Bloomin’ Brands Reports Strengthening Sales Trends
Significantly Outperformed Industry Comp Sales Benchmarks
Generating Consistent Positive Cash Flow with Enhanced Liquidity Position
Announces 2020 Q3 Financial Results
Statement from
Our priorities remain unchanged as we are focused on taking care of our people and serving food in an environment that protects both team members and customers. Maintaining a motivated, well trained, and engaged employee base that is committed to providing a safe dining experience is critical to our long-term success. The decision not to furlough any employees during the pandemic reinforced this principle. This decision is paying off and has been a big part of our success in driving results throughout the pandemic.
It is clear that customers want to come back to restaurants and they are confident in our ability to provide a safe and welcoming dining experience. Our dining rooms across the country continue to maintain elevated safety measures, including additional sanitation and disinfecting practices, as well as contactless payment options for consumers. Across the
We are dedicated to growing sales while improving value. In September, we launched a new menu at
This past year we have learned even more about the business and rethought how we manage expenses. These learned efficiencies provide optimism about the ability to grow margins, once we exit the pandemic. Our third quarter sales and profits were above expectations with
We are becoming a better, stronger, operations-focused company. Even though a challenging environment remains, I am more convinced than ever of the important role that full-service restaurants will continue to play in the lives of our customers and communities.
Third Quarter Diluted EPS and Adjusted Diluted EPS
The following table reconciles Diluted (loss) earnings per share attributable to common stockholders to Adjusted diluted (loss) earnings per share for the third quarter 2020 (“Q3 2020”) compared to the third quarter 2019 (“Q3 2019”).
|
Q3 |
|
|
||||||||
|
2020 |
|
2019 |
|
CHANGE |
||||||
Diluted (loss) earnings per share attributable to common stockholders |
$ |
(0.20) |
|
|
$ |
0.11 |
|
|
$ |
(0.31) |
|
Adjustments |
0.08 |
|
|
(0.01) |
|
|
0.09 |
|
|||
Adjusted diluted (loss) earnings per share |
$ |
(0.12) |
|
|
$ |
0.10 |
|
|
$ |
(0.22) |
|
|
|
|
|
|
|
||||||
______________ |
|||||||||||
See Non-GAAP Measures later in this release. |
Third Quarter Financial Results
(dollars in millions) |
Q3 2020 |
|
Q3 2019 |
|
CHANGE |
|||||||
Total revenues |
$ |
771.3 |
|
|
$ |
967.1 |
|
|
(20.3) |
% |
||
|
|
|
|
|
|
|||||||
GAAP restaurant-level operating margin |
10.7 |
% |
|
12.9 |
% |
|
(2.2) |
% |
||||
Adjusted restaurant-level operating margin (1) |
10.7 |
% |
|
12.5 |
% |
|
(1.8) |
% |
||||
|
|
|
|
|
|
|||||||
GAAP operating (loss) income margin |
(1.8) |
% |
|
2.3 |
% |
|
(4.1) |
% |
||||
Adjusted operating (loss) income margin (1) |
(1.3) |
% |
|
2.3 |
% |
|
(3.6) |
% |
___________________ | ||
(1) |
See Non-GAAP Measures later in this release. |
- The decrease in total revenues was primarily due to: (i) significantly lower comparable restaurant sales and franchise revenues principally attributable to the COVID-19 pandemic, (ii) the net impact of restaurant closures and openings and (iii) the effect of foreign currency translation of the Brazil Real relative to the
U.S. dollar.
- GAAP and Adjusted restaurant-level operating margin decreased due to: (i) significantly lower comparable restaurant sales and costs incurred in connection with the COVID-19 pandemic, including incremental delivery related costs, and (ii) higher labor costs. These decreases are partially offset by: (i) reduced advertising, utilities and operating expenses, (ii) a reduction in prep labor hours and (iii) cost savings from waste reduction initiatives.
- GAAP operating income margin decreased due to: (i) a decline in restaurant-level operating margin discussed above, (ii) sales deleveraging in connection with the COVID-19 pandemic across depreciation and amortization and general and administrative expense and (iii) certain costs in connection with our transformation initiatives. These costs in connection with transformation initiatives were excluded from our adjusted operating income margin.
Third Quarter Comparable Restaurant Sales
THIRTEEN WEEKS ENDED |
|
COMPANY-OWNED |
||
Comparable restaurant sales (stores open 18 months or more): |
|
|
||
|
|
|||
|
(10.4) |
% |
||
Carrabba’s |
|
(9.0) |
% |
|
|
(22.5) |
% |
||
Fleming’s |
|
(20.3) |
% |
|
Combined |
|
(12.8) |
% |
|
International |
|
|
||
|
(54.8) |
% |
______________ | ||
(1) |
|
2020 Financial Outlook
As announced on
Conference Call
The Company will host a conference call today,
Non-GAAP Measures
In addition to the results provided in accordance with GAAP, this press release and related tables include certain non-GAAP measures, which present operating results on an adjusted basis. These are supplemental measures of performance that are not required by or presented in accordance with GAAP and include the following: (i) Adjusted restaurant-level operating margin, (ii) Adjusted (loss) income from operations and the corresponding margin, (iii) Adjusted net (loss) income, (iv) Adjusted diluted (loss) earnings per share, (v) Adjusted segment restaurant-level operating margin and (vi) Adjusted segment income (loss) from operations and the corresponding margin.
We believe that our use of non-GAAP financial measures permits investors to assess the operating performance of our business relative to our performance based on GAAP results and relative to other companies within the restaurant industry by isolating the effects of certain items that may vary from period to period without correlation to core operating performance or that vary widely among similar companies. 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 or that the items for which we have made adjustments are unusual or infrequent or will not recur. We believe that the disclosure of these non-GAAP measures is useful to investors as they form part of the basis for how our management team and Board of Directors evaluate our operating performance, allocate resources and administer employee incentive plans.
These non-GAAP financial measures are not intended to replace GAAP financial measures, and they are not necessarily standardized or comparable to similarly titled measures used by other companies. We maintain internal guidelines with respect to the types of adjustments we include in our non-GAAP measures. These guidelines endeavor to differentiate between types of gains and expenses that are reflective of our core operations in a period, and those that may vary from period to period without correlation to our core performance in that period. However, implementation of these guidelines necessarily involves the application of judgment, and the treatment of any items not directly addressed by, or changes to, our guidelines will be considered by our disclosure committee. You should refer to the reconciliations of non-GAAP measures in tables four, six and seven included later in this release for descriptions of the actual adjustments made in the current period and the corresponding prior period.
About Bloomin’
Bloomin’
Forward-Looking Statements
Certain statements contained herein, including statements under the heading “Statement from
Note: Numerical figures included in this release have been subject to rounding adjustments.
TABLE ONE |
|||||||||||||||
BLOOMIN’ BRANDS, INC. |
|||||||||||||||
CONSOLIDATED STATEMENTS OF OPERATIONS |
|||||||||||||||
(UNAUDITED) |
|||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
(in thousands, except per share data) |
|
|
|
|
|
|
|
||||||||
Revenues |
|
|
|
|
|
|
|
||||||||
Restaurant sales |
$ |
766,487 |
|
|
$ |
951,816 |
|
|
$ |
2,338,985 |
|
|
$ |
3,069,145 |
|
Franchise and other revenues |
4,773 |
|
|
15,328 |
|
|
19,071 |
|
|
48,060 |
|
||||
Total revenues |
771,260 |
|
|
967,144 |
|
|
2,358,056 |
|
|
3,117,205 |
|
||||
Costs and expenses |
|
|
|
|
|
|
|
||||||||
Food and beverage costs |
230,547 |
|
|
300,375 |
|
|
730,998 |
|
|
965,165 |
|
||||
Labor and other related |
246,861 |
|
|
288,552 |
|
|
761,667 |
|
|
908,780 |
|
||||
Other restaurant operating |
207,301 |
|
|
240,372 |
|
|
631,702 |
|
|
732,121 |
|
||||
Depreciation and amortization |
43,417 |
|
|
47,926 |
|
|
137,469 |
|
|
147,196 |
|
||||
General and administrative |
57,443 |
|
|
66,570 |
|
|
197,732 |
|
|
209,114 |
|
||||
Provision for impaired assets and restaurant closings |
(54) |
|
|
1,391 |
|
|
66,223 |
|
|
6,917 |
|
||||
Total costs and expenses |
785,515 |
|
|
945,186 |
|
|
2,525,791 |
|
|
2,969,293 |
|
||||
(Loss) income from operations |
(14,255) |
|
|
21,958 |
|
|
(167,735) |
|
|
147,912 |
|
||||
Loss on modification of debt |
— |
|
|
— |
|
|
(237) |
|
|
— |
|
||||
Other income (expense), net |
1 |
|
|
11 |
|
|
(211) |
|
|
(145) |
|
||||
Interest expense, net |
(18,300) |
|
|
(13,256) |
|
|
(46,647) |
|
|
(36,885) |
|
||||
(Loss) income before (benefit) provision for income taxes |
(32,554) |
|
|
8,713 |
|
|
(214,830) |
|
|
110,882 |
|
||||
(Benefit) provision for income taxes |
(14,776) |
|
|
(660) |
|
|
(70,210) |
|
|
6,051 |
|
||||
Net (loss) income |
(17,778) |
|
|
9,373 |
|
|
(144,620) |
|
|
104,831 |
|
||||
Less: net (loss) income attributable to noncontrolling interests |
(141) |
|
|
125 |
|
|
(116) |
|
|
2,262 |
|
||||
Net (loss) income attributable to Bloomin’ Brands |
(17,637) |
|
|
9,248 |
|
|
(144,504) |
|
|
102,569 |
|
||||
Redemption of preferred stock in excess of carrying value |
— |
|
|
— |
|
|
(3,496) |
|
|
— |
|
||||
Net (loss) income attributable to common stockholders |
$ |
(17,637) |
|
|
$ |
9,248 |
|
|
$ |
(148,000) |
|
|
$ |
102,569 |
|
|
|
|
|
|
|
|
|
||||||||
(Loss) earnings per share attributable to common stockholders: |
|
|
|
|
|
|
|
||||||||
Basic |
$ |
(0.20) |
|
|
$ |
0.11 |
|
|
$ |
(1.69) |
|
|
$ |
1.15 |
|
Diluted |
$ |
(0.20) |
|
|
$ |
0.11 |
|
|
$ |
(1.69) |
|
|
$ |
1.14 |
|
|
|
|
|
|
|
|
|
||||||||
Weighted average common shares outstanding: |
|
|
|
|
|
|
|
||||||||
Basic |
87,558 |
|
|
86,843 |
|
|
87,394 |
|
|
89,484 |
|
||||
Diluted |
87,558 |
|
|
87,305 |
|
|
87,394 |
|
|
90,306 |
|
TABLE TWO |
|||||||||||||||
BLOOMIN’ BRANDS, INC. |
|||||||||||||||
SEGMENT RESULTS |
|||||||||||||||
(UNAUDITED) |
|||||||||||||||
(dollars in thousands) |
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
|
|
|
|
|
|
|
|
||||||||
Revenues |
|
|
|
|
|
|
|
||||||||
Restaurant sales |
$ |
719,406 |
|
|
$ |
835,753 |
|
|
$ |
2,141,062 |
|
|
$ |
2,737,182 |
|
Franchise and other revenues |
2,332 |
|
|
12,691 |
|
|
12,253 |
|
|
39,988 |
|
||||
Total revenues |
$ |
721,738 |
|
|
$ |
848,444 |
|
|
$ |
2,153,315 |
|
|
$ |
2,777,170 |
|
Restaurant-level operating margin |
11.4 |
% |
|
12.0 |
% |
|
9.4 |
% |
|
14.5 |
% |
||||
Income (loss) from operations |
$ |
29,574 |
|
|
$ |
50,318 |
|
|
$ |
(21,968) |
|
|
$ |
242,167 |
|
Operating income (loss) margin |
4.1 |
% |
|
5.9 |
% |
|
(1.0) |
% |
|
8.7 |
% |
||||
International Segment |
|
|
|
|
|
|
|
||||||||
Revenues |
|
|
|
|
|
|
|
||||||||
Restaurant sales |
$ |
47,081 |
|
|
$ |
116,063 |
|
|
$ |
197,923 |
|
|
$ |
331,963 |
|
Franchise and other revenues |
2,441 |
|
|
2,637 |
|
|
6,818 |
|
|
8,072 |
|
||||
Total revenues |
$ |
49,522 |
|
|
$ |
118,700 |
|
|
$ |
204,741 |
|
|
$ |
340,035 |
|
Restaurant-level operating margin |
(1.5) |
% |
|
18.7 |
% |
|
5.7 |
% |
|
19.8 |
% |
||||
(Loss) income from operations |
$ |
(7,926) |
|
|
$ |
10,550 |
|
|
$ |
(18,209) |
|
|
$ |
31,179 |
|
Operating (loss) income margin |
(16.0) |
% |
|
8.9 |
% |
|
(8.9) |
% |
|
9.2 |
% |
||||
Reconciliation of Segment Income (Loss) from Operations to Consolidated (Loss) Income from Operations |
|
|
|
|
|
|
|
||||||||
Segment income (loss) from operations |
|
|
|
|
|
|
|
||||||||
|
$ |
29,574 |
|
|
$ |
50,318 |
|
|
$ |
(21,968) |
|
|
$ |
242,167 |
|
International |
(7,926) |
|
|
10,550 |
|
|
(18,209) |
|
|
31,179 |
|
||||
Total segment income (loss) from operations |
21,648 |
|
|
60,868 |
|
|
(40,177) |
|
|
273,346 |
|
||||
Unallocated corporate operating expense |
(35,903) |
|
|
(38,910) |
|
|
(127,558) |
|
|
(125,434) |
|
||||
Total (loss) income from operations |
$ |
(14,255) |
|
|
$ |
21,958 |
|
|
$ |
(167,735) |
|
|
$ |
147,912 |
|
TABLE THREE |
||||||||
BLOOMIN’ BRANDS, INC. |
||||||||
SUPPLEMENTAL BALANCE SHEET INFORMATION |
||||||||
(UNAUDITED) |
||||||||
(in thousands) |
|
|
|
|||||
Cash and cash equivalents (1) |
$ |
160,032 |
|
|
$ |
67,145 |
|
|
Net working capital (deficit) (2) |
$ |
(540,778) |
|
|
$ |
(621,553) |
|
|
Total assets |
$ |
3,367,598 |
|
|
$ |
3,592,683 |
|
|
Total debt, net (1) |
$ |
1,147,890 |
|
|
$ |
1,048,704 |
|
|
Total stockholders’ equity |
$ |
12,555 |
|
|
$ |
177,481 |
|
|
Common stock outstanding |
87,573 |
|
|
86,946 |
|
_________________ | ||
(1) |
|
In |
(2) |
|
We have, and in the future may continue to have, negative working capital balances (as is common for many restaurant companies). We operate successfully with negative working capital because cash collected on Restaurant sales is typically received before payment is due on our current liabilities, and our inventory turnover rates require relatively low investment in inventories. Additionally, ongoing cash flows from restaurant operations and gift card sales are typically used to service debt obligations and to make capital expenditures. |
TABLE FOUR |
||||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||||
RESTAURANT-LEVEL OPERATING MARGIN NON-GAAP RECONCILIATION |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
FAVORABLE |
|||||||||||||
|
|
|
|
|
||||||||||||
Consolidated: |
GAAP |
|
ADJUSTED |
|
GAAP |
|
ADJUSTED (1) |
|
||||||||
Restaurant sales |
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||||||
Food and beverage costs |
30.1 |
% |
|
30.1 |
% |
|
31.6 |
% |
|
31.6 |
% |
|
1.5 |
% |
||
Labor and other related |
32.2 |
% |
|
32.2 |
% |
|
30.3 |
% |
|
30.3 |
% |
|
(1.9) |
% |
||
Other restaurant operating |
27.0 |
% |
|
27.0 |
% |
|
25.3 |
% |
|
25.6 |
% |
|
(1.4) |
% |
||
|
|
|
|
|
|
|
|
|
|
|||||||
Restaurant-level operating margin (2) |
10.7 |
% |
|
10.7 |
% |
|
12.9 |
% |
|
12.5 |
% |
|
(1.8) |
% |
||
|
|
|
|
|
|
|
|
|
|
|||||||
Segments - Restaurant-level operating margin: |
|
|
|
|
|
|
|
|
|
|||||||
11.4 |
% |
|
11.4 |
% |
|
12.0 |
% |
|
11.5 |
% |
|
(0.1) |
% |
|||
International (2) |
(1.5) |
% |
|
(1.5) |
% |
|
18.7 |
% |
|
18.7 |
% |
|
(20.2) |
% |
||
|
|
|
|
|
|
|
|
|
|
|||||||
|
THIRTY-NINE WEEKS ENDED |
|
FAVORABLE |
|||||||||||||
|
|
|
|
|
||||||||||||
Consolidated: |
GAAP |
|
ADJUSTED (1) |
|
GAAP |
|
ADJUSTED (1) |
|
||||||||
Restaurant sales |
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
|
|||
|
|
|
|
|
|
|
|
|
|
|||||||
Food and beverage costs |
31.3 |
% |
|
30.9 |
% |
|
31.4 |
% |
|
31.4 |
% |
|
0.5 |
% |
||
Labor and other related |
32.6 |
% |
|
32.6 |
% |
|
29.6 |
% |
|
29.6 |
% |
|
(3.0) |
% |
||
Other restaurant operating |
27.0 |
% |
|
27.0 |
% |
|
23.9 |
% |
|
24.0 |
% |
|
(3.0) |
% |
||
|
|
|
|
|
|
|
|
|
|
|||||||
Restaurant-level operating margin (2) |
9.2 |
% |
|
9.5 |
% |
|
15.1 |
% |
|
15.0 |
% |
|
(5.5) |
% |
||
|
|
|
|
|
|
|
|
|
|
|||||||
Segments - Restaurant-level operating margin: |
|
|
|
|
|
|
|
|
|
|||||||
9.4 |
% |
|
9.6 |
% |
|
14.5 |
% |
|
14.4 |
% |
|
(4.8) |
% |
|||
International (2) |
5.7 |
% |
|
6.7 |
% |
|
19.8 |
% |
|
19.8 |
% |
|
(13.1) |
% |
_________________ | |||
(1) |
|
The table set forth below titled “Restaurant-level Operating Margin Adjustments” provides additional information regarding the adjustments for each period presented. |
|
(2) |
|
The following categories of our revenue and operating expenses are not included in restaurant-level operating margin because we do not consider them reflective of operating performance at the restaurant-level within a period: |
|
|
|
(a) |
Franchise and other revenues, which are earned primarily from franchise royalties and other non-food and beverage revenue streams, such as rental and sublease income. |
|
|
(b) |
Depreciation and amortization which, although substantially all of which is related to restaurant-level assets, represent historical sunk costs rather than cash outlays for the restaurants. |
|
|
(c) |
General and administrative expense which includes primarily non-restaurant-level costs associated with support of the restaurants and other activities at our corporate offices. |
|
|
(d) |
Asset impairment charges and restaurant closing costs which are not reflective of ongoing restaurant performance in a period. |
|
Restaurant-level Operating Margin Adjustments - Following is a summary of unfavorable (favorable) adjusted restaurant-level operating margin adjustments recorded in Other restaurant operating expense (unless otherwise noted below) for the following activities, as described in table six of this release:
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
|||||||||
(dollars in millions) |
|
|
|
|
||||||||
Restaurant and asset impairments and closing costs |
$ |
3.8 |
|
|
$ |
2.8 |
|
|
$ |
4.0 |
|
|
Restaurant relocations and related costs |
(0.1) |
|
|
(0.1) |
|
|
(0.4) |
|
||||
COVID-19 related costs (1) |
— |
|
|
(9.9) |
|
|
— |
|
||||
|
$ |
3.7 |
|
|
$ |
(7.2) |
|
|
$ |
3.6 |
|
_________________ | ||
(1) |
|
Includes |
TABLE FIVE |
|||||||||||||||
BLOOMIN’ BRANDS, INC. |
|||||||||||||||
RESTAURANT-LEVEL OPERATING MARGIN RECONCILIATIONS |
|||||||||||||||
(UNAUDITED) |
|||||||||||||||
Consolidated |
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
(dollars in thousands) |
|
|
|
|
|
|
|
||||||||
(Loss) income from operations |
$ |
(14,255) |
|
|
$ |
21,958 |
|
|
$ |
(167,735) |
|
|
$ |
147,912 |
|
Operating (loss) income margin |
(1.8) |
% |
|
2.3 |
% |
|
(7.1) |
% |
|
4.7 |
% |
||||
Less: |
|
|
|
|
|
|
|
||||||||
Franchise and other revenues |
4,773 |
|
|
15,328 |
|
|
19,071 |
|
|
48,060 |
|
||||
Plus: |
|
|
|
|
|
|
|
||||||||
Depreciation and amortization |
43,417 |
|
|
47,926 |
|
|
137,469 |
|
|
147,196 |
|
||||
General and administrative |
57,443 |
|
|
66,570 |
|
|
197,732 |
|
|
209,114 |
|
||||
Provision for impaired assets and restaurant closings |
(54) |
|
|
1,391 |
|
|
66,223 |
|
|
6,917 |
|
||||
Restaurant-level operating income |
$ |
81,778 |
|
|
$ |
122,517 |
|
|
$ |
214,618 |
|
|
$ |
463,079 |
|
Restaurant-level operating margin |
10.7 |
% |
|
12.9 |
% |
|
9.2 |
% |
|
15.1 |
% |
||||
|
|
|
|
|
|
|
|
||||||||
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
(dollars in thousands) |
|
|
|
|
|
|
|
||||||||
Income (loss) from operations |
$ |
29,574 |
|
|
$ |
50,318 |
|
|
$ |
(21,968) |
|
|
$ |
242,167 |
|
Operating income (loss) margin |
4.1 |
% |
|
5.9 |
% |
|
(1.0) |
% |
|
8.7 |
% |
||||
Less: |
|
|
|
|
|
|
|
||||||||
Franchise and other revenues |
2,332 |
|
|
12,691 |
|
|
12,253 |
|
|
39,988 |
|
||||
Plus: |
|
|
|
|
|
|
|
||||||||
Depreciation and amortization |
35,057 |
|
|
36,670 |
|
|
110,005 |
|
|
114,372 |
|
||||
General and administrative |
19,732 |
|
|
24,405 |
|
|
68,955 |
|
|
77,078 |
|
||||
Provision for impaired assets and restaurant closings |
(86) |
|
|
1,351 |
|
|
56,389 |
|
|
3,503 |
|
||||
Restaurant-level operating income |
$ |
81,945 |
|
|
$ |
100,053 |
|
|
$ |
201,128 |
|
|
$ |
397,132 |
|
Restaurant-level operating margin |
11.4 |
% |
|
12.0 |
% |
|
9.4 |
% |
|
14.5 |
% |
||||
|
|
|
|
|
|
|
|
||||||||
International |
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
(dollars in thousands) |
|
|
|
|
|
|
|
||||||||
(Loss) income from operations |
$ |
(7,926) |
|
|
$ |
10,550 |
|
|
$ |
(18,209) |
|
|
$ |
31,179 |
|
Operating (loss) income margin |
(16.0) |
% |
|
8.9 |
% |
|
(8.9) |
% |
|
9.2 |
% |
||||
Less: |
|
|
|
|
|
|
|
||||||||
Franchise and other revenues |
2,441 |
|
|
2,637 |
|
|
6,818 |
|
|
8,072 |
|
||||
Plus: |
|
|
|
|
|
|
|
||||||||
Depreciation and amortization |
5,672 |
|
|
7,201 |
|
|
18,314 |
|
|
20,406 |
|
||||
General and administrative |
4,011 |
|
|
6,542 |
|
|
14,413 |
|
|
20,311 |
|
||||
Provision for impaired assets and restaurant closings |
— |
|
|
39 |
|
|
3,640 |
|
|
1,840 |
|
||||
Restaurant-level operating (loss) income |
$ |
(684) |
|
|
$ |
21,695 |
|
|
$ |
11,340 |
|
|
$ |
65,664 |
|
Restaurant-level operating margin |
(1.5) |
% |
|
18.7 |
% |
|
5.7 |
% |
|
19.8 |
% |
TABLE SIX |
||||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||||
(LOSS) INCOME FROM OPERATIONS, NET (LOSS) INCOME AND DILUTED (LOSS) EARNINGS PER SHARE NON-GAAP RECONCILIATIONS |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
|||||||||||||
(in thousands, except per share data) |
|
|
|
|
|
|
|
|||||||||
(Loss) income from operations |
$ |
(14,255) |
|
|
$ |
21,958 |
|
|
$ |
(167,735) |
|
|
$ |
147,912 |
|
|
Operating (loss) income margin |
(1.8) |
% |
|
2.3 |
% |
|
(7.1) |
% |
|
4.7 |
% |
|||||
Adjustments: |
|
|
|
|
|
|
|
|||||||||
Severance and other transformational costs (1) |
4,200 |
|
|
1,908 |
|
|
28,847 |
|
|
5,511 |
|
|||||
COVID-19 related costs (2) |
— |
|
|
— |
|
|
79,218 |
|
|
— |
|
|||||
Restaurant relocations and related costs (3) |
— |
|
|
477 |
|
|
592 |
|
|
2,461 |
|
|||||
Legal and other matters |
— |
|
|
815 |
|
|
178 |
|
|
815 |
|
|||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
(3,072) |
|
|
(2,797) |
|
|
1,098 |
|
|||||
Total (loss) income from operations adjustments |
$ |
4,200 |
|
|
$ |
128 |
|
|
$ |
106,038 |
|
|
$ |
9,885 |
|
|
Adjusted (loss) income from operations |
$ |
(10,055) |
|
|
$ |
22,086 |
|
|
$ |
(61,697) |
|
|
$ |
157,797 |
|
|
Adjusted operating (loss) income margin |
(1.3) |
% |
|
2.3 |
% |
|
(2.6) |
% |
|
5.1 |
% |
|||||
|
|
|
|
|
|
|
|
|||||||||
Net (loss) income attributable to common stockholders |
$ |
(17,637) |
|
|
$ |
9,248 |
|
|
$ |
(148,000) |
|
|
$ |
102,569 |
|
|
Adjustments: |
|
|
|
|
|
|
|
|||||||||
(Loss) income from operations adjustments |
4,200 |
|
|
128 |
|
|
106,038 |
|
|
9,885 |
|
|||||
Amortization of debt discount (5) |
2,407 |
|
|
— |
|
|
3,786 |
|
|
— |
|
|||||
Total adjustments, before income taxes |
6,607 |
|
|
128 |
|
|
109,824 |
|
|
9,885 |
|
|||||
Adjustment to provision for income taxes (6) |
440 |
|
|
(471) |
|
|
(28,029) |
|
|
(1,703) |
|
|||||
Redemption of preferred stock in excess of carrying value (7) |
— |
|
|
— |
|
|
3,496 |
|
|
— |
|
|||||
Net adjustments |
7,047 |
|
|
(343) |
|
|
85,291 |
|
|
8,182 |
|
|||||
Adjusted net (loss) income |
$ |
(10,590) |
|
|
$ |
8,905 |
|
|
$ |
(62,709) |
|
|
$ |
110,751 |
|
|
|
|
|
|
|
|
|
|
|||||||||
Diluted (loss) earnings per share attributable to common stockholders (8) |
$ |
(0.20) |
|
|
$ |
0.11 |
|
|
$ |
(1.69) |
|
|
$ |
1.14 |
|
|
Adjusted diluted (loss) earnings per share (8) |
$ |
(0.12) |
|
|
$ |
0.10 |
|
|
$ |
(0.72) |
|
|
$ |
1.23 |
|
|
|
|
|
|
|
|
|
|
|||||||||
Diluted weighted average common shares outstanding (8) |
87,558 |
|
|
87,305 |
|
|
87,394 |
|
|
90,306 |
|
_________________ | ||
(1) |
|
Severance and other costs incurred as a result of transformational and restructuring activities. |
(2) |
|
Costs incurred in connection with the economic impact of the COVID-19 pandemic, primarily consisting of fixed asset and right-of-use asset impairments, restructuring charges, inventory obsolescence and spoilage, contingent lease liabilities and current expected credit losses. |
(3) |
|
Asset impairment charges and accelerated depreciation incurred in connection with our relocation program. |
(4) |
|
Includes a lease termination gain of |
(5) |
|
Amortization of the debt discount related to the issuance of senior convertible notes. |
(6) |
|
Income tax effect of the adjustments for the periods presented. |
(7) |
|
Consideration paid in excess of the carrying value for the redemption of preferred stock of our Abbraccio subsidiary. |
(8) |
|
Due to the net loss, the effect of dilutive securities was excluded from the calculation of diluted and adjusted diluted loss per share for the thirteen and thirty-nine weeks ended |
Following is a summary of the financial statement line item classification of the net (loss) income adjustments:
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
||||||||||||
(dollars in thousands) |
|
|
|
|
|
|
|
||||||||
Food and beverage costs |
$ |
— |
|
|
$ |
— |
|
|
$ |
7,345 |
|
|
$ |
— |
|
Other restaurant operating |
— |
|
|
(3,685) |
|
|
(176) |
|
|
(3,642) |
|
||||
Depreciation and amortization |
— |
|
|
611 |
|
|
407 |
|
|
1,783 |
|
||||
General and administrative |
4,200 |
|
|
2,776 |
|
|
32,056 |
|
|
7,106 |
|
||||
Provision for impaired assets and restaurant closings |
— |
|
|
426 |
|
|
66,406 |
|
|
4,638 |
|
||||
Interest expense, net |
2,407 |
|
|
— |
|
|
3,786 |
|
|
— |
|
||||
(Benefit) provision for income taxes |
440 |
|
|
(471) |
|
|
(28,029) |
|
|
(1,703) |
|
||||
Redemption of preferred stock in excess of carrying value |
— |
|
|
— |
|
|
3,496 |
|
|
— |
|
||||
Net adjustments |
$ |
7,047 |
|
|
$ |
(343) |
|
|
$ |
85,291 |
|
|
$ |
8,182 |
|
TABLE SEVEN |
||||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||||
SEGMENT INCOME (LOSS) FROM OPERATIONS NON-GAAP RECONCILIATION |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
(dollars in thousands) |
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
|||||||||||||
|
|
|
|
|
|
|
||||||||||
Income (loss) from operations |
$ |
29,574 |
|
|
$ |
50,318 |
|
|
$ |
(21,968) |
|
|
$ |
242,167 |
|
|
Operating income (loss) margin |
4.1 |
% |
|
5.9 |
% |
|
(1.0) |
% |
|
8.7 |
% |
|||||
Adjustments: |
|
|
|
|
|
|
|
|||||||||
COVID-19 related costs (1) |
— |
|
|
— |
|
|
72,784 |
|
|
— |
|
|||||
Restaurant relocations and related costs (2) |
— |
|
|
477 |
|
|
592 |
|
|
2,461 |
|
|||||
Severance (3) |
— |
|
|
59 |
|
|
— |
|
|
759 |
|
|||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
(3,164) |
|
|
(2,797) |
|
|
(1,083) |
|
|||||
Adjusted income from operations |
$ |
29,574 |
|
|
$ |
47,690 |
|
|
$ |
48,611 |
|
|
$ |
244,304 |
|
|
Adjusted operating income margin |
4.1 |
% |
|
5.6 |
% |
|
2.3 |
% |
|
8.8 |
% |
|||||
|
|
|
|
|
|
|
|
|||||||||
International Segment |
|
|
|
|
|
|
|
|||||||||
(Loss) income from operations |
$ |
(7,926) |
|
|
$ |
10,550 |
|
|
$ |
(18,209) |
|
|
$ |
31,179 |
|
|
Operating (loss) income margin |
(16.0) |
% |
|
8.9 |
% |
|
(8.9) |
% |
|
9.2 |
% |
|||||
Adjustments: |
|
|
|
|
|
|
|
|||||||||
COVID-19 related costs (1) |
— |
|
|
— |
|
|
5,651 |
|
|
— |
|
|||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
91 |
|
|
— |
|
|
2,180 |
|
|||||
Adjusted (loss) income from operations |
$ |
(7,926) |
|
|
$ |
10,641 |
|
|
$ |
(12,558) |
|
|
$ |
33,359 |
|
|
Adjusted operating (loss) income margin |
(16.0) |
% |
|
9.0 |
% |
|
(6.1) |
% |
|
9.8 |
% |
_________________ | ||
(1) |
|
Costs incurred in connection with the economic impact of the COVID-19 pandemic, primarily consisting of fixed asset and right-of-use asset impairments, restructuring charges, inventory obsolescence and spoilage, contingent lease liabilities and current expected credit losses. |
(2) |
|
Asset impairment charges and accelerated depreciation incurred in connection with our relocation program. |
(3) |
|
Severance costs incurred as a result of restructuring activities. |
(4) |
|
Includes a lease termination gain of |
TABLE EIGHT |
||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||
COMPARATIVE RESTAURANT INFORMATION |
||||||||||||
(UNAUDITED) |
||||||||||||
Number of restaurants (at end of the period): |
|
|
OPENINGS |
|
CLOSURES |
|
|
|||||
|
|
|
|
|
|
|
||||||
|
|
|
|
|
|
|
||||||
Outback Steakhouse—Company-owned |
567 |
|
|
1 |
|
|
(1) |
|
|
567 |
|
|
Franchised |
141 |
|
|
— |
|
|
(1) |
|
|
140 |
|
|
Total |
708 |
|
|
1 |
|
|
(2) |
|
|
707 |
|
|
Carrabba’s |
|
|
|
|
|
|
|
|||||
Company-owned |
199 |
|
|
— |
|
|
— |
|
|
199 |
|
|
Franchised |
21 |
|
|
— |
|
|
— |
|
|
21 |
|
|
Total |
220 |
|
|
— |
|
|
— |
|
|
220 |
|
|
|
|
|
|
|
|
|
||||||
Company-owned |
182 |
|
|
— |
|
|
(1) |
|
|
181 |
|
|
Franchised |
7 |
|
|
— |
|
|
— |
|
|
7 |
|
|
Total |
189 |
|
|
— |
|
|
(1) |
|
|
188 |
|
|
Fleming’s |
|
|
|
|
|
|
|
|||||
Company-owned |
65 |
|
|
— |
|
|
— |
|
|
65 |
|
|
Other |
|
|
|
|
|
|
|
|||||
Company-owned |
5 |
|
|
— |
|
|
— |
|
|
5 |
|
|
1,187 |
|
|
1 |
|
|
(3) |
|
|
1,185 |
|
||
International: |
|
|
|
|
|
|
|
|||||
Company-owned |
|
|
|
|
|
|
|
|||||
103 |
|
|
1 |
|
|
— |
|
|
104 |
|
||
Other (2) |
30 |
|
|
1 |
|
|
— |
|
|
31 |
|
|
Franchised |
|
|
|
|
|
|
|
|||||
85 |
|
|
3 |
|
|
— |
|
|
88 |
|
||
Other (3) |
55 |
|
|
1 |
|
|
— |
|
|
56 |
|
|
International total |
273 |
|
|
6 |
|
|
— |
|
|
279 |
|
|
System-wide total |
1,460 |
|
|
7 |
|
|
(3) |
|
|
1,464 |
|
____________________ | ||
(1) |
|
The restaurant counts for |
(2) |
|
As of |
(3) |
|
Includes three fast-casual |
TABLE NINE |
||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||
COMPARABLE RESTAURANT SALES INFORMATION |
||||||||||||
(UNAUDITED) |
||||||||||||
|
THIRTEEN WEEKS ENDED |
|
THIRTY-NINE WEEKS ENDED |
|||||||||
|
|
|
|
|
|
|
|
|||||
Year over year percentage change: |
|
|
|
|
|
|
|
|||||
Comparable restaurant sales (stores open 18 months or more): |
|
|
|
|
|
|
|
|||||
|
|
|
|
|
|
|
||||||
(10.4) |
% |
|
0.2 |
% |
|
(17.4) |
% |
|
1.7 |
% |
||
Carrabba’s |
(9.0) |
% |
|
0.1 |
% |
|
(18.1) |
% |
|
(0.4) |
% |
|
(22.5) |
% |
|
(2.2) |
% |
|
(31.0) |
% |
|
— |
% |
||
Fleming’s |
(20.3) |
% |
|
0.4 |
% |
|
(29.7) |
% |
|
0.8 |
% |
|
Combined |
(12.8) |
% |
|
(0.2) |
% |
|
(20.7) |
% |
|
1.0 |
% |
|
International |
|
|
|
|
|
|
|
|||||
(54.8) |
% |
|
11.2 |
% |
|
(36.9) |
% |
|
6.1 |
% |
||
|
|
|
|
|
|
|
|
|||||
Traffic: |
|
|
|
|
|
|
|
|||||
|
|
|
|
|
|
|
||||||
(13.6) |
% |
|
(1.1) |
% |
|
(18.1) |
% |
|
(1.1) |
% |
||
Carrabba’s |
(11.7) |
% |
|
0.5 |
% |
|
(15.1) |
% |
|
(0.8) |
% |
|
(14.7) |
% |
|
(2.9) |
% |
|
(19.4) |
% |
|
(2.1) |
% |
||
Fleming’s |
(23.3) |
% |
|
(0.3) |
% |
|
(26.6) |
% |
|
0.6 |
% |
|
Combined |
(13.6) |
% |
|
(1.0) |
% |
|
(17.9) |
% |
|
(1.1) |
% |
|
International |
|
|
|
|
|
|
|
|||||
(37.6) |
% |
|
10.0 |
% |
|
(25.9) |
% |
|
2.8 |
% |
||
|
|
|
|
|
|
|
|
|||||
Average check per person (4): |
|
|
|
|
|
|
|
|||||
|
|
|
|
|
|
|
||||||
3.2 |
% |
|
1.3 |
% |
|
0.7 |
% |
|
2.8 |
% |
||
Carrabba’s |
2.7 |
% |
|
(0.4) |
% |
|
(3.0) |
% |
|
0.4 |
% |
|
(7.8) |
% |
|
0.7 |
% |
|
(11.6) |
% |
|
2.1 |
% |
||
Fleming’s |
3.0 |
% |
|
0.7 |
% |
|
(3.1) |
% |
|
0.2 |
% |
|
Combined |
0.8 |
% |
|
0.8 |
% |
|
(2.8) |
% |
|
2.1 |
% |
|
International |
|
|
|
|
|
|
|
|||||
(16.2) |
% |
|
0.8 |
% |
|
(11.0) |
% |
|
3.3 |
% |
____________________ | ||
(1) |
|
Relocated restaurants closed more than 60 days are excluded from comparable restaurant sales until at least 18 months after reopening. |
(2) |
|
Excludes the effect of fluctuations in foreign currency rates. Includes trading day impact from calendar period reporting. |
(3) |
|
In Q2 2020, |
(4) |
|
Average check per person includes the impact of menu pricing changes, product mix and discounts. |
View source version on businesswire.com: https://www.businesswire.com/news/home/20201023005217/en/
Group Vice President, IR & Finance
(813) 830-5311
Source: Bloomin’