Cracker Barrel 2015 Annual Report Download - page 6

Forward-Looking Statements – Risk Factors
4
Exceptfor specic historical information, many of the maers
discussedin this Annual Report to Shareholders mayexpressor
imply projections of itemssuch as revenues or expenditures,
estimatedcapital expenditures, compliance with debt
covenants, plans and objectives for futureoperations, store
economics, inventory shrinkage, growthor initiatives,
expected futureeconomic performanceor the expected
outcome or impact of pending or threatened litigation. ese
andsimilarstatements regarding events or results that
Cracker Barrel Old Country Store, Inc. (the “Company”)
expects will or may occur in the future, areforward-looking
statementsthat, by their nature, involve risks, uncertainties
andother factors which may cause our actual results and
performance to dier materially fromthoseexpressed or
implied by those statements. Allforward-looking information
is provided pursuant to the safe harbor established under
the Private Securities Litigation Reform Act of 1995 and
should be evaluated in the context of these risks, uncertainties
andother factors. Forward-looking statements generally can
be identied by the use of forward-looking terminology such
as “trends,” “assumptions,” “target,” “guidance,” “outlook,”
“opportunity,”“future,” “plans,” “goals,” “objectives,” “expecta-
tions,” “near-term,” “long-term,” “projection,” “may,” “will,”
“would,” “could,” “expect,” “intend,”“estimate,”“anticipate,”
“believe,” “potential,” “regular,” “should,” “projects,” “forecasts”
or “continue” (or the negative or other derivatives of each of
these terms) or similarterminology. We believe the assumptions
underlying any forward-looking statements are reasonable;
however, anyof the assumptions could be inaccurate, and
therefore, actual results may dier materially from those
projected in or implied by the forward-looking statements. In
addition to the risks of ordinarybusiness operations, and
those discussed or described in this report or in information
incorporatedby reference into this report, factors and risks
that may result in actual results diering from this forward-
looking information include, but are not limited to,those
summarized below, as well as other factors discussed
throughout this document, including, without limitation, the
factors described under “Critical Accounting Estimates”
on pages 18 to 21 of this Annual Report or,from time to
time, in the Company’s lings with the Securities and
Exchange Commission (“SEC”), press releases andother
communications.
Readers are cautioned not to placeundue reliance on
forward-looking statements made in this report, since the
statementsspeak only as of the report’s date. Exceptas may be
required by law,the Companyhas no obligation, and does not
intend, to publicly updateor revise anyof these forward-look-
ing statements to reecteventsor circumstancesoccurring
aer the date of this document or to reectthe occurrence of
unanticipated events. Readers are advised, however, to
consult any future public disclosures that the Companymay
make on related subjects in its reportsled or furnished to the
SECor in its other publicdisclosures.
Setforth below is a summaryof the materialrisks associated
with our business and, therefore, any investment in our
securities. Our 2015 Annual Report on Form 10-K, led with
the SEC on September 28, 2015 and available at sec.gov, as
well as our website, crackerbarrel.com, containsa more
comprehensive discussion of these risks, and you are
encouragedto review that Annual Report on Form 10-K and
allour SEC lings.
Risks Related to Our Business
•General economic, business and societalconditions as
well as those specic to the restaurant or retail industries
that are largely out of our control mayadversely aect
our business, nancial condition and results of operations.
•We face intense competition, andif we are unable to continue
to compete eectively, our business,nancial condition and
results of operations would be adversely aected.
•e priceandavailability of food, ingredients, retail
merchandise andutilities used by our stores could adversely
aectour revenues and results of operations.
•Our plansdepend signicantly on our strategicpriorities
andbusiness initiativesdesigned to enhance our menu and
retail oerings, support our brand, improveoperating
margins and improvethe eciencies and eectiveness of
our operations. Failure to achieve or sustain these plans
could adversely aectour results of operations.
•We aredependent upon aracting and retaining qualied
employees while also controlling labor costs.