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Message To Our Shareholders
Hooker Furniture gained considerable momentum this year and we believe the drivers of our success are sustainable.
Throughout Fiscal Year 2015, profitability and sales performance improved
across all segments, with the year ending as one of the best in recent memory.
A welcome boost came from the U.S. economy, which continued to build on the slow but steady growth of the last few years. Recent
trends have been encouraging with the furniture industry as a whole benefitting from the recovering economy, and the casegoods share of
industry revenues finally regaining traction after several sluggish years.
We ended the year with two of the strongest quarters in the past six years. In addition to the gains attributable to the improving overall
economy and furniture segment, we believe our investments in people, processes, systems, and strategic initiatives also contributed to this
year’s success.
SALES PERFORMANCE DRIVERS
Net sales increased $16 million over the prior year, a 7% improvement, with sales
gains in all three business segments. Casegoods sales were up $10 million, thanks
to a stronger, broader product assortment, rejuvenated container direct and
international businesses and much lower discounting. Higher container sales suggest
retailers have increased confidence in the furniture recovery and are willing to make
larger quantity purchases than in recent years. The traction we gained in international
sales gives us better penetration in growing markets.
Lower case goods discounting is a product of our improved sales and operations
planning process, a focus for the last two years. Besides the impact on sales, reduced
discounting contributes to improved profitability on a dollar-for-dollar basis and was
a significant contributor to our overall Fiscal 2015 profitability.
The restructuring of sales management and representatives
from a product-based to a geographic-based organization
has also contributed to profitability. This change has
allowed more face time and strategic relationship building
with individual customers, allowing us to better address the
needs and nuances of each retailer we serve and to surpass
their expectations.
Sales in our upholstery segment increased at a somewhat
lower rate than casegoods, however, we note several
positives in this segment as well. Sam Moore spent the
early part of Fiscal 2015 improving production flow and
returning to industry- standard delivery times of 4 to 6
weeks. While working through these challenges, Sam
Moore managed to grow sales 7% during the year. And
after a slow start to the year, our Hooker Upholstery
division ended the year with a fourth quarter sales increase
in line with company-wide growth.
In their first full years of operations, our two new strategic
initiatives contributed $5 million of sales and our H Contract
division reported a small operating profit.
The Chatelet Collection in the “best” price points (upper left) and the
Tynecastle Collection in the “better” price points were top introductions
in Fiscal Year 2015.
OVERVIEW OF OPERATIONS
Beyond higher sales and lower discounts, a number of other factors impacted our Fiscal 2015 results. Many of these drivers are the result of
investments we made over the last five years which are now beginning to pay dividends:
• Additional merchandising talent and relationships with new factories, as well as the
addition of a consolidation warehouse in Vietnam, have increased the strength of the
‘better’ product in our good-better- best assortment, giving us access to a broader
customer base and expanded retail floor space. During the year, we introduced five
well- received collections in the better price points.
• Strong collections in the “best” category, consisting of both new introductions
and some long-running classics, continue to be our top sales performers. Supported
by a long-term relationship with one of the premier furniture factories in China and
relationships with some of the most successful furniture designers in our price points,
we continue to be a leader in premium, high-fashion European traditional casegoods in
casual elegant styles. This year we celebrated the five-year anniversary of our best-
selling Sanctuary Collection with some refreshing additions. Response to the equally
fashion-forward and upscale new Chatelet Collection suggests that momentum will
continue. We strayed from European traditional
styling in a groundbreaking collection aimed at
younger, urban-minded consumers with mid-Century
and Scandinavian style influences called Studio 7H
last October.
• Our Bradington-Young division built on the sales
and profitability improvements of the previous year.
After introducing several new retail merchandising
concepts in recent years, including both consumer
and dealer -focused programs, and implementing a
number of manufacturing efficiency improvements,
we believe Bradington-Young is on solid footing to
achieve additional profitability this year and beyond.
• Sam Moore’s operating results were below
expectations for the year. However, they were able
to attain an almost $1 million dollar improvement
in operating income from the prior year, while still
growing sales 7% and reducing order backlogs and
delivery times. These accomplishments were made
while employees devoted thousands of hours to the
manufacturing phase of our Enterprise Resource
Planning (ERP) implementation. Sam Moore will
continue to work on improving manufacturing efficiency and quality, and will benefit from the information and control provided by our
new ERP system, which is expected to help improve materials planning, inventory management and cost analysis.
Hooker Celebrated the Five-Year Anniversary of the Sanctuary Collection
with over 45 new pieces with a splash of color finishes (upper left).
The Studio 7H Collection is aimed at younger, urban consumers.
• Building on the regrouping in Fiscal 2014, our international business grew at an encouraging 40% rate in Fiscal 2015. January 2015,
the last month of our fiscal year, was the best month in the last three years for international sales. A new approach to sales in China
that includes more sales representation in the country, the establishment of a customer- owned Hooker Furniture branded retail store,
participation in the Shanghai Furniture market and the benefits of a dedicated sales manager for the China market all fueled this growth.
We expect to see continued growth in this rapidly growing and profitable arena.
• We are pleased our H Contract division reported sales of almost $4 million and a small operating profit in its first full year of operation.
This was despite the loss early in the year of a key executive. Bringing a new general manager into the early phases of the startup could
have easily been disruptive; however, the new GM methodically reviewed the division’s progress to date and built on its strengths while
shoring up the gaps and weaknesses that inevitably come to light as an entity grows. We look forward to significant sales and profitability
growth in the coming year and are bullish on H Contract’s long-term outlook.
• Homeware, our other new business unit, had a challenging year. Sales and operating income were considerably below expectations,
primarily on the direct- to- consumer aspect of the business. Competing for clicks in the vast internet marketplace can be challenging
and expensive, which makes building a retail e-commerce brand a long-term commitment requiring constant attention to marketplace
dynamics. On the wholesale side of Homeware, we have partnered with some of the top home furnishings e-retailers in the market
and are expanding in that channel. We continue, although more slowly than planned, to introduce innovative, stylish products and new
Message To Our Shareholders
Hooker Furniture gained considerable momentum this year and we believe the drivers of our success are sustainable.
Throughout Fiscal Year 2015, profitability and sales performance improved
across all segments, with the year ending as one of the best in recent memory.
A welcome boost came from the U.S. economy, which continued to build on the slow but steady growth of the last few years. Recent
trends have been encouraging with the furniture industry as a whole benefitting from the recovering economy, and the casegoods share of
industry revenues finally regaining traction after several sluggish years.
We ended the year with two of the strongest quarters in the past six years. In addition to the gains attributable to the improving overall
economy and furniture segment, we believe our investments in people, processes, systems, and strategic initiatives also contributed to this
year’s success.
SALES PERFORMANCE DRIVERS
Net sales increased $16 million over the prior year, a 7% improvement, with sales
gains in all three business segments. Casegoods sales were up $10 million, thanks
to a stronger, broader product assortment, rejuvenated container direct and
international businesses and much lower discounting. Higher container sales suggest
retailers have increased confidence in the furniture recovery and are willing to make
larger quantity purchases than in recent years. The traction we gained in international
sales gives us better penetration in growing markets.
Lower case goods discounting is a product of our improved sales and operations
planning process, a focus for the last two years. Besides the impact on sales, reduced
discounting contributes to improved profitability on a dollar-for-dollar basis and was
a significant contributor to our overall Fiscal 2015 profitability.
The restructuring of sales management and representatives
from a product-based to a geographic-based organization
has also contributed to profitability. This change has
allowed more face time and strategic relationship building
with individual customers, allowing us to better address the
needs and nuances of each retailer we serve and to surpass
their expectations.
Sales in our upholstery segment increased at a somewhat
lower rate than casegoods, however, we note several
positives in this segment as well. Sam Moore spent the
early part of Fiscal 2015 improving production flow and
returning to industry- standard delivery times of 4 to 6
weeks. While working through these challenges, Sam
Moore managed to grow sales 7% during the year. And
after a slow start to the year, our Hooker Upholstery
division ended the year with a fourth quarter sales increase
in line with company-wide growth.
In their first full years of operations, our two new strategic
initiatives contributed $5 million of sales and our H Contract
division reported a small operating profit.
The Chatelet Collection in the “best” price points (upper left) and the
Tynecastle Collection in the “better” price points were top introductions
in Fiscal Year 2015.
OVERVIEW OF OPERATIONS
Beyond higher sales and lower discounts, a number of other factors impacted our Fiscal 2015 results. Many of these drivers are the result of
investments we made over the last five years which are now beginning to pay dividends:
• Additional merchandising talent and relationships with new factories, as well as the
addition of a consolidation warehouse in Vietnam, have increased the strength of the
‘better’ product in our good-better- best assortment, giving us access to a broader
customer base and expanded retail floor space. During the year, we introduced five
well- received collections in the better price points.
• Strong collections in the “best” category, consisting of both new introductions
and some long-running classics, continue to be our top sales performers. Supported
by a long-term relationship with one of the premier furniture factories in China and
relationships with some of the most successful furniture designers in our price points,
we continue to be a leader in premium, high-fashion European traditional casegoods in
casual elegant styles. This year we celebrated the five-year anniversary of our best-
selling Sanctuary Collection with some refreshing additions. Response to the equally
fashion-forward and upscale new Chatelet Collection suggests that momentum will
continue. We strayed from European traditional
styling in a groundbreaking collection aimed at
younger, urban-minded consumers with mid-Century
and Scandinavian style influences called Studio 7H
last October.
• Our Bradington-Young division built on the sales
and profitability improvements of the previous year.
After introducing several new retail merchandising
concepts in recent years, including both consumer
and dealer -focused programs, and implementing a
number of manufacturing efficiency improvements,
we believe Bradington-Young is on solid footing to
achieve additional profitability this year and beyond.
• Sam Moore’s operating results were below
expectations for the year. However, they were able
to attain an almost $1 million dollar improvement
in operating income from the prior year, while still
growing sales 7% and reducing order backlogs and
delivery times. These accomplishments were made
while employees devoted thousands of hours to the
manufacturing phase of our Enterprise Resource
Planning (ERP) implementation. Sam Moore will
continue to work on improving manufacturing efficiency and quality, and will benefit from the information and control provided by our
new ERP system, which is expected to help improve materials planning, inventory management and cost analysis.
Hooker Celebrated the Five-Year Anniversary of the Sanctuary Collection
with over 45 new pieces with a splash of color finishes (upper left).
The Studio 7H Collection is aimed at younger, urban consumers.
• Building on the regrouping in Fiscal 2014, our international business grew at an encouraging 40% rate in Fiscal 2015. January 2015,
the last month of our fiscal year, was the best month in the last three years for international sales. A new approach to sales in China
that includes more sales representation in the country, the establishment of a customer- owned Hooker Furniture branded retail store,
participation in the Shanghai Furniture market and the benefits of a dedicated sales manager for the China market all fueled this growth.
We expect to see continued growth in this rapidly growing and profitable arena.
• We are pleased our H Contract division reported sales of almost $4 million and a small operating profit in its first full year of operation.
This was despite the loss early in the year of a key executive. Bringing a new general manager into the early phases of the startup could
have easily been disruptive; however, the new GM methodically reviewed the division’s progress to date and built on its strengths while
shoring up the gaps and weaknesses that inevitably come to light as an entity grows. We look forward to significant sales and profitability
growth in the coming year and are bullish on H Contract’s long-term outlook.
• Homeware, our other new business unit, had a challenging year. Sales and operating income were considerably below expectations,
primarily on the direct- to- consumer aspect of the business. Competing for clicks in the vast internet marketplace can be challenging
and expensive, which makes building a retail e-commerce brand a long-term commitment requiring constant attention to marketplace
dynamics. On the wholesale side of Homeware, we have partnered with some of the top home furnishings e-retailers in the market
and are expanding in that channel. We continue, although more slowly than planned, to introduce innovative, stylish products and new
product categories. We continue to develop promotional programs with our
e-commerce partners. With this in mind, we are shifting our focus to the wholesale
segment of Homeware, while continuing to operate the Homeware.com website
as both a sales outlet and a source of product information, brand development and
consumer inspiration.
homewareSM
BUILDING ON THE STRENGTHS OF OUR CORPORATE CULTURE
Beyond the numbers, we continue to evolve, reshape and build our company for
the future. Many of these initiatives are already having an impact on profitability,
on our corporate culture and the way we do business.
Evolution, not radical change, has been a hallmark of
Hooker Furniture’s corporate culture for ninety years.
We believe it is one of the reasons we remain a strong,
stable company. Among the many initiatives we have
undertaken:
• Phase II of our ERP conversion, which added
production control, material requirements planning
and custom product configuration capabilities to the
Microsoft Dynamix AX system we implemented for
casegoods in Fiscal 2013. This project has taken longer
than expected. The unique requirements of configuring
a custom order manufacturing system, with other
options to support future flexibility and growth have
proven to be a challenge, but one we expect to offer
benefits well into the future. We appreciate the time,
diligence and determination of the many associates who
have added Phase II to their regular job descriptions.
• One of the major benefits we expect from the
ERP implementation will be an improved customer
experience, one which we call “One Face to the
Customer.” As we move to a single system, customer
service functions will be handled by a team of Customer
Care representatives trained to support all of the Company’s product lines, supported by Product Specialists to assist with more technical
questions. Also in the Customer Care and Marketing
arenas, we’ve undertaken more initiatives to support our
retailers by directly engaging the consumer to connect
them with Hooker Furniture brands and direct them to
our retail partners.
- Because more than half of all visits to our
websites are from mobile devices, we upgraded our
website platform to a responsive design that recognizes
each device and adapts the screen layout for the best
possible experience.
- We also refreshed the content and flow of
our websites to offer more consumer engagement
and improved the dealer locator functionality. Room
planners, wish lists, ‘find it now’ options and shortcuts
to post to social media sites all make our websites
inviting places for consumers to research their furniture
purchases, which is especially important since as much as
90% of all furniture shopping begins on line.
The updated hookerfurniture.com offers responsive design that optimizes
the layout of the website to whatever device the consumer is using.
- Perhaps the most significant enhancement to our
internet presence was the addition of a chat function to our
website. A first in the furniture industry, visitors to our website can
chat with a specially trained team member during our extended
Customer Care hours. The response to this option has been
overwhelmingly positive, and we’ve hosted over 10,000 unique
chat sessions since we first offered the option in August 2014.
- We continue to expand and enhance our P3
program, which helps key retailers build a local e-commerce
presence. We now have 30 dealers participating in this program,
which drives both online purchases and serves as another online
stop for consumers to research their furniture purchases.
- Recognizing the profound shift toward online
shopping and research and the influence of social media, we’ve
moved to an ‘all digital’ marketing strategy. This strategic shift
puts more of our marketing dollars into the channels consumers
overwhelmingly prefer and gives us many more impressions at
lower cost per impression. As part of our focus on e-commerce,
this year we assembled a team of e-commerce professionals to
manage the unique requirements of our major online customers.
This team has expertise in customer acquisition, online marketing
and the data maintenance required to successfully participate in
this increasingly important distribution channel.
- Looking toward the coming year, we’re excited to
report that we’ve signed an agreement with award-winning fashion
apparel designer Cynthia Rowley to develop a furniture collection
showcasing her adventurous, eye-catching style in casegoods and
upholstery. We’re already well into the design phase and on track for an October 2015 launch of the Cynthia Rowley furniture line.
This digital display ad highlighting the Rhapsody Collection was
part of the fall national digital campaign that achieved nearly 90
consumer impressions and increased website traffic by 50%.
• And finally, in building for the future, it is critical to engage, encourage and develop our people.
- i2i, Idea to Innovation, is a company-wide program to encourage innovative thinking at all levels of the company and
develop those ideas through collaboration, feedback, resources and guidance. Not every idea is implemented, but many are, and
others serve as a launch pad for other ideas. We’re proud of the dozens of projects proposed by our employees in the past year and
look forward to more in the coming years.
Fiscal 2015 was a good year, aided by a strong U.S. economy and a recovery in the casegoods sector of our business. Importantly, we
feel the momentum of 2015 is sustainable, as much of it was the result of investments, innovations and hard work of the last few years.
There are still areas to improve, and we must continue to innovate and adapt. Momentum does not sustain without continued effort.
Our objective for the coming year is to continue to build on the momentum of Fiscal 2015. We’re confident the Hooker Furniture
organization has the tools, the ideas and the people to do so.
Paul B. Toms Jr.
Chairman and Chief Executive Officer, Hooker Furniture Corporation
Michael Delgatti Jr.
President, Hooker Furniture Corporation
product categories. We continue to develop promotional programs with our
e-commerce partners. With this in mind, we are shifting our focus to the wholesale
segment of Homeware, while continuing to operate the Homeware.com website
as both a sales outlet and a source of product information, brand development and
consumer inspiration.
homewareSM
BUILDING ON THE STRENGTHS OF OUR CORPORATE CULTURE
Beyond the numbers, we continue to evolve, reshape and build our company for
the future. Many of these initiatives are already having an impact on profitability,
on our corporate culture and the way we do business.
Evolution, not radical change, has been a hallmark of
Hooker Furniture’s corporate culture for ninety years.
We believe it is one of the reasons we remain a strong,
stable company. Among the many initiatives we have
undertaken:
• Phase II of our ERP conversion, which added
production control, material requirements planning
and custom product configuration capabilities to the
Microsoft Dynamix AX system we implemented for
casegoods in Fiscal 2013. This project has taken longer
than expected. The unique requirements of configuring
a custom order manufacturing system, with other
options to support future flexibility and growth have
proven to be a challenge, but one we expect to offer
benefits well into the future. We appreciate the time,
diligence and determination of the many associates who
have added Phase II to their regular job descriptions.
• One of the major benefits we expect from the
ERP implementation will be an improved customer
experience, one which we call “One Face to the
Customer.” As we move to a single system, customer
service functions will be handled by a team of Customer
Care representatives trained to support all of the Company’s product lines, supported by Product Specialists to assist with more technical
questions. Also in the Customer Care and Marketing
arenas, we’ve undertaken more initiatives to support our
retailers by directly engaging the consumer to connect
them with Hooker Furniture brands and direct them to
our retail partners.
- Because more than half of all visits to our
websites are from mobile devices, we upgraded our
website platform to a responsive design that recognizes
each device and adapts the screen layout for the best
possible experience.
- We also refreshed the content and flow of
our websites to offer more consumer engagement
and improved the dealer locator functionality. Room
planners, wish lists, ‘find it now’ options and shortcuts
to post to social media sites all make our websites
inviting places for consumers to research their furniture
purchases, which is especially important since as much as
90% of all furniture shopping begins on line.
The updated hookerfurniture.com offers responsive design that optimizes
the layout of the website to whatever device the consumer is using.
- Perhaps the most significant enhancement to our
internet presence was the addition of a chat function to our
website. A first in the furniture industry, visitors to our website can
chat with a specially trained team member during our extended
Customer Care hours. The response to this option has been
overwhelmingly positive, and we’ve hosted over 10,000 unique
chat sessions since we first offered the option in August 2014.
- We continue to expand and enhance our P3
program, which helps key retailers build a local e-commerce
presence. We now have 30 dealers participating in this program,
which drives both online purchases and serves as another online
stop for consumers to research their furniture purchases.
- Recognizing the profound shift toward online
shopping and research and the influence of social media, we’ve
moved to an ‘all digital’ marketing strategy. This strategic shift
puts more of our marketing dollars into the channels consumers
overwhelmingly prefer and gives us many more impressions at
lower cost per impression. As part of our focus on e-commerce,
this year we assembled a team of e-commerce professionals to
manage the unique requirements of our major online customers.
This team has expertise in customer acquisition, online marketing
and the data maintenance required to successfully participate in
this increasingly important distribution channel.
- Looking toward the coming year, we’re excited to
report that we’ve signed an agreement with award-winning fashion
apparel designer Cynthia Rowley to develop a furniture collection
showcasing her adventurous, eye-catching style in casegoods and
upholstery. We’re already well into the design phase and on track for an October 2015 launch of the Cynthia Rowley furniture line.
This digital display ad highlighting the Rhapsody Collection was
part of the fall national digital campaign that achieved nearly 90
consumer impressions and increased website traffic by 50%.
• And finally, in building for the future, it is critical to engage, encourage and develop our people.
- i2i, Idea to Innovation, is a company-wide program to encourage innovative thinking at all levels of the company and
develop those ideas through collaboration, feedback, resources and guidance. Not every idea is implemented, but many are, and
others serve as a launch pad for other ideas. We’re proud of the dozens of projects proposed by our employees in the past year and
look forward to more in the coming years.
Fiscal 2015 was a good year, aided by a strong U.S. economy and a recovery in the casegoods sector of our business. Importantly, we
feel the momentum of 2015 is sustainable, as much of it was the result of investments, innovations and hard work of the last few years.
There are still areas to improve, and we must continue to innovate and adapt. Momentum does not sustain without continued effort.
Our objective for the coming year is to continue to build on the momentum of Fiscal 2015. We’re confident the Hooker Furniture
organization has the tools, the ideas and the people to do so.
Paul B. Toms Jr.
Chairman and Chief Executive Officer, Hooker Furniture Corporation
Michael Delgatti Jr.
President, Hooker Furniture Corporation
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CORPORATE OFFICES
Hooker Furniture Corporation
440 East Commonwealth Boulevard
Martinsville, VA 24112 or
P.O. Box 4708
Martinsville, VA 24115
(276) 632-0459
STOCK TRANSFER AGENT AND DIVIDEND
DISBURSING AGENT:
American Stock Transfer & Trust Co., LLC
6201 15th Avenue
Brooklyn, NY 11219
Toll free: 800-937-5449
Website: amstock.com
Email: info@amstock.com
LEGAL COUNSEL
McGuireWoods LLP
One James Center
901 East Cary Street
Richmond, VA 23219
INDEPENDENT REGISTERED PUBLIC
ACCOUNTING FIRM KPMG LLP
Suite 3200
550 South Tryon Street
Charlotte, NC 28202
ANNUAL MEETING
The Annual Meeting of Shareholders of Hooker Furniture
Corporation will be held on Thursday, June 4, 2015
at the Hooker Furniture Corporate Offices, 440 East
Commonwealth Blvd., Martinsville, VA 24112.
ANNUAL REPORT ON FORM 10-K
Hooker Furniture Corporation’s Annual Report on Form
10-K, included herein, is also available on our website at
hookerfurniture.com. A free copy of our Form 10-K may
also be obtained by contacting Robert W. Sherwood,
Vice President—Credit, Secretary and Treasurer at the
corporate offices of the Company.
QUARTERLY FINANCIAL INFORMATION
Quarterly financial results are announced by press releases
that are available at hookerfurniture.com in the “Investor
Relations” section. The Company’s quarterly reports on
Form 10-Q are also available at hookerfurniture.com.
This 2015 Annual Report contains forward-looking statements,
including discussions about our strategy and expectations
regarding our future performance, which are subject to various risks
and uncertainties. Factors that could cause actual results to differ
materially from management’s projections, forecasts, estimates and
expectations include, but are not limited to, the factors described
in our annual report on Form 10-K, which is included as part of
this report, including under “Item 1- Business—Forward-Looking
Statements” and “Item 1A. Risk Factors.” Any forward-looking
statement we make speaks only as of the date of that statement,
and we undertake no obligation, except as required by law, to
update any forward-looking statements whether as a result of new
information, future events or otherwise.
Hooker Furniture
Bradington-Young
Charlene Bowling
Vice President and Chief Information Officer
Matthew Cowan
Vice President of Sales-Western Region and Special Accounts
Cindy Hall
Vice President of Case Goods Merchandising
Conrad Kerley
Vice President of Leather and Import
Operations, Bradington-Young
Brad Miller
Vice President of International Sales
Bill Reece
Vice President of Asian Operations
Frank Richardson III
Vice President of Sales, Northern Region
Sandi Teague
Vice President of Upholstery Merchandising
Robert Sherwood
Vice President of Credit; Secretary and Treasurer
Pat Watson
Vice President of Case Goods Merchandising
Michael White
Vice President of Upholstery Manufacturing
Craig Young
Vice President of Sales – Southern Region
S
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E
C
I
F
F
O
&
S
R
O
T
C
E
R
I
D
Paul Toms Jr.
Director, Chief Executive Officer and
Chairman of the Board
W. Christopher Beeler Jr.
Lead Director; Director and Chairman—
Virginia Mirror Company and Virginia Glass Products
John Gregory III
Director; Shareholder, Officer and Director—
Young, Haskins, Mann, Gregory, McGarry & Wall P.C.
E. Larry Ryder
Director; Retired Executive Vice President and
Chief Financial Officer—Hooker Furniture
Mark Schreiber
Director; Retired President and Chief Operating Officer—
Star Furniture
David Sweet
Director; Retired Vice President—
The North Face, a division of VF Corporation
Henry Williamson Jr.
Director; Retired Chief Operating Officer--
BB& T Corporation and Branch Banking
and Trust Company of North Carolina,
South Carolina and Virginia
Michael Delgatti Jr.
President
Paul Huckfeldt
Senior Vice President of Finance and Accounting and
Chief Financial Officer
Raymond Harm
Senior Vice President of Sales
Anne Jacobsen
Senior Vice President of Administration
Henry Long Jr.
Senior Vice President of Case Goods Merchandising
and Design
Johne Albanese
Vice President of Marketing
Joel Herrmann
Vice President and General Manager, H Contract
Scott Prillaman
Vice President of U.S. Casegoods Operations
Financial Highlights*
(in thousands, except per share data)
For the:
INCOME STATEMENT DATA
Net sales
Operating income
Net income
Special charges after tax:
Restructuring
Impairment of intangible assets
Net income excluding special charges
PER SHARE DATA
Basic earnings per share
Diluted earnings per share
Special charges after tax:
Restructuring
Impairment of intangible assets
Diluted earnings per share excluding special charges
Weighted average shares outstanding- basic
Weighted average shares outstanding- diluted
Cash dividends per share
Fifty-two
Fifty-two
Weeks Ended Weeks Ended
February 2,
February 1,
2014
2015
Fifty-three
Weeks
February 3,
2013
Fifty-two
Weeks Ended
January 29,
2012
Fifty-two
Weeks Ended
January 30,
2011
$
244,350
19,048
12,578
$
228,293
12,503
7,929
$
218,359
12,940
8,626
$
222,505
6,673
5,057
$
215,429
4,061
3,240
$
12,578
$
7,929
$
8,626
$
1,131
6,188
874
247
4,361
$
$
$
1.17
1.16
$
$
0.74
0.74
$
$
0.80
0.80
$
$
0.47
0.47
$
$
0.30
0.30
$
$
$
$
$
1.16
10,736
10,771
0.40
0.74
10,722
10,752
0.40
0.80
10,745
10,775
0.40
$
$
$
$
$
0.10
0.57
10,762
10,790
0.40
0.08
0.02
0.40
10,757
10,770
0.40
* These financial highlights should be read in conjunction with the Selected Financial Data, Consolidated Financial Statements, including the related Notes,
and Management's Discussion and Analysis of Financial Condition and Results of Operations included in the Company's annual report on Form 10-K
included in this report.
NET SALES
($ in millions)
OPERATING INCOME
($ in millions)
NET INCOME EXCLUDING
SPECIAL CHARGES
($ in millions)
DILUTED EARNINGS PER SHARE
EXCLUDING SPECIAL
CHARGES
$244.4
$19.0
$12.6
$1.16
$228.3
$12.9
$12.5
$222.5
$218.4
$215.4
$6.7
$4.1
$8.6
$7.9
$0.80
$0.74
$6.2
$4.4
$0.57
$0.40
'11
'12
'13
'14
'15
'11
'12
'13
'14
'15
'11
'12
'13
'14
'15
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'15
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
Form 10-K
Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended February 1, 2015
Commission file number 000-25349
HOOKER FURNITURE CORPORATION
(Exact name of registrant as specified in its charter)
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification Number)
Virginia
54-0251350
440 East Commonwealth Boulevard, Martinsville, VA 24112
(Address of principal executive offices, Zip Code)
(276) 632-0459
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of Each Class
Common Stock, no par value
on Which Registered
NASDAQ Global Select Market
Name of Each Exchange
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ( ) No (X)
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ( ) No (X)
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has
been subject to such filing requirements for the past 90 days. Yes (X) 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 (§232.405 of this chapter) during the preceding 12
months (or for such shorter period that the registrant was required to submit and post such files). Yes (X) No ( )
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) 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. ( )
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. (Check one):
Large accelerated Filer ( )
Non-accelerated Filer ( )
(Do not check if a smaller reporting company)
Accelerated Filer (X)
Smaller reporting company ( )
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ( ) No (X)
State the aggregate market value of the voting and non-voting common equity held by non-affiliates computed by reference to the price at
which the common equity was last sold, or the average bid and asked price of such common equity, as of the last business day of the
registrant’s most recently completed second fiscal quarter: $152.8 million.
Indicate the number of shares outstanding of each of the registrant’s classes of common stock as of April 10, 2015:
Common stock, no par value
(Class of common stock)
(Number of shares)
10,811,165
Documents incorporated by reference: Portions of the registrant’s definitive Proxy Statement for its Annual Meeting of Shareholders
scheduled to be held June 4, 2015 are incorporated by reference into Part III.
F - 1
Hooker Furniture Corporation
TABLE OF CONTENTS
Part I
Item 1.
Business ......................................................................................................................................
Item 1A. Risk Factors ................................................................................................................................
Item 1B. Unresolved Staff Comments ......................................................................................................
Properties ....................................................................................................................................
Item 2.
Legal Proceedings ......................................................................................................................
Item 3.
Mine Safety Disclosures .............................................................................................................
Item 4.
Executive Officers of Hooker Furniture Corporation .................................................................
Part II
Item 5. Market for Registrant’s Common Equity, Related Shareholder Matters
and Issuer Purchases of Equity Securities ................................................................................
Selected Financial Data .............................................................................................................
Item 6.
Item 7.
Management’s Discussion and Analysis of Financial Condition and Results of Operations ...
Item 7A. Quantitative and Qualitative Disclosures About Market Risk ....................................................
Financial Statements and Supplementary Data ........................................................................
Item 8.
Changes in and Disagreements With Accountants on Accounting and
Item 9.
Financial Disclosure ...................................................................................................................
Item 9A. Controls and Procedures ............................................................................................................
Item 9B. Other Information ........................................................................................................................
Page
2
10
16
17
17
17
18
19
21
22
42
42
43
43
43
Part III
44
Item 10. Directors, Executive Officers and Corporate Governance .......................................................
Item 11. Executive Compensation ............................................................................................................
44
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters 44
44
Item 13. Certain Relationships and Related Transactions, and Director Independence .......................
44
Item 14. Principal Accounting Fees and Services ...................................................................................
Part IV
Item 15. Exhibits and Financial Statement Schedules ............................................................................
Signatures ..............................................................................................................................................................
Index to Consolidated Financial Statements ........................................................................................................
45
47
F-1
1
ITEM 1.
BUSINESS
Hooker Furniture Corporation
Part I
Hooker Furniture Corporation (the “Company”, “we,” “us” and “our”) is a home furnishings marketing, design and logistics
company offering worldwide sourcing of residential casegoods and upholstery, as well as domestically-produced custom
leather and fabric-upholstered furniture. We were incorporated in Virginia in 1924 and are ranked among the nation’s top
10 largest publicly traded furniture sources, based on 2013 shipments to U.S. retailers, according to a 2014 survey
published by Furniture Today, a leading trade publication. We are a key resource for residential wood and metal furniture
(commonly referred to as “casegoods”) and upholstered furniture. Our major casegoods product categories include
accents, home office, dining, bedroom and home entertainment furniture under the Hooker Furniture brand. Our
residential upholstered seating companies include Bradington-Young, a specialist in upscale motion and stationary leather
furniture and Sam Moore Furniture, a specialist in upscale occasional chairs, settees, sofas and sectional seating with an
emphasis on cover-to-frame customization. An extensive selection of designs and formats along with finish and cover
options in each of these product categories makes us a comprehensive resource for retailers primarily targeting the
upper-medium price range. We also market a line of imported leather upholstery under the Hooker Upholstery trade
name. For our core product line, our principal customers are retailers of residential home furnishings that are broadly
dispersed throughout the United States. Our customers also include home furniture retailers in Canada and in nearly 40
other countries internationally. Other customers include independent furniture stores, specialty retailers, department
stores, catalog and internet merchants, interior designers and national and regional chains.
To expand and grow beyond our core business, we launched two start-up brands during the 2014 fiscal year focused on
serving the needs of emerging consumer groups on the opposite ends of the age and life stage spectrum. One, H
Contract, focuses on the burgeoning senior living market of retirees. The other, Homeware, focuses on younger and more
mobile consumers in the early stages of their careers, as well as those living in smaller or urban spaces.
H Contract supplies upholstered seating and casegoods to upscale senior living facilities throughout the country, working
with designers specializing in the contract industry to provide functional furniture for senior living facilities that meets the
style and comfort expectations of today’s retirees.
Homeware is an online-only brand that is sold through leading international e-commerce retailers as well as our own e-
commerce website, homeware.com. It supplies unique chairs and ottomans designed to be assembled in minutes by the
consumer with no tools or hardware required. Homeware also offers home accessories, living room tables, multi-seat
upholstery and expects to offer entertainment centers and dining room furniture in fiscal 2016.
Strategy and Mission
Our mission is to “enrich the lives of the people we touch,” using the following strategy:
To offer world-class style, quality and product value as a complete residential and contract wood, metal and
upholstered furniture resource through excellence in product design, manufacturing, global sourcing, marketing,
logistics, sales and customer service.
To be an industry leader in sales growth and profitability performance, providing an outstanding investment for our
shareholders and contributing to the well-being of our customers, employees, suppliers and community.
To nurture the relationships, teamwork and integrity that define our corporate culture and have distinguished our
company for over 90 years.
Segments
For financial reporting purposes, we are organized into three operating segments – casegoods furniture, upholstered
furniture and all other. Prior to the fiscal 2015 third quarter, we reported our results of operations in two operating
segments- casegoods and upholstery. In reports prior to the fiscal 2015 third quarter, we aggregated the results of our two
new business ventures – H Contract and Homeware- with our casegoods segment in accordance with the provisions of
ASC 280, Segment Reporting. We did this primarily due to the similarity of the products, production processes, distribution
methods, types of customers and regulatory environment. These similarities persist and although H Contract and
Homeware are likely to remain immaterial to our consolidated results of operations for the near-to-medium term, we
believe that information about these businesses would be beneficial to the readers of our financial statements, as it is to
management; therefore, we have separately disclosed information about them in an “All other” segment. The financial
2
information for fiscal 2014 and fiscal 2013 appearing in the tables and narratives contained in this section has been
updated to conform to the fiscal 2015 presentation of our operating segments. Our operating segments and their
associated brands are as follows:
Hooker Furniture Coporation
Operating Segments
Casegoods
Brands:
Upholstery
Brands:
Hooker Furniture
Bradington-Young
Hooker Upholstery
Sam Moore
All other
Brands:
H Contract
Homeware
Home furnishings sales account for all of our net sales. The percentages of net sales provided by each of our segments
for the fifty-two week fiscal years that ended February 1, 2015 (fiscal 2015) and February 2, 2014 (fiscal 2014) and the
fifty-three week fiscal year ended February 3, 2013 (fiscal 2013), were as follows:
Segment Sales as a Percentage of Consolidated Net Sales
Casegoods segment
Upholstery segment
All other segment
Total
Fiscal Year
2014
2013
63%
36%
1%
65%
35%
-
2015
63%
35%
2%
100%
100%
100%
Sourcing
Imported Products
We have sourced products from foreign manufacturers since 1988. Imported casegoods and upholstered furniture
together accounted for approximately 71% of net sales in fiscal 2015, 72% of net sales in fiscal 2014 and 73% of net sales
in fiscal 2013. We import finished furniture in a variety of styles, materials and product lines. We believe the best way to
leverage our financial strength and differentiate our import business from the industry is through innovative and
collaborative design, extensive product lines, compelling products, value, consistent quality, excellent customer service,
easy ordering and quick delivery through significant finished goods inventories, world-class global logistics and robust
distribution systems.
We import products primarily from China, Vietnam, Indonesia and Mexico. Because of the large number and diverse
nature of the foreign factories from which we source our imported products, we have significant flexibility in the placement
of products in any particular factory or country. Factories located in China and Vietnam are our primary resources for
imported furniture. In fiscal 2015, imported products sourced from China and Vietnam accounted for approximately 73%
and 20%, respectively, of import purchases. The factory in China from which we directly source the most product,
accounted for approximately 59% of our worldwide purchases of imported product. A disruption in our supply chain from
this factory, or from China or Vietnam in general, could significantly compromise our ability to fill customer orders for
products manufactured at that factory or in that country. If such a disruption were to occur, we believe that we would have
sufficient inventory currently on hand and in transit to our U.S. warehouses in Martinsville, Virginia to adequately meet
demand for approximately four months, with up to an additional one and one quarter months available for immediate
shipment from our primary Asian warehouse. Also, with the broad spectrum of product we offer, we believe that, in some
cases, buyers could be offered similar products available from alternative sources. We believe we could, most likely at
higher cost, source most of the products currently sourced in China or Vietnam from factories in other countries and could
produce certain upholstered products domestically at our own factories. However, supply disruptions and delays on
selected items could occur for up to six months. If we were to be unsuccessful in obtaining those products from other
sources or at a comparable cost, then a disruption in our supply chain from our largest import furniture supplier, or from
China or Vietnam in general, could decrease our sales, earnings and liquidity. Given the capacity available in China,
Vietnam and other low-cost producing countries, we believe the risks from these potential supply disruptions are
manageable.
3
Our imported furniture business is subject to inherent risks in importing products manufactured abroad, including, but not
limited to, supply disruptions and delays, currency exchange rate fluctuations, transportation-related issues, economic and
political developments and instability, as well as the laws, policies and actions of foreign governments and the United
States. These acts may include regulations affecting trade or the application of tariffs.
Manufacturing and Raw Materials
At February 1, 2015, we operated approximately 465,000 square feet of manufacturing and supply plant capacity in North
Carolina and Virginia for our domestic upholstered furniture production. We consider the machinery and equipment at
these locations to be generally modern and well-maintained.
We believe there are continued strong market opportunities for domestically produced upholstery, particularly in the upper
and upper-medium price points, which provide two key competitive advantages compared to imported upholstery:
the ability to offer customized upholstery combinations to the upscale consumer and interior design trade; and
the ability to offer quick four-to six-week product delivery of custom products.
Significant materials used in manufacturing upholstered furniture products include leather, fabric, foam, wooden frames
and metal mechanisms. Most of the leather is imported from Italy, South America and China, and is purchased as full
hides and cut and sewn in our facilities, or is purchased as pre-cut and sewn kits processed by our vendors to our pattern
specifications.
We believe that our sources for raw materials are adequate and that we are not dependent on any one supplier. Hooker’s
five largest suppliers accounted for approximately 40% of our raw materials supply purchases for domestic upholstered
furniture manufacturing operations in fiscal 2015. One supplier accounted for approximately 14% of our raw material
purchases. Should disruptions with this supplier occur, we believe we could successfully source these products from other
suppliers without significant disruption to our operations.
Products
Our product lines cover most major style categories, including European and American traditional, contemporary,
transitional, urban, country, casual, and cottage designs. We offer furniture in a variety of materials, such as various
types of wood, metal, leather and fabric, as well as veneer and other natural woven products, often accented with marble,
stone, slate, glass, ceramic, brass and/or hand-painted finishes.
Major casegoods product categories include accents, home office, dining, bedroom and home entertainment furniture
which are marketed under the Hooker Furniture brand name, as well as “private label” products marketed under a
retailer’s brand name. Our casegoods are typically designed for and marketed in the upper-medium to lower high-end
price range.
Bradington-Young markets its products under the Bradington-Young brand name, offers a broad variety of residential
leather and fabric upholstered furniture and specializes in leather reclining and motion chairs, sofas, club chairs and
executive desk chairs. Bradington-Young offers approximately 150 leather selections and over 250 fabric selections for
domestically produced upholstered furniture. Generally, Bradington-Young-branded products are targeted at the upper
price range.
Hooker Upholstery is an imported line of leather upholstery and is targeted at the upper-medium price points. Hooker
Upholstery offers approximately 75 leather selections and 10 fabric selections and offers a broad variety of married cover
options on stationary sofa groups, recliners, office chairs, club chairs, motion groups, and decorative ottomans.
Sam Moore Furniture’s products, which are primarily domestically produced, are marketed under the Sam Moore brand
name and offer upscale occasional chairs, sofas and other seating with an emphasis on fabric-to-frame customization.
Sam Moore offers approximately 350 different styles of upholstered products in over 500 fabric selections and over 20
leather selections, including customer supplied upholstery coverings commonly referred to as “COM” or customer-owned
material. Sam Moore’s products are targeted at the upper-medium and upper price ranges.
In an effort to broaden the appeal of our line to both consumers and retailers, we offer a “better-best” merchandising
assortment. Broadening our merchandising price range has made us a more complete resource for our established
dealers, and has provided new opportunities with retailers who are positioned above or below our historical price niche.
4
Many of our most successful collections have been in the upper and upper-medium price points in recent years. To better
address more moderate price points, during the 2014 fiscal year we hired a merchandising executive with extensive
experience developing product for these price points. We began introducing these products at the Spring 2014
International Home Furnishings Market and believe they have been well-received by our customers.
We launched two new initiatives during fiscal 2014, which are intended to help us reach a broader consumer base:
H Contract- which supplies upholstered seating and casegoods to upscale senior living facilities throughout the
country. This division works with designers specializing in the contract industry to provide functional furniture for
senior living facilities that meets the style and comfort expectations of today’s retirees; and
Homeware- which features customer-assembled, modular upholstered and casegoods products, as well as home
accessories, is designed for younger and more mobile furniture customers and marketed direct-to-consumer via
the internet. Using patented connectors designed by an experienced furniture engineer and designer, we expect
consumers will be able to assemble and disassemble these products in minutes, with no tools or hardware, and
move them easily from residence to residence, room to room, or on staircases and elevators in high-rise
apartment and condominium complexes. In addition, alternative design elements, arm and leg styles and covers
will allow consumers to transform the furnishings as their tastes and life stages evolve.
Product Life Cycle
The product life cycle for home furnishings continues to shorten as consumers demand innovative new features,
functionality, style, finishes, and fabrics which will enhance their lifestyles while providing value and durability. New styles
in each of our product categories are designed and developed semi-annually to replace discontinued products and
collections, and in some cases, to enter new product or style categories. Our collaborative product design process begins
with the marketing team identifying customer needs and trends and then conceptualizing product ideas and features. A
variety of sketches are produced, usually by independent designers, from which prototype furniture pieces are built. We
invite some of our independent sales representatives and a representative group of retailers to view and critique these
prototypes. Based on this input, we may modify the designs and then prepare samples for full-scale production. We
generally introduce new product styles at the International Home Furnishings Market held each Fall and Spring in High
Point, N.C., and support new product launches with promotions, public relations, product brochures, point-of-purchase
consumer catalogs and materials and online marketing through our websites, as well as social media marketing through
venues such as Facebook®, Twitter®, Pinterest ® and YouTube®. The flexibility of both our global-sourcing business model
and the quick delivery times provided by our domestic upholstery manufacturing presence gives us the ability to offer a
wide range of styles, items and price points to a variety of retailers serving a range of consumer markets. Based on sales
and market acceptance, we believe our products represent good value, and that the style and quality of our furniture
compares favorably with more premium-priced products.
Marketing
We utilize approximately 80,000 square feet of showroom space at the International Home Furnishings Market in High
Point, North Carolina to introduce new products and collections and increase sales of existing products during the
furniture industry’s Spring and Fall international furniture pre-markets and markets. We schedule purchases of imported
furniture and the production of domestically manufactured upholstered furniture based upon actual and anticipated orders
and product acceptance at the Spring and Fall markets.
Recognizing the profound shift toward e-commerce, online research, and the influence of social media, we adopted an all-
digital marketing strategy. Our digital marketing efforts are centered on directly engaging the consumer, to connect them
with Hooker Furniture brands and direct them to our retail partners. This strategic shift puts more of our marketing dollars
into the channels consumers prefer and gives us more impressions at lower cost per impression. Digital marketing also
provides more data about our customers and allows us to tailor future marketing efforts based on these analytics and our
team of e-commerce professionals manages the unique requirements of our major online customers. We believe this
team has expertise in customer acquisition, online marketing and in data maintenance, which we believe are required to
succeed in the e-commerce channel.
To support our all-digital marketing efforts, our redesigned consumer-centric websites offer responsive platforms
conducive to both mobile and traditional computing platforms, improved consumer engagement, including a first-in-
industry customer chat function that has hosted over 10,000 unique chat sessions since its debut in August 2014, and is
supported by extended customer-care hours. Our new websites also offer “room planners”, improved dealer locators, “find
5
it now” options, and shortcuts to post to social media that we believe make our digital spaces inviting places for
consumers to research their furniture purchases.
Realizing that the emerging young “millennial” consumer’s shopping preferences are vastly different from our core “baby
boomer” customers, and in response to a shift of volume and shopping activity to the internet, we launched a new retailer
partnership program in late fiscal 2013 to help our retailers realign their business models to these new retail realities. “P3”
is an integrated, strategic and web-centric retail partnership program. Through P3, we are assisting retailers in setting up
local e-marketing and e-commerce through an online “iStore.” In addition to the build-out of the iStore, the P3 program
also offers ongoing training and service, as well as selected discounts and allowances and marketing support.
During fiscal 2015, we continued to see the expanding influence of the internet on consumer buying habits, both in and
out of retail stores. We also noted that our P3 network of dealers outperformed our overall consolidated sales increase as
they expanded their digital footprints and continued to become more responsive to these consumer trends. As such, we
continued to expand the P3 management team by adding additional personnel with expertise in the digital space as well
as new support programs designed to accelerate the retailer's omni-channel transition. In fiscal 2016, we expect to
expand the program further by inviting additional retailers to be a part of the network.
Warehousing and Distribution
We sell our branded products to retailers of residential home furnishings throughout the world through over 65
independent North American sales representatives and 9 foreign sales representatives servicing the international market.
These retailers are broadly dispersed throughout North America as well as in nearly 40 countries around the world. We
sell our products through a large number of distribution channels which include independent furniture retailers, department
stores, national membership clubs, regional chain stores, catalog merchandisers, designers and E-retailers. We also work
directly with several large customers to develop private-label, unbranded products exclusively for those customers.
We sold to approximately 3,800 customers during fiscal 2015. No single customer accounted for more than 3.5% of our
sales in 2015. No significant part of our business is dependent upon a single customer, the loss of which would have a
material effect on our business. However, the loss of several of our major customers could have a material impact on our
business. In addition to our broad domestic customer base, approximately 6% of our sales in fiscal 2015 were to
international customers. We believe our broad network of retailers and independent sales representatives reduces our
exposure to regional recessions and allows us to capitalize on emerging trends in channels of distribution.
We distribute furniture to retailers from our distribution centers and warehouses in Virginia and North Carolina and directly
from Asia via our container direct from factory program. We have a warehousing and distribution arrangement in China
with our largest supplier of imported products. Our warehouse and distribution facility in China is owned by the supplier
and operated by the supplier and a third party, utilizing a global warehouse management system that updates our central
inventory management and order processing systems on a daily basis. Under our container direct program, we offer
directly to retailers in the U.S. a focused and in-stock mix of over 400 of our best selling items sourced from our largest
supplier. The program features an internet-based product ordering system and a delivery notification system that is easy
to use and available to pre-registered dealers. In addition, we also ship containers directly from a variety of other
suppliers in Asia.
Based on the long-term success of our warehouse in China, we opened a similar operation in Vietnam during fiscal year
2015. This warehouse is owned and operated by two separate third-party logistics companies, the operator specializing
in furniture. The facility allows customers to mix best-selling products from several of our Vietnam supplier factories and,
therefore, to purchase a broader assortment of products compared to ordering full containers directly from a single
factory.
We strive to provide imported and domestically produced furniture on-demand for our dealers. During fiscal year 2015,
we shipped 92% of all casegoods orders and approximately 57% of all upholstery orders within 30 days of order receipt.
It is our policy and industry practice to allow order cancellation for casegoods up to the time of shipment; therefore,
customer orders for casegoods are not firm. However, domestically produced upholstered products are predominantly
custom-built and shipped within six to eight weeks after an order is received and consequently, cannot be cancelled once
the leather or fabric has been cut.
For imported products, we generally negotiate firm pricing with foreign suppliers in U.S. Dollars, typically for a term of at
least one year. We accept the exposure to exchange rate movements beyond these negotiated periods. We do not use
derivative financial instruments to manage this risk but could choose to do so in the future. Since we transact our
imported product purchases in U.S. Dollars, a relative decline in the value of the U.S. Dollar could increase the price we
6
pay for imported products beyond the negotiated periods. We generally expect to reflect substantially all of the effects of
any price increases from suppliers in the prices we charge for imported products. However, these price changes could
adversely impact sales volume and profit margin during affected periods. Conversely, a relative increase in the value of
the U.S. Dollar could decrease the cost of imported products and favorably impact net sales and profit margins during
affected periods. See also “Item 7A. Quantitative and Qualitative Disclosures About Market Risk.”
Working Capital Practices
The following describes our working capital practices:
Inventory: We generally import casegoods inventory and certain upholstery items in amounts that enable us to meet the
delivery requirements of our customers, our internal in-stock goals and minimum purchase requirements from our
sourcing partners. We do not carry significant amounts of domestically produced upholstery inventory, as most of these
products are built to order and are shipped shortly after their manufacture.
Accounts receivable: Substantially all of our trade accounts receivable are due from retailers and dealers that sell
residential home furnishings, which consist of a large number of entities with a broad geographic dispersion. We perform
credit evaluations of our customers and generally do not require collateral. For qualified customers, we offer payment
terms, generally requiring payment 30 days from shipment. However, we may offer extended payment terms in certain
circumstances, including to promote sales of our products. Our upholstery segment factors substantially all of its
receivables, in most cases on a non-recourse basis; however, in order to realize operational efficiencies, cost savings,
leverage best practices and present a single face to our customers, we plan to end our factoring relationship as our new
Enterprise Resource Planning system (“ERP”) becomes fully operational for our domestic upholstery companies, which
we expect to occur at Sam Moore in the first-half of fiscal 2016 and in the second half of fiscal 2016 at Bradington-Young.
We expect collections may slow somewhat as we transition these receivables in-house. However, given our current and
projected liquidity, we do not expect the transition to have a material adverse effect on our future liquidity.
Accounts payable: Payment for our imported products warehoused first in Asia is due fourteen days after our quality audit
inspections are complete and the vendor invoice is presented. Beyond that, payment for goods which are generally
shipped to Hooker FOB Origin is due upon proof of lading onto a US-bound vessel and invoice presentation. Payment
terms for domestic raw materials and non-inventory related charges vary, but are generally 30 days from invoice date.
Order Backlog
At February 1, 2015, our backlog of unshipped orders for our casegoods, upholstery and all other segments were as
follows:
Order Backlog
(Dollars in 000s)
February 1, 2015
Dollars Weeks
February 2, 2014
Dollars
Weeks
Casegoods segment
$
14,793
Upholstery segment
All other segment
8,802
542
5.1
5.3
7.3
$
14,107
10,927
196
Consolidated
$
24,137
5.2
$
25,230
4.9
6.8
6.0
5.3
Upholstery segment backlog declined in fiscal 2015 primarily due to increased production capacity, improved labor
efficiency, and slightly decreased orders at Sam Moore.
7
We consider unshipped order backlogs to be one helpful indicator of sales for the upcoming 30-day period, but because of
our relatively quick delivery and our cancellation policies (discussed under Warehousing and Distribution, above), we do
not consider order backlogs to be a reliable indicator of expected long-term business.
Seasonality
In general, the summer months are the slowest for our business, especially for leather upholstery sales in our upholstery
segment. We believe that consumer home furnishings purchases are driven by an array of factors, including general
economic conditions such as:
consumer confidence;
availability of consumer credit;
energy and other commodity prices; and
housing and mortgage markets;
as well as lifestyle-driven factors such as changes in:
fashion trends;
disposable income; and
household formation and turnover.
Competition
The furniture industry is highly competitive and includes a large number of foreign and domestic manufacturers and
importers, none of which dominates the market in our price points. While the markets in which we compete include a
large number of relatively small and medium-sized manufacturers, certain competitors have substantially greater sales
volumes and financial resources than we do. U.S. imports of furniture produced overseas, such as from China and other
Asian countries, have stabilized in recent years; however, some overseas companies have increased their presence in
the U.S. during that period, both through wholesale distributors based in the U.S. and direct shipments to U.S. retailers.
The primary competitive factors for home furnishings in our price points include price, style, availability, service, quality
and durability. We believe our design capabilities, ability to import and/or manufacture upholstered furniture, product
value, longstanding customer and supplier relationships, significant distribution and inventory capabilities, ease of
ordering, financial strength, experienced management and customer support are significant competitive advantages.
Employees
As of February 1, 2015, we had approximately 674 full-time employees. None of our employees are represented by a labor
union. We consider our relations with our employees to be good.
Patents and Trademarks
The Hooker Furniture, Bradington-Young and Sam Moore trade names represent many years of continued business. We
believe these trade names are well-recognized and associated with quality and service in the furniture industry. We also
own a number of patents and trademarks, both domestically and internationally, none of which is considered to be material.
Hooker, the “H” logo, Bradington-Young, the “B-Y” logo, Sam Moore, H Contract, Homeware, Sam Moore Furniture
Industries, Sam Moore Furniture, LLC, America’s Premier Chair Specialist, America’s Chairmaker for over 70 Years,
Rhapsody, Sanctuary, Mélange, Corsica, Solana, Palisade, Beladora, Classique, Abbott Place, Grandover, North Hampton,
Small Office Solutions, Preston Ridge, Waverly Place, Sectional Sofas by Design, Accommodations, SmartLiving
ShowPlace, SmartWorks Home Office, SmartWorks Home Center and The Great Entertainers are trade names or
trademarks of Hooker Furniture Corporation.
Governmental Regulations
Our company is subject to U.S. federal, state, and local laws and regulations in the areas of safety, health, employment
and environmental pollution controls, as well as U.S. and international trade laws and regulations. Compliance with these
laws and regulations has not in the past had any material effect on our earnings, capital expenditures, or competitive
8
position in excess of those affecting others in our industry; however, the effect of compliance in the future cannot be
predicted. We believe we are in material compliance with applicable U.S. and international laws and regulations.
Additional Information
You may visit us online at hookerfurniture.com, bradington-young.com, sammoore.com, homeware.com and
hcontractfurniture.com. We make available, free of charge through our Hooker Furniture website, our annual report on
Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, amendments to those reports, and other
documents as soon as practical after they are filed with or furnished to the Securities and Exchange Commission. A free
copy of our annual report on Form 10-K may also be obtained by contacting Robert W. Sherwood, Vice President - Credit,
Secretary and Treasurer at BSherwood@hookerfurniture.com or by calling 276-632-2133.
Forward-Looking Statements
Certain statements made in this report, including under Part II, Item 2 – “Management’s Discussion and Analysis of
Financial Condition and Results of Operations,” and in the notes to the consolidated financial statements included in this
report, are not based on historical facts, but are forward-looking statements. These statements reflect our reasonable
judgment with respect to future events and typically can be identified by the use of forward-looking terminology such as
“believes,” “expects,” “projects,” “intends,” “plans,” “may,” “will,” “should,” “would,” “could” or “anticipates,” or the negative
thereof, or other variations thereon, or comparable terminology, or by discussions of strategy. Forward-looking
statements are subject to risks and uncertainties that could cause actual results to differ materially from those in the
forward-looking statements. Those risks and uncertainties include but are not limited to:
general economic or business conditions, both domestically and internationally, and instability in the financial and
credit markets, including their potential impact on our (i) sales and operating costs and access to financing or (ii)
customers and suppliers and their ability to obtain financing or generate the cash necessary to conduct their
respective businesses;
achieving and managing growth and change, and the risks associated with new business lines, acquisitions,
restructurings, strategic alliances and international operations;
our ability to successfully implement our business plan to increase sales and improve financial performance;
the cost and difficulty of marketing and selling our products in foreign markets;
disruptions involving our vendors or the transportation and handling industries, particularly those affecting
imported products from China and Vietnam, including customs issues, labor stoppages, strikes or slowdowns and
the availability of shipping containers and cargo ships;
disruptions affecting our Martinsville and Henry County, Virginia warehouses and corporate headquarters
facilities;
when or whether our new business initiatives, including, among others, H Contract and Homeware, meet
profitability targets;
price competition in the furniture industry;
changes in domestic and international monetary policies and fluctuations in foreign currency exchange rates
affecting the price of our imported products and raw materials;
the cyclical nature of the furniture industry, which is particularly sensitive to changes in consumer confidence, the
amount of consumers’ income available for discretionary purchases, and the availability and terms of consumer
credit;
risks associated with the cost of imported goods, including fluctuation in the prices of purchased finished goods
and transportation and warehousing costs;
risks associated with domestic manufacturing operations, including fluctuations in capacity utilization and the
prices and availability of key raw materials, as well as changes in transportation, warehousing and domestic labor
costs and environmental compliance and remediation costs;
the interruption, inadequacy, security breaches or integration failure of our information systems or information
technology infrastructure, related service providers or the internet;
the direct and indirect costs associated with the implementation of our Enterprise Resource Planning system,
including costs resulting from unanticipated disruptions to our business;
9
adverse political acts or developments in, or affecting, the international markets from which we import products,
including duties or tariffs imposed on those products;
risks associated with distribution through third-party retailers, such as non-binding dealership arrangements;
capital requirements and costs;
competition from non-traditional outlets, such as catalog and internet retailers and home improvement centers;
changes in consumer preferences, including increased demand for lower-quality, lower-priced furniture due to,
among other things, declines in consumer confidence, amounts of discretionary income available for furniture
purchases and the availability of consumer credit;
higher than expected costs associated with product quality and safety, including regulatory compliance costs
related to the sale of consumer products and costs related to defective or non-compliant products; and
higher than expected employee medical costs.
Any forward-looking statement that we make speaks only as of the date of that statement, and we undertake no
obligation, except as required by law, to update any forward-looking statements whether as a result of new
information, future events or otherwise.
We face a number of significant risks and uncertainties, as more fully discussed in Item 1A, “Risk Factors” below.
ITEM 1A. RISK FACTORS
Our business is subject to a variety of risks. The risk factors discussed below should be considered in conjunction with
the other information contained in this annual report on Form 10-K. If any of these risks actually materialize, our business,
results of operations, financial condition or future prospects could be negatively impacted. These risks are not the only
ones we face. There may be additional risks that are presently unknown to us or that we currently believe to be
immaterial that could affect our business.
We rely on offshore sourcing, particularly from China, for predominantly all of our casegoods furniture products
and for a significant portion of our upholstered products. Consequently:
A disruption in supply from China or from our most significant Chinese supplier could adversely affect
our ability to timely fill customer orders for these products and decrease our sales, earnings and liquidity.
In fiscal 2015, imported products sourced from China and Vietnam accounted for approximately 73% and 20%,
respectively, of our import purchases and the factory in China from which we directly source the largest portion of our
import products accounted for approximately 59% of our worldwide purchases of imported products. Furniture
manufacturing creates large amounts of highly flammable wood dust and utilizes other highly flammable materials
such as varnishes and solvents in its manufacturing processes and is therefore subject to the risk of losses arising
from explosions and fires. A disruption in our supply chain from this factory, or from China or Vietnam in general,
could significantly impact our ability to fill customer orders for products manufactured at that factory or in that country.
If such a disruption were to occur, we believe that we would have sufficient inventory on hand and in transit to our
U.S. warehouses in Martinsville, VA to adequately meet demand for approximately four months with up to an
additional one and one quarter months available for immediate shipment from our warehouses in Asia. We believe
that we could, most likely at higher cost, source most of the products currently sourced in China from factories in other
countries and could produce certain upholstered products domestically at our own factories. However, supply
disruptions and delays on selected items could occur for up to six months before the impact of remedial measures
would be reflected in our results. If we were to be unsuccessful in obtaining those products from other sources or at
comparable cost, a disruption in our supply chain from our largest import furniture supplier, or from China or Vietnam
in general, could adversely affect our sales, earnings, financial condition and liquidity.
We are subject to changes in foreign government regulations and in the political, social and economic
climates of the countries from which we source our products.
Changes in political, economic, and social conditions, as well as in the laws and regulations in the foreign
countries from which we source our products could adversely affect our sales, earnings, financial condition and
liquidity. These changes could make it more difficult to provide products and service to our customers or could
increase the cost of those products. International trade regulations and policies of the United States and the
countries from which we source finished products could adversely affect us. Imposition of trade sanctions relating
to imports, taxes, import duties and other charges on imports affecting our products could increase our costs and
10
decrease our earnings. For example since 2004, the U.S. Department of Commerce has imposed tariffs on
wooden bedroom furniture coming into the United States from China. In this case, none of the rates imposed have
been of sufficient magnitude to alter our import strategy in any meaningful way; however, these and other tariffs
are subject to review and could be implemented or increased in the future.
Our dependence on non-U.S. suppliers could, over time, adversely affect our ability to service customers.
We rely exclusively on non-U.S. suppliers for our casegoods furniture products and for a significant portion of our
upholstered products. Our non-U.S. suppliers may not provide goods that meet our quality, design or other
specifications in a timely manner and at a competitive price. If our suppliers do not meet our specifications, we
may need to find alternative vendors, potentially at a higher cost, or may be forced to discontinue products. Also,
delivery of goods from non-U.S. vendors may be delayed for reasons not typically encountered for domestically
manufactured furniture, such as shipment delays caused by customs issues, labor issues, port-related issues
such as weather, congestion or port equipment, decreased availability of shipping containers and/or the inability
to secure space aboard shipping vessels to transport our products. Our failure to timely fill customer orders due
to an extended business interruption for a major non-U.S. supplier, or due to transportation issues, could
negatively impact existing customer relationships and adversely affect our sales, earnings, financial condition and
liquidity.
Our inability to accurately forecast demand for our imported products could cause us to purchase too much,
too little or the wrong mix of inventory.
Manufacturing and delivery lead times for our imported products necessitate that we make forecasts and assumptions
regarding current and future demand for these products. If our forecasts and assumptions are inaccurate, we may
purchase excess or insufficient amounts of inventory. If we purchase too much or the wrong mix of inventory, we may
be forced to sell it at lower margins, which could adversely affect our sales, earnings, financial condition and liquidity.
If we purchase too little or the wrong mix of inventory, we may not be able to fill customer orders and may lose market
share and weaken or damage customer relationships, which also could adversely affect our sales, earnings, financial
condition and liquidity.
Changes in the value of the U.S. Dollar compared to the currencies for the countries from which we obtain
our products could adversely affect our sales, earnings and liquidity.
For imported products, we generally negotiate firm pricing with our foreign suppliers in U.S. Dollars, typically for
periods of at least one year. We accept the exposure to exchange rate movements beyond these negotiated periods.
We do not use derivative financial instruments to manage this risk, but could choose to do so in the future. Since we
transact our imported product purchases in U.S. Dollars, a relative decline in the value of the U.S. Dollar could
increase the price we must pay for imported products beyond the negotiated periods. These price changes could
decrease our sales, earnings and liquidity during affected periods.
Supplier transitions, including cost or quality issues, could result in longer lead times and shipping delays.
In the past, inflation concerns, and to a lesser extent quality and supplier viability concerns, affecting some of our
imported product suppliers located in China prompted us to source more of our products from lower cost and/or
higher quality suppliers located in other countries, such as Vietnam and Indonesia. As conditions dictate, we could be
forced to make similar transitions in the future. When undertaken, transitions of this type involve significant planning
and coordination by and between us and our new suppliers in these countries. Despite our best efforts and those of
our new sourcing partners, these transition efforts are likely to result in longer lead times and shipping delays over the
short term, which could adversely affect our sales, earnings, financial condition and liquidity.
We may engage in acquisitions and investments in companies, form strategic alliances and pursue new business
lines. These activities could disrupt our business, dilute our earnings per share, decrease the value of our
common stock and decrease our earnings and liquidity.
We may acquire or invest in businesses that offer complementary products and that we believe offer competitive
advantages. However, we may fail to identify significant liabilities or risks that could negatively affect us or result in our
paying more for the acquired company or assets than they are worth. We may also have difficulty assimilating the
operations and personnel of an acquired business into our current operations. Acquisitions may disrupt or distract
management from our ongoing business. We may pay for future acquisitions using cash, stock, the assumption of debt,
11
or a combination of these. Future acquisitions could result in dilution to existing shareholders and to earnings per share
and decrease the value of our common stock. We may pursue new business lines in which we have limited or no prior
experience or expertise. These pursuits may require substantial investment of capital and personnel. New business
initiatives may fail outright or fail to produce an adequate return, which could adversely affect our earnings, financial
condition and liquidity.
The interruption, inadequacy, security failure or integration failure of our information systems or information
technology infrastructure or the internet could adversely impact our business, sales, earnings, financial condition
and liquidity.
Our information systems (software) and information technology (hardware) infrastructure platforms and those of third
parties who provide these services to us, including internet service providers and third-parties who store data for us on
their servers, facilitate and support every facet of our business, including the sourcing of raw materials and finished
goods, planning, manufacturing, warehousing, customer service, shipping, accounting and human resources. Our
systems, and those of third parties who provide services to us, are vulnerable to disruption or damage caused by a variety
of factors including, but not limited to: power disruptions or outages; natural disasters or other so-called “Acts of God”;
computer system or network failures; viruses or malware; physical or electronic break-ins; the theft of computers, tablets
and smart phones utilized by our employees or contractors; unauthorized access and cyber-attacks. If these information
systems or information technology are interrupted or fail, our operations may be adversely affected, which could adversely
affect our sales, earnings, financial condition and liquidity.
Unauthorized disclosure of confidential information provided to us by our customers, employees, or third parties
could harm our business.
We rely on the internet and other electronic methods to transmit confidential information and we store confidential information
on our networks. If there was a disclosure of confidential information by our employees or contractors, including accidental
loss, inadvertent disclosure or unapproved dissemination of information, or if a third party were to gain access to the
confidential information we possess, our reputation could be harmed and we could be subject to civil or criminal liability and
regulatory actions. A claim that is brought against us, successful or unsuccessful, that is uninsured or under-insured could
harm our business, result in substantial costs, divert management attention and adversely affect our sales, earnings, financial
condition and liquidity.
The implementation of our Enterprise Resource Planning system could disrupt our business.
We are in the process of implementing a Company-wide Enterprise Resource Planning (ERP) system. Our ERP system
implementation may not result in improvements that outweigh its costs and may disrupt our operations. Our inability to
mitigate existing and future disruptions could adversely affect our sales, earnings, financial condition and liquidity. The ERP
system implementation subjects us to substantial costs and inherent risks associated with migrating from our legacy
systems. These costs and risks could include, but are not limited to:
inability to fill customer orders accurately and on a timely basis, or at all;
inability to process payments to suppliers, vendors and associates accurately and in a timely manner;
significant capital and operating expenditures;
disruptions to our domestic and international supply chains;
disruption of our internal control structure;
inability to fulfill our SEC or other governmental reporting requirements in a timely or accurate manner;
inability to fulfill federal, state and local tax filing requirements in a timely or accurate manner; and
increased demands on management and staff time to the detriment of other corporate initiatives.
The cancellation of our upholstery segment factoring agreements could have an adverse effect on our liquidity.
Our upholstery segment factors substantially all of its receivables, in most cases on a non-recourse basis; however, in
order to realize operational efficiencies, cost savings, leverage best practices and present a single face to our customers,
we plan to end our factoring relationship as our new ERP system becomes fully operational for our domestic upholstery
companies. This is expected to occur at Sam Moore in the first half of fiscal 2016 and we expect it to occur during the
second half of fiscal 2016 at Bradington-Young. We expect collections may slow as we transition these receivables in-
house and consolidate credit and collection functions at our corporate headquarters. Given our current and projected
liquidity, we do not expect the transition to have a material adverse effect on our future liquidity. However, if we
12
experience significant transition issues, including problems consolidating these functions internally, delayed collections
due to our customers transitioning payments from our factor to our corporate lockbox, or other issues, we may not be able
to collect amounts owed to us in a timely manner or at all, and our sales, earnings, financial condition and liquidity may be
adversely affected.
We may not be able to collect amounts owed to us.
We grant payment terms to most customers ranging from 30 to 60 days and do not generally require collateral. However,
in some instances we provide longer payment terms. Some of our customers have experienced, and may in the future
experience, credit-related issues. While we perform credit evaluations of our customers, those evaluations may not
prevent uncollectible trade accounts receivable. Credit evaluations involve significant management diligence and
judgment. Should more customers than we anticipate experience liquidity issues, or if payment is not received on a timely
basis, we may have difficulty collecting amounts owed to us by these customers, which could adversely affect our sales,
earnings and financial condition and liquidity.
Our new business initiatives could fail to meet profitability targets.
During fiscal 2014, we launched two new business initiatives which are included in our all other operating segment. Both
businesses require experience and expertise outside of our traditional skillset. Although we have hired professionals who
we believe have the requisite skills and experience to lead these new initiatives, we may not succeed in growing these
new initiatives into profitable businesses. These businesses may fail outright or fail to produce an adequate return. We
expect this segment to have a negative impact on our short-term earnings and liquidity as we attempt to grow them. If we
are unsuccessful in making these businesses profitable, our sales, earnings, financial condition and liquidity could be
adversely affected.
A disruption affecting our Martinsville and Henry County Virginia warehouses, distribution or administrative
facilities could disrupt our business.
Our Martinsville and Henry County Virginia facilities are critical to our success. Our Martinsville, Virginia warehouses
housed approximately 50% of our consolidated inventories at February 1, 2015, with approximately 30% of our
consolidated inventories at February 1, 2015 stored at our Central Distribution Center (CDC) in Martinsville. During fiscal
2015, approximately 63% of our invoiced sales were shipped out of our Martinsville facilities, with 43% of fiscal 2015
invoiced sales shipped out of CDC. Additionally, our corporate headquarters, which houses all of our corporate
administration, sourcing, sales, finance, product design, customer service and traffic functions for our imported products is
located in this area. Any disruption affecting the CDC facility or a combination of our other facilities in this area, for even a
relatively short period of time, could adversely affect our ability to ship our imported furniture products and disrupt our
business, which could adversely affect our sales, earnings, financial condition and liquidity.
Our ability to grow and maintain sales and earnings depends on the successful execution of our business
strategies.
We are primarily a residential furniture design, sourcing, marketing and logistics company with domestic upholstery
manufacturing capabilities. We are completely dependent on non-U.S. suppliers for all of our casegoods furniture
products and a significant portion for our upholstered products. Our ability to grow and maintain sales and earnings
depends on:
the continued correct selection and successful execution and refinement of our overall business strategies and
business systems for designing, marketing, sourcing, distributing and servicing our products;
good decisions about product mix and inventory availability targets;
the enhancement of relationships and business systems that allow us to continue to work more efficiently and
effectively with our global sourcing suppliers; and
the right mix between domestic manufacturing and foreign sourcing for upholstered products.
Our traditional customer base, independent furniture stores and regional chains, is getting smaller and the
demographic profile of the typical home furnishings consumer is evolving. Therefore, we must:
13
identify and adapt to trends in retailing; and
develop strategies to sell in the channels in which our consumers prefer to shop.
All of these factors affect our ability to grow and maintain sales, earnings and liquidity.
Failure to anticipate or timely respond to changes in fashion and consumer tastes could adversely impact our
business.
Furniture is a styled product and is subject to rapidly changing fashion trends and consumer tastes, as well as to
increasingly shorter product life cycles. If we fail to anticipate or promptly respond to these changes we may lose market
share or be faced with the decision of whether to sell excess inventory at reduced prices. This could adversely affect our
sales, earnings, financial condition and liquidity.
Fluctuations in the price, availability or quality of raw materials for our domestically manufactured upholstered
furniture could cause manufacturing delays, adversely affect our ability to provide goods to our customers or
increase our costs.
We use various types of wood, leather, fabric, foam and other filling material, high carbon spring steel, bar and wire stock
and other raw materials in manufacturing upholstered furniture. We depend on outside suppliers for raw materials and
must obtain sufficient quantities of quality raw materials from these suppliers at acceptable prices and in a timely manner.
We do not have long-term supply contracts with our suppliers. Unfavorable fluctuations in the price, quality or availability
of required raw materials could negatively affect our ability to meet the demands of our customers. We may not always
be able to pass price increases in raw materials through to our customers due to competition and other market pressures.
The inability to meet customers’ demands or recover higher costs could adversely affect our sales, earnings, financial
condition and liquidity.
If demand for our domestically manufactured upholstered furniture declines and we may respond by realigning
manufacturing.
Our domestic manufacturing operations make only upholstered furniture. A decline in demand for our domestically
produced upholstered furniture could result in the realignment of our domestic manufacturing operations and capabilities
and the implementation of cost savings measures. These programs could include the consolidation and integration of
facilities, functions, systems and procedures. We may decide to source certain products from other suppliers instead of
continuing to manufacture them. These realignments and cost savings measures typically involve initial upfront costs and
could result in decreases in our near-term earnings before the expected cost savings are realized, if they are realized at
all. We may not always accomplish these actions as quickly as anticipated and may not achieve the expected cost
savings, which could adversely affect our sales, earnings, financial condition and liquidity.
We may experience impairment of our long-lived assets, which would decrease our earnings and net worth.
Accounting rules require that long-lived assets be tested for impairment when circumstances indicate, but at least
annually. At February 1, 2015 we had $24.2 million in net long-lived assets, consisting primarily of property, plant and
equipment, trademarks and trade names. The outcome of impairment testing could result in the write-off of all or a portion
of the value of these assets. A write-down of our assets would, in turn, reduce our earnings and net worth. Our most
recent write-down occurred in fiscal 2012. It was the result of the impairment of our Bradington-Young trade name and
resulted in a $1.8 million charge to earnings. It is possible that we will have additional write-downs in the future, resulting
in reductions to our earnings and net worth. Factors which may lead to additional write-downs of our long-lived assets
include, but are not limited to:
A significant decrease in the market value of a long-lived asset;
A significant adverse change in the extent or manner in which a long-lived asset group is being used, or in its
physical condition;
A significant adverse change in legal factors or in the business climate that could affect the value of a long-lived
asset, including an adverse action or assessment by a regulator;
An accumulation of costs significantly in excess of the amount originally expected to acquire or construct a long-
lived asset;
A current period operating or cash flow loss or a projection or forecast that demonstrates continuing losses
associated with a long-lived asset’s use; and
14
A current expectation that more-likely-than-not, a long-lived asset will be sold or otherwise disposed of
significantly before the end of its previously estimated useful life.
We may not be able to maintain or raise prices in response to inflation and increasing costs.
Competitive and market forces could prohibit future successful price increases for our products in order to offset increased
costs of finished goods, raw materials, freight and other product-related costs, which could decrease our sales, earnings
and liquidity.
Economic downturns could result in decreased sales, earnings and liquidity.
The furniture industry is particularly sensitive to cyclical variations in the general economy and to uncertainty regarding
future economic prospects. Home furnishings are generally considered a postponable purchase by most consumers.
Economic downturns could affect consumer spending habits by decreasing the overall demand for home furnishings.
Changes in interest rates, consumer confidence, new housing starts, existing home sales, the availability of consumer
credit and broader national or geopolitical factors have particularly significant effects on our business. A recovery in our
sales could lag significantly behind a general recovery in the economy after an economic downturn, due to, among other
things, the postponable nature and relatively significant cost of home furnishings purchases. These events could also
impact retailers, our primary customers, possibly adversely affecting our sales, earnings and liquidity.
We may lose market share due to competition.
The furniture industry is very competitive and fragmented. We compete with numerous domestic and non-U.S. residential
furniture sources. Some competitors have greater financial resources than we have and often offer extensively
advertised, well-recognized, branded products. Competition from non-U.S. sources has increased dramatically over the
past decade. We may not be able to meet price competition or otherwise respond to competitive pressures, including
increases in supplier and production costs. Also, due to the large number of competitors and their wide range of product
offerings, we may not be able to continue to differentiate our products (through value and styling, finish and other
construction techniques) from those of our competitors. In addition, some large furniture retailers are sourcing directly
from non-U.S. furniture factories. Over time, this practice may expand to smaller retailers. As a result, we are continually
subject to the risk of losing market share, which could adversely affect our sales, earnings, financial condition and liquidity.
The loss of several large customers through business consolidations, failures or other reasons could adversely
affect our business.
The loss of several of our major customers through business consolidations, failures or otherwise, could adversely affect
our sales, earnings, financial condition and liquidity. Lost sales may be difficult to replace. Amounts owed to us by a
customer whose business fails, or is failing, may become uncollectible, and we could lose future sales, any of which could
adversely affect our sales, earnings, financial condition and liquidity.
We may incur higher employee costs in the future.
We maintain a self-insured healthcare plan for our employees. We have insurance coverage in place for aggregate claims
above a specified amount in any year. While our healthcare costs in recent years have generally increased at the same
rate or greater than the national average, those costs have increased more rapidly than general inflation in the U.S.
economy. Continued inflation in healthcare costs, as well as additional costs we may incur as a result of current or future
federal or state healthcare legislation and regulations, could significantly increase our employee healthcare costs in the
future. Continued increases in our healthcare costs could adversely affect our earnings, financial condition and liquidity.
Our results of operations for any quarter are not necessarily indicative of our results of operations for a full year.
Home furnishings sales fluctuate from quarter to quarter due to factors such as changes in economic and competitive
conditions, weather conditions and changes in consumer order patterns. From time to time, we have experienced, and
may continue to experience, volatility with respect to demand for our home furnishing products. Accordingly, our results of
operations for any quarter are not necessarily indicative of the results of operations to be expected for a full year.
Future costs of complying with various laws and regulations may adversely impact future operating results.
15
Our business is subject to various domestic and international laws and regulations that could have a significant impact on
our operations and the cost to comply with such laws and regulations could adversely impact our sales, earnings, financial
condition and liquidity. In addition, failure to comply with such laws and regulations, even inadvertently, could produce
negative consequences which could adversely impact our operations and reputation.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None.
16
ITEM 2. PROPERTIES
Set forth below is information with respect to our principal properties at April 17, 2015. We believe all of these properties
are well-maintained and in good condition. During fiscal 2015, we estimate our upholstery plants operated at
approximately 79% of capacity on a one-shift basis. All our production facilities are equipped with automatic sprinkler
systems. All facilities maintain modern fire and spark detection systems, which we believe are adequate. We have
leased certain warehouse facilities for our distribution and import operations, typically on a short and medium-term basis.
We expect that we will be able to renew or extend these leases or find alternative facilities to meet our warehousing and
distribution needs at a reasonable cost. All facilities set forth below are active and operational, representing
approximately 2.2 million square feet of owned space, leased space or properties utilized under third-party operating
agreements.
Location
Segment Use
Martinsville, Va. All segments
Martinsville, Va. All segments
Martinsville, Va. All segments
Martinsville, Va. All segments
High Point, N.C. All segments
Cherryville, N.C. Upholstery
Upholstery
Hickory, N.C.
Upholstery
Hickory, N.C.
Upholstery
Bedford, Va.
Primary Use
Corporate Headquarters
Distribution and Imports
Customer Support Center
Distribution
Showroom
Manufacturing Supply Plant
Manufacturing
Manufacturing and Offices
Manufacturing and Offices
Approximate Size in Square Feet
43,000
580,000
146,000
628,000
80,000
53,000
91,000
36,400
327,000
Owned or Leased
Owned
Owned
Owned
Leased (1)
Leased (2)
Owned (3)
Owned (3)
Leased (3) (4)
Owned (5)
(1) Lease expires March 31, 2021.
(2) Lease expires October 31, 2016.
(3) Comprise the principal properties of Bradington-Young LLC.
(4) Lease expires December 15, 2015 and provides for 2 one-year extensions at our election.
(5) Comprise the principal properties of Sam Moore Furniture LLC.
Set forth below is information regarding principal properties we utilize that are owned and operated by third parties.
Location
Guangdong, China
Ho Chi Minh City, Vietnam
Segment Use
Casegoods
Casegoods
Primary Use
Distribution
Distribution
Approximate Size in Square Feet
210,000 (1)
25,000 (2)
(1) This property is subject to an operating agreement that expires on July 31, 2015.
Renewal is automatic unless either party gives notice to terminate 120 days prior to expiration.
(2) This property is subject to an operating agreement that may be canceled by either party
upon 45 days written notice and is canceled if no storage or other services are performed
under the contract for 180 days.
ITEM 3. LEGAL PROCEEDINGS
None.
ITEM 4. MINE SAFETY DISCLOSURES
None.
17
EXECUTIVE OFFICERS OF
HOOKER FURNITURE CORPORATION
Hooker Furniture’s executive officers and their ages as of April 17, 2015 and the year each joined the Company are as
follows:
Name
Age
Position
Paul B. Toms, Jr.
Paul A. Huckfeldt
60 Chairman and Chief Executive Officer
57 Chief Financial Officer and
Year Joined Company
1983
2004
Michael W. Delgatti, Jr.
Anne M. Jacobsen
61 President - Hooker Furniture Corporation
53 Senior Vice President-Administration
2009
2008
Senior Vice President - Finance and Accounting
Paul B. Toms, Jr. has been Chairman and Chief Executive Officer since December 2000 and also served as President
for most of the period from November 2006 to August 2011. Mr. Toms was President and Chief Operating Officer from
December 1999 to December 2000, Executive Vice President - Marketing from 1994 to December 1999, Senior Vice
President - Sales and Marketing from 1993 to 1994, and Vice President - Sales from 1987 to 1993. Mr. Toms joined the
Company in 1983 and has been a Director since 1993.
Paul A. Huckfeldt has been Senior Vice President - Finance and Accounting since September 2013 and Chief Financial
Officer since January 2011. Mr. Huckfeldt served as Vice President – Finance and Accounting from December 2010 to
September 2013, Corporate Controller and Chief Accounting Officer from January 2010 to January 2011, Manager of
Operations Accounting from March 2006 to December 2009 and led the Company’s Sarbanes-Oxley implementation and
subsequent compliance efforts from April 2004 to March 2006.
Michael W. Delgatti, Jr. has been President since February 2014. Mr. Delgatti served as President – Hooker Upholstery
from August 2011 to January 2014 and Executive Vice-President of Corporate Sales from September 2012 to January
2014. Mr. Delgatti joined the Company in January of 2009 as Executive Vice-President of Hooker Upholstery.
Anne M. Jacobsen has been Senior Vice President- Administration since January 2014. Ms. Jacobsen joined the
Company in January of 2008 as Director of Human Resources and served as Vice President- H R and Administration
from January 2011 to January 2014 and Vice President-Human Resources from November 2008 to January 2011.
18
Hooker Furniture Corporation
Part II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED SHAREHOLDER MATTERS AND ISSUER
PURCHASES OF EQUITY SECURITIES
Our stock is traded on the NASDAQ Global Select Market under the symbol “HOFT”. The table below sets forth the high
and low sales prices per share for our common stock and the dividends per share we paid with respect to our common
stock for the periods indicated.
November 3, 2014 - February 1, 2015
August 4, - November 2, 2014
May 5, - August 3, 2014
February 3 - May 4, 2014
November 4, 2013 - February 2, 2014
August 5, - November 3, 2013
May 6, - August 4, 2013
February 4 - May 5, 2013
Sales Price Per Share
High
Low
$
18.77
16.00
17.40
16.24
$
17.81
17.20
18.00
18.30
$
14.25
14.24
13.60
13.64
$
15.01
13.35
15.06
13.93
Dividends
Per Share
$
0.10
0.10
0.10
0.10
$
0.10
0.10
0.10
0.10
As of February 1, 2015, we had approximately 3,900 beneficial shareholders. We expect that future regular quarterly
dividends will be declared and paid in the months of March, June, September, and December. Although we presently
intend to continue to declare regular cash dividends on a quarterly basis for the foreseeable future, the determination as
to the payment and the amount of any future dividends will be made by the Board of Directors from time to time and will
depend on our then-current financial condition, capital requirements, results of operations and any other factors then
deemed relevant by the Board of Directors.
Purchase of Equity Securities by the Issuer and Affiliated Purchasers
During the fiscal 2013 first quarter, our Board of Directors authorized the repurchase of up to $12.5 million of the
Company’s common shares. During fiscal 2013, we used an aggregate of $671,000 to purchase 57,700 shares of our
stock at an average price of $11.63 per share. No shares were purchased during fiscal 2014 or 2015. Approximately
$11.8 million remains available under the board’s authorization. For additional information regarding this repurchase
authorization, see the “Share Repurchase Authorization” section in Management’s Discussion and Analysis of Financial
Condition and Results of Operations.
19
Performance Graph
The following graph compares cumulative total shareholder return for the Company with a broad performance
indicator, the Russell 2000® Index, and an industry index, the Household Furniture Index, for the period from January 29,
2010 to February 1, 2015.
Comparison of Cumulative Total Return (1)
Hooker Furniture Corporation
$300
$250
$200
$150
$100
$50
$0
1/29/2010
1/30/2011
Hooker Furniture Corp.
1/29/2012
2/3/2013
Russell 2000 Index (2)
2/2/2014
2/1/2015
SIC Code 2510-2511 (3)
(1) The graph shows the cumulative total return on $100 invested at the beginning of the measurement period in our
common stock or the specified index, including reinvestment of dividends.
(2)
The Russell 2000® Index, prepared by Frank Russell Company, measures the performance of the 2,000 smallest
companies out of the 3,000 largest U.S. companies based on total market capitalization.
(3) Household Furniture Index as prepared by Zacks Investment Research, Inc. consists of companies under SIC Codes
2510 and 2511, which includes home furnishings companies that are publically traded in the United States or
Canada. At February 1, 2015, Zacks Investment Research, Inc. reported that these two SIC Codes consisted of
Bassett Furniture Industries, Inc., Dorel Industries, Inc., Ethan Allen Interiors, Inc., Flexsteel Industries, Inc., Hooker
Furniture Corporation, La-Z-Boy, Inc., Leggett & Platt, Inc., Natuzzi SPA-ADR, Nova Lifestyle, Inc., The Rowe
Companies, Select Comfort Corporation, Stanley Furniture Company, Inc. and Tempur-Pedic International, Inc.
20
ITEM 6. SELECTED FINANCIAL DATA
The following selected financial data for each of our last five fiscal years has been derived from our audited, consolidated
financial statements. The selected financial data should be read in conjunction with the consolidated financial statements,
including the related notes, and Management’s Discussion and Analysis of Financial Condition and Results of Operations
included elsewhere in this report. Additionally, we face a number of significant risks and uncertainties, as more fully
discussed in Item 1A, “Risk Factors”, above. If any or a combination of these risks and uncertainties were to occur, the
information below may not be fully indicative our future financial condition or results of operations.
Incom e Statem ent Data:
Net sales
Cost of sales
Gross profit
Selling and adminstrative expenses (2)
Restructuring charges (3)
Goodw ill and intangible asset impairment charges (4)
Operating income
Other income (expense), net
Income before income taxes
Income taxes
Net income
Per Share Data:
Basic earnings per share
Diluted earnings per share
Cash dividends per share
Net book value per share (5)
Weighted average shares outstanding (basic)
Balance Sheet Data:
Cash and cash equivalents
Trade accounts receivable
Inventories
Working capital
Total assets
Long-term debt
Shareholders' equity
Fiscal Year Ended (1)
February 1,
February 2,
February 3,
January 29,
January 30,
2015
2014
2013
2012
2011
(In thousands, except per share data)
$
244,350
$
228,293
$
218,359
$
222,505
$
215,429
181,550
62,800
43,752
-
-
19,048
350
19,398
6,820
12,578
173,568
165,813
173,642
168,547
54,725
42,222
-
-
12,503
(35)
12,468
4,539
7,929
52,546
39,606
-
-
12,940
53
12,993
4,367
8,626
48,863
40,375
-
1,815
6,673
272
6,945
1,888
5,057
46,882
41,022
1,403
396
4,061
108
4,169
929
3,240
$
1.17
$
0.74
$
0.80
$
0.47
$
0.30
$
1.16
$
0.74
$
0.80
$
0.47
$
0.30
0.40
13.30
10,736
0.40
12.57
10,722
0.40
12.19
10,745
0.40
11.78
10,762
0.40
11.78
10,757
$
38,663
$
23,882
$
26,342
$
40,355
$
16,623
32,245
44,973
100,871
170,755
-
29,393
49,016
94,142
28,272
49,872
92,200
25,807
34,136
89,534
27,670
57,438
89,297
155,481
155,823
149,171
150,411
-
-
-
-
142,909
134,803
131,045
127,113
126,770
(1) Our fiscal years end on the Sunday closest to January 31. The fiscal years presented above all had 52 weeks, except for the
fiscal year ended February 3, 2013, which had 53 weeks.
(2) Selling and administrative expenses for fiscal 2014 include $2.1 million of startup costs pre-tax ($1.4 million, or $0.13 per
share after tax) for our H Contract and Homeware business initiatives.
(3) In fiscal 2011, we closed facilities in order to consolidate our domestic leather upholstered furniture operations. As a result, we
recorded $1.4 million pretax ($874,000 after tax, or $0.08 per share), principally for severance and asset impairment.
(4) Based on our annual impairment analyses, we recorded the following intangible asset impairment charges:
a)
b)
in fiscal 2012, $1.8 million pretax ($1.1 million after tax or $0.10 per share) on our Bradington-Young trade name;
and
in fiscal 2011, $396,000 pretax ($247,000 after tax or $0.02 per share) on our Opus Designs by Hooker Furniture
trade name.
(5) Net book value per share is derived by dividing “shareholders’ equity” by the number of common shares issued and
outstanding, excluding unvested restricted shares, all determined as of the end of each fiscal period.
21
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS
The following discussion should be read in conjunction with the selected financial data and the consolidated financial
statements, including the related notes, contained elsewhere in this annual report. We especially encourage users of this
report to familiarize themselves with:
All of our recent public filings made with the Securities and Exchange Commission (“SEC”). Our public filings
made with the SEC are available, without charge, at www.sec.gov and at http://investors.hookerfurniture.com;
The forward looking statements contained in Item 1 of this report, which describe the significant risks and
uncertainties that could cause actual results to differ materially from those made in any forward-looking
statements we make in this report, including those contained in this section of our annual report on Form 10-K;
The company-specific risks found in Item 1A “Risk Factors” of this report on Form 10-K. This section contains
critical information regarding significant risks and uncertainties that we face. If any of these risks materialize, our
business, financial condition and future prospects could be adversely impacted; and
Our commitments and contractual obligations and off-balance sheet arrangements described on page 34 and in
Note 15 on page F-29 of this report. These sections describe commitments, contractual obligations and off-
balance sheet arrangements, some of which are not reflected in our consolidated financial statements.
All references to the Company in this discussion refer to the Company and its consolidated subsidiaries, unless
specifically referring to segment information. Unless otherwise indicated, amounts shown in tables are in thousands,
except for share and per share data.
Our fiscal years end on the Sunday closest to January 31, in some years (generally once every six years) the fourth
quarter will be fourteen weeks long and the fiscal year will consist of fifty-three weeks. For example, the 2013 fiscal year
that ended on February 3, 2013 was a 53-week fiscal year. Our quarterly periods are based on thirteen-week “reporting
periods” (which end on a Sunday) rather than quarterly periods consisting of three calendar months. As a result, each
quarterly period generally is thirteen weeks, or 91 days, long, except as noted above.
The financial statements filed as part of this annual report on Form 10-K include the:
fifty-two week period that began February 3, 2014 and ended on February 1, 2015 (fiscal 2015);
fifty-two week period that began February 4, 2013 and ended on February 2, 2014 (fiscal 2014); and
fifty-three week period that began January 30, 2012 and ended on February 3, 2013 (fiscal 2013).
Nature of Operations
Hooker Furniture Corporation (the “Company”, “we,” “us” and “our”) is a home furnishings marketing, design and logistics
company offering worldwide sourcing of residential casegoods and upholstery, as well as domestically-produced custom
leather and fabric-upholstered furniture. We were incorporated in Virginia in 1924 and are ranked among the nation’s top
10 largest publicly traded furniture sources, based on 2013 shipments to U.S. retailers, according to a 2014 survey
published by Furniture Today, a leading trade publication. We are a key resource for residential wood and metal furniture
(commonly referred to as “casegoods”) and upholstered furniture. Our major casegoods product categories include
accents, home office, dining, bedroom and home entertainment furniture under the Hooker Furniture brand. Our
residential upholstered seating companies include Bradington-Young, a specialist in upscale motion and stationary leather
furniture, Hooker Upholstery, a line of imported leather upholstery, and Sam Moore Furniture, a specialist in upscale
occasional chairs, settees, sofas and sectional seating with an emphasis on cover-to-frame customization. An extensive
selection of designs and formats along with finish and cover options in each of these product categories makes us a
comprehensive resource for retailers primarily targeting the upper-medium price range. For our core product line, our
principal customers are retailers of residential home furnishings that are broadly dispersed throughout the United States.
Our customers also include home furniture retailers in Canada and in nearly 40 other countries internationally. Other
customers include independent furniture stores, specialty retailers, department stores, catalog and internet merchants,
interior designers and national and regional chains.
To expand and grow beyond our core business, we launched two start-up brands during the 2014 fiscal year focused on
serving the needs of emerging consumer groups on the opposite ends of the age and life stage spectrum. One, H
22
Contract, focuses on the burgeoning senior living market of retirees. The other, Homeware, focuses on younger and more
mobile consumers in the early stages of their careers, as well as those living in smaller or urban spaces.
H Contract supplies upholstered seating and casegoods to upscale senior living facilities throughout the country, working
with designers specializing in the contract industry to provide for senior living facilities functional furniture that meets the
style and comfort expectations of today’s retirees.
Homeware is an online-only brand which is sold through leading international e-commerce retailers as well as our own e-
commerce website, homeware.com. It supplies unique chairs and ottomans designed to be assembled in minutes by the
consumer with no tools or hardware required. Homeware also offers home accessories, living room tables, multi-seat
upholstery and expects to offer entertainment centers and dining room furniture in fiscal 2016.
For financial reporting purposes, we are organized into three operating segments – casegoods furniture, upholstered
furniture and all other. Prior to the fiscal 2015 third quarter, we reported our results of operations in two operating
segments- casegoods and upholstery. We aggregated the results of our two new business ventures – H Contract and
Homeware- with our casegoods segment in accordance with the provisions of ASC 280 Segment Reporting. We did this
primarily due to the similarity of the products, production processes, distribution methods, types of customers and
regulatory environment. These similarities persist and although H Contract and Homeware are likely to remain immaterial
to our consolidated results of operations for the near-to-medium term, we believe that information about these businesses
would be beneficial to the readers of our financial statements, as it is to management; therefore, we have separately
disclosed information about them in the an “All other” segment. The financial information for fiscal 2014 and fiscal 2013
appearing in the tables and narratives contained in this item has been updated to conform to the fiscal 2015 presentation
of our operating segments.
Overview
Consumer home furnishings purchases are driven by an array of factors, including general economic conditions such as:
consumer confidence;
availability of consumer credit;
energy and other commodity prices; and
housing and mortgage markets;
as well as lifestyle-driven factors such as changes in:
fashion trends;
disposable income; and
household formation and turnover.
Since 2008, economic and economic-related factors, such as high unemployment and changing consumer priorities,
resulted in a somewhat depressed retail environment for discretionary purchases, including home furnishings and related
products. However, the extended weakness in housing and housing-related industries has begun to show signs of
sustained recovery, and mostly positive news on housing and consumer confidence is encouraging. We believe that our
business and the home furnishings industry in general is gaining momentum, as the U.S. economy continues to recover
from an extended downturn.
Our lower overhead, variable-cost import operations help drive our profitability and provide us with more flexibility to
respond to changing demand by adjusting inventory purchases from suppliers. This import model requires constant
vigilance due to a larger investment in inventory and longer production lead times. We constantly evaluate our imported
furniture suppliers and when quality concerns, inflationary pressures, or trade barriers, such as duties and tariffs diminish
our value proposition, we transition sourcing to other suppliers, often located in different countries or regions.
Our domestic upholstery operations, have significantly higher overhead and fixed costs than our import operations, and
have been particularly affected by the depressed economic conditions over the past seven years. During that time, we
initiated extensive cost reduction efforts, which helped to mitigate the effect of the weakness in demand. Our upholstery
segment operations have been profitable for the last three fiscal years; however, domestic upholstery profitability
continues to lag behind our imported products.
The following are the primary factors that affected our consolidated results of operations for fiscal 2015.
23
Consolidated net sales increased by $16.1 million or 7.0% to $244.4 million in fiscal 2015 and net income
increased by $4.6 million or 58.6% to $12.6 million.
Net sales increased primarily due to higher average selling prices in our casegoods and upholstery segments.
Gross profit increased by $8.1 million or 14.8%, primarily due to:
o decreased casegoods segment discounting, partially offset by increased returns and allowances;
o a $1.1 million gross profit increase in our upholstery segment due primarily to higher net sales and gross
margin improvements due to reduced manufacturing costs; and
o a substantial increase in net sales for our H Contract business initiative as that business completes its
first full year in operation and begins to establish itself in the contract furniture industry.
Selling and administrative expenses decreased as a percentage of net sales, but increased in absolute terms by
$1.5 million, primarily due to higher selling expenses associated with increased net sales, increased bonus
expense due to improved earnings performance and increased bad debt expense due to the write-off of a large
trade receivable during the fiscal year. These increases were partially offset by a variety of factors which are
discussed in greater detail below.
Consolidated operating profitability increased by $6.5 million or 52.4%, primarily due to a casegoods segment
operating profitability increase of $5.1 million or 42.3% and an upholstery segment operating profitability increase
of $958,000 or 50.1%.
Results of Operations
The following table sets forth the percentage relationship to net sales of certain items for the annual periods included in
the consolidated statements of income:
Net sales
Cost of sales
Gross profit
Selling and administrative expenses
Operating income
Other income, net
Income before income taxes
Income taxes
Net income
Fifty-two
Fifty-three
February 1,
2015
Fifty-two
weeks ended weeks ended weeks ended
February 3,
February 2,
2013
2014
100.0%
75.9
24.1
18.1
5.9
0.1
6.0
2.0
4.0
100.0%
76.0
24.0
18.5
5.5
0.0
5.5
2.0
3.5
100.0%
74.3
25.7
17.9
7.8
0.2
7.9
2.8
5.1
Fiscal 2015 Compared to Fiscal 2014
Net Sales
Fifty-two weeks ended
Fifty-two weeks ended
February 1, 2015
February 2, 2014
$ Change % Change
Casegoods
Upholstery
All Other
Intercompany Eliminations
$
153,882
86,362
5,025
(919)
% Net
Sales
63.0%
35.3%
2.1%
-0.4%
% Net
Sales
$
143,802
63.0%
$
10,080
83,027
36.4%
1,487
(23)
0.7%
0.0%
3,335
3,538
7.0%
4.0%
237.9%
(896)
3895.7%
Consolidated
$
244,350
100.0%
$
228,293
100.0%
$
16,057
7.0%
24
Unit Volume and Average Selling Price
Unit Volume
Casegoods
Upholstery
All other
FY15 %
Increase
vs. FY14
Average Selling Price
-3.8%
-2.3%
Casegoods
Upholstery
234.2%
All other
Consolidated
-1.5%
Consolidated
FY15 %
Increase
vs. FY14
11.5%
6.6%
2.9%
9.3%
The increase in consolidated net sales in fiscal 2015 was primarily due to higher average selling prices in all operating
segments, partially offset by lower casegoods and upholstery segment unit volume. Average selling price increased due
to increased sales of products in the ‘best’ segment of our ‘better-best’ product assortment, as well as reduced casegoods
discounting, which was a result of significant improvements in inventory management which reduced the amount of
excess and obsolete inventory sold during the year and the discounts required to move those products. Unit volume
decreases in our casegoods segment were primarily due to reduced sales of off-priced products, as well as reduced sales
of the lower-priced Opus Designs and Envision products, as we exit those product lines. Upholstery net sales increased
due to net sales gains at both Sam Moore and Bradington-Young, which were due primarily to higher average selling
prices, partially offset by lower unit volume. We believe that the all other segment percentages shown are of limited use
since the businesses in this segment are starting from a very low base and just completed their first full fiscal year in
operation.
Gross Profit
Fifty-two weeks ended
Fifty-two weeks ended
February 1, 2015
February 2, 2014
$ Change % Change
Casegoods
Upholstery
All Other
Intercompany Eliminations
$
44,868
16,489
1,465
(22)
Consolidated
$
62,800
% Segment
Net
Sales
29.2%
19.1%
29.2%
2.4%
25.7%
% Segment
Net
Sales
$
38,762
27.0%
$
6,106
15,393
588
(18)
18.5%
39.5%
76.7%
1,096
877
(4)
$
54,725
24.0%
$
8,075
15.8%
7.1%
149.1%
22.2%
14.8%
Consolidated gross profit increased, primarily due to:
o decreased casegoods segment discounting, partially offset by increased returns and allowances;
o a $1.1 million gross profit increase in our upholstery segment due primarily to higher net sales and
reduced manufacturing costs; and
o a substantial increase in net sales for our H Contract business initiative as that business completes its
first full year in operation and begins to establish itself in the contract furniture industry.
25
Selling and Administrative Expenses
Fifty-two weeks ended
Fifty-two weeks ended
February 1, 2015
February 2, 2014
$ Change % Change
% Segment
Net
Sales
% Segment
Net
Sales
Casegoods
Upholstery
All Other
$
27,582
13,618
2,552
Consolidated
$
43,752
17.9%
15.8%
50.8%
17.9%
$
26,612
18.5%
$
970
13,480
2,130
16.2%
143.3%
138
422
$
42,222
18.5%
$
1,530
3.6%
1.0%
19.8%
3.6%
Casegoods segment selling and administrative expenses decreased as a percentage of net sales due to higher net
sales, but increased in absolute terms primarily due to increased:
commission expense due to higher sales;
bonus expense due to higher earnings; and
bad debts expense due to the write-off of a customer account during the period.
These increases were partially offset by decreased:
professional services due to lower compliance costs; and
salaries and benefits expense due to the retirement of an executive in early fiscal 2015 and decreases in medical
claims expense and increases in the cash surrender value of Company-owned life insurance.
Upholstery segment selling and administrative expenses decreased as a percentage of net sales primarily due to
increased net sales but increased in absolute terms primarily due to increased:
bad debt expense due to the write-off of a customer account during the period; and
benefits expense due to higher medical claims expense.
These increases were partially offset by decreased:
advertising supplies due to better cost management; and
professional services due to reduced manufacturing-related consulting.
All other segment selling and administrative expenses increased primarily due to completing its first full year of
operations, which included increased spending on salaries, wages and benefits and marketing expenses as we grow
these new business initiatives out of their start-up phases, and higher commissions and other variable costs due to
increased sales.
26
Operating Income
Fifty-two weeks ended
Fifty-two weeks ended
February 1, 2015
February 2, 2014
$ Change % Change
%Segment
Net
Sales
$
17,286
11.2%
$
12,150
2,871
3.3%
(1,087)
-21.6%
%Segment
Net
Sales
8.4%
2.3%
1,913
(1,542)
-103.7%
(18)
76.7%
$
5,136
958
455
(4)
42.3%
50.1%
-29.5%
22.2%
52.3%
Intercompany Eliminations
(22)
Consolidated
$
19,048
2.4%
7.8%
$
12,503
5.5%
$
6,545
Casegoods
Upholstery
All Other
Operating income increased for fiscal 2015 compared to the prior year both as a percentage of net sales and in absolute
terms, due to the factors discussed above.
Income Taxes
Fifty-two weeks ended
Fifty-two weeks ended
February 1, 2015
February 2, 2014
$ Change % Change
% Net
Sales
% Net
Sales
Consolidated income tax expense
$
6,820
2.8%
$
4,539
2.0%
$
2,281
50.3%
Effective Tax Rate
35.2%
36.4%
We recorded income tax expense of $6.8 million during fiscal 2015, compared to $4.6 million for fiscal 2014, due primarily to
higher taxable income. The effective income tax rates for the two fiscal years were 35.2% and 36.4% respectively. The lower
effective income tax rate in fiscal 2015 was due to a smaller impact of certain permanent differences due to higher taxable
income.
Net Income and Earnings Per Share
Fifty-two weeks ended
February 1, 2015
Fifty-two weeks ended
February 2, 2014
$ Change % Change
Net Income
Consolidated
$
12,578
% Net
Sales
5.1%
$
7,929
% Net
Sales
3.5%
$
4,649
58.6%
Diluted earnings per share
$
1.16
$
0.74
27
Fiscal 2014 Compared to Fiscal 2013
The tables and narratives in this section originally appeared in our fiscal 2014 annual report on Form 10-K. They have
been updated to conform to the fiscal 2015 presentation of our operating segments. In the fiscal 2015 fiscal third quarter,
we disaggregated H Contract and Homeware results from our casegoods segment and created an “all other” segment
which consists of these two new business initiatives.
Net Sales
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
% Net
Sales
% Net
Sales
Casegoods
Upholstery
All Other
Intercompany Eliminations
$
143,802
63.0%
$
141,064
64.6%
$
2,738
83,027
36.4%
1,487
(23)
0.7%
0.0%
77,295
35.4%
$
5,732
-
-
0.0%
0.0%
$
1,487
$
(23)
Consolidated
$
228,293
100.0%
$
218,359
100.0%
$
9,934
1.9%
7.4%
NM
NM
4.5%
Unit Volume
Casegoods
Upholstery
All other
Consolidated
FY14 %
Increase
vs. FY13
Average Selling Price
-3.4%
1.2%
NM
-2.0%
Casegoods
Upholstery
All other
Consolidated
FY14 %
Increase
vs. FY13
5.9%
6.2%
NM
6.3%
N.M.: percentage changes are not meaningful, as the all other segment had no sales activity prior to fiscal 2014.
Because we report on a fiscal year that ends on the Sunday closest to January 31st of each year, the 2013 fiscal year was
one week longer than the comparable 2013 fiscal year. The following table presents average net sales per shipping day in
thousands for the 2014 and 2013 fiscal years:
Average Net Sales Per Shipping Day
Fifty-two weeks
ended
February 2, 2014
Fifty-three weeks
ended
February 3, 2013
Casegoods
$
575
$
553
Upholstery
All other
332
6
303
-
Consolidated
$
913
$
856
%
Change
4.0%
9.6%
NM
6.6%
Shipping Days
250
255
28
Gross Profit
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
Casegoods
Upholstery
All Other
Intercompany Eliminations
$
38,762
15,393
588
(18)
Consolidated
$
54,725
%Segment
Net
Sales
27.0%
18.5%
39.5%
76.7%
24.0%
%Segment
Net
Sales
$
38,054
27.0%
$
708
14,492
18.8%
-
-
0.0%
0.0%
901
588
(18)
$
52,546
24.1%
$
2,179
1.9%
6.2%
100.0%
100.0%
4.1%
Consolidated gross profit increased in absolute terms, but was essentially flat as percentage of net sales in fiscal 2014, as
compared to the same prior-year period, primarily due to increased sales and higher average selling prices in the
casegoods and upholstery segments and lower distribution costs in our casegoods segment due to the closure of several
Asian warehouses and lower payroll expenses.
Selling and Administrative Expenses
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
%Segment
Net
Sales
18.5%
16.2%
143.3%
$
26,612
13,480
2,130
%Segment
Net
Sales
$
25,973
18.5%
$
639
13,504
129
17.5%
0.0%
(24)
2,001
$
42,222
18.5%
$
39,606
18.1%
$
2,616
2.5%
-0.2%
100.0%
6.6%
Casegoods
Upholstery
All Other
Consolidated
Consolidated selling and administrative expenses increased both in absolute terms and as a percentage of net sales in
fiscal 2014 compared to the prior-year period.
Casegoods segment selling and administrative expenses increased both in absolute terms and as a percentage of net
sales, primarily due to:
an increase in bad debts expense due to a favorable adjustment in the comparable fiscal 2013 period;
an increase in professional service expense due to increased compliance and regulatory costs;
an increase in salaries and wages due to hiring to fill open positions; and
an increase in selling expenses due to increased marketing and promotional activity.
Upholstery segment selling and administrative expenses decreased both in absolute terms and as a percentage of net
sales due to increased sales volume. These decreases were partially offset by an increase in the upholstery segment’s
share of Company-wide administrative costs.
All other segment selling and administrative expenses in both fiscal years consisted primarily of start-up costs for our H
Contract and Homeware initiatives, which included product development, salaries and benefits for key personnel and
preliminary marketing.
29
Operating Income
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
%Segm ent
Net
Sales
%Segm ent
Net
Sales
Casegoods
Upholstery
All Other
Intercompany Elim inations
$
12,150
1,913
8.4%
2.3%
(1,542)
-103.7%
(18)
76.7%
$
12,082
987
(129)
-
Consolidated
$
12,503
5.5%
$
12,940
8.6%
1.3%
0.0%
0.0%
5.9%
$
68
926
(1,413)
(18)
$
(437)
0.6%
93.8%
NM
NM
-3.4%
Operating income decreased for fiscal 2014 compared to the prior-year both as a percentage of net sales and in absolute
terms, due to the factors discussed above.
Income Taxes
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
% Net
Sales
% Net
Sales
Consolidated income tax expense
$
4,539
2.0%
$
4,367
2.0%
$
172
3.9%
Effective Tax Rate
36.4%
33.6%
We recorded income tax expense of $4.5 million during fiscal 2014, compared to $4.4 million for fiscal 2013, due primarily to
our effective tax rate rising, which primarily resulted from a decrease in the favorable permanent difference attributable to the
annual gain associated with Company-owned life insurance.
Net Income and Earnings Per Share
Fifty-two weeks ended
Fifty-three weeks ended
February 2, 2014
February 3, 2013
$ Change % Change
Net Income
Consolidated
$
7,929
% Net
Sales
3.5%
$
8,626
% Net
Sales
4.0%
$
(697)
-8.1%
Earnings per share
$
0.74
$
0.80
30
Financial Condition, Liquidity and Capital Resources
Balance Sheet and Working Capital
The following chart shows changes in our total assets, current assets, current liabilities, net working capital and working
capital ratio at February 1, 2015 compared to February 2, 2014:
Total Assets
Cash
Trade Receivables
Inventories
Prepaid Expenses & Other
Total Current Assets
Balance Sheet and Working Capital
February 1, 2015
February 2, 2014
$ Change
$
170,755
$
155,481
$
15,274
$
38,663
$
23,882
$
14,781
32,245
44,973
4,057
29,393
49,016
4,758
2,852
(4,043)
(701)
$
119,938
$
107,050
$
12,889
Trade accounts payable
Accrued salaries, wages and benefits
Other accrued expenses, commissions and deposits
$
10,293
$
7,077
$
3,216
4,824
3,950
3,478
2,352
1,346
1,598
Total current liabilities
Net working capital
Working capital ratio
$
19,067
$
12,907
$
6,160
$
100,871
$
94,142
$
6,729
6.3 to 1
8.3 to 1
As of February 1, 2015, net working capital increased compared to February 2, 2014, due principally to increased cash
and cash equivalents and higher accounts receivable, partially offset by lower inventories and higher accounts payable
and accrued expenses.
Fiscal 2015 operating income and other balance sheet changes contributed to the increased cash balances.
Accounts receivable was higher due to increased sales in the fiscal 2015 fourth quarter compared to the prior
year
Decreased inventories were the result of increased net sales and due to better matching inventory levels with
projected demand.
Trade accounts payable were higher due to the timing of payments.
Increased accrued salaries, wages and benefits were due to higher bonus accruals due to increased earnings.
Increased other accrued expenses were due to current year income tax accruals.
Total assets also increased due to increases in non-current assets including:
a $1.6 million mortgage receivable recorded on the sale of our Cloverleaf warehouse facility in fiscal 2015; and
a $1.5 million increase in the cash surrender value of Company-owned life insurance.
Increases in total assets were partially offset by decreased net property, plant and equipment due to the sale of our
Cloverleaf warehouse facility in fiscal 2015.
31
Summary Cash Flow Information – Operating, Investing and Financing Activities
Net cash provided by (used in) operating activities
Net cash used in investing activities
Net cash used in financing activities
Fifty-Two
Weeks
Ended
Fifty-Two
Weeks
Ended
February 1, February 2,
2015
$
22,768
(3,681)
(4,306)
2014
$
5,696
(3,855)
(4,301)
Fifty-Three
Weeks
Ended
February 3,
2013
$
(3,333)
(4,623)
(6,057)
Net increase (decrease) in cash and cash equivalents
$
14,781
$
(2,460)
$
(14,013)
During fiscal 2015, $22.8 million of cash generated from operations and cash on hand funded cash dividends of $4.3
million, purchases of property and equipment of $3.0 million and Company-owned life insurance premium payments of
$789,000. Company-owned life insurance policies are in place to compensate us for the loss of key employees, to
facilitate business continuity and to serve as a funding mechanism for certain executive benefits.
During fiscal 2014, $5.7 million of cash generated from operations, cash on hand and proceeds received on Company-
owned life insurance policies of $517,000, funded cash dividends of $4.3 million, purchases of property and equipment of
$3.5 million and Company-owned life insurance premium payments of $834,000.
During fiscal 2013, $14 million of cash on hand funded $3.3 million in operating activities, cash dividends of $5.4 million,
$671,000 for the purchase and retirement of common stock, capital expenditures of $4.1 million related to our business
operating systems and facilities and premiums paid on Company-owned life insurance policies of $902,000.
Liquidity, Financial Resources and Capital Expenditures
Our financial resources include:
available cash and cash equivalents, which are highly dependent on incoming order rates and our operating
performance;
expected cash flow from operations;
available lines of credit; and
the cash surrender value of Company-owned life insurance.
We believe these resources are sufficient to meet our business requirements through fiscal 2016 and for the foreseeable
future, including:
capital expenditures;
working capital, including capital required for insourcing our upholstery segment trade receivables in fiscal 2016
and for our new business initiatives;
the payment of regular quarterly cash dividends on our common stock, including increased dividends or one-time
“special” dividends; and
the servicing of any long-term debt related to strategic growth.
As of February 1, 2015, we had an aggregate $13.5 million available under our revolving credit facility to fund working
capital needs. Standby letters of credit in the aggregate amount of $1.5 million, used to collateralize certain insurance
arrangements and for imported product purchases, were outstanding under the revolving credit facility as of February 1,
2015. There were no additional borrowings outstanding under the revolving credit facility on February 1, 2015.
Loan Agreement and Revolving Credit Facility
We have a $15 million unsecured revolving credit facility under a loan agreement with Bank of America, N.A., up to $3.0
million of which can be used to support letters of credit. The loan agreement allows the Company to permanently
32
terminate or reduce the $15 million revolving commitment without penalty and includes, among others, the following
terms:
a maturity date of July 31, 2018;
a floating interest rate, adjusted monthly, based on LIBOR, plus an applicable margin based on the ratio of our funded
debt to our EBITDA (each as defined in the loan agreement);
a quarterly unused commitment fee of 0.20%; and
no pre-payment penalty.
The loan agreement also includes customary representations and warranties and requires us to comply with customary
covenants, including, among other things, the following financial covenants:
Maintain a tangible net worth of at least $95.0 million;
Limit capital expenditures to no more than $15.0 million during any fiscal year; and
Maintain a ratio of funded debt to EBITDA not exceeding 2.0:1.0.
We were in compliance with each of these financial covenants at February 1, 2015 and expect to remain in compliance
with existing covenants for the foreseeable future. The loan agreement does not restrict our ability to pay cash dividends
on, or repurchase shares of, our common stock, subject to complying with the financial covenants under the agreement.
Factoring Arrangement
We currently factor substantially all of our domestic upholstery accounts receivable, in most cases without recourse to us.
Historically, we have factored these receivables because factoring:
allowed us to outsource the administrative burden of the credit and collections functions for our domestic upholstery
operations;
allowed us to transfer the collection risk associated with the majority of our domestic upholstery receivables to the
factor; and
provided us with an additional, potential source of short-term liquidity.
In order to realize operational efficiencies, cost savings, leverage best practices and present a single face to our
customers, we plan to end our factoring relationship as our new ERP system becomes fully operational for our domestic
upholstery companies, which we expect to occur at Sam Moore in the first half of fiscal 2016 and in the second half of
fiscal 2016 at Bradington-Young. We expect collections may slow somewhat as we transition these receivables in-house.
However, given our current and projected liquidity, we do not expect the transition to have a material adverse effect on our
future liquidity.
Capital Expenditures
We expect to spend between $2.5 million to $3.5 million in capital expenditures in the 2016 fiscal year to maintain and
enhance our operating systems and facilities. Of these estimated amounts, we expect to spend approximately $650,000
on the implementation of our ERP system in our upholstery segment during fiscal 2016.
Enterprise Resource Planning
Our new Enterprise Resource Planning (ERP) system became operational for our casegoods and imported upholstery
operations early in the third quarter of fiscal 2013. ERP conversion efforts began for our domestic upholstery units early in
the fiscal 2014 first quarter, with full implementation scheduled to be completed during fiscal 2016. Once all segments are
fully operational on the ERP platform, we expect to realize operational efficiencies and cost savings as well as present a
single face to our customers and leverage best practices across the organization.
Cost savings are difficult to quantify until the ERP system becomes fully operational Company-wide. We expect to be able
to reduce administrative functions, which are presently duplicated across our segments and improve our purchasing
power and economies of scale. In addition to the capital expenditures discussed above, our ERP implementation will
require a significant amount of time invested by our associates.
We refer you to Item “1A. Risk Factors”, above, for additional discussion of risks involved in our ERP system conversion
and implementation.
33
Share Repurchase Authorization
During the fiscal 2013 first quarter, our Board of Directors authorized the repurchase of up to $12.5 million of the
Company’s common shares. The authorization does not obligate us to acquire a specific number of shares during any
period and does not have an expiration date, but it may be modified, suspended or discontinued at any time at the
discretion of our Board of Directors. Repurchases may be made from time to time in the open market, or through privately
negotiated transactions or otherwise, in compliance with applicable laws, rules and regulations, and subject to our cash
requirements for other purposes, compliance with the covenants under the loan agreement for our revolving credit facility
and other factors we deem relevant. We have entered into a trading plan under Rule 10b-18 and Rule 10b5-1 of the
Securities Exchange Act of 1934 for affecting some or all of the purchases under this repurchase authorization. The
trading plan contains provisions that could restrict the amount and timing of purchases. We can terminate this plan at any
time. In fiscal 2013, we used approximately $671,000 of the authorization to purchase 57,700 of our common shares (at
an average price of $11.63 per share). No shares were purchased during fiscal 2015 or fiscal 2014. Approximately $11.8
million remains available for future purchases under the authorization as of the end of the 2015 fiscal year.
Dividends
On March 9, 2015, our Board of Directors declared a quarterly cash dividend of $0.10 per share, payable on April 3, 2015
to shareholders of record at March 20, 2015.
Commitments and Contractual Obligations
As of February 1, 2015, our commitments and contractual obligations were as follows:
Deferred compensation payments (1)
Operating leases (2)
Other long-term obligations (3)
Cash Payments Due by Period (In thousands)
Less than
1 Year
$
354
1,942
113
1-3 Years
$
1,047
2,918
48
3-5 Years
$
1,323
2,507
15
More than
5 years
$
11,888
1,481
-
$
Total
14,612
8,848
176
Total contractual cash obligations
$2,409
$4,013
$3,845
$13,369
$23,636
__________________
(1) These amounts represent estimated cash payments to be paid to participants in our supplemental retirement income plan or “SRIP” through
fiscal year 2043, which is 15 years after the last current SRIP participant is assumed to have retired. The present value of these benefits (the
actuarially derived projected benefit obligation for this plan) was approximately $8.4 million at February 1, 2015 and is shown on our
consolidated balance sheets, with $354,000 recorded in current liabilities and $8.0 million recorded in long-term liabilities. Projected
obligations for deferred compensation payments increased approximately $3 million at February 1, 2015 as compared to February 2, 2014,
primarily due to the impact of lower discount rates. The monthly retirement benefit for each participant, regardless of age, would become fully
vested and the present value of that benefit would be paid to each participant in a lump sum upon a change in control of the Company as
defined in the plan. See note 10 to the consolidated financial statements beginning on page F-18 for additional information about the SRIP.
(2) These amounts represent estimated cash payments due under operating leases for real estate utilized in our operations and warehouse and
office equipment. Approximately $10 million of these estimated cash payments pertain to two leases: (1) Our CDC II warehouse and
distribution facility and (2) our showroom at the International Home Furnishings Center. See Item 2 “Properties,” for a description of our leased
real estate. Total operating lease obligations at February 1, 2015 increased approximately $9 million as compared to February 2, 2014,
primarily due to a seven–year operating lease initiated during fiscal 2015 for our CDC II warehouse and distribution facility.
(3) These amounts represent estimated cash payments due under various long-term service and support agreements, for items such as
warehouse management services, information technology support and human resources related consulting and support.
Off-Balance Sheet Arrangements
Standby letters of credit in the aggregate amount of $1.5 million, used to collateralize certain insurance arrangements and
for imported product purchases, were outstanding under our revolving credit facility as of February 1, 2015. See the
“Commitments and Contractual Obligations” table above and Note 16 to the consolidated financial statements included in
this annual report on Form 10-K for additional information on our off-balance sheet arrangements.
34
Recently Issued Accounting Pronouncements
In April 2014, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2014-
08, which updated the guidance in ASC Topic 205, Presentation of Financial Statements, and ASC Topic 360, Property,
Plant and Equipment. The amendments in ASU 2014-08 change the criteria for reporting discontinued operations for all
public and nonpublic entities. The amendments also require new disclosures about discontinued operations and disposals
of components of an entity that do not qualify for discontinued operations reporting. This guidance will become effective
for all disposals (or classifications as held for sale) of components of an entity that occur within annual periods beginning
on or after December 15, 2014, and interim periods within those years, with early adoption being permissible. This
guidance is effective for us beginning in our 2016 fiscal year, which begins in February 2015. The adoption of this
guidance is not expected to have a material impact upon our financial condition or results of operations.
In May 2014, the FASB issued ASU No. 2014-09, Revenue from Contracts with Customers, which requires an entity to
recognize the amount of revenue to which it expects to be entitled for the transfer of promised goods or services to
customers. The ASU will replace most existing revenue recognition guidance in U.S. GAAP when it becomes effective.
The new standard is effective for us in the first quarter of fiscal 2019 (February 2018). Early application is not permitted.
The standard permits the use of either the retrospective or cumulative effect transition method. We are evaluating the
effect that ASU 2014-09 will have on our consolidated financial statements and related disclosures. We have not yet
selected a transition method nor have we determined the effect of the standard on our ongoing financial reporting.
In January 2015, the FASB issued ASU No. 2015-01, Income Statement — Extraordinary and Unusual Items (Subtopic
225-20): Simplifying Income Statement Presentation by Eliminating the Concept of Extraordinary Items. ASU 2015-01
eliminates the concept of reporting extraordinary items, but retains current presentation and disclosure requirements for
an event or transaction that is of an unusual nature or of a type that indicates infrequency of occurrence. Transactions that
meet both criteria would now also follow such presentation and disclosure requirements. The guidance is effective for
annual periods, and interim periods within those annual periods, beginning after December 15, 2015. Early adoption is
permitted; however, adoption must occur at the beginning of an annual period. Therefore the amendments in ASU 2015-
01 will become effective for us as of the beginning of our 2017 fiscal year in February 2016. The adoption of this guidance
is not expected to have a material impact upon our financial condition or results of operations.
Strategy
Our strategy is to offer world-class style, quality and product value as a complete residential casegoods and upholstered
furniture resource through excellence in product design, global sourcing, manufacturing, logistics, sales, marketing and
customer service. We strive to be an industry leader in sales growth and profitability performance, thereby providing an
outstanding investment for our shareholders and contributing to the well-being of our customers, employees, suppliers
and communities. Additionally, we strive to nurture the relationships, teamwork and integrity that characterizes our
corporate culture and that has distinguished our company for over 90 years.
Fiscal 2015 in Review
Our business gained increased momentum in fiscal 2015 and we ended the year with two of the strongest sales quarters
in the past six years. As the U.S. economy continued to strengthen and build on the slow but steady growth of the last
few years, the home furnishings industry benefited from more of that economic growth than in previous years. We believe
the casegoods sector of the industry seems to have finally regained momentum after several years of slow growth. In
addition to the gains attributable to the improving economy and furniture segment, we think our investments in people,
processes, systems, and strategic initiatives also contributed to this year’s results. While we believe there is still much
work to do to realize the full benefits of our investments, we are pleased with our fiscal 2015 results and with the
momentum we are seeing internally and externally.
2014 Spring and Fall Furniture Markets
We have been encouraged by our experience at the Spring and Fall International Home Furnishing Markets held in April
and October of 2014. In addition to good customer interest in our ‘best’ products, we believe we are making greater
inroads into the ‘good’ and ‘better’ price points. Well-received product from the April market is now shipping and demand
from our Vietnam consolidating warehouse exceeded initial expectations. At the Fall market, we introduced seventy-five
new pieces in a five-year anniversary introduction for a very successful existing casegoods collection. Two other
casegoods collections in our growing “better” price point range were also well-received, as well as a more contemporary
collection targeted at younger, urban lifestyles. In our upholstery segment, we had very good responses to Bradington-
35
Young’s new motion upholstery program and a moderately-priced sofa and recliner program. At Sam Moore, we had a
strong rebound following a lackluster market this past April which was due to long lead times, resulting in a reduction of
written business at the Spring market. In addition to the positive reception to our product introductions at market, we have
recently found retailers to be more optimistic than in recent memory.
Casegoods Segment
We achieved one of our internal targets in the casegoods segment in fiscal 2015 by generating an operating profit margin
of over 10%. The 11.2% operating profit margin realized in fiscal 2015 compares to 8.4% in the prior year. We were
pleased with this achievement and believe we can continue to make smaller, incremental improvements as we move
forward.
Casegoods sales increased about $10 million, thanks to rejuvenated container direct and international businesses, as well
as much lower discounting of our non-container sales. Reduced discounting contributes to improved profitability on a
dollar-for-dollar basis and was a significant contributor to our consolidated fiscal 2015 profitability. We believe lower
discounting to be partially due to the improved casegoods sales environment, but also a product of our improved sales
and operations planning process, as well as an increased focus on account profitability, a by-product of sales
management changes we implemented in fiscal 2014.
Fiscal 2015 performance also suggests a growing recovery in casegoods’ sales and higher retailer confidence in the
ability to sell large-ticket bedroom, dining and occasional furniture. Significant increases in our container-direct shipments
to retailers from our Asian warehouse program in fiscal 2015, particularly in the first, third and fourth quarters, helped drive
our fiscal year-to-date sales performance. We have strengthened our container-direct offering with a good service position
on a broader selection of best sellers, and we believe that retailers are becoming more comfortable committing to the
larger container purchases. We expect additional growth in container direct shipments in fiscal 2016.
We introduced a new Vietnam-based warehouse container direct program to retailers at the Spring Market which became
operational at the end of the fiscal 2015 third quarter. Initial demand for the program was strong. While our China-based
warehouse program focuses on the “best” price points in our better-best assortment, the Vietnam-based warehouse
program focuses on the “better” price point. We believe this program will strengthen our value proposition to our
customers in the better price range. We expect the landed savings to retailers from this container program, compared to
the same products sold out of our Martinsville warehouse, will be in the high single digits to low double-digits percentage
range.
Additionally, we also saw a full year’s benefits from a sales management reorganization we implemented during the
middle of the 2013 calendar year, in which we shifted from a sales management group organized around brand and
product specialization to a regional management focus. The regional management strategy has enhanced the
effectiveness of our sales efforts across our casegoods and upholstery operating segments.
Another factor in the casegoods sales increase in the first nine-months of fiscal 2015 was a national promotion conducted
in March-April 2014. Sales of the targeted collection increased as a result of this effort, which achieved over 15 million
consumer impressions for the collection and a drive-to-retail message across a wide spectrum of top digital and social
media venues, including our own websites. In October and November, we conducted a national campaign promoting
another top-selling casegoods collection that achieved a total of eighty-six million consumer impressions and directed
consumers to our website and its retailer locator. This was by far the highest number of brand impressions we have
achieved with a digital campaign, and encompassed both display advertising and paid social media. We believe that our
new state-of-the art, consumer-centric website, which debuted in August, is also contributing to improved casegoods
sales. All the metrics related to performance of the new website are trending positively.
Upholstery Segment
Upholstery segment sales also increased, but at a somewhat lower rate than casegoods; however, we note several
positives in this segment as well. Overall upholstery net sales were up 4.0% in fiscal 2015, on the strength of a nearly 7%
sales increase at Sam Moore, modest sales growth at Bradington-Young (BY), partially offset by a small decline at Hooker
Upholstery. We’re pleased to report that after a slow start to the year, our Hooker Upholstery division ended the year with
a fourth quarter sales growth in line with company-wide growth.
Sam Moore’s operating results were below expectations for the year; however, operating income increased by about
$900,000, net sales increased about 7% and order backlogs and delivery times were reduced - all against the backdrop of
many thousands of staff hours devoted to the manufacturing phase of our ERP implementation. Currently, order backlogs
36
are near our goal of five weeks or less. We believe that retail sales associates are again recommending and selling Sam
Moore products with greater confidence and without the hesitation they once had that deliveries of Sam Moore items
would be delayed. Gaining the confidence of retail sales professionals is critical, since they are such a key, front-line
advocate for our brand. Our expectation is for steady sequential improvements over the next several quarters; however,
this depends on a consistent rate of incoming orders at current or increased levels, among other factors. Orders were
down 1.1% in fiscal 2015, but were up 3.1% in in the first two months of fiscal 2016. We expect Sam Moore’s operating
profitability to improve incrementally over the next few years before reaching our target of mid-to-upper single digit
operating margins. We expect to continue to build on engineering projects to improve manufacturing efficiency and quality
and expect they will benefit from the information and control provided by our new ERP system, which is expected to
contribute to improved materials planning, inventory management and cost analysis. While Sam Moore was not profitable
in fiscal 2015, we expect it to be in the 2016 fiscal year.
Bradington-Young’s (BY) fiscal 2015 performance continued its string of stable, consistent results. We continue to work
to improve manufacturing efficiencies, reduce costs and grow sales. We believe the BY sales increase was driven in part
by the introduction of a moderately-priced leather recliner program and an in-stock, quick ship program – Bradington-
Young Express or “BYX”, both of which we introduced this summer. BY orders were up nearly 5% in fiscal 2015 and are
up 7% through the first two months of fiscal 2016. Additionally, we introduced a stationary leather sofa program at the Fall
2014 market to strengthen our opening price points. The program offers several sofas with superior construction and
cover selection from which to choose, and at what we believe to be a key wholesale price point. We feel that Bradington-
Young is on solid footing to achieve our profitability expectations. B-Y was in the mid-single digits in operating margin in
fiscal 2015.
As we continue to deal with rising prices from leather suppliers, we’re finding it important to fine-tune our value equation in
both the Bradington-Young domestically-produced line and the Hooker Upholstery imported leather line. Because of
these price increases, along with increasing labor costs at our Asian suppliers, the price gap between our domestic and
imported leather lines is narrowing; therefore, we are strengthening our opening price points in both lines to offer a better
value proposition for both. We are also seeking to be more creative and innovative in our design and color direction.
Overall, we are doing whatever we can to mitigate rising costs without sacrificing gross margins. Upholstery management
continues to work with BY to improve the perceived value of its imported leather products. The increase in leather costs
has had some positive impact in reducing competition in the leather market. As leather has been positioned more firmly as
a luxury product, the promotional players are moving away from leather to less expensive alternative covers. However,
more expensive leather furniture also makes fabric and leather alternative covers more attractive to consumers. As a
result of these trends, Hooker Upholstery net sales were down 1.5% in fiscal 2015. While Hooker Upholstery orders
decreased in the single digits in fiscal 2015, we note that prior year orders were up nearly 7% in fiscal 2014.
Future upholstery profitability increases will continue to require us to increase sales while maintaining Bradington-Young
gross margins at, or close to, current levels, improve manufacturing processes and work flow at the Sam Moore facility,
and minimize the impact of raw material and labor costs increases.
All other Segment
Our all other segment includes our new business initiatives - H Contract and Homeware. In their first full years of
operations, our two new strategic initiatives contributed $5.0 million in net sales, an increase of over 200% over the
partial-year operations in fiscal 2014. While still in their infancy, we see positive signs for the future, especially at our H
Contract division, which reported a small operating profit in fiscal 2015.
We are pleased that H Contract order activity is increasing, as is the size of bid opportunities as the H Contract brand
becomes better established in the industry. Fiscal 2015 brought many new customer relationships, wider sales
representation, an expanded product line and increased business with existing customers. We look forward to significant
sales and profitability growth in the coming year and have a positive long-term outlook for H Contract.
Our Homeware division had a challenging year, as sales and operating income were considerably below expectations.
Homeware is not yet profitable; however, brand building continues to be a challenge in the crowded e-commerce space.
We continue to fine-tune our business model as we learn more about the e-commerce environment. Competing for clicks
in the broad internet marketplace can be challenging and expensive, which makes building a retail e-commerce brand a
long-term commitment and one which requires constant attention to marketplace dynamics. On the wholesale side of the
Homeware business, we have partnered with some of the top home furnishings e-retailers in the market and are
expanding in that channel. We continue, although more slowly than planned, to introduce innovative, stylish products and
new product categories and we continue to develop promotional programs with our e-commerce partners. With this in
mind, we are shifting our focus to the wholesale component of this business, while continuing to maintain the
37
Homeware.com website as both a sales outlet and a source of product information, brand building and consumer
inspiration. We remain enthusiastic about the brand and the future of online furniture retailing and believe the Homeware
initiative is critical to address the migration of retail business to online outlets. We expect it will take longer than H
Contract to reach critical mass and profitability. However, we view this investment as a vital step toward the future of
consumer-centric home furniture retailing.
Sale of Cloverleaf Warehouse Facility
During the fiscal 2015 first quarter, we completed the sale of our Cloverleaf warehouse facility. Part of the purchase price
was paid in the form of a mortgage note receivable with an original amount of $1.6 million. As required by GAAP
(Accounting Standards Codification 360-20-55), we utilized the installment method for gain recognition and recognized
approximately $34,000 from the sale in our fiscal 2015 first quarter condensed consolidated income statements. The gain
was netted against our warehouse and distribution expenses, which are included in the “cost of goods sold” line of our
condensed consolidated income statements. Under the installment method, we will apportion principal payments made by
the buyer on the mortgage note between the cost recovered and profit. The apportionment is in the same ratio as total
cost and profit bear to the sales value. Consequently, the remaining balance of the gain of $302,000 on the sale was
deferred and will be recognized as we receive principal payments on the mortgage note. The mortgage note specifies an
interest-only payment period. Consequently, no additional gain beyond the initial $34,000 was recognized in the fiscal
2015 first three quarters. The deferred gain is recorded in the “other long-term liabilities” line of our condensed
consolidated balance sheets.
Potential Duties on Accent Chests
On May 27, 2014, the U.S. Department of Commerce (DoC) determined that certain accent chests manufactured in China
for one of our competitors constitute “wooden bedroom furniture” that is subject to anti-dumping duties under the
Continued Dumping Subsidy Offset Act of 2000. In early June 2014, the DoC directed U.S. Customs and Border
Protection (CBP) to begin collecting the anti-dumping duty on these items. While the DoC ruling applies only to the
specific accent chests mentioned in the ruling, it is uncertain whether CBP also will begin to collect anti-dumping duties
with respect to other similar accent chests imported from China. We currently import, and have imported in the past,
accent chests from China that may be similar to those that are subject to the DoC ruling, including accent chests sourced
from the same Chinese company that manufactures the accent chests addressed by the DoC ruling.
We are currently not able to determine whether any of the accent chests we source from China, now or in the past, would
be subject to the anti-dumping duties. Nor are we able to estimate the potential amount of any such duties. We do not
believe the duties, if any, would be assessed retroactively; however, CBP audits can go back five years and any
assessment could be subject to interest and penalties. If the bedroom furniture anti-dumping duties, or related penalties,
were to be assessed on accent chests that we import, or have imported in the past, from China, our results of operations,
financial condition, liquidity and prospects could be adversely affected.
During the fiscal 2015 second quarter, the DoC agreed to reconsider some of its earlier findings related to accent chests
and early in the fiscal 2015 fourth quarter, DoC reaffirmed its decision that certain of our competitor’s accent chests
constituted wooden bedroom furniture subject to anti-dumping duties. While DoC’s decision states that its ruling is not
“definitive for products not specifically analyzed” and our competitor “is the only company whose merchandise is the
subject of the Department’s scope analysis and determination that is directly affected by the Department’s scope ruling”,
we believe that other accent chests remain at risk.
Our business is subject to a number of significant risks and uncertainties, including our reliance on offshore sourcing, any
of which can adversely affect our business, results of operations, financial condition or future prospects. For a discussion
of risks and uncertainties that we face, see Item 1A, “Risk Factors” and “Forward Looking Statements” beginning on page
9 of this report.
Customs Penalty
In September 2009, U.S. Customs and Border Protection (“CBP”) issued an audit report asserting that we had not paid all
required antidumping duties due with respect to certain bedroom furniture we imported from China. In February 2015,
CBP assessed a civil penalty of approximately $2.1 million and unpaid duties of approximately $500,000 on the
matter. We assert that no antidumping duties are due and that there is no basis for the imposition of a penalty. We intend
to defend against the penalty vigorously. In the opinion of management, the ultimate disposition of this matter will not have
a material adverse effect on our consolidated financial position, results of operations, or liquidity.
38
Outlook
So far in fiscal 2016, we have seen flat demand for our products compared to the same period a year ago. We have
experienced price increases on imported products from China and rising ocean freight costs, after several years of
stability; however, we expect to offset these rising costs with a March 30, 2015 price increase.
Given the mostly positive economic news over the past year, we are optimistic about our longer-term future, both with our
core businesses and our new ventures. In particular, recent news about record U.S. household wealth, rising home prices
and increased home equity is particularly encouraging, since we believe our performance is tied to the strength of the U.S.
housing market, and is particularly sensitive to consumer confidence, which is, in part, tied to household wealth and
financial markets. We believe we are positioned to capitalize on continued improvements in the economy as they occur.
We continue to increase production capacity at our upholstery manufacturing facilities, maintain good inventory positions
on our best-selling casegoods products and promote what we believe to be our strongest product line in several years.
As we progress through 2016, we will focus on:
evaluating ways to expand into new distribution channels, including strategic acquisitions;
growing and improving the profitability of our new business initiatives;
building on our initial successes in expanding our merchandising reach in the “better” parts of our “good-better-
best” casegoods product offerings;
successfully launching our newly-licensed Cynthia Rowley home furnishings collection;
improving the product assortment and value proposition of the Hooker Upholstery imported products line;
achieving operating profitability and increasing production capacity at Sam Moore;
mitigating inflation on our imported products and raw materials;
maintaining proper inventory levels and optimizing product availability on best-selling items;
strengthening our relationships with key vendors and sourcing product from cost-competitive locations and from
quality-conscious sourcing partners;
offering an array of new products and designs, which we believe will help generate additional sales;
upgrading and refining our information systems capabilities to support our businesses, including implementing
our ERP system in our upholstery segment; and
controlling costs.
We face a number of significant risks and uncertainties, as more fully discussed in Item 1A, “Risk Factors” beginning on
page 10 and in our “Forward Looking Statements” beginning on page 9, that can affect adversely our results of operations
and financial condition.
Environmental Matters
Hooker Furniture is committed to protecting the environment. As a part of our business operations, our manufacturing
sites generate non-hazardous and hazardous wastes; the treatment, storage, transportation and disposal of which are
subject to various local, state and national laws relating to environmental protection. We are in various stages of
investigation, remediation or monitoring of alleged or acknowledged contamination at current or former manufacturing
sites for soil and groundwater contamination, none of which we believe is material to our results of operations or financial
position. Our policy is to record monitoring commitments and environmental liabilities when expenses are probable and
can be reasonably estimated. The costs associated with our environmental responsibilities, compliance with federal, state
and local laws regulating the discharge of materials into the environment, or costs otherwise relating to the protection of
the environment, have not had and are not expected to have a material effect on our financial position, results of
operations, capital expenditures or competitive position.
We participate in a voluntary industry-wide environmental stewardship program referred to as Enhancing Furniture’s
Environmental Culture or “EFEC.” In September of fiscal 2010, the American Home Furnishings Alliance granted us initial
EFEC registration, recognizing the successful company-wide implementation of the EFEC program, which includes the
successful reduction of water and electricity usage, recycling efforts to reduce landfill use and the implementation of a
community outreach program. Since our initial registration we have:
recycled over 800,000 pounds of paper, cardboard and plastic;
reduced electricity usage by an average of 5% per year; and
reduced natural gas usage by an average of 3% per year.
39
We are inspected annually by the EFEC organization in order to maintain our registration under this program and are
currently certified through January 2016.
Critical Accounting Policies and Estimates
Hooker Furniture’s significant accounting policies are described in “Note 1 – Summary of Significant Accounting Policies”
to the consolidated financial statements beginning at page F-1 in this report. The preparation of financial statements in
conformity with U.S. generally accepted accounting principles requires us to make estimates and assumptions in certain
circumstances that affect amounts reported in the accompanying financial statements and related notes. In preparing
these financial statements, we have made our best estimates and judgments of certain amounts included in the financial
statements, giving due consideration to materiality. We do not believe that actual results will deviate materially from our
estimates related to our accounting policies described below. However, because application of these accounting policies
involves the exercise of judgment and the use of assumptions as to future uncertainties, actual results could differ
materially from these estimates.
Allowance for Doubtful Accounts. We evaluate the adequacy of our allowance for doubtful accounts at the end of each
quarter. In performing this evaluation, we analyze the payment history of our significant past due accounts, subsequent
cash collections on these accounts and comparative accounts receivable aging statistics. Based on this information,
along with consideration of the general condition of the economy, we develop what we consider to be a reasonable
estimate of the uncollectible amounts included in accounts receivable. This estimate involves significant judgment and
actual uncollectible amounts may differ materially from our estimate.
Valuation of Inventories. We value all of our inventories at the lower of cost (using the last-in, first-out (“LIFO”) method)
or market. LIFO cost for all of our inventories is determined using the dollar-value, link-chain method. This method allows
for the more current cost of inventories to be reported in cost of sales, while the inventories reported on the balance sheet
consist of the costs of inventories acquired earlier, subject to adjustment to the lower of cost or market. Hence, if prices
are rising, the LIFO method will generally lead to higher cost of sales and lower profitability as compared to the first-in,
first-out (“FIFO”) method. We evaluate our inventory for excess or slow moving items based on recent and projected
sales and order patterns. We establish an allowance for those items when the estimated market or net sales value is
lower than their recorded cost. This estimate involves significant judgment and actual values may differ materially from
our estimate.
Income Taxes. At times, tax law and generally accepted accounting principles differ in the treatment of certain income
and expense items. These items may be excluded or included in taxable income at different times than is required for
GAAP or “book” reporting purposes. These differences may be permanent or temporary in nature.
For quarterly reporting purposes, we determine our annual effective income tax rate based on forecasted pre-tax book
income and forecasted permanent book and tax differences. The rate is established at the beginning of the year and is
evaluated on a quarterly basis. We consider the level and mix of income of our separate legal entities, statutory tax rates,
business credits available in the various jurisdictions in which we operate and permanent tax differences. Significant
judgment is required in evaluating tax positions that affect the annual tax rate. Any changes to the forecasted information
may cause adjustments to the effective rate. Additional tax, interest and penalties associated with uncertain tax positions
are recognized in tax expense on a quarterly basis.
To the extent that any book and tax differences are temporary in nature, that is, the book realization will occur in a
different period than the tax realization, a deferred tax asset or liability is established. To the extent that a deferred tax
asset is created, we evaluate our ability to realize this asset. If we determine that we will not be able to fully utilize
deferred tax assets, we establish a valuation reserve. In assessing the realization of deferred tax assets, we consider
whether it is more likely than not that some portion or all of the deferred tax assets will be realized. The ultimate
realization of deferred tax assets is primarily dependent upon the generation of future taxable income during the periods in
which those temporary differences reverse.
Impairment of Long-Lived Assets
Tangible Assets
We regularly review our property, plant and equipment for indicators of impairment, as specified in the Property, Plant and
Equipment topic of the Accounting Standards Codification. Although not exhaustive, this accounting guidance lists
potential indicators of impairment, which we use to facilitate our review. These potential indicators of impairment include:
40
A significant decrease in the market value of the long-lived asset;
A significant adverse change in the extent or manner in which a long-lived asset group is being used, or in its
physical condition;
A significant adverse change in the legal factors or in the business climate that could affect the value of a long-
lived asset, including an adverse action or assessment by a regulator;
An accumulation of costs significantly in excess of the amount originally expected to acquire or construct a long-
lived asset;
A current period operating or cash flow loss or a projection or forecast that demonstrates continuing losses
associated with the long-lived asset’s use; and
A current expectation that more-likely-than-not, a long-lived asset will be sold or otherwise disposed of
significantly before the end of its previously estimated useful life.
The impairment test for our property, plant and equipment requires us to assess the recoverability of the value of the
assets by comparing their net carrying value to the sum of undiscounted estimated future cash flows directly associated
with and arising from use and eventual disposition of the assets. We principally use our internal forecasts to estimate the
undiscounted future cash flows used in our impairment analyses. These forecasts are subjective and are largely based on
management’s judgment, primarily due to the changing industry in which we compete; changing consumer tastes, trends
and demographics and the current economic environment. We monitor changes in these factors as part of the quarter-end
review of these assets. While our forecasts have been reasonably accurate in the past, during periods of economic
instability, uncertainty, or rapid change within our industry, we may not be able to accurately forecast future cash flows
from our long-lived assets and our future cash flows may be diminished. Therefore, our estimates and assumptions
related to the viability of our long-lived assets may change, and are reasonably likely to change in future periods. These
changes could adversely affect our consolidated statements of income and consolidated balance sheets. As of February
1, 2015, the fair value of our property, plant and equipment was substantially in excess of its carrying value.
When we conclude that any of these assets is impaired, the asset is written down to its fair value. Any impaired assets
that we expect to dispose of by sale are measured at the lower of their carrying amount or fair value, less estimated cost
to sell; are no longer depreciated; and are reported separately as “assets held for sale” in the consolidated balance
sheets, if we expect to dispose of the assets in one year or less.
Intangible Assets
We own certain indefinite-lived intangible assets, including those related to Bradington-Young, Sam Moore and
Homeware. We may acquire additional amortizable assets and/or indefinite lived intangible assets in the future. Our
principal indefinite-lived intangible assets are trademarks, trade names and a URL, which are not amortized but are tested
for impairment annually or more frequently if events or circumstances indicate that the asset might be impaired. The fair
value of our indefinite-lived intangible assets is determined based on the estimated earnings and cash flow capacity of
those assets. The impairment test consists of a comparison of the fair value of the indefinite-lived intangible assets with
their carrying amount. If the carrying amount of the indefinite-lived intangible assets exceeds their fair value, an
impairment loss is recognized in an amount equal to that excess.
Trade names are tested for impairment annually as of the end of our fiscal year or more frequently if events or changes in
circumstances indicate that the asset might be impaired. Circumstances that could indicate a potential impairment
include, but are not limited to:
a significant adverse change in the economic or business climate either within the furniture industry or the
national or global economy;
significant changes in demand for our products;
loss of key personnel; and
the likelihood that a reporting unit or significant portion of a reporting unit will be sold or otherwise subject to
disposal.
The assumptions used to determine the fair value of our intangible assets are highly subjective and judgmental and
include long term growth rates, sales volumes, projected revenues, assumed royalty rates and factors used to develop an
applied discount rate. If the assumptions that we use in these calculations differ from actual results, we may realize
additional impairment on our intangible assets which may have a material-adverse effect on our results of operations and
financial condition.
At February 1, 2015, the fair value of our Bradington-Young trade name exceeded its carrying value by approximately
$1.2 million, and the fair value of our Sam Moore trade name was approximately $751,000 in excess of its carrying value
41
Concentrations of Sourcing Risk
We source imported products through approximately 20 different vendors, from approximately 20 separate factories,
located in five countries. Because of the large number and diverse nature of the foreign factories from which we can
source our imported products, we have some flexibility in the placement of products in any particular factory or country.
Factories located in China and Vietnam are an important resource for Hooker Furniture. In fiscal year 2015, imported
products sourced from China and Vietnam accounted for approximately 73% and 20%, respectively, of import purchases,
and the factory in China from which we directly source the most product accounted for approximately 59% of our
worldwide purchases of imported product. A sudden disruption in our supply chain from this factory, or from China in
general, could significantly impact our ability to fill customer orders for products manufactured at that factory or in that
country. If such a disruption were to occur, we believe that we would have sufficient inventory currently on hand in and in
transit to our U.S. warehouses in Martinsville, VA to adequately meet demand for approximately four months, with an
additional one and one quarter months available for immediate shipment from our Asia warehouse. Also, with the broad
spectrum of product we offer, we believe that, in some cases, buyers could be offered similar product available from
alternative sources. We believe that we could, most likely at higher cost, source most of the products currently sourced in
China from factories in other countries and could produce certain upholstered products domestically at our own factories.
However, supply disruptions and delays on selected items could occur for six months. If we were to be unsuccessful in
obtaining those products from other sources, or at comparable cost, then a sudden disruption in the supply chain from our
largest import furniture supplier, or from China in general, could have a short-term material adverse effect on our results of
operations. Given the capacity available in China and other low-cost producing countries, we believe the risks from these
potential supply disruptions are manageable.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
We are exposed to market risk from foreign currency exchange rates, which could impact our results of operations or
financial condition. We manage our exposure to this risk through our normal operating activities.
For imported products, we generally negotiate firm pricing denominated in U.S. Dollars with our foreign suppliers, typically
for periods of at least one year. We accept the exposure to exchange rate movements beyond these negotiated periods.
We do not use derivative financial instruments to manage this risk, but could choose to do so in the future. Most of our
imports are purchased from suppliers located in China. The Chinese currency floats within a limited range in relation to
the U.S. Dollar, resulting in exposure to foreign currency exchange rate fluctuations.
Since we transact our imported product purchases in U.S. Dollars, a relative decline in the value of the U.S. Dollar could
increase the price we pay for imported products beyond the negotiated periods. We generally expect to reflect
substantially all of the effect of any price increases from suppliers in the prices we charge for imported products. However,
these changes could adversely impact sales volume or profit margins during affected periods.
Amounts outstanding under our revolving credit facility would bear interest at variable rates. In the past, we have entered
into swap agreements to hedge against the potential impact of increases in interest rates on our floating-rate debt
instruments. There was no outstanding balance under our revolving credit facility as of February 1, 2015, other than
standby letters of credit in the amount of $1.5 million. Therefore, a fluctuation in market interest rates of one percentage
point (or 100 basis points) would not have a material impact on our results of operations or financial condition.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Our consolidated financial statements listed in Item 15(a), and which begin on page F-1, of this report are incorporated
herein by reference and are filed as a part of this report.
Certain Non-GAAP Financial Measures
In our Annual Report to Shareholders (of which this annual report on Form 10-K is a part), under the heading “Financial
Highlights,” we reported net income and earnings per share both including and excluding the impact of restructuring and
asset impairment charges.
The net income, earnings per share and operating income margin figures excluding the impact of the items specified
above are “non-GAAP” financial measures. We provide this information because we believe it is useful to investors in
evaluating our ongoing operations. Non-GAAP financial measures provide insight into this selected financial information
42
and should be evaluated in the context in which they are presented. These measures are of limited usefulness in
evaluating our overall financial results presented in accordance with GAAP and should be considered in conjunction with
the consolidated financial statements, including the related notes, and Management’s Discussion and Analysis of
Financial Condition and Results of Operations included elsewhere in this report.
ITEM 9.
CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
General Description of Internal Control over Financial Reporting
Evaluation of Disclosure Controls and Procedures
Our management, with the participation of our principal executive officer and principal financial officer, evaluated the
effectiveness of our disclosure controls and procedures as of the end of the fiscal quarter ended February 1, 2015. Based
on this evaluation, our principal executive officer and our principal financial officer concluded that our disclosure controls
and procedures were effective as of February 1, 2015, the end of the period covered by this annual report, to provide
reasonable assurance that information required to be disclosed in the reports that we file or submit under the Securities
Exchange Act of 1934, as amended, is accumulated and communicated to the Company’s management, including our
principal executive officer and principal financial officer, as appropriate to allow timely decisions regarding required
disclosure and are effective to provide reasonable assurance that such information is recorded, processed, summarized
and reported within the time periods specified in the Securities and Exchange Commission’s rules and forms.
Management’s Annual Report on Internal Control over Financial Reporting
In accordance with Section 404 of the Sarbanes-Oxley Act and SEC rules thereunder, management has conducted an
assessment of our internal control over financial reporting as of February 1, 2015. Management’s report regarding that
assessment is included on page F-2 of this report, with our consolidated financial statements, and is incorporated herein
by reference.
Report of Registered Public Accounting Firm
Our independent registered public accounting firm, KPMG LLP, audited the consolidated financial statements included in
this annual report on Form 10-K and has issued an audit report on the effectiveness of our internal control over financial
reporting. KPMG’s report is included on page F-4 of this report, with our consolidated financial statements, and is
incorporated herein by reference.
Changes in Internal Control over Financial Reporting
There have been no changes in our internal control over financial reporting for our fourth quarter ended February 1, 2015,
that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
ITEM 9B. OTHER INFORMATION
None.
43
Hooker Furniture Corporation
Part III
In accordance with General Instruction G (3) of Form 10-K, most of the information called for by Items 10, 11, 12, 13 and
14 of Part III will be incorporated by reference to the Company’s definitive Proxy Statement for its Annual Meeting of
Shareholders scheduled to be held June 4, 2015 (the “2015 Proxy Statement”), as set forth below.
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Information relating to our directors will be set forth under the caption “Proposal One Election of Directors” in the 2015
Proxy Statement and is incorporated herein by reference.
Information relating to our executive officers is included in Part I of this report under the caption “Executive Officers of
Hooker Furniture Corporation” and is incorporated herein by reference.
Information relating to compliance with Section 16(a) of the Exchange Act will be set forth under the caption “Section
16(a) Beneficial Ownership Reporting Compliance” in the 2015 Proxy Statement and is incorporated herein by reference.
Information relating to the code of ethics that applies to our principal executive officer, principal financial officer, principal
accounting officer or controller, or persons performing similar functions will be set forth under the caption “Code of
Business Conduct and Ethics” in the 2015 Proxy Statement and is incorporated herein by reference.
Information relating to material changes, if any, in the procedures by which shareholders may recommend nominees for
our Board of Directors will be set forth under the caption “Procedures for Shareholder Recommendations of Director
Nominees” in the 2015 Proxy Statement and is incorporated herein by reference.
Information relating to the Audit Committee of our Board of Directors, including the composition of the Audit Committee
and the Board’s determinations concerning whether certain members of the Audit Committee are “financial experts” as
that term is defined under Item 407(d)(5) of Regulation S-K will be set forth under the captions “Corporate Governance”
and “Audit Committee” in the 2015 Proxy Statement and is incorporated herein by reference.
ITEM 11. EXECUTIVE COMPENSATION
Information relating to this item will be set forth under the captions “Report of the Compensation Committee,” “Executive
Compensation” and “Director Compensation” in the 2015 Proxy Statement and is incorporated herein by reference.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED
SHAREHOLDER MATTERS
Information relating to this item will be set forth under the captions “Equity Compensation Plan Information” and “Security
Ownership of Certain Beneficial Owners and Management” in the 2015 Proxy Statement and is incorporated herein by
reference.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
Information relating to this item will be set forth in the last paragraph under the caption “Audit Committee” and the caption
“Corporate Governance” in the 2015 Proxy Statement and is incorporated herein by reference.
ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES
Information relating to this item will be set forth under the caption “Proposal Three Ratification of Selection of Independent
Registered Public Accounting Firm” in the 2015 Proxy Statement and is incorporated herein by reference.
44
ITEM 15. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
Hooker Furniture Corporation
Part IV
(a)
Documents filed as part of this report on Form 10-K:
(1)
The following financial statements are included in this report on Form 10-K:
Management’s Report on Internal Control Over Financial Reporting
Reports of Independent Registered Public Accounting Firm
Consolidated Balance Sheets as of February 1, 2015 and February 2, 2014.
Consolidated Statements of Income for the fifty-two week periods ended February 1, 2015 and February 2,
2014 and the fifty-three week period ended February 3, 2013.
Consolidated Statements of Comprehensive Income for the fifty-two week periods ended February 1, 2015 and
February 2, 2014, and the fifty-three week period ended February 3, 2013.
Consolidated Statements of Cash Flows for the fifty-two week periods ended February 1, 2015 and February 2,
2014 and the fifty-three week period ended February 3, 2013.
Consolidated Statements of Shareholders’ Equity for the fifty-two week periods ended February 1, 2015 and
February 2, 2014 and the fifty-three week period ended February 3, 2013.
Notes to Consolidated Financial Statements
(2)
Financial Statement Schedules:
Financial Statement Schedules have been omitted because the information required has been separately
disclosed in the consolidated financial statements or related notes.
Exhibits:
Amended and Restated Articles of Incorporation of the Company, as amended March 28, 2003 (incorporated by
reference to Exhibit 3.1 of the Company’s Form 10-Q (SEC File No. 000-25349) for the quarter ended February
28, 2003)
Amended and Restated Bylaws of the Company as amended December 10, 2013 (incorporated by reference
to Exhibit 3.2 of the Company’s Form 10-K (SEC File No. 000-25349) for the fiscal year ended February 2,
2014)
Amended and Restated Articles of Incorporation of the Company (See Exhibit 3.1)
Amended and Restated Bylaws of the Company (See Exhibit 3.2)
(b)
3.1
3.2
4.1
4.2
Pursuant to Regulation S-K, Item 601(b)(4)(iii), instruments, if any, evidencing long-term debt not exceeding
10% of the Company’s total assets have been omitted and will be furnished to the Securities and Exchange
Commission upon request.
10.1(a) Form of Executive Life Insurance Agreement dated December 31, 2003, between the Company and certain of
its executive officers (incorporated by reference to Exhibit 10.1 of the Company’s Form 10-Q (SEC File No. 000-
25349) for the quarter ended February 29, 2004)*
10.1(b) Form of Outside Director Restricted Stock Agreement (incorporated by reference to Exhibit 99.1 of the
Company’s Current Report on Form 8-K (SEC File No. 000-25349) filed on January 17, 2006)*
10.1(c) 2010 Amendment and Restatement of the Hooker Furniture Corporation 2005 Stock Incentive Plan
(incorporated by reference to Appendix A of the Company’s Definitive Proxy Statement dated March 7, 2010
(SEC File No. 000-25349))*
45
10.1(d) 2010 Amended and Restated Hooker Furniture Corporation Supplemental Retirement Income Plan, dated as of
June 8, 2010 (incorporated by reference to Exhibit 10.1 of the Company’s Form 10-Q (SEC File No. 000-25349)
for the quarter ended October 31, 2010)*
10.1(e) Form of Time-Based Restricted Stock Unit Agreement (incorporated by reference to Exhibit 10.1 of the Company’s
Current Report on Form 8-K (SEC File No. 000-25349) filed on February 13, 2012)*
10.1(f)
Form of Performance Grant Agreement (incorporated by reference to Exhibit 10.2 of the Company’s Current
Report on Form 8-K (SEC File No. 000-25349) filed on February 13, 2012)*
10.1(g) Employment Agreement, dated August 22, 2011, between Michael W. Delgatti, Jr. and the Company
(incorporated by reference to Exhibit 10.1(l) of the Company’s Form 10-K (SEC File No. 000-25349) filed on
April 12, 2013)*
10.1(h) Consulting Letter Agreement dated May 21, 2014, between the Company and Alan D. Cole. (incorporated by
reference to Exhibit 10.1(b) of the Company’s Form 10-Q (SEC File No. 000-25349) for the quarter ended May 4,
2014)*
10.2(a) Loan Agreement, dated as of December 7, 2010, between Bank of America, N.A. and the Company
(incorporated by referenced to Exhibit 10.1 of the Company’s Current Report on Form 8-K (SEC File No. 000-
25349) filed on December 8, 2010
10.2(b) Amendment No. 1 to Loan Agreement, dated as of May 18, 2012, between Bank of America, N.A. and the
Company (incorporated by referenced to Exhibit 10.1 of the Company’s Quarterly Report on Form 10-Q (SEC
File No. 000-25349) filed on June 6, 2012
21
List of Subsidiaries:
Bradington-Young LLC, a Virginia limited liability company
Sam Moore Furniture LLC, a Virginia limited liability company
23
Consent of Independent Registered Public Accounting Firm (filed herewith)
31.1
Rule 13a-14(a) Certification of the Company’s principal executive officer (filed herewith)
31.2
Rule 13a-14(a) Certification of the Company’s principal financial officer (filed herewith)
32.1
101
Rule 13a-14(b) Certification of the Company’s principal executive officer and principal financial officer pursuant
to 18 U.S.C. Section 1350 as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002 (filed
herewith)
The following financial statements from the Company's Annual Report on Form 10-K for the fiscal year ended
February 1, 2015, formatted in Extensible Business Reporting Language (“XBRL”): (i) consolidated balance
sheets, (ii) consolidated statements of income, (iii) consolidated statements of comprehensive income, (iv)
consolidated statements of cash flows, (v) consolidated statements of shareholders’ equity and (vi) the notes to
the consolidated financial statements, tagged as blocks of text (filed herewith)
*Management contract or compensatory plan
46
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.
SIGNATURES
April 17, 2015
HOOKER FURNITURE CORPORATION
/s/ Paul B. Toms, Jr.
Paul B. Toms, Jr.
Chairman and 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
/s/ Paul B. Toms, Jr.
Paul B. Toms, Jr.
Chairman, Chief Executive Officer and
Director (Principal Executive Officer)
Date
April 17, 2015
/s/ Paul A. Huckfeldt
Paul A. Huckfeldt
Senior Vice President - Finance and Accounting April 17, 2015
and Chief Financial Officer (Principal
Financial and Accounting Officer)
/s/ W. Christopher Beeler, Jr.
W. Christopher Beeler, Jr.
/s/ John L. Gregory, III
John L. Gregory, III
/s/ E. Larry Ryder
E. Larry Ryder
/s/ Mark F. Schreiber
Mark F. Schreiber
/s/ David G. Sweet
David G. Sweet
/s/ Henry G. Williamson, Jr.
Henry G. Williamson, Jr.
Director
Director
Director
Director
Director
Director
April 17, 2015
April 17, 2015
April 17, 2015
April 17, 2015
April 17, 2015
April 17, 2015
47
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Page
Management’s Report on Internal Control Over Financial Reporting ...................................... F-2
Reports of Independent Registered Public Accounting Firm ................................................... F-3
Consolidated Balance Sheets as of February 1, 2015 and February 2, 2014 ......................... F-5
Consolidated Statements of Income for the fifty-two week periods ended February 1, 2015
and February 2, 2014 and fifty-three week period ended February 3, 2013 ........................... F-6
Consolidated Statements of Comprehensive Income for the fifty-two week periods ended
February 1, 2015 and February 2, 2014 and fifty-three week period ended February 3, 2013 . F-7
Consolidated Statements of Cash Flows for the fifty-two week periods ended February 1, 2015
and February 2, 2014 and the fifty-three week period ended February 3, 2013 . .................... F-8
Consolidated Statements of Shareholders’ Equity for the fifty-two week periods ended
February 1, 2015 and February 2, 2014 and fifty-three week period ended
February 3, 2013 ……….......................................................................................................... F-9
Notes to Consolidated Financial Statements ........................................................................... F-10
F-1
MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
To the Shareholders of
Hooker Furniture Corporation
Martinsville, Virginia
Management is responsible for establishing and maintaining adequate internal control over financial reporting, as defined
in Securities Exchange Act Rule 13a-15(f). Under the supervision and with the participation of management, including the
principal executive officer and principal financial officer, the Company conducted an evaluation of the effectiveness of its
internal control over financial reporting based on the framework in Internal Control—Integrated Framework (1992) issued
by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Based on the Company’s
evaluation under that framework, management concluded that the Company’s internal control over financial reporting was
effective as of February 1, 2015.
The effectiveness of the Company’s internal control over financial reporting as of February 1, 2015 has been audited by
KPMG LLP, the Company’s independent registered public accounting firm, as stated in their report which is included
herein.
Paul B. Toms, Jr.
Chairman and Chief Executive Officer
(Principal Executive Officer)
April 17, 2015
Paul A. Huckfeldt
Senior Vice President – Finance and Accounting
and Chief Financial Officer
(Principal Financial and Accounting Officer)
April 17, 2015
F-2
Report of Independent Registered Public Accounting Firm
The Board of Directors and Shareholders
Hooker Furniture Corporation:
We have audited Hooker Furniture Corporation and subsidiaries’ internal control over financial reporting as of February 1,
2015, based on Internal Control—Integrated Framework (1992) issued by the Committee of Sponsoring Organizations of
the Treadway Commission (COSO). Hooker Furniture Corporation and subsidiaries’ management is responsible for
maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control
over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting.
Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit.
We 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, Hooker Furniture Corporation maintained, in all material respects, effective internal control over financial
reporting as of February 1, 2015, based on Internal Control—Integrated Framework (1992) 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 Hooker Furniture Corporation and subsidiaries as of February 1, 2015 and
February 2, 2014, and the related consolidated statements of operations, comprehensive income, shareholders’ equity,
and cash flows for each of the years in the three-year period ended February 1, 2015, and our report dated April 17, 2015
expressed an unqualified opinion on those consolidated financial statements.
/s/ KPMG LLP
Charlotte, North Carolina
April 17, 2015
F-3
Report of Independent Registered Public Accounting Firm
The Board of Directors and Shareholders
Hooker Furniture Corporation:
We have audited the accompanying consolidated balance sheets of Hooker Furniture Corporation and subsidiaries as of
February 1, 2015 and February 2, 2014, and the related the consolidated statements of income, comprehensive income,
shareholders’ equity, and cash flows for each of the years in the three-year period ended February 1, 2015. 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 Hooker Furniture Corporation and subsidiaries as of February 1, 2015 and February 2, 2014, and the results of
their operations and their cash flows for each of the years in the three-year period ended February 1, 2015, 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), Hooker Furniture Corporation’s internal control over financial reporting as of February 1, 2015, based on criteria
established in Internal Control – Integrated Framework (1992) issued by the Committee of Sponsoring Organizations of
the Treadway Commission (COSO), and our report dated April 17, 2015 expressed an unqualified opinion on the
effectiveness of the Company’s internal control over financial reporting.
/s/ KPMG LLP
Charlotte, North Carolina
April 17, 2015
F-4
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS
(In thousands)
As of
Assets
Current assets
Cash and cash equivalents
Trade accounts receivable, less allowance for doubtful
accounts of $1,329 and $1,243 on each respective date
Inventories
Prepaid expenses and other current assets
Deferred taxes
Income tax recoverable
Total current assets
Property, plant and equipment, net
Cash surrender value of life insurance policies
Deferred taxes
Intangible assets
Other assets
Total non-current assets
Total assets
Liabilities and Shareholders’ Equity
Current liabilities
Trade accounts payable
Accrued salaries, wages and benefits
Income tax accrual
Accrued commissions
Other accrued expenses
Customer deposits
Total current liabilities
Deferred compensation
Income tax accrual
Other liabilities
Total long-term liabilities
Total liabilities
Shareholders’ equity
Common stock, no par value, 20,000 shares authorized,
10,774 and 10,753 shares issued and outstanding on each date
Retained earnings
Accumulated other comprehensive income
Total shareholders’ equity
Total liabilities and shareholders’ equity
February 1,
2015
February 2,
2014
$
38,663
$
23,882
32,245
44,973
2,353
1,704
-
119,938
22,824
20,373
4,188
1,382
2,050
50,817
170,755
$
$
10,293
4,824
1,368
916
813
853
19,067
8,329
90
360
8,779
27,846
17,852
125,392
(335)
142,909
170,755
$
29,393
49,016
2,413
1,664
682
107,050
23,752
18,891
4,051
1,382
355
48,431
155,481
$
$
7,077
3,478
-
934
759
659
12,907
7,668
103
-
7,771
20,678
17,585
117,120
98
134,803
155,481
$
F-5
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF INCOME
(In thousands, except per share data)
For the 52 Week Periods Ended February 1, 2015 and February 2, 2014 and the 53 Week
Period Ended February 3, 2013
Net sales
Cost of sales
Gross profit
Selling and administrative expenses
Operating income
Other income (expense), net
Income before income taxes
Income taxes
Net income
Earnings per share:
Basic
Diluted
2015
2014
2013
$
244,350
$
228,293
$
218,359
181,550
173,568
165,813
62,800
43,752
19,048
350
19,398
6,820
54,725
52,546
42,222
39,606
12,503
12,940
(35)
53
12,468
12,993
4,539
4,367
$
12,578
$
7,929
$
8,626
$
$
1.17
1.16
$
$
0.74
0.74
$
$
0.80
0.80
Weighted average shares outstanding:
Basic
Diluted
10,736
10,771
10,722
10,752
10,745
10,775
Cash dividends declared per share
$
0.40
$
0.40
$
0.40
See accompanying Notes to Consolidated Financial Statements.
F-6
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(In thousands)
For the 52 Week Periods Ended February 1, 2015 and February 2, 2014 and the 53 Week Period
Ended February 3, 2013
Net Income
Other comprehensive income (loss):
Amortization of actuarial (loss) gain
Income tax effect on amortization of actuarial gains
Adjustments to net periodic benefit cost
2015
2014
2013
$
12,578
$
7,929
$
8,626
(687)
254
(433)
(163)
59
(104)
145
(51)
94
Comprehensive Income
$
12,145
$
7,825
$
8,720
See accompanying Notes to Consolidated Financial Statements.
F-7
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In thousands)
For the 52 Week Periods Ended February 1, 2015 and February 2, 2014 and the 53 Week
Period Ended February 3, 2013
Operating Activities:
Net income
Adjustments to reconcile net income to net cash
provided by (used in) operating activities:
Depreciation and amortization
(Gain) loss on disposal of assets
Deferred income tax expense
Non-cash restricted stock and performance awards
Provision for doubtful accounts
Changes in assets and liabilities
Trade accounts receivable
Income tax recoverable
Inventories
Gain on life insurance policies
Prepaid expenses and other current assets
Trade accounts payable
Accrued salaries, wages and benefits
Accrued income taxes
Accrued commissions
Customer deposits
Other accrued (income) expenses
Deferred compensation
Other long-term liabilities
Net cash provided by (used in) operating activities
Investing Activities:
Purchases of property, plant and equipment
Proceeds received on notes receivable
Proceeds from sale of property and equipment
Purchase of intangible
Premiums paid on life insurance policies
Proceeds received on life insurance policies
Net cash used in investing activities
Financing Activities:
Cash dividends paid
Purchase and retirement of common stock
Net cash used in financing activities
2015
2014
2013
$
12,578
$
7,929
$
8,626
2,599
(23)
(135)
123
928
(3,780)
682
4,043
(709)
(76)
3,216
1,347
1,368
(18)
194
56
317
58
22,768
(2,994)
31
71
-
(789)
-
(3,681)
(4,306)
-
(4,306)
2,491
(8)
340
338
456
(1,576)
(682)
856
(147)
30
(4,499)
162
(751)
(62)
659
(31)
88
103
5,696
(3,471)
36
22
(125)
(834)
517
(3,855)
(4,301)
-
(4,301)
2,566
32
20
465
61
(2,526)
-
(15,736)
(680)
172
2,387
(539)
1,444
44
-
251
80
-
(3,333)
(4,061)
37
303
-
(902)
-
(4,623)
(5,386)
(671)
(6,057)
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of year
Cash and cash equivalents at the end of year
14,781
23,882
38,663
$
(2,460)
26,342
23,882
$
(14,013)
40,355
26,342
$
Supplemental schedule of cash flow information:
Income taxes paid, net
$
4,696
$
5,534
$
2,901
See accompanying Notes to Consolidated Financial Statements.
F - 8
HOOKER FURNITURE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF SHAREHOLDERS' EQUITY
(In thousands, except per share data)
For the 52 Week Periods Ended February 1, 2015 and February 2, 2014 and the 53 Week Period Ended February 3, 2013
Balance at January 29, 2012
Net income
Unrealized gain on defined benefit plan
Cash dividends paid and accrued ($0.40 per share)
Purchase and retirement of common stock
Restricted stock grants, net of forfeitures
Restricted stock compensation cost
Balance at February 3, 2013
Net income
Unrealized loss on defined benefit plan
Cash dividends paid and accrued ($0.40 per share)
Restricted stock grants, net of forfeitures
Restricted stock compensation cost
Balance at February 2, 2014
Net income
Unrealized loss on defined benefit plan
Cash dividends paid and accrued ($0.40 per share)
Restricted stock grants, net of forfeitures
Restricted stock compensation cost
Balance at February 1, 2015
Common Stock
Shares
10,793
Amount
$
17,262
-
-
-
(58)
11
-
10,746
-
-
-
7
-
10,753
-
-
-
21
-
10,774
-
-
-
(93)
-
191
17,360
$
-
-
-
(8)
233
17,585
$
-
-
-
51
216
17,852
$
Accumulated
Other
Comprehensive
Income
Retained
Earnings
$
109,742
$
109
8,626
-
(4,307)
(578)
-
-
113,483
$
7,929
-
(4,301)
9
-
117,120
$
12,578
-
(4,306)
-
-
125,392
$
-
94
-
-
-
-
202
$
-
(104)
-
-
-
98
$
-
(433)
-
-
-
(335)
$
Total
Shareholders'
Equity
$
127,113
8,626
94
(4,307)
(671)
-
191
131,045
$
7,929
(104)
(4,301)
-
233
134,803
$
12,578
(433)
(4,306)
51
216
142,909
$
See accompanying Notes to Consolidated Financial Statements.
F-9
Notes to Consolidated Financial Statements
(Tables in thousands, except per share data)
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Nature of Business
Hooker Furniture Corporation and subsidiaries (the “Company,” “we,” “us” and “our”) design, import, manufacture and
market residential household furniture for sale to wholesale and retail merchandisers located principally in North America.
Consolidation
The consolidated financial statements include the accounts of Hooker Furniture Corporation and our wholly owned
subsidiaries. All material intercompany accounts and transactions have been eliminated in consolidation. All references to
the Company refer to the Company and our consolidated subsidiaries, unless specifically referring to segment
information. For comparative purposes, certain amounts in the consolidated financial statements and notes have been
reclassified to conform to the fiscal 2015 presentation.
Segments
We are organized into three operating segments – casegoods, upholstery and an all other segment. The upholstery
segment consists of Bradington-Young, Sam Moore Furniture and Hooker Upholstery. The All other segment consists of
H Contract and Homeware.
Prior to the fiscal 2015 third quarter, we reported our results of operations in two operating segments- casegoods and
upholstery. In reports prior to the fiscal 2015 third quarter, we aggregated the results of our two new business ventures –
H Contract and Homeware- with our casegoods segment in accordance with the provisions of ASC 280, Segment
Reporting. We did this primarily due to the similarity of the products, production processes, distribution methods, types of
customers and regulatory environment. These similarities persist and although H Contract and Homeware are likely to
remain immaterial to our consolidated results of operations for the near-to-medium term, we believe that information about
these businesses would be beneficial to the readers of our financial statements, as it is to management; therefore, we
have elected to separately disclose information about them in an “All other” segment.
Cash and Cash Equivalents
We temporarily invest unused cash balances in a high quality, diversified money market fund that provides for daily
liquidity and pays dividends monthly. Cash equivalents are stated at cost plus accrued interest, which approximates fair
value.
Trade Accounts Receivable
Substantially all of our trade accounts receivable are due from retailers and dealers that sell residential home furnishings,
which consist of a large number of entities with a broad geographic dispersion. We perform credit evaluations of our
customers and generally do not require collateral. In the event a receivable is determined to be potentially uncollectible,
we engage collection agencies or law firms to attempt to collect amounts owed to us after all internal collection attempts
have ended. Once we have determined the receivable is uncollectible, it is charged against the allowance for doubtful
accounts. Our upholstered furniture subsidiaries factor substantially all of their receivables on a non-recourse basis.
Accounts receivable are reported net of allowance for doubtful accounts.
Fair Value Measurements
We utilize valuation techniques that maximize the use of observable inputs and minimize the use of unobservable inputs
to the extent possible. We determine fair value based on assumptions that we believe market participants would use in
pricing an asset or liability in the principal or most advantageous market. When considering market participant
assumptions in fair value measurements, the following fair value hierarchy distinguishes between observable and
unobservable inputs, which are categorized in one of the following levels:
Level 1 Inputs: Unadjusted quoted prices in active markets for identical assets or liabilities accessible to the
reporting entity at the measurement date.
F - 10
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Level 2 Inputs: Observable inputs other than quoted prices included in Level 1 inputs that are observable for the
asset or liability, either directly or indirectly, for substantially the full term of the asset or liability.
Level 3 Inputs: Unobservable inputs for the asset or liability used to measure fair value to the extent that
observable inputs are not available, thereby allowing for situations in which there is little, if any, market activity for
the asset or liability at measurement date.
Fair Value of Financial Instruments
The carrying value for each of our financial instruments (consisting of cash and cash equivalents, trade accounts
receivable and payable, and accrued liabilities) approximates fair value because of the short-term nature of those
instruments.
Inventories
All inventories are stated at the lower of cost, using the last-in, first-out (LIFO) method, or market value.
Property, Plant and Equipment
Property, plant and equipment are stated at cost, less allowances for depreciation. Provision for depreciation has been
computed at annual rates using straight-line or declining balance depreciation methods that will amortize the cost of the
depreciable assets over their estimated useful lives.
Impairment of Long-Lived Assets
Long-lived assets, such as property, plant and equipment, are evaluated for impairment annually or more frequently when
events or changes in circumstances indicate that the carrying amount of the assets may not be recoverable through the
estimated undiscounted future cash flows from the use of those assets. When any such impairment exists, the related
assets are written down to fair value. Long-lived assets subject to disposal by sale are measured at the lower of their
carrying amount or fair value less estimated cost to sell, are no longer depreciated, and are reported separately as “assets
held for sale” in the consolidated balance sheets.
Intangible Assets
We own certain indefinite-lived intangible assets related to our upholstery segment and all other segment. We may
acquire additional amortizable assets and/or indefinite lived intangible assets in the future. Our indefinite-lived intangible
assets are trademarks, trade names and a URL, which are not amortized but are tested for impairment annually or more
frequently if events or circumstances indicate that the asset might be impaired. The fair value of our indefinite-lived
intangible assets is determined based on the estimated earnings and cash flow capacity of those assets. The impairment
test consists of a comparison of the fair value of the indefinite-lived intangible assets with their carrying amount. If the
carrying amount of the indefinite-lived intangible assets exceeds their fair value, an impairment loss is recognized in an
amount equal to that excess.
Trade names are tested for impairment annually as of the end of our fiscal year or more frequently if events or changes in
circumstances indicate that the asset might be impaired. Circumstances that could indicate a potential impairment
include:
a significant adverse change in the economic or business climate either within the furniture industry or the
national or global economy;
significant changes in demand for our products;
loss of key personnel; and
the likelihood that a reporting unit or significant portion of a reporting unit will be sold or otherwise subject to
disposal.
F-11
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
The assumptions used to determine the fair value of our intangible assets are highly subjective, involve significant
judgment and include long term growth rates, sales volumes, projected revenues, assumed royalty rates and various
factors used to develop an applied discount rate. If the assumptions that we use in these calculations differ from actual
results, we may realize additional impairment on our intangible assets which may have a material adverse effect on our
results of operations and financial condition.
Cash Surrender Value of Life Insurance Policies
We own eighty-seven life insurance policies on certain of our current and former executives and other key employees.
These policies have a carrying value of approximately $20 million and a face value of approximately $34 million.
Proceeds from the policies are used to fund certain employee benefits and for other general corporate purposes. We
account for life insurance as a component of employee benefits cost. Consequently the cost of the coverage and any
resulting gains or losses related to those insurance policies are recorded as a decrease or increase to operating income.
Cash payments that increase the cash surrender value of these policies are classified as investing outflows on the
Consolidated Statements of Cash Flows, with amounts paid in excess of the increase in cash surrender value included in
operating activities. Gains on life insurance policies, which typically occur at the time a policy is redeemed, are included in
the reconciliation of net income to net cash used in or provided by operating activities.
Revenue Recognition
Our sales revenue is recognized when title and the risk of loss pass to the customer, which typically occurs at the time of
shipment. In some cases however, title does not pass until the shipment is delivered to the customer. Sales are recorded
net of allowances for trade promotions, estimated product returns, rebate advertising programs and other discounts.
Cost of Sales
The major components of cost of sales are:
the cost of imported products purchased for resale;
raw materials and supplies used in our domestically manufactured products;
labor and overhead costs associated with our domestically manufactured products; the cost of our foreign import
operations;
charges or credits associated with our inventory reserves;
warehousing and certain shipping and handling costs; and
all other costs required to be classified as cost of sales.
Selling and Administrative Expenses
The major components of our selling and administrative expenses are:
the cost of our marketing and merchandising efforts, including showroom expenses;
sales and design commissions;
the costs of administrative support functions including, executive management, information technology, human
resources and finance; and
all other costs required to be classified as selling and administrative expenses.
Advertising
We offer advertising programs to qualified dealers under which we may provide signage, catalogs and other marketing
support to our dealers and may reimburse advertising and other costs incurred by our dealers in connection with
promoting our products. The cost of these programs does not exceed the fair value of the benefit received. We charge
the cost of point-of-purchase materials (including signage and catalogs) to selling and administrative expense as incurred.
Advertising costs charged to selling and administrative expense for fiscal years 2015, 2014 and 2013 were $2.0 million,
$2.2 million and $2.3 million, respectively. The costs for other advertising allowance programs are charged against net
F-12
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
sales. We also have arrangements with some dealers to reimburse them for a portion of their advertising costs, which
provides advertising benefits to us. Costs for these arrangements are expensed as incurred and are netted against
revenues in our consolidated statements of income and comprehensive income.
Income Taxes
At times, tax law and generally accepted accounting principles differ in the treatment of certain income and expense
items. These items may be excluded or included in taxable income at different times than is required for GAAP or “book”
reporting purposes. These differences may be permanent or temporary in nature.
We determine our annual effective income tax rate based on forecasted pre-tax book income and forecasted permanent
book and tax differences. The rate is established at the beginning of the year and is evaluated on a quarterly basis. We
consider the level and mix of income of our separate legal entities, statutory tax rates, business credits available in the
various jurisdictions in which we operate and permanent tax differences. Significant judgment is required in evaluating tax
positions that affect the annual tax rate. Any changes to the forecasted information may cause adjustments to the
effective rate. Additional tax, interest and penalties associated with uncertain tax positions are recognized in tax expense
on a quarterly basis.
To the extent any book and tax differences are temporary in nature, that is, the book realization will occur in a different
period than the tax realization, a deferred tax asset or liability is established. To the extent a deferred tax asset is created,
we evaluate our ability to realize this asset. If we determine that we will not be able to fully utilize deferred tax assets, we
establish a valuation reserve. In assessing the realization of deferred tax assets, we consider whether it is more likely than
not that some portion or all of the deferred tax assets will be realized. The ultimate realization of deferred tax assets is
primarily dependent upon the generation of future taxable income during the periods in which those temporary differences
reverse.
Earnings Per Share
We use the two class method to compute basic earnings per share. Under this method we allocate earnings to common
shares and participating securities according to their participation rights in dividends declared and undistributed earnings
and divide the income available to each class by the weighted average number of common shares for the period in each
class. Unvested restricted stock grants made to our non-employee directors are considered participating securities
because the shares have the right to receive non-forfeitable dividends. Because the participating shares have no
obligation to share in net losses, we do not allocate losses to our common shares in this calculation.
Diluted earnings per share reflect the potential dilutive effect of securities that could share in our earnings. Restricted
stock awarded to non-employee directors and restricted stock units granted to employees that have not yet vested are
considered when computing diluted earnings per share. We use the treasury stock method to determine the dilutive effect
of both unvested restricted stock and unvested restricted stock units. Shares of unvested restricted stock and unvested
restricted stock units under a stock-based compensation arrangement are considered options for purposes of computing
diluted earnings per share and are considered outstanding shares as of the grant date for purposes of computing diluted
earnings per share even though their exercise may be contingent upon vesting. Those stock-based awards are included
in the diluted earnings per share computation even if the non-employee director may be required to forfeit the stock at
some future date, or no shares may ever be issued to the employees. Unvested restricted stock and unvested restricted
stock units are not included in outstanding common shares in computing basic earnings per share.
Use of Estimates
The preparation of financial statements in conformity with U.S. generally accepted accounting principles requires us to
make estimates and assumptions that affect the reported amounts of: (i) assets and liabilities, including disclosures
regarding contingent assets and liabilities at the dates of the financial statements; and (ii) revenue and expenses during
the reported periods. Significant items subject to such estimates and assumptions include the useful lives of fixed assets;
allowance for doubtful accounts; deferred tax assets; the valuation of fixed assets; our supplemental retirement income
plan; and stock-based compensation. These estimates and assumptions are based on our best judgments. We evaluate
F-13
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
these estimates and assumptions on an ongoing basis using historical experience and other factors, including the current
economic environment, which we believe to be reasonable under the circumstances. We adjust our estimates and
assumptions as facts and circumstances dictate. Actual results could differ from our estimates.
NOTE 2- FISCAL YEAR
Our fiscal years end on the Sunday closest to January 31. In some years, generally once every six years, the fourth
quarter will be fourteen weeks long and the fiscal year will consist of fifty-three weeks. For example, the 2013 fiscal year
that ended on February 3, 2013 was a 53-week fiscal year. Our quarterly periods are based on thirteen-week “reporting
periods,” which end on Sundays. As a result, each quarterly period generally will be thirteen weeks, or 91 days long,
except as noted above.
In the notes to the consolidated financial statements, references to the:
2015 fiscal year and comparable terminology mean the fiscal year that began February 3, 2014 and ended
February 1, 2015;
2014 fiscal year and comparable terminology mean the fiscal year that began February 4, 2013 and ended
February 2, 2014; and
2013 fiscal year and comparable terminology mean the fiscal year that began January 30, 2012 and ended
February 3, 2013.
NOTE 3 – ALLOWANCE FOR DOUBTFUL ACCOUNTS
The activity in the allowance for doubtful accounts was:
Balance at beginning of year
Non-cash charges to cost and expenses
Less uncollectible receivables written off, net of recoveries
Balance at end of year
NOTE 4 – ACCOUNTS RECEIVABLE
Fifty-Two
Fifty-Two
Weeks Ended Weeks Ended Weeks Ended
February 2,
2014
February 1,
2015
February 3,
2013
Fifty-Three
$
$
$
1,243
928
(842)
1,329
1,249
456
(462)
1,243
1,632
61
(444)
1,249
$
$
$
Trade accounts receivable
Receivable from factor
Allowance for doubtful accounts
Accounts receivable
February 1,
2015
February 2,
2014
$
$
25,322
8,252
(1,329)
32,245
22,776
7,860
(1,243)
29,393
$
$
“Receivable from factor” represents amounts due with respect to factored accounts receivable. We factor substantially all
of our domestically produced upholstery accounts receivable without recourse to us.
Under our factoring agreement, invoices for domestically produced upholstery products are generated and transmitted to
our customers, with copies to the factor on a daily basis, as products are shipped to our customers. The factor collects
the amounts due and remits collected funds to us semi-weekly, less factoring fees. We retain ownership of the accounts
receivable until the invoices are 90 days past due. At that time, the factor pays us the net invoice amount, less factoring
fees, and takes ownership of the accounts receivable. The factor is then entitled to collect the invoices on its own behalf
F-14
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
and retain any subsequent remittances. The invoiced amounts are reported as accounts receivable on our condensed
consolidated balance sheets, generally from the date the merchandise is shipped to our customer until payment is
received from the factor.
A limited number of our accounts receivable for our domestically produced upholstery are factored with recourse to us.
The amounts of these receivables at February 1, 2015 and February 2, 2014 were $237,000 and $324,000 respectively. If
the factor is unable to collect the amounts due, invoices are returned to us for collection. We include an estimate of
potentially uncollectible receivables in our calculation of our allowance for doubtful accounts.
NOTE 5 – INVENTORIES
Finished furniture
Furniture in process
Materials and supplies
Inventories at FIFO
Reduction to LIFO basis
Inventories
$
February 1,
2015
54,896
615
9,131
64,642
(19,669)
44,973
$
$
February 2,
2014
58,515
804
8,068
67,387
(18,371)
49,016
$
If the first-in, first-out (FIFO) method had been used in valuing all inventories, net income would have been $13.4 million in
fiscal 2015, $8.2 million in fiscal 2014 and $9.2 million in fiscal 2013. We recorded total LIFO expense of $1.3 million in
fiscal 2015, $493,000 in fiscal 2014 and $836,000 in fiscal 2013. The reduction in LIFO basis as of February 2, 2013 and
January 29, 2012 was $17.9 million and $17.0 million, respectively.
At February 1, 2015 and February 2, 2014, we had approximately $1.1 million and $1.0 million, respectively, in consigned
inventories, which are included in the “Finished furniture” line in the table above.
At February 1, 2015, we held $10.2 million in inventory (approximately 6% of total assets) outside of the United States, in
China and in Vietnam. At February 2, 2014, we held $9.7 million in inventory (approximately 6.2% of total assets) outside
of the United States, all in China.
NOTE 6 – PROPERTY, PLANT AND EQUIPMENT
Depreciable Lives February 1, February 2,
(In years)
2015
2014
15 - 30
3 - 10
10
Term of lease
3 - 8
5
Buildings and land improvements
Computer software and hardware
Machinery and equipment
Leasehold improvements
Furniture and fixtures
Other
Total depreciable property at cost
Less accumulated depreciation
Total depreciable property, net
Land
Construction-in-progress
Property, plant and equipment, net
F-15
$
$
22,162
18,444
4,757
2,840
2,240
628
51,070
32,790
18,280
1,067
3,477
22,824
24,026
22,294
4,495
2,765
2,060
689
56,329
36,447
19,882
1,152
2,718
23,752
$
$
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
At February 1, 2015, construction-in-progress consisted of approximately $2.7 million of expenditures related to our
ongoing Enterprise Resource Planning (ERP) conversion efforts and approximately $730,000 related to various other
projects to enhance our facilities and operations.
The increase in machinery and equipment in fiscal 2015 is primarily related to the capitalization of computerized
equipment for our upholstery operating segment.
The decrease in computer software, hardware and accumulated depreciation in fiscal 2015 is primarily due to the
write-off of fully depreciated assets related to our legacy information systems which are no longer in use.
The decline in buildings and land improvements and land during fiscal 2015 is primarily due to the completion of
the sale of our Cloverleaf warehouse facility in April 2014. We recognized a gain of $34,000 on the sale in our
fiscal 2015 year-to-date financial statements. See Item 2 of this report, “Management’s Discussion and Analysis
of Financial Condition and Results of Operations”, for additional information regarding this transaction.
No significant property, plant or equipment was held outside of the United States at either February 1, 2015 or February 2,
2014.
Capitalized Software Costs
Certain costs incurred in connection with developing or obtaining computer software for internal use are capitalized.
These costs are amortized over periods of ten years or less. Capitalized software is reported as a component of computer
software and hardware above and on the property, plant, and equipment line of our consolidated balance sheets. The
activity in capitalized software costs was:
Fifty-Two Weeks
Ended
February 1,
2015
$
Fifty-Two Weeks
Ended
February 2,
2014
$
Fifty-Three Weeks
Ended
February 3,
2013
$
2,550
606
(430)
-
2,726
3,954
173
(311)
(1,266)
2,550
2,284
2,814
(379)
(765)
3,954
$
$
$
Balance beginning of year
Purchases
Amortization expense
Disposals
Balance end of year
NOTE 7 – INTANGIBLE ASSETS
Non-amortizable Intangible Assets
Trademarks and trade names - Bradington-Young
Trademarks and trade names - Sam Moore
URL- Homeware.com
Total Non-amortizable Intangible Assets
Segment
Upholstery
Upholstery
All other
February 1,
2015
February 2,
2014
$
861
396
125
1,382
$
861
396
125
1,382
F-16
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
We recorded certain intangible assets related to the acquisitions of Bradington-Young and Sam Moore and upon
purchase of the Homeware.com URL. The Bradington-Young and Sam Moore trademarks and trade names have
indefinite useful lives and, consequently, are not subject to amortization for financial reporting purposes but are tested for
impairment annually or more frequently if events or circumstances indicate that the asset might be impaired. See “Note 1
– Summary of Significant Accounting Policies: Intangible Assets.” We purchased the Homeware.com URL during the
fiscal 2014 third quarter.
Trademarks and trade names are related to the acquisitions of Bradington-Young and Sam Moore. In conjunction with our
evaluation of the cash flows generated by the reporting units, we evaluated the carrying value of trademarks and trade
names using the relief from royalty method, which values the trademark/trade name by estimating the savings achieved
by ownership of the trademark/trade name when compared to licensing the mark/name from an independent owner. The
inputs used in the trademark/trade name analyses are considered Level 3 fair value measurements.
At February 1, 2015, the fair value of our Bradington-Young trade name exceeded its carrying value by approximately
$1.2 million, and the fair value of our Sam Moore trade name was approximately $751,000 in excess of its carrying value
NOTE 8 – FAIR VALUE MEASUREMENTS
Fair value is the price that would be received upon the sale of an asset or paid upon the transfer of a liability (an exit price)
in an orderly transaction between market participants on the applicable measurement date. We use a three-tier fair value
hierarchy, which prioritizes the inputs used in measuring fair value. These tiers include:
Level 1, defined as observable inputs such as quoted prices in active markets for identical assets and liabilities;
Level 2, defined as inputs other than quoted prices in active markets that are either directly or indirectly
observable; and
Level 3, defined as unobservable inputs for which little or no market data exists, therefore requiring an entity to
develop its own assumptions.
As of February 1, 2015 and February 2, 2014, Company-owned life insurance was measured at fair value on a recurring
basis based on Level 2 inputs. The fair value of the Company-owned life insurance is determined by inputs that are
readily available in public markets or can be derived from information available in publicly quoted markets. Additionally,
the fair value of the Company-owned life insurance is marked to market each reporting period and any change in fair
value is reflected in income for that period.
As of February 1, 2015, a mortgage note receivable was measured at fair value on a non-recurring basis using Level 3
inputs. The note receivable was delivered to us by the buyer as part of the purchase price for our Cloverleaf facility during
the fiscal 2015 first quarter and was recorded at approximately $1.6 million, the original face value of the note. The
carrying value of the note is assumed to approximate its fair value. We measure the probability that amounts due to us
under this note will be collected primarily based on the buyer’s payment history. Specifically, we consider the buyer’s
adherence to the contractual payment terms for both timeliness and payment amounts. Should it become probable that
we would be unable to collect all amounts due according to the contractual terms of the note, we would measure the note
for impairment and record a valuation allowance against the note, if needed, with the related expense charged to income
for that period. The note is included in the “Other assets” line of our consolidated balance sheets.
F-17
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Description
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Fair value at February 1, 2015
Fair value at February 2, 2014
(In thousands)
Assets measured at fair value
Company-owned life insurance
Mortgage note receivable
$
-
-
$
20,373
-
$
-
1,575
$
20,373
1,575
$
-
-
$
18,891
-
$
-
-
$
18,891
-
NOTE 9 – LONG-TERM DEBT
Our loan agreement with Bank of America, N.A., which is scheduled to expire on July 31, 2018, includes the following
terms:
A $15.0 million unsecured revolving credit facility, up to $3.0 million of which can be used to support letters of
credit;
A floating interest rate, adjusted monthly, based on USD LIBOR, plus an applicable margin based on the ratio of
our funded debt to our EBITDA (each as defined in the agreement);
A quarterly unused commitment fee of 0.20%; and
No pre-payment penalty.
The Company can permanently terminate or reduce the $15 million revolving commitment under the loan agreement
without penalty. The loan agreement also includes customary representations and warranties and requires us to comply
with customary covenants, including, among other things, the following financial covenants:
Maintain a tangible net worth of at least $95.0 million;
Limit capital expenditures to no more than $15.0 million during any fiscal year; and
Maintain a ratio of funded debt to EBITDA not exceeding 2.0:1.0.
We were in compliance with each of these financial covenants at February 1, 2015 and expect to remain in compliance
with existing covenants through fiscal 2016 and for the foreseeable future. The loan agreement does not restrict our ability
to pay cash dividends on, or repurchase our common shares, subject to complying with the financial covenants under the
agreement.
As of February 1, 2015, we had an aggregate $13.5 million available under our revolving credit facility to fund working
capital needs. Standby letters of credit in the aggregate amount of $1.5 million, used to collateralize certain insurance
arrangements and for imported product purchases, were outstanding under the revolving credit facility as of February 1,
2015. There were no additional borrowings outstanding under the revolving credit facility on February 1, 2015.
NOTE 10 – EMPLOYEE BENEFIT PLANS
Employee Savings Plans
We sponsor a tax-qualified 401(k) retirement plan covering substantially all employees. This plan assists employees in
meeting their savings and retirement planning goals through employee salary deferrals and discretionary employer
matching contributions. Company contributions to the plan amounted to $605,000 in fiscal 2015, $593,000 in fiscal 2014
and $575,000 in fiscal 2013.
F-18
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Executive Benefits
We provide supplemental executive retirement benefits to certain management employees under a supplemental
retirement income plan (“SRIP”). The SRIP provides monthly payments to participants or their designated beneficiaries
based on a participant’s “final average monthly earnings” and “specified percentage” participation level as defined in the
plan, subject to a vesting schedule that may vary for each participant. The benefit is payable for a 15-year period
following the participant’s termination of employment due to retirement, disability or death. In addition, the monthly
retirement benefit for each participant, regardless of age, becomes fully vested and the present value of that benefit is
paid to each participant in a lump sum upon a change in control of the Company as defined in the plan. The SRIP is
unfunded and all benefits are payable solely from the general assets of the Company. The plan liability is based on the
aggregate actuarial present value of the vested benefits to which participating employees are currently entitled, but based
on the employees’ expected dates of separation or retirement. No employees have been added to the plan since 2008
and we do not expect to add additional employees in the future, due to changes in the Company’s compensation
philosophy, which emphasize more performance-based compensation measures in total management compensation.
Summarized plan information as of each fiscal year-end (the measurement date) is as follows:
F-19
7,662
102
339
(354)
636
8,385
354
8,031
8,385
102
339
(51)
390
7,435
256
292
(379)
58
7,662
354
7,308
7,662
256
292
(106)
442
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Fifty-Two
Weeks Ended
February 1,
2015
Fifty-Two
Weeks Ended
February 2,
2014
Change in benefit obligation:
Beginning projected benefit obligation
Service cost
Interest cost
Benefits paid
Actuarial loss
Ending projected benefit obligation (funded status)
$
$
$
$
Accumulated benefit obligation
$
7,373
$
7,231
Discount rate used to value the ending benefit obligations:
3.5%
4.5%
Amount recognized in the consolidated balance sheets:
Current liabilities (Accrued salaries, wages and benefits line)
Non-current liabilities (Deferred compensation line*)
Total
Net periodic benefit cost
Service cost
Interest cost
Net (gain) loss
Net periodic benefit cost
$
$
$
$
Fifty-Two
Weeks Ended
February 1,
2015
Fifty-Two
Weeks Ended
February 2,
2014
Fifty-Three
Weeks Ended
February 3,
2013
$
$
$
$
$
$
255
297
(58)
494
Other changes recognized in accumulated other comprehensive income
Net loss (gain) arising during period
Gain (loss)
Total recognized in other comprehensive loss (income)
637
51
688
57
106
163
(203)
58
(145)
Total recognized in net periodic benefit cost and
accumulated other comprehensive income
Assumptions used to determine net periodic benefit cost:
Discount rate (Moody's Composite Bond Rate)
Increase in future compensation levels
$
1,078
$
605
$
349
4.5%
4.0%
4.0%
4.0%
4.0%
4.0%
Estimated Future Benefit Payments:
Fiscal 2016
Fiscal 2017
Fiscal 2018
Fiscal 2019
Fiscal 2020
Fiscal 2021 through Fiscal 2025
$
354
517
530
530
793
4,248
F-20
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
*Total deferred compensation in the long-term liabilities section of our consolidated balance sheets is $8.3 million at February 1, 2015 and $7.7 million at
February 2, 2014. These totals include the SRIP amounts shown in the table above, as well as additional long-term compensation-related items
unrelated to our SRIP.
The increase in both the projected benefit obligation and the net loss recognized in other accumulated comprehensive
income was primarily due to a decrease in the discount rate from 4.5% at February 2, 2014 to 3.5% at February 1, 2015.
The discount rate utilized in each period was the Annualized Moody’s Composite Bond Rate rounded to the nearest
0.25%.
Increasing the SRIP discount rate by 1% would decrease the projected benefit obligation at February 1, 2015 by
approximately $669,000 or 8%. Similarly, decreasing the discount rate by 1% would increase the projected benefit
obligation at February 1, 2015 by $759,000 or 9%.
At February 1, 2015, the actuarial losses related to this plan amounted to ($335,000), net of tax of $198,000, was
recognized in accumulated other comprehensive income At February 2, 2014, actuarial losses related to this plan
amounted to $98,000, net of tax of $56,000. The estimated prior service (cost) credit and actuarial gain (loss) that will be
amortized from accumulated other comprehensive income into net periodic benefit cost over fiscal 2016 are $0 and
($178,000), respectively.
We also provide a life insurance program for certain executives. The life insurance program provides death benefit
protection for these executives during employment up to age 65. Coverage under the program declines when a
participating executive attains age 60 and automatically terminates when the executive attains age 65 or terminates
employment with us for any reason, other than death, whichever occurs first. The life insurance policies funding this
program are owned by the Company with a specified portion of the death benefits payable under those policies endorsed
to the insured executives’ designated beneficiaries.
Performance Grants
From time to time, the Compensation Committee of our Board of Directors may award performance grants to certain
senior executives under the Company’s Stock Incentive Plan. Payments under these awards are based on our achieving
specified performance targets during a designated performance period. Generally, each executive must remain
continuously employed with the Company through the end of the performance period. Typically, performance grants can
be paid in cash, shares of the Company’s common stock, or both, at the discretion of the Compensation Committee at the
time payment is made.
Outstanding performance grants are classified as liabilities since the (i) settlement amount for each grant is not known
until after the applicable performance period is completed and (ii) settlement of the grants may be made in common stock,
cash or a combination of both. The estimated cost of each grant is recorded as compensation expense over its
performance period when it becomes probable that the applicable performance targets will be achieved. The expected
cost of the performance grants is revalued each reporting period. As assumptions change regarding the expected
achievement of performance targets, a cumulative adjustment is recorded and future compensation expense will increase
or decrease based on the currently projected performance levels. If we determine that it is not probable that the minimum
performance thresholds for outstanding performance grants will be met, no further compensation cost will be recognized
and any previously recognized compensation cost will be reversed.
During fiscal 2013, the Compensation Committee awarded performance grants for the 2013 and 2014 fiscal years. The
2013 awards had a three-year performance period that ended on January 25, 2015. The performance criteria for these
awards were met and were paid in April 2015. The performance period for the 2014 awards ends on January 15, 2016.
During fiscal 2015, the Compensation Committee awarded performance grants for the 2015 fiscal year that have three-
year performance periods ending on January 31, 2017. The following amounts were accrued in our consolidated balance
sheets as of the fiscal period-end dates indicated:
F-21
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Performance grants
Fiscal 2013 grant (Current liabilities, Accrued wages, salaries and benefits)
Fiscal 2014 grant (Non-current liabilities, Deferred compensation)
Fiscal 2015 grant (Non-current liabilities, Deferred compensation)
Total performance grants accrued
February 1,
2015
February 2,
2014
$
$
689
195
86
970
305
73
-
378
$
$
.
NOTE 11 – SHARE-BASED COMPENSATION
Our Stock Incentive Plan permits incentive awards of restricted stock, restricted stock units, stock appreciation rights and
performance grants to key employees. A maximum of 750,000 shares of the Company’s common stock is authorized for
issuance under the Stock Incentive Plan. The Stock Incentive Plan also provides for annual restricted stock awards to
non-employee directors. We have issued restricted stock awards to our non-employee directors since January 2006 and
certain other management employees since 2014.
We account for restricted stock awards as “non-vested equity shares” until the awards vest or are forfeited. Restricted
stock awards to non-employee directors and certain other management employees vest if the director/employee remains
on the board/employed through a 36-month service period and may vest earlier upon certain events specified in the plan.
The fair value of each share of restricted stock is the market price of our common shares on the grant date. The weighted
average grant-date fair value of restricted stock awards issued during fiscal year 2015 was $15.96 and $13.86 per share
and in 2014 and 2013 was $15.96 and $10.38 per share, respectively.
The restricted stock awards outstanding as of February 1, 2015 had an aggregate grant-date fair value of $376,000, after
taking vested and forfeited restricted shares into account. As of February 1, 2015, we have recognized non-cash
compensation expense of approximately $194,000 related to these non-vested awards and $536,000 for awards that have
vested. The remaining $182,000 of grant-date fair value for unvested restricted stock awards outstanding at February 1,
2015 will be recognized over the remaining vesting periods for these awards.
For each restricted stock issuance, the following table summarizes restricted stock activity, including the weighted
average issue price of those shares on the grant date, the fair value of each grant of restricted stock on the grant date,
compensation expense recognized for the unvested shares of restricted stock for each grant and the remaining fair value
of the unvested shares of restricted stock for each grant as of February 1, 2015:
F-22
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Previous Awards (vested)
Whole
Number of
Shares
Grant-Date Aggregate Compensation Grant-Date Fair Value
Fair Value Grant-Date
Fair Value
Per Share
Unrecognized At
February 1, 2015
Expense
Recognized
$
536
Restricted shares Issued on June 5, 2012
10,573
$
10.38
Restricted shares Issued on June 7, 2013
6,876
$
15.96
Restricted shares Issued on June 4, 2014
1,624
$
13.86
Restricted shares Issued on June 10, 2014
8,385
$
15.96
110
110
23
133
98
61
5
30
12
49
18
103
Awards outstanding at February 1, 2015:
27,458
$
376
$
194
$
182
We have awarded time-based restricted stock units to certain senior executives since 2011. Each restricted stock unit, or
“RSU”, entitles the executive to receive one share of the Company’s common stock if he remains continuously employed
with the Company through the end of a three-year service period. The RSUs may be paid in shares of the Company’s
common stock, cash or both, at the discretion of the Compensation Committee. The RSUs are accounted for as “non-
vested stock grants.” Similar to the restricted stock grants issued to our non-employee directors, RSU compensation
expense is recognized ratably over the applicable service period. However, unlike restricted stock grants, no shares are
issued, or other payment made, until the end of the applicable service period (commonly referred to as “cliff vesting”) and
grantees are not entitled to receive dividends on their RSUs during that time. The fair value of each RSU is the market
price of a share of our common stock on the grant date, reduced by the present value of the dividends expected to be
paid on a share of our common stock during the applicable service period, discounted at the appropriate risk-free rate.
The following table presents RSU activity for the years ended February 1, 2015 and February 3, 2013, adjusted for
forfeitures (as there were not RSU activities for the fiscal year ended February 2, 2014):
Previous Awards (vested)
Whole
Number of
Units
Grant-Date
Fair Value Grant-Date
Fair Value
Per Unit
Expense
Recognized
$
88
Unrecognized At
February 1, 2015
Aggregate Compensation Grant-Date Fair Value
RSUs Awarded on February 9, 2012
RSUs Awarded on January 15, 2013
RSUs Awarded on April 15, 2014
10,390
6,834
7,322
$
$
$
11.95
13.66
12.91
$
124
93
95
124
69
32
$
-
24
63
Awards outstanding at February 1, 2015:
24,546
$
312
$
225
$
87
NOTE 12 – EARNINGS PER SHARE
We refer you to the Earnings Per Share disclosure in Note 1-Summary of Significant Accounting Policies, above, for more
detailed information concerning the calculation of earnings per share.
We have issued restricted stock awards to non-employee directors since 2006 and certain management employees since
2014 and have issued restricted stock units (RSUs) to certain senior executives since fiscal 2012, under the Company’s
Stock Incentive Plan. We expect to continue to grant these types of awards annually in the future. The following table sets
F-23
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
forth the number of outstanding restricted stock awards and RSUs, net of forfeitures and vested shares, as of the fiscal
year-end dates indicated:
February 1, February 2, February 3,
2014
2013
2015
Restricted shares
Restricted stock units
27,458
24,546
52,004
28,614
32,353
60,967
29,063
32,353
61,416
All restricted shares awarded that have not yet vested are considered when computing diluted earnings per share. Unlike
the restricted stock grants issued to our non-employee directors, the transfer of ownership of common shares issued
under our RSUs, if any, occurs after the three-year vesting period; however, RSUs are also considered when computing
diluted earnings per share.
The following table sets forth the computation of basic and diluted earnings per share:
Fifty-Two
Fifty-Two
Weeks Ended Weeks Ended Weeks Ended
February 2,
2014
February 1,
2015
February 3,
2013
Fifty-Three
Net income
Less: Dividends on unvested restricted shares
Net earnings allocated to unvested restricted stock
Earnings available for common shareholders
Weighted average shares outstanding for basic
earnings per share
Dilutive effect of unvested restricted stock awards
Weighted average shares outstanding for diluted
earnings per share
$
$
$
12,578
11
33
12,534
7,929
12
22
7,895
$
$
$
8,626
11
23
8,592
10,736
35
10,722
30
10,771
10,752
10,745
30
10,775
Basic earnings per share
$
1.17
$
0.74
$
0.80
Diluted earnings per share
$
1.16
$
0.74
$
0.80
F-24
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
NOTE 13 – INCOME TAXES
Our provision for income taxes was as follows for the periods indicated:
Current expense
Federal
Foreign
State
Total current expense
Deferred taxes
Federal
State
Total deferred taxes
Income tax expense
Fifty-Two
Weeks Ended
February 1,
2015
Fifty-Two
Fifty-Three
Weeks Ended Weeks Ended
February 2,
2014
February 3,
2013
$
6,024
40
635
6,699
$
3,755
41
403
4,199
$
3,894
50
403
4,347
97
24
121
6,820
$
214
126
340
4,539
$
(35)
55
20
4,367
$
Total tax expense for fiscal 2015 was $6.6 million, of which $6.8 million was allocated to continuing operations and
$254,000 benefit was allocated to other comprehensive income. Total tax expense for fiscal 2014 was $4.5 million, of
which $4.5 million was allocated to continuing operations and $59,000 benefit was allocated to Other Comprehensive
Income. Total tax expense for the fiscal year ended February 3, 2013 was $4.4 million, of which $4.3 million was allocated
to continuing operations and $51,000 was allocated to Other Comprehensive Income.
The effective income tax rate differed from the federal statutory tax rate as follows for the periods indicated:
Fifty-Two
Fifty-Two
Weeks Ended Weeks Ended Weeks Ended
February 2,
2014
February 1,
2015
February 3,
2013
Fifty-Three
Income taxes at statutory rate
Increase (decrease) in tax rate resulting from:
State taxes, net of federal benefit
Officer's life insurance
Other, net
Effective income tax rate
35.0%
2.0
(1.2)
(0.6)
35.2%
34.0%
2.1
(1.8)
2.1
36.4%
34.0%
2.1
(3.1)
0.6
33.6%
The tax effects of temporary differences that give rise to significant portions of the deferred tax assets and liabilities for the
period indicated were:
F-25
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Assets
Deferred compensation
Allowance for bad debts
State income taxes
Property, plant and equipment
Intangible assets
Charitable contribution carryforward
Inventories
Other
Total deferred tax assets
Valuation allowance
Liabilities
Employee benefits
Inventory
Total deferred tax liabilities
Net deferred tax asset without AOCI
February 1,
2015
February 2,
2014
$
4,120
492
8
405
524
246
-
404
6,199
-
6,199
$
3,455
448
43
370
745
608
148
308
6,125
(34)
6,091
362
143
505
5,694
320
-
320
5,771
Deferred tax (asset) liability in AOCI
Total net deferred tax asset
198
5,892
$
(56)
5,715
$
At February 1, 2015 and February 2, 2014 our net deferred tax asset was $5.9 million and $5.7 million, respectively.
We expect to fully realize the benefit of the deferred tax assets in future periods when the amounts become deductible.
Accordingly, there was a decrease in the valuation allowance of $34,000 during the year.
In fiscal 2014, an uncertain tax position of $200,000 related to our investment in a captive insurance arrangement was
identified and accrued for. The reserve increased to $284,000 at February 1, 2015. We expect this uncertain tax position
will be settled during the next twelve months. Also, in fiscal 2014, we established a reserve of $103,000 for an uncertain
tax position related to the use of state loss carryforwards in our tax returns. The balance of this reserve was $142,000 at
February 1, 2015. We expect $53,000 of this uncertain tax position to be settled during the next twelve months.
Current accounting standards prescribe a recognition threshold and measurement attribute for the financial statement
recognition and measurement of a tax position taken or expected to be taken in a tax return. The guidance also
addresses de-recognition, classification, interest and penalties, accounting in interim periods and disclosures.
A reconciliation of the beginning and ending amount of total unrecognized tax benefits for the fiscal years ended February
1, 2015 and February 2, 2014 are as follows:
F-26
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
February 1,
February 2,
2015
2014
Balance, beginning of year
$
359
$
-
Increase related to prior year tax positions
Decrease related to prior year tax positions
Increase related to current year tax positions
75
-
48
279
-
80
Balance, end of year
$
482
$
359
The net unrecognized tax benefits as of February 1, 2015, which, if recognized, would affect our effective tax rate are
$426,000. $336,000 of this balance is recorded in our current income tax accrual and the balance of $90,000 is recorded
in the non-current portion our income tax accrual. Due to taxing authorities' examinations discussed below, we expect that
$350,000 of gross unrecognized tax benefits will decrease within the next year.
We have elected to classify interest and penalties recognized with respect to unrecognized tax benefits as income tax
expense. Interest expense of $26,000 and $3,000 was accrued as of February 1, 2015 and February 2, 2014,
respectively.
Tax years beginning January 30, 2012, through February 1, 2015 remain subject to examination by federal and state
taxing authorities. An examination of the fiscal 2013 year is currently underway with federal taxing authorities. Also, North
Carolina taxing authorities have indicated they will begin an examination of the same year in April 2015.
NOTE 14 – SEGMENT INFORMATION
For financial reporting purposes, we are organized into three operating segments – casegoods furniture, upholstered
furniture and an “all other” segment, which includes our two startup initiatives, Homeware and H Contract. The financial
information for fiscal 2014 and fiscal 2013 appearing in the table below has been updated to conform to the fiscal 2015
presentation of our operating segments. The following table presents segment information for the periods, and as of the
dates, indicated:
F-27
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
Fifty-Two Weeks Ended
February 1, 2015
Fifty-Two Weeks Ended
February 2, 2014
Fifty-Three Weeks Ended
February 3, 2013
Net Sales
Casegoods
Upholstery
All other
Intercompany eliminations
Consolidated
Gross Profit
Casegoods
Upholstery
All other
Intercompany eliminations
Consolidated
Operating Income
Casegoods
Upholstery
All other
Intercompany eliminations
Consolidated
Capital Expenditures
Casegoods
Upholstery
All other
Consolidated
Depreciation
& Amortization
Casegoods
Upholstery
All other
Consolidated
Total Assets
Casegoods
Upholstery
All other
Intercompany eliminations
Consolidated
% Net
Sales
64.6%
35.4%
0.0%
0.0%
100.0%
27.0%
18.8%
0.0%
0.0%
24.1%
8.6%
1.3%
0.0%
0.0%
5.9%
$
$
$
$
$
141,064
77,295
-
-
$
218,359
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
38,054
14,492
-
-
52,546
12,082
987
(129)
-
12,940
3,156
905
-
4,061
1,671
895
-
2,566
% Net
Sales
63.0%
35.3%
2.1%
-0.4%
100.0%
29.2%
19.1%
29.2%
2.4%
25.7%
11.2%
3.3%
-21.6%
2.4%
7.8%
%Total
Assets
79.3%
19.8%
0.9%
0.0%
100.0%
153,882
86,362
5,025
(919)
244,350
44,868
16,489
1,465
(22)
62,800
17,286
2,871
(1,087)
(22)
19,048
2,124
830
40
2,994
1,591
1,005
3
2,599
135,403
33,788
1,605
(41)
170,755
% Net
Sales
63.0%
36.4%
0.7%
0.0%
100.0%
27.0%
18.5%
39.5%
76.7%
24.0%
8.4%
2.3%
-103.7%
76.7%
5.5%
%Total
Assets
78.0%
21.3%
0.7%
0.0%
100.0%
143,802
83,027
1,487
(23)
228,293
38,762
15,393
588
(18)
54,725
12,150
1,913
(1,542)
(18)
12,503
2,489
982
-
3,471
1,551
940
-
2,491
121,316
33,136
1,047
(18)
155,481
As of February 1,
2015
As of February 2,
2014
$
$
$
$
No significant long-lived assets were held outside the United States at either February 1, 2015 or February 2, 2014.
International customers accounted for approximately 6% of consolidated net sales in fiscal 2015, 4.0% of consolidated net
sales in fiscal 2014 and 4.4% of consolidated net sales in fiscal 2013.
F-28
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
NOTE 15 – COMMITMENTS, CONTINGENCIES AND OFF BALANCE SHEET ARRANGEMENTS
We lease warehousing facilities, showroom space and office equipment under leases expiring over the next five years.
Rent expense was $2.8 million in fiscal 2015, $2.3 million in fiscal 2014 and $2.0 million in fiscal 2013. Future minimum
annual commitments under leases and operating agreements are $2.1 million in fiscal 2016, $1.7 million in fiscal 2017,
$1.3 million in fiscal 2018, $1.3 million in fiscal 2019 and $1.2 million in fiscal 2020.
We had letters of credit outstanding totaling $1.5 million on February 1, 2015. We utilize letters of credit to collateralize
certain imported inventory purchases and certain insurance arrangements.
In the ordinary course of our business, we may become involved in legal proceedings involving contractual and
employment relationships, product liability claims, intellectual property rights and a variety of other matters. We do not
believe that any pending legal proceedings will have a material impact on our financial position or results of operations.
NOTE 16 – CONCENTRATIONS OF SOURCING RISK
We source imported products through approximately 20 different vendors, from approximately 20 separate factories,
located in five countries. Because of the large number and diverse nature of the foreign factories from which we can
source our imported products, we have some flexibility in the placement of products in any particular factory or country.
Factories located in China and Vietnam are a critical resource for Hooker Furniture. In fiscal year 2015, imported
products sourced from China and Vietnam accounted for approximately 73% and 20%, respectively, of import purchases,
and the factory in China from which we directly source the most product accounted for approximately 59% of our
worldwide purchases of imported product. A disruption in our supply chain from this factory, or from China or Vietnam in
general, could significantly impact our ability to fill customer orders for products manufactured at that factory or in that
country.
NOTE 17 – CONSOLIDATED QUARTERLY DATA (Unaudited)
First
Second
Third
Fourth
Fiscal Quarter
2015
Net sales
Cost of sales
Gross profit
Selling and administrative expenses
Net income
Basic earnings per share
Diluted earnings per share
2014
Net sales
Cost of sales
Gross profit
Selling and administrative expenses
Net income
Basic earnings per share
Diluted earnings per share
$
61,396
45,786
15,610
11,367
2,804
0.26
0.26
$
$
$
56,295
42,379
13,916
10,682
2,126
0.20
0.20
$
$
$
54,883
41,226
13,657
10,243
2,272
0.21
0.21
$
$
$
55,301
42,044
13,257
10,617
1,688
0.16
0.16
$
$
$
63,168
47,137
16,031
11,148
3,204
0.30
0.30
$
$
$
64,903
47,401
17,502
10,994
4,298
0.40
0.40
$
$
$
59,125
45,527
13,598
10,443
2,116
0.20
0.20
$
$
$
57,572
43,618
13,954
10,480
1,999
0.19
0.19
$
$
Earnings per share for each fiscal quarter is derived using the weighted average number of shares outstanding during that
quarter. Earnings per share for each fiscal year is derived using the weighted average number of shares outstanding on
an annual basis. Consequently, the sum of earnings per share for the quarters of a fiscal year may not equal earnings per
share for the full fiscal year.
F-29
Notes to Consolidated Financial Statements - Continued
(Tables in thousands, except per share data)
NOTE 18 – SUBSEQUENT EVENTS
Cash Dividend
On March 10, 2015, our Board of Directors declared a quarterly cash dividend of $0.10 per share, payable on April 3,
2015 to shareholders of record at March 20, 2015.
Customs Penalty
In September 2009, U.S. Customs and Border Protection (“CBP”) issued an audit report asserting that we had not paid all
required antidumping duties due with respect to certain bedroom furniture we imported from China. In February 2015,
CBP assessed a civil penalty of approximately $2.1 million and unpaid duties of approximately $500,000 on the
matter. We assert that no antidumping duties are due and that there is no basis for the imposition of a penalty. We intend
to defend against the penalty vigorously. In the opinion of management, the ultimate disposition of this matter will not have
a material adverse effect on our consolidated financial position, results of operations, or liquidity.
F-30
A
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A
D
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T
A
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R
O
C
CORPORATE OFFICES
Hooker Furniture Corporation
440 East Commonwealth Boulevard
Martinsville, VA 24112 or
P.O. Box 4708
Martinsville, VA 24115
(276) 632-0459
STOCK TRANSFER AGENT AND DIVIDEND
DISBURSING AGENT:
American Stock Transfer & Trust Co., LLC
6201 15th Avenue
Brooklyn, NY 11219
Toll free: 800-937-5449
Website: amstock.com
Email: info@amstock.com
LEGAL COUNSEL
McGuireWoods LLP
One James Center
901 East Cary Street
Richmond, VA 23219
INDEPENDENT REGISTERED PUBLIC
ACCOUNTING FIRM KPMG LLP
Suite 3200
550 South Tryon Street
Charlotte, NC 28202
ANNUAL MEETING
The Annual Meeting of Shareholders of Hooker Furniture
Corporation will be held on Thursday, June 4, 2015
at the Hooker Furniture Corporate Offices, 440 East
Commonwealth Blvd., Martinsville, VA 24112.
ANNUAL REPORT ON FORM 10-K
Hooker Furniture Corporation’s Annual Report on Form
10-K, included herein, is also available on our website at
hookerfurniture.com. A free copy of our Form 10-K may
also be obtained by contacting Robert W. Sherwood,
Vice President—Credit, Secretary and Treasurer at the
corporate offices of the Company.
QUARTERLY FINANCIAL INFORMATION
Quarterly financial results are announced by press releases
that are available at hookerfurniture.com in the “Investor
Relations” section. The Company’s quarterly reports on
Form 10-Q are also available at hookerfurniture.com.
This 2015 Annual Report contains forward-looking statements,
including discussions about our strategy and expectations
regarding our future performance, which are subject to various risks
and uncertainties. Factors that could cause actual results to differ
materially from management’s projections, forecasts, estimates and
expectations include, but are not limited to, the factors described
in our annual report on Form 10-K, which is included as part of
this report, including under “Item 1- Business—Forward-Looking
Statements” and “Item 1A. Risk Factors.” Any forward-looking
statement we make speaks only as of the date of that statement,
and we undertake no obligation, except as required by law, to
update any forward-looking statements whether as a result of new
information, future events or otherwise.
Hooker Furniture
Bradington-Young
Charlene Bowling
Vice President and Chief Information Officer
Matthew Cowan
Vice President of Sales-Western Region and Special Accounts
Cindy Hall
Vice President of Case Goods Merchandising
Conrad Kerley
Vice President of Leather and Import
Operations, Bradington-Young
Brad Miller
Vice President of International Sales
Bill Reece
Vice President of Asian Operations
Frank Richardson III
Vice President of Sales, Northern Region
Sandi Teague
Vice President of Upholstery Merchandising
Robert Sherwood
Vice President of Credit; Secretary and Treasurer
Pat Watson
Vice President of Case Goods Merchandising
Michael White
Vice President of Upholstery Manufacturing
Craig Young
Vice President of Sales – Southern Region
S
R
E
C
I
F
F
O
&
S
R
O
T
C
E
R
I
D
Paul Toms Jr.
Director, Chief Executive Officer and
Chairman of the Board
W. Christopher Beeler Jr.
Lead Director; Director and Chairman—
Virginia Mirror Company and Virginia Glass Products
John Gregory III
Director; Shareholder, Officer and Director—
Young, Haskins, Mann, Gregory, McGarry & Wall P.C.
E. Larry Ryder
Director; Retired Executive Vice President and
Chief Financial Officer—Hooker Furniture
Mark Schreiber
Director; Retired President and Chief Operating Officer—
Star Furniture
David Sweet
Director; Retired Vice President—
The North Face, a division of VF Corporation
Henry Williamson Jr.
Director; Retired Chief Operating Officer--
BB& T Corporation and Branch Banking
and Trust Company of North Carolina,
South Carolina and Virginia
Michael Delgatti Jr.
President
Paul Huckfeldt
Senior Vice President of Finance and Accounting and
Chief Financial Officer
Raymond Harm
Senior Vice President of Sales
Anne Jacobsen
Senior Vice President of Administration
Henry Long Jr.
Senior Vice President of Case Goods Merchandising
and Design
Johne Albanese
Vice President of Marketing
Joel Herrmann
Vice President and General Manager, H Contract
Scott Prillaman
Vice President of U.S. Casegoods Operations
.
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COMFORT NEVER LOOKED SO GOOD
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