UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
Form 10-K
x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the Fiscal Year Ended September 30, 201227, 2015
or
¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from to .
Commission File Number: 0-20322
Starbucks Corporation
(Exact Name of Registrant as Specified in its Charter)
|
| | |
| Washington | | 91-1325671 |
| (State of Incorporation) | | (IRS Employer ID) |
2401 Utah Avenue South, Seattle, Washington 98134
(206) 447-1575
(Address of principal executive offices, zip code, telephone number)
Securities Registered Pursuant to Section 12(b) of the Act:
|
| | |
| Title of Each Class | | Name of Each Exchange on Which Registered |
| Common Stock, $0.001 par value per share | | Nasdaq Global Select Market |
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 x No ¨
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x
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 x No ¨
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes x No ¨
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation of S-K (§ 229.405 of this chapter) is not contained herein, and will not be contained, to the best of the registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ¨
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large"large accelerated filer,” “accelerated filer”" "accelerated filer" and “smaller"smaller reporting company”company" in Rule 12b-2 of the Exchange Act. (Check one):
|
| | | |
| Large accelerated filer | x | Accelerated filer | ¨
|
| Non-accelerated filer | ¨ (Do not check if a smaller reporting company) | Smaller reporting company | ¨
|
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ¨ No x
The aggregate market value of the voting stock held by non-affiliates of the registrant as of the last business day of the registrant’s most recently completed second fiscal quarter, based upon the closing sale price of the registrant’s common stock on March 30, 201229, 2015 as reported on the NASDAQ Global Select Market was $41 billion.$69 billion. As of November 9, 2012,6, 2015, there were 743.61,484.8 million shares of the registrant’s Common Stock outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held on March 20, 201323, 2016 have been incorporated by reference into Part III of this Annual Report on Form 10-K.
STARBUCKS CORPORATION
Form 10-K
For the Fiscal Year Ended September 30, 201227, 2015
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| | |
| 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 |
| Item 15 | | |
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CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This Annual Report on Form 10-K includes “forward-looking”"forward-looking" statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts. They often include words such as “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “seeks”"believes," "expects," "anticipates," "estimates," "intends," "plans," "seeks" or words of similar meaning, or future or conditional verbs, such as “will,” “should,” “could,” “may,” “aims,” “intends,”"will," "should," "could," "may," "aims," "intends," or “projects.”"projects." A forward-looking statement is neither a prediction nor a guarantee of future events or circumstances, and those future events or circumstances may not occur. You should not place undue reliance on forward-looking statements, which speak only as of the date of this Annual Report on Form 10-K. These forward-looking statements are all based on currently available operating, financial and competitive information and are subject to various risks and uncertainties. Our actual future results and trends may differ materially depending on a variety of factors, including, but not limited to, the risks and uncertainties discussed under “Risk Factors”"Risk Factors" and “Management’s"Management’s Discussion and Analysis of Financial Condition and Results of Operations”Operations". Given these risks and uncertainties, you should not rely on forward-looking statements as a prediction of actual results. Any or all of the forward-looking statements contained in this Annual Report on Form 10-K and any other public statement made by us, including by our management, may turn out to be incorrect. We are including this cautionary note to make applicable and take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 for forward-looking statements. We expressly disclaim any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
PART I
Item 1. Business
General
Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world, operating in 6068 countries. Formed in 1985, Starbucks Corporation’s common stock trades on the NASDAQ Global Select Market (“NASDAQ”("NASDAQ") under the symbol “SBUX.”"SBUX." We purchase and roast high-quality coffees that we sell, along with handcrafted coffee, tea and other beverages and a variety of fresh food items, including snack offerings, through company-operated stores. We also sell a variety of coffee and tea products and license our trademarks through other channels such as licensed stores, grocery and national foodservice accounts. In addition to our flagship Starbucks Coffee brand, our portfolio also includeswe sell goods and services under the following brands: Teavana, Tazo,® Tea, Seattle’s Best Coffee,®, Starbucks VIA® Ready Brew, Starbucks Refreshers™ beverages, Evolution Fresh™,Fresh, La Boulange bakery brand and the Verismo™ System by Starbucks.Ethos.
Our objective is to maintain Starbucks standing as one of the most recognized and respected brands in the world. To achieve this, goal, we are continuing the disciplined expansion of our global store base.base, adding stores in both existing, developed markets such as the U.S., and in newer, higher growth markets such as China, as well as optimizing the mix of company-operated and licensed stores in each market. In addition, by leveraging the experience gained through our traditional store model, we continue to offer consumers new coffee and other products in a variety of forms, across new categories, and through diverse channels. We also believe our Starbucks Global Responsibility strategy, and commitments related to ethically sourcing high-quality coffee and contributing positively to the communities we do business in, as well as our focus onand being an employer of choice are also key complementscontributors to our business strategies.objective.
In this Annual Report on Form 10-K (“10-K”("10-K" or “Report”"Report") for the fiscal year ended September 30, 201227, 2015 (“("fiscal 20122015”"), Starbucks Corporation (together with its subsidiaries) is referred to as “Starbucks,”"Starbucks," the “Company,” “we,” “us”"Company," "we," "us" or “our.”"our."
Segment Financial Information
Segment information is prepared on the same basis that our management reviews financial information for operational decision-making purposes. Beginning with the first quarter of fiscal 2012, we redefined ourWe have four reportable operating segments to align with the three-region leadership and organizational structure of our retail business that took effect at the beginning of fiscal 2012.
The three-region structure includes:segments: 1) Americas, which is inclusive of the US,U.S., Canada, and Latin America; 2) China/Asia Pacific ("CAP"); 3) Europe, Middle East, and Africa collectively("EMEA") and 4) Channel Development. We also have several non-reportable operating segments, including Teavana, Seattle's Best Coffee, Evolution Fresh, and our Digital Ventures business, as well as certain developing businesses such as the Starbucks Reserve® Roastery & Tasting Room, which are combined and referred to as the “EMEA” region; and 3) China / Asia Pacific (“CAP”). Our chief executive officer, who is our chief operating decision maker, manages these businesses, evaluates financial results, and makes key operating decisions based on the new organizational structure. Accordingly, beginning with the first quarter of fiscal 2012, we revisedAll Other Segments. Revenues from our reportable operating segments from 1) US, 2) International, and 3) Global Consumer Products Group to the following four reportable segments: 1) Americas, 2) EMEA, 3) CAP, and 4) Global Consumer Products Group. In the second quarter of fiscal 2012, we renamed our Global Consumer Products Group segment “Channel Development.” Segment revenuesAll Other Segments as a percentage of total net revenues for fiscal year 20122015 were as follows: Americas (75%(69%), CAP (13%), EMEA (9%(6%), CAP (5%), and Channel Development (10%(9%) and All Other Segments (3%).
Concurrent with the change in reportable operating segments, we revised our prior period financial information to reflect comparable financial information for the new segment structure. Historical financial information presented herein reflects this change.
TheOur Americas, EMEA,CAP, and CAPEMEA segments include both company-operated and licensed stores. Our Americas segment is our most mature business and has achieved significant scale. Certain markets within EMEAour CAP and CAPEMEA operations are still in the early stages of development and require a more extensive support organization, relative to thetheir current levels of revenue and operating income, than our Americas operations. In certain markets within CAP and EMEA, occupancy costs and store operating expenses can be higher than in the Americas operations.segment due to higher rents for prime store locations or costs of compliance with country-specific regulatory requirements. The Americas and EMEA segments also include certain foodservice accounts, primarily in Canada and the UK. Our Americas segment also includes the retail and wholesale activities of Bay Bread, LLC (doing business as La Boulange), which was acquired in the fourth quarter of fiscal 2012.U.K.
Our Channel Development segment includes roasted whole bean and ground coffees, premium Tazo® teas, Starbucks VIA® Ready Brew, Starbucks® coffee and Tazo® tea K-Cup® portion packs,teas, Starbucks- and Tazo-branded single-serve products, a variety of ready-to-drink beverages, such as Frappuccino®, Starbucks Refreshers™Doubleshot® and Starbucks Refreshers® beverages, and other branded products sold worldwide through channels such as grocery stores, warehouse clubs, specialty retailers, convenience stores, and USU.S. foodservice accounts.
Seattle’s Best Coffee is reported in “Other” along with Evolution Fresh, Digital Ventures and unallocated corporate expenses that pertain to corporate administrative functions that support our operating segments but are not specifically attributable to or managed by anyStarbucks segment and are not included in the reported financial results of the operating segments. The Other category comprised approximately 1% of total net revenues.
Financial information
for Starbucks reportable operating segments and Other is included in
Note 1716, Segment Reporting, to the consolidated financial statements included in Item 8 of Part II of this 10-K.
Revenue Components
We generate nearly all of our revenues through company-operated stores, licensed stores, consumer packaged goods ("CPG") and foodservice operations.
Company-operated and Licensed Store Summary as of September 30, 201227, 2015
| | | | Americas | | As a% of Total Americas Stores | | EMEA | | As a% of Total EMEA Stores | | CAP | | As a% of Total CAP Stores | | Total | | As a% of Total Stores | Americas | | As a% of Total Americas Stores | | CAP | | As a% of
Total
CAP
Stores | | EMEA | | As a% of Total EMEA Stores | | All Other Segments | | As a% of Total All Other Segments Stores | | Total | | As a% of Total Stores |
| Company-operated stores | 7,857 |
| | 61 | % | | 882 |
| | 47 | % | | 666 |
| | 20 | % | | 9,405 |
| | 52 | % | 8,671 |
| | 59 | % | | 2,452 |
| | 45 | % | | 737 |
| | 31 | % | | 375 |
| | 90 | % | | 12,235 |
| | 53 | % |
| Licensed stores | 5,046 |
| | 39 | % | | 987 |
| | 53 | % | | 2,628 |
| | 80 | % | | 8,661 |
| | 48 | % | 6,132 |
| | 41 | % | | 3,010 |
| | 55 | % | | 1,625 |
| | 69 | % | | 41 |
| | 10 | % | | 10,808 |
| | 47 | % |
| Total | 12,903 |
| | 100 | % | | 1,869 |
| | 100 | % | | 3,294 |
| | 100 | % | | 18,066 |
| | 100 | % | 14,803 |
| | 100 | % | | 5,462 |
| | 100 | % | | 2,362 |
| | 100 | % | | 416 |
| | 100 | % | | 23,043 |
| | 100 | % |
The mix of company-operated versus licensed stores in a given market will vary based on several factors, including theour ability to access desirable local retail space, the complexity and expected ultimate size of the market for Starbucks, and theour ability to leverage the support infrastructure in an existing geographic region.
Company-operated Stores
Revenue from company-operated stores accounted for 79% of total net revenues during fiscal 20122015. Our retail objective is to be the leading retailer and brand of coffee and tea in each of our target markets by selling the finest quality coffee, tea and related products, as well as complementary food and snack offerings, and by providing each customer with a unique Starbucks Experience. The Starbucks Experience is built upon superior customer service, as well as clean and well-maintained company-operated stores that reflect the personalities of the communities in which they operate, thereby building a high degree of customer loyalty.
Our strategy for expanding our global retail business is to increase our market share in a disciplined manner, by selectively opening additional stores in new and existing markets, as well as increasing sales in existing stores, to support our long-term strategic objective to maintain Starbucks standing as one of the most recognized and respected brands in the world. Store growth in specific existing markets will vary due to many factors, including the maturity of the market.market, economic conditions, consumer behavior and local business practices.
The following is a summary of total company-operatedCompany-operated store data for the periods indicated:year-ended September 27, 2015:
| | | | Net Stores Opened (Closed) During the Fiscal Year Ended(1) | | Stores Open as of | Stores Open as of | | | | | | | | | | Stores Open as of |
| | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 | Sep 28, 2014 | | Opened | | Closed | | Transfers | | Net | | Sep 27, 2015 |
| Americas: | | | | | | | | | | | | | | | | | | |
| US | 161 |
| | (2 | ) | | 6,866 |
| | 6,705 |
| |
| U.S. | | 7,303 |
| | 312 |
| | (56 | ) | | — |
| | 256 |
| | 7,559 |
|
| Canada | 42 |
| | 37 |
| | 878 |
| | 836 |
| 983 |
| | 41 |
| | (15 | ) | | — |
| | 26 |
| | 1,009 |
|
| Chile | 6 |
| | 5 |
| | 41 |
| | 35 |
| |
| Brazil | 25 |
| | 5 |
| | 53 |
| | 28 |
| 89 |
| | 18 |
| | (4 | ) | | — |
| | 14 |
| | 103 |
|
| Puerto Rico | — |
| | (2 | ) | | 19 |
| | 19 |
| 20 |
| | — |
| | (1 | ) | | (19 | ) | | (20 | ) | | — |
|
| Total Americas | 234 |
| | 43 |
| | 7,857 |
| | 7,623 |
| 8,395 |
| | 371 |
| | (76 | ) | | (19 | ) | | 276 |
| | 8,671 |
|
China/Asia Pacific(1): | | | | | | | | | | | | |
| Japan | | — |
| | 77 |
| | (13 | ) | | 1,009 |
| | 1,073 |
| | 1,073 |
|
| China | | 823 |
| | 212 |
| | (9 | ) | | — |
| | 203 |
| | 1,026 |
|
| Thailand | | 203 |
| | 36 |
| | (2 | ) | | — |
| | 34 |
| | 237 |
|
| Singapore | | 106 |
| | 14 |
| | (4 | ) | | — |
| | 10 |
| | 116 |
|
| Total China/Asia Pacific | | 1,132 |
| | 339 |
| | (28 | ) | | 1,009 |
| | 1,320 |
| | 2,452 |
|
| EMEA: | | | | | | | | | | | | | | | | | | |
| UK | (7 | ) | | 5 |
| | 593 |
| | 600 |
| |
| U.K. | | 506 |
| | 4 |
| | (18 | ) | | (64 | ) | | (78 | ) | | 428 |
|
| Germany | 7 |
| | 8 |
| | 157 |
| | 150 |
| 152 |
| | 2 |
| | (5 | ) | | — |
| | (3 | ) | | 149 |
|
| France | 5 |
| | 8 |
| | 67 |
| | 62 |
| 78 |
| | — |
| | (2 | ) | | — |
| | (2 | ) | | 76 |
|
| Switzerland | 4 |
| | — |
| | 50 |
| | 46 |
| 55 |
| | 1 |
| | — |
| | — |
| | 1 |
| | 56 |
|
| Austria | — |
| | 2 |
| | 12 |
| | 12 |
| 17 |
| | 1 |
| | — |
| | — |
| | 1 |
| | 18 |
|
| Netherlands | 1 |
| | 2 |
| | 3 |
| | 2 |
| 9 |
| | 1 |
| | — |
| | — |
| | 1 |
| | 10 |
|
| Total EMEA | 10 |
| | 25 |
| | 882 |
| | 872 |
| 817 |
| | 9 |
| | (25 | ) | | (64 | ) | | (80 | ) | | 737 |
|
| CAP: | | | | | | | | |
| China | 130 |
| | 58 |
| | 408 |
| | 278 |
| |
| Thailand | 14 |
| | 8 |
| | 155 |
| | 141 |
| |
| Singapore | 8 |
| | 8 |
| | 80 |
| | 72 |
| |
| Australia | 2 |
| | (1 | ) | | 23 |
| | 21 |
| |
| Total CAP | 154 |
| | 73 |
| | 666 |
| | 512 |
| |
| All Other Segments: | | | | | | | | | | | | |
| Teavana | | 365 |
| | 11 |
| | (5 | ) | | — |
| | 6 |
| | 371 |
|
| Evolution Fresh | | 4 |
| | — |
| | (1 | ) | | — |
| | (1 | ) | | 3 |
|
Starbucks Reserve® Roastery & Tasting Room | | — |
| | 1 |
| | — |
| | — |
| | 1 |
| | 1 |
|
| Total All Other Segments | | 369 |
| | 12 |
| | (6 | ) | | — |
| | 6 |
| | 375 |
|
| Total company-operated | 398 |
| | 141 |
| | 9,405 |
| | 9,007 |
| 10,713 |
|
| 731 |
|
| (135 | ) |
| 926 |
|
| 1,522 |
|
| 12,235 |
|
| |
(1) | Store openings are reported netChina/Asia Pacific store data includes the transfer of closures. In1,009 Japan stores from licensed stores to company-operated as a result of the Americas, 279 and 100 company-operated stores were opened during 2012 and 2011, respectively, and 45 and 57 stores were closed during 2012 and 2011, respectively. In EMEA, 27 and 41 company-operated stores were opened during 2012 and 2011, respectively, and 17 and 16 stores were closed during 2012 and 2011, respectively. In CAP, 161 and 87 company-operated stores were opened during 2012 and 2011, respectively, and 7 and 14 stores were closed during 2012 and 2011, respectively.
acquisition of Starbucks Japan in the first quarter of fiscal 2015. |
Starbucks® company-operated stores are typically located in high-traffic, high-visibility locations. Our ability to vary the size and format of our stores allows us to locate them in or near a variety of settings, including downtown and suburban retail centers, office buildings, university campuses, and in select rural and off-highway locations. ToWe are continuing the expansion of our various store formats, including Drive Thru and express stores, to provide a greater degree of access and convenience for non-pedestrian customers, we continue to selectively expand development of drive-thru stores.our customers.
Starbucks® stores offer a choice of regularcoffee and decaffeinatedtea beverages, as well as other premium coffee, beverages, a broad selection of Italian-style espresso beverages, cold blended beverages, iced shaken refreshment beverages, a selection of premium Tazo® teas,tea and related products, including distinctively packaged roasted whole bean and ground coffees, a variety of Starbucks VIA® Ready Brew soluble coffees,premium single-serve and ready-to-drink coffee and tea products, juices and bottled water. Starbucks® coffee and Tazo® tea K-Cup® portion packs, Starbucks Refreshers™ beverages, juices and bottled water. Starbucks stores also offer an assortment of fresh food items,and snack offerings, including selections
focusing on high-quality ingredients, nutritional value and great flavor. Food items include pastries, prepared breakfast and lunch sandwiches, oatmeal and salads. A focused selection of beverage-making equipment and accessories are also sold in our stores. Each Starbucks® store varies its product mix depending upon the size of the store and its location. To complement the in-store experience, our US company-operated Starbucks® stores in the U.S., Canada, and certain other international markets also provide customers free access to wireless internet.
Retail sales mix by product type for company-operated stores:
| | | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Oct 3,
2010 | Sep 27,
2015 | | Sep 28,
2014 | | Sep 29,
2013 |
| Beverages | 75 | % | | 75 | % | | 75 | % | 73 | % | | 73 | % | | 74 | % |
| Food | 19 | % | | 19 | % | | 19 | % | 19 | % | | 18 | % | | 18 | % |
| Packaged and single serve coffees | 4 | % | | 4 | % | | 4 | % | |
| Coffee-making equipment and other merchandise | 2 | % | | 2 | % | | 2 | % | |
| Packaged and single-serve coffees and teas | | 3 | % | | 4 | % | | 4 | % |
Other(1) | | 5 | % | | 5 | % | | 4 | % |
| Total | 100 | % | | 100 | % | | 100 | % | 100 | % | | 100 | % | | 100 | % |
| |
(1) | "Other" primarily consists of sales of ready-to-drink beverages, serveware and coffee-making equipment, among other items. |
In fiscal 2014, we moved ready-to-drink beverage revenues from the "Food" category to the "Other" category and combined packaged and single-serve teas, which were previously included in the "Other" category, with packaged and single-serve coffees, which are now categorized as "Packaged and single-serve coffees and teas." Additionally, we revised our discount allocation methodology in fiscal 2014 to more precisely allocate sales discounts to the various revenue product categories. None of these changes had a material impact on the composition of our retail sales mix by product type.
Stored Value Cards
The Starbucks Card
The Starbucks and our other branded stored value card program isprograms are designed to provide customers with a convenient payment method, support gifting, and increase customer loyalty and the frequency of store visits by cardholders.cardholders, in part through the related My Starbucks CardsRewards® loyalty program where available, as discussed below. Stored value cards are accepted atissued to customers when they initially load them with an account balance. They can be obtained in our company-operated and most licensed stores in North America. The cards are also accepted atAmerica, China, Brazil, and many of our markets in the EMEA segment, as well as on-line, via the Starbucks® mobile app, and through other retailers, including a number of other international locations. Customers may access their card balances by utilizing their stored value card or the Starbucks® mobile app in participating stores, which also include certain Teavana® and Evolution Fresh™ locations. Using the Mobile Order and Pay functionality of the Starbucks® mobile app, customers can also place orders in advance for pick-up at certain participating locations in the U.S. Customers who register their cardscard in the US,U.S., Canada, and certain other countries are automatically enrolled in the My Starbucks Rewards™Rewards® program and can receive various benefits depending on factors such as the number of Starsreward points ("Stars") earned in a 12-month period.
Refer to Note 1, Summary of Significant Accounting Policies, included in Item 8 of Part II of this 10-K, for further discussion of our stored value cards and loyalty program. Licensed Stores
Product sales to and royalty and license fee revenuesRevenues from our licensed stores accounted for 9%10% of total net revenues in fiscal 20122015. Licensed stores generally have a lower gross margin and a higher operating margin than company-operated stores. Under the licensed model, Starbucks receives a reduced share of the total store revenues, but this is more than offset by the reduction in our share of costs as these are primarily incurred by the licensee.
In our licensed store operations, we leverage the expertise of our local partners and share our operating and store development experience. Licensees provide improved, and at times the only, access to desirable retail space. Most licensees are prominent retailers with in-depth market knowledge and access. As part of these arrangements, we sell coffee, tea, food and related products to licensees for resale to customers and receive royalties and license fees from the licensees. We also sell certain equipment, such as coffee brewers and sell coffee, tea and related productsespresso machines, to our licensees for resaleuse in licensed locations.their operations. Employees working in licensed retail locations are required to follow our detailed store operating procedures and attend training classes similar to those given to employees in company-operated stores. For our Seattle’sTeavana® and Seattle's Best Coffee brand,®, as well as Starbucks® stores within certain markets, we also use various formstraditional franchising and include these stores in the results of licensing, including traditional franchising.operations from our other licensed stores.
Starbucks total licensed stores by country as ofLicensed store data for the year-ended September 30, 201227, 2015 are as follows::
| | | Americas | | Europe/Middle East/Africa | | China / Asia Pacific | |
| US | 4,262 |
| | Turkey | 171 |
| | Japan | 965 |
| |
| Mexico | 356 |
| | UK | 168 |
| | South Korea | 467 |
| |
| Canada | 303 |
| | United Arab Emirates | 99 |
| | China | 292 |
| |
| Other | 125 |
| | Spain | 78 |
| | Taiwan | 271 |
| |
| | | | Kuwait | 65 |
| | Philippines | 201 |
| |
| | | | Saudi Arabia | 64 |
| | Malaysia | 134 |
| | | | | | | | | | | | |
| | | | Russia | 60 |
| | Indonesia | 133 |
| Stores Open as of | | | | | | | | | | Stores Open as of |
| | | | Greece | 42 |
| | Hong Kong | 131 |
| Sep 28, 2014 | | Opened | | Closed | | Transfers | | Net | | Sep 27, 2015 |
| | | | Other | 240 |
| | New Zealand | 34 |
| |
| Total | 5,046 |
| | Total | 987 |
| | Total | 2,628 |
| |
Americas(1): | | | | | | | | | | | | |
| U.S. | | 4,659 |
| | 357 |
| | (54 | ) | | — |
| | 303 |
| | 4,962 |
|
| Mexico | | 434 |
| | 73 |
| | (1 | ) | | — |
| | 72 |
| | 506 |
|
| Canada | | 462 |
| | 23 |
| | (136 | ) | | — |
| | (113 | ) | | 349 |
|
| Other | | 241 |
| | 55 |
| | — |
| | 19 |
| | 74 |
| | 315 |
|
| Total Americas | | 5,796 |
| | 508 |
| | (191 | ) | | 19 |
| | 336 |
| | 6,132 |
|
China/Asia Pacific(2): | | | | | | | | | | | | |
| South Korea | | 700 |
| | 149 |
| | (18 | ) | | — |
| | 131 |
| | 831 |
|
| China | | 544 |
| | 244 |
| | (3 | ) | | — |
| | 241 |
| | 785 |
|
| Taiwan | | 323 |
| | 41 |
| | (8 | ) | | — |
| | 33 |
| | 356 |
|
| Philippines | | 240 |
| | 24 |
| | — |
| | — |
| | 24 |
| | 264 |
|
| Japan | | 1,060 |
| | 22 |
| | (15 | ) | | (1,009 | ) | | (1,002 | ) | | 58 |
|
| Other | | 625 |
| | 101 |
| | (10 | ) | | — |
| | 91 |
| | 716 |
|
| Total China/Asia Pacific | | 3,492 |
| | 581 |
| | (54 | ) | | (1,009 | ) | | (482 | ) | | 3,010 |
|
| EMEA: | | | | | | | | | | | | |
| U.K. | | 285 |
| | 65 |
| | (1 | ) | | 65 |
| | 129 |
| | 414 |
|
| Turkey | | 220 |
| | 44 |
| | (4 | ) | | — |
| | 40 |
| | 260 |
|
| United Arab Emirates | | 115 |
| | 18 |
| | (2 | ) | | — |
| | 16 |
| | 131 |
|
| Russia | | 87 |
| | 21 |
| | (4 | ) | | — |
| | 17 |
| | 104 |
|
| Spain | | 86 |
| | 4 |
| | (1 | ) | | — |
| | 3 |
| | 89 |
|
| Kuwait | | 72 |
| | 5 |
| | — |
| | — |
| | 5 |
| | 77 |
|
| Saudi Arabia | | 67 |
| | 8 |
| | (4 | ) | | — |
| | 4 |
| | 71 |
|
| Other | | 391 |
| | 92 |
| | (3 | ) | | (1 | ) | | 88 |
| | 479 |
|
| Total EMEA | | 1,323 |
| | 257 |
| | (19 | ) | | 64 |
| | 302 |
| | 1,625 |
|
| All Other Segments: | | | | | | | | | | | | |
| Teavana | | 29 |
| | 8 |
| | (2 | ) | | — |
| | 6 |
| | 35 |
|
| Seattle's Best Coffee | | 13 |
| | — |
| | (7 | ) | | — |
| | (7 | ) | | 6 |
|
| Total All Other Segments | | 42 |
| | 8 |
| | (9 | ) | | — |
| | (1 | ) | | 41 |
|
| Total licensed | | 10,653 |
|
| 1,354 |
|
| (273 | ) |
| (926 | ) |
| 155 |
|
| 10,808 |
|
In the Americas, | |
(1)351 and 296 licensed stores were opened during 2012 and 2011, respectively, and 81 and 564 licensed stores were closed during 2012 and 2011, respectively. The 564 licensed stores that were closed in the Americas during fiscal 2011 include 475 Seattle’s Best Coffee locations in Borders Bookstores. In EMEA, 139 and 111 licensed stores were opened during 2012 and 2011, respectively, and 38 and 32 licensed stores were closed during 2012 and 2011, respectively. In CAP, 354 and 264 licensed stores were opened during 2012 and 2011, respectively, and 60 and 71 licensed stores were closed during 2012 and 2011, respectively.
| Americas store data includes the closure of 132 Target Canada licensed stores in the second quarter of fiscal 2015. |
| |
(2) | China/Asia Pacific store data includes the transfer of 1,009 Japan stores from licensed stores to company-operated as a result of the acquisition of Starbucks Japan in the first quarter of fiscal 2015. |
Consumer Packaged Goods
ConsumerRevenues from sales of consumer packaged goods comprised 8% of total net revenues in fiscal 2015. Our consumer packaged goods business includes both domestic and international sales of packaged coffee and tea as well as a variety of ready-to-drink beverages and single-serve coffee and tea products to grocery, warehouse clubclubs and specialty retail stores. It also includes revenues from product sales to and licensing revenues from manufacturers that produce and market Starbucks andStarbucks-, Seattle’s Best Coffee brandedCoffee- and Tazo-branded products through licensing agreements.
Foodservice
Revenues from sales of consumer packaged goodsfoodservice accounts comprised 8%3% of total net revenues in fiscal 2012.
Foodservice
Revenues from foodservice accounts comprised 4% of total net revenues in fiscal 20122015. We sell Starbucks® and Seattle’s Best Coffee® roasted whole bean and ground coffees, a selection of premium Tazo® teas, Starbucks VIA® Ready Brew, and other coffee and tea relatedtea-related products to institutional foodservice companies that service business and industry, education, healthcare, office coffee distributors, hotels, restaurants, airlines and other retailers. We also sell our Seattle’s Best Coffee® through arrangements with national accounts. The majority of the sales in this channel come through national broadline distribution networks with SYSCO Corporation, USU.S. Foodservice™, and other distributors.
Product Supply
Starbucks is committed to selling only the finest whole bean coffees and coffee beverages. To ensure compliance with our rigorous coffee standards, we control coffee purchasing, roasting and packaging, and the global distribution of coffee used in our operations. We purchase green coffee beans from multiple coffee-producing regions around the world and custom roast them to our exacting standards for our many blends and single origin coffees.
The price of coffee is subject to significant volatility. Although most coffee trades in the commodity market, high-altitude arabica coffee of the quality sought by Starbucks tends to trade on a negotiated basis at a premium
above the “C”"C" coffee commodity price. Both the premium and the commodity price depend upon the supply and demand at the time of purchase. Supply and price can be affected by multiple factors in the producing countries, including weather, natural disasters, crop disease, general increase in farm inputs and costs of production, inventory levels and political and economic conditions. Price is also impacted by trading activities in the arabica coffee futures market, including hedge funds and commodity index funds. In addition, green coffee prices have been affected in the past, and may be affected in the future, by the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies.
We buy coffee using fixed-price and price-to-be-fixed purchase commitments, depending on market conditions, to secure an adequate supply of quality green coffee. Price-to-be-fixed contracts are purchase commitments whereby the quality, quantity, delivery period, and other negotiated terms are agreed upon, but the date, and therefore the price, at which the base “C”"C" coffee commodity price component will be fixed has not yet been established. For these types of contracts, either Starbucks or the seller has the option to select a date on which to “fix”"fix" the base “C”"C" coffee commodity price prior to the delivery date. Until prices are fixed, we estimate the total cost of these purchase commitments. Total green coffee purchase commitments as of September 30, 201227, 2015 were $854 million,$1.1 billion, comprised of $557$819 million under fixed-price contracts and an estimated $297$266 million under price-to-be-fixed contracts. As of September 30, 2012,27, 2015, approximately $125$38 million of our price-to-be-fixed contracts were effectively fixed through the use of futures contracts. All price-to-be-fixed contracts as of September 30, 201227, 2015 were at the Company’s option to fix the base “C”"C" coffee commodity price component. Total purchase commitments, together with existing inventory, are expected to provide an adequate supply of green coffee through fiscal 2013.2016.
We depend upon our relationships with coffee producers, outside trading companies and exporters for our supply of green coffee. We believe, based on relationships established with our suppliers, the risk of non-delivery on such purchase commitments is remote.
To help ensure sustainability andthe future supply of high-quality green coffeescoffee, and to reinforce our leadership role in the coffee industry, Starbucks operates Farmer Support Centers in six countries.seven farmer support centers. The Farmer Support Centersfarmer support centers are staffed with agronomists and sustainability experts who work with coffee farming communities to promote best practices in coffee production designed to improve both coffee quality and yields.
In addition to coffee, we also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated stores. For our largest markets, the US, Canada and the UK, we purchase substantially all of our fluid milk requirements from eight dairy suppliers. We believe, based on relationships established with theseour dairy suppliers, that the risk of non-delivery of sufficient fluid milk to support our stores is remote.
Products other than whole bean coffees and coffee beverages sold in Starbucks® stores include Evolution Fresh™ juicestea and a number of ready-to-drink beverages that are purchased from several specialty suppliers, usually under long-term supply contracts. Food products, such as La Boulange™pastries, breakfast sandwiches and lunch items, are purchased from national, regional and local sources. As we continue to develop our food program, we expect the amount of food products purchased to become more significant to our operations. We also purchase a broad range of paper and plastic products, such as cups and cutlery, from several companies to support the needs of our retail stores as well as our manufacturing and distribution operations. We believe, based on relationships established with these suppliers and manufacturers, that the risk of material non-delivery of these items is remote.
Competition
Our primary competitors for coffee beverage sales are quick-service restaurants and specialty coffee shops.shops and quick-service restaurants. In almost all markets in which we do business, there are numerous competitors in the specialty coffee beverage business. We believe that our customers choose among specialty coffee retailers primarily on the basis of product quality, service and convenience, as well as price. We continue to experience direct competition from large competitors in the USU.S. quick-service restaurant sector and the USU.S. ready-to-drink coffee beverage market. We also continuemarket, in addition to face competition from well-established companies in many international markets. We also compete with restaurants and other specialty retailers for prime retail locations and qualified personnel to operate both new and existing stores.
Our coffee and tea products sold through our Channel Development segment compete directly against specialty coffees and teas sold through supermarkets, clubgrocery stores, warehouse clubs, specialty retailers, convenience stores, and specialty retailersU.S. foodservice accounts and compete indirectly against all other coffees and teas on the market. Starbucks also faces competition from both restaurants and other specialty retailers for prime retail locations and qualified personnel to operate both new and existing stores.
Patents, Trademarks, Copyrights, Patents and Domain Names
Starbucks owns and has applied to register numerous trademarks and service marks in the USU.S. and in additionalother countries throughout the world. Some of our trademarks, including Starbucks, the Starbucks logo, Tazo, Seattle’s Best Coffee, Teavana, Frappuccino, Starbucks VIA, Evolution Fresh and TazoLa Boulange are of material importance. The duration of trademark registrations varies from country to country. However, trademarks are generally valid and may be renewed indefinitely as long as they are in use and/or their registrations are properly maintained.
We own numerous copyrights for items such as product packaging, promotional materials, in-store graphics and training materials. We also hold patents on certain products, systems and designs. In addition, Starbucks has registered and maintains numerous Internet domain names, including “Starbucks.com”, “Starbucks.net”,"Starbucks.com," "Starbucks.net," "Tazo.com," "Seattlesbest.com" and “Seattlesbest.com.”
"Teavana.com."
Seasonality and Quarterly Results
Our business is subject to seasonal fluctuations, including fluctuations resulting from the holiday season. Cashseason in December. Excluding the impact of a $2.8 billion cash payment in the first quarter of fiscal 2014 related to the Kraft arbitration matter, our cash flows from operations are considerably higher in the first fiscal quarter than the remainder of the year. This is largely driven by cash received as Starbucks Cards are purchasedissued to and loaded by customers during the holiday season. Since revenues from Starbucks Cards are recognized upon redemption and not when purchased,cash is loaded onto them, the impact of seasonal fluctuations on the consolidated statements of earnings areis much less pronounced. Quarterly results canare also be affected by the timing of the opening of new stores and the closing of existing stores. For these reasons, results for any quarter are not necessarily indicative of the results that may be achieved for the full fiscal year.
Employees
Starbucks employed approximately 160,000238,000 people worldwide as of September 30, 2012.27, 2015. In the US,U.S., Starbucks employed approximately 120,000157,000 people, with 113,000approximately 150,000 in company-operated stores and the remainder in support facilities, store development, and roasting, manufacturing, warehousing and warehousingdistribution operations. Approximately 40,00081,000 employees were employed outside of the US,U.S., with 38,000approximately 78,000 in company-operated stores and the remainder in regional support facilities and roasting and warehousing operations. The number of Starbucks employees represented by unions is not significant. We believe our current relations with our employees are good.
Executive officersOfficers of the registrantRegistrant
|
| | | | |
| Name | | Age | | Position |
| Howard Schultz | | 5962 | | chairman and chief executive officer |
| Kevin R. Johnson | | 55 | | president and chief executiveoperating officer |
| Cliff Burrows | | 5356 | | group president, Starbucks CoffeeU.S. and Americas and US |
| John Culver | | 5255 | | group president, Starbucks Coffee China, and Asia Pacific, |
Jeff Hansberry | | 48 | | president, Channel Development and Emerging Brands |
Michelle GassScott Maw | | 4448 | | executive vice president, Starbucks Coffee EMEA |
Troy Alstead | | 49 | | chief financial officer and chief administrative officer |
| Lucy Lee Helm | | 5558 | | executive vice president, general counsel and secretary |
Howard Schultz is the founder of Starbucks Corporation and serves as the chairman president and chief executive officer. Mr. Schultz has served as chairman of the board of directors since Starbucks inception in 1985, and in January 2008, he resumed hisreassumed the role asof president and chief executive officer in January 2008.officer. He served as president until March 2015. From June 2000 to February 2005, Mr. Schultz also held the title of chief global strategist. From November 1985 to June 2000, he served as chairman of the board and chief executive officer. From November 1985 to June 1994, Mr. Schultz also served as president. From January 1986 to July 1987, Mr. Schultz was the chairman of the board, chief executive officer and president of Il Giornale Coffee Company, a predecessor to the Company. From September 1982 to December 1985, Mr. Schultz was the director of retail operations and marketing for Starbucks Coffee Company, a predecessor to the Company.
Kevin R. Johnson has served as our president and chief operating officer since March 2015 and has been a Starbucks director since March 2009. Mr. Johnson served as Chief Executive Officer of Juniper Networks, Inc., a leading provider of high-performance networking products and services, from September 2008 to December 2013. He also served on the Board of Directors of Juniper Networks from September 2008 through February 2014. Prior to joining Juniper Networks, Mr. Johnson served as President, Platforms and Services Division for Microsoft Corporation, a worldwide provider of software, services and solutions. Mr. Johnson was a member of Microsoft’s Senior Leadership Team and held a number of senior executive positions over the course of his 16 years at Microsoft. Prior to joining Microsoft in 1992, Mr. Johnson worked in International Business Machine Corp.’s systems integration and consulting business.
Cliff Burrowsjoined Starbucks in April 2001 and has served as group president, Starbucks CoffeeU.S. and Americas since July 2015. From February 2014 to June 2015, he served as group president, U.S., Americas and US since October 2011.Teavana. From March 2008May 2013 to October 2011,February 2014, he served as group president, Americas and U.S., EMEA (Europe, Middle East and Africa) and Teavana. Mr. Burrows served as president, Starbucks Coffee US.Americas and U.S. from October 2011 to May 2013 and as president, Starbucks Coffee U.S. from March 2008 to October 2011. He served as president, Europe, Middle East and Africa (EMEA) from April 2006 to March 2008. He served as vice president and managing director, UKU.K. prior to April 2006. Prior to joining Starbucks, Mr. Burrows served in various management positions with Habitat Designs Limited, a furniture and housewares retailer.
John Culverjoined Starbucks in August 2002 and has served as group president, China, Asia Pacific, Channel Development and Emerging Brands since May 2013. Mr. Culver served as president, Starbucks Coffee China and Asia Pacific sincefrom October 2011.2011 to May 2013. From December 2009 to October 2011, he served as president, Starbucks Coffee International. Mr. Culver served as executive vice president; president, Global Consumer Products, Foodservice and Seattle'sSeattle’s Best Coffee from February 2009 to September 2009, and then as president, Global Consumer Products and Foodservice from October 2009 to November 2009. He previously served as senior vice president; president, Starbucks Coffee Asia Pacific from January 2007 to February 2009, and vice president; general manager, Foodservice from August 2002 to January 2007.
Jeff HansberryScott Maw joined Starbucks in June 2010August 2011 and has served as executive vice president, Channel Development and Emerging Brandschief financial officer since June 2012.February 2014. From October 20112012 to June 2012,February 2014, he served as senior vice president, Channel DevelopmentCorporate Finance and president, Seattle's Best Coffee. From June 2010as corporate controller from August 2011 to October 2011, he served as president, Global Consumer Products and Foodservice.2012. Prior to joining Starbucks, Mr. Hansberry served as vice president and general manager, Popular BU for E. & J. Gallo Winery, a family-owned winery, from November 2008 to May 2010. From September 2007 to November 2008, Mr. Hansberry served as vice president and general manager, Value BU, and from April 2005 to August 2007, he served as vice president and general manager Asia, for E. & J. Gallo Winery. Prior to E. & J. Gallo, Mr. Hansberry held various positions with Procter & Gamble.
Michelle Gass joined Starbucks in 1996 and has served as president, Starbucks Coffee EMEA since October 2011. From September 2009 to October 2011, she served as president, Seattle's Best Coffee. Ms. Gass served as senior vice president, Marketing and Category from July 2008 to November 2008, and then as executive vice president, Marketing and Category from December 2008 to September 2009. Ms. Gass previously served as senior vice president, Global Strategy, Office of the ceo from January 2008 to July 2008, senior vice president, Global Product and Brand from August 2007 to January 2008 and senior vice president, U.S. Category Management from May 2004 to August 2007. Ms. Gass served in a number of other positions with Starbucks prior to 2004.
Troy Alstead joined Starbucks in 1992 and hasMaw served as chief financial officer and chief administrative officer since November 2008.of SeaBright Insurance Company from February 2010 to August 2011. From October 2008 to February 2010, Mr. Alstead previouslyMaw served as chief operatingfinancial officer Starbucks Greater China from April 2008of the Consumer Banking division of JPMorgan Chase & Co., having held a similar position at Washington Mutual Bank prior to October 2008, senior vice president, Global Finance and Business Operations from August 2007its acquisition by Chase. From 1994 to April 2008, and senior vice president, Corporate Finance from September 2004 to August 2007. Mr. Alstead2003, he served in a number of other seniorvarious finance leadership positions with Starbucks prior to 2004.at General Electric Company.
Lucy Lee Helm joined Starbucks in September 1999 and has served as executive vice president, general counsel and secretary since May 2012. She served as senior vice president and deputy general counsel from October 2007 to April 2012 and served as interim general counsel and secretary from April 2012 to May 2012. Ms. Helm previously served as vice president, assistant general counsel from June 2002 to September 2007 and as director, corporate counsel from September 1999 to May 2002. During her tenure at Starbucks, Ms. Helm has led various teams of the Starbucks legal department, including the Litigation and Brand protection team, the Global Business (Commercial) team and the Litigation and Employment team. Prior to joining Starbucks, Ms. Helm was a principal at the Seattle law firm of Riddell Williams P.S. from 1990 to 1999, where she was a trial lawyer specializing in commercial, insurance coverage and environmental litigation.
There are no family relationships among any of our directors or executive officers.
Global Responsibility
We are committed to being a deeply responsible company in the communities where we do business around the world.business. Our focus is on ethically sourcing high-quality coffee, reducing our environmental impacts and contributing positively to communities.communities around the world. Starbucks Global Responsibility strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including employees, business partners, customers, suppliers, shareholders, community members and others. For an overview of Starbucks Global Responsibility strategy and commitments, please visit www.starbucks.com.www.starbucks.com/responsibility.
Available Information
Starbucks 10-K reports, along with all other reports and amendments filed with or furnished to the Securities and Exchange Commission (“SEC”("SEC"), are publicly available free of charge on the Investor Relations section of our website at investor.starbucks.com or at www.sec.gov as soon as reasonably practicable after these materials are filed with or furnished to the SEC. Our corporate governance policies, code of ethics and Board committee charters and policies are also posted on the Investor Relations section of Starbucks website at investor.starbucks.com. The information on our website is not part of this or any other report Starbucks files with, or furnishes to, the SEC.
| |
Item 1A. | Item 1A. Risk Factors |
You should carefully consider the risks described below. If any of the risks and uncertainties described in the cautionary factors described below actually occurs, our business, financial condition and results of operations, and the trading price of our common stock could be materially and adversely affected. Moreover, we operate in a very competitive and rapidly changing environment. New factors emerge from time to time and it is not possible to predict the impact of all these factors on our business, financial condition or results of operation.
Our financial condition and results of operations are sensitive to, and may be adversely affected by, a number of factors, many of which are largely outside our control.
Our operating results have been in the past and will continue to be subject to a number of factors, many of which are largely outside our control. Any one or more of the factors set forth below could adversely impact our business, financial condition and/or results of operations:
lower customer traffic or average value per transaction, which negatively impacts comparable store sales, net revenues, operating income, operating margins and earnings per share, due to:
the impact of initiatives by competitors and increased competition generally;
customers trading down to lower priced products within Starbucks, and/or shifting to competitors with lower priced products;
lack of customer acceptance of new products or price increases necessary to cover costs of new products and/or higher input costs;
unfavorable general economic conditions in the markets in which we operate that adversely affect consumer spending;
declines in general consumer demand for specialty coffee products; or
adverse impacts resulting from negative publicity regarding our business practices or the health effects of consuming our products;
cost increases that are either wholly or partially beyond our control, such as:
commodity costs for commodities that can only be partially hedged, such as fluid milk and high-quality arabica coffee;
labor costs such as increased health care costs, general market wage levels and workers' compensation insurance costs;
adverse outcomes of current or future litigation; or
construction costs associated with new store openings and remodeling of existing stores;
any material interruption in our supply chain beyond our control, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants or the failures of third-party suppliers, or interruptions in service by common carriers that ship goods within our distribution channels, or trade restrictions, such as increased tariffs or quotas, embargoes or customs restrictions;
delays in store openings for reasons beyond our control, or a lack of desirable real estate locations available for lease at reasonable rates, either of which could keep us from meeting annual store opening targets and, in turn, negatively impact net revenues, operating income and earnings per share;
the degree to which we enter into, maintain, develop, and are able to negotiate appropriate terms and conditions, and enforce, commercial and other agreements;
the impact on our business, especially in our larger or fast growing markets, due to labor discord, war, terrorism (including incidents targeting us), political instability, boycotts, social unrest, and natural disasters, including health pandemics that lead to avoidance of public places or restrictions on public gatherings such as in our stores or cause a material disruption in our supply chain; and
deterioration in our credit ratings, which could limit the availability of additional financing and increase the cost of obtaining financing.
Economic conditions in the USU.S. and certain international markets could adversely affect our business and financial results.
As a retailer that is dependent upon consumer discretionary spending, our results of operations are sensitive to changes in macro-economic conditions. Our customers may have less money for discretionary purchases and may stop or reduce their purchases of our products or trade down to Starbucks or competitors' lower priced products as a result of job losses, foreclosures, bankruptcies, increased fuel and energy costs, higher interest rates, higher taxes and reduced access to credit and lower home prices. Any resulting decreasescredit. Decreases in customer traffic and/or average value per transaction will negatively impact our financial performance as reduced revenues without a corresponding decrease in expenses result in sales de-leveraging, which creates downward pressure on margins.margins and also negatively impacts comparable store sales, net revenues, operating income and earnings per share. There is also a risk that if negative economic conditions persist for a long period of time or worsen, consumers may make long-lasting changes to their discretionary purchasing behavior, including less frequent discretionary purchases on a more permanent basis.
Our success depends substantially on the value of our brands and failure to preserve their value, either through our actions or those of our business partners, could have a negative impact on our financial results.
We believe we have built an excellent reputation globally for the quality of our products, for delivery of a consistently positive consumer experience and for our corporate social responsibility programs. The Starbucks brand is recognized throughout the world and we have received high ratings in global brand value studies. To be successful in the future, particularly outside of the U.S., where the Starbucks brand and our other brands are less well-known, we believe we must preserve, grow and leverage the value of our brands across all sales channels. Brand value is based in part on consumer perceptions on a variety of subjective qualities.
Additionally, our business strategy, including our plans for new stores, foodservice, branded products and other initiatives, relies significantly on a variety of business partners, including licensee and joint venture relationships, particularly in our international markets, and third party manufacturers, distributors and retailers, particularly in our international Channel Development business. Licensees and foodservice operators are often authorized to use our logos and provide branded beverages, food and other products directly to customers. We provide training and support to, and monitor the operations of, certain of these business partners, but the product quality and service they deliver may be diminished by any number of factors beyond our control, including financial pressures they may face. We believe customers expect the same quality of products and service from our licensees and foodservice providers as they do from us and we strive to ensure customers receive the same quality of products and service experience whether they visit a company-operated store, licensed store or foodservice location. We also source our food, beverage and other products from a wide variety of domestic and international business partners in our supply chain operations, and in certain cases such products are produced or sourced by our licensees directly.
Business incidents, whether isolated or recurring and whether originating from us or our business partners, that erode consumer trust, such as actual or perceived breaches of privacy, contaminated food, recalls or other potential incidents discussed in this risk factors section, particularly if the incidents receive considerable publicity, including rapidly through social or digital media, or result in litigation, can significantly reduce brand value and have a negative impact on our financial results. Consumer demand for our products and our brand equity could diminish significantly if we or our licensees or other business partners fail to preserve the quality of our products, are perceived to act in an unethical or socially irresponsible manner, including with respect to the sourcing, content or sale of our products, fail to comply with laws and regulations or fail to deliver a consistently positive consumer experience in each of our markets. Additionally, inconsistent uses of our brand and other of our intellectual property assets, as well as failure to protect our intellectual property, including from unauthorized uses of our brand or other of
our intellectual property assets, can erode consumer trust and our brand value and have a negative impact on our financial results.
The unauthorized access, theft or destruction of customer or employee personal, financial or other data or of Starbucks proprietary or confidential information that is stored in our information systems or by third parties on our behalf could impact our reputation and brand and expose us to potential liability and loss of revenues.
Our information technology systems, such as those we use for our point-of-sale, web and mobile platforms, including online and mobile payment systems and rewards programs, and for administrative functions, including human resources, payroll, accounting and internal and external communications, as well as the information technology systems of our third party business partners and service providers, can contain personal, financial or other information that is entrusted to us by our customers and employees. Our information technology systems also contain Starbucks proprietary and other confidential information related to our business, such as business plans, product development initiatives and designs. Similar to many other retail companies and because of the prominence of our brand, we have experienced frequent attempts to compromise our information technology systems. To the extent we or a third party were to experience a material breach of our or such third party’s information technology systems that result in the unauthorized access, theft, use or destruction of customers' or employees' data or that of the Company stored in such systems, including through cyber-attacks or other external or internal methods, it could result in a material loss of revenues from the potential adverse impact to our reputation and brand, our ability to retain or attract new customers and the potential disruption to our business and plans. Such security breaches also could result in a violation of applicable U.S. and international privacy and other laws, and subject us to private consumer or securities litigation and governmental investigations and proceedings, any of which could result in our exposure to material civil or criminal liability. Our reputation and brand and our ability to attract new customers could also be adversely impacted if we fail, or are perceived to have failed, to properly respond to these incidents. Such failure to properly respond could also result in similar exposure to liability. Significant capital investments and other expenditures could be required to remedy the problem and prevent future breaches, including costs associated with additional security technologies, personnel, experts and credit monitoring services for those whose data has been breached. These costs, which could be material, could adversely impact our results of operations in the period in which they are incurred and may not meaningfully limit the success of future attempts to breach our information technology systems.
Media or other reports of existing or perceived security vulnerabilities in our systems or those of our third party business partners or service providers, even if no breach has been attempted or has occurred, can also adversely impact our brand and reputation and materially impact our business. Additionally, the techniques and sophistication used to conduct cyber-attacks and breaches of information technology systems, as well as the sources and targets of these attacks, change frequently and are often not recognized until such attacks are launched or have been in place for a period of time. We continue to make significant investments in technology, third party services and personnel to develop and implement systems and processes that are designed to anticipate cyber-attacks and prevent breaches of our information technology systems or data loss, but these security measures cannot provide assurance that we will be successful in preventing such breaches or data loss.
Incidents involving food-borne illnesses, food tampering, food contamination or mislabeling, whether or not accurate, as well as adverse public or medical opinions about the health effects of consuming our products, could harm our business.
Instances or reports, whether true or not, of unclean water supply or food-safety issues, such as food-borne illnesses, food tampering, food contamination or mislabeling, either during growing, manufacturing, packaging, storing or preparation, have in the past severely injured the reputations of companies in the food processing, grocery and quick-service restaurant sectors and could affect us as well. Any report linking us to the use of unclean water, food-borne illnesses or food tampering, contamination, mislabeling or other food-safety issues could damage our brand value and severely hurt sales of our food products, including our beverages, and possibly lead to product liability claims, litigation (including class actions) or damages. Clean water is critical to the preparation of coffee and tea beverages and our ability to ensure a clean water supply to our stores can be limited, particularly in some international locations. We are also continuing to incorporate more products in our food lineup that require freezing or refrigeration, including produce (such as fruits and vegetables in our salads and juices), dairy products (such as milk and cheeses) and meats. If customers become ill from food-borne illnesses, tampering, contamination, mislabeling or other food-safety issues, we could be forced to temporarily close some stores and/or supply chain facilities, as well as recall products. In addition, instances of food-safety issues, even those involving solely the restaurants or stores of competitors or of suppliers or distributors (regardless of whether we use or have used those suppliers or distributors), could, by resulting in negative publicity about us or the foodservice industry in general, adversely affect our sales on a regional or global basis. A decrease in customer traffic as a result of food-safety concerns or negative publicity, or as a result of a temporary closure of any of our stores, product recalls or food-safety claims or litigation, could materially harm our business and results of operations.
Some of our products contain caffeine, dairy products, sugar and other compounds, the health effects of which are the subject of public scrutiny, including the suggestion that excessive consumption of caffeine, dairy products, sugar and other compounds
can lead to a variety of adverse health effects. Particularly in the U.S., there is increasing consumer awareness of health risks, including obesity, due in part to increased publicity and attention from health organizations, as well as increased consumer litigation based on alleged adverse health impacts of consumption of various food products. While we have a variety of beverage and food items, including items that are coffee-free and have reduced calories, an unfavorable report on the health effects of caffeine or other compounds present in our products, whether accurate or not, or negative publicity or litigation arising from certain health risks could significantly reduce the demand for our beverages and food products and could materially harm our business and results of operations.
We rely heavily on information technology in our operations, and any material failure, inadequacy, interruption or security failure of that technology could harm our ability to effectively operate our business and could adversely affect our financial results.
We rely heavily on information technology systems across our operations, including for administrative functions, point-of-sale processing and payment in our stores and online, management of our supply chain, Starbucks Cards, online business, mobile technology, including mobile payments and ordering apps, reloads and loyalty functionality and various other processes and transactions. Our ability to effectively manage our business and coordinate the production, distribution and sale of our products depends significantly on the reliability, integrity and capacity of these systems. We also rely on third party providers and platforms for some of these information technology systems and support, including a small number of large third party providers for some of our administrative functions. Additionally, our systems are not fully redundant within a market or across our markets. As a result, we may be unable to use information systems in one market to cover system failures in such market or another market. Although we have security measures in place, they may not be effective in preventing the failure of these systems or platforms to operate effectively and be available. Such failures may be caused by various factors, including power outages, catastrophic events, problems with transitioning to upgraded or replacement systems or platforms, flaws in third party software, errors by our employees or third party service providers, or a breach in the security of these systems or platforms, including through cyber-attacks discussed in more detail in this risk factors section. If our disaster recovery and business continuity plans do not resolve these issues in an effective manner they could cause material negative impacts to our product availability and sales, the efficiency of our operations and our financial results.
We may not be successful in implementing important strategic initiatives or effectively managing growth, which may have an adverse impact on our business and financial results.
There is no assurance that we will be able to implement important strategic initiatives in accordance with our expectations, which may result in an adverse impact on our business and financial results. These strategic initiatives are designed to create growth, improve our results of operations and drive long-term shareholder value, and include:
successfully leveragingbeing an employer of choice and investing in employees to deliver a superior customer experience;
building our leadership position around coffee;
increasing the scale of the Starbucks brand portfolio outside the company-operated store base, including our increased focus on international licensed stores;footprint with disciplined global expansion and introducing flexible and unique store formats;
focusing on relevantcreating new occasions in stores across all dayparts with new product innovation and profitable new growth platforms;offerings;
continuing to accelerate the global growth of our Channel Development business;
balancing disciplined global storedelivering continued growth in our tea business through the Teavana brand; and
driving convenience and brand engagement through our mobile, loyalty and digital capabilities.
In addition to other factors listed in this risk factors section, factors that may adversely affect the successful implementation of these initiatives, which could adversely impact our business and financial results, include the following:
increases in labor costs, both domestically and internationally, such as general market and minimum wage levels and investing in competitive compensation, increased health care and workers’ compensation insurance costs and other benefits to attract and retain high quality employees, whether due to regulatory mandates or changing industry practices;
increasing competition in channels in which we operate or seek to operate from new and existing large competitors that sell high-quality specialty coffee beverages;
construction cost increases associated with new store renovation whileopenings and remodeling of existing stores; delays in store openings for reasons beyond our control or a lack of desirable real estate locations available for lease at reasonable rates, either of which could keep us from meeting target store-level unit economicsannual store opening targets in a given market;
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• | timely completing certain supply chain capacity expansion initiatives, including increased roasting capacity and construction of a new soluble products plant and a new Evolution FreshTM plant; and
|
executing a multi-channel advertisingthe U.S. and marketing campaigninternationally;
not successfully scaling our supply chain infrastructure as our product offerings increase and as we continue to effectively communicateexpand;
the ability of our message directlylicensee partners to Starbucks consumersimplement our growth platforms and employees.product innovation;
lack of customer acceptance of new products (including due to price increases necessary to cover the costs of new products or higher input costs), brands (such as the global expansion of Teavana) and platforms (such as mobile technology), or customers reducing their demand for our current offerings as new products are introduced;
the degree to which we enter into, maintain, develop and are able to negotiate appropriate terms and conditions of, and enforce, commercial and other agreements;
not successfully consummating favorable strategic transactions or integrating acquired businesses; and
the deterioration in our credit ratings, which could limit the availability of additional financing and increase the cost of obtaining financing to fund our initiatives.
Additionally, our Channel Development business is also in part dependent on the level of support our retail business partners provide our products, and in some markets there are only a few retailers. If our retail business partners do not provide sufficient levels of support for our products, which is at their discretion, it could limit our ability to grow our Channel Development business. Also, a relatively small number of licensee partners own a large number of licensed stores. If such licensee partners are not able to access sufficient funds or financing, or are otherwise unable to successfully operate and grow their businesses, including their licensed stores, it could adversely affect our results in the markets in which they operate their licensed stores.
Effectively managing growth can be challenging, particularly as we continue to expand into new channels outside the retail store model, increase our focus on our Channel Development and Teavana businesses, and expand into new markets internationally where we must balance the need for flexibility and a degree of autonomy for local management against the need for consistency with our goals, philosophy and standards. Growth can make it increasingly difficult to ensure a consistent supply of high-quality raw materials, to locate and hire sufficient numbers of key employees, to maintain an effective system of internal controls for a globally dispersed enterprise and to train employees worldwide to deliver a consistently high quality product and customer experience. Furthermore, if we are not successful in implementing these strategic initiatives, we may be required to evaluate whether certain assets, including goodwill and other intangibles, have become impaired. In the event we record an impairment charge, it could have a material impact on our financial results.
We face intense competition in each of our channels and markets, which could lead to reduced profitability.
The specialty coffee market is intensely competitive, including with respect to product quality, innovation, service, convenience, and price, and we face significant and increasing competition in all these areas in each of our channels and markets. Accordingly, we do not have leadership positions in all channels and markets. In the US,U.S., the ongoing focus by large competitors in the quick-service restaurant sector on selling high-quality specialty coffee beverages could lead to decreases in customer traffic to Starbucks® stores and/or average value per transaction adversely affectaffecting our sales and results of operations. Similarly, continued competition from well-established competitors in our international markets could hinder growth and adversely affect our sales and results of operations in those markets. Increased competition in the USU.S. packaged coffee and tea and single-serve and ready-to-drink coffee beverage markets, including from new and large entrants to this market, could adversely affect the profitability of the Channel Development segment. Additionally, declines in general consumer demand for specialty coffee products for any reason, including due to consumer preference for other products, could have a negative effect on our business.
We are highly dependent on the financial performance of our Americas operating segment.
Our financial performance is highly dependent on our Americas operating segment, as it comprised approximately 75%69% of consolidated total net revenues in fiscal 2012.2015. If the Americas operating segment revenue trends slow or decline, especially in our U.S. and Canada markets, our other segments may be unable to make up any significant shortfall and our business and financial results could be adversely affected, andaffected. And because the Americas segment is relatively mature and produces the large majority of our operating cash flows, such a slowdown or decline could result in reduced cash flows for funding the expansion of our international business and other initiatives and for returning cash to shareholders.
We are increasingly dependent on the success of our EMEACAP and CAPEMEA operating segments in order to achieve our growth targets.
Our future growth increasingly depends on the growth and sustained profitability of our EMEACAP and CAPEMEA operating segments. Some or all of our international market business units (“MBUs”("MBUs"), which we generally define by the countries in which they operate, may not be successful in their operations or in achieving expected growth, which ultimately requires achieving consistent, stable net revenues and earnings. The performance of these international operations may be adversely affected by economic downturns in one or more of the countries in which our large MBUs.MBUs operate. In particular, both our China and Japan MBUs contribute meaningfully to both net revenues and earnings for our CAP segment. In the EMEA segment, our UK and China MBUs accountMBU accounts for a significant portion of the net revenue and earnings of our EMEA and CAP segments and arevenues. A decline in the performance of any of these MBUs could have a material adverse impact on the results of our international operations.
Additionally, some factors that will be critical to the success of the EMEACAP and CAPEMEA segments are different than those affecting our USU.S. stores and licensees. Tastes naturally vary by region, and consumers in some MBUs may not embrace our products to the same extent as consumers in the USU.S. or other international markets. Occupancy costs and store operating expenses can be higher internationally than in the USU.S. due to higher rents for prime store locations or costs of compliance with country-specific regulatory requirements. Because many of our international operations are in an early phase of development, operating expenses as a percentage of related revenues are often higher compared to more developed operations, such as in the US.U.S. Additionally, our international joint venture partners or licensees may face capital constraints or other factors that may limit the speed at which they are able to expand and develop in a certain market.
Our international operations are also subject to additional inherent risks of conducting business abroad, such as:
foreign currency exchange rate fluctuations, or requirements to transact in specific currencies;
changes or uncertainties in economic, legal, regulatory, social and political conditions in our markets;
interpretation and application of laws and regulations;
restrictive actions of foreign or USU.S. governmental authorities affecting trade and foreign investment, especially during periods of heightened tension between the USU.S. and such foreign governmental authorities, including protective measures such as export and customs duties and tariffs, government intervention favoring local competitors, and restrictions on the level of foreign ownership;
import or other business licensing requirements;
the enforceability of intellectual property and contract rights;
limitations on the repatriation of funds and foreign currency exchange restrictions due to current or new USU.S. and international regulations;
in developing economies, the growth rate in the portion of the population achieving targetedsufficient levels of disposable income may not be as fast as we forecast;
difficulty in staffing, developing and managing foreign operations and supply chain logistics, including ensuring the consistency of product quality and service, due to governmental actions affecting supply chain logistics, distance, language and cultural differences, as well as challenges in recruiting and retaining high quality employees in local markets;
local laws that make it more expensive and complex to negotiate with, retain or terminate employees;
delays in store openings for reasons beyond our control, competition with locally relevant competitors or a lack of desirable real estate locations available for lease at reasonable rates, any of which could keep us from meeting annual store opening targets and, in turn, negatively impact net revenues, operating income and earnings per share; and
disruption in energy supplies affecting our markets.
Moreover, many of the foregoing risks are particularly acute in developing countries, which are important to our long-term growth prospects.
Increases in the cost of high-quality arabica coffee beans or other commodities or decreases in the availability of high-quality arabica coffee beans or other commodities could have an adverse impact on our business and financial results.
We purchase, roast, and sell high-quality whole bean arabica coffee beans and related coffee products. The price of coffee is subject to significant volatility and although coffee prices have come down from their near-record highs of 2011, they are still above the historical average price of coffeehas and may again increase significantly due to one or more of the factors described below. The high-quality arabica coffee of the quality we seek tends to trade on a negotiated basis at a premium above the “C”"C" price. This premium depends upon the supply and demand at the time of purchase and the amount of the premium can vary significantly. Increases in the “C”"C" coffee commodity price do increase the price of high-quality arabica coffee and also impact our ability to enter into fixed-price purchase commitments. We frequently enter into supply contracts whereby the quality, quantity, delivery period, and other negotiated terms are agreed upon, but the date, and therefore price, at which the base “C”"C" coffee commodity price component will be fixed has not yet been established. These are known as price-to-be-fixed contracts. The supply and price of coffee we purchase can also be affected by multiple factors in the producing countries, including weather, natural disasters, crop disease, general increase in farm inputs and costs of production, inventory levels and political and economic conditions, as well as the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies. Speculative trading in coffee commodities can also influence coffee prices. Because of the significance of coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices and hedging activities, increases in the cost of high-quality arabica coffee beans could have an adverse impact on our profitability. In addition, if we are not able to purchase sufficient quantities of green coffee due to any of the above factors or to a worldwide or regional shortage, we may not be able to fulfill the demand for our coffee, which could have an adverse impact on our profitability.
In addition to coffee, we14
We also purchase significant amounts of dairy products, particularly fluid milk, to support the needs of our company-operated retail stores. AlthoughAdditionally, and although less materialsignificant to our operations than coffee or dairy, other commodities, including but not limited to tea and those related to food inputs, such as cocoa, produce, baking ingredients, meats, eggs and energy, as well as the processing of these inputs, are important to our operations. Increases in the cost of dairy products and other commodities, or lack of availability, whether due to supply shortages, delays or interruptions in processing, or otherwise, especially in international markets, could have an adverse impact on our profitability.
Our success depends substantially on the valuefinancial condition and results of our brandsoperations are sensitive to, and failure to preserve their value could have a negative impact on our financial results.
We believe we have built an excellent reputation globally for the quality of our products, for delivery of a consistently positive consumer experience and for our corporate social responsibility programs. The Starbucks brand has been highly rated in several global brand value studies. To be successful in the future, particularly outside of US, where the Starbucks brand and our other brands are less well-known, we believe we must preserve, grow and leverage the value of our brands across all sales channels. Brand value is based in part on consumer perceptions on a variety of subjective qualities. Even isolated business incidents that erode consumer trust, such as contaminated food, recalls or privacy breaches, particularly if the incidents receive considerable publicity or result in litigation, can significantly reduce brand value and have a negative impact on our financial results. Consumer demand for our products and our brand equity could diminish significantly if we or our licensees fail to preserve the quality of our products, are perceived to act in an unethical or socially irresponsible manner or fail to deliver a consistently positive consumer experience in each of our markets. Additionally, inconsistent uses of our brand and other of our intellectual property assets, as well as failure to protect our intellectual property, including from unauthorized uses of our brand or other of our intellectual property assets, can erode consumer trust and our brand value and have a negative impact on our financial results.
Our business depends in large part on the success of our business partners and suppliers, and our brand and reputation may be harmedadversely affected by, actions taken by third parties thata number of factors, many of which are largely outside of our control.
Our business strategy, including our plans for new stores, foodservice, branded productsoperating results have been in the past and other initiatives, relies significantly onwill continue to be subject to a variety of business partners, and licensee and partnership relationships, particularly in our international markets. Licensees are often authorized to use our logos and provide branded beverages, food and other products directly to customers. We provide training and support to, and monitor the operations of, certain of these business partners, but the product quality and service they deliver may be diminished by any number of factors, beyondmany of which are largely outside our control,control. Any one or more of the factors listed below or described elsewhere in this risk factors section could adversely impact our business, financial condition and/or results of operations:
increases in real estate costs in certain domestic and international markets;
adverse outcomes of litigation; and
especially in our larger or fast growing markets, labor discord, war, terrorism (including incidents targeting us), political instability, boycotts, social unrest, and natural disasters, including financial pressures. We believe customers expect the same qualityhealth pandemics that lead to avoidance of public places or restrictions on public gatherings such as in our stores.
Interruption of our supply chain could affect our ability to produce or deliver our products and could negatively impact our business and profitability.
Any material interruption in our supply chain, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants, interruptions in service fromby our licenseesthird party logistic service providers or common carriers that ship goods within our distribution channels, trade restrictions, such as they do from usincreased tariffs or quotas, embargoes or customs restrictions, or natural disasters that cause a material disruption in our supply chain could negatively impact our business and we strive to ensure customers have the same experience whether they visit a company-operated or licensed store. Any shortcoming of a Starbucks business partner, particularly an issue affecting the quality of the service experience, the safety of beverages orour profitability.
Additionally, our food, or compliance with lawsbeverage and regulations, may be attributed by customers to us, thus damaging our reputation and brand value and potentially affecting our results of operations.
Our food and beverageother products are sourced from a wide variety of domestic and international business partners in our supply chain operations, and in certain cases are produced or sourced by our licensees directly. We rely on these suppliers and vendors to provide high quality products and to comply with applicable laws. Our ability to find qualified suppliers and vendors who meet our standards and supply products in a timely and efficient manner is a significant challenge, especially with respect to goods sourced from outside the US.U.S. For certain products, we may rely on one or very few suppliers or vendors. A vendor's or supplier's failure to meet our standards, provide products in a timely and efficient manner, andor comply with applicable laws is beyond our control. These issues, especially for those products for which we rely on one or few suppliers or vendors, could negatively impact our business and profitability.
Failure to meet market expectations for our financial performance will likely adversely affect the market price and volatility of our stock.
Failure to meet market expectations going forward, particularly with respect to operating margins, earnings per share, comparable store sales, operating cash flows, and net revenues, will likely result in a decline and/or increased volatility in the market price of our stock. In addition, price and volume fluctuations in the stock market as a whole may affect the market price of our stock in ways that may be unrelated to our financial performance.
The loss of key personnel or difficulties recruiting and retaining qualified personnel could adversely impact our business and financial results.
Much of our future success depends on the continued availability and service of senior management personnel. The loss of any of our executive officers or other key senior management personnel could harm our business. We must continue to recruit, retain and motivate management and other employees sufficiently, both to maintain our current business and to execute our strategic initiatives, some of which involve ongoing expansion in business channels outside of our traditional company-operated store model. Our success also depends substantially on the contributions and abilities of our retail store employees whom we rely on to give customers a superior in-store experience.experience and elevate our brand. Accordingly, our performance depends on our ability to recruit and retain high quality employees to work in and manage our stores, both domestically and internationally. If we are unable to recruit, retain and motivate employees sufficiently to maintain our current business and support our projected growth, our business and financial performance may be adversely affected.
Adverse public or medical opinions about the health effects of consuming our products, as well as reports of incidents involving food-borne illnesses, food tampering or food contamination, whether or not accurate, could harm our business.
Some of our products contain caffeine, dairy products, sugar and other active compounds, the health effects of which are the subject of public scrutiny, including the suggestion that excessive consumption of caffeine, dairy products, sugar and other active compounds can lead to a variety of adverse health effects. Particularly in the US, there is increasing consumer awareness of health risks, including obesity, due in part to increased publicity and attention from health organizations, as well as increased consumer litigation based on alleged adverse health impacts of consumption of various food products. While we have a variety of beverage and food items, including items that are coffee-free and have reduced calories, an unfavorable report on the health effects of caffeine or other compounds present in our products, or negative publicity or litigation arising from certain health risks could significantly reduce the demand for our beverages and food products.
Similarly, instances or reports, whether true or not, of unclean water supply, food-borne illnesses, food tampering and food contamination, either during manufacturing, packaging or preparation, have in the past severely injured the reputations of companies in the food processing, grocery and quick-service restaurant sectors and could affect us as well. Any report linking us to the use of unclean water, food-borne illnesses, food tampering or food contamination could damage our brand value and severely hurt sales of our beverages and food products, and possibly lead to product liability claims, litigation (including class actions) or damages. Clean water is critical to the preparation of coffee and tea beverages and our ability to ensure a clean water supply to our stores can be limited, particularly in some international locations. If customers become ill from food-borne illnesses, tampering or contamination, we could also be forced to temporarily close some stores. In addition, instances of food-borne illnesses, food tampering or food contamination, even those occurring solely at the restaurants or stores of competitors, could, by resulting in negative publicity about the foodservice industry, adversely affect our sales on a regional or global basis. A decrease in customer traffic as a result of these health concerns or negative publicity, or as a result of a temporary closure of any of our stores, as well adverse results of claims or litigation, could materially harm our business and results of operations.
Effectively managing growth both in our retail store business and our Channel Development business is challenging and places significant strain on our management and employees and our operational, financial, and other resources.
Effectively managing growth can be challenging, particularly as we continue to expand into new channels outside the retail store model, increase our focus on our Channel Development business, and expand into new markets internationally where we must balance the need for flexibility and a degree of autonomy for local management against the need for consistency with our goals, philosophy and standards. Growth can make it increasingly difficult to ensure a consistent supply of high-quality raw materials, to locate and hire sufficient numbers of key employees, to maintain an effective system of internal controls for a globally dispersed
enterprise and to train employees worldwide to deliver a consistently high quality product and customer experience.
As we pursue strategic acquisitions, divestitures or joint ventures, we may not be able to successfully consummate favorable transactions or successfully integrate acquired businesses.
We have recently completed several acquisitions and we continue to evaluate potential acquisitions, divestitures, or joint ventures with third parties. These transactions create risks such as:
disruption of our ongoing business, including loss of management focus on existing businesses;
problems retaining key personnel;
operating losses and expenses of the businesses we acquire or in which we invest;
the potential impairment of tangible assets, intangible assets and goodwill acquired in the acquisitions;
the difficulty of incorporating an acquired business into our business and unanticipated expenses related to such integration; and
potential unknown liabilities associated with a business we acquire or in which we invest
In the event of any future acquisitions, we might need to issue additional equity securities, spend our cash, incur debt, or take on contingent liabilities, any of which could reduce our profitability and harm our business.
We rely heavily on information technology in our operations, and any material failure, inadequacy, interruption or security failure of that technology could harm our ability to effectively operate our business and expose us to potential liability and loss of revenues.
We rely heavily on information technology systems across our operations, including for administrative functions, point-of-sale processing and payment in our stores and online, management of our supply chain, Starbucks Cards, online business and various other processes and transactions. Our ability to effectively manage our business and coordinate the production, distribution and sale of our products depends significantly on the reliability, integrity and capacity of these systems. We also rely on third party providers for some of these information technology systems and support. The failure of these systems to operate effectively, problems with transitioning to upgraded or replacement systems, or a breach in security of these systems could cause material negative impacts to our product sales, the efficiency of our operations and our financial results. Significant capital investments and other expenditures could be required to remedy the problem. Furthermore, security breaches of our employees' or customers' private data could result in a violation of applicable U.S. and international privacy and other laws, loss of revenues from the potential adverse impact to our reputation and our ability to retain or attract new customers, and could result in litigation, potential liability and the imposition of penalties.
The effect of changes to healthcare laws in the United States may increase the number of employees who choose to participate in our healthcare plans, which may significantly increase our healthcare costs and negatively impact our financial results.
Since 1988 we have offered comprehensive healthcare coverage to eligible full-time and part-time employees in the US. We currently have relatively low minimum work hour requirements for our US employees to be eligible for healthcare coverage under our healthcare plans but for various reasons many of our eligible employees choose not to participate in our plans. However, many of such eligible employees who currently choose not to participate in our healthcare plans may find it more advantageous to do so when recent changes to healthcare laws in the United States become effective in 2014. Such changes include potential fees to persons for not obtaining healthcare coverage and being ineligible for certain healthcare subsidies if an employee is eligible for healthcare coverage under an employer's plan. If a large portion of current eligible employees who
currently choose not to participate in our plans choose to enroll when or after the law becomes effective, it may significantly increase our healthcare coverage costs and negatively impact on our financial results.
Failure to comply with applicable laws and regulationschanging legal and regulatory requirements could harm our business and financial results.
Our policies and procedures are designed to comply with all applicable laws, accounting and reporting requirements, tax rules and other regulations and requirements, including those imposed by the SEC, NASDAQ, and foreign countries, as well as applicable trade, labor, healthcare, privacy, food, anti-bribery and corruption and merchandise laws. The complexity of the regulatory environment in which we operate and the related cost of compliance are both increasing due to additional or changing legal and regulatory requirements, our ongoing expansion into new markets and new channels, together withand the fact that foreign laws occasionally conflict with domestic laws. In addition to potential damage to our reputation and brand, failure by us or our business partners to comply with the various laws and regulations, as well as changes in laws and regulations or the manner in which they are interpreted or applied, may result in litigation, civil and criminal liability, damages, fines and penalties, increased cost of regulatory compliance and restatements of our financial statements.
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| Item 1B. | Unresolved Staff Comments |
None.
The significant properties used by Starbucks in connection with its roasting, manufacturing, warehousing, distribution and corporate administrative operations, serving all segments, are as follows:
|
| | | | |
| Location | Approximate Size
in Square Feet | | Purpose |
| Rancho Cucamonga, CA | 265,000 |
| | Manufacturing |
Carson Valley,San Francisco, CA | 79,000 |
| | Warehouse and distribution |
| Stratford, CT | 81,000 |
| | Warehouse and distribution |
| Augusta, GA | 131,000 |
| | Manufacturing |
| Minden, NV (Carson Valley) | 384,000360,000 |
| | Roasting and distribution |
| York, PA | 888,000 |
| | Roasting, distribution and warehouse |
York County, PA | 748,000 |
| | Roasting, distribution and warehouse |
Sandy Run,Gaston, SC (Sandy Run) | 117,000 |
| | Roasting and distribution |
| Lebanon, TN | 680,000 |
| | Distribution center |
| Auburn, WA | 351,000491,000 |
| | Warehouse and distribution |
| Kent, WA | 332,000510,000 |
| | Roasting and distribution |
| Seattle, WA | 1,000,0001,004,000 |
| | Corporate administrative |
| Amsterdam, Netherlands | 97,000 |
| | Roasting and distribution |
Basildon, United KingdomSamutprakarn, Thailand | 142,00081,000 |
| | Warehouse and distribution |
We own our roasting facilities and lease the majority of our warehousing and distribution locations. As of September 30, 201227, 2015, Starbucks had approximatelhay 9,400d 12,235 company-operated stores,almost all of which are leased. We also lease space in various locations worldwide for regional, district and other administrative offices, training facilities and storage.storag
e. In addition to the locations listed above, we hold inventory at various locations managed by third-party warehouses.
In the first quarter of fiscal 2011, Starbucks notified Kraft Foods Global, Inc. (“Kraft”) that we were discontinuing our distribution arrangement with Kraft on March 1, 2011 due to material breaches by Kraft of its obligations under the SupplySee Note 15, Commitments and License Agreement between the Company and Kraft, dated March 29, 2004 (the “Agreement”), which defined the main distribution arrangement between the parties. Through our arrangement with Kraft, Starbucks sold a selection of Starbucks and Seattle's Best Coffee branded packaged coffees in grocery and warehouse club stores throughout the US, and to grocery stores in Canada, the UK and
other European countries. Kraft managed the distribution, marketing, advertising and promotion of these products.
Kraft denies it has materially breached the Agreement. On November 29, 2010, Starbucks received a notice of arbitration from Kraft putting the commercial dispute between the parties into binding arbitration pursuantContingencies, to the termsconsolidated financial statements included in Item 8 of the Agreement. In addition to denying it materially breached the Agreement, Kraft further alleges that if Starbucks wished to terminate the Agreement it must compensate Kraft as provided in the Agreement in an amount equal to the fair valuePart II of the Agreement, with an additional premium of up to 35% underthis 10-K for information regarding certain circumstances.
On December 6, 2010, Kraft commenced a federal court action against Starbucks, entitled Kraft Foods Global, Inc. v. Starbucks Corporation, in the U.S. District Court for the Southern District of New York (the “District Court”) seeking injunctive relief to prevent Starbucks from terminating the distribution arrangement until the parties' dispute is resolved through the arbitration proceeding. On January 28, 2011, the District Court denied Kraft's request for injunctive relief. Kraft appealed the District Court's decision to the Second Circuit Court of Appeals. On February 25, 2011, the Second Circuit Court of Appeals affirmed the District Court's decision. As a result, Starbucks is in full control of our packaged coffee business as of March 1, 2011.
While Starbucks believes we have valid claims of material breach by Kraft under the Agreement that allowed us to terminate the Agreement and certain other relationships with Kraft without compensation to Kraft, there exists the possibility of material adverse outcomes to Starbucks in the arbitration or to resolve the matter. Although Kraft disclosed to the press and in federal court filings a $750 million offer Starbucks made to Kraft in August 2010 to avoid litigation and ensure a smooth transition of the business, the figure is not a proper basis upon which to estimate a possible outcome of the arbitration but was based upon facts and circumstances at the time. Kraft rejected the offer immediately and did not provide a counter-offer, effectively ending the discussions between the parties with regard to any payment. Moreover, the offer was made prior to our investigation of Kraft's breaches and without consideration of Kraft's continuing failure to comply with material terms of the agreements.
On April 2, 2012, Starbucks and Kraft exchanged expert reports regarding alleged damages on their affirmative claims. Starbucks claimed damages of up to $62.9 million from the loss of sales resulting from Kraft's failure to use commercially reasonable efforts to market Starbucks® coffee, plus attorney fees. Kraft's expert opined that the fair market value of the Agreement was $1.9 billion. After applying a 35% premium and 9% interest, Kraft claimed damages of up to $2.9 billion, plus attorney fees. The arbitration hearing commenced on July 11, 2012 and was completed on August 3. Starbucks presented evidence of material breaches on Kraft's part and sought nominal damages from Kraft for those breaches. Kraft presented evidence denying it had breached the parties' Agreement and sought damages of $2.9 billion plus attorney fees. We expect a decision from the Arbitrator in the first half of fiscal 2013.
At this time, Starbucks believes an unfavorable outcome with respect to the arbitration is not probable, but as noted above is reasonably possible. As also noted above, Starbucks believes we have valid claims of material breach by Kraft under the Agreement that allowed us to terminate the Agreement without compensation to Kraft. In addition, Starbucks believes Kraft's damage estimates are highly inflated and based upon faulty analysis. As a result, we cannot reasonably estimate the possible loss. Accordingly, no loss contingency has been recorded for this matter.
Starbucks is party to various other legal proceedings arising in the ordinary course of business, including certain employment litigation cases that have been certified as class or collective actions, but, except as noted above, is not currently a party to any legal proceeding that management believes could have a material adverse effect on our consolidated financial position, results of operations or cash flows.
which we are involved.
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| Item 4. | Mine Safety Disclosures |
Not applicable.
PART II
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Item 5. | Market for the Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities |
Item 5. Market for the Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities
SHAREHOLDER INFORMATION
MARKET INFORMATION AND DIVIDEND POLICY
Starbucks common stock is traded on NASDAQ, under the symbol “SBUX.”"SBUX."
The following table shows the quarterly high and low sale prices per share of Starbucks common stock as reported by NASDAQ for each quarter during the last two fiscal years and the quarterly cash dividend declared per share of our common stock during the periods indicated:indicated, as adjusted to give effect to the two-for-one stock split discussed in Note 1, Summary of Significant Accounting Policies, included in Item 8 of Part II of this 10-K: | | | | High | | Low | | Cash Dividends
Declared | High | | Low | | Cash Dividends
Declared |
| 2012: | | | | | | |
| Fiscal 2015: | | | | | | |
| Fourth Quarter | $ | 54.28 |
| | $ | 43.04 |
| | $ | 0.21 |
| $ | 59.32 |
| | $ | 42.05 |
| | $ | 0.20 |
|
| Third Quarter | 62.00 |
| | 51.03 |
| | 0.17 |
| 54.75 |
| | 46.28 |
| | 0.16 |
|
| Second Quarter | 56.55 |
| | 45.28 |
| | 0.17 |
| 49.60 |
| | 39.28 |
| | 0.16 |
|
| First Quarter | 46.50 |
| | 35.12 |
| | 0.17 |
| 42.10 |
| | 35.39 |
| | 0.16 |
|
| 2011: | | | | | | |
| Fiscal 2014: | | | | | | |
| Fourth Quarter | $ | 42.00 |
| | $ | 33.72 |
| | $ | 0.17 |
| $ | 40.32 |
| | $ | 36.89 |
| | $ | 0.16 |
|
| Third Quarter | 40.26 |
| | 34.61 |
| | 0.13 |
| 39.18 |
| | 33.97 |
| | 0.13 |
|
| Second Quarter | 38.21 |
| | 30.75 |
| | 0.13 |
| 39.42 |
| | 34.34 |
| | 0.13 |
|
| First Quarter | 33.15 |
| | 25.37 |
| | 0.13 |
| 41.25 |
| | 37.23 |
| | 0.13 |
|
As of November 9, 2012,6, 2015, we had approximately 18,50017,900 shareholders of record. This does not include persons whose stock is in nominee or “street name”"street name" accounts through brokers.
Future decisions to pay cash dividends continue to be at the discretion of the Board of Directors and will be dependent on our operating performance, financial condition, capital expenditure requirements, and other such factors that the Board of Directors considers relevant.
ISSUER PURCHASES OF EQUITY SECURITIES
The following table provides information regarding repurchases of our common stock during the quarter ended September 30, 2012:27, 2015:
|
| | | | | | | | | | | | | |
| | | Total
Number of
Shares
Purchased | | Average
Price
Paid per
Share | | Total Number
of Shares
Purchased as
Part of Publicly
Announced
Plans or
Programs | | Maximum
Number of
Shares that May
Yet Be
Purchased
Under the Plans
or Programs (2) |
| Period(1) | | | | | | | | |
| July 2, 2012 — July 29, 2012 | | — |
| | $ | — |
| | — |
| | 24,015,356 |
|
| July 30, 2012 — August 26, 2012 | | 5,265,260 |
| | 46.44 |
| | 5,265,260 |
| | 18,750,096 |
|
| August 27, 2012 — September 30, 2012 | | 6,622,320 |
| | 50.27 |
| | 6,622,320 |
| | 12,127,776 |
|
| Total | | 11,887,580 |
| | $ | 48.58 |
| | 11,887,580 |
| | |
|
| | | | | | | | | | | | | |
| | | Total
Number of
Shares
Purchased | | Average
Price
Paid per
Share | | Total Number
of Shares
Purchased as
Part of Publicly
Announced
Plans or
Programs(2) | | Maximum
Number of
Shares that May
Yet Be
Purchased
Under the Plans
or Programs |
Period(1) | | | | | | | | |
| June 29, 2015 — July 26, 2015 | | 7,503,869 |
| | $ | 55.14 |
| | 7,503,869 |
| | 53,497,642 |
|
| July 27, 2015 — August 23, 2015 | | 200,780 |
| | 52.03 |
| | 200,780 |
| | 53,296,862 |
|
| August 24, 2015 — September 27, 2015 | | 592,087 |
| | 56.63 |
| | 592,087 |
| | 52,704,775 |
|
| Total | | 8,296,736 |
| | $ | 55.17 |
| | 8,296,736 |
| | |
| |
(1) | Monthly information is presented by reference to our fiscal months during the fourth quarter of fiscal 2012. 2015. |
| |
(2) | The share repurchase program is conducted under authorizations made from time to time by our Board of Directors. On November 15, 2012, we publicly announced the authorization of up to 50 million shares, as adjusted to give effect to the two-for-one stock split discussed in Note 1March 24, 2010, Summary of Significant Accounting Policies, included in Item 8 of Part II of this 10-K. On July 23, 2015, we publicly announced the authorization of up to an additional 1550 million shares, on November 15, 2010 we publicly announced the authorization of up to an additional 10 million shares, and on November 3, 2011 we publicly announced the authorization of up to an additional 20 million shares. These authorizations have no expiration date. |
On November 14, 2012, our Board of Directors authorized the repurchase of up to an additional 25 million shares, in addition to the 12.1 million shares that remained available for repurchase at September 30, 2012 under previous authorizations. As with previous authorizations, shares may be repurchased in open market transactions, including pursuant to a trading plan adopted in accordance with Rule 10b5-1 of the Securities Exchange Act of 1934. The timing, manner, price and amount of repurchases will be determined in the Company's discretion and the share repurchase program may be suspended, terminated or modified at any time for any reason.
Performance Comparison Graph
The following graph depicts the total return to shareholders from September 30, 2007October 3, 2010 through September 30, 201227, 2015, relative to the performance of the Standard & Poor’s 500 Index, the NASDAQ Composite Index, and the Standard & Poor’s 500 Consumer Discretionary Sector, a peer group that includes Starbucks. All indices shown in the graph have been reset to a base of 100 as of September 30, 2007,October 3, 2010, and assume an investment of $100 on that date and the reinvestment of dividends paid since that date. The stock price performance shown in the graph is not necessarily indicative of future price performance.
| | | | 9/30/2007 |
| 9/28/2008 |
| 9/27/2009 |
| 10/3/2010 |
| 10/2/2011 |
| 9/30/2012 |
| Oct 3, 2010 | | Oct 2, 2011 | | Sep 30, 2012 | | Sep 29, 2013 | | Sep 28, 2014 | | Sep 27, 2015 |
| Starbucks Corporation | 100.00 |
| 57.10 |
| 75.69 |
| 99.93 |
| 145.94 |
| 201.33 |
| $ | 100.00 |
| | $ | 146.04 |
| | $ | 201.46 |
| | $ | 311.59 |
| | $ | 307.16 |
| | $ | 480.45 |
|
| S&P 500 | 100.00 |
| 78.02 |
| 72.63 |
| 80.01 |
| 80.93 |
| 105.37 |
| 100.00 |
| | 101.14 |
| | 131.69 |
| | 157.17 |
| | 188.18 |
| | 187.02 |
|
| NASDAQ Composite | 100.00 |
| 69.59 |
| 74.90 |
| 84.99 |
| 86.87 |
| 110.79 |
| 100.00 |
| | 103.65 |
| | 136.22 |
| | 168.91 |
| | 202.57 |
| | 208.69 |
|
| S&P Consumer Discretionary | 100.00 |
| 77.59 |
| 77.55 |
| 95.87 |
| 101.79 |
| 139.08 |
| 100.00 |
| | 106.17 |
| | 145.07 |
| | 191.26 |
| | 213.77 |
| | 241.95 |
|
| |
| Item 6. | Selected Financial Data |
The following selected financial data areis derived from the consolidated financial statements. All per-share data has been retroactively adjusted to give effect to the two-for-one stock split discussed in Note 1, Summary of Significant Accounting Policies, included in Item 8 of Part II of this 10-K. The data below should be read in conjunction with “Management’s"Management’s Discussion and Analysis of Financial Condition and Results of Operations,” “Risk" "Risk Factors,”" and the consolidated financial statements and notes. Financial Information (in millions, except per share data):
|
| | | | | | | | | | | | | | | | | | | | |
| | As of and for the Fiscal Year Ended(1) | Sep 30, 2012 (52 Wks) | | Oct 2, 2011 (52 Wks) | | Oct 3, 2010 (53 Wks) | | Sep 27, 2009 (52 Wks) | | Sep 28, 2008 (52 Wks) |
| |
| | Results of Operations | | | | | | | | | |
| | Net revenues: | | | | | | | | | |
| | Company-operated stores | $ | 10,534.5 |
| | $ | 9,632.4 |
| | $ | 8,963.5 |
| | $ | 8,180.1 |
| | $ | 8,771.9 |
|
| | Licensed stores(2) | 1,210.3 |
| | 1,007.5 |
| | 875.2 |
| | 795.0 |
| | 779.0 |
|
| | CPG, foodservice and other(2) | 1,554.7 |
| | 1,060.5 |
| | 868.7 |
| | 799.5 |
| | 832.1 |
|
| | Total net revenues | $ | 13,299.5 |
| | $ | 11,700.4 |
| | $ | 10,707.4 |
| | $ | 9,774.6 |
| | $ | 10,383.0 |
|
| | Operating income(3) | $ | 1,997.4 |
| | $ | 1,728.5 |
| | $ | 1,419.4 |
| | $ | 562.0 |
| | $ | 503.9 |
|
| | Net earnings including noncontrolling interests | 1,384.7 |
| | 1,248.0 |
| | 948.3 |
| | 391.5 |
| | 311.7 |
|
| | Net earnings (loss) attributable to noncontrolling interests | 0.9 |
| | 2.3 |
| | 2.7 |
| | 0.7 |
| | (3.8 | ) |
| | Net earnings attributable to Starbucks | 1,383.8 |
| | 1,245.7 |
| | 945.6 |
| | 390.8 |
| | 315.5 |
|
| | EPS — diluted | 1.79 |
| | 1.62 |
| | 1.24 |
| | 0.52 |
| | 0.43 |
|
| | Cash dividends declared per share | 0.72 |
| | 0.56 |
| | 0.36 |
| | — |
| | — |
|
| | Net cash provided by operating activities | 1,750.3 |
| | 1,612.4 |
| | 1,704.9 |
| | 1,389.0 |
| | 1,258.7 |
|
| | Capital expenditures (additions to property, plant and equipment) | 856.2 |
| | 531.9 |
| | 440.7 |
| | 445.6 |
| | 984.5 |
|
| | Balance Sheet | | | | | | | | | |
| | Total assets | $ | 8,219.2 |
| | $ | 7,360.4 |
| | $ | 6,385.9 |
| | $ | 5,576.8 |
| | $ | 5,672.6 |
|
| | Short-term borrowings | — |
| | — |
| | — |
| | — |
| | 713.0 |
|
| | Long-term debt (including current portion) | 549.6 |
| | 549.5 |
| | 549.4 |
| | 549.5 |
| | 550.3 |
|
| | Shareholders’ equity | 5,109.0 |
| | 4,384.9 |
| | 3,674.7 |
| | 3,045.7 |
| | 2,490.9 |
|
|
| | | | | | | | | | | | | | | | | | | | |
| | As of and for the Fiscal Year Ended (1) | Sep 27, 2015 (52 Wks) | | Sep 28,
2014
(52 Wks) | | Sep 29,
2013
(52 Wks) | | Sep 30,
2012
(52 Wks) | | Oct 2,
2011
(52 Wks) |
| |
| | Results of Operations | | | | | | | | | |
| | Net revenues: | | | | | | | | | |
| | Company-operated stores | $ | 15,197.3 |
| | $ | 12,977.9 |
| | $ | 11,793.2 |
| | $ | 10,534.5 |
| | $ | 9,632.4 |
|
| | Licensed stores | 1,861.9 |
| | 1,588.6 |
| | 1,360.5 |
| | 1,210.3 |
| | 1,007.5 |
|
| | CPG, foodservice and other | 2,103.5 |
| | 1,881.3 |
| | 1,713.1 |
| | 1,532.0 |
| | 1,060.5 |
|
| | Total net revenues | $ | 19,162.7 |
| | $ | 16,447.8 |
| | $ | 14,866.8 |
| | $ | 13,276.8 |
| | $ | 11,700.4 |
|
| | Operating income/(loss)(2) | $ | 3,601.0 |
| | $ | 3,081.1 |
| | $ | (325.4 | ) | | $ | 1,997.4 |
| | $ | 1,728.5 |
|
| | Net earnings including noncontrolling interests(2) | 2,759.3 |
| | 2,067.7 |
| | 8.8 |
| | 1,384.7 |
| | 1,248.0 |
|
| | Net earnings attributable to noncontrolling interests | 1.9 |
| | (0.4 | ) | | 0.5 |
| | 0.9 |
| | 2.3 |
|
| | Net earnings attributable to Starbucks(2) | 2,757.4 |
| | 2,068.1 |
| | 8.3 |
| | 1,383.8 |
| | 1,245.7 |
|
| | EPS — diluted(2) | 1.82 |
| | 1.35 |
| | 0.01 |
| | 0.90 |
| | 0.81 |
|
| | Cash dividends declared per share | 0.680 |
| | 0.550 |
| | 0.445 |
| | 0.360 |
| | 0.280 |
|
| | Net cash provided by operating activities | 3,749.1 |
| | 607.8 |
| | 2,908.3 |
| | 1,750.3 |
| | 1,612.4 |
|
| | Capital expenditures (additions to property, plant and equipment) | 1,303.7 |
| | 1,160.9 |
| | 1,151.2 |
| | 856.2 |
| | 531.9 |
|
| | Balance Sheet | | | | | | | | | |
| | Total assets | $ | 12,446.1 |
| | $ | 10,752.9 |
| | $ | 11,516.7 |
| | $ | 8,219.2 |
| | $ | 7,360.4 |
|
| | Long-term debt (including current portion) | 2,347.5 |
| | 2,048.3 |
| | 1,299.4 |
| | 549.6 |
| | 549.5 |
|
| | Shareholders’ equity | 5,818.0 |
| | 5,272.0 |
| | 4,480.2 |
| | 5,109.0 |
| | 4,384.9 |
|
| |
(1) | Our fiscal year ends on the Sunday closest to September 30. The fiscal year ended on October 3, 2010 included 53 weeks with the 53rd week falling in our fourth fiscal quarter. |
| |
(2) | IncludesFiscal 2013 results include a pretax charge of $2,784.1 million resulting from the revenue reclassification described in Note 1. For fiscal years 2010, 2009,conclusion of our arbitration with Kraft Foods Global, Inc. The impact of this charge to net earnings attributable to Starbucks and 2008, we reclassified $465.7 million, $427.3diluted EPS, net of the related tax benefit, was $1,713.1 million and $392.6 million, respectively, from the previously named “Licensing” revenue to “CPG, foodservice and other” revenue. |
| |
(3) | Fiscal 2010, 2009, and 2008 results include pretax restructuring charges of $53.0 million, $332.4 million, and $266.9 million,$1.12 per share, respectively. |
Comparable Store Sales:
|
| | | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30, 2012 (52 Wks) | | Oct 2, 2011 (52 Wks) | | Oct 3, 2010 (53 Wks) | | Sep 27, 2009 (52 Wks) | | Sep 28, 2008 (52 Wks) |
| |
| | Percentage change in comparable store sales(4) | | | | | | | | | |
| | Americas | | | | | | | | | |
| | Sales growth | 8 | % | | 8 | % | | 7 | % | | (6 | )% | | (4 | )% |
| | Change in transactions | 6 | % | | 5 | % | | 3 | % | | (4 | )% | | (4 | )% |
| | Change in ticket | 2 | % | | 2 | % | | 3 | % | | (2 | )% | | — | % |
| | EMEA | | | | | | | | | |
| | Sales growth | — | % | | 3 | % | | 5 | % | | (3 | )% | | 1 | % |
| | Change in transactions | — | % | | 3 | % | | 6 | % | | — | % | | (3 | )% |
| | Change in ticket | — | % | | — | % | | (1 | )% | | (3 | )% | | 4 | % |
| | China / Asia Pacific | | | | | | | | | |
| | Sales growth | 15 | % | | 22 | % | | 11 | % | | 2 | % | | 8 | % |
| | Change in transactions | 11 | % | | 20 | % | | 9 | % | | — | % | | 4 | % |
| | Change in ticket | 3 | % | | 2 | % | | 2 | % | | 2 | % | | 3 | % |
| | Consolidated | | | | | | | | | |
| | Sales growth | 7 | % | | 8 | % | | 7 | % | | (6 | )% | | (3 | )% |
| | Change in transactions | 6 | % | | 6 | % | | 4 | % | | (4 | )% | | (4 | )% |
| | Change in ticket | 1 | % | | 2 | % | | 3 | % | | (2 | )% | | — | % |
|
| | | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 27,
2015
(52 Wks) | | Sep 28,
2014
(52 Wks) | | Sep 29,
2013
(52 Wks) | | Sep 30,
2012
(52 Wks) | | Oct 2,
2011
(52 Wks) |
| |
| | Percentage change in comparable store sales(3) | | | | | | | | | |
| | Americas | | | | | | | | | |
| | Sales growth | 7 | % | | 6 | % | | 7 | % | | 8 | % | | 8 | % |
| | Change in transactions | 3 | % | | 2 | % | | 5 | % | | 6 | % | | 5 | % |
| | Change in ticket | 4 | % | | 3 | % | | 2 | % | | 2 | % | | 2 | % |
| | China/Asia Pacific | | | | | | | | | |
| | Sales growth | 9 | % | | 7 | % | | 9 | % | | 15 | % | | 22 | % |
| | Change in transactions | 8 | % | | 6 | % | | 7 | % | | 11 | % | | 20 | % |
| | Change in ticket | 1 | % | | — | % | | 2 | % | | 3 | % | | 2 | % |
| | EMEA | | | | | | | | | |
| | Sales growth | 4 | % | | 5 | % | | — | % | | — | % | | 3 | % |
| | Change in transactions | 2 | % | | 3 | % | | 2 | % | | — | % | | 3 | % |
| | Change in ticket | 1 | % | | 2 | % | | (2 | )% | | — | % | | — | % |
| | Consolidated | | | | | | | | | |
| | Sales growth | 7 | % | | 6 | % | | 7 | % | | 7 | % | | 8 | % |
| | Change in transactions | 3 | % | | 3 | % | | 5 | % | | 6 | % | | 6 | % |
| | Change in ticket | 4 | % | | 3 | % | | 2 | % | | 1 | % | | 2 | % |
| |
(4)(3) | Includes only Starbucks® company-operated stores open 13 months or longer. For fiscal year 2010, comparable store sales percentages were calculated excluding the 53rd week. Comparable store sales exclude the effect of fluctuations in foreign currency exchange rates. |
Store Count Data:
|
| | | | | | | | | | | | | | | |
| | As of and for the Fiscal Year Ended | Sep 30, 2012 (52 Wks) | | Oct 2, 2011 (52 Wks) | | Oct 3, 2010 (53 Wks) | | Sep 27, 2009 (52 Wks) | | Sep 28, 2008 (52 Wks) |
| |
| | Net stores opened (closed) during the year: | | | | | | | | | |
| | Americas | | | | | | | | | |
| | Company-operated stores | 234 |
| | 43 |
| | (33 | ) | | (417 | ) | | 561 |
|
| | Licensed stores(5) | 270 |
| | (268 | ) | | 111 |
| | 101 |
| | 558 |
|
| | EMEA(6) | | | | | | | | | |
| | Company-operated stores | 10 |
| | 25 |
| | (64 | ) | | 20 |
| | 127 |
|
| | Licensed stores | 101 |
| | 79 |
| | 100 |
| | 98 |
| | 153 |
|
| | China / Asia Pacific | | | | | | | | | |
| | Company-operated stores | 154 |
| | 73 |
| | 30 |
| | 24 |
| | 9 |
|
| | Licensed stores | 294 |
| | 193 |
| | 79 |
| | 129 |
| | 261 |
|
| | Total | 1,063 |
| | 145 |
| | 223 |
| | (45 | ) | | 1,669 |
|
| | Stores open at year end: | | | | | | | | | |
| | Americas | | | | | | | | | |
| | Company-operated stores | 7,857 |
| | 7,623 |
| | 7,580 |
| | 7,613 |
| | 8,030 |
|
| | Licensed stores | 5,046 |
| | 4,776 |
| | 5,044 |
| | 4,933 |
| | 4,832 |
|
| | EMEA(6) | | | | | | | | | |
| | Company-operated stores | 882 |
| | 872 |
| | 847 |
| | 911 |
| | 891 |
|
| | Licensed stores | 987 |
| | 886 |
| | 807 |
| | 707 |
| | 609 |
|
| | China / Asia Pacific | | | | | | | | | |
| | Company-operated stores | 666 |
| | 512 |
| | 439 |
| | 409 |
| | 385 |
|
| | Licensed stores | 2,628 |
| | 2,334 |
| | 2,141 |
| | 2,062 |
| | 1,933 |
|
| | Total | 18,066 |
| | 17,003 |
| | 16,858 |
| | 16,635 |
| | 16,680 |
|
|
| | | | | | | | | | | | | | | |
| | As of and for the Fiscal Year Ended | Sep 27,
2015
(52 Wks) | | Sep 28,
2014
(52 Wks) | | Sep 29,
2013
(52 Wks) | | Sep 30,
2012
(52 Wks) | | Oct 2,
2011
(52 Wks) |
| |
| | Net stores opened/(closed) and transferred during the year: | | | | | | | | | |
| | Americas(4,5) | | | | | | | | | |
| | Company-operated stores | 276 |
| | 317 |
| | 276 |
| | 228 |
| | 32 |
|
| | Licensed stores | 336 |
| | 381 |
| | 404 |
| | 280 |
| | 215 |
|
| | China/Asia Pacific (6,7) | | | | | | | | | |
| | Company-operated stores | 1,320 |
| | 250 |
| | 239 |
| | 152 |
| | 74 |
|
| | Licensed stores | (482 | ) | | 492 |
| | 349 |
| | 296 |
| | 192 |
|
| | EMEA(8) | | | | | | | | | |
| | Company-operated stores | (80 | ) | | (9 | ) | | (29 | ) | | 10 |
| | 25 |
|
| | Licensed stores | 302 |
| | 180 |
| | 129 |
| | 101 |
| | 79 |
|
| | All Other Segments (9) | | | | | | | | | |
| | Company-operated stores | 6 |
| | 12 |
| | 343 |
| | — |
| | 6 |
|
| | Licensed stores(10) | (1 | ) | | (24 | ) | | (10 | ) | | (4 | ) | | (478 | ) |
| | Total | 1,677 |
| | 1,599 |
| | 1,701 |
| | 1,063 |
| | 145 |
|
| | Stores open at year end: | | | | | | | | | |
| | Americas (4,5) | | | | | | | | | |
| | Company-operated stores | 8,671 |
| | 8,395 |
| | 8,078 |
| | 7,802 |
| | 7,574 |
|
| | Licensed stores | 6,132 |
| | 5,796 |
| | 5,415 |
| | 5,011 |
| | 4,731 |
|
| | China/Asia Pacific(6,7) | | | | | | | | | |
| | Company-operated stores | 2,452 |
| | 1,132 |
| | 882 |
| | 643 |
| | 491 |
|
| | Licensed stores | 3,010 |
| | 3,492 |
| | 3,000 |
| | 2,651 |
| | 2,355 |
|
| | EMEA(8) | | | | | | | | | |
| | Company-operated stores | 737 |
| | 817 |
| | 826 |
| | 855 |
| | 845 |
|
| | Licensed stores | 1,625 |
| | 1,323 |
| | 1,143 |
| | 1,014 |
| | 913 |
|
| | All Other Segments (9) | | | | | | | | | |
| | Company-operated stores | 375 |
| | 369 |
| | 357 |
| | 14 |
| | 14 |
|
| | Licensed stores (10) | 41 |
| | 42 |
| | 66 |
| | 76 |
| | 80 |
|
| | Total | 23,043 |
| | 21,366 |
| | 19,767 |
| | 18,066 |
| | 17,003 |
|
| |
(5)(4) | IncludesAmericas store data has been adjusted for the closuresale of 475store locations in Chile to a joint venture partner in the fourth quarter of fiscal 2013 by reclassifying historical information from company-operated stores to licensed Seattle’sstores, and to exclude Seattle's Best Coffee locations in Borders Bookstores during fiscal 2011.and Evolution Fresh, which are reported within All Other Segments. |
| |
(5) | Americas store data includes the closure of 132 Target Canada licensed stores in the second quarter of fiscal 2015. |
| |
(6) | China/Asia Pacific store data has been adjusted for the transfer of certain company-operated stores to licensed stores in the fourth quarter of fiscal 2014. |
| |
(7) | China/Asia Pacific store data includes the transfer of 1,009 Japan stores from licensed stores to company-operated as a result of the acquisition of Starbucks Japan in the first quarter of fiscal 2015. |
| |
(8) | EMEA store data has been adjusted for the acquisition of store locations in Austria and Switzerland in the fourth quarter of fiscal 2011 by reclassifying historical information from licensed stores to company-operated stores, and the transfer of certain company-operated stores to licenseeslicensed stores in the fourth quarter of fiscal 2012.2012 and in the second and fourth quarters of fiscal 2014. |
| |
(9) | Includes 337 Teavana® stores acquired in the second quarter of fiscal 2013. |
| |
(10) | Includes the closure of 475 licensed Seattle’s Best Coffee® locations in Borders Bookstores during fiscal 2011. |
| |
| Item 7. | Management’s Discussion and Analysis of Financial Condition and Results of Operations |
General
Our fiscal year ends on the Sunday closest to September 30. The fiscal yearyears ended on October 3, 2010September 27, 2015, September 28, 2014 and September 29, 2013 all included 52 weeks. Starbucks 2016 fiscal year will include 53 weeks, with the 53rd53rd week falling in theour fourth fiscal quarter. The fiscal years ended on October 2, 2011 and September 30, 2012 both included 52 weeks. Comparable store sales percentages for fiscal 2010 are calculated excluding the 53rd week. All references to store counts, including data for new store openings, are reported net of related store closures, unless otherwise noted.
Financial Highlights
Total net revenues increased 14%17% to $13.3$19.2 billion in fiscal 20122015 compared to $11.7$16.4 billion in fiscal 2011. The increase was due primarily to a 7% increase in global2014.
Global comparable store sales 50% revenue growthgrew 7% driven by a 4% increase in Channel Development,average ticket and 20% growth in licensed stores revenue. The comparable store sales growth in company-operated stores was comprised of a 6%3% increase in the number of transactions and a 1% increase in average ticket.
transactions.Consolidated operating income was $2.0increased to $3.6 billion in fiscal 20122015 compared to $1.7operating income of $3.1 billion in fiscal 2011 and2014. Fiscal 2015 operating margin increased to 15.0%was 18.8% compared to 14.8%18.7% in fiscal 2011.2014. The operating margin expansion was primarily driven by increased sales leverage and the absence of charges in fiscal 2012 related to the Seattle's Best Coffee store closures in Border's bookstores, partially offset by higher commodity costs.
EPS for fiscal 2012 was $1.79, compared to EPS of $1.62 reported in fiscal 2011, with the increase driven by the improved sales leverage, partially offset by the impact of higher commodity costsour ownership change in Starbucks Japan and increased salaries and benefits due to increased store partner (employee) investments.
Earnings per share ("EPS") for fiscal 2015 increased to $1.82, compared to EPS of $1.35 in fiscal 2012 and certain gains recorded in2014, primarily due to the fourth quarter of fiscal 2011, including a gain from a fair market value adjustment resulting from the acquisitionfair value adjustment of the remaining ownershipour preexisting equity interest in our joint ventureStarbucks Japan upon acquisition, which increased EPS by $0.26 per share in Switzerlandfiscal 2015. The remaining increase was primarily due to improved sales leverage and Austria as well as a gainthe incremental tax benefit related to domestic manufacturing deductions claimed for the current year and on the sale ofU.S. corporate real estate.
income tax returns for fiscal years 2010 through 2014.Cash flowflows from operations was $1.8were $3.7 billion in fiscal 20122015 compared to $1.6 billion$607.8 million in fiscal 2011. 2014. The increase was primarily driven by lapping the prior year payment of $2.8 billion for the Kraft arbitration matter. The remaining change of $377 million was primarily due to strong earnings, partially offset by unfavorable changes in working capital accounts, mainly due to timing.
Capital expenditures were approximately $856 million$1.3 billion in fiscal 20122015 compared to $532 million$1.2 billion in fiscal 2011. Available operating cash flow after capital expenditures during fiscal 2012 was directed at returning approximately $1.12014.
We returned $2.4 billion of cash to our shareholders viain fiscal 2015 through share repurchases and dividends.
dividends compared to $1.6 billion in fiscal 2014.
Overview
Starbucks results for fiscal 2012 reflect2015 demonstrate the continued strength of our global business model. We continuemodel and our ability to execute onsuccessfully make disciplined investments in our new regional operating model which we implemented at the beginning of fiscal 2012. We now have four reportable operating segments: Americas; Europe, Middle East,business and Africa ("EMEA"); China / Asia Pacific ("CAP") and Channel Development. Each segment is managed by an operating segment president.
Totalour partners (employees). Our net revenues grew 17% over fiscal 2014 and all reportable segments drove an increase in consolidated operating income. Consolidated operating margin expanded to 18.8% from 18.7% in fiscal 2014, largely driven by sales leverage, partially offset by the 90 basis point impact of our ownership change in Starbucks Japan as well as increased 14%salaries and benefits due to investments in our store partners (employees) in the Americas segment. The ownership change in Starbucks Japan reflects the change in accounting from a joint venture to a consolidated market and includes the acquisition-related transaction and integration costs.
The Americas segment continued to perform well in fiscal 2015, with revenues growing 11% to $13.3 billion, primarily driven by global comparable store sales growth of 7%, comprised of a 4% increase in average ticket and a 50%3% increase in Channel Development revenue. This growthnumber of transactions, as well as incremental revenues from 612 net new store openings over the last 12 months. Growth in our core beverages, paired with the success of our food offerings and beverage innovation, drove increasedthe increase in comparable store sales. Americas operating margin grew 80 basis points to 24.2% in fiscal 2015, primarily driven by sales leverage, partially offset by increased salaries and resultedbenefits due to investments in higher operatingour store partners (employees) and digital platforms related to in-store initiatives. Looking forward, we expect to continue to drive revenue growth and moderate margin expansion through new stores and net earnings compared toleveraging investments in both our store partners (employees) and our digital platforms, such as Mobile Order and Pay.
Our fiscal 2011. This helped mitigate2015 China/Asia Pacific segment results reflect the impact of higher commodity costs, mostly coffee, which negatively impacted operating income by approximately $214 million forfully consolidating Starbucks Japan since October 31, 2014. Incremental revenues from the change in ownership of Starbucks Japan were the primary driver of the 112% increase in segment revenues, to $2.4 billion. Also contributing were increased sales from the opening of 767 net new stores over the past year, equivalent to approximately 160 basis points of impact on operating margin.
Our Americas business continued its strong momentum and contributed 75% of total net revenuesalong with a 9% increase in fiscal 2012. The revenue growth for the year wascomparable store sales, primarily driven by an 8% increase in transactions. Operating income grew 34%, to $501 million, while operating margin declined 1,210 basis points to 20.9%. The overall operating margin decline was due to the 1,410 basis point impact of the ownership change in Starbucks Japan, which was partially offset by 200 basis points of expansion primarily due to sales leverage. We expect this segment will become a more significant contributor to overall company revenue growth in the future as we look forward to continued net new store openings and the first full year of
consolidating Starbucks Japan. In fiscal 2016, we also expect China to continue to move towards being one of our largest international markets, primarily driven by expanding our retail store presence and increasing transaction growth.
Our EMEA segment revenues declined 6% to $1.2 billion, primarily driven by unfavorable foreign currency translation of approximately $116 million. This was partially offset by revenue growth of $38 million that was primarily driven by incremental revenues from 238 net new licensed store openings over the past year. EMEA operating margin expanded 460 basis points to 13.8% in fiscal 2015, primarily due to sales leverage driven by our ongoing portfolio shift to higher-margin licensed stores. We expect our continued disciplined licensed store expansion and focus on the customer experience in this region will result in improved operating performance, with operating margin approaching 15% in fiscal 2016.
The Channel Development segment revenues grew 12% to $1.7 billion in fiscal 2015, primarily due to increased sales of premium single-serve products, driven by sales of Starbucks- and Tazo-branded K-Cup® portion packs, and improved packaged coffee sales. Operating margin increased 180 basis points to 37.8%, primarily driven by leverage on cost of sales and increased income due to strong performance by our North American Coffee Partnership joint venture. We continue to expand customer occasions outside of our retail stores and through our developing international presence. For fiscal 2016, we expect moderate margin expansion primarily driven by growing our premium single-serve category with innovative new beverages, including the ready-to-drink market.
Fiscal 2016 — The View Ahead
For fiscal 2016, we expect revenue growth in excess of 10%, driven by strong comparable store sales comprisedslightly above the mid-single digits, the addition of approximately 1,800 net new stores, and a 6%53rd fiscal week, which is expected to contribute an incremental 2% to our revenue growth rate. Approximately one-half of net new store openings will be in our China/Asia Pacific segment, with approximately 40% coming from the Americas and the remaining 10% from the EMEA segment.
We expect consolidated operating margin and earnings per share to increase slightly in fiscal 2016 when compared to our fiscal 2015 results, primarily due to leverage on revenue growth and a 53rd fiscal week, which we expect to contribute approximately $0.06 to earnings per share, partially offset by continued investments in our store partners (employees) in the Americas segment and the development of these initiatives in our international markets, as well as digital innovation.
The effective tax rate for fiscal 2016 is expected to be between 34% to 35%.
Capital expenditures in fiscal 2016 are expected to be approximately $1.4 billion, primarily for new stores and store renovations, as well as for other investments to support our ongoing growth initiatives.
Acquisitions and Divestitures
See Note 2, Acquisitions and Divestitures, to the consolidated financial statements included in Item 8 of Part II of this 10-K for information regarding acquisitions and divestitures. RESULTS OF OPERATIONS — FISCAL 2015 COMPARED TO FISCAL 2014
Consolidated results of operations (in millions):
Revenues
|
| | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | % Change |
| Net revenues: | | | | | |
| Company-operated stores | $ | 15,197.3 |
| | $ | 12,977.9 |
| | 17.1 | % |
| Licensed stores | 1,861.9 |
| | 1,588.6 |
| | 17.2 |
|
| CPG, foodservice and other | 2,103.5 |
| | 1,881.3 |
| | 11.8 |
|
| Total net revenues | $ | 19,162.7 |
| | $ | 16,447.8 |
| | 16.5 | % |
Total net revenues increased $2.7 billion, or 17%, over fiscal 2014, primarily due to increased revenues from company-operated stores (contributing $2.2 billion). The growth in company-operated store revenues was primarily driven by incremental revenues from the acquisition of Starbucks Japan (approximately $1.1 billion), an increase in trafficcomparable store sales (approximately 7% growth, or $852 million) and a 2% increase in average ticket. This sales growth, combined with a continued focus on operational efficiencies, drove increased sales leverage that offsetincremental revenues from 550 net new Starbucks® company-operated store openings over the past 12 months (approximately $590 million). Partially offsetting these increases was the impact of higher commodity costs. Looking forward, we expect to continue driving sales growth and profitability through continued store efficiency efforts, new store development, and expanding our pipeline of new product offerings to increase revenues throughout all dayparts.unfavorable foreign currency translation (approximately $252 million).
EMEA segment results reflect bothLicensed store revenue growth also contributed $273 million to the investments we have begun making as partincrease in total net revenues, primarily resulting from the opening of our transformation plan for1,075 net new Starbucks® licensed stores over the region,past 12 months and improved comparable store sales as well as increased La Boulange food sales to our licensees in the macro-economic headwinds we,Americas segment. Partially offsetting these increases was a decrease in licensed store revenues resulting from the impact of our ownership change in Starbucks Japan (approximately $45 million).
CPG, foodservice and others, face there. This resulted in flat comparable storeother revenues increased $222 million, primarily due to increased sales of premium single-serve products (approximately $116 million), U.S. packaged coffee (approximately $55 million) and foodservice sales (approximately $40 million).
Operating Expenses
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | % of Total Net Revenues |
| Cost of sales including occupancy costs | $ | 7,787.5 |
| | $ | 6,858.8 |
| | 40.6 | % | | 41.7 | % |
| Store operating expenses | 5,411.1 |
| | 4,638.2 |
| | 28.2 |
| | 28.2 |
|
| Other operating expenses | 522.4 |
| | 457.3 |
| | 2.7 |
| | 2.8 |
|
| Depreciation and amortization expenses | 893.9 |
| | 709.6 |
| | 4.7 |
| | 4.3 |
|
| General and administrative expenses | 1,196.7 |
| | 991.3 |
| | 6.2 |
| | 6.0 |
|
| Litigation credit | — |
| | (20.2 | ) | | — |
| | (0.1 | ) |
| Total operating expenses | 15,811.6 |
| | 13,635.0 |
| | 82.5 |
| | 82.9 |
|
| Income from equity investees | 249.9 |
| | 268.3 |
| | 1.3 |
| | 1.6 |
|
| Operating income | $ | 3,601.0 |
| | $ | 3,081.1 |
| | 18.8 | % | | 18.7 | % |
| Store operating expenses as a % of related revenues | | | | | 35.6 | % | | 35.7 | % |
Cost of sales including occupancy costs as a percentage of total net revenues decreased 110 basis points, primarily driven by sales and operating incomeleverage on cost of $10 million for fiscal 2012, a decrease of $30 million compared to fiscal 2011. We started the year by putting in place a new leadership team that is focused on increasing the Starbucks brand presence, health and relevancy across the region, improving the profitability of the existing store base through a focus on revenue growth and operating costs, and identifying opportunities for new store growth through licensing arrangements. We expect the investments we are making as part of this transformation effort will result in improved operating performance as we progress on our plan towards mid-teens operating margin; however, this turnaround will take time to gain traction.
CAP segment revenues increased 31%sales (approximately 60 basis points), driven by newstrong sales and initiatives in our supply chain, such as improvements in sourcing, as well as sales leverage on occupancy costs (approximately 40 basis points).
Store operating expenses were flat as a percentage of total net revenues. Store operating expenses as a percentage of company-operated store growthrevenues, decreased 10 basis points, primarily driven by sales leverage (approximately 50 basis points) and comparable store sales of 15%. This segment continuesdecreased expenses, largely salaries and benefits, due to grow rapidly and is becoming athe shift to more meaningful contributor to overall company profitability. We expect continued growth will be from a mix of new store openings and comparable store sales growth. China continues to be a significant growth opportunity for us as we remain on track to reach our goal of 1,500licensed stores in 2015. In addition, other key markets such as Japan, Korea, Thailand, SingaporeEMEA (approximately 40 basis points), partially offset by increased investments in store partners (employees) and Indonesia all continuedigital platforms related to be profitable and provide a solid foundation for continued growthin-store initiatives (approximately 100 basis points) in the region.Americas segment.
Our Channel Development segment represents another important, profitable growth opportunity for us. Channel Development resultsOther operating expenses as a percentage of total net revenues decreased 10 basis points. Excluding the impact of company-operated store revenues, other operating expenses were a solid contributor to overall revenue growth with a 50% increase in revenuesflat, primarily due to sales leverage (approximately 70 basis points), partially offset by increased marketing (approximately 20 basis points), largely due to timing, the impairment of certain assets in the Americas segment (approximately 20 basis points) and the impact of our ownership change in Starbucks Japan (approximately 20 basis points).
Depreciation and Tazo branded K-Cup® portion packs which launched atamortization expenses as a percentage of total net revenues increased 40 basis points, primarily due to the startimpact of our ownership change in Starbucks Japan (approximately 30 basis points).
General and administrative expenses as a percentage of total net revenues increased 20 basis points, primarily driven by the impact of our ownership change in Starbucks Japan (approximately 10 basis points).
The $20 million decrease in litigation credit for fiscal 2012 and our transition2015 was due to lapping a prior year credit related to a direct distribution model for packaged coffee, which occurred duringreduction of our estimated prejudgment interest payable associated with the secondKraft arbitration, as a result of paying our obligation earlier than anticipated.
Income from equity investees decreased $18 million, primarily due to the impact of our ownership change in Starbucks Japan and the absence of income from our Malaysia joint venture sold in the fourth quarter of fiscal 2011. High commodity costs continued2014, partially offset by improved performance from our North American Coffee Partnership and China joint ventures. As a percentage of total revenues, income from equity investees decreased 30 basis points, primarily due to be a significant drag onthe impact of our ownership change in Starbucks Japan (approximately 30 basis points).
The overall increase in operating margin; however, despite these higher costs, operating income increased $61 million to $349 million for fiscal 2012. We expect continued innovation and new product offerings such as the Verismo™ system by Starbucks and Starbucks Refreshers™ beverages will drive further growth and profitability within this segment over time.
Fiscal 2013 — The View Ahead
For fiscal year 2013, we expect moderate revenue growthmargin of 10 basis points was driven by mid single-digit increased comparable store sales, new store openingsthe changes discussed above, including the impact of our ownership change in Starbucks Japan and strong growth in the Channel Development business. Licensed stores will comprise between one-halfacquisition-related transaction and two-thirds of new store openings.
We expect continued robust consolidatedintegration costs, which contributed unfavorably to operating margin and EPS improvement compared to fiscal 2012, reflecting the strength of our global business and the pipeline of profitable growth initiatives.
We expect increased capital expenditures in fiscal 2013 compared to fiscal 2012, reflecting additional investments in store renovations, new store growth and manufacturing capacity.
Operating Segment Overview
Starbucks has four reportable operating segments: Americas, Europe, Middle East, and Africa ("EMEA"), China and Asia Pacific ("CAP") and Channel Development. Seattle’s Best Coffee is reported in “Other,” along with Evolution Fresh, Digital Ventures and unallocated corporate expenses that pertain to corporate administrative functions that support our operating segments but are not specifically attributable to or managed by any segment and are not included in the reported financial results of the operating segments.
The Americas, EMEA and CAP segments include company-operated stores and licensed stores. Licensed stores generally have a higher operating margin than company-operated stores. Under the licensed model, Starbucks receives a reduced share of the total store revenues, but this is more than offset by the reduction in its share of costs as these are primarily incurred by the licensee. The EMEA and CAP segments have a higher relative share of licensed stores versus company-operated stores compared to the Americas segment; however, the Americas segment has been operating significantly longer than the other segments and has developed deeper awareness of, and attachment to, the Starbucks brand and stores among its customer base. As a result, the more mature Americas segment has significantly more stores and higher total revenues than the other segments. Average sales per store are also higher in the Americas due to various factors including length of time in market and local income levels.(approximately 90 basis points).
Other Income and Expenses
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | % of Total Net Revenues |
| Operating income | $ | 3,601.0 |
| | $ | 3,081.1 |
| | 18.8 | % | | 18.7 | % |
| Gain resulting from acquisition of joint venture | 390.6 |
| | — |
| | 2.0 |
| | — |
|
| Loss on extinguishment of debt | (61.1 | ) | | — |
| | (0.3 | ) | | — |
|
| Interest income and other, net | 43.0 |
| | 142.7 |
| | 0.2 |
| | 0.9 |
|
| Interest expense | (70.5 | ) | | (64.1 | ) | | (0.4 | ) | | (0.4 | ) |
| Earnings before income taxes | 3,903.0 |
| | 3,159.7 |
| | 20.4 |
| | 19.2 |
|
| Income taxes | 1,143.7 |
| | 1,092.0 |
| | 6.0 |
| | 6.6 |
|
| Net earnings including noncontrolling interests | 2,759.3 |
| | 2,067.7 |
| | 14.4 |
| | 12.6 |
|
| Net earnings/(loss) attributable to noncontrolling interests | 1.9 |
| | (0.4 | ) | | — |
| | — |
|
| Net earnings attributable to Starbucks | $ | 2,757.4 |
| | $ | 2,068.1 |
| | 14.4 | % | | 12.6 | % |
| Effective tax rate including noncontrolling interests | | | | | 29.3 | % | | 34.6 | % |
During the first quarter of fiscal 2015, we recorded a gain of $391 million as a result of remeasuring our preexisting 39.5% ownership interest in Starbucks store baseJapan to fair value upon acquisition.
During the fourth quarter of fiscal 2015, we recorded a loss of $61 million related to the redemption of our $550 million of 6.250% Senior Notes (the "2017 notes"), which were originally scheduled to mature in EMEA and CAP continuesAugust 2017. The loss primarily relates to expand and we continuethe optional redemption premium outlined in the 2017 notes indenture, as well as expenses related to focus on achieving sustainable growth from established international markets while at the same time investing in emerging markets, such as China. Occupancypreviously capitalized original issuance costs and store operating expenses can be higheraccelerated amortization of the unamortized discount.
Net interest income and other decreased $100 million, primarily due to lapping the gain on the sale of our equity interest in certain international markets thanour Malaysia joint venture (approximately $68 million) in the Americas segmentprior year and net unfavorable fair value adjustments from derivative instruments used to manage our risk of commodity price fluctuations (approximately $25 million) in fiscal 2015.
Interest expense increased $6 million primarily due to higher rents for prime store locations or costsincurring a full quarter of compliance with country-specific regulatory requirements. Because many of our international operations are in an early phase of development, operating expenses as a percentage of related revenues are often higher compared to the Americas segment. International marketsinterest in the early stagesfirst quarter of development require a more extensive support organization, relative tofiscal 2015 on the current levelslong-term debt we issued in December of revenue and operating income, than the Americas.
The Channel Development segment includes packaged coffee and tea, a variety of ready-to-drink beverages, single-serve coffee and tea products and other branded product operations worldwide,fiscal 2014 as well as the US foodservice business. In prior years throughreclassification of $2 million from accumulated other comprehensive income to interest expense related to remaining unrecognized losses from interest rate contracts associated with the first several months2017 notes redeemed in the fourth quarter of fiscal 2011,2015.
Our tax rate is affected by recurring items, such as tax rates in foreign jurisdictions and the relative amounts of income we sold a selection of Starbucks and Seattle’s Best Coffee branded packaged coffees and Tazo® teasearn in grocery and warehouse club stores throughoutthose jurisdictions, as well as discrete items that may occur in any given year, but are not consistent from year to year. The effective tax rate for fiscal 2015 was 29.3% compared to 34.6% for fiscal 2014. The decrease in the US and to grocery stores in Canada, the UK and other European countries through a distribution arrangement with Kraft Foods Global, Inc. Kraft managed the distribution, marketing, advertising and promotion of these products as a part of that arrangement. Duringrate for fiscal 2011, we successfully transitioned these businesses including the marketing, advertising, and promotion of these products, from our previous distribution arrangement with Kraft and began selling these products directly2015 was primarily due to the grocery and warehouse club stores. Our Channel Development segment also includes ready-to-drink beverages, which are primarily manufactured and distributed through The North American Coffee Partnership, a joint venture3.7% impact of the gain associated with the Pepsi-Cola Company. The proportionate shareremeasurement of our preexisting 39.5% ownership interest in Starbucks Japan upon acquisition, which was almost entirely non-taxable, as well as the results of the joint venture is included,1.5% incremental tax benefit related to domestic manufacturing deductions claimed in fiscal 2015 on a net basis, inU.S. corporate income from equity investees on the consolidated statements of earnings. The US foodservice business sells coffee and other related products to institutional foodservice companies with the majority of its salestax returns for fiscal years 2010 through national broad-line distribution networks. The Channel Development segment reflects a modest cost structure and a resulting higher operating margin, compared to the other reporting segments, which consist primarily of retail stores.2015.
Segment Information
See Note 2 to the consolidated financial statements in this 10-K.
RESULTS OF OPERATIONS — FISCAL 2012 COMPARED TO FISCAL 2011
Consolidated resultsResults of operations (inby segment (in millions):
RevenuesAmericas
|
| | | | | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | % Change | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | | | % of Total Net Revenues |
| | Net revenues: | | | | | | | | | |
| | Company-operated stores | $ | 10,534.5 |
| | $ | 9,632.4 |
| | 9.4 | % | | 79.2 | % | | 82.3 | % |
| | Licensed stores | 1,210.3 |
| | 1,007.5 |
| | 20.1 | % | | 9.1 | % | | 8.6 | % |
| | CPG, foodservice and other | 1,554.7 |
| | 1,060.5 |
| | 46.6 | % | | 11.7 | % | | 9.1 | % |
| | Total net revenues | $ | 13,299.5 |
| | $ | 11,700.4 |
| | 13.7 | % | | 100.0 | % | | 100.0 | % |
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | As a % of Americas Total Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 11,925.6 |
| | $ | 10,866.5 |
| | 89.7 | % | | 90.7 | % |
| Licensed stores | 1,334.4 |
| | 1,074.9 |
| | 10.0 |
| | 9.0 |
|
| Foodservice and other | 33.4 |
| | 39.1 |
| | 0.3 |
| | 0.3 |
|
| Total net revenues | 13,293.4 |
| | 11,980.5 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 4,845.0 |
| | 4,487.0 |
| | 36.4 |
| | 37.5 |
|
| Store operating expenses | 4,387.9 |
| | 3,946.8 |
| | 33.0 |
| | 32.9 |
|
| Other operating expenses | 122.8 |
| | 100.4 |
| | 0.9 |
| | 0.8 |
|
| Depreciation and amortization expenses | 522.3 |
| | 469.5 |
| | 3.9 |
| | 3.9 |
|
| General and administrative expenses | 192.1 |
| | 167.8 |
| | 1.4 |
| | 1.4 |
|
| Total operating expenses | 10,070.1 |
| | 9,171.5 |
| | 75.8 |
| | 76.6 |
|
| Operating income | $ | 3,223.3 |
| | $ | 2,809.0 |
| | 24.2 | % | | 23.4 | % |
| Store operating expenses as a % of related revenues | | | | | 36.8 | % | | 36.3 | % |
ConsolidatedRevenues
Americas total net revenues were $13.3 billionfor fiscal 2012, an increase of 13.7%,2015 increased $1.3 billion, or $1.6 billion over fiscal 201111%, primarily due to increased revenues from company-operated stores (contributing $902$1.1 billion) and licensed stores (contributing $260 million),.
The increase in company-operated store revenues was driven by ana 7% increase in comparable store sales (approximately 7%$745 million), or $680 million). Also contributing to the increase were
as well as incremental revenues from 318 net new Starbucks® company-operated store openings over the past 12 months (approximately $184$455 million). Partially offsetting these increases was unfavorable foreign currency translation (approximately $139 million), primarily driven by the strengthening of the U.S. dollar against the Canadian dollar.
LicensedThe increase in licensed store revenues contributed $203 million to the increase in total net revenues in fiscal 2012,was primarily due to higher product sales to and royalty revenues from our licensees, resulting from improved comparable storeincreased La Boulange™ food sales andto our licensees beginning in the first quarter of fiscal 2015, as well as the opening of 665317 net newlicensed stores over the past 12 months.
CPG, foodservicemonths and other revenues increased $494 million, primarily due to sales of Starbucks and Tazo branded K-Cup® portion packs launched in the CPG channel on November 1, 2011 (approximately $232 million). The benefit of recognizing full revenue from packaged coffee and tea under the direct distribution model (approximately $78 million) and an increase in foodservice revenues (approximately $50 million) also contributed.
Operating Expenses
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | % of Total Net Revenues |
| | Cost of sales including occupancy costs | $ | 5,813.3 |
| | $ | 4,915.5 |
| | 43.7 | % | | 42.0 | % |
| | Store operating expenses | 3,918.1 |
| | 3,594.9 |
| | 29.5 | % | | 30.7 | % |
| | Other operating expenses | 429.9 |
| | 392.8 |
| | 3.2 | % | | 3.4 | % |
| | Depreciation and amortization expenses | 550.3 |
| | 523.3 |
| | 4.1 | % | | 4.5 | % |
| | General and administrative expenses | 801.2 |
| | 749.3 |
| | 6.0 | % | | 6.4 | % |
| | Total operating expenses | 11,512.8 |
| | 10,175.8 |
| | 86.6 | % | | 87.0 | % |
| | Gain on sale of properties | — |
| | 30.2 |
| | — | % | | 0.3 | % |
| | Income from equity investees | 210.7 |
| | 173.7 |
| | 1.6 | % | | 1.5 | % |
| | Operating income | $ | 1,997.4 |
| | $ | 1,728.5 |
| | 15.0 | % | | 14.8 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 37.2 | % | | 37.3 | % |
Cost of sales including occupancy costs as a percentage of total net revenues increased 170 basis points, driven by increased commodity costs (approximately 160 basis points), primarily due to higher coffee costs.
Store operating expenses as a percentage of total net revenues decreased 120 basis points, due to increased Channel Development and licensed store revenues. Store operating expenses as a percent of company-operated store revenues decreased 10 basis points due to increased sales leverage.
Other operating expenses as a percentage of total net revenues decreased 20 basis points. As a percentage of net revenues excluding company-operated store revenues, other operating expenses decreased 350 basis points. This decrease was primarily driven by increased sales leverage (approximately 150 basis points), the absence of charges in fiscal 2012 related to the Seattle’s Best Coffee store closures in Borders bookstores (approximately 80 basis points) and a shift in the timing of marketing spend (approximately 60 basis points).
Income from equity investees increased $37.0 million, primarily due to an increase in income from our North American Coffee Partnership (approximately $13 million), Japan (approximately $11 million) and Shanghai (approximately $10 million) joint venture operations.
The combination of these changes, along with increased sales leverage on depreciation and amortization (approximately 40 basis points) and general and administrative expenses (approximately 40 basis points), resulted in an increase in operating margin of 20 basis points over fiscal 2011.
Other Income and Expenses
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | % of Total Net Revenues |
| | Operating income | $ | 1,997.4 |
| | $ | 1,728.5 |
| | 15.0 | % | | 14.8 | % |
| | Interest income and other, net | 94.4 |
| | 115.9 |
| | 0.7 | % | | 1.0 | % |
| | Interest expense | (32.7 | ) | | (33.3 | ) | | (0.2 | )% | | (0.3 | )% |
| | Earnings before income taxes | 2,059.1 |
| | 1,811.1 |
| | 15.5 | % | | 15.5 | % |
| | Income taxes | 674.4 |
| | 563.1 |
| | 5.1 | % | | 4.8 | % |
| | Net earnings including noncontrolling interests | 1,384.7 |
| | 1,248.0 |
| | 10.4 | % | | 10.7 | % |
| | Net earnings (loss) attributable to noncontrolling interests | 0.9 |
| | 2.3 |
| | — | % | | — | % |
| | Net earnings attributable to Starbucks | $ | 1,383.8 |
| | $ | 1,245.7 |
| | 10.4 | % | | 10.6 | % |
| | Effective tax rate including noncontrolling interests | | | | | 32.8 | % | | 31.1 | % |
Net interest income and other decreased $21 million over the prior year, primarily due to the absence of the gain recognized in the fourth quarter of fiscal 2011 resulting from the acquisition of the remaining interest in our previous joint venture operations in Switzerland and Austria (approximately $55 million), partially offset by the recognition of additional income associated with unredeemed gifts cards in the second quarter of fiscal 2012 (approximately $29 million), following a court ruling related to state unclaimed property laws.
Income taxes for the fiscal year ended 2012 resulted in an effective tax rate of 32.8% compared to 31.1% for fiscal year 2011. The rate increased in fiscal year 2012 primarily due to tax benefits recognized in fiscal 2011 from the Switzerland and Austria transaction and the release of foreign valuation allowances. The effective tax rate for fiscal 2013 is expected to be approximately 33%.
Segment Information
Segment information is prepared on the same basis that our management reviews financial information for operational decision-making purposes. The following tables summarize the results of operations by segment (in millions):
Americas
|
| | | | | | | | | | | | | | | |
| | Fiscal Year Ended | | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | | As a % of Americas Total Net Revenues |
| | Total net revenues | | $ | 9,936.0 |
| | $ | 9,065.0 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | | 3,885.5 |
| | 3,512.7 |
| | 39.1 | % | | 38.8 | % |
| | Store operating expenses | | 3,427.8 |
| | 3,184.2 |
| | 34.5 | % | | 35.1 | % |
| | Other operating expenses | | 83.8 |
| | 75.8 |
| | 0.8 | % | | 0.8 | % |
| | Depreciation and amortization expenses | | 392.3 |
| | 390.8 |
| | 3.9 | % | | 4.3 | % |
| | General and administrative expenses | | 74.3 |
| | 60.8 |
| | 0.7 | % | | 0.7 | % |
| | Total operating expenses | | 7,863.7 |
| | 7,224.3 |
| | 79.1 | % | | 79.7 | % |
| | Income from equity investees | | 2.1 |
| | 1.6 |
| | — | % | | — | % |
| | Operating income | | $ | 2,074.4 |
| | $ | 1,842.3 |
| | 20.9 | % | | 20.3 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | | |
| | Store operating expenses | | | | | | 37.8 | % | | 38.1 | % |
Revenues
Americas total net revenues for fiscal 2012 increased 10%, or $871 million, primarily due to increased revenues from company-operated stores (contributing $712 million), driven by an increase in comparable store sales (approximately 8%, or $626 million). Also contributing to the increase were incremental revenues from net new company-operated store openings over the past 12 months (approximately $100 million).
Licensed store revenues also contributed to the increase in total net revenues with an increase of $149 million in fiscal 2012 over the prior year period, primarily due to higher product sales to and royalty revenues from our licensees, resulting from improved comparable store sales and the opening of 270 net new licensed stores over the past 12 months.sales.
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues increased 30decreased 110 basis points, primarily driven by higherleverage on cost of sales (approximately 60 basis points), lower commodity costs (approximately 11030 basis points), mainly coffee, partially offset by increaseddairy, and sales leverage on occupancy costs (approximately 7030 basis points).
Store operating expenses as a percentage of total net revenues decreased 60increased 10 basis points. Increased licensed store revenues contributed approximately 30 basis points of the decrease. Store operating expenses asAs a percentage of company-operated store revenues, decreased 30store operating expenses increased 50 basis points, primarily duedriven by increased investments in store partners (employees) and digital platforms related to increased sales leveragein-store initiatives (approximately 70130 basis points), partially offset by higher debit card transaction feessales leverage (approximately 20100 basis points).
Other operating expenses as a percentage of total net revenues was flat over prior year. As a percentageincreased 10 basis points. Excluding the impact of net revenues excluding company-operated store revenues, other operating expenses decreased 100 basis points,were flat, primarily driven by increased sales leverage.leverage (approximately 60 basis points), offset by the impairment of certain assets in the region (approximately 60 basis points).
Depreciation and amortization expenses as a percentage of total revenues were flat, primarily driven by sales leverage (approximately 10 basis points), offset by incremental costs from investments in our existing store portfolio (approximately 10 basis points).
The combination of these changes along with increased sales leverage on depreciation and amortization expense (approximately 40 basis points), resulted in an overall increase in operating margin of 6080 basis points over fiscal 2011.2014.
EMEAChina/Asia Pacific
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | As a % of EMEA Total Net Revenues |
| | Total net revenues | $ | 1,141.3 |
| | $ | 1,046.8 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | 597.3 |
| | 530.3 |
| | 52.3 | % | | 50.7 | % |
| | Store operating expenses | 371.1 |
| | 327.3 |
| | 32.5 | % | | 31.3 | % |
| | Other operating expenses | 33.6 |
| | 36.5 |
| | 2.9 | % | | 3.5 | % |
| | Depreciation and amortization expenses | 57.1 |
| | 53.4 |
| | 5.0 | % | | 5.1 | % |
| | General and administrative expenses | 72.1 |
| | 65.0 |
| | 6.3 | % | | 6.2 | % |
| | Total operating expenses | 1,131.2 |
| | 1,012.5 |
| | 99.1 | % | | 96.7 | % |
| | Income from equity investees | 0.3 |
| | 6.0 |
| | — | % | | 0.6 | % |
| | Operating income | $ | 10.4 |
| | $ | 40.3 |
| | 0.9 | % | | 3.8 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 38.3 | % | | 36.1 | % |
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | As a % of China/Asia Pacific
Total Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 2,127.3 |
| | $ | 859.4 |
| | 88.8 | % | | 76.1 | % |
| Licensed stores | 264.4 |
| | 270.2 |
| | 11.0 |
| | 23.9 |
|
| Foodservice and other | 4.2 |
| | — |
| | 0.2 |
| | — |
|
| Total net revenues | 2,395.9 |
| | 1,129.6 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 1,071.5 |
| | 547.4 |
| | 44.7 |
| | 48.5 |
|
| Store operating expenses | 609.8 |
| | 221.1 |
| | 25.5 |
| | 19.6 |
|
| Other operating expenses | 62.2 |
| | 48.0 |
| | 2.6 |
| | 4.2 |
|
| Depreciation and amortization expenses | 150.7 |
| | 46.1 |
| | 6.3 |
| | 4.1 |
|
| General and administrative expenses | 120.8 |
| | 58.5 |
| | 5.0 |
| | 5.2 |
|
| Total operating expenses | 2,015.0 |
| | 921.1 |
| | 84.1 |
| | 81.5 |
|
| Income from equity investees | 119.6 |
| | 164.0 |
| | 5.0 |
| | 14.5 |
|
| Operating income | $ | 500.5 |
| | $ | 372.5 |
| | 20.9 | % | | 33.0 | % |
| Store operating expenses as a % of related revenues | | | | | 28.7 | % | | 25.7 | % |
Discussion of our China/Asia Pacific segment results below reflects the impact of fully consolidating Starbucks Japan due to the ownership change from an equity method joint venture to a company-operated market since the acquisition date of October 31, 2014. Under the joint venture model, we recognized royalties and product sales within revenue and related product cost of sales as well as our proportionate share of Starbucks Japan's net earnings, which we recognized within income from equity investees. This resulted in a lower gross margin and a very high operating margin. Under the company-operated ownership model, Starbucks Japan's operating results are reflected in most income statement lines of this segment and have an operating margin more in line with that of our other retail businesses.
Revenues
EMEAChina/Asia Pacific total net revenues for fiscal 20122015 increased 9%$1.3 billion, or 112%, or $95 million, primarily driven bylargely due to increased revenues from company-operated stores (contributing $63 million), due to(approximately $1.3 billion). The increase in company-operated store revenues was primarily driven by incremental revenues from the acquisition of Starbucks Japan (approximately $1.1 billion). Also contributing were incremental revenues from the remaining interestopening of 247 net new company-operated stores over the past 12 months (approximately $160 million) and a 9% increase in comparable store sales (approximately $74 million).
Licensed store revenues decreased $6 million, primarily due to our previous joint venture operationsownership change in Switzerland and Austria in the fourth quarter of fiscal 2011Starbucks Japan to mostly company-operated stores (approximately $80$45 million),. This decrease was partially offset by unfavorable foreign currency fluctuations (approximately $33 million).
An increase in licensed store revenues of $27 million also contributed to the increase in total net revenues, primarily due to higherincreased product sales to and royalty revenues from our licensees (approximately $27 million), resulting from the opening of 101520 net new licensed storesstore openings over the past 12 months.months, improved comparable store sales, and incremental revenues from the ownership changes in Australia and Malaysia (approximately $17 million) in the fourth quarter of fiscal 2014.
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues increased 160decreased 380 basis points, primarily driven by higher costs relateddue to the transition toimpact of our ownership change in Starbucks Japan (approximately 230 basis points) and the shift in our cost of sales mix resulting from growth of company-operated stores, which have a consolidated food and dairy distribution model in the UK that began in the first quarter of fiscal 2012higher gross margin (approximately 18050 basis points). These costs are expected to decline over time as the full benefits of the transition are realized. Also contributing to the decrease were costs related to store portfolio optimization initiatives occurring in the fourth quarter of fiscal 2012Sales leverage (approximately 6040 basis points), partially offset by increased sales leverage on occupancy costs. also contributed.
Store operating expenses as a percentage of total net revenues increased 120590 basis points. Store operating expenses asAs a percentage of company-operated store revenues, store operating expenses increased 220300 basis points, primarily driven by asset impairments related to underperforming storesthe impact of our ownership change in Starbucks Japan (approximately 140410 basis points). Also contributing to, partially offset by the decrease were costs related to store portfolio optimization initiatives occurringsale of our Australia retail operations in the fourth quarter of fiscal 20122014 (approximately 4070 basis points) and sales leverage (approximately 50 basis points).
Other operating expenses as a percentage of total net revenues decreased 160 basis points. Excluding the impact of company-operated store revenues, other operating expenses increased 540 basis points, primarily due to the impact of our ownership change in Starbucks Japan (approximately 350 basis points) as well as increased salaries and benefits largely due to increased headcount to support growth in our China market (approximately 150 basis points).
Depreciation and amortization expenses as a percentage of total revenues increased 220 basis points, primarily due to the impact of our ownership change in Starbucks Japan (approximately 210 basis points).
General and administrative expenses as a percentage of total revenues decreased 20 basis points, primarily due to sales leverage (approximately 40 basis points) and the impact of the sale of our Australia retail operations in the fourth quarter of fiscal 2014 (approximately 20 basis points), which includes lapping professional fees associated with the sale. The impact of our ownership change in Starbucks Japan contributed unfavorably (approximately 60 basis points).
Income from equity investees decreased $44 million, primarily due to the impact of our ownership change in Starbucks Japan and absence of income from our Malaysia joint venture sold in the fourth quarter of fiscal 2014, partially offset by improved performance from our China joint venture. As a percentage of total net revenues, income from equity investees declined 950 basis points, primarily due to the impact of our ownership change in Starbucks Japan (approximately 870 basis points).
The overall decrease in operating margin of 1,210 basis points over fiscal 2014 was primarily driven by the impact of our ownership change in Starbucks Japan (approximately 1,410 basis points), partially offset by 200 basis points of margin expansion driven by the other items discussed above.
EMEA
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | As a % of EMEA
Total Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 911.2 |
| | $ | 1,013.8 |
| | 74.9 | % | | 78.3 | % |
| Licensed stores | 257.2 |
| | 238.4 |
| | 21.1 |
| | 18.4 |
|
| Foodservice | 48.3 |
| | 42.6 |
| | 4.0 |
| | 3.3 |
|
| Total net revenues | 1,216.7 |
| | 1,294.8 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 582.5 |
| | 646.8 |
| | 47.9 |
| | 50.0 |
|
| Store operating expenses | 308.7 |
| | 365.8 |
| | 25.4 |
| | 28.3 |
|
| Other operating expenses | 51.8 |
| | 48.2 |
| | 4.3 |
| | 3.7 |
|
| Depreciation and amortization expenses | 52.0 |
| | 59.4 |
| | 4.3 |
| | 4.6 |
|
| General and administrative expenses | 56.6 |
| | 59.1 |
| | 4.7 |
| | 4.6 |
|
| Total operating expenses | 1,051.6 |
| | 1,179.3 |
| | 86.4 |
| | 91.1 |
|
| Income from equity investees | 3.1 |
| | 3.7 |
| | 0.3 |
| | 0.3 |
|
| Operating income | $ | 168.2 |
| | $ | 119.2 |
| | 13.8 | % | | 9.2 | % |
| Store operating expenses as a % of related revenues | | | | | 33.9 | % | | 36.1 | % |
Revenues
EMEA total net revenues for fiscal 2015 decreased $78 million, or 6%. The decrease was primarily due to a decline in company-operated store revenues (approximately $103 million), which was largely due to unfavorable foreign currency translation (approximately $94 million). Also contributing to the decrease in company-operated revenues was the shift to more licensed stores in the region, which includes net store closures as well as the absence of revenues from the conversion of certain stores in the U.K. from company-operated to licensed. This decline was partially offset by 4% growth in comparable store sales.
Licensed store revenues increased $19 million, or 8%, primarily due to higher product sales to and royalty revenues from our licensees (approximately $45 million), resulting from the opening of 238 net new licensed stores over the past 12 months and improved comparable store sales, partially offset by unfavorable foreign currency translation (approximately $22 million).
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues decreased 210 basis points, primarily due to favorable foreign currency exchange (approximately 130 basis points). We buy and sell products, primarily roasted coffee, in multiple currencies throughout the region depending on the functional currency of each market. Differences in those rates generated favorable foreign currency exchange for fiscal 2015 resulting in a benefit in cost of sales. Sales leverage(approximately 40 basis points) also contributed to the decrease.
Store operating expenses as a percentage of total net revenues decreased 290 basis points. As a percentage of company-operated store revenues, store operating expenses decreased 220 basis points primarily due to gains on the sales of certain store assets in the region (approximately 150 basis points) as well as decreased expenses, largely salaries and benefits, driven by the shift to more licensed stores (approximately 40 basis points).
Other operating expenses as a percentage of total net revenues increased 60 basis points. Excluding the impact of company-operated store revenues, other operating expenses decreased 64020 basis points, primarily driven by operational efficiencies.
Income from equity investees declinedthe gain on the sale of certain assets in the region (approximately 40 basis points) and improved collection results (approximately 20 basis points). These decreases were partially offset by increased costs to $0.3 million in fiscal 2012, due to the acquisition of the remaining interest ingrow our previous joint venturenon-retail operations in Switzerland and Austria.the region (approximately 50 basis points), largely driven by higher marketing costs.
The abovecombination of these changes contributed to a decreaseresulted in an overall increase in operating margin of 290460 basis points over the prior year.fiscal 2014.
China / Asia Pacific
Channel Development
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | As a % of CAP Total Net Revenues |
| | Total net revenues | $ | 721.4 |
| | $ | 552.3 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | 362.8 |
| | 282.0 |
| | 50.3 | % | | 51.1 | % |
| | Store operating expenses | 119.2 |
| | 83.4 |
| | 16.5 | % | | 15.1 | % |
| | Other operating expenses | 47.0 |
| | 35.7 |
| | 6.5 | % | | 6.5 | % |
| | Depreciation and amortization expenses | 23.2 |
| | 18.1 |
| | 3.2 | % | | 3.3 | % |
| | General and administrative expenses | 38.1 |
| | 32.9 |
| | 5.3 | % | | 6.0 | % |
| | Restructuring charges | — |
| | — |
| | — | % | | — | % |
| | Total operating expenses | 590.3 |
| | 452.1 |
| | 81.8 | % | | 81.9 | % |
| | Income from equity investees | 122.4 |
| | 92.9 |
| | 17.0 | % | | 16.8 | % |
| | Operating income | $ | 253.5 |
| | $ | 193.1 |
| | 35.1 | % | | 35.0 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 24.4 | % | | 23.1 | % |
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| | | | | | As a % of Channel Development
Total Net Revenues |
| Net revenues: | | | | | | | |
| CPG | $ | 1,329.0 |
| | $ | 1,178.8 |
| | 76.8 | % | | 76.2 | % |
| Foodservice | 401.9 |
| | 367.2 |
| | 23.2 |
| | 23.8 |
|
| Total net revenues | 1,730.9 |
| | 1,546.0 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales | 974.8 |
| | 882.4 |
| | 56.3 |
| | 57.1 |
|
| Other operating expenses | 210.5 |
| | 187.0 |
| | 12.2 |
| | 12.1 |
|
| Depreciation and amortization expenses | 2.7 |
| | 1.8 |
| | 0.2 |
| | 0.1 |
|
| General and administrative expenses | 16.2 |
| | 18.2 |
| | 0.9 |
| | 1.2 |
|
| Total operating expenses | 1,204.2 |
| | 1,089.4 |
| | 69.6 |
| | 70.5 |
|
| Income from equity investees | 127.2 |
| | 100.6 |
| | 7.3 |
| | 6.5 |
|
| Operating income | $ | 653.9 |
| | $ | 557.2 |
| | 37.8 | % | | 36.0 | % |
Revenues
China / Asia PacificChannel Development total net revenues for fiscal 20122015 increased 31%$185 million, or 12%, or $169over the prior year, primarily driven by higher sales of premium single-serve products (approximately $97 million) and U.S. packaged coffee (approximately $42 million), as well as an increase in foodservice sales (approximately $35 million).
Operating Expenses
Cost of sales as a percentage of total net revenues decreased 80 basis points, primarily due to leverage on cost of sales (approximately 100 basis points).
Other operating expenses as a percentage of total net revenues increased 10 basis points, primarily driven by increased marketing (approximately 60 basis points), largely due to new premium single-serve product launches. This increase was partially offset by lower professional fees (approximately 30 basis points) and sales leverage (approximately 20 basis points).
Income from equity investees increased $27 million, driven by higher income from our North American Coffee Partnership joint venture, primarily due to increased sales of bottled Frappuccino® and Starbucks Doubleshot® beverages, largely driven by new product launches and higher sales volumes.
The combination of these changes contributed to an overall increase in operating margin of 180 basis points over fiscal 2014.
All Other Segments
|
| | | | | | | | | | |
| Fiscal Year Ended | Sep 27,
2015 | | Sep 28,
2014 | | % Change |
| Net revenues: | | | | | |
| Company-operated stores | $ | 233.2 |
| | $ | 238.2 |
| | (2.1 | )% |
| Licensed stores | 5.9 |
| | 5.1 |
| | 15.7 |
|
| CPG, foodservice and other | 286.7 |
| | 253.6 |
| | 13.1 |
|
| Total net revenues | 525.8 |
| | 496.9 |
| | 5.8 |
|
| Cost of sales including occupancy costs | 316.5 |
| | 287.2 |
| | 10.2 |
|
| Store operating expenses | 104.7 |
| | 104.5 |
| | 0.2 |
|
| Other operating expenses | 76.5 |
| | 74.6 |
| | 2.5 |
|
| Depreciation and amortization expenses | 16.3 |
| | 15.2 |
| | 7.2 |
|
| General and administrative expenses | 36.6 |
| | 42.2 |
| | (13.3 | ) |
| Total operating expenses | 550.6 |
| | 523.7 |
| | 5.1 |
|
| Operating loss | $ | (24.8 | ) | | $ | (26.8 | ) | | (7.5 | )% |
All Other Segments primarily includes Teavana, Seattle’s Best Coffee, Evolution Fresh, and Digital Ventures, as well as certain developing businesses such as the Starbucks Reserve® Roastery & Tasting Room.
Total net revenues for All Other Segments increased $29 million over the prior year, primarily driven by higher Seattle's Best Coffee® (approximately $23 million) and e-commerce (approximately $8 million) sales.
Total operating expenses increased $27 million, primarily driven bydue to an increase in cost of sales.
RESULTS OF OPERATIONS — FISCAL 2014 COMPARED TO FISCAL 2013
Consolidated results of operations (in millions):
Revenues
|
| | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | %
Change |
| Net revenues: | | | | | |
| Company-operated stores | $ | 12,977.9 |
| | $ | 11,793.2 |
| | 10.0 | % |
| Licensed stores | 1,588.6 |
| | 1,360.5 |
| | 16.8 |
|
| CPG, foodservice and other | 1,881.3 |
| | 1,713.1 |
| | 9.8 |
|
| Total net revenues | $ | 16,447.8 |
| | $ | 14,866.8 |
| | 10.6 | % |
Total net revenues were $16.4 billion for fiscal 2014, an increase of $1.6 billion, or 11%, over fiscal 2013, primarily due to increased revenues from company-operated stores (contributing $128$1.2 billion). The growth in company-operated store revenues was driven by a 6% increase in comparable store sales (approximately $641 million) and incremental revenues from 555 net new Starbucks® company-operated store openings over the past 12 months (approximately $529 million).
Licensed store revenue growth contributed $228 million to the increase in total net revenues, primarily due to increased product sales to and royalty revenues from our licensees, as a result of improved comparable store sales and the opening of 1,029 net new licensed stores over the past 12 months.
CPG, foodservice and other revenues increased $168 million, primarily due to increased sales of premium single-serve products (approximately $111 million) and increased foodservice sales (approximately $17 million).
Operating Expenses
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | % of Total Net Revenues |
| Cost of sales including occupancy costs | $ | 6,858.8 |
| | $ | 6,382.3 |
| | 41.7 | % | | 42.9 | % |
| Store operating expenses | 4,638.2 |
| | 4,286.1 |
| | 28.2 |
| | 28.8 |
|
| Other operating expenses | 457.3 |
| | 431.8 |
| | 2.8 |
| | 2.9 |
|
| Depreciation and amortization expenses | 709.6 |
| | 621.4 |
| | 4.3 |
| | 4.2 |
|
| General and administrative expenses | 991.3 |
| | 937.9 |
| | 6.0 |
| | 6.3 |
|
| Litigation charge/(credit) | (20.2 | ) | | 2,784.1 |
| | (0.1 | ) | | 18.7 |
|
| Total operating expenses | 13,635.0 |
| | 15,443.6 |
| | 82.9 |
| | 103.9 |
|
| Income from equity investees | 268.3 |
| | 251.4 |
| | 1.6 |
| | 1.7 |
|
| Operating income/(loss) | $ | 3,081.1 |
| | $ | (325.4 | ) | | 18.7 | % | | (2.2 | )% |
| Store operating expenses as a percentage of company-operated store revenues | | | | | 35.7 | % | | 36.3 | % |
Cost of sales including occupancy costs as a percentage of total net revenues decreased 120 basis points, primarily driven by lower commodity costs (approximately 80 basis points), mainly coffee, and sales leverage (approximately 40 basis points).
Store operating expenses as a percentage of total net revenues, and as a percentage of company-operated store revenues, decreased 60 basis points, mainly driven by sales leverage (approximately 80 basis points).
Other operating expenses as a percentage of total net revenues decreased 10 basis points. Excluding the impact of company-operated store revenues, other operating expenses decreased 80 basis points, primarily due to sales leverage (approximately 30 basis points).
General and administrative expenses as a percentage of total net revenues decreased 30 basis points, mainly due to lapping of costs associated with our leadership conference held in the prior year.
The litigation charge of $2,784.1 million in fiscal 2013 reflects the charge we recorded as a result of the conclusion of the arbitration with Kraft. This charge included $2,227.5 million in damages and $556.6 million in estimated interest and attorneys' fees. The $20.2 million litigation credit recorded in fiscal 2014 reflects a reduction to our estimated prejudgment interest payable associated with the Kraft arbitration as a result of paying our obligation earlier than anticipated.
Income from equity investees increased $17 million, primarily due to improved performance from our joint venture operations in China, South Korea, and Japan, as well as improved performance from our North American Coffee Partnership joint venture, which produces, bottles and distributes our ready-to-drink beverages.
The combination of these changes resulted in an overall increase in operating margin to 18.7% compared to (2.2)% in the prior year period.
Other Income and Expenses
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | % of Total Net Revenues |
| Operating income/(loss) | $ | 3,081.1 |
| | $ | (325.4 | ) | | 18.7 | % | | (2.2 | )% |
| Interest income and other, net | 142.7 |
| | 123.6 |
| | 0.9 |
| | 0.8 |
|
| Interest expense | (64.1 | ) | | (28.1 | ) | | (0.4 | ) | | (0.2 | ) |
| Earnings/(loss) before income taxes | 3,159.7 |
| | (229.9 | ) | | 19.2 |
| | (1.5 | ) |
| Income taxes | 1,092.0 |
| | (238.7 | ) | | 6.6 |
| | (1.6 | ) |
| Net earnings including noncontrolling interests | 2,067.7 |
| | 8.8 |
| | 12.6 |
| | 0.1 |
|
| Net earnings/(loss) attributable to noncontrolling interests | (0.4 | ) | | 0.5 |
| | — |
| | — |
|
| Net earnings attributable to Starbucks | $ | 2,068.1 |
| | $ | 8.3 |
| | 12.6 | % | | 0.1 | % |
| Effective tax rate including noncontrolling interests | | | | | 34.6 | % | | 103.8 | % |
Net interest income and other increased $19 million over the prior year, primarily due to a net benefit from transactions in the fourth quarter of fiscal 2014, driven by a gain on the sale of our equity interest in our Malaysia joint venture (approximately $68 million), favorable fair value adjustments from derivatives used to manage our risk of commodity price and foreign currency fluctuations (approximately $14 million), net favorable foreign exchange fluctuations (approximately $9 million), and realized gains on sales of investments (approximately $6 million). These increases were partially offset by lapping gains on the sales of our equity interests in our joint ventures in Chile and Argentina in the fourth quarter of fiscal 2013 (approximately $45 million) and in Mexico in the second quarter of fiscal 2013 (approximately $35 million).
Interest expense increased $36 million due to interest on the long-term debt we issued in the first quarter of fiscal 2014 and the fourth quarter of fiscal 2013.
Our tax rate is affected by recurring items, such as tax rates in foreign jurisdictions and the relative amounts of income we earn in those jurisdictions, as well as discrete items that may occur in any given year, but are not consistent from year to year.
The effective tax rate for fiscal 2014 was 34.6% compared to 103.8% for fiscal 2013. The change in our effective tax rate was primarily due to lapping the 71.2% impact of the litigation charge associated with the Kraft arbitration in fiscal 2013. For additional information on the impact to our fiscal 2013 effective tax rate from the litigation charge, see Note 13, Income Taxes, to the consolidated financial statements included in Item 8 of Part II of this 10-K. The remaining change in the effective tax rate over fiscal 2013 was an increase of 2.0%, which was primarily due to net higher discrete benefits in the prior year. In fiscal 2013, our effective tax rate benefited from releasing certain tax reserves that did not recur in fiscal 2014 and a net tax benefit from state income tax expense adjustments for returns filed in prior years. Also contributing to the increase in fiscal 2014 was additional tax resulting from the sale of our Australian company-operated retail store assets and operations and our 50% equity interest in our Malaysia joint venture.
Segment Information
Results of operations by segment (in millions):
Americas
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | As a % of Americas Total Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 10,866.5 |
| | $ | 10,038.3 |
| | 90.7 | % | | 91.3 | % |
| Licensed stores | 1,074.9 |
| | 915.4 |
| | 9.0 |
| | 8.3 |
|
| Foodservice and other | 39.1 |
| | 47.1 |
| | 0.3 |
| | 0.4 |
|
| Total net revenues | 11,980.5 |
| | 11,000.8 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 4,487.0 |
| | 4,214.9 |
| | 37.5 |
| | 38.3 |
|
| Store operating expenses | 3,946.8 |
| | 3,710.2 |
| | 32.9 |
| | 33.7 |
|
| Other operating expenses | 100.4 |
| | 96.9 |
| | 0.8 |
| | 0.9 |
|
| Depreciation and amortization expenses | 469.5 |
| | 429.3 |
| | 3.9 |
| | 3.9 |
|
| General and administrative expenses | 167.8 |
| | 186.7 |
| | 1.4 |
| | 1.7 |
|
| Total operating expenses | 9,171.5 |
| | 8,638.0 |
| | 76.6 |
| | 78.5 |
|
| Income from equity investees | — |
| | 2.4 |
| | — |
| | — |
|
| Operating income | $ | 2,809.0 |
| | $ | 2,365.2 |
| | 23.4 | % | | 21.5 | % |
| Store operating expenses as a percentage of company-operated store revenues | | | | | 36.3 | % | | 37.0 | % |
Revenues
Americas total net revenues for fiscal 2014 increased $980 million, or 9%, primarily due to increased revenues from company-operated stores (contributing $828 million) and licensed stores (contributing $160 million).
The increase in company-operated store revenues was primarily duedriven by a 6% increase in comparable store sales (approximately $554 million), attributable to the openinga 3% increase in average ticket and a 2% increase in number of 154transactions, and incremental revenues from 314 net new storesStarbucks® company-operated store openings over the past 12 months (approximately $71$377 million). Partially offsetting these increases was unfavorable foreign currency translation (approximately $65 million), primarily driven by the strengthening of the U.S. dollar against the Canadian dollar.
The increase in licensed store revenues was primarily due to increased product sales to and royalty revenues from our licensees as a result of an increase in comparable store sales (approximately 15%, or $53 million).
Also contributing toand the increase in revenues was an increase in licensed store revenuesopening of $41 million, due to increased royalty revenues from and product sales to licensees, primarily driven by 294381 net new licensed store openingsstores over the past 12 months.
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues decreased 80 basis points, primarily driven by the accelerated growth of company-operated stores, which contribute a higher gross margin, in Chinadue to sales leverage (approximately 14040 basis points), partially offset by increased and lower commodity costs (approximately 12030 basis points), mainly higher coffee costs.
Store operating expenses as a percentage of total net revenues increased 140 basis points. Store operating expenses as a percentage of company-operated store revenues increased 130 basis points, primarily driven by increased costs associated with the expansion efforts of company-operated stores in mainland China.
Income from equity investees increased $30 million, primarily driven by an increase in income from our Japan (approximately $11 million) and Shanghai (approximately $10 million) joint venture operations.
The combination of these changes, along with increased sales leverage on depreciation and amortization (approximately 10 basis points) and general and administrative expenses (approximately 70 basis points), resulted in an increase in operating margin of 10 basis points over fiscal 2011.
Channel Development
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Sep 30,
2012 | | Oct 2,
2011 |
| |
| | | | | | | As a % of Channel Development Total Net Revenues |
| | Total net revenues | $ | 1,292.2 |
| | $ | 860.5 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales | 827.6 |
| | 487.5 |
| | 64.0 | % | | 56.7 | % |
| | Other operating expenses | 191.1 |
| | 151.8 |
| | 14.8 | % | | 17.6 | % |
| | Depreciation and amortization expenses | 1.3 |
| | 2.4 |
| | 0.1 | % | | 0.3 | % |
| | General and administrative expenses | 8.9 |
| | 6.6 |
| | 0.7 | % | | 0.8 | % |
| | Total operating expenses | 1,028.9 |
| | 648.3 |
| | 79.6 | % | | 75.3 | % |
| | Income from equity investees | 85.2 |
| | 75.6 |
| | 6.6 | % | | 8.8 | % |
| | Operating income | $ | 348.5 |
| | $ | 287.8 |
| | 27.0 | % | | 33.4 | % |
Revenues
Channel Development total net revenues for fiscal 2012 increased 50%, or $432 million, primarily due to sales of Starbucks and Tazo branded K-Cup® portion packs (approximately $232 million). The benefit of recognizing full revenue from packaged coffee and tea sales under the direct distribution model through the second quarter of fiscal 2012 (approximately $70 million) and increased foodservice revenues (approximately $33 million) also contributed.
Operating Expenses
Cost of sales as a percentage of total net revenues increased 730 basis points, primarily due to increased commodity costs (approximately 570 basis points), mainly coffee, and a shift in our product mix driven by the introduction of Starbucks and Tazobranded K-Cup® portion packs (approximately 140 basis points).
Other operating expenses as a percentage of total net revenues decreased 280 basis points, primarily due to increased sales leverage.
Income from equity investees increased $10 million over the prior year period, driven by increased income from our North American Coffee Partnership joint venture. Income from equity investees declined as a percentage of total net revenues (approximately 220 basis points) primarily due to the growth in segment revenues.
The combination of these changes resulted in a decrease in operating margin of 640 basis points over fiscal 2011.
Other
|
| | | | | | | | | | | |
| | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | % Change |
| |
| | | | | | | |
| | Total net revenues | $ | 208.6 |
| | $ | 175.8 |
| | 18.7 | % |
| | Cost of sales | 140.1 |
| | 103.0 |
| | 36.0 | % |
| | Other operating expenses | 74.4 |
| | 93.0 |
| | (20.0 | )% |
| | Depreciation and amortization expenses | 76.4 |
| | 58.6 |
| | 30.4 | % |
| | General and administrative expenses | 607.8 |
| | 584.0 |
| | 4.1 | % |
| | Total operating expenses | 898.7 |
| | 838.6 |
| | 7.2 | % |
| | Gain on sale of properties | — |
| | 30.2 |
| | (100.0 | )% |
| | Income from equity investees | 0.7 |
| | (2.4 | ) | | nm |
|
| | Operating loss | $ | (689.4 | ) | | $ | (635.0 | ) | | 8.6 | % |
Other includes operating results from Seattle’s Best Coffee, Evolution Fresh, and Digital Ventures, as well as expenses pertaining to corporate administrative functions that support our operating segments but are not specifically attributable to, or managed by, any segment and are not included in the reported financial results of the operating segments.
Other total net revenues increased $33 million, primarily due to incremental revenues from Evolution Fresh, which was acquired during the first quarter of fiscal 2012.
Total operating expenses increased $60 million, primarily due to increased cost of sales resulting from higher commodity costs, primarily coffee, and higher general and administrative expenses to support the growth of the business.
RESULTS OF OPERATIONS — FISCAL 2011 COMPARED TO FISCAL 2010
Consolidated results of operations (in millions):
Revenues
|
| | | | | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | % Change | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | | | % of Total Net Revenues |
| | Net revenues: | | | | | | | | | |
| | Company-operated stores | $ | 9,632.4 |
| | $ | 8,963.5 |
| | 7.5 | % | | 82.3 | % | | 83.7 | % |
| | Licensed stores | 1,007.5 |
| | 875.2 |
| | 15.1 | % | | 8.6 | % | | 8.2 | % |
| | CPG, foodservice and other | 1,060.5 |
| | 868.7 |
| | 22.1 | % | | 9.1 | % | | 8.1 | % |
| | Total net revenues | $ | 11,700.4 |
| | $ | 10,707.4 |
| | 9.3 | % | | 100.0 | % | | 100.0 | % |
Consolidated net revenues were $11.7 billion for fiscal 2011, an increase of 9%, or $993 million over fiscal 2010. The increase was primarily due to an increase in company-operated store revenues driven by an 8% increase in global comparable stores sales (contributing approximately $672 million). The increase in comparable store sales was due to a 6% increase in number of transactions (contributing approximately $499 million) and a 2% increase in average value per transaction (contributing approximately $173 million). Also contributing to the increase in
total net revenues was favorable foreign currency translation (approximately $126 million) resulting from a weakening of the US dollar relative to foreign currencies and an increase in licensed store revenues (approximately $106 million). This increase was partially offset by the impact of the extra week in fiscal 2010 (approximately $207 million).
Operating Expenses
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | % of Total Net Revenues |
| | Cost of sales including occupancy costs | $ | 4,915.5 |
| | $ | 4,416.5 |
| | 42.0 | % | | 41.2 | % |
| | Store operating expenses | 3,594.9 |
| | 3,471.9 |
| | 30.7 | % | | 32.4 | % |
| | Other operating expenses | 392.8 |
| | 279.7 |
| | 3.4 | % | | 2.6 | % |
| | Depreciation and amortization expenses | 523.3 |
| | 510.4 |
| | 4.5 | % | | 4.8 | % |
| | General and administrative expenses | 749.3 |
| | 704.6 |
| | 6.4 | % | | 6.6 | % |
| | Restructuring charges | — |
| | 53.0 |
| | — | % | | 0.5 | % |
| | Total operating expenses | 10,175.8 |
| | 9,436.1 |
| | 87.0 | % | | 88.1 | % |
| | Gain on sale of properties | 30.2 |
| | — |
| | 0.3 | % | | — | % |
| | Income from equity investees | 173.7 |
| | 148.1 |
| | 1.5 | % | | 1.4 | % |
| | Operating income | $ | 1,728.5 |
| | $ | 1,419.4 |
| | 14.8 | % | | 13.3 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 37.3 | % | | 38.7 | % |
Cost of sales including occupancy costs as a percentage of total net revenues increased 80 basis points. The increase was primarily due to higher commodity costs (approximately 220 basis points), mainly driven by increased coffee costs. Partially offsetting this increase was lower occupancy costs as a percentage of total net revenues (approximately 70 basis points), driven by increased sales leverage.coffee.
Store operating expenses as a percentage of total net revenues decreased 17080 basis points primarily due to increased sales leverage.
Other operating expenses aspoints. As a percentage of total netcompany-operated store revenues, increased 80store operating expenses decreased 70 basis points, primarily due to higher expenses to support the direct distribution model for packaged coffee and tea (approximately 40 basis points) and the impairment of certain assets in our Seattle’s Best Coffee business associated with the Borders bankruptcy in April 2011 (approximately 20 basis points).
The above changes contributed to an overall increase in operating margin of 150 basis points for fiscal 2011. Considering the impact from all line items, the primary drivers for the increase in operating margin for fiscal 2011 were increasedmainly driven by sales leverage (approximately 300 basis points), the absence of restructuring charges in the current year (approximately 50 basis points) and the gain on the sale of corporate real estate in fiscal 2011 (approximately 30 basis points). These increases were partially offset by higher commodity costs (approximately 220 basis points).
Other Income and Expenses
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | % of Total Net Revenues |
| | Operating income | $ | 1,728.5 |
| | $ | 1,419.4 |
| | 14.8 | % | | 13.3 | % |
| | Interest income and other, net | 115.9 |
| | 50.3 |
| | 1.0 | % | | 0.5 | % |
| | Interest expense | (33.3 | ) | | (32.7 | ) | | (0.3 | )% | | (0.3 | )% |
| | Earnings before income taxes | 1,811.1 |
| | 1,437.0 |
| | 15.5 | % | | 13.4 | % |
| | Income taxes | 563.1 |
| | 488.7 |
| | 4.8 | % | | 4.6 | % |
| | Net earnings including noncontrolling interests | 1,248.0 |
| | 948.3 |
| | 10.7 | % | | 8.9 | % |
| | Net earnings (loss) attributable to noncontrolling interests | 2.3 |
| | 2.7 |
| | — | % | | — | % |
| | Net earnings attributable to Starbucks | $ | 1,245.7 |
| | $ | 945.6 |
| | 10.6 | % | | 8.8 | % |
| | Effective tax rate including noncontrolling interests | | | | | 31.1 | % | | 34.0 | % |
Net interest income and other increased $66 million over the prior year. The increase primarily resulted from the gain recorded in the fourth quarter of fiscal 2011 related to our acquisition of the remaining ownership interest in our joint venture operations in Switzerland and Austria (approximately $55 million).
Income taxes for the fiscal year ended 2011 resulted in an effective tax rate of 31.1% compared to 34.0% for fiscal 2010. The lower rate in fiscal 2011 was primarily due to a benefit from the Switzerland and Austria transaction and to an increase in income in foreign jurisdictions having lower tax rates.
Segment Information
The following tables summarize our results of operations by segment for fiscal 2011 and 2010 (in millions).
Americas
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | As a % of Americas Total Net Revenues |
| | Total net revenues | $ | 9,065.0 |
| | $ | 8,488.5 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | 3,512.7 |
| | 3,258.5 |
| | 38.8 | % | | 38.4 | % |
| | Store operating expenses | 3,184.2 |
| | 3,083.3 |
| | 35.1 | % | | 36.3 | % |
| | Other operating expenses | 75.8 |
| | 63.1 |
| | 0.8 | % | | 0.7 | % |
| | Depreciation and amortization expenses | 390.8 |
| | 392.9 |
| | 4.3 | % | | 4.6 | % |
| | General and administrative expenses | 60.8 |
| | 56.4 |
| | 0.7 | % | | 0.7 | % |
| | Restructuring charges | — |
| | 28.4 |
| | — | % | | 0.3 | % |
| | Total operating expenses | 7,224.3 |
| | 6,882.6 |
| | 79.7 | % | | 81.1 | % |
| | Income from equity investees | 1.6 |
| | 0.9 |
| | — | % | | — |
|
| | Operating income | $ | 1,842.3 |
| | $ | 1,606.8 |
| | 20.3 | % | | 18.9 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 38.1 | % | | 39.2 | % |
Revenues
Americas total net revenues for fiscal 2011 increased 7%, or $577 million. The increase was primarily driven by an increase in comparable store sales in our company-operated stores of 8% (contributing approximately $590 million), driven by a 5% increase in number of transactions and a 2% increase in average value per transaction. Also contributing to the increase was favorable foreign currency translation resulting from the weakening of the US dollar (approximately $51 million), primarily in relation to the Canadian dollar, and an increase in product sales to and royalty revenues from licensees (approximately $73 million), primarily due to improved comparable store sales and net new store openings. These increases were partially offset by the absence of the extra week in fiscal 2010 (approximately $162 million).
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues increased 40 basis points over the prior year. The increase was primarily due to higher commodity costs (approximately 140 basis points), mainly coffee, partially offset by increased sales leverage on occupancy costs (approximately 60 basis points).
Store operatingGeneral and administrative expenses as a percentage of total net revenues decreased 12030 basis points primarily due to increased sales leverage.
Also contributing tolapping of costs associated with our leadership conference held in the increase in operating margin was the absence of restructuring charges in fiscal 2011prior year (approximately 3020 basis points) and increased sales leverage resulting in lower depreciation and amortization expenses as a percentage of total net revenues (contributing 30(approximately 10 basis points).
The combination of these changes resulted in an overall increase in operating margin of 140190 basis points forover fiscal 2011.2013.
EMEA
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | As a % of EMEA Total Net Revenues |
| | Total net revenues | $ | 1,046.8 |
| | $ | 953.4 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | 530.3 |
| | 471.8 |
| | 50.7 | % | | 49.5 | % |
| | Store operating expenses | 327.3 |
| | 324.5 |
| | 31.3 | % | | 34.0 | % |
| | Other operating expenses | 36.5 |
| | 36.1 |
| | 3.5 | % | | 3.8 | % |
| | Depreciation and amortization expenses | 53.4 |
| | 50.6 |
| | 5.1 | % | | 5.3 | % |
| | General and administrative expenses | 65.0 |
| | 58.2 |
| | 6.2 | % | | 6.1 | % |
| | Restructuring charges | — |
| | 24.5 |
| | — | % | | 2.6 | % |
| | Total operating expenses | 1,012.5 |
| | 965.7 |
| | 96.7 | % | | 101.3 | % |
| | Income from equity investees | 6.0 |
| | 6.8 |
| | 0.6 | % | | 0.7 | % |
| | Operating income | $ | 40.3 |
| | $ | (5.5 | ) | | 3.8 | % | | (0.6 | )% |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 36.1 | % | | 38.4 | % |
Revenues
EMEA total net revenues for fiscal 2011 increased 10%, or $93 million. The increase was primarily driven by favorable foreign currency translation resulting from the weakening of the US dollar (approximately $35 million), primarily in relation to the British pound, the acquisition of the remaining interest in our previous joint venture operations in Switzerland and Austria in the fourth quarter of fiscal 2011 (approximately $28 million), and an
China/Asia Pacific
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | As a % of CAP Total
Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 859.4 |
| | $ | 671.7 |
| | 76.1 | % | | 73.2 | % |
| Licensed stores | 270.2 |
| | 245.3 |
| | 23.9 |
| | 26.8 |
|
| Total net revenues | 1,129.6 |
| | 917.0 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 547.4 |
| | 449.5 |
| | 48.5 |
| | 49.0 |
|
| Store operating expenses | 221.1 |
| | 170.0 |
| | 19.6 |
| | 18.5 |
|
| Other operating expenses | 48.0 |
| | 46.1 |
| | 4.2 |
| | 5.0 |
|
| Depreciation and amortization expenses | 46.1 |
| | 33.8 |
| | 4.1 |
| | 3.7 |
|
| General and administrative expenses | 58.5 |
| | 48.4 |
| | 5.2 |
| | 5.3 |
|
| Total operating expenses | 921.1 |
| | 747.8 |
| | 81.5 |
| | 81.5 |
|
| Income from equity investees | 164.0 |
| | 152.0 |
| | 14.5 |
| | 16.6 |
|
| Operating income | $ | 372.5 |
| | $ | 321.2 |
| | 33.0 | % | | 35.0 | % |
| Store operating expenses as a percentage of company-operated store revenues | | | | | 25.7 | % | | 25.3 | % |
Revenues
China/Asia Pacific total net revenues for fiscal 2014 increased $213 million, or 23%, primarily due to increased revenues from company-operated stores (contributing $188 million). This increase was primarily driven by the opening of 250 net new company-operated stores over the past 12 months (approximately $154 million) and a 7% increase in comparable store sales in our company-operated stores of 3% (approximately $24$44 million). An, mainly attributable to a 6% increase in the number of transactions.
Licensed store revenues contributed $25 million to the increase in total net revenues, mainly due to higher royalty revenues from and product sales to licensees, also contributed (approximately $20 million), due to improved comparable store sales andas a result of 492 net new licensed store openings. These increases were partially offset byopenings over the absence of the extra week in fiscal 2010 (approximately $18 million).
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues increased by 120 basis points compared to the prior year. The increase was primarily driven by higher higher commodity costs (approximately 160 basis points), mainly coffee, partially offset by increased sales leverage on occupancy costs (approximately 50 basis points).
Store operating expenses as a percentage of total net revenues decreased 270 basis points. Increased licensed stores revenues contributed approximately 40 basis points to the decrease. Store operating expenses as a percentage of company-operated store revenues decreased 230 basis points primarily due to fewer impairment charges in fiscal 2011 compared to fiscal 2010 (approximately 110 basis points), lower equipment maintenance costs (approximately 60 basis points)past 12 months and increased sales leverage on salaries and benefits (approximately 40 basis).
Also contributing to the increase in operating margin was the absence of restructuring charges in fiscal 2011 (approximately 260 basis points). The combination of these changes resulted in an overall increase in operating margin of 440 basis points for fiscal 2011.
China / Asia Pacific
|
| | | | | | | | | | | | | | |
| | Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| |
| | | | | | | As a % of CAP Total Net Revenues |
| | Total net revenues | $ | 552.3 |
| | $ | 407.3 |
| | 100.0 | % | | 100.0 | % |
| | Cost of sales including occupancy costs | 282.0 |
| | 213.4 |
| | 51.1 | % | | 52.4 | % |
| | Store operating expenses | 83.4 |
| | 64.1 |
| | 15.1 | % | | 15.7 | % |
| | Other operating expenses | 35.7 |
| | 30.0 |
| | 6.5 | % | | 7.4 | % |
| | Depreciation and amortization expenses | 18.1 |
| | 15.8 |
| | 3.3 | % | | 3.9 | % |
| | General and administrative expenses | 32.9 |
| | 27.4 |
| | 6.0 | % | | 6.7 | % |
| | Restructuring charges | — |
| | 0.1 |
| | — | % | | — | % |
| | Total operating expenses | 452.1 |
| | 350.8 |
| | 81.9 | % | | 86.1 | % |
| | Income from equity investees | 92.9 |
| | 73.1 |
| | 16.8 | % | | 17.9 | % |
| | Operating income | $ | 193.1 |
| | $ | 129.6 |
| | 35.0 | % | | 31.8 | % |
| | Supplemental ratios as a % of related revenues: | | | | | | | |
| | Store operating expenses | | | | | 23.1 | % | | 25.4 | % |
Revenues
China / Asia Pacific total net revenues for fiscal 2011 increased 36%, or $145 million. The increase was primarily driven by an increase in comparable store sales in our company-operated stores of 22% (contributing approximately $58 million), driven by a 20% increase in number of transactions and a 2% increase in average value per transaction. Also contributing to the increase in total net revenues was favorable foreign currency translation resulting from the weakening of the US dollar (approximately $40 million), the opening of 73 net new company-operated stores in the past 12 months (approximately $40 million), and an increase in royalty revenues
from and product sales to licensees (approximately $17 million), due to improved comparable store sales and net new store openings. These increases were partially offset by the absence of the extra week in fiscal 2010 (approximately $9 million).
sales.
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues decreased by 13050 basis points, comparedprimarily due to sales leverage (approximately 40 basis points).
Store operating expenses as a percentage of total net revenues increased 110 basis points, or 40 basis points as a percentage of company-operated store revenues, over the prior year period, as a result of company-operated store growth outpacing licensed store growth.
Other operating expenses as a percentage of total net revenues decreased 80 basis points. Excluding the impact of company-operated store revenues, other operating expenses decreased 100 basis points, largely due to cost management (approximately 60 basis points) and sales leverage (approximately 40 basis points).
Income from equity investees increased $12 million, primarily driven by improved performance from our joint venture operations in China, South Korea and Japan. This increase was partially offset by unfavorable foreign currency fluctuations, driven by the weakening of the Japanese yen against the U.S. dollar and lapping a reduction to the estimated asset retirement obligations of our store leases in the region in fiscal 2013. These fluctuations, paired with the accelerated growth in segment revenues resulting from the shift in the composition of the store portfolio to more company-operated stores, resulted in income from equity investees declining 210 basis points as a percentage of total net revenues.
The combination of these changes resulted in an overall decline in operating margin of 200 basis points over fiscal 2013.
EMEA
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | As a % of EMEA Total
Net Revenues |
| Net revenues: | | | | | | | |
| Company-operated stores | $ | 1,013.8 |
| | $ | 932.8 |
| | 78.3 | % | | 80.4 | % |
| Licensed stores | 238.4 |
| | 190.3 |
| | 18.4 |
| | 16.4 |
|
| Foodservice | 42.6 |
| | 36.9 |
| | 3.3 |
| | 3.2 |
|
| Total net revenues | 1,294.8 |
| | 1,160.0 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales including occupancy costs | 646.8 |
| | 590.9 |
| | 50.0 |
| | 50.9 |
|
| Store operating expenses | 365.8 |
| | 339.4 |
| | 28.3 |
| | 29.3 |
|
| Other operating expenses | 48.2 |
| | 38.5 |
| | 3.7 |
| | 3.3 |
|
| Depreciation and amortization expenses | 59.4 |
| | 55.5 |
| | 4.6 |
| | 4.8 |
|
| General and administrative expenses | 59.1 |
| | 71.9 |
| | 4.6 |
| | 6.2 |
|
| Total operating expenses | 1,179.3 |
| | 1,096.2 |
| | 91.1 |
| | 94.5 |
|
| Income from equity investees | 3.7 |
| | 0.4 |
| | 0.3 |
| | — |
|
| Operating income | $ | 119.2 |
| | $ | 64.2 |
| | 9.2 | % | | 5.5 | % |
| Store operating expenses as a percentage of company-operated store revenues | | | | | 36.1 | % | | 36.4 | % |
Revenues
EMEA total net revenues for fiscal 2014 increased $135 million, or 12%, over the prior year primarily due to an increase in company-operated stores revenues (approximately $81 million). This increase was primarily driven by favorable foreign currency translation (approximately $47 million) and a 5% increase in comparable store sales (approximately $42 million), attributable to a 3% increase in number of transactions and a 2% increase in average ticket.
Licensed store revenues grew $48 million, or 25%, primarily due to increased product and equipment sales to and royalty revenues from our licensees, primarily resulting from the opening of 180 net new licensed stores over the past 12 months and improved comparable store sales.
Operating Expenses
Cost of sales including occupancy costs as a percentage of total net revenues decreased 90 basis points, primarily driven by lower coffee costs (approximately 50 basis points), sales leverage on occupancy costs.(approximately 40 basis points) and favorable foreign currency fluctuations (approximately 40 basis points). This favorability was partially offset by lapping a reduction to the estimated asset retirement obligations of our store leases in the region in fiscal 2013 (approximately 60 basis points).
Store operating expenses as a percentage of total net revenues decreased 60100 basis points. Excludingpoints primarily due to sales leverage from more licensed stores in the impactregion compared to the prior year. As a percentage of licensedcompany-operated store revenues, store operating expenses decreased 23030 basis points as a percent of company-operated store revenues in fiscal 2011 comparedmainly due to fiscal 2010, primarily driven by lower compensation costs (approximately 210 basis points)sales leverage.
Other operating expenses as a percentage of total net revenues.revenues increased 40 basis points over fiscal 2013. Excluding the impact of company-operated store revenues, other operating expenses increased 30 basis points, driven by increased costs to grow our non-retail operations in the region (approximately 40 basis points).
General and administrative expenses as a percentage of total net revenues decreased 160 basis points, primarily due to sales leverage and reduced support costs, largely driven by the shift to more licensed stores.
The combination of these changes resulted in an overall increase in operating margin of 370 basis points over fiscal 2013.
Channel Development
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | Sep 28,
2014 | | Sep 29,
2013 |
| | | | | | As a % of Channel Development Total Net Revenues |
| Net revenues: | | | | | | | |
| CPG | $ | 1,178.8 |
| | $ | 1,056.0 |
| | 76.2 | % | | 75.5 | % |
| Foodservice | 367.2 |
| | 342.9 |
| | 23.8 |
| | 24.5 |
|
| Total net revenues | 1,546.0 |
| | 1,398.9 |
| | 100.0 |
| | 100.0 |
|
| Cost of sales | 882.4 |
| | 878.4 |
| | 57.1 |
| | 62.8 |
|
| Other operating expenses | 187.0 |
| | 179.4 |
| | 12.1 |
| | 12.8 |
|
| Depreciation and amortization expenses | 1.8 |
| | 1.1 |
| | 0.1 |
| | 0.1 |
|
| General and administrative expenses | 18.2 |
| | 21.1 |
| | 1.2 |
| | 1.5 |
|
| Total operating expenses | 1,089.4 |
| | 1,080.0 |
| | 70.5 |
| | 77.2 |
|
| Income from equity investees | 100.6 |
| | 96.6 |
| | 6.5 |
| | 6.9 |
|
| Operating income | $ | 557.2 |
| | $ | 415.5 |
| | 36.0 | % | | 29.7 | % |
Revenues
Channel Development total net revenues for fiscal 2014 increased $147 million, or 11%, over the prior year, primarily driven by increased sales of premium single-serve products (approximately $111 million) and increased foodservice sales (approximately $24 million).
Operating Expenses
Cost of sales as a percentage of total net revenues decreased 570 basis points, largely due to lower coffee costs (approximately 440 basis points) and other cost of goods sold efficiencies (approximately 150 basis points).
Other operating expenses as a percentage of total net revenues decreased 90 basis points. Increased company-operated store revenues contributed approximately 30 basis points to the decrease. Other operating expenses as a percentage of licensed store revenues decreased 6070 basis points, primarily driven by lower compensation related costssales leverage (approximately 14040 basis points), partially offset by increasing costs related to our expansion efforts into key emerging markets, primarily China..
Income from equity investees increased $20$4 million, in fiscal 2011, driven by improved performancehigher income from our North American Coffee Partnership joint venture, primarily due to strong sales of bottled Frappuccino® beverages. The growth in segment revenues resulted in our joint venture operations, primarily in Japan, Shanghai and Taiwan.income declining 40 basis points as a percentage of total net revenues.
The combination of these changes in the above line items combined with increased sales leverage on general and administrative expenses (approximately 70 basis points) and depreciation and amortization (approximately 60 basis points) contributed to an overall increase in operating margin of 320630 basis points inover fiscal 2011.
Channel Development
|
| | | | | | | | | | | | | |
| Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | Oct 2,
2011 | | Oct 3,
2010 |
| | | | | | As a % of Channel Development Total Net Revenues |
| Total net revenues | $ | 860.5 |
| | $ | 707.4 |
| | 100.0 | % | | 100.0 | % |
| Cost of sales including occupancy costs | 487.5 |
| | 383.2 |
| | 56.7 | % | | 54.2 | % |
| Other operating expenses | 151.8 |
| | 115.6 |
| | 17.6 | % | | 16.3 | % |
| Depreciation and amortization expenses | 2.4 |
| | 3.7 |
| | 0.3 | % | | 0.5 | % |
| General and administrative expenses | 6.6 |
| | 4.5 |
| | 0.8 | % | | 0.6 | % |
| Total operating expenses | 648.3 |
| | 507.0 |
| | 75.3 | % | | 71.7 | % |
| Income from equity investees | 75.6 |
| | 70.6 |
| | 8.8 | % | | 10.0 | % |
| Operating income | $ | 287.8 |
| | $ | 271.0 |
| | 33.4 | % | | 38.3 | % |
Revenues
Total Channel Development net revenues for fiscal 2011 increased 22%, or $153 million. The increase was primarily due to the benefit of recognizing full revenue from packaged coffee and tea sales under the direct distribution model for the majority of the year (approximately $70 million). On March 1, 2011, we successfully transitioned to a direct distribution model from our previous distribution arrangement with Kraft for the sale of packaged Starbucks® and Seattle’s Best Coffee® coffee products in grocery and warehouse club stores throughout the US, and to grocery stores in Canada, the UK and other European countries. We successfully transitioned the Tazo® tea business to a direct distribution model in January 2011. Also contributing to the increase were improved revenues from US foodservice (approximately $26 million) and the expanded distribution of Starbucks VIA®2013.
Ready Brew in fiscal 2011 (approximately $24 million), partially offset by the extra week in fiscal 2010 (approximately $16 million).All Other Segments
Operating Expenses |
| | | | | | | | | | |
| Fiscal Year Ended | Sep 28,
2014 | | Sep 29,
2013 | | % Change |
| Net revenues: | | | | | |
| Company-operated stores | $ | 238.2 |
| | $ | 150.4 |
| | 58.4 | % |
| Licensed stores | 5.1 |
| | 9.5 |
| | (46.3 | )% |
| CPG, foodservice and other | 253.6 |
| | 230.2 |
| | 10.2 |
|
| Total net revenues | 496.9 |
| | 390.1 |
| | 27.4 |
|
| Cost of sales | 287.2 |
| | 239.8 |
| | 19.8 |
|
| Store operating expenses | 104.5 |
| | 66.5 |
| | 57.1 |
|
| Other operating expenses | 74.6 |
| | 71.7 |
| | 4.0 |
|
| Depreciation and amortization expenses | 15.2 |
| | 11.7 |
| | 29.9 |
|
| General and administrative expenses | 42.2 |
| | 34.9 |
| | 20.9 |
|
| Total operating expenses | 523.7 |
| | 424.6 |
| | 23.3 |
|
| Operating loss | $ | (26.8 | ) | | $ | (34.5 | ) | | (22.3 | )% |
Operating margin decreased 490 basis points over the prior yearAll Other Segments includes Teavana, Seattle’s Best Coffee, Evolution Fresh, and Digital Ventures.
Total net revenues for All Other Segments increased $107 million, primarily due to increased commodity costs (approximately 830 basis points), driven by higher coffee costs. Partially offsetting the increase in commodity costs was the benefithaving an additional quarter of price increases (approximately 200 basis points) and lower marketing expenses for Starbucks VIA® Ready Brew in 2011 (approximately 120 basis points).
Other
|
| | | | | | | | | | |
| Fiscal Year Ended | Oct 2,
2011 | | Oct 3,
2010 | | % Change |
| Total net revenues | $ | 175.8 |
| | $ | 150.8 |
| | 16.6 | % |
| Cost of sales | 103.0 |
| | 89.6 |
| | 15.0 | % |
| Other operating expenses | 93.0 |
| | 34.9 |
| | 166.5 | % |
| Depreciation and amortization expenses | 58.6 |
| | 47.4 |
| | 23.6 | % |
| General and administrative expenses | 584.0 |
| | 558.1 |
| | 4.6 | % |
| Total operating expenses | 838.6 |
| | 730.0 |
| | 14.9 | % |
| Gain on sale of properties | 30.2 |
| | — |
| | nm |
|
| Loss from equity investee | (2.4 | ) | | (3.3 | ) | | (27.3 | )% |
| Operating loss | $ | (635.0 | ) | | $ | (582.5 | ) | | 9.0 | % |
Substantially all netTeavana revenues in Other are generated fromfiscal 2014 as Teavana was acquired at the Seattle’s Best Coffeebeginning of the second quarter of fiscal 2013 (approximately $92 million).
Total operating segment. The increase in revenues for Seattle’s Best Coffee wasexpenses increased $99 million, primarily due to the recognitionhaving an additional quarter of a full year of sales to national accounts added in the latter part of fiscal 2010 as well as new accounts added during fiscal 2011(approximately $20 million). This was partially offset by the impact of the closure of the Seattle’s Best Coffee locations in Borders Bookstores.
Total operatingTeavana expenses in fiscal 2011 increased 15%, or $109 million. This increase is2014 as Teavana was acquired at the resultbeginning of an increasethe second quarter of $59 million in other operating expenses primarily due to the impairment of certain assets in our Seattle’s Best Coffee business associated with the Borders bankruptcy in April 2011 and an increase in marketing expenses. Also contributing was a $26 million increase in general and administrative expenses due to higher corporate expenses to support growth initiatives and higher donations to the Starbucks Foundation. These increases in operating expenses were partially offset by a gain on the sale of corporate real estate in fiscal 2011 (approximately $30 million).
SUMMARIZED QUARTERLY FINANCIAL INFORMATION (unaudited; in millions, except EPS)
|
| | | | | | | | | | | | | | | | | | | |
| | First | | Second | | Third | | Fourth | | Total |
| 2012: | | | | | | | | | |
| Net revenues | $ | 3,435.9 |
| | $ | 3,195.9 |
| | $ | 3,303.6 |
| | $ | 3,364.2 |
| | $ | 13,299.5 |
|
| Operating income | 556.0 |
| | 430.4 |
| | 491.6 |
| | 519.6 |
| | 1,997.4 |
|
| Net earnings attributable to Starbucks | 382.1 |
| | 309.9 |
| | 333.1 |
| | 359.0 |
| | 1,383.8 |
|
| EPS — diluted | $ | 0.50 |
| | $ | 0.40 |
| | $ | 0.43 |
| | $ | 0.46 |
| | $ | 1.79 |
|
| 2011: | | | | | | | | | |
| Net revenues | $ | 2,950.8 |
| | $ | 2,785.7 |
| | $ | 2,932.2 |
| | $ | 3,031.9 |
| | $ | 11,700.4 |
|
| Operating income | 501.9 |
| | 376.1 |
| | 402.2 |
| | 448.3 |
| | 1,728.5 |
|
| Net earnings attributable to Starbucks | 346.6 |
| | 261.6 |
| | 279.1 |
| | 358.5 |
| | 1,245.7 |
|
| EPS — diluted | $ | 0.45 |
| | $ | 0.34 |
| | $ | 0.36 |
| | $ | 0.47 |
| | $ | 1.62 |
|
2013.
FINANCIAL CONDITION, LIQUIDITY AND CAPITAL RESOURCES
Cash and Investment Overview
Starbucks cash and short-term investments were $2.0$1.9 billion and $2.1$2.2 billion as of September 30, 201227, 2015 and October 2, 2011September 28, 2014, respectively. As of September 30, 2012, approximately $703 million of cash was held in foreign subsidiaries. Of our cash held in foreign subsidiaries, $343 million is denominated in the US dollar. We actively manage our cash and short-term investments in order to internally fund operating needs, domestically and internationally, make scheduled interest and principal payments on our borrowings, make acquisitions, and return cash to shareholders through common stock cash dividend payments and share repurchases. Our short-term investments consisted predominantly of US Treasury securities, commercial paper, corporate bonds, and US Agency securities. Also included in our short-term investment portfolio are certificatesprimarily includes highly liquid available-for-sale securities, including corporate debt securities, government treasury securities (foreign and domestic), mortgage and asset-backed securities, state and local government obligations and agency obligations. As of deposit placed through an account registry service, with maturities ranging from 91 days to one year. The principal amountsSeptember 27, 2015, approximately $1.0 billion of the individual certificates of deposit do not exceed the Federal Deposit Insurance Corporation limits. Our portfolio of long-term available for sale securities consists predominantly of high investment-grade corporate bonds, diversified among industriescash and individual issuers, as well as certificates of deposits with maturities greater than 1 year.investments were held in foreign subsidiaries.
Borrowing capacity
In November 2010, we replaced our previousOur $750 million unsecured, revolving credit facility with a new $500 million unsecured(the "2013 credit facility ("the credit facility”facility") with various banks, of which $100$150 million may be used for issuances of letters of credit. The credit, facility is available for working capital, capital expenditures and other corporate purposes, including acquisitions and share repurchases andrepurchases. During the second quarter of fiscal 2015, we extended the duration of our credit facility, which is currentlynow set to mature in November 2014.on January 21, 2020, and amended certain facility fees and borrowing rates. Starbucks has the option, subject to negotiation and agreement with the related banks, to increase the maximum commitment amount by an additional $500$750 million. The interest rate for any borrowingsBorrowings under the credit facility will bear interest at a variable rate based on Starbucks current ratingsLIBOR, and, fixed charge coverage ratio,for U.S. dollar-denominated loans under certain circumstances, a Base Rate (as defined in the credit facility), in each case plus an applicable margin. The applicable margin is 0.85% over LIBOR. The specific spread over LIBOR will depend upon ourbased on the better of (i) the Company's long-term credit ratings assigned by Moody’sMoody's and Standard & Poor’sPoor's rating agencies and our(ii) the Company's fixed charge coverage ratio.ratio, pursuant to a pricing grid set forth in the credit facility. The current applicable margin is 0.565% for Eurocurrency Rate Loans and 0.00% for Base Rate Loans. The credit facility contains provisions requiring us to maintain compliance with certain covenants, including a minimum fixed charge coverage ratio, which measures our ability to cover financing expenses. As of September 30, 2012 and October 2, 2011,27, 2015, we were in compliance with eachall applicable covenants. No amounts were outstanding under our credit facility as of these covenants.September 27, 2015. During the first quarter of fiscal 2016, we replaced the 2013 credit facility with a new $1.5 billion unsecured, revolving credit facility (the "2016 credit facility") with various banks, which is now set to mature on November 6, 2020. The terms and conditions of the 2016 credit facility are substantially consistent with those of the 2013 credit facility.
Under our commercial paper program, we may issue unsecured commercial paper notes up to a maximum aggregate amount outstanding at any time of $500 million,$1 billion, with individual maturities that may vary but not exceed 397 days from the date of issue.
exceed 397 days from the date of issue. The program is backstopped by the credit facility and the combined borrowing limit is $500 million forAmounts outstanding under the commercial paper program and theare required to be backstopped by available commitments under our credit facility. Starbucks may issuefacility discussed above. As of September 27, 2015, availability under our commercial paper program was approximately $750 million (which represents the full committed credit facility amount, as the amount of outstanding letters of credit was not material as of September 27, 2015). The proceeds from time to time, and the proceeds of theborrowings under our commercial paper financingprogram may be used for working capital needs, capital expenditures and other corporate purposes, including acquisitionsshare repurchases, business expansion, payment of cash dividends on our common stock or the financing of possible acquisitions. In the fourth quarter of fiscal 2015, we issued and share repurchases. During fiscal 2012 and fiscal 2011, there weresubsequently repaid commercial paper borrowings of $93 million for general corporate purposes. We had no other borrowings under the credit facility orour commercial paper programs. Asprogram during fiscal 2015.
In June 2015, we issued additional long-term debt in an underwritten registered public offering, which consisted of September 30, 2012$500 million of 7-year 2.700% Senior Notes (the "2022 notes") due June 2022, and $350 million of 30-year 4.300% Senior Notes (the "2045 notes") due June 2045. Interest on the 2022 notes and the 2045 notes is payable semi-annually on June 15 and December 15 of each year, commencing on December 15, 2015. See October 2, 2011Note 9, a totalDebt, to the consolidated financial statements included in Item 8 of Part II of this 10-K for details of the components of our long-term debt. $18 millionAs discussed in Note 3, Derivative Financial Instruments, to the consolidated financial statements included in Item 8 of Part II of this 10-K, during the first quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements to hedge the variability in cash flows due to changes in the benchmark interest rate related to the 2022 notes. During the third quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements to hedge the variability in cash flows due to changes in the benchmark interest rate related to the 2045 notes. The swap agreements were cash settled in the third quarter of fiscal 2015 at the time the 2022 notes and the 2045 notes were priced. The resulting net losses from these agreements are included in accumulated other comprehensive income and will be amortized as an increase to interest expense on the consolidated statements of net earnings over the lives of the 2022 notes and the 2045 notes.$17In July 2015, we redeemed our $550 million of 6.250% Senior Notes (the "2017 notes") that were originally scheduled to mature in August 2017. See Note 9, respectively,Debt, to the consolidated financial statements included in lettersItem 8 of credit were outstanding underPart II of this 10-K for details of the revolving credit facility.components of our long-term debt.We continually evaluate liquidity and funding needs and anticipate issuing long-term debt in fiscal 2016 to provide us with financial flexibility. As discussed further in Note 3, Derivative Financial Instruments, to the consolidated financial statements included in Item 8 of Part II of this 10-K, during the fourth quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements to hedge the variability in cash flows due to changes in the benchmark interest rate related to this anticipated debt issuance. The $550 millionindentures under which all of 10-year 6.25%our Senior Notes alsowere issued require us to maintain compliance with certain covenants, including limits on future liens and sale and leaseback transactions on certain material properties. As of September 30, 2012 and October 2, 2011,27, 2015, we were in compliance with eachall applicable covenants. See Note 9, Debt, to the consolidated financial statements included in Item 8 of these covenants.Part II of this 10-K for details of the components of our long-term debt.
Use of Cash
We expect to use our available cash and short-term investments, including anyadditional potential future borrowings under the credit facility and commercial paper program, to invest in our core businesses, including capital expenditures, new product innovations, and related marketing support and partner investments, return cash to shareholders through common stock cash dividend payments and share repurchases, as well as other new business opportunities related to our core businesses. We believe that future cash flows generated from operations and existing cash and short-term investments both domestically and internationally will be sufficient to finance capital requirements for our core businesses in those respective markets as well as shareholder distributions for the foreseeable future.
We consider the majority of undistributed earnings of our foreign subsidiaries and equity investees as of September 30, 2012 to be indefinitely reinvested and, accordingly, no US income and foreign withholding taxes have been provided on such earnings. We have not, nor doFurther, we anticipate the need to, repatriate funds to the US to satisfy domestic liquidity needs; however, in the event that we need to repatriate all or a portion of our foreign cash to the US we would be subject to additional US income taxes, which could be material. We do not believe it is practical to calculate the potential tax impact of repatriation, as there is a significant amount of uncertainty around the calculation, including the availability and amount of foreign tax credits at the time of repatriation, tax rates in effect, and other indirect tax consequences associated with repatriation.
We may use our available cash resources to make proportionate capital contributions to our equity method and cost method investees. We may also seek strategic acquisitions to leverage existing capabilities and further build our business in support of our growth agenda. Acquisitions may include increasing our ownership interests in our equity method and cost method investees. Any decisions to increase such ownership interests will be driven by valuation and fit with our ownership strategy.
We believe that future cash flows generated from operations and existing cash and investments both domestically and internationally will be sufficient to finance capital requirements for our core businesses in those respective markets as well as shareholder distributions for the foreseeable future. Significant new joint ventures, acquisitions and/or other new business opportunities may require additional outside funding.
As discussed further in Note 15, we are in arbitration with Kraft Foods Global, Inc. (“Kraft”) for a commercial dispute relating We have borrowed funds domestically and continue to a distribution agreement we previously held with Kraft. As a part of those proceedings Kraft has claimed damages inclusive of a premium and interest for terminating the arrangement. We believe we have valid claims of material breach by Kraft under the Agreement. We also believe Kraft’s claim is highly inflated and based upon faulty analysis. However, should the arbitrationability to do so at reasonable interest rates; however, additional borrowings would result in increased interest expense in the future.
As described in Note 2, Acquisitions and Divestitures, to the consolidated financial statements included in Item 8 of Part II of this 10-K, in September 2014, we entered into a tender offer bid agreement with Starbucks Japan and our former joint venture partner, Sazaby League, Ltd., to acquire the remaining 60.5% ownership interest in Starbucks Japan for approximately $876 million, through a two-step tender offer. In the first quarter of fiscal 2015, we funded the first tender offer step with $509 million in offshore cash. We funded the second tender offer step in the second quarter of fiscal 2015 and the related cash-out procedure during the remainder of fiscal 2015, which required a combined total of $362 million in offshore cash. The remaining $6 million of the purchase price represents cash that was unclaimed by minority shareholders as of September 27,
2015 and is recorded in accrued liabilities on our consolidated balance sheets. There are no legal restrictions on the remaining unclaimed balance.
We consider the majority of undistributed earnings of our foreign subsidiaries and equity investees as of September 27, 2015 to be indefinitely reinvested and, accordingly, no U.S. income and foreign withholding taxes have been provided on such earnings. We have not, nor do we anticipate the need to, repatriate funds to the U.S. to satisfy domestic liquidity needs; however, in the event that we need to repatriate all or a portion of our foreign cash to the U.S., we would be subject to additional U.S. income taxes, which could be material. We do not believe it is practicable to calculate the potential tax impact of repatriation, as there is a significant amount of uncertainty around the calculation, including the availability and amount of foreign tax credits at the time of repatriation, tax rates in effect, and other indirect tax consequences associated with repatriation.
During each of the first three quarters of fiscal 2014, we declared and paid a cash dividend to shareholders of $0.13 per share. In the fourth quarter of fiscal 2014 and each of the first three quarters of fiscal 2015 we declared a cash dividend of $0.16 per share. Cash returned to shareholders through dividends in fiscal 2015 and 2014 totaled $958.7 million and $783.1 million, respectively. In the fourth quarter of fiscal 2015, we declared a cash dividend of $0.20 per share to be paid on November 27, 2015 with an unfavorable outcome,expected payout of approximately $297.0 million.
During fiscal years 2015 and 2014, we believerepurchased 29.0 million and 21.0 million shares of common stock, respectively, or $1.4 billion and $769.8 million, respectively, under share repurchase authorizations. On July 23, 2015, we have adequate liquidity.announced that our Board of Directors approved an increase of 50 million shares to our ongoing share repurchase program. The number of remaining shares authorized for repurchase at September 27, 2015 totaled 52.7 million.
Other than normal operating expenses, cash requirements for fiscal 20132016 are expected to consist primarily of capital expenditures for new company-operated stores; remodeling and refurbishment of, and equipment upgrades for, existing company-operated stores; systems and technology investments in theour stores and in the support infrastructure; new company-operated stores; and additional investments in manufacturing capacity. Total capital expenditures for fiscal 20132016 are expected to be approximately $1.2$1.4 billion.
DuringCash Flows
Cash provided by operating activities was $3.7 billion for fiscal 2015, compared to $607.8 million for fiscal 2014. The increase was driven by lapping the prior year payment of $2.8 billion for the Kraft arbitration matter. The remaining change of $377 million was primarily due to increased earnings, partially offset by changes in working capital accounts mainly due to timing.
Cash used by investing activities totaled $1.5 billion for fiscal 2015, compared to $817.7 million for fiscal 2014. The change was primarily due to the use of cash to acquire Sazaby's 39.5% ownership interest in Japan in the first three quartersquarter of fiscal 2011, we declared and paid2015, as well as lapping the liquidation of a cash dividend to shareholderssignificant portion of $0.13 per share. Inour offshore investment portfolio in the fourth quarter of fiscal 20112014 in order to fund the acquisition of Starbucks Japan. Additions to property, plant and equipment also contributed, driven by increased store renovations and additions for new store openings.
Cash used by financing activities for fiscal 2015 totaled $2.3 billion, compared to $623.3 million for fiscal 2014. The change was primarily due to increased cash returned to shareholders through higher share repurchases and dividend payments compared to fiscal 2014 and cash used to redeem our 2017 notes, as discussed above, as well as cash used to fund the second tender offer step and the first three quarterscash-out procedure of the Starbucks Japan acquisition in fiscal 2015. These changes were partially offset by incremental proceeds from the long-term debt we issued in June of fiscal 2012 we declared and paid a cash dividend of $0.17 per share. Cash dividends paid in fiscal 2012 and 2011 totaled $513 million and $390 million, respectively. In2015 over the fourth quarter, we declared a cash dividend of $0.21 per share to be paid on November 30, 2012 with an expected payout of $157 million.prior year's issuance.
During fiscal years 2012 and 2011, we repurchased 12 million and 16 million shares of common stock ($593 million and $556 million, respectively) under share repurchase authorizations. The number of remaining shares authorized for repurchase at September 30, 2012 totaled 12.1 million. On November 14, 2012, our Board of Directors authorized the repurchase of up to an additional 25 million shares under our share repurchase program.
Cash Flows
Cash provided by operating activities was $1.8 billion for fiscal year 2012, compared to $1.6 billion for fiscal year 2011. The slight increase was primarily attributable to an increase in net earnings in fiscal 2012. This was partially offset by a net increase in our working capital accounts, due primarily to increased payments on accounts payable.
Cash used by investing activities totaled $1.0 billion for fiscal years 2012 and 2011. Net cash proceeds on investment maturities were offset by an increase in capital expenditures, primarily for remodeling and renovating existing company-operated stores and opening new retail stores, the absence of cash proceeds from the sale of corporate real estate in the prior year and cash paid to acquire Evolution Fresh and Bay Bread, LLC (doing business as La Boulange) in the first and fourth quarters of fiscal 2012, respectively.
Cash used by financing activities for fiscal year 2012 totaled $746 million, compared to $608 million for fiscal year 2011. The increase was primarily due to an increase in cash returned to shareholders through higher dividend payments in fiscal 2012.
Contractual Obligations
The following table summarizes our contractual obligations and borrowings as of September 30, 201227, 2015, and the timing and effect that such commitments are expected to have on our liquidity and capital requirements in future periods (in millions):
| | | | Payments Due by Period | Payments Due by Period |
Contractual Obligations(1) | Total | | Less than 1 Year | | 1 - 3 Years | | 3 - 5 Years | | More than 5 Years | Total | | Less than 1 Year | | 1 - 3 Years | | 3 - 5 Years | | More than 5 Years |
Operating lease obligations(2) | $ | 4,060.2 |
| | $ | 787.9 |
| | $ | 1,368.9 |
| | $ | 934.9 |
| | $ | 968.5 |
| $ | 5,669.5 |
| | $ | 1,032.4 |
| | $ | 1,632.3 |
| | $ | 1,172.9 |
| | $ | 1,831.9 |
|
Purchase obligations(3) | 911.0 |
| | 727.9 |
| | 170.0 |
| | 13.1 |
| | — |
| |
Financing lease obligations(3) | | 47.1 |
| | 3.2 |
| | 6.4 |
| | 6.4 |
| | 31.1 |
|
Debt obligations(4) | 722.0 |
| | 34.4 |
| | 68.8 |
| | 618.8 |
| | — |
| | | | | | | | | |
Other obligations(5) | 94.9 |
| | 19.4 |
| | 9.6 |
| | 8.3 |
| | 57.6 |
| |
| Principal payments | | 2,350.0 |
| | — |
| | 400.0 |
| | 350.0 |
| | 1,600.0 |
|
Interest payments(4) | | 821.2 |
| | 67.9 |
| | 130.6 |
| | 118.4 |
| | 504.3 |
|
Purchase obligations(5) | | 1,257.1 |
| | 884.0 |
| | 284.7 |
| | 76.0 |
| | 12.4 |
|
Other obligations(6) | | 122.7 |
| | 19.2 |
| | 28.3 |
| | 13.0 |
| | 62.2 |
|
| Total | $ | 5,788.1 |
| | $ | 1,569.6 |
| | $ | 1,617.3 |
| | $ | 1,575.1 |
| | $ | 1,026.1 |
| $ | 10,267.6 |
| | $ | 2,006.7 |
| | $ | 2,482.3 |
| | $ | 1,736.7 |
| | $ | 4,041.9 |
|
| |
(1) | Income tax liabilities for uncertain tax positions were excluded as we are not able to make a reasonably reliable estimate of the amount and period of related future payments. As of September 30, 2012,27, 2015, we had $78.4$159.3 million of gross unrecognized tax benefits for uncertain tax positions. positions, which includes accrued interest and penalties. |
| |
(2) | Amounts include the direct lease obligations, excluding any taxes, insurance and other related expenses. |
| |
(3) | Amounts consist of build-to-suit lease arrangements primarily related to the Starbucks Japan acquisition, which are described further in Note 2, Acquisitions and Divestitures, to the consolidated financial statements included in Item 8 of Part II of this 10-K. |
| |
(4) | Amounts exclude any gain or loss upon settlement of related interest rate swap agreements, which are described further in Note 3, Derivative Financial Instruments, to the consolidated financial statements included in Item 8 of Part II of this 10-K. |
| |
(5) | Purchase obligations include agreements to purchase goods or services that are enforceable and legally binding on Starbucks and that specify all significant terms. Green coffee purchase commitments comprise 94%86% of total purchase obligations. |
| |
(4) | Debt amounts include principal maturities and scheduled interest payments on our long-term debt. |
| |
(5)(6) | Other obligations include other long-term liabilities primarily consisting of asset retirement obligations capital lease obligations and hedging instruments. |
Starbucks currently expects to fund these commitments primarily with operating cash flows generated in the normal course of business.
Off-Balance Sheet Arrangements
Off-balance sheet arrangements relate to operating lease and purchase commitments detailed in the footnotes to the consolidated financial statements included in Item 8 of Part II of this 10-K.
COMMODITY PRICES, AVAILABILITY AND GENERAL RISK CONDITIONS
Commodity price risk represents Starbucks primary market risk, generated by our purchases of green coffee and dairy products, among other things.items. We purchase, roast and sell high-quality whole bean arabica coffee and related products and risk arises from the price volatility of green coffee. In addition to coffee, we also purchase significant amounts of dairy products to support the needs of our company-operated stores. The price and availability of these commodities directly impacts our results of operations and can be expectedwe expect commodity prices, particularly coffee, to impact our future results of operations. For additional details see Product Supply in Item 1, as well as Risk Factors in Item 1A of this 10-K.
FINANCIAL RISK MANAGEMENT
Market risk is defined as the risk of losses due to changes in commodity prices, foreign currency exchange rates, equity security prices, and interest rates. We manage our exposure to various market-based risks according to a market price risk management policy. Under this policy, market-based risks are quantified and evaluated for potential mitigation strategies, such as entering into hedging transactions. The market price risk management policy governs how hedging instruments may be used to mitigate risk. Risk limits are set annually and prohibit speculative trading activity. We also monitor and limit the amount of associated counterparty credit risk. In general, hedging instruments do not have maturities in excess of fivethree years. Refer to
Note 3, Derivative Financial Instruments, to the consolidated financial statements included in Item 8 of Part II of this 10-K for further discussion of our hedging instruments. The sensitivity analyses disclosed below provide only a limited, point-in-time view of the market risk of the financial instruments discussed. The actual impact of the respective underlying rates and price changes on the financial instruments may differ significantly from those shown in the sensitivity analyses.
Commodity Price Risk
We purchase commodity inputs, including coffee, dairy products and diesel that are used in our operations and are subject to price fluctuations that impact our financial results. In addition toWe use a combination of pricing features embedded within supply contracts, such as fixed-price and price-to-be-fixed contracts for coffee purchases, we have entered into commodity hedgesand financial derivatives to manage our commodity price risk using financial derivative instruments.exposure.
The following table summarizes the potential impact as of September 30, 201227, 2015 to Starbucks future net earnings and other comprehensive income (“OCI”("OCI") from changes in commodity prices. The information provided below relates only to the hedging instruments and does not represent the corresponding changes in the underlying hedged items (in millions):
|
| | | | | | | | | | | | | | | |
| | Increase/(Decrease) to Net Earnings | | Increase/(Decrease) to OCI |
| | 10% Increase in Underlying Rate | | 10% Decrease in Underlying Rate | | 10% Increase in Underlying Rate | | 10% Decrease in Underlying Rate |
| Commodity hedges | $ | 10 |
| | $ | (10 | ) | | $ | 13 |
| | $ | (13 | ) |
|
| | | | | | | | | | | | | | | |
| | Increase/(Decrease) to Net Earnings | | Increase/(Decrease) to OCI |
| | 10% Increase in Underlying Rate | | 10% Decrease in
Underlying Rate | | 10% Increase in
Underlying Rate | | 10% Decrease in
Underlying Rate |
| Commodity hedges | $ | 6 |
| | $ | (6 | ) | | $ | 4 |
| | $ | (4 | ) |
Foreign Currency Exchange Risk
The majority of our revenue, expense and capital purchasing activities are transacted in USU.S. dollars. However, because a portion of our operations consists of activities outside of the US,U.S., we have transactions in other currencies, primarily the Canadian dollar, Japanese yen, Chinese renminbi, British pound, euro,South Korean won and Japanese yen. As a result,euro. To reduce cash flow volatility from foreign currency fluctuations, we may engage in
transactions involving variousenter into derivative instruments to hedge revenues,portions of cash flows of anticipated intercompany royalty payments, inventory purchases, assets, and liabilities denominatedcertain other transactions in foreign currencies.
Ascurrencies other than the functional currency of the entity that enters into the arrangements, as well as the translation risk of certain balance sheet items. See September 30, 2012Note 3, we had forward foreign exchange contracts that hedge portionsDerivative Financial Instruments, to the consolidated financial statements included in Item 8 of anticipated international revenue streams and inventory purchases. In addition, we had forward foreign exchange contracts that qualify as accounting hedgesPart II of our net investment in Starbucks Japan to minimize foreign currency exposure.Starbucks also had forward foreign exchange contracts that are not designated as hedging instrumentsthis 10-K for accounting purposes (free standing derivatives), but which largely offset the financial impact of translating certain foreign currency denominated payables and receivables. Increases or decreases in the fair value of these derivatives are generally offset by corresponding decreases or increases in the US dollar value of our foreign currency denominated payables and receivables (i.e. “hedged items”) that would occur within the period.further discussion.
The following table summarizes the potential impact as of September 30, 201227, 2015 to Starbucks future net earnings and other comprehensive income (“OCI”("OCI") from changes in the fair value of these derivative financial instruments due in turn to a change in the value of the USU.S. dollar as compared to the level of foreign exchange rates. The information provided below relates only to the hedging instruments and does not represent the corresponding changes in the underlying hedged items (in millions):
|
| | | | | | | | | | | | | | | |
| | Increase/(Decrease) to Net Earnings | | Increase/(Decrease) to OCI |
| | 10% Increase in Underlying Rate | | 10% Decrease in Underlying Rate | | 10% Increase in Underlying Rate | | 10% Decrease in Underlying Rate |
| Foreign currency hedges | $ | 8 |
| | $ | (8 | ) | | $ | 30 |
| | $ | (30 | ) |
|
| | | | | | | | | | | | | | | |
| | Increase/(Decrease) to Net Earnings | | Increase/(Decrease) to OCI |
| | 10% Increase in
Underlying Rate | | 10% Decrease in
Underlying Rate | | 10% Increase in
Underlying Rate | | 10% Decrease in
Underlying Rate |
| Foreign currency hedges | $ | 10 |
| | $ | (10 | ) | | $ | 120 |
| | $ | (120 | ) |
Equity Security Price Risk
We have minimal exposure to price fluctuations on equity mutual funds and equity exchange-traded funds within our trading securities portfolio. The tradingTrading securities approximate a portion of our liability under the Management Deferred Compensation Plan (“MDCP”). A corresponding liability is included in accrued compensation and related costs on the consolidated balance sheets. These investments are recorded at fair value with unrealized holding gains and losses recognizedrecorded in net interest income and other in the consolidated statements of earnings. The offsetting changesOur trading securities portfolio approximates a portion of our liability under our Management Deferred Compensation Plan ("MDCP"), which is included in accrued compensation and related costs, within accrued liabilities on the consolidated balance sheets. Changes in our MDCP liability are recorded in general and administrative expenses. expenses in the consolidated statements of earnings.
We performed a sensitivity analysis based on a 10% change in the underlying equity prices of our investments as of September 30, 201227, 2015 and determined that such a change would not have a significant impact on the fair value of these instruments.
Interest Rate Risk
Long-term Debt
We utilize short-term and long-term financing and may use interest rate hedges to manage the effect ofour overall interest rate changes onexpense related to our existing fixed-rate debt, as well as to hedge the variability in cash flows due to changes in the benchmark interest rate related to anticipated issuance of new debt. As ofdebt issuances. See Note 3September 30, 2012, Derivative Financial Instruments and October 2, 2011Note 9, we did not have anyDebt, to the consolidated financial statements included in Item 8 of Part II of this 10-K for further discussion of our interest rate hedge agreements outstanding.and details of the components of our long-term debt, respectively, as of September 27, 2015. The following table summarizes the impact of a change in interest rates as of September 30, 201227, 2015 on the fair value of Starbucks debt (in millions):
|
| | | | | | | | | | | |
| | | | Change in Fair Value |
| | Fair Value | | 100 Basis Point Increase in Underlying Rate | | 100 Basis Point Decrease in Underlying Rate |
| |
| Debt | $ | 674 |
| | $ | 29 |
| | $ | (29 | ) |
|
| | | | | | | | | | | | | | |
| | | | | | Change in Fair Value |
| | Stated Interest Rate | | Fair Value | | 100 Basis Point Increase in Underlying Rate | | 100 Basis Point Decrease in Underlying Rate |
| | |
| 2016 notes | 0.875 | % | | $ | 400 |
| | $ | (5 | ) | | $ | 5 |
|
| 2018 notes | 2.000 | % | | $ | 354 |
| | $ | (11 | ) | | $ | 11 |
|
| 2022 notes | 2.700 | % | | $ | 503 |
| | $ | (31 | ) | | $ | 31 |
|
| 2023 notes | 3.850 | % | | $ | 790 |
| | $ | (54 | ) | | $ | 54 |
|
| 2045 notes | 4.300 | % | | $ | 355 |
| | $ | (61 | ) | | $ | 61 |
|
Available-for-Sale Securities
Our available-for-sale securities comprise a diversified portfolio consisting mainly of fixed incomefixed-income instruments. The primary objectivesobjective of these investments areis to preserve capital and liquidity. Available-for-sale securities are recorded on the consolidated balance sheets at fair value with unrealized gains and losses reported as a component
of accumulated other comprehensive income. We do not hedge the interest rate exposure on our available-for-sale securities. We performed a sensitivity analysis based on a 100 basis point change in the underlying interest rate of our available-for-sale securities as of September 30, 2012,27, 2015, and determined that such a change would not have a significant impact on the fair value of these instruments.
APPLICATION OF CRITICAL ACCOUNTING POLICIES
Critical accounting policies are those that management believes are both most important to the portrayal of our financial condition and results and require the most difficult, subjective or complex judgments, often as a result of the need to make estimates about the effect of matters that are inherently uncertain. Judgments and uncertainties affecting the application of those policies may result in materially different amounts being reported under different conditions or using different assumptions.
Our significant accounting policies are discussed in Note 1, Summary of Significant Accounting Policies, to the consolidated financial statements included in Item 8 of Part II of this 10-K. We believe that of our significant accounting policies, the following policies involve a higher degree of judgment and/or complexity. We consider financial reporting and disclosure practices and accounting policies quarterly to ensure that they provide accurate and transparent information relative to the current economic and business environment. During the past three fiscal years, we have not made any material changes to the accounting methodologies used to assess the areas discussed below, unless noted otherwise.
Property, Plant and Equipment and Other Finite-Lived Assets
We believe that of our significant accounting policies, the following policies involve a higher degree of judgment and/or complexity:
Asset Impairment
Whenevaluate property, plant and equipment and other finite-lived assets for impairment when facts and circumstances indicate that the carrying values of long-livedsuch assets may not be recoverable,recoverable. When evaluating for impairment, we evaluate long-lived assets for impairment. We first compare the carrying value of the asset to the asset’s estimated future undiscounted cash flows. If the estimated undiscounted future cash flows are less than the carrying value of the asset, we measuredetermine if we have an impairment loss based onby comparing the carrying value of the asset to the asset's estimated fair value and recognize an impairment charge when the asset’s carrying value exceeds its estimated fair value. The adjusted carrying amount of the asset becomes its new cost basis and is depreciated over the asset's remaining useful life.
Long-lived assets are grouped with other assets and liabilities at the lowest level for which identifiable cash flows are largely independent of the cash flows of other assets and liabilities. For retailcompany-operated store assets, the impairment test is performed at the individual store asset group level. The fair value of a store’s assets is estimated using a discounted cash flow model based on internal projections. Key assumptions used in this calculation include revenue growth, operating expenses and a discount rate that we believe a buyer would assume when determining a purchase price for the store. Estimates of revenue growth and operating expenses are based on internal projections and consider a store’s historical performance, local market economics and the business environment impacting the store’s performance. These estimates are subjective and can be significantly impacted by changes in the business or economic conditions.model. For non-retailother long-lived assets, fair value is determined using an approach that is appropriate based on the relevant facts and circumstances, which may include discounted cash flows, comparable transactions, or comparable company analyses.
Our impairment loss calculations contain uncertainties because they require management to make assumptions and to apply judgment to estimate future cash flows and asset fair values. Key assumptions used in estimating future cash flows and asset fair values includinginclude projected revenue growth and operating expenses, as well as forecasting asset useful lives. Further,lives and selecting an appropriate discount rate. For company-operated stores, estimates of revenue growth and operating expenses are based on internal projections and consider the store’s historical performance, the local market economics and the business environment impacting the store’s performance. The discount rate is selected based on what we believe a buyer would assume when determining a purchase price for the store. These estimates are subjective and our ability to realize undiscountedfuture cash flows in excess of the carryingand asset fair values of our assets is affected by factors such as the ongoing maintenance and improvement of the assets, changes in economic conditions, and changes in operating performance.
During the past three fiscal years, we have not made any material2015, there were no significant changes in the accounting methodology that we use to assess long-lived asset impairment loss. For the foreseeable future, we do not believe there is a reasonable likelihood that there will be a material change in theany of our estimates or assumptions that we use to calculate long-lived assethad a material impact on the outcome of our impairment losses.calculations. However, as we periodically reassess estimated future cash flows and asset fair values, changes in our estimates and assumptions may cause us to realize material impairment charges in the future.
Goodwill Impairmentand Indefinite-Lived Intangible Assets
We testevaluate goodwill and indefinite-lived intangible assets (primarily trade names and trademarks) for impairment on an annual basisannually during our third fiscal quarter, or more frequently if an event occurs or circumstances such as material deterioration in performance or a significant number of store closures,change that would indicate reporting unit carrying valuesthat impairment may exceed their fair values.Whenexist. When evaluating goodwill for impairment, we may first perform a qualitative assessment to determine whether it is more likely than not that a reporting unit or intangible asset group is impaired. If we do not perform a qualitative assessment, or if we determine that it is not more likely than not that the fair value of the reporting unit is more likely than not greater than theor intangible asset group exceeds its carrying amount. If not,amount, we calculate the implied estimated fair value of the reporting unit.unit or intangible asset group. Fair value is the price a market participant would pay for the reporting unit or intangible asset and is typically calculated using an income approach, such as a discounted cash flow or relief-from-royalty method. For certain reporting units, where deemed appropriate, we may also utilize a market approach. Under the market approach, fair value is estimated by reviewing prices in market transactions involving identical or comparable assets or liabilities with a similar risk profile. If the carrying amount of goodwillthe reporting unit or intangible asset group exceeds the implied estimated fair value, an impairment charge is recorded to reduce the carrying value to the implied estimated fair value. The fair value of each of our reporting units is the price
Our decision to perform a
willing buyer would pay qualitative impairment assessment for the reporting unit and is typically calculated using a discounted cash flow model. Key assumptions used in this calculation include revenue growth, operating expenses and a discount rate that we believe a buyer would assume when determining a purchase price for the reporting unit. Estimates of revenue growth and operating expenses are based on internal projections considering a reporting unit’s past performance and forecasted growth, local market economics and the local business environment impacting the reporting unit’s performance. The discount rate is calculated using an estimated cost of capital for a retail operator to operate theindividual reporting unit in a given year is influenced by a number of factors, inclusive of the region. These estimates are highly subjective judgmentssize of the reporting unit's goodwill, the significance of the excess of the reporting unit's estimated fair value over carrying value at the last quantitative assessment date, the amount of time in between quantitative fair value assessments and can be significantly impacted by changes in the business or economic conditions.
Ourdate of acquisition. During fiscal 2015, as part of our annual goodwill impairment loss calculations contain uncertainties because they require management to make assumptions inanalysis, we performed the qualitative assessment for approximately $941 million, or 60%, of our total goodwill balance of $1.6 billion, the majority of which resides in our Japan retail, U.S. company-operated and Canada company-operated reporting units. Our Japan retail reporting unit, which was acquired in fiscal 2015, represented approximately $730 million of the reporting unit and require management to apply judgment to estimate the fair value of our reporting units, including estimating future cash flows, and if necessary, the fair value of a reporting units’ assets and liabilities. Further, our ability to realize the future cash flows used in our fair value calculations is affected by factors such as changes in economic conditions, changes in our operating performance, and changes in our business strategies.goodwill balance that was assessed qualitatively.
As a part of our ongoing operations, we may close certain stores within a reporting unit containing goodwill due to underperformance of the store or inability to renew our lease, among other reasons. We may abandon certain assets associated with a closed store, including leasehold improvements and other non-transferable assets. Under GAAP, whenWhen a portion of a reporting unit that constitutes a business is to be disposed of, goodwillthe associated with the businessgoodwill is included in the carrying amount of the business inwhen determining any loss on disposal. Our evaluation of whether the portion of a reporting unit being disposed of constitutes a business occurs on the date of abandonment. Although an operating store meets the accounting definition of a business prior to abandonment, it does not constitute a business on the closure date because the remaining assets on that date do not constitute an integrated set of assets that are capable of being conducted and managed for the purpose of providing a return to investors. As a result, when closing individual stores, we do not include goodwill in the calculation of any loss on disposal of the related assets. As noted above, ifIf store closures are indicative of potential impairment of goodwill at the reporting unit level, we perform an evaluation of our reporting unit goodwill when such closures occur.
DuringOur impairment calculations contain uncertainties because they require management to make assumptions and to apply judgment when performing a qualitative assessment or when estimating future cash flows and asset fair values. Key assumptions used in estimating future cash flows and asset fair values typically include projected revenue growth and operating expenses related to existing businesses, product innovation and new store concepts, as well as selecting an appropriate discount rate. For indefinite-lived intangible assets, management also makes assumptions around the royalty rate that could hypothetically be charged by a licensor of the asset to an unrelated licensee. For a goodwill reporting unit, estimates of revenue growth and operating expenses are based on internal projections considering the reporting unit’s past three fiscal years, we have not made any materialperformance and forecasted growth, strategic initiatives, local market economics and the local business environment impacting the reporting unit’s performance. The discount rate is selected based on the estimated cost of capital for a market participant to operate the reporting unit in the region. For indefinite-lived intangible assets, estimates of revenue growth are based on internal projections considering the intangible asset group's past performance and forecasted growth, and the royalty rate used is based on observed market royalty rates for similar licensing arrangements, adjusted for our particular facts and circumstances. The discount rate is
selected based on the estimated cost of capital that reflects the risk profile of the related business. These estimates are highly subjective judgments and our ability to realize the future cash flows used in our fair value calculations is affected by factors such as the success of strategic initiatives, changes in the accounting methodology that we use to assess goodwill impairment loss. economic conditions, changes in our operating performance, and changes in our business strategies, including retail initiatives and international expansion.
For fiscal 2012,2015, we determined the fair value of our material reporting units was substantiallyand intangible asset groups were significantly in excess of their carrying values. Accordingly, we did not recognize any goodwill impairmentsmaterial impairment charges during the current fiscal year. We do not believeDuring fiscal 2015, there is a reasonable likelihood that there will be a material changewere no significant changes in theany of our estimates or assumptions that we use to test forhad a material impact on the outcome of our impairment losses on goodwill in the foreseeable future.calculations. However, as we periodically reassess our fair value calculations, including estimated future cash flows and asset fair values, changes in our estimates and assumptions may cause us to realize material impairment charges in the future.
Self Insurance Reserves
We use a combination of insurance and self-insurance mechanisms, including a wholly owned captive insurance entity and participation in a reinsurance treaty, to provide for the potential liabilities for certain risks, including workers’ compensation, healthcare benefits, general liability, property insurance, and director and officers’ liability insurance. Key assumptions used in the estimate of our self insurance reserves include the amount of claims incurred but not reported at the balance sheet date. These liabilities, which are associated with the risks that are retained by Starbucks are not discounted and are estimated, in part, by considering historical claims experience, demographic, exposure and severity factors, and other actuarial assumptions. The estimated accruals for these liabilities could be significantly affected if future occurrences and claims differ from these assumptions and historical trends.
Our self-insurance reserves contain uncertainties because management is required to make assumptions and to apply judgment to estimate the ultimate cost to settle reported claims and claims incurred but not reported at the balance sheet date. Periodically, we review our assumptions to determine the adequacy of our self-insurance reserves.
During the past three fiscal years, we have not made any material changes in the accounting methodology that we use to calculate our self-insurance reserves. We do not believe there is a reasonable likelihood that there will be a material change in the estimates or assumptions that we use to calculate our self-insurance reserves for the foreseeable future. However, if actual results are not consistent with our estimates or assumptions, we may be exposed to losses or gains that could be material.
A 10% change in our self-insurance reserves at September 30, 2012 would have affected net earnings by approximately $10 million in fiscal 2012.
Income Taxes
We recognize deferred tax assets and liabilities based on the differences between the financial statement carrying amounts and the respective tax bases of our assets and liabilities. Deferred tax assets and liabilities are measured using current enacted tax rates expected to apply to taxable income in the years in which we expect the temporary differences to reverse. We routinely evaluate the likelihood of realizing the benefit of our deferred tax assets and may record a valuation allowance if, based on all available evidence, we determine that some portion of the tax benefit will not be realized. Changes in tax laws and rates may affect recorded deferred tax assets and liabilities and our effective tax rate in the future; however, we do not expect changes from recently enacted tax laws to be material to the consolidated financial statements.
In evaluating our ability to recover our deferred tax assets within the jurisdiction from which they arise, we consider all available positive and negative evidence, including scheduled reversals of deferred tax liabilities, projected future taxable income, tax-planning strategies, and results of operations. In projecting future taxable income, we consider historical results and incorporate assumptions about the amount of future state, federal, and foreign pretax operating income adjusted for items that do not have tax consequences. Our assumptions regarding future taxable income are consistent with the plans and estimates we are using to manage the underlying businesses. In evaluating the objective evidence that historical results provide, we consider three years of cumulative operating income/(loss).
In addition, our income tax returns are periodically audited by domestic and foreign tax authorities. These audits include questions regardingreview of our tax filing positions, including the timing and amount of deductions taken and the allocation of income among variousbetween tax jurisdictions. We evaluate our exposures associated with our various tax filing positions; wepositions and recognize a tax benefit only if it is more likely than not that the tax position will be sustained onupon examination by the relevant taxing authorities, including resolutions of any related appeals or litigation processes, based on the technical merits of our position. For uncertain tax positions that do not meet this threshold, we record a related liability. We adjust our unrecognized tax benefitsbenefit liability and income tax expense in the period in which the uncertain tax position is effectively settled, the statute of limitations expires for the relevant taxing authority to examine the tax position, or when new information becomes available. As discussed in Note 13, Income Taxes, to the consolidated financial statements included in Item 8 of Part II of this 10-K, there is a reasonable possibility that our unrecognized tax benefit liability will be adjusted within 12 months due to the expiration of a statute of limitations and expected consent from taxing authorities. IncomeWe have generated income in certain foreign jurisdictions that has not been subject to USU.S. income taxes. We intend to reinvest these earnings for the foreseeable future. IfWhile we do not expect to repatriate cash to the U.S. to satisfy domestic liquidity needs, if these amounts were distributed to the US,U.S., in the form of dividends or otherwise, we would be subject to additional USU.S. income taxes, which could be material. Determination of the amount of unrecognized deferred income tax liabilities on these earnings is not practicable because such liability, if any, is dependent on circumstances existing if and when remittance occurs.
Our income tax expense, deferred tax assets and liabilities, and liabilities for unrecognized tax benefits reflect management’s best assessment of estimated current and future taxes to be paid. Deferred tax asset valuation allowances and our liabilityliabilities for unrecognized tax benefits require significant management judgment regarding applicable statutes and their related interpretation, the status of various income tax audits, and our particular facts and circumstances. Although we believe that the judgments and estimates discussed herein are reasonable, actual results could differ, and we may be exposed to losses or gains that could be material. To the extent we prevail in matters for which a liability has been established, or are required to pay amounts in excess of our established liability, our effective income tax rate in a given financial statement period could be materially affected.
RECENT ACCOUNTING PRONOUNCEMENTS
Litigation Accruals
We are involved in various claims and legal actions that arise in the ordinary courseSee Note 1, Summary of business. Legal and other contingency reserves and related disclosures are based on our assessment of the likelihood of a potential loss and our ability to estimate the loss or range of loss, which includes consultation with outside legal counsel and advisors. We record reserves related to legal matters when it is probable that a loss has been incurred and the range of such loss can be reasonably estimated. Such assessments are reviewed each period and revised, based on current facts and circumstances and historical experience with similar claims, as necessary.Our disclosures of and accruals for litigation claims, if any, contain uncertainties because management is required to use judgment to estimate the probability of a loss and a range of possible losses related to each claim. Note 15Significant Accounting Policies, to the consolidated financial statements describes the Company’s legal and other contingent liability matters.
As we periodically review our assessmentsPart II of litigation accruals, we may change our assumptions with respect to loss probabilities and ranges of potential losses. Any changes in these assumptions could have a material impact on our future results of operations.
RECENT ACCOUNTING PRONOUNCEMENTS
See Note 1 to the consolidated financial statements in this 10-K for a detailed description of recent accounting pronouncements. We do not expect these recently issued accounting pronouncements to have a material impact on our results
| |
Item 7A. | Quantitative and Qualitative Disclosures About Market Risk |
Item 7A. Quantitative and Qualitative Disclosures About Market Risk
The information required by this item is incorporated by reference to the section entitled “Management’s"Management’s Discussion and Analysis of Financial Condition and Results of Operations — Commodity Prices, Availability and General Risk Conditions”Conditions" and “Management’s"Management’s Discussion and Analysis of Financial Condition and Results of Operations — Financial Risk Management”Management" in Item 7 of this Report.
| |
| Item 8. | Financial Statements and Supplementary Data |
STARBUCKS CORPORATION
CONSOLIDATED STATEMENTS OF EARNINGS
(in millions, except per share data)
| | | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Oct 3,
2010 | Sep 27,
2015 | | Sep 28,
2014 | | Sep 29,
2013 |
| Net revenues: | | | | | | | | | | |
| Company-operated stores | $ | 10,534.5 |
| | $ | 9,632.4 |
| | $ | 8,963.5 |
| $ | 15,197.3 |
| | $ | 12,977.9 |
| | $ | 11,793.2 |
|
| Licensed stores | 1,210.3 |
| | 1,007.5 |
| | 875.2 |
| 1,861.9 |
| | 1,588.6 |
| | 1,360.5 |
|
| CPG, foodservice and other | 1,554.7 |
| | 1,060.5 |
| | 868.7 |
| 2,103.5 |
| | 1,881.3 |
| | 1,713.1 |
|
| Total net revenues | 13,299.5 |
| | 11,700.4 |
| | 10,707.4 |
| 19,162.7 |
| | 16,447.8 |
| | 14,866.8 |
|
| Cost of sales including occupancy costs | 5,813.3 |
| | 4,915.5 |
| | 4,416.5 |
| 7,787.5 |
| | 6,858.8 |
| | 6,382.3 |
|
| Store operating expenses | 3,918.1 |
| | 3,594.9 |
| | 3,471.9 |
| 5,411.1 |
| | 4,638.2 |
| | 4,286.1 |
|
| Other operating expenses | 429.9 |
| | 392.8 |
| | 279.7 |
| 522.4 |
| | 457.3 |
| | 431.8 |
|
| Depreciation and amortization expenses | 550.3 |
| | 523.3 |
| | 510.4 |
| 893.9 |
| | 709.6 |
| | 621.4 |
|
| General and administrative expenses | 801.2 |
| | 749.3 |
| | 704.6 |
| 1,196.7 |
| | 991.3 |
| | 937.9 |
|
| Restructuring charges | — |
| | — |
| | 53.0 |
| |
| Litigation charge/(credit) | | — |
| | (20.2 | ) | | 2,784.1 |
|
| Total operating expenses | 11,512.8 |
| | 10,175.8 |
| | 9,436.1 |
| 15,811.6 |
| | 13,635.0 |
| | 15,443.6 |
|
| Gain on sale of properties | — |
| | 30.2 |
| | — |
| |
| Income from equity investees | 210.7 |
| | 173.7 |
| | 148.1 |
| 249.9 |
| | 268.3 |
| | 251.4 |
|
| Operating income | 1,997.4 |
| | 1,728.5 |
| | 1,419.4 |
| |
| Operating income/(loss) | | 3,601.0 |
| | 3,081.1 |
| | (325.4 | ) |
| Gain resulting from acquisition of joint venture | | 390.6 |
| | — |
| | — |
|
| Loss on extinguishment of debt | | (61.1 | ) | | — |
| | — |
|
| Interest income and other, net | 94.4 |
| | 115.9 |
| | 50.3 |
| 43.0 |
| | 142.7 |
| | 123.6 |
|
| Interest expense | (32.7 | ) | | (33.3 | ) | | (32.7 | ) | (70.5 | ) | | (64.1 | ) | | (28.1 | ) |
| Earnings before income taxes | 2,059.1 |
| | 1,811.1 |
| | 1,437.0 |
| |
| Income taxes | 674.4 |
| | 563.1 |
| | 488.7 |
| |
| Earnings/(loss) before income taxes | | 3,903.0 |
| | 3,159.7 |
| | (229.9 | ) |
| Income tax expense/(benefit) | | 1,143.7 |
| | 1,092.0 |
| | (238.7 | ) |
| Net earnings including noncontrolling interests | 1,384.7 |
| | 1,248.0 |
| | 948.3 |
| 2,759.3 |
| | 2,067.7 |
| | 8.8 |
|
| Net earnings (loss) attributable to noncontrolling interests | 0.9 |
| | 2.3 |
| | 2.7 |
| |
| Net earnings/(loss) attributable to noncontrolling interests | | 1.9 |
| | (0.4 | ) | | 0.5 |
|
| Net earnings attributable to Starbucks | $ | 1,383.8 |
| | $ | 1,245.7 |
| | $ | 945.6 |
| $ | 2,757.4 |
| | $ | 2,068.1 |
| | $ | 8.3 |
|
| Earnings per share — basic | $ | 1.83 |
| | $ | 1.66 |
| | $ | 1.27 |
| $ | 1.84 |
| | $ | 1.37 |
| | $ | 0.01 |
|
| Earnings per share — diluted | $ | 1.79 |
| | $ | 1.62 |
| | $ | 1.24 |
| $ | 1.82 |
| | $ | 1.35 |
| | $ | 0.01 |
|
| Weighted average shares outstanding: | | | | | | | | | | |
| Basic | 754.4 |
| | 748.3 |
| | 744.4 |
| 1,495.9 |
| | 1,506.3 |
| | 1,498.5 |
|
| Diluted | 773.0 |
| | 769.7 |
| | 764.2 |
| 1,513.4 |
| | 1,526.3 |
| | 1,524.5 |
|
| Cash dividends declared per share | $ | 0.72 |
| | $ | 0.56 |
| | $ | 0.36 |
| |
See Notes to Consolidated Financial Statements.
STARBUCKS CORPORATION
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(in millions)
|
| | | | | | | | | | | |
| | Sep 27,
2015 | | Sep 28,
2014 | | Sep 29,
2013 |
| Net earnings including noncontrolling interests | $ | 2,759.3 |
| | $ | 2,067.7 |
| | $ | 8.8 |
|
| Other comprehensive income/(loss), net of tax: | | | | | |
| Unrealized holding gains/(losses) on available-for-sale securities | 1.4 |
| | 1.6 |
| | (0.6 | ) |
| Tax (expense)/benefit | (0.5 | ) | | (0.6 | ) | | 0.2 |
|
| Unrealized gains/(losses) on cash flow hedging instruments | 47.6 |
| | 24.1 |
| | 47.1 |
|
| Tax (expense)/benefit | (16.8 | ) | | (7.8 | ) | | (24.6 | ) |
| Unrealized gains/(losses) on net investment hedging instruments | 4.3 |
| | 25.5 |
| | 32.8 |
|
| Tax (expense)/benefit | (1.6 | ) | | (9.4 | ) | | (12.1 | ) |
| Translation adjustment | (222.7 | ) | | (75.8 | ) | | (41.6 | ) |
| Tax (expense)/benefit | 6.0 |
| | (1.6 | ) | | 0.3 |
|
| Reclassification adjustment for net (gains)/losses realized in net earnings for available-for-sale securities, hedging instruments, and translation adjustment | (65.9 | ) | | (1.5 | ) | | 46.3 |
|
| Tax expense/(benefit) | 23.5 |
| | 3.8 |
| | (3.5 | ) |
| Other comprehensive income/(loss) | (224.7 | ) | | (41.7 | ) | | 44.3 |
|
| Comprehensive income including noncontrolling interests | 2,534.6 |
| | 2,026.0 |
| | 53.1 |
|
| Comprehensive income/(loss) attributable to noncontrolling interests | (29.2 | ) | | (0.4 | ) | | 0.5 |
|
| Comprehensive income attributable to Starbucks | $ | 2,563.8 |
| | $ | 2,026.4 |
| | $ | 52.6 |
|
See Notes to Consolidated Financial Statements.
STARBUCKS CORPORATION
CONSOLIDATED BALANCE SHEETS
(in millions, except per share data)
| | | | Sep 30,
2012 | | Oct 2,
2011 | Sep 27,
2015 | | Sep 28,
2014 |
| ASSETS | | | | | | |
| Current assets: | | | | | | |
| Cash and cash equivalents | $ | 1,188.6 |
| | $ | 1,148.1 |
| $ | 1,530.1 |
| | $ | 1,708.4 |
|
| Short-term investments | 848.4 |
| | 902.6 |
| 81.3 |
| | 135.4 |
|
| Accounts receivable, net | 485.9 |
| | 386.5 |
| 719.0 |
| | 631.0 |
|
| Inventories | 1,241.5 |
| | 965.8 |
| 1,306.4 |
| | 1,090.9 |
|
| Prepaid expenses and other current assets | 196.5 |
| | 161.5 |
| 334.2 |
| | 285.6 |
|
| Deferred income taxes, net | 238.7 |
| | 230.4 |
| 381.7 |
| | 317.4 |
|
| Total current assets | 4,199.6 |
| | 3,794.9 |
| 4,352.7 |
| | 4,168.7 |
|
| Long-term investments — available-for-sale securities | 116.0 |
| | 107.0 |
| |
| Long-term investments | | 312.5 |
| | 318.4 |
|
| Equity and cost investments | 459.9 |
| | 372.3 |
| 352.0 |
| | 514.9 |
|
| Property, plant and equipment, net | 2,658.9 |
| | 2,355.0 |
| 4,088.3 |
| | 3,519.0 |
|
| Other assets | 385.7 |
| | 409.6 |
| |
| Deferred income taxes, net | | 828.9 |
| | 903.3 |
|
| Other long-term assets | | 415.9 |
| | 198.9 |
|
| Other intangible assets | | 520.4 |
| | 273.5 |
|
| Goodwill | 399.1 |
| | 321.6 |
| 1,575.4 |
| | 856.2 |
|
| TOTAL ASSETS | $ | 8,219.2 |
| | $ | 7,360.4 |
| $ | 12,446.1 |
| | $ | 10,752.9 |
|
| LIABILITIES AND EQUITY | | | | | | |
| Current liabilities: | | | | | | |
| Accounts payable | $ | 398.1 |
| | $ | 540.0 |
| $ | 684.2 |
| | $ | 533.7 |
|
| Accrued liabilities | 1,133.8 |
| | 940.9 |
| 1,760.7 |
| | 1,514.4 |
|
| Insurance reserves | 167.7 |
| | 145.6 |
| 224.8 |
| | 196.1 |
|
| Deferred revenue | 510.2 |
| | 449.3 |
| |
| Stored value card liability | | 983.8 |
| | 794.5 |
|
| Total current liabilities | 2,209.8 |
| | 2,075.8 |
| 3,653.5 |
| | 3,038.7 |
|
| Long-term debt | 549.6 |
| | 549.5 |
| 2,347.5 |
| | 2,048.3 |
|
| Other long-term liabilities | 345.3 |
| | 347.8 |
| 625.3 |
| | 392.2 |
|
| Total liabilities | 3,104.7 |
| | 2,973.1 |
| 6,626.3 |
| | 5,479.2 |
|
| Shareholders’ equity: | | | | | | |
| Common stock ($0.001 par value) — authorized, 1,200.0 shares; issued and outstanding, 749.3 and 744.8 shares, respectively (includes 3.4 common stock units in both periods) | 0.7 |
| | 0.7 |
| |
| Common stock ($0.001 par value) — authorized, 2,400.0 shares; issued and outstanding, 1,485.1 and 1,499.1 shares, respectively | | 1.5 |
| | 0.7 |
|
| Additional paid-in capital | 39.4 |
| | 40.5 |
| 41.1 |
| | 39.4 |
|
| Retained earnings | 5,046.2 |
| | 4,297.4 |
| 5,974.8 |
| | 5,206.6 |
|
| Accumulated other comprehensive income | 22.7 |
| | 46.3 |
| |
| Accumulated other comprehensive income/(loss) | | (199.4 | ) | | 25.3 |
|
| Total shareholders’ equity | 5,109.0 |
| | 4,384.9 |
| 5,818.0 |
| | 5,272.0 |
|
| Noncontrolling interests | 5.5 |
| | 2.4 |
| |
| Noncontrolling interest | | 1.8 |
| | 1.7 |
|
| Total equity | 5,114.5 |
| | 4,387.3 |
| 5,819.8 |
| | 5,273.7 |
|
| TOTAL LIABILITIES AND EQUITY | $ | 8,219.2 |
| | $ | 7,360.4 |
| $ | 12,446.1 |
| | $ | 10,752.9 |
|
See Notes to Consolidated Financial Statements.
STARBUCKS CORPORATION
CONSOLIDATED STATEMENTS OF CASH FLOWS
| | | Fiscal Year Ended | Sep 30,
2012 | | Oct 2,
2011 | | Oct 3,
2010 | Sep 27,
2015 | | Sep 28,
2014 | | Sep 29,
2013 |
| OPERATING ACTIVITIES: | | | | | | | | | | |
| Net earnings including noncontrolling interests | $ | 1,384.7 |
| | $ | 1,248.0 |
| | $ | 948.3 |
| $ | 2,759.3 |
| | $ | 2,067.7 |
| | $ | 8.8 |
|
| Adjustments to reconcile net earnings to net cash provided by operating activities: | | | | | | | | | | |
| Depreciation and amortization | 580.6 |
| | 550.0 |
| | 540.8 |
| 933.8 |
| | 748.4 |
| | 655.6 |
|
| Gain on sale of properties | — |
| | (30.2 | ) | | — |
| |
| Litigation charge | | — |
| | — |
| | 2,784.1 |
|
| Deferred income taxes, net | 61.1 |
| | 106.2 |
| | (42.0 | ) | 21.2 |
| | 10.2 |
| | (1,045.9 | ) |
| Income earned from equity method investees, net of distributions | (49.3 | ) | | (32.9 | ) | | (17.2 | ) | |
| Gain resulting from acquisition of joint ventures | — |
| | (55.2 | ) | | (23.1 | ) | |
| Income earned from equity method investees | | (190.2 | ) | | (182.7 | ) | | (171.8 | ) |
| Distributions received from equity method investees | | 148.2 |
| | 139.2 |
| | 115.6 |
|
| Gain resulting from acquisition/sale of equity in joint ventures and certain retail operations | | (394.3 | ) | | (70.2 | ) | | (80.1 | ) |
| Loss on extinguishment of debt | | 61.1 |
| | — |
| | — |
|
| Stock-based compensation | 153.6 |
| | 145.2 |
| | 113.6 |
| 209.8 |
| | 183.2 |
| | 142.3 |
|
| Excess tax benefit on share-based awards | | (132.4 | ) | | (114.4 | ) | | (258.1 | ) |
| Other | 23.6 |
| | 33.3 |
| | 75.5 |
| 53.8 |
| | 36.2 |
| | 23.0 |
|
| Cash provided/(used) by changes in operating assets and liabilities: | | | | | | | | | | |
| Accounts receivable | (90.3 | ) | | (88.7 | ) | | (33.4 | ) | (82.8 | ) | | (79.7 | ) | | (68.3 | ) |
| Inventories | (273.3 | ) | | (422.3 | ) | | 123.2 |
| (207.9 | ) | | 14.3 |
| | 152.5 |
|
| Accounts payable | (105.2 | ) | | 227.5 |
| | (3.6 | ) | 137.7 |
| | 60.4 |
| | 88.7 |
|
| Accrued litigation charge | | — |
| | (2,763.9 | ) | | — |
|
| Income taxes payable, net | | 87.6 |
| | 309.8 |
| | 298.4 |
|
| Accrued liabilities and insurance reserves | 23.7 |
| | (81.8 | ) | | (18.7 | ) | 124.4 |
| | 103.9 |
| | 47.3 |
|
| Deferred revenue | 60.8 |
| | 35.8 |
| | 24.2 |
| |
| Prepaid expenses, other current assets and other assets | (19.7 | ) | | (22.5 | ) | | 17.3 |
| |
| Stored value card liability | | 170.3 |
| | 140.8 |
| | 139.9 |
|
| Prepaid expenses, other current assets and other long-term assets | | 49.5 |
| | 4.6 |
| | 76.3 |
|
| Net cash provided by operating activities | 1,750.3 |
| | 1,612.4 |
| | 1,704.9 |
| 3,749.1 |
| | 607.8 |
| | 2,908.3 |
|
| INVESTING ACTIVITIES: | | | | | | | | | | |
| Purchase of investments | (1,748.6 | ) | | (966.0 | ) | | (549.0 | ) | |
| Purchases of investments | | (567.4 | ) | | (1,652.5 | ) | | (785.9 | ) |
| Sales of investments | | 600.6 |
| | 1,454.8 |
| | 60.2 |
|
| Maturities and calls of investments | 1,796.4 |
| | 430.0 |
| | 209.9 |
| 18.8 |
| | 456.1 |
| | 980.0 |
|
| Acquisitions, net of cash acquired | (129.1 | ) | | (55.8 | ) | | (12.0 | ) | (284.3 | ) | | — |
| | (610.4 | ) |
| Additions to property, plant and equipment | (856.2 | ) | | (531.9 | ) | | (445.8 | ) | (1,303.7 | ) | | (1,160.9 | ) | | (1,151.2 | ) |
| Cash proceeds from sale of property, plant, and equipment | 5.3 |
| | 117.4 |
| | 5.1 |
| |
| Proceeds from sale of equity in joint ventures and certain retail operations | | 8.9 |
| | 103.9 |
| | 108.0 |
|
| Other | (41.8 | ) | | (13.2 | ) | | 2.3 |
| 6.8 |
| | (19.1 | ) | | (11.9 | ) |
| Net cash used by investing activities | (974.0 | ) | | (1,019.5 | ) | | (789.5 | ) | (1,520.3 | ) | | (817.7 | ) | | (1,411.2 | ) |
| FINANCING ACTIVITIES: | | | | | | | | | | |
| (Payments)/proceeds from short-term borrowings | (30.8 | ) | | 30.8 |
| | — |
| |
| Purchase of noncontrolling interest | — |
| | (27.5 | ) | | (45.8 | ) | |
| Proceeds from issuance of long-term debt | | 848.5 |
| | 748.5 |
| | 749.7 |
|
| Repayments of long-term debt | | (610.1 | ) | | — |
| | (35.2 | ) |
| Cash used for purchase of non-controlling interest | | (360.8 | ) | | — |
| | — |
|
| Proceeds from issuance of common stock | 236.6 |
| | 250.4 |
| | 132.8 |
| 191.8 |
| | 139.7 |
| | 247.2 |
|
| Excess tax benefit from exercise of stock options | 169.8 |
| | 103.9 |
| | 36.9 |
| |
| Excess tax benefit on share-based awards | | 132.4 |
| | 114.4 |
| | 258.1 |
|
| Cash dividends paid | (513.0 | ) | | (389.5 | ) | | (171.0 | ) | (928.6 | ) | | (783.1 | ) | | (628.9 | ) |
| Repurchase of common stock | (549.1 | ) | | (555.9 | ) | | (285.6 | ) | (1,436.1 | ) | | (758.6 | ) | | (588.1 | ) |
| Minimum tax withholdings on share-based awards | (58.5 | ) | | (15.0 | ) | | (4.9 | ) | (75.5 | ) | | (77.3 | ) | | (121.4 | ) |
| Other | (0.5 | ) | | (5.2 | ) | | (8.4 | ) | (18.1 | ) | | (6.9 | ) | | 10.4 |
|
| Net cash used by financing activities | (745.5 | ) | | (608.0 | ) | | (346.0 | ) | (2,256.5 | ) | | (623.3 | ) | | (108.2 | ) |
| Effect of exchange rate changes on cash and cash equivalents | 9.7 |
| | (0.8 | ) | | (5.2 | ) | (150.6 | ) | | (34.1 | ) | | (1.8 | ) |
| Net increase (decrease) in cash and cash equivalents | 40.5 |
| | (15.9 | ) | | 564.2 |
| |
| Net (decrease)/increase in cash and cash equivalents | | (178.3 | ) | | (867.3 | ) | | 1,387.1 |
|
| CASH AND CASH EQUIVALENTS: | | | | | | | | | | |
| Beginning of period | 1,148.1 |
| | 1,164.0 |
| | 599.8 |
| 1,708.4 |
| | 2,575.7 |
| | 1,188.6 |
|
| End of period | $ | 1,188.6 |
| | $ | 1,148.1 |
| | $ | 1,164.0 |
| $ | 1,530.1 |
| | $ | 1,708.4 |
| | $ | 2,575.7 |
|
| SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION: | | | | | | | | | | |
| Cash paid during the period for: | | | | | | | | | | |
| Interest, net of capitalized interest | $ | 34.4 |
| | $ | 34.4 |
| | $ | 32.0 |
| $ | 69.5 |
| | $ | 56.2 |
| | $ | 34.4 |
|
| Income taxes | $ | 416.9 |
| | $ | 350.1 |
| | $ | 527.0 |
| |
| Income taxes, net of refunds | | $ | 1,072.2 |
| | $ | 766.3 |
| | $ | 539.1 |
|
See Notes to Consolidated Financial Statements.
STARBUCKS CORPORATION
CONSOLIDATED STATEMENTS OF EQUITY
(in millions)millions, except per share data) |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Common Stock | | Additional Paid-in Capital | | Retained
Earnings | | Accumulated
Other
Comprehensive
Income/(Loss) | | Shareholders’
Equity | | Noncontrolling
Interest | | Total |
| | Shares | | Amount | |
| Balance, September 27, 2009 | 742.9 |
| | $ | 0.7 |
| | $ | 186.4 |
| | $ | 2,793.2 |
| | $ | 65.4 |
| | $ | 3,045.7 |
| | $ | 11.2 |
| | $ | 3,056.9 |
|
| Net earnings | — |
| | — |
| | — |
| | 945.6 |
| | — |
| | 945.6 |
| | 2.7 |
| | 948.3 |
|
| Unrealized holding loss, net | — |
| | — |
| | — |
| | — |
| | (17.0 | ) | | (17.0 | ) | | — |
| | (17.0 | ) |
| Translation adjustment, net of tax | — |
| | — |
| | — |
| | — |
| | 8.8 |
| | 8.8 |
| | — |
| | 8.8 |
|
| Comprehensive income | | | | | | | | | | | 937.4 |
| | 2.7 |
| | 940.1 |
|
| Stock-based compensation expense | — |
| | — |
| | 115.6 |
| | — |
| | — |
| | 115.6 |
| | — |
| | 115.6 |
|
| Exercise of stock options, including tax benefit of $27.7 | 10.1 |
| | — |
| | 137.5 |
| | — |
| | — |
| | 137.5 |
| | — |
| | 137.5 |
|
| Sale of common stock, including tax benefit of $0.1 | 0.8 |
| | — |
| | 18.5 |
| | — |
| | — |
| | 18.5 |
| | — |
| | 18.5 |
|
| Repurchase of common stock | (11.2 | ) | | — |
| | (285.6 | ) | | — |
| | — |
| | (285.6 | ) | | — |
| | (285.6 | ) |
| Net distributions to noncontrolling interests | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | (0.8 | ) | | (0.8 | ) |
| Cash dividend | — |
| | — |
| | — |
| | (267.6 | ) | | — |
| | (267.6 | ) | | — |
| | (267.6 | ) |
| Purchase of noncontrolling interests | — |
| | — |
| | (26.8 | ) | | — |
| | — |
| | (26.8 | ) | | (5.5 | ) | | (32.3 | ) |
| Balance, October 3, 2010 | 742.6 |
| | $ | 0.7 |
| | $ | 145.6 |
| | $ | 3,471.2 |
| | $ | 57.2 |
| | $ | 3,674.7 |
| | $ | 7.6 |
| | $ | 3,682.3 |
|
| Net earnings | — |
| | — |
| | — |
| | 1,245.7 |
| | — |
| | 1,245.7 |
| | 2.3 |
| | 1,248.0 |
|
| Unrealized holding loss, net | — |
| | — |
| | — |
| | — |
| | (4.4 | ) | | (4.4 | ) | | — |
| | (4.4 | ) |
| Translation adjustment, net of tax | — |
| | — |
| | — |
| | — |
| | (6.5 | ) | | (6.5 | ) | | — |
| | (6.5 | ) |
| Comprehensive income | | | | | | | | | | | 1,234.8 |
| | 2.3 |
| | 1,237.1 |
|
| Stock-based compensation expense | — |
| | — |
| | 147.2 |
| | — |
| | — |
| | 147.2 |
| | — |
| | 147.2 |
|
| Exercise of stock options, including tax benefit of $96.1 | 17.3 |
| | — |
| | 312.5 |
| | — |
| | — |
| | 312.5 |
| | — |
| | 312.5 |
|
| Sale of common stock, including tax benefit of $0.1 | 0.5 |
| | — |
| | 19.1 |
| | — |
| | — |
| | 19.1 |
| | — |
| | 19.1 |
|
| Repurchase of common stock | (15.6 | ) | | — |
| | (555.9 | ) | | — |
| | — |
| | (555.9 | ) | | — |
| | (555.9 | ) |
| Cash dividend | — |
| | — |
| | — |
| | (419.5 | ) | | — |
| | (419.5 | ) | | — |
| | (419.5 | ) |
| Purchase of noncontrolling interests | — |
| | — |
| | (28.0 | ) | | — |
| | — |
| | (28.0 | ) | | (7.5 | ) | | (35.5 | ) |
| Balance, October 2, 2011 | 744.8 |
| | $ | 0.7 |
| | $ | 40.5 |
| | $ | 4,297.4 |
| | $ | 46.3 |
| | $ | 4,384.9 |
| | $ | 2.4 |
| | $ | 4,387.3 |
|
| Net earnings | — |
| | — |
| | — |
| | 1,383.8 |
| | — |
| | 1,383.8 |
| | 0.9 |
| | 1,384.7 |
|
| Unrealized holding loss, net | — |
| | — |
| | — |
| | — |
| | (26.4 | ) | | (26.4 | ) | | — |
| | (26.4 | ) |
| Translation adjustment, net of tax | — |
| | — |
| | — |
| | — |
| | 2.8 |
| | 2.8 |
| | — |
| | 2.8 |
|
| Comprehensive income | | | | | | | | | | | 1,360.2 |
| | 0.9 |
| | 1,361.1 |
|
| Stock-based compensation expense | — |
| | — |
| | 155.2 |
| | — |
| | — |
| | 155.2 |
| | — |
| | 155.2 |
|
| Exercise of stock options, including tax benefit of $167.3 | 16.5 |
| | — |
| | 326.1 |
| | — |
| | — |
| | 326.1 |
| | — |
| | 326.1 |
|
| Sale of common stock, including tax benefit of $0.2 | 0.3 |
| | — |
| | 19.5 |
| | — |
| | — |
| | 19.5 |
| | — |
| | 19.5 |
|
| Repurchase of common stock | (12.3 | ) | | — |
| | (501.9 | ) | | (91.3 | ) | | — |
| | (593.2 | ) | | — |
| | (593.2 | ) |
| Cash dividend | — |
| | — |
| | — |
| | (543.7 | ) | | — |
| | (543.7 | ) | | — |
| | (543.7 | ) |
| Non-controlling interest resulting from acquisition | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 2.2 |
| | 2.2 |
|
| Balance, September 30, 2012 | 749.3 |
| | $ | 0.7 |
| | $ | 39.4 |
| | $ | 5,046.2 |
| | $ | 22.7 |
| | $ | 5,109.0 |
| | $ | 5.5 |
| | $ | 5,114.5 |
|
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Common Stock | | Additional Paid-in Capital | | Retained
Earnings | | Accumulated
Other
Comprehensive
Income/(Loss) | | Shareholders’
Equity | | Noncontrolling
Interest | | Total |
| | Shares | | Amount | |
| Balance, September 30, 2012 | 749.3 |
| | $ | 0.7 |
| | $ | 39.4 |
| | $ | 5,046.2 |
| | $ | 22.7 |
| | $ | 5,109.0 |
| | $ | 5.5 |
| | $ | 5,114.5 |
|
| Net earnings | — |
| | — |
| | — |
| | 8.3 |
| | — |
| | 8.3 |
| | 0.5 |
| | 8.8 |
|
| Other comprehensive income/(loss) |
|
| |
|
| |
|
| |
|
| | 44.3 |
| | 44.3 |
| | — |
| | 44.3 |
|
| Stock-based compensation expense | — |
| | — |
| | 144.1 |
| | — |
| | — |
| | 144.1 |
| | — |
| | 144.1 |
|
| Exercise of stock options/vesting of RSUs, including tax benefit of $259.9 | 14.4 |
| | 0.1 |
| | 366.7 |
| | — |
| | — |
| | 366.8 |
| | — |
| | 366.8 |
|
| Sale of common stock, including tax benefit of $0.2 | 0.3 |
| | — |
| | 20.4 |
| | — |
| | — |
| | 20.4 |
| | — |
| | 20.4 |
|
| Repurchase of common stock | (10.8 | ) | | — |
| | (288.5 | ) | | (255.6 | ) | | — |
| | (544.1 | ) | | — |
| | (544.1 | ) |
| Cash dividends declared, $0.445 per share | — |
| | — |
| | — |
| | (668.6 | ) | | — |
| | (668.6 | ) | | — |
| | (668.6 | ) |
| Noncontrolling interest resulting from divestiture | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | (3.9 | ) | | (3.9 | ) |
| Balance, September 29, 2013 | 753.2 |
| | $ | 0.8 |
| | $ | 282.1 |
| | $ | 4,130.3 |
| | $ | 67.0 |
| | $ | 4,480.2 |
| | $ | 2.1 |
| | $ | 4,482.3 |
|
| Net earnings | — |
| | — |
| | — |
| | 2,068.1 |
| | — |
| | 2,068.1 |
| | (0.4 | ) | | 2,067.7 |
|
| Other comprehensive income/(loss) |
|
| |
|
| |
|
| |
|
| | (41.7 | ) | | (41.7 | ) | | — |
| | (41.7 | ) |
| Stock-based compensation expense | — |
| | — |
| | 185.1 |
| | — |
| | — |
| | 185.1 |
| | — |
| | 185.1 |
|
| Exercise of stock options/vesting of RSUs, including tax benefit of $114.8 | 6.5 |
| | — |
| | 154.8 |
| | — |
| | — |
| | 154.8 |
| | — |
| | 154.8 |
|
| Sale of common stock, including tax benefit of $0.2 | 0.3 |
| | — |
| | 22.3 |
| | — |
| | — |
| | 22.3 |
| | — |
| | 22.3 |
|
| Repurchase of common stock | (10.5 | ) | | (0.1 | ) | | (604.9 | ) | | (164.8 | ) | | — |
| | (769.8 | ) | | — |
| | (769.8 | ) |
| Cash dividends declared, $0.550 per share | — |
| | — |
| | — |
| | (827.0 | ) | | — |
| | (827.0 | ) | | — |
| | (827.0 | ) |
| Balance, September 28, 2014 | 749.5 |
| | $ | 0.7 |
| | $ | 39.4 |
| | $ | 5,206.6 |
| | $ | 25.3 |
| | $ | 5,272.0 |
| | $ | 1.7 |
| | $ | 5,273.7 |
|
| Net earnings | — |
| | — |
| | — |
| | 2,757.4 |
| | — |
| | 2,757.4 |
| | 1.9 |
| | 2,759.3 |
|
| Other comprehensive income/(loss) |
|
| |
|
| |
|
| |
|
| | (193.6 | ) | | (193.6 | ) | | (31.1 | ) | | (224.7 | ) |
| Stock-based compensation expense | — |
| | — |
| | 211.7 |
| | — |
| | — |
| | 211.7 |
| | — |
| | 211.7 |
|
| Exercise of stock options/vesting of RSUs, including tax benefit of $131.3 | 14.6 |
| | — |
| | 224.4 |
| | — |
| | — |
| | 224.4 |
| | — |
| | 224.4 |
|
| Sale of common stock, including tax benefit of $0.2 | 0.6 |
| | — |
| | 23.5 |
| | — |
| | — |
| | 23.5 |
| | — |
| | 23.5 |
|
| Repurchase of common stock | (29.0 | ) | | — |
| | (459.6 | ) | | (972.2 | ) | | — |
| | (1,431.8 | ) | | — |
| | (1,431.8 | ) |
| Cash dividends declared, $0.680 per share | — |
| | — |
| | — |
| | (1,016.2 | ) | | — |
| | (1,016.2 | ) | | — |
| | (1,016.2 | ) |
| Two-for-one stock split | 749.4 |
| | 0.8 |
| | — |
| | (0.8 | ) | | — |
| | — |
| | — |
| | — |
|
| Noncontrolling interest resulting from acquisition | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 411.1 |
| | 411.1 |
|
| Purchase of noncontrolling interest | — |
| | — |
| | 1.7 |
| | — |
| | (31.1 | ) | | (29.4 | ) | | (381.7 | ) | | (411.1 | ) |
| Balance, September 27, 2015 | 1,485.1 |
|
| $ | 1.5 |
|
| $ | 41.1 |
|
| $ | 5,974.8 |
|
| $ | (199.4 | ) |
| $ | 5,818.0 |
|
| $ | 1.8 |
|
| $ | 5,819.8 |
|
See Notes to Consolidated Financial Statements.
STARBUCKS CORPORATION
INDEX FOR NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
|
| | |
| Note 1 | | |
| Note 2 | | |
| Note 3 | | |
| Note 4 | | |
| Note 5 | | |
| Note 6 | | |
| Note 7 | | |
| Note 8 | | |
| Note 9 | | |
| Note 10 | | |
| Note 11 | | |
| Note 12 | | |
| Note 13 | | |
| Note 14 | | |
| Note 15 | | |
| Note 16 | | |
| Note 17 | | |
| Note 18 | | |
STARBUCKS CORPORATION
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
Fiscal Years ended September 30, 201227, 2015, October 2, 2011September 28, 2014 and October 3, 2010September 29, 2013
Note 1: Summary of Significant Accounting Policies
Description of Business
We purchase and roast high-quality coffees that we sell, along with handcrafted coffee and tea beverages and a variety of fresh food items, through our company-operated stores. We also sell a variety of coffee and tea products and license our trademarks through other channels such as licensed stores, grocery and national foodservice accounts.
In this 10-K, Starbucks Corporation (together with its subsidiaries) is referred to as “Starbucks,”"Starbucks," the “Company,” “we,” “us”"Company," "we," "us" or “our.”"our."
We have four reportable operating segments: Americas;1) Americas, which is inclusive of the U.S., Canada, and Latin America; 2) China/Asia Pacific ("CAP"); 3) Europe, Middle East, and Africa collectively referred to as “EMEA;” China / Asia Pacific (“CAP”("EMEA") and 4) Channel Development. Our Seattle’sWe also have several non-reportable operating segments, including Teavana, Seattle's Best Coffee, operating segment is reported in “Other” with Evolution Fresh, and our Digital Ventures business, as well as certain developing businesses such as the Starbucks Reserve® Roastery & Tasting Room, which are combined and unallocatedreferred to as All Other Segments. Unallocated corporate expenses.operating expenses, which pertain primarily to corporate administrative functions that support the operating segments but are not specifically attributable to or managed by any segment, are presented as a reconciling item between total segment operating results and consolidated financial results.
Additional details on the nature of our business and our reportable operating segments are included in Item 1Note 16, Segment Reporting, of this 10-K.
these Consolidated Financial Statements.
Principles of Consolidation
TheOur consolidated financial statements reflect the financial position and operating results of Starbucks, including wholly ownedwholly-owned subsidiaries and investees that we control. Investments in entities that we do not control, but have the ability to exercise significant influence over operating and financial policies, are accounted for under the equity method. Investments in entities in which we do not have the ability to exercise significant influence are accounted for under the cost method. Intercompany transactions and balances have been eliminated.
Fiscal Year End
Our fiscal year ends on the Sunday closest to September 30. Fiscal years 20122015, 2014 and 20112013 included 52 weeks. Fiscal year 2010 included weeks.53 weeks, with the 53rdweek falling in the fourth fiscal quarter.
Estimates and Assumptions
Preparing financial statements in conformity with accounting principles generally accepted in the United States of America (“GAAP”("GAAP") requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses. Examples include, but are not limited to, estimates for inventory reserves, asset and goodwill impairments, assumptions underlying self-insurance reserves, income from unredeemed stored value cards, stock-based compensation forfeiture rates, future asset retirement obligations, and inventory reserves; assumptions underlying self-insurance reserves and income from unredeemed stored value cards; and the potential outcome of future tax consequences of events that have been recognized in the financial statements. Actual results and outcomes may differ from these estimates and assumptions.
Cash and Cash Equivalents
We consider all highly liquid instruments with a maturitymaturities of three months or less at the time of purchase, as well as credit card receivables for sales to customers in our company-operated stores that generally settle within two to five days, to be cash equivalents. Cash and cash equivalents are valued using active markets for identical assets. We maintain cash and cash equivalent balances with financial institutions that exceed federally insuredfederally-insured limits. We have not experienced any losses related to these balances and we believe credit risk to be minimal.
Our cash management system provides for the funding of all major bank disbursement accounts on a daily basis as checks are presented for payment. Under this system, outstanding checks are in excess of the cash balances at
certain banks, which creates book overdrafts. Book overdrafts are presented as a current liability in accounts payableaccrued liabilities on theour consolidated balance sheets.
Investments
Short-term and Long-term InvestmentsAvailable-for-sale Securities
Our short-term and long-term investments consist primarily of investment gradeinvestment-grade debt securities, including some auction rate securities, all of which are classified as available-for-sale. Also included in our available-for-sale investment portfolio are certificates of deposit placed through an account registry service. Available-for-sale securities are recorded at fair value, and unrealized holding gains and losses are recorded, net of tax, as a component of accumulated other comprehensive income. Available-for-sale securities with remaining maturities of less than one year and those identified by management at the time of purchase to be used to fund operations within one year are classified as short term.short-term. All other available-for-sale securities including all of our auction rate securities, are classified as long term.long-term. We evaluate our available-for-sale securities for other than temporary impairment on a quarterly basis. Unrealized losses are charged against net earnings when a decline in fair value is determined to be other than temporary. We review several factors to determine whether a loss is other than temporary, such as the length and extent of the fair value decline, the financial condition and near termnear-term prospects of the issuer, and whether we have the intent to sell or will more likely than not be required to sell before the securitiessecurities' anticipated recovery, which may be at maturity. Realized gains and losses are accounted for using the specific identification method. Purchases and sales are recorded on a trade date basis.
Trading Securities
We also have a trading securities portfolio, which is comprised of marketable equity mutual funds and equity exchange-traded funds. Trading securities are recorded at fair value with unrealized holding gains and losses recorded in net interest income and other on our consolidated statements of earnings. Our trading securities portfolio approximates a portion of our liability under our Management Deferred Compensation Plan ("MDCP"), which is included in accrued compensation and related costs, within accrued liabilities on our consolidated balance sheets. Changes in our MDCP liability are recorded in general and administrative expenses on our consolidated statements of earnings.
Equity and Cost Method Investments
We evaluate our equity and cost method investments for impairment annually and when facts and circumstances indicate that the carrying value of such investments may not be recoverable. We review several factors to determine whether the loss is other than temporary, such as the length and extent of the fair value decline, the financial condition and near-term prospects of the investee, and whether we have the intent to sell or will more likely than not be required to sell before the investment’s anticipated recovery. If a decline in fair value is determined to be other than temporary, an impairment charge is recorded in net earnings.
Fair Value
Fair value is the price we would receive to sell an asset or pay to transfer a liability (exit price) in an orderly transaction between market participants. For financial instrumentsassets and investments that we recordliabilities recorded or disclosedisclosed at fair value on a recurring basis, we determine fair value based uponon the quoted market price as of the last day of the fiscal period, if available. If a quoted market price is not available for identical assets, we determine fair value based upon the quoted market price of similar assets or using a variety of other valuation methodologies. We determine fair value of our auction rate securities using an internally developed valuation model, using inputs that include interest rate curves, credit and liquidity spreads, and effective maturity.following:
Level 1:The carrying value of cash and cash equivalents approximates fair value because of the short-term nature of these instruments. For trading and U.S. government treasury securities and commodity futures contracts, we use quoted prices in active markets for identical assets to determine fair value.
Level 2: When quoted prices in active markets for identical assets are not available, we determine the fair value of our available-for-sale securities and our over-the-counter forward contracts, collars, and swaps based upon factors such as the quoted market price of similar assets or a discounted cash flow model using readily observable market data, which may include interest rate curves and forward and spot prices for currencies and commodities, depending on the nature of the investment. The fair value of our long-term debt is estimated based on the quoted market prices for the same or similar issues or on the current rates offered to us for debt of the same remaining maturities.
Level 3: We measuredetermine the fair value of our equityauction rate securities using an internally-developed valuation model, using inputs that include interest rate curves, credit and cost method investmentsliquidity spreads, and effective maturity.
Assets and liabilities recognized or disclosed at fair value on a nonrecurring basis when they are determined to be other-than temporarily impaired. Fair values are determinedinclude items such as property, plant and equipment, goodwill and other intangible assets, equity and cost method investments, and other assets. We determine the fair value of these items using available quoted market prices or discounted cash flows.
Level 3 inputs, as described in the related sections below.
Derivative Instruments
We manage our exposure to various risks within theour consolidated financial statements according to a market price risk management policy. Under this policy, we may engage in transactions involving various derivative instruments to hedge interest rates, commodity prices and foreign currency denominated revenues,revenue streams, inventory purchases, assets and liabilities.liabilities, and investments in certain foreign operations. We record all derivatives on our consolidated balance sheets at fair value. We generally do not offset derivative assets and liabilities in our consolidated balance sheets or enter into derivative instruments
with maturities longer than three years. Refer to Note 3, Derivative Financial Instruments, for further discussion of our derivative instruments. We do not enter into derivative instruments with maturities longer than five years.for trading purposes. We use various types of derivative instruments including forward contracts, commodity futures contracts, collars and swaps. Forward contracts and commodity futures contracts are agreements to buy or sell a quantity of a currency or commodity at a predetermined future date, and at a predetermined rate or price. A collar is a strategy that uses a combination of a purchased call option and a sold put option with equal premiums to hedge a portion of anticipated cash flows, or to limit the range of possible gains or losses on an underlying asset or liability to a specific range. A swap agreement is a contract between two parties to exchange cash flows based on specified underlying notional amounts, assets and/or indices.
Cash Flow Hedges
For derivative instruments that are designated and qualify as a cash flow hedge, the effective portion of the derivative's gain or loss is reported as a component of other comprehensive income ("OCI") and recorded in accumulated other comprehensive income ("AOCI") on our consolidated balance sheets. The gain or loss is subsequently reclassified into net earnings when the hedged exposure affects net earnings.
To the extent that the change in the fair value of the contract corresponds to the change in the value of the anticipated transaction using forward rates on a monthly basis, the hedge is considered effective and is recognized as described above. The remaining change in fair value of the contract represents the ineffective portion, which is immediately recorded in net interest income and other on our consolidated statements of earnings.
Cash flow hedges related to anticipated transactions are designated and documented at the inception of each hedge by matching the terms of the contract to the underlying transaction. Cash flows from hedging transactions are classified in the same categories as the cash flows from the respective hedged items, which is discussed further at Note 3, Derivative Financial Instruments. Once established, cash flow hedges generally remain designated as such until the hedge item impacts net earnings, or the anticipated transaction is no longer likely to occur. For dedesignated cash flow hedges or for transactions that are no longer likely to occur, the related accumulated derivative gains or losses are recognized in net interest income and other or interest expense on our consolidated statements of earnings based on the nature of the underlying transaction. Net Investment Hedges
For derivative instruments that are designated and qualify as a net investment hedge, the effective portion of the derivative's gain or loss is reported as a component of OCI and recorded in AOCI. The gain or loss will be subsequently reclassified into net earnings when the hedged net investment is either sold or substantially liquidated.
To the extent that the change in the fair value of the forward contract corresponds to the change in value of the anticipated transactions using spot rates on a monthly basis, the hedge is considered effective and is recognized as described above. The remaining change in fair value of the forward contract represents the ineffective portion, which is immediately recognized in net interest income and other on our consolidated statements of earnings.
Derivatives Not Designated As Hedging Instruments
We also enter into certain foreign currency forward contracts, commodity futures contracts, collars and swaps that are not designated as hedging instruments for accounting purposes. The change in the fair value of these contracts is immediately recognized in net interest income and other on our consolidated statements of earnings.
Normal Purchase Normal Sale
We enter into fixed-price and price-to-be-fixed green coffee purchase commitments. Price-to-be-fixed contractscommitments, which are purchase commitments whereby the quality, quantity, delivery period, and other negotiated terms are agreed upon, but the date, and therefore price,described further at which the base “C” coffee commodity price component will be fixed has not yet been established. For these types of contracts, either Starbucks or the seller has the option to “fix” the base “C” coffee commodity price prior to the delivery date.Note 5, Inventories. For both fixed-price and price-to-be-fixed purchase commitments, we expect to take delivery of and to utilize the coffee in a reasonable period of time and in the conduct of normal business. Accordingly, these purchase commitments qualify as normal purchases and are not recorded at fair value on our balance sheets.
We record all derivatives on the balance sheets at fair value. For a cash flow hedge, the effective portion of the derivative's gain or loss is initially reported as a component of other comprehensive income (“OCI”) and subsequently reclassified into net earnings when the hedged exposure affects net earnings. For a net investment hedge, the effective portion of the derivative's gain or loss is reported as a component of OCI.
Cash flow hedges related to anticipated transactions are designated and documented at the inception of each hedge by matching the terms of the contract to the underlying transaction. We classify the cash flows from hedging transactions in the same categories as the cash flows from the respective hedged items. Once established, cash flow hedges are generally not removed until maturity unless an anticipated transaction is no longer likely to occur. For discontinued or dedesignated cash flow hedges, the related accumulated derivative gains or losses are recognized in net interest income and other on the consolidated statements of earnings.
Forward contract effectiveness for cash flow hedges is calculated by comparing the fair value of the contract to the change in value of the anticipated transaction using forward rates on a monthly basis. For net investment hedges, the spot-to-spot method is used to calculate effectiveness. Under this method, the change in fair value of the forward contract attributable to the changes in spot exchange rates (the effective portion) is reported as a component of OCI. The remaining change in fair value of the forward contract (the ineffective portion) is reclassified into net earnings. Any ineffectiveness is recognized immediately in net interest income and other on the consolidated statements of earnings.
Certain foreign currency forward contracts, commodity swap contracts, and futures contracts are not designated as hedging instruments for accounting purposes. These contracts are recorded at fair value, with the changes in fair value recognized in net interest income and other on the consolidated statements of earnings.
Allowance for Doubtful Accounts
AllowanceOur receivables are mainly comprised of receivables for product and equipment sales to and royalties from our licensees, as well as receivables from our CPG and foodservice business customers. Our allowance for doubtful accounts is calculated based on historical experience, customer credit risk and application of the specific identification method. As of September 30, 2012, October 2, 2011,27, 2015 and October 3, 2010,September 28, 2014, the allowance for doubtful accounts was $10.8 million and $5.66.7 million, $3.3 million, and $3.3 millionrespectively.
Inventories
Inventories are stated at the lower of cost (primarily moving average cost) or market. We record inventory reserves for obsolete and slow-moving inventory and for estimated shrinkage between physical inventory counts. Inventory reserves are based on
inventory obsolescence trends, historical experience and application of the specific identification method. As of September 30, 201227, 2015, October 2, 2011, and October 3, 2010September 28, 2014, inventory reserves were $22.6$33.8 million, $19.5 million, and $18.131.2 million, respectively.
Property, Plant and Equipment
Property, plant and equipment are carried at cost less accumulated depreciation. Depreciation of property, plant and equipment, which includes assets under capital leases, are carried at cost less accumulated depreciation. Cost includes all direct costs necessary to acquire and prepare assets for use, including internal labor and overhead in some cases. Depreciation is provided oncomputed using the straight-line method over estimated useful lives of the assets, generally ranging from 2 to 15 years for equipment and 30 to 40 years for buildings. Leasehold improvements are amortized over the shorter of their estimated useful lives or the related lease life, generally 10 years .years. For leases with renewal periods at our option, we generally use the original lease term, excluding renewal option periods, to determine estimated useful lives. If failure to exercise a renewal option imposes an economic penalty to us, we may determine at the inception of the lease that renewal is reasonably assured and include the renewal option period in the determination of the appropriate estimated useful lives.
The portion of depreciation expense related to production and distribution facilities is included in cost of sales including occupancy costs on theour consolidated statements of earnings. The costs of repairs and maintenance are expensed when incurred, while expenditures for refurbishments and improvements that significantly add to the productive capacity or extend the useful life of an asset are capitalized. When assets are retireddisposed of, whether through retirement or sold,sale, the asset cost and related accumulated depreciation are eliminated with any remainingnet gain or loss is recognized in net earnings. Long-lived assets to be disposed of are reported at the lower of their carrying amount or fair value less estimated costs to sell.
TableWe evaluate property, plant and equipment for impairment when facts and circumstances indicate that the carrying values of Contentssuch assets may not be recoverable. When evaluating for impairment, we first compare the carrying value of the asset to the asset’s estimated future undiscounted cash flows. If the estimated undiscounted future cash flows are less than the carrying value of the asset, we determine if we have an impairment loss by comparing the carrying value of the asset to the asset's estimated fair value and recognize an impairment charge when the asset’s carrying value exceeds its estimated fair value. The fair value of the asset is estimated using a discounted cash flow model based on forecasted future revenues and operating costs, using internal projections. Property, plant and equipment assets are grouped at the lowest level for which identifiable cash flows are largely independent of the cash flows of other assets and liabilities. For company-operated store assets, the impairment test is performed at the individual store asset group level.We recognized net disposition charges of $12.5 million, $14.7 million, and $17.4 million and net impairment charges of $25.8 million, $19.0 million, and $12.7 million in fiscal 2015, 2014, and 2013, respectively. The nature of the underlying asset that is impaired or disposed of will determine the operating expense line on which the related impact is recorded on our consolidated statements of earnings. For assets within our retail operations, net impairment and disposition charges are recorded in store operating expenses. For all other assets, these charges are recorded in cost of sales including occupancy costs, other operating expenses, or general and administrative expenses.
Goodwill
We testevaluate goodwill for impairment on an annual basisannually during our third fiscal quarter, or more frequently if an event occurs or circumstances change, such as material deterioration in performance or a significant number of store closures, that would indicate reporting unit carrying valuesthat impairment may exceed their fair values.exist. When evaluating goodwill for impairment, we may first perform a qualitative assessment to determine whether it is more likely than not that a reporting unit is impaired. If we do not perform a qualitative assessment, or if we determine that it is not more likely than not that the fair value of the reporting unit is more likely than not greater than theexceeds its carrying amount. If not,amount, we calculate the implied estimated fair value of the reporting unit. Fair value is the price a willing buyer would pay for the reporting unit and is typically calculated using a discounted cash flow model. For certain reporting units, where deemed appropriate, we may also utilize a market approach for estimating fair value. If the carrying amount of goodwillthe reporting unit exceeds the implied estimated fair value, an impairment charge to current operations is recorded to reduce the carrying value to the implied estimated fair value.
As a part of our ongoing operations, we may close certain stores within a reporting unit containing goodwill due to underperformance of the store or inability to renew our lease, among other reasons. We may abandon certain assets associated with a closed store, including leasehold improvements and other non-transferable assets. Under GAAP, whenWhen a portion of a reporting unit that constitutes a business is to be disposed of, goodwill associated with the business is included in the carrying amount of the business in determining any loss on disposal. Our evaluation of whether the portion of a reporting unit being disposed of constitutes a business occurs on the date of abandonment. Although an operating store meets the accounting definition of a business prior to abandonment, it does not constitute a business on the closure date because the remaining assets on that date do not constitute an integrated set of assets that are capable of being conducted and managed for the purpose of providing a return to investors. As a result, when closing individual stores, we do not include goodwill in the calculation of any loss on disposal of the related assets. As noted above, if store closures are indicative of potential impairment of goodwill at the reporting unit level, we perform an evaluation of our reporting unit goodwill when such closures occur. During Fiscal 2012 andThere were no material goodwill impairment charges recorded during fiscal 20112015 we recorded, no2014 impairment charges, and recorded $1.6 million in fiscal 20102013.
Other Intangible Assets
Other intangible assets consist primarily of trademarks with indefinite lives, which are tested for impairment annually or more frequently if events or changes in circumstances indicate that the asset might be impaired. Definite-livedfinite-lived intangible assets, which mainly consist of acquired and reacquired rights, trade secrets, licensing agreements, contract-based patents and copyrights, are amortized over their estimated useful lives, and are tested for impairment using a similar methodology to our property, plant and equipment, as described above.
Indefinite-lived intangibles, which consist primarily of trade names and trademarks, are tested for impairment annually during the third fiscal quarter, or more frequently if an event occurs or circumstances change that would indicate that impairment may exist. When evaluating other intangible assets for impairment, we may first perform a qualitative assessment to determine whether it is more likely than not that an intangible asset group is impaired. If we do not perform the qualitative assessment, or if we determine that it is not more likely than not that the fair value of the intangible asset group exceeds its carrying amount, we calculate the estimated fair value of the intangible asset group. Fair value is the price a willing buyer would pay for the reporting unit and is typically calculated using an income approach, such as a relief-from-royalty model. If the carrying amount of the intangible asset group exceeds the estimated fair value, an impairment charge is recorded to reduce the carrying value to the estimated fair value. In addition, we continuously monitor and may revise our intangible asset useful lives if and when facts and circumstances indicate that the carrying values may not be recoverable. Based on the impairment tests performed, there was change.
There were no impairment of other intangible assets inasset impairment charges recorded during fiscal 20122015, 20112014, and 20102013.
Long-lived Assets
When facts and circumstances indicate that the carrying values of long-lived assets may not be recoverable, we evaluate long-lived assets for impairment. We first compare the carrying value of the asset to the asset’s estimated future cash flows (undiscounted). If the estimated future cash flows are less than the carrying value of the asset, we calculate an impairment loss based on the asset’s estimated fair value. The fair value of the assets is estimated using a discounted cash flow model based on forecasted future revenues and operating costs, using internal projections. Property, plant and equipment assets are grouped at the lowest level for which there are identifiable cash flows when assessing impairment. Cash flows for company-operated store assets are identified at the individual store level. Long-lived assets to be disposed of are reported at the lower of their carrying amount, or fair value less estimated costs to sell.
We recognized net impairment and disposition losses of $31.7 million, $36.2 million, and $67.7 million in fiscal 2012, 2011, and 2010, respectively, primarily due to underperforming company-operated stores. Depending on the underlying asset that is impaired, these losses may be recorded in any one of the operating expense lines on the consolidated statements of earnings: for retail operations, the net impairment and disposition losses are recorded in store operating expenses and for all other operations, these losses are recorded in cost of sales including occupancy costs, other operating expenses, or general and administrative expenses.
Insurance Reserves
We use a combination of insurance and self-insurance mechanisms, including a wholly ownedwholly-owned captive insurance entity and participation in a reinsurance treaty, to provide for the potential liabilities for certain risks, including workers’ compensation, healthcare benefits, general liability, property insurance, and director and officers’ liability insurance. Liabilities associated with the risks that are retained by us are not discounted and are estimated, in part, by considering historical claims experience, demographic,demographics, exposure and severity factors, and other actuarial assumptions.
Revenue Recognition
Consolidated revenues are presented net of intercompany eliminations for wholly ownedwholly-owned subsidiaries and investees controlled by us and for product sales to and royalty and other fees from licensees accounted for under the equity method, based on our percentage ownership.method. Additionally, consolidated revenues are recognized net of any discounts, returns, allowances and sales incentives, including coupon redemptions and rebates.
Company-operated StoresStore Revenues
Company-operated store revenues are recognized when payment is tendered at the point of sale. RetailCompany-operated store revenues are reported net of sales, use or other transaction taxes that are collected from customers and remitted to taxing authorities.
Licensed StoresStore Revenues
Licensed storesstore revenues consist of product and equipment sales to licensed stores,licensees, as well as royalties and other fees paid by licensees to use the Starbucks brand. Sales of coffee, tea, food and related products are generally recognized upon shipment to licensees, depending on contract terms. Shipping charges billed to licensees are also recognized as revenue, and the related shipping costs are included in cost of sales including occupancy costs on theour consolidated statements of earnings.
Initial nonrefundable development fees for licensed stores are recognized upon substantial performance of services for new market business development activities, such as initial business, real estate and store development planning, as well as providing operational materials and functional training courses for opening new licensed retail markets. Additional store licensing fees are recognized when new licensed stores are opened. Royalty revenues based upon a percentage of reported sales, and other continuing fees, such as marketing and service fees, are recognized on a monthly basis when earned.
CPG, Foodservice and Other Revenues
CPG, foodservice and other revenues primarily consist of domestic and internationalinclude sales of packaged coffee and tea as well as a variety of ready-to-drink beverages and single-serve coffee and tea products to grocery, warehouse clubclubs and specialty retail stores, sales to our national foodservice accounts, and revenues from sales of products to and license fee revenues from manufacturers that produce and market Starbucks andStarbucks-, Seattle’s Best Coffee brandedCoffee- and Tazo-branded products through licensing agreements. Sales of coffee, tea, ready-to-drink beverages and related products to grocery and warehouse club stores are generally recognized when received by the customer or distributor, depending on contract terms. We maintain a sales return allowance to reduce packaged goods revenues for estimated future product returns based on historical patterns. Revenues are recorded net of sales discounts given to customers for trade promotions and payments to customersother incentives and for product placement in our customers’ stores.sales return allowances, which are determined based on historical patterns.
Revenues from sales of products to manufacturers that produce and market Starbucks andStarbucks-, Seattle’s Best Coffee brandedCoffee- and Tazo-branded products through licensing agreements are generally recognized when the product is received by the manufacturer or
distributor. License fee revenues from manufacturers are based on a percentage of sales and are recognized on a monthly basis when earned. National foodservice account revenues are recognized, when the product is received by the customer or distributor.
Stored Value Cards
Revenues from our storedStored value cards, primarily Starbucks Cards, are recognized when redeemedcan be loaded at our company-operated and most licensed store locations, online at StarbucksStore.com or whenvia mobile devices held by our customers, and at certain other third party locations, such as grocery stores. When an amount is loaded onto a stored value card at any of these locations, we recognize a corresponding liability for the likelihood of redemption, basedfull amount loaded onto the card, which is recorded within stored value card liability on historical experience, is deemed to be remote. Outstanding customer balances are included in deferred revenue on theour consolidated balance sheets.
Stored value cards can be redeemed at company-operated and most licensed stores, as well as online. When a stored value card is redeemed at a company-operated store or online, we recognize revenue by reducing the stored value card liability. When a stored value card is redeemed at a licensed store location, we reduce the corresponding stored value card liability and cash, which is reimbursed to the licensee.
There are no expiration dates on our stored value cards, and we do not charge any service fees that cause a decrement to customer balances. While we will continue to honor all stored value cards presented for payment, management may determine the likelihood of redemption, based on historical experience, is deemed to be remote for certain cards due to long periods of inactivity. In these circumstances, if management also determines there is no requirement for remitting balances to government agencies under unclaimed property laws, unredeemed card balances may then be recognized in the consolidated statements of earnings,as breakage income, which is included in net interest income and other. For theother on our consolidated statements of earnings. In fiscal years ended September 30, 20122015, October 2, 20112014, and October 3, 20102013, we recognized breakage income recognized on unredeemed stored value card balances wasof $39.3 million, $38.3 million, and $65.833.0 million, $46.9 million, and $31.2 million, respectively. In fiscal 2012, we recognized additional income associated with unredeemed gift cards due to a recent court ruling relating to state unclaimed property laws.
Loyalty Program
Starbucks has a loyalty program called My Starbucks Rewards® ("MSR"). Customers in the US,U.S., Canada, and the UKcertain other countries who register their Starbucks Card are automatically enrolled in the My Starbucks Reward program andthat program. They earn loyalty points (“Stars”("Stars") with each purchase. Reward program members receive various benefits dependingpurchase at participating Starbucks®, Teavana®, and Evolution Fresh™ stores, as well as on thecertain packaged coffee products purchased in select Starbucks® stores, online, and through CPG channels. After accumulating a certain number of Stars, the customer earns a reward that can be redeemed for free product that, regardless of where the related Stars were earned within that country, will be honored at company-operated stores and certain participating licensed store locations in a 12-month period. The valuethat same country.
We defer revenue associated with the estimated selling price of Stars earned by our program members towards free product as each Star is included in deferred revenueearned, and recorded as a reduction in revenue at the time the Stars arecorresponding liability is established within stored value card liability on our consolidated balance sheets. The estimated selling price of each Star earned is based on the estimated value of Stars that are projectedthe product for which the reward is expected to be redeemed.redeemed, net of Stars we do not expect to be redeemed, based on historical redemption patterns. Fully earned rewards generally expire if unredeemed after approximately 30 days. Stars generally expire if inactive for a period of one year.
When a customer redeems an earned reward, we recognize revenue for the redeemed product and reduce the related loyalty program liability.
Marketing & Advertising
Our annual marketing expenses include many components, one of which is advertising costs. We expense most advertising costs as they are incurred, except for certain production costs that are expensed the first time the advertising campaign takes place.
Annual marketingMarketing expenses totaled $277.9$351.5 million,, $244.0 $315.5 million, and $198.7$306.8 million in fiscal 2012, 2011,2015, 2014, and 2010,2013, respectively. Included in these costs were advertising expenses, which totaled $182.4$227.9 million,, $141.4 $198.9 million, and $176.2205.8 million in fiscal 20122015, 20112014, and 20102013, respectively.
Store Preopening Expenses
Costs incurred in connection with the start-up and promotion of new store openings are expensed as incurred.
Leases
Operating Leases
We lease retail stores, roasting, distribution and warehouse facilities, and office space for corporate administrative purposes under operating leases. Most lease agreements contain tenant improvement allowances, rent holidays, lease premiums, rent escalation clauses and/or contingent rent provisions. For purposesWe recognize amortization of recognizinglease incentives, premiums and minimum rentalrent expenses on a straight-line basis over the terms of the leases, we usebeginning on the date of initial possession, to begin amortization, which is generally when we enter the space and begin to make improvements in preparation offor intended use.
For tenant improvement allowances and rent holidays, we record a deferred rent liability within accrued liabilities, or other long-term liabilities, on theour consolidated balance sheets and amortize the deferred rent over the terms of the leases as reductions to rent expense in cost of sales including occupancy costs on theour consolidated statements of earnings.
For premiums paid upfront to enter a lease agreement, we record a deferredprepaid rent asset in prepaid expenses and other current assets on theour consolidated balance sheets and then amortize the deferred rent over the terms of the leases as additional rent expense in cost of sales including occupancy costs on theour consolidated statements of earnings.
For scheduled rent escalation clauses during the lease terms or for rental payments commencing at a date other than the date of initial occupancy,possession, we record minimum rental expensesrent expense on a straight-line basis over the terms of the leases in cost of sales including occupancy costs on theour consolidated statements of earnings.
Certain leases provide for contingent rents,rent, which areis determined as a percentage of gross sales in excess of specified levels. We record a contingent rent liability in accrued occupancy costs within accrued liabilities on theour consolidated balance sheets and the corresponding rent expense when specified levels have been achieved or when we determine that achieving the specified levels during the fiscal year is probable.
When ceasing operations inof company-operated stores under operating leases, in cases where the lease contract specifies a termination fee due to the landlord, we record such expense at the time written notice is given to the landlord. In cases where terms, including termination fees, are yet to be negotiated with the landlord, we will record the expense upon signing of an agreement with the landlord. In cases where the landlord does not allow us to prematurely exit the lease, but allows for subleasing, we estimate the fair value of any sublease income that can be generated from the location and recognize an expense equal to the present value of the excess of remaining lease payments to the landlord over theless any projected sublease income at the cease-use date.
Lease Financing Arrangements
We are sometimes involved in the construction of leased buildings, primarily stores. When we qualify as the deemed owner of these buildings due to significant involvement during the construction period under build-to-suit lease accounting requirements and do not qualify for sales recognition under sales-leaseback accounting guidance, we record the cost of the related buildings in property, plant and equipment. The offsetting lease financing obligations are recorded in other long-term liabilities, with the current portion recorded in in accrued occupancy costs within accrued liabilities on our consolidated balance sheets. These assets and obligations are amortized in depreciation and amortization and interest expense, respectively, on our consolidated statements of earnings based on the terms of the related lease agreements.
Asset Retirement Obligations
We recognize a liability for the fair value of required asset retirement obligations (“ARO”("ARO") when such obligations are incurred. Our AROs are primarily associated with leasehold improvements, which, at the end of a lease, we are contractually obligated to remove in order to comply with the lease agreement. At the inception of a lease with such conditions, we record an ARO liability and a corresponding capital asset in an amount equal to the estimated fair value of the obligation. TheWe estimate the liability is estimated based onusing a number of assumptions, requiring management’s judgment, including store closing costs, cost inflation rates and discount rates, and is accretedaccrete to its projected future value over time. The capitalized asset is depreciated using the same depreciation convention as leasehold improvement assets. Upon satisfaction of the ARO conditions, any difference between the recorded ARO liability and the actual retirement costs incurred is recognized as an operatinga gain or loss in thecost of sales including occupancy costs on our consolidated statements of earnings. As of September 30, 201227, 2015 and October 2, 2011,September 28, 2014, our net ARO assetassets included in property, plant and equipment was $8.8were $5.8 million and $11.8$4.1 million,, respectively, and our net ARO liabilityliabilities included in other long-term liabilities waswere $60.1 million and $28.4 million, respectively. The increases in our net ARO assets and net ARO liabilities in fiscal 2015 were primarily due to the acquisition of Starbucks Japan, which is discussed in $42.6 million and $50.1 millionNote 2, respectively.Acquisitions and Divestitures.
Stock-based Compensation
We maintain several equity incentive plans under which we may grant non-qualified stock options, incentive stock options, restricted stock, restricted stock units (“RSUs”("RSUs") or stock appreciation rights to employees, non-employee directors and
consultants. We also have an employee stock purchase plans (“ESPP”plan ("ESPP"). RSUs issued by us are equivalent to nonvested shares under the applicable accounting guidance. We record stock-based compensation expensesexpense based on the fair value of stock awards at the grant date and recognize the expense over the related service period following a graded vesting expense schedule. ForExpense for performance-based RSUs is recognized when it is probable the performance goal will be achieved. Performance goals are determined by the Board of Directors and may include measures such as earnings per share, operating income and return on invested capital. The fair value of each stock option awards we usegranted is estimated on the grant date using the Black-Scholes-Merton option pricing modelvaluation model. The assumptions used to measure fair value. For restricted stock units,calculate the fair value of options granted are evaluated and revised, as necessary, to reflect market conditions and our historical experience. The fair value of RSUs is calculated usingbased on the closing price of Starbucks common stock priceon the award date, less the present value of expected dividends not received during the vesting period. Compensation expense is recognized over the requisite service period for each separately vesting portion of the award, and only for those options expected to vest, with forfeitures estimated at the date of grant.
grant based on our historical experience and future expectations.
Foreign Currency Translation
Our international operations generally use their local currency as their functional currency. Assets and liabilities are translated at exchange rates in effect at the balance sheet date. Income and expense accounts are translated at the average monthly exchange rates during the year. Resulting translation adjustments are recordedreported as a component of accumulated other comprehensive incomeOCI and recorded in AOCI on theour consolidated balance sheets.
Income Taxes
We compute income taxes using the asset and liability method, under which deferred income taxes are provided forrecognized based on the temporary differences between the financial statement carrying amounts and the respective tax basis of our assets and liabilities. Deferred tax assets and liabilities are measured using current enacted tax rates expected to apply to taxable income in the years in which we expect the temporary differences to reverse. The effect of a change in tax rates on deferred taxes is recognized in income in the period that includes the enactment date.
We routinely evaluate the likelihood of realizing the benefit of our deferred tax assets and may record a valuation allowance if, based on all available evidence, we determine that some portion of the tax benefit will not be realized. In evaluating our ability to recover our deferred tax assets within the jurisdiction from which they arise, we consider all available positive and negative evidence, including scheduled reversals of deferred tax liabilities, projected future taxable income, tax-planning strategies, and results of recent operations. If we determine that we would be able to realize our deferred tax assets in the future in excess of their net recorded amount, we would make an adjustment to the deferred tax asset valuation allowance, which would reduce the provision for income taxes.
In addition, our income tax returns are periodically audited by domestic and foreign tax authorities. These audits include review of our tax filing positions, including the timing and amount of deductions taken and the allocation of income between tax jurisdictions. We evaluate our exposures associated with our various tax filing positions and recognize thea tax benefit from an uncertain tax position only if it is more likely than not that the
tax position will be sustained onupon examination by the relevant taxing authorities, including resolutions of any related appeals or litigation processes, based on the technical merits of our position. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. For uncertain tax positions that do not meet this threshold, we record a related liability. We adjust our unrecognized tax benefit liability and income tax expense in the period in which the uncertain tax position is effectively settled, the statute of limitations expires for the relevant taxing authority to examine the tax position, or when new information becomes available.
Starbucks recognizes interest and penalties related to income tax matters in income tax expense.expense on our consolidated statements of earnings. Accrued interest and penalties are included within the related tax liability on our consolidated balance sheets.
Stock Split
On April 9, 2015, we effected a two-for-one stock split of our $0.001 par value common stock for shareholders of record as of March 30, 2015. All share and per-share data in our consolidated financial statements and notes has been retroactively adjusted to reflect this stock split. We adjusted shareholders' equity to reflect the stock split by reclassifying an amount equal to the par value of the additional shares arising from the split from retained earnings to common stock during the second quarter of fiscal 2015, resulting in no net impact to shareholders' equity on our consolidated balance sheets.
Earnings per Share
Basic earnings per share is computed based on the weighted average number of shares of common stock outstanding during the period. Diluted earnings per share is computed based on the weighted average number of shares of common stock and the
effect of dilutive potential common shares outstanding during the period, calculated using the treasury stock method. Dilutive potential common shares include outstanding stock options and RSUs. Performance-based RSUs are considered dilutive when the related performance criterion has been met.
Common Stock Share Repurchases
We may repurchase shares of Starbucks common stock under a program authorized by our Board of Directors, including pursuant to a contract, instruction or written plan meeting the requirements of Rule 10b5-1(c)(1) of the Securities Exchange Act of 1934. Under applicable Washington State law, shares repurchased are retired and not displayed separately as treasury stock on the financial statements. Instead, the par value of repurchased shares is deducted from common stock and the excess repurchase price over par value is deducted from additional paid-in capital and from retained earnings, once additional paid-in capital is depleted.
Recent Accounting Pronouncements
In July 2012,September 2015, the FASBFinancial Accounting Standards Board ("FASB") issued guidance that revises the requirements around how entities test indefinite-lived intangible assets, other than goodwill, for impairment. The guidance allows companies to perform a qualitative assessment before calculating the fair value of the reporting unit. If entities determine, on the basisrecognition of qualitative factors, thatadjustments to preliminary amounts recognized in a business combination, which removes the fair value of the indefinite-lived intangible asset is more likely than not greater than the carrying amount, a quantitative calculation would not be needed.requirement to retrospectively account for these adjustments. The guidance will become effective for us at the beginning of our first quarter of fiscal 2013. The2017. We will apply the guidance prospectively and do not expect the adoption of this guidance will not have a material impact on our consolidated financial statements.
In September 2011,July 2015, the FASB issued guidance that reviseson the requirements around how entities test goodwill for impairment.subsequent measurement of inventory, which changes the measurement from lower of cost or market to lower of cost and net realizable value. The guidance allows companies to perform a qualitative assessment before calculatingwill require prospective application at the fair valuebeginning of our first quarter of fiscal 2018, but permits adoption in an earlier period. We are currently evaluating the reporting unit. If entities determine, on the basis of qualitative factors, that the fair value of the reporting unit is more likely than not greater than the carrying amount, a quantitative calculation would not be needed. We early-adopted this guidance effective for our fiscal 2012 annual goodwill impairment test, which we performed during the third fiscal quarter. The adoption ofimpact this guidance will result in a change in how we perform our goodwill impairment assessment; however, it will not have a material impact on our consolidated financial statements.statements and the timing of adoption.
In June 2011,April 2015, the FASB issued guidance that reviseson the manner in which entities present comprehensive income in their financial statements. Thestatement presentation of debt issuance costs. This guidance requires entitiesdebt issuance costs to reportbe presented in the componentsbalance sheet as a reduction of comprehensive income in either a single, continuous statement or two separate but consecutive statements.the related debt liability rather than an asset. The guidance will become effective for us at the beginning of our first quarter of fiscal 2013.2017 and will only result in an immaterial change in presentation of these costs on our consolidated balance sheets.
In February 2015, the FASB issued guidance that changes the evaluation criteria for consolidation and related disclosure requirements. This guidance introduces evaluation criteria specific to limited partnerships and other similar entities, as well as amends the criteria for evaluating variable interest entities with which the reporting entity is involved and certain investment funds. The guidance will become effective for us at the beginning of our first quarter of fiscal 2017. We do not expect the adoption of this guidance will have a material impact on our consolidated financial statements.
In May 2014, the FASB issued guidance outlining a single comprehensive model for entities to use in accounting for revenue arising from contracts with customers that supersedes most current revenue recognition guidance. This guidance requires an entity to recognize revenue when it transfers promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. The original effective date of the guidance would have required us to adopt at the beginning of our first quarter of fiscal 2018. In July 2015, the FASB approved an optional one-year deferral of the effective date. The new guidance may be applied retrospectively to each prior period presented or retrospectively with the cumulative effect recognized as of the date of adoption. We are currently evaluating the overall impact this guidance will result in ahave on our consolidated financial statements, as well as the expected timing and method of adoption. Based on our preliminary assessment, we determined the adoption will change in how we present the componentstiming of comprehensiverecognition and classification of our stored value card breakage income, which is currently presentedrecognized using the remote method and recorded in net interest income and other. The new guidance will require application of the proportional method and classification within total net revenues on our consolidated statements of equity.earnings. Additionally, the new guidance requires enhanced disclosures, including revenue recognition policies to identify performance obligations to customers and significant judgments in measurement and recognition. We are continuing our assessment, which may identify other impacts.
In May 2011,April 2014, the FASB issued guidance to amendthat changes the fair value measurementcriteria for reporting discontinued operations. To qualify as a discontinued operation under the amended guidance, a component or group of components of an entity that has been disposed of or is classified as held for sale must represent a strategic shift that has or will have a major effect on the entity's operations and financial results. This guidance also expands related disclosure requirements. The guidance will become effective for us at the beginning of our first quarter of fiscal 2016. We do not expect the adoption of this guidance will have a material impact on our financial statements.
In July 2013, the FASB issued guidance on the financial statement presentation of an unrecognized tax benefit when a net operating loss carryforward, a similar tax loss, or a tax credit carryforward exists. This guidance requires the disclosureunrecognized tax benefit to be presented in the financial statements as a reduction to a deferred tax asset. When a deferred tax asset is not available, or the asset is not intended to be used for this purpose, the unrecognized tax benefit should be presented in the
financial statements as a description of the valuation processes used,liability and not netted with a qualitative discussion around the sensitivity of the measurements. Thisdeferred tax asset. The guidance became effective for us at the beginning of our secondfirst quarter of fiscal 2012. The adoption of this new guidance2015 and did not have a material impact on our consolidated financial statements.
In March 2013, the FASB issued guidance on a parent's accounting for the cumulative translation adjustment upon derecognition of certain subsidiaries or groups of assets within a foreign entity or of an investment in a foreign entity. This guidance requires a parent to release any related cumulative translation adjustment into net income only if the sale or transfer results in the complete or substantially complete liquidation of the foreign entity in which the subsidiary or group of assets had resided. The guidance became effective for us at the beginning of our first quarter of fiscal 2015 and did not have a material impact on our consolidated financial statements.
Note 2: Acquisitions and Divestitures
Fiscal 2015
During the fourth quarter of fiscal 2015, we sold our company-operated retail store assets and operations in Puerto Rico to Baristas Del Caribe, LLC, converting these operations to a fully licensed market, for a total of $8.9 million. This transaction resulted in a pre-tax gain of $3.7 million, which was included in net interest income and other on the consolidated statements of earnings.
On September 23, 2014, we entered into a tender offer bid agreement with Starbucks Coffee Japan, Ltd. ("Starbucks Japan"), at the time a 39.5% owned equity method investment, and our former joint venture partner, Sazaby League, Ltd. ("Sazaby"), to acquire the remaining 60.5% ownership interest in Starbucks Japan. Acquiring Starbucks Japan further leverages our existing infrastructure to continue disciplined retail store growth and expand our presence into other channels in the Japan market, such as consumer packaged goods ("CPG"), licensing and foodservice. This acquisition was structured as a two-step tender offer.
On October 31, 2014, we acquired Sazaby's 39.5% ownership interest in Starbucks Japan through the first tender offer step for ¥55 billion in cash, or $509 million with Japanese yen converted into U.S. dollars at a reference conversion rate of 108.13 JPY to USD, based on a spot rate that approximates the rate as of the acquisition date, bringing our total ownership in Starbucks Japan to a controlling 79% interest.
The following table summarizes the allocation of the total consideration to the fair values of the assets acquired and liabilities assumed as of October 31, 2014 (in millions):
|
| | | | |
| Consideration: | | |
| Cash paid for Sazaby's 39.5% equity interest | | $ | 508.7 |
|
| Fair value of our preexisting 39.5% equity interest | | 577.0 |
|
| Total consideration | | $ | 1,085.7 |
|
| | | |
| Fair value of assets acquired and liabilities assumed: | | |
| Cash and cash equivalents | | $ | 224.4 |
|
| Accounts receivable, net | | 37.4 |
|
| Inventories | | 26.4 |
|
| Prepaid expenses and other current assets | | 35.7 |
|
| Deferred income taxes, net (current) | | 23.4 |
|
| Property, plant and equipment | | 282.9 |
|
| Other long-term assets | | 141.4 |
|
| Other intangible assets | | 323.0 |
|
| Goodwill | | 815.6 |
|
| Total assets acquired | | 1,910.2 |
|
| Accounts payable | | (54.5 | ) |
| Accrued liabilities | | (115.9 | ) |
| Stored value card liability | | (36.5 | ) |
| Deferred income taxes (noncurrent) | | (90.7 | ) |
| Other long-term liabilities | | (115.8 | ) |
| Total liabilities assumed | | (413.4 | ) |
| Noncontrolling interest | | (411.1 | ) |
| Total consideration | | $ | 1,085.7 |
|
ReclassificationsDuring fiscal 2015, the acquisition date fair value of goodwill increased due to revisions that decreased the acquisition date fair value of accrued liabilities and deferred income taxes (noncurrent) and increased the acquisition date fair value of other-long-term liabilities. None of the adjustments had a material effect on our current or interim period consolidated financial statements.
Change in shared service allocationsThe assets acquired and liabilities assumed are reported within our China/Asia Pacific segment. Other current and long-term assets acquired primarily include various deposits, specifically lease and key money deposits. Accrued liabilities and other long-term liabilities assumed primarily include the financing obligations associated with the build-to-suit leases discussed below, as well as asset retirement obligations.
EffectiveThe intangible assets are finite-lived and include reacquired rights, licensing agreements with Starbucks Japan's current licensees and Starbucks Japan's customer loyalty program. The reacquired rights of $305.0 million represent the fair value, calculated over the remaining original contractual period, to exclusively operate licensed Starbucks® retail stores in Japan. These rights will be amortized on a straight-line basis through March 2021, or over a period of approximately 6.4 years. The licensing agreements were valued at $15.0 million and will be amortized on a straight-line basis over a period of approximately 10.9 years, which is based on the beginningremaining terms of fiscalthe respective licensing agreements. The customer loyalty program was valued at $3.0 million and will be amortized on a straight-line basis over a period of 4.0 years, which represents the period during which we expect to benefit from these customer relationships.
Below is a tabular summary of the acquired intangible assets as of September 27, 2015, for which the gross balances in total are $33.7 million lower than as of the October 31, 2014 acquisition date due to foreign currency translation 2012(in millions), we implemented:
|
| | | | | | | | | | | |
| | Sep 27, 2015 |
| | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount |
| Reacquired rights | $ | 273.2 |
| | $ | (39.0 | ) | | $ | 234.2 |
|
| Licensing agreements | 13.4 |
| | (1.1 | ) | | 12.3 |
|
| Customer loyalty program | 2.7 |
| | (0.6 | ) | | 2.1 |
|
| Total acquired finite-lived intangible assets | $ | 289.3 |
| | $ | (40.7 | ) | | $ | 248.6 |
|
Amortization expense for these finite-lived intangible assets for the previously announced strategic realignmentyear ended September 27, 2015 was $41.0 million and is estimated to be approximately $44 million each year for the next five years and approximately $29 million thereafter.
The $815.6 million of our organizational structure designed to accelerate our global growth strategy. A presidentgoodwill represents the intangible assets that do not qualify for each region, reporting directly to our chief executive officer, now overseesseparate recognition and primarily includes the company-operated retail business working closely with bothacquired customer base, the licensed and joint-venture businessacquired workforce including store partners in each market.the region that have strong relationships with these customers, the existing geographic retail and online presence, and the expected geographic presence in new channels. The regional presidents also work closely with our Channel Development teamgoodwill was allocated to continue building out our brandsthe China/Asia Pacific segment and channelsis not deductible for income tax purposes. Due to foreign currency translation, the balance of goodwill related to the acquisition declined $85.1 million to $730.5 million as of September 27, 2015.
As a part of this acquisition, we acquired a significant number of operating leases, including $7.5 million of favorable lease assets, which are included in each region.
Inprepaid expenses and other current assets and other long-term assets, and $15.5 million of unfavorable lease liabilities, which are included in accrued liabilities and other long-term liabilities on the consolidated balance sheets. The fair values of these assets and liabilities were determined based on market terms for similar leases as of the date of the acquisition, and will be amortized on a straight-line basis as rent expense, or a reduction of rent expense, respectively, in cost of sales including occupancy costs on the consolidated statements of earnings over the remaining terms of the leases, for which the weighted-average period was 9.4 years as of the October 31, 2014 acquisition date. We recorded a net reduction of rent expense of $0.8 million for the year ended September 27, 2015, in connection with the changes to our organizational structureleases acquired.
Additionally, we acquired a number of build-to-suit lease arrangements that are accounted for as financing leases. Starbucks Japan is the deemed owner of buildings under build-to-suit lease accounting requirements since Starbucks Japan has significant involvement with the respective lessors and reporting,does not qualify for sales recognition under sale-leaseback accounting guidance. Accordingly, we have changedrecorded the accountability for,acquired buildings in property, plant and reporting of, certain indirect overhead costs. Certain indirect merchandising, manufacturingequipment, and the assumed lease financing obligations, representing the related future minimum lease payments, in other long-term liabilities, with the current portion recorded in accrued occupancy costs and back-office shared service costs, which were previously allocated to segment level costs of sales and operating expenses, are now managed at a corporate level andwithin accrued liabilities on the consolidated balance sheets. These financing obligations will be reported within unallocated corporate expenses. These expenses have therefore been removed fromamortized based on the segment level financial results. In order to conform prior period classifications withterms of the new alignment, the historical consolidated financial statements have been recast with the following adjustments to previously reported amounts (in millions):
|
| | | | | | | | | | | |
| | Year Ended October 2, 2011 |
| | As Filed | | Reclass | | As Adjusted |
| Total net revenues | $ | 11,700.4 |
| | $ | — |
| | $ | 11,700.4 |
|
| Cost of sales including occupancy costs | 4,949.3 |
| | (33.8 | ) | | 4,915.5 |
|
| Store operating expenses | 3,665.1 |
| | (70.2 | ) | | 3,594.9 |
|
| Other operating expenses | 402.0 |
| | (9.2 | ) | | 392.8 |
|
| Depreciation and amortization expenses | 523.3 |
| | — |
| | 523.3 |
|
| General and administrative expenses | 636.1 |
| | 113.2 |
| | 749.3 |
|
| Total operating expenses | 10,175.8 |
| | — |
| | 10,175.8 |
|
| Gain on sale of properties | 30.2 |
| | — |
| | 30.2 |
|
| Income from equity investees | 173.7 |
| | — |
| | 173.7 |
|
| Operating income | $ | 1,728.5 |
| | $ | — |
| | $ | 1,728.5 |
|
| | | | | | |
| | Year Ended October 3, 2010 |
| | As Filed | | Reclass | | As Adjusted |
| Total net revenues | $ | 10,707.4 |
| | $ | — |
| | $ | 10,707.4 |
|
| Cost of sales including occupancy costs | 4,458.6 |
| | (42.1 | ) | | 4,416.5 |
|
| Store operating expenses | 3,551.4 |
| | (79.5 | ) | | 3,471.9 |
|
| Other operating expenses | 293.2 |
| | (13.5 | ) | | 279.7 |
|
| Depreciation and amortization expenses | 510.4 |
| | — |
| | 510.4 |
|
| General and administrative expenses | 569.5 |
| | 135.1 |
| | 704.6 |
|
| Restructuring charges | 53.0 |
| | — |
| | 53.0 |
|
| Total operating expenses | 9,436.1 |
| | — |
| | 9,436.1 |
|
| Income from equity investees | 148.1 |
| | — |
| | 148.1 |
|
| Operating income | $ | 1,419.4 |
| | $ | — |
| | $ | 1,419.4 |
|
There was no impact on consolidated net revenues, total operating expenses, operating income, or net earnings as a result of this change. Additional discussion regarding the change in our organizational structure and segment results is included at Note 17.related lease agreements.
Change The table below summarizes our estimated minimum future rental payments under the acquired non-cancelable operating leases and lease financing arrangements as of September 27, 2015 (in millions):
|
| | | | | | | |
| | Operating Leases | | Lease Financing Arrangements |
| Year 1 | $ | 83.7 |
| | $ | 2.8 |
|
| Year 2 | 66.5 |
| | 2.8 |
|
| Year 3 | 49.0 |
| | 2.8 |
|
| Year 4 | 37.5 |
| | 2.8 |
|
| Year 5 | 30.3 |
| | 2.7 |
|
| Thereafter | 129.4 |
| | 24.8 |
|
| Total minimum lease payments | $ | 396.4 |
| | $ | 38.7 |
|
The fair value of the noncontrolling interest in Starbucks Japan was estimated by applying the market approach. Specifically, the fair value was determined based on the purchase price we expected to pay for the remaining 21% noncontrolling interest, which was comprised of a set market price and a premium above the market price. The market price premium is a customary business practice for public tender offer transactions in Japan, so we believe this is what a market participant would pay and should be included in the fair value determination.
As a result of this acquisition, we remeasured the carrying value of our preexisting 39.5% equity method investment to fair value, which resulted in a pre-tax gain of $390.6 million that was presented separately as gain resulting from acquisition of joint venture within other income and expenses on the consolidated statements of earnings. The fair value of $577.0 million was calculated using an average of the income and market approach. The income approach fair value measurement was based on significant inputs that are not observable in the market and thus represents a fair value measurement categorized within Level 3 of the fair value hierarchy. Key assumptions used in estimating future cash flows included projected revenue presentationgrowth and operating expenses, as well as the selection of an appropriate discount rate. Estimates of revenue growth and operating expenses were based on internal projections and considered the historical performance of stores, local market economics and the business environment impacting the stores' performance. The discount rate applied was based on Starbucks Japan's weighted-average cost of capital and included a company-specific risk premium. The market approach fair value measurement was based on the implied fair value of Starbucks Japan using the purchase price of Sazaby's 39.5% ownership interest and the expected purchase price of the 21% remaining noncontrolling interest.
We began consolidating Starbucks Japan's results of operations and cash flows into our consolidated financial statements beginning after October 31, 2014. For the year ended September 27, 2015, Starbucks Japan's net revenues and net earnings included in our consolidated statements of earnings were $1.1 billion and $108.5 million, respectively.
InThe following table provides the supplemental pro forma revenue and net earnings of the combined entity had the acquisition date of Starbucks Japan been the first day of our first quarter of fiscal 2014 rather than during our first quarter of fiscal 2015 (in millions):
|
| | | | | | | | |
| | | Pro Forma (unaudited) |
| | | Year Ended |
| | | Sep 27, 2015 | | Sep 28, 2014 |
| Revenue | | $ | 19,254.5 |
| | $ | 17,646.4 |
|
Net earnings attributable to Starbucks(1) | | 2,380.9 |
| | 2,449.9 |
|
| |
(1) | The pro forma net earnings attributable to Starbucks for fiscal 2014 includes the acquisition-related gain of $390.6 million, and transaction and integration costs of $13.6 million for the year ended September 28, 2014. |
The amounts in the supplemental pro forma earnings for the periods presented above fully eliminate intercompany transactions, apply our accounting policies and reflect adjustments for additional occupancy costs, depreciation and amortization that would have been charged assuming the same fair value adjustments to leases, property, plant and equipment and acquired intangibles had been applied on September 30, 2013. These pro forma results are unaudited and are not necessarily indicative of results of operations that would have occurred had the acquisition actually occurred in the prior year period or indicative of the results of operations for any future period.
We initiated the second tender offer step on November 10, 2014 to acquire the remaining 21% ownership interest held by the public shareholders and option holders of Starbucks Japan's common stock, with the objective of acquiring all of the remaining outstanding shares including outstanding stock options. At the close of the second tender offer period on December 22, 2014, we funded the second tender offer step to acquire an additional 14.7% ownership interest for ¥31 billion in cash, or $258
million with Japanese yen converted into U.S. dollars at a reference conversion rate of 120.39 JPY to USD. However, we did not complete the second tender offer nor obtain control of these shares until the settlement date of December 29, 2014, which was the first day of our second quarter of fiscal 2015.
Subsequent to the completion of the second tender offer step, we commenced a cash-out procedure under Japanese law (the "Cash-out") to acquire all remaining shares of Starbucks Japan (an approximate 6.3% interest). On March 26, 2015, we obtained control of these shares resulting in 100% ownership of Starbucks Japan. The purchase price for the Cash-out was ¥13.5 billion, or $109 million. During the third quarter of fiscal 2015, we settled ¥9.6 billion, or $78 million, of the purchase price in cash, with Japanese yen converted into U.S. dollars at a reference conversion rate of 123.87 JPY to USD. During the fourth quarter of fiscal 2015, we settled ¥3.2 billion, or $26 million, of the purchase price in cash, with Japanese yen converted into U.S. dollars at a reference conversion rate of 120.72 JPY to USD. The remaining ¥674 million ($6 million) was recorded in accrued liabilities on our consolidated balance sheets and represents cash that was unclaimed by minority shareholders as of September 27, 2015. There are no legal restrictions on the remaining unclaimed balance.
For the first quarter of fiscal 2015, net earnings attributable to noncontrolling interests in our consolidated statement of earnings related to Starbucks Japan reflects the 21% of minority shareholders’ interests that we did not own as of the end of the first quarter of fiscal 2015. For the second quarter of fiscal 2011, concurrent with2015, net earnings attributable to noncontrolling interests in our consolidated statement of earnings related to Starbucks Japan reflects the approximate 6.3% of minority shareholders’ interests that we did not obtain control of until March 26, 2015.
The following table shows the effects of the change in Starbucks ownership interest in Starbucks Japan on Starbucks equity:
|
| | | | | | | |
| | Year Ended |
| | Sep 27, 2015 | | Sep 28, 2014 |
| Net earnings attributable to Starbucks | $ | 2,757.4 |
| | $ | 2,068.1 |
|
| Transfers (to)/from the noncontrolling interest: | | | |
| Increase/(decrease) in additional paid-in capital for purchase of interest in subsidiary | 1.7 |
| | — |
|
| Change from net earnings attributable to Starbucks and transfers (to)/from noncontrolling interest | $ | 2,759.1 |
| | $ | 2,068.1 |
|
During the year ended September 27, 2015, we incurred approximately $11.9 million of acquisition-related costs, such as regulatory, legal, and advisory fees, which we have recorded within unallocated corporate general and administrative expenses.
Fiscal 2014
During the fourth quarter of fiscal 2014, we sold our distribution methodAustralian company-operated retail store assets and operations to the Withers Group, converting these operations to a fully licensed market, for packageda total of $15.9 million. This transaction resulted in a pre-tax gain of $2.4 million, which was included in net interest income and other on our consolidated statements of earnings. On an after-tax basis, this transaction resulted in a loss that was not material to our financial statements.
Fiscal 2013
During the fourth quarter of fiscal 2013, we sold our 82% interest in Starbucks Coffee Chile S.A. to our joint venture partner Alsea, S.A.B. de C.V., converting this market to a 100% licensed market, for a total purchase price of $68.6 million, which includes final working capital adjustments. This transaction resulted in a gain of $45.9 million, which was included in net interest income and other on our consolidated statements of earnings.
In the third quarter of fiscal 2013, we acquired 100% ownership of a coffee and teafarm in Costa Rica for $8.1 million in cash. The fair value of the US, we revised the presentation of revenues. Non-retail licensing revenues were reclassifiednet assets acquired on the consolidated financial statements to the renamed “CPG, foodserviceacquisition date primarily comprised property, plant and other” revenue line, which includes revenues from our direct saleequipment.
Note 2: Acquisitions
On July 3,December 31, 2012, we acquired 100% ownership interest in Bay Bread, LLCof the outstanding shares of Teavana Holdings, Inc. ("Teavana"), a specialty retailer of premium loose-leaf teas, authentic artisanal teawares and its La Boulange bakery brand (collectively “La Boulange”), other tea-related merchandise, to elevate our core foodtea offerings as well as expand our domestic and build a premium, artisanal bakery brand.global tea footprint. We acquired La BoulangeTeavana for a purchase price of approximately $100615.8 million in cash. Of the total cash paid, $12.2 million was excluded from the purchase price allocation below as it represented contingent consideration receivable, all of which has been settled. At closing, we also repaid $35.2 million for long-term debt outstanding on Teavana's balance sheet, which was recognized separately from the business combination. The following table summarizes the allocation of the purchase price to the fair values of the assets acquired and liabilities assumed on the closing date (in(in millions):
| | | | | Fair Value at July 3, 2012 | | Fair Value at Dec 31, 2012 |
| Cash and cash equivalents | | | $ | 47.0 |
|
| Inventories | | | 21.3 |
|
| Property, plant and equipment | | $ | 18.1 |
| | 59.7 |
|
| Intangible assets | | 24.3 |
| |
| Other intangible assets | | | 120.8 |
|
| Goodwill | | 58.7 |
| | 467.5 |
|
| Other current and noncurrent assets | | 5.1 |
| | 19.8 |
|
| Current liabilities | | (6.4 | ) | | (36.0 | ) |
| Total cash paid | | $ | 99.8 |
| |
| Deferred income taxes (noncurrent) | | | (54.3 | ) |
| Long-term debt | | | (35.2 | ) |
| Other long-term liabilities | | | (7.0 | ) |
| Total consideration | | | $ | 603.6 |
|
The assets acquired and liabilities assumed are included in our Americas operating segment.reported within All Other Segments. Other current and noncurrent assets acquired primarily include cash,prepaid expenses, trade receivables, and inventory.deferred tax assets. In addition, we assumed various current liabilities primarily consisting of accounts payable, accrued payroll-related liabilities and other accrued payroll related liabilities.operating expenses. The intangible assets acquired as part of the transaction include the La BoulangeTeavana trade name, tea blends and proprietary recipes and processes.non-compete agreements. The La BoulangeTeavana trade name was valued at $9.7105.5 million and determined to have an indefinite life, whilebased on our expectation that the brand will be used indefinitely and has no contractual limitations. The intangible asset relatingrelated to the proprietary recipes and processestea blends was valued at $14.613.0 million and will be amortized on a straight-line basis over a period of 10 years, and the intangible asset related to the non-compete agreements was valued at $2.3 million and will be amortized on a straight-line basis over a period of 3 years. The $58.7467.5 million of goodwill represents the intangible assets that do not qualify for separate recognition, primarily including Teavana's established global store presence in high traffic mall locations and other high-sales-volume retail venues, Teavana's global customer base, and Teavana's "Heaven of tea" retail experience in which store employees engage and educate customers about the ritual and enjoyment of tea. The goodwill was allocated to All Other Segments and is not deductible for income tax purposes and was allocated to our Americas operating segment.purposes.
On November 10, 2011, we acquired the outstanding shares of Evolution Fresh, Inc., a super-premium juice company, to expand our portfolio of product offerings and enter into the super-premium juice market. We acquired Evolution Fresh for a purchase price of $30 million in cash. The fair value of the net assets acquired on the acquisition date included $18 million of goodwill. Evolution Fresh is its own operating segment and is reported in “Other” along with our Seattle’s Best Coffee operating segment, our Digital Ventures business, and unallocated corporate expenses.
In the fourth quarter of fiscal 2011, we acquired the 50% ownership interest in Switzerland and Austria from our joint venture partner, Marinopoulos Holdings S.A.R.L, converting these markets to 100% owned company-operated markets, for a purchase price of $65.5 million. As a result of this acquisition, we adjusted the carrying value of our previous equity investment to fair value, resulting in a gain of approximately $55 million which was included in net interest income and other on our consolidated statements of earnings. The fair value of 100% of the net assets of these markets on the acquisition date was $131.0 million and was recorded on our consolidated
balance sheets. Included in these net assets were $63.8 million of goodwill and $35.1 million in definite-lived intangible assets.
In the third quarter of fiscal 2011, we acquired the remaining 30% ownership of our business in the southern portion of China from our noncontrolling partner, Maxim’s Caterers Limited (Maxim’s). We simultaneously sold our 5% ownership interest in the Hong Kong market to Maxim’s.
In the first quarter of fiscal 2010, we acquired 100% ownership of our business in France, converting it from a 50% joint venture with Sigla S.A. (Grupo Vips) of Spain to a company-operated market. We simultaneously sold our 50% ownership interests in the Spain and Portugal markets to Grupo Vips, converting them to licensed markets.
In the fourth quarter of fiscal 2010, we acquired 100% ownership of our business in Brazil, converting it from a 49% joint venture with Cafés Sereia do Brasil Participações S.A of Brazil to a company-operated market.
In the fourth quarter of fiscal 2010, we acquired 100% ownership of a previously consolidated 50% joint venture in the US with Johnson Coffee Corporation, Urban Coffee Opportunities (“UCO”).
The following table shows the effects of the change in Starbucks ownership interest in UCO and our business in South China on Starbucks equity:
|
| | | | | | | | | | | |
| Fiscal Year Ended | September 30, 2012 | | October 2, 2011 | | October 3, 2010 |
| Net earnings attributable to Starbucks | $ | 1,383.8 |
| | $ | 1,245.7 |
| | $ | 945.6 |
|
| Transfers (to) from the noncontrolling interest: | | | | | |
| Decrease in additional paid-in capital for purchase of interest in subsidiary | — |
| | (28.0 | ) | | (26.8 | ) |
| Change from net earnings attributable to Starbucks and transfers to noncontrolling interest | $ | 1,383.8 |
| | $ | 1,217.7 |
| | $ | 918.8 |
|
Note 3: Derivative Financial Instruments
Interest Rates
Depending on market conditions, we enter into interest rate swap agreements to hedge the variability in cash flows due to changes in the benchmark interest rate related to anticipated debt issuances. These agreements are cash settled at the time of the pricing of the related debt. The effective portion of the derivative's gain or loss is recorded in accumulated other comprehensive income ("AOCI") and is subsequently reclassified to interest expense over the life of the related debt.
During the first quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements with an aggregate notional amount of $250.0 million related to the $500 million of 7-year 2.700% Senior Notes (the "2022 notes") due in June 2022 issued in the third quarter of fiscal 2015. During the third quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements with an aggregate notional amount of $250.0 million related to the $350 million of 30-year 4.300% Senior Notes (the "2045 notes") due in June 2045 issued in the third quarter of fiscal 2015. We cash settled these swap agreements at the time of the pricing of the 2022 and the 2045 notes, effectively locking in the benchmark interest rate in effect at the time the swap agreements were initiated. In July 2015, we redeemed our $550 million of 6.250% Senior Notes (the "2017 notes") originally scheduled to mature in August 2017. In connection with the redemption in the fourth quarter of fiscal 2015, we reclassified $2.0 million from accumulated other comprehensive income to interest expense on our consolidated statements of earnings related to remaining unrecognized losses from interest rate contracts entered into in conjunction with the 2017 notes and designated as cash flow hedges. In the fourth quarter of fiscal 2015, we entered into forward-starting interest rate swap agreements with an aggregate notional amount of $125 million related to an anticipated debt issuance in fiscal 2016. Refer to Note 9, Debt, for details of the components of our long-term debt.
Foreign Currency
WeTo reduce cash flow volatility from foreign currency fluctuations, we enter into forward and swap contracts to hedge portions of cash flows of anticipated revenue streams and inventory purchases in currencies other than the entity's functional currency. Net derivativeThe effective portion of the derivative's gain or loss is recorded in AOCI and is subsequently reclassified to revenue or cost of sales including occupancy costs when the hedged exposure affects net earnings.
In connection with the acquisition of Starbucks Japan that is discussed in Note 2, Acquisitions and Divestitures, we entered into cross-currency swap contracts during the first and third quarters of fiscal 2015 to hedge the foreign currency transaction risk of certain yen-denominated intercompany loans with a total notional value of ¥86.5 billion, or approximately $717 million as of September 27, 2015. Gains and losses from cash flow hedgesthese swaps offset the changes in value of $2.9 millioninterest and $11.1 million,principal payments as a result of changes in foreign exchange rates, which are also recorded in net interest income and other on the consolidated statements of taxes, were includedearnings. We recognize the difference between the U.S. dollar interest payments received from the swap counterparty and the U.S. dollar equivalent of the Japanese yen interest payments made to the swap counterparty in accumulatedinterest income and other, comprehensive income asnet or interest expense on our consolidated statements of September 30, 2012earnings. This difference varies over time and October 2, 2011, respectively. Of the net derivative losses accumulated asis driven by a number of September 30, 2012, $2.9 million pertains to derivative instruments that will be dedesignatedmarket factors, including relevant interest rate differentials and foreign exchange rates. These swaps have been designated as cash flow hedges within 12 months and will also continue to experience fair value changes before affecting earnings. Outstanding contracts will expire within 12 months.mature in September 2016 and November 2024 at the same time as the related loans. There are no credit-risk-related contingent features associated with these swaps, although we may hold or post collateral depending upon the gain or loss position of the swap agreements. We also enter into forward contracts to hedge the foreign currency exposure of our net investment in certain foreign operations. The effective portion of the derivative's gain or loss is recorded in AOCI and will be subsequently reclassified to net earnings when the hedged net investment is either sold or substantially liquidated.
As a result of our acquisition of Starbucks Japan, we reclassified the pretax cumulative net gains in AOCI of $7.2 million related to our net investment derivative instruments used to hedge our preexisting 39.5% equity method investment in Starbucks Coffee Japan Ltd., to minimize foreign currency exposure. Net derivative losses from net investment hedges of $33.6 million and $34.2 million, net of taxes, wereinto earnings, which was included in accumulated other comprehensive income asthe gain resulting from acquisition of joint venture line item on the consolidated statements of earnings. These gains offset the cumulative translation adjustment loss balance associated with our preexisting investment included in the calculation of the remeasurement gain, which is described further in Note 2September 30, 2012, Acquisitions and October 2, 2011, respectively. Outstanding contracts will expire within 29 months.Divestitures. In addition to the hedging instruments above, toTo mitigate the translation risk of certain balance sheet items, we enter into certain foreign currency swap contracts that are not designated as hedging instruments. These contracts are recorded at fair value, with the changes in fair value recognized in net interest income and other on the consolidated statements of earnings. Gains and losses from these instrumentsderivatives are largely offset by the financial impact of translating foreign currency denominated payables and receivables, which is also recognizedreceivables; both are recorded in net interest income and other.
CoffeeCommodities
Depending on market conditions, we also enter into coffee futures contracts and collars (the combination of a purchased call option and a sold put option) to hedge a portion of anticipated cash flows under our price-to-be-fixed green coffee contracts, which are described further in Note 1. Net derivative losses of $32.9 million5, Inventories. The effective portion of the derivative's gain or loss is recorded in AOCI and is subsequently reclassified to cost of sales including occupancy costs when the hedged exposure affects net of taxes, were included in accumulated other comprehensive income as of earnings.September 30, 2012 related to coffee hedges. Of the net derivative losses accumulated as of September 30, 2012, $26.9 million pertains to derivative instruments that will be dedesignated as cash flow hedges within 12 months and will also continue to experience fair value changes before affecting earnings. Outstanding contracts will expire within 15 months. There was insignificant coffee hedge activity in fiscal 2011. Dairy
To mitigate the price uncertainty of a portion of our future purchases of dairy products and diesel fuel, we enter into certainswaps, futures contractsand collars that are not designated as hedging instruments. These contractsGains and losses from these derivatives are recorded at fair value, with the changes in fair value recognized in net interest income and other. Gainsother and losses from these instruments are largelyhelp offset by price fluctuations on our dairy purchases which are included in cost of sales.
Diesel Fuel
To mitigate the price uncertainty of a portion of our future purchases of diesel fuel, we enter into certain swap contracts that are not designated as hedging instruments. These contracts are recorded at fair value, with the changes in fair value recognized in net interest income and other. Gains and losses from these instruments are largely offset by the financial impact of diesel fuel fluctuations on our shipping costs, which are included in operating expenses.cost of sales including occupancy costs on our consolidated statements of earnings.
The following table presents the pretax effect ofGains and losses on derivative contracts designated as hedging instruments onincluded in AOCI and expected to be reclassified into earnings and other comprehensive income ("OCI") for fiscal years endingwithin 12 months, net of tax (in millions):
|
| | | | | | | | | | | | | |
| | Net Gains/(Losses)
Included in AOCI | | Net Gains/(Losses) Expected to be Reclassified from AOCI into Earnings within 12 Months | | Contract Remaining Maturity
(Months) |
| | Sep 27,
2015 | | Sep 28,
2014 | | |
| Cash Flow Hedges: | | | | | | | |
| Interest rates | $ | 30.1 |
| | $ | 36.4 |
| | $ | 3.5 |
| | 4 |
| Cross-currency swaps | (27.8 | ) | | — |
| | — |
| | 111 |
| Foreign currency - other | 29.0 |
| | 10.6 |
| | 19.2 |
| | 35 |
| Coffee | (5.7 | ) | | (0.7 | ) | | (2.5 | ) | | 12 |
| Net Investment Hedges: | | | | | | | |
| Foreign currency | 1.3 |
| | 3.2 |
| | — |
| | 0 |
Pretax gains and losses on derivative contracts designated as hedging instruments recognized in other comprehensive income ("OCI") and reclassifications from AOCI to earnings (in millions):
|
| | | | | | | | | | | | | | | |
| | Foreign Currency | | Coffee |
| Sep 30, 2012 | | Oct 2, 2011 | | Sep 30, 2012 | | Oct 2, 2011 |
| | | | | | | | |
| Cash Flow Hedges: | | | | | | | |
| Gain/(Loss) recognized in earnings | $ | (11.5 | ) | | $ | (15.9 | ) | | $ | (3.4 | ) | | $ | — |
|
| Gain/(Loss) recognized in OCI | $ | (2.5 | ) | | $ | (12.1 | ) | | $ | (39.8 | ) | | $ | — |
|
| Net Investment Hedges: | | | | | | | |
| Gain/(Loss) recognized in earnings | $ | — |
| | $ | — |
| | | | |
| Gain/(Loss) recognized in OCI | $ | 1.1 |
| | $ | (12.0 | ) | | | | |
The amounts shown in the above table as recognized in earnings for foreign currency and coffee hedges represent the realized gains/(losses) reclassified from OCI to net earnings during the year. The amounts shown as recognized in OCI are prior to these reclassifications. |
| | | | | | | | | | | | | | | |
| | Year Ended |
| | Gains/(Losses) Recognized in
OCI Before Reclassifications | | Gains/(Losses) Reclassified from AOCI to Earnings |
| | Sep 27,
2015 | | Sep 28,
2014 | | Sep 27,
2015 | | Sep 28,
2014 |
| Cash Flow Hedges: | | | | | | | |
| Interest rates | $ | (6.8 | ) | | $ | 0.5 |
| | $ | 3.2 |
| | $ | 5.0 |
|
| Cross-currency swaps | 11.4 |
| | — |
| | 46.2 |
| | — |
|
| Foreign currency - other | 52.0 |
| | 24.0 |
| | 26.1 |
| | 8.0 |
|
| Coffee | (9.0 | ) | | (0.4 | ) | | (3.5 | ) | | (13.1 | ) |
| Net Investment Hedges: | | | | | | | |
| Foreign currency | 4.3 |
| | 25.5 |
| | 7.2 |
| | — |
|
The following table presents the pretax effect ofPretax gains and losses on derivative contracts not designated as hedging instruments onrecognized in earnings for fiscal years ending (in millions):
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Foreign Currency | | Coffee | | Dairy | | Diesel Fuel |
| | Sep 30, 2012 | | Oct 2, 2011 | | Sep 30, 2012 | | Oct 2, 2011 | | Sep 30, 2012 | | Oct 2, 2011 | | Sep 30, 2012 | | Oct 2, 2011 |
| Gain/(Loss) recognized in earnings | $ | (2.2 | ) | | $ | 0.7 |
| | $ | — |
| | $ | (0.9 | ) | | $ | 7.8 |
| | $ | 5.7 |
| | $ | 3.1 |
| | $ | 1.1 |
|
|
| | | | | | | |
| | Gains/(Losses) Recognized in Earnings |
| | Sep 27, 2015 | | Sep 28, 2014 |
| Foreign currency | $ | 27.1 |
| | $ | 1.7 |
|
| Coffee | (0.2 | ) | | — |
|
| Dairy | (3.8 | ) | | 12.6 |
|
| Diesel fuel | (9.0 | ) | | (1.0 | ) |
Notional amounts of outstanding derivative contracts ((in millionsmillions)):
| | | | Sep 30, 2012 | | Oct 2, 2011 | Sep 27, 2015 | | Sep 28, 2014 |
| Foreign currency | $ | 383 |
| | $ | 499 |
| |
| Interest rates | | $ | 125 |
| | $ | — |
|
| Cross-currency swaps | | 717 |
| | — |
|
| Foreign currency - other | | 577 |
| | 542 |
|
| Coffee | 125 |
| | 66 |
| 38 |
| | 45 |
|
| Dairy | 72 |
| | 10 |
| 43 |
| | 24 |
|
| Diesel fuel | $ | 24 |
| | $ | — |
| 14 |
| | 17 |
|
The fair values of our derivative assets and liabilities are included in Note 4, Fair Value Measurements, and additional disclosures related to cash flow hedge gains and losses included in accumulated other comprehensive income, as well as subsequent reclassifications to earnings, are included in Note 11, Equity.
Note 4: Fair Value Measurements
Assets and Liabilities Measured at Fair Value on a Recurring Basis (in millions):
| | | | | | Fair Value Measurements at Reporting Date Using | | | Fair Value Measurements at Reporting Date Using |
| | Balance at
September 30, 2012 | | Quoted Prices
in Active
Markets for
Identical Assets
(Level 1) | | Significant
Other Observable
Inputs
(Level 2) | | Significant
Unobservable Inputs
(Level 3) | Balance at
Sep 27, 2015 | | Quoted Prices in Active Markets for Identical Assets (Level 1) | | Significant Other Observable Inputs (Level 2) | | Significant Unobservable Inputs (Level 3) |
| Assets: | | | | | | | | | | | | | | |
| Cash and cash equivalents | $ | 1,188.6 |
| | $ | 1,188.6 |
| | $ | — |
| | $ | — |
| $ | 1,530.1 |
| | $ | 1,530.1 |
| | $ | — |
| | $ | — |
|
| Short-term investments: | | | | | | | | | | | | | | |
| Available-for-sale securities | | | | | | | | | | | | | | |
| Agency obligations | 80.0 |
| | — |
| | 80.0 |
| | — |
| |
| Commercial paper | 103.9 |
| | — |
| | 103.9 |
| | — |
| |
| Corporate debt securities | 84.3 |
| | — |
| | 84.3 |
| | — |
| 10.2 |
| | — |
| | 10.2 |
| | — |
|
| Government treasury securities | 459.7 |
| | 459.7 |
| | — |
| | — |
| |
| Certificates of deposit | 62.9 |
| | — |
| | 62.9 |
| | — |
| |
| Foreign government obligations | | 2.0 |
| | — |
| | 2.0 |
| | — |
|
| State and local government obligations | | 3.3 |
| | — |
| | 3.3 |
| | — |
|
| Total available-for-sale securities | 790.8 |
| | 459.7 |
| | 331.1 |
| | — |
| 15.5 |
| | — |
| | 15.5 |
| | — |
|
| Trading securities | 57.6 |
| | 57.6 |
| | — |
| | — |
| 65.8 |
| | 65.8 |
| | — |
| | — |
|
| Total short-term investments | 848.4 |
| | 517.3 |
| | 331.1 |
| | — |
| 81.3 |
| | 65.8 |
| | 15.5 |
| | — |
|
| Prepaid expenses and other current assets: | | | | | | | | |
| Derivative assets | | 50.8 |
| | — |
| | 50.8 |
| | — |
|
| Long-term investments: | | | | | | | | | | | | | | |
| Available-for-sale securities | | | | | | | | | | | | | | |
| Agency obligations | 14.0 |
| | — |
| | 14.0 |
| | — |
| 8.6 |
| | — |
| | 8.6 |
| | — |
|
| Corporate debt securities | 61.3 |
| | — |
| | 61.3 |
| | — |
| 121.8 |
| | — |
| | 121.8 |
| | — |
|
| Auction rate securities | 18.6 |
| | — |
| | — |
| | 18.6 |
| 5.9 |
| | — |
| | — |
| | 5.9 |
|
| Certificates of deposit | 22.1 |
| | — |
| | 22.1 |
| | — |
| |
| Foreign government obligations | | 18.5 |
| | — |
| | 18.5 |
| | — |
|
| U.S. government treasury securities | | 104.8 |
| | 104.8 |
| | — |
| | — |
|
| State and local government obligations | | 9.7 |
| | — |
| | 9.7 |
| | — |
|
| Mortgage and other asset-backed securities | | 43.2 |
| | — |
| | 43.2 |
| | — |
|
| Total long-term investments | 116.0 |
| | — |
| | 97.4 |
| | 18.6 |
| 312.5 |
| | 104.8 |
| | 201.8 |
| | 5.9 |
|
| Total | $ | 2,153.0 |
| | $ | 1,705.9 |
| | $ | 428.5 |
| | $ | 18.6 |
| |
| Other long-term assets: | | | | | | | | |
| Derivative assets | | 54.7 |
| | — |
| | 54.7 |
| | — |
|
| Total assets | | $ | 2,029.4 |
| | $ | 1,700.7 |
| | $ | 322.8 |
| | $ | 5.9 |
|
| Liabilities: | | | | | | | | | | | | | | |
| Short-term derivatives: | | | | | | | | |
| Foreign Currency | $ | 10.1 |
| | $ | — |
| | $ | 10.1 |
| | $ | — |
| |
| Coffee | 8.8 |
| | — |
| | 8.8 |
| | — |
| |
| Total short-term derivatives | 18.9 |
| | — |
| | 18.9 |
| | — |
| |
| Long-term derivatives: | | | | | | | | |
| Foreign Currency | 3.0 |
| | — |
| | 3.0 |
| | — |
| |
| Total long-term derivatives | 3.0 |
| | — |
| | 3.0 |
| | — |
| |
| Total | $ | 21.9 |
| | $ | — |
| | $ | 21.9 |
| | $ | — |
| |
| Accrued liabilities: | | | | | | | | |
| Derivative liabilities | | $ | 19.2 |
| | $ | 3.6 |
| | $ | 15.6 |
| | $ | — |
|
| Other long-term liabilities: | | | | | | | | |
| Derivative liabilities | | 14.5 |
| | — |
| | 14.5 |
| | — |
|
| Total liabilities | | $ | 33.7 |
| | $ | 3.6 |
| | $ | 30.1 |
| | $ | — |
|
| | | | | | Fair Value Measurements at Reporting Date Using | | | Fair Value Measurements at Reporting Date Using |
| | Balance at
October 2, 2011 | | Quoted Prices
in Active
Markets for
Identical Assets
(Level 1) | | Significant
Other Observable
Inputs
(Level 2) | | Significant
Unobservable Inputs
(Level 3) | Balance at
Sep 28, 2014 | | Quoted Prices
in Active
Markets for
Identical Assets
(Level 1) | | Significant
Other Observable
Inputs
(Level 2) | | Significant
Unobservable Inputs
(Level 3) |
| Assets: | | | | | | | | | | | | | | |
| Cash and cash equivalents | $ | 1,148.1 |
| | $ | 1,148.1 |
| | $ | — |
| | $ | — |
| $ | 1,708.4 |
| | $ | 1,708.4 |
| | $ | — |
| | $ | — |
|
| Short-term investments: | | | | | | | | | | | | | | |
| Available-for-sale securities | | | | | | | | | | | | | | |
| Agency obligations | 20.0 |
| | — |
| | 20.0 |
| | — |
| |
| Commercial paper | 87.0 |
| | — |
| | 87.0 |
| | — |
| |
| Corporate debt securities | 78.0 |
| | — |
| | 78.0 |
| | — |
| 4.9 |
| | — |
| | 4.9 |
| | — |
|
| Government treasury securities | 606.0 |
| | 606.0 |
| | — |
| | — |
| |
| Foreign government obligations | | 33.7 |
| | — |
| | 33.7 |
| | — |
|
| U.S. government treasury securities | | 10.9 |
| | 10.9 |
| | — |
| | — |
|
| State and local government obligations | | 12.7 |
| | — |
| | 12.7 |
| | — |
|
| Certificates of deposit | 64.0 |
| | — |
| | 64.0 |
| | — |
| 1.0 |
| | — |
| | 1.0 |
| | — |
|
| Total available-for-sale securities | 855.0 |
| | 606.0 |
| | 249.0 |
| | — |
| 63.2 |
| | 10.9 |
| | 52.3 |
| | — |
|
| Trading securities | 47.6 |
| | 47.6 |
| | — |
| | — |
| 72.2 |
| | 72.2 |
| | — |
| | — |
|
| Total short-term investments | 902.6 |
| | 653.6 |
| | 249.0 |
| | — |
| 135.4 |
| | 83.1 |
| | 52.3 |
| | — |
|
| Prepaid expenses and other current assets: | | | | | | | | |
| Derivative assets | | 28.7 |
| | 0.9 |
| | 27.8 |
| | — |
|
| Long-term investments: | | | | | | | | | | | | | | |
| Available-for-sale securities | | | | | | | | | | | | | | |
| Agency obligations | | 8.9 |
| | — |
| | 8.9 |
| | — |
|
| Corporate debt securities | 67.0 |
| | — |
| | 67.0 |
| | — |
| 130.9 |
| | — |
| | 130.9 |
| | — |
|
| Auction rate securities | 28.0 |
| | — |
| | — |
| | 28.0 |
| 13.8 |
| | — |
| | — |
| | 13.8 |
|
| Certificates of deposit | 12.0 |
| | — |
| | 12.0 |
| | — |
| |
| Foreign government obligations | | 17.4 |
| | — |
| | 17.4 |
| | — |
|
| U.S. government treasury securities | | 94.8 |
| | 94.8 |
| | — |
| | — |
|
| State and local government obligations | | 6.7 |
| | — |
| | 6.7 |
| | — |
|
| Mortgage and other asset-backed securities | | 45.9 |
| | — |
| | 45.9 |
| | — |
|
| Total long-term investments | 107.0 |
| | — |
| | 79.0 |
| | 28.0 |
| 318.4 |
| | 94.8 |
| | 209.8 |
| | 13.8 |
|
| Total | $ | 2,157.7 |
| | $ | 1,801.7 |
| | $ | 328.0 |
| | $ | 28.0 |
| |
| Other long-term assets: | | | | | | | | |
| Derivative assets | | 18.0 |
| | — |
| | 18.0 |
| | — |
|
| Total assets | | $ | 2,208.9 |
| | $ | 1,887.2 |
| | $ | 307.9 |
| | $ | 13.8 |
|
| Liabilities: | | | | | | | | | | | | | | |
| Short-term derivatives: | | | | | | | | |
| Foreign Currency | $ | 20.1 |
| | $ | — |
| | $ | 20.1 |
| | $ | — |
| |
| Coffee | 1.2 |
| | — |
| | 1.2 |
| | — |
| |
| Total short-term derivatives | 21.3 |
| | — |
| | 21.3 |
| | — |
| |
| Long-term derivatives: | | | | | | | | |
| Foreign Currency | 9.9 |
| | — |
| | 9.9 |
| | — |
| |
| Total long-term derivatives | 9.9 |
| | — |
| | 9.9 |
| | — |
| |
| Total | $ | 31.2 |
| | $ | — |
| | $ | 31.2 |
| | $ | — |
| |
| Accrued liabilities: | | | | | | | | |
| Derivative liabilities | | $ | 2.4 |
| | $ | 0.4 |
| | $ | 2.0 |
| | $ | — |
|
Short-termThere were no material transfers between levels and long-term derivatives are included in other accruedthere was no significant activity within Level 3 instruments during the periods presented. The fair values of any financial instruments presented above exclude the impact of netting assets and liabilities and other long-term liabilities, respectively.when a legally enforceable master netting agreement exists.
Available-for-sale Securities
Long-term investments generally mature within 4 years. Proceeds from sales of available-for-sale securities were $600.6 million, $1.5 billion, and $60.2 million for fiscal years 2015, 2014 and 2013, respectively. The increase in fiscal 2014 was due to the liquidation of a significant portion of our offshore investment portfolio in the fourth quarter of fiscal 2014 in anticipation of funding the acquisition of Starbucks Japan. Realized gains and losses on sales and maturities of available-for-sale securities were not material for fiscal years 2015, 2014, and 2013. Gross unrealized holding gains and losses on investmentsavailable-for-sale securities were not material as of September 27, 2015 and September 30, 2012 and October 2, 201128, 2014.
Available-for-sale Securities
Available-for-sale securities include government treasury securities, corporate and agency bonds, commercial paper, certificates of deposit placed through an account registry service and auction rate securities (“ARS”).
Level 1: For government treasury securities, we use quoted prices in active markets for identical assets to determine fair value.
Level 2: For corporate and agency bonds, for which a quoted market price is not available for identical assets, we determine fair value based upon the quoted market price of similar assets or the present value of expected future cash flows, calculated by applying revenue multiples to estimate future operating results and using discount rates appropriate for the duration and the risks involved. Fair values for commercial paper are estimated using a discounted cash flow calculation that applies current imputed interest rates of similar securities. Fair values for certificates of deposit are estimated using a discounted cash flow calculation that applies current interest rates to aggregate expected maturities.
Level 3: We determine fair value of our ARS using an internally developed valuation model, using inputs that include interest rate curves, credit and liquidity spreads, and effective maturity.
Proceeds from sales of available-for-sale securities were $5.0 million, $0.0 million, and $1.1 million in fiscal years 2012, 2011, and 2010, respectively. For fiscal years 2012, 2011, and 2010 realized gains and losses on sales and maturities were not material.
Certificates of deposit have maturity dates ranging from approximately one month to 2 years and principal amounts, that when aggregated with interest that will accrue over the investment term, will not exceed Federal Deposit Insurance Corporation limits. Certificates of deposit with original maturities of 90 days or less are included in cash and cash equivalents. The amounts invested in certificate of deposits that were included in cash and cash equivalents were $0.2 million and $4.2 million as of September 30, 2012 and October 2, 2011, respectively.
Long-term investments (except for ARS) generally mature within 3 years. ARS have long-dated maturities but provide liquidity through a Dutch auction process that resets the applicable interest rate at pre-determined calendar intervals. Our ARS are collateralized by portfolios of student loans, substantially all of which are guaranteed by the United States Department of Education. Due to the auction failures that began in 2008, these securities became illiquid and were classified as long-term investments. The investment principal associated with the failed auctions will not be accessible until:
successful auctions resume;
an active secondary market for these securities develops;
the issuers replace these securities with another form of financing; or
final payments are made according to the contractual maturities of the debt issues which range from 18 to 32 years.
We do not intend to sell the ARS, nor is it likely we will be required to sell the ARS before their anticipated recovery, which may be at maturity.
Trading Securities
Trading securities include equity mutual funds and exchange-traded funds. For these securities, we use quoted prices in active markets for identical assets to determine fair value, thus these securities are considered Level 1 instruments. Our trading securities portfolio approximates a portion of theour liability under theour Management Deferred Compensation Plan (“MDCP”("MDCP"), a defined contribution plan. The corresponding deferred compensationOur MDCP liability of $94.8was $98.3 million and $84.7106.4 million as of September 30, 201227, 2015 and October 2, 2011September 28, 2014, respectively, which is included in accrued compensation and related costs within accrued liabilities on the consolidated balance sheets. The changes in net unrealized holding gains/gains and losses in the trading securities portfolio included in earnings for fiscal years 20122015, 20112014 and 20102013 were a net gainloss of $4.5 million, and net gains of $10.9 million, a net loss of $2.11.2 million, and a net gain of $4.111.7 million, respectively. Gross unrealized holding gains and losses on trading securities were not material as of September 27, 2015 and
September 28, 2014.
Derivative Assets and Liabilities
Derivative assets and liabilities include foreign currency forward contracts, commodity futures contracts, collars and swaps, and futures contracts. Where applicable, we use quoted priceswhich are described further in active markets for identical derivative assets and liabilities that are traded on exchanges. Derivative assets and liabilities included in Level 2 are over-the-counter currency forward contracts and commodity swaps whose fair values are estimated using industry-standard valuation models. Such models project future cash flows and discount the future amounts to a present value using market-
based observable inputs, including interest rate curves and forward and spot prices for currencies and commodities.
Changes in Level 3 Instruments Measured at Fair Value on a Recurring Basis
Financial instruments measured using Level 3 inputs described above are comprised entirely of our ARS. Changes in this balance related primarily to calls of certain of our ARS. In fiscal 2012 and 2011, $10.7 million and $15.8 million, respectively, of our ARS were called at par.Derivative Financial Instruments.
Assets and Liabilities Measured at Fair Value on a Nonrecurring Basis
Assets and liabilities recognized or disclosed at fair value on a nonrecurring basis include items such as property, plant and equipment, goodwill and other intangible assets, equity and cost method investments, and other assets. These assets are measured at fair value if determined to be impaired.
Impairment of property, plant, and equipment is included at Note 1, Summary of Significant Accounting Policies. During fiscal 20122015 and 2011, we recognized2014, there were no other material fair market value adjustments with a charge to earnings for these assets as follows:adjustments. |
| | | | | | | | | | | |
| | Year Ended September 30, 2012 |
| | Carrying
Value before
adjustment | | Fair value
adjustment | | Carrying
value after
adjustment |
Property, plant and equipment (1) | $ | 21.5 |
| | $ | (14.4 | ) | | $ | 7.1 |
|
|
| | | | | | | | | | | |
| | Year Ended October 2, 2011 |
| | Carrying Value before adjustment | | Fair value adjustment | | Carrying value after adjustment |
Property, plant, and equipment (1) | $ | 8.8 |
| | $ | (5.9 | ) | | $ | 2.9 |
|
Other assets (2) | $ | 22.1 |
| | $ | (22.1 | ) | | $ | — |
|
| |
(1) | These assets primarily consist of leasehold improvements in underperforming stores. The fair value was determined using a discounted cash flow model based on expected future store revenues and operating costs, using internal projections. The resulting impairment charge was included in store operating expenses. |
| |
(2) | The fair value was determined using valuation techniques, including discounted cash flows, comparable transactions, and/or comparable company analyses. The resulting impairment charge was included in other operating expenses. |
Fair Value of Other Financial Instruments
The estimated fair value of the $550 million of 6.25% Senior Notesour long-term debt based on the quoted market price (Level 2) was approximatelyis included at $674 million and $648 million as of September 30, 2012 and October 2, 2011Note 9, respectively.Debt.
Note 5: Inventories (in millions)
| | | | September 30, 2012 | | October 2, 2011 | Sep 27, 2015 | | Sep 28, 2014 |
| Coffee: | | | | | | |
| Unroasted | $ | 711.3 |
| | $ | 431.3 |
| $ | 529.4 |
| | $ | 432.3 |
|
| Roasted | 222.2 |
| | 246.5 |
| 279.7 |
| | 238.9 |
|
| Other merchandise held for sale | 181.6 |
| | 150.8 |
| 318.3 |
| | 265.7 |
|
| Packaging and other supplies | 126.4 |
| | 137.2 |
| 179.0 |
| | 154.0 |
|
| Total | $ | 1,241.5 |
| | $ | 965.8 |
| $ | 1,306.4 |
| | $ | 1,090.9 |
|
Other merchandise held for sale includes, among other items, serveware and tea. Inventory levels vary due to seasonality, commodity market supply and price fluctuations.
As of September 30, 201227, 2015, we had committed to purchasing green coffee totaling $557$819 million under fixed-price contracts and an estimated $297$266 million under price-to-be-fixed contracts. As of September 30, 201227, 2015, approximately $125$38 million of our price-to-be-fixed contracts were effectively fixed through the use of futures contracts. Price-to-be-fixed contracts are purchase commitments whereby the quality, quantity, delivery period, and other negotiated terms are agreed upon, but the date, and therefore the price, at which the base "C" coffee commodity price component will be fixed has not yet been established. For these types of contracts, either Starbucks or the seller has the option to "fix" the base "C" coffee commodity price prior to the delivery date. Until prices are fixed, we estimate the total cost of these purchase commitments. We believe, based on relationships established with our suppliers in the past, the risk of non-delivery on such purchase commitments is remote.
Note 6: Equity and Cost Investments (in millions)
| | | | September 30, 2012 | | October 2, 2011 | Sep 27,
2015 | | Sep 28,
2014 |
| Equity method investments | $ | 393.9 |
| | $ | 334.4 |
| $ | 306.4 |
| | $ | 469.3 |
|
| Cost method investments | 66.0 |
| | 37.9 |
| 45.6 |
| | 45.6 |
|
| Total | $ | 459.9 |
| | $ | 372.3 |
| $ | 352.0 |
| | $ | 514.9 |
|
Equity Method Investments
As of September 30, 201227, 2015, we had a 50 percent50% ownership interest in each of the following international equity method investees: President Starbucks Coffee (Shanghai); Starbucks Coffee Korea Co., Ltd.; President Starbucks Coffee Taiwan Ltd.; Shanghai President Coffee Co.; Berjaya Starbucks CoffeeCorporation (Taiwan) Company Sdn. Bhd. (Malaysia);Limited; and Tata Starbucks Limited (India). In addition, we had a 39.6 percent49% ownership interest in Starbucks Coffee Japan, Ltd.España, S.L. ("Starbucks Spain"). These international entities operate licensed Starbucks® retail stores.
We also have licensedlicense the rights to produce and distribute Starbucks brandedStarbucks-branded products to our 50% owned joint venture, The North American Coffee Partnership with the Pepsi-Cola Company. We have a 50 percent ownership interest in The North American Coffee Partnership,Company, which develops and distributes bottled FrappuccinoStarbucks® beverages, including Frappuccino® coffee drinks, Starbucks DoubleShotDoubleshot® espresso drinks, Seattle’s Best CoffeeStarbucks Refreshers® ready-to-drink espresso beverages, and Starbucks Refreshers™ beverages.Discoveries Iced Café Favorites®.
On September 23, 2014, we entered into a two-step tender offer bid agreement to acquire the remaining 60.5% interest in Starbucks Japan, at the time a 39.5% owned equity method investment. Upon the completion of the first tender offer step in the first quarter of fiscal 2015, we obtained a controlling interest in Starbucks Japan and began consolidating its results instead of applying equity method accounting. See further discussion at Note 2, Acquisitions and Divestitures. In the fourth quarter of fiscal 2014, we sold our 50% equity method ownership interest in our Malaysian joint venture, Berjaya Starbucks Coffee Company Sdn. Bhd., to our joint venture partner, Berjaya Food Berhad, for a total purchase price of $88.0 million. This transaction resulted in a gain of $67.8 million, which was included in net interest income and other on our consolidated statements of earnings.
In the fourth quarter of fiscal 2013, we acquired a 49% equity method ownership interest in Starbucks Spain from our licensee partner Sigla S.A. (Grupo Vips) for approximately $33 million in cash.
Our share of income and losses from our equity method investments is included in income from equity investees on theour consolidated statements of earnings. Also included in this line item is our proportionate share of gross marginprofit resulting from coffee and other product sales to, and royalty and license fee revenues generated from, equity investees. Revenues generated from these related parties net of eliminations, were $153.4 million, $190.3219.2 million, and $205.1 million in fiscal years 2015, 2014, and 2013, respectively. Related costs of sales were $94.5 million, $151.6121.2 million, and $125.7115.4 million in fiscal years 20122015, 20112014, and 2010, respectively. Related costs of sales, net of eliminations, were $111.0 million, $83.2 million, and $65.3 million in fiscal years 2012, 2011, and 20102013, respectively. As of September 30, 201227, 2015 and October 2, 2011September 28, 2014, there were $33.0$36.7 million and $31.954.9 million of accounts receivable from equity investees, respectively, on our consolidated balance sheets, primarily related to product sales and royalty revenues.
As of September 30, 2012, the aggregate market value of our investment in Starbucks Japan was approximately $400 million, determined based on its available quoted market price, which exceeds its carrying value of $201 million.
Summarized combined financial information of our equity method investees, which represent 100% of the investees’ financial information (in millions):
| | | Financial Position as of | September 30, 2012 | | October 2, 2011 | Sep 27,
2015 | | Sep 28,
2014 |
| Current assets | $ | 603.1 |
| | $ | 476.9 |
| $ | 402.8 |
| | $ | 701.3 |
|
| Noncurrent assets | 735.3 |
| | 651.4 |
| 578.8 |
| | 873.9 |
|
| Current liabilities | 411.2 |
| | 340.1 |
| 490.0 |
| | 615.6 |
|
| Noncurrent liabilities | 119.7 |
| | 80.2 |
| 38.7 |
| | 79.1 |
|
| | | Results of Operations for Fiscal Year Ended | September 30, 2012 | | October 2, 2011 | | October 3, 2010 | Sep 27,
2015 | | Sep 28,
2014 | | Sep 29,
2013 |
| Net revenues | $ | 2,796.7 |
| | $ | 2,395.1 |
| | $ | 2,128.0 |
| $ | 2,688.0 |
| | $ | 3,461.3 |
| | $ | 3,018.7 |
|
| Operating income | 353.5 |
| | 277.0 |
| | 245.3 |
| 426.4 |
| | 467.7 |
| | 434.8 |
|
| Net earnings | 286.7 |
| | 231.1 |
| | 205.1 |
| 392.1 |
| | 382.6 |
| | 358.0 |
|
Cost Method Investments
As of September 30, 201227, 2015, we had a $41$19 million investment of invested in equity interests inof entities that develop and operate Starbucks® licensed retail stores in several global markets. We have the ability to acquire additional interests in some of these cost method investees at certain intervals. Depending on our total percentage of ownership interest and our ability to exercise significant influence over financial and operating policies, additional investments may require a retroactive application of the equity method of accounting. We also had a $25 million investment in the preferred stock of Square, Inc.
During the fourth quarter of fiscal 2012,2013, we madesold our 18% interest in Starbucks Coffee Argentina S.R.L. to our joint venture partner Alsea, S.A.B. de C.V., for a total purchase price of $254.4 million investment. This transaction resulted in the preferred stocka loss of Square, Inc. In addition,$1.0 million, which was included in conjunction with a commercial agreement with Square, we also received warrants to purchase common stocknet interest income and other on our consolidated statements of Square that are subject to certain vesting conditions.earnings.
During the second quarter of fiscal 2013, we sold our 18% interest in Cafe Sirena S. de R.L. de CV (a Mexican limited liability company), to our controlling joint venture partner, SC de Mexico, S.A. de CV, owned by Alsea, S.A.B. de C.V., for a total purchase price of $50.3 million, which included final working capital adjustments. This transaction resulted in a gain of $35.2 million, which was included in net interest income and other on our consolidated statements of earnings.
Note 7: Supplemental Balance Sheet Information (in millions)
|
| | | | | | | |
| Property, Plant and Equipment, net | Sep 30, 2012 | | Oct 2, 2011 |
| Land | $ | 46.2 |
| | $ | 44.8 |
|
| Buildings | 225.2 |
| | 218.5 |
|
| Leasehold improvements | 3,957.6 |
| | 3,617.7 |
|
| Store equipment | 1,251.0 |
| | 1,101.8 |
|
| Roasting equipment | 322.8 |
| | 295.1 |
|
| Furniture, fixtures and other | 836.2 |
| | 757.8 |
|
| Work in progress | 264.1 |
| | 127.4 |
|
| Property, plant and equipment, gross | 6,903.1 |
| | 6,163.1 |
|
| Less accumulated depreciation | (4,244.2 | ) | | (3,808.1 | ) |
| Property, plant and equipment, net | $ | 2,658.9 |
| | $ | 2,355.0 |
|
On August 8, 2011, we completed the sale of two office buildings for gross consideration of $125 million. As a result of this sale, we recognized a $30.2 million gain within operating income on the consolidated statements of earnings in fiscal 2011.
|
| | | | | | | |
| Other Assets | Sep 30, 2012 | | Oct 2, 2011 |
| | | | |
| Long-term deferred tax asset | $ | 97.3 |
| | $ | 156.3 |
|
| Other intangible assets | 143.7 |
| | 111.9 |
|
| Other | 144.7 |
| | 141.4 |
|
| Total other assets | $ | 385.7 |
| | $ | 409.6 |
|
Property, Plant and Equipment, net
|
| | | | | | | |
| Accrued Liabilities | Sep 30, 2012 | | Oct 2, 2011 |
| | | | |
| Accrued compensation and related costs | $ | 381.6 |
| | $ | 364.4 |
|
| Accrued occupancy costs | 126.9 |
| | 148.3 |
|
| Accrued taxes | 138.3 |
| | 109.2 |
|
| Accrued dividend payable | 157.4 |
| | 126.6 |
|
| Other | 329.6 |
| | 192.4 |
|
| Total accrued liabilities | $ | 1,133.8 |
| | $ | 940.9 |
|
|
| | | | | | | |
| | Sep 27, 2015 | | Sep 28, 2014 |
| Land | $ | 46.6 |
| | $ | 46.7 |
|
| Buildings | 411.5 |
| | 278.1 |
|
| Leasehold improvements | 5,409.6 |
| | 4,858.4 |
|
| Store equipment | 1,707.5 |
| | 1,493.3 |
|
| Roasting equipment | 542.4 |
| | 410.9 |
|
| Furniture, fixtures and other | 1,281.7 |
| | 1,078.1 |
|
| Work in progress | 242.5 |
| | 415.6 |
|
| Property, plant and equipment, gross | 9,641.8 |
| | 8,581.1 |
|
| Accumulated depreciation | (5,553.5 | ) | | (5,062.1 | ) |
| Property, plant and equipment, net | $ | 4,088.3 |
| | $ | 3,519.0 |
|
Accrued Liabilities
|
| | | | | | | |
| Other Long-Term Liabilities | Sep 30, 2012 | | Oct 2, 2011 |
| | | | |
| Deferred rent | $ | 201.9 |
| | $ | 215.2 |
|
| Unrecognized tax benefits | 78.4 |
| | 56.7 |
|
| Asset retirement obligations | 42.6 |
| | 50.1 |
|
| Other | 22.4 |
| | 25.8 |
|
| Total other long-term liabilities | $ | 345.3 |
| | $ | 347.8 |
|
|
| | | | | | | |
| | Sep 27, 2015 | | Sep 28, 2014 |
| Accrued compensation and related costs | $ | 522.3 |
| | $ | 437.9 |
|
| Accrued occupancy costs | 137.2 |
| | 119.8 |
|
| Accrued taxes | 259.0 |
| | 272.0 |
|
| Accrued dividends payable | 297.0 |
| | 239.8 |
|
| Other | 545.2 |
| | 444.9 |
|
| Total accrued liabilities | $ | 1,760.7 |
| | $ | 1,514.4 |
|
Note 8: Other Intangible Assets and Goodwill
Other intangible assets (in millions):Indefinite-Lived Intangible Assets
|
| | | | | | | |
| | Sep 30, 2012 | | Oct 2, 2011 |
| Indefinite-lived intangibles | $ | 87.7 |
| | $ | 68.6 |
|
| Definite-lived intangibles | 72.3 |
| | 54.2 |
|
| Accumulated amortization | (16.3 | ) | | (10.9 | ) |
| Definite-lived intangibles, net | 56.0 |
| | 43.3 |
|
| Total other intangible assets | $ | 143.7 |
| | $ | 111.9 |
|
| Definite-lived intangibles approximate remaining weighted average useful life in years | 10 |
| | 11 |
|
|
| | | | | | | |
| (in millions) | Sep 27, 2015 | | Sep 28, 2014 |
| Trade names, trademarks and patents | $ | 202.8 |
| | $ | 197.5 |
|
| Other indefinite-lived intangible assets | 15.1 |
| | 15.1 |
|
| Total indefinite-lived intangible assets | $ | 217.9 |
| | $ | 212.6 |
|
Amortization expense for definite-lived intangibles wasAdditional disclosure regarding changes in our intangible assets due to acquisitions is included at $4.5 millionNote 2, $2.2 million,Acquisitions and $1.2 million during fiscal 2012, 2011, and 2010, respectively. Amortization expense is estimated to be approximately $6 million each year from fiscal 2013 through fiscal 2017, and a total of approximately $26 million thereafter.Divestitures.
Goodwill
Changes in the carrying amount of goodwill by reportable operating segment (in millions):
| | | | Americas | | EMEA | | China /
Asia Pacific | | Channel
Development | | Other | | Total | Americas | | China/Asia Pacific | | EMEA | | Channel
Development | | All Other Segments | | Total |
Balance at October 3, 2010(1) | | | | | | | | | | | | |
| Balance at September 29, 2013 | | | | | | | | | | | | |
| Goodwill prior to impairment | $ | 163.6 |
| | $ | 3.1 |
| | $ | 74.8 |
| | $ | 23.8 |
| | $ | 5.7 |
| | $ | 271.0 |
| $ | 230.2 |
| | $ | 75.1 |
| | $ | 62.2 |
| | $ | 23.8 |
| | $ | 480.2 |
| | $ | 871.5 |
|
| Accumulated impairment charges | (8.6 | ) | | — |
| | — |
| | — |
| | — |
| | (8.6 | ) | (8.6 | ) | | — |
| | — |
| | — |
| | — |
| | (8.6 | ) |
| Goodwill | $ | 155.0 |
| | $ | 3.1 |
| | $ | 74.8 |
| | $ | 23.8 |
| | $ | 5.7 |
| | $ | 262.4 |
| $ | 221.6 |
|
| $ | 75.1 |
| | $ | 62.2 |
| | $ | 23.8 |
| | $ | 480.2 |
| | $ | 862.9 |
|
| Acquisitions | — |
| | 63.8 |
| | — |
| | — |
| | — |
| | 63.8 |
| |
| Purchase price adjustment of previous acquisitions | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| |
| Impairment | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| — |
| | — |
| | — |
| | — |
| | (0.8 | ) | | (0.8 | ) |
Other(2) | (0.7 | ) | | (3.9 | ) | | — |
| | — |
| | — |
| | (4.6 | ) | |
Balance at October 2, 2011(1) | | | | | | | | | | | | |
Other(1) | | (2.6 | ) | | (0.2 | ) | | (3.1 | ) | | — |
| | — |
| | (5.9 | ) |
| Balance at September 28, 2014 | |
| | | | | | | | | | |
| Goodwill prior to impairment | $ | 162.9 |
| | $ | 63.0 |
| | $ | 74.8 |
| | $ | 23.8 |
| | $ | 5.7 |
| | $ | 330.2 |
| $ | 227.6 |
| | $ | 74.9 |
| | $ | 59.1 |
| | $ | 23.8 |
| | $ | 480.2 |
| | $ | 865.6 |
|
| Accumulated impairment charges | (8.6 | ) | | — |
| | — |
| | — |
| | — |
| | (8.6 | ) | (8.6 | ) | | — |
| | — |
| | — |
| | (0.8 | ) | | (9.4 | ) |
| Goodwill | $ | 154.3 |
| | $ | 63.0 |
| | $ | 74.8 |
| | $ | 23.8 |
| | $ | 5.7 |
| | $ | 321.6 |
| $ | 219.0 |
|
| $ | 74.9 |
| | $ | 59.1 |
| | $ | 23.8 |
| | $ | 479.4 |
| | $ | 856.2 |
|
| Acquisitions | 70.5 |
| | — |
| | — |
| | — |
| | 7.0 |
| | 77.5 |
| |
| Purchase price adjustment of previous acquisitions | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| |
| Acquisition/(divestiture) | | (2.5 | ) | | 815.6 |
| | — |
| | — |
| | — |
| | 813.1 |
|
| Impairment | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| — |
| | — |
| | — |
| | — |
| | (0.5 | ) | | (0.5 | ) |
Other(2) | 2.5 |
| | (3.0 | ) | | 0.5 |
| | — |
| | — |
| | — |
| |
| Balance at September 30, 2012 | | | | | | | | | | | | |
Other(1) | | (5.3 | ) | | (86.4 | ) | | (1.7 | ) | | — |
| | — |
| | (93.4 | ) |
| Balance at September 27, 2015 | | | | | | | | | | | | |
| Goodwill prior to impairment | $ | 235.9 |
| | $ | 60.0 |
| | $ | 75.3 |
| | $ | 23.8 |
| | $ | 12.7 |
| | $ | 407.7 |
| $ | 219.8 |
| | $ | 804.1 |
| | $ | 57.4 |
| | $ | 23.8 |
| | $ | 480.2 |
| | $ | 1,585.3 |
|
| Accumulated impairment charges | (8.6 | ) | | — |
| | — |
| | — |
| | — |
| | (8.6 | ) | (8.6 | ) | | — |
| | — |
| | — |
| | (1.3 | ) | | (9.9 | ) |
| Goodwill | $ | 227.3 |
| | $ | 60.0 |
| | $ | 75.3 |
| | $ | 23.8 |
| | $ | 12.7 |
| | $ | 399.1 |
| $ | 211.2 |
|
| $ | 804.1 |
| | $ | 57.4 |
| | $ | 23.8 |
| | $ | 478.9 |
| | $ | 1,575.4 |
|
| |
(1) | In conjunction with the change in reportable operating segments, we reclassified goodwill by segment as of October 2, 2011 and October 3, 2010. |
| |
(2) | Other is primarily comprised of changes in the goodwill balance as a result of foreign exchange fluctuations.currency translation. |
Finite-Lived Intangible Assets
|
| | | | | | | | | | | | | | | | | | | | | | | |
| | Sep 27, 2015 | | Sep 28, 2014 |
| (in millions) | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount | | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount |
| Acquired and reacquired rights | $ | 308.6 |
| | $ | (52.5 | ) | | $ | 256.1 |
| | $ | 36.8 |
| | $ | (10.1 | ) | | $ | 26.7 |
|
| Acquired trade secrets and processes | 27.6 |
| | (8.2 | ) | | 19.4 |
| | 27.6 |
| | (5.4 | ) | | 22.2 |
|
| Licensing agreements | 13.4 |
| | (1.1 | ) | | 12.3 |
| | — |
| | — |
| | — |
|
| Trade names, trademarks and patents | 24.5 |
| | (13.0 | ) | | 11.5 |
| | 21.6 |
| | (11.6 | ) | | 10.0 |
|
| Other finite-lived intangible assets | 6.5 |
| | (3.3 | ) | | 3.2 |
| | 3.8 |
| | (1.8 | ) | | 2.0 |
|
| Total finite-lived intangible assets | $ | 380.6 |
| | $ | (78.1 | ) | | $ | 302.5 |
| | $ | 89.8 |
| | $ | (28.9 | ) | | $ | 60.9 |
|
Amortization expense for finite-lived intangible assets was $50.0 million, $8.7 million, and $7.7 million during fiscal 2015, 2014, and 2013, respectively.
Estimated future amortization expense as of September 27, 2015 (in millions):
|
| | | |
| Fiscal Year Ending | |
| 2016 | $ | 53.2 |
|
| 2017 | 52.9 |
|
| 2018 | 51.5 |
|
| 2019 | 51.2 |
|
| 2020 | 51.1 |
|
| Thereafter | 42.6 |
|
| Total estimated future amortization expense | $ | 302.5 |
|
Additional disclosure regarding changes in our intangible assets due to acquisitions is included at Note 2, Acquisitions and Divestitures.
Note 9: Debt
Revolving Credit Facility and Commercial Paper Program
In November 2010, we replaced our previousOur $750 million unsecured, revolving credit facility with a new $500 million unsecured credit facility ("the credit facility”) with various banks, of which $100$150 million may be used for issuances of letters of credit. The credit, facility is available for working capital, capital expenditures and other corporate purposes, including acquisitions and share repurchases andrepurchases. During the second quarter of fiscal 2015, we extended the duration of our credit facility, which is currentlynow set to mature in November 2014.on January 21, 2020, and amended certain facility fees and borrowing rates. Starbucks has the option, subject to negotiation and agreement with the related banks, to increase the maximum commitment amount by an additional $500 million. No borrowings were outstanding$750 million. Borrowings under the credit facility will bear interest at the end of fiscal 2012 or fiscal 2011.The interesta variable rate based on LIBOR, and, for any borrowingsU.S. dollar-denominated loans under certain circumstances, a Base Rate (as defined in the credit facility,facility), in each case plus an applicable margin. The applicable margin is based on Starbucks current ratings and fixed charge coverage ratio, is 0.85% over LIBOR The specific spread over LIBOR will depend upon ourthe better of (i) the Company's long-term credit ratings assigned by Moody’sMoody's and Standard & Poor’sPoor's rating agencies and our(ii) the Company's fixed charge coverage
ratio. ratio, pursuant to a pricing grid set forth in the credit facility. The current applicable margin is 0.565% for Eurocurrency Rate Loans and 0.00% for Base Rate Loans. The credit facility contains provisions requiring us to maintain compliance with certain covenants, including a minimum fixed charge coverage ratio, which measures our ability to cover financing expenses. As of September 27, 2015, we were in compliance with all applicable covenants. No amounts were outstanding under our credit facility as of September 27, 2015.
Under our commercial paper program, we may issue unsecured commercial paper notes up to a maximum aggregate amount outstanding at any time of $500 million,$1 billion, with individual maturities that may vary, but not exceed 397 days from the date of issue. The program is backstopped by the credit facility and the combined borrowing limit is $500 million forAmounts outstanding under the commercial paper program and theare required to be backstopped by available commitments under our credit facility. We may issuefacility discussed above. As of September 27, 2015, availability under our commercial paper program was approximately $750 million (which represents the full committed credit facility amount, as the amount of outstanding letters of credit was not material as of September 27, 2015). The proceeds from time to time and the proceeds of theborrowings under our commercial paper financingprogram may be used for working capital needs, capital expenditures and other corporate purposes, including acquisitionsshare repurchases, business expansion, payment of cash dividends on our common stock or the financing of possible acquisitions. In the fourth quarter of fiscal 2015, we issued and share repurchases. Nosubsequently repaid commercial paper borrowings were outstandingof $93 million for general corporate purposes. We had no other borrowings under theour commercial paper program at the end ofduring fiscal 20122015 or fiscal 2011.
As2014, and there were no amounts outstanding as of September 30, 2012 and October 2, 2011, a total of $18 million and $17 million, respectively, in letters of credit were outstanding under the respective revolving credit facility.
27, 2015 or September 28, 2014.
Long-term Debt
In July 2015, we redeemed our $550 million of 6.250% Senior Notes (the "2017 notes") originally scheduled to mature in August 2007,2017. The redemption resulted in a charge of $61.1 million, which is presented separately as loss on extinguishment of debt within other income and expenses on our consolidated statements of earnings. This loss primarily relates to the optional redemption payment as outlined in the 2017 notes indenture, as well as non-cash expenses related to the previously capitalized original issuance costs and accelerated amortization of the unamortized discount. In connection with the redemption, we also reclassified $2.0 million from accumulated other comprehensive income to interest expense on our consolidated statements of earnings related to remaining unrecognized losses from interest rate contracts entered into in conjunction with the 2017 notes and designated as cash flow hedges.
In June 2015, we issued $550additional long-term debt in an underwritten registered public offering, which consisted of $500 million of 6.25%7-year 2.700% Senior Notes (“the notes”(the "2022 notes") due in August 2017,June 2022, and $350 million of 30-year 4.300% Senior Notes (the "2045 notes") due June 2045. Interest on the 2022 and 2045 notes is payable semi-annually on June 15 and December 15 of each year, commencing on December 15, 2015.
In December 2013, we issued $400 million of 3-year 0.875% Senior Notes (the "2016 notes") due December 2016, and $350 million of 5-year 2.000% Senior Notes (the "2018 notes") due December 2018, in an underwritten registered public offering. Interest on the 2016 and 2018 notes is payable semi-annually on February 15June 5 and August 15December 5 of each year.
In September 2013, we issued $750 million of 10-year 3.85% Senior Notes (the "2023 notes") due October 2023, in an underwritten registered public offering. Interest on the 2023 notes is payable semi-annually on April 1 and October 1 of each year.
Components of long-term debt including the associated interest rates and related fair values (in millions, except interest rates): |
| | | | | | | | | | | | | | | | | | |
| | Sep 27, 2015 | | Sep 28, 2014 | | Stated Interest Rate | Effective Interest Rate (1) |
| Issuance | Face Value | Estimated Fair Value | | Face Value | Estimated Fair Value | |
| 2016 notes | $ | 400.0 |
| $ | 400 |
| | $ | 400.0 |
| $ | 400 |
| | 0.875 | % | 0.941 | % |
| 2017 notes | — |
| — |
| | 550.0 |
| 625 |
| | 6.250 | % | — | % |
| 2018 notes | 350.0 |
| 354 |
| | 350.0 |
| 353 |
| | 2.000 | % | 2.012 | % |
| 2022 notes | 500.0 |
| 503 |
| | — |
| — |
| | 2.700 | % | 2.819 | % |
| 2023 notes | 750.0 |
| 790 |
| | 750.0 |
| 786 |
| | 3.850 | % | 2.860 | % |
| 2045 notes | 350.0 |
| 355 |
| | — |
| — |
| | 4.300 | % | 4.348 | % |
| Total | 2,350.0 |
| 2,402 |
| | 2,050.0 |
| 2,164 |
| | | |
| Aggregate unamortized discount | 2.5 |
| | | 1.7 |
| | | | |
| Total | $ | 2,347.5 |
| | | $ | 2,048.3 |
| | | | |
| |
(1) | Includes the effects of the amortization of any premium or discount and any gain or loss upon settlement of related treasury locks or forward-starting interest rate swaps utilized to hedge the interest rate risk prior to the debt issuance. |
The indentures under which the above notes were issued also require us to maintain compliance with certain covenants, which limitincluding limits on future liens and sale and leaseback transactions on certain material properties. As of September 30, 2012 and October 2, 2011,27, 2015, we were in compliance with each of these covenants. As
The following table summarizes our long-term debt maturities as of September 27, 2015 (September 30, 2012in millions and October 2, 2011, the carrying value of the notes, recorded on the consolidated balance sheets, was $549.6 million and $549.5 million, respectively.):
|
| | | |
| Fiscal Year | Total |
| 2016 | $ | — |
|
| 2017 | 400.0 |
|
| 2018 | — |
|
| 2019 | 350.0 |
|
| 2020 | — |
|
| Thereafter | 1,600.0 |
|
| Total | $ | 2,350.0 |
|
Interest Expense
Interest expense, net of interest capitalized, was $70.5 million, $32.7 million, $33.364.1 million, and $32.728.1 million in fiscal 20122015, 20112014 and 20102013, respectively. In fiscal 20122015, 20112014, and 20102013, $3.2$3.6 million,, $4.4 $6.2 million,, and $4.910.4 million, respectively, of interest was capitalized for asset construction projects.
Note 10: Leases
RentalRent expense under operating lease agreements (in millions):
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Minimum rentals | $ | 759.0 |
| | $ | 715.6 |
| | $ | 688.5 |
| |
| Contingent rentals | 44.7 |
| | 34.3 |
| | 26.1 |
| |
| Minimum rent | | $ | 1,026.3 |
| | $ | 907.4 |
| | $ | 838.3 |
|
| Contingent rent | | 111.5 |
| | 66.8 |
| | 56.4 |
|
| Total | $ | 803.7 |
| | $ | 749.9 |
| | $ | 714.6 |
| $ | 1,137.8 |
| | $ | 974.2 |
| | $ | 894.7 |
|
Minimum future rental payments under non-cancelable operating leases and lease financing arrangements as of September 30, 201227, 2015 (in millions):
| | | Fiscal Year Ending | | Operating Leases | | Lease Financing Arrangements |
| 2013 | $ | 787.9 |
| |
| 2014 | 728.5 |
| |
| 2015 | 640.4 |
| |
| 2016 | 531.5 |
| $ | 1,032.4 |
| | $ | 3.2 |
|
| 2017 | 403.4 |
| 892.5 |
| | 3.2 |
|
| 2018 | | 739.8 |
| | 3.2 |
|
| 2019 | | 624.0 |
| | 3.2 |
|
| 2020 | | 548.9 |
| | 3.2 |
|
| Thereafter | 968.5 |
| 1,831.9 |
| | 31.1 |
|
| Total minimum lease payments | $ | 4,060.2 |
| $ | 5,669.5 |
| | $ | 47.1 |
|
We have subleases related to certain of our operating leases. During fiscal 20122015, 20112014, and 20102013, we recognized sublease income of $11.9 million, $10.0 million, $13.713.3 million, and $10.99.3 million, respectively. Additionally, as of September 27, 2015, the gross carrying value of assets related to build-to-suit lease arrangements accounted for as financing leases was $66.8 million with associated accumulated depreciation of $2.5 million. We had no built-to-suit lease arrangements as of September 28, 2014.
Note 11: Shareholders’ Equity
As discussed in Note 1, Summary of Significant Accounting Policies, on April 9, 2015, we effected a two-for-one stock split of our $0.001 par value common stock for shareholders of record as of March 30, 2015. All share data presented in this note has been retroactively adjusted to reflect this stock split. In addition to 1.22.4 billion shares of authorized common stock with $0.001$0.001 par value per share, we have authorized 7.5 million shares of preferred stock, none of which was outstanding at September 30, 201227, 2015.
Included in additional paid-in capital in our consolidated statements of equity as of September 30, 201227, 2015 and October 2, 2011September 28, 2014 is $39.4 million related to the increase in value of our share of the net assets of Starbucks Japan at the time of its initial public stock offering in fiscal 2002. Also included in additional paid-in capital as of September 27, 2015 is $1.7 million, which represents the difference between the carrying value of the remaining outstanding noncontrolling interests in Starbucks Japan prior to obtaining full ownership and the cash paid to acquire the noncontrolling interests. Refer to Note 2, Acquisitions and Divestitures, for further discussion. ShareWe repurchased 29.0 million shares of common stock at a total cost of $1.4 billion, and 21.0 million shares at a total cost of $769.8 million for the years ended September 27, 2015 and September 28, 2014, respectively. On July 23, 2015, we announced that our Board of Directors approved an increase of 50 million shares to our ongoing share repurchase activity (in millions, except for average price data):
|
| | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 |
| Number of shares acquired | 12.3 |
| | 15.6 |
|
| Average price per share of acquired shares | $ | 48.15 |
| | $ | 35.53 |
|
| Total cost of acquired shares | $ | 593.2 |
| | $ | 555.9 |
|
program. As of September 30, 201227, 2015, 12.152.7 million shares remained available for repurchase under the current authorization. On November 14, 2012, our Board of Directors authorized the repurchase of up to an additional 25 million shares under our share repurchase program.authorizations.
During fiscal years 20122015 and 20112014, our Board of Directors declared the following dividends (in millions, except per share amounts):
| | | | Dividend Per Share | | Record date | | Total Amount | | Payment Date | Dividend Per Share | | Record date | | Total Amount | | Payment Date |
| Fiscal Year 2012: | | |
| Fiscal Year 2015 | | |
| First quarter | $0.17 | | February 8, 2012 | | $128.2 | | February 24, 2012 | $0.16 | | February 5, 2015 | | $240.1 | | February 20, 2015 |
| Second quarter | $0.17 | | May 9, 2012 | | $129.0 | | May 25, 2012 | $0.16 | | May 7, 2015 | | $240.1 | | May 22, 2015 |
| Third quarter | $0.17 | | August 8, 2012 | | $129.1 | | August 24, 2012 | $0.16 | | August 6, 2015 | | $239.0 | | August 21, 2015 |
| Fourth quarter | $0.21 | | November 15, 2012 | | $157.4 | | November 30, 2012 | $0.20 | | November 12, 2015 | | $297.0 | | November 27, 2015 |
| Fiscal Year 2011: | | |
| Fiscal Year 2014: | | |
| First quarter | $0.13 | | February 9, 2011 | | $97.4 | | February 25, 2011 | $0.13 | | February 6, 2014 | | $196.4 | | February 21, 2014 |
| Second quarter | $0.13 | | May 11, 2011 | | $97.8 | | May 27, 2011 | $0.13 | | May 8, 2014 | | $195.5 | | May 23, 2014 |
| Third quarter | $0.13 | | August 10, 2011 | | $97.4 | | August 26, 2011 | $0.13 | | August 7, 2014 | | $195.3 | | August 22, 2014 |
| Fourth quarter | $0.17 | | November 17, 2011 | | $126.6 | | December 2, 2011 | $0.16 | | November 13, 2014 | | $239.8 | | November 28, 2014 |
Comprehensive Income
Comprehensive income includes all changes in equity during the period, except those resulting from transactions with our shareholders. Comprehensive income is comprised of net earnings and other comprehensive income. Accumulated other
comprehensive income reported on our consolidated balance sheets consists of foreign currency translation adjustments and the unrealized gains and losses, net of applicable taxes, on available-for-sale securities and on derivative instruments designated and qualifying as cash flow and net investment hedges.
Changes in accumulated other comprehensive income ("AOCI") by component, for year ended September 27, 2015, net of tax: |
| | | | | | | | | | | | | | | | | | | |
| (in millions) | Available-for-Sale Securities | | Cash Flow Hedges | | Net Investment Hedges | | Translation Adjustment | | Total |
| September 27, 2015 | | | | | | | | | |
| Net gains/(losses) in AOCI, beginning of period | $ | (0.4 | ) | | $ | 46.3 |
| | $ | 3.2 |
| | $ | (23.8 | ) | | $ | 25.3 |
|
| Net gains/(losses) recognized in OCI before reclassifications | 0.9 |
| | 30.8 |
| | 2.7 |
| | (185.6 | ) | | (151.2 | ) |
| Net (gains)/losses reclassified from AOCI to earnings | (0.6 | ) | | (51.5 | ) | | (4.6 | ) | | 14.3 |
| | (42.4 | ) |
| Other comprehensive income/(loss) attributable to Starbucks | 0.3 |
| | (20.7 | ) | | (1.9 | ) | | (171.3 | ) | | (193.6 | ) |
| Purchase of noncontrolling interest | — |
| | — |
| | — |
| | (31.1 | ) | | (31.1 | ) |
| Net gains/(losses) in AOCI, end of period | $ | (0.1 | ) | | $ | 25.6 |
| | $ | 1.3 |
| | $ | (226.2 | ) | | $ | (199.4 | ) |
|
| | | | | | | | | | | | | | | | | | | |
| (in millions) | Available-for-Sale Securities | | Cash Flow Hedges | | Net Investment Hedges | | Translation Adjustment | | Total |
| September 28, 2014 | | | | | | | | | |
| Net gains/(losses) in AOCI, beginning of period | $ | (0.5 | ) | | $ | 26.8 |
| | $ | (12.9 | ) | | $ | 53.6 |
| | $ | 67.0 |
|
| Net gains/(losses) recognized in OCI before reclassifications | 1.0 |
| | 16.3 |
| | 16.1 |
| | (77.4 | ) | | (44.0 | ) |
| Net (gains)/losses reclassified from AOCI to earnings | (0.9 | ) | | 3.2 |
| | — |
| | — |
| | 2.3 |
|
| Other comprehensive income/(loss) attributable to Starbucks | 0.1 |
| | 19.5 |
| | 16.1 |
| | (77.4 | ) |
| (41.7 | ) |
| Net gains/(losses) in AOCI, end of period | $ | (0.4 | ) | | $ | 46.3 |
| | $ | 3.2 |
| | $ | (23.8 | ) | | $ | 25.3 |
|
Impact of reclassifications from AOCI on the consolidated statements of earnings (in millions):
|
| | | | | | | | | | |
AOCI Components | | Amounts Reclassified from AOCI | | Affected Line Item in the Statements of Earnings |
| | Fiscal Year Ended | |
| | Sep 27, 2015 | | Sep 28, 2014 | |
| Gains/(losses) on cash flow hedges | | | | | | |
| Interest rate hedges | | $ | 3.2 |
| | $ | 5.0 |
| | Interest expense |
| Cross-currency swaps | | 46.2 |
| | — |
| | Interest income and other, net |
| Foreign currency hedges | | 14.0 |
| | 5.1 |
| | Revenue |
| Foreign currency/coffee hedges | | 8.6 |
| | (10.0 | ) | | Cost of sales including occupancy costs |
Gains/(losses) on net investment hedges(1) | | 7.2 |
| | — |
| | Gain resulting from acquisition of joint venture |
Translation adjustment(2) | | | | | | |
| Starbucks Japan | | (7.2 | ) | | — |
| | Gain resulting from acquisition of joint venture |
| Other | | (7.1 | ) | | — |
| | Interest income and other, net |
| | | 64.9 |
| | 0.1 |
| | Total before tax |
| | | (23.1 | ) | | (3.3 | ) | | Tax (expense)/benefit |
| | | $ | 41.8 |
| | $ | (3.2 | ) | | Net of tax |
| |
(1) | Release of pretax cumulative net gains in AOCI related to our net investment derivative instruments used to hedge our preexisting 39.5% equity method investment in Starbucks Japan. |
| |
(2) | Release of cumulative translation adjustments to earnings upon sale or liquidation of foreign business. |
Comprehensive income, net of related tax effects (in millions):
|
| | | | | | | | | | | |
| Fiscal Year Ended | September 30, 2012 | | October 2, 2011 | | October 3, 2010 |
| Net earnings attributable to Starbucks | $ | 1,383.8 |
| | $ | 1,245.7 |
| | $ | 945.6 |
|
| Unrealized holding gains/(losses) on available-for-sale securities, net of tax (provision)/benefit of $(0.3), $(0.3), and $0.1, respectively | 0.4 |
| | 0.4 |
| | (0.2 | ) |
| Unrealized holding losses on cash flow hedging instruments, net of tax benefit of $4.3 $4.5, and $6.6, respectively | (37.9 | ) | | (7.7 | ) | | (11.3 | ) |
| Unrealized holding gains/(losses) on net investment hedging instruments, net of tax (provision)/benefit of $(0.4), $4.5, and $4.0, respectively | 0.6 |
| | (7.6 | ) | | (6.8 | ) |
| Reclassification adjustment for net losses realized in net earnings for cash flow hedges, net of tax benefit of $4.3, $6.1, and $0.8, respectively | 10.5 |
| | 10.5 |
| | 1.3 |
|
| Net unrealized loss | (26.4 | ) | | (4.4 | ) | | (17.0 | ) |
| Translation adjustment, net of tax (provision)/benefit of $(3.3), $0.9, and $(3.2), respectively | 2.8 |
| | (6.5 | ) | | 8.8 |
|
| Total comprehensive income | $ | 1,360.2 |
| | $ | 1,234.8 |
| | $ | 937.4 |
|
Components of accumulated other comprehensive income, net of tax (in millions):
|
| | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 |
| Net unrealized gains/(losses) on available-for-sale securities | $ | (0.1 | ) | | $ | (0.5 | ) |
| Net unrealized gains/(losses) on hedging instruments | (72.1 | ) | | (45.3 | ) |
| Translation adjustment | 94.9 |
| | 92.1 |
|
| Accumulated other comprehensive income | $ | 22.7 |
| | $ | 46.3 |
|
As of September 30, 2012 and October 2, 2011, the translation adjustment was net of tax provisions of $6.6 million and $3.3 million, respectively.
Note 12: Employee Stock and Benefit Plans
We maintain several equity incentive plans under which we may grant non-qualified stock options, incentive stock options, restricted stock, restricted stock units (“RSUs”("RSUs"), or stock appreciation rights to employees, non-employee directors and consultants. We issue new shares of common stock upon exercise of stock options and the vesting of RSUs. We also have an employee stock purchase plan (“ESPP”("ESPP").
As discussed in Note 1, Summary of Significant Accounting Policies, on April 9, 2015, we effected a two-for-one stock split of our $0.001 par value common stock for shareholders of record as of March 30, 2015. All share and per-share data presented in this note has been retroactively adjusted to reflect this stock split. As of September 30, 2012,27, 2015, there were 24.696.3 million shares of common stock available for issuance pursuant to future equity-based compensation awards and 8.114.3 million shares available for issuance under our ESPP.
Stock basedStock-based compensation expense recognized in the consolidated financial statements (in millions):
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Options | $ | 46.2 |
| | $ | 60.4 |
| | $ | 76.8 |
| $ | 37.8 |
| | $ | 41.8 |
| | $ | 37.1 |
|
| Restricted Stock Units (“RSUs”) | 107.4 |
| | 84.8 |
| | 36.8 |
| |
| Total stock-based compensation expense recognized in the consolidated statement of earnings | $ | 153.6 |
| | $ | 145.2 |
| | $ | 113.6 |
| |
| RSUs | | 172.0 |
| | 141.4 |
| | 105.2 |
|
| Total stock-based compensation expense recognized in the consolidated statements of earnings | | $ | 209.8 |
| | $ | 183.2 |
| | $ | 142.3 |
|
| Total related tax benefit | 54.2 |
| | 51.2 |
| | 40.6 |
| $ | 72.3 |
| | $ | 63.4 |
| | $ | 49.8 |
|
| Total capitalized stock-based compensation included in net property, plant and equipment and inventories on the consolidated balance sheets | 2.0 |
| | 2.1 |
| | 1.9 |
| $ | 1.9 |
| | $ | 1.9 |
| | $ | 1.8 |
|
Stock Option Plans
Stock options to purchase our common stock are granted at the fair market value of the stock on the date of grant.grant date. The majority of options become exercisable in four equal installments beginning a year from the grant date of grant and generally expire 10 years from the date of grant.grant date. Options granted to non-employee directors generally vest over one to three years.years. Nearly all outstanding stock options are non-qualified stock options.
The fair value of each stock option granted is estimated on the grant date using the Black-Scholes-Merton (“BSM”) option valuation model. The assumptions used to calculate the fair value of options granted are evaluated and revised, as necessary, to reflect market conditions and our experience. Options granted are valued using the multiple option valuation approach, and the resulting expense is recognized over the requisite service period for each separately vesting portion of the award. Compensation expense is recognized only for those options expected to vest, with forfeitures estimated at the date of grant based on our historical experience and future expectations.
The fair value of stock option awards was estimated at the grant date with the following weighted average assumptions for fiscal years 20122015, 20112014, and 20102013:
| | | | Employee Stock Options
Granted During the Period | Employee Stock Options
Granted During the Period |
| Fiscal Year Ended | 2012 | | 2011 | | 2010 | 2015 | | 2014 | | 2013 |
| Expected term (in years) | 4.8 |
| | 5.0 |
| | 4.7 |
| 4.2 |
| | 4.5 |
| | 4.8 |
|
| Expected stock price volatility | 38.2 | % | | 39.0 | % | | 43.0 | % | 22.3 | % | | 26.8 | % | | 34.0 | % |
| Risk-free interest rate | 1.0 | % | | 1.6 | % | | 2.1 | % | 1.1 | % | | 1.1 | % | | 0.7 | % |
| Expected dividend yield | 1.5 | % | | 1.7 | % | | 0.1 | % | 1.6 | % | | 1.3 | % | | 1.6 | % |
| Weighted average grant price | $ | 44.26 |
| | $ | 31.46 |
| | $ | 22.28 |
| $ | 39.89 |
| | $ | 40.12 |
| | $ | 25.62 |
|
| Estimated fair value per option granted | $ | 12.79 |
| | $ | 9.58 |
| | $ | 8.50 |
| $ | 6.58 |
| | $ | 8.36 |
| | $ | 6.44 |
|
The expected term of the options represents the estimated period of time until exercise, and is based on historical experience of similar awards, giving consideration to the contractual terms, vesting schedules and expectations of future employee behavior. Expected stock price volatility is based on a combination of historical volatility of our stock and the one-year implied volatility of Starbucks traded options, for the related vesting periods. The risk-free interest rate is based on the implied yield available on USU.S. Treasury zero-coupon issues with an equivalent remaining term. The dividend yield assumption is based on theour anticipated cash dividend payouts. The amounts shown above for the estimated fair value per option granted are before the estimated effect of forfeitures, which reduce the amount of expense recorded onin the consolidated statements of earnings.
The BSM option valuation model was developed for use in estimating the fair value of traded options, which have no vesting restrictions and are fully transferable. Our employee stock options have characteristics significantly different from those of traded options, and changes in the subjective input assumptions can materially affect the fair value estimate. Because our stock options do not trade on a secondary exchange, employees do not derive a benefit from holding stock options unless there is an increase, above the grant price, in the market price of our stock. Such an increase in stock price would benefit all shareholders commensurately.
Stock option transactions fromfor the year ended September 27, 2009 through September 30, 20122015 (in millions, except per share and contractual life amounts):
| | | | Shares
Subject to
Options | | Weighted
Average
Exercise
Price
per Share | | Weighted
Average
Remaining
Contractual
Life (Years) | | Aggregate
Intrinsic
Value | Shares
Subject to
Options | | Weighted
Average
Exercise
Price
per Share | | Weighted
Average
Remaining
Contractual
Life (Years) | | Aggregate
Intrinsic
Value |
| Outstanding, September 27, 2009 | 63.6 |
| | $ | 14.75 |
| | 6.7 | | $ | 442 |
| |
| Outstanding, September 28, 2014 | | 39.6 |
| | $ | 18.93 |
| | 5.8 | | $ | 754 |
|
| Granted | 14.9 |
| | 22.28 |
| | | 6.4 |
| | 39.89 |
| | |
| Exercised | (9.6 | ) | | 11.94 |
| | | (11.3 | ) | | 14.99 |
| | |
| Expired/forfeited | (8.2 | ) | | 18.73 |
| | | (1.1 | ) | | 32.38 |
| | |
| Outstanding, October 3, 2010 | 60.7 |
| | 16.52 |
| | 6.6 | | 611 |
| |
| Granted | 4.3 |
| | 31.46 |
| | | |
| Exercised | (16.1 | ) | | 14.40 |
| | | |
| Expired/forfeited | (3.6 | ) | | 18.06 |
| | | |
| Outstanding, October 2, 2011 | 45.3 |
| | 18.57 |
| | 6.4 | | 848 |
| |
| Granted | 3.4 |
| | 44.26 |
| | | |
| Exercised | (13.6 | ) | | 15.99 |
| | | |
| Expired/forfeited | (2.0 | ) | | 20.67 |
| | | |
| Outstanding, September 30, 2012 | 33.1 |
| | 22.19 |
| | 6.1 | | 945 |
| |
| Exercisable, September 30, 2012 | 18.4 |
| | 19.96 |
| | 5.0 | | 567 |
| |
| Vested and expected to vest, September 30, 2012 | 32.0 |
| | 21.92 |
| | 6.0 | | 923 |
| |
| Outstanding, September 27, 2015 | | 33.6 |
| | 23.81 |
| | 6.0 | | 1,150 |
|
| Exercisable, September 27, 2015 | | 21.1 |
| | 16.75 |
| | 4.7 | | 872 |
|
| Vested and expected to vest, September 27, 2015 | | 32.4 |
| | 23.29 |
| | 5.9 | | 1,125 |
|
The aggregate intrinsic value in the table above, which is the amount by which the market value of the underlying stock exceeded the exercise price of outstanding options, is before applicable income taxes and represents the amount optionees would have realized if all in-the-money options had been exercised on the last business day of the period indicated.
The following is a summary of stock options outstanding at the end of fiscal 2012 (shares in millions):
|
| | | | | | | | | | | | | | | |
| | Options Outstanding | | Options Exercisable |
| Range of Prices | Number of
Options | | Weighted
Average
Remaining
Contractual
Life | | Weighted
Average
Exercise
Price | | Number of
Options | | Weighted
Average
Exercise
Price |
| Under $10.00 | 9.0 |
| | 6.0 | | $ | 8.65 |
| | 5.0 |
| | $ | 8.65 |
|
| $10.01 - $20.00 | 3.6 |
| | 3.7 | | 15.14 |
| | 3.3 |
| | 15.22 |
|
| $20.01 - $30.00 | 10.8 |
| | 6.0 | | 23.14 |
| | 6.5 |
| | 23.91 |
|
| Over $30.00 | 9.7 |
| | 7.1 | | 36.36 |
| | 3.6 |
| | 32.89 |
|
| | 33.1 |
| | 6.1 | | $ | 22.19 |
| | 18.4 |
| | $ | 19.96 |
|
As of September 30, 2012,27, 2015, total unrecognized stock-based compensation expense, net of estimated forfeitures, related to nonvested stock options was approximately $35$32 million,, before income taxes, and is expected to be recognized over a weighted average period of approximately 2.3 years.2.6 years. The total intrinsic value of stock options exercised was $358 million, $258 million, and $539 million during fiscal years 2015, $440 million, $323 million2014, and $118 million during fiscal years 2012, 2011, and 20102013, respectively. The total fair value of options vested was $36 million, $59 million, $12644 million, and $10856 million during fiscal years 20122015, 20112014, and 20102013, respectively.
RSUs
We have both time-vested and performance-based RSUs. Time-vested RSUs are awarded to eligible employees and non-employee directors and entitle the grantee to receive shares of common stock at the end of a vesting period, subject solely to the employee’s continuing employment.employment or the non-employee director's continuing service. The majority of RSUs vest in two equal annual installments beginning a year from the grant date. Our performance-based RSUs are awarded to eligible employees and entitle the grantee to receive shares of common stock if we achieve specified performance goals forduring the full fiscal year in the year of awardperformance period and the grantee remains employed during the subsequent vesting period. The fair value of RSUs is based on the closing price of Starbucks common stock on the award date. Expense for performance-based RSUs is recognized when it is probable the performance goal will be achieved.
RSU transactions fromfor the year ended September 27, 2009 through September 30, 20122015 (in millions, except per share and contractual life amounts):
|
| | | | | | | | | | | | |
| | Number
of
Shares | | Weighted
Average
Grant Date
Fair Value
per Share | | Weighted
Average
Remaining
Contractual
Life (Years) | | Aggregate
Intrinsic
Value |
| Nonvested, September 27, 2009 | 4.4 |
| | $ | 11.55 |
| | 1.6 | | $ | 88 |
|
| Granted | 2.3 |
| | 22.27 |
| | | | |
| Vested | (0.7 | ) | | 16.35 |
| | | | |
| Forfeited/cancelled | (0.6 | ) | | 12.27 |
| | | | |
| Nonvested, October 3, 2010 | 5.4 |
| | 13.55 |
| | 1.1 | | 141 |
|
| Granted | 5.4 |
| | 31.06 |
| | | | |
| Vested | (1.7 | ) | | 9.40 |
| | | | |
| Forfeited/cancelled | (0.8 | ) | | 25.68 |
| | | | |
| Nonvested, October 2, 2011 | 8.3 |
| | 23.11 |
| | 0.8 | | 309 |
|
| Granted | 4.1 |
| | 44.05 |
| | | | |
| Vested | (4.2 | ) | | 18.93 |
| | | | |
| Forfeited/cancelled | (0.9 | ) | | 35.56 |
| | | | |
| Nonvested, September 30, 2012 | 7.3 |
| | 34.68 |
| | 0.9 | | 366 |
|
|
| | | | | | | | | | | | |
| | Number
of
Shares | | Weighted
Average
Grant Date
Fair Value
per Share | | Weighted
Average
Remaining
Contractual
Life (Years) | | Aggregate
Intrinsic
Value |
| Nonvested, September 28, 2014 | 10.8 |
| | $ | 31.17 |
| | 1.0 | | $ | 407 |
|
| Granted | 6.7 |
| | 38.56 |
| | | | |
| Vested | (5.1 | ) | | 26.73 |
| | | | |
| Forfeited/canceled | (1.7 | ) | | 36.10 |
| | | | |
| Nonvested, September 27, 2015 | 10.7 |
| | 36.35 |
| | 1.0 | | 620 |
|
For fiscal 2014 and 2013, the weighted average fair value per RSU granted was $40.07 and $25.12, respectively. As of September 30, 201227, 2015, total unrecognized stock-based compensation expense related to nonvested RSUs, net of estimated forfeitures, was approximately $80$126 million,, before income taxes, and is expected to be recognized over a weighted average period of approximately 2.3 years. The total fair value of RSUs vested was $137 million, $103 million and 2.0$104 million during fiscal years.2015
, 2014, and 2013, respectively.
ESPP
Our ESPP allows eligible employees to contribute up to 10% of their base earnings toward the quarterly purchase of our common stock, subject to an annual maximum dollar amount. The purchase price is 95% of the fair market value of the stock on the last business day of the quarterly offering period. The number of shares issued under our ESPP was 0.40.5 million in fiscal 20122015.
Deferred StockCompensation Plan
We have a deferred stock planDeferred Compensation Plan for certain key-employees that enables participants in the planNon-Employee Directors under which non-employee directors may, for any fiscal year, irrevocably elect to defer receipt of ownershipshares of common stock the director would have received upon vesting of restricted stock units. The number of deferred shares from the exercise of nonqualified stock options. The minimum deferral period is 5 years. As of September 30, 2012 and October 2, 2011, 3.4 million shares were deferred under the terms of this plan. The rightsoutstanding related to receive these shares, represented by common stock units, are included in the calculation of basic and diluted earnings per share as common stock equivalents. No new initial deferrals are permittedmade under this plan; the plan permits re-deferrals of previously deferred shares.
is not material.
Defined Contribution Plans
We maintain voluntary defined contribution plans, both qualified and non-qualified, covering eligible employees as defined in the plan documents. Participating employees may elect to defer and contribute a portion of their eligible compensation to the plans up to limits stated in the plan documents, not to exceed the dollar amounts set by applicable laws.
Our matching contributions to all USU.S. and non-USnon-U.S. plans were $70.9 million, $59.8 million, $45.573.0 million, and $23.554.7 million in fiscal years 20122015, 20112014, and 20102013, respectively.
Note 13: Income Taxes
The componentsComponents of earningsearnings/(loss) before income taxes were as follows (in millions):
|
| | | | | | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 |
| United States | $ | 1,679.6 |
| | $ | 1,523.4 |
| | $ | 1,308.9 |
|
| Foreign | 379.5 |
| | 287.7 |
| | 128.1 |
|
| Total earnings before income taxes | $ | 2,059.1 |
| | $ | 1,811.1 |
| | $ | 1,437.0 |
|
Provision for income taxes (in millions):
|
| | | | | | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 |
| Current taxes: | | | | | |
| Federal | $ | 466.0 |
| | $ | 344.7 |
| | $ | 457.5 |
|
| State | 79.9 |
| | 61.2 |
| | 79.6 |
|
| Foreign | 76.8 |
| | 37.3 |
| | 38.3 |
|
| Total current taxes | 622.7 |
| | 443.2 |
| | 575.4 |
|
| Deferred taxes: | | | | | |
| Federal | 49.2 |
| | 111.6 |
| | (76.0 | ) |
| State | (0.7 | ) | | 8.3 |
| | (9.3 | ) |
| Foreign | 3.2 |
| | — |
| | (1.4 | ) |
| Total deferred taxes | 51.7 |
| | 119.9 |
| | (86.7 | ) |
| Total provision for income taxes | $ | 674.4 |
| | $ | 563.1 |
| | $ | 488.7 |
|
|
| | | | | | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| | | | Total | Litigation charge | All Other |
| United States | $ | 2,837.2 |
| | $ | 2,572.4 |
| | $ | (674.0 | ) | $ | (2,784.1 | ) | $ | 2,110.1 |
|
| Foreign | 1,065.8 |
| | 587.3 |
| | 444.1 |
| — |
| 444.1 |
|
| Total earnings/(loss) before income taxes | $ | 3,903.0 |
| | $ | 3,159.7 |
| | $ | (229.9 | ) | $ | (2,784.1 | ) | $ | 2,554.2 |
|
Provision/(benefit) for income taxes (in millions): |
| | | | | | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| | | | Total | Litigation charge | All Other |
| Current taxes: | | | | | | | |
| U.S. federal | $ | 801.0 |
| | $ | 822.7 |
| | $ | 616.6 |
| $ | — |
| $ | 616.6 |
|
| U.S. state and local | 150.1 |
| | 132.9 |
| | 93.8 |
| — |
| 93.8 |
|
| Foreign | 172.2 |
| | 128.8 |
| | 95.9 |
| — |
| 95.9 |
|
| Total current taxes | 1,123.3 |
| | 1,084.4 |
| | 806.3 |
| — |
| 806.3 |
|
| Deferred taxes: | | | | | | | |
| U.S. federal | 56.5 |
| | 12.0 |
| | (898.8 | ) | (922.3 | ) | 23.5 |
|
| U.S. state and local | 4.0 |
| | (4.9 | ) | | (144.0 | ) | (148.7 | ) | 4.7 |
|
| Foreign | (40.1 | ) | | 0.5 |
| | (2.2 | ) | — |
| (2.2 | ) |
| Total deferred taxes | 20.4 |
| | 7.6 |
| | (1,045.0 | ) | (1,071.0 | ) | 26.0 |
|
| Total income tax expense/(benefit) | $ | 1,143.7 |
| | $ | 1,092.0 |
| | $ | (238.7 | ) | $ | (1,071.0 | ) | $ | 832.3 |
|
Reconciliation of the statutory USU.S. federal income tax rate with our effective income tax rate:
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| | | | Total | Litigation charge | All Other |
| Statutory rate | 35.0 | % | | 35.0 | % | | 35.0 | % | 35.0 | % | | 35.0 | % | | 35.0 | % | 35.0 | % | 35.0 | % |
| State income taxes, net of federal income tax benefit | 2.5 | % | | 2.5 | % | | 2.5 | % | |
| State income taxes, net of federal tax benefit | | 2.8 |
| | 2.6 |
| | 15.8 |
| 3.5 |
| 2.4 |
|
| Benefits and taxes related to foreign operations | (3.3 | )% | | (3.1 | )% | | (2.5 | )% | (2.1 | ) | | (1.9 | ) | | 37.5 |
| — |
| (3.4 | ) |
| Domestic production activity deduction | (0.7 | )% | | (0.8 | )% | | (0.9 | )% | (2.2 | ) | | (0.7 | ) | | 8.1 |
| — |
| (0.7 | ) |
Other, net(1) | (0.7 | )% | | (2.5 | )% | | (0.1 | )% | |
| Domestic tax credits | | (0.2 | ) | | (0.2 | ) | | 2.8 |
| — |
| (0.3 | ) |
| Charitable contributions | | (0.3 | ) | | (0.4 | ) | | 3.9 |
| — |
| (0.3 | ) |
| Gain resulting from acquisition of joint venture | | (3.7 | ) | | — |
| | — |
| — |
| — |
|
| Other, net | | — |
| | 0.2 |
| | 0.7 |
| — |
| (0.1 | ) |
| Effective tax rate | 32.8 | % | | 31.1 | % | | 34.0 | % | 29.3 | % | | 34.6 | % | | 103.8 | % | 38.5 | % | 32.6 | % |
| |
(1) | Fiscal 2011 includes a benefit of 0.9% related to the acquisition of the remaining ownership interest in Switzerland and Austria.
|
USOur effective tax rate in fiscal 2013 was significantly affected by the litigation charge we recorded as a result of the conclusion of our arbitration with Kraft. In order to provide a more meaningful analysis of tax expense and the effective tax rate, the tables above present separate reconciliations of the effect of the litigation charge. The deferred tax asset related to the litigation charge is estimated to be recovered over a period of 15 years; the deferred tax asset has been classified between current and non-current consistent with the expected recovery period for income tax reporting purposes.
U.S. income and foreign withholding taxes have not been provided on approximately $1.5$2.8 billion of cumulative undistributed earnings of foreign subsidiaries and equity investees. We intend to reinvest these earnings for the foreseeable future. If these amounts were distributed to the US,U.S., in the form of dividends or otherwise, we would be subject to additional USU.S. income taxes, which could be material. Determination of the amount of unrecognized deferred income tax liabilities on these earnings is not practicable because of the complexities with its hypothetical calculation, and the amount of liability, if any, is dependent on circumstances existing if and when remittance occurs.
Tax effect of temporary differences and carryforwards that comprise significant portions of deferred tax assets and liabilities (in millions):
| | | | Sep 30, 2012 | | Oct 2, 2011 | Sep 27, 2015 | | Sep 28, 2014 |
| Deferred tax assets: | | | | | | |
| Property, plant and equipment | $ | 62.7 |
| | $ | 46.4 |
| $ | 121.4 |
| | $ | 78.5 |
|
| Accrued occupancy costs | 72.0 |
| | 55.9 |
| 98.4 |
| | 58.8 |
|
| Accrued compensation and related costs | 66.9 |
| | 69.6 |
| 81.7 |
| | 75.3 |
|
| Other accrued liabilities | 15.7 |
| | 27.8 |
| 49.0 |
| | 27.6 |
|
| Asset retirement obligation asset | 20.1 |
| | 19.0 |
| 29.0 |
| | 18.6 |
|
| Deferred revenue | 43.7 |
| | 47.8 |
| |
| Stored value card liability | | 99.1 |
| | 63.4 |
|
| Asset impairments | 38.5 |
| | 60.0 |
| 26.2 |
| | 49.5 |
|
| Tax credits | 14.6 |
| | 23.0 |
| 20.8 |
| | 20.3 |
|
| Stock based compensation | 131.8 |
| | 128.8 |
| |
| Stock-based compensation | | 135.5 |
| | 131.5 |
|
| Net operating losses | 99.2 |
| | 85.5 |
| 93.4 |
| | 104.4 |
|
| Litigation charge | | 931.0 |
| | 1,002.0 |
|
| Other | 80.9 |
| | 58.6 |
| 104.5 |
| | 77.0 |
|
| Total | $ | 646.1 |
| | $ | 622.4 |
| $ | 1,790.0 |
| | $ | 1,706.9 |
|
| Valuation allowance | (154.2 | ) | | (137.4 | ) | (143.7 | ) | | (166.8 | ) |
| Total deferred tax asset, net of valuation allowance | $ | 491.9 |
| | $ | 485.0 |
| $ | 1,646.3 |
| | $ | 1,540.1 |
|
| Deferred tax liabilities: | | | | | | |
| Property, plant and equipment | (89.0 | ) | | (66.4 | ) | (217.5 | ) | | (148.2 | ) |
| Intangible assets and goodwill | (34.0 | ) | | (25.2 | ) | (177.3 | ) | | (92.9 | ) |
| Other | (44.8 | ) | | (18.1 | ) | (114.1 | ) | | (89.4 | ) |
| Total | (167.8 | ) | | (109.7 | ) | (508.9 | ) | | (330.5 | ) |
| Net deferred tax asset | $ | 324.1 |
| | $ | 375.3 |
| $ | 1,137.4 |
| | $ | 1,209.6 |
|
| Reported as: | | | | | | |
| Current deferred income tax assets | $ | 238.7 |
| | $ | 230.4 |
| $ | 381.7 |
| | $ | 317.4 |
|
| Long-term deferred income tax assets (included in Other assets) | 97.3 |
| | 156.3 |
| |
| Long-term deferred income tax assets | | 828.9 |
| | 903.3 |
|
| Current deferred income tax liabilities (included in Accrued liabilities) | (1.3 | ) | | (4.9 | ) | (5.4 | ) | | (4.2 | ) |
| Long-term deferred income tax liabilities (included in Other long-term liabilities) | (10.6 | ) | | (6.5 | ) | (67.8 | ) | | (6.9 | ) |
| Net deferred tax asset | $ | 324.1 |
| | $ | 375.3 |
| $ | 1,137.4 |
| | $ | 1,209.6 |
|
We will establish a valuation allowance if either it is more likely than not that the deferred tax asset will expire before we are able to realize the benefit, or the future deductibility is uncertain. Periodically, the valuation allowance is reviewed and adjusted based on our assessments of the likelihood of realizing the benefit of our deferred tax assets. The valuation allowance as of September 30, 201227, 2015 and October 2, 2011September 28, 2014 is primarily related to net operating losses and other deferred tax assets of consolidated foreign subsidiaries. The net change in the total valuation allowance for the years ended September 30, 2012was a decrease of $23.1 million andOctober 2, 2011, was an increase of $16.8$6.3 million for fiscal 2015 and $49.3 million,2014, respectively. During fiscal 2011, we recognized approximately $32 million of previously unrecognized deferred tax assets in certain foreign jurisdictions, with a corresponding increase to the valuation allowance due to the uncertainty of their realization.
As of September 30, 2012, Starbucks has utilized all of its foreign tax credits and no longer has a foreign27, 2015, we had state tax credit carryforward.Starbucks has a capital loss carryforwardcarryforwards of $7.1$32.0 million, with an expiration date of 2015,fiscal 2024 and foreign net operating lossesloss carryforwards of $318$309.5 million,, with the predominant amount havingmajority of which has no expiration date.
Taxes currently payable of $50.8 million and $30.1 million are included in accrued liabilities on the consolidated balance sheets as of September 30, 2012 and October 2, 2011, respectively.
Uncertain Tax Positions
As of September 30, 201227, 2015, we had $75.3$150.4 million of gross unrecognized tax benefits of which $39.7$101.7 million,, if recognized, would affect our effective tax rate. We recognizerecognized expense of $0.7 million, expense of $5.9 million, and a benefit of $0.8 million of interest and penalties related to income tax matters in income tax expense.expense, prior to the benefit of the federal tax deduction, for fiscal 2015, 2014 and 2013, respectively. As of September 30, 201227, 2015 and October 2, 2011September 28, 2014, we had accrued interest and penalties of $5.5$11.3 million and $6.210.6 million, respectively, before the benefit of the federal tax deduction, recordedincluded within other long-term liabilities on our consolidated balance sheets.
The following table summarizes the activity related to our unrecognized tax benefits (in millions):
| | | | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Beginning balance | 52.9 |
| | 68.4 |
| | 49.1 |
| $ | 112.7 |
| | $ | 88.8 |
| | $ | 75.3 |
|
| Increase related to prior year tax positions | 8.8 |
| | 4.4 |
| | 35.0 |
| 7.9 |
| | 1.4 |
| | 8.9 |
|
| Decrease related to prior year tax positions | — |
| | (32.3 | ) | | (21.4 | ) | (0.9 | ) | | (2.2 | ) | | (9.3 | ) |
| Increase related to current year tax positions | 20.0 |
| | 26.0 |
| | 14.1 |
| 32.0 |
| | 26.7 |
| | 19.3 |
|
| Decrease related to current year tax positions | (1.1 | ) | | (0.8 | ) | | (8.1 | ) | (0.6 | ) | | (1.9 | ) | | (0.4 | ) |
| Decreases related to settlements with taxing authorities | (0.5 | ) | | (5.0 | ) | | — |
| (0.7 | ) | | (0.1 | ) | | — |
|
| Decreases related to lapsing of statute of limitations | (4.8 | ) | | (7.8 | ) | | (0.3 | ) | — |
| | — |
| | (5.0 | ) |
| Ending balance | 75.3 |
| | 52.9 |
| | 68.4 |
| $ | 150.4 |
| | $ | 112.7 |
| | $ | 88.8 |
|
We are currently under routine auditexamination, or may be subject to examination, by various jurisdictions inside and outside the USU.S. as well as USU.S. state and municipal taxing jurisdictions for fiscal years 2006 through 2011.2014. We are no longer subject to USU.S. federal or state examination for years prior to fiscal year 2009,2010, with the exception of seven states. We are subject to income tax in many jurisdictions outside the US.one state and one city. We are no longer subject to examination in any material international markets prior to 2006.
There is a reasonable possibility that $31.2 million of the currently remaining unrecognized tax benefits will change within 12 months, but we do not expect this change tomay be material torecognized by the consolidated financial statements.
end of fiscal 2016 as a result of a lapse of the statute of limitations and expected consent from taxing authorities.
Note 14: Earnings per Share
As discussed in Note 1, Summary of Significant Accounting Policies, on April 9, 2015, we effected a two-for-one stock split of our $0.001 par value common stock for shareholders of record as of March 30, 2015. All share and per-share data presented in this note has been retroactively adjusted to reflect this stock split. Calculation of net earnings per common share (“EPS”("EPS") — basic and diluted (in millions, except EPS):
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Net earnings attributable to Starbucks | $ | 1,383.8 |
| | $ | 1,245.7 |
| | $ | 945.6 |
| $ | 2,757.4 |
| | $ | 2,068.1 |
| | $ | 8.3 |
|
| Weighted average common shares and common stock units outstanding (for basic calculation) | 754.4 |
| | 748.3 |
| | 744.4 |
| |
| Weighted average common shares outstanding (for basic calculation) | | 1,495.9 |
| | 1,506.3 |
| | 1,498.5 |
|
| Dilutive effect of outstanding common stock options and RSUs | 18.6 |
| | 21.4 |
| | 19.8 |
| 17.5 |
| | 20.0 |
| | 26.0 |
|
| Weighted average common and common equivalent shares outstanding (for diluted calculation) | 773.0 |
| | 769.7 |
| | 764.2 |
| 1,513.4 |
| | 1,526.3 |
| | 1,524.5 |
|
| EPS — basic | $ | 1.83 |
| | $ | 1.66 |
| | $ | 1.27 |
| $ | 1.84 |
| | $ | 1.37 |
| | $ | 0.01 |
|
| EPS — diluted | $ | 1.79 |
| | $ | 1.62 |
| | $ | 1.24 |
| $ | 1.82 |
| | $ | 1.35 |
| | $ | 0.01 |
|
Potential dilutive shares consist of the incremental common shares issuable upon the exercise of outstanding stock options (both vested and non-vested) and unvested RSUs, calculated using the treasury stock method. The calculation of dilutive shares outstanding excludes out-of-the-money stock options (i.e., such options’ exercise prices were greater than the average market price of our common shares for the period) because their inclusion would have been antidilutive. Out-of-the-moneyWe had no out-of-the-money stock options totaled 0.2 million, 0.1 million, and 7.9 million as of September 30, 201227, 2015, October 2, 2011, and September 29, 2013, respectively. There were 5.3 million out-of-the-money stock options as of September 28, 2014.October 3, 2010, respectively.
Note 15: Commitments and Contingencies
Legal Proceedings
On November 12, 2013, the arbitrator in our arbitration with Kraft Foods Global, Inc. (now known as Kraft Foods Group, Inc.) ("Kraft") ordered Starbucks to pay Kraft $2,227.5 million in damages plus prejudgment interest and attorneys' fees. We estimated prejudgment interest, which included an accrual through the estimated payment date, and attorneys' fees to be approximately $556.6 million. As a result, we recorded a litigation charge of $2,784.1 million in our fiscal 2013 operating results.
In the first quarter of fiscal 2011,2014, Starbucks notified Kraft Foods Global, Inc. (“Kraft”) that we were discontinuing our distribution arrangement with Kraft on March 1, 2011paid all amounts due to material breaches by Kraft of its obligations under the Supply and License Agreement between the Company and Kraft, dated March 29, 2004 (the “Agreement”), which defined the main distribution arrangement between the parties. Through our arrangement with Kraft, Starbucks sold a selection of Starbucks and Seattle's Best Coffee branded packaged coffees in grocery and warehouse club stores throughout the US, and to grocery stores in Canada, the UK and other European countries. Kraft managed the distribution, marketing, advertising and promotion of these products.
Kraft denies it has materially breached the Agreement. On November 29, 2010, Starbucks received a notice of arbitration from Kraft putting the commercial dispute between the parties into binding arbitration pursuant to the terms of the Agreement. In addition to denying it materially breached the Agreement, Kraft further alleges that if Starbucks wished to terminate the Agreement it must compensate Kraft as provided in the Agreement in an amount equal to the fair value of the Agreement, with an additional premium of up to 35% under certain circumstances.
On December 6, 2010, Kraft commenced a federal court action against Starbucks, entitled Kraft Foods Global, Inc. v. Starbucks Corporation, in the U.S. District Court for the Southern District of New York (the “District Court”) seeking injunctive relief to prevent Starbucks from terminating the distribution arrangement until the parties' dispute is resolved through the arbitration proceeding. On January 28, 2011, the District Court denied Kraft's request for injunctive relief. Kraft appealed the District Court's decision to the Second Circuit Court of Appeals. On February 25, 2011, the Second Circuit Court of Appeals affirmed the District Court's decision. As a result, Starbucks is in full control of our packaged coffee business as of March 1, 2011.
While Starbucks believes we have valid claims of material breach by Kraft under the Agreement that allowed us to terminatearbitration, including prejudgment interest and attorneys' fees, and fully extinguished the Agreement and certain other relationships with Kraft without compensation to Kraft, there existslitigation charge liability. Of the possibility of material adverse outcomes to Starbucks$2,784.1 million litigation charge accrued in the arbitration or to resolve the matter. Although Kraft disclosed to the press and in federal court filings a $750 million offer Starbucks made to Kraft in August 2010 to avoid litigation and ensure a smooth transition of the business, the figure is not a proper basis upon which to estimate a possible outcome of the arbitration but was based upon facts and circumstances at the time. Kraft rejected the offer immediately and did not provide a counter-offer, effectively ending the discussions between the parties with regard to any payment. Moreover, the offer was made prior to our investigation of Kraft's breaches and without consideration of Kraft's continuing failure to comply with material terms of the agreements.
On April 2, 2012, Starbucks and Kraft exchanged expert reports regarding alleged damages on their affirmative claims. Starbucks claimed damages of up to $62.9 million from the loss of sales resulting from Kraft's failure to use commercially reasonable efforts to market Starbucks® coffee, plus attorney fees. Kraft's expert opined that the fair market value of the Agreement was $1.9 billion. After applying a 35% premium and 9% interest, Kraft claimed damages of up to $2.9 billion, plus attorney fees. The arbitration hearing commenced on July 11, 2012 and was completed on August 3. Starbucks presented evidence of material breaches on Kraft's part and sought nominal damages from Kraft for those breaches. Kraft presented evidence denying it had breached the parties' Agreement and sought damages of $2.9 billion plus attorney fees. We expect a decision from the Arbitrator in the first half of fiscal 2013.
At this time, Starbucks believes an unfavorable outcome with respectfourth quarter of fiscal 2013, $2,763.9 million was paid and the remainder was released as a litigation credit to the arbitration is not probable, butreflect a reduction to our estimated prejudgment interest payable as noted above is reasonably possible. As also noted above, Starbucks believes we have valid claims of material breach by Kraft under the Agreement that allowed us to terminate the Agreement without compensation to Kraft. In addition, Starbucks believes Kraft's damage estimates are highly inflated and based upon faulty analysis. As a result we cannot reasonably estimate the possible loss. Accordingly, no loss contingency has been recorded for this matter.of paying our obligation earlier than anticipated.
Starbucks is party to various other legal proceedings arising in the ordinary course of business, including, at times, certain employment litigation cases that have been certified as class or collective actions, but except as noted above, is not currently a party to any legal proceeding that management believes could have a material adverse effect on our consolidated financial position, results of operations or cash flows.
Note 16: Restructuring Charges
The restructuring efforts we began in fiscal 2008 to rationalize our store portfolio and the non-retail support organization were completed in fiscal 2010. On a cumulative basis we closed 918 stores on a global basis as part of this effort.
Restructuring charges by type of cost for fiscal 2010 were as follows (in millions):
|
| | | | | | | | | | | | | | | | |
| | | By Type of Cost |
| | | Total | | Lease Exit and Other Related Costs | | Asset Impairments | | Employee Termination Costs |
| Costs incurred and charged to expense in fiscal 2010 | | $ | 53.0 |
| | $ | 53.0 |
| | $ | 0.2 |
| | $ | (0.2 | ) |
Accrued liability as of October 3, 2010(1) | | $ | 89.2 |
| | $ | 89.2 |
| | $ | — |
| | $ | — |
|
| Cash payments | | (27.1 | ) | | (27.1 | ) | | — |
| | — |
|
| Other | | 0.5 |
| | 0.5 |
| | — |
| | — |
|
Accrued liability as of October 2, 2011(1) | | $ | 62.6 |
| | $ | 62.6 |
| | $ | — |
| | $ | — |
|
| Cash payments | | (18.7 | ) | | (18.7 | ) | | — |
| | — |
|
| Other | | (5.3 | ) | | (5.3 | ) | | — |
| | — |
|
Accrued liability as of September 30, 2012(1) | | $ | 38.6 |
| | $ | 38.6 |
| | $ | — |
| | $ | — |
|
| |
(1) | The remaining liability relates to lease obligations for stores that were previously closed where Starbucks has been unable to terminate the lease or find subtenants for the unused space. |
For fiscal 2010, $28.4 million, $24.5 million and $0.1 million of restructuring charges were recorded to the Americas, EMEA, and CAP segments, respectively.
Note 17:16: Segment Reporting
Our chief executive officer and chief operating officer comprise the Company's Chief Operating Decision Maker function ("CODM"). Segment information is prepared on the same basis that our management reviews financial information for operational decision-making purposes. Beginning withCODM manages the first quarter of fiscal 2012, we redefined our reportable operating segments, to align with the three-region leadership and organizational structure of our retail business that took effect at the beginning of fiscal 2012.
The three-region structure includes: 1) Americas, inclusive of the US, Canada, and Latin America; 2) Europe, Middle East, and Africa, collectively referred to as the “EMEA” region; and 3) China / Asia Pacific (“CAP”). Our chief executive officer, who is our chief operating decision maker manages these businesses, evaluates financial results, and makes key operating decisions based on the new organizational structure. Accordingly, beginning with the first quarter of fiscal decisions.2012, we revised our
We have four reportable operating segments from 1) US, 2) International, and 3) Global Consumer Products Group to the following four reportable segments: 1) Americas, inclusive of the U.S., Canada, and Latin America; 2) CAP,China/Asia Pacific ("CAP"); 3)
EMEA, Europe, Middle East, and Africa ("EMEA") and 4) Global Consumer Products Group. In the second quarter of fiscal 2012, we renamed our Global Consumer Products Group segment “ChannelChannel Development.” Segment revenues as a percentage of total net revenues for the year ended 2012 were as follows: Americas (75%), EMEA (9%), China / Asia Pacific (5%), and Channel Development (10%).
Concurrent with the change in reportable operating segments, we revised our prior period financial information to reflect comparable financial information for the new segment structure. Historical financial information presented herein reflects this change.
Americas,
Americas CAP, and EMEA operations sell coffee and other beverages, complementary food, packaged coffees, single servesingle-serve coffee products and a focused selection of merchandise through company-operated stores and licensed stores. TheOur Americas segment is our most mature business and has achieved significant scale.
Europe, Middle East, and Africa
EMEA operations sell coffee and other beverages, complementary food, packaged coffees, single serve coffee products and a focused selection of merchandise through company-operated stores and licensed stores. Certain markets within our CAP and EMEA operations are still in the early stages of development and require a more extensive support organization, relative to thetheir current levels of revenue and operating income, than Americas.our Americas operations. The Americas and EMEA segments also include certain foodservice accounts, primarily in Canada and the U.K.
China / Asia Pacific
China /Asia Pacific operations sell coffee and other beverages, complementary food, packaged coffees, single serve coffee products and a focused selection of merchandise through company-operated stores and licensed stores. Certain markets within China / Asia Pacific operations are in the early stages of development and require a more extensive support organization, relative to the current levels of revenue and operating income, than Americas.
Channel Development
Channel Development operations sell a selection of packaged coffees and single-serve products, as well as a selection of premium Tazo® teas globally. Channel Development operations also produce and sell a variety of ready-to-drink beverages, such as Frappuccino® coffee drinks, Starbucks VIADoubleshot® Ready Brew,espresso drinks, Starbucks Refreshers® coffeebeverages and Tazo® tea K-Cup® portion packs, Starbucks® ice creams, and Starbucks Refreshers™chilled multi-serve beverages. The USU.S. foodservice business, which is included in the Channel Development segment, sells coffee and other related products to institutional foodservice companies.
Other
Other includes Seattle’s Best Coffee, Evolution Fresh, Digital Ventures, and unallocated corporate expenses that pertain to corporate administrative functions that support the operating segments but are not specifically attributable to or managed by any segment, and are not included in the reported financial results of the operating segments.
RevenueConsolidated revenue mix by product type (in millions): |
| | | | | | | | | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Beverage | $ | 11,115.4 |
| | 58 | % | | $ | 9,458.4 |
| | 58 | % | | $ | 8,674.7 |
| | 58 | % |
| Food | 3,085.3 |
| | 16 | % | | 2,505.2 |
| | 15 | % | | 2,189.8 |
| | 15 | % |
| Packaged and single-serve coffees and teas | 2,619.9 |
| | 14 | % | | 2,370.0 |
| | 14 | % | | 2,206.5 |
| | 15 | % |
Other(1) | 2,342.1 |
| | 12 | % | | 2,114.2 |
| | 13 | % | | 1,795.8 |
| | 12 | % |
| Total | $ | 19,162.7 |
| | 100 | % | | $ | 16,447.8 |
| | 100 | % | | $ | 14,866.8 |
| | 100 | % |
In fiscal 2014, we moved ready-to-drink beverage revenues from the "Food" category to the "Other" category and combined packaged and single-serve teas, which were previously included in the "Other" category, with packaged and single-serve coffees, which are now categorized as "Packaged and single-serve coffees and teas." Additionally, we revised our discount allocation methodology to more precisely allocate sales discounts to the various revenue product categories. None of these changes had a material impact on the composition of our revenue mix by product type.
|
| | | | | | | | | | | | | | | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 |
| Beverage | $ | 7,838.8 |
| | 59 | % | | $ | 7,217.0 |
| | 62 | % | | $ | 6,750.3 |
| | 63 | % |
| Food | 2,092.8 |
| | 16 | % | | 2,008.0 |
| | 17 | % | | 1,878.7 |
| | 18 | % |
| Packaged and single serve coffees | 2,001.1 |
| | 15 | % | | 1,451.0 |
| | 12 | % | | 1,131.3 |
| | 10 | % |
Other(1) | 1,366.8 |
| | 10 | % | | 1,024.4 |
| | 9 | % | | 947.1 |
| | 9 | % |
| Total | $ | 13,299.5 |
| | 100 | % | | $ | 11,700.4 |
| | 100 | % | | $ | 10,707.4 |
| | 100 | % |
| |
(1) | Other includes royalty and licensing revenues, beverage-related ingredients, packaging and other merchandise. |
Information by geographic area (in millions):
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Net revenues from external customers: | | | | | | |
| Net revenues: | | | | | | |
| United States | $ | 10,177.5 |
| | $ | 8,966.9 |
| | $ | 8,335.4 |
| $ | 14,123.7 |
| | $ | 12,590.6 |
| | $ | 11,389.6 |
|
| Other countries | 3,122.0 |
| | 2,733.5 |
| | 2,372.0 |
| 5,039.0 |
| | 3,857.2 |
| | 3,477.2 |
|
| Total | $ | 13,299.5 |
| | $ | 11,700.4 |
| | $ | 10,707.4 |
| $ | 19,162.7 |
| | $ | 16,447.8 |
| | $ | 14,866.8 |
|
| | | | | | | |
| Long-lived assets: | | | | | | |
| United States | | $ | 5,468.1 |
| | $ | 5,135.8 |
| | $ | 4,641.3 |
|
| Other countries | | 2,625.3 |
| | 1,448.4 |
| | 1,404.0 |
|
| Total | | $ | 8,093.4 |
| | $ | 6,584.2 |
| | $ | 6,045.3 |
|
No customer accounts for 10% or more of our revenues. Revenues are shown based on the geographic location of our customers. Revenues from countries other than the USU.S. consist primarily of revenues from Japan, Canada, UK,China and China,the U.K., which together account for approximately 64%76% of net revenues from other countries for fiscal 2012.2015.
|
| | | | | | | | | | | |
| Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 |
| Long-lived assets: | | | | | |
| United States | $ | 2,767.1 |
| | $ | 2,587.1 |
| | $ | 2,807.9 |
|
| Other countries | 1,252.5 |
| | 978.4 |
| | 821.6 |
|
| Total | $ | 4,019.6 |
| | $ | 3,565.5 |
| | $ | 3,629.5 |
|
Management evaluates the performance of its operating segments based on net revenues and operating income. The accounting policies of the operating segments are the same as those described in the summaryNote 1, Summary of significant accounting policies in Note 1.Significant Accounting Policies. Operating income represents earnings before net interestother income and otherexpenses and income taxes. Management does not evaluate the performance of its operating segments using asset measures. The identifiable assets by segment disclosed in this note are those assets specifically identifiable within each segment and include cash and cash equivalents, net property, plant and equipment, equity and cost investments, goodwill, and other intangible assets. CorporateAssets not identified by reportable operating segment below are corporate assets and are primarily comprised of cash and cash equivalents available for general corporate purposes, investments, assets of the corporate headquarters and roasting facilities, and inventory.
The tablestable below presents financial information for our reportable operating segments and All Other Segments for the years ended September 30, 201227, 2015, October 2, 2011September 28, 2014, and October 3, 2010September 29, 2013 including the reclassifications discussed in Note 1 (in millions):.
| | | | Americas | | EMEA | | China / Asia Pacific | | Channel Development | | Other | | Total | |
| Fiscal 2012 | | | | | | | | | | | | |
(in millions) | | Americas | | China / Asia Pacific | | EMEA | | Channel Development | | All Other Segments | | Segment Total |
| Fiscal 2015 | | | | | | | | | | | | |
| Total net revenues | $ | 9,936.0 |
| | $ | 1,141.3 |
| | $ | 721.4 |
| | $ | 1,292.2 |
| | $ | 208.6 |
| | $ | 13,299.5 |
| $ | 13,293.4 |
| | $ | 2,395.9 |
| | $ | 1,216.7 |
| | $ | 1,730.9 |
| | $ | 525.8 |
| | $ | 19,162.7 |
|
| Depreciation and amortization expenses | 392.3 |
| | 57.1 |
| | 23.2 |
| | 1.3 |
| | 76.4 |
| | 550.3 |
| 522.3 |
| | 150.7 |
| | 52.0 |
| | 2.7 |
| | 16.3 |
| | 744.0 |
|
| Income (loss) from equity investees | 2.1 |
| | 0.3 |
| | 122.4 |
| | 85.2 |
| | 0.7 |
| | 210.7 |
| |
| Income from equity investees | | — |
| | 119.6 |
| | 3.1 |
| | 127.2 |
| | — |
| | 249.9 |
|
| Operating income/(loss) | 2,074.4 |
| | 10.4 |
| | 253.5 |
| | 348.5 |
| | (689.4 | ) | | 1,997.4 |
| 3,223.3 |
| | 500.5 |
| | 168.2 |
| | 653.9 |
| | (24.8 | ) | | 4,521.1 |
|
| Total assets | 2,199.0 |
| | 467.4 |
| | 656.6 |
| | 88.8 |
| | 4,807.4 |
| | 8,219.2 |
| 2,726.7 |
| | 2,230.5 |
| | 749.1 |
| | 87.3 |
| | 1,785.3 |
| | 7,578.9 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| Fiscal 2011 | | | | | | | | | | | | |
| Fiscal 2014 | | | | | | | | | | | | |
| Total net revenues | $ | 9,065.0 |
| | $ | 1,046.8 |
| | $ | 552.3 |
| | $ | 860.5 |
| | $ | 175.8 |
| | $ | 11,700.4 |
| $ | 11,980.5 |
| | $ | 1,129.6 |
| | $ | 1,294.8 |
| | $ | 1,546.0 |
| | $ | 496.9 |
| | $ | 16,447.8 |
|
| Depreciation and amortization expenses | 390.8 |
| | 53.4 |
| | 18.1 |
| | 2.4 |
| | 58.6 |
| | 523.3 |
| 469.5 |
| | 46.1 |
| | 59.4 |
| | 1.8 |
| | 15.2 |
| | 592.0 |
|
| Income (loss) from equity investees | 1.6 |
| | 6.0 |
| | 92.9 |
| | 75.6 |
| | (2.4 | ) | | 173.7 |
| |
| Income from equity investees | | — |
| | 164.0 |
| | 3.7 |
| | 100.6 |
| | — |
| | 268.3 |
|
| Operating income/(loss) | 1,842.3 |
| | 40.3 |
| | 193.1 |
| | 287.8 |
| | (635.0 | ) | | 1,728.5 |
| 2,809.0 |
| | 372.5 |
| | 119.2 |
| | 557.2 |
| | (26.8 | ) | | 3,831.1 |
|
| Total assets | 1,841.9 |
| | 398.2 |
| | 540.0 |
| | 54.7 |
| | 4,525.6 |
| | 7,360.4 |
| 2,521.4 |
| | 939.8 |
| | 663.0 |
| | 84.6 |
| | 825.2 |
| | 5,034.0 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| Fiscal 2010 | | | | | | | | | | | | |
| Fiscal 2013 | | | | | | | | | | | | |
| Total net revenues | $ | 8,488.5 |
| | $ | 953.4 |
| | $ | 407.3 |
| | $ | 707.4 |
| | $ | 150.8 |
| | $ | 10,707.4 |
| $ | 11,000.8 |
| | $ | 917.0 |
| | $ | 1,160.0 |
| | $ | 1,398.9 |
| | $ | 390.1 |
| | $ | 14,866.8 |
|
| Depreciation and amortization expenses | 392.9 |
| | 50.6 |
| | 15.8 |
| | 3.7 |
| | 47.4 |
| | 510.4 |
| 429.3 |
| | 33.8 |
| | 55.5 |
| | 1.1 |
| | 11.7 |
| | 531.4 |
|
| Income (loss) from equity investees | 0.9 |
| | 6.8 |
| | 73.1 |
| | 70.6 |
| | (3.3 | ) | | 148.1 |
| |
| Income from equity investees | | 2.4 |
| | 152.0 |
| | 0.4 |
| | 96.6 |
| | — |
| | 251.4 |
|
| Operating income/(loss) | 1,606.8 |
| | (5.5 | ) | | 129.6 |
| | 271.0 |
| | (582.5 | ) | | 1,419.4 |
| 2,365.2 |
| | 321.2 |
| | 64.2 |
| | 415.5 |
| | (34.5 | ) | | 3,131.6 |
|
| Total assets | 1,837.9 |
| | 475.8 |
| | 442.0 |
| | 54.1 |
| | 3,576.1 |
| | 6,385.9 |
| 2,323.4 |
| | 805.0 |
| | 510.6 |
| | 89.2 |
| | 821.1 |
| | 4,549.3 |
|
The following table reconciles the total ofsegment operating income in the table above to consolidated earningsearnings/(loss) before income taxes (in millions):
| | | Fiscal Year Ended | Sep 30, 2012 | | Oct 2, 2011 | | Oct 3, 2010 | Sep 27, 2015 | | Sep 28, 2014 | | Sep 29, 2013 |
| Operating income | $ | 1,997.4 |
| | $ | 1,728.5 |
| | $ | 1,419.4 |
| |
| Total segment operating income | | $ | 4,521.1 |
| | $ | 3,831.1 |
| | $ | 3,131.6 |
|
Unallocated corporate operating expenses(1) | | (920.1 | ) | | (750.0 | ) | | (3,457.0 | ) |
| Consolidated operating income/(loss) | | 3,601.0 |
| | 3,081.1 |
| | (325.4 | ) |
| Gain resulting from acquisition of joint venture | | 390.6 |
| | — |
| | — |
|
| Loss on extinguishment of debt | | (61.1 | ) | | — |
| | — |
|
| Interest income and other, net | 94.4 |
| | 115.9 |
| | 50.3 |
| 43.0 |
| | 142.7 |
| | 123.6 |
|
| Interest expense | (32.7 | ) | | (33.3 | ) | | (32.7 | ) | (70.5 | ) | | (64.1 | ) | | (28.1 | ) |
| Earnings before income taxes | $ | 2,059.1 |
| | $ | 1,811.1 |
| | $ | 1,437.0 |
| |
| Earnings/(loss) before income taxes | | $ | 3,903.0 |
| | $ | 3,159.7 |
| | $ | (229.9 | ) |
(1) Fiscal 2013 includes a pretax charge of $2,784.1 million resulting from the litigation charge we recorded associated with the conclusion of our arbitration with Kraft.
Note 17: Selected Quarterly Financial Information (unaudited; in millions, except EPS)
|
| | | | | | | | | | | | | | | | | | | |
| | First Quarter | | Second Quarter | | Third Quarter | | Fourth Quarter | | Full Year |
| Fiscal 2015: | | | | | | | | | |
| Net revenues | $ | 4,803.2 |
| | $ | 4,563.5 |
| | $ | 4,881.2 |
| | $ | 4,914.8 |
| | $ | 19,162.7 |
|
| Operating income | 915.5 |
| | 777.5 |
| | 938.6 |
| | 969.4 |
| | 3,601.0 |
|
| Net earnings attributable to Starbucks | 983.1 |
| | 494.9 |
| | 626.7 |
| | 652.5 |
| | 2,757.4 |
|
EPS — diluted(1) | 0.65 |
| | 0.33 |
| | 0.41 |
| | 0.43 |
| | 1.82 |
|
| Fiscal 2014: | | | | | | | | | |
| Net revenues | $ | 4,239.6 |
| | $ | 3,873.8 |
| | $ | 4,153.7 |
| | $ | 4,180.8 |
| | $ | 16,447.8 |
|
| Operating income | 813.5 |
| | 644.1 |
| | 768.5 |
| | 854.9 |
| | 3,081.1 |
|
| Net earnings attributable to Starbucks | 540.7 |
| | 427.0 |
| | 512.6 |
| | 587.9 |
| | 2,068.1 |
|
EPS — diluted(1) | 0.35 |
| | 0.28 |
| | 0.34 |
| | 0.39 |
| | 1.35 |
|
| |
(1) | As discussed in Note 1, Summary of Significant Accounting Policies, on April 9, 2015, we effected a two-for-one stock split of our $0.001 par value common stock for shareholders of record as of March 30, 2015. All per-share data presented in this note has been retroactively adjusted to reflect this stock split. |
Note 18: Subsequent EventEvents
InSubsequent to our fiscal year end, the first quarterEuropean Commission has concluded that decisions by the tax authorities in the Netherlands with regards to the corporate income tax paid by one of our subsidiaries did not comply with European Union rules on state aid. Based on this decision, which covers a 7-year period from fiscal 2013,2008 to fiscal 2014, we signed an agreementestimate the amount of assessed past taxes to acquire 100%be no more than €30 million, including interest, which equates to approximately $32 million with euro converted into U.S. dollars at a reference conversion rate of the outstanding shares of Teavana Holdings, Inc., a specialty retailer of premium loose-leaf teas, authentic artisanal teawares1.075 EUR to USD. The exposure amount is not material and other tea-related merchandise, for approximately $620 million in cash. The acquisition is expectedwe are currently evaluating this decision, including any impact to close by December 31, 2012, subject to regulatory approval and customary closing conditions.
our fiscal 2016 tax provisions.
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Board of Directors and Shareholders of Starbucks Corporation
Seattle, Washington
We have audited the accompanying consolidated balance sheets of Starbucks Corporation and subsidiaries (the “Company”"Company") as of September 30, 201227, 2015 and October 2, 2011September 28, 2014, and the related consolidated statements of earnings, comprehensive income, equity, and cash flows for each of the three years in the period ended September 30, 201227, 2015. These financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, such consolidated financial statements present fairly, in all material respects, the financial position of Starbucks Corporation and subsidiaries as of September 30, 201227, 2015 and October 2, 2011September 28, 2014, and the results of their operations and their cash flows for each of the three years in the period ended September 30, 201227, 2015, in conformity with accounting principles generally accepted in the United States of America.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the Company’s internal control over financial reporting as of September 30, 201227, 2015, based on criteria established in Internal Control — Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated November 16, 201212, 2015 expressed an unqualified opinion on the Company’s internal control over financial reporting.
/s/ Deloitte & Touche LLP
Seattle, Washington
November 16, 201212, 2015
| |
| Item 9. | Changes in and Disagreements with Accountants on Accounting and Financial Disclosure |
Not applicable.
| |
| Item 9A. | Controls and Procedures |
Disclosure Controls and Procedures
We maintain disclosure controls and procedures that are designed to ensure that material information required to be disclosed in our periodic reports filed or submitted under the Securities Exchange Act of 1934, as amended (the “Exchange Act”"Exchange Act"), is recorded, processed, summarized and reported within the time periods specified in the SEC’s rules and forms. Our disclosure controls and procedures are also designed to ensure that information required to be disclosed in the reports we file or submit under the Exchange Act is accumulated and communicated to our management, including our principal executive officer and principal financial officer, as appropriate to allow timely decisions regarding required disclosure.
During the fourth quarter of fiscal 20122015, we carried out an evaluation, under the supervision and with the participation of our management, including our chief executive officer and our chief financial officer, of the effectiveness of the design and operation of our disclosure controls and procedures, as defined in Rules 13a-15(e) and 15d-15(e) under the Exchange Act. Based upon that evaluation, our chief executive officer and chief financial officer concluded that our disclosure controls and procedures were effective, as of the end of the period covered by this report (September 30, 201227, 2015).
There were no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) of the Exchange Act) during our most recently completed fiscal quarter that materially affected or are reasonably likely to materially affect internal control over financial reporting.
We acquired Starbucks Japan during the first quarter of fiscal 2015 (see Note 2, Acquisitions and Divestitures, to the consolidated financial statements included in Item 8 of Part II of this 10-K). As permitted by the Securities and Exchange Commission Staff interpretive guidance for newly acquired businesses, management excluded Starbucks Japan from its evaluation of internal control over financial reporting as of September 27, 2015. We are in the process of documenting and testing Starbucks Japan's internal controls over financial reporting and plan to incorporate Starbucks Japan in our evaluation of internal controls over financial reporting beginning in the first quarter of fiscal 2016. Starbucks Japan contributed $1.6 billion to our consolidated total assets as of September 27, 2015, and $1.1 billion and $159.1 million to our consolidated net revenues and operating income, respectively, for the year ended September 27, 2015. The certifications required by Section 302 of the Sarbanes-Oxley Act of 2002 are filed as exhibits 31.1 and 31.2, respectively, to this 10-K.
Report of Management on Internal Control over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is a process to provide reasonable assurance regarding the reliability of our financial reporting for external purposes in accordance with accounting principles generally accepted in the United States of America. Internal control over financial reporting includes maintaining records that in reasonable detail accurately and fairly reflect our transactions; providing reasonable assurance that transactions are recorded as necessary for preparation of our financial statements; providing reasonable assurance that receipts and expenditures are made in accordance with management authorization; and providing reasonable assurance that unauthorized acquisition, use or disposition of company assets that could have a material effect on our financial statements would be prevented or detected on a timely basis. Because of its inherent limitations, internal control over financial reporting is not intended to provide absolute assurance that a misstatement of our financial statements would be prevented or detected.
Management conducted an evaluation of the effectiveness of our internal control over financial reporting based on the framework and criteria established in Internal Control — Integrated Framework(the "2013 Framework"), issued by the Committee of Sponsoring Organizations of the Treadway Commission.Commission, excluding Starbucks Japan as mentioned above. This evaluation included review of the documentation of controls, evaluation of the design effectiveness of controls, testing of the operating effectiveness of controls and a conclusion on this evaluation. Based on this evaluation, management concluded that our internal control over financial reporting was effective as of September 30, 201227, 2015.
Our internal control over financial reporting as of September 30, 201227, 2015, has been audited by Deloitte & Touche LLP, an independent registered public accounting firm, as stated in their report which is included herein.
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Board of Directors and Shareholders of Starbucks Corporation
Seattle, Washington
We have audited the internal control over financial reporting of Starbucks Corporation and subsidiaries (the “Company”"Company") as of September 30, 2012,27, 2015, based on criteria established in Internal Control —- Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. As described in the accompanying Report of Management on Internal Control over Financial Reporting, management excluded Starbucks Coffee Japan, Ltd. (“Starbucks Japan”) from its assessment of internal control over financial reporting. Starbucks Japan was acquired on October 31, 2014, and its financial statements contributed $1.6 billion, $1.1 billion, and $159.1 million to the consolidated entity’s total assets, net revenues and operating income, respectively, as of and for the year ended September 27, 2015. Accordingly, our audit did not include the internal control over financial reporting at Starbucks Japan. The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Report of Management on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
A company’s internal control over financial reporting is a process designed by, or under the supervision of, the company’s principal executive and principal financial officers, or persons performing similar functions, and effected by the company’s 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. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of the inherent limitations of internal control over financial reporting, including the possibility of collusion or improper management override of controls, material misstatements due to error or fraud may not be prevented or detected on a timely basis. Also, projections of any evaluation of the effectiveness of the internal control over financial reporting to future periods are subject to the risk that the controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of September 30, 2012,27, 2015, based on the criteria established in Internal Control —- Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the consolidated financial statements as of and for the fiscal year ended September 30, 2012,27, 2015, of the Company and our report dated November 16, 201212, 2015 expressed an unqualified opinion on those financial statements.
/s/ Deloitte & Touche LLP
Seattle, Washington
November 16, 201212, 2015
| |
| Item 9B. | Other Information |
On November 13, 2012 the Starbucks Board of Directors approved an amendment to Article X of the Company's amended and restated bylaws (as amended, the “Amended Bylaws”) to read as follows:
ARTICLE X. AMENDMENTS
These bylaws may be altered, amended or repealed, and new bylaws may be adopted, by the Board of Directors or shareholders by action taken in the manner provided by the WBCA, the Articles of Incorporation and these bylaws.
Prior to the amendment, Article X of the Company's amended and restated bylaws read as follows: “These bylaws may be altered, amended or repealed, and new bylaws may be adopted, by the Board of Directors only upon a vote of two-thirds of the Board of Directors.”
The Amended Bylaws became effective on November 13, 2012. The Amended Bylaws are attached hereto as Exhibit 3.2.
None.
PART III
| |
| Item 10. | Directors, Executive Officers and Corporate Governance |
Information regarding our executive officers is set forth in Item 1 of Part 1 of this Report under the caption “Executive"Executive Officers of the Registrant.”"
We adopted a code of ethics applicablethat applies to our chief executive officer, chief operating officer, chief financial officer, controller and other finance leaders, which is a “code"code of ethics”ethics" as defined by applicable rules of the SEC. This code is publicly available on our website at www.starbucks.com/about-us/company-information/corporate-governance. If we make any amendments to this code other than technical, administrative or other non-substantive amendments, or grant any waivers, including implicit waivers, from a provision of this code to our chief executive officer, chief operating officer, chief financial officer or controller, we will disclose the nature of the amendment or waiver, its effective date and to whom it applies on our website at http://www.starbucks.com/about-us/company-information/corporate-governance or in a report on Form 8-K filed with the SEC.
The remaining information required by this item is incorporated herein by reference to the sections entitled “Proposal"Proposal 1 — Election of Directors”Directors" and “Beneficial"Beneficial Ownership of Common Stock — Section 16(a) Beneficial Ownership Reporting Compliance,” “Corporate" "Corporate Governance — Board Committees and Related Matters”Matters" and “Corporate"Corporate Governance — Audit Committee”and Compliance Committee" in our definitive Proxy Statement for the Annual Meeting of Shareholders to be held on March 20, 201323, 2016 (the “Proxy Statement”"Proxy Statement").
| |
| Item 11. | Executive Compensation |
The information required by this item is incorporated by reference to the sections entitled “Executive"Executive Compensation,” “Compensation" "Compensation of Directors,” “Corporate" "Corporate Governance — Compensation Committee”and Management Development Committee" and "Compensation Committee Report" in the Proxy Statement.
| |
| Item 12. | Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters |
The information required by this item is incorporated by reference to the sections entitled “Equity"Equity Compensation Plan Information”Information" and “Beneficial"Beneficial Ownership of Common Stock”Stock" in the Proxy Statement.
| |
| Item 13. | Certain Relationships and Related Transactions, and Director Independence |
The information required by this item is incorporated by reference to the section entitled “Certain"Certain Relationships and Related Transactions”Transactions" and “Corporate"Corporate Governance — Affirmative Determinations Regarding Director Independence and Other Matters”Matters" in the Proxy Statement.
| |
| Item 14. | Principal Accounting Fees and Services |
The information required by this item is incorporated by reference to the sections entitled “Independent"Independent Registered Public Accounting Firm Fees”Fees" and “Policy"Policy on Audit Committee Pre-Approval of Audit and Permissible Non-Audit Services of the Independent Registered Public Accounting Firm”Firm" in the Proxy Statement.
PART IV
| |
| Item 15. | Exhibits, Financial Statement Schedules |
(a) The following documents are filed as a part of this 10-K:
1. Financial Statements
The following financial statements are included in Part II, Item 8 of this 10-K:
Consolidated Statements of Earnings for the fiscal years ended September 30, 201227, 2015, October 2, 2011September 28, 2014, and October 3, 2010September 29, 2013;
Consolidated Statements of Comprehensive Income for the fiscal years ended September 27, 2015, September 28, 2014, and September 29, 2013;
Consolidated Balance Sheets as of September 30, 201227, 2015 and October 2, 2011September 28, 2014;
Consolidated Statements of Cash Flows for the fiscal years ended September 30, 201227, 2015, October 2, 2011September 28, 2014, and October 3, 2010September 29, 2013;
Consolidated Statements of Equity for the fiscal years ended September 30, 201227, 2015, October 2, 2011September 28, 2014, and October 3, 2010September 29, 2013;
Notes to Consolidated Financial Statements; and
Reports of Independent Registered Public Accounting Firm
2. Financial Statement Schedules
Financial statement schedules are omitted because they are not required or are not applicable, or the required information is provided in the consolidated financial statements or notes described in Item 15(a)(1) above.
3. Exhibits
The Exhibits listed in the Index to Exhibits, which appears immediately following the signature page and is incorporated herein by reference, are filed as part of this 10-K.
SIGNATURES
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. |
| | |
| | | |
| | STARBUCKS CORPORATION |
| | |
| | | |
| | | |
| | | |
| | By: | /s/ Howard Schultz |
| | | Howard Schultz chairman president and chief executive officer |
| | |
November 16, 201212, 2015
POWER OF ATTORNEY
Know all persons by these presents, that each person whose signature appears below constitutes and appoints Howard Schultz and Troy Alstead,Scott Maw, and each of them, as such person’s true and lawful attorneys-in-fact and agents, with full power of substitution and resubstitution, for such person and in such person’s name, place and stead, in any and all capacities, to sign any and all amendments to this Report,report, 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, and each of them, 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 such person might or could do in person, hereby ratifying and confirming all that said attorneys-in-fact and agents, or any of them or their or such person’s substitute or substitutes, may lawfully do or cause to be done by virtue thereof.
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 and in the capacities indicated as of November 16, 201212, 2015. |
| | | | |
| | Signature | | Title |
| | | | | |
| By: | | /s/ Howard Schultz | | chairman president and chief executive officer |
| | | Howard Schultz | | |
| | | | | |
| By: | | /s/ Troy AlsteadScott Maw | | executive vice president, chief financial officer and chief administrative officer (principal (principal financial officer and principal accounting officer) |
| | | Troy AlsteadScott Maw | |
| | | | | |
| By: | | /s/ William W. Bradley | | director |
| | | William W. Bradley | | |
| | | | | |
| By: | | /s/ Robert M. Gates | | director |
| | | Robert M. Gates | | |
| | | | | |
| By: | | /s/ Mellody Hobson | | director |
| | | Mellody Hobson | | |
| | | | | |
| By: | | /s/ Kevin R. Johnson | | director |
| | | Kevin R. Johnson | | |
| | | | | |
| By: | | /s/ Olden Lee | | director |
| | | Olden Lee | | |
|
| | | | |
| | Signature | | Title |
| | | | | |
| By: | | /s/ Joshua Cooper Ramo | | director |
| | | Joshua Cooper Ramo | | |
| | | | | |
| By: | | /s/ James G. Shennan, Jr. | | director |
| | | James G. Shennan, Jr. | | |
| | | | | |
| By: | | /s/ Clara Shih | | director |
| | | Clara Shih | | |
| | | | | |
| By: | | /s/ Javier G. Teruel | | director |
| | | Javier G. Teruel | | |
| | | | | |
| By: | | /s/ Myron E. Ullman, III | | director |
| | | Myron E. Ullman, III | | |
| | | | | |
| By: | | /s/ Craig E. Weatherup | | director |
| | | Craig E. Weatherup | | |
INDEX TO EXHIBITS |
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of Filing | | Exhibit Number | | Filed Herewith |
| 2.1 | | Agreement and Plan of Merger, dated as of November 14, 2012, among Starbucks Corporation, Taj Acquisition Corp. and Teavana Holdings, Inc. | | 8-K | | 0-20322 | | 11/15/2012 | | 2.1 | | |
| 3.1 | | Restated Articles of Incorporation of Starbucks Corporation | | 10-Q | | 0-20322 | | 4/28/2015 | | 3.1 | | |
| 3.2 | | Amended and Restated Bylaws of Starbucks Corporation (As amended and restated through January 20, 2015) | | 8-K | | 0-20322 | | 1/22/2015 | | 3.1 | | |
| 4.1 | | Indenture, dated as of August 23, 2007, by and between Starbucks Corporation and Deutsche Bank Trust Company Americas, as trustee | | S-3ASR | | 333-190955 | | 9/3/2013 | | 4.1 | | |
| 4.2 | | Second Supplemental Indenture, dated as of September 6, 2013, by and between Starbucks Corporation and Deutsche Bank Trust Company Americas, as trustee (3.850% Senior Notes due October 1, 2023) | | 8-K | | 0-20322 | | 9/6/2013 | | 4.2 | | |
| 4.3 | | Form of 3.850% Senior Notes due October 1, 2023 | | 8-K | | 0-20322 | | 9/6/2013 | | 4.3 | | |
| 4.4 | | Third Supplemental Indenture, dated as of December 5, 2013, by and between Starbucks Corporation and Deutsche Bank Trust Company Americas, as trustee (0.875% Senior Notes due 2016 and 2.000% Senior Notes due 2018) | | 8-K | | 0-20322 | | 12/5/2013 | | 4.2 | | |
| 4.5 | | Form of 0.875% Senior Notes due December 5, 2016 | | 8-K | | 0-20322 | | 12/5/2013 | | 4.3 | | |
| 4.6 | | Form of 2.000% Senior Notes due December 5, 2018 | | 8-K | | 0-20322 | | 12/5/2013 | | 4.4 | | |
| 4.7 | | Fourth Supplemental Indenture, dated as of June 10, 2015, by and between Starbucks Corporation and Deutsche Bank Trust Company Americas, as trustee (2.700% Senior Notes due June 15, 2022 and 4.300% Senior Notes due June 15, 2045)
| | 8-K | | 0-20322 | | 6/10/2015 | | 4.2 | | |
| 4.8 | | Form of 2.700% Senior Notes due June 15, 2022 | | 8-K | | 0-20322 | | 6/10/2015 | | 4.3 | | |
| 4.9 | | Form of 4.300% Senior Notes due June 15, 2045 | | 8-K | | 0-20322 | | 6/10/2015 | | 4.4 | | |
| 10.1* | | Starbucks Corporation Amended and Restated Key Employee Stock Option Plan — 1994, as amended and restated through March 18, 2009 | | 8-K | | 0-20322 | | 3/20/2009 | | 10.2 | | |
| 10.2* | | Starbucks Corporation Amended and Restated 1989 Stock Option Plan for Non-Employee Directors | | 10-K | | 0-20322 | | 12/23/2003 | | 10.2 | | |
| 10.3* | | Starbucks Corporation 1991 Company-Wide Stock Option Plan, as amended and restated through March 18, 2009, and as restated on April 9, 2015 to reflect adjustments for the 2-for-1 forward stock split effective on such date | | 10-Q | | 0-20322 | | 4/28/2015 | | 10.6 | | |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of First Filing | | Exhibit Number | | Filed Herewith |
| 2.1 | | Agreement and Plan of Merger, dated as of November 14, 2012, among Starbucks Corporation, Taj Acquisition Corp. and Teavana Holdings, Inc. | | 8-K | | 0-20322 | | 11/15/2012 | | 2.1 | | |
| 3.1 | | Restated Articles of Incorporation of Starbucks Corporation | | 10-Q | | 0-20322 | | 5/12/2006 | | 3.1 | | |
| 3.2 | | Amended and Restated Bylaws of Starbucks Corporation (As amended and restated through November 13, 2012) | | — | | — | | — | | — | | X |
| 4.1 | | Form of Indenture | | S-3 ASR | | 333-145572 | | 8/20/2007 | | 4.1 | | |
| 4.2 | | Form of Note for 6.25% Senior Notes due 2017 | | 8-K | | 0-20322 | | 8/23/2007 | | 4.2 | | |
| 4.3 | | Form of Supplemental Indenture for 6.25% Senior Notes due 2017 | | 8-K | | 0-20322 | | 8/23/2007 | | 4.3 | | |
| 10.1* | | Starbucks Corporation Amended and Restated Key Employee Stock Option Plan — 1994, as amended and restated through March 18, 2009 | | 8-K | | 0-20322 | | 3/20/2009 | | 10.2 | | |
| 10.2* | | Starbucks Corporation Amended and Restated 1989 Stock Option Plan for Non-Employee Directors | | 10-K | | 0-20322 | | 12/23/2003 | | 10.2 | | |
| 10.3* | | Starbucks Corporation 1991 Company-Wide Stock Option Plan, as amended and restated through March 18, 2009 | | 8-K | | 0-20322 | | 3/20/2009 | | 10.3 | | |
| 10.3.1* | | Starbucks Corporation 1991 Company-Wide Stock Option Plan — Rules of the UK Sub-Plan, as amended and restated through November 20, 2003 | | 10-K | | 0-20322 | | 12/23/2003 | | 10.3.1 | | |
| 10.4* | | Starbucks Corporation Employee Stock Purchase Plan — 1995 as amended and restated through April 1, 2009 | | 10-Q | | 0-20322 | | 2/4/2009 | | 10.6 | | |
| 10.5 | | Amended and Restated Lease, dated as of January 1, 2001, between First and Utah Street Associates, L.P. and Starbucks Corporation | | 10-K | | 0-20322 | | 12/20/2001 | | 10.5 | | |
| 10.6* | | Starbucks Corporation Executive Management Bonus Plan, as amended and restated effective November 8, 2011 | | 10-Q | | 0-20322 | | 5/2/2012 | | 10.2 | | |
| 10.7* | | Starbucks Corporation Management Deferred Compensation Plan, as amended and restated effective January 1, 2011 | | 10-Q | | 0-20322 | | 2/4/2011 | | 10.2 | | |
| 10.8* | | Starbucks Corporation 1997 Deferred Stock Plan | | 10-K | | 0-20322 | | 12/23/1999 | | 10.17 | | |
| 10.9 | | Starbucks Corporation UK Share Save Plan | | 10-K | | 0-20322 | | 12/23/2003 | | 10.9 | | |
| 10.10* | | Starbucks Corporation Directors Deferred Compensation Plan, as amended and restated effective September 29, 2003 | | 10-K | | 0-20322 | | 12/23/2003 | | 10.10 | | |
|
| | | | | | | | | | | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of Filing | | Exhibit Number | | Filed Herewith |
| 10.3.1* | | Starbucks Corporation 1991 Company-Wide Stock Option Plan — Rules of the UK Sub-Plan, as amended and restated through November 20, 2003 | | 10-K | | 0-20322 | | 12/23/2003 | | 10.3.1 | | |
| 10.4* | | Starbucks Corporation Employee Stock Purchase Plan — 1995 as amended and restated through April 1, 2009, and as restated on April 9, 2015 to reflect adjustments for the 2-for-1 forward stock split effective on such date | | 10-Q | | 0-20322 | | 4/28/2015 | | 10.5 | | |
| 10.5 | | Amended and Restated Lease, dated as of January 1, 2001, between First and Utah Street Associates, L.P. and Starbucks Corporation | | 10-K | | 0-20322 | | 12/20/2001 | | 10.5 | | |
| 10.6* | | Starbucks Corporation Executive Management Bonus Plan, as amended and restated effective November 8, 2011 | | 10-Q | | 0-20322 | | 5/2/2012 | | 10.2 | | |
| 10.7* | | Starbucks Corporation Management Deferred Compensation Plan, as amended and restated effective January 1, 2011 | | 10-Q | | 0-20322 | | 2/4/2011 | | 10.2 | | |
| 10.8* | | Starbucks Corporation UK Share Save Plan | | 10-K | | 0-20322 | | 12/23/2003 | | 10.9 | | |
| 10.9* | | Starbucks Corporation Directors Deferred Compensation Plan, as amended and restated effective September 29, 2003 | | 10-K | | 0-20322 | | 12/23/2003 | | 10.10 | | |
| 10.10* | | Starbucks Corporation Deferred Compensation Plan for Non-Employee Directors, effective October 3, 2011 | | 10-K | | 0-20322 | | 11/18/2011 | | 10.11 | | |
| 10.11* | | Starbucks Corporation UK Share Incentive Plan, as amended and restated effective November 14, 2006 | | 10-K | | 0-20322 | | 12/14/2006 | | 10.12 | | |
| 10.12* | | Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective March 20, 2013, and as restated on April 9, 2015 to reflect adjustments for the 2-for-1 forward stock split effective on such date | | 10-Q | | 0-20322 | | 4/28/2015 | | 10.4 | | |
| 10.13* | | 2005 Key Employee Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective November 15, 2005 | | 10-Q | | 0-20322 | | 2/10/2006 | | 10.2 | | |
| 10.14* | | 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective September 13, 2011 | | 10-K | | 0-20322 | | 11/18/2011 | | 10.17 | | |
| 10.15* | | Form of Stock Option Grant Agreement for Purchase of Stock under the Key Employee Sub-Plan to the 2005 Long-Term Equity Incentive Plan | | 10-Q | | 0-20322 | | 5/2/2012 | | 10.1 | | |
| 10.16* | | Form of Global Stock Option Grant Agreement for Purchase of Stock under the Key Employee Sub-Plan to the 2005 Long Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2013 | | 10.17 | | |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of First Filing | | Exhibit Number | | Filed Herewith |
| 10.11* | | Starbucks Corporation Deferred Compensation Plan for Non-Employee Directors, effective October 3, 2011 | | 10-K | | 0-20322 | | 11/18/2011 | | 10.1 | | |
| 10.12* | | Starbucks Corporation UK Share Incentive Plan, as amended and restated effective November 14, 2006 | | 10-K | | 0-20322 | | 12/14/2006 | | 10.1 | | |
| 10.13* | | Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective March 23, 2011 | | 10-Q | | 0-20322 | | 5/6/2011 | | 10.1 | | |
| 10.14* | | 2005 Key Employee Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective November 15, 2005 | | 10-Q | | 0-20322 | | 2/10/2006 | | 10.2 | | |
| 10.15* | | 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated effective September 13, 2011 | | 10-K | | 0-20322 | | 11/18/2011 | | 10.17 | | |
| 10.16* | | Form of Stock Option Grant Agreement for Purchase of Stock under the Key Employee Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-Q | | 0-20322 | | 5/2/2012 | | 10.1 | | |
| 10.17* | | Form of Stock Option Grant Agreement for Purchase of Stock under the 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 8-K | | 0-20322 | | 2/10/2005 | | 10.5 | | |
| 10.18* | | Form of Restricted Stock Unit Grant Agreement under the 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.20 | | |
| 10.19* | | 2005 Company-Wide Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan, as amended and restated on September 14, 2010 | | 10-K | | 0-20322 | | 11/22/2010 | | 10.20 | | |
| 10.20* | | Form of Stock Option Grant Agreement for Purchase of Stock under the 2005 Company-Wide Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-Q | | 0-20322 | | 8/10/2005 | | 10.2 | | |
| 10.21 | | Credit Agreement dated November 17, 2010 among Starbucks Corporation, Bank of America, N.A., as Administrative Agent, Swing Line Lender and L/C Issuer, and the other Lenders from time to time a party thereto. | | 8-K | | 0-20322 | | 11/19/2010 | | 10.1 | | |
| 10.22 | | Commercial Paper Dealer Agreement between Starbucks Corporation and Banc of America Securities LLC, dated as of March 27, 2007 | | 8-K | | 0-20322 | | 3/27/2007 | | 10.1.1 | | |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of Filing | | Exhibit Number | | Filed Herewith |
| 10.17* | | Form of Stock Option Grant Agreement for Purchase of Stock under the 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 8-K | | 0-20322 | | 2/10/2005 | | 10.5 | | |
| 10.18* | | Form of Restricted Stock Unit Grant Agreement under the 2005 Non-Employee Director Sub-Plan to the Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.20 | | |
| 10.19 | | Credit Agreement dated November 6, 2015 among Starbucks Corporation, Bank of America, N.A., in its capacity as Administrative Agent, Swing Line Lender and L/C Issuer, and the other Lenders from time to time a party thereto. | | 8-K | | 0-20322 | | 11/6/2015 | | 10.1 | | |
| 10.20 | | Commercial Paper Dealer Agreement between Starbucks Corporation and Banc of America Securities LLC, dated as of March 27, 2007 | | 8-K | | 0-20322 | | 3/27/2007 | | 10.1.1 | | |
| 10.21 | | Commercial Paper Dealer Agreement between Starbucks Corporation and Goldman, Sachs & Co., dated as of March 27, 2007 | | 8-K | | 0-20322 | | 3/27/2007 | | 10.1.2 | | |
| 10.22* | | Letter Agreement dated February 21, 2008 between Starbucks Corporation and Clifford Burrows | | 10-Q | | 0-20322 | | 5/8/2008 | | 10.3 | | |
| 10.23* | | Form of Time Vested Restricted Stock Unit Grant Agreement (U.S.) under the Key Employee Sub-Plan to the 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.30 | | |
| 10.24* | | Form of Time Vested Global Restricted Stock Unit Grant Agreement under the Key Employee Sub-Plan to the 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2013 | | 10.29 | | |
| 10.25* | | Form of Performance Based Global Restricted Stock Unit Grant Agreement under the Key Employee Sub-Plan to the 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2013 | | 10.30 | | |
| 10.26* | | Letter Agreement dated November 30, 2009 between Starbucks Corporation and John Culver | | 10-Q | | 0-20322 | | 2/2/2010 | | 10.3 | | |
| 10.27* | | Letter Agreement dated May 16, 2012 between Starbucks Corporation and Lucy Lee Helm | | 10-K | | 0-20322 | | 11/14/2014 | | 10.33 | | |
| 10.28* | | Letter Agreement dated January 29, 2014 between Starbucks Corporation and Troy Alstead | | 8-K | | 0-20322 | | 1/29/2014 | | 10.1 | | |
| 10.29* | | Letter Agreement dated January 29, 2014 between Starbucks Corporation and Scott Maw | | 8-K | | 0-20322 | | 1/29/2014 | | 10.2 | | |
| 10.30* | | Exclusive Aircraft Sublease (S/N 6003) dated as of September 27, 2013 by and between Cloverdale Services, LLC and Starbucks Corporation | | 10-Q | | 0-20322 | | 4/29/2014 | | 10.3 | | |
| 10.31* | | Offer Letter dated January 22, 2015 between Starbucks Corporation and Kevin Johnson | | 8-K | | 0-20322 | | 1/22/2015 | | 10.1 | | |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of First Filing | | Exhibit Number | | Filed Herewith |
| 10.23 | | Commercial Paper Dealer Agreement between Starbucks Corporation and Goldman, Sachs & Co., dated as of March 27, 2007 | | 8-K | | 0-20322 | | 3/27/2007 | | 10.1.2 | | |
| 10.24* | | Letter Agreement dated February 19, 2008 between Starbucks Corporation and Arthur Rubinfeld | | 10-Q | | 0-20322 | | 5/8/2008 | | 10.1 | | |
| 10.25* | | Letter Agreement dated February 21, 2008 between Starbucks Corporation and Clifford Burrows | | 10-Q | | 0-20322 | | 5/8/2008 | | 10.3 | | |
| 10.26* | | Letter Agreement dated November 6, 2008 between Starbucks Corporation and Troy Alstead | | 8-K | | 0-20322 | | 11/12/2008 | | 10.1 | | |
| 10.27* | | Form of Time Vested Restricted Stock Unit Agreement (US) under Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.30 | | |
| 10.28* | | Form of Time Vested Restricted Stock Unit Agreement (International) under Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.31 | | |
| 10.29* | | Form of Performance Based Restricted Stock Unit Agreement under Starbucks Corporation 2005 Long-Term Equity Incentive Plan | | 10-K | | 0-20322 | | 11/18/2011 | | 10.32 | | |
| 10.30* | | Letter Agreement dated November 30, 2009 between Starbucks Corporation and John Culver | | 10-Q | | 0-20322 | | 2/2/2010 | | 10.3 | | |
| 10.31* | | Letter Agreement dated September 1, 2009 between Starbucks Corporation and Annie Young-Scrivner | | 10-K | | 0-20322 | | 11/18/2011 | | 10.36 | | |
| 10.32* | | Letter Agreement dated May 5, 2010, between Starbucks Corporation and Jeff Hansberry | | 10-K | | 0-20322 | | 11/18/2011 | | 10.37 | | |
| 10.33* | | Letter Agreement dated August 9, 2011 between Starbucks Corporation and Michelle Gass | | 10-K | | 0-20322 | | 11/18/2011 | | 10.38 | | |
| 10.34* | | Letter Agreement dated September 16, 2011 between Starbucks Corporation and Michelle Gass | | 10-K | | 0-20322 | | 11/18/2011 | | 10.39 | | |
| 12 | | Computation of Ratio of Earnings to Fixed Charges | | — | | — | | — | | — | | X |
| 21 | | Subsidiaries of Starbucks Corporation | | — | | — | | — | | — | | X |
| 23 | | Consent of Independent Registered Public Accounting Firm | | — | | — | | — | | — | | X |
| 31.1 | | Certification of Principal Executive Officer Pursuant to Rule 13a-14 of the Securities Exchange Act of 1934, As Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 | | — | | — | | — | | — | | X |
| 31.2 | | Certification of Principal Financial Officer Pursuant to Rule 13a-14 of the Securities Exchange Act of 1934, As Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 | | — | | — | | — | | — | | X |
|
| | | | | | | | | | | | |
| | | | Incorporated by Reference | | |
Exhibit Number | | Exhibit Description | | Form | | File No. | | Date of First Filing
| | Exhibit Number | | Filed Herewith |
32* | | Computation of Ratio of Earnings to Fixed Charges | | — | | — | | — | | — | | X |
| | Subsidiaries of Starbucks Corporation | | — | | — | | — | | — | | X |
| | Consent of Independent Registered Public Accounting Firm | | — | | — | | — | | — | | X |
| 24 | | Power of Attorney (included on the Signatures page of this Annual Report on Form 10-K) | | __ | | __ | | __ | | __ | | X |
| | Certification of Principal Executive Officer Pursuant to Rule 13a-14(a) of the Securities Exchange Act of 1934, As Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 | | — | | — | | — | | — | | X |
| | Certification of Principal Financial Officer Pursuant to Rule 13a-14(a) of the Securities Exchange Act of 1934, As Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 | | — | | — | | — | | — | | X |
| | Certifications of Principal Executive Officer and Principal Financial Officer Pursuant to 18 U.S.C. Section 1350, As Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002 | | — | | — | | — | | — | | |
| 101 | | The following financial statements from the Company’s 10-K for the fiscal year ended September 30, 2012,27, 2015, formatted in XBRL: (i) Consolidated Statements of Earnings, (ii) Consolidated Statements of Comprehensive Income, (iii)Consolidated Balance Sheets, (iii)(iv) Consolidated Statements of Cash Flows, (iv)(v) Consolidated Statements of Equity, (v)and (vi) Notes to Consolidated Financial Statements | | — | | — | | — | | — | | X |
* Denotes a management contract or compensatory plan or arrangement.
**Furnished herewith.
