UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
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☑ | | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
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| | For the fiscal year ended February 1, 2020January 30, 2021 |
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| TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
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| For the transition period from ____________ to ______________
| For the transition period from ____________ to ______________ |
Commission file number 1-2191
CALERES, INC.
(Exact name of registrant as specified in its charter)
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New York | | |
New York
| 43-0197190 |
(State or other jurisdiction of incorporation or organization) | | (IRS Employer Identification Number) |
8300 Maryland Avenue | | 63105 |
St. Louis, Missouri | | (Zip Code) |
(Address of principal executive offices) | | |
(314) 854-4000
(Registrant’s telephone number, including area code)
Securities Registered Pursuant to Section 12(b) of the Act:
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Title of each class |
| Trading Symbol(s) |
| Name of each exchange on which registered |
Common Stock — par value of $0.01 per share | CAL | CAL | | New York Stock Exchange |
Securities Registered Pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☑ No ☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☑
Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☑ No ☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☑ No ☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and "emerging growth company" in Rule 12b-2 of the Exchange Act:
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Large accelerated filer ☑☐ | | Accelerated filer ☐ ☑ | | Non-accelerated filer ☐ | | Smaller reporting company ☐ | | Emerging growth company ☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☑
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No ☑
The aggregate market value of the stock held by non-affiliates of the registrant as of August 3, 2019,1, 2020, the last business day of the registrant’s most recently completed second fiscal quarter, was approximately $611.2$224.4 million.
As of February 29, 2020, 40,031,40027, 2021, 37,947,704 common shares were outstanding.
Documents Incorporated by Reference
Portions of the Proxy Statement for the 20202021 Annual Meeting of Shareholders are incorporated by reference into Part III.
INTRODUCTION
This Annual Report on Form 10-K is a document that U.S. public companies file with the Securities and Exchange Commission ("SEC") on an annual basis. Part II of the Form 10-K contains the business information and financial statements that many companies include in the financial sections of their annual reports. The other sections of this Form 10-K include further information about our business that we believe will be of interest to investors. We hope investors will find it useful to have all of this information in a single document.
The SEC allows us to report information in the Form 10-K by “incorporating by reference” from another part of the Form 10-K or from the proxy statement. You will see that information is “incorporated by reference” in various parts of our Form 10-K. The proxy statement will be available on our website after it is filed with the SEC in April 2020.
2021.
Unless the context otherwise requires, “we,” “us,” “our,” “the Company” or “Caleres” refers to Caleres, Inc. and its subsidiaries.
Information in this Form 10-K is current as of March 31, 2020,30, 2021, unless otherwise specified.
CAUTION REGARDING FORWARD-LOOKING STATEMENTS
In this report, and from time to time throughout the year, we share our expectations for the Company’s future performance. These forward-looking statements include statements about our business plans; the potential development, regulatory approval and public acceptance of our products; our expected financial performance, including sales performance and the anticipated effect of our strategic actions; the anticipated benefits of acquisitions; the outcome of contingencies, such as litigation; domestic or international economic, political and market conditions; and other factors that could affect our future results of operations or financial position, including, without limitation, statements under the captions “Business,” “Legal Proceedings” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” Any statements we make that are not matters of current disclosures or historical fact should be considered forward-looking. Such statements often include words such as “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate,” “will” and similar expressions. By their nature, these types of statements are uncertain and are not guarantees of our future performance.
Our forward-looking statements represent our estimates and expectations at the time that we make them. However, circumstances change constantly, often unpredictably, and investors should not place undue reliance on these statements. Many events beyond our control will determine whether our expectations will be realized. For example, the novel strain of coronavirus that was first identified in China has become a global pandemic and has resulted in significant uncertainty. We havewe experienced a deterioration inan adverse impact on our financial results in 2020 as a result of the temporary closure of our retail stores in late March 2020, as well as store closures for many of our wholesale customers,coronavirus pandemic and may experience further deterioration depending on actions taken by government officials to address the duration or severityspread of the pandemic.virus, the pace of vaccination efforts and the introduction or spread of any variants of the coronavirus. We disclaim any current intention or obligation to revise or update any forward-looking statements, or the factors that may affect their realization, whether in light of new information, future events or otherwise, and investors should not rely on us to do so. In the interests of our investors, and in accordance with the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995, Part I. Item 1A. Risk Factors explains some of the important reasons that actual results may be materially different from those that we anticipate.
Caleres, Inc. (the "Company"), originally founded as Brown Shoe Company in 1878 and incorporated in 1913, is a global footwear company with annual net sales of $2.9 billion.company. Current activities include the operation of retail shoe stores and e-commerce websites, as well as the design, development, sourcing, manufacturing, marketing and wholesale distribution of footwear for women, men and children. Our business is seasonal in nature due to consumer spending patterns, with higher back-to-school and holiday season sales. Traditionally, the third fiscal quarter accounts for a substantial portion of our earnings for the year.
Our net sales are comprised of four major categories: women'swomen’s footwear, men'smen’s footwear, children'schildren’s footwear and clothing and accessories. The percentage of net sales attributable to each category is as follows:
| | | 2019 | | 2018 | | 2017 | | |
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| | | 2020 | 2019 | 2018 |
Women's footwear | | 63 | % | | 61 | % | | 59 | % | | 61 | % | 63 | % | 61 | % |
Men's footwear | | 22 | % | | 24 | % | | 25 | % | | 23 | % | 22 | % | 24 | % |
Children's footwear | | 9 | % | | 8 | % | | 9 | % | | 10 | % | 9 | % | 8 | % |
Clothing and accessories | | 6 | % | | 7 | % | | 7 | % | | 6 | % | 6 | % | 7 | % |
EmployeesImpacts of the COVID-19 Pandemic on our Business
The United States and global economies continue to be adversely affected by the coronavirus (“COVID-19”) pandemic, which was declared a global pandemic by the World Health Organization in March 2020. During the first half of 2020 our retail stores were temporarily closed as a result of the COVID-19 pandemic. We took decisive actions to mitigate the adverse impact of the pandemic, including the following:
| ● | Aligned our workforce and related expenses to meet the needs of a lower demand environment, including associate furloughs for a significant portion of the workforce, salary reductions for most remaining associates, and reductions in the cash retainers for our Board of Directors; |
| ● | Reduced marketing expenses and variable expenses during the store closure period; |
| ● | Tightly managed inventory levels, continuously balancing supply and demand; |
| ● | Leveraged strong supplier partnerships to reduce product receipts and extend payment terms; |
| ● | Negotiated with landlords to abate and/or defer certain lease payments; |
| ● | Eliminated or deferred all non-essential capital projects, including Famous Footwear store remodels and planned store openings during the first half of 2020 and reduced capital expenditures for the remainder of 2020; |
| ● | Expanded e-commerce sales by capitalizing on the significant enhancements in our omni-channel capabilities; |
| ● | Utilized our expansive network of temporarily closed retail locations during the first half of 2020 as distribution centers to support increased e-commerce business; and |
| ● | Adapted our buy online, pick-up-in-store capability to include a contactless curbside pickup option at certain retail locations. |
In addition, as a precautionary measure to preserve financial flexibility given the uncertainty in the United States and global markets resulting from the COVID-19 pandemic, we increased the borrowing capacity on our revolving credit facility to $600.0 million in April 2020. Although we have reopened all of our retail stores from the temporary store closures in the first half of 2020, our business results were negatively impacted in 2020 by the COVID-19 pandemic and continue to be impacted. Many of our stores have reduced operating hours and have experienced declines in foot traffic with stay-at-home orders and other government mandates, which resulted in lower sales in 2020, despite our e-commerce business experiencing robust growth during this time. In addition, a small number of stores have temporarily closed again, due to local government mandates or illness.
We believe we are better positioned and prepared to manage through this period as a result of the actions we have taken. However, the depth and duration of the pandemic and its impact on overall consumer confidence and spending is not known. While vaccination efforts are currently underway, we continue to experience disruption to our business, and expect an adverse impact on our financial results in 2021. The extent and duration of COVID-19 on our financial performance depends on factors outside of our control, including actions taken by government officials, the pace of vaccination efforts
and the introduction or spread of any COVID-19 variants. For a further discussion on the risks, uncertainties and actions we have taken in response to COVID-19, refer to Item 1A, Risk Factors, and Part II, Item 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations.
Human Capital Management
As of January 30, 2021, we had approximately 11,4008,400 employees, including 4,900 full-time and part-time employees as of February 1, 2020.3,500 part-time. In the United States, there arewere no employees subject to union contracts. In Canada, we employ approximately 2520 warehouse employees under a union contract, which expires in October 2022. The Company’s success depends on our ability to attract, develop, motivate and retain qualified management, administrative, product design and development and sales and marketing personnel to support existing operations and future growth.
Compensation Programs and Employee Benefits
We believe that pay, benefits and incentives make up the total rewards package and provide employees and their families with financial protection and security for the future. Our compensation programs are designed to encourage and reward our executives and associates for superior performance and drive long-term shareholder value. We offer a comprehensive benefits package to our employees that provides, among other benefits, competitive salaries and wages; comprehensive health insurance coverage to eligible employees; retirement plans; education assistance; paid time off; and charitable giving opportunities through the Caleres Cares Charitable Trust, including volunteer opportunities and our matching gift program.
Diversity, Equity and Inclusion
Caleres was founded on the insight that people are unique, and we are proud of our inclusive and collaborative environment where differences are celebrated. We believe that Caleres should be as diverse as our customers. We seek and engage talented individuals from all backgrounds, ethnicities, genders, lifestyles and belief systems.
During 2020, we made a commitment to our employees, partners and customers to recharge our diversity, equity and inclusion initiatives, including refining our diversity strategy, creating a Diversity, Equity and Inclusion Council, and providing mandatory unconscious bias training for all employees. In October 2020, we hired a senior-level executive to drive these initiatives, as well as oversee the Company’s affirmative action plans and monitor employee engagement.
ESG Initiative
We made significant progress on our environmental, social and governance (“ESG”) initiative during 2020. We remain focused on using sustainable materials in the footwear we source and sell. During the first quarter of 2021, we plan to publish our inaugural corporate ESG report, which will detail our ESG strategy, highlight our accomplishments, provide key disclosures and discuss both our short and long-term goals for sustainable products and practices.
Competition
With many companies operating e-commerce and traditional brick and mortar retail shoe stores and shoe departments, we compete in a highly fragmented market. In addition, the continuing consumer shift to online and mobile shopping has increased price competition and requires retailers to lower shipping costs charged to customers, improve shipping speeds and optimize mobile platforms. Our competitors include local, regional and national shoe store chains, department stores, discount stores, mass merchandisers, numerous independent retail operators of various sizes and e-commerce businesses. Quality of products and services, store location, trend-right merchandise selection and availability of brands, pricing, marketing, advertising and consumer service are all factors that impact retail competition.
In addition, our wholesale customers sell shoes purchased from competing footwear suppliers. Those competing footwear suppliers own and license brands, many of which are well-known and marketed aggressively. Many retailers, who are our wholesale customers, source directly from factories or through agents. The wholesale footwear business has low barriers to entry, which further intensifies competition.
Our Famous Footwear segment includes our Famous Footwear stores, Famous.com and FamousFootwear.ca. Famous Footwear is one of America’s leading family-branded footwear retailers, with 949 stores at the end of 2019 and$1.3 billion in net sales for 2020. Famous Footwear employs an omni-channel approach to reach consumers wherever they want to shop, including our growing e-commerce channel through famousfootwear.com and famousfootwear.ca, as well as over 900
Famous Footwear retail locations. Our core consumers are womenthose who seek leading national brands of athletic, casual and fashionable footwear at a value for themselves and their families.
Famous Footwear stores featurefeatures a wide selection of brand name athletic, casual and dress shoes for the entire family. Brands carried include, among others, Nike, Skechers, adidas, Vans, Converse, Crocs, Puma, Birkenstock, Asics, New Balance, Under Armour, New Balance, Puma,Bearpaw, Timberland and Sperry, Asics, Bearpaw, Birkenstock, Sof Sole and Timberland, as well as company-owned and licensed brands including, among others, Dr. Scholl'sScholl’s Shoes, LifeStride, Naturalizer, Blowfish Malibu, Fergie Footwear andLifeStride, Naturalizer, Circus by Sam Edelman.Edelman, Franco Sarto and Ryka. Our company-owned and licensed products are sold to our Famous Footwear segment by our Brand Portfolio segment at a profit and represent approximately 8%6% of the Famous Footwear segment'ssegment’s net sales. We work closely with our vendors to provide our consumers with fresh product and, in some cases, product exclusively designed for and available only in our stores.at Famous Footwear. Famous Footwear’s retail price points typically range from $20 for shoes up to $230$260 for boots.
Famousfootwear.com and famousfootwear.ca offer an expansive product assortment, beyond what is sold in our retail stores. Accessible via desktop, tablet and mobile devices, these e-commerce websites help consumers explore product assortments, including items available in local stores, and make purchases. Many of our consumers also enjoy the convenience of buying online and picking up product in their local store. We continue to enhance our digital technology and e-commerce platform, recently adding features such as consumer-specific offers and advanced search capabilities. We have also launched a new version of the Famous Footwear Rewards mobile application to deliver a superior experience for the 80% of our online shoppers who visit our site on a mobile device.
Famous Footwear also has an extensive customer loyalty program, Famously You Rewards (“Rewards”), which informs and rewards members with free shipping and bonus points for online purchases, product previews, earned incentives based upon purchase continuity and other periodic promotional offers. Our e-commerce websites allow members of Rewards to view their points status and purchase history, manage profile settings and engage further with the brand. Famous Footwear’s mobile app also serves as a hub for Rewards members to shop, find local stores, redeem Rewards certificates and learn about the newest products, latest trends and hottest deals.
Our Famous Footwear stores are located in strip shopping centers as well as outlet and regional malls in all 5049 states, Canada and Guam. The breakdown by venue at the end of each of the last three fiscal years is as follows:
| | | 2019 | | 2018 | | 2017 | | |
| | | | | | | |
| | | 2020 | | 2019 | | 2018 |
Strip centers | | 624 | | | 653 | | | 677 | | | 600 | | 624 | | 653 |
Outlet malls | | 177 | | | 183 | | | 189 | | | 175 | | 177 | | 183 |
Regional malls | | 148 | | | 156 | | | 160 | | | 141 | | 148 | | 156 |
| Total | | 949 | | 992 | | 1,026 | | | 916 | | 949 | | 992 |
While weWe expect net store closuresto open approximately 10 new stores and close approximately 60 stores in 20202021, as we continue to align our real estate and e-commerce strategies, the number of store openings and closings is uncertain, as we reassess 2020 plans in light of the impacts of the coronavirus pandemic on our business, as further discussed in Item 1A, Risk Factors.strategies. New stores typically experience an initial start-up period characterized by lower sales and operating earnings than what is generally achieved by more mature stores. While the duration of this start-up period may vary by type of store, economic environment and geographic location, new stores typically reach a normal level of profitability within approximately four years.
Famous Footwear relies on merchandise allocation systems and processes that use allocation criteria, consumer segmentation and inventory data in an effort to ensure stores are adequately stocked with product and to differentiate the needs of each store based on location, consumer segmentation and other factors. Famous Footwear’s distribution systems allow for merchandise to be delivered to each store weekly, or on a more frequent basis, as needed. Famous Footwear also uses regional third-party pooled distribution sites across the country.
Famous Footwear’s marketing programs include e-commerce advertising, digital marketing and social media, local and national television, e-commerce advertising, direct mail and in-store advertisements, and radio, all of which are designed to further develop and reinforce the Famous Footwear concept and strengthen our connection with consumers. We believe the success of our marketing campaigns is attributable to highlighting key categories and tailoring the timing of such messaging to adapt to seasonal shopping patterns. In 2019,2020, we spent approximately $56.3$40.2 million to advertise and market Famous Footwear to our target consumers, a portion of which was recovered from suppliers. Famous Footwear has an extensive customer loyalty program, which informs and rewards frequent consumers with product previews, earned incentives based upon purchase continuity and other periodic promotional offers. In the first quarter of 2019, we introduced a new customer loyalty program, Famously You Rewards ("Rewards"), which drove an increase in sales to members. Two new benefits of the Rewards program are free shipping for online orders and bonus points for online purchases. In 2019, approximately 78% of our Famous Footwear sales were generated by loyalty program members.
As part of our omni-channel approach to reach consumers, we also operate Famous.com and FamousFootwear.ca, which offer an expanded product assortment beyond what is sold in Famous Footwear stores. Accessible via desktop, tablet and mobile devices, Famous.com helps consumers explore product assortments, including items available in local stores, and make purchases. Famous.com also allows Rewards members to view their points status and purchase history, manage profile settings and engage further with the brand. Famous Footwear’s mobile app also serves as a hub for Rewards members to shop, find local stores, redeem Rewards certificates and learn about the newest products, latest trends and hottest deals.
Our Brand Portfolio segment offers retailers and consumers a portfolio of leading brands by designing, developing, sourcing, manufacturing, marketing and distributing branded footwear for women, men and menchildren at a variety of price points. Certain of our branded footwear products are sold under brand names that are owned by the Company and others are developed pursuant to licensing agreements. Our Brand Portfolio segment sells footwear on a wholesale basis to retailers. The segment also sells footwear on a direct-to-consumer basis through our branded retail stores and e-commerce businesses. In 2018, we gained additional access to the casual footwear market with our acquisition of Blowfish Malibu and the contemporary comfort market with our acquisition of Vionic. See further discussion related to these acquisitions in the Portfolio of Brands section below and Note 2 to the consolidated financial statements.
Portfolio of Brands
The following is a listing of our principal brands and licensed products:
Naturalizer: Since 1927, we’ve crafted beautiful and modern styles that look and feel exceptional, inside and out. In fact, Naturalizer was born in 1927 when we realized women deservedis the first to construct shoes to withstand the test of time. Our legendary emphasis on fit and elegant simplicity launched a brand that became known as “the shoe with athe beautiful fit.”
Our Naturalizer brand is sold primarily at Naturalizer retail stores, national chains, online retailers, online at naturalizer.com and naturalizer.ca, department stores and independent retailers. Naturalizer footwear is also distributed through approximately 46 retail and wholesale partners in 4037 countries around the world.world and approximately 47 retail stores. Suggested retail price points range from $69 for shoes to $240 for boots. In November 2020, we announced that, with the exception of a limited number of flagship locations, we planned to close all Naturalizer retail stores in the United States and Canada. We expect all planned retail store closures to be completed in the first quarter of 2021. We continue to view the Naturalizer brand as a strong and value-driving component of our portfolio of brands. Therefore, we will be focusing on growing the brand’s e-commerce through naturalizer.com, our retail partners and their websites, and the flagship stores.
Vionic: In October 2018, we acquired Vionic to expand our access to the growing contemporary comfort footwear category. Vionic brings together style and science, combining innovative biomechanics with the most coveted trends. Vionic designs its Three-Zone Comfort technology into every shoe it makes, resulting in unparalleled stability, ultimate arch support, and cushioning. As pioneers in foot health with a global team of experts behind the brand, Vionic brings a fresh perspective to fashionable, supportive footwear. Featuring a wide range of silhouettes, premium materials, and thoughtful design for women and men, Vionic offers the style you want with the comfort you crave across a vast selection of sneakers, active, casual & dress options, sandals, boots, and slippers. The brand is sold online, through independent retailers, television, department stores, national chains and specialty retailers for suggested retail price points from $40 for shoes to $250 for boots.
Sam Edelman: Designer Sam Edelman’s lifestyle brand is inspired by timeless American elegance that bridges the gap between aspiration and attainability to define modern luxury. Sam Edelman footwear is sold primarily through onlinee-commerce retailers, national chains, department stores, Sam Edelman retail stores, online at samedelman.com, catalogs and independent retailers at suggested retail price points from $50 for shoes to $300 for boots.
Vionic: In October 2018, we acquired Vionic to expand our access to the growing contemporary comfort footwear category. Vionic, which was founded in 1979, brings together style and science, combining innovative biomechanics with the most coveted trends. The brand is sold online, through independent retailers, television, department stores, national chains, specialty retailers and our Famous Footwear stores for suggested retail price points from $40 for shoes to $250 for boots.
Allen Edmonds: In December 2016, we acquired Allen Edmonds to increase our exposure in men’s footwear. Allen Edmonds, founded in 1922, is a U.S.-based direct-to-consumer and wholesaler of premium men’s footwear, apparel, leather goods and accessories with a strong manufacturing heritage. Allen Edmonds products are available at premier stores worldwide and select retailers, including our 74 stores in the United States and Italy, and online at AllenEdmonds.com at suggested retail price points from $225 for shoes to $495 for boots.
Dr. Scholl’s Shoes: Inspired by its founder Dr. William Scholl, Dr. Scholl’s Shoes remains forever passionate about creating iconic, effortless footwear for a healthy life. This footwear reaches consumers at a wide range of distribution channels including national chains, department stores, mass merchandisers, online, including drschollshoes.com, our Famous Footwear retail stores and independent retailers. Suggested price points range from $50 for shoes to $190 for boots. We have a long-term license agreement to sell Dr. Scholl’s Shoes, which is renewable through December 2026 for sales in the United States, Canada and Latin America.
Blowfish Malibu: In July 2018, we acquired a controlling interest in Blowfish Malibu. Blowfish Malibu, which was founded in 2005, designs and sells women’s and children’s footwear that captures the fresh youthful spirit and casual living that is distinctively Southern California. The brand is sold at national chains, our Famous Footwear stores and independent retailers. Suggested retail price points range from $20 for shoes to $90 for boots.
Allen Edmonds: In December 2016, we acquired Allen Edmonds to increase our penetration in men’s footwear. Allen Edmonds, founded in 1922, is a U.S.-based direct-to-consumer and wholesaler of premium men’s footwear, apparel, leather goods and accessories with a strong manufacturing heritage. Allen Edmonds products are available at our 69 Allen
Edmonds stores in the United States, online at allenedmonds.com and at select retailers worldwide at suggested retail price points from $245 for shoes to $495 for boots.
LifeStride: For more than 70 years, LifeStride has created quality footwear for women who value both style and all-day comfort. The brand is sold in national chains, our Famous Footwear retail stores, online, including lifestride.com and department stores at suggested retail price points ranging from $50$60 for shoes to $100$110 for boots.
Franco Sarto: The Franco Sarto brand embodies timeless, wearable style inspired by the craft and design of Italian footwear. The brand is sold in major national chains, online, including francosarto.com, department stores, specialty retailers, our Famous Footwear stores catalogs and independent retailers at suggested retail price points from $89 for shoes to $300$280 for boots.
Rykä: For over 30 years, Rykä has been innovating athletic footwear exclusively for women. The brand is distributed through national chains, online retailers, including ryka.com, independent retailers, department stores, specialty retailers and our Famous Footwear retail stores at suggested retail price points from $60 to $100.
Vince: The Vince women'swomen’s shoe collection launched in 2012 and was expanded in 2014 to include the Vince men'smen’s footwear collection. The brand is primarily sold in premier department stores, online, national chains and specialty retailers at suggested price points from $195 for shoes to $595$695 for boots. We have a license agreement with Vince, LLC to sell Vince footwear through December 2021.
Rykä: For over 25 years, Rykä has been innovating athletic footwear exclusively for women. The brand is distributed through national chains, online retailers, independent retailers, department stores, specialty retailers and our Famous Footwear retail stores at suggested retail price points from $60 to $100.
Bzees: Bzees is thea brand of machine washable women’s sporty footwear that energizes the minddesigned to make you feel weightless, energized and body from the feet up.free. The brand is distributed through national chains, department stores, online retailers including bzees.com, independent retailers, specialty retailers and our retail stores at suggested retail price points from $59 for shoes to $179 for boots.
Fergie FootwearZodiac: The Zodiac brand was launched in the late 1970s and acquired by Fergie: We have createdus in 2005. In July 2019, we initiated a namesakebrand refresh by blending the past with the present to provide authentic, quality footwear linethat is supremely relevant for today’s modern and expressive consumer lifestyles. The brand relaunched in collaboration with Grammy Award-winning artist Fergie (Fergie Duhamel, formerly Stacy Ferguson). Fergie Footwear2020 and Zodiac is currently being soldnow available at major national chains, at online retailers, including zodiacshoes.com, and through our Famous Footwear retail stores, online and at department storesbusiness at suggested retail price points ranging from $59$69 for shoessandals to $99 for boots. We have a license agreement with Krystal Ball Productions, Inc. to sell Fergie/Fergalicious footwear that expires in December 2020, with extension options through December 2026.
Carlos by Carlos Santana: The Carlos by Carlos Santana collection of women’s footwear is sold at national chains, online, major department stores and our Famous Footwear stores. Suggested retail price points range from $59 for shoes to $139 for boots. We have a license agreement with Santana Tesoro, LLC to sell Carlos by Carlos Santana footwear that expired in December 2018. In March 2019, we decided to exit the Carlos by Carlos Santana brand.
Via Spiga: Established in 1985, Via Spiga is named after the main street in one of the most famed shopping districts in Milan, Italy. The brand is primarily sold in national chains, online and premier department stores at suggested retail price points from $175 for shoes to $495 for boots. In the fourth quarter of 2019, we decided to reposition the footwear division of our Via Spiga brand. We will operate the footwear division through the third quarter of 2020 and then pause new development for a short period of time while we explore options to bring the brand to a new consumer.
Blowfish Malibu: In July 2018, we acquired a controlling interest in Blowfish Malibu. Blowfish Malibu, which was founded in 2005, designs and sells women's and children's footwear that captures the fresh youthful spirit and casual living that is distinctively Southern California. The acquisition provides additional exposure to the growing sneaker and casual lifestyle segment of the market. The brand is sold at national chains, our Famous Footwear stores and independent retailers. Suggested retail price points range from $20 for shoes to $90$149 for boots.
Veronica Beard: In July 2019, we announced an exclusive partnership with the American ready-to-wear brand, Veronica Beard, to produce their women'swomen’s footwear collection, beginning with the spring 2020 season. The Veronica Beard collection will includeincludes styles that strike the balance between cool and classic, taking the consumer from day to night and work to weekend. We will initially target distribution toThe brand is distributed through domestic and international wholesale partners carrying Veronica Beard ready-to-wear.
Zodiac: The Zodiac brand was launched in the late 1970sready-to-wear and acquired by us in 2005. In July 2019, we relaunched the brand by blending the past with the present to result in authentic, qualityindependent footwear that is supremely relevant for today's modern and expressive consumer lifestyles. Zodiac is available at retail stores, online and at ZodiacShoes.comretailers at suggested retail price points ranging from $69$295 for sandalsshoes to $129$450 for boots.
Wholesale
Within our Brand Portfolio segment, our brands are distributed on a wholesale basis to over 3,900approximately 4,200 retailers, includingincluding online retailers, national chains, online retailers, department stores, mass merchandisers and independent retailers and catalogs throughout the United States and Canada, as well as approximately 6466 other countries (including sales to our retail operations). Our most significant wholesale customers include Famous Footwear and many of the nation’s largest retailers, including online retailers such as Amazon.com, Nordstrom.com, Amazon.com, Macys.com and Zappos.com; national chains such as DSW, Nordstrom Rack, TJX Corporation (including TJ Maxx and Marshalls), Nordstrom Rack, Ross Stores and Kohl's;Kohl’s; department stores such as Dillard’s, Nordstrom Macy’s, and Dillard's;Macy’s, mass merchandisers such as Walmart; and independent retailers such as Qurate Retail Group, which operates both QVC, and Home Shopping Network.Network and Zulily. We also sell product to a variety of international retail customers and distributors. The loss of any one or more of our significant customers could have a material impact on our Brand Portfolio segment and the Company.
Our Brand Portfolio segment sold approximately 5133 million pairs of shoes on a wholesale basis during 2019.2020. We sell footwear to wholesale customers on both a landed and a first-cost basis. Landed sales are those in which we obtain title to the footwear from our overseas suppliers and maintain title until the footwear clears United States customs and is shipped to our wholesale customers. Landed sales generally carry a higher profit rate than first-cost sales as a result of the brand equity associated with the product along with the additional customs, warehousing and logistics services provided
to customers and the risks associated with inventory ownership. To allow for the prompt shipment onof reorders and to satisfy our growing e-commerce demand, we carry inventories of certain styles. First-cost sales are those in which we obtain title to footwear from our overseas suppliers and typically relinquish title to customers at a designated overseas port. Many of these customers then import this product into the United States.
Products sold under license agreements accounted for approximately 16%15% of the sales of the Brand Portfolio segment in 2020, 16% of the segment’s sales in 2019 and 20% of the segment'ssegment’s sales in 2018 and 23% of the segment's sales in 2017.2018. Caleres also receives license revenue from third parties related to certain owned brands, for use in connection with other brand-enhancing non-footwear product categories.
Direct-to-Consumer
Our Brand Portfolio segment includes the operations of several e-commerce websites, including naturalizer.com, naturalizer.ca, vionicshoes.com, samedelman.com, allenedmonds.com, drschollsshoes.com, lifestride.com, francosarto.com, ryka.com, bzees.com and zodiacshoes.com, which offer substantially the same product selection to consumers as we sell to our wholesale customers. Vince.com, blowfishshoes.com, and veronicabeard.com complement our distribution of those brands. References to our website addresses do not constitute incorporation by reference of the information contained on the websites and the information contained on the websites is not part of this report.
We also includesoperate retail stores for certain brands, including Naturalizer, Allen Edmonds and Sam Edelman. The number of our Brand Portfolio retail stores at the end of the last three fiscal years was as follows:
| | | 2019 | | 2018 | | 2017 | | |
| | | | | | | |
| | | 2020 | | 2019 | | 2018 |
Naturalizer | | 139 | | | 140 | | | 145 | | | 80 | | 139 | | 140 |
Allen Edmonds | | 74 | | | 76 | | | 78 | | | 69 | | 74 | | 76 |
Sam Edelman | | 15 | | | 13 | | | 13 | | | 21 | | 15 | | 13 |
Total | | 228 | | | 229 | | | 236 | | | 170 | | 228 | | 229 |
At the end of 2019,2020, we operated 7950 Naturalizer stores in Canada, 5525 in the United States fourand five in ChinaChina. In November 2020, we announced that, with the exception of a limited number of flagship locations, we planned to close all Naturalizer retail stores in the United States and one in Guam. Of the 139 Naturalizer stores, approximately 50% are located in regional malls and average approximately 1,300 square feet in size, 49% of stores are located in outlet malls and average approximately 2,300 square feet in size and 1% of stores are located in strip centers and average approximately 2,000 square feet in size. Total Naturalizer store square footage at the end of 2019 was approximately 243,000, compared to 253,000 in 2018.Canada. During 2019,2020, we operated 7369 Allen Edmonds stores in the United States, and one store in Italy, each averaging approximately 1,600 square feet. We operated 13 Sam Edelman stores in the United States and twoeight in China at the end of 2019,2020, each averaging approximately 2,400 square feet.
In connection with our omni-channel approach to reach consumers, we also operate Naturalizer.com, Naturalizer.ca, SamEdelman.com, AllenEdmonds.com, DrSchollsShoes.com, LifeStride.com, FrancoSarto.com, Vionicshoes.com, Ryka.com, Bzees.com, ViaSpiga.com, and ZodiacShoes.com, which offer substantially the same product selection to consumers as we sell to our wholesale customers. Vince.com, FergieShoes.com, Blowfishshoes.com, and VeronicaBeard.com complement our distribution of those brands.
References to our website addresses do not constitute incorporation by reference of the information contained on the websites and the information contained on the websites is not part of this report.
Marketing
We continue to build on the recognition of our portfolio of brands to create differentiation and consumer loyalty. Our marketing teams are responsible for the development and implementation of innovative marketing programs that serve the consumer facing needs of our portfolio of brands as well as that of our retail partners. In 2019,2020, we spent approximately $42.1$33.0 million in advertising and marketing support for our Brand Portfolio segment, including digital marketing and social media, production,consumer media advertising, product placement, consumer media advertising,production, print, trade shows and in-store displays. The marketing teams are also responsible for driving the development of branding and content for our brand websites. We continually focus on enhancing the effectiveness of these marketing efforts through consumer insights, market research, product development and marketing communications that collectively address the ever-changing lives and needs of our consumers. Our marketing teams are instrumental in continuing to drive growth in e-commerce sales, producing relevant and purpose-driven brand positioning and creating meaningful connections with consumers that have increased awareness and loyalty across our portfolio. We continue to leverage consumer insights and data to inform marketing initiatives to capture a greater share of our target consumers’ spend as well as reach new audiences with a high propensity to purchase our products.
Product Development, Sourcing and Product DevelopmentManufacturing Operations
Our sourcingWe develop and product development operations source and develop footwear for our Brand Portfolio segment and also a portion of the footwear sold by our Famous Footwear segment. We have sourcing and product development offices in Clayton, Missouri; Dongguan, China; Putian, China; San Rafael and Culver City, California; New York, New York; Port Washington, Wisconsin; Florence, Italy; Macau; Ho Chi Minh City, Vietnam; Hong Kong and Addis Ababa, Ethiopia.
Sourcing Operations
In 2019, the sourcing operations sourced approximately 48 million pairsaddition, we have manufacturing facilities in Port Washington, Wisconsin and Santiago, Dominican Republic that manufacture our Allen Edmonds footwear.
The following table provides an overview of our sourcing by country in 2019:
Country
| | Millions of Pairs
| |
China
| | | 31.2 | |
Vietnam
| | | 13.2 | |
Ethiopia
| | | 1.6 | |
Other
| | | 1.7 | |
Total
| | | 47.7 | |
Product Development Operations
We maintain design and product development teams for our brands in Clayton, Missouri; Dongguan, China; Putian, China; San Rafael, California; New York, New York; Port Washington, Wisconsin and Culver City, California, as well as other select fashion locations, including Florence, Italy. These teams, which include independent designers, are responsible for the creation and development of new product styles. Our designers monitor trends in fashion footwear and apparel and work closely with retailers to identify consumer footwear preferences. Our design teams create collections of footwear, and our product development and sourcing offices convert those designs into new footwear styles. We operate a sample-making facility in Dongguan, China that allows us to have greater control over our product development in terms of accuracy, execution and speed-to-market. Our long-range plans include a distinct focus on speedfurther expansion into new markets outside of China, growing our use of 3D design technology in developing new product, and efficiencycontinuing to drive excellence in product value and execution while also continuing to diversify into new sourcing markets outside of China to ensure adequate flexibility in a dynamic economic environment.rapidly changing manufacturing landscape. Our new distribution center campus in Chino, California, which opened in 2018, is providingprovides additional shipping flexibility, operational efficiencies and an expansion of our logistics infrastructure capacity.
Sourcing Operations
In 2020, the sourcing operations sourced approximately 28 million pairs of shoes through a global network of third-party independent footwear manufacturers. The majority of our footwear sourced is provided by approximately 75 manufacturers operating approximately 115 manufacturing facilities. In certain countries, we use agents to facilitate and manage the development, production and shipment of product. We attribute our ability to achieve consistent quality, competitive prices and on-time delivery to the breadth of these established relationships. While we generally do not have significant contractual commitments with our suppliers, we do enter into sourcing agreements with certain independent sourcing agents. Prior to production, we monitor the quality of all of our footwear components and also inspect the prototypes of each footwear style.
The following table provides an overview of our sourcing by country in 2020:
| | |
| | Millions of |
Country |
| Pairs |
China | | 18.4 |
Vietnam | | 8.5 |
India | | 0.6 |
Other | | 0.9 |
Total | | 28.4 |
Manufacturing
While we source the majority of our footwear from independent footwear manufacturers as discussed above, we also maintain and operate manufacturing facilities in Port Washington, Wisconsin and Santiago, Dominican Republic. These facilities manufacture footwear and certain accessories for our Allen Edmonds brand. We believe operating our own manufacturing facilities in North America provides us with greater control over the quality and craftsmanship that are essential to the iconic Allen Edmonds brand. In addition, our Port Washington facility serves our recrafting operations, which allows the Allen Edmonds consumer to extend the life of their footwear, restoring their shoes to nearly their original state.
Backlog
At February 1, 2020,January 30, 2021, our Brand Portfolio segment had a backlog of unfilled wholesale orders of approximately $295.4$218.2 million, compared to $331.6$295.4 million on February 2, 2019.1, 2020. Most orders are for delivery within the next 90 to 120 days, and although ordersdays. Orders are subject to cancellation, and many of our wholesale partners canceled orders during the first half of 2020 due to the business impact of COVID-19 resulting in the temporary closure of their retail stores. However, prior to 2020, we have not experienced significant cancellations of orders. The decrease in our backlog order levels reflects fewer orders as our wholesale customers shift to responding to consumer demand in-season, resulting in fewer upfront orders, as well as the past. ongoing economic impact of the COVID-19 pandemic.
The backlog at any particular time is affected by a number of factors, including seasonality, the continuing trend among customers to reduce the lead time on their orders, capacity shifts at foreigninternational manufacturers, and the volume of retail
replenishment and e-commerce drop ship orders that are received immediately rather than in advance. Accordingly, a comparison of backlog from period to period may not be indicative of eventual actual shipments or the growth rate of sales from one period to the next. As further discussed in Item 1A, Risk Factors, the novel strain of the coronavirus that was detected in Wuhan, China in late 2019 and further developed into a global pandemic will result in fewer orders for a period of time or order cancellations and lower net sales. Many of our wholesale customers have sought to cancel orders due to the temporary closure of retail stores and the uncertainty surrounding the duration of the pandemic and consumer sentiment. The impact on our unfilled wholesale order position is unknown at this time.
Our Internet address is www.caleres.com. Our Internet address is included in this annual report on Form 10-K as an inactive textual reference only. The information contained on our website is not incorporated by reference into this annual report on Form 10-K and should not be considered part of this report. We file annual, quarterly and current reports, proxy statements and other information with the SEC. We make available free of charge our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and amendments to those reports filed or furnished, as required by Section 13(a) or 15(d) of the Securities Exchange Act of 1934, through our Internet website as soon as reasonably practicable after we electronically file such material with or furnish it to the SEC. You may access these SEC filings via the hyperlink to a third-party SEC filings website that we provide on our website.
INFORMATION ABOUT OUR EXECUTIVE OFFICERS |
The following is a list of the names and ages of the executive officers of the Company and of the offices held by each person. There is no family relationship between any of the named persons. The terms of the following executive officers will expire in May 20202021 or upon their respective successors being chosen and qualified.
| | | | |
Name |
| Age |
| Current Position |
Diane M. Sullivan | | 6465 | | Chief Executive Officer President and Chairman of the Board of Directors |
Molly P. AdamsJohn W. Schmidt
| | 57 | | Division 60
| | President – Famous Footwear |
Angela A. Bass | | 6263 | | Senior Vice President, Chief Human Resources Officer |
DanielThomas C. Burke
| | 53 | | Vice President, General Counsel and Secretary |
Michael R. FriedmanEdwards | | 5950 | | Division President – Global Supply ChainFamous Footwear |
Daniel R. Friedman | | 60 | | Chief Sourcing Officer |
Kenneth H. Hannah | | 5152 | | Senior Vice President, Chief Financial Officer |
Todd E. Hasty | | 4748 | | Senior Vice President, Chief Accounting Officer |
Willis D. Hill | | 4849 | | Senior Vice President, Chief Information Officer |
Douglas W. Koch | | 6869 | | Senior Vice President, Strategic Projects |
John W. Schmidt
| | 59 | | Division President – Brand Portfolio
|
Mark A. Schmitt | | 56 | | Senior Vice President, Chief Logistics Officer57
| | Senior Vice President, Chief Logistics Officer |
The period of service of each officer in the positions listed and other business experience are set forth below.
Diane M. Sullivan, Chief Executive Officer and Chairman of the Board of Directors since February 2014. President and Chief Executive Officer and President sincefrom May 2011.2011 to November 2020. President and Chief Operating Officer from March 2006 to May 2011. President from January 2004 to March 2006.
Molly P. AdamsJohn W. Schmidt, President since December 2020. Division President – Famous Footwear since May 2018. Executive Vice President of Global Merchandising and Product Development, Disney Consumer Products and Disney Parks and ResortsBrand Portfolio from NovemberOctober 2015 to May 2018. Executive ViceDecember 2020. Division President of Global Product Development at Disney Consumer Products, Inc.– Contemporary Fashion Brands from May 2012January 2011 to NovemberSeptember 2015. Senior Vice President, of Global Product DevelopmentBetter and General Manager of The Disney Store North AmericaImage Brands from January 2010 to 2012.January 2011. Senior Vice President and General Manager, Better and Image Brands from March 2008 until January 2010. Various positions, including Vice President, President, Group President of The Disney Store North AmericaWholesale Footwear for Nine West Group from 2008September 1998 to 2010.
February 2008.
Angela A. Bass, Senior Vice President, Chief Human Resources Officer since September 2019. Owner and Principal Consultant, Angela A. Bass Consulting, LLC from August 2017 to August 2019. Executive Vice President of Global Human Resources, Performance Sports Group Ltd from January 2012 to July 2017.
Thomas C. Burke, Vice President, General Counsel and Secretary since August 2016. Vice President, Legal from December 2015 to August 2016. Deputy General Counsel from March 2012 to December 2015. Various positions at the Company, including Associate General Counsel and Director, Talent Management, from March 2001 to March 2012.
Michael R. Edwards, Division President – Famous Footwear since November 2020. Senior Vice President, Digital Commerce, Planning, Allocation and Stores from February 2018 to November 2020. Chief Customer Officer from September 2017 to February 2018. Senior Vice President, Planning, Allocation and Analytics from December 2016 to September 2017. Vice President, Planning and Allocation from May 2015 to December 2016. Vice President, Merchandising and Sales Operations from October 2011 to May 2015.
Daniel R. Friedman, Division President – Global Supply Chain since January 2010. Senior Vice President, Product Development and Sourcing from July 2006 to January 2010. Managing Director at Camuto Group, Inc. from 2002 to July 2006.
Kenneth H. Hannah, Senior Vice President, Chief Financial Officer since February 2015. Executive Vice President and Chief Financial Officer of JC Penney Company, Inc. from May 2012 to March 2014. Executive Vice President and President–Solar Energy of MEMC Electronic Materials, Inc. and had previously served as Executive Vice President and President–Solar Materials from 2009 to 2012. Senior Vice President and Chief Financial Officer of MEMC Electronic Materials, Inc. from 2006 to 2009.
Todd E. Hasty, SeniorVice President, Chief Accounting Officer since January 2020. Vice President, Chief Accounting Officer from March 2019 to January 2020. 2020. Vice President, Controller from March 2016 to March 2019. Vice President, Assistant Controller from October 2007 to March 2016.
Willis D. Hill, Senior Vice President, Chief Information Officer since September 2018. Senior Vice President and Chief Technology Officer from August 2017 to September 2018. Senior Vice President, Information Technology from January 2017 to August 2017. Vice President, Retail Information Technology from July 2011 to January 2017. Director, Retail Information Technology from July 2008 to July 2011.
Douglas W. Koch, Senior Vice President, Strategic Projects since September 2019. Senior Vice President and Chief Human Resources Officer from January 2016 to September 2019. Senior Vice President and Chief Talent and Strategy Officer from January 2011 to January 2016. Senior Vice President and Chief Talent Officer from May 2005 to January 2011. Senior Vice President, Human Resources from March 2002 to May 2005.
John W. Schmidt, Division President – Brand Portfolio since October 2015. Division President – Contemporary Fashion Brands from January 2011 to September 2015. Senior Vice President, Better and Image Brands from January 2010 to January 2011. Senior Vice President and General Manager, Better and Image Brands from March 2008 until January 2010. Various positions, including Vice President, President, Group President of Wholesale Footwear for Nine West Group from September 1998 to February 2008.
Mark A. Schmitt, Senior Vice President, Chief Logistics Officer since September 2018. Senior Vice President, Chief Information Officer and Logistics from February 2013 to September 2018. Senior Vice President and Chief Information Officer from January 2012 through February 2013. Senior Director of Management Information Systems for Express Scripts from 2010 through 2011. Various management information systems positions including Group Director with Anheuser-Busch InBev from 1996 to 2009.
ITEM 1ARISK FACTORS
MACROECONOMIC AND INDUSTRY RISKS ITEM 1A
| RISK FACTORS
|
The recent cororavirus outbreak hadcoronavirus pandemic has adversely affected and continues to impact our business operations, store traffic and financial condition.
The outbreak of the coronavirus pandemic (“COVID-19”) both in the U.S. and globally, and related government and private sector responsive actions, has adversely affected and continues to impact our business operations. Retail store traffic was significantly lower in 2020 as a result of COVID-19. It is impossible to predict the effect and ultimate impact of COVID-19 and the impact on the economy, the retail industry and the Company. The spread of COVID-19 has caused public health officials to recommend precautions to mitigate the spread of the virus, which has impacted retail store traffic and consumer sentiment. Effective March 19, 2020, we announced the temporary closure of all retail stores throughout the United States and Canada. While the store closures are expected to be temporary, we cannot reasonably estimate the duration of the store closures, the impact on consumer demand and the impact to our wholesale customers that may also have been impacted by store closures, nor the impact to our 2020 financial results or cash flows. The extent to which COVID-19 impactswill continue to impact our results will depend on future developments, which are highly uncertain and cannot be predicted, including new information which may emerge concerning the severity of COVID-19 and the actions taken to contain it or treat its impact. A prolongeddelay in widespread distribution of a vaccine, or a lack of public acceptance of a vaccine could hamper consumer demand. Further, there is no assurance that the vaccine will ultimately be successful in limiting or stopping the spread of COVID-19. A continuation of the health crisis may have a material impact on the retail sector, consumer demand, and the Company'sCompany’s results of operations and liquidity.
Consumer demand for our products may be adversely impacted by economic conditions and other factors.
Worldwide economic conditions continue to be uncertain. Consumer confidence and spending are strongly influenced by general economic conditions and other factors, including the COVID-19 pandemic, fiscal policy, the changing tax and regulatory environment, interest rates, minimum wage rates and regulations, inflation, consumer debt levels, the availability of consumer credit, the liquidity of consumers’ assets, health care costs, currency exchange rates, taxation, energy costs, real estate values, foreclosure rates, unemployment trends, weather conditions and the economic consequences of military action or terrorist activities. We experienced a decline in sales of dress footwear during 2020 due to limited social gatherings and the shift towards working from home as a result of the COVID-19 pandemic. Negative economic conditions generally decrease disposable income and, consequently, consumer purchases of discretionary items like our products. Negative trends in economic conditions could also drive up the cost of our products, which may require us to increase our product prices. These increases in our product costs, and possibly prices, may not be offset by comparable increases in consumer disposable income. As a result, our customers may choose to purchase fewer of our products or purchase the lower priced products of our competitors, and our business, results of operations, financial condition and cash flows could be adversely affected. The long-term economic impact of the COVID-19 outbreakpandemic and resulting global economic decline is expected to have an adverse impact on consumer demand for our products during 2020 and the long-term impact cannot be reasonably predicted.
A long-term decline in our stock price may result in impairment charges.
As a result of COVID-19 and the resulting impact to the economy, global stock prices have dropped considerably, including the Company's stock price. If there is an extended period of lower stock market valuations or an extended closure timeframe for our retail stores and for those of our wholesale customers, the Company may be required to perform additional impairment tests for its goodwill and intangible assets and long-lived assets, which may result in material impairment charges during 2020.
If we are unable to anticipate and respond to consumer preferences and fashion trends and successfully apply new technology, we may not be able to maintain or increase our net sales and earnings.
The footwear industry is subject to rapidly changing consumer shopping preferences and patterns and fashion trends. Our products must appeal to a broad range of consumers whose preferences cannot be predicted with certainty and are subject to rapid change. In addition, the continuingrapid consumer shift to online and mobile shopping, which was further accelerated by the COVID-19 pandemic, is requiring retailers to lower shipping costs charged to customers, improve shipping speeds and optimize mobile platforms. The trend toward online and mobile shopping increases the volume of smaller shipments, including single-pair shipments, from our warehouses. The increased volume of smaller shipments may result in higher average distribution costs, including both shipping and processing costs incurred at our distribution centers. In addition, an increase in e-commerce sales volume, which have higher return rates than in-store sales, may in turn lead to higher shipping and processing costs. The success of both our wholesale and retail operations depends largely on our ability to anticipate, understand and react to these changing consumer shopping patterns. If we fail to respond to changes in consumer shopping patterns, demands and fashion trends, develop new products and designs, and implement effective, responsive merchandising and distribution strategies and programs, we could experience lower sales, excess inventories and lower gross margins, any of which could have an adverse effect on our results of operations and financial condition.
We operate in a highly competitive industry.
Competition is intense in the footwear industry. There has also been consolidation of competitors in the industry, resulting in certain competitors that are larger and have greater financial, marketing and technological resources than we do. In addition, a move toward vertical integration by our competitors could create additional competitive pressures that may decrease our market share. Other competitors are able to offer footwear on a lateral basis alongside their apparel products, or have successfully branded their trademarks as lifestyle brands, resulting in greater competitive advantages. Low barriers
to entry into this industry further intensify competition by allowing new companies to easily enter the markets in which we compete. Some of our suppliers further compound these competitive pressures by allowing consumers to purchase their products directly through supplier-maintained Internete-commerce sites and retail stores. The Internet facilitates price transparency and comparison shopping, which increases the level of competition we face and puts competitive pressure on us to keep our prices low.
We believe that our ability to compete successfully in the footwear industry depends on a number of factors, including style, price, performance, quality, location and service, as well as the strength of our brand names. We remain competitive by increasing awareness of our brands, improving the efficiency of our supply chain and enhancing the style, comfort, fashion and perceived value of our products. However, our competitors may implement more effective marketing campaigns, adopt more aggressive pricing policies, make more attractive offers to potential employees, distribution partners and manufacturers, or respond more quickly to changes in consumer preferences than us. As a result, we may not be able to compete successfully in the future, and increased competition may result in price reductions, reduced gross margins, loss of market share and an inability to generate cash flows that are sufficient to maintain or expand the development and marketing of our products, which could adversely impact our financial results.
Customer concentration and other trends in customer behavior may lead to a reduction in or loss of sales.
Our wholesale customers include e-commerce retailers, national chains, department stores, mass merchandisers and independent retailers. Several of our customers operate multiple department store divisions. Furthermore, we often sell multiple types of branded, licensed and private-label footwear to these same customers. While we believe purchasing decisions in many cases are made independently by the buyers and merchandisers of each of the customers, a decision by a significant customer to decrease the amount of footwear products purchased from us could have a material adverse effect on our business, financial condition or results of operations.
In addition, with the growing trend toward retail trade consolidation, including store count reductions at major retail chains, and consumers’ continued shift to online shopping, we and our wholesale customers increasingly depend upon a reduced number of key retailers whose bargaining strength is growing. This consolidation may result in the following adverse consequences:
| ● | Our wholesale customers may seek more favorable terms for their purchases of our products, which could limit our ability to raise prices, recoup cost increases or achieve our profit goals. |
| ● | The number of stores that carry our products could decline, thereby exposing us to a greater concentration of accounts receivable risk and negatively impacting our brand visibility. |
We also face the following risks with respect to our customers:
| ● | Our customers could develop in-house brands or use a higher mix of private-label footwear products, which may negatively impact our sales. |
| ● | As we sell our products to customers and extend credit based on an evaluation of each customer’s financial condition, the financial difficulties, including bankruptcy, of a customer could cause us to stop doing business with that customer, reduce our business with that customer or be unable to collect from that customer. |
| ● | Since we transact primarily in United States dollars, our international customers could purchase from competitors who will transact business in their local currency. |
| ● | Certain of our major wholesale customers have experienced a significant downturn or disruption in their business, including the impact of COVID-19. If our customers continue to experience significant downturns or disruptions in their business, or file for bankruptcy, they may reduce their purchases of our products. |
| ● | Retailers are directly sourcing more of their products directly from international manufacturers and reducing their reliance on wholesalers, which could have a material adverse effect on our business and results of operations. |
Our quarterly sales and earnings may fluctuate, which may result in volatility in, or a decline in, our stock price.
Our quarterly sales and earnings can vary due to a number of factors, many of which are beyond our control, including the following:
| ● | The COVID-19 pandemic has impacted the global economy. Sales and earnings in 2020 were adversely impacted by the pandemic and may continue to be impacted. |
| ● | Our Famous Footwear retail business is seasonally weighted to the back-to-school season, which primarily falls in our third fiscal quarter. As a result, the success of our back-to-school offering, which is affected by our ability to anticipate consumer demand and fashion trends, could have a disproportionate impact on our full year results. |
| ● | In our wholesale business, sales of footwear are dependent on orders from our major customers, and they may change delivery schedules, change the mix of products they order or cancel orders without penalty. |
| ● | Our wholesale customers have been moving toward lower initial orders and more replenishment orders, which may result in shifts of sales between quarters. |
| ● | Our estimated annual tax rate is based on projections of our domestic and international operating results for the year, which we review and revise as necessary each quarter. |
| ● | Our earnings are also sensitive to a number of factors that are beyond our control, including manufacturing and transportation costs, changes in product sales mix, geographic sales trends, weather conditions, consumer sentiment and currency exchange rate fluctuations. |
As a result of these specific and other general factors, our operating results will vary from quarter to quarter and the results for any particular quarter may not be indicative of results for the full year. Any shortfall in sales or earnings from the levels expected by investors could cause a decrease in the trading price of our common stock.
Foreign currency fluctuations may result in higher costs and decreased gross profits.
Although we purchase most of our products from international manufacturers in United States dollars and otherwise may engage in foreign currency hedging transactions from time to time, we may experience cost variations with respect to exchange rate changes. Currency exchange rate fluctuations may also adversely impact third parties who manufacture the Company’s products by making their purchases of raw materials or other production costs more expensive and more difficult to finance, resulting in higher prices and lower margins for the Company, its distributors and licensees.
A long-term decline in our stock price may result in impairment charges.
As a result of the impact of the COVID-19 pandemic on the economy and volatility in global stock prices, including the Company’s stock price, we recognized material impairment charges during 2020. If there are additional periods of lower stock market valuations or an adverse impact to cash flow projections as a result of the impact of COVID-19 or other economic conditions, we may be required to perform additional impairment tests for intangible assets and long-lived assets, which may result in additional material impairment charges.
OPERATIONAL RISKS
We rely primarily on foreigninternational sources of production, which subjects our business to risks associated with international trade.
We rely primarily on foreigninternational sourcing for our footwear products through third-party manufacturing facilities located outside the United States. As is common in the industry, we do not have any long-term contracts with our third-party foreigninternational manufacturers. ForeignInternational sourcing is subject to numerous risks, including trade relations, work stoppages, transportation delays (including delays at foreigninternational and domestic ports) and costs (including customs duties, quotas, tariffs, anti-dumping duties, safeguard measures, cargo restrictions or other trade restrictions), domestic and foreigninternational political instability, foreign currency fluctuations, variable economic conditions, expropriation, nationalization, natural disasters, terrorist acts and military conflict, changes in governmental regulations (including the U.S. Foreign Corrupt Practices Act) and geo-political events (includingevents. We have recently experienced supply chain disruptions and port congestion, leading to delayed receipt of inventory in 2021. If supply chain disruptions continue, our financial results could be adversely impacted. In addition, the potentialimposition of tariffs or other costs on imported products may result in an increase in
product prices, which may in turn adversely impact our gross margins if we are unable to mitigate the impact of the withdrawal of the United Kingdom from the European Union, or "Brexit" that occurred on January 31, 2020). In addition, China and other countries are experiencing a public health emergency due to COVID-19. While we have experienced some disruption to our supply chain, we cannot accurately predict the full impact that the coronavirus epidemic will have on the ability of manufacturers either in China or in other countries to produce our products. However, the majority of our factory partners are now operational.costs. There is also uncertainty surrounding U.S. presidential and congressional elections in 2020 and the impact of any changes to trade legislation.legislation as a result of the shift in the U.S. presidential administration and control of the U.S. Congress. At the same time, potential changes in manufacturing preferences, including, but not limited to the following, pose additional risk and uncertainty:
| •
● | Manufacturing capacity may shift from footwear to other industries with manufacturing margins that are perceived to be higher. |
| •
● | Some footwear manufacturers may face labor shortages as workers seek better wages and working conditions in other industries and locations. |
As a result of these risks, there can be no assurance that we will not experience reductions in available production capacity, increases in our product costs, late deliveries or terminations of our supplier relationships. Furthermore, these sourcing risks are compounded by the lack of diversification in the geographic location of our foreigninternational sourcing and manufacturing. Approximately 65% of the footwear we sourced in 2020 was from China. With the majority of our supply originating in China, a substantial portion of our supply could be at risk in the event of any significant negative development related to relations between United States and China.
Although we believe we could find alternative manufacturing sources for the products that we currently source from third-party manufacturing facilities in China or other countries, we may not be able to locate alternative manufacturers on terms as favorable as our current terms, including pricing, payment terms, manufacturing capacity, quality standards and lead times for delivery. In addition, there is substantial competition in the footwear industry for quality footwear manufacturers. Accordingly, our future results will partly depend on our ability to maintain positive working relationships with, and offer competitive terms to, our foreigninternational manufacturers. If supply issues cause us to be unable to provide products consistent with our standards or manufacture our footwear in an efficient and cost-effective manner, our customers may cancel orders, refuse to accept deliveries or demand reductions in purchase prices, any of which could have a material adverse effect on our business and results of operations.
The impositionWe are reliant upon our information technology systems, and any major disruption of tariffsthese systems could adversely impact our ability to effectively operate our business.
Our computer network and systems are essential to all aspects of our operations, including design, pricing, production, accounting, reporting, forecasting, ordering, manufacturing, transportation, sales and distribution. Our ability to manage and maintain our inventory and to deliver products in a timely manner depends on these systems. With the continued growth in direct-to-consumer sales on our productse-commerce sites, any system disruption may result in higher costs and decreased gross profits.
Recent international events have introduced greater uncertaintyan adverse impact to our operations. If any of these systems fails to operate as expected, we experience problems with
respecttransitioning to
trade wars and tariffs,upgraded or replacement systems, a breach in security occurs or a natural disaster interrupts system functions, we may experience delays in product fulfillment, reduced efficiency in our operations, or delays in reporting our financial results to investors, or we may be required to expend significant capital to correct the problem, which may
affect trade between the United States and other countries, particularly with China. We rely primarily on foreign sourcing for our footwear through third-party manufacturing facilities located outside the United States, with the majority of our footwear sourced from manufacturing facilities in China that is subject to a 15% tariff that became effective as of September 1, 2019. Certain types of footwear were subject to a tariff that was to go intohave an adverse effect on December 15, 2019 but was later reversed. While we continueour results of operations and financial condition.A cybersecurity breach may adversely affect our sales and reputation.
We routinely possess sensitive consumer and associate information and periodically provide it to focus on mitig
ating the impactthird parties for analysis, benefit distribution or compliance purposes. Additionally, as a result of the
enacted tariffs, if we are unable to mitigate the impact or if there isCOVID-19 pandemic, a
prolonged trade war involving the further escalation of tariffs, our product costs may increase on a significantlarge portion of our
branded footwear that we source internationally. Higher product costsCorporate employees are working remotely, which may
in turn result in
lower gross marginsheightened cybersecurity risk. Remote working environments may be less secure and more susceptible to hacking attacks, including phishing and social engineering attempts that seek to exploit the COVID-19 pandemic. While we believe we have taken reasonable and appropriate steps to protect that information, hackers and data thieves operate sophisticated, large-scale attacks that could breach our information systems, despite ongoing security measures. In addition, we are required to comply with increasingly complex regulations designed to protect our business and personal data. Any breach of our network security, a third-party’s network security or failure to comply with applicable regulations may result in
(a) the
future for products that we source from China.loss of valuable business data and/or our consumers’ or associates’ personal information, (b) increased costs associated with implementing additional protections and processes, (c) a disruption of our business and a loss of sales, (d) negative media attention, (e) damage to our consumer and associate relationships and reputation, and (f) fines or lawsuits.Our operating results depend on preparing accurate sales forecasts and properly managing our inventory levels.
Using sales forecasts, we place orders with manufacturers for some of our products prior to the time we receive all of our customers’ orders to minimize purchasing costs, the time necessary to fill customer orders and the risk of non-delivery. We also maintain an inventory of certain products that we anticipate will be in greater demand. At the retail level, we place orders for products many months in advance of our key selling seasons. Adverse economic conditions and rapidly changing consumer preferences can make it difficult for us and our retail customers to accurately forecast product trends in order to match production with demand. If we fail to accurately assess consumer fashion tastes and the impact of economic factors on consumer spending or to effectively differentiate our retail and wholesale offerings, our inventory levels may exceed customer demand, resulting in inventory write-downs, higher carrying costs, lower gross margins or the sale of excess inventory at discounted prices, which could significantly impact our financial results. Conversely, if we underestimate consumer demand for our products or if our manufacturers fail to supply the quality products that we require in a timely manner, we may experience inventory shortages. Inventory shortages may delay shipments to customers (and possibly require us to offer discounts or costly expedited shipping), negatively impact retailer and distributor relationships, adversely impact our sales results and diminish brand awareness and loyalty. The COVID-19 outbreak haspandemic resulted in lower sales during 2020, and lower sales projections, particularly in the first half of 2020.projections. The full impact of the pandemic and its impact on consumer sentiment is difficult to estimate. In addition, the impact of the pandemic on our third-party independent manufacturers in China or other countries did cause temporary disruptions in our supply chain; however, the majority of our factory partners are now operational.
We are reliant upon our information technology systems, and any major disruption of these systems could adversely impact our ability to effectively operate our business.
Our computer network and systems are essential to all aspects of our operations, including design, pricing, production, accounting, reporting, forecasting, ordering, manufacturing, transportation, sales and distribution. Our ability to manage and maintain our inventory and to deliver products in a timely manner depends on these systems. If any of these systems fails to operate as expected, we experience problems with transitioning to upgraded or replacement systems, a breach in security occurs or a natural disaster interrupts system functions, we may experience delays in product fulfillment and reduced efficiency in our operations or be required to expend significant capital to correct the problem, which may have an adverse effect on our results of operations and financial condition.
A cybersecurity breach may adversely affect our sales and reputation.
We routinely possess sensitive consumer and associate information and periodically provide it to third parties for analysis, benefit distribution or compliance purposes. While we believe we have taken reasonable and appropriate steps to protect that information, hackers and data thieves operate sophisticated, large-scale attacks that could breach our information systems, despite ongoing security measures. In addition, we are required to comply with increasingly complex regulations designed to protect our business and personal data. Any breach of our network security, a third-party’s network security or failure to comply with applicable regulations may result in (a) the loss of valuable business data and/or our consumers’ or associates’ personal information, (b) increased costs associated with implementing additional protections and processes, (c) a disruption of our business and a loss of sales, (d) negative media attention, (e) damage to our consumer and associate relationships and reputation, and (f) fines or lawsuits.
Customer concentration and other trends in customer behavior may lead to a reduction in or loss of sales.
Our wholesale customers include national chains, online retailers, department stores, mass merchandisers, independent retailers and catalogs. Several of our customers operate multiple department store divisions. Furthermore, we often sell multiple types of branded, licensed and private-label footwear to these same customers. While we believe purchasing decisions in many cases are made independently by the buyers and merchandisers of each of the customers, a decision by a significant customer to decrease the amount of footwear products purchased from us could have a material adverse effect on our business, financial condition or results of operations.
In addition, with the growing trend toward retail trade consolidation, including store count reductions at major retail chains, and consumers' continued shift to online shopping, we and our wholesale customers increasingly depend upon a reduced number of key retailers whose bargaining strength is growing. This consolidation may result in the following adverse consequences:
| •
| Our wholesale customers may seek more favorable terms for their purchases of our products, which could limit our ability to raise prices, recoup cost increases or achieve our profit goals.
|
| •
| The number of stores that carry our products could decline, thereby exposing us to a greater concentration of accounts receivable risk and negatively impacting our brand visibility.
|
We also face the following risks with respect to our customers:
| | |
| •
| Our customers could develop in-house brands or use a higher mix of private-label footwear products, which would negatively impact our sales.
|
| •
| As we sell our products to customers and extend credit based on an evaluation of each customer’s financial condition, the financial difficulties of a customer could cause us to stop doing business with that customer, reduce our business with that customer or be unable to collect from that customer.
|
| •
| Since we transact primarily in United States dollars, our international customers could purchase from competitors who will transact business in their local currency.
|
| •
| Certain of our major wholesale customers have experienced a significant downturn or disruption in their business, including the impact of COVID-19. Many of our wholesale customers are having temporary store closures and have sought to cancel orders. If our customers continue to experience significant downturns or disruptions in their business, we expect these customers will reduce their purchases of our products.
|
| •
| Retailers are directly sourcing more of their products directly from foreign manufacturers and reducing their reliance on wholesalers, which could have a material adverse effect on our business and results of operations.
|
Transitional challenges with acquisitions could result in unexpected expenditures of time and resources.
Periodically, we pursue acquisitions of other companies or businesses, such as our 2018 acquisitions of Blowfish Malibu and Vionic, as further discussed in Note 2 to the consolidated financial statements. Although we review the records of acquisition candidates, the review may not reveal all existing or potential problems. As a result, we may not accurately assess the value of the business and may, accordingly, ultimately assume unknown adverse operating conditions and/or unanticipated expenses and liabilities related to the acquisition. Acquisitions may also cause us to incur debt, write-offs of goodwill or intangible assets if the business does not perform as well as expected and substantial amortization expenses associated with other intangible assets. We face the risk that the returns on acquisitions will not support the expenditures or indebtedness incurred to acquire or launch such businesses. We also face the risk that we will not be able to integrate acquisitions into our existing operations effectively without substantial expense, delay or other operational or financial problems. Integration may be hindered by, among other things, differing procedures, including internal controls, business practices and technology systems. We may need to allocate more management resources to integration than we planned, which may adversely affect our ability to pursue other profitable activities.
A disruption in the effective functioning of our distribution centers could adversely affect our ability to deliver inventory on a timely basis.
We currently use several leased distribution centers, which are leased or third-party managed. These distribution centers serve as the source of replenishment of inventory for our footwear stores and e-commerce websites operated by our Famous Footwear and Brand Portfolio segments and serve the wholesale operations of our Brand Portfolio segment. Our success depends on our ability to handle the rapid consumer shift to online shopping and single pair shipments, which requires significant capital to operate with a greater level of sophistication and automation, as well as higher processing and distribution costs. We may be unable to successfully manage, negotiate or renew our third-party distribution center agreements,leases, or we may experience complications with respect to our distribution centers, such as substantial damage to, or destruction of, such facilities due to natural disasters or ineffective information technology systems. In such an event, our other distribution centers may not be able to support the resulting additional distribution demands and we may be unable to locate alternative persons or entities capable of fulfilling our distribution needs, resulting in an adverse effect on our ability to deliver inventory on a timely basis. The COVID-19 outbreak maypandemic has also adversely impactimpacted the effective operation of our distribution centers as a result of temporary retail store closures, labor shortages as a result of government mandates to stop the spread of the virus, orand disruptions to the supply chain. Some of our distribution centers are located in California, which is a state that has been more severely impacted by COVID-19.
Foreign currency fluctuations may result in higher costs and decreased gross profits.
Although we purchase most of our products from foreign manufacturers in United States dollars and otherwise engage in foreign currency hedging transactions, we cannot ensure that we will not experience cost variations with respect to exchange rate changes. Currency exchange rate fluctuations may also adversely impact third parties who manufacture the Company’s products by making their purchases of raw materials or other production costs more expensive and more difficult to finance, resulting in higher prices and lower margins for the Company, its distributors and licensees.
Changes in tax laws may result in increased volatility in our effective tax rates.
Our financial results are significantly impacted by the effective tax rates of both our domestic and international operations. Our effective income tax rate could be adversely affected by certain provisions of Tax Cuts and Jobs Act (the "Act"), which was enacted in December 2017, that directly affect foreign earnings, such as the global intangible low-taxed income tax ("GILTI") and base-erosion and anti-abuse tax provisions ("BEAT"). Other factors, such as changes in the mix of earnings in countries with differing statutory tax rates, changes in permitted deductions, changes in tax laws, interpretations, policies and treaties and the outcome of income tax audits in various jurisdictions, may result in higher taxes, lower profitability and increased volatility in our financial results.
Our success depends on our ability to retain senior management and recruit and retain other key associates.
Our success depends on our ability to attract, retain and motivate qualified management, administrative, product development and sales personnel to support existing operations and future growth. In addition, our ability to successfully integrate acquired businesses often depends on our ability to retain incumbent personnel, many of whom possess valuable institutional knowledge and operating experience. Competition for qualified personnel in the footwear industry is intense and we compete for these individuals with other companies that in many cases have superior financial and other resources. The loss of the services of any member of our senior management or key associates, the inability to attract and retain other qualified personnel or the inability to effectively transition positions could adversely affect the sales, design and production of our products as well as the implementation of our strategic initiatives.
If we are unable to maintain working relationships with our major branded suppliers, our business, results of operations, financial condition and cash flows may be adversely impacted.
Our Famous Footwear segment purchases a substantial portion of its footwear products from major branded suppliers. Products purchased from three key third-party suppliers (Nike, Skechers and adidas) represented approximately 25% of consolidated net sales. As is common in the industry, we do not have any long-term contracts with our suppliers. In addition, the success of our financial performance is dependent on the ability of our Famous Footwear segment to obtain products from our suppliers on a timely basis and on acceptable terms. While we believe our relationships with our current suppliers are good, the loss of any of our major suppliers or product developed exclusively for our Famous Footwear stores could have a material adverse effect on our business, financial condition and results of operations. In addition, negative trends in global economic conditions may adversely impact our suppliers. If these third parties do not perform their
obligations or are unable to provide us with the materials and services we need at prices and terms that are acceptable to us, our ability to meet our consumers’ demand could be adversely affected.
Our retail business depends on our ability to secure affordable and desirable leased locations without creating a competitive concentration of stores.
The success of the retail business within our Famous Footwear and Brand Portfolio segments depends, in part, on our ability to secure affordable, long-term leases in desirable locations for our leased retail footwear stores and to secure renewals of such leases. As consumer shopping preferences have evolved, we continue to focus on opening stores in locations with a greater penetration of high-value consumers. No assurance can be given that we will be able to successfully negotiate lease renewals for existing stores or obtain acceptable terms for new stores in desirable locations. In addition, opening new stores in our existing markets may result in reduced net sales in existing stores as our stores become more concentrated in the markets we serve. As a result, the number of consumers and financial performance of individual stores may decline and the average sales per square foot at our stores may be reduced. Due to the changing retail landscape, we may want to reduce the number of retail store locations but may be unable to successfully exit lease agreements. This may result in impairments or lease termination charges that adversely impact our financial results.
Damage to our reputation or brands may negatively impact our business
Our ability to maintain our reputation is integral to the success of our business. Failure to maintain quality merchandise and quality customer service may damage our reputation. The consumer’s perception of us, our stores and our brands, whether justified or not, could harm our reputation. Our success depends, in part, on our ability to keep existing consumers while also attracting new consumers and a damaged reputation will hinder that ability.
In addition, the increased use of social media by us and by our consumer has also increased the risk to our reputation. Negative commentary regarding us or the products we sell may be posted on social media at any time. Consumers value readily available information and may rely on negative commentary without regard to its accuracy. If we are unable to effectively manage social media, our reputation and consumer’s perception of our brands may be negatively impacted. Damage to our brands and reputation could have a material adverse effect on our business, results of operations, financial position and cash flow.
A significant portion of our Famous Footwear sales are dependent on our Famous Footwear loyalty program, Famously You Rewards ("Rewards"), and any decrease in sales from Rewards could have a material adverse impact on our sales.
Rewards is a customer loyalty program that drives sales and traffic for the Famous Footwear segment. Rewards members earn points toward savings certificates for qualifying purchases. Upon reaching specified point values, members are issued a savings certificate, which may be redeemed for purchases at Famous Footwear. Approximately 79% of our 2020 sales within the Famous Footwear segment were generated by our Rewards members. If our Rewards members do not continue to shop at Famous Footwear, our sales may be adversely affected.
Transitional challenges with acquisitions and divestitures could result in unexpected expenditures of time and resources.
As part of our business strategy, we periodically pursue acquisitions of other companies or businesses, such as our 2018 acquisitions of Blowfish Malibu and Vionic, as further discussed in Note 2 to the consolidated financial statements, as well as divestitures of our businesses, such as the exit of the vast majority of our Naturalizer retail locations. Although we review the records of acquisition candidates, the review may not reveal all existing or potential problems. As a result, we may not accurately assess the value of the business and may, accordingly, ultimately assume unknown adverse operating conditions and/or unanticipated expenses and liabilities related to the acquisition. Acquisitions may also cause us to incur debt, write-offs of goodwill or intangible assets if the business does not perform as well as expected and substantial amortization expenses associated with other intangible assets. We face the risk that the returns on acquisitions will not support the expenditures or indebtedness incurred to acquire or launch such businesses. We also face the risk that we will not be able to integrate acquisitions into our existing operations or divest our businesses effectively without substantial expense, delay or other operational or financial problems. Integration may be hindered by, among other things, differing procedures, including internal controls, business practices and technology systems. We may need to allocate more management resources to integration than we planned, which may adversely affect our ability to pursue other profitable activities.
TAX, LEGAL, AND REGULATORY RISKS
Changes in tax laws may result in increased volatility in our effective tax rates.
Our financial results are significantly impacted by the effective tax rates of both our domestic and international operations. Future changes in tax laws, including income tax changes proposed by the new presidential administration, combined with the current political environment created by a change of control in Congress, could materially impact our effective tax rate. Our effective income tax rate could also be adversely affected by certain provisions of Tax Cuts and Jobs Act (the "Act"), which was enacted in December 2017, that directly affect international earnings, such as the global intangible low-taxed income tax ("GILTI") and base-erosion and anti-abuse tax provisions ("BEAT"). Other factors, such as changes in the mix of earnings in countries with differing statutory tax rates, changes in permitted deductions, interpretations, policies and treaties and the outcome of income tax audits in various jurisdictions, may result in higher taxes, lower profitability and increased volatility in our financial results.
Our business, sales and brand value could be harmed by violations of labor, trade or other laws.
We focus on doing business with those suppliers who share our commitment to responsible business practices and the principles set forth in our Production Code of Conduct (the “PCOC”). By requiring our suppliers to comply with the PCOC, we encourage our suppliers to promote best practices and work toward continual improvement throughout their production operations. The PCOC sets forth standards for working conditions and other matters, including compliance with applicable labor practices, workplace environment and compliance with laws. Although we promote ethical business practices, we do not control our suppliers or their labor practices. A failure by any of our suppliers to adhere to these standards or laws could cause us to incur additional costs for our products or cause negative publicity and harm our business and reputation. We also require our suppliers to meet our standards for product safety, including compliance with applicable laws and standards with respect to safety issues, including lead content in paint. Failure by any of our suppliers to adhere to product safety standards could lead to a product recall, which may result in critical media coverage, harm our business and reputation, and cause us to incur additional costs.
In addition, if we, or our suppliers or foreigninternational manufacturers, violate United States or foreigninternational trade laws or regulations, we may be subject to additional duties, significant monetary penalties, the seizure and forfeiture of the products we are attempting to import or the loss of our import privileges. Possible violations of United States or foreigninternational laws or regulations could include inadequate record keeping of our imported products, misstatements or errors as to the origin, classification, marketing or valuation of our imported products, fraudulent visas or labor violations. The effects of these factors could render our conduct of business in a particular country undesirable or impractical and have a negative impact on our operating results.
If we are unable to maintain working relationships with our major branded suppliers, our business, results of operations, financial condition and cash flows may be adversely impacted.
Our Famous Footwear segment purchases a substantial portion of its footwear products from major branded suppliers. Purchases from one major branded supplier, Nike, Inc., comprises approximately 23% of sales for the Famous Footwear segment. As is common in the industry, we do not have any long-term contracts with our suppliers. In addition, the success of our financial performance is dependent on the ability of our Famous Footwear segment to obtain products from our suppliers on a timely basis and on acceptable terms. While we believe our relationships with our current suppliers are good, the loss of any of our major suppliers or product developed exclusively for our Famous Footwear stores could have a material adverse effect on our business, financial condition and results of operations. In addition, negative trends in global economic conditions may adversely impact our suppliers. If these third parties do not perform their obligations or are unable to provide us with the materials and services we need at prices and terms that are acceptable to us, our ability to meet our consumers’ demand could be adversely affected.
Our reputation and competitive position are dependent on our ability to license well-recognized brands, license our own brands under successful licensing arrangements and protect our intellectual property rights.
Licenses - Company as Licensee
Although we own most of our wholesale brands, we also rely on our ability to attract, retain and maintain good relationships with licensors that have strong, well-recognized brands and trademarks.trade names. Our license agreements are generally for an initial term of two to four years, subject to renewal, and there can be no assurance that we will be able to renew these licenses. Even our longer-term or renewable licenses are typically dependent upon our ability to market and sell the licensed products at specified levels, and the failure to meet such levels may result in the termination or non-renewal of such licenses. Furthermore, many of our license agreements require minimum royalty payments, and if we are unable to generate sufficient sales and profitability to cover these minimum royalty requirements, we may be required to make additional payments to the licensors that could have a material adverse effect on our business and results of operations. In addition, because certain of our license agreements are non-exclusive, new or existing competitors may obtain licenses with overlapping product or geographic terms, resulting in increased competition for a particular market.
Licenses - Company as Licensor
We have entered into numerous license agreements with respect to the brands and trademarkstrade names that we own. While we have significant control over our licensees’ products and advertising, we generally cannot control their operational and financial issues. If our licensees are not able to meet annual sales and royalty goals, obtain financing, manage their supply chain, control quality and maintain positive relationships with their customers, our business, results of operations and financial position may be adversely affected. While we would likely have the ability to terminate an underperforming
license, it may be difficult and costly to locate an acceptable substitute distributor or licensee, and we may experience a disruption in our sales and brand visibility. In addition, although many of our license agreements prohibit the licensees from entering into licensing arrangements with certain of our competitors, they are generally not prohibited from offering, under other brands, the types of products covered by their license agreements with us.
Trademarks
We believe that our trademarks and trade names are important to our success and competitive position because our distinctive marks create a market for our products and distinguish our products from other products. We cannot, however, guarantee that we will be able to secure protection for our intellectual property in the future or that such protection will be adequate for future operations. Furthermore, we face the risk of ineffective protection of intellectual property rights in jurisdictions where we source and distribute our products, some of which do not protect intellectual property rights to the same extent as the United States. If we are unsuccessful in challenging a party’s products on the basis of infringement of our intellectual property rights, continued sales of these products could adversely affect our sales, devalue our brands and result in a shift in consumer preference away from our products. We may face significant expenses and liability in connection with the protection of our intellectual property rights, and if we are unable to successfully protect our rights or resolve intellectual property conflicts with others, our business or financial condition could be adversely affected.
Our retail business depends on our ability to secure affordable and desirable leased locations without creating a competitive concentration of stores.
The success of the retail business within our Famous Footwear and Brand Portfolio segments depends, in part, on our ability to secure affordable, long-term leases in desirable locations for our leased retail footwear stores and to secure renewals of such leases. As consumer shopping preferences have evolved, we continue to focus on opening stores in locations with a greater penetration of high-value consumers. No assurance can be given that we will be able to successfully negotiate lease renewals for existing stores or obtain acceptable terms for new stores in desirable locations. In addition, opening new stores in our existing markets may result in reduced net sales in existing stores as our stores become more concentrated in the markets we serve. As a result, the number of consumers and financial performance of individual stores may decline and the average sales per square foot at our stores may be reduced. This may result in impairments that adversely impact our financial results.
Our quarterly sales and earnings may fluctuate, which may result in volatility in, or a decline in, our stock price.
Our quarterly sales and earnings can vary due to a number of factors, many of which are beyond our control, including the following:
| • | The recent COVID-19 pandemic has impacted the global economy. Sales and earnings in the first quarter of 2020 have been adversely impacted by the pandemic, and may continue to be impacted during 2020. |
| •
| Our Famous Footwear retail business is seasonally weighted to the back-to-school season, which primarily falls in our third fiscal quarter. As a result, the success of our back-to-school offering, which is affected by our ability to anticipate consumer demand and fashion trends, could have a disproportionate impact on our full year results.
|
| •
| In our wholesale business, sales of footwear are dependent on orders from our major customers, and they may change delivery schedules, change the mix of products they order or cancel orders without penalty.
|
| •
| Our wholesale customers have been moving toward lower initial orders and more replenishment orders, which may result in shifts of sales between quarters.
|
| •
| Our estimated annual tax rate is based on projections of our domestic and international operating results for the year, which we review and revise as necessary each quarter.
|
| •
| Our earnings are also sensitive to a number of factors that are beyond our control, including manufacturing and transportation costs, changes in product sales mix, geographic sales trends, weather conditions, consumer sentiment and currency exchange rate fluctuations.
|
As a result of these specific and other general factors, our operating results will vary from quarter to quarter and the results for any particular quarter may not be indicative of results for the full year. Any shortfall in sales or earnings from the levels expected by investors could cause a decrease in the trading price of our common stock.
We are subject to periodic litigation and other regulatory proceedings, which could result in the unexpected expenditure of time and resources.
We are a defendant from time to time in lawsuits and regulatory actions (including environmental matters) relating to our business and to our past operations. Due to the inherent uncertainties of litigation and regulatory proceedings, we cannot accurately predict the ultimate outcome of any such proceedings. An unfavorable outcome could have a material adverse impact on our business, financial condition and results of operations. In addition, regardless of the outcome of any litigation or regulatory proceedings, such proceedings are expensive and will require that we devote substantial resources and executive time to defend, thereby diverting management’s attention and resources that are needed to successfully run our business. See Item 3, Legal Proceedings, for further discussion of pending matters.
LIQUIDITY RISKS
A significant portion of our Famous Footwear sales are dependent on our Famous Footwear loyalty program, Famously You Rewards ("Rewards"), and any decrease in sales from Rewards could have a material adverse impact on our sales.
Rewards is a customer loyalty program that drives sales and traffic for the Famous Footwear segment. Rewards members earn points toward savings certificates for qualifying purchases. Upon reaching specified point values, members are issued a savings certificate, which may be redeemed for purchases at Famous Footwear. Approximately 78% of our fiscal 2019 sales within the Famous Footwear segment were generated by our Rewards members. If our Rewards members do not continue to shop at Famous Footwear, our sales may be adversely affected.
Our business, results of operations, financial condition and cash flows could be adversely affected by the failure of financial institutions to fulfill their commitments under our Credit Agreement.
The ThirdFourth Amendment to our Fourth Amended and Restated Credit Agreement (the “Credit Agreement”), which matures on January 18, 2024, is provided by a syndicate of financial institutions, with each institution agreeing severally (and not jointly) to make revolving credit loans to us in an aggregate amount of up to $500.0$600.0 million in accordance with the terms of the Credit Agreement. In addition, the Credit Agreement provides for an increase at the Company'sCompany’s option by up to $250.0$150.0 million. As a result of the COVID-19 pandemic, many companies are relying on bank funding for working capital needs. If one or more of the financial institutions participating in the Credit Agreement were to default on its obligation to fund its commitment, the portion of the facility provided by such defaulting financial institution may not be available to us.
If we are unable to maintain our credit rating, our ability to access capital and interest rates may be negatively impacted.
The credit rating agencies periodically review our capital structure and the quality and stability of our earnings. Any negative ratings actions, such as the March 2020 downgrades of our credit rating by Moody'sMoody’s and S&P in 2020, could constrain the capital available to us or our industry and could limit our access to long-term funding or cause such access to be available at a higher borrowing cost for our operations. We are dependent upon our ability to access capital at rates and on terms we determine to be attractive. If our ability to access capital becomes constrained, our interest expense will likely increase, which could adversely affect our financial condition and results of operations. In addition, as of February 1, 2020,January 30, 2021, total borrowing availability under the Credit Agreement was $214.1 million.$136.0 million. Failure to meet our debt covenants under the Credit Agreement may require the Company to seek waivers or amendments of the debt covenants, alternative or additional sources of financing or reduce expenditures.
ITEM 1BUNRESOLVED STAFF COMMENTS
ITEM 1B
| UNRESOLVED STAFF COMMENTS
|
There are no unresolved written comments that were received from the SEC staff 180 days or more before the end of our fiscal year relating to our periodic or current reports under the Securities Exchange Act of 1934, as amended.
ITEM 2PROPERTIES | PROPERTIES
|
We own our principal executive, sales and administrative offices located in Clayton (“St. Louis”), Missouri.
Our retail operations, included in both our Famous Footwear and Brand Portfolio segments, are conducted throughout the United States, Canada, China Guam and ItalyGuam and involve the operation of 1,1771,086 shoe stores, including 10172 in Canada. All store locations, excluding our Perth, Ontario outlet store, are leased, with approximately 42%40% of them having renewal options. The footwear sold through our domestic wholesale business is primarily processed through our leased distribution centers in Chino, California and Lebanon, Tennessee or our third-party facilities in Vacaville, California and Fontana, California.
Tennessee.
The following table summarizes the location and general use of the Company'sCompany’s primary properties:
| | | | | | |
Location |
| Owned/Leased |
| Segment |
| Use |
Clayton, Missouri | | Owned | | Famous Footwear and Brand Portfolio | | Principal corporate, executive, sales and administrative offices |
United States, Canada, GuamChina and ItalyGuam | | Leased | | Famous Footwear and Brand Portfolio | | Retail operations |
Chino, California (1) | | Leased | | Brand Portfolio | | Distribution centers |
Lebanon, Tennessee(2) | | Leased | | Famous Footwear and Brand Portfolio | | Distribution center |
Lebec, California(3) | | Leased | | Famous Footwear | | Distribution center |
New York, New York | | Leased | | Brand Portfolio | | Office space and showrooms |
Perth, Ontario(4) | | Owned | | Famous Footwear and Brand Portfolio | | Distribution center and outlet center |
San Rafael and Culver City, California | | Leased | | Brand Portfolio | | Office space |
Dongguan, China | | Leased | | Brand Portfolio | | Office space and sample-making facility |
Santiago, Dominican Republic | | Leased | | Brand Portfolio | | Manufacturing facility |
Port Washington, Wisconsin | | Owned | | Brand Portfolio | | Manufacturing and recrafting facility and office space
|
| (1)
| Manufacturing and recrafting facility and office space |
| (1) | This campus includes two company-operated distribution centers with approximately 725,000 and 606,000 square feet at each respective location. |
| (2) | (2)
| This distribution center is approximately 540,000 square feet. |
| (3) | (3)
| This distribution center is approximately 350,000 square feet. |
| (4) | (4)
| This distribution center is approximately 150,000 square feet. |
We also own a building in Denver, Colorado, which is leased to a third party;party, and undeveloped land in Colorado and New York. See Item 3, Legal Proceedings, for further discussion of certain of these properties.
ITEM 3LEGAL PROCEEDINGS
We are involved in legal proceedings and litigation arising in the ordinary course of business. In the opinion of management, the outcome of such ordinary course business proceedings and litigation currently pending will not have a material adverse effect on our results of operations or financial position.
Our prior operations included numerous manufacturing and other facilities for which we may have responsibility under various environmental laws to address conditions that may be identified in the future. We are involved in environmental remediation and ongoing compliance activities at several sites and have been notified that we are or may be a potentially responsible party at several other sites. We are remediating, under the oversight of Colorado authorities, contamination at and beneath our owned facility in Colorado (also known as the “Redfield” site) and groundwater and indoor air in
residential neighborhoods adjacent to and near the property, which have been affected by solvents previously used at the site and surrounding facilities.
Refer to Note 18 to the consolidated financial statements for additional information related to the Redfield matter and other legal proceedings.
ITEM 4MINE SAFETY DISCLOSURES
ITEM 4
| MINE SAFETY DISCLOSURES
|
Not applicable.
PART II
PART II
ITEM 5MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES |
ITEM 5
| MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
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Our common stock is listed on the New York Stock Exchange (“NYSE”) under the trading symbol “CAL.” As of February 1, 2020,January 30, 2021, we had 3,2813,330 shareholders of record.
Issuer Purchases of Equity Securities
The following table provides information relating to our repurchases of common stock during the fourth quarter of 2019:2020:
Fiscal Period | | Total Number of Shares Purchased (1) | | | Average Price Paid per Share(1) | | | Total Number of Shares Purchased as Part of Publicly Announced Program(2) | | | Maximum Number of Shares that May Yet Be Purchased Under the Program (2) | |
November 3, 2019 - November 30, 2019 | | | — | | | $ | — | | | | — | | | | 5,669,110 | |
December 1, 2019 - January 4, 2020 | | | 1,238 | | | | 22.33 | | | | — | | | | 5,669,110 | |
January 5, 2020 - February 1, 2020 | | | 116,617 | | | | 19.57 | | | | 115,499 | | | | 5,553,611 | |
Total | | | 117,855 | | | $ | 19.60 | | | | 115,499 | | | | 5,553,611 | |
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| | | | | | | Total Number of | | Maximum Number |
| | | | | | | Shares Purchased | | of Shares that May |
| | Total Number | | | Average Price | | as Part of Publicly | | Yet Be Purchased |
Fiscal | | of Shares | | | Paid per | | Publicly Announced | | Purchased Under |
Period | | Purchased (1) | | | Share (1) | | Program (2) | | the Program (2) |
November 1, 2020 - November 28, 2020 | | 2,164 | | $ | 12.22 | | — | | 2,651,489 |
November 29, 2020 - January 2, 2021 | | 2,431 | | | 12.71 | | — | | 2,651,489 |
January 3, 2021 - January 30, 2021 | | — | | | — | | — | | 2,651,489 |
Total | | 4,595 | | $ | 12.48 | | — | | 2,651,489 |
(1) | Includes shares purchased as part of our publicly announced stock repurchase program and shares that are tendered by employees related to certain share-based awards. The employee shares were tendered in satisfaction of the exercise price of stock options and/or to satisfy tax withholding amounts for non-qualified stock options, restricted stock and stock performance awards. |
| (2) | |
(2)
| On December 14, 2018, the Board of Directors approved a stock repurchase program ("2018 Program") authorizing the purchase of up to 2,500,000 shares of our outstanding common stock either on the open market or in private transactions. Under this plan, 1,704,240 shares were repurchased during 2019. Therefore, there were 553,611 shares authorized to be repurchased under the 2018 Program as of February 1, 2020.stock. In addition, on September 2, 2019, the Board of Directors approved a stock repurchase program ("2019 Program") authorizing the purchase of up to 5,000,000 shares of our outstanding common stock eitherstock. We can use the repurchase programs to repurchase shares on the open market or in private transactions. There were noUnder these plans, the Company repurchased 2,902,122 shares repurchased under this planduring 2020 and 1,704,240 shares during 2019. Therefore,As of January 30, 2021, there were 5,000,0002,651,489 shares authorized to be repurchased under the 2019 Program as of February 1, 2020.repurchase programs. Our repurchases of common stock are limited under our debt agreements. |
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Stock Performance Graph
The following performance graph compares the cumulative total return on our common stock with the cumulative total return of the following indices: (i) the S&P© SmallCap 600 Stock Index and (ii) a peer group of companies believed to be engaged in similar businesses. Our peer group consists of Designer Brands, Inc., Genesco, Inc., Shoe Carnival, Inc., Skechers U.S.A., Inc., Steven Madden, Ltd. and Wolverine World Wide, Inc.
Our fiscal year ends on the Saturday nearest to each January 31. Accordingly, share prices are as of the last business day in each fiscal year. The graph assumes that the value of the investment in our common stock and each index was $100 at January 31, 2015.30, 2016. The graph also assumes that all dividends were reinvested and that investments were held through February 1, 2020.January 30, 2021. These indices are included for comparative purposes only and do not necessarily reflect management’s opinion that such indices are an appropriate measure of the relative performance of the stock involved and are not intended to forecast or be indicative of possible future performance of the common stock.
*$100 invested on January 31, 201530, 2016 in stock or index, including reinvestment of dividends. Index calculated on daily basis.
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| | 1/30/2016 | | 1/28/2017 | | 2/3/2018 | | 2/2/2019 | | 2/1/2020 | | 1/30/2021 |
Caleres, Inc. | | $ | 100.00 | | $ | 111.82 | | $ | 109.26 | | $ | 113.36 | | $ | 68.03 | | $ | 61.17 |
Peer Group | | | 100.00 | | | 99.94 | | | 129.21 | | | 124.89 | | | 133.13 | | | 123.26 |
S&P© SmallCap 600 Stock Index | | | 100.00 | | | 135.00 | | | 154.01 | | | 154.55 | | | 164.80 | | | 202.99 |
| | | 1/31/2015 | | | 1/30/2016 | | | 1/28/2017 | | | 2/3/2018 | | | 2/2/2019 | | | 2/1/2020 | |
Caleres, Inc. | | $ | 100.00 | | | $ | 95.55 | | | $ | 106.84 | | | $ | 104.39 | | | $ | 108.31 | | | $ | 65.00 | |
Peer Group | | | 100.00 | | | | 91.88 | | | | 91.82 | | | | 118.72 | | | | 114.75 | | | | 122.32 | |
S&P© SmallCap 600 Stock Index | | | 100.00 | | | | 95.31 | | | | 128.67 | | | | 146.79 | | | | 147.31 | | | | 157.07 | |
ITEM 6SELECTED FINANCIAL DATA | SELECTED FINANCIAL DATA
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The selected financial data set forth below should be read in conjunction with the consolidated financial statements and notes thereto and the other information contained elsewhere in this report. Our accounting period is based upon a traditional retail calendar, which ends on the Saturday nearest January 31. Periodically, this results in a fiscal year that includes 53 weeks, which can affect annual comparisons. Our 2017 fiscal year included 53 weeks, while our 2019, 2018, 2016 and 2015 fiscal years each included 52 weeks.
| | | 2019 | | | 2018 | | | 2017 | | | 2016 | | | 2015 | |
($ thousands, except per share amounts) | | (52 Weeks) | | | (52 Weeks) | | | (53 Weeks) | | | (52 Weeks) | | | (52 Weeks) | |
Operations: | | | | | | | | | | | | | | | | | | | | |
Net sales | | $ | 2,921,562 | | | $ | 2,834,846 | | | $ | 2,785,584 | | | $ | 2,579,388 | | | $ | 2,577,430 | |
Cost of goods sold | | | 1,737,202 | | | | 1,678,502 | | | | 1,616,935 | | | | 1,517,397 | | | | 1,529,627 | |
Gross profit | | | 1,184,360 | | | | 1,156,344 | | | | 1,168,649 | | | | 1,061,991 | | | | 1,047,803 | |
Selling and administrative expenses | | | 1,065,760 | | | | 1,041,765 | | | | 1,036,051 | | | | 942,595 | | | | 931,707 | |
Impairment of goodwill and intangible assets (1) | | | — | | | | 98,044 | | | | — | | | | — | | | | — | |
Restructuring and other special charges, net | | | 14,787 | | | | 16,134 | | | | 4,915 | | | | 23,404 | | | | — | |
Operating earnings | | | 103,813 | | | | 401 | | | | 127,683 | | | | 95,992 | | | | 116,096 | |
Interest expense, net (2) | | | (33,123 | ) | | | (18,277 | ) | | | (17,325 | ) | | | (13,731 | ) | | | (15,690 | ) |
Loss on early extinguishment of debt | | | — | | | | (186 | ) | | | — | | | | — | | | | (10,651 | ) |
Other income, net | | | 7,903 | | | | 12,308 | | | | 12,348 | | | | 14,993 | | | | 19,011 | |
Earnings (loss) before income taxes | | | 78,593 | | | | (5,754 | ) | | | 122,706 | | | | 97,254 | | | | 108,766 | |
Income tax (provision) benefit | | | (16,511 | ) | | | 273 | | | | (35,475 | ) | | | (31,168 | ) | | | (26,942 | ) |
Net earnings (loss) | | | 62,082 | | | | (5,481 | ) | | | 87,231 | | | | 66,086 | | | | 81,824 | |
Net (loss) earnings attributable to noncontrolling interests | | | (737 | ) | | | (40 | ) | | | 31 | | | | 428 | | | | 345 | |
Net earnings (loss) attributable to Caleres, Inc. | | $ | 62,819 | | | $ | (5,441 | ) | | $ | 87,200 | | | $ | 65,658 | | | $ | 81,479 | |
Operations: | | | | | | | | | | | | | | | | | | | | |
Return on net sales | | | 2.2 | % | | | (0.2 | )% | | | 3.1 | % | | | 2.5 | % | | | 3.2 | % |
Return on beginning Caleres, Inc. shareholders' equity | | | 9.9 | % | | | (0.8 | )% | | | 14.2 | % | | | 10.9 | % | | | 15.1 | % |
Dividends paid | | $ | 11,422 | | | $ | 11,983 | | | $ | 12,027 | | | $ | 12,104 | | | $ | 12,253 | |
Purchases of property and equipment | | $ | 44,533 | | | $ | 62,483 | | | $ | 44,720 | | | $ | 50,523 | | | $ | 73,479 | |
Capitalized software | | $ | 5,619 | | | $ | 4,416 | | | $ | 6,458 | | | $ | 9,039 | | | $ | 7,735 | |
Depreciation and amortization (3) | | $ | 72,816 | | | $ | 64,907 | | | $ | 65,831 | | | $ | 57,857 | | | $ | 52,606 | |
Per Common Share: | | | | | | | | | | | | | | | | | | | | |
Basic earnings (loss) per common share attributable to Caleres, Inc. shareholders | | $ | 1.53 | | | $ | (0.13 | ) | | $ | 2.03 | | | $ | 1.52 | | | $ | 1.86 | |
Diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders | | | 1.53 | | | | (0.13 | ) | | | 2.02 | | | | 1.52 | | | | 1.85 | |
Dividends paid | | | 0.28 | | | | 0.28 | | | | 0.28 | | | | 0.28 | | | | 0.28 | |
Ending Caleres, Inc. shareholders’ equity (4) | | | 15.99 | | | | 15.14 | | | | 16.67 | | | | 14.27 | | | | 13.78 | |
Financial Position: | | | | | | | | | | | | | | | | | | | | |
Receivables, net | | $ | 162,181 | | | $ | 191,722 | | | $ | 152,613 | | | $ | 153,121 | | | $ | 153,664 | |
Inventories, net | | | 618,406 | | | | 683,171 | | | | 569,379 | | | | 585,764 | | | | 546,745 | |
Working capital | | | 31,349 | | | | 123,111 | | | | 416,630 | | | | 316,150 | | | | 484,766 | |
Property and equipment, net | | | 224,846 | | | | 230,784 | | | | 212,799 | | | | 219,196 | | | | 179,010 | |
Total assets | | | 2,431,707 | | | | 1,838,568 | | | | 1,489,415 | | | | 1,475,273 | | | | 1,303,323 | |
Borrowings under revolving credit agreement | | | 275,000 | | | | 335,000 | | | | — | | | | 110,000 | | | | — | |
Long-term debt | | | 198,391 | | | | 197,932 | | | | 197,472 | | | | 197,003 | | | | 196,544 | |
Caleres, Inc. shareholders’ equity | | | 645,950 | | | | 634,053 | | | | 717,489 | | | | 613,117 | | | | 601,484 | |
Average common shares outstanding – basic | | | 39,796 | | | | 41,756 | | | | 41,801 | | | | 42,026 | | | | 42,455 | |
Average common shares outstanding – diluted | | | 39,853 | | | | 41,756 | | | | 41,980 | | | | 42,181 | | | | 42,656 | |
(1) | During 2018, we recognized $98.0 million of impairment charges associated with the goodwill and intangible assets of our Allen Edmonds business. Refer to Note 11 to the consolidated financial statements for further discussion.
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(2) | Interest expense, net in 2019 includes $6.0 million of accretion and fair value adjustments for the mandatory purchase obligation associated with the acquisition of Blowfish Malibu in July 2018. Refer to Note 2 and Note 15 to the consolidated financial statements for further discussion. |
(3) | Depreciation and amortization includes depreciation of property and equipment and amortization of capitalized software, intangibles and debt issuance costs, and debt discount. The amortization of debt issuance costs and debt discount is reflected within interest expense, net in our consolidated statements of earnings (loss) and totaled $7.2 million in 2019, $2.2 million in 2018, $1.8 million in 2017, $1.7 million in 2016 and $1.2 million in 2015.
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(4) | Ending Caleres, Inc. shareholders' equity is calculated by dividing Caleres, Inc. shareholders' equity by common shares outstanding at the end of the respective periods.
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All data presented reflects the fiscal year ended on the Saturday nearest to January 31. Refer to Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations, for additional information related to the selected financial data above. Certain prior period informationRegulation S-K has been restated to conform to the current period presentation.omitted in reliance on SEC Release No. 33-10890.
ITEM 7
| MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
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In December 2019, COVID-19, a contagious respiratory illness, was first identified in Wuhan, China. The worldwide spread of COVID-19 has caused travel and business disruption, as well as stock market volatility. There have been government mandates to stay at home or avoid large gatherings of people and consumer fear of becoming ill continues to grow. As a result, we have temporarily closed all of our Famous Footwear and Brand Portfolio stores in North America, effective March 19, 2020, for a minimum period of two weeks. While we continue to operate our e-commerce businesses, we have experienced a loss in sales and earnings as a result of the significant decline in customer traffic, both at our own retail stores and at those of our wholesale customers. Although the store closures are expected to be temporary, we cannot estimate the duration of the store closures and the impact to consumer sentiment, or the impact to the Company's financial operations and cash flows in 2020. In addition, we rely upon the facilities of our third-party manufacturers and offices in China and other countries to support our international business, as well as to export our products throughout the world. While we did experience some temporary disruption in our supply chain, the majority of our factory partners are now operational.
ITEM 7MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
We are closely monitoring the changing landscape with respect to COVID-19 and taking actions to effectively manage our business and support our consumers, while ensuring the health and safety of our associates. Nearly all associates have been empowered to work from home. We are taking steps to manage the Company's resources conservatively by reducing and/or deferring capital expenditures, inventory purchases and operating expenses to mitigate the adverse impact of the pandemic. These steps include, but are not limited to, associate furloughs for a significant portion of our workforce and salary reductions for all remaining associates during the temporary store closures, including associates at our distribution centers and corporate offices; minimizing costs associated with our closed retail facilities; reducing marketing expenses and reducing variable expenses during the store closure period. We also plan to reduce capital expenditures and defer Famous Footwear store remodels and planned store openings. In addition, as a precautionary measure to increase its cash position and preserve financial flexibility given the uncertainty in the United States and global markets resulting from COVID-19, the Company has increased the borrowings on its revolving credit facility from $275.0 million at February 1, 2020 to $440.0 million at the date of this filing. Borrowings under the revolving credit facility will bear interest at LIBOR plus a spread of between 1.25% and 1.5%. Proceeds from the revolving credit facility may be used for working capital needs or general business purposes.
OVERVIEW
Business Overview
We are a global footwear company with annual net sales of $2.9 billion. Our shoes are worn bythat operates retail shoe stores and e-commerce websites, and designs, develops, sources, and distributes footwear for people of all ages and ourages. Our mission is to inspire people to feel great...feet first. We offer the consumer a powerful portfolio of footwear brands built on deep consumer insights generating unwavering consumer loyalty and trust. As both a retailer and a wholesaler, we have a perspective on the marketplace that enables us to serve consumers from different vantage points. We believe our diversified business model provides us with synergies by spanning consumer segments, categories and distribution channels. A combination of thoughtful planning and rigorous execution is key to our success in optimizing our business and portfolio of brands. Our business strategy is focused on
continued market share gains, growing our e-commerce businessinvestments in technology, and leveraging our recent investments,sustainability, while remaining focused on meeting changing consumer demand.
Famous Footwear
Our Famous Footwear segment includes our Famous Footwear stores, Famous.comfamousfootwear.com and FamousFootwear.cafamousfootwear.ca in Canada. Famous Footwear is one of America’s leading family–branded footwear retailers with 949916 stores at the end of 20192020 and net sales of $1.6$1.3 billion in 2019.2020. Our focus for the Famous Footwear segment is on meeting the needs of a well-defined consumer by providing an assortment of trend-right, brand-name fashion, casual and athletic footwear at a great price, coupled with exclusive products.
price.
Brand Portfolio
Our Brand Portfolio segment is consumer-focused and we believe our success is dependent upon our ability to strengthen consumers’ preference for our brands by offering compelling style, quality, differentiated brand promises and innovative marketing campaigns. The segment is comprised of the Naturalizer, Vionic, Sam Edelman, Vionic,Dr. Scholl’s Shoes, Blowfish Malibu, Allen Edmonds, Dr. Scholl's Shoes,LifeStride, Franco Sarto, LifeStride, Blowfish Malibu,Rykä, Vince, Rykä, Bzees, Fergie, Carlos,Zodiac, Via Spiga and Veronica Beard and Zodiac brands. Through these brands, we offer our customers a diversified selection of footwear, each designed and targeted to a specific consumer segment within the marketplace. We are able to showcase many of our brands in our retail stores and online, leveraging our wholesale and retail platforms, sharing consumer insights across our businesses and testing new and innovative products. Our Brand Portfolio segment operates 228170 retail stores in the United States, Canada, China and Guam for our Naturalizer, Allen Edmonds and Sam Edelman brands. This segment also includes our e-commerce businesses that sell our branded footwear. In addition, during 2019, we announcedWe also operate a joint venture, with Brand Investment Holding, a member of the Gemkell Group. The joint venturewhich expands our international presence by distributing our Naturalizer and Sam Edelman brands in greater China,China.
COVID-19 Pandemic
The United States and global economies continue to be adversely affected by the coronavirus (“COVID-19”), which was declared a global pandemic by the World Health Organization in March 2020. During the first half of 2020, our retail stores were temporarily closed as a result of the COVID-19 pandemic. We took decisive actions to mitigate the adverse impact of the pandemic, including Hong Kong, Macauthe following:
| ● | Aligned our workforce and related expenses to meet the needs of a lower demand environment, including associate furloughs for a significant portion of the workforce, salary reductions for most remaining associates, and reductions in the cash retainers for our Board of Directors; |
| ● | Reduced marketing expenses and variable expenses during the store closure period; |
| ● | Tightly managed inventory levels, continuously balancing supply and demand; |
| ● | Leveraged strong supplier partnerships to reduce product receipts and extend payment terms; |
| ● | Negotiated with landlords to abate and/or defer certain lease payments; |
| ● | Eliminated or deferred all non-essential capital projects, including Famous Footwear store remodels and planned store openings, during the first half of 2020 and reduced capital expenditures for the remainder of 2020; |
| ● | Expanded e-commerce sales by capitalizing on the significant enhancements in our omni-channel capabilities; |
| ● | Utilized our expansive network of temporarily closed retail locations during the first half of 2020 as distribution centers to support increased e-commerce business; and |
| ● | Adapted our buy online, pick-up-in-store capability to include a contactless curbside pickup option at certain retail locations. |
In addition, as a precautionary measure to increase our cash position and Taiwan. preserve financial flexibility given the uncertainty in the United States and global markets resulting from the COVID-19 pandemic, we increased the borrowings on our revolving credit facility from $275.0 million at February 1, 2020 to $440.0 million in March 2020. We have made significant progress repaying the incremental borrowings from March, with total net repayments of $188.5 million since the end of the first quarter of 2020, reducing overall indebtedness to a level lower than the onset of the pandemic.
Although we have reopened all of our retail stores from the temporary store closures in the first half of 2020, our business results were negatively impacted in 2020 by the COVID-19 pandemic and continue to be impacted. Many of our stores have reduced operating hours and have experienced declines in foot traffic with stay-at-home orders and other government
mandates, which resulted in lower sales in 2020, despite the robust growth of our e-commerce business. In addition, a small number of stores have experienced additional closure days on a temporary basis, due to local government mandates or illness.
We believe we are better positioned and prepared to manage through this period as a result of the actions we took during 2020. However, the depth and duration of the pandemic and its impact on overall consumer confidence and spending is uncertain. While vaccination efforts are currently underway, we continue to experience disruption to our business, and expect that our 2021 financial results will continue to be adversely affected. The extent and duration of COVID-19 on our financial performance depends on many factors outside of our control, including actions taken by government officials, the pace of vaccination efforts and the introduction or spread of any COVID-19 variants.
Recent Developments – Brand Portfolio Retail Store Closings
During the fourth quarter of 2020, we announced the decision to close all but a limited number of our Naturalizer retail stores. During 2020, we closed 60 Naturalizer retail stores and anticipate the remaining 73 scheduled store closures to be completed by the end of the first quarter of 2021. Refer to further discussion below regarding the costs we incurred in 2020 associated with the store closures.
Financial Highlights
The following is a summary of the financial highlights for 2019:
2020:
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● | Consolidated net sales increased $86.8decreased $804.5 million, or 3.1%27.5%, to $2,921.6$2,117.1 million in 2019,2020, compared to $2,834.8$2,921.6 million last year, driven primarily by our 2018 acquisitionsthe impacts of Vionic and Blowfish Malibu,the COVID-19 pandemic, which contributed net sales growth of $132.1 million and $40.7 million, respectively, net of eliminations ($132.6 million and $46.5 million, respectively,led to the Brand Portfolio segment). Sales growth from acquisitions was partially offset by lower salestemporary closure of certain brands in our Brand Portfolio segment, including Sam Edelman and Allen Edmonds. Our Famous Footwear segment experienced an $18.7 million, or 1.2%, decrease in net sales attributable to the decline in the numberall of our retail stores while same-storefrom mid-March through mid-May, as well as canceled and reduced orders from our wholesale customers. The shift towards working from home resulted in softer demand for dress footwear categories. While nearly all of our brands experienced lower demand in 2020, our Allen Edmonds business was impacted more significantly. Although sales improvedwere adversely impacted by 2.0%. the COVID-19 pandemic throughout 2020, we experienced strong growth in our e-commerce business, with e-commerce sales penetration rising to 30% of consolidated net sales, compared to 20% in 2019. |
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● | Consolidated operating (loss) earnings increaseddecreased to $103.8an operating loss of $485.7 million in 2019,2020, compared to $0.4operating earnings of $103.8 million last year. The increasedecrease was primarily driven by the $98.0lower net sales, $286.5 million impairment charge in 2018 related toof non-cash goodwill and intangible assets forasset impairment charges and $96.7 million of restructuring and other special charges, primarily attributable to the COVID-19 pandemic and the ongoing efforts to exit our Allen Edmonds business, and a full year of earnings contribution from our 2018 acquisitions of Vionic and Blowfish Malibu, as described below. Naturalizer retail stores. |
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● | Consolidated net incomeloss attributable to Caleres, Inc. was $439.1 million, or $11.80 per diluted share, in 2020, compared to net earnings of $62.8 million, or $1.53 per diluted share, in 2019, compared to a net loss of $5.4 million, or $0.13 per diluted share, last year. |
The following items should be considered in evaluating the comparability of our 2020 and 2019 and 2018 results:
| •● | AcquisitionImpairment of Vionicgoodwill and intangible assets – On October 18, 2018,During 2020, we acquired the Vionic business for $360.7 million, which was funded with borrowings under our revolving credit agreement. Vionic contributed net sales of $177.4 million in 2019 and $45.3 million during the period from acquisition through February 2, 2019. In aggregate, we incurredrecorded non-cash impairment charges related to the acquisition and integration of Vionic of $7.7totaling $286.5 million ($5.7236.4 million on an after-tax basis, or $0.14$6.35 per diluted share) during 2019. We recorded $240.3 million of impairment associated with goodwill as a result of the unfavorable business climate and $13.4our lower stock price and market capitalization. In addition, we recorded $46.2 million of impairment associated with intangible assets, including the Allen Edmonds trade name and customer relationship intangible asset and Via Spiga trade name. There were no corresponding impairment charges in 2019. Refer to Note 1 and Note 11 to the consolidated financial statements for additional information related to these charges. |
| ● | Other COVID-19-related impairments and expenses – During 2020, we incurred costs associated with the COVID-19 pandemic and related impacts on the Company’s business, totaling $114.3 million ($9.9115.5 million on an after-tax basis, or $0.23$3.10 per diluted share) during 2018.. These costs included non-cash impairment charges included $5.8associated with property and equipment and lease right-of-use assets, inventory markdowns, employee severance and other expenses. Of the $114.3 million and $8.9in charges, $80.9 million of incremental cost of goods sold related to the amortization of the inventory fair value adjustment required for purchase accounting in 2019 and 2018, respectively, and $1.9 million and $4.5 million of acquisition and integration-related costs in 2019 and 2018, respectively, which areis presented asin restructuring and other special charges, net. Refer to Note 2net and Note 5 to the consolidated financial statements for further discussion. |
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| • | Acquisition of Blowfish Malibu – On July 6, 2018, we acquired a controlling interest in Blowfish Malibu. Blowfish Malibu contributed net sales of $55.8$33.4 million, in 2019 and $15.2 million during the period from acquisition through February 2, 2019. We incurred acquisition and integration-related charges of $2.0 million ($1.6 million on an after-tax basis, or $0.04 per diluted share) during 2018, including $1.7 million of incrementalwhich represents inventory markdowns, is reflected as cost of goods sold related to the amortization of the inventory fair value adjustment required forsold. |
| ● | Blowfish Malibu mandatory purchase accounting, and $0.3 million of other acquisition and integration-related costs, which are presented as restructuring and other special charges, net. There were no corresponding chargesobligation – As further discussed in 2019. Refer to Note 2 and Note 5 to the consolidated financial statements for further discussion. In addition, as discussed further in Note 2 and Note 15 to the consolidated financial statements, the Blowfish Malibu noncontrolling interest is subject to a mandatory purchase obligation after a three-year period, based uponon an earnings multiple formula. During 2019,2020, based on the strong financial performance of Blowfish Malibu, we recorded a fair value adjustmentsadjustment of $23.9 million ($17.8 million on an after-tax basis, or $0.48 per diluted share), which is recorded as interest expense, net in the consolidated statements of earnings (loss). A fair value adjustment of $5.4 million ($4.0 million on an after-tax basis, or $0.10 per diluted share), which iswas recorded as interest expense, net in 2019. As further discussed in Liquidity and Capital Resources, we anticipate settling the consolidated statementmandatory purchase obligation during the third quarter of earnings.2021 using funds from the revolving credit agreement. |
| •● | Incentive and share-based compensation plansBrand Portfolio—business exits – During 2019, our incentive and share-based compensation expenses decreased by approximately $18.3 million compared to 2018, due to lower anticipated payments associated with these plans and lower expenses for our cash-equivalent restricted stock units granted to directors, reflectingIn 2020, the Company's lower stock price. |
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| • | Expense containment initiatives – WeCompany incurred charges of $15.0costs totaling $16.4 million ($11.214.9 million on an after-tax basis, or $0.27$0.40 per diluted share) during 2019,, including $14.8 million related to the decision to close all but a limited number of our expense containment initiatives, with no corresponding charges last year. These costs included employee-related costs for severance, including health care benefitsNaturalizer retail stores and enhanced pension benefits, primarily$1.6 million associated with the Voluntary Early Retirement Program ("VERP") indecision to exit the fourth quarter of 2019. We anticipate annualized savings of between $8Fergie brand. Of these charges, $12.4 million is reflected as restructuring and $10 million as a result of these initiatives. |
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| • | Lease Accounting – We adopted Accounting Standards Codification ("ASC") Topic 842, Leases ("ASC 842"), during the first quarter of 2019 using the modified retrospective transition method. Prior period financial information in the consolidated financial statements has not been adjustedother special charges and is presented under the guidance in ASC 840, Leases ("ASC 840"). As a result of the adoption of ASC 842, we recorded operating lease right-of-use assets of $729.2 million and lease liabilities of $791.7 million as of February 2, 2019. In addition, adoption of the standard has resulted in higher assetprimarily represents non-cash impairment charges for under-performing retail storesproperty and right-of-use lease assets, incremental rent and lease termination costs and severance costs. An additional $4.0 million is reflected as a direct resultcost of includinggoods sold and represents the related right-of-use assetincremental inventory markdowns required to reduce the value of inventory for these two brands to net realizable value. In 2019, in the asset group that is evaluated for impairment. We recognized $4.9 million of impairment charges on lease right-of-use assets during 2019 with no corresponding impairment charges in 2018. |
| | |
| • | Brand exits – In connection with the decision in 2019 to exit our Carlos Santana brand and reposition our Via Spiga brand, we incurred incremental costs of $3.5 million ($2.6 million on an after-tax basis, or $0.06 per diluted share). Of these charges, $3.0 million primarily represents incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the statements of earnings (loss). The remaining $0.5 million represents severance and other related costs and is presented in restructuring and other special charges. In 2018, we decided to exit two of our Brand Portfolio brands, Diane von Furstenberg ("DVF") and George Brown Bilt ("GBB"). In connection with that decision, we incurred costs of $2.4 million ($1.8 million on an after-tax basis, or $0.04 per diluted share). Of these charges, $1.8 million primarily represents incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the statements of earnings (loss) and the remaining $0.6 million for severance and other related costs is presented in restructuring and other special charges. Refer to Note 5 to the consolidated financial statements for further discussion. |
| ● | |
| • | Impairment of goodwillVionic acquisition and intangible assetsintegration-related costs – DuringOn October 18, 2018, we recorded impairmentacquired the Vionic business for $360.7 million, as further discussed in Note 2 to the consolidated financial statements. In aggregate, we incurred acquisition and integration-related charges of $98.0totaling $3.4 million ($83.02.6 million on an after-tax basis, $0.07 per diluted share) and $7.7 million ($5.7 million on an after-tax basis, or $1.93$0.14 per diluted share) during 2020 and 2019, respectively. The $3.4 million in charges in 2020, which are presented as restructuring and other special charges in the consolidated statements of earnings (loss), primarily represents non-cash charges for the impairment of goodwillassets, warehouse and intangible assets for our Allen Edmonds business.logistics integration expenses and severance costs. The impairment$7.7 million in charges were driven by several factors, including the decision to change the brand's pricing structure to be less promotionalincurred in the future, which resulted in a decline in projected revenue. In addition, rising interest rates and less favorable operating results in 2018 contributed2019 included $5.8 million of incremental cost of goods sold related to the needamortization of the inventory fair value adjustment required for the impairment charges. There were no corresponding impairmentpurchase accounting and $1.9 million of acquisition and integration-related costs, primarily for severance and professional fees, which are presented as restructuring and other special charges, in 2019. See Note 1 and Note 11 to the consolidated financial statements for additional information related to these charges.net. |
| ● | |
| •
| Logistics transitionExpense containment initiatives – During the fourth quarterWe incurred charges of 2018, we incurred costs of $4.5$15.0 million ($3.311.2 million on an after-tax basis, or $0.08$0.27 per diluted share) during 2019, related to our expense containment initiatives, with no corresponding charges in 2020. These costs included employee-related costs for severance, including health care benefits and enhanced pension benefits, primarily associated with the transition from our third-party operated warehouseVoluntary Early Retirement Program ("VERP") in Chino, California to our new company-operated Brand Portfolio warehouse facilities in California, as well as the transition from our Allen Edmonds distribution center in Port Washington, Wisconsin to our retail distribution center in Lebanon, Tennessee. In addition to the fourth quarter transition costs, we also incurred approximately $7 million of initial start-up and duplicate expenses earlier in 2018 associated with the distribution center transitions. Refer to Note 5 to the consolidated financial statements for further discussion.
|
| | 2019. |
| •
| Acquisition, integration and reorganization of men's brands – During 2018, we incurred costs of $5.8 million ($4.3 million on an after-tax basis, or $0.10 per diluted share) related to the integration and reorganization of our men's brands, primarily to consolidate and relocate certain business functions into our St. Louis headquarters and to reduce and optimize manufacturing capacity in our Port Washington, Wisconsin facility. These charges were recorded as restructuring and other special charges, net on the consolidated statements of earnings (loss). There were no corresponding costs incurred in 2019. Refer to Note 2 and Note 5 to the consolidated financial statements for additional information.
|
| | |
| •
| Segment Presentation – During the first quarter of 2019, we changed our segment presentation to present net sales of the Brand Portfolio segment inclusive of both external and intersegment sales, with the elimination of intersegment sales and profit from Brand Portfolio to Famous Footwear reflected within the Eliminations and Other category. This presentation reflects the independent business models of both Brand Portfolio and Famous Footwear, as well as growth in intersegment activity driven by the acquisitions of Vionic and Blowfish Malibu. Prior period information has been recast to conform to the current presentation
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Financial Outlook
While the pace of recovery is still uncertain, there are signs of stabilization in the marketplace. We believe we are well-positioned to capitalize as the market resumes its upward trajectory and the world returns to a greater degree of normalcy. As we plan for future success, we will focus on maintaining our strong momentum at Famous Footwear; driving enhanced consumer alignment and improved performance in the Brand Portfolio segment; taking a careful and disciplined approach to cost control and capital spending; reducing debt levels still further; and returning excess cash to shareholders. We are a more agile and focused organization than we were at the start of 2020, with an even more vigorous commitment to connecting with our consumers and providing them with compelling and fresh product. We are confident that we can leverage our talented and dedicated workforce, strong operating platform, powerful portfolio and improved financial position to capitalize on the opportunities we see ahead in order to drive long-term value for our shareholders.
Metrics Used in the Evaluation of Our Business
The following are a couple of key metrics by which we evaluate our business and make strategic decisions:
Same-store sales
The same-store sales metric is a metric commonly used in the retail industry to evaluate the revenue generated for stores that have been open for more than a year.year, though many retailers may calculate the metric differently. Management uses the same-store sales metric as a measure of an individual store'sstore’s success to determine whether it is performing in lineconsistent with expectations. Our same-store sales metric is calculated by comparinga daily-weighted calculation for the period, which includes sales infor stores that have been open at least 13 monthsmonths. In addition, in order to be included in the same-store sales metric, a store must be open in the current period as well as the corresponding day(s) of the comparable retail calendar weeks in the prior year. Accordingly, closed stores (whether temporary or permanent closures) are excluded from the same-store sales metric for each day of the closure. Relocated stores are treated as new stores and closed stores aretherefore excluded from the calculation. The sales change from new and closed stores, net metric reflects the change in net sales due to stores that have been opened or closed during the period and are thereby excluded from the same-store sales calculation. E-commerce sales for those websites that function as an extension of a retail chain are included in the same-store sales calculation. We believe the same-store sales metric is useful to shareholders and investors in determiningassessing our retail stores performance of existing locations with comparable prior year sales, separate from the portionimpact of store openings or closures.
Beginning in mid-March 2020, all of our netFamous Footwear and Brand Portfolio stores in North America were temporarily closed and we began a phased reopening of retail stores in mid-May. As discussed above, our same-store sales derived fromcalculation excludes the impact of both permanent and temporary store closures. In addition to the temporary store closures during the first half of 2020, we experienced temporary closures of certain stores during the second half of 2020 related to illness, weather, fires, civil unrest and local government mandates. Accordingly, our same-store sales calculation is impacted more heavily by our e-commerce sales penetration, which was higher than in prior periods, reflecting strong growth in existing locations compared to the portion derived by the opening of new stores. that channel and that our e-commerce sites operated continuously throughout 2020.
Sales per square foot
The sales per square foot metric is commonly used in the retail industry tocalculate the efficiency of sales based upon the square footage in a store. Management uses the sales per square foot metric as a measure of an individual store'sstore’s success to determine whether it is performing in lineconsistent with expectations. The sales per square foot metric presented below is calculated by dividing total retail store sales, excluding e-commerce sales, by the total square footage of the retail store base at the end of each month of the respective period.
This metric was adversely impacted by the temporary retail store closures during 2020 and therefore, the metric is not comparable to 2019.
Comparison of Financial Results
The following sections discuss the consolidated and segment results of our operations for the year ended January 30, 2021 compared to the year ended February 1, 2020. For a discussion of the year ended February 1, 2020 compared to the year ended February 2, 2019. For a discussion of the year ended February 2, 2019, compared to the year ended February 3, 2018, refer to Part II, Item 7 "Management'sManagement’s Discussion and Analysis of Financial Condition and Results of Operations" in our Annual Report on Form 10-K for the year ended February 2, 2019.1, 2020.
CONSOLIDATED RESULTS
| | | 2019 | | | 2018 | | | 2017 | | |
| | | | | | % of | | | | % of | | | | % of | | |
| | | | | | | | | | | | | | | | |
| | 2020 | | 2019 | | 2018 | |
| | | | | % of | | | | | % of | | | | | % of | |
($ millions) | | | | | Net Sales | | | | Net Sales | | | | Net Sales | | | | | Net Sales | | | | | Net Sales | | | | | Net Sales | |
Net sales | | $ | 2,921.6 | | | 100.0 | % | | $ | 2,834.8 | | | 100.0 | % | | $ | 2,785.6 | | | 100.0 | % | $ | 2,117.1 | | 100.0 | % | $ | 2,921.6 | | 100.0 | % | $ | 2,834.8 | | 100.0 | % |
Cost of goods sold | | 1,737.2 | | | 59.5 | % | | 1,678.5 | | | 59.2 | % | | 1,617.0 | | | 58.0 | % | | 1,330.1 | | 62.8 | % | | 1,737.2 | | 59.5 | % | | 1,678.5 | | 59.2 | % |
Gross profit | | 1,184.4 | | | 40.5 | % | | 1,156.3 | | | 40.8 | % | | 1,168.6 | | | 42.0 | % | | 787.0 | | 37.2 | % | | 1,184.4 | | 40.5 | % | | 1,156.3 | | 40.8 | % |
Selling and administrative expenses | | 1,065.8 | | | 36.5 | % | | 1,041.8 | | | 36.7 | % | | 1,036.0 | | | 37.2 | % | | 889.5 | | 42.0 | % | | 1,065.8 | | 36.5 | % | | 1,041.8 | | 36.7 | % |
Impairment of goodwill and intangible assets | | — | | | — | % | | 98.0 | | | 3.5 | % | | — | | | — | % | | 286.5 | | 13.5 | % | | — | | — | % | | 98.0 | | 3.5 | % |
Restructuring and other special charges, net | | 14.8 | | | 0.4 | % | | 16.1 | | | 0.6 | % | | 4.9 | | | 0.2 | % | | 96.7 | | 4.6 | % | | 14.8 | | 0.4 | % | | 16.1 | | 0.6 | % |
Operating earnings | | 103.8 | | | 3.6 | % | | 0.4 | | | 0.0 | % | | 127.7 | | | 4.6 | % | |
Operating (loss) earnings | | | (485.7) | | (22.9) | % | | 103.8 | | 3.6 | % | | 0.4 | | 0.0 | % |
Interest expense, net | | (33.1 | ) | | (1.2 | )% | | (18.3 | ) | | (0.6 | )% | | (17.3 | ) | | (0.6 | )% | | (48.2) | | (2.3) | % | | (33.1) | | (1.2) | % | | (18.3) | | (0.6) | % |
Loss on early extinguishment of debt | | — | | | — | % | | (0.2 | ) | | (0.0 | )% | | — | | | — | % | | — | | — | % | | — | | — | % | | (0.2) | | (0.0) | % |
Other income, net | | 7.9 | | | 0.3 | % | | 12.3 | | | 0.4 | % | | 12.3 | | | 0.4 | % | | 16.8 | | 0.8 | % | | 7.9 | | 0.3 | % | | 12.3 | | 0.4 | % |
Earnings (loss) before income taxes | | 78.6 | | | 2.7 | % | | (5.8 | ) | | (0.2 | )% | | 122.7 | | | 4.4 | % | |
Income tax (provision) benefit | | (16.5 | ) | | (0.6 | )% | | 0.3 | | | 0.0 | % | | (35.5 | ) | | (1.3 | )% | |
Net earnings (loss) | | 62.1 | | | 2.1 | % | | (5.5 | ) | | (0.2 | )% | | 87.2 | | | 3.1 | % | |
Net (loss) earnings attributable to noncontrolling interests | | (0.7 | ) | | 0.0 | % | | (0.1 | ) | | (0.0 | )% | | 0.0 | | | 0.0 | % | |
Net earnings (loss) attributable to Caleres, Inc. | | $ | 62.8 | | | 2.1 | % | | $ | (5.4 | ) | | (0.2 | )% | | $ | 87.2 | | | 3.1 | % | |
(Loss) earnings before income taxes | | | (517.1) | | (24.4) | % | | 78.6 | | 2.7 | % | | (5.8) | | (0.2) | % |
Income tax benefit (provision) | | | 78.1 | | 3.7 | % | | (16.5) | | (0.6) | % | | 0.3 | | 0.0 | % |
Net (loss) earnings | | | (439.0) | | (20.7) | % | | 62.1 | | 2.1 | % | | (5.5) | | (0.2) | % |
Net earnings (loss) attributable to noncontrolling interests | | | 0.1 | | 0.0 | % | | (0.7) | | (0.0) | % | | (0.1) | | (0.0) | % |
Net (loss) earnings attributable to Caleres, Inc. | | $ | (439.1) | | (20.7) | % | $ | 62.8 | | 2.1 | % | $ | (5.4) | | (0.2) | % |
Net Sales
Net sales increased $86.8decreased $804.5 million, or 3.1%27.5%, to $2,117.1 million in 2020, compared to $2,921.6 million in 2019, compared to $2,834.8 million last year, primarily reflecting the impactyear. We experienced lower sales across both of our acquisitionssegments, as the COVID-19 pandemic drove the temporary closure of all of our retail stores in 2018. However, we experienced weakness in the fashion footwear market during the second half of 2019, in particular with lower sales to the value channelNorth America and lowersoftened demand for closeout products. Ourdress footwear categories. In addition, many of our wholesale customers were adversely affected by the pandemic and canceled orders as a result of the temporary closure of their retail stores. These factors resulted in a $504.0 million, or 35.8% decrease in net sales for our Brand Portfolio segment reportedand a $92.9$324.5 million, or 7.1%, increase20.4% decrease in net sales driven by sales from our acquisitions of Vionic in October 2018 and Blowfish Malibu in July 2018. On a consolidated basis, Vionic and Blowfish Malibu contributed $132.1 million and $40.7 million in net sales growth, respectively, for 2019 ($132.6 million and $46.5 million, respectively, to the Brand Portfolio segment). The increase in sales from acquisitions was partially offset by lower sales from our Sam Edelman, Allen Edmonds, Dr. Scholl's and Naturalizer brands. Net sales of our Famous Footwear segment decreased $18.7 million, or 1.2%, primarily driven by a decreasesegment. Despite the closure of our retail stores and ongoing impact of the pandemic throughout 2020, we experienced strong growth in our store base (43 fewer stores ate-commerce business. Our Famous Footwear e-commerce net sales increased approximately 75% in 2020. The investments we made in our e-commerce and logistics capabilities positioned us to capitalize on the endaccelerating shift to online purchasing, driving consolidated e-commerce penetration to approximately 30% of 2019 asnet sales, compared to the end of 2018).
20% last year.
Gross Profit
Gross profit increased $28.1decreased $397.4 million, or 2.4%33.5%, to $787.0 million in 2020, compared to $1,184.4 million in 2019 compared to $1,156.3 million in 2018 driven by ourlower net sales, growth. As a percentage of net sales, our gross profit rate decreased to 40.5% in 2019, compared to 40.8% in 2018,higher freight expenses and incremental inventory markdowns reflecting the promotionaldifficult retail environment in 2020, and a higher mix of e-commerce business. Our e-commerce sales generally result in lower margins than traditional retail sales as a result of the incremental freight expenses.our business exits described earlier. Cost of goods sold in 2019 includes $5.8 million related to the amortization of the inventory fair value adjustment required by purchase accounting from our Vionic acquisition and $3.0 million of incremental cost of goods sold associated with the decision to exit our Carlos brand and reposition our Via Spiga brand. CostAs a percentage of goods soldnet sales, our gross profit rate decreased to 37.2% in 2018 included special charges of $10.6 million related2020, compared to the amortization of the inventory adjustments required by purchase accounting from our Vionic and Blowfish Malibu acquisitions and $1.8 million of incremental cost of goods sold associated with the decision to exit our DVF and GBB brands. During 2019, we also experienced a higher mix of wholesale versus retail sales. Wholesale sales typically carry40.5% in 2019. The lower gross profit ratesrate reflects declines at both the Brand Portfolio and Famous Footwear segments as a result of the incremental inventory markdowns, a more promotional retail environment and higher e-commerce sales volume. Our e-commerce sales generally result in lower margins than traditional retail sales. Retail and wholesale net sales were 61% and 39%, respectively, in 2019 compared to 65% and 35%, respectively, in 2018.as a result of the incremental freight expenses.
We classify warehousing, distribution, sourcing and other inventory procurement costs in selling and administrative expenses. Accordingly, our gross profit and selling and administrative expenses, as a percentage of net sales, may not be comparable to other companies.
Selling and Administrative Expenses
Selling and administrative expenses increased $24.0decreased $176.3 million, or 2.3%16.5%, to $889.5 million in 2020, compared to $1,065.8 million last year. Throughout 2020, we increased our focus on the management of our controllable expenses in 2019, comparedresponse to $1,041.8 million last year, driven by additionalthe difficult business environment and lower sales volume. The decrease reflects lower salaries and benefits expense; lower variable expenses associated with the full yeartemporary retail store closures, including the impact of our acquired Vionic and Blowfish Malibu brands in 2018, including higher amortization expense on intangible assets, partially offset by lower expenses associated with cash and stock-based incentive compensation planscertain rent concessions received from landlords; and lower store rentmarketing, travel and facilities costs due to a smaller store base.logistics expenses. As a percentage of net sales, selling and administrative expenses decreasedincreased to 36.5%42.0% in 20192020 from 36.7%36.5% last year.
Impairment of Goodwill and Intangible Assets
During 2018,2020, we recognizedrecorded non-cash impairment charges of $98.0totaling $286.5 million ($83.0236.4 million on an after-tax basis, or $1.93$6.35 per diluted share) for the. We recorded $240.3 million of impairment of goodwill and the tradename associated with goodwill as a result of the unfavorable business climate and our lower market capitalization. In addition, we recorded $46.2 million of impairment associated with intangible assets, including $36.0 million associated with the Allen Edmonds business. The impairment charges were primarily driven bytrade name and customer relationship intangible asset and $10.2 million associated with the decision to change the brand's pricing structure to be less promotional in the future, which resulted in a decline in projected revenue. In addition, rising interest rates and less favorable operating results contributed to the need for the 2018 impairment charges.Via Spiga trade name. There were no corresponding impairment charges in 2019. Refer to Note 1 and Note 11 to the consolidated financial statements for additional information related to these charges.
Restructuring and Other Special Charges, Net
Restructuring and other special charges of $96.7 million were incurred in 2020, compared to $14.8 million in 2019, compared to $16.1 million in 2018 as follows:
| •● | Costs associated with the economic impact of the COVID-19 pandemic of $80.9 million in 2020, primarily consisting of impairment charges associated with lease right-of-use assets and retail store furniture and fixtures, liabilities associated with wholesale factory order cancellations and severance; |
| ● | Brand Portfolio business exit costs of $12.4 million in 2020 related to the decision to close all but a limited number of Naturalizer retail stores, compared to $0.5 million in 2019 related to the exit of our Carlos brand and repositioning of our Via Spiga brand; |
| ● | Integration-related costs for Vionic of $3.4 million in 2020, compared to acquisition and integration-related costs for Vionic of $1.9 million in 2019; |
| ● | Expense containment initiatives of $12.4 million ($9.2 million on an after-tax basis, or $0.22 per diluted share) in 2019, including employee-related costs for severance, health care and enhanced pension benefit, primarily associated with the VERP; |
| •
| Acquisition and integration-related costs for Vionic of $1.9 million ($1.4 million on an after-tax basis, or $0.03 per diluted share) in 2019, compared to $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) in 2018;
|
| • | Brand Portfolio brand exit costs of $0.5 million ($0.4 million on an after-tax basis, or $0.01 per diluted share) in 2019 related to the exit of our Carlos brand and repositioning of our Via Spiga brand, compared to $0.6 million ($0.5 million on an after-tax basis, or $0.01 per diluted share) in 2018 related to the exit of our DVF and GBB brands; |
| • | Integration and reorganization costs related to our men's business in 2018 of $5.8 million ($4.3 million on an after-tax basis, or $0.10 per diluted share); |
| •
| Transition costs related to our distribution centers of $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) in 2018;
|
| •
| Costs associated with the restructuring of our retail operations of $0.4 million ($0.3 million on an after-tax basis, or $0.01 per diluted share) in 2018;
|
| • | Acquisition and integration-related costs for Blowfish Malibu of $0.3 million ($0.3 million on an after-tax basis, or $0.01 per diluted share) in 2018. |
The nature of the above charges are more fully described in the Financial Highlights section above and Note 5 to the consolidated financial statements.
Operating (Loss) Earnings
Operating (loss) earnings increased $103.4decreased $589.5 million to $103.8an operating loss of $485.7 million in 2019,2020, compared to $0.4operating earnings of $103.8 million last year, primarily reflecting the non-recurrencelower net sales and higher impairment and restructuring charges described above. As a percentage of net sales, the $98.0 million impairment charge relatedoperating loss was 22.9% in 2020, compared to goodwill and intangible assetsoperating earnings of 3.6% in 2018 and a full year of earnings contribution from our 2018 acquisitions of Vionic and Blowfish Malibu, partially offset by the impacts of a more competitive and promotional retail environment.
2019.
Interest Expense, Net
Interest expense, net increased $14.8$15.1 million, or 80.9%45.8%, to $48.2 million in 2020, compared to $33.1 million in 2019, compared to $18.3 million last year, reflectingwhich primarily reflects the full year impact of higher interest expense on our revolving credit agreement, which was used to fund the acquisition of Vionic in the third quarter of 2018, and accretion and fair value adjustment to the mandatory purchase obligation associated with the Blowfish Malibu acquisition of $23.9 million in 2020, compared to fair value adjustments and accretion totaling $6.0 million.million in 2019. This increase was partially offset by lower average borrowings under our revolving credit agreement. We anticipate interest expense to remain higher in 2021 than historical levels as we continue to pay down the revolving credit agreement and as we continue to remeasure theagreement. The Blowfish Malibu mandatory purchase obligation will be remeasured each quarter until mid-2021.the anticipated settlement in the third quarter of 2021. Refer to Note 1512 to the consolidated financial statements for additional information related to our borrowings and Note 15 for additional information related to the mandatory purchase obligation.
Other Income, Net
Other income, net decreased $4.4increased $8.9 million, or 35.8%113.0%, to $16.8 million in 2020, compared to $7.9 million in 2019, compared to $12.3 millionreflecting an increase in 2018,income from our qualified pension plans. This increase was primarily driven by the settlement charge associated with the VERPa higher expected return on assets and lower return on assetsdiscount rate for our domestic pension plans.plans in 2020, as well as lower pension settlement costs. Refer to Note 6 to the consolidated financial statements for additional information related to our retirement plans.
Income Tax (Provision) Benefit (Provision)
Our consolidated effective tax rate was 15.1% in 2020, compared to 21.0% in 2019, compared2019. In 2020, our effective tax rate was impacted by several discrete tax items, including the non-deductibility of a portion of our intangible asset impairment charges and the incremental tax provision related to 4.7%the vesting of stock awards. Our tax benefit also includes the favorable impact of approximately $8.2 million related to the CARES Act, which permits us to carry back a significant portion of
our 2020 losses to years with a higher federal tax rate. In addition, due to the significance of our 2020 loss before income taxes, the Company is in 2018.a three-year cumulative loss position for federal, state and certain international jurisdictions. We increased our valuation allowances on deferred tax assets to $50.0 million during 2020, reflecting the uncertainty regarding the utilization of our deferred tax assets in these jurisdictions. In 2019, our effective tax rate was impacted by discrete tax benefits totaling $1.4 million, primarily reflecting adjustments to tax rates in state and other international jurisdictions. In 2018, our effective tax rate was impacted by several factors, including the non-deductibility of our goodwill impairment charge of $38.0 million, as further discussed in Note 11 to the consolidated financial statements. In addition, discrete tax benefits totaling $5.9 million were recognized in 2018, primarily reflecting adjustments associated with the Tax Cuts and Jobs Act (the "Act") and related actions for state and other international jurisdictions (in aggregate, "income tax reform"). Refer to further discussion in Note 7 to the consolidated financial statements. The effective tax rate in 2019 was also impacted by a higher mix of foreigninternational earnings, as our foreigninternational earnings are generally subject to lower tax rates. If the impairment charges had not been recognized in 2018 and the discrete tax benefits had not been recognized in 2019 and 2018, the Company's effective tax rates would have been 22.7% and 22.3%, respectively. Refer to Note 7 to the consolidated financial statements for additional information regarding our tax rates.
income taxes.
Net (Loss) Earnings (Loss) Attributable to Caleres, Inc.
Consolidated net earningsloss attributable to Caleres, Inc. was $62.8$439.1 million in 2019,2020, compared to a net lossincome of $5.4$62.8 million last year, reflecting the factors described above.
Geographic Results
We have both domestic and foreigninternational operations. Domestic operations include the nationwide operation of our Famous Footwear and other branded retail footwear stores, the wholesale distribution of footwear to numerous retail consumers and the operation of our e-commerce websites. ForeignInternational operations primarily consist of wholesale operations in the Far EastEastern Asia, Canada and Canada,Europe, retail operations in Canada and China and the operation of our international e-commerce websites. In addition, we license certain of our trademarkstrade names to third parties who distribute and/or operate retail locations internationally. The Far East operations in Eastern Asia include first-cost transactions, where footwear is sold at foreigninternational ports to customers who then import the footwear into the United States and other countries. The breakdown of domestic and foreigninternational net sales and earnings before income taxes is as follows:
| | | 2019 | | | 2018 | | | 2017 | | |
| | | | | | Earnings Before | | | | Earnings (Loss) Before | | | | Earnings Before | | |
| | | | | | | | | | | | | | | | | | | |
| | | 2020 | | 2019 | | 2018 |
| | | | | | | | | | | | | | | | | | Earnings |
| | | | | | Loss Before | | | | | Earnings Before | | | | | (Loss) Before |
($ millions) | | Net Sales | | Income Taxes | | Net Sales | | Income Taxes | | Net Sales | | Income Taxes | | | Net Sales | | Income Taxes | | Net Sales | | Income Taxes | | Net Sales | | Income Taxes |
Domestic | | $ | 2,727.1 | | | $ | 37.3 | | | $ | 2,656.9 | | | $ | 40.0 | | | $ | 2,611.5 | | | $ | 78.2 | | | $ | 1,981.1 | | $ | (441.5) | | $ | 2,727.1 | | $ | 37.3 | | $ | 2,656.9 | | $ | 40.0 |
Foreign | | 194.5 | | | 41.3 | | | 177.9 | | | (45.8 | ) | | 174.1 | | | 44.5 | | |
| | | $ | 2,921.6 | | | $ | 78.6 | | | $ | 2,834.8 | | | $ | (5.8 | ) | | $ | 2,785.6 | | | $ | 122.7 | | |
International | | | | 136.0 | | | (75.6) | | | 194.5 | | | 41.3 | | | 177.9 | | | (45.8) |
| | | $ | 2,117.1 | | $ | (517.1) | | $ | 2,921.6 | | $ | 78.6 | | $ | 2,834.8 | | $ | (5.8) |
AsAs a percentage of sales, the pre-tax profitability on foreigninternational sales is higher than on domestic sales because of a lower cost structure and the inclusion of the unallocated corporate administrative and other costs in domestic earnings. In 2018,2020, both our foreigndomestic and international earnings were impacted by the goodwill and tradenametrade name impairment charges described earlier. Our international earnings were impacted in 2018 by the goodwill and trade name impairment charges for our Allen Edmonds business.
FAMOUS FOOTWEAR
| | | 2019 | | | 2018 | | | 2017 | |
| | | | | | | % of | | | | | | | % of | | | | | | | % of | |
($ millions) | | | | | | Net Sales | | | | | | | Net Sales | | | | | | | Net Sales | |
Net sales | | $ | 1,588.1 | | | | 100.0 | % | | $ | 1,606.8 | | | | 100.0 | % | | $ | 1,637.6 | | | | 100.0 | % |
Cost of goods sold | | | 912.7 | | | | 57.5 | % | | | 916.0 | | | | 57.0 | % | | | 913.2 | | | | 55.8 | % |
Gross profit | | | 675.4 | | | | 42.5 | % | | | 690.8 | | | | 43.0 | % | | | 724.4 | | | | 44.2 | % |
Selling and administrative expenses | | | 595.0 | | | | 37.5 | % | | | 605.1 | | | | 37.7 | % | | | 631.6 | | | | 38.6 | % |
Restructuring and other special charges, net | | | 3.5 | | | | 0.2 | % | | | 0.4 | | | | 0.0 | % | | | 0.6 | | | | 0.0 | % |
Operating earnings | | $ | 76.9 | | | | 4.8 | % | | $ | 85.3 | | | | 5.3 | % | | $ | 92.2 | | | | 5.6 | % |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Key Metrics | | | | | | | | | | | | | | | | | | | | | | | | |
Same-store sales % change (on a 52-week basis) | | | 2.0 | % | | | | | | | 1.5 | % | | | | | | | 1.4 | % | | | | |
Same-store sales $ change (on a 52-week basis) | | $ | 31.1 | | | | | | | $ | 23.8 | | | | | | | $ | 21.7 | | | | | |
Sales change from 53rd week | | $ | - | | | | | | | $ | (19.7 | ) | | | | | | $ | 19.7 | | | | | |
Sales change from new and closed stores, net (on a 52-week basis) | | $ | (49.3 | ) | | | | | | $ | (34.5 | ) | | | | | | $ | 5.5 | | | | | |
Impact of changes in Canadian exchange rate on sales | | $ | (0.5 | ) | | | | | | $ | (0.4 | ) | | | | | | $ | 0.6 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Sales per square foot, excluding e-commerce (on a 52-week basis) | | $ | 223 | | | | | | | $ | 220 | | | | | | | $ | 218 | | | | | |
Square footage (thousands sq. ft.) | | | 6,281 | | | | | | | | 6,552 | | | | | | | | 6,972 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Stores opened | | | 12 | | | | | | | | 17 | | | | | | | | 34 | | | | | |
Stores closed | | | 55 | | | | | | | | 51 | | | | | | | | 63 | | | | | |
Ending stores | | | 949 | | | | | | | | 992 | | | | | | | | 1,026 | | | | | |
| | | | | | | | | | | | | | | |
| 2020 | | 2019 | | 2018 | |
| | | | % of | | | | | % of | | | | | % of | |
($ millions, except sales per square foot) | | | | Net Sales | | | | | Net Sales | | | | | Net Sales | |
Net sales | $ | 1,263.6 | | 100.0 | % | $ | 1,588.1 | | 100.0 | % | $ | 1,606.8 | | 100.0 | % |
Cost of goods sold | | 773.7 | | 61.2 | % | | 912.7 | | 57.5 | % | | 916.0 | | 57.0 | % |
Gross profit | | 489.9 | | 38.8 | % | | 675.4 | | 42.5 | % | | 690.8 | | 43.0 | % |
Selling and administrative expenses | | 497.1 | | 39.4 | % | | 595.0 | | 37.5 | % | | 605.1 | | 37.7 | % |
Restructuring and other special charges, net | | 16.6 | | 1.3 | % | | 3.5 | | 0.2 | % | | 0.4 | | 0.0 | % |
Operating (loss) earnings | $ | (23.8) | | (1.9) | % | $ | 76.9 | | 4.8 | % | $ | 85.3 | | 5.3 | % |
| | | | | | | | | | | | | | | |
Key Metrics | | | | | | | | | | | | | | | |
Same-store sales % change | | 1.6 | % | | | | 2.0 | % | | | | 1.5 | % | | |
Same-store sales $ change | $ | 20.0 | | | | $ | 31.1 | | | | $ | 23.8 | | | |
Sales change from 53rd week | $ | — | | | | $ | — | | | | $ | (19.7) | | | |
Sales change from new and closed stores, net | $ | (344.4) | | | | $ | (49.3) | | | | $ | (34.5) | | | |
Impact of changes in Canadian exchange rate on sales | $ | (0.1) | | | | $ | (0.5) | | | | $ | (0.4) | | | |
| | | | | | | | | | | | | | | |
Sales per square foot, excluding e-commerce | $ | 159 | | | | $ | 223 | | | | $ | 220 | | | |
Square footage, end of year (thousand sq. ft.) | | 6,074 | | | | | 6,281 | | | | | 6,552 | | | |
| | | | | | | | | | | | | | | |
Stores opened | | 6 | | | | | 12 | | | | | 17 | | | |
Stores closed | | 39 | | | | | 55 | | | | | 51 | | | |
Ending stores | | 916 | | | | | 949 | | | | | 992 | | | |
Net Sales
Net sales decreased $18.7$324.5 million, or 1.2%20.4%, to $1,263.6 million in 2020, compared to $1,588.1 million in 2019, compared to $1,606.8 million last year,year. The sales decrease was primarily driven by the temporary closure of all Famous Footwear stores during the first half of 2020 due to the COVID-19 pandemic, as well as the ongoing impact of the pandemic for the second half of 2020. During the period of temporary store closures, Famous Footwear continued to serve customers through its e-commerce business. Even as the retail stores began to open in the second quarter of 2020, our e-commerce business remained strong, generating a decrease in our store base, which resulted in a $49.3 million decrease75% increase in sales for 2020, with e-commerce penetration rising to approximately 22% of net sales, from new10% in 2019. In both our brick and closed stores.mortar and e-commerce channels, we experienced strong sales of athletics and casual styles, as the consumer adjusted to their work-from-home environment and limited social gatherings. This sales trend was partially offset by weakness in demand for dress footwear. Since 2017,the beginning of 2018, we have had net closures of 77110 stores, or 8%approximately 11%, as we continue to focus on optimizing our store base, and eliminating underperforming locations. This decrease was partially offset by a 2.0% increase in same-store sales and continued growth in e-commerce sales. Famous Footwear experienced strong growth in saleslocations, particularly given the consumer shift to online shopping.
Sales to members of lifestyle athletic product and a positive trend in boots, partially offset by weakness in dress shoes. Sales per square foot, excluding e-commerce, increased 1.0% to $223, compared to $220 last year. During the first quarter of 2019, we introduced a newour customer loyalty program, Famously You Rewards ("Rewards"), which drove an increase in sales to members and retention rate improvement. Members of our customer loyalty program continue to account for a majority of the segment'ssegment’s sales, with approximately 78%79% of our net sales to loyalty program members in 2019 and 76%2020, compared to 78% in 2018.2019. We plan to continue to evolve thismake improvements in digital technology in an effort to grow our Rewards program and drive increased engagement, conversion and retention. In January 2021, we upgraded our famousfootwear.com e-commerce platform and launched a new version of the Famous Footwear Rewards mobile application. The newly launched famousfootwear.com platform adds optimized mobile capabilities to strengthendeliver a superior experience for the connections with80% of our consumers.
online shoppers who visit our site on a mobile device.
Gross Profit
Gross profit decreased $15.4$185.5 million, or 2.2%27.5%, to $489.9 million in 2020, compared to $675.4 million in 2019, compared to $690.8 million in 2018, reflecting lower net sales, higher freight expenses associated with the growth in our e-commerce business and higher inventory markdowns as a lower gross profit rate, driven by a more competitive and promotionalresult of the difficult retail environment. As a percentage of net sales, our gross profit rate decreased to 38.8% in 2020, compared to 42.5% in 2019, compareddriven by the impact of increased promotional activity to 43.0% in 2018, reflecting the promotional retail environment anddrive sales volume, higher freight expenses due to strong growth in e-commerce sales in 2019.and the incremental inventory markdowns. We expect the trend toward a higher mix of e-commerce sales to continue, as a result offurther leveraging the investment we have made in our e-commerce platform, allowing us to offer new capabilities, enhanced customer experiences and the ability to quickly adapt to changing consumer dynamics.
platform.
Selling and Administrative Expenses
Selling and administrative expenses decreased $10.1$97.9 million, or 1.7%16.5%, to $595.0$497.1 million during 20192020 compared to $605.1$595.0 million last year. The decrease was driven primarily byby lower rent and facilitiessalaries expense attributable to our smallerthe actions taken to mitigate the impact of the COVID-19 pandemic during the period of temporary retail store base (43 fewer stores at the end of 2019 versus 2018), partially offset by higher marketing expenses, and an increase in impairment charges related to lease right-of-use assets subsequent to the adoption of ASC 842, as further discussed in Note 1 to the consolidated financial statements. The increase in marketing expense is attributable to additional marketing to support the new Rewards program that was launched in the first quarter of 2019,closures, as well as additional televisionlower
variable expenses associated with the temporary retail store closures, including certain rent reductions and radio advertising during the key back-to-school and holiday periods.lease concessions. As a percentage of net sales, selling and administrative expenses decreased slightlyincreased to 37.5%39.4% in 20192020 from 37.7%37.5% last year.
Restructuring and Other Special Charges, Net
WeRestructuring and other special charges were $16.6 million during 2020, consisting primarily of impairment charges on furniture and fixtures in our retail stores and lease right-of-use assets. In 2019, we incurred restructuring and other special charges of $3.5 million and $0.4 million in 2019 and 2018, respectively, related to the expense containment initiatives, as further discussed ininitiatives. Refer to Note 5 to the consolidated financial statements.
statements for additional information related to these charges.
Operating (Loss) Earnings
Operating (loss) earnings decreased $8.4$100.7 million or 9.8%, to $76.9an operating loss of $23.8 million for 2019,2020, compared to $85.3operating earnings of $76.9 million last year, reflecting lower net sales, a decline in gross profit rate and the other factors described above. As a percentage of net sales, ourthe operating loss was 1.9% for 2020, compared to operating earnings decreased toof 4.8% in 2019 from 5.3% in 2018.2019.
BRAND PORTFOLIO
| | | | | | | | | | | | | | | |
| 2020 | | 2019 | | | 2018 | |
| | | | % of | | | | | % of | | | | | % of | |
($ millions, except sales per square foot) | | | | Net Sales | | | | | Net Sales | | | | | Net Sales | |
Net sales | $ | 902.5 | | 100.0 | % | $ | 1,406.5 | | 100.0 | % | $ | 1,313.6 | | 100.0 | % |
Cost of goods sold | | 607.7 | | 67.3 | % | | 899.9 | | 64.0 | % | | 846.7 | | 64.5 | % |
Gross profit | $ | 294.8 | | 32.7 | % | $ | 506.6 | | 36.0 | % | $ | 466.9 | | 35.5 | % |
Selling and administrative expenses | | 337.4 | | 37.4 | % | | 442.7 | | 31.5 | % | | 399.1 | | 30.4 | % |
Impairment of goodwill and intangible assets | | 286.5 | | 31.8 | % | | — | | — | % | | 98.0 | | 7.5 | % |
Restructuring and other special charges, net | | 79.3 | | 8.8 | % | | 5.7 | | 0.4 | % | | 10.6 | | 0.8 | % |
Operating (loss) earnings | $ | (408.4) | | (45.3) | % | $ | 58.2 | | 4.1 | % | $ | (40.8) | | (3.1) | % |
| | | | | | | | | | | | | | | |
Key Metrics | | | | | | | | | | | | | | | |
Direct-to-consumer (% of net sales) (1) | | 32 | % | | | | 28 | % | | | | 27 | % | | |
Wholesale/retail sales mix (%) | | 82%/18 | % | | | | 81%/19 | % | | | | 80%/20 | % | | |
Change in wholesale net sales ($) | $ | (396.4) | | | | $ | 107.6 | | | | $ | 85.7 | | | |
Unfilled order position at end of period | $ | 218.2 | | | | $ | 295.4 | | | | $ | 331.6 | | | |
| | | | | | | | | | | | | | | |
Same-store sales % change | | (31.0) | % | | | | (5.8) | % | | | | (0.1) | % | | |
Same-store sales $ change | $ | (59.7) | | | | $ | (15.5) | | | | $ | (0.1) | | | |
Sales change from 53rd week | $ | — | | | | $ | — | | | | $ | (3.7) | | | |
Sales change from new and closed stores, net | $ | (47.9) | | | | $ | 1.5 | | | | $ | (1.3) | | | |
Impact of changes in Canadian exchange rate on retail sales | $ | 0.0 | | | | $ | (0.7) | | | | $ | (0.6) | | | |
| | | | | | | | | | | | | | | |
Sales per square foot, excluding e-commerce | $ | 179 | | | | $ | 390 | | | | $ | 417 | | | |
Square footage, end of year (thousands sq. ft.) | | 269 | | | | | 387 | | | | | 394 | | | |
| | | | | | | | | | | | | | | |
Stores opened | | 7 | | | | | 11 | | | | | 7 | | | |
Stores closed | | 65 | | | | | 12 | | | | | 14 | | | |
Ending stores | | 170 | | | | | 228 | | | | | 229 | | | |
| | | 2019 | | | 2018 | | | 2017 | |
| | | | | | | % of | | | | | | | % of | | | | | | | % of | |
($ millions) | | | | | | Net Sales | | | | | | | Net Sales | | | | | | | Net Sales | |
Net sales | | $ | 1,406.5 | | | | 100.0 | % | | $ | 1,313.6 | | | | 100.0 | % | | $ | 1,233.1 | | | | 100.0 | % |
Cost of goods sold | | | 899.9 | | | | 64.0 | % | | | 846.7 | | | | 64.5 | % | | | 788.9 | | | | 64.0 | % |
Gross profit | | $ | 506.6 | | | | 36.0 | % | | $ | 466.9 | | | | 35.5 | % | | $ | 444.2 | | | | 36.0 | % |
Selling and administrative expenses | | | 442.7 | | | | 31.5 | % | | | 399.1 | | | | 30.4 | % | | | 362.4 | | | | 29.4 | % |
Impairment of goodwill and intangible assets | | | — | | | | — | % | | | 98.0 | | | | 7.5 | % | | | — | | | | — | % |
Restructuring and other special charges, net | | | 5.7 | | | | 0.4 | % | | | 10.6 | | | | 0.8 | % | | | 1.6 | | | | 0.1 | % |
Operating earnings (loss) | | $ | 58.2 | | | | 4.1 | % | | $ | (40.8 | ) | | | (3.1 | )% | | $ | 80.2 | | | | 6.5 | % |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Key Metrics | | | | | | | | | | | | | | | | | | | | | | | | |
Direct-to-consumer (% of net sales) (1) | | | 42 | % | | | | | | | 39 | % | | | | | | | 26 | % | | | | |
Wholesale/retail sales mix (%) | | 81%/19% | | | | | | | 80%/20% | | | | | | | 74%/26% | | | | | |
Change in wholesale net sales ($) (2) | | $ | 107.6 | | | | | | | $ | 85.7 | | | | | | | $ | (1.7 | ) | | | | |
Unfilled order position at year-end | | $ | 295.4 | | | | | | | $ | 331.6 | | | | | | | $ | 262.1 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Same-store sales % change (on a 52-week basis) (3) | | | (5.8 | )% | | | | | | | (0.1 | )% | | | | | | | 6.4 | % | | | | |
Same-store sales $ change (on a 52-week basis) (3) | | $ | (15.5 | ) | | | | | | $ | (0.1 | ) | | | | | | $ | 7.5 | | | | | |
Sales change from 53rd week | | $ | - | | | | | | | $ | (3.7 | ) | | | | | | $ | 3.7 | | | | | |
Sales change from new and closed stores, net (on a 52-week basis) (4) | | $ | 1.5 | | | | | | | $ | (1.3 | ) | | | | | | $ | 148.2 | | | | | |
Impact of changes in Canadian exchange rate on retail sales | | $ | (0.7 | ) | | | | | | $ | (0.6 | ) | | | | | | $ | 1.0 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Sales per square foot, excluding e-commerce (on a 52-week basis) (3) | | $ | 390 | | | | | | | $ | 417 | | | | | | | $ | 327 | | | | | |
Square footage, end of year (thousands sq. ft.) | | | 387 | | | | | | | | 394 | | | | | | | | 405 | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | |
Stores opened | | | 11 | | | | | | | | 7 | | | | | | | | 15 | | | | | |
Stores closed | | | 12 | | | | | | | | 14 | | | | | | | | 13 | | | | | |
Ending stores | | | 228 | | | | | | | | 229 | | | | | | | | 236 | | | | | |
| (1) | Direct-to-consumer includes sales of our retail stores and e-commerce sites, sales to online-only retailers and sales through our customers’ websites that we fulfill on a drop-ship basis. |
| (2)
| The wholesale net sales change includes sales from our acquired Vionic brand of $178.4 million and $45.8 million for 2019 and 2018, respectively, and sales from our acquired Blowfish Malibu brand of $64.6 million and $18.0 million for 2019 and 2018, respectively.
|
| (3) | Because these metrics require stores to be included in our results for 13 continuous months, the calculations for 2017 exclude our Allen Edmonds business, which was acquired in December 2016. |
| (4) | This metric for 2017 includes net sales from our 69 acquired Allen Edmonds retail stores. The sales change from these retail stores for 2019 and 2018 is included in the same-store sales metric.
|
Net Sales
Net sales increased $92.9decreased $504.0 million, or 7.1%35.8%, to $1,406.5$902.5 million in 2019,2020, compared to $1,313.6$1,406.5 million last year. The increase primarilysales decrease reflects our acquisitionsthe difficult selling environment driven by the COVID-19 pandemic, particularly in brands with a heavier concentration of Vionic in October 2018 and Blowfish Malibu in July 2018, which contributed $132.6 million and $46.5 million in net sales growth, respectively, for 2019. The increase in sales from our acquisitions was partially offset by lower sales from ourdress footwear, including Naturalizer, Sam Edelman, Allen Edmonds Dr. Scholl's and Naturalizer brands. The organicFranco Sarto. In addition, sales decline waswere adversely impacted during the first half of 2020, as many of our wholesale customers canceled orders and temporarily closed their stores for several weeks. Our retail stores were also temporarily closed during the first half of the year. Our direct-to-consumer sales continue to grow as a percentage of the business, increasing to 32% in 2020, driven by a decline in women's fashion footwear and slowing ofstrong growth in sport-inspired footwear. We also experienced challenging selling conditions in the value channel and a change in inventory management practices by retailers, which in some instances limited ordersour e-commerce business.
We continue to strategically manage our portfolio of brands. In the first quarter of 2020, we announced our decision to exit the Fergie brand. In the fourth quarter of 2020, we announced that we were commencing a strategic realignment related to our Naturalizer retail operations in the United States and Canada. In an effort to continue to improve future profitability and allow greater focus on high-growth, digital channels, we are in the process of closing all Naturalizer stores, with the exception of a limited number of flagship locations. During the fourth quarter of 2020, we closed 39 Naturalizer stores and anticipate the remaining planned store closures to occur in the first quarter of 2021. We continue to view the Naturalizer brand as a strong and value-driving component of our portfolio. Therefore, we will be focusing on growing the brand’s e-commerce business through naturalizer.com, our retail partners and their websites, and the flagship stores. During 2019, we entered into a partnership with Veronica Beard and also transformed and relaunched the Zodiac brand, while making the decision to shift away from the Carlos Santana brand and reposition the Via Spiga brand.
We opened 11opened 7 stores and closed 1265 stores during 2019,2020, resulting in a total of 228170 stores at the end of 2019.2020. Sales per square foot, excluding e-commerce, decreased 6.5%54.1% to $390,$179, compared to $417$390 last year. Our unfilled order position for our wholesale business decreased $36.2$77.2 million, or 10.9%26.1%, to $295.4$218.2 million at the end of 2019,2020, compared to $331.6$295.4 million at the end of last year. The decrease in our backlog order levels reflects an industry shift to a more dynamic and on-demand ordering pattern, with lower initialfewer orders but higher replenishment later in the season. Due to the impact of COVID-19, many ofas our wholesale customers have soughtshift to cancelresponding to consumer demand in-season, resulting in fewer upfront orders, due toas well as the temporary closure of retail stores and the uncertainty surrounding the durationongoing economic impact of the pandemic and customer sentiment. The impact on our unfilled wholesale order position is unknown at this time.
COVID-19 pandemic.
Gross Profit
Gross profit increased $39.7decreased $211.8 million, or 8.5%41.8%, to $506.6$294.8 million in 2019,2020, compared to $466.9$506.6 million last year, primarily reflecting lower net sales growth, which was fueled by recent acquisitions. This increase was partially offset by a more competitive and promotionalan incremental $27.5 million in inventory markdowns reflecting the difficult retail environment which yielded a lower volume of replenishment orders for our product, as well as a higher mix of e-commerce business. Our e-commerce sales generally result in lower margins than traditional retail sales as a result of the incremental freight expenses. In addition, during 2019, the Brand Portfolio segment recognized a total of $8.8 million of incremental cost of goods sold, compared to $12.4and $4.0 million in 2018.inventory markdowns related to the decision in 2020 to close all but a limited number of our Naturalizer retail stores and exit our Fergie brand. Cost of goods sold in 2019 includes $5.8 million ($4.3 million on an after-tax basis, or $0.10 per diluted share) of incremental cost of goods sold related to purchase accounting inventory adjustments and $3.0 million ($2.2 million on an after-tax basis, or $0.05 per diluted share) associated with the decision to exit ourthe Carlos brand and reposition our Via Spiga brand, as further discussed in the Overview section above. In 2018, cost of goods sold includes $10.6 million ($7.9 million on an after-tax basis, or $0.18 per diluted share) associated with purchase accounting inventory adjustments and $1.8 million ($1.3 million on an after-tax basis, or $0.03 per diluted share) associated with the decision to exit our DVF and GBB brands. As a percentage of sales, our gross profit rate increaseddecreased to 32.7% in 2020, compared to 36.0% in 2019, compared to 35.5% last year.
year, reflecting the above factors.
Selling and Administrative Expenses
Selling and administrative expenses increased $43.6decreased $105.3 million, or 10.9%23.8%, to $337.4 million during 2020, compared to $442.7 million during 2019, compared to $399.1 million last year, driven by higherlower salaries expense reflecting the strategic actions taken during the first half of 2020 to mitigate the impact of the COVID-19 pandemic. The decrease also reflects lower logistics expenses from our Vionic and Blowfish Malibu acquisitions, partially offset by lowera reduction of variable expenses, including certain rent concessions, associated with cashthe retail store closures and stock-based incentive compensation expenses.the declining store base. As a percentage of net sales, selling and administrative expenses increased to 31.5%37.4% in 20192020 from 30.4%31.5% last year, reflecting the above named factors.
Impairment of Goodwill and Intangible Assets
We incurred impairment charges of $98.0$286.5 million during 20182020, including $240.3 million associated with goodwill and $46.2 million associated with intangible assets, including $32.0 for the impairment of goodwill and the tradename for our Allen Edmonds business.trade name, $10.2 million for the Via Spiga trade name and $4.0 million associated with other Allen Edmonds intangible assets. The goodwill impairment charges were driven by several factors, includinga result of the decision to change the brand's pricing structure to be less promotionalunfavorable business climate and our lower market capitalization, due in the future, which resulted in a decline in projected revenue. In addition, rising interest rates and less favorable operating results contributedpart to the need foreconomic impacts of the 2018 impairment charges.COVID-19 pandemic. There were no corresponding impairment charges in 2019. See Note 1 and Note 11 to the consolidated financial statements for additional information related to the impairment.
Restructuring and Other Special Charges, Net
Restructuring and other special charges of $79.3 million in 2020 were primarily comprised of $63.6 million for impairment charges on store furniture and fixtures and lease right-of-use assets, liabilities due to our factories for order cancellations and severance expense. In addition, we incurred $12.4 million associated with the decision to close all but a limited number of Naturalizer retail stores and $3.3 million in integration-related costs for Vionic. In 2019, restructuring and other special charges of $5.7 million in 2019 were comprised of $5.1 million for expense containment initiatives and $0.6 million of costs associated with the decision to exit the Carlos brand. In 2018, restructuring and other special charges of $10.6 million were comprised of $5.4 million for the integration and reorganization of our men's brands, $4.5 million of expenses related to the transition of two of our distribution centers and $0.6 million of costs associated with the decision to exit the DVF and GBB brands. Refer to Note 2 and Note 5 to the consolidated financial statements for additional information related to these charges.
Operating (Loss) Earnings
Operating Earnings (Loss)
Operating(loss) earnings were $58.2decreased $466.6 million in 2019, compared to an operating loss of $40.8$408.4 million in 2020, compared to operating earnings of $58.2 million last year, primarily reflectingas a result of the $98.0 million impairment of goodwill and intangible assets in 2018 and other factors described above. As a percentage of net sales, the operating loss was 45.3% in 2020, compared to operating earnings wereof 4.1% in 2019, compared to an operating loss of 3.1% last year.
ELIMINATIONS AND OTHER
| | | 2019 | | | 2018 | | | 2017 | | |
| | | | | | % of | | | | % of | | | | % of | | |
| | | | | | | | | | | | | | | | | | |
| | 2020 | | | 2019 | | | 2018 | |
| | | | | % of | | | | | | % of | | | | | | % of | |
($ millions) | | | | | | Net Sales | | | | | | | Net Sales | | | | | | | Net Sales | | | | | Net Sales | | | | | | Net Sales | | | | | | Net Sales | |
Net sales | | $ | (73.0 | ) | | 100.0 | % | | $ | (85.5 | ) | | 100.0 | % | | $ | (85.1 | ) | | 100.0 | % | $ | (49.0) | | 100.0 | % | | $ | (73.0) | | 100.0 | % | | $ | (85.5) | | 100.0 | % |
Cost of goods sold | | | (75.4 | ) | | | 103.3 | % | | | (84.1 | ) | | | 64.5 | % | | | (85.1 | ) | | | 100.0 | % | | (51.3) | | 104.8 | % | | | (75.4) | | 103.3 | % | | | (84.1) | | 98.4 | % |
Gross profit | | $ | 2.4 | | | | (3.3 | )% | | $ | (1.4 | ) | | | 1.6 | % | | $ | - | | | | — | % | $ | 2.3 | | (4.8) | % | | $ | 2.4 | | (3.3) | % | | $ | (1.4) | | 1.6 | % |
Selling and administrative expenses | | 28.0 | | | (38.4 | )% | | 37.5 | | | (43.9 | )% | | 42.0 | | | (49.3 | )% | | 54.9 | | (112.2) | % | | | 28.0 | | (38.4) | % | | | 37.5 | | (43.9) | % |
Restructuring and other special charges, net | | | 5.6 | | | | (7.7 | )% | | | 5.2 | | | (6.1 | )% | | | 2.7 | | | | (3.2 | )% | | 0.8 | | (1.6) | % | | | 5.6 | | (7.7) | % | | | 5.2 | | (6.1) | % |
Operating (loss) earnings | | $ | (31.2 | ) | | | (42.7 | )% | | $ | (44.1 | ) | | | 51.5 | % | | $ | (44.7 | ) | | | 52.5 | % | |
Operating loss | | $ | (53.4) | | (109.0) | % | | $ | (31.2) | | 42.7 | % | | $ | (44.1) | | 51.5 | % |
The Eliminations and Other category includes the elimination of intersegment sales and profit, unallocated corporate administrative expenses, and other costs and recoveries.
The net sales elimination of $73.0$49.0 million for 20192020 is $12.5$24.0 million, or 14.6%32.9%, lower than in 2018,2019, reflecting lowera decrease in product sold from our Brand Portfolio segment to Famous Footwear.
Selling and administrative expenses decreased $9.5increased $26.9 million, or 25.3%95.9%, to $28.0$54.9 million in 2019,2020, compared to $37.5$28.0 million last year, primarily driven by lower expenses for our cash and share-based incentive compensation plans, partially offset by higher unallocated expenses related to our logistics, facilities.
insurance and consulting expenses.
Restructuring and other special charges of $5.6$0.8 million in 2020 were comprised primarily of costs associated with workforce reductions as we sought to align our expense structure with the lower sales performance, combined with incremental expenses associated with deep cleaning our facilities and related supplies. In 2019, restructuring and other special charges of $5.6 million were comprised of $3.8 million for expense containment initiatives and $1.8 million for Vionic integration-related costs. In 2018,
RESTRUCTURING AND OTHER INITIATIVES
During 2020, we incurred restructuring and other special charges of $5.2$96.7 million, included acquisitionincluding approximately $80.9 million in costs primarily associated with the economic impact of the COVID-19 pandemic, consisting of impairment charges associated with lease right-of-use assets and retail store furniture and fixtures, liabilities associated with factory order cancellations and severance. In addition, we incurred $12.4 million related to the decision to close all but a limited number of Naturalizer retail stores and $3.4 million of integration-related costs for Vionic and Blowfish Malibu totaling $4.8 million and integration and reorganization of our men's brands of $0.4 million.Vionic.
RESTRUCTURING AND OTHER INITIATIVES
|
During 2019, we incurred restructuring and other special charges of $14.8 million, including approximately $12.3 million related to our expense containment initiatives, $1.9 million of acquisition and integration-related costs for Vionic, and $0.5 million related to the decision to exit ourthe Carlos brand and reposition our Via Spiga brand. In addition to the severance and benefits presented as restructuring and other special charges, we also incurred $2.7 million in special charges for our pension associated with the VERP, which is included in other income, net in the consolidated statement of earnings, as further discussed in Note 6 to the consolidated financial statements.
During 2018, we incurred restructuring and other special charges of $16.1 million, including $5.8 million related to the integration and reorganization of our men's business, $4.5 million associated with the transition of two of our distribution centers, $4.5 million of acquisition and integration-related costs for Vionic, $0.6 million related to the decision to exit our DVF and GBB brands, $0.4 million related to the restructuring of our retail operations, and $0.3 million of acquisition and integration-related costs for Blowfish Malibu.
Refer to the Financial Highlightssection above and Note 2 and Note 5 to the consolidated financial statements for additional information related to these charges.
IMPACT OF INFLATION AND CHANGING PRICES |
Although inflation has slowed in recent years, it is still a factor in our economy. While we have felt the effects of inflation on our business and results of operations, it has not had a significant impact over the last three years. Inflation can have a long-term impact on our business because increasing costs of materials and labor may impact our ability to maintain satisfactory profit rates. For example, our products are manufactured in other countries, and a decline in the value of the
U.S. dollar and the impact of labor shortages in China or other countries, or the imposition of tariffs, may result in higher product costs. Similarly, any potential significant shortage of quantities or, if significant, increases in the cost of the materials that are used in our manufacturing process, such as leather and other materials or resources, could have a material negative impact on our business and results of operations. In addition, inflation is often accompanied by higher interest rates, which could have a negative impact on consumer spending, in which case our net sales and profit rates could decrease. Moreover, increases in inflation may not be matched by increases in wages, which also could have a negative impact on consumer spending. If we incur increased costs that we are unable to be recoveredrecover through price increases, or if consumer spending decreases generally, our business, results of operations, financial condition and cash flows may be adversely affected. In an effort to mitigate the impact of these incremental costs on our operating results, we expect to pass on some portion of the cost increases to our consumers and adjust our business model, as appropriate, to minimize the impact of higher costs. Further discussion of the potential impact of inflation and changing prices is included in Item 1A, Risk Factors.
LIQUIDITY AND CAPITAL RESOURCES |
Borrowings
($ millions) | | February 1, 2020 | | | February 2, 2019 | | | (Decrease) Increase | |
Borrowings under revolving credit agreement | | $ | 275.0 | | | $ | 335.0 | | | $ | (60.0 | ) |
Long-term debt | | | 198.4 | | | | 197.9 | | | | 0.5 | |
Total debt | | $ | 473.4 | | | $ | 532.9 | | | $ | (59.5 | ) |
| | | | | | | | | |
($ millions) | | January 30, 2021 | | February 1, 2020 | | (Decrease) Increase |
Borrowings under revolving credit agreement | | $ | 250.0 | | $ | 275.0 | | $ | (25.0) |
Long-term debt | | | 198.9 | | | 198.4 | | | 0.5 |
Total debt (1) | | $ | 448.9 | | $ | 473.4 | | $ | (24.5) |
| (1) | Total debt excludes the Blowfish Malibu mandatory purchase obligation, which was valued at $39.1 million and $15.2 million as of January 30, 2021 and February 1, 2020, respectively. |
Total debt obligations decreased $59.5$24.5 million to $448.9 million at the end of 2020, compared to $473.4 million at the end of 2019, compared to $532.9 million at the end of last year, reflecting the repayment ofas we made continued progress on paying back borrowings under our revolving credit agreement, which waswere used to fund the Vionic acquisition of Vionic in October 2018. Net interest expense in 20192020 was $33.1$48.3 million, compared to $18.3$33.1 million in 2018. 2019. The increase in net interest expense in 20192020 was primarily attributable to higher average borrowings under our revolving credit agreement and the fair value adjustment for the mandatory purchase obligation associated with the Blowfish Malibu acquisition, as further discussed in Note 2 and Note 15 to the consolidated financial statements.statements, partially offset by lower average borrowings under our revolving credit agreement.
Credit Agreement
TheAs further discussed in Note 12 to the consolidated financial statements, the Company maintains a revolving credit facility for working capital needs. On December 18, 2014, the Company and certain of its subsidiaries (the “Loan Parties”) entered into the Former Credit Agreement, which was further amended on July 20, 2015 to release all of the Company’s subsidiaries that were borrowers under or that guaranteed the Former Credit Agreement other than Sidney Rich Associates, Inc. and BG Retail, LLC. Allen Edmonds and Vionic were joined to the Agreement as guarantors on December 13, 2016 and October 31, 2018, respectively. After giving effect to the joinders, theThe Company is the lead borrower, and Sidney Rich Associates, Inc., BG Retail, LLC, Allen Edmonds LLC, Vionic Group LLC and Vionic International LLC are each co-borrowers and guarantors under the Former Credit Agreement.revolving credit facility. On January 18, 2019, the Loan Parties entered into athe Third Amendment to Fourth Amended and Restated Credit Agreement (as so amended, the "Credit Agreement") to extend the maturity date to January 18, 2024 and changechanged the borrowing capacity under the Former Credit Agreementformer credit agreement from an aggregate amount of up to $600.0 million to an aggregate amount of up to $500.0 million, with the option to increase by up to $250.0 million. The Third Amendment to Fourth Amended and Restated Credit Agreement also reducesreduced upfront and unused borrowing fees, providesprovided for less restrictive covenants and offersoffered more flexibility.
On April 14, 2020, we entered into a Fourth Amendment to Fourth Amended and Restated Credit Agreement (as so amended, the “Credit Agreement”) which, among other modifications, increased the amount available under the revolving credit facility by $100.0 million to an aggregate amount of up to $600.0 million, subject to borrowing base restrictions, and may be further increased by up to $150.0 million.
Borrowing availability under the Credit Agreement is limited to the lesser of the total commitments and the borrowing base ("Loan Cap"), which is based on stated percentages of the sum of eligible accounts receivable, eligible inventory and eligible credit card receivables, as defined, less applicable reserves. Under the Credit Agreement, the Loan Parties’ obligations are secured by a first-priority security interest in all accounts receivable, inventory and certain other collateral.
Interest on borrowings is at variable rates based on the London Interbank Offered Rate (“LIBOR”) (with a floor of 1.0% imposed by the Credit Agreement) or the prime rate, as defined in the Credit Agreement, plus a spread. The interest rate and fees for letters of credit vary based upon the level of excess availability under the Credit Agreement. There is an unused line fee payable on the unused portion under the facility and a letter of credit fee payable on the outstanding face amount under letters of credit. Refer to further discussion regarding the Credit Agreement in Note 12 to the consolidated financial statements.
At February 1, 2020,January 30, 2021, we had $275.0$250.0 million borrowings and $10.9$11.2 million in letters of credit outstanding under the Credit Agreement. Total borrowing availability was $214.1$136.0 million at February 1, 2020. As discussed in the Overview section above, as a precautionary measure to increase liquidity during the uncertainty of COVID-19, the Company has increased the borrowings on its revolving credit facility from $275.0 million at February 1, 2020 to $440.0 million at the date of this filing.January 30, 2021. Borrowings under the revolving credit facility, which will be used for working capital needs, will bear interest at LIBOR plus a spread of between 1.25% and 1.5%.
The accordion feature of our revolving credit facility provides us with a maximum of $250 million in additional borrowing capacity subject to our compliance with covenants and restrictions under the Credit Agreement. Currently, based on our level of inventory and accounts receivable, the accordion feature would provide approximately $100.0 million of additional borrowing capacity. We were in compliance with all covenants and restrictions under the Credit Agreement as of February 1, 2020. InJanuary 30, 2021. Our credit rating was downgraded in March 2020 Moody'sby Moody’s and S&P downgraded our credit rating.and again in April 2020 by Moody’s. Further deterioration in our credit ratings or non-compliance with any covenants or restrictions under the Credit Agreement may impact our ability to access borrowings or capital, as well as negatively impact interest rates and the cost of borrowings.
$200 Million Senior Notes
On July 27, 2015, we issued $200.0 million aggregate principal amount of Senior Notes due in 2023 (the "Senior Notes"). The Senior Notes are guaranteed on a senior unsecured basis by each of the subsidiaries of Caleres, Inc. that is an obligor under the Credit Agreement, and bear interest at 6.25%, which is payable on February 15 and August 15 of each year. The Senior Notes mature on August 15, 2023. We may redeem some or all of the Senior Notes at various redemption prices, as further discussed in Note 12 to the consolidated financial statements.
The Senior Notes also contain covenants and restrictions that limit certain activities including, among other things, levels of indebtedness, payments of dividends, the guarantee or pledge of assets, certain investments, common stock repurchases, mergers and acquisitions and sales of assets. As of February 1, 2020,January 30, 2021, we were in compliance with all covenants and restrictions relating to the Senior Notes.
Supplemental Guarantor Financial Information
The Senior Notes are fully and unconditionally and jointly and severally guaranteed on a senior unsecured basis by all of our existing and future subsidiaries that are guarantors under the Credit Agreement. The guarantors are 100% owned by Caleres, Inc. (“Parent”). On October 31, 2018, Vionic was joined to the Credit Agreement as a guarantor. After giving effect to the joinder, the Company is lead borrower, and Sidney Rich Associates, Inc., BG Retail, LLC, Allen Edmonds and Vionic are each co-borrowers and guarantors under the Credit Agreement. During the second quarter of 2020, we adopted SEC Release No. 33-10762, Financial Disclosures About Guarantors and Issuers of Guaranteed Securities and Affiliates Whose Securities Collateralize a Registrant’s Securities, as further discussed in Note 1 to the consolidated financial statements. The following tables present summarized financial information for the Parent and guarantors on a combined basis after the elimination of intercompany transactions between entities and amounts related to investments in any subsidiary that is a non-guarantor:
| | | |
($ millions) | | January 30, 2021 |
Current assets | | $ | 686.3 |
Non-current assets | | | 1,029.5 |
Current liabilities | | | 818.4 |
Non-current liabilities | | | 740.0 |
| | | |
| | |
($ millions) | | 2020 |
Net sales (1) | | $ | 1,939.2 |
Gross profit | | | 728.4 |
Operating (loss) earnings | | | (421.6) |
Net (loss) earnings | | | (345.1) |
Net (loss) earnings attributable to Caleres, Inc. | | | (345.1) |
| (1) | Intercompany activity with the non-guarantor entities in 2020, 2019 and 2018 was not material. |
Working Capital and Cash Flow
| | | February 1, 2020 | | | February 2, 2019 | |
Working capital ($ millions) (1) | | $ | 31.3 | | | $ | 123.1 | |
Current ratio (2) | | 1.04:1 | | | 1.14:1 | |
Debt-to-capital ratio (3) | | | 42.2 | % | | | 45.6 | % |
| | | | | | | | |
| | | January 30, 2021 | | February 1, 2020 | |
Working capital ($ millions) (1) | | | $ | (123.0) | | $ | 31.3 | |
Current ratio (2) | | | | 0.86:1 | | | 1.04:1 | |
Debt-to-capital ratio (3) | | | | 68.8 | % | | 42.2 | % |
| (1) | (1)
| Working capital has been computed as total current assets less total current liabilities. The working capital as of February 1, 2020 includes $127.9 million of operating lease obligations as a result of the adoption of ASC 842, as further discussed in Note 1 to the consolidated financial statements. |
| (2) | (2)
| The current ratio has been computed by dividing total current assets by total current liabilities. The current ratio as of February 1, 2020 includes $127.9 million of operating lease obligations. |
| (3) | (3)
| Debt-to-capital has been computed by dividing total debt by total capitalization. Total debt is defined as long-term debt and borrowings under the Credit Agreement. Total capitalization is defined as total debt and total equity. |
Working capital at February 1, 2020,January 30, 2021, was $31.3a deficit of $123.0 million, which was $91.8$154.3 million lower than at February 2, 2019.1, 2020. Our current ratio was 1.040.86 to 1 at February 1, 2020, compared to 1.141.04 to 1 at February 2, 2019.1, 2020. The decrease in both working capital and the current ratio primarilyfrom 2019 reflects many factors, including lower inventories driven by disciplined inventory management during 2020 and the impact of port delays at the 2019 adoptionend of Accounting Standards Codification ("ASC") 842, Leases, on2020 which delayed the balance sheetflow of certain product, as further discussed in Note 1 towell as the consolidated financial statements, including the addition of current operating lease obligations of $127.9 million. The impactreclassification of the Blowfish Malibu mandatory purchase obligation to current operating lease obligations was partially offset by an increaseliabilities, reflecting the anticipated settlement in cash and cash equivalents, despite the $60.0 million of net repayments on borrowings under our revolving credit agreement.2021. Our debt-to-capital ratio was 42.2%68.8% as of January 30, 2021, compared to 42.2% at February 1, 2020, compared to 45.6% at February 2, 2019, primarily reflecting lower borrowings underequity resulting from our revolving credit agreement.net loss in 2020.
| | | 2019 | | 2018 | | Increase (Decrease) in Cash and Cash Equivalents | | |
| | | | | | | | | |
| | | | | | | | Increase (Decrease) |
| | | | | | | | | in Cash and |
($ millions) | | 2020 | | 2019 | | Cash Equivalents |
Net cash provided by operating activities | | $ | 170.8 | | | $ | 129.6 | | | $ | 41.2 | | $ | 126.4 | | $ | 170.8 | | $ | (44.4) |
Net cash used for investing activities | | (49.5 | ) | | (436.4 | ) | | 386.9 | | | (22.1) | | | (49.5) | | | 27.4 |
Net cash (used for) provided by financing activities | | (106.3 | ) | | 273.2 | | | (379.5 | ) | |
Net cash used for financing activities | | | (61.3) | | | (106.3) | | | 45.0 |
Effect of exchange rate changes on cash and cash equivalents | | 0.0 | | | (0.2 | ) | | 0.2 | | | 0.1 | | | 0.0 | | | 0.1 |
Increase (decrease) in cash and cash equivalents | | $ | 15.0 | | | $ | (33.8 | ) | | $ | 48.8 | | |
Increase in cash and cash equivalents | | $ | 43.1 | | $ | 15.0 | | $ | 28.1 |
Cash provided by operating activities was $41.2$44.4 million higherlower in 20192020 than last year, reflecting the following factors:
| •
● | A decreaseLower earnings, after consideration of non-cash items, in inventories in 2019,2020 compared to an2019, and
|
| ● | A larger increase in 2018 reflecting the earlier receipt of spring product from our Brand Portfolio factory partners in 2018 due to an earlier holiday shutdown period for Chinese New Year, and |
| •
| A decrease inincome tax receivables in 2019 driven by lower wholesale sales in the fourth quarter,2020 compared to an increase in 2018,2019, partially offset by
|
| •
● | A decrease in trade accounts payable in 2019, reflecting the lower level of inventory, compared to anAn increase in 2018, and
|
| •
| A decrease in accrued expenses and other liabilities in 2019,2020 compared to an increasea decrease 2019, and
|
| ● | A larger decrease in 2018.inventory in 2020, compared to 2019 due in part to our disciplined management of inventory during the pandemic and the impact of port delays at the end of 2020 which delayed the flow of certain product. |
Supply chain financing: Certain of our suppliers are given the opportunity to sell receivables from us related to products we’ve purchased to participating financial institutions at a rate that leverages our credit rating, which may be more beneficial to the suppliers than the rate they can obtain based upon their own credit rating. We negotiate payment and other terms with our suppliers, regardless of whether the supplier participates in the program, and our responsibility is limited to making payment based on the terms originally negotiated with the supplier. These liabilities continue to be presented as accounts payable in our consolidated balance sheets and reflected as cash flows from operating activities when settled. As of January 30, 2021, we had $28.5 million of accounts payable subject to supply chain financing arrangements. There was an immaterial amount of accounts payable subject to supply chain financing arrangements at February 1, 2020. We believe the impact of supply chain financing is not material to our overall liquidity position.
Cash used for investing activities was $386.9$27.4 million lower in 20192020 than last year, primarily reflecting lower capital expenditures in 2020 as a result of the acquisition costs of Blowfish Malibu in July 2018 and Vionic in October 2018, as further discussed in Note 2steps taken to reduce and/or defer capital expenditures to preserve financial flexibility during the consolidated financial statements.pandemic. In addition, we had lower purchases of property and equipment in 2019. In 2020,2021, we expect to reduce our purchases of property and equipment and capitalized software to be between $25$20 million and $35$30 million.
Cash used for financing activities was $379.5$45.0 million higherlower in 20192020 than last year, primarily due to thelower net repayments on our revolving credit agreement of $25.0 million in 2020 compared to $60.0 million in 20192019. In addition, share repurchases under our share repurchase programs decreased $10.1 million to $23.3 million in 2020 compared to net borrowings of $335$33.4 million under our revolving credit agreement in 2018 primarily for the acquisition of Vionic.2019.
We paid dividends of $0.28 per share in each of 2020, 2019 2018 and 2017.2018. The 20192020 dividends marked the 97th98th year of consecutive quarterly dividends. On March 5, 2020,March 11, 2021, the Board of Directors declared a quarterly dividend of $0.07 per share, payable on April 2, 2020,9, 2021, to shareholders of record on March 18, 2020,25, 2021, marking the 388392thnd consecutive quarterly dividend to be paid by the Company. The declaration and payment of any future dividend is at the discretion of the Board of Directors and will depend on our results of operations, financial condition, business conditions and other factors deemed relevant by our Board of Directors. However, we presently expect that dividends will continue to be paid.
CRITICAL ACCOUNTING POLICIES AND ESTIMATES |
Certain accounting issues require management estimates and judgments for the preparation of financial statements. Our most significant policies requiring the use of estimates and judgments are listed below.
Inventories
Inventories are one of our most significant assets, representing approximately 25% of total assets at the end of 2019. We value inventories at the lower of cost and net realizable value with 87% of consolidated inventories using the last-in, first-out (“LIFO”) method. An actual valuation of inventory under the LIFO method can be made only at the end of each year based on the inventory levels and costs at that time. Accordingly, interim LIFO calculations are based on management’s estimates of expected year-end inventory levels and costs and are subject to the final year-end LIFO inventory valuation.
We apply judgment in valuing our inventories by assessing the net realizable value of our inventories based on current selling prices. At our Famous Footwear segment and certain operations within our Brand Portfolio segment, we recognize markdowns when it becomes evident that inventory items will be sold at prices less than cost, plus the cost to sell the product. This policy causes the gross profit rates at our Famous Footwear segment and, to a lesser extent, our Brand Portfolio segment to be lower than the initial markup during periods when permanent price reductions are taken to clear product. For the majority of our Brand Portfolio segment, we provide markdown reserves to reduce the carrying values of inventories to a level where, upon sale of the product, we will realize our normal gross profit rate. We believe these policies reflect the difference in operating models between our Famous Footwear segment and our Brand Portfolio segment. Famous Footwear periodically runs promotional events to drive sales to clear seasonal inventories. The Brand Portfolio segment generally relies on permanent price reductions to clear slower-moving inventory.
We perform physical inventory counts or cycle counts on all merchandise inventory on hand throughout the year and adjust the recorded balance to reflect the results. We record estimated shrinkage between physical inventory counts based on historical results. Inventory shrinkage is included as a component of cost of goods sold.
Goodwill and Intangible Assets
Goodwill and intangible assets deemed to have indefinite lives are not amortized but are subject to annual impairment tests. In accordance with ASCAccounting Standards Codification (“ASC”) 350, Intangibles-Goodwill and Other, a company is permitted, but not required, to qualitatively assess indicators of a reporting unit’s fair value when it is unlikely that a reporting unit is impaired. If a quantitative test is deemed necessary, a discounted cash flow analysis is prepared to estimate fair value. If the recorded values of these assets are not recoverable, based on either the qualitative assessment screen or discounted cash flow analysis, goodwill impairment is recognized for the amount by which a reporting unit'sunit’s carrying value exceeds its fair value, not to exceed the carrying value of goodwill. We perform impairment tests as of the beginning of the fourth quarter of each fiscal year unless events or circumstances indicate an interim test is required. Other intangible assets are amortized over their useful lives and are reviewed for impairment if and when impairment indicators are present.
Goodwill
In 2019,During the first quarter of 2020, as a result of the significant decline in the Company’s share price and market capitalization, and the impact of COVID-19 on our business operations, we elected to performdetermined that an interim assessment of goodwill was required and performed the quantitative assessment for all reporting units.units as of May 2, 2020. The quantitative test is a fair value-based test applied at the reporting unit level, which is generally at or one level below the operating segment level. The test compared the fair value of each reporting unit to the carrying value of that reporting unit. This test requires significant assumptions, estimates and judgments by management, and is subject to inherent uncertainties and subjectivity. The fair value of the reporting unit is determined using an estimate of future cash flows of the reporting unit and a risk-adjusted discount rate to compute a net present value of future cash flows. Projected net sales, gross profit, selling and administrative expenses, capital expenditures and working capital requirements are based on the past performance of the reporting units as well as our internal projections. Discount rates reflect market-based estimates of the risks associated with the projected cash flows of the reporting unit directly resulting from the use of its assets in its operations. We also considered assumptions that market participants may use. The estimates of the fair values of our reporting units were based on the best information available to us as of the date of the assessment. In our quantitative assessments of goodwill, our projected net sales growth rates, gross profit, selling and administrative expenses and discount rates require significant management judgment and are the assumptions to which the fair value calculation is the most sensitive. Changes in any of these assumptions, including the impact of external factors such as interest rates, or the impact of the coronavirus outbreak and the resulting impact on our retail stores and stock price, could result in the calculated fair value falling belowThe interim assessment indicated that the carrying value of the goodwill associated with the Brand Portfolio and Vionic reporting units exceeded the carrying value, resulting in future assessments. total non-cash goodwill impairment charges of $240.3 million in the first quarter of 2020.
In addition to the interim assessment, we performed an impairment review of the goodwill associated with the Blowfish Malibu reporting unit as of the first day of our fourth fiscal quarter. We elected to perform the optional qualitative assessment, which indicated no impairment. During 2019 and 2018, the goodwill impairment testing was performed as of the first day of our fourth fiscal quarter, which resulted in no impairment charges recorded during 2019 and $38.0 million of non-cash impairment charges for the impairment of goodwill of our Allen Edmonds reporting unit in 2018.
Other Intangible Assets
During the first quarter of 2020, as a result of the triggering event from the economic impacts of COVID-19, an interim assessment of our indefinite-lived intangible assets was performed as of May 2, 2020. We tested our indefinite-lived intangible assets, consisting of trade names, utilizing the relief-from-royalty method to determine the estimated fair value of each indefinite-lived intangible asset. The relief-from-royalty method estimates the theoretical royalty savings from ownership of the intangible asset.trade name. Key assumptions used in our assessments include net sales projections, discount rates and royalty rates. Royalty rates are established by management based on comparable trademarktrade name licensing agreements in the market. The net sales projections, discount rates and royalty rates utilized in our quantitative assessments of indefinite-lived intangible assets require significant management judgment and are the assumptions to which the fair value calculation is most sensitive. The impairment review resulted in total impairment charges of $22.4 million in the first quarter of 2020, including $12.2 million associated with the indefinite-lived Allen Edmonds trade name and $10.2 million of impairment associated with the indefinite-lived Via Spiga trade name. The carrying value of the Via Spiga trade name of $0.5 million will be amortized over approximately two years. Changes in any of thesethe assumptions used in the impairment assessments could negatively impact thefuture fair value calculation,calculations, potentially resulting in an impairment charge on other trade names in futuresubsequent assessments.
The goodwill impairment testing and otherIn addition to the interim assessment, we evaluated the indefinite-lived intangible assets and the definite-lived Allen Edmonds customer relationship intangible asset impairment reviews were performed as of the first day of our fourth fiscal quarterquarter. The indefinite-lived trade names were evaluated using the key assumptions described above. These impairment reviews resulted in additional impairment totaling $23.8 million, consisting of $19.8 million associated with the Allen Edmonds tradename and there were$4.0 million associated with the Allen Edmonds customer relationships intangible asset. The 2019 impairment reviews for indefinite-lived intangible assets indicated no impairment charges recorded during 2019. Inimpairment. During 2018, we recorded a non-cash impairment chargescharge of $38.0 million for the impairment of goodwill of our Allen Edmonds reporting unit and $60.0 million for the impairment of the Allen Edmonds indefinite-lived tradename. The fair values of our reporting units and indefinite-lived intangible assets were sufficiently in excess of the carrying values as of our most recent impairment testing date, except for the Vionic reporting unit, which was acquired in October 2018. The relationship between the fair value and carrying value of a reporting unit is influenced by many factors, including the length of time that has passed since the reporting unit was initially acquired.trade name. Refer to Note 11 to the consolidated financial statements for additional information related to goodwill and intangible assets.
Store Impairment Charges
AdoptionWe regularly analyze the results of New Lease Accounting Standard
Inall stores and assess the first quarterviability of 2019, we changed our methodunderperforming stores to determine whether events or circumstances exist that indicate the stores should be closed or whether the carrying amount of accountingtheir long-lived assets may not be recoverable. After allowing for leases due to the adoption of Accounting Standards Update ("ASU") No. 2016-02, Leases ("ASC 842"),an appropriate start-up period, unusual nonrecurring events or favorable trends, property and equipment at stores and the related amendments. The adoption of ASC 842 resulted in the recognition oflease right-of-use operating lease assets and operating lease liabilities of approximately $729.2 million and $791.7 million, respectively,indicated as of February 3, 2019. The cumulative effect of adopting the standard resulted in an adjustmentimpaired are written down to retained earnings of $13.4 million upon adoption, which represented a reduction of the initial right-of-use asset for certain stores where the initial right-of-use asset was determined to exceed fair value. Fair value of the right-of-use asset was determinedas calculated using a discounted cash flow analysis, considering sublease discounts,method. The fair value of the lease right-of-use assets is determined utilizing projected cash flows for each store location, discounted using a risk-adjusted discount rate, subject to a market rent per square foot, marketing timefloor based on current market lease rates. The projected cash flows of the stores (including net sales projections), discount rates and current market discount rates. Leaselease rates for the remaining lease term of the related stores used to determine fair value require significant management judgment and are the assumptions to which the fair value calculations are most sensitive. We recorded asset impairment charges, primarily related to underperforming retail stores, of $56.3 million during 2020, including $31.4 million associated with operating lease right-of-use assets and lease liabilities$24.9 million associated with property and equipment, primarily reflecting the impact of the COVID-19 pandemic on our retail operations as well as the decision to close all but a few of our Naturalizer retail stores.
Inventories
Inventories are recognizedone of our most significant assets, representing approximately 26% of total assets at the end of 2020. We value inventories at the lower of cost and net realizable value with 88% of consolidated inventories using the last-in, first-out (“LIFO”) method. An actual valuation of inventory under the LIFO method can be made only at the end of each year based on the present value of the future minimum lease payments over the lease term. The majority of our leases do not provide an implicit rateinventory levels and therefore, we used an incremental borrowing ratecosts at that time. Accordingly, interim LIFO calculations are based on information available, including implied traded debt yield and seniority adjustments, at the adoption date to determine the present value of future payments. The Company is a party to a significant number of lease contracts and certain aspects of adopting ASC 842, including themanagement’s estimates of expected year-end inventory levels and costs and are subject to the incremental borrowing rate and impairment of the right-of-use asset upon adoption, required significant management judgment. Refer tofinal year-end LIFO inventory valuation. As further discussed in Note 131 to the consolidated financial statements, for additional information regarding ASC 842.
Business Combination Accountinga reduction in inventory quantities associated with the ongoing exit of our Naturalizer retail business resulted in a liquidation of LIFO layers and a reduction of the LIFO reserve of $2.9 million.
We allocateapply judgment in valuing our inventories by assessing the purchasenet realizable value of our inventories based on current selling prices. At our Famous Footwear segment and certain operations within our Brand Portfolio segment, we recognize markdowns when it becomes evident that inventory items will be sold at prices less than cost, plus the cost to sell the product. This policy causes the gross profit rates at our Famous Footwear segment and, to a lesser extent, our Brand Portfolio segment to be lower than the initial markup during periods when permanent price reductions are taken to clear product. For the majority of an acquired entityour Brand Portfolio segment, we provide markdown reserves to reduce the carrying values
of inventories to a level where, upon sale of the product, we will realize our normal gross profit rate. We believe these policies reflect the difference in operating models between our Famous Footwear segment and our Brand Portfolio segment. Famous Footwear periodically runs promotional events to drive sales to clear seasonal inventories. The Brand Portfolio segment generally relies on permanent price reductions to clear slower-moving inventory.
We perform physical inventory counts or cycle counts on merchandise inventory on hand throughout the year and adjust the recorded balance to reflect the results. We record estimated shrinkage between physical inventory counts based on historical results. Inventory shrinkage is included as a component of cost of goods sold.
Income Tax Valuation Allowances
We recognize deferred tax assets and liabilities acquired based upon their estimated fair values atfor the business combination date. We also identifyexpected future tax consequences of temporary differences between the consolidated financial statement carrying amounts and estimate the fair valuestax bases of intangible assets that should be recognized as assets apart from goodwill. A single estimate of fair value results from a complex series of judgments about future events and uncertainties and relies heavily on estimates and assumptions. We have historically relied in part upon the use of reports from third-party valuation specialists to assist in the estimation of fair values for intangible assets other than goodwill, inventory and fixed assets. The carrying values of acquired receivables and trade accounts payable have historically approximated their fair values at the business combination date. With respect to other acquired assets and liabilities, we use all available information to make our best estimates of their fair values at the business combination date.
Our purchase price allocation methodology contains uncertainties because it requires management to make assumptions and to apply judgment to estimate the fair value of the acquired assets and liabilities. Management estimates the fair valueValuation allowances are established if we believe that it is more-likely-than-not that some or all of our deferred tax assets and liabilities based upon quoted market prices, the carrying valuewill not be realized. The evaluation of the acquiredrealizability of deferred tax assets requires significant assumptions, estimates and widely acceptedjudgment by management, including estimates of future taxable income by jurisdiction. Such estimates are subject to inherent uncertainties and subjectivity.
As of January 30, 2021, we are in a three-year cumulative loss position for federal, state and certain international jurisdictions. We have valuation techniques, including discounted cash flows. Unanticipated events or circumstances may occur that could affectallowances totaling $50.0 million as of January 30, 2021, reflecting the accuracyuncertainty regarding the utilization of our fair value estimates, including assumptions regarding industry economic factorsnet operating loss carryforwards and business strategies.other deferred tax assets.
During 2018, we acquired two businesses, Blowfish Malibu and Vionic. Refer to further discussion in Note 2 to the consolidated financial statements.
Impact of Prospective Accounting Pronouncements
Recent accounting pronouncements and their impact on the Company are described in Note 1 to the consolidated financial statements.
OFF-BALANCE SHEET ARRANGEMENTS |
The Company has no off-balance sheet arrangements as of February 1, 2020.January 30, 2021.
The table below sets forth our significant future obligations by time period. Further information on certain of these commitments is provided in the notes to our consolidated financial statements, which are cross-referenced in this table. Our obligations outstanding as of February 1, 2020January 30, 2021 include the following:
| | | Payments Due by Period | |
| | | | | | | Less Than | | | | 1-3 | | | | 3-5 | | | More Than | |
($ millions) | | Total | | | 1 Year | | | Years | | | Years | | | 5 Years | |
Borrowings under Credit Agreement (1) | | $ | 275.0 | | | $ | — | | | $ | — | | | $ | 275.0 | | | $ | — | |
Long-term debt (2) | | | 200.0 | | | | — | | | | — | | | | 200.0 | | | | — | |
Interest on long-term debt (2) | | | 50.0 | | | | 12.5 | | | | 25.0 | | | | 12.5 | | | | — | |
Operating lease commitments, including imputed interest (3) | | | 892.7 | | | | 156.9 | | | | 275.6 | | | | 189.8 | | | | 270.4 | |
Minimum license commitments | | | 12.0 | | | | 9.4 | | | | 2.6 | | | | — | | | | — | |
Purchase obligations (4) | | | 529.8 | | | | 512.5 | | | | 11.2 | | | | 1.4 | | | | 4.7 | |
Mandatory purchase obligation (5) | | | 15.2 | | | | — | | | | 15.2 | | | | — | | | | — | |
Other (6) | | | 19.3 | | | | 2.6 | | | | 3.8 | | | | 10.5 | | | | 2.4 | |
Total (7) | | $ | 1,994.0 | | | $ | 693.9 | | | $ | 333.4 | | | $ | 689.2 | | | $ | 277.5 | |
| | | | | | | | | | | | | | | |
| | Payments Due by Period |
| | | | | Less Than | | 1-3 | | 3-5 | | More Than |
($ millions) | | Total | | 1 Year | | Years | | Years | | 5 Years |
Borrowings under Credit Agreement (1) | | $ | 250.0 | | $ | 250.0 | | $ | — | | $ | — | | $ | — |
Long-term debt (2) | | | 200.0 | | | — | | | 200.0 | | | — | | | — |
Interest on long-term debt (2) | | | 37.5 | | | 12.5 | | | 25.0 | | | — | | | — |
Operating lease commitments, including imputed interest (3) | | | 776.9 | | | 176.9 | | | 245.4 | | | 152.7 | | | 201.9 |
Minimum license commitments | | | 7.5 | | | 7.5 | | | — | | | — | | | — |
Purchase obligations (4) | | | 593.7 | | | 571.6 | | | 16.2 | | | 1.5 | | | 4.4 |
Mandatory purchase obligation (5) | | | 39.1 | | | 39.1 | | | — | | | — | | | — |
Other (6) | | | 18.5 | | | 1.9 | | | 3.2 | | | 6.2 | | | 7.2 |
Total (7) | | $ | 1,923.2 | | $ | 1,059.5 | | $ | 489.8 | | $ | 160.4 | | $ | 213.5 |
(1) | Interest on borrowings is at variable rates based on LIBOR or the prime rate, as defined in the Credit Agreement, plus a spread. The interest rate and fees for letters of credit varies based upon the level of excess availability under the Credit Agreement. There is an unused line fee payable on the excess availability under the facility and a letter of credit fee payable on the outstanding exposure under letters of credit. Interest obligations, which are variable in nature, are not included in the table above. The borrowings under the Credit Agreement mature in January 2024. Refer to Note 12 to the consolidated financial statements. |
(2) | Interest obligations have been presented based on our $200.0 million principal value of Senior Notes at a fixed interest rate of 6.25% as of fiscal year ended February 1, 2020.January 30, 2021. Refer to Note 12 to the consolidated financial statements. |
(3) | The majority of our retail operating leases contain provisions that allow us to modify amounts payable under the lease or terminate the lease in certain circumstances, such as experiencing actual sales volume below a defined threshold and/or co-tenancy provisions associated with the facility. The contractual obligations presented in the table above reflect the minimum rent obligations, irrespective of our ability to reduce or terminate rental payments in the future. Refer to Note 13 to the consolidated financial statements. |
(4) | Purchase obligations include agreements to purchase assets, goods or services that specify all significant terms, including quantity and price provisions. As a result of the temporary closure of our retail stores and those of our wholesale customers, as well as the overall impact of COVID-19 on the global economy, we have sought to cancel or reduce certain purchase obligations. |
(5) | Refer to Note 2, Note 5 and Note 15 to the consolidated financial statements for further discussion regarding the mandatory purchase obligation associated with the Blowfish Malibu acquisition. |
(6) | Includes obligations for our supplemental executive retirement plan and other postretirement benefits, as discussed in Note 6 to the consolidated financial statements, one-time transition tax for the mandatory deemed repatriation of cumulative foreigninternational earnings related to income tax reform, as discussed in Note 7 to the consolidated financial statements, and other contractual obligations. |
(7) | Excludes liabilities of $8.0$7.9 million, $1.5$1.0 million and $2.6$1.7 million for our non-qualified deferred compensation plan, deferred compensation plan for non-employee directors and restricted stock units for non-employee directors, respectively, due to the uncertain nature in timing of payments. Refer to Note 6, Note 15 and Note 17 to the consolidated financial statements. |
SAFE HARBOR STATEMENT UNDER THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 AND FORWARD-LOOKING STATEMENTS |
This Management’s Discussion and Analysis of Financial Condition and Results of Operations contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Actual results could differ materially from those projected as they are subject to various risks and uncertainties. These risks and uncertainties include, without limitation, the risks detailed in Item 1A, Risk Factors, and those described in other documents and reports filed from time to time with the SEC, press releases and other communications. We do not undertake any obligation or plan to update these forward-looking statements, even though our situation may change.
ITEM 7AQUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
ITEM 7A
| QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
|
FOREIGN CURRENCY EXCHANGE RATES |
The market risk inherent in our financial instruments and positions represents the potential loss arising from adverse changes in foreign currency exchange rates and interest rates. To address these risks, we enter into various hedging transactions. All decisions on hedging transactions are authorized and executed pursuant to our policies and procedures, which do not allow the use of financial instruments for trading purposes. We also are exposed to credit-related losses in the event of nonperformance by counterparties to these financial instruments. Counterparties to these agreements, however, are major international financial institutions, and we believe the risk of loss due to nonperformance is minimal.
A description of our accounting policies for derivative financial instruments is included in Notes 1 and 14 to the consolidated financial statements.
In addition, we are exposed to translation risk because certain of our foreigninternational operations use the local currency as their functional currency and those financial results must be translated into United States dollars. As currency exchange rates fluctuate, translation of our financial statements of foreigninternational businesses into United States dollars affects the comparability of financial results between years.
Our financing arrangements include outstanding variable rate debt under the Credit Agreement and $200.0 million in principal value of 2023 Senior Notes, which bear interest at a fixed rate of 6.25%. Changes in interest rates impact fixed
and variable rate debt differently. For fixed-rate debt, a change in interest rates will only impact the fair value of the debt, whereas a change in the interest rates on variable- rate debt will impact interest expense and cash flows.
At February 1, 2020,January 30, 2021, the fair value of our long-term debt is estimated at approximately $205.0$201.0 million based upon the pricing of our 2023 Senior Notes at that time. Market risk is viewed as the potential change in fair value of our debt resulting from a hypothetical 10% adverse change in interest rates and would be $3.5$2.8 million for our long-term debt at February 1, 2020.
January 30, 2021.
Information appearing under the caption Risk Management and Derivatives in Note 14 and Fair Value Measurements in Note 15 to the consolidated financial statements is incorporated herein by reference.
ITEM 8
| FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
|
ITEM 8FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Management’s Report on Internal Control Over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting as such term is defined in Exchange Act Rules 13a-15(f) and 15d-15(f). Under the supervision and with the participation of our management, including our principal executive officer and principal financial officer, we conducted an evaluation of the effectiveness of our internal control over financial reporting based on the framework in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework). Based on our evaluation, our principal executive officer and principal financial officer have concluded that the Company’s internal control over financial reporting was effective as of February 1, 2020.January 30, 2021. The effectiveness of our internal control over financial reporting as of February 1, 2020January 30, 2021 has been audited by Ernst & Young LLP, an independent registered public accounting firm, as stated in its report which is included herein.
Report of Independent Registered Public Accounting Firm
To theThe Shareholders and Board of Directors of Caleres, Inc.
Opinion on Internal Control overOver Financial Reporting
We have audited Caleres, Inc.’s internal control over financial reporting as of February 1, 2020,January 30, 2021, based on criteria established in Internal Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework) (the COSO criteria). In our opinion, Caleres, Inc. (the Company) maintained, in all material respects, effective internal control over financial reporting as of February 1, 2020,January 30, 2021, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of Caleres, Inc. as of January 30, 2021 and February 1, 2020, and February 2, 2019, the related consolidated statements of earnings (loss), comprehensive income (loss), cash flows and shareholders’ equity for each of the three years in the period ended February 1, 2020,January 30, 2021, and the related notes and financial statement schedule listed in the Index at Item 15(a), and our report dated March 31, 202030, 2021 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young LLP
St. Louis, Missouri
March 31, 202030, 2021
Report of Independent Registered Public Accounting Firm
To theThe Shareholders and Board of Directors of Caleres, Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Caleres, Inc. (the Company) as of January 30, 2021 and February 1, 2020, and February 2, 2019, the related consolidated statements of earnings (loss), comprehensive income (loss), cash flows, and shareholders’ equity for each of the three years in the period ended February 1, 2020,January 30, 2021, and the related notes and financial statement schedule listed in the Index at Item 15(a) (collectively referred to as the “consolidatedconsolidated financial statements”)statements). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at January 30, 2021 and February 1, 2020, and February 2, 2019, and the results of its operations and its cash flows for each of the three years in the period ended February 1, 2020,January 30, 2021, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company’s internal control over financial reporting as of February 1, 2020,January 30, 2021, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 Framework) and our report dated March 31, 202030, 2021 expressed an unqualified opinion thereon.
Adoption of New Accounting Standard
As discussed in Note 1 to the consolidated financial statements, the Company changed its method for accounting for leases in the year ended February 1, 2020 due to the adoption of ASU No. 2016-02, Leases (Topic 842). See below for discussion of our related critical audit matter.
Basis for Opinion
These financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period audit of the financial statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidatedfinancial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
| Valuation
| Impairment of Goodwill of the Vionic Reporting UnitAllen Edmonds indefinite-lived trade name |
Description of the Matter | At February 1, 2020, the Company's goodwill related to the Vionic reporting unit was $151.3 million. | As explaineddiscussed in Note 1, to the consolidated financial statements, goodwill is assessed forCompany performs an impairment at least annually or whentest on its indefinite-lived intangible assets as of the first day of the fourth quarter of each fiscal year unless events or circumstances indicate an interim test is required. During the first quarter of 2020, as a result of the triggering event from the economic impacts of COVID-19, an interim assessment of the Company’s indefinite-lived intangible assets was performed as of May 2, 2020. In addition to the interim assessment, the Company evaluated the indefinite-lived intangible assets as of the first day of the fourth fiscal quarter. The Company recorded total impairment charges of $32.0 million associated with the indefinite-lived Allen Edmonds trade name during the year ended January 30, 2021. |
| | |
| | Auditing the Company'sCompany’s interim and annual impairment test for goodwilltests for the Vionic reporting unitindefinite-lived Allen Edmonds trade name was complex and involved subjective auditora high degree of subjectivity, as considerable management judgment duewas necessary to the significant estimates required to determineestimate the fair value of the Vionic reporting unit. In particular,Allen Edmonds trade name. For the fair value estimate forAllen Edmonds trade name, the Vionic reporting unit was sensitive to significantkey assumptions such as projectedused include net sales growth rates, gross profit, sellingprojections, royalty rate, and administrative expenses,discount rate. These assumptions are subjective in nature and the discount rate, which are affected by expectations about future market or economic conditions, particularly those in the retail industry. |
| | |
How We Addressed the Matter in Our Audit | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the Company's goodwill impairment testing process. This included testing controls over the Company’s budgeting and forecasting process used to develop the estimated future net sales and cash flows projections used in estimating the fair value of the Vionic reporting unit. We also tested controls over the Company’s review of the valuation model and significant assumptions described above. |
| |
| To test the estimated fair value of the Vionic reporting unit, we performed audit procedures that included, among others, assessing methodologies and testing the significant assumptions discussed above and the underlying data used by the Company in its analysis. For example, wee compared the significant assumptions to, the Company's historical results and other guideline companies within the same industry. In addition, we assessed the accuracy of the Company's historical projections by comparing them to actual operating results and performed sensitivity analyses of significant assumptions to evaluate the changes in the fair value of the Vionic reporting unit that would result from changes in the underlying assumptions. In addition, we tested management’s reconciliation of the fair value of the reporting units to the market capitalization of the Company. |
| |
| Adoption of New Lease Accounting Standard |
Description of the Matter | As described in Note 1 to the consolidated financial statements, the Company changed its method of accounting for leases in 2019 due to the adoption of Accounting Standards Update (ASU) No. 2016-02, Leases (ASC 842), and the related amendments. The adoption of ASC 842 resulted in the recognition of right-of-use operating lease assets and operating lease liabilities of approximately $729.2 million and $791.7 million, respectively, as of February 3, 2019. The cumulative effect of adopting the standard resulted in an adjustment to retained earnings of $13.4 million at the same date, which represented a reduction of the initial right-of-use asset for certain stores where the initial right-of-use asset was determined to exceed fair value. Operating lease right-of-use assets and operating lease liabilities are recognized based on the present value of the future minimum lease payments over the lease term discounted using the incremental borrowing rate. |
| |
| Auditing the Company’s adoption of ASC 842 was complex and involved subjective auditor judgment because the Company is a party to a significant number of lease contracts and certain aspects of adopting ASC 842 required management to exercise judgment in applying the new standard to its portfolio of lease contracts. In particular, the estimates of the incremental borrowing rate and reduction of the right-of use-asset upon adoption when the right-of-use asset exceeded fair value were complex due to the significant management estimates required to determine the appropriate incremental borrowing rate and fair value amounts. |
| |
How We Addressed the Matter in Our Audit | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the Company’s accounting for the adoption of ASC 842.indefinite-lived Allen Edmonds trade name impairment process. This included testing controls over management’sthe Company’s budgeting and forecasting process used to develop the projected net sales and the selection of royalty rates and discount rates used in estimating the fair value of Allen Edmonds trade name. We also tested controls over the Company’s review of the incremental borrowingvaluation model and key assumptions described above, as well as the completeness and accuracy of data used in the valuation model. |
| | |
| | We performed audit procedures that included, among other procedures, assessing methodologies and testing the key assumptions discussed above and the underlying data used by the Company in its analysis to estimate the fair value of the Allen Edmonds trade name. For example, we compared the significant assumptions used by the Company to historical results, current industry and economic trends and other guideline companies within the same industry. In addition, we performed sensitivity analyses of significant assumptions to evaluate the changes in the fair value of the Allen Edmonds trade name that would result from changes in the underlying assumptions. We also compared the assumptions used in the forecasted cash flows with the Company’s strategic plans. In addition, we involved internal specialists to assist in evaluating the Company’s discount rate and royalty rate. |
|
| Impairment of store assets |
Description of the Matter | | As discussed in Notes 1 and 13, the Company regularly analyzes the results of all of its stores and assesses the viability of underperforming stores to determine whether events or circumstances exist that indicate the stores should be closed or whether the carrying amount of their long-lived assets may not be recoverable. Property and equipment and the lease right-of-use assets indicated as impaired are written down to fair value as calculated using a discounted cash flow method. The fair value of the lease right-of-use assets is determined utilizing projected cash flows for each store location, discounted using a risk-adjusted discount rate, subject to a floor based on current market lease rates. The Company recorded asset impairment charges, primarily related to underperforming retail stores, of $56.3 million during the year ended January 30, 2021. The impairment charges recorded, included $31.4 million associated with lease right-of-use assets and $24.9 million associated with property and equipment. |
| | |
| | Auditing the Company’s long-lived store impairment analysis was complex and involved a high degree of subjectivity, due to the estimation required in determining the projected cash flows used to assess recoverability (undiscounted) and determining the fair value (discounted). The significant assumptions used include estimated future cash flows directly related to the future operation of the stores (including net sales projections) and the discount rate used to determine fair value. Significant assumptions used in determining the fair value of the lease right-of-use assets include the current market lease rates for the remaining lease term of the related stores and risk-adjusted discount rate. These assumptions are subjective in nature and are affected by expectations about future market or economic conditions, particularly those in the retail industry. |
| | |
How We Addressed the Matter in Our Audit | | We obtained an understanding, evaluated the design, and tested the operating effectiveness of controls over the Company’s long-lived store impairment process. This included testing controls over the Company's budget and forecasting process used to develop the projected undiscounted and discounted cash flows used in estimating the fair value of the retail stores. We also tested controls over the Company’s review of the valuation model, including the implied traded debt yield and seniority adjustments, and modelsmodel used to estimate the fair value of the lease right-of-use asset includingand significant, assumptions described above, as well as the relatedcompleteness and accuracy of data and assumptions ofused in the discount rate, sublease discount, market rent per square foot, and marketing time.valuation model. |
| | |
| To test the adoption of ASC 842, we | We performed audit procedures thatwhich included, among others, selecting a sampleother procedures, testing the significant assumptions discussed above and other underlying data used by the Company to estimate the projected undiscounted and discounted cash flows to estimate the fair value of lease contracts from the overall populationretail stores,. For example, we compared the significant assumptions used by the Company to historical results, current industry and economic trends and other guideline companies within the same industry. In addition, we performed sensitivity analyses of significant assumptions to evaluate the completeness, accuracy,changes in the individual retail stores identified for impairment and proper applicationthe fair value of the accounting standard, testing the accuracy of lease terms within the lease IT system by comparison of the data for a sample of leases toindividual retail stores that would result from changes in the underlying lease contract, and testingassumptions. We also compared the accuracy ofassumptions used in the forecasted cash flows with the Company’s system calculations of initial operating lease right-of use-assets and operating lease liabilities. Additionally, we evaluated management’s methodology and model for developing the incremental borrowing rate and tested significant assumptions, including the implied traded debt yield and seniority adjustments, by performing comparative independent calculations.strategic plans. In addition, we tested management’s methodology and model usedinvolved internal specialists to adjustassist in testing the right-of-use asset to fair value as of date of adoption, and tested significant assumptions, including the discount rate, sublease discount, market rent per square foot,of the store leases and marketing time,risk-adjusted discount rates by developing comparative independent calculations using externalcomparing them to current market lease rates for comparable leases and available market data sources. |
/s/ Ernst & Young LLP
We have served as the Company’s auditor since 1917.
St. Louis, Missouri
March 31, 202030, 2021
Consolidated Balance Sheets
| | | | | | |
| | | | |
| | | | | | |
($ thousands, except number of shares and per share amounts) | | January 30, 2021 | | February 1, 2020 |
Assets | | | | | | |
Current assets: | | | | | | |
Cash and cash equivalents | | $ | 88,295 | | $ | 45,218 |
Receivables, net of allowances of $31,971 in 2020 and $28,827 in 2019 | | | 126,994 | | | 162,181 |
Inventories, net of adjustment to last-in, first-out cost of $793 in 2020 and $3,826 in 2019 | | | 487,955 | | | 618,406 |
Income taxes | | | 33,925 | | | 6,189 |
Prepaid expenses and other current assets | | | 45,387 | | | 50,305 |
Total current assets | | | 782,556 | | | 882,299 |
| | | | | | |
Prepaid pension costs | | | 88,833 | | | 50,660 |
Lease right-of-use assets | | | 554,303 | | | 695,594 |
Property and equipment, net | | | 172,437 | | | 224,846 |
Deferred income taxes | | | 0 | | | 9,735 |
Goodwill | | | 4,956 | | | 245,275 |
Intangible assets, net | | | 235,115 | | | 294,304 |
Other assets | | | 28,850 | | | 28,994 |
Total assets | | $ | 1,867,050 | | $ | 2,431,707 |
| | | | | | |
Liabilities and Equity | | | | | | |
Current liabilities: | | | | | | |
Borrowings under revolving credit agreement | | $ | 250,000 | | $ | 275,000 |
Mandatory purchase obligation - Blowfish Malibu | | | 39,134 | | | 0 |
Trade accounts payable | | | 280,501 | | | 267,018 |
Employee compensation and benefits | | | 48,641 | | | 54,720 |
Income taxes | | | 5,069 | | | 7,186 |
Lease obligations | | | 153,060 | | | 127,869 |
Other accrued expenses | | | 129,104 | | | 119,157 |
Total current liabilities | | | 905,509 | | | 850,950 |
| | | | | | |
Other liabilities: | | | | | | |
Noncurrent lease obligations | | | 518,942 | | | 629,032 |
Long-term debt | | | 198,851 | | | 198,391 |
Income taxes | | | 5,038 | | | 7,786 |
Deferred income taxes | | | 8,244 | | | 55,013 |
Other liabilities | | | 26,612 | | | 41,405 |
Total other liabilities | | | 757,687 | | | 931,627 |
| | | | | | |
Equity: | | | | | | |
Preferred stock, $1.00 par value, 1,000,000 shares authorized; 0 shares outstanding | | | 0 | | | 0 |
Common stock, $0.01 par value, 100,000,000 shares authorized; 37,966,204 and 40,396,757 shares outstanding, net of 8,120,591 and 5,690,038 treasury shares in 2020 and 2019, respectively | | | 380 | | | 404 |
Additional paid-in capital | | | 160,446 | | | 153,489 |
Accumulated other comprehensive loss | | | (9,136) | | | (31,843) |
Retained earnings | | | 48,557 | | | 523,900 |
Total Caleres, Inc. shareholders’ equity | | | 200,247 | | | 645,950 |
Noncontrolling interests | | | 3,607 | | | 3,180 |
Total equity | | | 203,854 | | | 649,130 |
Total liabilities and equity | | $ | 1,867,050 | | $ | 2,431,707 |
Consolidated Balance Sheets
|
($ thousands, except number of shares and per share amounts) | | February 1, 2020 | | | February 2, 2019 | |
ASSETS | | | | | | | | |
Current assets: | | | | | | | | |
Cash and cash equivalents | | $ | 45,218 | | | $ | 30,200 | |
Receivables, net of allowances of $28,827 in 2019 and $28,998 in 2018 | | | 162,181 | | | | 191,722 | |
Inventories, net of adjustment to last-in, first-out cost of $3,826 in 2019 and $3,310 in 2018 | | | 618,406 | | | | 683,171 | |
Income taxes | | | 6,189 | | | | 4,875 | |
Prepaid expenses and other current assets | | | 50,305 | | | | 66,479 | |
Total current assets | | | 882,299 | | | | 976,447 | |
Prepaid pension costs | | | 50,660 | | | | 47,826 | |
| Lease right-of-use assets | | | 695,594 | | | | — | |
Property and equipment, net | | | 224,846 | | | | 230,784 | |
Deferred income taxes | | | 9,735 | | | | 9,833 | |
Goodwill | | | 245,275 | | | | 242,531 | |
Intangible assets, net | | | 294,304 | | | | 307,366 | |
Other assets | | | 28,994 | | | | 23,781 | |
Total assets | | $ | 2,431,707 | | | $ | 1,838,568 | |
| | | | | | | | | |
LIABILITIES AND EQUITY | | | | | | | | |
Current liabilities: | | | | | | | | |
Borrowings under revolving credit agreement | | $ | 275,000 | | | $ | 335,000 | |
Trade accounts payable | | | 267,018 | | | | 316,298 | |
Employee compensation and benefits | | | 54,720 | | | | 58,593 | |
Income taxes | | | 7,186 | | | | 6,388 | |
| Lease obligations | | | 127,869 | | | | — | |
Other accrued expenses | | | 119,157 | | | | 137,057 | |
Total current liabilities | | | 850,950 | | | | 853,336 | |
Other liabilities: | | | | | | | | |
| Noncurrent lease obligations | | | 629,032 | | | | — | |
Long-term debt | | | 198,391 | | | | 197,932 | |
Deferred rent | | | — | | | | 54,850 | |
Income taxes | | | 7,786 | | | | 7,786 | |
Deferred income taxes | | | 55,013 | | | | 49,986 | |
Other liabilities | | | 41,405 | | | | 39,243 | |
Total other liabilities | | | 931,627 | | | | 349,797 | |
Equity: | | | | | | | | |
Preferred stock, $1.00 par value, 1,000,000 shares authorized; no shares outstanding | | | — | | | | — | |
Common stock, $0.01 par value, 100,000,000 shares authorized; 40,396,757 and 41,886,562 shares outstanding, net of 5,690,038 and 4,200,233 treasury shares in 2019 and 2018, respectively | | | 404 | | | | 419 | |
Additional paid-in capital | | | 153,489 | | | | 145,889 | |
Accumulated other comprehensive loss | | | (31,843 | ) | | | (31,601 | ) |
Retained earnings | | | 523,900 | | | | 519,346 | |
Total Caleres, Inc. shareholders’ equity | | | 645,950 | | | | 634,053 | |
Noncontrolling interests | | | 3,180 | | | | 1,382 | |
Total equity | | | 649,130 | | | | 635,435 | |
Total liabilities and equity | | $ | 2,431,707 | | | $ | 1,838,568 | |
See notes to consolidated financial statements.
Consolidated Statements of Earnings (Loss)
Consolidated Statements of Earnings (Loss)
|
| | | | | | | | |
($ thousands, except per share amounts) | 2020 | | 2019 | | 2018 |
Net sales | $ | 2,117,070 | | $ | 2,921,562 | | $ | 2,834,846 |
Cost of goods sold | | 1,330,021 | | | 1,737,202 | | | 1,678,502 |
Gross profit | | 787,049 | | | 1,184,360 | | | 1,156,344 |
Selling and administrative expenses | | 889,489 | | | 1,065,760 | | | 1,041,765 |
Impairment of goodwill and intangible assets | | 286,524 | | | — | | | 98,044 |
Restructuring and other special charges, net | | 96,694 | | | 14,787 | | | 16,134 |
Operating (loss) earnings | | (485,658) | | | 103,813 | | | 401 |
Interest expense, net | | (48,287) | | | (33,123) | | | (18,277) |
Loss on early extinguishment of debt | | — | | | — | | | (186) |
Other income, net | | 16,834 | | | 7,903 | | | 12,308 |
(Loss) earnings before income taxes | | (517,111) | | | 78,593 | | | (5,754) |
Income tax benefit (provision) | | 78,117 | | | (16,511) | | | 273 |
Net (loss) earnings | | (438,994) | | | 62,082 | | | (5,481) |
Net earnings (loss) attributable to noncontrolling interests | | 120 | | | (737) | | | (40) |
Net (loss) earnings attributable to Caleres, Inc. | | (439,114) | | | 62,819 | | | (5,441) |
| | | | | | | | |
Basic (loss) earnings per common share attributable to Caleres, Inc. shareholders | $ | (11.80) | | $ | 1.53 | | $ | (0.13) |
| | | | | | | | |
Diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders | $ | (11.80) | | $ | 1.53 | | $ | (0.13) |
($ thousands, except per share amounts) | | 2019 | | | 2018 | | | 2017 | |
Net sales | | $ | 2,921,562 | | | $ | 2,834,846 | | | $ | 2,785,584 | |
Cost of goods sold | | | 1,737,202 | | | | 1,678,502 | | | | 1,616,935 | |
Gross profit | | | 1,184,360 | | | | 1,156,344 | | | | 1,168,649 | |
Selling and administrative expenses | | | 1,065,760 | | | | 1,041,765 | | | | 1,036,051 | |
Impairment of goodwill and intangible assets | | | — | | | | 98,044 | | | | — | |
Restructuring and other special charges, net | | | 14,787 | | | | 16,134 | | | | 4,915 | |
Operating earnings | | | 103,813 | | | | 401 | | | | 127,683 | |
Interest expense, net | | | (33,123 | ) | | | (18,277 | ) | | | (17,325 | ) |
| Loss on early extinguishment of debt | | | — | | | | (186 | ) | | | — | |
Other income, net | | | 7,903 | | | | 12,308 | | | | 12,348 | |
Earnings (loss) before income taxes | | | 78,593 | | | | (5,754 | ) | | | 122,706 | |
Income tax (provision) benefit | | | (16,511 | ) | | | 273 | | | | (35,475 | ) |
Net earnings (loss) | | | 62,082 | | | | (5,481 | ) | | | 87,231 | |
Net earnings (loss) attributable to noncontrolling interests | | | (737 | ) | | | (40 | ) | | | 31 | |
Net earnings (loss) attributable to Caleres, Inc. | | | 62,819 | | | | (5,441 | ) | | | 87,200 | |
| | | | | | | | | | | | | |
Basic earnings (loss) per common share attributable to Caleres, Inc. shareholders | | $ | 1.53 | | | $ | (0.13 | ) | | $ | 2.03 | |
| | | | | | | | | | | | | |
Diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders | | $ | 1.53 | | | $ | (0.13 | ) | | $ | 2.02 | |
See notes to consolidated financial statements.
Consolidated Statements of Comprehensive Income (Loss)
Consolidated Statements of Comprehensive Income (Loss)
|
| | | | | | | | |
| | | | | | | | |
($ thousands) | 2020 | | 2019 | | 2018 |
Net (loss) earnings | $ | (438,994) | | $ | 62,082 | | $ | (5,481) |
Other comprehensive income (loss) ("OCI"), net of tax: | | | | | | | | |
Foreign currency translation adjustment | | 637 | | | (607) | | | (1,224) |
Pension and other postretirement benefits adjustments | | 22,146 | | | (116) | | | (13,883) |
Derivative financial instruments | | 92 | | | 516 | | | (1,375) |
Other comprehensive income (loss), net of tax | | 22,875 | | | (207) | | | (16,482) |
Comprehensive (loss) income | | (416,119) | | | 61,875 | | | (21,963) |
Comprehensive income (loss) attributable to noncontrolling interests | | 288 | | | (702) | | | (91) |
Comprehensive (loss) income attributable to Caleres, Inc. | $ | (416,407) | | $ | 62,577 | | $ | (21,872) |
($ thousands) | | 2019 | | | 2018 | | | 2017 | |
Net earnings (loss) | | $ | 62,082 | | | $ | (5,481 | ) | | $ | 87,231 | |
Other comprehensive (loss) income ("OCI"), net of tax: | | | | | | | | | | | | |
Foreign currency translation adjustment | | | (607 | ) | | | (1,224 | ) | | | 1,116 | |
Pension and other postretirement benefits adjustments | | | (116 | ) | | | (13,883 | ) | | | 18,794 | |
Derivative financial instruments | | | 516 | | | | (1,375 | ) | | | 1,101 | |
Other comprehensive (loss) income, net of tax | | | (207 | ) | | | (16,482 | ) | | | 21,011 | |
Comprehensive income (loss) | | | 61,875 | | | | (21,963 | ) | | | 108,242 | |
Comprehensive (loss) income attributable to noncontrolling interests | | | (702 | ) | | | (91 | ) | | | 104 | |
Comprehensive income (loss) attributable to Caleres, Inc. | | $ | 62,577 | | | $ | (21,872 | ) | | $ | 108,138 | |
See notes to consolidated financial statements.
Consolidated Statements of Cash Flows
Consolidated Statements of Cash Flows
|
| | | | | | | | | |
| | | | | | | | | |
($ thousands) | | 2020 | | 2019 | | 2018 |
Operating Activities | | | | | | | | | |
Net (loss) earnings | | $ | (438,994) | | $ | 62,082 | | $ | (5,481) |
Adjustments to reconcile net (loss) earnings to net cash provided by operating activities: | | | | | | | | | |
Depreciation | | | 41,644 | | | 46,014 | | | 45,540 |
Amortization of capitalized software | | | 5,911 | | | 6,486 | | | 10,136 |
Amortization of intangible assets | | | 12,984 | | | 13,062 | | | 7,021 |
Amortization of debt issuance costs and debt discount | | | 1,359 | | | 7,261 | | | 1,960 |
Fair value adjustments to mandatory purchase obligation | | | 23,934 | | | 5,955 | | | 250 |
Loss on early extinguishment of debt | | | 0 | | | 0 | | | 186 |
Share-based compensation expense | | | 8,097 | | | 10,246 | | | 13,805 |
Loss on disposal of property and equipment | | | 2,890 | | | 1,469 | | | 2,396 |
Impairment charges for property, equipment, and lease right-of-use assets | | | 56,343 | | | 5,867 | | | 3,665 |
Impairment of goodwill and intangible assets | | | 286,524 | | | 0 | | | 98,044 |
Provision for expected credit losses | | | 10,575 | | | 773 | | | 518 |
Deferred rent | | | 0 | | | 0 | | | 1,779 |
Deferred income taxes | | | (37,034) | | | 9,796 | | | (6,922) |
Changes in operating assets and liabilities, net of acquired amounts: | | | | | | | | | |
Receivables | | | 22,465 | | | 28,768 | | | (2,635) |
Inventories | | | 130,796 | | | 63,430 | | | (51,676) |
Prepaid expenses and other current and noncurrent assets | | | (12,400) | | | (16,833) | | | (6,064) |
Trade accounts payable | | | 13,373 | | | (46,106) | | | 17,236 |
Accrued expenses and other liabilities | | | 30,181 | | | (27,304) | | | 19,350 |
Income taxes, net | | | (32,600) | | | (517) | | | (17,736) |
Other, net | | | 305 | | | 337 | | | (1,783) |
Net cash provided by operating activities | | | 126,353 | | | 170,786 | | | 129,589 |
| | | | | | | | | |
Investing Activities | | | | | | | | | |
Purchases of property and equipment | | | (16,786) | | | (44,533) | | | (62,483) |
Disposals of property and equipment | | | 0 | | | 636 | | | 0 |
Capitalized software | | | (5,274) | | | (5,619) | | | (4,416) |
Acquisition of Blowfish Malibu, net of cash received | | | 0 | | | 0 | | | (16,792) |
Acquisition of Vionic, net of cash received | | | 0 | | | 0 | | | (352,666) |
Net cash used for investing activities | | | (22,060) | | | (49,516) | | | (436,357) |
| | | | | | | | | |
Financing Activities | | | | | | | | | |
Borrowings under revolving credit agreement | | | 438,500 | | | 288,500 | | | 360,000 |
Repayments under revolving credit agreement | | | (463,500) | | | (348,500) | | | (25,000) |
Dividends paid | | | (10,764) | | | (11,422) | | | (11,983) |
Debt issuance costs | | | 0 | | | 0 | | | (1,298) |
Acquisition of treasury stock | | | (23,348) | | | (33,424) | | | (43,771) |
Issuance of common stock under share-based plans, net | | | (1,135) | | | (2,644) | | | (4,372) |
Contributions by noncontrolling interests, net | | | 139 | | | 2,500 | | | 0 |
Other | | | (1,198) | | | (1,342) | | | (406) |
Net cash (used for) provided by financing activities | | | (61,306) | | | (106,332) | | | 273,170 |
Effect of exchange rate changes on cash and cash equivalents | | | 90 | | | 80 | | | (249) |
Increase (decrease) in cash and cash equivalents | | | 43,077 | | | 15,018 | | | (33,847) |
Cash and cash equivalents at beginning of period | | | 45,218 | | | 30,200 | | | 64,047 |
Cash and cash equivalents at end of period | | $ | 88,295 | | $ | 45,218 | | $ | 30,200 |
($ thousands) | | 2019 | | | 2018 | | | 2017 | |
Operating Activities | | | | | | | | | | | | |
Net earnings (loss) | | $ | 62,082 | | | $ | (5,481 | ) | | $ | 87,231 | |
Adjustments to reconcile net earnings (loss) to net cash provided by operating activities: | | | | | | | | | | | | |
Depreciation | | | 46,014 | | | | 45,540 | | | | 45,799 | |
Amortization of capitalized software | | | 6,486 | | | | 10,136 | | | | 14,198 | |
Amortization of intangibles | | | 13,062 | | | | 7,021 | | | | 4,073 | |
Amortization and accretion of debt issuance costs, debt discount and mandatory purchase obligation | | | 13,216 | | | | 2,210 | | | | 1,761 | |
Loss on early extinguishment of debt | | | — | | | | 186 | | | | — | |
Share-based compensation expense | | | 10,246 | | | | 13,805 | | | | 11,298 | |
Loss on disposal of property and equipment | | | 1,469 | | | | 2,396 | | | | 1,288 | |
Impairment charges for property, equipment, and lease right-of-use assets | | | 5,867 | | | | 3,665 | | | | 3,775 | |
Impairment of intangible assets | | | — | | | | 98,044 | | | | — | |
Deferred rent | | | — | | | | 1,779 | | | | 1,947 | |
Deferred income taxes | | | 9,796 | | | | (6,922 | ) | | | (1,424 | ) |
Provision for doubtful accounts | | | 773 | | | | 518 | | | | 1,336 | |
Changes in operating assets and liabilities, net of acquired amounts: | | | | | | | | | | | | |
| Receivables | | | 28,768 | | | | (2,635 | ) | | | (828 | ) |
Inventories | | | 63,430 | | | | (51,676 | ) | | | 18,099 | |
Prepaid expenses and other current and noncurrent assets | | | (16,833 | ) | | | (6,064 | ) | | | (32,096 | ) |
Trade accounts payable | | | (46,106 | ) | | | 17,236 | | | | 6,160 | |
Accrued expenses and other liabilities | | | (27,304 | ) | | | 19,350 | | | | 2,247 | |
Income taxes, net | | | (517 | ) | | | (17,736 | ) | | | 26,208 | |
Other, net | | | 337 | | | | (1,783 | ) | | | 303 | |
Net cash provided by operating activities | | | 170,786 | | | | 129,589 | | | | 191,375 | |
| | | | | | | | | | | | | |
Investing Activities | | | | | | | | | | | | |
Purchases of property and equipment | | | (44,533 | ) | | | (62,483 | ) | | | (44,720 | ) |
Disposals of property and equipment | | | 636 | | | | — | | | | — | |
Capitalized software | | | (5,619 | ) | | | (4,416 | ) | | | (6,458 | ) |
Acquisition of Blowfish Malibu, net of cash received | | | — | | | | (16,792 | ) | | | — | |
Acquisition of Vionic, net of cash received | | | — | | | | (352,666 | ) | | | — | |
Net cash used for investing activities | | | (49,516 | ) | | | (436,357 | ) | | | (51,178 | ) |
| | | | | | | | | | | | | |
Financing Activities | | | | | | | | | | | | |
Borrowings under revolving credit agreement | | | 288,500 | | | | 360,000 | | | | 454,000 | |
Repayments under revolving credit agreement | | | (348,500 | ) | | | (25,000 | ) | | | (564,000 | ) |
Dividends paid | | | (11,422 | ) | | | (11,983 | ) | | | (12,027 | ) |
Debt issuance costs | | | — | | | | (1,298 | ) | | | — | |
Acquisition of treasury stock | | | (33,424 | ) | | | (43,771 | ) | | | (5,993 | ) |
Issuance of common stock under share-based plans, net | | | (2,644 | ) | | | (4,372 | ) | | | (3,816 | ) |
Contributions by noncontrolling interests | | | 2,500 | | | | — | | | | — | |
Other | | | (1,342 | ) | | | (406 | ) | | | — | |
Net cash (used for) provided by financing activities | | | (106,332 | ) | | | 273,170 | | | | (131,836 | ) |
Effect of exchange rate changes on cash and cash equivalents | | | 80 | | | | (249 | ) | | | 354 | |
Increase (decrease) in cash and cash equivalents | | | 15,018 | | | | (33,847 | ) | | | 8,715 | |
Cash and cash equivalents at beginning of year | | | 30,200 | | | | 64,047 | | | | 55,332 | |
Cash and cash equivalents at end of year | | $ | 45,218 | | | $ | 30,200 | | | $ | 64,047 | |
See notes to consolidated financial statements, including the supplemental disclosures on cash flows in Note 1.
Consolidated Statements of Shareholders’ Equity |
| | | Common Stock | | | Additional | | | Accumulated Other Comprehensive (Loss) | | | Retained | | | Total Caleres, Inc. Shareholders’ | | | Non-controlling | | | | | |
($ thousands, except number of shares and per share amounts) | | Shares | | | Dollars | | | Paid-In Capital | | | Income | | | Earnings | | | Equity | | | Interests | | | Total Equity | |
BALANCE JANUARY 28, 2017 | | | 42,963,219 | | | $ | 430 | | | $ | 121,537 | | | $ | (30,434 | ) | | $ | 521,584 | | | $ | 613,117 | | | $ | 1,369 | | | $ | 614,486 | |
Net earnings | | | | | | | | | | | | | | | | | | | 87,200 | | | | 87,200 | | | | 31 | | | | 87,231 | |
Foreign currency translation adjustment | | | | | | | | | | | | | | | 1,043 | | | | | | | | 1,043 | | | | 73 | | | | 1,116 | |
Unrealized gain on derivative financial instruments, net of tax of $669 | | | | | | | | | | | | | | | 1,101 | | | | | | | | 1,101 | | | | | | | | 1,101 | |
Pension and other postretirement benefits adjustments, net of tax of $12,801 | | | | | | | | | | | | | | | 18,794 | | | | | | | | 18,794 | | | | | | | | 18,794 | |
Comprehensive income | | | | | | | | | | | | | | | | | | | | | | | 108,138 | | | | 104 | | | | 108,242 | |
Dividends ($0.28 per share) | | | | | | | | | | | | | | | | | | | (12,027 | ) | | | (12,027 | ) | | | | | | | (12,027 | ) |
| Acquisition of treasury stock | | | (225,000 | ) | | | (2 | ) | | | | | | | | | | | (5,991 | ) | | | (5,993 | ) | | | | | | | (5,993 | ) |
Reclassification of stranded tax effects | | | | | | | | | | | | | | | (5,674 | ) | | | 5,674 | | | | — | | | | | | | | — | |
Issuance of common stock under share-based plans, net | | | 293,470 | | | | 2 | | | | (3,818 | ) | | | | | | | | | | | (3,816 | ) | | | | | | | (3,816 | ) |
Cumulative-effect adjustment from adoption of ASU 2016-09 | | | | | | | | | | | 1,112 | | | | | | | | (671 | ) | | | 441 | | | | | | | | 441 | |
Share-based compensation expense | | | | | | | | | | | 11,298 | | | | | | | | | | | | 11,298 | | | | | | | | 11,298 | |
Conversion of restricted stock units for non-employee directors | | | | | | | | | | | 6,331 | | | | | | | | | | | | 6,331 | | | | | | | | 6,331 | |
BALANCE FEBRUARY 3, 2018 | | | 43,031,689 | | | $ | 430 | | | $ | 136,460 | | | $ | (15,170 | ) | | $ | 595,769 | | | $ | 717,489 | | | $ | 1,473 | | | $ | 718,962 | |
Net loss | | | | | | | | | | | | | | | | | | | (5,441 | ) | | | (5,441 | ) | | | (40 | ) | | | (5,481 | ) |
Foreign currency translation adjustment | | | | | | | | | | | | | | | (1,173 | ) | | | | | | | (1,173 | ) | | | (51 | ) | | | (1,224 | ) |
Unrealized loss on derivative financial instruments, net of tax of $350 | | | | | | | | | | | | | | | (1,375 | ) | | | | | | | (1,375 | ) | | | | | | | (1,375 | ) |
Pension and other postretirement benefits adjustments, net of tax of $4,816 | | | | | | | | | | | | | | | (13,883 | ) | | | | | | | (13,883 | ) | | | | | | | (13,883 | ) |
Comprehensive loss | | | | | | | | | | | | | | | | | | | | | | | (21,872 | ) | | | (91 | ) | | | (21,963 | ) |
Dividends ($0.28 per share) | | | | | | | | | | | | | | | | | | | (11,983 | ) | | | (11,983 | ) | | | | | | | (11,983 | ) |
Acquisition of treasury stock | | | (1,465,649 | ) | | | (15 | ) | | | | | | | | | | | (43,756 | ) | | | (43,771 | ) | | | | | | | (43,771 | ) |
Issuance of common stock under share-based plans, net | | | 320,522 | | | | 4 | | | | (4,376 | ) | | | | | | | | | | | (4,372 | ) | | | | | | | (4,372 | ) |
| Cumulative-effect adjustment from adoption of ASU 2016-16 | | | | | | | | | | | | | | | | | | | (10,468 | ) | | | (10,468 | ) | | | | | | | (10,468 | ) |
| Cumulative-effect adjustment from adoption of ASU 2014-09 (Topic 606) | | | | | | | | | | | | | | | | | | | (4,775 | ) | | | (4,775 | ) | | | | | | | (4,775 | ) |
Share-based compensation expense | | | | | | | | | | | 13,805 | | | | | | | | | | | | 13,805 | | | | | | | | 13,805 | |
BALANCE FEBRUARY 2, 2019 | | | 41,886,562 | | | $ | 419 | | | $ | 145,889 | | | $ | (31,601 | ) | | $ | 519,346 | | | $ | 634,053 | | | $ | 1,382 | | | $ | 635,435 | |
Net earnings | | | | | | | | | | | | | | | | | | | 62,819 | | | | 62,819 | | | | (737 | ) | | | 62,082 | |
Foreign currency translation adjustment | | | | | | | | | | | | | | | (642 | ) | | | | | | | (642 | ) | | | 35 | | | | (607 | ) |
Unrealized gain on derivative financial instruments, net of tax of $127 | | | | | | | | | | | | | | | 516 | | | | | | | | 516 | | | | | | | | 516 | |
Pension and other postretirement benefits adjustments, net of tax of $42 | | | | | | | | | | | | | | | (116 | ) | | | | | | | (116 | ) | | | | | | | (116 | ) |
Comprehensive income (loss) | | | | | | | | | | | | | | | | | | | | | | | 62,577 | | | | (702 | ) | | | 61,875 | |
| Contributions by noncontrolling interests | | | | | | | | | | | | | | | | | | | | | | | — | | | | 2,500 | | | | 2,500 | |
Dividends ($0.28 per share) | | | | | | | | | | | | | | | | | | | (11,422 | ) | | | (11,422 | ) | | | | | | | (11,422 | ) |
Acquisition of treasury stock | | | (1,704,240 | ) | | | (17 | ) | | | | | | | | | | | (33,407 | ) | | | (33,424 | ) | | | | | | | (33,424 | ) |
Issuance of common stock under share-based plans, net | | | 214,435 | | | | 2 | | | | (2,646 | ) | | | | | | | | | | | (2,644 | ) | | | | | | | (2,644 | ) |
Cumulative-effect adjustment from adoption of ASC 842 | | | | | | | | | | | | | | | | | | | (13,436 | ) | | | (13,436 | ) | | | | | | | (13,436 | ) |
Share-based compensation expense | | | | | | | | | | | 10,246 | | | | | | | | | | | | 10,246 | | | | | | | | 10,246 | |
BALANCE FEBRUARY 1, 2020 | | | 40,396,757 | | | $ | 404 | | | $ | 153,489 | | | $ | (31,843 | ) | | $ | 523,900 | | | $ | 645,950 | | | $ | 3,180 | | | $ | 649,130 | |
| | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | Accumulated | | | | | | ��� | | | | | | |
| | | | | | | | | | Other | | | | | Total | | | | | | |
| | | | | | | | | | Comprehensive | | | | | Caleres, Inc. | | Non- | | | |
($ thousands, except number of shares | | Common Stock | | Additional | | (Loss) | | Retained | | Shareholders’ | | controlling | | | |
and per share amounts) | | Shares | | Dollars | | Paid-In Capital | | Income | | Earnings | | Equity | | Interests | | Total Equity |
BALANCE FEBRUARY 3, 2018 | | 43,031,689 | | $ | 430 | | $ | 136,460 | | $ | (15,170) | | $ | 595,769 | | $ | 717,489 | | $ | 1,473 | | $ | 718,962 |
Net loss | | | | | | | | | | | | | | (5,441) | | | (5,441) | | | (40) | | | (5,481) |
Foreign currency translation adjustment | | | | | | | | | | | (1,173) | | | | | | (1,173) | | | (51) | | | (1,224) |
Unrealized loss on derivative financial instruments, net of tax of $350 | | | | | | | | | | | (1,375) | | | | | | (1,375) | | | | | | (1,375) |
Pension and other postretirement benefits adjustments, net of tax of $4,816 | | | | | | | | | | | (13,883) | | | | | | (13,883) | | | | | | (13,883) |
Comprehensive loss | | | | | | | | | | | (16,431) | | | (5,441) | | | (21,872) | | | (91) | | | (21,963) |
Dividends ($0.28 per share) | | | | | | | | | | | | | | (11,983) | | | (11,983) | | | | | | (11,983) |
Acquisition of treasury stock | | (1,465,649) | | | (15) | | | | | | | | | (43,756) | | | (43,771) | | | | | | (43,771) |
Issuance of common stock under share-based plans, net | | 320,522 | | | 4 | | | (4,376) | | | | | | | | | (4,372) | | | | | | (4,372) |
Cumulative-effect adjustment from adoption of ASU 2016-16 | | | | | | | | | | | | | | (10,468) | | | (10,468) | | | | | | (10,468) |
Cumulative-effect adjustment from adoption of ASU 2014-09 (Topic 606) | | | | | | | | | | | | | | (4,775) | | | (4,775) | | | | | | (4,775) |
Share-based compensation expense | | | | | | | | 13,805 | | | | | | | | | 13,805 | | | | | | 13,805 |
BALANCE FEBRUARY 2, 2019 | | 41,886,562 | | $ | 419 | | $ | 145,889 | | $ | (31,601) | | $ | 519,346 | | $ | 634,053 | | $ | 1,382 | | $ | 635,435 |
Net earnings (loss) | | | | | | | | | | | | | | 62,819 | | | 62,819 | | | (737) | | | 62,082 |
Foreign currency translation adjustment | | | | | | | | | | | (642) | | | | | | (642) | | | 35 | | | (607) |
Unrealized gain on derivative financial instruments, net of tax of $127 | | | | | | | | | | | 516 | | | | | | 516 | | | | | | 516 |
Pension and other postretirement benefits adjustments, net of tax of $42 | | | | | | | | | | | (116) | | | | | | (116) | | | | | | (116) |
Comprehensive (loss) income | | | | | | | | | | | (242) | | | 62,819 | | | 62,577 | | | (702) | | | 61,875 |
Contributions by noncontrolling interests | | | | | | | | | | | | | | | | | — | | | 2,500 | | | 2,500 |
Dividends ($0.28 per share) | | | | | | | | | | | | | | (11,422) | | | (11,422) | | | | | | (11,422) |
Acquisition of treasury stock | | (1,704,240) | | | (17) | | | | | | | | | (33,407) | | | (33,424) | | | | | | (33,424) |
Issuance of common stock under share-based plans, net | | 214,435 | | | 2 | | | (2,646) | | | | | | | | | (2,644) | | | | | | (2,644) |
Cumulative-effect adjustment from adoption of ASC 842 | | | | | | | | | | | | | | (13,436) | | | (13,436) | | | | | | (13,436) |
Share-based compensation expense | | | | | | | | 10,246 | | | | | | | | | 10,246 | | | | | | 10,246 |
BALANCE FEBRUARY 1, 2020 | | 40,396,757 | | $ | 404 | | $ | 153,489 | | $ | (31,843) | | $ | 523,900 | | $ | 645,950 | | $ | 3,180 | | $ | 649,130 |
Net (loss) earnings | | | | | | | | | | | | | | (439,114) | | | (439,114) | | | 120 | | | (438,994) |
Foreign currency translation adjustment | | | | | | | | | | | 469 | | | | | | 469 | | | 168 | | | 637 |
Unrealized gain on derivative financial instruments, net of tax of $31 | | | | | | | | | | | 92 | | | | | | 92 | | | | | | 92 |
Pension and other postretirement benefits adjustments, net of tax of $7,671 | | | | | | | | | | | 22,146 | | | | | | 22,146 | | | | | | 22,146 |
Comprehensive income (loss) | | | | | | | | | | | 22,707 | | | (439,114) | | | (416,407) | | | 288 | | | (416,119) |
Contributions by noncontrolling interests, net | | | | | | | | | | | | | | | | | — | | | 139 | | | 139 |
Dividends ($0.28 per share) | | | | | | | | | | | | | | (10,764) | | | (10,764) | | | | | | (10,764) |
Acquisition of treasury stock | | (2,902,122) | | | (29) | | | | | | | | | (23,319) | | | (23,348) | | | | | | (23,348) |
Issuance of common stock under share-based plans, net | | 471,569 | | | 5 | | | (1,140) | | | | | | | | | (1,135) | | | | | | (1,135) |
Cumulative-effect adjustment from adoption of ASC 326 | | | | | | | | | | | | | | (2,146) | | | (2,146) | | | | | | (2,146) |
Share-based compensation expense | | | | | | | | 8,097 | | | | | | | | | 8,097 | | | | | | 8,097 |
BALANCE JANUARY 30, 2021 | | 37,966,204 | | $ | 380 | | $ | 160,446 | | $ | (9,136) | | $ | 48,557 | | $ | 200,247 | | $ | 3,607 | | $ | 203,854 |
See notes to consolidated financial statements.
Notes to Consolidated Financial Statements
Notes to Consolidated Financial Statements
|
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Organization
Caleres, Inc., originally founded as Brown Shoe Company in 1878 and incorporated in 1913, is a global footwear company. The Company’s shares are traded under the “CAL” symbol on the New York Stock Exchange.
The Company provides a broad offering of licensed, branded and private-label athletic, casual and dress footwear products to women, men and children. The footwear is sold at a variety of price points through multiple distribution channels both domestically and internationally. The Company currently operates 1,177 retail 1,086 retail shoe stores in the United States, Canada, China Guam and Italy,Guam under the Famous Footwear, Naturalizer, Sam Edelman and Allen Edmonds names. In addition, through its Brand Portfolio segment, the Company designs, sources and markets footwear to retail stores domestically and internationally, including online retailers, national chains, online retailers, department stores, mass merchandisers and independent retailers and catalogs. In 2019, approximately 61% of the Company’s net sales were at retail, compared to 65% in 2018 and 69% in 2017.retailers. Refer to Note 83 to the consolidated financial statements for additional information regarding the Company’s revenue by category and Note 8 for discussion of the Company’s business segments.
The Company’s business is seasonal in nature due to consumer spending patterns with higher back-to-school and holiday season sales. Traditionally, the third fiscal quarter accounts for a substantial portion of the Company’s earnings for the year.
Certain prior period amounts in the notes to the consolidated financial statements have been reclassified to conform to the current period presentation. These reclassifications did not affect net (loss) earnings attributable to Caleres, Inc.
Consolidation
The consolidated financial statements include the accounts of the Company and its wholly-owned and majority-owned subsidiaries, after the elimination of intercompany accounts and transactions.
Noncontrolling Interests
Noncontrolling interests in the Company’s consolidated financial statements result from the accounting for noncontrolling interests in partially-owned consolidated subsidiaries or affiliates. During 2019, the Company entered into a joint venture with Brand Investment Holding Limited ("Brand Investment Holding"), a member of the Gemkell Group. The Company hasand Brand Investment Holding are each 50% owners of the joint venture, which is named CLT Brand Solutions ("CLT"). During 2020, CLT was funded with $3.0 million in capital contributions, including $1.5 million from the Company and $1.5 million from Brand Investment Holding. In 2019, CLT was funded with $5.0 million in capital contributions, including $2.5 million from the Company and $2.5 million from Brand Investment Holding. Net sales and operating results were immaterial in both 2020 and 2019.
The Company had a joint venture agreement with a subsidiary of C. banner International Holdings Limited (“CBI”) to market Naturalizer footwear in China. The Company iswas a 51% owner of the joint venture (“B&H Footwear”), with CBI owning the other 49%. The license enabling the joint venture to market the footwear expired in August 2017 and the parties are in the process of dissolving their joint venture arrangements. In addition, the Company entered into a joint venture with Brand Investment Holding Limited ("Brand Investment Holding"), a member of the Gemkell Group, during 2019.The Company and Brand Investment Holding are each 50% owners ofanticipates the joint venture, which is named CLT Brand Solutions ("CLT").liquidation to be completed in 2021.
The Company consolidates CLT and B&H Footwear and CLT into its consolidated financial statements. Net (loss) earnings (loss) attributable to noncontrolling interests represents the share of net earnings or losses that are attributable to CBI and Brand Investment Holding equity. Transactions between the Company and the joint ventures have been eliminated in the consolidated financial statements. During 2019, CLT was funded with $5.0 million in capital contributions, including $2.5 million from the Company and $2.5 million from Brand Investment Holding. Net sales and operating results were immaterial in 2019.
Accounting Period
The Company’s fiscal year is the 52-52- or 53-week53-week period ending the Saturday nearest to January 31. Fiscal years 2020, 2019 and 2018, all of which included 52 weeks, ended on January 30, 2021, February 1, 2020 and February 2, 2019, respectively. Fiscal year 2017, which included 53 weeks, ended on February 3,2018.
Use of Estimates
The preparation of financial statements in conformity with generally accepted accounting principles (“GAAP”) requires management to make estimates and assumptions that affect the amounts reported in the financial statements and accompanying notes. Actual results could differ from those estimates.
COVID-19 Pandemic
The United States and global economies continue to be adversely affected by the coronavirus (“COVID-19”) pandemic. Although the Company has reopened all its retail stores from the temporary store closures in the first half of 2020, the Company’s financial results were adversely impacted by COVID-19 in 2020. The Company took actions to manage its resources conservatively to mitigate the adverse impact of the pandemic, including reductions in the workforce, associate furloughs for a significant portion of the workforce during the first half of 2020, and reductions in salary for most remaining associates, as well as a reduction in the cash retainers for the Board of Directors through the end of the second quarter; reducing inventory purchases; reducing marketing expenses; and minimizing costs associated with the closed retail facilities. In addition, as a precautionary measure to increase its cash position and preserve financial flexibility given the uncertainty in the United States and global markets resulting from COVID-19, the Company increased the borrowings on its revolving credit facility in March 2020 to $440.0 million. In April, the Company entered into an amendment to the Fourth Amended and Restated Credit Agreement to increase its borrowing capacity, as further discussed in Note 12 to the consolidated financial statements.
On March 27, 2020, the Coronavirus Aid, Relief and Economic Security ("CARES") Act was enacted. The CARES Act includes a provision that allows the Company to defer the employer portion of social security payroll tax payments that would have been paid between the enactment date and December 31, 2020, with 50% payable by December 31, 2021 and 50% payable by December 31, 2022. As of January 30, 2021, the Company has deferred $9.4 million of employer social security payroll taxes, of which $4.7 million are presented in other accrued expenses and $4.7 million are presented in other liabilities on the consolidated balance sheet. In addition, as further discussed below and in Note 7 to the consolidated financial statements, the CARES Act permits the carryback of certain current operating losses to prior years, which resulted in an incremental tax benefit of $8.2 million.
Cash and Cash Equivalents
The Company considers all highly liquid investments with maturities of three months or less when purchased to be cash equivalents.
The Company had an immaterial amount of restricted cash as of January 30, 2021 and February 1, 2020.
Receivables
ThePrior to the adoption of Accounting Standards Update (“ASU”) 2016-13, Financial Instruments - Credit Losses (Topic 326): Measurement of Credit Losses on Financial Instruments, (“Topic 326”)in 2020, the Company evaluatesevaluated the collectibilitycollectability of selected accounts receivable on a case-by-case basis and makes adjustments to the bad debtrecorded a reserve for expected losses. The Company considersincurred losses, considering such factors such as ability to pay, bankruptcy, credit ratings and payment history. For all other accounts,As those circumstances changed, estimates of recoverability were further adjusted. As further discussed below, the Company adopted Topic 326on a modified retrospective basis during the first quarter of 2020, which replaced the “incurred loss” model with an “expected credit loss” model. In accordance with Topic 326, the Company estimates reserves for bad debts basedand records an expected lifetime credit loss on experienceaccounts receivable by utilizing credit ratings and past due status of the accounts. If circumstances related to customers change, estimates of recoverability are further adjusted.other customer-related information, as well as historical loss experience. The Company recognized a provision for doubtful accountsexpected credit losses of $10.6 million in 2020, $0.8 million in 2019, and $0.5 million in 20182018. As a result of the COVID-19 pandemic, the financial results of many of the Company’s wholesale customers were adversely impacted due to store closures during the first half of 2020. Many of those customers also experienced deterioration in their credit ratings, which resulted in higher expected credit losses for the Company and $1.3 millionan increase in 2017.
expense in 2020.
Customer allowances represent reserves against ourthe Company’s wholesale customers’ accounts receivable for margin assistance, product returns, customer deductions and co-op advertising allowances. The Company estimates the reserves needed for margin assistance by reviewing inventory levels on the retail floors, sell-through rates, historical dilution, current gross margin levels and other performance indicators of our major retail customers. Product returns and customer deductions are estimated using historical experience and anticipated future trends. Co-op advertising allowances are estimated based on customer agreements. The Company recognized a provision for customer allowances of $20.4 million in 2020, $62.7 million in 2019, and $54.2 million in 2018 and $51.1 million in 2017.2018.
Customer discounts represent reserves against ourthe Company’s accounts receivable for discounts that our wholesale customers may take based on meeting certain order, payment or return guidelines. The Company estimates the reserves needed for customer discounts based upon customer net sales and respective agreement terms. The Company recognized a provision for customer discounts of $11.7 million in 2020, $12.0 million in 2019, and $5.5 million in 2018 and $4.8 million in 2017.
2018.
Inventories
All inventories are valued at the lower of cost and net realizable value with approximately 87%88% of consolidated inventories using the last-in, first-outfirst-out (“LIFO”) method. An actual valuation of inventory under the LIFO method can be made only at the end of each year based on the inventory levels and costs at that time. Accordingly, interim LIFO calculations are based on management’s estimates of expected year-end inventory levels and costs and are subject to the final year-end LIFO inventory valuation. If the first-in, first-outfirst-in, first-out (“FIFO”) method had been used, consolidated inventories would have been $3.8$0.8 million and $3.3$3.8 million higher at January 30, 2021 and February 1, 2020, respectively. In the fourth quarter of 2020, a reduction in inventory quantities associated with the ongoing exit of the Naturalizer retail business resulted in a liquidation of LIFO layers and February 2, 2019, respectively.reduction of the LIFO reserve of $2.9 million, with a corresponding reduction of cost of goods sold. Refer to Note 9 to the consolidated financial statements for further discussion.
additional information related to inventories.
The costs of inventory, inbound freight and duties, markdowns, shrinkage and royalty expense are classified in cost of goods sold. Costs of warehousing and distribution are classified in selling and administrative expenses and are expensed as incurred. Such warehousing and distribution costs totaled $84.0 million, $106.0 million and $106.9 million in 2020, 2019 and $89.7 million in 2019,2018, and 2017, respectively. Costs of overseas sourcing offices and other inventory procurement costs are reflected in selling and administrative expenses and are expensed as incurred. Such sourcing and procurement costs totaled $18.6 million, $23.1 million and $22.1 million in 2020, 2019 and $23.1 million in 2019,2018, and 2017, respectively.
The Company applies judgment in valuing inventories by assessing the net realizable value of inventories based on current selling prices. At the Famous Footwear segment and certain Brand Portfolio operations, markdowns are recognized when it becomes evident that inventory items will be sold at retail prices less than cost, plus the cost to sell the product. This policy causes the gross profit rates at Famous Footwear and, to a lesser extent, Brand Portfolio to be lower than the initial markup during periods when permanent price reductions are taken to clear product. For the majority of the Brand Portfolio operations, markdown reserves reduce the carrying values of inventories to a level where, upon sale of the product, the Company will realize its normal gross profit rate. The Company believes these policies reflect the difference in operating models between the Famous Footwear and Brand Portfolio segments. Famous Footwear periodically runs promotional events to drive sales to clear seasonal inventories. The Brand Portfolio segment relies on permanent price reductions to clear slower-moving inventory.
Markdowns are recorded to reflect expected adjustments to sales prices. In determining markdowns, management considers current and recently recorded sales prices, the length of time the product is held in inventory and quantities of various product styles contained in inventory, among other factors. The ultimate amount realized from the sale of certain products could differ from management estimates. The Company performs physical inventory counts or cycle counts on all merchandise inventory on hand throughout the year and adjusts the recorded balance to reflect the results. The Company records estimated shrinkage between physical inventory counts based on historical results.
Computer Software Costs
The Company capitalizes certain costs in other assets, including internal payroll costs incurred in connection with the development or acquisition of software for internal use. Other assets on the consolidated balance sheets include $16.2$15.5 million and $16.4$16.2 million of computer software costs as of January 30, 2021 and February 1, 2020,and February 2, 2019, respectively, which are net of accumulated amortization of $126.1$131.1 million and $131.8$126.1 million as of the end of the respective periods. In addition, Otherother assets on the consolidated balance sheets include $8.0$9.6 million and $0.5$8.0 million of implementation costs for software as a service as of January 30, 2021 and February 1, 2020, and February 2, 2019, respectively, which are net of accumulated amortization of $0.3$0.6 million and $0.1$0.3 million as of the end of the respective periods.
Property and Equipment
Property and equipment are stated at cost. Depreciation of property and equipment is provided over the estimated useful lives of the assets or the remaining lease terms, where applicable, using the straight-line method.
Interest Expense
Capitalized Interest
Interest costs for major asset additions are capitalized during the construction or development period and amortized over the lives of the related assets. There was 0 interest capitalized in 2020. The Company capitalized interest of $0.6 million and $0.2 million in 2019 and 2018, respectively, related to the new company-operated Brand Portfolio warehouse facilities in California. There was 0 corresponding capitalized interest capitalized in 2017.
Interest Expense
Interest expense includes interest for borrowings under both the Company’s short-term and long-term debt, net of amounts capitalized, as well as accretion and fair value adjustments on the mandatory purchase obligation from the acquisition of Blowfish Malibu, as further described in Note 2 to the consolidated financial statements. Interest expense also includes fees paid under the short-term revolving credit agreement for the unused portion of its line of credit, and the amortization of deferred debt issuance costs and debt discount.
Goodwill and Intangible Assets
Goodwill and intangible assets deemed to have indefinite lives are not amortized but are subject to annual impairment tests. In accordance with Accounting Standards Codification (“ASC”), Intangibles-Goodwill and Other (ASC Topic 350) Testing Goodwill for Impairment350), the Company is permitted, but not required, to qualitatively assess indicators of a reporting unit’s fair value when it is unlikely that a reporting unit is impaired. If a quantitative test is deemed necessary, a discounted cash flow analysis is prepared to estimate fair value. A fair value-based test is applied at the reporting unit level, which is generally at or one level below the operating segment level. The test compares the fair value of the Company’s reporting units to the carrying value of those reporting units. This test requires significant assumptions, estimates and judgments by management, and is subject to inherent uncertainties and subjectivity. The fair value of the reporting unit is determined using both a market approach and discounted cash flow analysis. The market approach method includes the use of multiples of comparable publicly-traded companies. The discounted cash flow approach estimates the fair value of the reporting unit using projected cash flows of the reporting unit and a risk-adjusted discount rate to compute a net present value of future cash flows. Projected net sales, gross profit, selling and administrative expense, capital expenditures and working capital requirements are based on the Company'sCompany’s internal projections. Discount rates reflect market-based estimates of the risks associated with the projected cash flows of the reporting units directly resulting from the use of its assets in its operations. Assumptions that market participants may use are also considered. The estimate of the fair values of the Company'sCompany’s reporting units is based on the best information available to the Company'sCompany’s management as of the date of the assessment. During 2017, theThe Company has adopted ASU 2017-04,2017-04, Simplifying the Test for Goodwill Impairment, which eliminates the requirement to calculate the implied fair value of goodwill. Goodwill impairment is recorded if the fair value of the tangible and intangible assets exceeds the fair value of the reporting unit, not to exceed the carrying value of goodwill.
The Company performs its goodwill impairment assessment as of the first day of the fourth quarter of each fiscal year unless events indicate an interim test is required. During the first quarter of 2020, as a result of the significant decline in the Company’s share price and market capitalization, and the impact of COVID-19 on business operations, the Company determined that an interim assessment of goodwill was required and performed the quantitative assessment for all reporting units. The interim assessment indicated that the carrying value of the goodwill associated with the Brand Portfolio and Vionic reporting units exceeded the carrying value, resulting in non-cash goodwill impairment charges totaling $240.3 million in the first quarter of 2020. In addition to the interim assessment, an impairment review of the goodwill associated with the Blowfish Malibu reporting unit was performed as of the first day of the fourth fiscal quarter, which indicated 0 impairment. In 2019, the Company elected to perform the quantitative assessment for all reporting units. Based on the results of the goodwill impairment quantitative assessment, the Companyunits and determined that the fair values of the reporting units exceeded the carrying values. Changesvalues, resulting in any of the assumptions used to determine the fair value of the reporting units, including the impact of external factors such as interest rates, or the impact of the coronavirus outbreak and the resulting impact on our retail stores and stock price, could result in the calculated fair value falling below the carrying value in future assessments.no impairment. During 2018, the Company recorded a non-cash impairment charge of $38.0 million for the impairment of goodwill of the Allen Edmonds reporting unit. Refer to Note 11 to the consolidated financial statements for further discussion of goodwill and intangible assets.
The Company performs impairment tests on its indefinite-lived intangible assets as of the first day of the fourth quarter of each fiscal year unless events indicate an interim test is required. The indefinite-lived intangible asset impairment reviews performed as of the first day of the Company's fourth fiscal quarter resulted in no impairment charges. In 2018, the Company recorded a non-cash impairment charge of $60.0 million for the impairment the Allen Edmonds indefinite-lived tradename. Refer to Note 11 to the consolidated financial statements for further discussion. Definite-lived intangible assets, other than goodwill, are amortized over their useful lives and are reviewed for impairment if and when impairment indicators are present. During the first quarter of 2020, as a result of the triggering event from the economic impacts of COVID-19, an interim assessment of the Company’s indefinite-lived intangible assets was performed as of May 2, 2020. The impairment review resulted in
total impairment charges of $22.4 million in the first quarter of 2020, including $12.2 million associated with the indefinite-lived Allen Edmonds trade name and $10.2 million of impairment associated with the indefinite-lived Via Spiga trade name. The carrying value of the Via Spiga trade name of $0.5 million is being amortized over approximately two years. In addition to the interim assessment, the Company evaluated the indefinite-lived intangible assets and the definite-lived Allen Edmonds customer relationship intangible asset as of the first day of the fourth fiscal quarter. These impairment reviews resulted in additional impairment totaling $23.8 million, consisting of $19.8 million associated with the Allen Edmonds tradename and $4.0 million associated with the Allen Edmonds customer relationships intangible asset. The indefinite-lived intangible asset impairment reviews performed as of the first day of the Company’s fourth fiscal quarter in 2019 and 2018 resulted in 0 impairment charges in 2019 and a non-cash impairment charge of $60.0 million in 2018 for the impairment the Allen Edmonds indefinite-lived trade name. Refer to Note 11 to the consolidated financial statements for further discussion.
Self-Insurance Reserves
The Company is self-insured and/or retains high deductibles for a significant portion of its workers’ compensation, health, disability, cyber risk, general liability, automobile and property programs, among others. Liabilities associated with the risks that are retained by the Company are estimated by considering historical claims experience, trends of the Company and the industry and other actuarial assumptions. The estimated accruals for these liabilities could be affected if development of costs on claims differ from these assumptions and historical trends. Based on available information as of February 1, 2020,January 30, 2021, the Company believes it has provided adequate reserves for its self-insurance exposure. As of January 30, 2021 and February 1, 2020, and February 2, 2019, self-insurance reserves were $10.4 million and $10.0 million, and $11.6 million, respectively.
Revenue Recognition
Retail sales, recognized at the point of sale, are recorded net of returns and exclude sales tax. Wholesale sales are recorded, net of returns, allowances and discounts, when obligations under the terms of a contract with the consumer are satisfied. This generally occurs at the time of transfer of control of merchandise. The Company considers several control indicators in its assessment of the timing of the transfer of control, including significant risks and rewards of ownership, physical possession and the Company'sCompany’s right to receive payment. Revenue is measured as the amount of consideration the Company expects to receive in exchange for transferring merchandise. Reserves for projected merchandise returns, discounts and allowances are determined based on historical experience and current expectations. Revenue is recognized on license fees related to Company-owned brand-names,brand names, where the Company is the licensor, when the related sales of the licensee are made. The Company applies the guidance using the portfolio approach in ASC 606, Revenue from Contracts with Customers, because this methodology would not differ materially from applying the guidance to the individual contracts within the portfolio. The Company excludes sales and similar taxes collected from customers from the measurement of the transaction price for its retail sales.
Gift Cards
The Company sells gift cards to its customers in its retail stores, through its Internete-commerce sites and at other retailers. The Company’s gift cards do not have expiration dates or inactivity fees. The Company recognizes revenue from gift cards when (i) the gift card is redeemed by the consumer or (ii) the likelihood of the gift card being redeemed by the consumer is remote (“gift card breakage”) and the Company determines that it does not have a legal obligation to remit the value of unredeemed gift cards to the relevant jurisdictions. The Company determines its gift card breakage rate is determined based upon historical redemption patterns. The Company recognizes giftGift card breakage is recognized during the 24-month24-month period following the sale of the gift card, according to the Company’s historical redemption pattern. Gift card breakage income is included in net sales in the consolidated statements of earnings (loss) and the liability established upon the sale of a gift card is included in other accrued expenses within the consolidated balance sheets. The Company recognized gift card breakage of $0.7 million, $1.1 million and $0.9 million in 2020, 2019 and $1.7 million in 2019,2018, and 2017, respectively.
Loyalty Program
The Company maintains a loyalty program at Famous Footwear, through which consumers earn points toward savings certificates for qualifying purchases. Upon reaching specified point values, consumers are issued a savings certificate that may be redeemed for purchases at Famous Footwear. Savings certificates earned must be redeemed within stated expiration dates. In addition to the savings certificates, the Company also offers exclusive member discounts. The value of points and rewards earned by Famous Footwear’s loyalty program members are recorded as a reduction of net sales and a liability is established within other accrued expenses at the time the points are earned based on historical conversion and
redemption rates. Approximately 78%79% of net sales in the Famous Footwear segment were made to its loyalty program members in 2019,2020, compared to 76%78% in 2018.2019. As of January 30, 2021 and February 1, 2020,and February 2, 2019, the Company had a loyalty program liability of $16.4$14.0 million and $14.6$16.4 million, respectively, which is included in other accrued expenses on the consolidated balance sheets.
Store Closing and Impairment Charges
The costs of closing stores, including lease termination costs, property and equipment write-offs and severance, as applicable, are recorded when the store is closed or when a binding agreement is reached with the landlord to close the store.
The Company regularly analyzes the results of all of its stores and assesses the viability of underperforming stores to determine whether events or circumstances exist that indicate the stores should be closed or whether the carrying amount of their long-lived assets may not be recoverable. After allowing for an appropriate start-up period, unusual nonrecurring events or favorable trends, property and equipment at stores and, beginning in 2019, the lease right-of-use asset, indicated as impaired are written down to fair value as calculated using a discounted cash flow method. The Company recorded asset impairment charges, primarily related to underperforming retail stores, of $56.3 million in 2020, $5.9 million in 2019, and $3.7 million in 2018 and $3.8 million in 2017.2018. Impairment charges in 2019 were higher as a result of the adoption of ASC 842, Leases, in the first quarter of 2019, as further discussed below and in Note 13 to the consolidated financial statements. In addition, ourthe Company’s impairment charges may bewere impacted in 2020 as a result of the recent coronavirus (“COVID-19”)COVID-19 pandemic.
Advertising and Marketing Expense
Advertising and marketing costs are expensed as incurred, except for the costs of direct response advertising that relate primarily to the production and distribution of the Company'sCompany’s catalogs and coupon mailers. Direct response advertising costs are capitalized and amortized over the expected future revenue stream, which is generally one to three months from the date the materials are mailed. External production costs of advertising are expensed when the advertising first appears in the media or in the store.
In addition, the Company participates in co-op advertising programs with certain of its wholesale customers. For those co-op advertising programs where the Company has validated the fair value of the advertising received, co-op advertising costs are reflected as advertising expense within selling and administrative expenses. Otherwise, co-op advertising costs are reflected as a reduction of net sales.
Total advertising and marketing expense was $77.9 million, $100.9 million and $84.8 million in 2020, 2019 and $83.6 million in 2019,2018, and 2017, respectively. These costs were offset by co-op advertising allowances recovered by the Company’s retail business of $3.4 million, $7.8 million and $7.6 million in 2020, 2019 and $4.8 million in 2019,2018, and 2017, respectively. Total co-op advertising costs reflected as a reduction of net sales were $7.2 million in 2020, $13.3 million in 2019, and $9.4 million in 2018 and $10.0 million in 2017.2018. Total advertising costs attributable to future periods that are deferred and recognized as a component of prepaid expenses and other current assets were $4.6 million and $2.8 million at January 30, 2021 and $3.7 million at February 1, 2020, and February 2, 2019, respectively.
Income Taxes
The Company recognizes deferred tax assets and liabilities for the expected future tax consequences of temporary differences between the consolidated financial statement carrying amounts and the tax bases of its assets and liabilities. The Company establishes valuation allowances if it believes that it is more-likely-than-notmore-likely-than-not that some or all of its deferred tax assets will not be realized. The Company does not recognize a tax benefit unless it concludes that it is more-likely-than-notmore-likely-than-not that the benefit will be sustained on audit by the taxing authority based solely on the technical merits of the associated tax position. If the recognition threshold is met, the Company recognizes a tax benefit measured at the largest amount of the tax benefit that, in its judgment, is greater than 50% likely to be realized. The Company records interest and penalties related to unrecognized tax positions within the income tax provisionbenefit (provision) on the consolidated statements of earnings (loss). As further discussed in Note 7 to the consolidated financial statements, on December 22,2017,the Tax Cuts and JobsCARES Act was signed into law making significant changesin March 2020. The CARES Act modified certain provisions of the Internal Revenue Code, including the five-year carryback period for net operating losses incurred in 2018, 2019 and 2020 tax years, which permits the Company to carry back net operating losses from years with a statutory 21% federal tax rate to years when the rate was 35%. During 2020, the Company recorded a net income tax benefit of $8.2 million related to the U.S. Internal Revenue Code. Changes included, but were not limited to, a corporate tax rate decrease from 35% to 21% effective January 1,2018,carryback of the transition of U.S. international taxation from a worldwide tax system to a quasi-territorial tax system and a one-time transition tax on the mandatory deemed repatriation of cumulative foreign earnings.
2020 net operating loss.
Operating Leases
The Company leases all of its retail locations, a manufacturing facility and certain office locations, distribution centers and equipment under operating leases. Approximately one half40% of the leases entered into by the Company include options that
allow the Company to extend the lease term beyond the initial commitment period, subject to terms agreed to at lease inception. Some leases also include early termination options that can be exercised under specific conditions. As further discussed below and in Note 13 to the consolidated financial statements, during the first quarter of 2019, the Company adopted ASC 842 using the modified retrospective transition method. In accordance with ASC 842, lease right-of-use assets and lease liabilities are recognized based on the present value of the future minimum lease payments over the lease term. The majority of the Company'sCompany’s leases do not provide an implicit rate and therefore, the Company uses an incremental borrowing rate based on the information available at the commencement date, including implied traded debt yield and seniority adjustments, to determine the present value of future payments. Lease expense for the minimum lease payments is recognized on a straight-line basis over the lease term. Variable lease payments are expensed as incurred. As further discussed below, the Company has elected to account for COVID-19-related lease concessions as though the enforceable rights and obligations existed in the original lease and accordingly, has treated these lease concessions as variable rent.
Contingent Rentals
Many of the leases covering retail stores require contingent rental payments in addition to the minimum monthly rental charge based on retail sales volume. Subsequent to the adoption of ASC 842 in the first quarter of 2019, the Company excludes from lease payments any variable payments that are not based on an index or market. If payment for a lease is fully contingent on sales, such as a percentage of sales gross rent lease, none of the lease payments are included in the lease right-of-use asset or the lease liability. In accordance with ASC 840, the Company recorded expense for contingent rentals during the period in which the retail sales volume exceeded the respective targets.
Construction Allowances Received From Landlords
At the time its retail facilities are initially leased, the Company often receives consideration from landlords to be applied against the cost of leasehold improvements necessary to open the store. The Company treats these construction allowances as a lease incentive. In accordance with ASC 842, the allowances are recorded within the lease right-of-use asset and amortized to income over the lease term as a reduction of rent expense. Prior to 2019, in accordance with ASC 840, the allowances were recorded as a deferred rent obligation and amortized to income over the lease term as a reduction of rent expense. The allowances under ASC 840 were reflected as a component of other accrued expenses and deferred rent on the consolidated balance sheets.
Straight-Line Rents and Rent Holidays
The Company records rent expense on a straight-line basis over the lease term for all of its leased facilities. For leases that have predetermined fixed escalations of the minimum rentals, the Company recognizes the related rental expense on a straight-line basis and records the difference between the recognized rental expense and amounts payable under the lease as the lease right-of-use asset, or under the guidance in ASC 840, as deferred rent. At the time its retail facilities are leased, the Company is frequently not charged rent for a specified period of time, typically 30 to 60 days, while the store is being prepared for opening. This rent-free period is referred to as a rent holiday. The Company recognizes rent expense over the lease term, including any rent holiday, within selling and administrative expenses on the consolidated statements of earnings (loss).
Pre-opening Costs
Pre-opening costs associated with opening retail stores, including payroll, supplies and facility costs, are expensed as incurred.
(Loss) Earnings (Loss) Per Common Share Attributable to Caleres, Inc. Shareholders
The Company uses the two-classtwo-class method to calculate basic and diluted (loss) earnings (loss) per common share attributable to Caleres, Inc. shareholders. Unvested restricted stock awards are considered participating units because they entitle holders to non-forfeitable rights to dividends or dividend equivalents during the vesting term. Under the two-classtwo-class method, basic (loss) earnings (loss) per common share attributable to Caleres, Inc. shareholders is computed by dividing the net (loss) earnings (loss) attributable to Caleres, Inc. after allocation of earnings to participating securities by the weighted-average number of common shares outstanding during the year. Diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders is computed by dividing the net (loss) earnings (loss) attributable to Caleres, Inc. after allocation of earnings to participating securities by the weighted-average number of common shares and potential dilutive securities outstanding during the year. Potential dilutive securities consist of outstanding stock options and contingently issuable shares for the Company'sCompany’s performance share awards. Refer to Note 4 to the consolidated financial statements for additional information related to the calculation of (loss) earnings (loss) per common share attributable to Caleres, Inc. shareholders.
Comprehensive (Loss) Income
Comprehensive Income (Loss)
Comprehensive(loss) income (loss) includes the effect of foreign currency translation adjustments, pension and other postretirement benefits adjustments and unrealized gains or losses from derivatives used for hedging activities.
Foreign Currency Translation Adjustment
For certain of the Company’s international subsidiaries, the local currency is the functional currency. Assets and liabilities of these subsidiaries are translated into United States dollars at the period-end exchange rate or historical rates as appropriate. Consolidated statements of earnings (loss) amounts are translated at average exchange rates for the period. The cumulative translation adjustments resulting from changes in exchange rates are included in the consolidated balance sheets as a component of accumulated other comprehensive loss in total Caleres, Inc. shareholders’ equity. Transaction gains and losses are included in the consolidated statements of earnings (loss).
Pension and Other Postretirement Benefits Adjustments
The Company determines the expense and obligations for retirement and other benefit plans using assumptions related to discount rates, expected long-term rates of return on invested plan assets, expected salary increases and certain employee-related factors. The Company determines the fair value of plan assets and benefit obligations as of the January 31 measurement date. The unrecognized portion of the gain or loss on plan assets is included in the consolidated balance sheets as a component of accumulated other comprehensive loss in total Caleres, Inc. shareholders’ equity and is recognized into the plans’ expense over time. Refer to additional information related to pension and other postretirement benefits in Note 6 and Note 16 to the consolidated financial statements.
Derivative Financial Instruments
The Company recognizes all derivative financial instruments as either assets or liabilities in the consolidated balance sheets and measures those instruments at fair value. The Company evaluates its exposure to volatility in foreign currency rates and may enter into derivative transactions. These derivative financial instruments are viewed as risk management tools and are not used for trading or speculative purposes. Refer to additional information related to derivative financial instruments in Note 14, Note 15 and Note 16 to the consolidated financial statements.
Litigation Contingencies
The Company is the defendant in several claims and lawsuits arising in the ordinary course of business. The Company believes the outcome of such proceedings and litigation currently pending will not have a material adverse effect on the consolidated financial position or results of operations. The Company accrues its best estimate of the cost of resolution of these claims. Legal defense costs of such claims are recognized in the period in which the costs are incurred. Refer to Note 18 to the consolidated financial statements for a further descriptiondiscussion of commitments and contingencies.
Environmental Matters
The Company is involved in environmental remediation and ongoing compliance activities at several sites. The Company is remediating, under the oversight of Colorado authorities, the groundwater and indoor air at its owned facility and residential neighborhoods adjacent to and near the property, which have been affected by solvents previously used at the facility. In addition, various federal and state authorities have identified the Company as a potentially responsible party for remediation at certain other sites. The Company'sCompany’s prior operations included numerous manufacturing and other facilities for which the Company may have responsibility under various environmental laws to address conditions that may be identified in the future. Refer to Note 18 to the consolidated financial statements for a further description of specific properties.
Environmental expenditures relating to an existing condition caused by past operations and that do not contribute to current or future revenue generation are expensed. LiabilitiesBased upon independent environmental assessments, liabilities are recorded when environmental assessments and/or remedial efforts areaction is considered probable and the costs can be reasonably estimated and are evaluated independently of any future claims recovery. Generally, the timing of these accruals coincides with completion of a feasibility study or our commitment to a formal plan of action, and our estimates of cost are subject to change as new information becomes available. Costs of future expenditures for environmental remediation obligations are discounted to their present value in those situations requiring only continuing maintenance and monitoring based upon a schedule of fixed payments.
Share-Based Compensation
The Company has share-based incentive compensation plans under which certain officers, employees and members of the Board of Directors are participants and may be granted restricted stock, stock performance awards and stock options. Additionally, share-based grants may be made to non-employee members of the Board of Directors in the form of restricted stock units (“RSUs”) payable in cash or the Company'sCompany’s common stock. The Company accounts for share-based compensation in accordance with the fair value recognition provisions of ASC 718, Compensation – Stock Compensation, and ASC 505, Equity, which require all share-based payments to employees and members of the Board of Directors, including grants of employee stock options, to be recognized as expense in the consolidated financial statements based on their fair values. The fair value of stock options is estimated using the Black-Scholes option pricing formula that requires assumptions for expected volatility, expected dividends, the risk-free interest rate and the expected term of the option. Stock options generally vest over four years, with 25% vesting annually and expense is recognized on a straight-line basis separately for each vesting portion of the stock option award. Expense for restricted stock is based on the fair value of the restricted stock on the date of grant. Expense for graded-vesting grants is recognized ratably over the respective vesting periods and expense for cliff-vesting grants is recognized on a straight-line basis over the vesting period, which is generally four years. Expense for stock performance awards is recognized based upon the fair value of the awards on the date of grant and the anticipated number of shares or units to be awarded on a straight-line basis over the respective term of the award, or individual vesting portion of an award. Expense for the initial grant of RSUs is recognized ratably over the one-yearone-year vesting period based upon the fair value of the RSUs, and for cash-equivalent RSUs, is remeasured at the end of each period. The Company accounts for forfeitures of share-based grants as they occur. If any of the assumptions used in the Black-Scholes model or the anticipated number of shares to be awarded change significantly, share-based compensation expense may differ materially in the future from that recorded in the current period. Refer to additional information related to share-based compensation in Note 17 to the consolidated financial statements.
Consolidated Statements of Cash Flows Supplemental Disclosures
The Company madehad refunds for federal, state and foreign taxinternational taxes, net of payments, of $0.6 million in 2020 and made payments, net of refunds, of $10.2$10.2 million, and $21.3 million in 2019 and $18.7 million in 2019,2018, and 2017, respectively. Refer to Note 7 to the consolidated financial statements for further information regarding income taxes.
Cash payments of interest for the Company'sCompany’s borrowings under the revolving credit agreement and long-term debt during 2020, 20192018 and 20172018 were $26.8$23.6 million, $17.4$26.8 million and $16.5$17.4 million, respectively. Refer to Note 12 to the consolidated financial statements for further discussion regarding the Company'sCompany’s financing arrangements.
Subsequent Event
In March 2020, the World Health Organization announced that COVID-19 is a global pandemic. Effective March 19, 2020, the Company announced the temporary closure of all retail stores throughout the United States and Canada for a minimum period of two weeks. While the Company’s e-commerce businesses, including Famous Footwear and all brand sites, continue to serve customers during this crisis, the Company has experienced a loss in sales and earnings as a result of the significant decline in customer traffic. In addition, many of the Company's wholesale partners have also closed their retail stores, have sought to cancel orders, and are aggressively managing their inventories. Although the store closures are expected to be temporary, the Company cannot estimate the duration of the store closures, the impact to consumer sentiment, or the impact to the Company's wholesale customers.
The Company is taking steps to manage its resources conservatively by reducing and/or deferring capital expenditures, inventory purchases and operating expenses to mitigate the adverse impact of the pandemic. These steps include, but are not limited to, the layoff of all hourly store employees at the Company's retail stores; associate furloughs for a significant portion of the workforce and salary reductions for all remaining associates during the temporary store closures, including associates at distribution centers and corporate offices; minimizing costs associated with the closed retail facilities; reducing marketing expenses; and reducing variable expenses during the store closure period. The Company also plans to reduce capital expenditures and defer Famous Footwear store remodels and planned store openings. In addition, as a precautionary measure to increase its cash position and preserve financial flexibility given the uncertainty in the United States and global markets resulting from COVID-19, the Company has increased the borrowings on its revolving credit facility from $275.0 million at February 1, 2020 to $440.0 million at the date of this filing. Borrowings under the revolving credit facility will bear interest at LIBOR plus a spread of between 1.25% and 1.5%. Proceeds from the revolving credit facility may be used for working capital needs or general business purposes.
Impact of Recently Adopted Accounting Pronouncements
In FebruaryJune 2016,, the FASB issuedFinancial Accounting Standards UpdateBoard ("ASU"FASB")2016-02,Leases (Topic 842), which requires lessees to recognize most leases on the balance sheet. The FASB subsequently issued ASUs with improvements to the guidance, including ASU 2018-11, Leases (Topic 842): Targeted Improvements, which provides entities with an additional transition method to adopt the new standard. The Company adopted Accounting Standards Codification ("ASC") Topic 842 ("ASC 842") in the first quarter of 2019 using the modified retrospective approach and the optional transition method permitted by ASU 2018-11. Upon adoption, the Company recorded an operating lease right-of-use asset of $729.2 million and lease liabilities of $791.7 million as of February 3, 2019. In addition, a cumulative-effect adjustment to retained earnings of $13.4 million, net of $4.7 million in deferred taxes, was recorded upon adoption, which represented a reduction of the initial right-of-use asset for certain stores where the initial right-of-use asset was determined to exceed fair value. Fair value of the right-of-use asset was determined using a discounted cash flow analysis, considering sublease discounts, market rent per square foot, marketing time and market discount rates. Prior period financial information in the consolidated financial statements has not been adjusted and is presented under the guidance in ASC 840,Leases. The Company elected the package of practical expedients and the expedient to group lease and non-lease components. The hindsight practical expedient was not elected. Refer to Note 13 to the consolidated financial statements for additional information regarding ASC 842.
In August 2018, the SEC adopted the final rule under SEC Release No.33-10532,Disclosure Update and Simplification, which amended certain disclosure requirements that were redundant or outdated. The rule expanded the disclosure requirements for the analysis of shareholders' equity for interim financial statements. The Company adopted the rule during the fourth quarter of 2018 and applied the revised interim disclosure requirements beginning in the Form 10-Q for the first quarter of 2019. In July 2019, the FASB issued ASU 2019-07,Amendments to SEC Paragraphs Pursuant to SEC Final Rule Releases No.33-10532, Disclosure Update and Simplification, and Nos. 33-10231 and 33-10442,Investment Company Reporting Modernization, and Miscellaneous Updates. ASU 2019-07 codifies SEC Release No.33-10532 and was effective upon issuance. The remaining elements of this ASU did not have a material impact on the Company's consolidated financial statements.
Impact of Prospective Accounting Pronouncements
In June 2016, the FASB issued ASU 2016-13,2016-13, Financial Instruments - Credit Losses (Topic 326)326), which significantly changes how entities will measure credit losses for most financial assets and certain other instruments that are not measured at fair value through net income. The ASU replaces today'sthe "incurred loss" model with an "expected credit loss" model that requires entities to estimate an expected lifetime credit loss on financial assets, including trade accounts receivable. The Company adopted the ASU is effective for fiscal years, and interim periods within those fiscal years, beginning after December 15, 2019, with earlyin the first quarter of 2020 on a modified retrospective basis. Upon adoption, permitted beginning after December 15, 2018. The ASUs provisions will be applied asthe Company recorded a cumulative-effect adjustment to retained earnings as of February 1, 2020 when the ASU is adopted. As$2.1 million, net of $0.4 million in deferred taxes. The Company recorded a provision for expected credit losses from the Company's trade receivables have not historically been significant, the Company anticipates that the adoptionof $10.6 million during 2020, primarily as a result of the ASU will not have a material impact onCOVID-19 pandemic and deteriorating financial conditions at many of the consolidated financial statements.Company’s wholesale customers.
The following table summarizes the activity in the Company’s allowance for expected credit losses for the year ended January 30, 2021:
| | |
($ thousands) | |
Balance at February 1, 2020 | $ | 1,813 |
Adjustment upon adoption of ASU 2016-13 | | 2,521 |
Provision for credit losses | | 10,575 |
Uncollectible accounts written-off, net of recoveries | | (19) |
Balance at January 30, 2021 | $ | 14,928 |
In August 2018, the FASB issued ASU 2018-13,2018-13, Fair Value Measurement (Topic 820)820): Disclosure Framework — Changes to the Disclosure Requirements for Fair Value Measurement. Measurement. ASU 2018-132018-13 modifies disclosure requirements on fair value measurements, removing and modifying certain disclosures, while adding other disclosures. The Company adopted the ASU is effective for fiscal years, and interim periods within those fiscal years, beginning after December 15, 2019. The adoption of ASU 2018-13 induring the first quarter of 2020, is which did not expected to have a material impact on the Company'sCompany’s financial statement disclosures. Refer to Note 15 to the consolidated financial statements for detail regarding the Company’s fair value measurements.
In March 2020, the SEC issued SEC Release No. 33-10762, Financial Disclosures about Guarantors and Issuers of Guaranteed Securities and Affiliates Whose Securities Collateralize a Registrant’s Securities, which is effective for filings on or after January 4, 2021, with early application permitted. The final rule amends the disclosure requirements in SEC Regulation S-X, Rule 3-10, which required entities to separately present financial statements for subsidiary issuers and guarantors of registered debt securities unless certain exceptions are met. The rule permits entities to provide summarized financial information of the parent company and its issuers and guarantors on a combined basis in either a note to the financial statements or in management’s discussion and analysis. The Company adopted the rule during the second quarter of 2020 and elected to provide the summarized financial information in Management’s Discussion and Analysis of Financial Condition and Results of Operations. In October 2020, the FASB issued ASU 2020-09, Debt (Topic 470): Amendments to SEC Paragraphs Pursuant to SEC Release No. 33-10762, to reflect the new disclosure requirements in the FASB Accounting Standards Codification.
In April 2020, the FASB issued interpretive guidance indicating that entities may elect not to evaluate whether a concession provided by lessors is a lease modification. Under existing lease guidance, an entity would be required to determine if a lease concession was the result of a new arrangement reached with the landlord, which would be accounted for under the lease modification framework, or if the concession was under the enforceable rights and obligations that existed in the original lease, it would be accounted for outside the lease modification framework. The FASB guidance provides entities with the option to elect to account for COVID-19-related lease concessions as though the enforceable rights and obligations existed in the original lease. The Company has elected to treat these lease concessions as variable rent. Accordingly, COVID-19-related lease concessions totaling $5.4 million for the year ended January 30, 2021 were recorded as a reduction of rent expense within selling and administrative expenses in the consolidated statements of earnings (loss). Refer to Note 13 to the condensed consolidated financial statements for further discussion regarding the Company’s leases.
In November 2020, the SEC issued SEC Release No. 33-10890, Management’s Discussion and Analysis, Selected Financial Data and Supplementary Financial Information. The rule amends existing requirements in Regulation S-K for disclosures related to management’s discussion and analysis and certain financial disclosure requirements. The rule is effective for filings after August 9, 2021, with early adoption permitted on an item-by-item basis. The Company has adopted the amendments associated with Items 301 and 302 of the rule and accordingly, has eliminated the selected financial data in Item 6 as well as the supplementary financial information that was previously included in the notes to the consolidated financial statements.
Impact of Prospective Accounting Pronouncements
In August 2018, the FASB issued ASU 2018-14,2018-14, Compensation — Retirement Benefits — Defined Benefit Plans — General (Subtopic 715-20)715-20), Disclosure Framework — Changes to the Disclosure Requirements for Defined Benefit Plans. The guidance changes the disclosure requirements for employers that sponsor defined benefit pension or other postretirement benefit plans, eliminating the requirements for certain disclosures that are no longer considered cost beneficial and requiring new disclosures that the FASB considers pertinent. The ASU is effective for fiscal years, and interim periods within those fiscal years, beginning after December 15, 2020, with early adoption permitted. The adoption of ASU 2018-142018-14 is not expected to have a material impact on the Company'sCompany’s financial statement disclosures.
In December 2019, the FASB issued ASU 2019-12,2019-12, Simplifying the Accounting for Income Taxes. ASU 2019-122019-12 eliminates certain exceptions related to intraperiod tax allocation, simplifies certain elements of accounting for basis differences and deferred tax liabilities during a business combination, and standardizes the classification of franchise taxes. The ASU is effective for fiscal years, and interim periods within those fiscal years, beginning after December 15, 2020, with early adoption permitted. The adoption of ASU 2019-122019-12 is not expected to have a material impact on the Company'sCompany’s financial statements.
2. ACQUISITIONS
2. ACQUISITIONS
Acquisition of Blowfish, LLC
On July 6,2018,, the Company entered into a Membership Interest Purchase Agreement ("Purchase Agreement") with Blowfish, LLC ("Blowfish Malibu"Malibu"), pursuant to which the Company acquired a controlling interest in Blowfish Malibu. The noncontrolling interest is subject to a mandatory purchase obligation after a three-yearthree-year period based upon an earnings multiple formula, as specified in the Purchase Agreement. The aggregate purchase price was estimated to be $28.0 million, including approximately $9.0 million initially assigned to the mandatory purchase obligation, which will be paid upon settlement in 2021. The remaining $19.0 million (or $16.8 million, net of $2.2 million of cash received) was funded with cash. The initial $9.0 million estimate of the mandatory purchase obligation which is recorded within other liabilities on the consolidated balance sheets, was valued on a discounted basis and is subject to remeasurement based on the earnings formula specified in the Purchase Agreement. As of January 30, 2021, the fair value of the mandatory purchase obligation of $39.1 million is presented within current liabilities, reflecting the anticipated settlement in the third quarter of 2021. As of February 1, 2020, the mandatory purchase obligation was valued at $15.2 million and was presented within other liabilities on the consolidated balance sheets. Accretion and remeasurement adjustments on the mandatory purchase obligation are being recorded as interest expense and totaled $23.9 million and $6.0 million in 2019. The mandatory purchase obligation, recorded within other liabilities on the consolidated balance sheets, was valued at $15.4 million as of February 1, 2020. 2020 and 2019, respectively. The operating results of Blowfish Malibu since July 6, 2018 have been included in the Company'sCompany’s consolidated financial statements within the Brand Portfolio segment, with the elimination of sales and profit for sales to the Famous Footwear segment reflected in the Eliminations and Other category.
Blowfish Malibu, which was founded in 2005, designs and sells women's and children's footwear that captures the fresh youthful spirit and casual living that is distinctively Southern California. The footwear is marketed under the "Blowfish" and "Blowfish Malibu" tradenames. The acquisition allows for continued expansion of the Company's overall business and provides additional exposure to the growing sneaker and casual lifestyle segment of the market.
During 2019, Blowfish Malibu contributed $55.8 million of net sales and reported net income of $4.8 million. During the period from acquisition through February 2, 2019, Blowfish Malibu contributed $15.2 million of net sales and reported a net loss of $1.4 million. The loss reflects $1.7 million of incremental cost of goods sold ($1.3 million on an after-tax basis, or $0.03 per diluted share) related to the amortization of the inventory fair value adjustment required for purchase accounting. The net income or loss for the respective periods includes amortization expense on the acquired intangible assets.
Acquisition of Vionic
On October 18,2018,, the Company entered into an Equity and Asset Purchase Agreement (the "Agreement") with the equity holders of Vionic Group LLC and Vionic International LLC, and VCG Holdings Ltd., a Cayman Islands corporation (collectively, "Vionic""Vionic"), pursuant to which the Company acquired all of the outstanding equity interests of Vionic Group LLC and Vionic International LLC and certain related intellectual property from VCG Holdings Ltd for $360.0 million plus adjustments for cash and indebtedness, as defined in the Agreement. The aggregate purchase price was $360.7 million (or $352.7 million, net of $8.0 million of cash received). The purchase was funded with borrowings from the Company'sCompany’s revolving credit agreement. The operating results of Vionic since October 18, 2018 have been included in the Company'sCompany’s consolidated financial statements within the Brand Portfolio segment, with the elimination of sales and profits for sales to the Famous Footwear segment reflected in the Eliminations and Other category.
The Company recognized Vionic which was founded in 1979, brings together styleacquisition and science, combining innovative biomechanics with the most coveted trends. As pioneers in foot health with a global teamintegration-related costs of experts behind the dual gender brand, Vionic brings a fresh perspective to stylish, supportive footwear, offering a vast selection of active, casual and dress styles, sandals and slippers. The acquisition of Vionic allows the Company to continue to expand its portfolio of brands and gives it additional access to the growing contemporary comfort footwear category.
The Brand Portfolio segment recognized $5.8 million ($4.3 million on an after-tax basis, or $0.10 per diluted share) and $8.9 million ($6.6 million on an after-tax basis, or $0.15 per diluted share) infor the incremental cost of goods sold in 2019 and 2018, respectively, related to the amortization of the inventory fair value adjustment required for purchase accounting. There were 0 corresponding charges in 2020. In addition, the Company incurred acquisition and integration-related costs of $3.4 million ($2.6 million on an after-tax basis, or $0.07 per diluted share), $1.9 million ($1.4 million on an after-tax basis, or $0.03 per diluted share) and $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) in 2020, 2019 and 2018, respectively. Of the $3.4 million of costs incurred in 2020, which were recorded as a component of restructuring and other special charges, $3.3 million is presented within the Brand Portfolio segment and $0.1 million is presented in the Eliminations and Other category. Of the $1.9 million of costs incurred in 2019, $1.8 million is presented within the Eliminations and Other category and $0.1 million is presented in the Brand Portfolio segment and recorded as a component of restructuring and other special charges, net. All of the 2018 costs are reflected within the Eliminations and Other category. Refer to Note 5 to the consolidated financial statements for additional information related to these costs.
During 2019, Vionic contributed $177.4 million of net sales and reported a net loss of $3.6 million. During the period from the acquisition date through February 2, 2019, Vionic contributed $45.3 million of net sales and reported a net loss of approximately $8.3 million, primarily associated with the incremental cost of goods sold of $8.9 million related to the amortization of the inventory fair value adjustment required for purchase accounting. The net loss for the respective periods includes amortization expense on the acquired intangible assets but excludes the incremental interest expense associated with the transaction. 62
3. REVENUES
3. REVENUES
Disaggregation of Revenues
The following table disaggregates revenue by segment and major source for 2020, 2019 and 2018:
| | | 2019 | | | | |
| | | | | | | | | | | | | |
| | | 2020 |
| | | | | | | | | Eliminations and | | | |
($ thousands) | | Famous Footwear | | Brand Portfolio | | Eliminations and Other | | Total | | | Famous Footwear | | Brand Portfolio | | Other | | Total |
| | | |
| | | |
| | | | | | | | | | | | | |
Retail stores | | $ | 1,427,473 | | | $ | 154,549 | | | $ | — | | | $ | 1,582,022 | | | $ | 983,669 | | $ | 52,796 | | $ | 0 | | $ | 1,036,465 |
Landed wholesale-e-commerce/drop ship (1) | | — | | | 283,785 | | | — | | | 283,785 | | |
Landed wholesale - e-commerce - drop ship (1) | | | | 0 | | | 87,226 | | | (4,192) | | | 83,034 |
E-commerce - Company websites (1) | | | | 279,353 | | | 149,090 | | | 0 | | | 428,443 |
Total direct-to-consumer sales | | | $ | 1,263,022 | | $ | 289,112 | | $ | (4,192) | | $ | 1,547,942 |
First-cost wholesale - e-commerce (1) | | | | 0 | | | 1,249 | | | 0 | | | 1,249 |
Landed wholesale - e-commerce (1) | | | | 0 | | | 124,548 | | | 0 | | | 124,548 |
Landed wholesale - other | | — | | | 708,262 | | | (72,955 | ) | | 635,307 | | | | 0 | | | 408,752 | | | (44,770) | | | 363,982 |
First-cost wholesale | | — | | | 96,021 | | | — | | | 96,021 | | | | 0 | | | 69,172 | | | 0 | | | 69,172 |
First-cost wholesale - e-commerce (1) | | — | | | 2,204 | | | — | | | 2,204 | | |
E-commerce - Company websites (1) | | 159,724 | | | 145,897 | | | — | | | 305,621 | | |
Licensing and royalty | | — | | | 15,469 | | | — | | | 15,469 | | | | 0 | | | 9,478 | | | 0 | | | 9,478 |
Other (2) | | 860 | | | 273 | | | — | | | 1,133 | | | | 529 | | | 170 | | | 0 | | | 699 |
Net sales | | $ | 1,588,057 | | | $ | 1,406,460 | | | $ | (72,955 | ) | | $ | 2,921,562 | | |
Total net sales | | | $ | 1,263,551 | | $ | 902,481 | | $ | (48,962) | | $ | 2,117,070 |
| | | 2018 | | | | | |
| | | | | | | | | | | | | |
| | | 2019 |
| | | | | | | | | Eliminations and | | | |
($ thousands) | | Famous Footwear | | | Brand Portfolio | | | Eliminations and Other | | | Total | | | Famous Footwear | | Brand Portfolio | | Other | | Total |
| | | |
| | | |
| | | | | | | | | | | | | |
Retail stores | | $ | 1,469,857 | | | $ | 166,903 | | | $ | — | | | $ | 1,636,760 | | | $ | 1,427,473 | | $ | 154,549 | | $ | 0 | | $ | 1,582,022 |
Landed wholesale-e-commerce/drop ship (1) | | — | | | 217,155 | | | — | | | 217,155 | | |
Landed wholesale - e-commerce - drop ship (1) | | | | 0 | | | 93,249 | | | 0 | | | 93,249 |
E-commerce - Company websites (1) | | | | 159,724 | | | 145,897 | | | 0 | | | 305,621 |
Total direct-to-consumer sales | | | $ | 1,587,197 | | $ | 393,695 | | $ | 0 | | $ | 1,980,892 |
First-cost wholesale - e-commerce (1) | | | | 0 | | | 2,204 | | | 0 | | | 2,204 |
Landed wholesale - e-commerce (1) | | | | 0 | | | 190,536 | | | 0 | | | 190,536 |
Landed wholesale - other | | — | | | 690,988 | | | (85,513 | ) | | 605,475 | | | | 0 | | | 708,262 | | | (72,955) | | | 635,307 |
First-cost wholesale | | — | | | 94,734 | | | — | | | 94,734 | | | | 0 | | | 96,021 | | | 0 | | | 96,021 |
First-cost wholesale - e-commerce (1) | | — | | | 1,086 | | | — | | | 1,086 | | |
E-commerce - Company websites (1) | | 136,327 | | | 125,877 | | | — | | | 262,204 | | |
Licensing and royalty | | — | | | 16,501 | | | — | | | 16,501 | | | | 0 | | | 15,469 | | | 0 | | | 15,469 |
Other (2) | | | 624 | | | 307 | | | | — | | | | 931 | | | | 860 | | | 273 | | | 0 | | | 1,133 |
Net sales | | $ | 1,606,808 | | | $ | 1,313,551 | | | $ | (85,513 | ) | | $ | 2,834,846 | | | $ | 1,588,057 | | $ | 1,406,460 | | $ | (72,955) | | $ | 2,921,562 |
| | | | | | | | | | | | |
| | 2018 |
| | | | | | | | Eliminations and | | | |
($ thousands) | | Famous Footwear | | Brand Portfolio | | Other | | Total |
| | | | | | | | | | | | |
Retail stores | | $ | 1,469,857 | | $ | 166,903 | | $ | 0 | | $ | 1,636,760 |
Landed wholesale - e-commerce - drop ship (1) | | | 0 | | | 61,518 | | | 0 | | | 61,518 |
E-commerce - Company websites (1) | | | 136,327 | | | 125,877 | | | 0 | | | 262,204 |
Total direct-to-consumer sales | | $ | 1,606,184 | | $ | 354,298 | | $ | 0 | | $ | 1,960,482 |
First-cost wholesale - e-commerce (1) | | | 0 | | | 1,086 | | | 0 | | | 1,086 |
Landed wholesale - e-commerce (1) | | | 0 | | | 155,637 | | | 0 | | | 155,637 |
Landed wholesale - other | | | 0 | | | 690,988 | | | (85,513) | | | 605,475 |
First-cost wholesale | | | 0 | | | 94,734 | | | 0 | | | 94,734 |
Licensing and royalty | | | 0 | | | 16,501 | | | 0 | | | 16,501 |
Other (2) | | | 624 | | | 307 | | | 0 | | | 931 |
Net sales | | $ | 1,606,808 | | $ | 1,313,551 | | $ | (85,513) | | $ | 2,834,846 |
(1) (1)
| Collectively referred to as "e-commerce" below |
(2)(2) | Includes breakage revenue from unredeemed gift cards |
Retail stores
The majority of the Company'sCompany’s revenue is generated from retail sales where control is transferred and revenue is recognized at the point of sale. Retail sales are recorded net of estimated returns and exclude sales tax. The Company carries a returns reserve and a corresponding return asset for expected returns of merchandise.
Retail sales to members of the Company'sCompany’s loyalty programs, including the Famously You Rewards program, include two performance obligations: the sale of merchandise and the delivery of points that may be redeemed for future purchases at Famous Footwear.purchases. The transaction price is allocated to the separate performance obligations based on the relative stand-alone selling price. The stand-alone selling price for the points is estimated using the retail value of the merchandise earned, adjusted for estimated breakage based upon historical redemption patterns. The Company disregards the effect of the time value of money between payment for and receipt of goods when the sale does not include a financing element. The revenue associated with the initial merchandise purchased is recognized immediately and the value assigned to the points is deferred until the points are redeemed, forfeited or expired.
Landed wholesale
Landed sales are wholesale sales in which the merchandise is shipped directly to the customer from the Company’s warehouses. Many landed customers arrange their own transportation of merchandise and, with limited exceptions, control is transferred at the time of shipment.
First-cost wholesale
First-cost sales are wholesale sales in which the Company purchases merchandise from an international factory that manufactures the product and subsequently sells to a customer at an overseas port. Revenue is recognized at the time the merchandise is delivered to the customer’s designated freight forwarder and control is transferred to the customer.
E-commerce
The Company also generates revenue from sales on websites maintained by the Company that are shipped from the Company'sCompany’s distribution centers or retail stores directly to the consumer, picked up directly by the consumer from the Company'sCompany’s stores and e-commerce sales from ourthe Company’s wholesale customers'customers’ websites that are fulfilled on a drop-ship and or first cost basis (collectively referred to as "e-commerce"). The Company transfers control and recognizes revenue for merchandise sold that is shipped directly to an individual consumer upon delivery to the consumer.
Licensing and royalty
The Company has license agreements with third parties allowing them to sell the Company’s branded product, or other merchandise that uses the Company’s owned or licensed brand names. These license agreements provide the licensee
access to the Company'sCompany’s symbolic intellectual property, and revenue is therefore recognized over the license term. For royalty contracts that do not have guaranteed minimums, the Company recognizes revenue as the licensee'slicensee’s sales occur. For royalty contracts that have guaranteed minimums, revenue for the guaranteed minimum is recognized on a straight-line basis during the term, until such time that the cumulative royalties exceed the total minimum guarantee. Up-front payments are recognized over the contractual term to which the guaranteed minimum relates.
Contract Balances
Revenue is recorded at the transaction price, net of estimates for variable consideration for which reserves are established, including returns, allowances and discounts. Variable consideration is estimated using the expected value method and given the large number of contracts with similar characteristics, the portfolio approach is applied to determine the variable consideration for each revenue stream. Reserves for projected returns are based on historical patterns and current expectations.
Information about significant contract balances from contracts with customers is as follows:
| | | | | | |
($ thousands) | | February 1, 2020 | | | February 2, 2019 | | January 30, 2021 | | February 1, 2020 |
Customer allowances and discounts | | $ | 26,200 | | | $ | 25,090 | | $ | 17,043 | | $ | 26,200 |
Loyalty programs liability | | 16,405 | | | 14,637 | | | 13,986 | | | 16,405 |
Returns reserve | | 14,033 | | | 13,841 | | | 11,040 | | | 14,033 |
Gift card liability | | 5,742 | | | 5,426 | | | 6,091 | | | 5,742 |
Changes in contract balances with customers generally reflect differences in relative sales volume for the period presented. In addition, during 2020, the loyalty programs liability increased $26.4 million due to points and material rights accrued for purchases and decreased $28.8 million due to expirations and redemptions. During 2019, the loyalty programs liability increased $27.8 million due to points and material rights accrued for purchases and decreased $26.0 million due to expirations and redemptions. During 2018, the loyalty programs liability increased $14.2 million due to purchases and $6.4 million due to the adoption of ASC Topic 606 and decreased $14.1 million due to expirations and redemptions.
4. EARNINGS (LOSS) PER SHARE
The Company uses the two-classtwo-class method to compute basic and diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders. In periods of net loss, no effect is given to the Company’s participating securities since they do not contractually participate in the losses of the Company. The following table sets forth the computation of basic and diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders:
(in $ thousands, except per share amounts) | | 2019 | | | 2018 | | | 2017 | |
| | | | | | | | | | | | | |
NUMERATOR | | | | | | | | | | | | |
Net earnings (loss) | | $ | 62,082 | | | $ | (5,481 | ) | | $ | 87,231 | |
Net loss (earnings) attributable to noncontrolling interests | | | 737 | | | | 40 | | | | (31 | ) |
| Net earnings (loss) attributable to Caleres, Inc. | | $ | 62,819 | | | $ | (5,441 | ) | | $ | 87,200 | |
Net earnings allocated to participating securities | | | (1,988 | ) | | | — | | | | (2,384 | ) |
Net earnings (loss) attributable to Caleres, Inc. after allocation of earnings to participating securities | | $ | 60,831 | | | $ | (5,441 | ) | | $ | 84,816 | |
| | | | | | | | | | | | | |
DENOMINATOR | | | | | | | | | | | | |
Denominator for basic earnings (loss) per common share attributable to Caleres, Inc. shareholders | | | 39,796 | | | | 41,756 | | | | 41,801 | |
Dilutive effect of share-based awards | | | 57 | | | | — | | | | 179 | |
Denominator for diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders | | | 39,853 | | | | 41,756 | | | | 41,980 | |
| | | | | | | | | | | | | |
Basic earnings (loss) per common share attributable to Caleres, Inc. shareholders | | $ | 1.53 | | | $ | (0.13 | ) | | $ | 2.03 | |
| | | | | | | | | | | | | |
Diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders | | $ | 1.53 | | | $ | (0.13 | ) | | $ | 2.02 | |
| | | | | | | | |
| | | | | |
($ thousands, except per share amounts) | 2020 | | 2019 | | 2018 |
| | | | | | | | |
NUMERATOR | | | | | | | | |
Net (loss) earnings | $ | (438,994) | | $ | 62,082 | | $ | (5,481) |
Net (earnings) loss attributable to noncontrolling interests | | (120) | | | 737 | | | 40 |
Net (loss) earnings attributable to Caleres, Inc. | $ | (439,114) | | $ | 62,819 | | $ | (5,441) |
Net earnings allocated to participating securities | | — | | | (1,988) | | | — |
Net (loss) earnings attributable to Caleres, Inc. after allocation of earnings to participating securities | $ | (439,114) | | $ | 60,831 | | $ | (5,441) |
| | | | | | | | |
DENOMINATOR | | | | | | | | |
Denominator for basic (loss) earnings per common share attributable to Caleres, Inc. shareholders | | 37,220 | | | 39,796 | | | 41,756 |
Dilutive effect of share-based awards | | — | | | 57 | | | — |
Denominator for diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders | | 37,220 | | | 39,853 | | | 41,756 |
| | | | | | | | |
Basic (loss) earnings per common share attributable to Caleres, Inc. shareholders | $ | (11.80) | | $ | 1.53 | | $ | (0.13) |
| | | | | | | | |
Diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders | $ | (11.80) | | $ | 1.53 | | $ | (0.13) |
Options to purchase 22,667 and 16,667 shares of common stock in 20192020 and 20172019, respectively, were not included in the denominator for diluted (loss) earnings per common share attributable to Caleres, Inc. shareholders because the effect would be antidilutive. There were 0 options to purchase shares excluded from the denominator in 2018. Due to the Company'sCompany’s net loss attributable to Caleres, Inc. in 2020 and 2018, the denominator for diluted loss per common share attributed to Caleres, Inc. shareholders is the same as the denominator for basic loss per common share attributable to Caleres, Inc. shareholders.
The Company repurchased 2,902,122, 1,704,240 1,465,649 and 225,0001,465,649 shares at a cost of $23.3 million, $33.4 million $43.8 million and $6.0$43.8 million during the years ended January 30, 2021, February 1, 2020, and February 2, 2019, and February 3, 2018, respectively, under the 2011, 2018 and 20182019 publicly announced share repurchase programs. The 2011 and 2018 repurchase programs permit repurchases of up to 2.5 million shares in eachand the 2019 repurchase program permits repurchases of up to 5.0 million shares, as further discussed in Item 5, Market for Registrant'sRegistrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities.
5. RESTRUCTURING AND OTHER INITIATIVES
COVID-19-Related Impairments and Expenses
The Company incurred costs associated with the COVID-19 pandemic and related impacts on the Company’s business, totaling $114.3 million ($115.5 million on an after-tax basis, or $3.10 per diluted share) during 2020. These costs included non-cash impairment of property and equipment and lease right-of-use assets, incremental inventory markdowns, employee severance and other direct expenses specific to the impact of COVID-19 on the Company’s operations. Of the $114.3 million in charges, $80.9 million is presented in restructuring and other special charges, net and $33.4 million is
reflected as cost of goods sold in the consolidated statements of earnings (loss). Of the $80.9 million reflected as restructuring and other special charges, $63.7 million is reflected in the Brand Portfolio segment, $16.6 million is reflected in the Famous Footwear segment and $0.6 million is reflected within the Eliminations and Other category. The $33.4 million reflected as cost of goods sold represents incremental inventory markdowns, of which $27.4 million is reflected in the Brand Portfolio segment and $6.0 million is reflected in the Famous Footwear segment. There were 0 corresponding charges in 2019 or 2018.
Blowfish Mandatory Purchase Obligation
In 2018, the Company acquired a controlling interest in Blowfish Malibu, as further discussed in Note 2 to the consolidated financial statements. The noncontrolling interest is subject to a mandatory purchase obligation after a three-year period based upon an earnings multiple formula as specified in the purchase agreement. Accretion and remeasurement adjustments on the mandatory purchase obligation are being recorded as interest expense. The fair value adjustments on the mandatory purchase obligation totaled $23.9 million ($17.8 million on an after-tax basis, or $0.48 per diluted share) in 2020 and $5.4 million ($4.0 million on an after-tax basis, or $0.10 per diluted share) in 2019. Refer to further discussion regarding the mandatory purchase obligation in Note 15 to the consolidated financial statements.
Brand Portfolio – Business Exits
During 2020, the Company incurred costs of $16.4 million ($14.9 million on an after-tax basis, or $0.40 per diluted share) related to the decision to close all but a limited number of its Naturalizer retail stores and exit the Fergie brand. Of these charges, which are all reflected within the Brand Portfolio segment, $12.4 million is presented as restructuring and other special charges and primarily represents non-cash impairment of property and right-of-use lease assets, incremental rent and lease termination costs, and severance costs. An additional $4.0 million is presented as cost of goods sold and represents the incremental inventory markdowns required to reduce the value of inventory for these 2 brands to net realizable value. As of January 30, 2021, reserves of $2.1 million were included in other accrued expenses on the consolidated balance sheet.
During 2019, the Company incurred costs of $3.5 million ($2.6 million on an after-tax basis, or $0.06 per diluted share) related to the decision to exit the Carlos brand and reposition the Via Spiga brand. Of these charges, which are all reflected within the Brand Portfolio segment, $3.0 million relates to incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the consolidated statements of earnings (loss), while the remaining $0.5 million, which is presented in restructuring and other special charges, is for severance and other related costs.
During 2018, the Company incurred costs of $2.4 million ($1.8 million on an after-tax basis, or $0.04 per diluted share) related to the decision to exit the Diane von Furstenberg and George Brown Bilt brands. Of these charges, which are all reflected within the Brand Portfolio segment, $1.8 million primarily represents incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the consolidated statements of earnings (loss), while the remaining $0.6 million is for severance and other related costs and presented in restructuring and other special charges.
Vionic Acquisition and Integration-Related Costs
On October 18, 2018, the Company acquired all of the outstanding equity interests of Vionic Group LLC and Vionic International LLC, as further discussed in Note 2 to the consolidated financial statements. The Company incurred acquisition and integration-related costs associated with the acquisition totaling $3.4 million ($2.6 million on an after-tax basis, $0.07 per diluted share), $1.9 million ($1.4 million on an after-tax basis, or $0.03 per diluted share) and $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) during 2020, 2019 and 2018, respectively. Of the $3.4 million in charges in 2020, which were presented as restructuring and other special charges in the consolidated statements of earnings (loss), $3.3 million is reflected within the Brand Portfolio segment and $0.1 million is reflected within the Eliminations and Other category, and represent non-cash impairment of assets, severance and other related costs. Of the $1.9 million in charges in 2019 presented as restructuring and other special charges, which were primarily for severance and professional fees, $1.8 million is reflected within the Eliminations and Other category and $0.1 million is reflected in the Brand Portfolio segment. All of the 2018 charges, which were primarily for professional fees, are reflected within the Eliminations and Other category.
Expense Containment Initiatives
During the fourth quarter of 2019, the Company announced expense containment initiatives, including a Voluntary Early Retirement Program ("VERP") and other restructuring actions. The total costs to implement these initiatives, which were recorded in the fourth quarter of 2019, were $15.0 million ($11.2 million on an after-tax basis, or $0.27 per diluted share). These costs included employee-related costs for severance, including health care benefits and enhanced pension benefits. Of the $15.0 million in charges, $12.3 million is presented as restructuring and other special charges, net and $2.7 million is reflected as other income, net in the consolidated statementstatements of earnings (loss). Of the $12.3 million reflected as restructuring and other special charges, $5.0 million is reflected in the Brand Portfolio segment, $3.8 million is reflected within the Eliminations and Other category and $3.5 million is reflected in the Famous Footwear segment. The $2.7 million presented in other income within the Eliminations and Other category is a one-timeone-time pension settlement charge and special termination benefit costs associated with the VERP, as further discussed in Note 6 to the consolidated financial statements. As of February 1, 2020,restructuring reserves of $8.0 million were included in other accrued expenses on the consolidated balance sheets.
Acquisition and Integration-Related Costs
Vionic
On October 18, 2018, the Company acquired all of the outstanding equity interests of Vionic Group LLC and Vionic International LLC. The Company incurred acquisition and integration-related costs associatedsheets, with the acquisition totaling $1.9 million ($1.4 million on an after-tax basis, or $0.03 per diluted share) and $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) during 2019 and 2018, respectively. Of the $1.9 million in charges in 2019 presented as restructuring and other special charges, net in the consolidated statements of earnings (loss), which were primarily for severance and professional fees, $1.8 million is reflected within the Eliminations and Other category and $0.1 million is reflected in the Brand Portfolio segment. All of the 2018 charges, which were primarily for professional fees, are reflected within the Eliminations and Other category. As of February 1, 2020 and February 2, 2019, restructuring0 corresponding reserves of $0.2 million and $0.5 million, respectively, were included in other accrued expenses on the consolidated balance sheets. Refer to further discussion of the acquisition in Note 2 to the consolidated financial statements.
Blowfish Malibu
On July 6, 2018, the Company acquired a controlling interest in Blowfish Malibu, as further discussed in Note 2 to the consolidated financial statements. The Company incurred acquisition and integration-related costs associated with the acquisition of Blowfish Malibu of $0.3 million ($0.3 million on an after-tax basis, or $0.01 per diluted share) during 2018, which are presented as restructuring and other special charges, net in the consolidated statements of earnings (loss) and reflected within the Eliminations and Other category. Restructuring reserves of $0.1 million, which were included in other accrued expenses on the consolidated balance sheets as of February 2, 2019, were settled during 2019.
Brand Exits
During 2019, the Company incurred costs of $3.5 million ($2.6 million on an after-tax basis, or $0.06 per diluted share) related to the decision to exit the Carlos brand and reposition the Via Spiga brand. Of these charges within the Brand Portfolio segment, $3.0 million relates to incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the statements of earnings (loss), while the remaining $0.5 million is for severance and other related costs and presented in restructuring and other special charges.
During 2018, the Company incurred costs of $2.4 million ($1.8 million on an after-tax basis, or $0.04 per diluted share) related to the decision to exit the Diane von Furstenberg ("DVF") and George Brown Bilt ("GBB") brands. Of these charges within the Brand Portfolio segment, $1.8 million primarily represents incremental inventory markdowns required to reduce the value of inventory to net realizable value and is presented in cost of goods sold on the statements of earnings (loss), while the remaining $0.6 million is for severance and other related costs and presented in restructuring and other special charges.
January 30, 2021.
Integration and Reorganization of Men'sMen’s Brands
During 2018, and 2017, the Company incurred integration and reorganization costs related to the 2016 acquisition of Allen Edmonds, primarily for professional fees and severance, totaling $5.8 million ($4.3 million on an after-tax basis, or $0.10 per diluted share) and $4.0 million ($2.6 million on an after-tax basis, or $0.06 per diluted share), respectively, related to the men'smen’s business. These charges are presented in restructuring and other special charges in the consolidated statementsstatement of earnings (loss). Of the $5.8$5.8 million of costs in 2018, $5.4 million is included in the Brand Portfolio segment and $0.4 million is reflected within the Eliminations and Other category. Of the $4.0 million of the costs in 2017, $2.5 million is reflected within the Eliminations and Other category and $1.5 million is included in the Brand Portfolio segment. As of February 1, 2020 and February 2, 2019, restructuring reserves of $0.2 million and $1.7 million, respectively, were included in other accrued expenses on the consolidated balance sheets.
Logistics Transition
During the fourth quarter of 2018, the Company incurred costs of $4.5 million ($3.3 million on an after-tax basis, or $0.08 per diluted share) associated with the transition from a third-partythird-party operated warehouse in Chino, California to new company-operated Brand Portfolio warehouse facilities in California, as well as the transition of the Allen Edmonds distribution center in Port Washington, Wisconsin to the Company'sCompany’s existing retail distribution center in Lebanon, Tennessee. These charges are presented as restructuring and other special charges within the Brand Portfolio segment.
Retail Operations Restructuring
During2018, and 2017, the Company incurred costs, primarily for severance expense, of $0.4 million ($0.3 million on an after-tax basis, or $0.01 per diluted share) and $0.9 million ($0.6 million on an after-tax basis, or $0.02 per diluted share), respectively, related to restructuring of its retail operations, which are presented in restructuring and other special charges in the consolidated statements of earnings (loss). All of the costs for 2018 are presented within the Famous Footwear segment. Of the $0.9 million in charges for 2017, $0.6 million is reflected within the Famous Footwear segment, $0.2 million is reflected within the Eliminations and Other category and $0.1 million is included in the Brand Portfolio segment.
6. RETIREMENT AND OTHER BENEFIT PLANS
The Company sponsors pension plans in both the United States and Canada. Under the domestic plans, salaried, management and certain hourly employees’ pension benefits are based on a two-ratetwo-rate formula applied to each year of service. Participants receive the larger of the accrued benefit as of December 31,2015 (based on service commencing at the date of hire and a 35-year35-year service cap and an average annual salary for the five highest consecutive years during the last 10 year period) and the benefit calculated under the current plan provisions from the date of hire. Generally, under the current plan provisions, a participant receives credit for one year of service for each 365 days of employment as an eligible employee with the Company commencing after the employee'semployee’s date of participation in the plan, up to 30 years. A service credit of 0.825% is applied to that portion of the average annual salary for the last 10 years that does not exceed “covered compensation,” which is the 35-year average compensation subject to FICA tax based on a participant’s year of birth, and a service credit of 1.425% is applied to that portion of the average salary during those 10 years that exceeds said level. During 2017, the Company announced changes to the domestic qualified pension plan that became effectiveBeginning in January 2019. Except2019, except for grandfathered employees and certain hourly associates in the Company'sCompany’s retail divisions, final average compensation, taxable covered compensation and credit service for purposes of determining accrued pension benefits were frozen as of December 31, 2018.
The Company’s Canadian pension plans cover certain employees based on plan specifications. Under the Canadian plans, employees’ pension benefits are based on the employee’s highest consecutive five years of compensation during the 10 years before retirement. The Company’s funding policy for all plans is to make the minimum annual contributions required by applicable regulations. The Company also maintains an unfunded Supplemental Executive Retirement Plan (“SERP”). In addition to providing pension benefits, the Company sponsors unfunded postretirement life insurance plans that cover both salaried and hourly employees who became eligible for benefits by January 1, 1995. The life insurance plans provide coverage of up to $20,000 for qualifying retired employees.
Benefit Obligations
The following table sets forth changes in benefit obligations, including all domestic and Canadian plans:
| | | Pension Benefits | | Other Postretirement Benefits | | |
| | | | | | | | | | | | | |
| | | Pension Benefits | | Other Postretirement Benefits |
($ thousands) | | 2019 | | 2018 | | 2019 | | 2018 | | | 2020 | | 2019 | | 2020 | | 2019 |
Benefit obligation at beginning of year | | $ | 342,192 | | | $ | 356,469 | | | $ | 1,461 | | | $ | 1,594 | | | $ | 388,288 | | $ | 342,192 | | $ | 1,371 | | $ | 1,461 |
Service cost | | 7,219 | | | 8,995 | | | — | | | — | | | | 8,492 | | | 7,219 | | | — | | | — |
Interest cost | | 14,811 | | | 14,236 | | | 60 | | | 59 | | | | 12,205 | | | 14,811 | | | 41 | | | 60 |
Plan participants’ contribution | | 9 | | | 10 | | | 6 | | | 6 | | | | 7 | | | 9 | | | 4 | | | 6 |
Plan amendments | | 93 | | | 254 | | | — | | | — | | | | — | | | 93 | | | — | | | — |
Actuarial loss (gain) | | 58,278 | | | (21,541 | ) | | (39 | ) | | (22 | ) | | | 8,710 | | | 58,278 | | | (55) | | | (39) |
Benefits paid | | (14,399 | ) | | (14,352 | ) | | (117 | ) | | (176 | ) | | | (15,272) | | | (14,399) | | | (112) | | | (117) |
Settlements | | (20,263 | ) | | (3,656 | ) | | — | | | — | | | | (36,747) | | | (20,263) | | | — | | | — |
| Contractual termination benefits | | 482 | | — | | — | | — | | | | — | | | 482 | | | — | | | — |
Curtailments | | (90 | ) | | — | | | — | | | — | | | | (95) | | | (90) | | | — | | | — |
Foreign exchange rate changes | | (44 | ) | | (230 | ) | | — | | | — | | | | (18) | | | (44) | | | — | | | — |
Acquisitions | | — | | | 2,007 | | | — | | | — | | |
Benefit obligation at end of year | | $ | 388,288 | | | $ | 342,192 | | | $ | 1,371 | | | $ | 1,461 | | | $ | 365,570 | | $ | 388,288 | | $ | 1,249 | | $ | 1,371 |
The accumulated benefit obligation for the United States pension plans was $379.9$358.7 million and $335.1$379.9 million as of January 30, 2021 and February 1, 2020,and February 2, 2019, respectively. The accumulated benefit obligation for the Canadian pension plans was $4.3$4.0 million and $3.8$4.3 million as of January 30, 2021 and February 1, 2020, and February 2, 2019, respectively.
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | | | | | | | | |
| | | Pension Benefits | Other Postretirement Benefits |
Weighted–average assumptions used to determine benefit obligations, end of year | | 2019 | | 2018 | | 2019 | | 2018 | | | 2020 | | 2019 | | 2020 | | 2019 | |
Discount rate | | 3.25 | % | | 4.35 | % | | 3.25 | % | | 4.35 | % | | 3.10 | % | 3.25 | % | 3.10 | % | 3.25 | % |
Rate of compensation increase | | 3.00 | % | | 3.00 | % | | N/A | | | N/A | | | 3.00 | % | 3.00 | % | N/A | | N/A | |
As of February 1, 2020, January 30, 2021, the Company is using the PRI-2012PRI-2012 Bottom Quartile mortality table, projected using generational scale MP-2019,MP-2020, an updated base mortality table issued by the Society of Actuaries in 2019, grading to 0.75% by 2035,2020, to estimate the plan liabilities. Actuarial gains,losses, related to the change in mortality projection scales reducedfrom the MP-2019 scale used in 2019, increased the projected benefit obligation by approximately $2.3$2.0 million as of February 1, 2020. January 30, 2021.
In the fourth quarter of 2020, a lump sum option was offered to certain former employees, resulting in $35.7 million of lump sum payments and a settlement charge that decreased the net periodic benefit income for 2020 by $1.1 million. During the fourth quarter of 2019, in conjunction with the Company'sCompany’s expense containment initiatives, a Voluntary Early Retirement Program ("VERP") was offered to pension participants who met certain criteria. A lump sum option was also offered to certain former employees during the fourth quarter of 2019. The VERP and terminated vested lump sums resulted in $19.9 million of lump sum payments, and a settlement charge and curtailment that decreased the net periodic benefit income for 2019 by $2.7 million.
Plan Assets
Pension assets are managed in accordance with the prudent investor standards of the Employee Retirement Income Security Act (“ERISA”). The plan’s investment objective is to earn a competitive total return on assets, while also ensuring plan assets are adequately managed to provide for future pension obligations. This results in the protection of plan surplus and is accomplished by matching the duration of the projected benefit obligation using leveraged fixed income instruments and, while maintaining an equity commitment, managing an equity overlay strategy. The overlay strategy is intended to protect the managed equity portfolios against adverse stock market environments. The Company delegates investment management of the plan assets to specialists in each asset class and regularly monitors manager performance and compliance with investment guidelines. The Company’s overall investment strategy is to achieve a mix of approximately 97% of investments for long-term growth and 3% for near-term benefit payments with a wide diversification of asset types, fund strategies and fund managers. The target allocations for plan assets for 20192020 were 70% equities and 30% debt
securities. Allocations may change periodically based upon changing market conditions. EquitiesCorporate stocks – common did not include any Company stock at January 30, 2021 or February 1, 2020 or February 2, 2019.
2020.
Assets of the Canadian pension plans, which total approximately $4.5 $4.6 million at February 1, 2020,January 30, 2021, were invested 55% in equity funds, 42% in bond funds and 3% in money market funds. The Canadian pension plans did not include any Company stock as of January 30, 2021 or February 1, 2020 or February 2, 2019.
2020.
A financial instrument’s level within the valuation hierarchy is based upon the lowest level of input that is significant to the fair value measurement. Refer to further discussion on the fair value hierarchy in Note 15 to the consolidated financial statements. Following is a description of the pension plan investments measured at fair value, including the general classification of such investments pursuant to the valuation hierarchy.
| •
● | Cash and cash equivalents include cash collateral and margin as well as money market funds. The fair values are based on unadjusted quoted market prices in active markets with sufficient volume and frequency and therefore are classified within Level 1 of the fair value hierarchy. |
| •
● | Investments in U.S. government securities, mutual funds, real estate investment trusts, exchange-traded funds, corporate stocks - common, preferred securities and S&P 500 Index put and call options (traded on security exchanges) are classified within Level 1 of the fair value hierarchy because the fair values are based on unadjusted quoted market prices in active markets with sufficient volume and frequency. CertainInterest rate swap agreements and certain U.S. government securities are not traded on an exchange andbut are based on observable inputs that can be corroborated. Therefore, these investments are classified within Level 2 of the fair value hierarchy. Certain preferred securities were offered in a private placement. The fair value of these investments is based on unobservable prices and therefore, they are classified within Level 3 of the fair value hierarchy. |
| •
● | The alternative investment fund, with a fair value of $16.3$17.5 million and $13.2$16.3 million as of January 30, 2021 and February 1, 2020,and February 2, 2019, respectively, is an investment in a pool of long-duration domestic investment grade assets. This investment is measured using net asset value per share, and therefore, is not classified within the fair value hierarchy. |
| •
● | The unallocated insurance contract is measured at net asset value per share, and therefore, is not classified within the fair value hierarchy. |
The fair values of the Company’s pension plan assets at January 30, 2021 by asset category are as follows:
| | | | | | | | | | | | |
| | | | | Fair Value Measurements at January 30, 2021 |
($ thousands) | | Total | | Level 1 | | Level 2 | | Level 3 |
Asset | | | | | | | | | | | | |
Cash and cash equivalents | | $ | 9,149 | | $ | 9,149 | | $ | — | | $ | — |
U.S. government securities | | | 108,733 | | | 50,116 | | | 58,617 | | | — |
Interest rate swap agreements | | | (4,597) | | | — | | | (4,597) | | | — |
Mutual fund | | | 38,064 | | | 38,064 | | | — | | | — |
Exchange-traded funds | | | 119,647 | | | 119,647 | | | — | | | — |
Corporate stocks - common | | | 160,137 | | | 160,112 | | | — | | | 25 |
Preferred securities | | | 2,495 | | | — | | | — | | | 2,495 |
S&P 500 Index options | | | (6,482) | | | (6,482) | | | — | | | — |
Total investments in the fair value hierarchy | | $ | 427,146 | | $ | 370,606 | | $ | 54,020 | | $ | 2,520 |
| | | | | | | | | | | | |
Investments measured at net asset value: | | | | | | | | | | | | |
Alternative investment fund | | | 17,522 | | | — | | | — | | | — |
Unallocated insurance contract | | | 49 | | | — | | | — | | | — |
Total investments measured at net asset value | | | 17,571 | | | — | | | — | | | — |
| | | | | | | | | | | | |
Total investments at fair value | | $ | 444,717 | | $ | 370,606 | | $ | 54,020 | | $ | 2,520 |
The fair values of the Company’s pension plan assets at February 1, 2020 by asset category are as follows:
| | | | | | Fair Value Measurements at February 1, 2020 | | |
| | | | | | | | | | | | | |
| | | | | | Fair Value Measurements at February 1, 2020 |
($ thousands) | | Total | | Level 1 | | Level 2 | | Level 3 | | | Total | | Level 1 | | Level 2 | | Level 3 |
Asset | | | | | | | | | | | | | | | | | | | | | | | | |
Cash and cash equivalents | | $ | 31,588 | | | $ | 31,588 | | | $ | — | | | $ | — | | | $ | 31,588 | | $ | 31,588 | | $ | — | | $ | — |
U.S. government securities | | 94,285 | | | 18,388 | | | 75,897 | | | — | | | | 94,285 | | | 18,388 | | | 75,897 | | | — |
Mutual fund | | 32,551 | | | 32,551 | | | — | | | — | | | | 32,551 | | | 32,551 | | | — | | | — |
Exchange-traded funds | | 71,505 | | | 71,505 | | | — | | | — | | | | 71,505 | | | 71,505 | | | — | | | — |
Corporate stocks - common and partnerships | | 177,743 | | | 177,718 | | | — | | | 25 | | |
Corporate stocks - common | | | | 177,743 | | | 177,718 | | | — | | | 25 |
Preferred securities | | 852 | | | — | | | — | | | 852 | | | | 852 | | | — | | | — | | | 852 |
S&P 500 Index options | | 3,252 | | | 3,252 | | | — | | | — | | | | 3,252 | | | 3,252 | | | — | | | — |
| Total investments in the fair value hierarchy | | $ | 411,776 | | $ | 335,002 | | $ | 75,897 | | $ | 877 | | |
| | | | | | | | | | | |
Total | | | $ | 411,776 | | $ | 335,002 | | $ | 75,897 | | $ | 877 |
| Investments measured at net asset value: | | | | | | | | | | | | | | | | | | | | | |
Alternative investment fund | | 16,335 | | | — | | | — | | | — | | | | 16,335 | | | — | | | — | | | — |
Unallocated insurance contract | | 75 | | | — | | | — | | | — | | | | 75 | | | — | | | — | | | — |
| Total investments measured at net asset value | | 16,410 | | — | | — | | — | | | | 16,410 | | | — | | | — | | | — |
| | | | | | | | | | | |
| | | | | | | | | | | | | |
Total investments at fair value | | $ | 428,186 | | | $ | 335,002 | | | $ | 75,897 | | | $ | 877 | | | $ | 428,186 | | $ | 335,002 | | $ | 75,897 | | $ | 877 |
The fair valuesTable of the Company’s pension plan assets at February 2, 2019 by asset category are as follows:Contents
| | | | | | | Fair Value Measurements at February 2, 2019 | |
($ thousands) | | Total | | | Level 1 | | | Level 2 | | | Level 3 | |
Asset | | | | | | | | | | | | | | | | |
Cash and cash equivalents | | $ | 17,312 | | | $ | 17,312 | | | $ | — | | | $ | — | |
U.S. government securities | | | 87,455 | | | | 14,155 | | | | 73,300 | | | | — | |
Mutual fund | | | 31,966 | | | | 31,966 | | | | — | | | | — | |
Real estate investment trusts | | | 232 | | | | 232 | | | | — | | | | — | |
Exchange-traded funds | | | 65,464 | | | | 65,464 | | | | — | | | | — | |
Corporate stocks - common | | | 169,721 | | | | 169,721 | | | | — | | | | — | |
Preferred securities | | | 639 | | | | 404 | | | | — | | | | 235 | |
S&P 500 Index options | | | (4,572 | ) | | | (4,572 | ) | | | — | | | | — | |
Total | | $ | 368,217 | | | $ | 294,682 | | | $ | 73,300 | | | $ | 235 | |
Investments measured at net asset value: | | | | | | | | | | | | | | | | |
Alternative investment fund | | | 13,160 | | | | — | | | | — | | | | — | |
Unallocated insurance contract | | | 73 | | | | — | | | | — | | | | — | |
Total investments measured at net asset value | | | 13,233 | | | | — | | | | — | | | | — | |
| | | | | | | | | | | | | | | | | |
Total investments at fair value | | $ | 381,450 | | | $ | 294,682 | | | $ | 73,300 | | | $ | 235 | |
The following table sets forth changes in the fair value of plan assets, including all domestic and Canadian plans:
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | | | | | | | | | | | |
| | | Pension Benefits | Other Postretirement Benefits |
($ thousands) | | 2019 | | 2018 | | 2019 | | 2018 | | | 2020 | | 2019 | | 2020 | | 2019 |
Fair value of plan assets at beginning of year | | $ | 381,450 | | | $ | 407,081 | | | $ | — | | | $ | — | | | $ | 428,186 | | $ | 381,450 | | $ | — | | $ | — |
Actual return on plan assets | | 81,282 | | | (13,677 | ) | | — | | | — | | | | 67,413 | | | 81,282 | | | — | | | — |
Employer contributions | | 151 | | | 3,847 | | | 111 | | | 170 | | | | 1,148 | | | 151 | | | 108 | | | 111 |
Plan participants’ contributions | | 9 | | | 10 | | | 6 | | | 6 | | | | 7 | | | 9 | | | 4 | | | 6 |
Benefits paid | | (14,399 | ) | | (14,352 | ) | | (117 | ) | | (176 | ) | | | (15,272) | | | (14,399) | | | (112) | | | (117) |
Settlements | | (20,263 | ) | | (3,656 | ) | | — | | | — | | | | (36,747) | | | (20,263) | | | — | | | — |
Foreign exchange rate changes | | (44 | ) | | (243 | ) | | — | | | — | | | | (18) | | | (44) | | | — | | | — |
Acquisitions | | — | | | 2,440 | | | — | | | — | | |
Fair value of plan assets at end of year | | $ | 428,186 | | | $ | 381,450 | | | $ | — | | | $ | — | | | $ | 444,717 | | $ | 428,186 | | $ | — | | $ | — |
Funded Status
The over-funded status as of January 30, 2021 and February 1, 2020and February 2, 2019 for pension benefits was $39.9 $79.1 million and $39.3$39.9 million, respectively. The under-funded status as of January 30, 2021 and February 1, 2020and February 2, 2019 for other postretirement benefits was $1.4$1.2 million and $1.5$1.4 million, respectively.
Amounts recognized in the consolidated balance sheets consist of:
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | | | | | | | | | | | |
| | | Pension Benefits | | Other Postretirement Benefits |
($ thousands) | | 2019 | | 2018 | | 2019 | | 2018 | | | 2020 | | 2019 | | 2020 | | 2019 |
Prepaid pension costs (noncurrent assets) | | $ | 50,660 | | | $ | 47,826 | | | $ | — | | | $ | — | | | $ | 88,833 | | $ | 50,660 | | $ | — | | $ | — |
Accrued benefit liabilities (current liability) | | (2,405 | ) | | (1,663 | ) | | (200 | ) | | (242 | ) | | | (1,896) | | | (2,405) | | | (194) | | | (200) |
Accrued benefit liabilities (noncurrent liability) | | (8,361 | ) | | (6,905 | ) | | (1,171 | ) | | (1,219 | ) | | | (7,790) | | | (8,361) | | | (1,055) | | | (1,171) |
Net amount recognized at end of year | | $ | 39,894 | | | $ | 39,258 | | | $ | (1,371 | ) | | $ | (1,461 | ) | | $ | 79,147 | | $ | 39,894 | | $ | (1,249) | | $ | (1,371) |
The projected benefit obligation, the accumulated benefit obligation and the fair value of plan assets for pension plans with a projected benefit obligation in excess of plan assets and for pension plans with an accumulated benefit obligation in excess of plan assets, which includes only the Company’s SERP, were as follows:
| | | Projected Benefit Obligation Exceeds the Fair Value of Plan Assets | | | Accumulated Benefit Obligation Exceeds the Fair Value of Plan Assets | | |
| | | | | | | | | | | | | |
| | | | Projected Benefit Obligation Exceeds the | | | Accumulated Benefit Obligation |
| | | | Fair Value of Plan Assets | | | Exceeds the Fair Value of Plan Assets |
($ thousands) | | 2019 | | 2018 | | 2019 | | 2018 | | | | 2020 | | | 2019 | | | 2020 | | | 2019 |
End of Year | | | | | | | | | | | | | | | | | | | | | | | | |
Projected benefit obligation | | $ | 10,766 | | | $ | 8,565 | | | $ | 10,766 | | | $ | 8,565 | | | $ | 9,686 | | $ | 10,766 | | $ | 9,686 | | $ | 10,766 |
Accumulated benefit obligation | | 9,516 | | | 7,291 | | | 9,516 | | | 7,291 | | | | 8,954 | | | 9,516 | | | 8,954 | | | 9,516 |
Fair value of plan assets | | — | | | — | | | — | | | — | | | | — | | | — | | | — | | | — |
The accumulated postretirement benefit obligation exceeds assets for all of the Company’s other postretirement benefit plans.
The amounts in accumulated other comprehensive loss that have not yet been recognized as components of net periodic benefit income at January 30, 2021 and February 1, 2020and February 2, 2019, and the expected amortization of the February 1, 2020 amounts as components of net periodic benefit income for fiscal year 2020, are as follows:
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | | | | | | | | | | | |
| | | Pension Benefits | | Other Postretirement Benefits |
($ thousands) | | 2019 | | 2018 | | 2019 | | 2018 | | | 2020 | | 2019 | | 2020 | | 2019 |
Components of accumulated other comprehensive loss, net of tax: | | | | | | | | | | | | | | | | | | | | | | | | |
Net actuarial loss (gain) | | $ | 33,771 | | | $ | 34,879 | | | $ | (507 | ) | | $ | (558 | ) | | $ | 10,438 | | $ | 33,771 | | $ | (466) | | $ | (507) |
Net prior service credit | | (2,093 | ) | | (3,266 | ) | | — | | | — | | | | (947) | | | (2,093) | | | — | | | — |
| Accumulated other comprehensive loss, net of tax | | $ | 31,678 | | $ | 31,613 | | $ | (507 | ) | | $ | (558 | ) | | $ | 9,491 | | $ | 31,678 | | $ | (466) | | $ | (507) |
| | | Pension Benefits | | | Other Postretirement Benefits | |
($ thousands) | | 2020 | | | 2020 | |
Expected amortization, net of tax: | | | | | | | | |
Amortization of net actuarial loss (gain) | | $ | 4,198 | | | $ | (110 | ) |
Amortization of net prior service credit | | | (1,414 | ) | | | — | |
| Expected amortization, net of tax | | $ | 2,784 | | | $ | (110 | ) |
Net Periodic Benefit Income
Net periodic benefit income for 2020, 20192018 and 20172018 for all domestic and Canadian plans included the following components:
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | | | | | | | | | | | | | | | | | |
| | | Pension Benefits | | Other Postretirement Benefits |
($ thousands) | | 2019 | | 2018 | | 2017 | | 2019 | | 2018 | | 2017 | | | 2020 | | 2019 | | 2018 | | 2020 | | 2019 | | 2018 |
Service cost | | $ | 7,219 | | | $ | 8,995 | | | $ | 9,705 | | | $ | — | | | $ | — | | | $ | — | | | $ | 8,492 | | $ | 7,219 | | $ | 8,995 | | $ | — | | $ | — | | $ | — |
Interest cost | | 14,811 | | | 14,236 | | | 14,948 | | | 60 | | | 59 | | | 68 | | | | 12,205 | | | 14,811 | | | 14,236 | | | 41 | | | 60 | | | 59 |
Expected return on assets | | (27,735 | ) | | (29,091 | ) | | (27,589 | ) | | — | | | — | | | — | | | | (31,498) | | | (27,735) | | | (29,091) | | | — | | | — | | | — |
Amortization of: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Actuarial loss (gain) | | 3,904 | | | 4,122 | | | 4,315 | | | (107 | ) | | (125 | ) | | (145 | ) | | | 2,718 | | | 3,904 | | | 4,122 | | | (110) | | | (107) | | | (125) |
Prior service credit | | (1,486 | ) | | (1,567 | ) | | (1,780 | ) | | — | | | — | | | — | | | | (1,354) | | | (1,486) | | | (1,567) | | | — | | | — | | | — |
Settlement cost | | 2,236 | | | 324 | | | — | | | — | | | — | | | — | | | | 1,353 | | | 2,236 | | | 324 | | | — | | | — | | | — |
Curtailments | | | | (189) | | | — | | | — | | | — | | | — | | | — |
Cost of contractual termination benefits | | 482 | | | — | | | — | | | — | | | — | | | — | | | | — | | | 482 | | | — | | | — | | | — | | | — |
Curtailments | | — | | | — | | | (2,165 | ) | | — | | | — | | | — | | |
Total net periodic benefit income | | $ | (569 | ) | | $ | (2,981 | ) | | $ | (2,566 | ) | | $ | (47 | ) | | $ | (66 | ) | | $ | (77 | ) | | $ | (8,273) | | $ | (569) | | $ | (2,981) | | $ | (69) | | $ | (47) | | $ | (66) |
The non-service cost components of net periodic benefit income are included in other income, net in the consolidated statements of earnings (loss). Service cost is included in selling and administrative expenses.
Weighted-average assumptions used to determine net periodic benefit income:
| | | Pension Benefits | | | Other Postretirement Benefits | | |
| | | 2019 | | 2018 | | 2017 | | 2019 | | 2018 | | 2017 | | |
| | | | | | | | | | | | | | |
| | | Pension Benefits | | Other Postretirement Benefits | |
| | | 2020 | | 2019 | | 2018 | | 2020 | | 2019 | | 2018 | |
Discount rate | | 4.35 | % | | 4.00 | % | | 4.40 | % | | 4.35 | % | | 4.00 | % | | 4.40 | % | | 3.25 | % | 4.35 | % | 4.00 | % | 3.25 | % | 4.35 | % | 4.00 | % |
Rate of compensation increase | | 3.00 | % | | 3.00 | % | | 3.00 | % | | N/A | | | N/A | | | N/A | | | 3.00 | % | 3.00 | % | 3.00 | % | N/A | | N/A | | N/A | |
Expected return on plan assets | | 7.75 | % | | 8.00 | % | | 8.00 | % | | N/A | | | N/A | | | N/A | | | 7.50 | % | 7.75 | % | 8.00 | % | N/A | | N/A | | N/A | |
The net actuarial loss (gain) subject to amortization is amortized on a straight-line basis over the average future service of active plan participants as of the measurement date. The prior service credit is amortized on a straight-line basis over the average future service of active plan participants benefiting under the plan at the time of each plan amendment.
The expected long-term rate of return on plan assets is based on historical and projected rates of return for current and planned asset classes in the plan’s investment portfolio. Assumed projected rates of return for each asset class were selected after analyzing experience and future expectations of the returns. The overall expected rate of return for the portfolio was developed based on the target allocation for each asset class.
Expected Cash Flows
Information about expected cash flows for all pension and postretirement benefit plans follows:
| | | | Pension Benefits | | | | | |
| | | | | | | | | | | | | |
| | | Pension Benefits |
| | | | | | | | | | | | Other |
| | | | | | | | | | | | Postretirement |
($ thousands) | | Funded Plan | | SERP | | Total | | Other Postretirement Benefits | | | Funded Plan | | SERP | | Total | | Benefits |
Employer Contributions | | | | | | | | | | | | | | | | | | | | | | | | |
2020 expected contributions to plan trusts | | | $ | 92 | | | $ | — | | | $ | 92 | | | $ | — | | |
2020 expected contributions to plan participants | | | — | | | 2,444 | | | 2,444 | | | 203 | | |
2020 refund of assets (e.g. surplus) to employer | | | 134 | | | — | | | 134 | | | — | | |
2021 expected contributions to plan trusts | | | $ | 58 | | $ | — | | $ | 58 | | $ | — |
2021 expected contributions to plan participants | | | | — | | | 1,925 | | | 1,925 | | | 197 |
2021 refund of assets (e.g. surplus) to employer | | | | 136 | | | — | | | 136 | | | — |
Expected Benefit Payments | | | | | | | | | | | | | | | | | | | | | — | | | |
2020 | | | $ | 14,885 | | | $ | 2,443 | | | $ | 17,328 | | | $ | 203 | | |
2021 | | | 16,151 | | | 1,909 | | | 18,060 | | | 176 | | | $ | 15,405 | | $ | 1,925 | | $ | 17,330 | | $ | 197 |
2022 | | | 15,100 | | | 1,576 | | | 16,676 | | | 151 | | | | 16,883 | | | 1,465 | | | 18,348 | | | 167 |
2023 | | | 15,657 | | | 2,207 | | | 17,864 | | | 130 | | | | 15,301 | | | 2,094 | | | 17,395 | | | 141 |
2024 | | | 16,219 | | | 261 | | | 16,480 | | | 110 | | | | 15,694 | | | 247 | | | 15,941 | | | 119 |
| 2025-2029 | | | 90,117 | | | 2,097 | | | 92,214 | | | 333 | | |
2025 | | | | 16,271 | | | 270 | | | 16,541 | | | 99 |
2026-2030 | | | | 87,139 | | | 1,840 | | | 88,979 | | | 285 |
Defined Contribution Plans
The Company’s domestic defined contribution 401(k)401(k) plan covers salaried and certain hourly employees. In January 2018, the Company announcedPrior to certain plan changes to the Plan that became effective on January 1, 2019. Prior to these changes,2019, the Company'sCompany’s contributions represented a partial matching of employee contributions, generally up to a maximum of 3.5% of the employee’s salary and bonus. Currently, for eligible salaried employees, the Company makes a core contribution of 1.5% and a matching contribution of up to 50% of the first6% of the employees'employees’ contributions. In addition, the Company has the discretion to contribute up to an additional 2% profit-sharing benefit based on the Company’s performance. The Company’s expense for this plan was $5.4 $4.0 million in 2020, $5.4 million in 2019,, and $4.4 million in 2018, and $3.9 million in 2017.
2018.
The Company’s Canadian defined contribution plan covers certain salaried and hourly employees. The Company makes contributions for all eligible employees, ranging from 3% to 5% of the employee’s salary. In addition, eligible employees may voluntarily contribute to the plan. The Company’s expense for this plan was $0.2$0.1 million in 2020, and $0.2 million in both 2019 and 2018, and $0.3 million in 2017.
2018.
Deferred Compensation Plan
The Company has a non-qualified deferred compensation plan (the “Deferred Compensation Plan”) for the benefit of certain management employees. The investment funds offered to the participants generally correspond to the funds offered in the Company’s 401(k)401(k) plan and the account balance fluctuates with the investment returns on those funds. The Deferred Compensation Plan permits the deferral of up to 50% of base salary and 100% of compensation received under the Company’s annual incentive plan. The deferrals are held in a separate trust, which has been established by the Company to administer the Deferred Compensation Plan. The assets of the trust are subject to the claims of the Company’s creditors in the event that the Company becomes insolvent. Consequently, the trust qualifies as a grantor trust for income tax purposes (i.e., a “Rabbi Trust”). The liabilities of the Deferred Compensation Plan of $8.0 $7.9 million and $7.3$8.0 million as of January 30, 2021 and February 1, 2020, and February 2, 2019, respectively, are presented in employee compensation and benefits in the accompanying consolidated balance sheets. The assets held by the trust of $8.0$7.9 million and $8.0 million as of January 30, 2021 and February 1, 2020, and $7.3 million as of February 2, 2019 respectively, are classified as trading securitiespresented within prepaid expenses and other current assets in the accompanying consolidated balance sheets, with changes in the deferred compensation charged to selling and administrative expenses in the accompanying consolidated statements of earnings (loss).
Deferred Compensation Plan for Non-Employee Directors
Non-employee directors are eligible to participate in a deferred compensation plan, whereby deferred compensation amounts are valued as if invested in the Company’s common stock through the use of phantom stock units (“PSUs”). Under the plan, each participating director’s account is credited with the number of PSUs equal to the number of shares of the Company’s common stock that the participant could purchase or receive with the amount of the deferred compensation, based upon the fair value (as determined based on the average of the high and low prices) of the Company’s common
stock on the last trading day of the fiscal quarter when the cash compensation was earned. Dividend equivalents are paid on PSUs at the same rate as dividends on the Company’s common stock and are re-invested in additional PSUs at the next fiscal quarter-end. The PSUs are payable in cash based on the number of PSUs credited to the participating director’s account, valued on the basis of the fair value at fiscal quarter-end on or following termination of the director’s service. The liabilities of the plan of $1.5$1.0 million as of February 1, 2020January 30, 2021 and $2.4$1.5 million as of February 2, 20191, 2020 are based on 71,10823,644 and 70,12371,108 outstanding PSUs, respectively, and are presented in other liabilities in the accompanying consolidated balance sheets. Gains and losses resulting from changes in the fair value of the PSUs are charged to selling and administrative expenses in the accompanying consolidated statements of earnings (loss).
7. INCOME TAXES
On December 22,2017,March 27, 2020, the Tax CutsCoronavirus Aid, Relief, and JobsEconomic Security Act (the “Act”(“CARES Act”) was signed into law, making significant changeslaw. The CARES Act modified certain provisions to the U.S. Internal Revenue Code ("IRC"). Changes included, but were not limitedCode. Among the provisions modified by the CARES Act was a five-year carryback period for net operating losses incurred in the 2018, 2019 and 2020 tax years; temporary removal of the 80% limitation on net operating loss usage, reinstated for tax years after 2020; a temporary increase in the interest expense limitation and acceleration of refundable AMT credit. The five-year carryback presented an opportunity to carry back net operating losses from years with a corporatestatutory 21% federal tax rate decrease fromto years when the rate was 35% to 21% effective January 1, 2018, the transition of U.S. international taxation from a worldwide tax system to a quasi-territorial tax system and a one-time transition tax on the mandatory deemed repatriation of cumulative foreign earnings. The Act includes the Global Intangibles Low-Taxed Income ("GILTI") provision, a new minimum tax on global intangible low-taxed income, the Base Erosion Anti-Avoidance ("BEAT"), a new tax for certain payments to foreign related parties and the Foreign-Derived Intangible Income ("FDII") provision, a tax incentive to earn income from the sale, lease or license of goods and services abroad. The Company has elected to account for the GILTI provision as a period cost in the year the taxes are incurred.. During 2019 and 2018,2020, the Company recorded ana net income tax provisionbenefit of $0.7$8.2 million and $0.6 million, respectively, related to the GILTI, BEAT and FDII provisionscarryback of the Act.2020 net operating loss.
The components of (loss) earnings (loss) before income taxes consisted of domestic loss before income taxes of $441.5 million in 2020 and domestic earnings before income taxes of $37.3 million and $40.0 million in 2019 and $78.2 million in 2019,2018, and 2017, respectively. The Company's foreignCompany’s international earnings before incomes taxes were $41.3 million in 2019 and $44.5 million in 2019 and 2017, respectively, and foreign lossinternational losses before income taxes waswere $75.6 million and $45.8 million in 2018, reflecting the impairment of the tradename2020 and goodwill for the Allen Edmonds business.
2018, respectively.
The components of income tax (benefit) provision (benefit) on (loss) earnings (loss) were as follows:
| | | | | | | | | | |
($ thousands) | | 2019 | | 2018 | | 2017 | | | 2020 | | 2019 | | 2018 |
Federal | | | | | | | | | | | | | | | | | | |
Current | | $ | 4,003 | | | $ | 1,953 | | | $ | 31,102 | | | $ | (37,140) | | $ | 4,003 | | $ | 1,953 |
Deferred | | 5,390 | | | 4,451 | | | (10,358 | ) | | | (45,145) | | | 5,390 | | | 4,451 |
| Total federal income tax provision (benefit) | | 9,393 | | 6,404 | | 20,744 | | |
Total federal income tax (benefit) provision | | | | (82,285) | | | 9,393 | | | 6,404 |
State | | | | | | | | | | | | | | | | | | |
Current | | 290 | | | (718 | ) | | 7,691 | | | | 1,532 | | | 290 | | | (718) |
Deferred | | 2,403 | | | 1,284 | | | 913 | | | | (9,038) | | | 2,403 | | | 1,284 |
| Total state income tax provision (benefit) | | 2,693 | | 566 | | 8,604 | | |
| | | |
Foreign | | 4,425 | | | (7,243 | ) | | 6,127 | | |
Total income tax provision (benefit) | | $ | 16,511 | | | $ | (273 | ) | | $ | 35,475 | | |
Total state income tax (benefit) provision | | | | (7,506) | | | 2,693 | | | 566 |
International | | | | | | | | | | |
Current | | | | 2,288 | | | 3,914 | | | 5,413 |
Deferred | | | | 9,386 | | | 511 | | | (12,656) |
Total international income tax provision (benefit) | | | | 11,674 | | | 4,425 | | | (7,243) |
Total income tax (benefit) provision | | | $ | (78,117) | | $ | 16,511 | | $ | (273) |
The differences between the income tax (benefit) provision (benefit) reflected in the consolidated financial statements and the amounts calculated at the federal statutory income tax rate were as follows:
($ thousands) | | 2019 | | | 2018 | | | 2017 | |
Income taxes at statutory rate (1) | | $ | 16,505 | | | $ | (1,208 | ) | | $ | 41,376 | |
State income taxes, net of federal tax benefit | | | 2,218 | | | | 2,519 | | | | 3,579 | |
Foreign earnings taxed at lower rates | | | (3,199 | ) | | | (4,210 | ) | | | (8,072 | ) |
Share-based compensation | | | 86 | | | | (347 | ) | | | (1,265 | ) |
Income tax reform, net benefit | | | — | | | | (3,891 | ) | | | (294 | ) |
GILTI, BEAT and FDII provisions | | | 668 | | | | 613 | | | | — | |
Non-deductibility of goodwill impairment | | | — | | | | 7,989 | | | | — | |
Impairment of foreign tradename taxed at higher rate | | | — | | | | (2,400 | ) | | | — | |
Valuation allowance release on state loss carryforwards | | | — | | | | — | | | | (100 | ) |
Non-deductibility of acquisition costs | | | — | | | | 46 | | | | — | |
Other | | | 233 | | | | 616 | | | | 251 | |
Total income tax provision (benefit) | | $ | 16,511 | | | $ | (273 | ) | | $ | 35,475 | |
| | | | | | | | | |
($ thousands) | | 2020 | | 2019 | | 2018 |
Income taxes at statutory rate | | $ | (108,593) | | $ | 16,505 | | $ | (1,208) |
State income taxes, net of federal tax benefit | | | (17,433) | | | 2,218 | | | 2,519 |
International earnings taxed at differing rates from U.S. statutory | | | (5,210) | | | (4,071) | | | (4,210) |
Share-based compensation | | | 1,094 | | | 86 | | | (347) |
Non-deductibility of goodwill impairment | | | 20,179 | | | 0 | | | 7,989 |
Impairment of international trade name taxed at higher rate | | | (1,440) | | | 0 | | | (2,400) |
Provision for valuation allowance | | | 41,019 | | | 872 | | | 0 |
CARES Act NOL, net carryback benefit | | | (8,203) | | | 0 | | | 0 |
Income tax reform, net benefit | | | 0 | | | 0 | | | (3,891) |
GILTI, BEAT and FDII provisions | | | 0 | | | 668 | | | 613 |
Non-deductibility of acquisition costs | | | 0 | | | 0 | | | 46 |
Other (1) | | | 470 | | | 233 | | | 616 |
Total income tax (benefit) provision | | $ | (78,117) | | $ | 16,511 | | $ | (273) |
(1)(1)
| The other category of income tax (benefit) provision principally represents the impact of expenses that are not deductible or partially deductible for federal statutoryincome tax rate was 21.0% in 2019purposes and 2018, and 33.7% in 2017.the impact of any return-to-provision adjustments. | |
In 2019,2020, the Company'sCompany’s effective tax rate was 15.1% in 2020, compared to 21.0% in 2019. In 2020, the Company’s effective tax rate was impacted by several discrete tax items, including the non-deductibility of a portion of its goodwill impairment charges and the incremental tax provision related to the vesting of stock awards. The Company’s tax benefit also includes the favorable impact of approximately $8.2 million related to the CARES Act, which permits the Company to carry back a significant portion of our 2020 losses to years with a higher federal tax rate, as discussed above. In 2019, the Company’s effective tax rate was impacted by discrete tax benefits totaling $1.4 million, primarily reflecting adjustments to changes in tax rates in state and other international jurisdictions. In 2018, the Company'sCompany’s effective tax rate was impacted by several factors, including the non-deductibility of our goodwill impairment charge of $38.0 million, as further discussed in Note 11 to the consolidated financial statements.million. In addition, discrete tax benefits totaling $5.9 million were recognized in 2018, primarily reflecting adjustments associated with the Tax Cuts and Jobs Act and related actions for state and other international jurisdictions (in aggregate, "income tax reform"). If the impairment charges had not been recognized in 2018 and the discrete tax benefits had not been recognized in 2019 and 2018, the Company's effective tax rates would have been 22.7% and 22.3%, respectively. The tax rates in 2019 and 2018 are lower than in prior periods due to the lower tax rates associated with income tax reform effective beginning in 2018.
Significant components of the Company’s deferred income tax assets and liabilities were as follows:
| | | | | | | |
($ thousands) | | February 1, 2020 | | February 2, 2019 | | | January 30, 2021 | | February 1, 2020 |
Deferred Tax Assets | | | | | | | | | | | | |
Lease obligations | | | $ | 176,953 | | $ | 200,408 |
Goodwill and intangible assets | | | | 25,659 | | | 0 |
Net operating loss carryforward/carryback | | | | 20,736 | | | 6,671 |
Accrued expenses | | | | 18,610 | | | 18,762 |
Employee benefits, compensation and insurance | | $ | 12,812 | | | $ | 14,599 | | | | 11,006 | | | 12,812 |
Accrued expenses | | 18,762 | | | 14,936 | | |
Postretirement and postemployment benefit plans | | 314 | | | 327 | | |
Deferred rent | | — | | | 6,524 | | |
| Lease obligations | | 200,408 | | — | | |
Accounts receivable reserves | | 3,109 | | | 7,350 | | |
Net operating loss (“NOL”) carryforward/carryback | | 6,671 | | | 6,714 | | |
Capital loss carryforward | | 14 | | | 14 | | |
Accounts receivable | | | | 6,149 | | | 3,109 |
Inventory capitalization and inventory reserves | | 4,123 | | | 3,339 | | | | 4,130 | | | 4,123 |
Impairment of investment in nonconsolidated affiliate | | 1,470 | | | 1,470 | | | | 1,470 | | | 1,470 |
Postretirement and postemployment benefit plans | | | | 285 | | | 314 |
Capital loss carryforward | | | | 14 | | | 14 |
Other | | 1,349 | | | 1,831 | | | | 1,245 | | | 1,349 |
Total deferred tax assets, before valuation allowance | | 249,032 | | | 57,104 | | | | 266,257 | | | 249,032 |
Valuation allowance | | (4,809 | ) | | (4,199 | ) | | | (49,981) | | | (4,809) |
Total deferred tax assets, net of valuation allowance | | $ | 244,223 | | | $ | 52,905 | | | $ | 216,276 | | $ | 244,223 |
| | | |
| | | | | | | |
Deferred Tax Liabilities | | | | | | | | | | | | |
| Lease right-of-use assets | | $ | (187,978 | ) | | $ | — | | | $ | (151,962) | | $ | (187,978) |
LIFO inventory valuation | | | | (38,437) | | | (44,774) |
Retirement plans | | | (10,466 | ) | | | (10,212 | ) | | | (21,041) | | | (10,466) |
LIFO inventory valuation | | (44,774 | ) | | (42,427 | ) | |
Capitalized software | | (4,420 | ) | | (3,879 | ) | | | (5,331) | | | (4,420) |
Depreciation | | (8,416 | ) | | (10,662 | ) | | | (4,779) | | | (8,416) |
Intangible assets | | (29,636 | ) | | (24,763 | ) | |
Goodwill and intangible assets | | | | 0 | | | (29,636) |
Other | | (3,811 | ) | | (1,115 | ) | | | (2,970) | | | (3,811) |
Total deferred tax liabilities | | (289,501 | ) | | (93,058 | ) | | | (224,520) | | | (289,501) |
Net deferred tax liability | | $ | (45,278 | ) | | $ | (40,153 | ) | | $ | (8,244) | | $ | (45,278) |
As of February 1, 2020, January 30, 2021, the Company had various federal, state and international net operating loss (“NOL”) carryforwards with tax values totaling $6.7$20.7 million. The state NOLs totaling $11.6 million have carryforward periods ranging from one to 20 years. The planned carryback of the federal NOL released other tax attributes with expiration dates between 2020 and 2039.a tax value of $4.4 million. The Company has recordedNOLs in Canada and the United Kingdom of $3.0 million and $1.7 million, respectively. The Canada NOLs have carryforward periods ranging from 16 to 20 years, while the United Kingdom NOLs have no expiration. As of January 30, 2021, the Company is in a valuation allowance of $3.3 million on thesethree-year cumulative loss position for federal, state and certain international net operating loss carryforwards. The remaining net operating loss will be carried forwardtax jurisdictions. Accordingly, as of January 30, 2021, the Company increased its valuation allowances on deferred tax assets to future$50.0 million, reflecting the uncertainty regarding the utilization of its deferred tax years. The Company also has a valuation allowance of $1.5 million related to the impairment of an investment in a nonconsolidated affiliate in 2016.assets.
As of February 1, 2020, January 30, 2021, 0 deferred taxes have been provided on the accumulated unremitted earnings of the Company’s foreigninternational subsidiaries that are not subject to United States income tax, beyond the amounts recorded for the one-timeone-time transition tax for the mandatory deemed repatriation of cumulative foreigninternational earnings, as required by the Tax Cuts and Jobs Act. The Company periodically evaluates its foreigninternational investment opportunities and plans, as well as its foreigninternational working capital needs, to determine the level of investment required and, accordingly, determines the level of foreigninternational earnings that is considered indefinitely reinvested. Based upon that evaluation, earnings of the Company’s foreigninternational subsidiaries that are not otherwise subject to United States taxation are considered to be indefinitely reinvested, and accordingly, deferred taxes have not been provided. If changes occur in future investment opportunities and plans, those changes will be reflected when known and may result in providing residual United States deferred taxes on unremitted foreigninternational earnings. If the Company’s unremitted foreigninternational earnings were not considered indefinitely reinvested as of February 1, 2020, January 30, 2021, an immaterial amount of additional deferred taxes would have been provided.
Uncertain Tax Positions
ASC 740, Income Taxes, establishes a single model to address accounting for uncertain tax positions. The standard clarifies the accounting for income taxes by prescribing a minimum recognition threshold a tax position is required to meet
before being recognized in the financial statements. The standard also provides guidance on derecognition, measurement classification, interest and penalties, accounting in interim periods, disclosure and transition. As of January 30, 2021, February 1, 2020 and February 2, 2019,, the Company had unrecognized tax benefits of $1.5 million, $1.9 million and $2.5 million, respectively, associated with international jurisdictions.
For federal purposes, the Company’s tax filings for fiscal years 20162017 to 2018 (fiscal years ending January 28,2017,February 3,2018 and February 2, 2019) 2019 remain open to examination but are not currently being examined. The Company also files tax returns in various foreigninternational jurisdictions and numerous states for which various tax years are subject to examination and currently involved in audits. While the Company is involved in examinations in certain jurisdictions, it does not expect any significant changes in its liability for uncertain tax positions during the next 12 months.
8. BUSINESS SEGMENT INFORMATION
The Company'sCompany’s reportable segments are Famous Footwear and Brand Portfolio. The Famous Footwear segment is comprised of Famous Footwear, Famous.comfamousfootwear.com and Famous.ca.famousfootwear.ca. Famous Footwear operated 949916 stores at the end of 2019,2020, primarily selling branded footwear for the entire family.
The Brand Portfolio segment is comprised of wholesale operations selling the Company'sCompany’s branded footwear, and the retail stores and e-commerce sites associated with those brands. This segment sources and markets licensed, branded and private-label footwear primarily to online retailers, national chains, online retailers, department stores, mass merchandisers and independent retailers and catalogs as well as Company-owned Famous Footwear, Allen Edmonds, Naturalizer and Sam Edelman stores and e-commerce businesses. The Brand Portfolio segment included 141 branded107 branded retail stores in the United States,, 79 50 branded retail stores in Canada, sixand 13 branded retail stores in China one branded retail store in Guam, and one branded retail store in Italy at the end of 2019. During the first quarter of 2019, the Company changed its segment presentation to disclose net sales of the Brand Portfolio segment inclusive of both external and intersegment sales, with the elimination of intersegment sales and profit from Brand Portfolio to Famous Footwear reflected within the Eliminations and Other category. This presentation reflects the independent business models of both Brand Portfolio and Famous Footwear, as well as growth in intersegment activity driven by recent acquisitions. Prior period information has been recast to conform to the current presentation.
2020.
The Company’s Famous Footwear and Brand Portfolio reportable segments are operating units that are managed separately. AnThese reportable segments reflect the level at which the Company’s chief operating segment’sdecision maker evaluates financial performance is evaluated and resources are allocated based primarily on operatingallocates resources. Operating (loss) earnings (loss). Operating earnings (loss)for the reportable segments represents gross profit, less selling and administrative expenses, impairment of goodwill and intangible assets and restructuring and other special charges, net. The accounting policies of the reportable segments are the same as those described in Note 1 to the consolidated financial statements. Intersegment sales are generally recorded at a profit, and intersegment earnings related to inventory on hand at the purchasing segment are eliminated against the earnings.
Corporate assets, administrative expenses and other costs and recoveries that are not allocated to the operating units, as well as the elimination of intersegment sales and profit, are reported in the Eliminations and Other category.
Following is a summary of certain key financial measures for the respective periods:
| | | | | | | | | | | | | |
| | | Famous | | Brand | | Eliminations | | | |
($ thousands) | | Famous Footwear | | | Brand Portfolio | | | Eliminations and Other | | | Total | | | Footwear | | Portfolio | | and Other | | Total |
Fiscal 2020 | | | | | | | | | | | | | |
Net sales | | | $ | 1,263,551 | | $ | 902,481 | | $ | (48,962) | | $ | 2,117,070 |
Intersegment sales | | | | 0 | | | 48,962 | | | 0 | | | 48,962 |
Depreciation and amortization | | | | 23,090 | | | 28,889 | | | 8,560 | | | 60,539 |
Operating loss | | | | (23,821) | | | (408,444) | | | (53,393) | | | (485,658) |
Segment assets | | | | 765,754 | | | 851,027 | | | 250,269 | | | 1,867,050 |
Purchases of property and equipment | | | | 7,693 | | | 6,486 | | | 2,607 | | | 16,786 |
Capitalized software | | | | 870 | | | 153 | | | 4,251 | | | 5,274 |
| | | | | | | | | | | | | |
Fiscal 2019 | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
External sales | | $ | 1,588,057 | | | $ | 1,406,460 | | | $ | (72,955 | ) | | $ | 2,921,562 | | |
Net sales | | | $ | 1,588,057 | | $ | 1,406,460 | | $ | (72,955) | | $ | 2,921,562 |
Intersegment sales | | | — | | | | (72,955 | ) | | | — | | | | (72,955 | ) | | | 0 | | | 72,955 | | | 0 | | | 72,955 |
Depreciation and amortization | | | 26,706 | | | | 29,875 | | | | 8,981 | | | | 65,562 | | | | 26,706 | | | 29,875 | | | 8,981 | | | 65,562 |
Operating earnings (loss) | | | 76,896 | | | | 58,153 | | | | (31,236 | ) | | | 103,813 | | | | 76,896 | | | 58,153 | | | (31,236) | | | 103,813 |
Segment assets | | | 891,042 | | | | 1,383,500 | | | | 157,165 | | | | 2,431,707 | | | | 891,042 | | | 1,383,500 | | | 157,165 | | | 2,431,707 |
Purchases of property and equipment | | | 16,129 | | | | 21,973 | | | | 6,431 | | | | 44,533 | | | | 16,129 | | | 21,973 | | | 6,431 | | | 44,533 |
Capitalized software | | | 16 | | | | 1,544 | | | | 4,059 | | | | 5,619 | | | | 16 | | | 1,544 | | | 4,059 | | | 5,619 |
| | | |
| | | | | | | | | | | | | |
Fiscal 2018 | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
External sales | | $ | 1,606,808 | | | $ | 1,313,551 | | | $ | (85,513 | ) | | $ | 2,834,846 | | |
Net sales | | | $ | 1,606,808 | | $ | 1,313,551 | | $ | (85,513) | | $ | 2,834,846 |
Intersegment sales | | — | | | (85,513 | ) | | — | | | 85,513 | | | | 0 | | | 85,513 | | | 0 | | | 85,513 |
Depreciation and amortization | | 28,816 | | | 20,768 | | | 13,113 | | | 62,697 | | | | 28,816 | | | 20,768 | | | 13,113 | | | 62,697 |
Operating earnings (loss) | | 85,268 | | | (40,799 | ) | | (44,068 | ) | | 401 | | | | 85,268 | | | (40,799) | | | (44,068) | | | 401 |
Segment assets | | 502,507 | | | 1,211,008 | | | 125,053 | | | 1,838,568 | | | | 502,507 | | | 1,211,008 | | | 125,053 | | | 1,838,568 |
Purchases of property and equipment | | 17,552 | | | 41,993 | | | 2,938 | | | 62,483 | | | | 17,552 | | | 41,993 | | | 2,938 | | | 62,483 |
Capitalized software | | 351 | | | 814 | | | 3,251 | | | 4,416 | | | | 351 | | | 814 | | | 3,251 | | | 4,416 |
| | | |
Fiscal 2017 | | | | | | | | | | | | | | | | | |
External sales | | $ | 1,637,627 | | | $ | 1,233,081 | | | $ | (85,124 | ) | | $ | 2,785,584 | | |
Intersegment sales | | — | | | (85,124 | ) | | — | | | 85,124 | | |
Depreciation and amortization | | 29,990 | | | 16,873 | | | 17,207 | | | 64,070 | | |
Operating earnings (loss) | | 92,230 | | | 80,160 | | | (44,707 | ) | | 127,683 | | |
Segment assets | | 500,862 | | | 814,508 | | | 174,045 | | | 1,489,415 | | |
Purchases of property and equipment | | 22,920 | | | 15,865 | | | 5,935 | | | 44,720 | | |
Capitalized software | | 483 | | | 232 | | | 5,743 | | | 6,458 | | |
consolidated net sales for 2020, 2019 and 2018, respectively.
Following is a reconciliation of operating (loss) earnings to (loss) earnings before income taxes:
| | | | | | | | | |
| | | | | | | | | |
($ thousands) | | 2019 | | 2018 | | 2017 | | 2020 | | 2019 | | 2018 |
Operating earnings | | $ | 103,813 | | | $ | 401 | | | $ | 127,683 | | |
Operating (loss) earnings | | $ | (485,658) | | $ | 103,813 | | $ | 401 |
Interest expense, net | | (33,123 | ) | | (18,277 | ) | | (17,325 | ) | | (48,287) | | | (33,123) | | | (18,277) |
Loss on early extinguishment of debt | | — | | | (186 | ) | | — | | | 0 | | | 0 | | | (186) |
Other income, net | | 7,903 | | | 12,308 | | | 12,348 | | | 16,834 | | | 7,903 | | | 12,308 |
Earnings (loss) before income taxes | | $ | 78,593 | | | $ | (5,754 | ) | | $ | 122,706 | | |
(Loss) earnings before income taxes | | $ | (517,111) | | $ | 78,593 | | $ | (5,754) |
For geographic purposes, the domestic operations include the Company'sCompany’s domestic retail operations, the wholesale distribution of licensed, branded and private-label footwear to a variety of retail customers, including the Famous Footwear and Brand Portfolio stores, as well as the Company'sCompany’s e-commerce businesses.
The Company’s foreigninternational operations consist of wholesale and retail operations primarily in the Far East,Eastern Asia, Canada and Italy.Europe. The Far EastEastern Asia operations primarily include first-costfirst-cost transactions, where footwear is sold at foreigninternational ports to customers who then import the footwear into the United States and other countries.
A summary of the Company’s net sales and long-lived assets, including lease right-of-use assets and property and equipment, by geographic area were as follows:
| | | | | | | | | | |
($ thousands) | | 2019 | | 2018 | | 2017 | | | 2020 | | 2019 | | 2018 |
Net Sales | | | | | | | | | | | | | | | | | | |
United States | | $ | 2,734,912 | | | $ | 2,656,928 | | | $ | 2,603,725 | | | $ | 1,984,713 | | $ | 2,734,912 | | $ | 2,656,928 |
Far East | | 98,045 | | | 93,883 | | | 98,287 | | |
Eastern Asia | | | | 77,793 | | | 98,045 | | | 93,883 |
Canada | | 80,247 | | | 63,354 | | | 75,764 | | | | 46,781 | | | 80,247 | | | 63,354 |
Latin America and other | | 8,358 | | | 20,681 | | | 7,808 | | |
Other | | | | 7,783 | | | 8,358 | | | 20,681 |
Total net sales | | $ | 2,921,562 | | | $ | 2,834,846 | | | $ | 2,785,584 | | | $ | 2,117,070 | | $ | 2,921,562 | | $ | 2,834,846 |
| | | |
| | | | | | | | | | |
Long-Lived Assets (1) | | | | | | | | | | | | | | | | | | |
United States | | $ | 881,338 | | | $ | 219,975 | | | $ | 200,686 | | | $ | 703,642 | | $ | 881,338 | | $ | 219,975 |
Canada | | 35,317 | | | 9,381 | | | 10,559 | | | | 20,246 | | | 35,317 | | | 9,381 |
Far East | | 3,527 | | | 1,348 | | | 1,456 | | |
Eastern Asia | | | | 2,660 | | | 3,527 | | | 1,348 |
Other | | 258 | | | 80 | | | 98 | | | | 192 | | | 258 | | | 80 |
Total long-lived assets | | $ | 920,440 | | | $ | 230,784 | | | $ | 212,799 | | | $ | 726,740 | | $ | 920,440 | | $ | 230,784 |
| (1) | Long-lived assets include $554,303 and $695,594 of lease right-of-use assets in 2020 and 2019, respectively, with 0 corresponding amounts in 2018, as it precedes the adoption of ASC 842. |
(1) Long-lived assets includes $695,594 of lease right-of-use assets in 2019, with nocorresponding amounts in 2018 or 2017, as those periods precede the adoption of ASC 842.
9. INVENTORIES
9. INVENTORIES
The Company'sCompany’s net inventory balance was comprised of the following:
| | | | | | |
($ thousands) | | February 1, 2020 | | February 2, 2019 | | January 30, 2021 | | February 1, 2020 |
Raw materials | | $ | 18,455 | | | $ | 19,128 | | $ | 14,592 | | $ | 18,455 |
Work-in-process | | 454 | | | 745 | | | 349 | | | 454 |
Finished goods | | 599,497 | | | 663,298 | | | 473,014 | | | 599,497 |
Inventories, net | | $ | 618,406 | | | $ | 683,171 | | $ | 487,955 | | $ | 618,406 |
As of January 30, 2021 and February 1, 2020, and February 2, 2019, the Company'sCompany’s inventory balance included $2.5 $0.8 million and $1.5$2.5 million, respectively, of finished goods product subject to a consignment arrangement with wholesale customers.
10. PROPERTY AND EQUIPMENT
Property and equipment consisted of the following:
| | | | | | | |
($ thousands) | | February 1, 2020 | | February 2, 2019 | | | January 30, 2021 | | February 1, 2020 |
Land and buildings | | $ | 52,638 | | | $ | 58,337 | | | $ | 53,561 | | $ | 52,638 |
Leasehold improvements | | 241,209 | | | 233,604 | | | | 208,939 | | | 241,209 |
Technology equipment | | 56,480 | | | 49,120 | | | | 49,105 | | | 56,480 |
Machinery and equipment | | 98,715 | | | 69,628 | | | | 98,862 | | | 98,715 |
Furniture and fixtures | | 140,233 | | | 134,259 | | | | 126,405 | | | 140,233 |
Construction in progress | | 4,704 | | | 34,139 | | | | 6,773 | | | 4,704 |
Property and equipment | | 593,979 | | | 579,087 | | | | 543,645 | | | 593,979 |
Allowances for depreciation | | (369,133 | ) | | (348,303 | ) | | | (371,208) | | | (369,133) |
Property and equipment, net | | $ | 224,846 | | | $ | 230,784 | | | $ | 172,437 | | $ | 224,846 |
Useful lives of property and equipment are as follows:
| | Years
| |
| | Years |
Buildings | | | 5 - 30 | |
Leasehold improvements | | | 5 - 20 | |
Technology equipment | | | 2 - 7 | |
Machinery and equipment | | | 4 - 20 | |
Furniture and fixtures | | | 3 - 10 | |
The Company recorded charges for impairment within sellingof $56.3 million, $5.9 million and administrative expenses of $5.9 million, $3.7 million in 2020, 2019 and $3.8 million in 2019,2018, and 2017, respectively, primarily for operating lease right-of-use assets, leasehold improvements and furniture and fixtures in the Company’s retail stores. Of the $56.3 million of impairment charges in 2020, $55.3 million is reflected in restructuring and other special charges, and $1.0 million is reflected in selling and administrative expenses. All of the charges in 2019 and 2018 are presented in selling and administrative expenses. Fair value was based on estimated future cash flows to be generated by retail stores, discounted at a market rate of interest. Refer to Note 5, Note 13 and Note 15 to the consolidated financial statements for further discussion of these impairment charges.
Interest costs for major asset additions are capitalized during the construction or development period and amortized over the lives of the related assets. The Company capitalized interest of $0.6 million and $0.2 million in 2019 and 2018, respectively, related to the new company-operated Brand Portfolio warehouse facilities in California, with 0 corresponding interest capitalized in 2017.2020.
11. GOODWILL AND INTANGIBLE ASSETS
Goodwill and intangible assets were as follows:
| | | | | | |
($ thousands) | | February 1, 2020 | | February 2, 2019 | | January 30, 2021 | | February 1, 2020 |
Intangible Assets | | | | | | | | | | | |
Famous Footwear | | $ | 2,800 | | | $ | 2,800 | | $ | 2,800 | | $ | 2,800 |
Brand Portfolio | | 388,288 | | | 388,288 | | | 342,083 | | | 388,288 |
Total intangible assets | | 391,088 | | | 391,088 | | | 344,883 | | | 391,088 |
Accumulated amortization | | (96,784 | ) | | (83,722 | ) | | (109,768) | | | (96,784) |
Total intangible assets, net | | 294,304 | | | 307,366 | | | 235,115 | | | 294,304 |
Goodwill | | | | | | | | | | | |
Brand Portfolio | | 245,275 | | | 242,531 | | | 4,956 | | | 245,275 |
Total goodwill | | 245,275 | | | 242,531 | | | 4,956 | | | 245,275 |
Goodwill and intangible assets, net | | $ | 539,579 | | | $ | 549,897 | | $ | 240,071 | | $ | 539,579 |
As further described in Note 2 to the consolidated financial statements, the Company acquired Vionic on October 18, 2018. The allocation of the purchase price resulted in incremental intangible assets of $144.7 million, consisting of trademarks and customer relationships of $112.4 million and $32.3 million, respectively, and incremental goodwill of $151.3 million. The trademark is being amortized on a straight-line basis over its useful life of 20 years. The customer relationship intangible is being amortized on an accelerated basis over its estimated useful life of approximately 16 years. In addition, the Company acquired Blowfish Malibu on July 6, 2018. The allocation of the purchase price resulted in incremental intangible assets of $17.6 million, consisting of trademarks and customer relationships of $11.1 million and $6.5 million, respectively, and incremental goodwill of $5.0 million. The trademark is being amortized on a straight-line basis over its useful life of 20 years and the customer relationship intangible is being amortized on an accelerated basis over its estimated useful life of approximately 15 years.
The Company'sCompany’s intangible assets as of January 30, 2021 and February 1, 2020and February 2, 2019 were as follows:
| | | | | | | | | | | | | | | |
($ thousands) | | February 1, 2020 | | | January 30, 2021 |
| | | Estimated Useful Lives (In Years) | | Cost Basis | | Accumulated Amortization | | Net Carrying Value | | |
Trademarks | | 15 - 40 | | | $ | 288,788 | | | $ | 91,827 | | | $ | 196,961 | | |
Trademarks | | Indefinite | | | 58,100 | | | — | | | 58,100 | | |
| | | Estimated Useful Lives | | | | | Accumulated | | | | | |
| | | (In Years) | | Cost Basis (1) | | Amortization | | Impairment | | Net Carrying Value |
Trade names | | | 2 - 40 | | $ | 299,488 | | $ | 101,919 | | $ | 10,200 | | $ | 187,369 |
Trade names | | | Indefinite | | | 47,400 | | | — | | | 32,000 | | | 15,400 |
Customer relationships | | 15 - 16 | | | 44,200 | | | 4,957 | | | 39,243 | | | 15 - 16 | | | 44,200 | | | 7,849 | | | 4,005 | | | 32,346 |
| | | | | | $ | 391,088 | | | $ | 96,784 | | | $ | 294,304 | | |
| | | | | $ | 391,088 | | $ | 109,768 | | $ | 46,205 | | $ | 235,115 |
81
| | | | | | | February 2, 2019 | |
| | | Estimated Useful Lives (In Years) | | | Cost Basis | | | Accumulated Amortization | | | Impairment | | | Net Carrying Value | |
Trademarks | | | 15 - 40 | | | $ | 288,788 | | | $ | 81,961 | | | $ | — | | | $ | 206,827 | |
Trademarks | | Indefinite | | | | 118,100 | | | | — | | | | 60,000 | | | | 58,100 | |
Customer relationships | | | 15 - 16 | | | | 44,200 | | | | 1,761 | | | | — | | | | 42,439 | |
| | | | | | | $ | 451,088 | | | $ | 83,722 | | | $ | 60,000 | | | $ | 307,366 | |
| | | | | | | | | | | | | | |
| | February 1, 2020 |
| | Estimated Useful Lives | | | | | Accumulated | | | | | | |
| | (In Years) | | Cost Basis | | Amortization | | Impairment | | Net Carrying Value |
Trade names | | 15 - 40 | | $ | 288,788 | | $ | 91,827 | | $ | — | | $ | 196,961 |
Trade names | | Indefinite | | | 58,100 | (2) | | — | | | — | | | 58,100 |
Customer relationships | | 15 - 16 | | | 44,200 | | | 4,957 | | | — | | | 39,243 |
| | | | $ | 391,088 | | $ | 96,784 | | $ | — | | $ | 294,304 |
| (1) | The Via Spiga trade name was reclassified from indefinite-lived trade names to definite-lived trade names. The remaining carrying value of $0.5 million is being amortized over two years. |
| (2) | Cost basis has been reduced by $60.0 million in impairment charges recognized in 2018 related to the Allen Edmonds trade name. |
Amortization expense related to intangible assets was $13.1$13.0 million in 2020, $13.1 million in 2019 and $7.0 million in 2018 and $4.1 million in 2017.2018. The Company estimates $12.8$12.6 million of amortization expense related to intangible assets in 2020,$12.72021, $12.1 million in 2021,$12.52022, $11.9 million in 2022, $12.2 million in 2023, and $11.4$11.0 million in 2024.
2024 and 2025.
Goodwill is tested for impairment at least annually, or more frequently if events or circumstances indicate it might be impaired, using either the qualitative assessment or a quantitative fair value-based test,test. During the first quarter of 2020, as further discussed in Note 1 to the consolidated financial statements. As a result of its annualthe significant decline in the Company’s share price and market capitalization and the impact of the COVID-19 pandemic on the Company’s business operations, the Company determined that an interim assessment of goodwill was required. A quantitative assessment was performed for all reporting units as of May 2, 2020. The assessment indicated that the carrying value of the goodwill associated with the Brand Portfolio and Vionic reporting units was impaired, resulting in total goodwill impairment charges of $240.3 million. In addition to the interim assessment, the Company performed an impairment review of the remaining goodwill balance, which is associated with the Blowfish Malibu reporting unit, as of the first day of the fourth fiscal quarter. That review indicated no impairment. During 2019 and 2018, the goodwill impairment testing was performed as of the Company did not record anyfirst day of the fourth fiscal quarter, which resulted in 0 impairment charges during in 2019 or 2017. The Company recorded and $38.0 million inof impairment charges during in 2018 associated with goodwill of the Allen Edmonds reporting unit, which were reflected within the Brand Portfolio segment.
unit.
Indefinite-lived intangible assets are tested for impairment as of the first day of the fourth quarter of each fiscal year unless events or circumstances indicate an interim test is required. As a result of the triggering event from the economic impacts of COVID-19, an interim assessment was performed as of May 2, 2020. The indefinite-lived trade name impairment review resulted in total impairment charges of $22.4 million for the thirteen weeks ended May 2, 2020, including $12.2 million associated with the indefinite-lived Allen Edmonds trade name and $10.2 million of impairment associated with the indefinite-lived Via Spiga trade name. The remaining carrying value of the Via Spiga trade name of $0.5 million is being amortized over approximately two years. In addition to the interim assessment, the Company tested the indefinite-lived intangible assetassets as of the first day of the fourth fiscal quarter. As a result of the impairment indicator for Allen Edmonds, the Company also tested the definite-lived Allen Edmonds customer relationships intangible asset. Those reviews resulted in noadditional impairment charges in 2019 or 2017. The indefinite-lived intangible asset test performed astotaling $23.8 million, consisting of the first day of the fourth quarter of 2018 resulted in $60.0$19.8 million in impairment charges associated with the Allen Edmonds trademark, which weretrade name and $4.0 million associated with the Allen Edmonds customer relationships intangible asset. The Company did not record any impairment charges during 2019. During 2018, an impairment charge of $60.0 million was recorded for impairment of the Allen Edmonds indefinite-lived trade name. Total intangible asset impairment charges of $46.2 million and $60.0 million in 2020 and 2018, respectively, are reflected within the Brand Portfolio segment.
12. LONG-TERM AND SHORT-TERM FINANCING ARRANGEMENTS
Credit Agreement
The Company maintains a revolving credit facility for working capital needs. On December 18,2014, the Company and certain of its subsidiaries (the “Loan Parties”) entered into a Fourth Amended and Restated Credit Agreement ("the Former Credit Agreement"), which was further amended on July 20,2015 to release all of the Company’s subsidiaries that were borrowers under or that guaranteed the Former Credit Agreement other than Sidney Rich Associates, Inc. and BG Retail, LLC. Allen Edmonds and Vionic were joined to the Agreement as guarantors on December 13,2016 and October 31,2018, respectively. After giving effect to the joinders, theThe Company is the lead borrower, and Sidney Rich Associates, Inc., BG Retail, LLC, Allen Edmonds LLC, Vionic Group LLC and Vionic International LLC are each co-borrowers and guarantors under the Former Credit Agreement.revolving credit facility. On January 18,2019, the Loan Parties entered into a Third Amendment to Fourth Amended and Restated Credit Agreement (as so amended, the "Credit Agreement") to extend the maturity date to January 18,2024 and change the borrowing capacity under the Former Credit Agreement from an aggregate amount of up to $600.0 million to an aggregate amount of up to $500.0 million, with the option to further increase by up to $250.0 million. The Credit Amendment also reduces upfront and unused borrowing fees, provides for less restrictive covenants and offers more flexibility.On April 14, 2020, the Company entered
into a Fourth Amendment to Fourth Amended and Restated Credit Agreement (as so amended, the "Credit Agreement") which, among other modifications, increased the amount available under the revolving credit facility by $100.0 million to an aggregate amount of up to $600.0 million, subject to borrowing base restrictions, and may be further increased by up to $150.0 million. The Credit Agreement increased the spread applied to the LIBOR or prime rate by a total of 75 basis points and increased the unused line fee by 5 basis points.
Borrowing availability under the Credit Agreement is limited to the lesser of the total commitments and the borrowing base ("Loan Cap"), which is based on stated percentages of the sum of eligible accounts receivable, eligible inventory and eligible credit card receivables, as defined, less applicable reserves. Under the Credit Agreement, the Loan Parties’ obligations are secured by a first-priorityfirst-priority security interest in all accounts receivable, inventory and certain other collateral.
Interest on borrowings is at variable rates based on the London Interbank Offered Rate (“LIBOR”) (with a floor of 1.0% imposed by the Credit Agreement) or the prime rate, as defined in the Credit Agreement, plus a spread. The interest rate and fees for letters of credit vary based upon the level of excess availability under the Credit Agreement. There is an unused line fee payable on the unused portion under the facility and a letter of credit fee payable on the outstanding face amount under letters of credit.
The Credit Agreement limits the Company’s ability to create, incur, assume or permit to exist additional indebtedness and liens, make investments or specified payments, give guarantees, pay dividends, make capital expenditures and merge or acquire or sell assets. In addition, certain additional covenants would be triggered if excess availability were to fall below specified levels, including fixed charge coverage ratio requirements. Furthermore, if excess availability falls below the greater of 10.0% of the lesser of the Loan Cap and $40.0 million for three consecutive business days, or an event ofand the fixed charge coverage ratio is less than 1.0 to 1.0, the Company would be in default occurs,under the collateral agent may assume dominion and control over the Company’s cash (a “cash dominion event”) until such event of default is cured or waived or the excess availability exceeds such amount for 30 consecutive days, provided that a cash dominion event shall be deemed continuing (even if an event of default is no longer continuing and/or excess availability exceeds the required amount for 30 consecutive business days) after a cash dominion event has occurred and been discontinued on two occasions in any 12-month period.Credit Agreement.
The Credit Agreement contains customary events of default, including, without limitation, payment defaults, breaches of representations and warranties, covenant defaults, cross-defaults to similar obligations, certain events of bankruptcy and insolvency, judgment defaults and the failure of any guaranty or security document supporting the agreement to be in full force and effect. In addition, ifIf an event of default occurs, the collateral agent may assume dominion and control over the Company’s cash (a “cash dominion event”) until such event of default is cured or waived or the excess availability falls belowexceeds such amount for 30 consecutive days, provided that a cash dominion event shall be deemed continuing (even if an event of default is no longer continuing and/or excess availability exceeds the greater of (i) 10.0% of the lesser of the Loan Caprequired amount for 30 consecutive business days) after a cash dominion event has occurred and (ii) $40.0 million, and the fixed charge coverage ratio is less than 1.0 to 1.0, the Company would bebeen discontinued on two occasions in default under the Credit Agreement.any 12-month period. The Credit Agreement also contains certain other covenants and restrictions. The Company was in compliance with all covenants and restrictions under the Credit Agreement as of February 1, 2020.
January 30, 2021.
The maximum amount of borrowings under the Credit Agreement at the end of any month was $438.5 million and $407.5 million in 2020 and $350.0 million in 2019, and 2018, respectively. As discussed further in Note 2 to the consolidated financial statements, the Company utilized the Credit Agreement in October 2018 to fund the Vionic acquisition. In addition, in March 2020, the Company increased the borrowings on the revolving credit facility to $440.0 million as a precautionary measure to increase its cash position and preserve financial flexibility given the uncertainty resulting from COVID-19. The average daily borrowingsCompany made debt reduction a priority during the year were $352.4second half of 2020, reducing the borrowings outstanding to $250.0 million and $103.2as of January 30, 2021. In addition to the $250.0 million in 2019 and 2018, respectively, and the weighted-average interest rates approximated 4.1% and 3.9% in 2019 and 2018, respectively. At February 1, 2020,of borrowings outstanding, the Company had $275.0 million borrowings outstanding and $10.9$11.2 million in letters of credit outstanding under the Credit Agreement. TotalAgreement, with total additional borrowing availability was $214.1of $136.0 million at February 1,January 30, 2021. Average daily borrowings during the year were $299.8 million and $352.4 million in 2020. and 2019, respectively, and the weighted-average interest rates approximated 3.4% and 4.1% for the respective periods.
$200 Million Senior Notes
On July 27,2015, the Company issued $200.0 million aggregate principal amount of 6.25% Senior Notes due on August 15, 2023 (the "Senior Notes"). The Senior Notes bear interest at 6.25%, which is payable on February 15 and August 15 of each year. The Senior Notes are guaranteed on a senior unsecured basis by each of the Company'sCompany’s subsidiaries that is a borrower or guarantor under the Credit Agreement. Interest on the Senior Notes is payable on February 15 and August 15 of each year. The Senior Notes will mature on August 15,2023. The Company may redeem all or a part of the Senior Notes at the redemption prices (expressed as a percentage of principal amount) set forth below plus accrued and unpaid interest, and Additional Interest (as defined in the Senior Notes indenture), if redeemed during the 12-month period beginning on August 15 of the years indicated below:
Year | | Percentage | |
2020 | | | 101.563 | % |
2021 and thereafter | | | 100.000 | % |
If the Company experiences specific kinds of changes of control, it would be required to offer to purchase the Senior Notes at a purchase price equal to 101% of the principal amount, plus accrued and unpaid interest and Additional Interest (as defined in the Senior Notes indenture), if any, to, but not including, the date of repurchase.
The Senior Notes also
contain certain other covenants and restrictions that limit certain activities including, among other things, levels of indebtedness, payments of dividends, the guarantee or pledge of assets, certain investments, common stock repurchases, mergers and acquisitions and sales of assets. As of February 1, 2020,January 30, 2021, the Company was in compliance with all covenants and restrictions relating to the Senior Notes.
13. LEASES
13. LEASES
The Company leases all of its retail locations, a manufacturing facility, and certain office locations, distribution centers and equipment. At contract inception, leases are evaluated and classified as either operating or finance leases. Leases with an initial term of 12 months or less are not recorded on the balance sheet. The Company's leases that are classified as operating leases have lease terms and renewal options as follows:
| | Lease Term (years)
| | Renewal Options
|
Retail stores
| | | 5 - 10 | | Approximately 42% have options of varying periods
|
Manufacturing facility
| | | 8 | | None
|
Office facilities and distribution centers
| | | 10 - 15 | | 5 - 20 years
|
Equipment
| | | 1 - 6 | | None
|
As further discussed in Note 1 toDuring the consolidated financial statements, during the first quarter of 2019, the Company adopted ASC Topic 842,Leases (“ASC 842”), using the modified retrospective transition method. Prior period financial information in the consolidated financial statements has not been adjusted and is presented in compliance with ASC 840. The Company elected the package of practical expedients and the expedient to account for lease and non-lease components as a single component for the entire population of operating lease assets. The Company did not elect the hindsight practical expedient to reevaluate the lease term of existing contracts.
Lease right-of-use assets and lease liabilities are recognizedare recognized based on the present value of the future minimum lease payments over the lease term. The majority of the Company'sCompany’s leases do not provide an implicit rate and therefore, the Company uses an incremental borrowing rate based on the information available at the commencement date to determine the present value of future payments. Lease expense for the minimum lease payments is recognized on a straight-line basis over the lease term. Variable lease payments are expensed as incurred.
The followingCompany regularly analyzes the results of all of its stores and assesses the viability of underperforming stores to determine whether events or circumstances exist that indicate the stores should be closed or whether the carrying amount of their long-lived assets may not be recoverable. After allowing for an appropriate start-up period, unusual nonrecurring events or favorable trends, property and equipment at stores and the lease right-of-use assets indicated as impaired are written down to fair value as calculated using a discounted cash flow method. The fair value of the lease right-of-use assets is determined utilizing projected cash flows for each store location, discounted using a summaryrisk-adjusted discount rate, subject to a market floor based on current market lease rates.The Company recorded asset impairment charges, primarily related to underperforming retail stores, of $56.3 million, $5.9 million and $3.7 million during 2020, 2019 and 2018, respectively. The impairment charges recorded in 2020, including $31.4 million associated with operating lease right-of-use assets and liabilities$24.9 million associated with property and equipment, primarily reflect the impact of the COVID-19 pandemic on the Company’s retail operations and estimates of remaining cash flows for each store, as well as the decision to close all but a few of the Company’s Naturalizer retail stores. Refer to Note 5 and Note 15 to the consolidated financial statements for further discussion on these impairment charges.
As a result of the temporary store closures during the first half of 2020 associated with the COVID-19 pandemic, the Company negotiated with landlords to modify payment terms for certain leases. Deferred payments for these leases are reflected in lease obligations on the consolidated balance sheet at Februarysheets. As further discussed in Note 1 2020:
($ thousands) | | February 1, 2020 | |
Lease Classification | | | | |
Lease right-of-use assets | | $ | 695,594 | |
Current lease obligations | | | (127,869 | ) |
Noncurrent lease obligations | | | (629,032 | ) |
Net balance sheet impact | | $ | (61,307 | ) |
to the consolidated financial statements, under relief provided by the FASB, entities may make a policy election to account for the lease concessions related to COVID-19 as if the enforceable rights existed under the original contract, accounting for them as variable rent rather than lease modifications. The Company has made a policy election to account for lease concessions related to COVID-19 as variable rent. Accordingly, in 2020 the Company recorded $5.4 million in lease concessions as a reduction of rent expense within selling and administrative expenses in the consolidated statements of earnings (loss). Rent deferrals for leases that were extended in connection with the rent concession will continue to be recognized consistent with the original lease agreement.
The weighted-average lease term and discount rate as of January 30, 2021 and February 1, 2020 were as follows:
| | February 1, 2020
| |
Weighted-average remaining lease term (in years)
| | | 7.2 | |
Weighted-average discount rate
| | | 4.3 | % |
| | | | | | |
| | January 30, 2021 | | | February 1, 2020 | |
Weighted-average remaining lease term (in years) | | 6.8 | | | 7.2 | |
Weighted-average discount rate | | 4.2 | % | | 4.3 | % |
During 2019,2020, the Company entered into new or amended leases that resulted in the recognition of right-of-use assets and lease obligations of $164.0$88.5 million on the consolidated balance sheets. As of February 1, 2020, January 30, 2021, the Company has entered into lease commitments for eight6 retail locations for which the leases have not yet commenced. The Company anticipates that the leases for seven5 of the new retail locations will begin in the next fiscal year and one1 will begin in fiscal year 2021.2022. Upon commencement, right-of-use assets and lease liabilities of approximately $9.6$4.5 million and $0.5 million will be recorded on the consolidated balance sheets.
sheets, in 2021 and 2022, respectively.
The components of lease expense for 2020 and 2019 were as follows:
| | | | | | | |
($ thousands) | | 2019 | | | 2020 | | 2019 |
Operating lease expense | | $ | 186,185 | | | $ | 167,624 | | $ | 186,185 |
Variable lease expense | | 45,455 | | | | 48,443 | | | 45,455 |
Short-term lease expense | | 3,339 | | | | 4,512 | | | 3,339 |
Sublease income | | (269 | ) | | | (96) | | | (269) |
Total lease expense | | $ | 234,710 | | |
Total lease expense (1) | | | $ | 220,483 | | $ | 234,710 |
| (1) | Net of lease concessions recognized of $5.4 million. |
The aggregate future annual lease obligations at February 1, 2020January 30, 2021 were as follows:
| | | | |
($ thousands) | | | | | | |
2020 | | $ | 156,877 | | |
2021 | | 151,257 | | | $ | 176,902 |
2022 | | 124,369 | | | | 137,151 |
2023 | | 104,582 | | | | 108,201 |
2024 | | 85,249 | | | | 86,114 |
2025 | | | | 66,566 |
Thereafter | | 270,434 | | | | 201,925 |
Total minimum operating lease payments (1) | | $ | 892,768 | | |
Total minimum operating lease payments | | | $ | 776,859 |
| Less imputed interest | | (135,867 | ) | | | (104,857) |
| Present value of lease obligations | | $ | 756,901 | | | $ | 672,002 |
(1) Minimum operating lease payments have not been reduced by minimum sublease rental income of $0.2 million due in the future under sublease agreements.
Supplemental cash flow information related to leases is as follows:
| | | | | | | |
($ thousands) | | 2019 | | | 2020 | | 2019 |
Cash paid for lease liabilities | | $ | 196,033 | | | $ | 145,552 | | $ | 196,033 |
Cash received from sublease income | | | 269 | | | | 96 | | | 269 |
As previously reported in the Company's Annual Report on Form 10-K for the year ended February 2, 2019, and in accordance with the guidance in ASC 840, a summary of rent expense for operating leases for 2018 and 2017 is as follows:
| | | | |
($ thousands) | | 2018 | | | 2017 | | | 2018 |
Minimum rent | | $ | 171,410 | | | $ | 171,980 | | | $ | 171,410 |
Contingent rent | | 671 | | | 513 | | | | 671 |
Sublease income | | | (428 | ) | | | (1,705 | ) | | | (428) |
Total | | $ | 171,653 | | | $ | 170,788 | | | $ | 171,653 |
Also as previously reported in the Company's Annual Report on Form 10-K for the year ended February 2, 2019, in accordance with the guidance in ASC 840, future minimum lease payments under noncancelable operating leases with an initial term of one year or more at February 2, 2019 were as follows:
($ thousands) | | | | |
2019 | | $ | 173,891 | |
2020 | | | 151,157 | |
2021 | | | 125,629 | |
2022 | | | 102,488 | |
2023 | | | 84,036 | |
Thereafter | | | 212,774 | |
Total minimum operating lease payments (1) | | $ | 849,975 | |
(1) Minimum operating lease payments have not been reduced by minimum sublease rental income of $0.5 million due in the future under sublease agreements.
14. RISK MANAGEMENT AND DERIVATIVES
General Risk Management
The Company maintains cash and cash equivalents and certain other financial instruments with various financial institutions. The financial institutions are located throughout the world and the Company’s policy is designed to limit exposure to any one institution or geographic region. The Company’s periodic evaluations of the relative credit standing of these financial institutions are considered in the Company’s investment strategy.
The Company’s Brand Portfolio segment sells to online retailers, national chains, online retailers, department stores, mass merchandisers and independent retailers and catalogs in the United States, Canada and approximately 6466 other countries. Receivables arising from these sales are not collateralized. However, a portion is covered by documentary letters of credit. Credit risk is affected by conditions or occurrences within the economy and the retail industry. The Company maintains an allowance for doubtful accountsexpected credit losses based upon factors surrounding the credit risk of specific customers and historical trends.
Derivatives
In the normal course of business, the Company’s financial results are impacted by currency rate movements in foreign-currency-denominated assets, liabilities and cash flows as it makes a portion of its purchases and sales in local currencies. The Company has established policies and business practices that are intended to mitigate a portion of the effect of these exposures. The Company uses derivative financial instruments, primarilyCompany’s hedging strategy permits the use of forward contracts as cash flow hedging instruments to manage its currency exposures. These derivative financial instruments are viewed as risk management tools and are not used for trading or speculative purposes. Derivatives entered into by the Company are designated as cash flow hedges of forecasted foreign currency transactions.
Derivative financial instruments expose the Company to credit and market risk. The market risk associated with these instruments resulting from currency exchange movements is expected to offset the market risk of the underlying transactions being hedged. The Company does not believe there is a significant risk of loss in the event of non-performance by the counterparties associated with these instruments because these transactions are executed with major international financial institutions and have varying maturities through May 2020.institutions. Credit risk is managed through the continuous monitoring of exposures to such counterparties.
The Company principally uses foreign currency forward contracts as cash flow hedges to offset a portion of the effects of exchange rate fluctuations. The Company’s cash flow exposures include anticipated foreign currency transactions, such as foreign currency denominated sales, costs, expenses and intercompany charges, as well as collections and payments.
The Company’s hedging strategy uses forward contracts as cash flow hedging instruments which are recorded in the Company’s consolidated balance sheets at fair value. The effective portion of gains and losses resulting from changes in the fair value of these hedge instruments are deferred in accumulated other comprehensive loss ("OCL") and reclassified to earnings in the period that the hedged transaction is recognized in earnings.
The Company had no forward contracts as of January 30, 2021. As of February 1, 2020,and February 2, 2019, the Company had forward contracts maturing at various dates through through May 2020 and January 2020, respectively.2020. The contract amounts in the following table represent the net notional amount of all purchase and sale contracts of a foreign currency.
(U.S. $ equivalent in thousands) | | February 1, 2020 | | February 2, 2019 | | |
| | | | | | | |
(U.S. $equivalent in thousands) | | | January 30, 2021 | | February 1, 2020 |
Financial Instruments | | | | | | | | | | | | |
U.S. dollars (purchased by the Company’s Canadian division with Canadian dollars) | | $ | 3,963 | | | $ | 15,196 | | | $ | 0 | | $ | 3,963 |
Euro | | | 1,251 | | | | 13,383 | | | | 0 | | | 1,251 |
Chinese yuan | | 2,355 | | | 4,507 | | | | 0 | | | 2,355 |
New Taiwanese dollars | | — | | | 461 | | |
Other currencies | | 69 | | | 382 | | | | 0 | | | 69 |
Total financial instruments | | $ | 7,638 | | | $ | 33,929 | | | $ | 0 | | $ | 7,638 |
The classification and fair values of derivative instruments designated as hedging instruments included within the consolidated balance sheets as of January 30, 2021 and February 1, 2020and February 2, 2019 are as follows:
($ in thousands) | Asset Derivatives | | Liability Derivatives | |
| | Balance Sheet Location | | Fair Value | | Balance Sheet Location | | Fair Value | |
Foreign exchange forwards contracts: | | | | | | | | | | |
February 1, 2020 | Prepaid expenses and other current assets | | $ | — | | Other accrued expenses | | $ | 103 | |
February 2, 2019 | Prepaid expenses and other current assets | | $ | 159 | | Other accrued expenses | | $ | 745 | |
| | | | | | | | |
| | Asset Derivatives | | Liability Derivatives |
($ thousands) | | Balance Sheet Location | | Fair Value | | Balance Sheet Location | | Fair Value |
Foreign Exchange Forward Contracts |
January 30, 2021 | | Prepaid expenses and other current assets | | 0 | | Other accrued expenses | | 0 |
February 1, 2020 | | Prepaid expenses and other current assets | | 0 | | Other accrued expenses | | 103 |
During 20192020 and 2018,2019, the effect of derivative instruments in cash flow hedging relationships on the consolidated statements of earnings (loss) was as follows:
| | | 2019 | | | 2018 | | |
| Foreign exchange forward contracts: Income Statement Classification Gains (Losses)- Realized | | Gain (Loss) Recognized in OCI on Derivatives | | Gain (Loss) Reclassified from Accumulated OCL into Earnings | | Loss Recognized in OCI on Derivatives | | Loss Reclassified from Accumulated OCL into Earnings | | |
| | | | | | | | | | | | | |
| | | 2020 | | 2019 |
| | | | | | Loss | | | | | Gain (Loss) |
| | | | | | Reclassified | | | | | Reclassified |
| | | Gain | | from | | Gain (Loss) | | from |
Foreign exchange forward contracts: | | | Recognized in | | Accumulated | | Recognized in | | Accumulated |
Income Statement Classification | | | OCI on | | OCL into | | OCL on | | OCL into |
Gains (Losses)- Realized | | | Derivatives | | Earnings | | Derivatives | | Earnings |
Net sales | | $ | 16 | | | $ | 9 | | | $ | (55 | ) | | $ | (6 | ) | | $ | 23 | | $ | 0 | | $ | 16 | | $ | 9 |
Cost of goods sold | | 439 | | | (38 | ) | | (1,004 | ) | | (58 | ) | | | 60 | | | 0 | | | 439 | | | (38) |
Selling and administrative expenses | | (68 | ) | | (227 | ) | | (822 | ) | | (90 | ) | | | 33 | | | (6) | | | (68) | | | (227) |
Interest expense | | — | | | — | | | — | | | — | | |
All of the gains and losses currently included within accumulated other comprehensive loss associated with the Company’s foreign exchange forward contracts are expected to be reclassified into net earnings within the next 12 months. Additional information related to the Company’s derivative financial instruments are disclosed within Note 1 and Note 15 to the consolidated financial statements.
15. FAIR VALUE MEASUREMENTS
Fair Value Hierarchy
Fair value measurement disclosure requirements specify a hierarchy of valuation techniques based upon whether the inputs to those valuation techniques reflect assumptions other market participants would use based upon market data obtained from independent sources (“observable inputs”) or reflect the Company’s own assumptions of market participant valuation (“unobservable inputs”). In accordance with the fair value guidance, the inputs to valuation techniques used to measure fair value are categorized into three levels based on the reliability of the inputs as follows:
| •
● | Level 1 – Quoted prices in active markets that are unadjusted and accessible at the measurement date for identical, unrestricted assets or liabilities; |
| •
● | Level 2 – Quoted prices for identical assets and liabilities in markets that are not active, quoted prices for similar assets and liabilities in active markets or financial instruments for which significant inputs are observable, either directly or indirectly; and |
| •
● | Level 3 – Prices or valuations that require inputs that are both significant to the fair value measurement and unobservable. |
In determining fair value, the Company uses valuation techniques that maximize the use of observable inputs and minimize the use of unobservable inputs to the extent possible. The Company also considers counterparty credit risk in its assessment of fair value. Classification of the financial or non-financial asset or liability within the hierarchy is determined based on the lowest level input that is significant to the fair value measurement.
Measurement of Fair Value
The Company measures fair value as an exit price, the price to sell an asset or transfer a liability in an orderly transaction between market participants at the measurement date, using the procedures described below for all financial and non-financial assets and liabilities measured at fair value.
Money Market Funds
The Company has cash equivalents primarily consisting of short-term money market funds backed by U.S. Treasury securities. The primary objective of these investing activities is to preserve the Company'sCompany’s capital for the purpose of funding operations and it does not enter into money market funds for trading or speculative purposes. The fair value is based on unadjusted quoted market prices for the funds in active markets with sufficient volume and frequency (Level 1)1).
Deferred Compensation Plan Assets and Liabilities
The Company maintains a non-qualified deferred compensation plan (the “Deferred Compensation Plan”) for the benefit of certain management employees. The investment funds offered to the participants generally correspond to the funds offered in the Company’s 401(k)401(k) plan, and the account balance fluctuates with the investment returns on those funds. The Deferred Compensation Plan permits the deferral of up to 50% of base salary and 100% of compensation received under the Company’s annual incentive plan. The deferrals are held in a separate trust, which has been established by the Company to administer the Deferred Compensation Plan. The assets of the trust are subject to the claims of the Company’s creditors in the event that the Company becomes insolvent. Consequently, the trust qualifies as a grantor trust for income tax purposes (i.e., a “Rabbi Trust”). The liabilities of the Deferred Compensation Plan are presented in other accrued expenses and the assets held by the trust are classified within prepaid expenses and other current assets in the accompanying consolidated balance sheets. Changes in deferred compensation plan assets and liabilities are charged to selling and administrative expenses. The fair value is based on unadjusted quoted market prices for the funds in active markets with sufficient volume and frequency (Level 1)1).
Deferred Compensation Plan for Non-Employee Directors
Non-employee directors are eligible to participate in a deferred compensation plan with deferred amounts valued as if invested in the Company’s common stock through the use of phantom stock units (“PSUs”). Under the plan, each participating director’s account is credited with the number of PSUs equal to the number of shares of the Company’s common stock that the participant could purchase or receive with the amount of the deferred compensation, based upon the average of the high and low prices of the Company’s common stock on the last trading day of the fiscal quarter when the cash compensation was earned. Dividend equivalents are paid on PSUs at the same rate as dividends on the Company’s common stock and are re-invested in additional PSUs at the next fiscal quarter-end. The liabilities of the plan are based on the fair value of the outstanding PSUs and are presented in other accrued expenses (current portion) or other liabilities in the accompanying consolidated balance sheets. Gains and losses resulting from changes in the fair value of the PSUs are presented in selling and administrative expenses in the Company’s consolidated statements of earnings (loss). The fair value of each PSU is based on an unadjusted quoted market price for the Company’s common stock in an active market with sufficient volume and frequency on each measurement date (Level 1)1).
Restricted Stock Units for Non-Employee Directors
Under the Company’s incentive compensation plans, cash-equivalent restricted stock units (“RSUs”) of the Company were previously granted at no cost to non-employee directors. These cash-equivalent RSUs are subject to a vesting requirement (usually one year), earn dividend-equivalent units and are settled in cash on the date the director terminates service or such earlier date as a director may elect, subject to restrictions, based on the then current fair value of the Company’s common stock. The fair value of each cash-equivalent RSU payable is based on an unadjusted quoted market price for the Company’s common stock in an active market with sufficient volume and frequency on each measurement date (Level 1)1). Additional information related to RSUs for non-employee directors is disclosed in Note 17 to the consolidated financial statements.
Derivative Financial Instruments
The Company usesmay use derivative financial instruments, primarily foreign exchange contracts, to reduce its exposure to market risks from changes in foreign exchange rates. These foreign exchange contracts are measured at fair value using quoted forward foreign exchange prices from counterparties corroborated by market-based pricing (Level 2)2). Additional
information related to the Company’s derivative financial instruments is disclosed in Note 1 and Note 14 to the consolidated financial statements.
Mandatory Purchase Obligation
The Company recorded a mandatory purchase obligation of the noncontrolling interest in conjunction with the acquisition of Blowfish Malibu in July 2018. 2018 as further discussed in Note 2 in the consolidated financials. The fair value of the mandatory purchase obligation is based on the earnings formula specified in the Purchase Agreement (Level 3)3). Accretion of theThe mandatory purchase obligation and any fair value adjustments are recorded as interest expense. The Company recorded accretion and fair value adjustments of $23.9 million during 2020 and $6.0 million during 2019. From the acquisition date of July 6, 2018 through February 2, 2019, an immaterial amount of accretion was recorded on the mandatory purchase obligation. The earnings projections and discount rate utilized in the initial estimate of the fair value of the mandatory purchase obligation required management judgment and are the assumptions to which the fair value calculation werewas the most sensitive. Refer to further discussion of the mandatory purchase obligation in Note 2 to the consolidated financial statements.
The following table presents the Company’s assets and liabilities that are measured at fair value on a recurring basis at January 30, 2021 and February 1, 2020 and February 2, 2019.2020. The Company did not have any transfers between Level 1, Level 2 or Level 3 during 2020, 2019 or 2018.2018.
| | | | | | Fair Value Measurements | | |
| | | | | | | | | | | | | |
| | | Fair Value Measurements |
($ thousands) | | Total | | Level 1 | | Level 2 | | Level 3 | | | Total | | Level 1 | | Level 2 | | Level 3 |
Asset (Liability) | | | | | | | | | | | | | | | | | | | | | | | | |
| | | |
As of February 1, 2020 | | | | | | | | | | | | | |
January 30, 2021: | | | | | | | | | | | | | |
Cash equivalents – money market funds | | | $ | 45,000 | | $ | 45,000 | | $ | 0 | | $ | 0 |
Non-qualified deferred compensation plan assets | | | | 7,918 | | | 7,918 | | | 0 | | | 0 |
Non-qualified deferred compensation plan liabilities | | | | (7,918) | | | (7,918) | | | 0 | | | 0 |
Deferred compensation plan liabilities for non-employee directors | | | | (989) | | | (989) | | | 0 | | | 0 |
Restricted stock units for non-employee directors | | | | (1,661) | | | (1,661) | | | 0 | | | 0 |
Mandatory purchase obligation - Blowfish Malibu | | | | (39,134) | | | 0 | | | 0 | | | (39,134) |
February 1, 2020: | | | | | | | | | | | | | |
Cash equivalents – money market funds | | $ | 18,001 | | | $ | 18,001 | | | $ | — | | | $ | — | | | $ | 18,001 | | $ | 18,001 | | $ | 0 | | $ | 0 |
Non-qualified deferred compensation plan assets | | 8,004 | | | 8,004 | | | — | | | — | | | | 8,004 | | | 8,004 | | | 0 | | | 0 |
Non-qualified deferred compensation plan liabilities | | (8,004 | ) | | (8,004 | ) | | — | | | — | | | | (8,004) | | | (8,004) | | | 0 | | | 0 |
Deferred compensation plan liabilities for non-employee directors | | (1,536 | ) | | (1,536 | ) | | — | | | — | | | | (1,536) | | | (1,536) | | | 0 | | | 0 |
Restricted stock units for non-employee directors | | (2,572 | ) | | (2,572 | ) | | — | | | — | | | | (2,572) | | | (2,572) | | | 0 | | | 0 |
Derivative financial instruments, net | | (103 | ) | | — | | | (103 | ) | | — | | | | (103) | | | 0 | | | (103) | | | 0 |
Mandatory purchase obligation - Blowfish Malibu | | (15,200 | ) | | — | | | — | | | (15,200 | ) | | | (15,200) | | | 0 | | | 0 | | | (15,200) |
| | | |
As of February 2, 2019 | | | | | | | | | | |
Cash equivalents – money market funds | | $ | 4,582 | | | $ | 4,582 | | | $ | — | | | $ | — | | |
Non-qualified deferred compensation plan assets | | 7,270 | | | 7,270 | | | — | | | — | | |
Non-qualified deferred compensation plan liabilities | | (7,270 | ) | | (7,270 | ) | | — | | | — | | |
Deferred compensation plan liabilities for non-employee directors | | (2,364 | ) | | (2,364 | ) | | — | | | — | | |
Restricted stock units for non-employee directors | | (4,419 | ) | | (4,419 | ) | | — | | | — | | |
Derivative financial instruments, net | | (586 | ) | | — | | | (586 | ) | | — | | |
| Mandatory purchase obligation - Blowfish Malibu | | (9,245 | ) | | — | | — | | (9,245 | ) | |
Impairment Charges
The Company assesses the impairment of long-lived assets whenever events or changes in circumstances indicate that the carrying value may not be recoverable. Factors the Company considers important that could trigger an impairment review include underperformance relative to expected historical or projected future operating results, a significant change in the manner of the use of the asset or a negative industry or economic trend. When the Company determines that the carrying value of long-lived assets may not be recoverable based upon the existence of one or more of the aforementioned factors, impairment is measured based on a projected discounted cash flow method. Certain factors, such as estimated store sales and expenses, used for this nonrecurring fair value measurement are considered Level 3 inputs as defined by FASB ASC 820, Fair Value Measurement. Long-lived assets held and used with a carrying amount of $615.7 million, $780.2 million and $99.0 million in 2020, 2019 and $112.5 million in 2019,2018, and 2017, respectively, were assessed for indicators of impairment and written down to their fair value. This assessment resulted in the following impairment charges presented in the table below, primarily for operating lease right-of-use assets, leasehold improvements, and furniture and fixtures in the Company'sCompany’s retail stores, whichstores. Higher impairment charges were includedrecorded in selling and administrative expenses for2020, reflecting adverse economic conditions, driven in part by the respective periods.COVID-19 pandemic. Adoption of ASC 842 in 2019 has resulted in higher impairment charges for underperforming retail stores as a direct result of including the right-of-use asset in the asset group that is evaluated for impairment.
($ thousands) | | 2019 | | | 2018 | | | 2017 | |
Long-Lived Asset Impairment Charges | | | | | | | | | | | | |
Famous Footwear | | $ | 1,980 | | | $ | 800 | | | $ | 677 | |
Brand Portfolio | | | 3,887 | | | | 2,865 | | | | 3,098 | |
Total long-lived asset impairment charges | | $ | 5,867 | | | $ | 3,665 | | | $ | 3,775 | |
($ thousands) | 2020 | | 2019 | | 2018 |
Long-Lived Asset Impairment Charges | | | | | | | | |
Famous Footwear | $ | 14,900 | | $ | 1,980 | | $ | 800 |
Brand Portfolio | | 41,443 | | | 3,887 | | | 2,865 |
Total long-lived asset impairment charges | $ | 56,343 | | $ | 5,867 | | $ | 3,665 |
The Company performed its annual impairment review of indefinite-lived intangible assets, which involves estimating the fair value using significant unobservable inputs (Level 3)3). As a result of its annual impairment testing, the Company recorded $46.2 million in impairment charges in 2020. The Company did notrecord any impairment charges in 2019 or 2017.2019. The Company recorded $60.0 million in impairment charges in 2018 related to the Allen Edmonds trademark,trade name, as further discussed in Note 11 to the consolidated financial statements.
During 2019,2020, the Company performed its annualan interim impairment test of goodwill, by completing anas further discussed in Note 11 to the consolidated financial statements. A quantitative assessment at thewas performed for all reporting unit level,units as of May 2, 2020, which involved estimating the fair value of itsthe reporting units using significant unobservable inputs (Level 3)3). The assessment indicated that the carrying value of the goodwill associated with the Brand Portfolio and Vionic reporting units was impaired, resulting in total goodwill impairment charges of $240.3 million. In addition to the interim assessment, the Company performed an impairment review of the remaining goodwill balance, which is associated with the Blowfish Malibu reporting unit, as of the first day of the fourth fiscal quarter. The review indicated no impairment. The quantitative assessments performed in 2019 and 2017 resulted no0 impairment charges. The quantitative and qualitative assessments performed in 2018 resulted in impairment charges of $38.0 million. Refer to Note 1 and Note 11 to the consolidated financial statements for additional information related to the goodwill impairment tests.
Fair Value of the Company’s Other Financial Instruments
The fair values of cash and cash equivalents (excluding money market funds discussed above), receivables and trade accounts payable approximate their carrying values due to the short-term nature of these instruments.
The carrying amounts and fair values of the Company’s other financial instruments subject to fair value disclosures are as follows:
| | | February 1, 2020 | | | February 2, 2019 | |
| | | | | | | | | | | | | | | | | |
($ thousands) | | Carrying Value (1) | | | Fair Value | | | Carrying Value (1) | | | Fair Value | |
Borrowings under revolving credit agreement | | $ | 275,000 | | | $ | 275,000 | | | $ | 335,000 | | | $ | 335,000 | |
Long-term debt | | | 200,000 | | | | 205,000 | | | | 200,000 | | | | 205,500 | |
Total debt | | $ | 475,000 | | | $ | 480,000 | | | $ | 535,000 | | | $ | 540,500 | |
(1)Excludes unamortized debt issuance costs and debt discount
| | | | | | | | | | | | |
| | January 30, 2021 | | February 1, 2020 |
| | Carrying | | | | | Carrying | | | |
($ thousands) | | Value (1) | | Fair Value | | Value (1) | | Fair Value |
Borrowings under revolving credit agreement | | $ | 250,000 | | $ | 250,000 | | $ | 275,000 | | $ | 275,000 |
Long-term debt | | | 200,000 | | | 201,000 | | | 200,000 | | | 205,000 |
Total debt | | $ | 450,000 | | $ | 451,000 | | $ | 475,000 | | $ | 480,000 |
| (1) | Excludes unamortized debt issuance costs and debt discount |
The fair value of the borrowings under revolving credit agreement approximates its carrying value due to its short-term nature (Level 1)1). The fair value of the Company'sCompany’s long-term debt was based upon quoted prices in an inactive market as of the end of the respective periods (Level 2)2).
16. SHAREHOLDERS' SHAREHOLDERS’ EQUITY
Stock Repurchase ProgramPrograms
On August 25,2011,December 14,2018 and September 2, 2019, the Board of Directors approved stock repurchase programs (“(“2011 Program”, "2018"2018 Program" and "2019"2019 Program", respectively) authorizing the repurchase of the Company’s outstanding common stock of up to 2.5 million shares ofin both the 2011 Program and 2018 Program and 5.0 million shares in the 2019 Program. The Company can use the repurchase programs to repurchase shares on the open market or in private transactions from time to time, depending on market conditions. The repurchase programs do not have an expiration date. Repurchases of common stock are limited under the Company’s debt agreements. In total, 2.5 million shares have been repurchased under the 2011 Program and there are 0 additional shares authorized to be
repurchased. During 2020, the Company repurchased the remaining 553,611 shares under the 2018 Program and 2,348,511 shares under the 2019 Program. There are 2,651,489 shares additional shares authorized to be repurchased. During 2019, the Company repurchased 1,704,240 shares under the 2018 Program and there are 553,611 shares remaining that are authorized to be repurchased as of February 1,2020. There have been no shares repurchased under the 2019 Program.
Program as of January 30, 2021.
Repurchases Related to Employee Share-based Awards
During 2020, 20192018 and 2017,2018, employees tendered 160,101, 100,728 145,357 and 141,713145,357 shares, respectively, related to certain share-based awards. These shares were tendered in satisfaction of the exercise price of stock options and/or to satisfy tax withholding amounts for non-qualified stock options, restricted stock and stock performance awards. Accordingly, these share repurchases are not considered a part of the Company’s publicly announced stock repurchase programs.
Accumulated Other Comprehensive Loss
The following table sets forth the changes in accumulated other comprehensive loss, net of tax, by component for 2020, 20192018 and 2017:2018:
($ thousands) | | Foreign Currency Translation | | | Pension and Other Postretirement Transactions (1) | | | Derivative Transactions (2) | | | Accumulated Other Comprehensive (Loss) Income | |
Balance January 28, 2017 | | $ | 192 | | | $ | (30,084 | ) | | $ | (542 | ) | | $ | (30,434 | ) |
Other comprehensive income before reclassifications | | | 1,043 | | | | 18,627 | | | | 1,337 | | | | 21,007 | |
Reclassifications: | | | | | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | — | | | | 225 | | | | (357 | ) | | | (132 | ) |
Tax (benefit) provision | | | — | | | | (58 | ) | | | 121 | | | | 63 | |
Net reclassifications | | | — | | | | 167 | | | | (236 | ) | | | (69 | ) |
Other comprehensive income | | | 1,043 | | | | 18,794 | | | | 1,101 | | | | 20,938 | |
Reclassification of stranded tax effects | | | — | | | | (5,882 | ) | | | 208 | | | | (5,674 | ) |
Balance February 3, 2018 | | $ | 1,235 | | | $ | (17,172 | ) | | $ | 767 | | | $ | (15,170 | ) |
Other comprehensive loss before reclassifications | | | (1,173 | ) | | | (15,927 | ) | | | (1,497 | ) | | | (18,597 | ) |
Reclassifications: | | | | | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | — | | | | 2,754 | | | | 154 | | | | 2,908 | |
Tax benefit | | | — | | | | (710 | ) | | | (32 | ) | | | (742 | ) |
Net reclassifications | | | — | | | | 2,044 | | | | 122 | | | | 2,166 | |
Other comprehensive income | | | (1,173 | ) | | | (13,883 | ) | | | (1,375 | ) | | | (16,431 | ) |
Balance February 2, 2019 | | $ | 62 | | | $ | (31,055 | ) | | $ | (608 | ) | | $ | (31,601 | ) |
Other comprehensive loss before reclassifications | | | (642 | ) | | | (3,523 | ) | | | 315 | | | | (3,850 | ) |
Reclassifications: | | | | | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | — | | | | 4,590 | | | | 256 | | | | 4,846 | |
Tax benefit | | | — | | | | (1,183 | ) | | | (55 | ) | | | (1,238 | ) |
Net reclassifications | | | — | | | | 3,407 | | | | 201 | | | | 3,608 | |
Other comprehensive loss | | | (642 | ) | | | (116 | ) | | | 516 | | | | (242 | ) |
Balance February 1, 2020 | | $ | (580 | ) | | $ | (31,171 | ) | | $ | (92 | ) | | $ | (31,843 | ) |
| | | | | | | | | | | | |
| | | | | Pension and | | | | | Accumulated |
| | Foreign | | Other | | | | | Other |
| | Currency | | Postretirement | | Derivative | | Comprehensive |
($ thousands) | | Translation | | Transactions (1) | | Transactions (2) | | (Loss) Income |
Balance January 28, 2018 | | $ | 1,235 | | $ | (17,172) | | $ | 767 | | $ | (15,170) |
Other comprehensive loss before reclassifications | | | (1,173) | | | (15,927) | | | (1,497) | | | (18,597) |
Reclassifications: | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | 0 | | | 2,754 | | | 154 | | | 2,908 |
Tax benefit | | | 0 | | | (710) | | | (32) | | | (742) |
Net reclassifications | | | 0 | | | 2,044 | | | 122 | | | 2,166 |
Other comprehensive loss | | | (1,173) | | | (13,883) | | | (1,375) | | | (16,431) |
Balance February 3, 2019 | | $ | 62 | | $ | (31,055) | | $ | (608) | | $ | (31,601) |
Other comprehensive (loss) income before reclassifications | | | (642) | | | (3,523) | | | 315 | | | (3,850) |
Reclassifications: | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | 0 | | | 4,590 | | | 256 | | | 4,846 |
Tax benefit | | | 0 | | | (1,183) | | | (55) | | | (1,238) |
Net reclassifications | | | 0 | | | 3,407 | | | 201 | | | 3,608 |
Other comprehensive (loss) income | | | (642) | | | (116) | | | 516 | | | (242) |
Balance February 1, 2020 | | $ | (580) | | | (31,171) | | | (92) | | $ | (31,843) |
Other comprehensive income before reclassifications | | | 469 | | | 20,351 | | | 87 | | | 20,907 |
Reclassifications: | | | | | | | | | | | | |
Amounts reclassified from accumulated other comprehensive loss | | | 0 | | | 2,418 | | | 6 | | | 2,424 |
Tax benefit | | | 0 | | | (623) | | | (1) | | | (624) |
Net reclassifications | | | 0 | | | 1,795 | | | 5 | | | 1,800 |
Other comprehensive income | | | 469 | | | 22,146 | | | 92 | | | 22,707 |
Balance January 30, 2021 | | $ | (111) | | $ | (9,025) | | $ | 0 | | $ | (9,136) |
(1)(1)
| Amounts reclassified are included in other income, net. Refer to Note 6 to the consolidated financial statements for additional information related to pension and other postretirement benefits. |
(2) (2)
| Amounts reclassified are included in net sales, costs of goods sold and selling and administrative expenses. Refer to Note 14 and Note 15 to the consolidated financial statements for additional information related to derivative financial instruments. |
17. SHARE-BASED COMPENSATION
The Company has share-based incentive compensation plans under which certain officers, employees and members of the Board of Directors are participants and may be granted restricted stock, stock performance awards, restricted stock units and stock options.
ASC 718, Compensation – Stock Compensation, and ASC 505, Equity, require companies to recognize compensation expense in an amount equal to the fair value of all share-based payments granted to employees over the requisite service period for each award. In certain limited circumstances, the Company’s incentive compensation plan provides for accelerated vesting of the awards, such as in the event of a change in control, qualified retirement, death or disability. The Company has a policy of issuing treasury shares in satisfaction of share-based awards.
Share-based compensation expense of $8.1 million, $10.2 million $13.8 million and $11.3$13.8 million was recognized in 2020, 20192018 and 2017,2018, respectively, as a component of selling and administrative expenses. The following table details the share-based compensation expense by plan for 2020, 20192018 and 2017:2018:
| | | | | | | | | | |
($ thousands) | | 2019 | | 2018 | | 2017 | | | 2020 | | 2019 | | 2018 |
Expense for share-based compensation plans, net of forfeitures: | | | | | | | | | | | | | | | | |
Restricted stock | | $ | 9,597 | | | $ | 10,925 | | | $ | 7,657 | | | $ | 6,840 | | $ | 9,597 | | $ | 10,925 |
Stock performance awards | | (502 | ) | | 1,741 | | | 3,508 | | | | 147 | | | (502) | | | 1,741 |
Restricted stock units | | 1,129 | | | 1,091 | | | 66 | | | | 1,109 | | | 1,129 | | | 1,091 |
Stock options | | 22 | | | 48 | | | 67 | | | | 1 | | | 22 | | | 48 |
Total share-based compensation expense | | $ | 10,246 | | | $ | 13,805 | | | $ | 11,298 | | | $ | 8,097 | | $ | 10,246 | | $ | 13,805 |
The Company issued 471,569, 214,435 350,522 and 293,470350,522 shares of common stock in 2020, 20192018 and 2017,2018, respectively, for restricted stock grants, stock performance awards issued to employees, stock options exercised and common and restricted stock grants issued to non-employee directors, net of forfeitures and shares withheld to satisfy the tax withholding requirement.
The Company recognized an excess tax provision of $1.1 million and $0.1 million in 2020 and 2019, respectively, related to restricted stock vestings and dividends, performance share award vestings and stock options exercised. Excess tax benefits of $0.3 million and $1.3 million were recognized in 2018 and 2017, respectively.2018. The excess tax provision or benefit for the respective periods were recorded in income tax benefit (provision) benefit.
.
Restricted Stock
Under the Company’s incentive compensation plans, restricted stock of the Company may be granted at no cost to certain officers, key employees and directors. Plan participants are entitled to cash dividends and voting rights for their respective shares. The restricted stock awards limit the sale or transfer of these shares during the requisite service period. Expense for restricted stock grants is recognized on a straight-line basis separately for each vesting portion of the stock award based upon fair value of the award on the date of grant. The fair value of the restricted stock grants is the quoted market price for the Company’s common stock on the date of grant.
The following table summarizes restricted stock activity for 2020, 20192018 and 2017:2018:
| | | Number of Nonvested Restricted Shares | | Weighted-Average Grant Date Fair Value | | |
Nonvested at January 28, 2017 | | 1,128,049 | | | | 25.85 | | |
Granted | | 392,812 | | | 27.07 | | |
Vested | | (267,585 | ) | | 17.55 | | |
Forfeited | | (78,475 | ) | | 29.26 | | |
| | | | | | |
| | | Number of | | | |
| | | Nonvested | | Weighted- |
| | | Restricted | | Average Grant |
| | | Shares | | Date Fair Value |
Nonvested at February 3, 2018 | | 1,174,801 | | | 27.92 | | | 1,174,801 | | | 27.92 |
Granted | | 427,083 | | | 31.88 | | | 427,083 | | | 31.88 |
Vested | | (291,061 | ) | | 28.18 | | | (291,061) | | | 28.18 |
Forfeited | | (61,600 | ) | | 28.77 | | | (61,600) | | | 28.77 |
Nonvested at February 2, 2019 | | 1,249,223 | | | 29.17 | | | 1,249,223 | | | 29.17 |
Granted | | 463,234 | | | 22.93 | | | 463,234 | | | 22.93 |
Vested | | (222,562 | ) | | 30.26 | | | (222,562) | | | 30.26 |
Forfeited | | (218,100 | ) | | 28.83 | | | (218,100) | | | 28.83 |
Nonvested at February 1, 2020 | | 1,271,795 | | | $ | 26.77 | | | 1,271,795 | | | 26.77 |
Granted | | | 707,931 | | | 6.99 |
Vested | | | (430,837) | | | 28.27 |
Forfeited | | | (151,662) | | | 22.19 |
Nonvested at January 30, 2021 | | | 1,397,227 | | $ | 16.74 |
Of the 707,931 restricted shares granted during 2020, 12,748 shares have a cliff-vesting term of one year and 695,183 shares have a graded-vesting term of three years, with 50% vesting after two years and 50% after three years. Of the 463,234 restricted shares granted during 2019, 12,914 shares havehad a cliff-vesting term of one year and 450,320 shares have a graded-vesting term of three years, with 50% vesting after two years and 50% after three years. Of the 427,083 restricted shares granted during 2018, 3,642 shares havehad a cliff-vesting term of one year, 413,941 shares have a graded-vesting term of three years, with 50% vesting after two years and 50% after three years, and 9,500 shares have a cliff-vesting term of four years. Of the 392,812 restricted shares granted during 2017, 4,492 shares have a cliff-vesting term of one year, 12,000 shares have a graded-vesting term of four years and 376,320 shares have a cliff-vesting term of four years.
The total grant date fair value of restricted stock awards vested during the years ended January 30, 2021, February 1, 2020, and February 2, 2019, and February 3, 2018, was $4.4 million, $6.7 million $8.2 million and $4.7$8.2 million, respectively. As of February 1, 2020,January 30, 2021, the total remaining unrecognized compensation cost related to nonvested restricted stock grants was $11.1$5.9 million, which will be amortized over the weighted-average remaining requisite service period of 1.41.5 years.
Performance Share Awards
Under the Company’s incentive compensation plans, common stock or cash may be awarded at the end of the performance period at no cost to certain officers and key employees if certain financial goals are met. Under the plan, employees are granted performance share awards at a target number of shares or units, which generally vest over a three-yearthree-year service period. Vesting of the performance share award granted in 2020 is dependent upon the attainment of certain financial goals during the second half of 2020. At the end of the vesting period, the employee will have earned an amount of shares between 0% and 200% of the targeted award, depending on the achievementattainment of specifiedcertain financial goals forduring the service period. If the awards are granted in units, the employee will be given an amount of cash ranging from 0% to 200% of the equivalent market value of the targeted award. Expense for performance share awards is recognized based upon the fair value of the awards on the date of grant and the anticipated number of shares or cash to be awarded on a straight-line basis for each vesting portion of the share award.
The following table summarizes performance share award activity for 2020, 20192018 and 2017:2018:
| | | Number of Nonvested Performance Share Awards at Target Level | | Number of Nonvested Performance Share Awards at Maximum Level | | Weighted-Average Grant Date Fair Value | | |
Nonvested at January 28, 2017 | | 402,499 | | | 804,998 | | | | 28.36 | | |
Granted | | 169,500 | | | 339,000 | | | 26.90 | | |
Vested | | (160,372 | ) | | (320,744 | ) | | 29.16 | | |
Forfeited | | (12,000 | ) | | (24,000 | ) | | 27.46 | | |
| | | | | | | | |
| | | Number of Nonvested | | Number of Nonvested | | | |
| | | Performance Share | | Performance Share | | | |
| | | Awards at Target | | Awards at Maximum | | Weighted-Average |
| | | Level | | Level | | Grant Date Fair Value |
Nonvested at February 3, 2018 | | 399,627 | | | 799,254 | | | 27.45 | | | 399,627 | | 799,254 | | | 27.45 |
Granted | | 155,000 | | | 310,000 | | | 31.84 | | | 155,000 | | 310,000 | | | 31.84 |
Vested | | (80,627 | ) | | (161,254 | ) | | 30.12 | | | (80,627) | | (161,254) | | | 30.12 |
Forfeited | | (16,167 | ) | | (32,334 | ) | | 26.83 | | | (16,167) | | (32,334) | | | 26.83 |
Nonvested at February 2, 2019 | | 457,833 | | | 915,666 | | | 28.49 | | | 457,833 | | 915,666 | | | 28.49 |
Granted | | 180,000 | | | 360,000 | | | 23.42 | | | 180,000 | | 360,000 | | | 23.42 |
Vested | | (149,833 | ) | | (299,666 | ) | | 26.64 | | | (149,833) | | (299,666) | | | 26.64 |
Forfeited | | (12,000 | ) | | (24,000 | ) | | 28.33 | | | (12,000) | | (24,000) | | | 28.33 |
Nonvested at February 1, 2020 | | 476,000 | | | 952,000 | | | $ | 27.16 | | | 476,000 | | 952,000 | | | 27.16 |
Granted | | | 87,750 | | 175,500 | | | 7.47 |
Vested | | | (153,000) | | (306,000) | | | 26.90 |
Forfeited | | | (25,000) | | (50,000) | | | 18.64 |
Nonvested at January 30, 2021 | | | 385,750 | | 771,500 | | $ | 23.33 |
As of February 1, 2020, there is an immaterial amount ofJanuary 30, 2021, the remaining unrecognized compensation cost related to nonvested performance share awards.
awards was $1.0 million, which will be recognized over the remaining service period of two years.
Stock Options
Stock options are granted to employees at exercise prices equal to the quoted market price of the Company’s stock at the date of grant. Stock options generally vest over four years and have a term of 10 years. Compensation cost for all stock options is recognized over the requisite service period for each award. NoNaN dividends are paid on unexercised options. Expense for stock options is recognized on a straight-line basis separately for each vesting portion of the stock option award. The Company granted no0 stock options during 2020, 20192018 and 2017.
2018.
The following table summarizes stock option activity for 2019:2020:
| | | Number of Options | | Weighted-Average Exercise Price | | |
Outstanding at February 2, 2019 | | 42,667 | | | $ | 18.01 | | |
Exercised | | (5,000 | ) | | 9.63 | | |
| | | | | | |
| | | | | Weighted- |
| | | Number of | | Average |
| | | Options | | Exercise Price |
Outstanding at February 1, 2020 | | | 35,667 | | $ | 19.70 |
Forfeited | | — | | | — | | | (9,000) | | | 9.89 |
Canceled or expired | | (2,000 | ) | | 8.85 | | | (2,000) | | | 13.99 |
Outstanding at February 1, 2020 | | 35,667 | | | $ | 19.70 | | |
Exercisable at February 1, 2020 | | 27,333 | | | $ | 16.81 | | |
Outstanding at January 30, 2021 | | | 24,667 | | $ | 23.74 |
Exercisable at January 30, 2021 | | | 24,667 | | $ | 23.74 |
As of February 1, 2020,January 30, 2021, there are 8,334 of0 nonvested options with a weighted-average grant date fair value of $12.81 per share.options.
Restricted Stock Units for Non-Employee Directors
Equity-based grants may be made to non-employee directors in the form of restricted stock units (“RSUs”) payable in cash or common stock at no cost to the non-employee director. The RSUs are subject to a vesting requirement (usually one year), earn dividend equivalent units and are payable in cash or common stock on the date the director terminates service or such earlier date as a director may elect, subject to restrictions, based on the then current fair value of the Company’s common stock. Dividend equivalents are paid on outstanding RSUs at the same rate as dividends on the Company’s common stock, are automatically re-invested in additional RSUs and vest immediately as of the payment date for the dividend. Expense related to the initial grant of RSUs is recognized ratably over the vesting period based upon the fair value of the RSUs. The RSUs payable in cash are remeasured at the end of each period. Expense for the dividend equivalents is recognized at fair value immediately. Gains and losses resulting from changes in the fair value of the RSUs
payable in cash subsequent to the vesting period and through the settlement date are reportedrecognized in the Company’s consolidated statements of earnings (loss). During the fourth quarter of 2017, the Company converted 210,302 of its director RSUs payable in cash with a value of $6.3 million to RSUs payable in common stock. Refer to Note 6 and Note 15 to the consolidated financial statements for information regarding the deferred compensation plan for non-employee directors.
The following table summarizes restricted stock unit activity for the year ended February 1, 2020:January 30, 2021:
| | | Outstanding | | | Accrued (1) | | | Nonvested RSUs | |
| | | Number of Vested RSUs | | | Number of Nonvested RSUs | | | Total Number of RSUs (2) | | | Total Number of RSUs | | | Weighted-Average Grant Date Fair Value | |
February 2, 2019 | | | 381,479 | | | | 38,578 | | | | 420,057 | | | | 407,198 | | | $ | 28.70 | |
Granted (3) | | | 4,686 | | | | 71,815 | | | | 76,501 | | | | 52,825 | | | | 19.39 | |
Vested | | | 33,566 | | | | (33,566 | ) | | | — | | | | 10,926 | | | | 34.05 | |
Settled | | | (4,574 | ) | | | — | | | | (4,574 | ) | | | (4,574 | ) | | | 19.02 | |
February 1, 2020 | | | 415,157 | | | | 76,827 | | | | 491,984 | | | | 466,375 | | | $ | 17.66 | |
| | | | | | | | | | | |
| | | | | | | | | | Nonvested |
| | Outstanding | | Accrued (3) | | RSUs |
| | | | | | | | | | Weighted- |
| | Number of | | Number of | | Total | | Total | | Average |
| | Vested | | Nonvested | | Number of | | Number of | | Grant Date |
| | RSUs | | RSUs | | RSUs (2) | | RSUs | | Fair Value |
February 1, 2020 | | 415,157 | | 76,827 | | 491,984 | | 466,375 | | $ | 17.66 |
Granted (1) | | 14,983 | | 105,421 | | 120,404 | | 86,408 | | | 10.50 |
Vested | | 74,464 | | (74,464) | | — | | 23,676 | | | 18.83 |
Settled | | (88,370) | | — | | (88,370) | | (88,370) | | | 9.52 |
January 30, 2021 | | 416,234 | | 107,784 | | 524,018 | | 488,089 | | $ | 9.85 |
(1)
(1) | Granted RSUs include 18,420 RSUs resulting from dividend equivalents paid on outstanding RSUs, of which 14,983 related to outstanding vested RSUs and 3,437 to outstanding nonvested RSUs. |
| (2) | Total number of RSUs as of January 30, 2021 includes 388,752 RSUs payable in shares and 135,266 RSUs payable in cash. |
| (3) | Accrued RSUs include all fully vested awards and a pro-rata portion of nonvested awards based on the elapsed portion of the vesting period. |
(2)
| Total number of RSUs as of February 1, 2020 includes 272,836 RSUs payable in shares and 219,148 RSUs payable in cash.
|
(3)
| Granted RSUs include 5,474 RSUs resulting from dividend equivalents paid on outstanding RSUs, of which 4,686 related to outstanding vested RSUs and 788 to outstanding nonvested RSUs.
|
The following table summarizes RSUs granted, vested and settled during 2020, 20192018 and 2017:2018:
($ thousands, except per unit amounts) | | 2019 | | | 2018 | | | 2017 | |
Weighted-average grant date fair value of RSUs granted (1) | | $ | 19.59 | | | $ | 34.23 | | | $ | 27.93 | |
Fair value of RSUs vested | | $ | 589 | | | $ | 1,340 | | | $ | 1,349 | |
RSUs settled | | | 4,574 | | | | 5,914 | | | | 10,356 | |
| | | | | | | | | |
($ thousands, except per unit amounts) | | 2020 | | 2019 | | 2018 |
Weighted-average grant date fair value of RSUs granted (1) | | $ | 10.12 | | $ | 19.59 | | $ | 34.23 |
Fair value of RSUs vested | | $ | 1,125 | | $ | 589 | | $ | 1,340 |
RSUs settled | | | 88,370 | | | 4,574 | | | 5,914 |
(1)(1) | Includes dividend equivalents granted on outstanding RSUs, which vest immediately. |
The following table details the RSU compensation expense and the related income tax benefitprovision (benefit) for 2020, 20192018 and 2017:2018:
| | | | | | | | | | |
($ thousands) | | 2019 | | 2018 | | 2017 | | | 2020 | | 2019 | | 2018 |
Compensation (income) expense | | $ | (1,756 | ) | | $ | 287 | | | $ | 1,645 | | | $ | (613) | | $ | (1,756) | | $ | 287 |
Income tax provision (benefit) | | 452 | | | (74 | ) | | (620 | ) | | | 158 | | | 452 | | | (74) |
Compensation (income) expense, net of income tax provision (benefit) | | $ | (1,304 | ) | | $ | 213 | | | $ | 1,025 | | |
Compensation (income) expense, net of tax | | | $ | (455) | | $ | (1,304) | | $ | 213 |
The aggregate fair value of RSUs outstanding and currently vested at February 1, 2020January 30, 2021 is $8.6$7.9 million and $7.3$6.3 million, respectively. The liabilities associated with the accrued RSUs totaled $2.6$1.7 million and $4.4$2.6 million as of January 30, 2021 and February 1, 2020, and February 2, 2019, respectively.
18. COMMITMENTS AND CONTINGENCIES
Environmental Remediation
Prior operations included numerous manufacturing and other facilities for which the Company may have responsibility under various environmental laws for the remediation of conditions that may be identified in the future. The Company is involved in environmental remediation and ongoing compliance activities at several sites and has been notified that it is or may be a potentially responsible party at several other sites.
Redfield
The Company is remediating, under the oversight of Colorado authorities, the groundwater and indoor air at its owned facility in Colorado (the “Redfield site” or, when referring to remediation activities at or under the facility, the “on-site remediation”) and residential neighborhoods adjacent to and near the property (the “off-site remediation”) that have been affected by solvents previously used at the facility. The on-site remediation calls for the operation of a pump and treat system (which prevents migration of contaminated groundwater off the property) as the final remedy for the site, subject to monitoring and periodic review of the on-site conditions and other remedial technologies that may be developed in the future. In 2016, the Company submitted a revised plan to address on-site conditions, including direct treatment of source areas, and received approval from the oversight authorities to begin implementing the revised plan.
As the treatment of the on-site source areas progresses, the Company expects to convert the pump and treat system to a passive treatment barrier system. Off-site groundwater concentrations have been reducing over time since installation of the pump and treat system in 2000 and injection of clean water beginning in 2003. However, localized areas of contaminated bedrock just beyond the property line continue to impact off-site groundwater. The modified workplan for addressing this condition includes converting the off-site bioremediation system into a monitoring well network and employing different remediation methods in these recalcitrant areas. In accordance with the workplan, a pilot test was conducted of certain groundwater remediation methods and the results of that test were used to develop more detailed plans for remedial activities in the off-site areas, which were approved by the authorities and are being implemented in a phased manner. The results of groundwater monitoring are being used to evaluate the effectiveness of these activities. The Company continues to implement the expanded remedy workplan that was approved by the oversight authorities in 2015. Based on the progress of the direct remedial action of on-site conditions, the Company has submitted a request to the oversight authorities for permission to convert the perimeter pump and treat active remediation system to a passive one. During the fourth quarter of 2019, a final response was received from the oversight authorities, which will allowis allowing the Company to move forward with implementation of the revised plan.
The cumulative expenditures for both on-site and off-site remediation through February 1, 2020January 30, 2021 were $31.2$31.8 million. The Company has recovered a portion of these expenditures from insurers and other third parties. The reserve for the anticipated future remediation activities at February 1, 2020January 30, 2021 is $9.6$9.8 million, of which $8.8 million is recorded within other liabilities and $0.8$1.0 million is recorded within other accrued expenses. Of the total $9.6$9.8 million reserve, $5.0 million is for off-site remediation and $4.6$4.8 million is for on-site remediation. The liability for the on-site remediation was discounted at 4.8%. On an undiscounted basis, the on-site remediation liability would be $13.8$13.5 million as of February 1, 2020January 30, 2021. The Company expects to spend approximately $0.5$0.4 million in the next year$0.1 , $0.1 million in each of the following four years and $12.9$12.7 million in the aggregate thereafter related to the on-site remediation.
Other
Various federal and state authorities have identified the Company as a potentially responsible party for remediation at certain other sites. However, the Company does not currently believe that its liability for such sites, if any, would be material.
The Company continues to evaluate its estimated costs in conjunction with its environmental consultants and records its best estimate of such liabilities. However, future actions and the associated costs are subject to oversight and approval of various governmental authorities. Accordingly, the ultimate costs may vary, and it is possible costs may exceed the recorded amounts.
Litigation
The Company is involved in legal proceedings and litigation arising in the ordinary course of business. In the opinion of management, the outcome of such ordinary course of business proceedings and litigation currently pending is not expected to have a material adverse effect on the Company’s results of operations or financial position. Legal costs associated with litigation are generally expensed as incurred.
19. FINANCIAL INFORMATION FOR THE COMPANY AND ITS SUBSIDIARIES
The Company's Senior Notes are fully and unconditionally and jointly and severally guaranteed by all of its existing and future subsidiaries that are guarantors under the Credit Agreement, as further discussed in Note 12 to the consolidated financial statements. The following table presents the condensed consolidating financial information for each of Caleres, Inc. (“Parent”), the Guarantors, and subsidiaries of the Parent that are not Guarantors (the “Non-Guarantors”), together with consolidating eliminations, as of and for the periods indicated. Guarantors are 100% owned by the Parent. On December 13,2016, Allen Edmonds was joined to the Credit Agreement as a guarantor and on October 31,2018, Vionic was joined to the Credit Agreement as a guarantor. After giving effect to the joinders, the Company is the lead borrower, and Sidney Rich Associates, Inc., BG Retail, LLC, Allen Edmonds and Vionic are each co-borrowers and guarantors under the Credit Agreement.
The condensed consolidating financial statements have been prepared using the equity method of accounting in accordance with the requirements for presentation of such information. Management believes that the information, presented in lieu of complete financial statements for each of the Guarantors, provides meaningful information to allow investors to determine the nature of the assets held by, and operations and cash flows of, each of the consolidated groups.
CONDENSED CONSOLIDATING BALANCE SHEET
|
AS OF February 1, 2020
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Assets | | | | | | | | | | | | | | | | | | | | |
Current assets: | | | | | | | | | | | | | | | | | | | | |
Cash and cash equivalents | | $ | 19,219 | | | $ | 3,878 | | | $ | 22,121 | | | $ | — | | | $ | 45,218 | |
Receivables, net | | | 100,997 | | | | 32,168 | | | | 29,016 | | | | — | | | | 162,181 | |
Inventories, net | | | 142,370 | | | | 435,794 | | | | 40,242 | | | | — | | | | 618,406 | |
Prepaid expenses and other current assets | | | 35,576 | | | | 13,603 | | | | 7,315 | | | | — | | | | 56,494 | |
Intercompany receivable - current | | | 260 | | | | 30 | | | | 9,072 | | | | (9,362 | ) | | | — | |
Total current assets | | | 298,422 | | | | 485,473 | | | | 107,766 | | | | (9,362 | ) | | | 882,299 | |
Property and equipment, net | | | 76,587 | | | | 138,461 | | | | 9,798 | | | | — | | | | 224,846 | |
Goodwill and intangible assets, net | | | 106,660 | | | | 326,565 | | | | 106,354 | | | | — | | | | 539,579 | |
Other assets | | | 77,444 | | | | 10,953 | | | | 992 | | | | — | | | | 89,389 | |
| Lease right-of-use assets | | | 137,374 | | | | 528,393 | | | | 29,827 | | | | — | | | | 695,594 | |
Investment in subsidiaries | | | 1,572,577 | | | | — | | | | (26,123 | ) | | | (1,546,454 | ) | | | — | |
Intercompany receivable - noncurrent | | | 606,648 | | | | 663,640 | | | | 809,060 | | | | (2,079,348 | ) | | | — | |
Total assets | | $ | 2,875,712 | | | $ | 2,153,485 | | | $ | 1,037,674 | | | $ | (3,635,164 | ) | | $ | 2,431,707 | |
| | | | | | | | | | | | | | | | | | | | | |
Liabilities and Equity | | | | | | | | | | | | | | | | | | | | |
Current liabilities: | | | | | | | | | | | | | | | | | | | | |
Borrowings under revolving credit agreement | | $ | 275,000 | | | $ | — | | | $ | — | | | $ | — | | | $ | 275,000 | |
Trade accounts payable | | | 113,484 | | | | 112,108 | | | | 41,426 | | | | — | | | | 267,018 | |
| Lease obligations | | | 4,679 | | | | 116,738 | | | | 6,452 | | | | — | | | | 127,869 | |
Other accrued expenses | | | 86,661 | | | | 73,122 | | | | 21,280 | | | | — | | | | 181,063 | |
Intercompany payable - current | | | 5,349 | | | | — | | | | 4,013 | | | | (9,362 | ) | | | — | |
Total current liabilities | | | 485,173 | | | | 301,968 | | | | 73,171 | | | | (9,362 | ) | | | 850,950 | |
Other liabilities: | | | | | | | | | | | | | | | | | | | | |
| Noncurrent lease obligations | | | 145,845 | | | | 454,343 | | | | 28,844 | | | | — | | | | 629,032 | |
Long-term debt | | | 198,391 | | | | — | | | | — | | | | — | | | | 198,391 | |
Other liabilities | | | 101,386 | | | | 1,878 | | | | 940 | | | | — | | | | 104,204 | |
Intercompany payable - noncurrent | | | 1,298,967 | | | | 115,005 | | | | 665,376 | | | | (2,079,348 | ) | | | — | |
Total other liabilities | | | 1,744,589 | | | | 571,226 | | | | 695,160 | | | | (2,079,348 | ) | | | 931,627 | |
Equity: | | | | | | | | | | | | | | | | | | | | |
Caleres, Inc. shareholders’ equity | | | 645,950 | | | | 1,280,291 | | | | 266,163 | | | | (1,546,454 | ) | | | 645,950 | |
Noncontrolling interests | | | — | | | | — | | | | 3,180 | | | | — | | | | 3,180 | |
Total equity | | | 645,950 | | | | 1,280,291 | | | | 269,343 | | | | (1,546,454 | ) | | | 649,130 | |
Total liabilities and equity | | $ | 2,875,712 | | | $ | 2,153,485 | | | $ | 1,037,674 | | | $ | (3,635,164 | ) | | $ | 2,431,707 | |
CONDENSED CONSOLIDATING STATEMENT OF EARNINGS
|
FOR THE FISCAL YEAR ENDED February 1, 2020
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net sales | | $ | 823,620 | | | $ | 2,072,226 | | | $ | 264,815 | | | $ | (239,099 | ) | | $ | 2,921,562 | |
Cost of goods sold | | | 570,273 | | | | 1,226,445 | | | | 141,226 | | | | (200,742 | ) | | | 1,737,202 | |
Gross profit | | | 253,347 | | | | 845,781 | | | | 123,589 | | | | (38,357 | ) | | | 1,184,360 | |
Selling and administrative expenses | | | 239,973 | | | | 794,046 | | | | 70,098 | | | | (38,357 | ) | | | 1,065,760 | |
Restructuring and other special charges, net | | | 11,270 | | | | 3,517 | | | | — | | | | — | | | | 14,787 | |
Operating earnings | | | 2,104 | | | | 48,218 | | | | 53,491 | | | | — | | | | 103,813 | |
Interest (expense) income | | | (33,126 | ) | | | (104 | ) | | | 107 | | | | — | | | | (33,123 | ) |
Other income (expense) | | | 7,934 | | | | — | | | | (31 | ) | | | — | | | | 7,903 | |
Intercompany interest income (expense) | | | 10,799 | | | | (10,891 | ) | | | 92 | | | | — | | | | — | |
(Loss) earnings before income taxes | | | (12,289 | ) | | | 37,223 | | | | 53,659 | | | | — | | | | 78,593 | |
Income tax benefit (provision) | | | 1,029 | | | | (9,476 | ) | | | (8,064 | ) | | | — | | | | (16,511 | ) |
Equity in earnings (loss) of subsidiaries, net of tax | | | 74,079 | | | | — | | | | (1,283 | ) | | | (72,796 | ) | | | — | |
Net earnings | | | 62,819 | | | | 27,747 | | | | 44,312 | | | | (72,796 | ) | | | 62,082 | |
Less: Net loss attributable to noncontrolling interests | | | — | | | | — | | | | (737 | ) | | | — | | | | (737 | ) |
Net earnings attributable to Caleres, Inc. | | $ | 62,819 | | | $ | 27,747 | | | $ | 45,049 | | | $ | (72,796 | ) | | $ | 62,819 | |
CONDENSED CONSOLIDATING STATEMENT OF COMPREHENSIVE INCOME
|
FOR THE FISCAL YEAR ENDED February 1, 2020
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net earnings | | $ | 62,819 | | | $ | 27,747 | | | $ | 44,312 | | | $ | (72,796 | ) | | $ | 62,082 | |
Other comprehensive (loss) income, net of tax: | | | | | | | | | | | | | | | | | | | | |
Foreign currency translation adjustment | | | — | | | | — | | | | (607 | ) | | | — | | | | (607 | ) |
Pension and other postretirement benefits adjustments | | | 76 | | | | (131 | ) | | | (61 | ) | | | — | | | | (116 | ) |
Derivative financial instruments | | | 588 | | | | 7 | | | | (79 | ) | | | — | | | | 516 | |
Other comprehensive loss from investment in subsidiaries | | | (906 | ) | | | — | | | | — | | | | 906 | | | | — | |
Other comprehensive loss, net of tax | | | (242 | ) | | | (124 | ) | | | (747 | ) | | | 906 | | | | (207 | ) |
Comprehensive income | | | 62,577 | | | | 27,623 | | | | 43,565 | | | | (71,890 | ) | | | 61,875 | |
Comprehensive loss attributable to noncontrolling interests | | | — | | | | — | | | | (702 | ) | | | — | | | | (702 | ) |
Comprehensive income attributable to Caleres, Inc. | | $ | 62,577 | | | $ | 27,623 | | | $ | 44,267 | | | $ | (71,890 | ) | | $ | 62,577 | |
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
|
FOR THE FISCAL YEAR ENDED February 1, 2020
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net cash provided by operating activities | | $ | 26,546 | | | $ | 90,612 | | | $ | 53,628 | | | $ | — | | | $ | 170,786 | |
Investing activities | | | | | | | | | | | | | | | | | | | | |
Purchases of property and equipment | | | (23,695 | ) | | | (18,336 | ) | | | (2,502 | ) | | | — | | | | (44,533 | ) |
| Disposals of property and equipment | | | 636 | | | | — | | | | — | | | | — | | | | 636 | |
Capitalized software | | | (5,363 | ) | | | (256 | ) | | | — | | | | — | | | | (5,619 | ) |
Intercompany investing | | | (421 | ) | | | 421 | | | | — | | | | — | | | | — | |
Net cash used for investing activities | | | (28,843 | ) | | | (18,171 | ) | | | (2,502 | ) | | | — | | | | (49,516 | ) |
Financing activities | | | | | | | | | | | | | | | | | | | | |
Borrowings under revolving credit agreement | | | 288,500 | | | | — | | | | — | | | | — | | | | 288,500 | |
Repayments under revolving credit agreement | | | (348,500 | ) | | | — | | | | — | | | | — | | | | (348,500 | ) |
Dividends paid | | | (11,422 | ) | | | — | | | | — | | | | — | | | | (11,422 | ) |
Acquisition of treasury stock | | | (33,424 | ) | | | — | | | | — | | | | — | | | | (33,424 | ) |
Issuance of common stock under share-based plans, net | | | (2,644 | ) | | | — | | | | — | | | | — | | | | (2,644 | ) |
| Contributions by noncontrolling interests | | | — | | | | — | | | | 2,500 | | | | — | | | | 2,500 | |
| Other | | | (85 | ) | | | (1,257 | ) | | | — | | | | — | | | | (1,342 | ) |
Intercompany financing | | | 129,089 | | | | (76,454 | ) | | | (52,635 | ) | | | — | | | | — | |
Net cash provided by (used for) financing activities | | | 21,514 | | | | (77,711 | ) | | | (50,135 | ) | | | — | | | | (106,332 | ) |
Effect of exchange rate changes on cash and cash equivalents | | | — | | | | — | | | | 80 | | | | — | | | | 80 | |
Increase (decrease) in cash and cash equivalents | | | 19,217 | | | | (5,270 | ) | | | 1,071 | | | | — | | | | 15,018 | |
Cash and cash equivalents at beginning of year | | $ | 2 | | | $ | 9,148 | | | $ | 21,050 | | | $ | — | | | | 30,200 | |
Cash and cash equivalents at end of year | | $ | 19,219 | | | $ | 3,878 | | | $ | 22,121 | | | $ | — | | | $ | 45,218 | |
CONDENSED CONSOLIDATING BALANCE SHEET
|
AS OF February 2, 2019
|
($ thousands) | | Parent | | | Guarantors | | | Non- Guarantors | | | Eliminations | | | Total | |
Assets | | | | | | | | | | | | | | | | | | | | |
Current assets: | | | | | | | | | | | | | | | | | | | | |
Cash and cash equivalents | | $ | 2 | | | $ | 9,148 | | | $ | 21,050 | | | $ | — | | | $ | 30,200 | |
Receivables, net | | | 130,684 | | | | 32,319 | | | | 28,719 | | | | — | | | | 191,722 | |
Inventories, net | | | 175,697 | | | | 470,610 | | | | 36,864 | | | | — | | | | 683,171 | |
Prepaid expenses and other current assets | | | 31,195 | | | | 32,556 | | | | 7,603 | | | | — | | | | 71,354 | |
Intercompany receivable - current | | | 190 | | | | 42 | | | | 15,279 | | | | (15,511 | ) | | | — | |
Total current assets | | | 337,768 | | | | 544,675 | | | | 109,515 | | | | (15,511 | ) | | | 976,447 | |
Property and equipment, net | | | 62,608 | | | | 157,270 | | | | 10,906 | | | | — | | | | 230,784 | |
Goodwill and intangible assets, net | | | 108,884 | | | | 331,810 | | | | 109,203 | | | | — | | | | 549,897 | |
Other assets | | | 68,707 | | | | 11,824 | | | | 909 | | | | — | | | | 81,440 | |
Investment in subsidiaries | | | 1,499,209 | | | | — | | | | (24,838 | ) | | | (1,474,371 | ) | | | — | |
Intercompany receivable - noncurrent | | | 597,515 | | | | 578,821 | | | | 762,281 | | | | (1,938,617 | ) | | | — | |
Total assets | | $ | 2,674,691 | | | $ | 1,624,400 | | | $ | 967,976 | | | $ | (3,428,499 | ) | | $ | 1,838,568 | |
| | | | | | | | | | | | | | | | | | | | | |
Liabilities and Equity | | | | | | | | | | | | | | | | | | | | |
Current liabilities: | | | | | | | | | | | | | | | | | | | | |
| Borrowings under revolving credit agreement | | $ | 335,000 | | | $ | — | | | $ | — | | | $ | — | | | $ | 335,000 | |
Trade accounts payable | | | 146,400 | | | | 130,670 | | | | 39,228 | | | | — | | | | 316,298 | |
Other accrued expenses | | | 95,498 | | | | 86,015 | | | | 20,525 | | | | — | | | | 202,038 | |
Intercompany payable - current | | | 10,781 | | | | — | | | | 4,730 | | | | (15,511 | ) | | | — | |
Total current liabilities | | | 587,679 | | | | 216,685 | | | | 64,483 | | | | (15,511 | ) | | | 853,336 | |
Other liabilities: | | | | | | | | | | | | | | | | | | | | |
Long-term debt | | | 197,932 | | | | — | | | | — | | | | — | | | | 197,932 | |
Other liabilities | | | 105,689 | | | | 41,149 | | | | 5,027 | | | | — | | | | 151,865 | |
Intercompany payable - noncurrent | | | 1,149,338 | | | | 115,114 | | | | 674,165 | | | | (1,938,617 | ) | | | — | |
Total other liabilities | | | 1,452,959 | | | | 156,263 | | | | 679,192 | | | | (1,938,617 | ) | | | 349,797 | |
Equity: | | | | | | | | | | | | | | | | | | | | |
Caleres, Inc. shareholders’ equity | | | 634,053 | | | | 1,251,452 | | | | 222,919 | | | | (1,474,371 | ) | | | 634,053 | |
Noncontrolling interests | | | — | | | | — | | | | 1,382 | | | | — | | | | 1,382 | |
Total equity | | | 634,053 | | | | 1,251,452 | | | | 224,301 | | | | (1,474,371 | ) | | | 635,435 | |
Total liabilities and equity | | $ | 2,674,691 | | | $ | 1,624,400 | | | $ | 967,976 | | | $ | (3,428,499 | ) | | $ | 1,838,568 | |
CONDENSED CONSOLIDATING STATEMENT OF EARNINGS
|
FOR THE FISCAL YEAR ENDED February 2, 2019
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net sales | | $ | 888,234 | | | $ | 1,975,219 | | | $ | 237,607 | | | $ | (266,214 | ) | | $ | 2,834,846 | |
Cost of goods sold | | | 619,120 | | | | 1,157,558 | | | | 124,037 | | | | (222,213 | ) | | | 1,678,502 | |
Gross profit | | | 269,114 | | | | 817,661 | | | | 113,570 | | | | (44,001 | ) | | | 1,156,344 | |
Selling and administrative expenses | | | 267,584 | | | | 760,754 | | | | 57,428 | | | | (44,001 | ) | | | 1,041,765 | |
| Impairment of goodwill and intangible assets | | | — | | | | — | | | | 98,044 | | | | — | | | | 98,044 | |
Restructuring and other special charges, net | | | 9,734 | | | | 6,400 | | | | — | | | | — | | | | 16,134 | |
Operating (loss) earnings | | | (8,204 | ) | | | 50,507 | | | | (41,902 | ) | | | — | | | | 401 | |
Interest (expense) income | | | (19,048 | ) | | | (25 | ) | | | 796 | | | | — | | | | (18,277 | ) |
| Loss on early extinguishment of debt | | | (186 | ) | | | — | | | | — | | | | — | | | | (186 | ) |
Other income (expense) | | | 12,408 | | | | — | | | | (100 | ) | | | — | | | | 12,308 | |
Intercompany interest income (expense) | | | 11,436 | | | | (11,494 | ) | | | 58 | | | | — | | | | — | |
(Loss) earnings before income taxes | | | (3,594 | ) | | | 38,988 | | | | (41,148 | ) | | | — | | | | (5,754 | ) |
Income tax benefit (provision) | | | 1,687 | | | | (7,719 | ) | | | 6,305 | | | | — | | | | 273 | |
Equity in loss of subsidiaries, net of tax | | | (3,534 | ) | | | — | | | | (1,275 | ) | | | 4,809 | | | | — | |
Net (loss) earnings | | | (5,441 | ) | | | 31,269 | | | | (36,118 | ) | | | 4,809 | | | | (5,481 | ) |
Less: Net loss attributable to noncontrolling interests | | | — | | | | — | | | | (40 | ) | | | — | | | | (40 | ) |
Net (loss) earnings attributable to Caleres, Inc. | | $ | (5,441 | ) | | $ | 31,269 | | | $ | (36,078 | ) | | $ | 4,809 | | | $ | (5,441 | ) |
CONDENSED CONSOLIDATING STATEMENT OF COMPREHENSIVE INCOME
|
FOR THE FISCAL YEAR ENDED February 2, 2019
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net (loss) earnings | | $ | (5,441 | ) | | $ | 31,269 | | | $ | (36,118 | ) | | $ | 4,809 | | | $ | (5,481 | ) |
Other comprehensive (loss) income, net of tax: | | | | | | | | | | | | | | | | | | | | |
Foreign currency translation adjustment | | | — | | | | — | | | | (1,224 | ) | | | — | | | | (1,224 | ) |
Pension and other postretirement benefits adjustments | | | (13,663 | ) | | | — | | | | (220 | ) | | | — | | | | (13,883 | ) |
Derivative financial instruments | | | (1,967 | ) | | | (38 | ) | | | 630 | | | | — | | | | (1,375 | ) |
Other comprehensive loss from investment in subsidiaries | | | (801 | ) | | | — | | | | — | | | | 801 | | | | — | |
Other comprehensive loss, net of tax | | | (16,431 | ) | | | (38 | ) | | | (814 | ) | | | 801 | | | | (16,482 | ) |
Comprehensive (loss) income | | | (21,872 | ) | | | 31,231 | | | | (36,932 | ) | | | 5,610 | | | | (21,963 | ) |
Comprehensive loss attributable to noncontrolling interests | | | — | | | | — | | | | (91 | ) | | | — | | | | (91 | ) |
Comprehensive (loss) income attributable to Caleres, Inc. | | $ | (21,872 | ) | | $ | 31,231 | | | $ | (36,841 | ) | | $ | 5,610 | | | $ | (21,872 | ) |
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
|
FOR THE FISCAL YEAR ENDED February 2, 2019
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net cash provided by operating activities | | $ | 21,220 | | | $ | 84,546 | | | $ | 23,823 | | | $ | — | | | $ | 129,589 | |
Investing activities | | | | | | | | | | | | | | | | | | | | |
Purchases of property and equipment | | | (34,583 | ) | | | (25,871 | ) | | | (2,029 | ) | | | — | | | | (62,483 | ) |
Capitalized software | | | (3,962 | ) | | | (454 | ) | | | — | | | | — | | | | (4,416 | ) |
| Acquisition of Blowfish Malibu, net of cash received | | | (16,792 | ) | | | — | | | | — | | | | — | | | | (16,792 | ) |
| Acquisition of Vionic, net of cash received | | | (352,666 | ) | | | — | | | | — | | | | — | | | | (352,666 | ) |
Intercompany investing | | | (137 | ) | | | 137 | | | | — | | | | — | | | | — | |
Net cash used for investing activities | | | (408,140 | ) | | | (26,188 | ) | | | (2,029 | ) | | | — | | | | (436,357 | ) |
Financing activities | | | | | | | | | | | | | | | | | | | | |
Borrowings under revolving credit agreement | | | 360,000 | | | | — | | | | — | | | | — | | | | 360,000 | |
Repayments under revolving credit agreement | | | (25,000 | ) | | | — | | | | — | | | | — | | | | (25,000 | ) |
| Repayments of capital lease obligation | | | — | | | | (406 | ) | | | — | | | | — | | | | (406 | ) |
Dividends paid | | | (11,983 | ) | | | — | | | | — | | | | — | | | | (11,983 | ) |
| Debt issuance costs | | | (1,298 | ) | | | — | | | | — | | | | — | | | | (1,298 | ) |
Acquisition of treasury stock | | | (43,771 | ) | | | — | | | | — | | | | — | | | | (43,771 | ) |
Issuance of common stock under share-based plans, net | | | (4,372 | ) | | | — | | | | — | | | | — | | | | (4,372 | ) |
Intercompany financing | | | 87,257 | | | | (48,804 | ) | | | (38,453 | ) | | | — | | | | — | |
Net cash provided by (used for) financing activities | | | 360,833 | | | | (49,210 | ) | | | (38,453 | ) | | | — | | | | 273,170 | |
Effect of exchange rate changes on cash and cash equivalents | | | — | | | | — | | | | (249 | ) | | | — | | | | (249 | ) |
(Decrease) increase in cash and cash equivalents | | | (26,087 | ) | | | 9,148 | | | | (16,908 | ) | | | — | | | | (33,847 | ) |
Cash and cash equivalents at beginning of year | | | 26,089 | | | | — | | | | 37,958 | | | | — | | | | 64,047 | |
Cash and cash equivalents at end of year | | $ | 2 | | | $ | 9,148 | | | $ | 21,050 | | | $ | — | | | $ | 30,200 | |
CONDENSED CONSOLIDATING STATEMENT OF EARNINGS
|
FOR THE FISCAL YEAR ENDED February 3, 2018
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net sales | | $ | 837,849 | | | $ | 1,935,265 | | | $ | 211,815 | | | $ | (199,345 | ) | | $ | 2,785,584 | |
Cost of goods sold | | | 580,038 | | | | 1,090,354 | | | | 109,104 | | | | (162,561 | ) | | | 1,616,935 | |
Gross profit | | | 257,811 | | | | 844,911 | | | | 102,711 | | | | (36,784 | ) | | | 1,168,649 | |
Selling and administrative expenses | | | 246,208 | | | | 771,027 | | | | 55,600 | | | | (36,784 | ) | | | 1,036,051 | |
Restructuring and other special charges, net | | | 3,942 | | | | 756 | | | | 217 | | | | — | | | | 4,915 | |
Operating earnings | | | 7,661 | | | | 73,128 | | | | 46,894 | | | | — | | | | 127,683 | |
Interest (expense) income | | | (17,743 | ) | | | (14 | ) | | | 432 | | | | — | | | | (17,325 | ) |
Other income | | | 12,348 | | | | — | | | | — | | | | — | | | | 12,348 | |
Intercompany interest income (expense) | | | 8,354 | | | | (8,813 | ) | | | 459 | | | | — | | | | — | |
Earnings before income taxes | | | 10,620 | | | | 64,301 | | | | 47,785 | | | | — | | | | 122,706 | |
Income tax provision | | | (24,963 | ) | | | (175 | ) | | | (10,337 | ) | | | — | | | | (35,475 | ) |
Equity in earnings (loss) of subsidiaries, net of tax | | | 101,543 | | | | — | | | | (1,619 | ) | | | (99,924 | ) | | | — | |
Net earnings | | | 87,200 | | | | 64,126 | | | | 35,829 | | | | (99,924 | ) | | | 87,231 | |
Less: Net earnings attributable to noncontrolling interests | | | — | | | | — | | | | 31 | | | | — | | | | 31 | |
Net earnings attributable to Caleres, Inc. | | $ | 87,200 | | | $ | 64,126 | | | $ | 35,798 | | | $ | (99,924 | ) | | $ | 87,200 | |
CONDENSED CONSOLIDATING STATEMENT OF COMPREHENSIVE INCOME
|
FOR THE FISCAL YEAR ENDED February 3, 2018
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net earnings | | $ | 87,200 | | | $ | 64,126 | | | $ | 35,829 | | | $ | (99,924 | ) | | $ | 87,231 | |
Other comprehensive income (loss), net of tax: | | | | | | | | | | | | | | | | | | | | |
Foreign currency translation adjustment | | | — | | | | — | | | | 1,116 | | | | — | | | | 1,116 | |
Pension and other postretirement benefits adjustments | | | 18,855 | | | | — | | | | (61 | ) | | | — | | | | 18,794 | |
| Derivative financial instruments | | | 1,539 | | | | 14 | | | | (452 | ) | | | — | | | | 1,101 | |
| Other comprehensive income from investment in subsidiaries | | | 544 | | | | — | | | | — | | | | (544 | ) | | | — | |
Other comprehensive income, net of tax | | | 20,938 | | | | 14 | | | | 603 | | | | (544 | ) | | | 21,011 | |
Comprehensive income | | | 108,138 | | | | 64,140 | | | | 36,432 | | | | (100,468 | ) | | | 108,242 | |
Comprehensive income attributable to noncontrolling interests | | | — | | | | — | | | | 104 | | | | — | | | | 104 | |
Comprehensive income attributable to Caleres, Inc. | | $ | 108,138 | | | $ | 64,140 | | | $ | 36,328 | | | $ | (100,468 | ) | | $ | 108,138 | |
CONDENSED CONSOLIDATING STATEMENT OF CASH FLOWS
|
FOR THE FISCAL YEAR ENDED February 3, 2018
|
($ thousands) | | Parent | | | Guarantors | | | Non-Guarantors | | | Eliminations | | | Total | |
Net cash provided by operating activities | | $ | 40,601 | | | $ | 90,745 | | | $ | 60,029 | | | $ | — | | | $ | 191,375 | |
Investing activities | | | | | | | | | | | | | | | | | | | | |
Purchases of property and equipment | | | (9,522 | ) | | | (31,159 | ) | | | (4,039 | ) | | | — | | | | (44,720 | ) |
Capitalized software | | | (5,950 | ) | | | (483 | ) | | | (25 | ) | | | — | | | | (6,458 | ) |
Intercompany investing | | | (20,224 | ) | | | 197,929 | | | | (177,705 | ) | | | — | | | | — | |
Net cash (used for) provided by investing activities | | | (35,696 | ) | | | 166,287 | | | | (181,769 | ) | | | — | | | | (51,178 | ) |
Financing activities | | | | | | | | | | | | | | | | | | | | |
Borrowings under revolving credit agreement | | | 454,000 | | | | — | | | | — | | | | — | | | | 454,000 | |
Repayments under revolving credit agreement | | | (564,000 | ) | | | — | | | | — | | | | — | | | | (564,000 | ) |
Dividends paid | | | (12,027 | ) | | �� | — | | | | — | | | | — | | | | (12,027 | ) |
Acquisition of treasury stock | | | (5,993 | ) | | | — | | | | — | | | | — | | | | (5,993 | ) |
Issuance of common stock under share-based plans, net | | | (3,816 | ) | | | — | | | | — | | | | — | | | | (3,816 | ) |
Intercompany financing | | | 129,021 | | | | (266,061 | ) | | | 137,040 | | | | — | | | | — | |
Net cash (used for) provided by financing activities | | | (2,815 | ) | | | (266,061 | ) | | | 137,040 | | | | — | | | | (131,836 | ) |
Effect of exchange rate changes on cash and cash equivalents | | | — | | | | — | | | | 354 | | | | — | | | | 354 | |
Increase (decrease) in cash and cash equivalents | | | 2,090 | | | | (9,029 | ) | | | 15,654 | | | | — | | | | 8,715 | |
Cash and cash equivalents at beginning of year | | | 23,999 | | | | 9,029 | | | | 22,304 | | | | — | | | | 55,332 | |
Cash and cash equivalents at end of year | | $ | 26,089 | | | $ | — | | | $ | 37,958 | | | $ | — | | | $ | 64,047 | |
20. QUARTERLY FINANCIAL DATA (Unaudited)
Quarterly financial results (unaudited) for 2019 and 2018 are as follows:
| | | Quarters | |
| | | First Quarter | | | Second Quarter | | | Third Quarter | | | Fourth Quarter | |
($ thousands, except per share amounts) | | (13 weeks) | | | (13 weeks) | | | (13 weeks) | | | (13 Weeks) | |
2019 | | | | | | | | | | | | | | | | |
Net sales | | $ | 677,754 | | | $ | 752,485 | | | $ | 792,375 | | | $ | 698,948 | |
Gross profit | | | 279,836 | | | | 305,944 | | | | 319,770 | | | | 278,810 | |
Net earnings (1) | | | 9,085 | | | | 25,227 | | | | 27,761 | | | | 9 | |
Net earnings attributable to Caleres, Inc. (1) | | | 9,083 | | | | 25,341 | | | | 27,987 | | | | 408 | |
Per share of common stock: | | | | | | | | | | | | | | | | |
Basic earnings per common share attributable to Caleres, Inc. shareholders (2) | | | 0.22 | | | | 0.61 | | | | 0.69 | | | | 0.01 | |
Diluted earnings per common share attributable to Caleres, Inc. shareholders (2) | | | 0.22 | | | | 0.61 | | | | 0.69 | | | | 0.01 | |
Market value: | | | | | | | | | | | | | | | | |
High | | | 30.66 | | | | 22.52 | | | | 22.50 | | | | 24.39 | |
Low | | | 25.24 | | | | 17.53 | | | | 18.29 | | | | 19.48 | |
(1) The fourth quarter of 2019 reflects expense containment initiatives of $11.2 million on an after-tax basis and costs associated with the repositioning of the Via Spiga brand of $1.2 million on an after-tax basis, both of which are further described in Note 5 to the consolidated financial statements, as well as the fair value adjustment to the Blowfish purchase obligation of $1.1 million on an after-tax basis, as further described in Note 2 and Note 15 to the consolidated financial statements.
(2) EPS for the quarters may not sum to the annual amount as each period is computed on a discrete period basis.
| | | Quarters | |
| | | First Quarter | | | Second Quarter | | | Third Quarter | | | Fourth Quarter | |
($ thousands, except per share amounts) | | (13 weeks) | | | (13 weeks) | | | (13 weeks) | | | (13 Weeks) | |
2018 | | | | | | | | | | | | | | | | |
Net sales | | $ | 632,142 | | | $ | 706,612 | | | $ | 775,829 | | | $ | 720,263 | |
Gross profit | | | 274,921 | | | | 293,101 | | | | 310,610 | | | | 277,712 | |
Net earnings (loss) (1) | | | 17,180 | | | | 23,611 | | | | 29,155 | | | | (75,427 | ) |
Net earnings (loss) attributable to Caleres, Inc. (1) | | | 17,212 | | | | 23,646 | | | | 29,153 | | | | (75,452 | ) |
Per share of common stock: | | | | | | | | | | | | | | | | |
Basic earnings (loss) per common share attributable to Caleres, Inc. shareholders (2) | | | 0.40 | | | | 0.55 | | | | 0.68 | | | | (1.83 | ) |
Diluted earnings (loss) per common share attributable to Caleres, Inc. shareholders (2) | | | 0.40 | | | | 0.55 | | | | 0.67 | | | | (1.83 | ) |
Market value: | | | | | | | | | | | | | | | | |
High | | | 36.00 | | | | 37.06 | | | | 41.09 | | | | 37.82 | |
Low | | | 27.10 | | | | 32.18 | | | | 31.84 | | | | 26.63 | |
(1)The fourth quarter of 2018 reflects impairment of goodwill and intangible assets of $83.0 million on an after-tax basis, as further described in Note 11 to the consolidated financial statements, the impact of amortization of the inventory fair value adjustments required for purchase accounting of $6.1 million on an after-tax basis, as further described in Note 2 to the consolidated financial statements, and several restructuring and other charges totaling $4.7 million, on an after-tax basis, as further described in Note 5 to the consolidated financial statements.
(2) EPS for the quarters may not sum to the annual amount as each period is computed on a discrete period basis.
SCHEDULE II — VALUATION AND QUALIFYING ACCOUNTS
| | | | | | | | | | | | | | | | |
Col. A | | Col. B | | Col. C | | | | Col. D | | | | Col. E | | | Col. B | | Col. C | | | | Col. D | | Col. E |
| | | | | Additions | | | | | | | | | | |
| | | | | | Additions | | | | | |
| | | Balance at | | Charged to | | Charged to Other | | | | | Balance at |
| | | Beginning of | | Costs and | | Accounts - | | Deductions - | | End of |
Description | | Balance at Beginning of Period | | Charged to Costs and Expenses | | Charged to Other Accounts - Describe | | | | Deductions - Describe | | | | Balance at End of Period | | | Period | | Expenses | | Describe | | Describe | | Period |
($ thousands) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
YEAR ENDED JANUARY 30, 2021 | | | | | | | | | | | | | | | | |
Deducted from assets or accounts: | | | | | | | | | | | | | | | | |
Doubtful accounts and allowances | | | $ | 1,813 | | $ | 10,575 | | $ | 2,521 | (E) | $ | (19) | (A) | $ | 14,928 |
Customer allowances | | | | 25,816 | | | 20,355 | | | 0 | | | 31,020 | (B) | | 15,151 |
Customer discounts | | | | 1,198 | | | 11,692 | | | 0 | | | 10,998 | (B) | | 1,892 |
Inventory valuation allowances | | | | 20,610 | | | 63,543 | | | 0 | | | 51,525 | (C) | | 32,628 |
Deferred tax asset valuation allowance | | | | 4,809 | | | 45,434 | | | 0 | | | 262 | (D) | | 49,981 |
YEAR ENDED FEBRUARY 1, 2020 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Deducted from assets or accounts: | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Doubtful accounts and allowances | | $ | 3,050 | | $ | 773 | | $ | — | | | | $ | 2,010 | | (A) | | $ | 1,813 | | | $ | 3,050 | | $ | 773 | | $ | 0 | | $ | 2,010 | (A) | $ | 1,813 |
| Customer allowances | | 24,750 | | 62,737 | | — | | | | 61,671 | | (B) | | 25,816 | | | | 24,750 | | | 62,737 | | | 0 | | | 61,671 | (B) | | 25,816 |
| Customer discounts | | 1,198 | | 12,046 | | — | | | | 12,046 | | (B) | | 1,198 | | | | 1,198 | | | 12,046 | | | 0 | | | 12,046 | (B) | | 1,198 |
| Inventory valuation allowances | | 14,401 | | 45,489 | | — | | | | 39,280 | | (C) | | 20,610 | | | | 14,401 | | | 45,489 | | | 0 | | | 39,280 | (C) | | 20,610 |
Deferred tax asset valuation allowance | | 4,199 | | | 873 | | | — | | | | 263 | | (D) | | 4,809 | | | | 4,199 | | | 873 | | | 0 | | | 263 | (D) | | 4,809 |
YEAR ENDED FEBRUARY 2, 2019 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Deducted from assets or accounts: | | | | | | | | | | | | | | | | | | | | | | | | | | |
Doubtful accounts and allowances | | $ | 2,045 | | | $ | 518 | | | $ | 876 | | (E) | | $ | 389 | | (A) | | $ | 3,050 | | | $ | 2,045 | | $ | 518 | | $ | 876 | (F) | $ | 389 | (A) | $ | 3,050 |
Customer allowances | | 24,302 | | | 54,161 | | | 713 | | (E) | | 54,426 | | (B) | | 24,750 | | | | 24,302 | | | 54,161 | | | 713 | (F) | | 54,426 | (B) | | 24,750 |
| Customer discounts | | 751 | | 5,545 | | 268 | | (E) | | 5,366 | | (B) | | 1,198 | | | | 751 | | | 5,545 | | | 268 | (F) | | 5,366 | (B) | | 1,198 |
Inventory valuation allowances | | 14,254 | | | 40,670 | | | 277 | | (E) | | 40,800 | | (C) | | 14,401 | | | | 14,254 | | | 40,670 | | | 277 | (F) | | 40,800 | (C) | | 14,401 |
Deferred tax asset valuation allowance | | 5,763 | | | — | | | — | | | | 1,564 | | (D) | | 4,199 | | | | 5,763 | | | 0 | | | 0 | | | 1,564 | (D) | | 4,199 |
YEAR ENDED FEBRUARY 3, 2018 | | | | | | | | | | | | | | | | |
Deducted from assets or accounts: | | | | | | | | | | | | |
Doubtful accounts and allowances | | $ | 1,567 | | | $ | 1,336 | | | $ | — | | | | $ | 858 | | (A) | | $ | 2,045 | | |
Customer allowances | | 20,923 | | | 51,135 | | | — | | | | 47,756 | | (B) | | 24,302 | | |
Customer discounts | | 1,162 | | | 4,804 | | | — | | | | 5,215 | | (B) | | 751 | | |
Inventory valuation allowances | | 14,229 | | | 47,084 | | | — | | | | 47,059 | | (C) | | 14,254 | | |
Deferred tax asset valuation allowance | | 7,890 | | | — | | | — | | | | 2,127 | | (D) | | 5,763 | | |
(A) | Accounts written off, net of recoveries. |
(B) | Discounts and allowances granted to wholesale customers of the Brand Portfolio segment. |
(C) | Adjustment upon disposal of related inventories. |
(D) | Reductions to the valuation allowances for the net operating loss carryforwards for certain states based on the Company’s expectations for utilization of net operating loss carryforwards. In addition, |
| (E) | Adjustment upon adoption of ASU 2016-13, as further discussed in fiscal 2017, the valuation allowances relatedNote 1 to the impairment of an investment in a nonconsolidated affiliate and capital loss carryforwards were reduced, reflecting the impact of the Tax Cuts and Jobs Act.consolidated financial statements. |
(E)(F) | Established through purchase accounting related to the Vionic acquisition. |
ITEM 9CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
ITEM 9
| CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
|
None.
ITEM 9A
| CONTROLS AND PROCEDURES
|
ITEM 9ACONTROLS AND PROCEDURES
Evaluation of Disclosure Controls and Procedures
It is the Chief Executive Officer’s and Chief Financial Officer’s ultimate responsibility to ensure we maintain disclosure controls and procedures designed to provide reasonable assurance that information required to be disclosed in the reports that we file or submit under the Securities Exchange Act of 1934 is recorded, processed, summarized and reported within the time periods specified in the Commission’s rules and forms and is accumulated and communicated to our management, including our principal executive and principal financial officers, or persons performing similar functions, as appropriate to allow timely decisions regarding required disclosure. Our disclosure controls and procedures include mandatory communication of material events; automated accounting processing and reporting; management review of monthly, quarterly and annual results; an established system of internal controls; and internal control reviews by our internal auditors.
A control system, no matter how well-conceived or operated, can provide only reasonable, not absolute, assurance that the objectives of the control system are met. Furthermore, the design of a control system must reflect the fact there are resource constraints, and the benefits of controls must be considered relative to their costs. Because of the inherent limitations in all control systems, no evaluation of controls can provide absolute assurance that all control issues and instances of fraud, if any, have been detected. These inherent limitations include the realities that judgments in decision-making can be faulty, and breakdowns can occur because of simple error or mistake. Additionally, controls can be circumvented by the individual acts of some persons, by collusion of two or more people or by management override of the controls. The design of any system of controls is based in part upon certain assumptions about the likelihood of future events, and there can be no assurance any design will succeed in achieving its stated goals under all potential future conditions; over time, controls may become inadequate because of changes in conditions or the degree of compliance with the policies or procedures may deteriorate. Because of the inherent limitations in a cost-effective control system, misstatements due to errors or fraud may occur and not be detected. Our disclosure controls and procedures are designed to provide a reasonable level of assurance that their objectives are achieved. As of February 1, 2020,January 30, 2021, management of the Company, including the Chief Executive Officer and Chief Financial Officer, conducted an evaluation of the effectiveness of our disclosure controls and procedures (as defined in Rule 13a-15(e) under the Securities Exchange Act of 1934). Based upon and as of the date of that evaluation, the Chief Executive Officer and Chief Financial Officer have concluded our disclosure controls and procedures were effective at the reasonable assurance level.
Internal Control Over Financial Reporting
Based on the evaluation of internal control over financial reporting, the Chief Executive Officer and Chief Financial Officer have concluded that there have been no changes in the Company’s internal controls over financial reporting or in other factors during the quarter ended February 1, 2020,January 30, 2021, that have materially affected, or are reasonably likely to materially affect, the Company’s internal control over financial reporting.
ITEM 9BOTHER INFORMATION
None.
PART III
ITEM 10DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
ITEM 10
| DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
|
Information regarding Directors of the Company is set forth under the caption Proposal 1 – Election of Directors in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding Executive Officers of the Registrant is set forth under the caption Information about our Executive Officers that can be found in Item 1 of this report, which information is incorporated herein by reference.
Information regarding Section 16, Beneficial Ownership Reporting Compliance, is set forth under the caption Delinquent Section 16(a) Reports in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding the Audit Committee and the Audit Committee financial expert is set forth under the caption Board Meetings and Committees in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding the Corporate Governance Guidelines, Code of Business Conduct, and Code of Ethics is set forth under the caption Corporate Governance in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
ITEM 11EXECUTIVE COMPENSATION
ITEM 11
| EXECUTIVE COMPENSATION
|
Information regarding Executive Compensation is set forth under the captions Compensation Discussion and Analysis, Executive Compensation, and Compensation of Non-Employee Directors in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding the Compensation Committee Report is set forth under the caption Compensation Committee Report in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding Compensation Committee Interlocks and Insider Participation is set forth under the caption Compensation Committee Interlocks and Insider Participation in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
ITEM 12SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
ITEM 12
| SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
|
Information regarding Company Stock Ownership by Directors, Officers and Principal Holders of Our Stock is set forth under the caption Stock Ownership by Directors, Executive Officers and 5% Shareholders in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Equity Compensation Plan Information
The following table sets forth aggregate information regarding the Company’s equity compensation plans as of February 1, 2020:January 30, 2021:
| | | Number of securities to be issued upon exercise of outstanding options, warrants and rights | | | | Weighted-average exercise price of outstanding options, warrants and rights | | | | Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) | | | |
Plan Category | | (a) | | | | (b) | | | | (c) | | | |
| | | | | | | | | | | | | | | | | |
Equity compensation plans approved by security holders | | | 987,667 | | (1) | | $ | 19.70 | | (1) | | | 3,428,332 | | (2) | |
Equity compensation plans not approved by security holders | | | — | | | | | — | | | | | — | | | |
Total | | | 987,667 | | | | $ | 19.70 | | | | | 3,428,332 | | | |
| | | | | | | | |
| | | | | | | Number of | |
| | | | | | | securities | |
| | | | | | | remaining | |
| | | | | | | available for | |
| | | | | | | future | |
| | Number of | | | | | issuance | |
| | securities to be | | Weighted- | | under equity | |
| | issued upon | | average | | compensation | |
| | exercise of | | exercise price | | plans | |
| | outstanding | | of outstanding | | (excluding | |
| | options, | | options, | | securities | |
| | warrants and | | warrants and | | reflected in | |
| | rights | | rights | | column (a)) | |
Plan Category | | (a) | | (b) | | (c) | |
| | | | | | | | |
Equity compensation plans approved by security holders | | 796,167 | (1) | $ | 23.74 | (1) | 3,054,561 | (2) |
Equity compensation plans not approved by security holders | | — | | | — | | — | |
Total | | 796,167 | | $ | 23.74 | | 3,054,561 | |
(1) | Column (a) includes 35,66724,667 outstanding (vested and nonvested) stock options and 952,000771,500 performance share units payable in stock, which reflects the maximum number of shares to be issued under the performance share plans. The target number of shares to be issued under the plans is 476,000.385,750. Performance share awards were disregarded for purposes of computing the weighted-average exercise price in column (b). This table excludes independent directors'directors’ deferred compensation units and restricted stock units payable in cash. |
(2) | Represents our remaining shares available for award grants based upon the provisions of the plans, which reflect our practice to reserve shares for outstanding awards. The number of securities available for grant has been reduced for stock option grants and performance share awards payable in stock. Performance share awards are reserved based on the maximum payout level. |
Information regarding share-based plans is set forth in Note 17 to the consolidated financial statements and is hereby incorporated by reference.
ITEM 13CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
ITEM 13
| CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
|
Information regarding Certain Relationships and Related Transactions is set forth under the caption Related Party Transactions in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
Information regarding Director Independence is set forth under the caption Director Independence in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
ITEM 14PRINCIPAL ACCOUNTING FEES AND SERVICES
ITEM 14
| PRINCIPAL ACCOUNTING FEES AND SERVICES
|
Information regarding our Principal Accounting Fees and Services is set forth under the caption Fees Paid to Independent Registered Public Accountants in the Proxy Statement for the Annual Meeting of Shareholders to be held May 28, 2020,27, 2021, which information is incorporated herein by reference.
PART IV
ITEM 15EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
ITEM 15
| EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
|
| |
(a) | (1) and (2) The list of financial statements and Financial Statement Schedules required by this item is included in the Index under Financial Statements and Supplementary Data. All other schedules specified under Regulation S-X have been omitted because they are not applicable, because they are not required or because the information required is included in the financial statements or notes thereto. |
| |
| |
(3) Exhibits
| Certain instruments defining the rights of holders of long-term debt securities of the Company are omitted pursuant to Item 601(b)(4)(iii) of Regulation S-K, and the Company hereby undertakes to furnish to the SEC, upon request, copies of any such instruments. | Exhibit
No.
| Description | | 2.1 | | Stock Purchase Agreement, dated December 13, 2016, by and among Caleres, Inc., Apollo Investors, LLC, and Apollo Buyer Holding Company, Inc., incorporated herein by reference to Exhibit 2.1 to the Company’s Form 8-K filed December 14, 2016. | | 2.2 | | Equity and Asset Purchase Agreement, dated October 18, 2018, by and among Caleres, Inc., the Equity Sellers (as defined therein), VCG Holdings Ltd., Christopher T. Gallagher and Daniel M. Sanner, solely in their capacity as Sellers’ Representative (as defined therein), and Christopher T. Gallagher and C. Bruce Campbell, solely with respect to specified provisions, incorporated herein by reference to Exhibit 2.1 to the Company’s Form 8-K filed October 19, 2018. | | 3.1 | | Restated Certificate of Incorporation of Caleres, Inc. (the “Company”) incorporated herein by reference to Exhibit 3.1 to the Company's Form 8-K filed June 1, 2015.2020. | | 3.2 | | Bylaws of the Company as amended through March 14, 2019,May 28, 2020, incorporated herein by reference to Exhibit 3.1 to the Company’s Form 8-K filed March 20, 2019.June 1, 2020. | †4.1 | 4.1 | Description of the Registrant's Securities Registered Pursuant to Section 12 of The Securities Exchange Act of 1934.1934, incorporated herein by reference to Exhibit 4.1 to the Company’s Form 10-K for the year ended February 1, 2020, and filed March 31, 2020. | | 4.2 | | Indenture for the 6.250% Senior Notes due 2023, dated July 27, 2015 among the Company, the subsidiary guarantors set forth therein, and Wells Fargo Bank, National Association, as trustee, as incorporated herein by reference to Exhibit 4.1 to the Company’s Form 8-K dated and filed July 27, 2015. | | 4.3 | | Form of 6.250% Senior Notes due 2023 (included in Exhibit 4.1). | | 10.1 | | First Amendment to Fourth Amended and Restated Credit Agreement, dated as of July 20, 2015 (the “Credit Agreement”), among the Company, as lead borrower for itself and on behalf of certain of its subsidiaries, and Bank of America, N.A., as lead issuing bank, administrative agent and collateral agent, Wells Fargo Bank, National Association, as an issuing bank, Wells Fargo Bank, National Association, as syndication agent, JPMorgan Chase Bank, N.A. and SunTrust Bank, as co-documentation agents, and the other financial institutions party thereto, as lenders, incorporated herein by reference to Exhibit 10.1 to the Company’s Form 8-K dated and filed July 20, 2015. | | 10.1a | | Second Amendment to Fourth Amended and Restated Credit Agreement, dated August 17, 2016, among the Company, as lead borrower for itself and on behalf of certain of its subsidiaries, and the financial institutions party thereto, incorporated herein by reference to Exhibit 10.1 to the Company’s Form 10-Q for the quarterly period ended July 30, 2016. | | 10.1b | | Third Amendment to Fourth Amended and Restated Credit Agreement, dated January 18, 2019, among the Company, as lead borrower for itself and on behalf of certain of its subsidiaries, and the financial institutions party thereto, incorporated herein by reference to Exhibit 10.1 to the Company’s Form 8-K dated and filed January 23, 2019. | 10.1c | | Fourth Amendment to Fourth Amended and Restated Credit Agreement, dated April 14, 2020, among the Company, as lead borrower for itself and on behalf of certain of its subsidiaries, and the financial institutions party thereto, incorporated herein by reference to Exhibit 10.1 to the Company’s 8-K dated and filed April 20, 2020. | 10.2a* | | Caleres, Inc. Incentive and Stock Compensation Plan of 2002, as Amended and Restated as of May 22, 2008, incorporated herein by reference to Exhibit A to the Company’s definitive proxy statement dated and filed April 11, 2008. |
| 10.2c(1)* | | Form of Non-Qualified Stock Option Award Agreement (for grants commencing May 2008) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2002, incorporated herein by reference to Exhibit 10.5c(1) to the Company’s Form 10-K for the year ended January 31, 2009, and filed March 31, 2009. | | 10.2c(2)* | | Form of Non-Qualified Stock Option Award Agreement (for grants prior to May 2008) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2002, incorporated herein by reference to Exhibit 10.3 to the Company’s Form 10-Q for the quarter ended July 31, 2004, and filed September 8, 2004. | | 10.3a* | | Caleres, Inc. Incentive and Stock Compensation Plan of 2011, as amended and restated effective May 28, 2015, incorporated herein by reference to Exhibit 10.1 to the Company'sCompany’s Form 10-Q for the quarter ended May 2, 2015, and filed June 10, 2015. | | 10.3b* | Form of Restricted Stock Award Agreement (for employee grants commencing March 2016) under the Company's Incentive and Stock Compensation Plan of 2011, incorporated herein by reference to Exhibit 10.2f to the Company’s Form 10-K for the year ended January 30, 2016, and filed March 29, 2016.
| | 10.3c*
| Form of Restricted Stock Award Agreement (for employee grants commencing December 2016 and March 2017) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2011, incorporated herein by reference to Exhibit 10.2(g) to the Company’s Form 10-K for the year ended January 28, 2017, and filed March 28, 2017. | 10.4a* | 10.3(e)(1)*
| Form of Performance Award Agreement (for 2016-2018 performance period) under the Company's Incentive and Stock Compensation Plan of 2011, incorporated herein by reference to Exhibit 10.3(b)(5) to the Company’s Form 10-K for the year ended January 30, 2016, and filed March 29, 2016.
| | 10.3(e)(2)*
| Form of Performance Award Agreement (for 2017-2019 performance period) under the Company's Incentive and Stock Compensation Plan of 2011, incorporated herein by reference to Exhibit 10.3(b)(5) to the Company's Form 10-K for the year ended January 28, 2017, and filed March 28, 2016.
| | 10.4a*
| Caleres, Inc. Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit A to the Company’s definitive proxy statement dated and filed April 14, 2017. | | 10.4b* | | Form of Performance Award Agreement (for 2018-2020 performance period) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4b to the Company'sCompany’s Form 10-K for the year ended February 3, 2018, and filed April 4, 2018. | | 10.4c* | | Form of Performance Award Agreement (for 2019-2021 performance period) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017,incorporated herein by reference to Exhibit 10.4c to the Company'sCompany’s Form 10-K for the year ended February 2, 2019, and filed April 2, 2019. | 10.4d* | | Form of Performance Award Agreement (for 2020-2022 performance period) under the Company’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4a to the Company’s Form 10-Q for the quarterly period ended October 31, 2020, and filed December 9, 2020. | †10.4e* | | Form of Performance Award Agreement (for 2021-2023 performance period) under the Company’s Incentive and Stock Compensation Plan of 2017, filed herewith. | 10.4f* | | Form of Restricted Stock Award Agreement (for employee grants commencing May 2017 through January 2018) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4c to the Company'sCompany’s Form 10-K for the year ended February 3, 2018, and filed April 4, 2018. | 10.4g* | 10.4f*
| Form of Restricted Stock Award Agreement (for employee grants commencing March 2018) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4d to the Company'sCompany’s Form 10-K for the year ended February 3, 2018, and filed April 4, 2018. | 10.4h* | 10.4g*
| Form of Restricted Stock Award Agreement (for employee grants commencing March 2019) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4f to the Company'sCompany’s Form 10-K for the year ended February 2, 2019, and filed April 2, 2019. | †10.4i*
| 10.4h*
| Form of Restricted Stock Award Agreement (for employee grants commencing March 2020) under the Company'sCompany’s Incentive and Stock Compensation Plan of 2017, incorporated herein by reference to Exhibit 10.4h to the Company’s 10-K for the year ended February 1, 2020, and filed March 31, 2020. | †10.4j* | | Form of Restricted Stock Award Agreement (for employee grants commencing March 2021) under the Company’s Incentive and Stock Compensation Plan of 2017, filed herewith. | | 10.5* | | Form of Non-Employee Director Restricted Stock Unit Agreement between the Company and its Non-Employee Directors (for grants commencing in 2015), incorporated herein by reference to Exhibit 10.4a to the Company’s Form 10-K for the year ended January 30, 2016, and filed March 29, 2016. |
| 10.6* | | Caleres, Inc. Deferred Compensation Plan for Non-Employee Directors, as amended and restated as of May 28, 2015, incorporated herein by reference to Exhibit 10.2 to the Company’s Form 10-Q for the quarter ended May 2, 2015, and filed June 10, 2015. | | 10.7* | | Caleres, Inc. Supplemental Executive Retirement Plan (SERP), as amended and restated as of May 28, 2015, incorporated herein by reference to Exhibit 10.3 to the Company’s Form 10-Q for the quarter ended May 2, 2015, and filed June 10, 2015. | | 10.8* | | Caleres, Inc. Deferred Compensation Plan, as amended and restated as of May 28, 2015, incorporated herein by reference to Exhibit 10.4 to the Company’s Form 10-Q for the quarter ended May 2, 2015, and filed June 10, 2015. | | 10.9* | | Caleres, Inc. Non-Employee Director Share Plan (2009), incorporated herein by reference to Exhibit 10.5 to the Company’s Form 10-Q for the quarter ended May 2, 2015, and filed June 10, 2015. | | 10.10* | | Severance Agreement, effective April 1, 2006, between the Company and Diane M. Sullivan, incorporated herein by reference to Exhibit 10.5 to the Company’s Form 8-K dated and filed April 6, 2006. | | 10.11* | | Severance Agreement, dated March 24, 2009 and effective as of April 1, 2009, between the Company and Daniel R. Friedman, incorporated herein by reference to Exhibit 10.16 to the Company'sCompany’s Form 10-K for the year ended January 31, 2015, and filed March 31, 2015. | | 10.12* | | Form of Amendment letter dated December 18, 2009, to the Severance Agreements between the Company and each of: Daniel R. Friedman and Diane M. Sullivan, as incorporated herein by reference to Exhibit 10.6 to the Company’s Form 10-Q for the quarter ended July 31, 2010, and filed September 7, 2010. |
| 10.13* | | Severance Agreement, effective February 16, 2015, between the Company and Kenneth H. Hannah, incorporated herein by reference to Exhibit 10.1 to the Company’s Form 8-K dated and filed February 6, 2015. | | 10.14* | | Severance Agreement, effective June 14, 2018, between the Company and John W. Schmidt, incorporated herein by reference to Exhibit 10.1 to the Company’s Form 10-Q for the quarter ended August 4, 2018, and filed September 12, 2018. | | 10.15* | | Severance Agreement, effective March 6, 2019, between the Company and Molly Adams, incorporated herein by reference to Exhibit 10.15 to the Company'sCompany’s Form 10-K for the year ended February 2, 2019 and filed April 2, 2019. | † | 21 | | Subsidiaries of the registrant. | 22 | | List of Guarantor Subsidiaries, incorporated herein by reference to Exhibit 22 to the Company’s Form 10-Q for the quarter ended October 31, 2020, and filed December 9, 2020. | † | 23 | | Consent of Independent Registered Public Accounting Firm. | † | 24 | | Power of attorney (contained on signature page). | † | 31.1 | | Certification of the Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. | † | 31.2 | | Certification of the Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002. | † | 32.1 | | Certification of the Chief Executive and Chief Financial Officer pursuant to Section 906 of the Sarbanes-Oxley Act of 2002. | †101.INS | 101.INS
| Inline XBRL Instance Document | †101.SCH | 101.SCH
| Inline XBRL Taxonomy Extension Schema Document | †101.CAL | 101.CAL
| Inline XBRL Taxonomy Extension Calculation Linkbase Document | †101.LAB | 101.LAB
| Inline XBRL Taxonomy Extension Label Linkbase Document | †101.PRE | 101.PRE
| Inline XBRL Taxonomy Presentation Linkbase Document | †101.DEF | 101.DEF
| Inline XBRL Taxonomy Definition Linkbase Document | †104 | 104 | Cover Page Interactive Data File, formatted in iXBRL and contained in Exhibit 101. |
(b)Exhibits: See Item 15(a)(3) above. On request, copies of any exhibit will be furnished to shareholders upon payment of the Company’s reasonable expenses incurred in furnishing such exhibits. (c)Financial Statement Schedules: See Item 8 above. (b)*
| Exhibits:Denotes management contract or compensatory plan arrangements.
|
† | See Item 15(a)(3) above. On request, copies of anyDenotes exhibit will be furnished to shareholders upon payment of the Company’s reasonable expenses incurred in furnishing such exhibits.is filed with this Form 10-K.
| (c)
| Financial Statement Schedules:
| | See Item 8 above.
|
103 * Denotes management contract or compensatory plan arrangements.
† Denotes exhibit is filed with this Form 10-K.
ITEM 16FORM 10-K SUMMARY None. Pursuant to the requirements of Section 13 or 15(d) 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. | | | CALERES, INC. | | | | | By: | /s/ Kenneth H. Hannah | | | Kenneth H. Hannah | | | Senior Vice President and Chief Financial Officer
| Senior Vice President and Chief Financial Officer |
Date: March 31, 2020 30, 2021 Know all men by these presents, that each person whose signature appears below constitutes and appoints Diane M. Sullivan and Kenneth H. Hannah his or her true and lawful attorney-in-fact and agent, with full power of substitution and resubstitution, for him or her and in his or her name, place and stead, in any and all capacities, to sign any and all amendments to this Annual Report on Form 10-K, and to file the same, with all exhibits thereto, and other documents in connection therewith, with the Securities and Exchange Commission, granting unto said attorney-in-fact and agent, full power and authority to do and perform each and every act and thing requisite and necessary to be done, as fully to all intents and purposes as he or she might or could do in person, hereby ratifying and confirming all that said attorney-in-fact and agent or his substitute or substitutes may lawfully do or cause to be done by virtue hereof. Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant, on the dates and in the capacities indicated. Signatures | | Date | | Title | | | | | | | | | | | /s/ Diane M. Sullivan | | | | | Diane M. Sullivan | | March 31, 202030, 2021 | | Chief Executive Officer President and Chairman of the | | | | | Board of Directors | | | | | (Principal Executive Officer) | /s/ Kenneth H. Hannah | | | | | Kenneth H. Hannah | | March 31, 202030, 2021 | | Senior Vice President and Chief Financial Officer | | | | | (Principal Financial Officer) | | | | | | /s/ Todd E. Hasty | | | | | Todd E. Hasty | | March 31, 202030, 2021 | | Senior Vice President and Chief Accounting Officer | | | | | (Principal Accounting Officer) | | | | | | /s/ W. Lee Capps
| | | | | W. Lee Capps
| | March 25, 2020 | | Director
| | | | | | | | | | | /s/ Lisa A. Flavin | | | | | Lisa A. Flavin | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Brenda Freeman | | | | | Brenda Freeman | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Lori H. Greeley | | | | | Lori H. Greeley | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Mahendra R. Gupta | | | | | Mahendra R. Gupta | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Carla C. Hendra | | | | | Carla C. Hendra | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Ward M. Klein | | | | | Ward M. Klein | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Steven W. Korn | | | | | Steven W. Korn | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Patricia G. McGinnis
| | | | | Patricia G. McGinnis
| | March 25, 2020 | | Director
| | | | | | | | | | | /s/ W. Patrick McGinnis | | | | | W. Patrick McGinnis | | March 25, 202024, 2021 | | Director | | | | | | | | | | | /s/ Wenda Harris Millard | | | | | Wenda Harris Millard | | March 25, 202024, 2021 | | Director | | | | | |
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