Good
Times Restaurants Inc. (NASDAQ: GTIM), operator of Good Times
Burgers & Frozen Custard, a regional quick service restaurant chain
focused on fresh, high quality, all natural products and Bad Daddy’s
Burger Bar, a full service, upscale concept today announced its
preliminary unaudited financial results for the second fiscal quarter
ended March 31, 2015.
Key highlights of the Company’s financial results include:
-
Same store sales for company-owned Good Times restaurants increased
8.3% for the quarter on top of last year’s increase of 17.8%, the
twentieth consecutive quarter of increasing same store sales
-
Restaurant Level Operating Profit for Good Times restaurants increased
$224,000 or 27.5% over last year during the quarter (see schedule
below)
-
Restaurant Level Operating Profit for the three Colorado Bad Daddy’s
restaurants was $288,000 or 14.3% of sales during the quarter (see
schedule below) The Company’s second restaurant continues to generate
the highest average weekly sales in the Bad Daddy’s system and had a
Restaurant Level Operating Profit margin of 24.5% for the quarter
-
The Restaurant Level Operating Profit margin for Good Times
restaurants increased by 160 basis points to 15.7% from 14.1% last
year (see schedule below)
-
Preopening costs related to the development of new Bad Daddy’s Burger
Bar restaurants in Colorado and a new Good Times restaurant were
$185,000 during the quarter
-
Net Loss for the quarter decreased to $361,000 from $425,000 last
year, with an increase in general and administrative expenses of
$224,000 from last year related to Bad Daddy’s development, stock
compensation expense and an increase in investor relations expenses
and an expense of $197,000 in acquisition costs related to the
acquisition of Bad Daddy’s International that was announced subsequent
to the quarter’s end
-
The Company ended the quarter with $11.4 million in cash plus assets
held for sale of $1.1 million. Subsequent to the quarter’s end, the
Company announced the closing of a sale-leaseback for those assets
that generated net proceeds of $1.52 million
-
The Company opened a new Good Times restaurant on May 7, 2015 in
Aurora, Colorado, a suburb of Denver
Boyd Hoback, President & CEO said, “We continue to see good profit flow
through at Good Times on our incremental sales growth. Bad Daddy’s sales
and operating margins are doing very well, especially considering some
excess labor costs we’re carrying at the store level to both adequately
staff our most recent restaurant opening and to support the training to
manage the four new restaurants we plan on opening by the end of the
calendar year. Of particular note is that the $288,000 restaurant level
profit in the quarter for our three Bad Daddy’s included significantly
higher opening labor for the new store that opened on January 7, 2015.
Sales at our newest Good Times and Bad Daddy’s are exceeding the system
averages, and we are excited to accelerate our new restaurant growth of
both concepts. The new Good Times we opened in Aurora incorporates our
new prototype design that supports our high quality, all natural brand
statement and could help position us to grow beyond our core Colorado
markets.“
Hoback added, “We had cable television advertising running in the months
of March and April featuring our Hatch Valley New Mexico Green Chile
Breakfast Burritos for the first time and saw our breakfast sales climb
each week with an increase of over 20% from the prior year during that
time. We announced the rollout of all natural, nitrate free bacon by May
1st that completes our 100% all natural protein platform,
with television advertising support beginning the week of May 11th.”
On May 7, 2015, the Company reported that it had successfully completed
a public offering of 2,783,810 shares of common stock, which included
the full exercise of the underwriters’ over-allotment option, at $8.15
per share for net proceeds, after deducting underwriting discounts and
commissions and offering expenses, of approximately $20.7 million.
Simultaneously and using the proceeds of the common stock offering, Good
Times closed the purchase of all of the ownership interests in Bad
Daddy’s International, LLC, which owns the Bad Daddy’s Burger Bar
concept and ownership interests in seven Bad Daddy’s Burger Bar
restaurants, for a total purchase price of $21 million consisting of
$18.5 million of cash and a promissory note in the amount of $2.5
million.
Regarding Bad Daddy’s development, Hoback said, “We plan to open four
additional Bad Daddy’s restaurants by the end of the calendar year while
we integrate the acquisition of Bad Daddy’s International and its seven
North Carolina restaurants. That gives us a platform for accelerated
growth in 2016 and 100% ownership and control of the brand. We expect
our annualized consolidated revenue run rate will be approximately $65
million to $70 million by the end of calendar 2015, and we plan to begin
to provide more guidance for 2016 development next quarter as we fill
our pipeline of new sites.”
Conference Call: Management will host a conference call to
discuss its second quarter of fiscal 2015 financial results on
Wednesday, May 13, 2015 at 9:00 a.m. Mountain/11:00 a.m. Eastern Time.
Hosting the call will be Boyd Hoback, President and Chief Executive
Officer, Jim Zielke, Chief Financial Officer, Scott LeFever, Chief
Operating Officer and Susan Knutson, Controller.
The conference call can be accessed live over the phone by dialing (866)
209-0088. The conference call will also be webcast live from the
Company's corporate website www.goodtimesburgers.com
under the Investor Homepage “Events & Presentations” section. An archive
of the webcast will be available at the same location on the corporate
website shortly after the call has concluded.
About Good Times Restaurants Inc.: Good Times Restaurants Inc.
(“GTIM”) operates Good Times Burgers & Frozen Custard, a regional chain
of quick service restaurants located primarily in Colorado, through its
wholly owned subsidiary, Good Times Drive Thru Inc. Good Times provides
a menu of high quality all natural hamburgers, 100% all natural chicken
tenderloins, fresh frozen custard, fresh cut fries, fresh lemonades and
other unique offerings. Good Times currently operates and franchises 38
restaurants.
GTIM also operates and licenses Bad Daddy’s Burger Bar restaurants, a
full service, upscale, “small box” restaurant concept featuring a chef
driven menu of gourmet signature burgers, chopped salads, appetizers and
sandwiches with a full bar and a focus on a selection of craft microbrew
beers in a high energy atmosphere that appeals to a broad consumer base.
There are currently 13 company, franchised and licensed Bad Daddy’s
Burger Bar restaurants open.
Good Times Forward-Looking Statements: This press release
contains forward-looking statements within the meaning of federal
securities laws. The words “intend,” “may,” “believe,” “will,” “should,”
“anticipate,” “expect,” “seek” and similar expressions are intended to
identify forward-looking statements. These statements involve known and
unknown risks, which may cause the Company’s actual results to differ
materially from results expressed or implied by the forward-looking
statements. These risks include such factors as the uncertain nature of
current restaurant development plans and the ability to implement those
plans, delays in developing and opening new restaurants because of
weather, local permitting or other reasons, increased competition, cost
increases or shortages in raw food products, and other matters discussed
under the “Risk Factors” section of Good Times’ Annual Report on Form
10-K/A for the fiscal year ended September 30, 2014 filed with the SEC.
Although Good Times may from time to time voluntarily update its
forward-looking statements, it disclaims any commitment to do so except
as required by securities laws.
|
Good Times Restaurants Inc. Unaudited Supplemental
Information (In thousands, except per share amounts)
|
|
|
|
|
|
|
|
Three Months Ended
March 31,
|
|
Six Months Ended
March 31,
|
Statement of Operations
|
|
|
2015
|
|
|
|
2014
|
|
|
|
2015
|
|
|
|
2014
|
|
Net Revenues:
|
|
|
|
|
|
|
|
|
Restaurant sales
|
|
$
|
8,626
|
|
|
$
|
6,006
|
|
|
$
|
16,392
|
|
|
$
|
11,835
|
|
Franchise revenues
|
|
|
88
|
|
|
|
84
|
|
|
|
177
|
|
|
|
166
|
|
Total net revenues
|
|
|
8,714
|
|
|
|
6,090
|
|
|
|
16,569
|
|
|
|
12,001
|
|
|
|
|
|
|
|
|
|
|
Restaurant Operating Costs:
|
|
|
|
|
|
|
|
|
Food and packaging costs
|
|
|
2,874
|
|
|
|
2,036
|
|
|
|
5,623
|
|
|
|
3,975
|
|
Payroll and other employee benefit costs
|
|
|
3,030
|
|
|
|
2,153
|
|
|
|
5,687
|
|
|
|
4,135
|
|
Restaurant occupancy costs
|
|
|
1,071
|
|
|
|
876
|
|
|
|
2,072
|
|
|
|
1,705
|
|
Other restaurant operating costs
|
|
|
384
|
|
|
|
213
|
|
|
|
721
|
|
|
|
411
|
|
New store preopening costs
|
|
|
185
|
|
|
|
221
|
|
|
|
422
|
|
|
|
369
|
|
Depreciation and amortization
|
|
|
272
|
|
|
|
160
|
|
|
|
493
|
|
|
|
303
|
|
Total restaurant operating costs
|
|
|
7,816
|
|
|
|
5,659
|
|
|
|
15,018
|
|
|
|
10,898
|
|
|
|
|
|
|
|
|
|
|
General and administrative costs
|
|
|
770
|
|
|
|
546
|
|
|
|
1,489
|
|
|
|
1,054
|
|
Advertising costs
|
|
|
278
|
|
|
|
253
|
|
|
|
555
|
|
|
|
487
|
|
Acquisition costs
|
|
|
197
|
|
|
|
0
|
|
|
|
197
|
|
|
|
0
|
|
Franchise costs
|
|
|
27
|
|
|
|
20
|
|
|
|
53
|
|
|
|
42
|
|
Gain on disposal of restaurants and equipment
|
|
|
(6
|
)
|
|
|
(6
|
)
|
|
|
(12
|
)
|
|
|
(12
|
)
|
Loss from Operations
|
|
|
(368
|
)
|
|
|
(382
|
)
|
|
|
(731
|
)
|
|
|
(468
|
)
|
|
|
|
|
|
|
|
|
|
Other Income (Expenses):
|
|
|
|
|
|
|
|
|
Interest expense, net
|
|
|
(4
|
)
|
|
|
1
|
|
|
|
(1
|
)
|
|
|
3
|
|
Other expense
|
|
|
(1
|
)
|
|
|
(3
|
)
|
|
|
(3
|
)
|
|
|
(6
|
)
|
Affiliate investment income (loss)
|
|
|
12
|
|
|
|
(41
|
)
|
|
|
13
|
|
|
|
(113
|
)
|
Total other income (expenses), net
|
|
|
7
|
|
|
|
(43
|
)
|
|
|
9
|
|
|
|
(116
|
)
|
Net Loss
|
|
|
($361
|
)
|
|
|
($425
|
)
|
|
|
($722
|
)
|
|
|
($584
|
)
|
Income attributable to non-controlling interest
|
|
|
(74
|
)
|
|
|
(55
|
)
|
|
|
(123
|
)
|
|
|
(119
|
)
|
Net Loss attributable to Good Times Restaurants Inc
|
|
|
($435
|
)
|
|
|
($480
|
)
|
|
|
($845
|
)
|
|
|
($703
|
)
|
Preferred stock dividends
|
|
|
0
|
|
|
|
29
|
|
|
|
0
|
|
|
|
59
|
|
Net Loss attributable to common shareholders
|
|
|
($435
|
)
|
|
|
($509
|
)
|
|
|
($845
|
)
|
|
|
($762
|
)
|
|
|
|
|
|
|
|
|
|
Basic and diluted loss per share:
|
|
|
|
|
|
|
|
|
Net loss attributable to common shareholders
|
|
|
($0.05
|
)
|
|
|
($0.10
|
)
|
|
|
($0.09
|
)
|
|
|
($0.15
|
)
|
|
|
|
|
|
|
|
|
|
Weighted Average Common Shares Outstanding:
|
|
|
|
|
|
|
|
|
Basic & Diluted
|
|
|
9,452
|
|
|
|
5,153
|
|
|
|
9,134
|
|
|
|
5,039
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Good Times Restaurants Inc. Unaudited Supplemental
Information (In thousands, except per share amounts)
|
|
|
|
|
|
|
|
March 31,
|
|
September 30,
|
Balance Sheet Data
|
|
|
2015
|
|
|
2014
|
|
|
(In thousands)
|
Cash & cash equivalents
|
|
$
|
11,420
|
|
$
|
9,894
|
Current assets
|
|
|
13,191
|
|
|
10,391
|
Property and Equipment, net
|
|
|
7,192
|
|
|
5,754
|
Other assets
|
|
|
767
|
|
|
736
|
Total assets
|
|
$
|
21,150
|
|
$
|
16,881
|
|
|
|
|
|
Current liabilities, including capital lease obligations and
long-term debt due within one year
|
|
|
3,114
|
|
|
2,550
|
Long-term debt due after one year
|
|
|
1,178
|
|
|
177
|
Capital lease obligations due after one year
|
|
|
27
|
|
|
42
|
Other liabilities
|
|
|
989
|
|
|
791
|
Total liabilities
|
|
$
|
5,308
|
|
$
|
3,560
|
Stockholders’ equity
|
|
$
|
15,842
|
|
$
|
13,321
|
|
|
|
|
|
|
|
Reconciliation of Non-GAAP Measurements to US
GAAP Results
Reconciliation of Non-GAAP Restaurant-Level Operating Profit to Loss
from Operations and Net Loss
(In thousands, except percentage
data)
|
|
|
|
|
|
|
|
|
Good Times Drive Thru Inc. Three Months Ended March
31,
|
|
Bad Daddy’s of Colorado, LLC Three Months Ended
March 31,
|
|
Good Times Restaurants Inc. Three Months
Ended March 31,
|
|
|
2015
|
|
2014
|
|
2015
|
|
2014
|
|
2015
|
Restaurant Sales
|
|
$
|
6,617
|
|
|
98.7
|
%
|
|
$
|
5,798
|
|
|
98.6
|
%
|
|
$
|
2,009
|
|
|
100
|
%
|
|
$
|
208
|
|
|
100.0
|
%
|
|
|
0
|
|
Restaurant Operating Costs (exclusive of depreciation and
amortization shown separately below):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Food and packaging costs
|
|
|
2,240
|
|
|
33.9
|
%
|
|
|
1,955
|
|
|
33.7
|
%
|
|
|
634
|
|
|
31.6
|
%
|
|
|
81
|
|
|
38.9
|
%
|
|
|
0
|
|
Payroll and other employee benefit costs
|
|
|
2,220
|
|
|
33.5
|
%
|
|
|
2,002
|
|
|
34.5
|
%
|
|
|
810
|
|
|
40.3
|
%
|
|
|
151
|
|
|
72.6
|
%
|
|
|
0
|
|
Restaurant occupancy costs
|
|
|
902
|
|
|
13.6
|
%
|
|
|
838
|
|
|
14.5
|
%
|
|
|
169
|
|
|
8.4
|
%
|
|
|
38
|
|
|
18.3
|
%
|
|
|
0
|
|
Other restaurant operating costs
|
|
|
216
|
|
|
3.3
|
%
|
|
|
188
|
|
|
3.2
|
%
|
|
|
108
|
|
|
5.4
|
%
|
|
|
19
|
|
|
9.1
|
%
|
|
|
0
|
|
Restaurant-level operating profit
|
|
$
|
1,039
|
|
|
15.7
|
%
|
|
$
|
815
|
|
|
14.1
|
%
|
|
$
|
288
|
|
|
14.3
|
%
|
|
$
|
(81
|
)
|
|
(38.9
|
%)
|
|
|
0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchise royalty income and (expense)
|
|
|
88
|
|
|
1.3
|
%
|
|
|
84
|
|
|
1.4
|
%
|
|
|
(60
|
)
|
|
(3.0
|
%)
|
|
|
(6
|
)
|
|
(2.9
|
%)
|
|
|
0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Deduct - Other operating:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and amortization
|
|
|
185
|
|
|
2.8
|
%
|
|
|
147
|
|
|
2.5
|
%
|
|
|
87
|
|
|
4.3
|
%
|
|
|
13
|
|
|
6.3
|
%
|
|
|
0
|
|
General and administrative
|
|
|
650
|
|
|
9.7
|
%
|
|
|
506
|
|
|
8.6
|
%
|
|
|
120
|
|
|
6.0
|
%
|
|
|
40
|
|
|
19.2
|
%
|
|
|
0
|
|
Advertising costs
|
|
|
266
|
|
|
4.0
|
%
|
|
|
233
|
|
|
4.0
|
%
|
|
|
12
|
|
|
.6
|
%
|
|
|
20
|
|
|
9.6
|
%
|
|
|
0
|
|
Acquisition costs
|
|
|
0
|
|
|
0
|
%
|
|
|
0
|
|
|
0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
$
|
197
|
|
Franchise costs
|
|
|
27
|
|
|
0.4
|
%
|
|
|
20
|
|
|
0.3
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
Gain on disposal of restaurants and equipment
|
|
|
(6
|
)
|
|
(0.1
|
%)
|
|
|
(6
|
)
|
|
(0.1
|
%)
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
Preopening costs
|
|
|
34
|
|
|
0.5
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
151
|
|
|
7.5
|
%
|
|
|
221
|
|
|
106.3
|
%
|
|
|
0
|
|
Total other operating
|
|
$
|
1,156
|
|
|
17.2
|
%
|
|
$
|
900
|
|
|
15.3
|
%
|
|
$
|
370
|
|
|
18.4
|
%
|
|
$
|
294
|
|
|
141.3
|
%
|
|
$
|
197
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) from Operations
|
|
$
|
(29
|
)
|
|
(.4
|
%)
|
|
$
|
(1
|
)
|
|
0.0
|
%
|
|
$
|
(142
|
)
|
|
(7.1
|
%)
|
|
$
|
(381
|
)
|
|
(183.2
|
%)
|
|
$
|
(197
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Certain percentage amounts in the table above do not total due to
rounding as well as the fact that restaurant operating costs are
expressed as a percentage of restaurant revenues, as opposed to total
revenues.
Reconciliation of Non-GAAP Measurements to US
GAAP Results
Reconciliation of Non-GAAP Restaurant-Level Operating Profit to Loss
from Operations and Net Loss
(In thousands, except percentage
data)
|
|
|
|
|
|
|
|
|
Good Times Drive Thru Inc. Six Months Ended March 31,
|
|
Bad Daddy’s of Colorado, LLC Six Months Ended March
31,
|
|
Good Times Restaurants Inc. Six Months
Ended March 31,
|
|
|
2015
|
|
2014
|
|
2015
|
|
2014
|
|
2015
|
Restaurant Sales
|
|
$
|
13,132
|
|
|
98.7
|
%
|
|
$
|
11,627
|
|
|
98.6
|
%
|
|
$
|
3,260
|
|
|
100
|
%
|
|
$
|
208
|
|
|
100.0
|
%
|
|
|
0
|
|
Restaurant Operating Costs (exclusive of depreciation and
amortization shown separately below):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Food and packaging costs
|
|
|
4,580
|
|
|
34.9
|
%
|
|
|
3,894
|
|
|
33.5
|
%
|
|
|
1,043
|
|
|
32.0
|
%
|
|
|
81
|
|
|
38.9
|
%
|
|
|
0
|
|
Payroll and other employee benefit costs
|
|
|
4,335
|
|
|
33.0
|
%
|
|
|
3,984
|
|
|
34.3
|
%
|
|
|
1,352
|
|
|
41.5
|
%
|
|
|
151
|
|
|
72.6
|
%
|
|
|
0
|
|
Restaurant occupancy costs
|
|
|
1,790
|
|
|
13.6
|
%
|
|
|
1,665
|
|
|
14.3
|
%
|
|
|
282
|
|
|
8.7
|
%
|
|
|
40
|
|
|
19.2
|
%
|
|
|
0
|
|
Other restaurant operating costs
|
|
|
437
|
|
|
3.3
|
%
|
|
|
386
|
|
|
3.3
|
%
|
|
|
186
|
|
|
5.7
|
%
|
|
|
19
|
|
|
9.1
|
%
|
|
|
0
|
|
Restaurant-level operating profit
|
|
$
|
1,990
|
|
|
15.2
|
%
|
|
$
|
1,698
|
|
|
14.6
|
%
|
|
$
|
397
|
|
|
12.2
|
%
|
|
$
|
(83
|
)
|
|
(39.9
|
%)
|
|
|
0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Franchise royalty income and (expense)
|
|
|
177
|
|
|
1.3
|
%
|
|
|
166
|
|
|
1.4
|
%
|
|
|
(98
|
)
|
|
(3.0
|
%)
|
|
|
(6
|
)
|
|
(2.9
|
%)
|
|
|
0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Deduct - Other operating:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and amortization
|
|
|
343
|
|
|
2.6
|
%
|
|
|
289
|
|
|
2.5
|
%
|
|
|
150
|
|
|
4.6
|
%
|
|
|
14
|
|
|
6.7
|
%
|
|
|
0
|
|
General and administrative
|
|
|
1,281
|
|
|
9.6
|
%
|
|
|
969
|
|
|
8.2
|
%
|
|
|
208
|
|
|
6.4
|
%
|
|
|
85
|
|
|
40.9
|
%
|
|
|
0
|
|
Advertising costs
|
|
|
529
|
|
|
4.0
|
%
|
|
|
467
|
|
|
4.0
|
%
|
|
|
26
|
|
|
.8
|
%
|
|
|
20
|
|
|
9.6
|
%
|
|
|
0
|
|
Acquisition costs
|
|
|
0
|
|
|
0
|
%
|
|
|
0
|
|
|
0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
$
|
197
|
|
Franchise costs
|
|
|
53
|
|
|
0.4
|
%
|
|
|
42
|
|
|
0.4
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
Gain on disposal of restaurants and equipment
|
|
|
(12
|
)
|
|
(0.1
|
%)
|
|
|
(12
|
)
|
|
(0.1
|
%)
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
0
|
|
Preopening costs
|
|
|
98
|
|
|
0.7
|
%
|
|
|
0
|
|
|
0.0
|
%
|
|
|
324
|
|
|
9.9
|
%
|
|
|
369
|
|
|
177.4
|
%
|
|
|
0
|
|
Total other operating
|
|
$
|
2,292
|
|
|
17.2
|
%
|
|
$
|
1,755
|
|
|
14.9
|
%
|
|
$
|
708
|
|
|
21.7
|
%
|
|
$
|
488
|
|
|
234.6
|
%
|
|
$
|
197
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income (loss) from Operations
|
|
$
|
(125
|
)
|
|
(.9
|
%)
|
|
$
|
109
|
|
|
0.9
|
%
|
|
$
|
(409
|
)
|
|
(12.5
|
%)
|
|
$
|
(577
|
)
|
|
(277.4
|
%)
|
|
$
|
(197
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Certain percentage amounts in the table above do not total due to
rounding as well as the fact that restaurant operating costs are
expressed as a percentage of restaurant revenues, as opposed to total
revenues.
The Company believes that restaurant-level operating profit is an
important measure for management and investors because it is widely
regarded in the restaurant industry as a useful metric by which to
evaluate restaurant-level operating efficiency and performance. The
Company defines restaurant-level operating profit to be restaurant
revenues minus restaurant-level operating costs, excluding restaurant
closures and impairment costs. The measure includes restaurant level
occupancy costs, which include fixed rents, percentage rents, common
area maintenance charges, real estate and personal property taxes,
general liability insurance and other property costs, but excludes
depreciation. The measure excludes depreciation and amortization
expense, substantially all of which is related to restaurant level
assets, because such expenses represent historical sunk costs which do
not reflect current cash outlay for the restaurants. The measure also
excludes selling, general and administrative costs, and therefore
excludes occupancy costs associated with selling, general and
administrative functions, and pre-opening costs. The Company excludes
restaurant closure costs as they do not represent a component of the
efficiency of continuing operations. Restaurant impairment costs are
excluded, because, similar to depreciation and amortization, they
represent a non-cash charge for the Company’s investment in its
restaurants and not a component of the efficiency of restaurant
operations. Restaurant-level operating profit is not a measurement
determined in accordance with generally accepted accounting principles
(“GAAP”) and should not be considered in isolation, or as an
alternative, to income from operations or net income as indicators of
financial performance. Restaurant-level operating profit as presented
may not be comparable to other similarly titled measures of other
companies. The tables above set forth certain unaudited information for
the three and six months ended March 31, 2015 and March 31, 2014,
expressed as a percentage of total revenues, except for the components
of restaurant operating costs, which are expressed as a percentage of
restaurant revenues.
|
Reconciliation of Net Loss to Non-GAAP Adjusted EBITDA (In
thousands)
|
|
|
|
|
|
Good Times Restaurants Inc.
|
|
|
|
|
|
|
Three Months Ended
March 31,
|
|
Six Months Ended
March 31,
|
|
|
|
2015
|
|
|
|
2014
|
|
|
|
2015
|
|
|
|
2014
|
|
Net loss as reported
|
|
|
($361
|
)
|
|
|
($425
|
)
|
|
|
($722
|
)
|
|
|
($584
|
)
|
|
|
|
|
|
|
|
|
|
Adjustments to net loss:
|
|
|
|
|
|
|
|
|
Interest expense (income), net
|
|
|
4
|
|
|
|
(1
|
)
|
|
|
1
|
|
|
|
(3
|
)
|
Depreciation and amortization
|
|
|
272
|
|
|
|
160
|
|
|
|
493
|
|
|
|
303
|
|
Affiliate investment loss (income)
|
|
|
(12
|
)
|
|
|
41
|
|
|
|
(13
|
)
|
|
|
113
|
|
Preopening expense
|
|
|
185
|
|
|
|
221
|
|
|
|
422
|
|
|
|
369
|
|
Non-cash stock based compensation
|
|
|
85
|
|
|
|
32
|
|
|
|
153
|
|
|
|
64
|
|
Non-recurring acquisition costs
|
|
|
197
|
|
|
|
0
|
|
|
|
197
|
|
|
|
0
|
|
Non-cash disposal of assets
|
|
|
(6
|
)
|
|
|
(6
|
)
|
|
|
(12
|
)
|
|
|
(12
|
)
|
Adjusted EBITDA
|
|
$
|
364
|
|
|
$
|
22
|
|
|
$
|
519
|
|
|
$
|
250
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA is a supplemental measure of operating performance that
does not represent and should not be considered as an alternative to net
income or cash flow from operations, as determined by GAAP, and our
calculation thereof may not be comparable to that reported by other
companies. This measure is presented because we believe that investors'
understanding of our performance is enhanced by including this non-GAAP
financial measure as a reasonable basis for evaluating our ongoing
results of operations.
Adjusted EBITDA is calculated as net income before interest expense,
provision for income taxes and depreciation and amortization and further
adjustments to reflect the additions and eliminations presented in the
table above.
Adjusted EBITDA is presented because: (i) we believe it is a useful
measure for investors to assess the operating performance of our
business without the effect of non-cash charges such as depreciation and
amortization expenses and asset disposals, closure costs and restaurant
impairments and (ii) we use adjusted EBITDA internally as a benchmark
for certain of our cash incentive plans and to evaluate our operating
performance or compare our performance to that of our competitors. The
use of adjusted EBITDA as a performance measure permits a comparative
assessment of our operating performance relative to our performance
based on our GAAP results, while isolating the effects of some items
that vary from period to period without any correlation to core
operating performance or that vary widely among similar companies.
Companies within our industry exhibit significant variations with
respect to capital structures and cost of capital (which affect interest
expense and income tax rates) and differences in book depreciation of
property, plant and equipment (which affect relative depreciation
expense), including significant differences in the depreciable lives of
similar assets among various companies. Our management believes that
adjusted EBITDA facilitates company-to-company comparisons within our
industry by eliminating some of these foregoing variations. Adjusted
EBITDA as presented may not be comparable to other similarly-titled
measures of other companies, and our presentation of adjusted EBITDA
should not be construed as an inference that our future results will be
unaffected by excluded or unusual items.
Copyright Business Wire 2015