Company profile

Christopher James Pappas
Incorporated in
Fiscal year end
Industry (SEC)
Former names
Lubys Cafeterias Inc
IRS number

LUB stock data



26 Nov 19
9 Dec 19
28 Aug 20


Company financial data Financial data

Quarter (USD) Aug 19 Jun 19 Mar 19 Dec 18
Revenue 71.36M 74.77M 74.42M 102.88M
Net income -9.07M -5.3M 6.63M -7.49M
Diluted EPS -0.3 -0.18 0.22 -0.25
Net profit margin -12.71% -7.09% 8.91% -7.28%
Operating income -7.57M -3.96M 8.21M -5.68M
Net change in cash 447K -714K -4.76M 4.94M
Cash on hand 3.64M 3.19M 3.91M 8.67M
Annual (USD) Aug 19 Aug 15 Aug 14
Revenue 323.47M 394.09M 395.92M
Net income -15.23M -2.07M -3.45M
Diluted EPS -0.51 -0.07 -0.12
Net profit margin -4.71% -0.53% -0.87%
Operating income -9M -880K -3.53M
Net change in cash 2.14M -1.29M
Cash on hand 3.64M 1.5M 2.79M

Financial data from Luby's earnings reports

Financial report summary

  • We are exploring various strategic alternatives to enhance shareholder value, but this strategic review process may not result in the achievement of the desired goal of enhancing shareholder value.
  • General economic and business conditions as well as those specific to the restaurant industry may adversely affect our business, financial condition and results of operations.
  • We face intense competition, and if we are unable to compete effectively or if customer preferences change, our business, financial condition and results of operations may be adversely affected.
  • Failure of our efforts designed to effect a turn-around of the business could adversely affect our business, financial condition and results of operations.
  • Our ability to service our debt obligations is primarily dependent upon our future financial performance.
  • The impact of inflation may adversely affect our results of operations.
  • We face the risk of adverse publicity and litigation, which could have a material adverse effect on our business and financial performance.
  • We are subject to risks related to the provision of employee healthcare benefits, worker’s compensation and employee injury claims.
  • An increase in the minimum wage and regulatory mandates could adversely affect our financial performance.
  • We may be required to recognize additional impairment charges.
  • We may be harmed by security risks we face in connection with our electronic processing and transmission of confidential customer and employee information.
  • Labor shortages or increases in labor costs could adversely affect our business and results of operations.
  • If we are unable to anticipate and react to changes in food, utility and other costs, our results of operations could be materially adversely affected.
  • Our business is subject to extensive federal, state and local laws and regulations.
  • Termination of franchise agreements may disrupt restaurant performance.
  • Franchisees may breach the terms of their franchise agreements in a manner that adversely affects the reputation of our brands.
  • Our strategic initiative to transition the majority of our company-owned Fuddruckers restaurants to franchise operators may not be fully realizable.
  • Expansion of our CCS operations may not be successful.
  • Failure to collect account receivables could adversely affect our results of operations.
  • If we lose the services of any of our key management personnel, our business could suffer.
  • Our business is subject to seasonal fluctuations, and, as a result, our results of operations for any given quarter may not be indicative of the results that may be achieved for the full fiscal year.
  • We may not be able to adequately protect our intellectual property, which could harm the value of our brands and adversely affect our business.
  • The price of our common stock may experience volatility.
  • Appraisals of our properties are estimates of value and may not necessarily correspond to realizable value.
Management Discussion
  • Fuddrucker restaurants segment. At Fuddruckers, we continue to evolve the World’s Greatest Hamburgers®, with new specialty burger combinations and toppings. In fiscal 2019, we continued to focus on speed of service and the ordering experience. We furthered our use of technology to reach our guests utilizing new digital media campaigns and targeted advertising to guests' mobile devices. We continued to measure guest satisfaction through surveys and other guest interactions that helped us identify areas of excellence and areas for improvement. We are confident the focus on great food and enhanced service will in the long run lead to increased guest frequency and loyalty.
  • At both of our core brands, we returned to everyday value pricing in efforts to grow guest visits over time. We see this as a rational approach and one that our guests expect and appreciate. By the third quarter of fiscal 2019, we removed substantially all discounts as we focused on delivering this everyday value to our guests with consistent pricing. We also offer select premium items at higher price points at both of our core brands for the guest that is seeking that experience. As anticipated, our overall average spend per guest declined as we moved to this lower pricing structure. However, we credit this approach with the improving guest traffic trends we experienced as we moved through fiscal 2019.
  • Key to our operational strategy at both of our core brands in fiscal 2019 was aligning the people within our organization into the right roles and providing team members with coaching to aid them in being successful. This alignment was aimed at encouraging everyone within our organization to further commit to a service mindset so that our guests have a welcoming and comfortable experience when visiting any of our restaurants. This initiative, combined with our everyday value pricing, is delivering tangible benefits in terms of guest frequency and overall guest visits.
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