atmosphere of power dining, relaxed elegance and style. Nationally acclaimed for dry aging steaks on premises, The Capital Grille serves classic steak house offerings such as chops, large North Atlantic lobsters and fresh seafood. The restaurants feature an award-winning wine list offering over 300 selections, personalized service, comfortable club-like atmosphere and premiere private dining rooms. The Capital Grille is the ideal dining choice for business meeting and social occasions.
Bugaboo Creek Steak House restaurants are designed as attractive, friendly establishments featuring moderately priced, flavorful food items and an offering of full liquor service. Primarily located in the Northeast and Mid-Atlantic regions of the United States, Bugaboo Creek Steak House restaurants attract guests of all ages with a rustic décor reminiscent of a Canadian Rocky Mountain lodge. Stressing a friendly and attentive service style, Bugaboo Creek Steak House restaurants offer a variety of menu offerings including signature seasoned steaks, prime rib, smoked baby-back ribs, spit roasted half chicken, grilled salmon and shrimp.
The following tables set forth the location of each existing restaurant and restaurants under construction by concept at March 3, 2003 and the number of restaurants in each area.
ALABAMA
Birmingham 1
Dothan 1
Huntsville 1
Mobile 1
Montgomery 2
FLORIDA
Daytona Beach 1
Destin 1
Ft. Myers 2
Jacksonville 5
Miami/Ft. Lauderdale 6
Ocala 1
Orlando 7
St. Augustine 1
Tallahassee 1
Tampa/ St. Petersburg 8
West Palm Beach 4
GEORGIA
Albany 1
Athens 1
Atlanta 29
Augusta 1
Cartersville 1
Columbus 1
Dalton 1
Macon 1
Rome 1
Savannah 1
Statesboro 1
Tifton 1
Valdosta 1
Warner Robbins 1
ILLINOIS
Fairview Heights 1
INDIANA
Indianapolis 3
KANSAS
Leawood 1
KENTUCKY
Bowling Green 1
Florence 1
Louisville 1
MARYLAND
Baltimore 3
Waldorf 1
MASSACHUSETTS
Boston 6
MISSOURI
Kansas City 3
St. Louis 5
NEW HAMPSHIRE
Concord 2
Nashua 1
NEW JERSEY
Parsippany 1
Rochelle Park 1
NORTH CAROLINA
Burlington 1
Charlotte 7
Greensboro 1
Hickory 1
High Point 1
Winston-Salem 1
OHIO
Cincinnati 4
Cleveland 10
Columbus 5
Dayton 1
Toledo 1
PENNSYLVANIA
Erie 1
Philadelphia 3
RHODE ISLAND
Warwick 1
SOUTH CAROLINA
Columbia 3
Greenville 1
Spartanburg 1
Hilton Head 1
Mt. Pleasant 1
Rock Hill 1
TENNESSEE
Chattanooga 1
Jackson 1
Nashville 5
VIRGINIA
McLean 1
WEST VIRGINIA
Charleston 1
Total Existing Company-Owned/
Joint Venture Restaurants 171
PUERTO RICO
Bayamon 1
Carolina 1
San Patricio 1
Total Existing Franchisee-Owned Restaurants 3
Total LongHorn Steakhouse Restaurants 174
CONNECTICUT
Manchester 1
DELAWARE
Newark 1
GEORGIA
Atlanta 3
MAINE
Bangor 1
Portland 1
MARYLAND
Gaithersburg 1
MASSACHUSETTS
Boston 6
Seekonk 1
Shrewsbury 1
NEW HAMPSHIRE
Newington 1
NEW YORK
Albany 1
Poughkeepsie 1
Rochester 1
PENNSYLVANIA
Philadelphia 1
RHODE ISLAND
Warwick 1
Total Bugaboo Creek Steak House Restaurants 22
DISTRICT OF COLUMBIA
Washington 1
FLORIDA
Miami 1
GEORGIA
Atlanta 1
ILLINOIS
Chicago 1
MASSACHUSETTS
Boston 2
MICHIGAN
Troy 1
MINNESOTA
Minneapolis 1
MISSOURI
Kansas City 1
NORTH CAROLINA
Charlotte 1
PENNSYLVANIA
Philadelphia 1
RHODE ISLAND
Providence 1
TEXAS
Dallas 1
Houston 1
VIRGINIA
McLean 1
Total The Capital Grille Restaurants 15
MASSACHUSETTS
The Old Grist Mill Tavern, Seekonk 1
RHODE ISLAND
Hemenway’s Seafood Grille & Oyster Bar, Providence 1
Total Specialty Restaurants 2
ARIZONA
The Capital Grille, Phoenix 1
FLORIDA
LongHorn Steakhouse, Hollywood 1
LongHorn Steakhouse, Jacksonville 1
LongHorn Steakhouse, Winterhaven 1
GEORGIA
LongHorn Steakhouse, Atlanta 1
KENTUCKY
LongHorn Steakhouse, Lexington 1
MAINE
LongHorn Steakhouse, Portland 1
MASSACHUSETTS
Bugaboo Creek Steak House, Dedham 1
MISSOURI
LongHorn Steakhouse, Belton 1
NEW JERSEY
LongHorn Steakhouse, Mt. Olive 1
LongHorn Steakhouse, North Brunswick 1
LongHorn Steakhouse, Piscataway 1
OHIO
LongHorn Steakhouse, Cincinnati 1
Total Restaurants Under Construction 13
The Company’s prototypical LongHorn Steakhouse has an average seating capacity of 190 seats in approximately 5,100 square feet of space. The prototype has been modified over the years with the objective of increasing the Company’s return on investment on new LongHorn Steakhouse restaurants by increasing the sales capacity and reducing capital expenditures as a percentage of revenue. The Company intends to continue to use leasing as its preferred arrangement for LongHorn Steakhouse sites and currently leases all but 45 of its LongHorn Steakhouse restaurants in operation. The Company also owns two sites for restaurants under construction and owns one site for a restaurant to go under construction later in 2003. The Company purchases land in those circumstances it believes are cost-effective. Seven of the 17 LongHorn Steakhouse restaurants opened in 2002 were located on property purchased at an average cost of approximately $991,000 per location. The average cash investment to construct a LongHorn Steakhouse restaurant in 2002 was approximately $1,637,000, excluding real estate costs and excluding pre-opening expenses of approximately $190,000. Through December 27, 1998, the Company amortized pre-opening expenses over the first 12 months of a restaurant’s operation. After December 27, 1998, in accordance with Statement of Position 98-5 Reporting on the Costs of Start-up Activities (“SOP 98-5”), the Company began to expense pre-opening costs as incurred.
The Capital Grille restaurant development strategy includes the use of sites that are historic or unique in nature. Accordingly, the Company utilizes methods to balance control of the construction costs with the retention of the unique ambiance of each location. The Company intends to continue to emphasize leasing as its preferred arrangement for The Capital Grille sites and currently leases all of its The Capital Grille sites. The Company intends to purchase land only in those circumstances it believes are cost-effective. The Company did not open any The Capital Grille restaurants in 2002; however, three The Capital Grille restaurants were opened in 2001. The average cash investment to construct a Capital Grille restaurant in 2001 was approximately $3,046,000 (net of landlord allowances) and excluding pre-opening expenses of approximately $358,000. Through December 27, 1998, the Company amortized pre-opening expenses over the first 12 months of each restaurant’s operation. After December 27, 1998, in accordance with SOP 98-5, the Company began to expense pre-opening costs as incurred.
The Company has continued to develop and refine the Bugaboo Creek Steak House restaurant design with the objective of reducing the capital expenditure required for new restaurant construction and reducing ongoing operating costs at new restaurants opened in 2002. This modified design is smaller than earlier designs and utilizes approximately 6,400 square feet with a capacity of approximately 230 seats. The Company is further refining the prototype for restaurants to be opened in 2004 and future years.
Three Bugaboo Creek Steak House restaurants were opened in 2002. The average cash investment to construct a Bugaboo Creek Steak House in 2002 was approximately $2,219,000, excluding real estate costs and excluding pre-opening expenses of approximately $214,000. Two of the three Bugaboo Creek Steak House restaurants opened in 2002 were located on leased property. The Company paid approximately $1.5 million for the one property purchased for a Bugaboo Creek Steak House site in 2002.
The Company intends to continue to emphasize leasing as its preferred arrangement for Bugaboo Creek Steak House sites and currently leases all but two of its Bugaboo Creek Steak House sites. The Company also owns one site for a restaurant to go under construction later in 2003. The Company purchases land in those circumstances it believes are cost-effective.
Through December 27, 1998, the Company amortized pre-opening expenses over the first 12 months of a restaurant’s operation. After December 27, 1998, in accordance with SOP 98-5, the Company began to expense pre-opening costs as incurred.
The Company plans to expand through the development of additional Company-owned LongHorn Steakhouse and Bugaboo Creek Steak House restaurants in existing markets and in selected new markets in the Eastern half of the United States. The Company believes that clustering in existing and new markets enhances its ability to supervise operations, market the Company’s concepts and distribute supplies. The Company, however, also intends to open single restaurants in smaller markets in sufficiently close proximity to the Company’s other markets to enable the Company to efficiently supervise operations and distribute supplies. LongHorn Steakhouse restaurants are currently located in the Eastern half of the United States, and Bugaboo Creek Steak House restaurants are located primarily in the Northeastern and Mid-Atlantic sections of the United States.
The Company plans to expand through the development of additional Company-owned The Capital Grille restaurants in selected metropolitan markets nationwide.
The Company’s restaurant development objective is to increase earnings by expanding market share in existing markets and by developing restaurants in new markets. The Company currently plans to open 23 to 26 Company-owned restaurants in 2003; 20 to 21 LongHorn Steakhouse restaurants; two or three Bugaboo Creek Steak House restaurants and one or two The Capital Grille restaurants. Of the restaurants proposed for 2003, the Company has opened two LongHorn Steakhouse restaurants and has 13 restaurants under construction in Arizona, Florida, Georgia, Kentucky, Maine, Massachusetts Missouri, New Jersey and Ohio, and has signed leases, purchased land, or signed agreements to purchase land for seven additional restaurants as of March 3, 2003. The Company expects that all of the restaurants to be opened in 2003 will be Company-owned.
The Company will continue to evaluate suitable acquisitions in the restaurant industry as they are identified. The Company will continue to evaluate franchising of either LongHorn Steakhouse restaurants or Bugaboo Creek Steak House restaurants in markets in which the Company would not otherwise expand.
The Company considers the location of a restaurant to be a critical factor to the unit’s long-term success, and the Company devotes significant effort to the investigation and evaluation of potential sites. The site selection process focuses on trade area demographics, target population density and household income level as well as specific site characteristics, such as visibility, accessibility and traffic volumes. The Company also reviews potential competition and the sales of national chain restaurants operating in the area. Senior management inspects and approves each restaurant site. It typically takes approximately 120 to 140 days to construct and open a new LongHorn Steakhouse restaurant, approximately 140 to 160 days to construct and open a new Bugaboo Creek Steak House restaurant and approximately 170 to 185 days to construct and open a new The Capital Grille restaurant. While the Company will consider the option of purchasing sites for its new restaurants where it is cost-effective to do so, currently all but 52 of the Company’s restaurant sites are leased (including two Company owned sites for restaurants currently under construction and one Company owned site for a restaurant to go under construction later in 2003).
The Company has modified its LongHorn Steakhouse prototype restaurant design over the years to an average of 190 seats in approximately 5,100 square feet of space for prototypical LongHorn Steakhouse restaurants opened in 2002. An expanded kitchen design incorporating equipment needed for a broader menu is also part of the prototype. The Company believes its kitchen design simplifies training, lowers costs and improves the consistency and quality of the food. The prototype restaurant design also includes cosmetic changes that provide a total restaurant concept intended to be inviting and comfortable while maintaining the ambiance of a Western-style steakhouse.
The Company has renovated and remodeled some of the older LongHorn Steakhouse restaurants to include cosmetic improvements such as repainting and refinishing, new booths, new lighting and various decor adjustments. Exterior improvements encompassed repainting and additional lighting designed to convey a more inviting image.
The Company developed a Bugaboo Creek Steak House restaurant design, which served as the prototype for the three Bugaboo Creek Steak House restaurants constructed in 2002. This modified design is smaller than earlier designs and utilizes approximately 6,400 square feet with a capacity of approximately 230 seats. The Company is further refining the prototype, with the objective of reducing the capital expenditure required for new restaurant construction and reducing ongoing operating costs at new restaurants to be opened in 2004 and future years.
Management and Employees. The management staff of a typical Company restaurant consists of one general manager or managing partner, one to four assistant managers and one or two kitchen managers. In addition, a typical LongHorn Steakhouse restaurant employs approximately 40 to 80 staff members, a typical Bugaboo Creek Steak House restaurant employs approximately 50 to 85 staff members, and a typical The Capital Grille restaurant employs approximately 60 to 80 staff members. The general manager or managing partner of each restaurant has primary responsibility for the day-to-day operation of the restaurant and is responsible for maintaining Company-established operating standards. The Company employs LongHorn Steakhouse regional managers, who each have responsibility for the operating performance of four to seven Company-owned LongHorn Steakhouse restaurants or joint venture restaurants, and report directly to one of the five Regional Vice Presidents for the LongHorn Steakhouse concept. The Regional Vice Presidents report to the Senior Vice President of Operations of the LongHorn Steakhouse division. The Company employs Bugaboo Creek Steak House regional managers, who have responsibility for the operating performance of from three to five Bugaboo Creek Steak House restaurants and The Old Grist Mill Tavern. All of these regional managers report directly to the Vice President of Operations for the Bugaboo Creek Steak House concept. The Vice President of Operations for the Bugaboo Creek Steak House concept reports to the President of the Bugaboo Creek Steak House division. The Company also employs regional directors who have responsibility for from four to five The Capital Grille restaurants and Hemenway’s Seafood Grille & Oyster Bar, all reporting directly to the Vice President of Operations for The Capital Grille concept.
The Company seeks to recruit managers with appropriate restaurant experience. The Company selects its restaurant personnel utilizing a selection process which includes psychological and analytical testing which is designed to identify individuals with traits the Company believes are important to achieving success in the restaurant industry. The Company requires new managers to complete an intensive training program focused on both on-the-job training as well as a rigorous in-house classroom-based educational course. The program is designed to encompass all phases of restaurant operations, including the Company’s philosophy, management strategy, policies, procedures and operating standards. Through its management information systems, senior management receives daily reports on sales, and weekly reports on guest counts, payroll, cost of sales and other restaurant operating expenses. Based upon these reports, management believes that it is able to closely monitor the Company’s operations.
The Company maintains performance measurement and incentive compensation programs for its management-level employees. The performance programs reward restaurant management teams with cash bonuses for meeting sales and profitability targets. The Company has also implemented a managing partner program in which qualifying general managers receive cash compensation and restricted stock awards based upon individual performance. During 2002, restricted stock awards were made to 89 restaurant-level managing partners in compliance with their respective managing partner agreements.
Management Information Systems. The Company utilizes a Windows-based accounting software package and a network that enables electronic communication throughout the Company. In addition, all of the Company’s restaurants utilize touch screen POS systems and the LongHorn Steakhouse and Bugaboo Creek Steak House restaurants employ a theoretical food costing program. The Company utilizes these management information systems to develop pricing strategies, identify food cost issues, monitor new product reception and evaluate restaurant-level productivity. The Company expects to continue to develop its management information systems in each concept to assist restaurant management in analyzing their business and to improve efficiency.
Purchasing. The Company establishes product quality standards for beef and other protein products, then negotiates directly with suppliers to obtain the lowest possible prices for the required quality. The Company also utilizes long-term contracts on certain items to avoid short-term cost fluctuations. For the LongHorn Steakhouse and Bugaboo Creek Steak House restaurants, beef is aged at the facility of the Company's supplier or distributor, who delivers the beef to the LongHorn Steakhouse and Bugaboo Creek Steak House restaurants when the age reaches specified guidelines. This arrangement is closely monitored by Company personnel, and management believes it provides for efficient and cost-effective meat processing and distribution, while maintaining the Company's control and supervision of purchasing and aging. The Company's management negotiates directly with suppliers for most other food and beverage products to ensure uniform quality and adequate supplies and to obtain competitive prices. The Company purchases its meat, food and other supplies from a sufficient number of approved suppliers such that the loss of any one supplier would not have a material adverse effect on the Company's results of operations or financial condition.
The Company utilizes one primary distributor for all of its restaurants, which delivers approximately 70-75% of the products (other than alcoholic beverages) and supplies that the Company utilizes in the operation of its restaurants. In the event of a disruption of service from the Company’s primary distributor, management believes that alternative distribution channels could be arranged such that there would not be a material adverse effect on the Company’s financial condition.
Seasonality. Although individual restaurants have seasonal patterns of performance that depend on local factors, aggregate sales by the Company's restaurants have not displayed pronounced seasonality other than lower sales during the Company's third fiscal quarter. Extreme weather, especially during the winter months, may adversely affect sales.
The Company’s interests in its restaurants are divided into three categories: (1) Company-owned restaurants, (2) joint venture restaurants and (3) franchised restaurants.
Company-owned restaurants. As of March 3, 2003, 171 LongHorn Steakhouse restaurants, all Bugaboo Creek Steak House restaurants, all The Capital Grille restaurants, Hemenway’s Seafood Grille & Oyster Bar and The Old Grist Mill Tavern are owned and operated by the Company. The general manager or managing partner of each of these restaurants is employed and compensated by the Company. See “Restaurant Operations - Management and Employees” above.
Joint Venture Restaurants.The Company is a partner in joint ventures that, in the aggregate, operate three LongHorn Steakhouse restaurants as of March 3, 2003. These restaurants are located in Central Florida and owned by joint ventures managed by the Company. The joint venture pays management fees to the Company at the rate of 4% of monthly restaurant sales.
The Company controls its joint ventures’ use of the Company’s service marks, and the joint ventures operate under franchise agreements with the Company. As of March 3, 2003, all three restaurants operated by joint ventures are operated under franchise agreements with the Company. Franchise agreements for joint ventures are modified by an addendum that provides that no franchise fee or royalty is payable. In the event that the Company’s partner in the joint venture, or any other entity, should acquire the joint venture’s restaurants, this addendum to the franchise agreement would terminate and the operation of the restaurants would continue under the terms of the franchise agreement, which sets the royalty rate at 4% of gross sales. The joint ventures are terminable by either joint venture partner upon default by the other partner.
Franchised Restaurants.The Company has one unaffiliated franchisee with an area development agreement with the right to operate franchised LongHorn Steakhouse restaurants in Puerto Rico. As of March 3, 2003, this franchisee operated three LongHorn Steakhouse restaurants in Puerto Rico.
The franchise agreements are granted with respect to individual restaurants and are either for a term of ten years with a right of the franchisee to acquire a successor franchise for an additional ten-year period if specified conditions are met or for a period of twenty years. The franchise agreements provide for a franchise fee of $60,000, which amount is reduced for subsequent franchises acquired by the same franchisee. The franchise fees are payable in full upon execution. The franchise agreements provide for royalties with respect to each restaurant of 4% of gross sales and require the franchisee to expend on local advertising during each calendar month an amount equal to at least 1.5% of gross sales and, if the Company establishes an advertising fund, to contribute an additional amount of 0.5% of gross sales to such fund or up to 4.5% of the restaurant’s gross sales during the conduct of a market, regional or national advertising campaign.
The franchisee has the right to terminate its franchise agreements upon default by the Company. The Company also retains the right to terminate a franchise for a variety of reasons, including the franchisee’s failure to pay amounts due under the agreement or to otherwise comply with the terms of the franchise agreement.
An important element of the Company’s franchise program is the training the Company provides for each franchisee. With respect to each new franchisee, the Company provides the same training program provided to the Company’s management and employees. In addition to this initial training, the Company provides supervision at the opening of the franchisee’s first restaurant, beginning one week prior to opening, and routine supervision thereafter.
Franchisees are required to operate their restaurants in compliance with the Company’s methods, standards and specifications regarding such matters as menu items, ingredients, materials, supplies, services, fixtures, furnishings, decor and signs. The franchisee has full discretion to determine the prices to be charged to all customers. In addition, all franchisees are required to purchase food, ingredients, supplies and materials that meet standards established by the Company or which are provided by suppliers approved by the Company. The Company does not receive fees or profits on sales by third-party suppliers to franchisees.
The franchise laws of many jurisdictions limit the ability of a franchisor to terminate or refuse to renew a franchise.
The Company has registered LONGHORN STEAKS and design, LONGHORN STEAKHOUSE and design, BUGABOO CREEK STEAK HOUSE and design, THE CAPITAL GRILLE and design, and HEMENWAY’S SEAFOOD GRILLE & OYSTER BAR and design as service marks with the United States Patent and Trademark Office. The Company has additional registered marks used in connection with the operations of its various restaurants. The Company regards its service marks as having significant value and as being important factors in the marketing of its restaurants. The Company is aware of names and marks similar to the service marks of the Company used by other persons in certain geographic areas; however, the Company believes such uses will not adversely affect the Company. It is the Company’s policy to pursue registration of its marks whenever possible and to oppose vigorously any infringement of its marks.
The restaurant industry is intensely competitive with respect to price, service, location and food quality, and there are many well-established competitors, both steakhouses and non-steakhouses, with substantially greater financial and other resources than the Company. Such competitors include a large number of national and regional restaurant chains. Some of the Company’s competitors have been in existence for a substantially longer period than the Company and may be better established in the markets where the Company’s restaurants are or may be located. The restaurant business is often affected by changes in consumer tastes, national, regional or local economic conditions, demographic trends, traffic patterns, and the type, number and location of competing restaurants. In addition, factors such as inflation, increased food, labor and benefits costs and the lack of experienced management and hourly employees may adversely affect the restaurant industry in general and the Company’s restaurants in particular.
The Company is subject to various federal, state and local laws affecting its business. Each of the Company’s restaurants is subject to licensing and regulation by a number of governmental authorities, which may include alcoholic beverage control, health, safety, sanitation, building and fire agencies in the state or municipality in which the restaurant is located. In addition, most municipalities in which the Company’s restaurants are located require local business licenses. Difficulties in obtaining or failures to obtain the required licenses or approvals could delay or prevent the development of a new restaurant in a particular area. The Company is also subject to federal and state environmental regulations, but they have not had a material effect on the Company’s operations.
During 2002, approximately 14.5% of the Company’s restaurant sales are attributable to the sale of alcoholic beverages. Alcoholic beverage control regulations require each of the Company’s restaurants to apply to a state authority and, in certain locations, county or municipal authorities for a license or permit to sell alcoholic beverages on the premises and to provide service for extended hours and on Sundays. Typically, licenses must be renewed annually and may be revoked or suspended for cause at any time. The Company has not experienced and does not presently anticipate experiencing any significant delays or other problems in obtaining or renewing licenses or permits to sell alcoholic beverages; however, the failure of a restaurant to obtain or retain liquor or food service licenses would adversely affect the restaurant’s operations.
The Company and its franchisees are subject in each state in which they operate restaurants to “dram shop” statutes or case law interpretations, which generally provide a person injured by an intoxicated person the right to recover damages from an establishment which wrongfully served alcoholic beverages to the intoxicated person. The Company carries liquor liability coverage as part of its existing comprehensive general liability insurance.
The Company is also subject to federal and state laws regulating the offer and sale of franchises administered by the Federal Trade Commission and various similar state agencies. Such laws impose registration and disclosure requirements on franchisors in the offer and sale of franchises. These laws often apply substantive standards to the relationship between franchisor and franchisee and limit the ability of a franchisor to terminate or refuse to renew a franchise.
The Federal Americans With Disabilities Act prohibits discrimination on the basis of disability in public accommodations and employment. The Company designs its restaurants to be accessible to the disabled and believes that it is in substantial compliance with all current applicable regulations relating to restaurant accommodations for the disabled.
The Company’s restaurant operations are also subject to federal and state laws governing such matters as wages, working conditions, citizenship requirements, overtime and tip credits. A significant number of the Company’s food service and preparation personnel receive gratuities and are paid at rates related to the federal minimum wage. Significant additional government-imposed increases in minimum wages, paid leaves-of-absence, mandated health benefits or increased tax reporting and tax payment requirements with respect to employees who receive gratuities would have an adverse effect on the profitability of the Company.
The Company operates under a Tip Rate Alternative Commitment (“TRAC”) agreement with the Internal Revenue Service. Through increased educational and other efforts in the restaurants, the TRAC agreement reduces the likelihood of potential Company-wide employer-only FICA assessments for unreported tips.
As of March 3, 2003, the Company employed approximately 13,387 persons, 190 of whom were corporate personnel, 998 of whom were restaurant management personnel and the remainder of whom were hourly personnel. Of the 190 corporate employees, 109 are in management positions and 81 are administrative or office employees. None of the Company’s employees are covered by a collective bargaining agreement. The Company considers its employee relations to be good.
The Company’s Internet address is www.rarehospitality.com. The Company makes available, free of charge, on or through its website, its annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and amendments to those reports filed or furnished pursuant to Section 13 (a) or 15 (d) of the Securities Exchange Act of 1934 as soon as reasonably practicable after electronically filing such material with, or furnishing it to, the Securities Exchange Commission.
As of March 3, 2003, all but 52 of the Company’s restaurants were located in leased space (including two sites for restaurants under construction and two sites for restaurants to go under construction later in 2003). Initial lease expirations typically range from ten to fifteen years, with the majority of these leases providing for an option to renew for at least one additional term of three to 15 years. All of the Company’s leases provide for a minimum annual rent, and approximately half of the leases call for additional rent based on sales volume (generally 2.0% to 8.0%) at the particular location over specified minimum levels. Generally the leases are net leases, which require the Company to pay the costs of insurance, taxes and a portion of lessors’ operating costs.
The leases on the existing Company-owned restaurants will expire over the period from 2003 through 2033 (assuming exercise of all renewal options).
The Company owns three office buildings aggregating 25,000 square feet and leases a 15,000 square foot office building in which its corporate offices are headquartered. All four office buildings are located in Atlanta, Georgia. In addition, the Company leases approximately 1,500 square feet of space in East Providence, Rhode Island to house staff to support the operation of Bugaboo Creek Steak House restaurants.
The Company is involved in various legal actions incidental to the normal conduct of its business. Management does not believe that the ultimate resolution of these incidental actions will have a material adverse effect on the Company’s results of operations or financial condition.
There were no matters submitted for a vote of security holders during the fourth quarter of 2002.
The Company’s common stock trades on the Nasdaq National Market under the symbol “RARE”. The table below sets forth the high and low sales prices of the Company’s common stock, as reported on the Nasdaq National Market, during the periods indicated:
FISCAL YEAR ENDED DECEMBER 29, 2002 HIGH LOW
------------------------------------------- -------- -------
First Quarter $27.54 $21.20
Second Quarter 29.75 23.44
Third Quarter 28.01 20.75
Fourth Quarter 28.70 21.90
FISCAL YEAR ENDED DECEMBER 30, 2001 HIGH LOW
-------------------------------- ---------- -------- -------
First Quarter $32.00 $20.06
Second Quarter 28.43 19.70
Third Quarter 23.63 14.84
Fourth Quarter 23.60 14.15
The closing price of a share of the Company’s common stock on March 18, 2003, was $28.49. As of March 18, 2003, there were approximately 479 holders of record of the Company’s common stock.
Since the Company’s initial public offering in 1992, the Company has not declared or paid any cash dividends on its capital stock. The Company does not intend to pay any cash dividends on its common stock in the foreseeable future, as the current policy of the Company’s Board of Directors is to retain all earnings to support operations and finance expansion. The Company’s existing revolving line of credit restricts the payment of cash dividends without prior lender approval. See “Management’s Discussion and Analysis of Financial Condition and Results of Operations – Liquidity and Capital Resources.” Future declaration and payment of dividends, if any, will be determined in light of then current conditions, including the Company’s earnings, operations, capital requirements, financial condition, restrictions in financing arrangements and other factors deemed relevant by the Board of Directors.
The following table provides information about the common stock that may be issued under all of the Company’s existing equity compensation plans as of December 29, 2002. Details of the plans are discussed in Note 11 to the Company’s Consolidated Financial Statements. The table does not include information with respect to shares subject to outstanding options granted under the Bugaboo Creek Steak House, Inc. 1994 Stock Option Plan that was assumed by the Company in connection with its acquisition of Bugaboo Creek Steak House, Inc. in September 1996.
Number of Securities to Weighted Average Number of Securities
be Issued Upon Exercise Exercise Price of Remaining Available
of Outstanding Options (5) Outstanding Options for Future Issuance
Equity Compensation 337,756 (1) $25.13 562,244
Plans Approved by 1,300,197 (2) $16.50 33,385
Stockholders 65,625 (3) $15.34 63,750
762,418 (4) $11.37 --
Equity Compensation Plans
not Approved by Stockholders 155,400 $12.58 --
--------- ------ -------
Total 2,621,396 $15.86 659,379
========= ====== =======
Following is selected consolidated financial data as of and for each of the fiscal years in the five-year period ended December 29, 2002. The Consolidated Financial Statements as of December 29, 2002 and December 30, 2001 and for each of the years in the three-year period ended December 29, 2002 and the independent auditors’ report thereon are included in this Form 10-K. All sales, restaurant operating expenses, and general and administrative expenses have been restated to conform to the presentation requirements of the consensus of the Emerging Issues Task Force (“EITF”) of the Financial Accounting Standards Board on EITF Issue 01-9, “Accounting for Consideration Given by a Vendor to a Customer ” (see Note 1 to consolidated financial statements). All share and per share amounts have been restated to give retroactive effect to the Company’s 50% stock dividend in 2000 (see Note 1 to consolidated financial statements). The data should be read in conjunction with the Consolidated Financial Statements of the Company and related notes in this Form 10-K and “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” also included in this Form 10-K.
FISCAL YEARS ENDED
---------------------------------------------------------------------------------------------------
DEC 29, DEC 30, DEC 31, DEC 26, DEC 27,
2002 2001 2000 1999 1998
---------------------------------------------------------------------------------------------------
(in thousands, except per share data)
STATEMENT OF OPERATIONS DATA:
Revenues:
Restaurant sales $584,159 $519,998 $453,284 $371,751 $311,938
Franchise revenues 345 328 380 195 --
------------ ------------ ------------ -------------- -------------
Total revenues 584,504 520,326 453,664 371,946 311,938
Costs and expenses:
Cost of restaurant sales 211,006 189,869 166,421 137,416 116,602
Operating expenses-- restaurants 257,252 228,340 194,874 161,924 136,005
Provision for asset impairments,
restaurant closings, and other
charges 495 2,802 -- 1,800 2,500
Depreciation and amortization
--restaurants 23,920 21,248 17,022 15,249 17,636
Pre-opening expense 3,802 3,764 3,318 3,051 --
General and administrative expenses 34,933 31,675 30,723 25,547 22,049
------------ ------------ ------------ -------------- ------------
Total costs and expenses 531,408 477,698 412,358 344,987 294,792
------------ ------------ ------------ -------------- ------------
Operating income 53,096 42,628 41,306 26,959 17,146
Interest expense, net 1,718 2,128 4,159 3,866 2,939
Early termination of interest rate swap
agreement 1,540 1,100 -- -- --
Provision for litigation settlement -- -- 1,000 -- --
Minority interest 448 639 1,407 1,609 1,334
------------ ------------ ------------ -------------- ------------
Earnings before income taxes and
cumulative effect of change in
accounting principle 49,390 38,761 34,740 21,484 12,873
Income tax expense 15,951 12,603 11,480 7,060 4,120
------------ ------------ ------------ -------------- ------------
Earnings before cumulative effect
of change in accounting principle 33,439 26,158 23,260 14,424 8,753
Cumulative effect of change in
accounting principle (net of tax
benefit of $760) -- -- -- 1,587 --
------------ ------------ ------------ -------------- ------------
Net earnings $33,439 $ 26,158 $ 23,260 $ 12,837 $ 8,753
======= ======= ======= ======== =======
Basic earnings per common share before
cumulative effect of change in
accounting principle $ 1.54 $ 1.25 $ 1.27 $ 0.80 $ 0.49
Cumulative effect per common share of
change in accounting principle -- -- -- 0.09 --
------------ ------------ ------------ -------------- ------------
Basic earnings per common share $ 1.54 $ 1.25 $ 1.27 $ 0.71 $ 0.49
======= ======= ======= ======== =======
Diluted earnings per common share
before cumulative effect of change in
accounting principle $ 1.46 $ 1.18 $ 1.20 $ 0.76 $ 0.48
Cumulative effect per common share of
change in accounting principle -- -- -- 0.08 --
------------ ------------ ------------ -------------- ------------
Diluted earnings per common share $ 1.46 $ 1.18 $ 1.20 $ 0.68 $ 0.48
Weighted average common shares ======= ======= ======= ======== =======
outstanding (basic) 21,724 21,002 18,271 18,048 18,006
Weighted average common shares ======= ======= ======= ======== =======
outstanding (diluted) 22,845 22,144 19,416 18,819 18,149
======= ======= ======= ======== =======
------------------------------------------------------------------------------------------------
FISCAL YEARS ENDED
------------------------------------------------------------------------------------------------
Dec 29, DEC 30, DEC 31, DEC 26, DEC 27,
2002 2001 2000 1999 1998
------ ------ ------ ------ ------
(in thousands)
BALANCE SHEET DATA:
Working capital (deficit) $2,617 $(4,931) $(23,114) $(11,031) $ 1,136
Total assets 386,907 352,456 295,381 237,118 218,862
Debt, net of current installments -- 10,000 51,000 40,000 48,000
Obligations under capital leases,
net of current installments 22,406 20,867 20,925 9,732 9,732
Minority interest 1,411 1,329 1,469 3,982 2,610
Total shareholders' equity 300,132 256,530 167,257 137,584 120,618
The Company’s revenues are derived primarily from restaurant sales from Company-owned and joint venture restaurants. The Company also derives a small percentage of its total revenue from franchise revenues from unaffiliated franchised restaurants. Cost of restaurant sales consists of food and beverage costs for Company-owned and joint venture restaurants. Restaurant operating expenses consist of all other restaurant-level costs. These expenses include the cost of labor, advertising, operating supplies, rent, and utilities. Depreciation and amortization includes only the depreciation attributable to restaurant-level capital expenditures.
General and administrative expenses include finance, accounting, management information systems, restaurant supervision expenses, and other administrative overhead related to support functions for Company-owned, joint venture, and franchise restaurant operations. Minority interest consists of the partners’ share of earnings in joint venture restaurants.
The Company defines the comparable restaurant base to include those restaurants open for a full 18 months prior to the beginning of each fiscal quarter and are calculated using sales prior to being reduced for discounts, coupons, free products or services. Average weekly sales are defined as total restaurant sales divided by restaurant weeks. A “restaurant week” is one week during which a single restaurant is open, so that two restaurants open during the same week constitutes two restaurant weeks.
The Company’s revenues and expenses can be affected significantly by the number and timing of the opening of additional restaurants. The timing of restaurant openings also can affect the average sales and other period-to-period comparisons.
The following table sets forth the percentage relationship to total revenues of the listed items included in the Company’s consolidated statements of operations, except as indicated:
FISCAL YEARS ENDED
------------------------------------------------------------------------------------------------
DECEMBER 29, DECEMBER 30, DECEMBER 31,
2002 2001 2000
Revenues: ------------------------------------------------------------------------------------------------
Restaurant sales:
LongHorn Steakhouse 71.3% 70.5% 70.6%
The Capital Grille 15.2 15.3 14.2
Bugaboo Creek Steak House 12.2 12.8 13.5
Other restaurants 1.2 1.4 1.6
---------- ---------- -----------
Total restaurant sales 99.9 99.9 99.9
Franchise revenues 0.1 0.1 0.1
---------- ---------- -----------
Total revenues 100.0 100.0 100.0
Costs and expenses:
Cost of restaurant sales(1) 36.1 36.5 36.7
Operating expenses--restaurants(1) 44.0 43.9 43.0
Provision for asset impairments,
restaurant closings, and other charges 0.1 0.5 --
Depreciation and amortization--restaurants(1) 4.1 4.1 3.8
Pre-opening expense - restaurants(1) 0.7 0.7 0.7
General and administrative expenses 6.0 6.1 6.8
---------- ---------- -----------
Total costs and expenses 90.9 91.8 90.9
---------- ---------- -----------
Operating income 9.1 8.2 9.1
Interest expense, net 0.3 0.4 0.9
Early termination of interest rate swap agreement 0.3 0.2
Provision for litigation settlement -- -- 0.2
--
Minority interest 0.1 0.1 0.3
---------- ---------- -----------
Earnings before income taxes 8.5 7.4 7.7
Income tax expense 2.7 2.4 2.5
---------- ---------- -----------
Net earnings 5.7% 5.0% 5.1%
====== ====== ======
(1)
Cost of restaurant sales, restaurant operating expenses, depreciation and
amortization and pre-opening expense are expressed as a percentage
of total
restaurant sales.
Year Ended December 29, 2002 Compared to Year Ended December 30, 2001
Total revenues increased 12.3% to $584.5 million for 2002, compared to $520.3 million for 2001.
Sales in the LongHorn Steakhouse restaurants increased 13.8% to $416.9 million for 2002, compared to $366.5 million for 2001. The increase reflects a 10.2% increase in restaurant operating weeks in 2002 as compared to 2001, resulting from an increase in the restaurant base from 154 Company-owned and joint venture LongHorn Steakhouse restaurants at the end of 2001 to 170 restaurants at the end of 2002. Average weekly sales for all company-owned and joint venture LongHorn Steakhouse restaurants in 2002 were $49,392, a 3.2% increase over 2001. Sales for the comparable LongHorn Steakhouse restaurants increased 2.7% in 2002 as compared to 2001. The increase in comparable restaurant sales for 2002 at LongHorn Steakhouse was attributable to an increase in average check and guest counts.
Sales in The Capital Grille restaurants increased 10.6% to $88.6 million for 2002, compared to $80.1 million for 2001. The increase reflects a 5.3% increase in restaurant operating weeks in 2002 as compared to 2001, resulting from the full-year 2002 impact of the three The Capital Grille restaurants that opened in 2001. Average weekly sales for all The Capital Grille restaurants in 2002 were $113,637, a 5.1% increase from 2001. Sales for the comparable The Capital Grille restaurants increased 4.9% in 2002, as compared to 2001. The increase in comparable restaurant sales at The Capital Grille restaurants is attributable primarily to an increase in guest counts.
Sales in the Bugaboo Creek Steak House restaurants increased 7.7% to $71.2 million for 2002, compared to $66.1 million for 2001. The increase reflects a 7.7% increase in restaurant weeks in 2002 as compared to 2001, resulting from an increase in the restaurant base from 19 Bugaboo Creek Steak House restaurants at the end of 2001 to 22 restaurants at the end of 2002. Average weekly sales for all Bugaboo Creek Steak House restaurants in 2002 were $68,609, a 2.5% increase from 2001. Sales for the comparable Bugaboo Creek Steak House restaurants increased 1.9% in 2002, as compared to 2001. The increase in comparable restaurant sales at Bugaboo Creek Steak House restaurants is attributable primarily to an increase in average check.
The Company has a Franchisee that operates three LongHorn Steakhouse restaurants in Puerto Rico. The Company’s franchisee opened its third franchise LongHorn Steakhouse in 2000. The Company earned $345,000 and $328,000 in franchise revenue in 2002 and 2001, respectively.
Cost of restaurant sales, as a percentage of restaurant sales, decreased to 36.1% in 2002 from 36.5% in 2001. Contract pricing on certain protein and other products during 2002 were favorable as compared to the prior year.
Restaurant operating expenses increased as a percentage of restaurant sales in 2002 to 44.0%, from 43.9% in 2001. This was due to an increase in restaurant management and hourly labor as a percentage of restaurant sales, partially offset by greater sales leverage of fixed and semi-fixed expenses (principally advertising and rent).
The provision for asset impairments, restaurant closings, and other charges of $495,000 in 2002 consisted of the write down of one LongHorn Steakhouse restaurant. The amount of the charge was determined under SFAS No. 144 by comparing discounted future cash flows to the carrying value of impaired assets.
Depreciation and amortization – restaurants increased to $23.9 million in 2002, from $21.2 million in 2001, due to the Company’s new restaurant construction and depreciation of capital expenditures associated with the Company’s remodeling of older restaurants.
> Pre-opening expense remained flat at $3.8 million or 0.7% of total restaurant sales in both 2002 and 2001. The amounts charged to pre-opening expense in any year is dependent upon the number of restaurants opened and the restaurant concept.
General and administrative expenses increased to $34.9 million in 2002, from $31.7 million in 2001, but decreased as a percent of total revenues to 6.0% in 2002 from 6.1% in 2001. The increased costs in 2002 were primarily compensation related, associated with increased accruals for management bonuses, payroll and the cost of building the infrastructure necessary to support the Company’s growth. General and administrative expenses, as a percent of total revenues, decreased principally due to greater leverage of fixed and semi-fixed expenses resulting from increased sales at existing restaurants and new restaurants.
Interest expense, net decreased to $1.7 million in 2002, from $2.1 million in 2001. The decrease in interest expense, net is due to the repayment of amounts outstanding under the Company’s revolving credit facility and an increase in interest income in 2002.
Concurrent with amending and restating the Company’s $100.0 million revolving credit agreement, the Company repaid all amounts outstanding under the credit agreement and terminated an associated interest rate swap agreement that had been accounted for as a hedge. The Company paid $1,540,000 resulting in an after-tax expense of $961,000 associated with terminating the interest rate swap agreement. The repayment of amounts outstanding under the credit agreement combined with the termination of the associated hedge created an ineffective hedge relationship, which resulted in the $1,540,000 charge to earnings in 2002.
Minority interest decreased to $448,000 in 2002, from $639,000 in 2001. This reflects a decrease in the number of joint venture restaurants in 2002 compared to 2001 resulting primarily from the purchase of the joint venture partner’s interest in seven restaurants during 2002 and one joint venture restaurant during 2001.
Income tax expense in 2002 was 32.3% of earnings before income taxes. The Company’s effective income tax rate differs from applying the statutory Federal income tax rate of 35% to earnings before income taxes primarily due to employee FICA tip tax credits partially offset by state income taxes.
Net income of $33.4 million in 2002, as compared to net income of $26.2 million in 2001, reflects the net effect of the items discussed above.
Year Ended December 30, 2001 compared to Year Ended December 31, 2000
Total revenues increased 14.7% to $520.3 million for 2001, compared to $453.7 million for 2000. The Company’s fiscal year is a 52- or 53-week year ending on the last Sunday in each calendar year. Each of the four quarters is typically made up of 13 weeks; however, since fiscal 2000 was a 53-week period, the first quarter of 2000 contained 14 weeks compared to 13 operating weeks in the first quarter of 2001. This differential in the number of operating weeks had an unfavorable effect on the Company’s revenue comparisons and operating results for 2001 compared to 2000.
Sales in the LongHorn Steakhouse restaurants increased 14.5% to $366.5 million for 2001, compared to $320.2 million for 2000. The increase reflects a 13.1% increase in restaurant operating weeks in 2001 as compared to 2000, resulting from an increase in the restaurant base from 135 Company-owned and joint venture LongHorn Steakhouse restaurants at the end of 2000 to 154 restaurants at the end of 2001. Total operating week comparisons were negatively affected by the additional week in the 2000 53-week operating period as compared to the 52-week operating period in 2001. Excluding the additional operating week in the 53-week fiscal year 2000, total restaurant operating weeks would have increased by 15.3% in 2001 as compared to the same period in 2000. Average weekly sales for all company-owned and joint venture LongHorn Steakhouse restaurants in 2001 were $47,838, a 1.2% increase over 2000. Sales for the comparable LongHorn Steakhouse restaurants increased 1.8% in 2001 as compared to 2000. The increase in comparable restaurant sales for 2001 at LongHorn Steakhouse was attributable to an increase in average check.
Sales in The Capital Grille restaurants increased 24.5% to $80.1 million for 2001, compared to $64.4 million for 2000. The increase reflects a 25.8% increase in restaurant operating weeks in 2001 as compared to 2000, resulting from an increase in the restaurant base from 12 The Capital Grille restaurants at the end of 2000 to 15 restaurants at the end of 2001. Total operating week comparisons were negatively affected by the additional week in the 2000 53-week operating period as compared to the 52-week operating period in 2001. Average weekly sales for all The Capital Grille restaurants in 2001 were $108,139, a 1.0% decrease from 2000. This decrease in average weekly sales volume is due to the opening of three new The Capital Grille restaurants. The Capital Grille restaurants have historically opened at lower sales volumes and not experienced the drop off in sales after an initial honeymoon period commonly characteristic in the restaurant industry. Sales for the comparable The Capital Grille restaurants increased 1.8% in 2001, as compared to 2000. The increase in comparable restaurant sales at The Capital Grille restaurants is attributable primarily to an increase in average check. Excluding the additional operating week in the 53-week fiscal year 2000, total restaurant operating weeks would have increased by 28.2% in 2001 as compared to the same period in 2000.
Sales in the Bugaboo Creek Steak House restaurants increased 7.7% to $66.1 million for 2001, compared to $61.4 million for 2000. The increase reflects a 3.2% increase in restaurant weeks in 2001 as compared to 2000, resulting from the operation of 19 Bugaboo Creek Steak House restaurants during all of 2001 compared to 2000 when the 19th Bugaboo Creek Steak House restaurant was opened in the fourth quarter. Total operating week comparisons were negatively affected by the additional week in the 2000 53-week operating period as compared to the 52-week operating period in 2001. Average weekly sales for all Bugaboo Creek Steak House restaurants in 2001 were $66,944, a 4.3% increase from 2000. Excluding the additional operating week in the 53-week fiscal year 2000, total restaurant operating weeks would have increased by 5.2% in 2001 as compared to the same period in 2000. Sales for the comparable Bugaboo Creek Steak House restaurants increased 2.9% in 2001, as compared to 2000. The increase in comparable restaurant sales at Bugaboo Creek Steak House restaurants is attributable primarily to an increase in average check and guest counts.
> The Company has a Franchisee that operates three LongHorn Steakhouse restaurants in Puerto Rico. The Company’s franchisee opened one franchise LongHorn Steakhouse in each of 2000, 1999 and 1998. The Company earned $328,000 and $380,000 in franchise revenue in 2001 and 2000, respectively.
Cost of restaurant sales, as a percentage of restaurant sales, decreased to 36.5% in 2001 from 36.7% in 2000. Favorable pricing on certain non-red meat products during 2001 more than offset higher red meat costs during the year.
Restaurant operating expenses increased as a percentage of restaurant sales in 2001 to 43.9%, from 43.0% in 2000. This was due to an increase in restaurant management and hourly labor as a percentage of restaurant sales, and an increase in advertising and promotions expense, partially offset by greater sales leverage of fixed and semi-fixed expenses (principally rent).
The provision for asset impairments, restaurant closings, and other charges of $2.8 million in 2001 consisted primarily of the write down of five LongHorn Steakhouses restaurants. The amount of the charge was determined under SFAS No. 121 by comparing discounted future cash flows to the carrying value of impaired assets.
Depreciation and amortization – restaurants increased to $21.2 million in 2001, from $17.0 million in 2000, and as a percent of total restaurant sales due to the Company’s new restaurant construction, capital lease accounting treatment associated with the three new The Capital Grille restaurants opened during 2001 and acceleration of the Company’s remodeling programs.
Pre-opening expense increased to $3.7 million in 2001, from $3.3 million in 2000, principally due to the opening of 22 Company-owned restaurants in 2001 compared to the opening of 19 Company-owned restaurants in 2000.
General and administrative expenses increased to $31.7 million in 2001, from $30.7 million in 2000, but decreased as a percent of total revenues to 6.1% from 6.8% in 2000. The increased costs in 2001 were primarily payroll related, associated with building the infrastructure necessary to support the Company’s growth partially offset by reduced accruals for management bonuses. General and administrative expenses, as a percent of total revenues, decreased principally due to greater leverage of fixed and semi-fixed expenses resulting from increased sales at existing restaurants and new restaurants.
Interest expense decreased to $2.1 million in 2001, from $4.2 million in 2000. The decrease in interest expense is principally due to the Company’s common stock offering in February 2001, the proceeds of which were used to pay down borrowings under the Company’s revolving credit facility. The Company’s weighted average interest rate on borrowings, including the amortization of debt issue costs, under its revolving credit facility was approximately 8.6% in 2001 and 2000.
Concurrent with the completion of the February 2001 common stock offering, the Company amended its interest rate swap agreements to fix the interest rate on future amounts borrowed under the Company’s credit facility. The Company paid $1.1 million resulting in an after-tax expense of $682,000 associated with amending the interest rate swap agreements to reduce the notional principal to amounts equal to the variable rate debt expected to be outstanding in the future under the Company’s credit facility. The repayment of amounts outstanding under the credit agreement combined with the termination of the associated hedge resulted in the $1.1 million charge to earnings in 2001.
Minority interest decreased to $0.6 million in 2001, from $1.4 million in 2000. This reflects a decrease in the number of joint venture restaurants in 2001 compared to 2000 due to the purchase of a joint venture partner’s interest in one restaurant during 2001 and 19 joint venture restaurants during 2000.
Income tax expense in 2001 was 32.5% of earnings before income taxes. The Company’s effective income tax rate differs from applying the statutory Federal income tax rate of 35% to earnings before income taxes primarily due to employee FICA tip tax credits partially offset by state income taxes.
Net income of $26.2 million in 2001, as compared to net income of $23.3 million in 2000, reflects the net effect of the items discussed above.
The Company requires capital primarily for the development of new restaurants, selected acquisitions and the refurbishment of existing restaurants. The Company’s principal financing sources in 2002 were proceeds from cash flow from operations ($53.1 million), and proceeds from the exercise of employee stock options ($5.3 million). The primary uses of funds consisted of costs associated with expansion, principally leasehold improvements, equipment, land and buildings associated with the construction of new restaurants ($54.4 million) and the repayment of amounts outstanding under the Company’s revolving credit facility ($10.0 million).
Since substantially all sales in the Company’s restaurants are for cash, and accounts payable are generally due in seven to 30 days, the Company operates with little or negative working capital.
The increases in accounts receivable, inventory, prepaid expenses, and accrued expenses are principally due to the new restaurants which were opened during 2002 and the result of generally higher average unit volumes experienced during 2002. Further increases in current asset and liability accounts are expected as the Company continues its restaurant development program.
In November 2002, the Company amended and restated its $100.0 million revolving credit facility, including extending its maturity to November 2007. The terms of the revolving credit facility, as amended, require the Company to pay interest on outstanding borrowings at LIBOR plus a margin of 1.25% to 1.75% (depending on the Company’s leverage ratio) or the administrative agent’s prime rate of interest, at the Company’s option, and pay a commitment fee of 0.3% to 0.4% (depending on the Company’s leverage-ratio) per year on any unused portion of the facility. No amounts were outstanding under the Company’s revolving credit agreement on December 29, 2002. As of December 29, 2002, interest on the revolving credit facility provided for interest to be accrued at LIBOR plus 1.25% or the prime rate. The Company was required to pay a commitment fee of 0.30% per year on any unused portion of the facility. The revolving credit facility contains various covenants and restrictions which, among other things, require the maintenance of stipulated leverage and fixed charge coverage ratios and minimum consolidated net worth, as defined, and also limit additional indebtedness in excess of specified amounts. The Company is currently in compliance with such covenants.
The $1,540,000 ($961,000 after-tax) separately stated expense associated with terminating the interest rate swap agreement resulted in an approximately $0.04 decrease in diluted earnings per share for the fourth quarter of 2002. At December 29, 2002, no amounts were outstanding and $100.0 million was available under the Company’s $100.0 million revolving credit agreement.
The Company currently plans to open 20 to 21 Company-owned LongHorn Steakhouse restaurants, two or three Bugaboo Creek Steak House restaurants and one or two The Capital Grille restaurants in 2003. The Company estimates that its capital expenditures will be approximately $75.0 to $80.0 million in 2003. The capital expenditure estimate for 2003 includes the estimated cost of developing 23 to 26 new restaurants, ongoing refurbishment in existing restaurants, costs associated with obtaining real estate for year 2004 planned openings, installation of a new point of sale system in all existing restaurants and continued investment in improved management information systems. In September 2001, the Company’s Board of Directors authorized the Company to use up to $15.0 million to purchase shares of its common stock through open market transactions, block purchases or in privately negotiated transactions. During the fourth quarter of 2002, the Company purchased 85,000 shares of its common stock for a total purchase price of $2,205,000 (average price of $25.96 per share).
The Company expects that available borrowings under the Company’s revolving credit facility, together with cash on hand and cash provided by operating activities, will provide sufficient funds to finance its expansion and share repurchase plans through the year 2005.
Revenues. The Company plans to grow revenues by opening additional restaurants and increasing average unit volumes. The Company's new restaurant development plans for 2003 are summarized in the section entitled "LIQUIDITY AND CAPITAL RESOURCES". Based upon current economic conditions, the Company is targeting same store sales growth in 2003 of 2% to 3% for all three concepts, compared with 2002. The Company anticipates that the same store sales increase will be comprised of approximately equal percentage increases in average check and customer counts.
Cost of restaurant sales. The Company is anticipating flat to slightly favorable commodity prices in 2003 based primarily on favorable protein pricing. The Company is under a fixed price contract with its primary supplier for the majority of its anticipated purchases of protein products in 2003; however, the Company pays market prices for other products such as produce and fresh seafood. Accordingly, the Company does not expect its costs of goods sold to increase materially as a percentage of sales in 2003 as compared with 2002.
Operating expenses – restaurants. For the last several years, the Company has experienced wage rate pressure for both restaurant management and hourly positions, resulting from a tight labor market for skilled positions in the restaurant industry. Based upon labor market conditions that exist today, the Company expects this trend to continue in 2003. In addition, the Company expects that the cost of employee health insurance coverage will contribute to the upward pressure on labor costs as a percentage of restaurant sales. The Company also expects increased energy costs in 2003, as compared with 2002, particularly with respect to natural gas costs.
Pre-opening expense. Pre-opening costs are expensed as incurred and approximate $190,000 for each LongHorn Steakhouse restaurant, $214,000 for each Bugaboo Creek Steak House restaurant, and $358,000 for each The Capital Grille restaurant. Restaurant pre-opening expenses may vary materially from period to period depending on when restaurants open. As a result of the planned opening of more new restaurants in 2003, as compared to 2002, the Company anticipates that pre-opening expenses will be higher in 2003.
Depreciation and amortization – restaurants. The Company expects depreciation to increase as it invests in the development of new restaurants, the ongoing refurbishment in existing restaurants, and the installation of a new point of sale system in all existing restaurants. Due to greater leverage of this fixed expense resulting from expected sales increases in 2003, the Company expects depreciation and amortization – restaurants to remain flat as a percentage of restaurant sales.
General and administrative expenses. To support the Company’s expected increase in the number of new restaurants in 2003, the Company plans to increase total general and administrative expenses by approximately 15% to 16%, compared with 2002. This percentage growth in general and administrative expense approximates the anticipated percentage growth in revenue.
Interest expense, net. Due to the repayment of all amounts outstanding under the Company’s revolving credit facility, the Company expects net interest expense to decrease significantly in 2003 compared with 2002.
Income tax expense. The Company expects the effective income tax rate for 2003 to be approximately 32.5% of earnings before income taxes.
Earnings per share. Based upon the net effect of the items discussed above, the Company expects 2003 diluted earnings per common share in a range of $1.74 to $1.77.
The preceding discussion of liquidity and capital resources and outlook for future operating results contain certain “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements include statements regarding the intent, belief or current expectations of the Company and members of its management team, as well as assumptions on which such statements are based. All forward-looking statements in this Form 10-K are based upon information available to the Company on the date of this report. Forward-looking statements involve a number of risks and uncertainties, and in addition to the factors discussed elsewhere in this Form 10-K, other factors that could cause actual results, performance or developments to differ materially from those expressed or implied by those forward-looking statements include the following: failure of facts to conform to necessary management estimates and assumptions; the Company’s ability to identify and secure suitable locations for new restaurants on acceptable terms, open the anticipated number of new restaurants on time and within budget, achieve anticipated rates of same store sales, hire and train additional restaurant personnel and integrate new restaurants into its operations; the continued implementation of the Company’s business discipline over a large restaurant base; unexpected increases in cost of sales or employee, pre-opening or other expenses; the economic conditions in the new markets into which the Company expands and possible uncertainties in the customer base in these areas; fluctuations in quarterly operating results; seasonality; changes in customer dining patterns; the impact of any negative publicity or public attitudes related to the consumption of beef; disruption of established sources of product supply or distribution; competitive pressures from other national and regional restaurant chains; business conditions, such as inflation or a recession, or other negative effect on dining patterns, or some other negative effect on the economy, in general, including (without limitation) war, insurrection and/or terrorist attacks on United States soil; growth in the restaurant industry and the general economy; changes in monetary and fiscal policies, laws and regulations; and the risks set forth in Exhibit 99(a) to this Form 10-K which are hereby incorporated by reference and other risks identified from time to time in the Company’s SEC reports, registration statements and public announcements. The Company undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes to future operating results over time.
The table below summarizes the Company’s significant contractual obligations, by maturity, as of December 29, 2002 (in thousands):
LESS
THAN 1 1 - 3 4 - 5 AFTER 5
TOTAL YEAR YEARS YEARS YEARS
----- ---- ----- ----- -----
Bank revolving credit facility $ -- $ -- $ -- $ -- $ --
Capital lease obligations 51,268 2,096 4,393 4,576 40,203
Operating leases 113,008 15,679 29,932 24,041 43,356
Other purchase obligations 13,502 13,502 -- -- --
-------- ------- ------- ------- -------
Total contractual cash obligations $177,778 $31,277 $34,325 $28,617 $83,559
======== ======= ======= ======= =======
Management believes that inflation has not had a material effect on earnings during the past several years. Inflationary increases in the cost of labor, food and other operating costs could adversely affect the Company’s restaurant operating margins. In the past, however, the Company generally has been able to modify its operations and increase menu prices to offset increases in its operating costs.
A majority of the Company’s employees are paid hourly rates related to federal and state minimum wage laws and various laws that allow for credits to that wage. Although the Company has been able to and will continue to attempt to pass along increases in the minimum wage and in other costs through food and beverage price increases, there can be no assurance that all such increases can be reflected in its prices or that increased prices will be absorbed by customers without diminishing, to some degree, customer spending at its restaurants.
In June 2001, the Financial Accounting Standards Board (“FASB”) issued Statement of Financial Accounting Standards No. 142, “Goodwill and Other Intangible Assets” (“SFAS 142”). The Company adopted SFAS 142 effective as of the beginning of fiscal year 2002. SFAS 142 requires that an intangible asset that is acquired shall be initially recognized and measured based on its fair value. This Statement also provides that goodwill should not be amortized, but shall be tested for impairment annually, or more frequently if circumstances indicate potential impairment, through a comparison of fair value to its carrying amount. In the first quarter of fiscal 2002, the Company ceased amortization of goodwill and performed the required goodwill impairment testing. The impairment test required the Company to compare the fair value of each reporting unit to its carrying value to determine whether there is an indication that an impairment may exist. If an impairment of goodwill is determined to exist, it is measured as the excess of its carrying value over its fair value. Upon performing the initial test of the carrying value of the Company’s goodwill, it was concluded that there was no current indication of impairment to goodwill. Accordingly, no impairment losses were recorded upon the initial adoption of SFAS 142.
As of the date of adoption, the Company had unamortized goodwill in the amount of approximately $19.2 million. Amortization expense related to goodwill was approximately $1.1 million and $0.9 million for fiscal year 2001 and 2000, respectively. In accordance with SFAS 142, no goodwill amortization expense was recorded in the Company’s financial statements for 2002. For the foreseeable future, management believes the only impact on the Company’s consolidated financial statements from the adoption of SFAS 142 will be the elimination of goodwill amortization expense.
The proforma effects of the adoption of SFAS 142 on net earnings and basic and diluted earnings per share is as follows (in thousands, except per share amounts):
----------- Year Ended ----------
2002 2001 2000
---- ---- ----
Net earnings, as reported $ 33,439 $ 26,158 $ 23,260
Goodwill amortization, net of tax benefit -- 679 549
--------- -------- ---------
Net earnings, pro forma $ 33,439 $ 26,837 $ 23,809
========= ======== =========
Basic earnings per common share:
Net earnings, as reported $ 1.54 $ 1.25 $ 1.27
Goodwill amortization, net of tax benefit -- 0.03 0.03
--------- -------- ---------
Net earnings, pro forma $ 1.54 $ 1.28 $ 1.30
========= ======== =========
Diluted earnings per common share:
Net earnings, as reported $ 1.46 $ 1.18 $ 1.20
Goodwill amortization, net of tax benefit -- 0.03 0.03
--------- -------- ---------
Net earnings, pro forma $ 1.46 $ 1.21 $ 1.23
========= ======== =========
In August 2001, the FASB issued SFAS No. 144, “Accounting for the Impairment of Long-Lived Assets” (“SFAS 144”), which supercedes SFAS No. 121, “Accounting for the Impairment of Long-Lived Assets and for Long-Lived Assets to be Disposed of”, and the accounting and reporting provisions of Accounting Principles Board Opinion No. 30, “Reporting the Results of Operations – Reporting the Effects of Disposal of a Segment of a Business, and Extraordinary, Unusual and Infrequently Occurring Events and Transactions”, for the disposal of a segment of a business. SFAS 144 retains many of the provisions of SFAS 121, but addresses certain implementation issues associated with that statement. The Company adopted SFAS 144 effective as of the beginning of fiscal 2002. The adoption of SFAS 144 did not have a material impact on the Company’s consolidated financial statements.
In April 2002. the FASB issued SFAS No. 145, “Rescission of FASB Statements No. 4, 44 and 64, Amendment of FASB Statement No. 13, and Technical Corrections” (“SFAS 145”), SFAS Nos. 4 and 64 required gains and losses from extinguishment of debt to be classified as extraordinary items. SFAS 145 rescinds this requirement and stipulates that gains or losses on extinguishment of debt would have to meet the criteria of APB Opinion No. 30 to be classified as an extraordinary item. In addition, any extraordinary gains or losses on extinguishment of debt in prior periods presented would require reclassification. SFAS 145 is effective for fiscal years beginning after May 15, 2002. The Company is currently evaluating the impact of the adoption of SFAS 145.
In June 2002, the FASB issued SFAS No. 146, “Accounting for Costs Associated with Exit or Disposal Activities” (“SFAS 146”). This Statement requires that a liability for a cost associated with an exit or disposal activity be recognized only when the liability is incurred and measured at f