Annual Report 2014
The combination of ever-changing and stylish merchandise,
value pricing and a stimulating store experience has led
to our emergence as a leader in home décor.
Our Locations
This map indicates the states where our stores are located and the number of stores within each state as of January 31, 2015.
2
22
14
1
3
1
1
1
4
7
62
4
1
4
2
9
10
3
8
18
10
16
24
9
8
12
5
5
11
18
3
2
2
8
34
Financial Highlights
(In thousands, except per share data and performance metrics)
Fiscal 2014
(52 Weeks)
Fiscal 2013
(52 Weeks)
Fiscal 2012
(53 Weeks)
Statement of Income Data
Total revenue
Gross profit
Operating income
Pretax income
Net income
Diluted earnings per share
Balance Sheet Data
Cash and cash equivalents
Inventories, net
Total assets
Total shareholders’ equity
Other Financial Data
Comparable store sales increase (decrease)
Number of stores at year end
Gross profit margin
Return on assets
Return on equity
$ 507,621
202,897
28,641
28,820
17,814
1.00
$
$ 99,138
55,775
260,487
151,062
$ 460,563
180,816
23,992
23,959
14,530
0.82
$
$ 89,050
52,637
235,448
135,229
$ 448,365
168,616
21,528
21,494
13,795
0.77
$
$ 67,797
49,577
209,236
117,875
6.1%
344
40.0%
7.2%
12.4%
0.5%
324
39.3%
6.5%
11.5%
(3.0)%
323
37.6%
6.7%
11.7%
Dear Shareholders:
I’m deeply honored to write to you as Kirkland’s CEO. Our company has a rich history of delighting customers with unique merchandise
at values that serve their home décor and gift-giving needs. Since the company was founded in 1966, we have evolved with customers,
moving out of malls and engaging her in new ways that fit her lifestyle. We have also evolved the organization. Since joining the company
almost 15 years ago, I have been a part of tremendous developments in people, process and technology. Kirkland’s core functions are
robust, and we are advancing the business with a powerful combination of analytics that inform the creative process.
As we approach our 50th year, we are galvanized around a clear vision: propelling Kirkland’s to a new phase of growth as we increase the
store base and leverage the foundational investments we have made. All of us share a commitment to excite our customers with a unique
shopping experience and improve financial returns, and we expect that will benefit customers and shareholders for years to come.
Kirkland’s accomplished a great deal in 2014. We are very pleased with our financial results. Sales increased 10.2% on a 52-week basis,
with comparable store sales, including e-Commerce, up 6.1%. Net income for the year increased 22.6% to $1.00 per diluted share.
We completed a management transition announced in 2013 and added to recent investments by implementing a new order management
system to support our multi-channel growth.
Stronger consistency was a hallmark of 2014. Sales were fueled by a healthy combination of traffic and conversion, and e-Commerce
growth accelerated to reach 6% of the business. Our operating margin improved for the second year in a row. We ended the year with
$99.1 million in cash and no debt, which gives us ample room to invest in growth and return capital to shareholders.
The results are a direct outcome of the investments we have made since 2010 to enhance the core business. During this timeframe, we
made strategic investments in merchandising, marketing and real estate, built our corporate infrastructure to a level that supports growth
and launched an e-Commerce platform. We believe we are still in the early innings of capturing the benefits. The merchant team is well
versed on our customer, and we are achieving stronger coordination across merchandising, visual presentation and stores.
As we put the foundational work behind us, we are marshaling the organization around a set of initiatives to drive earnings growth. These
include increasing in-store productivity; optimizing real estate growth; improving the e-Commerce experience; and tightening the focus
on capital allocation and return on investment.
The goal for the next several years is to grow the top line at a double-digit rate annually. At the same time, we want to improve our
operating margin to a high-single-digit rate. We believe there is a tremendous amount of earnings leverage from here, and we are all
motivated to further differentiate Kirkland’s through the shopping experience and improve shareholder returns.
We ended 2014 with 344 stores and view real estate expansion as a major opportunity. We have new leadership in place in real estate, and
we have a well-managed portfolio of existing stores. We plan to expand the unit footprint 8% to 10% in 2015, with an interim goal of
500 stores. New stores are generating attractive returns, and we expect to sustain a higher pace of square footage growth for several years.
In addition to infill opportunities in existing markets, we are focused on untapped areas of the Midwest, Mid-Atlantic, portions of the
Northeast and California. The number of new development projects continues to improve, and chain store closures and category
consolidations offer additional opportunities.
Initiatives to increase in-store productivity will touch many parts of the organization. On a high level, we want to increase our traffic and
repeat business. We see opportunities to introduce new merchandise, optimize pricing and promotional strategies and refine our
merchandise presentation and store layout. The store teams have enrolled over four million customers in our loyalty program since its
launch. We believe we have a significant opportunity to move customers from average home décor shoppers to Kirkland’s enthusiasts.
We will continue to use e-Commerce to support the real estate and productivity initiatives. We think a reasonable interim goal for
e-Commerce is 10% of our business. That will allow us to make measured investment in the channel to serve customers’ shopping needs
while improving distribution, sales and marketing.
As we look forward, we believe several things are clear. The home market is healthy. Competitors are expanding yet Kirkland’s
demographic has broad reach. Most importantly, customers love to shop Kirkland’s, have a strong loyalty to our brand and they are giving
us permission to address more areas of their home and engage them in new ways.
I am dedicated to ensuring that we effectively manage the transition to our next phase of growth. The strength of a successful organization
relies heavily on its culture. The Kirkland’s culture is special. It is the reason I chose to work here many years ago, and it is the reason I
see so much potential for the organization going forward. We will continue to evolve our culture and leverage it to support continuous
improvement and maintain a winning mindset. We will also continue to evolve with our customers. Our culture and investments have us
uniquely positioned to successfully grow Kirkland’s, and I am confident that we will continue to earn your trust.
Thank you for your support, and we hope to see you in our stores and online during 2015.
Sincerely,
W. Michael Madden
President and Chief Executive Officer
4.2mLoyalty Members
$507.6m
Total Revenue
344
Store Locations in
35
States across the U.S.
2014 Form 10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
(Mark One)
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES AND EXCHANGE ACT OF 1934
Form 10-K
For the fiscal year ended January 31, 2015
or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES AND EXCHANGE ACT OF
1934
For the transition period from to
Commission file number 000-49885
Kirkland’s, Inc.
(Exact name of registrant as specified in its charter)
Tennessee
(State or other jurisdiction of
incorporation or organization)
5310 Maryland Way, Brentwood, TN
(Address of principal executive offices)
62-1287151
(I.R.S. Employer
Identification No.)
37027
(Zip Code)
Registrant’s telephone number, including area code:
(615) 872-4800
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Common Stock, no par value per share
Name of Each Exchange on Which Registered
The NASDAQ Stock Market LLC
Securities registered pursuant to Section 12(g) of the Act:
(None)
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject
to such filing requirements for the past 90 days. Yes No
Indicate by check mark whether the registrant has submitted electronically 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 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
Accelerated filer
Non-accelerated filer (Do not check if a smaller reporting company)
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
The aggregate market value of the common stock held by non-affiliates of the registrant as of August 2, 2014, the last business day of the
registrant’s most recently completed second fiscal quarter, was approximately $275,369,025 based on the last sale price of the common stock as
reported by The Nasdaq Stock Market.
As of April 2, 2015, there were 17,314,278 shares of the registrant’s common stock outstanding.
Portions of the definitive Proxy Statement for the Annual Meeting of Shareholders of Kirkland’s, Inc. to be held June 4, 2015, are incorporated
by reference into Part III of this Form 10-K.
DOCUMENTS INCORPORATED BY REFERENCE
TABLE OF CONTENTS
FORM 10-K
Forward-Looking Statements
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
Item 5.
Item 6.
Item 7.
Item 7A.
Item 8.
Item 9.
Item 9A.
Item 9B.
Item 10.
Item 11.
Item 12.
Item 13.
Item 14.
Item 15.
Business
Risk Factors
Unresolved Staff Comments
Properties
Legal Proceedings
Mine Safety Disclosures
PART I
PART II
Market for Registrant’s Common Equity and Related Stockholder Matters and Issuer Purchases of Equity
Securities
Selected Financial Data
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Quantitative and Qualitative Disclosure About Market Risk
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Controls and Procedures
Other Information
PART III
Directors and Executive Officers of the Registrant and Corporate Governance
Executive Compensation
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
Certain Relationships and Related Transactions, and Director Independence
Principal Accountant Fees and Services
PART IV
Exhibits and Financial Statement Schedules
Reports of Independent Registered Public Accounting Firm
Consolidated Balance Sheets as of January 31, 2015 and February 1, 2014
Consolidated Statements of Income for the 52 Weeks Ended January 31, 2015, the 52 Weeks Ended February
1, 2014, and the 53 Weeks Ended February 2, 2013
Consolidated Statements of Changes in Shareholders’ Equity for the 52 Weeks Ended January 31, 2015, the 52
Weeks Ended February 1, 2014, and the 53 Weeks Ended February 2, 2013
Consolidated Statements of Cash Flows for the 52 Weeks Ended January 31, 2015, the 52 Weeks
Ended February 1, 2014, and the 53 Weeks Ended February 2, 2013
Notes to Consolidated Financial Statements
Exhibits
Signatures
Index of Exhibits Filed with this Annual Report on Form 10-K
Page
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2
FORWARD-LOOKING STATEMENTS
This Form 10-K contains forward-looking statements within the meaning of the federal securities laws and the Private Securities
Litigation Reform Act of 1995. These statements may be found throughout this Form 10-K, particularly under the headings
“Business” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” among others. Forward-
looking statements typically are identified by the use of terms such as “may,” “will,” “should,” “expect,” “anticipate,” “believe,”
“estimate,” “intend” and similar words, although some forward-looking statements are expressed differently. You should consider
statements that contain these words carefully because they describe our expectations, plans, strategies and goals and our beliefs
concerning future business conditions, our results of operations, financial position and our business outlook or state other “forward-
looking” information based on currently available information. The factors listed below under the heading “Risk Factors” and in the
other sections of this Form 10-K provide examples of risks, uncertainties and events that could cause our actual results to differ
materially from the expectations expressed in our forward-looking statements.
The forward-looking statements made in this Form 10-K relate only to events as of the date on which the statements are made.
We undertake no obligation to update any forward-looking statement to reflect events or circumstances after the date on which the
statement is made or to reflect the occurrence of unanticipated events.
The terms “Kirkland’s,” “we,” “us,” and “our” as used in this Form 10-K refer to Kirkland’s, Inc.
3
Business
Item 1.
General
PART I
We are a specialty retailer of home décor and gifts in the United States, operating 344 stores in 35 states as of January 31, 2015,
as well as an e-Commerce enabled website, www.kirklands.com. Our stores present a broad selection of distinctive merchandise,
including framed art, mirrors, wall décor, candles and related items, lamps, decorative accessories, accent furniture, textiles, garden-
related accessories and artificial floral products. Our stores also offer an extensive assortment of holiday merchandise during seasonal
periods as well as items carried throughout the year suitable for gift-giving. In addition, we use innovative design and packaging to
market home décor items as gifts. We provide our predominantly female customers an engaging shopping experience characterized by
a diverse, ever-changing merchandise selection reflecting current styles at prices which provide discernible value. This combination of
ever-changing and stylish merchandise, value pricing and a stimulating store experience has led to our emergence as a leader in home
décor and enabled us to develop a strong customer franchise.
Business Strategy
Our goal is to be the leading specialty retailer of home décor and accessories in each of our markets. We believe the following
elements of our business strategy both differentiate us from our competitors and position us for growth:
Product mix differentiation. While our stores contain items covering a broad range of complementary product categories, we
emphasize traditionally-styled, high quality merchandise within each category, striving to combine steady-selling, everyday “core”
items with trend-appropriate fashion and seasonal items. Our buyers work closely with our merchandise vendors to identify and
develop stylish products that appeal to a broad base of customers while reflecting the latest trends. These products are often
proprietary, the result of the development and collaboration between our buyers and our vendors. In most cases, this exclusive
merchandise is the result of our buying team’s experience in interpreting market and merchandise trends in a way that appeals to our
customers. For these reasons, we believe our buying process yields a merchandise assortment that is differentiated from our
competition. We also test-market products where appropriate and monitor individual item sales, which enables us to identify and
quickly reorder bestselling items in order to maximize sales.
Ever-changing merchandise mix. We believe our ever-changing merchandise mix creates an inviting store environment,
encouraging strong customer loyalty and frequent return visits to our stores. The merchandise in our stores is traditionally-styled for
broad market appeal, yet it reflects an understanding of our customer’s desire for fashion and novelty. Our information systems permit
close tracking of individual item sales, enabling us to react quickly to both fast-selling and slow-moving items. Accordingly, our
inventory turns rapidly and we actively change our merchandise assortment throughout the year in response to market trends, sales
results and changes in seasons. We also strategically increase selling space devoted to gifts and seasonal merchandise in advance of
holidays.
Stimulating store experience. Through our in-store visual presentation, marketing and promotions, and customer service, we
seek to make customers feel welcome and “at home”. Our merchandise presentation effort is geared toward helping our customers
visualize our products in their own homes and inspire decorating and gift-giving ideas. We creatively group complementary
merchandise throughout the store. We believe this cross-category merchandising encourages customers to browse for longer periods
of time, promoting add-on sales. We adjust our visual presentation frequently to take advantage of sales trends, enhance our ever-
changing merchandise mix, and support our promotional strategies. Our store associates support this environment through their
engagement with our customers, knowledge of our products, and passion for customer service.
Strong value proposition. Our customers regularly experience the satisfaction of paying noticeably less for items similar to those
sold by other retail stores or through other retail channels. This strategy of providing a combination of style, quality and value is an
important element in making Kirkland’s a destination store. While we carry some items in our stores that sell for several hundred
dollars, most items sell for under $20 and are perceived by our customers as very affordable home décor, accessories and gifts. Our
longstanding relationships with vendors and our ability to place and sell-through large orders of a single item enhance our ability to
attain favorable product pricing from vendors.
Broad market appeal. Our stores operate successfully across different geographic regions and market sizes. The flexibility of
our concept enables us to select the most promising real estate opportunities that meet requisite economic and demographic criteria
within the target markets where our customers live and shop. In addition to our stores, we sell direct-to-customer (“DTC”) and
facilitate orders for in-store pickup (“ISP”) through our website at www.kirklands.com. We view our on-line channel as a crucial part
of our overall business strategy, allowing us to introduce our concept to new customers and complement our “brick-and-mortar”
business for a true multi-channel brand experience.
4
Brick-and-mortar store growth. With only 344 stores in 35 states as of the end of fiscal 2014, we view expansion of our
physical store locations as a large opportunity for growth. During fiscal 2015, we expect to increase our total retail square footage by
approximately 8% to 10%. We will focus on infill opportunities in some of our core markets, as well as expansion opportunities in
under-penetrated markets in the United States such as the Mid-Atlantic states, the Midwest, portions of the Northeast, and California.
We expect to open 35 to 40 new locations during fiscal 2015, and expect to close approximately 10 to 15 locations. The new store
openings during fiscal 2015 will occur in the second and third quarters of the year while the closings are expected to be spread evenly
throughout the year. Longer-term, we see an opportunity to grow our square footage 10% annually, with an intermediate goal of 500
store units.
e-Commerce growth. As customers increasingly turn to the web for their shopping, we expect our e-Commerce channel to
provide another growth opportunity. We are continuing to capture additional market share by attracting new customers via the
website. We are planning to offer third-party drop shipping to customers, to give our customers more choice in product offerings.
Additionally, we are continuing to use the on-line channel to enrich the brick-and-mortar store experience, and have plans to improve
our buy online, pickup in store options to support the blending of the two channels into one unique brand experience. For fiscal 2014,
our e-Commerce channel (DTC and ISP) accounted for approximately $28.1 million in revenue, or about 5.5% of our total revenue, a
38.5% increase over fiscal 2013. We expect continued growth in fiscal 2015, as we continue to leverage new capabilities throughout
the year. We expect our e-Commerce business to continue to grow at a pace greater than brick-and-mortar for the foreseeable future,
with an interim goal of 10% of the overall business.
Merchandising
Merchandising strategy. Our merchandising strategy is to (i) offer unique, distinctive and often exclusive, high quality home
décor products and gifts at affordable prices representing great value to our customers, (ii) maintain a breadth of productive
merchandise categories, (iii) provide a carefully edited selection of core items within targeted categories, (iv) emphasize new and
fresh-to-market merchandise by continually updating our merchandise mix, and (v) present merchandise in a visually appealing
manner to create an inviting atmosphere which inspires decorating and gift-giving ideas and encourages frequent store visits.
Our information systems permit close tracking of individual item sales, which enables us to react quickly to market trends and
best or slow sellers. This daily sales and product margin information helps us to maximize the productivity of successful products and
categories, and minimize the accumulation of slow-moving inventory. The composition of our merchandise assortment is relatively
consistent across the chain. We address regional differences where applicable by tailoring inventories to geographic considerations
and specific store sales results in selected categories and classes of product.
We continuously introduce new and often exclusive products to our merchandise assortment in order to (i) maintain customer
interest by providing freshness in our product selections, encouraging frequent return visits to our stores and website, (ii) enhance our
reputation as a source for identifying and developing high quality, fashionable products, and (iii) allow merchandise which has peaked
in sales to be quickly discontinued and replaced by new items. In addition, we strategically manage the selling space devoted to gifts
and holiday merchandise throughout the year. Our flexible store design and display fixtures allow us to adjust our selling space as
needed to capitalize on sales trends.
Our average store generally carries approximately 4,400 Stock Keeping Units (“SKUs”). We regularly monitor the sell-through
on each item, therefore, the number and make-up of our active SKUs is continuously changing based on changes in selling trends. We
purchase merchandise from approximately 250 vendors and our buying team works closely with vendors to differentiate Kirkland’s
merchandise from that of our competitors. For products that are not manufactured specifically for Kirkland’s, we may create custom
packaging as a way to differentiate our merchandise offering and reinforce our brand. Exclusive or proprietary products distinguish us
from our competition, enhance the value of our merchandise and provide the opportunity to improve our net sales and gross margin.
Product assortment. Our major merchandise categories include wall décor, art, mirrors, lamps, decorative accessories, accent
furniture, textiles, holiday, fragrance and accessories, frames, housewares, impulse and personal accessories, outdoor accessories, and
artificial floral products. Our stores also offer an extensive assortment of holiday merchandise, as well as items carried throughout the
year suitable for gift-giving.
The following table presents the percentage of net sales contributed by our major merchandise categories over the last three
fiscal years:
Merchandise Category
Art ..................................................................................................................................
Holiday ..........................................................................................................................
Wall Décor .....................................................................................................................
Accent Furniture ............................................................................................................
Decorative Accessories ..................................................................................................
Fragrance and Accessories .............................................................................................
Fiscal 2014
14%
12
11
10
8
8
% of Net Sales
Fiscal 2013
15%
11
11
10
9
8
Fiscal 2012
16%
10
10
10
10
8
5
Merchandise Category
Lamps ............................................................................................................................
Mirrors ...........................................................................................................................
Textiles ..........................................................................................................................
Impulse and Personal Accessories .................................................................................
Housewares ....................................................................................................................
Floral ..............................................................................................................................
Frames ............................................................................................................................
Outdoor Living ..............................................................................................................
Total ...............................................................................................................................
Fiscal 2014
7
7
7
4
4
3
3
2
100%
% of Net Sales
Fiscal 2013
7
7
6
4
3
4
3
2
100%
Fiscal 2012
7
6
5
5
3
4
4
2
100%
Value proposition. We continually strive to increase the perceived value of Kirkland’s products to our customers through our
distinctive merchandising, carefully coordinated in-store signage, visual presentation and product packaging. Our shoppers regularly
experience the satisfaction of paying noticeably less for items similar to those sold by other retail stores, through catalogs, or on the
Internet. Our stores typically have two major semi-annual sale events, one in January and one in July. We also use temporary
promotions throughout the year featuring specific items or categories of merchandise. We believe our value-oriented pricing strategy,
coupled with an adherence to high quality standards, is an important element in establishing our distinct brand identity and solidifying
our connection with our customers.
Buying and Inventory Management
Merchandise sourcing and product development. Our merchandise team purchases inventory on a centralized basis to take
advantage of our consolidated buying power and our technology to closely control the merchandise mix in our stores. Our buying
team selects all of our products, negotiates with vendors and works closely with our planning and allocation team to optimize store-
level merchandise quantity and mix by category, classification and item.
Approximately 99% of our total purchases are from importers of merchandise manufactured primarily in China and other South-
Asian countries, with the balance purchased from domestic manufacturers and wholesalers. For our purchases of merchandise
manufactured abroad, we have historically bought from importers or U.S.-based representatives of foreign manufacturers rather than
dealing directly with foreign manufacturers. This process has enabled us to maximize flexibility and minimize product liability and
credit risks.
Planning and allocation. Our merchandise planning and allocation team works closely with our buying team, field management
and store personnel to meet the requirements of individual stores for appropriate merchandise in sufficient quantities. This team also
manages inventory levels, allocates merchandise to stores and replenishes inventory based upon information generated by our
information systems. Our inventory control systems monitor current inventory levels at each store, by operating district, and for the
total company. We also continually monitor recent selling history within each store by category, classification and item to properly
allocate future purchases to maximize sales and gross margin.
Each of our stores is internally classified for merchandising purposes based on certain criteria including sales volume, size,
location and historical performance. Although our stores carry similar merchandise, the variety and depth of products in a given store
may vary depending on the store’s rank and classification. Where applicable, inventory purchases and allocation are also tailored
based on regional or demographic differences between stores in selected categories.
Store Operations
General. In addition to corporate management and three Regional Directors, approximately 22 Multi-Unit Managers (who
generally have responsibility for approximately 10-16 stores within a geographic district) manage store operations. A Store Manager
and one to three Assistant Managers manage individual stores. The Store Manager is responsible for the day-to-day operation of the
store, including sales, customer service, merchandise display, human resource functions and store security. A typical store operates
seven days a week with an average of 12 to 14 employees, including a combination of full and part-time employees, depending on the
volume of the store and the season. Additional part-time employees are typically hired to assist with increased traffic and sales volume
in the fourth quarter of the calendar year.
Merchandise presentation. Merchandise is generally displayed according to guidelines and directives given to each store from
the Merchandise Presentation team with input from Store Operations. This procedure promotes somewhat uniform display standards
throughout the chain depending upon store configuration. Using multiple types of fixtures, we group complementary merchandise
creatively throughout the store, and also display certain products strictly by category or product type.
Because of the nature of our merchandise and our focus on identifying and developing best-selling items, we emphasize our
merchandise presentation standards. Our Merchandise Presentation team provides Store Managers with recommended directives such
6
as photographs, diagrams and placement guides. Augmenting this centralized approach, each Store Manager has flexibility to
creatively highlight those products that are expected to have the greatest appeal to local shoppers. Effective and consistent visual
merchandising enhances a store’s ability to reach its full sales potential.
Personnel recruitment and training. We believe our continued success is dependent in part on our ability to attract, retain and
motivate quality employees. In particular, our success depends on our ability to promote and/or recruit qualified Multi-Unit and Store
Managers and maintain quality full-time and part-time employees. Multi-Unit Managers are primarily responsible for recruiting new
Store Managers. Store Managers are responsible for the hiring and training of new associates, assisted where appropriate by a Human
Resources Manager. We constantly look for motivated and talented people to promote from within Kirkland’s, in addition to recruiting
outside Kirkland’s. All Employees are trained utilizing the “8 Steps to Success” training program. Multi-Unit Managers and Store
Managers receive an additional 5 to 10 days of training at a designated “training store” at which they work directly with a qualified
Training Store Manager.
Compensation and incentives. Multi-Unit and Store Managers are compensated with a base salary or on an hourly basis, plus a
monthly sales bonus combined with a quarterly performance bonus based on store-level profit contribution. Sales associates are
compensated on an hourly basis. In addition, we periodically run a variety of contests that reward associates for outstanding
achievement in sales and other corporate initiatives.
Real Estate
Strategy. Our real estate strategy is to identify dominant retail properties that are convenient and attractive to our target female
customer. The flexibility and broad appeal of our stores and our merchandise allow us to operate successfully in major metropolitan
markets such as Houston, Texas and Atlanta, Georgia; middle markets such as Nashville, TN, and Kansas City, Missouri; and smaller
markets such as Lafayette, Louisiana, and Amarillo, Texas. As we execute our store growth strategy, we are focused on infill
opportunities in some of our existing markets as well as expansion opportunities in under-penetrated markets in the United States such
as the Mid-Atlantic states, the Midwest, portions of the Northeast, and California to provide us with the unit growth to achieve our
goals.
Formats. We operate stores in a variety of off-mall venues and enclosed malls. As of January 31, 2015, we operated 28 stores in
enclosed malls, of which ten were outward-facing, and 316 stores in off-mall venues. Off-mall stores included 273 in “power” strip
centers and “lifestyle” centers, 12 in outlet centers and 31 freestanding locations. The average size of the new stores we opened in
fiscal 2014 was approximately 7,500 square feet, and we currently expect our fiscal 2015 new stores to be primarily in off-mall
shopping centers of similar average size.
Site selection. Our site selection strategy is to locate our stores in venues which are destinations for large numbers of shoppers
and which reinforce our image and brand. To assess potential new locations, we review financial and demographic criteria and
infrastructure for access. We also analyze the quality and relative location of co-tenants and competitive factors, square footage
availability, frontage space and other relevant criteria to determine the overall acceptability of a property and the optimal locations
within it.
The following table provides a history of our store openings and closings for the last five fiscal years.
Stores open at beginning of period ................................................................................
Store openings ................................................................................................................
Store closings .................................................................................................................
Fiscal
2014
324
34
(14)
Stores open at end of period ...........................................................................................
344
Fiscal
2013
323
24
(23)
324
Fiscal
2012
309
42
(28)
Fiscal
2011
300
34
(25)
Fiscal
2010
279
38
(17)
323
309
300
Distribution and Logistics
We have implemented a comprehensive approach to the management of our merchandise supply chain. This approach
encompasses all parts of the supply chain, from the manufacturer overseas to the store selling floor. Our 771,000-square-foot
distribution center in Jackson, Tennessee was built to our specifications in May 2004, and our warehouse management system and
material handling equipment streamline the flow of goods within the distribution center.
We currently utilize third-party carriers to transport merchandise from our distribution center to our stores. Approximately 93%
of our stores utilize direct, full truckload deliveries, which results in lower distribution costs and allows our field personnel to better
schedule store associates for the receiving process. The optimal delivery method for a given store depends on the store’s sales volume,
square footage, geographic location and other factors.
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Our distribution facility is also used as a fulfillment center for e-Commerce orders. We currently use approximately 200,000
square feet of the building to support the pick-and-pack operation used in e-Commerce fulfillment. To support the anticipated growth
in the e-Commerce business, we entered into a three-year lease in March 2015 for a 303,000 square feet facility in Jackson,
Tennessee which will primarily serve as the fulfillment center for e-Commerce. We continue to evaluate the impact of our multi-
channel strategies on our business, and anticipate future enhancements to our supply chain infrastructure will be necessary to support
our store unit growth and multi-channel goals.
Information Systems
Our store information systems include a server in each store that runs our automated point-of-sale (“POS”) application on
multiple POS registers. The server provides Store Managers with convenient access to detailed sales and inventory information for the
store. Our POS registers provide a price look-up function (all merchandise is bar-coded), time and attendance, and automated check,
credit card, debit card and gift card processing. Through nightly two-way electronic communication with each store, we upload SKU-
level sales, gross margin information and payroll hours to our home office system and download new merchandise pricing, price
changes for existing merchandise, purchase orders and system maintenance tasks to the store server. Based upon the evaluation of
information obtained through this daily information exchange, our planning and allocation team implements merchandising decisions
regarding inventory levels, reorders, price changes and allocation of merchandise to our stores. Our point-of-sale software package
provides us with tools to review sales information real-time, control store-level labor, and implement scheduling capabilities.
During the second half of 2012, we completed the implementation of a new merchandise management system. This software
provides us with tools to better manage aspects of our merchandise assortment and integrates all merchandising and inventory
management applications; including category, classification and SKU inventory tracking, purchase order management, automated
ticket making, and sales audit. During fiscal 2013 and 2014, we implemented a host of merchandise modules within our new
merchandise management system including merchandise financial planning, allocation, and replenishment tools. In 2014, we
implemented an order management system, which supports our multi-channel initiatives by providing a flexible foundation for
handling orders, directing omni-channel traffic, and servicing the customer.
Our financial system applications, including general ledger and accounts payable, were upgraded in February 2011. Our e-
Commerce platform was implemented in the fall of 2010, when we re-launched our website for DTC selling. Concurrent with the
move into our distribution center in 2004, we implemented a warehouse management system (“WMS”). The WMS was tailored to our
specifications and provides us with a fully automated solution for all operations within the distribution center.
Marketing
Although our overall marketing efforts encompass various techniques, in recent years, we have had a significant focus on e-mail
communication. We now manage a database of approximately 1.9 million active e-mail addresses that have been provided by our
customers, primarily through in-store collection processes and various contests and initiatives designed to drive e-mail sign-ups. We
use this database to communicate frequently with our loyal customer base about new products, in-store events and special offers. We
are beginning to utilize other means of media advertising to enhance the visibility of our products and our brand. During the past two
years, we performed media tests in select markets that included television commercials and newspaper and mail inserts. We are
continuously evaluating other forms of advertising as we seek to further develop the brand of the company while we execute our
growth strategy. Our marketing efforts inside the store emphasize signage, store and window banners, displays and other techniques to
attract customers and provide an exciting shopping experience. The growth of our e-Commerce business has also increased our
investment in online marketing channels such as paid search and affiliate marketing.
During the third quarter of fiscal 2013, we implemented a new customer loyalty program called K Club. K Club allows
members to earn one point for every dollar spent on eligible product purchases and receive a ten dollar reward certificate for every
three hundred points earned. In addition to the K Club, we provide our customers with the option to utilize Kirkland’s private-label
credit card. Kirkland’s credit card holders earn two points for every dollar spent. This program is administered by a third-party, who
bears the credit risk associated with the card program without recourse to us. We believe that customers using the Kirkland’s private-
label credit card visit our stores and purchase merchandise more frequently, as well as spend more money per visit, than our customers
not using the card. As of the end of fiscal 2014, we had approximately 4.2 million loyalty members in the K Club program.
Internet and Social Media
We believe the Internet offers opportunities to complement our “brick-and-mortar” stores, increase sales and increase consumer
brand awareness of our products. Our website at www.kirklands.com provides our customers with the ability to purchase Kirkland’s
merchandise online and have it delivered directly to their homes or their nearest Kirkland’s store. Customers may also use the website
as a resource to locate a store, preview our merchandise, join our K Club loyalty program, apply for a Kirkland’s credit card, and
purchase gift cards online. We are also very active in social media and maintain a presence on Facebook, where we have a fan base of
over 847,000. For Twitter, Pinterest and Instagram, we have over 27,400, 72,400 and 25,300 followers, respectively.
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The information contained or incorporated in our websites is not a part of this annual report on Form 10-K.
Trademarks
All of our stores operate under the names “Kirkland’s”, “Kirkland’s Home”, “Kirkland’s Home Outlet”, “Kirkland’s Outlet,”
and “The Kirkland Collection.”
We have registered several trademarks with the United States Patent and Trademark Office on the Principal Register that are
used in connection with the Kirkland’s stores, including KIRKLAND’S® logo design, KIRKLAND’S®, THE KIRKLAND
COLLECTION®, KIRKLAND’S OUTLET®, KIRKLAND’S HOME®, MARKET AND VINEtm and LOVE THE POSSIBILITIES,
LOVE THE PRICE®. These marks have historically been very important components in our merchandising and marketing strategy.
We are not aware of any claims of infringement or other challenges to our right to use our marks in the United States.
Competition
The retail market for home décor and gifts is highly competitive. Accordingly, we compete against a diverse group of retailers,
including specialty stores, department stores, discount stores, catalog and Internet-based retailers, which sell similar lines of
merchandise to those carried by us. Our product offerings also compete with a variety of national, regional and local retailers,
including such retailers as HomeGoods, Bed, Bath & Beyond, Cost Plus World Market, Hobby Lobby, Pier 1 Imports, Target, Ebay,
Amazon.com and Overstock.com. Department stores typically have higher prices than our stores for similar merchandise. Specialty
retailers tend to have higher prices and a narrower assortment of home décor products. Wholesale clubs may have lower prices than
our stores, but the product assortment is generally more limited. We believe that the principal competitive factors influencing our
business are merchandise novelty, quality and selection, price, customer service, visual appeal of the merchandise and the store, and
the convenience of our store locations. The number of companies offering a selection of home décor products that overlaps generally
with our product assortment has increased over the last 10 to 15 years. However, we believe that our stores still occupy a distinct niche
in the marketplace: traditionally-styled, quality merchandise, reflective of current market trends, offered at a value price combined
with a unique store experience. We believe we compete effectively with other retailers due to our experience in identifying a broad
collection of distinctive merchandise, pricing it to be attractive to the target Kirkland’s customer, presenting it in a visually appealing
manner, and providing a quality store experience.
In addition to competing for customers, we compete with other retailers for suitable store locations and qualified management
personnel and sales associates. Many of our competitors are larger and have substantially greater financial, marketing and other
resources than we do. See Item 1A of this Annual Report, captioned “Risk Factors.”
Employees
We employed 6,312 employees at March 16, 2015. The number of employees fluctuates with seasonal needs. None of our
employees are covered by a collective bargaining agreement. We believe that we maintain a positive relationship with our employees.
Availability of SEC Reports
We file annual reports on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K and other information
with the SEC. Members of the public may read and copy materials that we file with the SEC at the SEC’s Public Reference Room at
450 Fifth Street, N.W., Washington, D.C. 20549. Members of the public may also obtain information on the Public Reference Room
by calling the SEC at 1-800-SEC-0330. The SEC also maintains an Internet web site that contains reports, proxy and information
statements and other information regarding issuers, including Kirkland’s, that file electronically with the SEC. The address of that site
is http://www.sec.gov. Our annual reports on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K and other
information filed by us with the SEC are available, without charge, on our Internet web site, http://www.kirklands.com, as soon as
reasonably practicable after they are filed electronically with the SEC. Copies are also available, without charge, by written request to:
Secretary, Kirkland’s, Inc., 5310 Maryland Way, Brentwood, TN 37027.
Executive Officers of Kirkland’s
The name, age as of March 31, 2015, and position of each of our executive officers are as follows:
W. Michael Madden, 45, has been a Director of Kirkland’s and President and Chief Executive Officer since February 2015.
Prior to his appointment as Chief Executive Officer, Mr. Madden served as President and Chief Operating Officer since August 2014.
He also served as Senior Vice President and Chief Financial Officer from January 2008 to July 2014, Vice President and Chief
Financial Officer from May 2006 to December 2007, and Vice President of Finance from May 2005 to April 2006. From July 2000 to
May 2005, he served as Director of Finance. Prior to joining Kirkland’s, Mr. Madden served as Assistant Controller with Trammell
Crow Company and was with PricewaterhouseCoopers LLP. At PricewaterhouseCoopers LLP, he served in positions of increasing
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responsibility over six years culminating as Manager-Assurance and Business Advisory Services where he worked with various
clients, public and private, in the retail and consumer products industries.
Michelle R. Graul, 49, has been Executive Vice President of Stores and Merchandising since August 2014. Prior to her
appointment as Executive Vice President of Stores and Merchandising, Ms. Graul served as Senior Vice President of Human
Resources and Stores since January 2010, Senior Vice President of Human Resources from August 2008 to December 2009, and Vice
President of Human Resources from March 2005 to July 2008. Prior to joining Kirkland’s, Mrs. Graul was employed with Pier 1
Imports and served in various positions of increasing responsibility over 13 years culminating as Zone Human Resources Director.
Prior to joining Pier 1 Imports, Mrs. Graul had positions with four other retailers serving in various store operational roles and as a
buyer.
Adam C. Holland, 36, has been Vice President and Chief Financial Officer since February 2015. Prior to his appointment as
Vice President and Chief Financial Officer, Mr. Holland served as Chief Accounting Officer from August 2014 to January 2015 and
Vice President of Finance from August 2008 to July 2014. He also served as Director of Finance from June 2006 to July 2008 and
Manager of Financial Reporting from May 2005 to June 2006. Prior to joining Kirkland’s, Mr. Holland served as Manager of
Corporate Accounting with Walter Industries, Inc. and prior to that was a senior auditor with Ernst & Young LLP.
No family relationships exist among any of the above-listed officers, and there are no arrangements or understandings between
any of the above-listed officers and any other person pursuant to which they serve as an officer. All officers are elected to hold office
for one year or until their successors are elected and qualified.
Item 1A.
Risk Factors
Investing in our common stock involves risk. You should carefully consider the following risks, as well as the other information
contained in this 10-K, including our consolidated financial statements and the related notes, before investing in our common stock.
Risks Related to Strategy and Strategy Execution
If We Do Not Generate Sufficient Cash Flow, We May Not Be Able to Implement Our Growth Strategy.
The rate of our expansion will depend on, among other factors, the availability of adequate capital, which in turn will depend in
large part on cash flow generated by our business and the availability of equity and debt capital. The cost of opening new stores or
expanding, remodeling and relocating existing stores — which is at the heart of our growth strategy — may increase in the future
compared to historical costs. There can be no assurance that our business will generate adequate cash flow or that we will be able to
obtain equity or debt capital on acceptable terms, or at all. Moreover, our senior credit facility contains provisions that restrict the
amount of debt we may incur in the future. If we are not successful in obtaining sufficient capital, we may be unable to open
additional stores or expand, remodel and relocate existing stores as planned, which may adversely affect our growth strategy resulting
in a decrease in net sales. There can be no assurances that we will be able to achieve our current plans for the opening of new stores
and the expansion, remodeling or relocation of existing stores.
If We Are Unable to Profitably Open and Operate New Stores at a Rate that Exceeds Planned Store Closings, We May Not Be Able
to Adequately Execute Our Growth Strategy, Resulting in a Decrease in Net Sales and Net Income.
A key element of our growth strategy is to open new stores, both in existing markets and in new geographic markets that we
select based on customer data and demographics. Our future operating results will depend to a substantial extent on whether we are
able to continue to open and operate new stores successfully at a rate that exceeds our planned store closings.
Our ability to open new stores and to expand, remodel and relocate existing stores depends on a number of factors, including the
prevailing conditions in the commercial real estate market and our ability to:
locate and obtain favorable store sites and negotiate acceptable lease terms;
construct or refurbish store sites;
obtain and distribute adequate product supplies to our stores;
• maintain or obtain adequate capital resources for leasehold improvements, fixtures and inventory on acceptable terms;
•
•
•
• maintain adequate warehousing and distribution capability at acceptable costs;
•
•
hire, train and retain skilled managers and personnel; and
continue to upgrade our information and other operating systems to control the anticipated growth and expanded
operations.
There also can be no assurance that we will be able to open, expand, remodel and relocate stores at the anticipated rate, if at all.
Furthermore, there is no assurance that new stores that we open will generate net sales levels necessary to achieve store-level
10
profitability. New stores that we open in our existing markets may draw customers away from our existing stores and may have lower
net sales growth compared to stores opened in new markets.
Every year we decide to close certain stores based on a number of factors, including but not limited to planned location of new
stores nearby, excessive rent or other operating cost increases, inadequate profitability, for short term leases, or the landlord’s ability
to replace us with another tenant at more favorable terms to the landlord. Store closings have the effect of reducing net sales. If we are
not able to open new stores at a pace that exceeds the closing of existing stores we will not achieve our planned revenue growth.
New stores also may face greater competition and have lower anticipated net sales volumes relative to previously opened stores
during their comparable years of operations. New stores opened in new markets, where we are less familiar with the target customer
and less well known, may face different or additional risks and increased costs compared to stores operated in existing markets. Also,
stores opened in off-mall locations may require greater marketing costs in order to attract customer traffic. These factors, together with
increased pre-opening expenses at our new stores, may reduce our average store contribution and operating margins. If we are unable
to profitably open and operate new stores and maintain the profitability of our existing stores, our net income could suffer.
The success of our growth plan will be dependent on our ability to promote and/or recruit a sufficient number of qualified multi-
unit managers, store managers and sales associates to support the expected growth in the number of our stores. In addition, the time
and effort required to train and supervise a large number of new managers and associates may divert resources from our existing stores
and adversely affect our operating and financial performance. Our operating expenses would also increase as a result of any increase
in the minimum wage or other factors that would require increases in the compensation paid to our employees.
Our Success Depends Upon our Marketing, Advertising and Promotional Efforts. If We are Unable to Implement them
Successfully, or if Our Competitors Market, Advertise or Promote More Effectively than We Do, Our Revenue May Be Adversely
Affected.
We use marketing and promotional programs to attract customers to our stores and to encourage purchases by our customers.
We use various media for our promotional efforts, including print, database marketing, email communications and other electronic
communications such as paid search advertising and online social networks. If we fail to choose the appropriate medium for our
efforts, or fail to implement and execute new marketing opportunities, our competitors may be able to attract some of our customers.
If our competitors increase their spending on advertising and promotions, if our advertising, media or marketing expenses
increase, if our advertising and promotions become less effective than those of our competitors, or if we do not adequately leverage
technology and data analytic capabilities needed to generate concise competitive insight, we could experience a material adverse effect
on our results of operations. A failure to sufficiently innovate, develop customer relationship initiatives, or maintain adequate and
effective advertising could inhibit our ability to maintain brand relevance and drive increased sales.
We May Not Be Able to Successfully Anticipate Consumer Trends and Our Failure to Do So May Lead to Loss of Consumer
Acceptance of Our Products Resulting in Reduced Net Sales.
Our success depends on our ability to anticipate and respond to changing merchandise trends and consumer demands in a
timely manner. While we devote considerable effort and resources to shape, analyze and respond to consumer preferences, consumer
spending patterns and preferences cannot be predicted with certainty and can change rapidly. Our product introductions and product
improvements, along with our other marketplace initiatives, are designed to capitalize on customer or consumer trends. In order to
remain successful, we must anticipate and react to these trends and develop new products or processes to address them. If we fail to
identify and respond to emerging trends, consumer acceptance of the merchandise in our stores and our image with our customers may
be harmed, which could reduce customer traffic in our stores and materially adversely affect our net sales.
Additionally, if we misjudge market trends, we may significantly overstock unpopular products and be forced to take significant
inventory markdowns, which would have a negative impact on our gross profit and cash flow. Conversely, shortages of items that
prove popular could reduce our net sales. In addition, a major shift in consumer demand away from home décor could also have a
material adverse effect on our business, results of operations and financial condition.
We May Not Be Able to Successfully Respond to Technological Change, Our Website Could Become Obsolete and Our Financial
Results and Conditions Could be Adversely Affected.
We maintain a corporate website through which we market and sell our products to customers and publicize Company
information to customers, investors and other constituencies. Maintenance of our website requires substantial development and
maintenance efforts, and entails significant technical and business risks. To remain competitive, we must continue to enhance and
improve the responsiveness, functionality and features of our website. The sale of products through e-Commerce is characterized by
rapid technological change, the emergence of new industry standards and practices and changes in customer requirements and
preferences. Therefore, we may be required to license emerging technologies, enhance our existing website, develop new services and
technology that address the increasingly sophisticated and varied needs of our current and prospective customers, and adapt to
technological advances and emerging industry and regulatory standards and practices in a cost-effective and timely manner. Our
11
ability to remain technologically competitive may require substantial expenditures and lead time and our failure to do so may harm our
business and results of operations.
Risks Related to Profitability
Inventory Loss and Theft and the Inability to Anticipate Inventory Needs may Result in Reduced Net Sales.
We are subject to the risk of inventory loss and theft. We have experienced inventory shrinkage in the past, and we cannot
assure that incidences of inventory loss and theft will decrease in the future or that the measures we are taking will effectively reduce
the problem of inventory shrinkage. Although some level of inventory shrinkage is an unavoidable cost of doing business, if we were
to experience higher rates of inventory shrinkage or incur increased security costs to combat inventory theft, our financial condition
could be affected adversely.
Efficient inventory management is a key component of our business success and profitability. To be successful, we must
maintain sufficient inventory levels to meet our customers’ demands without allowing those levels to increase to such an extent that
the costs to store and hold the goods unduly impacts our financial results. If our buying decisions do not accurately predict customer
trends or purchasing actions, we may have to take unanticipated markdowns to dispose of the excess inventory, which also can
adversely impact our financial results. We continue to focus on ways to reduce these risks, but we cannot assure you that we will
continue to be successful in our inventory management. If we are not successful in managing our inventory balances, our cash flows
from operations may be negatively affected.
Inability to Successfully Develop and Maintain a Relevant and Reliable Multichannel Experience for Our Customers Could
Adversely Affect Our Sales, Results of Operations and Reputation.
Our business has evolved from an in-store experience to interaction with customers across multiple channels (in-store, online,
mobile and social media, among others). Our customers are using computers, tablets, mobile phones and other devices to shop in our
stores and online and provide feedback and public commentary about all aspects of our business. Multichannel retailing is rapidly
evolving and we must keep pace with changing customer expectations and new developments and technology investments by our
competitors.
Successful operation of our e-Commerce initiatives are dependent on our ability to maintain uninterrupted availability of the
Company’s website and supporting applications, adequate inventory levels, timely fulfillment of customer orders, and accurate
shipping of undamaged product. In addition, the Company’s call center must maintain a high standard of customer care. Failure to
successfully manage this process may negatively impact sales, result in the loss of customers, and damage our reputation.
If we are unable to attract and retain team members or contract with third parties having the specialized skills needed to support
our multichannel efforts, implement improvements to our customer-facing technology in a timely manner, or provide a convenient and
consistent experience for our customers regardless of the ultimate sales channel, our ability to compete and our results of operations
could be adversely affected. In addition, if www.kirklands.com and our other customer-facing technology systems do not appeal to our
customers or reliably function as designed, we may experience a loss of customer confidence, lost sales or be exposed to fraudulent
purchases, which, if significant, could adversely affect our reputation and results of operations.
Our Results Could be Negatively Impacted if our Merchandise Offering Suffers a Substantial Impediment to its Reputation Due to
Real or Perceived Quality Issues.
Maintaining, promoting and growing our merchandise offering will depend largely on the success of our design, merchandising,
and marketing efforts and our ability to provide a consistent, high quality client experience. If we fail to achieve these objectives, our
public image and reputation could be tarnished by negative publicity.
If our merchandise offerings do not meet applicable safety standards or customer expectations regarding safety, we could
experience lost sales and increased costs and be exposed to legal and reputational risk. All of our vendors must comply with applicable
product safety laws, and we are dependent on them to ensure that the products we buy comply with all safety standards. Events that
give rise to actual, potential or perceived product safety concerns with respect to our products could expose us to government
enforcement action or private litigation and result in costly product recalls and other liabilities. In addition, negative customer
perceptions regarding the safety of the products we sell could cause our customers to seek alternative sources for their needs, resulting
in lost sales. In those circumstances, it may be difficult and costly for us to regain customer confidence.
We Face an Extremely Competitive Specialty Retail Business Market, and Such Competition Could Result in a Reduction of Our
Prices and a Loss of Our Market Share.
The retail market is a highly competitive market. We compete against a diverse group of retailers, including specialty stores,
department stores, discount stores, catalog and Internet-based retailers, which sell similar lines of merchandise to those carried by us.
Our competitors, many of which are larger and have substantially greater financial and other resources than us, include HomeGoods,
12
Bed, Bath & Beyond, Cost Plus World Market, Hobby Lobby, Pier 1 Imports, Target, Ebay, Amazon.com and Overstock.com. Our
“brick-and-mortar” stores and our www.kirklands.com website also compete with the ever-increasing number of Internet retail
websites offering home décor and gift merchandise. The availability of home décor and gift merchandise from various competitors on
the Internet could result in increased price competition as our customers are more readily able to comparison shop, which could reduce
our sales, prices and margins and adversely affect our results of operations.
Competitors may have greater financial, distribution, logistics, marketing and other resources available to them and may be able
to adapt to changes in customer requirements more quickly, devote greater resources to the design, sourcing, distribution, marketing
and sale of their products, generate greater national brand recognition or adopt more aggressive pricing policies. Our competitors may
also be able to increase sales in their new and existing markets faster than we do by emphasizing different distribution channels than
we do. If we are unable to overcome these potential competitive disadvantages, such factors could have an adverse effect on our
business, financial condition and results of operations.
Weather Conditions Could Adversely Affect Our Sales and/or Profitability by Affecting Consumer Shopping Patterns.
Our operating results may be adversely affected by severe or unexpected weather conditions. Adverse weather conditions or
other extreme changes in the weather, including resulting electrical and technological failures, may disrupt our business and may
adversely affect our ability to sell and distribute products. Frequent or unusual snow, ice or rain storms or extended periods of
unseasonable temperatures in our markets could adversely affect our performance by affecting customer shopping patterns or
diminishing demand for seasonal merchandise. For example, extended periods of unseasonably warm temperatures during the winter
season or cool weather during the summer season could reduce demand for a portion of our inventory and thereby reduce our sales and
profitability.
We are Exposed to the Risk of Natural Disasters, Pandemic Outbreaks, Global Political Events, War and Terrorism That Could
Disrupt Our Business and Result in Lower Sales, Increased Operating Costs and Capital Expenditures.
Our headquarters, store locations and distribution center, as well as certain of our vendors and customers, are located in areas
which have been and could be subject to natural disasters such as floods, hurricanes, tornadoes, fires or earthquakes. In addition, we
operate in markets that may be susceptible to pandemic outbreaks, war, terrorist acts or disruptive global political events, such as civil
unrest in countries in which our vendors are located or products are manufactured. Our business may be harmed if our ability to sell
and distribute products is impacted by any such events, any of which could influence customer trends and purchases and may
negatively impact our net sales, properties or operations. Such events could result in physical damage to one or more of our properties,
the temporary closure of some or all of our stores or distribution center, the temporary lack of an adequate work force in a market,
temporary or long-term disruption in the transport of goods, delay in the delivery of goods to our distribution center or stores,
disruption of our technology support or information systems, or fuel shortages or dramatic increases in fuel prices, which increase the
cost of doing business. These events also can have indirect consequences such as increases in the costs of insurance if they result in
significant loss of property or other insurable damage. Any of these factors, or combination thereof, could adversely affect our
operations.
Our Performance May be Affected by General Economic Conditions.
Our performance is subject to worldwide economic conditions and their impact on levels of consumer spending. Some of the
factors that have had, and may in the future have, an impact on discretionary consumer spending include national or global economic
downturns, an increase in consumer debt (and a corresponding decrease in the availability of affordable consumer credit), reductions
in net worth based on recent severe market declines, softness in the residential real estate and mortgage markets, changes in taxation,
increases in fuel and energy prices, fluctuation in interest rates, low consumer confidence and other macroeconomic factors.
Specialty retail is a cyclical industry that is heavily dependent upon the overall level of consumer spending. Purchases of home
décor and gifts tend to be highly correlated with cycles in consumers’ disposable income and trends in the housing market. A weak
retail environment could impact customer traffic in our stores and also adversely affect our net sales. Because of the seasonality of our
business, economic downturns, increased sourcing costs, or scarcity in equipment during the last quarter of our fiscal year could
adversely affect us to a greater extent than if such downturns occurred at other times of the year. As purchases of home décor items
may decline during recessionary periods, a prolonged recession, including any related decrease in consumers’ disposable incomes,
may have a material adverse effect on our business, financial condition and results of operations.
Should credit markets tighten or turmoil in the financial markets develop, our ability to access funds, refinance our existing
indebtedness (if necessary), enter into agreements for new indebtedness or obtain funding through the issuance of our securities would
be adversely impacted.
The impact of any such credit crisis or market turmoil on our major suppliers cannot be predicted. The inability of key suppliers
to access liquidity, or the insolvency of key suppliers, could lead to their failure to deliver our merchandise. Worsening economic
conditions could also result in difficulties for financial institutions (including bank failures) and other parties with whom we do
13
business, which could potentially impair our ability to access financing under existing arrangements or to otherwise recover amounts
as they become due under our other contractual arrangements.
Our Profitability is Vulnerable to Inflation and Cost Increases.
Future increases in costs such as the cost of merchandise, shipping rates, freight costs, fuel costs and store occupancy costs may
reduce our profitability. These cost increases may be the result of inflationary pressures that could further reduce our sales or
profitability. Increases in other operating costs, including changes in energy prices, wage rates and lease and utility costs, may
increase our cost of goods sold or operating expenses. Competitive pressures in our industry may have the effect of inhibiting our
ability to reflect these increased costs in the prices of our products and therefore reduce our profitability.
Our Business Is Highly Seasonal and Our Fourth Quarter Contributes a Disproportionate Amount of Our Net Sales, Net Income
and Cash Flow, and Any Factors Negatively Impacting Us During Our Fourth Quarter Could Reduce Our Net Sales, Net Income
and Cash Flow, Leaving Us with Excess Inventory and Making It More Difficult for Us to Finance Our Capital Requirements.
We have experienced, and expect to continue to experience, substantial seasonal fluctuations in our net sales and operating
results, which are typical of many specialty retailers and common to most retailers generally. Due to the importance of the fall selling
season, which includes Thanksgiving and Christmas, the last quarter of our fiscal year has historically contributed, and is expected to
continue to contribute, a disproportionate amount of our net sales, net income and cash flow for the entire fiscal year. We expect this
pattern to continue during the current fiscal year and anticipate that in subsequent fiscal years, the last quarter of our fiscal year will
continue to contribute disproportionately to our operating results and cash flow. Any factors negatively affecting us during the last
quarter of our fiscal year, including unfavorable economic or weather conditions, could have a material adverse effect on our financial
condition and results of operations, reducing our cash flow, leaving us with excess inventory and making it more difficult for us to
finance our capital requirements.
Failure to Control Merchandise Returns Could Negatively Impact the Business.
We have established a provision for estimated merchandise returns based upon historical experience and other known factors. If
actual returns are greater than those projected by management, additional reductions of revenue could be recorded in the future. Also,
to the extent that returned merchandise is damaged, we may not receive full retail value from the resale of the returned merchandise.
Introductions of new merchandise, changes in merchandise mix, associate selling behavior, merchandise quality issues, changes to our
return policy, e-Commerce return behavior, changes in consumer confidence, or other competitive and general economic conditions
may cause actual returns to exceed the provision for estimated merchandise returns. An increase in merchandise returns that exceeds
our current provisions could negatively impact the business and financial results.
We May Experience Significant Variations in Our Quarterly Results.
Our quarterly results of operations may also fluctuate significantly based upon such factors as the timing of new store openings,
pre-opening expenses associated with new stores, the relative proportion of new stores to mature stores, net sales contributed by new
stores, increases or decreases in comparable store net sales, adverse weather conditions, shifts in the timing of holidays, the timing and
level of markdowns, changes in fuel and other shipping costs, changes in our product mix and actions taken by our competitors.
Our Comparable Store Net Sales Fluctuate Due to a Variety of Factors.
Numerous factors affect our comparable store net sales results, including among others, weather conditions, retail trends, the
retail sales environment, economic conditions, the impact of competition and our ability to execute our business strategy efficiently.
Our comparable store net sales results have historically experienced fluctuations, including declines in some fiscal periods. Our
comparable store net sales may not increase from quarter to quarter, or may decline. As a result, the unpredictability of our
comparable store net sales may cause our revenues and operating results to vary quarter to quarter, and an unanticipated decline in
revenues or comparable store net sales may cause the price of our common stock to fluctuate significantly.
Our Freight Costs and thus Our Cost of Goods Sold are Impacted by Changes in Fuel Prices.
Our freight cost is impacted by changes in fuel prices through surcharges. Fuel prices and surcharges affect freight costs with
respect to both inbound freight from vendors to our distribution center and outbound freight from our distribution center to our stores.
Increased fuel prices or surcharges may increase freight costs and thereby increase our cost of goods sold.
Risks Related to Regulation and Litigation
14
New Legal Requirements Could Adversely Affect Our Operating Results.
Our business is subject to numerous federal, state and local laws and regulations. We routinely incur costs in complying with
these laws and regulations. We are exposed to the risk that federal, state or local legislation may negatively impact our operations.
Changes in product (including changes in labeling or disclosure requirements), federal or state wage requirements, employee rights
(including changes in the process for our employees to join a union), health care, social welfare or entitlement programs such as health
insurance, paid leave programs, or other changes in workplace regulation or tax laws could adversely impact our ability to achieve our
financial targets. Changes in other regulatory areas, such as consumer credit, privacy and information security, or environmental
regulation may result in significant added expenses or may require extensive system and operating changes that may be difficult to
implement and/or could materially increase our costs of doing business. Untimely compliance or noncompliance with applicable laws
and regulations may subject us to legal risk, including government enforcement action, significant fines and penalties and class action
litigation, as well as reputational damage, which could adversely affect our results of operations
In 2010, the Patient Protection Act and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010
were signed into law in the United States. This legislation expands health care coverage to many uninsured individuals and expands
coverage to those already insured. The changes required by this legislation could cause us to incur additional health care and other
costs.
Concern over climate change, including global warming, has led to legislative and regulatory initiatives directed at limiting
greenhouse gas (“GHG”) emissions. If domestic or international laws or regulations were expanded to require GHG emission
reporting or reduction by us or our third-party manufacturers, or if we engage third-party contract manufacturers in countries that have
existing GHG emission reporting or reduction laws or regulations, we would need to expend financial and other resources to comply
with such regulations and/or to monitor our third-party manufacturers’ compliance with such regulations. In addition, we cannot
control the actions of our third-party manufacturers or the public’s perceptions of them, nor can we assure that these manufacturers
will conduct their businesses using climate change proactive or sustainable practices. Violations of climate change laws or regulations
by third parties with whom we do business could result in negative public perception of us and/or delays in shipments and receipt of
goods, and could subject us to fines or other penalties, any of which could restrict our business activities, increase our operating
expenses or cause our sales to decline.
The costs and other effects of new legal requirements cannot be determined with certainty. Additional laws may directly or
indirectly affect our production, distribution, packaging, cost of raw materials, fuel, ingredients or water, any of which could impact
our business and financial results. In addition, our efforts to comply with new legislation or regulations may increase our costs.
New Regulations Related to Conflict Minerals Could Adversely Impact Our Business.
The SEC has promulgated final rules mandated by the Dodd-Frank Act regarding disclosure of the use of tin, tantalum, tungsten
and gold, known as “conflict minerals”, included in components of products either manufactured by public companies or for which
public companies have contracted to manufacture. These new rules require due diligence to determine whether such minerals
originated from the Democratic Republic of Congo (the “DRC”) or an adjoining country and whether such minerals helped finance the
armed conflict in the DRC. The conflict minerals report required by the new rules is due annually. There are costs associated with
complying with these disclosure requirements in relation to products we manufacture or cause to be manufactured, including costs to
determine the origin of conflict minerals used in any products we are deemed to contract to manufacture. In addition, the
implementation of these rules could adversely affect the sourcing, supply and pricing of materials used in our products. Also, we may
face reputational challenges if the due diligence procedures we implement do not enable us to verify the origins for all conflict
minerals or do not enable us to determine that such minerals are “DRC conflict-free.”
Litigation May Adversely Affect Our Business, Financial Condition, Results of Operations or Liquidity.
Our business is subject to the risk of litigation by employees, consumers, vendors, competitors, intellectual property rights
holders, shareholders, government agencies and others through private actions, class actions, administrative proceedings, regulatory
actions or other litigation. The outcome of litigation, particularly class action lawsuits, regulatory actions and intellectual property
claims, is difficult to assess or quantify. Plaintiffs in these types of lawsuits may seek recovery of very large or indeterminate amounts,
and the magnitude of the potential loss relating to these lawsuits may remain unknown for substantial periods of time. In addition,
certain of these lawsuits, if decided adversely to us or settled by us, may result in liability material to our consolidated financial
statements as a whole or may negatively affect our operating results if changes to our business operation are required. The cost to
defend future litigation may be significant. There also may be adverse publicity associated with litigation that could negatively affect
customer perception of our business, regardless of whether the allegations are valid or whether we are ultimately found liable. As a
result, litigation may adversely affect our business, financial condition, results of operations or liquidity.
15
Product Liability Claims Could Adversely Affect Our Reputation.
Despite our best efforts to ensure the quality and safety of the products we sell, we may be subject to product liability claims
from customers or penalties from government agencies relating to allegations that the products sold by us are misbranded, contain
contaminants or impermissible ingredients, provide inadequate instructions regarding their use or misuse, or include inadequate
warnings concerning flammability or interactions with other substances. Such claims may result from tampering by unauthorized third
parties, product contamination or spoilage, including the presence of foreign objects, substances, chemicals, other agents, or residues
introduced during the growing, storage, handling and transportation phases. All of our vendors and their products must comply with
applicable product and safety laws. We generally seek contractual indemnification and insurance coverage from our suppliers.
However, if we do not have adequate insurance or contractual indemnification available, such claims could have a material adverse
effect on our business, financial condition and results of operation. Our ability to obtain indemnification from foreign suppliers may
be hindered by the manufacturer's lack of understanding of United States product liability or other laws, which may make it more
likely that we be required to respond to claims or complaints from customers as if we were the manufacturer of the products. Even
with adequate insurance and indemnification, such claims could significantly damage our reputation and consumer confidence in our
products. Our litigation expenses could increase as well, which also could have a materially negative impact on our results of
operations even if a product liability claim is unsuccessful or is not fully pursued.
If We Fail to Protect Our Brand Name, Competitors May Adopt Trade Names that Dilute the Value of Our Brand Name.
We may be unable or unwilling to strictly enforce our trademarks in each jurisdiction in which we do business. Also, we may
not always be able to successfully enforce our trademarks against competitors or against challenges by others. Our failure to
successfully protect our trademarks could diminish the value and efficacy of our brand recognition and could cause customer
confusion, which could, in turn, adversely affect our sales and profitability.
Risks Related to Dependence on Technology
Failure to Protect the Integrity and Security of Individually Identifiable Data of Our Customers and Employees Could Expose Us
to Litigation and Damage Our Reputation; The Expansion of Our e-Commerce Business Has Inherent Cybersecurity Risks That
May Result in Business Disruptions.
We receive and maintain certain personal information about our customers and employees in the ordinary course of business.
Our use of this information is regulated at the international, federal and state levels, as well as by certain third-parties with whom we
contract for such services. If our security and information systems are compromised or our business associates fail to comply with
these laws and regulations and this information is obtained by unauthorized persons or used inappropriately, it could adversely affect
our reputation, as well as operations, results of operations, and financial condition and could result in litigation or the imposition of
penalties. As privacy and information security laws and regulations change, we may incur additional costs to ensure we remain in
compliance.
Certain aspects of the business, particularly our website, heavily depend on consumers entrusting personal financial information
to be transmitted securely over public networks. We have experienced increasing e-Commerce sales over the past several years, which
increases our exposure to cybersecurity risks. We invest considerable resources in protecting the personal information of our
customers but are still subject to the risks of security breaches and cyber incidents resulting in unauthorized access to stored personal
information. Any breach of our cybersecurity measures could result in violation of privacy laws, potential litigation, and a loss of
confidence in our security measures, all of which could have a negative impact on our financial results and our reputation. In addition,
a privacy breach could cause us to incur significant costs to restore the integrity of our system and could result in significant costs in
government penalties and private litigation.
Our Hardware and Software Systems Are Vulnerable to Damage that Could Harm Our Business.
We rely upon our existing information systems for operating and monitoring all major aspects of our business, including sales,
warehousing, distribution, purchasing, inventory control, merchandise planning and replenishment, as well as various financial
functions. These systems and our operations are vulnerable to damage or interruption from:
•
•
•
fire, flood and other natural disasters;
power loss, computer systems failures, internet and telecommunications or data network failure, operator negligence,
improper operation by or supervision of employees, physical and electronic loss of data or security breaches,
misappropriation and similar events; and
computer viruses and malicious attacks and security breaches.
Any disruption in the operation of our information systems, the loss of employees knowledgeable about such systems or our
failure to continue to effectively modify such systems could interrupt our operations or interfere with our ability to monitor inventory,
which could result in reduced net sales and affect our operations and financial performance. We also need to ensure that our systems
16
are consistently adequate to handle our anticipated store growth and are upgraded as necessary to meet our needs. The cost of any such
system upgrades or enhancements would be significant. If our systems are damaged or fail to function properly, we may incur
substantial costs to repair or replace them, and may experience loss of critical data and interruptions or delays in our ability to manage
inventories or process customer transactions, which could adversely affect our results of operations.
We also rely heavily on our information technology staff. Failure to meet these staffing needs may negatively affect our ability
to fulfill our technology initiatives while continuing to provide maintenance on existing systems. We rely on certain vendors to
maintain and periodically upgrade many of these systems so that they can continue to support our business. The software programs
supporting many of our systems were licensed to us by independent software developers. The inability of these developers or us to
continue to maintain and upgrade these information systems and software programs would disrupt or reduce the efficiency of our
operations if we are unable to convert to alternate systems in an efficient and timely manner. In addition, costs and potential problems
and interruptions associated with the implementation of new or upgraded systems and technology, or with maintenance or adequate
support of existing systems could also disrupt or reduce the efficiency of our operations.
Risks Associated with Vendors and Distribution
We Depend on a Number of Vendors to Supply Our Merchandise, and Any Delay in Merchandise Deliveries from Certain Vendors
May Lead to a Decline in Inventory Which Could Result in a Loss of Net Sales.
Any disruption in the supply or increase in pricing of our merchandise could negatively impact our ability to achieve anticipated
operating results. We purchase our products from approximately 250 vendors with which we have no long-term purchase
commitments or exclusivity contracts. Historically, we have retained our vendors and we have generally not experienced difficulty in
obtaining desired merchandise from vendors on acceptable terms. However, our arrangements with these vendors do not guarantee the
availability of merchandise, establish guaranteed prices or provide for the continuation of particular pricing practices. Our current
vendors may not continue to sell products to us on current terms or at all, and we may not be able to establish relationships with new
vendors to ensure delivery of products in a timely manner or on terms acceptable to us. In addition, a period of unfavorable financial
performance may make it difficult for some of our vendors to arrange for the financing or factoring of their orders with manufacturers,
which could result in our inability to obtain desired merchandise from those vendors.
We may not be able to acquire desired merchandise in sufficient quantities on terms acceptable to us in the future. Also, our
business would be adversely affected if there were delays in product shipments to us due to freight difficulties, strikes or other
difficulties at our principal transport providers or otherwise. We have from time to time experienced delays of this nature. We are also
dependent on vendors for assuring the quality of merchandise supplied to us. Our inability to acquire suitable merchandise in the
future or the loss of one or more of our vendors and our failure to replace any one or more of them may harm our relationship with our
customers resulting in a loss of net sales.
We Are Dependent on Foreign Imports for a Significant Portion of Our Merchandise, and Any Changes in the Trading Relations
and Conditions Between the United States and the Relevant Foreign Countries May Lead to a Decline in Inventory Resulting in a
Decline in Net Sales, or an Increase in the Cost of Sales Resulting in Reduced Gross Profit.
Most of our merchandise is purchased through vendors in the United States who import the merchandise from foreign countries,
primarily China. Our vendors are subject to the risks involved with relying on products manufactured abroad, and we remain subject
to those risks to the extent that their effects are passed through to us by our vendors or cause disruptions in supply. These risks include
changes in import duties, quotas, loss of “most favored nation” trading status with the United States for a particular foreign country,
work stoppages, delays in shipments, first cost price increases, freight cost increases, exchange rate fluctuations, terrorism, war,
economic uncertainties (including inflation, foreign government regulations and political unrest), trade restrictions (including the
United States imposing antidumping or countervailing duty orders, safeguards, remedies or compensation and retaliation due to illegal
foreign trade practices) and other factors relating to foreign trade, including costs and uncertainties associated with efforts to identify
and disclose sources of "conflict minerals" used in products that the Company causes to be manufactured and potential sell-through
difficulties and reputational damage that may be associated with the inability of the Company to determine that such products are
classified as "DRC conflict-free." If any of these or other factors were to cause a disruption of trade from the countries in which the
suppliers of our vendors are located, our inventory levels may be reduced or the cost of our products may increase.
Historically, instability in the political and economic environments of the countries in which our vendors obtain our products
has not had a material adverse effect on our operations. However, we cannot predict the effect that future changes in economic or
political conditions in such foreign countries may have on our operations. Although we believe that we could access alternative
sources in the event of disruptions or delays in supply due to economic, political or health conditions in foreign countries, such
disruptions or delays may adversely affect our results of operations unless and until alternative supply arrangements can be made. In
addition, merchandise purchased from alternative sources may be of lesser quality or more expensive than the merchandise we
currently purchase abroad.
17
Countries from which our vendors obtain these products may, from time to time, impose new or adjust prevailing quotas or
other restrictions on exported products, and the United States may impose new duties, quotas and other restrictions on imported
products. This could disrupt the supply of such products to us and adversely affect our operations. The United States Congress
periodically considers other restrictions on the importation of products obtained for us by vendors. The cost of such products may
increase for us if applicable duties are raised or import quotas with respect to such products are imposed or made more restrictive.
We are also subject to the risk that the manufacturers abroad who ultimately manufacture our products may employ labor
practices that are not consistent with acceptable practices in the United States. In any such event we could be hurt by negative
publicity with respect to those practices and, in some cases, face liability for those practices.
Our Success Is Highly Dependent on Our Planning and Control Processes and Our Supply Chain, and Any Disruption in or
Failure to Continue to Improve These Processes May Result in a Loss of Net Sales and Net Income.
An important part of our efforts to achieve efficiencies, cost reductions and net sales growth is the continued identification and
implementation of improvements to our planning, logistical and distribution infrastructure and our supply chain, including
merchandise ordering, transportation and receipt processing. In addition, recent increases in energy prices have resulted, and are
expected to continue to result, in increased merchandise and freight costs, which cannot readily be offset through higher prices
because of competitive factors.
A significant portion of the distribution of products to our stores is coordinated through our distribution facility in Jackson,
Tennessee. We depend on the orderly operation of this receiving and distribution facility, which depends on adherence to shipping
schedules and effective management. We cannot assure that events beyond our control, such as disruptions due to fire or other
catastrophic events, labor disagreements or shipping problems, will not result in delays in the delivery of merchandise to our stores.
We also cannot guarantee that our insurance will be sufficient, or that insurance proceeds will be timely paid to us, in the event our
distribution center is shut down for any reason. Any significant disruption in the operations of this distribution facility would have a
material adverse effect on our ability to maintain proper inventory levels in our stores which could result in a loss of net sales and net
income.
Risks Related to Company Governance and Ownership
We Depend on Key Personnel, and, if We Lose the Services of Any Member of Our Senior Management Team, We May Not Be
Able to Run Our Business Effectively.
We have benefited substantially from the leadership and performance of our senior management team. Our success will depend
on our ability to retain our current senior management members and to attract and retain qualified personnel in the future. Competition
for senior management personnel is intense and there can be no assurances that we will be able to retain our personnel. The loss of a
member of senior management would require the remaining executive officers to divert immediate and substantial attention to seeking
a replacement.
Our Charter and Bylaw Provisions and Certain Provisions of Tennessee Law May Make It Difficult in Some Respects to Cause a
Change in Control of Kirkland’s and Replace Incumbent Management.
Our charter authorizes the issuance of “blank check” preferred stock with such designations, rights and preferences as may be
determined from time to time by our Board of Directors. Accordingly, the Board of Directors is empowered, without shareholder
approval, to issue preferred stock with dividend, liquidation, conversion, voting or other rights that could materially adversely affect
the voting power or other rights of the holders of our common stock. Holders of the common stock do not have preemptive rights to
subscribe for a pro rata portion of any capital stock which may be issued by us. In the event of issuance, such preferred stock could be
utilized, under certain circumstances, as a method of discouraging, delaying or preventing a change in control of Kirkland’s. Although
we have no present intention to issue any new shares of preferred stock, we may do so in the future.
Our charter and bylaws contain certain corporate governance provisions that may make it more difficult to challenge
management, may deter and inhibit unsolicited changes in control of Kirkland’s and may have the effect of depriving our shareholders
of an opportunity to receive a premium over the prevailing market price of our common stock in the event of an attempted hostile
takeover. First, the charter provides for a classified Board of Directors, with directors (after the expiration of the terms of the initial
classified board of directors) serving three year terms from the year of their respective elections and being subject to removal only for
cause and upon the vote of 80% of the voting power of all outstanding capital stock entitled to vote (the “Voting Power”). Second, our
charter and bylaws do not generally permit shareholders to call, or require that the Board of Directors call, a special meeting of
shareholders. The charter and bylaws also limit the business permitted to be conducted at any such special meeting. In addition,
Tennessee law permits action to be taken by the shareholders by written consent only if the action is consented to by holders of the
number of shares required to authorize shareholder action and if all shareholders entitled to vote are parties to the written consent.
Third, the bylaws establish an advance notice procedure for shareholders to nominate candidates for election as directors or to bring
other business before meetings of the shareholders. Only those shareholder nominees who are nominated in accordance with this
procedure are eligible for election as directors of Kirkland’s, and only such shareholder proposals may be considered at a meeting of
18
shareholders as have been presented to Kirkland’s in accordance with the procedure. Finally, the charter provides that the amendment
or repeal of any of the foregoing provisions of the charter mentioned previously in this paragraph requires the affirmative vote of at
least 80% of the Voting Power. In addition, the bylaws provide that the amendment or repeal by shareholders of any bylaws made by
our Board of Directors requires the affirmative vote of at least 80% of the Voting Power.
Furthermore, Kirkland’s is subject to certain provisions of Tennessee law, including certain Tennessee corporate takeover acts
that are, or may be, applicable to us. These acts, which include the Investor Protection Act, the Business Combination Act and the
Tennessee Greenmail Act, seek to limit the parameters in which certain business combinations and share exchanges occur. The
charter, bylaws and Tennessee law provisions may have an anti-takeover effect, including possibly discouraging takeover attempts
that might result in a premium over the market price for our common stock.
Concentration of Ownership among Our Existing Directors, Executive Officers, and Their Affiliates May Prevent New Investors
from Influencing Significant Corporate Decisions.
As of the date of this filing, our current directors and executive officers beneficially own approximately 18% of our outstanding
common stock. As a result, these shareholders are able to exert significant influence over the outcome of most corporate actions
requiring shareholder approval, including the election of directors and approval of significant corporate transactions, which may have
the effect of delaying or precluding a third party from acquiring control of us.
If We Fail to Maintain an Effective System of Internal Control, We May Not be Able to Accurately Report Our Financial Results.
As a public company, we are required to document and test our internal controls over financial reporting pursuant to Section 404
of the Sarbanes-Oxley Act of 2002 so that our management can certify the effectiveness of our internal controls and our independent
registered public accounting firm can render an opinion on the effectiveness of our internal control over financial reporting. As a
result, we may incur substantial expenses to test our systems, to make any necessary improvements, and to hire additional personnel.
We maintain a system of internal control over financial reporting, but there are limitations inherent in internal control systems.
If we are unable to maintain adequate and effective internal control over financial reporting, our financial reporting could be adversely
affected. A control system, no matter how well conceived and operated, can provide only reasonable, not absolute, assurance that the
objectives of the control system are met. In addition, the design of a control system must reflect the fact that there are resource
constraints and the benefit of controls must be appropriate relative to their costs.
If our management is unable to certify the effectiveness of our internal controls or if our independent registered public
accounting firm cannot render an opinion on the effectiveness of our internal control over financial reporting, or if material
weaknesses in our internal controls are identified, we could be subject to regulatory scrutiny and a loss of public confidence, which
could harm our business and cause a decline in our common stock price. In addition, if we do not maintain adequate financial and
management personnel, processes and controls, we may not be able to accurately report our financial performance on a timely basis,
which could cause a decline in our common stock price and harm our ability to raise capital. Failure to accurately report our financial
performance on a timely basis could also jeopardize our continued listing on The NASDAQ Stock Market LLC or any other stock
exchange on which our common stock may be listed. Delisting of our common stock on any exchange could reduce the liquidity of the
market for our common stock, which could reduce the price of our common stock and increase the volatility of our common stock
price.
The Market Price for Our Common Stock Might Be Volatile and Could Result in a Decline in the Value of Your Investment.
The price at which our common stock trades may be volatile. The market price of our common stock could be subject to
significant fluctuations in response to our operating results, general trends and prospects for the retail industry, announcements by our
competitors, analyst recommendations, our ability to meet or exceed analysts’ or investors’ expectations, the condition of the financial
markets and other factors. In addition, the stock market in recent years has experienced extreme price and volume fluctuations that
often have been unrelated or disproportionate to the operating performance of companies. These fluctuations, as well as general
economic and market conditions, may adversely affect the market price of our common stock notwithstanding our actual operating
performance.
Item 1B.
Unresolved Staff Comments
None.
Item 2.
Properties
We lease all of our store locations and expect to continue our practice of leasing rather than owning. Our leases typically
provide for 5-10 year initial terms, many with the ability for us (or the landlord) to terminate the lease at specified points during the
term if net sales at the leased premises do not reach a certain annual level. Many of our leases provide for payment of percentage rent
(i.e., a percentage of net sales in excess of a specified level) and the rate of increase in key ancillary charges is generally capped.
19
As current leases expire, we believe we have the option to obtain favorable lease renewals for present store locations or obtain
new leases for equivalent or better locations in the same general area. To date, we have not experienced unusual difficulty in either
renewing or extending leases for existing locations or securing leases for suitable locations for new stores.
We currently lease one central distribution facility, consisting of 771,000 square feet, located in Jackson, Tennessee. This lease
has a 15-year initial term, with two 5-year options. We also lease 80,000 square feet of additional warehouse space at a separate
location in Jackson, Tennessee, which has a 3-year lease term, set to expire May 31, 2015. In March, 2015, we entered into a lease for
303,000 square feet of additional warehouse space at a third location in Jackson, Tennessee, which has a 3-year lease term. We
currently lease 76,000 square feet of office space in Brentwood, Tennessee, set to expire December 31, 2024.
The following table indicates the states where our stores are located and the number of stores within each state as of January 31,
2015:
16
Alabama .....................................................................................
14
Arizona ......................................................................................
8
Arkansas ....................................................................................
22
California ...................................................................................
3
Colorado ....................................................................................
2
Delaware ....................................................................................
34
Florida ........................................................................................
24
Georgia ......................................................................................
9
Illinois ........................................................................................
10
Indiana .......................................................................................
1
Iowa ...........................................................................................
4
Kansas ........................................................................................
8
Kentucky ....................................................................................
12
Louisiana ...................................................................................
2
Maryland ....................................................................................
2
Michigan ....................................................................................
4
Minnesota ..................................................................................
10
Mississippi .................................................................................
9
Missouri .....................................................................................
Nebraska……………………………………………………… 1
2
Nevada .......................................................................................
New Jersey…………………………………………………… 3
1
New Mexico…………………………………………………..
5
New York ..................................................................................
18
North Carolina ...........................................................................
1
North Dakota………………………………………………….
3
Ohio ...........................................................................................
7
Oklahoma ...................................................................................
5
Pennsylvania ..............................................................................
8
South Carolina ...........................................................................
18
Tennessee ...................................................................................
62
Texas ..........................................................................................
11
Virginia ......................................................................................
4
Wisconsin……………………………………………………...
1
Wyoming ...................................................................................
344
Total ...........................................................................................
Item 3.
Legal Proceedings
We are involved in various routine legal proceedings incidental to the conduct of our business. We believe any resulting liability
from existing legal proceedings, individually or in the aggregate, will not have a material adverse effect on our operations or financial
condition. Although the outcome of such proceedings and claims cannot be determined with certainty, we believe that it is unlikely
that these proceedings and claims in excess of insurance coverage will have a material effect on our operations, financial condition or
cash flows.
20
Item 4.
Mine Safety Disclosures
Not applicable.
21
PART II
Item 5. Market for Registrant’s Common Equity and Related Stockholder Matters and Issuer of Purchases of Equity Securities
Our common stock is listed on The Nasdaq Stock Market, LLC (“Nasdaq”) under the symbol “KIRK.” We commenced trading
on Nasdaq on July 11, 2002. On April 2, 2015, there were approximately 53 holders of record and approximately 3,998 beneficial
owners of our common stock. The following table sets forth the high and low last sale prices of our common stock for the periods
indicated.
First Quarter ............................................................................................. $
Second Quarter ......................................................................................... $
Third Quarter ............................................................................................ $
Fourth Quarter .......................................................................................... $
20.04 $
19.39 $
19.41 $
24.44 $
Fiscal 2014
High
4
Fiscal 2013
Low
16.60 $
16.04 $
15.26 $
17.70 $
High
12.47 $
19.37 $
20.98 $
25.66 $
Low
11.00
12.82
16.30
17.42
Dividend Policy
There have been no dividends declared on any class of our common stock during the past three fiscal years. Our senior credit
facility restricts our ability to pay cash dividends. See “Item 7. Management’s Discussion and Analysis of Financial Condition and
Results of Operations – Liquidity and Capital Resources – Revolving Credit Facility.” Future cash dividends, if any, will be
determined by our Board of Directors and will be based upon our earnings, capital requirements, financial condition, debt covenants
and other factors deemed relevant by our Board of Directors.
Stock Price Performance Graph
This graph shows, from the end of fiscal year 2009 to the end of fiscal 2014, changes in the value of Kirkland’s stock as
compared to Standard and Poor’s 500 Composite Index (“S&P 500”).
COMPARISON OF 5 YEAR CUMULATIVE TOTAL RETURN*
Among Kirkland’s, Inc., the NASDAQ Composite Index
and the NASDAQ Retail Trade Index
$250
$200
$150
$100
$50
$0
1/10
1/11
1/12
1/13
1/14
1/15
Kirkland's, Inc.
NASDAQ Composite
NASDAQ Retail Trade
*$100 invested on 1/31/10 in stock or index, including reinvestment of dividends.
Fiscal year ended January 31.
On August 19, 2011, the Company’s Board of Directors authorized a stock repurchase plan providing for the purchase in the
aggregate of up to $40 million of the Company’s outstanding common stock from time to time until February 2013. As of July 3,
2012, the Company completed this $40 million share repurchase program and repurchased and retired a total of 3,394,693 shares of
common stock at a weighted average cost of $11.78 per share.
22
On May 22, 2014, the Company announced that its Board of Directors authorized a stock repurchase plan providing for the
purchase in the aggregate of up to $30 million of the Company’s outstanding common stock from time to time until May 2016.
Through January 31, 2015, the Company repurchased and retired approximately 269,000 shares of common stock at an aggregate cost
of approximately $4.8 million under this repurchase plan. As of January 31, 2015, the Company had $25.2 million remaining under
the Board of Director’s current authorization to repurchase its common stock. Subsequent to January 31, 2015, the Company has
repurchased and retired approximately 40,000 shares of common stock at an aggregate cost of $955,000.
Issuer Repurchases of Equity Securities
Period
November 2, 2014 to November 29, 2014
November 30, 2014 to January 3, 2015
January 4, 2015 to January 31, 2015
Total Number
of Shares
Purchased
Average
Price Paid
per Share
18.07
$
23.63
845 $
23.38
21,133 $
19,705
Total
41,683 $
20.88
Total Number of
Shares Purchased as
Part of Publicly
Announced Program
Maximum Dollar
Value of Shares
that May Yet
Be Purchased
(in 000s)
19,705 $
845 $
21,133 $
41,683 $
25,711
25,691
25,196
25,196
Item 6.
Selected Financial Data
The following selected financial data is derived from our consolidated financial statements. The data below should be read in
conjunction with Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our
consolidated financial statements and notes thereto.
Summary of Operations
Fiscal Year (1)
2012
(Numbers in thousands, except store, square footage data and per share amounts)
2011
2013
2010
2014
Total revenue(2) .................................................. $ 507,621
202,897
Gross profit(3) .....................................................
155,617
Operating expenses, excluding depreciation .......
18,639
Depreciation ........................................................
28,641
Operating income ................................................
28,820
Income before income taxes ................................
Net income(4) ......................................................
17,814
GAAP diluted earnings per share ........................ $ 1.00
Adjusted diluted earnings per share(5) ................ $ 1.00
Other Financial Data
6.1%
Comparable store sales increase (decrease)(6) ....
Number of stores at year end ...............................
344
Average total revenue per store(7) ...................... $ 1,441
Average net sales per gross square foot(8) .......... $ 191
Average net sales per selling square foot(9) ........ $ 257
Average gross square footage per store at fiscal
year end ..........................................................
7,550
$ 460,563
180,816
140,877
15,947
23,992
23,959
14,530
$ 0.82
$ 0.82
0.5%
324
1,383
186
251
$
$
$
7,464
7,263
Merchandise margin as a percentage of total
revenue(10) .....................................................
Gross profit as a percentage of total revenue.......
Compensation and benefits as a percentage of
total revenue ...................................................
Other operating expenses as a percentage of
total revenue ...................................................
Effective tax rate .................................................
Inventory yield(11) ..............................................
Return on assets (ROA)(12) ................................
Return on equity (ROE)(13) ................................
55.4%
40.0%
54.5%
39.3%
18.7%
18.8%
12.0%
38.2%
336.3%
7.2%
12.4%
11.8%
39.4%
323.8%
6.5%
11.5%
52.7%
37.6%
18.6%
11.3%
35.8%
319.6%
6.7%
11.7%
23
$ 448,365
168,616
133,913
13,175
21,528
21,494
13,795
0.77
0.77
$
$
$ 430,285
169,194
126,279
12,410
30,505
30,570
19,115
0.95
0.95
$
$
$ 415,300
170,536
115,745
12,817
41,974
42,168
26,431
1.28
1.24
$
$
(3.0)% (4.0)%
323
1,408
201
271
$
$
$
$
$
$
309
1,395
212
287
6,867
$
$
$
53.5%
39.3%
(0.5)%
300
1,419
231
315
6,425
54.0%
41.1%
18.3%
18.0%
11.0%
37.5%
339.2%
9.6%
9.9%
37.3%
372.7%
14.7%
16.2% 25.6%
2014
2013
Fiscal Year Ended
2012
(Numbers in thousands)
2011
2010
Balance Sheet Data
Current assets ......................................................... $ 167,329
Working capital ...................................................... $ 109,949
57,380
Current liabilities ................................................... $
Total liabilities ....................................................... $ 109,425
Total shareholders’ equity ...................................... $ 151,062
$ 153,281
$ 100,634
52,647
$
$ 100,219
$ 135,229
$ 129,178
$ 85,175
$ 44,003
$ 91,361
$ 117,875
$ 139,870
$ 93,327
$ 46,543
$ 84,927
$ 117,662
$ 146,670
$ 100,781
$ 45,889
$ 76,788
$ 118,289
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Fiscal 2012 includes 53 weeks. Other fiscal years presented include 52 weeks.
Total revenue includes gift card breakage revenue of approximately $853,000 in fiscal 2014, as compared to approximately
$1.1 million, $970,000, $1.1 million, and $581,000 in fiscal years 2013, 2012, 2011, and 2010, respectively. The increase from
fiscal 2010 to fiscal 2011 reflects an increase in the estimate of the expected breakage rate.
Gross profit for fiscal 2011 includes a benefit of approximately $1.2 million related to the reversal of the accrual for loyalty
reward points and certificates associated with the termination of the agreement with the Company’s previous private label
credit card and loyalty program provider.
The Company recorded a net income tax benefit of $0.8 million in fiscal 2010 related to an adjustment to the Company’s prior
year income tax provision.
Adjusted diluted earnings per share excludes certain discrete adjustments to income taxes related to prior periods. Please see
the table on page 28 for more information on these adjustments.
Comparable store sales are calculated by including new stores in the comparable store sales base on the first day of the month
following the 13th full fiscal month of sales. Stores closed during the year are included in the comparable store sales
calculation only for the full fiscal months of the year in which the stores were open. Relocated stores are removed from the
comparable store base and treated as a new store for comparable store sales purposes. Starting in the fourth quarter of fiscal
2011, the e-Commerce store is included in the comparable store sales base. Fiscal 2012’s comparable store sales decrease is
shown on a 52-week basis.
Based on stores open at both the beginning and end of the period.
Calculated using the gross square footage of all stores open at both the beginning and the end of the period.
Calculated using the selling square footage (excluding storage, receiving and office space square footage) of all stores open at
both the beginning and the end of the period.
(10) Merchandise margin is calculated as net sales minus product cost of sales, shrink expense and discounts associated with our
loyalty program. Merchandise margin excludes outbound freight, store occupancy and central distribution costs.
Inventory yield is defined as gross profit divided by average inventory for each of the preceding four quarters.
(11)
(12) Return on assets equals net income divided by average total assets.
(13) Return on equity equals net income divided by average total shareholders’ equity.
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
The following discussion should be read with our consolidated financial statements and related notes included elsewhere in this
annual report on Form 10-K. A number of the matters and subject areas discussed in “Management’s Discussion and Analysis of
Financial Condition and Results of Operations” and “Business” and elsewhere in this annual report on Form 10-K are not limited to
historical or current facts and deal with potential future circumstances and developments and are accordingly “forward-looking
statements.” You are cautioned that such forward-looking statements, which may be identified by words such as “anticipate,”
“believe,” “expect,” “estimate,” “intend,” “plan” and similar expressions, are only predictions and that actual events or results may
differ materially.
Our fiscal year is comprised of the 52 or 53-week period ending on the Saturday closest to January 31. Accordingly, fiscal 2014
represented the 52 weeks ended on January 31, 2015. Fiscal 2013 represented the 52 weeks ended on February 1, 2014. Fiscal 2012
represented the 53 weeks ended on February 2, 2013.
Introduction
We are a specialty retailer of home décor and gifts in the United States, operating 344 stores in 35 states as of January 31, 2015.
Our stores present a broad selection of distinctive merchandise, including framed art, mirrors, ornamental wall décor, candles and
related items, lamps, decorative accessories, accent furniture, textiles, garden-related accessories and artificial floral products. Our
stores also offer an extensive assortment of holiday and other seasonal merchandise, as well as items carried throughout the year
suitable for gift-giving. We provide our customers with a unique combination of style and value that has led to our emergence as a
leader in home décor and has enabled us to develop a strong customer franchise. As a result, we have achieved substantial growth
during our 49-year history and have expanded our store base into different regions of the country.
24
Overview of Key Financial Measures
Total revenue and gross profit are the most significant drivers to our operating performance. Total revenue consists of all
merchandise sales to customers, gift card breakage and shipping revenue associated with internet sales, net of returns and exclusive of
sales taxes. Our total revenue for fiscal 2014 increased by 10.2% to $507.6 million from $460.6 million in fiscal 2013. The net sales
increase in fiscal 2014 resulted primarily from the net growth in the store base of 20 stores and an increase in comparable store sales.
Comparable store sales, including e-Commerce sales, increased 6.1% for fiscal 2014. We use comparable store sales to measure our
ability to achieve sales increases from stores that have been open for at least 13 full fiscal months. Stores closed during the year are
included in the comparable store sales calculation only for the full fiscal months of the year the stores were open. Relocated stores are
removed from the comparable store base and treated as a new store for comparable store sales purposes. Increases in comparable store
sales are an important factor in maintaining or increasing the profitability of existing stores.
Gross profit is the difference between total revenue and cost of sales. Cost of sales has five distinct components: product cost
(including inbound freight), outbound freight cost (including e-Commerce), store occupancy costs, central distribution costs, and
discounts associated with our loyalty program. Product costs comprise the majority of cost of sales, while discounts associated with
our loyalty program are the least significant of these five elements. Product and outbound freight costs are variable, while occupancy
and central distribution costs are largely fixed. Accordingly, gross profit expressed as a percentage of total revenue can be influenced
by many factors including overall sales performance. For fiscal 2014, gross profit increased 12.2% to $202.9 million from $180.8
million for fiscal 2013. Gross profit percentage for fiscal 2014 increased to 40.0% of total revenue from 39.3% of total revenue for
fiscal 2013, due primarily to fewer markdowns as compared to the prior year period.
Operating expenses, including the costs of operating our stores and corporate headquarters, are also an important component of
our operating performance. Compensation and benefits comprise the majority of our operating expenses. Operating expenses contain
fixed and variable costs, and managing the operating expense ratio (operating expenses expressed as a percentage of net sales) is an
important focus of management as we seek to increase our overall profitability. Operating expenses include cash costs as well as non-
cash costs such as depreciation and amortization. Because many operating expenses are fixed costs, and because operating costs tend
to rise over time, increases in comparable store sales typically are necessary to prevent meaningful increases in the operating expense
ratio. Operating expenses can also include certain costs that are of a one-time or non-recurring nature. While these costs must be
considered to understand fully our operating performance, we typically identify such costs separately where significant in the
consolidated statements of income so that we can evaluate comparable expense data across different periods.
Strategic Areas of Emphasis
For fiscal 2014, we ended the year with 344 stores versus 324 stores at the end of fiscal 2013, representing a 6.2% increase in
store units and a 7.4% increase in store square footage. We will focus on infill opportunities in some of our core markets, as well as
expansion opportunities in under-penetrated markets in the United States such as the Mid-Atlantic states, the Midwest, portions of the
Northeast, and California. We expect to open 35 to 40 new locations during fiscal 2015, and expect to close approximately 10 to 15
locations. The new store openings during fiscal 2015 will occur in the second and third quarters of the year while the closings are
expected to be spread evenly throughout the year.
The following table summarizes our stores in terms of size as of January 31, 2015 and February 1, 2014:
Number of stores ...........................................................
Square footage ...............................................................
Average square footage per store ..................................
As of
January 31,
2015
344
2,597,148
7,550
As of
February 1,
2014
324
2,418,254
7,464
An important part of our growth strategy includes investing in technology to provide the infrastructure to support our future
needs. During fiscal 2012, we completed the implementation of the foundational components of our merchandise management system,
and in fiscal 2013 and 2014, we implemented several merchandising modules within this system, including merchandise financial
planning, allocation and replenishment tools. During fiscal 2014, we implemented an order management system to support our multi-
channel initiatives, and continued to make other investments in our e-Commerce store with functionality enhancements designed to
drive sales and conversion.
Looking forward, we are focusing on process improvements as well as adding capabilities to our merchandise management
technology. We plan to further develop our e-Commerce capabilities by adding numerous new features and functions, including
vendor “drop-ship” and improving our buy online, pickup in store options, allowing us to expand our product assortment on the
website. We view these technology projects as essential and supportive to the execution of our multi-channel growth strategy.
25
Our cash balances increased from $89.1 million at February 1, 2014 to $99.1 million at January 31, 2015 primarily due to
improvement in our operating performance as compared to fiscal 2013. Our objective is to finance all of our operating and investing
activities for fiscal 2015 with cash provided by operations. We expect that capital expenditures for fiscal 2015 will range from
$27 million to $29 million, before landlord construction allowances for new stores, and estimate $17 to $18 million of the total capital
expenditures will relate to new store construction, $3 to $4 million will relate to omni-channel capabilities and information
technology, $3 to $4 million will relate to the distribution center and supply chain, with the balance of our capital expenditures
relating to visual displays and fixtures for stores and maintenance items.
Fiscal 2014 Compared to Fiscal 2013
Results of operations. The table below sets forth selected results of our operations both in dollars (in thousands) and as a
percentage of total revenue for the periods indicated:
Fiscal 2014
$
Net sales ................................................................... $ 506,768
853
Gift card breakage revenue ......................................
Total revenue .........................................
Cost of sales .............................................................
Gross profit ...........................................
Operating expenses:
Compensation and benefits ............................
Other operating expenses ...............................
Depreciation ...................................................
Operating income .................................
Interest expense .......................................................
Other income, net ....................................................
Income before income taxes ....................................
Income tax expense .................................................
507,621
304,724
202,897
94,738
60,879
18,639
28,641
275
(454)
28,820
11,006
Net income ............................................................... $ 17,814
Fiscal 2013
%
99.8%
0.2%
100.0%
60.0%
40.0%
18.7%
12.0%
3.7%
5.6%
0.1%
(0.1)%
5.7%
2.2%
3.5%
$
$ 459,460
1,103
0
460,563
279,747
180,816
86,620
54,257
15,947
23,992
274
(241)
23,959
9,429
$
14,530
%
99.8%
0.2%
100.0%
60.7%
39.3%
18.8%
11.8%
3.5%
5.2%
0.1%
(0.1)%
5.2%
2.0%
3.2%
Change
$
$ 47,308
(250)
%
10.3%
(22.7)%
47,058
24,977
22,081
8,118
6,622
2,692
4,649
1
(213)
4,861
1,577
$ 3,284
10.2%
8.9%
12.2%
9.4%
12.2%
16.9%
19.4%
0.4%
88.4%
20.3%
16.7%
22.6%
Total revenue. Total revenue increased by 10.2% to $507.6 million for fiscal 2014 from $460.6 million for fiscal 2013. The net
sales increase in fiscal 2014 resulted primarily from the comparable store sales increase, new store sales and an increase in e-
Commerce sales, partially offset by store closings. We opened 34 new stores in fiscal 2014 and 24 new stores in fiscal 2013, and we
closed 14 stores in fiscal 2014 and 23 stores in fiscal 2013. Comparable store sales increased 6.1% for fiscal 2014. During fiscal 2013,
comparable store sales increased 0.5%. The comparable store sales increase in fiscal 2014 accounted for a $26.3 million increase in
overall sales, while the net growth of the store base accounted for a $20.8 million increase in sales. The comparable store sales
increase was comprised of a 4.6% increase in brick-and-mortar comparable store sales, and a 38.3% increase in e-Commerce sales.
The increase in brick-and-mortar comparable stores sales was driven by an increase in transactions resulting from higher traffic and
conversion. Average ticket decreased slightly year-over-year due to a lower average retail cost, slightly offset by increased items per
transaction. Merchandise categories that performed the strongest in fiscal 2014 were holiday, textiles, ornamental wall décor, art,
housewares, and fragrance and accessories. Categories performing below fiscal 2013 levels were decorative accessories, furniture,
floral, and outdoor living.
Gross profit. Gross profit increased $22.1 million, or 12.2%, to $202.9 million for fiscal 2014 from $180.8 million for fiscal
2013. Gross profit expressed as a percentage of total revenue increased to 40.0% for fiscal 2014, from 39.3% for fiscal 2013. The
increase in gross profit as a percentage of total revenue was in part driven by higher merchandise margins, which increased to 55.4%
in fiscal 2014 from 54.5% in fiscal 2013. Merchandise margin is calculated as total revenue minus product cost of sales. Merchandise
margin excludes outbound freight, store occupancy and central distribution costs. The increase in merchandise margin was primarily
the result of a decrease in the amount of promotional activity and the rate of markdowns as compared to the prior year period. Store
occupancy costs increased to $45.6 million, or 9.0% of total revenue in fiscal 2014 from $42.3 million, or 9.2% of total revenue in
fiscal 2013. Outbound freight costs increased as a percentage of total revenue reflecting an increase in shipping and packaging costs
associated with the growth in the e-Commerce business. Central distribution expenses increased as a percentage of total revenue due
to increased labor costs associated with the strong increase in the e-Commerce business.
Compensation and benefits. Compensation and benefits, including both store and corporate personnel, were $94.7 million, or
18.7% of total revenue, for fiscal 2014, as compared to $86.6 million, or 18.8% for fiscal 2013. The decrease in the compensation and
benefits expense as a percentage of total revenue was due to comparable store sales leverage.
26
Other operating expenses. Other operating expenses, including both store and corporate costs, were $60.9 million, or 12.0% of
total revenue, for fiscal 2014 as compared to $54.3 million, or 11.8% of total revenue, for fiscal 2013. Operating expenses as a
percentage of total revenue increased primarily due to expenses related to e-Commerce operations, increases in workers’
compensation and general liability expenses due to the comparison to prior year favorable actuarial adjustments, and the relocation of
the Company’s primary corporate office within the Nashville, TN area.
Depreciation. Depreciation expense was $18.6 million, or 3.7% of total revenue, for fiscal 2014 as compared to $15.9 million,
or 3.5% of total revenue, for fiscal 2013. The increase in depreciation reflects the impact of the increase in capital expenditures in
recent fiscal years, including the implementation of major technology initiatives during the last several years.
Income tax expense. Income tax expense was 38.2% of pre-tax income for fiscal 2014 as compared to 39.4% of pre-tax income
for fiscal 2013.
Net income. As a result of the foregoing, we reported net income of $17.8 million, or $1.00 per diluted share for fiscal 2014
compared to net income of $14.5 million, or $0.82 per diluted share for fiscal 2013.
Fiscal 2013 Compared to Fiscal 2012
Results of operations. The table below sets forth selected results of our operations both in dollars (in thousands) and as a
percentage of total revenue for the periods indicated:
Net sales ................................................................... $ 459,460
1,103
Gift card breakage revenue ......................................
Fiscal 2013
$
Fiscal 2012
Change
%
99.8%
0.2%
$
$ 447,395
970
$
%
99.8% $ 12,065 2.7%
133 13.7%
0.2%
%
Total revenue .........................................
Cost of sales .............................................................
460,563
279,747
100.0%
60.7%
Gross profit ...........................................
180,816
39.3%
448,365
279,749
168,616
100.0%
62.4%
12,198 2.7%
(0.0)%
(2)
37.6%
12,200 7.2%
Operating expenses:
Compensation and benefits ............................
Other operating expenses ...............................
Depreciation ...................................................
Operating income ..................................
Interest expense .......................................................
Other income, net .....................................................
Income before income taxes ....................................
Income tax expense ..................................................
86,620
54,257
15,947
23,992
274
(241)
23,959
9,429
18.8%
11.8%
3.5%
5.2%
0.1%
(0.1)%
5.2%
2.0%
83,181
50,732
13,175
21,528
287
(253)
21,494
7,699
18.6%
11.3%
2.9%
4.8%
0.1%
(0.1)%
4.8%
1.7%
3,439 4.1%
3,525 6.9%
2,772 21.0%
2,464 11.4%
(4.5)%
12 (4.7)%
(13)
2,465 11.5%
1,730 22.5%
Net income ............................................................... $
14,530
3.2%
$ 13,795
3.1% $ 735 5.3%
Total revenue. Total revenue increased by 2.7% to $460.6 million for fiscal 2013 from $448.4 million for fiscal 2012. The net
sales increase in fiscal 2013 resulted primarily from the sales of new stores and an increase in e-Commerce sales, partially offset by
store closings. We opened 24 new stores in fiscal 2013 and 42 new stores in fiscal 2012, and we closed 23 stores in fiscal 2013 and 28
stores in fiscal 2012. The positive impact of these factors was reinforced by an increase of 0.5% in comparable store sales for fiscal
2013. During fiscal 2012, comparable store sales decreased 3.0%. The comparable store sales increase in fiscal 2013 accounted for a
$2.1 million increase in overall sales, while the net growth of the store base accounted for a $17.6 million increase in sales. The
impact of the 53rd week in fiscal 2012 accounted for a $7.5 million reduction in overall sales. The comparable store sales increase was
comprised of a 0.6% decrease in brick-and-mortar comparable store sales, and a 31% increase in e-Commerce sales. The decrease in
brick-and-mortar comparable stores sales was driven by decrease in transactions resulting from lower traffic counts. Average ticket
increased year-over-year, and was driven by an increase in items per transaction, as well as a higher average unit retail price.
Merchandise categories that performed the strongest in fiscal 2013 were ornamental wall décor, mirrors, holiday, and housewares.
Categories performing below fiscal 2012 levels were art, decorative accessories, floral, furniture, and fragrance and accessories.
Gross profit. Gross profit increased $12.2 million, or 7.2%, to $180.8 million for fiscal 2013 from $168.6 million for fiscal
2012. Gross profit expressed as a percentage of total revenue increased to 39.3% for fiscal 2013, from 37.6% for fiscal 2012. The
increase in gross profit as a percentage of total revenue was in part driven by higher merchandise margins, which increased to 54.5%
in fiscal 2013 from 52.7% in fiscal 2012. Merchandise margin is calculated as total revenue minus product cost of sales. Merchandise
margin excludes outbound freight, store occupancy and central distribution costs. The increase in merchandise margin was primarily
the result of a decrease in the amount of promotional activity and the rate of markdowns as compared to the prior year period. Store
27
occupancy costs increased to $42.3 million, or 9.2% of total revenue in fiscal 2013 from $41.9 million, or 9.3% of total revenue in
fiscal 2012. Outbound freight costs increased marginally as a percentage of total revenue reflecting an increase in shipping and
packaging costs associated with an increase in the e-Commerce business. Central distribution expenses remained flat as a percentage
of total revenue.
Compensation and benefits. Compensation and benefits, including both store and corporate personnel, were $86.6 million, or
18.8% of total revenue, for fiscal 2013, as compared to $83.2 million, or 18.6% for fiscal 2012. The increase in the compensation and
benefits expense as a percentage of total revenue was due to an increase in headcount in the corporate offices as well as an increase in
incentive bonus accruals for fiscal 2013.
Other operating expenses. Other operating expenses, including both store and corporate costs, were $54.3 million, or 11.8% of
total revenue, for fiscal 2013 as compared to $50.7 million, or 11.3% of total revenue, for fiscal 2012. Operating expenses as a
percentage of total revenue increased primarily due to an increase in advertising and utilities, partially offset by a decrease in workers’
compensation and general liability expenses, as compared to the prior year period.
Depreciation. Depreciation expense was $15.9 million, or 3.5% of total revenue, for fiscal 2013 as compared to $13.2 million,
or 2.9% of total revenue, for fiscal 2012. The increase in depreciation reflects the impact of the increase in capital expenditures in
recent fiscal years, including the implementation of major technology upgrades during 2012 and 2013.
Income tax expense. Income tax expense was 39.4% of pre-tax income for fiscal 2013 as compared to 35.8% of pre-tax income
for fiscal 2012. During fiscal 2012, the Company reversed a portion of its reserve for uncertain income tax positions for which the
statute of limitations expired. This adjustment resulted in an income tax benefit of approximately $205,000. This benefit was partially
offset by $87,000 in tax expense related to a prior year item. Additionally, during fiscal 2012, the Company recorded state and federal
employment tax credits totaling approximately $400,000 that related to prior year periods and were in excess of previous estimates.
Net income. As a result of the foregoing, we reported net income of $14.5 million, or $0.82 per diluted share for fiscal 2013 compared
to net income of $13.8 million, or $0.77 per diluted share for fiscal 2012.
Reconciliation of Non-GAAP Measures
“Management’s Discussion and Analysis of Financial Condition and Results of Operations” includes certain financial measures
not derived in accordance with generally accepted accounting principles (Non-GAAP measures). The non-GAAP measures are
“adjusted net income” and “adjusted diluted earnings per share” and are equal to net income, and earnings per share, as the case may
be, excluding adjustments to the Company’s valuation allowance for deferred tax assets, adjustments related to the prior year tax
provision, adjustments to the state tax rate applied to the Company’s deferred tax assets and certain income tax credits related to prior
periods. Management uses these financial measures to focus on normalized operations, and believes that it is useful to investors
because it enables them to perform more meaningful comparisons of past, present and future operating results. The Company believes
that using this information, along with the corresponding GAAP measures, provides for a more complete analysis of the results of
operations by fiscal year. Net income and earnings per share, respectively, are the most directly comparable GAAP measures to these
non-GAAP measures. Below is a reconciliation of each of these non-GAAP measures to the corresponding most comparable GAAP
measure:
52 Weeks Ended
January 31,
2015
Net income
Net income in accordance with GAAP ................................. $
17,814
Adjustments to income tax expense ...................................... $
—
Adjusted net income ............................................................. $ 17,814
Diluted earnings per share
Diluted EPS in accordance with GAAP ............................... $
Adjustments to income tax expense ...................................... $
1.00
—
Adjusted diluted earnings per share ...................................... $
1.00
Liquidity and Capital Resources
52 Weeks Ended
February 1,
2014
53 Weeks Ended
52 Weeks Ended
February 2,
January 28,
2012
2013
(Dollars in thousands, except per share amounts)
52 Weeks Ended
January 29,
2011
14,530 $
— $
13,795 $
$
— $
$
$ 14,530 $ 13,795 $
19,115 $
— $
19,115 $
26,431
(814)
25,617
$
$
$
0.82 $
— $
0.82 $
0.77 $
— $
0.77 $
0.95 $
— $
0.95 $
1.28
(0.04)
1.24
Our principal capital requirements are for working capital and capital expenditures. Working capital consists mainly of
merchandise inventories offset by accounts payable, which typically reach their peak in the early portion of the fourth quarter of each
fiscal year. Capital expenditures primarily relate to new store openings; existing store expansions, remodels or relocations; and
28
purchases of equipment or information technology assets for our stores (including e-Commerce), distribution facilities and corporate
headquarters. Historically, we have funded our working capital and capital expenditure requirements with internally generated cash
and borrowings under our credit facility.
Cash flows from operating activities. Net cash provided by operating activities was $44.5 million, $39.2 million and
$32.3 million for fiscal 2014, fiscal 2013 and fiscal 2012, respectively. Net cash provided by operating activities depends heavily on
operating performance, changes in working capital and the timing and amount of payments for income taxes. The change in the
amount of cash provided by operations from 2013 to 2014 was primarily the result of improved operating performance combined with
an increase in accounts payable and accrued expenses as compared to the prior year. This was partially offset by an increase in
inventory due to the increase in store count and growth in the e-Commerce business. The increase in the amount of cash from
operations from fiscal 2012 to fiscal 2013 was the result of improved operating performance combined with an increase in income
taxes payable, accounts payable, and accrued expenses as compared to the prior year.
Cash flows from investing activities. Net cash used in investing activities was $29.6 million, $18.0 million and $31.4 million for
fiscal 2014, fiscal 2013, and fiscal 2012, respectively. For each period presented, the amounts of cash used in investing activities
consisted principally of capital expenditures related to new store construction and information technology projects. The increase in
capital expenditures from fiscal 2013 to 2014 was primarily due to new store construction and information technology projects.
During fiscal 2014, we opened 34 stores compared to 24 stores in fiscal 2013 and 42 stores in fiscal 2012. The decrease in capital
expenditures from fiscal 2012 to 2013 was primarily due to the reduction in technology projects and fewer store openings. During
2012, we completed the initiative to replace our current merchandise management system with new software and completed
improvements to store merchandise display fixtures, and the reset and refreshing of many of our older, small locations.
Cash flows from financing activities. Net cash used in financing activities was $4.8 million, $6,000, and $16.3 million for fiscal
2014, 2013, and 2012, respectively. During fiscal 2014, we authorized a share repurchase plan allowing for the use of up to $30
million in cash for repurchases of our common stock. Net cash used in fiscal 2014 primarily related to the repurchase and retirement
of common stock, partially offset by exercise of employee stock options, the vesting of restricted stock units, employee stock
purchases, and the related tax benefits. No shares were repurchased during fiscal 2013. Net cash used in 2013 related to the exercise of
employee stock options, the vesting of restricted stock units, employee stock purchases, and the related tax benefits. During fiscal
2011, we authorized a share repurchase plan allowing for the use of up to $40 million in cash for repurchases of our common stock.
During fiscal 2012, we repurchased 1.4 million shares for a total purchase price of $16.6 million. The small offset to repurchase
activity during fiscal 2012 related to cash received from employees for stock purchases and option exercises. During fiscal 2014, fiscal
2013, and fiscal 2012, we did not make any draws on our revolving credit facility.
Revolving credit facility. On August 19, 2011, we entered into an Amended and Restated Credit Agreement (the “Credit
Agreement”) with Bank of America, N.A. as administrative agent and collateral agent, and the lenders named therein (the “Lenders”),
replacing our credit agreement entered into in 2004. The Credit Agreement increased our senior secured revolving credit facility from
$45 million to $50 million and extended the maturity date to August 2016. Borrowings under the facility bear interest at an annual rate
equal to LIBOR plus a margin ranging from 175 to 225 basis points with no LIBOR floor. We also pay the banks a fee of 0.375% per
annum on the unused portion of the facility.
Pursuant to the Credit Agreement, borrowings are subject to certain customary conditions and contain customary events of
default, including, without limitation, failure to make payments, a cross-default to certain other debt, breaches of covenants, breaches
of representations and warranties, a change in control, certain monetary judgments and bankruptcy and ERISA events. Upon any such
event of default, the principal amount of any unpaid loans and all other obligations under the Credit Agreement may be declared
immediately due and payable. The maximum availability under the facility is limited by a borrowing base formula which consists of a
percentage of eligible inventory and eligible credit card receivables, less reserves.
Also on August 19, 2011, we entered into an Amended and Restated Security Agreement with our Lenders. Pursuant to the
Security Agreement, we pledged and granted to the administrative agent, for the benefit of itself and the secured parties specified
therein, a lien on and security interest in all of the rights, title and interest in substantially all of our assets to secure the payment and
performance of the obligations under the Credit Agreement.
As of January 31, 2015, we were in compliance with the covenants in the facility and there were no outstanding borrowings
under the credit facility, with approximately $34.1 million available for borrowing.
At January 31, 2015, our balance of cash and cash equivalents was approximately $99.1 million. We did not borrow from our
credit facility during fiscal 2014, nor do we expect any borrowings during fiscal 2015. We believe that the combination of our cash
balances and cash flow from operations will be sufficient to fund our planned capital expenditures and working capital requirements
for at least the next twelve months.
29
Share repurchase authorization. On August 19, 2011, the Company’s Board of Directors authorized a stock repurchase plan
providing for the purchase in the aggregate of up to $40 million of the Company’s outstanding common stock from time to time until
February 2013. As of July 3, 2012, the Company had completed this $40 million share repurchase program and repurchased and
retired a total of 3,394,693 shares of common stock at a weighted average cost of $11.78 per share.
On May 22, 2014, the Company announced that its Board of Directors authorized a stock repurchase plan providing for the
purchase in the aggregate of up to $30 million of the Company’s outstanding common stock from time to time until May 2016.
Through January 31, 2015, the Company repurchased and retired a total of approximately 269,000 shares at an aggregate cost of $4.8
million under this repurchase plan.
Contractual Obligations
The following table identifies payment obligations for the periods indicated under our current contractual arrangements. The
amounts set forth below reflect contractual obligations as of January 31, 2015. The timing and/or the amount of the payments may be
changed in accordance with the terms of the contracts or new contractual obligations may be added. A summary of the Company’s
contractual obligations and other commercial commitments as of January 31, 2015 is listed below (in thousands):
Amount of Commitment per Period
Operating leases(1) ............................................................... $
Purchase obligations(2) ......................................................... $
Construction commitments(3)............................................... $
313,019 $
72,967 $
625 $
94,264 $
- $
- $
75,880 $
- $
- $
Total ...................................................................................... $
386,611 $
130,236 $
94,264 $
75,880 $
86,232
-
-
86,232
Total
Contractual
Obligations
Less Than 1
Year
56,644 $
72,967 $
625 $
1 to 3 Years
3 to 5 Years
More Than 5
Years
(1) These amounts represent future minimum lease payments under non-cancelable operating leases.
(2) Purchase obligations consist entirely of open purchase orders of merchandise inventory as of January 31, 2015; such orders are
generally cancelable at the discretion of the Company until the order has been shipped.
(3) These amounts represent commitments for new store construction projects.
Related Party Transactions
In July 2009, we entered into a Vendor Agreement with a related party vendor to purchase merchandise inventory. The vendor
is considered a related party because its principal owner is the spouse of our Vice President of Merchandising. During fiscal 2014,
purchases from this vendor totaled approximately $29.1 million, or 12.5% of total merchandise purchases. During fiscal 2013,
purchases from this vendor totaled approximately $29.7 million, or 13.7% of total merchandise purchases. During fiscal 2012,
purchases from this vendor totaled approximately $28.1 million, or 12.7% of total merchandise purchases. Included in cost of sales for
fiscal years 2014, 2013, and 2012 were $27.6 million, $29.1 million, and $26.7 million, respectively, related to this vendor. Payable
amounts outstanding to this vendor were approximately $2.1 million as of January 31, 2015, $1.8 million as of February 1, 2014, and
$2.2 million as of February 2, 2013. Our payable terms with this vendor are consistent with the terms offered by other vendors in the
ordinary course of business.
Off-Balance Sheet Arrangements
None.
Seasonality and Quarterly Results
We have historically experienced and expect to continue to experience substantial seasonal fluctuations in our net sales and
operating income. We believe this is the general pattern typical of our segment of the retail industry and, as a result, expect that this
pattern will continue in the future. Our quarterly results of operations may also fluctuate significantly as a result of a variety of other
factors, including the timing of new store openings, net sales contributed by new stores, shifts in the timing of certain holidays and
competition. Consequently, comparisons between quarters are not necessarily meaningful and the results for any quarter are not
necessarily indicative of future results.
Our strongest sales period is the fourth quarter of our fiscal year when we generally realize a disproportionate amount of our net
sales and a substantial majority of our operating and net income. In anticipation of the increased sales activity during the fourth quarter
of our fiscal year, we purchase large amounts of inventory and hire temporary staffing help for our stores. Our operating performance
could suffer if net sales were below seasonal norms during the fourth quarter of our fiscal year.
30
The following table sets forth certain unaudited financial and operating data for Kirkland’s in each fiscal quarter during fiscal
2014 and fiscal 2013 (dollars in thousands). The unaudited quarterly information includes all normal recurring adjustments that we
consider necessary for a fair statement of the information shown.
May 3,
2014
Total revenue ........................................................................................... $ 108,255
42,602
Gross profit ..............................................................................................
3,359
Operating income (loss) ...........................................................................
2,055
Net income (loss) .....................................................................................
Earnings (loss) per share:
Basic ...............................................................................................
Diluted ............................................................................................
Stores open at end of period .....................................................................
Comparable store net sales increase .........................................................
0.12
0.12
324
5.0%
Fiscal 2014 Quarter Ended
August 2,
2014
$ 103,485
37,873
(1,871)
(1,055)
(.06)
(.06)
328
3.6%
November 1,
2014
$ 117,198
45,752
1,971
1,260
0.07
0.07
337
6.3%
Fiscal 2013 Quarter Ended
January 31,
2015
$ 178,683
76,670
25,182
15,554
0.91
0.87
344
8.2%
May 4,
2013
Total revenue ............................................................................................ $ 101,233
Gross profit ...............................................................................................
39,406
2,836
Operating income (loss) ............................................................................
Net income (loss) ......................................................................................
1,773
Earnings (loss) per share:
August 3,
2013
$ 97,123
35,643
(1,074)
(577)
Basic ................................................................................................
Diluted .............................................................................................
Stores open at end of period ......................................................................
Comparable store net sales (decrease) increase ........................................
Inflation
0.10
0.10
317
(0.03)
(0.03)
317
(2.3)% (0.2)%
November 2,
2013
$ 106,134
41,135
1,694
1,008
0.06
0.06
323
4.9%
February1,
2014
$ 156,073
64,632
20,536
12,326
0.71
0.69
324
0.0%
We do not believe that our operating results have been materially affected by inflation during the preceding three fiscal years.
There can be no assurance, however, that our operating results will not be adversely affected by inflation in the future.
Critical Accounting Policies and Estimates
The discussion and analysis of our financial condition and the results of our operations are based upon our consolidated
financial statements, which have been prepared in accordance with accounting principles generally accepted in the United States of
America. The preparation of these financial statements requires us to make estimates that affect the reported amounts contained in the
financial statements and related disclosures. We base our estimates on historical experience and on various other assumptions which
are believed to be reasonable under the circumstances. Actual results may differ from these estimates. Our critical accounting policies
are discussed in the notes to our consolidated financial statements. Certain judgments and estimates utilized in implementing these
accounting policies are likewise discussed in the notes to our consolidated financial statements. The following discussion aggregates
the various critical accounting policies addressed throughout the financial statements, the judgments and uncertainties affecting the
application of these policies and the likelihood that materially different amounts would be reported under varying conditions and
assumptions.
Inventory valuation — Our inventory is stated at the lower of cost or market, net of reserves and allowances, with cost
determined using the average cost method with average cost approximating current cost. The carrying value of our inventory is
affected by reserves for shrinkage and obsolescence.
We estimate as a percentage of sales the amount of shrinkage that has occurred between the most recently completed store
physical count and the end of the financial reporting period based upon historical physical inventory count results. Management
adjusts these estimates based on changes, if any, in the trends yielded by our physical inventory counts, which occur throughout the
fiscal year. Historically the variation between our recorded estimates and observed results has been insignificant, and although
possible, significant future variation is not expected. If our estimated shrinkage percentage varied by 10% from the amount recorded,
the carrying value of inventory would have changed approximately $146,000 as of January 31, 2015.
31
We also evaluate the cost of our inventory by category and class of merchandise in relation to the estimated sales price. This
evaluation is performed to ensure that we do not carry inventory at a value in excess of the amount we expect to realize upon the sale
of the merchandise. Our reserves for excess inventory and inventory obsolescence (in connection with which we reduce merchandise
inventory to the lower of cost or market) are also estimated based upon our historical experience of selling goods below cost.
Historically, the variation between our estimates to account for excess and obsolete inventory and actual results has been insignificant.
As of January 31, 2015, our reserve for obsolescence was $362,250.
Impairments — In accordance with the provisions of FASB ASC 360, “Property, Plant, and Equipment”, we evaluate the
recoverability of the carrying amounts of long-lived assets whenever events or changes in circumstances indicate that the carrying
value may not be recoverable. This review includes the evaluation of individual underperforming retail stores and assessing the
recoverability of the carrying value of the assets related to such stores. Future cash flows are projected for the remaining lease life.
The key assumptions used to determine the estimated cash flows for these stores include net sales and gross margin performance,
payroll and related items, occupancy costs and other costs to operate. We calculate the fair value of long-lived assets using the age-life
method. Under this method, the replacement cost of an asset is estimated and reduced by depreciation based on the effective age of the
asset and its expected useful life. This method takes into consideration the fact that we will continue to use these assets based on a
presumed investment decision where the expected cash flows from operating the store are greater than the expected cash flows that
result from not operating the store. If the estimated fair value is less than the carrying value of the assets, we record an impairment
charge equal to the difference, if any, between the assets’ fair value and carrying value.
We have not made any material changes to our impairment loss assessment methodology in the financial periods presented.
Additionally, we do not believe that there will be a material change in the estimates or assumptions we use to calculate long-lived
asset impairment losses. However, if actual results are not consistent with our estimates and assumptions used in estimating future
cash flows and asset fair values, we may be exposed to losses that could be material.
Insurance reserves — Workers’ compensation, general liability and employee medical insurance programs are predominately
self-insured. It is our policy to record a self-insurance liability using estimates of claims incurred but not yet reported or paid, based on
historical claims experience and trends. As of January 31, 2015, our self-insurance reserve estimates totaled $4.4 million, of which
$732,000 was reflected as a current liability in accrued expenses and $3.7 million was reflected as a noncurrent liability in other
liabilities on the consolidated balance sheet. As of February 1, 2014, $928,000 was reflected as a current liability in accrued expenses
and $3.2 million was reflected as a noncurrent liability in other liabilities on the consolidated balance sheet. The assumptions made by
management in estimating our self-insurance reserves include consideration of historical cost experience, judgments about the present
and expected levels of cost per claim and retention levels. We utilize various methods, including analyses of historical trends and
actuarial methods, to estimate the cost to settle reported claims, and claims incurred, but not yet reported. As we obtain additional
information and refine our methods regarding the assumptions and estimates we use to recognize liabilities incurred, we will adjust
our reserves accordingly.
Actuarial methods are used to develop estimates of the future ultimate claim costs based on the claims incurred as of the balance
sheet date. Management believes that the various assumptions developed and actuarial methods used to determine our self-insurance
reserves are reasonable and provide meaningful data and information that management uses to make its best estimate of our exposure
to these risks. Arriving at these estimates, however, requires a significant amount of subjective judgment by management; and, as a
result, these estimates are uncertain and our actual exposure may be different from our estimates. For example, changes in our
assumptions about health care costs, the severity of accidents, the average size of claims and other factors could cause actual claim
costs to vary materially from our assumptions and estimates, causing our reserves to be understated or overstated. For instance, a 10%
change in our self-insurance liabilities would have affected pre-tax income by approximately $472,000 for fiscal 2014.
Income taxes — We record income tax liabilities utilizing known obligations and estimates of potential obligations. A deferred
tax asset or liability is recognized whenever there are future tax effects from existing temporary differences and operating loss and tax
credit carryforwards. We record a valuation allowance to reduce deferred tax assets to the balance that is more likely than not to be
realized. We must make estimates and judgments on future taxable income, considering feasible tax planning strategies and taking into
account existing facts and circumstances, to determine the proper valuation allowance. When we determine that deferred tax assets
could be realized in greater or lesser amounts than recorded, the asset balance and income statement reflects the change in the period
such determination is made. Due to changes in facts and circumstances and the estimates and judgments that are involved in
determining the proper valuation allowance, differences between actual future events and prior estimates and judgments could result in
adjustments to this valuation allowance. We use an estimate of our annual effective tax rate at each interim period based on the facts
and circumstances available at that time while the actual effective tax rate is calculated at year-end.
Additionally, our income tax returns are subject to audit by U.S. federal, state and local tax authorities, which include questions
regarding our tax filing positions including the timing and amount of deductions and the allocation of income among various tax
jurisdictions. In evaluating the tax exposures associated with our filing positions, we record reserves for probable exposures. We
adjust our tax contingencies reserve and income tax provision in the period in which actual results of a settlement with tax authorities
differs from our established reserve, the statute of limitations expires for the relevant tax authority to examine the tax position or when
32
more information becomes available. Our tax contingencies reserve contains uncertainties because management is required to make
assumptions and to apply judgment to estimate the exposures associated with our various filing positions and whether or not the
minimum requirements for recognition of tax benefits have been met. We do not believe that there is a reasonable likelihood that there
will be a material change in the reserves established for tax benefits not recognized. Although we believe our judgments and estimates
are reasonable, actual results could differ, and we may be exposed to losses or gains that could be material. A 10% change in our
unrecognized tax benefit reserve at January 31, 2015 would have affected net earnings by approximately $31,000 in fiscal 2014.
Stock-based compensation — We have stock-based compensation plans which include incentive and non-qualified stock
options, restricted stock units, and an employee stock purchase plan. See Note 7, Employee Benefit Plans, to the Notes to the
Consolidated Financial Statements included in Item 8, Financial Statements and Supplementary Data, of this Annual Report on
Form 10-K, for a complete discussion of our stock-based compensation programs. We recognize stock-based compensation expense
based on the fair value of the respective awards. We estimate the fair value of our stock option awards as of the grant date based upon
a Black-Scholes-Merton option pricing model. We estimate the fair value of our restricted stock units as of the grant date utilizing the
closing price of our stock on that date. The compensation expense associated with these awards is recorded in the consolidated
statements of income with a corresponding credit to common stock.
The Black-Scholes-Merton option pricing model requires the input of highly subjective assumptions. These assumptions include
estimating the length of time employees will retain their stock options before exercising them (“expected term”) and the estimated
volatility of our common stock price over the expected term. Changes in the subjective assumptions can materially affect the estimate
of fair value of stock-based compensation and, consequently, the related amount recognized in the consolidated statements of income.
We update our assumptions at each grant date. Historically, there have not been significant changes in our estimates or
assumptions used to determine stock-based compensation expense. However, in fiscal 2013, we did experience a significant increase
in the estimated fair value of awards granted ($9.51 per share in 2013 compared to $5.79 per share in 2012) because of the increase in
our stock price during 2013 when compared to the previous year, and the related impact to the computation of fair value.
Consequently, if actual results are not consistent with our estimates or assumptions, we may be exposed to changes in stock-based
compensation expense that could be material. A 10% change in our stock-based compensation expense for the year ended January 31,
2015, would have affected pre-tax income by approximately $277,000.
Item 7A. Quantitative and Qualitative Disclosure About Market Risk
As of January 31, 2015, we had no outstanding borrowings under our revolving credit facility. We did not borrow from our
credit facility during fiscal 2014, nor do we expect any borrowings during fiscal 2015.
We were not engaged in any foreign exchange contracts, hedges, interest rate swaps, derivatives or other financial instruments
with significant market risk as of January 31, 2015.
Item 8. Financial Statements and Supplementary Data
The financial statements and schedules are listed under Item 15(a) and filed as part of this annual report on Form 10-K.
The supplementary financial data is set forth under Item 7 of this annual report on Form 10-K.
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
Item 9A. Controls and Procedures
Evaluation of Disclosure Controls and Procedures
We have established and maintain disclosure controls and procedures that are designed to ensure that information required to be
disclosed by us in the reports that we file or submit under the Securities Exchange Act of 1934, as amended (the “Exchange Act”) is
recorded, processed, summarized, and reported within the time periods specified in the Securities and Exchange Commission’s rules
and forms, and that such information is accumulated and communicated to our management, including our Chief Executive Officer
and Chief Financial Officer, as appropriate to allow timely decisions regarding required disclosure. We carried out an evaluation,
under the supervision and with the participation of our management, including our Chief Executive Officer and Chief Financial
Officer, of the effectiveness of the design and operation of our disclosure controls and procedures as of January 31, 2015. Based on
that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures were
effective as of January 31, 2015.
33
Management’s Report on Internal Control Over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting (as defined in
Rule 13a and 15d- 15(f) under the Exchange Act). Under the supervision and with the participation of our management, including our
Chief Executive Officer and Chief Financial Officer, we carried out an evaluation of the effectiveness of our internal control over
financial reporting as of January 31, 2015 based on the Internal Control — Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (2013 framework) (“COSO”). Based on this evaluation, our management
concluded that our internal control over financial reporting was effective as of January 31, 2015.
Attestation Report of the Registered Public Accounting firm
Ernst & Young LLP, the independent registered public accounting firm that audited our financial statements included elsewhere
in this Form 10-K, has issued an attestation report on our internal control over financial reporting. That report appears in Item 15 of
Part IV in this Form 10-K and is incorporated by reference to this Item 9A.
Changes in Internal Control Over Financial Reporting
There have been no changes in internal controls over financial reporting identified in connection with the foregoing evaluation
that occurred during our last fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal
control over financial reporting.
Item 9B. Other Information
None.
34
Item 10. Directors, Executive Officers, and Corporate Governance
PART III
Information concerning directors, appearing under the caption “Board of Directors” in our Proxy Statement (the “Proxy
Statement”) to be filed with the SEC in connection with our Annual Meeting of Shareholders scheduled to be held on June 4, 2015;
information concerning executive officers, appearing under the caption “Item 1. Business — Executive Officers of Kirkland’s” in
Part I of this annual report on Form 10-K; information concerning our nominating and audit committees, appearing under the caption
“Information About the Board of Directors and Corporate Governance” in our Proxy Statements; and information under the caption
“Other Matters — Section 16(a) Beneficial Ownership Reporting Compliance” in the Proxy Statement are incorporated herein by
reference in response to this Item 10.
The Board of Directors has adopted a Code of Business Conduct and Ethics applicable to our directors, officers and employees,
including our Chief Executive Officer and Chief Financial Officer, which has been posted on the “Investor Relations” section of our
web site. We intend to satisfy the amendment and waiver disclosure requirements under applicable securities regulations by posting
any amendments of, or waivers to, the Code of Business Conduct and Ethics on our web site.
Item 11. Executive Compensation
The information contained in the sections titled “Executive Compensation” and “Information About the Board of Directors and
Corporate Governance — Board of Directors Compensation” in the Proxy Statement is incorporated herein by reference in response to
this Item 11.
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The information contained in the following sections of the Proxy Statement are incorporated herein by reference in response to
this Item 12: the section titled “Security Ownership of Kirkland’s — Security Ownership of Certain Beneficial Owners and
Management”, with respect to security ownership of certain beneficial owners and management.
The following table provides information regarding the number of securities already issued and those remaining available for
issuance under our equity compensation plans as of January 31, 2015.
Plan Category
Number of securities to be
issued upon exercise of
outstanding options, warrants
and rights
Weighted-average exercise
price of outstanding options,
warrants and rights
Equity compensation plans
approved by security holders
Equity compensation plans not
approved by security holders
Total
(a)
1,603,285
---
1,603,285
(b)
12.40
---
12.40
Number of securities
remaining available for future
issuance under equity
compensation plans (excluding
securities reflected in column
(a))
(c)
1,127,162
---
1,127,162
Item 13. Certain Relationships and Related Transactions, and Director Independence
Information contained in the section titled “Related Party Transactions” in the Proxy Statement is incorporated herein by
reference in response to this Item 13.
The information contained in the section titled “Information About the Board of Directors and Corporate Governance— Board
Independence” in the Proxy Statement is incorporated herein by reference in response to this Item 13.
Item 14. Principal Accountant Fees and Services
The information contained in the section titled “Other Matters- Audit and Non-Audit Fees” in the Proxy Statement is
incorporated herein by reference in response to this Item 14.
35
Item 15. Exhibits and Financial Statement Schedules
(a) 1. Financial Statements
PART IV
The financial statements set forth below are filed on the indicated pages as part of this annual report on Form 10-K.
Reports of Independent Registered Public Accounting Firm ....................................................................................................... 37
Consolidated Balance Sheets as of January 31, 2015 and February 1, 2014 ............................................................................... 39
Consolidated Statements of Income for the 52 Weeks Ended January 31, 2015, 52 Weeks Ended February 1, 2014, and the
53 Weeks Ended February 2, 2013 ......................................................................................................................................... 40
Consolidated Statements of Shareholders’ Equity for the 52 Weeks Ended January 31, 2015, 52 Weeks Ended February 1,
2014, and the 53 Weeks Ended February 2, 2013 ................................................................................................................... 41
Consolidated Statements of Cash Flows for the 52 Weeks Ended January 31, 2015, 52 Weeks Ended February 1, 2014, and
the 53 Weeks Ended February 2, 2013.................................................................................................................................... 42
Notes to Consolidated Financial Statements ................................................................................................................................ 43
(b) Exhibits
The Exhibit Index following this document’s Notes to Consolidated Financial Statements is incorporated herein by
reference in response to this item
(c) Financial Statement Schedules
Schedules are omitted because the information is not required or because the information is included in the financial
statements or notes thereto.
36
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Board of Directors and Shareholders of Kirkland’s, Inc.
We have audited Kirkland’s, Inc.’s internal control over financial reporting as of January 31, 2015, based on criteria established
in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission
(2013 framework) (the COSO criteria). Kirkland’s, Inc.’s management is responsible for maintaining effective internal control over
financial reporting, and for its assessment of the effectiveness of internal control over financial reporting included in the
accompanying Management’s Report on Internal Control Over Financial Reporting. Our responsibility is to express an opinion on the
Company’s internal control over financial reporting based on our audit.
We 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, testing and evaluating the design and operating effectiveness of
internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances.
We believe that our audit provides a reasonable basis for our opinion.
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, Kirkland’s, Inc. maintained, in all material respects, effective internal control over financial reporting as of
January 31, 2015, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the
consolidated balance sheets of Kirkland’s, Inc. as of January 31, 2015 and February 1, 2014, and the related consolidated statements
of income, shareholders’ equity and cash flows for each of the three years in the period ended January 31, 2015, of Kirkland’s, Inc.
and our report dated April 14, 2015 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
Nashville, Tennessee
April 14, 2015
37
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Board of Directors and Shareholders of Kirkland’s, Inc.
We have audited the accompanying consolidated balance sheets of Kirkland’s, Inc. as of January 31, 2015 and February 1, 2014,
and the related consolidated statements of income, shareholders’ equity and cash flows for each of the three years in the period ended
January 31, 2015. These financial statements are the responsibility of the Company’s management. Our responsibility is to express an
opinion on these 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 financial statements referred to above present fairly, in all material respects, the consolidated financial
position of Kirkland’s, Inc. at January 31, 2015 and February 1, 2014, and the consolidated results of its operations and its cash flows
for each of the three years in the period ended January 31, 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),
Kirkland’s, Inc.’s internal control over financial reporting as of January 31, 2015, based on criteria established in Internal Control-
Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our
report dated April 14, 2015 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
Nashville, Tennessee
April 14, 2015
38
KIRKLAND’S, INC.
CONSOLIDATED BALANCE SHEETS
ASSETS
Current assets:
Cash and cash equivalents ................................................................................................................... $
Inventories, net .....................................................................................................................................
Deferred income taxes .........................................................................................................................
Prepaid expenses and other current assets ...........................................................................................
Total current assets .....................................................................................................................
Property and equipment, net ................................................................................................................
Other assets ..........................................................................................................................................
January 31,
2015
February 1,
2014
(In thousands, except share data)
99,138 $
55,775
3,538
8,878
167,329
90,992
2,166
89,050
52,637
2,777
8,817
153,281
80,329
1,838
Total assets ................................................................................................................................. $
260,487 $
235,448
LIABILITIES AND SHAREHOLDERS’ EQUITY
Current liabilities:
Accounts payable ................................................................................................................................. $
Income taxes payable ...........................................................................................................................
Accrued expenses ................................................................................................................................
Total current liabilities ...............................................................................................................
Deferred rent ........................................................................................................................................
Non-current deferred income taxes ......................................................................................................
Other liabilities ....................................................................................................................................
24,705 $
5,648
27,027
57,380
41,995
4,138
5,912
23,102
5,875
23,670
52,647
38,976
3,337
5,259
Total liabilities ..........................................................................................................................
109,425
100,219
Commitments and contingencies (Note 8) ...........................................................................................
Shareholders’ equity:
Preferred stock, no par value, 10,000,000 shares authorized; no shares issued or outstanding at
January 31, 2015, and February 1, 2014 .........................................................................................
Common stock, no par value, 100,000,000 shares authorized; 17,127,875 and 17,304,285 shares
issued and outstanding at January 31, 2015, and February 1, 2014, respectively ...........................
Accumulated deficit .............................................................................................................................
Total shareholders’ equity ..........................................................................................................
-
-
159,015
(7,953)
151,062
-
-
156,193
(20,964)
135,229
Total liabilities and shareholders’ equity .................................................................................... $
260,487 $
235,448
The accompanying notes are an integral part of these consolidated financial statements.
39
KIRKLAND’S, INC.
CONSOLIDATED STATEMENTS OF INCOME
January 31,
2015
52 Weeks Ended 52 Weeks Ended 53 Weeks Ended
February 2,
February 1,
2013
2014
(In thousands, except per share data)
Net sales ................................................................................................................................ $ 506,768 $ 459,460 $ 447,395
970
Gift card breakage revenue ...................................................................................................
1,103
Total revenue ...............................................................................................................
Cost of sales (exclusive of depreciation as shown below) ....................................................
Gross profit ........................................................................................................
Operating expenses:
Compensation and benefits .........................................................................................
Other operating expenses ............................................................................................
Depreciation ................................................................................................................
Total operating expenses....................................................................................
Operating income ...............................................................................................
Interest expense .....................................................................................................................
Interest income ......................................................................................................................
Other income, net ..................................................................................................................
Income before income taxes .................................................................................................
Income tax expense ...............................................................................................................
Net income ............................................................................................................................ $
Earnings per share:
Basic ............................................................................................................................ $
Diluted ......................................................................................................................... $
Weighted average shares for basic earnings per share ................................................
Effect of dilutive common stock equivalents ..............................................................
Adjusted weighted average shares for diluted earnings per share ...............................
853
507,621
304,724
202,897
94,738
60,879
18,639
174,256
28,641
275
-
(454)
28,820
11,006
17,814 $
1.03 $
1.00 $
17,262
531
17,793
460,563
279,747
180,816
86,620
54,257
15,947
156,824
23,992
274
(12)
(229)
23,959
9,429
448,365
279,749
168,616
83,181
50,732
13,175
147,088
21,528
287
(28)
(225)
21,494
7,699
14,530 $
13,795
0.84 $
0.82 $
17,207
478
17,685
0.79
0.77
17,463
393
17,856
The accompanying notes are an integral part of these consolidated financial statements.
40
KIRKLAND’S, INC.
CONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY
Balance at January 28, 2012 ...................................................................
Exercise of stock options and employee stock purchases .......................
Tax benefit from exercise of stock options and vesting of restricted
stock ...................................................................................................
Net share settlement of stock options and restricted stock ......................
Stock-based compensation expense ........................................................
Repurchase and retirement of common stock .........................................
Net income ..............................................................................................
Balance at February 2, 2013 ...................................................................
Exercise of stock options and employee stock purchases .......................
Tax benefit from exercise of stock options and vesting of restricted
stock ...................................................................................................
et share settlement of stock options and restricted stock ......................
Restricted stock issued ............................................................................
Stock-based compensation expense ........................................................
Net income ..............................................................................................
Balance at February 1, 2014 ...................................................................
Exercise of stock options and employee stock purchases .......................
Tax benefit from exercise of stock options and vesting of restricted
Common Stock
Shares
Amount
Accumulated
Deficit
(In thousands, except share data)
Total
Shareholders’
Equity
18,360,739 $ 150,352 $
282
106,653
(32,690) $
-
117,662
282
-
(27,402)
-
(1,361,898)
-
46
-
2,712
(23)
-
17,078,092 $ 153,369 $
336,592
267
-
-
-
(16,599)
13,795
(35,494) $
-
-
(221,399)
111,000
-
-
409
(682)
-
2,830
-
-
-
-
14,530
-
17,304,285 $ 156,193 $
298
49,847
(20,964)
-
$
135,229
298
46
-
2,712
(16,622)
13,795
117,875
267
409
(682)
-
2,830
14,530
-
stock ...................................................................................................
Net share settlement of stock options and restricted stock ......................
(39,512)
Restricted stock issued ............................................................................
82,000
-
Stock-based compensation expense ........................................................
Repurchase and retirement of common stock ………………………… (268,745)
-
Net income ..............................................................................................
Balance at January 31, 2015 ...................................................................
17,127,875
99
(347)
-
-
-
-
2,772 -
(4,803)
17,814
-
-
$ 159,015 $
99
(347)
-
2,772
(4,803)
17,814
(7,953)
$
151,062
The accompanying notes are an integral part of these consolidated financial statements.
41
KIRKLAND’S, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
52 Weeks Ended
January 31,
2015
Cash flows from operating activities:
Net income ............................................................................................................................ $
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation of property and equipment...............................................................................
Amortization of landlord construction allowances ...............................................................
Cash received for landlord construction allowances .............................................................
Amortization of debt issue costs ...........................................................................................
Loss on disposal of property and equipment .........................................................................
Stock-based compensation expense ......................................................................................
Excess tax benefits from exercise of stock options and vesting of restricted stock ..............
Deferred income taxes ..........................................................................................................
Changes in assets and liabilities:
Inventories, net ............................................................................................................
Prepaid expenses and other current assets ...................................................................
Other noncurrent assets ...............................................................................................
Accounts payable ........................................................................................................
Income taxes payable (refundable) ..............................................................................
Accrued expenses and other current and noncurrent liabilities ...................................
Net cash provided by operating activities ..........................................................
Cash flows from investing activities:
Capital expenditures..............................................................................................................
Net cash used in investing activities ............................................................................
Cash flows from financing activities:
Refinancing costs ..................................................................................................................
Excess tax benefits from exercise of stock options and restricted stock ...............................
Cash used in net share settlement of stock options and restricted stock ...............................
Exercise of stock options and employee stock purchases .....................................................
Repurchase and retirement of common stock .......................................................................
Net cash used in financing activities ...........................................................................
Cash and cash equivalents:
Net increase (decrease) ................................................................................................
Beginning of the year ..................................................................................................
End of the year ............................................................................................................
Supplemental cash flow information:
Interest paid ................................................................................................................. $
Income taxes paid ........................................................................................................ $
52 Weeks Ended
February 1,
2014
(In thousands)
53 Weeks Ended
February 2,
2013
17,814 $
14,530 $
13,795
18,639
(5,397)
7,822
77
345
2,772
(99)
40
(3,138)
230
(405)
1,603
318
3,867
44,488
15,947
(5,807)
7,321
77
176
2,830
(409)
(966)
(3,060)
(223)
(356)
1,460
5,318
2,375
39,213
13,175
(4,197)
8,619
77
14
2,712
(46)
4,291
(2,271)
2
(334)
50
(2,580)
(960)
32,347
(29,647)
(29,647)
(17,954)
(31,373)
(17,954)
(31,373)
-
99
(347)
298
(4,803)
(4,753)
-
409
(682)
267
-
(6)
46
-
282
(16,622)
(6)
(16,300)
10,088
89,050
21,253
67,797
(15,326)
83,123
99,138
89,050
67,797
190 $
10,621 $
190 $
191
5,047 $
6,480
The accompanying notes are an integral part of these consolidated financial statements.
42
KIRKLAND’S, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Note 1 — Description of Business and Significant Accounting Policies
Kirkland’s, Inc. (the “Company”) is a specialty retailer of home décor and gifts in the United States with 344 stores in 35 states
as of January 31, 2015. The consolidated financial statements of the Company include the accounts of Kirkland’s, Inc. and its wholly-
owned subsidiaries Kirkland’s Stores, Inc., Kirkland’s DC, Inc., Kirkland’s Texas, LLC, and Kirklands.com, LLC. Significant
intercompany accounts and transactions have been eliminated.
The preparation of the consolidated financial statements in conformity with accounting principles generally accepted in the
United States requires management to make estimates and assumptions that affect the amounts reported in the consolidated financial
statements and accompanying notes. Actual results could differ from the estimates and assumptions used.
Changes in estimates are recognized in the period when new information becomes available to management. Areas where the
nature of the estimate makes it reasonably possible that actual results could materially differ from amounts estimated include, but are
not limited to impairment assessments on long-lived assets, asset retirement obligations, inventory reserves, self-insurance reserves,
income tax liabilities, stock-based compensation, employee bonus accruals, gift card breakage, customer loyalty program accruals and
contingent liabilities.
Fiscal year — The Company’s fiscal year is comprised of the 52 or 53-week period ending on the Saturday closest to
January 31. Accordingly, fiscal 2014 represented the 52 weeks ended on January 31, 2015, fiscal 2013 represented the 52 weeks ended
on February 1, 2014, and fiscal 2012 represented the 53 weeks ended on February 2, 2013.
Cash equivalents — Cash and cash equivalents consist of cash on deposit in banks and investments with maturities of 90 days or
less at the date of purchase.
Cost of sales and inventory valuation — Cost of sales includes costs of product purchased from vendors, including inbound
freight, receiving costs, inspection costs, warehousing costs, outbound freight, inventory damage and shrinkage, discounts associated
with customer loyalty programs, payroll and overhead associated with our distribution facility and its network and store occupancy
costs. The Company’s inventory is stated at the lower of cost or market, net of reserves and allowances, with cost determined using
the average cost method with average cost approximating current cost. The Company estimates the amount of shrinkage that has
occurred through theft or damage and adjusts that amount to actual at the time of its physical inventory counts which occur throughout
the fiscal year. The Company also evaluates the cost of inventory by category and class of merchandise in relation to the estimated
sales price. This evaluation is performed to ensure that inventory is not carried at a value in excess of the amount expected to be
realized upon the sale of the merchandise.
Vendor allowances — The Company receives various payments and allowances from vendors, including rebates and other
credits. The amounts received are subject to the terms of vendor agreements, which generally do not state an expiration date, but are
subject to ongoing negotiations that may be impacted in the future based on changes in market conditions and changes in the
profitability, quality, or sell-through of the related merchandise. For all such vendor allowances, the Company records the vendor
funds as a reduction of inventories. As the related inventory is sold, such allowances and credits are recognized as a reduction to cost
of sales.
Property and equipment — Property and equipment are stated at cost less accumulated depreciation. Depreciation is computed
on a straight-line basis over the estimated useful lives of the respective assets. Furniture, fixtures and equipment are generally
depreciated over five years. Leasehold improvements are amortized over the shorter of the useful life of the asset or the expected lease
term, typically ranging from five to 10 years. Maintenance and repairs are expensed as incurred, and improvements are capitalized.
Gains or losses on the disposition of fixed assets are recorded upon disposal of the related asset.
Cost of internal use software — The Company capitalizes the cost of computer software developed or obtained for internal use.
Capitalized computer software costs consist primarily of payroll-related and consulting costs incurred during the application
development stage. The Company expenses costs related to preliminary project assessments, research and development, re-
engineering, training and application maintenance as they are incurred. Capitalized software costs are amortized on a straight-line
basis over an estimated life of three to 10 years upon being placed in service. For fiscal years 2014, 2013 and 2012, the Company
recorded approximately $4.0 million, $3.0 million, and $1.6 million, respectively, for amortization of capitalized software. The net
book value of these assets totaled $25.8 million and $18.8 million at the end of fiscal years 2014 and 2013, respectively. At the end of
fiscal years 2014 and 2013, property and equipment included capitalized computer software currently under development of $20,000
and $1.9 million, respectively.
Asset retirement obligations — The Company recognizes a liability for the fair value of required asset retirement obligations
(“ARO”) when such obligations are incurred. The Company’s AROs are primarily associated with leasehold improvements which, at
43
the end of a lease, the Company is contractually obligated to remove in order to comply with the lease agreement. At the inception of a
lease with such conditions, the Company records an ARO liability and a corresponding capital asset in an amount equal to the
estimated fair value of the obligation. The liability is estimated based on various assumptions requiring management’s judgment and is
accreted to its projected future value over time. The capitalized asset is depreciated using the convention for depreciation of leasehold
improvement assets. Upon satisfaction of the ARO conditions, any difference between the recorded ARO liability and the actual
retirement costs incurred is recognized as an operating gain or loss in the consolidated statements of income. As of January 31, 2015
and February 1, 2014, the liability for asset retirement obligations was approximately $269,000 and $253,000, respectively.
Impairment of long-lived assets — The Company evaluates the recoverability of the carrying amounts of long-lived assets
whenever events or changes in circumstances dictate that their carrying value may not be recoverable. This review includes the
evaluation of individual underperforming retail stores and assessing the recoverability of the carrying value of the assets related to the
store. Future cash flows are projected for the remaining lease life. The Company calculates the fair value of long-lived assets using
the age-life method. If the estimated fair value is less than the carrying value of the assets, the Company records an impairment charge
equal to the difference, if any, between the assets’ fair value and carrying value.
Insurance reserves — Workers’ compensation, general liability and employee medical insurance programs are predominately
self-insured. It is the Company’s policy to record a self-insurance liability using estimates of claims incurred but not yet reported or
paid, based on historical claims experience and actuarial methods. Actual results can vary from estimates for many reasons, including,
among others, inflation rates, claim settlement patterns, litigation trends and legal interpretations. The Company monitors its claims
experience in light of these factors and revises its estimates of insurance reserves accordingly. The level of insurance reserves may
increase or decrease as a result of these changing circumstances or trends.
During the fourth quarter of fiscal year 2013, the Company recorded an adjustment related to positive changes in its actuarial
estimates for workers’ compensation and general liability reserves. The adjustment in the fourth quarter of fiscal 2013 resulted in a
year-over year benefit of approximately $1.3 million ($800,000 after tax), compared to the fourth quarter of fiscal 2014, or $0.05 per
diluted share.
Customer loyalty program — The Company has established a loyalty program called the K Club, whereby members earn
loyalty points in return for making purchases in the Company’s stores, including the e-Commerce store. Attaining specified loyalty
point levels results in the issuance of discount certificates to the customer. The Company accrues for the expected liability associated
with the discount certificates issued, as well as the accumulated points that have not yet resulted in the issuance of a certificate,
adjusted for expected redemption rates. This liability is included as a component of accrued expenses on the consolidated balance
sheet and the changes to the liability are included within cost of sales on the consolidated statements of income.
The Company has also established a private-label credit card program for its customers. Customers in the private label credit
card program who enroll in K Club are eligible to earn double the points of a regular loyalty program member. The card program is
operated and managed by a third-party bank that assumes all credit risk with no recourse to the Company.
Deferred rent — Many of the Company’s operating leases contain predetermined fixed escalations of minimum rentals during
the initial term. Additionally, the Company does not typically pay rent during the construction period for new stores. For these leases,
the Company recognizes the related rental expense on a straight-line basis over the life of the lease commencing with the date of initial
access to the leased space, and records the difference between amounts charged to operations and amounts paid as a liability. The
cumulative net excess of recorded rent expense over lease payments totaled $11.0 million, of which $1.1 million was reflected as a
current liability in accrued expenses, and $9.9 million was reflected as a noncurrent liability in deferred rent on the consolidated
balance sheet as of January 31, 2015. As of February 1, 2014, $1.2 million was reflected as a current liability in accrued expenses and
$8.6 million was reflected as a noncurrent liability in deferred rent on the consolidated balance sheet.
The Company also receives incentives from landlords in the form of construction allowances. These construction allowances are
recorded as deferred rent and amortized as a reduction to rent expense over the lease term. As of January 31, 2015, the unamortized
amount of construction allowances totaled $38.4 million, of which $6.4 million was reflected as a current liability in accrued expenses
and $32.0 million was reflected as a noncurrent liability in deferred rent on the consolidated balance sheet. As of February 1, 2014,
$6.2 million was reflected as a current liability in accrued expenses and $30.3 million was reflected as a noncurrent liability in
deferred rent on the consolidated balance sheet.
Revenue recognition — The Company recognizes revenue at the time of sale of merchandise to customers in its stores. e-
Commerce revenue is recorded when orders are shipped and title passes to customers. Net sales include the sale of merchandise, net of
returns and exclusive of sales taxes.
Gift card sales are recognized as revenue when tendered for payment. While the Company honors all gift cards presented for
payment, the Company determines the likelihood of redemption to be remote for certain gift card balances due to long periods of
inactivity. The Company uses the Redemption Recognition Method to account for breakage for unused gift card amounts where
44
breakage is recognized as gift cards are redeemed for the purchase of goods based upon a historical breakage rate. In these
circumstances, to the extent the Company determines there is no requirement for remitting card balances to government agencies
under unclaimed property laws, such amounts are recognized in the consolidated statement of income as breakage revenue. The
Company recognized approximately $853,000, $1.1 million, and $970,000 in gift card breakage during fiscal 2014, fiscal 2013 and
fiscal 2012, respectively.
Compensation and benefits — Compensation and benefits includes all store and corporate office salaries and wages and
incentive pay as well as stock compensation, employee health benefits, 401(k) plan benefits, deferred compensation benefits, social
security and unemployment taxes.
Stock-based compensation — Stock-based compensation includes expenses associated with stock option grants, restricted stock
grants, and other transactions under the Company’s stock plans. The Company recognizes compensation expense for its stock-based
payments based on the fair value of the awards. The expense is recorded on a straight-line basis over the vesting period within
compensation and benefits in the consolidated statements of income. See “Note 7 — Employee Benefit Plans” for further discussion.
Other operating expenses — Other operating expenses consist of such items as insurance, advertising, utilities, property taxes,
supplies, travel, card processing and other bank fees, losses on disposal of assets and various other store and corporate expenses.
Store preopening expenses — Store preopening expenses, which consist primarily of payroll and occupancy costs, are expensed
as incurred.
Advertising expenses — Advertising costs are expensed in the period in which the related activity first takes place. These
expenses include costs associated with specific marketing campaigns, e-mail communications, paid search and other digital
advertising, social media, public relations, in-store collateral and signage, and other expenses related to the in-store experience. Total
advertising expense was $9.3 million, $9.3 million and $6.7 million for fiscal years 2014, 2013 and 2012, respectively.
Income taxes — Deferred tax assets and liabilities are recognized based on the differences between the financial statement and
the tax law treatment of certain items. Realization of certain components of deferred tax assets is dependent upon the occurrence of
future events. The Company records valuation allowances to reduce its deferred tax assets to the amount it believes is more likely than
not to be realized. These valuation allowances can be impacted by changes in tax laws, changes to statutory tax rates, and future
taxable income levels and are based on the Company’s judgment, estimates, and assumptions regarding those future events. In the
event the Company were to determine that it would not be able to realize all or a portion of the net deferred tax assets in the future, the
Company would increase the valuation allowance through a charge to income tax expense in the period that such determination is
made. Conversely, if the Company were to determine that it would be able to realize its deferred tax assets in the future, in excess of
the net carrying amounts, the Company would decrease the recorded valuation allowance through a decrease to income tax expense in
the period that such determination is made.
The Company provides for uncertain tax positions and the related interest and penalties, if any, based upon management’s
assessment of whether a tax benefit is more likely than not to be sustained upon examination by tax authorities. The Company
recognizes interest and penalties accrued related to unrecognized tax benefits in income tax expense. To the extent the Company
prevails in matters for which a liability for an unrecognized tax benefit is established or is required to pay amounts in excess of the
liability, the Company’s effective tax rate in a given financial statement period may be affected.
The Company’s income tax returns are subject to audit by local, state and federal authorities; and, the Company is typically
engaged in various tax examinations at any given time. Tax contingencies often arise due to uncertainty or differing interpretations of
the application of tax rules throughout the various jurisdictions in which the Company operates. The contingencies are influenced by
items such as tax audits, changes in tax laws, litigation, appeals and experience with previous similar tax positions. The Company
regularly reviews its tax reserves for these items and assesses the adequacy of the amount recorded. The Company evaluates potential
exposures associated with its various tax filings by estimating a liability for uncertain tax positions based on a two-step process. The
first step is to evaluate the tax position for recognition by determining if the weight of available evidence indicates that it is more
likely than not that the position will be sustained on audit, including resolution of related appeals or litigation processes, if any. The
second step requires estimation and measurement of the tax benefit as the largest amount that is more than 50% likely to be recognized
upon settlement.
Sales and use taxes — Governmental authorities assess sales and use taxes on the sale and purchase of goods and services. The
Company excludes taxes collected from customers in its reported sales results. Such amounts are reflected as accrued expenses until
remitted to the taxing authorities.
Concentrations of risk — Most of the Company’s merchandise is purchased through vendors in the United States who import
the merchandise manufactured primarily in China. However, the Company believes alternative merchandise sources could be procured
over a relatively short period of time.
45
Fair value of financial instruments — The carrying amount of cash and cash equivalents, accounts receivable, other current
assets and accounts payable approximate fair value because of their short maturities.
Earnings per share — Basic earnings per share is computed by dividing net income by the weighted average number of shares
outstanding during each period presented, which excludes non-vested restricted stock. Diluted earnings per share is computed by
dividing net income by the weighted average number of shares outstanding plus the dilutive effect of stock equivalents outstanding
during the applicable periods using the treasury stock method. Diluted earnings per share reflects the potential dilution that could
occur if options to purchase stock were exercised into common stock and if outstanding grants of restricted stock were vested. Stock
options that were not included in the computation of diluted earnings per share, because to do so would have been antidilutive, were
approximately 426,000 shares, 439,000 shares and 642,000 shares for fiscal 2014, 2013 and 2012, respectively.
Comprehensive income — Comprehensive income does not differ from the consolidated net income presented in the
consolidated statements of income.
Operating segments — The Company has determined that each of its stores is an operating segment. The operating performance
of all stores has been aggregated into one reportable segment. The Company’s operating segments are aggregated for financial
reporting purposes because they are similar in each of the following areas: economic characteristics, class of consumer, nature of
products and distribution methods. Revenues from external customers are derived from merchandise sales, and the Company does not
rely on any major customers as a source of revenue. Across its store base, the Company operates one store format under the Kirkland’s
name in which each store offers the same general mix of merchandise with similar categories and similar customers. The Company
believes that disaggregating its operating segments would not provide meaningful additional information.
Recently Issued Accounting Pronouncements — In May 2014, the Financial Accounting Standards Board issued Accounting
Standards Update (ASU) 2014-09, “Revenue from Contracts with Customers.” Under ASU 2014-09, an entity will recognize revenue
when it transfers promised goods or services to customers in an amount that reflects what it expects in exchange for the goods or
services. ASU 2014-09 also requires more detailed disclosures to enable users of financial statements to understand the nature,
amount, timing, and uncertainty of revenue and cash flows arising from contracts with customers. The Company is in process of
evaluating the impact the adoption of ASU 2014-09 will have on its consolidated financial statements. This update will be effective
for the Company at the beginning of its fiscal 2018 year.
Note 2 — Property and Equipment
Property and equipment is comprised of the following (in thousands):
Equipment ..........................................................................
Furniture and fixtures .........................................................
Leasehold improvements ...................................................
Projects in progress ............................................................
$
Less: Accumulated depreciation ........................................
$
January 31,
2015
60,408
61,773
84,044
1,234
207,459
(116,467)
$
90,992
$
February 1,
2014
47,770
54,923
76,764
3,770
183,227
(102,898)
80,329
Note 3 — Accrued Expenses
Accrued expenses are comprised of the following (in thousands):
Salaries and wages ............................................................. $
Gift cards and store credits .................................................
Sales taxes ..........................................................................
Deferred rent ......................................................................
Other ..................................................................................
January 31,
2015
6,607
6,965
2,100
7,460
3,895
$
27,027
$
February 1,
2014
5,373
5,941
1,555
7,317
3,484
23,670
46
Note 4 — Income Taxes
The Company’s income tax expense is computed based on the federal statutory rates and the state statutory rates, net of related
federal benefit. Income tax expense consists of the following (in thousands):
52 Weeks Ended
January 31,
2015
52 Weeks Ended
February 1,
2014
53 Weeks Ended
February 2,
2013
Current
Federal ...................................................................... $
State ..........................................................................
Deferred .............................................................................
Federal ......................................................................
State ..........................................................................
9,299
1,668
93
(54)
$
$
11,006
$
9,270
1,125
(1,091)
125
9,429
$
$
3,753
(346)
3,278
1,014
7,699
Income tax expense differs from the amount computed by applying the statutory federal income tax rate to pre-tax income. A
reconciliation of income tax expense at the statutory federal income tax rate to the amount provided is as follows (in thousands):
Tax at federal statutory rate ............................................... $
State income taxes (net of federal benefit) .........................
Tax credits……………………………………………..…
Other ..................................................................................
52 Weeks Ended
January 31,
2015
10,087
1,106
(207)
20
Income tax expense ............................................................ $
11,006
52 Weeks Ended
February 1,
2014
53 Weeks Ended
February 2,
2013
$
8,385
920
(192)
316
9,429
$
$
7,550
402
(563)
310
$
7,699
Deferred income taxes reflect the net tax effects of temporary differences between the carrying amounts of assets and liabilities
for financial reporting purposes and the amounts used for income tax purposes. Significant components of the Company’s deferred tax
assets and liabilities are as follows (in thousands):
January 31,
2015
February 1,
2014
Deferred tax assets:
Accruals ................................................................ $
Inventory valuation ...............................................
Deferred rent and other .........................................
Total deferred tax assets .................................................
Deferred tax liabilities:
Depreciation .........................................................
Prepaid assets ........................................................
Total deferred tax liabilities ...........................................
3,761
436
9,351
13,548
(13,589)
(559)
(14,148)
$
Net deferred tax liabilities .............................................. $
(600)
$
2,998
301
8,228
11,527
(11,597)
(491)
(12,088)
(561)
Future utilization of the deferred tax assets is evaluated by the Company and any valuation allowance is adjusted accordingly.
At January 31, 2015 and February 1, 2014, there was no valuation allowance against the Company’s deferred tax assets.
The Company and one or more of its subsidiaries file income tax returns in the U.S. federal jurisdiction and various state and
local jurisdictions. The Company is no longer subject to U.S. federal income tax examinations by authorities for years prior to 2011.
With few exceptions, the Company is no longer subject to state and local income tax examinations for years prior to 2008. The
Company is engaged in various U.S. federal, state and local income tax examinations for fiscal years 2011 through 2013.
A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows:
47
52 Weeks Ended
January 31,
2015
52 Weeks Ended
February 1,
2014
Balance at the beginning of the year .............................. $
Additions based on tax positions related to the current
year ............................................................................
Additions for tax positions of prior years .......................
Reductions for tax positions of prior years.....................
Reductions due to settlements ........................................
Reductions due to lapse of the statute of limitations ......
(In thousands)
$
307
-
-
-
-
-
Balance at the end of the year ........................................ $
307
$
307
-
-
-
-
-
307
Included in the January 31, 2015 balance and February 1, 2014 balance is $307,000 of unrecognized tax benefits that, if
recognized, would decrease the Company’s effective tax rate.
The Company accrues interest on unrecognized tax benefits as a component of income tax expense. Penalties, if incurred, would
be recognized as a component of income tax expense. The Company had $216,500 and $186,000 accrued for the payment of interest
and penalties associated with unrecognized tax benefits at January 31, 2015 and February 1, 2014, respectively.
Note 5 — Senior Credit Facility
On August 19, 2011, the Company entered into an Amended and Restated Credit Agreement (the “Credit Agreement”) with
Bank of America, N.A. as administrative agent and collateral agent, and the lenders named therein (the “Lenders”), replacing the
Credit Agreement entered into in 2004. The Credit Agreement increased the Company’s senior secured revolving credit facility from
$45 million to $50 million and extended the maturity date to August 2016. Borrowings under the facility bear interest at an annual rate
equal to LIBOR plus a margin ranging from 175 to 225 basis points with no LIBOR floor. Additionally, a fee of 0.375% per annum is
assessed on the unused portion of the facility.
Pursuant to the Credit Agreement, borrowings are subject to certain conditions and contain customary events of default,
including, without limitation, failure to make payments, a cross-default to certain other debt, breaches of covenants, breaches of
representations and warranties, a change in control, certain monetary judgments and bankruptcy and ERISA events. Upon any such
event of default, the principal amount of any unpaid loans and all other obligations under the Credit Agreement may be declared
immediately due and payable. The maximum availability under the facility is limited by a borrowing base formula which consists of a
percentage of eligible inventory and eligible credit card receivables, less reserves.
Also on August 19, 2011, the Company entered into an Amended and Restated Security Agreement with its Lenders. Pursuant
to the Security Agreement, the Company pledged and granted to the administrative agent, for the benefit of itself and the secured
parties specified therein, a lien on and security interest in all of the rights, title and interest in substantially all of the Company’s assets
to secure the payment and performance of the obligations under the Credit Agreement.
As of January 31, 2015, the Company was in compliance with the covenants in the facility and there were no outstanding
borrowings under the credit facility, with approximately $34.1 million available for borrowing.
Note 6 — Long-Term Leases
The Company leases retail store facilities, corporate office space, warehouse facilities and certain equipment under operating
leases with terms ranging up to 15 years and expiring at various dates through 2025. Most of the retail store lease agreements include
renewal options and provide for minimum rentals and contingent rentals based on sales performance in excess of specified minimums.
Rent expense, including extra charges under operating leases, was approximately $49.0 million, $44.8 million and $44.3 million in
fiscal years 2014, 2013 and 2012, respectively. Rent expense includes contingent rent, which is based on individual store sales, of
approximately $3.2 million, $3.7 million and $4.1 million, respectively.
Future minimum lease payments under all operating leases with initial terms of one year or more are as follows: $56.6 million in
2015; $50.1 million in 2016; $44.2 million in 2017; $39.1 million in 2018; $36.7 million in 2019 and $86.2 million thereafter.
Note 7 — Employee Benefit Plans
Stock-based compensation — Stock-based compensation includes stock option grants, restricted stock unit grants, and other
transactions under the Company’s equity plans. Total stock-based compensation expense (a component of compensation and benefits)
was approximately $2.8 million, $2.8 million and $2.7 million for fiscal years 2014, 2013 and 2012, respectively.
48
On June 4, 2013, the Company adopted the Kirkland’s, Inc. Amended and Restated 2002 Equity Incentive Plan (the “2002
Plan”), replacing the plan adopted in July 2002. The 2002 Plan provides for the award of restricted stock, restricted stock units
(“RSUs”), incentive stock options, non-qualified stock options and stock appreciation rights with respect to shares of common stock to
employees, directors, consultants and other individuals who perform services for the Company. The 2002 Plan is authorized to provide
awards for up to a maximum of 3,500,000 shares of common stock. Options issued to employees under the 2002 Plan have maximum
contractual terms of 10 years and generally vest ratably over 3 or 4 years. Restricted stock units granted to employees vest on the third
anniversary of the grant date, and are convertible into common stock on the date of vesting. Options issued to non-employee directors
vest immediately on the date of the grant. Restricted stock units granted to non-employee directors vest on the first anniversary of the
grant date.
As of January 31, 2015, options to purchase 1,371,785 shares of common stock were outstanding under the 2002 Plan at
exercise prices ranging from $2.03 to $19.06 per share. As of January 31, 2015, there were 231,500 RSUs outstanding under the 2002
Plan with fair value grant prices ranging from $10.93 to $18.46 per share. Shares reserved for future stock-based grants under the 2002
Plan approximated 1,094,570 at January 31, 2015.
Stock options — The Company allows for the settlement of vested stock options on a net share basis (“net settled stock
options”), instead of settlement with a cash payment (“cash settled stock options”), if so desired by the holder. With net settled stock
options, the employee does not surrender any cash or shares upon exercise. Rather, the Company withholds the number of shares to
cover the option exercise price and the minimum statutory tax withholding obligations from the shares that would otherwise be issued
upon exercise. The settlement of vested stock options on a net share basis results in fewer shares issued by the Company.
As of January 31, 2015, there were 1,371,785 outstanding in-the-money options. The aggregate intrinsic value of in-the-money
options outstanding and options exercisable as of January 31, 2015 was approximately $14.9 million and $12.3 million, respectively.
The weighted average grant date fair values of options granted during fiscal 2014, fiscal 2013 and fiscal 2012 were $9.68, $9.51 and
$5.79, respectively. The intrinsic value of options exercised was $0.2 million in fiscal 2014, $2.6 million in fiscal 2013, and $0.4
million in fiscal 2012. At January 31, 2015, unrecognized stock compensation expense related to the unvested portion of outstanding
stock options was approximately $2.8 million, which is expected to be recognized over a weighted average period of 2.1 years.
Stock option activity for the year ended January 31, 2015, was as follows:
Balance at February 1, 2014 ............................
Options granted ................................................
Options exercised .............................................
Options forfeited ..............................................
Number of
Options
1,285,792
182,500
(30,785)
(65,722)
Balance at January 31, 2015 ............................
1,371,785
Options Exercisable As of:
January 31, 2015 ..............................................
1,006,464
Weighted
Average
Exercise Price
11.77
18.46
13.07
16.62
12.40
11.06
$
$
$
Weighted Average
Remaining Contractual
Term (in years)
5.8
4.8
The fair value of each option is recorded as compensation expense on a straight-line basis over the applicable vesting period.
The Company has estimated the fair value of all stock option awards as of the date of the grant by applying the Black-Scholes
multiple-option pricing valuation model. The application of this valuation model involves assumptions that are judgmental and highly
subjective in the determination of compensation expense. The weighted average for key assumptions used in determining the fair
value of options granted in fiscal years 2014, 2013 and 2012 and a summary of the methodology applied to develop each assumption
are as follows:
Expected price volatility ....................................................
Risk-free interest rate .........................................................
Expected life ......................................................................
Forfeiture rate ....................................................................
Dividend yield ...................................................................
52 Weeks Ended
January 31,
2015
52 Weeks Ended
February 1,
2014
53 Weeks Ended
February 2,
2013
0.53
2.10%
6.3 years
5%
0%
0.65
1.46%
0.56
0.77%
6.3 years
6.3 years
5%
0%
5%
0%
Expected price volatility — The expected price volatility is a measure of the amount by which the stock price has fluctuated or is
expected to fluctuate. The Company uses actual historical changes in the market value of its stock to calculate the volatility
assumption as it is management’s belief that this is the best indicator of future volatility. The Company calculates daily market value
49
changes to the date of grant over a period beginning one year following the Company’s initial public offering date. An increase in the
expected volatility will increase compensation expense.
Risk-free interest rate — The risk-free interest rate is the U.S. Treasury rate for the week of the grant having a term equal to the
expected life of the option. An increase in the risk-free interest rate will increase compensation expense.
Expected life — The expected life is the period of time over which the options granted are expected to remain outstanding. The
Company uses the “simplified” method found in the Securities and Exchange Commission’s Staff Accounting Bulletin No. 107 to
estimate the expected life of stock option grants. Options granted have a maximum term of ten years. An increase in the expected life
will increase compensation expense.
Forfeiture rate — The forfeiture rate is the estimated percentage of options granted that are expected to be forfeited or canceled
before becoming fully vested. This estimate is based on historical experience of similar grants. An increase in the forfeiture rate will
decrease compensation expense. The Company’s forfeiture estimate has a minimal effect on expense as the majority of the Company’s
stock option awards vest quarterly.
Dividend yield — The Company has not paid a dividend on its common stock for each of the last three fiscal years. The addition
or increase of a dividend will decrease compensation expense.
Restricted stock units — The Company periodically grants restricted stock units for a fixed number of shares to various
employees and directors. The RSUs granted to directors become 100% vested on the first anniversary of the grant date. The RSUs
granted to employees become 100% vested on the third anniversary of the grant date, provided the employee has remained in
continuous service with the Company through that date. The fair value of the RSUs is equal to the closing price of the Company’s
common stock on the date of the grant. The Company granted 97,000, 104,000 and 94,000 RSUs during fiscal 2014, 2013 and 2012,
respectively. The weighted average grant date fair values of the RSUs granted during fiscal 2014, 2013 and 2012 were $18.46, $15.79
and $10.93, respectively. Compensation expense related to RSUs is recognized ratably over the requisite service period.
Compensation expense for RSUs during fiscal 2014, 2013 and 2012 was approximately $1.3 million, $1.3 million and $1.3 million,
respectively. As of January 31, 2015, there was approximately $1.8 million of unrecognized compensation expense related to RSUs
which is expected to be recognized over a weighted average period of 1.0 years.
RSU activity in each of the periods indicated was as follows:
Shares
Weighted Average
Grant Date
Fair Value
Non-vested at February 1, 2014 ...............................
Granted ...........................................................
Vested .............................................................
Forfeited .........................................................
236,000
97,000
(82,000)
(19,500)
Non-vested at January 31, 2015 ...............................
231,500
$
$
13.44
18.46
13.34
14.31
15.50
Employee stock purchase plan — In July 2002, the Company adopted an Employee Stock Purchase Plan (“ESPP”). Under the
ESPP, full-time employees who have completed twelve consecutive months of service are allowed to purchase shares of the
Company’s common stock, subject to certain limitations, through payroll deduction, at 85% of the fair market value. The Company’s
ESPP is authorized to issue up to 500,000 shares of common stock. During fiscal 2014, 2013 and 2012, there were 19,062, 19,478 and
30,545 shares of common stock, respectively, issued to participants under the ESPP, with approximately 32,592 shares remaining
under the original authorization.
401(k) savings plan — The Company maintains a defined contribution 401(k) employee benefit plan, which covers all
employees meeting certain age and service requirements. Up to 6% of the employee’s compensation may be matched at the
Company’s discretion, subject to statutory limitations. For all fiscal years presented, this discretionary percentage was 50% of an
employee’s contribution subject to Plan maximums. The Company’s matching contributions were approximately $457,000, $383,000
and $446,000 in fiscal 2014, 2013 and 2012, respectively. The Company has the option to make additional contributions to the Plan on
behalf of covered employees; however, no such contributions were made in fiscal 2014, 2013, or 2012.
Deferred compensation plan — Effective March 1, 2005, the Company adopted The Executive Non-Qualified Excess Plan (the
“Deferred Compensation Plan”). The Deferred Compensation Plan is available for certain employees whose benefits under the 401(k)
Savings Plan are limited due to provisions of the Internal Revenue Code. The Company’s matching contributions to this Plan were
approximately $52,000, $62,000 and $65,000 in fiscal years 2014, 2013 and 2012, respectively.
50
Note 8 — Commitments and Contingencies
Financial instruments that potentially subject the Company to concentration of risk are primarily cash and cash equivalents. The
Company places its cash and cash equivalents in insured depository institutions and limits the amount of credit exposure to any one
institution within the covenant restrictions imposed by the Company’s debt agreements.
The Company is involved in various routine legal proceedings incidental to the conduct of its business. The Company believes
that any resulting liability from existing legal proceedings, individually or in the aggregate, will not have a material adverse effect on
its operations or financial condition.
Note 9 — Related Party Transactions
In July 2009, the Company entered into a Vendor Agreement with a related party vendor to purchase merchandise inventory.
The vendor is considered a related party because its principal owner is the spouse of the Company’s Vice President of Merchandising.
During fiscal 2014, the Company’s purchases from this vendor totaled approximately $29.1 million, or 12.5% of total merchandise
purchases. During fiscal 2013, the Company’s purchases from this vendor totaled approximately $29.7 million, or 13.7% of total
merchandise purchases. During fiscal 2012, the Company’s purchases from this vendor totaled approximately $28.1 million, or 12.7%
of total merchandise purchases. Included in cost of sales for fiscal years 2014, 2013, and 2012 were $27.6 million, $29.1 million, and
$26.7 million, respectively related to this vendor. Payable amounts outstanding to this vendor were approximately $2.1 million as of
January 31, 2015, $1.8 million as of February 1, 2014, and $2.2 million as of February 2, 2013. The Company’s payable terms with
this vendor are consistent with the terms offered by other vendors in the ordinary course of business.
Note 10 — Stock Repurchase Program
On May 22, 2014, the Company announced that its Board of Directors authorized a stock repurchase plan providing for the
purchase in the aggregate of up to $30 million of the Company’s outstanding common stock from time to time until May 2016.
Through January 31, 2015, the Company repurchased and retired a total of approximately 269,000 shares at an aggregate cost of $4.8
million under this repurchase plan. Subsequent to January 31, 2015, the Company has repurchased and retired approximately 40,000
shares of common stock at an aggregate cost of $955,000.
Note 11 — Quarterly Financial Information (Unaudited)
Summarized quarterly financial results for fiscal 2014 and fiscal 2013 follow (in thousands, except per share amounts):
May 3,
2014
Total revenue ........................................................................................... $ 108,255
42,602
Gross profit ..............................................................................................
3,359
Operating income (loss) ...........................................................................
Net income (loss) .....................................................................................
2,055
Earnings (loss) per share:
Basic ...............................................................................................
Diluted ............................................................................................
0.12
0.12
May 4
2013
Total revenue ............................................................................................ $ 101,233
Gross profit ...............................................................................................
39,406
2,836
Operating income (loss) ............................................................................
Net income (loss) ......................................................................................
1,773
Earnings (loss) per share:
Basic ................................................................................................
Diluted .............................................................................................
0.10
0.10
Fiscal 2014 Quarter Ended
August 2,
2014
$ 103,485
37,873
(1,871)
(1,055)
(.06)
(.06)
November 1,
2014
$ 117,198
45,752
1,971
1,260
January 31,
2015
$ 178,683
76,670
25,182
15,554
0.07
0.07
0.91
0.87
Fiscal 2013 Quarter Ended
August 3,
2013
$ 97,123
35,643
(1,074)
(577)
November 2,
2013
$ 106,134
41,135
1,694
1,008
February 1,
2014
$ 156,073
64,632
20,536
12,326
(0.03)
(0.03)
0.06
0.06
0.71
0.69
51
Note 12 — Subsequent Events
On February 8, 2015, the Company’s Chief Executive Officer, Robert E. Alderson, retired and was replaced by W. Michael
Madden as President and Chief Executive Officer. Mr. Madden was also elected to the Board of Directors. In connection with
Mr. Alderson’s retirement from his role as Chief Executive Officer the Company incurred an expense during the first quarter of fiscal
2015 of approximately $600,000 ($366,000 after tax), or $0.02 per diluted share.
52
3. Exhibits: (see (b) below)
(b) Exhibits.
The following is a list of exhibits filed as part of this annual report on Form 10-K. For exhibits incorporated by reference, the
location of the exhibit in the Company’s previous filing is indicated in parentheses.
Exhibit
Number
Description
3.1* — Amended and Restated Charter of Kirkland’s, Inc. (Exhibit 3.1 to our Current Report on Form 8-K dated May 7, 2010)
3.2* — Amended and Restated Bylaws of Kirkland’s, Inc. (Exhibit 3.2 to our Current Report on Form 8-K dated March 31, 2006)
4.1* — Form of Specimen Stock Certificate (Exhibit 4.1 to Amendment No. 1 to our registration statement on Form S-1 filed on
June 5, 2002, Registration No. 333-86746 (“Amendment No. 1 to 2002 Form S-1”))
10.1* — Amended and Restated Credit Agreement, dated as of August 19, 2011, by and among Kirkland’s, Inc., the borrowers
named therein, and Bank of America, N.A., as agent, and the lenders named therein (Exhibit 10.1 to our Current Report on
Form 8-K dated August 24, 2011)
10.2* — Amended and Restated Security Agreement, dated as of August 19, 2011, by and among Kirkland’s, Inc., the other
guarantors named therein and Bank of America, N.A., as agent, and the lenders named therein (Exhibit 10.2 to our Current
Report on Form 8-K dated August 24, 2011)
10.3+* — Severance Rights Agreement by and between Kirkland’s and W. Michael Madden dated April 11, 2008 (Exhibit 99.1 to
our Form 8-K/A dated April 12, 2008)
10.4+* — Employment Agreement by and between Kirkland’s and Robert E. Alderson dated June 1, 2002, (Exhibit No. 10.6 to
Amendment No. 1 to 2002 Form S-1)
10.5+* — Amendment to Employment Agreement by and between Kirkland’s, Inc. and Robert E. Alderson dated March 31, 2004
(Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended May 1, 2004)
10.6+* — 1996 Executive Incentive and Non-Qualified Stock Option Plan, as amended through April 17, 2002 (Exhibit 10.10 to our
registration statement on Form S-1 filed on April 23, 2002, Registration No. 333-86746 (the “2002 Form S-1”))
10.7+* — Amended and Restated 2002 Equity Incentive Plan (Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter
ended May 4, 2013)
10.8* — Employee Stock Purchase Plan (Exhibit 10.12 to Amendment No. 4 to our registration statement on Form S-1 filed on
July 10, 2002, Registration No. 333-86746)
10.9+* — Form of Non-Qualified Stock Option Award Agreement for Director Grants (Exhibit 10.1 to our Quarterly Report on
Form 10-Q for the quarter ended October 30, 2004 (“October 2004 Form 10-Q”))
10.10+* — Form of Incentive Stock Option Agreement (Exhibit 10.2 to the October 2004 Form 10-Q)
10.11+* — Executive Non-Qualified Excess Plan (Exhibit 10.19 to our Annual Report on Form 10-K for the year ended January 29,
2005)
10.12* — First Amendment to Loan and Security Agreement dated as of August 6, 2007, by and among Kirkland’s, Inc., Kirkland’s
Stores, Inc. and kirklands.com, Inc., Fleet Retail Group, Inc., as Agent, and the Financial Institutions Party Thereto From
Time to Time as Lenders (Exhibit 10.1 to our Current Report on Form 8-K dated August 10, 2007)
10.13* — First Amendment to Kirkland’s, Inc. 2002 Equity Incentive Plan effective March 17, 2006 (Exhibit 99.2 to our Current
Report on Form 8-K dated March 22, 2006 (the “March 22, 2006 Form 8-K”))
10.14* — Office Lease Agreement dated March 1, 2007 by and between Kirkland’s and Two Rivers Corporate Centre, L.P.
(Exhibit 10.1 to our Current Report on Form 8-K dated March 7, 2007)
10.15+* — Severance Rights Agreement by and between Kirkland’s and Robert E. Alderson dated May 30, 2006 (Exhibit 10.1 to our
Quarterly Report on Form 10-Q for the quarter ended July 29, 2006)
10.16* — Office Lease Agreement dated April 17, 2015 by and between Kirkland’s and Highwoods Realty, L.P. (Exhibit 10.1 to our
Quarterly Report on Form 10-Q for the quarter ended May 3, 2014)
10.17+ — Severance Rights Agreement by and between Kirkland’s and Robert E. Alderson dated February 23, 2015
21.1* — Subsidiaries of Kirkland’s (Exhibit 21 to the 2002 Form S-1)
23.1 — Consent of Ernst & Young LLP
31.1 — Certification of the President and Chief Executive Officer Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.
31.2 — Certification of the Vice President and Chief Financial Officer Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.
32.1 — Certification of the President and Chief Executive Officer Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to
Section 906 of the Sarbanes-Oxley Act of 2002.
32.2 — Certification of the Vice President and Chief Financial Officer Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to
101 —
Section 906 of the Sarbanes-Oxley Act of 2002.
Interactive Data File (Annual Report on form 10-K, for the year ended January 31, 2015, furnished in XBRL (eXtensible
Business Reporting Language))
* Incorporated by reference.
+ Management contract or compensatory plan or arrangement.
53
Pursuant to the requirements of Section 13 or 15(d) of the Securities and Exchange Act of 1934, the registrant has duly caused
this report to be signed on its behalf by the undersigned, thereunto duly authorized.
KIRKLAND’S , INC.
SIGNATURES
Date: April 14, 2015
Pursuant to the requirements of the Securities and Exchange Act of 1934, this report has been signed below by the following
persons on behalf of the registrant in the capacities and on the dates indicated.
By:
/s/ W. MICHAEL MADDEN
W. Michael Madden
President and Chief Executive Officer
Signature
/s/ W. MICHAEL MADDEN
W. Michael Madden
/s/ ADAM C. HOLLAND
Adam C. Holland
/s/ CARL KIRKLAND
Carl Kirkland
/s/ ROBERT E. ALDERSON
Robert E. Alderson
/s/ STEVEN J. COLLINS
Steven J. Collins
/s/ MILES KIRKLAND
Miles Kirkland
/s/ R. WILSON ORR, III
R. Wilson Orr, III
/s/ RALPH T. PARKS
Ralph T. Parks
/s/ MURRAY M. SPAIN
Murray M. Spain
Title
Date
President and Chief Executive Officer, and Director
(Principal Executive Officer)
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
April 14, 2015
Vice President and Chief Financial Officer
(Principal Financial and Accounting Officer)
Director
Director
Director
Director
Director
Director
Director
54
KIRKLANDS, INC.
INDEX OF EXHIBITS FILED WITH THIS ANNUAL REPORT ON 10-K
Exhibit
Number
Description
10.17
Severance Rights Agreement by and between Kirkland’s and Robert E. Alderson dated February 23, 2015
23.1
31.1
31.2
32.1
32.2
101
Consent of Ernst & Young LLP
Certification of the President and Chief Executive Officer Pursuant to Rule 13a-14(a) or Rule 15d-14(a)
Certification of the Vice President and Chief Financial Officer Pursuant to Rule 13a-14(a) or Rule 15d-14(a)
Certification of the President and Chief Executive Officer Pursuant to 18 U.S.C. Section 1350
Certification of the Vice President and Chief Financial Officer Pursuant to 18 U.S.C. Section 1350
Interactive Data File (Annual Report on Form 10-K, for the year ended January 31, 2015, furnished in XBRL (eXtensible
Business Reporting Language))
55
SEVERANCE RIGHTS AGREEMENT
BY AND BETWEEN KIRKLAND’S AND ROBERT E. ALDERSON
DATED FEBRUARY 23, 2015
Exhibit 10.17
February 23, 2015
Mr. Robert E. Alderson
Chief Executive Officer
Kirkland’s, Inc.
5310 Maryland Way
Brentwood, TN 37027
Re: Post-Employment Compensation Rights
Dear Robert:
On behalf of Kirkland’s, Inc. (the “Company”), this letter memorializes certain agreements regarding your post-
employment compensation rights in connection with your retirement on February 7, 2015 (the “Retirement Date”).
(i)
(ii)
(iii)
(iv)
(v)
Your severance rights letter with the Company, as amended and restated on December 7, 2012 (the “Severance
Rights Letter”), remains in full force and effect, subject to the following modification: no present value discount
will be applied to the single sum cash payment described in paragraph (1) thereof.
Subject to your timely execution of the release described in the Severance Rights Letter, the Company will pay on
your behalf or reimburse Medicare Part A, B, D, and F premiums for you and your spouse following your
separation from service and until your 72nd birthday (based on the coverage selected by you), up to a maximum
amount per month equal to twice the difference between (a) the then prevailing COBRA premium for “employee
plus spouse” coverage under the Company’s group health plan, and (b) the monthly amount then paid by active
employees for “employee plus spouse” coverage under the Company’s group health plan. You acknowledge that
this is a complete satisfaction of your rights under paragraphs (2) and (3) of the Severance Rights Letter.
The Company will pay you an additional monthly amount sufficient to satisfy the federal and state taxes arising
from the monthly payments described in the preceding paragraph (ii) and this paragraph (iii), as reasonably
determined by the Company. These additional monthly payments will be remitted directly to the applicable
taxing authorities through the Company’s payroll mechanism, in each case at the same time that taxes are required
to be withheld with respect to the related healthcare premium payment or reimbursement.
The Company will waive the requirement that you be employed on the bonus payment date to receive any annual
incentive bonus otherwise earned by you for the year ended January 31, 2015 (“fiscal 2014”). Any fiscal 2014
bonus earned by you will be paid at the same time as fiscal 2014 bonuses are paid to active executives.
Subject to your timely execution of the release described in the Severance Rights Letter, the vesting of all of your
outstanding equity incentive awards will be accelerated such that all outstanding equity awards will be fully
vested as of the Retirement Date. In accordance with the Company’s Amended and Restated 2002 Equity
Incentive Plan (the “Plan”), the survival of vested options is determined with reference to your service to the
Company in any capacity (not solely with respect to your employment). Accordingly, your post-employment
service to the Company as a non-employee director will count for purposes of determining the survival of such
vested options.
(vi)
Following your retirement, you, your spouse and your children will be entitled to a lifetime discount of 40% on
any purchases in the Company’s stores or on its website.
This letter, together with the Severance Rights Letter, the Plan and the award agreements governing your outstanding
equity incentive awards, represent our entire agreement regarding your post-employment compensation rights and
supersede all prior or contemporaneous discussions, agreements, and understandings between us relating to that topic.
This letter may not be changed or modified, except by an agreement in writing signed by you and an authorized
representative of the Company. This letter will be governed by, and enforced in accordance with, the laws of the state of
Tennessee without regard to the application of the principles of conflicts or choice of laws.
Sincerely,
/s/ W. MICHAEL MADDEN
W. Michael Madden
President and Chief Operating Officer
Acknowledged and agreed on February 23, 2015:
/s/ ROBERT E. ALDERSON
Robert E. Alderson
Cc:
Steven J. Collins
R. Wilson Orr, III
Exhibit 23.1
CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
We consent to the incorporation by reference in the following Registration Statements:
(1) Registration Statement (Form S-3 No. 333-152165) of Kirkland’s, Inc. pertaining to a registration to sell
2,641,032 shares of common stock by certain selling shareholders;
(2) Registration Statement (Form S-3 No. 333-111245) of Kirkland’s, Inc. pertaining to a registration to sell
4,517,604 shares of common stock by certain selling shareholders;
(3) Registration Statement (Form S-8 No. 333-100157) of Kirkland’s, Inc. pertaining to the 1996 Executive and Non-
Qualified Stock Option Plan, the 2002 Equity Incentive Plan, the Employee Stock Purchase Plan, and certain outstanding stock
options;
(4) Registration Statement (Form S-8 No. 333-128120) of Kirkland’s, Inc. pertaining to the Executive Nonqualified
Excess Plan; and
(5) Registration Statement (Form S-8 No. 333-189285) of Kirkland’s, Inc. pertaining to the 2002 Equity Incentive Plan
of our reports dated April 14, 2015, with respect to the consolidated financial statements of Kirkland’s, Inc. and the effectiveness of
internal control over financial reporting of Kirkland’s, Inc. included in this Annual Report (Form 10-K) of Kirkland’s, Inc. for the year
ended January 31, 2015.
/s/ Ernst & Young LLP
Nashville, Tennessee
April 14, 2015
Exhibit 31.1
CERTIFICATION OF PRESIDENT AND CHIEF EXECUTIVE OFFICER
I, W. Michael Madden, certify that:
1. I have reviewed this Annual Report on Form 10-K of Kirkland’s, Inc. (“registrant”);
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact
necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with
respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all
material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in
this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in
Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is
made known to us by others within those entities, particularly during the period in which this report is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, 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;
(c) Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report
based on such evaluation; and
(d) Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the
registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially
affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over
financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the
equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report
financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
/s/ W. MICHAEL MADDEN
W. Michael Madden
President and Chief Executive Officer
Date: April 14, 2015
Exhibit 31.2
CERTIFICATION OF VICE PRESIDENT AND CHIEF FINANCIAL OFFICER
I, Adam C. Holland, certify that:
1. I have reviewed this Annual Report on Form 10-K of Kirkland’s, Inc. (“registrant”);
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact
necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with
respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all
material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in
this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in
Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is
made known to us by others within those entities, particularly during the period in which this report is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, 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;
(c) Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report
based on such evaluation; and
(d) Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the
registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially
affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over
financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the
equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report
financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
/s/ ADAM C. HOLLAND
Adam C. Holland
Vice President and Chief Financial Officer
Date: April 14, 2015
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350
Exhibit 32.1
In connection with the Annual Report of Kirkland’s, Inc. (the “Company”) on Form 10-K for the fiscal year ended January 31,
2015 as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, W. Michael Madden, President and
Chief Executive Officer of the Company, certify, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the
Sarbanes-Oxley Act of 2002, that:
(1) The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
(2) The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company.
/s/ W. MICHAEL MADDEN
W. Michael Madden
President and Chief Executive Officer
April 14, 2015
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350
Exhibit 32.2
In connection with the Annual Report of Kirkland’s, Inc. (the “Company”) on Form 10-K for the fiscal year ended January 31,
2015 as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, Adam C. Holland, Vice President and
Chief Financial Officer of the Company, certify, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the
Sarbanes-Oxley Act of 2002, that:
(1) The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
(2) The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company.
/s/ ADAM C. HOLLAND
Adam C. Holland
Vice President and Chief Financial Officer
April 14, 2015
Corporate Information
Directors
R. Wilson Orr, III
Chairman of the Board of Directors
Managing Partner, SSM Partners
Jeffery C. Owen
Private Investor
Ralph T. Parks
President
RT Parks, Inc.
Carl T. Kirkland
Founder
Kirkland’s, Inc.
Robert E. Alderson
Private Investor
Steven J. Collins
Managing Director
Advent International
Miles T. Kirkland, CFA
Vice President and
Portfolio Manager
Truxton Trust
W. Michael Madden
President and Chief Executive Officer
Kirkland’s, Inc.
Corporate Data
Corporate Headquarters
Kirkland’s, Inc.
5310 Maryland Way
Brentwood, Tennessee 37027
615.872.4800
www.kirklands.com
Transfer Agent and Registrar
Broadridge Corporate Issuer Solutions
1717 Arch Street
Suite 1300
Philadelphia, Pennsylvania 19103
877.830.4936
Shareholders seeking information concerning
stock transfers, change of address, and lost
certificates should contact Broadridge
Corporate Issuer Solutions directly.
Independent Auditors
Ernst & Young LLP
Nashville, Tennessee
Corporate Counsel
Pepper Hamilton LLP
Philadelphia, Pennsylvania
Annual Report on Form 10-K
A copy of the Company’s fiscal 2014 Annual
Report on Form 10-K as filed with the Securities
and Exchange Commission is available to share-
holders by contacting the Investor Relations
Department at the Company’s address above.
Murray M. Spain
Co-Founder
Dollar Express, Inc.
Officers
W. Michael Madden
President and Chief Executive Officer
Michelle R. Graul
Executive Vice President of Stores and
Merchandising
Ken L. Buettner
Vice President of Information Services
e-Commerce and Supply Chain Systems
Annual Meeting
The Annual Meeting of Shareholders will be
held at 2:00 p.m. Central Daylight Time on June 4,
2015, at Kirkland’s Corporate Headquarters,
5310 Maryland Way, Brentwood, Tennessee.
Forward-Looking Statements
Except for historical information contained
herein, the statements made herein are forward-
looking and made pursuant to the safe harbor
provisions of the Private Securities Litigation
Reform Act of 1995. Forward-looking statements
involve known and unknown risks and uncer-
tainties, which may cause Kirkland’s actual
results to differ materially from forecasted results.
Those risks and uncertainties include, among
other things, the competitive environment in the
home décor industry in general and in Kirkland’s
specific market areas, inflation, product avail-
ability and growth opportunities, seasonal fluc-
tuations, and economic conditions in general.
Those and other risks are more fully described in
Kirkland’s filings with the Securities and Exchange
Commission, including the Company’s Annual
Report on Form 10-K filed on April 14, 2015.
Kirkland’s disclaims any obligation to update
any such factors or to publicly announce results
of any revisions to any of the forward-looking
statements contained herein to reflect future
events or developments.
Karla Q. Calderon
Vice President of Merchandising
Michael Clem
Vice President of Real Estate
Adam C. Holland
Vice President, Chief Financial Officer
and Secretary
Gary F. Jordan
Vice President of Logistics
Kathy W. Krahn
Vice President of Store Operations
Gara A. Pryor
Vice President of Human Resources
Philip H. Rogers
Vice President of Information Services
Brad G. Wahl
Vice President of Marketing and e-Commerce
Stock Market Information
The Company’s common stock is traded on the
NASDAQ Global Market under the symbol
KIRK. On April 2, 2015, there were 53 holders
of record and 3,998 beneficial owners of the
Company’s common stock. The following table
sets forth, for the periods indicated, the high
and low last sale prices of shares of the common
stock as reported by NASDAQ:
Fiscal 2014:
High
Low
First Quarter
$20.04
$16.60
Second Quarter
$19.39
$16.04
Third Quarter
$19.41
$15.26
Fourth Quarter
$24.44
$17.70
Fiscal 2013:
High
Low
First Quarter
$12.47
$11.00
Second Quarter
$19.37
$12.82
Third Quarter
$20.98
$16.30
Fourth Quarter
$25.66
$17.42
Annual Report Design by Curran & Connors, Inc. / www.curran-connors.com
5310 Ma r yla nd Way, Brent wood, T N 37027 • 615 -872- 480 0 • w w w.k irk la nd s.com