UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

FORM 10-K

x	ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

FOR THE FISCAL YEAR ENDED OCTOBER 3, 2004

COMMISSION FILE NUMBER 1-9390

JACK IN THE BOX INC.

Registrant’s telephone number, including area code (858) 571-2121

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 whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

Yes x No 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. [X]

     Indicate by check mark whether the registrant is an accelerated filer (as defined in Rule 12b-2 of the Act).

Yes x No o

     The aggregate market value of the common stock held by non-affiliates of the registrant, computed by reference to the closing price reported in the New York Stock Exchange – Composite Transactions as of April 11, 2004, was approximately $1,006 million.

     Number of shares of common stock, $.01 par value, outstanding as of the close of business December 14, 2004 – 36,344,598.

DOCUMENTS INCORPORATED BY REFERENCE

     Portions of the Proxy Statement to be filed with the Securities and Exchange Commission in connection with the 2005 Annual Meeting of Stockholders are incorporated by reference into Part III hereof.

JACK IN THE BOX INC.

TABLE OF CONTENTS

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PART I

ITEM 1. BUSINESS

The Company

     Overview. Jack in the Box Inc. (the “Company”) owns, operates and franchises Jack in the Box® quick-service hamburger restaurants and Qdoba Mexican Grill® (“Qdoba”) fast-casual restaurants. In fiscal 2004, we generated total revenues of $2.3 billion. As of the end of our fiscal year on October 3, 2004, the Jack in the Box system included 2,006 restaurants, of which 1,558 were company-operated and 448 were franchise-operated. Jack in the Box restaurants are located primarily in the western and southern United States. Based on the number of units, Jack in the Box is the second or third largest quick-service hamburger chain in most of its major markets. As of October 3, 2004, the Qdoba Mexican Grill system included 177 fast-casual restaurants in 31 states, of which 47 were company-operated and 130 were franchise-operated.

     Background. The first Jack in the Box restaurant, which offered only drive-thru service, opened in 1951. By 1968, the Jack in the Box chain had expanded its operations to approximately 300 restaurants. After the Company was purchased in 1968 by Ralston Purina Company, a major expansion program was initiated in an effort to penetrate the eastern and midwestern markets, and by 1979 business had grown to over 1,000 units. In 1979, the Company decided to divest 232 restaurants in the east and midwest to concentrate its efforts and resources in the western and southwestern markets, which were believed to offer the greatest growth and profit potential at that time. In 1985, a group of private investors acquired the Company and, in 1987, a public offering of common stock was completed. In 1988, the outstanding publicly-held shares were acquired by private investors through a tender offer. In 1992, a recapitalization was completed that included a public offering of common stock and indebtedness. Since that time, we have continued to grow, primarily through the addition of new company-operated restaurants, and we entered new markets in the Southeast beginning in 1999. In addition, to supplement our core growth and balance the risk associated with growing solely in the highly competitive quick-service hamburger (“QSR”) segment of the restaurant industry, on January 21, 2003, we acquired Qdoba Restaurant Corporation, operator and franchisor of Qdoba Mexican Grill, expanding our growth opportunities into the fast-casual restaurant segment.

     Strategic Plan. Our business plan is to transition from a regional quick-service restaurant chain to a national restaurant company by sustaining and managing a portfolio of brands to grow shareholder value. The two cornerstones of our strategic plan are re-invention of the Jack in the Box brand and multifaceted growth. Re-invention of the Jack in the Box brand encompasses upgrades to our menu, guest service and restaurant facilities. Our multifaceted growth strategy includes growing our restaurant base, increasing our franchising activities, continuing to grow Qdoba, expanding our proprietary Quick Stuff® convenience store concept and testing our new fast-casual restaurant concept, JBX Grill®. We intend to remain flexible in our strategies to grow the business in our pursuit of long-term increases in shareholder value.

     Operating Strategy – Brand Re-invention. We believe that brand re-invention will clearly differentiate us from our competition and make Jack in the Box a preferred brand by offering customers a better restaurant experience than typically found in the QSR segment today. Brand re-invention will include changes to the following aspects of the restaurant experience:

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Better Food. We believe that product innovation and our focus on higher-quality products will further differentiate our menu from our competitors, strengthen our brand and increase our appeal to a broader consumer audience. In support of these initiatives, in fiscal 2004, we successfully introduced our Pannido™ deli-style sandwiches, Sourdough Melts, Natural Cut Fries and new flavors of ice cream shakes, following the introduction of Jack’s Ultimate Salads™ in 2003. We also opened our new Innovation Center in March 2004. The Innovation Center unites research and development with product marketing and other key support functions. Additional premium-quality products are in various stages of test and development as we continue to leverage product quality and innovation as a means to differentiate our menu from other quick-service chains. In addition to adding new products to our product line, we continued our strategy to optimize menu productivity and reduce reliance on discounting, which is expected to continue improving sales, margins, kitchen efficiency, and guest service.

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Improved Service. A second major aspect of brand re-invention involves enhancements to the quality of our service. Enhancements in fiscal 2004 include the implementation of computer-based training (“CBT”) in our restaurants and completion of the rollout of our new point-of-sale (“POS”) system which permits credit and debit purchases, resulting in higher check averages. Our new POS system cuts down on transaction processing times, while providing our customers with more convenient payment alternatives. Fiscal year 2005 initiatives underway include a more comprehensive program for evaluating customer service directly from the guest’s perspective and a new benefit plan for crew members which is expected to contribute a higher and more consistent level of guest service while improving retention and reducing training costs. Also, we recently introduced “Jack Cash”, re-loadable stored-value cards, in virtually all company and franchised restaurants.

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Re-Imaged Restaurants. The third important element of brand re-invention is the renovation of the restaurant facility. We have developed unique and proprietary, interior and exterior, design schemes that will more fully incorporate our fictional founder “Jack”, into the restaurant experience. We believe it is important to create a “destination dining” experience for guests and remain consistent with our goals of upgrading the quality of our food and guest service. We will begin testing the new interior and exterior designs for the restaurants, re-imaging approximately 50 restaurants in fiscal 2005 and, if the test is successful, approximately 200 restaurants each year thereafter at a cost of approximately $100,000 per restaurant.

     With approximately 78% of our restaurants company-owned, we believe that we are in an excellent position to execute our brand re-invention strategy while maintaining quality and consistency in our restaurant operations.

     Growth Strategy. Our growth strategy is multifaceted and includes the following components: (i) developing new company-operated restaurants; (ii) expanding our unique convenience store concept, Quick Stuff, a full-service convenience store on a site shared with a full-sized Jack in the Box restaurant and a branded fuel station; (iii) expanding our franchising activities; (iv) growing Qdoba, our fast-casual subsidiary, and (v) testing our new fast-casual concept, JBX Grill. During the next two years, in an effort to focus heavily on re-inventing our core business and to conserve capital, we will slow our growth of new company-operated restaurants and plan not to actively pursue additional restaurant concepts for acquisition.

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Company Restaurant Growth. We opened 56 new company-operated restaurants in fiscal 2004, including 11 restaurants shared with a Quick Stuff store and fuel station. We believe our convenience store concept provides a strong unit economic model and allows for increased penetration of existing markets by providing additional site development flexibility in unique locations where there is less competition. Fiscal year 2004 restaurant growth was in existing markets, as we continue to see opportunities to increase our market penetration, and intend to leverage media, supervision, and food delivery costs.

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Franchise Restaurant Growth. To improve margins and returns on capital over time, our business model includes increasing the use of franchising as we grow the Company. We will continue expanding franchising activities, including the selective sale of certain Jack in the Box company-operated restaurants to franchisees. In fiscal 2004, we sold 49 Jack in the Box restaurants to franchisees and franchisees developed 5 new restaurants. Through continued conversions and new development agreements, we intend to increase the percentage of franchised restaurants in the system over the next four-to-five years to approximately 35% from approximately 22% at October 3, 2004, and accelerate cash flows for deployment back into the business to increase shareholder value.

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Expansion of Qdoba. We will continue to actively grow our fast-casual subsidiary. With a substantial number of new stores in its development pipeline and, in 2004, high single digit increases in sales at restaurants open more than one fiscal year (“same-store sales”), Qdoba is well on its way to becoming a national brand and a leader in the fastest-growing segment of the restaurant industry.

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JBX Grill. JBX Grill is a new fast casual concept designed to appeal to a broad customer base that seeks a better dining experience than typically found in QSR restaurants. JBX Grill is still in the early stages of test at two locations in San Diego. In fiscal 2005, we will expand this concept by converting approximately seven Jack in the Box restaurants in Boise, Idaho and Bakersfield, California, and opening two new restaurants shortly thereafter. Furthermore, by the end of fiscal year 2005, the test, if successful, will expand to the Dallas market. Based on our learnings thus far, we believe that approximately 10-15 percent of the Jack in the Box chain may be converted to this new fast-casual concept over a five-year period.

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Restaurant Concepts

     Jack in the Box. Jack in the Box restaurants offer a broad selection of distinctive, innovative products targeted primarily at the adult fast-food consumer. The Jack in the Box menu features a variety of hamburgers, salads, specialty sandwiches, tacos, drinks and side items. Hamburger products include our signature Jumbo Jack®, Sourdough Jack® and Ultimate Cheeseburger. Jack in the Box restaurants also offer premium entrée salads, Jack’s Ultimate Salads, and sandwiches, such as our Pannido™ deli-style sandwiches, to appeal to a broader customer base, including more women and consumers older than our traditional target of men 18-34 years old. Furthermore, Jack in the Box restaurants offer value-priced products, known as “Jack’s Value Menu,” to compete against price-oriented competitors and because value is important to certain fast-food customers. In addition to offering high quality products, Jack in the Box restaurants offer customers the ability to customize their meals. A customer may elect to forgo the bun and sauce in favor of a low-carb burger, or substitute ingredients to create a mix of flavors suited to their personal tastes. We believe that our distinctive menu has been instrumental in developing brand loyalty and is appealing to customers with a broad range of food preferences. Furthermore, we believe that, as a result of our diverse menu, our restaurants are less dependent than other quick-service chains on the commercial success of one or a few products.

     The Jack in the Box restaurant chain was the first major hamburger chain to develop and expand the concept of drive-thru restaurants. In addition to drive-thru windows, most of our restaurants have seating capacities ranging from 20 to 100 persons and are open 18-24 hours a day. Drive-thru sales currently account for approximately 65% of sales at company-operated restaurants.

     The following table summarizes the changes in the number of company-operated and franchised Jack in the Box restaurants since the beginning of fiscal 2000:

     Qdoba. Qdoba restaurants offer a broad selection of fresh, high quality “Nouveau-Mexican” food with unique bold tastes. The Qdoba menu fuses traditional Mexican flavors with popular flavors from other cuisines and features a variety of signature burritos, the “Naked Burrito” (a burrito served in a bowl without the tortilla), non-traditional taco salads, 3-cheese nachos and five signature salsas. Qdoba’s broad menu allows it to satisfy multiple meal occasions, both dine-in and take-out, for a wide variety of customers. Qdoba restaurants also offer a Q-to-Go® Hot Taco Bar catering alternative, tailored to feeding 20-100, or more. The Q-to-Go Hot Taco Bar comes with everything from serving utensils to grilled steak and chicken, tortillas, three unique salsas, toppings and dessert. The seating capacity at Qdoba restaurants ranges from 60 to 80 persons including outdoor patio seating availability.

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Restaurant Expansion and Site Selection and Design

     Restaurant Expansion. The Company’s long-term growth strategy includes continued restaurant expansion. We opened 56 new Jack in the Box company-operated restaurants in fiscal 2004. A slower rate of restaurant growth is forecasted over the course of a few years in an effort to conserve capital and focus on brand re-invention. In fiscal 2005, we plan to open 45-50 new Jack in the Box and JBX Grill restaurants, including franchised units. Fiscal year 2005 restaurant growth will be in existing markets, as we continue to see opportunities to increase our market penetration, and intend to leverage media, supervision, and food delivery costs.

     Of the new Jack in the Box restaurants forecasted in 2005, we plan to combine 10-12 with our branded convenience store concept, Quick Stuff. By operating a full-service Quick Stuff store and a major branded fuel station with a full size Jack in the Box restaurant on one site, we are able to generate multiple revenue streams and grow our Jack in the Box brand using locations that would otherwise be too costly for a typical stand-alone QSR restaurant. In addition to providing site development flexibility, our branded convenience store concept also provides us with a solid unit economic model, while retaining operating characteristics similar to our core business. As of October 3, 2004, we owned and operated 29 Quick Stuff stores, and over the next five years, we expect to accelerate growth of this unique co-branded convenience store concept, in both existing and contiguous markets.

     In fiscal year 2004, we continued to open new Qdoba company-operated restaurants. While we anticipate opening new company-operated restaurants in existing markets over the next few years, Qdoba’s growth is expected to come primarily from increasing the number of franchise-developed locations. In fiscal 2005, we plan to open approximately 75 new Qdoba restaurants, including franchised units. We remain committed to growing our fast-casual subsidiary and believe that Qdoba has significant expansion potential.

     Site Selection and Design. Site selections for all new restaurants are made after an economic analysis and a review of demographic data and other information relating to population density, traffic, competition, restaurant visibility and access, available parking, surrounding businesses and opportunities for market penetration. Restaurants developed by franchisees are built to our specifications on sites which have been approved by us.

     We have developed multiple restaurant prototypes to help reduce costs and improve our flexibility in locating restaurants. Management believes that the flexibility provided by the alternative configurations enables us to match the restaurant configuration with specific economic, demographic and geographic characteristics of a particular site. Typical development costs for new Jack in the Box and Qdoba restaurants ranged from approximately $1.3 million to $1.8 million and $0.4 million to $0.5 million, respectively, during fiscal year 2004. We use lease financing and other means to lower our cash investment in a typical Jack in the Box restaurant to approximately $0.3 million to $0.4 million.

Franchising Program

     Jack in the Box. Our long-term growth strategy also includes the selective expansion of our franchising operations. As of October 3, 2004, franchisees operated 448 Jack in the Box restaurants. We will continue to expand our franchising activities, including the sale of Jack in the Box company-operated restaurants to franchisees and new franchised restaurants through the sale of development agreements. We will also explore opportunities to franchise our JBX Grill concept. Within four-to-five years, we expect to increase the percentage of franchised Jack in the Box and JBX Grill units to approximately 35% of our system-wide total from about 22% as of October 3, 2004. We offer development agreements for construction of one or more new restaurants over a defined period of time and in a defined geographic area. Developers are required to pay a development fee, a portion of which may be credited against franchise fees due for restaurants to be opened in the future. Developers may forfeit such fees and lose their rights to future development if they do not maintain the required schedule of openings.

     The current Jack in the Box franchise agreement provides for an initial franchise fee of $50,000 per restaurant, royalties of 5% of gross sales, marketing fees of 5% of gross sales and, in most instances, a 20-year term. Some existing agreements provide for royalties and marketing fees at rates as low as 4%. In connection with the sale of a company-operated restaurant, the restaurant equipment and the right to do business at that location are sold to the franchisee. The aggregate price is equal to the negotiated fair market value of the restaurant as a going concern, which depends on various factors, including the history of the restaurant, its location and its cash flow

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potential. In addition, the land and building are leased or subleased to the franchisee at a negotiated rent, generally equal to the greater of a minimum base rent or a percentage of gross sales. The franchisee is usually required to pay property taxes, insurance and maintenance costs.

     We view our non-franchised Jack in the Box units as a potential resource which, on a selected basis, can be sold to a franchisee, generating additional current cash flow and revenues while still maintaining future cash flows and earnings through franchise rents and royalties. While the ratio of franchised to company-operated restaurants is expected to increase over the next several years as we increase our franchising activities, we still expect to maintain a low ratio relative to our major competitors for some time to come.

     Qdoba Mexican Grill. We plan to continue to grow the Qdoba brand, primarily through increased franchising activities. We offer area development agreements for the construction of five to 20 new restaurants over a defined period of time and in a defined geographic area for a development fee, a portion of which may be credited against franchise fees due for restaurants to be opened in the future. If the developer does not maintain the required schedule of openings, they may forfeit such fee and lose their rights to future development. The current franchise agreement provides for an initial franchise fee of $25,000 per restaurant, royalties of 5% of gross sales, marketing fees of up to 2% of gross sales and, in most instances, a 10-year term.

Restaurant Operations

     Restaurant Management. Each restaurant is operated by a company-employed manager or a franchisee who are directly responsible for the operation of the restaurants, including product quality, service, food handling safety, cleanliness, inventory, cash control and the conduct and appearance of employees. Our restaurant managers attend extensive management training classes involving a combination of classroom instruction and on-the-job training in specially designated training restaurants. Restaurant managers and supervisory personnel train other restaurant employees in accordance with detailed procedures and guidelines using training aids available at each location. To enhance the effectiveness of our training, in 2004 we introduced a new, interactive system of computer-based training, which replaced each restaurant’s use of videotapes with a touch-screen computer terminal. The CBT technology incorporates audio, video and text, all of which are updated on the computer via satellite technology. CBT is also designed to reduce the administrative demands on restaurant managers.

     Area managers supervise restaurant managers and regional vice presidents or regional directors supervise area managers. Under our performance system, regional vice presidents, regional directors, area managers and restaurant managers are eligible for periodic bonuses based on achievement of location profit, profit improvement and/or certain other operational performance standards.

     Customer Satisfaction. We devote significant resources toward ensuring that all restaurants offer quality food and good service. Emphasis is placed on ensuring that ingredients are delivered timely to the restaurants. Restaurant food production systems are continuously developed and improved, and we train our employees to be dedicated to delivering consistently good service. Through our network of distribution, quality assurance, facilities services and restaurant management personnel, including regional vice presidents, regional directors, area managers and restaurant managers, we standardize specifications for food preparation and service, employee conduct and appearance, and the maintenance and repair of our premises. Operating specifications and procedures are documented in a series of manuals and CBT presentations. During fiscal year 2004, most Jack in the Box restaurants received approximately four quality, food safety and cleanliness inspections and 26 “Mystery Guest” audits. We have recently replaced our Mystery Guest audits with a program that asks randomly selected customers to rate their restaurant experience in an automated survey via telephone or Internet. This new guest feedback system called “Voice of the Customer” is expected to provide restaurant managers with more relevant guest feedback regarding the Jack in the Box experience. Voice of the Customer will increase feedback frequency providing each restaurant several customer surveys each week, and is expected to save the Company approximately $1 million annually in the replacement of its Mystery Guest program.

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Quality Assurance

     Our “farm-to-fork” food safety and quality assurance program is designed to maintain high standards for the food products and food preparation procedures used by company-operated and franchised restaurants. We maintain product specifications and approve product sources. We have a comprehensive, restaurant-based Hazard Analysis & Critical Control Points (“HACCP”) system for managing food safety and quality. HACCP combines employee training, testing by suppliers, and detailed attention to product quality at every stage of the food preparation cycle. Our HACCP program has been recognized as a leader in the industry by the USDA, FDA and the Center for Science in the Public Interest. For example, in 2004, we won the Black Pearl Award, presented annually by the International Association of Food Protection to the company that most successfully advances food safety and quality in the world.

     In addition to our HACCP system, Jack in the Box uses ServSafe®, a nationally recognized food-safety training and certification program administered in partnership with the National Restaurant Association. All restaurant managers and grill employees receive special grill certification training and are certified annually.

Purchasing and Distribution

     We provide purchasing, warehouse and distribution services for all Jack in the Box company-operated and nearly 65% of our franchise-operated restaurants. The remaining Jack in the Box franchisees participate in a purchasing cooperative they formed in 1996 and contract with another supplier for distribution services. As of October 3, 2004, we also provided these services to approximately 40% of Qdoba’s company and franchise-operated restaurants. The remaining Qdoba restaurants purchase product from approved suppliers and distributors. Some products, primarily dairy and bakery items, are delivered directly by approved suppliers to both company-operated and franchised restaurants.

     Regardless of whether we provide distribution services to a restaurant or not, we require that all suppliers meet our strict HACCP program standards previously discussed. The primary commodities purchased by the restaurants are beef, poultry, pork, cheese and produce. We monitor the primary commodities we purchase in order to minimize the impact of fluctuations in price and availability, and make advance purchases of commodities when considered to be advantageous. However, certain commodities still remain subject to price fluctuations. All essential food and beverage products are available, or can be made available, upon short notice from alternative qualified suppliers.

Information Systems

     We have centralized financial and accounting systems for company-operated restaurants, which we believe are important in analyzing and improving profit margins and accumulating marketing information for analysis. Our restaurant satellite-enabled software allows for daily, weekly or monthly polling of sales, inventory and labor data from the restaurants. Jack in the Box restaurants use a standardized touch screen POS system which allows us to accept debit and credit cards and, beginning in November 2004, Jack Cash re-loadable gift cards. We have also developed several systems to assist restaurant managers in overseeing the daily operations of their restaurants. We use an interactive computer-based training system in our Jack in the Box restaurants as the standard training tool for new hire training and periodic workstation re-certifications, and have a labor scheduling system to assist in managing labor hours based on forecasted sales volumes. We also have a highly reliable inventory management system, which provides consistent deliveries to our restaurants with excellent control over food safety, and, to support order accuracy and speed of service, our drive-thru restaurants use order confirmation screens. Qdoba restaurants use POS software with touch screens, accept debit and credit cards at all company-owned locations and use back-of-the-restaurant software to control purchasing, inventory, food and labor costs. These software products have been customized to meet Qdoba’s operating standards.

Advertising and Promotion

     The Company builds brand awareness through its marketing and advertising programs and activities. These activities are supported primarily by contractual contributions from all company and franchised restaurants

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based on a percentage of sales. We use regional and local campaigns on television, radio and print media to advertise restaurant products, promote brand awareness and attract customers.

Employees

     At October 3, 2004, we had approximately 45,000 employees, of whom approximately 43,000 were restaurant employees, 700 were corporate personnel, 400 were distribution employees and 900 were field management and administrative personnel. Employees are paid on an hourly basis, except most restaurant managers, operations and corporate management, and certain administrative personnel. A majority of our restaurant employees are employed on a part-time, hourly basis to provide services necessary during peak periods of restaurant operations.

     We have not experienced any significant work stoppages and believe our labor relations are good. In fact, during the last three years we have realized steady improvements in our hourly restaurant employee retention rate, and crew turnover is currently at its lowest level in recent history. We support our employees, including part-time workers, by offering competitive wages, competitive benefits, including a pension plan and medical insurance for all of our employees meeting certain requirements, and discounts on dining. Furthermore, in September 2004, Jack in the Box began offering all hourly employees access to health coverage, including vision and dental benefits. As an additional incentive to crew members with more than a year of service, the Company will pay a portion of their premiums. We expect this program will further reduce turnover, as well as training costs and workers’ compensation claims. We also attempt to motivate and retain our employees by providing them with opportunities for increased responsibilities and advancement, as well as performance-based cash incentives tied to sales, profitability and certain qualitative measures.

Executive Officers

     The following table sets forth the name, age (as of December 31, 2004) and position of each person who is an executive officer of Jack in the Box Inc.:

     Mr. Nugent has been Chairman of the Board since February 2001 and Chief Executive Officer since April 1996. Mr. Nugent assumed the title of President effective January 2003 until November 2003 upon Ms. Lang’s promotion to President. He was President from April 1996 to February 2001 and Executive Vice President from February 1985 to April 1996. He has been a director since February 1988. Mr. Nugent has 25 years of experience with the Company in various executive and operations positions.

     Ms. Lang has been President and Chief Operating Officer since November 2003. She was Executive Vice President from July 2002 to November 2003, Senior Vice President, Marketing from May 2001 to July 2002, Vice President and Regional Vice President, Southern California Region from April 2000 to May 2001, Vice President, Marketing from March 1999 to April 2000 and Vice President, Products, Promotions and Consumer Research from February 1996 until March 1999. Ms. Lang has 17 years of experience with the Company in various marketing, finance and operations positions.

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     Mr. Hoffner has been Executive Vice President and Chief Financial Officer since August 2001. Prior to joining the Company he was Executive Vice President of Administration and Chief Financial Officer of Cost Plus, Inc. from June 1998 to August 2001 and Senior Vice President and Chief Financial Officer of Sweet Factory, Inc. from April 1993 to June 1998. On November 17, 2004, the Company announced the retirement of Mr. Hoffner. Mr. Hoffner will continue to serve as Chief Financial Officer until January 23, 2005, and thereafter will serve as Vice President, Financial Strategy until December 31, 2005. Effective January 24, 2005, Mr. Rebel will assume the position of Senior Vice President and Chief Financial Officer.

     Mr. Schauf has been Executive Vice President and Secretary since August 1996. Prior to joining the Company he was Senior Vice President, General Counsel and Secretary of Wendy’s International, Inc. from February 1991 to August 1996.

     Mr. Schultz was promoted to Executive Vice President, Operations and Franchising effective November 2004. He was Senior Vice President, Operations and Franchising from August 1999 to November 2004, and was Vice President from May 1988 to August 1999. Mr. Schultz has 31 years of experience with the Company in various operations positions.

     Mr. Cetti has been Senior Vice President, Human Resources and Strategic Planning since July 2002. From October 1995 to July 2002, he was Vice President, Human Resources and Strategic Planning. Mr. Cetti has 24 years of experience with the Company in various human resources and training positions.

     Dr. Theno has been Senior Vice President, Quality and Logistics since May 2001. He was Vice President, Technical Services from April 1994 to May 2001. Dr. Theno has 12 years of experience with the Company in various quality assurance and product safety positions.

     Ms. Boyd has been a Vice President of the Company since November 2001. She was Division Vice President, Planning and Analysis from October 1997 to November 2001 and Director, Planning and Analysis from November 1992 to October 1997. Ms. Boyd has 17 years of experience with the Company in various finance positions.

     Ms. Cline has been a Vice President of the Company since August 2000 and Chief Information Officer since May 2000. She was Division Vice President of Systems Development from August 1993 to May 2000. Ms. Cline has 27 years of experience with the Company in various management information systems positions.

     Ms. Graham has been a Vice President of the Company since July 2002. She was Division Vice President, Marketing Services and Regional Marketing from April 2000 to July 2002, and Director of Marketing Services from October 1998 to July 2002. Ms. Graham has 14 years of experience with the Company in various marketing positions.

     Mr. Rebel has been Vice President, Controller since September 2003. Prior to joining the Company he was Vice President, Controller of Fleming Companies Inc. from February 2002 to September 2003. From January 1991 to February 2002, he held various accounting and finance positions with CVS Corporation, including Executive Vice President and Chief Financial Officer of the ProCare division from September 2000 to February 2002, and Vice President Finance from July 1995 to September 2000. As previously discussed, effective January 24, 2005, Mr. Rebel will assume the position of Senior Vice President and Chief Financial Officer.

     Mr. Sachs has been Vice President, Treasurer since November 1999. He was Treasurer from January 1986 to November 1999. Mr. Sachs has 26 years of experience with the Company in various finance positions.

     Mr. Beisler has been Chief Executive Officer of Qdoba Restaurant Corporation since November 2000 and President since January 1999. He was Chief Operating Officer from April 1998 to December 1998.

Trademarks and Service Marks

     The Jack in the Box, Quick Stuff, JBX Grill and Qdoba Mexican Grill names are of material importance to us and each is a registered trademark and service mark in the United States. In addition, we have registered numerous service marks and trade names for use in our businesses, including the Jack in the Box logo, the Qdoba logo and various product names and designs.

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Seasonality

     Our restaurant sales and profitability are subject to seasonal fluctuations and are traditionally higher during the spring and summer months because of factors such as increased travel and improved weather conditions, which affect the public’s dining habits.

Competition and Markets

     The restaurant business is highly competitive and is affected by the competitive changes in a geographic area, changes in the public’s eating habits and preferences, local and national economic conditions affecting consumer spending habits, population trends and traffic patterns. Key elements of competition in the industry are the quality and value of the food products offered, price, quality and speed of service, advertising, name identification, restaurant location and attractiveness of facilities.

     Each Jack in the Box and Qdoba restaurant competes directly and indirectly with a large number of national and regional restaurant chains, as well as with locally owned quick-service restaurants and the fast casual segment. In selling franchises, we compete with many other restaurant franchisers, some of whom have substantially greater financial resources and higher total sales volume.

Regulation

     Each restaurant is subject to regulation by federal agencies, as well as licensing and regulation by state and local health, sanitation, safety, fire and other departments. Difficulties or failures in obtaining any required licensing or approval could result in delays or cancellations in the opening of new restaurants.

     We are also subject to federal and state laws regulating the offer and sale of franchises. Such laws impose registration and disclosure requirements on franchisors in the offer and sale of franchises and may also apply substantive standards to the relationship between franchisor and franchisee, including limitations on the ability of franchisers to terminate franchisees and alter franchise arrangements. We believe we are operating in compliance with applicable laws and regulations governing our operations.

     We are subject to the Fair Labor Standards Act and various state laws governing such matters as minimum wages, exempt status classification, overtime and other working conditions. A significant number of our food service personnel are paid at rates related to the federal and state minimum wage, and, accordingly, increases in the minimum wage increase our labor costs. Federal and state laws may also require us to provide paid and unpaid leave to our employees, which could result in significant additional expense to us.

     We are subject to certain guidelines under the Americans with Disabilities Act of 1990 (“ADA”) and various state codes and regulations, which require restaurants to provide full and equal access to persons with physical disabilities. To comply with such laws and regulations, the cost of remodeling and developing restaurants has increased, principally due to the need to provide certain older restaurants with ramps, wider doors, larger restrooms and other conveniences.

     We are also subject to various federal, state and local laws regulating the discharge of materials into the environment. The cost of developing restaurants has increased to comply with these laws. Additional costs relate primarily to the necessity of obtaining more land, landscaping and below surface storm drainage and the cost of more expensive equipment necessary to decrease the amount of effluent emitted into the air and ground.

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Company Website

     The Company’s primary website can be found at www.jackinthebox.com. The Company makes available free of charge at this website (under the “Investors - SEC Filings - SEC Filings by Jack in the Box Inc.” caption) all of its reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, including its Annual Report on Form 10-K, its Quarterly Reports on Form 10-Q and its Current Reports on Form 8-K and amendments to those reports. These reports are made available on the website as soon as reasonably practicable after their filing with, or furnishing to, the Securities and Exchange Commission. Furthermore, we also make available on our website, and in print to any shareholder who requests it, the Company’s Corporate Governance Guidelines, the Committee Charters for Audit, Compensation, and Nominating and Governance Committees, as well as the Code of Ethics that applies to all directors, officers and employees of the Company. Amendments to these documents or waivers related to the Code of Ethics will be made available on the Company’s website as soon as reasonably practicable after their execution.

Forward-Looking Statements and Risk Factors

     From time-to-time the Company makes oral and written statements that reflect the Company’s current expectations regarding future results of operations, economic performance, financial condition and achievements of the Company. We try, whenever possible, to identify these forward-looking statements by using words such as “anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “plan,” “project,” “may,” “will,” “would,” and similar expressions. Certain forward-looking statements are included in this Form 10-K, principally in the sections captioned “Business,” “Legal Proceedings,” the “Consolidated Financial Statements” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” including statements regarding our strategic plans and operating strategies. Although we believe that the expectations reflected in our forward-looking statements are based on reasonable assumptions, such expectations may prove to be materially incorrect due to known and unknown risks and uncertainties.

     In some cases, information regarding certain important factors that could cause actual results to differ materially from any forward-looking statement appears together with such statement. In addition, the following factors, as well as other possible factors not listed, could cause actual results to differ materially from those expressed in forward-looking statements; weather conditions that adversely affect the level of customer traffic; changes in accounting policies and practices; assumptions relating to pension costs, including the possibility of increased pension expense and contributions; the practical or psychological effects of terrorist acts or government responses; the on-going conflict in Iraq; war or the risk of war; the costs and other effects of legal claims by employees, franchisees, customers, vendors, stockholders and others, including settlement of those claims; and the effectiveness of management strategies and decisions.

     Risks Related to the Food Service Industry. Food service businesses may be affected by changes in consumer tastes, national, regional and local economic and political conditions, demographic trends, and the impact on consumer eating habits of new information regarding diet, nutrition and health. The performance of individual restaurants may be adversely affected by factors such as traffic patterns, demographics and the type, number and location of competing restaurants.

     Multi-unit food service businesses such as ours can also be materially and adversely affected by widespread negative publicity of any type, but particularly regarding food quality, illness, obesity, injury or other health concerns with respect to certain foods. To minimize the risk of food-borne illness, we have implemented a HACCP system for managing food safety and quality. Nevertheless, the risk of food-borne illness cannot be completely eliminated. Any outbreak of such illness attributed to our restaurants or within the food service industry or any widespread negative publicity regarding our brands or the restaurant industry in general could have a material adverse effect on our financial condition and results of operations.

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     Dependence on frequent deliveries of fresh produce and groceries subjects food service businesses, such as ours, to the risk that shortages or interruptions in supply, caused by adverse weather or other conditions, could adversely affect the availability, quality and cost of ingredients. In addition, unfavorable trends or developments concerning factors such as inflation, increased cost of food, labor, energy, insurance and employee benefits (including increases in hourly wage, and workers’ compensation and other insurance premiums), increases in the number and locations of competing restaurants, regional weather conditions and the availability of experienced management and hourly employees, may also adversely affect the food service industry in general. Because our restaurants are predominantly company-operated, we may have greater exposure to operating cost issues than chains that are primarily franchised. Changes in economic conditions affecting our customers could reduce traffic in some or all of our restaurants or impose practical limits on pricing, either of which could have a material adverse effect on our financial condition and results of operations. Our continued success will depend in part on our ability to anticipate, identify and respond to changing conditions.

     Risks Associated with Development. We intend to grow primarily by developing additional company-owned restaurants and through new restaurants to be developed by franchisees. Development involves substantial risks, including the risk of (i) the availability of financing the Company and to franchisees at acceptable rates and terms, (ii) development costs exceeding budgeted or contracted amounts, (iii) delays in completion of construction, (iv) the inability to identify, or the unavailability of suitable sites, both traditional and nontraditional, on acceptable leasing or purchase terms, (v) developed properties not achieving desired revenue or cash flow levels once opened, (vi) competition for suitable development sites from competitors; (vii) incurring substantial unrecoverable costs in the event a development project is abandoned prior to completion, (viii) the inability to obtain all required governmental permits, including, in appropriate cases, liquor licenses; (ix) changes in governmental rules, regulations, and interpretations (including interpretations of the requirements of the ADA) and (x) general economic and business conditions.

     Although we intend to manage our development to reduce such risks, we cannot assure you that present or future development will perform in accordance with our expectations. We cannot assure you that we will complete the development and construction of the facilities, or that any such development will be completed in a timely manner or within budget, or that such restaurants will generate our expected returns on investment. Our inability to expand in accordance with our plans or to manage our growth could have a material adverse effect on our results of operations and financial condition.

     Risks Associated with Growth. Our plans to test and expand our new fast casual concept, to increase our franchising activities, and accelerate development of Qdoba and our convenience store/gas station/restaurant co-brand will require the implementation of enhanced operational and financial systems and will require additional management, operational, and financial resources. For example, we will be required to recruit franchise sales and administrative personnel; and to recruit and train managers and other personnel for each new company-owned restaurant, as well as additional development and accounting personnel. We cannot assure you that we will be able to manage our expanding operations effectively to continue to recognize value from our test concept, from franchising and co-branding. The failure to implement such systems and add such resources on a cost-effective basis could have a material adverse effect on our results of operations and financial condition.

     Reliance on Certain Markets. Because our business is regional, with nearly 65% of our restaurants located in the states of California and Texas, the economic conditions, state and local government regulations and weather conditions affecting those states may have a material impact upon our results.

     Risks Related to Entering New Markets and Developing New Concepts. We cannot assure you that we will be able to successfully expand our new fast casual concept or successfully expand or acquire critical market presence for our brands in new geographical markets, as we may encounter well-established competitors with substantially greater financial resources. We may be unable to find attractive locations, acquire name recognition, successfully market our products and attract new customers. Competitive circumstances and consumer characteristics in new market segments and new geographical markets may differ substantially from those in the market segments and geographical markets in which we have substantial experience. We cannot assure you that we will be able to successfully integrate or profitably operate our new fast casual concept or new company-operated or franchised restaurants in new geographical markets.

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     Competition. The restaurant industry is highly competitive with respect to price, service, location, personnel and the type and quality of food, and there are many well-established competitors. Each restaurant competes directly and indirectly with a large number of national and regional restaurant chains, as well as with locally-owned quick–service restaurants, fast-casual restaurants, sandwich shops and similar types of businesses. The trend toward convergence in grocery, deli and restaurant services may increase the number of our competitors. Such increased competition could have a material adverse effect on our financial condition and results of operations. Some of our competitors have substantially greater financial, marketing, operating and other resources than we have, which may give them a competitive advantage. Certain of our competitors have introduced a variety of new products and engaged in substantial price discounting in recent years and may continue to do so in the future. We plan to take various steps in connection with our “brand re-invention” strategy, including introducing new, higher quality products, discontinuing older menu items, testing new service and training initiatives, and making improvements to facility image at our restaurants. However, there can be no assurance of the success of our new products, initiatives or our overall strategies or that competitive product offerings, pricing and promotions will not have an adverse effect upon our results of operations and financial condition.

     Risks Related to Increased Labor Costs. We have a substantial number of employees who are paid wage rates at or slightly above the minimum wage. As federal and state minimum wage rates increase, we may need to increase not only the wages of our minimum wage employees but also the wages paid to the employees at wage rates which are above minimum wage. If competitive pressures or other factors prevent us from offsetting the increased costs by increases in prices, our profitability may decline. In addition, various proposals that would require employers to provide health insurance for all of their employees are being considered from time-to-time in Congress and various states. We offer access to healthcare benefits to our restaurant crew members. If our crew members do not find the opportunity to obtain this insurance attractive, we may not see the reductions in turnover, training costs and workers’ compensation claims that we expect. The imposition of any requirement that we provide health insurance to all employees on terms materially different from our existing programs would have a material adverse impact on the results of operations and financial condition of the Company.

     Risks Related to Advertising. Some of our competitors have greater financial resources which enable them to purchase significantly more television and radio advertising than we are able to purchase. Should our competitors increase spending on advertising and promotion, should the cost of television or radio advertising increase, or our advertising funds decrease for any reason, including implementation of reduced spending strategies, or should our advertising and promotion be less effective than our competitors’, there could be a material adverse effect on our results of operations and financial condition.

     Taxes. Our income tax provision is sensitive to expected earnings and, as expectations change, our income tax provisions may vary from quarter-to-quarter and year-to-year. In addition, from time-to-time, we may take positions for filing our tax returns, which differ from the treatment for financial reporting purposes. The ultimate outcome of such positions could have an adverse impact on our effective tax rate. Our effective tax rate for fiscal 2005 is expected to be higher than our fiscal 2004 rate.

     Risks Related to Franchise Operations. At October 3, 2004, approximately 22% of the Jack in the Box restaurants were franchised. Our plan is to increase the percentage of franchised restaurants over the next five years. Our ability to sell franchises and to realize gains from such sales is uncertain. The opening and success of franchised restaurants depends on various factors, including the demand for our franchises and the selection of appropriate franchisee candidates, the availability of suitable sites, the negotiation of acceptable lease or purchase terms for new locations, permitting and regulatory compliance, the ability to meet construction schedules, the availability of financing, and the financial and other capabilities of our franchisees and developers. We cannot assure you that developers planning the opening of franchised restaurants will have the business abilities or sufficient access to financial resources necessary to open the restaurants required by their agreements. We cannot assure you that franchisees will successfully participate in our strategic initiatives or operate their restaurants in a manner consistent with our concept and standards. In addition, certain federal and state laws govern our relationships with our franchisees. See “Risks Related to Government Regulations” below.

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     Risks Related to Government Regulations. See “Regulation”. The restaurant industry is subject to extensive federal, state and local governmental regulations, including those relating to the preparation and sale of food and those relating to building and zoning requirements. We and our franchisees are also subject to licensing and regulation by state and local departments relating to health, sanitation and safety standards, and liquor licenses and to laws governing our relationships with employees, including minimum wage requirements, overtime, working conditions and citizenship requirements. See “Risks Related to Increased Labor Costs” above. The inability to obtain or maintain such licenses or publicity resulting from actual or alleged violations of such laws could have an adverse effect on our results of operations. We are also subject to federal regulation and certain state laws, which govern the offer and sale of franchises. Many state franchise laws impose substantive requirements on franchise agreements, including limitations on noncompetition provisions and on provisions concerning the termination or nonrenewal of a franchise. Some states require that certain materials be registered before franchises can be offered or sold in that state. The failure to obtain or retain licenses or approvals to sell franchises could adversely affect us and our franchisees. Changes in, and the cost of compliance with, government regulations could have a material adverse effect on our operations.

     Risks Related to the Failure of Internal Controls. The Company maintains a documented system of internal controls which is reviewed and monitored by an Internal Controls Committee and tested by the Company’s full time Internal Audit Department. Both the Internal Controls Committee and the Internal Audit Department report to the Audit Committee of the Board of Directors. The Company believes it has a well-designed system to maintain adequate internal controls on the business. However, there can be no assurance that there won’t be any control deficiencies in the future. Should we become aware of any control deficiencies, the Internal Controls Committee would report them to the Audit Committee and recommend prompt remediation. We have devoted significant resources to document, test, monitor and improve our internal controls and will continue to do so; however, we cannot be certain that these measures will ensure that our controls are adequate in the future or that adequate controls will be effective in preventing fraud. If we fail to maintain an effective system of internal controls, we may not be able to accurately report our financial results or prevent fraud. Any failures in the effectiveness of our internal controls could have a material adverse effect on our operating results or cause us to fail to meet reporting obligations.

     Environmental Risks and Regulations. As is the case with any owner or operator of real property, we are subject to a variety of federal, state and local governmental regulations relating to the use, storage, discharge, emission and disposal of hazardous materials. Failure to comply with environmental laws could result in the imposition of severe penalties or restrictions on operations by governmental agencies or courts of law, which could adversely affect operations. We do not have environmental liability insurance; nor do we maintain a reserve to cover such events. We have engaged and may engage in real estate development projects and own or lease several parcels of real estate on which our restaurants are located. We are unaware of any significant hazards on properties we own or have owned, or operate or have operated, the remediation of which would result in material liability for the Company. In the event of the determination of contamination on such properties, the Company, as owner or operator, could be held liable for severe penalties and costs of remediation. We also operate motor vehicles and warehouses and handle various petroleum substances and hazardous substances, and are not aware of any current material liability related thereto.

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ITEM 2. PROPERTIES

     Of our 2,006 Jack in the Box and 177 Qdoba restaurants, we owned 777 restaurant buildings, including 545 located on leased land. In addition, we leased both the land and building for 1,186 restaurants, including 205 restaurants operated by franchisees. At October 3, 2004, franchisees directly owned or leased 220 restaurants.

     Our leases generally provide for fixed rental payments (with cost-of-living index adjustments) plus real estate taxes, insurance and other expenses. In addition, many of the leases provide for contingent rental payments of between 2% and 10% of the restaurant’s gross sales once certain thresholds are met. We have generally been able to renew our restaurant leases as they expire at then-current market rates. The remaining terms of ground leases range from approximately one year to 50 years, including optional renewal periods. The remaining lease terms of our other leases range from approximately one-year to 43 years, including optional renewal periods. At October 3, 2004, our leases had initial terms expiring as follows:

     Our principal executive offices are located in San Diego, California in an owned facility of approximately 150,000 square feet. We also own our 70,000 square foot Innovation Center and approximately 4 acres of undeveloped land directly next to it. Qdoba’s corporate support center is located in a leased facility in Wheat Ridge, Colorado. We also own one distribution center and lease six centers, with remaining terms ranging from one to 19 years, including optional renewal periods.

     Certain of our real and personal property are pledged as collateral for various components of our long-term debt.

ITEM 3. LEGAL PROCEEDINGS

     The Company is subject to normal and routine litigation. In the opinion of management, based in part on the advice of legal counsel, the ultimate liability from all pending legal proceedings, asserted legal claims and known potential legal claims should not materially affect our operating results, financial position and liquidity.

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ITEM 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS

     No matters were submitted to a vote of security holders during the fourth fiscal quarter ended October 3, 2004.

PART II

ITEM 5.	MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES

     The following table summarizes the equity compensation plans under which Company Common Stock may be issued as of October 3, 2004. Stockholders of the Company approved all plans.

     On September 15, 2004, the Company announced that its Board of Directors authorized a $35 million program to repurchase shares of the Company’s common stock from time to time, at management’s discretion, until October 2, 2005, the end of the Company’s next fiscal year. The following table summarizes treasury stock purchases made by the Company during the fourth quarter of fiscal year 2004. This authorization was fully utilized by October 27, 2004:

     The following table sets forth the high and low closing sales prices for our common stock during the fiscal quarters indicated, as reported on the New York Stock Exchange – Composite Transactions:

     We did not pay any cash or other dividends during the last two fiscal years and do not anticipate paying dividends in the foreseeable future. Our credit agreements prohibit our right to declare or pay dividends or make other distributions with respect to shares of our capital stock.

     As of October 3, 2004, there were 511 stockholders of record.

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ITEM 6. SELECTED FINANCIAL DATA

     Our fiscal year is 52 or 53 weeks, ending the Sunday closest to September 30. Fiscal year 2004 includes 53 weeks, and all other years include 52 weeks. The following selected financial data of Jack in the Box Inc. for each fiscal year was extracted or derived from financial statements which have been audited by KPMG LLP, our independent registered public accountants.

(1)

Fiscal years 2000 through 2003 have been restated from amounts previously reported to reflect certain adjustments as discussed in Item 7 – Restatement of Prior Financial Information and Note 1 to the Consolidated Financial Statements. The fiscal year 2000 total assets and stockholders’ equity reflect a cumulative impact of $19.3 million and $11.2 million, respectively, resulting from the restatement.

(2)

Fiscal year 2003 includes Qdoba results of operations since January 21, 2003, representing approximately 36 weeks.

(3)

Fiscal year 2003 includes $2.6 million related to lease-assumption obligations on five sites arising from the bankruptcy of the Chi Chi’s restaurant chain, previously owned by the Company. Fiscal year 2002 includes $9.3 million for costs associated with the settlement of a class action lawsuit and $6.3 million for costs related to the closure of eight under-performing restaurants. These items are described in Item 7 – Costs and Expenses.

(4)

Fiscal year 2004 includes a $9.2 million charge related to the refinancing of the Company’s term loan and the early redemption of its senior subordinated notes. This item is described in Item 7 – Costs and Expenses.

(5)

Fiscal year 2000 includes the recognition of $22.9 million in tax benefits primarily resulting from the settlement of a tax case.

	(6)		Fiscal year 2004 net earnings include approximately $1.1 million related to an additional week.
	(7)		In 2001, we adopted Staff Accounting Bulletin (“SAB”) 101 which requires that we recognize certain franchise percentage rents, which are contingent upon certain annual sales levels, in the period in which the contingency is met instead of being accrued for ratably. As a result of adopting SAB 101, we recorded a one-time after-tax cumulative effect from this accounting change of $1.9 million related to the deferral of franchise percentage rents not yet earned as of the beginning of fiscal year 2001.

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ITEM 7.	MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

Results of Operations

     All comparisons under this heading among 2004, 2003, and 2002 refer to the 53-week period ended October 3, 2004, and to the 52-week periods ended September 28, 2003, and September 29, 2002, respectively, unless otherwise indicated.

     The Company acquired Qdoba Restaurant Corporation (“Qdoba”), operator and franchisor of Qdoba Mexican Grill, on January 21, 2003. Qdoba’s operations are included since the date of acquisition, which includes 36-weeks of operations in fiscal year 2003.

Restatement of Prior Financial Information

     Following the review of the accounting adjustments cited in a November 23, 2004, Form 8-K filing by CKE Restaurants, Inc., and after discussions with the Company’s independent auditors, KPMG LLP, the Company determined on December 15, 2004 that one item, related to the treatment of lease accounting and leasehold depreciation, applied to the Company, and that it is appropriate to adjust certain prior financial statements. The resulting adjustments are all non-cash and have no material impact on the Company’s cash flows, cash position, revenues, same store sales, earnings from operations plus depreciation and amortization, or the Company’s compliance with the covenants under its senior credit facility. These adjustments were not attributable to any material non-compliance by the Company, as a result of any misconduct, with any financial reporting requirements under securities laws, and the Company believes there will not be any further adjustments as a result of its internal review of this matter.

     The issue requiring restatement relates to the Company’s historical accounting practice of depreciating its buildings on leased land, leasehold improvements, and certain intangible assets, over a period that included both the initial term of the lease and its option periods (or the useful life of the asset, if shorter). Concurrently, the Company has used the initial lease term in determining whether each of its leases was an operating lease or a capital lease and in calculating its straight-line rent expense. The Company believed that these longstanding accounting treatments were appropriate under generally accepted accounting principles. However, after noting the 8-K filing of CKE Restaurants, Inc., and following discussions with KPMG LLP, the Company has now interpreted the authoritative accounting literature to require that the Company use the same lease term for depreciating buildings on leased land, leasehold improvements and certain intangible assets as it uses in determining capital versus operating leases and calculating straight-line rent expense. Accordingly, the Company has adopted the following policy: Management will generally limit the depreciable lives for its buildings on leased land, leasehold improvements and certain intangible assets, which are subject to a lease, to the initial lease term. However, in circumstances where the Company would incur an economic penalty by not exercising one or more option periods, the Company may include one or more option periods when determining the depreciation period. In either circumstance, the Company’s policy requires consistency when calculating the depreciation period, in classifying the lease, and in computing straight-line rent expense.

     As a result of this change, the Company’s financial results have been adjusted as follows (dollars in thousands, except per share data):

(1)

As reported in the Company’s fiscal 2004 earnings release dated November 17, 2004.

     The Company expects that in future years, depreciation and amortization expense will increase by approximately $6.0 million per year assuming stable levels of capital expenditures going forward. The following management’s discussion and analysis takes into account the effects of these adjustments.

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Overview

     As of October 3, 2004, Jack in the Box Inc. (the “Company”) owned, operated and franchised 2,006 Jack in the Box quick-service restaurants and 177 Qdoba Mexican Grill (“Qdoba”) fast-casual restaurants, primarily in the western and southern United States.

     The Company’s primary source of revenue is from the sale of food and beverages at company-operated restaurants. The Company also derives revenue from distribution sales to Jack in the Box and Qdoba franchises, retail sales from fuel and convenience stores (“Quick Stuff”), royalties from franchised restaurants, rents from real estate leased to certain franchisees, franchise fees, and the sale of company-operated restaurants to franchisees.

     The quick-serve restaurant industry has become more complex and challenging in recent years. Challenges presently facing the sector include higher levels of consumer expectations, intense competition with respect to market share, restaurant locations, labor, and menu and product development, the emergence of a new fast-casual restaurant segment, changes in the economy and trends for healthier eating.

     To address these challenges and others, and support our goal of transitioning to a national restaurant company, management has developed a two-part strategic plan centered around reinvention of the Jack in the Box brand and multifaceted growth. Brand reinvention initiatives include product innovations with a focus on high-quality products, enhancements to the quality of service and renovations to the restaurant facilities. Our multifaceted growth strategy includes growing our restaurant base, increasing our franchising activities, continuing to grow Qdoba and expanding the testing of our new fast-casual concept, JBX Grill. We believe that brand reinvention will differentiate us from our competition and that our growth strategy will support us in our objective to become a national restaurant company.

     The following summarizes the most significant events occurring in fiscal year 2004:

•		Increase in Company-Operated Restaurant Sales. Quality improvements to our menu and new product innovations have contributed to increased sales trends. In 2004, same-store sales at Jack in the Box company-operated restaurants increased 4.6% compared with a decrease of 1.7% in 2003.
•		Restaurant Operating Margin. Fiscal year 2004 restaurant operating margin improved to 17.0% of sales from 16.1% in 2003, primarily due to control of labor, restaurant managed costs, and occupancy costs resulting in part from Profit Improvement Program initiatives, as well as additional leverage on higher sales, which more than offset higher food costs.
•		Refinancing Transaction. In the first quarter of fiscal year 2004, we secured new financing intended to provide a more flexible capital structure, facilitate the execution of our strategic plan, and decrease borrowing costs. In connection with the refinancing, we recorded a $9.2 million charge to interest expense for the early retirement of debt. In addition to providing us with a more flexible capital structure, this refinancing transaction is expected to lower our borrowing costs over the life of our new term loan.
•		Credit Facility Amendment. In the third quarter of fiscal year 2004, we amended the $275 million term loan portion of our credit facility to achieve an approximate 50 basis point reduction in our borrowing rate over the term of the loan. Fees paid in association with the repricing were customary for such arrangements of this type and were not material.
•		Purchase Option. During fiscal year 2004, we exercised our purchase options under certain lease agreements and acquired approximately 100 Jack in the Box restaurant properties. By year-end, we had subsequently sold and leased back most of these properties, at more favorable rates.
•		Brand Reinvention Progress. Our initiative to reinvent the Jack in the Box brand is bringing higher quality products to our menu, better and more consistent guest service and re-imaged restaurant facilities. A new fast-casual restaurant concept also emerged from our brand reinvention efforts. This concept, currently in test in San Diego, will expand soon to nine locations in Bakersfield, California, and Boise, Idaho, with an improved interior design, enhanced flame-grilled menu, and a new name to reflect the upgraded cooking platform – JBX Grill.
•		Pension Contributions. In 2004, based on an annual actuarial review of the Company’s qualified pension plans, we elected to utilize available cash to contribute $30 million to fully fund the accumulated benefit obligations of these plans as of the measurement date.

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The following table sets forth, unless otherwise indicated, the percentage relationship to total revenues of certain items included in the Company’s consolidated statements of earnings.

CONSOLIDATED STATEMENTS OF EARNINGS DATA

(1)

As a percentage of the related sales and/or revenues.

The following table summarizes the number of restaurants at each fiscal year-end:

SYSTEMWIDE RESTAURANT UNITS

Revenues

     Company-operated restaurant sales were $2,033.5 million, $1,864.2 million, and $1,822.9 million in 2004, 2003 and 2002, respectively. In 2004, this sales growth primarily reflects an increase in per store average (“PSA”) sales at Jack in the Box and Qdoba company-operated restaurants, an increase in the number of company-operated restaurants, additional sales from Qdoba for the full year in 2004 versus three quarters in 2003 and additional sales from an extra 53rd week. Same-store sales at Jack in the Box company-operated restaurants increased 4.6% in 2004 compared with 2003, primarily due to the success of new products added to the menu, including our Pannido line of gourmet sandwiches, Sourdough Melts, Natural-Cut Fries and new flavors of ice cream shakes, in addition to the continued success of Jack’s Ultimate Salads, introduced in 2003. Same-store sales at Qdoba increased in the high-single-digit range on top of a double-digit increase in 2003. The sales growth in 2003 compared with 2002, reflects an increase in the number of Jack in the Box company-operated restaurants and additional sales from Qdoba company-operated restaurants, offset in part by a 1.7% decline in same-store sales at Jack in the Box company-operated restaurants. These declines were primarily due to increased competitive activity and economic softness in certain markets, which were offset in part by new product introductions and modest selling price increases. The number of company-operated restaurants at the end of the fiscal year grew to 1,605 in 2004 from 1,587 in 2003 and 1,507 in 2002.

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     Distribution and other sales, representing distribution sales to Jack in the Box and Qdoba franchisees, as well as Quick Stuff sales, grew to $197.8 million in 2004 from $108.7 million in 2003 and $77.4 million in 2002. Quick Stuff fuel and convenience store sales increased primarily due to an increase in the number of Quick Stuff locations to 29 at the end of the fiscal year from 18 in 2003 and 12 in 2002, and higher retail prices per gallon of fuel. Distribution sales also grew primarily due to an increase in the number of Jack in the Box and Qdoba franchised restaurants serviced by our distribution centers. Additional sales from the 53rd week also contributed to the overall increase in 2004.

     Franchise rents and royalties increased to $66.7 million in 2004 from $54.4 million in 2003 and $45.9 million in 2002, primarily reflecting an increase in the number of Jack in the Box franchised restaurants, and to a lesser extent an increase in same-store sales at franchised restaurants. The number of Jack in the Box franchised restaurants increased to 448 at the end of the fiscal year from 394 in 2003 and 355 in 2002.

     Other revenues include principally gains and fees from the sale of Jack in the Box company-operated restaurants to franchisees, as well as interest income from notes receivable and investments, and were $24.5 million, $31.0 million and $20.1 million in 2004, 2003 and 2002, respectively. In 2004, we continued our strategy of selectively converting Jack in the Box company-operated restaurants to franchises. We sold 49 company-operated restaurants in 2004 compared with 36 in 2003 and 22 in 2002, resulting in franchise gains of $17.9 million, $26.6 million and $17.2 million, respectively. The decrease in other revenues in 2004 is primarily due to lower average gains recognized compared with 2003 reflecting differences in the sales volumes and cash flows of the restaurants sold. The increase in other revenues in 2003 compared with 2002 reflects an increase in the number of company-operated restaurants sold.

Costs and Expenses

     Restaurant costs of sales, which include food and packaging costs, increased to $630.9 million in 2004 from $573.8 million in 2003 and $555.2 million in 2002. As a percentage of restaurant sales, costs of sales increased to 31.0% in 2004, compared with 30.8% in 2003 and 30.5% in 2002, primarily due to higher commodity costs, principally beef, poultry, cheese and dairy. The percentage increase in 2003 compared with 2002 principally resulted from higher food and packaging costs associated with the initial rollout of Jack’s Ultimate Salads^TM in 2003. The cost increases in both years were offset in part by certain margin improvement initiatives and modest selling price increases.

     Restaurant operating costs increased with the addition of company-operated restaurants to $1,056.2 million, $990.0 million and $936.2 million in 2004, 2003 and 2002, respectively. As a percentage of restaurant sales, operating costs were 51.9% in 2004, 53.1% in 2003 and 51.4% in 2002. The restatement, as previously discussed, did not have a material impact on the change in percent of sales year-to-year. The percentage decrease in 2004 compared with 2003 primarily relates to effective management of labor, restaurant managed costs, and occupancy costs, resulting from Profit Improvement Program initiatives, as well as additional leverage on higher sales. The percentage increase in 2003 compared with 2002, is primarily due to higher workers’ compensation insurance expenses, utilities, costs related to our new point of sale system, and reduced leverage from lower PSA sales. In 2003, these cost increases were partially offset by reductions in incentive compensation and intangibles amortization expense attributable to the reclassification of our trading area rights to goodwill, which is no longer amortized per the provisions of SFAS 142, Goodwill and Other Intangible Assets. Additionally, in 2003, our Profit Improvement Program generated cost savings, which helped to offset the impact of reduced sales leverage.

     Costs of distribution and other sales were $194.3 million in 2004, $106.0 million in 2003 and $75.3 million in 2002. As a percentage of distribution and other sales, these costs increased to 98.2% in 2004, from 97.5% in 2003 and 97.3% in 2002. The percentage increase in 2004 compared with 2003 relates to additional Quick Stuff sales, primarily higher fuel sales, and distribution sales at slightly lower margin rates. In 2004, Quick Stuff margins reflect higher retail prices per gallon of fuel, with accompanying higher costs of sales, resulting in stable penny profits but increasing costs of sales rates. Distribution margins were impacted in 2004 by growth in the number of Jack in the Box and Qdoba restaurants serviced from our distribution centers with higher delivery costs, in addition to increased fuel costs compared with 2003. In 2003, these costs as a percentage of the related sales increased compared with 2002 as Quick Stuff margins were impacted by a change in our fuel pricing strategy designed to achieve higher sales volumes at certain Quick Stuff locations. Continuing reductions in Quick Stuff labor costs and other profit improvement initiatives partially offset the impact of lower fuel margins. In 2003, distribution margins remained constant compared with 2002.

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     Franchised restaurant costs, principally rents and depreciation on properties leased to Jack in the Box franchisees, increased to $32.4 million in 2004 from $26.0 million in 2003 and $22.3 million in 2002, primarily reflecting an increase in the number of franchised restaurants. As a percentage of franchise rents and royalties, franchise restaurant costs were 48.6% in 2004, 47.8% in 2003 and 48.5% in 2002. The restatement, as previously discussed, did not have a material impact on the change in percent of sales year-to-year. The percentage increase in 2004 compared with 2003 primarily relates to a ramp up in franchise services to support our new strategy of achieving a 35% ratio of franchised restaurants in the system over the next four-to-five years from approximately 22% at October 3, 2004. In 2003, the decreased percentage relates primarily to the leverage provided from higher royalties.

     Selling, general and administrative (“SG&A”) expenses were $263.8 million, $228.1 million and $233.3 million in 2004, 2003 and 2002, respectively. These expenses were approximately 11.4% of revenues in 2004, 11.1% in 2003 and 11.9% in 2002. The restatement, as previously discussed, did not have a material impact on the change in percent of revenues year-to-year. SG&A costs increased in 2004 compared with 2003 primarily due to higher pension and incentive accruals, Qdoba overhead for the full year in 2004 versus 36-weeks in 2003, and additional costs for the 53rd week, partially offset by Profit Improvement Program initiatives. In 2003, cost reduction initiatives from our Profit Improvement Program, lower incentive bonus expense and the benefit provided from higher other revenues more than offset higher pension costs and reduced sales leverage. Fiscal year 2003 includes an unusual pre-tax charge of $2.6 million related to the assumption of certain lease obligations arising from the recent bankruptcy of the Chi-Chi’s restaurant chain, which was previously owned by the Company. The Company anticipates it will not incur any additional charges related to the Chi-Chi’s bankruptcy in future years. Fiscal year 2002 also includes charges of $9.3 million to settle a class action lawsuit in California, and $6.3 million for impairment and lease exit costs related to the closure of eight under-performing restaurants. Excluding these aforementioned charges, which were 0.1% and 0.8% of revenues in 2003 and 2002, respectively, selling, general and administrative expenses were approximately 11.0% of revenues in 2003, 11.1% in 2002. The Company believes it is useful to provide the impact that these items in 2003 and 2002 had on selling, general and administrative expenses because it facilitates more relevant comparisons to prior-period financial results and to the results of the Company’s competitors.

     Interest expense was $27.3 million, $24.8 million and $22.9 million in 2004, 2003 and 2002, respectively. In 2004, the increase in interest expense primarily relates to the refinancing of the Company’s term loan and the early redemption of its senior subordinated notes, which resulted in a $9.2 million charge for the payment of a call premium and the write-off of deferred financing fees. This charge was partially offset by favorable interest rates from the refinancing and subsequent repricing of the Company’s credit facility in 2004. Interest expense in 2003 compared with 2002 includes costs associated with the early retirement of our higher interest rate financing lease obligations, the amortization of fees associated with the Company’s refinancing in January 2003, and an increase in total debt, primarily due to the acquisition of Qdoba.

     The income tax provisions reflect effective annual tax rates of 36.4%, 36.1% and 33.7% of pre-tax earnings in 2004, 2003 and 2002, respectively. Our effective tax rate is expected to return to its normal rate of 38% in fiscal 2005. In 2004, the favorable tax rate resulted from additional tax credits obtained. The lower rates in 2003 and 2002 resulted from the favorable resolutions of long-standing tax matters.

     Net earnings were $74.7 million, or $2.02 per diluted share, in 2004, $70.1 million, or $1.90 per diluted share, in 2003 and $80.2 million, or $2.00 per diluted share, in 2002. Each year includes unusual items as described above. In 2004, net earnings included a first quarter after-tax charge of $5.7 million, or $.15 per diluted share, for costs related to refinancing the Company’s credit facility in January and approximately $1.1 million, or $.03 per diluted share, for an extra week in the fiscal year. In 2003, net earnings included $1.7 million, or $.05 per diluted share, for lease obligations assumed in connection with the Chi-Chi’s bankruptcy. In 2002, net earnings included after-tax charges of $10.4 million, or $.26 per diluted share, for costs associated with the settlement of a class action lawsuit in California and the closure of eight under-performing restaurants. Excluding all of these items, net earnings were $79.3 million, or $2.14 per diluted share, in 2004, $71.8 million, or $1.95 per diluted share, in 2003 and $90.6 million, or $2.26 per diluted share, in 2002. These non-GAAP financial measures are used by management to evaluate financial and operating performance, to compare past, current and projected fiscal performance and compare with the results of the company’s competitors. The Company believes it is useful to provide the impact that the unusual items in each year had on net earnings and earnings per share amounts because it facilitates more relevant comparisons to prior-period financial results and to the results of the Company’s competitors.

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Liquidity and Capital Resources

     General. Cash and cash equivalents increased $109.3 million to $131.7 million at October 3, 2004 from $22.4 million at the beginning of the fiscal year, primarily due to strong operating cash flows, payments from franchisees on notes receivable, reduced working capital requirements, and proceeds from sales of restaurants to franchisees. We generally reinvest available cash flows from operations to develop new or enhance existing restaurants, to reduce borrowings under the revolving credit agreement, as well as to repurchase shares of our common stock.

     Financial Condition. The Company and the restaurant industry in general, maintain relatively low levels of accounts receivable and inventories, and vendors grant trade credit for purchases such as food and supplies. We also continually invest in our business through the addition of new units and refurbishment of existing units, which are reflected as long-term assets and not as part of working capital. As a result, we typically maintain a working capital deficit, which was $35.5 million at October 3, 2004. Our current ratio increased to 0.9 to 1 at October 3, 2004 compared with 0.6 to 1 at September 28, 2003, primarily reflecting an increase in cash flow as discussed above.

     New Financing. On January 8, 2004, we secured a new senior term loan and amended our revolving credit facility, each with extended maturities. Our new financing is intended to provide a more flexible capital structure, facilitate the execution of our strategic plan, and decrease borrowing costs. Furthermore, the new term loan provides for a more favorable repayment schedule set at 1% per year for the first 6 years of the 7-year term. During the third quarter, we amended the term loan portion of our credit facility, to achieve an approximate 50 basis point reduction in our borrowing rate over the loan term. Fees paid in connection with the repricing were customary for such arrangements of this type and not material.

     Our credit facility, as amended, provides borrowings in the aggregate amount of $475 million and is comprised of: (i) a $200 million revolving credit facility maturing on January 8, 2008, and (ii) a $275 million term loan maturing on January 8, 2011, both with a rate of London Interbank Offered Rate (“LIBOR”) plus 2.25%. The credit facility requires the payment of an annual commitment fee based on the unused portion of the credit facility. The annual commitment rate and the credit facility’s interest rates are based on a financial leverage ratio, as defined in the credit agreement. To secure our respective obligations under the credit facility, the Company and certain of its subsidiaries granted liens in substantially all personal property assets. Under certain circumstances, the Company and each of its certain subsidiaries will be required to grant liens in certain real property assets to secure their respective obligations under the new credit facility. Additionally, certain of our real and personal property secure other indebtedness of the Company. At October 3, 2004, we had no borrowings under our revolving credit facility and had letters of credit outstanding of $35.6 million.

     We used the proceeds from the new term loan to refinance our existing $150 million term loan and redeem $125 million of 8 3/8% senior subordinated notes due April 15, 2008, which resulted in a pre-tax charge to interest expense of $9.2 million. The amended revolving credit facility is intended to support general corporate purposes.

     We are subject to a number of covenants under our various debt instruments, including limitations on additional borrowings, acquisitions, loans to franchisees, capital expenditures, lease commitments and dividend payments, as well as requirements to maintain certain financial ratios, cash flows and net worth. Solely as a result of the restatements as described under “Restatement of Prior Financial Information”, the Company had a technical non-compliance with one non-financial covenant in its credit facility. The Company requested and received the appropriate waiver to cure the technical violation and, as a result of filing the restated financial statements, was in compliance with all debt covenants.

     Total debt outstanding increased slightly to $305.3 million at October 3, 2004 from $303.1 million at the beginning of the fiscal year, primarily due to an increase in capital lease obligations associated with new restaurant equipment leases.

     Other Transactions. During fiscal year 2004, we exercised our purchase option under certain lease arrangements and purchased approximately 100 Jack in the Box restaurant properties. By year-end, we had subsequently sold and leased back most of these properties at more favorable rental rates.

     In January 1994, we entered into financing lease arrangements with two limited partnerships that related to 76 restaurants. At the inception of the financing lease arrangements, we recorded cash and cash held in trust, and established financing lease obligations of approximately $70 million requiring semi-annual payments to cover interest and sinking fund obligations due in equal installments on January 1, 2003 and November 1, 2003. In

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January 2003, we paid a $1.3 million fee to retire the debt early. The fee was charged to interest expense in the first quarter of fiscal year 2003 when the obligations were retired. We used borrowings under our credit facility and previous sinking fund payments to reacquire the interests in the restaurant properties and retire the high interest rate bearing financing lease obligations.

     Sale of Company-Operated Restaurants. During the last three years we have continued our strategy of selectively selling company-operated restaurants to franchisees, selling 49, 36, and 22 restaurants in 2004, 2003, and 2002, respectively. Proceeds from the sale of company-operated restaurants and collections on notes receivable, primarily related to such sales, were $43.4 million, $23.8 million and $11.2 million, respectively.

     Share Repurchases. In fiscal years 2002 and 2004, our Board of Directors authorized the repurchase of our outstanding common stock in the open market. Under these authorizations, the Company repurchased 228,400, 2,566,053 and 1,208,200 shares of Jack in the Box common stock at a cost of $7.1 million, $50.2 million and $33.3 million during fiscal years 2004, 2003 and 2002, respectively. As of October 3, 2004 we had $27.9 million of repurchase availability remaining under the 2004 authorization, which was fully utilized by October 27, 2004. These stock repurchase programs were intended to increase shareholder value and offset the dilutive effect of stock option exercises.

     Acquisition. On January 21, 2003, we acquired Qdoba, operator and franchiser of Qdoba Mexican Grill, for approximately $45 million in cash. The primary assets acquired include $8.2 million in net property and equipment and other long-term assets, $18.0 million in intangible assets and $23.6 million in goodwill. Qdoba operates in the fast-casual segment of the restaurant industry and, as of October 3, 2004, operated or franchised 177 restaurants in 31 states. This acquisition is consistent with the Company’s long-term strategy to transition from a regional quick-service restaurant chain to a national restaurant company.

     Contractual Obligations and Commitments. The following is a summary of the Company’s contractual obligations and commercial commitments as of October 3, 2004:

	(1)		Consists of a guarantee associated with one Chi-Chi’s property. Due to the bankruptcy of the Chi-Chi’s restaurant chain, previously owned by the Company, we are obligated to perform in accordance with the terms of the guarantee agreement.
	(2)		Consists primarily of letters of credit for workers’ compensation and general liability insurance.

     Capital Expenditures. Capital expenditures, including capital lease obligations, were $130.0 million, $121.1 million and $143.0 million in 2004, 2003 and 2002, respectively. Cash flows used for additions to property and equipment were $120.1 million, $111.9 million and $142.6 million in 2004, 2003 and 2002, respectively. The increase in cash flows utilized in 2004 compared with 2003 related primarily to a decision to finance the new Innovation Center utilizing the Company’s operating cash flows instead of through a sale and leaseback transaction. Increases in Jack in the Box restaurant improvements and Qdoba capital expenditures, primarily related to new company-operated restaurants, also contributed to the overall increase, but to a lesser extent. In 2003, a decrease in new site development resulted in the decline in capital expenditures compared with 2002.

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     In fiscal year 2005, capital expenditures are expected to be $125 million to $135 million. We plan to open a moderate number of new Jack in the Box restaurants, and under our brand reinvention strategy, plan to upgrade approximately 50 of our restaurant facilities to create a unique new look for Jack in the Box restaurants at a cost of approximately $100,000 per restaurant. We also plan to expand our JBX Grill test, if successful, to Dallas by the end of the fiscal 2005.

     Pension Funding. During 2004, we elected to contribute $30 million to our qualified defined benefit pension plans from available cash on hand, compared with $4.4 million in 2003 and $19.1 million in 2002. The additional funding contribution in 2004 was determined based on an annual actuarial review of the plans and was intended to fully fund the qualified plans’ accumulated benefit obligation at the measurement date.

     Future Liquidity. We require capital principally to grow the business through new restaurant construction, as well as to maintain, improve and refurbish existing restaurants, and for general operating purposes. Our primary short-term and long-term sources of liquidity are expected to be cash flows from operations, the revolving bank credit facility, and the sale and leaseback of certain restaurant properties. Additional potential sources of liquidity include the sale of company-operated restaurants to franchisees. Based upon current levels of operations and anticipated growth, we expect that cash flows from operations, combined with other financing alternatives in place or available, will be sufficient to meet debt service, capital expenditure and working capital requirements.

Discussion of Critical Accounting Policies

     We have identified the following as the Company’s most critical accounting policies, which are those that are most important to the portrayal of the Company’s financial condition and results and require management’s most subjective and complex judgments. Information regarding the Company’s other significant accounting policies are disclosed in Note 1 of our consolidated financial statements.

     Pension Benefits – The Company sponsors pension and other retirement plans in various forms covering those employees who meet certain eligibility requirements. Several statistical and other factors which attempt to anticipate future events are used in calculating the expense and liability related to the plans, including assumptions about the discount rate, expected return on plan assets and the rate of increase in compensation levels, as determined by the Company using specified guidelines. In addition, our outside actuarial consultants also use certain statistical factors such as turnover, retirement and mortality rates to estimate the Company’s future benefit obligations. The actuarial assumptions used may differ materially from actual results due to changing market and economic conditions, higher or lower turnover and retirement rates or longer or shorter life spans of participants. These differences may impact the amount of pension expense recorded by the Company. Due principally to fiscal 2004 company contributions, as well as increases in interest rates and in the return on plan assets, the pension expense in fiscal year 2005 is expected to approximate fiscal year 2004 pension expense.

     Self Insurance – The Company is self-insured for a portion of its current and prior years’ losses related to its workers’ compensation, general liability, automotive, medical and dental programs. In estimating the Company’s self insurance reserves, we utilize independent actuarial estimates of expected losses, which are based on statistical analyses of historical data. These assumptions are closely monitored and adjusted when warranted by changing circumstances. Should a greater amount of claims occur compared to what was estimated, or medical costs increase beyond what was expected, reserves might not be sufficient, and additional expense may be recorded. While medical and dental costs are anticipated to increase very modestly in fiscal year 2005, related to the new health care coverage being offered to all crew members, we expect these cost increases to be offset by savings realized from reduced crew turnover.

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     Long-lived Assets – Property, equipment and certain other assets, including amortized intangible assets, are reviewed for impairment when indicators of impairment are present. This review includes a market-level analysis and evaluations of restaurant operating performance from operations and marketing management. When indicators of impairment are present, we perform an impairment analysis on a restaurant-by-restaurant basis. If the sum of undiscounted future cash flows is less than the net carrying value of the asset, we recognize an impairment loss by the amount which the carrying value exceeds the fair value of the asset. Our estimates of future cash flows may differ from actual cash flows due to, among other things, economic conditions or changes in operating performance. In the fourth quarter of fiscal year 2002, we recorded impairment charges totaling approximately $2.4 million related to eight under-performing restaurants scheduled for closure in fiscal year 2003. In fiscal 2004, we recorded an immaterial impairment charge related to four restaurants we intend to close in 2005 upon the expiration of their leases. During 2004, we noted no other indicators of impairment of our long-lived assets.

     Goodwill and Other Intangibles – We also evaluate goodwill and intangible assets not subject to amortization annually, or more frequently if indicators of impairment are present. If the determined fair values of these assets are less than the related carrying amounts an impairment loss is recognized. The methods we use to estimate fair value include future cash flow assumptions, which may differ from actual cash flows due to, among other things, economic conditions or changes in operating performance. During the fourth quarter of 2004, we reviewed the carrying value of our goodwill and indefinite life intangible assets and determined that no impairment existed as of October 3, 2004.

     Allowances for Doubtful Accounts – Our trade receivables consist primarily of amounts due from franchisees for rents on subleased sites, royalties and distribution sales. We also have receivables related to short-term financing provided on the sale of company-operated restaurants to certain qualified franchisees. We continually monitor amounts due from franchisees and maintain an allowance for doubtful accounts for estimated losses resulting from the inability of our franchisees to make required payments. This estimate is based on our assessment of the collectibility of specific franchisee accounts, as well as a general allowance based on historical trends, the financial condition of our franchisees, consideration of the general economy and the aging of such receivables. The Company has good relationships with its franchisees and high collection rates; however, if the future financial condition of our franchisees were to deteriorate, resulting in their inability to make specific required payments, additions to the allowance for doubtful accounts may be required.

     Legal Accruals – The Company is subject to claims and lawsuits in the ordinary course of its business. A determination of the amount accrued, if any, for these contingencies is made after analysis of each matter. We continually evaluate such accruals and may increase or decrease accrued amounts as we deem appropriate.

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ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

     Our primary exposure relating to financial instruments is to changes in interest rates. Our credit facility, which is comprised of a revolving credit facility and a term loan, bears interest at an annual rate equal to the prime rate or the LIBOR plus an applicable margin based on a financial leverage ratio. The majority of the credit facility borrowings are LIBOR-based. As of October 3, 2004, our applicable margins for the LIBOR-based revolving loans and term loan were set at 2.25%. A hypothetical one percent increase in short-term interest rates, based on the outstanding balance of our revolving credit facility and term loan at October 3, 2004, would result in an estimated increase of $2.7 million in annual interest expense.

     Changes in interest rates also impact our pension expense, as do changes in the expected long-term rate of return on our pension plan assets. An assumed discount rate is used in determining the present value of future cash outflows currently expected to be required to satisfy the pension benefit obligation when due. Additionally, an assumed long-term rate of return on plan assets is used in determining the average rate of earnings expected on the funds invested or to be invested to provide the benefits to meet our projected benefit obligation. A hypothetical 25 basis point reduction in the assumed discount rate and expected long-term rate of return on plan assets would result in an estimated increase of $1.6 million and $0.3 million, respectively, in our future annual pension expense.

     We are also exposed to the impact of commodity and utility price fluctuations related to unpredictable factors such as weather and various other market conditions outside our control. Our ability to recover increased costs through higher prices is limited by the competitive environment in which we operate. From time-to-time we enter into futures and option contracts to manage these fluctuations. Open futures and option contracts at October 3, 2004 were not significant.

     At October 3, 2004, we had no other material financial instruments subject to significant market exposure.

ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

     The Consolidated Financial Statements and related financial information required to be filed are indexed on page F-1 and are incorporated herein.

ITEM 9.	CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE

     Not applicable.

ITEM 9A. CONTROLS AND PROCEDURES

     Under the supervision and with the participation of our management, including our principal executive officer and principal financial officer, we evaluated the effectiveness of our disclosure controls and procedures, as such term is defined under Rules 13a-15(e) and 15d –15(e) promulgated under the Securities Exchange Act of 1934, as amended. Based on this evaluation, our principal executive officer and principal financial officer concluded that our disclosure controls and procedures were effective as of the end of the period covered by this annual report.

ITEM 9B. OTHER INFORMATION

     Not applicable.

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PART III

ITEM 10. DIRECTORS AND EXECUTIVE OFFICERS OF THE REGISTRANT

     That portion of our definitive Proxy Statement appearing under the captions “Election of Directors” and “Section 16(a) Beneficial Ownership Reporting Compliance” to be filed with the Commission pursuant to Regulation 14A within 120 days after October 3, 2004 and to be used in connection with our 2005 Annual Meeting of Stockholders is hereby incorporated by reference.

     Information regarding executive officers is set forth in Item 1 of Part I of this Report under the caption “Executive Officers.”

     That portion of our definitive Proxy Statement appearing under the caption “Audit Committee,” relating to the members of the Company’s Audit Committee and the Audit Committee financial expert is also incorporated herein by reference.

     That portion of our definitive Proxy Statement appearing under the caption “Other Business,” relating to the procedures by which stockholders may recommend candidates for director to the Nominating and Governance Committee of the Board of Directors, is also incorporated herein by reference.

     The Company has adopted a Code of Ethics which applies to all Jack in the Box Inc. directors, officers and employees, including the Chief Executive Officer, Chief Financial Officer, Controller and all of the financial team. The Code of Ethics is posted on the Company’s website, (under the “Investors – Code of Conduct” caption.) The Company intends to satisfy the disclosure requirement regarding any amendment to, or waiver of, a provision of the Code of Ethics for the Chief Executive Officer, Chief Financial Officer and Controller or persons performing similar functions, by posting such information on its website.

ITEM 11. EXECUTIVE COMPENSATION

     That portion of our definitive Proxy Statement appearing under the caption “Executive Compensation” to be filed with the Commission pursuant to Regulation 14A within 120 days after October 3, 2004 and to be used in connection with our 2005 Annual Meeting of Stockholders is hereby incorporated by reference.

ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT

     That portion of our definitive Proxy Statement appearing under the caption “Security Ownership of Certain Beneficial Owners and Management” to be filed with the Commission pursuant to Regulation 14A within 120 days after October 3, 2004 and to be used in connection with our 2005 Annual Meeting of Stockholders is hereby incorporated by reference. Information regarding equity compensation plans under which Company common stock may be issued as of October 3, 2004 is set forth in Item 5 of this Report.

ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS

     That portion of our definitive Proxy Statement appearing under the caption “Certain Transactions,” if any, to be filed with the Commission pursuant to Regulation 14A within 120 days after October 3, 2004 and to be used in connection with our 2005 Annual Meeting of Stockholders is hereby incorporated by reference.

ITEM 14. PRINCIPAL ACCOUNTING FEES AND SERVICES

     That portion of our definitive Proxy Statement appearing under the caption “Independent Auditor Fees and Services” to be filed with the Commission pursuant to Regulation 14A within 120 days after October 3, 2004 and to be used in connection with our 2005 Annual Meeting of Stockholders is hereby incorporated by reference.

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PART IV

ITEM 15.	EXHIBITS AND FINANCIAL STATEMENT SCHEDULES

ITEM 15(a)(1)	Financial Statements. See Index to Consolidated Financial Statements on page F-1 of this report.

ITEM 15(a)(2)	Financial Statement Schedules. Not applicable.

ITEM 15(a)(3)	Exhibits.

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(1)		Previously filed and incorporated herein by reference from registrant’s Registration Statement on Form S-1 (No. 33-10763) filed February 24, 1987.
(2)		Previously filed and incorporated herein by reference from registrant’s Definitive Proxy Statement dated January 17, 1995 for the Annual Meeting of Stockholders on February 17, 1995.
(3)		Previously filed and incorporated by reference from registrant’s Current Report on Form 8-K dated July 26, 1996.
(4)		Previously filed and incorporated herein by reference from registrant’s Registration Statement on Form S-8 (No. 333-26781) filed May 9, 1997.
(5)		Previously filed and incorporated herein by reference from registrant’s Annual Report on Form 10-K for the fiscal year ended September 28, 1997.
(6)		Previously filed and incorporated herein by reference from registrant’s Quarterly Report on Form 10-Q for the quarter ended April 12, 1998.
(7)		Previously filed and incorporated herein by reference from registrant’s Annual Report on Form 10-K for the fiscal year ended October 3, 1999.
(8)		Previously filed and incorporated herein by reference from registrant’s Definitive Proxy Statement dated January 19, 2001 for the Annual Meeting of Stockholders on February 23, 2001.
(9)		Previously filed and incorporated herein by reference from registrant’s Annual Report on Form 10-K for the fiscal year ended September 30, 2001.
(10)		Previously filed and incorporated herein by reference from the registrant’s Definitive Proxy Statement dated January 18, 2002 for the Annual Meeting of Stockholders’ on February 22, 2002.
(11)		Previously filed and incorporated herein by reference from registrant’s Annual Report on Form 10-K for the fiscal year ended September 29, 2002.
(12)		Previously filed and incorporated herein by reference from registrant’s Quarterly Report on Form 10-Q for the quarter ended January 18, 2003.
(13)		Previously filed and incorporated herein by reference from registrant’s Quarterly Report on Form 10-Q for the quarter ended April 11, 2003.
(14)		Previously filed and incorporated herein by reference from the registrant’s Quarterly Report on Form 10-Q for the quarter ended January 18, 2004.
(15)		Previously filed and incorporated herein by reference from the registrant’s Quarterly Report on Form 10-Q for the quarter ended July 4, 2004.
(16)		Previously filed and incorporated herein by reference from the registrant’s Current Report on Form 8-K dated September 10, 2004
(17)		Previously filed and incorporated herein by reference from the registrant’s Current Report on Form 8-K dated October 7, 2004.
(18)		Previously filed and incorporated herein by reference from the registrant’s Current Report on Form 8-K dated November 17, 2004.

ITEM 15(b)	All required exhibits are filed herein or incorporated by reference as described in Item 15(a)(3).

ITEM 15(c)	All supplemental schedules are omitted as inapplicable or because the required information is included in the Consolidated Financial Statements or notes thereto.

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SIGNATURES

     Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

     Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.

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INDEX TO CONSOLIDATED FINANCIAL STATEMENTS

Schedules not filed: All schedules have been omitted as the required information is inapplicable or the information is presented in the financial statements or related notes.

F-1

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Board of Directors
Jack in the Box Inc.:

We have audited the accompanying consolidated balance sheets of Jack in the Box Inc. and subsidiaries as of October 3, 2004 and September 28, 2003, and the related consolidated statements of earnings, cash flows, and stockholders’ equity for the fifty-three weeks ended October 3, 2004, and the fifty-two weeks ended September 28, 2003 and September 29, 2002. These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Jack in the Box Inc. and subsidiaries as of October 3, 2004 and September 28, 2003, and the results of their operations and their cash flows for the fifty-three weeks ended October 3, 2004, and the fifty-two weeks ended September 28, 2003 and September 29, 2002, in conformity with U.S. generally accepted accounting principles.

As discussed in Note 3 to the consolidated financial statements, the Company adopted the provisions of Statement of Financial Accounting Standards No. 142 “Accounting for Goodwill and Other Intangible Assets,” and, accordingly, changed its method of accounting for goodwill in 2003.

As discussed in Note 1 to the consolidated financial statements, the Company has restated its consolidated financial statements for the fifty-two weeks ended September 28, 2003 and September 29, 2002.

KPMG LLP

San Diego, California
December 15, 2004

F-2

JACK IN THE BOX INC. AND SUBSIDIARIES

CONSOLIDATED BALANCE SHEETS
(Dollars in thousands, except per share data)

See accompanying notes to consolidated financial statements.

F-3

JACK IN THE BOX INC. AND SUBSIDIARIES

CONSOLIDATED STATEMENTS OF EARNINGS
(In thousands, except per share data)

See accompanying notes to consolidated financial statements.

F-4

JACK IN THE BOX INC. AND SUBSIDIARIES

CONSOLIDATED STATEMENTS OF CASH FLOWS
(Dollars in thousands)

See accompanying notes to consolidated financial statements.

F-5

JACK IN THE BOX INC. AND SUBSIDIARIES

CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
(Dollars in thousands)