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Segment Information | 6 Months Ended
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Aug. 03, 2025
Segment Reporting [Abstract] |
Segment Reporting Disclosure [Text Block] |
| 13. | Segment Information
As a public entity, we are required to present disaggregated information by segment using the management approach. The objective of this approach is to allow users of our financial statements to see our business through the eyes of management based upon the way management reviews performance and makes decisions. The management approach requires segment information to be reported based on how management internally evaluates the operating performance of the Company’s business units or segments. The objective of this approach is to meet the basic principles of segment reporting as outlined in ASC 280 Segments (“ASC 280”), which are to allow the users of our financial statements to:
| ■ | better understand our performance;
| ■ | better assess our prospects for future net cash flows; and
| ■ | make more informed judgments about us as a whole.
We define our segments as those operations our chief operating decision maker (“CODM”) regularly reviews to analyze performance and allocate resources. The Company’s CODM is the Chief Executive Officer. The CODM regularly reviews net sales, gross profit, and operating income by segment as the primary measures of segment performance. The CODM reviews net sales as a primary indicator of operational performance, assessing how much revenue is brought in from core business activities, after returns, allowances, and discounts, which reflects demand and execution of each segment’s strategy. Gross profit, which is derived from net sales and cost of sales, is reviewed by the CODM as a diagnostic metric, particularly useful in evaluating margin trends. Operating income is the key profitability metric used to assess performance across segments and make decisions related to resource allocation, including capital expenditures, headcount, and other investment initiatives. Each of these metrics are considered in budgeting, forecasting, and operational planning decisions. For financial reporting purposes, we are organized into three reportable segments and “All Other”, which includes the remainder of our businesses:
| ■ | Hooker Branded, consisting of the operations of our imported Hooker Casegoods and Hooker Upholstery businesses;
| ■ | Home Meridian, is a stand-alone, mostly autonomous business that serves a different type or class of customer than do our other operating segments and at much lower margins;
| ■ | Domestic Upholstery, which includes the domestic upholstery manufacturing operations of Bradington-Young, HF Custom (formerly Sam Moore), Shenandoah Furniture and Sunset West; and
| ■ | All Other, consisting of intercompany eliminations and operating segments that are not individually reportable. Due to a change in the way management internally evaluates operating performance, beginning with the fiscal 2026 first quarter, Hooker Branded and Domestic Upholstery segments’ results now include all the sales of products formerly included in H Contract’s results. Fiscal 2025 results discussed below have been recast to reflect this change.
The following tables present segment information for the periods, and as of the dates, indicated.
|  | Thirteen Weeks Ended |  |  | Twenty-Six Weeks Ended |
|  | August 3, 2025 |  |  |  |  |  | July 28, 2024 |  |  |  |  |  | August 3, 2025 |  |  |  |  |  | July 28, 2024 |  |  |  |
|  |  |  |  | % Net |  |  |  |  |  | % Net |  |  |  |  |  | % Net |  |  |  |  |  | % Net |
Net Sales |  |  |  |  | Sales |  |  |  |  |  | Sales |  |  |  |  |  | Sales |  |  |  |  |  | Sales |
Hooker Branded |  | $ | 36,250 |  |  |  | 44.1 | % |  | $ | 35,785 |  |  |  | 37.6 | % |  | $ | 73,359 |  |  |  | 43.8 | % |  | $ | 72,593 |  |  |  | 38.5 | %
Home Meridian |  |  | 16,932 |  |  |  | 20.6 | % |  |  | 30,516 |  |  |  | 32.1 | % |  |  | 35,742 |  |  |  | 21.3 | % |  |  | 56,940 |  |  |  | 30.2 | %
Domestic Upholstery |  |  | 28,677 |  |  |  | 34.9 | % |  |  | 28,556 |  |  |  | 30.0 | % |  |  | 57,590 |  |  |  | 34.4 | % |  |  | 58,583 |  |  |  | 31.1 | %
All Other |  |  | 290 |  |  |  | 0.4 | % |  |  | 224 |  |  |  | 0.2 | % |  |  | 774 |  |  |  | 0.5 | % |  |  | 536 |  |  |  | 0.3 | %
Consolidated |  | $ | 82,149 |  |  |  | 100 | % |  | $ | 95,081 |  |  |  | 100 | % |  | $ | 167,465 |  |  |  | 100 | % |  | $ | 188,652 |  |  |  | 100 | %
Cost of Sales |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 25,709 |  |  |  | 70.9 | % |  | $ | 25,077 |  |  |  | 70.1 | % |  | $ | 51,754 |  |  |  | 70.5 | % |  | $ | 50,428 |  |  |  | 69.5 | %
Home Meridian |  |  | 15,878 |  |  |  | 93.8 | % |  |  | 24,570 |  |  |  | 80.5 | % |  |  | 31,955 |  |  |  | 89.4 | % |  |  | 47,543 |  |  |  | 83.5 | %
Domestic Upholstery |  |  | 23,372 |  |  |  | 81.5 | % |  |  | 23,910 |  |  |  | 83.7 | % |  |  | 47,005 |  |  |  | 81.6 | % |  |  | 49,232 |  |  |  | 84.0 | %
All Other |  |  | 353 |  |  |  | 121.7 | % |  |  | 602 |  |  |  | 268.8 | % |  |  | 913 |  |  |  | 118.0 | % |  |  | 1,155 |  |  |  | 215.5 | %
Consolidated |  | $ | 65,312 |  |  |  | 79.5 | % |  | $ | 74,159 |  |  |  | 78.0 | % |  | $ | 131,627 |  |  |  | 78.6 | % |  | $ | 148,358 |  |  |  | 78.6 | %
Gross Profit |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 10,541 |  |  |  | 29.1 | % |  | $ | 10,708 |  |  |  | 29.9 | % |  | $ | 21,605 |  |  |  | 29.5 | % |  | $ | 22,165 |  |  |  | 30.5 | %
Home Meridian |  |  | 1,054 |  |  |  | 6.2 | % |  |  | 5,946 |  |  |  | 19.5 | % |  |  | 3,787 |  |  |  | 10.6 | % |  |  | 9,397 |  |  |  | 16.5 | %
Domestic Upholstery |  |  | 5,305 |  |  |  | 18.5 | % |  |  | 4,646 |  |  |  | 16.3 | % |  |  | 10,585 |  |  |  | 18.4 | % |  |  | 9,351 |  |  |  | 16.0 | %
All Other |  |  | (63 | ) |  |  | -21.7 | % |  |  | (378 | ) |  |  | -168.8 | % |  |  | (139 | ) |  |  | -18.0 | % |  |  | (619 | ) |  |  | -115.5 | %
Consolidated |  | $ | 16,837 |  |  |  | 20.5 | % |  | $ | 20,922 |  |  |  | 22.0 | % |  | $ | 35,838 |  |  |  | 21.4 | % |  | $ | 40,294 |  |  |  | 21.4 | %
Selling and Administrative Expenses |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 10,532 |  |  |  | 29.1 | % |  | $ | 11,037 |  |  |  | 30.8 | % |  | $ | 21,569 |  |  |  | 29.4 | % |  | $ | 22,316 |  |  |  | 30.7 | %
Home Meridian |  |  | 4,641 |  |  |  | 27.4 | % |  |  | 6,511 |  |  |  | 21.3 | % |  |  | 9,886 |  |  |  | 27.7 | % |  |  | 12,905 |  |  |  | 22.7 | %
Domestic Upholstery |  |  | 5,169 |  |  |  | 18.0 | % |  |  | 5,338 |  |  |  | 18.7 | % |  |  | 10,458 |  |  |  | 18.2 | % |  |  | 10,756 |  |  |  | 18.4 | %
All Other |  |  | 24 |  |  |  | 8.3 | % |  |  | 261 |  |  |  | 116.5 | % |  |  | 105 |  |  |  | 13.6 | % |  |  | 637 |  |  |  | 118.8 | %
Consolidated |  | $ | 20,366 |  |  |  | 24.8 | % |  | $ | 23,147 |  |  |  | 24.3 | % |  | $ | 42,018 |  |  |  | 25.1 | % |  | $ | 46,614 |  |  |  | 24.7 | %
Intangible assets amortization |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Home Meridian |  | $ | 328 |  |  |  | 1.9 | % |  | $ | 330 |  |  |  | 1.1 | % |  | $ | 655 |  |  |  | 1.8 | % |  | $ | 661 |  |  |  | 1.2 | %
Domestic Upholstery |  |  | 544 |  |  |  | 1.9 | % |  |  | 594 |  |  |  | 2.1 | % |  |  | 1,130 |  |  |  | 2.0 | % |  |  | 1,188 |  |  |  | 2.0 | %
Consolidated |  | $ | 872 |  |  |  | 1.1 | % |  | $ | 924 |  |  |  | 1.0 | % |  | $ | 1,785 |  |  |  | 1.1 | % |  | $ | 1,849 |  |  |  | 1.0 | %
Operating (Loss) / Income |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 10 |  |  |  | 0.0 | % |  | $ | (329 | ) |  |  | -0.9 | % |  | $ | 37 |  |  |  | 0.1 | % |  | $ | (150 | ) |  |  | -0.2 | %
Home Meridian |  |  | (3,916 | ) |  |  | -23.1 | % |  |  | (896 | ) |  |  | -2.9 | % |  |  | (6,754 | ) |  |  | -18.9 | % |  |  | (4,169 | ) |  |  | -7.3 | %
Domestic Upholstery |  |  | (408 | ) |  |  | -1.4 | % |  |  | (1,285 | ) |  |  | -4.5 | % |  |  | (1,004 | ) |  |  | -1.7 | % |  |  | (2,593 | ) |  |  | -4.4 | %
All Other |  |  | (87 | ) |  |  | -30.0 | % |  |  | (639 | ) |  |  | -285.3 | % |  |  | (244 | ) |  |  | -31.5 | % |  |  | (1,257 | ) |  |  | -234.5 | %
Consolidated |  | $ | (4,401 | ) |  |  | -5.4 | % |  | $ | (3,149 | ) |  |  | -3.3 | % |  | $ | (7,965 | ) |  |  | -4.8 | % |  | $ | (8,169 | ) |  |  | -4.3 | %
Other Income, net |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 13 |  |  |  | 0.0 | % |  | $ | 358 |  |  |  | 1.0 | % |  | $ | 94 |  |  |  | 0.1 | % |  | $ | 744 |  |  |  | 1.0 | %
Home Meridian |  |  | 47 |  |  |  | 0.3 | % |  |  | 16 |  |  |  | 0.1 | % |  |  | 61 |  |  |  | 0.2 | % |  |  | 106 |  |  |  | 0.2 | %
Domestic Upholstery |  |  | - |  |  |  | 0.0 | % |  |  | 766 |  |  |  | 2.7 | % |  |  | - |  |  |  | 0.0 | % |  |  | 766 |  |  |  | 1.3 | %
All Other |  |  | 32 |  |  |  | 11.0 | % |  |  | 346 |  |  |  | 154.5 | % |  |  | 63 |  |  |  | 8.1 | % |  |  | 347 |  |  |  | 64.7 | %
Consolidated |  | $ | 92 |  |  |  | 0.1 | % |  | $ | 1,486 |  |  |  | 1.6 | % |  | $ | 218 |  |  |  | 0.1 | % |  | $ | 1,963 |  |  |  | 1.0 | %
Interest expense - Corporate |  | $ | 171 |  |  |  | 0.2 | % |  | $ | 203 |  |  |  | 0.2 | % |  | $ | 549 |  |  |  | 0.3 | % |  | $ | 567 |  |  |  | 0.3 | %
Income taxes - Corporate |  | $ | (1,203 | ) |  |  | -1.5 | % |  | $ | 85 |  |  |  | 0.1 | % |  | $ | (1,967 | ) |  |  | -1.2 | % |  | $ | (731 | ) |  |  | -0.4 | %
Net (loss) / income - Corporate |  | $ | (3,277 | ) |  |  | -4.0 | % |  | $ | (1,951 | ) |  |  | -2.1 | % |  | $ | (6,329 | ) |  |  | -3.8 | % |  | $ | (6,042 | ) |  |  | -3.2 | %
We recorded $2.0 million in consolidated restructuring costs in the second quarter of fiscal 2026. These costs included $1.3 million in severance and warehouse consolidation expenses and approximately $700,000 in inventory liquidation losses at the Georgia warehouse. For the first half of fiscal 2026, total restructuring costs were $2.5 million, consisting of $1.7 million in severance and warehouse consolidation expenses and $821,000 in inventory liquidation losses at the same facility. As of August 3, 2025 and February 2, 2025, we had accrued restructuring charges of approximately $300,000 and $174,000, respectively. The balance as of August 3, 2025 is expected to be paid during the next five months. The restructuring costs were recorded under cost of sales and selling and administrative expenses in the statements of operations.
|  | Thirteen Weeks Ended |  |  | Twenty-Six Weeks Ended |
|  | August 3, 2025 |  |  | July 28, 2024 |  |  | August 3, 2025 |  |  | July 28, 2024 |
Restructuring Costs |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 655 |  |  | $ | - |  |  | $ | 782 |  |  | $ | - |
Home Meridian |  |  | 1,161 |  |  |  | - |  |  |  | 1,437 |  |  |  | - |
Domestic Upholstery |  |  | 152 |  |  |  | - |  |  |  | 265 |  |  |  | - |
All Other |  |  | 38 |  |  |  | - |  |  |  | 45 |  |  |  | - |
Consolidated |  | $ | 2,006 |  |  | $ | - |  |  | $ | 2,529 |  |  | $ | - |
Capital Expenditures |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 749 |  |  | $ | 240 |  |  | $ | 1,424 |  |  | $ | 445 |
Home Meridian |  |  | 16 |  |  |  | 16 |  |  |  | 149 |  |  |  | 251 |
Domestic Upholstery |  |  | 79 |  |  |  | 323 |  |  |  | 122 |  |  |  | 714 |
All Other |  |  | - |  |  |  | - |  |  |  | - |  |  |  | 11 |
Consolidated |  | $ | 844 |  |  | $ | 579 |  |  | $ | 1,695 |  |  | $ | 1,421 |
Depreciation & Amortization |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Hooker Branded |  | $ | 536 |  |  | $ | 562 |  |  | $ | 1,068 |  |  | $ | 1,114 |
Home Meridian |  |  | 586 |  |  |  | 659 |  |  |  | 1,169 |  |  |  | 1,284 |
Domestic Upholstery |  |  | 998 |  |  |  | 1,087 |  |  |  | 2,033 |  |  |  | 2,166 |
All Other |  |  | 52 |  |  |  | 27 |  |  |  | 105 |  |  |  | 53 |
Consolidated |  | $ | 2,172 |  |  | $ | 2,335 |  |  | $ | 4,375 |  |  | $ | 4,617 |
|  | As of August 3, |  |  |  |  |  | As of February 2, |  |  |  |
|  | 2025 |  |  | %Total |  |  | 2025 |  |  | % Total |
Assets |  |  |  |  | Assets |  |  |  |  |  | Assets |
Hooker Branded |  | $ | 144,062 |  |  |  | 59.4 | % |  | $ | 153,373 |  |  |  | 55.4 | %
Home Meridian |  |  | 43,209 |  |  |  | 17.8 | % |  |  | 62,338 |  |  |  | 22.5 | %
Domestic Upholstery |  |  | 54,845 |  |  |  | 22.6 | % |  |  | 58,746 |  |  |  | 21.2 | %
All Other |  |  | 571 |  |  |  | 0.2 | % |  |  | 2,344 |  |  |  | 0.8 | %
Consolidated Assets |  | $ | 242,687 |  |  |  | 100 | % |  | $ | 276,801 |  |  |  | 100 | %
Consolidated Goodwill |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
and Intangibles |  |  | 35,356 |  |  |  |  |  |  |  | 37,141 |  |  |  |  |
Total Consolidated Assets |  | $ | 278,043 |  |  |  |  |  |  | $ | 313,942 |  |  |  |  |
Sales by product type are as follows:
|  | Net Sales (in thousands) |
|  | Thirteen Weeks Ended |  |  | Twenty-Six Weeks Ended |
|  | August 3, 2025 |  |  | %Total |  |  | July 28, 2024 |  |  | % Total |  |  | August 3, 2025 |  |  | %Total |  |  | July 28, 2024 |  |  | % Total |
Casegoods |  | $ | 47,459 |  |  |  | 58 | % |  | $ | 55,731 |  |  |  | 59 | % |  | $ | 96,829 |  |  |  | 58 | % |  | $ | 108,583 |  |  |  | 58 | %
Upholstery |  |  | 34,690 |  |  |  | 42 | % |  |  | 39,350 |  |  |  | 41 | % |  |  | 70,636 |  |  |  | 42 | % |  |  | 80,069 |  |  |  | 42 | %
|  | $ | 82,149 |  |  |  | 100 | % |  | $ | 95,081 |  |  |  | 100 | % |  | $ | 167,465 |  |  |  | 100 | % |  | $ | 188,652 |  |  |  | 100 | %

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Namespace Prefix: | us-gaap_
Data Type: | xbrli:stringItemType
Balance Type: | na
Period Type: | duration

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- Definition The entire disclosure for reporting segments including data and tables. Reportable segments include those that meet any of the following quantitative thresholds a) it's reported revenue, including sales to external customers and intersegment sales or transfers is 10 percent or more of the combined revenue, internal and external, of all operating segments b) the absolute amount of its reported profit or loss is 10 percent or more of the greater, in absolute amount of 1) the combined reported profit of all operating segments that did not report a loss or 2) the combined reported loss of all operating segments that did report a loss c) its assets are 10 percent or more of the combined assets of all operating segments. + References Reference 1: http://www.xbrl.org/2003/role/disclosureRef -Topic 280 -SubTopic 10 -Name Accounting Standards Codification -Section 50 -Paragraph 21 -Subparagraph (b) -Publisher FASB -URI https://asc.fasb.org/1943274/2147482810/280-10-50-21 Reference 2: http://www.xbrl.org/2003/role/disclosureRef -Topic 280 -SubTopic 10 -Name 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