2015 ANNUAL REPORT Dear Fellow Shareholders:
During 2015 we took important measures to strengthen our foundation to position us for improved financial results. Despite the
continued challenging macro and missy retail environment we remained highly focused on controlling the controllables. While
we did not achieve our overall financial expectations, we experienced sequential improvements in sales performance as we
progressed through the year, along with several other key highlights as follows:
• Continued the aggressive repositioning of our store base to offer our full size ranges – Missy, Petite, Women (“MPW”) –
through conversions and store openings, ending the year with 75% of our stores, including outlets, in the MPW format;
• Accelerated our eCommerce growth with a double-digit increase in sales together with gains in gross margin;
• Expanded merchandise margins as we increased penetration in key categories and basics, along with improved sourcing
initiatives;
• Managed our inventory prudently with store inventory per square foot down 12.9% versus last year;
• Invested thoughtfully in technology to advance our omni-channel initiative, upgraded our systems and enhanced their
security;
• Realigned our product development, buying, and merchandise planning and allocation functions while strengthening our
organization with additional talent; and
• Completed a comprehensive business evaluation with an outside independent firm which validated our strategic plans.
With much of 2016 ahead of us, we will continue to execute on our strategic initiatives and remain intently focused on increasing
customer engagement. We are excited about these key initiatives:
• Putting the “special” back into our specialty store experience in all store formats. This includes refining our product
selection to balance unique novelty with core basics, increasing frequency of newness as well as improving our overall
in-store presentation and ambiance;
• Further localizing our store assortments and re-balancing our outlet merchandise product mix. Also strengthening our
global sourcing structure, and continuing to upgrade our planning and allocation systems, all as part of our continuing
efforts to improve merchandise margins;
• Completing the implementation of our omni-channel technology solution and beginning to leverage the benefits of our
Customer First initiative to provide a seamless and fully integrated experience across all touchpoints; and
• Refreshing our loyalty program and reinvigorating our brand to strengthen and differentiate our positioning with a focus on
increasing our reach to raise awareness and attract new customers.
We are energized by the opportunities that lie ahead and remain confident in our ability to drive improvements in our operating
results which will further enhance shareholder value over the long-term.
I am extremely proud of the entire organization’s perseverance and am thankful for all of our Associates’ hard work and
dedication. We greatly appreciate the continued support and confidence of our Board of Directors, our shareholders and our
customers. Additionally, on behalf of the Company, I extend my sincere gratitude to each of the current Board members who are
not standing for reelection and welcome our four new director-nominees.
On behalf of Christopher & Banks Corporation
LuAnn Via
President and Chief Executive Officer
Making a difference
At Christopher & Banks, we are inspired to help the people in our communities. Through our connections
with several national and local organizations we strive to make our world a better place.
CHRISTOPHER & BANKS RAISES $2,000,000 FOR ST. JUDE IN 2015
We are so grateful to have friends and associates who share our passion
to find cures and save children with cancer and other life-threatening
diseases. Our partnership with St. Jude is a special one and is at the
center of our charitable relations. Since 2013 we have worked together
to raise over $3.3 million for St. Jude Children’s Research Hospital®
with $2 million donated in 2015 alone. We look forward to what we can
achieve in the years ahead and in watching these donations fuel St. Jude
in its mission: Finding cures. Saving children.®
Since 1995, Christopher & Banks has supported the National
Christopher & Banks began its partnership with the
Multiple Sclerosis Society and its Upper Midwest Chapter
Breast Cancer Research Foundation in 2012. Through
through walk sponsorship, corporate fundraising and jewelry
accessory merchandise sales and cash contributions,
sales. Additionally, we participate in the MS Scholarship
we have donated over $200,000 to date with continued
Program which provides financial services to college students
increased support each year. These donations help
impacted by MS. To date, we have raised over $2.0 million
the foundation in its mission to prevent and cure
which supports programs, services and funds critical research
breast cancer by advancing the world’s most promising
projects to develop treatments and ultimately find a cure.
research.
Our Amazing Women campaign, which launched in 2014, recognizes the contributions women make
to their families, friends, communities and society. We are thrilled to offer this campaign that
celebrates our belief that “Every Day, Women Do Amazing Things®.” As part of the prizes awarded,
we are proud to make a $500 donation to the charity selected by each Grand Prize winner. View
our videos and stories at www.christopherandbanks.com to find inspiration from women across the
country who make each day extraordinary.
AMAZING WOMENcontest “
Our focus is
on putting the
‘special’ back
into our
specialty store
experience.
“
Financial Highlights
OPER ATING RESULTS
(in thousands, except per share data)
Net sales
Operating (loss) / income
Net (loss) / income
(Loss) / income per share - diluted
OPER ATING STATISTICS
Operating margin
Comparable sales (2)
Sales per square foot
Return on average stockholders’ equity
Capital expenditures (in thousands)
NUMBER OF STORES
Beginning of Period
Opened
Closed
Conversions
End of Period
52-WEEKS ENDED
JANUARY 30, 2016
52-WEEKS ENDED
JANUARY 31, 2015
52-WEEKS ENDED
FEBRUARY 1, 2014
$ 383,828
$ (11,264)
$ (49,094) (1)
$
(1.33) (1)
(2.9)%
(8.3)%
$
167
(43.7)% (1)
$ 26,082
518
42
(19)
(23)
518
$ 418,584
$
$
$
9,415 (3)
47,126 (4)
1.24 (4)
2.2% (3)
(2.0)%
$
190
42.2% (4)
$ 20,270
560
23
(21)
(44)
518
$ 435,754
$
$
$
8,876
8,690
0.23
2.0%
(8.0)%
$
188
10.7%
$
8,544
608
8
(35)
(21)
560
NET SALES
(millions)
NET INCOME/(LOSS)
(millions)
INCOME/(LOSS)
per share - diluted
NUMBER OF STORES
BY FORMAT
.
8
3
8
3
$
.
6
8
1
4
$
.
8
5
3
4
$
.
)
1
(
)
1
9
4
(
$
.
)
4
(
1
7
4
$
.
7
8
$
)
1
(
)
3
3
1
(
$
.
)
4
(
4
2
1
$
.
3
2
0
$
.
518
518
560
31
61
135
333
44
216
85
173
77
314
60
67
Christopher & Banks
C.J. Banks
MPW* Stores
Outlets
52-WEEKS
ENDED
1/30/2016
52-WEEKS
ENDED
1/31/2015
52-WEEKS
ENDED
2/1/2014
52-WEEKS
ENDED
1/30/2016
52-WEEKS
ENDED
1/31/2015
52-WEEKS
ENDED
2/1/2014
52-WEEKS
ENDED
1/30/2016
52-WEEKS
ENDED
1/31/2015
52-WEEKS
ENDED
2/1/2014
1/30/2016
1/31/2015
2/1/2014
*Missy, Petite, Women
(1) Includes a $37.5 million, or $1.02 per share, valuation allowance on our deferred tax assets.
(2) Comparable sales calculation includes merchandise sales for stores operating for at least 13 full months, stores relocated within the same mall, and eCommerce sales.
Comparable sales calculation excludes stores converted to the MPW format for 13 full months post conversion and store remodels or relocations with square footage changes
exceeding 25 percent for 13 full months post change.
(3) Includes $3.6 million negative impact for an error correction related to deferred rent expense.
(4) Includes a $41.3 million, or $1.09 per diluted share, reversal of a valuation on deferred tax assets and $2.2 million, or $0.06, per diluted share, after-tax negative impact for the
error correction related to deferred rent expense.
© 2016 Christopher & Banks Corporation
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
(cid:58)(cid:58) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended January 30, 2016
or
(cid:133) TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the period from to
Commission File No. 001-31390
CHRISTOPHER & BANKS CORPORATION
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
2400 Xenium Lane North, Plymouth, Minnesota
(Address of principal executive offices)
06 - 1195422
(I.R.S. Employer
Identification No.)
55441
(Zip Code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Common Stock, par value $0.01 per share
Name of each exchange on which registered
New York Stock Exchange
Registrant’s telephone number, including area code (763) 551-5000
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.
(cid:133) YES (cid:58) NO(cid:3)
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. (cid:133) YES (cid:58) 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. (cid:58) YES (cid:133) NO
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted
and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files). (cid:58) YES (cid:133) NO
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s
knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. (cid:133)
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer or a smaller reporting company. See the definitions of
“large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer (cid:133)
Non-accelerated filer (cid:133)
(Do not check if a smaller reporting company)
Accelerated filer (cid:58)
Smaller reporting company (cid:133)
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). (cid:133) YES (cid:58) NO
The aggregate market value of the Common Stock, par value $0.01 per share, held by non-affiliates of the registrant as of July 31, 2015, was approximately $117.3 million
based on the closing price of such stock as quoted on the New York Stock Exchange ($3.23) on such date.
The number of shares outstanding of the registrant’s Common Stock, par value $0.01 per share, was 37.1 million as of March 11, 2016 (excluding treasury shares of 9.8
million).
Portions of the Registrant’s Proxy Statement for the Annual Meeting of Stockholders to be held (the “Proxy Statement”) are incorporated by reference into Part III.
DOCUMENTS INCORPORATED BY REFERENCE
CHRISTOPHER & BANKS CORPORATION
2015 ANNUAL REPORT ON FORM 10-K
TABLE OF CONTENTS
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
Item 4A.
Item 5.
Item 6.
Item 7.
Item 7A.
Item 8.
Item 9.
Item 9A.
Item 9B.
Item 10.
Item 11.
Item 12.
Item 13.
Item 14.
Item 15.
PART I
Business
Risk Factors
Unresolved Staff Comments
Properties
Legal Proceedings
Mine Safety Disclosures
Executive Officers of the Registrant
PART II
Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer
Purchases of Equity Securities
Selected Financial Data
Management’s Discussion and Analysis of Financial Condition and Results of
Operations
Quantitative and Qualitative Disclosures About Market Risk
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial
Disclosure
Controls and Procedures
Other Information
Directors, Executive Officers and Corporate Governance
Executive Compensation
PART III
Security Ownership of Certain Beneficial Owners and Management and Related
Stockholder Matters
Certain Relationships and Related Transactions, and Director Independence
Principal Accounting Fees and Services
Exhibits, Financial Statement Schedules
Signatures
PART IV
Page
2
7
19
19
21
21
21
23
25
26
41
41
71
71
72
72
72
73
73
73
74
79
1
PART I
ITEM 1. BUSINESS
Overview
Christopher & Banks Corporation is a national specialty retailer featuring exclusively-designed, private-brand women’s
apparel and accessories. We offer our customers an assortment of classic and versatile clothing for her everyday needs at
a good value. Our merchandise is developed for women of all sizes, age 40 and older with an income level from
moderate to above average.
We operate an integrated, omni-channel business platform that is designed to provide customers a seamless retail
experience with the ability to shop when and where they want, including retail stores, outlet stores, online and mobile.
This allows our customers to browse, purchase, return, or exchange our merchandise through the channel that is optimal
for her.
Unless otherwise noted, the use of the terms “the Company”, “we”, “us” and “our” in this Annual Report on Form 10-K
refers to Christopher & Banks Corporation and its wholly owned subsidiaries, Christopher & Banks, Inc. and
Christopher & Banks Company.
Our Brand
Christopher & Banks Corporation was incorporated in 1986 to acquire Braun’s Fashions, Inc., which had operated as a
family-owned business since 1956. We became a publicly traded corporation in 1992 and, in July 2000, our stockholders
approved a company name change from Braun’s Fashions Corporation to Christopher & Banks Corporation. Christopher
& Banks caters to missy and petite sized customers. In 2000, we introduced our women’s plus sized collection under the
name C.J. Banks.
We offer merchandise assortments that reflect a balance of novelty and basic core pieces, at affordable prices. We
emphasize comfort and easy care in classic and relevant fashion. To differentiate ourselves from our competitors, our
buyers, working in conjunction with our product development teams, strive to create a merchandise assortment of
coordinated outfits, the majority of which are manufactured exclusively for us under our proprietary Christopher &
Banks ® and C.J. Banks ® names.
Our Channels
Our Christopher and Banks (“CB”) stores offer merchandise assortments in women’s apparel and accessories for
missy sizes 4 to 16 and petite sizes 4P to 16P.
Our C.J. Banks (“CJ”) stores offer merchandise assortments in similar women’s apparel and accessories for
women’s sizes 14W to 26W.
Our Missy, Petite, Women (“MPW”) stores, outlet stores, and online or web store offer merchandise assortments from
both Christopher and Banks and C.J. Banks in all three size ranges resulting in greater opportunity to service our
customers and improve our store productivity.
Our Vision
Our vision is to be our customer’s trusted brand by delivering style and value every day.
Our Mission
Our mission is to provide her with the style and versatility that reflects who she is, the lasting quality and affordable
value that she expects, and the personalized attention that she deserves.
2
Our Strategy
We strive to provide our customer with experiences that make her look and feel her best.
Our strategy includes three key initiatives:
(cid:120) Bring the “special” back to our specialty store
(cid:120)
(cid:120) Leverage our omni-channel capabilities
Increase brand awareness and drive engagement
Bring the “Special” Back to Our Specialty Store
We are committed to ensuring we consistently meet our customers’ needs with differentiated styles that fit her lifestyle.
We intend to increase the breadth of our fashion offering and ensure frequent newness to encourage repeat visits and
increased spend. We also will continue our focus on expanding on our new categories to augment her wardrobe needs.
We will continue to localize our store assortments, tailoring our offerings by market type and customer size.
Our focus remains on cultivating and delivering a true “specialty” shopping experience through exceptional customer
service and inspirational merchandising presentations. We have a highly loyal customer base largely attributable to our
shopping environment and our engaged, knowledgeable store associates. Our associates have long-term relationships
with our customers and understand their preferences to assist them in selecting styles that makes them look and feel their
best. We believe this genuine service focus is a competitive advantage and is key in our omni-channel approach.
As we continue to convert to the MPW store format, we have re-merchandised our product placement and visual
elements to assist customers of all sizes more easily find the product they seek.
Increase Brand Awareness and Drive Engagement
We have a very loyal customer base that is highly engaged. As such, we will continue to leverage our direct and digital
marketing channels to encourage our customer to shop more frequently and increase her spend with us. During the fiscal
year, we also will be focused on increasing our brand awareness to acquire new customers. We intend to invest
incremental marketing spend to build the brand through refreshing our creative brand, look and feel, and by expanding
our marketing mix during the latter part of the year.
We continue to be focused on maximizing the benefits of our customer relationship management ("CRM") system
database and Friendship Rewards Loyalty Program (“Friendship Rewards”) to strengthen our engagement with our
customers. Friendship Rewards is a point-based program where members earn points based on purchases and other
interactions with us. After reaching a certain level of accumulated points, members are rewarded with a certificate which
may be applied towards purchases at our stores or on our web site. The program has helped us build our customer file in
our database, allowing us to analyze purchasing behavior and to communicate more effectively with our customers.
Early in fiscal 2016, we plan to launch a more personalized reward system that is differentiated by level of purchase
activity and provides enhanced benefits as customers achieve the next reward level.
Leverage Our Omni-Channel Capabilities
During fiscal 2015, we made significant investments in support of developing our integrated, omni-channel strategy
which is designed to provide customers a seamless retail experience together with the ability to shop when and where
they want, including retail stores, outlet stores, online and mobile. Our omni-channel investments will enable us to
address multiple customer touch points to drive spend and build our brand awareness. Our customers will be able to
browse merchandise in one channel and consummate a transaction in a different channel. At the same time, our
customers have the option to return merchandise to a store or to our third-party distribution center, regardless of the
original channel used for purchase.
3
Our Merchandise
Our merchandise assortments include mostly exclusive designs of women’s apparel, generally consisting of casual
clothing, everyday basics, wear-to-work, leisure / active wear, and sleepwear in missy, petite and women sizes. The
Company also offers a selection of jewelry and accessories, including footwear to complement our customer’s wardrobe.
While each store offers a base merchandise assortment, store assortments vary to reflect individual store demands and
local market preferences. We design our products and merchandise them in our stores and through our website in a
coordinated manner intended to drive the number of units per transaction. On average, our customers purchase two to
three items per transaction.
Our Operations
All of the Company operations are located in the United States. Merchandise selection, pricing and promotions,
procurement and sourcing, marketing and advertising, and labor deployment across all channels are centrally
managed at our corporate headquarters. In addition, functional support capabilities (e.g. human resources, finance,
legal) are generally performed at our corporate location. We also have field operations that support our retail teams.
Our retail stores have procedures for transaction processing, customer experience, merchandise display, inventory
management, asset protection, and staff training.
Our Stores
As of January 30, 2016, we operated 518 stores in 45 states. The following table illustrates the change in store count and
store format by fiscal year:
Store Count Rollforward
Stores as beginning of year
Opened
Closed
Conversions
Stores at end of year
Stores by Format
MPW
Outlet
Christopher and Banks
CJ Banks
Total Stores
560
23
2015 2014 2013 2012 2011
775
608
518
31
8
42
(19) (21) (35) (85) (120)
—
(21)
686
560
686
7
(23)
518
(44)
518
—
608
2015 2014 2013 2012 2011
62
314
23
77
402
67
199
60
686
518
40
25
383
160
608
216
44
173
85
518
61
31
333
135
560
We believe that the investments we have made in our stores, particularly the MPW and Outlet formats, represent a
significant asset that we can leverage in our strategies to improve performance. When our foundational investments
in an omni-channel platform are completed this fiscal year, we will have the ability to provide our customer with
the ability to review inventory availability and shop when, where and how she wants.
We continue to be pleased with the overall performance of our MPW stores, which generate higher productivity per
square foot, higher gross margin and higher operating margin than the predecessor CB or CJ store formats. We will
continue the conversion of the majority of the remaining Christopher & Banks and CJ Banks stores to the MPW format
over the next two years.
Our new store growth strategy will be focused primarily on outlets. These stores enable us to expand our customer reach
to new geographies and heighten brand awareness. Our outlet stores contain a mixture of core merchandise, made-for-
outlet merchandise and clearance merchandise. The made-for-outlet product carries a higher margin than the clearance
items from our retail store base. We regularly review the appropriate ratio of made-for-outlet and clearance merchandise
4
for our outlets and adjust that ratio as appropriate. We see an ongoing growth opportunity in our outlet business and
believe we can successfully operate approximately 100 outlet locations.
Our Website
Our website at www.christopherandbanks.com provides customers the ability to browse our offerings, locate our
stores, and order merchandise online. Our website is designed to be an extension of our brand and is key to our
developing omni-channel strategy. The online merchandise assortment consists of a combination of exclusive styles
as well as special sizes and lengths. We offer online customers the option to return items in our stores. For fiscal
2016, we will continue to focus on our omni-channel opportunity with the launch of a new web platform with
enhanced functionality to improve our customer’s experience.
Competition
The women’s retail apparel business is highly competitive and includes regional, national and international department
stores, specialty stores, boutique stores, catalog companies, and online retailers. Many of these competitors have greater
name recognition and some of these competitors may have greater financial, marketing and other resources compared to
us. We compete in the specialty retail space by offering unique, classic and versatile clothing that fits her everyday needs
at a good value. We believe our visual merchandise presentation, attentive customer service and physical store locations
supplement our compelling value proposition.
Global Sourcing and Product Sourcing
We utilize a broad base of manufacturers located throughout the world that we believe produce goods at the level of
quality that our customers desire at a competitive price. For the most recently completed fiscal year, our ten largest
suppliers accounted for approximately 70% of the merchandise we purchased, and we purchased 30% and 10% of our
goods respectively from our two largest suppliers.
We purchase our merchandise using purchase orders and, therefore, are not subject to long-term production
contracts with any of our vendors, manufacturers, or buying agents. We intend to continue our efforts to maximize
our purchasing power by consolidating the number of key suppliers with consideration for the potential risk of
limiting our manufacturing flexibility.
We may take ownership to product in the foreign country where the factory is located, at a designated point of entry
into the United States, or at our distribution center depending on the specific terms of the sale. Most of our sourcing
activities are performed by a single-shared sourcing and procurement function. We believe that this function,
working in concert with our key supply chain partners, will deliver high quality apparel and accessories at a lower
cost while providing the opportunity to minimize freight costs through consolidation. We believe that the decision
to centralize our sourcing and procurement operations has helped us mitigate the impact of higher sourcing costs.
Typical lead times for delivery of our merchandise are 90 to 150 days from the date of order placement, however
we have the ability to expedite the sourcing of merchandise in those cases where we see an opportunity to garner
incremental sales on those items that have resonated with our customer. In addition we will purchase domestically
when demand warrants.
We expect product costs, including the cost of cotton, to remain relatively constant in fiscal 2016.
Merchandise Distribution
We centrally distribute most of our products sold in our stores from our distribution center located in Plymouth,
Minnesota. New merchandise is generally received each week day at our corporate distribution center. After arrival,
merchandise is sorted and packaged for shipment to individual stores or is held for future store replenishment.
Merchandise is generally pre-ticketed with price and related informational tags at the point of manufacture.
5
Merchandise is typically shipped to our stores via third-party delivery services multiple times per week, providing
our stores with a steady flow of new inventory.
Merchandise sold through our eCommerce channel is delivered directly to the customer through a third-party
service provider.
Information Technology
Our information technology strategy is intended to provide a platform for an integrated, omni-channel retail experience.
Our information systems are designed to enable us to obtain, analyze, and take action on information in a timely fashion.
We are committed to leveraging technology to maintain effective financial and operational controls.
We continue to make investments in capabilities that will allow us to better manage the flow of product. Existing and
anticipated system enhancements are intended to allow our teams to analyze store-level data to tailor the merchandise
assortment to the demographics of the surrounding community. We expect these insights will lead to improved
merchandise assortments thereby generating higher unit velocity and improved average unit retail, which should translate
into higher merchandise margins.
We are committed to evolving change management and portfolio management processes and standards to improve the
security of our data and our customers’ information as well as to maintain effective financial and operational controls.
We have established an information security infrastructure and methodology which can adapt to the evolving needs of
the business in an effort to ensure the appropriate safeguarding of assets and secure and reliable customer transactions.
Employees
As of January 30, 2016, we employed approximately 4,355 associates, approximately 31% of whom were full-time
employees and the balance of whom were part-time employees. The number of part-time employees fluctuates during
peak selling periods. Approximately 220 of our associates are employed at our corporate office and distribution center
facility, with the majority of the associate population employed in our store field organization. We have no collective
bargaining agreements covering any of our employees, have never experienced a work stoppage and are unaware of any
efforts or plans to organize our employees. We consider relations with our employees to be good.
Trademarks and Service Marks
We are the owner of certain registered and common law trademarks and service marks (collectively referred to as
“Marks”).
Our wholly owned subsidiary, Christopher & Banks Company, is the owner of the federally registered
Marks “christopher & banks ®,” which is our predominant private brand, and “cj banks ®,” our private
brand for women sizes 14W to 26W.
In the opinion of management, our rights in the Marks are important to our business and are recognized in the
women’s retail apparel industry. Accordingly, we intend to maintain our Marks and the related registrations and
applications. U.S. trademark registrations are for a term of ten years and are renewable every ten years as long as
the trademarks are used in the regular course of trade. We are not aware of any claims of infringement or other
challenges to our rights to use any registered Marks in the United States.
Seasonality
Our quarterly results may fluctuate significantly depending on a number of factors, including general
economic conditions, consumer confidence, customer response to our seasonal merchandise mix, timing
of new store openings, adverse weather conditions, and shifts in the timing of certain holidays and
promotional events.
6
Working Capital
We fund our business operations through a combination of cash and cash equivalents, short-term investments and
cash flows generated from operations. In addition, our revolving credit facilities are available for additional
working capital needs, for general corporate purposes and investment opportunities.
Effective inventory management is critical to our success. We employ various methods to manage inventory levels
including demand forecasting, optimal allocations, and various forms of inventory replenishment. We seek to
minimize markdowns through effective inventory management.
Available Information
Our investor relations website is located at www.christopherandbanks.com. Through this website, we make
available free of charge, our Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on
Form 8-K, and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities
Exchange Act of 1934, as amended, (the “Exchange Act”), as soon as reasonably practicable after we file such
material with, or furnish it to, the U.S. Securities and Exchange Commission (“SEC”).
Our Corporate Governance Guidelines, Code of Conduct, Ethical Principles, and of our Board of Directors committee
charters are also available free of charge at our investor relations website.
ITEM 1A. RISK FACTORS
Our business is subject to a variety of risks. Thus, an investment in our stock is also subject to risk. The following risk
factors should be read carefully in connection with evaluating our business and the forward-looking statements that are
contained in this Annual Report on Form 10-K (“Report”), as well as certain of our other filings with the SEC. Any of
the following risks and uncertainties could materially adversely affect our business, financial condition, results of
operations, cash flow, the trading price of our stock and/or the outcome of matters with respect to which forward-looking
statements are made in this Report. The risk factors described below should not be construed as an exhaustive list of all
the risks we face. There may be other risk factors not identified in this Report, that are either not presently known to us
or that we currently believe to be immaterial, that could cause materially adverse effects.
All of our stores are located within the United States, making us highly susceptible to macroeconomic conditions and
consumer confidence in the United States, and both of these factors may have a significant impact on consumer demand
for our apparel and accessories.
The demand for our products is influenced by national, regional and local economic factors, and how those factors in
turn influence consumer spending levels. Apparel retailing is a cyclical industry that is highly dependent upon the
overall level of consumer spending. Purchases of specialty apparel and related goods tend to be highly correlated with
levels of disposable income for consumers and overall consumer confidence. Because apparel generally is a
discretionary purchase, declines in consumer spending may have a more negative effect on apparel retailers than on other
retailers.
Factors that could adversely affect the demand for our products include recessionary economic cycles, higher interest
rates, higher fuel and other energy costs, inflation, increases in commodity prices, higher levels of unemployment, higher
consumer debt levels, higher tax rates and other changes in tax laws, any or all of which could have an adverse impact on
our sales, results of operations and cash flow.
In addition, economic conditions could negatively impact the Company's retail landlords and their ability to maintain
their shopping centers in a first-class condition and otherwise perform their obligations, which in turn could negatively
impact our sales, results of operations and cash flow.
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The geographic concentration of our stores makes us particularly susceptible to economic conditions in a small number
of states.
A significant portion of our total sales is derived from stores located in ten states: Illinois, Indiana, Iowa, Michigan,
Minnesota, Missouri, Ohio, New York, Pennsylvania and Wisconsin. Therefore, we are particularly dependent on local
economic conditions in these states. An economic downturn in any of these states that leads to decreased consumer
spending could have a disproportionate negative impact on our sales, results of operations and cash flow.
The ability to attract customers to our stores that are located in regional malls and other shopping centers depends
heavily on the success of the malls and the centers in which our stores are located, and any decrease in customer traffic
to these malls and centers could cause our sales to be less than expected, which could adversely affect our results of
operations and cash flow.
The majority of our current stores are located in shopping malls and other retail centers. Sales at these stores are derived
in considerable part from the volume of traffic generated in those malls or retail centers and surrounding areas. To take
advantage of customer traffic and the shopping preferences of our customers, we need to maintain or acquire stores in
desirable locations where competition for suitable store locations is strong. Our stores benefit from the ability of nearby
tenants to generate consumer traffic near our stores, and the continuing popularity of the regional malls and outlet,
lifestyle and power centers where our stores are located. Customer traffic and, in turn, our sales volume may be
adversely affected by a wide variety of factors. A continued reduction in customer traffic could result in lower sales and
leave us with excess inventory. In such circumstances, we may have to respond by increasing markdowns or initiating
marketing promotions to reduce excess inventory, which could adversely impact our financial results and business.
Improving our store productivity will be largely dependent upon the performance of our missy, petite and women’s
format (“MPW stores”) including our outlet stores, as well as in maintaining or increasing customer traffic in our stores
and converting that traffic into sales.
Improving the profitability of our existing stores and optimizing store productivity is critical to achieving sales growth
and returning to profitability.
Over the past several years, the Company has opened a number of outlet stores and either opened or converted existing
stores into MPW stores such that approximately 75% of our stores (including outlets) at fiscal year-end were in the MPW
format. We expect that the conversion of stores to the MPW format and the opening of additional outlet stores will
continue but at a slower pace than the past two to three years. The transition of the majority of our stores to the MPW
format has resulted in certain operational challenges and tested our existing systems, which management continues to
address. If we are unable to improve the overall performance and store productivity of the MPW stores, our revenues,
margins, liquidity and results of operations could be adversely affected.
We are subject to risks associated with leasing all of our store locations.
We currently lease all of our store locations. Our leases range from month-to-month to approximately ten years in length.
A number of our leases have early termination provisions that apply if we do not achieve specified sales levels after an
initial term and, in some cases, allow us to pay rent based on a percent of sales if we fail to achieve certain specified
sales levels. The leases for approximately 11% of our store base expire between February 1, 2016 and January 31, 2017,
including those leases which are month to month. We believe that, over the last few years, we have generally been able
to negotiate favorable rental rates and extend leases due, in part, to the state of the economy and higher than usual
vacancy rates. It is possible this trend may not continue and that we may not be able to renew our leases on as favorable
terms, or in certain circumstances, at all. As a result, we may need to pay higher occupancy costs or close stores, which
could adversely impact our financial performance, results of operations and ability to generate positive cash flow.
Our long-term growth plan is dependent upon our ability to successfully implement our strategic and tactical initiatives.
The Company has a strategic growth plan that contemplates growth in sales per store and sales per square foot; improved
selling, general and administrative expense leverage; and gross margin expansion intended to result in improved
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operating income as a percentage of net sales over the long term. Our ability to achieve our strategic growth plan
depends upon a variety of factors, including a number of factors that are beyond our control. If we are unable to
successfully implement and execute the strategic and tactical initiatives underlying our growth plan, our results of
operations could be adversely affected.
If we are unable to achieve and sustain an acceptable level of gross margin, it could have a material adverse impact on
our business, profitability and liquidity.
We experienced a decline in our overall gross margin in fiscal 2015, as compared to the prior fiscal year. Our ability to
reverse this trend and improve our gross margin is subject to a variety of challenges. The apparel industry is subject to
significant pricing pressure caused by many factors. These factors may cause us to reduce our sales prices to consumers,
which could cause our gross margin to decline further if we are unable to appropriately manage inventory levels and/or
otherwise offset price reductions with comparable reductions in our operating costs or cost of goods. If our sales prices
decline and we fail to sufficiently reduce our product costs or operating expenses, it will adversely impact our operating
income. This could have a material adverse effect on our results of operations, liquidity and financial condition.
Our sales and results of operations could be adversely affected if we fail to retain or recruit key personnel as well as
attract, develop and retain qualified employees.
Our performance is highly dependent on attracting and retaining qualified employees, including our senior management
team and other key employees. Our strategy of offering high quality services and assistance to our customers requires a
highly trained and engaged workforce. The turnover rate in the retail industry is relatively high, and there is an ongoing
need to recruit and train new employees. Factors that affect our ability to maintain sufficient numbers of qualified
employees include employee morale, our reputation, unemployment rates, competition from other employers and our
ability to offer appropriate compensation packages. In we are unable to recruit, train and assimilate a sufficient number
of qualified sales associates that may impair our efficiency and effectiveness in serving our customers. In addition, a
significant amount of turnover of senior management employees with specific knowledge relating to us, our operations
and our industry may negatively impact our operations.
We operate in a highly competitive retail apparel industry. The size and resources of some of our competitors may allow
them to compete more effectively than we can, which could reduce our revenues and gross margin.
The women's specialty retail apparel business is highly competitive. We believe we compete primarily with department
stores, specialty stores, discount stores, mass merchandisers, and online businesses that sell women's apparel. Many of
our competitors are significantly larger with greater financial, distribution, marketing and other resources available to
them, may offer a broader selection of merchandise than we do, and have greater brand recognition and comparatively
lower costs of operations. They may be able to adapt to changes in customer preferences more quickly, devote greater
resources to the marketing and sale of their products or adopt more aggressive pricing policies than we can. Given their
greater financial resources and larger staff, our competitors may be better able to prioritize and manage large or complex
projects, as well as respond more quickly to economic, operational, regulatory or organizational changes. Further, we do
not typically advertise using television or radio media and thus do not reach customers through methods some of our
competitors may use. In addition to competing for sales, we compete for favorable store locations, lease terms and
qualified associates. Increased competition in any of these areas may result in higher costs, which could reduce our
revenue and gross margins.
Failure to maintain our reputation and brand image or to successfully execute our marketing initiatives could have a
negative impact on our business.
Our ability to maintain our brand image and reputation is integral to our business as well as the implementation of
strategies to expand it. Maintaining, promoting and growing our brand will depend largely on the success of our design,
merchandising and marketing efforts and our ability to provide a consistent, high-quality customer experience. In
addition, while our brand is mature, our success depends on our ability to retain existing customers and attract new
customers to shop our brand, both in-store and online. Successful marketing efforts require the ability to reach customers
through various methods of communication. A number of our marketing programs are planned well in advance of the
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date by which the related product is available for sale. Our inability to accurately predict our customers’ preferences, to
utilize their desired mode of communication, or to ensure availability of advertised products could adversely affect our
business and operating results. In addition, failure to achieve consistent, positive performance or the receipt of negative
publicity could adversely impact our brand and the brand loyalty of our customers, which would adversely impact our
business.
Our ability to anticipate or react to changing consumer preferences in a timely and accurate manner and offer a
compelling product at an attractive price impacts our sales, gross margins and results of operations.
Our success largely depends on our ability to consistently gauge and respond on a timely basis to fashion trends and
provide a balanced assortment of merchandise that satisfies changing fashion tastes and customer demands for style, fit,
quality and price, which preferences can vary considerably throughout the geographic areas in which we
operate. Forecasting consumer demand for our merchandise and allocating the right amount and sizes of such
merchandise to individual stores can be challenging. In addition, our merchandise assortment differs from season to
season and, at any given time, our assortment may not resonate with our customers in terms of style, fit, quality or
price. Generally, we begin the design process for apparel six to nine months before the merchandise is available to
customers, and we typically begin to make purchase commitments several months in advance of deliveries to stores.
These lead times can make it difficult for us to respond quickly to changes in the demand for our products or to adjust
the cost of the product in response to customers' fashion or price preferences. Any missteps may affect merchandise
desirability and gross margins, and result in excess inventory levels, which could impair our profitability.
If we miscalculate the market for our merchandise, our customers' tastes or purchasing habits or the demand for our
products, we may have fewer sales at an acceptable mark-up over cost. As a result, we may be required to sell a
significant amount of unsold inventory at below-average markups over cost, or below cost, which would have an adverse
effect on our gross margin and results of operations. On the other hand, if we underestimate demand for our
merchandise, we may experience inventory shortages, resulting in missed sales opportunities and lost revenues.
There are risks associated with our eCommerce business.
We sell merchandise over the internet through our web site, www.christopherandbanks.com, which represents a growing
percentage of our overall net sales. The successful operation of our eCommerce business depends on our ability to
maintain the efficient and continuous operation of our eCommerce websites and our fulfillment operations, and to
provide a shopping experience that will generate orders and return visits to our site. Our eCommerce operations are
subject to numerous risks, including:
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unanticipated operating problems;
rapid technological change;
the successful implementation of, and costs to implement, new systems and upgrades including our pending
conversion to a new website platform;
reliance on third parties with respect to the operation of the website, order fulfillment and customer service and
such third parties’ computer hardware and software;
diversion of sales from our stores;
liability for online content;
lack of compliance with, or violations of, applicable state or federal laws and regulations, including those
relating to privacy and the resulting impact on consumer purchases;
increased or unfavorable governmental regulation of eCommerce (which may include regulation of privacy,
data protection, eCommerce payment services, content, accessibility and other related topics);
credit card fraud;
system failures or disruptions and security breaches and the costs to address and remedy such failures,
disruptions or breaches;
lack of sufficient levels of inventory of product or sizes to meet online demand; and
untimely delivery of our merchandise to our customers by third parties.
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If we fail to successfully address and respond to these risks, it could damage our brand and have a material adverse effect
on our operating results, financial position and cash flows. There also can be no assurance that our eCommerce
operations will meet our sales and profitability plans, and the failure to do so also could negatively impact our revenues
and earnings.
Costs of raw materials, commodities, transportation or labor may rise resulting in an increase in component and
delivery costs, and overall product costs, all of which could erode margins and impact our profitability.
The raw materials and labor used to manufacture our products and our transportation and contract manufacturing labor
costs are subject to availability constraints and price volatility. The results of our business operations could suffer due to
significant increases or volatility in the prices of certain commodities, including but not limited to cotton, polyester and
other items used in the production of fabric and accessories, as well as fuel, oil and natural gas. Price increases of these
items or other inflationary pressures may result in significant cost increases for our raw materials, product components
and finished products, as well as increases in the cost of distributing merchandise to our retail locations. Consequently,
higher product costs as a result of one or more of these factors could have a negative effect on our gross profits, as we
may not be able to pass such costs on to our customers.
Our reliance on foreign sources of production poses various risks.
For the last fiscal year, we directly imported approximately 38% of our merchandise, and much of the merchandise we
purchase domestically is made overseas. Substantially all of our directly imported merchandise is manufactured in Asia.
Because a significant portion of our merchandise is produced overseas, we are subject to the various risks of doing
business in foreign markets and importing merchandise from abroad, such as:
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delays in the delivery of cargo;
imposition of, or increases in, duties, taxes or other charges on imports;
new legislation or regulations relating to increased tariffs, import quotas, embargoes, customs or other trade
restrictions that may limit or prohibit merchandise that may be imported into the United States from countries or
regions where we do business, increase the cost or reduce the supply of the merchandise we purchase or limit
our ability to source products from countries that have the labor and expertise to manufacture our products cost
effectively;
financial or political instability in any of the countries in which our merchandise is manufactured;
significant fluctuations in the value of the dollar against foreign currencies or restrictions on the transfer of
funds, or additional trade restrictions imposed by the United States or foreign governments;
supply chain security initiatives undertaken by the United States or foreign governments that delay or impede
the delivery of imports and normal flow of product;
delayed receipt or non-delivery of goods due to the failure of suppliers to comply with applicable import
regulations;
delayed receipt or non-delivery of goods due to labor strikes or unexpected or significant port congestion at
United States or foreign ports;
potential recalls or cancellations of orders for any merchandise that does not meet our quality standards;
inability to meet our production needs due to labor shortages;
natural disasters, extreme weather, political or military conflicts, terrorism, disease epidemics and public health
related concerns, which could result in closed factories, reduced workforces, scarcity of raw materials and
embargoing or increased scrutiny (and the resulting delays) of goods produced in affected areas; and
the United States may impose new initiatives that adversely affect the trading status of countries where our
apparel is manufactured. These initiatives may include retaliatory duties or other trade sanctions that, if enacted,
would increase the cost of products imported from countries where our suppliers manufacture merchandise or
result in our seeking new suppliers in countries with which we have little or no experience.
Any of the foregoing factors, or a combination of them, could increase our costs or result in our inability to obtain
sufficient quantities of merchandise, thereby negatively impacting sales, gross profit and operating income.
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It is also possible that the inability of our suppliers to access credit may cause them to extend less favorable terms to us,
which could adversely affect our cash flows, margins and financial condition. Additionally, delays by our vendors in
supplying our inventory needs could cause us to incur more expensive transportation charges, which may adversely
affect our margins.
A significant portion of our merchandise is ordered through a small number of suppliers and our business could suffer if
we needed to replace them.
We do not own or operate any manufacturing facilities. Instead we depend on independent third parties to manufacture
our merchandise. For the most recently completed fiscal year, our ten largest suppliers accounted for approximately 70%
of the merchandise we purchased, and we purchased 30% and 10% of our goods respectively from our two largest
suppliers.
We generally maintain non-exclusive relationships with the suppliers that manufacture our merchandise, and we compete
with other companies for production facilities. As a result, we have no contractual assurances of continued supply or
pricing, and any supplier, including our key suppliers, could discontinue selling to us at any time. Moreover, a key
supplier may not be able to supply our inventory needs due to capacity constraints, financial instability or other factors
beyond our control, or we could decide to stop using a supplier due to quality or other performance or cost issues. If we
determined to cease doing business with one or more of our key suppliers or if a key supplier were unable to supply
desired merchandise in sufficient quantities on acceptable terms, we could experience delays in the receipt of inventory
until alternative supply arrangements were secured; such delays could result in lost sales and adversely affect our results
of operations and cash flow.
If third parties with whom we do business do not adequately perform their functions, we might experience disruptions in
our business, resulting in decreased profits, or losses, and damage to our reputation.
We depend upon independent third parties, both domestic and foreign, for the manufacture of all of the goods that we
sell. The inability of a manufacturer to ship orders in a timely manner or to meet our standards could have a material
adverse impact on our business.
We also use third parties in various aspects of our business to support our operations. We have a contract with a single
third party to manage significant portions of our eCommerce operations, including order fulfillment and customer
service. We rely on third parties to inspect some of the factories where our products are made for compliance with our
vendor code of conduct. From time-to-time we may rely on a third party for assistance with the implementation and/or
management of certain aspects of our information technology infrastructure. We also rely on third parties to transport
merchandise and deliver it to our distribution center, as well as to ship merchandise to our stores and to our third-party
eCommerce fulfillment center.
Failure by any of these third parties to perform these functions effectively and properly, or any disruption in our business
relationships with any of these third parties, could negatively impact our operations, profitability and reputation.
Our business and reputation could suffer if one or more of our suppliers fails to comply with applicable laws or to follow
acceptable labor practices, or is accused of such non-compliance.
Our success depends, in part, on the manufacturers of our goods to operate in compliance with applicable laws and
regulations and to comply with our vendor code of conduct. Although each of our purchase orders requires adherence to
accepted labor practices, applicable laws and compliance with our vendor code of conduct, we do not supervise or
control our suppliers or the manufacturers that produce the merchandise we sell. We rely on the staff of third-party
auditing services to periodically visit and inspect the operations of a number of our independent manufacturers to, among
other things, assess compliance with our vendor code of conduct. Nonetheless, we cannot ensure that these
manufacturers will conduct their businesses in compliance with these expectations. Moreover, apparel companies can, in
some cases, be held jointly liable for the wrongdoings of the manufacturers of their products. In addition, we cannot
control the public’s perceptions of such manufacturers or their practices, even if they are compliant with applicable law
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but are viewed in a negative light by the public. Their failure to comply with our vendor code of conduct or otherwise
avoid creating negative consumer perceptions about their manufacturing methods and environment, could damage our
reputation, interrupt or disrupt shipment of products, result in a decrease in customer traffic to our stores or website and
adversely affect our sales and net income.
Our business could suffer if parties with whom the Company does business become insolvent or otherwise become
unable or unwilling to perform their obligations to the Company.
We are party to contracts, transactions and business relationships with various third parties, including vendors, suppliers,
service providers and lenders, pursuant to which such third parties have performance, payment and other obligations to
us. In some cases, the Company depends upon such third parties to provide essential products, services or other benefits
in order to operate the Company’s business in the ordinary course. Adverse economic, industry or market conditions
could result in an increased risk to the Company associated with the potential financial distress or insolvency of such
third parties. If any of these third parties were to become subject to bankruptcy, receivership or similar proceedings, our
rights and benefits pursuant to these contracts, transactions and business relationships with such third parties could be
terminated, modified in a manner adverse to us, or otherwise impaired. We cannot provide any assurance that we would
be able to arrange alternate or replacement contracts, transactions or business relationships with other third parties on
terms as favorable as our existing contracts, transactions or business relationships, if at all. Any inability on our part to
do so could negatively affect our cash flows, financial condition and business.
There are risks relating to the transportation of our merchandise to our distribution center, to our eCommerce fulfillment
center, to our stores, and to our eCommerce customers.
We currently rely upon independent third-party transportation providers for substantially all of our merchandise
shipments, including shipments to our distribution center, our stores, our eCommerce fulfillment center and our
eCommerce customers. Our use of outside delivery services for shipments is subject to a variety of risks which may
impact a shipper's ability to provide delivery services that adequately meet our shipping needs. If we change shipping
companies, we could face logistical difficulties that could adversely impact deliveries and we would incur costs and
expend resources in connection with such a change. Moreover, we may not be able to obtain terms as favorable as those
received from the independent third-party transportation providers we currently use, which would increase our costs.
In addition, because the vast majority of our products are shipped by ocean from overseas, there are risks associated with
a disruption in the operation of ports through which our products are shipped. If a disruption occurs, we are likely to
experience delays in the receipt of products, and we or our suppliers may have to find alternative shipping methods,
possibly at greater expense, increased lead times and increased costs of our goods, which could have a material adverse
effect on our results of operations and cash flows. As a large part of our merchandise is produced in Asia, it is largely
shipped to us through the ports on the West Coast. Any disruption in the operation of the West Coast ports could lead to
the delayed receipt of merchandise and adjustments in our marketing promotions as a result. Any such delays could
result in lost sales and lower gross margins due to the lack of seasonality of the product at time of receipt, and thus
adversely affect our results of operations, gross profit and cash flows.
We depend on a single facility to conduct our operations and distribute our merchandise. Our business could suffer a
material adverse effect if this facility were shut down or its operations severely disrupted.
Our corporate headquarters and our only distribution facility are located in one facility in Plymouth, Minnesota. Our
distribution facility supplies merchandise to our retail stores and our third party eCommerce fulfillment center. Any
serious disruption to our distribution facility or a facility closure for any reason, could delay shipments to stores and our
eCommerce fulfillment center and result in inventory shortages which could negatively impact our sales and results of
operations. In addition, our main data center and all of our senior management, including critical resources dedicated to
merchandising, operations, finance and administrative functions, are located at our corporate headquarters. In the event
of a disaster or other calamity impacting our corporate facility, our management and staff would have to find and operate
out of other suitable locations. We have little experience operating essential functions away from our main corporate
offices and are uncertain what effect operating such satellite facilities might have on business, personnel and results of
operations.
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Although we maintain business interruption and property insurance, we cannot be assured that our insurance coverage
will be sufficient or that any insurance proceeds will be timely paid to us if our distribution center or corporate offices
were shut down for any unplanned reason.
If our long-lived assets become impaired, we may need to record significant non-cash impairment charges.
Periodically, we review our long-lived assets for impairment whenever economic events or changes in circumstances
indicate that the carrying value of an asset may not be recoverable. Significant negative industry or general economic
trends, disruptions to our business and unexpected significant changes or planned changes in our use of the assets (such
as store relocations or closures) may result in impairment charges. Any such impairment charges, if significant, would
adversely affect our financial position and results of operations.
Adverse and/or unseasonable weather conditions in the United States could have a disproportionate effect on our
business, financial condition and results of operations.
Adverse weather conditions in the areas in which our stores are located could have an adverse effect on our business,
financial condition and results of operation. For example, inclement weather conditions can make it difficult for our
customers to travel to our stores and/or result in temporary store closures or reduced hours of operation. Our business is
also susceptible to unseasonable weather conditions. For example, extended periods of unseasonably warm temperatures
during the winter season or cool weather during the summer season could render a portion of our merchandise offerings
incompatible with those unseasonable conditions in the affected areas. Such unseasonable weather conditions could have
an adverse effect on our business, financial condition and results of operations.
Natural disasters, acts of war or other catastrophes could adversely affect our financial performance.
The occurrence of one or more natural disasters, pandemic outbreaks, terrorist acts, disruptive global political events, or
similar catastrophes could adversely affect our operations and financial performance. To the extent these events result in
the closure of our distribution center, corporate headquarters, or a significant number of our stores, or impact one or
more of our key third-party providers of services or goods, our operations and financial performance could be adversely
affected. These events also could have indirect consequences, such as loss of property or other damage which may or
may not be covered by insurance.
We are heavily dependent on our information technology systems and our ability to maintain and upgrade these systems
from time-to-time and operate them in a secure manner. Any failure, interruption or compromise of these systems could
have a material adverse effect on our business, results of operation and cash flows.
The efficient operation of our business is heavily dependent on our information technology systems (“IT systems”). In
particular, we rely on point-of-sale terminals, which provide information to our host analysis systems used to track sales
and inventory, we rely on our eCommerce website through which we sell merchandise to our customers and we rely on a
third party to process payroll for our employees. Although our data is backed up and securely stored off-site, our main
data center is located at our headquarters in Plymouth, Minnesota. The data center and our operations are vulnerable to
damage or interruption due to a variety of factors including:
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fire, flood and other natural disasters;
generator loss, computer systems failures, technical malfunctions, inadequate systems capacity, Internet and
telecommunications or data network failures, operator negligence, improper operation by or supervision of
employees and similar events;
physical and electronic loss of data or security breaches; and
computer viruses or software bugs.
Any disruption in the operation of our IT systems, the loss of key employees knowledgeable about such systems or our
failure to continue to effectively enhance such systems could interrupt our operations resulting in the temporary loss of
or ability to access data or interfere with our ability to sell goods in-store, which could result in reduced sales and affect
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our operations and financial performance. In addition, any interruption in the operation of our Internet website could
cause us to lose sales due to the temporary inability of customers to purchase merchandise through our website.
From time-to-time, we improve and upgrade our IT systems and the functionality of our Internet website in an effort to
ensure they meet our evolving business and security needs and are adequate to handle business growth. The cost of any
such system upgrades or enhancements can be significant. We are currently in the process of implementing our
Customer First initiative which involves an upgrade to, and greater integration among, our customer relationship
management system, our order management system and our brick-and mortar-stores, as well as the implementation of a
new eCommerce platform. If we are unable to maintain and upgrade our operating systems or eCommerce website, or
effectively integrate new and updated systems, software or changes to our operating systems or our eCommerce website
in an efficient, timely and secure manner, our business, financial condition and results of operations could be materially
and adversely affected. While we believe that we are diligent in selecting vendors, systems and third party providers to
assist us in maintaining the integrity of our information technology systems, we realize that there are risks and that no
assurance can be provided that future disruptions, service outages and failures or unauthorized intrusions will not occur.
We are subject to cyber security risks and may incur additional expenses in order to mitigate such risks or in response to
unauthorized access to our data. In addition, an incident in which we fail to protect our customers' information against a
security breach could result in costly government enforcement actions and monetary damages against us from private
litigation. Such an incident could otherwise damage our reputation, harm our business and adversely impact our results
of operations.
The Company and our third-party service providers that manage portions of the Company’s data are subject to cyber
security risk. The nature of our business involves the receipt and transmission, and in some cases storage by us or third
parties on our behalf, of customers’ personal information, shopping preferences and credit and debit card information, in
addition to employee information and the Company’s financial and strategic data. The protection of our customers’ data,
as well as internal Company data is vitally important to the Company. The Company and its third-party service providers
employ systems and/or websites that are intended to protect the storage and/or transmission of proprietary or confidential
information by us and these third-party service providers. While the Company has implemented measures to prevent and
detect security breaches and cyber incidents and to monitor its computer network, any failure of these measures and any
failure of third parties that assist the Company in managing its data could adversely affect the Company's business,
financial condition and results of operations.
Although the Company expects our third-party service providers to implement and use reasonable security measures to
protect the proprietary and confidential information once it is received, we cannot control these service providers and
cannot guarantee that a security breach will not occur in the future either at their location or within their systems.
Because the techniques used to obtain unauthorized access to data, disable or degrade storage service, or sabotage
systems change frequently and may be difficult to detect, we and the service providers we use may be unable to
anticipate these techniques or implement adequate preventive measures. Unauthorized parties may also attempt to gain
access to our systems or facilities, or those of third parties acting on our behalf, through fraud, trickery or other forms of
deceiving our employees or those of our third-party providers. Despite our preventative efforts and those of our third-
party service providers, we may be vulnerable to targeted or random security breaches, privacy or denial of service
attacks, acts of vandalism, computer viruses, misplaced or lost data, programming and/or human errors, or other similar
events which could expose us and our third-party service providers to a risk of loss or misuse of proprietary and
confidential information, litigation and potential liability. Cyber security attacks may be targeted at us, our third-party
service providers, or our customers. Actual or anticipated attacks may cause us to incur significant additional expense,
including costs to deploy additional personnel and protection technologies, train employees, and engage third-party
experts and consultants. Any cyber security or security breaches, including any breaches that result in theft, transfer or
unauthorized disclosure of customer, employee or company information, or our lack of compliance with information
security and privacy laws and regulations, may result in significant legal and financial exposure, including claims for
unauthorized purchases with stolen credit card information, impersonation or other similar fraud claims, and
considerable other additional expenses. Some or all of these costs may not be adequately covered by our insurance, and
could result in a loss of confidence in our security measures, any or all of which could have an adverse effect on our
brand, business and reputation.
15
Consumer awareness and sensitivity to privacy breaches and cyber security threats is prevalent. Any misappropriation of
confidential or personally identifiable information gathered, stored or used by us or our service providers, be it
intentional or accidental, could have a material impact on the operation of our business, including severely damaging our
reputation and our relationships with our customers, employees and investors. Should customers lose confidence in our
ability to protect their information, they may discontinue shopping in our stores or on our website.
Laws on privacy continue to evolve and further limits on how we collect or use customer information could adversely
affect our business.
We collect and store customer information primarily for marketing purposes. The use or retention of certain information
is subject to applicable privacy laws. These laws and the judicial interpretation of such laws are evolving on a frequent
basis. If we fail to comply with these laws, we may be subject to fines or penalties, which could impact our business,
financial condition and results of operations. In addition, any compromise of customer information could subject us to
customer, third-party or government litigation and harm our reputation, which could adversely affect our business and
financial condition. Any limitations imposed on the use of such customer information by federal, state or local
governments, could have an adverse effect on our future marketing activities. Governmental focus on data security
and/or privacy may lead to additional legislative action, and the increased emphasis on information security may lead
customers to request that we take additional measures to enhance security. As a result, we may have to modify our
business with the goal of further improving data security, which would result in increased expenses and operating
complexity.
A failure to comply with the Payment Card Industry Data Security Standards could adversely affect our business,
financial condition and results of operations.
We are highly dependent on the use of credit and debit cards to complete sale transactions in our stores and through our
eCommerce website, and because of such use are subject to the Payment Card Industry Data Security Standards (“PCI
Standards”). If we or our business partners fail to comply with the PCI Standards or to adequately protect sensitive
customer information, we may become subject to fines or limitations on our ability to accept credit or debit cards, which
could adversely affect our sales, operating income, brand and reputation. Also, any changes we may be required to make
to our private label credit card program in the future could adversely affect the promotional financing arrangements
available to our credit card customers and therefore our operating results.
The sufficiency and availability of our sources of liquidity may be affected by a variety of factors.
The sufficiency and availability of our sources of liquidity may be affected by a variety of factors, including, without
limitation: (i) the level of our operating cash flows, which are impacted by consumer acceptance of our merchandise,
general economic conditions and the level of consumer discretionary spending; and (ii) our ability to maintain borrowing
availability and to comply with applicable covenants contained in our Credit Facility.
Our ability to return to profitability and to generate positive cash flows is dependent upon many factors, including
favorable economic conditions and consumer confidence and our ability to successfully execute our financial plan and
strategic and tactical initiatives. There can be no assurance that our cash flows from operations will be sufficient at all
times to support our Company without additional financing or credit availability. An inability to generate sufficient cash
flow could have important consequences. For example, it could:
increase our vulnerability to general adverse economic and industry conditions;
limit our flexibility in planning for, or reacting to, changes in our business and the industry in which we operate;
limit our ability to borrow money or to invest in our business operations;
(cid:120)
(cid:120)
(cid:120)
(cid:120) make it more difficult for us to open new stores, improve existing stores or convert stores to the MPW format;
and require us to incur significant additional indebtedness.
Should we be unable in the future to borrow under the Credit Facility, it is possible, depending on the cause of our
inability to borrow, that we may not have sufficient cash resources for our operations. If that were to occur, our liquidity
16
would be significantly impaired, which could have a material adverse effect on our business, financial condition and
results of operations.
Access to additional financing from the capital markets may be limited.
While we have availability under our Credit Facility to bolster our liquidity, we may need additional capital to fund our
operations, particularly if our cash flows from operating activities were to decrease or if the Credit Facility were
unavailable. The sale of additional equity securities or convertible debt securities in order to improve our liquidity could
result in additional dilution to our stockholders. If we borrow under our Credit Facility or incur other debt, our expenses
will increase and we could be subject to additional restrictions that may limit our operating flexibility. Newly issued
securities may have rights, preferences and privileges that are senior or otherwise superior to those of our common
stock. There is no assurance that equity or debt financing will be available in amounts or on terms acceptable to
us. Without sufficient liquidity, we will be more vulnerable to any future downturns in our business or the general
economy. Future increases in interest rates or other tightening of the credit markets, or future turmoil in the financial
markets, could make it more difficult for us to access funds, to refinance our indebtedness (if necessary), to enter into
agreements for new indebtedness, or to obtain funding through the issuance of our securities.
Our ability to maintain the value of our trademarks impacts our business and financial performance.
We believe that our “christopher & banks”, “cj banks” and related trademarks are important to our success and we
register a number of our trademarks in the United States in an effort to protect them. Even though we take actions to
establish, register and protect our trademarks and other proprietary rights, we cannot be sure that we will be successful or
that others will not imitate or infringe upon our intellectual property rights. In addition, we cannot assure that others will
not seek to block the sale of our products as infringements of their trademark and proprietary rights. If we cannot
adequately protect our existing and future trademarks or prevent infringement of them, our business and financial
performance could suffer.
We may be subject to adverse outcomes in current or future litigation matters or regulatory proceedings which could
result in the unexpected expenditure of time and resources.
From time-to-time, we may be involved in litigation, regulatory actions and other claims against our business. There are
also other types of claims that could be asserted against us based on litigation that has been asserted against others,
particularly in the retail industry. These matters typically arise in the ordinary course of business but, in some cases,
could also raise complex factual and legal issues requiring significant management time and, if determined to be adverse
to the Company, could subject the Company to material liabilities.
In recent years, there has been increasing activity by companies which have acquired intellectual property rights, but do
not practice those rights (sometimes referred to as “patent trolls”), to engage in very broad licensing programs aimed at a
large number of companies in a wide variety of businesses, or at retail companies specifically. These efforts typically
involve proposing licenses in exchange for a payment of money and may also include the threat or actual initiation of
litigation for that purpose. Any such litigation can be costly to defend, even if unsubstantiated or invalid. It is not
possible to predict the impact, if any, of such claims on our business and operations.
An unfavorable outcome in any future litigation or regulatory proceedings could have a material adverse impact on our
business, financial condition and results of operations and/or our reputation. In addition, regardless of the outcome of
any litigation or regulatory proceedings, such proceedings can be expensive and 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.
17
Changes in accounting rules and regulations, or failures in our internal controls may cause us to inaccurately report our
financial results or to fail to prevent fraud which could adversely affect our results of operations or market confidence in
our reported financial information.
Changes to and varying interpretations of existing accounting rules and regulations may occur in the future, as well as
new accounting rules or regulations. Such changes could adversely affect our results of operations and financial position.
In addition, as required by Section 404 of the Sarbanes-Oxley Act of 2002, we maintain a documented system of internal
controls which is reviewed and monitored by management, who meet regularly with our Audit Committee of the Board
of Directors. We devote significant resources to document, test, monitor and improve our internal controls and will
continue to do so; however, we cannot be certain that these measures will ensure that our controls are adequate in the
future or that adequate controls will be effective in preventing fraud. As of January 31, 2015, the Company concluded
that a material weakness existed in its internal control over financial reporting as described in Item 9A – Controls and
Procedures of the Company’s Form 10-K Report for fiscal 2015. Due to the material weakness, management performed
additional analysis and procedures to ensure that our consolidated financial statements included in this Annual Report
were presented fairly in conformity with generally accepted accounting principles and fairly present in all material
respects our financial position, results of operations and cash flows for the periods presented. Any failures in the
effectiveness of our internal controls or to comply with the requirements of the Sarbanes-Oxley Act could negatively
impact our business, the price of our common stock and market confidence in our reported financial information.
Provisions in our charter documents and Delaware law may inhibit a takeover. We are entitled to certain other protective
provisions under Delaware law.
We are a Delaware corporation and the anti-takeover provisions of Delaware law impose various impediments to the
ability of a third-party to acquire control of the Company, even if a change of control would be beneficial to our existing
stockholders. In addition, our amended and restated certificate of incorporation and by-laws contain provisions that may
discourage, delay or prevent a merger or acquisition involving us that our stockholders may consider favorable by,
among other things:
(cid:120)
(cid:120)
(cid:120)
(cid:120)
(cid:120)
prohibiting cumulative voting in the election of directors;
authorizing the Board to designate and issue “blank check” preferred stock;
limiting persons who can call special meetings of the Board of Directors or stockholders;
prohibiting stockholder action by written consent; and
establishing advance notice requirements for nominations for election to the Board of Directors or for proposing
matters that can be acted on by stockholders at a stockholders’ meeting
We may be subject to increased labor costs.
Our retail store operations are subject to federal, state and local laws governing such matters as minimum wages,
working conditions, vacation, sick leave and overtime pay. If federal, state or local minimum wage rates increase, we
may need to increase not only the wages of any minimum wage employees but also the wages paid to employees at wage
rates that are above minimum wage. Similarly, if federal or state overtime regulations change, more of our employees
may be entitled to overtime pay, which could also increase our labor costs. Increasingly states and local municipalities
are enacting laws governing working conditions particularly in the areas of sick leave and vacation. Complying with
these laws in limited geographic areas adds increased cost and complexity. If such minimum wage and other labor laws
prevent us from offsetting increased labor costs by increases in prices, our profitability may decline.
Stock price volatility.
Our stock price, like that of other retail companies, is subject to significant volatility due to many factors, including, but
not limited to: general economic conditions, stock and credit market conditions, quarter- to-quarter variations in our
actual or anticipated financial results and investor sentiment. Further, if the analysts that regularly follow the Company’s
performance lower their ratings or lower their projections for future growth and financial performance, the Company’s
stock price could be adversely impacted. In addition, the stock market has experienced price and volume fluctuations that
18
have affected the market price of many retail and other stocks and that have often been unrelated or disproportionate to
the operating performance of these companies.
Furthermore, we may provide public guidance on our expected financial results for future periods. Although we believe
that this guidance provides investors and analysts with a better understanding of management's expectations for the
future and is useful to our stockholders and potential stockholders, such guidance is comprised of forward-looking
statements subject to the risks and uncertainties described in this Report and in our other public filings and public
statements. Our actual results may not always be in line with or exceed the guidance we have provided. If our financial
results for a particular period do not meet our guidance or the expectations of investment analysts or if we reduce our
guidance for future periods, the market price of our common stock may decline.
Our business could be impacted as a result of actions by activist stockholders or others.
We may be subject, from time to time, to legal and business challenges in the operation of our Company due to proxy
contests, shareholder proposals, media campaigns and other actions instituted by activist shareholders or others.
Responding to such actions can be costly and time-consuming, disrupt our operations, may not align with our business
strategies and could divert the attention of our Board of Directors and senior management from the pursuit of our current
business strategies. Perceived uncertainties as to our future direction as a result of stockholder activism or potential
changes to the composition of the Board of Directors may lead to the perception of a change in the direction of the
business or other instability. Such perceptions may also make it more difficult to attract and retain qualified and
experienced senior management and Board members. The uncertainties and potential disruptions resulting from
stockholder actions may adversely affect our business, results of operations and stock price.
ITEM 1B. UNRESOLVED STAFF COMMENTS
There are no matters which are required to be reported under Item 1B.
ITEM 2. PROPERTIES
Store Locations
Our stores are located primarily in shopping malls and retail centers in smaller to mid-sized cities and suburban
areas. Approximately 81% of our stores are located in enclosed malls that typically have numerous specialty stores and
two or more general merchandise chains or department stores as anchor tenants. The remainder of our Christopher &
Banks, C.J. Banks and MPW stores are located in power, strip and lifestyle shopping centers. We opened our first outlet
stores in fiscal 2011 and operated stores in 77 outlet centers as of January 30, 2016.
At January 30, 2016 Christopher & Banks, C.J. Banks, MPW and outlet stores averaged approximately 3,300, 3,600,
3,800 and 4,000 square feet, respectively. Approximately 84% of the total aggregate store square footage is allocated to
selling space.
19
At January 30, 2016, we operated 518 stores in 45 states as follows:
State
Alabama
Alaska
Arizona
Arkansas
California
Colorado
Connecticut
Delaware
Florida
Georgia
Hawaii
Idaho
Illinois
Indiana
Iowa
Kansas
Kentucky
Louisiana
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
Missouri
Montana
Nebraska
Nevada
New Hampshire
New Jersey
New Mexico
New York
North Carolina
North Dakota
Ohio
Oklahoma
Oregon
Pennsylvania
Rhode Island
South Carolina
South Dakota
Tennessee
Texas
Utah
Vermont
Virginia
Washington
West Virginia
Wisconsin
Wyoming
TOTAL
Store Leases
Christopher &
Banks
C.J. Banks MPW Outlet Total Stores
2
—
8
3
6
17
4
3
9
6
—
8
28
22
24
16
13
—
5
6
1
29
34
1
20
6
14
—
4
1
2
24
8
7
33
6
10
31
—
3
8
15
10
9
3
9
15
9
24
2
518
—
1
— —
4
—
2
—
6
—
9
3
3
—
2
—
3
—
—
1
— —
6
1
19
3
9
5
16
3
9
3
3
6
— —
2
1
5
—
1
—
2
21
22
4
— —
9
4
6
—
4
6
— —
—
3
— —
1
—
16
2
4
—
5
1
18
6
5
—
1
4
24
1
— —
2
—
6
1
10
1
8
—
5
2
2
—
6
1
10
1
5
2
10
5
2
—
314
60
1
—
3
1
—
1
1
1
6
5
—
—
2
3
1
1
1
—
1
1
—
4
4
1
3
—
—
—
1
1
—
4
4
—
2
1
4
5
—
1
—
3
1
—
1
1
3
—
4
—
77
—
—
1
—
—
4
—
—
—
—
—
1
4
5
4
3
3
—
1
—
—
2
4
—
4
—
4
—
—
—
1
2
—
1
7
—
1
1
—
—
1
1
1
2
—
1
1
2
5
—
67
All of our store locations are leased. Lease terms typically include a rental period of 10 years and may contain a renewal
option. Leases generally require payments of fixed minimum rent and/or contingent percentage rent, calculated based on
a percent of sales in excess of a specified threshold, as well as other typical charges such as common area maintenance,
20
media/marketing funds, real estate taxes and insurance. Most of our leases allow the Company to exercise a sales
volume kick-out prior to the end of the lease if certain sales thresholds are not achieved.
The following table, which covers all of the stores operated by us at January 30, 2016, indicates the number of leases
expiring during the periods indicated and the number of such leases with renewal options. The number of stores with
leases expiring in the next fiscal year includes stores which currently are operating on month-to-month terms.
Fiscal Years
2016
2017
2018
2019
2020
2021 and thereafter
Total
58
Number of Leases Expiring Number with Renewal Options
—
—
1
—
2
13
16
188
37
52
30
153
518
For leases that expire in a given period, we plan to evaluate the projected future performance of each store location prior
to lease expiration to determine if we will seek to negotiate a new lease for that particular location.
Corporate Office and Distribution Center Facility
Our 210,000 square foot corporate office and distribution center facility, located in Plymouth, Minnesota. We utilize the
entire facility for our corporate office and distribution center requirements and receive and distribute all of our
merchandise for all of our stores through this facility. Management believes our corporate office and distribution center
facility space is sufficient to meet our requirements for the next fiscal year.
ITEM 3. LEGAL PROCEEDINGS
We are subject, from time to time, to various claims, lawsuits or actions that arise in the ordinary course of
business. Although the amount of any liability that could arise with respect to any current proceedings cannot, in
management’s opinion, be accurately predicted, any such liability is not expected to have a material adverse impact on
our financial position, results of operations or liquidity.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
ITEM 4A. EXECUTIVE OFFICERS OF THE REGISTRANT
The following table sets forth certain information regarding our executive officers as of March 11, 2016:
Name
LuAnn Via
Peter G. Michielutti
Monica L. Dahl
Luke R. Komarek
Michelle L. Rice
Cindy J. Stemper
Marc A. Ungerman
Age Positions and Offices
62 President and Chief Executive Officer
59 Executive Vice President, Chief Operating Officer and Chief Financial Officer
49 Senior Vice President, Marketing, Omni-Channel and Public Relations
62 Senior Vice President, General Counsel and Corporate Secretary
41 Senior Vice President, Store Operations
58 Senior Vice President, Human Resources
42 Vice President, Controller
LuAnn Via has served as President and Chief Executive Officer and a director since November 2012. Ms. Via has over
30 years of retail experience in a variety of channels, including extensive executive, merchandise and product
development responsibilities. From July 2008 until October 2012, Ms. Via served as President and Chief Executive
Officer of Payless ShoeSource, Inc., a subsidiary of Collective Brands, Inc. Ms. Via also has specialty retail women's
21
experience, having served at Charming Shoppes, Inc. as a Group Divisional President for both the Lane Bryant and
Cacique brands from June 2007 to July 2008 and as President of Catherines Stores, Inc., a Charming Shoppes subsidiary,
from January 2006 to June 2007. Ms. Via was at Sears Holding Company from 2003 to 2006 as a Vice President,
General Merchandise Manager and, from 1998 to 2003, she was Senior Vice President, General Merchandise Manager of
Product Development at Saks, Inc. She also has a variety of other executive, merchandising and product development
experience, having previously worked at Federated Department Stores, The Shoebox/Shoe Gallery and Trade AM
International, among others. Ms. Via currently serves on the board of STRATA Skin Sciences, the Committee of 200
Governing Board, and the ALSAC/St. Jude Professional Advisory Board.
Peter G. Michielutti has served as Executive Vice President, Chief Operating Officer and Chief Financial Officer since
July 2014. From April 2012, when he joined the Company, until August 2014, he was Senior Vice President, Chief
Financial Officer. Mr. Michielutti has more than 20 years of financial leadership experience with an extensive retail
background. Prior to joining the Company, Mr. Michielutti was Senior Vice President and Chief Financial Officer at
CSM Corporation, a commercial real estate company, from September 2009 through April 2012. He held the Chief
Financial Officer position at Whitehall Jewelers from 2007 to 2009. In June 2008, Whitehall Jewelers filed a voluntary
petition for relief under Chapter 11 of the U.S. Bankruptcy Code. He was also the Chief Financial Officer and Chief
Operating Officer at Wilsons Leather from 2001 to 2006 and the Chief Financial Officer and Chief Operating Officer at
Fingerhut from 1995 to 1998, in addition to serving as a retail consultant at Prentice Capital from 2006 to 2007.
Monica L. Dahl has served as Senior Vice President, Marketing, Omni-Channel and Public Relations since November
2014. She was elected the Company’s Senior Vice President, Marketing effective April 1, 2013. From November 2011
to April 2013, she served as Senior Vice President, Multi-Channel Marketing, Investor Relations and Business Strategy.
From July 2010 through November 2011, Ms. Dahl served as Senior Vice President, eCommerce, Planning & Allocation,
and Strategy. From August 2008 to July 2010, Ms. Dahl served as Senior Vice President, Planning & Allocation and
eCommerce. From December 2005 to July 2008, she was Executive Vice President and Chief Operating Officer. Ms.
Dahl served as Vice President of Business Development from November 2004 to December 2005. Upon joining the
Company in May 2004, Ms. Dahl was Director of Business Development. From January 1993 to April 2004, Ms. Dahl
held various positions with Wilsons Leather, including Director of Sourcing; Divisional Merchandise Manager -
Women's Apparel; Director of Merchandise Planning; and several positions in the Finance Department. Ms. Dahl was
with Arthur Andersen LLP from December 1987 to December 1992.
Luke R. Komarek has served as Senior Vice President, General Counsel since May 2007. He was named Corporate
Secretary in August 2007. Prior to joining the Company, Mr. Komarek served as General Counsel, Chief Compliance
Officer and Secretary at PNA Holdings, an office imaging and parts supplier, from March 2004 to May 2007. Previously,
Mr. Komarek served as Vice President of Legal Affairs and Compliance at Centerpulse Spine-Tech Inc. from February
2003 to March 2004. Mr. Komarek was employed by FSI International, Inc., a semiconductor equipment company, from
1995 to 2002, most recently serving as Vice President, General Counsel and Corporate Secretary.
Michelle L. Rice has served as Senior Vice President, Store Operations since January 2012. From February 2011
through January 2012 she was Vice President, Store Operations. From July 2010 until February 2011, Ms. Rice was Vice
President, Stores and from August 2008, when she joined the Company, until July 2010 she was a Regional Vice
President. Ms. Rice has approximately 20 years of retail industry experience. She was a Regional Sales Director at
Fashion Bug, a division of Charming Shoppes, a fashion retailer of missy and plus size apparel, from November 2006 to
August 2008 and was a District Operations Manager at TJX Corporation from 2003 to November 2006.
Cindy J. Stemper was elected the Company's Senior Vice President, Human Resources effective April 1, 2013. From
September 2010 to April 2013, she served as the Company’s Vice President, Human Resources. Prior to joining the
Company, Ms. Stemper worked at MoneyGram International for approximately 25 years in a variety of Human
Resources roles, most recently as Executive Vice President, Human Resources and Corporate Services from 2005 to
2009.
Marc A. Ungerman has served as Vice President, Controller since November 2015. From June 2013 until November
2015, he was Assistant Controller at SUPERVALU INC. Prior to that, Mr. Ungerman was at Best Buy Co., Inc., where he
22
held a variety of financial positions from August 2005 to June 2013. Prior to Best Buy, he held positions at Pentair, Inc.,
and Deloitte Touche LLP.
PART II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND
ISSUER PURCHASES OF EQUITY SECURITIES
Our common stock is traded on the New York Stock Exchange ("NYSE") under the symbol “CBK”. The quarterly high
and low closing stock sales price information for our common stock for fiscal 2015 and fiscal 2014 is included in the
table below.
Quarter Ended
January 30, 2016
October 31, 2015
August 1, 2015
May 2, 2015
January 31, 2015
November 1, 2014
August 2, 2014
May 3, 2014
Market Price
High
Low
$
$
$
$
$
$
$
$
1.80 $
3.38 $
6.29 $
6.45 $
7.42 $
11.22 $
10.03 $
7.08 $
1.00
1.04
3.16
4.88
4.29
6.05
5.96
5.83
As of March 11, 2016, there were 138 holders of record of our common stock. The last reported sales price on the NYSE
of our common stock on March 11, 2016 was $2.67.
There were no issuer purchases of our common stock for the quarter ended January 30, 2016.
23
Comparative Stock Performance
The graph below compares the cumulative total stockholder return on our common stock (“CBK”) from February 26,
2011 to January 30, 2016 to the cumulative total stockholder return of the S&P 500 Index and the S&P Apparel Retail
Index. The comparisons assume $100 was invested on February 26, 2011 in our common stock, the S&P 500 Index and
the S&P Apparel Retail Index and also assumes that any dividends are reinvested.
24
ITEM 6. SELECTED FINANCIAL DATA
The following selected financial data has been derived from our audited consolidated financial statements and should be
read in conjunction with Management’s Discussion and Analysis of Financial Condition and Results of Operations in
Item 7 of this Annual Report on Form 10-K and the consolidated financial statements and related notes appearing in Item
8 of this Annual Report on Form 10-K. On January 6, 2012, our Board of Directors (the “Board”) amended and restated
our By-Laws to provide that our fiscal year ends at the close of business on that Saturday in January or February which
falls closest to the last day of January. Prior to this change, our fiscal year ended at the close of business on that Saturday
in February or March which fell closest to the last day of February. In order to transition to the new fiscal calendar, our
2011 fiscal year was shortened from twelve months to eleven months. As reported below, fiscal 2012 ended February 2,
2013, consisted of fifty-three weeks and fiscal 2011 ended January 28, 2012, consisted of forty-eight weeks. All other
years presented consisted of fifty-two weeks.
Fiscal Year or Transition Period Ended
(in thousands, except per share amounts)
January 30, January 31, February 1, February 2, January 28,
2014
2015
2012
2016
2013
Income Statement Data:
Net sales
Merchandise, buying and occupancy costs
Gross profit
Other Operating Expenses:
Selling, general and administrative expenses
Depreciation and amortization
Impairment and restructuring expense (credit)
Total other operating expenses
Operating income (loss)
Other income (expense)
(Loss) income before income taxes
Income tax provision (benefit)
Net (loss) income
Basic (loss) income per share:
Net (loss) income
Basic shares outstanding
Diluted (loss) income per share:
Net (loss) income
Diluted shares outstanding
Dividends per share
$ 383,828 $ 418,584 $ 435,754 $ 430,302 $ 412,796
311,925
100,871
254,350
129,478
270,790
147,794
284,723
151,031
303,680
126,622
128,413
12,048
281
140,742
(11,264)
(115)
(11,379)
37,715
(49,094) $
126,377
11,786
216
138,379
9,415
(191)
9,224
(37,902)
47,126 $
128,847
13,168
140
142,155
8,876
(191)
8,685
(5)
8,690 $
129,153
18,595
(5,161)
142,587
(15,965)
(14)
(15,979)
97
(16,076) $
131,259
20,202
21,183
172,644
(71,773)
324
(71,449)
(387)
(71,062)
$
$
(1.33) $
1.28 $
0.24 $
(0.45) $
36,886
36,819
36,246
35,694
(2.00)
35,554
$
(1.33) $
1.24 $
0.23 $
(0.45) $
36,886
37,753
37,144
35,694
(2.00)
35,554
$
— $
— $
— $
— $
0.18
As of
(in thousands, except selected operating data)
January 30, January 31, February 1, February 2, January 28,
2014
2015
2016
2013
2012
Balance Sheet Data:
Cash, cash equivalents and short-term investments
Merchandise inventory
Long-term investments
Total assets
Total liabilities
Stockholders’ equity
Working capital
Selected Operating Data:
Comparable sales increase (decrease) during period (1) (2)
Stores at end of period
Net sales per gross square foot during period (3)
$
$
34,521 $
42,481
—
150,890
62,482
88,408
46,581
50,538 $
45,318
4,752
196,037
60,148
135,889
65,595
54,056 $
44,877
3,143
148,978
62,041
86,937
55,811
40,739 $
42,704
—
135,932
60,466
75,466
44,088
48,442
39,455
13,284
166,016
76,654
89,362
45,160
(8.3)%
518
167 $
(2.0) %
518
190 $
8.0 %
560
188 $
5.9 %
608
173 $
(5.2)%
686
147
(1) Comparable sales calculation includes merchandise sales for, stores operating for at least 13 full months, stores relocated within the same
mall, and ecommerce sales. Comparable sales calculation excludes stores converted to the MPW format for 13 full months post conversion
and stores remodels or relocations with square footage changes exceeding 25 percent for 13 full months post change.
25
(2) The comparable sales increase (decrease) during the period excludes the benefit of eCommerce for fiscal year 2011.
(3) The computation of net sales per gross square foot includes stores which were open for every month of the fiscal year. Relocated and expanded
stores, if any, are included in the calculation.
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS
Our Management’s Discussion and Analysis of Financial Condition and Results of Operations (“MD&A”) should be
read in conjunction with our Consolidated Financial Statements and related Notes included in Item 8, Financial
Statements and Supplementary Data, of this Annual Report on Form 10-K. Unless otherwise noted, transactions and
other factors significantly impacting our financial condition, results of operations and liquidity are discussed in order of
magnitude. We refer to our fiscal years ended January 30, 2016, January 31, 2015, and February 1, 2014 in this MD&A
as “fiscal 2015”, “fiscal 2014”, and “fiscal 2013”, respectively.
Executive Overview
We are a specialty retailer of women’s privately branded women’s apparel and accessories. We offer our customer an
assortment of unique, classic and versatile clothing that fits her everyday needs at a good value.
We operate an integrated, omni-channel platform that provides our customer the ability to shop when and where she
wants, including online or at retail stores and outlet stores. This approach allows our customers to browse, purchase,
return, or exchange our merchandise through the channel that is optimal for her.
As of January 30, 2016, we operated 518 stores in 45 states, including 314 Missy, Petite, Women ("MPW") stores, 67
Christopher & Banks ("CB") stores, 60 C.J. Banks ("CJ") stores, and 77 outlet stores. Our CB brand offers unique
fashions and accessories featuring exclusively designed assortments of women’s apparel in sizes 4 to 16 and in petite
sizes 4P to 16P. Our C.J. Banks brand offers similar assortments of women’s apparel in sizes 14W to 26W. Our MPW
concept and outlet stores offer an assortment of both Christopher & Banks and C.J. Banks apparel servicing the Missy,
Petite and Women-sized customer in one location.
Business Strategy
In fiscal 2015, we took important measures to strengthen the foundation of our business, positioning us to deliver
improved financial performance in fiscal 2016 and beyond including:
(cid:120) Accelerated the migration toward the MPW store format;
(cid:120) Leveraged our retail intelligence tool to gain additional visibility into our assortment level performance at the
category, size and channel level;
(cid:120) Strengthened our promotional and event planning with integrated marketing across all customer touch points;
(cid:120) Executed initiatives to drive our eCommerce business;
(cid:120)
Invested in technology solutions, including advancements in our omni-channel Customer First initiative; and
(cid:120) Completed a comprehensive business evaluation in partnership with an outside consultant that substantiated our
longer-term strategic and financial objectives.
Performance Measures
Management evaluates our financial results based on the following key measures of performance:
Comparable sales
Comparable sales is a measure that highlights the performance of our store channel and ecommerce channel sales
by measuring the changes in sales over the comparable, prior-year period of equivalent length.
26
Our comparable sales calculation includes merchandise sales for:
(cid:120) Stores operating for at least 13 full months;
(cid:120) Stores relocated within the same mall; and
(cid:120)
eCommerce sales.
Our comparable sales calculation excludes:
(cid:120) Stores converted to the MPW format for 13 full months post conversion; and
(cid:120) Stores remodels or relocations with square footage changes exceeding 25 percent for 13 full months post
change.
We believe our eCommerce operations are interdependent with our brick-and-mortar store sales and, as such, we
believe that reporting combined store and eCommerce comparable sales is a more appropriate presentation. Our
customers are able to browse merchandise in one channel and consummate a transaction in a different channel. At
the same time, our customers have the option to return merchandise to a store or our third-party distribution center,
regardless of the original channel used for purchase.
As we continue to execute our MPW format conversions, we have made changes to the base store population that
comprise comparable stores, as illustrated in the table below as of fiscal year end:
Fiscal 2015
Fiscal 2014
Stores by Format
MPW
Outlet
Christopher and Banks
CJ Banks
Total Stores
Total
Store
Count
314
77
67
60
518
Comparable
Sales
Stores(1)
% of
Comparable
Sales Stores
Comparable
Sales
Stores(1)
Total
Store
Count
216
44
173
85
518
% of
Comparable
Sales Stores
20%
70%
100%
100%
64%
44
31
173
85
333
182
44
67
60
353
58%
57%
100%
100%
68%
(1) Comparable sales store counts as of January 30, 2016 and January 31, 2015, respectively.
Comparable sales measures vary across the retail industry. As a result, our comparable sales calculation is not
necessarily comparable to similarly titled measures reported by other companies.
To supplement our comparable sales performance measure, we also monitor changes in net sales per store, net sales
per gross square foot, gross profit per store, and gross margin per square foot for the entire store base.
Gross profit
Gross profit is equal to net sales minus merchandise, buying and occupancy costs.
Merchandise, buying and occupancy costs, exclusive of depreciation and amortization, measure whether we are
appropriately optimizing the price of our merchandise and markdown utilization.
Merchandise, buying and occupancy costs include the cost of merchandise, markdowns, shrink, freight, buyer and
distribution center salaries, buyer travel, rent and other occupancy-related costs, various merchandise design and
development costs, miscellaneous merchandise expenses and other costs related to our distribution network.
Buying and occupancy costs related to stores mostly represent a fixed charge and, as a result, should not change
significantly with changes in sales.
27
Operating income
Operating income measures our ability to effectively manage operating costs relative to changes in sales
volume. The key components of operating income include comparable sales, merchandise, buying and occupancy
costs, selling, general, and administrative expenses and depreciation and amortization expenses.
Cash flow and liquidity
We closely manage our liquidity and access to capital resources. Our liquidity requirements depend on key variables,
including our financial results, the level of investment necessary to support our business strategies, capital expenditures,
and working capital management. Capital expenditures are a component of our cash flow which, to a large extent, we can
adjust in response to economic and other changes in our business.
Results of Operations
The following table presents selected consolidated financial data for each of the past three fiscal years:
(dollars in thousands)
Net sales
Merchandise, buying and occupancy costs
Gross profit
Other operating expenses:
Selling, general and administrative
Depreciation and amortization
Impairment of store assets
Total other operating expenses
Operating (loss) income
Other expense
(Loss) income before income taxes
Income tax provision (benefit)
Net (loss) income
Rate trends as a percentage of net sales
Gross margin
Selling, general, and administrative
Depreciation and amortization
Operating (loss) income
Fiscal 2015 Summary
Fiscal 2013
Fiscal 2014
Fiscal 2015
$ 383,828 $ 418,584 $ 435,754
284,723
254,350
151,031
129,478
270,790
147,794
128,413
12,048
281
140,742
(11,264)
(115)
(11,379)
37,715
126,377
11,786
216
138,379
9,415
(191)
9,224
(37,902)
$ (49,094) $ 47,126 $
128,847
13,168
140
142,155
8,876
(191)
8,685
(5)
8,690
Fiscal 2015
33.7%
33.5%
3.1%
(2.9)%
Fiscal 2014
35.3%
30.2%
2.8%
2.2%
Fiscal 2013
34.7%
29.6%
3.0%
2.0%
(cid:120) As of January 30, 2016, we have transitioned approximately 75% of our store base to the MPW format,
including Outlet stores
(cid:120) Comparable sales decreased 8.3%; first half of year comparable sales decreased 12.0% compared to second half
comparable sales decreased 4.9% demonstrating sequential improvement in sales trends
(cid:120) As a result of our recent operating losses and the uncertainty of future results, we recorded a $37.5 million
valuation allowance on our deferred tax assets in the fourth quarter. In contrast, in fiscal 2014, we released the
vast majority of our valuation allowance which resulted in a $41.3 million benefit to the income tax provision.
Our fiscal 2015 results were significantly below expectations.
(cid:120) Net loss aggregated to $49.1 million, a $1.33 loss per share, compared to net earnings of $47.1 million, or
diluted earnings per share of $1.24, for the prior year. The net loss in fiscal 2015 was primarily attributable to
changes in the valuation allowance on our deferred tax assets, coupled with lower sales year-over-year
(cid:120) We generated $5.4 million in operating cash flow in fiscal 2015, compared to $19.0 million in fiscal 2014
28
(cid:120) As of January 30, 2016, we held $34.5 million of cash, cash equivalents, and investments, compared to $55.3
million at the end of fiscal 2014
Net Sales
Net sales (in thousands):
Net sales
Fiscal 2015 Fiscal 2014 % Change
(8.3) %
$ 383,828 $ 418,584
The components of the 8.3% net sales decrease in fiscal 2015 compared to fiscal 2014 were as follows:
Sales driver change components
Number of transactions
Units per transaction
Average unit retail
Total sales driver change decrease
Comparable sales
Comparable sales
Fiscal 2015
(5.9)%
(2.5)%
0.1 %
(8.3)%
Fiscal 2015
(8.3)%
To supplement our comparable sales measure, we also monitor changes in other store sales metrics as illustrated in the
table below:
Store metrics
Net sales per store % change
Net sales per square foot % change
Fiscal 2015
(8.7)%
(12.1)%
Sales transactions decreased in fiscal 2015 compared to fiscal 2014 due to the aggregate effects of general market
weakness in women’s apparel, a broad decline in mall traffic, lack of depth in key merchandise categories, and
unseasonable weather in certain regions. Average store count in fiscal 2015 was 526 stores compared to an average
store count of 547 stores in fiscal 2014, a 3.8% decrease.
Sales were also negatively impacted by labor issues at West Coast ports which caused a disruption to our
merchandise flow in late fiscal 2014 through the first part of fiscal 2015.
Store count, openings, closings, and square footage for our stores were as follows:
Store Count
Square Footage (1)
MPW
January 30, Avg Store January 30, January 31,
2016
Count
2016
2015
314
77
67
60
518
290
62
100
74
526
1,193
311
221
214
1,939
837
182
557
304
1,880
Fiscal 2015 Fiscal 2014 Change
$ 129,478 $ 147,794 $ (18,316)
33.7 %
35.3 %
(1.6)%
Stores by Format
MPW
Outlet
Christopher and Banks
CJ Banks
Total Stores
January 31,
2015
Open Close Conversions
216
44
173
85
518
9
(13)
33 —
(5)
—
(1)
—
(19)
42
102
—
(101)
(24)
(23)
(1) Square footage presented in thousands
Gross Profit
Gross profit
Gross profit
Gross margin rate as a percentage of net sales
29
To supplement our gross profit analysis, we also monitor changes in other store profit metrics as illustrated in the table
below:
Store metrics
Gross profit per store % change
Gross profit per square foot % change
Fiscal 2015
(14.5) %
(17.6) %
Gross profit rate decreased 160 basis points primarily due to the deleveraging of our occupancy costs and higher
eCommerce transaction and distribution costs associated with the increase in eCommerce sales. Merchandise margins
were relatively flat year-over-year as the benefit of improved initial mark-ups was mostly offset by increased markdowns
to drive sales and higher freight costs due to the increase in eCommerce sales.
In fiscal 2014, we corrected an error which resulted in a cumulative increase to rent expense of approximately $3.6
million. Excluding the correction, our gross margin rate in fiscal 2014 was 36.1%.
Selling, General, and Administrative (SG&A) Expenses
Selling, general, and administrative
Selling, general, and administrative
SG&A rate as a percentage of net sales
Fiscal 2015 Fiscal 2014 Change
$ 2,036
$ 128,413
$ 126,377
33.5 %
30.2 %
3.3 %
SG&A expenses increased in fiscal 2015 as compared to fiscal 2014 primarily due to increased professional services of
$2.8 million, including $1.3 million related to our in-depth business evaluation and $1.0 million associated with
shareholder activism costs, as well as higher eCommerce marketing spend, and higher corporate related expenses,
including severance. The SG&A increase was partly offset by reduced store operational spend and lower store marketing
expenditures. SG&A rate increased 330 basis points mostly due to deleveraging attributable to lower sales.
Depreciation and Amortization (D&A)
Depreciation and amortization
Depreciation and amortization
D&A rate as a percentage of net sales
Fiscal 2015 Fiscal 2014 Change
262
$ 11,786
0.3 %
$
2.8 %
$ 12,048
3.1 %
Depreciation and amortization expense increased primarily due to the effects of new stores and store conversions.
Impairment of Store Assets
Impairment of store assets
Impairment of store sssets
Fiscal 2015 Fiscal 2014 Change
65
$
281 $
216
$
We recorded non-cash impairment charges related to long-lived assets held at a small number of store locations.
Operating (Loss) Income
Operating (loss) income
Operating (loss) income
Operating (loss) income rate as a percentage of net sales
Fiscal 2015 Fiscal 2014 Change
$ (20,679)
$ (11,264) $ 9,415
(2.9)%
2.2 %
(5.1)%
Our operating loss in fiscal 2015 compared to our operating income last year is mainly attributable to an 8.3% decrease
in net sales and to a lesser extent, a $2.0 million increase in SG&A.
Fiscal 2014 included the correction of an error which resulted in a cumulative increase to rent expense of approximately
$3.6 million.
30
Other expense, net
Other expense, net
Other expense, net
Other expense, net rate as a percentage of net sales
*Calculated result is not meaningful
Fiscal 2015 Fiscal 2014 Change
76
$
(191)
$
(115) $
* %
* %
* %
The decrease in other expense, net included interest expense of $0.2 million, partly offset by interest income of $0.1
million in fiscal 2015, compared to interest expense of $0.3 million, partly offset by interest and other income of $0.1
million, in fiscal 2014.
Income Tax Provision
Income taxes
Income tax provision (benefit)
Income tax rate as a percentage of net sales
Fiscal 2015 Fiscal 2014 Change
$ 75,617
$ 37,715 $ (37,902)
9.8 %
(9.1) %
18.9 %
As a result of our recent operating losses and the uncertainty of future results, we recorded a $37.5 million valuation
allowance on our deferred tax assets in the fourth quarter of fiscal 2015. Although we firmly believe we can return to a
consistent net earnings position, the recent operating losses require us to acknowledge that there is risk to realizing the
benefit of our deferred tax assets. In contrast, in fiscal 2014, the Company released the vast majority of our valuation
allowance on our deferred tax assets based on two consecutive years of profitability, three years of cumulative positive
earnings achieved in the fourth quarter of fiscal 2014 and the Company’s forecast of continued profitability in fiscal
2015. The release of the valuation allowance resulted in a $41.3 million benefit to the income tax provision in fiscal
2014.
Net earnings
Net (loss) income
Net (loss) income
Net (loss) income rate as a percentage of net sales
Fiscal 2015 Fiscal 2014 Change
$ (49,094) $ 47,126
$ (96,220)
(12.8) %
11.3 %
(24.1)%
The $96.2 million change in net earnings is primarily due to the establishment of a $37.5 million valuation allowance on
our deferred tax assets in fiscal 2015 (versus a release of $41.3 million of our valuation allowance in fiscal 2014) and a
$20.7 million change in our operating results stemming from an 8.3% decrease in net sales and to a lesser extent, a $2.0
million increase in SG&A.
Fiscal 2014 net income included the correction of an error which resulted in a cumulative after tax increase to rent
expense of approximately $2.2 million.
Fiscal 2014 Summary
Net Sales
Net sales (in thousands):
Net sales
Fiscal 2014 Fiscal 2013 % Change
(3.9) %
$ 418,584 $ 435,754
31
The components of the 3.9% net sales decrease in fiscal 2014 compared to fiscal 2013 were as follows:
Sales driver change components
Number of transactions
Units per transaction
Average unit retail
Other
Total sales driver change decrease
Comparable sales
Comparable sales
Fiscal 2014
(8.8)%
2.0 %
3.2
(0.3)%
(3.9)%
Fiscal 2014
(2.0)%
To supplement our comparable sales measure, we also monitor changes in other store sales metrics as illustrated in the
table below:
Store metrics
Net sales per store % change
Net sales per square foot % change
Fiscal 2014
3.5 %
0.8 %
Continued positive acceptance of our revamped merchandise assortment by our customers was evidenced by higher units
per transaction and increased average selling price that resulted in a 5.1% increase in average dollar sale. These increases
were more than offset by a decline in customer traffic levels in malls in general, as well as a sales decline specific to
Christopher & Banks.
Gross profit
Gross profit
Gross margin rate as a percentage of net sales
Fiscal 2014 Fiscal 2013 Change
$ 147,794 $ 151,031 $ (3,237)
35.3 %
34.7 %
0.6 %
To supplement our gross profit analysis, we also monitor changes in other store profit metrics as illustrated in the
table below:
Store metrics
Gross profit per store % change
Gross profit per square foot % change
Fiscal 2014
4.5 %
1.8 %
Year-over-year gross profit improvements came from benefits in our initial mark-up, fewer permanent
markdowns and promoting more items at specific price points, offset by deleveraging of our occupancy
costs of 114 basis points. The deleveraging of occupancy costs were mitigated by our MPW strategy,
which resulted in an increase in sales per square foot.
In connection with the preparation of our consolidated financial statements for the fiscal year ended January 31, 2015,
we determined that our calculation of deferred rent expense was incorrect. We corrected the error in the fourth quarter of
fiscal 2014, which resulted in a cumulative increase to rent expense of approximately $3.6 million, and a reduction of net
income of approximately $2.2 million. There was no impact to net cash provided by operating activities. We concluded
that this correction was immaterial to the related consolidated financial statements as a whole.
Selling, General, and Administrative (SG&A) Expenses
Selling, general, and administrative
Selling, general, and administrative
SG&A rate as a percentage of net sales
Fiscal 2014 Fiscal 2013 Change
$ 126,377 $ 128,847 $ (2,470)
30.2 %
29.6 %
0.6 %
32
Our SG&A expense decrease in fiscal 2014 compared to fiscal 2013 was attributable to store operational expense
declines due to operating, on average, 8.3% fewer stores in fiscal 2014 compared to fiscal 2013, as well as reduced
payroll-related costs due to declines in store traffic. Other store expense reductions include lower charge card fees, due
to lower sales and higher PLCC usage, along with savings in store supplies. Marketing spend increased $ 0.5 million, as
we invested in new promotional initiatives to increase brand awareness to potential new customers. Corporate related
expense savings in fiscal 2014 compared to fiscal 2013 included no accrual for the annual incentive plan, as the threshold
level for the plan’s performance metrics were not met, lower recruiting and training fees, and credits received on sales
and use tax and workers compensation audits.
Depreciation and Amortization (D&A)
Depreciation and amortization
Depreciation and amortization
D&A rate as a percentage of net sales
Fiscal 2014 Fiscal 2013 Change
$ 11,786 $ 13,168
$ (1,382)
2.8 %
3.0 %
(0.2) %
The decrease in depreciation and amortization primarily resulted from operating approximately 8.3% fewer stores in
fiscal 2014 compared to fiscal 2013. Also contributing to the expense decline were delays in IT - related projects,
partially offset by accelerating depreciation on store closings.
Impairment of Store Assets
Impairment of store assets
Impairment of store assets
Fiscal 2014 Fiscal 2013 Change
76
216 $
140
$
$
We recorded non-cash impairment charges related to long-lived assets held at a small number of store locations.
Operating Income
Operating income
Operating income
Operating income rate as a percentage of net sales
Fiscal 2014 Fiscal 2013 Change
$ 9,415 $ 8,876
539
2.2 %
2.0 %
$
0.2 %
Fiscal 2014 operating income increase compared to fiscal 2013 is mainly attributable to declines in merchandise, buying,
and occupancy costs, net of the deferred rent expense error correction and, to a lesser extent, lower SG&A, depreciation
and amortization offset, in part, by a decrease in sales.
Other expense, net
Other expense, net
Other expense, net
Other expense, net rate as a percentage of net sales
* calculated result is not meaningful
Fiscal 2014 Fiscal 2013 Change
—
$
(191)
$
(191) $
* %
* %
* %
Other expense, net remained essentially flat year-over-year and included interest expense of $0.3 million partly offset by
interest and other income of $0.1 million, in fiscal 2014, compared to interest expense of $0.3 million, partly offset by a
gain on investments of $0.1 million, in fiscal 2013.
Income tax benefit
Income taxes
Income tax provision (benefit)
Income tax rate as a percentage of net sales
* calculated result is not meaningful
33
Fiscal 2014 Fiscal 2013 Change
$ (37,902) $
$ (37,897)
(9.1) %
* %
(5)
(9.1)%
We recorded an income tax benefit of $37.9 million, due to the reversal of the valuation allowance on our deferred tax
assets, in fiscal 2014. In the fourth quarter of fiscal 2014, the Company released the vast majority of the valuation
allowance based on two consecutive years of profitability, three years of cumulative positive earnings achieved in the
fourth quarter of fiscal 2014 and the Company’s forecast of continued profitability in fiscal 2015. A small valuation
allowance was retained for state net operating loss carry forwards that may expire before they are utilized. The release of
the valuation allowance resulted in a $41.3 million benefit to the income tax provision in fiscal 2014. For fiscal 2013, we
recorded an income tax benefit of $ 5 thousand, with an effective tax rate of (0.06) %. See Note 10 – Income Taxes for a
complete discussion on the reversal of our valuation allowance.
Net income
Net income
Net income
Net income rate as a percentage of net sales
Fiscal 2014 Fiscal 2013 Change
$ 47,126 $ 8,690
$ 38,436
11.3 %
2.0 %
9.3 %
Our increase in net earnings in fiscal 2014 compared to fiscal 2013 is primarily due to an income tax benefit due to the
reversal of the valuation allowance on our deferred tax assets coupled with declines in merchandise, buying, and
occupancy costs, net of the deferred rent expense error correction and, to a lesser extent, lower SG&A, depreciation and
amortization offset, in part, by a decrease in sales.
First Quarter 2016 Outlook
We expect first quarter net sales of between $93.0 million and $98.0 million compared to $91.6 million for the first
quarter of fiscal 2015.
In the first quarter of fiscal 2016 we expect gross margin to be 20 to 80 basis points higher than last year's first quarter
gross margin of 35.2%, driven primarily by higher merchandise margins as a result of our improved inventory position
offset slightly by deleveraging of occupancy and other cost of goods sold.
We expect SG&A dollars to be between $35.6 million and $36.0 million, compared to $32.0 million of SG&A expense in
the first quarter last year. The expected increase in SG&A is mainly attributable to $1.6 million in higher legal and other
professional fees, incremental marketing expense of $0.5 million, a one-time expense to exit the current eCommerce
platform and related transitional costs of $0.5 million, and higher medical costs of $0.4 million.
We expect depreciation and amortization to be approximately $3.0 million compared to $2.7 million for the first quarter
last year.
We expect in-store inventory per square foot, excluding eCommerce inventory, to be approximately 8% lower than at the
end of the first quarter of fiscal 2015.
During the first quarter, we anticipate closing 5 CB stores, 2 CJ stores and 1 MPW store. We also plan to convert 4 CB
and CJ stores into 2 MPW stores. In fiscal 2016, we expect the pace of conversions will be slowing down based on a
lower number of upcoming lease expirations.
We plan on opening 4 outlet stores during the first quarter and 1 MPW store. Average square footage is expected to be up
by 2.4% compared to the first quarter of last year.
34
Liquidity and Capital Resources
Summary
We expect to operate our business and execute our strategic initiatives principally with funds generated from operations
and, if necessary, from our Credit Facility, subject to compliance with the financial covenant and the other terms of the
Company’s amended and restated credit agreement “Credit Facility” with Wells Fargo Bank N.A “Wells Fargo”. Cash
flow from operations has historically been sufficient to provide for our uses of cash.
The following table summarizes our cash and cash equivalents and investments as of the end of fiscal 2015 and the end
of fiscal 2014:
(in thousands)
Cash and cash equivalents
Short-term investments
Long-term investments
Total cash, cash equivalents and investments
31,506
3,015
January 30, 2016 January 31, 2015
37,245
$
13,293
4,752
55,290
—
$
34,521
$
$
The $20.8 million decrease in cash and cash equivalents and investments is mainly attributable to our investments in new
stores, MPW conversions and omni-channel capabilities.
Cash Flows
The following table summarizes our cash flows from operating, investing, and financing activities for each of the past
three fiscal years:
(in thousands)
Net cash provided by operating activities
Net cash used in investing activities
Net cash (used in) provided by financing activities
Net (decrease) increase in cash and cash equivalents
Operating Activities
Fiscal 2015 Fiscal 2014 Fiscal 2013
$
5,382 $
(11,095)
(26)
(5,739) $
$
19,001 $
(22,244)
(586)
(3,829) $
25,054
(24,722)
3
335
The decrease in cash provided by operating activities in fiscal 2015 compared to fiscal 2014 was primarily due to
the change from net income in fiscal 2014 to a net loss in fiscal 2015, in each case, before non-cash expenses and
changes in working capital. The changes in working capital primarily reflected improved inventory management
and the timing of payables, partly offset by an increase in prepaid assets due to service contracts supporting omni-
channel capabilities.
The decrease in cash provided by operating activities in fiscal 2014 compared to fiscal 2013 was mostly due to
changes in working capital. The changes in working capital were mostly due to the timing of accounts payable due
to higher receipt levels in January 2014 as compared to January 2015 as we built our core inventory in late fiscal
2013 to early fiscal 2014. Accounts receivable increased due to increased tenant allowances on new store leases.
Accrued liabilities decreased due to the absence of an accrual of incentive compensation in fiscal 2014, as well as a
decrease in accrued occupancy expenses as fewer stores were surpassing their sales breakpoint.
Investing Activities
The decrease in cash used in investing activities in fiscal 2015 compared to fiscal 2014 was mainly due to the
conversion of investments to cash to fund investments in new stores, MPW conversions and omni-channel
capabilities. Capital expenditures for fiscal 2015 were approximately $26 million, which reflected increases in new
stores and investments in technology associated with our Customer First initiative.
35
The decrease in cash used in investing activities in fiscal 2014 compared to fiscal 2013 was driven by a decline in
the purchase of available-for-sale investments, partially offset by increased capital expenditures of approximately
$12 million and the sales of available-for-sale investments as they matured.
Financing Activities
Financing activities in fiscal 2015 were limited to a small number of shares redeemed by employees to satisfy
payroll tax obligations.
Financing activities in fiscal 2014 were limited to a small number of shares redeemed by employees to satisfy
payroll tax obligations, partially offset by proceeds received from the exercise of stock options.
We have not paid any dividends in the last three fiscal years.
Sources of Liquidity
Funds generated by operating activities, available cash and cash equivalent, investments and our Credit Facility are
our most significant sources of liquidity. We believe that our sources of liquidity will be sufficient to sustain
operations and to finance anticipated capital investments and strategic initiatives over the next twelve months.
However, in the event our liquidity is not sufficient to meet our operating needs, we may be required to limit our
spending. There can be no assurance that we will continue to generate cash flows at or above current levels or that
we will be able to maintain our ability to borrow under our existing facilities or obtain additional financing, if
necessary, on favorable terms.
The Credit Facility with Wells Fargo was most recently amended and extended on September 8, 2014. The current
expiration date is September 2019. The Credit Facility provides the Company with revolving credit loans of up to $50.0
million in the aggregate, subject to a borrowing base formula based primarily on eligible credit card receivables,
inventory and real estate, as such terms are defined in the Credit Facility, and up to $10.0 million of which may be drawn
in the form of standby and documentary letters of credit.
The Company had no revolving credit loan borrowings under the Credit Facility during fiscal 2015, fiscal 2014 or fiscal
2013. The total borrowing base at January 30, 2016, was approximately $26.3 million. As of January 30, 2016, the
Company had open on-demand letters of credit of approximately $0.3 million. Accordingly, after reducing the borrowing
base for the open letters of credit and the required minimum availability of the greater of $3.0 million, or 10.0% of the
borrowing base, the net availability of revolving credit loans under the Credit Facility was approximately $23.0 million
at January 30, 2016.
See Note 7 - Credit Facility for additional details regarding our Credit Facility, including a description of the sole
financial covenant, with which we were in compliance as of January 30, 2016.
Contractual Obligations
The following table summarizes our aggregate contractual obligations as of January 30, 2016, and the estimated timing
and effect that such obligations are expected to have on our liquidity and cash flows in future periods (in thousands):
Contractual Obligations
Operating leases
Payments Due by Period
Fiscal
Fiscal
Fiscal 2021
2017-2018 2019-2020 and Thereafter
Total
Fiscal
2016
$ 38,638 $ 58,949 $ 43,957 $
68,361 $ 209,905
Our contractual obligations include operating leases for each of our retail store locations and vehicles. The contractual
obligation for operating leases includes future minimum rental commitments as of January 30, 2016, and excludes
common area maintenance charges, real estate taxes and other costs associated with operating leases. These types of
costs, which are not fixed and determinable, totaled $19.2 million, $17.6 million and $17.8 million in fiscal 2015, fiscal
2014, and fiscal 2013, respectively.
36
We expect to fund these contractual obligations with operating cash flows generated in the normal course of
business.
The summary of our aggregate contractual obligations does not include possible payments for uncertain tax positions.
Our liability for uncertain tax positions, excluding interest and penalties, was approximately $0.9 million at January 30,
2016. Due to the nature of the underlying liabilities and the extended time often needed to resolve income tax
uncertainties, we cannot make reliable estimates of the amount or timing of cash payments that may be required to settle
these tax liabilities.
At January 30, 2016, we had no other contractual obligations relating to short or long-term debt, capital leases or non-
cancelable purchase obligations. In addition, we had no contractual obligations relating to the other liabilities recorded in
our balance sheet under accounting principles generally accepted in the United States.
Off-Balance Sheet Obligations
We do not have relationships with unconsolidated entities or financial partnerships, such as entities often referred to as
structured finance or special purposes entities, which would have been established for the purpose of facilitating off-
balance sheet financial arrangements or other contractually narrow or limited purposes. As such, we are not materially
exposed to any financing, liquidity, market or credit risk that could arise if we had engaged in such relationships.
Related Party Transactions
We, or our subsidiaries, have for the past several years purchased goods from or through G-III Apparel Group Ltd. (“G-
III”) or its related entities. On January 3, 2011, Morris Goldfarb, the Chairman of the Board and Chief Executive Officer
of G-III, became a director of the Company. On June 27, 2013, Mr. Goldfarb ceased to be a member of the Board as he
did not stand for re-election at the Company's annual meeting of stockholders in June 2013. In fiscal 2014 and fiscal
2013, payments made by us and our subsidiaries to G-III and its related entities aggregated approximately $1.1 million
and $1.2 million, respectively. As of January 31, 2015, we had a balance due to G-III or its related entities of
approximately $12 thousand. We have evaluated the terms and considerations for such related party transactions and
have determined the terms are comparable to amounts that would have to be paid to, or received from, independent third
parties. G-III was not considered a related party during fiscal 2015.
Sourcing
We directly imported approximately 38% and 39% of our merchandise purchases during fiscal 2015 and fiscal 2014,
respectively. A significant amount of our merchandise was manufactured overseas during each of these fiscal periods,
primarily in China and Indonesia. Our reliance on sourcing from foreign countries may cause us to be exposed to certain
risks as indicated below and in Part I, “Item 1A. Risk Factors” in this Annual Report on Form 10-K.
We do not have long-term purchase commitments or arrangements with any of our suppliers or buying agents. Our ten
largest vendors represented approximately 70% of our total merchandise purchases in fiscal 2015, fiscal 2014, and fiscal
2013, respectively. One of our suppliers accounted for approximately 30%, 28% and 19% of our purchases during fiscal
2015, fiscal 2014, and fiscal 2013, respectively. Another supplier accounted for approximately 10%, 10% and 11% of our
purchases during fiscal 2015, fiscal 2014, and fiscal 2013, respectively. No other vendor supplied greater than 10% of the
Company's merchandise purchases during the last three fiscal years.
Import restrictions, including tariffs and quotas, and changes in such restrictions, could affect the importation of apparel
and might result in increased costs, delays in merchandise receipts or reduced supplies of apparel available to us, and
could have an adverse effect on our financial condition, results of operations and liquidity. Our merchandise flow could
also be adversely affected by political instability in any of the countries where our merchandise is manufactured or by
changes in the United States government’s policies toward such foreign countries. In addition, merchandise receipts
could be delayed due to interruptions in air, ocean and ground shipments.
37
We currently expect product costs to remain relatively stable in fiscal 2016.
Seasonality
Our quarterly results may fluctuate significantly depending on a number of factors, including general economic
conditions, consumer confidence, customer response to our seasonal merchandise mix, timing of new store openings,
adverse weather conditions, and shifts in the timing of certain holidays and shifts in the timing of promotional events.
Inflation
We do not believe that inflation had a material effect on our results of operations in the last three fiscal years.
Critical Accounting Policies and Estimates
Management’s Discussion and Analysis of Financial Condition and Results of Operations is based upon our consolidated
financial statements and related notes, which have been prepared in accordance with generally accepted accounting
principles used in the United States . The preparation of these financial statements requires management to make certain
estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contingent assets
and liabilities as of the date of the financial statements and the reported amounts of revenues and expenses during a
reporting period. Management bases its estimates on historical experience and various other assumptions that we believe
to be reasonable. As a result, actual results could differ because of the use of these estimates and assumptions.
Our significant accounting policies can be found in Note 1 - Nature of Business and Significant Accounting Policies, to
the consolidated financial statements contained in Item 8 of this Annual Report on Form 10-K. We believe that the
following accounting estimates are the most critical to aid in fully understanding and evaluating our reported financial
results, and they require our most challenging and complex judgments, resulting from the need to make estimates about
the effect of matters that are inherently uncertain.
Inventory valuation
Merchandise inventories are stated at the lower of cost or market utilizing the retail inventory method. The retail
inventory method inherently requires management judgments and estimates, such as the amount and timing of permanent
markdowns to clear unproductive or slow-moving inventory, which may impact the ending inventory valuation as well as
gross margins.
Permanent markdowns designated for clearance activity are recorded when the utility of the inventory has diminished.
Factors considered in the determination of permanent markdowns include current and anticipated demand, customer
preferences, age of the merchandise and fashion trends. When a decision is made to permanently mark down
merchandise, the resulting gross profit reduction is recognized.
Physical inventories are generally taken annually, and inventory records are adjusted accordingly, resulting in the
recording of actual shrinkage. Physical inventories are taken at all store locations approximately three weeks before the
end of the fiscal year. Shrinkage is estimated as a percentage of net sales at interim periods and for this approximate
three-week period, based on historical shrinkage rates.
We do not believe there is a reasonable likelihood that there will be a material change in the future estimates or
assumptions we use to calculate our inventory markdowns or shrinkage rates. However, if estimates regarding consumer
demand are inaccurate or actual physical inventory shrink differs significantly from our estimate, our operating results
could be materially affected.
Long-lived assets
Long-lived assets are evaluated for impairment whenever events or changes in circumstances indicate that the carrying
value may not be recoverable.
38
When evaluating long-lived assets for potential impairment, we first compare the carrying value of the asset to the asset's
estimated future cash flows (undiscounted and without interest charges). If the sum of the estimated future cash flows is
less than the carrying value of the asset, we calculate an impairment loss. The impairment loss calculation compares the
carrying value of the asset to the asset's estimated fair value, which is typically based on estimated discounted future
cash flows. We recognize an impairment loss if the amount of the asset's carrying value exceeds the asset's estimated fair
value. If we recognize an impairment loss, the adjusted carrying amount of the asset becomes its new cost basis. For a
depreciable long-lived asset, the new cost basis is depreciated over the remaining useful life of that asset.
When reviewing long-lived assets for impairment, we group long-lived assets with other assets and liabilities at the
lowest level for which identifiable cash flows are largely independent of the cash flows of other assets and liabilities. For
long-lived assets deployed at store locations, we review for impairment at the individual store level. These reviews
involve comparing the carrying value of all leasehold improvements, fixtures and equipment located at each store to the
net cash flow projections for each store. In addition, we conduct separate impairment reviews at other levels as
appropriate. For example, shared assets such as our corporate office and distribution center would be evaluated by
reference to the aggregate assets, liabilities and projected residual cash flows of all areas of the businesses utilizing those
shared assets.
Our impairment loss calculations involve uncertainty because they require management to make assumptions and to
apply judgment to estimate future cash flows and asset fair values, including estimating useful lives of the assets and
selecting the discount rate that reflects the risk inherent in future cash flows. If actual results are not consistent with our
estimates and assumptions used in estimating future cash flows and asset fair values, we may be exposed to losses that
could be material. We do not believe there is a reasonable likelihood that there will be a material change in the estimates
or assumptions we use to calculate long-lived asset impairment losses.
We recorded long-lived store-level asset impairment charges of approximately $0.3 million, $0.2 million and $0.1
million in fiscal 2015, fiscal 2014, and fiscal 2013, respectively, related to a small number of underperforming store
locations.
Customer loyalty program
The Company’s Friendship Rewards loyalty program grants customers the ability to accumulate points based on
purchase activity. Once a Friendship Rewards member achieves a certain point level, the member earns award
certificates that may be redeemed towards future merchandise purchases. Points are accrued as unearned revenue and
recorded as a reduction of net sales and a current liability as they are accumulated by members and certificates are
earned. The liability is recorded net of estimated breakage based on historical redemption patterns and trends. Revenue
and the related cost of sales are recognized upon redemption of the reward certificates, which expire approximately six
weeks after issuance.
A customer loyalty liability of $3.8 million and $3.7 million is included in accrued liabilities as of the end of fiscal 2015
and fiscal 2014, respectively.
Income taxes
Our income tax returns are subject to or are in the process of being audited by various taxing authorities. To the extent
our estimates of settlements change or the final tax outcome is different from the amounts recorded, such differences will
impact the income tax provision in the period in which such determinations are made. Our income tax expense includes
changes in our estimated liability for exposures associated with our various tax filing positions. Although we believe that
our judgments are reasonable, actual results could differ, and we may be exposed to losses or gains that could be
material.
We record a valuation allowance against our deferred tax assets when it is more likely than not that some portion or all of
our deferred tax assets will not be realized. In determining the need for a valuation allowance, management is required to
make judgments regarding future income, taxable income, and the potential effects of the mix of income or losses in the
jurisdictions in which we operate.
39
As a result of recent operating losses and the uncertainty of future results, we recorded a $37.5 million valuation
allowance on our deferred tax assets in the fourth quarter of fiscal 2015. Although we firmly believe we can return our
financial results to a consistent net earnings position, the recent string of operating losses requires us to acknowledge
there is risk to realizing the benefit of the deferred tax assets.
In contrast, in the fourth quarter fiscal 2014, the Company released the vast majority of our valuation allowance on our
deferred tax assets based on consecutive quarters of operating income and an expectation of continued positive earnings
resulting in a $41.3 million benefit to the income tax provision in fiscal 2014. A small valuation allowance was retained
for state net operating loss carryforwards that may expire before they are utilized.
We have analyzed equity ownership changes and determined our net operating losses will not be limited under IRC
Section 382.
Recently Issued Accounting Pronouncements
In May 2014, the Financial Accounting Standards Board (“FASB”) issued authoritative guidance under Accounting
Standards Update ("ASU") No. 2014-09, Revenue from Contracts with Customers. ASU 2014-09 supersedes existing
revenue recognition requirements and provides a new comprehensive revenue recognition model that requires entities to
recognize revenue to depict the transfer of goods or services to a customer at an amount that reflects the consideration it
expects to receive in exchange for those goods or services. In August 2015, the FASB issued ASU No. 2015-14, Revenue
from Contracts with Customers, Deferral of the Effective Date, which defers the effective date of the new revenue
recognition standard by one year. As a result, ASU 2014-09 is effective retrospectively for fiscal years and interim
periods within those years beginning after December 15, 2017. Adoption is allowed by either the full retrospective or
modified retrospective approach. The Company is currently evaluating which approach it will apply and the potential
impact on its consolidated financial statements.
In November 2015, the FASB issued ASU No. 2015-17, Balance Sheet Classification of Deferred Taxes, which requires
entities with a classified balance sheet to present all deferred tax assets and liabilities as noncurrent. The Company
elected early adoption of this guidance for the fiscal year ended January 30, 2016, on a prospective basis. The adoption
of this ASU allows the Company to simplify its presentation of deferred income tax liabilities and assets. Prior periods
were not retrospectively adjusted.
In February 2016, the FASB issued ASU 2016-02, Leases, which requires that lease arrangements longer than twelve
months result in an entity recognizing an asset and liability. The updated guidance is effective for interim and annual
periods beginning after December 15, 2018, and early adoption is permitted. We have not evaluated the impact of the
updated guidance on our consolidated financial statements.
We reviewed all other significant newly-issued accounting pronouncements and concluded they are either not applicable
to our operations, or that no material effect is expected on our consolidated financial statements as a result of future
adoption.
Forward-Looking Statements
We may make forward-looking statements reflecting our current views with respect to future events and financial
performance. These forward-looking statements, which may be included in reports filed under the Exchange Act, in
press releases and in other documents and materials as well as in written or oral statements made by or on behalf of the
Company, are subject to certain risks and uncertainties, including those discussed in Item 1A – Risk Factors of this
Annual Report on Form 10-K, which could cause actual results to differ materially from historical results or those
anticipated.
The words or phrases “will likely result,” “are expected to,” “estimate,” “project,” “believe,” “expect,” “should,”
“anticipate,” “forecast,” “intend” and similar expressions are intended to identify forward-looking statements within the
meaning of Section 21e of the Exchange Act and Section 27A of the Securities Act of 1933, as amended, as enacted by
40
the Private Securities Litigation Reform Act of 1995 (“PSLRA”). In particular, we desire to take advantage of the
protections of the PSLRA in connection with the forward-looking statements made in this Annual Report on Form 10-K.
Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date
such statements are made. In addition, we wish to advise readers that the factors listed in Item 1A of this Annual Report
on Form 10-K, as well as other factors, could affect our performance and could cause our actual results for future periods
to differ materially from any opinions or statements expressed. We undertake no obligation to publicly update or revise
any forward-looking statements, whether as a result of new information, future events or otherwise.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
The market risk inherent in our financial instruments and in our financial position represents the potential loss arising
from adverse changes in interest rates. We are potentially exposed to market risk from changes in interest rates relating to
our Credit Facility with Wells Fargo Bank. Loans under the Credit Facility bear interest at a rate ranging from 1.50% to
1.75% over the LIBOR or 0.50% to 0.75% over the Wells Fargo Prime Rate, based on the amount of Average Daily
Availability as such terms are defined in the Credit Facility.
We enter into certain purchase obligations outside the U.S., which are denominated and settled in U.S. dollars. Therefore,
we have only minimal exposure to foreign currency exchange risks. We do not hedge against foreign currency risks and
believe that our foreign currency exchange risk is immaterial. We do not have any derivative financial instruments and
do not hold any derivative financial instruments for trading purposes.
We are exposed to limited market risk from changes in interest rates relating to our investments. The potential
immediate loss to us that would result from a hypothetical 1% change in interest rates would not be expected to have a
material impact on our earnings or cash flows.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Financial Statements:
Reports of Independent Registered Public Accounting Firm
Consolidated Balance Sheets
Consolidated Statements of Operations
Consolidated Statements of Comprehensive Income (Loss)
Consolidated Statements of Stockholders’ Equity
Consolidated Statements of Cash Flows
Notes to Consolidated Financial Statements
Page
42
44
45
46
47
48
49
41
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders
Christopher & Banks Corporation:
We have audited the accompanying consolidated balance sheets of Christopher & Banks Corporation and subsidiaries as of
January 30, 2016 and January 31, 2015, and the related consolidated statements of operations, comprehensive income (loss),
stockholders’ equity, and cash flows for each of the fiscal years in the three year period ended January 30, 2016. These
consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an
opinion on these consolidated financial statements based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States).
Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial
statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and
disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates
made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a
reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial
position of Christopher & Banks Corporation and subsidiaries as of January 30, 2016 and January 31, 2015, and the results of
their operations and their cash flows for each of the fiscal years in the three year period ended January 30, 2016, 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),
Christopher & Banks Corporation’s internal control over financial reporting as of January 30, 2016, based on criteria
established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the
Treadway Commission (COSO), and our report dated March 18, 2016 expressed an unqualified opinion on the effectiveness of
the Company’s internal control over financial reporting.
/s/ KPMG LLP
Minneapolis, Minnesota
March 18, 2016
42
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders
Christopher & Banks Corporation:
We have audited Christopher & Banks Corporation’s internal control over financial reporting as of January 30, 2016, based on
criteria established in Internal Control – Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of
the Treadway Commission (COSO). Christopher & Banks Corporation’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 Management’s Annual 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 conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States).
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, and testing and evaluating the design
and operating effectiveness of internal control based on the assessed risk. Our audit also included performing such other
procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our
opinion.
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.
In our opinion, Christopher & Banks Corporation maintained, in all material respects, effective internal control over financial
reporting as of January 30, 2016, based on criteria established in Internal Control – Integrated Framework (2013) issued by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO).
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States),
the consolidated balance sheets of Christopher & Banks Corporation and subsidiaries as of January 30, 2016 and January 31,
2015, and the related consolidated statements of operations, comprehensive income (loss), stockholders’ equity, and cash flows
for each of the fiscal years in the three-year period ended January 30, 2016, and our report dated March 18, 2016 expressed an
unqualified opinion on those consolidated financial statements.
/s/ KPMG LLP
Minneapolis, Minnesota
March 18, 2016
43
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS
(in thousands)
January 30, 2016 January 31, 2015
ASSETS
Current assets:
Cash and cash equivalents
Short-term investments
Accounts receivable
Merchandise inventories
Prepaid expenses and other current assets
Deferred income taxes
Income taxes receivable
Total current assets
Property, equipment and improvements, net
Other non-current assets:
Long-term investments
Deferred income taxes
Other assets
Total other non-current assets
Total assets
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Accounts payable
Accrued salaries, wages and related expenses
Accrued liabilities and other current liabilities
Total current liabilities
Non-current liabilities:
Deferred lease incentives
Deferred rent obligations
Other non-current liabilities
Total non-current liabilities
Commitments
Stockholders’ equity:
Preferred stock — $0.01 par value, 1,000 shares authorized, none outstanding
Common stock — $0.01 par value, 74,000 shares authorized, 46,870 and 46,720
shares issued, and 37,079 and 36,929 shares outstanding at January 30, 2016
and January 31, 2015, respectively
Additional paid-in capital
Retained earnings
Common stock held in treasury, 9,791 shares at cost at January 30, 2016 and
January 31, 2015
Accumulated other comprehensive income (loss)
Total stockholders’ equity
Total liabilities and stockholders’ equity
$
$
31,506 $
3,015
4,067
42,481
9,059
—
513
90,641
59,224
—
393
632
1,025
150,890 $
$
16,645 $
2,845
24,570
44,060
9,880
7,241
1,301
18,422
—
—
468
125,851
74,800
(112,711)
—
88,408
$
150,890 $
37,245
13,293
4,000
45,318
6,700
3,550
845
110,951
45,107
4,752
34,388
839
39,979
196,037
18,411
2,957
23,988
45,356
7,110
6,390
1,292
14,792
—
—
466
124,242
123,894
(112,711)
(2)
135,889
196,037
See Notes to Consolidated Financial Statements
44
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF OPERATIONS
(in thousands, except per share data)
Net sales
Merchandise, buying and occupancy costs
Gross profit
Other operating expenses:
Selling, general and administrative
Depreciation and amortization
Impairment of store assets
Total other operating expenses
Operating (loss) income
Other expense, net
Income (loss) before income taxes
Income tax provision (benefit)
Net (loss) income
Basic (loss) income per share:
Net (loss) income
Basic shares outstanding
Diluted (loss) income per share:
Net (loss) income
Diluted shares outstanding
Fifty-Two
Fifty-Two
Fifty-Two
Weeks Ended Weeks Ended Weeks Ended
January 30, January 31, February 1,
2016
2015
2014
$ 383,828 $ 418,584 $ 435,754
284,723
270,790
151,031
147,794
254,350
129,478
128,413
12,048
281
140,742
(11,264)
(115)
(11,379)
37,715
$ (49,094) $
126,377
11,786
216
138,379
9,415
(191)
9,224
(37,902)
47,126 $
128,847
13,168
140
142,155
8,876
(191)
8,685
(5)
8,690
$
(1.33) $
1.28 $
36,886
36,819
0.24
36,246
$
(1.33) $
1.24 $
36,886
37,753
0.23
37,144
See Notes to Consolidated Financial Statements
45
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (LOSS)
(in thousands)
Net (loss) income
Other comprehensive income, net of tax:
Unrealized holding gains (losses) on securities arising during the
period, net of taxes of $(1), $2, and $0, respectively
Reclassification adjustment for (gains) losses included in net (loss)
income, net of taxes of $(1), $0 and $0, respectively
Total other comprehensive income (loss)
Comprehensive (loss) income
Fifty-Two
Fifty-Two
Fifty-Two
Weeks Ended
Weeks Ended
January 30, 2016 January 31, 2015 February 1, 2014
Weeks Ended
$
(49,094) $
47,126 $
8,690
1
1
2
$
(49,092) $
(5)
3
—
(5)
47,121
—
3
8,693
See Notes to Consolidated Financial Statements
46
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(in thousands)
Treasury
Common Stock
Shares
Held Held
Amount
Shares
Amount
Paid-in Retained Comprehensive
Additional
Accumulated
Other
Outstanding Outstanding Capital Earnings Income (Loss) Total
February 2, 2013
Total comprehensive income
Stock issued upon exercise of options, net
Issuance of restricted stock, net of forfeitures
Stock-based compensation expense
February 1, 2014
Total comprehensive loss
Stock issued upon exercise of options, net
Issuance of restricted stock, net of forfeitures
Stock-based compensation expense
January 31, 2015
Total comprehensive income
Stock issued upon exercise of options, net
Issuance of restricted stock, net of forfeitures
Stock-based compensation expense
January 30, 2016
9,791 $ (112,711)
—
—
—
—
—
—
—
—
—
—
—
—
9,791 $ (112,711)
—
—
—
—
9,791 $ (112,711)
—
—
—
—
9,791 $ (112,711)
—
—
—
—
36,964
—
56
(597)
—
36,423
—
470
36
—
36,929
—
—
150
—
37,079
$
$
$
$
467
—
1
(7)
—
461
—
5
—
—
466
—
—
2
—
468
$ 119,632
—
2
6
2,776
$ 122,416
—
(386)
(106)
2,318
$ 124,242
—
—
(28)
1,637
$ 125,851
$ 68,078
8,690
—
—
—
$ 76,768
47,126
—
—
—
$ 123,894
(49,094)
—
—
—
$ 74,800
$
$
$
$
—
3
—
—
—
3
(5)
—
—
—
(2)
2
—
—
—
—
$ 75,466
8,693
3
(1)
2,776
$ 86,937
47,121
(381)
(106)
2,318
$ 135,889
(49,092)
—
(26)
1,637
$ 88,408
See Notes to Consolidated Financial Statements
47
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
(in thousands)
Cash flows from operating activities:
Net (loss) income
Adjustments to reconcile net (loss) income to net cash used in
operating activities:
Depreciation and amortization
Impairment of store assets
Deferred income taxes, net
Loss on investment, net
Amortization of premium on investments
Amortization of financing costs
Deferred lease-related liabilities
Stock-based compensation expense
Loss on disposal of assets
Changes in operating assets and liabilities:
Accounts receivable
Merchandise inventories
Prepaid expenses and other assets
Income taxes receivable
Accounts payable
Accrued liabilities
Other liabilities
Net cash provided by operating activities
Cash flows from investing activities:
Purchases of property, equipment and improvements
Purchases of available-for-sale investments
Maturities of available-for-sale investments
Net cash used in investing activities
Cash flows from financing activities:
Shares redeemed for payroll taxes
Exercise of stock options
Payment of deferred financing costs
Net cash (used in) provided by financing activities
Net (decrease) increase in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period
Supplemental cash flow information:
Interest paid
Income taxes (refunded) paid
Accrued purchases of equipment and improvements
Shares surrendered for stock option cost
Fifty-Two
Fifty-Two
Fifty-Two
Weeks Ended
Weeks Ended
January 30, 2016 January 31, 2015 February 1, 2014
Weeks Ended
$
(49,094) $
47,126 $
8,690
12,048
281
37,544
—
46
62
3,267
1,637
—
(67)
2,837
(2,214)
332
(1,670)
370
3
5,382
(26,082)
—
14,987
(11,095)
11,786
216
(37,938)
1
47
68
6,473
2,318
56
(1,572)
(441)
198
(535)
(5,119)
(3,826)
143
19,001
(20,270)
(18,480)
16,506
(22,244)
(26)
—
—
(26)
(5,739)
37,245
31,506 $
168 $
(223) $
$
1,105
— $
(1,486)
999
(99)
(586)
(3,829)
41,074
37,245 $
259 $
487 $
740
$
1,715 $
$
$
$
$
$
13,168
140
—
—
56
73
(1,819)
2,776
9
1,202
(2,173)
(555)
95
612
3,240
(460)
25,054
(8,544)
(24,484)
8,306
(24,722)
(211)
214
—
3
335
40,739
41,074
253
215
304
—
See Notes to Consolidated Financial Statements
48
CHRISTOPHER & BANKS CORPORATION AND SUBSIDIARIES
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
NOTE 1 — Nature of Business and Significant Accounting Policies
Christopher & Banks Corporation, through its wholly owned subsidiaries (collectively referred to as “Christopher &
Banks”, “the Company”, “we” or “us”), operates retail stores selling women’s apparel in the United States ("U.S."). The
Company operated 518, 518 and 560 stores as of January 30, 2016, January 31, 2015 and February 1, 2014,
respectively. The Company also operates an eCommerce website for its Christopher & Banks and C.J. Banks brands at
www.christopherandbanks.com.
Fiscal year and basis of presentation
The Company follows the standard fiscal year of the retail industry, which is a fifty-two or fifty-three week period
ending on the Saturday closest to January 31, and is designated by the calendar year in which the fiscal year
commences. The fiscal years ended January 30, 2016 ("fiscal 2015"), January 31, 2015 ("fiscal 2014"), and February 1,
2014 ("fiscal 2013") consisted of fifty-two weeks each, respectively.
The consolidated financial statements include the accounts of Christopher & Banks Corporation and its wholly owned
subsidiaries. All significant intercompany accounts and transactions have been eliminated in consolidation.
Certain reclassifications have been made to prior period amounts to conform to the current period presentation. None of
the reclassifications had a material effect on the Company’s financial position, results of operations or cash flows in any
period.
Correction of an error
In connection with the preparation of the Company’s consolidated financial statements for the fiscal year ended January
31, 2015, the Company determined that its calculation of deferred rent expense was incorrect. The Company corrected
the error in the fourth quarter of fiscal 2014, which resulted in a cumulative increase to rent expense of approximately
$3.6 million recorded in merchandise, buying and occupancy expenses within the consolidated statements of operations.
The effect of the correction was to decrease the Company’s operating income for the 2014 fourth quarter and fiscal year
by approximately $3.6 million; net income for the fourth quarter and fiscal year were reduced by approximately $2.2
million. There was no impact to cash flows from operations. The Company concluded that this correction was
immaterial to the related consolidated financial statements as a whole.
Use of estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United States
requires management to make certain estimates and assumptions that affect the reported amounts of assets and liabilities,
the disclosure of contingent assets and liabilities as of the date of the financial statements and the reported amounts of
revenues and expenses during reporting periods. As a result, actual results could differ because of the use of these
estimates and assumptions.
Cash and cash equivalents
Cash and cash equivalents consist of cash on hand and in banks and investments purchased with an original maturity of
ninety days or less.
Investments
Investments are accounted for in accordance with Accounting Standards Codification ("ASC") 320-10, Investments —
Debt and Equity Securities. At January 30, 2016 and January 31, 2015, the Company's investment balances consisted
49
solely of available-for-sale securities and were valued at fair value in accordance with ASC 820-10 Fair Value
Measurements.
Available-for-sale securities are carried at fair value with unrealized gains and losses reported as a component of
stockholders’ equity as accumulated other comprehensive income (loss), net of tax. Fair value for available-for-sale
securities is based on quoted prices for similar assets in active markets or quoted prices for identical or similar assets in
markets in which there were fewer transactions. Amortization of premiums or discounts arising at acquisition, and gains
or losses on the disposition of available-for-sale securities are reported as other income (expense) in the consolidated
statements of operations. Realized gains and losses, if any, are calculated on the specific identification method and are
included in other income (expense) in the consolidated statements of operations.
Available-for-sale securities are reviewed for possible impairment at least quarterly, or more frequently if circumstances
arise which may indicate impairment. When the fair value of the securities declines below the amortized cost basis,
impairment is indicated and it must be determined whether it is other than temporary. Impairment is considered to be
other than temporary if the Company: (i) intends to sell the security, (ii) will more likely than not be forced to sell the
security before recovering its cost, or (iii) does not expect to recover the security’s amortized cost basis. If the decline in
fair value is considered other than temporary, the cost basis of the security is adjusted to its fair market value and the
realized loss is reported in earnings. Subsequent increases or decreases in fair value are reported in equity as
accumulated other comprehensive income (loss).
Inventory valuation
Merchandise inventories are stated at the lower of cost or market utilizing the retail inventory method. The retail
inventory method inherently requires management judgments and estimates, such as the amount and timing of permanent
markdowns to clear unproductive or slow-moving inventory, which may impact the ending inventory valuation as well as
gross margins.
Permanent markdowns designated for clearance activity are recorded when the utility of the inventory has diminished.
Factors considered in the determination of permanent markdowns include current and anticipated demand, customer
preferences, age of the merchandise and fashion trends. When a decision is made to permanently mark down
merchandise, the resulting gross profit reduction is recognized.
Physical inventories are generally taken annually, and inventory records are adjusted accordingly, resulting in the
recording of actual shrinkage. Physical inventories are taken at all store locations approximately three weeks before the
end of the fiscal year. Shrinkage is estimated as a percentage of net sales at interim periods and for this approximate
three-week period, based on historical shrinkage rates.
Property, equipment and improvements, net
Property, equipment and improvements are initially recorded at cost. Property and equipment is depreciated on a straight-
line basis over its estimated useful life as follows:
Description
Building and building improvements
Computer hardware and software
Equipment, furniture and fixtures
Store leasehold improvements
Estimated Useful Lives
25 years
3 to 5 years
3 to 10 years
Shorter of the useful life or term
of lease, typically 10 years
Repairs and maintenance which do not extend an asset’s useful life are expensed as incurred. When assets are retired or
otherwise disposed of, the cost and related accumulated depreciation are removed from the accounts, and any resulting
gain or loss is reflected in income for that period.
50
Long-lived assets
Long-lived assets are evaluated for impairment whenever events or changes in circumstances indicate that the carrying
value may not be recoverable.
When evaluating long-lived assets for potential impairment, we first compare the carrying value of the asset to the asset's
estimated future cash flows (undiscounted and without interest charges). If the sum of the estimated future cash flows is
less than the carrying value of the asset, we calculate an impairment loss. The impairment loss calculation compares the
carrying value of the asset to the asset's estimated fair value, which is typically based on estimated discounted future
cash flows. We recognize an impairment loss if the amount of the asset's carrying value exceeds the asset's estimated fair
value. If we recognize an impairment loss, the adjusted carrying amount of the asset becomes its new cost basis. For a
depreciable long-lived asset, the new cost basis is depreciated over the remaining useful life of that asset.
When reviewing long-lived assets for impairment, we group long-lived assets with other assets and liabilities at the
lowest level for which identifiable cash flows are largely independent of the cash flows of other assets and liabilities. For
long-lived assets deployed at store locations, we review for impairment at the individual store level. These reviews
involve comparing the carrying value of all leasehold improvements, fixtures and equipment located at each store to the
net cash flow projections for each store. In addition, we conduct separate impairment reviews at other levels as
appropriate. For example, shared assets such as our corporate office and distribution center would be evaluated by
reference to the aggregate assets, liabilities and projected residual cash flows of all areas of the businesses utilizing those
shared assets.
Our impairment loss calculations involve uncertainty because they require management to make assumptions and to
apply judgment to estimate future cash flows and asset fair values, including estimating useful lives of the assets and
selecting the discount rate that reflects the risk inherent in future cash flows. If actual results are not consistent with our
estimates and assumptions used in estimating future cash flows and asset fair values, we may be exposed to losses that
could be material. We do not believe there is a reasonable likelihood that there will be a material change in the estimates
or assumptions we use to calculate long-lived asset impairment losses.
We recorded long-lived store-level asset impairment charges of approximately $0.3 million, $0.2 million and $0.1
million in fiscal 2015, fiscal 2014, and fiscal 2013, respectively, related to a small number of underperforming store
locations. See Note 12 - Fair Value Measurements, for further detail.
Common stock held in treasury
Treasury stock is accounted for under the cost method, whereby stockholders’ equity is reduced for the total cost of the
shares repurchased.
Revenue recognition
Sales are recognized at the point of purchase when a customer takes possession of the merchandise and pays for the
purchase with cash, credit card, debit card or gift card. The Company records eCommerce revenue upon the estimated
date the customer receives the merchandise. Shipping and handling revenues are included in net sales. Sales are
recognized net of a sales return reserve, which is based on historical sales return data and is not material. Sales taxes
collected from customers are remitted to the appropriate taxing jurisdictions and are excluded from net sales.
Gift cards are recorded as a liability when issued and until they are redeemed, at which point a sale is
recorded. Unredeemed gift cards (“gift card breakage”) is recognized as a reduction of merchandise, buying and
occupancy costs when the likelihood of a gift card being redeemed by a customer in the future is deemed remote and the
Company determines that there is no legal obligation to remit the value of the unredeemed gift card to any state or local
jurisdiction as unclaimed or abandoned property. The Company utilizes historical redemption patterns in order to
estimate the rate and timing of breakage associated with gift cards. Based on historical redemption patterns, we currently
recognize breakage for a portion of the gift card balances that remain outstanding following 36 months of issuance.
51
Vendor allowances
At certain times the Company receives allowances or credits from its merchandise vendors primarily related to goods
that do not meet our quality standards. These allowances or credits are reflected as a reduction of merchandise inventory
in the period they are received. The majority of merchandise is produced exclusively for the Company. Accordingly, the
Company does not enter into any arrangements with vendors where payments or other consideration might be received in
connection with the purchase or promotion of a vendor’s products such as buy-down agreements or cooperative
advertising programs.
Merchandise, buying and occupancy costs
Merchandise, buying and occupancy costs include the cost of merchandise, markdowns, shrink, freight, shipping and
handling charges, buyer and distribution center salaries, buyer travel, rent and other occupancy related costs, various
merchandise design and development costs, miscellaneous merchandise-related expenses and other costs related to the
Company's distribution network. Merchandise, buying and occupancy costs do not include any depreciation or
amortization expense.
Selling, general and administrative expenses
Selling, general and administrative expenses include salaries, with the exception of buyer and distribution center salaries,
other employee benefits, marketing, store supplies, payment processing fees, information technology-related costs,
insurance, professional services, non-buyer travel and miscellaneous other selling and administrative related
expenses. Selling, general and administrative expenses do not include any depreciation or amortization expense.
Store pre-opening costs
Non-capital expenditures such as payroll and training costs incurred prior to the opening of a new store are charged to
selling, general and administrative expense in the period they are incurred.
Rent expense, deferred rent obligations and deferred lease incentives
The Company leases all of its store locations under operating leases. Most of these lease agreements contain tenant
improvement allowances, funded by landlord cash incentives or rent abatements, which are recorded as a deferred lease
incentive liability and amortized as a reduction of rent expense over the term of the lease. For purposes of recognizing
landlord incentives and minimum rental expense, the Company utilizes the date that it obtains the legal right to use and
control the leased space, which is generally when the Company enters the space and begins to make improvements in
preparation for opening a new store location.
Certain lease agreements contain rent escalation clauses which provide for scheduled rent increases during the lease term
or for rental payments commencing at a date other than the date of initial occupancy. Such escalating rent expense is
recorded on a straight-line basis over the lease term, not including any renewal option periods, and the difference
between the recognized rent expense and amounts payable under the lease are recorded as deferred rent obligations.
The Company's leases may also provide for contingent rents, which are determined as a percentage of sales in excess of
specified levels. When specified levels have been achieved or when management determines that achieving the specified
levels during the fiscal year is probable, the Company records a current accrued liability along with the corresponding
rent expense.
A small portion of our leases contain renewal options that generally allow us to extend the lease for an additional five
years.
52
Advertising
Advertising costs are expensed as incurred and included in selling, general and administrative expenses. Advertising
costs for fiscal 2015, fiscal 2014 and fiscal 2013, were approximately $7.3 million, $7.9 million and $7.4 million,
respectively.
Customer loyalty program
The Company’s Friendship Rewards loyalty program grants customers the ability to accumulate points based on
purchase activity. Once a Friendship Rewards member achieves a certain point level, the member earns award
certificates that may be redeemed towards future merchandise purchases. Points are accrued as unearned revenue and
recorded as a reduction of net sales and a current liability as they are accumulated by members and certificates are
earned. The liability is recorded net of estimated breakage based on historical redemption patterns and trends. Revenue
and the related cost of sales are recognized upon redemption of the reward certificates, which expire approximately six
weeks after issuance.
Private label credit card program
During fiscal 2012, the Company launched a private label credit card program with a sponsoring bank which provides
for the issuance of credit cards bearing the Christopher & Banks and C.J. Banks brands. The sponsoring bank manages
and extends credit to the Company's customers and is the sole owner of the accounts receivable generated under the
program. As part of the program, the Company received a signing bonus of approximately $0.5 million from the
sponsoring bank and also earns revenue based on card usage by its customers. The deferred signing bonus is included in
other liabilities and is being recognized in net sales ratably over the term of the contract. The other revenue based on
customer usage of the card is recognized in net sales in the periods in which the related customer transaction occurs.
During fiscal 2015, fiscal 2014 and fiscal 2013, the Company recognized approximately $0.7 million, $0.7 million and
$0.6 million, respectively, in net royalty revenue included in net sales. In addition, the sponsoring bank reimburses the
Company for certain marketing expenditures related to the program, subject to an annual cap on the amount of
reimbursable expenses.
Lease termination costs
Discounted liabilities for future lease costs and the fair value of related subleases of closed locations are recorded when
the stores are closed prior to the expiration of the lease or execution of a lease termination agreement. In assessing the
discounted liabilities for future costs of obligations related to closed stores, the Company makes assumptions regarding
amounts of future subleases. If these assumptions or their related estimates change in the future, the Company may be
required to record additional exit costs or reduce exit costs previously accrued. Actual settlements may vary substantially
from recorded obligations. As of January 30, 2016 and January 31, 2015, our lease termination liability is not material.
Fair value measurements
Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in an orderly
transaction between market participants at the measurement date. Assets and liabilities recorded at fair value are
categorized using defined hierarchical levels directly related to the amount of subjectivity associated with the inputs to
fair value measurements, as follows:
Level 1 – Quoted prices (unadjusted) in active markets for identical assets or liabilities
Level 2 – Inputs other than quoted prices included in Level 1 that are either directly or indirectly observable
Level 3 – Unobservable inputs that are significant to the fair value of the asset or liability.
Categorization within the valuation hierarchy is based upon the lowest level of input that is significant to the fair value
measurement.
53
Certain of the Company's financial assets and liabilities are recorded at their carrying amounts which approximate fair
value, based on their short-term nature. These financial assets and liabilities include cash and cash equivalents, accounts
receivable and accounts payable. The Company records its investments at fair value. The Company measures certain of
its long-lived assets at fair value on a non-recurring basis.
Long-lived store-level asset impairment charges recorded during fiscal 2015, 2014 and 2013 were measured at fair value
using Level 3 inputs.
Stock-based compensation
Stock-based compensation is accounted for in accordance with ASC 718-10, Stock Compensation. To calculate the
estimated fair value of stock options on the date of grant, the Company uses the Black-Scholes option pricing model. The
Black-Scholes option pricing model requires the Company to estimate key assumptions such as expected term, volatility,
risk-free interest rates and dividend yield to determine the fair value of stock options, based on both historical
information and management judgment regarding market factors and trends. The Company recognizes stock-based
compensation expense on a straight-line basis over the corresponding vesting period of the entire award, net of estimated
forfeiture rates. The Company estimates expected forfeitures of share-based awards at the grant date and recognizes
compensation cost only for those awards expected to vest.
In estimating expected forfeitures, the Company analyzes historical forfeiture and termination information and considers
how future termination rates are expected to differ from historical termination rates. The Company ultimately adjusts this
forfeiture assumption to actual forfeitures. Any changes in the forfeiture assumptions do not impact the total amount of
expense ultimately recognized over the vesting period. Instead, different forfeiture assumptions only impact the timing of
expense recognition over the vesting period. If the actual forfeitures differ from management estimates, additional
adjustments to compensation expense are recorded.
Restricted stock awards are generally subject to forfeiture if employment or service terminates prior to the lapse of the
restrictions. In addition, certain restricted stock awards have performance-based vesting provisions and are subject to
forfeiture, in whole or in part, if these performance conditions are not achieved. Management assesses, on an ongoing
basis, the probability of whether the performance criteria will be achieved and, once it is deemed probable, compensation
expense is recognized over the relevant performance period. For those awards not subject to performance criteria, the
cost of the restricted stock awards is expensed, which is determined to be the fair market value of the shares at the date of
grant, on a straight-line basis over the vesting period. Time-based grants of restricted stock participate in dividend
payments to the extent dividends are declared and paid prior to vesting.
Income taxes
Income taxes are calculated in accordance with ASC 740, Income Taxes, which requires the use of the asset and liability
method. Under this method, deferred tax assets and liabilities are recognized for the future income taxes attributable to
differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax
bases. We record a valuation allowance against our deferred tax assets when it is more likely than not that some portion
or all of our deferred tax assets will not be realized. In determining the need for a valuation allowance, management is
required to make judgments regarding future income, taxable income and the potential effects of the mix of income or
losses in jurisdictions in which we operate. Deferred tax assets and liabilities are measured using the tax rates expected
to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The
effect on deferred tax assets and liabilities of a change in tax rates is recognized in income in the period that includes the
enactment date of such change.
Net income (loss) per common share
The Company utilizes the two-class method of calculating earnings per share (“EPS”) where unvested share-based
payment awards that contain non-forfeitable rights to receive dividends or dividend equivalents (whether paid or unpaid)
are participating securities, and thus, are included in the two-class method of computing EPS. Participating securities
54
include unvested employee restricted stock awards with time-based vesting, which contain non-forfeitable rights to
receive dividend payments.
Basic EPS is computed based on the weighted average number of shares of common stock outstanding during the
applicable period, while diluted EPS is computed based on the weighted average number of shares of common and
common equivalent shares outstanding.
Segment reporting
The Company reports its operations as one reportable segment, Retail Operations, which consists of one operating
segment, in accordance with Accounting Standards Codification (“ASC”) Topic 280, “Segment Reporting.” The
Company defines an operating segment on the same basis that it uses to evaluate performance and to allocate resources.
The Company has also considered its organizational structure and design of its Executive compensation programs.
Therefore, the Company reports results as a single segment, which includes the operation of its retail stores, outlet stores,
online and mobile.
For details regarding the operating performance of the Company's retail operations and supporting
corporate/administrative functions, refer to Note 17 - Segment Reporting.
Recently issued accounting pronouncements
In May 2014, the Financial Accounting Standards Board (“FASB”) issued authoritative guidance under Accounting
Standards Update ("ASU") No. 2014-09, Revenue from Contracts with Customers. ASU 2014-09 supersedes existing
revenue recognition requirements and provides a new comprehensive revenue recognition model that requires entities to
recognize revenue to depict the transfer of goods or services to a customer at an amount that reflects the consideration it
expects to receive in exchange for those goods or services. In August 2015, the FASB issued ASU No. 2015-14, Revenue
from Contracts with Customers, Deferral of the Effective Date, which defers the effective date of the new revenue
recognition standard by one year. As a result, ASU 2014-09 is effective retrospectively for fiscal years and interim
periods within those years beginning after December 15, 2017. Adoption is allowed by either the full retrospective or
modified retrospective approach. The Company is currently evaluating which approach it will apply and the potential
impact on its consolidated financial statements.
In November 2015, the FASB issued ASU No. 2015-17, Balance Sheet Classification of Deferred Taxes, which requires
entities with a classified balance sheet to present all deferred tax assets and liabilities as noncurrent. The Company
elected early adoption of this guidance for the fiscal year ended January 30, 2016, on a prospective basis. The adoption
of this ASU allows the Company to simplify its presentation of deferred income tax liabilities and assets. Prior periods
were not retrospectively adjusted.
In February 2016, the FASB issued ASU 2016-02, Leases, which requires that lease arrangements longer than twelve
months result in an entity recognizing an asset and liability. The updated guidance is effective for interim and annual
periods beginning after December 15, 2018, and early adoption is permitted. We have not evaluated the impact of the
updated guidance on our consolidated financial statements.
55
NOTE 2 — Investments
Investments as of January 30, 2016 consisted of the following (in thousands):
Short-term investments:
Available-for-sale securities:
Corporate bonds
Municipal bonds
Total short-term investments
Total investments
Amortized Cost Unrealized Gains Unrealized Losses Estimated Fair Value
2,810
205
3,015
3,015 $
$
1
—
1
1 $
(1)
—
(1)
(1) $
2,810
205
3,015
3,015
Investments as of January 31, 2015, consisted of the following (in thousands):
Short-term investments:
Available-for-sale securities:
Certificates of deposit
Commercial paper
Corporate bonds
Municipal bonds
Total short-term investments
Long-term investments:
Available-for-sale securities:
Corporate bonds
U.S. Agency securities
Total long-term investments
Total investments
Amortized Cost Unrealized Gains Unrealized Losses Estimated Fair Value
$
4,080 $
7,384
1,615
214
13,293
2,857
1,900
4,757
18,050 $
$
— $
3
1
1
5
—
—
—
5 $
(2) $
(3)
—
—
(5)
(4)
(1)
(5)
(10) $
4,078
7,384
1,616
215
13,293
2,853
1,899
4,752
18,045
The securities above were classified as available-for-sale as the Company did not enter into these investments for
speculative purposes or intend to actively buy and sell the securities in order to generate profits on differences in price.
The Company's primary investment objective is preservation of principal. During fiscal 2015, there were no purchases of
available-for-sale securities, and maturities of available-for-sale securities were approximately $15.0 million. During
fiscal 2014, there were approximately $18.5 million in purchases of available-for-sale securities and maturities of
available-for-sale securities were approximately $16.5 million. There were no other-than-temporary impairments of
available-for-sale securities during fiscal 2015 and fiscal 2014. See Note 12 - Fair Value Measurements, for fair value
disclosures relating to the Company's investments.
The following table summarizes the remaining contractual maturities of the Company’s available-for-sale securities (in
thousands):
$
January 30, 2016
3,015
—
3,015
$
Due in one year or less
Due after one year through five years
Total investments
56
NOTE 3 — Accounts Receivable
Accounts receivable consisted of the following (in thousands):
Credit card receivables
Amounts due from landlords
Other receivables
Total accounts receivable
January 30, 2016 January 31, 2015
1,868
$
1,505
627
4,000
2,126
1,576
365
4,067
$
$
$
Credit card receivables relate to amounts due from payment processing entities that are collected one to five days after
the related sale transaction occurs.
NOTE 4 — Merchandise Inventories
Merchandise inventories consisted of the following (in thousands):
Merchandise - in store/eCommerce
Merchandise - in transit
Total merchandise inventories
NOTE 5 — Property, Equipment and Improvements, Net
Property, equipment and improvements, net consisted of the following (in thousands):
Description
Land
Corporate office, distribution center and related building improvements
Store leasehold improvements
Store furniture and fixtures
Corporate office and distribution center furniture, fixtures and equipment
Computer and point of sale hardware and software
Construction in progress
Total property, equipment and improvements, gross
Less accumulated depreciation and amortization
Total property, equipment and improvements, net
January 30, 2016 January 31, 2015
33,534
$
11,784
45,318
31,751 $
10,730
42,481 $
$
$
January 30, 2016 January 31, 2015
1,597
$
12,616
51,700
70,083
4,344
32,888
2,721
175,949
(130,842)
45,107
1,597
12,618
52,812
74,513
4,356
32,644
5,781
184,321
(125,097)
59,224
$
$
Upon performing the annual impairment analysis, the Company determined that improvements and equipment at certain
under-performing stores and at stores identified for closure were impaired. As a result, the Company recorded asset
impairments related to property, equipment and improvements of $0.3 million, $0.2 million and $0.1 million in fiscal
2015, fiscal 2014, and fiscal 2013, respectively. See Note 12 - Fair Value Measurements, for further detail.
57
NOTE 6 — Accrued Liabilities
Other accrued liabilities consisted of the following (in thousands):
Gift card and store credit liabilities
Accrued Friendship Rewards Program loyalty liability
Accrued income, sales and other taxes payable
Accrued occupancy-related expenses
Sales return reserve
Other accrued liabilities
Total accrued liabilities and other current liabilities
NOTE 7 — Credit Facility
January 30, 2016 January 31, 2015
8,170
$
3,731
1,578
3,957
1,077
5,475
23,988
8,029 $
3,838
1,622
3,017
1,309
6,755
24,570 $
$
The Company is party to an amended and restated credit agreement (the "Credit Facility") with Wells Fargo Bank, N.A.
(“Wells Fargo”), as lender. The Credit Facility was most recently amended and extended on September 8, 2014. The
current expiration date is September 2019.
The Credit Facility provides the Company with revolving credit loans of up to $50.0 million in the aggregate, subject to
a borrowing base formula based primarily on eligible credit card receivables, inventory and real estate, as such terms are
defined in the Credit Facility, and up to $10.0 million of which may be drawn in the form of standby and documentary
letters of credit.
Borrowings under the Credit Facility will generally accrue interest at a rate ranging from 1.50% to 1.75% over the
London Interbank Offered Rate ("LIBOR") or 0.50% to 0.75% over the Wells Fargo Prime Rate based on the amount of
Average Daily Availability for the Fiscal Quarter immediately preceding each Adjustment Date, as such term is defined
in the Credit Facility. The Company has the ability to select between the LIBOR or prime based rate at the time of the
cash advance. The Credit Facility has an unused commitment fee of 0.25%.
The Credit Facility contains customary events of default and various affirmative and negative covenants. The sole
financial covenant contained in the Credit Facility requires the Company to maintain Availability at least equal to the
greater of (a) ten percent (10%) of the borrowing base or (b) $3.0 million. In addition, the Credit Facility permits the
payment of dividends to the Company's stockholders if certain financial conditions are met. The Company was in
compliance with all covenants and other financial provisions as of January 30, 2016.
The Company's obligations under the Credit Facility are secured by the assets of the Company and its subsidiaries. The
Company has pledged substantially all of its assets as collateral security for the loans, including accounts owed to the
Company, bank accounts, inventory, other tangible and intangible personal property, intellectual property (including
patents and trademarks), and stock or other evidences of ownership of 100% of all of the Company's subsidiaries.
The Company had no revolving credit loan borrowings under the Credit Facility during fiscal 2015, fiscal 2014 or fiscal
2013. The total borrowing base at January 30, 2016, was approximately $26.3 million. As of January 30, 2016, the
Company had open on-demand letters of credit of approximately $0.3 million. Accordingly, after reducing the borrowing
base for the open letters of credit and the required minimum availability of the greater of $3.0 million, or 10.0% of the
borrowing base, the net availability of revolving credit loans under the Credit Facility was approximately $23.0 million
at January 30, 2016.
NOTE 8 — Stockholder's Equity and Stock-Based Compensation
Dividends
The Credit Facility allows payment of dividends to the Company's stockholders if certain financial conditions are met.
No dividends were paid in fiscal 2015, fiscal 2014 or fiscal 2013.
58
Stock-based compensation
The Company maintains the following stock plans approved by stockholders: the 2013 Directors' Equity Incentive Plan
(the "2013 Plan") and the 2014 Stock Incentive Plan (the “2014 Plan”). Under the 2014 Plan and the 2013 Plan, the
Company may grant options to purchase common stock to employees and non-employee members of the Board,
respectively, at a price not less than 100% of the fair market value of the common stock on the option grant date. In
general, options granted to employees vest over three years and are exercisable up to 10 years from the date of grant, and
options granted to Directors vest ratably over approximately 30 months and are exercisable up to 10 years from the grant
date. No options have been granted to Directors in the last three fiscal years.
The Company may also grant shares of restricted stock or units representing the right to receive shares of stock to its
employees and non-employee members of the Board. The grantee cannot transfer the shares or units before the
respective shares or units vest. Shares of nonvested restricted stock are considered to be currently issued and outstanding,
but units representing the right to receive stock are not. Grants to employees of restricted stock or restricted stock units
generally have original vesting schedules of one to three years, while restricted grants to Directors typically vest
approximately one year after the date of grant.
Approximately 0.5 million and 3.9 million shares were authorized for issuance under the 2013 Plan and the 2014 Plan,
respectively. As of January 30, 2016, there were approximately 0.2 million and 2.4 million shares available for future
grant under the 2013 Plan and the 2014 Plan, respectively. In addition, as of January 30, 2016, there are approximately
1.5 million options outstanding which were granted to our Chief Executive Officer in 2012 outside of the above plans as
an inducement to employment.
The total pre-tax compensation expense related to all stock-based awards for fiscal 2015, fiscal 2014 and fiscal 2013 was
approximately $1.6 million, $2.3 million and $2.8 million, respectively. Stock-based compensation expense is included
in merchandise, buying and occupancy expenses for the buying and distribution employees, and in selling, general and
administrative expense for all other employees.
Black-Scholes assumptions
The Company uses the Black-Scholes option-pricing model to value stock options for grants to employees and non-
employee directors. Using this option-pricing model, the fair value of each stock option award is estimated on the date of
grant and is expensed on a straight-line basis over the vesting period, as the stock options are subject to pro-rata vesting.
The expected volatility assumption is based on the historical volatility of the Company’s stock over a term equal to the
expected term of the option granted. The expected term of stock option awards granted is derived from the Company’s
historical experience and represents the period of time that awards are expected to be outstanding. The risk-free interest
rate is based on the implied yield on a U.S. Treasury constant maturity with a remaining term equal to the expected term
of the option granted.
The table below shows the weighted average assumptions relating to the valuation of stock options granted during fiscal
2015, fiscal 2014 and fiscal 2013.
Fiscal 2015 Fiscal 2014 Fiscal 2013
—%
—%
68.62%
1.73%
59.59% 70.08-75.66%
0.76-1.37%
1.73%
5.00 years
5.00 years 5.00 years
—%
Expected dividend yield
Expected volatility
Risk-free interest rate
Expected term
59
Stock-Based Compensation Activity — Stock Options
The following tables present a summary of stock option activity for fiscal 2015:
Aggregate
Weighted Average
Weighted Average Intrinsic Value
Remaining
(in thousands) Contractual Life
Outstanding, beginning of period
Granted
Exercised
Canceled - Vested
Canceled - Unvested (Forfeited)
Outstanding, end of period
Exercisable, end of period
Nonvested, beginning of period
Granted
Vested
Forfeited
Nonvested, end of period
2,642,774
Number of Shares Exercise Price
4.94
1.39
—
3.43
5.86
4.93 $
4.94 $
15,609
—
(29,124)
(11,432)
2,617,827 $
2,579,644 $
5,307
—
5.92 years
5.89 years
Number of Shares
Weighted Average
Grant Date
Fair Value
689,920 $
15,609
(655,914)
(11,432)
38,183
2.08
0.80
2.00
3.33
2.58
The weighted average fair value for options granted during fiscal 2015, fiscal 2014 and fiscal 2013 was $0.80, $4.55 and
$3.80, respectively. The fair value of options vesting during fiscal 2015, fiscal 2014 and fiscal 2013 was approximately
$2.00, $1.71 and $2.06, respectively. The aggregate intrinsic value of options exercised during fiscal 2014 and fiscal
2013 was approximately $4.6 million and $0.2 million, respectively. There were no options exercised during fiscal 2015.
As of January 30, 2016, there was approximately $0.02 million of total unrecognized compensation expense related to
nonvested stock options granted, which is expected to be recognized over a weighted average period of approximately
1.51 years.
Stock-Based Compensation Activity — Restricted Stock
The following table presents a summary of restricted stock activity for fiscal 2015:
Number of Shares
Weighted Average Aggregate
Grant Date Fair
Value
Intrinsic Value
(in thousands)
Nonvested, beginning of period
Granted
Vested
Forfeited
Nonvested, end of period
91,641 $
212,224
(73,836)
(23,654)
206,375
7.84
4.50
8.25
5.42
4.54 $
357
The weighted average fair value for restricted stock granted during fiscal 2015, fiscal 2014 and fiscal 2013 was $4.50,
$8.89 and $6.51, respectively. The total fair value of restricted stock vested during fiscal 2015, fiscal 2014 and fiscal
2013 was approximately $0.6 million, $0.8 million and $0.6 million, respectively. The aggregate intrinsic value of
restricted stock vested during fiscal 2015, fiscal 2014 and fiscal 2013 was approximately $0.1 million, $0.6 million and
$0.6 million, respectively.
As of January 30, 2016, there was approximately $0.4 million of unrecognized stock-based compensation expense
related to nonvested restricted stock awards, which is expected to be recognized over a weighted average period of
approximately 1.2 years.
60
Other Stock-Based Awards
During fiscal 2014, the Company made performance share awards to a limited number of executive-level employees
which entitles these employees to receive a specified number of shares of the Company’s common stock on vesting
dates, provided that cumulative two-year and/or three-year targets are achieved. The cumulative targets involve
operating margin, net sales growth and total stockholder return versus a specified peer group. Management estimates the
fair value of performance shares awards based on the market price of the underlying stock on the date of grant for net
sales growth and operating margin targets. The Company utilized a Monte Carlo simulation model to determine the fair
value of the performance shares for total stockholder return. The target grants (as revised for non-vested forfeitures)
currently approximate 96,000 and 143,000 shares, respectively, with a weighted average grant-date fair value of $6.41
per share. The actual number of shares issued on the vesting dates could range from zero to 200% of target, depending
upon actual performance achieved. Based on the market price of the Company’s common stock at January 30, 2016, the
maximum future value that could be awarded on the vesting dates was $0.3 million for the two-year target awards and
$0.5 million for the three-year target awards.
During fiscal 2015, the Company made performance share awards to a limited number of executive-level employees
which entitles these employees to receive a specified number of shares of the Company’s common stock on vesting
dates, provided that cumulative two-year targets are achieved. The cumulative targets involve operating margin and net
sales growth. Management estimates the fair value of performance shares based on the market price of the underlying
stock on the date of grant. The target grants (as revised for non-vested forfeitures) currently approximate 157,000 shares
with a weighted average grant-date fair value of $5.29 per share. The actual number of shares issued on the vesting date
could range from zero to 200% of target, depending upon actual performance achieved. Based on the market price of the
Company’s stock at January 30, 2016, the maximum future value that could be awarded on the vesting dates was $0.5
million.
NOTE 9 — Other Income (Expense)
Other income (expense) consisted of the following for the periods identified below (in thousands):
Interest expense
Interest income, net
Gain (loss) on investments carried at fair value
Total other income (expense)
NOTE 10 — Income Taxes
$
Fiscal 2015 Fiscal 2014 Fiscal 2013
(253)
$ (168)
62
53
—
—
(191)
$
(258) $
68
(1)
(191) $
$ (115)
The provision for income taxes consisted of the following for the fiscal periods identified below (in thousands):
Fiscal 2015 Fiscal 2014 Fiscal 2013
Current:
Federal tax expense (benefit)
State tax expense (benefit)
Current tax expense (benefit)
Deferred tax expense (benefit)
Income tax provision (benefit)
107
(112)
(5)
—
(5)
$
— $
172
172
37,543
(248) $
283
35
(37,937)
$ 37,715 $ (37,902) $
61
The following presents a reconciliation of income tax computed at the U.S. statutory rate to the effective income tax rate
for the fiscal periods ended:
Federal income tax at statutory rate
State income tax, net of federal benefit
Change in valuation allowance
Reserve for unrecognized tax benefits
Tax credits
Other
Effective income tax rate
January 30, 2016 January 31, 2015 February 1, 2014
35.0 %
3.1
(373.0)
(0.4)
4.8
(1.0)
(331.5) %
35.0 %
4.6
(447.6)
0.6
—
(3.4)
(410.8) %
35.0 %
0.4
(33.7)
(2.4)
—
0.6
(0.1) %
Deferred income taxes are provided for temporary differences between the basis of assets and liabilities for financial
reporting purposes and income tax purposes. Deferred tax assets and liabilities as of January 31, 2015, were classified as
current and noncurrent on the basis of the classification of the related asset or liability for financial reporting. In
November 2015, the FASB issued ASU 2015-17 “Income Taxes.” ASU 2015-17 requires that deferred income tax
liabilities and assets be classified as non-current in a statement of financial position. The Company elected early adoption
of this guidance for the fiscal year ended January 30, 2016, on a prospective basis. The adoption of this ASU allows the
Company to simplify its presentation of deferred income tax liabilities and assets. Prior periods were not retrospectively
adjusted.
Significant components of the Company's deferred income tax assets and liabilities are as follows (in thousands):
Deferred tax assets:
Accrued Friendship Rewards loyalty liability
Accrued gift card liability
Merchandise inventories
Deferred rent and deferred lease incentives
Stock-based compensation expense
Net operating loss carryforwards
Contribution carryforwards
Tax credit carryforwards
Depreciation and amortization
Other accrued liabilities
Total deferred tax assets
Less: Valuation allowance
Deferred tax assets, net of valuation allowance
Deferred tax liabilities:
Depreciation and amortization
Other
Total deferred tax liabilities
Net deferred tax assets
January 30, 2016 January 31, 2015
$
$
$
1,202
464
1,557
7,991
2,535
29,854
207
1,276
—
1,440
46,526
(42,021)
4,505
(3,504)
(608)
(4,112)
393
$
1,180
298
1,291
6,426
2,152
24,875
159
706
46
1,257
38,390
(28)
38,362
—
(424)
(424)
37,938
Deferred income tax assets represent potential future income tax benefits. Realization of these assets is ultimately
dependent upon future taxable income. ASC 740 Income Taxes requires that deferred tax assets be reduced by a
valuation allowance if, based on all available evidence, it is considered more likely than not that some or all of the
recorded deferred tax assets will not be realized in a future period. Forming a conclusion that a valuation allowance is
not needed is difficult when negative evidence such as cumulative losses exists. As a result of management's evaluation
in fiscal 2011, a non-cash provision of $10.6 million was recognized to establish a valuation allowance against deferred
tax assets as there was insufficient positive evidence to overcome the negative evidence related to the Company's
cumulative losses. In the fourth quarter of fiscal 2014, the Company released the vast majority of the valuation allowance
based on two consecutive years of profitability, three years of cumulative positive earnings achieved in the fourth quarter
of fiscal 2014 and the Company’s forecast of continued profitability in fiscal 2015. A small valuation allowance was
62
retained for state net operating loss carryforwards that may expire before they are utilized. The release of the valuation
allowance resulted in a $41.3 million benefit to the income tax provision in fiscal 2014.
Management continued to monitor the realizability of the deferred tax assets in fiscal 2015. The release of the valuation
allowance in fiscal 2014 assumed the Company would continue to generate future profits. The fiscal 2015 loss had an
impact on the expected amount of the 36 month cumulative loss. Although management’s evaluation considered the
effects of improved sales trends that may result in future taxable income, estimates such as these are inherently
subjective. Without significant positive evidence to overcome the weight of possible future cumulative losses, the
Company established a valuation allowance against its deferred tax assets in the fourth quarter of fiscal 2015. A non-
cash provision of $37.5 million was recognized to establish the valuation allowance. A small deferred tax asset was
allowed related to certain state tax benefits.
As of January 30, 2016, the Company has federal and state net operating loss carryforwards which will reduce future
taxable income. Approximately $29.8 million in net federal tax benefits are available from these federal loss
carryforwards of approximately $85.0 million, and an additional $1.3 million is available in net tax credit
carryforwards. Included in the federal net operating loss is approximately $5.3 million of loss generated by deductions
related to equity-based compensation, the tax effect of which will be recorded to additional paid in capital when
utilized. The state loss carryforwards will result in net state tax benefits of approximately $2.1 million. The federal net
operating loss carryovers will expire in October 2032 and beyond. The Company has analyzed equity ownership changes
and determined its net operating losses will not be limited under IRC Section 382. The state net operating loss
carryforwards will expire in November 2016 and beyond. Additionally, the Company has charitable contribution
carryforwards that will expire in 2016 and beyond.
A reconciliation of the beginning and ending amounts of unrecognized tax benefits is as follows (in thousands):
Balance at February 2, 2013
$
Additions based on tax positions related to the current year
Reductions for tax positions of previous years
Reductions for tax positions of previous years due to lapse of applicable statute of limitations
Balance at February 1, 2014
Additions based on tax positions related to the current year
Additions for tax positions of previous years
Reductions for tax positions of previous years due to lapse of applicable statute of limitations
Balance at January 31, 2015
Additions based on tax positions related to the current year
Additions for tax positions of previous years
Reductions for tax positions of previous years
Reductions for tax positions of previous years due to lapse of applicable statute of limitations
Balance at January 30, 2016
$
993
152
(152)
(236)
757
180
24
(85)
876
329
16
(70)
(42)
1,109
The Company's liability for unrecognized tax benefits is recorded within other non-current liabilities. The total amount
of unrecognized tax benefits that, if recognized, would affect the effective tax rate as of January 30, 2016 and January
31, 2015 were $0.6 million and $0.6 million, respectively.
Interest and penalties related to unrecognized tax benefits of approximately $64 thousand, $53 thousand and $47
thousand were recognized as components of income tax expense in fiscal 2015, fiscal 2014 and fiscal 2013,
respectively. At January 30, 2016 and January 31, 2015, approximately $0.2 million and $0.2 million, respectively, were
accrued for the potential payment of interest and penalties.
The Company and its subsidiaries are subject to U.S. federal income taxes and the income tax obligations of various state
and local jurisdictions. In April 2015, the Company settled the IRS examination of the fiscal 2011 tax year. The
settlement was related to certain issues which the Company had previously reflected net of tax within deferred tax assets.
The settlement did not result in any cash payments nor any impact to tax expense. The Company is currently under exam
by the IRS for fiscal 2013. Periods after the fiscal 2012 transition period remain subject to examination by the Internal
63
Revenue Service. With few exceptions, the Company is not subject to state income tax examination by tax authorities for
taxable years prior to fiscal 2011. As of January 30, 2016, the Company had no other ongoing audits in various
jurisdictions and does not expect the liability for unrecognized tax benefits to significantly increase or decrease in the
next twelve months.
NOTE 11 — Earnings Per Share
The calculation of EPS shown below excludes the income attributable to participating securities from the numerator.
Numerator (in thousands):
Net (loss) income attributable to Christopher & Banks Corporation
Income allocated to participating securities
Net (loss) income available to common stockholders
$ (49,094) $ 47,126 $
—
(155)
$ (49,094) $ 46,971 $
8,690
(32)
8,658
Fiscal 2015
Fiscal 2014
Fiscal 2013
Denominator (in thousands):
Weighted average common shares outstanding - basic
Dilutive shares
Weighted average common and common equivalent shares outstanding -
diluted
Net (loss) earnings per common share:
Basic
Diluted
36,886
—
36,819
934
36,246
898
36,886
37,753
37,144
$
$
(1.33) $
(1.33) $
1.28 $
1.24 $
0.24
0.23
Total stock options of approximately 2.3 million, 0.3 million and 0.5 million were excluded from the shares used in the
computation of diluted earnings per share for fiscal 2015, fiscal 2014 and fiscal 2013, respectively, as they were anti-
dilutive.
NOTE 12 — Fair Value Measurements
Assets that are Measured at Fair Value on a Recurring Basis:
The following tables provide information by level for the Company's available-for-sale securities that were measured at
fair value on a recurring basis (in thousands):
As of January 30, 2016:
Short-term investments:
Corporate bonds
Municipal bonds
Total assets
Fair Value Measurements
Using Inputs Considered as
Fair Value Level 1 Level 2 Level 3
2,810
205
$ 3,015 $
2,810
205
—
—
— $ 3,015 $
—
—
—
64
As of January 31, 2015:
Short-term investments:
Certificates of deposit
Commercial paper
Corporate bonds
Municipal bonds
Total current assets
Long-term investments:
Corporate bonds
U.S. Agency securities
Total non-current assets
Total assets
Fair Value Measurements
Using Inputs Considered as
Fair Value Level 1 Level 2
Level 3
$ 4,078 $
7,384
1,616
215
13,293
— $ 4,078 $
7,384
—
1,616
—
—
215
— 13,293
2,853
1,899
4,752
$ 18,045 $
2,853
1,899
4,752
—
—
—
— $ 18,045 $
—
—
—
—
—
—
—
—
—
As of January 30, 2016, the Company's available-for-sale securities were valued based on quoted prices for similar assets
in active markets or quoted prices for identical or similar assets in markets in which there were fewer transactions. There
were no transfers of assets between Level 1 and Level 2 of the fair value measurement hierarchy during fiscal 2015.
Consistent with Company policy, transfers into levels and transfers out of levels are recognized on the date of the event
or when a change in circumstances causes a transfer.
Assets that are Measured at Fair Value on a Non-recurring Basis:
The following table summarizes certain information for non-financial assets for the fiscal periods ended January 30,
2016 and January 31, 2015, that are measured at fair value on a non-recurring basis in periods subsequent to an initial
recognition period. The Company places amounts into the most appropriate level within the fair value hierarchy based
on the inputs used to determine the fair value at the measurement date.
Long-Lived Assets Held and Used (in thousands):
Carrying value
Fair value measured using Level 3 inputs
Impairment charge
Fiscal Year Ended Fiscal Year Ended
January 30, 2016 January 31, 2015
270
356 $
$
54
75 $
$
216
281 $
$
All of the fair value measurements included in the table above were based on significant unobservable inputs (Level 3).
The Company determines fair value for measuring assets on a non-recurring basis using a discounted cash flow approach
as discussed in Note 1, Nature of Business and Significant Accounting Policies. In determining future cash flows, the
Company uses its best estimate of future operating results, which requires the use of significant estimates and
assumptions, including estimated sales, merchandise margin and expense levels, and the selection of an appropriate
discount rate; therefore, differences in the estimates or assumptions could produce significantly different results. General
economic uncertainty impacting the retail industry and continuation of recent trends in company performance makes it
reasonably possible that additional long-lived asset impairments could be identified and recorded in future periods.
The fair value measurement of the long-lived assets encompasses the following significant unobservable inputs:
Unobservable Inputs
Weighted Average Cost of Capital (WACC)
Annual sales growth
Range
Fiscal 2015
15%
0% to 8%
Fiscal 2014
15%
(3%) to 3.5%
65
NOTE 13 — Employee Benefit Plans and Employment Agreements
401(k) Plan
The Company has established a defined contribution plan qualified under Section 401(k) of the Internal Revenue Code
for the benefit of all employees who meet certain eligibility requirements, which are primarily age, length of service and
hours of service. The plan allows eligible employees to invest from 1% to 60% of their compensation, subject to dollar
limits as established by the federal government. The plan allows for discretionary Company matching
contributions. Effective March 8, 2009, the Company discontinued its discretionary matching contributions. The
Company reinstated its discretionary matching contributions during fiscal 2013, and made matching contributions
totaling approximately $0.5 million, $0.5 million and $0.2 million in fiscal 2015, fiscal 2014 and fiscal 2013,
respectively. The Company does not offer any other post-retirement, post-employment or pension benefits to directors or
employees.
Severance Agreements
In April 2014, the Company entered into the same form of severance agreements (the “Severance Agreement”) with each
of its executive officers, other than its Chief Executive Officer and President, and in November 2015 with its recently
hired Vice President, Controller (each an “Executive”). Per the terms of the Severance Agreement, the Executive is and
remains an at-will employee, and thus may be terminated at any time with or without “Cause”, as such term is defined in
the Severance Agreement. If the Executive is involuntarily terminated by the Company without “Cause”, and executes a
general release of claims in favor of the Company, the Company will be obligated to pay the Executive a severance
payment equal to twelve months of the Executive’s highest annual salary at any time during the twelve months preceding
the date of termination. In addition, the Severance Agreement provides that the Company will pay the Company portion
of COBRA health and dental premiums for up to twelve months after termination.
The Severance Agreement also provides that, notwithstanding the foregoing, if, 180 days prior to, or twelve months after
a “Change in Control” the Executive is terminated without “Cause” or resigns for “Good Reason”, as such terms are
defined in the Severance Agreement, then the Executive, based on his or her position, shall be entitled to receive a
severance payment in one lump sum and adjusted for any severance payments previously made by the Company,
generally equal to the following:
(cid:120)(cid:3) Executive Vice Presidents: The sum of (A) eighteen months of his or her highest annual salary at any time
during the twelve month period preceding the date of termination; (B) 1.5 times his or her then current on-target
bonus; and (C) the value of eighteen months of the Company portion of COBRA health and dental premiums,
unless the executive is eligible for a government subsidy with respect to such COBRA benefits.
(cid:120)(cid:3) Senior Vice Presidents and Vice President, Controller: The sum of (A) twelve months of his or her highest
annual salary at any time during the twelve month period preceding the date of termination; (B) 1.0 times his or
her then current on-target bonus; and (C) the value of twelve months of the Company portion of COBRA health
and dental premiums, unless the executive is eligible for a government subsidy with respect to such COBRA
benefits.
The Severance Agreement also provides for a “cutback” such that any severance payment shall be reduced below the
amount that would trigger an excise tax liability. The Company is not obligated to pay an “excise tax” under Section
4999 of the Internal Revenue Code of 1986, as amended, and there are no tax “gross-up” provisions in the Severance
Agreement.
Additionally, the Severance Agreement contains a provision prohibiting the Executive during the period of his or her
employment and, for a period of twelve months after the Executive’s termination, from (i) engaging in certain
competitive activities; (ii) soliciting employees to either leave their employment with the Company or its affiliates or to
establish a relationship with a “Competitor” (as such term is defined in the Severance Agreement); or (iii) soliciting,
66
engaging or inducing a vendor or supplier of the Company or its affiliates to sever or materially alter its relationship with
the Company or to establish a relationship with a Competitor.
As of January 30, 2016 and January 31, 2015, our severance liability for Executive Officers was not material.
Management Retention Plan
On July 5, 2012, the Compensation Committee (the “Committee”) of the Board approved a Management Retention Plan
(the “Plan”) and the entry into of retention agreements (the “Retention Agreements”), issued pursuant to the Plan, with
certain members of management, including the Chief Financial Officer and one additional “named executive officer,” as
determined pursuant to Item 402 of Regulation S-K for purposes of the Company’s Proxy Statement filed May 15, 2012
(the “Proxy Statement”). The Company had received an unsolicited offer to acquire the Company, which the Board and
the Committee recognized can be highly disruptive to the Company’s day-to-day operations, and may cause certain key
members of management to consider other employment opportunities. In order to ensure that the most critical members
of management remain fully engaged and focused on driving improved performance at the Company for the benefit of
the Company’s stockholders, the Committee approved and adopted the Plan and the Retention Agreements.
The Retention Agreements provided for a lump-sum cash award. The term of the award was for one year from adoption,
unless accelerated due to a change in control. Pursuant to the Plan and the Retention Agreements, if there were a change
in control event prior to the completion of the term, and a recipient’s employment were terminated without “cause” or
with “good reason” (as each such term is defined in the Plan) prior to the completion of the term, the recipient would
receive the award payment in full upon such termination.
The amount of the award for each of the recipients was equal to such recipient’s annualized base salary without regard to
bonuses and other incentive compensation in effect immediately prior to the distribution, but not less than such
recipient’s highest annualized base salary in effect within the twelve month period immediately preceding the change in
control.
The awards under the Plan were paid in July 2013 and the Plan is no longer in force or effect.
NOTE 14 — Lease Commitments
The Company leases its store locations and vehicles under operating leases. The store lease terms, including rental
period, renewal options, escalation clauses and rent as a percentage of sales, vary among the leases. Most store leases
require the Company to pay real estate taxes and common area maintenance charges.
Total rental expense for all leases was as follows for the fiscal periods ended (in thousands):
Minimum rent
Contingent rent
Maintenance, taxes and other
Amortization of deferred lease incentives
Total rent expense
Fiscal 2015 Fiscal 2014 Fiscal 2013
$ 37,723 $ 38,720 $ 32,547
7,602
17,766
(2,383)
$ 56,977 $ 57,982 $ 55,532
2,200
19,159
(2,105)
3,914
17,577
(2,229)
Future minimum rental payments as of January 30, 2016, and the estimated timing and effect that such obligations are
expected to have on the Company’s liquidity and cash flows for operating leases are as follows (in thousands):
Contractual Obligations
Retail store facility operating leases
Vehicle operating leases
Total obligations
Payments Due by Period
Fiscal
Fiscal
Fiscal 2021
2017-2018 2019-2020 and Thereafter
Total
Fiscal
2016
$ 38,414 $ 58,808 $ 43,957 $
224
141
—
$ 38,638 $ 58,949 $ 43,957 $
68,361 $ 209,540
365
68,361 $ 209,905
—
67
NOTE 15 — Legal Proceedings
The Company is subject, from time to time, to various claims, lawsuits or actions that arise in the ordinary course of
business. Although the amount of any liability that could arise with respect to any current proceedings cannot, in
management’s opinion, be accurately predicted, any such liability is not expected to have a material adverse impact on
the Company's financial position, results of operations or liquidity.
NOTE 16 — Sources of Supply
The Company's ten largest vendors accounted for approximately 70% of total merchandise purchases in each of the prior
three fiscal years, respectively. One of the Company’s suppliers accounted for approximately 30%, 28%, and 19% of
merchandise purchases during fiscal 2015, fiscal 2014 and fiscal 2013, respectively. Another supplier accounted for
approximately 10%, 10% and 11% of merchandise purchases during fiscal 2015, fiscal 2014 and fiscal 2013,
respectively. Although the Company has strong relationships with these vendors, there can be no assurance that these
relationships can be maintained in the future or that these vendors will continue to supply merchandise to the Company.
If there should be any significant disruption in the supply of merchandise from these vendors, management believes that
production could be shifted to other suppliers so as to continue to secure the required volume of product. Nevertheless, it
is possible that any significant disruption in supply could have a material adverse impact on the Company's financial
position or results of operations.
NOTE 17 — Segment Reporting
In the table below, Retail Operations includes activity generated by the Company’s retail store locations (Missy Petite
Women ("MPW"), Outlet stores, Christopher & Banks, and C.J. Banks) as well as the eCommerce business. Retail
Operations only includes net sales, merchandise gross margin and direct store expenses with no allocation of corporate
overhead as that is the information used by the chief operating decision maker to evaluate performance and to allocate
resources. The Corporate/Administrative balances include supporting administrative activity at the corporate office and
distribution center facility and are included to reconcile the amounts to the consolidated financial statements.
For the fiscal period ended January 30, 2016, long-lived assets with a carrying amount of $0.4 million were written down
to their fair value of $0.1 million resulting in an impairment charge of $0.3 million. For the fiscal period ended January
31, 2015, long-lived assets with a carrying amount of $0.3 million were written down to their fair value of $0.1 million
resulting in an impairment charge of $0.2 million. For the fiscal period ended February 1, 2014, long-lived assets with a
carrying amount of $0.1 million were written down to their fair value of $5 thousand resulting in an impairment charge
of $0.1 million. The impairment costs for each fiscal period related to store-level asset impairment charges are included
in the operating income for the Retail Operations segment.
68
Business Segment Information
(in thousands)
Fiscal 2015
Net sales
Depreciation and amortization
Operating income (loss)
Total assets
Fiscal 2014
Net sales
Depreciation and amortization
Operating income (loss)
Total assets
Fiscal 2013
Net sales
Depreciation and amortization
Operating income (loss)
Total assets
Retail
Operations
Corporate/
Administrative Consolidated
$ 383,828
$
9,594
41,149
99,530
— $ 383,828
12,048
(11,264)
150,890
2,454
(52,413)
51,360
$ 418,584
$
9,166
60,830
95,538
— $ 418,584
11,786
9,415
196,037
2,620
(51,415)
100,499
$ 435,754
$
9,757
63,633
95,631
— $ 435,754
13,168
8,876
148,978
3,411
(54,757)
53,347
NOTE 18 — Related-Party Transactions
We, or our subsidiaries, have for the past several years purchased goods from or through G-III Apparel Group Ltd. (“G-
III”) or its related entities. On January 3, 2011, Morris Goldfarb, the Chairman of the Board and Chief Executive Officer
of G-III, became a director of the Company. On June 27, 2013, Mr. Goldfarb ceased to be a member of the Board as he
did not stand for re-election at the Company's annual meeting of stockholders in June 2013. In fiscal 2014 and fiscal
2013, payments made by us and our subsidiaries to G-III and its related entities aggregated approximately $1.1 million
and $1.2 million, respectively. As of January 31, 2015, we had a balance due to G-III or its related entities of
approximately $12 thousand. We have evaluated the terms and considerations for such related party transactions and
have determined the terms are comparable to amounts that would have to be paid to, or received from, independent third-
parties. G-III was not considered a related party during fiscal 2015.
NOTE 19 — Quarterly Financial Data (Unaudited)
Fiscal 2015 Quarters (1)
(in thousands, except per share data)
Net sales
Operating (loss) income
Net loss
Net loss per share data:
Basic
Diluted
Second
Third
First
$ 91,621 $ 93,997 $ 103,641 $ 94,569
(7,393)
(46,627)
(2,496)
(1,442)
(1,710)
(710)
335
(315)
Fourth
$ (0.04) $ (0.02) $
$ (0.04) $ (0.02) $
(0.01) $
(0.01) $
(1.26)
(1.26)
69
(in thousands, except per share data)
Net sales
Operating income (loss)
Net income
Net income per share data:
Basic
Diluted
Fiscal 2014 Quarters (1)
Third
Second
First
Fourth (2)
$ 103,366 $ 106,633 $ 110,610 $ 97,975
(5,971)
32,164
9,344
8,983
3,250
3,362
2,792
2,616
$
$
0.07 $
0.07 $
0.09 $
0.09 $
0.24 $
0.24 $
0.87
0.86
(1) The summation of quarterly per share data may not equate to the calculation for the full fiscal year as quarterly
calculations are performed on a discrete basis.
(2) As described in Note 1, in connection with the preparation of the Company’s consolidated financial statements for
the fiscal year ended January 31, 2015, the Company determined that its calculation of deferred rent expense was
incorrect. The Company corrected the error in the fourth quarter of fiscal 2014, which resulted in an increase to rent
expense of approximately $3.6 million. The effect of the correction was to decrease operating income for the 2014
fourth quarter by approximately $3.6 million; net income for the fourth quarter was reduced by approximately $2.2
million. The Company concluded that this correction was immaterial to the related consolidated financial
statements as a whole.
NOTE 20 — Subsequent Events
In the first quarter of fiscal 2016, the Company will incur approximately $1.6 million in legal and other professional
advisory fees in connection with shareholder activism related to the Company’s 2016 annual meeting of shareholders that
was settled subsequent to the fiscal year end.
70
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND
FINANCIAL DISCLOSURE
There are no matters which are required to be reported under Item 9.
ITEM 9A. CONTROLS AND PROCEDURES
Evaluation of Disclosure Controls and Procedures
We maintain disclosure controls and procedures that are designed to ensure that information required to be disclosed by
the Company in the reports we file or submit under the Exchange Act is recorded, processed, summarized and reported
within the time periods specified in the SEC’s rules and forms, and that such information is accumulated and
communicated to the Company’s management, including its Chief Executive Officer (“CEO”) and Chief Financial
Officer (“CFO”), as appropriate to allow timely decisions regarding required disclosure. Under the supervision and with
the participation of the Company’s management, including its CEO and CFO, management evaluated the effectiveness of
the Company’s disclosure controls and procedures as of January 30, 2016. Based on that evaluation, the Company’s CEO
and its CFO concluded that the Company’s disclosure controls and procedures (as such term is defined under Rule 13a-
15(e) and 15d-15(e) promulgated under the Exchange Act) were effective as of January 30, 2016.
Management Report on Internal Control over Financial Reporting
The Company’s management is responsible for establishing and maintaining adequate internal control over financial
reporting, as that term is defined in Rule 13a-15(f) and 15d-15(f) of the Securities Exchange Act. Under the supervision
and with the participation of the Company’s management, including the CEO and CFO, the Company conducted an
evaluation of the effectiveness of internal control over financial reporting based on the framework in Internal Control-
Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
Based on management’s testing and evaluation under the framework in Internal Control - Integrated Framework (2013),
management concluded that our internal control over financial reporting was designed and operated effectively as of
January 30, 2016.
KPMG LLP, our independent registered public accounting firm, has audited the effectiveness of our internal control over
financial reporting as of January 30, 2016, and has issued their report which is included in Item 8 of this Annual Report.
Prior Material Weaknesses
Based on our assessment of the effectiveness of our internal control over financial reporting as of January 31, 2015,
management identified a material weakness. We concluded that we did not adequately design controls to communicate
all significant terms for lease amendments, and review the terms of new or modified store leases. This led to the
Company’s use of inaccurate lease information in the accounting for rent expense, analysis of potential impairment of
long-lived assets and in the calculation of certain deferred tax assets. The material weakness resulted in misstatements in
rent expense that were corrected in the fourth quarter of fiscal 2014, prior to the issuance of the Company’s consolidated
financial statements. Furthermore, a reasonable possibility existed that a material misstatement in the Company’s
consolidated financial statements would not have been prevented or detected on a timely basis.
In order to remediate the material weakness, we improved our policies and procedures relating to the recognition and
measurement of new and modified lease agreements. Management added new controls to i) ensure communication of
new and modified leases, ii) verify proper recording of rent expense and related balances, and iii) substantiate proper
disclosure of all lease commitments. As a result of these actions and the related controls and testing, management
concluded that the material weakness over the communication of all significant terms for lease amendments and review
of the terms of new and modified store leases was remediated as of January 30, 2016. Management will continue to
assess and improve lease controls.
71
Inherent Limitations on Control Systems
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, will be or have been detected. These inherent limitations include the
realities that judgments in decision-making can be faulty, and that 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 control. The design of any system of controls also is based in part upon certain
assumptions about the likelihood of future events, and there can be no assurance that 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.
Changes in Internal Control over Financial Reporting
The material weakness identified in the 2014 Annual Report on Form 10-K was remediated as of January 30, 2016.
There have been no additional changes in our internal control over financial reporting that occurred during the quarter
ended January 30, 2016 that have materially affected, or are reasonably likely to materially affect, our internal control
over financial reporting.
ITEM 9B. OTHER INFORMATION
There are no matters which are required to be reported under Item 9B.
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
The information regarding our directors required by Item 10 is incorporated herein by reference to the section entitled,
“Item 1-Election of Directors,” in the Proxy Statement. Information regarding our executive officers is included in Part I,
Item 4A of this Annual Report on Form 10-K in the section entitled “Executive Officers of the Registrant.” Information
concerning compliance with Section 16(a) of the Exchange Act is included in the Proxy Statement under the section
entitled “Section 16(a) Beneficial Ownership Reporting Compliance,” and such information is incorporated herein by
reference. Information regarding our Audit Committee and audit committee financial experts is included in the Proxy
Statement under the section entitled “Meetings and Committees of the Board of Directors - The Audit Committee,” and
such information is incorporated by reference.
We have adopted a Code of Conduct (the “Code”) applicable to all of our employees, directors and officers, including
our principal executive officer, principal financial officer, principal accounting officer, controller and other employees
performing similar functions. The Code is available on our website at www.christopherandbanks.com — under the
“Investor Relations” link and then the “Corporate Governance” link — and is available in print to any stockholder who
requests a copy from our Corporate Secretary. Any changes or amendments to, or waiver from, a provision of the Code
that applies to our principal executive officer, principal financial officer, principal accounting officer, controller or
persons performing similar functions will be posted on our website at the address and location specified above.
ITEM 11. EXECUTIVE COMPENSATION
The information required by Item 11 is incorporated herein by reference to the sections entitled “Executive
Compensation,” “Meetings and Committees of the Board of Directors — Compensation Program for Non-Employee
Directors” and “Meetings and Committees of the Board of Directors —Non-Employee Director Compensation for Fiscal
2015” in the Proxy Statement.
72
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS
The information required by Item 12 is incorporated herein by reference to the sections entitled “Security Ownership”
and “Equity Compensation Plan Information” in the Proxy Statement.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR
INDEPENDENCE
The information required by Item 13 is incorporated herein by reference to the sections entitled “Certain Relationships
and Related Transactions” and “Information Regarding the Board and Corporate Governance — Director Independence”
in the Proxy Statement.
ITEM 14. PRINCIPAL ACCOUNTANT FEES AND SERVICES
The information required by Item 14 is incorporated by reference to the sections entitled “Audit Committee Report and
Payment of Fees to Our Independent Registered Public Accounting Firm — Independent Registered Public Accounting
Firm Fees” and “Audit Committee Report and Payment of Fees to Our Independent Registered Public Accounting Firm
— Auditor Services Pre-Approval Policy” in the Proxy Statement.
73
PART IV
ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES
The following documents are filed as a part of this Report:
(1) Financial Statements:
Reports of Independent Registered Public Accounting Firm
Consolidated Balance Sheets
Consolidated Statements of Operations
Consolidated Statements of Comprehensive Income (Loss)
Consolidated Statements of Stockholders’ Equity
Consolidated Statements of Cash Flows
Notes to Consolidated Financial Statements
Page
42
44
45
46
47
48
49
All schedules omitted are not applicable or the required information is shown in the financial statements or notes thereto.
74
(3) Exhibits:
Exhibit
Description
3.1
3.2
3.3
4.1
10.1
10.2
10.3
10.4
10.5
10.6
10.7
10.8
10.9
10.10
10.11
10.12
Restated Certificate of Incorporation of Christopher & Banks Corporation (incorporated herein by reference to
Exhibit 4.1 to Registration Statement on form S-8 (Registration No. 333-174509) filed May 26, 2011)
Seventh Amended and Restated By-Laws of Christopher & Banks Corporation, effective December 20, 2013
(incorporated herein by reference to Exhibit 3.1 to Current Report on Form 8-K filed December 24, 2013)
First Amendment to Seventh Amended and Restated By-Laws of Christopher & Banks Corporation, effective
February 24, 2016 (incorporated herein by reference to Exhibit 3.1 to Current Report on
Form 8-K filed February 29, 2016)
Form of certificate for shares of common stock of Christopher & Banks Corporation (incorporated herein by
reference to Exhibit 4.1 to Quarterly Report on Form 10-Q for the fiscal quarter ended August 28, 2010 filed
October 7, 2010)
Christopher & Banks, Inc. Retirement Savings Plan (incorporated herein by reference to Registration
Statement on Form S-1) (Registration No. 33-45719)**
1997 Stock Incentive Plan (incorporated herein by reference to Exhibit 99.1 to Form S-8 (Registration
No. 333-95109) filed January 20, 2000)**
Amendment No. 1 to 1997 Stock Incentive Plan (incorporated herein by reference to Exhibit 99.1 to Form S-8
(Registration No. 333-95553) filed January 27, 2000)**
Second Amendment to the 1997 Stock Incentive Plan dated as of July 28, 1999 (incorporated herein by
reference to Exhibit 10.28 to Quarterly Report on Form 10-Q for the fiscal quarter ended August 28, 1999 filed
October 12, 1999)**
Third Amendment to the 1997 Stock Incentive Plan dated as of July 26, 2000 (incorporated herein by
reference to Exhibit 10.40 to Annual Report on Form 10-K for the fiscal year ended March 2, 2002 filed May
29, 2002)**
Fourth Amendment to the 1997 Stock Incentive Plan dated as of August 1, 2001 (incorporated herein by
reference to Exhibit 10.41 to Annual Report on Form 10-K for the fiscal year ended March 2, 2002 filed
May 29, 2002)**
Form of Qualified Stock Option Agreement under our 1997 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.7 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
Form of Nonqualified Stock Option Agreement under our 1997 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.8 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
Amended and Restated Christopher & Banks Corporation 2005 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.2 to Current Report on Form 8-K filed August 5, 2008)**
Second Amended and Restated Christopher & Banks Corporation 2005 Stock Incentive Plan, effective July 27,
2010 (incorporated herein by reference to Exhibit 10.2 to Current Report on 8-K filed August 2, 2010)**
Form of Qualified Stock Option Agreement under our 2005 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.15 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
Form of Qualified Stock Option Agreement under our 2005 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.16 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
75
10.13
10.14
10.15
10.16
10.17
10.18
10.19
10.20
10.21
10.22
10.23
10.24
10.25
10.26
Form of Nonqualified Stock Option Agreement under our 2005 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.17 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
Form of Nonqualified Stock Option Agreement under our 2005 Stock Incentive Plan (incorporated herein by
reference to Exhibit 10.18 to Annual Report on Form 10-K for the fiscal year ended February 26, 2011 filed
May 12, 2011)**
Form of Nonqualified Stock Option Agreement under our Second Amended and Restated 2005 Stock
Incentive Plan (used for awards granted beginning April 2011) (incorporated herein by reference to
Exhibit 10.1 to Current Report on Form 8-K filed April 15, 2011)**
Form of Restricted Stock Agreement (Time-Based Vesting) under our Second Amended and Restated 2005
Stock Incentive Plan (used for awards granted beginning April 2011) (incorporated herein by reference to
Exhibit 10.2 to Current Report on Form 8-K filed April 15, 2011)**
Form of Restricted Stock Agreement (Performance-Based Vesting) under our Second Amended and Restated
2005 Stock Incentive Plan (used for awards granted beginning April 2011) (incorporated herein by reference to
Exhibit 10.3 to Current Report on Form 8-K filed April 15, 2011)**
Amended and Restated Christopher & Banks Corporation 2006 Equity Incentive Plan for Non-Employee
Directors (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed August 5,
2008)**
Second Amended and Restated Christopher & Banks Corporation 2006 Equity Incentive Plan for Non-
Employee Directors, effective July 27, 2010 (incorporated herein by reference to Exhibit 10.1 to Current
Report on 8-K filed August 2, 2010)**
Form of Non-Qualified Stock Option Agreement under our 2006 Equity Incentive Plan for Non-Employee
Directors (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed August 1,
2006)**
Form of Restricted Stock Agreement under our 2006 Equity Incentive Plan for Non-Employee Directors
(incorporated herein by reference to Exhibit 10.2 to Current Report on Form 8-K filed August 1, 2006)**
Amended and Restated Credit and Security Agreement by and between Christopher & Banks, Inc.,
Christopher & Banks Company and Christopher & Banks Services Company and Wells Fargo Bank, National
Association, acting through its Wells Fargo Business Credit Operating Division dated November 4, 2005
(incorporated by reference to Exhibit 10.48 to Annual Report on Form 10-K for the fiscal year ended
February 26, 2011 filed May 12, 2011)
Form of Stock Option Agreement (Nonqualified Stock Option) under the Second Amended and Restated
Christopher & Banks Corporation 2005 Stock Incentive Plan (incorporated herein by reference to Exhibit 10.1
to Current Report on Form 8-K filed March 30, 2012)**
Form of Performance-Based Restricted Stock Agreement under the Second Amended and Restated
Christopher & Banks Corporation 2005 Stock Incentive Plan (incorporated herein by reference to Exhibit 10.2
to Current Report on Form 8-K filed March 30, 2012)**
Second Amended and Restated Credit Agreement, dated as of July 12, 2012, among Christopher & Banks
Corporation, as the Lead Borrower For The Borrowers Named Herein, The Guarantors from time to time party
hereto, Wells Fargo Bank, National Association, as Lender (incorporated herein by reference to Exhibit 10.1 to
Current Report on Form 8-K filed July 16, 2012)
Security Agreement by Christopher & Banks Corporation, as Lead Borrower, and The Other Borrowers and
Guarantors Party Hereto From Time to Time, and Wells Fargo Bank, National Association, as Lender, dated as
of July 12, 2012 (incorporated herein by reference to Exhibit 10.2 to Current Report on Form 8-K filed July
16, 2012)
76
10.27
10.28
10.29
10.30
10.31
10.32
10.33
10.34
10.35
10.36
10.37
10.38
10.39
10.40
10.41
10.42
Employment Agreement between Christopher & Banks Corporation and LuAnn Via, dated as of October 29,
2012 (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed November 1,
2012)**
Annual Incentive Non-Qualified Stock Option Agreement effective as of November 26, 2012 between LuAnn
Via and Christopher & Banks Corporation (incorporated herein by reference to Exhibit 10.1 to Current Report
on Form 8-K/A filed November 29, 2012)**
Long-Term Incentive Non-Qualified Stock Option Agreement effective as of November 26, 2012 between
LuAnn Via and Christopher & Banks Corporation (incorporated herein by reference to Exhibit 10.2 to Current
Report on Form 8-K/A filed November 29, 2012)**
Form of Christopher & Banks Corporation Indemnification Agreement (incorporated herein by reference to
Exhibit 10.1 to Current Report on Form 8-K filed February 1, 2013)**
Form of Time-Based Restricted Stock Agreement under the Christopher & Banks Corporation Second
Amended and Restated 2005 Stock Incentive Plan (incorporated herein by reference to Exhibit 10.2 to Current
Report on Form 8-K filed February 1, 2013)**
Amendment No. 1, dated May 2, 2013, to the Employment Agreement between Christopher & Banks
Corporation and LuAnn Via entered into as of October 29, 2012 (incorporated herein by reference to Exhibit
10.1 to Current Report on Form 8-K filed May 3, 2013)**
Christopher & Banks Corporation 2013 Directors' Equity Incentive Plan (incorporated by reference to Exhibit
10.1 to Current Report on Form 8-K filed June 28, 2013)**
Form of Christopher & Banks Corporation Restricted Stock Agreement under the Christopher & Banks
Corporation 2013 Directors' Equity Incentive Plan (incorporated by reference to Exhibit 10.2 to Current
Report on Form 8-K filed June 28, 2013)**
Form of Performance Award Agreement under the Christopher & Banks Corporation Second Amended and
Restated 2005 Stock Incentive Plan (incorporated by reference to Exhibit 10.1 to Current Report on Form 8-K
filed March 14, 2014)**
Christopher and Banks Corporation 2014 Stock Incentive Plan (incorporated by reference to Exhibit 10.1 to
Current Report on Form 8-K filed June 27, 2014)**
Christopher and Banks Corporation 2014 Annual Incentive Plan (incorporated by reference to Exhibit 10.2 to
Current Report on Form 8-K filed June 27, 2014)**
Amended and Restated Employment Agreement between Christopher and Banks Corporation and LuAnn Via
effective as of June 26, 2014 (incorporated by reference to Exhibit 10.1 to Current Report on Form 8-K filed
June 27, 2014)**
First Amendment, dated September 8, 2014, to the Second Amended and Restated Credit Agreement, dated
July 12, 2012, by and among Christopher & Banks Corporation, Christopher & Banks, Inc. and Christopher &
Banks Company and Wells Fargo Bank, National Association (incorporated by reference to Exhibit 10.1 to
Current Report on Form 8-K filed September 8, 2014)
Christopher & Banks Corporation Non-Employee Director Deferred Stock Plan, Amended and Restated
effective December 8, 2014 (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K
filed December 10, 2014)**
Form of Performance Award Agreement under the Christopher & Banks Corporation 2014 Stock Incentive
Plan (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed on March 26,
2015)**
Form of Time-Based Restricted Stock Agreement under the Christopher & Banks Corporation 2014 Stock
Incentive Plan (incorporated by reference to Exhibit 10.2 to Current Report on Form 8-K filed on March 26,
2015)**
77
10.43
10.44
10.45
10.46
10.47
14.1
21.1
Form of Severance Agreement between Christopher & Banks Corporation and certain of its Executive Officers
(incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed April 10, 2015)**
Form of Restricted Stock Unit Agreement under the Christopher & Banks Corporation 2013 Directors’ Equity
Incentive Plan (incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed June 29,
2015)**
Severance Agreement between Christopher & Banks Corporation and Marc Ungerman dated October 21, 2015
(incorporated herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed November 13, 2015)**
Amendment No. 1 to the Amended and Restated Employment Agreement between Christopher & Banks
Corporation and LuAnn Via as of February 24, 2015 (incorporated herein by reference to Exhibit 10.1 to
Current Report on Form 8-K filed February 25, 2016)**
Support Agreement dated March 10, 2016, by and among Christopher & Banks Corporation; Macellum Retail
Opportunity Fund, LP; Macellum Capital Management, LLC; Macellum Advisors GP, LLC; Macellum
Management, LP; MCM Managers, LLC; MCM Management, LLC; and Jonathan Duskin (incorporated
herein by reference to Exhibit 10.1 to Current Report on Form 8-K filed March 10, 2016)
Code of Conduct of Christopher & Banks Corporation (incorporated herein by reference to Exhibit 14.1 to
Current Report on Form 8-K filed February 25, 2016)
Subsidiaries of Christopher & Banks Corporation (incorporated herein by reference to Exhibit 21.1 to Annual
Report on Form 10-K for the fiscal year ended March 1, 2008 filed May 15, 2008)
23.1*
Consent of KPMG LLP
24.1*
Powers of Attorney
31.1*
31.2*
32.1*
32.2*
101*
Certification of Chief Executive Officer pursuant to Rule 13a-14(a), as adopted pursuant to Section 302 of the
Sarbanes-Oxley Act of 2002
Certification of Chief Financial Officer pursuant to Rule 13a-14(a), as adopted pursuant to Section 302 of the
Sarbanes-Oxley Act of 2002
Certification of the Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to
Section 906 of the Sarbanes-Oxley Act of 2002
Certification of the Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to
Section 906 of the Sarbanes-Oxley Act of 2002
Financial statements from the Annual Report on Form 10-K of Christopher & Banks Corporation for the fiscal
year ended January 30, 2016, formatted in Extensible Business Reporting Language ("XBRL"): (i) the
Consolidated Balance Sheets, (ii) the Consolidated Statements of Operations; (iii) the Consolidated Statements
of Comprehensive Income (Loss), (iv) the Consolidated Statements of Stockholders' Equity, (v) the
Consolidated Statements of Cash Flows and (vi) the Notes to Consolidated Financial Statements
* Filed herewith
** Management agreement or compensatory plan or arrangement
78
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 on March 22, 2016.
SIGNATURES
CHRISTOPHER & BANKS CORPORATION
By: /s/ LuAnn Via
LuAnn Via
President, Chief Executive Officer
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 and in the capacities and on the dates indicated.
Signature
Title
Date
/s/ LuAnn Via
LuAnn Via
/s/ Peter G. Michielutti
Peter G. Michielutti
*
Lisa W. Wardell
*
Mark A. Cohn
*
Edwin J. Holman
*
Anne L. Jones
*
David A. Levin
*
William F. Sharpe, III
*
Paul L. Snyder
*
Patricia A. Stensrud
President, Chief Executive Officer and
Director
(Principal Executive Officer)
March 22, 2016
Executive Vice President, Chief Operating
March 22, 2016
Officer and Chief Financial Officer
(Principal Financial Officer and
Principal Accounting Officer)
Director and Board Chair
Director
Director
Director
Director
Director
Director
Director
*By:
/s/ Peter G. Michielutti
Peter G. Michielutti
Attorney-in-Fact pursuant to Powers of Attorney filed herewith
79
Corporate Information
BOARD OF DIRECTORS
Lisa W. Wardell
Chair of the Board,
Christopher & Banks Corporation;
Executive Vice President and Chief
Operating Officer,
The RLJ Companies
Mark A. Cohn
President and Chief Executive Officer,
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Edwin J. Holman
Former Chief Executive Officer,
Macy’s Central, a Division of
Macy’s, Inc.
Anne L. Jones
Chief Executive Officer,
Jones Consulting Group, Inc.
David A. Levin
President and Chief Executive Officer,
Destination XL Group, Inc.
William F. Sharpe, III
Partner,
Pathfinder Companies, LLC
INVESTOR CONTACT
Shareholders, prospective investors and
securities analysts should direct their
inquiries to:
Investor Relations
Christopher & Banks Corporation
2400 Xenium Lane North
Plymouth, MN 55441
EXECUTIVE OFFICERS
LuAnn Via
President and Chief Executive Officer
Pete G. Michielutti
Executive Vice President,
Chief Operating Officer &
Chief Financial Officer
Monica L. Dahl
Senior Vice President,
Chief Marketing Officer, Omni-Channel &
Public Relations
Luke R. Komarek
Senior Vice President,
General Counsel and Corporate Secretary
Paul L. Snyder
Retired Midwest Area Managing Partner,
KPMG LLP
Michelle L. Rice
Senior Vice President,
Chief Stores Officer
Patricia A. Stensrud
Managing Partner,
Hudson Rivers Partners, LLC
Cindy J. Stemper
Senior Vice President,
Chief Human Resources Officer
LuAnn Via
President and Chief Executive Officer,
Christopher & Banks Corporation
Marc A. Ungerman
Vice President,
Controller
SAFE HARBOR STATEMENT
This annual report, including the
letter to shareholders, contains
forward-looking statements that
reflect our current expectations
and projections about our future
results, performance, prospects
and opportunities. The words
“expect”, “believes”, “anticipates”,
“estimates”, “continue”, “plans”,
“will”, “should” and similar
expressions are intended
to identify forward-looking
statements. These forward-
looking statements are based on
information currently available
to us and are subject to a number
of risks, uncertainties and
other factors that could cause
actual events or results to be
materially different from these
forward-looking statements. For
a discussion of factors that could
cause results to differ materially,
see the discussion of risk factors
set forth in Item 1A of the 10-K
included with this report. We
undertake no duty to update
any of the forward-looking
statements.
CORPORATE HEADQUARTERS
Christopher & Banks Corporation
2400 Xenium Lane North
Plymouth, MN 55441
(763) 551-5000
STOCK EXCHANGE LISTING
The common stock of Christopher &
Banks Corporation is listed for trading on
the New York Stock Exchange under the
symbol CBK.
TRANSFER AGENT AND REGISTRAR
Broadridge Corporate Issuer Solutions
P.O. Box 1342
Brentwood, NY 11717
(877)-830-4936
INDEPENDENT ACCOUNTANTS
KPMG LLP
Minneapolis, MN
CORPORATE COUNSEL
Dorsey & Whitney LLP
Minneapolis, MN
CORPORATE GOVERNANCE
The charters of the Company’s Audit
Committee, Compensation Committee,
and Governance & Nominating Committee,
along with the Company’s Corporate
Governance Guidelines and Code of
Conduct, are available on our website at
www.christopherandbanks.com – under
“Investor Relations” by selecting the
“Corporate Governance” link. Copies of
the committee charters, the Corporate
Governance Guidelines and the Code of
Conduct are available in print upon written
request to:
Corporate Secretary
Christopher & Banks Corporation
2400 Xenium Lane North
Plymouth, MN 55441
© 2016 Christopher & Banks Corporation
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