Good Times Restaurants Reports Results for the First Quarter Ending December 28, 2021
Good Times Restaurants reported a 20.5% increase in total revenues, reaching $32.9 million for the quarter ending December 28, 2021.
Bad Daddy’s restaurant sales accounted for $24.6 million, with a same-store sales increase of 24.0%. In contrast, Good Times saw a 5.9% decrease in same-store sales, totaling $8.1 million.
The net income attributable to common shareholders was $0.3 million, while adjusted EBITDA was $1.5 million.
The company ended the quarter with $7.6 million in cash and no long-term debt.
- Revenue increased 20.5% to $32.9 million.
- Bad Daddy's same-store sales rose 24.0%.
- Net income of $0.3 million indicates profitability.
- Cash reserves of $7.6 million with no long-term debt.
- Commencement of remodeling projects to strengthen brand.
- Stock repurchase program authorized for up to $5 million.
- Good Times same-store sales decreased 5.9%.
- Net income down compared to fiscal 2021.
- Ongoing inflationary pressures affecting costs.
Key highlights of the Company’s financial results include:
-
Total Revenues for the quarter increased
20.5% to compared to fiscal 2021$32.9 million -
Total Restaurant Sales for Bad Daddy’s restaurants were
for the quarter$24.6 million -
Same Store Sales1 for company-owned Bad Daddy’s restaurants increased
24.0% for the quarter, impacted by rolling over dining room closures in ourColorado restaurants during the prior year -
Total Restaurant Sales for
Good Times restaurants were for the quarter$8.1 million -
Same Store Sales for company-owned
Good Times restaurants decreased5.9% for the quarter -
Net Income Attributable to Common Shareholders was
for the quarter$0.3 million -
Adjusted EBITDA2 (a non-GAAP measure) for the quarter was
$1.5 million -
The Company ended the quarter with
in cash and no long-term debt$7.6 million
“Given the deferral of the use of cash in new restaurant development, today the Company separately announced that its Board of Directors has authorized the repurchase of up to an aggregate of
Fiscal 2022 Outlook: Due to continuing uncertainty surrounding COVID-19, impacts of supply chain constraints and the current inflationary environment, the Company is not, at this point, providing a financial forecast for fiscal 2022. Although all Bad Daddy’s dining rooms are currently open and capacity restrictions have been lifted in most locations, the possibility remains that temporary closures and/or capacity restrictions might be put in place with limited notice. Should such restrictions be mandated or should customer behaviors be altered by changing public health guidance or perceptions related to COVID-19, the Company could adjust financial performance expectations.
Conference Call: Management will host a conference call to discuss its first quarter 2022 financial results on
The conference call can be accessed live over the phone by dialing 844-200-6205 and entering Participant access code 721552. The conference call will also be webcast live from the Company's corporate website www.goodtimesburgers.com. An archive of the webcast will be available at the same location on the corporate website shortly after the call has concluded.
About
Forward Looking Statements Disclaimer: This press release contains forward looking statements within the meaning of federal securities laws. The words “intend,” “may,” “believe,” “will,” “should,” “anticipate,” “expect,” “seek” and similar expressions are intended to identify forward looking statements. These statements involve known and unknown risks, which may cause the Company’s actual results to differ materially from results expressed or implied by the forward-looking statements. Such risks and uncertainties include, among other things, the market price of the Company's stock prevailing from time to time, the nature of other investment opportunities presented to the Company, the Company's financial performance and its cash flows from operations, general economic conditions, which could adversely affect the Company's results of operations and cash flows. These risks also include such factors as the disruption to our business from the novel coronavirus (COVID-19) pandemic and the impact of the pandemic on our results of operations, financial condition and prospects which may vary depending on the duration and extent of the pandemic and the impact of federal, state and local governmental actions and customer behavior in response to the pandemic, the impact and duration of staffing constraints at our restaurants, the uncertain nature of current restaurant development plans and the ability to implement those plans and integrate new restaurants, delays in developing and opening new restaurants because of weather, local permitting or other reasons, increased competition, cost increases or shortages in raw food products, and other matters discussed under the Risk Factors section of Good Times’ Annual Report on Form 10-K for the fiscal year ended
Category: Financial
_____________________
1 Sales store sales are a metric used in evaluating the performance of established restaurants and is a commonly used metric in the restaurant industry. Same store sales for our brands are calculated using all units open for at least 18 full fiscal months, and use the comparable operating weeks from the prior year to the current year quarter’s operating weeks
2 For a reconciliation of Adjusted EBITDA to the most directly comparable financial measures presented in accordance with GAAP and a discussion of why the Company considers them useful, see the financial information schedules accompanying this release.
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Unaudited Supplemental Information |
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(In thousands, except per share amounts) |
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Fiscal First Quarter |
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(13 weeks) |
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(13 weeks) |
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Statement of Operations |
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2022 |
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|
2021 |
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Net revenues: |
|
|
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Restaurant sales |
$ |
32,676 |
|
|
$ |
27,081 |
|
Franchise revenues |
|
240 |
|
|
|
215 |
|
Total net revenues |
|
32,916 |
|
|
|
27,296 |
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|
|
|
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Restaurant Operating Costs: |
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|
|
||||
Food and packaging costs |
|
10,226 |
|
|
|
7,841 |
|
Payroll and other employee benefit costs |
|
11,177 |
|
|
|
8,881 |
|
Restaurant occupancy costs |
|
2,328 |
|
|
|
2,195 |
|
Other restaurant operating costs |
|
4,138 |
|
|
|
3,469 |
|
Pre-opening costs |
|
50 |
|
|
|
39 |
|
Depreciation and amortization |
|
984 |
|
|
|
929 |
|
Total restaurant operating costs |
|
28,903 |
|
|
|
23,354 |
|
|
|
|
|||||
General and administrative costs |
|
2,705 |
|
|
|
2,174 |
|
Advertising costs |
|
641 |
|
|
|
509 |
|
Franchise costs |
|
5 |
|
|
|
5 |
|
Gain on sale of restaurant assets and lease termination |
|
(614 |
) |
|
|
(9 |
) |
|
|
|
|
||||
Income from operations |
|
1,276 |
|
|
|
1,263 |
|
|
|
|
|||||
Interest expense, net |
|
(18 |
) |
|
|
(98 |
) |
|
|
|
|
||||
Net income before provision for income taxes |
|
1,258 |
|
|
|
1,165 |
|
|
|
|
|
||||
Provision for income taxes |
|
8 |
|
|
|
- |
|
|
|
|
|
||||
Net Income |
|
1,250 |
|
|
|
1,165 |
|
Income attributable to non-controlling interests |
|
(920 |
) |
|
|
(363 |
) |
Net income attributable to common shareholders |
$ |
330 |
|
|
$ |
802 |
|
|
|
|
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Basic and diluted income per share |
$ |
0.03 |
|
|
$ |
0.06 |
|
|
|
|
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Basic weighted average common shares outstanding |
|
12,522 |
|
|
|
12,622 |
|
Diluted weighted average common shares outstanding |
12,685 |
12,698 |
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Unaudited Supplemental Information |
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(In thousands) |
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Balance Sheet Data |
|
|
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Cash and cash equivalents |
|
$ |
7,640 |
|
|
|
$ |
8,856 |
|
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Current assets |
|
$ |
12,871 |
|
|
|
$ |
11,444 |
|
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|
|
|
|
|
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||
Total assets |
|
$ |
93,394 |
|
|
|
$ |
93,681 |
|
|
|
|
|
|
|
|
|
||
Current liabilities |
|
$ |
12,828 |
|
|
|
$ |
12,886 |
|
|
|
|
|
|
|
|
|
||
Stockholders’ equity |
|
$ |
31,589 |
|
|
|
$ |
30,870 |
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Supplemental Information for |
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|
Bad Daddy’s Burger Bar3 |
|
Good |
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...................................... Fiscal First Quarter.................................... |
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|
2022
|
|
2021
|
|
2022
|
|
2021
|
||||
|
|
|
|
|
|
|
|
||||
Restaurant sales |
$ |
24,457 |
|
$ |
18,691 |
|
$ |
8,086 |
|
$ |
8,390 |
Restaurants opened during period |
|
- |
|
|
- |
|
|
- |
|
|
- |
Restaurants closed during period |
|
- |
|
|
- |
|
|
1 |
|
|
1 |
Restaurants open at period end |
|
39 |
|
|
37 |
|
|
24 |
|
|
24 |
|
|
|
|
|
|
|
|
||||
Restaurant operating weeks |
|
507.0 |
|
|
481.0 |
|
|
312.0 |
|
|
318.0 |
|
|
|
|
|
|
|
|
||||
Average weekly sales per restaurant |
$ |
48.2 |
|
$ |
38.9 |
|
$ |
25.9 |
|
$ |
26.4 |
_____________________
3 Supplemental information for Bad Daddy’s excludes the non-traditional Bad Daddy’s at Tivoli location
Reconciliation of Non-GAAP Measurements to |
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Reconciliation of Non-GAAP Restaurant-Level Operating Profit to Income from Operations |
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(In thousands, except percentage data) |
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Bad Daddy’s Burger Bar |
|
Good |
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Good Times
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-------------------------------------------------------------------- Fiscal Quarter Ended---------------------------------------------------------------------------- |
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Restaurant sales |
$ |
24,590 |
100.0 |
% |
|
$ |
18,691 |
100.0 |
% |
|
$ |
8,086 |
100.0 |
% |
|
$ |
8,390 |
100.0 |
% |
|
$ |
32,676 |
|
|
$ |
27,081 |
|
||||
Restaurant operating costs (exclusive of depreciation and
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
Food and packaging costs |
|
7,812 |
31.8 |
% |
|
|
5,356 |
28.7 |
% |
|
|
2,414 |
29.9 |
% |
|
|
2,485 |
29.6 |
% |
|
|
10,226 |
|
|
|
7,841 |
|
||||
Payroll and benefits costs |
|
8,418 |
34.2 |
% |
|
|
6,267 |
33.5 |
% |
|
|
2,759 |
34.1 |
% |
|
|
2,614 |
31.2 |
% |
|
|
11,177 |
|
|
|
8,881 |
|
||||
Restaurant occupancy costs |
|
1,649 |
6.7 |
% |
|
|
1,454 |
7.8 |
% |
|
|
679 |
8.4 |
% |
|
|
741 |
8.8 |
% |
|
|
2,328 |
|
|
|
2,195 |
|
||||
Other restaurant operating costs |
|
3,285 |
13.4 |
% |
|
|
2,648 |
14.1 |
% |
|
|
853 |
10.5 |
% |
|
|
821 |
9.8 |
% |
|
|
4,138 |
|
|
|
3,469 |
|
||||
Restaurant-level operating profit |
$ |
3,426 |
13.9 |
% |
|
$ |
2,966 |
15.9 |
% |
|
$ |
1,381 |
17.1 |
% |
|
$ |
1,729 |
20.6 |
% |
|
$ |
4,807 |
|
|
$ |
4,695 |
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
Franchise revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
240 |
|
|
|
215 |
|
||||||||||||
Deduct - Other operating: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
Depreciation and amortization |
|
|
|
|
|
|
|
|
|
|
|
|
|
984 |
|
|
|
929 |
|
||||||||||||
General and administrative |
|
|
|
|
|
|
|
|
|
|
|
|
|
2,705 |
|
|
|
2,174 |
|
||||||||||||
Advertising costs |
|
|
|
|
|
|
|
|
|
|
|
|
|
641 |
|
|
|
509 |
|
||||||||||||
Franchise costs |
|
|
|
|
|
|
|
|
|
|
|
|
|
5 |
|
|
|
5 |
|
||||||||||||
Gain on restaurant asset sale |
|
|
|
|
|
|
|
|
|
|
|
|
|
(614 |
) |
|
|
(9 |
) |
||||||||||||
Pre-opening costs |
|
|
|
|
|
|
|
|
|
|
|
|
|
50 |
|
|
|
39 |
|
||||||||||||
Total other operating |
|
|
|
|
|
|
|
|
|
|
|
|
|
3,771 |
|
|
|
3,647 |
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||
Income from operations |
|
|
|
|
|
|
|
|
|
|
|
|
$ |
1,276 |
|
|
$ |
1,263 |
|
The Company believes that restaurant-level operating profit is an important measure for management and investors because it is widely regarded in the restaurant industry as a useful metric by which to evaluate restaurant-level operating efficiency and performance. The Company defines restaurant-level operating profit to be restaurant revenues minus restaurant-level operating costs, excluding restaurant closures and impairment costs. The measure includes restaurant-level occupancy costs, which include fixed rents, percentage rents, common area maintenance charges, real estate and personal property taxes, general liability insurance and other property costs, but excludes depreciation. The measure excludes depreciation and amortization expense, substantially all of which is related to restaurant level assets, because such expenses represent historical sunk costs which do not reflect current cash outlay for the restaurants. The measure also excludes selling, general and administrative costs, and therefore excludes occupancy costs associated with selling, general and administrative functions, and pre-opening costs. The Company excludes restaurant closure costs as they do not represent a component of the efficiency of continuing operations. Restaurant impairment costs are excluded, because like depreciation and amortization, they represent a non-cash charge for the Company’s investment in its restaurants and not a component of the efficiency of restaurant operations. Restaurant-level operating profit is not a measurement determined in accordance with generally accepted accounting principles (“GAAP”) and should not be considered in isolation, or as an alternative, to income from operations or net income as indicators of financial performance. Restaurant-level operating profit as presented may not be comparable to other similarly titled measures of other companies. The tables above set forth certain unaudited information for the current and prior year fiscal quarters and year-to-date periods for fiscal 2022 and fiscal 2021, expressed as a percentage of total revenues, except for the components of restaurant operating costs, which are expressed as a percentage of restaurant revenues.
Reconciliation of Net Income to Non-GAAP Adjusted EBITDA (Thousands of US Dollars) |
|||||||
|
Fiscal Quarter Ended |
||||||
|
|
|
|
||||
|
|
|
|
||||
Net income, as reported |
$ |
330 |
|
|
$ |
802 |
|
Depreciation and amortization 4 |
|
1,004 |
|
|
|
909 |
|
Interest expense, net |
|
18 |
|
|
|
98 |
|
Provision for income taxes |
|
8 |
|
|
|
- |
|
EBITDA |
|
1,360 |
|
|
|
1,809 |
|
Pre-opening expense |
|
50 |
|
|
|
39 |
|
Non-cash stock-based compensation |
|
95 |
|
|
|
61 |
|
GAAP rent-cash rent difference |
|
(73 |
) |
|
|
(107 |
) |
Gain on restaurant asset sales and lease termination 5 |
|
(484 |
) |
|
|
(9 |
) |
One-time special allocation to Bad Daddy’s partnerships6 |
|
516 |
|
|
|
- |
|
Adjusted EBITDA |
$ |
1,464 |
|
|
$ |
1,793 |
|
Adjusted EBITDA is a supplemental measure of operating performance that does not represent and should not be considered as an alternative to net income or cash flow from operations, as determined by GAAP, and our calculation thereof may not be comparable to that reported by other companies. This measure is presented because we believe that investors' understanding of our performance is enhanced by including this non-GAAP financial measure as a reasonable basis for evaluating our ongoing results of operations.
Adjusted EBITDA is calculated as net income before interest expense, provision for income taxes and depreciation and amortization and further adjustments to reflect the additions and eliminations presented in the table above.
Adjusted EBITDA is presented because: (i) we believe it is a useful measure for investors to assess the operating performance of our business without the effect of non-cash charges such as depreciation and amortization expenses and asset disposals, closure costs and restaurant impairments, and (ii) we use Adjusted EBITDA internally as a benchmark for certain of our cash incentive plans and to evaluate our operating performance or compare our performance to that of our competitors. The use of adjusted EBITDA as a performance measure permits a comparative assessment of our operating performance relative to our performance based on our GAAP results, while isolating the effects of some items that vary from period to period without any correlation to core operating performance or that vary widely among similar companies. Companies within our industry exhibit significant variations with respect to capital structures and cost of capital (which affect interest expense and income tax rates) and differences in book depreciation of property, plant and equipment (which affect relative depreciation expense), including significant differences in the depreciable lives of similar assets among various companies. Our management believes that Adjusted EBITDA facilitates company-to-company comparisons within our industry by eliminating some of these foregoing variations. Adjusted EBITDA, as presented, may not be comparable to other similarly titled measures of other companies, and our presentation of adjusted EBITDA should not be construed as an inference that our future results will be unaffected by excluded or unusual items.
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4 Depreciation and amortization expense have been reduced by amounts attributable to non-controlling interests of
5 Gain on restaurant asset sales and lease termination has been reduced by amounts attributable to non-controlling interests of
6 Amount represents the portion of a one-time payroll cost rebate attributable to the non-controlling partners in these partnerships.
View source version on businesswire.com: https://www.businesswire.com/news/home/20220203005119/en/
Source:
FAQ
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