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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

FORM 10-K

Commission File No. 001-34728

DOUGLAS DYNAMICS, INC.

(Exact name of registrant as specified in its charter)

Registrant's telephone number, including area code
(414) 354-2310

Securities registered pursuant to Section 12(b) of the Act:

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 o    No ý.

         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 o    No ý.

         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 ý    No o.

         Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of RegulationsRegulation 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 oý    No o.

         Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ýo

         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 definitions of "large accelerated filer," "accelerated filer" and "smaller reporting company" in Rule 12b-2 of the Exchange Act. (Check one):

         Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes o    No ý.

         At June 30, 2010,28, 2013, the aggregate market value of the voting stock of the Registrant held by stockholders who were not affiliates of the Registrant was approximately $130$288 million (based upon the closing price of Registrant's Common Stock on the New York Stock Exchange on such date). At March 4, 2011,11, 2014, the Registrant had outstanding an aggregate of 21,662,24222,260,082 shares of its Common Stock.

Documents Incorporated by Reference:

         Portions of the Proxy Statement for the Registrant's Annual Meeting of Shareholders to be held on May 4, 2011April 30, 2014, which Proxy Statement will be filed with the Securities and Exchange Commission no later than 120 days after the close of the fiscal year ended December 31, 2013, are incorporated into Parts II and III.

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PART I

Forward Looking Statements

        This Annual Report on Form 10-K contains "forward-looking statements" made within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as "anticipate," "believe," "intend," "estimate," "expect," "continue," "should," "could," "may," "plan," "project," "predict," "will" and similar expressions are intended to identify forward-lookingforward- looking statements. In addition, statements covering our future sales or financial performance and our plans, performance and other objectives, expectations or intentions are forward-looking statements, such as statements regarding our liquidity, debt, planned capital expenditures, and adequacy of capital resources and reserves. Factors that could cause our actual results to differ materially from those expressed or implied in such forward-looking statements include, but are not limited to:

•

Weather conditions, particularly lack of or reduced levels of snowfall and the timing of such snowfall;



•

A significant decline in economic conditions;



•

Our inability to maintain good relationships with our distributors;



•

Lack of available or favorable financing options for our end-users or distributors;



•

Increases in the price of steel or other materials necessary for the production of our products that cannot be passed on to our distributors;



•

Increases in the price of fuel;



•

The inability of our suppliers to meet our volume or quality requirements;



•

Inaccuracies in our estimates of future demand for our products;



•

Our inability to protect or continue to build our intellectual property portfolio;



•

The effects of laws and regulations and their interpretations on our business and financial conditions;



•

Our inability to develop new products or improve upon existing products in response to end-user needs;



•

Losses due to lawsuits arising out of personal injuries associated with our products;



•

Factors that could impact dividend payments;the future declaration and payment of dividends;



•

Our inability to compete effectively against competition; and



•

Our inability to compete effectively against competition.achieve the projected financial performance with the assets of TrynEx, Inc. ("TrynEx"), which we acquired in 2013, and unexpected costs or liabilities related to the acquisition of the TrynEx assets.

        We undertake no obligation to revise the forward-looking statements included in this Annual Report on Form 10-K to reflect any future events or circumstances. Our actual results, performance or achievements could differ materially from the results expressed in, or implied by, these forward-looking statements. Factors in addition to those listed above that could cause or contribute to such differences are discussed in Item 1A, "Risk Factors" of the Annual Report on Form 10-K.

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Item 1.    Business

Overview

        Douglas Dynamics, Inc. (the "Company," "we," "us," "our") is the North American leader in the design, manufacture and sale of snow and ice control equipment for light trucks, which consists of snowplows, sand and salt spreaders, and related parts and accessories. We sell our products under the WESTERN®, FISHER® and BLIZZARD® brands which are among the most established and recognized in the industry. We believe that in 2010 our shareOn May 6, 2013, the Company acquired substantially all of the light truck snowassets of TrynEx. The acquired assets include TrynEx's full line of product offerings, including its SnowEx, TurfEx and ice control equipment market was greater than 50%.SweepEx brands, and access to TrynEx's network of authorized dealers. We operate as a single segment.

        We offer the broadest and most complete product line of snowplows and sand and salt spreaders for light trucks in the U.S. and Canadian markets. We also provide a full range of related parts and accessories, which generates an ancillary revenue stream throughout the lifecycle of our snow and ice control equipment. For the yearyears ended December 31, 2010, 86%2013, December 31, 2012 and December 31, 2011 85%, 88% and 85% of our net sales were generated from

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sales of snow and ice control equipment, respectively and 14%15%, 12% and 15% of our net sales were generated from sales of parts and accessories.accessories, respectively.

        We sell our products through a distributor network primarily to professional snowplowers who are contracted to remove snow and ice from commercial, municipal and residential areas. Over the last 50 years, we have engendered exceptional customer loyalty for our products because of our ability to satisfy the stringent demands of our customers for a high degree of quality, reliability and service. As a result, we believe our installed base is the largest in the industry with over 500,000 snowplows and sand and salt spreaders in service. Because sales of snowplows and sand and salt spreaders are primarily driven by the need of our core end-user base to replace worn existing equipment, we believe our substantial installed base provides us with a high degree of predictable sales over any extended period of time.

        We believe we have the industry's most extensive North American distributordistribution network worldwide, which primarily consists of over 7202,100 points of sale. Direct points of shipment are predominantly through North American truck equipment and lawn care equipment distributors. Most of our distributors who purchase directly from us and are located throughout the snowbeltsnow belt regions in North America (primarily the Midwest, East and Northeast regions of the United States as well as all provinces of Canada). We have longstanding relationships with many of our distributors, with an average tenure of approximately 15 years.distributors. We continually seek to grow and optimize our network by opportunistically adding high-quality, well-capitalized distributors in select geographic areas and by cross-selling our industry-leading brands within our distribution network. Beginning in 2005, we began to extend our reach to international markets, establishing distribution relationships in Northern Europe and Asia, where we believe meaningful growth opportunities exist.

        We believe we are the industry's most operationally efficient manufacturer due to our vertical integration, highly variable cost structure and intense focus on lean manufacturing. We continually seek to use lean principles to reduce costs and increase the efficiency of our manufacturing operations. We currently manufacture our products in twothree facilities that we own in Milwaukee, Wisconsin, Rockland, Maine and Rockland, Maine. We closed our Johnson City, Tennessee facility in August 2010.Madison Heights, Michigan. Furthermore, our manufacturing efficiency allows us to deliver desired products quickly to our customers during times of sudden and unpredictable snowfall events when our customers need our products immediately.

        On May 10, 2010, we completed our initial public offering ("IPO"). In connection with our IPO, we listed our common stock on the New York Stock Exchange ("NYSE") under the stock symbol "PLOW."Table of Contents

Our Industry

        The light truck snow and ice control equipment industry in North America consists predominantly of domestic participants that manufacture their products in North America. The annual demand for snow and ice control equipment is driven primarily by the replacement cycle of the existing installed base, which is predominantly a function of the average life of a snowplow or spreader and is driven by usage and maintenance practices of the end-user. We believe actively-used snowplows are typically replaced, on average, every 79 to 812 years.

        The primary factor influencing the replacement cycle for snow and ice control equipment is the level, timing and location of snowfall. Sales of snow and ice control equipment in any given year and region are most heavily influenced by local snowfall levels in the prior snow season. Heavy snowfall during a given winter causes equipment usage to increase, resulting in greater wear and tear and shortened life cycles, thereby creating a need for replacement equipment and additional parts and accessories.

        While snowfall levels vary within a given year and from year-to-year, snowfall, and the corresponding replacement cycle of snow and ice control equipment, is relatively consistent over multi-year periods. The following chart depicts aggregate annual and eight-yearten-year (based on the typical

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life of our snowplows) rolling average of the aggregate snowfall levels in 66 cities in 26 snowbeltsnow belt states across the Northeast, East, Midwest and Western United States where we monitor snowfall levels from 1980 to 2010.2013. As the chart indicates, since 19821984 aggregate snowfall levels in any given rolling eight-yearten-year period have been fairly consistent, ranging from 2,742 to 3,3463,318 inches.

Snowfall in Snowbelt States (inches)
(for October 1 through March 31)

Note:

The 8-year10-year rolling average snowfall is not presented prior to 19821984 for purposes of the calculation due to lack of snowfall data prior to 1975. Snowfall data in this chart is not adjusted for snowfall outside of the 66 cities in the 26 states reflected.

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        The demand for snow and ice control equipment can also be influenced by general economic conditions in the United States, as well as local economic conditions in the snowbeltsnow-belt regions in North America. In stronger economic conditions, our end-users may choose to replace or upgrade existing equipment before its useful life has ended, while in weak economic conditions, our end-users may seek to extend the useful life of equipment, thereby increasing the sales of parts and accessories. However, since snow and ice control management is a non-discretionary service necessary to ensure public safety and continued personal and commercial mobility in populated areas that receive snowfall, end-users cannot extend the useful life of snow and ice control equipment indefinitely and must replace equipment that has become too worn, unsafe or unreliable, regardless of economic conditions. While our parts and accessories yield slightly higher gross margins than our snow and ice control equipment, they yield significantly lower revenue than equipment sales, which adversely affects our results of operations.

        Sales of parts and accessories for 2009 and 2010, respectively,2013 were approximately 44.5% and 34.4%31% higher than average annual parts and accessories sales over the preceding ten years, which management believes is largely a resultyears. The higher than average parts and accessories sales was partially due to acquisition of the deferralTrynEx business. TrynEx parts and accessories sales contributed approximately 9% of new equipment purchases dueincreased parts and accessory sales. The remaining 22% increase can be attributed to the recent economic downturn. Although salestiming of the snowfall for the six-month snow and ice control units increased in 2010season ended March 31, 2013. From October 2012 through January 2013, there was very little snowfall across our key markets, while the snow season as compared to 2009, management believes that absenta whole was slightly above historical average snowfall levels. Consequently, the recent economic downturn, equipment sales in 2009 and 2010 would have been considerably higher due to the high levelsmajority of snowfall during these years, ascame in February and March of 2013. When snowfall occurs late in the snow season, end users will typically choose to repair rather than replace existing equipment unit sales in 2009thus driving up parts and 2010 remained below the ten-year average, while snowfall levels in 2009 and 2010 were considerably above the ten-year average. Management believes this deferral of new equipment purchases could result in an elevated multi-year replacement cycle as the economy recovers.accessory sales.

        Long-term growth in the overall snow and ice control equipment market also results from geographic expansion of developed areas in the snowbeltsnow belt regions of North America, as well as

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consumer demand for technological enhancements in snow and ice control equipment and related parts and accessories that improves efficiency and reliability. Continued construction in the snowbeltsnow belt regions in North America increases the aggregate area requiring snow and ice removal, thereby growing the market for snow and ice control equipment. In addition, the development and sale of more reliable, more efficient and more sophisticated products have contributed to an approximate 2% to 4% average unit price increase in each of the past five years.

Our Competitive Strengths

        We compete solely with other North American manufacturers who do not benefit from our extensive distributor network, manufacturing efficiencies and depth and breadth of products. As the market leader in snow and ice control equipment for light trucks, we enjoy a set of competitive advantages versus smaller equipment providers, which allows us to generate robust cash flows in all snowfall environments and to support continued investment in our products, distribution capabilities and brand regardless of annual volume fluctuations. We believe these advantages are rooted in the following competitive strengths and reinforces our industry leadership over time.

        Exceptional Customer Loyalty and Brand Equity.    Our brands enjoy exceptional customer loyalty and brand equity in the snow and ice control equipment industry with both end-users and distributors, which have been developed through over 50 years of superior innovation, productivity, reliability and support, consistently delivered season after season. We believe past brand experience, rather than price, is the key factor impacting snowplow purchasing decisions.

        Broadest and Most Innovative Product Offering.    We provide the industry's broadest product offering with a full range of snowplows, sand and salt spreaders and related parts and accessories. We believe we maintain the industry's largest and most advanced in-house new product development program, historically introducing several new and redesigned products each year. Our broad product offering and

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commitment to new product development is essential to maintaining and growing our leading market share position as well as continuing to increase the profitability of our business.

        Extensive North American Distributor Network.    With over 720 direct distributors,2,100 points of sale, we benefit from having the most extensive North American direct distributor network in the industry, providing a significant competitive advantage over our peers. Our distributors function not only as sales and support agents (providing access to parts and service), but also as industry partners providing real-time end-user information, such as retail inventory levels, changing consumer preferences or desired functionality enhancements, which we use as the basis for our product development efforts.

        Leader in Operational Efficiency.    We believe we are a leader in operational efficiency in our industry, resulting from our application of lean manufacturing principles and a highly variable cost structure. By utilizing lean principles, we are able to adjust production levels easily to meet fluctuating demand, while controlling costs in slower periods. This operational efficiency is supplemented by our highly variable cost structure, driven in part by our access to a sizable temporary workforce (comprising approximately 10-15% of our total workforce)workforce during average snowfall years), which we can quickly adjust, as needed. These manufacturing efficiencies enable us to respond rapidly to urgent customer demand during times of sudden and unpredictable snowfalls, allowing us to provide exceptional service to our existing customer base and capture new customers from competitors that we believe cannot service their customers' needs with the same speed and reliability.

        Strong Cash Flow Generation.    We are able to generate significant cash flow as a result of relatively consistent high profitability, low capital spending requirements and predictable timing of our working capital requirements. Our cash flow results will also benefit substantially from approximately $18$19.5 million of annual tax-deductible intangible and goodwill expense over the next ninefive years, which has the impact of reducing our corporate taxes owed by approximately $6.7$7.4 million on an annual basis

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during this period, in the event we have sufficient taxable income to utilize such benefit. Our significant cash flow has allowed us to reinvest in our business, pay down long term debt, and pay substantial dividends on a pro rata basis to our stockholders.

        Experienced Management Team.    We believe our business benefits from an exceptional management team that is responsible for establishing our leadership in the snow and ice control equipment industry for light trucks. Our senior management team, consisting of four officers, has an average of approximately 2023 years of weather-related industry experience and an average of over ninethirteen years with our company. James Janik, our President and Chief Executive Officer, has been with us for over 1821 years and in his current role since 2000, and through his strategic vision, we have been able to expand our distributor network and grow our market leading position.

Our Business Strategy

        Our business strategy is to capitalize on our competitive strengths to maximize cash flow to pay dividends, reduce indebtedness and reinvest in our business to create stockholder value. The building blocks of our strategy are:

        Continuous Product Innovation.    We believe new product innovation is critical to maintaining and growing our market-leading position in the snow and ice control equipment industry. We will continue to focus on developing innovative solutions to increase productivity, ease of use, reliability, durability and serviceability of our products and on incorporating lean manufacturing concepts into our product development process, which has allowed us to reduce the overall cost of development and, more importantly, to reduce our time-to-market by nearly one-half.

        Distributor Network Optimization.    We will continually seek opportunities to continue to expand our extensive distribution network by adding high-quality, well-capitalized distributors in select geographic

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areas and by cross-selling our industry-leading brands within our distribution network to ensure we maximize our ability to generate revenue while protecting our industry leading reputation, customer loyalty and brands. We will also focus on optimizing this network by providing in-depth training, valuable distributor support and attractive promotional and incentive opportunities. As a result of these efforts, we believe a majority of our distributors choose to sell our products exclusively. We believe this sizable high quality network is unique in the industry, providing us with valuable insight into purchasing trends and customer preferences, and would be very difficult to replicate.

        Aggressive Asset Management and Profit Focus.    We will continue to aggressively manage our assets in order to maximize our cash flow generation despite seasonal and annual variability in snowfall levels. We believe our ability is unique in our industry and enables us to achieve attractive margins in all snowfall environments. Key elements of our asset management and profit focus strategies include:

•

employment of a highly variable cost structure, which allows us to quickly adjust costs in response to real-time changes in demand;



•

use of enterprise-wide lean principles, which allow us to easily adjust production levels up or down to meet demand;



•

implementation of a pre-season order program, which incentivizes distributors to place orders prior to the retail selling season and thereby enables us to more efficiently utilize our assets; and



•

development of a vertically integrated business model, which we believe provides us cost advantages over our competition.

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        Additionally, although modest, our capital expenditure requirements and operating expenses can be temporarily reduced in response to anticipated or actual lower sales in a particular year to maximize cash flow.

        Flexible, Lean Enterprise Platform.    We will continue to utilize lean principles to maximize the flexibility, efficiency and productivity of our manufacturing operations while reducing the associated costs, enabling us to increase distributor and end-user satisfaction. For example, in an environment where shorter lead times and near-perfect order fulfillment are important to our distributors, we believe our lean processes have helped us to improve our shipping performance and build a reputation for providing industry leading shipping performance. In 2010, we fulfilled 96.1% of our orders on or before the requested ship date, without error in content, packaging or delivery, as compared to 98.2% in 2009 and 81.5% in 2008. In January 2009, we opened a sourcing office in China, which we expect to become our central focus for specific component purchases and provide a majority of our procurement cost savings in the future.

Our Growth Opportunities

        Opportunistically Seek New Products and New Markets.    On May 6, 2013, the Company acquired substantially all of the assets of Trynex, including its full line of product offerings and access to its network of authorized dealers. We expect to continue to consider external growth opportunities within the snow and ice control industry and other equipment or component markets. We plan to continue to evaluate other acquisition opportunities within our industry that can help us expand our distribution reach, enhance our technology and as a consequence improve the breadth and depth of our product lines. We also consider diversification opportunities in adjacent markets that complement our business model and could offer us the ability to leverage our core competencies to create stockholder value.

        Increase Our Industry Leading Market Share.    We plan to leverage our industry leading position, distribution network and new product innovation capabilities to capture market share in the North American snow and ice control equipment market, focusing our primary efforts on increasing penetration in those North American markets where we believe our overall market share is less than 50%. We also plan to continue growing our presence in the snow and ice control equipment market outside of North America, particularly in Asia and Europe, which we believe could provide significant growth opportunities in the future.

        Opportunistically Seek New Products and New Markets.    We will consider external growth opportunities within the snow and ice control industry and other equipment or component markets. We plan to continue to evaluate acquisition opportunities within our industry that can help us expand our distribution reach, enhance our technology and as a consequence improve the breadth and depthTable of our product lines. We also consider diversification opportunities in adjacent markets that complement our business model and could offer us the ability to leverage our core competencies to create stockholder value.Contents

Employees

        As of December 31, 2010,2013, we employed approximately 450520 employees on a full-time basis. None of our employees are represented by a union and we are not party to any collective bargaining agreements.

Financing program

        We are party to a financing program in which certain distributors may elect to finance their purchases from us through a third party financing company. We provide the third party financing company recourse against us regarding the collectability of the receivable under the program due to the fact that if the third party financing company is unable to collect from the distributor the amounts due in respect of the product financed, we would be obligated to repurchase any remaining inventory related to the product financed and reimburse any legal fees incurred by the financing company. During the years ended December 31, 2013, 2012 and 2011, distributors financed purchases of $2.9 million, $1.6 million and $2.8 million through this financing program, respectively. At both December 31, 2013 and December 31, 2012, there were $0.0 million, of uncollectible outstanding receivables related to sales financed under the financing program. The amount owed by our distributors to the third party financing company under this program at December 31, 2013 and 2012 was $1.3 million and $0.9 million, respectively. We were required to repurchase repossessed inventory of $0.0 million, $0.2 million and $0.1 million for the years ended December 31, 2013, December 31, 2012 and December 31, 2011, respectively.

        In the past, minimal losses have been incurred under this agreement. However, an adverse change in distributor retail sales could cause this situation to change and thereby require us to repurchase repossessed units. Any repossessed units are inspected to ensure they are current, unused product and are restocked and resold.

Intellectual Property

        We maintain patents relating to snowplow mounts, assemblies, hydraulics, electronics and lighting systems, brooms as well as sand, salt and fertilizer spreader assemblies and our patent applications relate to each of the foregoing except for hydraulics. Patents are valid for the longer period of 17 years from issue date or 20 years from filing date. The duration of the patents we currently possess range between three years and 13 years of remaining life. Our patent applications date from 1999 through 2013.

        We rely on a combination of patents, trade secrets and trademarks to protect certain of the proprietary aspects of our business and technology. We hold approximately 29 U.S. registered trademarks (including the trademarks WESTERN®, FISHER® BLIZZARD®, SNOWEX®, TURFEX® and SWEEPEX®), 10 Canadian registered trademarks, 5 European trademarks, 43 U.S. issued patents, 11 Canadian patents and two Chinese trademarks.

Raw Materials

        During 2013, we experienced slightly favorable commodity costs compared to the average prices paid for commodities in 2012. Historically, we have mitigated, and we currently expect to continue to mitigate, commodity cost increases in part by engaging in proactive vendor negotiations, reviewing alternative sourcing options, substituting materials, engaging in internal cost reduction efforts, and increasing prices on some of our products, all as appropriate.

        Most of the components of our products are also affected by commodity cost pressures and are commercially available from a number of sources. In 2013, we experienced no significant work stoppages because of shortages of raw materials or commodities. The highest raw material and component costs are generally for steel, which we purchase from several suppliers.

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Other Information

        We were formed as a Delaware corporation in 2004. We maintain a website with the address www.douglasdynamics.com. We are not including the information contained on our website as part of, or incorporating it by reference into, this report. We make available free of charge (other than an investor's own Internet access charges) through our website our Annual Report on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, and amendments to these reports, as soon as reasonably practicable after we electronically file such material with, or furnish such material to, the Securities and Exchange Commission ("SEC").

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Item 1A.    Risk Factors

The Company operates in an environment that involves numerous known and unknown risks and uncertainties. Our business, prospects, financial condition and operating results could be materially adversely affected by any of these risks, as well as other risks not currently known to us or that we currently consider immaterial. The risk described below highlight some of the factors that have affected, and in the future could affect our operations.

Our results of operations depend primarily on the level, timing and location of snowfall. As a result, a decline in snowfall levels in multiple regions for an extended time could cause our results of operations to decline and adversely affect our ability to pay dividends.

        As a manufacturer of snow and ice control equipment for light trucks, and related parts and accessories, our sales depend primarily on the level, timing and location of snowfall in the regions in which we offer our products. A low level or lack of snowfall in any given year in any of the snowbeltsnow-belt regions in North America (primarily the Midwest, East and Northeast regions of the United States as well as all provinces of Canada) will likely cause sales of our products to decline in such year as well as the subsequent year, which in turn may adversely affect our results of operations and ability to pay dividends. See "Management's Discussion and Analysis of Financial Condition and Results of Operations—Seasonality and Year-to-Year Variability." A sustained period of reduced snowfall events in one or more of the geographic regions in which we offer our products could cause our results of operations to decline and adversely affect our ability to pay dividends.

The year-to-year variability of our business can cause our results of operations and financial condition to be materially different from year-to-year; whereas the seasonality of our business can cause our results of operations and financial condition to be materially different from quarter-to-quarter.

        Because our business depends on the level, timing and location of snowfall, our results of operations vary from year-to-year. Additionally, because the annual snow season typically only runs from October 1 through March 31, our distributors typically purchase our products during the second and third quarters. As a result, we operate in a seasonal business. We not only experience seasonality in our sales, but also experience seasonality in our working capital needs. Consequently, our results of operations and financial condition can vary from year-to-year, as well as from quarter-to-quarter, which could affect our ability to pay dividends. If we are unable to effectively manage the seasonality and year-to-year variability of our business, our results of operations, financial condition and ability to pay dividends may suffer.

If economic conditions in the United States continue to remain weak or deteriorate further, our results of operations, financial condition and ability to pay dividends may be adversely affected.

        Historically, demand for snow and ice control equipment for light trucks has been influenced by general economic conditions in the United States, as well as local economic conditions in the snowbeltsnow-belt regions in North America. During the last few years, economic conditions throughout the United States

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have been extremely weak, andweak. Although conditions improved from 2011 through 2013, they may not improvebecome strong in the foreseeable future. Weakened economic conditions may cause our end-users to delay purchases of replacement snow and ice control equipment and instead repair their existing equipment, leading to a decrease in our sales of new equipment. Weakened economic conditions may also cause our end-users to delay their purchases of new light trucks. Because our end-users tend to purchase new snow and ice control equipment concurrent with their purchase of new light trucks, their delay in purchasing new light trucks can also result in the deferral of their purchases of new snow and ice control equipment. The deferral of new equipment purchases during periods of weak economic conditions may negatively affect our results of operations, financial condition and ability to pay dividends.

        Weakened economic conditions may also cause our end-users to consider price more carefully in selecting new snow and ice control equipment. Historically, considerations of quality and service have outweighed considerations of price, but in a weak economy, price may become a more important factor. Any refocus away from quality in favor of cheaper equipment could cause end-users to shift away from our products to less expensive competitor products, or to shift away from our more

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profitable products to our less profitable products, which in turn would adversely affect our results of operations and our ability to pay dividends.

Our failure to maintain good relationships with our distributors, the loss or consolidation of our distributor base or the actions or inactions of our distributors could have an adverse effect on our results of operations and our ability to pay dividends.

        We depend on a network of truck equipment distributors to sell, install and service our products. Nearly all of these sales and service relationships are at will, and less than 1% of our distributors have agreed not to offer products that compete with our products. As a result,so almost all of our distributors could discontinue the sale and service of our products at any time, and those distributors that primarily sell our products may choose to sell competing products at any time. Further, difficult economic or other circumstances could cause any of our distributors to discontinue their businesses. Moreover, if our distributor base were to consolidate or if any of our distributors were to discontinue their business, competition for the business of fewer distributors would intensify. If we do not maintain good relationships with our distributors, or if we do not provide product offerings and pricing that meet the needs of our distributors, we could lose a substantial amount of our distributor base. A loss of a substantial portion of our distributor base could cause our sales to decline significantly, which would have an adverse effect on our results of operations and ability to pay dividends.

        In addition, our distributors may not provide timely or adequate service to our end-users. If this occurs, our brand identity and reputation may be damaged, which would have an adverse effect on our results of operations and ability to pay dividends.

Lack of available financing options for our end-users or distributors may adversely affect our sales volumes.

        Our end-user base is highly concentrated among professional snowplowers, who comprise over 50% of our end-users, many of whom are individual landscapers who remove snow during the winter and landscape during the rest of the year, rather than large, well-capitalized corporations. These end-users often depend upon credit to purchase our products. If credit is unavailable on favorable terms or at all, our end-users may not be able to purchase our products from our distributors, which would in turn reduce sales and adversely affect our results of operations and ability to pay dividends.

        In addition, because our distributors, like our end-users, rely on credit to purchase our products, if our distributors are not able to obtain credit, or access credit on favorable terms, we may experience delays in payment or nonpayment for delivered products. Further, if our distributors are unable to obtain credit or access credit on favorable terms, they could experience financial difficulties or bankruptcy and cease purchases of our products altogether. Thus, if financing is unavailable on

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favorable terms or at all, our results of operations and ability to pay dividends would be adversely affected.

The price of steel, a commodity necessary to manufacture our products, is highly variable. If the price of steel increases, our gross margins could decline.

        Steel is a significant raw material used to manufacture our products. During 2008, 20092013, 2012 and 2010,2011, our steel purchases were approximately 15%13%, 18% and 13%15% of our revenue, respectively. The steel industry is highly cyclical in nature, and steel prices have been volatile in recent years and may remain volatile in the future. Steel prices are influenced by numerous factors beyond our control, including general economic conditions domestically and internationally, the availability of raw materials, competition, labor costs, freight and transportation costs, production costs, import duties and other trade restrictions. Steel prices are volatile and may increase as a result of increased demand from the automobile and consumer durable sectors. If the price of steel increases, our variable costs may increase. We may not be able to mitigate these increased costs through the implementation of

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permanent price increases or temporary invoice surcharges, especially if economic conditions remain weak and our distributors and end-users become more price sensitive. If we are unable to successfully mitigate such cost increases in the future, our gross margins could decline.

If petroleum prices increase, our results of operations could be adversely affected.

        Petroleum prices have fluctuated significantly in recent years. Prices and availability of petroleum products are subject to political, economic and market factors that are outside of our control. Political events in petroleum-producing regions as well as hurricanes and other weather-related events may cause the price of fuel to increase. If the price of fuel increases, the demand for our products may decline, which would adversely affect our financial condition and results of operations.

We depend on outside suppliers who may be unable to meet our volume and quality requirements, and we may be unable to obtain alternative sources.

        We purchase certain components essential to our snowplows and sand and salt spreaders from outside suppliers, including off-shore sources. Most of our key supply arrangements can be discontinued at any time. A supplier may encounter delays in the production and delivery of such products and components or may supply us with products and components that do not meet our quality, quantity or cost requirements. Additionally, a supplier may be forced to discontinue operations. Any discontinuation or interruption in the availability of quality products and components from one or more of our suppliers may result in increased production costs, delays in the delivery of our products and lost end-user sales, which could have an adverse effect on our business and financial condition.

        In addition, weWe have beguncontinued to increase the number of our off-shore suppliers. Our increased reliance on off-shore sourcing may cause our business to be more susceptible to the impact of natural disasters, war and other factors that may disrupt the transportation systems or shipping lines used by our suppliers, a weakening of the dollar over an extended period of time and other uncontrollable factors such as changes in foreign regulation or economic conditions. In addition, reliance on off-shore suppliers may make it more difficult for us to respond to sudden changes in demand because of the longer lead time to obtain components from off-shore sources. We may be unable to mitigate this risk by stocking sufficient materials to satisfy any sudden or prolonged surges in demand for our products. If we cannot satisfy demand for our products in a timely manner, our sales could suffer as distributors can cancel purchase orders without penalty until shipment.

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We do not sell our products under long-term purchase contracts, and sales of our products are significantly impacted by factors outside of our control; therefore, our ability to estimate demand is limited.

        We do not enter into long-term purchase contracts with our distributors and the purchase orders we receive may be cancelled without penalty until shipment. Therefore, our ability to accurately predict future demand for our products is limited. Nonetheless, we attempt to estimate demand for our products for purposes of planning our annual production levels and our long-term product development and new product introductions. We base our estimates of demand on our own market assessment, snowfall figures, quarterly field inventory surveys and regular communications with our distributors. Because wide fluctuations in the level, timing and location of snowfall, economic conditions and other factors may occur, each of which is out of our control, our estimates of demand may not be accurate. Underestimating demand could result in procuring an insufficient amount of materials necessary for the production of our products, which may result in increased production costs, delays in product delivery, missed sale opportunities and a decrease in customer satisfaction. Overestimating demand could result in the procurement of excessive supplies, which could result in increased inventory and associated carrying costs.

If we are unable to enforce, maintain or continue to build our intellectual property portfolio, or if others invalidate our intellectual property rights, our competitive position may be harmed.

        Our patents relate to snowplow mounts, assemblies, hydraulics, electronics and lighting systems, brooms as well as sand, salt and fertilizer spreader assemblies and our patent applications relate to each of the foregoing except for hydraulics. Patents are valid for the longer period of 17 years from issue date or 20 years from filing date. The duration of the patents we currently possess range between three years and 13 years of remaining life. Our patent applications date from 1999 through 2013.

We rely on a combination of patents, trade secrets and trademarks to protect certain of the proprietary aspects of our business and technology. We hold approximately 2029 U.S. registered trademarks (including the trademarks WESTERN®, FISHER®, BLIZZARD® SNOWEX®, TURFEX® and BLIZZARD®SWEEPEX®), 510 Canadian registered trademarks, 285 European trademarks, 43 U.S. issued patents, 11 Canadian patents and 15 Canadian patents.two Chinese trademarks. Although we work diligently to protect our intellectual property rights, monitoring the unauthorized use of our intellectual property is difficult, and the steps we have taken may not prevent unauthorized use by others. In addition, in the

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event a third party challenges the validity of our intellectual property rights, a court may determine that our intellectual property rights may not be valid or enforceable. An adverse determination with respect to our intellectual property rights may harm our business prospects and reputation. Third parties may design around our patents or may independently develop technology similar to our trade secrets. The failure to adequately build, maintain and enforce our intellectual property portfolio could impair the strength of our technology and our brands, and harm our competitive position. Although the Company haswe have no reason to believe that itsour intellectual property rights are vulnerable, previously undiscovered intellectual property could be used to invalidate our rights.

If we are unable to develop new products or improve upon our existing products on a timely basis, it could have an adverse effect on our business and financial condition.

        We believe that our future success depends, in part, on our ability to develop on a timely basis new technologically advanced products or improve upon our existing products in innovative ways that meet or exceed our competitors' product offerings. Continuous product innovation ensures that our consumers have access to the latest products and features when they consider buying snow and ice control equipment. Maintaining our market position will require us to continue to invest in research and development and sales and marketing. Product development requires significant financial, technological and other resources. We may be unsuccessful in making the technological advances necessary to develop new products or improve our existing products to maintain our market position.

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Industry standards, end-user expectations or other products may emerge that could render one or more of our products less desirable or obsolete. If any of these events occur, it could cause decreases in sales, a failure to realize premium pricing and an adverse effect on our business and financial condition.

We face competition from other companies in our industry, and if we are unable to compete effectively with these companies, it could have an adverse effect on our sales and profitability. Price competition among our distributors could negatively affect our market share.

        We primarily compete with regional manufacturers of snow and ice control equipment for light trucks. While we are the most geographically diverse company in our industry, we may face increasing competition in the markets in which we operate. In saturated markets, price competition may lead to a decrease in our market share or a compression of our margins, both of which would affect our profitability. Moreover, current or future competitors may grow their market share and develop superior service and may have or may develop greater financial resources, lower costs, superior technology or more favorable operating conditions than we maintain. As a result, competitive pressures we face may cause price reductions for our products, which would affect our profitability or result in decreased sales and operating income. Additionally, saturation of the markets in which we compete or channel conflicts among our brands and shifts in consumer preferences may increase these competitive pressures or may result in increased competition among our distributors and affect our sales and profitability. In addition, price competition among the distributors that sell our products could lead to significant margin erosion among our distributors, which could in turn result in compressed margins or loss of market share for us. Management believes that, after us,ourselves, the next largest competitors in the market for snow and ice control equipment for light trucks are BOSSNorthern Star Industries, Inc. (the manufacturer of the Boss brand of snow and ice control equipment) and Meyer respectively,Products LLC, and accordingly represent our primary competitors for market share.

We are subject to complex laws and regulations, including environmental and safety regulations that can adversely affect the cost, manner or feasibility of doing business.

        Our operations are subject to certain federal, state and local laws and regulations relating to, among other things, the generation, storage, handling, emission, transportation, disposal and discharge of hazardous and non-hazardous substances and materials into the environment, the manufacturing of

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motor vehicle accessories and employee health and safety. We cannot be certain that existing and future laws and regulations and their interpretations will not harm our business or financial condition. We currently make and may be required to make large and unanticipated capital expenditures to comply with environmental and other regulations, such as:

•

Applicable motor vehicle safety standards established by the National Highway Traffic Safety Administration;



•

Reclamation and remediation and other environmental protection; and



•

Standards for workplace safety established by the Occupational Safety and Health Administration.

        While we monitor our compliance with applicable laws and regulations and attempt to budget for anticipated costs associated with compliance, we cannot predict the future cost of such compliance. While in the current periodIn 2013, the amount expended for such compliance was insignificant, but we could incur material expenses in the future in the event of future legislation changes or unforeseen events, such as a workplace accident or environmental discharge, or if we otherwise discover we are in non-compliance with an applicable regulation. In addition, under these laws and regulations, we could be liable for:

•

Product liability claims;

northeastern United States responsible for Gehl product sales and rental., and from 2005 to 2007, he was the Director, Training and Customer Support, where he directed the aftermarket and training activities of five departments and thirty-two individuals responsible for Gehl and Mustang products worldwide. From 1980 to 2002, Mr. Adamson held several senior level management positions with John Deere Company.

        Keith Hagelin has been serving as our Senior Vice President, Operations since September 2013. Prior to becoming our Senior Vice President, Operations, he had served as our Vice President, Operations since 2009, having previously spent twelve years in progressive roles with us, including Plant Manager and General Manager—Rockland and most recently Vice President of Manufacturing from 2007 to 2009. Prior to joining Douglas, Mr. Hagelin spent 13 years at Raytheon Corporation in various manufacturing, production and new product development roles.

        Executive officers are elected by, and serve at the discretion of, the Board of Directors. There are no family relationships between any of our directors or executive officers.

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PART II

Item 5.    Market for Registrant's Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

        The Company's common stock is listed, and principallyOur Common Stock has been traded on the NYSE. The Company'sNew York Stock Exchange since the second quarter of 2010 under the symbol for its common stock is "PLOW." The followingprices in the table setsset forth below indicate the range of high and low per share sales prices of our Common Stock per the Company's common stockNew York Stock Exchange Composite Price History for each quarter in 2013 and per share dividends for the periods indicated. As the company was not listed until it listed its common stock in the second quarter 2010 in connection with the IPO, no market price data is available for the first quarter of 2010 or any periods of 2009.2012.

        At March 8, 2011,11, 2014, there were 3320 record holders of our Common Stock.

        In accordance with the Company's dividend policy, dividends are declared and paid quarterly at the discretion of the board of directors. Additionally, special dividends may be declared and paid at the discretion of the board of directors. TheIn the first, quarterlysecond and third quarters of 2012, the Company both declared and paid a dividend to common shareholders subsequent to IPO was made inof $0.205 per share. In the thirdfourth quarter of 2010 for $0.1825 per share paid on September 30, 2010. Additionally,2012, the Company increased its annual implied dividend from $0.82 to $0.83 and both declared and paid a $0.20dividend of $0.2075 per share quarterlyshare. In the first, second and third quarters of 2013, the Company both declared and paid a dividend on December 31, 2010.of $0.2075 per share. In the fourth quarter of 2013, the Company increased its annual implied dividend from $0.83 to $0.85 and both declared and paid a dividend of $0.2125 per share.

        The Company's senior credit agreement includes a number offacilities include certain negative and operating covenants, that require the Company to meet several distribution conditions in order for the Company to be ableincluding restrictions on its ability to pay a dividend. Additionally, the Company'sdividends, and other customary covenants, representations and warranties and events of default. The senior credit agreement provides distribution limitations which could limit the amount the Company can distribute. Distribution conditions include the Company maintaining positive net assets, maintaining a "leverage ratio", as definedfacilities entered into and recorded by the credit agreement, less than 6.0:1.0 and maintain borrowing availability over $12.0 million. Distribution limitations apply if the Company's adjusted EBITDA, as defined by the credit agreement were to fall below $40.0 million.

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Company's subsidiaries significantly restrict its subsidiaries from paying dividends and otherwise transferring assets to Douglas Dynamics, Inc. The terms of the Company's revolving credit facility specifically restrict the Company from paying dividends if a minimum availability under the revolving credit facility, the greater of $10.5 million and 15% of the aggregate revolving commitments at the time of determination, is not maintained. Additionally, both senior credit facilities restrict the Company from paying dividends above certain levels not to exceed $5.25 million in any fiscal quarter of 2011 calculated without regard to a one-time special dividend not to exceed $8.0 million, $5.5 million in any fiscal quarter of 2012, $5.75 million in any fiscal quarter of 2013, $6.0 million in any fiscal quarter of 2014, $6.25 million in any fiscal quarter of 2015 and $6.5 million in any fiscal quarter of 2016 and thereafter or at all if an event of default has occurred. These restrictions would affect the Company indirectly since the Company relies principally on distributions from its subsidiaries to have funds available for the payment of dividends.

Securities Authorized for Issuance under Equity Compensation Plans

        The following table sets forth information with respect to compensation plans under which equity securities of the Company are authorized for issuance as of December 31, 2010.2013.

Equity Compensation Plan Information

        The following information in this Item 5 of this Annual Report on Form 10-K is not deemed to be "soliciting material" or to be "filed" with the SEC or subject to Regulation 14A or 14C under the Securities Exchange Act of 1934 or to the liabilities of Section 18 of the Securities Exchange Act of 1934, and will not be deemed to be incorporated by reference into any filing under the Securities Act of 1933 or the Securities Exchange Act of 1934, except to the extent we specifically incorporate it by reference into such a filing.

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        The graph set forth below compares the cumulative total stockholder return on our common stock between May 11,5, 2010 (the date of our initial public offering, or IPO) and December 31, 2010,2013, with the cumulative total return of The Dow Jones Industrial Average and Russell 2000 Index. This graph assumes the investment of $100 on May 11,5, 2010 in our common stock at our IPO offering price of

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$11.25 $11.25 per share, the Dow Jones Industrial Average and Russell 2000 Index, and assumes the reinvestment of dividends.

        We did not sell any equity securities during 2010,201, in offerings that were not registered under the Securities Act of 1933.

        We did not make any purchases of equity securities registered pursuant to Section 12 of the Securities Exchange Act of 1934 during the fourth quarter of 2010.

Item 6.    Selected Consolidated Financial Data

        The following table sets forth our selected historical consolidated financial data for the periods and at the dates indicated. The selected historical consolidated financial data as of December 31, 2008, 20092012 and 20102013 and for the three years in the period ended December 31, 20102013, 2012 and 2011 are derived from our audited consolidated financial statements included at Item 8.statements.

        The selected historical consolidated financial data as of December 2009, 2010 and 2011 and for the years ended December 31, 20062009 and 2007 are2010 is derived from our historical financial statements not included in this Annual Report on Form 10-K.

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        The selected consolidated financial data presented below should be read in conjunction with our consolidated financial statements and related notes included elsewhere in this document.

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Item 7.    Management's Discussion and Analysis of Financial Condition and Results of Operations

        The following discussion and analysis of our financial condition and results of operations for the years ended December 31, 2008, 20092011, 2012 and 20102013 should be read together with our audited consolidated financial statements and related notes included elsewhere in this Annual Report on Form 10-K. Some of the information contained in this discussion and analysis or set forth elsewhere in this Annual Report on Form 10-K, including information with respect to our plans and strategies for our business, includes forward-looking statements that involve risks and uncertainties. You should review the "Risk Factors" section of this Annual Report on Form 10-K for a discussion of important factors that could cause actual results to differ materially from the results described in, or implied by, the forward-looking statements contained in this Annual Report on Form 10-K.

Results of Operations

Overview

        In assessing our results of operations in a given period, one of the primary factors we consider is the level of snowfall experienced within the prior snow season. We typically compare the snowfall level in a given period both to the snowfall level in the prior season and to those snowfall levels we consider to be average. References to "average snowfall" levels below refer to the aggregate average inches of snowfall recorded in 66 cities in 26 snowbeltsnow-belt states in the United States during the annual snow season, from October 1 through March 31, from 1980 to 2010.2013. During this period, snowfall averaged 3,0023,008 inches, with the low in such period being 2,0941,794 inches and the high being 4,502 inches.

        During the six monthsix-month snow season ended March 31, 2013 snowfall was 3,274 inches which was 9.0% higher than average. Meanwhile, during the six-month snow seasons endingended March 31, 2008, 2009 and 2010,2012, we experienced historically below average snowfall (approximately 40% below average). During the six-month snow season ended March 31, 2011, we experienced above average snowfall (approximately 22%, 22% and 20%39% above average). In addition to the severity of the low snowfall of snow season ended March 31, 2012, management believes that the timing of the snowfall in the snow season ended March 31, 2013, despite being slightly above average during six months endingin amount, negatively impacted our pre-season business in 2013. As the timing of the snowfall was predominantly in the second half of the snow season ended March 31, 2008, 20092013, management believes end users were more likely to repair existing equipment rather than replacing equipment. Consequently we believe our distributors entered the 2013 pre-season period with higher inventory levels than desired. As a result, we believe distributors ordered less equipment in the pre-season period in 2013. While we believe the historically low snowfall levels for the six-month snow season ended March 31, 2012, and 2010slow start to the March 31, 2013 snow seasons, respectively). Despite above average snowfalls during these periods,season and continued macro-economic uncertainty negatively impacted our business in 2013, we believe that other factors had a positive impact. These additional factors included the economic downturn resultedtiming, amount, and location of snowfall in lowerthe fourth quarter of 2013, positively trending light truck sales in 2013 and a large number of snowplows and sand and salt spreaders, but increased sales of our parts and accessories as a percentage of total net sales during the years ended December 31, 2008, 2009 and 2010 as compared to prior periods. We experienced lower equipment and higher parts and accessories sales as weakened economic conditions tend to cause our end-users to delay purchase of replacement snow and ice control equipment and instead repair their existing equipment.new products launched in 2013.

        Sales of parts and accessories for 20102013 and 20092012 were $25.0$29.9 million and $26.9$16.7 million, respectively, or approximately 34.4%31% higher than and 44.5% higher than27% below average annual parts and accessories sales over the preceding ten years, (from 2001respectively. Sales of equipment unit sales for 2013 and 2012 were $164.5 million and $123.3 million, respectively. In 2013, equipment unit sales increased 32.2% as we sold 45,560 equipment units in 2013 as compared to 2007, sales34,457 equipment units in 2012. We believe that the increase of both parts and accessories ranged from approximately $9 millionsales and equipment unit sales in 2013 as compared to $19 million perthe prior calendar year with an average of approximately $15 million). Management believes the increased sales of parts and accessories are largelyis a direct result of the deferralhistorically low snowfall of 2012. Meanwhile, we believe that pent up demand due to deferred new equipment purchases due tostill exists in the severe economic downturn from 2008 to 2010, as many end-users chose to extend the lifemarketplace and could be released in or following a year of their existing equipment beyond the typical replacement cycle. As sales of snow and ice control units decreasedaverage or better snowfall that is accompanied by 6.0% and 7.2% in 2010 and 2009, respectively, as compared to 2008, management believes that absent the recent economic downturn, equipment sales in 2010 and 2009 would have been considerably higher due to the high levels of snowfall during the year. Equipment unit sales in 2010 remained 12% below the immediately preceding ten-year average, despite the fact that snowfall levels were approximately 13% above the immediately preceding ten-year average (excluding units sold by Blizzard Corporation prior to its acquisition by us in November 2005). Equipment unit sales in 2009 remained 14% below the immediately preceding ten-year average, despite the fact that snowfall levels in 2008 were approximately 19% above the immediately preceding ten-year average (excluding units sold by Blizzard Corporation prior to its acquisition by us in November 2005). Management believesstronger macro-economic conditions. We believe this deferral of new equipment purchases could result in an elevated multi-year replacement cycle as the economy recovers.

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        The following table shows our sales of snow and ice control equipment and related parts and accessories as a percentage of net sales for the periods indicated. During the years ended December 31, 2008, 20092011, 2012 and 2010,2013, we sold 47,911, 44,44450,801, 34,457 and 45,05445,560 units of snow and ice control equipment, respectively.

        The following table sets forth, for the periods presented, the consolidated statements of operationsincome of the Company and its subsidiaries. All intercompany balances and transactions have been eliminated in consolidation. In the table below and throughout this "Management's Discussion and Analysis of Financial Condition and Results of Operations," consolidated statements of operationsincome data for the years ended December 31, 2008, 20092011, 2012 and 20102013 have been derived from our audited consolidated financial statements. The information contained in the table below should be read in conjunction with our consolidated financial statements and the related notes included elsewhere in this Annual Report on Form 10-K.

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        The following table sets forth, for the periods indicated, the percentage of certain items in our consolidated statement of operationsincome data, relative to net sales:

Year Ended December 31, 20102013 Compared to Year Ended December 31, 20092012

        Net Sales.    Net sales were $176.8$194.3 million for the year ended December 31, 20102013 compared to $174.3$140.0 million in 2009,2012, an increase of $2.5$54.3 million, or 1.4%38.8%. This increase was primarily driven by a $4.3increases of $41.2 million increase in sales of snow and ice control equipment slightly offset by a $1.9and $13.1 million decrease in parts and accessories sales. The increase in sales of snow and ice control equipment for the year ended December 31, 20102013 was attributable to (1) an increase in sales volume of snow and ice control equipment of $2.1$39.7 million, or 1.4%32.2%, as compared to the prior year, and (2)by price increases that we implemented beginning in the second quarterthird and fourth quarters of 20102012 and an additional price increase that extended throughout 2010.was effective in the third and fourth quarters of 2013. The 1.4% increase in sales volume was largely a result of strengthening economic conditions towards the endtiming of 2010 whichlate snowfall for the snow season ending March 31, 2013 causing the snow season to be slightly above average in most of the markets we believe led to lower parts and accessories sales compared to 2009. However, compared to a ten year historical average, parts and accessories sales are still higher than average, while equipment sales are lower than average, as many end-users continue to repair their existing snow and ice control equipment instead of purchasing new equipment.serve. Net sales of parts and accessories declinedincreased in the year ended December 31, 20102013 from the year ended December 31, 20092012 by 7.0%78.5%, from $26.9$16.7 million to $25.0$29.9 million. Notwithstanding this decline, netNet sales of parts and accessories remained comparatively high in 2010, exceeding2013, above the preceding ten-year average by approximately 34.4%31.1%. As discussed above, the comparatively stronghigher sales of parts and accessories waswere due in large part to the continued downturn in general economic conditions and local economic conditionstiming of snowfall in the snowbelt regions,markets in which we believe led manyour products are sold. Additionally, equipment sales were lower (5% below the immediately preceding ten-year average), mainly due to the timing of our end-userssnowfall. Sales related to repair their existing snow and ice control equipment insteadTrynEx products of purchasing new equipment.$12.9 million for the year ended December 31, 2013 also contributed to the increase in net sales for the period.

        Cost of Sales.    Cost of sales was $116.5$128.7 million for the year ended December 31, 20102013 compared to $117.3$96.1 million in 2009, a decrease2012, an increase of $0.8$32.6 million, or 0.7%33.9%. This decreaseincrease was driven primarily by reduced costs due to material cost savings as steel costs were lower in 2010 as compared to 2009. Steel purchases were approximately 15% and 18% of our sales revenue for the years ending December 31, 2010 and 2009, respectively. Lower steel costs were slightly offset by increases in snow and ice control equipment unit volume as discussed above. Costsincreased volume. Cost of sales as a percentage of net sales decreased from 67.3%68.6% for the year ended December 31, 20092012 to 65.9%66.2% for the year ended December 31, 20102013 as a result of higher volumes to absorb fixed spending in the material cost savingsyear ending December 31, 2013 as discussed above.compared to the year ending December 31, 2012. Additionally, in 2013, inflationary commodity experience was slightly positive. As a percentage of cost of sales, fixed and

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percentage of cost of sales, fixed and variable costs were approximately 19%18% and 81%82%, respectively, for both of the yearyears ended December 31, 2010 versus approximately 17%2013 and 83%, respectively for the year ended December 31, 2009.2012.

        Gross Profit.    Gross profit was $60.3$65.7 million for the year ended December 31, 20102013 compared to $57.1$44.0 million in 2009,2012, an increase of $3.2$21.7 million, or 5.6%49.3%, due to the increase in net sales volume described above under "—Net Sales" And the reduction in material costs as described underand "—Cost of Sales." As a percentage of net sales, gross profit increased from 32.7%31.4% for the year ended December 31, 20092012 to 34.1%33.8% for the corresponding period in 2010,2013, as a result of the factors discussed above under "—Net Sales" and "—Cost of Sales."

        Selling, General and Administrative Expense.    Selling, general and administrative expenses, including intangiblesintangible asset amortization, and management fees, were $38.9$37.5 million for the year ended December 31, 20102013 compared to $27.6$25.1 million for the year ended December 31, 2009,2012, an increase of $11.3$12.4 million, or 40.9%49.4%, driven by non-recurring expenses incurred at the timehigher incentive based compensation of the IPO. The non-recurring charges associated with the IPO totaled $8.5$3.2 million and were compriseddue to better operating results. Additionally in 2013 we recorded $4.0 million of the buyout of the management services agreement at $5.8 million,earnout compensation expense associated with net exercises of stock options totaling $1.7 million and the expense and payment of cash bonuses under our liquidity bonus plan of $1.0 million. Additionally, there was non-recurring compensation expense associated with net exercises of stock options subsequentrelated to the IPO totaling $1.2 million. We also spent $1.3TrynEx acquisition and $2.2 million more in 2010 defending our patents comparedselling, general and administrative expenses related to 2009. Finally,TrynEx after the closure costs associated with the Johnson City facility increased $0.4 million compareddate of acquisition. The remaining increase in 2013 is a result of management returning to the priornormal discretionary spending which was significantly cut back in 2012 in order to preserve profitability in a low sales volume year. As a percentage of net sales, selling, general and administrative expenses, including intangibles amortization, and management fees, increased from 15.8%17.9% for the year ended December 31, 20092012 to 22.0%19.3% for the corresponding period in 20102013 due to the non-recurring chargesitems discussed above.

        Impairment of Assets Held for Sale.    We recorded assets held for sale on our balance sheet in conjunction with the closure of the Johnson City, Tennessee location in 2010. The land and building have been held for sale since the closure. In an effort to stimulate sales activity, we lowered the listed sale price which caused us to reassess the fair value of the assets held for sale. Consequently, we recorded an impairment charge of $0.6 million in the year ended December 31, 2013. On February 26, 2014, the Company entered into an agreement for the sale of the land and building, which the Company anticipates closing within seventy-five days of the sale agreement, subject to closing conditions.

        Interest Expense.    Interest expense was $10.9$8.3 million for the year ended December 31, 20102013 compared to $15.5$8.4 million in the corresponding period in 2009, a decrease of $4.6 million. This decrease was due to less interest expense as a result of the redemption of our 7³/4% Senior Notes due 2012 ("Senior Notes") with proceeds from the IPO, additional borrowings under our senior credit facilities and cash on hand

        Loss on Extinguishment of Debt.    Loss on extinguishment of debt totaling $8.0 million for the year ended December 31, 2010 was entirely driven by costs associated with the amendment of our senior credit facilities and the redemption of the Senior Notes, including both the call premium on the redemption of our Senior Notes, and the write-off of unamortized deferred financing costs relating to the redemption of our Senior Notes and the amendment of our senior credit facilities.2012.

        Income Taxes.    Deferred income taxes reflect the net tax effects of temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for income tax purposes. The largest item affecting deferred taxes is the difference between book and tax amortization of goodwill and other intangibles amortization. Our effective combined federal and state tax rate for 20102013 was 34.4%38.8% compared to 28.8%40.8% for 2009.2012. The effective tax rate for the year ended December 31, 20102013 is higherlower than 2009 due to an increase in the valuation allowance for state net operating losses ("NOLs") related to the closure of the Johnson City, Tennessee facility. Additionally, the 2009 effective rate was lower2012 due to the release of a valuation allowance for Wisconsin NOLs2012 and 2013 Federal research and development credit recognition in the first quarter of 20092013 due to a tax law changeretroactive legislation passed in the state of Wisconsin resulting in the ability to utilize the NOLs in future periods.January 2013.

        Net Income.    Net income for the year ended December 31, 20102013 was $1.7$11.6 million compared to net income of $9.8$6.0 million for the corresponding period in 2009, a decrease2012, an increase of $8.1 million, or 82.7%.$5.6 million. This decreaseincrease was driven by the factors described above, and primarily by the non-recurring charges associated with the IPO.above.

Year Ended December 31, 20092012 Compared to Year Ended December 31, 20082011

        Net Sales.    Net sales were $174.3$140.0 million for the year ended December 31, 20092012 compared to $180.1$208.8 million in 2008,2011, a decrease of $5.8$68.8 million, or 3.2%33.0%. This declinedecrease was primarily driven by a

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$4$54.5 million decrease in sales of snow and ice control equipment.equipment and $14.3 million in parts and accessories sales. The declinedecrease in sales of snow and ice control equipment for the year ended December 31, 20092012 was attributable to a decrease in sales volume of $24.4snow and ice control equipment of $57.2 million, or 13.5%32.2%, as compared to the prior year, slightly offset by (1) price increases that we implemented beginning in the

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fourth quarter of 20082011 and that extended throughout 2009 to cover steel cost inflation, which resulted inthe remainder of 2011 and 2012 and an $11.8 millionadditional price increase to net sales as compared to the prior year and (2) the successful introduction of a new half-ton plow in June 2009, which together with other new product introductionsthat was effective in the last five years resulted in an $8.6 million increase to net sales as compared to the prior year.third and fourth quarters of 2012. The 13.5% decrease in sales volume was largely a result of weak economic conditions that persisted throughout 2009 and which we believe led many end-users to repair their existingthe below average snow and ice control equipment instead of purchasing new equipment. Further, our net sales for the year ended Decemberseason ending March 31, 2008 were higher than in 2009 as a heavy snowfall in December 2007 caused our order flow to be unusually high toward the end of December 2007, resulting in a backlog at the start of 2008 and the shipment of an above-average number of units in the first quarter of 2008.2012. Net sales of parts and accessories also declineddecreased in the year ended December 31, 20092012 from the year ended December 31, 20082011 by 6.3%46.0%, from $28.7$31.0 million to $26.9$16.7 million. Notwithstanding this decline, netNet sales of parts and accessories remained comparatively highlow in 2009, exceeding2012, below the preceding ten-year average by approximately 58.3%21.2%. As discussed above, the comparatively stronglower sales of parts and accessories was due in large part to below average snowfall resulting in decreased equipment usage. Additionally, equipment sales were lower (30% below the downturn in general economic conditions and local economic conditions in the snowbelt regions, which we believe led manyimmediately preceding ten-year average), mainly attributable to lack of our end-users to repair their existing snow and ice control equipment instead of purchasing new equipment.snowfall.

        Cost of Sales.    Cost of sales were $117.3was $96.1 million for the year ended December 31, 20092012 compared to $117.9$137.0 million in 2008,2011, a decrease of $0.6$40.9 million, or 0.5%29.9%. This decrease was driven primarily by reduced costs caused by the decrease in unit sales of snow and ice control equipment, as discussed above. Costsdecreased volume. Cost of sales as a percentage of net sales however, increased from 65.5%65.6% for the year ended December 31, 20082011 to 67.3%68.6% for the year ended December 31, 20092012 as a result of the declinelower volumes to absorb fixed spending. In 2012, inflationary commodity experience was cost neutral as compared to negative inflationary commodity experience throughout 2011. The favorability of inflation experienced in net sales for the year ended December 31, 2009, the increased2012 was more than offset by negative fixed cost absorption resulting from decreases in volume of steelequipment units and the implementation of price increases to cover the increased cost of steel (because these price increases increased both our net salesparts and our cost of sales).accessories. As a percentage of cost of sales, fixed and variable costs were approximately 17%18% and 83%82%, respectively, for the year ended December 31, 20092012 versus approximately 16%15% and 84%85%, respectively for the year ended December 31, 2008.2011.

        Gross Profit.    Gross profit was $57.1$44.0 million for the year ended December 31, 20092012 compared to $62.2$71.8 million in 2008,2011, a decrease of $5.1$27.8 million, or 8.2%38.7%, due primarily to the declinedecrease in net sales volume described above under "—Net Sales" and "—Cost of Sales." As a percentage of net sales, gross profit decreased from 34.5%34.4% for the year ended December 31, 20082011 to 32.7%31.4% for the corresponding period in 2009,2012, as a result of the factors discussed above under "—Net Sales" and "—Cost of Sales."

        Selling, General and Administrative Expense.    Selling, general and administrative expenses, including intangible asset amortization and management fees, were $27.6$25.1 million for the year ended December 31, 20092012 compared to $26.6$31.6 million for the year ended December 31, 2008, an increase2011, a decrease of $1.1$6.5 million, or 4%20.6%, driven by the restructuring chargeslower incentive based compensation of $1.1$3.4 million relateddue to the Johnson City closure.lower operating results. We spent $1.3 million in 2011 on offering costs to allow our former principal stockholders to dispose of their remaining holdings in our common stock while we did not incur any offering costs in 2012. The remaining decrease in 2012 is a result of management pulling back on discretionary spending in order to preserve profitability in a low sales volume year. As a percentage of net sales, selling, general and administrative expenses, including intangibles amortization and management fees, increased from 14.7%15.2% for the year ended December 31, 20082011 to 15.9%17.9% for the corresponding period in 20092012 due to the decline in net salesitems discussed above.

        Interest Expense.    Interest expense was $15.5$8.4 million for the year ended December 31, 20092012 compared to $17.3$8.9 million in the corresponding period in 2008, a2011. The decrease of $1.8 million. This decreasein interest expense for the year ended December 31, 2012 as compared to the prior year was due to reduced interest expense of $2.3a voluntary $10 million due to lower interest ratespayment made on ourthe term loan partially offsetin January 2012.

        Loss on Extinguishment of Debt.    Loss on extinguishment of debt was zero for the year ended December 31, 2012 compared to a total of $0.7 million for the year ended December 31, 2011. The loss on extinguishment of debt in 2011 was entirely driven by $0.5our entry into a new term loan facility resulting in a significant modification of our debt which resulted in the write off of unamortized capitalized deferred financing costs of $0.3 million and write off of reduced interest income due to lower interest rates on short term cash investments.unamortized debt discount of $0.3 million.

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        Income Taxes.    Deferred income taxes reflect the net tax effects of temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for income tax purposes. The largest item affecting deferred taxes is the difference between book and tax amortization of goodwill and other intangibles amortization. Our effective combined federal and state tax rate for 20092012 was 28.8%40.8% compared to 37.2%37.3% for 2008.2011. The effective tax rate for the year ended December 31, 2009 was lower2012 is higher than 2008 due

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to the release of2011 as we were in a valuation allowance for Wisconsin NOLstaxable loss position in the first quarter of 2009 due to a tax law change in the state of Wisconsin resulting in the ability2012 and thus unable to utilize the NOLsdomestic production activities deduction while we were in future periods.a taxable income position in 2011 and able to utilize the domestic production activities deduction.

        Net Income.    Net income for the year ended December 31, 20092012 was $9.8$6.0 million compared to net income of $11.5$19.0 million for the corresponding period in 2008,2011, a decrease of $1.6 million, or 14.2%.$13.0 million. This decrease was driven by the factors described above, and primarily by the lower level of unit sales of snow and ice control equipment for the year ended December 31, 2009 compared to the corresponding period in 2008. As a percentage of net sales, net income was 5.6% for the year ended December 31, 2009 compared to 6.4% for the year ended December 31, 2008.above.

Non-GAAP Financial Measures

        This Annual Report on Form 10-K contains financial information calculated other than in accordance with U.S. generally accepted accounting principles ("GAAP").

        These non-GAAP measures include:

•

Free cash flow;



•

Adjusted net income; and



•

Adjusted EBITDA.

        These non-GAAP disclosures should not be construed as an alternative to the reported results determined in accordance with GAAP.

        Free cash flow (as defined below) for the year ended December 31, 2013 was $29.5 million compared to $14.2 million in 2012, an increase in free cash flow of $15.3 million, or 107.7%. The increase in free cash flow is primarily a result of $16.6 million more cash provided by operating activities, as discussed below under Liquidity and Capital Resources. In addition to the changes in cash provided by operating activities, capital expenditures increased by $1.3 million. In 2013, there were higher capital expenditures due to reduced spending in 2012 to preserve cash flow following a low snowfall season ending March 2012.

        Free cash flow is a non-GAAP financial measure, which we define as net cash provided by operating activities less capital expenditures. Free cash flow should be evaluated in addition to, and not considered a substitute for, other financial measures such as net income and cash flow provided by operations. We believe that free cash flow represents our ability to generate additional cash flow from our business operations.

        The following table reconciles net cash provided by operating activities, a GAAP measure, to free cash flow, a non-GAAP measure.

Adjusted net income represents net income as determined under GAAP, excluding non-recurringloss on extinguishment of debt incurred in 2011, costs incurred to pursue potential acquisitions in 2011, certain expenses incurred at the time of our IPO, namely the buyoutsecondary offerings in 2011 and a loss recognized on impairment

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of debt, stock based compensation expense associated with the net exercise of stock options and the payment of cash bonuses under our liquidity bonus plan.assets held for sale in 2013. We believe that the presentation of Adjustedadjusted net income for the yearyears ended December 31, 2010 provides useful information2011, December 31, 2012 and December 31, 2013 allows investors to investors by facilitatingmake meaningful comparisons to our historical performance due to the non-recurring expenses incurred at the time of our IPO in May 2010.operating performance between periods and to view our business from the same perspective as our management. Because the excluded items are not predictable or consistent, management does not consider them when evaluating our performance or when making decisions regarding allocation of resources.

        The following table presents a reconciliation of net income, the most comparable GAAP financial measure, to adjusted net income for the yearyears ending December 31, 2010. There were no such adjustments during the year ended2011, December 31, 2009.2012 and December 31, 2013.

        Adjusted EBITDA is presentedrepresents net income before interest, taxes, depreciation and amortization, as further adjusted for certain charges consisting of unrelated legal and consulting fees, as well as management fees paid by us to affiliates of our former principal stockholders, stock based compensation, payment of cash bonuses under our liquidity bonus plan, loss on extinguishment of debt, impairment on assets held for sale, certain purchase accounting expenses and offering costs. We use, and we believe our investors benefit from the presentation of Adjusted EBITDA in evaluating theour operating performance of the Company because it provides managementus and our investors with additional tools to compare our operating performance on a consistent basis by removing the impact of certain items that management believes do not directly reflect our core operations .operations. In addition, we believe that Adjusted EBITDA is useful to investors and other external users of our consolidated financial statements in evaluating our operating performance as compared to that of other companies, because it allows them to measure a company's operating performance without regard to items such as interest expense, taxes, depreciation and depletion, and

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amortization, and accretion, which can vary substantially from company to company depending upon accounting methods and book value of assets and liabilities, capital structure and the method by which assets were acquired. Our management also uses Adjusted EBITDA for planning purposes, including the preparation of our annual operating budget and financial projections. Management also uses Adjusted EBITDA to evaluate our ability to make certain payments, including dividends, in compliance with our senior credit facilities, which is determined based on a calculation of "Consolidated Adjusted EBITDA" that is substantially similar to Adjusted EBITDA.

        Adjusted EBITDA has limitations as an analytical tool. As a result, you should not consider it in isolation, or as a substitute for net income, operating income, cash flow from operating activities or any other measure of financial performance or liquidity presented in accordance with GAAP. Some of these limitations are:

•

Adjusted EBITDA does not reflect our cash expenditures or future requirements for capital expenditures or contractual commitments;

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•

Adjusted EBITDA does not reflect changes in, or cash requirements for, our working capital needs;



•

Adjusted EBITDA does not reflect the interest expense, or the cash requirements necessary to service interest or principal payments, on our indebtedness;



•

Although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and Adjusted EBITDA does not reflect any cash requirements for such replacements;



•

Other companies, including other companies in our industry, may calculate Adjusted EBITDA differently than we do, limiting its usefulness as a comparative measure; and



•

Adjusted EBITDA does not reflect tax obligations whether current or deferred.

        Adjusted EBITDA for the year ended December 31, 20102013 was $47.3$44.6 million compared to $45.2$29.7 million in the corresponding period in 2009,2012, an increase of $2.1$14.9 million, or 4.6%49.9%. As a percentage of net sales, Adjusted EBITDA increased from 25.9%21.2% for the year ended December 31, 20092012 to 26.8%22.9% for the year ended December 31, 2010.2013. Adjusted EBITDA for the year ended December 31, 20092012 was $45.2$29.7 million compared to Adjusted EBITDA of $47.7$52.5 million for the year ended December 31, 2008,2011, a decrease of $2.5$22.8 million, or 5.2%43.4%. As a percentage of net sales, Adjusted EBITDA decreased from 26.5% in 200825.1% for the year ended December 31, 2011 to 25.9% in 2009.21.2% for the year ended December 31, 2012. In addition to the specific changes resulting from the exceptions, the changes to Adjusted EBITDA for the periods discussed resulted from factors discussed above under "—Results of Operations."

        The following table presents a reconciliation of net income, the most comparable GAAP financial measure, to Adjusted EBITDA, for each of the periods indicated.

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Discussion of Critical Accounting Policies

        Our consolidated financial statements are prepared in accordance with GAAP. The preparation of these consolidated financial statements requires us to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues, costs and expenses, and related disclosures. These estimates and assumptions are often based on judgments that we believe to be reasonable under the circumstances at the time made, but all such estimates and assumptions are inherently uncertain and unpredictable. Actual results may differ from those estimates and assumptions, and it is possible that




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other professionals, applying their own judgment to the same facts and circumstances, could develop and support alternative estimates and assumptions that would result in material changes to our operating results and financial condition. We evaluate our estimates and assumptions on an ongoing basis. Our estimates are based on historical experience and various other assumptions that we believe to be reasonable under the circumstances.

        The most significant accounting estimates inherent in the preparation of our financial statements include estimates used in the determination of liabilities related to pension obligations, recovery of accounts receivable, impairment assessment of goodwill and other indefinite-lived intangible assets, as well as estimates used in the determination of the lower of cost or market value of inventory and liabilities related to taxation and product warranty.

        We believe the following are the critical accounting policies that affect our financial condition and results of operations.

Defined Benefit Pension Obligation

        As discussed in Note 12 to our audited consolidated financial statements included elsewhere in this Annual Report on Form 10-K, the pension benefit obligation and related pension expense or income of our pension plans are calculated in accordance with Accounting Standards Codification ("ASC") 715-30, Defined Benefit Plans-Pension, and are impacted by certain actuarial assumptions, including the discount rate and the expected rate of return on plan assets. Rates are evaluated on an annual basis considering such factors as market interest rates and historical asset performance. Actuarial valuations for 20102013 used a discount rate of 6.0%4.1% and an expected long-term rate of return on plan assets of 8.0%7.25%. Meanwhile, actuarial valuations for 2012 used a discount rate of 4.6% and an expected long-term rate of return on plan assets of 7.25%. Our discount rate reflects the expected future cash flow based upon our funding valuation assumptions and participant data at the beginning of the plan year. The expected future cash flow was discounted by the Principal Financial Group's yield curve for the month preceding the 20102013 year end.

        In estimating the expected return on plan assets, we analyze historical and expected returns for multiple asset classes. The overall rate for each asset class was developed by combining a long-term inflation component, the risk-free real rate of return, and the associated risk premium. A weighted average rate was then developed based upon those overall rates and the target asset allocation of the plan. Changes in the discount rate and return on assets can have a significant effect on the funded status of our pension plans, stockholders'shareholders' equity and related expense. We cannot predict these changes in discount rates or investment returns and, therefore, cannot reasonably estimate whether the impact in subsequent years will be significant. The funded status of our pension plans is the difference between the projected benefit obligation and the fair value of its plan assets. The projected benefit obligation is the actuarial present value of all benefits expected to be earned by our employeesemployees' service adjusted for future wage increases. At December 31, 2010,2013, our pension obligation funded status was $10.8$7.1 million underfunded.

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        Our funding policy for our pension plans is to contribute amounts at least equal to the minimum annual amount required by applicable regulations. We contributed approximately $0.9$0.8 million to our pension plans in 2010.2013 and expect to make approximately $1.4 million in contributions to our pension plans in 2014. See Note 12 to our audited consolidated financial statements included elsewhere in this Annual Report on Form 10-K for a more detailed description of our pension plans.

Revenue Recognition and Allowance for Doubtful Accounts

        We recognize revenues upon shipment to the customer, which is when titlerisk of loss passes and all of the following conditions are satisfied: (1) persuasive evidence of an arrangement exists; (2) the price is fixed or determinable; (3) collectability is reasonably assured; and (4) the product has been shipped and we have no further obligations. Customers have no right of return privileges. Historically, product returns have not been material and are permitted on an exception basis only.




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        We offer a variety of discounts and sales incentives to our distributors. The estimated liability for sales discounts and allowances is recorded at the time of sale as a reduction of net sales. The liability is estimated based on the costs of the program, the planned duration of the program and historical experience.

        We carry our accounts receivable at their face amount less an allowance for doubtful accounts. On a periodic basis, we evaluate our accounts receivable and establish an allowance for doubtful accounts based on a combination of specific distributor circumstances and credit conditions taking into account the history of write-offs and collections. A receivable is considered past due if payment has not been received within the period agreed upon in the invoice. Accounts receivable are written off after all collection efforts have been exhausted. We take a security interest in the inventory as collateral for the receivable but often do not have a priority security interest. See Note 2 to our audited consolidated financial statements included elsewhere in this Annual Report on Form 10-K for further information regarding our allowance for doubtful accounts.

Impairment of Long-Lived Assets

        Long-lived assets are reviewed for potential impairment when events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable. Recoverability of assets to be held and used is measured by comparison of the carrying value of such assets to the undiscounted future cash flows expected to be generated by the assets. If the carrying value of an asset exceeds its estimated undiscounted future cash flows, an impairment provision is recognized to the extent that the carrying amount of the asset exceeds its fair value. Assets to be disposed of are reported at the lower of the carrying amount or the fair value of the asset, less costs of disposition. Our management considers such factors as current results, trends and future prospects, current market value, and other economic and regulatory factors in performing these analyses. We determined that no long-lived assets were impaired as of December 31, 2010, 20092013, 2012 and 2008.2011.

Goodwill and Other Intangible Assets

        We perform an annual impairment test for goodwill and indefinite lived trade names and more frequently if an event or circumstances indicate that an impairment loss has been incurred. Conditions that would trigger an impairment assessment include, but are not limited to, a significant adverse change in legal factors or business climate that could affect the value of an asset. The analysis of potential impairment of goodwill requires a two-step process. The first step is the estimation of fair value of the applicable reporting unit. We have determined we have one reporting unit, and all significant decisions are made on a companywide basis by our chief operating decision maker. The fair value of the reporting unit is estimated by using a market approach. The estimated fair value is compared with our aggregate carrying value. If our fair value is greater than the carrying amount, there

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is no impairment. If our carrying amount is greater than the fair value, then the second step must be completed to measure the amount of impairment, if any.

        The second step calculates the implied fair value of the goodwill, which is compared to its carrying value. The implied fair value of goodwill is calculated by valuing all of the tangible and intangible assets of the reporting unit at the hypothetical fair value, assuming the reporting unit had been acquired in a business combination. The excess of the fair value of the entire reporting unit over the fair value of its identifiable assets and liabilities is the implied fair value of goodwill. If the implied fair value of goodwill is less than the carrying value of goodwill, an impairment loss is recognized equal to the difference. Annual impairment tests conducted by us on December 31, 2010, 20092013, 2012 and 20082011 resulted in no adjustment to the carrying value of our indefinite-lived intangibles.




Table of Contentsintangibles and goodwill.

        Our goodwill and trade name balances could be impaired in future periods. A number of factors, many of which we have no ability to control, could affect our financial condition, operating results and business prospects and could cause actual results to differ from the estimates and assumptions we employed. These factors include:

•

a prolonged global economic crisis;



•

a significant decrease in the demand for our products;



•

the inability to develop new and enhanced products and services in a timely manner;



•

a significant adverse change in legal factors or in the business climate;



•

an adverse action or assessment by a regulator; and



•

successful efforts by our competitors to gain market share in our markets.

Inventory Valuation

        Inventories are stated at the lower of cost or market. Market is determined on the basis of estimated realizable values. Cost is determined using the first-in, first-out basis. We periodically review our inventory for slow-moving, damaged and discontinued items and provide reserves to reduce such items identified to their recoverable amounts.

Income Taxes

        Our estimate of income taxes payable, deferred income taxes and the effective tax rate is based on an analysis of many factors including interpretations of federal and state income tax laws, the difference between tax and financial reporting bases and liabilities, estimates of amounts currently due or owed in various jurisdictions, and current accounting standards. We review and update our estimates on a quarterly basis as facts and circumstances change and actual results are known.

        We have generated significant deferred tax assets as a result of goodwill and intangible asset book versus tax differences as well as state net operating loss carryforwards. In assessing the ability to realize these deferred tax assets, we consider whether it is more likely than not that some portion or all of the deferred tax assets will not be realized. The ultimate realization of deferred tax assets is dependent upon the generation of future taxable income during the years in which those temporary differences become deductible. We consider the scheduled reversal of deferred tax liabilities, excluding those relating to indefinite lived intangible assets, projected future taxable income and tax planning strategies in making this assessment. As a result of this analysis, we have recorded a valuation allowance against certain of these deferred tax assets.

        Accruals for uncertain tax contingencies,positions, if any, are provided for in accordance with the requirements of ASC 740—Income Taxes. See Note 10 to our audited consolidated financial statements included




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elsewhere in this Annual Report on Form 10-K for further information regarding our accounting for income taxes.

Warranty Cost Recognition

        We accrue for estimated warranty costs as sales are recognized and periodically assess the adequacy of the recorded warranty liability and adjust the amount as necessary. Our warranties generally provide, with respect to our snow and ice control equipment, that all material and workmanship will be free from defect for a period of two years after the date of purchase by the end-user, and with respect to our parts and accessories purchased separately, that such parts and accessories will be free from defect for a period of one year after the date of purchase by the end-user. Certain snowplows only provide for a one year warranty. We determine the amount of the estimated warranty costs (and our corresponding warranty reserve) based on our prior five years of warranty




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history utilizing a formula driven by historical warranty expense and applying management's judgment. We adjust our historical warranty costs to take into account unique factors such as the introduction of new products into the marketplace that do not provide a historical warranty record to assess.

Liquidity and Capital Resources

        Our principal sources of cash have been and we expect will continue to be cash from operations and borrowings under our senior credit facilities.

        Our primary uses of cash are to provide working capital, meet debt service requirements, finance capital expenditures, pay dividends under our dividend policy and support our growth, including through potential acquisitions, and for other general corporate purposes. For a description of the seasonality of our working capital rates see "—Seasonality and Year-To-Year Variability."

        Our Board of Directors has adopted a dividend policy that reflects an intention to distribute to our stockholders a regular quarterly cash dividend. The declaration and payment of these dividends to holders of our common stock is at the discretion of our Board of Directors and depends upon many factors, including our financial condition and earnings, legal requirements, taxes and other factors our Board of Directors may deem to be relevant. The terms of our indebtedness may also restrict us from paying cash dividends on our common stock under certain circumstances. As a result of this dividend policy, we may not have significant cash available to meet any large unanticipated liquidity requirements. As a result, we may not retain a sufficient amount of cash to fund our operations or to finance unanticipated capital expenditures or growth opportunities, including acquisitions. Our Board of Directors may, however, amend, revoke or suspend our dividend policy at any time and for any reason.

        As of December 31, 2010,2013, we had liquidity comprised of $20approximately $19.9 million in cash and cash equivalents and borrowing availability of $60approximately $48.3 million under our revolving credit facility. Borrowing availability under our revolving credit facility is governed by a borrowing base, the calculation of which includes cash on hand. Accordingly, use of cash on hand may also result in a reduction in the amount available for borrowing under our revolving credit facility. Furthermore, our revolving credit facility requires us to maintain at least $6$10.5 million of borrowing availability. We expect that cash on hand, cash generated from operations, as well as available credit under our senior credit facilities will provide adequate funds for the purposes described above for at least the next 12 months.




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Cash Flow Analysis

        Set forth below is summary cash flow information for each of the years ended December 31, 2008, 20092011, 2012 and 2010.2013.

		Year ended December 31,										Year ended December 31,
Cash Flows (in thousands)		2008			2009			2010				2011			2012			2013
Net cash provided by operating activities		$	23,411		$	25,571		$	15,777			$	47,728		$	15,619		$	32,248
Net cash used in investing activities			(3,113	)		(8,200	)		(2,783	)			(2,306	)		(1,366	)		(29,509	)
Net cash used in financing activities			(2,265	)		(1,850	)		(61,918	)			(26,139	)		(29,549	)		(7,011	)
​											​		​	​		​	​		​	​
Increase (Decrease) in cash		$	18,033		$	15,521		$	(48,924	)		$	19,283		$	(15,296	)	$	(4,272	)
​											​		​	​		​	​		​	​
​											​		​	​		​	​		​	​

Sources and Uses of Cash

        During the three-year periods described above, net cash provided by operating activities was used for funding capital investment, retiring preferred stock and paying related dividends, paying interest on both our senior notes and senior credit facilities, and funding working capital requirements during our pre-season shipping period.




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        The following table shows our cash and cash equivalents and inventories at December 31, 2008, 20092011, 2012 and 2010.2013.

		December 31,										December 31,
		2008			2009			2010				2011			2012			2013
		(in thousands)										(in thousands)
Cash and cash equivalents		$	53,552		$	69,073		$	20,149			$	39,432		$	24,136		$	19,864
Inventories			28,802			26,697			23,481				24,005			30,292			27,977

Year Ended December 31, 20102013 Compared to Year Ended December 31, 20092012

        We had cash and cash equivalents of $20.1$19.9 million at December 31, 20102013 compared to cash and cash equivalents of $69.1$24.1 million at December 31, 2009.2012. The table below sets forth a summary of the significant sources and uses of cash for the periods presented.

		Year ended December 31,													Year ended December 31,
Cash Flows (in thousands)		2009			2010			Change							2012			2013			Change
Net cash provided by operating activities		$	25,571		$	15,777		$	(9,794	)		(38.3	)%		$	15,619		$	32,248		$	16,629			106.5	%
Net cash used in investing activities			(8,200	)		(2,783	)		5,417			(66.1	)%			(1,366	)		(29,509	)		(28,143	)		2,060.2	%
Net cash used in financing activities			(1,850	)		(61,918	)		(60,068	)		3246.9	%			(29,549	)		(7,011	)		22,538			(76.3	)%
​														​		​	​		​	​		​	​		​	​
Increase (Decrease) in cash		$	15,521		$	(48,924	)	$	(64,445	)		(415.2	)%		$	(15,296	)	$	(4,272	)	$	11,024			(72.1	)%
​														​		​	​		​	​		​	​		​	​
​														​		​	​		​	​		​	​		​	​

        Net cash provided by operating activities decreased $9.8increased $16.6 million from the year ended December 31, 20092012 to the year ended December 31, 2010.2013. The decreaseincrease in cash provided by operating activities was due to an $8.1 decreasea $13.8 million increase in net income causedadjusted for reconciling items. The remaining increase in partcash provided by lower income from operationsoperating activities of $5.0 million is attributable to working capital changes. Negatively impacting cash flow was a $16.9 million increase in accounts receivable driven by higher selling, general, and administrative costs related to the IPO. As we paid off these notes, accrued interest declined $5.3 million, which increased cash usedbetter results in operating activities. Additionally, accounts receivable growth of $4.9 million and accounts payable decline of $2.3 million both negatively impacted operating cash flows. Slightly offsetting these uses of cash were an increase in stock based compensation of $3.3 million and lower inventories of $3.2 million. Lower inventory levels have resulted from the closure of our Johnson City, TN location in August 2010.

        Net cash used in investing activities decreased $5.4 million for the year endedending December 31, 2010,2013 as compared to the corresponding periodDecember 31, 2012. Offsetting this increase was a decrease to income tax receivable balance of $2.2 million. Also, positively impacting cash flow were increases in 2009, mainlyaccrued liability balances by $3.8 million driven by increased accrued incentives. Inventory balances decreased $2.3 million as a result of higher than normal capital investmentssales volumes in 2009 of approximately $52013 positively impacting cash flows. Accounts payable increased $2.3 million in our manufacturing plants in Milwaukee, WI and Rockland, ME to support the closure of our Johnson City, TN manufacturing facility in August 2010.

        Netalso positively impacting cash used in financing activities increased $60.1 million for the year ended December 31, 2010 compared to the corresponding period in 2009. The increase was a result of our repayment of our senior notes in the amount of $150 million. Offsetting cash used were net proceeds from the IPO of $63.9 million and borrowings under the credit facility of $40 million.flows.




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        Net cash used in investing activities increased $28.1 million for the year ended December 31, 2013, compared to the corresponding period in 2012. This increase was due to the $26.7 million acquisition of the TrynEx business in 2013 and increased capital expenditures in 2013 as compared to 2012 due to preserving cash flow in a historically low snowfall year in 2012.

        Net cash used in financing activities decreased $22.5 million for the year ended December 31, 2013 compared to the corresponding period in 2012. In 2012, we made $11.2 million in repayments of long term debt, including a $10 million voluntary prepayment, refinanced our revolving line of credit and capitalized $0.2 million in deferred financing costs. Meanwhile, in 2013 we made $1.2 million in repayments of long term debt. We also paid dividends of $18.7 million in the year ended December 31, 2013, compared to dividends paid of $18.2 million in the year ended December 31, 2012. Lastly, we had $13.0 million of outstanding borrowings on the revolver at December 31, 2013 while we had no outstanding revolver borrowings at December 31, 2012.

Year Ended December 31, 20092012 Compared to Year Ended December 31, 20082011

        We had cash and cash equivalents of $69.1$24.1 million at December 31, 20092012 compared to cash and cash equivalents of $53.6$39.4 million at December 31, 2008.2011. The table below sets forth a summary of the significant sources and uses of cash for the periods presented.

		Year ended December 31,													Year ended December 31,
Cash Flows (in thousands)		2008			2009			Change							2011			2012			Change
Net cash provided by operating activities		$	23,411		$	25,571		$	2,160			9.2	%		$	47,728		$	15,619		$	(32,109	)		(67.3	)%
Net cash used in investing activities			(3,113	)		(8,200	)		(5,087	)		163.4	%			(2,306	)		(1,366	)		940			(40.8	)%
Net cash used in financing activities			(2,265	)		(1,850	)		415			(18.3	)%			(26,139	)		(29,549	)		(3,410	)		13.0	%
Increase in cash		$	18,033		$	15,521		$	(2,512	)		(13.9	)%
​														​		​	​		​	​		​	​		​	​
Increase (Decrease) in cash															$	19,283		$	(15,296	)	$	(34,579	)		(179.3	)%
​														​		​	​		​	​		​	​		​	​
​														​		​	​		​	​		​	​		​	​

        Net cash provided by operating activities increased $2.2decreased $32.1 million from the year ended December 31, 20082011 to the year ended December 31, 2009.2012. The increasedecrease in cash provided by operating activities was due to an aggregate $13.8 million change$11.6 decrease in inventory (from an $11.7 million increase in inventory for the year ended December 31, 2008 to support increased sales volume to a $2.1 million inventory reduction for the year ended December 31, 2009). This positive impact was partially offset by increased accounts receivable growth, reduced net income a loweradjusted for reconciling items. Negatively impacting cash flow were an income tax receivable balance at December 31, 2012 of $4.9 million as compared to a $0.4 million payable position at December 31 2011 combining for a net impact of $5.3 million. Also, negatively impacting cash flow were decreases in accrued liability balances by $5.8 million driven by decreased accrued incentive of $3.2 million and a reductiondecrease in accruals with respect to the Company's Annual Incentive Plan and non-executive employee profit sharing plan.accrued sales incentives of $1.8 million Inventory balances increased $6.3 million as a result of lower sales volumes in 2012 negatively impacting cash flows. Slightly offsetting these adverse cash flow items were accounts receivable, which declined $8.6 million, positively influencing operating cash flows.

        Net cash used in investing activities increased $5.1decreased $0.9 million for the year ended December 31, 2009,2012, compared to the corresponding period in 2008, mainly as2011. This decrease was due to lower capital expenditures in 2012 to preserve cash flow in a result of increases in capital investments of approximately $5 million in our manufacturing plants in Milwaukee, WI and Rockland, ME to support the closure of our Johnson City, TN manufacturing plant in August 2010.historically low snowfall year.

        Net cash used in financing activities decreased $0.4increased $3.4 million for the year ended December 31, 20092012 compared to the corresponding period in 2008, primarily2011. In 2012, we made $11.2 million in repayments of long term debt, including a $10 million voluntary prepayment, refinanced our revolving line of credit and capitalized $0.2 million in deferred financing costs. In 2011, we refinanced our term loan, resulting in a net impact of $2.2 million in cash used as we borrowed $125.0 million less a result of a payment$1.3 million discount and paid and capitalized $3.5 million of deferred financing costs, offset by debt repayments of $0.3$122.5 million. We also paid dividends of $25.8 million forin the year ended December 31, 2008 which did not occur2011, compared to dividends paid of $18.2 million in the corresponding periodyear ended December 31, 2012, and received $1.3 million in 2009.2011 for the exercise of stock options, whereas no options were exercised in 2012.




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Future Obligations and Commitments

Contractual Obligations

        We are subject to certain contractual obligations, including long-term debt and related interest. We have net unrecognized tax benefits of $0.6$0.3 million as of December 31, 2010.2013. However, we cannot make a reasonably reliable estimate of the period of potential cash settlement of the underlying liabilities, therefore, we have not included unrecognized tax benefits in calculating the obligations set forth in the following table of significant contractual obligations as of December 31, 2010.2013.

(Dollars in thousands)		Total			Less than 1 year			1 - 3 years			3 - 5 years
Long-term debt(1)		$	110,994		$	971		$	1,942		$	108,081
Interest on long-term debt(2)			27,349			6,697			12,605			8,047
​	​	​	​	​	​	​	​	​	​	​	​	​	​
Total contracted cash obligations(3)		$	138,343		$	7,668		$	14,547		$	116,128
​	​	​	​	​	​	​	​	​	​	​	​	​	​
​	​	​	​	​	​	​	​	​	​	​	​	​	​

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(Dollars in thousands)		Total			Less than 1 year			1–3 years			3–5 years			More than 5 years
Long-term debt(1)		$	121,154		$	1,183		$	81,629		$	666		$	37,676
Interest on long-term debt(2)			27,172			8,066			12,732			5,341			1,033
Total contracted cash obligations(3)		$	148,326		$	9,249		$	94,361		$	6,007		$	38,709

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(1)

Long-term debt obligation is presented net of discount of $0.4$0.8 million at December 31, 2010.2013.



(2)

Assumes all debt will remain outstanding until maturity. Interest payments were calculated using interest rates in effect as of December 31, 2010.2013.






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(3)

Pension obligations are excluded from this table as we are unable to estimate the timing of payments related to these obligations. The minimum required contribution to our pension plans was $0.9$0.8 million in 20102013 and is expected to be $1.9$1.4 million in 2011.2014.

Senior Credit Facilities

        As of December 31, 2009, ourOur senior credit facilities consisted of an $85.0 million term loan facility and a $60.0 million revolving credit facility with a group of banks as well as our outstanding $150,000 of 7.75% senior notes due January 15, 2012. Concurrent with the consummation of the IPO, we amended our senior credit facilities to, among other things, (i) allow us to redeem the Senior Notes, (ii) increase the size of our term loan facility by $40.0 million and (iii) amend certain of the provisions in our senior credit facilities which govern our ability to pay dividends. Consequently, at December 31, 2010, our senior credit facilities consistedconsist of a $125.0 million term loan facility and a $60.0an $80.0 million revolving credit facility with a group of banks. In connection with the amendments to our senior credit facilities, the interest on the existing portion ofThe agreement for the term loan facility was revised. The change consisted of an increase from an interest rate equal to (at our option) either the base rate plus 1.25% or the eurodollar rate plus 2.25% to (at our option) either the base rate (which shall be no less than 3%(the "Term Loan Credit Agreement") plus 3.5% or the eurodollar rate (which shall be no less than 2%) plus 4.5%. The interestprovides for the additional $40.0 million increase in our'sa senior secured term loan facility is anin the aggregate principal amount of $125.0 million and generally bears interest rate equal toat (at the our option)election) either (i) 3.25% per annum plus the base rate (which shall be no less than 3%)greatest of (a) the Prime Rate (as defined in the Term Loan Credit Agreement) in effect on such day, (b) the weighted average of the rates on overnight Federal funds transactions with members of the Federal Reserve System arranged by Federal funds brokers plus 4%0.50% and (c) 1.00% plus the greater of (1) the London Interbank Offered Rate for a one month interest period multiplied by the Statutory Reserve Rate (as defined in the Term Loan Credit Agreement) and (2) 1.50% or (ii) 4.25% per annum plus the eurodollar rate (which shall be no less than 2%) plus 5%greater of (a) the London Interbank Offered Rate for the applicable interest period multiplied by the Statutory Reserve Rate and (b) 1.50%. Under the

        The revolving credit facility as amended and restated (the "Revolving Credit and Guaranty Agreement") provides that the marginwe have the option to select whether borrowings will bear interest at either (i) 1.75% per annum plus the London Interbank Offered Rate for base rate loans is either 0.25%the applicable interest period multiplied by the Statutory Reserve Rate or (ii) 1.25% per annum plus the greatest of (a) the Prime Rate in effect on such day, (b) the weighted average of the rates on overnight Federal funds transactions with members of the Federal Reserve System arranged by Federal funds brokers plus 0.50% and (c) the margin for eurodollar rate loans is either 1.25% or 1.50%, in each case determined based on our leverage ratio from time to time. The amendment of the term loan facility resulted in a significant modification of the debt which resulted in the write off of unamortized capitalized deferred financing costs of $1.0 million and expenditures of $2.0 million related to financing costs paid to existing lenders which was recorded as a loss on extinguishment of debt in the consolidated statements of operations for the year ended December 31, 2010.

        On June 9, 2010, we completed the redemption of the senior notes. We redeemed the senior notes with the proceeds from the additional term loan, together with the net IPO proceeds and cash on handLondon Interbank Offered Rate for a total of $157.6 million, which includes $3.7 million ofone month interest that accrued throughperiod multiplied by the date of deposit with the trustee, $1.0 million of interest that accrued from the date of deposit with the trustee to the date of redemption and a $2.9 million redemption call premium of 1.938%Statutory Reserve Rate plus 1%. In addition, we wrote off $1.1 million of unamortized deferred financing costs related to the senior notes.

        After effecting the discharge of the senior notes, theThe maturity date for our amended and restated revolving credit facility is May 21, 2012,April 17, 2017, and our term loan amortizes in nominal amounts quarterly with the balance payable on May 21, 2013 with respect toApril 18, 2018.

        The term loan was issued at a $1.25 million discount which is being amortized over the existing term loans and May 21, 2016 with respect toof the additional term loans.loan.




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        As ofAt December 31, 2010,2013, we had nooutstanding borrowings under our term loan of $111.0 million and had $13.0 million in outstanding borrowings on the revolving credit facility and remaining borrowing availability of $60.0$48.3 million.

        Our senior credit facilities include certain negative and operating covenants, including restrictions on itsour ability to pay dividends, and other customary covenants, representations and warranties and events of default. The senior credit facilities entered into and recorded by our subsidiaries significantly restrict itsour subsidiaries from paying dividends and otherwise transferring assets to Douglas Dynamics, Inc.us. The terms of our revolving credit facility specifically restrict subsidiaries from paying dividends if a minimum availability under the revolving credit facility is not maintained, (such event, a "liquidity event"), and both senior credit facilities restrict subsidiaries from paying dividends above certain levels or at all if an event of default has occurred. These restrictions would affect us indirectly since we rely principally on distributions from our subsidiaries to have funds available for the payment of dividends. In addition, our revolving credit facility includes a requirement that, subject to certain exceptions, capital expenditures may not exceed $10.0$10 million in any calendar year and, during the occurrence of a liquidity event,if certain minimum availability under our revolving credit facility is not maintained, that we comply with




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a monthly minimum fixed charge coverage ratio test of 1.0:1.0. Compliance with the fixed charge coverage ratio test is subject to certain cure rights under our revolving credit facility. At December 31, 2010,2013, we were in compliance with the respective covenants.covenants in our senior credit facilities. The credit facilities are collateralized by substantially all of our assets.

        In accordance with the senior credit facilities, we are required to make additional principal prepayments over the above scheduled payments under certain conditions. This includes, in the case of the term loan facility, 100% of the net cash proceeds of certain asset sales, certain insurance or condemnation events, certain debt issuances, and, within 150 days of the end of the fiscal year, 50% of excess cash flow, as defined, including a deduction for allowedcertain distributions (which percentage is reduced to 25% or 0% upon the achievement of certain leverage ratio thresholds), for any fiscal year. Excess cash flow is defined in the senior credit facilities as consolidated Adjustedadjusted EBITDA (earnings before interest, taxes, depreciation and amortization) plus a working capital adjustment less the sum of repayments of debt and capital expenditures subject to certain adjustments, interest and taxes paid in cash, management fees and certain restricted payments (including dividends or distributions). Working capital adjustment is defined in the senior credit facilities as the change in working capital, defined as current assets excluding cash and cash equivalents less current liabilities excluding current portion of long-termlong term debt. As of December 31, 2010 and December 31, 2009,2013, we were not required to make an excess cash flow payment.

        Each of the senior secured facilities include a hedge provision, which required us to enter into an interest rate hedge commencing 90 days after the closing date. The hedging provision requires the Company to hedge the interest rate on at least 25% of the aggregate outstanding principal amount of the term loans. The purpose of the interest rate swap is to reduce our exposure to interest rate volatility. Effective June 20, 2011, we entered into an interest rate swap agreement with a notional amount of $50 million. The interest rate swap negative fair value at December 31, 2013 of $0.3 million is included in other long-term liabilities on the Consolidated Balance Sheet. We have counterparty credit risk resulting from the interest rate swap, which we monitors on an on-going basis. This risk lies with one global financial institution. Under the interest rate swap agreement, effective as of July 18, 2011, we either receive or makes payments on a monthly basis based on the differential between 6.335% and LIBOR plus 4.25% (with a LIBOR floor of 1.5%). The interest rate swap contract on the term loan expires in December 2014.

Deductibility of Intangible and Goodwill Expense

        We possess a favorable tax structure with approximately $18$19.5 million of annual tax-deductible intangible and goodwill amortization expense over the next tenfive years which may be utilized in the event we have sufficient taxable income to utilize such benefit.




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Impact of Inflation

        We do not believe that inflation risk is material to our business or our financial condition, results of operations or cash flows at this time. Historically, we have experienced normal raw material, labor and fringe benefit inflation. To date we have been able to fully offset this inflation by providing higher value products, which command higher prices. In previous years, we have experienced significant increases in steel costs, but have been able to mitigate the effects of these increases through both temporary and permanent steel surcharges. See "Risk Factors—The price of steel, a commodity necessary to manufacture our products, is highly variable. If the price of steel increases, our gross margins could decline."

Off-Balance Sheet Arrangements

        We are not party to any off-balance sheet arrangements that have or are reasonably likely to have a material current or future effect on our financial condition, changes in financial condition, revenues, expenses, results of operations, liquidity, capital expenditures or capital resources.

Seasonality and Year-To-Year Variability

        Our business is seasonal and also varies from year-to-year. Consequently, our results of operations and financial condition vary from quarter-to-quarter and from year-to-year as well. In addition, because of this seasonality and variability, our results of operations for any quarter may not be indicative of results of operations that may be achieved for a subsequent quarter or the full year, and may not be similar to results of operations experienced in prior years.




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        Sales of our products are significantly impacted by the level, timing and location of snowfall, with sales in any given year and region most heavily influenced by snowfall levels in the prior snow season (which we consider to begin in October and end in March) in that region. This is due to the fact that end-user demand for our products is driven primarily by the condition of their snow and ice control equipment, and in the case of professional snowplowers, by their financial ability to purchase new or replacement snow and ice control equipment, both of which are significantly affected by snowfall levels. Heavy snowfall during a given winter causes usage of our products to increase, resulting in greater wear and tear to our products and a shortening of their life cycles, thereby creating a need for replacement snow and ice control equipment and related parts and accessories. In addition, when there is a heavy snowfall in a given winter, the increased income our professional snowplowers generate from their professional snowplow activities provides them with increased purchasing power to purchase replacement snow and ice control equipment prior to the following winter. To a lesser extent, sales of our products are influenced by the timing of snowfall in a given winter. Because an early snowfall can be viewed as a sign of a heavy upcoming snow season, our end-users may respond to an early snowfall by purchasing replacement snow and ice control equipment during the current season rather that delaying purchases until after the season is over when most purchases are typically made by end-users.

        The following chart illustrates the effects of snowfall levels in the snowbelt states in a given winter on the number of units of snow and ice control equipment we shipped in the following year. Snowfall levels represent the aggregate number of inches of snowfall recorded in each of 66 cities in 26 snowbelt states across the Northeast, East, Midwest and Western United States where we have historically monitored snowfall levels. We have historically monitored snowfall levels in these cities because they represent the key metropolitan areas in the states where snowfall is a regular occurrence and coincide with our historical U.S. market. With respect to the calculation of units shipped, each year in the following chart represents the calendar year period from January 1 to December 31. With respect to the calculation of snowfall, each year in the following chart represents the period beginning on October 1 of the prior year and extending through the following March 31. Thus, for example, the number of units shipped in 20012004 represents the total units of snow and ice control equipment we




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shipped from January 1, 20012004 to December 31, 2001,2004, whereas the 20012004 snowfall level reflects snowfall in the snowbelt states in the period from October 1, 20002003 through March 31, 2001.2004. As the chart indicates, heavy snowfall levels in a given winter tend to lead to increased unit shipments of our snow and ice control equipment in the following year, whereas low snowfall levels in a given winter tend to lead to decreased units shipped of our snow and ice control equipment in the following year. Over the past 10 years, our sales of snow and ice control equipment ranged from a low of 40,53834,457 units to a high of 66,043 units, averaging 51,19948,081 units per year (including units sold by Blizzard Corporation prior to its acquisition by us in November 2005).




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Equipment Sales Versus Snowfall




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Note:

This chart is not weighted or adjusted to account for new distributors or increased market size, but does include unit sales attributable to new distributors. Further, snowfall data in this chart is not adjusted for snowfall outside of the 66 cities in the 26 states reflected. Units of equipment sales for years 20022004 through 2005 are adjusted to include units sold by Blizzard Corporation prior to its acquisition by us in November 2005. Data for Blizzard Corporation prior to 2002 is not available.

Source of snowfall data: National Oceanic and Atmospheric Administration's National Weather Service

        Snowfall levels in any given rolling eight-yearten-year period have been relatively constant. See "Business—Our Industry."

        We attempt to manage the seasonal impact of snowfall on our revenues in part through our pre-season sales program, which involves actively soliciting and encouraging pre-season distributor orders in the second and third quarters by offering our distributors a combination of pricing, payment and freight incentives during this period. These pre-season sales incentives encourage our distributors to re-stock their inventory during the second and third quarters in anticipation of the peak fourth quarter retail sales period by offering favorable pre-season pricing and payment deferral until the fourth quarter. As a result, we tend to generate our greatest volume of sales (an average of over two-thirds over the last ten years) during the second and third quarters, providing us with manufacturing visibility for the remainder of the year. By contrast, our revenue and operating results




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tend to be lowest during the first quarter as management believes our end-users prefer to wait until the beginning of a snow season to purchase new equipment and as our distributors sell off inventory and wait for our pre-season sales incentive period to re-stock inventory. Fourth quarter sales vary from year-to-year as they are primarily driven by the level, timing and location of snowfall during the quarter. This is because most of our fourth quarter sales and shipments consist of re-orders by distributors seeking to restock inventory to meet immediate customer needs caused by snowfall during the winter months.

        Our revenue and operating results tend to be lowest during the first quarter, during which period we typically experience negative earnings as the snow season draws to a close. Our first quarter revenue has varied from approximately $7.9$8.5 million to approximately $22.4$23.5 million between 20062009 and 2010.2013. During the last five-year period, net loss during the first quarter has varied from a net loss of approximately $2.9$0.8 million to a net loss of approximately $6.5$5.7 million, with an average net loss of $5.1$3.7 million.

        While our monthly working capital has averaged approximately $90$60 million from 20082011 to 2010,2013, because of the seasonality of our sales, we experience seasonality in our working capital needs as well.




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In the first quarter we require capital as we are generally required to build our inventory in anticipation of our second and third quarter sales seasons. During the second and third quarters, our working capital requirements rise as our accounts receivables increase as a result of the sale and shipment of products ordered through our pre-season sales program and we continue to build inventory. Working capital requirements peak towards the end of the third quarter (reaching an average peak of $89.0approximately $70.0 million over the prior three years) and then begin to decline through the fourth quarter through a reduction in accounts receivables (as it is in the fourth quarter that we receive a majority of the payments for previously shipped products).

        We also attempt to manage the impact of seasonality and year-to-year variability on our business costs through the effective management of our assets. See "Business—Our Business Strategy—Aggressive Asset Management and Profit Focus." Our asset management and profit focus strategies include:

•

the employment of a highly variable cost structure facilitated by a core group of workers that we supplement with a temporary workforce as sales volumes dictate, which allows us to adjust costs on an as-needed basis in response to changing demand;



•

our enterprise-wide lean concept, which allows us to adjust production levels up or down to meet demand;



•

the pre-season order program described above, which incentivizes distributors to place orders prior to the retail selling season; and



•

a vertically integrated business model.

        These asset management and profit focus strategies, among other management tools, allow us to adjust fixed overhead and sales, general and administrative expenditures to account for the year-to-year variability of our sales volumes. Management currently estimates that annual fixed overhead expenses generally range from approximately $14.0$22.0 million in low sales volume years to approximately $16.0$26.0 million in high sales volume years. Further, management currently estimates that annual sales, general and administrative expenses other than amortization generally approximate $20.0$33.0 million, but can be reduced to approximately $17.0$24.0 million to maximize cash flow in low sales volume years, and can increase to approximately $24.0$36.0 million to maintain customer service and responsiveness in high sales volume years.

        Additionally, although modest, our annual capital expenditure requirements, which are normally budgeted at $3.5$3.0 million, can be temporarily reduced by up to approximately 40% in response to actual




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or anticipated decreases in sales volumes. If we are unsuccessful in our asset management initiatives, the seasonality and year-to-year variability effects on our business may be compounded and in turn our results of operations and financial condition may suffer.




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Item 7A.    Quantitative and Qualitative Disclosures About Market Risk


Quantitative and Qualitative Disclosures About Market Risk

        We do not use financial instruments for speculative trading purposes, and do not hold any derivative financial instruments that could expose us to significant market risk. Our primary market risk exposures are changes in interest rates and steel price fluctuations.

Interest Rate Risk

        We are exposed to market risk primarily from changes in interest rates. Our borrowings, underincluding our term loan and any revolving borrowings under our senior credit facilities, are at variable rates of interest and expose us to interest rate risk. A portion of our interest rate risk associated with our term loan is mitigated through an interest rate swap as discussed in Note 7 to the Consolidated Financial Statements. In addition, the interest rate on any revolving borrowings is subject to an increase in the interest rate based on our average daily availability under our revolving credit facility. When the average daily excess availability on our revolving credit facility falls below $25 million, our interest rate on the revolving credit facility will increase by 0.25%. The maximum impact this would have on our interest expense would be $150,000 per year. If interest rates increase, our debt service obligations on our variable rate indebtedness would increase even though the amount borrowed remained the same, and our net income and cash flows would correspondingly decrease.

        As of December 31, 2010,2013, we had outstanding borrowings under our term loan of $121.2$111.0 million. A hypothetical interest rate change of 1%, 1.5% and 2% on our term loan would have changed interest incurred for 2010the year ended December 31, 2013 by $0.4$0.0 million, $0.7$0.2 million and $1.3$0.5 million, respectively. We have entered into an interest rate swap, which became effective beginning July 2011 and matures December 2014, to hedge the variability in future cash flows associated with our variable-rate term loans. The swap converts $50.0 million of our term loan to a fixed interest rate of 2.085%. As of December 31, 2013, we had no outstanding borrowings under our revolving credit facility as of $13.0 million. A hypothetical interest rate change of 1%, 1.5% and 2% on our revolving credit facility would have changed interest incurred for the year ended December 31, 2010.2013 by $0.2 million, $0.3 million and $0.4 million, respectively.

Commodity Price Risk

        In the normal course of business, we are exposed to market risk related to our purchase of steel, the primary commodity upon which our manufacturing depends. While steel is typically available from numerous suppliers, the price of steel is a commodity subject to fluctuations that apply across broad spectrums of the steel market. We do not use any derivative or hedging instruments to manage the price risk. If the price of steel increases, our variable costs could also increase. While historically we have successfully mitigated these increased costs through the implementation of either permanent price increases and/or temporary invoice surcharges, in the future we may not be able to successfully mitigate these costs, which could cause our gross margins to decline. If our costs for steel were to increase by $1.00 in a period in which we were not able to pass any of this increase onto our distributors, our gross margins would decline by $1.00 in that period.

Item 8.    Financial Statements and Supplementary Data


        The financial statements are included in this report beginning on page F-3.

Item 9.    Changes In and Disagreements with Accountants on Accounting and Financial Disclosures


        None




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Item 9A.    Controls and Procedures


Disclosure Controls and Procedures

        We maintain "disclosureOur management, with the participation of our Chief Executive Officer and Chief Financial Officer, carried out an evaluation of the effectiveness of the design and operation of our disclosure controls and procedures" (the "Evaluation") as such term isof the last day of the period covered by this report.

        Based upon the Evaluation, our Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures were effective as of December 31, 2013. Disclosure controls and procedures are defined inby Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934 (the "Exchange Act"), as controls and other procedures that are designed to ensure that information required to be disclosed by us in the reports that we file or submit under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in Securities and Exchange Commissionby the SEC's rules and forms,forms. Disclosure controls and procedures include, without limitation, controls and procedures designed to ensure that such information required to be disclosed by us in the reports that we file or submit under the Exchange Act is accumulated and communicated to




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our management, including our Chief Executive Officer and Chief Financial Officer, as appropriate to allow timely decisions regarding required disclosure. In designing disclosure controls and procedures, our management necessarily was required to apply its judgment in evaluatingdisclosures.

        It should be noted that the cost-benefit relationship of possible disclosure controls and procedures. The design of any disclosuresystem of controls and procedures also is based in part upon certain assumptions about the likelihood of future events, and there can be no assurance that any design will succeed in achieving its stated goals under all potential future conditions.conditions, regardless of how remote.

Management's Report on Internal Control Over Financial Reporting

        Our management includingis responsible for establishing and maintaining adequate internal control over financial reporting. Our internal control system was designed to provide reasonable assurance to our management and Board of Directors regarding the preparation and fair presentation of our published financial statements.

        All internal control systems, no matter how well designed, have inherent limitations. Therefore, even those systems determined to be effective can provide only reasonable assurance with respect to financial statement preparation and presentation.

        Our management, with the participation of our Chief Executive Officer and Chief Financial Officer, evaluated the effectiveness of our disclosure controls and procedures pursuant to Rule 13a-15 under the Exchange Actinternal control over financial reporting as of December 31, 2013. As allowed by the endSecurities and Exchange Commission guidance, management excluded from its assessment Trynex International LLC, which was acquired in 2013 and constituted 8.6% and 15.1% of total and net assets, respectively as of December 31, 2013, and 6.6% and (19.0%) of net sales and net income, respectively, for the year then ended. In making this assessment, it used the criteria set forth by the Committee of Sponsoring Organizations of the period covered by this report.Treadway Commission ("COSO") inInternal Control—Integrated Framework (1992 framework). Based on that evaluation, our Chief Executive Officer and Chief Financial Officer have concludedits assessment, management believes that, as of December 31, 2013, our internal control over financial reporting was effective based on those criteria.

        Ernst & Young LLP, an independent registered public accounting firm, has audited the endConsolidated Financial Statements included in this Annual Report on Form 10-K and, as part of its audit, has issued an attestation report, included herein, on the period covered by this annual report,effectiveness of our disclosure controls and procedures (as defined in Rule 13a-15(e) under the Exchange Act) were effective.internal control over financial reporting at December 31, 2013.




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Management's Report on Internal Control Over Financial Reporting

        This Annual Report on Form 10-K does not include aDuring the last fiscal quarter of the period covered by this report, of management's assessment regardingthere were no changes in our internal controlcontrols over financial reporting or an attestation report of our independent registered public accounting firm due to a transition period established by the rules of the SEC for newly public companies. No change in our internal control over financial reporting (as defined in Rule 13a-15(f) under the Exchange Act) occurred during the fourth quarter of our fiscal year ended December 31, 2010 that hashave materially affected, or isare reasonably likely to materially affect our internal control over financial reporting.such controls.

Item 9B.    Other Information


        None




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PART III


Item 10.    Directors, Executive Officers and Corporate Governance


        The information included under the captions "Election of Directors," "Board of Directors and Corporate Governance" and "Section 16(a) Beneficial Ownership Reporting Compliance" in the Company's definitive proxy statement, which is expected to be filed pursuant to Regulation 14A within 120 days following the end of the fiscal year covered by this report (the "Proxy Statement"), is hereby incorporated by reference. The information required by Item 10 with respect to our Executive Officers is included in Part I of this Annual Report on Form 10-K.

        We have adopted a Code of Business Conduct and Ethics that applies to our principal executive officer, principal financial officer and principal accounting officer, as well as all of our employees. We have posted a copy of the Code of Business Conduct and Ethics on our website at www.douglasdynamics.com. The Code of Business Conduct and Ethics is also available in print to any stockholder who requests it in writing from the Corporate Secretary at 7777 North 73rd Street, Milwaukee, Wisconsin 53223. We intend to post on our website any amendments to, or waivers (with respect to our principal executive officer, principal financial officer and controller) from, the Code of Business Conduct and Ethics within four business days of any such amendment or waiver. We are not including the information contained on our website as part of, or incorporating it by reference into, this report.

Item 11.    Executive Compensation


        The information required in Item 11 is incorporated by reference to the information in the Proxy Statement under the captions "Corporate Governance—Compensation Committee Interlocks and Insider Participation," "Compensation Discussion and Analysis", "Executive Compensation," "Director Compensation" and "Compensation Committee Report."

Item 12.    Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters


        The information required in Item 12 is incorporated by reference to the information in the Proxy Statement under the captions "Corporate Governance—Significant Stockholders" and "—Executive Officers and Directors."

Item 13.    Certain Relationships and Related Transactions, and Director Independence


        The information required in Item 13 is incorporated by reference to the information in the Proxy Statement under the caption "Corporate Governance."




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Item 14.    Principal Accounting Fees and Services


        The information required in Item 14 is incorporated by reference to the information in the Proxy Statement under the caption "Ratification of Appointment of Independent Registered Public Accounting Firm."




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PART IV


Item 15.    Exhibits and Financial Statement Schedules


(a)

Documents filed as part of this report:



1.

Consolidated Financial Statements:

        See "Index to Consolidated Financial Statements" on page F-1, the ReportReports of Independent Registered Public Accounting Firm on page F-2 and F-3 and the Consolidated Financial Statements beginning on page F-3,F-4, all of which are incorporated herein by reference.

2.

Financial Statement Schedule: