**UNITED STATES SECURITIES AND EXCHANGE COMMISSION    Washington, D.C. 20549    ______________________**

**FORM 10-K/A(Amendment No. 2)**

| **(Mark One)
**[X]****ANNUAL REPORT PURSUANT TO SECTION 13 OR        15(d) OF THE SECURITIES  EXCHANGE ACT OF 1934        For the fiscal year ended December 31, 2006**  **[  ]****TRANSITION REPORT PURSUANT TO SECTION 13          OR 15(d) OF THE SECURITIES  EXCHANGE ACT OF 1934          For the transition period from ______ to ______**
**Commission file number 1-10746**

**JONES APPAREL GROUP, INC.**(Exact name of registrant as specified in its charter)
**Pennsylvania**        (State or other jurisdiction of        incorporation or organization)**06-0935166**(I.R.S. Employer        Identification No.)  **1411 Broadway        New York, New York**        (Address of principal executive offices)**10018**(Zip Code)
Registrant's telephone number, including area code: **(212)642-3860**

Securities registered pursuant to Section 12(b) of the Act:
Title of each class
**Common Stock, $0.01 par value**Name of each exchangeon which registered
**New York Stock Exchange, Inc.**
Securities registered pursuant to Section 12(g) of theAct:  **None**

        Indicate by check mark if theregistrant is a well-known seasoned issuer, as defined in Rule 405 of theSecurities Act. [X] Yes [  ] No

        Indicate by check mark if theregistrant is not required to file reports pursuant to Section 13 or Section15(d) of the Act. [  ] Yes [X] No

        Indicate by check mark whether theregistrant (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 forsuch 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. [X] Yes[  ] No

        Indicate by check mark ifdisclosure of delinquent filers pursuant to Item 405 of Regulation S-K is notcontained herein, and will not be contained, to the best of registrant'sknowledge, in definitive proxy or information statements incorporated byreference in Part III of this Form 10-K or any amendment to this Form 10-K.[   ]

        Indicate by check mark whether theregistrant is a large accelerated filer, an accelerated filer, or anon-accelerated filer. See definition of "accelerated filer and largeaccelerated filer" in Rule 12b-2 of the Exchange Act. (Check one):
Large accelerated filer [X]
Accelerated filer [  ]
Non-accelerated filer [  ]
        Indicate by checkmark whether the registrant is a shell company (as defined in Rule 12b-2 of theAct). [  ] Yes [X] No

       The aggregate market value of the voting and non-voting common equityheld by non-affiliates as of the last business day of the registrant's mostrecently completed second fiscal quarter, based on the closing price of theregistrant's common stock as reported on the New York Stock Exchange compositetape on July 1, 2006, was approximately $3,530,470,908.

        As of February 23,2007, 108,490,339 shares of the registrant's common stock were outstanding.

**EXPLANATORY NOTE**
        This Amendment No. 2 on Form10-K/A (this "Amendment") amends our Annual Report on Form 10-K forthe fiscal year ended December 31, 2006, filed on February 26, 2007 (the"Original Filing"), and Amendment No. 1 thereto, filed on April 27,2007 ("Amendment No. 1"). In response to comments received from areview of the Original Filing and Amendment No. 1 by the Staff of the Securitiesand Exchange Commission (the "SEC"), we are filing this second amendedAnnual Report on Form 10-K/A to:
- provide additional disclosure in Management's Discussion and Analysis      of Financial Condition and Results of Operations;
- add a separate line item in the Consolidated Statements of Cash Flows to      identify an expense previously included elsewhere in that Statement;
- provide additional disclosure and to clarify disclosure in the notes to      the consolidated financial statements;
- clarify disclosure in Controls and Procedures;
- remove officer titles from the first line of the certifications pursuant      to Section 302 of the Sarbanes-Oxley Act of 2002; and
- revise a column heading in Schedule II.

**List of Items Amended**
Item
Page
PART II7.Management's Discussion and Analysis of        Financial Condition and Results of Operations318.Financial Statements and Supplementary Data489A.Controls and Procedures84
Part IV15.Exhibits, Financial Statement Schedules125
        Items 7, 8 and 9A listed above areamended by deleting the Item in its entirety and replacing it with thecorresponding Item filed with this Form 10-K/A No. 2. Item 15 listed above isamended by deleting Schedule II in its entirety and replacing it with ScheduleII filed with this Form 10-K/A No. 2. In addition, the certifications pursuantto Section 302 of the Sarbanes-Oxley Act of 2002 have been amended as indicatedabove, and those certifications, together with the certifications pursuant toSection 906 of the Sarbanes-Oxley Act of 2002, have been re-executed and filedas of the date of this Form 10-K/A No. 2.

        Except for the amendmentsdescribed above, this 10-K/A does not modify or update other disclosures in, orexhibits to, the Original Filing, as amended by Amendment No. 1. For theconvenience of the reader, this Form 10-K/A also includes the remainder of theOriginal Filing, as amended by Amendment No. 1, in its entirety.

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**TABLE OF CONTENTS**PagePART IItem 1     Business 5 Item 1A   Risk      Factors22Item 1B        Unresolved Staff Comments26Item 2     Properties26Item 3     Legal Proceedings27Item 4     Submission of Matters to a Vote of Security Holders 27Executive      Officers of the Registrant27PART IIItem 5          Market for Registrant's Common Equity, Related Stockholder Matters and      Issuer Purchases of Equity Securities28Item 6     Selected Financial Data30
Item 7     Management's Discussion and Analysis of Financial Condition and Results of Operations
31Item 7A   Quantitative and Qualitative Disclosures About Market Risk45Management's Report on      Internal Control Over Financial Reporting46Item 8     Financial Statements and Supplementary Data48
Item 9     Changes in and Disagreements with Accountants on Accountingand Financial Disclosure
84Item 9A          Controls and Procedures84PART IIIItem 10    Directors,      Executive Officers and Corporate Governance86Item 11    Executive Compensation88Item 12         Security Ownership of Certain Beneficial Owners and Management and Related      Stockholder Matters120Item 13    Certain Relationships and Related      Transactions, and Director Independence123Item 14         Principal Accounting Fees and Services124PART IVItem 15    Exhibits, Financial Statement Schedules125Signatures126Index to Financial Statement Schedules127Exhibit Index127
**DOCUMENTS INCORPORATED BY REFERENCE**
        None.
**DEFINITIONS**
        As used in this Report, unless thecontext requires otherwise, "our," "us" and "we"means Jones Apparel Group, Inc. and consolidated subsidiaries, "Sun"means Sun Apparel, Inc., "Nine West Group" means Nine West Group Inc.,"Nine West" means Nine West Footwear Corporation, "Victoria"means Victoria + Co Ltd., "Judith Jack" means Judith Jack, LLC,"McNaughton" means McNaughton Apparel Group Inc., "GloriaVanderbilt" means Gloria Vanderbilt Apparel Corp., "l.e.i." meansR.S.V. Sport, Inc. and its related companies, "Kasper" means Kasper,Ltd., "Maxwell" means Maxwell Shoe Company Inc. (acquired July 8,2004), "Barneys" means Barneys New York, Inc. (acquired December 20,2004), "FASB" means the Financial Accounting Standards Board,"SFAS" means Statement of Financial Accounting Standards and"SEC" means the United States Securities and Exchange Commission.

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**STATEMENT REGARDING FORWARD-LOOKING DISCLOSURE**
        This Report includes, andincorporates by reference, "forward-looking statements" within themeaning of the Private Securities Litigation Reform Act of 1995. All statementsregarding our expected financial position, business and financing plans areforward-looking statements. The words "believes," "expects,""plans," "intends," "anticipates" and similarexpressions identify forward-looking statements. Forward-looking statements alsoinclude representations of our expectations or beliefs concerning future eventsthat involve risks and uncertainties, including:
- those associated with the effect of national and regional economic      conditions;
- lowered levels of consumer spending resulting from a general economic  downturn or lower levels of consumer confidence;
- the performance of our products within the prevailing retail environment;
- customer acceptance of both new designs and newly-introduced product lines;
- our reliance on a few department store groups for large portions of our  business;
- consolidation of our retail customers;
- financial difficulties encountered by our customers;
- the effects of vigorous competition in the markets in which we operate;
- our ability to identify acquisition candidates and, in an increasingly  competitive environment for such acquisitions, acquire such businesses on  reasonable financial and other terms;
- the integration of the organizations and operations of any acquired  businesses into our existing organization and operations;
- our reliance on independent foreign manufacturers;
- changes in the costs of raw materials, labor, advertising and  transportation;
- the general inability to obtain higher wholesale prices for our products  that we have experienced for many years;
- the uncertainties of sourcing associated with the new environment in which  general quota has expired on apparel products (while China has agreed to  safeguard quota on certain classes of apparel products through 2008, political  pressure will likely continue for restraint on importation of apparel);
- our ability to successfully implement new operational and financial  computer systems; and
- our ability to secure and protect trademarks and other intellectual  property rights.

        All statements other than statements of historical facts included in thisReport, including, without limitation, the statements under "Management'sDiscussion and Analysis of Financial Condition and Results of Operations,"are forward-looking statements. Although we believe that the expectationsreflected in such forward-looking statements are reasonable, such expectationsmay prove to be incorrect. Important factors that could cause actual results todiffer materially from our expectations ("Cautionary Statements") aredisclosed in this Report in conjunction with the forward-looking statements. Allsubsequent written and oral forward-looking statements attributable to us orpersons acting on our behalf are expressly qualified in their entirety by theCautionary Statements. We do not undertake to publicly update or revise ourforward-looking statements as a result of new information, future events orotherwise.

**WEBSITE ACCESS TO COMPANY REPORTS**

        Copies of our filings under theSecurities Exchange Act of 1934 (including annual reports on Form 10-K,quarterly reports on Form 10-Q, current reports on Form 8-K and all amendmentsto these reports) are available free of charge on our investor relations websiteat www.jny.com on the same day they are electronically filed with the SEC.

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**PART I

ITEM 1. BUSINESS

General**
        Jones Apparel Group, Inc., aFortune 500 company, is a leading designer, marketer and wholesaler of brandedapparel, footwear and accessories. We also market directly to consumers throughour chain of specialty retail and value-based stores, and we operate the *BarneysNew York* chain of luxury stores. Our nationally recognized brands include *JonesNew York, Nine West, Anne Klein, Gloria Vanderbilt, Kasper, Bandolino, EasySpirit, Evan-Picone, Norton McNaughton, Erika, l.e.i., Energie, Enzo Angiolini,Joan & David, Mootsies Tootsies, Sam & Libby, Napier, Judith Jack,Albert Nipon, Le Suit* and *Barneys New York*. We also market costumejewelry under the *Givenchy* brand licensed from Givenchy Corporation andfootwear under the *Dockers Women* brand licensed from Levi Strauss &Co. Each brand is differentiated by its own distinctive styling, pricingstrategy, distribution channel and target consumer. We contract for themanufacture of our products through a worldwide network of qualitymanufacturers. We have capitalized on our nationally known brand names byentering into various licenses for several of our trademarks, including *JonesNew York, Evan-Picone, Anne Klein New York, Nine West, Gloria Vanderbilt*and*l.e.i.*, with select manufacturers of women's and men's products whichwe do not manufacture. For more than 30 years, we have built a reputation forexcellence in product quality and value, and in operational execution.
**Sale of *Polo Jeans Company* Business**
        On January 22, 2006, we enteredinto a Stock Purchase Agreement with Polo Ralph Lauren Corporation("Polo") and certain of its subsidiaries with respect to the sale toPolo of all outstanding stock of Sun. We also entered into a settlement andrelease agreement with Polo to settle litigation between the respective parties,including our former President, upon closing. The transactions closed onFebruary 3, 2006. Sun's assets and liabilities on the closing date primarilyrelated to the *Polo Jeans Company* business, which Sun operated underlong-term license and design agreements entered into with Polo in 1995. Weretained distribution and product development facilities in El Paso, Texas,along with certain working capital items, including accounts receivable andaccounts payable. See "Management's Discussion and Analysis of FinancialCondition and Results of Operations."
**Operating Segments**
        Our operations are comprised offour reportable segments: wholesale better apparel, wholesale moderate apparel,wholesale footwear and accessories, and retail. We identify operating segmentsbased on, among other things, the way our management organizes the components ofour business for purposes of allocating resources and assessing performance.Segment revenues are generated from the sale of apparel, footwear andaccessories through wholesale channels and our own retail locations. See"Business Segment and Geographic Area Information" in the Notes toConsolidated Financial Statements.

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***Wholesale Better Apparel*
        Our brands cover a broad array ofcategories for the women's markets. Within those brands, various productclassifications include career and casual sportswear, jeanswear, dresses, suits,and a combination of all components termed lifestyle collection. Career andcasual sportswear are marketed as individual items or groups of skirts, pants,shorts, jackets, blouses, sweaters and related accessories which, while sold asseparates, are coordinated as to styles, color schemes and fabrics, and aredesigned to be worn together. New collections are introduced in the fourprincipal selling seasons - Spring, Summer, Fall and Holiday. Each season iscomprised of a series of individual items or groups which have systematicallyspaced shipment dates to ensure a fresh flow of goods to the retail floor. Inaddition, certain brands offer key item styles, which are less seasonal innature, on a replenishment basis (which ship generally within three to five daysfrom receipt of order).

        The following table summarizesselected aspects of the products sold under both our brands and licensed brands:
       Group ProductsLabelProduct      Classification Retail      PricePoints      ***Jones New York***Skirts,      blouses, pants, jackets, sweaters, jeanswear, suits, dresses, casual tops,      outerwear, shorts*Jones New York Jones New York Signature Jones New York Sport Jones Jeans Jones New York DressJones New York Suit* Collection Sportswear      Lifestyle Casual Sportswear Casual Sportswear Dresses Suits$29 -      $457      $24 - $399      $15 - $199      $34 - $125      $83 - $274      $60 - $340***Nine West*** Skirts, blouses,pants,      jackets, sweaters, dresses, outerwear, shorts, casual tops*Nine West* Lifestyle $20 -      $325***Anne Klein*** Skirts, blouses, pants,      jackets, sweaters,      vests,      dresses, casual tops*Anne Klein New York      AK Anne Klein      AK Sport      Anne Klein Dress      Anne Klein Suit* Collection Sportswear Collection Sportswear      Casual Sportswear      Dresses      Suits $34- $1,995      $21- $329      $7 - $159      $79 - $344      $98 - $692**Other**Skirts,      blouses, pants,      jackets, sweaters,      suits, dresses*Kasper      Albert Nipon      Evan-Picone Dress      Le Suit*Suits, Dresses, Sportswear      Suits      Dresses      Suits $36- $326      $259- $692      $38- $191      $30- $240
***Wholesale Moderate Apparel***
        Our brands cover a broad array ofcategories for the women's, juniors and girls markets. Within those brands,various product classifications include career and casual sportswear, jeanswear,dresses, suits, and a combination of all components termed lifestyle collection.Career and casual sportswear are marketed as individual items or groups ofskirts, pants, shorts, jackets, blouses, sweaters and related accessories which,while sold as separates, are coordinated as to styles, color schemes andfabrics, and are designed to be worn together. New collections are introduced inthe four principal selling seasons - Spring, Summer, Fall and Holiday. Eachseason is comprised of a series of individual items or groups which havescheduled shipment dates to ensure a fresh flow of goods to the retail floor. Inaddition, certain brands offer key item styles, which are less seasonal innature, on a replenishment basis (which ship generally within five days fromreceipt of order).

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        The following table summarizesselected aspects of the products sold under our brands:
       Group ProductsLabelProduct      Classification Retail      PricePoints      ***Jones New York*** Skirts, blouses,      jackets, sweaters,      casual tops*Jones Wear Jones Wear JeansJones & Co.* Collection Sportswear Casual Sportswear Casual Sportswear$17 -      $100***Nine West*** Skirts, blouses, jackets, sweaters, casual tops*Nine & CompanyBandolino* Lifestyle      Casual Sportswear$15 -      $130***Gloria Vanderbilt*** Skirts, blouses, shorts,      jackets, sweaters,      jeanswear, capris,      casual tops*Gloria Vanderbilt*Lifestyle      Casual Sportswear$13      - $18***McNaughton*** Skirts, blouses, jackets, sweaters, casual tops*Norton McNaughton* Collection Sportswear$29 -      $121**Other** Skirts, blouses, pants,      jackets, sweaters,      jeanswear, dresses,       casual tops and bottoms*Evan-Picone      Energie      Erika      l.e.i.      Jeanstar      A|Line      A|Line Sport      Pappagallo      Rena Rowan      GLO/GLO Girls      W*Lifestyle      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear      Casual Sportswear $6- $116
        In addition to the products soldunder these brands, we provide design and manufacturing resources to certainretailers to develop moderately-priced product lines to be sold under privatelabels.
***Wholesale Footwear and Accessories***
        Our wholesale footwear andaccessories operations include the sale of both brand name and private labelfootwear, handbags, small leather goods and costume, semi-precious, sterlingsilver, and marcasite jewelry. The following table summarizes selected aspectsof the products sold under both our brands and licensed brands:

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**Footwear**   Retail      Price Points LabelProduct      ClassificationShoesBoots**Bridge***Joan & David      Anne Klein New York*Contemporary      Contemporary $195 -      $295      $145 - $295      ---      $295 - $395**Better***Nine West      Nine West Kids Enzo Angiolini      AK Anne Klein      Circa Joan & David      Botique 58* Contemporary      Children's Sophisticated Classics Modern Classics Sophisticated Classics Contemporary $59 -      $89      $25 -$49      $60 - $125      $69 - $85      $89 - $150      $87 - $125 $89 -      $340      $45 - $59      $130 - $225      $119 - $189      $139 - $250      $125 - $285**Upper      Moderate***Bandolino       Easy Spirit* Modern Classics Comfort/Fit,      Active,      Sport/Casuals$59 - $75$59 - $85 $79 - $149      $69 - $165**Moderate***Nine & Company      Westies Gloria Vanderbilt Mootsies Tootsies      Mootsies Tootsies Kids Sam & Libby Sam      & Libby Kids Dockers Women* Contemporary  Contemporary      Lifestyle      Lifestyle      Children's      Contemporary      Children's      Lifestyle$49 -      $59      $30 - $55      $35      $30 - $45      $20 - $35      $40 - $55      $28 - $39      $30 - $60 $75 -      $105      ---      ---      $45 - $60      ---      $49      $45      $50 - $99
 
**Accessories**** **      LabelProduct ClassificationRetail Price      Points**Bridge***Judith Jack* Marcasite and Sterling Silver Jewelry      $48 - $1,950**Better***Jones New York Nine West Givenchy* Handbags      Handbags,      Small Leather Goods      and Costume Jewelry      Costume and Fashion      Jewelry $78 -      $168      $18 - $120      $22 - $295**Upper Moderate***Bandolino* Handbags$34      - $53**Moderate***Nine & Company Gloria Vanderbilt Napier* Handbags, Small      Leather Goods and      Costume Jewelry      Handbags and Small      Leather Goods      Costume Jewelry$12 -      $44      $45 - $49      $15 - $75
***Retail***
        We market apparel, footwear andaccessories directly to consumers through our specialty retail stores operatingin malls and urban retail centers, our various value-based ("outlet")stores and luxury stores located in major urban locations. We constantlyevaluate both the opportunities for new locations and the results ofunderperforming locations for possible modification or closure.

*        Specialty Retail Stores.* AtDecember 31, 2006, we operated a total of 411 specialty retail stores. Thesestores sell either footwear and accessories or apparel (or a combination ofthese products) primarily under their respective brand names. Our *Nine West,Easy Spirit, Enzo Angiolini* and *Bandolino* retail stores offerselections of exclusive products not marketed to our wholesale customers.Certain of our specialty retail stores also sell products licensed by us,including belts, legwear, outerwear, watches and sunglasses.

        The following table summarizesselected aspects of our specialty retail stores at December 31, 2006. Of thesestores, 408 are located within the United States and three are located inCanada. In addition to the

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stores listed in the table, we participate in a joint venture that operates36 specialty stores in Australia under the*Nine West* and *EnzoAngiolini* names.
   Retail Price Range Average store      size (sq. ft.)       Number of       locations  Brands      offered Shoes and      Boots AccessoriesApparel Type of       locations *Nine West*      227 Primarily*Nine West*      $39 -$230      $5 - $550      $24 - $249Upscale and regional malls and urban retail centers      1,616*Easy Spirit* 111 Primarily*Easy Spirit* $16 -      $199 $3 -      $120$59 -      $129 Upscale and regional malls and      urban retail centers1,385*Bandolino*51Primarily*Bandolino*$39 -      $149$6 -      $79$50 -      $150Urban retail      locations and regional malls1,400*Enzo Angiolini*9 Primarily *Enzo Angiolini* $49 -      $220 $6 -      $190$119 -      $249 Upscale malls and urban retail centers 1,502*Anne      Klein New York* Accessories8*Anne      Klein New York* $50 -      $395 $8 -      $795$550 -      $1,200Urban retail      locations and regional malls 1,496Apparel5 Various$50      - $140 $3      - $148 $30 -      $750 Urban retail locations and      regional malls4,586
*        Luxury stores.*  At December31, 2006, we operated five *Barneys New York* flagship stores in primeretail locations in New York City, Beverly Hills, Chicago, Boston and Dallas.The flagship stores, which average 107,583 square feet, establish and promote *BarneysNew York* as a leading specialty retailer of men's and women's fashion.These stores offer customers a wide variety of merchandise, including apparel,accessories, cosmetics and items for the home, catering to affluent,fashion-conscious customers. We also seek to ensure that the ambience of ourflagship stores reflects the luxury and distinct style of the merchandise thatwe sell. The flagship stores in New York and Beverly Hills also includerestaurants managed by third-party contractors.

        At December 31, 2006, we operatedthree *Barneys New York* regional stores in Manhasset, NY, Seattle, WA andChestnut Hill, MA. The regional stores, which average 12,133 square feet,provide a limited selection of the merchandise offered in the flagship storesand cater to similar customers as our flagship stores in more localized markets.

        At December 31, 2006, we operated12 *Barneys New York CO-OP* stores. These free-standing stores, whichaverage 8,202 square feet, are an extension of the CO-OP departments in ourflagship stores and focus on providing customers with a selection of high-end,contemporary, urban casual apparel and accessories, often at price points thatare slightly lower than our non-CO-OP merchandise. CO-OP stores provide us withthe opportunity to develop one of Barneys' fastest growing merchandisecategories in a less capital intensive manner, relative to Barneys' otherluxury stores. These stores give us the opportunity to enter new markets andexpand in our existing markets, while broadening our client base by targetingthe younger designer customer. In addition, since we will be attracting ourBarneys customer earlier in their life cycle, we also believe this format canserve as the initial entree for the shopper who will ultimately develop into ourregional and flagship store customer. Similar to our CO-OP departments, ourCO-OP stores offer merchandise from established and emerging designers, as wellas our *Barneys* brand.

*        Outlet Stores.* At December31, 2006, we operated a total of 701 outlet stores. Our shoe stores focus onbreadth of product line, as well as value pricing, and offer a distributionchannel for our residual inventories. The majority of the shoe stores'merchandise consists of new production of current and proven prior season'sstyles, with the remainder of the merchandise consisting of discontinued stylesfrom our specialty retail footwear stores and wholesale divisions. The apparelstores focus on breadth of product line, customer service and value pricing. Inaddition to our brand name merchandise, these stores also sell merchandise

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produced by our licensees. The *Barneys New York* outlet stores leveragethe *Barneys New York* brand to reach a wider audience by providing a lowerpriced version of the sophistication, style and quality of the retail experienceprovided in the luxury stores and also provide a clearance vehicle for residualmerchandise from the luxury stores.

        The following table summarizesselected aspects of our outlet stores at December 31, 2006. Of these stores, 679are located within the United States and its territories and 22 are located inCanada. In addition to the stores listed in the table, we participate in a jointventure that operates seven outlet stores in Australia under the *Nine West*name.
  Number of      locations Brands      offered Type of        locationsAverage      store      size (sq. ft.)*Nine West*177 Primarily *Nine West* Manufacturer      outlet centers2,851*Jones New York*148 Primarily *Jones New      York*  and *Jones New York Sport* Manufacturer      outlet centers        3,821*Easy Spirit*114 Primarily *Easy Spirit* Manufacturer      outlet centers3,651Stein Mart (leased footwear departments)1 102 All Company footwear brands Strip centers2,657*Kasper* 84 Primarily *Kasper* Manufacturer      outlet centers2,621*Anne Klein*45 Primarily *Anne Klein* Manufacturer      outlet centers2,690*Treza/Jones      New York Woman*14Various      Company apparel brands in plus sizes Manufacturer      outlet centers2,884*Barneys New York*12 Various Manufacturer      outlet centers6,931*Hot      for Shoes*4 All Company footwear brands Strip centers7,074*Joan & David* 1 Primarily *Joan & David* Manufacturer      outlet center 2,202
(1) We closed our Stein Mart leased shoe departments in January 2007.

        We also operate four *BarneysNew York* warehouse sale events annually, one each spring and fall season inboth New York and Santa Monica, California. The warehouse sale events provideanother vehicle for liquidation of end of season residual merchandise, as wellas a low cost extension of the *Barneys New York* brand to a wideraudience. The events attract a wide range of shoppers, mostly bargain hunterswho value quality and fashion.
**Licensed Brands**
        As a result of the acquisition ofVictoria, we obtained the exclusive license to produce, market and distributecostume jewelry in the United States, Canada, Mexico and Japan under the *Givenchy*trademark pursuant to an agreement with Givenchy, which expires on December 31,2008. The agreement provides for the payment by us of a percentage of net salesagainst guaranteed minimum royalty and advertising payments as set forth in theagreement.

        As a result of the acquisition ofMaxwell, we obtained the exclusive license to produce and sell women'sfootwear under the *Dockers Women* trademark in the United States(including its territories and possessions) pursuant to an agreement with LeviStrauss & Co. The agreement, which expires in December 2008, provides

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for the payment by us of a percentage of net sales against guaranteed minimumroyalty and advertising payments as set forth in the agreement.
**Design**
        Our apparel product lines havedesign teams that are responsible for the creation, development and coordinationof the product group offerings within each line. We believe our design staff isrecognized for its distinctive styling of garments and its ability to updatefashion classics with contemporary trends. Our apparel designers travelthroughout the world for fabrics and colors, and stay continuously abreast ofthe latest fashion trends. In addition, we actively monitor the retail sales ofour products to determine and react to changes in consumer trends.

        For most sportswear lines, we willdevelop several groups in a season. A group typically consists of an assortmentof skirts, pants, jeans, shorts, jackets, blouses, sweaters, t-shirts andvarious accessories. We believe that we are able to reduce design risks becausewe often will not have started cutting fabrics until the first few weeks of amajor selling season. Since different styles within a group often use the samefabric, we can redistribute styles and, in some cases, colors, to fit currentmarket demand. We also have a key item replenishment program for certain lineswhich consists of core products that reflect little variation from season toseason.

        Our footwear and accessoriesproduct lines are developed by a combination of our own design teams andthird-party designers, which independently interpret global lifestyle, clothing,footwear and accessories trends. To research and confirm such trends, the teamstravel extensively in Asia, Europe and major American markets, conduct extensivemarket research on retailer and consumer preferences, and subscribe to fashionand color information services. Each team presents styles that maintain eachbrand's distinct personality. Samples are refined and then produced. After thesamples are evaluated, lines are modified further for presentation at eachseason's shoe shows and accessory markets.

        Our jewelry brands are developedby separate design teams. Each team presents styles that maintain each brand'sdistinct personality. A prototype is developed for each new product whereappropriate. Most prototypes are produced by our contractors based on technicaldrawings that we supply. These prototypes are reviewed by our productdevelopment team, who negotiate costs with the contractors. After samples areevaluated and cost estimates are received, the lines are modified as needed forpresentation for each selling season.

        We complement the designermerchandise in our luxury stores with a diverse selection of comparable quality *Barneys*branded merchandise, including ready-to-wear apparel, handbags, shoes, dressshirts, ties and sportswear. *Barneys* branded merchandise is manufacturedby independent third parties according to our specifications. We are intensivelyinvolved in all aspects of the design and manufacture of this collection.

        In accordance with standardindustry practices for licensed products, we have the right to approve theconcepts and designs of all products produced and distributed by our licensees.Similarly, Givenchy and Levi Strauss & Co. also provide design services tous for our licensed products and have the right to approve our designs for the *Givenchy*and *Dockers Women* product lines, respectively.
**Manufacturing and Quality Control***Apparel*
        Apparel sold by us is produced inaccordance with our design, specification and production schedules through anextensive network of independent factories located in United States territories,Mexico, China and other locations throughout the world. Approximately 96% of ourapparel products were manufactured outside the United States and Mexico,primarily in Asia, while approximately 4% were manufactured in the UnitedStates, its territories and Mexico during 2006. We source a portion of ourproducts in Central and South America, enabling us to take advantage of shorterlead times than other offshore locations due to proximity. Sourcing in thisregion enables us to utilize current free-trade agreements, which provide thatcertain articles assembled abroad from United States components are exempt fromUnited States duties on the value of these components.

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        We believe that outsourcing amajority of our products allows us to maximize production flexibility, whileavoiding significant capital expenditures, work-in-process inventory build-upsand costs of managing a larger production work force. Our fashion designers,production staff and quality control personnel closely examine garmentsmanufactured by contractors to ensure that they meet our high standards.

        Our comprehensive quality controlprogram is designed to ensure that raw materials and finished goods meet ourexacting standards. Fabrics for garments manufactured are inspected by eitherindependent inspection services or by our contractors upon receipt in theirwarehouses. Our quality control program includes inspection of both prototypesof each garment prior to cutting by the contractors and a sampling of productiongarments upon receipt at our warehouse facilities to ensure compliance with ourspecifications.

        Our Mexican contractors aremonitored by an in-house contractor operations group located in Mexico and otherforeign manufacturers' operations are monitored by our Hong Kong-basedpersonnel, buying agents located in other countries and independent contractorsand inspection services. Finished goods are generally shipped to our warehousesfor final inspection and distribution.

        For our sportswear business, weoccasionally supply the raw materials to our manufacturers. Otherwise, the rawmaterials are purchased directly by the manufacturer in accordance with ourspecifications. Raw materials, which are in most instances made and/or coloredespecially for us, consist principally of piece goods and yarn and are purchasedby us from a number of domestic and foreign textile mills and converters. Ourforeign finished goods purchases are generally purchased on a letter of creditbasis, while our domestic purchases are generally purchased on open account.

        Our primary raw material in ourjeanswear business is denim, which is primarily purchased from leading millslocated in the United States, Mexico, the Pacific Rim and Pakistan. Denimpurchase commitments and prices are negotiated on a quarterly or semi-annualbasis. We perform our own extensive testing of denim, cotton twill and otherfabrics to ensure consistency and durability.

        We do not have long-termarrangements with any of our suppliers. We have experienced little difficulty insatisfying our raw material requirements and consider our sources of supplyadequate. Products have historically been purchased from foreign manufacturersin pre-set United States dollar prices, and therefore, we generally have notbeen adversely affected by fluctuations in exchange rates.

        Our apparel products aremanufactured according to plans prepared each year which reflect prior years'experience, current fashion trends, economic conditions and management estimatesof a line's performance. We generally order piece goods concurrently withconcept development. The purchase of piece goods is controlled and coordinatedon a divisional basis. When possible, we limit our exposure to specific colorsand fabrics by committing to purchase only a portion of total projected demandwith options to purchase additional volume if demand meets the plan.

        We believe our extensiveexperience in logistics and production management underlies our success incoordinating with contractors who manufacture different garments included withinthe same product group. We also contract for the production of a portion of ourproducts through a network of foreign agents. We have had long-term mutuallysatisfactory business relationships with many of our contractors and agents butdo not have long-term written agreements with any of them.
*Footwear and Accessories*
        To provide a steady source ofinventory, we rely on long-standing relationships developed by Nine West andMaxwell with footwear manufacturers in Asia and Brazil, by Nine West withaccessories manufacturers in Asia and by Victoria with jewelry manufacturers inAsia. We work through independent buying agents for footwear and our own officesfor accessories and jewelry. Allocation of production among our manufacturingresources is determined based upon a number of factors, including manufacturingcapabilities, delivery requirements and pricing.

        During 2006, approximately 96% ofour footwear products were manufactured by independent footwear manufacturerslocated in Asia (primarily China), approximately 2% were manufactured byindependently

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owned footwear manufacturers in Brazil and approximately 2% were manufacturedby independently owned footwear manufacturers in Italy. Our handbags and smallleather goods are sourced through our own buying office in China, which utilizesindependent third party manufacturers located primarily in China. Products havehistorically been purchased from the Brazilian and Asian manufacturers inpre-set United States dollar prices, and therefore, we generally have not beenadversely affected by fluctuations in exchange rates. We do not have contractswith any of our footwear, handbag or small leather goods manufacturers but, withrespect to footwear imported from Brazil and China, we rely on establishedrelationships with our Brazilian and Chinese manufacturers directly and throughour independent buying agents. For footwear, quality control reviews are doneon-site in the factories by our third-party buying agents primarily to ensurethat material and component qualities and fit of the product are in accordancewith our specifications. For accessories, quality control reviews are doneon-site in the factories by our own locally-based inspection technicians. Ourquality control program includes approval of prototypes, as well as approval offinal production samples to ensure they meet our high standards.

        We believe that our relationshipswith our Brazilian and Chinese manufacturers provide us with a responsive andadequate source of supply of our products and, accordingly, give us asignificant competitive advantage. We also believe that purchasing a significantpercentage of our products through independent third-party manufacturers inChina and Brazil allows us to maximize production flexibility while limiting ourcapital expenditures, work-in-process inventory and costs of managing a largerproduction work force. Because of the sophisticated manufacturing techniques offootwear manufacturers, individual production lines can be quickly changed fromone style to another, and production of certain styles can be completed in asfew as four hours, from uncut leather to boxed footwear.

        We place our projected orders foreach season's styles with our manufacturers prior to the time we have receivedall of our customers' orders. Because of our close working relationships withour third party manufacturers (which allow for flexible production schedules andproduction of large quantities of footwear within a short period of time), mostof our orders are finalized only after we have received orders from a majorityof our customers. As a result, we believe that, in comparison to ourcompetitors, we are better able to meet sudden demands for particular designs,more quickly exploit market trends as they occur, reduce inventory risk and moreefficiently fill reorders booked during a particular season.

        We do not have contracts with anyof our jewelry manufacturers but rely on long-standing relationships,principally with third-party Asian manufacturers. We also have our ownmanufacturing facility to satisfy demand for products manufactured domestically(such as cosmetic containers) and to provide product samples, prototypes, smallquantities of test merchandise and a small amount of production capacity in theevent of a disruption of certain outsourced manufacturing. Victoria hashistorically experienced little difficulty in satisfying finished goodsrequirements, and we consider their source of supplies adequate. Products havehistorically been purchased from Asian manufacturers in pre-set United Statesdollar prices, and therefore, we generally have not been adversely affected byfluctuations in exchange rates.

        During 2006, our jewelry productswere manufactured primarily by independently-owned jewelry manufacturers inAsia. We believe that the quality and cost of products manufactured by oursuppliers provide us with the ability to remain competitive. Sourcing themajority of our products from third-party manufacturers enables us to bettercontrol costs and avoid significant capital expenditures, work in processinventory, and costs of managing a larger production workforce. Victoria'shistory as manufacturers gives them the requisite experience and knowledge tomanage their vendors effectively.

        Forecasts for basic jewelryproducts are produced on a rolling 12-week basis and are adjusted based on pointof sale information from retailers. Manufacturing of fashion jewelry products isbased on marketing forecasts and sales plans; actual orders are received severalweeks after such forecasts are produced. Quality control testing is performedon-site by domestic employees or our own locally-based inspection technicians.Quality assurance checks are also performed upon receipt of finished goods atour distribution facilities.

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**Workplace Compliance Program**
        We have an active program in placeto monitor compliance by our contract manufacturers (in all product categories)with the Jones Apparel Group Standards for Contractors and Suppliers("Factory Standards"). In 1996, we became a participant in the UnitedStates Department of Labor's Apparel Manufacturer's Compliance ProgramAgreement. Under that agreement, and through independent agreements withdomestic and foreign manufacturers that produce products for us, we regularlyaudit for compliance with our Factory Standards and require corrective actionwhen appropriate.

        Our Factory Standards, which wehave posted on our website, apply to conditions of employment, such as childlabor, wages and benefits, working hours and days off, health and safetyconditions in the workplace and housing, forced labor, discrimination,disciplinary practices and freedom of association.

        We have a vigorousfactory-auditing program. During 2006, 1,284 audits were conducted (including880 by independent auditors), including domestic and foreign factories forapparel, footwear, handbag and jewelry products. Our Compliance Auditing staffconsists of 24 auditors based in six countries. Twenty-two staff members claimEnglish as a second language, and almost all are multi-lingual and have at leasta bachelor's degree from a four-year institution in the United States orabroad. In addition to our own staff, we retain several recognized, unaffiliatedworkplace compliance audit firms to conduct factory audits on our behalf and toreport on such findings, including recommendations for remediation.

        Obtaining compliance with ourFactory Standards is, in many instances, a very challenging process. We dealwith many factories in many countries, each with legal systems and cultures fardifferent from those of the United States. Our auditing program invariablyreports problems of varying degrees in almost all factories. Our approach, invirtually all cases, has been to attempt to improve conditions throughdirections to remediate the cited conditions and to conduct follow-up audits,rather than to cease using a given factory, which would assuredly result insevere hardship for the employees working at those factories. We believe thatprogress and improvement, although incremental, is quite real.
**Marketing**
        Our ten largest customer groups,principally department stores, accounted for approximately 47% of gross revenuesin 2006. Federated Department Stores, Inc., our largest customer in 2006,accounted for 18% of our 2006 gross revenues.

        We believe that purchasingdecisions are generally made independently by individual department storeswithin a commonly controlled group. There has been a trend, however, toward morecentralized purchasing decisions. As such decisions become more centralized, therisk to us of such concentration increases. Furthermore, we believe a trendexists among our major customers to concentrate purchasing among a narrowinggroup of vendors. In the future, retailers may have financial problems orcontinue to consolidate, undergo restructurings or reorganizations, or realigntheir affiliations, any of which could increase the concentration of ourcustomers. We attempt to minimize our credit risk from our concentration ofcustomers by closely monitoring accounts receivable balances and shipping levelsand the ongoing financial performance and credit status of our customers.

        We also believe there is anincreasing focus by the department stores to concentrate an increasing portionof their product assortments within their own private label products. Theseprivate label lines compete directly with our product lines and may receiveprominent positioning on the retail floor by department stores. While thiscreates more competition, we believe that our brands are preferred by theconsumer.

        Sportswear products are marketedto department stores and specialty retailing customers during "marketweeks," which are generally four to six months in advance of thecorresponding industry selling seasons. While we typically will allocate asix-week period to market a sportswear line, most major orders are writtenwithin the first three weeks of any market period.

        We believe retail demand for ourapparel products is enhanced by our ability to provide our retail accounts andconsumers with knowledgeable sales support. In this regard, we have anestablished program

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to place retail sales specialists in many major department stores for many ofour brands, including *Jones New York*, *Jones New York Sport,**JonesNew York Signature, Kasper* and *Anne Klein*. These individuals havebeen trained by us to support the sale of our products by educating other storepersonnel and consumers about our products and by coordinating our marketingactivities with those of the stores. In addition, the retail sales specialistsprovide us with firsthand information concerning consumer reactions to ourproducts. In addition, we have a program of designated sales personnel in whicha store agrees to designate certain sales personnel who will devote asubstantial portion of their time to selling our products in return for certainbenefits.

        We introduce new collections offootwear at industry-wide shoe shows, held semi-annually in both New York Cityand Las Vegas. We also present an interim line to customers during the fall andspring of each year. We introduce new handbag and small leather goodscollections at market shows that occur five times each year in New York City.Jewelry products are marketed in New York City showrooms through individualcustomer appointments and at five industry-wide market shows each year.Retailers visit our showrooms at these times to view various product lines andmerchandise.

        We market our footwear, handbagand small leather goods businesses with certain department stores and specialtyretail stores by bringing our retail and sales planning expertise to thoseretailers. Under this program, members of branded division management who haveextensive retail backgrounds work with the retailer to create a "focusarea" or "concept shop" within the store that displays the fullcollection of a single brand in one area. These individuals assist thedepartment and specialty retail stores by: providing advice about appropriateproduct assortment and product flow; making recommendations about when a productshould be re-ordered; providing sales guidance, including the training of storepersonnel; and developing advertising programs with the retailer to promotesales of our products. In addition, our sales force and field merchandisingassociates for footwear, handbags and small leather goods recommend how todisplay our products, assist with merchandising displays and educate storepersonnel about us and our products. The goal of this approach is to promotehigh retail sell-throughs of our products. With this approach, customers areencouraged to devote greater selling space to our products, and we are betterable to assess consumer preferences, the future ordering needs of our customers,and inventory requirements.

        We work closely with our wholesalejewelry customers to create long-term sales programs, which include choosingamong our diverse product lines and implementing sales programs at the storelevel. A team of sales representatives and sales managers monitor productperformance against plan and are responsible for inventory management, usingpoint-of-sale information to respond to shifts in consumer preferences.Management uses this information to adjust product mix and inventoryrequirements. In addition, field merchandising associates recommend how todisplay our products, assist with merchandising displays and educate storepersonnel about us and our products. Retailers are also provided with customizeddisplays and store-level merchandising designed to maximize sales and inventoryturnover. By providing retailers with in-store product management, we establishclose relationships with retailers, allowing us to maximize product sales andincrease floor space allocated to our product lines. We have also placed retailsales specialists in major department stores to support the sale of our *Napier,Nine West, Givenchy* and *Judith Jack* jewelry products*.*
**Advertising and Promotion**
        We employ a cooperativeadvertising program for our branded products, whereby we share the cost ofcertain wholesale customers' advertising and promotional expenses innewspapers, magazines and other media up to either a preset maximum percentageof the customer's purchases or an agreed-upon rate of contribution. Animportant part of the marketing program includes prominent displays of ourproducts in wholesale customers' fashion catalogs as well as in-store shopdisplays.

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       We have national advertisingcampaigns for the following brands:
- Jones New York  Collection and  Jones    New York Signature  (in fashion and lifestyle magazines),
- Nine West  (footwear, apparel, handbags, jewelry and licensed    products, primarily in fashion magazines),
- Bandolino  (in fashion magazines) ,l.e.i. (
in lifestyle and fashion magazines and radio),
*Anne Klein New York
 (in fashion magazines)
,
Grane
 (in fashion magazines), and
*Jeanstar
 (in fashion magazines).

        Given the strong recognition andbrand loyalty already afforded our brands, we believe these campaigns will serveto further enhance and broaden our customer base. Our in-house creative servicesdepartments oversee the conception, production and execution of virtually allaspects of these activities. We also believe that our retail network promotesbrand name recognition and supports the merchandising of complete lines by, andthe marketing efforts of, our wholesale customers.
**Licensing of Company Brands**
        We have entered into variouslicense agreements under which independent licensees either manufacture, marketand sell certain products under our trademarks in accordance with designsfurnished or approved by us or distribute our products in certain countrieswhere we do not do business. These licenses, the terms of which (not includingrenewals) expire at various dates through 2016, typically provide for thepayment to us of a percentage of the licensee's net sales of the licensedproducts against guaranteed minimum royalty payments, which typically increaseover the term of the agreement. We are also a party to licensing arrangementspursuant to which three retail stores are operated in Japan and a singlein-store department is operated in Singapore under the name *Barneys New York*.

        The following table sets forthinformation with respect to select aspects of our licensing business:
BrandCategory*Jones New York*Men's        Accessories and Jewelry (U.S., Canada)        Men's Dress Shirts (U.S.)        Men's Neckwear (Canada)        Men's Neckwear (U.S.)        Men's Sportswear, Sweaters, Knit Shirts, Woven Shirts, Finished Bottom        Slacks and Outerwear              (Canada)        Men's Tailored Clothing, Dress Shirts, Outerwear, Dress Slacks        (Canada)        Men's Tailored Clothing, Formal Wear (U.S.)        Men's Topcoats, Outerwear (U.S.)        Men's Umbrellas, Rain Accessories (U.S.)        Men's and Women's Optical Eyewear (U.S., Canada, Argentina, Aruba,        Australia, Bahamas,             Barbados, Belize, Benelux, Bolivia, Chile,        Colombia, Costa Rica, Cyprus, Denmark,              Dominican Republic, Ecuador, El Salvador,        Finland, French Guiana, Guatemala, Honduras,              Ireland, Israel, Jamaica, Kuwait, Lebanon,        Mexico, Netherlands Antilles, Nicaragua, Norway,              Panama, Paraguay, Peru, Philippines, South        Africa, Suriname, Sweden, Trinidad, Turkey,              Uruguay, Venezuela)        Women's Costume Jewelry (Canada)        Women's Hats (U.S., Canada)        Women's Leather Outerwear (U.S.)        Women's Outerwear, Rainwear (U.S.)        Women's Outerwear, Wool Coats, Rainwear (Canada)        Women's Scarves, Wraps and Cold Weather Accessories (U.S., Canada)        Women's Sleepwear, Loungewear (U.S., Canada)        Women's Sunglasses (U.S., Canada)        Women's Umbrellas, Rain Accessories (U.S.)        Women's Watches (Canada)        Women's Wool Coats (U.S.)        Retail and Wholesale Distribution Rights for Women's Apparel,        Handbags, Small Leather Goods,             Footwear, Belts, Sunglasses, Coats, Scarves, as        well as Sleepwear if such items are made              available in the Territory (China, Hong Kong,        Indonesia, Macau, Malaysia, Singapore,              Taiwan, Thailand)
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BrandCategory*Jones Wear*Women's Costume Jewelry        (Canada)        Women's Outerwear (Canada)        Women's Watches (Canada)*Anne Klein New York* and *AK Anne Klein**Anne        Klein New York* Footwear (Worldwide excluding Japan)*AK Anne Klein* Costume Jewelry (U.S.)        Belts (U.S., Canada)        Home Sewing Patterns (Worldwide)        Hosiery, Casual Legwear (U.S., Canada)        Outerwear, Wool Coats, Leather Outerwear, Rainwear (U.S.)        Scarves, Cold Weather Accessories, Gloves (U.S., Canada)        Sunglasses, Optical Eyewear (Worldwide)        Swimwear (U.S.)        Watches (Worldwide)        Manufacturing and Wholesale and Retail Distribution Rights for Apparel        (Japan)        Retail and Wholesale Distribution Rights for Handbags (Japan)        Sublicensed Wholesale and Retail Distribution Rights for Scarves,        Towels, Jewelry (Japan)        Manufacturing and Wholesale and Retail Distribution Rights for Apparel,        Handbags, Accessories     (Korea)        Retail and Wholesale Distribution Rights for Apparel and Handbags        (Central America, South     America, Caribbean,        Dominican Republic)        Retail and Wholesale Distribution Rights for Apparel, Small Leather        Goods, Footwear, Handbags,     Belts, Sunglasses,        Watches, Jewelry, Coats, Socks, Scarves, Swimwear, as well as        Sleepwear,              Fragrances, and Cosmetics if such items are        made available in the Territory (China, Hong              Kong, Indonesia, Macau, Malaysia, Singapore,        Taiwan, Thailand, Italy, France, Spain, United              Kingdom, Portugal, Ireland, Belgium,        Luxembourg, the Netherlands, Saudi Arabia)        Retail Distribution Rights for Apparel, Handbags, Accessories, Belts,        Sleepwear, Casual Legwear     (Philippines)*A|Line*Costume Jewelry (U.S.)        Sunglasses, Optical Eyewear (U.S.)*Albert Nipon*Men's Tailored Clothing (U.S.)        Women's Outerwear (U.S.)*Kasper*        Men's Tailored Clothing (U.S., Canada, Mexico)*Evan-Picone*Men's Tailored Clothing,        Formal Wear, Topcoats (U.S.)        Manufacturing and Wholesale Distribution Rights for Women's Sportswear (Japan)*Nine West*Belts (U.S., Canada)      Casual Legwear (U.S., Canada)      Gloves, Cold Weather Accessories (U.S., Canada)      Hats (U.S., Canada)      Leather, Wool, Casual Outerwear, Rainwear (U.S., Canada, Spain)      Luggage (U.S., Canada)      Optical Eyewear (U.S., Canada, China, Mexico)      Sunglasses (U.S., Canada, Spain)      Retail and Wholesale Distribution Rights for Apparel, Belts, Cold      Weather Accessories,            Hats, Luggage, Sunglasses, Watches, Jewelry, Coats,      Legwear, Scarves, as well as Sleepwear,            Swimwear, Fragrances and Cosmetics if such items      are made available in the Territory (China,            Hong Kong, Indonesia, Japan, Macau, Malaysia,      Philippines, Singapore, Taiwan, Thailand,           United Kingdom, Ireland)*Nine & Company*Bed and Bath      Products and Accessories (U.S.)      Belts (U.S.)      Casual Legwear (U.S.)      Gloves, Cold Weather Accessories (U.S.)      Hats (U.S.)      Luggage (U.S.)      Sleepwear, Loungewear (U.S.)      Slippers (U.S.)      Sunglasses (U.S.)      Watches (U.S.)*Easy Spirit*Slippers (U.S., Canada)*Enzo Angiolini*Sunglasses (U.S.)
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BrandCategory*Energie*Men's Denim      and Sportswear (U.S.)      Boys' Denim and Sportswear (4-6x and 8-20) (U.S.)*Gloria Vanderbilt*Knit Tops, Bottoms, ActiveWear,      Performance ActiveWear (U.S.)      Sleepwear, Daywear, Loungewear (U.S., Canada)      Infants', Toddlers' and Children's (4-6x) Apparel (U.S., Canada)      Decorative Bedding and Bath Products, Accent Rugs (U.S.)*GLO*Infants', Toddlers' and      Children's (4-6x) Apparel (U.S.)      Swimwear (U.S.)*GLO Girl*Infants', Toddlers' and      Children's (4-6x) Apparel (Canada)*l.e.i.*Casual Legwear      (U.S.)      Children's Apparel (U.S.)      Footwear (U.S., Canada)      Belts (U.S., Canada)      Hats (U.S., Canada)      Juniors' and Girls' Intimate Apparel (U.S.)      Juniors' and Girls' Outerwear (U.S.)      Juniors' and Girls' Sunglasses (U.S., Canada)      Watches (U.S., Canada)*Joan & David*Manufacturing and Retail      Distribution Rights for Apparel, Footwear, Handbags (China, Hong            Kong, Indonesia, Japan, Korea, Macau, Malaysia,      Philippines, Singapore, Taiwan, Thailand)*Sam & Libby*Men's, Women's and Children's      Slippers and Sandals (U.S.)International      footwear and accessories retail/wholesale distribution*Nine West*      and *Enzo Angiolini*retail locations (Bahrain, Kuwait, Oman, Qatar,      The United Arab           Emirates, Jordan, India, Poland) and *Anne      Klein New York* retail locations and wholesale            distribution rights for *Anne Klein New York*      footwear and accessories (Bahrain, Kuwait,     Oman, Qatar, the United      Arab Emirates)*Nine West* retail locations (Saudi Arabia, Lebanon)*Nine West* retail locations and wholesale      distribution rights for *Nine West, Enzo      Angiolini,*     *Bandolino*      and *Easy Spirit* footwear and accessories and *AK      Anne Klein, Circa Joan & David,*     *Sam & Libby*and      *Mootsies Tootsies* footwear (Belize, Colombia, Costa Rica, Ecuador,     El Salvador, Guatemala,      Honduras, Nicaragua, Panama, Venezuela, the Dominican Republic,            French Guiana, Guyana, Suriname, the Caribbean      Islands)*Nine West* retail locations and wholesale      distribution rights for *Nine West* footwear and     accessories (Greece,      Cyprus)*Nine West* retail locations and wholesale      distribution rights for *Nine West* footwear and     accessories (Chile, Peru)      and wholesale distribution rights for *Enzo      Angiolini*     footwear and accessories      (Chile)*Nine West, Enzo Angiolini, NW Nine West* and *Easy      Spirit*retail locations and wholesale distribution     rights for *Nine West,      Enzo Angiolini, NW Nine West* and *Easy Spirit* footwear and     accessories (Hong Kong,      Indonesia, Japan, Korea, Macau, Malaysia, the     People's Republic of      China, the Philippines, Singapore, Taiwan, Thailand)*Nine West* retail locations and wholesale      distribution rights for *Nine West* footwear and     accessories (South Africa)*Nine West, Enzo Angiolini*and*Westies*      retail locations, wholesale distribution rights for *Nine      West*     footwear and      accessories and *Enzo Angiolini,**Westies* and *AK Anne Klein*      footwear and     manufacturing rights for *Westies*      footwear (Mexico)*Nine West*retail locations (Turkey)*Nine West* and *Easy Spirit* retail      locations and wholesale distribution rights for *Nine      West*     and *Easy Spirit*footwear      and accessories (Israel)*Nine West*and *Easy Spirit* retail      locations, wholesale distribution rights for *Nine West*, *Enzo*     *Angiolini, Easy      Spirit, Bandolino, Nine & Company* and *Westies*      footwear and accessories and**     *AK Anne Klein, Circa      Joan & David, Sam & Libby* and *Mootsies      Tootsies* footwear (Canada)*Nine West* retail locations (the United Kingdom,      Ireland, the Channel Islands, Denmark) and     wholesale distribution      rights for *Nine West*and *NW Nine West* footwearand      accessories and *     Easy Spirit* footwear (the United Kingdom,      Ireland, the Channel Islands, Norway, Denmark,            Sweden, Finland, Iceland, Belgium, the      Netherlands, Luxembourg)*Nine West* retail locations and wholesale      distribution rights for *Nine West*and *Enzo      Angiolini*     footwear and accessories      (Spain)*Nine West* retail locations (Russia)      Wholesale distribution rights for *Nine West* and *Napier*      costume jewelry (Canada)
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**Trademarks**
        We utilize a variety of trademarkswhich we own, including *Jones New York, Jones New York Signature, Jones NewYork Sport, Jones Wear, Jones New York Country, Jones Jeans, Evan-Picone, NortonMcNaughton, Erika, Energie, Nine West, Easy Spirit, Enzo Angiolini, Bandolino,Nine & Company, Westies, Pappagallo, Joan & David, Mootsies Tootsies,Sam & Libby, Napier, Judith Jack, Gloria Vanderbilt, GLO, l.e.i., AlbertNipon, Anne Klein, Anne Klein New York, AK Anne Klein, A|Line, Kasper, Le Suit*,*Jeanstar*and *Barneys New York*. We have registered or applied forregistration for these and other trademarks for use on a variety of items ofapparel, footwear, accessories and/or related products and, in some cases, forretail store services, in the United States and certain other countries. Theexpiration dates of the United States trademark registrations for our materialregistered trademarks are as follows, with our other registered foreign anddomestic trademarks expiring at various dates through 2022. Certain brands suchas *Jones New York* are sold under several related trademarks; in theseinstances, the range of expiration dates is provided. All marks are subject torenewal in the ordinary course of business if no third party successfullychallenges such registrations and, in the case of domestic and certain foreignregistrations, applicable use and related filing requirements for the goods andservices covered by such registrations have been met.
TrademarkExpiration      DatesTrademarkExpiration      DatesTrademarkExpiration      Dates*Jones New York*2007-2015*Napier*2009*Anne Klein* 2007-2016*Jones New York Sport*2013*Judith Jack*2012*Kasper*2012*Evan-Picone*2013*Norton McNaughton*2014*Le Suit*2008*Nine West*2008-2015*Erika*2014*Joan & David*2012-2015*Easy Spirit*2007-2015*Energie* 2015*Mootsies Tootsies*2009-2013*Enzo Angiolini*2008-2016*Gloria Vanderbilt*2012-2015*Sam & Libby*2013*Bandolino*2011-2016*l.e.i.*2010-2016*Barneys New York*2007-2015*Nine & Company*2012-2015*Albert Nipon*2007-2019*CO-OP Barneys New York*2014-2016
        We carefully monitor trademarkexpiration dates to provide uninterrupted registration of our materialtrademarks. We also license the *Givenchy* and*Dockers Women*trademarks (see "Licensed Brands" above).

        We also hold numerous patentsexpiring at various dates through 2026 (subject to payment of annuities and/orperiodic maintenance fees) and have additional patent applications pending inthe United States Patent and Trademark Office. We regard our trademarks andother proprietary rights as valuable assets which are critical in the marketingof our products. We vigorously monitor and protect our trademarks and patentsagainst infringement and dilution where legally feasible and appropriate.
**Imports and Import Restrictions**
        Our transactions with our foreignmanufacturers and suppliers are subject to the risks of doing business abroad.Imports into the United States are affected by, among other things, the cost oftransportation and the imposition of import duties and restrictions. The UnitedStates, China, Brazil and other countries in which our products are manufacturedmay, from time to time, impose new quotas, duties, tariffs or otherrestrictions, or adjust presently prevailing quotas, duty or tariff levels,which could affect our operations and our ability to import products at currentor increased levels. We cannot predict the likelihood or frequency of any suchevents occurring.

        Our import operations are subjectto constraints imposed by bilateral textile agreements between the United Statesand a number of foreign countries, including Hong Kong, Taiwan, the Philippines,Thailand, Indonesia and South Korea. In certain cases, these agreements imposequotas on the amount and type of goods which can be imported into the UnitedStates from these countries. Such agreements also allow the United States toimpose, at any time, restraints on the importation of categories of merchandisethat, under the terms of the agreements, are not subject to specified limits.Our imported products are also subject to United States customs duties and, inthe ordinary course of business, we are from time to time subject to claims bythe United States Customs Service for duties and other charges.

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        We monitor duty, tariff andquota-related developments and continually seek to minimize our potentialexposure to quota-related risks through, among other measures, geographicaldiversification of our manufacturing sources, the maintenance of overseasoffices, allocation of overseas production to merchandise categories where morequota is available and shifts of production among countries and manufacturers.

        Because our foreign manufacturersare located at greater geographic distances from us than our domesticmanufacturers, we are generally required to allow greater lead time for foreignorders, which reduces our manufacturing flexibility. Foreign imports are alsoaffected by the high cost of transportation into the United States and theeffects of fluctuations in the value of the dollar against foreign currencies incertain countries.

        In addition to the factorsoutlined above, our future import operations may be adversely affected bypolitical instability resulting in the disruption of trade from exportingcountries and restrictions on the transfer of funds.
**Backlog**
        We had unfilled customer orders ofapproximately $1.1 billion and $1.2 billion at December 31, 2006 and December31, 2005, respectively. These amounts include both confirmed and unconfirmedorders which we believe, based on industry practice and past experience, will beconfirmed. The amount of unfilled orders at a particular time is affected by anumber of factors, including the mix of product, the timing of the receipt andprocessing of customer orders and scheduling of the manufacture and shipping ofthe product, which in some instances is dependent on the desires of thecustomer. Backlog is also affected by a continuing trend among customers toreduce the lead time on their orders. Due to these factors, a comparison ofunfilled orders from period to period is not necessarily meaningful and may notbe indicative of eventual actual shipments.
**Employees**
        At December 31, 2006, we hadapproximately 10,880 full-time employees. This total includes approximately3,555 in quality control, production, design and distribution positions,approximately 2,535 in administrative, sales, clerical and office positions andapproximately 4,790 in our retail stores. We also employ approximately 5,605part-time employees, of which approximately 5,520 work in our retail stores.

        Approximately 40 of our employeeslocated in Bristol, Pennsylvania are members of the Teamsters Union, which has acollective bargaining agreement with us expiring on September 10, 2007.Approximately 75 of our employees located in Vaughan, Ontario are members of theLaundry and Linen Drivers and Industrial Workers Union, which has a collectivebargaining agreement with us expiring on March 15, 2009. Approximately 40 of ouremployees are members of the Union of Needletrades, Industrial and TextileEmployees, which has a labor agreement with Kasper that expires on May 31, 2007.Approximately 965 of our employees are members of UNITE HERE, which has variouslabor agreements with Barneys that expire between March 31, 2007 and April 30,2011. We consider our relations with our employees to be satisfactory.
**Jones New York in the Classroom**
        On May 3, 2005, we announced thelaunch of a charitable cause initiative, including the establishment of JonesNew York In The Classroom, Inc., a not-for-profit corporation, with an initialgrant from us of $1 million and a commitment of our continued support. Jones NewYork In The Classroom is dedicated to improving the quality of education inAmerica and inspiring others, both individuals and corporations, to do the samethrough support of teachers and vital teacher-based programs in America'sschools. It is focused on four areas of support for teachers: recruitment,retention, professional development and recognition and support. Our initialdonation was earmarked to support each of the four non-profit organizationsselected by Jones New York In The Classroom to benefit from its programs andfundraising: TeachersCount, New Teacher Academy, Fund for Teachers andAdopt-A-Classroom. Each of these organizations addresses one or more of JonesNew York In The Classroom's areas of focus. In 2006, our contributions helpedJones New York In The Classroom donate additional funds to these four non-profitorganizations. Those funds were used by Adopt-A-Classroom to renew classroomadoptions and to develop a strategic publicity campaign; by Teachers Count todevelop several "Behind Every Famous Person is A Fabulous Teacher"public service announcements; by New Teacher Academy to develop a new onlinecurriculum for new teachers to help with

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classroom management skills; and by Fund for Teachers to fund professionaldevelopment and learning sabbaticals for 50 teachers and a new Asian studyprogram and teacher study guides.

        Our commitment since the launch in2005 has also included support for events to raise public awareness of Jones NewYork In The Classroom and its goals for teachers and education, as well asinitiatives to encourage our employees to participate in volunteer opportunitiesand fundraising for Jones New York In The Classroom, and the other non-profitorganizations Jones New York In The Classroom is supporting. Our corporateemployees have the opportunity to volunteer up to three hours of paid time offeach month in educational facilities in their local communities, totaling morethan 250,000 hours annually in support of teachers and education. Each of ourbusiness locations is encouraged to raise or budget funds to adopt a classroomto help with daily classroom needs through Adopt-A-Classroom. Working with ourretail customers, we have supported Jones New York In The Classroom within-store marketing programs, including a limited edition t-shirt for 2006featuring artwork by illustrator Sujean Rim, and a dedicated *Jones New York*shopping week during which ten percent of our profits on sales of certainmerchandise (up to $500,000) were donated to Jones New York In The Classroom.Additional activities we have participated in include assisting Jones New YorkIn The Classroom in forming a national advisory committee comprised of educationprofessionals; designing, developing and hosting a website for the charity anddeveloping car magnets for sale by the charity to raise funds; holding a charitygolf classic to benefit Jones New York In The Classroom; and joining with TheHome Depot and Hands On Network for Back to School, Back to Style teacher andclassroom makeovers to raise awareness of Jones New York In The Classroom andthe four non-profit organizations it has committed to support. We also hostedApple Day, which recognized five of our associates and one of our causecommittees for their outstanding leadership and volunteerism on behalf of thecause initiative and Jones New York In The Classroom.
**Strategic Review

        We have completed a strategicreview of our operating infrastructure and general and administrative supportareas to improve profitability and to ensure we are properly positioned for thelong-term benefit of our shareholders. By proactively reviewing ourinfrastructure, systems and operating processes at a time when the industry isundergoing consolidation and change, we plan to eliminate redundancies andimprove our overall cost structure and margin performance.
*Supply Chain Management*- We are in the process of implementing a product development management    system which will ultimately be integrated with our third-party    manufacturers.
- We are utilizing the capabilities of our third-party manufacturers to    increase pre-production collaboration efforts with them, thereby increasing    speed to market and improving margins. This has already been achieved in    some of the moderate and better apparel businesses, and will continue to be    expanded across most of our businesses.
- We have selected SAP Apparel and Footwear Solution as our enterprise    resource planning system, which will be implemented company-wide utilizing    one universal platform.
- The logistics network is being analyzed in an effort to reduce costs and    increase efficiency by following a tiered approach of (i) multiple product    usage of existing distribution centers, (ii) utilizing third party logistics    providers, and (iii) ultimately direct shipping from factory to customer.
- In response to the elimination of apparel quotas and other trade    safeguards, we are in the process of consolidating our third-party    manufacturing to a more concentrated vendor matrix.
*General and Administrative Areas*- We are implementing best practices in connection with the migration of our    current systems to the SAP Apparel and Footwear Solution platform.

We estimate that the implementation and execution of the initiatives underwaywill be substantially completed by the end of 2007. We are targeting annualsavings of approximately $100 million once all the initiatives have beenimplemented. The costs associated with the review and the ultimate capitalexpenditures and execution expenses (including severance and fees) related tothe initiatives that are derived

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are expected to fall in a range of $115 million to $120 million. As ofDecember 31, 2006, we have spent a total of $74.6 million.
**Restructuring**
        In late 2003, we began to evaluatethe need to broaden global sourcing capabilities to respond to the competitivepricing and global sourcing capabilities of our denim competitors, as thefavorable production costs from non-duty/non-quota countries and the breadth offabric options from Asia began to outweigh the benefits of Mexico's quick turnand superior laundry capabilities. The decision to expand global sourcing,combined with lower projected shipping levels of denim products for 2005, led usto begin a comprehensive review of our denim manufacturing during the fourthquarter of 2004. The result of this review was the development of a plan ofreorganization of our Mexican operations to reduce costs associated with excesscapacity.

        On July 11, 2005, we announcedthat we had completed a comprehensive review of our denim manufacturingoperations located in Mexico. The primary action plan arising from this reviewresulted in the closing of the laundry, assembly and distribution operationslocated in San Luis, Mexico. All manufacturing was consolidated into existingoperations in Durango and Torreon, Mexico. A total of 3,170 employees wereterminated as a result of the closure. We undertook a number of measures toassist affected employees, including severance and benefits packages. As aresult of this consolidation, we expect that our manufacturing operations willperform more efficiently, thereby improving our operating performance.

        In December 2005, we closed ourdistribution center in Bristol, Pennsylvania. A total of 118 employees wereaffected by the closure.

        On May 15, 2006, we announced theclosing of our Secaucus, New Jersey warehouse to reduce excess capacity. A totalof 211 employees were affected by the closure. The restructuring wassubstantially completed in September 2006.

        On May 30, 2006, we announced theclosing of our Stein Mart leased shoe departments, effective January 2007. Atotal of 520 employees were affected by the closure.

        On September 12, 2006, weannounced the closing of certain El Paso, Texas and Mexican operations relatedto the decision by Polo to discontinue the *Polo Jeans Company* productline, which we produced for Polo subsequent to the sale of the *Polo JeansCompany* business to Polo in February 2006. A total of 1,863 employees areaffected by the closure. The closings will be substantially completed by the endof March 2007.

 

**ITEM 1A. RISK FACTORS**
        There are certain risks anduncertainties that could cause actual results and events to differ materiallyfrom those anticipated. Risks and uncertainties that could adversely affect usinclude, without limitation, the following factors.

*        The apparel, footwear andaccessories industries are highly competitive. Any increased competition couldresult in reduced sales or prices, or both, which could have a material adverseeffect on us.*
Apparel, footwear and accessories companies face competition on many fronts,including the following:
- establishing and maintaining favorable brand recognition;
- developing products that appeal to consumers;
- pricing products appropriately; and
- obtaining access to retail outlets and sufficient floor space.

        There is intense competition inthe sectors of the apparel, footwear and accessories industries in which weparticipate. We compete with many other manufacturers and retailers, some ofwhich are larger and have greater resources than we do. Any increasedcompetition could result in reduced sales or prices, or both, which could have amaterial adverse effect on us.

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*       *We compete primarily on thebasis of fashion, price and quality. We believe our competitive advantagesinclude our ability to anticipate and respond quickly to changing consumerdemands, our brand names and range of products and our ability to operate withinthe industries' production and delivery constraints. Furthermore, ourestablished brand names and relationships with retailers have resulted in aloyal following of customers.

        We believe that, during the pastfew years, major department stores and specialty retailers have beenincreasingly sourcing products from suppliers who are well capitalized or haveestablished reputations for delivering quality merchandise in a timely manner.However, there can be no assurance that significant new competitors will notdevelop in the future.

        We also believe there is anincreasing focus by the department stores to concentrate an increasing portionof their product assortments within their own private label products. Theseprivate label lines compete directly with our product lines and may receiveprominent positioning on the retail floor by department stores. While thiscreates more competition, our independent studies indicate that our brands arepreferred by the consumer.
*        We may not be able to respond tochanging fashion and retail trends in a timely manner, which could have amaterial adverse effect on us.*
        The apparel, footwear andaccessories industries have historically been subject to rapidly changingfashion trends and consumer preferences. We believe that our success is largelydependent on our ability to anticipate and respond promptly to changing consumerdemands and fashion trends in the design, styling and production of ourproducts. If we cannot gauge consumer needs and fashion trends and respondappropriately, then consumers may not purchase our products, and this could havea material adverse effect on us.

        We believe that consumers in theUnited States are shopping less in department stores (our traditionaldistribution channel) and more in other channels, such as specialty shops andmid-tier locations where value is perceived to be higher. We have responded tothese trends by enhancing the brand equity of our brands through our focus ondesign, quality and value, and through strategic acquisitions which providesignificant diversification to the business by successfully adding newdistribution channels, labels and product lines. Despite our efforts to respondto these trends, there can be no assurance that these trends will not have amaterial adverse effect on us.

*        The apparel, footwear andaccessories industries are heavily influenced by general economic cycles. Aprolonged period of depressed consumer spending would have a material adverseeffect on us.*
        Purchases of apparel, footwear andrelated goods generally decline during recessionary periods when disposableincome is low. In such an environment, promotional selling would adverselyaffect our profitability.
*        The loss of any of our largestcustomers could have a material adverse effect on us.*
        Our ten largest customer groups,principally department stores, accounted for approximately 47% of revenues in2006. Federated Department Stores, Inc. accounted for approximately 18% of our2006 gross revenues.

        We believe that purchasingdecisions are generally made independently by department store unitswithin a customer group. There has been a trend, however, toward morecentralized purchasing decisions. As such decisions become more centralized, therisk to us of such concentration increases. A decision by the controlling ownerof a customer group of department stores to modify those customers'relationships with us (for example, decreasing the amount of product purchasedfrom us, modifying floor space allocated to apparel in general or our productsspecifically, or focusing on promotion of private label products rather than ourproducts) could have a material adverse effect on us. Furthermore, we believe atrend exists among our major customers to concentrate purchasing among anarrowing group of vendors. To the extent any of our key customers reduces thenumber of vendors and consequently does not purchase from us, this could have amaterial adverse effect on us.

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*       *In the future, retailersmay have financial problems or consolidate, undergo restructurings orreorganizations, or realign their affiliations, any of which could furtherincrease the concentration of our customers. The loss of any of our largestcustomers, or the bankruptcy or material financial difficulty of any customer orany of the companies listed above, could have a material adverse effect on us.We do not have long-term contracts with any of our customers, and sales tocustomers generally occur on an order-by-order basis. As a result, customers canterminate their relationships with us at any time or under certain circumstancescancel or delay orders.

*        The loss or infringement of ourtrademarks and other proprietary rights could have a material adverse effect onus.*
        We believe that our trademarks andother proprietary rights are important to our success and competitive position.Accordingly, we devote substantial resources to the establishment and protectionof our trademarks on a worldwide basis. There can be no assurances that suchactions taken to establish and protect our trademarks and other proprietaryrights will be adequate to prevent imitation of our products by others or toprevent others from seeking to block sales of our products as violative of theirtrademarks and proprietary rights. Moreover, there can be no assurances thatothers will not assert rights in, or ownership of, our trademarks and otherproprietary rights or that we will be able to successfully resolve suchconflicts. In addition, the laws of certain foreign countries may not protectproprietary rights to the same extent as do the laws of the United States. Theloss of such trademarks and other proprietary rights, or the loss of theexclusive use of such trademarks and other proprietary rights, could have amaterial adverse effect on us. Any litigation regarding our trademarks could betime-consuming and costly.

        As of December 31, 2006, the bookvalue of our goodwill and other intangibles was $2.1 billion. We utilizeindependent third-party appraisals to estimate the fair value of both ourgoodwill and our intangible assets with indefinite lives. These appraisals arebased on projected cash flows and interest rates. If interest rates or futurecash flows were to differ significantly from the assumptions used in theseprojections, material non-cash impairment losses could result where theestimated fair values of these assets become less than their carrying amounts.

        As a result of continuingdecreases in projected revenues and profitability with respect to our *NortonMcNaughton,**l.e.i.* and certain other moderate apparel brands andchanges in business strategy for our *Norton McNaughton* brand, as well ascontinuing decreases in projected revenues for our *Albert Nipon* betterapparel brand, our *Westies* and *Sam & Libby* footwear brands andour *Richelieu* costume jewelry brand, we recorded goodwill and trademarkimpairment charges of $441.2 million and $50.2 million, respectively, in 2006.As a result of similar continuing decreases in projected accessory revenues inone of our costume jewelry brands, we recorded a trademark impairment charge$0.2 million in 2004.

*        The extent of our foreignoperations and manufacturing may adversely affect our domestic business.*
        In 2006, approximately 96% of ourapparel products were manufactured outside of the United States, its territoriesand Mexico, primarily in Asia, while approximately 4% were manufactured in theUnited States, its territories and Mexico. Nearly all of our footwear andaccessories products were manufactured outside of North America in 2006 as well.The following may adversely affect foreign operations:
- political instability in countries where contractors and suppliers are    located;
- imposition of regulations and quotas relating to imports;
- imposition of duties, taxes and other charges on imports;
- significant fluctuation of the value of the dollar against foreign    currencies; and
- restrictions on the transfer of funds to or from foreign countries.

        As a result of our substantialforeign operations, our domestic business is subject to the following risks:
- uncertainties of sourcing associated with the new environment in which    quota has been eliminated on apparel products pursuant to the World Trade    Organization Agreement, effective January 1, 2005 (although China has agreed    to safeguard quota on certain classes of apparel products through 2008 as a    result of a surge in exports to the United States, political pressure will    likely continue for restraint on importation of apparel);

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- reduced manufacturing flexibility because of geographic distance between    us and our foreign manufacturers, increasing the risk that we may have to    mark down unsold inventory as a result of misjudging the market for a    foreign-made product; and
- violations by foreign contractors of labor and wage standards and    resulting adverse publicity.

*        Fluctuations in the price,availability and quality of raw materials could cause delay and increase costs.*
        Fluctuations in the price,availability and quality of the fabrics or other raw materials used by us in ourmanufactured apparel and in the price of materials used to manufacture ourfootwear and accessories could have a material adverse effect on our cost ofsales or our ability to meet our customers' demands. The prices for suchfabrics depend largely on the market prices for the raw materials used toproduce them, particularly cotton. The price and availability of such rawmaterials may fluctuate significantly, depending on many factors, including cropyields and weather patterns. In the future, we may not be able to pass all or aportion of such higher raw materials prices on to our customers.

       *Our reliance on independent manufacturers could cause delay and damageour reputation and customer relationships.*
        We rely upon independent thirdparties for the manufacture of most of our products. A manufacturer's failureto ship products to us in a timely manner or to meet the required qualitystandards could cause us to miss the delivery date requirements of our customersfor those items. The failure to make timely deliveries may drive customers tocancel orders, refuse to accept deliveries or demand reduced prices, any ofwhich could have a material adverse effect on us. This could damage ourreputation. We do not have long-term written agreements with any of our thirdparty manufacturers. As a result, any of these manufacturers may unilaterallyterminate their relationships with us at any time.

        We are also increasingpre-production collaboration efforts with many of our third party manufacturersto utilize their capabilities to increase speed to market and improve margins.Difficulties in effectively achieving this collaboration could have an adverseimpact on our ability to achieve a substantial portion of the savings weanticipate as a result of our strategic review.

        Although we have an active programto train our independent manufacturers in, and monitor their compliance with,our labor and other factory standards, any failure by those manufacturers tocomply with our standards or any other divergence in their labor or otherpractices from those generally considered ethical in the United States and thepotential negative publicity relating to any of these events could materiallyharm us and our reputation.

*        Any inability to identifyacquisition candidates could have a material effect on our future growth.*
        A significant part of our growthdepends on our ability to identify acquisition candidates and, in anincreasingly competitive environment for such acquisitions, acquire suchbusinesses on reasonable financial and other terms. Difficulties in integratingthe organizations and operations of any acquired businesses into our existingorganization and operations could have a material adverse effect on us and coulddamage our reputation.

*        Difficulties in implementing anew enterprise system could impact our ability to design, produce and ship ourproducts on a timely basis.*
        We have announced the selection ofthe SAP Apparel and Footwear Solution as our core operational and financialsystem. The implementation of the SAP Apparel and Footwear Solution software,which began in November 2006, is a key part of our ongoing efforts to eliminateredundancies and enhance our overall cost structure and margin performance.Difficulties migrating existing systems to this new software could impact ourability to design, produce and ship our products on a timely basis.

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**ITEM 1B.  UNRESOLVED STAFFCOMMENTS**

        Not Applicable.

 

**ITEM 2. PROPERTIES**
        The general location, use and approximate size of ourprincipal properties are set forth below:
LocationOwned/Leased Use Approximate Area in Square Feet (1)Bristol, Pennsylvania      (2) leasedHeadquarters and distribution warehouse419,200    Bristol, Pennsylvania leasedAdministrative and computer services172,600    New York, New York leasedAdministrative, executive and sales offices793,850    Vaughan, Canada leased Administrative offices and distribution warehouse125,000    Lawrenceburg, TennesseeownedDistribution      warehouses1,223,800    South Hill, Virginia leased Distribution warehouses835,900    El Paso, Texas owned Administrative, warehouse and preproduction facility 165,000    El Paso, Texas leased Distribution warehouses952,000    White Plains, New York leasedAdministrative offices132,200    West Deptford, New Jersey leasedDistribution warehouses988,150    East Providence, Rhode Island leasedDistribution warehouses, product development,      administrative and computer services241,400    Goose Creek, South Carolina leasedDistribution warehouses715,250    Edison, New JerseyleasedDistribution warehouse156,000    San Luis, MexicoleasedProduction and distribution warehouses186,000    Lyndhurst, New      JerseyleasedDistribution      warehouse180,000    New York, New Yorkleased*Barneys New York* flagship      retail store240,000    Beverly Hills,      Californialeased*Barneys New      York* flagship retail store120,000    
_________________(1)  Including mezzanine where applicable.(2)  Approximately 381,800 square feet of this facility is currently not inservice.

        We sublease a 234,000 square feetoffice building in White Plains, New York and a 220,000 square foot warehousefacility in Teterboro, New Jersey to independent companies. Our Australian jointventure company leases office and distribution facilities in Australia.

        We also own approximately 550,000square feet of office and manufacturing facilities in Mexico which are not inservice. We intend to sell these facilities during 2007.

        Our retail stores are leasedpursuant to long-term leases, typically five to seven years for apparel andfootwear outlet stores, ten years for footwear and accessories and apparelspecialty stores and ten to 20 years with multiple ten-year renewal options forour luxury stores. Certain leases allow us to terminate our obligations after apredetermined period (generally one to three years) in the event that aparticular location does not achieve specified sales volume, and some leaseshave options to renew. Many leases include clauses that provide for contingentpayments based on sales volumes, and many leases contain escalation clauses forincreases in operating costs and real estate taxes.

        We believe that our existingfacilities are well maintained, in good operating condition and that ourexisting and planned facilities will be adequate for our operations for theforeseeable future.

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**ITEM 3. LEGAL PROCEEDINGS**
        We have been named as a defendantin various actions and proceedings arising from our ordinary businessactivities. Although the amount of any liability that could arise with respectto these actions cannot be accurately predicted, in our opinion, any suchliability will not have a material adverse financial effect on us.

 

**ITEM 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS**
        Not Applicable.

 

**EXECUTIVE OFFICERS OF THE REGISTRANT**

        Our executive officers are as follows:
Name  AgeOfficePeter Boneparth 47President and Chief Executive OfficerSidney Kimmel 79 ChairmanWesley R. Card 59 Chief Operating        OfficerEfthimios        P. Sotos 39 Chief        Financial OfficerPatrick M. Farrell 57 Executive        Vice President and Corporate ControllerIra M. Dansky 61 Executive Vice President, General Counsel        and SecretaryLynne        F. Cote' 41 Chief        Executive Officer - Wholesale Sportswear, Suits and Dresses
        Mr. Boneparth was named Presidentin March 2002 and Chief Executive Officer in May 2002. He has been ChiefExecutive Officer of McNaughton since June 1999, President of McNaughton fromApril 1997 until January 2002, and Chief Operating Officer of McNaughton from1997 until its acquisition by us.

        Mr. Kimmel founded the JonesApparel Division of W.R. Grace & Co. in 1970. Mr. Kimmel has served as ourChairman since 1975 and as Chief Executive Officer from 1975 to May 2002.

        Mr. Card was named our ChiefOperating Officer in March 2002. He also served as our Chief Financial Officerfrom 1990 to March 2006.

        Mr. Sotos was named ChiefFinancial Officer in March 2006. He previously served as Executive VicePresident - Treasurer, Strategic and Financial Planning from September 2005 toMarch 2006. He served as Corporate Vice President and Treasurer from 2001 toApril 2002 and Senior Vice President and Treasurer from May 2002 to August 2005.Mr. Sotos joined Jones Apparel Group in 1999 as part of our acquisition of NineWest Group, where he was the Assistant Treasurer.

        Mr. Farrell was appointed VicePresident and Corporate Controller in November 1997, Senior Vice President inSeptember 1999 and Executive Vice President in March 2006.

        Mr. Dansky has been our GeneralCounsel since 1996 and our Secretary since January 2001. He was elected anExecutive Vice President in March 2002.

        Ms. Cote' was named ChiefExecutive Officer - Wholesale Sportswear, Suits and Dresses in November 2005.She served as Chief Executive Officer - Moderate Sportswear Division from July2005 to November 2005 and as President - Moderate Sportswear from October 2001to July 2005. Prior to that, she was Executive Vice President of Merchandisingfor McNaughton from November 1998 to October 2001.

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**PART II
ITEM 5. MARKET FOR REGISTRANT'SCOMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITYSECURITIES
FirstQuarterSecondQuarterThirdQuarterFourthQuarterPrice range of common stock:     2006          High $36.10 $35.98 $33.07 $34.51          Low$28.58$30.59 $27.30 $31.72     2005          High $37.48 $33.69 $33.45 $31.26          Low$31.61$29.07 $26.85 $26.47Dividends per share of common stock:     2006 $0.12 $0.12 $0.12$0.14     2005 $0.10 $0.10 $0.12$0.12
        Our common stock is traded on theNew York Stock Exchange under the symbol "JNY." The above figures setforth, for the periods indicated, the high and low sale prices per share of ourcommon stock as reported on the New York Stock Exchange Composite Tape. The lastreported sale price per share of our common stock on February 23, 2007 was$34.08, and on that date there were 533 holders of record of our common stock.However, many shares are held in "street name;" therefore, the numberof holders of record may not represent the actual number of shareholders.
*Annual CEO Certification*
        The Annual CEO Certificationrequired by Section 303A.12(a) of the New York Stock Exchange Listed CompanyManual was submitted to the New York Stock Exchange on May 25, 2006.
*Issuer Purchases of Equity Securities*
        The following table sets forth therepurchases of our common stock for the fiscal quarter ended December 31, 2006.

**Issuer Purchases of Equity Securities**
Period(a) Total        Number of Shares (or Units) Purchased(b) Average        Price Paid per Share (or Unit)(c) Total        Number of Shares (or Units) Purchased as Part of Publicly Announced        Plans or Programs(d) Maximum        Number (or Approximate Dollar Value) of Shares (or Units) that May Yet        Be Purchased Under the Plans or ProgramsOctober        1, 2006 to  October 28, 2006225,000   $33.22225,000   $86,824,607   October 29,        2006 to  November 25, 20062,595,454   $33.442,595,454   $21,441   November        26, 2006 to December 31, 2006-                 --   $21,441   Total2,820,454   $33.432,820,454   $21,441   
        These repurchaseswere made under a program announced on February 15, 2006 for $250.0 million.This plan has no expiration date.

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**Comparative Performance**
        The SEC requires us to present achart comparing the cumulative total stockholder return on our common stock withthe cumulative total stockholder return of (i) a broad equity market index and(ii) a published industry index or peer group. The following chart compares theperformance of our common stock with that of the S&P 500 Composite Index andthe S&P 500 Apparel, Accessories & Luxury Goods Index, assuming aninvestment of $100 on December 31, 2001 in each of our common stock, the stockscomprising the S&P 500 Composite Index and the stocks comprising the S&P500 Apparel, Accessories & Luxury Goods Index and the reinvestment ofdividends.

 

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**ITEM 6. SELECTED FINANCIAL DATA**
        The following financialinformation is qualified by reference to, and should be read in conjunctionwith, our Consolidated Financial Statements and Notes thereto and"Management's Discussion and Analysis of Financial Condition and Resultsof Operations" contained elsewhere in this Report. The selectedconsolidated financial information presented below is derived from our auditedConsolidated Financial Statements for each of the five years in the period endedDecember 31, 2006. We completed our acquisitions of Gloria Vanderbilt, l.e.i.,Kasper, Maxwell and Barneys at various dates within the five-year period and,accordingly, the results of their operations are included in our operatingresults from the respective dates of acquisition.

(All amounts in millions except per share data)
Year Ended December 31,      2006       2005       2004       2003       2002       **Income Statement Data**                              Net sales $ 4,669.9      $ 5,014.6      $ 4,592.6      $ 4,339.1      $ 4,312.2      Licensing income (net)      51.8           59.6           57.1      36.2           28.7      Service and other revenues      21.1           -           -      -           -      Total revenues4,742.8  5,074.2  4,649.7 4,375.3 4,340.9 Cost of goods sold 3,031.3      3,243.8      2,944.4      2,738.6      2,657.0       Gross profit1,711.5  1,830.4  1,705.3 1,636.7 1,683.9  Selling, general and administrative      expenses 1,341.7      1,333.2      1,176.7      1,052.4      1,068.9     Loss on sale of Polo Jeans      Company business 45.1      -      -      -      -     Trademark impairments 50.2      -      0.2      4.5      24.4     Goodwill impairment 441.2      -      -      -      -        Operating (loss) income (166.7)     497.2      528.4      579.8      590.6      Interest income 3.5      1.1      1.9      3.5      4.6     Interest expense and financing costs      58.2           76.2           51.2      58.8           62.7     Gain on sale of stock in Rubicon Retail      Limited 17.4      -      -      -      -      Equity in earnings of unconsolidated affiliates      4.5           3.2           3.8      2.5      1.0      (Loss) income before provision for income taxes (199.5)     425.3      482.9      527.0      533.5     (Benefit) provision  for income taxes (53.5)     151.0      181.1      198.4      201.2       (Loss) income before cumulative effect of change in accounting principle (146.0)      274.3       301.8      328.6      332.3      Cumulative effect of change in accounting for      share-based payments, net of tax1.9     -     -     -     -      Cumulative effect of change in accounting for intangible assets, net of tax-     -     -     -     (13.8)        Net (loss) income$(144.1)     $      274.3      $ 301.8     $ 328.6     $ 318.5             **Per Share Data**                (Loss) income per share before cumulative effect of change in accounting principle   Basic $(1.32) $2.33  $2.44  $2.58  $2.59   Diluted $(1.32) $2.30  $2.39  $2.48  $2.46   Net (loss) income per share            Basic $(1.30) $2.33  $2.44  $2.58  $2.48    Diluted $(1.30) $2.30  $2.39  $2.48  $2.36  Dividends paid per share $0.50  $0.44  $0.36  $0.16  -   Weighted average common shares outstanding            Basic 110.6  118.0  123.6  127.3  128.2    Diluted 110.6  119.2  126.5  136.5  139.0    December 31,        2006   2005   2004  2003  2002 **Balance Sheet Data**          Working capital $ 663.2 $ 447.8 $ 612.3 $ 826.9 $ 890.9  Total assets3,787.0 4,577.8 4,550.8 4,187.7 3,852.6 Short-term debt and current portion of long-term debt and capital lease obligations  104.1  357.3  203.2  180.8   6.3  Long-term debt, including capital lease obligations 788.6  789.8  1,016.6  835.1  978.1 Stockholders' equity 2,211.6  2,666.4  2,653.9  2,537.8  2,303.5 
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**ITEM 7. MANAGEMENT'SDISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS**
        The following discussion providesinformation and analysis of our results of operations from 2004 through 2006,and our liquidity and capital resources. The following discussion and analysisshould be read in conjunction with our Consolidated Financial Statementsincluded elsewhere herein.
**Executive Overview**
        We design, contract for themanufacture of, manufacture and market a broad range of women's collectionsportswear, suits and dresses, casual sportswear and jeanswear for women andchildren, and women's footwear and accessories. We sell our products through abroad array of distribution channels, including better specialty and departmentstores and mass merchandisers, primarily in the United States and Canada. Wealso operate our own network of retail and factory outlet stores. In addition,we license the use of several of our brand names to select manufacturers anddistributors of women's and men's apparel and accessories worldwide.

        During 2006, the followingsignificant events took place:
- in February 2006, we settled litigation with Polo and sold the  Polo    Jeans Company  business to Polo;
- in March 2006, we opened a new  Barneys New York  flagship store in    Boston, Massachusetts;
- in May 2006, we announced the closing of our Stein Mart leased shoe    departments, effective mid-January 2007;
- in May 2006, we announced the closing of our Secaucus, New Jersey    warehouse;
- in September 2006, we opened a new  Barneys New York  flagship store    in Dallas, Texas;
- in September 2006, we announced the closing of certain El Paso and Mexican    production facilities due to Polo's discontinuance of the  Polo Jeans    Company  product line, which we produced for Polo subsequent to the sale    of the  Polo Jeans Company  business; and
- we recognized impairments during the fourth fiscal quarter of 2006 of $8.6    million for property, plant and equipment, $441.2 million of goodwill    related to the wholesale moderate apparel segment and $50.2 million of    trademark value.
**Trends**
        We believe that severalsignificant trends are occurring in the women's apparel, footwear andaccessories industry. We believe that a trend exists among our major retailaccounts to concentrate their women's apparel, footwear and accessories buyingamong a narrowing group of vendors and to differentiate their product offeringsthrough exclusivity of brands. We believe department stores are increasing thefocus of their product assortments on their own private label products. We alsobelieve that consumers in the United States and Canada are shopping in multiplechannels, including specialty shops and national chains where value is perceivedto be higher. We have responded to these trends by enhancing the brand equity ofour brands through our focus on design, quality and value, and through strategicacquisitions which provide significant diversification to the business bysuccessfully adding new distribution channels, labels and product lines (such asthe*Joan & David, Mootsies Tootsies*and*Sam & Libby* brandsand the *Barneys New York* retail stores). Through this diversification, wehave evolved into a multidimensional resource in apparel, footwear andaccessories and retail. We have leveraged the strength of our brands to increaseboth the number of locations and amount of selling space in which our productsare offered, to introduce product extensions such as the *Jones New YorkSignature*, *Nine West*, *Nine & Company* and *Bandolino*apparel brands and the *Jones New York* accessory brand, and to repositionthe *Bandolino* and *Evan-Picone* brands to the moderate marketsegment. We have also leveraged our design, production and marketingcapabilities to develop and provide proprietary branded and private labelproducts such as *Nine & Company* to major wholesale customers.

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        On January 1, 2005, the WorldTrade Organization's 148 member nations lifted all quotas on apparel andtextiles. As a result, all textiles and textile apparel manufactured in a membernation and exported after January 1, 2005 are no longer subject to quotarestrictions. This allows retailers, apparel firms and others to importunlimited quantities of apparel and textile items from China, India and otherlow-cost countries. The effects of this action could lead to lower productioncosts or allow us to improve the quality of our products for a given cost andcould also allow us to concentrate production in the most efficient markets.China, however, has implemented an export tax on many of the items previouslysubject to quota restriction. In addition, litigation and political activity hasbeen initiated by interested parties seeking to re-impose quotas. As a result,we are unable to predict the long-term effects of the lifting of quotarestrictions and related events on our results of operations.
**Sale of *Polo Jeans Company* Business

        In October 1995, we acquiredan exclusive license to manufacture and market women's shirts, blouses,skirts, jackets, suits, sweaters, pants, vests, coats, outerwear and hats underthe Lauren by Ralph Lauren trademark in the United States, Canada and Mexicopursuant to license and design service agreements with Polo (collectively, the"Lauren License"), which were to expire on December 31, 2006. In May1998, we acquired an exclusive license to manufacture and market women'sdresses, shirts, blouses, skirts, jackets, suits, sweaters, pants, vests, coats,outerwear and hats under the Ralph by Ralph Lauren trademark in the UnitedStates, Canada and Mexico pursuant to license and design service agreements withPolo (the "Ralph License"). The Ralph License was scheduled to end onDecember 31, 2003.

        During the course of thediscussions concerning the Ralph License, Polo asserted that the expiration ofthe Ralph License would cause the Lauren License agreements to end on December31, 2003, instead of December 31, 2006. We believed that this was an improperinterpretation and that the expiration of the Ralph License did not cause theLauren License to end.

        On June 3, 2003, we announced thatour discussions with Polo regarding the interpretation of the Lauren License hadreached an impasse and that, as a result, we had filed a complaint in the NewYork State Supreme Court against Polo and its affiliates and our formerPresident, Jackwyn Nemerov. The complaint alleged that Polo breached the LaurenLicense agreements by claiming that the license ends at the end of 2003. Thecomplaint also alleged that Ms. Nemerov breached the confidentiality andnon-compete provisions of her employment agreement with us. Additionally, Polowas alleged to have induced Ms. Nemerov to breach her employment agreement andMs. Nemerov was alleged to have induced Polo to breach the Lauren Licenseagreements. We asked the court to enter a judgment for compensatory damages of$550 million, as well as punitive damages, and to enforce the confidentialityand non-compete provisions of Ms. Nemerov's employment agreement.

        These matters were resolved bysettlement dated January 22, 2006, which closed on February 3, 2006. Inconnection with this settlement, we entered into a Stock Purchase Agreement withPolo and certain of its subsidiaries with respect to the sale to Polo of alloutstanding stock of Sun. We received gross proceeds of $355.0 million inconnection with the sale and the settlement. Sun's assets and liabilities onthe closing date primarily related to the *Polo Jeans Company* business,which Sun operated under long-term license and design agreements entered intowith Polo in 1995. We retained distribution and product development facilitiesin El Paso, Texas, along with certain working capital items, including accountsreceivable and accounts payable. In addition, as part of the agreements, weprovided certain support services to Polo (including manufacturing, distributionand information technology) until January 2007 and we will continue to providecertain financial and administrative functions until March 2007.

        We recorded a pre-tax loss ofapproximately $145.1 million after allocating $356.7 million of goodwill to thebusiness sold and a pre-tax gain of $100.0 million related to the litigationsettlement. Approximately $3.7 million in state and local taxes have beenaccrued related to the litigation settlement, resulting in a combined after taxloss of approximately $48.8 million. The combined loss created federal and statecapital loss carryforwards that we do not expect to be realizable and, as aresult, we increased our deferred tax valuation allowance to offset the deferredtax benefit recorded as a result of the combined loss.

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        Long-lived assets included in thesale include $2.0 million of net property, plant and equipment and $5.5 millionof unamortized long-term prepaid marketing expenses. Net sales for the *PoloJeans Company* business, which are reported under the wholesale betterapparel segment, were $24.6 million, $303.5 million and $336.5 million for 2006,2005 and 2004, respectively.
**Acquisitions**
        We completed our acquisitions ofMaxwell on July 8, 2004 and Barneys on December 20, 2004. The results ofoperations of the acquired companies are included in our operating results fromthe respective dates of acquisition. Accordingly, the financial position andresults of operations presented and discussed herein are not directly comparablebetween years. Maxwell operates in the wholesale footwear and accessoriessegment and Barneys operates in the retail segment.
**Restructuring**
        In late 2003, we began to evaluatethe need to broaden global sourcing capabilities to respond to the competitivepricing and global sourcing capabilities of our denim competitors, as thefavorable production costs from non-duty/non-quota countries and the breadth offabric options from Asia began to outweigh the benefits of Mexico's quick turnand superior laundry capabilities. The decision to expand global sourcing,combined with lower projected shipping levels of denim products for 2005, led usto begin a comprehensive review of our denim manufacturing during the fourthquarter of 2004. The result of this review was the development of a plan ofreorganization of our Mexican operations to reduce costs associated with excesscapacity.

        On July 11, 2005, we announcedthat we had completed a comprehensive review of our denim manufacturingoperations located in Mexico. The primary action plan arising from this reviewresulted in the closing of the laundry, assembly and distribution operationslocated in San Luis, Mexico (the "denim restructuring"). Allmanufacturing was consolidated into existing operations in Durango and Torreon,Mexico. A total of 3,170 employees were terminated as a result of the closure.We undertook a number of measures to assist affected employees, includingseverance and benefits packages. As a result of this consolidation, we expectedthat our manufacturing operations would perform more efficiently, therebyimproving our operating performance.

        In connection with the denimrestructuring, we recorded $11.4 million of net pre-tax costs (of which $12.1million was recorded in 2005 and $0.7 million was reversed in 2006), whichincludes $5.1 million of one-time termination benefits, $3.2 million of losseson the sale of property, plant and equipment, $2.2 million of contracttermination costs and $0.9 million of legal and other associated costs. Of theseamounts, $10.1 million were reported as cost of sales and $1.3 million werereported as a selling, general and administrative expense in the wholesalemoderate apparel segment. The restructuring was substantially completed duringthe fiscal quarter ended April 1, 2006.

        In December 2005, we closed ourdistribution center in Bristol, Pennsylvania. A total of 118 employees wereaffected by the closure. We recorded charges of $3.6 million and $0.4 million in2005 and 2006, respectively, related to one-time termination benefits and otheremployee-related matters. These expenses are reported as selling, general andadministrative expenses in the wholesale better apparel segment.

        On May 15, 2006, we announced theclosing of our Secaucus, New Jersey warehouse to reduce excess capacity. Inconnection with the closing, we incurred $2.7 million of one-time terminationbenefits and associated employee costs for 211 employees and $1.6 million forcleanup costs and remaining rent payments. These expenses are reported asselling, general and administrative expenses in the wholesale better apparelsegment. The restructuring was substantially completed in September 2006.

        On May 30, 2006, we announced theclosing of our Stein Mart leased shoe departments, effective January 2007. Inconnection with the closing, we have accrued $1.2 million of one-timetermination benefits and associated employee costs for an estimated 520employees, which is reported as a selling, general and administrative expense inthe retail segment.

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        On September 12, 2006, weannounced the closing of certain El Paso, Texas and Mexican operations relatedto the decision by Polo to discontinue the *Polo Jeans Company* productline (the "manufacturing restructuring") , which we produced for Polosubsequent to the sale of the *Polo Jeans Company* business to Polo inFebruary 2006. In connection with the El Paso closing, we expect to incur $4.6million of one-time termination benefits and associated employee costs for anestimated 129 employees and $0.6 million of other costs. Of this amount, $2.3million is reported as a selling, general and administrative expense and $1.8million is reported as a cost of sales in the wholesale moderate apparel segmentduring 2006, and the remaining $1.1 million will be accrued on a straight-linebasis over the remaining period each employee is required to render service toreceive the benefit. In connection with the Mexican closing, we expect to incur$3.0 million of one-time termination benefits and associated employee costs foran estimated 1,734 employees and $0.2 million of other costs. Of this amount,$2.8 million is reported as cost of sales in the wholesale moderate apparelsegment, and the remaining $0.4 million will be recorded during the first fiscalquarter of 2007. In addition, we determined the estimated fair value of theproperty, plant and equipment employed in Mexico was less than its carryingvalue. As a result, we recorded an impairment loss of $8.6 million, which isalso reported as cost of sales in the wholesale moderate apparel segment, withthe estimated fair value of $5.2 million reclassified as assets held for saleand reported as part of prepaid expenses and other current assets. The closingswill be substantially completed by the end of March 2007.
**Strategic Review

        We have completed a strategicreview of our operating infrastructure and general and administrative supportareas to improve profitability and to ensure we are properly positioned for thelong-term benefit of our shareholders. By proactively reviewing ourinfrastructure, systems and operating processes at a time when the industry isundergoing consolidation and change, we plan to eliminate redundancies andimprove our overall cost structure and margin performance.
*Supply Chain Management*- We are in the process of implementing a product development management    system which will ultimately be integrated with our third-party    manufacturers.
- We are utilizing the capabilities of our third-party manufacturers to    increase pre-production collaboration efforts with them, thereby increasing    speed to market and improving margins. This has already been achieved in    some of the moderate and better apparel businesses, and will continue to be    expanded across most of our businesses.
- We have selected SAP Apparel and Footwear Solution as our enterprise    resource planning system, which will be implemented company-wide utilizing    one universal platform.
- The logistics network is being analyzed in an effort to reduce costs and    increase efficiency by following a tiered approach of (i) multiple product    usage of existing distribution centers, (ii) utilizing third party logistics    providers, and (iii) ultimately direct shipping from factory to customer.
- In response to the elimination of apparel quotas and other trade    safeguards, we are in the process of consolidating our third-party    manufacturing to a more concentrated vendor matrix.
*General and Administrative Areas*- We are implementing best practices in connection with the migration of our    current systems to the SAP Apparel and Footwear Solution platform.

        We estimate that theimplementation and execution of the initiatives underway will be substantiallycompleted by the end of 2007. We are targeting annual savings of approximately$100 million once all the initiatives have been implemented. The costsassociated with the review and the ultimate capital expenditures and executionexpenses (including severance and fees) related to the initiatives that arederived are expected to fall in a range of $115 million to $120 million. As ofDecember 31, 2006, we have spent a total of $74.6 million.
**Goodwill and Other Intangible Assets**
        Goodwill represents the excess ofthe purchase price and related costs over the value assigned to net tangible andidentifiable intangible assets of businesses acquired and accounted for underthe purchase

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method. Accounting rules require that we test at least annually for possiblegoodwill impairment. We perform our test in the fourth fiscal quarter of eachyear using a discounted cash flow analysis that requires that certainassumptions and estimates be made regarding industry economic factors and futureprofitability. As a result of the 2006 impairment analysis, we determined thatthe goodwill balance existing in our wholesale moderate apparel segment wasimpaired as a result of continuing decreases in projected revenues andprofitability with respect to our *Norton McNaughton,**l.e.i.* andcertain other moderate apparel brands, as well as changes in business strategywith respect to our *Norton McNaughton* brand. Accordingly, we recorded animpairment charge of $441.2 million. No other indication of goodwill impairmentwas identified.

        We also perform our annualimpairment test for trademarks during the fourth fiscal quarter of the year. Asa result of continuing decreases in projected revenues for our *NortonMcNaughton* brand, our *Albert Nipon* better apparel brand, our *Westies*and *Sam & Libby* footwear brands and our *Richelieu* costumejewelry brand, we recorded trademark impairment charges of $50.2 million in2006. As a result of similar continuing decreases in projected accessoryrevenues in one of our costume jewelry brands, we recorded a trademarkimpairment charge of $0.2 million in 2004. All trademark impairment charges arereported as selling, general and administrative ("SG&A") expensesin the licensing, other and eliminations segment.
**Stock-Based Compensation**
        Effective January 1, 2003, weadopted the fair value method of accounting for employee stock options for alloptions granted after December 31, 2002 pursuant to the guidelines contained inSFAS No. 123, "Accounting for Stock-Based Compensation" using the"prospective method" set forth in SFAS No. 148, "Accounting forStock-Based Compensation - Transition and Disclosure." Under this approach,the fair value of the option on the date of grant (as determined by the Black-Scholes-Mertonoption pricing model) is amortized to compensation expense over the option'svesting period. Since the expense to be recorded is dependent on both the timingand the number of options to be granted, we cannot estimate the effect on futureresults of operations at this time. Prior to January 1, 2003, pursuant to aprovision in SFAS No. 123 we had elected to continue using the intrinsic-valuemethod of accounting for stock options granted to employees in accordance withAccounting Principles Board Opinion 25, "Accounting for Stock Issued toEmployees." Accordingly, compensation cost for stock options had beenmeasured as the excess, if any, of the quoted market price of our stock at thedate of the grant over the amount the employee must pay to acquire the stock.Under this approach, we had only recognized compensation expense for stock-basedawards to employees for options granted at below-market prices. For moreinformation, see "Summary of Accounting Policies - Stock Options" inNotes to Consolidated Financial Statements.

        In December 2004, the FASB issueda revision of SFAS No. 123, "Share-Based Payment" (hereinafterreferred to as "SFAS No. 123R"), which requires that the costresulting from all share-based payment transactions be recognized in thefinancial statements. This Statement establishes fair value as the measurementobjective in accounting for share-based payment arrangements and requires allentities to apply a fair-value-based measurement method in accounting forshare-based payment transactions with employees except for equity instrumentsheld by employee share ownership plans. We adopted SFAS No. 123R on January 1,2006 using the modified prospective application option. As a result, thecompensation cost for the portion of awards we granted before January 1, 2006for which the requisite service has not been rendered and that were outstandingas of January 1, 2006 will be recognized as the remaining requisite service isrendered. In addition, the adoption of SFAS No. 123R required us to change fromrecognizing the effect of forfeitures as they occur to estimating the number ofoutstanding instruments for which the requisite service is not expected to berendered. As a result, we recorded a pretax gain of $3.1 million on January 1,2006, which is reported as a cumulative effect of a change in accountingprinciple. We were also required to change the amortization period for employeeseligible to retire from the period over which the awards vest to the period fromthe grant date to the date the employee is eligible to retire. The adoption ofSFAS No. 123R did not have a material effect on our results of operations or ourfinancial position. Concurrently with the adoption of SFAS No. 123R, we haveshifted the composition of our share-based compensation awards towards the useof restricted shares and away from the use of employee stock options.

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**Critical Accounting Policies**
        Several of our accounting policiesinvolve significant or complex judgements and uncertainties and require us tomake certain critical accounting estimates. We consider an accounting estimateto be critical if it requires us to make assumptions about matters that werehighly uncertain at the time the estimate was made. The estimates with thegreatest potential effect on our results of operations and financial positioninclude the collectibility of accounts receivable, the recovery value ofobsolete or overstocked inventory and the fair values of both our goodwill andintangible assets with indefinite lives. Estimates related to accountsreceivable affect our wholesale better apparel, wholesale moderate apparel,wholesale footwear and accessories and retail segments. Estimates related toinventory and goodwill affect our wholesale better apparel, wholesale moderateapparel, wholesale footwear and accessories and retail segments. Estimatesrelated to intangible assets with indefinite lives affect our licensing, otherand eliminations segment.

        For accounts receivable, weestimate the net collectibility, considering both historical and anticipatedtrends of trade discounts and co-op advertising deductions taken by ourcustomers, allowances we provide to our retail customers to flow goods throughthe retail channels, and the possibility of non-collection due to the financialposition of our customers. For inventory, we estimate the amount of goods thatwe will not be able to sell in the normal course of business and write down thevalue of these goods to the recovery value expected to be realized throughoff-price channels. Historically, actual results in these areas have not beenmaterially different than our estimates, and we do not anticipate that ourestimates and assumptions are likely to materially change in the future.However, if we incorrectly anticipate trends or unexpected events occur, ourresults of operations could be materially affected.

        We annually test both our goodwilland our intangible assets with indefinite lives for impairment by utilizingindependent third-party appraisals to estimate their fair values. Theseappraisals are based on projected cash flows and interest rates; should interestrates or our future cash flows differ significantly from the assumptions used inthese projections, material impairment losses could result where the estimatedfair values of these assets become less than their carrying amounts.

        We have not made any materialchanges to any of our critical accounting estimates in the last three years. Oursenior management has discussed the development and selection of our criticalaccounting estimates with the Audit Committee of our Board of Directors. Inaddition, there are other items within our financial statements that requireestimation, but are not deemed critical as defined above. Changes in estimatesused in these and other items could have a material impact on our financialstatements.
**Results of Operations***Statements of Operations Stated in Dollars and as a Percentage of Total Revenues***(In millions)**        **2006****2005****2004**Net sales $    4,669.9  98.5%    $    5,014.6  98.8%     $    4,592.6  98.8% Licensing income (net)51.8 1.1% 59.6 1.2%  57.1 1.2% Service    and other revenues21.1 0.4% - -       - -         **Total revenues****4,742.8** **100.0%** **5,074.2** **100.0%** **4,649.7** **100.0%** Cost of goods sold3,031.3 63.9%    3,243.8 63.9%    2,944.4 63.3%  **Gross profit****1,711.5** **36.1%**  **1,830.4** **36.1%**  **1,705.3** **36.7%** Selling, general and administrative expenses 1,341.7   28.3%  1,333.2   26.3%  1,176.9  25.3% Loss on sale of    Polo Jeans Company business45.1 1.0% - -    - -    Trademark    impairments50.2 1.1% - -       - -       Goodwill impairment441.2 9.3% - -    - -            **Operating (loss) income****(166.7)****(3.5%)****497.2 ****9.8% ****528.4 ****11.4% **Interest income3.5  0.1%    1.1  0.0%    1.9 0.0% Interest expense and financing costs58.2  1.2% 76.2  1.5% 51.2 1.1% Gain    on sale of stock in Rubicon Retail Limited17.4 0.4% - -       - -           Equity of earnings of unconsolidated affiliates4.5 0.1%    3.2 0.1%    3.8 0.1%  (Loss) income before provision for income taxes(199.5)(4.2%)   425.3 8.4%    482.9  10.4% (Benefit)    provision for income taxes(53.5)(1.1%)151.0 3.0% 181.1 3.9%          (Loss) income before    cumulative effect of change in accounting principle(146.0)(3.1%)   274.3 5.4%    301.8 6.5% Cumulative effect    of change in accounting for share-based payments, net of tax1.9 0.0% - -    - -               **Net (loss) income****$(144.1)****(3.0%)**   **$ 274.3 ****5.4% **   **$ 301.8 ****6.5% *****Percentage totals may not agree due to rounding.***
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**2006 Compared with 2005**
***        Revenues.*** Totalrevenues for 2006 were $4.74 billion compared with $5.07 billion for 2005, adecrease of 6.5%.

        Revenues by segment were asfollows:
(In millions)            2006     2005     Increase      (Decrease)     Percent  Change     Wholesale better apparel$ 1,127.4   $ 1,438.2   $(310.8)  (21.6%)  Wholesale moderate apparel1,142.0   1,265.2   (123.2)  (9.7%)  Wholesale footwear and accessories941.1   978.6   (37.5)  (3.8%)  Retail 1,477.9 1,332.6 145.3 10.9% Licensing and other54.4   59.6   (5.2)  (8.7%)     Total revenues$ 4,742.8  $ 5,074.2  $(331.4) (6.5%) 
        Wholesale better apparel revenuesdecreased primarily due to the sale of the *Polo Jeans Company* business($278.9 million of the decrease) and the discontinuance of our *Easy Spirit*apparel line, which we discontinued due to poor retail performance, and our *JonesNew York Country* apparel line, which we discontinued because we wereoffering similar products under our *Jones New York Signature* brand.Decreases in shipments of our *Jones New York Sport* product line as aresult of order reductions from its largest customer were partially offset byincreased customer orders for our *Nine West* apparel product line.

        Wholesale moderate apparelrevenues decreased primarily due to decreased shipments of our *l.e.i.,Joneswear, Nine & Co., Norton McNaughton* and *Bandolino* productlines (where customers are replacing these brands in their locations withprivate-label and other products) and the discontinuance by our wholesalecustomers of their exclusive *A|Line, Joneswear Jeans, C.L.O.T.H.E.S.* and *Latina*product lines. These decreases were partially offset by increased shipmentsresulting from higher customer orders for our *Gloria Vanderbilt* and *GLO*product lines and increased shipments of private label products, including thenew *Duckhead* product line.

        Wholesale footwear and accessoriesrevenues decreased due to (1) decreased shipments of our *Nine West*accessory product line due to poor performance and retail consolidations; (2)decreased shipments of our *Enzo Angiolini, Sam & Libby* and *EasySpirit* footwear product lines (primarily due to retail consolidations andreduced customer orders); (3) discontinuance of the *Bandolino* and*l.e.i.* costume jewelry product lines due to poor retail performance; and (4)discontinuance of the licensed *Tommy Hilfiger* costume jewelry productline as a result of the termination of the licensing arrangement. Thesedecreases were partially offset by increased shipments of our *Anne Klein*and *Circa Joan & David* footwear product lines due to higher customerorders resulting from strong product performance at retail and an increase inour international footwear business.

        Retail revenues increased due to$71.1 million in revenues from new store openings and a $58.7 million additionalrevenues resulting from a 4.7% increase in comparable store sales (comparablestores are stores that have been open for a full year, are not scheduled toclose in the current period and are not scheduled for an expansion or downsizeby more than 25% or relocation to a different street or mall). We began 2006with 1,086 retail locations and had a net increase of 46 locations during theperiod to end the period with 1,132 locations.

        Revenues for 2006 also include$17.4 million of service fees charged to Polo under a short-term transitionservice agreement entered into with Polo at the time of the sale of the *PoloJeans Company* business. These revenues are based on contractual monthly andper-unit fees as set forth in the agreement. Of this amount, $11.7 million wasrecorded in the wholesale better apparel segment, $3.1 million was recorded inthe wholesale moderate apparel segment and $2.6 million was recorded in thelicensing and other segment.

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***        Gross Profit.*** Thegross profit margin was 36.1% for both 2006 and 2005.

        Wholesale better apparel grossprofit margins were 36.5% and 34.6% for 2006 and 2005, respectively. Theincrease was due to lower levels of sales to off-price retailers, lowerproduction costs and lower levels of air freight, partially offset by reducedsales of higher-margin *Polo Jeans Company* products as a result of thesale of the *Polo Jeans Company* business.

        Wholesale moderate apparel grossprofit margins were 21.2% and 23.0% for 2006 and 2005, respectively. Increasedmargins in our *Gloria Vanderbilt* and *GLO* product lines were offsetby higher levels of sales to off-price retailers, higher levels of air freightand excess capacity in our Mexican manufacturing operations.

        Wholesale footwear and accessoriesgross profit margins were 28.6% and 31.0% for 2006 and 2005, respectively. Thedecrease was a result of lower net sales in the higher-margin wholesale jewelrybusiness, higher net sales in our lower-margin international business, higherlevels of air freight and sales to off-price retailers, markdowns related to thediscontinuance of the licensed *Tommy Hilfiger* jewelry line in the currentperiod and writedowns of excess inventory in our direct selling jewelry andaccessory business.

        Retail gross profit margins were48.8% and 50.1% for 2006 and 2005, respectively. The decrease was the result ofa higher level of promotional activity in our footwear and accessories stores,the liquidation of excess inventory and increased sales in our lower-marginBarneys stores in the current period.

***        SG&A Expenses.***SG&A expenses were $1.34 billion in 2006 and $1.33 billion in 2005. A $59.1million decrease due to the sale of the *Polo Jeans Company* business andheadcount reductions as a result of our strategic initiatives were offset by$34.1 million of increased expenses resulting from the opening of new retailstores, $11.5 million of higher advertising expenses, $4.3 million recorded inthe wholesale better apparel segment in the current period related to theclosing of the Secaucus warehouse, $1.2 million recorded in the retail segmentrelated to the closing of our Stein Mart retail locations, $2.3 million recordedin the wholesale moderate apparel segment related to the closing of our Mexicanproduction facilities and $10.0 million recorded in the wholesale footwear andaccessories segment related to the termination of a former executive officer andthe settlement of litigation concerning a license agreement. SG&A expensesfor 2006 also included $2.6 million in the retail segment and $0.9 millionrecorded in the licensing, other and eliminations segment related to thetermination of the former executive officer. SG&A expenses for 2005 includedapproximately $3.1 million as a result of an arbitration award to a formeremployee, approximately $3.6 million related to the closing of our Bristolwarehouse facility and $1.7 million related to the denim restructuring in thewholesale moderate apparel segment, offset by one-time gains of $5.1 million inthe better wholesale apparel segment as a result of a recovery of unauthorizedmarkdown allowances from Saks Incorporated (relating to sales made by Kasperprior to the date of acquisition) and $5.2 million in the retail segment from alandlord repurchase of a retail store operating lease.

***        Impairment Losses and OtherItems.*** As a result of our 2006 impairment analysis, we determined thatthe goodwill balance existing in our wholesale moderate apparel segment wasimpaired as a result of continuing decreases in projected revenues andprofitability for our *Norton McNaughton,**l.e.i.* and certain othermoderate apparel brands as well as changes in business strategy with respect toour *Norton McNaughton* brand. Accordingly, we recorded an impairmentcharge of $441.2 million. As a result of continuing decreases in projectedrevenues for our *Norton McNaughton* brand, our *Albert Nipon* betterapparel brand, our *Westies* and *Sam & Libby* footwear brands andour *Richelieu* costume jewelry brand, we also recorded trademarkimpairment charges of $50.2 million. During 2006, we also recorded a $17.4million gain (net of associated costs) upon the sale of stock in Rubicon RetailLimited (see "Gain on Sale of Stock in Rubicon Retail Limited" inNotes to Consolidated Financial Statements).

***        Operating (Loss) Income.***The resulting operating loss for 2006 was $166.7 million compared with operatingincome of $497.2 million for 2005, due to the factors described above and theloss of the sale of the *Polo Jeans Company* business.

***        Net Interest Expense.***Net interest expense was $54.7 million in 2006 compared with $75.1 million in2005. The decrease was primarily the result of lower average borrowings during2006 and the redemption at maturity of our 7.875% Senior Notes in June 2006.

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***        (Benefit) Provision forIncome Taxes.*****The effective income tax rate was 26.7% for 2006and 35.5% for 2005. The difference was primarily driven by the net tax effectsassociated with the sale of the *Polo Jeans Company* business, the goodwillimpairment, the litigation settlement and the gain on the sale of stock inRubicon Retail Limited. Without the effects of the *Polo Jeans Company*sale, the goodwill impairment, the litigation settlement and the gain on thesale of stock in Rubicon Retail Limited, the effective tax rate for 2006 was34.4%. The change from 2005 to 2006 was primarily driven by favorableresolutions of the 2001 to 2003 federal and various state income tax audits thatresulted in the reversal of $8.6 million of prior income tax accruals.

***        Cumulative Effect of Changein Accounting for Share-Based Payment*.** The adoption of SFAS No. 123Rrequired us to change from recognizing the effect of forfeitures of unvestedemployee stock options and restricted stock as they occur to estimating thenumber of outstanding instruments for which the requisite service is notexpected to be rendered. As a result, we recorded a gain of $1.9 million (net of$1.2 million in taxes) on January 1, 2006 as a cumulative effect of a change inaccounting principle.

***        Net (Loss) Income and (Loss)Earnings Per Share.*** Net loss was $144.1 million in 2006 compared with netincome of $274.3 million earned in 2005. Diluted (loss) earnings per share for2006 was $(1.30) compared with $2.30 for 2005, on 7.2% fewer shares outstanding.
**2005 Compared with 2004**
***        Revenues.*** Totalrevenues for 2005 were $5.07 billion compared with $4.65 billion for 2004, anincrease of 9.1%.

        Revenues by segment were asfollows:
(In millions)            2005     2004     Increase      (Decrease)     Percent  Change     Wholesale better apparel$ 1,438.2   $ 1,493.2   $(55.0)  (3.7%)  Wholesale moderate apparel1,265.2   1,315.3   (50.1)  (3.8%)  Wholesale footwear and accessories978.6   1,002.4   (23.8)  (2.4%)  Retail 1,332.6 780.3 552.3 70.8% Licensing and other59.6   58.5   1.1   1.9%      Total revenues$ 5,074.2  $ 4,649.7  $ 424.5  9.1%  
        In the wholesale better apparelsegment, decreased shipments of the *Polo Jeans Company, Kasper Suit, JonesNew York Signature, Jones New York Dress* and *Le Suit* product lines(due to lower wholesale customer orders) were partially offset by increasedshipments of our *Nine West, Jones New York Collection* and *Anne Klein*product lines due to higher customer orders based on the products' performanceat the retail level.

        Wholesale moderate apparelrevenues decreased primarily as a result of a reduction in shipments of our *NortonMcNaughton* product line (primarily as a result of the decision by certaincustomers to no longer carry thisbrand) and our *l.e.i.*, private label denim, *Erika* and *Evan-Picone*product lines (due to lower wholesale customer orders). These reductions werepartially offset by increases in our *Gloria Vanderbilt, Nine & Company*and *Bandolino* product lines due to higher customer orders, as well asinitial shipments of several new product lines, including *Pappagallo, RenaRowan, C.L.O.T.H.E.S., A|Line*(which launched in the third quarter of 2004)and the W and Latina private label product lines.

        Wholesale footwear and accessoriesrevenues decreased primarily due to decreased shipments in our *Nine West*accessories (due to lower wholesale customer orders) and our *Nine West*footwear product line (as a result of a customer's decision to no longercarry this brand) and our *Easy Spirit* and *Enzo Angiolini* footwearproduct lines (due to lower wholesale customer orders), partially offset by theproduct lines added as a result of the Maxwell acquisition ($98.6 million forthe portion of 2005 for which there were no corresponding shipments in 2004) aswell as an increase in our international footwear business.

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        Retail revenues increasedprimarily as the result of approximately $522.0 million in incremental salesfrom the locations added as a result of the Barneys acquisition as well as $33.2million in revenues from new footwear and apparel store openings, partiallyoffset by a $1.4 million revenue reduction resulting from a 0.2% decrease incomparable store sales. We began 2005 with 1,037 retail locations and had a netincrease of 49 locations during the period to end the period with 1,086locations.

***        Gross Profit.*** Thegross profit margin decreased to 36.1% in 2005 compared with 36.7% in 2004.

        Wholesale better apparel grossprofit margins were 34.6% and 34.2% for 2005 and 2004, respectively. Theincrease reflects the effect of a $4.1 million adjustment to cost of sales in2004 to write up acquired Kasper inventories to market value as required underpurchase accounting.

        Wholesale moderate apparel grossprofit margins were 23.0% and 26.1% for 2005 and 2004, respectively. Thedecrease was a result of lower margins in our *l.e.i.* and private labeldenim businesses primarily due to $10.6 million of costs related to the denimrestructuring, an estimated $12.5 million in costs due to excess capacity in ourdenim manufacturing operations, higher levels of sales to off-price retailersand additional product costs that were not passed through to the customer. Thedecrease was partially offset by higher shipments of higher-margin *GloriaVanderbilt* products.

        Wholesale footwear and accessoriesgross profit margins were 31.0% and 33.5% for 2005 and 2004, respectively. Thedecrease was primarily due to a higher level of sales to off-price retailers aswell as a higher percentage of international sales, which carry lower grossmargins than the segment average. These decreases were offset in the priorperiod by an adjustment to cost of sales of $6.0 million to write up acquiredMaxwell inventories to market value as required under purchase accounting.

        Retail gross profit margins were50.1% and 53.3% for 2005 and 2004, respectively. The decrease was primarily theresult of the effects of the addition of the acquired Barneys retail locations,which generate lower margins than the historical segment average.

***        SG&A Expenses.***SG&A expenses of $1.33 billion in 2005 represented an increase of $156.3million from the $1.18 billion reported for 2004. In 2005, Barneys added anincremental $197.4 million to the retail segment, which includes $0.8 million ofnet amortization of acquired intangible assets and unfavorable leases, and $2.5million to the licensing, other and eliminations segment. SG&A expenses for2005 included approximately $3.1 million as a result of an arbitration award toa former employee, approximately $3.6 million related to the closing of ourBristol warehouse facility and $1.7 million related to the denim restructuringin the wholesale moderate apparel segment, offset by one-time gains of $5.1million in the better wholesale apparel segment as a result of a recovery ofunauthorized markdown allowances from Saks Incorporated (relating to sales madeby Kasper prior to the date of acquisition) and $5.2 million in the retailsegment from a landlord repurchase of a retail store operating lease. The priorperiod included an $8.4 million writeoff of unamortized bond discounts and debtissue costs in the wholesale better apparel segment resulting from theredemption of all of our outstanding Zero Coupon Convertible Senior Notes due2021 and $13.9 million and $8.0 million of amortization of Maxwell and Kasperpurchase prices, respectively, that were assigned to acquired customer orders.

***        Operating Income.***The resulting operating income for 2005 of $497.2 million decreased 5.9%, or$31.2 million, from the $528.4 million for 2004, due to the factors describedabove.

***        Net Interest Expense.***Net interest expense was $75.1 million in 2005 compared with $49.3 million in2004. The increase was primarily the result of interest related to $750.0million of Senior Notes that were issued in November 2004.

***        Provision for Income Taxes.*****The effective income tax rate was 35.5% for 2005 and 37.5% for 2004. Thereduction was primarily driven by favorable resolutions of various foreign andstate income tax audits related to acquired companies that resulted in thereversal of prior income tax accruals.

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***        Net Income and Earnings PerShare.*** Net income was $274.3 million in 2005, a decrease of $27.5million from the net income of $301.8 million earned in 2004. Diluted earningsper share for 2005 was $2.30 compared with $2.39 for 2004, on 5.8% fewer sharesoutstanding.
**Liquidity and Capital Resources**
        Our principal capital requirementshave been to fund acquisitions, pay dividends, working capital needs, capitalexpenditures and repurchases of our common stock on the open market. We havehistorically relied on internally generated funds, trade credit, bank borrowingsand the issuance of notes to finance our operations and expansion. As ofDecember 31, 2006, total cash and cash equivalents were $71.5 million, anincrease of $36.6 million from the $34.9 million reported as of December 31,2005.

        Operating activities provided$423.9 million, $427.4 million and $461.9 million in 2006, 2005 and 2004,respectively.

        The $3.5 million decrease from2005 to 2006 was primarily the result of lower operating income before non-cashimpairment charges offset by changes in certain components of working capital.Accounts receivable decreased in 2006 compared to an increase in 2005, primarilyas a result of lower wholesale moderate apparel sales in the current period andthe effects of the sale of the *Polo Jeans Company* business. Accountspayable and accrued expenses and other current liabilities experienced increasesin 2006 compared to decreases in 2005, primarily as a result of accruals forproperty, plant and equipment related to new store openings and computer systemsand changes in payment terms to certain vendors. These effects were offset by adecrease in taxes payable in 2006 compared to an increase in 2005, primarily asa result of the payment of federal and state audit settlements and the reversalof prior years' income tax audit accruals in the current period and lowerestimated federal tax payments in the prior period resulting from tax deductionsarising from the Barneys acquisition, and an increase in inventories in 2006compared to a decrease in 2005, primarily the result of new store openings in2006 and anticipated sales growth for early 2007.

        The change from 2004 to 2005 wasprimarily due to the lower net income recorded in 2005. There were nosignificant changes to working capital, accounts receivable or inventory from2004 to 2005.

        Investing activities provided$197.6 million in 2006 and used $88.6 million and $629.4 million in 2005 and2004, respectively. The changes were primarily due to cash received from thesale of the Polo Jeans Company business offset by higher capital expendituresfor Barneys store openings and computer systems in 2006 and the cash paid forthe acquisitions of Maxwell and Barneys in 2004. Capital expenditures, whichamounted to $170.5 million in 2006, are expected to be approximately $130million for 2007, primarily for retail store construction and remodeling and theimplementation of new computer systems.

        Financing activities used $584.8million in 2006, primarily to redeem at maturity our outstanding 7.875% SeniorNotes due 2005 at par on June 15, 2006 (for a total payment of $225.0 million),repurchase our common stock and pay dividends to our common shareholders andrepay $29.5 million of net borrowings under our Senior Credit Facilities.

        Financing activities used $348.4million in 2005, primarily to redeem at maturity our outstanding 8.375% SeniorNotes due 2005 at par on August 15, 2005 (for a total payment of $129.6 million)and repurchase our common stock and pay dividends to our common shareholders,offset by $60.3 million in net borrowings under our Senior Credit Facilities.

        Financing activities used $138.1million in 2004, primarily to redeem our outstanding Zero Coupon Notes and 7.50%Senior Notes due 2004, repurchase our common stock and pay dividends to ourcommon shareholders. On February 2, 2004, we redeemed all of our outstandingZero Coupon Notes at a redemption price (inclusive of issue price plus accruedoriginal issue discount) of $554.41 per $1,000 of principal amount at maturityfor a total payment of $446.6 million, which was financed primarily through ourSenior Credit Facilities. As a result of this transaction, we recorded an SG&Aexpense of $8.4 million in 2004, representing the writeoff of unamortized bonddiscounts and debt issuance costs. The securities carried a 3.5% yield tomaturity with a face value of $805.6 million ($1,000 per note) and wereconvertible into common stock at a

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conversion rate of 9.8105 shares per note. On June 15, 2004, we redeemed atmaturity all our outstanding 7.50% Senior Notes due 2004 at par for a totalpayment of $175.0 million.

        In November 2004, we issued $250.0million of 4.250% Senior Notes due 2009, $250.0 million of 5.125% Senior Notesdue 2014 and $250.0 million of 6.125% Senior Notes due 2034. Net proceeds of theofferings were $743.5 million, which were used to fund the acquisition ofBarneys, to redeem $102.3 million of Barneys' outstanding 9% Senior SecuredNotes due 2008 and to repay amounts then outstanding under our Senior CreditFacilities. In connection with the 4.250% Senior Notes due 2009 and the 5.125%Senior Notes due 2014, we had entered into two interest rate lock agreementswhich were terminated upon the issuance of the notes. These terminationsresulted in a gain of $0.2 million, which is being amortized as a reduction ofinterest expense over the term of the related notes.

        We repurchased $306.2 million,$235.2 million and $194.9 million of our common stock on the open market during2006, 2005 and 2004, respectively. As of December 31, 2006, a total of $1.4billion had been expended under announced programs to acquire such shares andthere were no amounts remaining under any uncompleted programs. On February 13,2007, our Board of Directors authorized an additional $300 million for futurestock repurchases. We may make additional share repurchases in the futuredepending on, among other things, market conditions and our financial condition.

        Our Board of Directors hasauthorized our common stock repurchases as a tax-effective means to enhanceshareholder value and distribute cash to shareholders and, to a lesser extent,to offset the impact of dilution resulting from the issuance of employee stockoptions and shares of restricted stock. We believe that we have sufficientsources of funds to repurchase shares without significantly impacting ourshort-term or long-term liquidity. In authorizing future share repurchaseprograms, our Board of Directors gives careful consideration to both ourprojected cash flows and our existing capital resources.

        Proceeds from the issuance ofcommon stock to our employees exercising stock options amounted to $32.4million, $13.4 million and $35.5 million in 2006, 2005 and 2004, respectively.

        At December 31, 2006, we hadcredit agreements with several lending institutions to borrow an aggregateprincipal amount of up to $1.75 billion under Senior Credit Facilities. Thesefacilities, of which the entire amount is available for letters of credit orcash borrowings, provide for a $1.0 billion five-year revolving credit facilitythat expires in June 2009 and a $750.0 million five-year revolving creditfacility that expires in June 2010. At December 31, 2006, $355.7 million wasoutstanding under the credit facility that expires in June 2009 (comprised of$100.0 million in cash borrowings and $255.7 million in outstanding letters ofcredit) and no amounts were outstanding under the credit facility that expiresin June 2010. Borrowings under the Senior Credit Facilities may also be used forworking capital and other general corporate purposes, including permittedacquisitions and stock repurchases. The Senior Credit Facilities are unsecuredand require us to satisfy both a coverage ratio of earnings before interest,taxes, depreciation, amortization and rent to interest expense plus rents and anet worth maintenance covenant, as well as other restrictions, including(subject to exceptions) limitations on our ability to incur additionalindebtedness, prepay subordinated indebtedness, make acquisitions, enter intomergers and pay dividends.

        At December 31, 2006, we also hada C$10.0 million unsecured line of credit in Canada, under which C$0.2 millionof letters of credit were outstanding.

        On July 19, 2006, Moody'slowered our senior long term debt rating to Baa3 from Baa2. On July 28, 2006,Standard & Poor's lowered our corporate credit rating to BBB- from BBB. Atthe time of these respective downgrades, we remained under review by both ratingagencies. On October 16, 2006, Moody's completed its review, confirming theirBaa3 rating and assigning us a stable outlook. On November 2, 2006, Standard& Poor's completed its review, confirming their BBB- rating and assigningus a negative outlook. These downgrades will increase the margin over thefloating interest rate charged under our Senior Credit Facilities and couldimpact our cost of accessing the capital markets in the future.

        We recorded pension liabilityadjustments of $2.0 million, $0.2 million and $2.6 million in 2006, 2005 and2004, respectively, to other comprehensive income resulting primarily from theamortization of actuarial losses during 2006, lower than expected returns on ourplan assets and the lowering of the discount rate from

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6.1% to 5.8% in 2004. Our plans are currently underfunded by a total of $15.9million. As the benefits under our defined benefit plans are frozen with respectto service credits, the effects on future pension expense are not anticipated tobe material to our results of operations or to our liquidity.

        On December 20, 2004, we completedthe acquisition of Barneys. The aggregate cash purchase price was $295.6million, which included $19.00 for each outstanding share of Barneys commonstock (for a total of $264.5 million) and $26.7 million related to Barneys'employee stock options, preferred stock and stock warrants. We also assumedapproximately $106.0 million of Barneys funded debt, $102.2 million of which wesubsequently refinanced.

        On July 8, 2004, we completed theacquisition of Maxwell. The aggregate cash purchase price was $377.2 million,which included $23.25 for each outstanding share of Maxwell common stock (for atotal of $345.8 million) and $24.1 million related to Maxwell's employee stockoptions.

        On February 14, 2007, we announcedthat the Board of Directors had declared a quarterly cash dividend of $0.14 pershare to all common stockholders of record as of March 2, 2007 for payment onMarch 16, 2007.

**Off-Balance Sheet Arrangements**

        We do not have any off-balancesheet arrangements within the meaning of SEC Regulation S-K Item 303(a)(4).
**Contractual Obligations and Contingent Liabilities and Commitments**
        The following is a summary of oursignificant contractual obligations for the periods indicated that existed as ofDecember 31, 2006, and, except for purchase obligations and other long-termliabilities, is based on information appearing in the Notes to ConsolidatedFinancial Statements (amounts in millions).
Total        Less than        1 year        1 - 3        years        3 - 5        years        More than        5 years        Long-term debt $ 753.8  $               -  $ 253.8  $              -  $ 500.0 Interest on long-term debt558.7 39.1 76.3 56.2 387.1 Short-term borrowings (1)100.0 100.0 - - - Capital lease                                            obligations59.5 6.6 12.0 9.8 31.1 Operating lease obligations        (2)                                            1,100.8  155.0  272.5  226.6  446.7 Purchase obligations (3)                                            917.9  910.6  7.3  -  - Minimum royalty payments        (4)                                            2.6  1.3  1.3  -  - Capital expenditure        commitments (5)                                            97.3        94.0        3.3        -        -       Deferred compensation                                            11.9        11.9        -        -        -       Other long-term liabilities                                            129.0        2.5        19.0        15.9        91.6        Total contractual obligations$ 3,731.5       $ 1,321.0       $ 645.5       $ 308.5       $ 1,456.5                         (1)                          Excludes interest payments.         (2) Future rental commitments for        leases have not been reduced by minimum non-cancelable sublease rentals        aggregating $31.8 million.         (3)         Includes outstanding letters        of credit of $255.9 million, which primarily represent inventory        purchase commitments which typically mature in two to six months.         (4)Under exclusive licenses to        manufacture certain items under trademarks not owned by us pursuant to        various license agreements, we are obligated to pay the licensors a        percentage of our net sales of these licensed products, subject to        minimum scheduled royalty and advertising payments.         (5)Net of $19.0 million expected        to be recovered through landlord construction allowances in 2007.
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        We have a joint venture withSutton Developments Pty. Ltd. ("Sutton") to operate retail locationsin Australia. We have unconditionally guaranteed up to $7.0 million ofborrowings under the joint venture's uncommitted credit facility and up to$0.4 million of presettlement risk associated with foreign exchangetransactions. Sutton is required to reimburse us for 50% of any payments madeunder these guarantees. At December 31, 2006, the outstanding balance subject tothese guarantees was approximately $0.8 million.

        We believe that funds generated byoperations, proceeds from the issuance of notes, the Senior Credit Facilitiesand the Canadian line of credit will provide the financial resources sufficientto meet our foreseeable working capital, dividend, capital expenditure and stockrepurchase requirements and fund our contractual obligations and our contingentliabilities and commitments.

**New Accounting Standards**
        In February 2006, the FASB issuedSFAS No. 155, "Accounting for Certain Hybrid Financial Instruments -anamendment of FASB Statements No. 133 and 140," which simplifies accountingfor certain hybrid financial instruments by permitting fair value remeasurementfor any hybrid instrument that contains an embedded derivative that otherwisewould require bifurcation and eliminates a restriction on the passive derivativeinstruments that a qualifying special-purpose entity may hold. SFAS No. 155 iseffective for all financial instruments acquired, issued or subject to aremeasurement (new basis) event occurring after the beginning of an entity'sfirst fiscal year that begins after September 15, 2006. The adoption of SFAS No.155 will have no impact on our results of operations or our financial position.

        In March 2006, the FASB issuedSFAS No. 156, "Accounting for Servicing of Financial Assets - an amendmentof FASB Statement No. 140," which establishes, among other things, theaccounting for all separately recognized servicing assets and servicingliabilities by requiring that all separately recognized servicing assets andservicing liabilities be initially measured at fair value, if practicable. SFASNo. 156 is effective as of the beginning of an entity's first fiscal year thatbegins after September 15, 2006. The adoption of SFAS No. 156 will have noimpact on our results of operations or our financial position.

        In June 2006, the FASB issued FASBInterpretation No. 48 ("FIN 48"), "Accounting for Uncertainty inIncome Taxes - an interpretation of FASB Statement No. 109," whichestablishes that the financial statement effects of a tax position taken orexpected to be taken in a tax return are to be recognized in the financialstatements when it is more likely than not, based on the technical merits, thatthe position will be sustained upon examination. FIN 48 is effective for fiscalyears beginning after December 15, 2006. The adoption of FIN 48 is not expectedto have a material impact on our results of operations or our financialposition.

        In September 2006, the FASB issuedSFAS No. 157, "Fair Value Measurements," which establishes a frameworkfor measuring fair value in generally accepted accounting principles and expandsdisclosures about fair value measurements. SFAS No. 157 defines fair value asthe price that would be received to sell an asset or paid to transfer aliability in an orderly transaction between market participants at themeasurement date. SFAS No. 157 is effective for financial statements issued forfiscal years beginning after November 15, 2007, and interim periods within thosefiscal years. The adoption of SFAS No. 157 is not expected to have a materialimpact on our results of operations or our financial position.

        In September 2006, the FASB issuedSFAS No. 158, "Employers' Accounting for Defined Benefit Pension andOther Postretirement Plans - an amendment of FASB Statements No. 87, 88, 106,and 132(R)," which requires a business entity to recognize the overfundedor underfunded status of a single-employer defined benefit postretirement planas an asset or liability in its statement of financial position and to recognizechanges in that funded status in comprehensive income in the year in which thechanges occur. SFAS No. 158 also requires a business entity to measure thefunded status of a plan as of the date of its year-end statement of financialposition, with limited exceptions. An employer with publicly traded equitysecurities is required to initially recognize the funded status of a definedbenefit postretirement plan and to provide the required disclosures as of theend of the fiscal year ending after December 15, 2006. As our defined benefitpension plans are currently underfunded and benefits are either frozen orincrease only though interest credits, the adoption of SFAS No. 158 did not havea material impact on our results of operations or our financial position.

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**ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUTMARKET RISK**
**Market Risk Sensitive Instruments**
        The market risk inherent in ourfinancial instruments represents the potential loss in fair value, earnings orcash flows arising from adverse changes in interest rates or foreign currencyexchange rates. We manage this exposure through regular operating and financingactivities and, when deemed appropriate, through the use of derivative financialinstruments. Our policy allows the use of derivative financial instruments foridentifiable market risk exposures, including interest rate and foreign currencyfluctuations. We do not enter into derivative financial contracts for trading orother speculative purposes. The following quantitative disclosures were derivedusing quoted market prices, yields and theoretical pricing models obtainedthrough independent pricing sources for the same or similar types of financialinstruments, taking into consideration the underlying terms, such as the couponrate, term to maturity and imbedded call options. Certain items such as leasecontracts, insurance contracts, and obligations for pension and otherpost-retirement benefits were not included in the analysis.
*Interest Rates*
        Our primary interest rateexposures relate to our fixed and variable rate debt. The potential decrease infair value of our fixed rate long-term debt instruments resulting from ahypothetical 10% adverse change in interest rates was approximately $63.1million at December 31, 2006.

        The primary interest rateexposures on floating rate financing arrangements are with respect to UnitedStates and Canadian short-term rates. We had approximately $1.8 billion invariable rate financing arrangements at December 31, 2006. As of December 31,2006, a hypothetical immediate 10% adverse change in interest rates, as theyrelate to the cash borrowings then outstanding under our variable rate financialinstruments, would have a $0.6 million unfavorable impact over a one-year periodon our earnings and cash flows.
*Foreign Currency Exchange Rates*
        We are exposed to market riskrelated to changes in foreign currency exchange rates. We have assets andliabilities denominated in certain foreign currencies and purchase products fromforeign suppliers who require payment in funds other than the U.S. Dollar. AtDecember 31, 2006, we had outstanding foreign exchange contracts to exchangeCanadian Dollars for a total of US $27.3 million at a weighted-average exchangerate of 1.1109 through December 2007, US $40.0 million for Euros at aweighted-average exchange rate of 1.2854 through January 2008 and US $0.75million for British Pounds at a weighted-average exchange rate of 1.8520 throughSeptember 2007. We believe that these financial instruments should not subjectus to undue risk due to foreign exchange movements because gains and losses onthese contracts should offset losses and gains on the assets, liabilities, andtransactions being hedged. We are exposed to credit-related losses if thecounterparty to a financial instrument fails to perform its obligation. However,we do not expect the counterparties, which presently have high credit ratings,to fail to meet their obligations.

        For further information see"Derivatives" and "Financial Instruments" in the Notes toConsolidated Financial Statements.

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**MANAGEMENT'S REPORT ON INTERNALCONTROL OVER FINANCIAL REPORTING**
February 20, 2007

To the Stockholders of Jones Apparel Group, Inc.

        The management of Jones ApparelGroup, Inc. is responsible for the preparation, integrity, objectivity and fairpresentation of the financial statements and other financial informationpresented in this report. The financial statements have been prepared inconformity with accounting principles generally accepted in the United States ofAmerica and reflect the effects of certain judgments and estimates made bymanagement.

        In order to ensure that ourinternal control over financial reporting is effective, management regularlyassesses such controls and did so most recently for our financial reporting asof December 31, 2006. This assessment was based on criteria for effectiveinternal control over financial reporting described in Internal Control -Integrated Framework issued by the Committee of Sponsoring Organizations of theTreadway Commission, referred to as COSO. Our assessment included thedocumentation and understanding of our internal control over financialreporting. We have evaluated the design effectiveness and tested the operatingeffectiveness of internal controls to form our conclusion.

        Our internal control overfinancial reporting is a process designed to provide reasonable assuranceregarding the reliability of financial reporting and the preparation offinancial statements for external purposes in accordance with generally acceptedaccounting principles. Our internal control over financial reporting includesthose policies and procedures that pertain to maintaining records that, inreasonable detail, accurately and fairly reflect transactions and dispositionsof assets, providing reasonable assurance that transactions are recorded asnecessary to permit preparation of financial statements in accordance withgenerally accepted accounting principles, assuring that receipts andexpenditures are being made in accordance with authorizations of our managementand directors and providing reasonable assurance regarding prevention or timelydetection of unauthorized acquisition, use or disposition of assets that couldhave a material effect on our financial statements.

        Because of its inherentlimitations, internal control over financial reporting may not prevent or detectmisstatements. Also, projections of any evaluation of effectiveness to futureperiods are subject to the risk that controls may become inadequate because ofchanges in conditions, or that the degree of compliance with the policies orprocedures may deteriorate.

        Based on this assessment, theundersigned officers concluded that our internal controls and procedures areeffective in timely alerting them to material information required to beincluded in our periodic SEC filings and that information required to bedisclosed by us in these periodic filings is recorded, processed, summarized andreported within the time periods specified in the SEC's rules and forms andthat our internal controls are effective to provide reasonable assurance thatour financial statements are fairly presented in conformity with generallyaccepted accounting principles.

        The Audit Committee of our Boardof Directors, which consists of independent, non-executive directors, meetsregularly with management, the internal auditors and the independent accountantsto review accounting, reporting, auditing and internal control matters. Thecommittee has direct and private access to both internal and external auditors.

        BDO Seidman, LLP, the independentregistered public accountants who audit our financial statements, has reportedon management's assertion with respect to the effectiveness of our internalcontrol over financial reporting as of December 31, 2006.

Peter Boneparth        President and Chief Executive OfficerEfthimios P. Sotos        Chief Financial Officer
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****
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

Board of Directors and StockholdersJones Apparel Group, Inc.Bristol, Pennsylvania

        We have audited management'sassessment, included in the accompanying Management's Report on InternalControl Over Financial Reporting, that Jones Apparel Group, Inc. andSubsidiaries maintained effective internal control over financial reporting asof December 31, 2006, based on the criteria established in Internal Control -Integrated Framework issued by the Committee of Sponsoring Organizations of theTreadway Commission (COSO). The Company's management is responsible formaintaining effective internal control over financial reporting and for itsassessment of the effectiveness of internal control over financial reporting.Our responsibility is to express an opinion on management's assessment and anopinion on the effectiveness of the Company's internal control over financialreporting based on our audit.

        We conducted our audit inaccordance with the standards of the Public Company Accounting Oversight Board(United States). Those standards require that we plan and perform the audit toobtain reasonable assurance about whether effective internal control overfinancial reporting was maintained in all material respects. Our audit includedobtaining an understanding of internal control over financial reporting,evaluating management's assessment, testing and evaluating the design andoperating effectiveness of internal control, and performing such otherprocedures as we considered necessary in the circumstances. We believe that ouraudit provides a reasonable basis for our opinion.

        A company's internal controlover financial reporting is a process designed to provide reasonable assuranceregarding the reliability of financial reporting and the preparation offinancial statements for external purposes in accordance with generally acceptedaccounting principles. A company's internal control over financial reportingincludes those policies and procedures that (1) pertain to the maintenance ofrecords that, in reasonable detail, accurately and fairly reflect thetransactions and dispositions of the assets of the company; (2) providereasonable assurance that transactions are recorded as necessary to permitpreparation of financial statements in accordance with generally acceptedaccounting principles, and that receipts and expenditures of the company arebeing made only in accordance with authorizations of management and directors ofthe company; and (3) provide reasonable assurance regarding prevention or timelydetection of unauthorized acquisition, use, or disposition of the company'sassets that could have a material effect on the financial statements.

        Because of its inherentlimitations, internal control over financial reporting may not prevent or detectmisstatements. Also, projections of any evaluation of effectiveness to futureperiods are subject to the risk that controls may become inadequate because ofchanges in conditions, or that the degree of compliance with the policies orprocedures may deteriorate.

        In our opinion, management'sassessment that Jones Apparel Group, Inc. and Subsidiaries maintained effectiveinternal control over financial reporting as of December 31, 2006, is fairlystated, in all material respects, based on the criteria established in InternalControl - Integrated Framework issued by the Committee of SponsoringOrganizations of the Treadway Commission (COSO). Also in our opinion, theCompany maintained, in all material respects, effective internal control overfinancial reporting as of December 31, 2006, based on the criteria establishedin Internal Control - Integrated Framework issued by the Committee of SponsoringOrganizations of the Treadway Commission (COSO).

        We have also audited, inaccordance with the standards of the Public Company Accounting Oversight Board(United States), the consolidated balance sheets of Jones Apparel Group, Inc.and Subsidiaries as of December 31, 2006 and 2005 and the related consolidatedstatements of operations, stockholders' equity, and cash flows for each of thethree years in the period ended December 31, 2006 and our report dated February20, 2007 expressed an unqualified opinion. New York, New YorkFebruary 20, 2007

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**ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATAREPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

Board of Directors and StockholdersJones Apparel Group, Inc.Bristol, Pennsylvania

        We have audited the accompanyingconsolidated balance sheets of Jones Apparel Group, Inc. and Subsidiaries as ofDecember 31, 2006 and 2005 and the related consolidated statements ofoperations, stockholders' equity, and cash flows for each of the three yearsin the period ended December 31, 2006. These financial statements are theresponsibility of the Company's management. Our responsibility is to expressan opinion on these financial statements based on our audits.

        We conducted our audits inaccordance with the standards of the Public Company Accounting Oversight Board(United States). Those standards require that we plan and perform the audit toobtain reasonable assurance about whether the financial statements are free ofmaterial misstatement. An audit includes examining, on a test basis, evidencesupporting the amounts and disclosures in the financial statements. An auditalso includes assessing the accounting principles used and significant estimatesmade by management, as well as evaluating the overall financial statementpresentation. We believe that our audits provide a reasonable basis for ouropinion.

        In our opinion, the consolidatedfinancial statements referred to above present fairly, in all material respects,the financial position of Jones Apparel Group, Inc. and Subsidiaries at December31, 2006 and 2005, and the results of their operations and their cash flows foreach of the three years in the period ended December 31, 2006, in conformitywith accounting principles generally accepted in the United States.

        We also have audited, inaccordance with the standards of the Public Company Accounting Oversight Board(United States), the effectiveness of Jones Apparel Group, Inc. and Subsidiaries'internal control over financial reporting as of December 31, 2006, based oncriteria established in Internal Control - Integrated Framework issued by theCommittee of Sponsoring Organizations of the Treadway Commission (COSO) and ourreport dated February 20, 2007 expressed an unqualified opinion thereon.New York, New YorkFebruary 20, 2007

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Jones Apparel Group, Inc.Consolidated Balance Sheets(All amounts in millions except per share data)
December 31,      2006       2005       **ASSETS**            CURRENT ASSETS:          Cash and cash equivalents     $ 71.5      $ 34.9      Accounts receivable     411.6      458.4           Inventories     636.3      650.0      Deferred taxes     70.0      52.5          Prepaid expenses and other current assets     89.2      88.5        TOTAL CURRENT                                            ASSETS 1,278.6      1,284.3       PROPERTY, PLANT AND EQUIPMENT, at cost, less accumulated depreciation and amortization 384.8      312.1     GOODWILL 1,299.3      2,097.3      OTHER                                              INTANGIBLES, at cost, less                                              accumulated amortization 771.6      827.5      OTHER ASSETS 52.7      56.6     $ 3,787.0     $ 4,577.8               **LIABILITIES AND STOCKHOLDERS'EQUITY**CURRENT LIABILITIES:                Short-term borrowings     $ 100.0      $ 129.5     Current portion of long-term debt and capital lease obligations     4.1      227.8           Accounts payable     315.5      256.5     Income taxes payable     12.7      54.2     Accrued employee compensation      and benefits     52.3      51.0          Accrued expenses and other current liabilities     130.8      117.5        TOTAL CURRENT LIABILITIES615.4     836.5     NONCURRENT LIABILITIES:              Long-term debt    752.8     752.6          Obligations under capital leases    35.8     37.2      Deferred taxes    42.4     175.9          Other    129.0     109.2        TOTAL NONCURRENT LIABILITIES960.0     1,074.9        TOTAL LIABILITIES1,575.4     1,911.4             COMMITMENTS AND                                              CONTINGENCIES       -        -  STOCKHOLDERS' EQUITY:  Preferred stock, $.01 par value - shares authorized 1.0; none issued -      -      Common stock, $.01 par value - shares authorized 200.0; issued      153.2 and 151.41.5     1.5       Additional paid-in capital1,320.0     1,269.4      Retained earnings2,226.4     2,426.2      Accumulated other comprehensive loss(5.9)    (6.5)    Less treasury stock, 45.3      and 35.5 shares, at cost(1,330.4)    (1,024.2)        TOTAL STOCKHOLDERS'EQUITY2,211.6     2,666.4       $ 3,787.0     $ 4,577.8       See accompanying notes to consolidated financial statements    
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Jones Apparel Group, Inc.Consolidated Statements of Operations(All amounts in millions except per share data)
Year Ended December 31,       2006        2005        2004             Net sales  $ 4,669.9       $ 5,014.6       $ 4,592.6           Licensing income (net)      51.8           59.6      57.1           Service and other revenue      21.1           -      -      Total revenues4,742.8     5,074.2     4,649.7           Cost of goods sold3,031.3     3,243.8     2,944.4     Gross profit     1,711.5      1,830.4      1,705.3     Selling, general and administrative expenses     1,341.7      1,333.2      1,176.7           Loss on sale of Polo Jeans Company business      45.1           -      -           Trademark impairments      50.2           -      0.2           Goodwill impairment      441.2           -      -     Operating (loss) income (166.7)     497.2      528.4           Interest income 3.5      1.1      1.9     Interest expense and financing costs 58.2      76.2      51.2           Gain on sale of stock in Rubicon Retail Limited      17.4           -      -           Equity in earnings of unconsolidated affiliates 4.5      3.2      3.8      (Loss) income before provision for income taxes (199.5)     425.3      482.9     (Benefit) provision  for income taxes (53.5)     151.0      181.1     (Loss) income before      cumulative effect of change in accounting principle (146.0)     274.3      301.8     Cumulative effect of change in accounting      for share-based payments, net of tax 1.9      -      -     Net (loss) income$(144.1)    $ 274.3     $ 301.8       
 
(Loss)      earnings per share                       Basic                               (Loss) income before      cumulative effect of change in accounting principle $(1.32) $2.33  $2.44    Cumulative effect of change in accounting      for share-based payments, net of tax 0.02  -  -        Basic (loss) earnings per share $(1.30) $2.33  $2.44        Diluted       (Loss) income before      cumulative effect of change in accounting principle $(1.32) $2.30  $2.39    Cumulative effect of change in accounting      for share-based payments, net of tax 0.02  -  -        Diluted (loss) earnings per share $(1.30) $2.30  $2.39               Weighted average common shares outstanding   Basic 110.6  118.0  123.6 Diluted 110.6  119.2  126.5         Dividends declared per share $0.50  $0.44  $0.36 
See accompanying notes to consolidated financial statements

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Jones Apparel Group, Inc.Consolidated Statements of Stockholders'Equity(All amounts in millions except per share data)
Number of        common        shares        outstandingTotal        stock-        holders'        equityCommon        stockAdditional        paid-in        capitalRetained        earningsAccumu-        lated         other        compre-        hensive        income        (loss)Treasury        stockBalance,        January 1, 2004126.2        $        2,537.8        $        1.5        $        1,179.4        $        1,947.2        $        3.8        $        (594.1)         Year ended December 31,        2004:            Comprehensive        income: Net        income-  301.8  -  -  301.8  -  -  Minimum        pension liability adjustment,        net of $1.0 tax-        (1.6) -  -        -  (1.6) - Change in fair value of        cash flow hedges- (0.1)- - - (0.1)-   Reclassification adjustment for hedge gains and losses included in net income,        net of $6.9 tax-        (4.3) -  -        -  (4.3) - Foreign currency        translation adjustments- 3.0 - - - 3.0 -                                  Total        comprehensive income  298.8                                                      Issuance of        restricted stock to employees, net of forfeitures0.1 - - - - - - Amortization        expense in connection with employee stock options and restricted stock-        16.5  -  16.5        -  -  - Exercise of        employee stock options1.4 35.5 - 35.5 - - - Excess        tax        benefit derived from exercise of employee stock options and vesting of        restricted stock-        5.0  -  5.0        -  -  - Dividends on        common stock ($0.36 per share)- (44.8)- - (44.8)- - Treasury stock        acquired(5.5)(194.9)- - - - (194.9)       Balance,        December 31, 2004122.2        2,653.9        1.5        1,236.4        2,204.2        0.8        (789.0)         Year ended December 31, 2005:            Comprehensive        income: Net        income-  274.3  -  -  274.3  -  -  Minimum        pension liability adjustment-        0.2  -  -        -  0.2  - Change in fair value of        cash flow hedges, net of $1.5 tax- (2.3)- - - (2.3)-   Reclassification adjustment for hedge gains and losses included in net income,        net of $1.8 tax-        (2.8) -  -        -  (2.8) - Foreign currency        translation adjustments- (2.4)- - - (2.4)-                                  Total        comprehensive income  267.0                                                      Issuance of        restricted stock to employees, net of forfeitures0.7 - - - - - - Amortization        expense in connection with employee stock options and restricted stock-        18.3  -  18.3        -  -  - Exercise of        employee stock options0.6 13.4 - 13.4 - - - Excess        tax        benefit derived from exercise of employee stock options and vesting of        restricted stock-        1.3  -  1.3        -  -  - Dividends on        common stock ($0.44 per share)- (52.3)- - (52.3)- - Treasury stock        acquired(7.6)(235.2)- - - - (235.2)       Balance,        December 31, 2005115.9        2,666.4        1.5        1,269.4        2,426.2        (6.5)       (1,024.2)         Year ended December 31, 2006:            Comprehensive        loss: Net loss-  (144.1) -  -  (144.1) -  -  Pension        and postretirement liability adjustments, net of $0.7 tax-        (1.1) -  -        -  (1.1) - Change in fair value of        cash flow hedges, net of $1.5 tax- 2.1 - - - 2.1 -   Reclassification adjustment for hedge gains and losses included in net        loss,        net of $0.6 tax-        (1.1) -  -        -  (1.1) - Foreign currency        translation adjustments- 0.7 - - - 0.7 -                                  Total        comprehensive loss  (143.5)                                                     Cumulative        effect of change in accounting for share-based payments- (3.1)- (3.1)- - - Issuance of        restricted stock to employees, net of forfeitures0.5 - - - - - - Amortization        expense in connection with employee stock options and restricted stock-        17.9  -  17.9        -  -  - Exercise of        employee stock options1.3 32.4 - 32.4 - - - Excess tax        benefit derived from exercise of employee stock options and vesting of        restricted stock-        3.4  -  3.4        -  -  - Dividends on        common stock ($0.50 per share)- (55.7)- - (55.7)- - Treasury stock        acquired(9.8)(306.2)- - - - (306.2)       Balance,        December 31, 2006107.9        $ 2,211.6        $        1.5        $ 1,320.0        $ 2,226.4        $ (5.9)       $ (1,330.4)       
See accompanying notes to consolidated financial statements

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Jones Apparel Group, Inc.Consolidated Statements of Cash Flows(All amounts in millions)
Year Ended December 31,        2006        2005        2004             CASH FLOWS FROM OPERATING ACTIVITIES:                Net (loss) income $(144.1)     $ 274.3      $ 301.8                Adjustments to reconcile net (loss) income to net cash provided by operating activities, net of acquisitions and sale of Polo Jeans Company business:              Loss      on sale of Polo Jeans Company business     45.1  -  - Gain on sale of      stock in Rubicon Retail Limited     (17.4) -  -           Cumulative      effect of change in accounting for share-based payments     (3.1) -  - Impairment losses on      property, plant and equipment     8.6  -  - Trademark impairments     50.2  -  0.2 Goodwill Impairment     441.2  -  -           Amortization of original issue discount     -  -  1.3           Amortization expense      in connection with employee stock options and restricted stock     17.9  18.3  16.5           Depreciation and other amortization     87.3  84.5  91.2 Equity in earnings      of unconsolidated affiliates      (4.5)  (3.2) (3.8)                  Dividends      received from unconsolidated affiliates      -   1.3  2.0 Provision for losses on accounts receivable      0.6   1.2  (0.8)           Deferred taxes     (152.8) 42.8  52.8           Loss on repurchase      of Zero Coupon Convertible Senior Notes      -   -  8.4 Losses on      sales of property, plant and equipment      1.8   5.0  3.8           Other      items, net      0.8   (2.2) -  Changes in operating assets and liabilities:    Accounts receivable46.3     (11.1)    7.0      Inventories(16.2)    14.5     34.8         Prepaid expenses and other current assets14.4     (1.4)    (10.5)     Other assets2.3     4.0     (2.6)        Accounts payable58.9     (3.1)    (14.7)     Income taxes payable(41.5)    24.3     22.9         Accrued expenses and other      current liabilities16.2     (26.6)    (40.2)        Other liabilities11.9     4.8     (8.2)             Total adjustments568.0     153.1     160.1            Net cash provided by operating activities423.9     427.4     461.9     CASH FLOWS FROM INVESTING ACTIVITIES:                Net      proceeds from sale of Polo Jeans Company business350.6     -     -      Acquisition of      Maxwell, net of cash acquired-     -     (273.5)     Acquisition      of Barneys, net of cash acquired-     (4.1)    (261.9)     Acquisition of      Kasper, net of cash acquired-     -     (37.9)      Capital expenditures(170.5)    (87.5)    (56.6)    Net cash received on      sale of stock in Rubicon Retail Limited17.4     -     -       Acquisition of intangibles-     (0.1)    (1.2)      Capital      contributions to unconsolidated affiliates -      (0.7)     -      Proceeds from sales of property, plant and equipment0.1     3.6     1.7       Other-     0.2     -            Net cash      provided by (used in) investing activities197.6     (88.6)    (629.4)    CASH FLOWS FROM FINANCING ACTIVITIES:                Issuance of 4.25% Senior Notes, net of discount and debt issuance costs   -        -        248.1      Issuance of      5.125% Senior Notes, net of discount and debt issuance costs   -        -        248.1      Issuance of 6.125% Senior Notes, net of discount and debt issuance costs   -        -        247.3      Redemption      of Zero Coupon Convertible Senior Notes   -        -        (446.6)     Redemption at      maturity of 7.50% Senior Notes   -        -        (175.0)     Redemption at      maturity of 8.375% Senior Notes   -        (129.6)       -      Redemption at      maturity of 7.875% Senior Notes   (225.0)       -        -      Redemption      of Barneys 9% Senior Secured Notes, including premiums and fees   -        -        (112.7)      Net      (repayment) borrowing under credit facilities (29.5)     60.3      69.2       Purchases of treasury stock(306.2)    (235.2)    (201.5)     Proceeds from exercise of employee stock options32.4     13.4     35.5      Dividends paid(55.7)    (52.3)    (44.8)     Proceeds from termination of interest rate      hedges-     -     0.2      Debt      issuance costs-     (0.6)    -       Principal payments on capital leases(4.2)    (4.4)    (5.9)     Excess tax benefits      from share-based payment arrangement3.4     -     -            Net cash used in financing activities(584.8)    (348.4)    (138.1)          EFFECT OF EXCHANGE RATES ON CASH(0.1)    (0.5)    0.6     NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 36.6  (10.1) (305.0)CASH AND CASH EQUIVALENTS, BEGINNING34.9     45.0     350.0               CASH AND CASH EQUIVALENTS, ENDING$      71.5     $ 34.9     $      45.0             
See accompanying notes to consolidated financial statements

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Jones Apparel Group, Inc.Notes to Consolidated Financial Statements

**SUMMARY OF ACCOUNTING POLICIES**
*Basis of Presentation   *     The consolidated financialstatements include the accounts of Jones Apparel Group, Inc. and ourwholly-owned subsidiaries. All significant intercompany balances andtransactions have been eliminated. The results of operations of acquiredcompanies are included in our operating results from the respective dates ofacquisition.

        We design, contract for themanufacture of and market a broad range of women's collection sportswear,suits and dresses, casual sportswear and jeanswear for women and children, andwomen's footwear and accessories. We sell our products through a broad arrayof distribution channels, including better specialty and department stores andmass merchandisers, primarily in the United States and Canada. We also operateour own network of luxury, retail and factory outlet stores. In addition, welicense the use of several of our brand names to select manufacturers anddistributors of women's and men's apparel and accessories worldwide.

        The preparation of financialstatements in conformity with accounting principles generally accepted in theUnited States requires management to make estimates and assumptions that affectthe reported amounts of assets and liabilities and disclosure of contingentassets and liabilities at the date of the financial statements and the reportedamounts of revenues and expenses during the reporting period. Actual resultscould differ from these estimates.
*Credit Risk        Financial instruments whichpotentially subject us to concentration of credit risk consist principally oftemporary cash investments and accounts receivable. We place our cash and cashequivalents in investment-grade, short-term debt instruments with high qualityfinancial institutions and the U.S. Government and, by policy, limit the amountof credit exposure in any one financial instrument. We perform ongoing creditevaluations of our customers' financial condition and, generally, require nocollateral from our customers. The allowance for non-collection of accountsreceivable is based upon the expected collectibility of all accounts receivable.

        We also provide credit to certainretail customers through an in-house *Barneys New York* credit cardprogram. We perform ongoing credit reviews of our credit card accounts. Accountsare generally written off automatically after 180 days have passed withoutreceipt of a full scheduled monthly payment and are written off sooner in theevent of bankruptcy or other factors that make collection seem unlikely. Weestimate an allowance for uncollectibility using a model that considers thecurrent aging of the accounts, historical write-off and recovery rates and otherportfolio data. Concentration of credit risk is limited because of the largenumber of credit card accounts.
*Derivative Financial Instruments        Our primary objectives forholding derivative financial instruments are to manage foreign currency andinterest rate risks. We do not use financial instruments for trading or otherspeculative purposes. We have historically used derivative financial instrumentsto hedge both the fair value of recognized assets or liabilities (a "fairvalue" hedge) and the variability of anticipated cash flows of a forecastedtransaction (a "cash flow" hedge). Our strategies related toderivative financial instruments have been:
- the use of foreign currency forward contracts to hedge a portion of    anticipated future short-term inventory purchases to offset the effects of    changes in foreign currency exchange rates (primarily between the U.S.    Dollar and the Canadian Dollar, the Euro and the British Pound);
- the use of interest rate swaps to effectively convert a portion of our    outstanding fixed-rate debt to variable-rate debt to take advantage of lower    interest rates; and

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- the use of treasury rate locks to fix forward the treasury rate component    of a portion of our November 2004 debt offering that was priced based on the    prevailing applicable treasury rate and credit spread at the time the debt    offering was finalized.

        The derivatives we use in our riskmanagement strategies are highly effective hedges because all the critical termsof the derivative instruments match those of the hedged item. On the date thederivative contract is entered into, we designate the derivative as either afair value hedge or a cash flow hedge. Changes in derivative fair values thatare designated as fair value hedges are recognized in earnings as offsets to thechanges in fair value of the related hedged assets and liabilities. Changes inderivative fair values that are designated as cash flow hedges are deferred andrecorded as a component of accumulated other comprehensive income until theassociated hedged transactions impact the income statement, at which time thedeferred gains and losses are reclassified to either cost of sales for inventorypurchases or to SG&A expenses for all other items. Any ineffective portionof a hedging derivative's change in fair value will be immediately recognizedin SG&A expenses. Differentials to be paid or received under interest ratecontracts are recognized in income over the life of the contracts as adjustmentsto interest expense. Gains or losses generated from the early termination ofinterest rate contracts and treasury locks are amortized to earnings over theremaining terms of the contracts as adjustments to interest expense. The fairvalues of the derivatives, which are based on quoted market prices, are reportedas other current assets or accrued expenses and other current liabilities, asappropriate.
*Accounts Receivable        Accounts receivable are reportedat amounts we expect to be collected, net of trade discounts and deductions forco-op advertising normally taken by our customers, allowances we provide to ourretail customers to effectively flow goods through the retail channels, anallowance for non-collection due to the financial position of our customers andcredit card accounts, and an allowance for estimated sales returns.
*Inventories and Cost of Sales        Inventories are valued at thelower of cost or market. Approximately 55%, 28% and 17% of inventories weredetermined by using the FIFO (first in, first out), weighted average cost andretail methods of valuation, respectively, as of December 31, 2006 andapproximately 57%, 30% and 13% of inventories were determined by using the FIFO,weighted average cost and retail methods of valuation, respectively, as ofDecember 31, 2005. We reduce the carrying cost of inventories for obsolete orslow moving items as necessary to properly reflect inventory value. The costelements included in inventory consist of all direct costs of merchandise (netof purchase discounts and vendor allowances), allocated overhead (primarilydesign and indirect production costs), inbound freight and merchandiseacquisition costs such as commissions and import fees.

        Cost of sales includes theinventory cost elements listed above as well as warehouse outbound freight,internally transferred merchandise freight and realized gains or losses onforeign currency forward contracts associated with inventory purchases. Our costof sales may not be comparable to those of other entities, since some entitiesinclude all of the costs associated with their distribution functions in cost ofsales while we include these costs in selling, general and administrativeexpenses.
*Property, Plant, Equipment and Depreciation and Amortization        Property, plant and equipment arerecorded at cost. Depreciation and amortization are computed by thestraight-line method over the estimated useful lives of the assets. Leaseholdimprovements recorded at the inception of a lease are amortized using thestraight-line method over the life of the lease or the useful life of theimprovement, whichever is shorter; for improvements made during the lease term,the amortization period is the shorter of the useful life or the remaining leaseterm (including any renewal periods that are deemed to be reasonably assured).Property under capital leases is amortized over the lives of the respectiveleases or the estimated useful lives of the assets, whichever is shorter.
*Operating Leases        Total rent payments underoperating leases that include scheduled payment increases and rent holidays areamortized on a straight-line basis over the term of the lease. Rent expense onour buildings and retail stores is classified as an SG&A expense and, forcertain stores, includes contingent rents that are based on a percentage ofretail sales over stated levels. Landlord allowances are amortized by thestraight-line method over the original term of the lease as a reduction of rentexpense.

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*Goodwill and Other Intangibles   *     Goodwill represents the excess ofpurchase price over the fair value of net assets acquired in businesscombinations accounted for under the purchase method of accounting. We annuallytest goodwill and other intangibles without determinable lives (primarilytradenames and trademarks) for impairment through the use of independentthird-party appraisals. Other intangibles with determinable lives, includinglicense agreements, are amortized on a straight-line basis over the estimateduseful lives of the assets (currently ranging from three to 31 years).
*Foreign Currency Translation        The financial statements offoreign subsidiaries are translated into U.S. dollars in accordance with SFASNo. 52, "Foreign Currency Translation." Where the functional currencyof a foreign subsidiary is its local currency, balance sheet accounts aretranslated at the current exchange rate and income statement items aretranslated at the average exchange rate for the period. Gains and lossesresulting from translation are accumulated in a separate component ofstockholders' equity. Where the local currency of a foreign subsidiary is notits functional currency, financial statements are translated at either currentor historical exchange rates, as appropriate. These adjustments, along withgains and losses on currency transactions, are reflected in the consolidatedstatements of operations. Net foreign currency losses reflected in theconsolidated statements of operations were $0.4 million, $1.2 million and $1.9million in 2006, 2005 and 2004, respectively.
*Defined Benefit Plans        Our funding policy is to make theminimum annual contributions required by applicable regulations.
*Treasury Stock        Treasury stock is recorded at netacquisition cost. Gains and losses on disposition are recorded as increases ordecreases to additional paid-in capital with losses in excess of previouslyrecorded gains charged directly to retained earnings.
*Revenue Recognition        Wholesale apparel and footwearand accessories sales are recognized either when products are shipped or, incertain situations, upon acceptance by the customer. Retail sales are recordedat the time of register receipt. Allowances for estimated returns are providedwhen sales are recorded primarily by reducing revenues for the total revenuesrelated to estimated returns, with an offsetting reduction to cost of sales forthe cost of the estimated returns. Licensing income is recognized based on thehigher of contractual minimums or sales of licensed products reported by ourlicensees.
*Shipping and Handling Costs        Shipping and handling costsbilled to customers are recorded as revenue. Freight costs associated withshipping goods to customers are recorded as a cost of sales.
*Advertising Expense        We record national advertisingcampaign costs as an expense when the advertising takes place and we expenseadvertising production costs as incurred, net of reimbursements for cooperativeadvertising. Advertising costs associated with our cooperative advertisingprograms are accrued as the related revenues are recognized. Net advertisingexpense was $92.1 million, $80.6 million and $77.6 million in 2006, 2005 and2004, respectively.
*Income Taxes        We use the asset and liabilitymethod of accounting for income taxes. Current tax assets and liabilities arerecognized for the estimated Federal, foreign, state and local income taxespayable or refundable on the tax returns for the current year. Deferred taxassets and liabilities are recognized for the expected future tax consequencesof temporary differences between the financial statement and tax bases of assetsand liabilities using enacted tax rates in effect for the year in which thedifferences are expected to reverse. Deferred income tax provisions are based onthe changes to the respective assets and liabilities from period to period.Valuation allowances are recorded to reduce deferred tax assets when uncertaintyregarding their realizability exists.

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*Earnings per Share*        Basicearnings per share includes no dilution and is computed by dividing incomeavailable to common shareholders by the weighted average number of common sharesoutstanding for the period. Diluted earnings per share reflect, in periods inwhich they have a dilutive effect, the effect of common shares issuable uponexercise of stock options and the conversion of any convertible bonds. Thedifference between reported basic and diluted weighted-average common sharesresults from the assumption that all dilutive stock options outstanding wereexercised and all convertible bonds have been converted into common stock.

        The followingoptions to purchase shares of common stock were outstanding during a portion of2005 and 2004 but were not included in the computation of diluted earnings pershare because the exercise prices of the options were greater than the averagemarket price of the common shares and, therefore, would be antidilutive. For2006, none of the options outstanding were included in the computation ofdiluted earnings per share due to the net loss for the year.
2005      2004      Number of options (in millions) 9.6 3.9Weighted average exercise price $33.57 $37.44
*Stock Options   *     Effective January 1, 2003, weadopted the fair value method of accounting for employee stock options for alloptions granted after December 31, 2002 pursuant to the guidelines contained inSFAS No. 123, "Accounting for Stock-Based Compensation" using the"prospective method" set forth in SFAS No. 148, "Accounting forStock-Based Compensation - Transition and Disclosure." Under this approach,the fair value of the option on the date of grant (as determined by the Black-Scholes-Mertonoption pricing model) is amortized to compensation expense over the option'svesting period. Prior to January 1, 2003, pursuant to a provision in SFAS No.123 we had elected to continue using the intrinsic-value method of accountingfor stock options granted to employees in accordance with Accounting PrinciplesBoard Opinion 25, "Accounting for Stock Issued to Employees."Accordingly, compensation cost for stock options had been measured as theexcess, if any, of the quoted market price of our stock at the date of the grantover the amount the employee must pay to acquire the stock. Under this approach,we had only recognized compensation expense for stock-based awards to employeesfor options granted at below-market prices. The adoption of the fair valuemethod did not have a material effect on our results of operations.

        In December 2004, the FASB issueda revision of SFAS No. 123, "Share-Based Payment" (hereinafterreferred to as "SFAS No. 123R"), which requires that the costresulting from all share-based payment transactions be recognized in thefinancial statements. This Statement establishes fair value as the measurementobjective in accounting for share-based payment arrangements and requires allentities to apply a fair-value-based measurement method in accounting forshare-based payment transactions with employees except for equity instrumentsheld by employee share ownership plans. We adopted SFAS No. 123R on January 1,2006 using the modified prospective application option. As a result, thecompensation cost for the portion of awards we granted before January 1, 2006for which the requisite service had not been rendered and that were outstandingas of January 1, 2006 will be recognized as the remaining requisite service isrendered. In addition, the adoption of SFAS No. 123R required us to change fromrecognizing the effect of forfeitures as they occur to estimating the number ofoutstanding instruments for which the requisite service is not expected to berendered. As a result, we recorded a pretax gain of $3.1 million on January 1,2006, which is reported as a cumulative effect of a change in accountingprinciple. We were also required to change the amortization period for employeeseligible to retire from the period over which the awards vest to the period fromthe grant date to the date the employee is eligible to retire. The adoption ofSFAS No. 123R did not have a material effect on our results of operations or ourfinancial position. Concurrently with the adoption of SFAS No. 123R, we haveshifted the composition of our share-based compensation awards towards the useof restricted shares and away from the use of employee stock options.

        Had we elected to adopt the fairvalue approach of SFAS No. 123 upon its effective date, our net income for 2005and 2004 would have decreased accordingly. Both the stock-based employeecompensation cost included in the determination of net income as reported andthe stock-based employee compensation cost that would have been included in thedetermination of net income if the fair value based method had been

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applied to all awards, as well as the resulting pro forma netincome and earnings per share using the fair value approach, are presented inthe following table. These pro forma amounts may not be representative of futuredisclosures since the estimated fair value of stock options is amortized toexpense over the vesting period, and additional options may be granted in futureyears. For further information, see "Stock Options and RestrictedStock."
Year Ended December 31,        2005      2004      (In millions except per share data)Net income - as reported $      274.3  $      301.8 Add: stock-based employee compensation cost,      net of related tax effects, included in the determination of net income as reported      11.9  10.3 Deduct: stock-based employee compensation cost,      net of related tax effects, that would have been included in the determination of net income      if the fair value-based method had been applied to all awards      (13.1)     (16.9)    Net income - pro forma $ 273.1      $ 295.2     Basic earnings per share        As reported      $2.33  $2.44     Pro forma      $2.32  $2.39 Diluted earnings per share    As reported      $2.30  $2.39           Pro forma      $2.29  $2.34 
*Restricted Stock   *     Compensation cost for restrictedstock is measured as the excess, if any, of the quoted market price of our stockat the date the common stock is issued over the amount the employee must pay toacquire the stock. The compensation cost, net of projected forfeitures, isrecognized over the period between the issue date and the date any restrictionslapse.
*Long-Lived Assets        We review certain long-livedassets for impairment whenever events or changes in circumstances indicate thatthe carrying amount may not be recoverable. In that regard, we assess therecoverability of such assets based upon estimated non-discounted cash flowforecasts. If an asset impairment is identified, the asset is written down tofair value based on discounted cash flow or other fair value measures.
*Cash Equivalents        We consider all highly liquidshort-term investments to be cash equivalents.
*Presentation of Prior Year Data        Certain reclassifications havebeen made to conform prior year data with the current presentation.
*New Accounting Standards        In February 2006, the FASB issuedSFAS No. 155, "Accounting for Certain Hybrid Financial Instruments -anamendment of FASB Statements No. 133 and 140," which simplifies accountingfor certain hybrid financial instruments by permitting fair value remeasurementfor any hybrid instrument that contains an embedded derivative that otherwisewould require bifurcation and eliminates a restriction on the passive derivativeinstruments that a qualifying special-purpose entity may hold. SFAS No. 155 iseffective for all financial instruments acquired, issued or subject to aremeasurement (new basis) event occurring after the beginning of an entity'sfirst fiscal year that begins after September 15, 2006. The adoption of SFAS No.155 will have no impact on our results of operations or our financial position.

        In March 2006, the FASB issuedSFAS No. 156, "Accounting for Servicing of Financial Assets - an amendmentof FASB Statement No. 140," which establishes, among other things, theaccounting for all separately recognized servicing assets and servicingliabilities by requiring that all separately recognized

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servicing assets and servicing liabilities be initially measured at fairvalue, if practicable. SFAS No. 156 is effective as of the beginning of anentity's first fiscal year that begins after September 15, 2006. The adoptionof SFAS No. 156 will have no impact on our results of operations or ourfinancial position.

        In June 2006, the FASB issued FASBInterpretation No. 48 ("FIN 48"), "Accounting for Uncertainty inIncome Taxes - an interpretation of FASB Statement No. 109," whichestablishes that the financial statement effects of a tax position taken orexpected to be taken in a tax return are to be recognized in the financialstatements when it is more likely than not, based on the technical merits, thatthe position will be sustained upon examination. FIN 48 is effective for fiscalyears beginning after December 15, 2006. The adoption of FIN 48 is not expectedto have a material impact on our results of operations or our financialposition.

        In September 2006, the FASB issuedSFAS No. 157, "Fair Value Measurements," which establishes a frameworkfor measuring fair value in generally accepted accounting principles and expandsdisclosures about fair value measurements. SFAS No. 157 defines fair value asthe price that would be received to sell an asset or paid to transfer aliability in an orderly transaction between market participants at themeasurement date. SFAS No. 157 is effective for financial statements issued forfiscal years beginning after November 15, 2007, and interim periods within thosefiscal years. The adoption of SFAS No. 157 is not expected to have a materialimpact on our results of operations or our financial position.

        In September 2006, the FASB issuedSFAS No. 158, "Employers' Accounting for Defined Benefit Pension andOther Postretirement Plans - an amendment of FASB Statements No. 87, 88, 106,and 132(R)," which requires a business entity to recognize the overfundedor underfunded status of a single-employer defined benefit postretirement planas an asset or liability in its statement of financial position and to recognizechanges in that funded status in comprehensive income in the year in which thechanges occur. SFAS No. 158 also requires a business entity to measure thefunded status of a plan as of the date of its year-end statement of financialposition, with limited exceptions. An employer with publicly traded equitysecurities is required to initially recognize the funded status of a definedbenefit postretirement plan and to provide the required disclosures as of theend of the fiscal year ending after December 15, 2006. As our defined benefitpension plans are currently underfunded and benefits are either frozen orincrease only though interest credits, the adoption of SFAS No. 158 did not havea material impact on our results of operations or our financial position.

**ACCOUNTS RECEIVABLE AND SIGNIFICANT CUSTOMERS**
        Accounts receivable consist of thefollowing:
December 31,        2006         2005         (In millions)                 Trade accounts        receivable      $ 398.8             $ 459.1       Credit card receivable      49.1             40.5       Allowances for doubtful        accounts, returns, discounts and co-op advertising      (36.3)            (41.2)        $ 411.6        $ 458.4       
        A significant portion of our salesare to retailers throughout the United States and Canada. We have onesignificant customer in our wholesale apparel and wholesale footwear andaccessories operating segments. Federated Department Stores, Inc. accounted forapproximately 18%, 19% and 25% of consolidated gross revenues for 2006, 2005 and2004, respectively, and accounted for approximately 20% of accounts receivableat December 31, 2006.
**ACQUISITIONS**
        On July 8, 2004, we acquired allthe outstanding shares of Maxwell. Maxwell designs and markets casual and dressfootwear for women and children under multiple brand names, each of which istargeted to a distinct segment of the footwear market. Maxwell markets itsproducts nationwide to national chains,

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department stores and specialty retailers. Maxwell offers footwear for womenin the moderately priced market segment under the *Mootsies Tootsies,**Sam& Libby* and *Dockers Women* brands, in the better market segmentunder the *AK Anne Klein* and *Circa Joan & David* brands and inthe bridge segment under the *Joan and David* and*Albert Nipon*brands. Maxwell also sells moderately priced children's footwear under boththe *Mootsies Tootsies* and *Sam & Libby* brands and licenses the *J.G. Hook* trademark from J. G. Hook, Inc. to source and develop private labelproducts for retailers who require brand identification. Maxwell operates in thewholesale footwear and accessories segment.

        The acquisition of Maxwell wasintended to provide further diversification in our footwear business andstrengthen our positions in both the moderate and children's distributionchannels. We also expect to benefit from the cross-branding opportunities thatexist with our other lines of business.

        The aggregate purchase price was$377.2 million, which included $23.25 per share in cash for each outstandingshare of Maxwell (for a total of $345.8 million) and $24.1 million related toMaxwell's employee stock options. The purchase price was allocated to Maxwell'sassets and liabilities, tangible and intangible (as determined by an independentappraiser), with the excess of the purchase price over the fair value of the netassets acquired of approximately $210.6 million being recorded as goodwill inthe wholesale footwear and accessories segment. The acquired goodwill relatingto Maxwell will not be deductible for tax purposes.

        We assigned $40.3 million of theMaxwell purchase price to intangible assets based on independent, third-partyappraisals. Of this amount, $24.7 million was assigned to registered trademarksthat are not subject to amortization, $1.1 million was assigned to third-partylicense agreements, which had a useful life of approximately 18 months on theacquisition date, and $14.5 million was assigned to existing customer orders,which had a useful life of approximately eight months on the acquisition date.

        On December 20, 2004, we acquired100% of the common stock of Barneys. Barneys is a luxury retailer that providesits customers with a wide variety of merchandise across a broad range of prices,including a diverse selection of *Barneys* branded merchandise. Barneys'preferred arrangements with established and emerging designers, combined withcreative merchandising, store designs and displays, advertising campaigns,publicity events and emphasis on customer service, has positioned it as aleading retailer of men's and women's fashion, cosmetics, jewelry and homefurnishings. Barneys complements its merchandise offerings from designers suchas Giorgio Armani, Manolo Blahnik, Marc Jacobs, Prada, Jil Sander andErmenegildo Zegna with a diverse selection of *Barneys* brandedmerchandise, including ready-to-wear apparel, handbags, shoes, dress shirts,ties and sportswear. *Barneys* branded merchandise is manufactured byindependent third parties according to Barneys' specifications and is ofcomparable quality to the designer merchandise. Barneys operates in the retailsegment.

        As our growth strategy has focusedon diversification to provide a well-balanced portfolio of businesses, theacquisition of Barneys provided additional diversification by introducing a newcompetency in luxury specialty retailing. With an inherent diversified portfoliocomprised of its own brand, as well as numerous other brands from new designersand classic design houses, Barneys provides entry into the high-growth,resilient luxury goods market.

        The aggregate cash purchase pricewas $295.6 million, which included $19.00 for each outstanding share of Barneyscommon stock (for a total of $264.5 million) and $26.7 million related toBarneys' employee stock options, preferred stock and stock warrants. We alsoassumed approximately $106.0 million of Barneys funded debt, $102.2 million ofwhich we subsequently refinanced. The purchase price was allocated to Barneys'assets and liabilities, with the excess of the purchase price over the fairvalue of the net assets acquired of approximately $247.4 million being recordedas goodwill in the retail segment. Of the acquired goodwill relating to Barneys,approximately $83.1 million will be deductible for tax purposes.

        We assigned $67.7 million of theBarneys purchase price to intangible assets based on independent, third-partyappraisals. Of this amount, $42.0 million was assigned to registered trademarksthat are not subject to amortization, $4.0 million was assigned to a third-partylicense agreement, which had a useful life of approximately 31 years on theacquisition date, $1.2 million was assigned to credit cardholder relationships,which had a useful life of approximately 181 months on the acquisition date,$0.2 million was assigned to a customer database, which had a useful life ofapproximately 145 months on the acquisition date, and $20.3

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million was assigned to favorable leases, which had a useful life ofapproximately 158 months on the acquisition date.

**ACCRUED RESTRUCTURING COSTS**
        In connection with theacquisitions of McNaughton, Kasper and Maxwell, we assessed and formulated plansto restructure certain operations of each company. These plans involved theclosure of distribution facilities and certain offices. The objectives of theplans were to eliminate unprofitable or marginally profitable lines of businessand reduce overhead expenses.

        In late 2003, we began to evaluatethe need to broaden global sourcing capabilities to respond to the competitivepricing and global sourcing capabilities of our denim competitors, as thefavorable production costs from non-duty/non-quota countries and the breadth offabric options from Asia began to outweigh the benefits of Mexico's quick turnand superior laundry capabilities. The decision to expand global sourcing,combined with lower projected shipping levels of denim products for 2005, led usto begin a comprehensive review of our denim manufacturing during the fourthquarter of 2004. The result of this review was the development of a plan ofreorganization of our Mexican operations to reduce costs associated with excesscapacity.

        On July 11, 2005, we announcedthat we had completed a comprehensive review of our denim manufacturingoperations located in Mexico. The primary action plan arising from this reviewresulted in the closing of the laundry, assembly and distribution operationslocated in San Luis, Mexico (the "denim restructuring"). Allmanufacturing was consolidated into existing operations in Durango and Torreon,Mexico. A total of 3,170 employees were terminated as a result of the closure.We undertook a number of measures to assist affected employees, includingseverance and benefits packages. As a result of this consolidation, we expectedthat our manufacturing operations would perform more efficiently, therebyimproving our operating performance.

        In connection with the denimrestructuring, we recorded $11.4 million of net pre-tax costs (of which $12.1million was recorded in 2005 and $0.7 million was reversed in 2006), whichincludes $5.1 million of one-time termination benefits, $3.2 million of losseson the sale of property, plant and equipment, $2.2 million of contracttermination costs and $0.9 million of legal and other associated costs. Of theseamounts, $10.1 million were reported as cost of sales and $1.3 million werereported as a selling, general and administrative expense in the wholesalemoderate apparel segment. The restructuring was substantially completed duringthe fiscal quarter ended April 1, 2006.

        In December 2005, we closed ourdistribution center in Bristol, Pennsylvania. A total of 118 employees wereaffected by the closure. We recorded charges of $3.6 million and $0.4 million in2005 and 2006, respectively, related to one-time termination benefits and otheremployee-related matters. These expenses are reported as selling, general andadministrative expenses in the wholesale better apparel segment.

        On May 15, 2006, we announced theclosing of our Secaucus, New Jersey warehouse to reduce excess capacity. Inconnection with the closing, we incurred $2.7 million of one-time terminationbenefits and associated employee costs for 211 employees and $1.6 million forcleanup costs and remaining rent payments. These expenses are reported asselling, general and administrative expenses in the wholesale better apparelsegment. The restructuring was substantially completed in September 2006.

        On May 30, 2006, we announced theclosing of our Stein Mart leased shoe departments, effective January 2007. Inconnection with the closing, we have accrued $1.2 million of one-timetermination benefits and associated employee costs for an estimated 520employees, which is reported as a selling, general and administrative expense inthe retail segment.

        On September 12, 2006, weannounced the closing of certain El Paso, Texas and Mexican operations relatedto the decision by Polo to discontinue the *Polo Jeans Company* productline (the "manufacturing restructuring") , which we produced for Polosubsequent to the sale of the *Polo Jeans Company* business to Polo inFebruary 2006. In connection with the El Paso closing, we expect to incur $4.6million of one-time termination benefits and associated employee costs for anestimated 129 employees and $0.6 million of other

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costs. Of this amount, $2.3 million is reported as a selling, general andadministrative expense and $1.8 million is reported as a cost of sales in thewholesale moderate apparel segment during 2006, and the remaining $1.1 millionwill be accrued on a straight-line basis over the remaining period each employeeis required to render service to receive the benefit. In connection with theMexican closing, we expect to incur $3.0 million of one-time terminationbenefits and associated employee costs for an estimated 1,734 employees and $0.2million of other costs. Of this amount, $2.8 million is reported as cost ofsales in the wholesale moderate apparel segment, and the remaining $0.4 millionwill be recorded during the first fiscal quarter of 2007. In addition, wedetermined the estimated fair value of the property, plant and equipmentemployed in Mexico was less than its carrying value. As a result, we recorded animpairment loss of $8.6 million, which is also reported as cost of sales in thewholesale moderate apparel segment, with the estimated fair value of $5.2million reclassified as assets held for sale and reported as part of prepaidexpenses and other current assets. The closings will be substantially completedby the end of March 2007.

        The accrual of restructuring costsand liabilities, of which $5.1 million is included in accrued expenses and othercurrent liabilities and $1.3 million is included in other noncurrentliabilities, is as follows:
                           (In millions)                  Severance        and other        employee        costs        Closing of  retail        stores and consolidation        of facilities        Denim        restructuring                 Manufacturing restructuring                                            Total        Balance, January 1, 2004$ 6.9       $ 3.7       $  -       $  -       $ 10.6               Net additions16.9       17.4       -       -       34.3               Payments and reductions(17.3)      (3.0)      -       -       (20.3)      Balance, December 31,        20046.5       18.1       -       -       24.6               Net additions (reversals)2.9       (6.5)      9.0       -       5.4               Payments and reductions(6.0)      (9.5)      (6.5)      -       (22.0)      Balance, December 31,        20053.4       2.1       2.5       -       8.0               Net additions (reversals)4.3       1.6       (0.7)      6.9       12.1               Payments and reductions(6.3)      (2.1)      (1.8)      (3.5)      (13.7)      Balance, December 31,        2006$ 1.4       $ 1.6       $ -       $ 3.4       $ 6.4       
        Estimated severance payments andother employee costs of $1.4 million accrued at December 31, 2006 relate to theremaining estimated severance for an estimated 524 employees at locations to beclosed. Employee groups affected (totaling an estimated 988 employees) includeadministrative, warehouse and management personnel at locations closed or to beclosed and retail personnel at the Stein Mart locations to be closed.

        The $4.3 million net addition in2006 represents $2.7 million related to the closing of the Secaucus distributioncenter and $0.4 million of additional severance accruals related to the closingof the Bristol distribution center, which were recorded as selling, general andadministrative expenses in the wholesale better apparel segment, and $1.2million in severance accruals for the Stein Mart locations to be closed, whichwas recorded as a selling, general and administrative expense in the retailsegment.

        The $2.9 million net addition in2005 represents $3.6 million related to the closing of the Bristol facility,which was recorded as a selling, general and administrative expense in thewholesale better apparel segment, offset by $0.6 million of adjustments relatedto severance accruals for the Kasper and Maxwell acquisitions, which wererecorded as reductions of goodwill and $0.1 million related to the closing ofthe Mexican and El Paso production facilities, which was recorded as a reductionof selling, general and administrative expenses in the moderate wholesaleapparel segment.

        The $16.9 million net additionduring 2004 represents severance accruals related to acquisitions, which wasrecorded as an increase to goodwill.

        During 2006, 2005 and 2004, $6.3million, $6.0 million and $17.3 million, respectively, of the accrual wereutilized (relating to partial or full severance and related costs for 729, 165and 231 employees, respectively).

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        The $1.6 million accrued atDecember 31, 2006 for the consolidation of facilities relates to expected coststo be incurred, including lease obligations, for closing certain acquiredfacilities in connection with consolidating their operations into our otherexisting facilities.

        The $1.6 million addition in 2006represents costs related to the closing of the Secaucus distribution center,primarily to return the building to its original condition, which was recordedas a selling, general and administrative expense in the wholesale better apparelsegment.

        The $6.5 million reversal in 2005includes a $1.2 million adjustment related to the closing of a Maxwell facilityand a $5.0 million adjustment related to the closing of a Kasper facility, bothof which were recorded as reductions of goodwill, and a $0.3 million reductionrelated to the final settlement of the remaining lease for a previously-closedNorth Carolina distribution facility, which was recorded as a reduction ofselling, general and administrative expenses in the wholesale better apparelsegment.

        The $17.4 million addition for2004 represents a $15.9 million accrual for the closing of certain Kasper andMaxwell facilities, which was recorded as an increase to goodwill, and a $1.7million lease termination payment related to the prior closing of a NorthCarolina distribution facility offset by a $0.2 million reduction in accrualsrelated to the prior closing of a Canadian facility, both of which were recordedas SG&A expenses in the wholesale better apparel segment.

        The details of the denimrestructuring accruals are as follows:
                           (In millions)                  One-time        termination        benefits        Contract        termination        costs        Other        associated        costs                  Total        denim        restructuring        Balance, January 1, 2005$ -       $ -       $ -       $ -       Additions5.3       2.6       1.1       9.0               Payments and reductions(4.9)      (1.0)      (0.6)      (6.5)      Balance, December 31, 20050.4       1.6       0.5       2.5       Reversals(0.2)      (0.3)      (0.2)      (0.7)              Payments and reductions(0.2)      (1.3)      (0.3)      (1.8)      Balance, December 31,        2006$ -       $ -       $ -       $ -       
        During 2006 and 2005,respectively, $0.2 million and $4.9 million of the termination benefits accrualwere utilized (relating to costs for 18 and 3,098 employees, respectively).

        The details of the manufacturingrestructuring accruals are as follows:
                           (In millions)                  One-time        termination        benefits        Other        associated        costs                  Total        denim        restructuring        Balance, January 1, 2006       $  -       $  -       $  -       Additions6.1       0.8       6.9               Payments and reductions       (3.3)      (0.2)      (3.5)      Balance, December 31,        2006       $ 2.8       $ 0.6       $ 3.4       
        The $3.4 million accrued atDecember 31, 2006 represents $2.8 million of one-time termination benefits foran estimated 99 employees and $0.6 million of legal fees and related costs.During 2006, $3.3 million of the termination benefits reserve was utilized(relating to partial or full severance for 1,703 employees).

        Our plans have not been finalizedin all areas, and additional restructuring costs may result as we continue toevaluate and assess the impact of duplicate responsibilities, warehouses andoffice locations. We do not expect any final adjustments to be material. Anyadditional costs will be charged to operations in the period in which theyoccur.

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**SALE OF *POLO JEANS COMPANY* BUSINESS
        In October 1995, we acquiredan exclusive license to manufacture and market women's shirts, blouses,skirts, jackets, suits, sweaters, pants, vests, coats, outerwear and hats underthe Lauren by Ralph Lauren trademark in the United States, Canada and Mexicopursuant to license and design service agreements with Polo, which were toexpire on December 31, 2006. In May 1998, we acquired an exclusive license tomanufacture and market women's dresses, shirts, blouses, skirts, jackets,suits, sweaters, pants, vests, coats, outerwear and hats under the Ralph byRalph Lauren trademark in the United States, Canada and Mexico pursuant tolicense and design service agreements with Polo. The Ralph License was scheduledto end on December 31, 2003.

        During the course of thediscussions concerning the Ralph License, Polo asserted that the expiration ofthe Ralph License would cause the Lauren License agreements to end on December31, 2003, instead of December 31, 2006. We believed that this was an improperinterpretation and that the expiration of the Ralph License did not cause theLauren License to end.

        On June 3, 2003, we announced thatour discussions with Polo regarding the interpretation of the Lauren License hadreached an impasse and that, as a result, we had filed a complaint in the NewYork State Supreme Court against Polo and its affiliates and our formerPresident, Jackwyn Nemerov. The complaint alleged that Polo breached the LaurenLicense agreements by claiming that the license ends at the end of 2003. Thecomplaint also alleged that Ms. Nemerov breached the confidentiality andnon-compete provisions of her employment agreement with us. Additionally, Polowas alleged to have induced Ms. Nemerov to breach her employment agreement andMs. Nemerov was alleged to have induced Polo to breach the Lauren Licenseagreements. We asked the court to enter a judgment for compensatory damages of$550 million, as well as punitive damages, and to enforce the confidentialityand non-compete provisions of Ms. Nemerov's employment agreement.

        These matters were resolved bysettlement dated January 22, 2006, which closed on February 3, 2006. Inconnection with this settlement, we entered into a Stock Purchase Agreement withPolo and certain of its subsidiaries with respect to the sale to Polo of alloutstanding stock of Sun. We received gross proceeds of $355.0 million inconnection with the sale and the settlement. Sun's assets and liabilities onthe closing date primarily related to the *Polo Jeans Company* business,which Sun operated under long-term license and design agreements entered intowith Polo in 1995. We retained distribution and product development facilitiesin El Paso, Texas, along with certain working capital items, including accountsreceivable and accounts payable. In addition, as part of the agreements, weprovided certain support services to Polo (including manufacturing, distributionand information technology) until January 2007 and we will continue to providecertain financial and administrative functions until March 2007. Service revenuerelated to these agreements recognized in the statement of operations is basedon negotiated monthly amounts according to the terms of the agreements.

        We recorded a pre-tax loss ofapproximately $145.1 million after allocating $356.7 million of goodwill to thebusiness sold and a pre-tax gain of $100.0 million related to the litigationsettlement. Approximately $3.7 million in state and local taxes have beenaccrued related to the litigation settlement, resulting in a combined after taxloss of approximately $48.8 million. The combined loss created federal and statecapital loss carryforwards that we do not expect to be realizable and, as aresult, we increased our deferred tax valuation allowance to offset the deferredtax benefit recorded as a result of the combined loss.

        Long-lived assets included in thesale include $2.0 million of net property, plant and equipment and $5.5 millionof unamortized long-term prepaid marketing expenses. Net sales for the *PoloJeans Company* business, which are reported under the wholesale betterapparel segment, were $24.6 million, $303.5 million and $336.5 million for 2006,2005 and 2004, respectively.

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**PROPERTY, PLANT AND EQUIPMENT**
        Major classes of property, plant and equipment are asfollows:
                  December 31,                          2006                           2005         Useful         lives         (years)        (In millions)                           Land and                                              buildings $ 81.2        $ 95.0               5 - 40         Leasehold                                              improvements 347.5        268.6        1 - 39         Machinery, equipment and software 320.1        294.4               3 - 20         Furniture and                                              fixtures 109.6        95.3               3 - 8         Construction in progress 37.7        31.0               -  896.1       784.3                  Less: accumulated depreciation and amortization511.3       472.2           $ 384.8       $ 312.1       
        Depreciation and amortizationexpense relating to property, plant and equipment (including capitalized leases)was $83.8 million, $81.2 million and $64.0 million in 2006, 2005 and 2004,respectively. At December 31, 2006, we had outstanding commitments ofapproximately $97.3 million relating primarily to the construction or remodelingof retail store locations (net of $19.0 million expected to be recovered throughlandlord construction allowances) and the design and implementation of newcomputer software systems. During 2006, we capitalized approximately $0.5million of interest as part of the cost of major capital projects.

        Included in property, plant andequipment are the following capitalized leases:
                  December 31,                          2006                           2005         Useful         lives         (years)        (In millions)                           Buildings $ 45.9        $ 58.8               15 - 20         Machinery and equipment 10.5        12.3        4 - 5     56.4       71.1               Less: accumulated amortization22.0       29.7       $ 34.4       $ 41.4       **INVENTORIES

         Inventories are summarized as follows:
December 31,        2006         2005         (In millions)                 Raw materials $ 10.4        $ 16.6       Work in process 10.1        17.7       Finished goods 615.8        615.7       $ 636.3       $ 650.0       
**GOODWILL AND OTHER INTANGIBLE ASSETS**
        Goodwill represents the excess ofthe purchase price and related costs over the value assigned to net tangible andidentifiable intangible assets of businesses acquired and accounted for underthe purchase method. Accounting rules require that we test at least annually forpossible goodwill impairment. We perform our test in the fourth quarter of eachyear using a discounted cash flow analysis that requires that certainassumptions and estimates be made regarding industry economic factors and futureprofitability. We

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test for impairment at the operating segment level. As a result of the 2006impairment analysis, we determined that the goodwill balance existing in ourwholesale moderate apparel segment was impaired as a result of continuingdecreases in projected revenues and profitability with respect to our *NortonMcNaughton*, *l.e.i.* and certain other moderate brands as well aschanges in business strategy with respect to our *Norton McNaughton* brand.Accordingly, we recorded an impairment charge of $441.2 million. No otherindication of goodwill impairment was identified.

        The changes in the carrying amountof goodwill for 2005 and 2006, by segment and in total, are as follows:
                      (In millions)           Wholesale          Better          Apparel          Wholesale          Moderate          Apparel          Wholesale          Footwear &          Accessories                                Retail                                Total          Balance, January 1, 2005          $ 400.1                   $ 519.2                   $ 808.8                   $ 396.9                   $ 2,125.0                   Reclassification of Barneys intangible assets and unfavorable leases,          net of tax          -                   -                   -                   (29.3)                  (29.3)                  Net adjustments to purchase price of prior acquisitions          (3.3)                  -                   4.5                   0.4                   1.6          Balance, December 31, 2005          396.8                   519.2                   813.3                   368.0                   2,097.3                   Sale of *Polo Jeans Company* business          (356.7)                  -                   -                   -                   (356.7)                  Impairment          -                   (441.2)                  -                   -                   (441.2)                  Net adjustments to purchase price of prior acquisitions          -                   -                   (0.1)                  -                   (0.1)         Balance, December 31,          2006          $ 40.1                   $ 78.0                   $ 813.2                   $ 368.0                   $ 1,299.3         
        We also perform our annualimpairment test for trademarks during the fourth fiscal quarter of the year. Asa result of continuing decreases in projected revenues for our *NortonMcNaughton* brand, our *Albert Nipon* better apparel brand, our *Westies*and *Sam & Libby* footwear brands and our *Richelieu* costumejewelry brand, we recorded trademark impairment charges of $50.2 million in2006. As a result of similar continuing decreases in projected accessoryrevenues in one of our costume jewelry brands, we recorded a trademarkimpairment charge of $0.2 million in 2004. All trademark impairment charges arereported in the licensing, other and eliminations segment.

        The components of other intangibleassets are as follows:
 December 31,        2006        2005        (In millions)                  Gross         Carrying         Amount                   Accumulated         Amortization                  Gross         Carrying         Amount                   Accumulated         Amortization         Amortized intangible assets            License                                              agreements         $ 64.4               $ 41.3                $ 64.4               $ 37.7           Acquired favorable        leases 20.8        3.7        20.8        1.9           Acquired credit        cardholder relationships 1.2        0.7        1.2        0.4                  Acquired customer database                0.2               0.1                       0.2               0.1                        86.6       45.8       86.6       40.1               Unamortized trademarks       730.8       -               781.0       -              $        817.4       $ 45.8               $ 867.6       $ 40.1       
        Amortization expense forintangible assets subject to amortization was $5.7 million, $8.0 million and$32.6 million for 2006, 2005 and 2004, respectively. Amortization expense forintangible assets subject to amortization for each of the years in the five-yearperiod ending December 31, 2011 is estimated to be $4.4 million in 2007, $4.3million in 2008, $3.8 million in 2009, $3.4 million in 2010 and $3.3 million in2011.

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**FINANCIAL INSTRUMENTS**
        As a result of our globaloperating and financing activities, we are exposed to changes in interest ratesand foreign currency exchange rates which may adversely affect results ofoperations and financial condition. In seeking to minimize the risks and/orcosts associated with such activities, we manage exposure to changes in interestrates and foreign currency exchange rates through our regular operating andfinancing activities and, when deemed appropriate, through the use of derivativefinancial instruments. The instruments eligible for utilization include forward,option and swap agreements. We do not use financial instruments for trading orother speculative purposes.

        At December 31, 2006 and 2005, thefair values of cash and cash equivalents, receivables and accounts payableapproximated carrying values due to the short-term nature of these instruments.The estimated fair values of other financial instruments subject to fair valuedisclosures, determined based on broker quotes or quoted market prices or ratesfor the same or similar instruments, and the related carrying amounts are asfollows:
December 31,          2006         2005        (In millions)Carrying        Amount Fair        ValueCarrying        Amount Fair        Value         Long-term debt, including current portion $ 752.8        $ 694.3        $ 977.5        $ 913.2       Foreign currency exchange contracts, net        asset (liability) 2.3        2.3        (1.9)       (1.9)      
        Financial instruments expose us tocounterparty credit risk for nonperformance and to market risk for changes ininterest and currency rates. We manage exposure to counterparty credit riskthrough specific minimum credit standards, diversification of counterparties andprocedures to monitor the amount of credit exposure. Our financial instrumentcounterparties are substantial investment or commercial banks with significantexperience with such instruments. We also have procedures to monitor the impactof market risk on the fair value and costs of our financial instrumentsconsidering reasonably possible changes in interest and currency rates.

        We are exposed to market riskrelated to changes in foreign currency exchange rates. We have assets andliabilities denominated in certain foreign currencies and purchase products fromforeign suppliers who require payment in funds other than the U.S. Dollar. AtDecember 31, 2006, we had outstanding foreign exchange contracts to exchangeCanadian Dollars for a total of US $27.3 million at a weighted-average exchangerate of 1.1109 through December 2007, US $40.0 million for Euros at aweighted-average exchange rate of 1.2854 through January 2008 and US $0.75million for British Pounds at a weighted-average exchange rate of 1.8520 throughSeptember 2007.

        We recorded amortization of netgains resulting from the termination of interest rate swaps and locks of $2.3million, $6.4 million and $7.8 million during 2006, 2005 and 2004, respectively,as a reduction of interest expense. We reclassified $0.6 million, $1.8 millionand $0.9 million of net losses from foreign currency exchange contracts to costof sales in 2006, 2005 and 2004, respectively. There has been no materialineffectiveness related to our foreign currency exchange contracts as theinstruments are designed to be highly effective in offsetting losses and gainstransactions being hedged. An estimated $2.3 million of existing pre-tax netgains from currency exchange contracts reported in accumulated othercomprehensive income as of December 31, 2006 will be reclassified into cost ofsales in the next 12 months.
**CREDIT FACILITIES**
        At December 31, 2006, we hadcredit agreements with several lending institutions to borrow an aggregateprincipal amount of up to $1.75 billion under Senior Credit Facilities. Thesefacilities, of which the entire amount is available for letters of credit orcash borrowings, provide for a $1.0 billion five-year revolving credit facilitythat expires in June 2009 and a $750.0 million five-year revolving creditfacility that expires in June 2010. At December 31, 2006, $355.7 million wasoutstanding under the credit facility that expires in June 2009

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(comprised of $100.0 million in cash borrowings and $255.7 million inoutstanding letters of credit) and no amounts were outstanding under the creditfacility that expires in June 2010. Borrowings under the Senior CreditFacilities may also be used for working capital and other general corporatepurposes, including permitted acquisitions and stock repurchases. The SeniorCredit Facilities are unsecured and require us to satisfy both a coverage ratioof earnings before interest, taxes, depreciation, amortization and rent tointerest expense plus rents and a net worth maintenance covenant, as well asother restrictions, including (subject to exceptions) limitations on our abilityto incur additional indebtedness, prepay subordinated indebtedness, makeacquisitions, enter into mergers and pay dividends.

        At December 31, 2006, we also hada C$10.0 million unsecured line of credit in Canada, under which C$0.2 millionof letters of credit were outstanding.

        The weighted-average interest ratefor outstanding cash borrowings under our credit facilities was 6.0% and 6.33%at December 31, 2006 and 2005, respectively.

**LONG-TERM DEBT**
        Long-term debt consists of the following:
 December 31,        2006         2005         (In millions)     7.875% Senior Notes due 2006, net of unamortized discount of        $0.1 $  -  $ 224.9 9% Senior Secured Notes due 2008, net of        unamortized discount of $0.2 and $0.4 3.5  3.4 4.250% Senior Notes due        2009, net of unamortized discount of $0.1 and $0.2 249.9  249.8 5.125% Senior Notes due 2014, net of        unamortized discount of $0.2 and $0.2 249.8  249.8 6.125% Senior Notes due        2034, net of        unamortized discount of $0.4 and $0.4 249.6  249.6  752.8       977.5       Less: current portion-       224.9        $ 752.8       $ 752.6       
        Long-term debt maturities for eachof the next five years are $3.8 million in 2008 and $250.0 million in 2009. Allof our notes contain certain covenants, including, among others, restrictions onliens, sale-leaseback transactions and additional secured debt, and pay interestsemiannually. The weighted-average interest rate of our long-term debt was 5.2%and 5.8% at December 31, 2006 and 2005, respectively.

        On August 15, 2005, we redeemed atmaturity all our 8.375% Senior Notes due 2005 for a total payment of $129.6million. On June 15, 2006, we redeemed at maturity all our outstanding 7.875%Senior Notes due 2006 for a total payment of $225.0 million.

**ACCUMULATED OTHER COMPREHENSIVE LOSS**
        Accumulated other comprehensive loss is comprised of thefollowing:
 December 31,        2006         2005         (In millions)     Foreign currency        translation adjustments $         3.9  $         3.2 Minimum pension liability adjustments (11.2) (10.1)Unrealized gains on        hedge contracts 1.4  0.4  $ (5.9)      $ (6.5)      
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**DERIVATIVES**
        SFAS No. 133, "Accounting forDerivative Instruments and Hedging Activities," subsequently amended bySFAS No. 138, "Accounting for Certain Derivative Instruments and CertainHedging Activities" (as amended, hereinafter referred to as "SFAS133"), establishes accounting and reporting standards for derivativeinstruments. Specifically, SFAS 133 requires us to recognize all derivatives aseither assets or liabilities on the balance sheet and to measure thoseinstruments at fair value. Additionally, the fair value adjustments will affecteither stockholders' equity or net income, depending on whether the derivativeinstrument qualifies as a hedge for accounting purposes and, if so, the natureof the hedging activity.

        We use foreign currency forwardcontracts for the specific purpose of hedging the exposure to variability inforecasted cash flows associated primarily with inventory purchases. Theseinstruments are designated as cash flow hedges as the principal terms of theforward exchange contracts are the same as the underlying forecasted foreigncurrency cash flows. Therefore, changes in the fair value of the forwardcontracts should be highly effective in offsetting changes in the expectedforeign currency cash flows, and accordingly, changes in the fair value offorward exchange contracts are recorded in accumulated other comprehensiveincome, net of related tax effects, with the corresponding asset or liabilityrecorded in the balance sheet. Amounts recorded in accumulated othercomprehensive income are reflected in current-period earnings when the hedgedtransaction affects earnings.

        The following summarizes, by majorcurrency, the U.S. Dollar equivalent amount of our foreign currency forwardexchange contracts.
 December 31,        2006        2005        (In millions)                  Notional         Amount                   Fair Value -         Asset                 Notional         Amount                   Fair Value -         (Liability)                 Canadian Dollar - U.S. Dollar         $ 27.3               $ 1.2                $ 11.0               $ (0.2)      U.S. Dollar - Euro 40.0        1.0        37.5        (1.6)      U.S. Dollar - British        Pound         0.7        0.1                1.5        (0.1)             $ 68.0       $        2.3               $ 50.0       $ (1.9)      
        During 2006, no material amountswere reclassified from other comprehensive income to earnings and there was nomaterial ineffectiveness related to our cash flow hedges. If foreign currencyexchange rates or interest rates do not change from their December 31, 2006amounts, we estimate that any reclassifications from other comprehensive incometo earnings within the next 12 months also will not be material. The actualamounts that will be reclassified to earnings over the next 12 months couldvary, however, as a result of changes in market conditions.
**OBLIGATIONS UNDER CAPITAL LEASES**
        Obligations under capital leases consist of the following:
 December 31,        2006         2005         (In millions)                 Warehouses, office facilities and equipment $ 39.9        $ 40.1       Less: current portion 4.1        2.9        Obligations under capital leases - noncurrent$ 35.8       $ 37.2        
        We lease warehouseand office facilities in Bristol, Pennsylvania. Two 15-year net leases run untilMarch and October 2013, respectively, and require minimum annual rent paymentsof $1.3 million and $0.9 million, respectively.

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        In 2003, we entered into asale-leaseback agreement for our Virginia warehouse facility. This transactionresulted in a net gain of $7.5 million that has been deferred and is beingamortized over the lease term, which runs until April 2023 and requires minimumannual rent payments of $2.4 million. The building has been capitalized at $25.6million, which approximates the present value of the minimum lease payments.

        We also lease various equipmentunder two to six-year leases at an aggregate annualized rental of $2.0 million.The equipment has been capitalized at its fair market value of $6.8 million,which approximates the present value of the minimum lease payments.

        The following is a schedule byyear of future minimum lease payments under capital leases, together with thepresent value of the net minimum lease payments as of December 31, 2006:
Year Ending December 31,(In millions)         2007 $ 6.6       2008 6.8       2009 5.2       2010 4.9       2011 4.9               Later years 31.1        Total minimum lease payments 59.5               Less: amount representing interest 19.6       Present value of net minimum lease payments $ 39.9       **COMMON STOCK**
        The Board of Directors hasauthorized several programs to repurchase our common stock from time to time inopen market transactions totaling $1.4 billion. As of December 31, 2006, 49.8million shares had been acquired at a cost of $1.4 billion and there were noamounts remaining under any uncompleted programs. On February 13, 2007, ourBoard of Directors authorized an additional $300 million for future stockrepurchases.

        Our Board of Directors hasauthorized our common stock repurchases as a tax-effective means to enhanceshareholder value and distribute cash to shareholders and, to a lesser extent,to offset the impact of dilution resulting from the issuance of employee stockoptions and shares of restricted stock. We believe that we have sufficientsources of funds to repurchase shares without significantly impacting ourshort-term or long-term liquidity. In authorizing future share repurchaseprograms, our Board of Directors gives careful consideration to both ourprojected cash flows and our existing capital resources.

**COMMITMENTS AND CONTINGENCIES**

        (a) CONTINGENT LIABILITIES. Wehave been named as a defendant in various actions and proceedings, includingactions brought by certain employees whose employment has been terminatedarising from our ordinary business activities. Although the amount of anyliability that could arise with respect to these actions cannot be accuratelypredicted, in our opinion, any such liability will not have a material adverseeffect on our financial position or results of operations.

        (b) ROYALTIES. We have anexclusive license to produce and sell women's footwear under the *DockersWomen* trademark in the United States (including its territories andpossessions) pursuant to an agreement with Levi Strauss & Co. which expiresin December 2008. The agreement provides for payment by us of a percentage ofnet sales against guaranteed minimum royalty and advertising payments as setforth in the agreement. Minimum payments under this agreement amount to $0.7million in each of 2007 and 2008.

        We have an exclusive license toproduce, market and distribute costume jewelry in the United States, Canada,Mexico and Japan under the *Givenchy* trademark pursuant to an agreementwith Givenchy, which expires on December 31, 2008. The agreement provides forthe payment by us of a percentage of net sales against guaranteed minimumroyalty and advertising payments as set forth in the agreement. Minimum paymentsunder this agreement amount to $0.6 million in each of 2007 and 2008.

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 against guaranteed minimumroyalty and advertising payments as set forth in the agreement. Minimum paymentsunder this agreement amount to $0.6 million in each of 2007 and 2008.

        (c) LEASES. Total rent expensecharged to operations for 2006, 2005 and 2004 was as follows.
Year Ended December 31,        2006         2005         2004         (In millions)                         Minimum rent $ 164.1        $ 155.1        $ 127.2       Contingent rent 1.3        0.9        1.9       Less: sublease rent (6.2)       (5.8)       (6.8)       $ 159.2       $ 150.2       $ 122.3       
        The following is a schedule of future minimum rental payments required  under operating leases:
Year Ending December 31,(In millions)        2007$ 155.0       2008141.1       2009131.4       2010119.8       2011106.8               Later years446.7         $ 1,100.8       
        Certain of the leases provide forrenewal options and the payment of real estate taxes and other occupancy costs.Future rental commitments for leases have not been reduced by minimumnon-cancelable sublease rentals aggregating $31.8 million.
**INCOME TAXES**
        The following summarizes the(benefit) provision for income taxes:
Year Ended December 31,        2006         2005         2004         (In millions)                                 Current:                                  Federal $ 71.6        $ 87.4        $ 103.0         State and local 22.3        12.0        16.5         Foreign 6.5        8.8        8.8        100.4       108.2       128.3        Deferred:        Federal       (128.7)       35.8        48.6         State and local       (22.9)       6.6        4.3       
  Foreign   
 (1.2)       0.4        (0.1)      (152.8)      42.8       52.8       (Benefit) provision for income taxes$ (52.4)      $ 151.0       $ 181.1       
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        The total income tax(benefit) provision was recorded as follows:
Year Ended December 31,        2006         2005         2004         (In millions)                                 Included in (loss) income before cumulative effect of change in        accounting principle $ (53.5)       $ 151.0        $ 181.1       Included in cumulative effect of change in        accounting for share-based payments 1.1        -        -        $ (52.4)      $ 151.0       $ 181.1       
        The domestic and foreigncomponents of income (loss) before (benefit) provision for income taxes are asfollows:
Year Ended December 31,        2006         2005         2004         (In millions)                          Included in income (loss) before        cumulative effect of change in accounting principle             United States $(205.4)       $ 413.1        $ 457.1                    Foreign 5.9        12.2        25.8         (199.5)      425.3       482.9        Included in cumulative effect of change in        accounting for share-based payments                    United States 3.1        -        -                           Foreign -        -        -         3.1       -       -        Income (loss) before (benefit) provision        for income taxes                    United States (202.3)       413.1        457.1                           Foreign 5.9        12.2        25.8         $(196.4)      $ 425.3       $ 482.9        
        The (benefit) provision for incometaxes on adjusted historical income differs from the amounts computed byapplying the applicable Federal statutory rates due to the following:
Year Ended December 31,        2006         2005         2004         (In millions)                                  (Benefit) provision for Federal income taxes at the statutory rate $(68.8)       $ 148.9        $ 169.0               State and local income taxes, net of federal benefit (4.9)       12.9        13.6       Foreign income tax        difference (3.7)       (5.8)       0.1       Goodwill impairment 17.1        -        -       Capital loss on sale of        subsidiary (96.4)       -        -       Reversal of prior years federal, state and        foreign income tax        audit accruals (8.6)       (5.7)       -       Valuation allowances 112.4        0.7        -               Other items, net 0.5        -        (1.6)       (Benefit) provision for income taxes$(52.4)      $ 151.0       $ 181.1        
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        We have not provided for U.S.Federal and foreign withholding taxes on $34.2 million of foreign subsidiaries'undistributed earnings as of December 31, 2006. Such earnings are intended to bereinvested indefinitely.

        The following is asummary of the significant components of our deferred tax assets andliabilities:
December 31,        2006         2005         (In millions)                 Deferred tax assets (liabilities):                            Nondeductible accruals and allowances$ 84.3       $ 79.2                   Depreciation 27.3        15.9                   Intangible asset valuation and amortization (115.0)       (253.6)                  Loss and credit carryforwards 118.3        23.6           Amortization of stock-based compensation 15.4        12.5                   Deferred compensation  4.6        4.0                   Inventory valuation  (5.5)       (6.1)                  Inventory overhead  5.7        3.9                   Pension  6.8        6.1                   Other (net)   (1.9)       0.3           Valuation allowances        (112.4)              (9.2)          Net deferred tax asset        (liability)$ 27.6       $ (123.4)      Included in:                        Current assets      $ 70.0       $ 52.5       
    Noncurrent liabilities
(42.4)      (175.9)          Net deferred tax asset        (liability)$ 27.6       $ (123.4)      
        As of December 31, 2006, we hadstate net operating loss carryforwards of $100.2 million which expire through2026. We also had capital loss carryforwards of $303.1 million which expire in2011, and state tax credit carryforwards of $8.0 million, which expire through2026.

        During the fourth fiscal quarterof 2006, favorable resolutions to the 2001 to 2003 federal and various stateincome tax audits resulted in the reversal of $8.6 million of tax accruals.

        We have determined that the $303.1million of capital loss carryforwards expiring in 2011, $12.8 million of statenet operating loss carryforwards expiring in 2007 and $6.2 million of statecredit carryforwards expiring through 2026 may not be utilized; therefore, weestablished valuation allowances of $107.7 million, $0.7 million (net of federaltax benefit) and $4.0 million (net of federal tax benefit) in 2006 related tothe capital loss, state net operating loss and credit carryforwards,respectively.

        During the fourth fiscal quarterof 2003, we determined that the $22.6 million of capital loss carryforwards from2001 may not be utilized; therefore, we established a valuation allowance of$8.5 million as of December 31, 2003. In 2006, the valuation allowance wasreversed as the 2001 capital loss carryforward was unable to be utilized.

        During the fourth fiscal quarterof 2005, we determined that $12.3 million of state net operating losscarryforwards from 2001 may not be utilized; therefore, we established avaluation allowance of $0.7 million (net of federal tax benefit). In 2006, thevaluation allowance was reversed as the 2001 state net operating losscarryforward was unable to be utilized.

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**EARNINGS (LOSS) PER SHARE**Year Ended December 31,        2006         2005         2004         (In millions except per share amounts)                                 Basic                                    Net (loss) income $(144.1)       $ 274.3        $ 301.8           Weighted average common shares outstanding 110.6        118.0        123.6           Basic        (loss) earnings                                            per share $(1.30)       $ 2.33        $ 2.44       Diluted       Net (loss) income $(144.1)       $ 274.3        $ 301.8           Add: interest expense associated with convertible     notes, net of tax benefit       -        -        0.8                  (Loss) income available to common shareholders$(144.1)      $ 274.3       $ 302.6               Weighted average common shares outstanding110.6 118.0 123.6     Effect of dilutive securities:                                  Employee stock options -        1.2        2.2       
    Assumed conversion of                              convertible notes
 -        -        0.7       
        Weighted average common shares and         share equivalents outstanding
110.6       119.2       126.5       Diluted        (loss) earnings per share$(1.30)      $ 2.30       $ 2.39       **STATEMENT OF CASH FLOWS 
Year Ended December 31,        2006         2005         2004         (In millions)                         Detail of acquisitions:                        Fair value of assets acquired $ -        $ 1.1        $ 985.7        Liabilities assumed -        3.0        (279.3)        Cash paid for acquisitions -        4.1        706.4        Cash acquired in acquisitions -        -        (133.1)       Net cash paid                                             for acquisitions$ -       $ 4.1       $ 573.3                 Supplemental disclosures of cash flow information:          Cash paid during the year for:           Interest       $ 61.2  $ 86.0  $ 50.3    Income taxes 135.4  78.6  98.5  Supplemental disclosures of non-cash investing and financing activities:             Equipment acquired through capital lease financing       3.9  0.5  0.3 Tax benefits related to stock-based        employee compensation       3.4  1.3  5.0  Restricted stock issued to employees 20.1  24.9  4.5 
**GAIN ON SALE OF STOCK IN RUBICON RETAIL LIMITED
        On October 12, 2006, MosaicFashions hf ("Mosaic") completed its acquisition of United Kingdomretailer Rubicon Retail Limited ("Rubicon"). As a result of our saleof Nine West's United Kingdom operations in January 2001, we obtained warrantsto purchase stock in Rubicon. These warrants were exercisable only upon a changeof control of Rubicon (including a public offering of Rubicon's shares) and,therefore, had no

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ascertainable value prior to Mosaic's acquisition of Rubicon. Upon thisacquisition, we exercised these outstanding warrants and Mosaic purchased theresulting shares. As a result, we recorded a gain of $17.4 million (net ofassociated costs).

**STOCK OPTIONS AND RESTRICTED STOCK**
        Under two stock option plans, wemay grant stock options and other awards from time to time to key employees,officers, directors, advisors and independent consultants to us or to any of oursubsidiaries. In general, options become exercisable over either a three-year orfive-year period from the grant date and expire 10 years after the date of grantfor options granted on or before May 28, 2003 and seven years after the date ofgrant thereafter. In certain cases for non-employee directors, options becomeexercisable six months after the grant date. Shares available for future optionand restricted stock grants at December 31, 2006 and 2005 totaled 4.1 millionand 4.3 million, respectively. Our policy is to issue new shares upon theexercise of options and to offset these new shares by repurchasing shares in theopen market. We expect to repurchase approximately nine to ten million shares in2007.

        Total compensation cost recordedfor stock-based employee compensation awards (including awards to non-employeedirectors) was $17.9 million, $18.3 million and $16.5 million for 2006, 2005 and2004, respectively. Total compensation cost related to unvested awards not yetrecognized at December 31, 2006 was $21.6 million, which is expected to beamortized over a weighted-average period of approximately 19.5 months. Cashreceived from option exercises for 2006, 2005 and 2004 was $32.4 million, $13.4million and $35.5 million, respectively. The total tax benefit recognized forthe tax deductions from option exercises and the vesting of restricted stock for2006, 2005 and 2004 totaled $20.5 million, $13.9 million and $22.2 million,respectively.

        The following tables summarizeinformation about stock option transactions and related information (options inmillions):
2006        2005        2004                                   Options        Weighted        Average        Exercise        Price                                   Options        Weighted        Average        Exercise        Price                                   Options        Weighted        Average        Exercise        Price        Outstanding, January 1        11.5         $30.91         11.5         $30.19         12.6         $29.64 Granted -        -        1.0        $35.95        0.8        $34.15               Exercised (1.4)       $24.01         (0.6)       $22.88         (1.4)       $25.54               Cancelled (0.5) $35.44  (0.4) $35.07  (0.5) $35.26         Expired (0.2) $39.75  -  -  -  -    Outstanding, December 319.4        $31.43       11.5        $30.91       11.5        $30.19        Exercisable, December 318.5        $30.96       9.6        $30.07       8.7        $29.31        
 
2006         2005         2004         Weighted-average        contractual term (in years) of:                Options outstanding at        end of year       4.2  5.0  5.8            Options exercisable at end of year       4.1  4.8  5.6        Intrinsic value (in        millions) of:                Options outstanding at        end of year       $32.1  $27.8  $77.4            Options exercisable at end of year       31.8  27.6  66.7     Options exercised        during the year       10.4  4.2  14.7              
Fair value (in millions) of options vested during the year
 9.2  22.0  28.5 
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        The fair value of each optionaward is estimated on the date of the grant using the Black-Scholes-Mertonoption pricing model. Expected volatilities are based on historical volatilityof our stock price and implied volatilities from publicly traded options on ourstock. We use historical data to estimate an option's expected life; theexpected life for grants to senior management-level employees and otheremployees are considered separately for valuation purposes. The risk-freeinterest rate input is based on the U.S. Treasury yield curve in effect at thetime of the grant. Compensation cost, net of projected forfeitures, isrecognized on a straight-line basis over the period between the grant andvesting dates, with compensation cost for grants with a graded vesting schedulerecognized on a straight-line basis over the requisite service period for eachseparately vesting portion of the award as if the award was, in substance,multiple awards.

        The following table summarizes theweighted average fair value of options granted and the related weighted averageassumptions used in the Black-Scholes-Merton option pricing model for grantsissued in 2005 and 2004. We did not grant any options in 2006.
Year Ended December 31,        2005         2004         Weighted-average fair value of options at grant date:              Exercise price less than market price       $8.00  $32.93     Exercise price equal to market price       $10.43  $10.77        Assumptions:              Dividends yield       1.02%  1.00%     Expected volatility       30.3%  40.9%     Risk-free interest rate       4.46%  2.87% 
    Expected life (years)
 3.9  4.0 
        Compensation cost for restrictedstock is measured as the excess, if any, of the quoted market price of our stockat the date the common stock is issued over the amount the employee must pay toacquire the stock (which is generally zero). The compensation cost, net ofprojected forfeitures, is recognized over the period between the issue date andthe date any restrictions lapse, with compensation cost for grants with a gradedvesting schedule recognized on a straight-line basis over the requisite serviceperiod for each separately vesting portion of the award as if the award was, insubstance, multiple awards. The restrictions do not affect voting and dividendrights.

        The following tables summarizeinformation about unvested restricted stock transactions (shares in thousands):
2006        2005        2004                                   Shares        Weighted        Average        Fair        Value                                   Shares        Weighted        Average        Fair        Value                                   Shares        Weighted        Average        Fair        Value        Nonvested, January 1        1,092         $34.34         738         $32.67         871         $31.79 Granted 635        $31.72        705        $35.35        126        $35.53               Vested (315)       $31.78         (297)       $31.92         (208)       $30.47               Forfeited (86) $35.69  (54) $34.80  (51) $35.23    Nonvested, December 311,326       $33.61       1,092        $34.34       738        $32.67        
 
2006         2005         2004         Fair value (in millions)        of shares vested during the year       $        10.0  $        9.5  $        6.3 
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        During 2006, 634,927 shares ofrestricted common stock were issued to 131 employees under the 1999 StockIncentive Plan. The restrictions generally lapse on the third anniversary ofissue. The value of this stock based on quoted market values was $20.1 million.

        During 2005, 705,250 shares ofrestricted common stock were issued to 200 employees under the 1999 StockIncentive Plan. The restrictions generally lapse on the third anniversary ofissue. The value of this stock based on quoted market values was $24.9 million.

        During 2004, 126,250 shares ofrestricted common stock were issued to 91 employees under the 1999 StockIncentive Plan. The restrictions generally lapse on one-third of the number ofrestricted shares on each of the first three anniversary dates of issue. Thevalue of this stock based on quoted market values was $4.5 million.

**EMPLOYEE BENEFIT PLANS***Defined Contribution Plans*
        We maintain the Jones ApparelGroup, Inc. Retirement Plan (the "Jones Plan") under Section 401(k) ofthe Internal Revenue Code (the "Code"). Employees not covered by acollective bargaining agreement and meeting certain other requirements areeligible to participate in the Jones Plan. Under the Jones Plan, participantsmay elect to have up to 50% of their salary (subject to limitations imposed bythe Code) deferred and deposited with a qualified trustee, who in turn investsthe money in a variety of investment vehicles as selected by each participant.All employee contributions into the Jones Plan are 100% vested.

        We have elected to make the JonesPlan a "Safe Harbor Plan" under Section 401(k)(12) of the Code. As aresult of this election, we make a fully-vested safe harbor matchingcontribution for all eligible participants amounting to 100% of the first 3% ofthe participant's salary deferred and 50% of the next 2% of salary deferred,subject to maximums set by the Department of the Treasury. We may, at our solediscretion, contribute additional amounts to all employees on a pro rata basis.

        In connection with theacquisitions of Gloria Vanderbilt, Kasper and Barneys, we assumed additionalplans in which certain employees participate.

        Gloria Vanderbilt and Kaspermaintained defined contribution plans under Section 401(k) of the Code. Certainemployees not covered by a collective bargaining agreement and meeting certainother requirements were eligible to participate in these plans. Participantscould elect to have a portion of their salary (subject to limitations imposed bythe Code) deferred and deposited with a qualified trustee, who in turn investedthe money in a variety of investment vehicles as selected by each participant.All employee contributions into these plans were 100% vested. We matched aportion of the participant's contributions subject to maximums set by theDepartment of the Treasury. The Gloria Vanderbilt and Kasper plans were mergedinto the Jones Plan on January 26, 2004 and September 1, 2004, respectively.

        Barneys maintained the Barney'sInc. Retirement Savings Plan under Section 401(a) of the Code. Barneys employeesmeeting certain requirements were eligible to participate in the plan. Under theplan, participants could elect to have up to 13% of their salary (subject tolimitations imposed by the Code) deferred and deposited with a qualifiedtrustee, who in turn invested the money in a variety of investment vehicles asselected by each participant. The plan required Barneys to match 50% of employeecontributions up to 6% of a participant's eligible compensation and to make anon-discretionary contribution of 1.5% of a participant's eligiblecompensation. In addition, Barneys could make a discretionary contribution of upto 4% of a participant's eligible compensation. The Barneys plan was mergedinto the Jones Plan on December 31, 2005.

        Pursuant to certain collectivebargaining agreements, Barneys is also required to make periodic pensioncontributions to union-sponsored multi-employer plans which provide for definedbenefits for certain union members employed by Barneys.

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        We also maintain the Jones ApparelGroup, Inc. Deferred Compensation Plan, a non-qualified defined contributionplan for certain management and other highly compensated employees (a"Rabbi Trust"). Under the plan, participants may elect have up to 90%of their salary and annual bonus deferred and deposited with a qualifiedtrustee, who in turn invests the money in a variety of investment vehicles asselected by each participant. The assets of the Rabbi Trust, consisting ofprimarily debt and equity securities, are recorded at current market prices. Thetrust assets are available to satisfy claims of our general creditors in theevent of bankruptcy. The trust's assets, included in prepaid expenses andother current assets, and the corresponding deferred compensation liability,included in accrued employee compensation and benefits, were $11.9 million and$10.4 million at December 31, 2006 and 2005, respectively. This plan has noeffect on our results of operations.

        We contributed approximately $9.1million, $10.3 million and $8.1 million to our defined contribution plans during2006, 2005 and 2004, respectively.
*Defined Benefit Plans*
        We maintain several definedbenefit plans, including the Pension Plan for Associates of Nine West Group Inc.(the "Cash Balance Plan") and The Napier Company Retirement Plan forcertain associates of Victoria (the "Napier Plan"). The Cash BalancePlan expresses retirement benefits as an account balance which increases eachyear through interest credits. All benefits under the Napier Plan are frozen atthe amounts earned by the participants as of December 31, 1995. Our fundingpolicy is to make the minimum annual contributions required by applicableregulations. We plan to contribute $7.0 million to our defined benefit plans in2007. The measurement date for all plans is December 31. During 2005, weterminated a Canadian benefit plan, purchasing joint and survivor annuities forthe remaining participants.

  

 Obligations and Funded Status
Year Ended December 31,        2006         2005         (In millions)                 Change in        benefit obligation                    Benefit        obligation, beginning of year $ 39.6        $ 40.4           Interest        cost 2.5        2.3                  Actuarial loss 4.2        0.4                  Termination of Canadian benefit plan -        (0.9)          Settlements 1.0        1.2                  Benefits paid (4.0)       (3.8)                  Benefit obligation, end of year 43.3        39.6        Change in        plan assets                    Fair value        of plan assets, beginning of year 25.2        25.6                  Actual return on plan assets 1.9        1.0           Employer        contribution 4.3        3.0           Annuity        purchases related to termination of Canadian benefit plan -        (0.6)          Benefits        paid (4.0)       (3.8)           Fair value        of plan assets, end of year 27.4        25.2        Funded status at end of year $(15.9)       (14.4)                      Unrecognized        net loss N/A        16.2                      Net amount        recognized N/A        $ 1.8                       
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 Amounts Recognized on the Balance Sheet
December 31,        2006         2005         (In millions)                 Noncurrent liabilities $        15.9        N/A       Accrued benefit liability N/A        $ (14.4)      Accumulated other comprehensive        loss N/A        16.2        Net amount recognized N/A        $ 1.8        
 Amounts Recognized in Accumulated Other Comprehensive Loss
December 31,        2006         2005         (In millions)                 Net loss $        18.2        $        16.2       
 Information for Pension Plans with an Accumulated Benefit Obligation inExcess of Plan Assets
December 31,        2006         2005         (In millions)                 Projected benefit        obligation $ 43.3        $ 39.6       Accumulated benefit obligation 43.3        39.6       Fair value of plan        assets 27.4        25.2       
 Components of Net Periodic Benefit Cost and Other Amounts Recognized inOther Comprehensive Income or Loss:
Year Ended December 31,        2006         2005         (In millions)                 Net Periodic        Benefit Cost:   Interest cost $        2.5        $        2.3                 Expected        return on plan assets (1.9)       (2.0)         Settlement costs 1.8        1.9                 Amortization        of net loss 1.3        1.1                 Total net periodic benefit cost 3.7        3.3        Other        Changes in Plan Assets and Benefit Obligations                   Recognized in        Other Comprehensive Income or Loss:                             Net loss 2.0        -       Total        recognized in net periodic benefit cost and other comprehensive income $        5.7        $        3.3        
        The estimated net loss that will be amortized from accumulated othercomprehensive loss into net periodic benefit cost in 2007 is $1.0 million.

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 Assumptions
2006         2005         Weighted-average        assumptions used to determine:                    Benefit        obligations at December 31               Discount rate 6.1%        5.6%                      Expected long-term return on plan assets 7.9%        7.9%                  Net periodic benefit cost for year ended December 31                               Discount rate 5.6%        5.8%                      Expected long-term return on plan assets 7.9%        7.9%       
 Estimated Future Benefit Payments
Year Ending December 31,(In millions)        2007$ 1.7       20081.7       20091.9       20101.8       20111.9               2012 through 201612.0         $ 21.0       
 Plan Assets

         The weighted-average asset allocations at December 31,2006 and 2005 by asset category are as follows:
December 31,        2006         2005         Equity        securities 65%        63%       Debt securities 27%        32%       Other 8%        5%       Total 100%        100%        
        Our plans aredesigned to diversify investments across types of investments and investmentmanagers. Permitted investment vehicles include investment-grade fixed incomesecurities, domestic and foreign equity securities, mutual funds, guaranteedinsurance contracts and real estate, while speculative and derivative investmentvehicles are generally prohibited. The investment managers have full discretionto manage their portion of the investments subject to the objectives andpolicies of the respective plans. The performance of the investment managers isreviewed on a regular basis. The primary objectives are to achieve a rate ofreturn sufficient to meet current and future plan cash requirements and toemphasize long-term growth of principal while avoiding excessive risk andmaintaining fund liquidity. At December 31, 2006, the weighted-average targetallocation percentages for fund investments were 44% fixed income securities,40% U. S. equity securities, 4% real estate and 12% international securities.

        To determinethe overall expected long-term rate-of-return-on-assets assumption, we add anexpected inflation rate to the expected long-term real returns of our variousasset classes, taking into account expected volatility and correlation betweenthe returns of the asset classes as follows: for equities and real estate, ahistorical average arithmetic real return; for government fixed-incomesecurities, current yields on inflation-indexed bonds; and for corporatefixed-income securities, the yield on government fixed-income securities plus ablend of current and historical credit spreads.

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*Other Plans*
        We also maintain the Nine WestGroup Inc. Supplemental Executive Retirement Plan, the Nine West Group Inc.Postretirement Executive Life Plan and the Nine West Group, Inc. PostretirementMedical Plan, none of which have a material effect on our results of operationsor on our financial position. These plans, which are unfunded, were underfundedby $3.0 million at December 31, 2006. Of this amount, $0.3 million is reportedunder accrued expenses and other current liabilities and $2.7 million isreported under other noncurrent liabilities.

**JOINT VENTURES**
        On July 1, 2002, we entered intotwo joint ventures with HCL Technologies Limited ("HCL") to provide uswith computer consulting, programming and associated support services. HCL is aglobal technology and software services company offering a suite of servicestargeted at technology vendors, software product companies and organizations. Wereceived a 49% ownership interest in each joint venture, which operate under thenames HCL Jones Technologies, LLC and HCL Jones Technologies (Bermuda), Ltd.,for a cash contribution of $0.3 million and the transfer of certain software andemployees. HCL received a 51% ownership interest in each company for an initialcash contribution of $1.0 million. HCL has the option to acquire our remainingownership interest at the end of five years through the issuance of HCL equityshares.

        We also have a 50% ownershipinterest in a joint venture with Sutton to operate retail locations inAustralia. We have unconditionally guaranteed up to $7.0 million of borrowingsunder the joint venture's uncommitted credit facility and up to $0.4 millionof presettlement risk associated with foreign exchange transactions. Performanceunder the guarantees is required if the joint venture fails to make a requiredpayment under these facilities when due. Sutton is required to reimburse us for50% of any payments made under these guarantees. At December 31, 2006, theoutstanding balance subject to these guarantees was approximately $0.8 million.

        The results of our joint venturesare reported under the equity method of accounting. The amount of consolidatedretained earnings represented by the undistributed earnings of our jointventures as of December 31, 2006 was $14.0 million.
**BUSINESS SEGMENT AND GEOGRAPHIC AREA INFORMATION**
        We identify operating segmentsbased on, among other things, differences in products sold and the way ourmanagement organizes the components of our business for purposes of allocatingresources and assessing performance. Our operations are comprised of fourreportable segments: wholesale better apparel, wholesale moderate apparel,wholesale footwear and accessories, and retail. Segment revenues are generatedfrom the sale of apparel, footwear and accessories through wholesale channelsand our own retail locations. The wholesale segments include wholesaleoperations with third party department and other retail stores, the retailsegment includes operations by our own stores, and income and expenses relatedto trademarks, licenses and general corporate functions are reported under"licensing, other and eliminations." We define segment profit asoperating income before net interest expense, goodwill impairment charges,equity in earnings of unconsolidated affiliates and income taxes. Summarizedbelow are our revenues, income and total assets by reportable segments.

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(In millions)         Wholesale        Better        Apparel Wholesale        Moderate        ApparelWholesale Footwear &        Accessories                  Retail  Licensing, Other &        Eliminations                  Consolidated         For the year ended December 31, 2006Revenues from  external customers$ 1,127.4 $ 1,142.0   $ 941.1   $ 1,477.9   $ 54.4   $ 4,742.8  Intersegment revenues145.4 3.8 53.9 - (203.1)-  Total revenues1,272.8 1,145.8 995.0 1,477.9  (148.7) 4,742.8  Segment income$        143.1 $        71.8  $        96.8  $        95.0  $ (87.1)319.6  Net interest expense     (54.7)Loss on sale of        Polo Jeans Company business    (45.1)Gain        on sale of stock in Rubicon Retail Limited    17.4 Goodwill        impairment    (441.2) Equity in earnings of unconsolidated affiliates    4.5        Loss        before benefit for income taxes$(199.5)        Depreciation and amortization$        17.0 $        11.2 $        12.7 $        32.2 $        32.1 $        105.2          For the year ended December 31, 2005Revenues from  external customers$ 1,438.2 $ 1,265.2   $ 978.6   $ 1,332.6   $ 59.6   $ 5,074.2  Intersegment revenues144.5 4.6 41.5 - (190.6)-  Total revenues1,582.7 1,269.8 1,020.1 1,332.6  (131.0)5,074.2  Segment income$        166.5 $        89.1  $        141.8  $        122.6  $ (22.8)497.2  Net interest expense     (75.1) Equity in earnings of unconsolidated affiliates    3.2        Income before provision for income taxes$ 425.3         Depreciation and amortization$ 14.9 $ 16.4 $ 10.3 $ 30.9 $ 30.3 $ 102.8          For the year ended December 31, 2004Revenues from  external customers$ 1,493.2 $ 1,315.3   $ 1,002.4   $ 780.3   $ 58.5   $ 4,649.7  Intersegment revenues146.9 13.0 58.3 - (218.2)-  Total revenues1,640.1 1,328.3 1,060.7 780.3  (159.7) 4,649.7  Segment income$        160.1 $        142.6  $        164.2  $        78.4  $ (16.9) 528.4  Net interest expense     (49.3) Equity in earnings of unconsolidated affiliates    3.8        Income before provision for income taxes$ 482.9         Depreciation and amortization$ 24.1 $ 18.0 $ 22.7 $ 11.8 $ 31.1 $ 107.7 Total assets December 31,        2006$        1,307.1 $        877.3 $        1,133.6 $        822.5 $        (353.5)$        3,787.0  December 31, 20051,895.1 1,107.2 1,084.7 790.2 (299.4)4,577.8  December 31,        20041,891.0 1,071.4 1,210.8 742.2 (364.6)4,550.8 
        Revenues from external customers and long-lived assetsexcluding deferred taxes related to operations in the United States and foreigncountries are as follows:
On        or for the Year Ended December 31,        2006         2005         2004         (In millions)                         Revenues from external customers:                          United States $ 4,456.8        $ 4,804.3        $ 4,448.8         Foreign countries 286.0        269.9        200.9       $ 4,742.8       $ 5,074.2       $ 4,649.7       Long-lived assets:                          United States $ 2,504.4        $ 3,265.4        $ 3,217.6         Foreign countries 4.0        28.1        37.0       $ 2,508.4       $ 3,293.5       $ 3,254.6       
**SUPPLEMENTAL PRO FORMA CONDENSED FINANCIAL INFORMATION**
        Certain of our subsidiariesfunction as co-issuers and co-obligors (fully and unconditionallyguaranteed on a joint and several basis) of the outstanding debt of JonesApparel Group, Inc. ("Jones"), including Jones Apparel Group USA, Inc.("Jones USA"), Jones Apparel Group Holdings, Inc. ("JonesHoldings"), Nine West and Jones Retail Corporation ("JonesRetail").

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        The following condensedconsolidating balance sheets, statements of operations and statements of cashflows for the "Issuers" (consisting of Jones and Jones USA, JonesHoldings, Nine West and Jones Retail, which are all our subsidiaries that act asco-issuers and co-obligors) and the "Others" (consisting of all of ourother subsidiaries, excluding all obligor subsidiaries) have been prepared usingthe equity method of accounting in accordance with the requirements forpresentation of such information. Separate financial statements and otherdisclosures concerning Jones are not presented as Jones has no independentoperations or assets. There are no contractual restrictions on distributionsfrom Jones USA, Jones Holdings, Nine West or Jones Retail to Jones.

Condensed Consolidating Balance Sheets(In millions)
December        31, 2006December        31, 2005IssuersOthersEliminationsCons-        olidatedIssuersOthersEliminationsCons-        olidatedASSETSCURRENT        ASSETS:                       Cash and cash equivalents$ 35.0 $ 36.5 $ - $ 71.5 $ 20.3 $ 14.6 $ - $ 34.9 Accounts        receivable - net157.2 254.4 - 411.6 178.8 279.6 - 458.4 Inventories313.6 329.5 (6.8)636.3 282.4 374.6 (7.0)650.0 Prepaid        and refundable income taxes0.5 6.7 (7.2)- 1.5 6.5 (8.0)- Deferred taxes24.3 45.9 (0.2)70.0 17.7 35.6 (0.8)52.5 Prepaid        expenses and other current assets38.9 50.3 - 89.2 45.7 42.8 - 88.5           TOTAL CURRENT ASSETS569.5 723.3 (14.2)1,278.6 546.4 753.7 (15.8)1,284.3   Property,        plant and equipment - net154.6 230.2 - 384.8 133.6 178.5 - 312.1 Due from        affiliates51.8 857.8 (909.6)- 63.5 624.8 (688.3)- Goodwill1,456.2 442.6 (599.5)1,299.3 1,784.3 1,240.5 (927.5)2,097.3 Other        intangibles - net160.6 611.0 - 771.6 166.8 660.7 - 827.5 Investments        in subsidiaries2,275.5 - (2,275.5)- 2,205.2 - (2,205.2)- Other assets28.9 25.8 (2.0)52.7 30.7 27.4 (1.5)56.6 $ 4,697.1 $ 2,890.7 $ (3,800.8)$ 3,787.0 $ 4,930.5 $ 3,485.6 $ (3,838.3)$ 4,577.8 LIABILITIES AND        STOCKHOLDERS' EQUITYCURRENT        LIABILITIES:                       Short-term borrowings$ 100.0 $ - $ - $ 100.0 $ 129.5 $ - $ - $ 129.5 Current        portion of long-term debt and capital lease obligations1.5 2.6 - 4.1 226.6 1.2 - 227.8 Accounts payable154.3 161.2 - 315.5 118.4 138.1 - 256.5 Income        taxes payable16.1 27.1 (30.5)12.7 54.9 17.8 (18.5)54.2 Deferred taxes- 0.2 (0.2)- 0.9 - (0.9)- Accrued        expenses and other current liabilities97.8 85.3 - 183.1 78.5 90.0 - 168.5           TOTAL CURRENT LIABILITIES369.7 276.4 (30.7)615.4 608.8 247.1 (19.4)836.5 NONCURRENT        LIABILITIES:                                     Long-term debt749.3 3.5 - 752.8 749.2 3.4 - 752.6 Obligations        under capital leases11.1 24.7 - 35.8 12.5 24.7 - 37.2 Deferred taxes11.0 20.0 11.4 42.4 10.7 158.0 7.2 175.9 Due to        affiliates857.8 51.8 (909.6)- 624.8 63.5 (688.3)- Other51.1 77.9 - 129.0 38.0 71.2 - 109.2    TOTAL        NONCURRENT LIABILITIES1,680.3 177.9 (898.2)960.0 1,435.2 320.8 (681.1)1,074.9    TOTAL        LIABILITIES2,050.0 454.3 (928.9)1,575.4 2,044.0 567.9 (700.5)1,911.4 STOCKHOLDERS'        EQUITY:Common        stock and additional paid-in capital1,321.5 2,189.6 (2,189.6)1,321.5 1,270.9 2,558.6 (2,558.6)1,270.9 Retained earnings2,661.9 244.7 (680.2)2,226.4 2,646.3 360.0 (580.1)2,426.2 Accumulated        other comprehensive (loss) income(5.9)2.1 (2.1)(5.9)(6.5)(0.9)0.9 (6.5)Treasury stock(1,330.4)- - (1,330.4)(1,024.2)- - (1,024.2)   TOTAL        STOCKHOLDERS' EQUITY2,647.1 2,436.4 (2,871.9)2,211.6 2,886.5 2,917.7(3,137.8)2,666.4 $ 4,697.1 $ 2,890.7 $ (3,800.8)$ 3,787.0 $ 4,930.5 $ 3,485.6 $ (3,838.3)$ 4,577.8 
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Condensed Consolidating Statements of Operations (In millions)
Year Ended        December 31, 2006Issuers Others Elim-         inations Cons-         olidated Net sales$        2,357.2 $        2,381.4 $        (68.7)$        4,669.9 Licensing        income (net)0.1 51.7 - 51.8 Service        and other revenue2.8 18.3 - 21.1 Total        revenues2,360.1 2,451.4 (68.7)4,742.8 Cost of goods        sold1,461.7 1,622.6 (53.0)3,031.3 Gross profit898.4 828.8 (15.7)1,711.5 Selling,        general and administrative expenses865.4 489.4 (13.1)1,341.7 Loss on sale of        Polo Jeans Company business22.8 22.3 - 45.1 Trademark        impairments6.2 44.0 - 50.2 Goodwill        impairment- 441.2 - 441.2 Operating        income (loss)4.0 (168.1)(2.6)(166.7)Net interest        expense and financing costs64.9 (10.2)- 54.7 Gain on sale of        stock in Rubicon Retail Limited17.4 - - 17.4 Equity        in earnings of unconsolidated affiliates0.5 4.5 (0.5)4.5 Loss        before benefit for income taxes and equity in earnings of subsidiaries(43.0)(153.4)(3.1)(199.5)Benefit for        income taxes(5.2)(39.2)(9.1)(53.5)Equity        in earnings of subsidiaries107.2 - (107.2)- Income (loss)        before cumulative effect of change in accounting principle69.4 (114.2)(101.2)(146.0)Cumulative        effect of change in accounting for share-based payments, net of tax1.9 - - 1.9 Net        income (loss)$        71.3 $(114.2)$        (101.2)$(144.1)
 
Year        Ended December 31, 2005Issuers Others Eliminations Consolidated Net sales$        2,380.9 $        2,708.5 $        (74.8)$        5,014.6 Licensing        income (net)0.1 59.5 - 59.6 Total        revenues2,381.0 2,768.0 (74.8)5,074.2 Cost of goods        sold1,464.0 1,835.0 (55.2)3,243.8 Gross profit917.0 933.0 (19.6)1,830.4 Selling,        general and administrative expenses797.3 551.7 (15.8)1,333.2 Operating        income119.7 381.3 (3.8)497.2 Net interest        expense (income) and financing costs80.6 (5.5)- 75.1 Equity        in earnings of unconsolidated affiliates0.5 1.8 0.9 3.2 Income        before provision for income taxes and equity in earnings of subsidiaries39.6 388.6 (2.9)425.3 Provision for        income taxes18.2 134.3 (1.5)151.0 Equity        in earnings of subsidiaries253.0 - (253.0)- Net        income$        274.4 $        254.3 $        (254.4)$        274.3 
 
Year Ended        December 31, 2004Issuers Others Elim-         inations Cons-         olidated Net sales$        2,302.2 $        2,379.8 $        (89.4)$        4,592.6 Licensing        income (net)0.1 57.0 - 57.1 Total        revenues2,302.3 2,436.8 (89.4)4,649.7 Cost of goods        sold1,363.6 1,648.5 (67.7)2,944.4 Gross profit938.7 788.3 (21.7)1,705.3 Selling,        general and administrative expenses793.7 396.9 (13.9)1,176.7 Trademark        impairment- 0.2 - 0.2 Operating        income145.0 391.2 (7.8)528.4 Net interest        expense (income) and financing costs54.6 (5.3)- 49.3 Equity        in earnings of unconsolidated affiliates1.8 3.0 (1.0)3.8 Income        before provision for income taxes and equity in earnings of subsidiaries92.2 399.5 (8.8)482.9 Provision for        income taxes44.3 137.7 (0.9)181.1 Equity        in earnings of subsidiaries246.3 - (246.3)- Net        income$        294.2 $        261.8 $        (254.2)$        301.8 
 

Condensed Consolidating Statements of Cash Flows(In millions)
Year        Ended December 31, 2006Issuers Others Eliminations Consolidated Net cash        provided by operating activities$        297.5 $        127.4 $        (1.0)$        423.9   Cash flows from        investing activities Net        proceeds from sale of Polo Jeans Company business344.1 6.5 - 350.6 Capital expenditures(62.1)(108.4)- (170.5)Net cash        received from sale of stock in Rubicon Retail Limited17.4 - - 17.4  Proceeds from sales of        property, plant and equipment0.1 - - 0.1 Net cash provided by (used in) investing activities299.5 (101.9)- 197.6  Cash        flows from financing activities    Repurchase of Senior Notes(225.0)- - (225.0) Net repayment under credit facilities(29.5)- - (29.5)Purchases of treasury stock(306.2)- - (306.2)Proceeds        from exercise of employee stock options32.4 - - 32.4 Dividends paid(55.7)(1.0)1.0 (55.7)Excess tax benefits from        share-based payment arrangements3.4 - - 3.4 Other        items(1.7)(2.5)- (4.2)Net cash        used in financing activities(582.3)(3.5)1.0 (584.8) Effect        of exchange rates on cash- (0.1)- (0.1)Net        increase cash and cash equivalents14.7 21.9 - 36.6 Cash and cash        equivalents, beginning20.3 14.6 - 34.9  Cash and cash        equivalents, ending$ 35.0 $ 36.5 $         - $ 71.5  
  
Year        Ended December 31, 2005Issuers Others Eliminations Consolidated Net cash        provided by operating activities$        394.3 $        43.8 $        (10.7)$        427.4   Cash flows from        investing activities Payments        for acquisitions, net of cash acquired(4.1)- - (4.1)Capital expenditures(35.7)(51.8)- (87.5)Acquisition        of intangibles- (0.1)- (0.1) Proceeds from sales of        property, plant and equipment0.3 3.3 - 3.6 Other- (0.5)- (0.5)Net cash        used in investing activities(39.5)(49.1)- (88.6) Cash        flows from financing activities    Repurchase of Senior Notes(129.6)- - (129.6) Net        borrowing under credit facilities60.3 - - 60.3 Purchases of treasury stock(235.2)- - (235.2)Proceeds        from exercise of employee stock options13.4 - - 13.4 Dividends paid(52.3)(10.7)10.7 (52.3)Other        items(3.4)(1.6)- (5.0)Net cash        used in financing activities(346.8)(12.3)10.7 (348.4) Effect        of exchange rates on cash- (0.5)- (0.5)Net        increase (decrease) in cash and cash equivalents8.0 (18.1)- (10.1)Cash and cash        equivalents, beginning12.3 32.7 - 45.0  Cash and cash        equivalents, ending$        20.3 $        14.6 $         - $        34.9  
 
Year        Ended December 31, 2004Issuers Others Eliminations Consolidated Net cash        provided by operating activities$        336.8 $        125.1 $         - $        461.9   Cash flows from        investing activities Payments        for acquisitions, net of cash acquired(573.3)- - (573.3)Capital expenditures(28.8)(27.8)- (56.6)Acquisition        of intangibles(1.2)- - (1.2) Proceeds from sales of        property, plant and equipment0.1 1.6 - 1.7  Net cash used in investing        activities(603.2)(26.2)- (629.4)  Cash flows from        financing activitiesIssuance        of Senior Notes, net743.5 - - 743.5 Repurchase of Senior Notes(621.6)(112.7)- (734.3) Net        borrowing under credit facilities69.2 - - 69.2 Purchases of treasury stock(201.5)- - (201.5)Proceeds        from exercise of employee stock options35.5 - - 35.5 Dividends paid(44.8)- - (44.8)Other        items(3.6)(2.1)- (5.7)Net cash        used in financing activities(23.3)(114.8)- (138.1) Effect        of exchange rates on cash- 0.6 - 0.6 Net        decrease in cash and cash equivalents(289.7)(15.3)- (305.0)Cash and cash        equivalents, beginning302.0 48.0 - 350.0  Cash and cash        equivalents, ending$        12.3 $        32.7 $         - $        45.0  
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**UNAUDITED CONSOLIDATED FINANCIAL INFORMATION**
        Unaudited interim consolidated financial information for thetwo years ended December 31, 2006 is summarized as follows:
(In millions except per share data)        FirstQuarter        SecondQuarter        ThirdQuarter        FourthQuarter        2006                                Net sales $ 1,200.2       $ 1,059.7       $ 1,221.6       $ 1,188.4        Total revenues 1,215.3       1,074.1       1,241.0       1,212.5       Gross profit 450.3       406.4       446.0       408.9        Operating income (loss) 85.6       69.8       111.9       (434.0)      Income (loss) before cumulative effect of        change in accounting principle 23.9       36.6       63.0       (269.5)       Net income (loss) 25.8       36.6       63.0       (269.5)      Basic earnings (loss) per share before        cumulative effect of change in accounting principle $0.21       $0.33       $0.57       $(2.51)       Diluted earnings (loss)        per share before cumulative effect of change in accounting principle $0.22       $0.32       $0.56       $(2.51)       Basic earnings (loss) per share $0.23       $0.33       $0.57       $(2.51)      Diluted earnings (loss) per share $0.22       $0.32       $0.56       $(2.51)       Dividends declared per share $0.12       $0.12       $0.12       $0.14                                                 2005 Net sales $ 1,335.1       $ 1,165.4       $ 1,312.6       $ 1,201.6       Total revenues 1,349.3       1,176.4       1,327.5       1,221.0        Gross profit 498.7       434.5       461.4       435.7       Operating income 158.3       105.4       139.6       93.8        Net income 87.0       54.8       76.8       55.7       Basic earnings per share $0.72       $0.46       $0.66       $0.48        Diluted earnings per share $0.71       $0.46       $0.65       $0.48        Dividends declared per share $0.10       $0.10       $0.12       $0.12       
*Quarterly figures may not add to full yeardue to rounding.*

**ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ONACCOUNTING AND FINANCIAL DISCLOSURE**
        Not Applicable.

 

**ITEM 9A. CONTROLS AND PROCEDURES**
        As required by Exchange Act Rule13a-15(b), we carried out an evaluation, under the supervision and with theparticipation of our President and Chief Executive Officer and our ChiefFinancial Officer, of the effectiveness of the design and operation of ourdisclosure controls and procedures as of the end of the period covered by thisreport.

        The purpose of disclosure controlsis to ensure that information required to be disclosed in our reports filed withthe SEC is recorded, processed, summarized and reported within the time periodsspecified in the SEC's rules and forms. Disclosure controls are also designedwith the objective of ensuring that such information is accumulated andcommunicated to our management, including our President and Chief ExecutiveOfficer and our Chief Financial Officer, to allow timely decisions regardingrequired disclosure. The purpose of internal controls is to provide reasonableassurance that our transactions are properly authorized, our assets aresafeguarded against unauthorized or improper use and our transactions areproperly recorded and reported to permit the preparation of our financialstatements in conformity with generally accepted accounting principles.

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        Our management does not expectthat our disclosure controls or our internal controls will prevent all error andall fraud. A control system, no matter how well conceived and operated, canprovide only reasonable rather than absolute assurance that the objectives ofthe control system are met. The design of a control system must also reflect thefact that there are resource constraints, with the benefits of controlsconsidered relative to their costs. Because of the inherent limitations in allcontrol systems, no evaluation of controls can provide absolute assurance thatall control issues and instances of fraud (if any) within the company have beendetected. These inherent limitations include the realities that judgments indecision-making can be faulty and that simple errors or mistakes can occur.Controls can also be circumvented by the individual acts of some persons, bycollusion of two or more people, or by management override of the control. Thedesign of any system of controls also is based in part upon certain assumptionsabout the likelihood of future events, and there can be no assurance that anydesign will succeed in achieving its stated goals under all potential futureconditions; over time, controls may become inadequate because of changes inconditions, or the degree of compliance with the policies or procedures maydeteriorate. Because of the inherent limitations in a cost-effective controlsystem, misstatements due to error or fraud may occur and not be detected.

        Our internal controls areevaluated on an ongoing basis by our Internal Audit department and co-sourcingpartner Deloitte & Touche, LLP, by other personnel in our organization andby our independent auditors in connection with their audit and reviewactivities. The overall goals of these various evaluation activities are tomonitor our disclosure and internal controls and to make modifications asnecessary, as disclosure and internal controls are intended to be dynamicsystems that change (including improvements and corrections) as conditionswarrant. Part of this evaluation is to determine whether there were anysignificant deficiencies or material weaknesses in our internal controls, orwhether we had identified any acts of fraud involving personnel who have asignificant role in the our internal controls. Significant deficiencies arecontrol issues that could have a significant adverse effect on the ability torecord, process, summarize and report financial data in the financialstatements; material weaknesses are particularly serious conditions where theinternal control does not reduce to a relatively low level the risk thatmisstatements caused by error or fraud may occur in amounts that would bematerial in relation to the financial statements and not be detected within atimely period by employees in the normal course of performing their assignedfunctions.

        Based upon this evaluation, ourPresident and Chief Executive Officer and our Chief Financial Officer concludedthat both our disclosure controls and procedures and our internal controls andprocedures are effective at the reasonable assurance level in timely alertingthem to material information required to be included in our periodic SEC filingsand that information required to be disclosed by us in these periodic filings isrecorded, processed, summarized and reported within the time periods specifiedin the SEC's rules and forms and that our internal controls are effective toprovide reasonable assurance that our financial statements are fairly presentedin conformity with generally accepted accounting principles.

        We have made changes to ourinternal controls and procedures over financial reporting to address theimplementation of SAP, an enterprise resource planning ("ERP") system,that occurred during the fourth quarter of 2006. We began the process ofimplementing SAP throughout Jones Apparel Group, Inc. and our consolidatedsubsidiaries. SAP will integrate our operational and financial systems andexpand the functionality of our financial reporting processes. During the fourthfiscal quarter of 2006, the *Gloria Vanderbilt, Norton McNaughton* and *MissErika* businesses were converted to this system. We have adequatelycontrolled the transition to the new processes and controls, with no negativeimpact to our internal control environment. We expect to roll out theimplementation of this system to all locations over a multi-year period. As thephased roll out occurs, we will experience changes in internal control overfinancial reporting each quarter. We expect this ERP system to further advanceour control environment by automating manual processes, improving managementvisibility and standardizing processes as its full capabilities are utilized.
*Management's Annual Report on Internal Control Over Financial Reporting*
        Management's report on InternalControl Over Financial reporting appears on page 46. Our independent registeredpublic accounting firm, BDO Seidman, LLP, has issued a report on our assessmentof our internal control over financial reporting. The report on the audit of internal controlover financial reporting appears on page 47.

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**PART III**

**ITEM 10. DIRECTORS AND EXECUTIVE OFFICERS OF THE REGISTRANTAND CORPORATE GOVERNANCE**
*Executive Officers*
        Certain information concerning ourexecutive officers is contained in the discussion entitled "ExecutiveOfficers of the Registrant" in Part I of our Form 10-K filed with the SECon February 26, 2007.

        By letter dated March 23, 2007,Efthimios P. Sotos gave notice of his resignation from his position as our ChiefFinancial Officer. His employment with us ended on March 27, 2007. On March 26,2007, Wesley R. Card was appointed as our Chief Financial Officer. Mr. Cardcurrently serves as our Chief Operating and Financial Officer.
*Board of Directors*
        The Board of Directors consists of11 directors. All of the directors other than Frits D. van Paasschen werepreviously elected by stockholders at the 2006 Annual Meeting of Stockholders.Mr. van Paasschen joined the Board on November 30, 2006. He was identified tothe Nominating/Corporate Governance Committee of the Board as a candidate by athird party search firm.

        Pursuant to the terms of theamended and restated employment agreement which we entered into with PeterBoneparth on March 11, 2002, we have agreed to include Mr. Boneparth as anominee for our Board of Directors and to recommend that stockholders vote infavor of his election to the Board of Directors, for so long as Mr. Boneparth isemployed by us under the employment agreement. Mr. Boneparth's agreement willexpire on March 31, 2009.

        The following information as toour directors, as of April 27, 2007, is based upon our records and informationfurnished to us by the directors.
NameAgeOther Positions with Jones        and Principal OccupationHas served as        director since        Peter Boneparth47        President and Chief Executive Officer2001        Sidney Kimmel79        Chairman        1975        Howard Gittis73Vice Chairman and Chief Administrative Officer of        MacAndrews & Forbes Holdings Inc.        1992Anthony F. Scarpa64Retired Senior Vice President/Division Executive,        JPMorgan Chase Bank2001        Matthew H. Kamens55        Attorney2001        J. Robert Kerrey63        President of The New School        2002        Ann N. Reese54        Executive Director, Center for Adoption Policy 2003        Gerald C. Crotty55        President of Weichert Enterprise LLC2005        Lowell W. Robinson58Chief Financial Officer and Chief Administrative Officer        of MIVA, Inc.2005Allen I. Questrom67Retired Chairman and Chief Executive Officer of J.C.        Penney Company, Inc.2005Frits D. van Paasschen46President and Chief Executive Officer of Coors Brewing        CompanyNovember 2006
        Mr. Boneparth was named Presidentin March 2002 and Chief Executive Officer in May 2002. He has been ChiefExecutive Officer of McNaughton since June 1999, President of McNaughton fromApril 1997 until January 2002, and Chief Operating Officer of McNaughton from1997 until its acquisition by us.

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        Mr. Kimmel founded the JonesApparel Division of W.R. Grace & Co. in 1970. Mr. Kimmel has served as ourChairman since 1975 and as Chief Executive Officer from 1975 to May 2002.

        Mr. Gittis has been Vice Chairmanand Chief Administrative Officer and a director of MacAndrews & ForbesHoldings Inc., a diversified holding company, and various affiliates, since July1985. In addition, Mr. Gittis is a director of M & F Worldwide Corp.,Revlon, Inc. and Scientific Games Corporation.

        Mr. Scarpa served as Senior VicePresident and Division Executive of JPMorgan Chase Bank from 1985 until hisretirement in December 2000.

        Mr. Kamens is employed by Mr.Kimmel as a lawyer and personal advisor. He is also Of Counsel to the law firmof Wolf, Block, Schorr and Solis-Cohen LLP, where he served as its Chairman from1995 to 2001.

        Mr. Kerrey has served as thePresident of The New School in New York City since January 2001. From 1988 to2000, he served as United States Senator from Nebraska. During that period, hewas a member of numerous congressionally-chartered commissions and Senatecommittees, including the Senate Finance and Appropriations Committees and theSenate Select Committee on Intelligence. Prior to that time, he served asGovernor of Nebraska from 1982 to 1987. Mr. Kerrey also serves on the Board ofDirectors of Tenet Healthcare Corporation and Genworth Financial, Inc.

        Ms. Reese co-founded the Centerfor Adoption Policy in New York in 2001 and is currently its Executive Director.Prior to co-founding the Center, Ms. Reese served as a principal with Clayton,Dubilier & Rice, a private equity investment firm, from 1999 to 2000, and asExecutive Vice President and Chief Financial Officer of ITT Corporation from1995 to 1998. Ms. Reese also serves on the Board of Directors of XeroxCorporation, Sears Holdings Corporation and Merrill Lynch & Co., Inc.

        Mr. Crotty has served as Presidentof Weichert Enterprise LLC, a private equity investment firm, since 2001. Hepreviously served as Chairman of Excelsior Ventures Management LLC from 1999 to2001. From 1991 to 1998, he held various executive positions with ITTCorporation and its affiliates, including President and Chief Operating Officerof ITT Consumer Financial Corporation and Chairman, President and ChiefExecutive Officer of ITT Information Services. Prior to that time, he served asboth Counsel, and then later as Secretary, to the Governor of New York State.Mr. Crotty serves on the Board of Trustees of AXA Enterprise Multimanager FundsTrust and AXA Premier VIP Trust and on the Board of Directors of AccessIntegrated Technologies, Inc.

        Mr. Robinson has served as theChief Financial Officer and Chief Administrative Officer of MIVA, Inc., anonline advertising network, since December 2006. He previously served as thePresident of LWR Advisors from 2004 to 2006, as Special Counsel (and InterimChief Financial Officer) to the President of Polytechnic University from 2002 to2004 and as Chairman of the Audit Committee and Special Independent Committee ofthe Board of Edison Schools from 2002 to 2003. Previously, he held seniorfinancial positions at ADVO Inc., Kraft Foods, Inc., HotJobs.com and CitigroupInc. Mr. Robinson also serves on the Board of Directors of International WireGroup, Inc. and on the Board of Trustees of Diversified Investment Advisors, aregistered investment advisory firm which is an affiliate of AEGON N.V.

        Mr. Questrom was Chairman andChief Executive Officer of J.C. Penney Company, Inc. from September 2000 untilJanuary 2005. Previously he was the Chief Executive Officer at Barneys New York,Inc., Federated Department Stores, Inc. and Neiman Marcus. He is also a memberof the Board of Directors of Sotheby's Holdings, Inc.

        Mr. van Paasschen has been thePresident and Chief Executive Officer of Coors Brewing Company since 2005. From1998 to 2004, he held several senior positions with Nike, Inc., includingCorporate Vice President/General Manager Europe, Middle East and Africa from2000 to 2004. From 1995 to 1997, he served as Vice President, Finance andPlanning of Disney Consumer Products. Prior to that time, Mr. van Paasschen held various management positions with Boston Consulting Group, First CallCorporation, Goldman, Sachs & Co. and McKinsey & Company. Mr. vanPaasschen also serves on the Board of Directors of Oakley, Inc.

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*Audit Committee*
        The Board of Directors maintains astanding Audit Committee. The Audit Committee has been established in accordancewith Section 3(a)(58)A of the Securities Exchange Act of 1934, as amended, andis currently comprised of Mr. Robinson (Chair), Ms. Reese and Mr. Scarpa.

        The Audit Committee assists theBoard in oversight of (1) the integrity of our financial statements, (2) ourindependent registered public accountants' qualifications and independence,(3) the performance of our internal audit function and independent registeredpublic accountants and (4) our compliance with legal and regulatoryrequirements. In addition, the Committee renders its report for inclusion in ourannual proxy statement.

        The Audit Committee is alsoresponsible for retaining (subject to stockholder approval), evaluating and, ifit deems appropriate, terminating our independent registered public accountants.

        The Audit Committee has theauthority to obtain advice and assistance from, and receive appropriate fundingfrom us for, outside legal, accounting or other advisors as the Audit Committeedeems necessary to carry out its duties. Each of the current members of theAudit Committee meets the enhanced standards for the independence of auditcommittee members under SEC rules and New York Stock Exchange listing standards,and is financially literate, as required of audit committee members by the NewYork Stock Exchange. The Board has determined that Ann N. Reese and Lowell W.Robinson are audit committee financial experts.
*Code of Business Conduct and Ethics*
        We have adopted a Code of BusinessConduct and Ethics and a Code of Ethics for Senior Executive and FinancialOfficers, which applies to our Chief Executive Officer, Chief Financial Officer,Controller and other personnel performing similar functions. Both codes areposted on our website, www.jny.com under the "Our Company - CorporateGovernance" caption. We intend to make all required disclosures regardingany amendment to, or a waiver of, a provision of the Code of Ethics for SeniorExecutive and Financial Officers by posting such information on our website.
*Section 16(a) Beneficial Ownership Reporting Compliance*
        Section 16(a) of the SecuritiesExchange Act of 1934 requires our directors, executive officers, and persons whobeneficially own more than ten percent of a registered class of our equitysecurities to file with the SEC and the New York Stock Exchange, and to furnishus with copies of, reports of ownership and changes in ownership of our commonstock. Based on a review of our records and written representations of ourdirectors and executive officers, all Section 16(a) reports for 2006 were filedon a timely basis, except that a Form 4 reporting the forfeiture of certainshares of restricted stock held by Anita Britt resulting from the termination ofher employment as an executive officer of Jones on March 6, 2006 was filed onMarch 9, 2006; if the forfeiture was deemed to occur simultaneously with, ratherthan following, her termination of service, such filing was one day late.

 

**ITEM 11. EXECUTIVE COMPENSATION**

*Compensation Committee*
        The Board of Directors maintains a standing Compensation Committee. TheCompensation Committee assists the Board in discharging its responsibilitiesrelating to compensation of our Chief Executive Officer and other executives inlight of such factors as our compensation philosophy, competitive practices andsuch other factors as the Committee deems appropriate. The CompensationCommittee recommends to the Board the compensation of directors.

        The Committee has retained anindependent consultant, Mercer Human Resource Consulting, to assist theCommittee in fulfilling its responsibilities. The independent consultant reportsdirectly to the Compensation Committee.

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        The Compensation Committee'sprocess includes executive sessions where the Committee meets alone, or with itsconsultant or other advisors, without the presence of management. The Committeehas exclusive authority to determine the compensation of our named executiveofficers, as well as to make equity grants to other executives who are subjectto Section 16 of the Securities Exchange Act of 1934, pursuant to Rule 16a-2.The Committee also exercises authority to determine the compensation for otherindividuals who report directly to our Chief Executive Officer.

        The Compensation Committee has theauthority to designate a "CEO Committee," composed of the directorserving as our chief executive officer, and to delegate to the CEO Committee theauthority to:
- direct the grant of awards to persons who are eligible to receive awards      under our 1999 Stock Incentive Plan in connection with either the hiring      or promotion of such persons and
- determine the number of shares covered by such grants, the types and      terms of any such options and stock appreciation rights to be granted and      the exercise prices of such options and stock appreciation rights, and the      terms and conditions of vesting and the purchase price, if any, of any      such grants of restricted stock.

        However, the CEO Committee doesnot have authority to:
**- grant awards to any chief executive officer of the Company or to any other    eligible individual who at the time of the award is, or is reasonably    expected to become, subject to the provisions of Section 16 of the    Securities Exchange Act of 1934, pursuant to Rule 16a-2,
- during any calendar year, grant options to purchase more than 200,000    shares in the aggregate or grant more the 75,000 shares of restricted stock    in the aggregate or
- grant to any person eligible to receive an award under our 1999 Stock    Incentive Plan awards of options to purchase more than 25,000 shares in the    aggregate and/or awards of more than 10,000 shares of restricted stock in    the aggregate.
*Compensation Committee Interlocks and Insider Participation*
        The members of the CompensationCommittee are Mr. Gittis, Mr. Kerrey and Mr. Crotty. No member of theCompensation Committee has a relationship that would constitute an interlockingrelationship with our executive officers or our other directors.

Compensation Discussion & Analysis
*Compensation Program Objectives*
        The objectives of our executivecompensation program are to:
- Allow us to successfully attract, retain, and motivate executives who    enable us to achieve high standards of consumer satisfaction and operational    excellence and
- Hold our executives accountable and offer rewards for successful business    results and shareholder value creation.

        Except as otherwise noted, thedescription of the compensation program provided here applies to all of ournamed executive officers.

*Oversight of Our Executive Compensation Program*
        The Compensation Committee of theBoard of Directors (the "Committee") oversees and administers ourexecutive compensation program and establishes the compensation of our executiveofficers. The Committee's responsibilities are detailed in its charter, whichcan be found on our website at www.jny.com/Our Company/Corporate Governance.

        The Committee retains Mercer HumanResource Consulting, an outside compensation consultant, to assist it infulfilling its responsibilities. Mercer's work for the Committee includesbenchmarking the total compensation of our named executive officers relative toa peer group discussed below, assessing the 

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 Company's financial performanceagainst the peer group, providing advice on how to structure cash and equityincentives, and providing guidance on changing regulatory requirements and bestpractices. Mercer reports directly to the Committee.
*Compensation Benchmarking Process*
        The Company's policy is to payexecutive officers named in the 2006 Summary Compensation Table herein (the"named executive officers"), other than Mr. Kimmel, competitively,taking into account the Company's objectives for annual and long-termperformance. The Committee believes this helps to achieve the objective ofattracting, retaining, and motivating executives in the highly competitiveretail and apparel industry. Because a large portion of total executivecompensation is provided in the form of incentives that are contingent onperformance, actual compensation of these executives will vary above and belowthe targeted position, depending on Company financial results and individualperformance. In periods of strong performance, actual compensation will exceedthe targeted position. If a downturn in performance occurs, the Committeeexpects actual compensation to be reduced below the guideline.

        The Committee regularly reviewsdata on industry compensation levels and financial performance to assesscompetitive levels of compensation for our executive officers and the alignmentbetween compensation and Company financial performance. In January 2007, theCommittee, with the assistance of its outside consultant, compared the totalcompensation of our named executive officers and the financial and totalshareholder return performance of the Company against the compensation andperformance of a peer group.

        The peer group was comprised of 16publicly traded companies which included (i) direct competitors that manufactureapparel and footwear, (ii) department stores that represent our largestcustomers, and (iii) specialty retailers of footwear and apparel, particularlyspecialty retailers who design and manufacture their own products, because theirbusinesses are comparable to or compete directly with facets of our business.The companies in the peer group were:
Apparel/FootwearManufacturing Companies Department Stores Specialty RetailersBrown Shoe Company, Inc.        Coach, Inc.        Hanesbrands, Inc.        Kellwood Company        Liz Claiborne, Inc.        Phillips-Van Heusen Corporation        Polo Ralph Lauren Corporation        VF CorporationDillard's, Inc        Nordstrom, Inc.        Saks Inc.Abercrombie & Fitch Co.        AnnTaylor Stores Corporation        Foot Locker, Inc.        Limited Brands, Inc.        The Talbots, Inc.
*Components of the Executive Compensation Program-Description of Elementsand Evaluation Process*
        In 2006, the executivecompensation program in place for Mr. Kimmel, our founder and chairman, wascomposed primarily of base salary. In addition, Mr. Kimmel participated in ouremployee benefit plans and received certain perquisites, as described below. Mr.Kimmel relinquished the role of chief executive officer in 2002, after which Mr.Boneparth was promoted to serve as chief executive officer. During the periodthat Mr. Kimmel has served only as chairman, the Committee's approach to Mr.Kimmel's compensation has been to continue his base salary, pursuant to theterms of his employment contract with the Company. His base salary has not beenadjusted since 2001. Mr. Kimmel last received an annual cash incentive in 2005for performance in 2004. Since then, Mr. Kimmel has not received a bonus, and hehas not received an equity grant since 2001, enabling the Committee to increasethe bonuses and equity available to other members of the management team.

        Ms. Brown's employment with usterminated in April 2006. Ms. Brown received a termination payment, as reportedin the 2006 Summary Compensation Table, consistent with the terms of heremployment agreement, as well as salary, restricted stock awards and certainemployee benefits during the portion of the

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year that she was employed by us.Additionally, she will receive future payments, which are discussed herein underthe heading "Potential Payments and Benefits Upon Termination ofEmployment."

        In March 2007, Mr. Sotos resignedfrom the Company, and as a result, received payment of his salary and benefitsonly through the date of his termination of employment. Upon Mr. Sotos'resignation, we asked Mr. Card to resume the responsibilities of the ChiefFinancial Officer, in addition to serving as our Chief Operating Officer, andMr. Card agreed.

        The current named executiveofficers, including Mr. Boneparth, have a compensation program that includes thefollowing components:
- Base salary,
- Annual incentives,
- Long-term incentives in the form of performance-contingent and/or    time-based restricted stock,
- Employee benefits and
- Perquisites

        The structure of each of thesecomponents, as reported in the 2006 Summary Compensation Table, is describedbelow.

Base Salaries. Base salaries are used to compensate our executives fortheir position and level of responsibility. Each of our named executive officershas an employment agreement with us that defines a minimum annual salary for theexecutive. The Committee reviews base salaries annually and may adjust salariesabove the minimum, depending on individual performance, impact on the business,tenure and experience, changes in job responsibilities and market practice.

        In 2006, only two of the namedexecutive officers received base salary increases. Both Ms. Cote' and Mr. Sotosreceived base salary increases to reflect their promotion to new positions withincreased responsibilities. In January 2007, Mr. Sotos received an additionalincrease to $600,000. Salaries for our current named executive officers areshown below:
Named Executive Officer2006 Salary2007 SalaryPeter Boneparth      Wesley R. Card      Lynne F. Cote'$2,500,000      $1,100,000      $1,000,000$2,500,000      $1,100,000      $1,000,000
Annual Cash Incentives. The Executive Annual Incentive Plan wasadopted in 1999 and approved by our stockholders. Under its provisions,executive officers are eligible to participate in an "Incentive Pool,"which equals not more than 3.0% of our pre-tax income (as adjusted according tothe Incentive Plan). During the first quarter of each year, the CompensationCommittee allocates a percentage of the Incentive Pool to each participant thatdetermines the maximum cash incentive that may be paid, subject to an overallindividual maximum award of $3.0 million. The Committee retains the discretionto reduce these awards but may not increase them. This approach satisfies thetax requirements for performance-based compensation and allows us to deductannual cash incentives paid under the Incentive Plan.

        In 2006, the Committee continuedto revise the process used to determine annual cash incentive awards. For 2006,target annual cash incentive awards were established for Mr. Boneparth and Mr.Card, who were named executive officers at the beginning of the year; consistentwith recent past practice, none was set for Mr. Kimmel. The target awards wereestablished so that total annual cash compensation of these executives would beroughly comparable to the 75th percentile of the peer group when current basesalary levels are taken into account. The target awards are shown below:

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Named Executive OfficerTarget Annual Cash Incentive        Award for 2006 Performance YearPeter Boneparth        Wesley R. Card        Lynne F. Cote'        Efthimios P. Sotos$1,200,000        $770,000        N/A        N/A
        The Committee worked with oursenior management and the Committee's compensation consultant to establishguidelines for the percentage of target awards that could be paid for 2006performance. Overall Jones performance goals were established, which reflected2006 budgeted performance. We selected net income and operating cash flow asmeasures, because they indicate how successful we are at selling our products,operating efficiently, and maintaining a disciplined approach to inventorymanagement during the year. For 2006, the budgeted goal for net income was$255.8 million, and the budgeted goal for operating cash flow was $393.0million. We assigned a 50% weighting to each measure. We believed the budgetedperformance goals constituted realistic but challenging goals.

        A matrix that equally weighted theoverall corporate financial achievement against budget on these two measures andthe assessment of the individual performance of the executive was alsoestablished. This matrix (shown below) provided the Committee with a guideline,which allowed for a payout of up to 125% of target, subject to the availableIncentive Pool. The matrix also specified that no annual cash incentive awardswould be paid as to each performance goal if actual financial results in 2006fell below 90% of that performance goal.

Percentage of 2006 Target Awards Payable         Corporate      Financial      Achievement      Against      Budget         Financial MeasuresIndividual        performance Against Objectives as        Assessed by Compensation Committee/BoardNet        IncomeOperating        Cash FlowPartially        Meets        Expectations         Meets Expectations         Outstanding(weighting)(weighting)(% of target)(% of target)(% of target)Below 90%50%50%0%-0%0%-0%0%-0%90% - 96.9%50%50%0%-50%50%-70%70%-90%97% - 103%50%50%50%-70%70%-100%90%-110%103.1% - 110%50%50%70%-100%90%-110%110%-125%
        In 2006, the Company had a netloss of $144.1 million, created primarily by the required recognition of asubstantial non-cash charge for trademark and goodwill impairments. Because theCompany had a net loss, no Incentive Pool was funded under the 1999 IncentivePlan, and the goals for net income established for 2006 were not met. However,actual operating cash flow was $423.9 million, which exceeded the operating cashflow goal set for 2006 by 8%.

        Because the Company reported aloss, the Committee decided not to award Mr. Boneparth any bonus for 2006. TheCommittee did determine that the other named executive officers should beawarded a portion of their bonuses to recognize the Company's surpassing ofoperating cash flow goals, as well as individual contributions. For example, Ms.Cote''s business unit exceeded budgeted operating income goals. Mr. Card led the successful restructuring efforts and was integral to the successfulongoing implementation of a new enterprise resource planning system. Mr. Sotoswas newly promoted to his position during the year. The bonuses that wereawarded to named executives officers are reported in the 2006 SummaryCompensation Table.

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        At the 2007 annual meeting ofstockholders, we will be seeking stockholder approval of the 2007 ExecutiveAnnual Cash Incentive Plan. When we designed the new plan, we strove to create aplan that more closely links bonus payouts to Company performance.

        In the first quarter of 2007, weestablished financial performance goals for 2007 cash incentive awards. Forexecutives with corporate responsibility, these goals are based 50% on 2007 netincome and 50% on 2007 operating cash flow, excluding the impact of unusual,unplanned, non-recurring or extraordinary items or other occurrences affectingthe Company. For executives with business unit responsibility, 100% of the cashincentive awards will be based on the business unit's 2007 operatingcontribution margin, defined as operating income before corporate overheadallocation. The goals are consistent with the Company's budget and, webelieve, are rigorous but attainable. We will assess our actual Companyperformance relative to these goals in the first quarter of 2008. The percentageof target awards which may be paid as to each of the 2007 financial performancegoals is shown in the table below.
For        Corporate ParticipantsFor        Business Unit Participants%        of Budget Achieved%        of Target Award Earned%        of Budget Achieved%        of Target Award Earned90%75%90%75%100%100%100%100%110% or more150%125% or More150%
Note: Interpolation applies for intermediate points

        In certain instances that resultfrom extraordinary circumstances where performance is less than 90% of budget,if the Company achieves 75% of either budgeted net income or operating cash flowgoals or if the executive's business unit achieves 75% of its budgetedcontribution, then the Committee may pay up to 25% of annual bonus targets torecognize individual performance. In addition, the Committee may use discretionto reduce or eliminate any award based on its assessment of business resultscompared to performance goals or other factors.

        The 2007 target award amounts forMr. Boneparth, Mr. Card and Ms. Cote' are shown in the table below.
         Named Executive OfficerTarget Annual Incentive        Award for 2007 Performance YearPeter Boneparth        Wesley R. Card        Lynne F. Cote'$1,200,000        80% of 2007 salary        80% of 2007 salary
The target award for our chief executive officer is expressed as a dollaramount rather than as a percentage of base to recognize that his salary, whichis governed by his employment agreement, is above average, relative to the peergroup. In 2007, maximum awards were increased from 125% to 150% of the targetamounts shown above.

       Long-Term Incentive Awards.Long-term incentive awards are granted to align our executives with ourstockholders by focusing on our stock price performance and other indicators oflong-term performance and to retain their services through multi-year vestingprovisions. Since 2003, most of the long-term incentive awards made to namedexecutive officers have been performance-contingent restricted stock awards.Although we continue to have the ability to grant stock options, we have usedrestricted stock because:
- Restricted stock is a better retention device,
- Fewer shares are required, allowing us to better manage dilution and
- Awards are subject to less volatility, given the changing business    conditions facing our industry.

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        Restricted stock grants aretypically granted to named executive officers annually at a CompensationCommittee meeting in February or March at a date convenient for the members ofthe Committee. Last year the Committee approved grants of restricted stock onMarch 6, 2006. The awards were valued at $29.44 per share, the fair market valueon the date of grant, and appear in the Grants of Plan-Based Awards in 2006table herein.

        The vesting of the restrictedstock awards in 2006 granted to Messrs. Boneparth and Card was contingent onboth performance and time. 50% of the shares were eligible to vest if theCompany achieved the 2006 net income budget. The remaining 50% were eligible tovest if the Company achieved the 2006 operating cash flow budget. If actual netincome or operating cash flow results were less than 90% of the targetedamounts, the corresponding shares would be forfeited. For achievement of between90% and 100% of the targeted amounts, a proportionate number of shares would beeligible to vest.

        If the financial tests weresatisfied, the shares eligible for vesting would vest 100% on the secondbusiness day after public release of fourth quarter financial results for 2008(i.e., approximately three years after the date of grant). Consequently, theultimate value of these awards depends on stock price performance throughmid-February 2009. In 2006, the Committee made the vesting of restricted sharescontingent on 2006 annual performance, because the Committee wanted to providean additional incentive to achieve the 2006 budget, after results fell belowbudget in 2005. Awards granted in 2005 were contingent on achieving operatingcash flow goals that extend through 2007.

        Although the Company outperformedits operating cash flow goal, we did not achieve our net income target for 2006.As a result, Messrs. Boneparth and Card forfeited 50% of the restricted stockawards granted in 2006, or 25,000 shares and 12,500 shares, respectively. Therestricted shares awarded to Mr. Sotos prior to his appointment as ChiefFinancial Officer and at his promotion were not subject to performance targets.They would have vested in February 2009 but were forfeited in March 2007 as aresult of his resignation. Ms. Cote''s restricted shares were not subject toperformance targets and contain a similar three-year cliff time vestingrequirement.

        The Committee uses discretion todetermine the size of restricted stock awards. Mr. Boneparth recommends awardsfor the other named executive officers, subject to Committee review andapproval. The Committee determines the number of shares to award to Mr.Boneparth. Factors that influence the Committee's decisions include:
- the Company's performance in the prior year,
- the performance of individual executives,
- the size of previous equity awards and
- total compensation relative to peer group norms.

        For the awards made in March 2006,the Committee reduced the number of shares granted by approximately 50% from theprior year, because 2005 net income and 2005 operating cash flow were belowbudget.

        No stock options were granted tonamed executive officers in 2006.

        Following a review of ourexecutive compensation program, we modified our long-term incentive practice for2007. We defined target guidelines to govern the size of restricted stockawards. Going forward, we will target restricted stock award values for namedexecutive officers with corporate responsibilities at approximately 2X annualcash incentive target awards. Target restricted stock award values for namedexecutive officers with business unit responsibilities will be set atapproximately 1.5X annual cash incentive target awards. We feel this creates aclear emphasis on long-term performance instead of short-term performance and iscompetitive with market practice. 100% of the restricted stock granted to thenamed executive officers with corporate responsibility, Messrs. Boneparth andCard, was performance-based. For the named executive officer with business unit responsibility, Ms. Cote', aportion of the restricted stock granted was performance-based, while theremaining amount vests based on continued service to encourage retention. Therestricted stock awards granted to these executives during the first quarter of2007 are shown in the following table.

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 Named Executive OfficerTime-Based      Shares(#)(1)Performance-Based      Shares(#)(2)Peter Boneparth      Wesley R. Card      Lynne F. Cote'0      0      20,00074,000      51,000      15,000
(1) Time-based restricted shares were granted on January 24, 2007.(2) Performance-based restricted shares were granted on March 27, 2007.

        Time-based restricted stock willvest in full three years from the grant date. The vesting of performance-basedrestricted stock is subject to three year performance conditions. If the Company'stotal shareholder return is equal to or greater than the median totalshareholder return of a group of select apparel, footwear, and department storecompanies, 50% of the shares will vest. The companies in the comparator groupare:
Apparel and Footwear        CompaniesRetail CompaniesBakers Footwear Group Inc.        Brown Shoe Company, Inc.        Fossil, Inc.        Genesco Inc.        Hanesbrands, Inc.        Kellwood Company        Liz Claiborne, Inc.        Oxford Industries, Inc.        Phillips-Van Heusen Corporation        Polo Ralph Lauren Corporation        Rocky Brands, Inc.        Steven Madden, Ltd.        VF Corporation        The Warnaco Group, Inc.        Wolverine World Wide, Inc.AnnTaylor Stores Corporation        Dillard's, Inc.        Saks Inc.        Federated Department Stores, Inc.        Gap Inc.        J.C. Penney Company, Inc.        Kohl's Corporation        Limited Brands, Inc.        Quiksilver, Inc.        The Talbots, Inc.        Tarrant Apparel Group        The Bon-Ton Stores, Inc.        
 
The remaining 50% of the shares will vest if cumulative operating cash flowgoals are met. The percentage of shares vesting applicable to each performancecondition is shown in the table below.
          Total Shareholder ReturnOperating        Cash Flow        (interpolate between points)Performance        Relative to PeersVestingPerformance        Against BudgetVestingMedian or Better        40-49th Percentile        30-39th Percentile        Below 30th Percentile100%        75%        50%        0%100% or Better        95%        90%        Below 90%100%        75%        50%        0%
Compensation Mix. For 2007, the Company does not have policies thatdefine specific percentage allocations for performance-based andnon-performance-based compensation, or cash and non-cash compensation. TheCompany does, however, intend to deliver a substantial portion of totalcompensation in the form of performance-based cash and equity incentives to achieve its objective ofholding executives accountable and offering rewards for successful businessresults and shareholder value creation. As a result, recognizing that individualvariations and year-to-year variations will occur, more than 50% of the targettotal compensation of the named executive officers associated with the 2007grants is composed of performance-based 

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 compensation. Variable incentivecompensation includes annual cash incentives and performance-contingentrestricted shares.
 Non-Performance-Based      CompensationPerformance-Based      Compensation Named Executive Officer       Base SalaryTime-Based      EquityAnnual      Cash      IncentivePerformance-      Based EquityPeter Boneparth      Wesley R. Card      Lynne F. Cote'41%      29%      34%0%      0%      23%20%      24%      27%39%      47%      16%
Employee Benefits. As a general rule, we do not provide specialbenefits to senior executives. The named executive officers participate in thesame benefit plans, including term life insurance, health and disabilityinsurance, available to all full-time, salaried employees. We offer oneretirement plan, a qualified 401(k) plan, to all employees, including the namedexecutive officers. We do not sponsor a supplemental executive retirement plan.

        We also pay the premiums onadditional term life insurance with an aggregate benefit of $7 million andadditional long-term disability insurance with an aggregate monthly benefit of$15,000, for the benefit of Mr. Boneparth, which was negotiated as part of hisemployment agreement.

        In connection with Mr. Card'sagreement to resume the role of Chief Financial Officer in March 2007 and inrecognition of his additional responsibilities, we adopted a supplementalretirement arrangement for him, which is described under "Employment andCompensation Arrangements" herein.

Non-Qualified Deferred Compensation Plan. Employees with base salaries of$100,000 or more are eligible to participate in our Deferred Compensation Plan.The plan allows them to defer, on a pre-tax basis, with limited cost to theCompany, the receipt of up to 90% of both salary and annual bonus into a savingsaccount. We adopted the plan because it allows executives to save for retirementor other needs on a tax-advantaged basis and because similar benefits areoffered by competitors. A summary of the terms of the plan and informationconcerning the named executive officers' participation in the plan are includedherein under the caption "2006 Nonqualified Deferred Compensation."

Perquisites and Other Personal Benefits. We have provided certainperquisites to the named executive officers, as summarized in footnote 4 to the2006 Summary Compensation Table herein. Additionally, current named executiveofficers are eligible to receive the same perquisites available to all of oursenior executives. Each of these perquisites is described below:
*- Executive Level Merchandise Discounts : All employees and members of  the Board of Directors may purchase products in Company-owned stores (other  than Barneys stores) at 40% off the original retail price or at the then  current price, whichever is lower. All Barneys employees, certain senior  executives, including each of the named executive officers, and members of the  Board of Directors, receive a discount of 35% on purchases at any Barneys  store. All other employees receive a discount of 35% on purchases at Barneys  outlet stores. Merchandise discounts are a common benefit in the retail  industry, since we can provide our employees with merchandise at minimal net  cost to us.     
Cars and Allowances
: We provide a car and driver for Mr. Kimmel and acar allowance to Messrs. Boneparth and Card. We had also provided a carallowance to Mr. Sotos. We also provide car services for Mr. Card in New YorkCity. We provide the car and driver to Mr. Kimmel because it is a long-standingpractice at our Company and is in recognition of his special contribution to theCompany over time. For the other executives, we have provided allowances for many  years as a stipend that supplements salary.

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*- Housing Allowance : We rent an apartment in New York City for Mr.    Card's use because his primary residence is not within commuting distance    from our New York headquarters or our facilities in Bristol. The allowance    was a negotiated condition to his retention.       
Tax Gross-Up Payments
: We pay a tax gross-up to cover the taxable  income attributable to Mr. Boneparth's car allowance and to Mr. Card's  apartment. This allows them to actually receive the full benefit that we  intended to deliver.   
     

        In addition to the benefits described above, all holders of restrictedshares, including the named executive officers, are paid dividends. Dividends onrestricted shares are paid at the same rate and time as dividends paid to allshareholders.
*Employment Agreements*
        Each named executive officer hasan employment agreement with the Company. The agreements define the executive'sposition, stipulate a minimum base salary and provide certain benefits undervarious termination scenarios. The agreements contain covenants that limit theexecutive's ability to compete or solicit our employees or customers for definedperiods. The covenants also require the executive to keep informationconfidential. The provisions of the agreements are described in greater detailherein under the heading "Employment and Compensation Arrangements."

        On balance, we believe thatemployment agreements benefit stockholders, because they allow us to compete forexecutive talent more effectively. Contracts are standard practice in theapparel industry, and we need to be well positioned to hire new talent andretain our talent over time. We believe that the provisions of our contracts arestandard compared to industry norms, including the termination provisions. Wealso believe that the restrictive covenants are beneficial to us.

Change in Control. The employment agreements with Mr. Boneparth, Mr. Cardand Mr. Kimmel contain provisions that provide for severance in the event oftermination in connection with a change in control (a double trigger provision)and for the accelerated vesting of stock options and restricted stock at anychange in control.

        The elements of the change incontrol benefits, including the severance multiples and the accelerated vestingprovisions, are consistent with normal market practice. More lucrative benefits,such as severance benefits upon a single trigger, walk-away rights, and excisetax gross-ups, are not provided.

        We believe these benefits help toattract and retain executive talent. Further, in the event of a change incontrol, such benefits preserve the neutrality of our executives throughout thetransaction, enhance the value of the entity to the buyer by keeping theexecutive team in place, and help focus our executives on the business andstockholder interests, rather than on their individual positions and financialsecurity.
*Material Tax and Accounting Implications*
        Section 162(m) of the InternalRevenue Code has a $1 million annual tax deduction limit on compensation theCompany pays to the chief executive officer and the four other most highlycompensated executive officers. This limit does not apply to"performance-based" compensation, as defined by the Internal RevenueCode and related regulations. Where practical, the Committee designs programs sothat compensation paid to our named executive officers is fully deductible. TheCommittee believes, however, that stockholders' interests may be best servedby offering compensation that is not fully deductible where appropriate toattract, retain, and motivate talented officers. Bonuses awarded under the 1999Incentive Plan are designed to meet the criteria for tax deductibility, but in2006, the Board determined that it was in the best interest of stockholders topay bonuses to Mr. Card and Ms. Cote' outside the plan. The new Executive AnnualCash Incentive Plan which will be presented for stockholder approval at the 2007annual meeting of stockholders has also been designed with the expectation thatbonuses to be paid under the plan will meet the criteria for tax deductibility under Section 162(m). Gains realized by the executives fromthe exercise of stock options and the vesting of performance contingentrestricted stock are also expected to be tax deductible.

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*Stock Ownership Guidelines for Executives*
        In December 2004, the Committeeadopted Stock Ownership Guidelines for Executives (the "Guidelines")to ensure that the named executive officers have an ongoing ownership stake inthe Company, linking their interests to those of the shareholders and enhancingtheir commitment to our future. Executives have five years to meet theGuidelines. The Guidelines stipulate that the officers beneficially own sharesof common stock equal to a multiple of their annual salary. The guidelines are3x base salary for the Chief Executive Officer, 1.5x base salary for the ChiefOperating and Financial Officer, and 1x base salary for all other namedexecutive officers.

        Included in the definition ofshare ownership are unvested shares of restricted stock and any shares ownedoutright, including shares acquired upon stock option exercise. Unexercisedstock options do not count toward meeting the Guidelines.

        In addition, our policy statesthat shares acquired by a named executive officer from exercising stock optionsgranted after the effective date of adoption of the Guidelines (net of sharessold to satisfy tax obligations arising from the exercise) should be retainedfor at least 12 months.

 

Compensation Committee Report

The Compensation Committee of the Board of Directors hereby reports asfollows:
- The Compensation Committee has reviewed and discussed the Company's      Compensation Discussion and Analysis ("CD&A") required by      Item 402(b) of Regulation S-K with management.         
- Based on the review and discussions referred to in paragraph 1 above,      the Compensation Committee recommended to the Board of Directors that the      CD&A be included in the Company's Proxy Statement and Annual Report      on Form 10-K for the fiscal year ended December 31, 2006 filed with the      Securities and Exchange Commission.
*The Compensation Committee:*Howard Gittis        J. Robert Kerrey        Gerald C. Crotty
        The foregoing report of theCompensation Committee shall not be deemed to be filed with the SEC or to beincorporated by reference into any of our previous or future filings with theSEC, except as otherwise explicitly specified by us in any such filing.

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2006 Summary Compensation Table
        The following summary compensation table shows the compensation for the yearended December 31, 2006 for services in all capacities for named executiveofficers.
Name and        Principal        PositionYear                          Salary        ($)(1)        Bonus        ($)(2)        Stock Awards        ($)(3)Option        Awards        ($)(3)Non-Equity        Incentive        Plan        Compen-        sation        ($)(2)Change in        Pension        Value and        Nonquali-        fied        Deferred        Compen-        sation        Earnings ($)All        Other        Compen-        sation        ($)(4)Total ($)**Peter        Boneparth**        President and Chief Executive Officer20062,500,000- 1,457,889(5)--- 64,6274,022,516**Efthimios P. Sotos (6)**        Chief Financial Officer2006476,843150,000328,571116,921--(7)24,2071,096,542**Sidney Kimmel**        Chairman20061,200,000- - --- 155,1831,355,183**Wesley R. Card**        Chief Operating Officer (8)20061,100,000480,000 800,747(5)---200,0812,580,828**Lynne F.        Cote'** Chief Executive Officer - Wholesale Sportswear, Suits and Dresses20061,000,0001,000,000 370,139 99,802-- 9,1502,479,091**Rhonda J.        Brown (9)**        President and Chief Executive Officer, Footwear, Accessories and Retail        Group 2006379,167284,375(10)961,38227,533-1,626,0153,278,472___________________            (1)Compensation deferred at the        election of the named executive officer is included in the year in which        it would otherwise have been reported had it not been deferred.(2)Annual bonus and non-equity        incentive plan compensation amounts are reported for the year earned and        accrued regardless of the timing of the actual payment. No non-equity        incentive plan awards were granted to the named executive officers for        2006, because we reported a loss; however, Mr. Sotos, Mr. Card and Ms.        Cote' were awarded cash bonuses for 2006. See "Compensation        Discussion and Analysis - Components of the Executive Compensation        Program - Description of Elements and Evaluation Process - Annual Cash        Incentives" herein.(3)The amounts reflect the dollar        amount recognized for financial statement reporting purposes before the        effect of estimated forfeitures for the fiscal year ended December 31,        2006 in accordance with FAS 123(R) and thus may include amounts from        awards granted in and prior to 2006. For assumptions used in the        valuation of equity-based awards, see "Summary of Accounting        Policies - Stock Options," "Summary of Accounting Policies -        Restricted Stock" and "Stock Options and Restricted        Stock" in Notes to Consolidated Financial Statements in this Annual        Report on Form 10-K for the fiscal year ended December 31, 2006.(4)The table below provides our        incremental cost of the components of Other Annual Compensation for each        of the named executive officers during 2006. We provided a car or car        allowance to Messrs. Boneparth, Sotos and Card, and in the case of Mr.        Boneparth, provided him with a tax gross-up payment to cover the taxable        income attributable
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 to the car allowance. We        provided a car and driver for Mr. Kimmel, and provided car services for        Mr. Card in New York City. We rented an apartment in New York City that        was used by Mr. Card. We provided Mr. Card with a tax gross-up payment        to cover the taxable income attributable to the apartment. We also paid        the premiums on certain term life and disability insurance policies for        the benefit of Mr. Boneparth. We also provided the named executive        officers with certain group life, health, medical and other non-cash        benefits generally available to all full-time salaried employees, which        are not included in this table, as permitted by SEC rules.NameTermination        PaymentsNew        York ApartmentCar        Lease/AllowanceCar        ServicesCar        and DriverLife        and        Disability        Insurance401(k)        Plan        Contri-        butions(a)Barneys        New York        Discounts        (b)Total        Other        Annual        Compen-        sationCostTax Gross-upCostTax Gross-up**Peter        Boneparth**- --18,00015,600--14,3216,12010,58664,627**Efthimios P. Sotos**---12,500----8,8002,90724,207**Sidney Kimmel**- -----120,554-8,80025,829155,183**Wesley R.        Card**-79,17177,44822,915-8,411--8,8003,336200,081**Lynne F.        Cote'**- -------8,8003509,150**Rhonda J. Brown**1,611,458(c)----4,168--8,8001,5891,626,015 (a)The amounts shown in this        column represent our contributions on behalf of the named individuals to        the Jones Apparel Group, Inc. Retirement Plan, which is our 401(k)        defined contribution plan.(b)Represents discounts on        purchases made at Barneys New York or Barneys New York CO-OP stores or        at the Barneys New York annual warehouse sale event under our discount        program. Under our discount program, all our employees, and members of        the Board of Directors, may purchase products in Company-owned stores        (other than Barneys stores) at 40% off the original retail price or at        the then current price, whichever is lower. All Barneys employees,        certain of our senior executives, including each of the foregoing        executives, and members of the Board of Directors receive a discount of        35% on purchases at any Barneys store. All our other employees receive a        discount of 35% on purchases at Barneys outlet stores.(c)Represents salary, bonus and        benefits for 2006 for the period subsequent to Ms. Brown's termination        of employment. The total value of her severance payments and health and        welfare benefits from her termination date through December 31, 2008 is        $6,534,831, as discussed under "Potential Payments and Benefits        Upon Termination of Employment" herein.         (5)         Amounts for Mr. Boneparth and Mr. Card do not include any expense        related to the 50% of their March 6, 2006 restricted stock awards        (25,000 and 12,500 shares, respectively) that were forfeited, because        2006 corporate performance targets applicable to that portion of the        awards were not achieved. These shares were cancelled on February 8,        2007.(6)Mr. Sotos became        our Chief Financial Officer on March 8, 2006. His employment with us        ended on March 27, 2007.(7)The amount of Mr.        Sotos' accumulated benefits obligation as of December 31, 2006        decreased by $201 from December 31, 2005.(8)Mr. Card served as        our Chief Operating Officer throughout 2006. He also served as Chief        Financial Officer from January 1 through March 7, 2006. He is currently        the Chief Operating and Financial Officer.(9)Ms. Brown's        employment with us ended on April 17, 2006.(10)Represents a        prorated target bonus paid to Ms. Brown following termination of her        employment, based on 75% of Ms. Brown's annual salary at the time of        termination, as required under her employment agreement with us. See        "Potential Payments and Benefits Upon Termination of        Employment" herein.
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Grants of Plan-Based Awardsin 2006
NameGrant        DateEstimated        Future Payouts Under Non-Equity Incentive Plan Awards (1)Estimated        Future Payouts Under Equity Incentive Plan Awards (2)All        Other        Stock        Awards:        Number        of        Shares        of Stock        or Units        (#)(2)All        Other        Option        Awards:        Number        of        Securities        Under-        lying        Options        (#)Exercise        or Base        Price of        Option        Awards        ($/Sh)Grant        Date        Fair Value        of Stock        and Option        Awards        ($)(3)Thresh-        old ($)Target        ($)Maxi-        mum ($)Thresh-        old ($)Target        ($)Maxi-        mum ($)**Peter Boneparth**03/06/06---050,000(4)50,000(4)- --1,472,000**Efthimios        P. Sotos (5)**01/31/06        04/10/06-        --        --        --        --        - -        - 5,000        15,000(6)        (6)-        --        -156,400        523,800**Sidney Kimmel**------ - - ---**Wesley R.        Card**03/06/06---025,000(4)25,000(4)- --736,000**Lynne F.        Cote'**03/31/06----- - 12,000(6)--375,360**Rhonda J. Brown**03/06/06---010,000(7)10,000(7)---294,400         (1)         Our named executive officers participate in the Executive Annual        Incentive Plan ("AIP"). Under its provisions, annual incentive        awards payable in cash (unless otherwise determined by the Compensation        Committee of the Board of Directors) for a particular fiscal year may be        granted to executive officers who are deemed "covered        employees" as defined in the AIP and who are approved by the        Compensation Committee for participation. For any fiscal year, the        aggregate awards, or "Incentive Pool," available under the AIP        equals not more than 3% of our pre-tax income (as adjusted according to        the terms of the AIP). During the first quarter of each year, the        Compensation Committee allocates a percentage of the Incentive Pool to        each participant, which determines the maximum incentive that may be        awarded, subject to an overall individual maximum award of $3.0 million.        As discussed under "Compensation Discussion and Analysis -        Components of the Executive Compensation Program - Description of        Elements and Evaluation Process - Annual Cash Incentives," we had a        net loss of $144.1 million for 2006, and as a result, the Incentive Pool        was not funded for 2006. Accordingly, no non-equity incentive plan        awards were granted to the named executive officers for 2006 under the        AIP.(2)Represents grants of shares of        restricted common stock under our 1999 Stock Incentive Plan. During the        vesting period, the executives are the beneficial owners of the shares        of restricted stock and possess all voting and dividend rights.        Dividends are paid on shares of restricted stock at the same rate and at        the same time as dividends are paid to all holders of common stock.        During 2006, the quarterly dividend rate was $0.12 per share for        dividends paid prior to December 1, 2006 and $0.14 per share thereafter.(3)Based on the closing price of        our common stock on the New York Stock Exchange on the date of grant.(4)The restricted stock granted        to Mr. Boneparth and Mr. Card on March 6, 2006 was subject to Company        financial performance and time-based vesting conditions. 50% of the        shares were eligible to vest if we achieved the 2006 net income budget,        and the remaining 50% were eligible to vest if we achieved the 2006        operating cash flow budget. If actual 2006 net income or operating cash        flow results were less than 90% of the targeted amounts, the        corresponding shares would be forfeited. For achievement of between 90%        and 100% of the targeted amounts, a proportionate number of shares would        be eligible to vest. If the financial tests were satisfied, the shares        eligible for vesting would vest 100% on the second business day        immediately following our public announcement of fourth quarter        financial results for 2008. We outperformed our 2006 operating cash flow        target but did not achieve our 2006 net income target. As a
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 result, Mr. Boneparth and Mr.        Card each forfeited 50% of their awards, and 25,000 shares and 12,500        shares, respectively, were cancelled on February 8, 2007.(5)The grants shown in the table        for Mr. Sotos were forfeited as of March 27, 2007, as a result of his        termination of employment with us.(6)Vesting restrictions lapse on        the second business day immediately following our public announcement of        fourth quarter financial results for 2008.(7)The restricted stock award        granted to Ms. Brown on March 6, 2006 was subject to the same Company        financial performance and time-based vesting conditions applicable to        the awards to Mr. Boneparth and Mr. Card described in footnote (4) to        this table. However, Ms. Brown's shares became fully vested upon        termination of her employment with us on April 17, 2006.
OutstandingEquity Awards at December 31, 2006
Option        AwardsStock        AwardsNameNumber        of        Securities        Underlying        Unexercised        Options        (#)        ExercisableNumber        of        Securities        Underlying        Unexercised        Options        (#)        UnexercisableEquity        Incentive        Plan        Awards:        Number        of        Securities        Underlying        Unexercised        Unearned        Options        (#)Option        Exercise        Price        ($)Option        Expiration        DateNumber        of Shares        or Units        of Stock        That        Have        Not Vested        (#)Market        Value of Shares        or Units        of Stock        That        Have        Not Vested        ($)(1)Equity        Incentive        Plan        Awards:        Number        of        Unearned        Shares,        Units or        Other        Rights        That        Have Not        Vested        (#)Equity        Incentive        Plan        Awards:        Market or        Payout        value of        Unearned        Shares,        Units or        Other        Rights        That        Have Not        Vested        ($)(1)**Peter Boneparth**164,265        28,200        125,000        1,500,000        300,000 -        -        -        -        - -        -        -        -        -10.18        19.67        31.26        36.54        40.6804/30/07        12/29/10        12/03/11        03/11/12        06/19/1125,000(2)835,750125,000(3)(4)4,178,750**Efthimios        P. Sotos**8,000        -        15,000        15,000        3,000        2,000        501(5)                 (5)        (5)        (5)        (5)-        25,000        -        -        4,500        8,000        -         (7)                          (8)        (9)-        -        -        -        -        -        -27.75        28.11        29.1875        31.26        34.89        37.06        42.1709/27/09        09/26/12        12/18/10        12/03/11        01/05/11        01/03/12        05/16/0731,667(6)1,058,628- -**Sidney Kimmel**133,333        160,000        266,666        400,000 -        -        -        - -        -        -        -22.625        27.625        29.1875        31.2601/13/10        03/27/08        12/18/10        12/03/11- -- -**Wesley R. Card**64,544        75,000        86,764        75,000        100,000 -        -        -        -        - -        -        -        -        -19.125        22.625        22.65625        29.1875        31.2612/28/08        01/13/10        12/12/07        12/18/10        12/03/1112,500(2)417,87562,500(3)(10)2,089,375**Lynne F.        Cote'**40,000        9,000        2,000        40,000 -        6,000        8,000        -         (12)        (9)-        -        -        -31.26        33.36        37.06        40.6812/03/11        12/12/10        01/03/12        06/19/1126,334(11)880,346- -**Rhonda J. Brown**25,000        30,000-        --        -31.26        33.3612/03/11        12/12/10----         (1)         Calculated based on the closing price of our common stock on the New        York Stock Exchange on December 29, 2006 ($33.43).
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(2)These shares vest on the        second business day immediately following our public announcement of        fourth quarter financial results for 2008.(3)Amounts for Mr. Boneparth and        Mr. Card include the 50% of their March 6, 2006 restricted stock awards        (25,000 shares and 12,500 shares, respectively) that will not vest, as        2006 corporate performance targets applicable to that portion of the        awards were not achieved. These shares were cancelled on February 8,        2007. See Footnote 4 to the Grants of Plan-Based Awards in 2006 table        herein.(4)Includes 100,000 shares of        restricted stock subject to achievement of certain "free cash        flow" targets. All of those shares are eligible to vest on the        second business day immediately following our public announcement of        fourth quarter financial results for 2007, if the 2007 minimum free cash        flow target is achieved, or, if the 2007 minimum free cash flow target        is not achieved, if the minimum aggregate free cash flow target for        2005, 2006 and 2007 is achieved.(5)As a result of Mr. Sotos'        termination of employment with us on March 27, 2007, these options will        expire three months after his termination date (June 27, 2007).(6)1,000 shares were to vest on        December 9, 2007; 667 shares were to vest on the second business day        immediately following our public announcement of fourth quarter        financial results for 2006; 10,000 shares were to vest on the second        business day immediately following our public announcement of fourth        quarter financial results for 2007; and 20,000 shares were to vest on        the second business day immediately following our public announcement of        fourth quarter financial results for 2009. As a result of Mr. Sotos'        termination of employment with us on March 27, 2007, these shares were        forfeited as of March 27, 2007.(7)These options were to vest on        the second business day immediately following our public announcement of        third quarter financial results for 2008. As a result of Mr. Sotos'        termination of employment with us on March 27, 2007, these options were        forfeited as of March 27, 2007.(8)1,500 options vested on        January 5, 2007 and 1,500 options were to vest on each of January 5,        2008 and 2009. As a result of Mr. Sotos' termination of employment        with us on March 27, 2007, the unvested shares on that date were        forfeited as of March 27, 2007 and the vested options will expire three        months after his termination date (June 27, 2007).(9)2,000 options vested on        February 16, 2007. 2,000 options were to vest on the second business day        immediately following our public announcement of fourth quarter        financial results for each of 2007, 2008 and 2009. As a result of Mr.        Sotos' termination of employment with us on March 27, 2007, the        unvested shares on that date were forfeited as of March 27, 2007 and the        vested options will expire three months after his termination date (June        27, 2007).(10)Includes 50,000 shares of        restricted stock subject to achievement of certain "free cash        flow" targets. All of those shares are eligible to vest on the        second business day immediately following our public announcement of        fourth quarter financial results for 2007, if the 2007 minimum free cash        flow target is achieved, or, if the 2007 minimum free cash flow target        is not achieved, if the minimum aggregate free cash flow target for        2005, 2006 and 2007 is achieved.(11)5,000 shares vest on the        second business day immediately following our public announcement of        fourth quarter financial results for 2006; 3,334 shares vest on December        12, 2007; 6,000 shares vest on the second business day immediately        following our public announcement of fourth quarter financial results        for 2007; and 12,000 shares vest on the second business day immediately        following our public announcement of fourth quarter financial results        for 2008.(12)3,000 options vest on December        12 of each of 2007 and 2008.
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Option Exercises andStock Vested in 2006
Option        AwardsStock        AwardsNameNumber of        Shares        Acquired on Exercise        (#)Value        realized        on Exercise        ($)Number of        Shares        Acquired on Vesting        (#)Value        realized        on Vesting        ($)(1)**Peter Boneparth**--83,3342,520,854**Efthimios        P. Sotos**--1,66653,537**Sidney Kimmel**----**Wesley R. Card**--50,0001,512,500**Lynne F.        Cote'**----**Rhonda J. Brown**--51,6661,737,312         (1)         Calculated based on the price of our common stock on the New York Stock Exchange on the vesting date.
2006 Pension Benefits
        In connection with prior acquisitions, we assumed certain defined benefitpension plans. Mr. Sotos participates in the Pension Plan for Associates of NineWest Group Inc. None of our other named executive officers is eligible toparticipate in any of our defined benefit pension plans.
NamePlan NameNumber        of Years        Credited Service (#)Present        Value of        Accumulated        Benefit ($)Payments        During        Last Fiscal Year ($)**Peter Boneparth**-- - -**Efthimios        P. Sotos**Pension        Plan for Associates of Nine West Group Inc. (1)12(2)4,405(3)-**Sidney Kimmel**-- - -**Wesley R. Card**-- - -**Lynne F.        Cote'**-- - -**Rhonda J. Brown**----         (1)         The Pension Plan        for Associates of Nine West Group Inc. is a noncontributory, defined        benefit cash balance plan that expresses retirement benefits as an        account balance based on:-An opening account balance as        of January 1, 1997,-Service credits (equal to a        percentage of a participant's compensation paid during the plan year,        based on the participant's age and years of credited service on the        first day of the plan year), earned before February 15, 1999 and-Interest credits (based on the        monthly equivalent of the five-year U.S. Treasury Bill interest rate        (weighted for constant maturities as in effect on December 1st of the        previous plan year), plus 0.25%).After February 15,        1999, the account balance increases each year through interest credits        only. Interest credits are allocated to a participant's account until        the participant retires and receives a benefit. The
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accrued benefit may        not be less than a participant's accrued benefit as of December 31, 1996        under the formula contained in the 1996 version of the plan.
Participants are 100% vested in their accrued benefit        after completion of five years of vesting service or, if they are active        participants and reach age 65, regardless of years of vesting service.

A participant who terminates employment is entitled to        receive his vested accrued benefit upon attainment of normal retirement        (age 65). Additionally, a participant may elect to receive benefits upon        satisfying the criteria for early retirement (upon the later of        termination of employment or attainment of age 55 with five years of        credited service).

The normal form of benefit is a single life annuity        for unmarried participants or a qualified joint and one-half survivor        annuity for married participants. Subject to certain notice and waiver        procedures, each participant may elect to receive his retirement benefit        in one of the other following forms: (1) lump sum payment; (2) joint and        survivor annuity; (3) five-year certain and continuous annuity; or (4)        10-year certain and continuous annuity.(2)Includes five        years of credited service with Nine West Group Inc. prior to our        acquisition of Nine West on June 15, 1999.(3)Reflects the        amount of Mr. Sotos' accumulated benefit obligation as of December 31,        2006 recognized for financial reporting purposes, assuming retirement at        age 65, an interest crediting rate of 4.0% and a discount rate of 6.11%.        Assuming early retirement at age 55, Mr. Sotos' accumulated benefit        obligation as of December 31, 2006 is $5,141. His account balance as of        December 31, 2006 was $7,136.
2006 NonqualifiedDeferred Compensation
        The following table sets forthinformation relating to the Jones Apparel Group, Inc. Deferred Compensation Plan(the "Deferred Compensation Plan"). Mr. Boneparth, Mr. Sotos and Ms.Cote' are the only named executive officers who elected to defer 2006compensation under the Deferred Compensation Plan. Ms. Brown had previouslyelected to defer 2004 and 2005 compensation under the Deferred CompensationPlan.
NameExecutive        Contributions        in Last FY        ($)(1)Registrant        Contributions        in Last FY        ($)Aggregate        Earnings        in Last FY        ($)Aggregate        Withdrawals/        Distributions        ($)Aggregate        Balance        at Last FYE        ($)(2)**Peter Boneparth**615,000-296,135- 2,258,999**Efthimios        P. Sotos**206,711-56,198- 542,538**Sidney Kimmel**---- -**Wesley R. Card**---- -**Lynne F.        Cote'**50,000-64,896- 584,676**Rhonda J. Brown**--38,650680,978(3)-         (1)         The following amounts in this        column are included in the "Salary" column of the 2006        Summary Compensation Table: Mr. Boneparth, $375,000; Mr.        Sotos, $119,211; and Ms. Cote', $50,000. Mr. Boneparth's amount in        this column also includes $240,000 reported in the "Bonus"        column of last year's Summary Compensation Table on page 13 of the        proxy statement for the 2006 annual meeting of stockholders.
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(2)Of the totals in this column,        the following amounts were reported in the 2006 Summary Compensation Table or were reported in the Summary Compensation Table for        prior years:NameExecutive        Contributions        in Last FY        ($)(1)Registrant        Contributions        in Last FY        ($)Aggregate        Earnings        in Last FY        ($)**Peter Boneparth**375,0001,419,1671,794,167**Efthimios        P. Sotos**119,211-119,211**Sidney Kimmel**---**Wesley R. Card**---**Lynne F.        Cote'**50,000-50,000**Rhonda J. Brown**---         (3)         Ms. Brown's aggregate        account balance was distributed to her following her termination of        employment with us.
        The Deferred Compensation Planallows a select group of management or highly compensated employees who aredesignated by the committee that administers the plan to defer, on a pre-taxbasis, receipt of up to 90% of salary and up to 90% of annual bonus, in anaccount which is credited with a rate of return based on hypothetical investmentoptions selected by the participant from an extensive menu under the plan. Thecommittee has designated employees earning a base salary of $100,000 or more,including the named executive officers, as eligible to participate in the plan.Participant deferrals and related earnings are fully vested upon contribution.However, the plan is not funded; account balances are simply bookkeeping entriesthat record our unsecured contractual commitment to pay the amounts due underthe plan. A rabbi trust has been established under the plan to hold assetsseparate from our other assets for the purpose of paying future participantbenefit obligations. The assets of the rabbi trust are available to our generalcreditors in the event of our insolvency.

        Investment selections may bechanged by the participant on a daily basis. The Deferred Compensation Plan doesnot provide above-market or preferential earnings. The investment creditingoptions and their one-year rates of return as of December 31, 2006 are asfollows:

Fund OfferingInvestment        Classification1-Year        Annualized Average %1.AllianceBernstein        International Value
International Value34.182.AllianceBernstein        Value
Large Value
21.223.American        Funds EuroPacific Growth
International Growth
21.434.American Funds        Growth Fund of America
Large Growth
10.625.BlackRock        S&P 500 Index
Market Index
15.496.Columbia Acorn
Small Growth
14.137.Delaware        Trend
Mid-Cap Growth
6.888.Goldman Sachs        Small Cap Value
Small Value
17.349.JP        Morgan Mid Cap Value
Mid-Cap Value
16.7310.LASSO(R)        Long and Short Strategic Opportunities(R)
Absolute Return7.4511.Merrill        Lynch Retirement Reserves Money
Money Market4.5412.PIMCO Real Return
Inflation - Linked Bond
-0.1613.PIMCO        Total Return
Intermediate Term Bond
3.50
        New deferral elections may only bemade during each annual enrollment period and are effective on January 1 of thesubsequent year. Deferral elections remain in effect throughout the year andcannot be discontinued.

        Amounts deferred under the planare not subject to income tax until actually paid to the participant.Distributions of account balances are generally paid following the participant'sretirement or termination of employment with us. However, the plan does haveprovisions for scheduled "in-service" distributions and also allowsfor hardship withdrawals upon the approval of the committee that administers theplan. Account 

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 balances of at least $50,000 for participants who terminateemployment after attaining age 50 and completing at least ten years of serviceare paid, pursuant to the participant's election, either in a lump sum or inscheduled quarterly or annual installments during up to a maximum period of 15years. All other distributions are made in lump sum payments. Distributions tospecified "key employees" as defined by Internal Revenue Serviceregulations, including the named executive officers, may not be made earlierthan six months after termination of employment.

Employment and Compensation Arrangements

        Effective July 1, 2000, we enteredinto employment agreements with Sidney Kimmel and Wesley R. Card. Mr. Card'sagreement was amended and restated effective as of March 11, 2002 and furtheramended on each of February 28, 2003, March 8, 2006 and April 17, 2007. Eachagreement had an initial term of three years. Each agreement provides forautomatic 12-month extensions unless either party gives notice no later thanJune 30 of the year preceding the final year of the applicable term that theagreement will not be extended. If the agreement is so extended, the extendedterm begins on July 1 of the applicable year and ends 36 months later. Thecurrent term of our agreement with Messrs. Kimmel and Card expires on June 30,2009.

        In connection with our acquisitionof McNaughton, in April 2001, we entered into an employment agreement with PeterBoneparth, who was the Chief Executive Officer of McNaughton. The agreement,which became effective on completion of the merger on June 19, 2001, was amendedin November 2001, amended and restated on March 11, 2002, when Mr. Boneparth waselected President of Jones and designated to become the Chief Executive Officeron May 22, 2002, and further amended on February 28, 2003. It had an initialterm of three years, which expired on March 31, 2005, and provides for automatic12-month extensions unless either party gives notice no later than March 31 ofthe year preceding the final year of the applicable term that the agreement willnot be extended. If the agreement is so extended, the extended term begins onApril 1 of the applicable year and ends 36 months later. On March 27, 2007, wedelivered to Mr. Boneparth, and Mr. Boneparth delivered to us, a"Non-extension Notice" pursuant to the agreement. As a result of suchnotices, the term of Mr. Boneparth's agreement will not be extended to March31, 2010 and will expire on March 31, 2009.

        We entered into an employmentagreement with Lynne Cote' effective as of January 1, 2002. Ms. Cote''sagreement was amended effective November 30, 2005. Ms. Cote''s agreement hadan initial term of three years. Her agreement provides for automatic 12-month extensions unless eitherparty gives notice no later than December 31 of the year preceding the finalyear of the applicable term that the agreement will not be extended. If theagreement is so extended, the extended term begins on January 1 of theapplicable year and ends 36 months later. The current term of Ms. Cote''sagreement expires on December 31, 2009.

        We entered into an employmentagreement with Efthimios P. Sotos effective as of July 1, 2004. Mr. Sotos'agreement was amended and restated as of June 5, 2006. His agreement had aninitial term of three years ending on June 30, 2009, and we had an option torenew the term for an additional 12-month period. By letter dated March 23,2007, Mr. Sotos gave notice of his resignation from his position as our ChiefFinancial Officer. His employment with us ended on March 27, 2007.

        Sidney Kimmel. Mr. Kimmel'sagreement provides that he will serve as our Chairman and Chief ExecutiveOfficer. His annual salary will not be less than $1,100,000, and he is entitledto receive annual bonuses in accordance with the Executive Annual Incentive Plan(for a description of the Executive Annual Incentive Plan, see"Compensation Discussion and Analysis - Components of ExecutiveCompensation Program - Description of Elements and Evaluation Process - AnnualCash Incentives" herein). The agreement also provides for annual grants, atthe discretion of the Compensation Committee, of stock options in an amount(plus or minus 25%) equal to 400% of Mr. Kimmel's salary and at an exerciseprice of the fair market value of the common stock on the date of grant, vestingratably over three-year periods, or in such other amount and on such other termsas the Compensation Committee may determine. On March 11, 2002, Mr. Kimmelannounced his plans to retire as our Chief Executive Officer as of May 22, 2002.He continues to serve as Chairman of our Board of Directors.

        If we terminate Mr. Kimmel'semployment for "cause" or if he resigns without "goodreason," Mr. Kimmel will receive only his unpaid salary through the date oftermination or resignation. If Mr. Kimmel's 

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 employment terminates before theend of the term due to death or "disability" (as defined), we will payhim or his estate, as applicable, (i) any unpaid salary through the date oftermination, (ii) an additional six months of salary and (iii) a target bonus(based on 100% of his annual salary at the time of termination) prorated throughthe date of termination. If we terminate Mr. Kimmel's employment without"cause" (as defined) or Mr. Kimmel resigns for "good reason"(as defined) and no "change in control" (as defined) has occurred, wewill pay or provide to him (i) any unpaid salary through the date oftermination, (ii) his target bonus prorated through the date of termination,(iii) for each month during the remainder of the term of his agreement, hismonthly salary at the time of termination and 1/12 of his target bonus, togetherwith continued benefits, and (iv) reimbursement for up to $10,000 of executiveoutplacement services. If we terminate Mr. Kimmel's employment without"cause" or Mr. Kimmel resigns for "good reason" following a"change in control," we will pay him (i) any unpaid salary through thedate of termination, (ii) his target bonus prorated through the date oftermination, (iii) a lump sum equal to three times the sum of his annual salaryat the time of termination plus his target bonus, (iv) reimbursement for up to$10,000 of executive outplacement services and (v) a lump sum equal to our costfor his health insurance, life insurance and retirement benefits for theremainder of the term of the agreement.

        The agreement also provides forvesting of all previously unvested options upon (i) termination of Mr. Kimmel'semployment due to "retirement" (as defined), death or"disability," (ii) a "change in control," (iii) terminationby Mr. Kimmel for "good reason" or (iv) if we terminate his employmentwithout "cause." In the case of termination due to"retirement," "disability," "change in control,""good reason" or "without cause," the accelerated optionsare exercisable during the remaining original option term; in the case of death,the accelerated options are exercisable by Mr. Kimmel's estate orrepresentative for a three-year period after the date of death.

        Mr. Kimmel's agreement alsocontains non-competition restrictions during his employment and for the durationof the severance period (i.e., the period from the termination date through theexpiration of the term of the agreement), provided that we are making thepayments due to him (as described above). Mr. Kimmel is prohibited fromrecruiting or hiring our employees during the period ending two years after theseverance period and is prohibited from disparaging Jones for the longer of thenon-competition period, the non-solicitation period or a period of three yearsfollowing the termination date. The agreement also restricts him from disclosingconfidential information of Jones and requires that he disclose and assign toJones any trademarks or inventions developed by him which relate to hisemployment by Jones or to Jones' business.  If Mr. Kimmel breaches any of the restrictions and covenants described abovefollowing termination of employment, Jones' severance payments to him willimmediately cease.

        Peter Boneparth. Mr.Boneparth's amended agreement provides that he will serve as the Presidentand, effective May 22, 2002, Chief Executive Officer of Jones, reporting solelyand directly to the Board of Directors. We agreed to include Mr. Boneparth as anominee for the Board of Directors and to recommend that stockholders vote infavor of his election to the Board of Directors for so long as he is employed byus under the agreement. His annual salary will be at the rate of not less than$1,500,000 for the period from March 11, 2002 through December 31, 2002,$2,000,000 for the period from January 1, 2003 through December 31, 2003, and$2,500,000 thereafter. He is entitled to receive annual bonuses in accordancewith the Executive Annual Incentive Plan. In satisfaction of Mr. Boneparth'sright to receive a guaranteed minimum bonus of $1,000,000 for each of 2002 and2003 under his April 2001 employment agreement, we paid him $1,000,000 on eachof March 11, 2002 and January 2, 2003. Under the agreement, we will continue toprovide him the life and disability insurance coverage previously provided tohim under his employment agreement with McNaughton.

        Under the agreement, on March 11,2002, Mr. Boneparth received an initial grant of options to purchase 1,500,000shares of our common stock, which vested ratably on the first threeanniversaries of the date of grant. Under the February 28, 2003 amendment, Mr.Boneparth waived his right under his March 11, 2002 amended and restatedemployment agreement to receive an additional grant of options to purchase1,500,000 shares of common stock, in consideration of receiving a grant of250,000 shares of performance-contingent restricted stock, which vest over athree-year period, in lieu thereof. The agreement also provides for annualgrants, at the discretion of the Compensation Committee, beginning in 2003, ofadditional stock options and/or shares of restricted stock in an amount (plus orminus 25%) equal to 300% of Mr. Boneparth's salary. The exercise price of theoptions will be the fair market value of the common stock on the date of grant. 

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Options or restricted stock will vest ratably over three-year periods, with suchother vesting provisions as the Compensation Committee may determine, or in suchother amount and on such other terms as the Compensation Committee maydetermine.

        If we terminate Mr. Boneparth'semployment for "cause" (as defined) or if he resigns without"good reason" (as defined), Mr. Boneparth will receive only his unpaidsalary through the date of termination or resignation and any bonus earned inthe prior year but not yet paid. If Mr. Boneparth's employment terminatesbefore the end of the term due to death or "disability" (as defined),we will pay him or his estate, as applicable, (i) any unpaid salary through thedate of termination and any bonus earned in the prior year but not yet paid,(ii) an additional six months of salary and (iii) the greater of his targetbonus (based on 100% of his annual salary at the time of termination) or$3,000,000, prorated through the date of termination. If we terminate Mr.Boneparth's employment without "cause" or Mr. Boneparth resigns for"good reason" and no "change in control" (as defined) hasoccurred, we will pay or provide to him (i) any unpaid salary through the dateof termination and any bonus earned in the prior year but not yet paid, (ii) thegreater of his target bonus at the time of termination or $3,000,000, proratedthrough the date of termination, (iii) for each month during the remainder ofthe term of his agreement, his monthly salary at the time of termination, 1/12of the greater of his target bonus or $3,000,000, and continued benefits for theremainder of the term of his agreement and (iv) reimbursement for up to $10,000of executive outplacement services. If we terminate Mr. Boneparth's employmentwithout "cause" or Mr. Boneparth resigns for "good reason"following a "change in control," we will pay him (i) any unpaid salarythrough the date of termination and any bonus earned in the prior year but notyet paid, (ii) his target bonus, prorated through the date of termination, (iii)a lump sum equal to three times the sum of Mr. Boneparth's annual salary atthe time of termination and the greater of his target bonus at the time oftermination or $3,000,000, (iv) reimbursement for up to $10,000 of executiveoutplacement services and (v) a lump sum equal to our cost for continued healthinsurance, life insurance and retirement benefits for the remainder of the termof the agreement.

        The agreement also provides forvesting of all previously unvested options and lapse of all restrictions onshares of restricted stock held by Mr. Boneparth upon (i) termination of Mr.Boneparth's employment due to "retirement" (as defined), death or"disability," (ii) a "change in control," (iii) terminationby Mr. Boneparth for "good reason" or (iv) if we terminate hisemployment without "cause." In the case of termination due to"retirement," "disability," "change in control,"for "good reason" or "without cause," the acceleratedoptions are exercisable during the remaining original option term; in the caseof death, the accelerated options are exercisable by Mr. Boneparth's estate orrepresentative for a three-year period after the date of death.

        Mr. Boneparth's agreement alsocontains non-competition restrictions during his employment and for the durationof the severance period (i.e., the period from the termination date through theexpiration of the term of the agreement), provided that we are making thepayments due to him (as described above). Mr. Boneparth is prohibited fromrecruiting or hiring our employees during the period ending two years after theseverance period and is prohibited from disparaging Jones for the longer of thenon-competition period, the non-solicitation period or a period of three yearsfollowing the termination date. The agreement also restricts him from disclosingconfidential information of Jones and requires that he disclose and assign toJones any trademarks or inventions developed by him which relate to hisemployment by Jones or to Jones' business. If Mr. Boneparth breaches any ofthe restrictions and covenants described above following termination ofemployment, Jones' severance payments to him will immediately cease.

        Efthimios P. Sotos. Mr.Sotos' amended agreement provided that he would serve as our Chief FinancialOfficer. His annual salary would not be less than $500,000, and he was entitledto receive annual bonuses in accordance with the Executive Annual IncentivePlan. The agreement also provided for annual grants, at the discretion of theCompensation Committee, of restricted stock and/or stock options, in suchamounts and subject to such terms and conditions as determined by theCompensation Committee.

        If we terminated Mr. Sotos'employment for "cause" (as defined) or if he resigned without"good reason" (as defined), Mr. Sotos would receive only his unpaidsalary through the date of termination or resignation. If Mr. Sotos'employment terminated before the end of the term due to death or"disability" (as defined), we would pay him or his estate, asapplicable, (i) any unpaid salary through the date of termination, (ii) anadditional six months of salary and (iii) a target bonus (based on 75% of hisannual salary at the time of 

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 termination), prorated through the date oftermination. If we terminated Mr. Sotos' employment without "cause"or Mr. Sotos resigned for "good reason" and no "change incontrol" (as defined) had occurred, he would receive (i) any unpaid salarythrough the date of termination, (ii) the target bonus at the time oftermination, prorated through the date of termination, (iii) for each monthduring the remainder of the term of the agreement, his monthly salary at thetime of termination plus 1/12 of the target bonus, (iv) continued healthinsurance, life insurance and retirement benefits for the remainder of the termof the agreement and (v) reimbursement for up to $10,000 of executiveoutplacement services.

        If we terminated Mr. Sotos'employment without "cause" or Mr. Sotos resigned for "goodreason" following a "change in control," he would receive (i) anyunpaid salary through the date of termination, (ii) the target bonus, proratedthrough the date of termination, (iii) a lump sum equal to three times 200% ofMr. Sotos' annual salary at the time of termination, (iv) reimbursement for upto $10,000 of executive outplacement services and (v) a lump sum equal to ourcost for his continued health insurance, life insurance and retirement benefitsfor the remainder of the term of the agreement.

        The agreement also provided forvesting of all previously unvested options and lapse of all restrictions onshares of restricted stock held by Mr. Sotos upon (i) termination of Mr. Sotos'employment due to "retirement" (as defined), death or"disability," (ii) a "change in control," (iii) terminationby Mr. Sotos for "good reason" or (iv) if we terminated his employmentwithout "cause." In the case of termination due to"retirement," "disability," "change in control,""good reason" or "without cause," the accelerated optionswould be exercisable during the remaining original option term; in the case ofdeath, the accelerated options would be exercisable by Mr. Sotos' estate orrepresentative for a three-year period after the date of death.

        Mr. Sotos' agreement alsocontains non-competition restrictions during his employment and for the durationof the severance period (i.e., the period from the termination date through theexpiration of the term of the agreement), provided that we are making thepayments due to him (as described above). Mr. Sotos is prohibited fromrecruiting or hiring our employees during the period ending two years after theseverance period and is prohibited from disparaging Jones for the longer of thenon-competition period or a period of three years following the terminationdate. The agreement also restricts him from disclosing confidential informationof Jones and requires that he disclose and assign to Jones any trademarks orinventions developed by him which relate to his employment by Jones or to Jones'business.

        Wesley R. Card. Mr. Card'samended agreement provides that he will serve as our Chief Operating andFinancial Officer. His annual salary will not be less than $850,000, and he isentitled to receive annual bonuses in accordance with the Executive AnnualIncentive Plan. Under the February 28, 2003 amendment, Mr. Card waived his rightunder his March 11, 2002 amended and restated employment agreement to receive agrant of options to purchase 500,000 shares of common stock, in consideration ofreceiving a grant of 150,000 shares of performance-contingent restricted stock,which vest over a three-year period, in lieu thereof. The agreement alsoprovides for annual grants, at the discretion of the Compensation Committee, ofstock options and/or restricted stock in an amount (plus or minus 25%) equal to150% of Mr. Card's salary. The exercise price of the options will be the fairmarket value of the common stock on the date of grant. Options or restrictedstock will vest ratably over three-year periods, with such other vestingprovisions as the Compensation Committee may determine, or in such other amountand on such other terms as the Compensation Committee may determine.

        If we terminate Mr. Card'semployment for "cause" or if he resigns without "goodreason," Mr. Card will receive only his unpaid salary through the date oftermination or resignation. If Mr. Card's employment terminates before the endof the term due to death or "disability" (as defined), we will pay himor his estate, as applicable, (i) any 

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 unpaid salary through the date oftermination, (ii) an additional six months of salary and (iii) a target bonus(based on 100% of his annual salary at the time of termination) prorated throughthe date of termination. If we terminate Mr. Card's employment without"cause" (as defined) or Mr. Card resigns for "good reason"(as defined) and no "change in control" (as defined) has occurred, wewill pay or provide to him (i) any unpaid salary through the date oftermination, (ii) his target bonus prorated through the date of termination,(iii) for each month during the remainder of the term of his agreement, hismonthly salary at the time of termination and 1/12 of his target bonus, togetherwith continued benefits and (iv) reimbursement for up to $10,000 of executiveoutplacement services. If we terminate Mr. Card's employment without"cause" or Mr. Card resigns for "good reason" following a"change in control," we will pay him (i) any unpaid salary through thedate of termination, (ii) his target bonus prorated through the date oftermination, (iii) a lump sum equal to three times 200% of his annual salary atthe time of termination, (iv) reimbursement for up to $10,000 of executiveoutplacement services and (v) a lump sum equal to our cost for his healthinsurance, life insurance and retirement benefits for the remainder of the termof the agreement.

        Mr. Card's amended agreementprovides that if (1) he remains employed by us through December 31, 2009 and hisemployment terminates thereafter for any reason, (2) prior to December 31, 2009,his employment terminates due to death or disability or is terminated by uswithout "cause" or by him for "good reason," or (3) on orafter January 1, 2008, he provides to our Board of Directors at least sixmonths' written notice of his retirement and the Board consents to hisretirement, which consent shall not be unreasonably withheld or delayed, then wewill (i) pay him (or his estate, as applicable) an annual retirement benefit of$500,000, payable in monthly installments, for a period of five years followingthe date of termination and (ii) provide continued medical and dental coveragefor Mr. Card and his spouse for their respective lives, provided that our annualcost of providing that coverage does not exceed $7,500 (which amount increasesannually by 10% beginning in 2008). The annual retirement benefit and continuedinsurance coverage are in addition to any other payments and benefits to whichMr. Card may be entitled under other provisions of the employment agreement.

        The agreement also provides forvesting of all previously unvested options and lapse of all restrictions onshares of restricted stock held by Mr. Card upon (i) termination of Mr. Card'semployment due to "retirement" (as defined), death or"disability," (ii) a "change in control," (iii) terminationby Mr. Card for "good reason" or (iv) if we terminate his employmentwithout "cause." In the case of termination due to"retirement," "disability," "change in control,""good reason" or "without cause," the accelerated optionsare exercisable during the remaining original option term; in the case of death,the accelerated options are exercisable by Mr. Card's estate or representativefor a three-year period after the date of death.

        Mr. Card's agreement alsocontains non-competition restrictions during his employment and for the durationof the severance period (i.e., the period from the termination date through theexpiration of the term of the agreement), provided that we are making thepayments due to him (as described above). Mr. Card is prohibited from recruitingor hiring our employees during the period ending two years after the severanceperiod and is prohibited from disparaging Jones for the longer of thenon-competition period, the non-solicitation period or a period of three yearsfollowing the termination date. The agreement also restricts him from disclosing confidential information of Jones and requires that hedisclose and assign to Jones any trademarks or inventions developed by him whichrelate to his employment by Jones or to Jones' business. If Mr. Card breachesany of the restrictions and covenants described above following termination ofemployment, Jones' severance payments to him will immediately cease.

        Lynne F. Cote'. Ms. Cote''samended agreement provides that she will serve as our Chief Executive Officer -Wholesale Sportswear, Suits and Dresses. Her annual salary was at the rate ofnot less than $600,000 through December 31, 2005 and is at the rate of not lessthan $1,000,000 commencing as of January 1, 2006. She is eligible to receiveannual bonuses in the discretion of the Board of Directors upon therecommendation of the Chief Executive Officer of Jones.

        If we terminate Ms. Cote''semployment for "cause" (as defined) or if she resigns without"good reason" (as defined), Ms. Cote' will receive only her unpaidsalary through the date of termination or resignation and any bonus earned inthe prior year but not yet paid. If Ms. Cote''s employment terminates beforethe end of the term due to death or "disability" (as defined), we willpay her or her estate, as applicable, (i) any unpaid salary through the date oftermination and (ii) an additional six months of salary. If we terminate Ms.Cote''s employment without "cause" or Ms. Cote' resigns for"good reason," she will receive (i) any unpaid salary through the dateof termination and any bonus earned in the prior year but not yet paid and (ii)for each month during the remainder of the term of the agreement, her monthlysalary at the time of termination. Severance payments to Ms. Cote' will bereduced by the amount, if any, of other compensation or income earned orreceived by Ms. Cote' after the termination date.

        The agreement provides for vestingof all previously unvested options upon termination of Ms. Cote''s employmentdue to death or "disability." The accelerated options are exercisableduring the remaining original option term (or, if shorter, for three yearsfollowing death).

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        Ms. Cote''s agreement alsocontains non-competition restrictions during Ms. Cote''s employment and forthe duration of the severance period (i.e., the period from the termination datethrough the expiration of the term of the agreement but not less than one year),provided that we are making the payments due to her (as described above). Ms.Cote' is prohibited from recruiting or hiring our employees during the periodending two years after the severance period and is prohibited from disparagingJones for the longer of the non-competition period, the non-solicitation periodor a period of three years following the termination date. The agreement alsorestricts her from disclosing confidential information of Jones and requiresthat she disclose and assign to Jones any trademarks or inventions developed byher which relate to her employment by Jones or to Jones' business. If Ms.Cote' breaches any of the restrictions and covenants described above followingtermination of employment, Jones' severance payments to her will immediatelycease.

        We have provided certainperquisites to the named executive officers, as summarized in footnote 4 to the2006 Summary Compensation Table. In addition, each of those executives iseligible to receive all perquisites that are made available to our seniorexecutives, which include participation in the Jones Apparel Group, Inc.Deferred Compensation Plan and participation at the senior executive level inour discount program.

        We also provide other benefits,such as medical, dental and life insurance, to the named executive officers onthe same terms and conditions as those provided generally to our otherfull-time, salaried employees.

Potential Payments and Benefits Upon Termination of Employment

        This section outlines estimatedpayments and other benefits that would have been received by each namedexecutive officer employed by us as of December 29, 2006 (the last business dayof 2006), or his or her estate, under existing agreements, plans andarrangements, if the named executive officer's employment had terminated onDecember 29, 2006 under the following circumstances:
- voluntary termination by the named executive officer,
- termination by us for cause,
- termination by us without cause or by the named executive officer with      good reason,
- termination by us without cause or by the named executive officer with      good reason following a change in control,
- termination at normal retirement,
- termination as a result of disability or
- termination as a result of death.

        Employment Agreements. Thenamed executive officers have employment agreements with us, as described underthe heading "Employment and Compensation Arrangements" herein. Thenamed executive officers had the following number of months remaining as ofDecember 29, 2006 in the then-current terms of their employment agreements: 27months for Mr. Boneparth; 30 months for Mr. Sotos; 30 months for Mr. Kimmel; 30months for Mr. Card; and 24 months for Ms. Cote'.

        On December 31, 2006, the term ofMs. Cote''s agreement was extended for an additional 12 months.

        On March 23, 2007, Mr. Sotosnotified us of his resignation from his position as our Chief Financial Officer.Under that circumstance, as shown under the "Voluntary termination by namedexecutive officer" column in the following table for Mr. Sotos, he receivedno severance payments and benefits other than those generally available to ourfull-time, salaried employees upon termination of employment other than forcause.

        On March 27, 2007, we delivered toMr. Boneparth, and Mr. Boneparth delivered to us, a "Non-extensionNotice" pursuant to his employment agreement. As a result, the term of Mr.Boneparth's agreement will expire on March 31, 2009 (which is the sameexpiration date on which the quantitative data in the following table for Mr.Boneparth is based).

        As provided under each namedexecutive officer's employment agreement with us, the severance payments shownon the following tables would immediately cease if the executive were to breachhis or her obligations under the ownership of intellectually property,confidentiality, non-competition, non-solicitation 

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 or non-disparagementcovenants described under the heading "Employment and CompensationArrangements" herein.

        We do not make excise tax gross-uppayments in connection with severance payments to the named executive officers.Our employment agreements with Messrs. Boneparth, Sotos, Kimmel and Card providethat if total payments under the terms of the agreement are or will be subjectto the excise tax imposed under Section 4999 of the Internal Revenue Code, thenthe total payments will be reduced (but not below zero) to the extent that areduction would result in the executive retaining a larger amount on anafter-tax basis. We would effect the reduction by first reducing or eliminatingthe portion of total payments which are not payable in cash and then by reducingor eliminating cash payments.

        Company Plans and Policies.The following tables do not include payments and benefits generally available toall of our full-time, salaried employees upon termination of employment,including distribution of account balances under the terms and conditions of ourJones Apparel Group, Inc. Retirement Plan (401(k) Plan) for participatingemployees, payment for accrued but unused vacation, and payment of benefits upondeath or disability. The following tables also omit payment of account balancesfollowing termination of employment to participants in certain benefit plansdiscussed elsewhere herein. For information concerning account balances andaccumulated benefits for the named executive officers participating in the JonesApparel Group, Inc. Deferred Compensation Plan or the Pension Plan forAssociates of Nine West Group Inc., see the 2006 Nonqualified DeferredCompensation and the 2006 Pension Benefits tables.

        We provide a group life insurancebenefit to employees of 166% of base annual salary to a maximum benefit of$300,000 (which is doubled in the event of accidental death and is reduced byone-third upon the employee's attainment of each of age 70 and age 75). Wealso provide long-term disability coverage to employees to age 65 (assumingcontinued disability) for up to 60% of monthly salary with a limit of $4,000 permonth. Employees have the option to purchase additional long-term disabilitycoverage for up to 60% of monthly salary or $11,000 per month, with a $15,000total monthly benefit limit.

        Under the terms of our employmentagreement with Mr. Boneparth, we pay the premiums for additional life anddisability insurance for Mr. Boneparth's benefit, which are included in thefollowing table. The aggregate benefit under the additional life insurance is $7million, and the aggregate monthly benefit under the additional long-termdisability insurance is $15,000, payable to age 65 (assuming continueddisability).

2006 Estimated Termination Payments and Benefits
Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**PETER        BONEPARTH**:            *Aggregate        monthly cash payments*$        -$        -$12,374,991(1)$        - $        -$1,249,998(2)$1,249,998(2) *Lump        sum cash payment*--3,000,000(3)19,000,000(4)-3,000,000(3)3,000,000(3) *Health        and welfare benefits continuation (5)*--107,731 - -- -  *Lump        sum cost of insurance and retirement benefits (6)*--- 112,105 -- -  *Value        of accelerated stock options* (7)--- - -- -  *Value        of accelerated restricted stock (8)*--4,178,750 4,178,750 4,178,7504,178,750 4,178,750  *Executive        outplacement services (9)*--10,000 10,000 -- -  **TOTAL:**$        -$        -$19,671,472 $23,300,855 $4,178,750$8,428,748 $8,428,748 
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         (1)         Represents aggregate payments of monthly salary plus monthly bonus (1/12        of the greater of target bonus (last annual salary) or $3 million)        through March 31, 2009.(2)Represents six months of        salary.(3)Represents the greater of last        annual salary or $3 million.(4)Represents (i) target bonus        (last annual salary) plus (ii) three times annual salary plus (iii)        three times the greater of target bonus (last annual salary) or $3        million.(5)Represents the present value        at December 31, 2006 of life and health insurance under our group        policies through March 31, 2009, assuming a discount rate of 6.11% and a        growth rate of 8% per year for insurance premiums. Includes our        continued contributions to the Jones Apparel Group, Inc. Retirement Plan        with an assumed maximum amount of $9,000 annually through March 31,        2009. Also includes present value at December 31, 2006 of life and        health insurance premiums to be paid by us through March 31, 2009 under        individual life and disability policies for the benefit of Mr.        Boneparth, assuming a discount rate of 6.11% and a growth rate of 8% per        year for insurance premiums.(6)Represents our cost of        continued life and health insurance and our continued contributions to        the Jones Apparel Group, Inc. Retirement Plan for the executive during        the period from December 31, 2006 through March 31, 2009.(7)Mr. Boneparth's stock        options were fully vested as of December 29, 2006.(8)Represents intrinsic value of        unvested restricted stock subject to accelerated vesting. Calculated        based on the closing price of our common stock on the New York Stock        Exchange on December 29, 2006 ($33.43). Excludes the 50% of the March 6,        2006 restricted stock award (25,000 shares) that will not vest, as 2006        corporate performance targets applicable to that portion of the awards        were not achieved.(9)Assumes that we reimburse the        executive for the maximum reimbursable amount ($10,000) under the        executive's employment agreement.
 
Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**EFTHIMIOS        P. SOTOS (1):**            *Aggregate        monthly cash payments*$        -$        -$2,187,500(2)$        - $        -$250,000(3)$250,000(3) *Lump        sum cash payment*--375,000(4)3,375,000(5)-375,000(4)375,000(4) *Health        and welfare benefits continuation (6)*--42,660 - -- -  *Lump        sum cost of insurance and retirement benefits (7)*--- 43,447 -- -  *Value        of accelerated stock options*  (8)--133,000 133,000 133,000133,000 133,000  *Value        of accelerated restricted stock (9)*--1,058,628 1,058,628 1,058,6281,058,628 1,058,628  *Executive        outplacement services (10)*--10,000 10,000 -- -  **TOTAL:**$        -$        -$3,806,788 $4,620,075 $1,191,628$1,816,628 $1,816,628          (1)         Mr. Sotos resigned in March 2007. As a result, he received payment of        his salary and benefits only through the date of termination of        employment. The potential payments and benefits upon termination of        employment under the various other circumstances shown in this table are        provided as required under SEC rules.(2)Represents aggregate payments        of monthly salary plus monthly bonus (1/12 of 75% of last annual salary)        through June 30, 2009.(3)Represents six months of        salary.(4)Represents target bonus (75%        of last annual salary).(5)Represents (i) target bonus        (75% of last annual salary) plus (ii) three times 200% of last annual        salary.(6)Represents the present value        at December 31, 2006 of life and health insurance under our group        policies through June 30, 2009, assuming a discount rate of 6.11% and a        growth rate of 8% per year for insurance premiums. Includes our        continued contributions to the Jones Apparel Group, Inc. Retirement Plan        with an assumed maximum amount of $9,000 annually through June 30, 2009.(7)Represents our cost of        continued life and health insurance and our continued contributions to        the Jones Apparel Group, Inc. Retirement Plan for the executive during        the period from December 31, 2006 through June 30, 2009.(8)Represents intrinsic value of        unvested options subject to accelerated vesting. Calculated based on the        excess amount of the closing price of our common stock on the New York        Stock Exchange on December 29, 2006 ($33.43) over the exercise price of        the option. Includes 34,000 unvested options that were forfeited as of        March 27, 2007 as a result of Mr. Sotos' termination of employment        with us on March 27, 2007 and 47,001 vested options that will expire        three months after his termination date (June 27, 2007).(9)Represents intrinsic value of        unvested restricted stock subject to accelerated vesting. Calculated        based on the closing price of our 
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  common stock on the New York Stock        Exchange on December 29, 2006 ($33.43). Includes 31,000 shares of        restricted stock that were forfeited as of March 27, 2007 as a result of        Mr. Sotos' termination of employment with us on March 27, 2007.(10)Assumes that we reimburse the        executive for the maximum reimbursable amount ($10,000) under the        executive's employment agreement.
 
Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**SIDNEY        KIMMEL:**            *Aggregate        monthly cash payments*$        -$        -$6,000,000(1)$        - $        -$600,000(2)$600,000(2) *Lump        sum cash payment*--1,200,000(3)8,400,000(4)-1,200,000(3)1,200,000(3) *Health        and welfare benefits continuation (5)*--52,078 - -- -  *Lump        sum cost of insurance and retirement benefits (6)*--- 53,339 -- -  *Value        of accelerated stock options* (7)--- - -- -  *Value        of accelerated restricted stock*--- - -- -  *Executive        outplacement services (8)*--10,000 10,000 -- -  **TOTAL:**$        -$        -$7,267,078 $8,463,339 $        -$1,800,000 $1,800,000          (1)         Represents aggregate payments of monthly salary plus monthly bonus (1/12        of target bonus (last annual salary)) through June 30, 2009.(2)Represents six months of        salary.(3)Represents target bonus (last        annual salary).(4)Represents (i) target bonus        (last annual salary) plus (ii) three times annual salary plus (iii)        three times target bonus.(5)Represents the present value        at December 31, 2006 of life and health insurance under our group        policies through June 30, 2009, assuming a discount rate of 6.11% and a        growth rate of 8% per year for insurance premiums. Includes our        continued contributions to the Jones Apparel Group, Inc. Retirement Plan        with an assumed maximum amount of $9,000 annually through June 30, 2009.(6)Consists of our cost of        continued life and health insurance and our continued contributions to        the Jones Apparel Group, Inc. Retirement Plan for the executive during        the period from December 31, 2006 through June 30, 2009.(7)Mr. Kimmel's stock options        were fully vested as of December 29, 2006.(8)Assumes that we reimburse the        executive for the maximum reimbursable amount ($10,000) under the        executive's employment agreement.
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Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**WESLEY        R. CARD:**            *Aggregate        monthly cash payments*$        -$        -$5,500,020(1)$        - $        -$550,000(2)$550,000(2) *Lump        sum cash payment*--1,100,000(3)7,700,000(4)-1,100,000(3)1,100,000(3) *Health        and welfare benefits continuation (5)*--52,918 - -- -  *Lump        sum cost of insurance and retirement benefits (6)*--- 54,221 -- -  *Value        of accelerated stock options* (7)--- - -- -  *Value        of accelerated restricted stock (8)*--2,089,375 2,089,375 2,089,3752,089,375 2,089,375  *Executive        outplacement services (9)*--10,000 10,000 -- -  **TOTAL:**$        -$        -$8,752,313 $9,853,596 $2,089,375$3,739,375 $3,739,375          (1)         Represents aggregate payments of monthly salary plus monthly bonus (1/12        of target bonus (last annual salary)) through June 30, 2009.(2)Represents six months of        salary.(3)Represents target bonus (last        annual salary).(4)Represents (i) target bonus        (last annual salary) plus (ii) three times annual salary plus (iii)        three times target bonus.(5)Represents the present value        at December 31, 2006 of life and health insurance under our group        policies through June 30, 2009, assuming a discount rate of 6.11% and a        growth rate of 8% per year for insurance premiums. Includes our        continued contributions to the Jones Apparel Group, Inc. Retirement Plan        with an assumed maximum amount of $9,000 annually through June 30, 2009.(6)Represents our cost of        continued life and health insurance and our continued contributions to        the Jones Apparel Group, Inc. Retirement Plan for the executive during        the period from December 31, 2006 through June 30, 2009.(7)Mr. Card's stock options        were fully vested as of December 29, 2006.(8)Represents intrinsic value of        unvested restricted stock subject to accelerated vesting. Calculated        based on the closing price of our common stock on the New York Stock        Exchange on December 29, 2006 ($33.43). Excludes the 50% of the March 6,        2006 restricted stock award (12,500 shares) that will not vest, as 2006        corporate performance targets applicable to that portion of the awards        were not achieved.(9)Assumes that we reimburse the        executive for the maximum reimbursable amount ($10,000) under the        executive's employment agreement.
        Upon Mr. Sotos'resignation in March 2007, we asked Mr. Card to resume the role of ChiefFinancial Officer. He agreed, and in recognition of his new responsibilities, weentered into an amendment of his employment agreement in April 2007 whichprovides him with additional payments and benefits upon termination ofemployment under certain circumstances. The following table shows the estimatedtotal payments and other benefits that Mr. Card would have received upontermination of employment as of December 29, 2006, had the amendment been ineffect on that date.

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Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**WESLEY        R. CARD:**             *Aggregate        monthly cash payments*$        -$        -$8,000,020(1)$2,500,000(2) $        -(3)$3,050,000(4)$3,050,000(4) *Lump        sum cash payment*--1,100,000(5)7,700,000(6)- 1,100,000(5)1,100,000(5) *Health        and welfare benefits continuation*--309,970(7)275,767(8)-(3)275,767(8) 275,767(8)  *Lump        sum cost of insurance and retirement benefits (9)*--- 54,221 - - -  *Value        of accelerated stock options*  (10)--- - - - -  *Value        of accelerated restricted stock (11)*--2,089,375 2,089,375 2,089,375 2,089,375 2,089,375  *Executive        outplacement services (12)*--10,000 10,000 - - -  **TOTAL:**$        -$        -$11,509,365 $12,629,363 $2,089,375 $6,515,142 $6,515,142           (1)         Represents aggregate payments of (i) monthly salary plus monthly bonus        (1/12 of target bonus (last annual salary)) through June 30, 2009 plus        (ii) aggregate monthly cash payments totaling $500,000 per year through        December 31, 2011.(2)Represents aggregate monthly        payments totaling $500,000 per year through December 31, 2011.(3)Mr. Card is not entitled to        the additional payments and benefits provided under the April 2007        amendment upon termination by reason of retirement except with respect        to retirement on or after July 1, 2008 with at least six months' prior        written notice of his retirement to our Board of Directors and the        consent of the Board to his retirement.(4)Represents (i) six months of        salary plus (ii) aggregate monthly cash payments totaling $500,000 per        year through December 31, 2011.(5)Represents target bonus (last        annual salary).(6)Represents (i) target bonus        (last annual salary) plus (ii) three times annual salary plus (iii)        three times target bonus.(7)Represents the present value        at December 31, 2006 of health and dental insurance for Mr. Card and his        wife from July 1, 2009 (following expiration of the term of his        agreement) for life, assuming a life expectancy of 80 and 84 years,        respectively, a discount rate of 6.11%, an annual cost to us of $7,500        and a growth rate of 10% per year for premiums, as provided under the        amended employment agreement. Also includes the present value of life        and health insurance for Mr. Card under our group policies through June        30, 2009, assuming a discount rate of 6.11% and a growth rate of 8% per        year for insurance premiums. Includes our continued contributions to the        Jones Apparel Group, Inc. Retirement Plan with an assumed maximum amount        of $9,000 annually through June 30, 2009.(8)Represents the present value        at December 31, 2006 of health and dental insurance for Mr. Card and his        wife from December 31, 2006 for life, assuming a life expectancy of 80        and 84 years, respectively, a discount rate of 6.11%, an annual cost to        us of $7,500 and a growth rate of 10% per year for premiums, as provided        under the amended employment agreement.(9)Represents our cost of        continued life and health insurance and our continued contributions to        the Jones Apparel Group, Inc. Retirement Plan for Mr. Card during the        period from December 31, 2006 through June 30, 2009.(10)Mr. Card's stock options        were fully vested as of December 29, 2006.(11)Represents intrinsic value of        unvested restricted stock subject to accelerated vesting. Calculated        based on the closing price of our common stock on the New York Stock        Exchange on December 29, 2006 ($33.43). Excludes the 50% of the March 6,        2006 restricted stock award (12,500 shares) that will not vest, as 2006        corporate performance targets applicable to that portion of the awards        were not achieved.(12)Assumes that we reimburse Mr.        Card for the maximum reimbursable amount ($10,000) under his employment        agreement.
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Payments        and benefitsVoluntary        termination by named executive officerTermination        by us for causeTermination        by us without cause or by the named executive officer with good reasonTermination        by us without cause or by the named executive officer with good reason        following a change in controlNormal        retirementTermination        due to DisabilityTermination        due to Death**LYNNE        F. COTE':**            *Aggregate        monthly cash payments*$        -$        -$2,000,000(1)$2,000,000(1) $        -$500,000(2)$500,000(2) *Lump        sum cash payment*--- - -- -  *Health        and welfare benefits continuation*--- - -- -  *Lump        sum cost of insurance and retirement benefits*--- - -- -  *Value        of accelerated stock options* (3)--- - 420420 420  *Value        of accelerated restricted stock (4)*--- - 713,196713,196 713,196  *Executive        outplacement services*--- - -- -  **TOTAL:**$        -$        -$2,000,000 $2,000,000 $713,616$1,213,616 $1,213,616          (1)         Represents aggregate payments of monthly salary through December 31,        2008. However, as of December 31, 2006, the term of Ms. Cote''s        agreement was automatically extended to December 31, 2009. Severance        payments are reduced by the amount, if any, of other compensation or        income earned or received by Ms. Cote' after the termination date.(2)Represents six months of        salary.(3)Represents intrinsic value of        unvested options subject to accelerated vesting. Calculated based on the        excess amount of the closing price of our common stock on the New York        Stock Exchange on December 29, 2006 ($33.43) over the exercise price of        the option.(4)Represents intrinsic value of        unvested restricted stock subject to accelerated vesting. Calculated        based on the closing price of our common stock on the New York Stock        Exchange on December 29, 2006 ($33.43).
        On April 14, 2006,Rhonda J. Brown's employment with us as President and Chief Executive Officerof our Footwear, Accessories and Retail Group and as President and ChiefExecutive Officer of Nine West Footwear Corporation was terminated. Pursuant toMs. Brown's employment agreement with us, which was effective on October 21,2001 and amended on February 28, 2003, we paid Ms. Brown a lump sum payment of$284,375, representing a prorated target bonus based on 75% of her annual salary($1,300,000) at the time of termination, and semi-monthly payments of $94,792,representing her monthly salary as of the termination date and 1/12 of hertarget bonus, during the period from April 15, 2006 through December 31, 2006,totaling $1,611,458. Ms. Brown is entitled to receive continued semi-monthlypayments of salary and target bonus until the end of the term of her employmentagreement on December 31, 2008, which will total $4,550,000 in the aggregate.Her employment agreement provides that she is entitled to continue toparticipate in all benefit plans in which she was participating immediatelypreceding termination of employment for the remaining term of the agreement. Theestimated total value of her continued benefits from April 15, 2006 throughDecember 31, 2008 is $88,998, comprised of (i) approximately $18,000 in lieu ofthe Company matching contribution she would have received had she been permittedto continue to participate in the Jones Apparel Group, Inc. Retirement (401(k))Plan; (ii) approximately $33,475 to provide equivalent long-term disabilitycoverage with a total monthly benefit of $15,000 through age 65; and (iii)approximately $37,523 for continued health and life insurance coverage underCompany plans. The intrinsic value of the previously unvested options held byMs. Brown which accelerated on her termination date was $131,700, calculatedbased on the excess amount of the closing price of our common stock on the NewYork Stock Exchange on April 13, 2006 ($34.80) over the exercise price of theoptions. The intrinsic value of the previously unvested restricted stock held byMs. Brown which accelerated on her termination date was $1,333,988, calculatedbased on the closing price of our common stock on the New York Stock Exchange onApril 13, 2006 ($34.80). Ms. Brown's account balance in our non-qualifieddeferred compensation plan, as shown in the 2006 Nonqualified DeferredCompensation table herein, was distributed to her in October 2006 in accordancewith the terms of the plan.

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Director Compensation
        The following table providesinformation on compensation for the year ended December 31, 2006 paid to eachnon-management director. Directors who are employees receive no additionalcompensation for serving on the Board of Directors.

2006 Director CompensationNameFees Earned        or Paid in        Cash ($)(1)(2)Stock Awards        ($)(3)Option        Awards        ($)(3)Non-Equity        Incentive Plan Compensation ($)Change in        Pension Value and Nonqualified Deferred Compensation Earnings ($)All Other        Compensation        ($)(4)Total        ($)Howard Gittis92,00087,850---4,550184,400Anthony F. Scarpa94,00087,850----181,850Matthew H. Kamens81,00087,850---13,238182,088J. Robert Kerrey88,00087,850---7,975183,825Ann N. Reese89,00087,850---2,280179,130Gerald C. Crotty83,000132,298---5,287220,585Lowell W. Robinson98,000132,298---11,710242,008Allen I. Questrom80,333152,735---35,198268,266Frits D. van Paasschen5,3338,737----14,070         (1)         Non-management directors receive a $40,000 annual retainer, $2,000 for        attending a board meeting and $1,000 for a committee meeting. In        addition, the chair of the Audit Committee receives a retainer of        $10,000, and the chairs of other committees receive a retainer of        $5,000.(2)Each non-management director        may elect to defer all or a portion of his or her annual retainer and        meeting attendance fees under the Jones Apparel Group, Inc. Deferred        Compensation Plan for Outside Directors until the earlier of his or her        termination of service on the Board or a date selected by the director        under the Plan. The Plan does not provide for above-market or        preferential earnings. Each director can choose to invest the funds in        either of the following two types of hypothetical investments:*Share Units. This type of        investment allows the director to invest his or her compensation in        hypothetical shares of Jones common stock based on the market price of        the common stock at the time the compensation would have been paid.        Hypothetical dividends are "reinvested" in additional share        units based on the market price of the common stock at the time        dividends are paid on the common stock. All share units are paid out in        cash.
*Cash Units. Funds in this        type of account are credited with interest monthly based on U.S.        Treasury bill rates using the Treasury constant maturities daily        "1-year" rate.

Messrs. Kerrey, Crotty and Questrom previously elected        to have their fees deferred in the form of share units, and Mr. Kamens        previously elected to have his fees deferred in the form of cash units.(3)As of January 2005, each        non-management director receives an annual grant of 3,000 shares of        restricted common stock, with new non-management directors receiving an        initial grant of 6,000 shares of restricted common stock. The restricted        stock awards have a value based on the fair market values of our common        stock on the effective date of the grant and vest in equal installments        over three years. The awards are made from shares available under our        1999 Stock Incentive Plan.
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 The amounts reflect the dollar        amount recognized for financial statement reporting purposes before the        effect of estimated forfeitures for the fiscal year ended December 31,        2006 in accordance with FAS 123(R) and thus may include amounts from        awards granted in and prior to 2006. For assumptions used in the        valuation of equity-based awards, see "Summary of Accounting        Policies - Stock Options," "Summary of Accounting Policies -        Restricted Stock" and "Stock Options and Restricted        Stock" in Notes to Consolidated Financial Statements in this Annual        Report on Form 10-K for the fiscal year ended December 31, 2006.
In 2004 and 2003, each non-management director        received an annual grant of 3,000 options at an exercise price of $1.00        that vested six months from the date of grant. From 1999 to 2002, each        non-management director received an annual grant of 2,000 options at an        exercise price of $1.00 that vested six months from the date of grant.        Prior to 1999, each non-management director received an annual grant of        2,000 options at an exercise price of $0.50 that vested six months from        the date of grant. The awards were made from options available under our        1999 Stock Incentive Plan and our 1996 Stock Option Plan.

The following table shows the aggregate number of        outstanding stock option and restricted stock awards held by our        non-management directors as of December 31, 2006. All outstanding        options are fully vested.         NameOptionsExercise        PriceShares of        Restricted StockHoward Gittis 2,000        14,000$0.50        $1.00 5,000Anthony F. Scarpa9,500$1.005,000Matthew H. Kamens 9,000$1.00 5,000J. Robert Kerrey4,500$1.005,000Ann N. Reese 9,000$1.00 5,000Gerald C. Crotty--7,000Lowell W. Robinson -- 7,000Allen I. Questrom--9,000Frits D. van        Paasschen -- 6,000       (4)       Represents discounts on purchases made at Barneys New York or Barneys New      York CO-OP stores or at the Barneys New York annual warehouse sale event      under our discount program. Under our discount program, all our employees,      and members of the Board of Directors, may purchase products in      Company-owned stores (other than Barneys stores) at 40% off the original      retail price or at the then current price, whichever is lower. All Barneys      employees, certain of our senior executives, and members of the Board of      Directors receive a discount of 35% on purchases at any Barneys store. All      our other employees receive a discount of 35% on purchases at Barneys      outlet stores.** 

ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS ANDMANAGEMENT AND RELATED STOCKHOLDER MATTERS**
*Security Ownership of Certain Beneficial Owners*
        The information contained hereinhas been obtained from our records or from information furnished directly by theindividual or entity to us.

        The table below shows, as of April9, 2007, how much of our common stock was owned by each of our directors,nominees, named executive officers, each person known to us to own 5% or more ofour common stock (as determined in accordance with Rule 13d-3 under theSecurities Exchange Act of 1934) and all of our current directors and executiveofficers, as a group.

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NameNumber        of        Shares        Owned (1)Rights to Acquire (2)Restricted Stock (3)Percent of        Outstanding        SharesPeter Boneparth234,895 1,953,200199,0002.2%Sidney Kimmel 1,027,529(4) 959,999 - 1.8%Howard Gittis             9,000 16,000 6,000 *Anthony F. Scarpa3,0009,5006,000*Matthew H. Kamens             3,000 9,000 6,000 *J. Robert Kerrey 2,000 4,500 6,000 *Ann N. Reese6,0009,0006,000*Gerald C. Crotty5,000-7,000*Lowell W. Robinson 5,000              -         7,000                   *Allen I. Questrom3,000  - 9,000 *Frits D. van Paasschen--9,000*Efthimios P.        Sotos4,000(5) 47,001 - *Wesley R. Card106,968(6)401,308113,500*Lynne Cote'-  93,000 56,334 *Rhonda J. Brown       13,833(6)(7)55,000-*AXA        Financial, Inc.          1290 Avenue of the Americas          New York, NY 10104 5,721,033(8)             -                 -       5.3%Barclays Global Investors, NA.          45 Fremont Street          San Francisco, CA 94105 13,208,193(9)             -                 -       12.1%Hotchkis and        Wiley Capital Management, LLC          725 S. Figueroa Street, 39th Floor          Los Angeles, CA 9001712,665,000(10)--11.6%LSV Asset Management          1 N. Wacker Drive, Suite 4000          Chicago, IL 60606 5,617,242(11) - - 5.2%All        directors and current executive officers as a group (15 persons)1,415,760  3,742,339 472,0015.0%___________________*             Less than one percent.(1)Includes shares for which the        named person has either sole or shared voting and investment power.        Excludes shares of restricted stock and shares that can be acquired        through the exercise of options. Also excludes "share units"        (i.e., phantom stock) under our Deferred Compensation Plan for Outside        Directors. Under that plan, non-management directors can elect to have        the value of deferred amounts of all or a portion of their annual        retainer and meeting attendance fees paid out based on an assumed        investment in our Common Stock. The participants making that election do        not have any right to vote or to receive Common Stock in connection with        the assumed investments of the deferred amounts, and they are ultimately        paid out in cash, but the assumed investments do represent an economic        interest in our Common Stock. Such accounts are credited with additional        share units for cash dividends paid on our Common Stock.
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 The following share units have        been credited to the following directors under the plan as of April 9,        2007: Mr. Kerrey, 10,383.23 share units; Mr. Crotty, 5,846.79 share        units; and Mr. Questrom, 4,135.79 share units. See footnote 2 to the        2006 Director Compensation table herein.(2)Shares that can be acquired        through stock options exercisable through June 8, 2007.(3)Shares subject to a vesting        schedule and other restrictions as to which the named individual has        voting power.(4)Represents shares held by RIP        Investments, L.P.(5)Based solely upon information        provided to us as of February 10, 2007. Mr. Sotos' employment with us        ended on March 27, 2007.(6)Some or all of the shares may        be held in a margin account.(7)Based solely upon information        provided to us as of February 13, 2007. Ms. Brown's employment with us        ended on April 17, 2006.(8)Based solely upon information        reported in Schedule 13G/A, filed with the SEC on February 13, 2007,        reporting beneficial ownership as of December 31, 2006 by AXA Financial,        Inc., by AXA and by AXA Assurances I.A.R.D. Mutuelle, AXA Assurances Vie        Mutuelle and AXA Courtage Assurance Mutuelle as a group. According to        the filing, a majority of the shares reported are held by unaffiliated        third-party client accounts managed by Alliance Capital Management L.P.,        as investment adviser. AXA Rosenberg Investment Management LLC, as to        which AXA serves as a parent holding company, has sole power to dispose        or to direct the disposition of 341,011 shares and sole power to vote or        to direct the vote of 160,367 shares. AXA Financial, Inc.'s        subsidiary, AXA Equitable Life Insurance Company, has sole power to        dispose or to direct the disposition of 4,145 shares and sole power to        vote or to direct the vote of 2,300 shares. AXA Financial, Inc.'s        subsidiary, AllianceBernstein, has sole power to dispose or to direct        the disposition of 5,375,877 shares and sole power to vote or to direct        the vote of 4,209,005 shares. Gerald C. Crotty, one of our directors, is        a trustee of the AXA Premier VIP Trust and the AXA Enterprise        Multimanager Funds Trust, for which AXA Equitable Life Insurance Company        serves as investment manager. In his role as trustee, Mr. Crotty neither        directs the investment nor directs the voting of portfolio securities of        those Trusts.(9)Based solely upon information        reported in Schedule 13G/A, filed with the SEC on April 10, 2007,        reporting beneficial ownership as of March 31, 2007. According to the        filing, Barclays Global Investors N.A. has sole power to vote or to        direct the vote of 8,873,650 shares and sole power to dispose or to        direct the disposition of 10,569,476 shares. In addition, each of the        following entities has sole voting and dispositive power for the        indicated shares: Barclays Global Fund Advisors (880,617 shares),        Barclays Global Investors, Ltd (1,019,206 shares), Barclays Global        Investors Japan Trust and Banking Company Limited (145,053 shares) and        Barclays Global Investors Japan Limited (593,841 shares). The shares        reported are held by these entities in trust accounts for the economic        benefit of the beneficiaries of those accounts.(10)Based solely upon information        reported in Schedule 13G/A, filed with the SEC on April 10, 2007,        reporting beneficial ownership as of March 31, 2007. According to the        filing, Hotchkis and Wiley Capital Management, LLC ("HWCM")        has sole power to vote or to direct the vote of 11,224,500 shares, and        sole power to dispose or to direct the disposition of 12,665,000 shares.        Such shares are owned of record by clients of HWCM, for whom HWCM serves        as investment adviser. No such client is known to have voting or        dispositive power with respect to more than 5% of the class of such        securities.(11)Based solely on information        reported in Schedule 13G, filed with the SEC on February 12, 2007,        reporting beneficial ownership as of December 31, 2006.
*Equity Compensation Plan Information*
        The following table givesinformation about our common stock that may be issued upon the exercise ofoptions, warrants and rights under all of our existing equity compensation plansas of December 31, 2006.

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Plan Category
Number of securities to be issued upon exercise of      outstanding options, warrants and rights
Weighted-average exercise price of outstanding options,      warrants and rights
Number of securities remaining available for future      issuance under equity compensation plans
Equity compensation plans approved by security holders
9,194,772 
 

$31.83 
 

4,101,603 
Equity compensation plans not approved by security holders
 

218,865 
 

$14.75 
 

-- 
Total
9,413,637 
$31.43 
4,101,603 
       In connection with the acquisitionof McNaughton, stock options held by McNaughton employees on the acquisitiondate were converted to fully-vested options to purchase our common stock underthe same terms and conditions as the original grants. A portion of these optionswere originally granted pursuant to equity compensation plans not approved byMcNaughton shareholders. No additional options, warrants or other equity rightswill be granted under any McNaughton equity compensation plans.

        During 2002, 25,000 options weregranted pursuant to equity compensation plans not approved by our shareholders.These options were issued to persons not previously employed by us as materialinducements to these persons entering into employment contracts with us. Theseoptions vest in equal installments on each of the first five anniversary datesof grant and expire ten years from the grant date.

        For further information, see"Stock Options and Restricted Stock" in Notes to ConsolidatedFinancial Statements.

 

**ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS,AND DIRECTOR INDEPENDENCE**
*Policy with Respect to Related Person Transactions*
        It is our policy, set forth inwriting, not to permit any transaction in which the Company is a party and inwhich executive officers or directors, their immediate family members, or 5%shareholders have or will have a direct or indirect interest, other than
- transactions available to all employees,
- transactions involving purchases of our products at discounts made    generally available to all employees or an identified group of employees,
- transactions involving compensation approved by the Compensation Committee    of the Board of Directors, or
- charitable contributions involving less than $10,000 per annum to a    charitable entity of which an executive officer or director of the Company,    their immediate family members, or a 5% shareholder of the Company is an    executive officer.

        Any issues as to the applicationof this policy shall be resolved by the Audit Committee of the Board ofDirectors. A copy of our Statement of Policy with Respect to Related PersonTransactions is available on our website, www.jny.com (under the "OurCompany - Corporate Governance" caption).
*Independence of Directors*
        Our Corporate GovernanceGuidelines provide that a majority of the Board shall consist of independentdirectors. The Board has determined that eight of our current directors, HowardGittis, Anthony F. Scarpa, J. Robert Kerrey, Ann N. Reese, Gerald C. Crotty,Lowell W. Robinson, Allen I. Questrom and Frits D. van

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Paasschen, have no material relationship with us (either directly or as apartner, shareholder or officer of an organization that has a relationship withus) and are independent within the meaning of our Director IndependenceStandards. Peter Boneparth, our Chief Executive Officer, Sidney Kimmel, ourChairman (and until May 22, 2002 our Chief Executive Officer) and Matthew H.Kamens (who has a personal services contract with Mr. Kimmel) are notindependent within the meaning of our Director Independence Standards.

The Board of Directors maintains three standing committees: Audit,Compensation and Nominating/ Corporate Governance. All three committees arecomposed entirely of independent directors.

In the course of the Board's determination regarding the independence ofeach independent director, the Board considered any transactions, relationshipsand arrangements as required by our Director Independence Standards.Specifically with respect to each of the three most recently completed fiscalyears, with respect to Mr. Kerrey, the Board considered the amount of charitablecontributions to The New School, of which Mr. Kerrey is President, by theCompany or Mr. Kimmel and determined that such contributions were less than thegreater of (i) $1 million or (ii) 2% of The New School's annual consolidatedgross revenues.

The Director Independence Standards adopted by the Board of Directors isavailable on our website, www.jny.com (under the "Our Company - CorporateGovernance" caption).

 

**ITEM 14.  PRINCIPAL ACCOUNTING FEES AND SERVICES**

        In connection with the audit ofthe 2006 financial statements, we entered into an engagement agreement with BDOSeidman, LLP, which set forth the terms by which BDO Seidman, LLP has performedaudit services for us. That agreement is subject to alternative disputeresolution procedures and an exclusion of punitive damages.

        The aggregate fees billed by BDOSeidman, LLP for professional services for 2006 and 2005 were as follows:
2006        2005        Audit fees (1)$        2,474,191$        2,541,566Audit-related fees (2)547,70089,900Tax fees (3)73,707356,677All other fees (4)23,5196,415         (1)        Includes audit of financial statements, audit of internal controls, SAS        100 reviews, consultations and statutory audits.(2)Includes audits of employee        benefit plans and due diligence and reviews related to acquisition and        disposition activities.(3)Includes foreign tax        compliance work, consultations and preparation of expatriate tax        returns.(4)Includes various foreign        government filings relating to the registration or liquidation of        subsidiaries.
        The Audit Committee'scharter provides that the Audit Committee will review, and approve in advance,in its sole discretion, all auditing services, internal control related servicesand permitted non-audit services, including fees and terms, to be performed forus by our independent registered public accountants, subject to the *deminimus* exceptions for non-audit services described in Section 10A(i)(1)(B)of the Securities Exchange Act of 1934 which are approved by the Audit Committeeprior to completion of the audit. The Audit Committee may form and delegate tosubcommittees of one or more members of the Audit Committee its authority topre-approve audit and permitted non-audit services, including internal controlrelated services, provided that any such subcommittee pre-approvals arepresented to the full Audit Committee at the next

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scheduled Audit Committee meeting. In 2006, all of the services and fees wereapproved by the Audit Committee.

        The Audit Committee's charteralso provides that the Audit Committee will consider whether the independentregistered public accountants' provision of permitted non-audit services iscompatible with maintaining the registered public accountants' independence.The Audit Committee considered whether the provision of non-audit services byBDO Seidman, LLP is compatible with maintaining BDO Seidman, LLP'sindependence with respect to Jones and determined that to be the case.

 

**PART IV**
**ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES**
      (a) The following documents are filed as part of this report:1.  The exhibits listed in the Exhibit Index attached hereto.
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**SIGNATURES**
    Pursuant to the requirements of Section 13 or 15(d) of theSecurities Exchange Act of 1934, the Registrant has duly caused this report tobe signed on its behalf by the undersigned, thereunto duly authorized.
 August 7, 2007
 JONES APPAREL GROUP, INC.(Registrant)  

By: /s/ Wesley R. Card      Wesley R. Card      President and Chief Executive Officer
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**INDEX TO FINANCIAL STATEMENT SCHEDULES**
Report of Independent Registered Public Accounting Firm onSchedule II.

Schedule II.         Valuation and qualifying accounts

Schedules other than those listed above have been omittedsince the information is not applicable, not required or is included in therespective financial statements or notes thereto.

 

**EXHIBIT INDEX**
**Exhibit No.  
**Description of Exhibit  **23*Consent of BDO      Seidman, LLP.31*Certifications      of Chief Executive Officer and Chief Financial Officer pursuant to Rule      13a-14(a) or Rule 15d-14(a), as adopted pursuant to Section 302 of the      Sarbanes-Oxley Act of 2002.32oCertifications of Chief Executive Officer and Chief Financial    Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section    906 of the Sarbanes-Oxley Act of 2002.
____________________

* Filed herewith.o Furnished herewith.

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**SCHEDULE II**
                                    JONES APPAREL GROUP, INC.                                 VALUATION AND QUALIFYING ACCOUNTS                           YEARS ENDED DECEMBER 31, 2004, 2005 AND 2006                                           (In Millions)           Column A                   Column B             Column C            Column D     Column E-------------------------------      ----------   -------------------------   ----------   ---------                                                         Additions                                                  -------------------------                                                  Charged                                                  against                                                  revenues                                     Balance at   or to         Charged to                 Balance                                     beginning    costs and     other                      at end ofDescription                          of period    expenses      accounts      Deductions   period------------                         ----------   ----------    -----------   ----------   ---------Accounts receivable allowances------------------------------Allowance for doubtful accounts  For the year ended December 31:    2004                                 $10.9      $ (0.7)      $ 2.1(1)      $  3.3(2)    $  9.0    2005                                 $ 9.0      $  1.2       $   -         $  4.1(2)    $  6.1    2006                                 $ 6.1      $  0.6       $   -         $  3.2(2)    $  3.5Allowance for sales discounts  For the year ended December 31:    2004                                 $14.8      $125.2       $   -         $123.9(3)    $ 16.1    2005                                 $16.1      $114.4       $   -         $115.9(3)    $ 14.6    2006                                 $14.6      $107.6       $   -         $110.9(3)    $ 11.3Allowance for sales returns  For the year ended December 31:    2004                                 $ 5.2      $ 27.2       $ 3.3 (4)     $ 26.8(3)    $  8.9    2005                                 $ 8.9      $ 28.6       $ 0.2 (5)     $ 28.0(3)    $  9.7    2006                                 $ 9.7      $ 30.3       $(0.5)(5)     $ 28.0(3)    $ 11.5Allowance for co-op advertising  For the year ended December 31:    2004                                 $ 7.4      $ 48.1       $ 1.1 (6)     $ 44.4(3)    $ 12.2    2005                                 $12.2      $ 34.8       $   -         $ 36.2(3)    $ 10.8    2006                                 $10.8      $ 23.2       $(0.2)(5)     $ 23.8(3)    $ 10.0Deferred tax valuation allowance  For the year ended December 31:    2004                                 $ 8.5      $    -       $   -         $    -       $  8.5    2005                                 $ 8.5      $  0.7       $   -         $    -       $  9.2    2006                                 $ 9.2      $112.4       $   -         $  9.2(7)    $112.4(1)  Addition due to the acquisition of Maxwell on July 8, 2004 and Barneys on December 20, 2004.(2)  Doubtful accounts written off against accounts receivable.(3)  Deductions taken by customers written off against accounts receivable.(4)  Addition due to the acquisition of Maxwell on July 8, 2004 and Barneys on December 20, 2004     and effects of foreign currency translation.(5)  Represents effects of foreign currency translation.(6)  Addition due to the acquisition of Maxwell on July 8, 2004.(7)  Deferred tax asset written off against the deferred tax valuation allowance.
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