Back to GetFilings.com

Table of Contents

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, DC 20549

FORM 10-Q

For the quarterly period ended June 30, 2004

OR

For the transition period from              to             

COLUMBIA SPORTSWEAR COMPANY

(Exact name of registrant as specified in its charter)

(503) 985-4000

(Registrant’s telephone number, including area code)

(Former name, former address and former fiscal year, if changed since last report)

Indicate by check mark whether registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  x    No  ¨

Indicate by check mark whether the registrant is an accelerated filer (as defined in Exchange Act Rule 12b-2).    Yes  x    No  ¨

The number of shares of Common Stock outstanding on July 23, 2004 was 40,547,339.

Table of Contents

COLUMBIA SPORTSWEAR COMPANY

June 30, 2004

INDEX TO FORM 10-Q

1

Table of Contents

Item 1 – FINANCIAL STATEMENTS

COLUMBIA SPORTSWEAR COMPANY

CONDENSED CONSOLIDATED BALANCE SHEETS

(In thousands)

(Unaudited)

See accompanying notes to condensed consolidated financial statements.

2

Table of Contents

COLUMBIA SPORTSWEAR COMPANY

CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS

(In thousands, except per share amounts)

(Unaudited)

See accompanying notes to condensed consolidated financial statements.

3

Table of Contents

COLUMBIA SPORTSWEAR COMPANY

CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS

(In thousands)

(Unaudited)

See accompanying notes to condensed consolidated financial statements.

4

Table of Contents

COLUMBIA SPORTSWEAR COMPANY

NOTES TO CONDENSED CONSOLIDATED FINANCIAL STATEMENTS

(Unaudited)

NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Basis of presentation:

The accompanying unaudited condensed consolidated financial statements have been prepared by the management of Columbia Sportswear Company (the “Company”) and in the opinion of management contain all adjustments, consisting only of normal recurring adjustments, necessary to present fairly the Company’s financial position as of June 30, 2004 and the results of operations for the three and six months ended June 30, 2004 and 2003 and cash flows for the six months ended June 30, 2004 and 2003. The results of operations for the three and six months ended June 30, 2004 are not necessarily indicative of the results to be expected for the full year.

Certain information and footnote disclosures normally included in financial statements prepared in accordance with accounting principles generally accepted in the United States of America (“generally accepted accounting principles”) have been condensed or omitted pursuant to the rules and regulations of the Securities and Exchange Commission. The Company, however, believes that the disclosures contained herein comply with the requirements of Section 13 (a) of the Securities Exchange Act of 1934 for a Quarterly Report on Form 10-Q and are adequate to make the information presented not misleading. These unaudited condensed consolidated financial statements should be read in conjunction with the financial statements and notes thereto included in the Company’s Annual Report on Form 10-K for the year ended December 31, 2003.

Certain reclassifications of amounts reported in the prior period financial statements have been made to conform to classifications used in the current period financial statements.

Beginning with the Company’s annual report for the year ended December 31, 2003, net licensing income was presented as a separate line item in the Company’s consolidated statement of operations for all years presented. Net licensing income has historically been presented as an offset to selling, general and administrative (“SG&A”) expense.

Use of estimates:

The preparation of condensed consolidated financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the condensed consolidated financial statements and the reported amounts of revenues and expenses during the reported period. Actual results could differ materially from these estimates and assumptions. Some of these estimates relate to revenue recognition, allowance for doubtful accounts, inventory, product warranty, and income taxes.

Stock-based compensation:

The Company has elected to follow the accounting provisions of Accounting Principles Board Opinion No. 25 (“APB 25”), “Accounting for Stock Issued to Employees,” for stock-based compensation and to furnish the pro forma disclosures required under Statement of Financial Accounting Standards (“SFAS”) No. 148, “Accounting for Stock-Based Compensation – Transition and Disclosure.” No stock-based employee compensation cost is reflected in net income because all options granted under those plans had an exercise price equal to the market value of the underlying common stock on the date of the grant.

5

Table of Contents

The following table illustrates the effect on net income and earnings per share if the Company had applied the fair value recognition provisions of SFAS No. 123, “Accounting for Stock-Based Compensation,” to stock-based compensation (in thousands, except per share amounts):

The effects of applying SFAS No. 123 in this pro forma disclosure are not necessarily indicative of future amounts.

Product warranty:

Some of our products carry limited warranty provisions for defects in quality and workmanship. A reserve is established at the time of sale to cover estimated warranty costs based on the Company’s history of warranty repairs and replacements. A summary of accrued warranties for the three and six months ended June 30, 2004 and 2003 is as follows (in thousands):

NOTE 2 - ACQUISITION

On March 31, 2003, the Company acquired Mountain Hardwear, Inc. (“Mountain Hardwear”) for aggregate consideration of approximately $36 million, including approximately $30 million in cash and $6 million of debt assumption. Mountain Hardwear, which is based in Richmond, California, designs, develops and markets technically advanced equipment and apparel for outdoor enthusiasts and professionals. The acquisition was accounted for under the purchase method of accounting and the results of operations of Mountain Hardwear have been recorded in the Company’s consolidated financial statements beginning on April 1, 2003. The cost of the acquisition was allocated on the basis of the estimated fair value of the assets acquired and the liabilities assumed. The fair values of assets and liabilities acquired are presented below (in thousands):

6

Table of Contents

Intangible assets acquired consist of $15.0 million for the trademark and trade names of Mountain Hardwear, $12.2 million for goodwill and $1.2 million related to patents. The $16.2 million of purchase price allocated to the trademark and trade names and patents was determined by management and in part, by a third party appraiser through established valuation techniques. The trademark and trade names and goodwill are not subject to amortization as these assets are deemed to have indefinite useful lives. Patents are subject to amortization over 17 years from the date filed with the U.S. Patent and Trademark Office. At the time of the acquisition, the remaining useful lives of these patents ranged from 13 to 15 years and the weighted average useful life was 14.3 years. These intangible assets will be reviewed for impairment in accordance with SFAS No. 142, “Goodwill and Other Intangible Assets.”

NOTE 3 - INVENTORIES

Inventories are carried at the lower of cost or market. Cost is determined using the first-in, first-out method. The Company periodically reviews its inventory for excess, close-out and slow moving items and makes provisions as necessary to properly reflect inventory value.

Inventories consist of the following (in thousands):

NOTE 4 - INTANGIBLE ASSETS AND GOODWILL

The Company adopted SFAS No. 142, “Goodwill and Other Intangible Assets,” effective January 1, 2002. In accordance with SFAS No. 142, certain intangible assets with indefinite useful lives are no longer being amortized and are periodically evaluated for impairment. Certain intangible assets that are determined to have definite lives are continuing to be amortized over their useful lives. The Company reviews and tests its goodwill and intangible assets for impairment in the fourth quarter of each year and when events or changes in circumstances indicate that the carrying amount of such assets may be impaired.

The following table summarizes the Company’s identifiable intangible assets balance (in thousands):

7

Table of Contents

Amortization expense for intangible assets subject to amortization in each of the next five fiscal years is estimated to be $84,000 in each of 2004, 2005, 2006, 2007 and 2008.

NOTE 5 - COMPREHENSIVE INCOME

Accumulated other comprehensive income reported on the Company’s consolidated balance sheets consists of foreign currency translation adjustments and the unrealized gains and losses, net of applicable taxes, on derivative transactions. Comprehensive income, net of related tax effects, is as follows (in thousands):

Accumulated other comprehensive income consisted of the following (in thousands):

NOTE 6 - EARNINGS PER SHARE

SFAS No. 128, “Earnings per Share,” requires dual presentation of basic and diluted earnings per share (“EPS”). Basic EPS is based on the weighted average number of common shares outstanding. Diluted EPS reflects the potential dilution that could occur if securities or other contracts to issue common stock were exercised or converted into common stock.

8

Table of Contents

There were no adjustments to net income in computing diluted EPS for the three and six months ended June 30, 2004 and 2003. A reconciliation of the common shares used in the denominator for computing basic and diluted EPS is as follows (in thousands, except per share amounts):

Options to purchase an additional 13,000 and 1,500 shares of common stock were outstanding for the three months ended June 30, 2004 and 2003, respectively, and 16,500 and 46,000 shares of common stock were outstanding for the six months ended June 30, 2004 and 2003, respectively, but these shares were excluded in the computation of diluted EPS because their effect would be antidilutive.

In June 2003, the Company repurchased 234,831 unvested shares of its common stock awarded to a former key employee under a Deferred Compensation Conversion Agreement (the “Agreement”). The repurchase cost was approximately $498,000 and was accounted for as a reduction to shareholders’ equity.

In April 2004, the Company’s Board of Directors authorized the repurchase of up to $100 million of the Company’s common stock. Shares of the Company’s common stock may be purchased in the open market or through privately negotiated transactions, subject to market conditions. The repurchase program does not obligate the Company to acquire any specific number of shares or acquire shares over any specified period of time. The Company had not repurchased any shares under this program as of June 30, 2004.

NOTE 7- SEGMENT INFORMATION

The Company operates in one industry segment: the design, production, marketing and selling of active outdoor apparel, including outerwear, sportswear, footwear, related accessories and equipment.

The geographic distribution of the Company’s net sales, income before income tax, and identifiable assets are summarized in the following tables (in thousands). In addition to the geographic distribution, the Company’s net sales by major product line are also summarized below. Inter-geographic net sales, which are recorded at a negotiated mark-up and eliminated in consolidation, are not material.

9

Table of Contents

NOTE 8 - FINANCIAL INSTRUMENTS AND RISK MANAGEMENT

As part of the Company’s risk management programs, the Company uses a variety of financial instruments, including foreign currency option and forward exchange contracts. The Company does not hold or issue derivative financial instruments for trading purposes.

The Company hedges against the currency risk associated with firmly committed and anticipated transactions for the next twelve months denominated in European euros, Canadian dollars or Japanese yen.

The Company accounts for these instruments as cash flow hedges. In accordance with SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activity,” as amended, such financial instruments are marked to market with the offset to accumulated other comprehensive income and subsequently recognized as a component of cost of goods sold when the underlying transaction is recognized. Hedge effectiveness is determined by evaluating whether gains and losses on hedges will offset gains and losses on the underlying exposures. Hedge ineffectiveness was not material during the three and six months ended June 30, 2004 and 2003.

10

Table of Contents

Item 2 – MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

Forward Looking Statements

This Quarterly Report, including Items 1, 2 and 3 of Part I, contains forward-looking statements. Forward-looking statements include any statements related to our expectations regarding future performance or conditions, including any statements regarding anticipated sales growth across markets, distribution channels, and product categories, access to raw materials and factory capacity, and financing and working capital requirements and resources.

These forward-looking statements, and others we make from time to time, are subject to a number of risks and uncertainties. Many factors could cause actual results to differ materially from those projected in forward-looking statements, including the risks described below under the heading “Factors That May Affect Our Business and the Price of Our Common Stock.”

We do not undertake any duty to update forward-looking statements after the date they are made or to conform them to actual results or to changes in circumstances or expectations.

Overview

Since our initial public offering in 1998, our net sales have steadily increased from $427.3 million in 1998 to $951.8 million in 2003, which equates to a compound annual growth rate of 17.4% for this period. Although we cannot predict with certainty any results on a prospective basis, we remain optimistic that we will continue to benefit from global market opportunities for each of our key product categories. To capitalize on these opportunities, we are committed to our four-pronged growth strategy of enhancing the retail productivity of our customers, leveraging the Columbia brand in international markets, further developing our existing merchandise categories and selectively broadening our retail distribution. With our well developed sourcing and distribution infrastructure, coupled with a proven design and product development teams, we believe that we are well positioned for future growth.

Highlights for the quarter ended June 30, 2004, compared to the same period in 2003, are as follows:

Results of Operations

Net income increased $1.3 million, or 13.8%, to $10.7 million for the second quarter of 2004 from $9.4 million for the comparable period in 2003. Diluted earnings per share increased $0.03 to $0.26 for the second quarter of 2004 from $0.23 for the second quarter of 2003.

11

Table of Contents

The following table sets forth, for the periods indicated, the percentage relationship to net sales of specified items in our consolidated statements of operations:

Three Months Ended June 30, 2004 Compared to Three Months Ended June 30, 2003

Net Sales: Consolidated net sales increased 12.5% to $171.1 million for the second quarter of 2004 from $152.1 million for the comparable period in 2003. Net sales growth was predominately the result of increased sales of sportswear in the United States.

Net sales growth was realized in each major international geographic region in which we operate except our international distributor markets, a component of Other International, which decreased primarily due to the timing of fall 2004 product shipments. On an international basis, net sales growth was led by our European business, followed by our Canadian and other international businesses (excluding our international distributor markets).

Net sales growth was attributable to an increase in unit sales volume across all geographic regions except our international distributor markets. From a product category perspective, unit sales volumes increased for sportswear and footwear, but decreased for outerwear, accessories and equipment. We continued to experience a shift in our sales product mix as sales of sportswear grew faster than our other product categories. Net sales from outerwear decreased $5.9 million, or 12.6%, to $40.8 million for the second quarter of 2004 from $46.7 million for the comparable period in 2003. The decrease in second quarter outerwear shipments was partially attributable to weakness in the youth outerwear category. Outerwear sales also decreased due to a shift in the timing of fall 2004 product shipments from the second quarter to the third quarter of this year. Outerwear sales decreased in each of our geographic markets except Europe. Net sales growth was led by sportswear, followed by footwear, accessories and equipment.

Net sales from sportswear increased $21.6 million, or 31.4%, to $90.4 million for the second quarter of 2004 from $68.8 million for the comparable period in 2003. Sportswear sales growth was realized across all product lines, with particular strength in the Outdoor Issue and GRT product lines. Sportswear sales growth was led by the United States followed by Europe, other international markets and Canada.

Net sales from footwear increased $2.4 million, or 8.5%, to $30.7 million for the second quarter of 2004 from $28.3 million for the comparable period in 2003. The footwear sales growth primarily resulted from an increase in sales of warm weather footwear. Footwear sales growth was led by Europe, followed by Canada and the United States.

Net sales from accessories increased $0.8 million, or 13.8%, to $6.6 million for the second quarter of 2004 from $5.8 million for the comparable period in 2003. Sales growth for accessories was primarily the result of increased sales in our other international markets. Europe and Canada also contributed to accessories sales growth.

Net sales from equipment increased $0.1 million, or 4.0%, to $2.6 million for the second quarter of 2004 from $2.5 million for the second quarter of 2003. Equipment sales were generated from Mountain Hardwear predominately in the United States.

12

Table of Contents

Net sales in the United States increased $15.4 million, or 17.0%, to $105.9 million for the second quarter of 2004 from $90.5 million for the comparable period in 2003. The increase in domestic net sales was the result of increased sales from sportswear, footwear and equipment partially offset by decreases in outerwear and accessories. The increase in sportswear sales drove our domestic and worldwide sales growth for the quarter. Sportswear sales growth in the United States was primarily attributable to increased sales within existing sales channels and key accounts.

Europe’s net sales increased $4.1 million, or 20.1%, to $24.5 million for the second quarter of 2004 from $20.4 million for the comparable period in 2003. Excluding changes in currency exchange rates, Europe’s net sales increased 9.9%. Although sales growth was realized across all product categories in Europe for the second quarter of 2004, increases in sales were predominately attributable to sportswear and footwear. Sales growth for these two categories was primarily due to increased sales with Europe’s existing key accounts.

Canada’s net sales increased $1.5 million, or 13.6%, to $12.5 million for the second quarter of 2004 from $11 million for the comparable period in 2003. Excluding changes in currency exchange rates, Canada’s net sales increased 7.9%. Net sales growth was led by footwear, followed by sportswear and outerwear, partially offset by a decrease in outerwear sales. Canada’s sales growth was largely the result of establishing new customer relationships.

Net sales from other international geographies including Japan, Korea and our international distributor channel decreased $2.0 million, or 6.6%, to $28.2 million for the second quarter of 2004 from $30.2 million for the comparable period in 2003. Excluding changes in currency exchange rates, other international sales decreased 10.0%. The decrease in other international sales was primarily the result of a shift in the timing of fall 2004 product shipments to our international distributors from the second quarter to the third quarter, the majority of which were to our Russian distributor, which accounts for the largest part of our international distributor business. From a product category perspective, footwear and outerwear sales decreased while sportswear, accessories and equipment increased. The decrease in footwear sales was due to a decrease in fall 2004 coldweather footwear shipments resulting from unseasonably warm weather in Russia in 2003, while the decrease in outerwear sales was due to timing of shipments from the second to the third quarter. We expect sales growth in our international distributor channel for the full year of 2004.

Gross Profit: Gross profit, as a percentage of net sales, was 42.8% for the second quarter of 2004 compared to 42.6% for the comparable period in 2003. Excluding the negative purchase accounting effect of marking the Mountain Hardwear inventory to market value in connection with our acquisition of Mountain Hardwear, gross margin for the second quarter of 2004 would have been 42.9% compared to 43.1% for the comparable period in 2003. The decrease in gross margin was largely the result of a shift in our product sales mix, partially offset by improved margins from our international distributor markets, improved close-out sale margins and favorable impacts from changes in currency exchange rates.

The decrease in gross margin resulting from the shift in product sales mix arose from a change in the proportion of products selling at higher gross margins compared to those selling at lower margins. From a product category perspective, we sold a greater proportion of lower margin sportswear product for the second quarter of 2004 than for the comparable period in 2003. Similarly, as a proportion of net sales, we sold less higher margin outerwear product for the second quarter of 2004 than for the comparable period in 2003. For the second quarter of 2004, outerwear sales represented 23.8% of net sales compared to 30.7% of net sales for the second quarter of 2003 while sportswear increased to 52.8% in the second quarter of this year from 45.2% for the second quarter last year.

In addition to the shift in product sales mix from our higher margin outerwear product category to our lower margin sportswear and footwear product categories, our margins have also been negatively affected by shifts in product sales mix within each of our product categories. For the remainder of 2004, we anticipate the shift in product sales mix will continue to exert pressure on our gross margin.

Our gross margin may not be comparable to those of other entities, because some entities include all of the costs related to their distribution network in cost of sales. Some companies such as ours, however, have chosen to include these expenses as a component of selling, general and administrative expense.

Selling, General and Administrative Expense: Selling, general and administrative (“SG&A”) expense includes all costs associated with our design, marketing, distribution and corporate functions, including depreciation and amortization. Our quarterly report for the quarter ended June 30, 2003 and prior periods included net licensing income as an offset to SG&A expense. For the purposes of this quarterly report for the quarter ended June 30, 2004 and our annual report for the year ended December 31, 2003, net licensing income is presented as a separate line item in our consolidated statement of operations for each period presented.

13

Table of Contents

SG&A expense increased $8.0 million, or 15.9%, to $58.3 million for the second quarter of 2004 from $50.3 million for the comparable period in 2003. Excluding changes in currency exchange rates, SG&A expense increased $6.7 million, or 13.3%. Selling expenses increased due to the increased level of direct sales and associated commissions, and increased marketing costs for the quarter.

The increase in general and administrative expense was primarily due to an increase in personnel related costs, partially offset by a decrease in depreciation expense. The increase in personnel costs was due to an expansion of our product offerings and additional costs to support the higher level of sales and anticipated sales growth. Depreciation and amortization totaled $4.1 million for the second quarter of 2004 compared to $5.9 million for the comparable period in 2003. The decrease was primarily related to some assets in the United States becoming fully depreciated.

As a percentage of net sales, SG&A expense increased to 34.1% for the second quarter of 2004 from 33.1% for the comparable period in 2003. We expect that, as a result of our initiatives to continue our global expansion, as a percentage of net sales, 2004 SG&A expense will be comparable to 2003 SG&A expense.

Net Licensing Income: As our licensees have gained momentum in the marketplace with the sale of our branded products, our licensing arrangements have been highly profitable for the company. Although net licensing income is not a significant income driver, beginning in 2003 net licensing income was presented as a separate line item in our consolidated statement of operations for all years presented, whereas it historically had been presented as an offset to SG&A expense.

We derive net licensing income from income that we earn through licensing our trademarks across a range of categories that complement our current product offerings. For the second quarter of 2004, we recognized licensing income from twelve licensees. Products distributed by the licensees included socks, bags, packs, leather outerwear, eyewear, watches, camping gear, and other accessories.

Net licensing income increased $0.3 million, or 60.0%, to $0.8 million for the second quarter of 2004 from $0.5 million for the comparable period in 2003. Licensing income was led by bags and packs, followed by Columbia licensed camping gear and socks.

Interest (Income) Expense, Net: Interest income increased to $1.3 million for the second quarter of 2004 from $0.7 million for the comparable period in 2003. The increase in interest income was due to the higher cash balance and higher interest rate environment compared to the same period in 2003. Interest expense decreased to $0.3 million for the second quarter of 2004 from $0.5 million for the comparable period in 2003. The decrease in interest expense was primarily attributable to an increase in capitalized interest related to the construction of the distribution center in Henderson County, Kentucky, and repayments of short-term notes payable and long-term debt.

Income Tax Expense: The provision for income taxes increased to $5.9 million for the second quarter of 2004 from $5.7 million for the comparable period in 2003. The reduction in the annual estimated effective tax rate from 37.5% to 35.5% was due to several factors, including changes in the geographic mix of taxable income, as our international growth rates exceeded our domestic growth rates, and expected reductions in our overall state income tax expense.

Six Months Ended June 30, 2004 Compared to Six Months Ended June 30, 2003

Net Sales: Consolidated net sales increased 17.7% to $377.8 million for the six months ended June 30, 2004 from $320.9 million for the comparable period in 2003. Net sales growth was predominately the result of increased sales of sportswear within the United States. Increased footwear and sportswear sales in Europe also contributed to our net sales growth. In the first six months of the year, the majority of our sales consist of spring sportswear, rather than outerwear and footwear.

Net sales growth was realized in each major international geographic region in which we operate except our international distributor markets, which decreased due to the timing of fall 2004 product shipments. On an international basis, net sales growth was led by our European business, followed by our Canadian and other international businesses (excluding our international distributor markets).

14

Table of Contents

Net sales growth was attributable to an increase in unit sales volume across all geographic markets and product categories. Unit sales volume growth was led by sportswear, followed by footwear, accessories, equipment and outerwear. Net sales growth was led by sportswear, followed by footwear, accessories and equipment. Outerwear net sales decreased slightly for the six months ended June 30, 2004; however we expect outerwear net sales growth for the full year of 2004.

We continued to experience a shift in our product sales mix as sales of sportswear and footwear grew faster than outerwear. This was expected due to the heavy concentration of sportswear sales during the spring season. Net sales from outerwear decreased $1.5 million, or 1.8%, to $81.2 million from $82.7 million for the comparable period in 2003. The decrease in net sales from outerwear was led by the United States followed by Canada partially offset by an increase in outerwear sales in Europe and other international markets. The decrease in outerwear sales in the United States was partially attributable to weakness in the youth outerwear category as well as a shift in the timing of fall 2004 product shipments from the second quarter to the third quarter of this year as customers began taking some product delivery closer to market need.

Net sales from sportswear increased $40.8 million, or 24.5%, to $207.4 million from $166.6 million for the comparable period in 2003. Sportswear sales growth was led by the United Sales followed by Europe, Canada and other international markets. Sportswear sales growth in the United States was primarily attributable to increased sales within existing sales channels and to key accounts. Sales growth in Europe was also attributable to increased sales to existing key accounts.

Net sales from footwear increased $11.1 million, or 19.1%, to $69.1 million from $58.0 million for the comparable period in 2003. Footwear sales growth was led by Europe followed by Canada and the United States. Footwear sales growth was primarily the result of increased sales of warm weather footwear.

Net sales from accessories increased $3.6 million, or 32.1%, to $14.8 million from $11.2 million for the comparable period in 2003. Sales growth for accessories was primarily the result of increased sales in our other international markets and the United States. Europe and Canada also contributed to accessories sales growth.

Net sales from equipment were $5.3 million for the six months ended June 30, 2004. Comparable data is not presented for 2003 since this product category was added as part of our acquisition of Mountain Hardwear in April of 2003.

Net sales in the United States increased $31.2 million, or 16.4%, to $221.2 million from $190.0 million for the comparable period in 2003. Excluding Mountain Hardwear, domestic net sales increased 12.1%. The increase in domestic net sales was the result of increased sales of sportswear, equipment, accessories and footwear.

Europe’s net sales increased $14.8 million, or 28.1%, to $67.4 million from $52.6 million for the comparable period in 2003. Excluding changes in currency exchange rates, Europe’s net sales increased 12.7%. Sales growth was achieved across all product categories in Europe for the six months ended June 30, 2004. Footwear led Europe’s sales growth followed by sportswear, outerwear, and accessories.

Canada’s net sales increased $5.8 million, or 19.9%, to $34.9 million from $29.1 million for the comparable period in 2003. Excluding changes in currency exchange rates, Canada’s net sales increased 8.1%. Net sales growth was led by footwear followed by sportswear and accessories. Net sales from outerwear decreased slightly for the six months ended June 30, 2004 compared to the six months ended June 30, 2003.

Net sales from other international geographies including Japan, Korea and our international distributors increased $5.1 million, or 10.4%, to $54.3 million from $49.2 million for the comparable period in 2003. Excluding changes in currency exchange rates, other international sales increased 6.2%. Net sales growth was led by sportswear followed by accessories, outerwear and equipment. Net sales from footwear decreased for the six months ended June 30, 2004 compared to the six months ended June 30, 2003, primarily due to a decrease in fall 2004 cold weather footwear shipments resulting from unseasonably warm winter weather in Russia in 2003.

Gross Profit: Gross profit, as a percentage of net sales, increased to 44.2% for the six months ended June 30, 2004 from 44.1% for the comparable period in 2003. Excluding the negative purchase accounting effect of marking the Mountain Hardwear inventory to market value in connection with our acquisition of Mountain Hardwear, gross margin for both the six months ended June 30, 2004 and June 30, 2003 would have been 44.3%. Although our gross margin, excluding the Mountain Hardwear mark-to-market adjustments, for the six months ended June 30, 2004 was consistent with the gross margin of a year ago, several other factors also affected our gross margin including a shift in product sales mix, which had a negative impact on margins, improved margins from our international distributor markets, improved close-out sales margins and favorable impacts from changes in currency exchange rates.

15

Table of Contents

A shift in product sales mix from our higher margin outerwear products to our lower margin products such as sportswear and footwear had an unfavorable effect on gross margin. In general, our outerwear products carry higher gross margins followed by our accessories, sportswear and footwear products. In addition to the shift in product sales mix from our higher margin outerwear product category to our lower margin sportswear and footwear product categories, our gross margin has also been negatively affected by shifts in product sales mix within each of our product categories. For the remainder of 2004, we anticipate the shift in product sales mix will continue to exert pressure on our gross margin.

Our gross margin may not be comparable to those of other entities, because some entities include all of the costs related to their distribution network in cost of sales. Some companies such as ours, however, have chosen to include these expenses as a component of selling, general and administrative expense.

Selling, General and Administrative Expense: SG&A expense increased $19.3 million, or 18.6%, to $122.8 million from $103.5 million for the comparable period in 2003. Excluding changes in currency exchange rates, SG&A expense increased $15.4 million, or 14.9%. Selling expense, including commissions and advertising, increased in line with sales growth.

The increase in general and administrative expense was primarily due to increases in personnel related costs and travel expenses, partially offset by a decrease in depreciation expense. The increase in personnel costs was due to an expansion of our product offerings and additional costs to support the higher level of sales and anticipated sales growth. Depreciation and amortization totaled $9.4 million for the six months ended June 30, 2004 compared to $11.4 million for the comparable period in 2003. The decrease was primarily related to some assets in the United States becoming fully depreciated.

As a percentage of net sales, SG&A expense increased to 32.5% for the six months ended June 30, 2004 from 32.2% for the comparable period in 2003. We expect that, as a result of our initiatives to continue our global expansion, as a percentage of net sales, 2004 SG&A expense will be comparable to 2003 SG&A expense.

Net Licensing Income: Net licensing income increased $0.9 million, or 150.0%, to $1.5 million from $0.6 million for the comparable period in 2003. Licensing income was led by Columbia licensed camping gear, followed by bags and packs and socks. For the six months ended June 30, 2004, we recognized licensing income from twelve licensees. Products distributed by the licensees included socks, bags, packs, leather outerwear, eyewear, watches, camping gear and other accessories.

Interest (Income) Expense, Net: Interest income increased to $2.3 million for the six months ended June 30, 2004 from $1.4 million for the comparable period in 2003. The increase in interest income was due to the higher cash balance and higher interest rate environment compared to the same period in 2003. Interest expense decreased to $0.4 million for the six months ended June 30, 2004 from $1.0 million for the comparable period in 2003. The decrease in interest expense was primarily attributable to an increase in capitalized interest related to the construction of the distribution center in Henderson County, Kentucky, and repayments of short-term notes payable and long-term debt.

Income Tax Expense: The provision for income taxes increased to $16.9 million for the six months ended June 30, 2004 from $14.6 million for the comparable period in 2003. The reduction in the annual estimated effective tax rate from 37.5% to 35.5% was due to several factors, including changes in the geographic mix of taxable income, as our international growth rates exceeded our domestic growth rates, and expected reductions in our overall state income tax expense.

Seasonality of Business

Our business is affected by the general seasonal trends common to the outdoor apparel industry, with sales and profits highest in the third calendar quarter. Our products are marketed on a seasonal basis, with a product sales mix weighted substantially toward the fall season. Results of operations in any period should not be considered indicative of the results to be expected for any future period. The sale of our products is subject to substantial cyclical fluctuation and impacts from unseasonal weather conditions. Sales tend to decline in periods of recession or uncertainty regarding future economic prospects that affect consumer spending, particularly on discretionary items. This cyclicality and any related fluctuation in consumer demand could have a material adverse effect on our results of operations, cash flows and financial position.

16

Table of Contents

Liquidity and Capital Resources

Our primary ongoing funding requirements are to finance working capital and the continued growth of the business. At June 30, 2004, we had total cash equivalents of $284.7 million compared to $264.6 million at December 31, 2003. Cash provided by operating activities was $40.9 million for the six months ended June 30, 2004 compared to cash used in operating activities of $1.8 million for the comparable period in 2003. This change was primarily due to an increase in cash receipts, an increase in accounts payable and an increase in earnings partially offset by an increase in inventory attributed to the current fall season.

Our primary capital requirements are for working capital, investing activities associated with the expansion of our global operations and general corporate needs. Net cash used in investing activities was $26.6 million for the six months ended June 30, 2004 and $33.7 million for the comparable period in 2003. The decrease was primarily due to the acquisition of Mountain Hardwear in the 2003 period for $29.9 million, net of cash acquired, partially offset by an increase in capital expenditures of $22.8 million in the 2004 period primarily related to the construction of the distribution center in Kentucky.

Cash provided by financing activities was $6.2 million for the six months ended June 30, 2004 compared to cash used in financing activities of $1.3 million for the comparable period in 2003. For the 2004 period, net cash provided by financing activities was primarily due to proceeds from the sale of stock under employee stock plans of $6.7 million, partially offset by the repayment of long-term debt of $0.5 million. For the 2003 period, net cash used in financing activities was primarily for the repayment of Mountain Hardwear debt of $6.4 million and the repayment of notes payable of $1.9 million, offset by proceeds from the sale of stock under employee stock plans of $8.0 million.

To fund our domestic working capital requirements, we have available unsecured revolving lines of credit with aggregate seasonal limits ranging from approximately $30 million to $75 million, of which $5 million to $50 million is committed. As of June 30, 2004, no balances were outstanding under these lines of credit. Internationally, our subsidiaries have local currency operating lines in place that we guarantee with a combined limit of approximately $86.4 million at June 30, 2004. There were no balances outstanding under these lines of credit at June 30, 2004.

Additionally, we maintain unsecured import lines of credit with a combined limit of approximately $325 million at June 30, 2004, available for issuing documentary letters of credit. At June 30, 2004, outstanding letters of credit totaled $223.5 million.

As we continue our investment in global infrastructure to support our growth, we anticipate that capital expenditures for 2004 will total approximately $45 million, consisting of the continuing construction of the distribution center in Kentucky, maintenance capital requirements and information technology projects. In 2003, we broke ground on the construction of the Kentucky distribution center, primarily for the purpose of distributing footwear products in the United States. To date in 2004, we have incurred approximately $26.6 million in capital expenditures.

Although the Kentucky distribution center will be constructed primarily to support our footwear products, it was designed and engineered to support other product lines as well. The facility will improve our proximity to major footwear customers and, we believe, will facilitate reorders. We expect to fund these capital expenditures with existing cash and cash provided by operations. If the need arises for additional expenditures, we may need to seek additional funding. Our ability to obtain additional credit facilities will depend on many factors, including prevailing market conditions, our financial condition, and our ability to negotiate favorable terms and conditions. There is no assurance that financing will be available on terms that are acceptable or favorable to us, if at all.

Our operations are affected by seasonal trends typical in the outdoor apparel industry, and have historically resulted in higher sales and profits in the third calendar quarter. This pattern has resulted primarily from the timing of shipments to wholesale customers for the fall outerwear season. We believe that our liquidity requirements for at least the next 12 months will be adequately covered by existing cash, cash provided by operations and existing short-term borrowing arrangements.

Critical Accounting Policies and Estimates

Management’s discussion and analysis of our financial condition and results of operations are based on our consolidated financial statements, which have been prepared in accordance with accounting principles generally accepted in the United States. The preparation of these financial statements requires us to make various estimates and judgments that affect reported amounts of assets, liabilities, sales, cost of sales and expenses and related disclosure of contingent assets and liabilities. We

17

Table of Contents

believe that the estimates, assumptions and judgments involved in the accounting policies described below have the greatest potential impact on our financial statements, so we consider these to be our critical accounting policies and estimates. Because of the uncertainty inherent in these matters, actual results could differ from the estimates we use in applying the critical accounting policies. We base our ongoing estimates on historical experience and other various assumptions that we believe to be reasonable under the circumstances. Some of these critical accounting policies affect working capital account balances, including the policy for revenue recognition, the allowance for doubtful accounts receivable, and inventory valuation.

Management and our independent auditors regularly discuss with the audit committee of our Board of Directors each of our critical accounting estimates, and the development and selection of these accounting estimates and the disclosure about each estimate in Management’s Discussion and Analysis of Financial Condition and Results of Operations. These discussions typically occur at our quarterly audit committee meetings and include the basis and methodology used in developing and selecting these estimates; the trends in and amounts of these estimates; specific matters affecting the amount of and changes in these estimates, and any other relevant matters related to these estimates, including significant issues concerning accounting principles and financial statement presentation.

Revenue Recognition

We record wholesale revenues and licensing income when title passes and the risks and rewards of ownership have passed to the customer, based on the terms of sale. Title generally passes upon shipment or upon receipt by the customer depending on the country of the sale and the agreement with the customer. Retail store revenues are recorded at the time of sale.

In some countries outside of the United States, predominantly where we sell directly in Western Europe, precise information regarding the date of receipt by the customer is not readily available. In these cases, we estimate the date of receipt by the customer based on historical and expected delivery times by geographic location. We periodically test the accuracy of these estimates based on actual transactions. Delivery times vary by geographic location, generally from one to four days. To date, we have found these estimates to be materially accurate.

Upon shipment, we also provide for estimated sales returns and miscellaneous claims from customers as reductions to revenues. The estimates are based on historical rates of product returns and claims that have ranged from approximately one to two percent of sales. Actual returns and claims in any future period, however, are inherently uncertain and thus may differ from the estimates. If actual or expected future returns and claims were significantly greater or lower than the reserves that had been established, we would record a reduction or increase to net revenues in the period in which we made such a determination.

Allowance for Uncollectible Accounts Receivable

We make ongoing estimates for the uncollectibility of our accounts receivable and maintain an allowance for estimated losses resulting from the inability of our customers to make required payments. In determining the amount of the allowance, we consider our historical level of credit losses and we make judgments about the credit worthiness of customers based on ongoing credit evaluations. We analyze specific customer accounts, customer concentrations, current economic trends, and changes in customer payment terms. Because we cannot predict future changes in the financial stability of our customers, actual future losses from uncollectible accounts may differ from our estimates. If the financial condition of our customers was to deteriorate, resulting in their inability to make payments, a larger allowance could be required. If we determine a smaller or larger allowance is appropriate, we would record a credit or a charge to SG&A expense in the period in which we made the determination.

Inventory and Product Warranty

We make ongoing estimates of potential future excess, close-out or slow moving inventory and product warranty costs. We identify our excess inventory, a component of which is planned, and evaluate our purchase commitments, sales forecasts, and historical experience and make provisions as necessary to properly reflect inventory value. When evaluating our reserve for warranty costs, we consider our historical returns rates by season, product mix, current economic trends, and the historical cost to repair, replace, or refund the original sale. If we determine smaller or larger reserves were appropriate, we would record a credit or a charge to cost of sales in the period we made the determination.

18

Table of Contents

Income Taxes

We record valuation allowances against our deferred tax assets, when necessary, in accordance with Statement of Financial Accounting Standards (“SFAS”) No. 109, “Accounting for Income Taxes.” We make ongoing estimates in determining the valuation allowance for the net deferred tax asset in order to reduce our deferred tax assets to the amount that is more likely than not to be realized. Although we consider future taxable income and ongoing prudent and feasible tax planning strategies in assessing the need for the valuation allowance, if we have different judgments or use different estimates in the future, these differences may affect the valuation allowance and, accordingly, income in the period we made the determination.

On a quarterly basis, we estimate what our effective tax rate will be for the full fiscal year and record a quarterly income tax provision in accordance with the anticipated effective rate. As the calendar year progresses, we periodically refine our estimate based on actual events and earnings by jurisdiction during the year. This ongoing estimation process can result in changes to our expected effective tax rate for the full calendar year. When this occurs, we adjust the income tax provision during the quarter in which the change in estimate occurs so that the year-to-date provision equals the expected annual effective tax rate.

Factors That May Affect Our Business and the Price of Our Common Stock

Our Business is Affected by Weather Conditions

Our business is adversely affected by unseasonal weather conditions. Sales of our outerwear and cold weather footwear are dependent in part on the weather and may decline in years in which weather conditions do not favor the use of these products. For example, in the past we believe unseasonably warm weather in the United States caused customers to delay, and in some cases reduce or cancel, orders for our outerwear, which had an adverse effect on our net sales and profitability. Periods of unseasonably warm weather in the fall or winter or unseasonably cold or wet weather in the spring could have a material adverse effect on our results of operations and financial condition.

Our Sales and Earnings May be Adversely Affected by an Economic Downturn or Economic Uncertainty

Sales of our products are subject to substantial cyclical fluctuation. Consumer demand for our apparel and footwear, or our licensed products, may not reach our growth targets, or may decline, when there is an economic downturn or economic uncertainty in our key markets, particularly markets in North America and Europe. Continuing weakness in the Japanese economy, for example, has limited growth opportunities in recent years, and a slower economy in the United States in 2002 and 2003 created additional uncertainties for our customers and our business. In addition, continued volatility in the global oil markets has resulted in rising fuel prices, which many shipping companies are passing on to their customers. Our shipping costs have continued to increase over the past several years, and we expect these increases to continue. Because we price our products to our customers in advance, we may not be able to pass these increased costs on to our customers. Our sensitivity to economic cyclicality and any related fluctuation in consumer demand and rising shipping costs could have a material adverse effect on our results of operations and financial condition.

Our International Operations Involve Many Risks

We are subject to many risks generally associated with doing business abroad, including foreign governmental laws and regulations, foreign consumer preferences, political unrest, disruptions or delays in shipments and changes in economic conditions in countries in which we manufacture or sell products. In addition, disease outbreaks, terrorist acts and U.S. military operations have increased the risks of doing business abroad. These factors, among others, could affect our ability to sell products in international markets, our ability to manufacture products or procure materials, and our cost of doing business. If any of these or other factors make the conduct of business in a particular country undesirable or impractical, our business could be materially and adversely affected. In addition, many of our imported products are subject to duties, tariffs or quotas that affect the cost and quantity of various types of goods imported into the United States or into our other sales markets. The countries in which our products are produced or sold may eliminate, adjust or impose new quotas, duties, tariffs or other restrictions, any of which could have a material adverse effect on us. We produce a significant portion of our products in China and Vietnam, and therefore adverse conditions in either country or adverse changes in that country’s trading status with the United States or with other sales markets could have a material adverse effect on our results of operations and financial condition.

19

Table of Contents

We Are Affected by the Financial Health of Retailers

We extend credit to our customers based on an assessment of a customer’s financial circumstances, generally without requiring collateral. To assist in the scheduling of production and the shipping of seasonal products, we offer customers discounts for placing pre-season orders and extended payment terms for taking delivery before the peak shipping season. These extended payment terms increase our exposure to the risk of uncollectible receivables. In addition, we face increased risk of order reduction or cancellation when dealing with financially ailing retailers or retailers struggling with economic uncertainty. Some of our significant customers have experienced financial difficulties in the past, which in turn have had an adverse effect on our business, and we believe that retailers are being more cautious than usual with orders as a result of weakness in the retail economy. A slowing economy in our key markets could have an adverse effect on the financial health of our customers, which could in turn have a material adverse effect on our results of operations and financial condition.

We Operate in Very Competitive Markets

The markets for outerwear, sportswear, rugged footwear, tents and sleeping bags are highly competitive, as are the markets for our licensed products. In each of our geographic markets, we face significant competition from global and regional branded apparel and footwear companies. In many instances, retailers who are our customers pose our most significant competitive threat by marketing apparel, footwear and equipment under their own labels. We also compete with other companies for the production capacity of independent manufacturers that produce our products and for import quota capacity. Many of our competitors are significantly larger and have substantially greater financial, distribution, marketing and other resources and have achieved greater recognition for their products than we have. Increased competition could result in reductions in display areas in retail locations, reductions in sales or reductions in prices of our products, any of which could have a material adverse effect on our results of operations and financial condition.

We Face Risks Associated with Consumer Preferences and Fashion Trends

Changes in consumer preferences or consumer interest in outdoor activities could have a material adverse effect on our business. In addition, although we believe that our products have not been significantly affected by past fashion trends, changes in fashion trends could have a greater impact as we expand our offerings to include more product categories in more geographic areas. Also, we face risks because our business requires us to anticipate consumer preferences. Our decisions about product designs often are made far in advance of consumer acceptance. Although we try to manage our inventory risk through early order commitments by retailers, we must generally place production orders with manufacturers before we have received all of a season’s orders. If we fail to anticipate accurately and respond to consumer preferences, we could experience lower sales, excess inventories and lower profit margins, any of which could have a material adverse effect on our results of operations and financial condition.

Our Success Depends on Our Use of Proprietary Rights

Our registered and common law trademarks have significant value and are important to our ability to create and sustain demand for our products. We also place significant value on our trade dress, the overall appearance and image of our products. From time to time, we discover products that are counterfeit reproductions of our products, design “knock offs,” or otherwise infringe on our proprietary rights. Counterfeiting activities typically increase as brand recognition increases, especially in markets outside the United States. If we are unsuccessful in challenging a party’s products on the basis of trademark or design infringement, continued sales of these products could adversely affect our sales and our brand and result in the shift of consumer preference away from our products. The actions we take to establish and protect trademarks and other proprietary rights may not be adequate to prevent imitation of our products by others or to prevent others from seeking to block sales of our products as violations of proprietary rights. Additionally, in markets outside of the United States, it may be more difficult for us to establish our proprietary rights and to successfully challenge use of those rights by other parties. Actions or decisions in the management of our intellectual property portfolio may affect the strength of the brand, which may in turn have a material adverse effect on our results of operations and financial condition.

Although we have not been materially inhibited from selling products in connection with trademark and trade dress disputes, as we extend our brand into new product categories and new product lines and expand the geographic scope of our marketing, we could become subject to litigation based on allegations of the infringement of intellectual property rights of third parties. Future litigation also may be necessary to defend us against such claims or to enforce and protect our intellectual property rights. Any intellectual property litigation could be costly and could cause diversion of management’s attention from the operation of our business. Adverse determinations in any litigation could result in the loss of our

20

Table of Contents

proprietary rights, subject us to significant liabilities or require us to seek licenses from third parties, which may not be available on commercially reasonable terms, if at all. Any intellectual property litigation could have a material adverse effect on our results of operations and financial condition.

Our Success Depends on Our Distribution Facilities and Systems

Our ability to meet customer expectations, manage inventory, complete sales and achieve objectives for operating efficiencies depends on the proper operation of our existing distribution facilities, the development or expansion of additional distribution capabilities and the timely performance of services by third parties (including those involved in shipping product to and from our distribution facilities). In the United States, we rely primarily on our distribution center in Portland, Oregon; in Canada, we rely primarily on our distribution center in Strathroy, Ontario; and in Europe we distribute our products through our distribution center in Cambrai, France. The implementation and performance of any new distribution facility is subject to many risks generally associated with transition and startup activities, including the risk that the new distribution facility may not successfully handle distribution activities. Our distribution facilities in the United States and France are highly automated, which means their operations are complicated and may be subject to a number of risks related to computer viruses, the proper operation of software and hardware, electronic or power interruptions, or other system failures. Our operations could also be interrupted by disasters, such as earthquakes (which are known to occur in the Northwestern United States) or fires. We maintain business interruption insurance, but it may not adequately protect us from the adverse effect that could be caused by significant disruptions in our distribution facilities.

We have begun construction of a new distribution center in Kentucky, which we will own and operate. We anticipate that the new facility will be operational in 2005. Our ability to complete a new facility is subject to a number of risks and uncertainties, including our ability to construct and integrate a new facility with existing operations in a timely manner, the availability of labor, raw materials and other inputs on anticipated terms and our ability to obtain any necessary governmental approvals.

Our Success Depends on Our Information Systems

Our business is increasingly reliant on information technology. Information systems are used in all stages of our production cycle, from design to distribution, and are used as a method of communication between employees, our subsidiaries overseas, as well as our customers. System failures or service interruptions may occur as the result of a number of factors, including computer viruses, hacking or other unlawful activities by third parties, or failure to properly protect, repair or maintain systems. Any service interruption of critical business information systems may have a material adverse affect on our results of operations and financial condition.

We May Not Be Able to Implement Our Growth Strategy or Manage Growth Successfully

We face many challenges in implementing our growth strategies. For example, our expansion into international markets involves countries where we have little sales or distribution experience and where our brand is not yet widely known. Expanding our product categories involves, among other things, gaining experience with new products, gaining consumer acceptance, and establishing and protecting intellectual property rights. Increasing sales to department stores, and improving the sales productivity of our customers, will each depend on various factors, including strength of our brand name, competitive conditions, our ability to manage increased sales and future expansion, the availability of desirable locations and the negotiation of terms with retailers. Future terms with customers may be less favorable to us than those under which we now operate. Large retailers in particular increasingly seek to transfer various costs of business to their vendors, such as the cost of lost profits from product price markdowns. To implement our business strategy, we need to manage growth effectively. We need to continue to change various aspects of our business, to maintain and enhance our information systems and operations to respond to increased demand and to attract, retain and manage qualified personnel. Growth could place an increasing strain on management, financial, product design, marketing, distribution and other resources, and we could experience operating difficulties. For example, in recent years, we have undertaken a number of new initiatives that require significant management attention and corporate resources, including the development or expansion of distribution facilities on two continents, the acquisition, rejuvenation and extension of the Sorel brand, and the acquisition and integration of Mountain Hardwear, Inc. This growth involves many risks and uncertainties and, if we are unable to manage them effectively, we may not achieve our objectives, which could have a material adverse effect on our results of operations and financial condition.

21

Table of Contents

Currency Exchange Rate Fluctuations May Affect our Business

We generally purchase products in U.S. dollars. However, the cost of these products sourced overseas may be affected by changes in the value of the relevant currencies. Price increases caused by currency exchange rate fluctuations could make our products less competitive or have an adverse effect on our margins. Our international revenues and expenses generally are derived from sales and operations in foreign currencies, and these revenues and expenses could be materially affected by currency fluctuations, including amounts recorded in foreign currencies and translated into U.S. dollars for consolidated financial reporting. Currency exchange rate fluctuations could also disrupt the business of the independent manufacturers that produce our products by making their purchases of raw materials more expensive and more difficult to finance. Foreign currency fluctuations could have a material adverse effect on our results of operations and financial condition.

Labor Disruptions at Ports May Adversely Affect Our Business

Our business depends on our ability to source and distribute products in a timely manner. As a result, we rely on the free flow of goods through open and operational ports worldwide, particularly in the western United States. Labor disputes at various ports, such as those experienced at western U.S. ports in 2002, create significant risks for our business, particularly if these disputes result in work slowdowns, lockouts, strikes, or other disruptions during our peak importing seasons, and could have a material adverse effect on our business, potentially resulting in cancelled orders by customers, unanticipated inventory accumulation, and reduced revenues and earnings.

We Depend on Independent Manufacturers to Make Our Products and Meet Customer Expectations

Our products are produced by independent manufacturers worldwide. We do not operate or own any production facilities. Although we enter into a number of purchase order commitments each season, we do not have long-term contracts with some manufacturers. We therefore face risks that manufacturing operations will fail to perform as expected or that our competitors will gain production or quota capacities that we need for our business. If a manufacturer fails to ship orders in a timely manner or to meet our standards, we could miss delivery requirements, which could result in cancellation of orders, refusal to accept deliveries or a reduction in purchase prices, any of which could have a material adverse effect on our business. Reliance on independent manufacturers also creates quality control risks. A failure in our quality control program could result in diminished product quality, which may have a material adverse affect on our results of operations and financial condition.

In an effort to ensure that our independent manufacturers operate with safe, ethical and humane working conditions, we regularly monitor factories and we enforce our requirements that each manufacturer agree to comply with our Standards of Manufacturing Practices and applicable laws and regulations, but we do not control these vendors or their labor practices. If a manufacturer violates labor or other laws, or engages in practices that are not generally accepted as ethical in our key markets, it could have a material adverse effect on our results of operations and financial condition.

We Depend on Key Suppliers for Some Specialty Fabrics

Some of the materials that we use may be available, in the short-term, from only one source or a very limited number of sources. For example, some specialty fabrics are manufactured to our specification by one source or a few sources. From time to time, we have experienced difficulty satisfying our raw material and finished goods requirements. Although we believe that we could identify and qualify additional factories to produce these materials, the unavailability of some existing manufacturers for supply of these materials could have a material adverse effect on our results of operations and financial condition.

Our Advance Purchases of Products May Result in Excess Inventories

To minimize our purchasing costs, the time necessary to fill customer orders and the risk of non-delivery, we place orders for our products with manufacturers prior to receiving all of our customers’ orders and maintain an inventory of various products that we anticipate will be in greater demand. We may not be able to sell the products we have ordered from manufacturers or that we have in our inventory. Customers are allowed to cancel an order prior to shipment with sufficient notice. Inventory levels in excess of customer demand may result in inventory write-downs and the sale of excess inventory at discounted prices, which could have a material adverse effect on our results of operations and financial condition.

22

Table of Contents

We Depend on Key Personnel

Our future success will depend in part on the continued service of key personnel, particularly Timothy Boyle, our President and Chief Executive Officer, and Gertrude Boyle, our Chairman and widely recognized advertising spokesperson. Our future success will also depend on our ability to attract and retain key managers, designers, sales people and others. We face intense competition for these individuals worldwide, and there is a significant concentration of well-funded apparel and footwear competitors in and around Portland, Oregon (including Nike and adidas-Salomon). We may not be able to attract or retain these employees, and our failure to do so could have a material adverse effect on our results of operations and financial condition.

Our Business Is Affected by Seasonality and Fluctuations in Operating Results

Our results of operations have fluctuated and are likely to fluctuate significantly from period to period. Our products are marketed on a seasonal basis, with a product sales mix now weighted substantially toward the fall season. Our results of operations for the quarter ended September 30 in the past have been much stronger than the results for the other quarters. This seasonality, along with other factors that are beyond our control, including general economic conditions, changes in consumer preferences, weather conditions, availability of import quotas and currency exchange rate fluctuations, could adversely affect our business and cause our results of operations to fluctuate. Our operating margins are also sensitive to a number of factors that are beyond our control, including shifts in product sales mix, geographic sales trends, and currency exchange rate fluctuations, all of which we expect to continue as we expand our product offerings and geographic penetration. Results of operations in any period should not be considered indicative of the results to be expected for any future period.

We Face Risks of Product Liability and Warranty Claims

Our products are used in outdoor activities, sometimes in severe conditions. Although we have not experienced any significant expense as the result of product recalls or product liability claims, recalls or these types of claims could occur in the future and have a material adverse effect on our business. Some of our outerwear and Sorel products carry limited warranties for defects in quality and workmanship. We maintain a warranty reserve for future warranty claims, but the actual costs of servicing future warranty claims could exceed the reserve and have a material adverse effect on our results of operations and financial condition.

Our Common Stock Price May Be Volatile