2 0 1 4 a n n u a l r e p o r t
r e s t a u r a n t s
i n o p e r a t i o n
1
'78
1
'80
1
'82
2
'84
2
'86
3
'88
4
'90
5
'92
10
'94
17
'96
27
'98
41
'00
62
'02
92
'04
131
'06
159
'08
163
'10
177
'12
189
'14
f i n a n c i a l h i g h l i g h t s
Revenues (in millions)
Comparable restaurant sales (1)
Operating income margin (2)
Diluted net income per share (3)
2014
2013
2012
2011
2010
$1,976.6
$1,877.9
$1,809.0
$1,757.6
$1,659.4
1.5%
7.3%
$1.97
1.1%
8.6%
$2.10
2.2%
8.2%
2.0%
7.7%
2.0%
7.7%
$1.88
$1.64
$1.42
Cash flow from operations (in millions)
$239.6
$204.8
$195.4
$196.1
$167.1
Restaurants open at fiscal year-end (4)
189
180
177
170
163
(1) The Cheesecake Factory restaurants.
(2) Operating income margin in fiscal 2014, 2013, 2012 and 2011 excludes $696, ($561), $9,536 and $1,547,
respectively (in thousands), related to a number of items that we do not consider indicative of our ongoing operations.
Please refer to the section entitled “Non-GAAP Measures” included in Item 6, “Selected Financial Data,” of the Form 10-K
in this Annual Report and the 2011 Annual Report for more information on these items.
(3) Diluted net income per share in fiscal 2014, 2013, 2012, 2011 and 2010 and excludes $0.01, ($0.01), $0.10, ($0.01) and $0.07,
respectively, related to a number of items that we do not consider indicative of our ongoing operations. Please refer to the
section entitled “Non-GAAP Measures” included in Item 6, “Selected Financial Data,” of the Form 10-K
in this Annual Report and the 2011 Annual Report for more information on these items.
(4) Full-service The Cheesecake Factory restaurants, Grand Lux Cafe and RockSugar Pan Asian Kitchen.
t h e c h e e s e c a k e fac to ry
2 0 1 4 a n n ua l r e po rt
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t o o u r s h a r e h o l d e r s
The Cheesecake Factory Incorporated
has been a public company for well
over two decades, and my annual
letter to you provides me with an
opportunity to reflect back on the
past year, as I share our successes and
opportunities, as well as outline our
plans for the future.
2 0 1 4 i n Rev i ew
We achieved our target of opening 10 Company-owned restau-
rants in 2014 both in existing as well as in several new markets,
including Syracuse, New York; Metairie, Louisiana; and Lexington,
Kentucky, to name a few. Restaurants we opened in the past three
years continue to deliver 10% higher sales per square foot relative
to our Company average, driving returns that meet our high hurdle
rates at both the unit level and, in aggregate, at the Company level.
We are committed to returns-focused growth to create value for
shareholders as we continue working our way towards achieving
our long-standing target of 300 Company-owned locations in the
United States.
Internationally, four Cheesecake Factory restaurants opened last
year under licensing agreements, including the first location in
Mexico, in the city of Guadalajara. Our global expansion also con-
tinued in the Middle East with three locations opening last year in
Dubai, Kuwait and Abu Dhabi. Also in 2014, we signed our third
international licensing agreement for expansion in Asia—specifi-
cally Hong Kong, China, Macao, and Taiwan. The Asian market
holds great opportunities for our brand, and we look forward
to the initial restaurant opening in 2016. With three licensing
agreements now in place, The Cheesecake Factory’s global presence
is growing, and each of our agreements also has the potential to
expand into additional countries as well.
We maintained strong scores in overall guest satisfaction last year,
which is one of the key indicators we use to measure our perfor-
mance. Directly related to this achievement was winning the top
spot as favorite casual dining restaurant in an annual survey con-
ducted by Nation’s Restaurant News. Its Consumer Picks survey is a
comprehensive study that rates restaurant chains based on customer
preferences. Winning this award for the third consecutive year is a
wonderful acknowledgement – and one more indicator – that we
are living up to our mission of providing an outstanding experience
to our guests.
Nearly 90 million guests experienced The Cheesecake Factory in
2014 driving industry-leading average annual sales of $10.5 million
per restaurant. Last year marked our fifth consecutive year of
delivering positive quarterly comparable restaurant sales. Our
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page 2
2 0 1 4 a n n ua l r e po rt
t h e c h e e s e c a k e fac to ry
l e t t e r t o
s h a r e h o l d e r s
consistency with respect to comparable sales performance is note-
worthy, as the casual dining industry experienced some volatility
last year.
Although sales were solid and within our expectations, our earn-
ings were hindered by external cost pressures. Spikes in certain
commodity prices as well as unusually high medical insurance costs
consumed about 30 cents in earnings per share, and with it, our
earnings growth for the year.
And yet, even in spite of a significant increase in expenses, we
continued to generate a substantial amount of free cash flow. We
returned roughly $171 million in cash to our shareholders last year
through a combination of share repurchases and dividends. For the
second year in a row we grew our dividend, with an 18% increase
in 2014, as we delivered on our commitment to drive higher total
shareholder returns.
Our strategy continues to be built around the long-term drivers of
success—the guest experience, encompassing best-in-class menu in-
novation and service; an effective expansion strategy; and attracting
and retaining a talented workforce. We are solidly executing across
this foundation, which positions us well for the future.
Looki ng Ahea d
We are off to an excellent start in 2015 by being named to
Fortune magazine’s list of the 100 Best Companies to Work For®.
This is the second year in a row that we received this honor,
and we are incredibly gratified by it. The selection process for
this recognition is based primarily on feedback from our staff
members with respect to their level of engagement, pride in the
Company, trust in our leadership and camaraderie in our restau-
rants, bakery production facilities and corporate support center.
We are the only restaurant company to make Fortune’s list this
year, and our standing improved relative to last year—details that
we take great pride in.
We expect 2015 to be another year of growth for our Company.
We anticipate slightly higher than usual growth in sales from our
existing base of restaurants, supported by a number of initiatives to
increase guest traffic. In addition, we are planning for as many as
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11 new restaurant openings domestically, which will also contribute
to our top-line growth this year. Our international expansion will
continue in Mexico and the Middle East under licensing agree-
ments, and the flow through on those royalties will be a primary
driver of anticipated operating margin expansion in 2015. Our
free cash flow is again earmarked for share repurchases and divi-
dends, as we productively allocate our capital and return all cash
not used for reinvestment in the Company back to shareholders.
Technology will be an important theme for us in 2015, as we contin-
ue to strengthen our information technology systems and the security
of our data, as well as execute the next phase of our IT strategy in
our restaurants. We are testing mobile payment in our restaurants
this Spring with a branded Cheesecake Factory app that guests will
be able to download to their mobile devices. Initially, the app only
will be used for mobile payment; however, the potential exists to
expand its functionality in the future. This pilot will provide us with
important insight as to guest adoption and usage, as well as how
technology could further improve throughput in our restaurants.
Our sustainability initiative is taking shape as we begin to execute
on ways we can reduce our environmental impact. In addition to
installing new energy efficient equipment in our back-of-the-house
restaurant operations, our plans in 2015 also include installing so-
lar panels at our corporate support center. We are also continuing
to work with our vendors to better understand the sustainability
impacts of our supply chain.
In addition to our near-term focus to drive performance this year,
we are also looking ahead to shape our Company’s future. We are
actively working on expanding our options for meaningful growth
in the future through new concepts and/or leveraging the power of
The Cheesecake Factory brand. Our approach will be thoughtful
and highly selective, as we work to incrementally bolster our roadmap
for growth. Ultimately, we look to produce higher earnings growth,
create more value for shareholders through solid returns on capital,
and increase total shareholder returns for many years to come.
In Conclusion
We remain highly differentiated in the industry and competitively
well positioned. We are confident in our prospects for the future
and poised to deliver the consistent and dependable performance
that shareholders expect from us.
In closing, I extend my sincere gratitude to our management team
and all of our staff members for the incredible work they do every
day taking care of our guests and fostering our culture of excellence.
And to our community of shareholders, restaurant guests, bakery
customers, suppliers and international licensees, thank you for your
ongoing support and spirit of partnership.
Best regards,
FORTUNE and 100 Best Companies to Work For® are registered trademarks of Time Inc. and are used under license. From FORTUNE Magazine, March 15, 2015 ©2015 Time Inc. FORTUNE and Time Inc. are not affiliated with, and do not endorse
products or services of, The Cheesecake Factory Incorporated.
David Overton
Founder, Chairman
and Chief Executive Officer
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934
For the fiscal year ended December 30, 2014
or
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934
Commission File Number 0-20574
THE CHEESECAKE FACTORY INCORPORATED
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction
of incorporation or organization)
26901 Malibu Hills Road
Calabasas Hills, California
(Address of principal executive offices)
51-0340466
(I.R.S. Employer
Identification No.)
91301
(Zip Code)
Registrant’s telephone number, including area code: (818) 871-3000
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Common Stock, par value $.01 per share
Name of each exchange on which registered
The NASDAQ Stock Market LLC (NASDAQ Global Select Market)
Preferred Stock Purchase Rights
(Currently attached to and trading with the Common Stock)
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes
No (cid:3) (cid:3)
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes (cid:3) No (cid:3) (cid:3)
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports),
and (2) has been subject to such filing requirements for the past 90 days. Yes (cid:3) No (cid:3) (cid:3)
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every
Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during
the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files). Yes (cid:3) No (cid:3) (cid:3)
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not
be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III
of this Form 10-K or any amendment to this Form 10-K. (cid:3) (cid:3)
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller
reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2
of the Exchange Act.
Large accelerated filer (cid:3)
Accelerated filer (cid:3)
Non-accelerated filer (cid:3)
(Do not check if a smaller reporting company)
Smaller reporting company (cid:3)
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes
No (cid:3)
The aggregate market value of the voting stock held by non-affiliates of the registrant as of the last business day of the second fiscal
quarter, July 1, 2014, was $2,159,555,294 (based on the last reported sales on The NASDAQ Stock Market on that date).
As of February 16, 2015, 49,951,875 shares of the registrant’s Common Stock, $.01 par value per share, were outstanding.
Part III of this Form 10-K incorporates by reference information from the registrant’s proxy statement for the annual meeting of
stockholders to be held on May 28, 2015.
DOCUMENTS INCORPORATED BY REFERENCE
TABLE OF CONTENTS
PART I
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
PART II
Item 5.
Item 6.
Item 7.
Item 7A.
Item 8.
Item 9.
Item 9A.
Item 9B.
PART III
Item 10.
Item 11.
Item 12.
Item 13.
Item 14.
PART IV
Business
Risk Factors
Unresolved Staff Comments
Properties
Legal Proceedings
Mine Safety Disclosures
Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity
Securities
Selected Financial Data
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Quantitative and Qualitative Disclosures About Market Risk
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Controls and Procedures
Other Information
Directors, Executive Officers and Corporate Governance
Executive Compensation
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
Certain Relationships and Related Transactions, and Director Independence
Principal Accounting Fees and Services
Item 15.
Exhibits, Financial Statement Schedules
Page
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1
12
23
23
24
24
24
24
27
28
38
38
38
38
39
40
40
40
40
40
40
40
40
Forward-Looking Statements
PART I
Certain information included in this Form 10-K and other materials filed or to be filed by us with the Securities and Exchange
Commission (“SEC”), as well as information included in oral or written statements made by us or on our behalf, may contain
forward-looking statements about our current and expected performance trends, growth plans, business goals and other matters.
These statements may be contained in our filings with the SEC, in our press releases, in other written communications, and
in oral statements made by or with the approval of one of our authorized officers. Words or phrases such as “believe,” “plan,” “will
likely result,” “expect,” “intend,” “will continue,” “is anticipated,” “estimate,” “project,” “may,” “could,” “would,” “should” and
similar expressions are intended to identify forward-looking statements. These statements, and any other statements that are not
historical facts, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as
codified in Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as
amended (the “Acts”) and are based on our current expectations and involve risks and uncertainties which may cause results to differ
materially from those set forth in the statements.
In connection with the “safe harbor” provisions of the Acts, we have identified and are disclosing important factors, risks and
uncertainties that could cause our actual results to differ materially from those projected in forward-looking statements made by us, or
on our behalf. (See Item 1A — Risk Factors). These cautionary statements are to be used as a reference in connection with any
forward-looking statements. The factors, risks and uncertainties identified in these cautionary statements are in addition to those
contained in any other cautionary statements, written or oral, which may be made or otherwise addressed in connection with a
forward-looking statement or contained in any of our subsequent filings with the SEC. Because of these factors, risks and
uncertainties, we caution against placing undue reliance on forward-looking statements. Although we believe that the assumptions
underlying forward-looking statements are reasonable, any of the assumptions could be incorrect, and there can be no assurance that
forward-looking statements will prove to be accurate. Forward-looking statements speak only as of the date on which they are
made. Except as may be required by law, we do not undertake any obligation to modify or revise any forward -looking statement to
take into account or otherwise reflect subsequent events or circumstances arising after the date that the forward-looking statement was
made.
ITEM 1. BUSINESS
General
Our business operations originated in 1972 when Oscar and Evelyn Overton founded a small bakery in the Los Angeles
area. In 1978, their son, David Overton, our Chairman of the Board and Chief Executive Officer, led the creation and opening of the
first The Cheesecake Factory restaurant in Beverly Hills, California. In 1992, the Company was incorporated in Delaware as The
Cheesecake Factory Incorporated (referred to herein as the “Company” or as “we,” “us” and “our”) to consolidate the restauran t and
bakery businesses of its predecessors operating under The Cheesecake Factory® mark. Our executive offices are located at 26901
Malibu Hills Road, Calabasas Hills, California 91301, and our telephone number is (818) 871-3000.
As of February 27, 2015, we operated 189 Company-owned restaurants: 177 under The Cheesecake Factory® mark, 11 under
the Grand Lux Cafe® mark and one under the RockSugar Pan Asian Kitchen® mark. Internationally, eight The Cheesecake Factory
branded restaurants operate under licensing agreements. We also operated two bakery production facilities, which produce desserts
for our restaurants, international licensees and third-party bakery customers.
In contrast to many chain restaurant operations, substantially all of our menu items, except those desserts manufactured at our
bakery production facilities, are prepared daily at our restaurants with high quality, fresh ingredients using innovative and proprietary
recipes. One of our competitive strengths is our ability to anticipate consumer dining and taste preferences and adapt our expansive
menu to the latest trends in food consumption. We regularly update our ingredients and cooking methods, as well as create new menu
items, to improve the variety, quality and consistency of our food and keep our menu relevant to consumers. We review and
selectively update our entire menu twice a year for customer appeal and pricing. All new menu items are tested and selected based on
uniqueness, anticipated sales popularity, preparation technique and profitability.
We place significant emphasis on the distinctive, contemporary interior design and decor of our restaurants, which create a high
energy ambiance in a casual setting. Our restaurants require a higher investment per square foot than is typical for the casual dining
industry. However, our restaurants have historically generated annual sales per square foot that are also typically higher than our
competitors. Our stylish restaurant design and decor contribute to the distinctive dining experience enjoyed by our customers. Our
restaurants feature large, open dining areas and a contemporary kitchen design.
We maintain a general website at www.thecheesecakefactory.com. Our annual reports on Form 10-K, quarterly reports on
Form 10-Q, current reports on Form 8-K, all amendments to those reports, and our proxy statements are available on our website at no
charge, as soon as reasonably practicable after these materials are filed with or furnished to the SEC. Our filings are also available on
the SEC’s website at www.sec.gov .
The content of our website is not incorporated by reference into this Form 10-K.
1
Throughout this report, we use the term “restaurants” to include The Cheesecake Factory, Grand Lux Cafe and RockSugar Pan
Asian Kitchen, unless otherwise noted. For segment information, see Note 15 of Notes to Consolidated Financial Statements in
Part IV, Item 15. We utilize a 52/53-week fiscal year ending on the Tuesday closest to December 31
purposes. Fiscal years 2014, 2013 and 2012 each consisted of 52 weeks.
st for financial reporting
The Cheesecake Factory Restaurant Concept
The Cheesecake Factory restaurants provide a distinctive, high quality dining experience at moderate prices by offering an
extensive, innovative and evolving menu in an upscale casual, high energy setting with attentive, efficient and friendly service. As a
result, The Cheesecake Factory restaurants appeal to a diverse consumer base across a broad demographic range. Our extensive menu
enables us to compete for substantially all dining preferences and occasions, from the key lunch and dinner day parts to the
mid-afternoon and late-night day parts, which are traditionally weaker times for most casual dining restaurants. The Cheesecake
Factory restaurants are open seven days a week for lunch and dinner, as well as Sunday brunch. All of our restaurants offer a
full-service bar where our entire menu is served. Our alcoholic beverage sales represented approximately 13% of The Cheesecake
Factory restaurant sales for fiscal 2014, 2013 and 2012.
The Cheesecake Factory menu features more than 200 items in addition to items presented on supplemental menus, such as our
SkinnyLicious® menu, which offers approximately 50 innovative items at 590 calories or less. Our core menu offerings include
appetizers, pizza, seafood, steaks, chicken, burgers, small plates, pastas, salads, sandwiches, omelettes and desserts, including choices
that are considered “gluten-free” under current regulations and approximately 50 varieties of cheesecake and other quality baked
desserts. Examples of menu offerings include Chicken Madeira, Cajun Jambalaya Pasta, Thai Lettuce Wraps, Avocado Eggrolls and
our Smokehouse BBQ burger.
Our ability to create, promote and attractively display our unique line of desserts is also important to the competitive
positioning and financial success of our restaurants. Our brand identity and reputation for offering high quality desserts results in a
significant level of dessert sales, between 15% and 16% of The Cheesecake Factory restaurant sales for fiscal 2014, 2013 and 2012.
Grand Lux Cafe Concept
Grand Lux Cafe is an upscale casual dining concept that offers globally-inspired, artisan cuisine with an ambiance of modern
sophistication. Using fresh ingredients prepared with advanced cooking techniques, the approximately 200 item menu at Grand Lux
Cafe offers classic American dishes and international favorites, including appetizers, pasta, seafood, steaks, chicken, burge rs, salads,
specialty items and desserts. Examples of menu offerings include our Crispy Caramel Chicken, Buffalo Chicken Rolls and Shrimp
Scampi. Each Grand Lux Cafe features an onsite bakery which produces a selection of signature made-to-order desserts, and a
full-service bar. Our alcoholic beverage sales represented approximately 17% of Grand Lux Cafe sales for fiscal 2014, 2013 and
2012. Our Grand Lux Cafe restaurants are open seven days a week for lunch and dinner, as well as weekend brunch. Our location in
the Venetian Resort-Hotel-Casino in Las Vegas, Nevada is open 24 hours a day and its sister location in the Palazzo
Resort-Hotel-Casino is open 20 hours a day.
In fiscal 2012, we opened a newly designed Grand Lux Cafe in Cherry Hill, New Jersey, and we plan to open at least one
Grand Lux Cafe in fiscal 2015. During fiscal 2013, we closed three of our Grand Lux Cafe restaurants, each of which had previously
been fully impaired, because they were not delivering the necessary sales volumes to drive our required returns. (See Item 1A —
Risk Factors — “Our inability to successfully operate or expand our Grand Lux Cafe and RockSugar Pan Asian Kitchen brands could
adversely affect our ability to grow these concepts, which could materially harm our financial performance.”)
RockSugar Pan Asian Kitchen Concept
RockSugar Pan Asian Kitchen features a Southeast Asian menu in an upscale casual dining setting. The unique décor of this
restaurant features design elements true to the restaurant’s Southeast Asian branding. RockSugar Pan Asian Kitchen showcases the
cuisines of Thailand, Vietnam, Malaysia, Singapore, Indonesia and India with approximately 75 dishes served Asian “family-style” to
create an atmosphere that encourages sharing and conversation. Examples of menu offerings include Lacquered BBQ Ribs, Thai
Basil Cashew Chicken, Ginger Fried Rice and Crispy Samosas. RockSugar Pan Asian Kitchen also features a full-service bar with an
extensive wine list and exotic cocktails. We also offer freshly-made desserts that infuse traditional French flair into nearly a dozen
Asian-influenced items. We currently operate one RockSugar Pan Asian Kitchen restaurant in Los Angeles, California. (See Item
1A — Risk Factors — “Our inability to successfully operate or expand our Grand Lux Cafe and RockSugar Pan Asian Kitchen brands
could adversely affect our ability to grow these concepts, which could materially harm our financial performance.”)
Competitive Positioning
The restaurant industry is highly competitive with respect to menu and food quality, service, access to qualified operations
personnel, location, décor and value. We compete directly and indirectly with national and regional restaurant casual dining chains,
2
as well as locally-owned restaurants, for customer traffic. We also compete with other restaurants and retail establishments for
quality site locations and qualified personnel to operate our restaurants. In addition, we face competition from quick-service
restaurants, mobile catering and grocery stores that have increased the quality and variety of their product offerings in response to
consumer demand. Many of our competitors have significantly greater financial and operational resources and larger economies of
scale than we do. (See Item 1A — Risk Factors — “Failure to effectively compete for the patronage of our customers could result in
reduced customer traffic at our restaurants, which may adversely impact our financial performance.”)
The restaurant industry is comprised of multiple segments, including fine dining, casual dining and quick -service. Casual
dining can be sub-divided further into upscale casual, core casual and fast casual dining. Our restaurants operate in the upscale casual
dining segment, which is differentiated by freshly prepared and innovative food, flavorful recipes with creative presentations, unique
restaurant layouts, eye-catching design elements and more personalized service. Upscale casual dining is positioned above core
casual dining, with standards that are closer to fine dining. We believe that we are a leader in upscale casual dining given the high
average sales per square foot of our restaurants as compared to others in this segment.
The key elements that drive our total customer experience and position us favorably from a competitive standpoint include the
following:
Award-Winning, Extensive and Innovative Menu. Our restaurants offer one of the broadest menus in casual dining and feature
a wide array of flavors with portions designed for sharing. Substantially all of our menu items, except desserts manufactured at our
bakery production facilities, are prepared daily at each restaurant using high quality, fresh ingredients based on innovative and
proprietary recipes. We generally update our menus twice each year to respond to evolving consumer dining preferences and food
trends. Our popularity among consumers is demonstrated by the following awards received in 2014 — Market Force survey
“Favorite Casual-Dining Restaurant Chain” and Nation’s Restaurant News Consumer Picks winner for “Casual-Dining Restaurant
Chains.”
Our bakery production facilities produce approximately 70 varieties of cheesecakes and other baked desserts for our
restaurants, international licensees and third-party bakery customers using high quality dairy and other ingredients. We periodically
introduce new and innovative cheesecakes and other baked desserts as part of our menu enhancements and for our external customers,
including the introduction of a special cheesecake each year in conjunction with National Cheesecake Day.
Commitment to Excellent Service and Hospitality through the Selection, Training and Retention of High Quality Staff
Members. Our mission is to “create an environment where absolute customer satisfaction is our highest priority.” We strive to
consistently exceed the expectations of our customers in all aspects of their experience in our restaurants. One of the most important
aspects of delivering dependable, quality service is experienced staff members who can execute our concepts according to our high
standards. Our recruitment, selection, training and retention programs are among the most comprehensive in the restaurant industry,
enabling us to attract and retain qualified staff members who are motivated to consistently provide excellence in customer
hospitality. By providing extensive training, our goal is to encourage our staff members to develop a sense of personal commitment
to our core values and culture of excellence in restauranteuring and customer hospitality. (See “Restaurant Operations and
Management” below.) Our focus on the development and engagement of our staff and managers has contributed to The Cheesecake
Factory being named to Fortune magazine’s 2014 “100 Best Companies to Work For” list.
High Quality, High Profile Restaurant Locations and Flexible Site Layouts. We target restaurant sites in high quality, high
profile locations with a balanced mix of residences, tourism and businesses, including shopping and entertainment outlets. We have
the flexibility to design our restaurants to accommodate a wide array of urban and suburban site layouts, including multi-level
locations. Our restaurants feature large, open dining areas and a contemporary kitchen design. The table and seating layouts of our
restaurants are flexible, permitting tables and seats to be easily rearranged to accommodate both smaller and large parties, thus
permitting more effective utilization of seating capacity. Both interior and exterior patio seating, available at approximately 90% of
our restaurants, allow for additional customer capacity at a comparatively low occupancy cost per seat. Exterior patio seating is
available as weather permits. (See “New Restaurant Site Selection and Development” below.)
Distinctive Restaurant Design and Decor. Our restaurants’ distinctive contemporary design and decor create a high energy,
non-chain image and upscale ambiance in a casual setting. The Cheesecake Factory restaurant design has evolved over time to
remain current while retaining a similar look and feel to our existing restaurants. We apply high standards to the maintenance of our
restaurants to keep them in “like new” condition.
Value Proposition. We believe The Cheesecake Factory and Grand Lux Cafe restaurants are recognized by consumers for
offering value with freshly prepared menu items across a broad array of price points and generous food portions at moderate
prices. Over the past several years, we have introduced new menu items and categories at our restaurants, such as our SkinnyLicious
menu and gluten-free choices, further enhancing the variety and price point offerings to our customers. The average check for each
The Cheesecake Factory restaurant customer, including beverages and desserts, was approximately $20.20, $19.70 and $19.30 for
fiscal 2014, 2013 and 2012, respectively. The average check per restaurant customer at Grand Lux Cafe was approximately $20.40,
$20.10 and $19.60 for fiscal 2014, 2013 and 2012, respectively.
3
Vertical Integration of our Bakery Operations. The primary role of our bakery operations is to produce innovative, high
quality cheesecakes and other baked desserts for sale at our restaurants and those of our international licensees, which is important to
our competitive positioning. Vertical integration of this vital part of our brand gives us control over the creativity and quality of our
desserts and is also more profitable than buying from a third party.
Expansion of Company-Owned Locations
We believe the viability of The Cheesecake Factory concept has been successfully demonstrated in a variety of layouts (i.e.,
single or multi-level, from 7,000 to 17,000 interior square feet), site locations (i.e., urban or suburban shopping malls, lifestyle centers,
retail strip centers, office complexes and entertainment centers — either freestanding or in-line) and trade areas. Accordingly, we
intend to continue developing The Cheesecake Factory restaurants in high quality, high profile locations that meet our rigorous site
standards. We have the flexibility in our restaurant designs to penetrate a wide variety of markets across varying population densities
in both existing and new markets. We currently expect that there is potential to grow the concept to 300 Company-owned and
operated restaurants over time. (See “New Restaurant Site Selection and Development” below.) In addition to expanding The
Cheesecake Factory restaurant concept, we plan to selectively consider other means to leverage our competitive strengths, inc luding
development or acquisition of new restaurant concepts or expansion of our brand to other retail opportunities.
We opened ten, nine and eight new restaurants in fiscal 2014, 2013 and 2012, respectively, including one Grand Lux Cafe in
2012. The average interior square footage for these restaurants was 8,700, 9,300 and 9,000, respectively. The number of restaurants
opened in fiscal 2014 and 2013 includes the relocation of one and three The Cheesecake Factory restaurants, respectively. We may
periodically relocate certain restaurants as lease terms expire and/or to optimize our presence in certain trade areas. In addition, we
opened our first Company-owned restaurant outside of the United States in Puerto Rico in August 2013. (See Item 1A — Risk
Factors — “We may incur additional costs if we are unable to renew our restaurant leases on similar terms and conditions, or at all, or
to relocate the locations of our restaurants in certain trade areas, which could harm our financial performance.”) In fiscal 2013, we
closed three Grand Lux Cafe locations because they were not delivering the necessary sales volumes to drive our required returns.
During fiscal 2012, we closed one The Cheesecake Factory restaurant upon lease expiration.
From the beginning of the recession in 2008 through 2012, the number of sites we would consider appropriate for our
restaurants fell considerably below historical levels due to a variety of factors, including the lack of new development by
landlords. Starting in 2013, we began to see a slight increase in the number of potential sites that meet our criteria, primarily in mall
renovations or expansions. As the economy continues to improve, the number of such potential sites is increasing slightly, including
new shopping center developments earmarked for openings beyond fiscal 2015. We expect to open as many as eleven restaurants in
fiscal 2015, including at least one Grand Lux Cafe.
It is difficult for us to precisely predict the timing of our new restaurant openings due to many factors that are outside of our
control (see “New Restaurant Site Selection and Development” below). We continually look for additional sites that meet our
standards and are negotiating leases for potential future locations. (See Item 1A — Risk Factors — “If we are unable to secure an
adequate number of high quality sites for future restaurant openings, the growth of our concepts may be adversely impacted, which
could harm our financial performance.”)
Expansion of Licensed Locations
In fiscal 2011, we entered into an exclusive licensing agreement with a restaurant and retail operator based in Kuwait to
develop The Cheesecake Factory restaurants in the Middle East. This agreement, as amended in 2013, provides for the development
of up to 24 restaurants in the United Arab Emirates, Kuwait, Bahrain, Qatar, the Kingdom of Saudi Arabia and Lebanon, with the
opportunity to expand the agreement to include other markets in the Middle East, North Africa, Central and Eastern Europe, Russia
and Turkey. This licensee currently operates seven locations, four in the United Arab Emirates, two in Kuwait and one in the
Kingdom of Saudi Arabia.
In fiscal 2013, we entered into an exclusive licensing agreement with a restaurant operator based in Mexico to develop up to 12
The Cheesecake Factory restaurants in Mexico and Chile, with the potential to expand the agreeme nt to Argentina, Brazil, Colombia
and Peru. This licensee opened its first restaurant in Guadalajara, Mexico in July 2014.
In April 2014, we entered into an exclusive licensing agreement with a restaurant operator based in Hong Kong to develop up
to 14 The Cheesecake Factory restaurants in Hong Kong, Macao, Taiwan and the People’s Republic of China, with the opportunity to
expand the agreement to include Japan, South Korea Malaysia, Singapore and Thailand. The first restaurant is expected to open in
fiscal 2016.
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These licensing agreements include initial development fees, site and design fees and ongoing royalties on our licensees’
restaurant sales. In addition, our licensees purchase bakery products branded under The Cheesecake Factory® trademark from us.
As we evaluate other international markets, we will consider opportunities to directly operate certain locations ourselves and/or
enter into licensing, joint venture or partnership arrangements with other established companies over time covering other international
areas. We are very selective in our assessment of potential partners and licensees, focusing on well-capitalized companies that have
established business infrastructures, expertise in multiple countries, experience in operating upscale casual dining restaurants and
sound governance practices. We look to associate with companies who will protect our brands and operate our concept in a high
quality, consistent manner.
For a discussion of certain risks related to our international expansion efforts, see Item 1A — Risk Factors — “We face a
variety of risks related to our international expansion and global brand development efforts that could negatively affect our brand,
require additional infrastructure to support such efforts, and expose us to additional liabilities under foreign laws, any of which could
harm our financial performance.”
New Restaurant Site Selection and Development
Where we locate our restaurants is critical to our long-term success, and we devote significant time and resources to analyzing
each prospective site. We consider many factors when assessing the suitability of a site, including demographics of the trade area
such as average household income, and historical and anticipated population growth. Since our restaurant concepts can be
successfully executed within a variety of site locations and layouts, we are highly flexible in choosing suitable locations. We focus
on high quality, high profile sites and scale the appropriate restaurant size to each location. While there are common decor elements
within each of our The Cheesecake Factory restaurant sites, the designs are customized for the specifics of each location, including the
building type, square footage and layout of available space. Our existing restaurants range from 7,000 to 17,000 interior square feet,
and we expect the majority of our new restaurants to vary from between 7,000 and 10,000 interior square feet, generally with
additional exterior and/or interior patio seating, selected appropriately for each market and specific site.
The relatively high sales productivity of our restaurants provides opportunities to obtain competitive leasing terms from
landlords. Due to the flexible and customized nature of our restaurant operations and the complex design, construction and
preopening processes for each new location, our lease negotiation and restaurant development time frames vary. The development
and opening process usually ranges from six to eighteen months, depending largely on the availability of the leased space we intend to
occupy, and can be subject to delays either due to factors outside of our control or to our selective timing of restaurant openings. (See
Item 1A — Risk Factors — “If we are unable to secure an adequate number of high quality sites for future restaurant openings, the
growth of our concepts may be adversely impacted, which could harm our financial performance.”)
Unit Economics
The operation of high quality restaurants and the selection of premier locations that fit our criteria contribute to the continuing
appeal of The Cheesecake Factory to consumers. This popularity is reflected in our average sales per restaurant and per square foot,
which are among the highest of any publicly-held restaurant company.
Average sales per The Cheesecake Factory restaurant open for the full year were approximately $10.5 million, $10.3 million
and $10.1 million for fiscal 2014, 2013 and 2012, respectively. Since each of our restaurants has a customized layout and differs in
size, an effective method to measure the unit economics of our sites is by square foot. Average sales per productive square foot
(defined as all interior square footage plus seasonally-adjusted patio square footage) for The Cheesecake Factory restaurants open for
the full year were approximately $942, $921 and $902 for fiscal 2014, 2013 and 2012, respectively.
We lease all of our restaurants and utilize capital for leasehold improvements and furnishings, fixtures and equipment
(“FF&E”) to build out our restaurant premises. Total costs are targeted at an average of $700 to $800 per interior square foot for The
Cheesecake Factory restaurants. The construction costs to build our restaurant premises vary geographically. Additionally, our
investment cost per square foot also varies from restaurant to restaurant, depending on the complexity of our build-out, site
characteristics, governmental fees and permits, labor conditions in the local market and the amount, if any, of construction
contributions obtained from our landlords for structural additions and other leasehold improvements.
In selecting sites for our restaurants, an important objective is to earn an appropriate return on investment. We measure returns
using a fully-capitalized cash return on investment calculated by dividing EBITDAR (earnings before interest, taxes, depreciation and
amortization, and rent expense) by our cash investment plus capitalized rent (computed as eight times annual rent). We target an
average return of between 18% and 20% for new restaurants. Average return for The Cheesecake Factory restaurants in our
comparable sales base was 23% in fiscal 2014, 2013 and 2012.
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Our new restaurants typically open with initial sales volumes well in excess of their sustainable run-rate levels. This initial
“honeymoon” effect usually results from grand opening publicity and other consumer awareness activities that generate higher than
usual customer traffic for our concepts, particularly in new markets. During the three to six months following the opening of new
restaurants, customer traffic generally settles into its normal pattern, resulting in sales volumes that gradually adjust downward to their
sustainable run-rate level. Additionally, our new restaurants usually require a four to six month period after opening to reach their
targeted restaurant-level operating margins due to cost of sales and labor inefficiencies commonly associated with new, highly
complex casual dining restaurants such as ours.
Restaurant Operations and Management
Our ability to consistently and properly execute a complex menu offering items prepared daily with high quality, fresh
ingredients in an upscale casual, high-volume dining environment is critical to our overall success. We employ detailed operating
procedures, standards, controls, food line management systems, and cooking methods and processes to accommodate our extensive
menu and to drive sales productivity. However, the successful day-to-day operation of our restaurants remains critically dependent
on the ability, dedication and engagement of our General Managers (“GM”), Executive Kitchen Managers (“EKM”) and all other
management and hourly staff members working at our restaurants. Competition among restaurant companies for qualified personnel
remains high. (See Item 1A — Risk Factors — “If we are unable to successfully recruit and retain qualified restaurant management
and operating personnel in an increasingly competitive market, we may be unable to effectively grow our business and revenues,
including executing on our plans for domestic and international expansion, which could have an adverse impact on our financial
performance.”)
We believe that the high average sales volumes and popularity of our restaurants allow us to attract and retain high quality,
experienced restaurant-level management and other operational personnel. Each restaurant is staffed with one GM, one EKM and an
average of six to ten additional kitchen and front-of-the-house managers, depending on the size and sales volume of each
restaurant. Our GMs possess an average of more than ten years of experience with the Company. All newly-recruited restaurant
management personnel complete an extensive training program during which they receive both classroom and on-the-job instruction
in areas such as food quality, customer service, safety and preparation, financial management and cost controls, staff relations and
liquor liability avoidance. Managers continue their development by participating in and completing a variety of training and
development activities to assess their skills and knowledge necessary for continued upward progression through our management
levels.
Each restaurant GM reports to an Area Director of Operations (“ADO”) who supervises the operations of seven to eight
restaurants in a region. In turn, each ADO reports to one of four Regional Vice Presidents of Restaurant Operations. Our EKMs
report to their GMs, but are also supervised by an Area Kitchen Operations Manager responsible for between eight and nine
restaurants. Our restaurant field supervision organization also includes our Senior Vice President of Operations, Chief Culinary
Officer, an operations services team and a performance development department who are collectively responsible for day-to-day
operations, managing new restaurant openings and training for all operational managers and staff.
To enable us to more effectively compete for and retain the highest quality restaurant management personnel, we offer an
innovative and comprehensive compensation program for our restaurant GMs and EKMs. Each participant receives a competitive
base salary and has the opportunity to earn a cash bonus based on quantitative restaurant performance metrics. GMs are also eligible
to use a Company-leased vehicle. In addition, we provide a longer-term, equity incentive program to our GMs and EKMs based on
their extended service with us in their respective positions and their achievement of certain established performance objectives during
that period. We believe that these awards encourage our GMs and EKMs to think and act as business owners, assist in retention of
restaurant management, and align our managers’ interests with those of our stockholders. (See Item 1A — Risk Factors — “Our
inability to offer long-term equity incentive compensation may harm our ability to retain key employees, which could adversely affect
our operations and financial performance.”)
Our restaurant GMs are responsible for selecting and training hourly staff members for their respective restaurants. Each
restaurant is staffed, on average, with approximately 170 hourly staff members. We require each hourly staff member to participate
in a formal training program for his or her respective position in the restaurant, under the supervision of other experienced staff
members and restaurant management. We strive to foster enthusiasm and commitment in our staff members through daily staff
meetings and dedicated time for training. We solicit suggestions concerning restaurant operations and other aspects of our business
through an annual engagement survey, general manager and workgroup meetings, a website dedicated to receiving staff member input
and other means. In recognition of our success in this area, we were named to Fortune magazine’s 2014 “100 Best Companies to
Work For” list, which is published annually based on a culture review and surveys of current employees to identify and recognize
companies that create positive work environments with high employee morale and fulfillment. We were also awarded the Best
Practices Award in January 2015 recognizing best overall performance among the TDN2K/People Report consortium based on
restaurant management retention, hourly employee retention, composite diversity, year-over-year improvement and community
involvement.
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Preopening Costs for New Restaurants
Due to the highly customized and operationally complex nature of our upscale, high volume concepts and the investment we
make in properly training our staff to operate our restaurants, our preopening process is more extensive, time consuming and costly
than that of most chain restaurant operations. Preopening costs for a typical The Cheesecake Factory restaurant in an established
market average approximately $1.3 million to $1.5 million and include all costs to relocate and compensate restaurant management
employees during the preopening period, costs to recruit and train hourly restaurant employees, and wages, travel and lodging costs
for our opening training team and other support staff members. Also included are expenses for maintaining a roster of trained
managers for pending openings, the associated temporary housing and other costs necessary to relocate managers in alignment with
future restaurant opening and operating needs, and corporate travel and support activities. Preopening costs are generally higher for
larger restaurants and initial entry into new markets and lower when we relocate a restaurant. We usually incur the most significant
portion of preopening costs within the two months immediately preceding and the month of a restaurant’s opening.
Preopening costs can fluctuate significantly from period to period, based on the number and timing of restaurant openings and
the specific preopening costs incurred for each restaurant. Preopening costs vary by location depending on a number of factors,
including the proximity of our existing restaurants, the size and physical layout of each location, the number of management and
hourly employees required to operate each restaurant, the availability of qualified restaurant staff members, the cost of travel and
lodging for different metropolitan areas, the timing of the restaurant opening, and the extent of unexpected delays, if any, in obtaining
final licenses and permits to open the restaurant, which may also depend on our landlords obtaining their licenses and permits and
completing their construction activities.
Bakery Operations
We own and operate two bakery production facilities, one in Calabasas Hills, California, and one in Rocky Mount, North
Carolina. Our facility in California accommodates both production operations and corporate support personnel, while our facility in
North Carolina houses production operations and a distribution center. During fiscal 2012, we built out the remaining space in the
North Carolina facility and installed additional bakery equipment, which added capacity to support the needs of our restaurants, our
international licensees and our external customers. In fiscal 2013, we exercised an option to vest our ownership in land adjacent to
our North Carolina facility, which along with additional space on our existing property, can accommodate further expansion.
We produce approximately 70 varieties of cheesecakes and other baked desserts based on proprietary recipes. Some of our
most popular cheesecakes include the Original Cheesecake, Ultimate Red Velvet Cake Cheesecake , Reese’s® Peanut Butter Cup
Chocolate Cake Cheesecake , Godiva® Chocolate Cheesecake, Oreo® Dream Extreme Cheesecake, Fresh Banana Cream and
Fresh Strawberry. Other popular baked desserts include Chocolate Tower Truffle Cake , Carrot Cake, Black-Out Cake and
Lemoncello Cream Torte.
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The primary role of our bakery operations is to produce innovative, high quality cheesecakes and other baked desserts for sal e
at our restaurants and those of our international licensees. Dessert sales represented between 15% and 16% of our restaurant sales in
fiscal 2014, 2013 and 2012 and are important to restaurant-level profitability. Vertical integration of this vital part of our brand gives
us control over the creativity and quality of our desserts and is also more profitable than buying from a third party.
We also leverage our brand identity and profitably utilize our bakery production capacity by selling cheesecakes and other
baked products to our international licensees, external foodservice operators, retailers and distributors. Items produced for outside
accounts are marketed under The Cheesecake Factory® trademark, The Dream Factory® trademark, The Cheesecake Factory
Bakery® mark and other private labels. Current large-account customers include the leading national warehouse club operators, a
national retail bookstore cafe, foodservice distributors, supermarkets and other restaurant and foodservice operators. We sell baked
goods internationally under both The Cheesecake Factory® and The Dream Factory® trademarks in 24 countries, including to all
licensed The Cheesecake Factory® restaurants. We currently sell a selection of our The Cheesecake Factory branded cakes online
and in catalogs through an agreement with an upscale retailer.
Purchasing and Distribution
We strive to obtain quality menu ingredients, bakery raw materials and other supplies and services for our operations from
reliable sources at competitive prices and consistent with our sustainability goals. We continually research and evaluate various
ingredients and products in an effort to maintain high quality levels, to be responsive to changing consumer tastes and to manage our
costs.
In order to maximize purchasing efficiencies and to provide the freshest ingredients for our menu items while obtaining
competitive prices for the required quality and consistency, each restaurant’s management determines the quantities of food and
supplies required and orders the items from local, regional and national suppliers based upon specifications established by our
corporate office and on terms negotiated by our central purchasing staff. We strive to maintain restaurant-level inventories at a
minimum dollar level in relation to sales due to the high concentration and relatively rapid turnover of the perishable produce, poultry,
meat, fish and dairy commodities that we use in our operations, coupled with the limited storage space at our restaurants.
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Substantially all of our food and supplies are available from multiple qualified suppliers, which helps to mitigate our risk of
commodity availability and obtain competitive prices. Independent foodservice distributors, including the largest foodservice
distributor in North America, deliver most items multiple times per week to our restaurants. We negotiate short-term and long-term
agreements for some of our principal commodity, supply and equipment requirements, depending on market conditions and expected
demand. While we have historically been unable to contract directly for extended periods of time for certain of our commodities such
as some produce, wild-caught fresh fish and certain dairy items, including fluid milk and manufacturing cream, we are actively
evaluating suppliers who may be able to provide longer term fixed pricing agreements and also new hedging vehicles, such as direct
financial instruments, to assist us in managing our risk and variability in these categories. However, at times we may still choose not
to enter into contracts using the vehicles and markets that are available to us due to pricing volatility, excessive risk premiums, hedge
inefficiencies or other factors. Additionally, the cost of commodities subject to governmental regulation (such as dairy and corn) can
be even more susceptible to price fluctuation. Where we have not contracted, commodities can be subject to unforeseen supply and
cost fluctuations, which at times can be significant. (See Item 1A — Risk Factors — “Our inability to anticipate and react effectively
to changes in the costs of key operating resources, including food, labor, utilities and other supplies and services, may increase our
cost of doing business, which may adversely impact our financial performance.”)
Sustainability
At the heart of our business model is a set of guiding principles based on excellence and quality in everything we do. As a part
of this commitment, we are continuing to develop a sustainability program that is aligned with our culture and values, is feasible given
the complexity of our restaurant operations and is financially responsible. We are examining all aspects of our business in an effort to
identify, create and implement meaningful and sustained change.
Because much of our environmental impact comes from the ingredients we use in our menu items and bakery products, we are
initially focusing our efforts on our suppliers. We are working with our direct suppliers to source not only the highest quality
ingredients, but also to help us identify ingredients that are more sustainably grown, harvested and raised that we may be able to
utilize with our restaurants. For example, we are working to increase the proportion of cage-free eggs to approximately 20% of our
shell egg purchases in fiscal 2015, while evaluating opportunities to further increase this percentage. We also strive to purchase
products that are produced, grown, manufactured and transported in a manner that addresses the risk of slavery and human trafficking
in our supply chain.
We are also working on reducing our environmental footprint by building and maintaining more energy-efficient restaurants,
conserving water and reducing waste, including installing low wattage light bulbs and energy efficient heating, ventilation and air
conditioning units, exploring green building techniques and materials, and utilizing highly recyclable resins in our takeout
packaging. In addition, we developed a best practices guide to educate our restaurant operators on ways to minimize energy
consumption in their restaurants.
To learn more about our sustainability and supply chain practices, please visit the “Sustainability” page and the “Supply Chain”
page on our website at www.thecheesecakefactory.com.
Form 10-K.
The contents of our website are not incorporated by reference into this
Information Technology
Our technology-enabled business solutions are designed to provide effective financial controls, cost management, improved
efficiencies and enhanced customer service. Our business intelligence solution and data warehouse architecture provides corporate
and restaurant management with information and insights into key operational metrics and performance indicators. This framework
delivers enterprise reporting, dashboards and analytics, and allows access to metrics such as quote and wait time accuracy, employee
retention trends, and restaurant quality and service analyses. Our restaurant point of sale and back office systems provide information
regarding daily sales, cash receipts, inventory, food and beverage costs, labor costs and other controllable operating expenses. Our
kitchen management system provides automated routing and cook line balancing and synchronizes order completion, ticket time and
cook time data, promoting more efficient levels of labor and productivity without sacrificing quality. We leverage our recipe viewer
system to ensure timely and accurate recipe updates and to provide instructional media content and detailed procedures enabling our
staff to consistently prepare our highly complex, diverse menu across all locations. We continue to advance the capabilities of our
front desk management system to improve our seating efficiency and enhance the accuracy of our wait time quotes. We also continue
to leverage the capabilities of our web-based labor scheduling solution to enhance scheduling precision and improve staff
satisfaction. In 2014, we implemented a web-based notification and tracking solution to more efficiently contact our restaurants and
monitor our progress in the event of a needed product withdrawal or recall.
Restaurant hardware and software support for all of our concepts is provided by both our internal support services team at our
corporate center as well as third-party vendors for remote and on-site restaurant support. Each restaurant has a secure T1 line
integrated with our high-speed wide area network to send and receive critical business data as well as to access web-based
applications. We recently modernized our restaurant switching and routing technology, allowing us more agility in leveraging and
supporting contemporary security standards and practices. To mitigate business interruptions, we maintain an internal data center
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which houses a majority of our infrastructure and computing assets. We also leverage an external data center and infrastructure for
many of our core and critical applications. We regularly back up all of our systems and store backup tapes off-site, with a secure
external vaulting service.
We continue to innovate and modernize our technology infrastructure to provide improved efficiency, capability, control,
security and scalability. Over the last several years, we instituted several technology and security awareness training initiatives
designed to increase our security posture while providing needed flexibility in our environment to support future growth. In 2014, we
instituted a multi-disciplined security incident response plan to better recognize, manage and resolve any cyber security breach, and
we obtained cyber risk insurance coverage to further reduce our risk profile. Enhancing the security of our financial data and other
personal information remains a high priority for us, led by our information technology department in conjunction with an
interdepartmental information security council representing all of our key functional areas. Enhancements to our cyber security
profile will continue in fiscal 2015, including documenting defined guidelines for business resumption efforts in the event of a
technology interruption, migrating additional key applications to secure cloud environments, and instituting additional robust
encryption capabilities. For a discussion of the risks related to our use of computer networks and technology in the operation of our
business, see Item 1A — Risk Factors — “Information technology system failures or breaches of our network security could interrupt
our operations and subject us to increased operating costs, as well as to litigation and other liabilities, all of which could have an
adverse impact on our financial performance.”
Marketing and Advertising
We rely on our reputation, as well as our high profile locations, media interest and positive “word of mouth,” to retain and
grow market share rather than using traditional paid advertising through television, radio or print, or using significant discounting to
attract consumers. We utilize a social media and digital marketing strategy that allows us to interact regularly with our customers
outside of our restaurants, including communication on Facebook®, Twitter®, Pinterest®, Instagram® and other social media
platforms, as well as direct email to customers. Public relations is another important aspect of our marketing approach, and we
frequently appear on local and national television for cooking demonstrations and other brand-building exposure such as National
Cheesecake Day. We generated close to one billion media impressions in fiscal 2014 at little or no cost to us. We partner with
several premiere third-party gift card retailers, contributing to our brand awareness and building gift card sales. We also attempt to
build awareness and relationships with retailers located in the same developments, shopping center operators, local hotel concierges,
neighborhood groups and others in the community. In addition, for restaurants opening in new markets, we strive to obtain local
television, radio station and newspaper coverage in order to benefit from publicity at low or no cost. At times, we also engage in
marketing and advertising opportunities in selective local markets. Our international licensees are committed to opening each new
restaurant with marketing that can be comprised of a mix of elements including print, billboards, digital and radio. (See Item 1A —
Risk Factors — “If we are unable to protect the value of our brands and our reputation, sales at our restaurants may be negatively
impacted, which may adversely affect our financial performance.”)
Seasonality and Quarterly Results
While seasonal fluctuations generally do not have a material impact on our quarterly results, the year-over-year comparison of
our quarterly results can be significantly impacted by the number and timing of new restaurant openings and associated preopening
costs, the calendar days of the week on which holidays occur and other variations in revenues and expenses. As a result of these
factors, our financial results for any quarter are not necessarily indicative of the results that may be achieved for the full fiscal year.
Food Safety and Quality Assurance
Our food safety and quality assurance teams oversee food safety, nutritional and regulatory compliance, supporting our
restaurants and bakeries in providing safe, high quality food in a clean and safe environment. Our food safety systems are focused on
preventing contamination and illness. We develop our systems and processes to adhere to government regulations, including training
our staff and managers to comprehensive standards and conducting monthly audits. Our restaurants also regularly undergo third party
audits and regulatory agency inspections. Our bakery facilities conduct daily food safety and good manufacturing practice audits and
receive routine regulatory agency audits and food safety and quality systems’ certification audits.
In selecting suppliers, we look for key performance indicators relating to sanitation, operations and facility management, good
manufacturing and agricultural practices, product protection, recovery and food security. In addition to measuring and testing food
safety and security practices, we strive to ensure that all our food suppliers have annual food safety and quality system audits. Our
restaurants and bakery facilities also follow regulatory guidelines required for conducting and managing ingredient and product
traceability. In 2014, we implemented a web-based notification and tracking solution to more efficiently contact our restaurants and
monitor our progress in the event of a needed product withdrawal or recall. We also installed an ozone cleaning system in
approximately 20 locations in 2014, and plan to install more units in fiscal 2015, in order to provide an effective “green” sanitizing
method that is consistent with our sustainability goals while providing an effective control step for bacteria and pathogens. (See Item
1A — Risk Factors — “Concerns relating to food safety, food-borne illness, pandemics and other diseases could reduce customer
traffic to our restaurants, which could harm our financial performance.”)
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Government Regulation
As a restaurant company, we are subject to numerous federal, state and local laws affecting our business. Each of our
restaurants is subject to licensing and regulation by a number of government authorities, which may include alcoholic beverage
control, health, sanitation, environmental, labor, zoning and public safety agencies in the state or municipality in which the restaurant
is located. We are also subject to federal and state environmental regulations; however, these laws have not had a material effect on
our operations. During fiscal 2014, there were no material capital expenditures for environmental control facilities and no material
expenditures for this purpose are anticipated. In addition to domestic regulations, our international expansion exposes us to additional
regulations, including antitrust and tax requirements, anti-boycott legislation, import/export and customs regulations and other
international trade regulations, the USA Patriot Act and the Foreign Corrupt Practices Act. For a discussion of the potential impact
on our business of a failure by us to comply with applicable laws and regulations, see Item 1A — Risk Factors — “Changes in, or any
failure to comply with, applicable laws or regulations could adversely affect our ability to operate our restaurants and/or increase our
cost to do so, which could harm our financial performance.”
As a manufacturer and distributor of food products, we are subject to a number of food safety laws, including the Federal Food,
Drug and Cosmetic Act, the Federal Food Safety Modernization Act and regulations concerning nutritional labeling under the Patient
Protection and Affordable Care Act of 2010 (“PPACA”). This comprehensive regulatory framework governs the manufacture
(including composition and ingredients), labeling, packaging and safety of food in the United States. In addition, several states and
local jurisdictions have adopted or are considering various food and menu nutritional labeling requirements, many of which are
inconsistent or are interpreted differently from one jurisdiction to another and many of which may be superseded by the new federal
regulations under the PPACA.
In order to serve alcoholic beverages in our restaurants, we must comply with alcoholic beverage control regulations which
require each of our restaurants to apply to a state authority and, in certain locations, county and municipal authorities, for licenses and
permits to sell alcoholic beverages on the premises. Typically, licenses must be renewed annually and may be subject to penalties,
temporary suspension or revocation for cause at any time. Alcoholic beverage control regulations impact many aspects of the daily
operations of our restaurants, including the minimum ages of our patrons who consume and our staff members who serve these
beverages, staff member alcoholic beverage training and certification requirements, hours of operation, advertising, wholesale
purchasing and inventory control of these beverages, the seating of minors and the serving of food within our bar areas, special menus
and events, such as happy hours, and the storage and dispensing of alcoholic beverages. State and local authorities in many
jurisdictions routinely monitor compliance with alcoholic beverage laws.
In addition, we are subject to dram shop statutes in most of the states in which we operate, which generally provide a person
injured by an intoxicated person the right to recover damages from an establishment that wrongfully served alcoholic beverages to the
intoxicated person. We carry liquor liability coverage as part of our existing comprehensive general liability insurance. For a
discussion of the potential impact of a settlement or judgment in excess of our liability insurance coverage, see Item 1A — Risk
Factors — “If we are unable to manage our business risks, costs associated with litigation and insurance could increase, which could
adversely impact our financial performance.”
Various federal, state and local laws govern our operations and our relationships with our staff members, including such
matters as minimum wages, breaks, overtime, tip credits, fringe benefits, leaves, safety, working conditions, provision of health
insurance and citizenship or work authorization requirements. We are also subject to the regulations of the Department of Homeland
Security, the U.S. Citizenship and Immigration Services and U.S. Immigration and Customs Enforcement.
Our facilities must comply with the applicable requirements of the Americans with Disabilities Act of 1990 (“ADA”) and
related federal and state statutes which prohibit discrimination on the basis of disability with respect to public accommodations and
employment. Under the ADA and related state and local laws, we must make access to our new or significantly remodeled
restaurants readily accessible to disabled persons. We also must make reasonable accommodations for the employment of disabled
persons.
A significant number of our hourly restaurant staff members receive income from gratuities. We participate voluntarily in a
Tip Reporting Alternative Commitment (“TRAC”) agreement with the Internal Revenue Service (“IRS”). By complying with the
educational and other requirements of the TRAC agreement, we reduce the likelihood of potential employer-only FICA tax
assessments for unreported or underreported tips. However, we rely on our staff members to accurately disclose the full amount of
their tip income and base our reporting on the disclosures provided to us by such tipped staff members.
We are subject to laws relating to information security, privacy, cashless payments and consumer credit, protection and
fraud. An increasing number of governments and industry groups worldwide have established data privacy laws and standards for the
protection of personal information (including social security numbers), financial information (including credit card numbers) and
health information. We must continually update our information technology systems and staff member training in order to comply
with these laws. (See Item 1A — Risk Factors — “Information technology system failures or breaches of our network security could
interrupt our operations and subject us to increased operating costs, as well as to litigation and other liabilities, all of which could have
an adverse impact on our financial performance.”)
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Tradenames, Trademarks and Other Intellectual Property
We own and have applied to register numerous tradenames, logos, trademarks, service marks and other intellectual property
(collectively, “Intellectual Property”) in the United States and in additional countries throughout the world in restaurant and bakery
goods categories, among others. We periodically apply for copyright protection of our restaurant menus and other Intellectual
Property. We regard our Intellectual Property, including “The Cheesecake Factory,” “Grand Lux Cafe,” “RockSugar Pan Asian
Kitchen,” “The Cheesecake Factory Bakery,” and “The Dream Factory,” as well as our trade dress, as having substantial value and as
being important to our marketing efforts. Our policy is to pursue registration of our important Intellectual Property whenever
commercially feasible and to vigorously oppose any infringement of our Intellectual Property. The duration of Intellectual Property
registrations varies from country to country. However, registrations of Intellectual Property are generally valid and may be renewed
indefinitely as long as they are in use and/or their registrations are properly maintained. We also registered various Internet domain
names, including “www.thecheesecakefactory.com,” “www.grandluxcafe.com,” “www.rocksugarpanasiankitchen.com,” and
“www.thecheesecakefactorybakery.com” and derivations of these and other domain names to include international country codes.
Charitable Giving
In 2001, we sponsored the formation of The Cheesecake Factory Oscar and Evelyn Overton Charitable Foundation
(“Foundation”), a 501(c)(3) qualified, non-profit charitable organization. Our Foundation was created as a means to give back to the
communities our restaurants serve, as well as to unite our staff members in charitable causes. Since the inception of its annual
Invitational Charity Golf Tournament, the Foundation has raised $2.5 million, including $0.2 million in fiscal 2014, for the City of
Hope Comprehensive Cancer Center, a leading research and treatment center for cancer, diabetes and other life-threatening diseases in
Southern California. In fiscal 2014, over 3,000 of our staff members served more than 6,000 holiday meals to low-income
individuals and families in 13 Salvation Army centers across the country at the annual Thanksgiving Day Feast. Additionally, the
Foundation provides sponsorships for teams comprised of our staff members who work directly with non-profit organizations in their
communities to support a variety of local and national initiatives.
In addition to the efforts of the Foundation, the Company directly participates in the Harvest Food Donation Program by
donating surplus food from our restaurants to local food rescue operations for distribution to soup kitchens and shelters to aid those in
need. In fiscal 2014, we also donated $0.3 million to Feeding America®, the nation’s leading domestic hunger-relief charity, and
Share Our Strength’s No Kid Hungry campaign through sales of our Lemon Meringue and Toasted Marshmallow S’mores Galore®
cheesecakes, bringing our total contributions to Feeding America® to $3.0 million over the past seven years. Our staff members also
collected more than 157,000 pounds of peanut butter nationwide to support Feeding America’s annual campaign to bring awareness to
and help fight domestic hunger by donating peanut butter to local food banks. We also partnered with the California Community
Foundation to provide a method for our staff members to assist other staff members in need through our The Cheesecake Factory
“HELP” fund.
Employees
As of December 30, 2014, we employed approximately 35,700 people, of which approximately 34,600 worked in our
restaurants, approximately 700 worked in our bakery operations and approximately 400 worked in our corporate center and restaurant
field supervision organization. Our staff members are not covered by collective bargaining agreements. We consider our relations
with our staff members to be favorable. Our focus on the development and engagement of our staff and managers contributed to The
Cheesecake Factory being named to Fortune magazine’s 2014 “100 Best Companies to Work For” list.
Executive Officers of the Registrant
David Overton, age 68, serves as our Chairman of the Board and Chief Executive Officer. Mr. Overton co-founded our
predecessor company in 1972 with his parents, Oscar and Evelyn Overton. He is also a founding member and director of our
Foundation.
David M. Gordon, age 50, was appointed President of the Company in February 2013. Mr. Gordon has been employed by the
Company in various capacities since 1993, most recently as Senior Vice President of Operations from 2008 through 2010 and Chief
Operating Officer of The Cheesecake Factory and Grand Lux Cafe restaurants from 2010 until his appointment as our President. He
is also a director of our Foundation.
W. Douglas Benn, age 60, was appointed Executive Vice President and Chief Financial Officer in 2009. Mr. Benn is a veteran
of the restaurant industry having spent more than 20 years in management roles with restaurant companies. Prior to joining the
Company, he served as Executive Vice President and Chief Financial Officer of RARE Hospitality International, owner of the
LongHorn Steakhouse and The Capital Grille concepts, prior to that company’s sale to another multi-concept, public restaurant
company in 2007. He is also an advisory director of our Foundation.
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Max S. Byfuglin, age 69, serves as President of The Cheesecake Factory Bakery Incorporated, our bakery subsidiary.
Mr.
Byfuglin joined our bakery operations in 1982 and worked closely with our founders, serving in nearly every
operations over the past 30 years.
capacity in our bakery
Debby R. Zurzolo, age 58, serves as our Executive Vice President, Secretary and General Counsel. Ms. Zurzolo joined our
Company as Senior Vice President and General Counsel in 1999 and was appointed to her current positions in 2003. From 1982 until
joining the Company, she practiced law at Greenberg Glusker Fields Claman & Machtinger LLP in Los Angeles, California. As a
partner with that firm, Ms. Zurzolo represented us on various real estate and other business matters. She is also a founding member
and director of our Foundation.
Cheryl M. Slomann, age 49, serves as our Senior Vice President, Corporate Controller and Chief Accounting Officer since
March 2014. Ms. Slomann joined our Company in April 2004 as Vice President, Corporate Controller and was appointed as our Chief
Accounting Officer in February 2005.
ITEM 1A. RISK FACTORS
An investment in our common stock involves risks and uncertainties. In addition to the information contained elsewhere in
this Annual Report on Form 10-K and other filings that we make with the SEC, you should carefully read and consider the risks
described below before making an investment decision. The occurrence of any of the following risks could materially harm our
business, operating results, earnings per share (EPS), financial position, cash flows and/or trading price of our common stock
(individually and collectively referred to as our “financial performance”). In addition, our actual results could vary materially from
any results expressed or implied by forward-looking statements contained in this report, in any of our other filings with the SEC and
other communications by us, both written and oral, depending on a variety of factors, including the risks and uncertainties described
below. It is not possible for us to predict all possible risks or the impact these factors could have on us or the extent to which any one
factor, or combination of factors, may adversely affect our financial performance.
Risks Related to Our Financial Performance
The impact global and domestic economic conditions have on consumer discretionary spending could negatively impact our
business and financial performance.
Dining out is a discretionary expenditure that historically increases or decreases with fluctuations in consumer confidence,
employment and wage rates, and general domestic and global economic conditions. Material changes with respect to governmental
policy related to domestic and international fiscal concerns, and/or changes in major central bank policies with respect to monetary
policy, also could affect consumer discretionary spending, which could materially affect our financial performance. While consumer
confidence slowly improved since fiscal 2008, it remains below the pre-recessionary levels. In addition, while unemployment has
made improvements since 2008, real wages have been stagnant or declining for the majority of the workforce during this time
period. Finally, ongoing macroeconomic concerns around the overall rate of global economic growth have increased during the past
year. All of these factors, and others, will likely influence leading economic indicators such as additional job creation and consumer
confidence. If the economic conditions do not meaningfully improve, the slow-paced U.S. economic recovery may deteriorate and
our financial performance could be materially affected.
If we are unable to improve our comparable restaurant sales, we may be unable to grow revenues, profitability and EPS,
which could adversely impact our financial performance.
Changes in comparable restaurant sales occur as a result of (i) customer traffic increases or decreases, (ii) menu price increases,
and (iii) menu mix shifts. If we are unable to grow comparable restaurant sales and our costs increase, or if comparable restaurant
sales decrease and costs remain flat or increase, the effect, over time, is to spread costs across a lower level of sales, which may cause
our financial performance to decline.
If we are unable to increase customer traffic in our restaurants, our ability to grow our comparable restaurant sales will be
hindered. Changes in customer traffic are impacted by a variety of factors, including macroeconomic conditions that impact customer
discretionary spending, competition from other restaurants (both in the upscale casual dining segment and in other segments of the
restaurant industry, such as fast casual), consumer perception of our concepts’ offerings in terms of quality, price, value and service,
changes in consumer eating habits, including substituting other dining options (such as grocery prepared meals or mobile catering) for
restaurant dining experiences, irregular and increasingly volatile weather, demographic, economic and other adverse changes in the
trade areas in which our restaurants are located and changes in the regulatory environment. We can provide no assurance that we will
be successful in achieving increased customer traffic.
We utilize menu price increases to help offset inflation of key operating costs. If our menu price increases are not accepted by
customers, resulting in reduced customer traffic, it could reduce our growth in comparable restaurant sales and negatively affect our
financial performance. If our menu price increases are insufficient to absorb or offset increased costs, it could negatively affect our
financial performance.
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If customers purchase fewer menu items or lower cost menu items to reduce the amount they are spending, menu mix will be
adversely impacted. Unfavorable menu mix could also result from negative perceptions of menu items. Unfavorable menu mix
shifts could reduce our average check even if customer traffic increases, negatively impacting our ability to grow comparable
restaurant sales, which could adversely affect our financial performance.
If we are unable to protect the value of our brands and our reputation, sales at our restaurants may be negatively impacted,
which may adversely affect our financial performance.
The Cheesecake Factory’s reputation for quality and breadth of menu items and bakery products significantly contributes to the
total experience that customers enjoy in our restaurants. We must protect and grow the value of our brands domestically and globally
to continue to be successful in the future.
Any incident that erodes consumer trust in or affinity for our brands could be harmful to our financial performance. If we
experience negative publicity, regardless of any factual basis, relating to food quality, restaurant facilities, customer complaints or
litigation alleging illness or injury, if there are allegations of food-borne illnesses, food tampering or contamination or poor health
inspection scores, sanitary or other issues with respect to food processing by us or our suppliers, labor relations or compliance with
applicable regulations or standards, among others, sales at our restaurants may be adversely impacted, harming our financial
performance. Additionally, with the growth in importance and impact of social media over the last few years, any negative publicity
by a customer who perceives or experiences a failure by us to provide a positive dining experience, including in restaurants operated
by our international licensees, may be magnified and reach a large portion of our customer base in a very short period of time, which
could harm the value of our brand and consequently our financial performance could suffer.
Our inability to anticipate and react effectively to changes in the costs of key operating resources, including food, labor,
utilities and other supplies and services, may increase our cost of doing business, which may adversely impact our financial
performance.
We negotiate short-term and long-term supply agreements for some of our principal commodity, supply and equipment
requirements, depending on market conditions and expected demand. While we have historically been unable to contract directly for
extended periods of time for certain of our commodities such as some produce, wild-caught fresh fish and certain dairy items,
including fluid milk and manufacturing cream, we are actively evaluating suppliers who may be able to provide longer term fixed
pricing agreements and also new hedging vehicles, such as direct financial instruments, to assist us in managing our risk and
variability in these categories. However, at times we may still choose not to enter into contracts using the vehicles and markets that
are available to us due to pricing volatility, excessive risk premiums, hedge inefficiencies or other factors. Additionally, the cost of
commodities subject to government regulation (such as dairy and corn) can be even more susceptible to price fluctuation. If we are
unable to effectively manage the cost of our principal commodity, supply and equipment requirements, our financial performance may
be materially adversely impacted.
In de-regulated markets, we engage in a competitive bidding process for our gas and electric requirements. If this process
yields favorable bid results, we may enter into utility supply agreements for certain of our restaurants, which can vary in length but
historically the majority have been for one year terms. Resources that we may purchase on the international market are subject to
fluctuations in both the value of the U.S. dollar and increases in global demand. Also, our suppliers may be impacted by increased
input costs to produce and transport resources that we use in our restaurants and bakery manufacturing facilities which could
eventually increase our cost for such commodities.
Increases in minimum wage, health care and other benefit costs may have a material adverse effect on our labor costs. We
operate in many states and localities, where the minimum wage is significantly higher than the federal minimum wage and in such
areas our staff members receive minimum compensation equal to the state’s or locality’s minimum wage. In other geographic areas,
some of our staff members may be paid a tip credit wage that is supplemented by gratuities received from our customers. Increases in
the tip credit minimum wage in these states or localities, or under federal law, may have a material adverse effect on our labor costs,
and our financial performance. Increases in minimum wage may also result in increases in the wage rates paid for non-minimum wage
positions. With respect to health care costs, we experienced a significant cost increase in fiscal 2014 stemming from high levels of
claims activity and the cost of services provided under those claims. Health care costs can vary substantially from quarter-to-quarter
and year-over-year as a result of the unpredictability of claims activity.
While we try to partially offset increases in the costs of key operating resources by gradually raising prices for our menu items
and bakery products, coupled with more efficient purchasing practices, productivity improvements and greater economies of scale,
there can be no assurance that we will be able to continue to do so in the future. If we are unable to anticipate and respond to
increases in our operating costs, our financial performance may be materially adversely impacted.
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Failure to effectively compete for the patronage of our customers could result in reduced customer traffic at our restaurants,
which may adversely impact our financial performance.
We operate in an industry that is highly competitive with respect to menu and food quality, service, access to qualified
operations personnel, location, décor and value. There are a number of other restaurant operators that compete with us for customer
traffic, some of which have significantly greater resources to market aggressively to consumers, which could result in our concepts
losing market share. We believe that many consumers remain focused on value, and if other restaurant operators are able to promote
and deliver a higher degree of perceived value through heavy discounting or other methods, our customer traffic levels may decline,
which would adversely impact our financial performance. In addition, with the increased variety of fresh and local product offerings
at fast casual restaurants, quick-service restaurants, catered mobile and grocery stores, consumers may choose to trade down to these
alternatives, which could also negatively affect our financial performance.
If we are unable to secure an adequate number of high quality sites for future restaurant openings, the growth of our concepts
may be adversely impacted, which could harm our financial performance.
Our future revenue and EPS growth depend on the availability and selection of high quality sites that meet our criteria.
The number and timing of new restaurants opened during any given period, and their associated contribution to operating week
growth for the period, will depend on a number of factors including, but not limited to:
(cid:37) unforeseen delays due to market conditions, the highly customized nature of our restaurant concepts, and the complex design,
construction, and preopening process for each new location;
(cid:37) an increase in competition for available premier locations;
(cid:37) the influence consumer shopping trends has on the availability of sites in traditional locations, such as premier regional
shopping centers;
(cid:37) the identification and availability of high quality locations;
(cid:37) acceptable lease terms and the lease negotiation process;
(cid:37) the availability of suitable financing for our landlords;
(cid:37) the financial viability of our landlords;
(cid:37) the timing of the delivery of the leased premises to us from our landlords in order to perform build-out construction activities;
(cid:37) the ability of our landlords and us to obtain all necessary governmental licenses and permits, and consents of third parties, on a
timely basis to construct and operate our restaurants;
(cid:37) our ability to successfully manage the complex design, construction and preopening processes for each of our highly
customized restaurants, and the availability and/or cost of raw materials and labor;
(cid:37) any unforeseen engineering or environmental problems with the leased premises;
(cid:37) adverse weather during the construction period;
(cid:37) political uncertainty; and
(cid:37) the availability of qualified operating personnel in the local market.
We may incur additional costs if we are unable to renew our restaurant leases on similar terms and conditions, or at all, or to
relocate the locations of our restaurants in certain trade areas, which could harm our financial performance.
We currently lease all of our restaurant premises and, although we remain flexible to other arrangements, we currently plan to
continue to lease our restaurant locations in the future. Some of our leases have terms that will expire in the next couple of years and
beyond. Many of these leases include renewal options; however, several do not. Lease expirations allow us to opportunistically
evaluate possibly relocating certain restaurants to higher quality sites and trade areas over time. However, doing so may involve
additional costs, such as increased rent and other expenses related to renegotiating the terms of occupancy of an existing lease, and the
costs to relocate and develop a replacement restaurant, if we choose not to renew a lease, or are unable to do so, on favorable terms in
a desirable location. In addition, we may elect to terminate certain leases prior to their expiration dates in order to improve financial
performance over the long term in certain trade areas. However, we may be unable to negotiate favorable terms for such early
terminations. Additional costs related to expiring restaurant lease terms or our inability to terminate certain restaurant leases under
favorable terms could negatively affect our financial performance.
Our business could be harmed if we fail to retain, or effectively respond to a loss of, key executives, which could have an
adverse impact on our financial performance.
The success of our business continues to depend in critical respects on the contributions of David Overton, ou r founder,
Chairman of the Board and Chief Executive Officer, and other senior executives of the Company. The departure of Mr. Overton or
other senior executives could have a material adverse effect on our business and long-term strategic plan. We have adopted a
succession plan that includes short-term and long-term planning elements to allow us to successfully continue operations should any
of our senior management team become unavailable to us. However, there is a risk that we may not be able to implement the
succession plan successfully or in a timely manner or that the succession plan will not result in the same financial performance we
currently achieve under the guidance of our existing executive team.
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If we are unable to successfully recruit and retain qualified restaurant management and operating personnel in an
increasingly competitive market, we may be unable to effectively grown our business and revenues, including executing on our
plans for domestic and international expansion, which could have an adverse impact on our financial performance.
We must continue to attract, retain and motivate a sufficient number of qualified management and operating personnel to
maintain consistency in the service, hospitality, quality and atmosphere of our restaurants, both domestically and internationally.
Qualified management and operating personnel are typically in high demand and if we are unable to attract high caliber people,
it would limit our ability to expand our concepts effectively.
and operating personnel to support our international expansion efforts. If we are unable to recruit and train managers to work at
restaurants operated by our licensees while adequately maintaining sufficient numbers of managers for our
the quality of our operations may suffer and the reputation of our brand may be harmed. This may also hinder our ability to effectively
grow our business, which may adversely affect our financial performance.
In addition, we continue to require the services of our senior management
Company-owned locations,
Our inability to offer long-term equity incentive compensation may harm our ability to retain key employees, which could
adversely affect our operations and financial performance.
As part of a competitive compensation package, we historically granted equity awards to key staff members, including our
executives and our General Managers and Executive Kitchen Managers who run our restaurants. From time to time, we may ask our
stockholders to approve additional shares in our equity compensation plan to allow us to continue to grant equity awards as part of our
compensation packages. Stockholder advisory groups utilize guidelines to issue voting recommendations intended to influence
stockholder votes regarding approval of proxy proposals. If we are unable to meet the formulae required to obtain favorable
recommendations or otherwise are unable to get stockholder support for our share increase proposals, our ability to use equity
compensation to incentivize our staff will be adversely affected. If we are unable to grant equity compensation awards at a
competitive level, we would need to offer equally compelling alternatives to supplement our compensation, including long-term cash
compensation plans, or to significantly increase short-term cash compensation, in order to continue to attract and retain key
personnel. If we are required to use these alternatives, our compensation costs could increase significantly, which would adversely
affect our financial performance.
Our inability to effectively use and monitor social media could harm our marketing efforts as well as our reputation, which
could negatively impact our restaurant sales and financial performance.
Our marketing efforts include an emphasis on social media. Many of our competitors are expanding their use of social media
and new social media platforms are rapidly being developed, potentially making more traditional social media platforms obsolete. As
a result, we need to continuously innovate and develop our social media strategies in order to maintain broad appeal. Social media
can be challenging because it reaches a broad audience with an ability to respond or react, in near real time, with comments that are
often not filtered or checked for accuracy. Social media’s reach may magnify any negative publicity. As a result, if we do not
appropriately manage our social media strategies, our marketing efforts in this area may not be successful and any failure (or
perceived failure) to effectively respond to negative or potentially damaging social media chatter, whether accurate or not, could
damage our reputation, negatively impacting our restaurant sales and financial performance.
Concerns relating to food safety, food-borne illness, pandemics and other diseases could reduce customer traffic to our
restaurants, which could harm our financial performance.
We dedicate substantial resources to ensuring the safety and quality of the food we serve. Nevertheless, we face food safety
risks, including the risk of food-borne illness and food contamination, which are common both in the restaurant industry and the food
supply chain and that cannot be completely eliminated. Adverse publicity or news reports, regardless of accuracy, regarding food
quality or safety issues, illness, injury, health concerns, government or industry findings concerning food products served by us or our
licensees, or issues stemming from the operation of our restaurants or bakery, restaurants operated by our licensees or other
foodservice providers, third parties with whom we may co-brand products or who sell or distribute our products, or third parties we
may use to procure materials used in our business, or generally in the food supply chain, could be damaging to the restaurant industry
overall and specifically harm our brand and reputation, which in turn could adversely affect our financial performance.
If a pathogen, such as Ebola, “mad cow disease,” “SARS,” “swine flu” or other virus or bacteria, such as salmonella, or if
parasites or other toxins infect the food supply (or are believed to have infected the food supply), the demand, availability and price of
certain food items may be adversely impacted. Additionally, if our customers or staff become infected with a pathogen that is
transmittable by human-to-human, food-to-human or human-to-food contact, customers may avoid our restaurants and it may become
difficult to adequately staff our restaurants, the occurrence of either of which may adversely impact our financial performance.
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In addition to selling products throughout the world through various distribution channels, including, without limitation,
supermarkets, mass market retailers, club stores and various other foodservice and retail channels, our two bakery facilities are the
only sources of most of our baked desserts to our restaurants. If any of our bakery products becomes subject to a product recall or
market withdrawal, whether voluntary or involuntary, our costs to conduct such recall or market withdrawal could be significant,
restaurant sales as well as third party sales of bakery product may be reduced, and our reputation could be adversely affected resulting
in an adverse impact on our financial performance.
Information technology system failures or breaches of our network security could interrupt our operations and subject us to
increased operating costs, as well as to litigation and other liabilities, all of which could have an adverse impact on our
financial performance.
We rely heavily on our in-restaurant and enterprise-wide computer systems and network infrastructure across our operations
(“Cyber Environment”), which could be vulnerable to unforeseen risks. The efficient management of our operations depends upon
our ability to protect our Cyber Environment against damage from physical theft, casualties such as fire, power loss,
telecommunications failure or other catastrophic events, as well as from internal and external security breaches, denial of service
attacks, viruses, worms, malware, breaches of the algorithms we and our third-party service providers use to encrypt and protect data,
including consumer transaction and credit card data, and other disruptive problems caused by hackers or others who intentionally
target Cyber Environment vulnerabilities of companies such as ours (collectively, “security incidents”). We employ both internal
resources and external consultants to conduct auditing and testing for weaknesses in our Cyber Environment to reduce the likelihood
of any security incident and have developed a multi-disciplined security incident response plan to help insure that our executives are
fully and accurately informed and managing, with the help of content experts, the discovery, investigation, auditing and recovery
stages of any security incidents. However, we can provide no assurance that these measures will be successful in preventing losses in
the event of a security incident. Also, our international licensees have access to some of our intellectual property within their Cyber
Environment and may not have as robust processes developed to secure their systems and equipment against a security incident or
maintain auditing, testing, investigation or recovery protocols that are as robust as our own, or have the ability to respond to a security
incident to the same extent as we may be able to. Also, while we maintain a cyber-risk insurance program, available coverage and
policy limits may not adequately cover or compensate us in the event of a security incident. Our financial performance may be
negatively impacted if:
• our operations are interrupted because of a security incident,
• we are not able to promptly recover from a security incident,
• our Cyber Risk Insurance program is unable to fully address our losses, or
• we are subjected to litigation or regulatory action because of a security incident.
In addition, our corporate support center is located in California, in an area prone to natural disasters such as earthquakes and
wildfires. We have business continuity and disaster recovery plans in place to address many events of this nature, and back-up and
off-site locations for recovery of electronic and other kinds of information, including storage of significant data in a cloud computing
environment. (See Risk Factor — “Our inability or failure to execute on comprehensive business continuity and disaster recovery
plans following a major natural or manmade disaster, including terrorism, at our corporate or bakery facilities could result in delayed
recovery, loss of data, an inability to perform vital corporate functions, reduced capacity to produce bakery products, and other harm,
which could adversely impact our financial performance.”) However, we can provide no assurance that these measures will be
successful and any damage to or failure of our Cyber Environment to operate effectively because of such events could cause
significant delays in customer service, reduce efficiency in our operations, and require significant capital investments to remediate
these issues, all of which could adversely affect our financial performance.
Our inability to maintain a secure environment for customers’ and staff members’ personal data could harm our reputation
and result in litigation against us, which could have a material adverse effect on our financial performance.
We receive and maintain certain personal information about our customers and staff members. For example, we transmit
confidential credit card information in connection with credit card transactions, and we are required to collect and maintain certain
personal information in connection with our employment practices, including the administration of our benefit plans. The collection
and use of this information by us is regulated at the federal and state levels, and the regulatory environment related to information
security and privacy is increasingly demanding. If a security incident occurs involving loss or inappropriate access to or
dissemination of such personal information, we could be in breach of applicable laws, incur penalties and other costs to remedy such
incident, and such event could adversely affect our reputation and result in litigation against us, which could have a material adverse
effect on our financial performance.
In addition, our ability to accept credit cards as payment in our restaurants and for on-line gift card orders depends on us
remaining compliant with standards set by the PCI Security Standards Council (PCI). These standards require certain levels of Cyber
Environment security and procedures to protect our customers’ credit card and other personal information. We can provide no
assurance that our security measures will be successful in the event of an attempted or actual security incident. If these security
measures are not successful, we may become subject to litigation or the imposition of regulatory penalties, which could result in
negative publicity and significantly harm our reputation, either of which could have a material adverse effect on our financial
performance.
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Our failure to adequately protect our intellectual property could limit our ability to globally expand our brand, which could
harm our financial performance.
We own trademarks, trade names, service marks, and other intellectual property in the United States and in various other
countries throughout the world, including: The Cheesecake Factory®, The Cheesecake Factory Bakery®, Grand Lux Cafe® and
Rocksugar Pan Asian Kitchen®. Our trademarks, trade names and service marks, and other intellectual property are valuable assets
of our business that require continuous monitoring to protect. We protect our intellectual property in a variety of ways, including, by
contract and by registering trademarks, trade names and service marks and copyrights in the United States and in various countries
throughout the world. We regularly and systemically search for misappropriations of our intellectual property and seek to enforce our
rights whenever appropriate to do so; however, we cannot always be assured of success and cannot possibly find all infringing uses of
our intellectual property. Furthermore, we have not registered all of our trademarks, trade names and service marks throughout the
world, as doing so may not be feasible because of associated costs or various foreign trademark law prohibitions. Our inability to
effectively protect our intellectual property domestically or internationally may result in limiting our ability to globally expand our
brand thereby adversely affecting our financial performance.
We face a variety of risks related to our international expansion and global brand development efforts that could negatively
affect our brand, require additional infrastructure to support such efforts, and expose us to additional liabilities under foreign
laws, any of which could harm our financial performance.
International operations have a unique set of risks that differ from country to country, and can include, among other risks,
political instability, governmental corruption, social, religious and ethnic unrest, anti-American sentiment, loss of senior executive
while traveling to foreign destinations, delayed and potentially less effective ability to respond to a crisis occurring overseas, changes
in economic conditions (such as currency valuation, disposable income, climate change, unemployment levels and increases in the
prices of commodities and labor), the regulatory environment, labor and pension laws, income and other taxes and tax rates, consumer
preferences and practices, as well as changes in the laws and regulations governing foreign investment, joint ventures or licensing
arrangements in countries where our licensees are located, the financial stability and wherewithal of our licensees, and local import
controls.
Our international licensees are authorized to operate The Cheesecake Factory restaurant concept using our trademarks, trade
names, service marks, trade dress and systems, and to provide our branded food and bakery products directly to consumers in The
Cheesecake Factory restaurants opened in the licensed areas outside of the United States. We provide extensive and detailed training
to our licensees so that their employees may be able to effectively execute our operating processes and procedures. Should we enter
into additional international agreements, we intend to provide similar training. However, since we do not operate these restaurants
directly, we can provide no assurance that our licensees will adhere to our operating standards in the same manner as we would were
such restaurants operated directly by us. The products and services our licensees deliver in our branded restaurants may be negatively
affected by factors outside of our control, including, but not limited to:
(cid:37) difficulties in achieving the consistency of product quality and service as compared to restaurants we operate in the United
States;
(cid:37) changes to our recipes required by cultural norms;
(cid:37) inability to obtain adequate and reliable supplies of ingredients and products necessary to execute our diverse menu;
(cid:37) availability of experienced management to operate their restaurants according to our standards;
(cid:37) changes in economic conditions of our licensees, whether or not related to the operation of our restaurants; and
(cid:37) differences, changes or uncertainties in economic, regulatory, legal, social, climatic, and political conditions, including the
possibility of instability and unrest.
If our licensees have difficulty operating our concept effectively, or receiving an adequate return on their investments, and
these difficulties are attributed to us or our brand, our reputation and brand value could be harmed, our revenue from these restaurants
could be diminished, and our international growth may be slowed, resulting in an adverse effect on our financial performance.
In order to support our international expansion, we entered into supply agreements with our licensees whereby our bakeries will
supply certain of our branded bakery products to our branded international restaurants. In order to supply bakery products to our
branded restaurants operated by our international licensees, we must adapt certain recipes to eliminate locally prohibited ingredients,
comply with labeling requirements that differ from those in the United States, and maintain certifications required to export to such
countries. In addition, unexpected events outside of our control, such as trade restrictions, import and export embargos, governmental
shutdowns and disruptions in shipping, may affect our ability to transport adequate levels of bakery products to our licensees, for
whom we are a sole source of supply for our branded desserts. A failure to adequately supply bakery products to our internationally
branded restaurants could affect the customer experience at those restaurants, resulting in decreased sales, and could, depending upon
the reason for the failure, trigger contractual defaults on our part.
17
As we continue the international expansion of our brand, we will need to comply with regulations and legal requirements,
including those related to the protection of our trade names, trademarks, service marks and other intellectual property. Additionally,
we will need to comply with both domestic laws affecting United States businesses that operate internationally, including the Foreign
Corrupt Practices Act and anti-boycott laws, and with foreign laws in the countries in which we expand our restaurants. (See also,
“Changes in, or any failure to comply with, applicable laws or regulations could adversely affect our ability to operate our restaurants
and/or increase our cost to do so, which could harm our financial performance.”) Also, we may become subject to lawsuits or other
legal actions resulting from the acts or omissions of our licensees and, even though we may have taken reasonable steps to protect
against such liabilities, including by obtaining contractual indemnifications and insurance coverage, there is no assurance that we will
not incur costs and expenses as a result of our licensees’ conduct, even when we are not legally liable.
From time to time we may evaluate acquisitions, joint ventures or other initiatives that could distract management from our
business and may create other risks to our business, which may have an adverse effect on our financial performance.
We continue to evaluate emerging brands and review the feasibility and likely long-term success of acquiring or developing
new brands or expanding potential brand licensing to non-restaurant areas such as retail products. As part of this evaluation, we may
be presented with opportunities to buy or develop businesses that provide growth opportunities. Any involvement in any such
acquisition, merger, joint venture, alliance or divestiture, and any expansion of our brand to non-restaurant areas, may create inherent
risks, including without limitation:
(cid:37) inaccurate assessment of value, growth potential, weaknesses, liabilities, contingent or otherwise, and expected profitability of
such ventures;
(cid:37) inability to achieve any anticipated operating synergies or economies of scale;
(cid:37) potential loss of key personnel of any acquired business;
(cid:37) challenges in successfully integrating, operating and managing acquired businesses and workforce and instilling our company
culture into new management and staff;
(cid:37) difficulties in aligning enterprise management systems and policies and procedures;
(cid:37) unforeseen changes in the market and economic condition affecting the acquired business or venture;
(cid:37) possibility of impairment charges if an acquired business does not meet the performance expectations upon which the
acquisition price was based; and
(cid:37) diversion of management’s attention and focus from existing operations to the integration of the acquired or merged business
and its personnel or to the expansion of the brand to non-restaurant items.
If we do not appropriately scale our infrastructure in a timely manner we may be unable to respond to and support our
domestic or international opportunities for growth, which could harm our financial performance.
We continually evaluate the appropriate level of infrastructure necessary to support our operational and development plans,
including our domestic and international expansion. If market conditions improve and we are able to identify enough high quality
sites to significantly increase the planned number of new restaurant openings in the future, we may be unable to scale or manage the
growth of our corporate and field supervision infrastructure in the short term to appropriately support our expansion. Likewise, if
sales decline, we may be unable to reduce our infrastructure quickly enough to prevent sales deleveraging which would adversely
affect our financial performance.
Our international license agreements require us to provide training and support to our licensees for their development and
operation of The Cheesecake Factory restaurants. We have dedicated certain corporate personnel to international development and
continue to utilize the talents of existing management, as we grow our international licensing and operations infrastructure. In
addition, one of the most important aspects of our restaurant operations is our ability to deliver dependable, quality service by
experienced staff members who can execute our concepts according to our high standards. This may require training our licensees’
management in the United States and our licensees’ staff in the licensed territories, as well as providing support in the selection and
development of restaurant sites, product sourcing logistics, technological systems, and menu modification. If we are unable to provide
the appropriate level of infrastructure support to our international licensees, including due to the lack of available personnel or due to
foreign or domestic restrictions on the ability of our staff to provide training in licensed countries or our licensees’ employees to
receive training domestically, our contractual relationships and future international expansion opportunities may be harmed resulting
in an adverse effect on our financial performance.
Our inability to successfully operate or expand our Grand Lux Cafe and RockSugar Pan Asian Kitchen brands could
adversely affect our ability to grow these concepts, which could materially harm our financial performance.
All of our restaurants are subject to the risks and uncertainties described in this filing. However, there is an enhanced level of
risk and uncertainty related to the operation and potential expansion of our less-established brands, Grand Lux Cafe and RockSugar
Pan Asian Kitchen.
18
We frequently discuss potential Grand Lux Cafe sites with landlords and currently plan to open one additional Grand Lux Cafe
in fiscal 2015; however, we can provide no assurance that new units will be accepted in the markets targeted for the expansion of this
concept.
While we currently have no plans to open additional RockSugar Pan Asian Kitchen restaurants, we continue to evaluate the
concept’s potential for growth, but can provide no assurance that expansion of this brand will occur or would be successful.
Changes in, or any failure to comply with, applicable laws or regulations could adversely affect our ability to operate our
restaurants and/or increase our cost to do so, which could harm our financial performance.
We are required to comply with laws and regulations including, but not limited to, those relating to alcoholic beverage control,
public health and safety, access and use by the disabled, environmental hazards, labor, and food safety and labeling laws. The failure
to obtain and/or retain licenses, permits or other regulatory approvals required to operate our business could delay or prevent the
opening and/or continued operation of a restaurant, adversely affecting that restaurant’s operations and profitability, and could
adversely affect our ability to obtain these licenses elsewhere. In addition, the failure to comply with governmental regulations could
subject us to penalties and interruptions in operations. In certain states, we may be subject to “dram shop” statutes that generally allow
a person injured by an intoxicated person the right to recover damages from an establishment that wrongfully served alcoholic
beverages to the intoxicated person. Dram shop litigation may result in significant judgments, including punitive damages. A
settlement or judgment against us under a dram shop statute in excess of our general liability insurance coverage could have a material
adverse effect on our financial performance. Significant increases in minimum wages, including the tip credit wage in certain states,
paid or unpaid leaves of absence, including mandatory sick pay regulations in a growing number of states and localities, and mandated
health and/or COBRA benefits, or increased tax reporting, assessment or payment requirements related to our staff members who
receive gratuities, or changes in interpretations of existing employment law, could be detrimental to our financial performance.
We are subject to federal and state laws that prohibit discrimination in the workplace and that set standards for the design,
accessibility and operation of public facilities, such as the Americans with Disabilities Act. Compliance with these laws and
regulations can be costly and failure to comply could create exposure to government proceedings and litigation. Even a perceived
failure to comply could result in negative publicity that could damage our reputation and adversely affect our financial performance.
In addition, various federal, state and local labor laws and regulations govern our operations and relationships with our staff members,
including, but not limited to, minimum wages, breaks, overtime, deductions, certain benefits (including health care benefits), safety,
working conditions and citizenship and legal residency requirements. Changes in, or any failure to comply with, these laws and
regulations could subject us to fines or other legal actions. Settlements or judgments in connection therewith that are not insured or
are in excess of our coverage limitations could have a material adverse effect on our business and financial performance. Despite our
efforts to maintain compliance with legal requirements, including implementation of electronic verification of legal work status, some
of our staff members may not meet state and federal citizenship or residency requirements. This could result in a disruption in our
work force, sanctions against us and adverse publicity. In addition, immigration-related employment regulations, on both the state and
federal level, may make it more difficult for us to identify and hire qualified staff members. See also, “ We face a variety of risks
related to our international expansion and global brand development efforts that could negatively affect our brand, require additional
infrastructure to support such efforts, and expose us to additional liabilities under foreign laws” for a discussion of regulatory risks
related to our international expansion.
Labor organizing could adversely affect our operations and harm our competitive position in the restaurant industry, which
could materially and adversely impact our financial performance.
Our staff members and others may attempt to unionize our workforce, establish boycotts or picket lines or interrupt our supply
chains which could increase our labor costs, limit our ability to manage our workforce effectively and cause disruptions to our
operations. A loss of our ability to effectively manage our workforce and the compensation and benefits we offer to our staff
members could harm our financial performance.
Our inability to respond appropriately to changes in consumer health and disclosure regulations could negatively impact our
operations and competitive position, which could harm our financial performance.
The Patient Protection and Affordable Care Act as amended by the Health Care and Education Affordability Reconciliation Act
of 2010 (“PPACA”), enacted in 2010, requires restaurant operators with twenty or more locations to make certain nutritional
information available to customers. The nutritional disclosure requirements under PPACA are intended to preempt a patchwork of
state and local laws regarding nutritional content disclosures that became prevalent over the past several years. However, the U.S.
Food & Drug Administration has only recently finalized rules for complying with PPACA’s nutritional content disclosure
requirements.
19
Establishments covered by the nutritional disclosure requirements under PPACA have until December 1, 2015 to comply with
the new rules. Until the new rules are implemented and enforced, uncertainty with respect to certain details of the new rules and how
they will be enforced will continue. Additionally, until the new rules take effect in December 2015, many states, counties and cities
are expected to continue to enforce their own nutritional content disclosure requirements. The continued uncertainty relating to
nutritional content disclosure and ongoing need to comply with a patchwork of various state and local disclosure requirements
continues to be a challenge for us, raising our compliance cost and exposing us to risk of non-compliance.
Some states and local and foreign governments also have enacted legislation regulating or prohibiting the sales or disclosure of
certain types and/or levels of ingredients in food served in restaurants, such as trans fats, GMOs and gluten, and are considering taxing
and/or otherwise regulating high fat and high sodium foods. The success of our restaurant and bakery operations and that of our
international licensees depends, in part, upon our ability to respond effectively to changes in consumer health and disclosure
regulations and to adapt our menu offerings and bakery selections to changes in governmental requirements. If consumer health
regulations change significantly, we may be required to modify or discontinue certain menu items. In addition, dietary restrictions in
some international locations where our licensees plan to operate may require us to modify or discontinue serving certain menu items in
those locations. To the extent we are unable to respond with appropriate changes to our menu offerings, this could result in negative
publicity and materially affect customer demand for our concepts and have a material adverse impact on our financial performance.
If we are unable to manage our business risks, costs associated with litigation and insurance could increase, which could
adversely impact our financial performance.
We are subject to lawsuits, administrative proceedings and claims that arise in the regular course of business. These matters
typically involve claims by customers, staff members and others regarding issues such as food borne illness, food safety, premises
liability, compliance with wage and hour requirements, work-related injuries, discrimination, harassment, disability and other
operational issues common to the foodservice industry. We could be adversely affected by negative publicity and litigation costs
resulting from these claims, regardless of their validity. Employment-related litigation, particularly with respect to claims styled as
class action lawsuits, are especially costly to defend. Also, some employment-related claims in the area of wage and hour disputes
are not insurable risks. Significant legal fees and costs in complex class action litigation or an adverse judgment or settlement that are
not insured or are in excess of insurance coverage can have a material adverse effect on our financial performance.
We retain the financial responsibility for a significant portion of our risks and associated liabilities with respect to workers’
compensation, general liability, employment practices, staff health benefits and other insurable risks. A number of factors may
significantly increase our self-insurance costs, such as, conditions of the insurance market, the availability of insurance, or changes in
local, state and/or federal regulations. Material increases in costs associated with claims or an unusually high number of severe
claims or other unfavorable fluctuations in the severity or frequency of claims may also significantly increase our health care costs and
adversely affect our profitability. The accrued liabilities associated with these programs are based on our estimate of the ultimate
costs to settle known claims as well as claims incurred but not yet reported to us (“IBNR”) as of each balance sheet date. Significant
judgment is required to estimate IBNR amounts as parties have yet to assert such claims. If actual claims trends, including the
severity or frequency of claims, differ from our estimates, our financial results could be impacted.
Health care costs continue to rise significantly, and we can provide no assurance that our cost containment efforts in this area
will be effective. Currently, we do not believe PPACA itself will have a significant impact on our health care benefit costs; however,
because many questions concerning the future of PPACA remain, we will not know this for certain until the implementation and
administration of PPACA is more fully matured. Material increases in health care costs would likely have a material adverse impact
our financial performance.
In states with “dram shop” statutes, we may become subject to dram shop litigation that could result in significant judgments,
including punitive damages.
If we are unable to effectively grow sales or reduce costs over time at certain of our locations, we may be required to record
impairment charges, be unable to fully recoup landlord improvement allowances and/or decide to discontinue operations at
these restaurants, any of which could harm our financial performance.
We assess the potential impairment of our long-lived assets whenever events or changes in circumstances indicate the carrying
value of the assets or asset group may not be recoverable. Factors considered include, but are not limited to, significant
underperformance relative to historical or projected future operating results, significant changes in the manner in which an asset is
being used, an expectation that an asset will be disposed of significantly before the end of its previously estimated useful life and
significant negative industry or economic trends. We regularly review any restaurants that are cash flow negative for the previous
four quarters and those that are being considered for closure or relocation to determine if impairment testing is warranted. (See
“Impairment of Long-Lived Assets and Lease Terminations” in Note 1 to our Consolidated Financial Statements for additional
information on our impairment assessments.) At any given time, we may be monitoring certain locations, and future impairment
charges and/or closures may occur if individual restaurant performance does not improve, which could negatively impact our financial
20
performance. A portion of our tenant allowances at certain premises may be subject to recoupment against percentage rent otherwise
payable at such sites. When we are unable to achieve sales in a sufficient amount to generate percentage rent obligations, we are not
able to fully recoup available allowances at affected sites, which could negatively impact our financial performance.
If a third party vendor of ours experiences a failure that affects an essential business process of ours, we may be subject to
certain risks and may experience data loss, increased costs or other harm, any of which could harm our financial performance.
In order to leverage our internal resources and information technology infrastructure, and to support our business continuity and
disaster recovery planning efforts in the event of a physical loss or damage to our corporate facilities, we utilize third-party vendors to
assist us with some of our essential business processes. For example, we rely on a network of third-party distribution warehouses to
deliver ingredients and other materials to our restaurants. In some instances, these processes rely on technology and may be
outsourced to the vendor in their entirety and in other instances we utilize these vendors’ externally-hosted business applications.
Some of the technological processes for which we utilize third parties include, but are not limited to, gift card tracking and
authorization, labor scheduling and email hosting, web site hosting, file collaboration, restaurant back office and staff recruiting.
Our practice is to work with service providers that are leading performers in their industries and with technology vendors that employ
up to date and appropriate data security practices and internal control practices, such as redundant processing facilities. However,
we cannot guarantee that failures will not occur. The failure of third-party vendors to provide adequate services, including protection
of sensitive data, could significantly harm our operations and reputation, and could have a material adverse effect on our financial
performance.
Our inability or failure to execute on comprehensive business continuity and disaster recovery plans following a major natural
or manmade disaster, including terrorism, at our corporate or bakery facilities could result in delayed recovery, loss of data,
an inability to perform vital corporate functions, reduced capacity to produce bakery products, and other harm, which could
adversely impact our financial performance.
Most of our corporate systems and processes and corporate support for our restaurant operations are centralized at one
California location, with the exception of our construction and design department. In addition, the corporate systems and processes
and corporate support for our bakery operations are also at this centralized location, with the exception of our East Coast bakery
production and fulfillment facility. If we are unable to execute our disaster recovery procedures in whole or in part, we may
experience delays in recovery and losses of data, inability to perform vital corporate functions, tardiness in required reporting and
compliance, failures to adequately support field operations and other breakdowns in normal operating procedures that could expose us
to administrative and other legal claims and have a material adverse effect on our financial performance. A closure or material damage
to one of our two bakery facilities may result in an inability to fulfill or a slowdown in fulfillment of all of our bakery products, both
to our own and our international licensees’ restaurants as well as to third parties, and losses of data regarding our bakery operations,
and could have a material adverse effect on our financial performance.
Adverse weather conditions, seasonal fluctuations, natural disasters, effects of climate change, terrorism threats and health
epidemics (or fears about them) could unfavorably impact our restaurant sales, which could harm our financial performance.
Adverse weather conditions can impact customer traffic at our restaurants, cause the temporary underutilization of outdoor
patio seating, and, in more severe cases, such as hurricanes, earthquakes, tornadoes, blizzards or other natural disasters, cause a
temporary inability to obtain supplies and increases in commodity costs and closures of our affected restaurants, sometimes for
prolonged periods, which would negatively affect our restaurant sales and financial performance. Seasonal fluctuations may result
from the calendar days of the week on which holidays occur, which may impact consumer spending patterns. Increasing frequency
and unpredictability of adverse weather conditions due to climate changes may result in decreased overall customer traffic, less
accurate year-to-year comparisons in sales and other factors affecting financial performance. Terrorist activities or health epidemics,
or fear of such events occurring, may have a similarly negative impact. Our cash flows may be adversely impacted by delay in the
receipt of proceeds under any insurance policies or programs we maintain against certain of these risks or the proceeds may not fully
offset any such losses.
New restaurant openings may negatively impact sales at our existing restaurants, which could harm our financial
performance.
We target high quality, high profile locations for our upscale and highly customized restaurants. The size of our restaurant
trade areas varies by location, depending on a number of factors such as population density, demographics, retail, business,
entertainment and other traffic generators and geography. As a result, the opening of a new restaurant could impact the sales of one
or more of our existing restaurants nearby. It is not our intention to open new restaurants that materially cannibalize the sales of our
existing restaurants. However, there can be no assurance that such sales impact will not occur or become more significant in the
future as we gradually increase our presence in existing markets to maximize our competitive position and financial performance in
each market.
21
Our failure to establish, maintain and apply adequate internal control over our financial reporting and comply with changes
in financial accounting standards or interpretations of existing standards could limit our ability to report our financial results
accurately and timely or to detect and prevent fraud, any of which could harm our financial performance.
We are subject to the ongoing internal control provisions of Section 404 of the Sarbanes-Oxley Act of 2002. These provisions
provide for the identification of material weaknesses in internal control over financial reporting — a process to provide reasonable
assurance regarding the reliability of financial reporting for external purposes in accordance with accounting principles generally
accepted in the United States of America. If we experience a material weakness in internal controls, there can be no assurance that
we will be able to remediate that material weakness in a timely manner or maintain all of the controls necessary to remain in
compliance. Any failure to maintain an effective system of internal control over financial reporting could limit our ability to report
our financial results accurately and timely or to detect and prevent fraud. Additionally, changes in accounting standards or new
accounting pronouncements and interpretations may occur that could adversely affect our previously reported or future financial
results.
Failure to satisfy financial covenants and/or repayment requirements under our credit facility could adversely affect our
financial condition, which could harm our financial performance.
We have an unsecured revolving credit facility (“Facility”) with an available borrowing commitment of $200 million and with
a conditional commitment increase feature that could provide for an additional $100 million in available credit. The Facility requires
us to maintain certain financial covenants. At December 30, 2014, we were in compliance with these covenants and had no
outstanding debt balance under the Facility. However, any failure to maintain these debt covenants or have sufficient liquidity to either
repay or refinance the then outstanding balance at expiration of the Facility, or upon violation of the covenants, would have a material
adverse effect on our financial condition. (See Note 7 of Notes to Consolidated Financial Statements in Part IV, Item 15 for
additional information concerning our long-term debt.)
Risks Related to Owning Our Stock
The market price of our common stock is subject to volatility.
During fiscal 2014, the price of our common stock fluctuated between $42.00 and $51.45 per share. The market price of our
common stock may be significantly affected by a number of factors, including, but not limited to, actual or anticipated variations in
our operating results or those of our competitors as compared to analyst expectations, changes in financial estimates by research
analysts with respect to us or others in the restaurant industry, and announcements of significant transactions (including mergers or
acquisitions, divestitures, joint ventures or other strategic initiatives) by us or others in the restaurant industry. In addition, the equity
markets have experienced price and volume fluctuations that affect the stock price of companies in ways that have been unrelated to
an individual company’s operating performance. The price of our common stock may continue to be volatile, based on factors
specific to our company and industry, as well as factors related to the equity markets overall.
We may not be able to achieve our target of average mid-teens EPS growth over the next five years.
Comparable restaurant sales that are below our target, slowing growth of our concepts domestically, a decline in international
royalties or any event that causes our operating costs to substantially increase or an inability to repurchase our stock as expected could
slow EPS growth. Any of these occurrences on a multi-year basis could bring about lower than targeted average mid-teens EPS
growth, which could negatively affect our stock price.
If we are unable to continue to pay, or if we are unable to increase dividends, our EPS and stock price may be harmed.
Our dividend program requires the use of a substantial amount of our free cash flow. Our ability to pay and increase over time
our dividends will depend on our ability to generate sufficient cash flows from operations and capacity to borrow funds, which may be
subject to economic, financial, competitive and other factors that are beyond our control. Any failure to pay or increase our dividends
over time may negatively impact investor confidence in us, and may negatively impact our stock price.
We have a stockholder rights plan, or “poison pill,” which could affect the price of our common stock and make it more
difficult for a potential acquirer to purchase a large portion of our securities, to initiate a tender offer or a proxy contest, or to
acquire us.
In August 2008, our Board of Directors extended our stockholder rights plan, commonly known as a “poison pill,” until
August 2018. The poison pill may discourage, delay, or prevent a third party from acquiring a large portion of our securities,
initiating a tender offer or proxy contest, or acquiring us through an acquisition, merger or similar transaction even if our stockholders
might receive a premium for their shares over the then-current market price in the event of such transaction.
There may be future sales or other dilution of our equity that may adversely affect the market price of our common stock.
or exchangeable for, or that represent the right to receive, common stock or preferred stock or any substantially similar securities.
We are not restricted from issuing additional common stock or preferred stock, including any securities that are convertible into
Our
22
Board of Directors is authorized to issue additional shares of common stock and additional classes or series of preferred stock without
any action on the part of the stockholders. The Board of Directors also has the discretion, without stockholder approval, to set the
terms of any such classes or series of preferred stock that may be issued, including voting rights, dividend rights and preferences over
the common stock with respect to dividends or upon the liquidation or winding up of our business and other terms. If we issue preferred
shares that have a preference over our common stock with respect to the payment of dividends or upon liquidation, dissolution or
winding up, or if we issue preferred shares with voting rights that dilute the voting power of our common stock, the rights of our
common stockholders or the market price of our common stock could be adversely affected.
ITEM 1B.
UNRESOLVED STAFF COMMENTS
Not applicable.
ITEM 2.
PROPERTIES
Our corporate support center and one of our bakery production facilities are located in Calabasas Hills, California. The
corporate support center is an 88,000 square-foot facility on an approximately five-acre parcel of land, and we are in the process of
building a 19,000 square foot training facility on this property. The bakery production facility is a 60,000 square foot facility on an
approximately three-acre parcel of land. Our second bakery facility located in Rocky Mount, North Carolina is a 100,000 square foot
facility on an approximately 31-acre parcel of land. Our development and design department is in a 29,000 square-foot facility on
approximately one acre of land in Irvine, California. All of these properties are owned by the Company.
As of February 27, 2015, we operated 189 Company-owned upscale casual dining restaurants: 177 under The Cheesecake
Factory® mark in 37 states, the District of Columbia and Puerto Rico; 11 under the Grand Lux Cafe® mark in six states; and one
RockSugar Pan Asian Kitchen® in California. During fiscal 2013, we discontinued operations in three Grand Lux Cafe locations.
All of our Company-owned restaurants are located on leased properties, and although we would evaluate the economic benefit of fee
ownership if the opportunity presented itself, we have no current plans to own the real estate underlying our restaurants.
State
Alabama
Arizona
California
Colorado
Connecticut
Delaware
District of Columbia
Florida
Georgia
Hawaii
Idaho
Illinois
Indiana
Iowa
Kansas
Kentucky
Louisiana
Maryland
Massachusetts
Michigan
Minnesota
Missouri
Nebraska
Nevada
New Jersey
New York
North Carolina
Oklahoma
Ohio
Oregon
Pennsylvania
Puerto Rico*
Rhode Island
Tennessee
Texas
Utah
Virginia
Washington
Wisconsin
Total
*Commonwealth
Company-Owned Restaurant Locations by State
The
Cheesecake
Factory
Grand Lux
Cafe
RockSugar
Pan
Asian Kitchen
Total
1
6
34
3
3
1
1
17
5
1
1
6
2
1
1
2
1
6
7
1
1
3
1
4
8
11
3
2
6
1
4
1
1
3
14
2
7
3
2
177
1
6
35
3
3
1
1
20
5
1
1
7
2
1
1
2
1
6
7
1
1
3
1
6
10
12
3
2
6
1
4
1
1
3
16
2
7
3
2
189
1
3
1
2
2
1
2
11
1
23
ITEM 3. LEGAL PROCEEDINGS
See Note 9 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for a summary of legal
proceedings.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
PART II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND
ISSUER PURCHASES OF EQUITY SECURITIES
Our common stock is traded on the NASDAQ Global Select Market under the symbol CAKE. On February 16, 2015, the
closing price of our common stock was $48.22 per share. The following table sets forth, for the periods indicated, the range of prices
and cash dividends declared per share for each quarter during fiscal 2014 and 2013:
Fiscal 2014
Fourth Quarter
Third Quarter
Second Quarter
First Quarter
Fiscal 2013
Fourth Quarter
Third Quarter
Second Quarter
First Quarter
High
Low
Cash
Dividends
Declared
$
$
$
$
51.45
47.09
49.10
49.21
49.74
44.79
42.63
38.71
$
$
42.00
42.54
43.58
42.73
42.03
39.86
36.90
32.63
0.165
0.165
0.14
0.14
0.14
0.14
0.12
0.12
Future decisions to pay, increase or decrease dividends are at the discretion of the Board and will be dependent on our
operating performance, financial condition, capital expenditure requirements and other such factors that the Board considers
relevant. (See Note 10 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for further discussion of our
stockholders’ equity.) Our credit facility limits cash distributions with respect to our equity interests, such as cash dividends and
share repurchases, based on a defined ratio. (See Note 7 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this
report for further discussion of our long-term debt.)
There were approximately 1,000 holders of record of our common stock at February 16, 2015, and we estimate there were
approximately 28,300 beneficial stockholders on that date.
24
The following provides information regarding our purchase of our common stock during the thirteen weeks ended
December 30, 2014 (in thousands, except per share amounts):
Period
October 1 — November 4,
November 5 — December 2,
December 3 — December 30,
2014
2014
2014
Total
Total Number
Shares
Purchased (1)
of
Average
Price Paid
per Share
Total Number of Shares
Purchased as Part of
Publicly Announced
Plans or Programs
Shares that May Yet
Maximum Number of
Be
Purchased Under the
Plans or Programs
$
—
3
—
3
—
48.37
—
—
—
—
—
6,580
6,577
6,577
(1)
The total number of shares purchased includes shares withheld upon vesting of restricted share awards to satisfy minimum tax withholding obligations.
In July 2013, our Board increased the authorization to repurchase our common stock by 7.5 million shares to 48.5 million
shares. Under this and all previous authorizations, we have cumulatively repurchased 41.9 million shares at a total cost of $1,158.7
million through December 30, 2014, including 3.1 million shares of our common stock at a cost of $143.2 million during fiscal year
2014. Our share repurchase authorization does not have an expiration date, does not require us to purchase a specific number of
shares and may be modified, suspended or terminated at any time. (See Note 10 of Notes to Consolidated Financial Statements in
Part IV, Item 15 of this report for further discussion of our repurchase authorization and methods.)
As described in Item 9B of Part II, on February 27, 2015, we entered into a collared accelerated stock repurchase (“ASR”)
agreement with a financial institution to repurchase $75 million of our common stock. The initial delivery to us of shares purchased
under the ASR program will be reported in our Form 10-Q for the period ending March 31, 2015.
Price Performance Graph
The following graph compares the cumulative five-year total return provided to stockholders on the Company’s common stock
relative to the S&P 400 Midcap Index, the NASDAQ US Benchmark TR Index and the Nation’s Restaurant News Index. The graph
assumes a $100 initial investment and the reinvestment of dividends in each of the indices. The measurement points utilized in the
graph consist of the last trading day in each calendar year, which closely approximates the last day of the respective fiscal year of the
Company. The historical stock performance presented below is not intended to and may not be indicative of future stock performance.
NASDAQ OMX, which supplies the total return data for the NASDAQ Composite® (US) Index, has historically used total return data
prepared by the Center for Research in Security Prices (CRSP). Effective January 1, 2014, NASDAQ OMX replaced total return values
prepared by CRSP with comparable NASDAQ OMX Global Index data. As a result of this change, the NASDAQ US Benchmark
TR Index replaces the NASDAQ Composite® (US) Index.
25
The Cheesecake Factory
Incorporated
S&P 400 Midcap Index
NASDAQ US
Benchmark TR Index (1)
NASDAQ Composite®
(US) Index
(2)
Nation’s Restaurant
(3)
News Index
12/31/09
12/31/10
12/31/11
12/30/12
12/31/13
12/31/14
$
$
$
$
$
100
100
100
$
$
$
142
125
118
$
$
$
136
121
118
$
$
$
100
$
118
$
119
$
100
$
132
$
167
$
152
140
137
141
168
$
$
$
$
$
224
185
183
$
$
$
233
200
206
196
$ unavailable
215
$
221
(1) Underlying data provided by NASDAQ OMX Global Indexes.
(2) Underlying data provided by The Center for Research in Security Prices. As discussed above, data is no longer available from NASDAQ OMX
after December 31, 2013.
(3) The Nation’s Restaurant News Index (“Index”) is a comprehensive restaurant industry index. In addition to fine and casual dining, the index
includes fast casual and quick-serve.
This graph shall not be deemed incorporated by reference by any general statement incorporating by reference this Annual
Report on Form 10-K into any filing under the Securities Act of 1933 or under the Securities Exchange Act of 1934, except to the
extent that the Company specifically incorporates this information by reference, and shall not otherwise be deemed filed under such
Acts.
26
ITEM 6. SELECTED FINANCIAL DATA
The following selected financial data should be read in conjunction with our consolidated financial statements and related notes
thereto, and with Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations.”
2014
2013
Fiscal Year (1) (2)
2012
(In thousands, except per share data)
2011
2010
Statements of
Comprehensive Income Data:
Revenues
$
1,976,624
$
1,877,910
$
1,809,017
$
1,757,624
$
1,659,404
Costs and expenses:
Cost of sales
Labor expenses
Other operating costs and
expenses
General and administrative
expenses
Depreciation and
amortization expenses
Impairment of assets and
lease terminations
Preopening costs
490,306
646,102
478,504
119,094
82,835
696
14,356
455,685
603,069
452,571
114,728
78,558
(561 )
12,906
450,153
580,192
439,559
104,156
74,433
9,536
12,289
448,468
567,358
428,442
96,263
71,958
1,547
10,138
412,855
536,954
408,362
95,729
72,140
—
5,153
Total costs and expenses
1,831,893
1,716,956
1,670,318
1,624,174
1,531,193
Income from operations
Interest and other expense,
net
Income before income taxes
Income tax provision
Net income
Net income per share:
Basic
Diluted
Weighted average shares
outstanding:
Basic
Diluted
Cash dividends declared per
$
$
$
144,731
160,954
138,699
133,450
128,211
$
$
$
(6,187)
138,544
37,268
101,276
2.04
1.96
49,567
51,584
(4,504 )
156,450
42,094
114,356
2.19
2.10
$
$
$
(4,725 )
133,974
35,551
98,423
1.85
1.78
$
$
$
(4,307 )
129,143
33,423
95,720
1.70
1.64
$
$
$
(17,122)
111,089
29,376
81,713
1.39
1.35
52,229
54,377
53,185
55,211
56,378
58,190
58,905
60,446
common share
$
0.61
$
0.52
$
0.24
$
—
$
—
Balance Sheet Data (at end
of period):
Cash and cash equivalents
Total assets
$
58,018
1,176,452
$
61,751
1,124,114
$
83,569
1,092,167
$
48,211
1,022,570
$
81,619
1,037,307
Total long-term debt and
deemed landlord
financing liability,
including current portion
Total stockholders’ equity
Restaurant Data:
The Cheesecake Factory
comparable restaurant
sales
The Cheesecake Factory
restaurants open at year
end
80,195
556,510
68,701
577,353
57,172
579,726
56,961
542,753
53,577
592,337
1.5%
1.1 %
2.2 %
2.0 %
2.0%
177
168
162
156
149
(1)
Fiscal 2011 consisted of 53 weeks. All other fiscal years presented consisted of 52 weeks.
(2)
Fiscal 2014, 2013, 2012, 2011 and 2010 included $16.8 million, $14.1 million, $10.8 million, $9.6 million and $10.9 million,
respectively, of stock-based compensation expense.
27
Non-GAAP Measures
Adjusted net income and adjusted diluted net income per share are supplemental measures of our performance that are not
required by or presented in accordance with GAAP. These non-GAAP measures may not be comparable to similarly titled measures
used by other companies and should not be considered in isolation or as a substitute for measures of performance prepared in
accordance with GAAP. We calculate these non-GAAP measures by eliminating from net income and diluted net income per share
the impact of items we do not consider indicative of our ongoing operations. We believe these adjusted measures provide additional
information to facilitate the comparison of our past and present financial results. We utilize results that both include and exclude the
identified items in evaluating business performance. However, our inclusion of these adjusted measures should not be construed as
an indication that our future results will be unaffected by unusual or infrequent items. In the future, we may incur expenses or
generate income similar to the adjusted items.
Following is a reconciliation from net income and diluted net income per share to the corresponding adjusted measures (in
thousands, except per share data):
Net income
After-tax impact from:
Impairment of assets and lease terminations (1)
Proceeds from variable life insurance contract (2)
Adjusted net income
Diluted net income per share
After-tax impact from:
Impairment of assets and lease terminations
Proceeds from variable life insurance contract
Adjusted diluted net income per share (3)
2014
Fiscal Year
2013
2012
101,276
$
114,356
$
98,423
418
—
101,694
1.96
0.01
—
1.97
$
$
$
(337 )
—
114,019
2.10
(0.01 )
—
2.10
$
$
$
5,722
(419)
103,726
1.78
0.11
(0.01)
1.88
$
$
$
$
(1)
Represents impairment and lease termination expenses and income related to seven The Cheesecake Factory and f our Grand Lux Cafe restaurants.
The pre-tax amounts associated with these items were $696, ($561) and $9,536 in fiscal years 2014, 2013 and 2012, respectively. These amounts
were recorded in impairment of assets and lease terminations. (See Note 1 of Notes to Consolidated Financial Statements in Part
this report for further discussion of these charges.)
Item 15 of
IV,
(2)
Represents proceeds realized from a variable life insurance contract used to support our Executive Sav ings Plan, a non-qualified deferred
compensation plan. This item is non-taxable and was recorded in interest and other expense, net.
(3)
Diluted net income per share may not add due to rounding.
ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS
General
This discussion and analysis should be read in conjunction with our consolidated financial statements and related notes in
Part IV, Item 15 of this report, the “Risk Factors” included in Part I, Item 1A of this report, and the cautionary statements included
throughout this report. The inclusion of supplementary analytical and related information herein may require us to make estimates
and assumptions to enable us to fairly present, in all material respects, our analysis of trends and expectations with respect to our
results of operations and financial position.
As of February 27, 2015, we operated 189 Company-owned restaurants: 177 under The Cheesecake Factory® mark, 11 under
the Grand Lux Cafe® mark and one under the RockSugar Pan Asian Kitchen® mark. Internationally, eight The Cheesecake Factory
branded restaurants operate under licensing agreements. We also operated two bakery production facilities.
28
The Cheesecake Factory is an upscale casual dining concept that features more than 200 menu items including appetizers,
pizza, seafood, steaks, chicken, burgers, small plates, pastas, salads, sandwiches, omelettes and desserts, including approximately 50
varieties of cheesecake and other baked desserts. Grand Lux Cafe and RockSugar Pan Asian Kitchen are also upscale, casual dining
concepts offering approximately 200 and 75 menu items, respectively. In contrast to many chain restaurant operations, substantially
all of our menu items, except those desserts manufactured at our bakery production facilities, are prepared daily at our restaurants with
high quality, fresh ingredients using innovative and proprietary recipes. We believe our The Cheesecake Factory and Grand Lux Cafe
restaurants are recognized by consumers for offering value with freshly prepared menu items across a broad array of price points and
generous food portions at moderate prices. Our restaurants’ distinctive, contemporary design and decor create a high-energy
ambiance in a casual setting. Our restaurants typically range in size from 7,000 to 17,000 interior square feet, provide full liquor
service and are open seven days a week for lunch and dinner, as well as Sunday brunch.
Overview
Our strategy is driven by our commitment to customer satisfaction and is focused primarily on menu innovation, service and
operational execution to continue to differentiate ourselves from other restaurant concepts, as well as to drive competitively strong
performance that is sustainable. Financially, we are focused on prudently managing expenses at our restaurants, bakery facilities and
corporate support center, and leveraging our size to make the best use of our purchasing power.
We are also committed to allocating capital in a manner that will deliver returns that meet our high hurdle rates, which are
significantly above our cost of capital. Returns are affected by the cost to build restaurants, the level of revenues that each restaurant
can deliver and our ability to maximize the profitability of restaurants. Investing in new restaurant development that meets our return
on investment criteria creates value for our Company. It is our top capital allocation priority with a focus on opening our restaurant
concepts in premier locations within both new and existing markets in the United States, and potentially new markets internationally.
Our goals are to achieve our return objective and, longer-term, to deliver average annual ‘mid-teens’ earnings per share
growth. The following are the key performance levers that we believe will contribute to achieving these goals:
(cid:37) Growing Comparable Restaurant Sales and Overall Revenue. Our overall revenue growth is primarily driven by revenue
from new restaurant openings, increases in comparable restaurant sales, and royalties and bakery sales from additional
licensed international locations. We also plan to selectively consider other means to leverage our competitive strengths,
including development or acquisition of new restaurant concepts or expansion of our brand to other retail opportunities.
Changes in comparable restaurant sales come from variations in customer traffic, as well as in check average. Our
strategy is to grow customer traffic by (1) continuing to offer innovative, high quality menu items that offer customers a
wide range of options in terms of flavor, price and value and (2) focusing on service and hospitality with the goal of
delivering an exceptional customer experience. In fiscal 2015, we also have a number of initiatives to grow customer
traffic, including market research, increasing throughput in our restaurants, redesigning our server training, building on
the success of our gift card program and piloting a technology for mobile payment in our restaurants. Check average is
impacted by menu price increases and/or changes in menu mix. Our philosophy with regard to menu pricing is to use
price increases to help offset key operating cost increases in a manner that balances protecting both our margins and
customer traffic levels. (See “Expansion of Company-Owned Locations” in Part I, Item 1 for further information on
revenue growth from new restaurant openings.)
(cid:37) Increasing Our Operating Margins (Income from Operations Expressed as a Percentage of Revenues). Operating margins
are subject to fluctuations in commodity costs, labor, restaurant-level occupancy expenses, general and administrative
expenses (“G&A”), and preopening expenses. Our objective is to gradually increase our operating margins to return to
peak levels by capturing fixed cost leverage primarily from growth in international royalties and increases in comparable
restaurant sales, but also from maximizing our purchasing power as our business grows and operating our restaurants as
productively as possible.
By efficiently scaling our restaurant and bakery support infrastructure and improving our internal processes, we work
toward growing G&A expenses at a slower rate than revenue growth over the long-term, which also should contribute to
operating margin expansion. However, G&A as a percentage of revenues may vary from quarter to quarter and may
increase on a year-over-year comparative basis in the near term as we ramp up the infrastructure necessary to support our
growth.
(cid:37) Dividends and Share Repurchases. We have historically generated a significant amount of free cash flow, which we
define as cash flow from operations less capital expenditures. We utilize substantially all of our free cash flow plus
proceeds received from employee stock option exercises for dividends and share repurchases, the latter of which offsets
dilution from our equity compensation program and supports our earnings per share growth.
29
Results of Operations
The following table sets forth, for the periods indicated, information from our consolidated statements of comprehensive
income expressed as percentages of revenues.
2014
Fiscal Year
2013
2012
100.0 %
100.0 %
100.0%
24.9
32.7
24.2
6.0
4.2
—
0.7
92.7
7.3
(0.3 )
7.0
1.9
5.1 %
24.2
32.1
24.1
6.1
4.2
—
0.7
91.4
8.6
(0.3 )
8.3
2.2
6.1 %
24.9
32.1
24.3
5.7
4.1
0.5
0.7
92.3
7.7
(0.3)
7.4
2.0
5.4%
Revenues
Costs and expenses:
Cost of sales
Labor expenses
Other operating costs and expenses
General and administrative expenses
Depreciation and amortization expenses
Impairment of assets and lease terminations
Preopening costs
Total costs and expenses
Income from operations
Interest and other expense, net
Income before income taxes
Income tax provision
Net income
Fiscal 2014 Compared to Fiscal 2013
Revenues
Revenues increased 5.2% to $1,976.6 million for fiscal 2014 compared to $1,877.9 million for fiscal 2013.
Comparable sales at The Cheesecake Factory restaurants increased by 1.5%, or $24.8 million, from the prior fiscal year driven
by average check growth of 2.5% (based on an increase of 2.0% in pricing and a 0.5% change in mix), partially offset by a decrease in
customer traffic of 1.0%. We implemented effective menu price increases of approximately 1.0% during both the first and third
quarters of fiscal 2014. We plan to continue targeting menu price increases of 1% to 2% annually. Total restaurant operating weeks
at The Cheesecake Factory increased 4.5% to 8,886 in fiscal 2014 compared to the prior year. The Cheesecake Factory average sales
per restaurant operating week increased 1.6% to $201,755 in fiscal 2014 compared to fiscal 2013.
Comparable sales at our Grand Lux Cafe restaurants decreased by 3.1% from the prior fiscal year driven by a decrease in
customer traffic, partially offset by average check growth. We implemented effective menu price increases of approximately 1.2%
and 1.0% during the second and fourth quarters of fiscal 2014, respectively. On a weighted average basis, based on the timing of our
menu roll outs within each quarter, the Grand Lux Cafe menu included a 2.2% increase in pricing for fiscal year 2014. We plan to
continue targeting menu price increases of 1% to 2% annually.
Restaurants become eligible to enter our comparable sales base in their 19 th month of operation. At December 30, 2014, there
were 18 The Cheesecake Factory restaurants not yet in our comparable sales base. International licensed locations and restaurants
that are no longer in operation, including those which we have relocated, are excluded from our comparable sales calculations.
Factors outside of our control, such as macroeconomic conditions, weather patterns, timing of holidays, competition and other
factors, including those referenced in Part I, Item lA, “Risk Factors,” can impact comparable sales.
We generally update and reprint our menus twice a year. As part of these menu updates, we evaluate the need for price
increases based on those operating cost increases of which we are aware or that we can reasonably expect. While menu price
increases can contribute to higher comparable restaurant sales in addition to offsetting margin pressure, we carefully consider all
potential price increases in light of the extent to which we believe they will impact customer traffic.
External bakery sales were $53.2 million for fiscal year 2014 compared to $55.3 million in fiscal year 2013, primarily due to
lower sales to warehouse club customers, partially offset by higher sales to international and retail customers.
30
Cost of Sales
Cost of sales consists of food, beverage, retail and bakery production supply costs incurred in conjunction with our restaura nt
and bakery revenues, and excludes depreciation, which is captured separately in depreciation and amortization expenses. As a
percentage of revenues, cost of sales was 24.9% for fiscal 2014 compared to 24.2% for fiscal 2013. This variance was driven
primarily by a significant increase in dairy costs with butter prices reaching a record high in September 2014.
Our restaurant menus are among the most diversified in the foodservice industry and, accordingly, are not overly dependent on
a few select commodities. Changes in costs for one commodity sometimes can be offset by cost changes in other commodity
categories. The principal commodity categories for our restaurants include general grocery items, dairy, produce, fish and seafood,
poultry, meat and bread.
We negotiate short-term and long-term agreements for our principal commodity, supply and equipment requirements,
depending on market conditions and expected demand. While we have historically been unable to contract directly for extended
periods of time for certain of our commodities such as some produce, wild-caught fish and certain dairy items, including fluid milk
and manufacturing cream, we are actively evaluating suppliers who may be able to provide longer term fixed pricing agreements and
also new hedging vehicles, such as direct financial instruments, to assist us in managing our risk and variability in these categories.
However, at times we may still choose not to enter into contracts using the vehicles and markets that are available to us due to pricing
volatility, excessive risk premiums, hedge inefficiencies or other factors. Where we have not contracted, commodities can be subject
to unforeseen supply and cost fluctuations, which at times can be significant.
As has been our past practice, we will carefully consider opportunities to introduce new menu items and implement selected
menu price increases to help offset any expected cost increases for key commodities and other goods and services utilized by our
operations. For new restaurants, cost of sales will typically be higher during the first four to six months of operations until our
management team becomes more accustomed to predicting, managing and servicing the sales volumes at the new restaurants.
Labor Expenses
As a percentage of revenues, labor expenses, which include restaurant-level labor costs and bakery direct production labor,
including associated fringe benefits, were 32.7% and 32.1% in fiscal 2014 and fiscal 2013, respectively. This variance was primarily
driven by higher group medical costs due to greater large claims activity and, to a lesser extent, higher participation in our medical
plans. We also experienced pressure from higher wage rates in the second half of fiscal 2014.
Other Operating Costs and Expenses
Other operating costs and expenses consist of restaurant-level occupancy expenses (rent, common area expenses, insurance,
licenses, taxes and utilities), other operating expenses (excluding food costs and labor expenses, which are reported separately) and
bakery production overhead and distribution expenses. As a percentage of revenues, other operating costs and expenses increased to
24.2% for fiscal 2014 from 24.1% for fiscal 2013. Higher utilities costs were partially offset by leverage on rent expense.
General and Administrative Expenses
General and administrative (“G&A”) expenses consist of the restaurant management recruiting and training program, as well as
the restaurant field supervision, corporate support and bakery administrative organizations. As a percentage of revenues, G&A
expenses decreased to 6.0% for fiscal 2014 versus 6.1% for fiscal 2013 due to a lower fiscal 2014 accrual for corporate performance
bonuses, partially offset by an increase in stock-based compensation expense.
Depreciation and Amortization Expenses
As a percentage of revenues, depreciation and amortization expenses were 4.2% for fiscal 2014 and fiscal 2013.
Impairment of Assets and Lease Terminations
During fiscal 2014, we incurred $0.7 million of accelerated depreciation, future rent and other closing costs related to the
relocation of one The Cheesecake Factory restaurant. In fiscal 2013, we incurred expenses of $0.6 million for future rent and other
closing costs associated with the closure of three Grand Lux Cafe restaurants and $3.7 million of impairment, accelerated depreciation
and closing costs related to the relocation of four The Cheesecake Factory restaurants. We also recorded $4.9 million in income from
a landlord in connection with the early termination of one of these leases and for waiving our right to exercise renewal options.
31
Preopening Costs
Preopening costs were $14.4 million for fiscal 2014 compared to $12.9 million in fiscal 2013. We opened ten The Cheesecake
Factory restaurants in fiscal 2014 compared to nine in fiscal 2013. Preopening costs include all costs to relocate and compensate
restaurant management employees during the preopening period, costs to recruit and train hourly restaurant employees, and wages,
travel and lodging costs for our opening training team and other support staff members. Also included are expenses for maintaining a
roster of trained managers for pending openings, the associated temporary housing and other costs necessary to relocate managers in
alignment with future restaurant opening and operating needs, and corporate travel and support activities. Preopening costs can
fluctuate significantly from period to period based on the number and timing of restaurant openings and the specific preopening costs
incurred for each restaurant.
Interest and Other Expense, Net
Interest and other expense, net increased to $6.2 million in fiscal 2014 compared to $4.5 million in fiscal 2013. This increase
was driven primarily by higher expense on asset disposals, increased interest expense associated with landlord construction
allowances, and a benefit in fiscal 2013 related to the exercise of an option to vest our ownership in land adjacent to our North
Carolina bakery facility. Interest expense included $3.8 million in fiscal 2014 compared to $3.3 million in fiscal 2013 associated with
landlord construction allowances deemed to be financing in accordance with accounting guidance.
Income Tax Provision
Our effective income tax rate was 26.9% in both fiscal 2014 and 2013. A higher proportion of Federal Insurance Contributions
Act (“FICA”) tip credit in relation to pre-tax income in fiscal 2014 was offset by lower non-taxable gains on our investments in
variable life insurance used to support our Executive Savings Plan (“ESP”), a non-qualified deferred compensation plan. See Note 13
of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for further information on our income tax provision.
Fiscal 2013 Compared to Fiscal 2012
Revenues
Revenues increased 3.8% to $1,877.9 million for fiscal 2013 compared to $1,809.0 million for fiscal 2012.
Comparable sales at The Cheesecake Factory restaurants increased by 1.1%, or $17.8 million, in fiscal 2013 driven by average
check growth of 1.8% (based on an increase of 1.8% in pricing and flat mix), partially offset by a decrease in customer traffic of
0.7%. We implemented effective menu price increases of approximately 1.0% during both the first and third quarters of fiscal
2013. Total restaurant operating weeks at The Cheesecake Factory increased 3.6% to 8,503 in fiscal 2013 compared to the prior
year. The Cheesecake Factory average sales per restaurant operating week increased 1.5% to $198,500 in fiscal 2013 compared to
fiscal 2012.
Comparable sales at our Grand Lux Cafe restaurants decreased by 1.1% from fiscal year 2012 driven by a decrease in customer
traffic, partially offset by average check growth. We implemented effective menu price increases of approximately 0.7% and 1.3%
during the second and fourth quarters of fiscal 2013, respectively. On a weighted average basis, based on the timing of our menu roll
outs within each quarter, the Grand Lux Cafe menu included a 1.7% increase in pricing for fiscal year 2013.
External bakery sales were $55.3 million for fiscal year 2013 compared to $65.2 million in fiscal year 2012, primarily due to
lower sales to warehouse club customers.
Cost of Sales
As a percentage of revenues, cost of sales was 24.2% in fiscal 2013 compared to 24.9% in fiscal 2012. This improvement was
driven primarily by a benefit from a higher mix of restaurant sales as compared to bakery sales, as well as lower general grocery costs.
Labor Expenses
As a percentage of revenues, labor expenses were 32.1% in both fiscal 2013 and fiscal 2012.
32
Other Operating Costs and Expenses
As a percentage of revenues, other operating costs and expenses were 24.1% in fiscal 2013 compared to 24.3% in fiscal
2012. This decrease was primarily due to a benefit from a higher mix of restaurant sales as compared to bakery sales.
General and Administrative Expenses
As a percentage of revenues, G&A expenses were 6.1% for fiscal 2013 versus 5.7% for fiscal 2012 due to an increase in
stock-based compensation expense and higher professional and legal fees, primarily stemming from recoupment of legal expenses in
fiscal 2012 resulting from an insurance settlement.
Depreciation and Amortization Expenses
As a percentage of revenues, depreciation and amortization expenses were 4.2% in fiscal 2013 compared to 4.1% in fiscal
2012.
Impairment of Assets and Lease Terminations
In fiscal 2013, we incurred expenses of $0.6 million for future rent and other closing costs associated with the closure of three
Grand Lux Cafe restaurants and $3.7 million of impairment, accelerated depreciation and closing costs related to the relocation of four
The Cheesecake Factory restaurants. We also recorded $4.9 million in income from a landlord in connection with the early
termination of one of these leases and for waiving our right to exercise renewal options.
In fiscal 2012, we recorded expense of $5.5 million, representing a reduction in the carrying value of one The Cheesecake
Factory restaurant. We also incurred $4.0 million for partial reimbursement to landlords of tenant improvement allowances and
broker fees related to the decision to close three of our Grand Lux Cafe restaurants.
Preopening Costs
Preopening costs were $12.9 million for fiscal 2013 compared to $12.3 million for the prior fiscal year. We opened nine The
Cheesecake Factory restaurants in fiscal 2013 compared to seven The Cheesecake Factory restaurants and one Grand Lux Cafe during
fiscal 2012.
Interest and Other Expense, Net
Interest and other expense, net was $4.5 million for fiscal 2013 compared to $4.7 million in fiscal 2012. This decrease was
primarily due to lower interest expense related to taxes and a benefit in fiscal 2013 related to the exercise of an option to vest our
ownership in land adjacent to our North Carolina bakery facility, partially offset by a benefit realized in fiscal 2012 from a variable
life insurance contract used to support our ESP. Interest expense included $3.3 million in fiscal 2013 and $3.2 million in fiscal 2012
associated with landlord construction allowances deemed to be financing in accordance with accounting guidance.
Income Tax Provision
Our effective income tax rate was 26.9% for fiscal 2013 compared to 26.5% for fiscal 2012. This increase was attributable to a
lower proportion of FICA tip credit and manufacturing deduction in relation to pre-tax income, partially offset by higher Work
Opportunity Tax Credits due to the reinstatement of the program in 2013, as well as higher non-taxable gains on our investments in
variable life insurance used to support our ESP.
Fiscal 2015 Outlook
This discussion contains forward-looking statements and should be read in conjunction with our consolidated financial
statements and related notes in Part IV, Item 15 of this report, the “Risk Factors” included in Part I, Item 1A of this report, and the
cautionary statements included throughout this report.
We estimate diluted earnings per share for fiscal 2015 will be between $2.08 and $2.20 based on an assumed increase in
comparable restaurant sales of between 1.5% and 2.5%. We currently expect food cost inflation of between 1% and 2% as we
anticipate higher prices in some areas such as beef and chicken to be partially offset by lower dairy and seafood costs. We estimate
group medical costs to be flat to fiscal 2014 as a percentage of revenues and also expect approximately 3% in wage inflation. At the
high end of our sensitivity range, we expect operating margins to be slightly positive relative to fiscal 2014. We anticipate a fiscal
2015 corporate tax rate of between 27% and 28%.
33
In fiscal 2015, we plan to open as many as 11 new restaurants, including at least one Grand Lux Cafe. In addition to these
Company-owned locations, we expect as many as four restaurants to open in the Middle East and Mexico under licensing agreements.
We expect fiscal 2015 cash capital expenditures to range between $120 million and $130 million and anticipate utilizing substantially
all of our free cash flow plus proceeds received from employee stock option exercises for dividends and share repurchases.
Liquidity and Capital Resources
Our corporate financial objectives are to maintain a sufficiently strong and conservative balance sheet to support our operating
initiatives and unit growth while maintaining financial flexibility to provide the financial resources necessary to protect and enhance
the competitiveness of our restaurant and bakery brands and to provide a prudent level of financial capacity to manage the risks and
uncertainties of conducting our business operations in the current economic environment and through future economic and industry
cycles. Our ongoing capital requirements are principally related to our restaurant expansion plan and ongoing maintenance of our
restaurants and bakery facilities, as well as investment in our corporate and information technology infrastructures.
Similar to many restaurant and retail chain store operations, we utilize operating lease arrangements for all of our restaurant
locations. We believe that our operating lease arrangements continue to provide appropriate leverage for our capital structure in a
financially efficient manner. However, we are not limited to the use of lease arrangements as our only method of opening new
restaurants. While most of our operating lease obligations are not required to be reflected as indebtedness on our consolidated
balance sheet, the minimum base rents and related fixed obligations under our lease agreements must be satisfied by cash flows from
our ongoing operations. Accordingly, our lease arrangements reduce, to some extent, our capacity to utilize funded indebtedness in
our capital structure.
Historically, we have obtained capital from our ongoing operations, public stock offerings, lines of credit, employee stock
option exercises and construction contributions from our landlords. Our requirement for working capital is not significant, since our
restaurant customers pay for their food and beverage purchases in cash or cash equivalents at the time of sale, and we are able to sell
many of our food inventory items before payment is due to the suppliers of such items .
The following table presents, for the periods indicated, a summary of our key cash flows from operating, investin g and
financing activities (in millions):
2014
Fiscal Year
2013
2012
Cash provided by operating activities
Capital expenditures
Proceeds from exercise of stock options
Cash dividends paid
Purchase of treasury stock
$
$
$
$
$
239.6
(114.0 )
22.9
(30.3 )
(140.5 )
$
$
$
$
$
204.8
(106.3 )
72.9
(27.2 )
(183.7 )
$
$
$
$
$
195.4
(86.4)
39.3
(12.8)
(101.4)
During fiscal 2014, our cash and cash equivalents decreased by $3.7 million to $58.0 million at December 30, 2014. This
decrease was primarily attributable to treasury stock purchases, capital expenditures and dividend payments, partially offset by cash
provided by operating activities, proceeds from exercises of employee stock options and landlord construction contributions. See
Note 1 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for further discussion of cash and cash
equivalents.
Capital expenditures have increased over the last three fiscal years due primarily to the number of restaurants opened (ten, nine
and eight in fiscal years 2014, 2013 and 2012, respectively.) Capital expenditures for new restaurants, including locations under
development as of each fiscal year end were $80.5 million, $75.8 million and $50.3 million for fiscal 2014, 2013 and 2012,
respectively. Fiscal 2014 capital expenditures also included $26.9 million for our existing restaurants and approximately $6.6 million
for bakery and corporate capacity and infrastructure investments, including partial costs for construction of a training cent er at our
corporate site to be completed in fiscal 2015.
For fiscal 2015, we currently estimate our cash outlays for capital expenditures to range between $120 million and $130
million, net of agreed-upon up-front cash landlord construction contributions and excluding $15.7 million of expected
non-capitalizable preopening costs for new restaurants. The amount reflected as additions to property and equipment in the
consolidated statements of cash flows may vary from this estimate based on the accounting treatment of each lease. (See Note 1 of
Notes to Consolidated Financial Statements in Part IV, Item 15 of this report.) Our estimate for capital expenditures for fiscal 2015
contemplates a net outlay of $76 million to $83 million for as many as 11 restaurants expected to be opened during fiscal 2015 and
estimated construction-in-progress disbursements for anticipated early fiscal 2016 openings. Expected fiscal 2015 capital
expenditures also include $29 million to $30 million for maintenance, enhancements and capacity additions to our existing restaurants
and $15 million to $17 million for bakery and corporate infrastructure investments, including the completion of a training center at our
corporate site.
34
On October 16, 2013, we entered into a new loan agreement (“Facility”) which amended and restated in its entirety our prior
loan agreement dated December 3, 2010. This Facility, which matures on October 16, 2018, provides us with revolving loan
commitments totaling $200 million, of which $50 million may be used for issuances of letters of credit. Availability under the
Facility is reduced by outstanding letters of credit, which are used to support our self-insurance programs. The Facility contains a
commitment increase feature that could provide for an additional $100 million in available credit upon our request and subject to the
lenders electing to increase their commitments or by means of the addition of new lenders. At December 30, 2014, we had net
availability for borrowings of $178.8 million, based on a zero outstanding debt balance and $21.2 million in standby letters of
credit. We borrowed $25 million under this Facility in the first quarter of fiscal 2014 to fund a portion of the accelerated stock
repurchase (“ASR”) program we entered into in February 2014. We repaid this debt balance in the fourth quarter of fiscal 2014. We
did not withdraw or repay any amounts under the current or previous credit facility during fiscal 2013. We were in compliance with
the financial covenants in effect at December 30, 2014. The Facility also limits cash distributions with respect to our equity interests,
such as cash dividends and share repurchases, based on a defined ratio. (See Notes 7 and 10 of Notes to Consolidated Financial
Statements in Part IV, Item 15 of this report for further discussion of our long-term debt and ASR programs, respectively.)
In July 2012, our Board approved the initiation of a cash dividend to our stockholders, which is subject to quarterly Board
approval. Cash dividends have been declared during every quarter since initiation. Future decisions to pay, increase or decrease
dividends continue to be at the discretion of the Board and will be dependent on our operating performance, financial condition,
capital expenditure requirements and other such factors that the Board considers relevant.
In July 2013, our Board increased the authorization to repurchase our common stock by 7.5 million shares to 48.5 million
shares. Under this and all previous authorizations, we have cumulatively repurchased 41.9 million shares at a total cost of $1,158.7
million through December 30, 2014. During fiscal 2014, 2013 and 2012, we repurchased 3.1 million, 4.5 million and 3.2 million
shares of our common stock at a cost of $143.2 million, $183.7 million and $101.4 million, respectively. Our share repurchase
authorization does not have an expiration date, does not require us to purchase a specific number of shares and may be modified,
suspended or terminated at any time. We make the determination to repurchase shares based on several factors, including an
evaluation of current and future capital needs associated with new restaurant development, current and forecasted cash flows,
including dividend payments, a review of our capital structure and cost of capital, our share price and current market conditions. Our
objectives with regard to share repurchases are to offset the dilution to our shares outstanding that results from equity compensation
grants and to supplement our earnings per share growth. (See Note 10 of Notes to Consolidated Financial Statements in Part IV, Item
15 of this report for further discussion of our repurchase authorization and methods.)
Based on our current expansion objectives, we believe that during the upcoming 12 months our cash and cash equivalents,
combined with expected cash flows provided by operations, available borrowings under our Facility and expected landlord
construction contributions should be sufficient in the aggregate to finance our capital allocation strategy, including capital
expenditures, share repurchases and cash dividends, and allow us to consider additional possible capital allocation strategies, such as
the acquisition of other growth vehicles. We continue to plan to return substantially all of our free cash flow plus proceeds received
from employee stock option exercises to stockholders in the form of dividends and share repurchases.
As of December 30, 2014, we had no financing transactions, arrangements or other relationships with any unconsolidated
entities or related parties. Additionally, we had no financing arrangements involving synthetic leases or trading activities involving
commodity contracts.
Contractual Obligations and Commercial Commitments
The following table summarizes our contractual obligations and commercial commitments as of December 30, 2014 (amounts
in millions):
Contractual obligations
Leases (1)
Long-term debt
Purchase obligations (2)
Uncertain tax positions (3)
Total
Total
Less than 1
Year
1-3 Years
4-5 Years
More than 5
Years
Payment Due by Period
$
$
985.7
—
164.2
0.9
1,150.8
$
$
76.3
—
90.5
—
166.8
$
$
156.2
—
34.1
0.9
191.2
$
$
156.1
—
21.9
—
178.0
$
$
597.1
—
17.7
—
614.8
Other commercial
Standby letters of credit
commitments
$
21.2
$
—
$
—
$
21.2
$
—
35
(1) Represents aggregate minimum lease payments for our restaurant operations, automobiles and certain equipment, including amounts characterized as
IV,
deemed landlord financing payments in accordance with accounting guidance. (See Note 1 in Notes to Consolidated Financial Statements in Part
Item 15 of this report.) Most of our leases also require contingent rent in addition to the minimum base rent based on a percentage of sales ranging
from 3% to 10% and require various expenses incidental to the use of the property.
(2) Purchasing obligations represent commitments for the purchase of goods and estimated construction commitments, net of agreed-upon up-front
landlord construction contributions. Amounts exclude agreements that are cancelable without significant penalty.
(3) Represents liability for uncertain tax positions. (See Note 13 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for
further discussion of income taxes.)
We expect to fund our contractual obligations primarily with operating cash flows generated in the normal course of business.
Critical Accounting Policies
Critical accounting policies are those we believe are most important to portraying our financial condition and results of
operations and also require the greatest amount of subjective or complex judgments by management. Judgments and uncertainties
regarding the application of these policies may result in materially different amounts being reported under various conditions or using
different assumptions. We consider the following policies to be the most critical in understanding the judgment that is involved in
preparing our consolidated financial statements.
Property and Equipment
We record property and equipment at cost less accumulated depreciation. Improvements are capitalized while repairs and
maintenance costs are expensed as incurred. The useful life of property and equipment and the determination as to what constitutes a
capitalized cost versus a repair and maintenance expense involves judgment by management, which may produce materially different
amounts of repairs and maintenance or depreciation expense than if different assumptions were used.
Impairment of Long-Lived Assets
We assess the potential impairment of our long-lived assets whenever events or changes in circumstances indicate that the
carrying value of the assets or asset group may not be recoverable. Factors considered include, but are not limited to, significant
underperformance relative to historical or projected future operating results, significant changes in the manner in which an asset is
being used, an expectation that an asset will be disposed of significantly before the end of its previously estimated useful life, and
significant negative industry or economic trends. We regularly review restaurants that are cash flow negative for the previous four
quarters and those that are being considered for closure or relocation to determine if impairment testing is warranted.
Assessing whether impairment testing is warranted and, if so, determining the amount of expense require the use of estimates
and assumptions regarding future cash flows and estimated useful lives, which are subject to a significant degree of judgment based on
our experience and knowledge. These estimates can be significantly impacted by changes in the economic environment, real estate
market conditions and capital spending decisions.
Gift Card Revenue Recognition
We recognize a liability upon the sale of our gift cards and recognize revenue when these gift cards are redeemed in our
restaurants. Based on our historical redemption patterns, we can reasonably estimate the amount of gift cards for which redemption is
remote, which is referred to as “breakage.” Breakage is recognized over a three-year period in proportion to historical redemption
trends and is classified as revenues in our consolidated statement of comprehensive income. Utilizing this method, we estimate both
the amount of breakage and the time period of redemption. If actual redemption amounts or patterns vary from our estimates, actual
gift card breakage income may differ from the amounts recorded.
Leases
We currently lease all of our restaurant locations. We evaluate each lease to determine its appropriate classification as an
operating or capital lease for financial reporting purposes. All of our restaurant leases are classified as operating leases. Minimum
base rent, which generally escalates over the term of the lease, is recorded on a straight-line basis over the lease term. The initial
lease term includes the build-out, or rent holiday, period for our leases, where no rent payments are typically due under the terms of
the lease. Contingent rent expense, which is based on a percentage of revenue, is recorded as incurred to the extent it exceeds
minimum base rent per the lease agreement.
36
We expend cash for leasehold improvements and FF&E to build out and equip our leased premises. We may also expend cash
for structural additions that we make to leased premises. Generally a portion of the leasehold improvements and building costs are
reimbursed to us by our landlords as construction contributions. If obtained, landlord construction contributions usually take the form
of up-front cash, full or partial credits against our future minimum or percentage rents, or a combination thereof. Depending on the
specifics of the leased space and the lease agreement, amounts paid for structural components are recorded during the construction
period as either prepaid rent or property and equipment and the landlord construction contributions are recorded as either an offset to
prepaid rent or as a deemed landlord financing liability.
For those leases for which we are deemed the owner of the property during construction, upon completion, we perform an
analysis to determine if they qualify for sale-leaseback treatment. For those qualifying leases, the deemed landlord financing liability
and the associated property and equipment are removed and the difference is reclassified to either prepaid or deferred rent and
amortized over the lease term as an increase or decrease to rent expense. If the lease does not qualify for sale-leaseback treatment, the
deemed landlord financing liability is amortized over the lease term based on the rent payments designated in the lease agreement.
Self-Insurance Liabilities
We retain the financial responsibility for a significant portion of our risks and associated liabilities with respect to workers’
compensation, general liability, employee health benefits, employment practices and other insurable risks. The accrued liabilities
associated with our self-insured programs are based on our estimate of the ultimate costs to settle known claims as well as claims
incurred but not yet reported to us (“IBNR”) as of the balance sheet date. Our estimated liabilities are based on information provided
by our insurance brokers and insurers, combined with our judgment regarding a number of assumptions and factors, including the
frequency and severity of claims, claims development history, case jurisdiction, applicable legislation and our claims settlement
practices. We maintain stop-loss coverage with third-party insurers to limit our individual claim exposure for many of our
programs. Significant judgment is required to estimate IBNR amounts as parties have yet to assert such claims. If actual claims
trends, including the severity or frequency of claims, differ from our estimates, our financial results could be impacted.
Stock-Based Compensation
We apply the Black-Scholes valuation model in determining the fair value of stock option grants, which requires the use of
assumptions, including the volatility of our common stock price and the length of time staff members will retain their vested stock
options prior to exercise. Additionally, we estimate the expected forfeiture rate related to stock options, restricted shares and
restricted share units in determining the amount of stock-based compensation expense for each period. Changes in these assumptions
can materially affect our results of operations.
Income Taxes
We provide for income taxes based on our estimate of federal, state and foreign tax liabilities. Our estimates include, but are
not limited to, effective state and local income tax rates, allowable tax credits for items such as FICA taxes paid on reported tip
income and depreciation expense allowable for tax purposes. Our estimates are made based on the best available information at the
time we prepare our income tax provision. In making our estimates, we consider the impact of legislative and judicial developments.
As these developments evolve, we update our estimates, which, in turn, may result in adjustments to our effective tax rate. We generally
file our income tax returns within ten months after our fiscal year-end. All tax returns are subject to audit by the applicable taxing
authorities, usually years after the returns are filed, and could be subject to differing interpretations of the tax laws.
We account for uncertain tax positions under Financial Accounting Standards Board guidance, which requires that a position
taken or expected to be taken in a tax return be recognized (or derecognized) in the financial statements when it is more likely than not
(i.e., a likelihood of more than 50%) that the position would be sustained on its technical merits upon examination by tax authorities,
taking into account available administrative remedies and litigation. A recognized tax position is then measured at the largest amount
of benefit that is greater than 50% likely of being realized upon ultimate resolution. Assessment of uncertain tax positions requires
significant judgments relating to the amounts, timing and likelihood of resolution. Our actual results could differ materially from
these estimates.
Recent Accounting Pronouncements
See Note 1 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for a summary of new accounting
standards.
Impact of Inflation
The impact of inflation on food costs, labor, and other supplies and services can adversely impact our financial results. While
we attempt to at least partially offset increases in the costs of key operating resources by gradually raising prices for our menu items
and bakery products, coupled with more efficient purchasing practices, productivity improvements and greater economies of scale,
there can be no assurance that we will be effective in doing so.
37
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
The following discussion of market risks contains forward-looking statements. Actual results may differ materially from the
following discussion based on general conditions in the commodity and financial markets.
We purchase food and other commodities for use in our operations, based on market prices established with our suppliers.
Many of the commodities purchased by us can be subject to volatility due to market supply and demand factor s outside of our control.
We negotiate short-term and long-term agreements for some of our principal commodity, supply and equipment requirements,
depending on market conditions and expected demand. While we have historically been unable to contract directly for extended
periods of time for certain of our commodities such as some produce, wild-caught fish and certain dairy items, including fluid milk
and manufacturing cream, we are actively evaluating suppliers who may be able to provide longer term fixed pricing agreements
and also new hedging vehicles, such as direct financial instruments, to assist us in managing our risk and variability in these categories.
However, at times we may still choose not to enter into contracts using the vehicles and markets that are available to us due to
pricing volatility, excessive risk premiums, hedge inefficiencies or other factors. Where we have not contracted, commodities can
increase menu
be subject to unforeseen supply and cost fluctuations, which at times can be significant. We may have the ability to
prices, or vary menu items, in response to food commodity price increases. We do not currently use financial instruments to hedge
commodity prices, since our purchase arrangements with suppliers, to the extent that we can enter into such arrangements, help control
the ultimate cost that we pay.
We are exposed to market risk from interest rate changes on our funded debt. This exposure relates to the component of the
interest rate on our $200 million revolving credit facility that is indexed to market rates. As of December 30, 2014 and December 31,
2013, we had no debt outstanding under our credit facility. Therefore, we had no exposure to interest rate fluctuations on funded debt
at those dates. (See Note 7 of Notes to Consolidated Financial Statements in Part IV, Item 15 of this report for further discussion of
our long-term debt.)
We are also subject to market risk related to our investments in variable life insurance contracts used to support our ESP, to the
extent these investments are not equivalent to the related liability. In addition, because changes in these investments are not taxable,
the full impact of gains or losses affects net income. Based on balances at December 30, 2014 and December 31, 2013, a hypothetical
10% decline in the market value of our deferred compensation asset and related liability would not have impacted income before
income taxes. However, net income would have declined by $1.6 million at December 30, 2014 and $1.5 million at December 31,
2013.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
The consolidated financial statements required to be filed hereunder are set forth in Part IV, Item 15 of this report.
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
Evaluation of Disclosure Controls and Procedures
We have established and maintain disclosure controls and procedures that are designed to ensure that material information
relating to the Company and our subsidiaries required to be disclosed by us in the reports that we file or submit under the Securities
Exchange Act of 1934 is recorded, processed, summarized, and reported within the time periods specified in the SEC’s rules and
forms, and that such information is accumulated and communicated to our management, including our Chief Executive Officer and
Chief Financial Officer, as appropriate to allow timely decisions regarding required disclosure. In designing and evaluating the
disclosure controls and procedures, management recognized that any controls and procedures, no matter how well designed and
operated, can provide only a reasonable assurance of achieving the desired control objectives, and management was necessarily
required to apply its judgment in evaluating the cost-benefit relationship of possible controls and procedures. We carried out an
evaluation, under the supervision and with the participation of our management, including our Chief Executive Officer and Chief
Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures as of the end of the period
covered by this report. Based on that evaluation, the Chief Executive Officer and Chief Financial Officer concluded that our
disclosure controls and procedures were effective at the reasonable assurance level as of December 30, 2014.
38
Management’s Report on Internal Control over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting. As defined
in Exchange Act Rule 13a-15(f), internal control over financial reporting is a process designed by, or under the supervision of, our
principal executive and principal financial officers and effected by our Board of Directors, management and other personnel, to
provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external
purposes in accordance with generally accepted accounting principles and includes those policies and procedures that (i) pertain to the
maintenance of records that in reasonable detail accurately and fairly reflect the transactions and dispositions of the assets of the
company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in
accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in
accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use or disposition of the company’s assets that could have a material effect
on the financial statements. Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements.
Under the supervision and with the participation of our management, including our Chief Executive Officer and Chief Financial
Officer, we carried out an evaluation of the effectiveness of our internal control over financial reporting as of December 30, 2014 on
the criteria in “Internal Control - Integrated Framework (2013)” issued by the Committee of Sponsoring Organizations of the
Treadway Commission (“COSO”). Based on this evaluation, our management concluded that our internal control over financial
reporting was effective as of December 30, 2014.
The effectiveness of our internal control over financial reporting as of December 30, 2014 has been audited by
PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their report which appears in
Part IV, Item 15 of this report.
Changes in Internal Control over Financial Reporting
There have been no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) under
the Securities Exchange Act of 1934) during our most recent fiscal quarter ended December 30, 2014 that have materially affected, or
are reasonably likely to materially affect, our internal control over financial reporting.
ITEM 9B. OTHER INFORMATION
On February 27, 2015, we entered into a collared accelerated stock repurchase (“ASR”) agreement with a financial institution
to repurchase $75 million of our common stock. The number of common shares to be repurchased under the ASR program generally
will be based on the volume weighted average share price of our common stock. The program is subject to collar provisions that will
establish minimum and maximum number of shares based on the volume weighted average share price over an initial hedge period.
Under the terms of the program, the financial institution will deliver an initial number of shares of common stock to us on March 9,
2015 and will deliver the balance of the minimum number of shares upon the completion of the hedge period by March 31, 2015.
At the termination of the ASR program, we may receive additional common shares, depending on the share price of our common stock
The minimum and maximum number of common shares that we will repurchase pursuant to the
during the term of the program.
The program will terminate no later than six months following the
program will not be known until the conclusion of the hedge period.
end of the hedge period and may in certain circumstances be accelerated.
This ASR program was entered into as part of, and pursuant
to, our previously announced share repurchase program. We intend to fund the share repurchases with cash on hand and/or temporary
borrowing on our credit facility.
39
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
We have adopted a code of ethics which applies to our Chief Executive Officer, Chief Financial Officer and Chief Accounting
Officer, who are the Company’s principal executive, financial and accounting officers, respectively, and the Company’s other
executive officers and members of the Board of Directors, entitled “Code of Ethics for Executive Officers, Senior Financial Officers
and Directors.” The Code of Ethics is available on our corporate website at www.thecheesecakefactory.com in the “Corporate
Governance” section of our “Investors” page. The contents of our website are not incorporated by reference into this Form 10-K.
We intend to satisfy disclosure requirements under Item 5.05 of Form 8-K regarding an amendment to, or waiver from, a provision
of the Code of Ethics by posting such information on our website, at the address and location specified above, or as otherwise required
by the NASDAQ Global Market.
Information with respect to our executive officers is included in Part I, Item 1 of this report. Other information required by this
item is hereby incorporated by reference from the sections entitled “Election of Directors,” “Board of Directors and Corporate
Governance,” “Designation of Audit Committee Financial Experts,” “Committees of the Board of Directors,” and “Section 16(a)
Beneficial Ownership Reporting Compliance” in our definitive Proxy Statement for the Annual Meeting of Stockholders to be held
on May 28, 2015 (the “Proxy Statement”).
ITEM 11. EXECUTIVE COMPENSATION
The information required by this item is hereby incorporated by reference to the sections entitled “Board of Directors
Compensation” and “Executive Compensation” in the Proxy Statement.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED
STOCKHOLDER MATTERS
The information required by this item is hereby incorporated by reference to the sections entitled “Proposal Two — Approval
of an Amendment to the 2010 Stock Incentive Plan to Increase Authorized Shares” and “Beneficial Ownership of Principal
Stockholders and Management” in the Proxy Statement.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
The information required by this item is hereby incorporated by reference to the sections entitled “Policie s Regarding Review,
Approval or Ratification of Transactions with Related Persons” and “Board of Directors and Corporate Governance” in the Proxy
Statement.
ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES
The information required by this item is hereby incorporated by reference to the section entitled “Independent Registered
Public Accounting Firm Fees and Services” (in the proposal entitled “Ratification of Selection of Independent Registered Public
Accounting Firm”) in the Proxy Statement.
PART IV
ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES
The following documents are filed as a part of this Report:
(a)
1.
Financial statements:
The consolidated financial statements required to be filed hereunder are listed in the Index to Consolidated Financial
Statements on page of this report.
41
2.
Financial statement schedules:
None.
3.
Exhibits:
The Exhibits required to be filed hereunder are listed in the exhibit index included herein at page 62.
40
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
Report of Independent Registered Public Accounting Firm
Consolidated Balance Sheets
Consolidated Statements of Comprehensive Income
Consolidated Statements of Stockholders’ Equity
Consolidated Statements of Cash Flows
Notes to Consolidated Financial Statements
Page
42
43
44
45
46
47
41
Report of Independent Registered Public Accounting Firm
To the Board of Directors and Stockholders of The Cheesecake Factory Incorporated
In our opinion, the accompanying consolidated balance sheets and the related consolidated statements of comprehensive income, of
shareholders’ equity and of cash flows present fairly, in all material respects, the financial position of The Cheesecake Factory
Incorporated and its subsidiaries at December 30, 2014 and December 31, 2013, and the results of their operations and their cash flows
for each of the three years in the period ended December 30, 2014 in conformity with accounting principles generally accepted in the
United States of America. Also in our opinion, the Company maintained, in all material respects, effective internal control over
financial reporting as of December 30, 2014, based on criteria established in Internal Control - Integrated Framework (2013)
issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is
responsible for these financial statements, for maintaining effective internal control over financial reporting and for its assessment of
the effectiveness of internal control over financial reporting, included in Management’s Report on Internal Control over Financial
Reporting under Item 9A. Our responsibility is to express opinions on these financial statements and on the Company’s internal
control over financial reporting based on our integrated 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 audits to obtain
reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control
over financial reporting was maintained in all material respects. Our audits of the financial statements included examining, on a test
basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and
significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control
over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a
material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed
risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that
our audits provide a reasonable basis for our opinions.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the
maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the
company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in
accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in
accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect
on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of
changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ PricewaterhouseCoopers LLP
Los Angeles, California
February 27, 2015
42
THE CHEESECAKE FACTORY INCORPORATED AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS
(In thousands, except share data)
ASSETS
December 30, 2014
December 31, 2013
Current assets:
Cash and cash equivalents
Accounts receivable
Income tax receivable
Other receivables
Inventories
Prepaid expenses
Deferred income taxes
Total current assets
Property and equipment, net
Other assets:
Intangible assets, net
Prepaid rent
Other
Total other assets
Total assets
LIABILITIES AND STOCKHOLDERS’ EQUITY
Current liabilities:
Accounts payable
Other accrued expenses
Total current liabilities
Deferred income taxes
Deferred rent
Deemed landlord financing liability
Other noncurrent liabilities
Commitments and contingencies
Stockholders’ equity:
Preferred stock, $.01 par value, 5,000,000 shares authorized; none
issued
Common stock, $.01 par value, 250,000,000 shares authorized;
91,790,499 and 90,632,325 shares issued at December 30, 2014
and December 31, 2013, respectively
Additional paid-in capital
Retained earnings
Treasury stock 41,919,312 and 38,865,951 shares at cost at
December 30, 2014 and December 31, 2013, respectively
$
$
$
$
58,018
15,170
17,383
62,327
33,255
38,233
15,076
239,462
828,305
20,781
46,212
41,692
108,685
61,751
10,081
4,529
55,461
35,478
42,595
16,008
225,903
795,379
18,647
47,064
37,121
102,832
1,176,452
$
1,124,114
57,325
264,686
$
322,011
96,509
73,857
77,165
50,400
35,418
228,829
264,247
97,237
74,690
66,197
44,390
—
—
918
654,033
1,060,211
906
602,469
989,451
(1,158,652)
(1,015,473 )
Total stockholders’ equity
556,510
577,353
Total liabilities and stockholders’ equity
$
1,176,452
$
1,124,114
See the accompanying notes to the consolidated financial statements.
43
THE CHEESECAKE FACTORY INCORPORATED AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(In thousands, except per share data)
Revenues
Costs and expenses:
Cost of sales
Labor expenses
Other operating costs and expenses
General and administrative expenses
Depreciation and amortization expenses
Impairment of assets and lease terminations
Preopening costs
Total costs and expenses
Income from operations
Interest and other expense, net
Income before income taxes
Income tax provision
Net income
Net income per share:
Basic
Diluted
Weighted average shares outstanding:
Basic
Diluted
2014
Fiscal Year
2013
2012
$
1,976,624
$
1,877,910
$
1,809,017
490,306
646,102
478,504
119,094
82,835
696
14,356
1,831,893
144,731
(6,187 )
138,544
37,268
101,276
2.04
1.96
49,567
51,584
$
$
$
455,685
603,069
452,571
114,728
78,558
(561 )
12,906
1,716,956
160,954
(4,504 )
156,450
42,094
114,356
2.19
2.10
52,229
54,377
$
$
$
450,153
580,192
439,559
104,156
74,433
9,536
12,289
1,670,318
138,699
(4,725)
133,974
35,551
98,423
1.85
1.78
53,185
55,211
$
$
$
Cash dividends declared per common share
$
0.61
$
0.52
$
0.24
See the accompanying notes to the consolidated financial statements.
44
THE CHEESECAKE FACTORY INCORPORATED AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(In thousands)
Shares of
Common
Stock
Common
Stock
Additional
Paid-in
Capital
Retained
Earnings
Treasury
Stock
Total
$
85,863
—
$
859
—
455,339
—
$
816,977
98,423
$
(730,422 ) $
—
542,753
98,423
—
—
—
1,949
—
87,812
—
—
—
—
2,820
—
90,632
—
—
—
—
1,158
—
—
—
—
19
—
878
—
—
—
—
28
—
906
—
—
—
—
12
—
—
(12,868)
—
(12,868)
2,435
11,090
39,266
—
508,130
—
—
—
—
—
—
—
2,435
11,090
—
39,285
(101,392 )
(101,392)
902,532
114,356
(831,814 )
—
579,726
114,356
—
(27,437)
—
(27,437)
7,159
14,312
72,868
—
—
—
—
—
—
—
7,159
14,312
—
72,896
(183,659 )
(183,659)
602,469
—
989,451
101,276
(1,015,473 )
—
577,353
101,276
—
(30,516)
—
(30,516)
8,906
17,033
22,929
2,696
—
—
—
—
—
—
8,906
17,033
—
22,941
(143,179 )
(140,483)
91,790
$
918
$
654,033
$
1,060,211
$
(1,158,652 ) $
556,510
Balance, January 3,
2012
Net income
Cash dividends
declared
Tax impact of stock
options
exercised, net of
cancellations
Stock-based
compensation
Common stock
issued under
stock based
compensation
plans
Treasury stock
purchases
Balance, January 1,
2013
Net income
Cash dividends
declared
Tax impact of stock
options
exercised, net of
cancellations
Stock-based
compensation
Common stock
issued under
stock based
compensation
plans
Treasury stock
purchases
Balance,
December 31,
2013
Net income
Cash dividends
declared
Tax impact of stock
options
exercised, net of
cancellations
Stock-based
compensation
Common stock
issued under
stock based
compensation
plans
Treasury stock
purchases
Balance,
December 30,
2014
See the accompanying notes to the consolidated financial statements.
45
THE CHEESECAKE FACTORY INCORPORATED AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
(In thousands)
Cash flows from operating activities:
Net income
Adjustments to reconcile net income to cash provided by
operating activities:
Depreciation and amortization
Deferred income taxes
Impairment of assets and lease terminations
Stock-based compensation
Tax impact of stock options exercised, net of cancellations
Excess tax benefit related to stock options exercised
Other
Changes in assets and liabilities:
Accounts receivable
Other receivables
Inventories
Prepaid expenses
Other assets
Accounts payable
Income taxes receivable/payable
Other accrued expenses
Cash provided by operating activities
Cash flows from investing activities:
Additions to property and equipment
Additions to intangible assets
Cash used in investing activities
Cash flows from financing activities:
Deemed landlord financing proceeds
Deemed landlord financing payments
Borrowings on credit facility
Repayments on credit facility
Proceeds from exercise of stock options
Excess tax benefit related to stock options exercised
Cash dividends paid
Treasury stock purchases
Cash used in financing activities
Net change in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period
Supplemental disclosures:
Interest paid
Income taxes paid
Construction payable
2014
Fiscal Year
2013
2012
$
101,276
$
114,356
$
98,423
82,835
204
245
16,817
8,906
(8,861)
2,059
(5,079)
(6,867)
2,223
4,362
(3,645)
18,180
(12,854)
39,848
239,649
(113,982)
(1,879)
(115,861)
14,143
(2,650)
25,000
(25,000)
22,940
8,861
(30,332)
(140,483)
(127,521)
(3,733)
61,751
58,018
5,430
41,074
10,124
$
$
$
$
78,558
4,633
3,294
14,135
7,159
(7,765 )
(464 )
4,477
(6,486 )
(6,642 )
(2,708 )
(3,997 )
(11,580 )
(5,742 )
23,557
204,785
(106,289 )
(1,654 )
(107,943 )
13,672
(2,143 )
—
—
72,896
7,765
(27,191 )
(183,659 )
(118,660 )
(21,818 )
83,569
61,751
4,602
37,259
6,397
$
$
$
$
74,433
(12,758)
5,469
10,838
2,435
(2,801)
1,259
(3,224)
(16,004)
(626)
(3,389)
(6,533)
10,839
6,685
30,325
195,371
(86,442)
(1,712)
(88,154)
2,098
(1,887)
—
—
39,283
2,801
(12,762)
(101,392)
(71,859)
35,358
48,211
83,569
4,434
40,954
4,666
$
$
$
$
See the accompanying notes to the consolidated financial statements.
46
THE CHEESECAKE FACTORY INCORPORATED AND SUBSIDIARIES
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. Summary of Significant Accounting Policies
Description of Business
As of February 27, 2015, The Cheesecake Factory Incorporated (referred to herein as the “Company,” “we,” “us” and “our”)
operated 189 Company-owned upscale casual dining restaurants under The Cheesecake Factory®, Grand Lux Cafe® and RockSugar
Pan Asian Kitchen® marks. Internationally, eight The Cheesecake Factory branded restaurants operate under licensing agreements.
We also operated two bakery production facilities, which produce desserts for our restaurants, international licensees and third-party
bakery customers.
Basis of Presentation
The accompanying consolidated financial statements include the accounts of The Cheesecake Factory Inco rporated and its
wholly owned subsidiaries prepared in accordance with accounting principles generally accepted in the United States of America
(“GAAP”). All intercompany accounts and transactions for the periods presented have been eliminated in consolidation.
We utilize a 52/53-week fiscal year ending on the Tuesday closest to December 31 for financial reporting purposes. Fiscal
st
years 2014, 2013 and 2012 each consisted of 52 weeks. Fiscal year 2015 will also consist of 52 weeks.
Certain reclassifications have been made to prior year amounts to conform to current year presentation.
Use of Estimates
The preparation of financial statements in conformity with GAAP requires us to make estimates and assumptions for the
reporting periods covered by the financial statements. These estimates and assumptions affect the reported amounts of assets,
liabilities, revenues and expenses, and the disclosure of contingent liabilities. Actual results could differ from those estimates.
Cash and Cash Equivalents
Amounts receivable from credit card processors, totaling $9.9 million and $10.3 million at December 30, 2014 and
December 31, 2013, respectively, are considered cash equivalents because they are both short-term and highly liquid in nature and are
typically converted to cash within three days of the sales transaction. Checks issued, but not yet presented for payment to our bank,
are reflected as a reduction of cash and cash equivalents.
Accounts and Other Receivables
Our accounts receivable principally result from credit sales to bakery customers. Other receivables consist of various amounts
due from our gift card resellers, insurance providers, landlords and others in the ordinary course of business.
Concentration of Credit Risk
Financial instruments that potentially subject us to a concentration of credit risk are cash and cash equivalents and
receivables. We maintain our day-to-day operating cash balances in non-interest-bearing transaction accounts, which are insured by
the Federal Deposit Insurance Corporation (“FDIC”) up to $250,000. We invest our excess cash in a money market deposit account,
which is insured by the FDIC up to $250,000. Although we maintain balances that exceed the federally insured limit, we have not
experienced any losses related to this balance, and we believe credit risk to be minimal.
We consider the concentration of credit risk for accounts receivable to be minimal due to the payment histories and general
financial condition of our larger outside bakery customers. Concentration of credit risk related to other receivables is limited as this
balance is comprised primarily of amounts due from our gift card resellers, insurance providers and landlords for the reimbursement of
tenant improvements.
Fair Value of Financial Instruments
For cash and cash equivalents, the carrying amount approximates fair value because of the short maturity of these
instruments. The fair value of deemed landlord financing liabilities is determined using current applicable rates for simi lar
instruments as of the balance sheet date (fair value hierarchy Level 2 per ASC 820, “Fair Value Measurement.”) At December 30,
2014, the fair value of our deemed landlord financing liabilities is $79.2 million versus a carrying value of $80.2 million.
47
Inventories
Inventories consist of restaurant food and other supplies, bakery raw materials, and bakery finished goods and are stated at the
lower of cost or market on an average cost basis at the restaurants and on a first-in, first-out basis at the bakeries.
Property and Equipment
We record property and equipment at cost less accumulated depreciation. Improvements are capitalized while repairs and
maintenance costs are expensed as incurred. Depreciation and amortization are calculated using the straight-line method over the
estimated useful life of the assets or the lease term, whichever is shorter. Leasehold improvements include the cost of our internal
development and construction department. Depreciation and amortization periods are as follows:
Buildings and land improvements
Leasehold improvements
Furnishings, fixtures and equipment
Computer software and equipment
25 to 30 years
10 to 30 years
3 to 15 years
3 to 5 years
Gains and losses related to property and equipment disposals are recorded in interest and other expenses, net.
Indefinite-Lived Assets
Our trademarks and transferable alcoholic beverage licenses have indefinite lives and, therefore, are not subject to
amortization. At December 30, 2014 and December 31, 2013, the amounts included in intangibles, net for these items were $12.9
million and $11.4 million, respectively. We test these assets for impairment at least annually by comparing the fair value of each
asset with its carrying amount.
Impairment of Long-Lived Assets and Lease Terminations
We assess the potential impairment of our long-lived assets whenever events or changes in circumstances indicate the carrying
value of the assets or asset group may not be recoverable. Factors considered include, but are not limited to, significant
underperformance relative to historical or projected future operating results, significant changes in the manner in which an asset is
being used, an expectation that an asset will be disposed of significantly before the end of its previously estimated useful life and
significant negative industry or economic trends. We regularly review restaurants that are cash flow negative for the previous four
quarters and those that are being considered for closure or relocation to determine if impairment testing is warranted. At any given
time, we may be monitoring a small number of locations, and future impairment charges could be required if individual restaurant
performance does not improve.
We have determined that our asset group for impairment testing is comprised of the assets and liabilities of each of our
individual restaurants, as this is the lowest level of identifiable cash flows. We have identified leasehold improvements as the
primary asset because it is the most significant component of our restaurant assets, it is the principal asset from which our restaurants
derive their cash flow generating capacity and it has the longest remaining useful life. The recoverability is assessed in most cases by
comparing the carrying value of the assets to the undiscounted cash flows expected to be generated by these assets. Impairment
losses are measured as the amount by which the carrying values of the assets exceed their fair values.
During fiscal 2014, we incurred $0.7 million of accelerated depreciation, future rent and other closing costs related to the
relocation of one The Cheesecake Factory. In fiscal 2013, we incurred expenses of $0.6 million for future rent and other closing costs
associated with the closure of three Grand Lux Cafe restaurants and $3.7 million of impairment, accelerated depreciation and closing
costs related to the relocation of four The Cheesecake Factory restaurants. In fiscal 2013, we also recorded $4.9 million in income
from a landlord in connection with the early termination of one of these leases and for waiving our right to exercise renewal
options. These amounts were recorded in impairment of assets and lease terminations.
Revenue Recognition
Our revenues consist of sales from our restaurant operations, sales from our bakery operations to our licensees and other
third-party customers, and royalties on our licensees’ restaurant sales. Revenues from restaurant sales are recognized when payment
is tendered at the point of sale. Revenues from bakery sales are recognized upon transfer of title to customers. Royalties from
international licensees are accrued as revenue when earned. Revenues are presented net of sales taxes. The obligation is included in
other accrued expenses until the taxes are remitted to the appropriate taxing authorities.
48
We recognize a liability upon the sale of our gift cards and recognize revenue when these gift cards are redeemed in our
restaurants. Based on our historical redemption patterns, we can reasonably estimate the amount of gift cards f or which redemption is
remote, which is referred to as “breakage.” Breakage is recognized over a three-year period in proportion to historical redemption
trends and is classified as revenues in our consolidated statements of comprehensive income. We recognized $5.4 million, $4.4
million and $5.7 million of gift card breakage in fiscal years 2014, 2013 and 2012, respectively. Incremental direct costs related to
gift card sales, including commissions and credit card fees, are deferred and recognized in earnings in the same pattern as the related
gift card revenue.
Certain of our promotional programs include multiple element arrangements that incorporate both delivered and undelivered
components. We allocate revenue using the relative selling price of each deliverable and recognize it upon delivery of each
component.
Leases
We currently lease all of our restaurant locations. We evaluate each lease to determine its appropriate classification as an
operating or capital lease for financial reporting purposes. All of our restaurant leases are classified as operating leases. Minimum
base rent, which generally escalates over the term of the lease, is recorded on a straight-line basis over the lease term. The initial
lease term includes the build-out, or rent holiday, period for our leases, where no rent payments are typically due under the terms of
the lease. Contingent rent expense, which is based on a percentage of revenue, is recorded to the extent it exceeds minimum base rent
per the lease agreement.
We expend cash for leasehold improvements furnishings, fixtures and equipment to build out and equip our leased premises.
We may also expend cash for structural additions that we make to leased premises. Generally a portion of the leasehold improvements
and building costs are reimbursed to us by our landlords as construction contributions. If obtained, landlord construction contributions
usually take the form of up-front cash, full or partial credits against our future minimum or percentage rents, or a combination thereof.
Depending on the specifics of the leased space and the lease agreement, amounts paid for structural components are recorded during
the construction period as either prepaid rent or property and equipment and the landlord construction contributions are recorded as
either an offset to prepaid rent or as a deemed landlord financing liability.
For those leases for which we are deemed the owner of the property during construction, upon completion, we perform an
analysis on the leases to determine if they qualify for sale-leaseback treatment. For those qualifying leases, the deemed landlord
financing liability and the associated property and equipment are removed and the difference is reclassified to either prepaid or
deferred rent and amortized over the lease term as an increase or decrease to rent expense. If the lease does not qualify for
sale-leaseback treatment, the deemed landlord financing liability is amortized over the lease term based on the rent payments
designated in the lease agreement.
Self-Insurance Liabilities
We retain the financial responsibility for a significant portion of our risks and associated liabilities with respect to workers’
compensation, general liability, employee health benefits, employment practices and other insurable risks. The accrued liabilities
associated with our self-insured programs are based on our estimate of the ultimate costs to settle known claims as well as claims
incurred but not yet reported to us (“IBNR”) as of the balance sheet date and are recorded in other accrued expenses. Our estimated
liabilities are not discounted and are based on information provided by our insurance brokers and insurers, combined with our
judgment regarding a number of assumptions and factors, including the frequency and severity of claims, claims development history,
case jurisdiction, applicable legislation and our claims settlement practices. We maintain stop-loss coverage with third-party insurers
to limit our individual claim exposure for many of our programs. The estimated amounts receivable from our third-party insurers
under this coverage are recorded in other receivables.
Stock-Based Compensation
We maintain performance incentive plans under which equity awards may be granted to employees and consultants. We
account for the awards based on fair value measurement guidance and amortize to expense over the vesting period. We reclassify the
excess tax benefit resulting from the exercise of stock options out of cash flows from operating activities and into cash flows from
financing activities on the consolidated statements of cash flows. See Note 11 for further discussion of our stock-based
compensation.
Advertising Costs
We expense advertising production costs at the time the advertising first takes place; all other advertising costs are expensed as
incurred. Most of our advertising costs are included in other operating costs and expenses and were $6.2 million, $5.9 million and $5.8
million in fiscal 2014, 2013 and 2012, respectively.
49
Preopening Costs
Preopening costs include all costs to relocate and compensate restaurant management employees during the preopening period,
costs to recruit and train hourly restaurant employees, and wages, travel and lodging costs for our opening training team and other
support staff members. Also included in preopening costs are expenses for maintaining a roster of trained managers for pending
openings, the associated temporary housing and other costs necessary to relocate managers in alignment with future restaurant opening
and operating needs, and corporate travel and support activities. We expense preopening costs as incurred.
Income Taxes
We provide for federal, state and foreign income taxes currently payable and for deferred taxes that result from differences
between financial accounting rules and tax laws governing the timing of recognition of various income and expense items. We
recognize deferred income tax assets and liabilities for the future tax effects of such temporary differences based on the difference
between the financial statement and tax bases of existing assets and liabilities using the statutory rates expected in the years in which
the differences are expected to reverse. The effect on deferred taxes of any enacted change in tax rates is recognized in income in the
period that includes the enactment date. Income tax credits are recorded as a reduction of tax expense.
We account for uncertain tax positions under Financial Accounting Standards Board guidance, which requires that a position
taken or expected to be taken in a tax return be recognized (or derecognized) in the financial statements when it is more likely than not
(i.e., a likelihood of more than 50%) that the position would be sustained on its technical merits upon examination by tax authorities,
taking into account available administrative remedies and litigation. A recognized tax position is then measured at the largest amount
of benefit that is greater than 50% likely of being realized upon ultimate resolution. We recognize interest related to uncertain tax
positions in income tax expense. Penalties related to uncertain tax positions are recorded in general and administrative expenses.
Net Income per Share
Basic net income per share is computed by dividing net income available to common stockholders by the weighted average
number of common shares outstanding during the period. At December 30, 2014, December 31, 2013 and January 1, 2013, 1.8
million, 1.7 million and 1.3 million shares, respectively, of restricted stock issued to employees were unvested and, therefore,
excluded from the calculation of basic earnings per share for the fiscal years ended on those dates. Diluted net income per share
includes the dilutive effect of outstanding equity awards, calculated using the treasury stock method. Assumed proceeds from the
in-the-money options include the windfall tax benefits, net of shortfalls, calculated under the “as-if” method as prescribed by FASB
Accounting Standards Codification 718, “Compensation — Stock Option Compensation.”
2014
Fiscal Year
2013
(In thousands, except per share data)
2012
Net income
$
101,276
$
114,356
$
98,423
Basic weighted average shares outstanding
Dilutive effect of equity awards
Diluted weighted average shares outstanding
49,567
2,017
51,584
52,229
2,148
54,377
Basic net income per share
Diluted net income per share
$
$
2.04
1.96
$
$
2.19
2.10
$
$
53,185
2,026
55,211
1.85
1.78
Shares of common stock equivalents of 1.0 million, 1.2 million and 2.9 million for fiscal 2014, 2013 and 2012, respectively,
were excluded from the diluted calculation due to their anti-dilutive effect.
Certain of our restricted stock awards are considered participating securities as these awards include non-forfeitable rights to
dividends with respect to unvested shares. As such, they must be included in the computation of earnings per share pursuant to the
two-class method. Under the two-class method, a portion of net income is allocated to participating securities, and therefore is
excluded from the calculation of earnings per share allocated to common shares. The calculation of basic and diluted earnings per
share pursuant to the two-class method results in an immaterial difference from the amounts displayed in the consolidated statements
of comprehensive income.
50
Comprehensive Income
Comprehensive income includes all changes in equity during a period except those resulting from investment by and
distribution to owners. For fiscal years 2014, 2013 and 2012, our comprehensive income consisted solely of net income.
Recent Accounting Pronouncements
In May 2014, the Financial Accounting Standards Board (“FASB”) issued accounting guidance that provides a comprehensive
new revenue recognition model. This will supersede most of the existing revenue recognition requirements and will require entities to
recognize revenue at an amount that reflects the consideration to which the Company expects to be entitled in exchange for
transferring goods or services to a customer. This guidance is effective for us beginning in the first quarter of fiscal 2017 and is not
expected to have a material impact on our financial statements. Early adoption is not permitted.
In July 2013, the FASB issued guidance that requires the netting of unrecognized tax benefits against a deferred tax asset for a
loss or other carryforward that would apply in settlement of the uncertain tax positions. This guidance was effective for us beginning
in the first quarter of fiscal 2014. The adoption of this new guidance did not have any effect on our financial statements.
2. Other Receivables
Other receivables consisted of (in thousands):
Receivable from gift card resellers
Other
Total
3. Inventories
Inventories consisted of (in thousands):
Restaurant food and supplies
Bakery finished goods and work in progress
Bakery raw materials and supplies
Total
4. Prepaid Expenses
Prepaid expenses consisted of (in thousands):
Gift card costs
Rent
Other
Total
December 30, 2014
December 31, 2013
35,261
27,066
62,327
$
$
27,784
27,677
55,461
December 30, 2014
December 31, 2013
14,936
13,236
5,083
33,255
$
$
15,648
14,672
5,158
35,478
December 30, 2014
December 31, 2013
20,863
5,030
12,340
38,233
$
$
16,401
13,902
12,292
42,595
$
$
$
$
$
$
5. Property and Equipment
Property and equipment consisted of (in thousands):
Land and related improvements
Buildings
Leasehold improvements
Furnishings, fixtures and equipment
Computer software and equipment
Restaurant smallwares
Construction in progress
Property and equipment, total
Less: accumulated depreciation
Property and equipment, net
December
30,
2014
December
31,
2013
$
$
15,852
20,610
1,037,912
360,063
46,257
27,579
26,941
1,535,214
(706,909)
828,305
$
$
15,852
20,835
977,873
335,294
52,105
26,351
21,517
1,449,827
(654,448)
795,379
51
Depreciation expenses related to property and equipment for fiscal 2014, 2013 and 2012 were $82.4 million, $78.1 million and
$74.0 million, respectively. Repair and maintenance expenses for fiscal 2014, 2013 and 2012 were $42.7 million, $40.8 million and
$40.8 million, respectively.
6. Other Accrued Expenses
Other accrued expenses consisted of (in thousands):
Gift cards
Self-Insurance
Salaries and wages
Employee benefits
Payroll and sales taxes
Other
Total
7. Long-Term Debt
December 30, 2014
December 31, 2013
$
$
123,619
55,156
22,967
17,441
14,799
30,704
264,686
$
$
97,517
46,238
26,705
15,985
13,727
28,657
228,829
On October 16, 2013, we entered into a new loan agreement (“Facility”) which amended and restated in its entirety our prior
loan agreement dated December 3, 2010. This Facility, which matures on October 16, 2018, provides us with revolving loan
commitments totaling $200 million, of which $50 million may be used for issuances of letters of credit. Availability under the
Facility is reduced by outstanding letters of credit, which are used to support our self-insurance programs. The Facility contains a
commitment increase feature that could provide for an additional $100 million in available credit upon our request and subject to the
lenders electing to increase their commitments or by means of the addition of new lenders. Our obligations under the Facility are
unsecured. Certain of our material subsidiaries have guaranteed our obligations under the Facility. At December 30, 2014, we had
net availability for borrowings of $178.8 million, based on a zero outstanding debt balance and $21.2 million in standby letters of
credit.
We borrowed $25 million under this Facility in the first quarter of fiscal 2014 to fund a portion of the accelerated stock
repurchase program we entered into in February 2014. We repaid this debt balance in the fourth quarter of fiscal 2014. We did not
withdraw or repay any amounts under the current or previous credit facility during fiscal 2013. See Note 10 for further discussion of
our accelerated stock repurchase program.
We are subject to certain financial covenants under the Facility requiring us to maintain (i) a maximum “Net Adjusted Leverage
Ratio” of 4.0, comprised of debt plus eight times rent minus unrestricted cash and cash equivalents in excess of $25 million divided by
“EBITDAR” (trailing 12-month earnings before interest, taxes, depreciation, amortization, noncash stock option expense, rent and
permitted acquisition costs) and (ii) a trailing 12-month minimum EBITDAR to interest and rental expense ratio (“EBITDAR Ratio”)
of 1.9. Our Net Adjusted Leverage and EBITDAR Ratios were 2.6 and 2.9, respectively, at December 30, 2014, and we were in
compliance with the financial covenants in effect at that date. The Facility also limits cash distributions with respect to our equity
interests, such as cash dividends and share repurchases, based on the Net Adjusted Leverage Ratio.
Borrowings under the Facility bear interest, at our option, at a rate equal to either (i) the Adjusted LIBO Rate plus a margin
ranging from 1.00% to 1.75% based on our Net Adjusted Leverage Ratio or (ii) the highest of (a) the rate of interest publicly
announced by JPMorgan Chase Bank as its prime rate in effect, (b) the Federal Funds Effective Rate from time to time plus 0.5% or
(c) the one-month Adjusted LIBO Rate plus 1.0%, plus a margin ranging from 0.00% to 0.75% based on our Net Adjusted Leverage
Ratio. Under the Facility, we paid certain customary loan origination fees and will pay a fee on the unused portion of the Facility
ranging from 0.15% to 0.30% also based on our Net Adjusted Leverage Ratio.
We capitalized interest expense related to new restaurant openings and major remodels totaling $0.8 million, $0.7 million and
$0.6 million in fiscal years 2014, 2013 and 2012, respectively.
52
8. Other Noncurrent Liabilities
Other noncurrent liabilities consisted of (in thousands):
Executive Savings Plan
Other
Total
December 30, 2014
December 31, 2013
$
$
40,842
9,558
50,400
$
$
35,398
8,992
44,390
See Note 12 for further discussion of our Executive Savings Plan.
9. Commitments and Contingencies
We currently lease all of our restaurant locations under operating leases, with remaining terms ranging from less than one year
to 20 years, excluding unexercised renewal options. The restaurant leases typically include land and building shells, require
contingent rent above the minimum base rent payments based on a percentage of sales ranging from 3% to 10%, have escalating
minimum rent requirements over the term of the lease and require various expenses incidental to the use of the property. A majority
of our leases provide for a reduced level of overall rent obligation should specified co-tenancy requirements not be satisfied. Most
leases have renewal options. Many of our leases also provide early termination rights permitting us to terminate the lease prior to
expiration in the event our sales are below a stated level for a period of time, generally conditioned upon repayment of the
unamortized allowances contributed by landlords to the build out of the leased premises. We also lease automobiles and certain
equipment under operating lease agreements.
As of December 30, 2014, the aggregate minimum annual lease payments under operating leases, including amounts
characterized as deemed landlord financing payments are as follows (in thousands):
2015
2016
2017
2018
2019
Thereafter
Total
$
$
76,303
78,105
78,061
77,946
78,149
597,129
985,693
Rent expense on all operating leases was as follows (in thousands):
Straight-lined minimum base rent
Contingent rent
Common area maintenance and taxes
Total
2014
71,828
19,895
31,074
122,797
$
$
$
$
Fiscal Year
2013
69,427
20,698
29,552
119,677
$
$
2012
68,524
20,104
28,039
116,667
We enter into various obligations for the purchase of goods and for the construction of restaurants. At December 30, 2014, our
purchase obligations approximated $164.2 million, $90.5 million of which is due in fiscal 2015. (See Contractual Obligations and
Commercial Commitments in Part II, Item 7 — Management’s Discussion and Analysis of Financial Condition and Results of
Operations for more information on our purchase obligations.)
As credit guarantees to insurers, we have $21.2 million in standby letters of credit related to our self-insurance liabilities. All
standby letters of credit are renewable annually.
We retain the financial responsibility for a significant portion of our risks and associated liabilities with respect to workers’
compensation, general liability, employee health benefits, employment practices and other insurable risks. The accrued liabilities
associated with these programs are based on our estimate of the ultimate costs to settle known claims as well as claims incurred but
not yet reported to us (“IBNR”) as of the balance sheet date. Our estimated liabilities are not discounted and are based on information
provided by our insurance brokers and insurers, combined with our judgment regarding a number of assumptions and factors,
including the frequency and severity of claims, claims development history, case jurisdiction, applicable legislation and our claims
settlement practices. We maintain stop-loss coverage with third-party insurers to limit our individual claim exposure for many of our
programs. Significant judgment is required to estimate IBNR amounts as parties have yet to assert such claims. If actual claims
trends, including the severity or frequency of claims, differ from our estimates, our financial results could be impacted. At
December 30, 2014, the total accrued liability for our self-insured plans was $55.2 million.
53
On April 11, 2013, a current restaurant hourly employee filed a class action lawsuit in the California Superior Court, Placer
County, alleging that the Company violated the California Labor Code and California Business and Professions Code, by requiri ng
employees to purchase uniforms for work (Sikora v. The Cheesecake Factory Restaurants, Inc., et al; Case No SCV0032820). A
similar lawsuit covering a different time period was also filed in Placer County (Reed v. The Cheesecake Factory Restaurants, Inc. et
al; Case No. SCV27073). By stipulation the parties agreed to transfer the Reed and Sikora cases to Los Angeles County. Both cases
(Case Nos. SCV0032820 and SCV27073) were subsequently coordinated together in Los Angeles County by order of the Judicial
Council. On November 15, 2013, the Company filed a motion to strike certain causes of action raised in Case No. SCV003820,
which motion is currently scheduled for hearing on March 11, 2015. We were also arbitrating similar uniform and related issues
under federal law in separate collective actions in Alabama, Colorado, Ohio, Tennessee, and Texas (Smith v. The Cheesecake Factory
Restaurants, Inc. et al; Case No. 3 06 0829). On October 24, 2013, the arbitrator in the Tennessee matter (Case No. 3 06 0829)
denied summary judgment motions filed both by the claimants and by us on the uniform issue. In January 2013, the arbitrator in the
Ohio matter (Case No. 3 06 0829) ruled in favor of the Company on the material claims raised in the Ohio arbitration, including
uniform, minimum wage and overtime issues, while finding in favor of the claimants on two non-material claims. The claimants then
filed a motion to vacate the Ohio arbitration decision. These lawsuits and arbitrations sought unspecified amounts of penalties and
other monetary payments on behalf of the respective claimants and other purported class members. On May 29, 2014, the parties
agreed to a confidential settlement that was approved by the arbitrator in Case No. 3 06 0829. Final payments under the settlement
agreement were made in November 2014 following the end of the claims period. We expensed immaterial amounts for this
settlement in the first and third quarters of fiscal 2014.
On November 26, 2014, a former restaurant hourly employee filed a class action lawsuit in the San Diego County Superior
Court alleging that the Company violated the California Labor Code and California Business and Professions Code, by failing t o pay
overtime, to permit required rest breaks, and to provide accurate wage statements, among other claims. (Masters v. The Cheesecake
Factory Restaurants, Inc., et al; Case No 37-2014-00040278). The lawsuit seeks unspecified amounts of fees, penalties and other
monetary payments on behalf of the plaintiff and other purported class members. We intend to vigorously defend this action. Based
on the current status of this matter, we have not reserved for any potential future payments.
On January 14, 2015, a former restaurant hourly employee filed a class action lawsuit in the San Diego County Superior Court
alleging that the Company violated the California Labor Code and California Business and Professions Code, by failing to permit
required meal and rest breaks, and to provide accurate wage statements, among other claims. (Garcia v. The Cheesecake Factory
Incorporated, et al; Case No 37-2015-00001408). The lawsuit seeks unspecified amounts of fees, penalties and other monetary
payments on behalf of the plaintiff and other purported class members. We intend to vigorously defend this action. Based on the
current status of this matter, we have not reserved for any potential future payments.
Within the ordinary course of our business, we are subject to private lawsuits, government audits, administrative
proceedings and other claims. These matters typically involve claims from customers, staff members and others related to operational
issues common to the foodservice industry. A number of these claims may exist at any given time, and some of the claims may be
pled as class actions. From time to time, we are also involved in lawsuits with respect to infringements of, or challenges to, our
registered trademarks and other intellectual property, both domestically and abroad. We could be affected by adverse publicity and
litigation costs resulting from such allegations, regardless of whether these allegations are valid or whether we are legally determined
to be liable. At this time, we believe that the final disposition of any pending lawsuits, audits, proceedings and claims will not have a
material adverse effect individually or in the aggregate on our financial position, results of operations or liquidity. It is possible,
however, that our future results of operations for a particular quarter or fiscal year could be impacted by changes in circumstances
relating to lawsuits, audits, proceedings or claims.
We have employment agreements with certain of our executive officers that provide for payments to those officers in the event
of an actual or constructive termination of their employment, including following a change in control of the Company or otherwise
without cause or in the event of death or disability, as defined in those agreements. Aggregate payments totaling approximately $2.1
million would have been required by those agreements had all such officers terminated their employment for reasons requiring such
payments as of December 30, 2014. In addition, the employment agreement with our Chief Executive Officer (“CEO”), which is in
effect through April 1, 2015, specifies an annual founder’s retirement benefit of $650,000 for ten years after termination of his full
time employment.
10. Stockholders’ Equity
In July 2012, our Board approved the initiation of a cash dividend to our stockholders, which is subject to quarterly Board
approval. Cash dividends of $0.61 and $0.52 were declared during fiscal years 2014 and 2013, respectively. Future decisions to pay,
increase or decrease dividends are at the discretion of the Board and will be dependent on our operating performance, financial
condition, capital expenditure requirements and other such factors that the Board considers relevant.
54
In July 2013, our Board increased the authorization to repurchase our common stock by 7.5 million shares to 48.5 million
shares. Under this and all previous authorizations, we have cumulatively repurchased 41.9 million shares at a total cost of $1,158.7
million through December 30, 2014. During fiscal 2014, 2013 and 2012, we repurchased 3.1 million, 4.5 million and 3.2 million
shares of our common stock at a cost of $143.2 million, $183.7 million and $101.4 million, respectively. Repurchased common stock
is reflected as a reduction of stockholders’ equity.
Our share repurchase authorization does not have an expiration date, does not require us to purchase a specific number of
shares and may be modified, suspended or terminated at any time. Shares may be repurchased in the open market or through
privately negotiated transactions at times and prices considered appropriate by us. Purchases in the open market are made in
compliance with Rule 10b-18 under the Securities Exchange Act of 1934 (the “Act”). We make the determination to repurchase
shares based on several factors, including an evaluation of current and future capital needs associated with new restaurant
development, current and forecasted cash flows, including dividend payments, a review of our capital structure and cost of capital, our
share price and current market conditions. The timing and number of shares repurchased are also subject to legal constraints and
financial covenants under our Facility that limit share repurchases based on a defined ratio. See Note 7 for further discussion of our
long-term debt. Our objectives with regard to share repurchases are to offset the dilution to our shares outstanding that results from
equity compensation grants and to supplement our earnings per share growth.
In October 2013, our Board approved the adoption of a prearranged share repurchase plan under Rule 10b5-1 (“10b5-1 Plan”)
of the Act, effective from January 2, 2014 through July 1, 2014. On July 21, 2014, our Board approved the adoption of a new 10b5-1
Plan, effective from September 5, 2014 through December 31, 2014. These 10b5-1 Plans terminated on July 1, 2014 and
December 31, 2014, respectively, in accordance with their terms. On October 20, 2014, our Board approved the adoption of an
additional 10b5-1 Plan, which is effective from January 2, 2015 through June 30, 2015.
On July 21, 2014, our Board approved the terms of a share repurchase plan (“10b-18 Plan”) under which we were authorized to
repurchase shares of our common stock in open market transactions in accordance with Rule 10b-18 under the Act, which plan was
effective from July 28, 2014 through August 12, 2014.
On February
27, 2014, we entered into a collared accelerated stock repurchase (“ASR”) agreement with a financial
institution to repurchase $75 million of our common stock. The minimum number of shares to be repurchased, 1.4 million, was
delivered in March 2014. Upon settlement of the ASR program, we received an additional 0.2 million shares on July 21, 2014.
11. Stock-Based Compensation
We maintain performance incentive plans under which incentive stock options, non-qualified stock options, stock appreciation
rights, restricted shares, restricted share units, deferred shares, performance shares and performance units may be granted to
employees and consultants. Our current practice is to issue new shares, rather than treasury shares, upon stock option exercises and
for restricted share grants. To date, we have only granted non-qualified stock options, restricted shares and restricted share units of
common stock under these plans. Non-employee directors have received only non-qualified stock options under a non-employee
director equity plan, which expired in May 2007. Currently, we do not have a plan under which non-employee directors may be
granted stock options or other equity interests in the Company.
In May 2013, our Board approved an amendment to our 2010 Stock Incentive Plan to increase the number of shares of common
stock authorized for issuance under the plan to 6.6 million shares from 4.8 million shares. This amendment was approved by our
stockholders at our annual meeting held on May 29, 2013. This is our only active performance incentive plan, and approximately 1.0
million of these shares were available for grant as of December 30, 2014.
Stock options generally vest at 20% per year and expire eight to ten years from the date of grant. Restricted shares and
restricted share units generally vest between three to five years from the date of grant and require that the staff member remains
employed in good standing with the Company as of the vesting date. Since restricted shares and restricted share units provide strong
retention power through economic value to our staff members even when our stock price remains flat or declines, and it also reduces
our total share usage, we have generally increased the proportion of restricted shares and restricted share units versus stock option
grants over the past several years. Equity awards for certain executive officers may vest earlier in the event of a change of control, as
defined in the plan.
55
The following table presents information related to stock-based compensation (in thousands):
2014
Fiscal Year
2013
2012
Labor expenses
Other operating costs and expenses
General and administrative expenses
Total stock-based compensation
Income tax benefit
Total stock-based compensation, net of taxes
Capitalized stock-based compensation (1)
$
$
$
5,245
216
11,356
16,817
6,433
10,384
216
$
$
$
4,478
195
9,462
14,135
5,407
8,728
177
$
$
$
3,445
187
7,206
10,838
4,146
6,692
255
(1) It is our policy to capitalize the portion of stock-based compensation costs for our internal development and construction, legal, and facilities departments
that relates to capitalizable activities such as the design and construction of new restaurants, remodeling existing locations, lease, intellectual property and
liquor license acquisition activities and equipment installation. Capitalized stock-based compensation is included in property and equipment, net and
other assets on the consolidated balance sheets.
Stock Options
The weighted average fair value at the grant date for options issued during fiscal 2014, 2013 and 2012 was $15.48, $10.83 and
$12.00 per option, respectively. The fair value of options at the grant date was estimated utilizing the Black-Scholes valuation model
with the following weighted average assumptions for fiscal 2014, 2013 and 2012, respectively: (a) an expected option term of 6.5
years, 6.4 years and 6.1 years, (b) expected stock price volatility of 32.9%, 33.5% and 40.5% , (c) a risk-free interest rate of 2.2%,
1.4% and 1.4%, and (d) a dividend yield on our stock of 1.2%, 1.3% and 0.2%.
The expected option term represents the estimated period of time until exercise and is based on historical experience of simi lar
options, giving consideration to the contractual terms, vesting schedules and expectations of future employee behavior. Expected
stock price volatility is based on a combination of the historical volatility of our stock and the implied volatility of actively traded
options on our common stock. The risk-free interest rate is based on the U.S. Treasury yield curve in effect at the time of grant with
an equivalent remaining term. The dividend yield is based on anticipated cash dividend payouts. Compensation expense is
recognized only for those options expected to vest, with forfeitures estimated based on our historical experience and future
expectations.
Stock option activity during fiscal 2014 was as follows:
Outstanding at beginning of year
Granted
Exercised
Forfeited or cancelled
Outstanding at end of year
Exercisable at end of year
Shares
(In thousands)
Weighted
Average
Exercise Price
(Per share)
4,823
329
(1,088)
(41)
4,023
2,185
$
$
$
$
$
$
23.70
48.19
21.06
30.96
26.34
23.36
Weighted
Average
Remaining
Contractual
Term
(In years)
Aggregate
Intrinsic Value(1)
(In thousands)
4.1
$
118,505
3.7
2.8
$
$
97,406
59,410
(1) Aggregate intrinsic value is calculated as the difference between our closing stock price at fiscal year end and the exercise price, multiplied by the
number of in-the-money options and represents the pretax amount that would have been received by the option holders, had they all exercised their
options on the fiscal year end date.
The total intrinsic value of options exercised during fiscal years 2014, 2013 and 2012 was $28.2 million, $40.1 million and
$16.3 million, respectively. As of December 30, 2014, total unrecognized stock-based compensation expense related to nonvested
stock options was $11.1 million, which we expect to recognize over a weighted average period of approximately 2.0 years.
56
Restricted Shares and Restricted Share Units
Restricted share and restricted share unit activity during fiscal 2014 was as follows:
Outstanding at beginning of year
Granted
Vested
Forfeited
Outstanding at end of year
Shares
(In thousands)
Weighted
Average
Value
Fair
(Per share)
1,672
462
(190 )
(124 )
1,820
$
$
$
$
$
32.81
47.16
23.46
37.25
37.12
Fair value of our restricted shares and restricted share units is based on our closing stock price on the date of grant. The
weighted average fair value at the grant date for restricted shares and restricted share units issued during fiscal 2014, 2013 and 2012
was $47.16, $39.42 and $31.38, respectively. The fair value of shares that vested during fiscal years 2014, 2013 and 2012 was $4.5
million, $2.6 million and $2.5 million, respectively. As of December 30, 2014, total unrecognized stock-based compensation expense
related to unvested restricted shares and restricted share units was $35.4 million, which we expect to recognize over a weighted
average period of approximately 3.1 years.
12. Employee Benefit Plans
We have a defined contribution benefit plan in accordance with section 401(k) of the Internal Revenue Code (“401(k) Plan”)
that is open to our staff members who meet certain compensation and eligibility requirements. Participation in the 401(k) Plan is
currently open to staff members from our three restaurant concepts, our bakery facilities and our corporate office. The 401(k) Plan
allows participating staff members to defer the receipt of a portion of their compensation and contribute such amount to one or more
investment options. Our executive officers and a select group of management and/or highly compensated staff members are not
eligible to participate in the 401(k) Plan. We currently match in cash a certain percentage of the employee contributions to the
401(k) Plan and also pay a portion of the administrative costs. Expense recognized in fiscal 2014, 2013 and 2012 was $0.6 million,
$0.6 million and $0.5 million, respectively.
We have also established The Cheesecake Factory Incorporated Executive Savings Plan (“ESP”), a non-qualified deferred
compensation plan for our executive officers and a select group of management and/or highly compensated staff members as defined
in the plan document. The ESP allows participating staff members to defer the receipt of a portion of their base compensation and up
to 100% of their eligible bonuses. Non-employee directors may also participate in the ESP and defer the receipt of their earned
director fees. We currently match in cash a certain percentage of the base compensation and bonus deferred by participating staff
members and also pay for the ESP administrative costs. Expense recognized in fiscal 2014, 2013 and 2012 was $0.8 million, $0.7
million and $0.7 million, respectively.
ESP employee deferrals and matching funds are deposited into a rabbi trust, and are generally invested in individual variable
life insurance contracts owned by us that are specifically designed to informally fund savings plans of this nature. Our consolidated
balance sheets reflect our investment in variable life insurance contracts in other assets and our obligation to participating staff
members in other noncurrent liabilities. All income and expenses related to the rabbi trust are reflected in our consolidated statements
of operations.
We maintain a self-insured medical and dental benefit plan for our staff members and utilize stop-loss coverage to limit our
financial exposure from any individual medical claim. The accrued liabilities associated with these programs are based on our
estimate of the ultimate costs to settle known claims as well as claims incurred but not yet reported to us as of the balance sheet
date. The accrued liability for our self-insured medical benefit plan, which is included in other accrued expenses, as of December 30,
2014 and December 31, 2013, was $7.7 million and $4.9 million, respectively. See Note 1 for further discussion of accounting for
our self-insurance liabilities.
13. Income Taxes
The provision for income taxes consisted of the following (in thousands):
Income before income taxes
Income tax provision:
Current:
Federal
State
Total current
Deferred:
Federal
State
Total deferred
Total provision
2014
Fiscal Year
2013
2012
138,544
$
156,450
$
133,974
28,687
8,377
37,064
480
(276 )
204
37,268
$
$
28,754
8,707
37,461
5,342
(709 )
4,633
42,094
$
$
39,792
8,517
48,309
(11,055 )
(1,703 )
(12,758 )
35,551
$
$
$
57
The following is a reconciliation between the U.S. federal statutory rate and the effective tax rate:
U.S. federal statutory rate
State and district income taxes, net of federal benefit
FICA tip credit
Other credits and incentives
Manufacturing deduction
Deferred compensation
Other
Effective tax rate
2014
Fiscal Year
2013
2012
35.0 %
3.8
(8.4 )
(0.7 )
(2.9 )
(0.4 )
0.5
26.9 %
35.0 %
3.3
(7.0 )
(0.9 )
(2.4 )
(1.0 )
(0.1 )
26.9 %
35.0%
3.3
(7.7)
(0.6)
(2.8)
(0.7)
—
26.5%
Following are the temporary differences that created our deferred tax assets and liabilities (in thousands):
December 30, 2014
December 31, 2013
Deferred tax assets:
Employee benefits
Insurance reserves
Accrued rent
Stock-based compensation
Deferred income
Tax credit carryforwards
Other
Subtotal
Less: Valuation allowance
Total
Deferred tax liabilities:
Property and equipment
Inventory
Prepaid expenses
Total
Net deferred tax liability
Reported in consolidated balance sheets as:
Deferred income taxes — current asset
Deferred income taxes — noncurrent liability
Total
$
$
$
$
$
$
$
$
24,476
18,012
22,291
15,350
9,273
1,954
1,259
92,615
(574 )
92,041
$
(153,362)
(9,749 )
(10,363 )
(173,474)
$
$
23,707
15,622
22,954
13,822
7,922
1,977
1,320
87,324
(185)
87,139
(150,226)
(9,299)
(8,843)
(168,368)
(81,433)
$
(81,229)
15,076
(96,509 )
(81,433)
$
$
16,008
(97,237)
(81,229)
At both December 30, 2014 and December 31, 2013, we had $3.0 million of state tax credit carryforwards. These credits
began to expire in 2013. Management assesses the available evidence to estimate if sufficient future taxable income will be generated
to use these carryforwards. Based on this evaluation, we recorded a valuation allowance relating to hiring and investment tax credits
in North Carolina of $0.6 million and $0.2 million as of December 30, 2014 and December 31, 2013, respectively, to reflect the
amount that more likely than not will not be realized. We believe it is more likely than not that all other state tax credit carryforwards
will be realized. However, this assessment could change if estimates of future taxable income during the carryforward period are
revised. The earliest tax year still subject to examination by a significant taxing jurisdiction is 2010.
At December 30, 2014, we had $0.9 million of unrecognized tax benefits. If recognized, this amount would affect our effective
income tax rate. A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows (in thousands):
2014
Fiscal Year
2013
2012
Balance at beginning of year
Additions related to current period tax positions
Reductions related to settlements with taxing authorities and
lapses of statutes of limitations
Balance at end of year
$
$
802
233
(160 )
875
$
$
695
254
(147 )
802
$
$
590
230
(125 )
695
58
At both December 30, 2014 and December 31, 2013, we had approximately $0.1 million of accrued interest and penalties
related to uncertain tax positions. None of the balance of unrecognized tax benefits at December 31, 2014 relates to tax positions for
which it is reasonably possible that the total amount could decrease during the next twelve months based on the lapses of statutes of
limitations.
14. Stockholder Rights Plan
We have a stockholder rights plan that provides for the distribution to stockholders of one right to purchase a unit equal to
1/100th of a share of junior participating cumulative preferred stock. The rights are evidenced by our common stock certificates and
automatically trade with our common stock. The rights are not exercisable unless a person or group acquires (or commences a tender
or exchange offer or announces an intention to acquire) 15% or more of our common stock (or 20% or more if such person or group
was beneficial owner of 10% or more of our common stock on August 4, 1998 or any time thereafter) without the approval of our
Board. When declared exercisable, holders of the rights (other than the acquiring person or group) would have the right to purchase
units of junior participating cumulative preferred stock having a market value equal to two times the exercise price of each right,
which is $110. Additionally, if we are thereafter merged into another entity, or if more than 50% of our consolidated assets or
earnings power is sold or transferred, holders of the rights will be entitled to buy common stock of the acquiring person or group equal
to two times the exercise price of each right. During fiscal 2008, our Board extended the rights expiration date to August 4, 2018,
unless redeemed earlier by us.
15. Segment Information
For decision-making purposes, our management reviews discrete financial information for The Cheesecake Factory, Grand Lux
Cafe and RockSugar Pan Asian Kitchen restaurants, our bakery division and our international licensing operations. Based on
quantitative thresholds set forth in ASC 280, “Segment Reporting,” The Cheesecake Factory is our only business that meets the
criteria of a reportable operating segment. Grand Lux Cafe, RockSugar Pan Asian Kitchen, bakery and international licensing are
combined in Other. Unallocated corporate expenses, assets and capital expenditures are presented below as reconciling items to the
amounts presented in the consolidated financial statements.
Segment information is presented below (in thousands):
Revenue:
The Cheesecake Factory restaurants
Other
Income from operations:
The Cheesecake Factory restaurants
Other
Corporate
(2)
(1)
Total assets:
The Cheesecake Factory restaurants
Other
Corporate
Capital expenditures:
The Cheesecake Factory restaurants
Other
Corporate
Depreciation and amortization:
The Cheesecake Factory restaurants
Other
Corporate
2014
Fiscal Year
2013
1,792,796
183,828
1,976,624
240,774
14,983
(111,026 )
144,731
861,697
154,033
160,722
1,176,452
104,525
3,713
5,744
113,982
68,504
10,337
3,994
82,835
$
$
$
$
$
$
$
$
$
$
1,688,036
189,874
1,877,910
250,230
19,985
(109,261 )
160,954
813,780
155,231
155,103
1,124,114
98,660
3,621
4,008
106,289
63,549
10,514
4,495
78,558
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2012
1,604,825
204,192
1,809,017
225,920
10,857
(98,078 )
138,699
764,208
165,274
162,685
1,092,167
60,300
15,363
10,779
86,442
60,358
9,811
4,264
74,433
(1) Includes impairment and lease termination expenses/(income) related to seven The Cheesecake Factory restaurants. The pre-tax amounts associated
with these items were $0.7 million, ($1.2) million and $5.5 million in fiscal years 2014, 2013 and 2012, respectively. These amounts were recorded
in impairment of assets and lease terminations. (See Note 1 for further discussion of these charges.)
(2) Includes impairment and lease termination expenses related to four Grand Lux Cafe restaurants. The pre-tax amounts associated with these items were
$0.6 million and $4.1 million in fiscal years 2013 and 2012, respectively. These amounts were recorded in impairment of assets and lease terminations.
(See Note 1 for further discussion of these charges.)
59
16. Quarterly Financial Data (unaudited)
Summarized unaudited quarterly financial data for fiscal 2014 and 2013, is as follows (in thousands, except per share data):
Quarter Ended:
Revenues
Income from operations
Net income
Basic net income per share
Diluted net income per share
Cash dividends declared per
(1)
(1)
common share
Quarter Ended:
Revenues
Income from operations
Net income
Basic net income per share
Diluted net income per share
Cash dividends declared per
(1)
(1)
common share
$
$
$
$
$
$
$
$
$
$
$
$
April 1, 2014(2)
July 1, 2014(2)
September 30, 2014
December
481,431
33,073
22,518
0.44
0.43
0.14
$
$
$
$
$
$
496,406
42,691
30,049
0.61
0.59
0.14
$
$
$
$
$
$
499,114
34,175
24,223
0.49
0.48
0.165
$
$
$
$
$
$
2014
30,
499,673
34,792
24,486
0.50
0.48
0.165
April 2, 2013(2)
July 2, 2013(2)
October 1, 2013(2)
December 31,
463,018
36,787
25,292
0.48
0.47
0.12
$
$
$
$
$
$
470,118
41,170
28,583
0.54
0.52
0.12
$
$
$
$
$
$
469,699
38,631
27,481
0.52
0.50
0.14
$
$
$
$
$
$
2013(2)
475,075
44,366
33,000
0.64
0.62
0.14
(1) Net income per share calculations for each quarter are based on the weighted average diluted shares outstanding for that quarter and may not total to
the full year amount.
(2) Income from operations included impairment and lease termination expenses/(income) of $0.2 million, $0.5 million in the first and second quarters of
fiscal 2014 and $0.6 million, $1.5 million, $1.1 million and ($3.8) million in the four quarters of fiscal 2013, respectively, related to seven The
Cheesecake Factory and four Grand Lux Cafe restaurants. The impact of these amounts on net income was $0.1 million and $0.3 million in the
first and second quarters of fiscal 2014 and $0.4 million, $0.9 million, $0.7 million and ($2.3) million in the four quarters of fiscal 2013, respectively.
(See Note 1 for further discussion of impairment of assets and lease terminations.)
While seasonal fluctuations generally do not have a material impact on our quarterly results, the year-over-year comparison of
our quarterly results can be significantly impacted by the number and timing of new restaurant openings and associated preopening
costs, the calendar days of the week on which holidays occur and other variations in revenues and expenses. As a result of these
factors, our financial results for any quarter are not necessarily indicative of the results that many be achieved for the full fiscal year.
60
17. Subsequent Event
Dividends
On February 9, 2015, our Board of Directors approved a quarterly cash dividend of $0.165 per share to be paid on March 10,
2015 to the stockholders of record on February 25, 2015.
Accelerated Stock Repurchase Program
On February
27, 2015, we entered into an ASR program with a financial institution to repurchase $75 million of our
common stock. The number of common shares to be repurchased under the ASR program generally will be based on the volume
weighted average share price of our common stock. The program is subject to collar provisions that will establish minimum and
maximum number of shares based on the volume weighted average share price over an initial hedge period. Under the terms of the
program, the financial institution will deliver an initial number of shares of common stock to us on March 9, 2015 and will deliver the
balance of the minimum number of shares upon the completion of the hedge period by March 31, 2015. At the termination of the
ASR program, we may receive additional common shares, depending on the share price of our common stock during the term of the
program. The minimum and maximum number of common shares that we will repurchase pursuant to the program will not be known
until the conclusion of the hedge period. The program will terminate no later than six months following the end of the hedge period
and may in certain circumstances be accelerated. This ASR program was entered into as part of, and pursuant to, our previously
announced share repurchase program. We intend to fund the share repurchases with cash on hand and/or temporary borrowing on our
credit facility.
61
EXHIBIT INDEX
No.
Exhibit
2.1
3.1
3.2
4.1
4.2
4.3
10.1
10.2
10.3
10.4
10.5
Item
Form of Reorganization
Agreement
Restated Certificate of
Incorporation including
Certificate of Designation
of Series A Junior
Participating Cumulative
Preferred Stock
Amended and Restated
Bylaws as of May 20,
2009
Form of Rights Agreement
dated as of August 4, 1998
between The Cheesecake
Factory Incorporated and
U.S. Stock Transfer
Corporation
Amendment No. 1 to
Rights Agreement dated as
of November 4, 2003
between The Cheesecake
Factory Incorporated and
U.S. Stock Transfer
Corporation
Amendment No. 2 to
Rights Agreement dated as
of August 1, 2008 between
The Cheesecake Factory
Incorporated and
Computershare Trust
Company
David Overton
Employment Agreement
effective June 30, 2009*
The Cheesecake Factory
Incorporated 1992
Performance Employee
Stock Option Plan *
Amendment to The
Cheesecake Factory
Incorporated 1992
Performance Employee
Stock Option Plan*
Second Amendment to
The Cheesecake Factory
Incorporated 1992
Performance Employee
Stock Option Plan*
The Cheesecake Factory
Incorporated 1997
Non-Employee Director
Stock Option Plan (as
amended)*
Form
Amend. No. 1 to
Form S-1
10-K
File Number
33-479336
Incorporated by
Reference from
Exhibit Number
2.1
Filed with SEC
8/17/92
000-20574
3.1
2/23/11
000-20574
3.8
5/27/09
8-K
8-A
000-20574
Amend. No. 1 to
Form 8-A
000-20574
Amend. No 2 to
Form 8-A
000-25074
1
2
3
8/18/98
11/13/03
8/1/08
7/20/09
5/15/92
8-K
S-1
000-20574
33-479336
10.1
10.3
S-8
033-88414
99.1
1/28/99
10-Q
000-25074
10.1
12/8/06
S-8
333-118757
99.3
9/2/04
62
No.
Exhibit
10.6
10.7
10.8
10.9
10.10
10.11
10.12
10.13
10.14
10.15
10.16
10.17
10.18
10.19
Item
Nonqualified Stock Option
Agreement under the
Company’s 1997
Non-Employee Director
Stock Option Plan*
Amended and Restated Year
2000 Omnibus Performance
Stock Incentive Plan*
First Amendment to
Amended and Restated Year
2000 Omnibus Performance
Stock Incentive Plan*
Second Amendment to
Amended and Restated Year
2000 Omnibus Performance
Stock Incentive Plan*
Third Amendment to
Amended and Restated Year
2000 Omnibus Performance
Stock Incentive Plan*
Amended and Restated 2001
Omnibus Stock Incentive
Plan*
First Amendment to
Amended and Restated Year
2001 Omnibus Performance
Stock Incentive Plan*
Form of Notice of Grant of
Stock Option and/or
Restricted Share Award *
Amended Form of Notice of
Grant of Stock Option and/or
Restricted Share Award*
Amended and Restated
Annual Performance
Incentive Plan*
Form of Employment
Agreements with Debby R.
Zurzolo and Max S.
Byfuglin*
Form of First Amendment to
Employment Agreements
with Debby R. Zurzolo and
Max S. Byfuglin*
Form of Second Amendment
to Employment Agreement
with Debby R. Zurzolo*
Form of Second Amendment
to Employment Agreement
with Max S. Byfuglin*
Form
10-Q
File Number
000-25074
Incorporated by
Reference from
Exhibit Number
99.1
Filed with SEC
10/26/04
S-8
333-118757
10-Q
000-25074
99.1
10.2
9/2/04
12/8/06
10-K
000-25074
10.10
2/22/07
8-K
000-25074
99.1
7/25/08
S-8
333-118757
8-K
000-25074
99.2
99.2
9/2/04
7/25/08
8-K
000-25074
99.1
1/5/07
10-K
000-25074
10.17
2/27/09
10-K
000-25074
8-K
000-25074
10.3
99.1
4/4/05
3/28/06
8-K
000-25074
99.2
12/10/07
8-K
000-25074
99.3
1/5/09
8-K
000-25074
99.2
1/5/09
63
No.
Exhibit
10.20
10.21
10.22
10.24
10.25
10.26
10.27
10.28
10.29
10.30
10.31
10.32
10.33
10.34
10.35
10.36
10.37
Item
Amended and Restated
Executive Savings Plan*
First Amendment to
Amended and Restated
Executive Savings Plan*
Second Amendment to
Amended and Restated
Executive Savings Plan*
Form of Indemnification
Agreement*
Real Estate Option
Agreement dated April 22,
2005
First Amendment to Option
Agreement dated as of
June 28, 2005
Inducement Agreement
dated as of July 27, 2005
First Amendment to
Inducement Agreement
dated as of March 1, 2010
Amended Agreement of
Grant of Stock Option to
Debby R. Zurzolo*
Amended Agreement of
Grant of Stock Option to
Debby R. Zurzolo*
Stipulation of Settlement
Form of Employment
Agreement with W. Douglas
Benn dated January 19,
2009*
Notice and Agreement of
Grant of Stock Option
and/or Restricted Share
Award between the
Company and David
Overton dated May 7,
2009*
2010 Stock Incentive Plan
as amended April 7, 2011*
2010 Amended and
Restated Annual
Performance Incentive Plan,
as amended and restated on
June 2, 2010*
Form of Grant Agreement
for Executive Officers under
2010 Stock Incentive Plan*
Annual Management
Performance Incentive Plan
effective December 31,
2010*
Form
8-K
File Number
000-25074
Incorporated by
Reference from
Exhibit Number
99.3
Filed with SEC
7/25/08
10-K
000-25074
10.34
2/27/09
10-Q
000-25074
8-K
8-K
8-K
8-K
10-K
8-K
8-K
8-K
8-K
000-25074
000-25074
000-25074
000-25074
000-25074
000-25074
000-25074
000-25074
000-25074
10.2
99.1
99.1
99.2
99.3
10.36
99.2
99.3
10.1
99.1
5/6/10
12/14/07
8/2/05
8/2/05
8/2/05
2/23/11
12/18/06
12/18/06
2/28/08
1/23/09
8-K
000-20574
99.1
5/8/09
DEF 14A
000-20574
Appendix A
DEF 14A
000-20574
Appendix B
10-Q
000-20574
10-Q
000-20574
10.1
10.2
4/21/11
4/23/10
11/4/10
11/4/2010
64
No.
Exhibit
10.38
10.39
10.40
10.41
10.42
10.43
10.44
10.45
Item
Loan Agreement dated as of
December 3, 2010 between
The Cheesecake Factory
Incorporated and JPMorgan
Chase Bank NA as
Administrative Agent, Bank
of the West as Syndication
Agent, and Bank of
America NA, Wells Fargo
Bank and Rabobank
Nederland, as
Documentation Agents
First Amendment to
Employment Agreement
effective as of February 29,
2012 between The
Cheesecake Factory
Incorporated and David M.
Overton*
Second Amendment to
Employment Agreement
dated as of November 11,
2013, between The
Cheesecake Factory
Incorporated and David M.
Overton *
Amended and Restated
Loan Agreement dated as of
October 16, 2013, among
The Cheesecake Factory
Incorporated, the Lenders
party thereto and JP Morgan
Chase Bank, National
Association as
Administrative Agent
The Cheesecake Factory
2010 Stock Incentive Plan
as amended effective as of
February 27, 2013*
Employment Agreement
effective as of April 18,
2013, between The
Cheesecake Factory
Incorporated and David M.
Gordon*
Form of Grant Agreement
for Executive Officers
under the 2010 Stock
Incentive Plan, for equity
grants made after August 2,
2012*
Master Confirmation dated
as of February 27, 2014
between The Cheesecake
Factory Incorporated and
Goldman, Sachs & Co.
Form
10-K
File Number
000-20574
Incorporated by
Reference from
Exhibit Number
10.46
Filed with SEC
2/23/2011
8-K
000-20574
10.1
3/6/2012
8-K
000-20574
99.1
11/12/2013
8-K
000-20574
99.1
10/22/13
DEF 14A
000-20574
Appendix A
04/19/13
8-K
000-20574
10.1
4/19/13
10-Q
000-20574
10.1
8/10/12
10-K
000-20574
10.45
2/27/14
65
No.
Exhibit
10.46
10.47
10.48
10.49
10.50
10.51
10.52
21.0
23.1
31.1
31.2
32.1
32.2
Item
Supplemental Confirmation dated as of
February 27, 2014 between The
Cheesecake Factory Incorporated and
Goldman, Sachs & Co.
Third Amendment to Amended and
Restated Executive Savings Plan*
Fourth Amendment to Amended and
Restated Executive Savings Plan*
Form of Grant Agreement for Executive
Officers under the 2010 Stock Incentive
Plan *
The Cheesecake Factory 2010 Stock
Incentive Plan as amended effective as of
April 3, 2014*
Fifth Amendment to Amended and
Restated Executive Savings Plan *
Confirmation dates as of February 27,
2015 between The Cheesecake Factory
Incorporated and Wells Fargo Bank,
National Association relating to Fixed
$$ Discounted Share Buyback (“DSB”)
Collared with Initial Delivery
List of Subsidiaries
Consent of Independent Registered Public
Accounting Firm
Rule 13a-14(a)/15d-14(a) Certification of
the Principal Executive Officer
Rule 13a-14(a)/15d-14(a) Certification of
the Principal Financial Officer
Certification Pursuant to 18 U.S.C.
Section 1350, as Adopted Pursuant to
Section 906 of the Sarbanes-Oxley Act of
2002 for Principal Executive Officer
Certification Pursuant to 18 U.S.C.
Section 1350, as Adopted Pursuant to
Section 906 of the Sarbanes-Oxley Act of
2002 for Principal Financial Officer
Form
10-K
File Number
000-20574
Incorporated by
Reference from
Exhibit Number
10.46
Filed with SEC
2/27/14
10-K
10-K
8-K
000-20574
000-20574
000-20574
10.47
10.48
99.1
2/27/14
2/27/14
3/7/14
DEF 14A
000-20574
Appendix A
4/17/14
10-Q
000-20574
—
—
10.2
—
8/8/14
Filed herewith
—
—
—
—
—
—
—
—
—
—
—
Filed herewith
Filed herewith
Filed herewith
Filed herewith
Filed herewith
—
Filed herewith
—
—
—
—
—
—
66
Form
—
File Number
—
Incorporated by
Reference from
Exhibit Number
—
Filed with SEC
Filed herewith
No.
Exhibit
Exhibit 101
Item
XBRL (Extensible Business
Reporting Language) The
following materials from The
Cheesecake Factory
Incorporated’s Annual Report
on Form 10-K for the years
ended December 30, 2014,
formatted in Extensive
Business Reporting Language
(XBRL), (i) consolidated
balance sheets,
(ii) consolidated statements of
operations, (iii) consolidated
statement of stockholders’
equity, (iv) consolidated
statements of cash flows, and
(v) the notes to the
consolidated financial
statements.
* Management contract or compensatory plan or arrangement required to be filed as an exhibit.
67
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused this
report to be signed on its behalf by the undersigned, thereunto duly authorized on the 27 day of February 2015.
th
SIGNATURES
THE CHEESECAKE FACTORY INCORPORATED
By:
By:
By:
/s/ DAVID OVERTON
David Overton
Chairman of the Board and
Chief Executive Officer (principal executive officer)
/s/ W. DOUGLAS BENN
W. Douglas Benn
Executive Vice President and Chief Financial Officer
(principal financial officer)
/s/ CHERYL M. SLOMANN
Cheryl M. Slomann
Senior Vice President, Controller and Chief Accounting
Officer
(principal accounting officer)
68
POWER OF ATTORNEY
KNOW ALL PERSONS BY THESE PRESENTS, that each person whose signature appears below constitutes and appoints
David Overton and W. Douglas Benn, and each of them, as his true and lawful attorneys-in-fact and agents, each with full power of
substitution and resubstitution, for him and in his name, place and stead, in any and all capacities, to sign any and all amendments to
this Annual Report on Form 10-K, and to file the same, with all exhibits thereto, and other documents in connection therewith, with
the Securities and Exchange Commission, granting unto said attorneys-in-fact and agents full power and authority to do and perform
each and every act and thing requisite and necessary to be done in connection therewith, as fully to all intents and purposes as he
might or could do in person, hereby ratifying and confirming all that said attorney-in-fact and agent, or his substitute or substitutes,
may lawfully do or cause to be done by virtue hereof.
SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following
persons on behalf of the Registrant in the capacities and on the dates indicated.
Name
Title
Date
/s/ DAVID OVERTON
David Overton
/s/ W. DOUGLAS BENN
W. Douglas Benn
/s/ CHERYL M. SLOMANN
Cheryl M. Slomann
/s/ ALEXANDER L. CAPPELLO
Alexander L. Cappello
/s/ JEROME I. KRANSDORF
Jerome I. Kransdorf
/s/ LAURENCE B. MINDEL
Laurence B. Mindel
/s/ DAVID B. PITTAWAY
David B. Pittaway
/s/ DOUGLAS L. SCHMICK
Douglas L. Schmick
/s/ HERBERT SIMON
Herbert Simon
Chairman of the Board and
Chief Executive Officer
(Principal Executive Officer)
Executive Vice President and
Chief Financial Officer
(Principal Financial Officer)
February 27, 2015
February 27, 2015
Senior Vice President, Controller and
February 27, 2015
Chief Accounting Officer
(Principal Accounting Officer)
February 27, 2015
February 27, 2015
February 27, 2015
February 27, 2015
February 27, 2015
February 27, 2015
Director
Director
Director
Director
Director
Director
69
CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
We hereby consent to the incorporation by reference in the Registration Statements on Form S-8 (Nos. 033-88414, 333-33173,
333-34524, 333-53302, 333-64464, 333-87070, 333-101757, 333-118757, 333-167298, 333-176115, 333-190110 and 333-198042) of
The Cheesecake Factory Incorporated of our report dated February 27, 2015 relating to the financial statements and the effectiveness
of internal control over financial reporting, which appears in this Form 10-K.
EXHIBIT 23.1
/s/ PricewaterhouseCoopers LLP
Los Angeles, California
February 27, 2015
70
EXHIBIT 31.1
THE CHEESECAKE FACTORY INCORPORATED
CERTIFICATION OF PRINCIPAL EXECUTIVE OFFICER
I, David Overton, certify that:
1. I have reviewed this annual report on Form 10-K of The Cheesecake Factory Incorporated;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact
necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading
with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in a ll
material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods
presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated
subsidiaries, is made known to us by others within those entities, particularly during the period in which this annual
report is being prepared;
(b) designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles;
(c) evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by
this report based on such evaluation; and
(d) disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during
the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that
has materially affected, or is reasonably likely to materially affect, the registrant’s internal control over financial
reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over
financial reporting, to the registrant’s auditors and the audit committee of registrant’s Board of Directors (or persons
performing the equivalent functions):
(a) all significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and
report financial information; and
(b) any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
February 27, 2015
/s/ DAVID OVERTON
David Overton
Chairman of the Board and Chief Executive Officer (Principal
Executive Officer)
71
EXHIBIT 31.2
THE CHEESECAKE FACTORY INCORPORATED
CERTIFICATION OF PRINCIPAL FINANCIAL OFFICER
I, W. Douglas Benn, certify that:
1. I have reviewed this annual report on Form 10-K of The Cheesecake Factory Incorporated;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact
necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading
with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all
material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods
presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated
subsidiaries, is made known to us by others within those entities, particularly during the period in which this annual
report is being prepared;
(b) designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles;
(c) evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by
this report based on such evaluation; and
(d) disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the
registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has
materially affected, or is reasonably likely to materially affect, the registrant’s internal control over financial
reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over
financial reporting, to the registrant’s auditors and the audit committee of registrant’s Board of Directors (or persons
performing the equivalent functions):
(a) all significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and
report financial information; and
(b) any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
February 27, 2015
/s/ W. DOUGLAS BENN
W. Douglas Benn
Executive Vice President and Chief Financial Officer (Principal
Financial Officer)
72
THE CHEESECAKE FACTORY INCORPORATED
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350,
AS ADOPTED PURSUANT TO
SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002
EXHIBIT 32.1
In connection with the Annual Report of The Cheesecake Factory Incorporated (the “Company”) on Form 10-K for the period
ended December 30, 2014 as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, David Overton,
Chairman of the Board and Chief Executive Officer of the Company, certify, pursuant to 18 U.S.C . § 1350, as adopted pursuant to §
906 of the Sarbanes-Oxley Act of 2002, that:
(1)
The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
(2)
The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company as of, and for, the periods presented such report.
February 27, 2015
/s/ DAVID OVERTON
David Overton
Chairman of the Board and Chief Executive Officer
73
THE CHEESECAKE FACTORY INCORPORATED
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350,
AS ADOPTED PURSUANT TO
SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002
EXHIBIT 32.2
In connection with the Annual Report of The Cheesecake Factory Incorporated (the “Company”) on Form 10-K for the period
ended December 30, 2014 as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, W. Douglas
Benn, Executive Vice President and Chief Financial Officer of the Company, certify, pursuant to 18 U.S.C. § 1350, as adopted
pursuant to § 906 of the Sarbanes-Oxley Act of 2002, that:
(1)
The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
(2)
The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company as of, and for, the periods presented such report.
February 27, 2015
/s/ W. DOUGLAS BENN
W. Douglas Benn
Executive Vice President and Chief Financial Officer
74
d i r e c t o r s a n d o f f i c e r s
board of directors
executive officers
operating and
staff officers
David Overton
Chairman of the Board and
Chief Executive Officer
David M. Gordon
President
W. Douglas Benn
Executive Vice President and
Chief Financial Officer
Debby R. Zurzolo
Executive Vice President,
General Counsel and
Secretary
Max S. Byfuglin
President – Bakery Division
Russell S. Greene
Executive Vice President –
Operations Services and
Sustainability
Donald C. Moore
Executive Vice President and
Chief Culinary Officer
David Overton
Chairman of the Board and
Chief Executive Officer
The Cheesecake Factory
Incorporated
Alexander L. Cappello
Chairman and
Chief Executive Officer
Cappello Global, LLC
Jerome I. Kransdorf
President Emeritus
JaK Direct
Laurence B. Mindel
Managing Partner
Poggio Trattoria
David B. Pittaway
Senior Managing Director,
Senior Vice President and
Secretary
Castle Harlan, Inc.
Douglas L. Schmick
Co-Founder
McCormick & Schmick’s
Seafood Restaurants
Herbert Simon
Chairman Emeritus
Simon Property Group, Inc.
Spero G. Alex
Senior Vice President –
Operations, The Cheesecake
Factory Restaurants
Jack K. Belk
Senior Regional
Vice President –
Restaurant Operations
Dina R. Barmasse-Gray
Senior Vice President –
Human Resources
Keith T. Carango
Senior Vice President –
Bakery Operations
Matthew E. Clark
Senior Vice President –
Finance and Strategy
Donald C. Evans
Senior Vice President and
Chief Marketing Officer
Stan D. Harvey
Senior Vice President –
Purchasing
Brian MacKellar
Senior Vice President –
Development
Lisa A. McDowell
Senior Vice President –
Global Development
James D. Rasmussen
Senior Vice President and
Chief Information Officer
Cheryl M. Slomann
Senior Vice President –
Finance and Corporate
Controller
Charles G. Wensing
Senior Vice President –
Performance Development and
New Restaurant
Operations
Jeffrey Nemet
Regional Vice President –
Restaurant Operations
Joseph T. Phillips
Regional Vice President –
Restaurant Operations
Steve M. Polce
Regional Vice President –
Restaurant Operations
Atallah Baroudi, Ph.D.
Vice President –
Food Safety and
Quality Assurance
Gregory A. Breland
Vice President –
Development
Linda J. Candioty
Vice President –
Guest Experience
Richard J. Frings
Vice President –
Compensation and Benefits
Sidney M. Greathouse
Vice President and Senior
Counsel – Legal Services
Anthony R. Gressak, Jr.
Vice President –
Bakery Distributor Sales
Laurie A. Lambert-Gaffney
Vice President –
Staff Relations
Kurt E. Leisure
Vice President –
Risk Services
Philip Mardirossian
Vice President –
Bakery Marketing
Kix McGinnis Nystrom
Vice President –
Kitchen Operations
Robert Okura
Vice President –
Culinary Development and
Corporate Executive Chef
Jill S. Peters
Vice President –
Investor Relations
Alan B. Phillips
Vice President –
Internal Audit
Claire M. Prager
Vice President –
Talent Selection
Chris M. Radovan
Vice President –
Bakery Research and
Development
Richard H. Reinach
Vice President –
Facilities Management
John Scott
Vice President –
Bakery Food Safety and
Quality Assurance
Jeffery Stepler
Vice President –
Organizational Engagement
Roman L. Wasylyn
Vice President –
Tax
Robert T. West
Vice President –
Information Technology
s h a r e h o l d e r i n f o r m a t i o n
Corporate Counsel
Sheppard Mullen Richter & Hampton
Los Angeles, California
Independent Accountants
PricewaterhouseCoopers LLP
Los Angeles, California
Transfer Agent, Registrar and
Dividend Payments
Computershare Investor Services
250 Royall Street
Canton, MA 02021
(800) 962-4284
photo credit: Laszlo Regos, cover
Inquiries
Communications regarding lost certificates, and name and
address changes should be directed to our Transfer Agent.
Other investor inquiries should be directed to:
Jill S. Peters
Vice President, Investor Relations
The Cheesecake Factory Incorporated
26901 Malibu Hills Road
Calabasas Hills, CA 91301
(818) 871-3000
Common Stock Trading
Our stock began trading on The NASDAQ Stock Market
on September 18, 1992 under the symbol CAKE at the
initial public offering price of $2.63 (adjusted for five
three-for-two stock splits in March 1994, April 1998,
June 2000, June 2001 and December 2004). We com-
pleted follow-on public offerings of common stock in
January 1994 and November 1997. The market price of
our common stock has not closed below $2.63 and has
closed as high as $50.91 through December 30, 2014,
our last fiscal year-end.
Website
To learn more about our Company, please visit www.
thecheesecakefactory.com and our related websites at
www.grandluxcafe.com and www.rocksugarpanasiankitch-
en.com. To learn about our sustainability initiatives,
please visit www.thecheesecakefactory.com/corporate-so-
cial-responsibility/sustainability.
26901 Malibu Hills Roa d
Cala basas Hills, Califor nia 91301