Ark
Restaurants
Corp.
2003 ANNUAL REPORT
The Company
Ark Restaurants Corp. (the “Registrant” or the “Company”) is a New York corporation
formed in 1983. Through its subsidiaries, it owns and operates 24 restaurants and bars, 12 fast
food concepts, catering operations, and wholesale and retail bakeries. Initially its facilities were
located only in New York City. At this time, 12 of the restaurants are located in New York City,
four are located in Washington, D.C., and eight are located in Las Vegas, Nevada. The
Company’s Las Vegas operations include three restaurants within the New York-New York Hotel
& Casino Resort, and operation of the resort’s room service, banquet facilities, employee dining
room and eight food court operations. The Company also owns and operates two restaurants, two
bars and four food court facilities at the Venetian Casino Resort, one restaurant at the Neonopolis
Center at Fremont Street, and one restaurant within the Forum Shops at Caesar’s Shopping
Center.
The Company will provide without charge a copy of the Company’s Annual Report on
Form 10-K for the fiscal year ended September 27, 2003, including financial statements and
schedules thereto, to each of the Company’s shareholders of record on February 6, 2004 and each
beneficial holder on that date, upon receipt of a written request therefore mailed to the
Company’s offices, 85 Fifth Avenue, New York, NY 10003 Attention: Treasurer.
2
Dear Shareholder:
We made good progress last year.
February 5, 2004
Long term bank debt was reduced by $10 million to a year end balance of $6.9 million. We
expect to have no long term debt balance by the June ’04 quarter.
The events of September 11, 2001 and the subsequent uncertain economic climate greatly tested
our balance statement, and the wisdom of a strong cash position became quite obvious. We were
fortunate to have good and growing cash flow from Las Vegas properties. Our plan is that new
investment will come from partners willing to accept financial risk while we provide management
services. We will be rewarded with management fees and cash flow incentives. This will greatly
reduce future balance sheet risk and accommodate the build up of cash, and result in more stable
earnings.
Sales from Las Vegas properties in this past year represented more than 50% of corporate
revenue. As we expand in Las Vegas and continue operations in other landmark properties, we
have learned that operating income from properties in casinos, train stations and public parks is
more reliable. With this in mind we will continue with the sale of underperforming assets that do
not measure to the criteria of a landmark location.
This past year was difficult in the Northeast. In no particular order we were confronted with an
underlying weak economic condition, atrocious weather patterns, a war and a blackout. The war
was particular in its effect on Washington, D.C. sales. There was no party business and tourism
remained nearly non existent. However, our Washington D.C. properties are very much the type
of locations this company should own. Sequoia and the Union Station restaurants are sizable
footprints, landmark locations with good lease positions. As Washington recovers, and we see
current evidence that this is taking place, there is reasonable expectation that the flow of sales
will return. The New York City restaurants are the most difficult at this time. We are not seeing
clearly, weather as well as the economy have been blinding, and other than Bryant Park, South
Street Seaport and The Grill Room the remaining locations, some of which still provide
acceptable returns on investment, are not on a par with those in Las Vegas and Washington. We
are presently contemplating the sale of four NYC restaurants where leases have become
expensive and cash flow is turning negative. The net effect of these planned actions will be
increased EBITDA and increased cash. And if ever again weather and economic conditions
improve we should experience an upturn in cash flow from New York.
Las Vegas should continue to grow sales and operating profits. Both New York New York and
the Venetian are experiencing increased demand dynamics. This past August we completed the
90 seat expansion of Gallagher’s as well as converting our unbranded ice cream to a Ben and
Jerry’s. Recently we added two new concepts, a Jodi Meroni’s Sausage Factory and a Bamboo
Express to replace Mango Hut in the fast food court. And in the next quarter we will convert our
Village Coffee to a Starbucks. At the Venetian we have finally secured a strong corporate sales
force and a much improved fast food management team. Venus and Lutece have also improved
throughout the year.
3
Presently we are in construction to build fast food facilities at two casino properties operated by
the Seminole Indian Tribe in Tampa and Hollywood, Florida. We have partners in this venture
who assumed the financial risk. We are optimistic that this will be a good project for our partners
and the company, and will use this financial structure as a template for future capital investment
in projects. In the past we have utilized our own capital as well as landlord contributions. While
we have had many successes we have also experienced failure and losses. By shifting financial
risk, we will bring stability to our balance sheet, and more risk adjusted opportunity to the
company. This model most likely will be welcomed by our shareholders and our shares.
We have a highly motivated and focused group of people employed at this company. I thank
them all the time for their efforts and loyalty.
Sincerely,
Michael Weinstein, President
4
ARK RESTAURANTS CORP.
Corporate Office
Michael Weinstein, President and Chief Executive Officer
Robert Towers, Executive Vice President, Chief Operating Officer and Treasurer
Robert Stewart, Chief Financial Officer
Vincent Pascal, Senior Vice President-Operations and Secretary
Paul Gorden, Senior Vice President-Director of Las Vegas Operations
Walter Rauscher, Vice President-Corporate Sales & Catering
Nancy Alvarez, Controller
Kathryn Green, Controller-Las Vegas Operation
Marilyn Guy, Director of Human Resources
Colleen Hennigan, Director of Operations-Washington Division
John Oldweiler, Director of Purchasing
Jennifer Sutton, Director of Operations and Financial Analysis
Joe Vasquez, Director of Facilities Management
Etty Scaglia, Director of Tour & Travel Sales
Evyette Ortiz, Director of Marketing
Associate
Andre Soltner, Lutece
Corporate Executive Chef
Bill Lalor
Executive Chefs
Chun Liao, Washington D.C.
Damien McEvoy, Las Vegas
Restaurant General Managers-New York
Liz Caro, The Grill Room
Debra Lomurno, America
David Feau, Lutece
Daisy Nova, Columbus Bakery I
Patricia Almonte, Columbus Bakery II
Stephanie Almonte, Columbus Bakery III
Kelly Gallo, Canyon Road
Bridgeen Hale, Metropolitan Café
Jennifer Baquierzo, El Rio Grande
Debra Lomurno, Sequoia
Donna Simms, Bryant Park Grill
Ridgley Trufant, Red
Ana Harris, Gonzalez y Gonzalez
Brian Ziffin, Jack Rose
Restaurant General Managers-Washington D.C.
5
Kyle Carnegie, Sequoia
Bender Ganiao, Thunder Grill
Matt Mitchell, America & Center Café
Restaurant Managers-Las Vegas
Rick Simmons, The Saloon
Charles Gerbino, Las Vegas Employee Dining Facility
Kristen Shubert, Gallagher’s
Paul Savoy, Village Streets
John Hausdorf, Las Vegas Room Service
Evan Wald, Tsunami Grill
Mary Massa, Gonzalez y Gonzalez
Marcel Serapio, America
John Page, Las Vegas Catering
David Simmons, Stage Deli
Claude Cevasco, Lutece
Restaurant Chefs-New York
Henry Chung, Jack Rose
Armando Cortes, The Grill Room
David Feau, Lutece
Rosalio Fuentes, Metropolitan Café
Carlos Garcia, Sequoia
Santiago Moran, Red
Virgilio Ortega, Columbus Bakery
Fermina Ramirez, El Rio Grande
Ruperto Ramirez, Canyon Road Grill
John McBride, America
Mariano Veliz, Gonzalez y Gonzalez
Gadi Weinreich, Bryant Park Grill
Restaurant Chefs-Washington D.C.
Michael Foo, America & Center Café
Chun Liao, Sequoia
Restaurant Chefs-Las Vegas
David Abraczinskas, Stage Deli
Arvy Dumbrys, America
Florence Duff, Tsunami Grill
Pedro Gonzalez, Vico’s Burritos
Luigi Guiga, Gallagher’s
Hector Hernandez, Banquet
John Miller, The Saloon
Frederic Labonne, Lutece
Robert Schwartz, Las Vegas Employee Dining Facility
Sergio Salazar, Gonzalez y Gonzalez
6
Selected Consolidated Financial Data
The following table sets forth certain financial data for the fiscal years ended in 1999
through 2003. This information should be read in conjunction with the Company’s Consolidated
Financial Statements and the notes thereto beginning at page F-1.
Years Ended
September 27, September 28, September 29,
2002
2001
(In thousands, except per share data)
2003
September 30,
2000
October 2,
1999
OPERATING DATA:
Total revenue
Cost and expenses
Operating income (loss)
Other income (expense), net
Income (loss) before provision for
income taxes and cumulative
effect of accounting change
Provision (benefit) for income taxes
Income (loss) before cumulative
effect on accounting change
Cumulative effect of accounting
charge—net
NET INCOME (LOSS)
NET INCOME (LOSS) PER SHARE:
$
116,593
(112,632)
$
115,657
(109,183)
3,961
414
4,375
1,056
3,319
-
3,319
6,474
(826)
5,648
1,419
4,229
-
4,229
$
119,887
$
111,884
(123,729)
(104,836)
$
127,553
(135,591)
(8,038)
(2,152)
(10,190)
(3,342)
(3,842)
(1,598)
(5,440)
(1,906)
(6,848)
(3,534)
-
(6,848)
(189)
(3,723)
7,048
23
7,071
2,576
4,495
-
4,495
Basic
Diluted
$
1.04
$
1.03
$
1.33
$
1.32
$
(2.15)
$
(2.15)
$
(1.17)
$
(1.17)
$
1.30
$
1.29
Weighted average number of shares
Basic
Diluted
BALANCE SHEET DATA
(end of period):
3,181
3,213
3,181
3,206
3,181
3,181
3,186
3,186
3,461
3,476
Total assets
$
43,635
$
47,960
$
53,091
$
66,297
$
46,709
Working capital (deficit)
Long-term debt
Shareholders’ equity
Shareholders’ equity per share
Facilities in operations—end of year,
including managed
(4,802)
7,226
24,826
7.80
(7,990)
9,547
21,446
6.74
(6,569)
21,700
17,173
5.40
(5,640)
24,447
24,065
7.55
(3,714)
6,683
28,843
8.33
41
41
47
49
42
7
Management’s Discussion and Analysis of Financial Condition and Results
of Operations
Accounting period
The Company's fiscal year ends on the Saturday nearest September 30. The fiscal years
ended September 27, 2003, September 28, 2002 and September 29, 2001 each included 52 weeks.
Revenues
Total revenues at restaurants owned by the Company increased by 0.8% from fiscal 2002
to fiscal 2003 and decreased by 9.4% from fiscal 2001 to fiscal 2002. Of the $936,000 increase
in revenues from fiscal 2002 to fiscal 2003, $585,000 is attributable to the recognition of a
previously deferred gain on the sale of a restaurant in October 1997 resulting from the resolution
of concerns regarding the Company’s ability to collect a note received in connection with the
sale. A review of the performance of this note and the security underlying it indicated that the
loss was no longer probable.
Same store sales increased 1.1 %, or $1,230,000, on a Company-wide basis from fiscal
2002 to fiscal 2003. This increase was the result of an 8.4%, or $4,491,000, increase in same
store sales at the Company’s Las Vegas restaurants offset by decreases in same store sales in New
York and Washington D.C. of 5.0% and 8.3%, respectively. The decreases in New York and
Washington D.C. were principally due to the residual effects on tourism of the terrorist attacks on
September 11th, the sluggish economy in these markets and record rainfalls in these areas during
late spring and early summer 2003 which limited the use of outdoor café seating. Menu prices
did not significantly change during fiscal 2003.
During the fourth quarter of 2002 the Company abandoned its restaurant and food court
operations at the Desert Passage, the retail complex at the Aladdin Resort & Casino in Las Vegas.
During fiscal 2002 sales decreased 42.9% at this location compared to fiscal 2001, resulting in the
Company’s decision to abandon these operations. If this decrease is excluded from same store
Las Vegas sales, the Company’s remaining operations in Las Vegas experienced a sales increase
of $190,000 during fiscal 2002.
Of the $11,896,000 decrease in revenues from fiscal 2001 to fiscal 2002, $3,282,000 is
attributable to the year long closure of the Grill Room restaurant located in 2 World Financial
Center, an office building adjacent to the World Trade Center site. This restaurant was damaged
in the September 11, 2001 attack and reopened in early fiscal 2003. A $256,000 increase in sales
is attributable to the opening of the Saloon at the Neonopolis Center in downtown Las Vegas.
Same store sales decreased 6.7% or $8,262,000, on a Company-wide basis from fiscal
2001 to fiscal 2002. The decrease in same store sales was 3.3% in Las Vegas, 8.1% in New York
and 13.7% in Washington D.C. Such decreases were principally due to a decrease in customer
counts. The change in menu prices did not significantly affect revenues. The Company believes
its fiscal 2002 revenues compared to fiscal 2001 were adversely affected by the terrorist attacks
on September 11th, the residual effects on tourism and the sluggish economy. While Las Vegas
8
has rebounded considerably in the past year, New York and Washington continue to experience
soft sales.
Other operating income, which consists of the sale of merchandise at various restaurants,
management fee income, door sales and for fiscal 2003 the reversal of the previously mentioned
provision, was $1,337,000 in fiscal 2003, $550,000 in fiscal 2002, and $546,000 in fiscal 2001.
Costs and Expenses
Food and beverage cost of sales as a percentage of total revenue was 25.1% in fiscal
2003, 24.9% in fiscal 2002 and 25.5% in fiscal 2001.
Total costs and expenses increased by $3,449,000, or 3.2%, from fiscal 2002 to fiscal
2003. Increases in rent, advertising and maintenance contributed to this increase. During the first
quarter of fiscal 2002 rent concessions granted by landlords in the aftermath of the September
11, 2001 disaster were in place. These concessions were not available during fiscal 2003 and as a
result of this, and other slight increases in rent levels, rent expense for fiscal 2003 increased by
$224,000 when compared to fiscal 2002. Also, sales increases in restaurants where the Company
pays a percentage rent resulted in an increase in percentage rent of $168,000 during fiscal 2003
compared to fiscal 2002. During fiscal 2003 advertising expenses increased by $623,000 over
fiscal 2002 as a result of increased advertising for the Lutece restaurant in New York and
additional advertising for the operations in Las Vegas. Maintenance expenses increased by
$548,000 during fiscal 2003 compared to fiscal 2002. After September 11, 2001 discretionary
spending was sharply restricted. Though the Company has continued to keep tight control over
spending, maintenance of restaurants has been performed when required and maintenance
delayed during fiscal 2002 has been completed.
Total costs and expenses decreased by $26,408,000, or 19.5%, from fiscal 2001 to fiscal
2002. The main reasons for this decrease in total costs and expenses include the reduction in
payroll expenses of $7,673,000 from fiscal 2001 to fiscal 2002 as a result of the Company’s
response to the events of September 11, 2001 and the continued weakened economy. Food and
beverage costs decreased $3,755,000 resulting from the decrease in food and beverage sales of
$11,900,000. Additionally, during fiscal 2001, total costs and expenses were adversely affected
by an asset impairment charge of $10,045,000 associated with the write down of the Company’s
Desert Passage restaurant and food court operations. Total costs and expenses were also
impacted in fiscal 2001 by a charge of $935,000 due to the cancellation of a development project.
Payroll expenses as a percentage of total revenues was 33.1% in fiscal 2003 compared to
32.3% in fiscal 2002 and 35.3% in fiscal 2001. Payroll expense was $38,583,000, $37,412,000
and $45,085,000 in fiscal 2003, 2002 and 2001, respectively. The Company aggressively adapted
its cost structure in response to lower sales expectations following September 11th and continues
to review its cost structure and make adjustments where appropriate. Head count stood at 2,003
as of year end 2003 compared to 1,959 and 2,070 at year-end 2002 and 2001 respectively.
Severance pay to key personnel was approximately $250,000 during fiscal 2002.
No pre-opening expenses and early operating losses were incurred during fiscal 2003 or
2002. The Company received a construction and operating allowance from the landlord for the
Saloon at the Neonopolis Center at Freemont Street in downtown Las Vegas, the one restaurant
opened in fiscal 2002. The Company incurred pre-opening and early operating losses at newly
opened restaurants of approximately $100,000 in fiscal 2001. The Company typically incurs
significant pre-opening expenses in connection with its new restaurants that are expensed as
9
incurred. Furthermore, it is not uncommon that such restaurants experience operating losses
during the early months of operation.
General and administrative expenses, as a percentage of total revenue, were 5.7% in
fiscal 2003, 5.7% in fiscal 2002 and 5.5% in fiscal 2001. General and administrative expenses
were adversely impacted by a $370,000 increase in casualty insurance costs during fiscal 2002.
General and administrative expenses in fiscal 2001 were impacted by $400,000 in legal expenses
incurred in connection with a potential transaction.
The Company managed one restaurant it did not own (El Rio Grande) at September 27,
2003, September 28, 2002 and September 29, 2001. Sales of this restaurant, which are not
included in consolidated sales, were $2,765,000 in fiscal 2003, $2,973,000 in fiscal 2002 and
$4,380,000 in fiscal 2001. The Company recently entered into agreements to manage 11 fast
food restaurants located in the Hard Rock Casinos in Hollywood and Tampa, Florida.
Interest expense was $732,000 in fiscal 2003, $1,212,000 in fiscal 2002 and $2,446,000
in fiscal 2001. The significant decrease from fiscal 2002 to fiscal 2003 and from fiscal 2001 to
fiscal 2002 is due to lower outstanding borrowings on the Company’s credit facility and the
benefit from rate decreases in the prime-borrowing rate. Interest income was $163,000 in fiscal
2003, $133,000 in fiscal 2002 and $150,000 in fiscal 2001.
Other income, which generally consists of purchasing service fees and other income at
various restaurants was $983,000, $253,000 and $144,000 for fiscal 203, 2002 and 2001,
respectively. Other income was impacted during fiscal 2003 by the Company receipt of $508,000
in World Trade Center Grants for four restaurants located in downtown New York that were
adversely impacted by the September 11, 2001 terrorist attacks.
Income Taxes
The provision for income taxes reflects Federal income taxes calculated on a consolidated
basis and state and local income taxes calculated by each New York subsidiary on a non-
consolidated basis. Most of the restaurants owned or managed by the Company are owned or
managed by a separate subsidiary.
For state and local income tax purposes, the losses incurred by a subsidiary may only be
used to offset that subsidiary's income, with the exception of the restaurants operating in the
District of Columbia. Accordingly, the Company's overall effective tax rate has varied depending
on the level of losses incurred at individual subsidiaries. Due to losses incurred in fiscal 2001 and
the carry back of such losses, the Company realized an overall tax benefit of 32.8% of such losses
in fiscal 2001. During fiscal 2002 the Company abandoned its restaurant and food court
operations at the Desert Passage, the retail complex at the Aladdin Resort & Casino in Las Vegas.
In fiscal 2002, the Company was able to utilize the deferred tax asset created in fiscal 2001, by
the impairment of these operations. The Company’s effective tax rate for fiscal 2003 was 24.1%.
During the year ended September 27, 2003, the Company decreased its allowance for the
utilization of the deferred tax asset arising from state and local operating loss carryforwards by
$445,000 in the current year based on the merger of certain unprofitable subsidiaries into
profitable ones.
The Company's overall effective tax rate in the future will be affected by factors such as
the level of losses incurred at the Company's New York facilities, which cannot be consolidated
for state and local tax purposes, pre-tax income earned outside of New York City and the
10
utilization of state and local net operating loss carry forwards. Nevada has no state income tax
and other states in which the Company operates have income tax rates substantially lower in
comparison to New York. In order to utilize more effectively tax loss carry forwards at
restaurants that were unprofitable, the Company has merged certain profitable subsidiaries with
certain loss subsidiaries.
The Revenue Reconciliation Act of 1993 provides tax credits to the Company for FICA
taxes paid by the Company on tip income of restaurant service personnel. The net benefit to the
Company was $793,000 in fiscal 2003, $741,000 in fiscal 2002 and $489,000 in fiscal 2001.
During fiscal 2002, the Company and the Internal Revenue Service finalized the
adjustments to the Company’s Federal income tax returns for fiscal years 1995 through 1998.
The settlement did not have a material effect on the Company’s financial statements.
Liquidity and Sources of Capital
The Company's primary source of capital has been cash provided by operations and funds
available from its main bank, Bank Leumi USA. The Company from time to time also utilizes
equipment financing in connection with the construction of a restaurant and seller financing in
connection with the acquisition of a restaurant. The Company utilizes capital primarily to fund
the cost of developing and opening new restaurants, acquiring existing restaurants owned by
others and remodeling existing restaurants owned by the Company.
The net cash used in investing activities in fiscal 2003 of ($1,851,000) was used for the
expansion of an existing restaurant in Las Vegas and for the replacement of fixed assets at
existing restaurants. The net cash used in investing activities in fiscal 2002 ($153,000) was
primarily used for the replacement of fixed assets at existing restaurants. The net cash used in
investing activities in fiscal 2001 ($1,891,000) was principally used for the Company's continued
investment in fixed assets associated with constructing new restaurants. In fiscal 2001 the
Company opened two bars at the Venetian in Las Vegas, Nevada (V-Bar and Venus).
The net cash used in financing activities in fiscal 2003 ($8,356,000), fiscal 2002
($8,072,000) and fiscal 2001 ($5,618,000) was principally due to repayments of long-term debt
on the Company’s main credit facility in excess of borrowings on such facility.
The Company had a working capital deficit of $4,802,000 at September 27, 2003 as
compared to a working capital deficit of $7,990,000 at September 28, 2002. The restaurant
business does not require the maintenance of significant inventories or receivables; thus the
Company is able to operate with negative working capital.
The Company’s Revolving Credit and Term Loan Facility (the “Facility”) with its main
bank (Bank Leumi USA), as amended in November 2001, December 2001 April 2002, and
February 2003, included a $26,000,000 credit line to finance the development and construction of
new restaurants and for working capital purposes at the Company’s existing restaurants. On July
1, 2002, the Facility converted into a term loan in the amount of $17,890,000 payable in 36
monthly installments of approximately $497,000. Upon amendment in February 2003, the term
loan was converted into a revolving loan. The credit line was reduced to $11,500,000 on June 29,
2003 and $8,500,000 on September 29, 2003 until the maturity date of February 12, 2005. The
Company had borrowings of $6,975,000 outstanding on this facility at September 27, 2003. The
loan bears interest at ½% above the bank’s prime rate and at September 27, 2003 and September
28, 2002, the interest rate on outstanding loans was 4.50% and 5.25% respectively. The Facility
11
also includes a $500,000 Letter of Credit Facility for use in lieu of lease security deposits. The
Company has delivered $495,000 in irrevocable letters of credit on this Facility at September 27,
2003. The Company generally is required to pay commissions of 1½% per annum on outstanding
letters of credit.
The Company's subsidiaries each guaranteed the obligations of the Company under the
Facility and granted security interests in their respective assets as collateral for such guarantees.
In addition, the Company pledged stock of such subsidiaries as security for obligations of the
Company under such Facility.
The Facility includes restrictions relating to, among other things, indebtedness for
borrowed money, capital expenditures, mergers, sale of assets, dividends and liens on the
property of the Company. The Facility also requires the Company to comply with certain
financial covenants at the end of each quarter such as minimum cash flow in relation to the
Company's debt service requirements, ratio of debt to equity, and the maintenance of minimum
shareholders' equity.
At September 29, 2001, the Company was not in compliance with several of the
requirements of the Facility principally due to the impairment charges incurred in connection
with its restaurant and food service operations at the Aladdin in Las Vegas, Nevada. The
Company received a waiver from the bank to cure the non-compliance. In December 2001, the
covenants were amended for forthcoming periods. During the year ended September 27, 2003,
the Company violated covenants related to a limitation on employee loans and maintaining
minimum cash flow in relation to the Company’s debt service requirements. The Company
received waivers from the bank for the covenants it was not in compliance with, for the year
ended September 27, 2003 and through December 30, 2003.
In April 2000, the Company borrowed $1,570,000 from its main bank at an interest rate
of 8.8% to refinance the purchase of various restaurant equipment at the Venetian. The note
which is payable in 60 equal monthly installments through May 2005, is secured by such
restaurant equipment. At September 27, 2003 the Company had $601,000 outstanding on this
facility.
The Company entered into a sale and leaseback agreement with GE Capital for
$1,652,000 in November 2000 to refinance the purchase of various restaurant equipment at its
food and beverage facilities in a hotel and casino in Las Vegas, Nevada. The lease bears interest
at 8.65% per annum and is payable in 48 equal monthly installments of $32,000 until maturity in
November 2004 at which time the Company has an option to purchase the equipment for
$519,000. Alternatively, the Company can extend the lease for an additional 12 months at the
same monthly payment until maturity in November 2005 and repurchase the equipment at such
time for $165,000.
The Company originally accounted for this agreement as an operating lease and did not
record the assets or the lease liability in the financial statements. During the year ended
September 29, 2001, the Company recorded the entire amount payable under the lease as a
liability of $1,600,000 based on the anticipated abandonment of the Aladdin operations. In 2002,
the operations at the Aladdin were abandoned and at September 27, 2003 $874,000 remained
accrued in other current liabilities representing future operating lease payments.
In September 2001, a subsidiary of the Company entered into a lease agreement with
World Entertainment Centers LLC regarding the leasing of premises at the Neonopolis Center at
12
Freemont Street for the restaurant Saloon. The Company provided a lease guaranty (“Guaranty”)
to induce the landlord to enter into the lease agreement. The Guaranty is for a term of two years
from the date of the opening of the Saloon, May 2002, and during the first year of the Guaranty
was in the amount of $350,000. Upon the first anniversary of the opening of the Saloon, May
2003, the Guaranty was reduced to $175,000 and it will expire in May 2004.
Contractual Obligations and Commercial Commitments
To facilitate an understanding of our contractual obligations and commercial
commitments, the following data is provided:
Contractual Obligations:
Long Term Debt
Operating Leases
Total
Within
1 year
Payments Due by Period
2-3 years
(in thousands of dollars)
4-5 years
After 5
years
$ 7,576 $ 350 $ 7,226 $ - $ -
46,572 7,988 15,727 8,751 14,106
Total Contractual Cash Obligations
$ 54,148 $ 8,338 $ 22,953 $ 8,751 $ 14,106
Amount of Commitment Expiration Per Period
Total
Within
1 year
2-3 years
4-5 years
(in thousands of dollars)
After 5
years
Other Commercial Commitments:
Letters of Credit
$
500
$
-
$
500
$
-
$
-
Total Commercial Commitments
$
500
$
-
$
500
$
-
$
-
Restaurant Expansion
The Company did not open any new restaurants in fiscal 2003. In fiscal 2002 the
Company opened one restaurant at the Neonopolis Center at Freemont Street in downtown Las
Vegas, Nevada (The Saloon). The Company opened two bars (V-Bar and Venus) at the Venetian
in Las Vegas, Nevada in fiscal 2001.
Critical Accounting Policies
The preparation of financial statements requires the application of certain accounting
policies, which may require the Company to make estimates and assumptions of future events. In
the process of preparing its consolidated financial statements, the Company estimates the
appropriate carrying value of certain assets and liabilities, which are not readily apparent from
other sources. The primary estimates underlying the Company’s financial statements include
allowances for potential bad debts on accounts and notes receivable, the useful lives and
recoverability of its assets, such as property and intangibles, fair values of financial instruments,
the realizable value of its tax assets and other matters. Management bases its estimates on certain
assumptions, which they believe are reasonable in the circumstances, and actual results could
13
differ from those estimates. Although management does not believe that any change in those
assumptions in the near term would have a material effect on the Company’s consolidated
financial position or the results of operation, differences in actual results could be material to the
financial statements.
The Company’s significant accounting policies are more fully described in Note 1 to the
Company's financials. Below are listed certain policies that management believes are critical.
Long-Lived Assets - The Company annually assesses any impairment in value of long-
lived assets to be held and used. The Company evaluates the possibility of impairment by
comparing anticipated undiscounted cash flows to the carrying amount of the related long-lived
assets. If such cash flows are less than carrying value the Company then reduces the asset to its
fair value. Fair value is generally calculated using discounted cash flows. Various factors such
as sales growth and operating margins and proceeds from a sale are part of this analysis. Future
results could differ from the Company’s projections with a resulting adjustment to income in such
period.
Deferred Income Tax Valuation Allowance – The Company provides such allowance due
to uncertainty that some of the deferred tax amounts may not be realized. Certain items, such as
state and local tax loss carry forwards, are dependent on future earnings or the availability of tax
strategies. Future results could require an increase or decrease in the valuation allowance and a
resulting adjustment to income in such period.
Accounting for Goodwill and Other Intangible Assets
During 2001, the FASB issued FAS 142, which requires that for the Company, effective
September 28, 2002, goodwill, including the goodwill included in the carrying value of
investments accounted for using the equity method of accounting, and certain other intangible
assets deemed to have an indefinite useful life, cease amortizing. FAS 142 requires that goodwill
and certain intangible assets be assessed for impairment using fair value measurement techniques.
Specifically, goodwill impairment is determined using a two-step process. The first step of the
goodwill impairment test is used to identify potential impairment by comparing the fair value of
the reporting unit (the Company is being treated as one reporting unit) with its net book value (or
carrying amount), including goodwill. If the fair value of the reporting unit exceeds its carrying
amount, goodwill of the reporting unit is considered not impaired and the second step of the
impairment test is unnecessary. If the carrying amount of the reporting unit exceeds its fair value,
the second step of the goodwill impairment test is performed to measure the amount of
impairment loss, if any. The second step of the goodwill impairment test compares the implied
fair value of the reporting unit’s goodwill with the carrying amount of that goodwill. If the
carrying amount of the reporting unit’s goodwill exceeds the implied fair value of that goodwill,
an impairment loss is recognized in an amount equal to that excess. The implied fair value of
goodwill is determined in the same manner as the amount of goodwill recognized in a business
combination. That is, the fair value of the reporting unit is allocated to all of the assets and
liabilities of that unit (including any unrecognized intangible assets) as if the reporting unit had
been acquired in a business combination and the fair value of the reporting unit was the purchase
price paid to acquire the reporting unit. The impairment test for other intangible assets consists of
a comparison of the fair value of the intangible asset with its carrying value. If the carrying value
of the intangible asset exceeds its fair value, an impairment loss is recognized in an amount equal
to that excess.
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Determining the fair value of the reporting unit under the first step of the goodwill
impairment test and determining the fair value of individual assets and liabilities of the reporting
unit (including unrecognized intangible assets) under the second step of the goodwill impairment
test is judgmental in nature and often involves the use of significant estimates and assumptions.
Similarly, estimates and assumptions are used in determining the fair value of other intangible
assets. These estimates and assumptions could have a significant impact on whether or not an
impairment charge is recognized and also the magnitude of any such charge. To assist in the
process of determining goodwill impairment, the Company obtains appraisals from independent
valuation firms. In addition to the use of independent valuation firms, the Company performs
internal valuation analyses and considers other market information that is publicly available.
Estimates of fair value are primarily determined using discounted cash flows and market
comparisons and recent transactions. These approaches use significant estimates and assumptions
including projected future cash flows (including timing), discount rate reflecting the risk inherent
in future cash flows, perpetual growth rate, determination of appropriate market comparables and
the determination of whether a premium or discount should be applied to comparables. Based on
the above policy, no impairment charge was recorded upon adoption or during the year ended
September 27, 2003.
Recent Developments
The Financial Accounting Standards Board has recently issued the following accounting
pronouncements:
SFAS No. 144, Accounting for the Impairment or Disposal of Long-Lived Assets,
supersedes existing accounting literature dealing with impairment and disposal of long-lived
assets, including discontinued operations. It addresses financial accounting and reporting for the
impairment of long-lived assets and for long-lived assets to be disposed of and expands current
reporting for discontinued operations to include disposals of a “component” of an entity that has
been disposed of or is classified as held for sale. The Company adopted this standard in the first
quarter of fiscal year 2003. The adoption of this standard did not have a material impact on the
Company’s financial statements; however, the Company will be required to separately disclose
the results of closed restaurants as discontinued operations in the future.
SFAS No. 146, Accounting for Costs Associated with Exit or Disposal Activities, was
issued in July 2002. SFAS No. 146 replaces current accounting literature and requires the
recognition of costs associated with exit or disposal activities when they are incurred rather than
at the date of commitment to an exit or disposal plan. The provisions of the Statement are
effective for exit or disposal activities that are initiated after December 31, 2002. The adoption of
this statement did not have a material effect on the Company’s financial statements.
FIN No. 45, Guarantor’s Accounting and Disclosure Requirements for Guarantees,
Including Indirect Guarantees of Indebtedness of Others, was issued in November 2002. This
interpretation elaborates on the disclosures to be made by a guarantor in its interim and annual
financial statements about its obligations under certain guarantees that it has issued. It also
clarifies that a guarantor is required to recognize, at the inception of a guarantee, a liability for the
fair value of the obligation undertaken in issuing the guarantee. The initial recognition and initial
measurement provisions of FIN No. 45 are applicable on a prospective basis to guarantees issued
or modified after December 31, 2002, while disclosure requirements are effective for interim or
annual periods ending after December 15, 2002. The Company adopted this standard in the first
quarter of fiscal year 2003. The adoption of this standard did not have a material impact on the
Company’s financial statements (see Note 8).
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SFAS No. 148, Accounting for Stock-Based Compensation - Transition and Disclosure
was issued in December 2002. This statement amends SFAS No. 123, Accounting for Stock-
Based Compensation, providing alternative methods of transition for a voluntary change to the
fair value based method of accounting for stock-based employee compensation. SFAS No. 148
also amends the disclosure requirements of SFAS No. 123 to require prominent disclosures in
both annual and interim financial statements about the method of accounting for stock-based
employee compensation and the effect of the method used on reported results. The Company has
adopted the disclosure-only provisions of SFAS No. 123 (see Note 10).
FIN No. 46, Consolidation of Variable Interest Entities, was issued on January 17, 2003.
Such Interpretation addresses consolidation of entities that are not controllable through voting
interests or in which the equity investors do not bear the residual economic risks and rewards.
The Interpretation provides guidance related to identifying variable interest entities and
determining whether such entities should be consolidated. In October 2003, the effective date of
FIN No. 46 was deferred for variable interests held by public companies in all entities that were
acquired prior to February 1, 2003. The deferral revised the effective date for consolidation of
these entities for the Company to the quarter ended December 27, 2003. The Company believes
the adoption of this standard will not have a material effect on its financial statements.
SFAS No. 149, "Amendment of Statement 133 on Derivative Instruments and Hedging
Activities" amends and clarifies accounting for derivative instruments, including certain
derivative instruments embedded in other contracts, and for hedging activities under SFAS No.
133. SFAS No. 149 is generally effective for contracts entered into or modified after June 30,
2003 (with a few exceptions) and for hedging relationships designated after June 30, 2003. The
adoption of this statement did not have a material impact on the Company’s financial statements.
SFAS No. 150, “Accounting for Certain Financial Instruments with Characteristics of
both Liabilities and Equity” improves the accounting for certain financial instruments that, under
previous guidance, issuers could account for as equity. The new statement requires that those
instruments be classified as liabilities in statements of financial position. This statement was
adopted by the Company in the quarter ended September 27, 2003, and it did not have a material
impact on the Company’s financial statements.
Quantitative and Qualitative Disclosures About Market Risk
The Company is exposed to market risk from changes in interest rates with respect to its
outstanding credit agreement with its main bank, Bank Leumi USA. Outstanding loans under the
agreement bear interest at prime plus one-half percent. Based upon a loan balance of $6,975,000
(at September 27, 2003), a 100 basis point change in interest rates would change annual interest
expense by $69,750.
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Market Information
The Company’s Common Stock, $.01 par value, is traded in the over-the-counter market
on the Nasdaq National Market under the symbol “ARKR.” The high and low sale prices for the
Common Stock from October 1, 2001 through September 27, 2003 are as follows:
Calendar 2001
Fourth Quarter
Calendar 2002
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Calendar 2003
First Quarter
Second Quarter
Third Quarter
High
$ 10.00
Low
$ 6.75
8.00
8.15
8.49
7.42
7.24
7.75
11.99
6.10
6.41
6.60
6.05
5.75
6.20
7.45
Dividends
The Company has not paid any cash dividends since its inception and does not intend to
pay dividends in the foreseeable future.
Number of Shareholders
As of December 21, 2003, there were 65 holders of record of the Company’s Common
Stock, $.01 par value. This does not include the number of persons whose stock is in nominee or
“street name” accounts through brokers.
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