LIVE COLORFULLY
4
Letter from CEO
5
PART 1 Overview and Narrative Description of Business General Business Segments Sales and Marketing E-commerce
14
PART 2 Monitoring Global Working Conditions Philanthropic Programs Environmental Initiatives
26
PART 3 Consolidated Financial Highlight Performance Graph Management’s Discussion and Analysis of Financial Condition and Results of Operations Business Segments Market Environment Competitive Profile Discontinued Operations Net Sales Gross Profit and Income from Continuing Operation
38
PART 4 Directors, Executive Officers and Corporate Governance Executive Compensation Equity Compensation Principal Accounting Fees and Services Management’s Responsibility for Financial Statements Report on Internal Control Over Financial Reporting Report of Independent Registered Public Accounting Firm
Kate Spade & Company
| Annual Report 2015
katespade.com
| Letter from Ceo
04
DEAR FELLOW STOCKHOLDERS
Kate Spade & Company became a stronger, refocused company in 2015 with
Fourth, we have controlled points of distribution, utilizing our strategic,
a retail footprint of nearly $2 billion as we continued to successfully transform
deliberate approach to expansion to maintain brand equity, avoid ubiquity
into a global, multichannel lifestyle brand. We are a very different company
and drive a sense of urgency for consumer purchases.
today than we were one year ago, and our achievements speak to our powerful momentum. In 2015, we streamlined our business model to unleash the power of our core kate spade new york brand. We launched two new category pillars children’s and home and reached more customers by thoughtfully opening new doors, expanding our wholesale presence and growing our e-commerce business significantly. We also made important progress along our two axes of growth, product category and geographic expansion. As we enter 2016, we are well-positioned for sustainable, long-term growth. Strengthening our diverse business model to differentiate Kate Spade & Company We are focused on building a sustainable, diverse business model that sets our Company apart and supports our long-term growth as a global lifestyle brand. First, we significantly expanded our product offering in 2015, introducing 14 new product categories across our four category pillars-women’s, men’s, children’s and home-including baby and layette, leisurewear, sleepwear, outerwear, kitchen, bedding, furniture, rugs and lighting, among others. These new product categories proved to be successful customer acquisition vehicles,
Fifth, we are focused on our direct to consumer business, with penetration at approximately 75 percent of sales, and we carefully control wholesale distribution with a select group of strong retail partners. This strategic focus allows us to directly foster customer engagement and share our brand story. And finally, we are relentlessly focused on protecting our quality of sale to foster aspiration, drive demand and help maintain gross margin over the long term. We continued to grow and delivered industry-leading results despite the deliberate pullback on a range of promotional events in 2015. Looking ahead, expanding as a powerful, global multichannel lifestyle brand In 2016, our powerful momentum is helping fuel our growth and creativity as we continue to focus on maximizing prof itabilit y and delivering shareholder value. Our successful ongoing transformation into a global, multichannel lifestyle brand differentiates us from our competitors and uniquely positions us to reach and engage with customers in all facets of their lives.
while delivering on our lifestyle brand vision and underpinning our growth.
We are still early in our journey as Kate Spade & Company and are energized
In fact, 30 to 50 percent of customers who are making purchases in many
by the opportunity ahead.
of these new categories are first-time purchasers to our brand. Second, our partnered approach to geographic and product category expansion allowed us to grow our operating margin, build scale and offer customers access to
Thank you for your continued support. Sincerely,
our collections across markets. We entered eight new countries in 2015 using this partnered approach and expanded in Latin America and greater China to diversify our footprint. We also entered into a new distribution agreement in early 2016 to open standalone stores in major Indian cities to build brand equity and engagement in the region. We are focused not only on where business is transacted, but also on the importance of consumer origin for transactions in all markets around the world. Third, our channel agnostic approach allows us to blur distribution lines to reach our customers wherever and whenever they want. Our digital prowess continues to give us an advantage, as the on-line experience is an increasingly important component of the decision making process, regardless of where consumers ultimately purchase. Our e-commerce channel, which represents approximately 20 percent of our reported net sales, continued to exceed our expectations in 2015, with double digit growth on our flagship e-commerce site. This site continues to serve as an effective way to communicate our brand story and establish an emotional connection with our customers.
Craig A. Leavitt
Kate Spade & Company
| Annual Report 2015
“The most important thing about beauty
is to leave something to the imagination.” —Kate Spade
Part 1 Overview and Narrative Description of Business General Business Segments Sales and Marketing E-Commerce
katespade.com
| Part 1
08
OVERVIEW AND NARRATIVE DESCRIPTION OF BUSINESS
General Kate Spade & Company operates principally under
segments, we considered our management struc-
two global, multichannel lifestyle brands: kate
ture and the economic characteristics, products,
spade new york and jack spade. The Company’s
customers, sales growth potential and long-term
four category pillars, women’s, men’s, children’s
profitability of our operating segments. As such,
and home, span demographics, genders and geog-
we configured our operations into the following
raphies. In addition, the Adelington Design Group,
three reportable segments:
a private brand jewelry design and development group, markets brands through department stores and serves. Penney Corporation, Inc. Via exclusive supplier agreements for the Liz Claiborne and Monet jewelry lines. Business Segments We operate our kate spade new york and Jack Spade brands through one operating segment
Kate Spade North America segment consists of our kate spade new york and Jack Spade brands in North America. Kate Spade International segment consists of our kate spade new york and Jack Spade brands in International markets principally in Japan, Asia (excluding Japan), Europe and Latin America.
in North America and three operating segments
Adelington Design Group segment consists of
internationally. Japan, Asia (excluding Japan)
exclusive arrangements to supply jewelry for the
and Europe. Our Adeling ton Desig n Group
Liz Claiborne and Monet brands and the licensed
reportable seg ment is also an operating seg-
Lizwear and Liz Claiborne New York brands.
ment. The three reportable segments described below represent activities for which separate f inancial information is available and which is utilized on a regular basis by our chief operating decision maker to evaluate performance and allocate resources. In identifying our reportable
We, as licensor, also license to third parties the right to produce and market products bearing certain Company-owned trademarks.
Kate Spade & Company
| Annual Report 2015
During 2015, we continued to pursue transactions and initiatives with a focus on the long-term growth of the kate spade new york brand and we acquired the 60.0% interest in k s China Co., Limited owned by E-Land Fashion China Holdings, Limited (“E-Land”) for $36.0 million, including a contract termination payment of $26.0 million converted the reacquired businesses in Hong Kong, Macau and Taiwan and the Kate Spade business in China into 50.0% owned joint ventures with Walton Brown, a subsidiary
of its retail partners and expand its e-commerce
existing network as well as new channels, continu-
of The Lane Crawford Joyce Group, a leading
platform enhanced ef f iciencies in our supply
ing e-commerce expansion and entering into local
luxury retail, brand management and distribu-
chain, including re-platforming our West Chester,
licenses to meet customer needs in Japan, focus-
tion company in Asia, and received a net $19.7
oh distribution center and began the migration
ing on our e-commerce site as a global flagship to
million from jcjg for their interests in the joint
of sourcing for our accessories categories from
influence purchases both on-line and in our retail
ventures, subject to adjustments entered a global
Li & Fung Limited to an in house mode launched
stores and expanding our presence in selected geographies through a partnered approach that
licensing agreement with Fossil Group, Inc. for
new licensed categories, including a Yoga collab-
the design, development and distribution of kate
oration with Beyond Yoga, our kate spade new
requires little capital and is expected to be accre-
spade new york watches through 2025, with the
york kitchen house ware collection, and a new
tive to operating margins, driving quality of
first collection of watches designed, developed and
children’s wear license in Japan, while expanding
sa le i nit iat ives w it h cont i nued moderat ion
distributed in collaboration with us to launch in
existing categories within children’s, bridal and
of promotions across channels and increased
2016. Accordingly, we now earn royalty income
gifting; and launched Kate Spade e-commerce
marketing that leverages customer relationship
under the agreement with Fossil and no longer sell
websites in France, Germany, Italy, Spain and
management capability and focuses on acquir-
watches through our wholesale channel signed a
the Netherlands.
ing full price customers to support those efforts,
distribution agreement for our operations in Latin America, including in Brazil, which is designed to leverage the network of our distribution partner. As part of these actions, we closed our Company operated stores in Brazil during the third quarter of 2015 and no longer operate directly in Brazil discontinued Kate Spade Saturday as a standalone business and announced a new business model for Jack Spade to leverage the distribution network
We are focusing on initiatives that drive margin improvement and continue to grow the kate spade new york brand through product category and geographic expansion across our four category pillars: women’s, men’s, children’s and home. We have established the following operating and financial goals around that framework to further develop kate spade new york into a global lifestyle brand driving top line growth by opening kate spade new york retail locations in North America, expanding product categories within our
delivering the world of kate spade new york to our customer seamlessly across channels through a channel agnostic approach, while leveraging our e-commerce site as a global f lagship, offering our broadest product assortment across our category pillars and improving delivery speed to our consumer through a buy anywhere, receive anywhere model increasing product accessibility and improving our speed to market capabilities
katespade.com
| Part 1
10
Kate Spade & Company
| Annual Report 2015
Our kate spade new york brand offers fashion products for women and children, as well as home products, under the kate spade new york trademark.
through micro assorting and localization at the
Our kate spade new york brand offers fashion
store level, focusing on regional product, volume
products for women and children, as well as home
and climate to better assort by market taste and
products, under the kate spade new york trade-
provide our consumer what she wants, when she
mark. The kate spade new york brand product line
wants it, enhancing customer experience and
includes handbags, small leather goods, fashion
engagement through storytelling, focusing on
accessories, jewelry, fragrances and apparel along
our “Guest Journey” initiative in our retail stores
with licensed products including footwear, swim-
and streamlining the on-line checkout process,
wear, watches, children’s wear, optics, tabletop
driving product category expansion and growing
products, legwear, electronics cases, furniture,
margins through licensing partners for new cate-
bedding and stationer y. These products are
gories and accelerating growth through existing
sold primarily in the United States and Canada
joint ventures in China and Hong Kong, Macau
through wholly-owned specialty retail and out-
and Taiwan. Macroeconomic challenges and uncertaint y continue to persist in the primary markets in which we operate. Therefore, we continue to focus on the careful execution of our strategic plans and seek opportunities to improve our productivity and profitability. We remain focused on driving operating cash flow generation, managing liquidity and the efficient use of working capital.
let stores and select specialty retail and upscale department stores, through wholly-owned concession, specialty retail and outlet operations and licensed children’s wear partner-operated stores in Japan, through wholly-owned specialty retail, outlet and concession stores and select upscale wholesale accounts in Europe, through our kate spade new york e-commerce websites, through joint ventures in China and Hong Kong, Macau and Taiwan, and through a network of distributors in Latin America, Singapore, Malaysia, Indonesia, Philippines, India and Thailand.
katespade.com
| Part 1
12
the brand and accent our customers’ interesting
Sales and Marketing
e-commerce. In Canada, direct-to-consumer sales
Domestic direct to consumer sales are made
are made through our own specialty retail, outlet
lives, offering a unique shopping experience and
through our own specialty retail and outlet stores
stores and e-commerce. In other international
exclusive merchandise. We plan to use more tar-
and e-commerce websites. Our domestic whole-
markets, including the Middle East, Australia and
geted communication to customers and evolve the
sale sales are made primarily to department
Latin America, we operate principally through
customer shopping experience via our improved
store chains and specialty retail store customers.
third party distributors, virtually all of which
crm capabilities our “Guest Journey� experience
Wholesale sales are also made to international
purchase products from us for re-sale at freestand-
in our specialty retail stores the use of our kate
customers, military exchanges and to other chan-
ing retail stores and dedicated department store
spade new york e-commerce site as a global flag-
nels of distribution.
shops they operate.
ship containing all merchandise collections and the use of electronic clientele software as a ser-
In Japan, we distribute our products mainly
We continually monitor retail sales in order to
through department store concessions, retail
directly assess consumer response to our prod-
stores and e-commerce. In Asia (excluding Japan),
ucts. During 2015, we continued our domestic
we have wholesale distribution agreements in
in-store sales, marketing and merchandising
Outside of North America (primarily in Japan
Singapore, Malaysia, Indonesia, Philippines,
programs designed to encourage multiple item
and Europe), we operate concession stores in select
India and Thailand and joint ventures in China
regular price sales, build one-on-one relationships
retail stores, which are either owned or leased
and Hong Kong, Macau and Taiwan. In Europe,
with consumers and maintain our merchandise
by a third party department store or specialty
direct to consumer sales are made through our
presentation standards. These programs train
store retailer.
own specialty retail and outlet stores, concession
sales associates on suggested selling techniques,
stores within department store locations and
vice platform to cultivate customer relationships, both in-store and on-line.
product, merchandise presentation and client development strategies. Our kate spade new york retail stores ref lect the distinct personality of
1 4
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6 14
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8
10
11
Information Only
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E-commerce Our products are sold on a number of branded websites. E-commerce continued to be an important business driver in 2015. The following table sets forth select information concerning our websites. 1 surprise.katespade.com
8 katespadenew york.fr
2 surplus.jackspade.com
9 katespade.de
3 jackspade.com
10 katespadenew york.nl
4 katespade.cn
11 katespade.es
5 katespade.co.uk.
12 katespade.it
6 katespade.com
13 katespadeandcompany.com
7 katespade.jp
14 worldof katespade.com
Information and Direct to Consumer Sales
Kate Spade & Company
| Annual Report 2015
“You can learn how to tie a shoe. You can learn how to rebuild an engine. You can learn how to speak Swahili with a French accent. But style is innate.”
—Andy Spade
Part 2 Monitoring Global Working Conditions Philanthropic Programs Environmental Initiatives
Kate Spade & Company
| Annual Report 2015
We audit factories using both internal and independent monitors and look for ways to develop direct communication channels with workers to ensure that they are aware of their rights.
MONITORING
dard, are included on our suppliers’ websites. All
GLOBAL WORKING CONDITIONS
new suppliers must acknowledge our standards and
We are committed to tak ing the actions we
agree to our monitoring requirements.
believe are necessary to ensure that our products are made in contracted factories with fair and decent working conditions. We continue this commitment as we operate under our buyi ng sourci ng a r ra ngement w it h L i & Fung, collabrating with Li & Fung to develop mutually acceptable audit documents and processes, training the Li & Fung audit staff on our compliance program and communicating our standards to Li & Fung suppliers and their workers. The major components of our compliance program are communicating our standards of engagement to workers, suppliers and associates auditing and monitor i ng agai nst t hose standards providing workers with a confidential reporting
We aud it factor ies usi ng bot h i nter na l and independent monitors and look for ways to develop direct communication channels with workers to ensure that they are aware of their rights. More information about our monitoring program is available on our website. As of January 2, 2016, we had approximately 86 active factories on our roster, of which 79 were audited by Li & Fung auditors, third party auditors and our internal compliance team. Additionally, there were 76 follow-up audits. In many cases, we rely on our agents’ audit reports. As such, we continue to conduct shadow audits to confirm that audit protocols and findings are consistent.
channel working with non-governmental orga-
We also contractually obligate all of our licenses
nizations regarding issues impacting workers
to comply with and to assure that all of their affil-
and working closely with factory management
iates, subcontractors, suppliers and distributors
to develop sustainable compliance programs.
comply with our standards of engagement as well
Suppliers are required to post our standards of
as all applicable laws. Our license agreements
engagement in the workers’ native language
generally also provide that we have the right to
at all factories where our merchandise is being manufactured. The standards of engagement, along with detailed explanations of each stan-
katespade.com
inspect all facilities used by our licensees and
nonprof it lega l ent it y suppor t i ng nonprof it
their distributors, subcontractors, suppliers,
organizations working with women transform-
agents and representatives to assure compliance
ing communities. The Foundation supports
with our standards.
programs in and around the New York City
We are aware that auditing only confirms compliance at the time of the audit, and we continue to look for ways to improve our monitoring program and work with suppliers to create sustainable compliance at their factories. Creating
metropolitan area, where our primary off ices are located, that of fer training and increase access to tools that help women become economically empowered. For more than ten years, we have been commit-
workers’ awareness and establishing a channel
ted to creating opportunities for our associates to
of communication for reporting issues of non-
volunteer and give back to nonprofit organizations
compliance are two important strategies. We
in our major operating communities. In 2015, we
encourage all factories to establish internal
continued to support our associate volunteering
g r ievance procedures and g ive workers t he
program to create opportunities that reflected our
opportunity to report their concerns directly to
charitable strategies. Furthermore, we continue
the Company. This year we have provided sup-
to create Company wide events that complement
plier training covering best practices, social
our philanthropy supporting women’s economic
compliance requirements and review of our stan-
empowerment, including our on purpose program.
dards and policies.
On purpose is our trade initiative through which
PHILANTHROPIC PROGRAMS We have a number of philanthropic programs that support the nonprof it sector in our major operating communities. The K ate Spade &
we are teaching a group of women in Masoro, Rwanda to become an independent, sustainable and profitable supplier to Kate Spade & Company and other global fashion brands.
Company Foundation established as the Liz
The Merchandise Donation Program provides
Claiborne Foundation in 1981, is a separate
direct charitable support to meet community needs and support the charitable interests of our associates. When available, we donate product to several types of organizations, including
| Part 2
16
Kate Spade & Company
| Annual Report 2015
katespade.com
| Part 2
18
programs for women. In addition, every associate
Our business strategy is centered on the kate spade
We may be unable to grow our revenues through
is afforded the opportunity of making one mer-
new york brand. We cannot assure the successful
retail expansion because of risks associated with
chandise donation each year to the charitable
implementation and results of our long-term stra-
selecting suitable locations for stand-alone retail
organization of their choice.
tegic plans, including our ability to operate as a
stores and appropriate department store locations.
The Matching Gift Program supports and encour-
mono-brand based company.
We may not be able to expand internationally,
ages the charitable interests of our associates. Our
Our ability to execute our long-term growth plan
including in Japan, Asia, Europe, Canada and
flexible program matches associates’ gifts at a rate
and achieve our projected results is subject to a
Latin America because of local and regional risks
of one-to-one in the areas of arts, health and safety,
variety of risks, including the following:
associated with those markets, including currency
education, human services and the environment. Contributions to organizations where associates serve as voluntary board members are matched at a rate of two to one.
We are exposed to additional risk from lack of diversif ication that did not affect our prior multibrand business strateg y as signif icantly. Our business prospects and results of operations
ENVIRONMENTAL INITIATIVES
will depend substantially on our ability to success-
We are committed to a long-term sustainable
fully maintain and develop the brand image and
approach to caring for and safeguarding the envi-
brand equity of the kate spade new york brand.
ronment. A s such, we endeavor to ba la nce environmental considerations and social responsibility with our business goals by evolving and implementing our corporate environmental policy, in addition to complying with environmental laws and regulations. Our current sustainability policy focuses on three major components, reduc-
The kate spade new york brand could be negatively af fected by changes in consumer preferences, brand awareness and fashion trends, and any such changes or other adverse events could have a more significant impact on a single brand than a portfolio of multiple brands.
ing waste, reusing and recycling, to help minimize
We may not be able to achieve our revenue growth
our impact on the environment.
targets because of local, regional, national and worldwide macroeconomic factors that may reduce demand for our products.
risks, political climate and other similar risks. Our current joint ventures may not succeed in expanding our business in China, Hong Kong, Macau and Taiwan. We may not be able to successfully introduce new product categories under the kate spade new york brand. Our e-commerce expansion is subject to risks associated with a material disruption in our information technology systems and e-commerce operations, including in markets outside of the United States, any of which could significantly affect our ability to operate and substantially harm our e-commerce business.
Kate Spade & Company
| Annual Report 2015
We may not be successful in implementing our
exchange rates, fuel and energy costs, energy
long-term growth plan, and our inability to suc-
shortages, the performance of the financial, equity
cessfully expand our retail business could have a
and credit markets, taxes, general political con-
material adverse effect on our business, financial
ditions; and the level of customer traffic within
condition, liquidity and results of operations.
department stores, malls and other shopping and
General economic conditions in the United States, Asia, Europe, Canada and other parts of the world,
selling environments. Global economic conditions over the past few years
including a continued weakening or instability of
have included significant recessionary pressures
such economies, restricted credit markets and
and declines or stagnation in employment lev-
lower levels of consumer spending, can affect
els, disposable income and actual and perceived
consumer confidence and consumer purchases of
wealth and declines in consumer confidence and
discretionary items, including fashion apparel and
economic growth. The current negative eco-
related products, such as ours. Our results are dependent on a number of factors impacting consumer spending, both in the United States and abroad, including, but not limited to, general economic and business conditions, consumer confidence, wages and current and expected employment levels, the housing market, consumer debt levels, availability of consumer credit, credit and interest rates, fluctuations in foreign currency
nomic environment has been characterized by stagnation in consumer discretionary spending and has disproportionately affected retailers and sellers of consumer goods, particularly those whose goods represent discretionary purchases, including fashion apparel and related products such as ours. While the decline in consumer spending has recently moderated, these economic conditions could still lead to additional declines or stagnation in consumer spending over the foreseeable future and may have resulted in a resetting of consumer spending habits that makes it unlikely that such spending will return to prior levels for the foreseeable future.
katespade.com
While we have seen intermittent signs of stabili-
discounting pressure from both our wholesale
zation in North America, volatility persists in the
and retail customers, which have had a negative
European markets as well as in China and there
effect on our revenues and profitability. This pro-
are no assurances that the global economy will con-
motional environment may likely continue even
tinue to recover. If the global economy continues
after economic growth returns, as we expect that
to be weak or deteriorates further, there will likely
consumer spending trends are likely to remain at
be a negative effect on our revenues, operating
depressed levels for the foreseeable future.
margins and earnings across all of our segments. In particular, the Chinese economy is undergoing a transition from an investment and export-driven economy to one driven by internal consumption and has recently experienced instability that has been characterized by slowing growth rates and volatility in the commodities and stock markets. Concerns about the Chinese economy have had a significant impact on the global financial markets. As a result, the condition of the Chinese economy could have a negative impact on our business and growth prospects within China, greater Asia and worldwide. Economic conditions have also led to a highly promotional environment and strong
The domestic and international political situation also affects consumer confidence. The threat, outbreak or escalation of terrorism, military conflicts or other hostilities could lead to further decreases in consumer spending. The uncertain outlook in the global economy will likely continue to have a material adverse impact on our business, financial condition, liquidity and results of operations. Fluctuations in the price, availability and quality of the fabrics or other raw materials used to manufacture our products, as well as the price for labor, marketing and transportation, could have a material adverse effect on our cost of sales or our ability to meet our customers’ demands. The prices for such fabrics depend largely on the market prices for the raw materials used to produce them. Such factors may be exacerbated by legislation and regulations associated with global climate
| Part 2
20
Kate Spade & Company
| Annual Report 2015
change. The price and availability of such raw
that foreign currency fluctuations will not have
materials may fluctuate significantly, depending
a material adverse impact on our business, finan-
on many factors. In the future, we may not be
cial condition, liquidity or results of operations.
able to pass all or a portion of such higher prices on to our customers.
The success of our business depends on our ability to optimize our product offerings in order to antic-
Our business and balance sheets are exposed to
ipate and timely respond to constantly changing
domestic and foreign currency fluctuations. While
consumer demands and tastes and fashion trends,
we generally purchase our products in us dollars,
across multiple brands, product lines, shopping
we source most of our products overseas. As a
channels and geographies. The apparel and acces-
result, the cost of these products may be affected
sories industries have historically been subject to
by changes in the value of the relevant curren-
rapidly changing consumer demands and tastes
cies, including currency devaluations. Changes
and fashion trends and to levels of discretion-
in currency exchange rates may also affect the us
ary spending, especially for fashion apparel and
dollar value of the foreign currency denominated
related products, which levels are currently weak.
prices at which our international businesses sell
These industries are also subject to the difficul-
products. Our international sales, as well as our
ties encountered when trying to expand business
international businesses’ inventory and accounts
to growing markets worldwide. We believe that
receivable levels, could be affected by currency
our success is largely dependent on our ability
fluctuations. In addition, with expected interna-
to effectively anticipate, gauge and respond to
tional expansion, we may increase our exposure to such fluctuations. Although from time to time we hedge a portion of our exposures to changes in foreign currency exchange rates arising in the ordinary course of business, we cannot assure
Kate Spade & Company
| Annual Report 2015
changing consumer demands and tastes across
We attempt to schedule a substantial portion of
multiple product lines, shopping channels and
our materials and manufacturing commitments
geographies, in the design, pricing, styling and
relatively late in the production cycle. However,
production of our products and in the merchandis-
in order to secure necessary materials and ensure
ing and pricing of products in our retail stores, and
availability of manufacturing facilities, we must
in the business model employed, and partners we
make substantial advance commitments, which
select to work with, in new and growing markets
may be up to five months or longer, prior to the
worldwide. Our brands and products must appeal
receipt of firm orders from customers for the items
to a broad range of consumers whose preferences
to be produced. We need to translate market trends
cannot be predicted with certainty and are sub-
into appropriate, sale able product offerings rel-
ject to constant change. Also, we must maintain
atively far in advance, while minimizing excess
and enhance favorable brand recognition, which
inventory positions, and correctly balance the level
may be affected by consumer attitudes towards the
of our fabric and or merchandise commitments
desirability of fashion products bearing a “mega
with actual customer orders.
brand� label and which are widely available at a broad range of retail stores. Our success is also dependent on our ability to successfully extend our businesses into new territories and markets, such as Asia, Europe, Canada and Latin America.
katespade.com
We cannot assure that we will be able to continue to develop appealing styles and brands or successfully meet changing customer and consumer demands in the future. In addition, we cannot assure that any new products or brands that we introduce will be successfully received and supported by our wholesale customers or consumers. Our failure to gauge consumer needs and fashion trends and respond appropriately, or to appropriately forecast our ability to sell products, could adversely affect retail and consumer acceptance of our products and leave us with substantial outstanding fabric and/or manufacturing commitments, resulting in increases in unsold inventory or missed opportunities. If that occurs, we may need to employ markdowns or promotional sales to dispose of excess inventory, which may harm our business and results. At the same time, our focus on inventory management may result, from time to time, in our not having a sufficient supply of products to meet demand and may cause us to lose potential sales.
| Part 2
24
Kate Spade & Company
| Annual Report 2015
“I like pink when it's strong. I never want color to be cute, especially pink, which is one reason I steer clear of pale pink. For me, a deep raspberry pink works best, and then it seems grown-up.”
—Kate Spade
Part 3 Consolidated Financial Highlight Performance Graph Management’s Discussion and Analysis of Financial Condition and Results of Operations Business Segments Market Environment Competitive Profile Discontinued Operations Net Sales Gross profit and income from continuing operation
KNOWN FOR CRISP COLOR, GRAPHIC PRINTS AND PLAYFUL SOPHISTICATION, KATE SPADE NEW YORK AIMS TO INSPIRE A MORE INTERESTING LIFE.
katespade.com
| Part 3
28
CONSOLIDATED
Selected Financial Data and the Consolidated
During 2013, we recorded a pretax non-cash
FINANCIAL HIGHLIGHTS
Financial Statements and notes thereto, which
impairment charge of $6.1 million related to our
Kate Spade & Company operates principally
are included within the body of the accompa-
former investment in the Mexx business.
under two global, multichannel lifestyle brands:
nying report. For further information on net
k ate spade new york a nd Jack Spade. T he
sales, Adjusted ebi t da and Adjusted ebi t da
C ompa ny ’s fou r c ategor y pi l l a r s women’s ,
margin, each excluding wind-down operations,
men’s, children’s and home span demograph-
please refer to t he Company’s four t h quar-
ics, genders and geographies. Known for crisp
ter 2015 earnings release posted to the Investor
color, graphic prints and playful sophistication,
Relations section of the Company website at
kate spade new york aims to inspire a more inter-
www.katespadeandcompany.com.
esting life. The kate spade new york collection includes the Madison Avenue, Broome Street and on purpose labels. Jack Spade offers a timeless and versatile assortment of bags, sportswear and tailored clothing founded on the aesthetic of simple, purposeful design. The Company also owns Adelington Design Group, a private brand jewelry design and development group.
During 2014 and 2013, we recorded pretax non-cash impairment charges of $1.5 million and $3.3 million, respectively, in our Adelington Design Group segment related to the ebitari trademark. During 2014, we recorded a net benefit of $87.4 million resulting from the reversal of reserves for
During 2015, 2014 and 2013, we recorded pretax charges of $35.4 million, $42.0 million and $10.6
uncertain tax positions due to the expiration of the related statutes of limitations.
million, respectively, related to our streamlining
Because we incurred losses from continuing
initiatives, which are discussed in Note 13 of Notes
operations in 2013, outstanding stock options,
to Consolidated Financial Statements.
nonvested shares and potentially dilutive shares
During 2015, we recorded a pretax charge of $26.0 million to terminate contracts with our former
issuable upon conversion of the Convertible Notes are antidilutive.
joint venture partner in China.
2013
2014
2015
$803
$1,243
$1,139 Net Sales ($ Millions)
$206
$355
$222 Working Capital ($ Millions)
$264
$104
$227 Net Debt ($ Millions)
Kate Spade & Company
| Annual Report 2015
PERFORMANCE GRAPH
compensation peer group “New Benchmarking
MANAGEMENT’S DISCUSSION AND
T he g r aph compa res t he cu mu l at ive tot a l
Group” designated for the Company’s 2015 fiscal
ANALYSIS OF FINANCIAL CONDITION
stockholder return on the Company’s Common
year by the Board’s Compensation Committee in
AND RESULTS OF OPERATIONS
Stock over a 5 year period with the return on
consultation with its compensation consultants,
Business Segments
the Standard & Poor’s SmallCap 600 Stock
which reflects a total of three additions to and four
We operate our kate spade new york and Jack
Index “S&P SmallCap 600” the Standard &
deletions from the Prior Benchmarking Group.
Spade brands through one operating segment
Poor’s MidCap 400 Stock Index “S&P MidCap
We have historically constructed our compensa-
in North America and three operating segments
400”(which the Company’s shares became a part
tion benchmarking group based on companies
internationally: Japan, Asia (excluding Japan)
of on March 21, 2014); and two indices comprised
with comparable products, revenue composition
and Europe. Our Adeling ton Design Group
of the previously designated compensation peer
and size. We believe that the New Benchmarking
reportable segment is also an operating segment.
group “Prior Benchmarking Group” designated
Group provides a more meaningful comparison
The three reportable segments described below
by the Board’s Compensation Committee in
in terms of comparable products, revenue com-
represent activities for which separate financial
consultation with its compensation consultants,
position and size.
information is available and which is utilized on
against which executive compensation practices of the Company were compared and the new
In accordance with sec disclosure rules, the measurements are indexed to a value of $100 at
a regular basis by our chief operating decision maker “codm” to evaluate performance and
December 31, 2010 (the last trading day before the beginning of our 2011 fiscal year) and assume that all dividends were reinvested.
COMPARISON OF CUMULATIVE 3 YEAR RETURN
S&P New Benchmarking Group
S&P SmallCap 600
Kate Spade & Company
2015
2014
2013
$117.41
$124.88
$108.32 $449.86
$442.88
$175.61 $166.05
$102.52
$172.14
katespade.com
allocate resources. In identifying our reportable segments, we considered our management structure and the economic characteristics, products, customers, sales growth potential and long-term profitability of our operating segments. As such, we configured our operations into the following three reportable segments: Market Environment The industries in which we operate have historically been subject to cyclical variations, including recessions in the general economy. Our results are dependent on a number of factors impacting consumer spending, including, but not limited to, general economic and business conditions; consumer confidence; wages and employment levels; the housing market; levels of perceived and actual consumer wealth; consumer debt levels; availability of consumer credit; credit and interest rates; fluctuations in foreign currency exchange rates; fuel and energy costs; energy shortages; the performance of the financial, equity and credit markets; tariffs and other trade barriers; taxes; general political conditions, both domestic and abroad; and the level of customer traff ic within depart-
unemployment levels remain high; consumer retail traffic remains inconsistent and the retail environment remains promotional. Furthermore, economic conditions in international markets in which we operate, including Europe and Asia, remain uncertain and volatile. Economic conditions outside of our markets may also have a negative impact on the markets in which we operate. We are focusing on initiatives that drive margin improvement and continue to grow the kate spade new york brand through product categor y a nd geog raph ic ex pa nsion across ou r fou r c ategor y pi l l a r s: women’s, men’s, children’s and home.
ment stores, malls and other shopping and selling
Competitive Profile
environments.
We operate in global fashion markets that are
Macroeconomic challenges and uncertaint y continue to dampen consumer spending; job growth remains inconsistent, with stagnating real wages in certain markets in which we operate;
intensely competitive and subject to, among other things, macroeconomic conditions and consumer demands, tastes and discretionar y spending habits. As we anticipate that the global economic uncertainty will continue into the foreseeable future, we will continue to carefully manage liquidity and spending.
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Part 3
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katespade.com
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In summary, the measure of our success in the
that requires little capital and is expected to be
future will depend on our ability to continue to
accretive to operating margins, driving quality of
navigate through an uncertain macroeconomic
sale initiatives with continued moderation of pro-
environment with challenging market condi-
motions across channels and increased marketing
tions, execute on our strategic vision, including
that leverages customer relationship management
attracting and retaining the management tal- “crm� capability and focuses on acquiring full ent necessary for such execution, designing and
price customers to support those efforts, deliv-
delivering products that are acceptable to the
ering the world of kate spade new york to our
marketplaces that we serve, sourcing the man-
customer seamlessly across channels through
ufacture and distribution of our products on a
a channel agnostic approach, while using our
competitive and efficient basis, and continuing to
e-commerce site as a global flagship, offering our
drive profitable growth. We have established the
broadest product assortment across our category
following operating and financial goals to further
pillars and improving delivery speed to our con-
develop kate spade new york into a global lifestyle
sumer through a buy anywhere, receive anywhere
brand: driving top line growth by opening kate
model and increasing product accessibility and
spade new york retail locations in North America;
improving our speed to market capabilities through
expanding product categories within our exist-
micro assorting and localization at the store level,
ing network as well as new channels, continuing
focusing on regional product, volume and climate
e-commerce expansion and entering into local
to better assort by market taste and provide our con-
licenses to meet customer needs in Japan; focus-
sumer what she wants, when she wants it.
ing on our e-commerce site as a global flagship to influence purchases both on-line and in our retail stores; and expanding our presence in selected geog raphies t hrough a part nered approach
Kate Spade & Company
| Annual Report 2015
Reference is also made to the other economic,
Accordingly, we now earn royalty income under
competitive, governmental and technological
the agreement with Fossil and no longer sell
factors affecting our operations, markets, prod-
watches through our wholesale channel. In the first
ucts, services and prices as set forth in this report,
quarter of 2015 we, acquired the 60.0% interest in
including, without limitation, under ‘‘Statement
ks China Co., Limited “ksc” owned by E-Land
Regarding Forward-Looking Statements and Risk
Fashion China Holdings, Limited (“E-Land”)
Factors’’ in this Annual Report on Form Recent
for $36.0 million, including a contract termina-
Developments and Operational Initiatives.
tion payment of $26.0 million; and converted the
In the second quarter of 2015, we signed a distribution agreement for our operations in Latin America, including in Brazil, which leverages the network of our distribution partner. As part of these actions, we closed our Company operated stores in Brazil during the third quarter of 2015 and no longer operate directly in Brazil. In the first quarter of 2015, we entered a global
reacquired businesses in Hong Kong, Macau and Taiwan and the Kate Spade business in China into 50.0% owned joint ventures with Walton Brown, a subsidiary of The Lane Crawford Joyce Group “lsjg”, a leading luxury retail, brand management and distribution company in Asia, and received a net $19.7 million from lsjg for their interests in the joint ventures, subject to adjustments. On January 29, 2015, we announced the discontinuation of
licensing ag reement with Fossi l Group, Inc.
Kate Spade Saturday as a standalone business.
“Fossil” for the design, development and distri-
We also announced a new business model for Jack
bution of kate spade new york watches through
Spade to leverage the distribution network of its
2025, with the first collection of watches designed,
retail partners and expand its e-commerce plat-
developed and distributed in collaboration with
form. As part of these actions, substantially all of
us to launch in 2016.
Kate Spade Saturday’s Company-owned and three partnered store locations were closed by the end of the second quarter of 2015. We also closed Jack Spade’s Company-owned stores by the end of the second quarter of 2015.
katespade.com
In t he fourt h quarter of 2015, we launched
| Part 3
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(the “Lucky Brand Note Agreement”) to settle the
kate spade new york e-commerce websites in
Lucky Brand Note in full, prior to its maturity.
Germany, Italy, Spain and the Netherlands.
Pursuant to the terms of the Lucky Brand Note
In the third quarter of 2015, we launched our
Agreement, Lucky Brand llc paid us $81.0 mil-
e-commerce website in France. On February
lion to settle the principal balance of the Lucky
3, 2014, we completed the sale of 100.0% of the
Brand Note and related unpaid interest and pay-
capital stock of Lucky Brand Dungarees, Inc.
ment in kind. Giving effect to the Lucky Brand
(“Lucky Brand”) to lbd Acquisition Company,
Note Agreement, since the date of issuance, we
llc “lbd Acquisition”, a Delaware limited lia-
collected aggregate principal and interest under
bility company and affiliate of Leonard Green &
the Lucky Brand Note of $89.0 million. The trans-
Partners, l.p., for aggregate consideration of $225.0
actions contemplated by the Lucky Brand Note
million, comprised of $140.0 million cash con-
Agreement closed on March 4, 2015. On November
sideration and a three-year $85.0 million Lucky
6, 2013, we sold the Juicy Couture brand name
Brand Note (the “Lucky Brand Note”) issued by
and related intellectual property assets (the “Juicy
the successor of lbd Acquisition, Lucky Brand
Couture ip”) to an affiliate of Authentic Brands
Dungarees, llc(“Lucky Brand llc”) at closing,
Group “abg” for a total purchase price of $195.0
subject to working capital and other adjustments.
million. The Juicy Couture ip was licensed back to
On March 4, 2015, we and Lucky Brand llc
us to accommodate the wind-down of operations,
entered into a transfer and settlement agreement
which was substantially completed in the second quarter of 2014. We paid guaranteed minimum royalties to abg of $10.0 million during the term of the wind-down license. On April 7, 2014, we sold our Juicy Couture business in Europe to an operating partner of abg for $8.6 million, subject
Kate Spade & Company
| Annual Report 2015
Gross Profi t and Income from Continuing
to working capital adjustments. On November 19,
Net Sales
2013, we entered into an agreement to terminate
Net sales in 2015 were $1.243 billion, an increase of
Operations
the lease of our Juicy Couture fl agship store on
$104.1 million or 9.1%, compared to 2014 net sales
Gross profit in 2015 was $754.1 million, an increase
Fifth Avenue in New York City in exchange for a
of $1.139 billion. The increase in net sales com-
of $73.8 million compared to 2014, primarily due
$51.0 million payment.
pared to 2014 includes year-over-year decreases of
to increased net sales in our Kate Spade North
$33.6 million related to the wind-down operations
America segment. Our gross profit rate increased
of Kate Spade Saturday, Jack Spade brick and
from 59.7% in 2014 to 60.7% in 2015, which pri-
Discontinued Operations The activities of our former Lucky Brand and Juicy Couture businesses have been segregated and reported as discontinued operations for all periods presented. The initiatives relating to the Kate Spade Saturday business, the Jack Spade Company-owned stores and our directly operated business in Brazil do not represent a strategic shift in our operations and therefore are not reported as discontinued operations.
mortar stores and our directly owned operations
marily refl ected: inventory charges recorded in
in Brazil, ( $28.2 million related to the conversion
2014 of $7.9 million as a result of our decision to
of the Hong Kong, Macau and Taiwan territories
exit Kate Spade Saturday as a standalone business
to a joint venture, $26.8 million from changes in
and close our Jack Spade brick and mortar stores;
foreign currency exchange rates; and) $17.9 mil-
and the conversion of the Hong Kong, Macau and
lion for the additional week in 2014, excluding the
Taiwan territories to a joint venture. These were
impact of wind-down operations. These were par-
partially off set by a change in mix due to accel-
tially off set by an increase of $2.5 million resulting
erated outlet store openings in 2014, in order to
from out performance in our kate spade new york
capitalize on the one-time opportunity presented
e-commerce fl ash sale website in North America.
by the Juicy months.
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| Part 3
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Kate Spade & Company
| Annual Report 2015
“The finest clothing made is a person's skin, but, of
course society demands something more than this.” —Mark Twain
Part 4 Directors, Executive Officers and Corporate Governance Executive Compensation Equity Compensation Principal Accounting Fees and Services Management’s Responsibility for Financial Statements Report on Internal Control over Financial Reporting Report of Independent Registered Public Accounting Firm
katespade.com | Part 4
40
DIRECTORS, EXECUTIVE OFFICERS
Executive Compensation
AND CORPORATE GOVERNANCE
Information called for by this Item 11 is incor-
Information regarding compliance, the Audit
porated by reference to the information set forth
Committee (including membership and Audit
under the headings “Compensation Discussion
Committee Financial Experts but excluding
and Analysis” and “Executive Compensation”
the “Audit Committee Report”), our code of
(other than the Board Compensation Committee
ethics and background of our Directors appear-
Report) in the 2016 Proxy Statement.
i ng under t he capt ions “Sect ion Benef icia l Ownership Reporting Compliance,” “Corporate Governance,” “Additional Information Company Code of Ethics and Business Practices” and “Election of Directors” in our Proxy Statement for the 2016 Annual Meeting of Shareholders (the “2016 Proxy Statement”) is hereby incorporated by reference.
EQUITY COMPENSATION The following table summarizes information about the stockholder approved Kate Spade & Company Outside Directors’ 1991 Stock Ownership Plan the “Outside Directors’ Plan”; Fifth & Pacif ic Companies, Inc. 1992 Stock Incentive Plan; Fifth & Pacific Companies, Inc. 2000 Stock Incentive Plan (the “2000 Plan”); Fifth & Pacific Companies, Inc. 2002 Stock Incentive Plan (the “2002 Plan”); Fifth & Pacific Companies, Inc. 2005 Stock Incentive Plan (the “2005 Plan”) Fifth & Pacific Companies,
Inc. 2011 Stock Incentive Plan (the “2011 Plan”);
Certain Relationships and Related Transactions,
and Fifth & Pacifi c Companies, Inc. 2013 Stock
and Director Independence. Information called
Incentive Plan (the “2013 Plan”), which together
for by this Item 13 is incorporated by reference
comprise all of our existing equity compensation
to the information set forth under the headings
plans, as of January 2, 2016. In January 2006, “Certain Relationships and Related Transactions” we adopted the Fifth & Pacifi c Companies, Inc. Outside Directors’ Deferral Plan, which amended and restated the Outside Directors’ Plan by eliminating equity grants under the Outside Directors’ Plan, including the annual grant of shares of Common Stock. The last grant under the Outside Directors’ Plan was made on January 10, 2006. All subsequent Director stock grants have been made under the remaining shareholder approved plans.
in the 2016 Proxy Statement. Principal Accounting Fees and Services Information called for by this Item 14 is incorporated by reference to the information set forth under the heading “Ratif ication of the Appointment of the Independent Registered Public Accounting Firm” in the 2016 Proxy Statement.
Kate Spade & Company | Annual Report 2015
MANAGEMENT’S REPORT ON INTERNAL
the Company are being made only in accordance
CONTROL OVER FINANCIAL REPORTING
with authorizations of management and directors
Management is responsible for establishing and
of the Company; and provide reasonable assur-
maintaining adequate internal control over finan-
ance regarding prevention or timely detection of
cial reporting as defined in Rules 13a-15(f ) under
unauthorized acquisition, use, or disposition of the
the Securities and Exchange Act of 1934. Internal
Company’s assets that could have a material effect
control over f inancial reporting is a process
on the financial statements.
designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with accounting principles generally accepted in the United States of America. The Company’s system of internal control over financial reporting includes those policies and procedures that pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the Company, provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with accounting principles generally accepted in the United States of America, and that receipts and expenditures of
Management has evaluated the ef fectiveness of the Company’s internal control over f inancial reporting as of January 2, 2016 based upon criteria for effective internal control over financial reporting described in Internal Control Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (coso) in 2013. Based on our evaluation, management determined that the Company’s internal control over financial reporting was effective as of January 2, 2016 based on the criteria in Internal Control Integrated Framework issued by coso. The Company’s internal control over financial reporting as of January 2, 2016 has been audited by Deloitte & Touche llp, an independent registered public accounting firm, as stated in their attestation report which appears herein.
katespade.com
MANAGEMENT’S RESPONSIBILITY
| Part 4
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public accounting f irm, internal auditors and
FOR FINANCIAL STATEMENTS
management periodically to review their respec-
The management of Kate Spade & Company is
tive activities and the discharge of their respective
responsible for the preparation, objectivity and
responsibilities. Both the independent registered
integrity of the consolidated financial statements
public accounting firm and the internal auditors
and other information contained in this Annual
have unrestricted access to the Audit Committee,
Report. The consolidated f inancial statements
with or without management, to discuss the scope
have been prepared in accordance with account-
and results of their audits and any recommenda-
ing principles generally accepted in the United
tions regarding the system of internal controls.
States of America and include some amounts that are based on management’s informed judgments and best estimates.
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM We have audited the internal control over finan-
Deloitte & Touche llp, an independent registered
cial reporting of Kate Spade & Company (the
public accounting firm, has audited these consol-
Company) as of January 2, 2016, based on cri-
idated financial statements in accordance with
teria established in Internal Control Integrated
the standards of the Public Company Accounting
Framework (2013) issued by the Committee of
Oversight Board (United States) and has expressed
Sponsoring Organizations of the Treadway
herein their unqualified opinion on those financial
Com m ission. T he Compa ny’s ma nagement
statements. The Audit Committee of the Board
is responsible for maintaining ef fective inter-
of Directors, which oversees all of the Company’s
nal control over financial reporting and for its
f inancial reporting process on behalf of the
assessment of the effectiveness of internal control
Board of Directors, consists solely of independent
over financial reporting, included in the accompa-
directors, meets with the independent registered
nying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opi nion on t he Company’s internal control over financial reporting based on our audit.
katespade.com
We conducted our audit in accordance with the
purposes in accordance with generally accepted
| Part 4
46
in conditions, or that the degree of compliance
standards of the Public Company Accounting
accounting principles. A company’s internal con-
with the policies or procedures may deteriorate.
Oversight Board ( United States). Those stan-
trol over financial reporting includes those policies
In our opinion, the Company maintained, in all
dards require that we plan and perform the audit
and procedures that pertain to the maintenance
material respects, effective internal control over
to obtain reasonable assurance about whether
of records that, in reasonable detail, accurately
financial reporting as of January 2, 2016, based
effective internal control over financial reporting
and fairly reflect the transactions and dispositions
on the criteria established in Internal Control
was maintained in all material respects. Our audit
of the assets of the company, provide reasonable
Integrated Board (United States), the consolidated
included obtaining an understanding of internal
assurance that transactions are recorded as neces-
financial statements and financial statement sched-
control over financial reporting, assessing the risk
sary to permit preparation of financial statements
ule as of and for the year ended January 2, 2016 of
in accordance with generally accepted accounting
the Company and our report dated March 1, 2016
uating the design and operating effectiveness of
principles, and that receipts and expenditures of
expressed an unqualified opinion on those finan-
internal control based on the assessed risk, and
the company are being made only in accordance
cial statements and financial statement schedule.
performing such other procedures as we considered
with authorizations of management and directors
that a material weakness exists, testing and eval-
necessary in the circumstances. We believe that our
of the company; and provide reasonable assur-
audit provides a reasonable basis for our opinion.
ance regarding prevention or timely detection of
A company’s internal control over f inancial reporting is a process designed by, or under the supervision of, the company’s principal executive and principal financial officers, or persons performing similar functions, and effected by the company’s board of directors, management, and other personnel to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external
unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements. Because of the inherent limitations of internal control over financial reporting, including the possibility of collusion or improper management override of controls, material misstatements due to error or fraud may not be prevented or detected on a timely basis. Also, projections of any evaluation of the effectiveness of the internal control over financial reporting to future periods are subject to the risk that the controls may become inadequate because of changes
Kate Spade & Company
| Annual Report 2015
REPORT OF INDEPENDENT REGISTERED
We conducted our audits in accordance with the
PUBLIC ACCOUNTING FIRM
standards of the Public Company Accounting
We have audited the accompanying consolidated
Oversight Board ( United States). Those stan-
balance sheets of Kate Spade & Company (the
dards require that we plan and perform the audit
Company) as of January 2, 2016 and January 3,
to obtain reasonable assurance about whether
2015, and the related consolidated statements of
the financial statements are free of material mis-
income, statements of comprehensive income,
statement. An audit includes examining, on a test
statements of retained earnings, accumulated
basis, evidence supporting the amounts and dis-
other comprehensive loss and changes in capital
closures in the financial statements. An audit also
accounts, and cash f lows for each of the three
includes assessing the accounting principles used
fiscal years in the period ended January 2, 2016.
and significant estimates made by management, as
Our audits also included the financial statement
well as evaluating the overall financial statement
schedule listed in the Index at Item 15. These
presentation. We believe that our audits provide
f inancial statements and f inancial statement
a reasonable basis for our opinion.
schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on the f inancial statements and f inancial statement schedule based on our audits.
katespade.com
In our opinion, such consolidated financial statements present fairly, in all material respects, the f inancial position of Kate Spade & Company as of January 2, 2016 and January 3, 2015, and the results of their operations and their cash f lows for each of the three f iscal years in the period ended January 2, 2016, in conformity with accounting principles generally accepted in the United States of America. Also, in our opinion, such financial statement schedule, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein.
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Title, Kate Spade & Company, Annual Report 2015 Designed by, Ayca Kilicoglu Typefaces, Univers LT Std, Baskerville MT Std Printer & Binding, Imageink Copy Service & Ink Supplies in San Francisco, California 94104 Software, Adobe InDesign CC 2017 This project was completed as student work, and is no way affiliated with Kate Spade & Company