-----BEGIN PRIVACY-ENHANCED MESSAGE----- Proc-Type: 2001,MIC-CLEAR Originator-Name: webmaster@www.sec.gov Originator-Key-Asymmetric: MFgwCgYEVQgBAQICAf8DSgAwRwJAW2sNKK9AVtBzYZmr6aGjlWyK3XmZv3dTINen TWSM7vrzLADbmYQaionwg5sDW3P6oaM5D3tdezXMm7z1T+B+twIDAQAB MIC-Info: RSA-MD5,RSA, CpPspMG7PvazCuoiPVTHQLtMvxoivtbO/popussNduXG7biXcWTbr36+WVoKy8OA 6WbMpFdscWw/IotMbFT6RA== 0000950148-01-000458.txt : 20010330 0000950148-01-000458.hdr.sgml : 20010330 ACCESSION NUMBER: 0000950148-01-000458 CONFORMED SUBMISSION TYPE: 10-K405 PUBLIC DOCUMENT COUNT: 2 CONFORMED PERIOD OF REPORT: 20001231 FILED AS OF DATE: 20010329 FILER: COMPANY DATA: COMPANY CONFORMED NAME: JERRYS FAMOUS DELI INC CENTRAL INDEX KEY: 0000948308 STANDARD INDUSTRIAL CLASSIFICATION: RETAIL-EATING PLACES [5812] IRS NUMBER: 953302338 STATE OF INCORPORATION: CA FISCAL YEAR END: 1231 FILING VALUES: FORM TYPE: 10-K405 SEC ACT: SEC FILE NUMBER: 000-26956 FILM NUMBER: 1583987 BUSINESS ADDRESS: STREET 1: 12711 VENTURA BLVD STREET 2: STE 400 CITY: STUDIO CITY STATE: CA ZIP: 91604 BUSINESS PHONE: 8187668311 MAIL ADDRESS: STREET 1: 12711 VENTURA BLVD STREET 2: STE 400 CITY: STUDIO CITY STATE: CA ZIP: 91604 10-K405 1 v70940e10-k405.txt FORM 10-K405 1 SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K THE SECURITIES EXCHANGE ACT OF 1934 [X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 [FEE REQUIRED] For the fiscal year ended December 31, 2000 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 [NO FEE REQUIRED] For the transition period from _______________ to ______ Commission file number _______ JERRY'S FAMOUS DELI, INC. (Exact name of Registrant as specified in its charter) California 5812 95-3302338 (State or other jurisdiction of (Primary Standard Industrial (I.R.S. Employer incorporation or organization) Classification Code Number) Identification Number)
12711 Ventura Boulevard Suite 400 Studio City, California 91604 (818) 766-8311 (Address, including zip code, and telephone number, including area code, of registrant's principal executive offices) Securities registered pursuant to Section 12(b) of the Act: None Securities registered pursuant to Section 12(g) of the Act: Common Stock 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. YES [X] NO [ ]. 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 [ ]. The number of shares of common stock of the Registrant outstanding as of February 28, 2001: 4,673,042 shares. The aggregate market value of the outstanding common stock of the Registrant held by non-affiliates of the Registrant, based on the market price at February 28, 2001, was approximately $6,139,789. Documents Incorporated by Reference ----------------------------------- Certain portions of the following documents are incorporated by reference into Part III of this Form 10-K: The Registrant's Proxy Statement for the Annual Meeting of Shareholders to be held May 29, 2001. 2 JERRY'S FAMOUS DELI, INC. PART I ITEM 1. BUSINESS THE COMPANY Jerry's Famous Deli, Inc. (the "Company" or "JFD") is an operator of New York deli-style restaurants and a gourmet market. The Company currently operates 10 restaurants, including seven in Southern California operating under the name "Jerry's Famous Deli," one in Southern California operating under the name "Solley's" and two in Southern Florida operating under the name Wolfie Cohen's Rascal House ("Rascal House"). The Company also operates The Epicure Market ("Epicure"), a specialty gourmet market located in Miami Beach, Florida. In Southern California, the seven Jerry's Famous Deli restaurants have the look and high energy feel of a New York deli-style restaurant, with Broadway as the theme, and posters and colored klieg lighting creating the setting. The Solley's restaurant in Sherman Oaks, California retains the smaller, family atmosphere its patrons enjoyed for years before it was acquired by the Company in 1996. The Rascal House in Miami Beach, Florida, has its own unique character that has been popular for over 40 years, and the Company added another in Boca Raton, Florida which opened in July 1998. However, the true strength of all of the Company's restaurants is in the execution of the extraordinary menus. At Jerry's Famous Deli restaurants, customers can choose from a menu of over 600 items, while at Solley's and Rascal House, customers can enjoy their old favorites, along with many of the Jerry's Famous Deli menu items, all prepared with consistency and quality at every location. People come to a Jerry's, Solley's or Rascal House for the food, and they expect their favorite item the same way every time at each location. The Company depends heavily on its repeat customers, and it emphasizes consistency, quality and cleanliness in an atmosphere acceptable to the whole family, and appealing to the very different demographics in the clientele at different times of the day. Each of the Company's restaurants offer moderately priced, high quality food for in-store eating, take-out, delivery or catering services, seven days a week operation, and high energy ambiance. Epicure is a gourmet market that has been in operation for over 50 years, which serves fresh hot-cooked food and soups, juices, salads and numerous bakery products all prepared on the premises. Epicure also has traditional delicatessen fare, along with fresh produce and specialty wines and cheeses. The seven Jerry's Famous Deli restaurants in operation at December 31, 2000 had average sales of approximately $5.5 million per location for the year ended December 31, 2000. Solley's had sales of approximately $3.6 million, and the Rascal House restaurants had average sales of approximately $5.9 million for the year ended December 31, 2000. Epicure had sales of approximately $15.9 million for the year ended December 31, 2000. In 2000, the Company continued with operational changes which appear to have resulted in significant improvements at the restaurant level. However, the price of the Company's stock continued to deteriorate. The price fell below $1 per share, which caused violation of a listing maintenance requirement of the Nasdaq Stock Market. In order to avoid delisting from the Nasdaq Stock Market, the Company effected a one-for-three reverse stock split on February 9, 2000, reducing the total number of issued and outstanding shares from 14,019,202 to 4,673,042 and moved its listing from the Nasdaq National Market to the Nasdaq SmallCap Market. (Except as specifically indicated, all share and per share information in this report have been adjusted to give retroactive effect to the reverse stock split.) In light of the market conditions for the Company's stock, and other restaurant industry and non-technology stocks, the Company and the Board of Directors has engaged in an ongoing review of all strategic alternatives. At this point the Company is not necessarily going to aggressively seek expansion by development of new restaurants or stores, at least while the strategy is under review. The Company will continue to seek attractive licensing 2 3 opportunities with shopping mall food court operations, such as it has made with Universal CityWalk in Universal City, California. Management and the Board of Directors will continue to examine all strategic alternatives and, in that regard, continue to have discussions with professional advisers. The Company may still seek to expand and will continue to review opportunities for acquisition of sites for expansion of existing deli style operations available for acquisition to determine if particularly attractive situations are available, especially in its core areas of operation in Southern Florida and Southern California. A Jerry's Famous Deli is currently under development in South Miami, Florida. Management may consider additional public or private offerings of equity or additional debt financing to fund its future expansion. However, there is no assurance that a growth strategy will be pursued or additional capital will be available to finance growth. See "Risk Factors." The Company may determine the best course is to use any positive cash flow to improve its financial condition, putting the Company in a better position to be opportunistic in taking advantage of future opportunities. The Company may use available cash for other actions, including additional stock repurchases, to try to enhance shareholder value. The Company may pursue mergers or acquisitions or asset or other sale possibilities, although previous investigation of potential sale opportunities did not indicate satisfactory potential. The ownership of the Company's stock is now highly concentrated, which could increase the possibility of a proposal to take the Company private. As previously announced, an Independent Committee of the Board of Directors of the Company has been given full authority to respond to any tender offers, merger proposals or proposals to take the Company private which might come from the affiliates of any other board member or the affiliates of the Mitchell family, who have accumulated a major holding in the Company. While no specific proposals have yet been put to the Company, the Independent Committee has engaged a valuation firm to provide a fairness opinion in relation to the evaluating of any potential tender offer made by the Company or a third party and in regard to any potential "going private" transaction that may be proposed by affiliates or otherwise. The Company is organized under the laws of the State of California. The Company's offices are located at 12711 Ventura Boulevard, Suite 400, Studio City, California 91604. Its telephone number is (818) 766-8311. HISTORY AND BACKGROUND The Company was established in 1978 to develop the Jerry's Famous Deli restaurant in Studio City, California. Three additional Jerry's Famous Deli restaurants were opened prior to 1995 in Encino, California (July 1989), Marina del Rey, California (July 1991) and West Hollywood, California (January 1994). In October 1995, the Company completed its initial public offering of 651,667 shares of Common Stock (the "Public Offering"), which resulted in net proceeds of approximately $9.2 million. The proceeds of the Public Offering were used to finance the opening of new restaurants in 1996. The Company opened two new Jerry's Famous Deli restaurants in the first half of 1996, in Pasadena, California (February 1996) and Westwood, California (June 1996). The Pasadena restaurant was subsequently sold on May 2, 1999. The Company purchased two existing restaurants and an adjoining bakery in Sherman Oaks, California, and Woodland Hills, California, in July 1996. The Sherman Oaks restaurant has continued to operate under the name "Solley's," and the Woodland Hills restaurant was closed for renovation and reopened in December 1996 as a Jerry's Famous Deli. In August and November of 1996, the Company sold 12,000 convertible preferred shares to affiliates of Waterton Management, LLC ("Waterton"), raising approximately $11 million. The proceeds of these issuances, together with bank borrowings, were used in connection with the Company's acquisition, renovation and opening of new restaurants. In December 1996 and March 1997, all of the outstanding preferred shares were converted into a total of 1,218,802 shares of Common Stock. Concurrently with the conversion, the Company entered into a consulting agreement with Kenneth J. Abdalla, a director of the Company and managing member of Waterton, to act as the Company's President and to provide advice and consultation with respect to sites to be leased or purchased or other assets or entities to be acquired by the Company. The consulting agreement expired on December 31, 2000. 3 4 In September 1996, the Company purchased the real property, building and restaurant business of "Wolfie Cohen's Rascal House," a well known deli-style restaurant in Miami Beach, Florida, which the Company has operated and intends to continue to operate under the name "Wolfie Cohen's Rascal House." The Company substantially retained and expanded upon the menu and operating format of the restaurant, but the hours of operation have been expanded. In addition, the restaurant implemented delivery service, taking call-in orders for take out, and taking charge cards, all of which were not previously done at Rascal House. In August 1997, the Company opened its newest Jerry's Famous Deli restaurant in Costa Mesa, California. The restaurant is a 9,400 square foot facility located adjacent to the South Coast Plaza shopping mall in Orange County, California. On January 21, 1998, the Company entered into an agreement to acquire a long-term ground lease on an 11,000 square foot restaurant property located in Boca Raton, Florida. The acquisition closed on February 18, 1998. Under the agreement, the Company acquired the restaurant equipment and other personal property located on the premises, and the seller's liquor license for the restaurant, for a total purchase price of approximately $1.8 million. The Company closed the restaurant for refurbishment and conversion to a Rascal House restaurant until July 1, 1998, when it was reopened. On April 1, 1998, the Company purchased The Epicure Market of Miami Beach, Florida, a family-owned specialty gourmet food market that has been in operation for more than 50 years. The total purchase price for the business was approximately $7.1 million in cash and 311,503 shares of the Company's common stock (valued at approximately $2,395,147). Concurrently with the purchase, the Company entered into a 20-year term lease agreement with additional options to renew with affiliates of the seller and five-year term employment agreements with the two family members who, together with their family, have managed the market for over 50 years. In November 1998, Mitchell Thal, one of the previous owners of Epicure, left the Company to pursue other interests. In addition, the Company has increased the interior sales area of the market and has increased store operating hours. Epicure has begun to supply some of its homemade cooked foods to its Rascal House restaurants in Boca Raton and Miami, Florida. In September 1998, the Company initiated a stock repurchase program to buyback up to $300,000 in the Company's common stock, which it subsequently increased to $1,000,000 in November 1998 and to $2,000,000 in March 1999. The Company believes that at its current market price the Common Stock remains an excellent value and that it is therefore in the best interest of the Company to repurchase the shares. As of December 31, 1999, the Company had repurchased approximately 375,000 shares. No additional repurchases have been made during fiscal year 2000. On May 2, 1999, the Company closed escrow on the sale of its Pasadena restaurant facility. The gross proceeds from the sale were $4,120,000 which resulted in no significant gain or loss. Of these proceeds, approximately $3,750,000 was used to reduce the Company's debt and the remaining proceeds were applied to other related costs of the sale. In September 1999, the Company entered into a Quick Food License Agreement ("Agreement") with Universal Studios CityWalk Hollywood ("Universal") to provide consulting and technical services to Universal in connection with the planning, development, construction, furnishing and equipping of a "Jerry's Famous Deli" type restaurant, located in Universal City, California. The Agreement has a term of approximately 10 years from the restaurant's opening date, with certain provisions for options to extend. The restaurant opened March 21, 2000. The Company will earn from Universal a licensing fee at a specified amount for the first two years of restaurant operations, with an additional fee payable to the Company if certain excess requirements are met. In addition, during all subsequent years the Company will earn an amount equal to a specified percentage of defined "gross sales" of the restaurant. 4 5 RECENT DEVELOPMENTS On February 9, 2000, the Company effected a one-for-three reverse stock split. The purpose of the reverse split was to qualify the Company's stock for listing on the Nasdaq SmallCap Market. A decreasing share price and public float had resulted in a notice of delisting from the Nasdaq National Market. The Company's shares could no longer qualify for the Nasdaq National Market, but could move to the Nasdaq SmallCap Market if they could maintain a bid price over $1 per share. As of February 3, 2000, the Company's stock is being traded over the Nasdaq SmallCap Market instead of the Nasdaq National Market. On August 10, 2000, the Starkman Family Partnership (an affiliate of the Company) sold to the Company two parcels of land constituting the primary parking facility for the West Hollywood restaurant. The Company previously leased these two parcels from the Starkman Family Partnership on terms arranged before the Company's initial public offering. Prior to the purchase, the Company had no option or right of first refusal in relation to the parcels. The West Hollywood restaurant facility is still leased by the Company from a third party landlord. The parcels are required for the use of the restaurant facility. The independent Directors of the Company determined that control of the parking lots was strategically important to the Company, especially in future lease negotiations with the landlord of the restaurant facility. In addition, with the rent projected to be equivalent to the carrying cost of the funds to purchase the property, the Directors believed that the future appreciation in value would be a valuable asset to the Company. The Starkman Family Partnership sold the parcels to the Company for $1,420,000, which was determined by an independent third party appraiser. The Board of Directors approved the purchase of the parcels in July 2000. The purchase price was financed through funds available on the Company's line of credit. On September 12, 2000, the Company entered into an operating lease agreement on an 11,000 square foot property located in South Miami Beach, Florida for development as a Jerry's Famous Deli. The lease agreement has an initial term of 15 years from the restaurants opening date and required a non-refundable deposit of $300,000. The location is currently a nightclub and will take up to twelve months to refurbish as a Jerry's Famous Deli. The Company has a due diligence contingency period and no assurance can be given that currently unforeseen issues will not cause the Company to exercise its right to cancel the transaction. EXISTING FACILITIES The Company operates seven Jerry's Famous Deli restaurants in Southern California, each of which features a New York Broadway theme, with an array of lighting, posters and decor giving a "theatrical" setting. Each of the Jerry's restaurants has a large deli style take-out counter displaying a wide range of deli meats, salads and other prepared foods, along with a bakery display. Most of the Southern California restaurants, including Solley's, provide attractive patio dining, where smoking is permitted, and strategically placed televisions, generally showing sports events, which add to the casual atmosphere. The Company's eight Southern California restaurants in operation at the end of 2000 averaged approximately 7,488 square feet of dining and kitchen space and 326 seats. The Rascal House features a traditional deli restaurant atmosphere that has been popular with its patrons for over 40 years. When the Company acquired the Rascal House in Miami Beach, it substantially retained and expanded upon the existing menu and operating format of the restaurant, but the hours of operation of the restaurant were expanded, and the restaurant began delivery service, taking call-in orders for take out, and taking charge cards, all of which were not previously done at Rascal House. This led to a substantial increase in sales. The Rascal House restaurant consists of over 12,000 square feet of dining and kitchen space and 375 seats. The Rascal House restaurant in Boca Raton features the traditional atmosphere and menu of the original Miami Beach Rascal House. Epicure is an over 50 year old gourmet market, which serves fresh hot-cooked food and soups, juices, salads and numerous bakery products all prepared on the premises. Epicure also has traditional delicatessen fare, along with fresh produce and specialty wines and cheeses. All of the restaurants feature an extensive menu emphasizing traditional deli type fare (such as pastrami, corned beef, roast beef and turkey sandwiches, knishes, blintzes, chopped liver, lox and bagels, chicken soup, 5 6 knockwurst and hot dogs), as well as an extensive assortment of pastas, salads, omelettes, fresh baked breads and desserts, burgers, chicken and steaks. Also offered at most restaurants is a complete line of pizzas, ranging from traditional to specialty items, such as lox pizza, chicken pizza and deli pizza. Most items, other than smoked fish and meat, are prepared on site at each restaurant. Each restaurant also provides bar service. Annual sales for 2000 for each of the seven Jerry's Famous Deli restaurants open during all of 2000 ranged from approximately $3.6 million for the Costa Mesa restaurant, with 320 seats, to approximately $7.9 million for the Studio City restaurant, with 342 seats. Annual sales at Solley's in Sherman Oaks, California totaled approximately $3.6 million, with 160 seats. Annual sales at the Rascal House restaurants in Miami Beach and Boca Raton, Florida for 2000 totaled approximately $7.1 million, with 375 seats and $4.7 million, with 325 seats, respectively. Annual sales at the Epicure Market in Southern Florida for 2000 totaled approximately $15.9 million. Management believes that the Company's high sales volume per restaurant coupled with efficient cost controls enable the Company to offer an excellent value, while permitting the Company to maintain strong operating margins. MARKET NICHE Management's strategy has been to expand upon well-known brand name restaurants in high profile sites within larger metropolitan areas. Management believes that the Company's commitment to providing attractive locations that stand out in major high traffic areas and a high level of customer service has been its most effective approach to attracting customers. Accordingly, the Company has historically relied primarily on word of mouth to attract new and repeat customers. Management believes that this strategy has enabled its newer restaurants to benefit from the name recognition and reputation for quality developed by existing restaurants. The Company seeks to distinguish itself from its competitors in the moderately priced, casual dining market segment by offering the following: o an extensive menu at each of its restaurants emphasizing traditional deli type fare (such as pastrami, corned beef, roast beef and turkey sandwiches, knishes, blintzes, chopped liver, lox and bagels, chicken soup, knockwurst and hot dogs), as well as pastas, salads, omelettes, fresh baked breads and desserts, burgers, chicken and steaks. All menu selections are prepared with high quality fresh ingredients, attractively presented in generous portions at moderate prices; o a full selection of freshly baked breads, bagels, danishes and desserts mainly from the Company's own bakeries; o a comfortable and attractive setting, in which each of the Company's brand name restaurant groups has its own distinctive character; and o take-out, delivery and catering service. The Studio City, Marina del Rey, West Hollywood, Westwood, Woodland Hills, Costa Mesa and Rascal House restaurants have alcoholic beverages available at the table with meals and maintain a full-service bar at which all menu selections are available. The Encino and Sherman Oaks locations offer wine and beer service only. The availability of alcoholic beverages is intended to complement the meal service and is not a primary focus of the restaurant operations at any location. FUTURE DEVELOPMENT STRATEGY The Company's growth strategy has been to acquire and expand on well-known brand name restaurants and markets located in major metropolitan areas throughout the United States. With the opening of Jerry's Famous Deli in Costa Mesa, California, the Company executed the initial phase of expansion strategy for the Jerry's Famous Deli concept. With the acquisitions of Solley's Deli in 1996, the Rascal House in 1996, The Epicure Market in April 1998, 6 7 and the development of the second Rascal House in Boca Raton, the Company executed the second phase of its overall expansion strategy, which is to acquire and expand upon other popular deli-style restaurants and markets, in addition to developing new locations for each of its brand names. In light of the market conditions for the Company's stock, especially the lack of liquidity for shareholders, the Company and the Board of Directors has engaged in an ongoing review of all strategic alternatives and of the prior overall growth strategy. At this point the Company is not necessarily going to aggressively seek expansion by development of new restaurants or stores, at least while the strategy is under review. However, the Company is currently developing a Jerry's Famous Deli in South Miami, Florida. Management and the Board of Directors will continue to examine all strategic alternatives and, in that regard, continue to have discussions with professional advisers. The Company may still seek to expand and will continue to review opportunities for acquisition of sites for expansion of existing deli style operations available for acquisition to determine if particularly attractive situations are available, especially in its core areas of operation in Southern Florida and Southern California. Management may consider additional public or private offerings of equity or additional debt financing to fund its future expansion. However, there is no assurance that a growth strategy will be pursued or additional capital will be available to finance growth. See "Risk Factors." The Company may determine the best course is to use any positive cash flow to improve its financial condition, putting the Company in a better position to be opportunistic in taking advantage of future opportunities. The Company may determine to use available cash for dividends or other actions, including additional stock repurchases, to try to enhance shareholder value. The Company may pursue mergers or acquisitions or asset or other sale possibilities, although previous investigation of potential sale opportunities did not indicate satisfactory potential. To date, the Company has relied upon bank borrowings, landlord financing and equity contributions from its shareholders and the proceeds of public and private offerings of common and preferred stock to fund growth. Recently, the Company has been paying down its bank loans from operating cash flows. The Company may consider additional public or private offerings of additional common stock or preferred stock or debt to fund any future expansion plans, if cash flows from operations are not sufficient. The Company believes the new location in South Miami, Florida can be funded through cash flows from operations. COMPETITION The Company's competition includes all restaurant segments and take-out dining establishments. General trends toward in-home or fast food dining alternatives could adversely affect the Company. The Company's competition in the casual dining segment includes numerous types of dining establishments, including deli-style restaurants and a broad range of establishments emphasizing ethnic food, such as Chinese, Italian, and Mexican, as well as a broad range of restaurants serving general American fare, including steakhouses, seafood restaurants and broad general menus such as those served at publicly-held restaurant chains such as The Cheesecake Factory and the Daily Grill. The competition includes numerous single-facility restaurants as well as numerous restaurant chains seeking to use a common name and identity and the management efficiencies that may come with larger size restaurant chains for competitive purposes. Many casual dining restaurant chains in addition to the Company have become public entities, thereby allowing them greater access to capital for expansion. Large public companies which own restaurant chains provide these chains with advantages in the cost of and access to capital. An enhanced capital position and size can allow a restaurant chain to obtain access to favorable locations and better lease terms in regard to facilities and equipment, thereby enhancing its competitive position. The Company's competition for Epicure includes all traditional grocery stores, along with the natural and organic markets. Consistent with the restaurant industry, many market chains in addition to the Company have become public entities, affording them greater potential to attain capital and utilize name brand association to increase popularity. 7 8 OPERATIONS RESTAURANT OPERATIONS AND MANAGEMENT The Company has developed and implemented systems which enable management to execute its broad menu and effectively manage its high volume restaurants. Operational procedures, controls, food line management systems and cooking styles and processes, as well as a centralized computer system at each location, have been implemented to accommodate the Company's extensive menu and high volume sales in an attempt to retain as much consistency among the restaurants as possible. The Company believes that its relatively high sales volume and gross margins allow it to attract and compensate high quality, experienced restaurant management and staff. Each restaurant is managed by one general manager, two managers and up to three assistant managers. Each restaurant also has one kitchen manager and one to two assistant kitchen managers. The general manager of each restaurant possesses approximately twelve years of experience in restaurant management and reports directly to the Director of Operations who, in turn, reports directly to the Chief Executive Officer. The Company's overall restaurant operating concept incorporates efficient, attentive, and friendly service. New servers participate in at least one week of training during which the employee works under the close supervision of the restaurant's operational management. The Company provides a comprehensive training period for its management personnel. The Company has a decentralized system of management for individual restaurants and a training system that promotes, even requires, growth. Each of the Company's restaurants are run on site by managers who place orders and handle all on site issues except those noted below. All managers have cash incentive plans based on performance of their restaurant and generally also receive stock options. The Company's high volume operation provides for the training of new floor and kitchen managers in every restaurant, so that each location is constantly training assistant and alternative shift managers who expect to move up as new locations are opened. In addition, when expanding through acquisitions, the Company obtains experienced staff. Key staff acquired in acquisitions are given intensive training in the restaurants' menu while the computerized point of sale system and oversight is put in place. The Company's main office, and a satellite headquarters in Florida, retain functions that provide oversight and control. Contracts and pricing with national vendors are negotiated by the main office and most invoices are paid at the main office. The main office also maintains responsibility for monitoring compliance with all labor laws and maintaining all insurance coverage. TAKE-OUT AND DELIVERY OPERATIONS The Company's take-out and delivery service is a significant and popular feature of each restaurant and is estimated by management to currently account for approximately 20% of JFD's total revenue. The take-out counters, with their displays of deli meats, salads, other prepared foods and bakery items, are located in close proximity to the entrance of each restaurant. Therefore, upon entering the restaurant the customer can view a full array of appetizers, deli meats, salads, fish, and freshly baked breads and desserts. All menu items are available for take-out and delivery. Take-out service is available at each restaurant and delivery service is typically available from 6:00 a.m. to 1:00 a.m. daily. PURCHASING OPERATIONS Key food products and related restaurant supplies are purchased from specified food producers, independent wholesale food distributors and manufacturers. The Company is not materially dependent upon any particular supplier. Each restaurant manager orders supplies directly from an approved list of vendors on an as-needed basis. This process enables the Company to take advantage of volume discounts and ensures the consistent quality of its 8 9 products and supplies while enabling individual restaurant managers to be efficient in their purchasing procedures, tailored to each specific restaurant. Many supplies are purchased in an unprocessed state, since each restaurant prepares most of its own salads and cooked items, except smoked fish and meat and other prepared foods. This system also allows the restaurants to maintain low inventory levels and ensures freshness. The Company believes that the quantities of food and supplies it purchases on a centralized basis enables it to obtain and maintain the desired high quality products at the best available prices. GOVERNMENT REGULATIONS The Company is subject to various federal, state and local laws, rules and regulations 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, building, land use, access for disabled patrons, health and safety and fire agencies in the state or municipality in which the restaurant is located. 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 or adversely affect the operation of an existing restaurant or limit, as with the inability to obtain a liquor or restaurant license, its products and services available at a given restaurant. However, management believes the Company is in compliance in all material respects with all relevant laws, rules, and regulations, and the Company has never experienced abnormal difficulties or delays in obtaining the required licenses or approvals required to open a new restaurant or continue the operation of its existing restaurants. Management is not aware of any environmental regulations that have had or that it believes will have a material adverse effect on the operations of the Company. Alcoholic beverage control regulations require each of the Company's restaurants to apply to a federal and state authority and, in certain locations, municipal authorities for a license and permit to sell alcoholic beverages on the premises. Typically, licenses must be renewed annually and may be revoked or suspended for cause by such authority at any time. Alcoholic beverage control regulations relate to numerous aspects of the daily operations of the Company's restaurants, including minimum age of patrons and employees, hours of operation, advertising, wholesale purchasing, inventory control and handling, and storage and dispensing of alcoholic beverages. The Company has not encountered any material problems relating to alcoholic beverage licenses or permits to date and does not expect to encounter any material problems going forward. The failure to receive or retain, or a delay in obtaining, a liquor license in a particular location could adversely affect the Company's ability to obtain such a license elsewhere. The Company is subject to "dram-shop" statutes in California (and possibly in other states in the future as it expands) which generally provide a person injured by an intoxicated person the right to recover damages from an establishment which wrongfully served alcoholic beverages to such person. The Company carries liquor liability coverage as part of its existing comprehensive general liability insurance which it believes is consistent with coverage carried by other entities in the restaurant industry and should protect the Company from possible claims. Even though the Company carries liquor liability insurance, a judgment against the Company under a dram-shop statute in excess of the Company's liability coverage could have a material adverse effect on the Company. The Company has never been the subject of a "dram-shop" claim. Various federal and state labor laws, rules and regulations govern the Company's relationship with its employees, including such matters as minimum wage requirements, overtime and working conditions. Significant additional government-imposed increases in minimum wages, paid leaves of absence and mandated health benefits, or increased tax reporting and tax payment requirements for employees who receive gratuities, could negatively impact the Company's restaurants. EMPLOYEES As of February 25, 2001, the Company employed approximately 1,483 employees at its ten restaurants and one gourmet market. The Company also employs approximately 20 persons at its corporate administrative office. Historically, the Company has experienced relatively low turnover of key management employees. The Company 9 10 believes that it maintains favorable relations with its employees. There are no unions or collective bargaining arrangements. INSURANCE The Company maintains workers' compensation insurance and general liability insurance coverage which it believes will be adequate to protect the Company, its business, assets, and operations. There is no assurance that any insurance coverage maintained by the Company will be adequate, that it can continue to obtain and maintain such insurance at all or that the premium costs will not rise to an extent that they adversely affect the Company or the Company's ability to economically obtain or maintain such insurance. In addition, punitive damage awards are generally not covered by such insurance. The Company has obtained $1,000,000 of key man life insurance on its Chief Executive Officer, Isaac Starkman. TRADEMARKS AND COPYRIGHTS The Company has little, if any, trademark protection for the name "Jerry's Famous Deli," although it has a trademark with respect to the initials "JFD." A company unaffiliated with JFD, Jerrico, Inc. ("Jerrico"), registered the service mark "JERRY'S" for use in connection with restaurants prior to its use by JFD. Another company unaffiliated with JFD, Jerry's Systems, Inc. ("Jerry's Systems"), uses the service mark in connection with submarine sandwich shops. Jerry's Systems is currently in litigation with Jerrico seeking to limit Jerrico's registration to the territories of Kentucky and Indiana. JFD and Jerry's Systems have an agreement allowing concurrent use of the service mark, with certain restrictions, for their respective businesses. Therefore, if Jerry's Systems is successful in its litigation with Jerrico, JFD should be able to proceed with its use of the service mark except in Kentucky and Indiana. However, should Jerrico prevail in the litigation, it could challenge JFD's use of the service mark. The Company has successfully registered the trademarks "Rascal House" and "Wolfie Cohen's Rascal House." The Company has not filed for registration of the Solley's trademark. ITEM 2. PROPERTIES Leased Properties. The Company's Sherman Oaks (Solley's), Studio City, Encino, West Hollywood, Westwood, Woodland Hills, Costa Mesa, and Boca Raton restaurants, Epicure and the new restaurant to be located in South Miami, are all on leased premises. The Company owns the furnishings, fixtures and equipment in each of its restaurants. Existing leases have expirations ranging from 2003 through 2018 (excluding renewal options). Leases typically provide for minimum base rents plus a percentage of gross sales above the minimum base rents, plus payment of certain operating expenses. See Note 7 of Notes to Consolidated Financial Statements for information regarding aggregate minimum rents paid by the Company for recent periods and information regarding the Company's obligation to pay minimum rents in future years. The Westwood restaurant property, as well as the Guy's Place property adjacent to the West Hollywood restaurant, are leased from The Starkman Family Partnership, which is owned by the Starkman family, principally Isaac Starkman, the controlling beneficial shareholder of the Company. In addition, the three parking lots which service the West Hollywood restaurant were also leased from the Starkman Family Partnership. However, in August 2000, the Company purchased two of the three parking lots which constitute the primary parking facility for the West Hollywood restaurant from the Starkman Family Partnership. See "Purchased Restaurant Properties." In addition, the Epicure property is leased from E&L Thal Properties, an affiliate of the previous owners. See "Certain Relationships and Related Transactions." Purchased Restaurant Properties. The Company owns the land and buildings of its Marina del Rey Jerry's Famous Deli restaurant and the Rascal House restaurant in Miami Beach. The Company owns a parking lot at Epicure. In April 1995, the Company purchased the Pasadena restaurant site located at 42 South Delacey Street for $1,675,000. The Company completed construction of a 7,400 square foot building at a cost of approximately $2,894,000, and the new restaurant opened on February 20, 1996. The Pasadena property was sold on May 2, 1999 with no significant gain or loss recognized. In March 1996, the Company purchased the Marina del Rey property including the 9,300 square foot, 405 seat Jerry's Famous Deli restaurant which has been in operation since 1991, for 10 11 a total purchase price of $3,963,510, paid $713,510 in cash and $3,250,000 in the form of a collateralized promissory note payable to the Marina landlord. The note payable to the Marina landlord provides for interest only payments at 9% per annum, and for principal and accrued interest to be paid in full on March 31, 2002. In September 1996, as part of the purchase of Wolfie Cohen's Rascal House in Miami, Florida, the Company purchased 2.21 acres of land and the 23,000 square foot two story restaurant building. The total purchase price of the real estate, fixtures and equipment of $4,750,000 was paid in full at closing. In August 2000, the Company purchased the two parcels of land constituting the primary parking facility of the West Hollywood restaurant for a total purchase price of $1,420,000. The purchase price was financed through funds available on the Company's line of credit. Leased Corporate Offices. The Company leases 7,750 square feet for its corporate offices at Suites 400 and 490, 12711 Ventura Boulevard, Studio City, California. Future Facilities. In the future, the Company will not lease new restaurant sites or facilities from The Starkman Family Partnership or other affiliated persons or entities unless the terms of the lease have been approved by the Company's independent directors and reviewed by an independent national or regional real estate evaluation firm or commercial leasing firm and deemed, in a written opinion, as favorable as would be available from a non-affiliated third party. The Starkman Family Partnership has the ability to sell the properties it owns which are leased to the Company, and could do so at a substantial profit. The cost of opening a new Jerry's Famous Deli restaurant in a leased building, depending upon the location and condition of the premises, has ranged from approximately $2.0 million to $3.0 million, or $267 to $400 per square foot, including renovation, furniture, fixtures, equipment, and pre-opening costs and depending in part upon tenant improvement allowances. Cost of development of the new Jerry's Famous Deli in South Miami, Florida, which is leased, is anticipated to be approximately $3.0 million. To date, the Company has relied upon bank borrowings, landlord financing and sale of its common and preferred stock to finance new restaurants. The Company intends to rely upon financing raised in possible future debt or equity offerings, real estate financing transactions and additional lines of credit as available, to fund future expansion plans. ITEM 3. LEGAL PROCEEDINGS Restaurants such as those operated by the Company are subject to litigation in the ordinary course of business, most of which the Company expects to be covered by its general liability insurance. However, punitive damages awards are not covered by general liability insurance. Punitive damages are routinely claimed in litigation actions against the Company. To date the Company has not paid punitive damages in respect to any of such claims. However, there can be no assurance that punitive damages will not be given with respect to any of such claims or in any other actions which may arise in any future action. Based upon current information, management, after consultation with legal counsel defending the Company's interests in the cases, believes the ultimate disposition thereof will not have a material effect upon either the Company's results of operations or its financial position. ITEM 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS No matters were submitted to a vote of shareholders in the fourth quarter of 2000. However, the reverse stock split discussed above was approved by a majority of the shareholders in an action taken by written consent in January 2000. 11 12 EXECUTIVE OFFICERS The following table sets forth certain information concerning the Company's executive officers.
NAME AGE POSITION Isaac Starkman 63 Director, Chief Executive Officer, Secretary and Chairman of the Board Guy Starkman 30 President and Director Christina Sterling 56 Chief Financial Officer Jason Starkman 26 Director, Management Information Systems Director, Vice-President Ami Saffron 43 Director of Development, Vice-President Kenneth Abdalla 37 Director
Mr. Isaac Starkman founded Jerry's Famous Deli in 1978 with his then partner, Jerry Seidman, whose interest Mr. Starkman purchased in 1984. Mr. Starkman has been Chief Executive Officer of the Company since February 1984. He has been the Chairman of the Board of Directors of the Company since the creation of the position in January 1995 and a Director of the Company since 1978. Mr. Starkman maintains a direct involvement in the day-to-day operations of the Company and is the primary architect of the Company's expansion program. In 1971, Mr. Starkman founded Aquarius Concession Co., a national theater concessionaire (whose headquarters are in New York) which he still partially owns. Mr. Starkman began his career in the food services industry in 1965 as a field manager for Ogden Foods. Mr. Starkman was born and raised in Israel where he served as a Lieutenant in the Israeli Defense Force. Mr. Guy Starkman has been involved with the general operations of the Company since 1987. He became employed by the Company on a full-time basis as Director of Operations in 1989, and had been a Director of the Company and Vice President since January 1995. On January 12, 2001 Mr. Starkman was promoted to President of the Company. Mr. Starkman is generally responsible for the overall operations of the Company. In addition, Mr. Starkman will continue to negotiate with vendors, review purchases at each restaurant, oversee the delivery fleet and participate in major personnel decisions. Mr. Starkman studied Business Administration at the University of Southern California, and is the son of Isaac Starkman. Ms. Christina Sterling has been with the Company since its inception in 1978 acting as the Controller until her promotion in November 1993 to Chief Financial Officer. Ms. Sterling reports to Mr. Starkman and heads the Company's accounting and finance departments. Between 1974 and her joining the Company, Ms. Sterling was the Controller for FACIT AB, a Swedish distributor of office machines. Prior to that Ms. Sterling served as the Controller of Fasson AB, an affiliate of Avery International Company, in Sweden. Ms. Sterling holds a B.S. degree in accounting and engineering from The National College in Sweden. Mr. Jason Starkman has been involved with the general operations of the Company since 1989. He became employed by the Company on a full-time basis as Director of Management Information Systems in June 1992, in which position he has been directly responsible for the automation of the Company's restaurant information systems. He has been a Director and Vice-President of the Company since January 1995, and is the son of Isaac Starkman. During 1999, Jason relocated to Florida where his responsibilities have increased to overseeing the Florida operations. 12 13 Mr. Ami Saffron was appointed Vice President and Director of Development of the Company in June 1995. He was 50% owner and supervisor of Pizza By the Pound, Inc., dba Jerry's Famous Pizza, from 1989 to June 1995. Since May 1991 Mr. Saffron has supervised restaurant food purchases and food quality for all of the Company's restaurants. Mr. Kenneth Abdalla became a Director of the Company in December 1996 and served as President of the Company from March 27, 1997 through December 31, 2000. As President of the Company, Mr. Abdalla provided limited services to the Company in connection with restaurant acquisitions pursuant to a contract which expired on December 31, 2000. Mr. Abdalla continues to be a Director of the Company. Mr. Abdalla is the founder and managing member of Waterton Management, LLC, a private investment firm established in July 1995. Mr. Abdalla was a Vice President at Salomon Brothers, Inc., where he managed a team of professionals in the private investment department. Mr. Abdalla obtained a Bachelor of Science degree from the University of the Pacific in 1986. PART II ITEM 5. MARKET FOR REGISTRANT'S COMMON EQUITY AND RELATED STOCKHOLDER MATTERS From October 22, 1995 and until February 2, 2000, the Company's Common Stock was traded on the Nasdaq National Market. Commencing February 3, 2000, the Company's Common Stock has been traded on the Nasdaq SmallCap Market. The high and low sales prices for the Common Stock during the eight most recent quarters are as follows: High Low March 31, 1999 $6.19 $2.63 June 30, 1999 $4.78 $3.00 September 30, 1999 $4.50 $2.63 December 31, 1999 $3.19 $1.69 March 31, 2000 $6.66 $1.88 June 30, 2000 $4.00 $1.69 September 30, 2000 $4.88 $3.50 December 31, 2000 $4.63 $1.16 On February 28, 2001, the closing sale price for the Common Stock reported on the Nasdaq SmallCap Market was $3.75 per share. The Company's Common Stock is traded on the Nasdaq SmallCap Market under the symbol "DELI." As of February 28, 2001, there were 132 shareholders of record of the Common Stock. DIVIDEND POLICY FOR COMMON STOCK The Company has not paid any dividends since it became a public company and will likely not pay any cash dividends in respect of the Common Stock in the future, although all strategic issues are under review. In addition, the Company's line of credit with BankBoston, N.A. requires the bank's consent before the payment of any dividends, which consent may not be unreasonably withheld. 13 14 ITEM 6. SELECTED CONSOLIDATED FINANCIAL DATA The selected financial data presented below for the years ended December 31, 2000, 1999, 1998, 1997 and 1996 are derived from the consolidated December 31 (2000, 1999, 1998, 1997, and 1996) financial statements (hereafter "consolidated financial statements") of the Company.
Year Ended December 31, ------------------------------------------------------------ Description 2000 1999 1998 1997 1996 ----------- -------- -------- -------- -------- -------- (Dollars in thousands except Earnings Per Share Data and Restaurant Operating Data) INCOME STATEMENT DATA: Revenues $ 69,601 $ 70,675 $ 66,583 $ 56,418 $ 40,160 Cost of sales 23,956 24,729 22,408 17,508 12,480 -------- -------- -------- -------- -------- Gross profit 45,645 45,946 44,175 38,910 27,680 Operating expenses 34,240 35,217 33,849 28,769 19,951 General and administrative expenses 4,487 4,748 4,832 4,839 4,180 Preopening expenses -- -- 538 -- -- Depreciation and amortization expenses 3,588 3,356 3,730 3,870 2,114 -------- -------- -------- -------- -------- Income from operations 3,330 2,625 1,226 1,432 1,435 Interest expense, net 1,116 1,213 1,255 600 366 Other expense, net 130 214 167 135 206 -------- -------- -------- -------- -------- Income (loss) before items below 2,084 1,198 (196) 697 863 Income tax (provision) benefit (653) (288) 65 (134) (284) -------- -------- -------- -------- -------- Income (loss) before cumulative effect of a 1,431 910 (131) 563 579 change in accounting principle Cumulative effect of a change in accounting principle, net of tax benefit of $65,162 -- -- (133) -- -- -------- -------- -------- -------- -------- $ 1,431 $ 910 $ (264) $ 563 $ 579 ======== ======== ======== ======== ======== Net income (loss) EARNINGS PER SHARE DATA: Preferred stock: Cash dividends paid or accrued $ (227) Accounting deemed dividend (3) (5,000) -------- Net loss applicable to common stock $ (4,648) ======== Net income per share Net income - Basic $ 0.17 ======== Preferred stock: Cash dividends paid or accrued - Basic $ (0.07) Accounting deemed dividend (3) - Basic (1.44) -------- $ (1.51) ========
14 15
Year Ended December 31, -------------------------------------------------------------------------- Description 2000 1999 1998 1997 1996 ----------- ----------- ----------- ----------- ----------- ----------- (Dollars in thousands except Earnings Per Share Data and Restaurant Operating Data) Basic Net income (loss) per share before cumulative effect of an accounting change applicable to common stock $ 0.31 $ 0.19 $ (0.02) $ 0.13 $ (1.34) Cumulative effect of change in accounting principle -- -- (0.03) -- -- ----------- ----------- ----------- ----------- ----------- Net income (loss) per share applicable to common stock $ 0.31 $ 0.19 $ (0.05) $ 0.13 $ (1.34) =========== =========== =========== =========== =========== Net income per share Net income - Diluted $ 0.16 =========== Preferred Stock: Cash dividends paid or accrued - Diluted $ (0.06) Accounting deemed dividend (3) - Diluted $ (1.43) ----------- Diluted $ (1.49) =========== Net income (loss) per share before cumulative effect of an accounting change applicable to common stock $ 0.31 $ 0.19 $ (0.02) $ 0.13 $ (1.33) Cumulative effect of change in accounting principle -- -- (0.03) -- -- ----------- ----------- ----------- ----------- ----------- Net income (loss) per share applicable to common stock $ 0.31 $ 0.19 $ (0.05) $ 0.13 $ (1.33) =========== =========== =========== =========== =========== Weighted average common shares outstanding - Basic 4,673,042 4,719,274 4,956,582 4,456,666 3,470,687 Weighted average common shares outstanding - Diluted 4,677,518 4,724,468 4,975,636 4,473,032 3,508,507 RESTAURANT OPERATING DATA(1): For restaurants open for the full year: Average sales per restaurant $ 5,357,670 $ 5,445,673 $ 5,286,187 $ 6,040,515 $ 6,842,542 Average sales per seat $ 16,191 $ 16,457 $ 16,097 $ 18,373 $ 19,221 Average sales per square foot $ 646 $ 657 $ 655 $ 780 $ 939 Total number of restaurants open for the full year 10 10 10 9 4 Total restaurants open at end of year 10 10 11 10 9 BALANCE SHEET DATA (END OF YEAR): Working capital (deficit) $ (2,405) $ (2,972) $ (2,421) $ 208 $ 103 Total assets $ 46,411 $ 45,148 $ 48,993 $ 37,978 $ 36,563 Total debt (including current portion) $ 12,720 $ 12,743 $ 17,188 $ 8,442 $ 6,559 Minority interest (2) $ 504 $ 677 $ 555 $ 480 $ 441 Equity $ 27,504 $ 26,073 $ 25,859 $ 24,576 $ 23,624
All share and per share amounts have been adjusted to reflect the one-for-three reverse split which took place on February 9, 2000. 15 16 (1) Determined as total sales divided by the number of all restaurants open for the full period, total seats, and total square feet. Four restaurants were open for the full year in 1996, nine for the full year 1997 and ten for the full year 1998, 1999 and 2000. Total seats is based upon the typical seating configuration of each restaurant. Seating configurations in each restaurant are subject to change. Square foot data is based on approximate square feet for the kitchen and dining room area. (2) The minority interest represents the other limited partners and the other general partner's interest in the Encino restaurant. For October 1, 2000 to December 31, 2000, the minority interest represents the limited partners' 64.66% share and the other co-general partner's 5% share of accumulated net income or loss and dividends. For November 15, 1999 to September 30, 2000, the minority interest represents the other limited partners' 64.84% share and the other general partner's 5% share of accumulated net income or loss and dividends. Prior to November 14, 1999, the minority interest represented the other limited partners' 67.45% share and the other general partner's 5% share of accumulated net income or loss and dividends. (3) In 1996, in accordance with the recent Securities and Exchange Commission position regarding accounting for Preferred Stock which is convertible at a discount from market price for Common Stock, the Company has reflected an accounting "deemed dividend." This accounting deemed dividend, which relates to the issuance of the Preferred Stock which has been reflected in the third and fourth quarters of 1996, is a non-cash, non-recurring accounting entry for determining income (loss) applicable to common stock and income (loss) per share. ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS The following discussion and analysis of the Company's consolidated financial condition and results of operations for the fiscal years ended December 31, 2000, 1999, and 1998 should be read in conjunction with the Company's consolidated financial statements and related notes thereto included elsewhere in this report. GENERAL Statements contained herein that are not historical facts are forward looking statements. Important factors which could cause the Company's actual results to differ materially from those projected in, or inferred by, forward looking statements are (but are not necessarily limited to) the following: the impact of increasing competition in the moderately priced, casual dining segment of the restaurant industry; changes in general economic conditions which impact consumer spending for restaurant occasions; unforeseen events which increase the cost to develop and/or delay the development and opening of new restaurants; unexpected increases in the cost of raw materials, labor and other resources necessary to operate the restaurants, including without limitation the recent increases in the minimum wage; the amount and rate of growth of general and administrative expenses; the availability, amount, type and cost of financing for the Company and any changes to that financing; the revaluation of any of the Company's assets (and related expenses); costs of reviewing alternative strategies for the Company's future and possible solutions to bring liquidity to the Company's shareholders; and the amount of, and any changes to, tax rates. See "Risk Factors" below for further information on these considerations, and see periodic and other reports filed by the Company with the Securities and Exchange Commission. 16 17 The Company's revenues are derived primarily from food and beverage sales at its ten restaurants and The Epicure Market. As of December 31, 2000, the Company owned the following restaurants, except the Encino restaurant in which it owns a general partner's and a limited partner's interest: Location Date Opened or Acquired -------- ----------------------- Studio City, CA November 1, 1978 Encino, CA July 25, 1989 Marina del Rey, CA July 23, 1991 West Hollywood, CA January 18, 1994 Westwood, CA June 18, 1996 Woodland Hills, CA July 1, 1996 Sherman Oaks, CA (Solley's) July 1, 1996 Miami Beach, FL (Rascal House) September 9, 1996 Costa Mesa, CA August 19, 1997 The Epicure Market, FL April 1, 1998 Boca Raton, FL (Rascal House) July 1, 1998 In addition, the Company has leased a location in South Miami, Florida, which is currently under development and expected to open in the fourth quarter of 2001. The Company's expenses consist primarily of food and beverage costs, operating costs (consisting of salaries, rent and occupancy expenses), general and administrative expenses, interest expense and depreciation and amortization expenses. Certain preopening costs, including direct and incremental costs associated with the opening of a new restaurant, historically were amortized over a period of one year from the opening date of such restaurant. These costs include primarily those incurred to train a new restaurant management team and the food, beverage and supply costs incurred to perform testing of all equipment, concept systems and recipes. In addition, the Company had organization costs which were being amortized over a five-year life. The Company adopted Statement of Position ("SOP") 98-5 in 1998, which requires entities to expense as incurred all start-up (including organization) and preopening costs that are not otherwise capitalizable as long-lived assets. The Company's adoption, in 1998, of the accounting principle resulted in the recognition of a cumulative effect of a change in accounting principle as a one-time charge against earnings, net of any related tax effect. The net cumulative pre-tax effect of the change in accounting principle was approximately $197,000, which represented the unamortized balance of preopening and organization costs at December 31, 1997. The Company owns both the land and the building for its restaurants located in Marina del Rey and Miami Beach; all other restaurant locations are leased. The Company also owns the parcels of land constituting the primary parking lots at the West Hollywood restaurant and at Epicure. All the Company's restaurants except the Encino restaurant are wholly-owned. Epicure is operated by a wholly-owned subsidiary, National Deli Corporation. The Encino restaurant is owned and operated through JFD-Encino, a limited partnership of which a wholly-owned subsidiary of the Company is the 80% co-general partner and a 10.34% limited partner. The general partners of JFD-Encino are entitled to 25% of the net income, loss or dividends of the Encino restaurant and the limited partners are entitled to the remaining 75% until the limited partners have received a return of 100% of their capital plus a cumulative return of 10% per annum. After payout of the limited partners' initial contributed capital, the general partners are entitled to 65% of the net income or loss of the Encino restaurant and the limited partners are entitled to the remaining 35%. The Company consolidated the financial statements of the Encino restaurant and separately stated the effect of minority interests in the Consolidated Balance Sheets and Consolidated Statements of Operations based upon the Company's current operating control of the Encino restaurant. 17 18 RESULTS OF OPERATIONS The following table presents for the last three fiscal years the Consolidated Statements of Operations of the Company expressed as percentages of total revenue.
Percentage of Total Revenues Years Ended December 31, ---------------------------- 2000 1999 1998 ----- ----- ------ Revenues 100.0% 100.0% 100.0% Cost of sales 34.4 35.0 33.7 ----- ----- ----- Gross profit 65.6 65.0 66.3 Operating expenses Labor 34.9 35.4 35.6 Occupancy and other 14.3 14.5 15.3 ----- ----- ----- Total operating expenses 49.2 49.9 50.9 General and administrative expenses 6.5 6.7 7.2 Preopening expenses 0.0 0.0 0.8 Depreciation and amortization expense 5.1 4.7 5.6 ----- ----- ----- Total expenses 60.8 61.3 64.5 ----- ----- ----- Income from operations 4.8 3.7 1.8 Interest expense, net (1.6) (1.7) (1.8) ----- ----- ----- Income before provision for income taxes and minority interest 3.2 2.0 0.0 Income tax (provision) benefit (0.9) (0.4) 0.1 Minority interest (0.3) (0.3) (0.3) ----- ----- ----- Income (loss) before cumulative effect of change in accounting principle 2.0 1.3 (0.2) ----- ----- ----- Cumulative effect of change in accounting principle 0.0 0.0 (0.2) ----- ----- ----- Net income (loss) 2.0% 1.3% (0.4)% ===== ===== =====
18 19 Fiscal Year 2000 Compared to Fiscal Year 1999 Total revenues decreased approximately $1,074,000, or 1.5%, to approximately $69,601,000 for 2000 from $70,675,000 for 1999. The overall decrease in total revenues was in part due to the sale of the Pasadena restaurant, which had revenues of approximately $977,000 for the fiscal year ended December 31, 1999. Also contributing to the overall decrease was a decrease in revenues of approximately $1,135,000 or 8.7% for the Florida restaurants. The decrease in revenues for the Rascal House restaurants was primarily due to weather conditions affecting that areas seasonality, coupled with increased competition in the Miami and Boca Raton areas. The overall decrease was partially offset by an increase in same store sales for the California restaurants and an increase in sales for The Epicure Market. Same store sales for the eight restaurants opened from January 1, 1999 were approximately $41,714,000 in 2000 compared to $41,485,000 in 1999, an increase of approximately $229,000 or 0.6%. Revenues for The Epicure Market increased by approximately $804,000 or 5.3% to approximately $15,891,000 for 2000 from $15,087,000 for 1999. Cost of sales, which includes the cost of food, beverages and supplies decreased $773,000, or 3.1%, to $23,956,000 in 2000 from $24,729,000 in 1999. Total food cost, which comprises approximately 95% of cost of sales, as a percentage of total revenues decreased to 34.4% in 2000 from 35.0% in 1999. Without Epicure, food costs as a percentage of restaurant revenues decreased only slightly to 32.0% in 2000 from 32.7% in 1999. Epicure's food costs decreased to 42.8% in 2000 from 43.5% in 1999. Management attributes this decrease to the Company's continued focus on more efficient buying and increased management monitoring of purchase costs at the restaurants and Epicure. Operating expenses, which include all restaurant level operating costs, including, but not limited to, labor, rent, laundry, maintenance, utilities and repairs, decreased $977,000, or 2.8%, to approximately $34,240,000 in 2000 from $35,217,000 in 1999. As a percentage of revenues, operating expenses decreased to 49.2% in 2000 from 49.9% in 1999. Labor costs, the largest component of operating expenses, decreased slightly to 34.9% in 2000 from 35.4% in 1999. Generally, Epicure has a lower overall labor cost as compared to the restaurants. Labor costs as a percentage of revenues for Epicure decreased slightly to 27.4% in 2000 as compared to 27.9% for 1999. Without Epicure, labor costs as a percentage of revenues also decreased slightly to 37.1% for 2000 compared to 37.4% for 1999. The overall decrease in labor costs is primarily due to the benefit derived from less turnover in management at the restaurant level. Contributing to the decrease in operating expenses was a slight decrease in occupancy costs to 14.3% in 2000 from 14.5% in 1999. General and administrative expenses decreased approximately $261,000, or 5.5% to approximately $4,487,000 in 2000 from approximately $4,748,000 in 1999. As a percentage of revenues, general and administrative expenses decreased 0.2 percentage point, to 6.5% in 2000 from 6.7% in 1999. Depreciation and amortization expense increased approximately $232,000, or 6.9%, to approximately $3,588,000 in 2000, from $3,356,000 in 1999. Depreciation expense increased approximately $193,000, or 7.2%, to approximately $2,865,000 in 2000 from approximately $2,672,000 in 1999. The increase was primarily due to the acquisitions made throughout the current fiscal year. Amortization expense increased slightly by approximately $38,000, or 5.6%, to approximately $723,000 in 2000 from approximately $685,000 in 1999. The $96,000 decrease in interest expense to approximately $1,141,000 in 2000 from approximately $1,237,000 in 1999 was primarily due to the reduction in the Company's debt during the first six months of fiscal year 2000. Licensing income of approximately $79,000 recorded for the year ended December 31, 2000 was generated from the licensing agreements, originally signed in 1999, with CA One Services, Inc., for the licensing of the "Wolfie Cohen's Rascal House" concept for one shopping mall food court in Naples, Florida, and with Universal City Walk, for the licensing of the "Jerry's Famous Deli" concept for a restaurant located in Universal City, California. 19 20 Fiscal Year 1999 Compared to Fiscal Year 1998 Total revenues increased approximately $4,092,000, or 6.1%, to approximately $70,675,000 for 1999 from $66,583,000 for 1998. Included in this increase is approximately $15,087,000 in revenues contributed by Epicure, acquired April 1, 1998, as compared to revenues of approximately $10,793,000 in 1998. The Boca Raton restaurant, which opened July 1, 1998, added revenues of approximately $4,934,000 in 1999 as compared to revenues of approximately $2,829,000 for 1998. Same store sales for the eight restaurants opened from January 1, 1998 were approximately $41,485,000 in 1999 compared to $40,970,000 in 1998, an increase of approximately $515,000 or 1.3%. The overall increase in total revenues was partially offset by the decrease in revenues of approximately $1,991,000 for the Pasadena restaurant, which was sold May 2, 1999. In September 1998, the Company retained the services of an outside consultant with significant restaurant industry experience in an effort to increase revenues. The consultant, with over 26 years in the industry, whose clients have included numerous family, midscale, and casual dining restaurant chains also completed an overall analysis of the Company's operations, including customer service, menu pricing and review, and general operating policies and procedures. To date, the consultant has completed his work in California and Florida and the Company has implemented many of the consultant's recommendations, which have focused mostly on improving customer service, formalizing training procedures, and improving communication within the restaurants. The Company was able to see immediate results from these recommendations, as the Company has received favorable feedback from customers as evidenced by customer comment cards and mystery shopper data, as well as an increase in same store sales. The Company's revised incentive program for its General Managers, implemented in 1999, has had a positive impact. This program is based upon the achievement of certain financial and non-financial goals, including food and labor cost budget criteria. The Company believes with the General Managers being more responsible and aware of their individual restaurant's performance, along with monetarily rewarding them for attaining stated goals, all parties will continue to benefit. In January 1999, the Company entered into a license agreement with CA One Services, Inc., a well known national food operator, to license the "Wolfie Cohen's Rascal House" concept for one shopping mall food court in Naples, Florida. The facility opened on March 23, 1999. Revenues generated from this agreement were nominal in 1999. The Company has benefited by an increase in same store sales of approximately $1,415,000 or 12.4% during the fourth quarter of 1999 as compared to the third quarter of 1999 which management believes substantially resulted from the actions outlined above. With the addition of Epicure, the Company diversified its presence in Southern Florida, and in 1999 began providing homemade products from Epicure to its Rascal House restaurants. Cost of sales, which includes the cost of food, beverages and supplies increased $2,321,000, or 10.4%, to $24,729,000 in 1999 from $22,408,000 in 1998, primarily from the addition of Epicure and Boca Raton. Total food cost, which comprises approximately 95% of cost of sales, increased to 33.1% in 1999 from 31.9% in 1998. Without Epicure, food costs increased only slightly to 30.3% in 1999 from 29.8% in 1998. Management attributes the majority of this increase to its Rascal House restaurants in Florida. When a new restaurant opens, it takes several months for a customer use pattern to develop during which time the Company incurs relatively higher labor and food costs; after customer use patterns are developed, the restaurant can be staffed and food supply prepared, consistent with these patterns. Management also attributes a portion of the increase to minor cost increases in some of the Company's core food products. Operating expenses, which include all restaurant level operating costs, including, but not limited to, labor, rent, laundry, maintenance, utilities and repairs, increased $1,368,000, or 4.0%, to approximately $35,217,000 in 1999 from $33,849,000 in 1998. This overall increase is primarily due to a full year of costs for Epicure and the Rascal House restaurant in Boca Raton, Florida in 1999 as compared to a partial year of costs in 1998 with Epicure 20 21 opening on April 1, 1998 and Rascal House opening on July 1, 1998. As a percentage of revenues, operating expenses decreased to 49.9% in 1999 from 50.9% in 1998. Labor costs, the largest component of operating expenses, decreased slightly to 35.4% in 1999 from 35.6% in 1998. This decrease was primarily due to Epicure, which has a lower overall labor cost as compared to the restaurants. Without Epicure, labor costs as a percentage of revenues were 37.4% for 1999 compared to 36.8% for 1998. Contributing to the decrease in operating expenses was a slight decrease in occupancy costs to 14.5% in 1999 from 15.3% in 1998. A portion of the decrease was also due to the increase in sales, as many of the Company's occupancy expenses are fixed costs. General and administrative expenses decreased approximately $84,000, or 1.7% to approximately $4,748,000 in 1999 from approximately $4,832,000 in 1998. As a percentage of revenues, general and administrative expenses decreased 0.5 percentage point, to 6.7% in 1999 from 7.2% in 1998. Depreciation and amortization expense decreased approximately $374,000, or 10.0%, to approximately $3,356,000 in 1999, from $3,730,000 in 1998. Depreciation expense decreased approximately $393,000, or 12.8%, to approximately $2,672,000 in 1999 from approximately $3,065,000 in 1998. The decrease was partially due to the sale of the Pasadena facility in May 1999, coupled with the reductions in depreciation expense for the change in life of certain restaurant equipment and furniture and fixtures from a five-year useful life to an eight-year useful life and certain other adjustments during 1998. Amortization expense increased slightly by approximately $20,000, or 3.0%, to approximately $685,000 in 1999 from approximately $665,000 in 1998. The slight increase was primarily attributable to a full years amortization in 1999 for the goodwill and covenants not to compete related to the Epicure acquisition as compared to only nine months of amortization in 1998. The $55,000 decrease in interest expense to approximately $1,237,000 in 1999 from approximately $1,292,000 in 1998 was primarily due to the reduction in the Company's debt from the proceeds of the sale of the Pasadena facility. Business Outlook The Company does not believe that its existing restaurants can show substantial growth in per restaurant revenues. Management believes that any significant sales growth will have to come from additional restaurants or other retail food establishments. Currently, only one new location in South Miami, Florida is under development. The Company continues to search for prime locations appropriate for its customer base and to develop them into restaurants, both in the Southern California and Southern Florida areas, as well as new areas, while continuing to provide quality food and service in its existing restaurants. However, the issue of whether or not to aggressively expand, in light of stock market conditions, is currently under review. The Company seeks to exploit its brand names for ancillary income from licensing and possibly third party retail sales. This is a new initiative and the outlook is not yet clear. The Company's business strategy in 1995, when it became a public company, was to seek appreciation in the value of its common stock through growth in revenues and earnings. Although the Company has substantially increased revenues since 1995 and increased its net income and earnings per share over the past two years, shareholders have not realized an increase in the value of the Company's common stock. Currently, no analyst reports on the Company's stock and the market has very low volume. Under current market conditions, it is not clear whether additional expansion would result in an increase in value of the Company's stock in the near term. In addition, the cost of additional expansion necessary for substantial growth of the Company's earnings would require significant amounts of additional capital or debt financing, and there is no assurance that the Company could obtain the necessary financing to complete an aggressive strategy under present market conditions. For these reasons, the Company has considered and continues to consider other strategic alternatives to maximize value for the Company's shareholders. The Company's Board of Directors recently appointed an Independent Committee to respond to any tender offers, merger proposals or proposals to take the Company private which might come from the affiliates of any other board members or the affiliates of the Mitchell family, who have 21 22 accumulated a major holding in the Company. While no specific proposals have yet been put to the Company, the Independent Committee has engaged a valuation firm to provide a fairness opinion in relation to evaluating any potential tender offer by the Company or a third party and in regard to any potential "going private" transaction that may be proposed by affiliates or otherwise. LIQUIDITY AND CAPITAL RESOURCES As is typical in the restaurant industry, the Company historically has operated with little or no working capital, and does not have significant inventory or trade receivables and customarily receives several weeks of trade credit in purchasing food and supplies. Since the completion of the 1995 Public Offering, the policy of the Company has been to reinvest positive cash flow for restaurant development and general working capital, and more recently, the Company's stock repurchase program. Net cash flow from operating activities increased to approximately $5,274,000 for 2000 from approximately $4,734,000 for 1999. Net cash flow from operating activities was approximately $4,965,000 for 1998. In the future, the Company intends to use any positive cash flow for restaurant development and general working capital and possible stock repurchase programs. Because funds available from cash sales are not needed immediately to pay for food and supplies or to finance receivables or inventory, they can be used for capital expenditures. The March 1996 purchase of the Marina del Rey restaurant property from the Company's landlord was funded primarily through a $3,250,000 note from the landlord. It is collateralized by the property, requires interest only payments at 9% per annum until maturity, and is due in March 2002. The Company may seek to refinance the debt or utilize existing credit facilities, depending on market conditions, to meet its obligation. The Company utilized its revolving line of credit in 1998 in conjunction with the purchase of Epicure in the aggregate amount of $965,000 from United Mizrahi Bank. Borrowings under the credit line were collateralized by the fixtures and equipment of the Pasadena restaurant. The debt was repaid in full without penalty in September 1999 from the proceeds of the sale of the Pasadena facility. In July 1997, the Company obtained a $2,500,000 term loan collateralized by certain real and personal property of the Rascal House restaurant. The loan bears interest at the LIBOR rate for one-, two- or three-month periods plus 2.5% up to a maximum rate of 11.0% and will mature on August 1, 2004. Approximately $750,000 of the loan was used to complete renovation of the Costa Mesa restaurant. During 1998, the loan interest rate was capped at 9.39%. In September 1998, the Company entered into a $15,000,000 credit facility with BankBoston, N.A. in the form of a $9,000,000 term loan and $6,000,000 revolving line of credit. In conjunction with the agreement, the Company paid off certain existing debt with the proceeds from the term loan. The term loan and revolver mature five years from inception and bear interest at the Eurodollar rate plus a variable percentage margin totaling approximately 9.22% at December 31, 2000. The debt is collateralized by assets of the Company and includes certain financial covenants. The Company has utilized approximately $2,000,000 of the credit line in conjunction with the repurchase of its Common Stock and the renovation of the Rascal House restaurant. As of December 31, 2000, the amount of borrowings available under the revolving line of credit was $2,720,000. Management believes that cash on hand, cash flow from operations and its available line of credit will be sufficient to finance the operation of the Company's existing restaurants. Future anticipated capital needs cannot be projected with certainty. Additional capital expenditures will be required if new locations are added. The Company generally intends to seek leased locations. The cost of renovation will depend upon the style of restaurant being converted. Renovation of Jerry's Famous Deli restaurants have cost between $2.0 million and $3.0 million per location, or $267 to $400 per square foot. 22 23 IMPACT OF INFLATION Impact of inflation on food, labor and occupancy costs can significantly affect the Company's operations. Many of the Company's employees are paid hourly rates related to the federal minimum wage which has been increased numerous times and remains subject to increase. Management believes that food costs as a percentage of revenues have been essentially stable due to, among other things, procurement efficiencies and menu price adjustments. Building costs, taxes, maintenance and insurance costs which continue to increase all have an impact on the Company's operating expenses and occupancy costs. Management believes the current practice of maintaining operating margins through, among other things, a combination of cost controls, careful evaluation of property and equipment needs, efficient purchasing practices and menu price increases is its most effective tool for coping with inflation. SEASONALITY The Rascal House restaurants and Epicure traditionally experience higher revenues in the first and fourth quarters of each year, consistent with the tourist season in Florida. In addition, management has noted that certain of the Company's Jerry's Famous Deli locations may have experienced a seasonal influence, with higher revenues in the first and fourth quarters of each year, although this has not clearly been established as a recurring trend. RISK FACTORS The discussion in this Report contains certain forward-looking statements relating to anticipated financial performance, business prospects and business plans. Actual future results could differ materially from those described in the forward-looking statements as a result of factors discussed below. The Company cautions the reader, however, that this list of risk factors may not be exhaustive. The Company undertakes no obligation to publicly release the results of any revisions to these forward-looking statements that may be made to reflect any future events or circumstances. LACK OF DIVERSIFICATION. At the present time, the Company has invested primarily in deli-style restaurants and gourmet markets. As a result, changes in consumer preferences, including a change in consumer preferences for restaurants of the type operated by the Company, may have a disproportionate and materially adverse impact on the Company's business and its operating results. NEED FOR ADDITIONAL FINANCING. Management believes that the Company has sufficient funds for limited expansion, if such a course is undertaken, but may need additional funding if it makes future acquisitions or develops new locations. There is no assurance that the Company will be able to obtain such additional financing, or that such additional financing will be available on terms acceptable to the Company and at the times required by the Company. Failure to obtain such financing may adversely impact the growth, development or general operations of the Company. If, on the other hand, such financing can be obtained, it will most likely result in additional leverage or dilution of existing shareholders. UNCERTAINTY REGARDING GROWTH AND EXPANSION. In order to achieve growth the Company must acquire or develop new restaurants. The Company's prior expansion plans are now under review. Even if it is determined that the Company should pursue expansion, the Company's ability to successfully expand will depend on a number of factors, including without limitation, the selection and availability of suitable locations, the hiring and training of sufficiently skilled management and personnel, the availability of adequate financing, distributors and suppliers, the obtaining of necessary governmental permits and authorizations, and contracting with appropriate development and construction firms, some of which are beyond the control of the Company. If expansion is sought, there is no assurance that the Company will be able to open any new restaurants, or that any new restaurants will be opened at budgeted costs or in a timely manner, or that such restaurants can be operated profitably. If the Company decides to delay expansion plans, the uncertainty over future strategy remains a risk. 23 24 LIMITATIONS AND VULNERABILITY AS A RESULT OF GEOGRAPHIC CONCENTRATION. Because all of the Company's existing restaurants (other than the Rascal Houses and Epicure in Florida) are located in Southern California, the Company is vulnerable to the Southern California economy, which has experienced adverse results in past years. In addition, the Company's experience with construction and development outside the Los Angeles metropolitan area is limited, which may increase associated risks of development and construction as the Company expands outside this area. Expansion to other geographic areas may require substantially more funds for advertising and marketing since the Company will not initially have name recognition or word of mouth advertising available to it in areas outside of Southern California. The centralization of the Company's management in Southern California may be a problem in terms of expansion to new geographic areas, since the Company may suffer from lack of experience with local distributors, suppliers and consumer factors and from other issues as a result of the distance between the Company's main headquarters and its restaurant sites. These factors could impede the growth of the Company. SIGNIFICANT RESTAURANT INDUSTRY COMPETITION. The restaurant industry is intensely competitive with respect to price, service, location, ambiance and quality, both within the casual dining field and in general. As a result, the rate of failure for restaurants is very high and the business of owning and operating restaurants involves greater risks than for businesses generally. There are many competitors of the Company in the casual dining segment that have substantially greater financial and other resources than the Company and may be better established in those markets where the Company has opened or intends to open restaurants. There is no assurance that the Company will be able to compete in these markets. DEPENDENCE UPON CONSUMER TRENDS. The Company's restaurants are, by their nature, dependent upon consumer trends with respect to the public's tastes, eating habits (including increased awareness of nutrition), and discretionary spending priorities, all of which can shift rapidly. In general, such trends are significantly affected by many factors, including the national, regional or local economy, changes in area demographics, increases in regional competition, food, liquor and labor costs, traffic patterns, weather, natural disasters, and the availability and relative cost of automobile fuel. Any negative change in any of the above factors could negatively affect the Company and its operations. DEPENDENCE ON KEY PERSONNEL. The Company believes that the development of its business has been, and will continue to be, highly dependent on Isaac Starkman, the Chairman of the Board and Chief Executive Officer of the Company. Isaac Starkman is currently 63 years old. Mr. Starkman has an employment agreement which requires that he devote a substantial majority of his time to the Company; however, he does have, and will continue to have, limited involvement with certain concession and souvenir businesses in New York, and other business ventures, each unrelated to the Company and its business. Guy Starkman, President of the Company, is currently 30 years old and Jason Starkman, Vice President of the Company, is currently 26 years old. The Company has obtained key man life insurance of $1,000,000 face amount on Isaac Starkman. However, if Isaac Starkman's services become unavailable for any reason, it could affect the Company's business and operations adversely. POSSIBLE HIGHER COSTS UNDER EXISTING RELATED PARTY LEASES. The Company currently leases its Westwood restaurant building and eight adjacent parking spaces, along with one parking lot and a 1,200 square foot building adjacent to its West Hollywood restaurant, from the Starkman Family Partnership ("The Starkman Family Partnership"), an entity controlled by Isaac Starkman, the controlling beneficial shareholder of the Company. There is no assurance that the leases between The Starkman Family Partnership and the Company are as favorable as the Company could have obtained from an unaffiliated third party. These leases were not negotiated at arm's length and Isaac Starkman, the controlling beneficial shareholder and the Chief Executive Officer of the Company, had a conflict of interest in negotiating these transactions. In addition, several of the leases are subject to renewal at their then fair market value, which could involve substantial increases, depending upon the real estate leasing market at the time of renewal of each of such leases. In the future, the Company will not lease new restaurant sites or facilities or renew existing leases from The Starkman Family Partnership or other affiliated persons or entities unless the terms of the lease have been approved by the Company's independent directors and deemed at least as favorable as would be available from a non-affiliated third party by an independent national or regional real estate evaluation firm or commercial leasing firm in a written opinion. 24 25 INCREASES IN FOOD COSTS. Among various other factors, the Company's profitability is highly sensitive to changes in food costs, which sensitivity requires Management to be able to anticipate and react to such changes. Various factors beyond the Company's control, including adverse weather, labor strikes and delays in any of the restaurants' frequent deliveries, may negatively affect food costs, quality and availability. While in the past, Management has been able to anticipate and react to increasing food costs through, among other things, purchasing practices, menu changes and price adjustments, there can be no assurance that it will be able to do so in the future. INCREASE IN MINIMUM WAGE. The federal minimum wage increased from $4.75 an hour to $5.15 effective September 1, 1997. The California minimum wage increased from $5.75 an hour to $6.25 effective April 1, 2000. In addition, the California minimum wage will increase again to $6.75 effective January 1, 2002. Approximately one-third of the employees working in restaurants operated by the Company receives salaries equal to the federal minimum wage. SECURITY CONCERNS AND EXPENSES AT RESTAURANT SITES. In light of, among other things, the 24-hour operation of some of the Company's restaurants, security for patrons and workers at restaurant locations is an ongoing and increasing concern and expense. The Company has previously had criminal incidents at its restaurants, some of which have resulted in lawsuits. There is no assurance that there will not be any additional problems at any of the locations. The Company maintains its own security personnel at each location. The Company also maintains general liability insurance. POTENTIAL UNINSURED LOSSES. The Company has comprehensive insurance, including general liability, fire and extended coverage, which the Company considers adequate. However, there are certain types of losses which may be uninsurable or not economically insurable. Such hazards may include earthquake, hurricane and flood losses. While the Company currently maintains limited earthquake coverage, it may not be economically feasible to do so in the future. Since the Company's operations are currently concentrated in one area of Southern California and Southern Florida, the Company has had temporary interruptions in its operations due to such hazards in the past. Punitive damage awards are generally not covered by insurance; thus, any awards of punitive damages as to which the Company may be liable could adversely affect the ability of the Company to continue to conduct its business, to expand its operations or to develop additional restaurants. If such a loss should occur, the Company would, to the extent that it is not covered for such loss by insurance, suffer a loss of the capital invested in, as well as anticipated profits and/or cash flow from, such damaged or destroyed properties. There is no assurance that any insurance coverage maintained by the Company will be adequate, that it can continue to obtain and maintain such insurance at all or that the premium costs will not rise to an extent that they adversely affect the Company or the Company's ability to economically obtain or maintain such insurance. POTENTIAL "DRAM SHOP" LIABILITY. Restaurants in California and most other states are subject to "dram shop" laws, rules and regulations, which impose liability on licensed alcoholic beverage servers for injuries or damages caused by their negligent service of alcoholic beverages to a visibly intoxicated person or to a minor, if such service is the proximate cause of the injury or damage and such injury or damage is reasonably foreseeable. While the Company has limited amounts of liquor liability insurance and intends to maintain liquor liability insurance as part of its comprehensive general liability insurance which it believes should be adequate to protect against such liability, there is no assurance that it will not be subject to a judgment in excess of such insurance coverage or that it will be able to obtain or continue to maintain such insurance coverage at reasonable costs, or at all. The imposition of a judgment substantially in excess of the Company's current insurance coverage would have a materially adverse effect on the Company and its operations. The failure or inability of the Company to maintain or increase insurance coverage could materially and adversely affect the Company and its operations. In addition, punitive damage awards are generally not covered by such insurance. Thus, any awards of punitive damages as to which the Company may be liable could adversely affect the ability of the Company to continue to conduct its business, to expand its operations or to develop additional restaurants. TRADEMARK AND SERVICE MARK RISKS. The Company has not had a challenge to its use of the "Jerry's" service mark as of this time. However, to date, the Company has used the service mark only in Southern California. In addition, the Company has not secured clear rights to the use of the "Jerry's" service mark or any other name, 25 26 service mark or trademark used in the Company's business operations, other than "JFD," in connection with restaurants. There are other restaurants using the name "Jerry's" throughout the United States, and use of the service mark or any other name, service mark or trademark in the Company's business operations, other than "JFD," may be subject to challenge. EFFECTS OF COMPLIANCE WITH GOVERNMENT REGULATION. The Company is subject to various federal, state and local laws, rules and regulations affecting its businesses and operations. Each of the Company's restaurants is and shall be subject to licensing regulation and reporting requirements by numerous governmental authorities, which may include alcoholic beverage control, building, land use, health and safety and fire agencies in the state or municipality in which the restaurant is located. Difficulties in obtaining or failures to obtain the necessary licenses or approvals could delay or prevent the development or operation of a given restaurant or limit, as with the inability to obtain a liquor or restaurant license, its products and services available at a given restaurant. Any problems that the Company may encounter in renewing such licenses in one jurisdiction may adversely affect its licensing status on a federal, state or municipal level in other relevant jurisdictions. LIMITED CONTROL AND INFLUENCE ON THE COMPANY. The current officers and directors of the Company in the aggregate, directly or beneficially, currently own a majority of the total outstanding Common Stock. In addition, three out of six directors are members of the Starkman family. As a result, these individuals are in a position to materially influence, if not control the outcome of all matters requiring shareholder or board approval, including the election of directors. Such influence and control is likely to continue for the foreseeable future and significantly diminishes control and influence which future shareholders may have on the Company. NO DIVIDENDS. The Company has not paid dividends since it became a public company and may not pay any cash dividends in the future, although all strategic issues are under review. If dividends are paid, it will reduce the Company's financial liquidity and capital resources. POSSIBLE ADVERSE IMPACT ON POTENTIAL BIDS TO ACQUIRE SHARES DUE TO ISSUANCE OF PREFERRED OR COMMON STOCK. The Board of Directors of the Company has authority to issue up to 5,000,000 shares of preferred stock of the Company (the "Preferred Stock") and to fix the rights, preferences, privileges and restrictions of such shares without any further vote or action by the shareholders. In addition, the Company has authorized 60,000,000 shares of Common Stock. Only 4,673,042 shares of Common Stock are currently outstanding, and no preferred shares are currently outstanding. The potential issuance of authorized and unissued preferred shares or Common Stock of the Company may result in special rights and privileges, including voting rights, to individuals designated by the Company and have the effect of delaying, deferring or preventing a change in control of the Company. As a result, such potential issuance may adversely affect the marketability and potential market price of the shares. As additional acquisition opportunities become available, Management may determine to issue and sell additional Common Stock or preferred shares at any time in the future. CHANGES IN LOCAL ENFORCEMENT OF HEALTH CODE AND NEGATIVE PUBLICITY. As a result of a November 1997 series of investigative reports on local television regarding restaurant health code violations, the Los Angeles County Health Department has instigated more strict monitoring and enforcement of health code provisions. The Company's Studio City restaurant was one of several prominent restaurants mentioned in the November 1997 report, which resulted in negative publicity to the Company. Management believes that this may have contributed to reduced revenues from the Southern California restaurants in the fourth quarter of 1997 and the first two quarters of 1998. The Health Department's current policy is to grade every restaurant "A," "B" or "C," with A being best, B being acceptable and C being grounds for closing the restaurant. All of the Company's seven restaurants in the Los Angeles County Health Department jurisdiction have been inspected to date, and those have all received "A" ratings from the Health Department under the new policy. The Company's Orange County restaurant has also been inspected recently by the appropriate local health department authorities and received a "no violations observed" rating, which is comparable to an "A" rating. Poor future ratings or adverse related publicity could negatively impact revenues at Company stores. 26 27 NEGATIVE PUBLICITY FROM PRIVATE DAMAGE CLAIMS. Restaurants such as those operated by the Company are subject to litigation in the ordinary course of business, most of which the Company expects to be covered by its general liability insurance. In the past, certain claims have been filed against the Company. In 1998, certain of these claims received newspaper and television publicity, which may have a negative impact on revenues on the Company's Southern California restaurants. Future negative publicity could negatively impact revenues at Company stores. SAME STORE SALES DECLINES. There can be no assurance that same store sales declines can be stemmed in the future. The Company has been able to stem some of the declines during 2000, however there is no guarantee that this trend will continue. ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURE AND MARKET RISK. The Company is exposed to market risk from changes in interest rates on debt. The Company's exposure to interest rate risk relates to its $9,000,000 term loan and $6,000,000 revolving line of credit. Borrowings under the agreements bear interest as discussed in Note 5 of Notes to Consolidated Financial Statements. Borrowings outstanding under the agreements were $7,440,000 at December 31, 2000. Consequently, a hypothetical 1% interest rate change could have a material impact on the Company's results of operations. 27 28 ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA INDEX TO FINANCIAL STATEMENTS Page Report of Independent Accountants ......................................... 29 Consolidated Balance Sheets as of December 31, 2000 and 1999............... 30 Consolidated Statements of Operations for the years ended December 31, 2000, 1999 and 1998................................ 31 Consolidated Statements of Equity for the years ended December 31, 2000, 1999 and 1998................................ 32 Consolidated Statements of Cash Flows for the years ended December 31, 2000, 1999 and 1998................................ 33 Notes to Consolidated Financial Statements................................. 34 28 29 REPORT OF INDEPENDENT ACCOUNTANTS To the Board of Directors and Shareholders Jerry's Famous Deli, Inc. In our opinion, the accompanying consolidated balance sheets and the related consolidated statements of operations, equity and cash flows present fairly, in all material respects, the financial position of Jerry's Famous Deli, Inc. and its subsidiaries at December 31, 2000 and 1999 and the results of their operations and their cash flows for each of the three years in the period ended December 31, 2000, in conformity with accounting principles generally accepted in the United States of America. These financial statements are the responsibility of the Company's management; our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits of these statements in accordance with auditing standards generally accepted in the United States of America, which require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. As discussed in Note 1 to the consolidated financial statements, the Company changed its method of accounting for the cost of start-up activities in 1998. PricewaterhouseCoopers LLP Los Angeles, California March 12, 2001 29 30 JERRY'S FAMOUS DELI, INC. CONSOLIDATED BALANCE SHEETS
December 31, -------------------------- 2000 1999 ----------- ----------- ASSETS Currents assets Cash and cash equivalents $ 1,833,686 $ 1,184,329 Accounts receivable, net 601,733 519,948 Inventory 1,298,418 1,382,784 Prepaid expenses 421,241 349,105 Deferred income taxes 285,511 288,725 Income taxes receivable -- 201,700 ----------- ----------- Total current assets 4,440,589 3,926,591 Property and equipment, net 31,673,889 30,155,403 Deferred income taxes 96,183 312,531 Goodwill and covenants not to compete 8,720,620 9,184,526 Other assets 1,479,907 1,569,138 ----------- ----------- Total assets $46,411,188 $45,148,189 =========== =========== LIABILITIES AND EQUITY Current liabilities Accounts payable $ 3,136,596 $ 3,378,452 Accrued expenses 1,563,454 1,414,934 Sales tax payable 354,813 404,613 Income tax payable 31,826 -- Current portion of capital lease obligation 46,337 -- Current portion of long-term debt 1,712,260 1,700,955 ----------- ----------- Total current liabilities 6,845,286 6,898,954 Long-term debt 11,007,256 11,042,092 Capital lease obligation 119,710 -- Deferred rent 430,683 456,774 ----------- ----------- Total liabilities 18,402,935 18,397,820 Minority interest 504,098 677,053 Commitments and contingencies (Note 7) Equity Preferred stock Series A , no par, 5,000,000 shares authorized, none issued or outstanding -- -- Common stock, no par value, 60,000,000 shares authorized, 4,673,042 and 14,019,202 (pre-split) shares issued and outstanding in 2000 and 1999, respectively 24,575,522 24,575,522 Equity 2,928,633 1,497,794 ----------- ----------- Total equity 27,504,155 26,073,316 ----------- ----------- Total liabilities and equity $46,411,188 $45,148,189 =========== ===========
The accompanying notes are an integral part of these consolidated financial statements. 30 31 JERRY'S FAMOUS DELI, INC. CONSOLIDATED STATEMENTS OF OPERATIONS
YEARS ENDED DECEMBER 31, ---------------------------------------------- 2000 1999 1998 ------------ ------------ ------------ Revenues $ 69,600,500 $ 70,674,459 $ 66,583,196 Cost of sales 23,955,565 24,728,815 22,408,272 ------------ ------------ ------------ Gross profit 45,644,935 45,945,644 44,174,924 Operating expenses Labor 24,287,046 24,991,931 23,687,543 Occupancy and other 8,905,499 9,161,824 9,240,066 Occupancy -- related party 1,047,864 1,063,031 921,303 General and administrative expenses 4,487,469 4,748,235 4,832,438 Preopening expense -- -- 537,699 Depreciation expense 2,864,945 2,671,508 3,065,335 Amortization expense 722,588 684,459 664,513 ------------ ------------ ------------ Total expenses 42,315,411 43,320,988 42,948,897 ------------ ------------ ------------ Income from operations 3,329,524 2,624,656 1,226,027 Other income (expense) Interest income 25,561 24,110 36,560 Interest expense (1,141,363) (1,237,130) (1,291,805) Licensing income 78,931 -- -- Other income, net 32,684 5,953 -- ------------ ------------ ------------ Income (loss) before items below 2,325,337 1,417,589 (29,218) Income tax (provision) benefit (653,192) (287,492) 65,119 Minority interest (241,306) (219,704) (167,260) ------------ ------------ ------------ Income (loss) before cumulative effect of a change in accounting principle 1,430,839 910,393 (131,359) Cumulative effect of change in accounting, net of tax benefit of $65,162 -- -- (132,299) ------------ ------------ ------------ Net income (loss) $ 1,430,839 $ 910,393 $ (263,658) ============ ============ ============ Basic Net income (loss) per share before cumulative effect of an accounting change applicable to common stock $ 0.31 $ 0.19 $ (0.02) Cumulative effect of change in accounting principle $ -- $ -- $ (0.03) ------------ ------------ ------------ Net income (loss) per share applicable to common stock $ 0.31 $ 0.19 $ (0.05) ------------ ------------ ------------ Diluted Net income (loss) per share before cumulative effect of an accounting change applicable to common stock $ 0.31 $ 0.19 $ (0.02) Cumulative effect of change in accounting principle $ -- $ -- $ (0.03) ------------ ------------ ------------ Net income (loss) per share applicable to common stock $ 0.31 $ 0.19 $ (0.05) ------------ ------------ ------------ Weighted average common shares outstanding - Basic 4,673,042 4,719,274 4,956,582 Weighted average common shares outstanding - Diluted 4,677,518 4,724,468 4,975,636
The accompanying notes are an integral part of these consolidated financial statements. 31 32 JERRY'S FAMOUS DELI, INC. CONSOLIDATED STATEMENTS OF EQUITY
Common Stock Preferred Stock ---------------------------- ---------------------- Shares Shares Contributed Issued and Issued and Capital Retained Outstanding Amount Outstanding Amount (Deficit) Earnings Total ----------- ------------ ----------- ------ --------- ---------- ----------- Balance, December 31, 1997 14,210,155 23,724,484 -- -- (846,409) 1,697,468 24,575,543 Net loss (263,658) (263,658) Common shares issued in purchase of market 934,509 2,395,147 2,395,147 Purchase and retirement of Company's common stock (635,762) (847,894) (847,894) ----------- ------------ ----------- --- --------- ---------- ----------- Balance, December 31, 1998 14,508,902 25,271,737 -- -- (846,409) 1,433,810 25,859,138 Net income 910,393 910,393 Purchase and retirement of Company's common stock (489,700) (696,215) (696,215) ----------- ------------ ----------- --- --------- ---------- ----------- Balance, December 31, 1999 14,019,202 24,575,522 -- -- (846,409) 2,344,203 26,073,316 One-for-three reverse stock split (9,346,160) Net income 1,430,839 1,430,839 ----------- ------------ ----------- --- --------- ---------- ----------- Balance, December 31, 2000 4,673,042 $ 24,575,522 $ -- $-- $(846,409) $3,775,042 $27,504,155 =========== ============ =========== === ========= ========== ===========
The accompanying notes are an integral part of these consolidated financial statements. 32 33 JERRY'S FAMOUS DELI, INC. CONSOLIDATED STATEMENTS OF CASH FLOWS
Years Ended December 31, -------------------------------------------- 2000 1999 1998 ----------- ----------- ------------ Cash flows from operating activities: Net income (loss) $ 1,430,839 $ 910,393 $ (263,658) Adjustments to reconcile net income (loss) to net cash provided by operating activities: Depreciation 2,864,945 2,671,508 3,065,335 Amortization 722,588 684,459 664,513 Preopening -- -- 537,699 Net gain from insurance settlement (30,268) (8,500) -- Minority interest 241,306 219,704 167,260 Deferred income taxes 219,562 280,327 (312,392) Changes in assets and liabilities: Accounts receivable (81,785) (95,548) (151,889) Inventory 84,366 12,115 (460,898) Prepaid expenses (72,136) 100,632 1,265,973 Preopening costs -- -- 105,318 Other assets (169,451) (371,139) (127,021) Organization costs -- -- 92,143 Accounts payable (241,856) 278,613 628,413 Accrued expenses 148,520 3,477 (22,759) Sales tax payable (49,800) (17,284) 19,677 Income taxes payable 31,826 -- -- Deferred rent and income taxes receivable 175,609 64,870 (242,716) ----------- ----------- ------------ Total adjustments 3,843,426 3,823,234 5,228,656 ----------- ----------- ------------ Net cash provided by operating activities 5,274,265 4,733,627 4,964,998 ----------- ----------- ------------ Cash flows from investing activities: Purchase of Epicure Market -- -- (8,564,359) Acquisitions of restaurants -- -- (1,760,000) Purchase of limited partners interest -- (34,000) -- Net proceeds from sale of facility -- 3,916,855 -- Additions to equipment (676,860) (1,221,867) (1,560,854) Additions to improvements--land, building and leasehold (3,471,687) (1,965,497) (1,469,628) Proceeds from sales of fixed assets -- 8,500 -- ----------- ----------- ------------ Net cash (used in) provided by investing activities (4,148,547) 703,991 (13,354,841) Cash flows from financing activities: Borrowings on long-term debt, including line of credit 2,850,023 2,178,988 16,965,000 Payments on long-term debt (2,873,554) (6,623,894) (8,219,329) Financing costs -- -- (694,120) Capital lease payments (38,569) -- -- Dividends paid to minority shareholders (78,498) (97,550) (92,740) Return of capital to minority shareholders (335,763) -- -- Purchase of Company's common stock -- (696,215) (847,894) ----------- ----------- ------------ Net cash (used in) provided by financing activities (476,361) (5,238,671) 7,110,917 ----------- ----------- ------------ Net increase (decrease) in cash and cash equivalents 649,357 198,947 (1,278,926) Cash and cash equivalents, beginning of year 1,184,329 985,382 2,264,308 ----------- ----------- ------------ Cash and cash equivalents, end of year $ 1,833,686 $ 1,184,329 $ 985,382 =========== =========== ============
The accompanying notes are an integral part of these consolidated financial statements. 33 34 JERRY'S FAMOUS DELI, INC. AND SUBSIDIARIES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 1. ORGANIZATION, BASIS OF PRESENTATION AND SIGNIFICANT ACCOUNTING POLICIES: Organization and Basis of Presentation The accompanying financial statements are comprised of the consolidated financial statements ("consolidated statements") which consist of Jerry's Famous Deli, Incorporated ("JFD--Inc."), a California corporation; JFD--Encino ("JFD--Encino"), a California limited partnership; and National Deli Corporation ("NDC"), a Florida corporation and wholly-owned subsidiary of JFD--Inc. JFD--Inc. and JFD--Encino operate family oriented, full-service restaurants. NDC operates The Epicure Market ("Epicure"), which was acquired on April 1, 1998, and is a specialty gourmet market located in Miami Beach, Florida. These entities are collectively referred to as "Jerry's Famous Deli, Inc." or the "Company." JFD--Inc. currently includes eight Southern California restaurant locations: Studio City (established in 1978), Encino (established in 1989), Marina del Rey (established in 1991), West Hollywood (established in 1994), Westwood (established in June 1996), Sherman Oaks and Woodland Hills (both purchased in July 1996) and Costa Mesa (established in August 1997). The Pasadena restaurant location established in February 1996 was sold in May 1999. JFD--Inc. also includes the two Rascal House restaurants, located in Miami Beach (purchased in September 1996) and Boca Raton, Florida (established July 1, 1998). Jerry's Famous Deli, L.A., Inc. ("JFDLA"), the co-general partner of JFD--Encino was acquired by JFD-Inc. on January 12, 1995. JFDLA owns 80% of the 25% general partner interest, which represents a 20% interest in JFD--Encino. The general partners receive a management fee equal to 3% of the gross revenues of the Encino restaurant. The general partners are also allocated 25% of net profits, net gains and distributions of JFD--Encino until such time as the limited partners have received cash distributions equal to 100% of their contributed capital plus an amount equal to 10% per annum of their capital contribution (the "Preferred Return"). After the limited partners have received repayment of their initial capital contribution, the general partners will be allocated 65% of net profits, net gains and distributions. JFD--Encino has been presented on a consolidated basis due to the operating and financial control of JFDLA, which as the co-general partner has the ability to exert day to day control over the operations. A tender offer by JFDLA to purchase the interests of the limited partners resulted in the May 1, 1996 purchase of one limited partner's share from the Company's Chief Executive Officer for approximately $158,000. This resulted in a change in minority interest to 72.45% from 80.00%. On November 15, 1999, the Company purchased the interests of three limited partner's shares for approximately $34,000. This resulted in a change in minority interest to 69.84% from 72.45%. On October 1, 2000, the Company purchased the interest of one limited partner's share for approximately $1,900. This resulted in a change in minority interest to 69.66% from 69.84%. The Company operates primarily in the restaurant and gourmet market business, exclusively in the United States. All significant intercompany transactions and balances have been eliminated. Reclassifications Certain amounts in the previously presented consolidated financial statements have been reclassified to conform with the current period's presentation. 34 35 Significant Accounting Policies CASH EQUIVALENTS Cash equivalents consist of highly liquid investments with an original maturity of three months or less when purchased and are carried at cost which approximates fair value. INVENTORY Inventory primarily consists of food and beverage products and is stated at the lower of cost (first-in, first-out) or market. PREOPENING COSTS Capitalized preopening costs previously included the direct incremental costs associated with the opening of a new restaurant. These are primarily costs incurred to develop new restaurant management teams and the food, beverage and supply costs incurred to perform testing of all equipment, concept systems and recipes. The amortization period historically was one year from the restaurant's opening date. In 1998, the Company adopted SOP 98-5 entitled "Reporting on the Costs of Start Up Activities" which requires preopening costs to be expensed as incurred. The early adoption in 1998, which resulted in approximately $538,000 being expensed which would have been capitalized and amortized in 1998 and 1999, had the Company not adopted early. The Company's early adoption of SOP 98-5 in 1998 required the recognition of the cumulative effect of the change in accounting principle as a one-time charge against earnings, net of any related income tax effect, retroactive to January 1, 1998. GOODWILL The excess of costs over net assets acquired, relating to the purchase of the Sherman Oaks, Woodland Hills, and Rascal House restaurants and Epicure, is amortized utilizing the straight-line method over 30 years and 25 years for the owned Rascal House and Epicure, respectively, and over the lives of the leases for Woodland Hills (15 years) and Sherman Oaks (18 years). The accumulated amortization at December 31, 2000 and 1999 was approximately $1,333,000 and $907,000, respectively. COVENANTS NOT TO COMPETE Covenants not to compete are amortized utilizing the straight-line method over the life of the agreement. For the purchase of the Sherman Oaks and Woodland Hills restaurants and Epicure, the agreement life is five years and for the purchase of the Rascal House restaurant, the respective agreement life is two years. Accumulated amortization at December 31, 2000 and 1999 was approximately $594,000 and $496,000, respectively. PROPERTY AND EQUIPMENT Property and equipment are recorded at cost. Expenditures for normal maintenance and repairs are charged to operations as incurred; additions, renewals, and betterments are capitalized. When an item is sold or retired, the accounts are relieved of both the cost and the related accumulated depreciation and the resulting gain or loss, if any, is recognized. Depreciation and amortization are computed using the straight-line method over the estimated useful lives of the related assets or, for leasehold improvements, over the total of the initial term of the lease and the first option period, if less. 35 36 On July 1, 1998, the Company changed the estimated useful lives of certain restaurant equipment and furniture and fixtures from a five-year to an eight-year useful life and also recorded certain adjustments to depreciation totaling approximately $420,000. The change in estimated useful life was made to better reflect the years of benefit to be received from these assets which also approximates industry practice. The following are the estimated useful lives: Land improvements.................................. 15 years Buildings and improvements......................... 30 years Computer equipment................................. 3-4 years Transportation equipment........................... 5 years Fixtures and equipment............................. 4-8 years Leasehold improvements...................;......... 4-20 years ORGANIZATION COSTS Capitalized organization costs were previously amortized on a straight-line basis over five years. The adoption of SOP 98-5, as discussed above, is also applicable to organization costs. As such, the Company has written off the unamortized balance of organization costs totaling approximately $92,000 at January 1, 1998. INCOME TAXES The Company accounts for income taxes in accordance with Statement of Financial Accounting Standard ("SFAS") No. 109 "Accounting for Income Taxes." SFAS No. 109 prescribes the use of the liability method to compute the differences between the tax bases of assets and liabilities and related financial reporting amounts using currently enacted future tax laws and rates. Under SFAS No. 109 the effect on deferred taxes of a change in tax rates is recognized in income in the period that includes the enactment date. DEFERRED RENT Deferred rent represents the excess of rent expense charged to operations as compared to the actual cash payments made since inception of the lease, which include increases over the term of the agreements. These credits will be recognized on a straight-line basis over the lives of the leases. MINORITY INTEREST Minority interest represents the limited partners' and the other general partner's interests in the Encino restaurant, not owned directly or indirectly by the Company. For October 1, 2000 to December 31, 2000, the minority interest represents the limited partners' 64.66% share and the other co-general partner's 5% share of net income or loss and equity. For January 1, 2000 to September 30, 2000, the minority interest represents the limited partners' 64.84% share and the other co-general partner's 5% share of net income or loss and equity. For November 15, 1999 to December 31, 1999, the minority interest represents the limited partners' 64.84% share and the other co-general partner's 5% share of net income or loss and equity. For January 1, 1999 to November 14, 1999, the minority interest represents the limited partners' 67.45% share and the other co-general partner's 5% share of net income or loss and equity. For 1998, the minority interest represents the limited partners' 67.45% share and the other co-general partner's 5% share of net income or loss and equity. During fiscal year 2000, JFD--Encino paid to their limited partners $392,000 as a return of their capital investment. REVENUE RECOGNITION Revenues from restaurant and market sales are recognized when the products are sold or delivered to the customer. 36 37 ADVERTISING Advertising costs are expensed as incurred. Advertising expense for the years ended December 31, 2000, 1999 and 1998 was approximately $183,000, $367,000 and $254,000, respectively. USE OF ESTIMATES AND ASSUMPTIONS The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the dates of the financial statements and the reported amounts of revenues and expenses during the reporting periods. Actual results could differ from those estimates. LONG-LIVED ASSETS In accordance with SFAS No. 121, "Accounting for the Impairment of Long-Lived Assets and for Long-Lived Assets to be Disposed Of," long lived assets held and used by the Company are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. For purposes of evaluating the recoverability of long-lived assets, the recoverability test is performed using undiscounted net cash flows of the individual stores and consolidated undiscounted net cash flows for long-lived assets not identifiable to individual stores compared to the related carrying value. If the undiscounted net cash flows is less than the carrying value, the amount of the impairment, if any, will be determined by comparing the carrying value of each asset with its fair value. Fair value is generally based on a discounted cash flow analysis. The Company does not believe that any impairment of its goodwill, intangibles or other long-lived assets has occurred. CONCENTRATION OF CREDIT RISK Financial instruments which potentially expose the Company to concentrations of credit risk consist primarily of cash, investments in money market accounts and trade receivables. At times, cash balances may be in excess of FDIC insurance limits. In addition, money market accounts at times maintained balances which were in excess of insured limits. The concentrations of credit risk for trade receivables may be affected by changes in economic or other conditions affecting Southern California and Southern Florida. However, management believes that receivables are well diversified and the allowances for doubtful accounts are sufficient to absorb estimated losses. FAIR VALUE OF FINANCIAL INSTRUMENTS SFAF No. 107, "Disclosure About Fair Value of Financial Instruments," requires certain disclosures regarding the fair value of financial instruments. The carrying values of cash and cash equivalents, accounts receivable, accounts payable and accrued liabilities approximate fair values because of the short-term maturity of these instruments. The fair value of long-term debt closely approximates it carrying value. The Company uses quoted market prices, when available, or discounted cash flows to calculate these fair values. NET INCOME PER SHARE In accordance with SFAS No. 128, basic net income per share is computed by dividing the net income attributable to common shareholders by the weighted average number of common shares outstanding during the period. Diluted net income per common share is computed by dividing the net income attributable to common shareholders by the weighted average number of common and common share equivalents outstanding during the period. Common share equivalents included in the diluted computation represent shares issuable upon assumed exercise of stock options using the treasury stock method. IMPACT OF RECENTLY ISSUED ACCOUNTING STANDARDS In June 1998, the Financial Accounting Standards Board issued SFAS No. 133, "Accounting for Derivative Instruments and Hedging Activities." This statement requires that all derivative instruments be recorded on the 37 38 balance sheet at their fair value. Changes in the fair value of derivatives will be recorded on each period in current earnings or other comprehensive income, depending on whether a derivative is designated as part of a hedge transaction and, if it is, the type of hedge transaction. The new rules will be effective the first quarter of 2001. The Company does not believe that the new standard will have any impact, as the Company currently holds no derivatives. 2. ACQUISITIONS On February 18, 1998, the Company acquired a long-term ground lease of an 11,000 square foot restaurant property located in Boca Raton, Florida. Under the agreement, the Company acquired the restaurant equipment and other personal property located on the premises, and the seller's liquor license for the restaurant, for a total purchase price of approximately $1.8 million. The Company closed the facility until July 1, 1998, when it reopened as a second Rascal House restaurant. On April 1, 1998, the Company acquired certain assets (equipment and inventory) and the operations of The Epicure Market in Miami Beach, Florida, a family-owned specialty gourmet market which has been in operation over 50 years. The total purchase price was approximately $7.1 million in cash and 311,503 shares of the Company's common stock valued at $2,395,147. The funding of the purchase came primarily from the utilization of available lines of credit and issuance of the Company's common stock. The acquisition was accounted for as a purchase, and, accordingly, the purchase price was allocated to the net assets acquired based on their fair market values at the date of acquisition. The unaudited pro forma data is based on available information and certain assumptions regarding the allocation of purchase price, which could change significantly based on the realization value of certain assets and potential additional transaction costs, if any, and other analysis. The following summarized, unaudited pro forma results of operations for the year ended December 31, 1998 assumes the purchase of assets and operations of Epicure had occurred as of the beginning of the period. Pro Forma Year ended December 31, 1998 ----------------- (in thousands except per share data) Revenues $ 70,729 Net income $ 108 Net income per share - basic $ 0.02 Net income per share - diluted $ 0.02 3. STOCK OFFERINGS AND EQUITY Common Stock The Company is authorized to issue 60,000,000 shares of Common Stock. The holders of Common Stock are entitled to cast one vote for each share held of record on all matters presented to shareholders, other than with respect to the election of directors, for which cumulative voting is currently required under certain circumstances by applicable provisions of California law. The effect of cumulative voting is that the holders of a majority of the outstanding shares of Common Stock may not be able to elect all of the Company's directors. In April 1998, the Company issued 311,503 shares of Common Stock valued at $2,395,147 in conjunction with the purchase of Epicure. During 1999 and 1998, the Company purchased and subsequently retired 163,233 shares and 211,921 shares, respectively, of its own Common Stock for market prices ranging between $2.64 and $4.50 per share. No shares were repurchased by the Company during 2000. As of February 3, 2000, the Company's stock is being traded over Nasdaq SmallCap Market. 38 39 On February 9, 2000, the Company completed a one-for-three reverse stock split of its Common Stock applicable to the shareholders of record on February 9, 2000. The reverse stock split reduced the Company's outstanding shares from 14,019,202 to approximately 4,673,042. All common share and per share amounts have been adjusted to give retroactive effect to the one-for-three reverse stock split for the years presented, except for the years prior to the split as presented on the Consolidated Balance Sheets and the Consolidated Statements of Equity. Preferred Stock The Company is authorized to issue 5,000,000 shares of preferred stock. No preferred stock is issued or outstanding at December 31, 2000 or 1999. The Company's Board of Directors is authorized to issue the preferred stock in one or more series and, with respect to each series, to determine the preferences and rights and the qualifications, limitations or restrictions thereof, including the dividends rights, conversion rights, voting rights, redemption rights and terms, liquidation preferences, sinking fund provisions, the number of shares constituting the series and the designation of such series. 4. PROPERTY AND EQUIPMENT Property and equipment consist of the following as of:
December 31, ----------------------------- 2000 1999 ------------ ------------ Land improvements ....................... $ 61,149 $ 61,149 Buildings and improvements .............. 6,493,833 5,528,604 Leasehold improvements .................. 18,123,893 17,468,376 Fixtures and equipment .................. 13,232,566 14,594,610 Transportation equipment ................ 289,424 261,262 ------------ ------------ 38,200,865 37,914,001 Less: Accumulated depreciation and amortization....................... (14,067,688) (13,448,366) ------------ ------------ Property and equipment, net ............. 24,133,177 24,465,635 Land .................................... 7,095,876 5,665,868 Construction-in-progress ................ 444,836 23,900 ------------ ------------ $ 31,673,889 $ 30,155,403 ============ ============
The Company closed escrow on the sale of its Pasadena restaurant facility at the close of business on May 2, 1999. The gross proceeds from the sale were $4,120,000 which resulted in no significant gain or loss. Of these proceeds, approximately $3,750,000 was used to reduce the Company's debt and the remaining proceeds were applied to other related costs of the sale. On August 10, 2000, the Starkman Family Partnership (an affiliate of the Company) and the Company finalized the sale of the two parcels of land constituting the primary parking facility for the West Hollywood restaurant. The Company previously leased these two parcels from the Starkman Family Partnership on terms arranged before the Company's initial public offering. Prior to the purchase, the Company had no option or right of first refusal in relation to the parcels. The West Hollywood restaurant facility is still leased by the Company from a third party landlord. The parcels are required for use of the restaurant facility. The Starkman Family Partnership sold the parcels to the Company for $1,420,000, which was determined by an independent third party appraiser. The Board of Directors approved the purchase of the parcels in July 2000. The purchase price was financed through funds available on the Company's line of credit. 39 40 5. LONG-TERM DEBT Long-term debt consists of the following:
December 31, ----------------------------- 2000 1999 ------------ ------------ Note payable and line-of-credit with a bank; collateralized by machinery, equipment and inventory; interest at Eurodollar rate plus variable margin, approximately 8.60% and 10% at December 31, 2000, respectively; due September 2003 $ 7,440,000 $ 7,330,000 Note payable to a bank; collateralized by real property; interest rate 9.39% at December 31, 2000; due August 2004 1,944,444 2,111,111 Notes collateralized by real property; monthly interest payments at interest rate of 9%; principal due March 2002 3,250,000 3,250,000 Other 85,072 51,936 ------------ ------------ 12,719,516 12,743,047 Less: Current maturities (1,712,260) (1,700,955) ------------ ------------ Total long-term debt $ 11,007,256 $ 11,042,092 ============ ============
In September 1998, the Company entered into a new Credit Facility with BankBoston, N.A. The agreement includes a $9,000,000 term loan and a $6,000,000 revolving line of credit. In conjunction with the agreement, the Company paid off certain existing debt with the proceeds from the term loan. The debt is collateralized by assets of the Company and includes certain financial covenants. The following are future maturities of long-term debt for each of the remaining five years ending December 31 and in total thereafter: 2001......................................... $ 1,712,260 2002......................................... 4,961,617 2003......................................... 4,581,991 2004......................................... 1,457,442 2005......................................... 6,206 ------------ Total $ 12,719,516 ============ The term loan and line of credit require the Company to maintain certain financial covenants, the most restrictive including the maintenance of (a) minimum fixed charge, (b) minimum interest coverage, (c) maximum leverage ratio, (d) dividend restrictions, and (e) a minimum debt service coverage ratio. As of December 31, 2000, the amount of borrowings available under the revolving line of credit was $2,720,000. 40 41 6. CAPITAL LEASES During 2000, the Company entered into non-cancelable lease arrangements for various equipment whereby payments totaling approximately $5,100 are due monthly. Certain of these leases are guaranteed by the principal shareholder. Depreciation expense on this equipment was approximately $42,000 for the year ended December 31, 2000. The following are the annual future minimum lease payments for the years ending December 31: 2001................................................... $ 60,902 2002................................................... 60,902 2003................................................... 58,793 2004................................................... 14,463 2005................................................... 1,660 -------- $196,720 Less: interest (30,673) -------- Total minimum payments 166,047 Less: current portion (46,337) -------- $119,710 7. COMMITMENTS AND CONTINGENCIES The Company leases nine of its facilities and its corporate offices under non-cancelable operating leases, of which certain leases are guaranteed by the principal shareholder. Rental expense for the years ending December 31, 2000, 1999, and 1998 was $3,261,257, $3,235,829 and $3,281,949, respectively. Certain leases contain fixed escalation clauses and rent under these leases is charged ratably over the term of the lease. A number of leases also provide for percentage rent on sales above a specified minimum. The following are the future minimum base rental payments under operating leases for each of the next five years ending December 31 and in total thereafter: 2001................................................... $3,120,349 2002................................................... 3,488,416 2003................................................... 2,993,647 2004................................................... 2,134,326 2005................................................... 2,034,750 Thereafter............................................. 17,648,692 ----------- Total $31,420,180 =========== Rental payments made to related parties for the years ending December 31, 2000, 1999 and 1998 were approximately $1,048,000, $1,063,000 and $921,000, respectively. At December 31, 2000, the Company had future minimum payments due to related parties of approximately $9,276,000. The Company has five operating leases which contain provisions for specified annual increases. Rent expense for these locations has been calculated on a straight-line basis over the term of the leases. A deferred credit has been established at December 31, 2000 and 1999 for the difference between the amount charged to expense and the amount paid. The deferred credit will be amortized on a straight-line basis over the lives of the leases. The Company is a defendant in a number of cases currently in litigation, which are being vigorously defended. Based upon current information, management, after consultation with legal counsel defending the Company's interests in the cases, believes the ultimate disposition thereof will have no material effect upon either the Company's results of operations or the consolidated financial position. 41 42 8. INCOME TAXES The significant components of income tax provision (benefit) attributable to operations are summarized as follows:
2000 1999 1998 -------- --------- --------- Federal: Current tax provision ............ $310,932 $ 5,580 $ 141,839 Deferred tax provision (benefit).. 162,802 197,058 (471,779) -------- --------- --------- 473,734 202,638 (329,940) State: Current tax provision ............ 122,698 1,585 40,271 Deferred tax provision ........... 56,760 83,269 159,388 -------- --------- --------- 179,458 84,854 199,659 -------- --------- --------- Total ................... $653,192 $ 287,492 $(130,281) ======== ========= =========
The effects of temporary differences and other items that give rise to deferred tax assets and deferred tax liabilities as of December 31, 2000 and 1999, respectively, are comprised of the following:
2000 1999 ----------- ----------- Current deferred tax assets Deferred rent ...................... $ 184,505 $ 195,682 Vacation accrual ................... 56,240 40,099 Other .............................. 44,766 52,944 ----------- ----------- Current deferred tax assets, net ... $ 285,511 $ 288,725 =========== =========== Non-current deferred tax assets Property and equipment ............. (1,266,053) (1,318,073) Intangible assets .................. 495,883 571,281 FICA tip credit .................... 559,498 741,140 AMT credit ......................... 314,106 355,678 NOL carryforward ................... 141,217 130,271 Other .............................. (148,468) (167,766) ----------- ----------- Non-current deferred tax assets, net $ 96,183 $ 312,531 =========== ===========
The balance of the deferred tax assets should be realized through future operating results, the reversal of taxable temporary differences and tax planning strategies. The provision for income taxes at the Company's effective rate differed from the provision for income taxes at the statutory rate as follows:
Years Ended December 31, ------------------------------------- 2000 1999 1998 --------- --------- --------- Federal income tax provision (benefit) at the statutory rate ........................ $ 707,424 $ 405,581 $(133,939) State income taxes, net of federal income tax benefit ............................... 103,870 61,672 131,775 FICA tip credit ............................. (182,735) (171,546) (133,719) Other ....................................... 24,633 (8,215) 5,602 --------- --------- --------- Provision for (benefit from) income taxes ... $ 653,192 $ 287,492 $(130,281) ========= ========= =========
42 43 9. SUPPLEMENTAL CASH FLOW INFORMATION
Years Ended December 31, -------------------------------------- 2000 1999 1998 ---------- ---------- ---------- Supplemental cash flow information: Cash paid for: Interest ..................................................... $1,053,004 $1,255,300 $1,295,710 Income taxes ................................................. $ 300,000 $ 54,000 $ 223,000 Supplemental information on noncash investing and financing activities: Common Stock issued in purchase of Epicure ................... -- -- $2,395,147 Write-off of fully depreciated capital leases, equipment and leasehold improvements ............................. $2,198,306 -- -- Equipment purchased under capital lease arrangements ......... $ 204,615 -- --
10. STOCK OPTION PLAN The 1995 Stock Option Plan (the "Plan") is designed to attract, retain and reward managerial and other key employees and non-employee directors and strengthen the mutuality of interests between the Plan's participants and the Company's stockholders. Stock options generally are granted at an exercise price equal to the fair market value of the shares on the date of grant and are exercisable at the rate of one-third per year beginning one year from the date of grant. Stock options generally expire ten years from the date of grant. From October 20, 1995 through December 31, 2000, incentive stock option grants under the Plan to acquire 404,633 shares, were made to certain officers, directors and key employees at exercise prices ranging from $5.91 to $24.00 per share. In January 1997, the Company under its Stock Option Plan canceled 57,833 options previously issued at $27.00 and $25.50 per share and reissued replacement options exercisable at $13.50 and $14.85 per share. At December 31, 2000, options outstanding were 299,800 and 297,801 were exercisable. The Plan also provides for the grant of stock options to non-employee directors of the Company without any action on the part of the Board or the Board Committee. Each non-employee director shall automatically receive non-qualified options to acquire 1,667 shares of Common Stock upon appointment and shall receive options to acquire an additional 667 shares of Common Stock for each additional year that such director continues to serve on the Board of Directors. Each option becomes 50% exercisable on each the first and second anniversary dates of the grant and expires ten years from the date of the grant. Accordingly, on October 20, 1995, options for 1,667 shares were granted to each of the Company's two non-employee directors at an exercise price of $18.00 per share. Furthermore, on May 27, 1997, May 27,1998, May 26, 1999 and May 19, 2000 an additional 667 options, for each year were granted to these directors at an exercise price of $7.50, $5.91, $3.84 and $2.78 per share, respectively. All these options were outstanding at December 31, 2000 and 6,668 options were exercisable. 43 44 Weighted Average Shares Under Option Shares Exercise Price - ------------------- -------- ---------------- Outstanding at December 31, 1997 277,967 $ 15.36 Granted 63,000 $ 7.65 Exercised -- -- Canceled (4,000) $ 17.55 -------- Outstanding at December 31, 1998 336,967 $ 13.89 Granted 51,333 $ 3.57 Exercised -- -- Canceled (1,333) $ 7.35 -------- Outstanding at December 31, 1999 386,967 $ 12.54 Granted 34,666 $ 4.83 Exercised -- -- Canceled (121,833) $ 18.97 -------- --------- Outstanding at December 31, 2000 299,800 $ 9.04 ======== ========= Excercisable at December 31, 2000 297,801 $ 9.02 ======== ========= Information regarding options outstanding and exercisable at December 31, 2000 is as follows:
Options Outstanding Options Exercisable ----------------------------------- -------------------------------- Weighted Average Remaining Weighted Average Number of Contractual Life Number of Exercise Range of Exercise Prices Options (in years) Options Price - ------------------------ --------- ------------------- --------- ---------------- $2.78 - $6.84 95,233 6.12 93,234 $ 4.36 $7.50 - $14.85 172,065 7.31 172,065 $ 9.92 $16.13 - $24.00 32,502 5.09 32,502 $18.20 ------- ------- $2.78 - $24.00 299,800 297,801 $ 9.08 ======= =======
The Company has adopted the disclosure-only provision of SFAS No. 123 and will continue to use the intrinsic value based method of accounting prescribed by Accounting Principles Board (APB) Opinion No. 25, "Accounting for Stock Issued to Employees." Accordingly, since options were granted with an option price equal to the grant date market value of the Company's Common Stock, no compensation cost has been recognized for the stock option plans. Had compensation cost for the Company's stock option plans been determined based on the fair value of the option at the grant dates in 2000, 1999 and 1998 consistent with the provisions of SFAS No. 123, the Company's net earnings and earnings per share would have been reduced by approximately $49,500 or $0.01 per share in 2000, $141,000 or $0.03 per share in 1999, and $389,000 or $ 0.08 per share in 1998. These pro forma amounts may not be representative of future disclosures because the estimated fair value of stock options is amortized to expense over the vesting period, and additional options may be granted in future years. 44 45 The fair value of each option grant issued in 2000, 1999 and 1998 is estimated at the date of grant using the Black-Scholes option-pricing model with the following weighted average assumptions: (a) exercise prices were equal to the fair market value on the grant date or the day before; (b) a risk-free interest rate based on US Zero Coupon Bonds; (c) no dividend yield on the Company's stock; (d) expected option lives of six years; and (e) an expected volatility of 78.45%, 63.01% and 63.49%, respectively, of the Company's stock. In May 1999, the Company implemented its first 401(k) Plan (the "Plan"). The Plan, which will cover substantially all employees, will have certain requirements, including minimum age, hours worked, and length of service. The Company may make discretionary contributions to the Plan based on operating results, but will not be required to do so. No contributions were made by the Company to the Plan in 1999. As of December 31, 2000, the Company contributed $16,961 to the Plan. 11. RELATED-PARTY TRANSACTIONS During 1995 and 1994 the principal shareholder's family partnership, the Starkman Family Partnership, ("family partnership") purchased properties in Westwood, California for the construction of a new restaurant. The Company has been paying lease payments for the Westwood property of approximately $35,000 per month in 2000, 1999 and 1998, respectively, to the family partnership. The Company has a seven-year right of first refusal on either or both of these properties, which expire in years 2002 and 2001. The Company currently pays monthly rental payments in the amount of $6,500 to the family partnership for use of one property adjacent to the West Hollywood restaurant. This property has additional parking and a building used as a private bar and lounge. On March 28, 1997, the Company announced that Kenneth Abdalla had assumed the office of President on an interim basis with the specific objective of assisting in the execution of the Company's acquisition and expansion strategy. In connection therewith, the Company entered into a consulting agreement with Kenneth Abdalla and a company affiliated with him for services to be provided to the Company in consideration for 66,667 shares of Common Stock to Kenneth Abdalla and $600,000 to his affiliated company. The consulting agreement expired on December 31, 2000. Epicure pays monthly rental payments in the amount of approximately $40,000 to a partnership that is owned by the relatives of the previous owners. 12. SELECTED QUARTERLY FINANCIAL DATA (UNAUDITED) Selected, summarized quarterly financial data for the four quarters of fiscal years ended December 31, 2000 and 1999 are as follows:
2000 (in thousands, except per share data) First Second Third Fourth - ---------------------------------------------------------------------------------------------- Revenues $18,820 $16,264 $15,634 $ 18,883 Gross Profit 12,494 10,716 10,184 12,251 Net Income 803 80 10 538 Net Income Per Share - Basic $ 0.17 $ 0.02 $ 0.00 $ 0.12 Net Income Per Share - Diluted $ 0.17 $ 0.02 $ 0.00 $ 0.12
45 46
1999 (in thousands, except per share data) First Second Third Fourth - --------------------------------------------------------------------------------------------------- Revenues $19,587 $ 16,761 $15,579 $22,747 Gross Profit 12,765 10,933 10,212 12,036 Net Income (Loss) 513 (133) 33 497 Net Income (Loss) Per Share- Basic, restated for stock split $ 0.11 $ (0.03) $ 0.01 $ 0.10 Net Income (Loss) Per Share - Diluted, restated for stock split $ 0.11 $ (0.03) $ 0.01 $ 0.10
COMMON STOCK DATA
2000 First Second Third Fourth - --------------------------------------------------------------------------------------------------- Price range: High $ 6.66 $ 4.00 $ 4.88 $ 4.63 Low $ 1.88 $ 1.69 $ 3.50 $ 1.16
1999 First Second Third Fourth - --------------------------------------------------------------------------------------------------- Price range: High $ 6.19 $ 4.78 $ 4.50 $ 3.19 Low $ 2.63 $ 3.00 $ 2.63 $ 1.69
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE None. PART III ITEM 10. DIRECTORS AND EXECUTIVE OFFICERS OF THE REGISTRANT The information required by this Item with respect to directors and compliance with Section 16(a) of the Securities Exchange Act of 1934 is incorporated herein by reference to the information contained in the Proxy Statement relating to the Annual Meeting of Shareholders to be held on May 29, 2001 which will be filed with the Securities and Exchange Commission no later than 120 days after the close of the year ended December 31, 2000. Information with respect to executive officers is included in Part I of this Form 10-K. ITEM 11. EXECUTIVE COMPENSATION The information required by this Item is incorporated herein by reference to the information contained in the Proxy Statement relating to the Annual Meeting of Shareholders to be held on May 29, 2001, which will be filed with the Securities and Exchange Commission no later than 120 days after the close of the year ended December 31, 2000. ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT The information required by this Item is incorporated herein by reference to the information contained in the Proxy Statement relating to the Annual Meeting of Shareholders to be held on May 29, 2001, which will be filed with the Securities and Exchange Commission no later than 120 days after the close of the year ended December 31, 2000. 46 47 ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS The information required by this Item is incorporated herein by reference to the information contained in the Proxy Statement relating to the Annual Meeting of Shareholders to be held on May 29, 2001, which will be filed with the Securities and Exchange Commission no later than 120 days after the close of the year ended December 31, 2000. PART IV ITEM 14. EXHIBITS, FINANCIAL STATEMENT SCHEDULES AND REPORTS ON FORM 8-K (a)(1) List of Financial Statements The consolidated financial statements are filed as Item 8 of Part II of this Form 10-K. (a)(2) List of Financial Statement Schedules None. (a)(3) List of Exhibits 47 48 Exhibit Number Description - ------- ----------- 3.1 Articles of Incorporation, as amended (including Second Amended and Restated Certificate of Determination of Rights of Series A Preferred Shares and Certificate of Determination of Rights of Series B Preferred Shares), incorporated by reference to Exhibit 3.1 of the Company's Annual Report on Form 10-K for the year ended December 31, 1996, as filed with the Securities and Exchange Commission on March 31, 1997 (the "1996 10-K"). 3.2 Bylaws of the Company, incorporated by reference to Exhibit 3.2 of the Company's Registration Statement on Form S-1, as filed on July 18, 1995 (Registration No. 33-94724), and declared effective by the Securities and Exchange Commission on October 20, 1995 (referred to herein as the "1995 Registration Statement"). 4.1 Specimen Common Stock Certificate of the Company, incorporated by reference to Exhibit 4.1 of the 1995 Registration Statement. 4.2 Specimen Series A Stock Certificate of the Company, incorporated by reference to Exhibit 4.2 of the 1996 10-K. 4.3 Specimen Series B Stock Certificate of the Company, incorporated by reference to Exhibit 4.3 of the 1996 10-K. 4.4 Specimen Common Stock Purchase Warrant, incorporated by reference to Exhibit 10.2 of the Company's Report on Form 8-K for August 22, 1996 (the "Waterton 8-K"). 4.5 Form of Underwriter's Warrant, incorporated by reference to Exhibit 4.2 of the 1995 Registration Statement. 10.1 Form of Employment Agreement of Isaac Starkman, dated June 1, 1995, incorporated by reference to Exhibit 10.1 of the 1995 Registration Statement. 10.2 Form of Employment Agreement of Guy Starkman, dated June 1, 1995, incorporated by reference to Exhibit 10.2 of the 1995 Registration Statement. 10.3 Form of Employment Agreement of Jason Starkman, dated June 1, 1995, incorporated by reference to Exhibit 10.3 of the 1995 Registration Statement. 10.4 Amendment and Extension of Employment Agreement of Isaac Starkman, dated as of July 1, 1997, incorporated by reference to Exhibit 10.1 of the 1995 Registration Statement. 10.5 Amendment and Extension of Employment Agreement of Guy Starkman, dated as of July 1, 1997, incorporated by reference to Exhibit 10.2 of the 1995 Registration Statement. 10.6 Amendment and Extension of Employment Agreement of Jason Starkman, dated as of July 1, 1997, incorporated by reference to Exhibit 10.3 of the 1995 Registration Statement. 10.7 Form of Indemnification Agreement with officers and directors, incorporated by reference to Exhibit 10.5 of the Registration Statement. 48 49 Exhibit Number Description - ------- ----------- 10.8 Jerry's Famous Deli, Inc. Stock Option Plan, incorporated by reference to Exhibit 10.6 of the Registration Statement. 10.9 Lease Agreement, Encino, incorporated by reference to Exhibit 10.8 of the Registration Statement. 10.10 Lease Agreement, Marina del Rey, incorporated by reference to Exhibit 10.9 of the Registration Statement. 10.11 Lease Agreement, West Hollywood, incorporated by reference to Exhibit 10.10 of the Registration Statement. 10.12 Lease Agreement, West Hollywood - Parking Lot #1, incorporated by reference to Exhibit 10.11 of the Registration Statement. 10.13 Lease Agreement, West Hollywood - Parking Lot #2, incorporated by reference to Exhibit 10.12 of the Registration Statement. 10.14 Lease Agreement, West Hollywood Adjacent, incorporated by reference to Exhibit 10.13 of the Registration Statement. 10.15 Lease Agreement, Westwood, incorporated by reference to Exhibit 10.14 of the Registration Statement. 10.16 Lease Agreement, Studio City, incorporated by reference to Exhibit 10.15 of the Registration Statement. 10.17 Lease Agreements, Corporate Offices, incorporated by reference to Exhibit 10.16 of the Registration Statement. 10.18 JFD-Encino Agreement of Limited Partnership, incorporated by reference to Exhibit 10.17 of the Registration Statement. 10.22 Corporate Office Leases, incorporated by reference to Exhibit 10.21 of the Registration Statement. 10.23 Amendment to the Corporate Offices Lease, incorporated by reference to Exhibit 10.22 of the Registration Statement. 10.24 Intentionally omitted. 10.26 Agreement of Purchase and Sale of Marina del Rey property dated March 25, 1996, incorporated by reference to Exhibit 10.27 of the 1995 10-K. 10.27 Lease Agreement dated as of March 28, 1996 for the Costa Mesa, California property, incorporated by reference to Exhibit 10.28 of the 1995 10-K. 10.28 Asset Purchase Agreement, dated June 11, 1996, among the Company, Solley's, Inc. and Sol Zide, incorporated by reference to Exhibit 10.1 of the Company's 10-K for June 30, 1996 ("Solley's 8-K"). 49 50 Exhibit Number Description - ------- ----------- 10.29 Lease - Shopping Center Form, dated August 31, 1993, between Sol Zide and Plaza International, incorporated by reference to Exhibit 10.2 of the Solley's 8-K. 10.30 Amendment to Lease, dated April 4, 1996, between Sol Zide and Plaza International, incorporated by reference to Exhibit 10.3 of the Solley's 8-K. 10.31 Landlord Consent and Amendment to Lease, dated April 4, 1996, between the Company and Plaza International, incorporated by reference to Exhibit 10.4 of the Solley's 8-K. 10.32 Shopping Center Lease, dated April 2, 1984, between Solley's Inc. and WRAM Development Company, incorporated by reference to Exhibit 10.5 of the Solley's 8-K. 10.33 First Amendment to Shopping Center Lease, dated March 6, 1992, between Solley's, Inc. and WRAM Development Company, incorporated by reference to Exhibit 10.6 of the Solley's 8-K. 10.34 Landlord Consent and Amendment to Lease, dated May 6, 1996, among the Company, Solley's, Inc. and WRAM Development Company, incorporated by reference to Exhibit 10.7 of the Solley's 8-K. 10.38 Amendment to Lease Agreement dated August 1, 1995 for Westwood property, incorporated by reference to Exhibit 10.29 of the 1995 10-K. 10.40 Consulting Agreement dated March 27, 1997 between Kenneth J. Abdalla, Waterton Management, LLC and Jerry's Famous Deli, incorporated by reference to Exhibit 10.39 of the 1996 10-K. 10.43 Standard Form Ground Lease Agreement, dated April 7, 1993, as amended by the First Amendment to Lease dated April 23, 1993, by and between Erwin and Erwin and California Pizza Kitchen, Inc., together with Second Amendment to Lease, dated February 19, 1998, by and between Erwin and Erwin and the Company, incorporated by reference to the Company's 1997 10-K. 10.44 Credit agreement, dated as of September 11, 1998, by and between Jerry's Famous Deli, Inc. and BankBoston, N.A., incorporated by reference to the Company's quarter ended September 30, 1998 10-Q. 10.45 Quick Food License Agreement, dated as of September 3, 1999, by and between Universal Studios CityWalk Hollywood, a division of Universal Studios, Inc. and Jerry's Famous Deli, Inc., incorporated by reference to the Company's quarter ended September 30, 1999 10-Q. 10.46 Fourth Amendment To Credit Agreement dated as of September 30, 1999, by and between Jerry's Famous Deli, Inc. and BankBoston, N.A., incorporated by reference to the Company's quarter ended September 30, 1999 10-Q. 10.47 Net Lease Agreement, dated September 12, 2000, between Jerry's Famous Deli, Inc. and Zori Hayon for property located at 1450 South Collins Avenue in South Miami Beach, Florida, incorporated by reference to the Company's quarter ended September 30, 2000 10-Q. 21.1 Subsidiaries, incorporated by reference to Exhibit 21.1 of the 1995 10-K. 50 51 Exhibit Number Description - ------- ----------- 23.0 Consent of PricewaterhouseCoopers LLP 27 Financial Data Schedule (b) The Company filed no Reports on Form 8-K during the last quarter of 2000. 51 52 SIGNATURES Pursuant to the requirements of the Securities Exchange Act of 1934 the registrant has duly caused this Report to be signed on its behalf by the undersigned, thereunto duly authorized, in the City of Los Angeles, State of California, on March 29, 2001. JERRY'S FAMOUS DELI, INC. By: /s/ ISAAC STARKMAN --------------------------------------- Isaac Starkman, Chief Executive Officer
Signature Capacity Date /s/ Isaac Starkman Director, Chief Executive March 29, 2001 - -------------------------------- Officer and Chairman of the Board Isaac Starkman /s/ Guy Starkman President and Director March 29, 2001 - -------------------------------- Guy Starkman /s/ Jason Starkman Vice President and Director March 29, 2001 - -------------------------------- Jason Starkman /s/ Christina Sterling Chief Financial Officer and March 29, 2001 - --------------------------------- Principal Accounting Officer Christina Sterling /s/ Kenneth Abdalla Director March 29, 2001 - -------------------------------- Kenneth Abdalla /s/ Paul Gray Director March 29, 2001 - -------------------------------- Paul Gray /s/ Stanley Schneider Director March 29, 2001 - -------------------------------- Stanley Schneider
52 EX-23 2 v70940ex23.txt CONSENT OF INDEPENDENT ACCOUNTANTS 1 Exhibit 23.0 CONSENT OF INDEPENDENT ACCOUNTANTS We hereby consent to the incorporation by reference in the Registration Statement on Form S-8 (No. 333-14443) of Jerry's Famous Deli, Inc. of our report dated March 12, 2001 relating to the consolidated financial statements, which appears in this Form 10-K. PricewaterhouseCoopers LLP Los Angeles, California March 28, 2001 -----END PRIVACY-ENHANCED MESSAGE-----