\n| \n \nStoney River Steakhouse and Grill\n<\/p>\n<\/td>\n | \n \n(10.3)%\n<\/p>\n<\/td>\n | \n \n(21.1)%\n<\/p>\n<\/td>\n | \n \n(36.2)%\n<\/p>\n<\/td>\n<\/tr>\n<\/table>\n \nOff-premise sales continued to represent a meaningful portion of the Company\u2019s business during the fourth quarter of 2020, comprising approximately 20% of total net sales for the quarter, which represents approximately $730,000 on average in off-premise sales weekly. As previously disclosed, off-premise sales were particularly robust during the holiday season and averaged approximately $850,000 weekly during the final six weeks of 2020 (i.e. the December 2020 accounting period).\n<\/p>\n \nAs mentioned above, an additional item impacting fourth quarter 2020 results is the anticipated impact of the Employee Retention Credit available to the Company under the CARES Act, which was recorded as a reduction to \u201crestaurant labor and related costs\u201d totaling $1,082,000, which was the amount deemed probable of realization by the Company related to payroll costs incurred during the first three quarters of 2020. The Company has treated this as a reduction to Adjusted EBITDA(2)<\/sup> for the fourth quarter of 2020 given its unusual nature. An analysis of the payroll costs incurred by the Company during the fourth quarter of 2020 with regard to any potential Employee Retention Credits is ongoing and will be recorded if and when realization of such credits is deemed probable.\n<\/p>\nChief Executive Officer\u2019s Comments<\/b><\/p>\n \n\u201cNew operational challenges in the fourth quarter of 2020 required us to think outside the box and adapt yet again to evolving circumstances, including serving our guests for a period of time in newly-erected temporary outdoor dining structures in certain markets where governments disallowed indoor dining. Overall, we experienced satisfactory pricing of input costs in the fourth quarter, which along with active menu and recipe management, recent menu price increases and the implementation of the packaging charge for carry-out sales, helped our food and beverage costs, which were 30.8% of net sales in the quarter as compared to 32.9% of net sales in the fourth quarter of the prior year. We did not encounter any significant interruptions to our supply chain during the holiday season and were able to manage through minor supply shortages on the carry-out packaging front,\u201d stated Parkey.\n<\/p>\n \nParkey continued, \u201cIn a year where our sales declined by over 25 percent from the prior year, our net debt at year end only increased by approximately $1,200,000. We remained diligent in controlling our expenses and even funded the construction of a brand new restaurant that will open at the end of March 2021. We\u2019ve learned a lot from the last year, and we believe that the investments that we\u2019ve made in our people, our technology platforms, and most importantly, in our guest experience will position us well to achieve our operational and financial goals for fiscal 2021.\u201d\n<\/p>\n \nParkey also noted that the Company experienced severe winter weather during February 2021, beginning on Valentine\u2019s Day (historically one of the busiest days of the year) and lasting throughout the week that followed. \u201cThese winter storms required us to close our restaurants, in some cases for multiple days, in several of our markets including in Alabama, Illinois, Kentucky, Louisiana, Missouri, Ohio, Tennessee and Texas resulting in a total of 54 closed days, and we estimate that the impact of those storms cost us approximately $500,000 in lost sales for February 2021,\u201d Parkey stated. Despite the weather impact, the Company is excited about the sales trends in February and expects that momentum to continue.\n<\/p>\n \n\u201cAs of March 12, 2021, our restaurants are currently operating at an average of approximately 70% capacity of available seats,\u201d Parkey further noted. \u201cWe are optimistic that in 2021 after the vaccines become broadly available to the general public, consumer confidence continues to build, and governmental restrictions are rolled back, our restaurants will return to serving dining rooms filled with loyal guests. While we are excited to continue and further develop our off-premise business, we certainly look forward to the days when each of our 46 locations will once again be operating at full capacity.\u201d\n<\/p>\n Full Year 2020 Financial Results Highlights<\/b><\/p>\n \nFor the full year ended January 3, 2021, the Company recorded net sales of $183,373,000 as compared to net sales of $247,269,000 recorded in fiscal 2019. As noted above, management estimates that the inclusion of the 53rd<\/sup> week in fiscal 2020 contributed approximately $4,300,000 to 2020\u2019s full year sales results and approximately $770,000 to its full year income from continuing operations before income taxes.\n<\/p>\n\nThe net loss for fiscal 2020 totaled $22,471,000 as compared to net income of $8,817,000 for fiscal 2019. In addition to the impact that the COVID-19 pandemic had on the Company\u2019s results for fiscal 2020, the net loss for 2020 also includes a $15,737,000 goodwill impairment charge and $1,047,000 related to a long-lived asset impairment charge and related restaurant closing costs for the Company\u2019s Cleveland location that was closed and subsequently sold during the year. No such charges were recorded during fiscal 2019.\n<\/p>\n \nDuring fiscal 2020, the Company implemented an Emergency Sick Leave Policy (\u201cESLP\u201d) for its team members, specially to provide two weeks of paid leave for those needing time off from work due to a COVID-19 illness or to cover a portion of the time that their restaurants were required to be closed for dining. In 2020, the Company incurred approximately $3,320,000 related to the ESLP and other sick or vacation leave and continuing benefits paid in response to the COVID-19 pandemic.\n<\/p>\n \nAdditionally, during fiscal 2020, the Company recorded an income tax benefit of $8,449,000 compared to an income tax benefit recorded in fiscal 2019 of $568,000. The current income tax benefit recorded in fiscal 2020 includes the impact of anticipated allowed federal carrybacks of fiscal 2020 net operating losses to prior years, which the Company anticipates will result in a federal tax refund of approximately $6,856,000. Fiscal 2020\u2019s net loss also included the positive impact of the Employee Retention Credits of $1,082,000 as discussed above.\n<\/p>\n \nAdjusted EBITDA(2)<\/sup> for fiscal 2020 totaled $1,611,000 as compared to $25,616,000 recorded in fiscal 2019.\n<\/p>\nLiquidity and Business Update<\/b><\/p>\n \nAs of January 3, 2021, the Company\u2019s cash and cash equivalents totaled $12,363,000, and total outstanding indebtedness was $14,750,000, including $11,000,000 outstanding on the Company\u2019s lines of credit facilities. In October 2020, the Company repaid $10,000,000 that was previously outstanding on its development line of credit. As of March 12, 2021, the Company has available capacity under its revolving line of credit of $15,000,000 and under its development line of credit of $10,000,000. The Company was in compliance with all required debt covenants as of January 3, 2021, and expects to be in compliance with its financial covenants for at least the next twelve months and to continue to meet conditions required to access its lines of credit.\n<\/p>\n \nAs of March 12, 2021, the Company had cash on hand of approximately $14,900,000. Cash flow from operations for the fourth quarter of 2020 was positive $7,603,000 and for the full fiscal 2020 year was a positive $6,064,000.The Company anticipates that, based on current business levels, it will have adequate liquidity for fiscal 2021 from operating cash flows and available borrowings.\n<\/p>\n Restaurant Development <\/b><\/p>\n \nThe Company will open its first ground-up build of a Redlands Grill restaurant in San Antonio, TX on March 29, 2021. Additionally, the Company anticipates that early in the second quarter of 2021, it will begin construction of a new J. Alexander\u2019s Restaurant in Madison, AL, which is expected to open early in the fourth quarter of 2021.\n<\/p>\n 2021 Outlook <\/b><\/p>\n \nThe Company is not providing guidance for fiscal 2021 in light of the ongoing pandemic, current uncertain consumer environment, uncertainty concerning governmental restrictions on restaurant capacity and current market and economic conditions.\n<\/p>\n (1)Average weekly same store sales per restaurant is computed by dividing total restaurant same store sales for the period by the total number of days all same store restaurants were open for the period to obtain a daily sales average. The daily same store sales average is then multiplied by seven to arrive at average weekly same store sales per restaurant. Days on which restaurants are closed for business for any reason other than scheduled closures on Thanksgiving and Christmas are excluded from this calculation. Sales and sales days used in this calculation and amounts of other \u201csame store\u201d figures in this release include only those for restaurants in operation at the end of the period which have been open for more than 18 months. Revenue associated with reduction in liabilities for gift cards, which is recognized in proportion to guest redemptions based on historical redemption rates and commonly referred to as gift card breakage, is not included in the calculation of average weekly same store sales per restaurant. Average weekly same store sales are computed from sales amounts that have been determined in accordance with U.S. generally accepted accounting principles (\u201cGAAP\u201d).<\/i><\/p>\n (2)Please refer to the financial information accompanying this release for our definition of the non-GAAP financial measure Adjusted EBITDA and a reconciliation of net income (loss) to Adjusted EBITDA. Management uses Adjusted EBITDA to evaluate operating performance and the effectiveness of its business strategies.<\/i><\/p>\n (3)\u201cRestaurant Operating Profit Margin\u201d is the ratio of Restaurant Operating Profit, a non-GAAP financial measure, to net sales. Please refer to the financial information accompanying this release for our definition of the non-GAAP financial measure Restaurant Operating Profit and a reconciliation of operating income (loss) to Restaurant Operating Profit. Management uses Restaurant Operating Profit to measure operating performance at the restaurant level.<\/i><\/p>\n About J. Alexander\u2019s Holdings, Inc.<\/b><\/p>\n \nJ. Alexander\u2019s Holdings, Inc. is a collection of restaurants that focus on providing high-quality food, outstanding professional service and an attractive ambiance. The Company presently operates 46 restaurants in 16 states. The Company has its headquarters in Nashville, TN.\n<\/p>\n \nFor additional information, visit www.jalexandersholdings.com<\/a><\/p>\nForward-Looking Statements <\/b><\/p>\n \nThis press release issued by J. Alexander\u2019s Holdings, Inc. contains forward-looking statements, which include all statements that do not relate solely to historical or current facts, such as statements regarding our expectations, intentions or strategies regarding the future, including the impact of the COVID-19 pandemic on our operations, reopening restaurants at increased capacity, our sales, off-premise sales, cash position, liquidity, financial results, compliance with financial covenants in our loan agreement, our ability to manage through the COVID-19 pandemic and emerge in a strong position. These forward-looking statements are based on management’s beliefs, as well as assumptions made by, and information currently available to, management. Because such statements are based on expectations as to future financial and operating results and other events and are not statements of fact, actual results may differ materially from those projected and are subject to a number of known and unknown risks and uncertainties, including the health and financial effects of the COVID-19 pandemic; availability of effective vaccines and treatments for COVID-19 including any new variants; government restrictions on indoor and outdoor dining and the Company\u2019s ability to reopen its restaurants for in-person dining at normal capacities, and thereafter to reestablish and maintain satisfactory guest count levels and maintain or increase sales and operating margin in its restaurants under varying economic conditions; the effect of higher commodity prices, unemployment and other economic factors on consumer demand; increases in food input costs or product shortages and the Company\u2019s response to them; the Company\u2019s ability to obtain access to additional capital as needed; the Company\u2019s ability to comply with financial covenants under its loan agreement with its lender and to access available borrowing capacity; the impact of any impairment of our long-lived assets, including tradename; the number and timing of new restaurant openings and the Company\u2019s ability to operate them profitably; competition within the casual dining industry and within the markets in which our restaurants are located; adverse weather conditions in regions in which the Company\u2019s restaurants are located; factors that are under the control of third parties, including government agencies; changes in laws, including possible changes in the federal minimum wage rates; the Company\u2019s evaluation of strategic alternatives; as well as other risks and uncertainties described under the headings \u201cForward-Looking Statements,\u201d \u201cRisk Factors\u201d and other sections of the Company\u2019s Annual Report on Form 10-K filed with the SEC on March 13, 2020, as amended on April 17, 2020, and subsequent filings, including under the heading \u201cRisk Factors\u201d in its Quarterly Report on Form 10-Q filed with the SEC on November 5, 2020. The Company undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.\n<\/p>\n \n\n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander’s Holdings, Inc. and Subsidiaries<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Condensed Consolidated Statements of Operations<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| (Unaudited in thousands, except per share amounts)<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n\n Quarter Ended<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n Year Ended<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Net sales<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 52,569<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n63,439\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 183,373<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n247,269\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Costs and expenses:<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Food and beverage costs<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 16,210<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n20,897\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 59,499<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n79,338\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Restaurant labor and related costs<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 15,676<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n19,363\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 64,160<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n76,905\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Depreciation and amortization of restaurant<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| property and equipment<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2,903<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n3,027\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 12,094<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n11,874\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other operating expenses<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 11,892<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n12,423\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 43,048<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n49,451\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total restaurant operating expenses<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 46,681<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n55,710\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 178,801<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n217,568\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Transaction, contested proxy and other related expenses<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 10<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n410\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 645<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n1,178\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| General and administrative expenses<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 4,312<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n4,934\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 16,958<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n18,750\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Goodwill impairment charge<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n –<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 15,737<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Long-lived asset impairment charges and restaurant closing costs<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 7<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1,047<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Pre-opening expense<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 75<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n502\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 238<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n859\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total operating expenses<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 51,085<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n61,556\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 213,426<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n238,355\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Operating income (loss)<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1,484<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n1,883\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (30,053<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n8,914\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other income (expense):<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Interest expense<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (236<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(90\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (824<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(580\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 9<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(40\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 160<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n151\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total other expense<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (227<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(130\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (664<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(429\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Income (loss) from continuing operations<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| before income taxes<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1,257<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n1,753\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (30,717<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n8,485\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Income tax benefit<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2,707<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n330\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 8,449<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n568\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Loss from discontinued operations, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (43<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(53\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (203<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(236\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Net income (loss)<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 3,921<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n2,030\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n (22,471<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n8,817\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Basic earnings (loss) per share:<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Income (loss) from continuing operations, net of tax<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 0.27<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.14\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n (1.51<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.62\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Loss from discontinued operations, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (0.00<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(0.00\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (0.01<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(0.02\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Basic earnings (loss) per share<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 0.27<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.14\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n (1.53<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.60\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Diluted earnings (loss) per share:<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Income (loss) from continuing operations, net of tax<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 0.27<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.14\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n (1.51<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.61\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Loss from discontinued operations, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (0.00<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(0.00\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (0.01<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(0.02\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Diluted earnings (loss) per share<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 0.27<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.14\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n (1.53<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n0.60\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Weighted average common shares outstanding:<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Basic<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 14,729<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n14,695\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 14,720<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n14,695\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Diluted<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 14,760<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n14,728\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 14,720<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n14,741\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Note: Per share amounts may not sum due to rounding.<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n<\/table>\n\n\n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander’s Holdings, Inc. and Subsidiaries<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Condensed Consolidated Statements of Operations Data <\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| as a Percentage of Net Sales (Unaudited)<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n\n Quarter Ended<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n Year Ended<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Net sales<\/td>\n | | \n\n 100.0<\/b><\/p>\n<\/td>\n | \n % <\/b><\/p>\n<\/td>\n | | \n\n \n100.0\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n\n 100.0<\/b><\/p>\n<\/td>\n | \n % <\/b><\/p>\n<\/td>\n | | \n\n \n100.0\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n<\/tr>\n | \n| Costs and expenses:<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Food and beverage costs<\/td>\n | | \n\n 30.8<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n32.9\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 32.4<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n32.1\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Restaurant labor and related costs<\/td>\n | | \n\n 29.8<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n30.5\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 35.0<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n31.1\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Depreciation and amortization of restaurant<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| property and equipment<\/td>\n | | \n\n 5.5<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n4.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 6.6<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n4.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other operating expenses<\/td>\n | | \n\n 22.6<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n19.6\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 23.5<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n20.0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total restaurant operating expenses<\/td>\n | | \n\n 88.8<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n87.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 97.5<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n88.0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Transaction, contested proxy and other related expenses<\/td>\n | | \n\n 0.0<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.6\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 0.4<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.5\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| General and administrative expenses<\/td>\n | | \n\n 8.2<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n7.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 9.2<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n7.6\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Goodwill impairment charge<\/td>\n | | \n\n –<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 8.6<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Long-lived asset impairment charges and restaurant closing costs<\/td>\n | | \n\n 0.0<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 0.6<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n–\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Pre-opening expense<\/td>\n | | \n\n 0.1<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 0.1<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.3\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total operating expenses<\/td>\n | | \n\n 97.2<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n97.0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 116.4<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n96.4\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Operating income (loss)<\/td>\n | | \n\n 2.8<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n3.0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n (16.4<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n3.6\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other income (expense):<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Interest expense<\/td>\n | | \n\n (0.4<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.1\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n (0.4<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.2\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other, net<\/td>\n | | \n\n 0.0<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n(0.1\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n 0.1<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.1\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total other expense<\/td>\n | | \n\n (0.4<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.2\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n (0.4<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.2\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Income (loss) from continuing operations<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| before income taxes<\/td>\n | | \n\n 2.4<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n2.8\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n (16.8<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n3.4\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Income tax benefit<\/td>\n | | \n\n 5.1<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.5\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n 4.6<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n0.2\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Loss from discontinued operations, net<\/td>\n | | \n\n (0.1<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.1\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n | | \n\n (0.1<\/b><\/p>\n<\/td>\n | \n )<\/b><\/p>\n<\/td>\n | | \n\n \n(0.1\n<\/p>\n<\/td>\n | \n \n)\n<\/p>\n<\/td>\n<\/tr>\n | \n| Net income (loss)<\/td>\n | | \n\n 7.5<\/b><\/p>\n<\/td>\n | \n % <\/b><\/p>\n<\/td>\n | | \n\n \n3.2\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n\n (12.3<\/b><\/p>\n<\/td>\n | \n )% <\/b><\/p>\n<\/td>\n | | \n\n \n3.6\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Note: Certain percentage totals do not sum due to rounding.<\/i><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n<\/table>\n\n\n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander’s Holdings, Inc. and Subsidiaries<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| Other Financial and Performance Data (Unaudited)<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n\n Quarter Ended<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n Year Ended<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other Financial and Performance Data:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \nAdjusted EBITDA(1) <\/sup>(in thousands)<\/td>\n | \n\n $<\/b><\/p>\n<\/td>\n | \n 4,493<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n6,960\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 1,611<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n25,616\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| As a % of net sales<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 8.5<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n11.0\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 0.9<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n10.4\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| All Stores Basis Operating Metrics:<\/span><\/b><\/i><\/td>\n | | \n | \n | \n | <\/tr>\n \n| Average weekly sales per restaurant:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 89,100<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n113,100\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 81,900<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n112,100\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (21.2<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.9<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 63,100<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n84,000\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 57,300<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n80,100\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (24.9<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (28.5<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Average weekly guest counts:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.6<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(2.8\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (28.6<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(2.2\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.3<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(2.2\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (28.1<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n1.2\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Average guest check per restaurant (including alcoholic beverages):<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 35.54<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n33.10\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 33.23<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n32.46\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 7.4<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2.4<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 44.16<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n43.42\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 42.05<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n42.35\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1.7<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (0.7<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Estimated inflation:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n| J. Alexander\u2019s \/ Grill Restaurants (total food costs)<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1.9<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n1.9\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n | \n | \n | <\/tr>\n \n| J. Alexander\u2019s \/ Grill Restaurants (beef costs)<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2.0<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n7.6\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill (total food costs)<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2.2<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n2.3\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n | \n | \n | <\/tr>\n \n| Stoney River Steakhouse and Grill (beef costs)<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 3.1<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n8.6\n<\/p>\n<\/td>\n | \n \n%\n<\/p>\n<\/td>\n | | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Same Store Basis Operating Metrics:<\/span><\/b><\/i><\/td>\n | | \n | \n | \n | <\/tr>\n \n| Average weekly same store sales per restaurant:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 90,500<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n115,200\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 83,200<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n113,800\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (21.4<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.9<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 63,100<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n84,000\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 57,200<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n79,800\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (24.9<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (28.3<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Average weekly same store guest counts:<\/b><\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.7<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(2.2\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (28.4<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(1.9\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (26.3<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(1.6\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (27.3<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n(0.2\n<\/p>\n<\/td>\n | \n \n)%\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Average same store guest check per restaurant (including alcoholic beverages):<\/b><\/td>\n | | \n | \n | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander\u2019s \/ Grill Restaurants<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 35.50<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n33.15\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 33.20<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n32.52\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 7.1<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 2.1<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n | \n | \n | \n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Stoney River Steakhouse and Grill<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 44.16<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n43.42\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 41.86<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n42.49\n<\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n<\/tr>\n | \n| Percent change<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1.7<\/b><\/p>\n<\/td>\n | \n %<\/b><\/p>\n<\/td>\n | | \n | \n | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n (1.5<\/b><\/p>\n<\/td>\n | \n )%<\/b><\/p>\n<\/td>\n | | \n | <\/tr>\n \n| __________________________<\/td>\n | | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n \n(1)<\/sup> See definitions and reconciliation attached.<\/td>\n | \n | \n | \n | \n | \n | \n | \n | <\/tr>\n<\/table>\n\n\n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| J. Alexander’s Holdings, Inc. and Subsidiaries<\/b><\/td>\n | | \n | \n | \n | <\/tr>\n \n| Condensed Consolidated Balance Sheets<\/b><\/td>\n | | \n | \n | \n | <\/tr>\n \n| (Unaudited in thousands)<\/b><\/td>\n | | \n | \n | \n | <\/tr>\n \n | \n | \n\n January 3,<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n December 29,<\/b><\/p>\n<\/td>\n<\/tr>\n\n | \n | \n\n 2021<\/b><\/p>\n<\/td>\n | \n \n\u00a0\n<\/p>\n<\/td>\n | \n 2019<\/b><\/p>\n<\/td>\n<\/tr>\n\n| Assets<\/b><\/td>\n | | \n | \n | \n | <\/tr>\n \n| Current assets:<\/td>\n | | \n | \n | \n | <\/tr>\n \n| Cash and cash equivalents<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 12,363<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n8,803\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other current assets<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 13,399<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n9,289\n<\/p>\n<\/td>\n<\/tr>\n | \n| Total current assets<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 25,762<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n18,092\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Other assets<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 6,195<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n5,698\n<\/p>\n<\/td>\n<\/tr>\n | \n| Deferred income taxes, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 4,627<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n2,918\n<\/p>\n<\/td>\n<\/tr>\n | \n| Property and equipment, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 102,188<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n109,303\n<\/p>\n<\/td>\n<\/tr>\n | \n| Right-of-use lease assets, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 72,515<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n70,277\n<\/p>\n<\/td>\n<\/tr>\n | \n| Goodwill<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n – <\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n15,737\n<\/p>\n<\/td>\n<\/tr>\n | \n| Tradename and other indefinite-lived intangibles<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 25,648<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n25,648\n<\/p>\n<\/td>\n<\/tr>\n | \n| Deferred charges, net<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 184<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n239\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n\n $<\/b><\/p>\n<\/td>\n | \n 237,119<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n247,912\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Liabilities and Stockholders’ Equity<\/b><\/td>\n | | \n | \n | \n | <\/tr>\n \n | \n | \n | \n | \n\u00a0<\/td>\n<\/tr>\n | \n| Current liabilities<\/td>\n | | \n\n $<\/b><\/p>\n<\/td>\n | \n 25,425<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n31,226\n<\/p>\n<\/td>\n<\/tr>\n | \n| Long-term debt, net of portion classified as current<\/td>\n | | \n | \n | \n | <\/tr>\n \n| and unamortized deferred loan costs<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 12,746<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n2,845\n<\/p>\n<\/td>\n<\/tr>\n | \n| Long-term lease liabilities, net of portion classified as current<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 78,968<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n75,883\n<\/p>\n<\/td>\n<\/tr>\n | \n| Deferred compensation obligations<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 7,973<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n7,103\n<\/p>\n<\/td>\n<\/tr>\n | \n| Other long-term liabilities<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 1,902<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n138\n<\/p>\n<\/td>\n<\/tr>\n | \n| Stockholders’ equity<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n 110,105<\/b><\/p>\n<\/td>\n | | \n\n \n\u00a0\n<\/p>\n<\/td>\n | \n \n130,717\n<\/p>\n<\/td>\n<\/tr>\n | \n | \n | \n\n $<\/b><\/p>\n<\/td>\n | \n 237,119<\/b><\/p>\n<\/td>\n | | \n\n \n$\n<\/p>\n<\/td>\n | \n \n247,912\n<\/p>\n<\/td>\n<\/tr>\n<\/table>\n | | | | | | | | | | | | |
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