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POLO RALPH LAUREN
- , envisioning something the world
had never seen. He set out to create an aspirational lifestyle brand based on the best of American values and
traditions. A lifestyle that spans from elegant to relaxed, from enduring to current. A lifestyle that encompasses
apparel for men, women and children, accessories and fragrances, and home collections from furniture, to
tabletop, to bed and bath — a lifestyle that is consistently distinct, uniquely Polo Ralph Lauren.
As a result of his vision and leadership, the world shares our passion for Polo Ralph Lauren and our family of
brands. Today, Polo Ralph Lauren continues to be an unparalleled luxury lifestyle brand, and we have consistently
provided our customers — and our shareholders — with the value they expect from us.
We believe in our future as much as we treasure our heritage. Everywhere we look, we see growth — domestic and
international, apparel and home, retail and wholesale, and in-store and online. Our multi-year strategic
initiatives provide clear direction for the continued growth of our business. We have created a global infrastructure
that supports our growth for years to come and we have done so with the same determination and attention to
detail applied to our product design.
Polo Ralph Lauren continues to provide the finest in design excellence and luxury lifestyle to the world. We are
poised, and fully able, to capture growth opportunities, with the commitment to ensure that tomorrow’s
successes surpass today’s.
NEW YORK
Chairman of the Board
Chief Executive Officer
This year was another strong year for Polo Ralph Lauren and I am proud of our significant
accomplishments. We ended the year stronger than ever, having made remarkable
progress on our long-term strategies, while delivering growth and increasing our overall
financial strength.
Our success comes from our commitment to our vision and excellence in all that we
do — from design integrity, to marketing, to presentation, to customer experience, to
product quality. Even in the past year’s challenging environment, we continued to invest in
our brand, invest in our advertising and strengthen our business infrastructure to support
our long-term growth.
A milestone for our Company was the continued success of our retail group. It is an
unparalleled combination of design, marketing and merchandising that creates the
unique shopping experience to which our customers responded. With sales in our stores
outperforming the industry, we continue to see phenomenal response to our luxury
designs. We also made significant improvements in our retail profits and I believe we have
the retail leadership to continue to drive that progress. We have developed a strong real
estate and store development plan from which we will open approximately 70 to 85
Ralph Lauren stores over the next five years in the United States and Europe.
One of our major accomplishments this year was assuming operating responsibility for the
Lauren by Ralph Lauren brand. We’ve quickly built it into an even stronger brand that
decidedly reflects the Polo Ralph Lauren sensibility. The design aesthetic is classic and the
execution has been flawless. This was an extraordinary accomplishment. I congratulate
everyone on our remarkably talented team who has been involved in building a business that
we project to generate $400 million in revenues in its first full year under our direct control.
Throughout the year and across the Company we continued to execute our multi-year
initiatives, taking consistent steps toward our vision of the future. We consolidated our
European operations, expanded our business throughout Asia and introduced our home
designs to the professional interior designer community. With the acquisition of our
childrenswear licensee, we are now adding another important business that we believe we can
continue to expand. Since launching Polo for boys 25 years ago, we’ve developed a substantial
global business extending beyond boys to include newborns, infants, toddlers and girls.
We successfully completed a secondary offering for Goldman Sachs of their total holdings,
approximately 10.6 million shares. While the Company did not receive funds from this
offering, it did present an opportunity for us to market our story to new and potential
shareholders. We welcome more than 75 new institutional investors to our shareholder
base as a result of this offering. In addition to the offering, we initiated a quarterly cash
dividend this year.
We continue to strengthen our management team to help direct our global operations.
The leadership of Polo Ralph Lauren is stronger than ever. This year we added senior
management strength in key areas, including manufacturing, store management, retail
development and international operations. Our business is a success because of the
passion and talent of all our employees, across all levels of the organization. I am
particularly proud of our ability to attract and retain the best people in the industry. It
gives this Company a valuable mix of deep experience and fresh energy — as well as a
common desire to constantly improve.
As many of you know, one of our core values is our belief in giving back to the
communities where we work, live and do business. Over the years, we have led a variety of
programs for cancer care and prevention, ranging from Fashion Targets Breast Cancer to
our global Pink Pony Campaign. Recently, we’ve taken a leadership role in the fight
against cancer in underserved communities by providing access to high quality medical
care in those areas. In May 2003, the Ralph Lauren Center for Cancer Care and Prevention
opened its doors in Harlem. The Center, the result of a partnership with Memorial
Sloan-Kettering Cancer Center and North General Hospital, provides state-of-the-art
prevention, detection and treatment programs. We are proud that it is regarded as a
valuable resource for the community as well as a model for other communities.
Over the past few years we have welcomed several new members to our Board of
Directors, increasing the number of independent directors and expanding the collective
experience and expertise of the Board. This year Myron E. (Mike) Ullman, III joined our
board. Mike is retired Directeur General, Group Managing Director of LVMH. His
extensive experience in the international luxury business will benefit Polo Ralph Lauren
greatly as we continue to expand our brand globally. At the same time, as
Vice Chairman Lance Isham retires, I want to thank him for the innumerable contributions
he made to the Company in his 22-year career with us, most recently leading the
consolidation and integration of our European business.
Looking ahead, I see a world of opportunity for Polo Ralph Lauren. More important, I see
a company that consistently demonstrates its ability to see and seize opportunity, to
create and maintain excellence. Polo Ralph Lauren’s strength and power are due in no
small measure to the support of our Board of Directors, our management, all our employees,
our business partners, our shareholders and most importantly, our customers. I thank you
all. And, I am excited about all we will accomplish in the year ahead.
Chairman of the Board
Chief Executive Officer
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AT HOME, ABROAD AND ON THE INTERNET,
POLO RALPH LAUREN CONTINUES TO
EXTEND OUR GLOBAL BRAND’S REACH
AND TO MAXIMIZE THE EXPERIENCE.
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POLO RALPH LAUREN
Everything we do begins with the sensibility and authenticity of the Polo Ralph Lauren brand. As a result, Polo
Ralph Lauren is one of the world’s premier brands, universally recognized and associated with distinct design,
luxury and quality. We continue to elevate the experience that people immediately associate with Polo Ralph
Lauren through more than 35 years of brand building expertise.
Contributing to the success of Polo Ralph Lauren is our integrated approach to advertising and marketing, which
uniquely showcases the world of Ralph Lauren. That began early in the Company’s history when Ralph Lauren
pioneered our signature multi-page lifestyle ads as a means to let customers begin to experience the brand
through cinematic advertising. Our lifestyle approach now distinguishes not only our print advertising, but also
makes our television and direct mail ads and Polo.com equally distinctive.
Polo Ralph Lauren retail stores continue to be an important physical extension of our global brand. Our Milan
flagship store will open this fall, extending the Polo Ralph Lauren retail experience to the most prestigious
shopping district of Italy’s fashion capital. The store will be an elegant showcase for the complete range of Ralph
Lauren luxury apparel and accessories — from Men’s Purple Label and Polo, to Women’s Collection, Black Label
and Blue Label. The new store will also feature our home collection, including furniture, linens, lighting,
tabletop and home accessories.
Our success with our own specialty retail business has given us the confidence to apply some of our growing
expertise to our wholesale business. In recent years the overall department store channel has been losing market
share and has been difficult, particularly in menswear. We are committed, as part of our multi-year initiatives, to
reposition our brand with the help of our better department store partners. We are taking a leadership position
by partnering with our department store customers and sharing what we’ve learned in the successful development
of our specialty retail business. Our Ralph Lauren specialty retail business has the right elements to attract the
better customer. It starts with product and includes the right mix of merchandise, visual presentation and
excellent customer service. In pilot programs with department stores, we have used our retail expertise to
improve merchandise mix, adjust staffing and incorporate in-store coordinators, as well as update shops with
strategic capital spending. The result has been strong increases in sales. We expect to roll out this program with
other department store partners in additional locations.
Polo.com provides a virtual showcase for the world of Ralph Lauren. The site gives customers not only the
ability to shop our merchandise, but also to see and experience the brand. Visitors can have a runway-side seat at
our fashion shows or consult with the style guide for advice on how to wear everything from our iconic knit shirt
to the newest fashions. RLHome.polo.com, one of our newest features, is quickly contributing to our strong sales
in home collection, by making every product visible and available online. We’ve also added global reach to the
brand by launching eight new international websites, all in local languages.
Whether experienced through advertising, in improved department store shops, in our own retail stores or
virtually at Polo.com, Polo Ralph Lauren continues to strengthen one of the world’s most valued brands.
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POLO RALPH LAUREN
Our specialty retail stores are an extension of our vision, and we have made them the ultimate retail experience.
They are quickly becoming the largest part of our business.
Our retail strategy starts with product, and Ralph Lauren continues to design the best and most sought-after
products available in the marketplace. We continue to increase the amount of exclusive or limited-distribution
product in our Ralph Lauren stores. Our core customer is affluent, sophisticated and appreciates high quality,
unique products.
We’ve been adding experience and strength to the leadership of our specialty retail group and, coupled with the
right merchandising and marketing support, we are making significant advances in how we operate our retail
stores, providing a fresh flow and exciting mix of products. Our focus on operational excellence in the past
two years has improved the profitability of our specialty stores. This year’s strong comparable store sales
makes us optimistic about the future of these stores and confident in our progress on delivering stronger
operating profits.
We have developed a strong real estate and store strategy. We plan to open 50 to 60 stores over the next five years
in the United States in key markets in metro areas, resorts, affluent communities and luxury malls. Each store is
tailored to our customers in that community and provides them with a unique and inspirational shopping
experience. For example, we opened a 4,000-square-foot Ralph Lauren store in New Canaan, CT, tailored
specifically for that market, featuring a broad assortment of men’s, women’s and children’s apparel and select
giftware and home accessories. We also opened a store in Nantucket in a unique historic building in the center of
town, designed to represent the Ralph Lauren aesthetic, that caters to the needs of the islanders.
Internationally, our new Milan flagship store is on track to open in fall 2004. It will offer a complete range of
Ralph Lauren luxury apparel and accessories and an extensive selection of Ralph Lauren Home furnishings, all in
a unique and elegant Ralph Lauren shopping environment.
Polo.com continues to be an important and successful part of our specialty retail initiative. Building on our retail
strategy of offering exclusive merchandise to our customers, Polo.com is the destination for those who want to
“custom design” their own polo shirts and oxfords. Additionally, Polo.com serves as a virtual inventory
stockroom for our stores when the style, size or color of the item is not available in one of our stores.
Club Monaco is beginning to see the results of its multi-year regeneration, thanks to the right formula of
merchandise, marketing, real estate and store execution strategies. Last year, we completed the Club Monaco
headquarters move to New York. We are leveraging best practices in various areas, including loss prevention,
purchasing, merchandising, financial controls and payroll. We are poised to begin Club Monaco store expansion
in Fiscal 2005, adding eight 3,500- to 4,000-square-foot stores in select urban locations and upscale malls. Club
Monaco complements our Ralph Lauren business with a more modern, urban sensibility.
Our approach to specialty retail is simple — all of our stores are an extension of our unique and elegant brands.
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WITH OUR PROVEN EXPERTISE IN CREATING
UNIQUE SHOPPING ENVIRONMENTS,
SPECIALTY RETAIL IS QUICKLY BECOMING THE
FASTEST GROWING AREA OF OUR BUSINESS.
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BY CREATING FULL LIFESTYLE BRANDS
WE CONTINUE TO EXTEND THE WORLD
OF RALPH LAUREN.
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POLO RALPH LAUREN
Polo Ralph Lauren has a unique ability to create products for the way people live and that help people live the life
they dream. There is still more to come as we expand and extend the Ralph Lauren lifestyle through new
products, in new categories and in new parts of the world.
This year we took direct operational responsibility for the previously licensed Lauren by Ralph Lauren brand.
Lauren is one of the most successful better women’s lines launched in the past decade. We know the Lauren
customer, we know what she wants and we have created a line with a true Ralph Lauren aesthetic to meet her needs.
A full lifestyle brand — black tie, career, polished casual, weekend and denim — Lauren features upgraded
fabrication and styling, without increased prices.
Lauren is a brand with strong marketplace recognition, consumer demand and loyalty, and enormous potential.
There are additional opportunities in new categories, including suits, coats and accessories. Already, we have
expanded Lauren into home, including bath and bedding, furniture and our newly created tabletop line. And, our
newest fragrance — Lauren Style — will launch this fall.
Polo Ralph Lauren has a proven track record in innovative brand extensions to meet the varied lifestyles and
needs of our customers. We offer classic and vintage apparel and accessories for layette and infant, girls and boys,
and fine gift items in our own jewel box Ralph Lauren children’s store in New York City. We meet the sports needs
of our customers whether it be golf, tennis, biking or winter sports. Our golf collections use the best
fabrics available for comfort and style on the fairways. And our RLX Polo Sport line offers the ultimate in high
performance functional athletic apparel and accessories — all with the Ralph Lauren quality and aesthetic.
One of our most iconic offerings — the Polo shirt — can now be “custom designed” online. And because of its
overwhelming popularity, we have added the create-your-own oxford shirt both in regular cut and the new slim
fit. Just another way we innovate to create demand for new fashion while remaining true to our heritage.
Our home business provides a perfect example of our ability to tier our brands. Ralph Lauren Home is high-end
and sold primarily in our specialty retail stores, while Lauren home products, including bed, bath, furniture and
tabletop, are distributed in better department stores.
To extend our home collection into the interior design market, we opened our designer showroom in New York City.
It was extremely well received by the interior design community, helping us grow an important customer base.
The strength of the Polo Ralph Lauren brand is a direct result of our ability to strategically extend the world of
Ralph Lauren. Whether through our careful licensing arrangements, strong department store presence, full
lifestyle brands, distinct specialty retail stores or tailored online experiences, Polo Ralph Lauren is dedicated to
diligently growing our business without compromise.
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POLO RALPH LAUREN
International expansion continues to present a wealth of opportunity for our Company. This year our business
outside the United States was approximately 30% of the $4.8 billion total worldwide wholesale net sales of Polo
Ralph Lauren products with Europe, Japan, South Korea and other Pacific Rim countries being the largest
contributors. Our strong, flexible infrastructure allows us to capitalize on opportunities and grow our businesses
in all these areas.
Our approach to each region is specific to its business climate and structure. Yet, our common goal is to broaden
our reach primarily through increasing direct brand ownership and control with new specialty retail store openings.
In Europe, we bought back our licenses and spent the past couple of years building an infrastructure that supports
our current business and has the flexibility to support a business twice the size of our existing European business.
We will expand our retail presence in Europe with the opening of a new flagship store in Milan in the fall of 2004.
Over the next three to five years, we plan to open between 20 to 25 stores in urban and resort locations across the
continent, all positioned to enhance our luxury strategy.
We completed the consolidation of our European business — on time and on budget. This consolidation effort was
a short-term initiative to support our longer-term international growth strategy. We consolidated our five
operating office locations to one, opening our Geneva headquarters in June 2003. We have built the staff needed to
support our expanding business in Europe, with approximately 140 people across finance, human resources,
production and sales and customer service functions.
We consolidated our European distribution into a central state-of-the-art distribution center in Parma, Italy. The
facility was built in a record six months and we began shipping the majority of our goods from that location in June
2003. Throughout our Fiscal 2004, we migrated our retail systems to one global platform, running our European
business on a more efficient, non-duplicative infrastructure. Our goal is to reduce costs, increase service levels and
provide an infrastructure to support future growth — in Europe and around the world.
Throughout Asia, there is a strong demand for luxury lifestyle products. Our business in Asia is supported by
13 license agreements. We have an enormous opportunity to further develop our brand in this part of the world.
We acquired 50% of our Japanese master license and a 20% equity interest in Japanese sublicenses for
various apparel categories. We are meeting all of our initial expectations with this arrangement and are aiming to
expand our retail presence there.
We have many opportunities with our Asian store relationships. In the past few years, our licensees have renovated
125 shop-in-shops in Japan, yielding double-digit sales increases in the renovated shops. The renovation of 200
shop-in-shops in South Korea has contributed to strong growth, and our licensee opened a new flagship store in
Seoul this year. Our licensees have also opened new Ralph Lauren stores in Taiwan, Malaysia, Singapore and
Australia. We are currently identifying opportunities to expand our Ralph Lauren specialty retail stores, and in the
next year, expect to find additional locations.
Strategic, global expansion is key to extending the reach of the Polo Ralph Lauren brand. Providing the best brand
experience in the best locations possible is integral to our success.
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WITH A GLOBAL STANDARD FOR CREATIVE
EXCELLENCE, POLO RALPH LAUREN
IS EXPANDING THE REACH OF OUR
WORLD-CLASS BRAND.
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OPENING FALL 2004 VIA MONTENAPOLEONE 4, MILAN
OPENING FALL 2004 VIA MONTENAPOLEONE 4, MILAN
POLO RALPH LAUREN
(1)
(dollars in millions)
(1)
(dollars in millions)
1 ’
2 ’
3
4
5
6 ’
,
,
total
,
1
2
3
4 ⁄
5
6
(Australia, South America, etc.)
,
total
,
() Represents the total wholesale net sales of Polo Ralph Lauren products generated by our wholesale operations and our licensing partners. Wholesale net sales
for Ralph Lauren products sold by our licensing partners have been derived from information obtained from our licensing partners. Includes our wholesale
sales of $1.2 billion and additional amounts representing transfers of products to our wholly-owned, full-price retail stores and to our wholly-owned outlet
stores at wholesale prices.
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POLO RALPH LAUREN
Fiscal 2004 was a strong year for Polo Ralph Lauren. Our product is superior and our design has global appeal.
Our marketing and advertising have been groundbreaking over the years and have established a signature Ralph
Lauren aesthetic. In the past couple of years we’ve been concentrating on operational execution and the
refinement of our business processes. Our goal is to match our world-class design with a world-class organization
and infrastructure and we have made tremendous progress.
Polo Ralph Lauren operates in three business segments: whole-
sale, retail and licensing. Our organization and infrastructure
are designed to support the strategic initiatives in each of
our businesses.
($ millions)
,
,
,
,
,
,
The most visible accomplishment this year was the relaunch of
the Lauren line. This is a business that we continue to project at
$400 million in revenues, with mid-teens operating margins, in
its first full year under our direct control. We assembled a
first-rate team of 150 people. We designed, manufactured and
brought to market three lines — Spring, Summer and Fall. We refitted 350,000 square feet in our Greensboro
distribution center to accommodate the Lauren product. Our ability to handle this line in our existing owned
facility is a direct result of our investments in our cross-docking and other initiatives in Greensboro to create
available space. We established a Lauren headquarters at 550 Seventh Avenue in New York City and opened new,
fully dedicated Lauren showrooms in New York and Dallas.
,
,
In the department store environment, we believe that all of the Ralph Lauren brands have to stand apart. So we
are continuing our partnership with the better department stores to make sure that Lauren is positioned correctly.
We have approximately 500 missy, petite and women’s shop-in-shops renovations completed or underway to
improve the presentation and shopping experience for the Lauren customer. The line has been very well received
by the consumer with its updated look, broadened lifestyle and enhanced quality. Lauren is now also available on
Polo.com. In summary, this was a flawless execution, completed on time and on budget.
After a period of repositioning, we are enthusiastic about the outlook for our Polo brands men’s business. Our
goal is to ensure the proper placement of our product in the marketplace and we have taken an aggressive
approach to having appropriate distribution and inventory levels. This has resulted in an increase in full-price
sell-throughs and a significant reduction of promotional or off-price sales of our product. Looking forward, our
priority is to increase profitability through improved planning and targeted marketing into the top doors which
generate a majority of our revenues.
We have taken a leadership position in the industry by partnering with a major department store group to
improve performance. A combination of better merchandising, staffing, training and marketing resulted in
double-digit sales improvements in our pilot locations. We’ve started to roll out this program with seven
additional department store partners for fall 2004.
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POLO RALPH LAUREN
Our specialty retail stores reflect Ralph Lauren’s vision and have become unique shopping experiences as we continue
to increase the amount of exclusive or limited-distribution merchandise available in our stores.
Our focus on operational excellence in our retail group is gen-
erating improved financial results. Over the last two years, we
improved our operating margins by 420 basis points and we
have planned an additional 200-basis-point improvement for
Fiscal 2005. This improvement at retail is achieved through a
combination of strong customer response to our product — as
evidenced by our same store sales this year — better planning
and merchandising, improvements to our retail infrastructure
and increased investment in advertising. We have made great
progress in refining our direct marketing efforts to develop
one-to-one relationships with our customers. And, in addition to our national advertising, we speak to our
customers in their local communities through regional newspapers and other media. We have an 8% to 10%
intermediate-term operating profit margin target and our success to date and our plans for this division put us
well on our way to achieving that objective.
.%
.%
.%
We’ve been very successful in opening small niche stores, whether it be our Ralph Lauren children’s store in New
York City or our Ralph Lauren store in New Canaan, CT, which offers men’s, women’s and children’s apparel. In
May we opened a store on Main Street in Nantucket and the response has been very strong. Our past success in
retail gives us the confidence to execute an ambitious growth strategy. In the next five years we plan to open 50 to
60 stores in the United States.
-
(units in millions)
.
.
Our Ralph Lauren outlet stores continue to benefit from signif-
icant operating improvements, staffing initiatives and climate
appropriate regional merchandising. In Fiscal 2005 we will
increase the penetration of women’s product, continue to reduce
promotional activity and expand cross-docking at our Greensboro
distribution center. We will continue to refine our execution
and deliverables, as we look to very limited new store growth in
this concept — with a greater focus on productivity gains.
At our Club Monaco stores we have a winning formula for accel-
erated growth. We’ve been enhancing the merchandise mix here
with a renewed emphasis on color and ensuring that we have the right real estate for our merchandising strategies.
We closed the Toronto headquarters and established a first-rate team in New York City to run the Club Monaco busi-
ness. We completed the integration of key back-office and infrastructure systems into the Polo systems, including
critical areas such as loss prevention, purchasing, merchandising, financial controls and payroll. We are now able
to take advantage of our clear understanding of our Club Monaco customers and the products they want, as well as an
integrated support structure to leverage the impressive sales we have had. We plan to open eight stores in Fiscal 2005.
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POLO RALPH LAUREN
Our International strategy includes both broadening our reach around the world and having more direct control
of our brands. We started this strategy in Europe by repurchasing our licenses and building an infrastructure to
support a business significantly larger than our existing business there.
In Fiscal 2004, we concentrated our efforts in Europe on three main areas. First, we consolidated five international
headquarters in three cities into one central location in Geneva. Second, we consolidated our European logistics
and distribution into a central location in Parma, Italy. This new, state-of-the-art distribution center — which
was paid for, built and staffed by our third-party provider — decreases transit time from Asia by approximately
two weeks. As a result of these efficiencies, we expect our distribution costs to decrease approximately 40% over
the next two years. And third, we migrated to standard information systems for our European operations.
Our consolidation in Europe was a very complex move that we completed on time and on budget, and we are
shipping and billing on schedule. With the consolidation behind us, we will now focus on elevating our brands
with select wholesale distribution and growing our retail presence. We will begin with the opening of our new
flagship store in Milan in September. The four-story building will have a complete assortment of our products
across all our brands. We expect to open 20 to 25 stores in the next three to five years in Europe.
In licensing, our strategy continues to be balancing the right mixture of what we own and operate, and what we
license to appropriate and strategic partners, based on our core competencies. We have a lot of exciting new
developments. The Chaps brand will be developed into a full line of products for men and we plan to expand
Chaps into women’s and children’s apparel, denim and home items.
Our home product line is a great example of our tiering strategy at work. We have licensed brands for tabletop,
bed and bath, furniture, paints, broadloom and gift items. Select Ralph Lauren stores carry the Ralph Lauren
Home products and we developed the Lauren brand for our better department store partners. We will be
supporting the Lauren brand this fall with a significant advertising program, covering apparel, home and our
newest fragrance — Lauren Style — which is on plan to launch in the fall.
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POLO RALPH LAUREN
We continue to make investments in our infrastructure to support our anticipated growth. We have made
dramatic changes in the way we support our businesses and we now have a flexible platform to leverage their
growth, which has allowed us to take in Lauren and to develop plans for our children’s business.
Supply chain improvements can be seen whether it is in delivery improvements, cash-to-cash cycle reductions or
significant cost per unit for distribution decreases. We now have a global logistics platform that can support our
current business and allow us to take advantage of future opportunities. Our initiatives in this area are predicated
on a disciplined use of capital with three objectives: to maximize the productivity of our investment in inventory,
to have consistent and efficient supply chain execution and to have a truly global collaboration with our supply
chain partners.
We have also made significant progress in standardizing our information systems and have completed the
development of our retail, finance and human resource systems. Next year the last major piece is to consolidate
four warehouse management systems to one system and implement a global wholesale system encompassing
sourcing, booking, allocation and shipping.
The savings and efficiencies that we are generating from all these systems initiatives have enabled us to continue to
invest not only in product design and development, but also in additional advertising and marketing and people.
Polo Ralph Lauren was started more than 35 years ago with a handful of people. And today we are 13,000 strong
around the world. Over the past few years we have had many extraordinary successes because of the capability,
passion and commitment to excellence of the people at Polo Ralph Lauren.
We try to attract and retain the best qualified people in all our facilities and locations and we have developed some
innovative programs to support this effort. Our new global review process, training programs and executive
management programs provide a platform to identify and develop the talent we need to be positioned to seize the
opportunities ahead of us as we continue to execute our multi-year strategic initiatives.
One way we are investing in building tomorrow’s leadership is the Polo Ralph Lauren Executive Training
Program, open to recent university graduates as well as a select number of existing Polo employees. It is a
one-year developmental experience that focuses on a variety of areas including leadership skills, technical skills
and business acumen. We offer rotations in key areas such as design, retail, marketing, and corporate functions.
Through these experiences, participants gain an in-depth view of each area and how these areas work together to
support the Company’s overall business objectives before taking on a permanent assignment.
Investments in our people allow us to maximize the potential of an increasingly diverse global workforce and to
compete successfully in a similarly diverse global marketplace.
We see Fiscal 2005 as our breakout year — a year when Europe gets traction, we expand our children’s business,
Lauren comes into fruition, and we take retailing to the next level — a year in which the roll up of all the hard
work in our various initiatives produces substantial earnings growth.
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YEAR TWO THOUSAND FOUR
MANAGEMENT’S DISCUSSION AND ANALYSIS
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
SELECTED FINANCIAL DATA
BOARD OF DIRECTORS AND MANAGEMENT
STOCKHOLDER INFORMATION
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POLO RALPH LAUREN
The following discussion and analysis is a summary and should be read together with our Consolidated Financial Statements and related
notes thereto which are included in this Annual Report. We use a 52-53 week fiscal year ending on the Saturday nearest March 31.
All references to “Fiscal 2004” represent the 53-week fiscal year ended April 3, 2004, while references to “Fiscal 2003” and “Fiscal
2002” represent the 52-week fiscal years ended March 29, 2003 and March 30, 2002, respectively.
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All statements, other than statements of historical fact, contained within Management’s Discussion and Analysis of Financial
Condition and Results of Operations constitute “forward-looking statements” within the meaning of the Private Securities
Litigation Reform Act of 1995. In particular, forward-looking statements may include words such as “expect,” “anticipate,”
“believe,” “may,” “should,” “could” or “estimate.” These statements involve certain risks and uncertainties that may cause actual
results to differ materially from expectations as of the date of this Annual Report, and are further described in the Company’s
Form 10-K and other reports filed with the Securities and Exchange Commission.
We operate in three integrated business operation segments: wholesale, retail and licensing.
Wholesale consists of women’s and men’s apparel designed and marketed worldwide, which are divided primarily into three
groups: Polo Brands, Lauren and Collection Brands. In each of the wholesale groups, we offer discrete brand offerings, directed
by teams comprising design, merchandising, sales and production staff who work together to conceive, develop and merchandise
product groupings organized to convey a variety of design concepts. This segment includes the core business Polo Ralph Lauren
as well as Lauren, Blue Label, Polo Golf, RLX Polo Sport, Women’s Ralph Lauren Collection and Black Label, and Men’s Purple
Label Collection.
Retail consists of our worldwide Ralph Lauren retail operations that sell the product through full-price and outlet stores and
Club Monaco full-price and outlet stores.
Licensing consists of product, international and home licensing alliances, each of which pay us royalties based upon sales of
our product, and are generally subject to minimum royalty payments. We work closely with our licensing partners to ensure
that products are developed, marketed and distributed in a manner consistent with the distinctive perspective and lifestyle
associated with our brand.
During Fiscal 2004, overall revenue increased $210.3 million or 8.6% primarily as a result of strong growth in our retail business
and the introduction of the Lauren line in our wholesale business, partially offset primarily by planned sales declines in our
Men’s wholesale business due to a reduction in off-price sales. Our licensing revenue increased $18.8 million or 7.5% as a result
of growth in the footwear business, as well as the incremental effect of the consolidation of revenues from the Japanese master
license, partially offset by the loss of licensing income from the Lauren label, previously operated by Jones Apparel Group, Inc.
The inclusion of the 53rd week was responsible for an estimated $39.5 million of the sales increase.
Gross profit increased $115.7 million, or 9.6%, and our gross margin as a percentage of sales (gross margin rate) increased to
49.9% from 49.5% in the prior year. The increasing gross profit rate reflects the benefits of advertising, improved product mix
and targeted marketing as well as a continued focus on inventory management.
Operating expenses increased $125.2 million or 13.8% primarily as a result of start-up expenses associated with the Lauren
line and the increased operating expenses associated with our growth in retail sales.
During Fiscal 2004, we recorded restructuring charges of $19.6 million. These charges are composed of an additional $10.4 million
for lease termination costs associated primarily with two Club Monaco retail properties included in our 2001 Operational Plan
due to real estate market factors that were less favorable than originally estimated, $7.9 million for additional contract
termination and severance costs related to the consolidation of our European business operations and $1.3 million related to
our decision to close the RRL stores.
Our international operating results were affected by foreign exchange rate fluctuations. However, the increase in net sales due to
the strengthening Euro and Canadian dollar was generally offset by a comparable increase in cost of sales and operating expenses.
Our financial position remains strong. Although our cash and cash equivalents decreased $0.1 million, our cash and cash
equivalents net of debt position improved $72.0 million. Cash flow from operations decreased by $59.9 million primarily as a
result of increases in inventory and accounts receivable associated with the start-up of the Lauren line.
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POLO RALPH LAUREN
The strengthening of the Euro has had a significant effect on certain of our balance sheet accounts including Accounts
Receivable, Inventory, Accounts Payable and Long-Term Debt.
On May 25, 2004, the Company entered into a definitive agreement to acquire certain of the assets and to assume certain of
the liabilities of RL Childrenswear Company, LLC, relating to the Childrenswear Licensee’s licensed childrenswear apparel busi-
ness in the United States, Canada and Mexico (the “Childrenswear Business”). The purchase price for the acquisition of the
Childrenswear Business will be $232.1 million in cash payable at closing, subject to a working capital adjustment, plus up to an
additional $20 million of deferred and contingent cash payments. Payment of the purchase price will be funded by cash on
hand and lines of credit as required. In addition, the Company will assume certain ordinary course trade payables and accrued
expenses of the Childrenswear Licensee and accrued vacation obligations for the Childrenswear Licensee’s employees who will
become employees of the Company following the closing of the acquisition. The assets of the Childrenswear Licensee being
acquired by the Company include, among other things, the license; all inventories of the Childrenswear Licensee; certain leases;
customer lists; supplier lists; and books and records.
The Childrenswear Licensee and certain of its affiliates and shareholders have agreed to indemnify the Company for all of the
liabilities of the Company related to the operation of the Childrenswear Business prior to the closing of the acquisition and
have also agreed that they will not compete with the Childrenswear Business for a period of three years after the closing date. In
addition, the Childrenswear Licensee and certain of its affiliates will provide information systems and accounting services to the
Company for a transitional period following the closing.
The closing of the proposed transaction is subject to customary conditions, including the receipt of certain third-party
consents and the expiration or termination of the waiting period under the Hart-Scott-Rodino Antitrust Improvements Act of
1976. The closing of the transaction is anticipated to occur in late June 2004.
Our licensing arrangements with Jones Apparel Group, Inc. (“Jones”) relating to the “Lauren” and “Ralph” lines ended on
December 31, 2003, and we have begun designing, marketing and selling the Lauren line as part of our wholesale business. We
are currently in litigation with Jones over the termination of the Lauren licenses. If the Jones litigation were to be determined
adversely to us, it could have a material adverse effect on our results of operations and financial position. However, we intend to
continue to defend the case vigorously and believe our position is correct on the merits.
The royalties that we received pursuant to the “Lauren” license agreements and “Ralph” license agreements represented revenues
of approximately $23.0 million and $3.9 million, respectively, in Fiscal 2004 prior to the termination of these licenses on
December 31, 2003 and $37.4 million and $5.3 million, respectively, during Fiscal 2003. We expect that the income from our
sales of Lauren products will at least replace the royalty income previously attributable to the Lauren and Ralph license agree-
ments for Fiscal 2005. In total, royalties received from Jones, including royalties from the “Polo Jeans” license agreements,
accounted for 17.2% and 27.2% of our aggregate licensing revenue for Fiscal 2004 and Fiscal 2003, respectively. Our “Polo Jeans”
license agreements with Jones continue in effect.
In June 2003, one of our licensing partners, WestPoint Stevens, Inc., and certain of its affiliates (“WestPoint”) filed a voluntary
petition for bankruptcy protection under Chapter 11 of the United States Bankruptcy Code. WestPoint produces bedding and
bath product in our Home Collection. On December 19, 2003, the United States Bankruptcy Court approved an amended
licensing agreement between WestPoint and us, which provides for the same royalty rate and minimum royalties that are not
materially lower than under the previous agreement.
In February 2003, we acquired a 50% controlling interest in the Japanese master license for the Polo Ralph Lauren men’s,
women’s and jeans business in Japan. All of the revenues and expenses for the Japanese master license are included in our
consolidated statements of operations, and we record minority interest expense to reflect the share of earnings or losses allocable
to the 50% minority interest holder in the Japanese master license. These amounts are included in Other (income) expense, net, in
the consolidated statements of operations. We recorded minority interest expense of $1.4 million for the year ended April 3, 2004.
Also, in February 2003, we acquired an 18% equity interest in the company that holds the sublicenses for the Polo Ralph
Lauren men’s, women’s and jeans business in Japan. In May 2003, we acquired an additional 2% equity interest in this company.
For the year ended April 3, 2004, we recorded $5.5 million of equity investment income related to this 20% investment in Other
(income) expense, net, in the consolidated statements of operations. Results for our 50% interest in the Japanese master license
and the 20% equity interest in the holder of the Japanese sublicenses are reported on a one-month lag.
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POLO RALPH LAUREN
During Fiscal 2004, we determined that the two remaining RRL stores would be closed. In connection with this decision we
recorded a $1.3 million restructuring charge for lease termination costs and fixed asset impairments.
During Fiscal 2003, we completed a strategic review of our European businesses and formalized our plans to centralize and
more efficiently consolidate our business operations. The major initiatives of the plan included the following: consolidation of
our headquarters from five cities in three countries to one location, the consolidation of our European logistics operations to
Italy and the migration of all European information systems to a standard global system. In connection with the implementation
of this plan, the Company recorded a restructuring charge of $7.9 million during Fiscal 2004 and a $14.4 million charge during
Fiscal 2003, of which $17.1 million had been paid through April 3, 2004. It is expected that this plan will be completed and the
remaining liabilities will be paid in Fiscal 2005.
During Fiscal 2001, we implemented the 2001 Operational Plan. Due to real estate market factors that were less favorable than
originally estimated, we recorded an additional $10.4 million charge during Fiscal 2004. We expect to settle the remaining
liabilities in Fiscal 2005 or in accordance with contract terms.
The table below sets forth results in millions of dollars and the percentage relationship to net revenues of certain items in
our consolidated statements of income for our last three fiscal years:
:
(Dollars in millions)
NET SALES
LICENSING REVENUE
NET REVENUES
GROSS PROFIT
SELLING, GENERAL AND ADMINISTRATIVE
EXPENSES
RESTRUCTURING CHARGE
INCOME FROM OPERATIONS
FOREIGN CURRENCY LOSSES (GAINS)
INTEREST EXPENSE
INCOME BEFORE PROVISION FOR INCOME
TAXES AND OTHER (INCOME) EXPENSE, NET
PROVISION FOR INCOME TAXES
OTHER (INCOME) EXPENSE, NET
NET INCOME
,
,
,
,
,
,
2,380.9
268.8
2,649.7
1,323.3
2,189.3
250.0
2,439.3
1,207.6
2,122.3
241.4
2,363.7
1,146.8
1,030.0
19.5
273.8
1.9
10.0
261.9
95.0
(4.1)
171.0
904.8
14.4
288.4
0.5
13.5
274.4
100.2
–
174.2
837.6
16.0
293.2
(1.8)
19.0
276.0
103.5
–
172.5
90.0%
10.0
100.0
49.9
38.9
0.7
10.3
–
0.4
9.9
3.6
(0.2)
6.5%
89.8%
10.2
100.0
49.5
37.1
0.6
11.8
–
0.6
11.2
4.1
–
7.1%
89.8%
10.2
100.0
48.5
35.4
0.7
12.4
(0.1)
0.8
11.7
4.4
–
7.3%
—
Effective December 30, 2001, for reporting purposes, the Company changed the fiscal year ends of its European subsidiaries as
reported in the consolidated financial statements to the Saturday closest to March 31 to conform with the fiscal year end of the
Company. Previously, certain of the European subsidiaries were consolidated and reported on a three-month lag with a fiscal
year ending December 31. Accordingly, the net activity shown below for the three-month period ended December 29, 2001, for
those European subsidiaries is reported as an adjustment to retained earnings in the fourth quarter of Fiscal 2002 in the
accompanying financial statements:
:
(Dollars in millions)
NET SALES
GROSS PROFIT
LOSS BEFORE BENEFIT FROM INCOME TAXES
BENEFIT FROM INCOME TAXES
NET LOSS
,
49.5
25.5
(0.7)
0.3
(0.4)
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POLO RALPH LAUREN
Net income for the year ended March 30, 2002, for the consolidated Company if the European subsidiaries remained on a
three-month lag would have been $159.7 million.
Net Revenues Net revenues for Fiscal 2004 were $2.650 billion, an increase of $210.3 million over net revenues for Fiscal 2003.
This increase was primarily due to increases in our retail segment as a result of our improved comparable retail store sales, con-
tinued store expansion and the favorable impact of the strengthening Euro and Canadian dollar. Also contributing to the sales
increase was the 53rd week in Fiscal 2004 compared to 52 weeks in Fiscal 2003. The 53rd week was responsible for an estimated
$39.5 million of the sales increase. Further influencing the increase in net revenues were overall increases in licensing revenues
driven by the incremental effect of the consolidation of revenues from the Japanese master license and improved results in the
footwear business. Additionally, wholesale revenues increased as a result of the sale of Lauren products commencing in the third
quarter of Fiscal 2004. These increases were partially offset by decreased sales in our wholesale business primarily driven by
planned reductions in off-price sales in our men’s, women’s and European business as well as the loss of the Lauren and Ralph
royalties from Jones. Net revenues for our business segments are provided below.
(Dollars in thousands)
NET REVENUES:
WHOLESALE
RETAIL
LICENSING
TOTAL NET REVENUE
,
,
⁄
⁽⁾
1,210,397
1,170,447
268,810
2,649,654
1,187,363
1,001,958
250,019
2,439,340
23,034
168,489
18,791
210,314
1.9%
16.8
7.5
8.6%
Wholesale net sales increased primarily due to the addition of the Lauren line, which accounted for net sales of approximately
$109.8 million in the current year partially offset by:
• a $60.4 million decrease in the domestic men’s wholesale business, which resulted from a planned reduction in off-price
sales and a reduction in spring sales due to a planned reduction of sales to lower-margin customers;
• the elimination of the women’s Ralph Lauren Sport line, which accounted for net sales of approximately $12.3 million in
the prior year; and
• decreases in the European wholesale business, primarily due to the soft economic conditions in Europe, of approximately
$65.4 million on a constant dollar basis, offset by a $45.1 million favorable impact due to a stronger Euro in the current period.
Retail net sales increased primarily as a result of:
• a $43.7 million, or 14.4%, increase in comparable full-price store sales and the $48.8 million, or 7.6%, increase in comparable
outlet store sales on a constant dollar basis. Excluding the extra week in Fiscal 2004, comparable store sales increased 12.2%
and 5.7% in full-price and outlet stores, respectively, on a constant dollar basis. Comparable store sales for the 53 weeks
increased 18.0% and 8.8% for the full-price stores and the outlet stores, respectively, while comparable store sales on a
52-week basis increased 15.8% for full-price stores and 6.9% for outlet stores. Comparable store sales information includes
both Ralph Lauren stores and Club Monaco stores;
• worldwide store expansion. During Fiscal 2004, the Company added 15 stores and closed 7 stores. Our total store count at
April 3, 2004, was 263 stores compared to 255 stores at March 29, 2003; and
• the stronger Euro and Canadian dollar in the current period, accounted for approximately $27.0 million of the increase
in net sales.
Licensing revenue increased primarily as a result of:
• a $27.5 million increase in international licensing primarily due to the incremental effect of the consolidation of revenues
from the Japanese master license;
• a $3.5 million increase in domestic licensing due to improvements in the footwear business; and
• partially offset by the loss of $15.8 million of Lauren and Ralph royalties from Jones compared to the prior year.
Gross Profit Gross profit increased $115.7 million, or 9.6%, for Fiscal 2004 compared to Fiscal 2003 primarily as a result of the
increases discussed above. Gross profit as a percentage of net revenues increased to 49.9% from 49.5%. This increase reflects a
change in business mix, with retail sales representing 44.2% of revenues in Fiscal 2004 compared to 41.1% in Fiscal 2003 and
improved margins in our Ralph Lauren and Club Monaco retail stores. The increasing gross profit rate also reflects higher real-
ized sales dollars resulting from a combination of improved product mix as well as the benefits of advertising and targeted
P33
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POLO RALPH LAUREN
marketing. The rate improvement also reflects a continued focus on inventory management. Although our inventory balance at
April 3, 2004, is approximately the same as it was at March 29, 2003, this primarily reflects the appreciation of the Euro, inventories
related to our Lauren wholesale business and increased levels of inventory related to our retail growth offset by decreases in
inventory in other lines of business.
Selling, General and Administrative Expenses Selling, general and administrative expenses (“SG&A”) increased $125.2 mil-
lion, or 13.8%, to $1.030 billion during Fiscal 2004 from $904.8 million during Fiscal 2003. SG&A as a percent of net revenues
increased to 38.9% from 37.1%. The increase in SG&A was primarily driven by:
• higher selling salaries and related costs of $43.4 million exclusive of the effect of foreign currency exchange rate fluctua-
tions in connection with the increase in retail sales and worldwide store expansion;
• approximately $30.4 million of the increase in SG&A was due to the impact of foreign currency exchange rate fluctuations,
primarily as a result of the strengthening of the Euro and Canadian dollar in Fiscal 2004;
• expenses of $28.1 million associated with the Lauren wholesale business, exclusive of additional corporate and overhead
expenses incurred and reduced royalty revenues received; and
• $19.0 million of increased international licensing SG&A primarily due to the consolidation of incremental expenses in
connection with the Japanese master license.
Restructuring Charge We recorded restructuring charges of $19.6 million during Fiscal 2004 compared to restructuring
charges of $14.4 million during Fiscal 2003. The Fiscal 2004 restructuring charge is comprised of an additional $10.4 million for
lease termination costs primarily associated with two Club Monaco retail properties included in our 2001 Operational Plan due
to real estate market factors that were less favorable than originally estimated, and $7.9 million for additional contract termi-
nation and severance costs related to the consolidation of our European business operations (approximately $6.7 million for
the wholesale business and $1.2 million for the retail business) and $1.3 million for lease termination and asset write-offs
associated with the March 2004 decision to close our RRL stores. The Fiscal 2003 restructuring charge of $14.4 million related to
severance and contract termination costs in connection with the consolidation of our European business operations.
Income (Loss) from Operations Income from operations decreased $14.6 million, or 5.1%, in Fiscal 2004 compared to Fiscal
2003. This decrease was primarily driven by a decrease in wholesale operating profits, restructuring charges, the decrease in
Lauren and Ralph royalties from Jones following the license termination in December 2003 and the start-up expenses associated
with the Lauren line. These decreases were partially offset by an increase in the retail segment’s profits. Income from operations
was not significantly impacted by the stronger Euro and Canadian dollar period because the increased sales resulting from
exchange rate fluctuations were substantially offset by a comparable increase in expenses. Income from operations for our
business segments are provided below.
(Dollars in thousands)
INCOME (LOSS) FROM OPERATIONS:
WHOLESALE
RETAIL
LICENSING
LESS: RESTRUCTURING CHARGE
INCOME FROM OPERATIONS
,
,
⁄
⁽⁾
93,128
72,915
127,319
293,362
(19,566)
273,796
124,476
40,366
138,018
302,860
(14,443)
288,417
(31,348)
32,549
(10,699)
(9,498)
(25.2)%
(80.6)
(7.8)
(3.1)%
• Wholesale operating income decreased primarily as a result of decreased net sales in our domestic men’s business and
European wholesale operations. The incremental effect of Lauren sales in the fourth quarter on our wholesale business’
income from operations was largely offset by start-up and ordinary operating expenses associated with the Lauren
wholesale business.
• Retail operating income increased primarily as a result of increased net sales and improved gross profits as a percentage of
net revenues. These increases were partially offset by the increase in selling salaries and related costs in connection with
the increase in retail sales and worldwide store expansion.
• Licensing income decreased primarily due to the loss of the Lauren and Ralph royalties from Jones. This decrease was partial-
ly offset by improvements in the footwear business and by the inclusion of the operations of the Japanese master license.
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POLO RALPH LAUREN
Foreign Currency (Gains) Losses The effect of foreign currency exchange rate fluctuations resulted in a loss of $1.9 million
during Fiscal 2004, compared to a $0.5 million loss during Fiscal 2003. These losses primarily related to transaction losses on
unhedged inventory purchases and royalty payments in Europe resulting from increases in the value of the Euro compared to
the dollar. These losses are unrelated to the impact of changes in the value of the dollar when operating results of our foreign
subsidiaries are converted to U.S. dollars. In the prior period, these losses primarily related to transaction losses on the
unhedged portion of our Euro-denominated debt caused by appreciation of the Euro until we entered into the cross currency
swap in June 2002, which were partially offset by $1.3 million of gains recorded on the Japanese forward contracts that we
entered into in November of 2002.
Interest Expense Interest expense decreased to $10.0 million in Fiscal 2004 from $13.5 million for Fiscal 2003. This decrease
was due to the repayment of approximately $100.0 million of short-term borrowings during Fiscal 2004, as well as decreased
interest rates as a result of the May 2003 interest rate swap described in “Liquidity and Capital Resources — Derivative
Instruments.”
Provision for Income Taxes The effective tax rate was 36.3% for Fiscal 2004 compared to 36.5% for Fiscal 2003.
Other (Income) Expense, Net Other (income) expense, net was $(4.1) million for Fiscal 2004. This reflects $5.5 million of
income related to the 20% equity interest in the company that holds the sublicenses for the Polo Ralph Lauren men’s, women’s
and jeans business in Japan, net of $1.4 million of minority interest expense associated with our Japanese master license, both of
which were acquired in February 2003 (except for the additional 2% equity interest in the entity that holds the sublicenses that
we acquired in May 2003).
Net Income Net income decreased for Fiscal 2004 to $171.0 million from $174.2 million for Fiscal 2003, or 6.5% and 7.1% of
net revenues, respectively. Earnings per share on a fully diluted basis decreased by $0.07 to $1.69 per share as a result of the
decrease in net income for the reasons previously discussed and an increase in diluted shares outstanding of 1.7 million due to
the exercise of stock options, a higher average stock price and the award of restricted stock units to executives.
Net Sales Net sales for Fiscal 2003 were $2.189 billion, an increase of $67.0 million, or 3.2%, over net sales for Fiscal 2002. Had
certain of the European subsidiaries been reported on a consistent fiscal year basis for the year ended March 30, 2002, net sales
would have been $2.094 billion resulting in a current fiscal year increase of 4.6%. Net sales results by segment were as follows:
(Dollars in thousands)
NET REVENUES:
WHOLESALE
RETAIL
LICENSING
TOTAL NET REVENUE
,
,
⁄
⁽⁾
1,187,363
1,001,958
250,019
2,439,340
1,198,060
924,273
241,374
2,363,707
(10,697)
77,685
8,645
75,633
(0.9)%
8.4
3.6
3.2%
Wholesale net sales decreased $10.7 million, or 0.9%, to $1.187 billion for Fiscal 2003 from $1.198 billion in Fiscal 2002. Had cer-
tain of the European subsidiaries been reported on a consistent fiscal year basis for the year ended March 30, 2002, wholesale net
sales would have been $1.164 billion and the increase would have been 2.0%. The increase primarily resulted from the following:
• increases in the European wholesale business of $66.4 million, exclusive of foreign currency exchange rate fluctuations,
which resulted primarily from continued European expansion and the inclusion of PRL Fashions’ operations for the full year
as well as;
• $38.9 million from the favorable impact of Euro currency fluctuation, partially offset by a strategic streamlining of the
amount of product sold to the department stores; and
• the elimination of the women’s Ralph Lauren Sport and the Lauren for Men lines which contributed a decrease of
$70.2 million.
Retail net sales increased $77.7 million, or 8.4%, to $1.002 billion for Fiscal 2003 from $924.3 million in Fiscal 2002. Had cer-
tain of the European subsidiaries been reported on a consistent fiscal year basis for the year ended March 30, 2002, retail net
sales would have been $929.4 million, resulting in a $72.5 million increase. This increase was primarily driven by the following:
• a $49.4 million, or 8.4%, increase in comparable outlet store sales, partially offset by a $7.1 million, or 2.3%, decrease in our
total full-price stores (comparable store sales information includes both Polo Ralph Lauren stores and Club Monaco stores);
• a $9.9 million increase as a result of the favorable impact of Euro currency fluctuation; and
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POLO RALPH LAUREN
• $30 million of the increase was due to worldwide store expansion. The Company opened 19 stores, net of closings during
the year, ending the period with 255 stores as compared to 236 stores in the prior year. Included in these openings were
11 Polo Ralph Lauren stores, seven Club Monaco stores (including two Club Monaco Caban Home stores), and seven
outlet stores (including one full-line outlet store, one Polo Jeans outlet store and five European outlet stores). Offsetting
these openings were the closings of three outlet stores (including two full-line outlet stores and one Polo Jeans outlet
store), two Club Monaco stores and one Club Monaco outlet store.
Licensing Revenue Licensing revenue increased approximately $8.6 million, or 3.6%, to $250.0 million in Fiscal 2003. Had
certain of the European subsidiaries been reported on a consistent fiscal year basis for the year ended March 30, 2002, licensing
revenue would have been $237.4 million, resulting in a 5.3%, or $12.6 million, increase primarily driven by increased revenues
from our international and product licensing partners of approximately $4.2 million and $8.5 million, respectively.
Gross Profit Gross profit dollars increased $60.8 million, or 5.3%, in Fiscal 2003 over Fiscal 2002. Gross profits as a percent of
net sales increased to 49.5% in 2003 from 48.5% in 2002. Had certain of the European subsidiaries been reported on a consistent
fiscal year basis for the year ended March 30, 2002, gross profit percentage would have been 48.2%. The increase in gross profit
rate reflected improved product performance and merchandise margins in the domestic retail businesses, partially offset by a
small reduction in wholesale margins.
Selling, General and Administrative Expenses SG&A increased $67.2 million, or 8.0%, to $904.8 million in Fiscal 2003 from
$837.6 million, as compared to Fiscal 2002. These expenses as a percent of net sales increased to 37.1% in 2003 from 35.4% in
2002. Had certain of the European subsidiaries been reported on a consistent fiscal year basis for the year ended March 30, 2002,
SG&A expenses would have been $845.0 million, or 36.3%, of net revenues. The increase in Fiscal 2003 was primarily due to higher
selling salaries and related costs in connection with the incremental increase in retail sales and worldwide store expansion, the
expansion of the European wholesale business, the inclusion of PRL Fashions’ operations, which was acquired in October 2002,
as well as the impact of foreign currency exchange rate fluctuations, primarily the strengthening of the Euro. These increases were
offset by the elimination of goodwill amortization of $9.1 million as a result of the implementation of Statement of Financial
Accounting Standards (“SFAS”) No. 142, “Goodwill and Other Intangible Assets,” and the recording of a gain of approximately
$5.0 million related to an assignment of the sublease for one store location.
Restructuring Charge During Fiscal 2003, we completed a strategic review of our European businesses and formalized our
plans to centralize and more efficiently consolidate our operations. The major initiatives of our plan included the following:
consolidation of our headquarters from five cities in three countries to one location; the consolidation of our European logistics
operations to Italy; and the migration of all European information systems to a standard global system. We have completed
the consultation process for consolidation of the headquarters and anticipate completion of the consolidation and migration
during Fiscal 2004. In connection with the implementation of this plan, the Company recorded a total $14.4 million
restructuring charge (approximately $12.3 million for the wholesale business and $2.1 million for the retail business).
During Fiscal 2002, the Company recorded a $16.0 million restructuring charge for additional lease termination costs
associated with the closure of our retail stores.
Operating Income Operating income decreased $6.4 million, or 2.1%, from Fiscal 2002 as follows:
(Dollars in thousands)
INCOME (LOSS) FROM OPERATIONS:
WHOLESALE
RETAIL
LICENSING
LESS: RESTRUCTURING CHARGE
INCOME FROM OPERATIONS
,
,
⁄
⁽⁾
124,476
40,366
138,018
302,860
(14,443)
288,417
158,401
18,799
132,012
309,212
(16,000)
293,212
(33,925)
21,567
6,006
(6,352)
(21.4)%
114.7
4.6
(2.1)%
Wholesale operating income decreased $33.9 million or 21.4% from Fiscal 2002. Had certain of the European subsidiaries been
reported on a consistent fiscal year basis for the year ended March 30, 2002, wholesale operating income would have increased
as a result of the increases in sales as previously discussed and lower operating expenses.
Retail operating income increased $21.6 million or 114.7% primarily as a result of the sales increases discussed earlier as well
as improved gross margin rates.
Licensing income increased $6.0 million or 4.6% primarily as a result of sales increases discussed previously.
P36
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POLO RALPH LAUREN
Foreign Currency Losses (Gains) The effect of foreign currency decreased to a loss of $0.5 million in Fiscal 2003, compared to
a $1.8 million gain in Fiscal 2002. These gains are unrelated to the impact of changes in the value of the dollar when operating
results of our foreign subsidiaries are converted to U.S. dollars. In Fiscal 2003, these losses primarily related to approximately
$3.2 million of transaction losses on the unhedged portion of our Euro debt in the first quarter of the fiscal year, which resulted
from increases in the Eurodollar rate until we entered into the cross currency swap in June 2002. These losses were partially off-
set by $2.4 million of gains realized on the Japanese forward contracts, which we further describe in the “Liquidity and Capital
Resources” section. In Fiscal 2002, the gains were derived from transaction gains on the unhedged portion of our Euro debt,
which resulted from decreases in the Eurodollar rate.
Interest Expense, Net
Interest expense decreased to $13.5 million in Fiscal 2003 from $19.0 million in Fiscal 2002.
This decrease was primarily due to decreased short-term borrowings and long-term Euro borrowings during Fiscal 2003.
Approximately $2.9 million of the decrease resulted from reduced interest rates as a result of the cross currency swap, which was
entered into in connection with our Euro debt in June 2002 and is further described in the “Liquidity and Capital Resources”
section. The remaining decrease was primarily due to lower interest rates during the fiscal year ended March 29, 2003. These
decreases were partially offset by higher Euro-to-Dollar exchange rates, which affect the Euro-denominated interest payments
on the portion of the Euro debt not covered by the cross currency swap.
Provision for Income Taxes Our tax provision for Fiscal 2003 was $100.2 million as compared to $103.5 million in Fiscal
2002, a 36.5% and 37.5% effective tax rate, respectively. This decline is the result of the implementation of tax strategies.
Net Income Net income increased in Fiscal 2003 to $174.2 million from $172.5 million in Fiscal 2002, or 7.1% and 7.3% of net
revenues, respectively. Diluted earnings per common share was $1.76 and $1.75 for Fiscal 2003 and Fiscal 2002, respectively. The
change in diluted earnings per share resulted from the $1.7 million increase in Net income partially offset by a 0.7 million increase
in the number of shares outstanding primarily as a result of the exercise of stock options and additional restricted shares.
Our primary ongoing cash requirements are to fund growth in working capital (primarily accounts receivable and inventory)
to support projected sales increases, construction and renovation of shop-within-shops, investment in the technological
upgrading of our distribution centers and information systems, expenditures related to retail store expansion, acquisitions,
dividends and other corporate activities, including the start-up costs of bringing the “Lauren” and “Ralph” lines in house.
Sources of liquidity to fund ongoing and future cash requirements include cash flows from operations, cash and cash equivalents,
credit facilities and other borrowings.
We ended Fiscal 2004 with $343.5 million in cash and cash equivalents and $277.3 million of debt outstanding compared to
$343.6 million and $349.4 million of cash and cash equivalents and debt outstanding, respectively, at March 29, 2003. This represents
a $72.0 million increase in our cash net of debt position over the last twelve months which is primarily attributable to the following
factors: (i) reduced spending on acquisitions and investments, (ii) increased proceeds received from the exercise of stock options,
(iii) partially offset by reduced cash flows from operations and an increase in Euro debt of $28.9 million as a result of the strength-
ening of the Euro. Additionally, capital expenditures were $123.0 million for Fiscal 2004 compared to $98.7 million in Fiscal 2003.
As of April 3, 2004, we had $277.3 million outstanding in long-term Euro debt based on the year-end Euro exchange rate, an
increase of $28.9 million from Fiscal 2003. The increase was entirely due to changes in the Euro-to-Dollar exchange rate. We were
also contingently liable for $35.3 million in outstanding letters of credit primarily related to commitments for the purchase of
inventory. The weighted-average interest rate on our borrowings at April 3, 2004 was 3.8%.
Accounts receivable increased $65.9 million primarily as a result of the inception of sales under the Lauren label and the
strengthening of the Euro. $86.5 million of the increase was due to Lauren and $13.2 million was due to the change in the value of
the Euro. These increases were partially offset by decreases in accounts receivable in our other wholesale divisions resulting from
sales decreases and the timing of payments.
Inventories decreased $0.1 million in Fiscal 2004. The inception of the Lauren line was responsible for a $34.1 million increase
and the strengthening of the Euro caused a $14.3 million increase in inventory. These increases were more than offset by reductions in
inventory in our Retail and Men’s wholesale business as a result of improvements in our supply chain forecasting and management
and reduced inventory requirements in our men’s business as a result of planned reductions in sales.
Other current assets increased $37.2 million from Fiscal 2003 primarily as a result of increases in European Value Added Tax
receivables and the effects of the timing of the fiscal year-end on prepaid items.
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Accounts payable increased $6.0 million compared to Fiscal 2003 primarily as a result of the addition of the Lauren line partially
offset by reductions in our Men’s line due to a decrease in inventory purchases and reductions in Europe due to the timing of year-
end invoice receipts.
Accrued expenses increased $71.7 million primarily as a result of the addition of the Lauren label, increases in the European
Value Added Tax payable, and increases in Europe due to the timing of year-end invoice receipts.
Net Cash Provided by Operating Activities Net cash provided by operating activities decreased to $210.6 million during Fiscal
2004 compared to $269.0 million in Fiscal 2003. This $58.4 million decrease in cash flow was driven primarily by the year-over-
year changes in working capital described above and the decrease in net income of $3.2 million.
During Fiscal 2003, we completed a strategic review of our European business and formalized our plans to centralize and more
efficiently consolidate its business operations. In connection with the implementation of this plan, we had total cash outlays of
approximately $13.3 million during the year ended April 3, 2004. We also had cash outlays of $8.3 million during Fiscal 2004
in connection with our 2001 Restructuring Plan, primarily related to lease termination costs. It is expected that the remaining
liabilities of both plans will be paid throughout Fiscal 2005.
Net Cash Used in Investing Activities Net cash used in investing activities was $132.7 million in Fiscal 2004 as compared to
$166.3 million in Fiscal 2003. Both the Fiscal 2004 and Fiscal 2003 net cash used primarily reflected capital expenditures related to
retail expansion and upgrading our systems and facilities, as well as shop-within-shop expenditures. The Fiscal 2004 net cash used
also reflects $5.4 million for an additional 2% equity interest in the company that holds the sublicenses for the Polo Ralph Lauren
men’s, women’s and jeans business in Japan, an additional $3.5 million primarily for additional transaction costs to acquire a 50%
interest in the Japanese master license, $1.0 million for an additional payment on the first earn-out payment calculation in connec-
tion with the PRL Fashions of Europe SRL acquisition and $7.5 million for the acquisition of a license for the use of trademarks
in November 2003. Fiscal 2003 net cash used, reflects $78 million primarily for the acquisition of a 50% interest in the Japanese
master license and an 18% equity interest in the company holding the sublicenses for the Polo Ralph Lauren men’s, women’s and
jeans business in Japan. Our anticipated capital expenditures for Fiscal 2005 approximate $143.0 million.
Net Cash Used in Financing Activities Net cash used in financing activities was $76.4 million in Fiscal 2004 compared to
$16.7 million in Fiscal 2003. Cash used in financing activities during Fiscal 2004 consisted of the net repayment of short-term
borrowings of $100.9 million and the payment of $14.8 million in dividends, partially offset by proceeds of $40.4 million from the
exercise of stock options. Cash used during Fiscal 2003 primarily consisted of net borrowings of $19.7 million and repurchases of
common stock totaling $4.7 million, partially offset by $7.7 million of proceeds from the exercise of stock options.
We ended Fiscal 2003 with $343.6 million in cash and cash equivalents and $349.4 million of debt outstanding compared to
$244.7 million and $318.4 million of cash and cash equivalents and debt outstanding, respectively, at March 30, 2002. This
represents a $67.8 million improvement in our debt net of cash position and was primarily attributable to changes in working
capital due to the factors discussed below, partially offset by approximately $73.0 million of purchase price payments connected
with our acquisition of a 50% interest in the Japanese master license and an 18% equity interest in the company which holds
the sublicenses for the Polo Ralph Lauren men’s, women’s and jeans business in Japan. Capital expenditures were $98.7 million
for Fiscal 2003, compared to $88.0 million in Fiscal 2002. We acquired several retail locations from certain of our licensees in
Belgium, Germany and Argentina for a total purchase price of approximately $4.6 million.
As of March 29, 2003, we had $100.9 million outstanding in short-term bank borrowings, of which $50.0 million was repaid
in April 2003 with the remainder repaid in June 2003. Additionally, we had $248.5 million outstanding in long-term Euro debt
based on the quarter-end Euro exchange rate. We were also contingently liable for $19.1 million in outstanding letters of credit
primarily related to commitments for the purchase of inventory. The weighted-average interest rate on our borrowings at
March 29, 2003 was 5.4%.
Accounts receivable increased to $375.8 million, or 6.3% at March 29, 2003 compared to $353.6 million at March 30, 2002
due to the timing of shipments. Approximately $23.0 million of the increase resulted from currency exchange rate fluctuations,
primarily the strengthening of the Euro. Improvements were made in our days sales outstanding, however, the incremental
effect of these improvements was offset by the additional royalty receivables recorded in Fiscal 2003 compared to Fiscal 2002.
Inventories increased $14.0 million, or 4.0%, at the end of Fiscal 2003 compared to the end of Fiscal 2002. This increase
reflects the build up of certain inventory for European retail stores as part of our continued expansion. Additionally, an increase
of $23.7 million resulted from currency exchange rate fluctuations, primarily the strengthening of the Euro. These increases
were partially offset by decreases in other business lines.
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Net Cash Provided by Operating Activities Net cash provided by operating activities decreased to $269.0 million during 2003
compared to $299.7 million in 2002. This $30.7 million decrease in cash flow was driven primarily by year-over-year changes in
accounts receivable, inventories, prepaid expenses and accounts payable.
During Fiscal 2003, we completed a strategic review of our European business and formalized our plans to centralize and more
efficiently consolidate its business operations. In connection with the implementation of this plan, we recorded a restructuring
charge of $14.4 million and had total cash outlays of approximately $3.8 million during the year ended March 29, 2003.
During Fiscal 2001 and 1999 we implemented two plans: the 2001 Operational Plan and 1999 Restructuring Plan. Total cash
outlays related to the 2001 Operational Plan and 1999 Restructuring Plan were $9.8 million and $2.7 million, respectively, for
Fiscal 2003. As of March 29, 2003, we settled all remaining liabilities related to the 1999 Restructuring Plan. In May 2003, we
settled $4.6 million of the remaining $5.2 million in liabilities related to the 2001 Operational Plan, the remaining $0.6 million
was settled in Fiscal 2004.
Net Cash Used in Investing Activities Net cash used in investing activities increased to $166.3 million in Fiscal 2003 as compared
to $116.0 million in Fiscal 2002. Both the Fiscal 2003 and Fiscal 2002 net cash used primarily reflected shop-within-shop and
other capital expenditures related to retail expansion and upgrading our systems and facilities. The Fiscal 2003 net cash used
also reflects $78.0 million primarily for our acquisition of a 50% interest in the Japanese master license and an 18% equity
interest in the company which holds the sublicense for the Polo Ralph Lauren men’s, women’s and jeans business in Japan.
Fiscal 2002 net cash used reflects $23.7 million for the acquisition of PRL Fashions.
Net Cash Used in Financing Activities Net cash used in financing activities was $16.7 million in Fiscal 2003 compared to $40.3
million in Fiscal 2002. This change is primarily due to the net repayment of short-term debt of $12.0 million, the repurchase of
$7.7 million of our Euro debt and the repurchase of our common stock of $4.7 million, offset by the proceeds from the issuance of
common stock of $7.7 million for Fiscal 2003; compared to $52.2 million of short-term debt repayment, $10.6 million of Euro debt
repurchases, $2.1 million of common stock repurchases offset by the proceeds from the issuance of common stock of $24.5 million
in Fiscal 2002.
In March 1998, the Board of Directors authorized the repurchase, subject to market conditions, of up to $100.0 million of our
Class A common stock. Share repurchases were to be made in the open market over a two-year period, which commenced April 1,
1998. The Board of Directors has extended the stock repurchase program through April 1, 2006. Shares acquired under the repur-
chase program will be used for stock option programs and for other corporate purposes. As of April 3, 2004, we had repurchased
4.1 million shares of our Class A common stock at an aggregate cost of $77.5 million. As of April 3, 2004, we had approximately
$22.5 million remaining in our stock repurchase program.
In November 1999, we issued Euro 275.0 million of 6.125% notes due November 2006. Our Euro debt is listed on the London
Stock Exchange. The net proceeds from the Euro offering were $281.5 million, based on the Euro exchange rate on the issuance date.
Interest on the Euro debt is payable annually. A portion of these net proceeds was used to acquire Poloco S.A.S. (our principal
European subsidiary) and the remaining net proceeds were retained for general corporate purposes. Through Fiscal 2004, we repur-
chased Euro 47.7 million, or $43.6 million, based on Euro exchange rates at the time of repurchase of our outstanding Euro debt.
In November 2002, we terminated both our 1997 bank credit facility and our 1999 senior bank credit facility and entered into a
new credit facility. The 1997 bank credit facility provided for a $225.0 million revolving line of credit and matured on December 31,
2002, while the 1999 senior bank credit facility consisted of a $20.0 million revolving line of credit and an $80.0 million term loan,
both of which were scheduled to mature on June 30, 2003. The new credit facility is with a syndicate of banks and consists of a
$300.0 million revolving line of credit, subject to increase to $375.0 million, which is available for direct borrowings and the issuance
of letters of credit. It will mature on November 18, 2005. As of April 3, 2004, we had no debt outstanding under the new facility.
Borrowings under this facility bear interest, at our option, at a rate equal to (i) the higher of the Federal Funds Effective Rate, as
published by the Federal Reserve Bank of New York, plus 1/2 of one percent, and the prime commercial lending rate of JP Morgan
Chase Bank in effect from time to time or (ii) the LIBO Rate (as defined) in effect from time to time, as adjusted for the Federal
Reserve Board’s Euro currency Liabilities maximum reserve percentages, and a margin based on our then current credit ratings.
Our 2002 bank credit facility requires that we maintain certain covenants:
• a minimum consolidated tangible net worth, and
• a maximum of Adjusted Debt to EBITDAR (as such terms are defined in the credit facility) ratio.
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The credit facility also contains covenants that, subject to specified exceptions, restrict our ability to:
• incur additional debt;
• incur liens and contingent liabilities;
• sell or dispose of our assets, including equity interests;
• merge with or acquire other companies, liquidate or dissolve;
• engage in businesses that are not a related line of business;
• make loans, advances or guarantees;
• engage in transactions with affiliates; and
• make investments.
Upon the occurrence of an event of default under the credit facility, the lenders may cease making loans, terminate the credit
facility and declare all amounts outstanding to be immediately due and payable. The credit facility specifies a number of events
of default, many of which are subject to applicable grace or cure periods, including, among others, the failure to make timely
principal and interest payments, to satisfy the covenants, or to maintain the required financial performance requirements
described above. Additionally, the agreement provides that an event of default will occur if Mr. Ralph Lauren and related
entities fail to maintain a specified minimum percentage of the voting power of our common stock. As of April 3, 2004, the
Company was in compliance with all financial and non-financial debt covenants.
In Fiscal 2003, the Board of Directors initiated a dividend program consisting of quarterly cash dividends of $0.05 per outstanding
share, or $0.20 per outstanding share on an annual basis, on our common stock. Dividends of $0.05 per outstanding share declared
to stockholders of record at the close of business on June 27, 2003, September 26, 2003, December 26, 2003 and April 2, 2004 were
paid on July 11, 2003, October 10, 2003, January 9, 2004 and April 16, 2004, respectively.
We believe that cash from ongoing operations and funds available under our credit facility will be sufficient to fund our
current level of operations, capital requirements, the stock repurchase program, cash dividends and other corporate activities
for the next twelve months.
The following table summarizes the Company’s contractual cash obligations by period as of April 3, 2004:
(Dollars in thousands)
INVENTORY PURCHASE COMMITMENTS
LONG-TERM EURO DEBT
CAPITALIZED LEASES
OPERATING LEASES
ADDITIONAL ACQUISITION PURCHASE PRICE PAYMENTS
TOTAL
250,622
–
1,843
107,736
7,000
367,201
-
–
277,345
2,367
195,100
–
474,812
-
–
–
–
168,282
–
168,282
–
–
–
419,361
–
419,361
250,622
277,345
4,210
890,479
7,000
1,429,656
Derivative Instruments In June 2002, we entered into a cross currency rate swap which was scheduled to terminate in
November 2006. The cross currency rate swap converted Euro 105.2 million, 6.125% fixed rate borrowings into $100.0 million,
LIBOR plus 1.24% variable rate borrowings. We entered into the cross currency rate swap to minimize the impact of foreign
exchange fluctuations on both principal and interest payments on our long-term Euro debt, and to minimize the impact of
changes in the fair value of the Euro debt due to changes in LIBOR, the benchmark interest rate. The swap was designated as a
fair value hedge under SFAS No. 133. Hedge ineffectiveness was measured as the difference between the respective gains or losses
recognized in earnings from the changes in the fair value of the cross currency rate swap and the Euro debt.
In May 2003, we terminated the cross currency rate swap and entered into an interest rate swap that will terminate in
November 2006. The interest rate swap is being used to convert Euro 105.2 million, 6.125% fixed rate borrowings into Euro 105.2
million, EURIBOR minus 1.55% variable rate borrowings. We entered into the interest rate swap to minimize the impact of
changes in the fair value of the Euro debt due to changes in EURIBOR, the benchmark interest rate. The swap had been designated
as a fair value hedge under SFAS No. 133. Hedge ineffectiveness is measured as the difference between the respective gains or losses
recognized in earnings from the changes in the fair value of the interest rate swap and the Euro debt resulting from changes in the
benchmark interest rate, and was de minimis for Fiscal 2004. In addition, we have designated the entire principal of the Euro debt
as a hedge of our net investment in a foreign subsidiary. As a result, changes in the fair value of the Euro debt resulting from
changes in the Euro rate are reported net of income taxes in Accumulated other comprehensive income in the consolidated
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financial statements as an unrealized gain or loss on foreign currency hedges. On April 6, 2004, we executed an interest rate swap
to convert the fixed interest rate on Euro 50 million of the Eurobonds to a floating rate (EURIBOR based). After the execution of
this swap, approximately Euro 77 million of the Eurobonds remained at a fixed interest rate.
We enter into forward foreign exchange contracts as hedges relating to identifiable currency positions to reduce our risk from
exchange rate fluctuations on inventory and intercompany royalty payments. Gains and losses on these contracts are deferred
and recognized as adjustments to either the basis of those assets or foreign exchange gains/losses, as applicable. At April 3, 2004,
we had the following foreign exchange contracts outstanding: (i) to deliver Euro 67.1 million in exchange for $73.9 million
through Fiscal 2005 and (ii) to deliver 8,248 million Japanese Yen in exchange for $71.0 million through Fiscal 2008. At April 3,
2004, the fair value of these contracts resulted in unrealized losses, net of taxes of $6.6 million and $6.3 million, for the Euro
forward contracts and Japanese Yen forward contracts, respectively.
To the extent that any derivative instruments do not qualify for hedge accounting under SFAS No. 133, they are recorded at
fair value, with all gains or losses recognized immediately in the current period earnings. In November 2002, we entered into
forward contracts on 6.2 billion Japanese Yen that terminated in February 2003. While these transactions do not qualify for
hedge accounting under SFAS No. 133, we entered into these forward contracts to minimize the impact of foreign exchange
fluctuations on the Japanese Yen-denominated purchase price described in the agreements related to the purchase of a 50%
interest in the Japanese master license and an 18% equity interest in the company which holds the sublicenses for the Polo
Ralph Lauren men’s, women’s and jeans business in Japan, which were consummated during the fourth quarter of Fiscal 2003.
We recognized $2.4 million of foreign currency gains on this transaction, which are recorded in foreign currency losses (gains)
in the Consolidated Statements of Income.
We recognize foreign currency gains or losses in connection with our Euro debt and certain short-term foreign currency
contracts based on fluctuations in foreign exchange rates. In connection with recording these contracts at fair market value, we
recognized $1.9 million in foreign currency losses in Fiscal 2004, and $0.5 million in Fiscal 2003 included as a component of
foreign currency losses (gains) in the Consolidated Statements of Income.
Off-Balance Sheet Arrangements The Company does not have any off-balance sheet financing arrangements or unconsolidated
special purpose entities.
Our business is affected by seasonal trends, with higher levels of wholesale sales in our second and fourth quarters and higher
retail sales in our second and third quarters. These trends result primarily from the timing of seasonal wholesale shipments
to retail customers and key vacation travel and holiday shopping periods in the retail segment. As a result of the growth in our
retail operations and licensing revenue, historical quarterly operating trends and working capital requirements may not be
indicative of future performances. In addition, fluctuations in sales and operating income in any fiscal quarter may be affected
by the timing of seasonal wholesale shipments and other events affecting retail sales.
Fiscal 2002 reflects the change in the fiscal year end of certain of our European subsidiaries as reported in our consolidated
financial statements. See “Consolidation of European Entities — Change in Reporting Period.”
In connection with our acquisition of a 50% interest in the Japanese master license and the 18% (later increased to 20%)
equity interest in the company which holds the sublicenses for the Polo Ralph Lauren men’s, women’s and jeans business in
Japan, results for these operations are reflected in our consolidated financial statements for Fiscal 2004.
The preparation of financial statements in conformity with accounting principles generally accepted in the United States
requires management to make certain estimates and assumptions that affect the reported amounts of assets and liabilities and
disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and
expenses during the reporting period. Significant accounting policies employed by the Company, including the use of estimates,
are presented in Note 1 to the Consolidated Financial Statements in this Annual Report.
Critical accounting policies are those that are most important to the portrayal of the Company’s financial condition and the
results of operations, and require management’s most difficult, subjective and complex judgments as a result of the need to
make estimates about the effect of matters that are inherently uncertain. The Company’s most critical accounting policies,
discussed below, pertain to revenue recognition, accounts receivable, inventories, goodwill, other long-lived intangible assets,
income taxes, accrued expenses and derivative instruments. In applying such policies, management must use some amounts
that are based upon its informed judgments and best estimates. Estimates, by their nature, are based on judgments and available
information. The estimates that we make are based upon historical factors, current circumstances and the experience and judg-
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ment of our management. We evaluate our assumptions and estimates on an ongoing basis and may employ outside experts to
assist in our evaluations.
Changes in such estimates, based on more accurate future information, may affect amounts reported in future periods. We
are not aware of any reasonably likely events or circumstances which would result in different amounts being reported that
would materially affect our financial condition or results of operations.
Revenue Recognition Wholesale sales are recognized when the title and risk of loss passes to the customer and are recorded
net of returns, discounts and allowances. Returns and allowances require pre-approval from management. Discounts are based
on trade terms. Estimates for end of season allowances are based on historic trends, seasonal results, an evaluation of current
economic conditions and retailer performance. The Company’s historical estimates of these costs have not differed materially
from actual results. Sales by our retail and outlet stores are recognized when goods are sold to consumers, net of returns.
Licensing revenue is recognized based upon shipment of licensed products sold by our licensees, net of allowances.
Accounts Receivable, Net In the normal course of business, we extend credit to customers, who satisfy pre-defined credit
criteria. Accounts receivable, net, as shown on the Consolidated Balance Sheets, is net of allowances and anticipated discounts.
An allowance for doubtful accounts is determined through analysis of the aging of accounts receivable at the date of the financial
statements, assessments of collectibility based on historic trends, the financial condition of our customers and an evaluation of
the economic conditions. Costs associated with potential returns of products as well as allowable customer markdowns and oper-
ational chargebacks, net of the expected recoveries, are included as a reduction to net sales and are part of the provision for
allowances included in accounts receivable, net. These provisions result from divisional seasonal negotiations, as well as historic
deduction trends net of expected recoveries and an evaluation of current market conditions. Should circumstances change or
economic or distribution channel conditions deteriorate significantly, we may need to increase these provisions.
Inventories Inventories are valued at the lower of cost First-in, First-out, (“FIFO”) method, or market. We continually evalu-
ate the composition of our inventories assessing slow-turning, ongoing product as well as prior seasons’ fashion product.
Market value of distressed inventory is determined based on historical sales trends for the category of inventory involved, the
impact of market trends and economic conditions. Estimates may differ from actual results due to quantity, quality and mix of
products in inventory, consumer and retailer preferences and market conditions. We review our inventory position on a quarterly
basis at a minimum and adjust our estimates based on revised projections and current market conditions. If economic condi-
tions worsen, we incorrectly anticipate trends or unexpected events occur, our estimates could be proven overly optimistic, and
required adjustments could materially adversely affect future results of operations. The Company’s historical estimates of these
costs have not differed materially from actual results.
Goodwill, Other Intangibles and Long-Lived Assets Effective March 31, 2002, we adopted the provisions of Statement of
Financial Accounting Standards (“SFAS”) No. 142 “Goodwill and Other Intangible Assets.” SFAS No. 142 requires that goodwill
and intangible assets with indefinite lives no longer are to be amortized, but rather be tested at least annually for impairment.
This pronouncement also requires that intangible assets with definite lives continue to be amortized over their respective lives
to their estimated residual values, and reviewed for impairment in accordance with SFAS No. 144, “Accounting for the
Impairment or Disposal of Long-Lived Assets.”
Goodwill represents the excess of purchase cost over the fair value of net assets of businesses acquired. Before adopting the
provisions of SFAS No. 142, we amortized goodwill on a straight-line basis over its estimated useful life, ranging from 11 to 40
years. Beginning in Fiscal 2003, consistent with the requirements of SFAS No. 142, we no longer amortize goodwill. The Company
reviews goodwill annually for impairment. In addition, trademarks that are owned, that have been deemed to have indefinite
lives, are reviewed at least annually for potential value impairment. Trademarks that are licensed by the Company from third par-
ties are amortized over the individual terms of the respective license agreement, which approximates 10 years. Goodwill
amortization expense was $9.1 million in Fiscal 2002. Accumulated goodwill amortization was $23.7 million at March 30, 2002.
We assess the carrying value of long-lived and intangible assets, with finite lives, as current facts and circumstances indicate
that they may be impaired. In evaluating the fair value and future benefits of all intangible assets, we perform an analysis of the
anticipated undiscounted future net cash flows of the individual assets over the remaining amortization period and would
recognize an impairment loss if the carrying value exceeded the expected future cash flows. The impairment loss would be
measured based upon the difference between the fair value of the asset and its recorded carrying value. See Note 9 of the Notes
to Consolidated Financial Statements for long-lived and intangible asset writedowns recorded in connection with our Fiscal
2001 Operational Plan and Fiscal 1999 Restructuring Plan. During Fiscal 2004, there were no material impairment losses recorded
in connection with this analysis.
Income Taxes Income taxes are accounted for under SFAS No. 109, “Accounting for Income Taxes.” In accordance with this
statement, deferred tax assets and liabilities are recognized for the future tax consequences attributable to differences between the
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financial statement carrying amounts of existing assets and liabilities and their respective tax basis, as measured by enacted tax
rates that are expected to be in effect in the periods when the deferred tax assets and liabilities are expected to be settled or realized.
Significant judgment is required in determining the worldwide provisions for income taxes. In the ordinary course of a global
business, there are many transactions for which the ultimate tax outcome is uncertain. It is our policy to establish provisions for
taxes that may become payable in future years as a result of an examination by tax authorities. We establish the provisions based
upon management’s assessment of exposure associated with permanent tax differences, tax credits and interest expense applied to
temporary difference adjustments. The tax provisions are analyzed periodically (at least annually) and adjustments are made as
events occur that warrant adjustments to those provisions.
Accrued Expenses Accrued expenses for employee insurance, workers’ compensation, profit sharing, contracted advertising,
professional fees and other outstanding Company obligations are assessed based on claims experience and statistical trends,
open contractual obligations, and estimates based on projections and current requirements. If these trends change significantly,
then actual results would likely be impacted. Our historical estimates of these costs and our provisions have not differed
materially from actual results.
Derivative Instruments SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activities, as Amended and
Interpreted,” requires that each derivative instrument (including certain derivative instruments embedded in other contracts) be
recorded in the balance sheet as either an asset or liability and measured at its fair value. The statement also requires that changes
in the derivative’s fair value be recognized currently in earnings in either income (loss) from continuing operations or
Accumulated other comprehensive income (loss), depending on whether the derivative qualifies for hedge accounting treatment.
We use foreign currency forward contracts for the specific purpose of hedging the exposure to variability in forecasted cash
flows associated primarily with inventory purchases mainly by our European business, royalty payments from our Japanese
licensee, and other specific activities. These instruments are designated as cash flow hedges and, in accordance with SFAS No. 133,
to the extent the hedges are highly effective, the changes in fair value are included in Accumulated other comprehensive income
(loss), net of related tax effects, with the corresponding asset or liability recorded in the balance sheet. The ineffective portion of
the cash flow hedge, if any, is recognized in current-period earnings. Amounts recorded in Accumulated other comprehensive
income (loss) are reflected in current-period earnings when the hedged transaction affects earnings. If the relative values of the
currencies involved in the hedging activities were to move dramatically, such movement could have a significant impact on our
results of operations. We are not aware of any reasonably likely events or circumstances which would result in different amounts
being reported that would materially affect our financial condition or results of operations.
Hedge accounting requires that at the beginning of each hedge period, we justify an expectation that the hedge will be highly
effective. This effectiveness assessment involves an estimation of the probability of the occurrence of transactions for cash flow
hedges. The use of different assumptions and changing market conditions may impact the results of the effectiveness assessment
and ultimately the timing of when changes in derivative fair values and underlying hedged items are recorded in earnings.
We hedge our net investment position in subsidiaries which conduct business in Euros by borrowing directly in foreign currency
and designating a portion of our Euro-denominated debt as a hedge of net investments. Under SFAS No. 133, changes in the fair
value of these instruments are immediately recognized in foreign currency translation, a component of Accumulated other com-
prehensive income (loss), to offset the change in the value of the net investment being hedged.
Inflation The rate of inflation over the past few years has not had a significant impact on our sales or profitability.
Our significant accounting policies are more fully described in Note 1 to our Consolidated Financial Statements.
Alternative Accounting Methods In certain instances, accounting principles generally accepted in the United States allow for
the selection of alternative accounting methods. The Company’s significant policies that involve the selection of alternative
methods are accounting for stock options and inventories.
• Two alternative methods for accounting for stock options are available: the intrinsic value method and the fair value
method. The Company uses the intrinsic value method of accounting for stock options, and accordingly, no compensation
expense has been recognized. Under the fair value method, the determination of the proforma amounts involves several
assumptions including option life and future volatility. If the fair value method were used, diluted earnings per share for
Fiscal 2004 would decrease approximately 10%. See Note 1 to the Consolidated Financial Statements.
• Two alternative methods for accounting for wholesale inventories are the FIFO method and the Last-in, First-out
(“LIFO”) method. The Company accounts for all wholesale inventories under the FIFO method. Two alternative meth-
ods for accounting for retail inventories are the retail method and the cost method. The Company accounts for all retail
inventories under the cost method.
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POLO RALPH LAUREN
In December 2003, the Securities and Exchange Commission issued Staff Accounting Bulletin No. 104 (“SAB 104”), “Revenue
Recognition.” SAB 104 expands previously issued guidance on the subject of revenue recognition and provides specific criteria
which must be fulfilled to permit the recognition of revenue from transactions. The Company does not expect the issuance of
SAB 104 to have a material effect on the consolidated results of operations or financial position.
In May 2003, the Financial Accounting Standards Board (“FASB”) issued SFAS No. 150, “Accounting for Certain Financial
Instruments with Characteristics of both Liabilities and Equity.” This statement requires that certain financial instruments, that
under previous guidance could be accounted for as equity, be classified as liabilities in statements of financial position. Most of
the guidance in SFAS No. 150 is effective for all financial instruments entered into or modified after May 31, 2003 and otherwise
is effective at the beginning of the first interim period beginning after June 15, 2003. The adoption of SFAS No. 150 did not have
a material effect on the consolidated results of operations or financial position.
In April 2003, the FASB issued SFAS No. 149, “Amendment of Statement 133 on Derivative Instruments and Hedging
Activities.” This statement amends and clarifies accounting for derivative instruments, including certain derivative instruments
embedded in other contracts, and for hedging activities under SFAS No. 133. This statement is effective for contracts entered
into or modified after June 30, 2003, except as for the provisions that relate to SFAS No. 133 implementation issues that have
been effective for fiscal quarters that began prior to June 15, 2003, which should continue to be applied in accordance with their
respective effective dates. The adoption of this pronouncement did not have a material effect on the consolidated results of
operations or financial position.
In December 2002, the FASB issued SFAS No. 148, “Accounting for Stock-Based Compensation — Transition and Disclosure.”
This statement provides alternative methods of transition for a voluntary change to the fair value method of accounting for
stock-based employee compensation. In addition, SFAS No. 148 amends the disclosure requirements for SFAS No. 123,
“Accounting for Stock-Based Compensation,” to require more prominent and more frequent disclosures in financial statements
about the effects of stock-based compensation. SFAS No. 148 is effective for fiscal years ending after December 31, 2002. The
Company does not intend to expense stock options; therefore the adoption of this statement did not have any impact on the
consolidated results of operations or financial position.
In June 2002, the FASB issued SFAS No. 146, “Accounting for Costs Associated with Exit or Disposal Activities.” This state-
ment required companies to recognize costs associated with exit or disposal activities when they are incurred rather than at the
date of a commitment to an exit or disposal plan. Examples of costs covered by SFAS No. 146 include lease termination costs
and certain employee severance costs that are associated with a restructuring, discontinued operation, plant closing, or exit
or disposal activity. SFAS No. 146 is to be applied prospectively to exit or disposal activities initiated after December 31, 2002.
The Company has adopted the provisions of SFAS No. 146.
In January 2003, the FASB issued Financial Interpretation No. (“FIN”) 46, “Consolidation of Variable Interest Entities” which
was amended by FIN 46R in December 2003. A variable interest entity is a corporation, partnership, trust or any other legal struc-
ture used for business purposes that either (a) does not have equity investors with voting rights, or (b) has equity investors that
do not provide sufficient financial resources for the entity to support its activities. Historically, entities generally were not
consolidated unless the entity was controlled through voting interests. FIN 46R changes that by requiring a variable interest enti-
ty to be consolidated by a company if that company is subject to a majority of the risk of loss from the variable interest entity’s
activities or entitled to receive a majority of the entity’s residual returns or both. A company that consolidates a variable interest
entity is called the “primary beneficiary” of that entity. FIN 46R also requires disclosures about variable interest entities that a
company is not required to consolidate but in which it has a significant variable interest. The consolidation requirements of FIN
46R apply immediately to variable interest entities created after January 31, 2003. The consolidation requirements of FIN 46R
apply to existing entities in the first fiscal year or interim period beginning after December 15, 2003. Also, certain disclosure
requirements apply to all financial statements issued after January 31, 2003, regardless of when the variable interest entity was
established. The adoption of FIN 46R did not have a material impact on the consolidated results of operations or financial posi-
tion of the Company. See Note 3 to our Consolidated Financial Statements regarding our interest in Ralph Lauren Media, LLC.
In November 2002, the FASB issued FIN 45, “Guarantor’s Accounting and Disclosure Requirements for Guarantees, including
Indirect Guarantees of Indebtedness of Others.” FIN 45 requires certain guarantees to be recorded at fair value and requires a
guarantor to make significant new disclosures, even when the likelihood of making any payments under the guarantee is
remote. Generally, FIN 45 applies to certain types of financial guarantees that contingently require the guarantor to make
payments to the guaranteed party based on another entity’s failure to perform under an obligation agreement; indemnification
P44
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POLO RALPH LAUREN
agreements that contingently require the guarantor to make payments to an indemnified party based on changes in an under-
lying that is related to an asset, liability or an equity security of the indemnified party; or indirect guarantees of the
indebtedness of others. The initial recognition and initial measurement provisions of FIN 45 are applicable on a prospective
basis to guarantees issued or modified after December 31, 2002. Disclosure requirements under FIN 45 are effective for financial
statements ending after December 15, 2002, and are applicable to all guarantees issued by the guarantor subject under FIN 45’s
scope, including guarantees issued prior to FIN 45. The adoption of FIN 45 did not have a material effect on the consolidated
results of operations or financial position.
The market risk inherent in our financial instruments represents the potential loss in fair value, earnings or cash flows arising
from adverse changes in interest rates or foreign currency exchange rates.
We manage these exposures through operating and financing activities and, when appropriate, through the use of derivative
financial instruments. Our policy allows for the use of derivative financial instruments for identifiable market risk exposures,
including interest rate and foreign currency fluctuations.
During Fiscal 2004, there were significant fluctuations in the value of the Euro to Dollar exchange rate. In June 2002, we
entered into a cross currency rate swap to minimize the impact of foreign exchange fluctuations on the long-term Euro debt
and the impact of fluctuations in the interest rate on the fair value of the long-term Euro debt. In May 2003, we terminated the
cross currency rate swap, and entered into an interest rate swap, to minimize the impact of changes in the fair value of the Euro
debt due to changes in EURIBOR, the benchmark interest rate. The following quantitative disclosures are based on quoted mar-
ket prices and theoretical pricing models obtained through independent pricing sources for the same or similar types of
financial instruments, taking into consideration the underlying terms and maturities. These quantitative disclosures do not rep-
resent the maximum possible loss or any expected loss that may occur, since actual results may differ from those estimates.
Foreign Currency Exchange Rates We are exposed to market risk related to changes in foreign currency exchange rates. We have
assets and liabilities denominated in certain foreign currencies related to international subsidiaries. At April 3, 2004, we had out-
standing foreign exchange contracts in Europe and Japan to purchase $144.9 million through March 2004. We believe that these
financial instruments should not subject us to undue risk due to foreign exchange movements because gains and losses on these
contracts should offset losses and gains on the assets, liabilities and transactions being hedged. We are exposed to credit-related
losses if the counterparty to the financial instruments fails to perform its obligations. However, we do not expect the counterparty,
which presently has high credit ratings, to fail to meet its obligations.
Our primary foreign currency exposure relates to our Euro debt. As of April 3, 2004, the fair value of our fixed Euro debt was
$292.6 million, based on its quoted market price as listed on the London Stock Exchange and translated using Euro exchange rates
in effect as of April 3, 2004. The potential increase in fair value of our fixed rate Euro debt resulting from a hypothetical 10%
adverse change in exchange rates would have been approximately $29.3 million at April 3, 2004. As of April 3, 2004, a hypothetical
immediate 10% adverse change in exchange rates would have had a $1.8 million unfavorable impact over a one-year period on our
earnings and cash flows.
Interest Rates Our primary interest rate exposure relates to our fixed rate debt. The potential increase in fair value of our
fixed rate Euro debt resulting from a hypothetical 10% adverse change in interest rates would have been approximately $4.1
million at April 3, 2004. We employ a fair value hedging strategy utilizing interest rate swaps to effectively float a portion of our
interest rate exposure on our fixed rate Euro debt. On April 6, 2004, the Company executed an interest rate swap to convert the
fixed interest rate on Euro 50 million of the Eurobonds to a floating rate. After the execution of this swap, approximately Euro
77 million of Eurobonds remained at the fixed interest rate.
P45
POLO RALPH LAUREN
,
We have audited the accompanying consolidated balance sheets of Polo Ralph Lauren Corporation and subsidiaries (the
“Company”) as of April 3, 2004 and March 29, 2003, and the related consolidated statements of income, stockholders’ equity,
and cash flows for each of the three years in the period ended April 3, 2004. These consolidated financial statements are the
responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial state-
ments 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 esti-
mates 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, such consolidated financial statements present fairly, in all material respects, the financial position of the
Company as of April 3, 2004 and March 29, 2003, and the results of their operations and their cash flows for each of the three years
in the period ended April 3, 2004, in conformity with accounting principles generally accepted in the United States of America.
As discussed in Notes 1 and 6 to the consolidated financial statements, effective March 31, 2002 the Company changed its method
of accounting for goodwill and other intangible assets to conform to Statement of Financial Accounting Standards No. 142.
As discussed in Note 1 to the consolidated financial statements, the Company eliminated the 90-day reporting lag for certain
of its European subsidiaries. The results of operations of these subsidiaries for the period October 1, 2001 through December 29, 2001
are reflected as an adjustment to retained earnings in the consolidated financial statements for the year ended March 30, 2002.
New York, New York
June 4, 2004
P46
POLO RALPH LAUREN
(Dollars in thousands, except share data)
ASSETS
CURRENT ASSETS:
Cash and cash equivalents
Accounts receivable, net of allowances of $30,536 and $17,631
Inventories
Deferred tax assets
Prepaid expenses and other
TOTAL CURRENT ASSETS
PROPERTY AND EQUIPMENT, NET
DEFERRED TAX ASSETS
GOODWILL, NET
INTANGIBLES, NET
OTHER ASSETS
TOTAL ASSETS
LIABILITIES AND STOCKHOLDERS’ EQUITY
CURRENT LIABILITIES:
Short-term bank borrowings
Accounts payable
Income tax payable
Deferred tax liabilities
Accrued expenses and other
TOTAL CURRENT LIABILITIES
LONG-TERM DEBT
OTHER NONCURRENT LIABILITIES
COMMITMENTS AND CONTINGENCIES (NOTE 13)
STOCKHOLDERS’ EQUITY:
Common stock
Class A, par value $0.01 per share;
500,000,000 shares authorized: 61,498,183 and 48,977,119 shares issued
Class B, par value $0.01 per share;
100,000,000 shares authorized: 43,280,021 shares issued and outstanding
Class C, par value $0.01 per share;
70,000,000 shares authorized: 0 and 10,570,979 shares issued and outstanding
Additional paid-in-capital
Retained earnings
Treasury stock, Class A, at cost (4,145,800 and 4,105,932 shares)
Accumulated other comprehensive income
Unearned compensation
TOTAL STOCKHOLDERS’ EQUITY
TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY
See accompanying notes to consolidated financial statements.
,
,
343,477
441,724
363,691
21,565
100,862
1,271,319
397,328
61,579
341,603
17,640
180,772
2,270,241
–
187,355
77,736
1,821
234,218
501,130
277,345
69,693
343,606
375,823
363,771
15,735
63,615
1,162,550
354,996
54,386
315,559
11,400
139,931
2,038,822
100,943
181,392
55,501
–
162,511
500,347
248,494
81,214
620
433
–
563,457
927,390
(78,975)
23,942
(14,794)
1,422,073
2,270,241
489
433
106
504,700
776,359
(77,928)
10,787
(6,179)
1,208,767
2,038,822
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P47
POLO RALPH LAUREN
:
(In thousands, except per share data)
NET SALES
LICENSING REVENUE
NET REVENUES
COST OF GOODS SOLD
GROSS PROFIT
SELLING, GENERAL AND ADMINISTRATIVE EXPENSES
RESTRUCTURING CHARGE
TOTAL EXPENSES
INCOME FROM OPERATIONS
FOREIGN CURRENCY LOSSES (GAINS)
INTEREST EXPENSE
INCOME BEFORE PROVISION FOR INCOME TAXES
AND OTHER (INCOME) EXPENSE, NET
PROVISION FOR INCOME TAXES
OTHER (INCOME) EXPENSE, NET
NET INCOME
NET INCOME PER SHARE—BASIC
NET INCOME PER SHARE—DILUTED
WEIGHTED-AVERAGE COMMON SHARES OUTSTANDING—BASIC
WEIGHTED-AVERAGE COMMON SHARES OUTSTANDING—DILUTED
DIVIDENDS DECLARED PER SHARE
See accompanying notes to consolidated financial statements.
,
,
,
2,380,844
268,810
2,649,654
2,189,321
250,019
2,439,340
2,122,333
241,374
2,363,707
1,326,335
1,323,319
1,029,957
19,566
1,049,523
273,796
1,864
10,000
261,932
95,055
(4,077)
170,954
1.73
1.69
98,977
100,960
0.20
1,231,739
1,207,601
1,216,904
1,146,803
904,741
14,443
919,184
288,417
529
13,502
274,386
100,151
–
174,235
1.77
1.76
98,331
99,263
–
837,591
16,000
853,591
293,212
(1,820)
19,033
275,999
103,499
–
172,500
1.77
1.75
97,470
98,523
–
P48
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’
POLO RALPH LAUREN
(Dollars in thousands)
--
-
-
⁽⁾
BALANCE AT MARCH 31, 2001
100,949,730 1,009 463,001 430,047 3,771,806 (71,179)
(10,529) (3,040) 809,309
COMPREHENSIVE INCOME:
NET INCOME
FOREIGN CURRENCY TRANSLATION
ADJUSTMENTS, NET OF INCOME
TAX BENEFIT OF $4.6 MILLION
CUMULATIVE TRANSITION
ADJUSTMENT, NET
NET UNREALIZED GAINS AND LOSSES
ON HEDGES RECLASSIFIED INTO
EARNINGS, NET
UNREALIZED LOSS ON HEDGES, NET
TOTAL COMPREHENSIVE INCOME
REPURCHASES OF COMMON STOCK
EXERCISE OF STOCK OPTIONS
INCOME TAX BENEFIT FROM STOCK
OPTION EXERCISES
NET LOSS OF CERTAIN EUROPEAN
SUBSIDIARIES (10/1/01-12/29/01)
RESTRICTED STOCK AMORTIZATION
172,500
1,154,709
12
24,474
104,700
(2,067)
2,862
(423)
BALANCE AT MARCH 30, 2002
102,104,439 1,021 490,337 602,124 3,876,506 (73,246)
COMPREHENSIVE INCOME:
NET INCOME
FOREIGN CURRENCY TRANSLATION
ADJUSTMENTS, NET OF INCOME
TAX PROVISION OF $7.5 MILLION
NET UNREALIZED GAINS AND LOSSES
ON HEDGES RECLASSIFIED INTO
EARNINGS, NET
UNREALIZED LOSS ON HEDGES, NET
TOTAL COMPREHENSIVE INCOME
REPURCHASES OF COMMON STOCK
EXERCISE OF STOCK OPTIONS
INCOME TAX BENEFIT FROM STOCK
OPTION EXERCISES
RESTRICTED STOCK GRANTS
RESTRICTED STOCK AMORTIZATION
174,235
229,426
(4,682)
423,680
300,000
4
3
7,714
1,189
5,460
BALANCE AT MARCH 29, 2003
102,828,119 1,028 504,700 776,359 4,105,932 (77,928)
COMPREHENSIVE INCOME:
NET INCOME
FOREIGN CURRENCY TRANSLATION
ADJUSTMENTS, NET OF INCOME
TAX PROVISION OF $1.8 MILLION
UNREALIZED LOSS ON HEDGES, NET
TOTAL COMPREHENSIVE INCOME
CASH DIVIDEND
REPURCHASES OF COMMON STOCK
EXERCISE OF STOCK OPTIONS
INCOME TAX BENEFIT FROM STOCK
OPTION EXERCISES
RESTRICTED STOCK GRANTS
RESTRICTED STOCK AMORTIZATION
1,950,085
20
40,394
5,703
12,660
5
170,954
(19,923)
39,868
(1,047)
BALANCE AT APRIL 3, 2004
104,778,204 1,053 563,457 927,390 4,145,800 (78,975)
See accompanying notes to consolidated financial statements.
(7,652)
4,028
(4,875)
(771)
163,230
(2,067)
24,486
2,862
(423)
798
(19,799) (2,242) 998,195
798
47,015
794
(17,223)
204,821
(4,682)
7,718
1,189
–
1,526
10,787 (6,179) 1,208,767
(5,463)
1,526
45,526
(32,371)
184,109
(19,923)
(1,047)
40,414
5,703
–
4,050
23,942 (14,794) 1,422,073
(12,665)
4,050
P49
POLO RALPH LAUREN
:
(Dollars in thousands)
CASH FLOWS FROM OPERATING ACTIVITIES:
NET INCOME
ADJUSTMENTS TO RECONCILE NET INCOME TO NET CASH
PROVIDED BY OPERATING ACTIVITIES:
Provision for deferred income taxes
Depreciation and amortization
Provision for losses on accounts receivable
Changes in other noncurrent liabilities
Provision for restructuring
Foreign currency losses (gains)
Other
Changes in assets and liabilities, net of acquisitions:
Accounts receivable
Inventories
Prepaid expenses and other
Other assets
Accounts payable
Income taxes payable
Accrued expenses and other
NET CASH PROVIDED BY OPERATING ACTIVITIES
CASH FLOWS FROM INVESTING ACTIVITIES:
Purchases of property and equipment, net
Acquisitions, net of cash acquired
Equity interest investments
Purchase of trademark
Disposal of property and equipment
Cash surrender value—officers’ life insurance
NET CASH USED IN INVESTING ACTIVITIES
CASH FLOWS FROM FINANCING ACTIVITIES:
Payment of dividends
Repurchases of common stock
Proceeds from exercise of stock options
Proceeds from (repayments of) short-term borrowings, net
Repayments of long-term debt
Net payments of short-term debt
NET CASH USED IN FINANCING ACTIVITIES
EFFECT OF EXCHANGE RATE CHANGES ON CASH AND CASH
EQUIVALENTS AND NET INVESTMENTS IN FOREIGN SUBSIDIARIES
NET (DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD
CASH AND CASH EQUIVALENTS AT END OF PERIOD
SUPPLEMENTAL CASH FLOW INFORMATION:
CASH PAID FOR INTEREST
CASH PAID FOR INCOME TAXES
SUPPLEMENTAL SCHEDULE OF NON-CASH INVESTING AND FINANCING ACTIVITIES:
FAIR VALUE OF ASSETS ACQUIRED, EXCLUDING CASH
LESS:
Cash paid
Acquisition obligation
LIABILITIES ASSUMED
See accompanying notes to consolidated financial statements.
P50
,
,
,
170,954
174,235
172,500
(4,233)
83,189
2,623
(18,930)
19,566
1,864
5,565
(55,032)
17,227
(32,439)
(37,163)
(2,296)
27,658
32,053
210,606
(123,026)
(5,019)
(4,548)
(7,500)
7,391
–
(132,702)
(14,847)
(1,047)
40,414
–
–
(100,943)
(76,423)
(1,610)
(129)
343,606
343,477
9,396
60,810
–
–
–
–
8,901
78,645
1,760
3,087
14,443
529
(1,152)
(7,798)
6,365
(19,149)
2,868
(5,080)
–
11,320
268,974
(98,664)
(30,326)
(47,631)
–
13,452
(3,100)
(166,269)
–
(4,682)
7,718
68,000
(7,700)
(80,000)
(16,664)
12,832
98,873
244,733
343,606
19,654
65,163
38,832
30,326
–
8,506
21,216
83,919
2,920
(15,628)
16,000
(1,820)
9,173
(92,314)
82,721
30,102
6,142
(11,001)
–
(4,213)
299,717
(88,008)
(23,702)
–
–
–
(4,242)
(115,952)
–
(2,067)
24,486
(52,166)
(10,576)
–
(40,323)
(928)
142,514
102,219
244,733
20,193
58,328
49,431
23,702
10,500
15,229
POLO RALPH LAUREN
.
Principles of Consolidation The consolidated financial statements include the accounts of Polo Ralph Lauren Corporation
(“PRLC”) and its wholly and majority owned subsidiaries. All intercompany balances and transactions have been eliminated.
PRLC and its subsidiaries are collectively referred to as “the Company,” “we,” “us,” “our” and “ourselves,” unless the content
requires otherwise.
Business We design, license, contract for the manufacture of, market and distribute men’s and women’s apparel, accessories,
fragrances, skin care products and home furnishings. Our sales are principally to major department and specialty stores located
throughout the United States and Europe. We also sell directly to consumers through full-price and outlet Polo Ralph Lauren,
Ralph Lauren and Club Monaco stores located throughout the United States, Canada, Europe, South America and Asia.
We are party to licensing agreements which grant the licensee exclusive rights to use our various trademarks in connection
with the manufacture and sale of designated products in specified geographical areas. The license agreements typically provide
for designated terms with renewal options based on achievement of specified sales targets. The agreements also require that
certain minimum amounts be spent on advertising for licensed products. Additionally, as part of the licensing arrangements,
each licensee is typically required to enter into a design services agreement pursuant to which design and other creative services
are provided. The license and design services agreements provide for payments based on specified percentages of net sales of
licensed products. Additionally, we have granted royalty-free licenses to independent parties to operate Polo stores to promote
the sale of our merchandise and our licensees’ merchandise both domestically and internationally.
Fiscal Year Our fiscal year ends on the Saturday nearest to March 31. All references to “Fiscal 2004” represent the 53-week
fiscal year ended April 3, 2004 and references to “Fiscal 2003” and “Fiscal 2002” represent the 52-week fiscal years ended March 29,
2003 and March 30, 2002, respectively.
Consolidation of European Entities — Change in Reporting Period Effective December 30, 2001, for reporting purposes the
Company changed the fiscal year ends of its European subsidiaries, as reported in the consolidated financial statements, to the
Saturday closest to March 31 to conform with the fiscal year end of the Company. Previously, certain of the European sub-
sidiaries were consolidated and reported on a three-month lag with a fiscal year ending December 31. Accordingly, the net
activity shown below for the three-month period ended December 29, 2001, for those European subsidiaries, is reported as an
adjustment to retained earnings in the fourth quarter of Fiscal 2002 in the accompanying financial statements.
:
(Dollars in millions)
NET SALES
GROSS PROFIT
PRE-TAX LOSS
INCOME TAX BENEFIT
NET LOSS
,
49.5
25.5
(0.7)
0.3
(0.4)
Net income for the year ended March 30, 2002, for the consolidated Company as if the European subsidiaries remained on a
three-month lag would have been $159.7 million.
Use of Estimates and Critical Accounting Policies
Critical Accounting Policies and Estimates The preparation of financial statements in conformity with accounting principles
generally accepted in the United States requires management to make certain estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the
reported amounts of revenues and expenses during the reporting period.
Use of Estimates Critical accounting policies are those that are most important to the portrayal of the Company’s financial
condition and the results of operations, and require management’s most difficult, subjective and complex judgments as a result
of the need to make estimates about the effect of matters that are inherently uncertain. The Company’s most critical accounting
policies, discussed below, pertain to revenue recognition, accounts receivable, inventories, goodwill, other long-lived intangible
assets, income taxes, accrued expenses and derivative instruments. In applying such policies, management must use some
amounts that are based upon its informed judgments and best estimates. Estimates by their nature are based on judgments and
available information. The estimates that we make are based upon historical factors, current circumstances and the experience
and judgment of our management. We evaluate our assumptions and estimates on an ongoing basis and may employ outside
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P51
POLO RALPH LAUREN
experts to assist in our evaluations. Changes in such estimates, based on more accurate future information, may affect amounts
reported in future periods. We are not aware of any reasonably likely events or circumstances which would result in different
amounts being reported that would materially affect our financial position or results of operations.
Revenue Recognition Wholesale sales are recognized when the title and risk of loss passes to the customer and are recorded net
of returns, discounts and allowances. Returns and allowances require pre-approval from management. Discounts are based on
trade terms. Estimates for end of season allowances are based on historic trends, seasonal results, an evaluation of current economic
conditions and retailer performance. The Company’s historical estimates of these costs have not differed materially from actual
results. Sales by our retail and outlet stores are recognized when goods are sold to consumers, net of returns. Licensing revenue is
recognized based upon shipment of licensed products sold by our licensees, net of allowances.
Accounts Receivable, Net In the normal course of business, we extend credit to customers, who satisfy pre-defined credit
criteria. Accounts receivable, net, as shown on the Consolidated Balance Sheets, is net of allowances and anticipated discounts.
An allowance for doubtful accounts is determined through analysis of the aging of accounts receivable at the date of the financial
statements, assessments of collectibility based on historic trends, the financial condition of our customers and an evaluation of
the economic conditions. An allowance for discounts is based on those discounts relating to open invoices where trade discounts
have been extended to customers. Costs associated with potential returns of products as well as allowable customer markdowns
and operational chargebacks, net of the expected recoveries, are included as a reduction to net sales and are part of the provision
for allowances included in accounts receivable, net. These provisions result from divisional seasonal negotiations, as well as historic
deduction trends net of expected recoveries, and the evaluation of current market conditions. Should circumstances change or
economic or distribution channel conditions deteriorate significantly, we may need to increase these provisions.
Inventories Inventories are valued at the lower of cost First-in, First-out (“FIFO”), method, or market. We continually evaluate
the composition of our inventories assessing slow-turning, ongoing product as well as prior seasons’ fashion product. Market
value of distressed inventory is determined based on historical sales trends for the category of inventory involved, the impact of
market trends and economic conditions. Estimates may differ from actual results due to quantity, quality and mix of products in
inventory, consumer and retailer preferences and market conditions. We review our inventory reserve position at least quarterly
and adjust our estimates based on revised projections and current market conditions. If economic conditions worsen, we incor-
rectly anticipate trends or unexpected events occur, our estimates could be proven overly optimistic, and required adjustments
could materially adversely affect future results of operations. The Company’s historical estimates of these costs have not differed
materially from actual results.
Goodwill, Other Intangibles and Long-Lived Assets Effective March 31, 2002, we adopted the provisions of Statement of
Financial Accounting Standards (“SFAS”) No. 142 “Goodwill and Other Intangible Assets.” SFAS No. 142 requires that goodwill
and intangible assets with indefinite lives no longer are to be amortized, but rather be tested at least annually for impairment.
This pronouncement also requires that intangible assets with definite lives continue to be amortized over their respective lives
to their estimated residual values, and reviewed for impairment in accordance with SFAS No. 144, “Accounting for the
Impairment or Disposal of Long-Lived Assets.”
Goodwill represents the excess of purchase cost over the fair value of net assets of businesses acquired. Before adopting the
provisions of SFAS No. 142, we amortized goodwill on a straight-line basis over its estimated useful life, ranging from 11 to 40
years. Beginning in Fiscal 2003, consistent with the requirements of SFAS No. 142, we no longer amortize goodwill. The Company
reviews goodwill annually for impairment. In addition, trademarks that are owned that have been deemed to have indefinite lives
are reviewed at least annually for potential impairment. Trademarks that are licensed by the Company from third parties are
amortized over the individual terms of the respective license agreement, which approximates 10 years. Goodwill amortization
expense was $9.1 million in Fiscal 2002. Accumulated goodwill amortization was $23.7 million at March 30, 2002.
We assess the carrying value of long-lived and intangible assets, with finite lives, as current facts and circumstances indicate
that they may be impaired. In evaluating the fair value and future benefits of all intangible assets, we perform an analysis of the
anticipated undiscounted future net cash flows of the individual assets over the remaining amortization period and would
recognize an impairment loss if the carrying value exceeded the expected future cash flows. The impairment loss would be
measured based upon the difference between the fair value of the asset and its recorded carrying value. See Note 9 for long-lived
and intangible asset writedowns recorded in connection with our Fiscal 2001 Operational Plan and Fiscal 1999 Restructuring
Plan. During Fiscal 2004, there were no material impairment losses recorded in connection with this analysis.
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Income Taxes Income taxes are accounted for under SFAS No. 109, “Accounting for Income Taxes.” In accordance with this
statement, deferred tax assets and liabilities are recognized for the future tax consequences attributable to differences between the
financial statement carrying amounts of existing assets and liabilities and their respective tax basis, as measured by enacted tax
rates that are expected to be in effect in the periods when the deferred tax assets and liabilities are expected to be settled or real-
ized. Significant judgment is required in determining the worldwide provisions for income taxes. In the ordinary course of a
global business, there are many transactions for which the ultimate tax outcome is uncertain. It is our policy to establish provi-
sions for taxes that may become payable in future years as a result of an examination by tax authorities. We establish the
provisions based upon management’s assessment of exposure associated with permanent tax differences, tax credits and interest
expense applied to temporary difference adjustments. The tax provisions are analyzed periodically (at least annually) and adjust-
ments are made as events occur that warrant adjustments to those provisions.
Accrued Expenses Accrued expenses for employee insurance, workers’ compensation, profit sharing, contracted advertising,
professional fees, and other outstanding Company obligations are assessed based on claims experience and statistical trends,
open contractual obligations, and estimates based on projections and current requirements. If these trends change significantly,
then actual results would likely be impacted. Our historical estimates of these costs and our provisions have not differed materially
from actual results.
Derivative Instruments SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activities, as Amended and
Interpreted,” requires that each derivative instrument (including certain derivative instruments embedded in other contracts) be
recorded in the balance sheet as either an asset or liability and measured at its fair value. The statement also requires that changes
in the derivative’s fair value be recognized currently in earnings in either income from continuing operations or Accumulated
other comprehensive income (loss), depending on whether the derivative qualifies for hedge accounting treatment.
We use foreign currency forward contracts for the specific purpose of hedging the exposure to variability in forecasted cash
flows associated primarily with inventory purchases mainly by our European entity, royalty payments from our Japanese entity,
and other specific activities. These instruments are designated as cash flow hedges and, in accordance with SFAS No. 133, to the
extent the hedges are highly effective, the changes in fair value are included in Accumulated other comprehensive income (loss),
net of related tax effects, with the corresponding asset or liability recorded in the balance sheet. The ineffective portion of the
cash flow hedge, if any, is recognized in current-period earnings. Amounts recorded in Accumulated other comprehensive
income (loss) are reflected in current-period earnings when the hedged transaction affects earnings. If fluctuations in the relative
value of the currencies involved in the hedging activities were to move dramatically, such movement could have a significant
impact on our results of operations. We are not aware of any reasonably likely events or circumstances, which would result in
different amounts being reported that would materially affect our financial condition or results of operations.
Hedge accounting requires that at the beginning of each hedge period, we justify an expectation that the hedge will be highly
effective. This effectiveness assessment involves an estimation of the probability of the occurrence of transactions for cash flow
hedges. The use of different assumptions and changing market conditions may impact the results of the effectiveness assessment
and ultimately the timing of when changes in derivative fair values and underlying hedged items are recorded in earnings.
We hedge our net investment position in Euro functional subsidiaries by borrowing directly in foreign currency and designat-
ing a portion of foreign currency debt as a hedge of net investments. Under SFAS No. 133, changes in the fair value of these
instruments are immediately recognized in foreign currency translation, a component of Accumulated other comprehensive
income (loss), to offset the change in the value of the net investment being hedged.
Inflation The rate of inflation over the past few years has not had a significant impact on our sales or profitability.
Alternative Accounting Methods In certain instances, accounting principles generally accepted in the United States allow for
the selection of alternative accounting methods. The Company’s significant policies that involve the selection of alternative
methods are accounting for stock options and inventories.
• Two alternative methods for accounting for stock options are available: the intrinsic value method and the fair value
method. The Company uses the intrinsic value method of accounting for stock options, and accordingly, no compensation
expense has been recognized. Under the fair value method, the determination of the proforma amounts involves several
assumptions including option life and future volatility. If the fair value method were used, diluted earnings per share for
2004 would decrease approximately 10%.
• Two alternative methods for accounting for inventories are the FIFO method and the Last-in, First-out (“LIFO”) method.
The Company accounts for all inventories under the FIFO method. Two alternative methods for accounting for retail inven-
tories are the retail method and the cost method. The Company accounts for all retail inventories under the cost method.
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POLO RALPH LAUREN
Other Significant Accounting Policies
Cash and Cash Equivalents Cash and cash equivalents include all highly liquid investments with an original maturity of three
months or less, including investments in debt securities. Our investments in debt securities are diversified among high-credit quality
securities in accordance with our risk management policy and primarily include commercial paper and money market funds.
Property, Equipment, Depreciation and Amortization Property and equipment are carried at cost less accumulated deprecia-
tion. Depreciation is provided over the estimated useful lives of the related assets on a straight-line basis. The range of useful
lives is as follows: buildings — 37.5 years; furniture and fixtures and machinery and equipment — 3 to 10 years. Leasehold
improvements are amortized using the straight-line method over the lesser of the term of the related lease or the estimated use-
ful life. Major additions and betterments are capitalized, and repairs and maintenance are charged to operations in the period
incurred. We capitalize our share of the cost of outfitting shop-within-shop fixed assets within furniture and fixtures. These
assets are amortized using the straight-line method over their estimated useful lives of 3 to 5 years.
Officers’ Life Insurance We maintain whole life insurance policies on several of our senior executives. These policies are
recorded at their cash surrender value. Additionally, we have policies with split dollar arrangements which are recorded at the
lesser of their cash surrender value or premiums paid. Amounts recorded under both types of policies aggregated $50.2 million
and $48.8 million at April 3, 2004 and March 29, 2003, respectively, and are included in other assets in the accompanying con-
solidated balance sheets.
During Fiscal 2003, the Company ceased paying premiums on split dollar life insurance policies related to officers and termi-
nated certain split dollar arrangements. As of April 3, 2004, $2.1 million of split dollar policies had either been surrendered to
the insurance company for cash or bought out by the related employee.
Deferred Rent Obligations We account for rent expense under noncancelable operating leases with scheduled rent increases
and landlord incentives on a straight-line basis over the lease term. The excess of straight-line rent expense over scheduled pay-
ment amounts and landlord incentives is recorded as a deferred liability. Unamortized deferred rent obligations amounted to
$45.4 million and $47.2 million at April 3, 2004 and March 29, 2003, respectively, and are included in Accrued expenses and
Other noncurrent liabilities in the accompanying consolidated balance sheets.
Other Comprehensive Income Other comprehensive income is recorded net of taxes and is reflected in the consolidated
statements of stockholders’ equity. Other comprehensive income consists of unrealized gains or losses on hedges and foreign
currency translation adjustments.
Financial Instruments From time to time, we use derivative financial instruments to reduce our exposure to changes in foreign
exchange and interest rates. While these instruments are subject to risk of loss from changes in exchange or interest rates, those
losses generally would be offset by gains on the related exposure. The accounting for changes in the fair value of a derivative is
dependent upon the intended use of the derivative. SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activities,
as Amended and Interpreted,” requires that every derivative instrument (including certain derivative instruments embedded in
other contracts) be recorded in the balance sheet as either an asset or liability measured at its fair value. The statement also requires
that changes in the derivative’s fair value be recognized currently in earnings in either income (loss) from continuing operations or
Accumulated Other Comprehensive Income (Loss), depending on the timing and designated purpose of the derivative.
Note 12 further describes the derivative instruments we are party to and the related accounting treatment. Historically, we have
entered into interest rate swap agreements and forward foreign exchange contracts, which qualify as cash flow hedges under SFAS
No. 133. In accordance with SFAS No. 133, we have recorded the fair value of these derivatives at April 1, 2001, and the resulting net
unrealized gain, after taxes, of approximately $4.0 million in other comprehensive income as a cumulative transition adjustment.
We have also designated our Euro debt as a hedge of our net investment in a foreign subsidiary. During Fiscal 2004, we have entered
into various forward exchange contracts that qualified as hedges on inventory purchases and royalty payments.
Foreign Currency Transactions and Translations The financial position and results of operations of our foreign subsidiaries are
measured using the local currency as the functional currency. Assets and liabilities are translated at the exchange rate in effect at
each year end. Results of operations are translated at the average rate of exchange prevailing throughout the period. Translation
adjustments arising from differences in exchange rates from period to period are included in other comprehensive income, net of
taxes, except for certain foreign-denominated debt. Gains and losses on translation of intercompany loans with foreign subsidiaries
of a long-term investment nature are also included in this component of stockholders’ equity. We have designated our Euro debt as a
hedge of our net investment in a foreign subsidiary. Prior to fully designating our Euro debt as a hedge, transaction gains or losses
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POLO RALPH LAUREN
resulting from changes in the Eurodollar rate were recorded in income and amounted to $3.2 million in Fiscal 2003. The gain of the
Japanese Yen forward contracts, that did not qualify for hedge accounting, amounted to $2.4 million in Fiscal 2003. Gains and losses
from other foreign currency transactions are included in operating results and were not material.
Cost of Goods Sold and Selling Expenses Cost of goods sold includes the expenses incurred to acquire and produce inventory
for sale, including product costs, freight-in, import costs, as well as reserves for shrinkage. The costs of selling the merchandise,
including preparing the merchandise for sale, such as picking, packing, warehousing and order charges, are included in selling,
general and administrative expenses (“SG&A”).
Shipping and Handling Costs We reflect shipping and handling costs as a component of SG&A expenses in the consolidated
statements of income. The shipping and handling costs approximated $61.0 million, $59.9 million and $57.4 million in Fiscal 2004,
2003 and 2002, respectively. As a percent of revenues, they represented 2.6%, 2.7% and 2.7% in Fiscal 2004, 2003 and 2002, respec-
tively. We bill our wholesale customers for shipping and handling costs and record such revenues in net sales upon shipment.
Advertising We expense the production costs of advertising, marketing and public relations expenses upon the first showing of
the related advertisement. We expense the costs of advertising paid to customers under cooperative advertising programs when
the related advertisements are run. Total advertising expenses, including cooperative advertising, included within SG&A expenses
amounted to $112.3 million, $92.8 million and $79.8 million in Fiscal 2004, 2003 and 2002, respectively.
Net Income per Share Basic net income per share was calculated by dividing net income by the weighted-average number of
shares outstanding during the period, excluding any potential dilution. Diluted net income per share was calculated similarly
but includes potential dilution from the exercise of stock options and awards. The difference between the basic and diluted
weighted-average shares outstanding is due to the dilutive effect of stock options, restricted stock units and restricted stock
awards issued under our stock option plans, which were 857,266 and 932,428, and 1,052,376 shares for Fiscal 2004, 2003 and
2002, respectively.
Stock Options We use the intrinsic value method to account for stock-based compensation in accordance with Accounting
Principles Board (“APB”) Opinion No. 25, “Accounting for Stock Issued to Employees,” and have adopted the disclosure-only
provisions of SFAS No. 123, “Accounting for Stock-Based Compensation,” as amended by SFAS No. 148, “Accounting for
Stock-Based Compensation — Transition and Disclosure.” Accordingly, no compensation cost has been recognized for fixed
stock option grants. Had compensation costs for the Company’s stock option grants been determined based on the fair value
at the grant dates for awards under these plans in accordance with SFAS No. 123, the Company’s net income and earnings per
share would have been reduced to the proforma amounts as follows:
:
(Dollars in thousands, except per share data)
NET INCOME AS REPORTED
TOTAL STOCK-BASED EMPLOYEE COMPENSATION EXPENSE DETERMINED UNDER
FAIR VALUE BASED METHOD FOR ALL AWARDS, NET OF TAX
PROFORMA NET INCOME
NET INCOME PER SHARE AS REPORTED:
BASIC
DILUTED
PROFORMA NET INCOME PER SHARE:
BASIC
DILUTED
,
170,954
16,576
154,378
1.73
1.69
1.56
1.53
,
,
174,235
16,988
157,247
1.77
1.76
1.60
1.58
172,500
17,009
155,491
1.77
1.75
1.60
1.58
For this purpose, the fair value of each option grant is estimated on the date of grant using the Black-Scholes option-pricing
model with the following weighted-average assumptions used for grants in Fiscal 2004, 2003 and 2002, respectively: expected
volatility of 40.4%, 47.2% and 47.0%; risk-free interest rates of 2.56%, 3.69% and 4.65%; expected lives of 7.5 years, 5.2 years and
6.0 years; and a dividend of $0.20, $0.00 and $0.00.
Reclassifications For comparative purposes, certain prior period amounts have been reclassified to conform to the current
period’s presentation.
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POLO RALPH LAUREN
.
In December 2003, the Securities and Exchange Commission issued Staff Accounting Bulletin No. 104 (“SAB 104”), “Revenue
Recognition.” SAB 104 expands previously issued guidance on the subject of revenue recognition and provides specific criteria
which must be fulfilled to permit the recognition of revenue from transactions. The Company does not expect the issuance of
SAB 104 to have a material effect on the consolidated results of operations or financial position.
In May 2003, the Financial Accounting Standards Board (“FASB”) issued SFAS No. 150, “Accounting for Certain Financial
Instruments with Characteristics of both Liabilities and Equity.” This statement requires that certain financial instruments, that
under previous guidance could be accounted for as equity, be classified as liabilities in statements of financial position. Most of
the guidance in SFAS No. 150 is effective for all financial instruments entered into or modified after May 31, 2003, and other-
wise is effective at the beginning of the first interim period beginning after June 15, 2003. The adoption of SFAS No. 150 did not
have a material effect on the consolidated results of operations or financial position.
In April 2003, the FASB issued SFAS No. 149, “Amendment of Statement 133 on Derivative Instruments and Hedging
Activities.” This statement amends and clarifies accounting for derivative instruments, including certain derivative instruments
embedded in other contracts, and for hedging activities under SFAS No. 133. This statement is effective for contracts entered
into or modified after June 30, 2003, except as for the provisions that relate to SFAS No. 133 implementation issues that have
been effective for fiscal quarters that began prior to June 15, 2003, which should continue to be applied in accordance with their
respective effective dates. The adoption of this pronouncement did not have a material effect on the consolidated results of
operations or financial position.
In December 2002, the FASB issued SFAS No. 148, “Accounting for Stock-Based Compensation — Transition and Disclosure.”
This statement provides alternative methods of transition for a voluntary change to the fair value method of accounting for
stock-based employee compensation. In addition, SFAS No. 148 amends the disclosure requirements for SFAS No. 123,
“Accounting for Stock-Based Compensation,” to require more prominent and more frequent disclosures in financial statements
about the effects of stock-based compensation. SFAS No. 148 is effective for fiscal years ending after December 31, 2002. The
Company does not intend to expense stock options; therefore the adoption of this statement did not have any impact on the
consolidated results of operations or financial position.
In June 2002, the FASB issued SFAS No. 146, “Accounting for Costs Associated with Exit or Disposal Activities.” This state-
ment required companies to recognize costs associated with exit or disposal activities when they are incurred rather than at the
date of a commitment to an exit or disposal plan. Examples of costs covered by SFAS No. 146 include lease termination costs
and certain employee severance costs that are associated with a restructuring, discontinued operation, plant closing, or exit or
disposal activity. SFAS No. 146 is to be applied prospectively to exit or disposal activities initiated after December 31, 2002.
The Company has adopted the provisions of SFAS No. 146.
In January 2003, the FASB issued Financial Interpretation No. (“FIN”) 46, “Consolidation of Variable Interest Entities” which
was amended by FIN 46R in December 2003. A variable interest entity is a corporation, partnership, trust or any other legal struc-
ture used for business purposes that either (a) does not have equity investors with voting rights, or (b) has equity investors that do
not provide sufficient financial resources for the entity to support its activities. Historically, entities generally were not consolidated
unless the entity was controlled through voting interests. FIN 46R changes that by requiring a variable interest entity to be consoli-
dated by a company if that company is subject to a majority of the risk of loss from the variable interest entity’s activities or
entitled to receive a majority of the entity’s residual returns or both. A company that consolidates a variable interest entity is called
the “primary beneficiary” of that entity. FIN 46R also requires disclosures about variable interest entities that a company is not
required to consolidate but in which it has a significant variable interest. The consolidation requirements of FIN 46R apply imme-
diately to variable interest entities created after January 31, 2003. The consolidation requirements of FIN 46R apply to existing
entities in the first fiscal year or interim period beginning after December 15, 2003. Also, certain disclosure requirements apply to
all financial statements issued after January 31, 2003, regardless of when the variable interest entity was established. The adoption
of FIN 46R did not have a material impact on the consolidated results of operations or financial position of the Company. See
Note 3 regarding our interest in Ralph Lauren Media, LLC.
In November 2002, the FASB issued FIN 45, “Guarantor’s Accounting and Disclosure Requirements for Guarantees, including
Indirect Guarantees of Indebtedness of Others.” FIN 45 requires certain guarantees to be recorded at fair value and requires a
guarantor to make significant new disclosures, even when the likelihood of making any payments under the guarantee is
remote. Generally, FIN 45 applies to certain types of financial guarantees that contingently require the guarantor to make pay-
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POLO RALPH LAUREN
ments to the guaranteed party based on another entity’s failure to perform under an obligation agreement; indemnification
agreements that contingently require the guarantor to make payments to an indemnified party based on changes in an underly-
ing that is related to an asset, liability or an equity security of the indemnified party; or indirect guarantees of the indebtedness of
others. The initial recognition and initial measurement provisions of FIN 45 are applicable on a prospective basis to guarantees
issued or modified after December 31, 2002. Disclosure requirements under FIN 45 are effective for financial statements ending
after December 15, 2002, and are applicable to all guarantees issued by the guarantor subject under FIN 45’s scope, including
guarantees issued prior to FIN 45. The Company adopted FIN 45 in its December 28, 2002 financial statements.
.
In November 2003, we acquired a license for the use of trademarks for $7.5 million. This license was accounted for as a finite
lived intangible asset and is being amortized over 10 years.
In February 2003, we acquired a 50% controlling interest in the Japanese master license for the Polo Ralph Lauren men’s,
women’s and jeans business in Japan for approximately $24.1 million. In connection with the acquisition of the Japanese master
license, we recorded tangible assets of $11.0 million, an intangible license valued at $9.9 million and liabilities assumed of
$8.5 million based on estimated fair values as determined by management utilizing information available at the time. At March 29,
2003, goodwill of $13.0 million was recognized for the excess of the purchase price plus transaction costs of $1.3 million over
the preliminary estimate of fair market value of the net assets acquired. During Fiscal 2004, we incurred an additional $3.5 mil-
lion of transaction costs, which have been included in goodwill and finalized our accounting for the acquisition, which resulted
in an additional $0.5 million of goodwill. 100% of the revenues and expenses for the Japanese master license are included in the
Company’s consolidated statements of operations. For Fiscal 2004, we have recorded minority interest expense of $1.4 million to
reflect the share of earnings allocable to the 50% minority interest holder in the Japanese master license. This amount is included
in Other (income) expense, net, in the consolidated statements of operations.
Also, in February 2003, we acquired an 18% equity interest in the company which holds the sublicenses for the Polo Ralph
Lauren men’s, women’s and jeans business in Japan for approximately $47.6 million. In May 2003, we paid $5.4 million to acquire
an additional 2% equity interest in this company. For Fiscal 2004, we recorded $5.5 million of equity investment income related to
this investment. This amount is included in Other (income) expense, net, in the consolidated statements of operations.
Results for our 50% interest in the Japanese master license and the 20% equity interest are reported on a one-month lag.
During Fiscal 2003, we acquired several retail locations from certain of our licensees in Belgium, Germany and Argentina for a
total purchase price of $4.6 million.
At April 3, 2004, the Company’s accounting for the Fiscal 2003 acquisitions had been finalized. Unaudited proforma informa-
tion related to these acquisitions is not included since the impact of these transactions are not material to the consolidated
results of the Company.
On October 31, 2001, the Company completed the acquisition of substantially all of the assets of PRL Fashions of Europe
S.R.L. (“PRL Fashions” or “Italian Licensee”) which held licenses to sell our women’s Ralph Lauren apparel in Europe, our
men’s and boys’ Polo Ralph Lauren apparel in Italy and men’s and women’s Polo Jeans collections in Italy. The purchase price of
this transaction was approximately $22.0 million in cash plus the assumption of certain liabilities and earn-out payments based
on achieving profitability targets over the first three years with a guaranteed minimum annual payment of $3.5 million each
year. The assets acquired of $15.1 million and liabilities assumed of $15.1 million were recorded at estimated fair values as
determined by the Company’s management based on information available at that time. Goodwill of approximately $33.5 million
was initially recognized for the excess of the purchase price over the preliminary estimate of fair market value of the net assets
acquired. During the quarter ended December 28, 2002, the Company finalized the purchase accounting for the acquisition of
the assets, the result of which was an increase in goodwill of approximately $0.3 million. Also, during Fiscal 2004 an initial
payment was made on the first earn-out payment calculation, resulting in an additional increase in goodwill of approximately
$1.0 million. This adjustment and any other adjustments to the contingent component of the remaining earn-out payments
will be accounted for as additional purchase price in future periods. Unaudited proforma information related to this acquisition
is not included since the impact of this transaction is not material to the consolidated results of the Company.
On October 22, 2001, we acquired the Polo Brussels SA store from one of our licensees. The purchase price of this transaction
was approximately $3.0 million in cash, which was primarily allocated to goodwill. Unaudited proforma information related to
this acquisition is not included, as the impact of this transaction is not material to the consolidated results of the Company.
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POLO RALPH LAUREN
On February 7, 2000, we announced the formation of Ralph Lauren Media, LLC (“RL Media”), a joint venture between
National Broadcasting Company, Inc. and certain affiliated companies (“NBC”) and ourselves. RL Media was created to bring
our American lifestyle experience to consumers via multiple media platforms, including the Internet, broadcast, cable and
print. Under the 30-year joint venture agreement, RL Media is owned 50% by us and 50% by NBC. In exchange for a 50% inter-
est, we provide marketing through our annual print advertising campaign, make our merchandise available at initial cost of
inventory and sell RL Media’s excess inventory through our outlet stores, among other things. NBC contributed $40.0 million in
online distribution and promotion and a cash funding commitment up to $50.0 million. NBC also initially committed to con-
tribute $110.0 million of television and online advertising. During Fiscal 2003, RL Media entered into an agreement to sell its
unused television and advertising spots for $15.0 million. Under the terms of the joint venture agreement, for tax purposes, we
will not absorb any losses from the joint venture up to the first $50.0 million incurred and will share proportionately in the net
income or losses thereafter. Additionally, we will receive a royalty on the sale of our products by RL Media based on specified
percentages of net sales over a predetermined threshold, subject to certain limitations; to date, no such royalty income has been
recognized. RL Media’s managing board has equal representation from NBC and us. The Company uses the equity method of
accounting for this investment in which it has more than a minor equity interest and more than minor influence over the oper-
ations, but does not have a controlling interest and is not the primary beneficiary. Our financial basis in RL Media is zero. Our
equity in the net assets of RL Media is less than our financial basis. We have not recognized any losses in excess of our financial
basis since there are no financial guarantees, commitments or obligations to fund the operations of RL Media.
.
Inventories are summarized as follows:
(Dollars in thousands)
RAW MATERIALS
WORK-IN-PROCESS
FINISHED GOODS
. ,
Property and equipment, net consisted of the following:
(Dollars in thousands)
LAND AND IMPROVEMENTS
BUILDINGS
FURNITURE AND FIXTURES
MACHINERY AND EQUIPMENT
LEASEHOLD IMPROVEMENTS
LESS: ACCUMULATED DEPRECIATION AND AMORTIZATION
,
5,516
4,669
353,506
363,691
,
3,725
18,540
345,668
180,138
329,186
877,257
,
4,214
4,536
355,021
363,771
,
3,725
18,490
308,300
133,835
298,449
762,799
479,929
397,328
407,803
354,996
Depreciation and amortization expense of property and equipment was $81.9 million, $78.6 million and $74.8 million for
Fiscal 2004, 2003 and 2002, respectively.
.
Effective March 31, 2002, the Company adopted SFAS No. 142. This accounting standard requires that goodwill and indefinite
lived intangible assets are no longer amortized but are subject to annual impairment tests. Other intangible assets with finite
lives will continue to be amortized over their useful lives. The transitional impairment tests were completed and did not result
in an impairment charge. We completed our annual impairment test as of the first day of the second quarter of Fiscal 2004. As a
result of this test, no impairment was recognized.
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POLO RALPH LAUREN
In accordance with SFAS No. 142, the Company discontinued the amortization of goodwill effective March 31, 2002, and
prior period amounts were not restated. A reconciliation of previously reported net income and earnings per share to the
amounts adjusted for the exclusion of goodwill amortization, net of the related income tax effect, is as follows:
:
(Dollars in thousands, except per share data)
REPORTED NET INCOME
GOODWILL AMORTIZATION, NET OF TAX
ADJUSTED NET INCOME
ADJUSTED NET INCOME PER SHARE:
BASIC
DILUTED
,
170,954
–
170,954
1.73
1.69
,
,
174,235
–
174,235
1.77
1.76
172,500
5,712
178,212
1.83
1.81
The carrying value of goodwill as of April 3, 2004 and March 29, 2003 by operating segment is as follows:
(Dollars in millions)
BALANCE AT MARCH 29, 2003
PURCHASES
EFFECT OF FOREIGN EXCHANGE
AND OTHER ADJUSTMENTS
BALANCE AT APRIL 3, 2004
133.7
1.0
16.4
151.1
69.4
–
4.6
74.0
112.5
4.0
–
116.5
315.6
5.0
21.0
341.6
The carrying value of indefinite lived intangible assets as of April 3, 2004 was $1.5 million and relates to the Company’s
owned trademark. Finite life intangible assets as of April 3, 2004 and March 29, 2003, subject to amortization, are comprised of
the following:
,
,
(Dollars in thousands)
LICENSED TRADEMARKS
17,400
(1,260) 16,140
9,900
–
9,900
10 years
No intangible amortization expense was recorded during 2002. The estimated intangible amortization expense for each of
the next five years is expected to be approximately $1.7 million per year.
.
Other assets consisted of the following:
(Dollars in thousands)
EQUITY INTEREST INVESTMENT
OFFICERS’ LIFE INSURANCE
OTHER LONG-TERM ASSETS
,
57,766
50,250
72,756
180,772
,
47,631
48,826
43,474
139,931
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P59
POLO RALPH LAUREN
.
Accrued expenses and other consisted of the following:
(Dollars in thousands)
ACCRUED OPERATING EXPENSES
ACCRUED PAYROLL AND BENEFITS
ACCRUED RESTRUCTURING CHARGE
DEFERRED RENT OBLIGATION
.
,
,
174,574
38,217
12,835
8,592
234,218
103,670
33,630
15,817
9,394
162,511
During Fiscal 2004, we decided to close our remaining RRL stores. In connection with this decision, we recorded a $1.3 mil-
lion restructuring charge for fixed asset write-offs and lease termination costs.
2003 Restructuring Plan During the third quarter of Fiscal 2003, we completed a strategic review of our European businesses
and formalized our plans to centralize and more efficiently consolidate its business operations. The major initiatives of the plan
included the following: consolidation of our headquarters from five cities in three countries to one location; the consolidation
of our European logistics operations to Italy; and the migration of all European information systems to a standard global
system. In connection with the implementation of this plan, the Company has recorded a restructuring charge of $7.9 million
during Fiscal 2004 and $14.4 million during Fiscal 2003 for severance and contract termination costs. The $7.9 million repre-
sents the additional liability for employees notified of their termination and properties we ceased using during Fiscal 2004.
The major components of the charge and the activity through April 3, 2004 were as follows:
(Dollars in thousands)
FISCAL 2003 PROVISION
FISCAL 2003 SPENDING
BALANCE AT MARCH 29, 2003
FISCAL 2004 PROVISION
FISCAL 2004 SPENDING
BALANCE AT APRIL 3, 2004
11,876
(3,777)
8,099
7,104
(11,887)
3,316
2,567
–
2,567
757
(1,465)
1,859
14,443
(3,777)
10,666
7,861
(13,352)
5,175
Total severance and termination benefits as a result of this restructuring related to approximately 160 employees. Total cash
outlays related to this plan of approximately $17.1 million have been paid through April 3, 2004. It is expected that this plan will
be completed, and the remaining liabilities will be paid, in Fiscal 2005.
2001 Operational Plan During the second quarter of Fiscal 2001, we completed an internal operational review and formalized
our plans to enhance the growth of our worldwide luxury retail business, to better manage inventory and to increase our overall
profitability. The major initiatives of the 2001 Operational Plan included: refining our retail strategy; developing efficiencies in
our supply chain; and consolidating corporate strategic business functions and internal processes. Costs associated with this
aspect of the 2001 Operational Plan included lease and contract termination costs, store fixed asset writedowns and severance
and termination benefits.
P60
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POLO RALPH LAUREN
In connection with the implementation of the 2001 Operational Plan, we recorded a pre-tax restructuring charge of $128.6
million in our second quarter of Fiscal 2001. This charge was subsequently adjusted for a $5.0 million reduction of liabilities in
the fourth quarter of Fiscal 2001 and a $16.0 million increase in the fourth quarter of Fiscal 2002 for lease termination costs
associated with the closure of our retail stores. During Fiscal 2004, a $10.4 million increase was recorded due to market factors
that were less favorable than originally estimated. The major components of the charge and the activity through April 3, 2004,
were as follows:
(Dollars in thousands)
BALANCE AT MARCH 31, 2001
2002 SPENDING
ADDITIONAL PROVISION
BALANCE AT MARCH 30, 2002
2003 SPENDING
BALANCE AT MARCH 29, 2003
FISCAL 2004 PROVISION
FISCAL 2004 SPENDING
BALANCE AT APRIL 3, 2004
2,942
(2,150)
–
792
(792)
–
–
–
–
-
–
–
–
–
–
–
–
–
–
4,169
(6,014)
16,000
14,155
(9,004)
5,151
10,404
(9,195)
6,360
782
(767)
–
15
(15)
–
–
–
–
7,893
(8,931)
16,000
14,962
(9,811)
5,151
10,404
(9,195)
6,360
Total severance and termination benefits as a result of the 2001 Operational Plan related to approximately 550 employees, all
of whom have been terminated. Total cash outlays related to the 2001 Operational Plan are expected to be approximately $51.2
million, $44.7 million of which have been paid through April 3, 2004. We completed the implementation of the 2001
Operational Plan in Fiscal 2002 and expect to settle the remaining liabilities in Fiscal 2005 or in accordance with contract terms.
1999 Restructuring Plan During the fourth quarter of Fiscal 1999, we formalized our plans to streamline operations within our
wholesale and retail operations and reduce our overall cost structure. The major initiatives of the 1999 Restructuring Plan included
the following: an evaluation of our retail operations and site locations; the realignment and operational integration of our whole-
sale operating units; and the realignment and consolidation of corporate strategic business functions and internal processes.
In connection with the implementation of the 1999 Restructuring Plan, we recorded a pre-tax restructuring charge of $58.6
million in our fourth quarter of Fiscal 1999. We completed the implementation of the 1999 Restructuring Plan in Fiscal 2000
and have settled the remaining liabilities during Fiscal 2004. The activity through April 3, 2004, was as follows:
(Dollars in thousands)
BALANCE AT MARCH 31, 2001
2002 SPENDING
BALANCE AT MARCH 30, 2002
2003 SPENDING
BALANCE AT MARCH 29, 2003
4,246
(2,790)
1,456
(1,456)
–
1,747
(521)
1,226
(1,226)
–
–
–
–
–
–
5,993
(3,311)
2,682
(2,682)
–
Total cash outlays related to the 1999 Restructuring Plan were approximately $39.5 million, all of which have been paid
through April 3, 2004.
P61
POLO RALPH LAUREN
.
The Company and its U.S. subsidiaries file a consolidated federal income tax return. The components of the provision for
income taxes were as follows:
:
(Dollars in thousands)
CURRENT:
FEDERAL
STATE AND LOCAL
FOREIGN
DEFERRED:
FEDERAL
STATE AND LOCAL
FOREIGN
,
,
,
81,781
4,135
10,450
96,366
(4,421)
(831)
3,941
(1,311)
95,055
77,299
6,550
7,401
91,250
9,039
(2,045)
1,907
8,901
100,151
58,529
6,457
17,297
82,283
15,835
4,672
709
21,216
103,499
The current income tax provisions exclude approximately $5.7 million in Fiscal 2004, $1.2 million in Fiscal 2003 and $2.9 mil-
lion in Fiscal 2002 arising from the tax benefits related to the exercise of nonqualified stock options. These amounts have been
credited to capital in excess of par value.
The foreign and domestic components of income before provision for income taxes were as follows:
:
(Dollars in thousands)
DOMESTIC
FOREIGN
,
,
198,957
62,975
261,932
190,167
84,219
274,386
,
287,291
(11,292)
275,999
P62
POLO RALPH LAUREN
The deferred tax assets reflect the net tax effect of temporary differences, primarily net operating loss carryforwards, property and
equipment and accounts receivable, between the carrying amounts of assets and liabilities for financial reporting and the amounts
used for income tax purposes. The components of the net deferred tax assets at April 3, 2004 and March 29, 2003 were as follows:
:
(Dollars in thousands)
DEFERRED TAX ASSETS:
NET OPERATING LOSS CARRYFORWARDS
PROPERTY AND EQUIPMENT
ACCOUNTS RECEIVABLE
UNIFORM INVENTORY CAPITALIZATION
DEFERRED COMPENSATION
RESTRUCTURING RESERVES
ACCRUED EXPENSES
OTHER
TOTAL DEFERRED TAX ASSET
LESS: VALUATION ALLOWANCE
NET DEFERRED TAX ASSET
DEFERRED TAX LIABILITIES:
GOODWILL AND OTHER INTANGIBLES
FOREIGN REORGANIZATION COSTS
TOTAL DEFERRED TAX LIABILITY
NET DEFERRED TAX ASSET
,
,
83,752
24,964
13,792
5,117
8,597
5,018
1,788
15,529
158,557
62,934
95,623
(9,854)
(4,572)
(14,426)
81,197
61,661
21,292
6,805
4,986
8,955
3,958
1,513
9,556
118,726
44,580
74,146
(5,496)
(2,743)
(8,239)
65,907
We have available federal, state and foreign net operating loss carryforwards of approximately $10.0 million, $227.5 million
and $22.1 million, respectively, for tax purposes to offset future taxable income. The net operating loss carryforwards expire
beginning in Fiscal 2005. The utilization of the federal net operating loss carryforwards is subject to the limitations of Internal
Revenue Code Section 382, which applies following certain changes in ownership of the entity generating the loss carryforward.
As a result of the limitation of Section 382, we believe that approximately $3.3 million of the federal net operating loss carryfor-
wards will expire and not be utilized. A valuation allowance has been recorded against such net operating losses.
Also, we have available state and foreign net operating loss carryforwards of approximately $2.1 million and $180.0 million,
respectively, for which no net deferred tax asset has been recognized. A full valuation allowance has been recorded since we do
not believe that we will more likely than not be able to utilize these carryforwards to offset future taxable income. Subsequent
recognition of a portion of the deferred tax asset relating to these federal, state and foreign net operating loss carryforwards
would result in a reduction of goodwill recorded in connection with acquisitions. Additionally, we have recorded a valuation
allowance against certain other deferred tax assets relating to our foreign operations. Subsequent recognition of these deferred
tax assets, as well as a portion of the foreign net operating loss carryforwards, would result in an income tax benefit in the year of
such recognition.
Provision has not been made for United States or additional foreign taxes on approximately $120.0 million of undistributed
earnings of foreign subsidiaries. Those earnings have been and will continue to be reinvested. These earnings could become
subject to tax if they were remitted as dividends, if foreign earnings were lent to PRLC, a subsidiary or a United States affiliate of
PRLC, or if the stock of the subsidiaries were sold. Determination of the amount of unrecognized deferred tax liability with
respect to such earnings is not practical. We believe that the amount of the additional taxes that might be payable on the earn-
ings of foreign subsidiaries, if remitted, would be partially offset by United States foreign tax credits.
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P63
POLO RALPH LAUREN
The historical provision for income taxes in Fiscal 2004, 2003 and 2002 differs from the amounts computed by applying the
statutory federal income tax rate to income before provision for income taxes due to the following:
:
(Dollars in thousands)
PROVISION FOR INCOME TAXES AT STATUTORY FEDERAL RATE
INCREASE (DECREASE) DUE TO:
STATE AND LOCAL INCOME TAXES, NET OF FEDERAL BENEFIT
FOREIGN INCOME TAXES, NET
OTHER
.
,
,
,
91,677
96,035
96,600
2,148
4,803
(3,573)
95,055
2,928
623
565
100,151
7,233
(7,308)
6,974
103,499
In November 2002, we terminated both our 1997 bank credit facility and our 1999 senior bank credit facility and entered into a
new credit facility. The 1997 bank credit facility provided for a $225.0 million revolving line of credit and matured on December 31,
2002, while the 1999 senior bank credit facility consisted of a $20.0 million revolving line of credit and an $80.0 million term
loan, both of which were scheduled to mature on June 30, 2003. The new credit facility is with a syndicate of banks and consists
of a $300.0 million revolving line of credit, subject to increase to $375.0 million, which is available for direct borrowings and the
issuance of letters of credit. It will mature on November 18, 2005. As of April 3, 2004, we had no balance outstanding under the
new facility. Borrowings under this facility bear interest, at our option, at a rate equal to (i) the higher of the Federal Funds
Effective Rate, as published by the Federal Reserve Bank of New York, plus 1/2 of one percent, and the prime commercial lending
rate of JP Morgan Chase Bank in effect from time to time, or (ii) the LIBO Rate (as defined) in effect from time to time, as adjusted
for the Federal Reserve Board’s Eurocurrency Liabilities maximum reserve percentages, and a margin based on our then current
credit ratings. As of April 3, 2004, the margin was 0.75%.
Our 2002 bank credit facility requires that we maintain a minimum consolidated tangible net worth, and a maximum Adjusted
Debt to EBITDAR (as such terms are defined in the Credit Facility) ratio.
The credit facility also contains covenants that, subject to specified exceptions, restrict our ability to:
• incur additional debt;
• incur liens and contingent liabilities;
• sell or dispose of our assets, including equity interests;
• merge with or acquire other companies, liquidate or dissolve;
• engage in businesses that are not a related line of business;
• make loans, advances or guarantees;
• engage in transactions with affiliates; and
• make investments.
Upon the occurrence of an event of default under the credit facility, the lenders may cease making loans, terminate the credit
facility, and declare all amounts outstanding to be immediately due and payable. The credit facility specifies a number of events
of default, many of which are subject to applicable grace or cure periods, including, among others, the failure to make timely
principal and interest payments, to satisfy the covenants, or to maintain the required financial performance requirements
described above. Additionally, the agreement provides that an event of default will occur if Mr. Ralph Lauren and related entities
fail to maintain a specified minimum percentage of the voting power of our common stock. As of April 3, 2004, the Company
was in compliance with all covenants.
On November 22, 1999, we issued Euro 275.0 million of 6.125% Notes (“Euro debt”) due November 2006. The Euro debt is list-
ed on the London Stock Exchange. The net proceeds from the Euro debt offering were $281.5 million based on the Euro exchange
rate on the issuance date. A portion of the net proceeds from the issuance was used to finance the acquisition of stock and certain
assets of Poloco while the remaining net proceeds were retained for general corporate purposes. Interest on the Euro debt is
payable annually. Through Fiscal 2004, we repurchased Euro 47.7 million of our outstanding Euro debt, or $43.6 million based on
Euro exchange rates. The loss on this early extinguishment of debt was not material.
P64
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POLO RALPH LAUREN
At April 3, 2004, we had no balance outstanding under the credit facility and $277.3 million outstanding in Euro debt based
on the year-end Euro exchange rate. We were also contingently liable for $35.3 million in outstanding letters of credit related
primarily to commitments for the purchase of inventory. At March 29, 2003, we had $100.9 million outstanding in direct
borrowings and $248.5 million outstanding in Euro debt based on the year-end Euro exchange rate. The credit facilities bore
interest primarily at the institution’s prime rate. The weighted-average interest rate on borrowings was 3.8%, 5.4% and 5.9% in
Fiscal 2004, 2003 and 2002, respectively.
The carrying amounts of financial instruments reported in the accompanying consolidated balance sheets approximated their
estimated fair values, except for the Euro debt, primarily due to either the short-term maturity of the instruments or their
adjustable market rate of interest. The fair value of the Euro debt, net of discounts, was $292.6 million and $252.4 million as of
April 3, 2004 and March 29, 2003, respectively, based on its quoted market price as listed on the London Stock Exchange.
.
We enter into forward foreign exchange contracts as hedges relating to identifiable currency positions to reduce our risk from
exchange rate fluctuations on inventory purchases and intercompany royalty payments. Gains and losses on these contracts are
deferred and recognized as adjustments to either the basis of those assets or foreign exchange gains/losses, as applicable.
At April 3, 2004, we had the following foreign exchange contracts outstanding: (i) to deliver Euro 67.1 million in exchange for
$73.9 million through Fiscal 2005 and (ii) to deliver 8,248 million Japanese Yen in exchange for $71.0 million through Fiscal
2008. At April 3, 2004, the fair value of these contracts resulted in unrealized losses, net of taxes of $6.6 million and $6.3 million,
for the Euro forward contracts and Japanese Yen forward contracts, respectively.
In May 2003, we terminated the cross currency rate swap, and entered into an interest rate swap that terminates in November
2006. The interest rate swap is being used to convert Euro 105.2 million, 6.125% fixed rate borrowings into Euro 105.2 million,
EURIBOR minus 1.55% variable rate borrowings. We entered into the interest rate swap to minimize the impact of changes in
the fair value of the Euro debt due to changes in EURIBOR, the benchmark interest rate. The swap has been designated as a fair
value hedge under SFAS No. 133. Hedge ineffectiveness is measured as the difference between the respective gains or losses
recognized in earnings from the changes in the fair value of the interest rate swap and the Euro debt resulting from changes in
the benchmark interest rate, and was de minimis for Fiscal 2004. In addition, we have designated the entire principal of the Euro
debt as a hedge of our net investment in certain foreign subsidiaries. As a result, changes in the fair value of the Euro debt
resulting from changes in the Euro rate are reported net of income taxes in Accumulated other comprehensive income in the
Consolidated Financial Statements as an unrealized gain or loss on foreign currency hedges. On April 6, 2004, the Company
executed an interest rate swap to convert the fixed interest rate on Euro 50 million of the Eurobonds to a floating rate (EURIBOR
based). After the execution of this swap, approximately Euro 77 million of the Eurobonds remained at a fixed interest rate.
In November 2002, the Company entered into forward contracts on 6.2 billion Japanese Yen that terminated in February
2003. These forward contracts were entered into to minimize the impact of foreign exchange fluctuations on the Japanese Yen
purchase price in connection with the transactions described in Note 3. The forward contracts did not qualify for hedge
accounting under SFAS No. 133 and as such the changes in the fair value of the contracts were recognized currently in earnings.
In connection with accounting for these contracts during Fiscal 2003, the Company recognized $2.4 million of foreign exchange
gain on these forward contracts, included as a component of foreign currency losses (gains), in the accompanying consolidated
statements of income.
In June 2002, we entered into a cross currency rate swap, which was scheduled to terminate in November 2006. The cross
currency rate swap was being used to convert Euro 105.2 million, 6.125% fixed rate borrowings into $100.0 million, LIBOR plus
1.24% variable rate borrowings. We entered into the cross currency rate swap to minimize the impact of foreign exchange
fluctuations in both principal and interest payments resulting from Euro debt, and to minimize the impact of changes in the
fair value of the Euro debt due to changes in LIBOR, the benchmark interest rate. The swap had been designated as a fair value
hedge under SFAS No. 133. Hedge ineffectiveness was measured as the difference between the respective gains or losses recognized
in earnings from the changes in the fair value of the cross currency rate swap and the Euro debt.
In April 1999, we entered into interest rate swap agreements with commercial banks which expired in 2003 to hedge against
interest rate fluctuations. The swap agreements effectively converted borrowings under the 2002 bank credit facility from vari-
able rate to fixed rate obligations. Under the terms of these agreements, we made payments at a fixed rate of 5.5% and received
payments from the counterparty based on the notional amount of $100.0 million at a variable rate based on LIBOR. The net
interest paid or received on this arrangement was included in interest expense. The fair value of these agreements was based
upon the estimated amount that we would have to pay to terminate the agreements, as determined by the financial institutions.
P65
POLO RALPH LAUREN
The fair value of these agreements was an unrealized loss of $1.3 million at March 29, 2003, all of which was reclassified into
earnings during Fiscal 2004; and an unrealized loss of $2.6 million at March 30, 2002.
As of April 3, 2004 and March 29, 2003, the Company was party to the following contracts:
:
(In millions)
FOREIGN CURRENCY CONTRACTS
CROSS CURRENCY SWAP CONTRACTS
INTEREST RATE SWAP CONTRACTS
,
,
144.9
–
105.2
(13.0)
–
14.9
92.5
100.0
100.0
(0.7)
16.8
(1.3)
.
Leases We lease office, warehouse and retail space, and office equipment under operating leases which expire through 2029.
As of April 3, 2004, aggregate minimum annual rental payments under noncancelable operating leases with lease terms in excess
of one year were payable as follows:
:
(Dollars in thousands)
2005
2006
2007
2008
2009
THEREAFTER
107,736
101,979
93,121
88,250
80,032
419,361
890,479
Rent expense charged to operations was $107.0 million, $98.2 million and $83.2 million in Fiscal 2004, 2003 and 2002,
respectively, net of sublease income. Substantially all outlet and retail store leases provide for contingent rentals based upon
sales and require us to pay taxes, insurance and occupancy costs. Certain rentals are based solely on a percentage of sales.
Contingent rental charges included in rent expense were $8.1 million, $6.9 million and $6.2 million in Fiscal 2004, 2003 and
2002, respectively. These rental amounts exclude associated costs such as real estate taxes and common area maintenance.
Employment Agreements We are party to employment agreements with certain executives which provide for compensation
and certain other benefits. The agreements also provide for severance payments under certain circumstances.
Acquisitions See Note 3 for information regarding contingent payments related to acquisitions made by the Company.
Concentration of Credit Risk We sell our merchandise primarily to major upscale department stores across the United States
and extend credit based on an evaluation of the customer’s financial condition generally without requiring collateral. Credit
risk is driven by conditions or occurrences within the economy and the retail industry and is principally dependent on each
customer’s financial condition. A decision by the controlling owner of a group of stores or any substantial customer to decrease
the amount of merchandise purchased from us or to cease carrying our products could have a material adverse effect. We had
three customers who in aggregate constituted approximately 40.1% and 30.0% of trade accounts receivable outstanding at April
3, 2004 and March 29, 2003, respectively.
We had three significant customers who accounted for approximately 14.1%, 13.2% and 10.4% each of worldwide wholesale
sales in Fiscal 2004. These three significant customers accounted for approximately 12.5%, 9.7% and 8.4% each of worldwide
wholesale sales in Fiscal 2003, and for approximately 17.3%, 16.1% and 15.6% each of worldwide wholesale sales in Fiscal 2002.
Additionally, we had four significant licensees who in aggregate constituted approximately 50%, 51% and 55% of licensing rev-
enue in Fiscal 2004, 2003 and 2002, respectively.
We monitor credit levels and the financial condition of our customers on a continuing basis to minimize credit risk. We
believe that adequate provision for credit loss has been made in the accompanying consolidated financial statements.
We are also subject to concentrations of credit risk with respect to our cash and cash equivalents, marketable securities, cross
currency swap agreements, interest rate swap agreements and forward foreign exchange contracts which we attempt to mini-
mize by entering into these arrangements with major banks and financial institutions and investing in high-quality
instruments. We do not expect any counterparties to fail to meet their obligations.
P66
POLO RALPH LAUREN
Declaration of Dividend On May 20, 2003, the Board of Directors initiated a regular quarterly cash dividend program of
$0.05 per share, or $0.20 per share on an annual basis, on Polo Ralph Lauren common stock. The fourth quarter dividend was
payable to shareholders of record at the close of business on April 2, 2004, and was paid on April 16, 2004.
Licensing Commitments As a result of the failure of Jones Apparel Group, including its subsidiaries (“Jones”), to meet the
minimum sales volumes for the year ended December 31, 2002, under the license agreements for the sale of products under the
“Ralph” trademark between us and Jones dated May 11, 1998, these license agreements terminated as of December 31, 2003. We
advised Jones that the termination of these licenses automatically resulted in the termination of the licenses between us and
Jones with respect to the “Lauren” trademark pursuant to the Cross Default and Term Extension Agreement between us and
Jones dated May 11, 1998. The Lauren license agreements would otherwise expire on December 31, 2006. The royalties that we
received pursuant to the “Lauren” license agreements and “Ralph” license agreements represented revenues in Fiscal 2003 of
approximately $37.4 million and $5.3 million, respectively. Jones has reported that net sales of Lauren and Ralph products for the
year ended December 31, 2002, were $548.0 million and $37.0 million, respectively. See Note 20 for additional information on
this matter.
Other Commitments The Company is not party to any off-balance sheet transactions or unconsolidated special purpose
entities for any of the periods presented herein.
.
Basic earnings per share (“EPS”) is calculated based on income available to common shareholders and the weighted-average
number of shares outstanding during the reported period. Diluted EPS includes additional dilution from potential common stock
issuable pursuant to the exercise of stock options outstanding and is calculated under the treasury stock method. The weighted-
average number of common shares outstanding used to calculate Basic EPS is reconciled to those shares used in calculation of
Diluted EPS as follows:
:
(Shares in thousands)
BASIC
DILUTIVE EFFECT OF STOCK OPTIONS, RESTRICTED STOCK
AND RESTRICTED STOCK UNITS
DILUTED SHARES
,
98,977
1,983
100,960
,
,
98,331
932
99,263
97,470
1,053
98,523
Options to purchase shares of common stock at an exercise price greater than the average market price of the common stock
are anti-dilutive and therefore not included in the computation of diluted earnings per share.
.
All of our outstanding Class B common stock is owned by Mr. Ralph Lauren and related entities and all of our formerly out-
standing Class C common stock was owned by certain investment funds affiliated with the Goldman Sachs Group, Inc. (“GS
Group”). Shares of Class B common stock are convertible at any time into shares of Class A common stock on a one-for-one
basis and may not be transferred to anyone other than affiliates of Mr. Lauren. Shares of Class C common stock were convert-
ible at any time into shares of Class A common stock on a one-for-one basis. During Fiscal 2003, 11.0 million shares of Class C
common stock were converted into Class A common stock and sold in a secondary stock offering. During Fiscal 2004, the remain-
ing Class C shares held by GS Group were converted into Class A common stock and sold in a secondary stock offering. There is
no longer any Class C common stock outstanding. The holders of Class A common stock generally have rights identical to hold-
ers of Class B common stock except that holders of Class A common stock are entitled to one vote per share and holders of
Class B common stock are entitled to 10 votes per share. Holders of all classes of common stock entitled to vote will vote
together as a single class on all matters presented to the stockholders for their vote or approval except for the election and the
removal of directors and as otherwise required by applicable law.
As of May 21, 2004 there were 1,174 holders of record of our Class A common stock and four holders of record of our Class B
common stock.
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P67
POLO RALPH LAUREN
.
On June 9, 1997, our Board of Directors adopted the 1997 Long-Term Stock Incentive Plan (Stock Incentive Plan). The Stock
Incentive Plan authorizes the grant of awards to any officer or other employee, consultant to, or director with respect to a maximum
of 10.0 million shares of our Class A common stock (“Shares”), subject to adjustment to avoid dilution or enlargement of intended
benefits in the event of certain significant corporate events, which awards may be made in the form of: (i) nonqualified stock
options; (ii) stock options intended to qualify as incentive stock options under Section 422 of the Internal Revenue Code; (iii) stock
appreciation rights; (iv) restricted stock and/or restricted stock units; (v) performance awards; and (vi) other stock-based awards.
On June 13, 2000, our Board of Directors increased the maximum number of Shares that can be granted under the Stock Incentive
Plan to 20.0 million Shares, which was approved by the stockholders on August 17, 2000. At April 3, 2004, we had approximately 4.7
million Shares reserved for issuance under this plan.
On June 9, 1997, our Board of Directors adopted the 1997 Stock Option Plan for Non-Employee Directors (Non-Employee
Directors Plan). Under the Non-Employee Directors Plan, grants of options to purchase up to 500,000 Shares may be granted to
non-employee directors. In Fiscal 2004, 2003 and 2002, our Board of Directors granted options to purchase 22,500, 18,000 and
27,000 Shares, respectively, with exercise prices equal to the stock’s fair market value on the date of grant. At April 3, 2004, we
had approximately 362,000 Shares reserved for issuance under this plan.
Stock options were granted under the plans with an exercise price equal to the stock’s fair market value on the date of grant.
These options vest in equal installments primarily over two years for officers and other key employees and over three years for
all remaining employees and non-employee directors. The options expire 10 years from the date of grant. Stock option activity
for the Stock Incentive Plan and Non-Employee Directors Plan in Fiscal 2004, 2003 and 2002 was as follows:
(Shares in thousands)
BALANCE AT MARCH 31, 2001
GRANTED
EXERCISED
FORFEITED
BALANCE AT MARCH 30, 2002
GRANTED
EXERCISED
FORFEITED
BALANCE AT MARCH 29, 2003
GRANTED
EXERCISED
FORFEITED
BALANCE AT APRIL 3, 2004
-
8,868
2,468
(1,155)
(709)
9,472
2,665
(424)
(945)
10,768
2,497
(1,950)
(592)
10,723
20.79
26.59
21.20
21.75
22.16
23.72
18.21
23.60
21.75
24.30
20.72
23.82
23.43
Additional information relating to options outstanding as of April 3, 2004, was as follows:
$13.94 - $17.06
$17.13 - $19.56
$20.19 - $25.69
$26.00 - $35.03
(in thousands)
-
-
(in thousands)
-
1,131
1,506
3,966
4,120
10,723
6.2
6.1
8.6
5.4
6.8
14.69
18.79
24.19
26.79
23.43
1,131
1,094
762
3,389
6,376
14.69
19.00
24.15
26.73
22.96
P68
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POLO RALPH LAUREN
In June 2003, a grant of 100,000 restricted stock units was made under our Stock Incentive Plan, and a total of 541 restricted
stock units were granted during Fiscal 2004 in respect of the initial grant in connection with the payment of quarterly cash
dividends on our common stock. An additional 100,000 restricted stock units will be granted on each anniversary of the first
grant date pursuant to an employment agreement with an initial term ending on the last day of Fiscal 2008, and additional units
(the “dividend units”) will be granted in respect of the then outstanding restricted stock units in connection with each cash div-
idend paid on our common stock. The restricted stock units vest on the fifth anniversary of the grant date (with the dividend
units vesting with the underlying restricted stock units in respect of which they are granted) and will be payable solely in shares
of common stock following termination of employment. The vesting of all then outstanding unvested restricted stock units will
be accelerated if termination of employment occurs after the last day of Fiscal 2008, except in the case of termination by the
Company for cause. The unearned compensation in respect of the grants made during the initial term is being amortized over
the period ending on that date.
In July 2002, 300,000 Shares of restricted stock were granted under the Stock Incentive Plan. These shares are subject to
restrictions on transfer and the risk of forfeiture until earned, and vest as follows: 20% on each of the first five anniversaries of
the grant date. The unearned compensation is being amortized over a period equal to the anticipated vesting.
In April 2000, 118,299 Shares of restricted stock were granted under the Stock Incentive Plan. These shares are subject to
restrictions on transfer and the risk of forfeiture until earned, and vest as follows: 25% each on the second, third, fourth and fifth
anniversaries of the grant date. The unearned compensation is being amortized over a period equal to the anticipated vesting.
In March 1998, our Board of Directors authorized the repurchase, subject to market conditions, of up to $100.0 million of
our Shares. Share repurchases were made in the open market over the two-year period which commenced April 1, 1998. The
Board of Directors has authorized the extension of the stock repurchase program through April 1, 2006. Shares acquired under
the repurchase program will be used for stock option programs and for other corporate purposes. The repurchased shares have
been accounted for as treasury stock at cost. As of April 3, 2004, we had repurchased 4,087,906 Shares at an aggregate cost of
$77.5 million. No Shares were repurchased under the stock repurchase program during Fiscal 2004. Certain employees tendered
stock in satisfaction of federal and state witholding taxes incurred due to the vesting of shares granted under our Stock
Incentive Plan. These transactions are treated as stock repurchases and amounted to approximately $1.0 million in Fiscal 2004.
.
Profit Sharing Retirement Savings Plans We sponsor two defined contribution benefit plans covering substantially all eligible
United States employees not covered by a collective bargaining agreement. The plans include a savings plan feature under
Section 401(k) of the Internal Revenue Code. We make discretionary contributions to the plans and contribute an amount
equal to 50% of the first 6% of an employee’s contribution.
Under the terms of the plans, a participant is 100% vested in our matching and discretionary contributions after five years of
credited service. Contributions under these plans approximated $3.8 million, $3.1 million and $6.0 million in Fiscal 2004, 2003
and 2002, respectively.
Supplemental Retirement Plan The Company has a nonqualified supplemental retirement plan for certain highly compensated
employees whose benefits under the 401(k) profit sharing retirement savings plans are expected to be constrained by the opera-
tion of certain Internal Revenue Code limitations. These supplemental benefits vest over time and the compensation expense
related to these benefits is recognized over the vesting period. The amounts accrued under these plans were $17.5 million and
$16.0 million at April 3, 2004 and March 29, 2003, and are reflected in other noncurrent liabilities in the accompanying
consolidated balance sheets. Total compensation expense related to these benefits was $3.8 million, $1.4 million and $2.9 million
in Fiscal 2004, 2003 and 2002, respectively. This liability is partially funded through whole-life policies, which had cash surrender
values of $12.5 million and $11.8 million at April 3, 2004 and March 29, 2003, and are reflected in other assets in the accompany-
ing consolidated balance sheets.
Deferred Compensation We have deferred compensation arrangements for certain key executives which generally provide
for payments upon retirement, death or termination of employment. The amounts accrued under these plans were $4.0 million
and $4.6 million at April 3, 2004 and March 29, 2003, and are reflected in other noncurrent liabilities in the accompanying
consolidated balance sheets. Total compensation expense related to these compensation arrangements was $0.7 million each
year for Fiscal 2004, 2003 and 2002. We fund a portion of these obligations through the establishment of trust accounts on
behalf of the executives participating in the plans. The trust accounts are reflected in other assets in the accompanying consoli-
dated balance sheets.
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POLO RALPH LAUREN
Union Pension We participate in a multi-employer pension plan and are required to make contributions to the Union of
Needletrades Industrial and Textile Employees (“Union”) for dues based on wages paid to union employees. A portion of these
dues is allocated by the Union to a retirement fund which provides defined benefits to substantially all unionized workers. We do
not participate in the management of the plan and have not been furnished with information with respect to the type of benefits
provided, vested and nonvested benefits or assets.
Under the Employee Retirement Income Security Act of 1974, as amended, an employer, upon withdrawal from or termination
of a multi-employer plan, is required to continue funding its proportionate share of the plan’s unfunded vested benefits. Such
withdrawal liability was assumed in conjunction with the acquisition of certain assets from a nonaffiliated licensee. We have no
current intention of withdrawing from the plan.
.
The Company operates in three business segments: wholesale, retail and licensing. Our reportable segments are individual
business units that either offer different products and services, or are managed separately since each segment requires different
strategic initiatives, promotional campaigns, marketing and advertising, based upon its own individual positioning in the market.
Additionally, these segments reflect the reporting basis used internally by senior management to evaluate performance and the
allocation of resources.
Our wholesale segment consists of three operating units: Polo Brands, Lauren and Collection Brands. Each unit designs,
sources, markets and distributes discrete brands. Each of the units primarily sells products to major department and specialty
stores and to our owned and licensed retail stores.
The retail segment operates two types of stores: outlet and full-price stores. The stores sell products purchased from our
licensees, our suppliers and our wholesale segment.
The licensing segment, which consists of product, international and home, generates revenues from royalties through its
licensing alliances. The licensing agreements grant the licensee rights to use our various trademarks in connection with the
manufacture and sale of designated products in specified geographical areas.
The accounting policies of the segments are consistent with those described in Note 1. Intersegment sales and transfers are
recorded at cost and treated as a transfer of inventory. All intercompany revenues and profits or losses are eliminated in consoli-
dation. We do not review these sales when evaluating segment performance. We evaluate each segment’s performance based
upon income or loss from operations before interest, foreign currency gains and losses, restructuring charges and income taxes.
Corporate overhead expenses are allocated to each segment based upon each segment’s usage of corporate resources. The
restructuring charges were allocated as follows: $6.7 million to wholesale and $12.9 million to retail in Fiscal 2004, $12.3 million
to wholesale and $2.1 million to retail in Fiscal 2003 and $16.0 million to retail in Fiscal 2002.
P70
POLO RALPH LAUREN
Our net revenues, income from operations, depreciation and amortization expense and capital expenditures for Fiscal 2004,
2003 and 2002, and total assets as of April 3, 2004, March 29, 2003 and March 30, 2002, for each segment were as follows:
:
(Dollars in thousands)
NET REVENUES:
WHOLESALE
RETAIL
LICENSING
INCOME FROM OPERATIONS:
WHOLESALE
RETAIL
LICENSING
LESS: RESTRUCTURING CHARGES
DEPRECIATION AND AMORTIZATION EXPENSE:
WHOLESALE
RETAIL
LICENSING
CAPITAL EXPENDITURES:
WHOLESALE
RETAIL
LICENSING
CORPORATE
:
(Dollars in thousands)
TOTAL ASSETS:
WHOLESALE
RETAIL
LICENSING
CORPORATE
,
,
,
1,210,397
1,170,447
268,810
2,649,654
1,187,363
1,001,958
250,019
2,439,340
1,198,060
924,273
241,374
2,363,707
93,128
72,915
127,319
293,362
19,566
273,796
33,280
37,605
12,304
83,189
33,491
42,256
1,871
45,408
123,026
124,476
40,366
138,018
302,860
14,443
288,417
30,454
37,118
11,073
78,645
32,020
35,693
5,587
25,364
98,664
158,401
18,799
132,012
309,212
16,000
293,212
33,246
37,877
12,796
83,919
48,829
19,182
4,571
15,426
88,008
,
,
,
857,721
573,625
200,136
638,759
2,270,241
766,460
476,314
157,946
638,102
2,038,822
591,680
534,036
161,912
461,869
1,749,497
Our net revenues for Fiscal 2004, 2003 and 2002, and our long-lived assets as of April 3, 2004 and March 29, 2003 by
geographic location of the reporting subsidiary, were as follows:
:
(Dollars in thousands)
NET REVENUES:
UNITED STATES AND CANADA
EUROPE
OTHER REGIONS
,
,
,
2,073,401
464,098
112,155
2,649,654
1,916,096
458,627
64,617
2,439,340
1,919,587
358,382
85,738
2,363,707
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P71
POLO RALPH LAUREN
:
(Dollars in thousands)
LONG-LIVED ASSETS:
UNITED STATES AND CANADA
EUROPE
OTHER REGIONS
,
,
334,109
59,871
3,348
397,328
312,467
41,472
1,057
354,996
.
Accumulated other comprehensive income is comprised of the effects of foreign currency translation as detailed below.
:
(Dollars in thousands)
FOREIGN CURRENCY TRANSLATION ADJUSTMENT
UNREALIZED LOSSES ON HEDGING DERIVATIVES
ACCUMULATED OTHER COMPREHENSIVE INCOME, NET OF TAX
.
,
,
74,360
(50,418)
23,942
28,834
(18,047)
10,787
As a result of the failure of Jones Apparel Group, Inc. (including its subsidiaries, “Jones”) to meet the minimum sales volumes
for the year ended December 31, 2002, under the license agreements for the sale of products under the “Ralph” trademark
between us and Jones dated May 11, 1998, these license agreements terminated as of December 31, 2003. We advised Jones that
the termination of these license agreements would automatically result in the termination of the license agreements between us
and Jones with respect to the “Lauren” trademark pursuant to the Cross Default and Term Extension Agreement between the
Company and Jones dated May 11, 1998. The terms of the Lauren license agreements would otherwise have expired on
December 31, 2006.
On June 3, 2003, Jones filed a lawsuit against us in the Supreme Court of the State of New York alleging, among other things,
that we had breached the Lauren license agreements by asserting our rights pursuant to the Cross Default and Term Extension
Agreement, and that we induced Ms. Jackwyn Nemerov, the former president of Jones, to breach the noncompete and confiden-
tiality clauses in Ms. Nemerov’s employment agreement with Jones. Jones stated that it would treat the Lauren license
agreements as terminated as of December 31, 2003, and is seeking compensatory damages of $550.0 million, punitive damages
and enforcement of Ms. Nemerov’s agreement. Also on June 3, 2003, we filed a lawsuit against Jones in the Supreme Court of
the State of New York seeking, among other things, an injunction and a declaratory judgment that the Lauren license agree-
ments would terminate as of December 31, 2003, pursuant to the terms of the Cross Default and Term Extension Agreement.
The two lawsuits were consolidated.
On July 3, 2003, we filed a motion to dismiss Jones’ claims regarding breach of the “Lauren” agreements and a motion to stay
the claims regarding Ms. Nemerov pending the arbitration of Jones’ dispute with Ms. Nemerov. On July 23, 2003, Jones filed a
motion for summary judgment in our action against Jones, and on August 12, 2003, we filed a cross-motion for summary
judgment. Oral argument on the motions was heard on September 30, 2003. On March 18, 2004, the Court entered orders
(i) denying our motion to dismiss Jones’ claims against us for breach of the Lauren agreements and (ii) granted Jones’ motion
for summary judgment in our action for declaratory judgment the Lauren agreements terminated on December 31, 2003, and
dismissed our complaint. The order also stayed Jones’ claim against us relating to Ms. Nemerov pending arbitration regarding her
alleged breach of her employment agreement. On April 16, 2004, we moved the Court to reconsider its orders, and a hearing on
our motion was held on May 19, 2004. The Court has not yet issued a ruling as a result of this hearing. We have also filed
notices of appeal of the orders. If Jones’ lawsuit were to be determined adversely to us, it could have a material adverse effect on
our results of operations and financial condition. However, we intend to continue to defend the case vigorously and believe our
position is correct on the merits.
On September 18, 2002, an employee at one of the Company’s stores filed a lawsuit against Polo Retail, LLC and the Company
in the United States District Court for the District of Northern California alleging violations of California antitrust and labor laws.
The plaintiff purports to represent a class of employees who have allegedly been injured by a requirement that certain retail
employees purchase and wear Company apparel as a condition of their employment. The complaint, as amended, seeks an
unspecified amount of actual and punitive damages, disgorgement of profits and injunctive and declaratory relief. The
Company answered the amended complaint on November 4, 2002. A hearing on cross-motions for summary judgment on the
P72
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POLO RALPH LAUREN
issue of whether the Company’s policies violated California law took place on August 14, 2003. The Court granted partial sum-
mary judgment with respect to certain of the plaintiff ’s claims, but concluded that more discovery was necessary before it could
decide the key issue as to whether the Company had maintained for a period of time a dress code policy that violated California
law. The Court ordered the parties to conduct limited discovery to that end. Discovery has been stayed pending the outcome of
mediation between the parties, which will commence on May 12, 2004.
On April 14, 2003, a second putative class action was filed in the San Francisco Superior Court. This suit, brought by the same
attorneys, alleges near identical claims to those in the federal class action. The class representatives consist of former employees
and the plaintiff in the federal court action. Defendants in this class action include the Company, Polo Retail, LLC, Fashions
Outlet of America, Inc., Polo Retail, Inc., San Francisco Polo, Ltd. as well as a non-Polo corporate defendant and two current
managers. As in the federal action, the complaint seeks an unspecified amount of actual and punitive damages, restitution of
monies spent, and declaratory relief. The state class action has been stayed pending resolution of the federal class action.
On October 1, 1999, we filed a lawsuit against the United States Polo Association Inc., Jordache, Ltd. and certain other entities
affiliated with them, alleging that the defendants were infringing on our famous trademarks. This lawsuit continues to proceed
as both sides are awaiting the Court’s decision on various motions. In connection with this lawsuit, on July 19, 2001, the United
States Polo Association and Jordache filed a lawsuit against us in the United States District Court for the Southern District of
New York. This suit, which is effectively a counterclaim by them in connection with the original trademark action, asserts claims
related to our actions in connection with our pursuit of claims against the United States Polo Association and Jordache for
trademark infringement and other unlawful conduct. Their claims stem from our contacts with the United States Polo
Association’s and Jordache’s retailers in which we informed these retailers of our position in the original trademark action. All
claims and counterclaims have been settled, except for the Company’s claims that the defendants violated the Company’s trade-
mark rights. We did not pay any damages in this settlement.
On December 5, 2003, United States Polo Association, USPA Properties, Inc., Global Licensing Sverige and Atlas Design AB
(collectively, “USPA”) filed a Demand for Arbitration against the Company in Sweden under the auspices of the International
Centre for Dispute Resolution seeking a declaratory judgment that the USPA’s so-called Horseman symbol does not infringe on
Polo Ralph Lauren’s trademark and other rights. No claim for damages is stated. On February 19, 2004, we answered the
Demand for Arbitration, contesting the arbitrability of USPA’s claim for declaratory relief. We also asserted our own counter-
claim, seeking a judgment that the USPA’s Horseman symbol infringes on our trademark and other rights. We also seek
injunctive relief and damages in an unspecified amount. On March 5, 2004, USPA answered our counterclaim, denying the alle-
gations set forth therein. A hearing has been set in this matter for June 29, June 30, July 1, August 28 and August 29. We will
continue to contest the arbitrability of USPA’s claim for declaratory relief and continue vigorously to pursue our counterclaim
and contest the claim lodged against us by USPA.
In December, 2003, we received a demand on behalf of a stockholder to inspect the Company’s books and records relating to
the amended and restated employment agreement dated June 23, 2003, between the Company and Ralph Lauren. The demand
asserts that the purpose of the inspection is to determine, among other things, whether the directors of the Company breached
their fiduciary duties in approving the compensation provided for in the employment agreement. While we have provided
certain information, we believe that the issues asserted by the demand are without merit.
We are otherwise involved from time to time in legal claims involving trademark and intellectual property, licensing, employee
relations and other matters incidental to our business. We believe that the resolution of these other matters currently pending
will not, individually or in aggregate, have a material adverse effect on our financial condition or results of operations.
. ()
The following is a summary of certain unaudited quarterly financial information for Fiscal 2004, 2003 and 2002:
(In thousands, except per share data)
NET REVENUES
GROSS PROFIT
NET INCOME
NET INCOME PER SHARE—
BASIC
DILUTED
SHARES OUTSTANDING—BASIC
SHARES OUTSTANDING—DILUTED
,
477,731
248,752
5,055
0.05
0.05
98,377
99,544
. ,
707,777
350,566
54,010
0.55
0.54
98,704
100,781
. ,
645,365
333,002
35,358
0.36
0.35
99,072
101,291
. ,
818,781
390,999
76,531
0.77
0.75
99,699
102,265
P73
POLO RALPH LAUREN
(In thousands, except per share data)
NET REVENUES
GROSS PROFIT
NET INCOME
NET INCOME PER SHARE—
BASIC
DILUTED
SHARES OUTSTANDING—BASIC
SHARES OUTSTANDING—DILUTED
(In thousands, except per share data)
NET REVENUES
GROSS PROFIT
NET INCOME
NET INCOME PER SHARE—
BASIC
DILUTED
SHARES OUTSTANDING—BASIC
SHARES OUTSTANDING—DILUTED
.
,
467,000
232,604
6,460
0.07
0.07
98,161
99,333
,
517,829
262,361
31,051
0.32
0.32
97,109
98,493
. ,
640,839
321,266
51,744
0.53
0.52
98,301
99,319
. ,
595,695
285,640
47,810
0.49
0.49
97,437
98,483
. ,
639,170
307,910
42,812
0.44
0.43
98,412
99,311
. ,
617,095
287,009
45,614
0.47
0.46
97,506
98,504
. ,
692,331
345,821
73,219
0.74
0.74
98,450
99,343
. ,
633,088
311,793
48,025
0.49
0.48
97,814
99,146
On May 25, 2004, the Company entered into a definitive agreement to acquire certain of the assets and to assume certain of
the liabilities of RL Childrenswear Company LLC relating to the Childrenswear Licensee’s licensed childrenswear apparel busi-
ness in the United States, Canada and Mexico (the “Childrenswear Business”). The purchase price for the acquisition of the
Childrenswear Business will be $232.1 million in cash payable at closing, subject to a working capital adjustment, plus up to an
additional $20 million of deferred and contingent cash payments. Payment of the purchase price will be funded by cash on
hand and lines of credit as required. In addition, the Company will assume certain ordinary course trade payables and accrued
expenses of the Childrenswear Licensee and accrued vacation obligations for the Childrenswear Licensee’s employees who will
become employees of the Company following the closing of the acquisition. The assets of the Childrenswear Licensee being
acquired by the Company include, among other things, the license; all inventories of the Childrenswear Licensee; certain leases;
customer lists; supplier lists; and books and records.
The Childrenswear Licensee and certain of its affiliates and shareholders have agreed to indemnify the Company for all of the
liabilities of the Company related to the operation of the Childrenswear Business prior to the closing of the acquisition and
have also agreed that they will not compete with the Childrenswear Business for a period of three years after the closing date. In
addition, the Childrenswear Licensee and certain of its affiliates will provide information systems and accounting services to the
Company for a transitional period following the closing.
The closing of the proposed transaction is subject to customary conditions, including the receipt of certain third-party con-
sents and the expiration or termination of the waiting period under the Hart-Scott-Rodino Antitrust Improvements Act of 1976.
The closing of the transaction is anticipated to occur in late June 2004.
P74
POLO RALPH LAUREN
(1):
(In thousands,
except per share data)
STATEMENTS OF INCOME:
NET SALES
LICENSING REVENUE
NET REVENUES
COST OF GOODS SOLD
GROSS PROFIT
SELLING, GENERAL AND
ADMINISTRATIVE EXPENSES
RESTRUCTURING CHARGE
INCOME FROM OPERATIONS
FOREIGN CURRENCY LOSSES (GAINS)
INTEREST EXPENSE
INCOME BEFORE PROVISION FOR INCOME TAXES
AND CHANGE IN ACCOUNTING PRINCIPLE
PROVISION FOR INCOME TAXES
INCOME AFTER TAX, BEFORE OTHER INCOME AND
CHANGE IN ACCOUNTING PRINCIPLE
OTHER (INCOME) EXPENSE, NET
CUMULATIVE EFFECT OF CHANGE
IN ACCOUNTING PRINCIPLE, NET OF TAXES
NET INCOME
INCOME PER SHARE BEFORE CHANGE
IN ACCOUNTING PRINCIPLE—BASIC
CUMULATIVE EFFECT OF CHANGE
IN ACCOUNTING PRINCIPLE, NET PER SHARE
NET INCOME PER SHARE—BASIC
INCOME PER SHARE BEFORE CHANGE
IN ACCOUNTING PRINCIPLE—DILUTED
CUMULATIVE EFFECT OF CHANGE
IN ACCOUNTING PRINCIPLE, NET PER SHARE
NET INCOME PER SHARE—DILUTED
WEIGHTED-AVERAGE COMMON SHARES
OUTSTANDING—BASIC
WEIGHTED-AVERAGE COMMON SHARES
OUTSTANDING—DILUTED
(Dollars in thousands)
BALANCE SHEET DATA:
CASH AND CASH EQUIVALENTS
WORKING CAPITAL
INVENTORIES
TOTAL ASSETS
TOTAL DEBT
STOCKHOLDERS’ EQUITY
,
,
,
,
,
2,380,844
268,810
2,649,654
1,326,335
1,323,319
1,029,957
19,566
273,796
1,864
10,000
261,932
95,055
166,877
(4,077)
–
170,954
1.73
–
1.73
1.69
–
1.69
98,977
100,960
,
343,477
770,189
363,691
2,270,241
277,345
1,422,073
2,189,321
250,019
2,439,340
1,231,739
1,207,601
2,122,333
241,374
2,363,707
1,216,904
1,146,803
1,982,419
243,355
2,225,774
1,162,727
1,063,047
1,719,226
236,302
1,955,528
1,002,390
953,138
904,741
14,443
288,417
529
13,502
274,386
100,151
174,235
–
–
174,235
1.77
–
1.77
1.76
–
1.76
98,331
99,263
,
343,606
662,202
363,771
2,038,822
349,437
1,208,767
837,591
16,000
293,212
(1,820)
19,033
275,999
103,499
172,500
–
–
172,500
1.77
–
1.77
1.75
–
1.75
97,470
98,522
,
244,733
616,286
349,818
1,749,497
318,402
998,195
822,272
123,554
117,221
(5,846)
25,113
97,954
38,692
59,262
–
–
59,262
0.61
–
0.61
0.61
–
0.61
96,773
97,446
,
102,219
462,144
425,594
1,626,093
383,100
809,309
689,227
–
263,911
–
15,025
248,886
101,422
147,464
–
3,967(2)
143,497
1.49
0.04
1.45
1.49
0.04
1.45
98,927
99,036
,
164,571
446,663
390,953
1,620,562
428,838
772,437
(1) All periods presented represent a 52-week year, except Fiscal 2004, which represents a 53-week year.
(2) The Fiscal 2000 change in accounting principle relates to the Company’s change in accounting for start-up activities.
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P75
POLO RALPH LAUREN
..
Senior Vice President
Public Relations and Financial Communications
.
Executive Vice President
Global Creative Services, Polo Store Development
and Home Collection Design Studio
.
President
Factory Stores and Retail Concept Development
.
President
Lauren Home
President
Lauren Womenswear
President and Chief Operating Officer
Polo Retail Group
. -
President
Ralph Lauren Womenswear Collection Brands
President
New Business Development
.
Group President
Senior Vice President
Sourcing and Manufacturing
Executive Vice President
Women’s Design and Advertising
President
Ralph Lauren Home
President and Chief Operating Officer
Polo Ralph Lauren Europe
.
Executive Vice President
Global Retail Brand Development
.
Senior Vice President
Chief Information Officer
President
Polo Ralph Lauren Menswear
President
International Licensing
Senior Vice President
Advertising, Marketing and Corporate Communications
Executive Vice President
Men’s Design
.
Senior Vice President
Supply Chain, Logistics and Distribution
President and Chief Executive Officer
Club Monaco
.
President
Polo Retail Corporation
.
President
Product Licensing
Chairman and Chief Executive Officer
Polo Ralph Lauren Corporation
.
Senior Advisor
Kurt Salmon Associates
. , .
Chairman of the Executive Committee and
Vice Chairman of the Board of Directors
The Hearst Corporation
. .
President
Fashion Institute of Technology
.
President and Chief Operating Officer
Polo Ralph Lauren Corporation
.
Professor of Law and Public Policy Studies
Duke University
. (1)
Managing Director
Goldman, Sachs & Co.
. (1)
Vice Chairman (retired)
Polo Ralph Lauren Corporation
.
President and Chief Executive Officer
Discovery Communications, Inc.
.
Chairman and Chief Executive Officer
Yahoo! Inc.
. ,
Directeur General, Group Managing Director (retired)
LVMH Moet Hennessy Louis Vuitton
Chairman and Chief Executive Officer
.
President and Chief Operating Officer
.
Senior Vice President of Finance and
Chief Financial Officer
.
Senior Vice President
Human Resources and Legal
©
() Retiring from the Board of Directors upon expiration of current term.
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CORPORATE OFFICES
INDEPENDENT AUDITORS
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INVESTOR RELATIONS
POLO RALPH LAUREN INVESTOR WEBSITE
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Polo Ralph Lauren Corporation’s Class A
Common Stock is listed on the New York
Stock Exchange.
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ANNUAL MEETING
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REGISTRAR AND TRANSFER AGENT
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Company information and news is available on our
investor website at http://investor.polo.com.
Our Annual Reports on Form 10-K, Quarterly
Reports on Form 10-Q, Current Reports on Form 8-K,
and other Securities and Exchange Commission
(SEC) filings are available on our investor website.
Certifications by our Chief Executive Officer and
Chief Financial Officer are included as exhibits to
our SEC reports as required.
Our Corporate Governance Policies, the Charters
for our Audit, Compensation, and Nominating
& Governance Committees, our Code of Business
Conduct and Ethics, and our Code of Ethics for
Principal Executive Officers and Senior Financial
Officers are available on our investor website.
Copies of these documents are available to share-
holders without charge upon written request to
Investor Relations at the Company’s principal address.