UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K/A
AMENDMENT NO. 1 TO
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)
OF THE SECURITIES EXCHANGE ACT OF 1934
For the Fiscal Year Ended March 28, 1995
Commission File Number 0-13007
NPC INTERNATIONAL, INC.
(Exact name of registrant as specified in its charter)
Kansas 48-0817298
(State of Incorporation) (I.R.S. Employer Identification Number)
720 W. 20th Street, Pittsburg, KS 66762
(Address of principal executive offices)
Registrant's telephone number, including area code (316) 231-3390
Securities registered pursuant to Section 12(b) of the Act:
NONE
Securities registered pursuant to Section 12(g) of the Act:
Class A Common Stock, $0.01 par value
Class B Common Stock, $0.01 par value
Indicate by check mark whether the registrant (1) has filed all reports
required to be filed by Section 13 or 15(d) of the Securities Exchange Act
of 1934 during the preceding 12 months (or for such shorter period that the
registrant was required to file such reports), and (2) has been subject to
such filing requirements for the past 90 days. Yes X No ____
Indicate by check mark if disclosure of delinquent filers pursuant to Item
405 of Regulation S-K is not contained herein, and will not be contained,
to the best of the 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. [ ]
The aggregate market value of the voting stock held by non-affiliates of
the registrant as of July 20, 1995:
Class A Common Stock, $0.01 par value - $30,353,042
The number of shares outstanding of each of the registrant's classes of
common stock as of July 20, 1995:
Class A Common Stock, $0.01 par value - 12,356,755
Class B Common Stock, $0.01 par value - 12,150,569
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Annual Report to Stockholders for the fiscal year ended
March 28, 1995 are incorporated by reference in Part II, Items 5 - 8.
Portions of the Proxy Statement for the Annual Stockholders' Meeting to be
held August 8, 1995, are incorporated by reference in Part III, Items 10 -
12.
Signature
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.
NPC INTERNATIONAL, INC.
(Registrant)
DATE: July 24, 1995 Troy D. Cook
Vice President,
Chief Financial Officer
Principal Financial Officer
DATE: July 24, 1995 Douglas K. Stuckey
Corporate Controller,
Chief Accounting Officer
Principal Accounting Officer
Exhibit 13
NPC INTERNATIONAL, INC.
NPC International, Inc. is the largest Pizza Hut franchisee in the world
operating 348 Pizza Hut restaurants and delivery kitchens in nine states,
not including 23 Pizza Hut restaurants which were acquired on April 19,
1995. The Company operates and franchises 120 Skipper's quick service
seafood restaurants in seven western states and British Columbia.
Romacorp, Inc., acquired by the Company on June 8, 1993, operates and
franchises 170 Tony Roma's A Place for Ribs restaurants worldwide. Prior to
July 1994, the Company was known as National Pizza Company.
The Company's common shares are traded on the NASDAQ Stock Market under the
symbols ''NPCIA'' and ''NPCIB.'' In August 1995, the Company
anticipates its Class A Stock and Class B Stock will be combined into a
new, single class of common stock and adopt the new ticker symbol ''NPCI.''
FINANCIAL SUMMARY
Fiscal Year Ended
March 28, March 29, March 30,
1995 1994 1993
For the Year:
Revenue $315,527,000 $336,823,000 $285,433,000
Operating income 23,790,000 25,193,000 21,273,000
Loss on disposition of
underperforming assets (35,000,000) ---- ----
Income (loss)
before income taxes (17,452,000) 18,506,000 14,668,000
Net income (loss) (15,614,000) 11,295,000 9,124,000
Earnings (loss) per share $(0.63) $0.45 $0.35
Performance Measures:
Operating income as a
percent of revenue 7.5% 7.5% 7.5%
Income (loss) before
income taxes as a
percent of revenue (5.5)% 5.5% 5.1%
Net income (loss) as
a percent of revenue (4.9)% 3.4% 3.2%
Return (loss) on average
stockholders' equity (17.4)% 12.0% 10.3%
Return (loss)
on average assets (7.1)% 5.2% 4.4%
March 28, March 29, March 30,
1995 1994 1993
At Year-End:
Total assets $209,182,000 $229,112,000 $205,310,000
Long-term debt 82,850,000 86,734,000 79,078,000
Stockholders' equity 80,287,000 98,987,000 89,436,000
Number of Company units 481 577 546
Number of franchised units 157 155 18
LETTER TO STOCKHOLDERS
[BIO:] O. Gene Bicknell founded NPC International and its predecessors in
1962 and has served as Chairman of the Board since its beginning. In
February 1995 he returned to the position of Chief Executive Officer, a
position he had previously held from 1962 to 1993. NPC's executive and
administrative offices are located in Pittsburg, Kansas.
To my fellow stockholders,
We made some big changes this year. Last year we informed you that we
renewed our franchise agreement with Pizza Hut, Inc. (PHI). This action
not only secured NPC International's position as the world's largest Pizza
Hut franchisee, but also positioned the Company for growth through
acquisition in our flagship pizza division. In completing the agreement,
we exchanged a number of properties with PHI, which allowed us to
consolidate our operating area to a contiguous block in the southeast
United States; however, the transaction netted us 16 fewer units, resulting
in a reduction in the number of Pizza Huts operated.
NPC has purchased 42 Pizza Hut units since the renewal, including 23 from
PHI in April 1995. This recent acquisition will add over $12,500,000 in
annual sales to our revenue base, with no noticeable increases in field and
corporate overhead expense. We believe there will be further opportunity
to grow our pizza division through acquisition of other franchisees or PHI
units.
We recently celebrated the second anniversary of the Tony
Roma's acquisition, and the
casual theme restaurant ''Famous for Ribs'' has surpassed every
expectation. We plan to further develop this quality brand name, with
eight Company units and 14 franchise units expected to be added in the
coming year and a total of 500 system-wide units by the end of the year
2000.
We made the decision in January to downsize Skipper's to its original core
markets in the Pacific Northwest where the restaurant concept has been
successful. We shuttered 77 negative cash flowing or cannibalizing stores
to reduce the immediate drain on earnings and cash flow. We recorded a
charge of $35 million in the fourth fiscal quarter to write off the
goodwill associated with the 1989 acquisition and to reserve for the
anticipated losses from the disposition of the underlying real estate. We
remain committed to correcting Skipper's and increasing stockholder value
in the process.
Total Company revenue for the fiscal year ended March 28, 1995, was
$315,527,000, a decline of $21,296,000 from the $336,823,000 in revenue
recorded the prior year. This decline is due to the operation of fewer
Pizza Huts than last year, lower BIGFOOT pizza sales (down $18,000,000
from last year), and an $11,887,000 decline in sales at Skipper's, which
now operates 44% fewer units than last year. Comparable sales for our
Pizza Hut operations were down 5.4%, due again to the comparison against
last year's successful BIGFOOT introduction; Skipper's same store sales
were down 9.1% and Tony Roma's comparable sales were essentially flat.
Because of the Skipper's charge, NPC's consolidated net losses were
$(15,614,000), or $(0.63) per share for the fiscal year ended March 28,
1995. Last year we reported net income of $11,925,000 or $0.45 per share.
The effect of this charge was to reduce earnings by $1.07 per share after
taxes.
We've made some changes in our key operating management. Jim Schwartz,
formerly serving as Executive Vice President and Chief Operating Officer,
became President and Chief Operating Officer in January. I retained my
position as Chairman of the Board and assumed the duties of Chief Executive
Officer, and Troy Cook joined NPC as Vice President Finance and Chief
Financial Officer.
The outlook for NPC has perhaps never been brighter. We aim to grow our
Pizza Hut franchise through acquisitions and to expand the Tony Roma
presence through Company-owned and franchise-unit development. As for
Skipper's, we have downsized the chain which should provide an immediate
benefit to our bottom line. We will monitor Skipper's closely to ensure
that adequate progress is being made and that stockholder value is being
best served by our underlying strategy. I am more confident than ever in
our ability to grow the Company and create stockholder wealth. I
appreciate all of you who stood by the Company during this period as we
positioned the Company for growth.
Gene Bicknell
Chairman of the Board
Chief Executive Officer
DISCUSSION WITH KEY OPERATING MANAGEMENT
[BIO:] Jim Schwartz was promoted to President and COO from Executive Vice
President and COO in January 1995. He also held the positions of Vice
President Finance, Treasurer and Chief Financial Officer after earlier
promotions within the organization.
Q: How do you interpret the Company's results for fiscal 1995?
Jim: Fiscal 1995 was a year of change - change that will lay the foundation
for future growth. At Pizza Hut, we did not have a blockbuster product
like BIGFOOT to drive sales, so we placed greater emphasis on improving
operating controls such as labor utilization and product consistency. As a
result, we improved pizza operations' performance, as a percent of revenue,
by nearly one half of one percent. Tony Roma's Company restaurants also
improved operating performance by over three points. Our real challenge
rested with Skipper's; after a moderately successful first quarter, sales
and operating results declined significantly, culminating in the decision
to close 77 units.
Q: What strategy was employed in the Skipper's restaurants closure?
Jim: We had to reduce the earnings and cash drain the quick service seafood
concept was imposing on NPC. We closed the frontier markets, such as
Colorado and California, because many of those units did not have
sufficient volume to generate positive cash flow. We also closed selected
units in areas such as Seattle where some cannibalization was taking place.
We feel these measures will significantly improve the concept's cash flow,
reduce its losses, and allow us to focus on those markets where Skipper's
has been successful in the past. The 106 units which remain open generated
just over $1,000,000 in operating profit in fiscal 1995, before overhead
allocations. We will closely monitor the concept over the next fiscal year
and be prepared to implement alternative strategies to maximize stockholder
value if the current course of action does not deliver the expected
results.
Q: Where will future growth for NPC come from?
Jim: Our target is 15% to 20% compounded growth in earnings per share over
a three-year period. We believe this growth can be, and will be realized
from principally two sources. First, we strongly believe that there is
significant opportunity to acquire additional Pizza Hut restaurants from
PHI and other franchisees. PHI is in the process of re-franchising certain
company-owned restaurants. In addition to the stores that will be made
available for purchase from PHI, we believe the PHI strategy could also
mean more franchisee stores will be available for purchase by other
franchisees. Our second avenue for growth will be achieved with aggressive
development of the Tony Roma's system worldwide. This growth will be
achieved through Company and franchisee development. The Skipper's concept
will contribute to earnings ''growth'' through improved operations and,
correspondingly, improved bottom line results.
Q: Does NPC have the management expertise to achieve these growth
objectives in the highly competitive restaurant industry?
Jim: The Company's key operating personnel collectively have many years of
experience in the restaurant industry. The divisional and field management
personnel know the restaurant business inside and out, since many of these
individuals are promoted from within the organization. Furthermore,
through our Company's stock option program, every member of management,
from store manager to the chairman, is given incentive to grow the Company
and increase stockholder value. We have assembled a capable and talented
team and have provided motivation to succeed. In short, we are very
confident in their ability to meet our future challenges.
Q: Has NPC's corporate philosophy changed over the years?
Jim: NPC still possesses today many of the same qualities it had when Gene
Bicknell founded the Company in 1962. We remain a conservative company; we
believe in minimal corporate structure so we can react quickly to a
changing environment. As NPC's new President, I will continue to honor our
heritage. I will also continue to emphasize the quality of our service
while challenging our Company to grow aggressively and profitably to ensure
the ever-increasing value of our Company.
[BIO:] Marty Couk has worked his way through the ranks at NPC's Pizza Hut
division, starting as a manager trainee in 1979. He became Senior Vice
President of Pizza Hut Operations in 1993, having served as a Field
Specialist, Area General Manager, and Regional Manager. NPC's Pizza Hut
Operations are based in Birmingham, Alabama.
Financial highlights: Revenue for Pizza Hut operations for the fiscal year
ended March 28, 1995 was $198,583,000, 8.3% lower than the $216,594,000
reported in the prior fiscal year. Despite lower sales, operating profit,
as a percent of revenue, improved to 21.7% of fiscal 1995 revenue compared
with 21.3% of fiscal 1994 revenue.
Q: Same store sales declined 5.4% in fiscal 1995. How do you view this
comparison with the prior year?
Marty: We were coming off some difficult comparisons due to significant
growth experienced in fiscal 1994, largely due to the introduction of
BIGFOOT pizza and the luncheon buffet. Specifically, fiscal 1994
comparable sales were up 7.3% from fiscal 1993. The lack of any new
product news in fiscal 1995 adversely impacted our sales. In fact, the
majority of the $18 million decline in pizza operations' sales is
attributable to a decline in BIGFOOT sales. In addition, we also had 16
fewer units. This means our ''core'' pizza products actually grew on a
comparable basis. Early results from Stuffed Crust pizza look very
promising as comparable sales figures, relative to fiscal 1995, are up
noticeably .
Q: How much can you control your own destiny as a franchisee of Pizza Hut?
Marty: We gladly honor our franchise commitments and enjoy participating in
system-wide sponsorships like the NCAA tournament. There are many benefits
in being associated with an organization like Pizza Hut and PepsiCo. These
organizations are pioneers and market leaders with extensive marketing and
product development capabilities. However, there is quite a bit of control
NPC can exercise. For example, we control the local advertising in 15 of
27 markets in which we operate through majority store ownership. In
addition, we work to be active members of the communities in which we are
located. We encourage our managers to get involved in the local community,
to make sure their local Pizza Hut restaurant is a good corporate citizen.
This has a very positive effect on sales and keeps our name before the
public far better than simply inserting coupons in the local newspaper. As
a franchisee, we have also historically impacted product development. For
example, one of our Birmingham units, along with PHI, developed Smokehouse
pizza. Another significant area of ''control'' lies in our constant focus
on every restaurant's prime costs--food and labor--which is the driving
force in determining profitability.
Q: During fiscal 1995, you traded 84 of your Pizza Hut units for 62 units
from your franchisor, not including the acquisition from another
franchisee. How did this benefit NPC?
Marty: First and foremost, we extended our franchise agreement through the
year 2010 as a result of the swap. Furthermore, we consolidated our
operating area by trading our outlying California and Maryland markets for
units close to our primary operating base. As a result, we were able to
trim two regional offices and other associated field costs. Also, since
all of our restaurants are closer together, we have improved our training
and operational control. Needless to say, we are pleased with the results
of the trade.
Q: Are newly acquired stores assimilated into your Company easily?
Marty: We are well-versed in the process of integrating new units. Last
fiscal year alone, we incorporated 68 new units as a result of the PHI
swap. Since NPC has the corporate infrastructure already in place, there
is rarely a conversion problem we haven't already addressed. We are
experienced at integrating Pizza Hut restaurants so that it is completely
seamless to the customer. In addition, we are well aware of the
opportunity to improve operational efficiencies in newly acquired stores.
[BIO:] Paul Baird joined NPC's family of restaurants and became President
of Skipper's, Inc. in March, 1995. Paul has over 20 years experience in
the restaurant business, participating in the successful turnaround of two
concepts. Skipper's Company operations are based in Bellevue, Washington.
Financial highlights: Skipper's, Inc. revenue for fiscal 1995 was
$69,456,000, a 14.7% decline from the $81,400,000 reported in the prior
fiscal year. As a percent of total revenue, the concept fell to a (4.0%)
operating loss in fiscal 1995, compared with a 1.6% operating profit based
upon 1994 revenue. Same store sales were down 9.1%. The Company closed 77
units in February 1995, recognizing a $35 million charge for the closure
and disposition of these underperforming assets.
Q: Now that the Skipper's chain has been downsized to its original core
markets, how will the restaurant concept be positioned?
Paul: Skipper's restaurants were a successful venture when they marketed
superior quality products--seafood filleted and breaded by hand which costs
a bit more because of the extra handling required. I believe a re-emphasis
on quality and a ''back-to-the-basics'' mentality is the key to the
concept's recovery. People in the Pacific Northwest, where our units are
primarily located, simply will not tolerate lower quality products, no
matter how low the price. We will deliver ''quality products at a
reasonable price.'' The name Skipper's will always stand for high quality
and quick service, not inferior products served fast.
Q: How will the focus on higher product quality impact your business?
Paul: Believe me, we have heard from some of those individuals
participating in our mystery shopper program and other long-time customers.
I firmly believe our guests are willing to pay a price commensurate with
quality; they remember and desire the premium products we used to sell at
Skipper's restaurants. To meet the pre-selected, industry-mandated price
points we tinkered with existing products, and our regular customers could
tell immediately.
Q: What operational factors will you focus on to turn the concept around?
Paul: I'm confident we can improve the operational aspects of the business
without diminishing the quality of our products or service. Our experience
has shown that it is the strong commitment to quality food and service that
maintains your customer traffic. A customer is much easier to retain and
cultivate by providing a pleasurable dining experience. There is a real
opportunity for efficiencies in labor scheduling and food costs if we are
able to improve our average unit volume. We also recently re-aligned our
field supervision network to improve the control exercised by our area
managers.
[BIO:] Bob Page became President of Romacorp in 1994. He joined NPC in
1988 in the Pizza Hut division, serving as a Regional Manager and Senior
Vice President of Pizza Hut Operations until he moved to Tony Roma's in
1993 as its Chief Operating Officer. Tony Roma's restaurant operations are
based in Dallas, Texas.
Financial highlights: The Tony Roma's concept reported revenue of
$47,488,000 for the 52 weeks ended March 28, 1995, a 25.2% increase from
the $37,919,000 reported for the 42 weeks ended March 29, 1994. Operating
profit as a percent of total revenue improved to 16.4% compared with 13.1%
of total revenue in the prior fiscal year. Comparable sales were flat.
Q: There are a number of casual theme restaurants competing for your
customer's food dollar. What differentiates Tony Roma's restaurants?
Bob: Even though our restaurants offer a complete menu, 97% of our guests
rightfully think of us as the place to go for ribs. I think this specialty
gives us a distinct competitive advantage in the restaurant industry,
especially among those dinner houses that try to be all things to all
people; they have no signature menu item to draw customers consistently.
Since we are ''Famous for Ribs,'' our customers typically know their
destination will be a Tony Roma's restaurant. Dining out should be an
event, and we will continue to cater and market to this reputation.
Q: Has the franchising philosophy changed at Roma's since acquisition?
Bob: Because we are a franchisee with our Pizza Hut restaurants and a
franchisor at the Skipper's and Tony Roma's concepts, we understand both
sides of the franchising relationship. We strongly believe in supporting
our franchisees because no one benefits from poor performance in the
franchise community. We also feel it is better for one entity to own all
restaurants within a given market, to permit flexibility with critical
local advertising. Therefore, we favor those franchisees who can support
multiple units. We believe there are opportunities in the international
arena for rapid growth of the system and will place continued emphasis on
recruiting qualified international franchisees.
Q: What are the future plans for the Tony Roma's chain?
Bob: We have definitive plans, of course, for the current year's
development. Specifically, we are targeting development of eight Company-
owned restaurants and 14 franchised units during fiscal 1996. Beyond that,
our plan is to have 500 system-wide Tony Roma restaurants by the end
of the year 2000. We will also continue menu development and fine-tuning of
our new prototype facility. The prototype design not only provides comfort
and service for our guests but promotes maximum efficiency for our staff.
The first of this new building design, built in Grapevine, Texas on the
outskirts of Dallas, has been very well received.
[BIO:] Troy Cook joined NPC as Vice President Finance and Chief Financial
Officer in February 1995. Prior to that, Troy held financial and
operational positions in the food and pharmaceutical fields. He also spent
five years with an international accounting firm and is a certified public
accountant.
Q: What are NPC's financial goals regarding growth?
Troy: Our primary goal is to generate 15% to 20% compounded earnings per
share growth. We believe this goal can be obtained by re-investment of all
available cash flow in our business. With losses in the Skipper's concept
substantially reduced, and with the opportunities that exist with our Pizza
Hut and Tony Roma's restaurants, I believe we are well-positioned to
achieve this goal in the future.
Q: Does the Company have access to adequate capital to fund future growth?
Troy: Yes. The Company continues to generate a significant amount of cash
flow which is largely available for reinvestment. Specifically, the
Company generated $44,780,000 in operating cash flow (operating income plus
depreciation and amortization) in fiscal 1995 despite the financial
performance at Skipper's. Furthermore, the Company has excellent
relationships with its funding sources. We believe this alliance will
benefit the Company greatly as we implement our planned growth strategy.
Q: The Company has made a significant investment in technology over the
last several years. How does this benefit the organization?
Troy: We know the standard food and labor costs for all three of our
restaurant concepts, two of which have software that computes ideal
standards to compare with actual results. Restaurant managers get
inquiries from the field staff or corporate office whenever costs vary
significantly from these standards. Every night, information from the
previous day's activities are transmitted to the home office, providing us
with a timely analysis of each restaurant's profitability. This allows us
to focus on problem areas as soon as they occur rather than several weeks
later. This investment has allowed our managers and field personnel to
focus on ''our business'' and less on paperwork while actually improving
our reporting systems and operational control.
TEN YEAR FINANCIAL SUMMARY
(Dollars in thousands except per share amounts)
Fiscal Year Ended
March 28, March 29, March 30, March 31, March 26,
1995 1994 1993 1992 (1) 1991
Income Statement Data:
Revenue $315,527 $336,823 $285,433 $298,718 $286,079
Cost of sales 92,392 98,692 82,552 84,722 84,010
Direct labor costs 89,964 97,103 79,829 81,386 71,637
Operating expenses 85,012 88,790 80,475 82,659 78,849
General and
administrative
expenses 24,369 27,045 21,304 22,438 21,902
Operating income 23,790 25,193 21,273 27,513 29,681
Interest expense (6,162) (6,631) (6,390) (6,688) (6,258)
Loss on disposition
of underperforming
assets (35,000) ---- ---- (4,000) ----
Other income (expense) (80) (56) (215) 420 (152)
Premium on
conversion of debt ---- ---- ---- ---- ----
Income (loss)
before income taxes (17,452) 18,506 14,668 17,245 23,271
Provision (benefit)
for income taxes (1,838) 7,211 5,544 6,200 8,233
Net income (loss) (15,614) 11,295 9,124 11,045 15,038
Earnings (loss)
per share:
Primary (0.63) 0.45 0.35 0.40 0.54
Fully diluted (0.63) 0.45 0.35 0.40 0.54
March 28, March 29, March 30, March 31, March 26,
1995 1994 1993 1992 1991
Year-End Data:
Working capital
(deficit) $(11,363) $(19,620) $(16,361) $(13,033) $(4,890)
Total assets 209,182 229,112 205,310 206,350 200,917
Long-term debt 82,850 86,734 79,078 85,847 86,258
Stockholders' equity 80,287 98,987 89,436 87,091 85,060
Number of
Company-owned units 481 577 546 560 558
Number of
franchised units 157 155 18 19 21
Number of employees 10,300 12,500 11,200 11,000 10,900
Fiscal Year Ended
March 27, March 28, March 29, March 31, March 25,
1990 1989 1988 1987 (1) 1986
Income Statement Data:
Revenue $198,382 $141,776 $119,788 $96,479 $68,064
Cost of sales 55,709 39,006 32,987 26,285 19,269
Direct labor costs 48,258 34,689 28,370 22,038 14,900
Operating expenses 52,713 38,591 30,464 24,141 17,032
General and
administrative
expenses 15,948 11,850 9,763 8,487 6,263
Operating income 25,754 17,640 18,204 15,528 10,600
Interest expense (3,515) (2,630) (2,940) (2,518) (1,215)
Loss on disposition of
underperforming assets ---- ---- ---- ---- ----
Other income (expense) 407 (548) (460) 777 802
Premium on
conversion of debt ---- ---- (852) ---- ----
Income (loss)
before income taxes 22,646 14,462 13,952 13,787 10,187
Provision (benefit)
for income taxes 7,900 4,630 5,186 6,400 4,403
Net income (loss) 14,746 9,832 8,766 7,387 5,784
Earnings (loss)
per share:
Primary 0.53 0.36 0.33 0.30 0.23
Fully diluted 0.53 0.36 0.31 0.28 0.23
March 27, March 28, March 29, March 31, March 25,
1990 1989 1988 1987 1986
Year-End Data:
Working capital
(deficit) $(11,342) $(3,687) $(4,219) $(5,025) $12,822
Total assets 171,901 102,971 84,838 75,296 57,937
Long-term debt 66,544 27,720 26,867 37,269 23,037
Stockholders' equity 71,989 56,845 45,707 26,369 26,095
Number of
Company-owned units 526 321 280 240 165
Number of
franchised units 30 ---- ---- ---- ----
Number of employees 10,200 6,300 5,600 4,400 2,700
(1) Fiscal year included 53 weeks.
MANAGEMENT'S DISCUSSION AND ANALYSIS OF
FINANCIAL CONDITION AND RESULTS OF OPERATIONS
General
At March 28, 1995, NPC International, Inc. owned and operated 258 Pizza Hut
restaurants and 90 delivery kitchens in nine states. In addition, 22 Pizza
Hut restaurants and one delivery kitchen were acquired on April 19, 1995,
expanding operations in two additional states. The Company's pizza
restaurants are generally free standing, full table service restaurants
which offer high quality and moderately priced pizza, pasta, sandwiches and
a salad bar. Beverage service includes soft drinks and, in most
restaurants, beer. Delivery kitchens provide home delivery and carry out
of pizza products, but do not have dining facilities, salad bars or beer.
At March 28, 1995, the Company owned and operated 106 and franchised 14
Skipper's quick-service seafood restaurants in seven western states and
British Columbia. Skipper's offers a limited menu including fish, shrimp
and clams. Each restaurant features a casual atmosphere with a nautical
theme, and beer is served in most locations.
The Company also owned and operated 27 and franchised 143 Tony Roma's
restaurants, a casual theme restaurant chain with 131 domestic units in 20
states and 39 international locations as of March 28, 1995. Tony Roma's
restaurants offer fully staffed, table service and a varied menu, but are
especially ''Famous for Ribs.'' All Tony Roma's restaurants serve
alcoholic beverages.
RESULTS OF OPERATIONS
Pizza Hut Operations
Fiscal Year Ended
March 28, 1995 March 29, 1994
Restaurants Delivery Restaurants Delivery
Net restaurant sales $149,677,000 $48,829,000 $161,667,000 $54,804,000
Net franchise revenue 77,000 ---- 123,000 ----
Total revenue $149,754,000 $48,829,000 $161,790,000 $54,804,000
Percentage of revenue:
Cost of sales 26.5% 24.8% 26.5% 25.4%
Direct labor costs 25.7% 32.0% 26.3% 32.9%
Operating expenses 25.0% 24.8% 24.7% 24.1%
77.2% 81.6% 77.5% 82.4%
Operating profit 22.8% 18.4% 22.5% 17.6%
Number of Company units 258 90 266 97
Revenue
Total revenue declined $18 million or 8.3% on a nominal basis and 5.4% on a
comparable basis when comparing the fiscal year ended March 28, 1995, with
the fiscal year ended March 29, 1994. Much of this decline is attributable
to a significant decrease in BIGFOOT sales from the prior year. Sales of
the one-foot-by-two-foot pizza declined $18 million on a nominal basis when
comparing fiscal 1995 with fiscal 1994. In addition, the Company operated
16 fewer units for most of the current fiscal year as a result of the asset
exchange with the Company's franchisor completed August 1994. Total
revenue from Pizza Hut operations for the fiscal year ended March 29, 1994,
was $216 million, up 6.7% over the prior fiscal year. In comparable
restaurants and delivery kitchens open in excess of twelve months, revenue
increased approximately 7.3% in fiscal 1994 over the prior fiscal year
reflecting continued positive impact from the value-priced BIGFOOT pizza
and the luncheon buffet. Fiscal 1994's results also include approximately
$910,000 in sales from the Catering operation, which was sold November 18,
1993.
Management anticipates, based on the economic environment and competitive
conditions, that comparable unit sales in real dollars will remain about
the same or increase slightly in fiscal 1996 due to new product
introductions such as Stuffed Crust pizza.
The Company renewed its franchise agreement with its franchisor, Pizza Hut,
Inc. (PHI) on June 8, 1994. As part of the renewal and to consolidate
operations, the Company exchanged 84 restaurants it owned in the eastern
and western United States for 62 PHI-owned units which were near the
Company's primary marketing area. As a franchisee in good standing, PHI
will allow the Company to submit prospective acquisitions of other Pizza
Hut franchisees for approval. Since the agreement was renewed, the Company
has purchased 42 Pizza Hut units, including 23 units acquired on April 19,
1995, from PHI. However, the franchisor still retains the right of first
refusal on any acquisition submitted in the future. Under the new
franchise agreement, the Company's royalty payments for all units owned
prior to the renewed franchise agreement will remain at an effective rate
of slightly over two percent and increase to four percent of sales
beginning in July 1996 through the year 2010. This rate reflects the
royalty rate which was proposed by PHI to Pizza Hut franchisees as part of
the 1990 Franchise Agreement and is lower than the royalty rate under PHI's
current franchise agreement rate. Restaurants acquired will generally be
subject to the seller's franchise agreement in effect at the time of
purchase.
Costs and Expenses
Cost of sales for the combined Pizza Hut operations, when expressed as a
percent of total revenue, remained about the same in the fiscal year ended
March 28, 1995 (26.1%) with the same period a year ago (26.2% for the
fiscal year ended March 29, 1994). The comparable cost of sales percentage
for the fiscal year ended March 29, 1994, increased 0.5% when compared with
the 25.7% cost of sales percentage in fiscal 1993. Cost of sales includes
food and beverage costs and the expense of paper supplies. Some of this
increase from fiscal 1993 to fiscal 1994 is due to the higher costs
associated with the luncheon buffet and BIGFOOT pizza, as well as the
fluctuation of the price of cheese, which is approximately 40% of food
cost.
Direct labor costs decreased to 27.3% of Pizza Hut fiscal 1995 revenue,
from 28.0% the prior year. This decrease was due primarily to lower sales
of the more-labor intensive BIGFOOT pizza in fiscal 1995. Direct labor for
the fiscal year ended March 30, 1993 was 27.6% of revenue. The 0.4%
increase in the labor percentage from fiscal 1993 to fiscal 1994 was
primarily due to higher training costs associated with the introduction of
BIGFOOT and employee-related costs such as workers compensation.
Overall, operating expenses rose slightly to 25.0% of Pizza Hut fiscal 1995
revenue from 24.6% of total revenue for the prior year. This increase is
due to slightly higher repairs and maintenance costs at the restaurants and
a lower revenue base. Overall operating expenses in fiscal 1994 were
significantly lower than fiscal 1993, or 24.6% of fiscal 1994 revenue
compared with 26.2% of fiscal 1993 revenue. This decrease was due to
reductions in concept marketing as compared with unit volume sales and the
spread of operating expenditures over a larger sales base. Many of the
major operating expenses in fiscal 1995 for the Pizza Hut operations are
also down on a nominal basis, including advertising ($10.9 million in
fiscal 1995, down 8.3% from fiscal 1994), restaurant depreciation and
amortization ($7.9 million in fiscal 1995, down 10.5% from last fiscal
year), and rent ($5.9 million, down 5.4%). This decrease is partially
attributable to the reduction in the number of restaurant units.
Skipper's Operations
Fiscal Year Ended
March 28, 1995 March 29, 1994
Net restaurant sales $69,186,000 $81,073,000
Net franchise revenue 270,000 327,000
Total revenue $69,456,000 $81,400,000
Percentage of revenue:
Cost of sales 38.1% 37.1%
Direct labor costs 32.4% 30.7%
Operating expenses 33.5% 30.6%
104.0% 98.4%
Operating profit (loss) (4.0)% 1.6%
Number of Company units 106 188
Number of franchised units 14 18
On January 28, 1995, the Company announced that it would take a charge of
$35 million before taxes to reserve for costs associated with the closure
and the anticipated loss on disposition of 77 unprofitable Skipper's units.
Stores which were closed accounted for the following revenue and operating
losses for each of the last three fiscal years: fiscal 1995, revenue of
$19.6 million and an operating loss of $3.9 million; fiscal 1994, revenue
of $25.6 million and an operating loss of $2.8 million; and fiscal 1993,
revenue of $25.6 million and an operating loss of $2.0 million.
Significant components of the $35 million charge include the impairment of
$13.3 million of remaining goodwill associated with the Company's purchase
of Skipper's, an expected loss on disposal of owned facilities of $9.9
million, the present value of obligations related to leased facilities of
$8.7 million, and $3.1 million in miscellaneous closure costs.
Management believes downsizing the organization will allow it to
concentrate on those units and regions it believes can be profitable while
it repositions the concept and further refines operations. The 106 Company-
owned units which will continue operations accounted for the following
revenue and operating profit, before allocation of administrative expenses
such as field and corporate office overhead: fiscal 1995, revenue of $49.6
million and an operating profit of $1.1 million; fiscal 1994, revenue of
$55.4 million and an operating profit of $4.1 million; and fiscal 1993,
revenue of $55.0 million and an operating profit of $3.2 million. While
management's current plan is to operate these facilities, the Company may
consider alternative strategies if improvement is not achieved over the
coming 12 months.
As part of this restructuring, Mr. Paul Baird joined Skipper's to assist in
the turnaround effort, becoming President on April 30, 1995.
Revenue
Skipper's continued its value pricing strategy from the prior year in an
attempt to improve customer traffic. However, guest counts fell
approximately 8.9% and comparable sales dropped 9.1% for the fiscal year
ended March 28, 1995 when compared with the same store results a year ago.
When comparing fiscal 1994 with fiscal 1993, sales were up 0.6% on a
nominal basis and 0.5% on a comparable store basis. The concept adopted an
''everyday low price'' strategy early in fiscal 1994 and then tried to
promote meals with a higher profit margin, which had an offsetting effect
on sales for the year.
Management anticipates, based on the economic environment and competitive
conditions, that comparable unit sales in real dollars will compare
unfavorably to strong sales in early fiscal 1995 with recovery in the last
half of fiscal 1996 as the remaining units are stabilized, products
are improved, and new operational controls are implemented.
Costs and Expenses
Cost of sales increased to 38.1% of fiscal 1995 revenue compared with 37.1%
of fiscal 1994 revenue due to increased food waste associated with the new
food holding system and higher food costs on menu items with lower price
points. The food system retrofit of approximately 120 Skipper's units in
1994 reduced serving time in an attempt to improve customer satisfaction.
Fiscal 1994's cost of sales percentage increased by 0.3% of revenue when
compared with the fiscal year ended March 30, 1993. This increase
primarily represents the effect of similar raw product costs on lower menu
prices.
Direct labor costs, consisting of wages, taxes and related fringe benefits,
increased to 32.4% in the current fiscal year compared with 30.7% in fiscal
1994 because of minimum staffing requirements despite the lower sales base.
Labor increased to 30.7% of total revenue for the fiscal year ended March
29, 1994, compared with 28.8% for the prior fiscal year, due to an emphasis
placed on improving service and correcting labor inefficiencies associated
with implementing Skipper's new service system.
Operating expenses also rose in fiscal 1995, to 33.5% of revenue compared
with 30.6% of revenue for the 52 weeks ended March 29, 1994. Part of this
increase is attributable to the decline in sales without a corresponding
decline in fixed costs such as rent and depreciation. Significant
components of operating expenses include advertising ($5.7 million in
fiscal 1995, compared with $5.6 million in the prior fiscal year),
restaurant depreciation and amortization ($5.5 million in fiscal 1995, down
9.5% when compared with the same period a year ago) and restaurant-related
rent expense ($2.6 million, down 13.6% from last year). Operating expenses
declined to 30.6% of fiscal 1994 revenue, compared with 32.9% of revenue
for the prior fiscal year. When comparing fiscal 1994 with fiscal 1993,
there was a 20.3% decline in advertising (to $5.6 million from $7.0
million), a 2.4% decline in restaurant-related depreciation and a 1%
decline in rent for the restaurants.
Tony Roma's Operations
For the 52 Weeks Ended For the 42 Weeks Ended
March 28, 1995 March 29, 1994
Net restaurant sales $42,137,000 $33,752,000
Net franchise revenue 5,351,000 4,167,000
Total revenue $47,488,000 $37,919,000
Percentage of revenue:
Cost of sales 29.9% 30.3%
Direct labor costs 28.0% 29.8%
Operating expenses 25.7% 26.8%
83.6% 86.9%
Operating profit 16.4% 13.1%
Number of Company units* 25 24
Number of franchised units 143 137
* Excludes two units operated as joint ventures which are accounted for
under the equity method of accounting.
Revenue
On June 8, 1993, NPC International, Inc. completed its acquisition of NRH
Corporation (now Romacorp, Inc.), owner and franchisor of Tony Roma's A
Place for Ribs restaurants. Since the acquisition, the Company has focused
on promoting the Tony Roma's brand, on gaining efficiencies through the
consolidation of backoffice operations, and on working with the
franchise community to provide growth for the concept.
Comparable sales for the 52 weeks ended March 28, 1995, were down 0.3% when
compared with the similar period in the prior year. Sales in the Company's
primary markets of Texas, Florida and California, were up 0.5%, 1.6% and
down 2.9%, respectively. Gross franchise revenue, before allocation of
certain general and administrative costs related to managing and servicing
the franchise business, contributed $8.5 million or 17.9% of total revenue
for the 52 weeks ended March 28, 1995, compared with $5.9 million or 15.6%
of total revenue for the 42 weeks ended March 29, 1994. Nominal revenue
has increased primarily due to the additional ten weeks of activity in the
most recent fiscal year. During the fiscal year just ended, the Company
opened or purchased three restaurants and closed two underperforming units,
while 14 franchise units were added and eight were closed in the same 52
week period ended March 28, 1995. The Company anticipates that eight
Company units and 14 franchise units will open during the fiscal year ended
March 26, 1996.
Costs and Expenses
Costs of food, labor and operating expenses, when expressed as a percent of
total revenue, have all decreased in the fiscal year ended March 28, 1995,
when compared with the 42 week period ended March 29, 1994. These expense
reductions have been achieved due to improved operating efficiencies
established subsequent to the acquisition. In addition, franchise revenue,
which does not have significant food or labor components, constitutes a
slightly higher portion of total revenue in fiscal 1995.
On a comparable basis, labor has decreased through improved scheduling and
a reduction of workers compensation expenses. Operating expenses have been
lowered through a decrease in television advertising in the current fiscal
year, primarily in the Dallas market, although somewhat mitigated by an
increase in print advertising. The Company also closed in January 1994 a
money-losing alternative concept that Tony Roma's was testing when it was
acquired in June 1993. Major Company expenses incurred include field and
administrative salaries ($2.6 million for the 52 weeks ended March 28,
1995, or 5.5% of total revenue compared with 5.5% of total revenue for the
42 weeks ended March 28, 1994), restaurant-related rent ($2.4 million or
5.0% of fiscal 1995 revenue compared with 5.2% in fiscal 1994), and
restaurant-related depreciation and amortization ($2.4 million or 5.0%
compared with 4.8% in the prior year).
Consolidated Results
Overall revenue declined $21.3 million on a nominal basis, or 6.3% for the
fiscal year ended March 28, 1995, when compared with the fiscal year ended
March 29, 1994. Much of this decline is attributable to an $18 million
decline in BIGFOOT sales from the prior year and an $11.9 million nominal
decline in revenue at Skipper's, offset by a $9.6 million revenue increase
at Tony Roma's.
Accompanying the nominal decline in consolidated revenue, restaurant-
related operating profit declined $4.1 million, or 7.8%, offset by a
decrease in overall general and administrative costs of $2.7 million, or
9.9%. Individual restaurant-related operating profit was down 6.6% for
Pizza Hut and up 57.4% for Tony Roma's, which included ten additional weeks
of operations in fiscal 1995. Skipper's went from a $1.3 million
restaurant-related operating profit in fiscal 1994 to a $2.8 million loss
in the current fiscal year before the restructuring charge.
General and administrative expenses declined to 7.7% of consolidated
revenue for the fiscal year ended March 28, 1995, when compared with 8.0%
of revenue for the fiscal year ended March 29, 1994. This decline is
partly attributable to amortization of BIGFOOT start-up costs becoming
fully amortized in the prior year and the reduction in costs associated
with consolidating Tony Roma's administrative functions. General and
administrative expenses were 7.5% of consolidated revenue for the fiscal
year ended March 30, 1993. This increase between fiscal 1993 and fiscal
1994 is primarily due to absorption of administrative costs and
amortization of certain intangibles associated with the Tony Roma's
acquisition. Major expenses include corporate salaries, amortization of
intangible assets, and bank service charges.
In late fiscal 1995, the Company recognized a $35 million pre-tax charge
for the planned closure and disposition of 77 underperforming Skipper's
restaurants located in six states plus the write-off of $13.3 million in
remaining goodwill associated with Skipper's. At March 28, 1995, the
balance of this newly-established reserve plus the prior closure reserve
established in fiscal 1992 was $20.8 million. Management believes the
remaining reserve is adequate to cover the carrying and disposal costs to
be incurred on these restaurants.
Interest expense is lower in this fiscal year, dropping to $6.2 million
from $6.6 million for the prior year. Fiscal 1994 interest expense was
higher when compared with both fiscal 1995 and 1993 due to increased
debt associated with the June 8, 1993, acquisition of Tony Roma's.
NPC's income tax provisions for the fiscal years ended 1995, 1994 and 1993
resulted in effective tax rates of 10.5%, 39.0%, and 37.8%, respectively.
The March 28, 1995, rate incorporates the write-off of goodwill associated
with Skipper's, which is not deductible for tax purposes. Without this
adjustment, the Company's fiscal 1995 rate would have been approximately
39.6%. See Note 3 of ''Notes to Consolidated Financial Statements'' for
information regarding the differences which cause the effective tax rates
to vary from the statutory federal income tax rates. As of March 28, 1995,
NPC had a net deferred income tax asset of $2.1 million, compared with a
deferred tax liability of $4.9 million at March 29, 1994. The difference
in deferred taxes is primarily attributable to the Skipper's closure
reserve which was recorded in fiscal 1995. Management has determined that
it is more likely than not that this deferred income tax asset, net of the
valuation allowances, will be realized based on current income tax laws and
expectations of future taxable income stemming from the ordinary operations
or the reversal of existing deferred income tax liabilities. Uncertainties
surrounding income tax law changes and future operating income levels may,
however, affect the ultimate realization of some or all of these deferred
income tax assets.
LIQUIDITY AND CAPITAL RESOURCES
On March 28, 1995, the Company had a working capital deficit of $11.4
million compared with $19.6 million deficit at March 29, 1994, and $16.4
million at March 30, 1993. Like most restaurant companies, the Company is
able to operate with a working capital deficit because substantially all of
its sales are for cash, while it generally receives credit from trade
suppliers. Further, receivables are not a significant asset in the
restaurant business and inventory turnover is rapid. Therefore, the
Company uses all available liquid assets to reduce borrowings under its
line of credit.
The Company has a $50 million unsecured line of credit, of which $27.6
million was borrowed at year-end. On June 9, 1994, the Company signed a
$20 million ''shelf'' facility with a major insurance company, $10 million
of which was borrowed on December 20, 1994, at 9.09% and the remaining $10
million available was drawn on April 25, 1995, bearing interest at the rate
of 8.02%. Subsequent to year-end, the $20
million borrowing limit in the shelf agreement was increased by an
additional $40 million with the opportunity to borrow under the agreement,
at the lender's discretion, extended for a period of two years.
The Company anticipates cash flow from operations and additional borrowings
will be sufficient to fund continuing expansion and improvements, to
service debt obligations and to acquire restaurants in new territories.
CASH FLOWS
Net cash provided by operating activities for fiscal 1995 decreased
approximately $7.5 million or 21.7% from operating cash flows for fiscal
1994. This decrease is primarily due to payment of taxes based upon
current operating results with the deferral of Skipper's closure reserve to
future periods when the disposition losses are anticipated to be realized
for tax purposes. Operating cash flow for the fiscal year ended March 29,
1994, was up $2.6 million, or 7.9%, from fiscal 1993, because of an
increase in earnings and higher non-cash expenses in fiscal 1994.
Investing activities reflect the stock purchase of NRH Corporation on June
8, 1993, for approximately $21.4 million. In addition, the Company
renovated six Tony Roma restaurants in fiscal 1994.
On December 20, 1994, the Company issued a senior note for $10 million, the
proceeds of which was used to pay down the unsecured line of credit. No
senior notes were issued in the prior fiscal year, and two senior notes
totaling $45 million were issued in fiscal 1993.
Management suspended repurchases of the Company's common stock in January
1995, with 454,500 shares still authorized under the stock repurchase
program approved by the Board of Directors.
SEASONALITY
As a result of continued concept diversification, the Company has not
experienced significant seasonality in its sales. Sales are typically
higher at Skipper's in the fourth quarter of the fiscal year, during the
Lenten period. Tony Roma's sales are traditionally higher than average in
January to March and lower in July to September.
EFFECTS OF INFLATION
Inflationary factors such as increases in food and labor costs directly
affect the Company's operations. Because most of the Company's employees
are paid hourly rates related to federal and state minimum wage and tip
credit laws, changes in these laws will result in increases in the
Company's labor costs. Legislation mandating health coverage for all
employees, if passed, will increase benefit costs since most hourly
restaurant employees are not currently covered under Company plans. The
Company cannot always effect immediate price increases to offset higher
costs and no assurance can be given that the Company will be able to do so
in the future.
Increases in interest rates would directly affect the Company's financial
results. The Company had $27.6 million in borrowings under its line of
credit agreement at a variable market rate at March 28, 1995, as compared
with $24.1 million at March 29, 1994. Under the agreement, the Company may
select among alternative interest rate options with terms up to six months
in length to reduce its interest exposure.
CONSOLIDATED BALANCE SHEETS
NPC International, Inc. and Subsidiaries
March 28, March 29,
1995 1994
ASSETS
Current assets:
Cash and cash equivalents $9,971,000 $8,119,000
Accounts receivable, net of
$923,000 and $825,000
reserves, respectively 2,357,000 3,105,000
Notes receivable, net of
$275,000 reserves at
March 28, 1995, and March 29, 1994 867,000 641,000
Inventories of food and supplies 3,261,000 3,297,000
Deferred income tax asset 5,104,000 ----
Prepaid expenses and
other current assets 2,253,000 2,048,000
Total current assets 23,813,000 17,210,000
Facilities and equipment, net 116,190,000 148,498,000
Assets held for sale, net
of a $10,859,000 reserve
at March 28, 1995 7,717,000 262,000
Franchise rights, net 33,939,000 21,047,000
Goodwill, less accumulated
amortization of $3,220,000
and $4,089,000, respectively 18,710,000 33,327,000
Other assets 8,813,000 8,768,000
$209,182,000 $229,112,000
LIABILITIES AND STOCKHOLDERS' EQUITY
Current liabilities:
Accounts payable $16,350,000 $16,200,000
Payroll taxes 1,332,000 1,283,000
Accrued interest 1,992,000 1,788,000
Accrued payroll 2,284,000 3,303,000
Current portion of
closure provision 2,400,000 888,000
Health and workers compensation
insurance reserves 8,268,000 7,008,000
Other accrued liabilities 1,242,000 4,970,000
Current portion of
long-term debt 1,308,000 1,390,000
Total current liabilities 35,176,000 36,830,000
Long-term debt and
obligations under capital leases 82,850,000 86,734,000
Deferred income tax liability 2,996,000 4,899,000
Closure provision and
other deferred items 7,873,000 1,662,000
Stockholders' equity
Common stock, $.01 par value
Class A - 50,000,000 shares
authorized, 13,849,070 issued 139,000 139,000
Class B - 50,000,000 shares
authorized, 13,743,440 issued 137,000 137,000
Paid-in capital 22,020,000 22,322,000
Retained earnings 80,086,000 95,700,000
102,382,000 118,298,000
Less treasury stock
at cost, representing
1,493,315 and 1,267,124
shares of Class A Common,
1,593,871 and 1,312,013
shares of Class B Common,
respectively (22,095,000) (19,311,000)
Total stockholders' equity 80,287,000 98,987,000
$209,182,000 $229,112,000
See notes to consolidated financial statements.
CONSOLIDATED STATEMENTS OF OPERATIONS
NPC International, Inc. and Subsidiaries
Fiscal Year Ended
March 28, March 29, March 30,
1995 1994 1993
Net sales $309,829,000 $332,206,000 $284,972,000
Net franchise revenue 5,698,000 4,617,000 461,000
Total revenue 315,527,000 336,823,000 285,433,000
Cost of sales 92,392,000 98,692,000 82,552,000
223,135,000 238,131,000 202,881,000
Direct labor costs 89,964,000 97,103,000 79,829,000
Operating expenses 85,012,000 88,790,000 80,475,000
General and
administrative expenses 24,369,000 27,045,000 21,304,000
199,345,000 212,938,000 181,608,000
Operating income 23,790,000 25,193,000 21,273,000
Interest expense (6,162,000) (6,631,000) (6,390,000)
Loss on disposition of
underperforming assets (35,000,000) ---- ----
Other expense (80,000) (56,000) (215,000)
Income (loss)
before income taxes (17,452,000) 18,506,000 14,668,000
Provision (benefit)
for income taxes:
Current 5,169,000 8,028,000 4,760,000
Deferred (7,007,000) (817,000) 784,000
(1,838,000) 7,211,000 5,544,000
Net income (loss) $(15,614,000) $11,295,000 $9,124,000
Earnings (loss) per share $(0.63) $0.45 $0.35
Weighted average
shares outstanding 24,763,715 25,167,349 25,903,363
See notes to consolidated financial statements.
<TABLE>
CONSOLIDATED STATEMENTS OF STOCKHOLDERS' EQUITY
NPC International, Inc. and Subsidiaries
<CAPTION>
Total
Common Stock Paid-In Retained Treasury
Stockholders'
Class A Class B Capital Earnings Stock
Equity
<S> <C> <C> <C> <C> <C>
<C>
Balance,
March 31, 1992 $139,000 $137,000 $22,398,000 $75,281,000 $(10,864,000)
$87,091,000
Net income ---- ---- ---- 9,124,000 ----
9,124,000
Acquisition of
treasury stock ---- ---- ---- ---- (6,791,000)
(6,791,000)
Exercise of
stock options ---- ---- (30,000) ---- 42,000
12,000
Balance,
March 30, 1993 139,000 137,000 22,368,000 84,405,000 (17,613,000)
89,436,000
Net income ---- ---- ---- 11,295,000 ----
11,295,000
Acquisition of
treasury stock ---- ---- ---- ---- (1,766,000)
(1,766,000)
Exercise of
stock options ---- ---- (46,000) ---- 68,000
22,000
Balance,
March 29, 1994 139,000 137,000 22,322,000 95,700,000 (19,311,000)
98,987,000
Net loss ---- ---- ---- (15,614,000) ----
(15,614,000)
Acquisition of
treasury stock ---- ---- ---- ---- (3,256,000)
(3,256,000)
Exercise of
stock options ---- ---- (302,000) ---- 472,000
170,000
Balance,
March 28, 1995 $139,000 $137,000 $22,020,000 $80,086,000 $(22,095,000)
$80,287,000
</TABLE>
See notes to consolidated financial statements.
CONSOLIDATED STATEMENTS OF CASH FLOWS
NPC International, Inc. and Subsidiaries
Fiscal Year Ended
March 28, March 29, March 30,
1995 1994 1993
CASH FLOWS PROVIDED
BY OPERATING ACTIVITIES:
Net income $(15,614,000) $11,295,000 $9,124,000
Adjustments to reconcile
net income to net cash
provided by operating activities:
Depreciation and amortization 20,990,000 24,008,000 19,329,000
Deferred income taxes and other (8,334,000) (1,791,000) (789,000)
Non-cash portion of loss
on disposition of
underperforming assets 34,414,000 ---- ----
Change in assets and liabilities,
net of acquisitions:
Accounts receivable, net 748,000 452,000 (79,000)
Notes receivable, net (226,000) (302,000) (70,000)
Inventories of food and supplies (162,000) 427,000 136,000
Prepaid expenses and
other current assets (748,000) (56,000) 367,000
Accounts payable 150,000 4,000 1,346,000
Payroll taxes 49,000 (32,000) (596,000)
Accrued interest 204,000 722,000 605,000
Accrued payroll (1,019,000) (354,000) 362,000
Health and workers compensation
insurance reserves 1,260,000 2,145,000 1,856,000
Other accrued liabilities (4,407,000) (1,666,000) 696,000
Net cash flows provided
by operating activities 27,305,000 34,852,000 32,287,000
CASH FLOWS USED
BY INVESTING ACTIVITIES:
Purchase of NRH
Corporation, net of
cash acquired of $2,072,000 ---- (19,370,000) ----
Capital expenditures (11,067,000) (13,202,000) (19,197,000)
Acquisition of business
assets, net of cash
acquired of $3,490,000 in 1995 (7,803,000) (61,000) ----
Changes in other assets, net (1,474,000) 788,000 617,000
Proceeds from sale
of capital assets 1,943,000 565,000 1,136,000
Net cash flows used by
investing activities (18,401,000) (31,280,000) (17,444,000)
CASH FLOWS USED
BY FINANCING ACTIVITIES:
Purchase of treasury stock (3,256,000) (1,766,000) (6,791,000)
Net change in
revolving credit agreements 3,480,000 23,710,000 (36,120,000)
Proceeds from issuance
of long-term debt 10,000,000 ---- 45,000,000
Payment of long-term debt (17,446,000) (24,616,000) (15,745,000)
Exercise of stock options 170,000 22,000 12,000
Net cash flows used by
financing activities (7,052,000) (2,650,000) (13,644,000)
NET CHANGE IN
CASH AND CASH EQUIVALENTS 1,852,000 922,000 1,199,000
CASH AND CASH EQUIVALENTS
AT BEGINNING OF YEAR 8,119,000 7,197,000 5,998,000
CASH AND CASH EQUIVALENTS
AT END OF YEAR $9,971,000 $8,119,000 $7,197,000
See notes to consolidated financial statements, including the
discussion of the non-cash exchange of business assets in note 10.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
NPC International, Inc. and Subsidiaries
(1) Summary of Significant Accounting Policies
Consolidation - The financial statements include the accounts of NPC
International, Inc. and Subsidiaries (the ''Company'') and its wholly owned
subsidiaries. All significant intercompany transactions are eliminated.
Fiscal Year - The Company operates on a 52 or 53 week fiscal year ending on
the last Tuesday in March. The fiscal years ended March 28, 1995, March
29, 1994, and March 30, 1993, each contained 52 weeks.
Cash Equivalents - For purposes of the Consolidated Statements of Cash
Flows, the Company considers all highly liquid debt instruments with a
maturity of three months or less to be cash equivalents. At March 28,
1995, and March 29, 1994, substantially all cash was in the form of
depository accounts.
Inventories - Inventories of food and supplies are valued at the lower of
cost (first-in, first-out method) or market.
Pre-opening Costs - The Company amortizes pre-opening costs, which
principally represents the cost of hiring and training new personnel, over
a period of one year commencing with the restaurant's opening.
Facilities and Equipment - Facilities and equipment are recorded at cost.
Depreciation is charged on the straight-line basis for buildings, furniture
and equipment. Leasehold improvements are amortized on the straight-line
method over the life of the lease or the life of the improvements,
whichever is shorter.
Assets held for sale - As of March 28, 1995, the Company is holding
approximately 80 Skipper's units which it plans to sell or lease.
Substantially all of these units were closed in February, 1995. Assets
held for sale are recorded at the lower of cost or net realizable value.
Franchise Rights - The Company's Pizza Hut franchise agreements generally
provide franchise rights for a period of 15 years and are renewable at the
option of the Company for an additional 15 years. Franchise fees were
capitalized for accounting purposes and are amortized over their estimated
economic life (original term plus option renewal period) on a straight-line
basis. Purchased franchise rights are recorded at estimated value and
amortized ratably over the remaining life of the franchise agreement,
including the renewal period. Periodic franchise fees, generally provided
for in the agreements as a percent of gross sales, are recorded as
operating expenses as incurred.
Skipper's, Inc. granted franchise rights for a term of 20 years to private
operators in exchange for an initial franchise fee which was not recognized
as income until the pre-opening obligations were satisfied. Royalties
based on a percentage of gross sales are recognized on the accrual basis.
Skipper's has had no franchising activity for the last several years.
The franchise agreements for Tony Roma's restaurants similarly provide for
an initial fee and continuing royalty payments based upon gross sales, in
return for operational support, product development, marketing programs and
various administrative services. Royalty revenue is recognized on the
accrual basis, although initial fees are not recognized until the
franchisee's restaurant is opened. Franchisees also participate in
national and local marketing programs which are managed by the Company but
are not included in the accompanying financial statements.
Goodwill - Goodwill represents the excess of cost over the identifiable net
assets of companies acquired and is amortized on the straight-line method
over periods ranging from 25 to 40 years. During 1995, the Company wrote
off $13,366,000 in remaining goodwill associated with Skipper's acquisition
based on an assessment of undiscounted cash flows and other factors.
The Company periodically evaluates the existence of potential impairment of
goodwill by assessing whether the carrying value of goodwill is fully
recoverable from projected, undiscounted net cash flows from the underlying
operations.
Income Taxes - The provision for income taxes includes federal and state
taxes currently payable and those deferred because of temporary differences
between the financial statements and tax bases of assets and liabilities.
Deferred taxes arise principally from accelerated amortization of franchise
rights for tax purposes, the use of accelerated depreciation for tax
purposes, and the deferral of tax deductions for the insurance and closure
reserves accrued for financial statement purposes.
Earnings Per Share - Earnings per share is computed using the weighted
average number of common and common equivalent shares outstanding during
the period. Common equivalent shares represent the number of shares which
would be issued assuming the exercise of dilutive common stock options,
reduced by the number of shares which could be purchased with proceeds from
the exercise of such options. Earnings per share attributable to prior
years have been restated to reflect the effect of the fiscal 1992 Class B
Common stock dividend. Per share amounts are not materially different on a
fully diluted basis.
Reclassifications - Certain reclasses were made to prior balances to
conform with the current year presentation.
(2) Facilities and Equipment
Facilities and equipment consists of the following:
Estimated
Useful Life March 28, 1995 March 29, 1994
Land $27,271,000 $35,126,000
Buildings 15-30 years 45,928,000 56,714,000
Leasehold improvements 5-20 years 35,264,000 45,488,000
Furniture and equipment 3-10 years 68,672,000 87,392,000
Capitalized leases 4,575,000 5,103,000
Construction in progress 1,548,000 188,000
183,258,000 230,011,000
Less accumulated
depreciation and amortization (67,068,000) 81,513,000)
Net facilities and equipment $116,190,000 $148,498,000
(3) Income Taxes
The provision (benefit) for income taxes consisted of the following:
March 28, 1995 March 29, 1994 March 30, 1993
Currently payable:
Federal $3,923,000 $6,225,000 $3,435,000
State 1,246,000 1,803,000 1,325,000
5,169,000 8,028,000 4,760,000
Deferred:
Federal (5,767,000) (727,000) 715,000
State (1,240,000) (90,000) 69,000
(7,007,000) (817,000) 784,000
Provision (benefit)
for income taxes $(1,838,000) $7,211,000 $5,544,000
The differences between the provision for income taxes and the amount
computed by applying the statutory federal income tax rate to earnings
before income taxes are as follows:
Fiscal Year Ended
March 28, 1995 March 29, 1994 March 30, 1993
Tax computed at
statutory rate $(6,108,000) $6,477,000 $4,987,000
Write-off of
Skipper's goodwill 4,665,000 --- ---
Tax credits (857,000) (695,000) (660,000)
State taxes, net
of federal effect,
and other 462,000 1,429,000 1,217,000
Provision (benefit)
for income taxes $(1,838,000) $7,211,000 $5,544,000
The significant components of the deferred tax asset and liability at March
28, 1995, and March 29, 1994, consisted of the following:
March 28, 1995 March 29, 1994
Deferred Deferred Deferred Deferred
Tax Tax Tax Tax
Assets Liabilities Assets Liabilities
Depreciation
and amortization $ --- $11,320,000 $ --- $9,997,000
Closure reserve (8,187,000) ---- (842,000) ----
Capitalized leases (625,000) ---- (649,000) ----
Tax credit carryforwards (1,348,000) ---- (1,348,000) ----
Insurance reserves (3,036,000) ---- (2,730,000) ----
Other (2,016,000) 281,000 (2,842,000) 1,946,000
Subtotal (15,212,000) 11,601,000 (8,411,000) 11,943,000
Valuation allowances 1,503,000 ---- 1,367,000 ----
Total deferred tax
assets and liabilities $(13,709,000) $11,601,000 $(7,044,000) $11,943,000
For income tax purposes, the Company has available at March 28, 1995, jobs
tax credit carryforwards of approximately $1,149,000 which, if not
previously utilized, will expire in varying amounts during years 2001
through 2004. The utilization of the carryforwards is subject to the
ability of the subsidiaries of the Company, from which they originated, to
generate taxable income on a separate company basis. In the fiscal year
ended March 28, 1995, the Company added a $136,000 valuation allowance
relating to an unused capital loss carryover which expires on March 26,
1996.
Cash paid for income taxes in fiscal years 1995, 1994, and 1993 was
$8,542,000, $7,001,000, and $5,107,000, respectively.
(4) Bank Debt and Senior Notes
Long-term debt consisted of the following:
March 28, 1995 March 29, 1994
Carrying Estimated Carrying Estimated
Value Fair Value Value Fair Value
Revolving credit agreement $27,620,000 $27,620,000 $24,140,000 $24,140,000
9.09% senior notes 10,000,000 8,778,000 ---- ----
9.03% senior notes ---- ---- 7,000,000 7,103,000
8.49% senior notes 4,000,000 4,014,000 8,000,000 8,115,000
7.58% senior notes 15,000,000 14,857,000 20,000,000 20,058,000
6.35% senior notes 20,000,000 16,327,000 20,000,000 21,677,000
Other 3,182,000 3,268,000 3,813,000 3,648,000
79,802,000 $74,864,000 82,953,000 $84,741,000
Less current installments (547,000) (630,000)
Total long-term debt $79,255,000 $82,323,000
The Company has a $50,000,000 unsecured revolving credit agreement. Under
this agreement, as amended, the Company has the right to borrow, repay and
reborrow up to $50,000,000 until August 10, 1997. The Company may elect to
pay interest at the prime rate, the Interbank rate or a money market rate
(7.0% at March 28, 1995). Commitment fees of .25% per annum are paid on
the unused balance of the facility and are included in interest expense.
Two debt covenants under the revolving credit agreement were waived at
March 28, 1995, due to the Skipper's charge in the fourth fiscal quarter.
Management believes the Company will be in compliance with all debt
covenants, as subsequently amended, in future periods.
The Company has privately placed the following long-term uncollateralized
senior notes:
Date Principal Carrying Interest Principal Payments
Issued Value Value Rate Begin End
3/13/91 $20,000,000 $4,000,000 8.49% 3/92 3/96
5/15/92 25,000,000 15,000,000 7.58 5/93 5/97
3/30/93 20,000,000 20,000,000 6.35 4/96 4/00
12/20/94 10,000,000 10,000,000 9.09 10/97 10/01
Each senior note requires annual principal payments equal to 20% of the
original principal amount. Proceeds from these notes were used to repay
amounts borrowed under the Company's revolving credit agreement. The
Company has the ability and intent to refinance the principal payments due
under its senior notes through its revolving credit agreement.
Accordingly, such amounts are classified as long-term debt. On June 9,
1994, the Company signed a $20,000,000 shelf placement facility with a
major insurance company, $10,000,000 of which was borrowed on December 21,
1994, and the remaining $10,000,000 borrowed on April 25, 1995. This
latter note bears interest at a rate of 8.02%, with principal payments
beginning in 1998 and ending in the year 2002.
Subsequent to year-end, the $20 million borrowing limit in the shelf
agreement was increased by an additional $40 million with the
opportunity to borrow under the agreement, at the lender's discretion,
extended for a period of two years.
The Company is subject to a number of covenants under its various credit
agreements including limits on additional borrowing, restrictions on
dividend payments and requirements to maintain various financial ratios and
a minimum net worth. The aggregate maturities of long-term debt, excluding
capital leases and the revolving credit agreement, are as follows: fiscal
year 1996 - $9,547,000; fiscal year 1997 - $9,549,000; fiscal year 1998 -
$11,520,000; fiscal year 1999 - $6,522,000; fiscal 2000 - $6,524,000 and
$8,520,000 in years beyond.
The average amount outstanding on all bank borrowings and senior notes for
the year ended March 28, 1995, was $77,880,000 and the maximum borrowings
were $86,060,000. Interest expense from bank borrowings and senior notes
for fiscal years 1995, 1994, and 1993 was $5,331,000, $5,812,000 and
$5,785,000, respectively. Weighted average interest rates during the same
periods were 7.36%, 6.44% and 7.71%, respectively.
Cash paid for interest in fiscal years 1995, 1994, and 1993 was $5,957,000,
$6,198,000 and $5,882,000, respectively.
Statement of Financial Accounting Standards No. 107--Disclosures about the
Fair Market Value of Financial Instruments--requires companies to disclose
the estimated fair value of financial instruments. The Company's debt
consists of non-trading long-term notes with fixed rates maturing over the
next seven years and a long-term revolving loan with variable rates.
Management has computed the fair market values of the fixed-rate notes
based upon an estimated incremental borrowing rate of 8.11%. This rate is
not substantially different from the rate spread from similar government
bonds with similar maturities to that of the Company's debt portfolio.
Management believes the fair market value of the revolving credit agreement
to equal its carrying value, due to its daily rate fluctuation.
(5) Stock Options
At March 28, 1995, the Company has a 1994 Non-Qualified Stock Option Plan
pursuant to which an aggregate of 2,791,450 shares of common stock are
reserved for issuance to employees (including officers) of the Company.
The options have an exercise price equal to the fair market value of the
common stock on the date of grant, and generally become exercisable over a
four-year period in equal annual amounts. At March 28, 1995, 469,874
options on Class A Common and 557,549 options on Class B Common were
exercisable.
Shares Under Option Option Price Range
Class A Class B Class A Class B
March 31, 1992 526,450 608,350
Granted 235,000 362,700 $6.50 $5.75-$7.50
Canceled (39,319) (67,719)
Exercised (5,718) (5,718) $5.17-$6.25 $5.17-$6.25
March 30, 1993 716,413 897,613
Granted ---- 167,050 $6.00
Canceled (61,032) (148,382)
Exercised (3,518) (3,518) $2.19-$5.42 $2.19-$5.42
March 29, 1994 651,863 912,763
Granted ---- 364,500 $5.00-$6.00
Canceled (39,010) (255,048)
Exercised (20,885) (20,977) $1.94-$6.25 $1.94-$6.25
March 28, 1995 591,968 1,001,238
(6) Profit Sharing Plan
The Company instituted the NPC International, Inc. Profit Sharing Plan on
July 1, 1992. To qualify, employees must generally have two years of
service, attain the age of 21 and be employed on the last day of the plan
year. The Company's contribution to the plan is discretionary, based upon
the earnings of each operating division. The Company contributed $517,000,
$477,000 and $719,000 for calendar years 1994, 1993, and 1992 and prior,
respectively.
(7) Commitments
The Company leases certain restaurant equipment and buildings under
capitalized and operating leases. Rent expense for fiscal years 1995,
1994, and 1993 was $11,410,000, $11,925,000, and $9,998,000, respectively,
including additional rentals of approximately $1,030,000 in 1995,
$1,344,000 in 1994, and $978,000 in 1993. The additional rentals are based
upon a percentage of sales in excess of a base amount as specified in the
lease. The majority of the Company's leases contain renewal options for 5
to 10 years. The remaining leases may be renewed upon negotiations.
Facilities and equipment accounts include the following amounts for capital
leases:
March 28, 1995 March 29, 1994
Buildings $3,469,000 $3,997,000
Equipment 1,106,000 1,106,000
Less accumulated
amortization (1,767,000) (1,612,000)
Net leased facilities
and equipment $2,808,000 $3,491,000
Minimum lease payments for the next five years at March 28, 1995, consisted
of:
Fiscal Year Capital Leases Operating Leases Total
1996 $1,302,000 $8,360,000 $9,662,000
1997 816,000 7,470,000 8,286,000
1998 702,000 6,207,000 6,909,000
1999 603,000 5,175,000 5,778,000
2000 533,000 4,355,000 4,888,000
Thereafter 3,808,000 22,564,000 26,372,000
Total minimum
lease commitments 7,764,000 $54,131,000 $61,895,000
Less amounts
representing
implicit interest (3,408,000)
Present value of net
minimum lease commitments 4,356,000
Less current portion (761,000)
Long-term capital
lease obligation $3,595,000
During the fiscal year ended March 28, 1995, the Company leased six
properties from Company officers at rental rates comparable to terms the
Company could obtain from unrelated lessors. Rental expense under these
leases for fiscal years 1995, 1994, and 1993 was $106,000, $222,000, and
$477,000, respectively. The Company purchased real estate from an officer
of the Company or his affiliate in the amount of $800,000, $1,456,000, and
$3,461,000 in the fiscal years ended March 28, 1995, March 29, 1994, and
March 30, 1993, respectively. The value of the purchased real estate was
determined by an independent certified appraiser. Additionally, the
Company leased a corporate aircraft from an officer for part of the fiscal
year. Management believes the lease is at least as favorable as could be
obtained from unrelated parties. Rental expense incurred under this lease
amounted to $194,000 in fiscal 1995 and $258,000 for each of the fiscal
years ended March 29, 1994 and March 30, 1993.
For purposes of administering its self-insurance program, the Company has
issued three standby letters of credit. One letter of credit for
$9,025,000, expiring July 1, 1995, benefits the insurance company which
administers the Company's primary workers compensation program. Two
additional letters of credit for $250,000 and $100,000 benefit another
insurance company and state workers compensation program and expire October
2, 1995 and June 23, 1995, respectively. All claims are routinely paid in
the normal course of business and the Company does not anticipate that such
instruments will be funded.
(8) Loss on Disposition of Underperforming Assets
On January 28, 1995, the Company announced that it would take a charge of
$35,000,000 before taxes to reserve for costs associated with the closure
and the anticipated loss on disposition of 77 unprofitable Skipper's units.
Significant components of the $35,000,000 charge include the impairment of
$13,336,000 of remaining goodwill associated with the Company's purchase of
Skipper's in 1989, an expected loss on disposal of owned facilities of
$9,910,000, the present value of obligations related to leased facilities
of $8,659,000, and $3,095,000 in miscellaneous closure costs.
Stores which were closed accounted for the following revenue and operating
losses, before allocation of general and administrative expenses such as
field and corporate office overhead, for each of the last three fiscal
years: fiscal 1995, revenue of $19,647,000 and an operating loss of
$3,845,000; fiscal 1994, revenue of $25,621,000 and an operating loss of
$2,772,000; and fiscal 1993, revenue of $25,607,000 and an operating
loss of $2,000,000.
As of March 28, 1995, approximately $586,000 in cash had been spent for
rent, tax, and other closure expenses, including severance pay for those
affected by the closures. Three units also remain to be sold or
leased from the March, 1992 closure. Total long-term liabilities
established for restaurant closures, including reserves established in
prior years, were $7,538,000 and $1,102,000 at March 28, 1995 and
March 29, 1994, respectively. In addition, a $10,859,000 reserve for the
estimated loss on disposal of owned properties is reflected as a
contra-asset on the Balance Sheet as of March 28, 1995.
Included in other accrued liabilities is $2,400,000 and $888,000 at March
28, 1995 and March 29, 1994, respectively, related to other current costs
of disposing of these restaurants. The Company anticipates substantially
all units will be subleased or disposed of by March, 1997.
(9) Acquisition
On June 8, 1993, the Company executed a definitive stock purchase agreement
to acquire all of the outstanding stock of NRH Corporation, owner and
franchisor of Tony Roma's restaurants, for an aggregate purchase price of
approximately $21,400,000 in cash. The business combination was accounted
for as a purchase and the Company allocated the
purchase price as follows: $16,100,000 to goodwill (amortized primarily
over a 25 year period), $11,800,000 to property, plant and equipment
(amortized over six to 15 years, depending on the asset's remaining life),
$1,190,000 to a non-compete agreement (two year amortization), $551,000 to
deferred tax assets, $1,400,000 to other assets, $5,344,000 to net current
liabilities and $4,300,000 to long-term debt. The results of operations of
NRH Corporation were included in the results of the Company from the
effective date of the acquisition. The proforma effect of this acquisition
would not be materially different than the results presented herein. On
March 29, 1994, NRH Corporation was merged into its operating subsidiary
Romacorp, Inc. as part of a restructuring of the NRH Corporate group.
(10) Asset Exchange Agreement
On August 3, 1994, the Company completed an asset exchange agreement with
Pizza Hut, Inc. (PHI) which extended the Company's Pizza Hut franchise
rights through the year 2010. The agreement involved the concurrent
acquisition of 17 Pizza Hut restaurants from another franchisee, and the
exchange of 95 of the Company's Pizza Hut restaurants and delivery kitchens,
including 11 obtained in the concurrent acquisition, for 62 Pizza Hut units
operated by PHI. Book basis in the exchanged properties and additional
net cash payments made by the Company of $6,630,000 to consummate the
transaction have been allocated to the new franchise rights and stores
acquired in the exchange. Part of this agreement included the exchange of
$6,878,000 in fixed assets, $2,395,000 in unamortized franchise rights and
$675,000 in other intangible assets, in return for franchise rights valued
at $9,948,000. These franchise rights will be amortized over the life of
the franchise agreement and renewal period. No gain or loss was recorded on
the transaction. Under the terms of the new franchise rights, the Company's
royalty payments for all units owned at that time would increase to four
percent of gross sales, as defined, beginning in July 1996 from the
Company's current effective rate of slightly over two percent.
(11) Subsequent Acquisition
The Company announced subsequent to year-end that it acquired 22 Pizza Hut
restaurants and one delivery kitchen in eight states from Pizza Hut, Inc.
The transaction was completed on April 19, 1995, and did not have a
material impact on the financial statements taken as a whole.
(12) Quarterly Results (unaudited)
Summarized results of operations for each quarter of the last two fiscal
years are as follows:
(Dollars in thousands except per share amounts)
First Second Third Fourth Annual
Fiscal Fiscal Fiscal Fiscal Fiscal
Quarter Quarter Quarter Quarter Total
Year Ended March 28, 1995
Revenue $84,457 $78,472 $77,159 $75,439 $315,527
Gross margin 60,090 55,918 54,265 52,862 223,135
Operating income 7,611 6,344 4,998 4,837 23,790
Net income (loss) 3,755 2,955 2,158 (24,482) (15,614)
Earnings (loss)
per share $0.15 $0.12 $0.09 $(0.99) $(0.63)
Year Ended March 29, 1994
Revenue $78,779 $87,422(1) $83,287 $87,335 $336,823
Gross margin 55,230 61,679 59,113 62,109 238,131
Operating income 6,008 6,001 6,084 7,100 25,193
Net income 2,674 2,522 2,740 3,359 11,295
Earnings per share $0.11 $0.10 $0.11 $0.13 $0.45
(1) Romacorp, Inc., operator and franchisor of Tony Roma's, was acquired
on June 8, 1993. The second fiscal quarter ended September 28, 1993, is
the first full 13 weeks to reflect its operations.
Report of Management
The management of NPC International, Inc. has prepared the consolidated
financial statements and related financial information included in this
Annual Report. Management has the primary responsibility for the integrity
of the consolidated financial statements and other financial information.
The consolidated financial statements have been prepared in accordance with
generally accepted accounting principles consistently applied in all
material respects and reflect estimates and judgments by management where
necessary. Financial information included throughout this Annual Report is
consistent with the consolidated financial statements.
Management of the Company has established a system of internal accounting
controls that provides reasonable assurance that assets are properly
safeguarded and accounted for and that transactions are executed in
accordance with management's authorization.
The consolidated financial statements have been audited by our independent
auditors, Ernst & Young LLP, whose unqualified report is presented herein.
Their opinion is based upon procedures performed in accordance with
generally accepted auditing standards, including tests of the accounting
records, obtaining an understanding of the system of internal accounting
controls and such other tests as deemed necessary in the circumstances to
provide them reasonable assurance that the consolidated financial
statements are fairly presented. The Audit Committee of the Board of
Directors, consisting solely of outside directors, meets with the
independent auditors at least twice per year to discuss the scope and major
findings of the audit. The independent auditors have access to the Audit
Committee at any time.
O. Gene Bicknell James K. Schwartz Troy D. Cook
Chairman of the President Vice President
Board and and Finance and
Chief Executive Chief Operating Chief Financial
Officer Officer Officer
Report of Ernst & Young LLP
Independent Auditors
The Board of Directors and Stockholders
NPC International, Inc. and Subsidiaries.
We have audited the accompanying consolidated balance sheets of NPC
International, Inc. (formerly National Pizza Company) and Subsidiaries as
of March 28, 1995, and March 29, 1994, and the related consolidated
statements of operations, stockholders' equity and cash flows for each of
the three fiscal years in the period ended March 28, 1995. 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 in accordance with generally accepted auditing
standards. Those standards 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. An audit also includes assessing the accounting principles
used and significant estimates made by management, as well as evaluating
the overall financial statement presentation. We believe that our audits
provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly,
in all material respects, the consolidated financial position of NPC
International, Inc. and Subsidiaries at March 28, 1995, and March 29, 1994,
and the consolidated results of their operations and their cash flows for
each of the three fiscal years in the period ended March 28, 1995, in
conformity with generally accepted accounting principles.
ERNST & YOUNG LLP
Kansas City, Missouri
May 4, 1995
STOCKHOLDER DATA
Directors, Corporate Officers and Key Personnel
O. Gene Bicknell
Chairman of the Board,
Chief Executive Officer, and Director
James K. Schwartz
President and Chief Operating Officer
Marty D. Couk
Senior Vice President, Pizza Hut Operations
Robert B. Page
President, Romacorp, Inc.
Paul R. Baird
President, Skipper's, Inc.
Troy D. Cook
Vice President Finance, Chief Financial Officer,
Treasurer and Assistant Secretary
David G. Short
Vice President, Legal and Secretary
Frank S. Covvey
Vice President, Information and Communication Systems
James K. Villamaria
Risk and Regulatory Counsel
Douglas K. Stuckey
Corporate Controller and Chief Accounting Officer
Gordon W. Elliott
Vice Chairman and Director
Fran D. Jabara
Director, President of Jabara Ventures Group
Robert E. Cressler
Director, Partner in FRAC Enterprises
John W. Carlin
Director, Archivist of the United States of America
Auditors
Ernst & Young LLP
One Kansas City Place
1200 Main Street
Kansas City, Missouri 64105
Legal Counsel
Shook, Hardy & Bacon, P.C.
One Kansas City Place
1200 Main Street
Kansas City, Missouri 64105
Registrar and Transfer Agent
American Stock Transfer and Trust Company
40 Wall Street
New York, NY 10005
Inquiries regarding stock transfers, lost certificates or address changes
should be directed to the Stock Transfer Department of American Stock
Transfer at the above address.
Stock Information
NPC International, Inc.'s common shares are traded on the NASDAQ
Stock Market under the symbols ''NPCIA'' and ''NPCIB.'' In August 1995,
the Company anticipates its Class A common stock and Class B common stock
will be combined into a new, single class of common stock and adopt the new
ticker symbol, ''NPCI.''
For the calendar periods indicated, the following table sets forth the
range of high and low closing sale prices.
Calendar Period Class A Common Stock Class B Common Stock
High Low High Low
1993
First Quarter $7-1/2 $6 $7 $5-3/4
Second Quarter 8 6-1/4 7-1/4 6
Third Quarter 7-1/4 5-7/8 7 5-1/2
Fourth Quarter 7-1/8 6 6-3/4 5-3/4
1994
First Quarter 7-1/2 6 6-3/4 5-1/4
Second Quarter 7 5 6-1/4 4-5/8
Third Quarter 6-15/16 5-1/2 6-3/4 5-1/4
Fourth Quarter 6-7/8 5-3/8 6-1/2 5-3/8
1995
First Quarter 6-1/2 5 5-5/8 4-3/4
NPC International, Inc.'s policy is to retain earnings to fund development
and growth of the business. The Company has not paid cash dividends during the
periods presented and does not contemplate payment of a recurring cash
dividend in future periods. In August 1995, however, the Company
anticipates stockholder approval of a special cash dividend of $0.421875 per
Class A share in connection with the concurrent approval of a stock
recapitalization plan.
As of April 25, 1995, the approximate number of stockholders was 6,100,
including an estimated number of individual participants in security
position listings.
Form 10-K
NPC International, Inc.'s 1995 Form 10-K Annual Report to the Securities
and Exchange Commission is available without charge to stockholders upon
written request to the Chief Financial Officer, NPC International, Inc.,
720 West 20th Street, Pittsburg, Kansas 66762.
NPC International, Inc.
Exhibit 23.1
Consent of Independent Auditors
We consent to the incorporation by reference in this Annual
Report (Form 10-K) of our report dated May 4, 1995 of NPC
International, Inc. (formerly National Pizza Company), for the
year ended March 28, 1995, included in the 1995 Annual Report to
Stockholders of NPC International, Inc. with respect to the
consolidated financial statements, as amended, included in this
Form 10-K/A.
We also consent to the incorporation by reference in the
Registration Statements (Form S-8 No. 33-2233 and Form S-8 No. 33-
37354) pertaining to the NPC International, Inc. 1984 Non-
Qualified Stock Option Plan, As Amended, and the Registration
Statement (Form S-8 No. 33-56399) pertaining to the NPC
International, Inc. 1994 Non-Qualified Stock Option Plan of our
report dated May 4, 1995, with respect to the consolidated
financial statements, as amended incorporated herein by reference
in this Annual Report (Form 10-K/A) of NPC International, Inc. for
the year ended March 28, 1995.
ERNST & YOUNG LLP
Kansas City, Missouri
July 24, 1995
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