UNITED STATES SECURITIES AND EXCHANGE COMMISSIONWashington, D. C. 20549

FORM 10-K

Annual Report Pursuant to Section 13 or 15(d)of the Securities Exchange Act Of 1934

| **For the Fiscal Year Ended      December 31, 2002** | **Commission File No. 1-9502** 

MAGIC LANTERN GROUP, INC.(Exact name of registrant as specified in its charter)****New York(State or other jurisdiction of      incorporation or organization)**13-3016967(I.R.S. Employer      Identification No.)  **1075 North Service Road West, Suite 27      Oakville, Ontario      (Address of principal executive offices)**L6M 2G2      (Zip Code)  
**1385 Broadway**

**New York, New      York 10018**

**(Address of      Previous Principal Executive Offices and Zip Codes)** **Registrant's telephone number, including area code:      905-827-2755  **Securities registered pursuant to Section 12(b) of the      Act:  **Title of each class:Common Stock, $.01 par value**Name of each exchange on which registered:American Stock Exchange  **Securities registered pursuant to Section 12(g) of the      Act: None** **
Indicate by check mark whether the registrant (1) has filedall reports required to be filed by Section 13 or 15(d) of the SecuritiesExchange Act of 1934 during the preceding 12 months (or for such shorter periodthat the registrant was required to file such reports), and (2) has been subjectto such filing requirements for the past 90 days. Yes X No

Indicate by check mark if disclosure of delinquent filerspursuant to Item 405 of Regulation S-K under the Securities Exchange Act of 1934is not contained herein, and will not be contained, to the best of theRegistrant's knowledge, in definitive proxy or information statementsincorporated in Part III of this Form 10-K or any amendments to this Form 10-K.[X]

As of March 31, 2003, there were 66,642,025 shares of CommonStock outstanding, and the aggregate market value of shares held by unaffiliatedshareholders was approximately $3,524,000.

DOCUMENTS INCORPORATED BY REFERENCE
**PART I

        Business
*Introduction***
            Magic Lantern Group, Inc., formerly JKC Group and previouslyStage II Apparel Corp., (collectively referred to hereafter as the "Company")was originally engaged for over thirty years in the design and distribution ofcasual apparel, activewear and collection sportswear for men and boys.Historically, the Company's product lines were sold primarily to merchandisingchains under brand names licensed by the Company. During the 1990's theCompany's segment of the apparel market faced intensified competition andconsolidation, contributing to overall weakness even among major participants.These conditions made it difficult to maintain strong gross profit margins andcontributed to substantial net losses from 1995 though 1998. 

            In May 1998, the Company's founders relinquished theirmanagement roles and sold their controlling interests to Richard Siskind, theprincipal shareholder and CEO of R. Siskind and Company, Inc. Mr. Siskindbrought in new management to implement a number of strategic changes designed toreverse the decline in the Company's business. These included initiatives torestructure the sales force, reduce expenses, improve controls, increaseproductivity and bolster the customer base and market appeal with new apparellines. As part of this strategy, the Company acquired the *Cross Colours*label, a pioneer in the early development of young men's urban fashion, with aview to distributing new apparel lines under this label, both directly andthrough licensees, at affordable prices to a broad range of the young men's andboys' markets.

            Despite achieving modest profitability in 1999, the Companywas adversely affected by increasing softness in the retail apparel market,leading to order cancellations and related inventory writedowns. As a result ofthese factors, together with expenses for the launch of the *Cross Colours*lines, the Company recognized a net loss of $1.3 million in 2000, a net loss of$3 million in 2001 (after accounting for a non-cash write-off of goodwill from aprior acquisition ) and a net loss of $2.8 million for 2002 (after accountingfor a non-cash option compensation expense of $2.2 million) of which $376,000relates to Magic Lantern for the period from November 7, 2002 to December 31,2002, See "Management's Discussion and Analysis of Financial Condition andResults of Operations." As a result of these losses, the Company undertook afinancing with Alpha Omega Group ("AOG"), as discussed below, and continued topursue its business redirection goals, culminating in the Company's acquisitionon November 7, 2002 of Magic Lantern Communications, Ltd., ("Magic Lantern") adistributor of educational and learning content in video and other electronicformats. The Magic Lantern transaction was approved by the shareholders of theCompany at a special meeting on November 7, 2002. See "Submission of Matters toa Vote of Security Holders."
***Business Redirection***
            Due to the decline in the apparel distribution business, theCompany elected to contract distribution operations to third parties andemphasize trademark licensing as part of a strategy to reduce costs andinventory risk associated with its core business. This included granting anexclusive license to the Kid's Headquarters division of Wear Me Apparel inOctober 1999 and a licensing arrangement in January 2001 with a Japanese apparelcompany for sales of men's and ladies apparel under the *Cross Colours*brand throughout Japan and its territories and possessions.

            The Company's licensing program alone was not expected toreverse its financial downturn and in addition to inherent timing constraints,in early 2000 the Company was faced with performance defaults by the domesticlicensee under the *Cross Colours* license agreement. The absence of theanticipated revenue stream from this license substantially impaired theCompany's financial flexibility to execute its planned business redirection. 

            To address these developments, the Company entered intovarious discussions for a potential strategic alliance or equity infusion. Thosediscussions led to the execution of a stock purchase agreement with AOG for theissuance of 30 million shares of the Company's common stock at $.05 per share inAugust 2001. The shares acquired by AOG and an additional 2.1 million sharesissued to its advisor represented 83% and 6%, respectively, of common stockoutstanding after the closing of the transaction with AOG. The agreement with AOG also provided for (i) the reconstitution of the board ofdirectors with designees of AOG, (ii) an increase in the Company's authorizedcommon stock to 100 million shares, (iii) a change in the name of the Company to"*JKC Group, Inc*.", (iv) transitional services from members of existingmanagement; and (v) repricing of outstanding stock options. The AOG transactionwas approved by shareholders at a special meeting on December 27, 2001 and wascompleted on April 16, 2002 following AMEX approval of an additional listingapplication for the new shares. 

            Following the completion of the AOG transaction, and facingcontinued decline in its apparel business, the Company continued to pursue itsbusiness redirection by exploring potential acquisition opportunities, with aview toward expanding existing licensing operations or adding compatiblebusiness lines, culminating in the acquisition of Magic Lantern. As part of thetransaction to acquire Magic Lantern, the Company (i) added three designees ofZi Corporation, the vendor of Magic Lantern, to it's board of directors, (ii)implemented a new stock option plan primarily for management and employees ofMagic Lantern, (iii) changed the Company's corporate name to *Magic LanternGroup, Inc*., and (iv) effective November 8, 2002, changed the AMEX tradingsymbol to *GML.* Founded in 1975, Magic Lantern is a leading Canadiandistributor of educational and learning content in video and other electronicformats. Magic Lantern also provides internet based educational content on asubscription basis through Tutorbuddy Inc. ("Tutorbuddy"), a wholly ownedsubsidiary and digital video encoding services on a fee basis through SonopticTechnologies Inc. ("Sonoptic") a 75% owned subsidiary. See "Market for theCompany's Common Stock and Related Shareholder Matters" and "Management'sDiscussion and Analysis of Financial Condition and Results of Operations."
***Products**
General.

            Our product focus following the transaction with MagicLantern became the sales and distribution of educational and learning content invideo and other electronic formats. As a result of this transaction we acquireddistribution rights to over 300 film producers representing over 14,000 titles,and customer relationships at 9,000 out of 12,000 English speaking schools inCanada. Our library includes content from numerous producers, including DisneyEducational, Annenberg / CPB and CTV Television. In addition, Tutorbuddy is anInternet-enabled provider of content and related educational services on demandto students, teachers and parents. Sonoptic provides digital video encodingservices and has developed a proprietary videobase indexing software that allowsusers to aggregate, bookmark, re-sort and add their own comment boxes toexisting content. 

            Magic Lantern has grown to be a major source in Canada foreducational video resources, educational television series, program repurposingand digital delivery. By 1994, Magic Lantern had developed a catalogue of morethan 10,000 video titles covering all subject areas from pre-school through highschool, post-secondary and general interest, with exclusive distributionagreements with more than 200 producers and suppliers. With some 9,000 of 12,000Canadian schools among Magic Lantern's customer base, attention was focused ongrowth opportunities within the education sector. At this time, digitaltechnologies were having an impact on video delivery methods with compressiontechnology increasing capacity of satellites and fiber-optic cable providingtelephone companies with an opportunity to carry more than traditional voice anddata. Magic Lantern responded by creating Sonoptic, with the government of NewBrunswick as a 25 per cent minority partner, to develop an expertise and serviceoffering in the field of analog to digital conversion, and subsequentapplications for this new digital form of video programs. Sonoptic beganencoding the Magic Lantern library of educational video content in order to"pilot" a video-on-demand service.

            As part of our growth strategy, we will require additionalresources to complete the digital encoding of the Magic Lantern library as wellas fund the further development of software capable of managing video deliveredover the Internet. Magic Lantern acquired additional content through itsacquisition of Image Media in 1998, and was expanding its revenue base byutilizing its distribution channels for new products and services. Innovativeprograms for schools, such as its lease-to-own library program were launched(with the recommendation of the Canadian Principals Association), and theCampbell Soup Company's "Labels for Education." The debut of "Labels forEducation" was managed, marketed and delivered by Magic Lantern with over 3,500Canadian schools taking part within the first six months of the program. 

            Tutorbuddy builds on the research & development of Sonoptic,and has developed an on-line educational video library with an extensiveinformation search capability and content management system. Tutorbuddy isbranded and offered to Canadian schools with the ultimate market being the homesof school-age children, some five million in Canada, when the service has proveneffective in Canadian schools. Concurrent with providing the Tutorbuddyinnovation in the current core market of Canada, where Magic Lantern has adominant position in the industry, plans include the expansion of thetraditional distribution business internationally. Expanding to global marketsand developing a brand presence internationally while proving the digitalservice application in Canada is intended to be the springboard for the MagicLantern's growth initiatives. Magic Lantern continues its focus on becoming arespected and successful company in the delivery and management of educationalvideo content, in both Canadian markets and worldwide.

            Pursuant to an asset purchase agreement dated September 1,2000, Magic Lantern acquired the assets and business operations of Richard WolffEnterprises, Inc., ("RWE") a company based in Illinois. This purchase expandedMagic Lantern's library of educational titles and provided access to aninternational distribution infrastructure held by RWE. 
*            Product Mix. Prior to our acquisition of Magic Lantern our emphasis wason our apparel business. These apparel lines accounted for 100% of our net salesin 2001 and 2000 and approximately 5% in 2002. As our apparel business slowed wepursued a business redirection culminating in our purchase of Magic Lantern. Theacquired Magic Lantern businesses now constitute our entire business. MagicLantern's product mix prior to our acquisition of the company was video sales,video dubbing, and video encoding. Video sales accounted for approximately 61%,68% and 71% of Magic Lantern's net sales in 2002, 2001 and 2000, respectivelyVideo dubbing accounted for approximately 25%, 14% and 19% of Magic Lantern'snet sales in 2002, 2001 and 2000, respectively. Video encoding accounted forapproximately 6%, 16% and 10% of Magic Lantern's net sales in 2002, 2001 and2000, respectively. Sales made by the Magic Lantern group following thecompany's November 7, 2002 acquisition of the group accounted for 95% of thecompany's sales in 2002.
***Marketing and Distribution**
            Marketing Strategy. The Company's marketing strategyprior to implementing its business redirection was focused on offering multipleproduct lines of quality casual apparel and activewear distinguished by design,brand and label. Following the acquisition of Magic Lantern, the Company hasadopted a marketing strategy to concentrate resources towards expanding thegeographic and market reach of Magic Lantern's historic business. 
*            Customers. The Company's apparel products werehistorically sold primarily to national and regional specialty and departmentstore chains, sporting goods stores and wholesale membership clubs throughoutthe United States, Canada and Mexico. As the Company changed focus in 2002, theCompany had seven customer accounts in 2002, and 500 in 2001, none of whichindividually accounted for more than 10% of sales in 2001. Following the changein business focus in connection with the transaction with Magic Lantern, theCompany's customers are primarily educational institutions and libraries inCanada**.** Magic Lantern's ten largest customers for the period fromNovember 7, 2002 to December 31, 2002 (measured by sales) represented $162,000and for the twelve months ended December 31, 2002, represented $775,000, none ofwhich individually accounted for more than 10% of sales.
*            Distribution. The Company's brand name and proprietarylabel apparel products were historically prepacked at the manufacturing siteinto cartons, shipped to an East Coast warehouse and then shipped directly tothe customer without repacking. Following the change in business focus inconnection with our transaction with Magic Lantern, the distribution strategy isto distribute video productions produced by othercompanies. We maintain a library of 12,000 master versions of the titles in ourcatalogue and create VHS, DVD or CDR copies for sale in our duplication labs inToronto, Vancouver and Saint John. These are packaged together with media boughtdirectly from suppliers for whom we do not have masters in-house, and shipped tocustomers. The distribution of such products is governed by distributionagreements with suppliers and producers, many of which are, generally, exclusiveas to territory.*Manufacturing

            Manufacturing Sources. The Company did not own or operateany manufacturing facilities prior to the transaction with Magic Lantern. Priorto the contraction of the apparel distribution business, the Company's productswere manufactured in accordance with its designs, specifications and productionschedules by approximately 50 independent manufacturers located in over 16countries throughout Asia, Africa and Europe. Following our change in businessfocus in connection with our transaction with Magic Lantern there is nomanufacturing activity by or on behalf of the Company. 
*            Quality Control. All finished products manufactured forthe Company were historically inspected by its employees or agents prior toacceptance and payment by the Company to ensure design, quality and otherproduction specifications were met. Initial product samples provided bymanufacturers were also inspected for compliance with production specifications,and production runs were not authorized until conforming samples had beenapproved. Payment for each foreign manufacturing order was generally backed byan irrevocable international letter of credit issued under the Company's creditagreement approximately two to six months prior to shipment of the products. Theletters of credit could not be drawn until an authorized employee or agent ofthe company issued an inspection certificate certifying that the products werein compliance with the manufacturing order. Magic Lantern's business primarilyinvolves the distribution of videocassette tapes that are either copied frommasters in Magic Lantern's possession or sourced directly from producers. Due tothe nature of the business, quality control issues are not material. 
*            Imports and Import Restrictions*
            The Company historically imported the majority of itsproducts from foreign countries located in Asia, Africa and Europe. Imports ofapparel products from these countries are subject to constraints imposed bymultilateral textile agreements with the United States applicable to specificproduct categories. Following our shift in business focus in connection with ouracquisition of Magic Lantern, our products consist primarily of contentdelivered on videotape and other electronic media. Certain of the videotapesoffered for sale in Canada are sourced in the United States. There are notariffs or taxes involved in the import of these products from the UnitedStates.
*            Backlog*
            The Company's had no backlog of apparel orders at December31, 2002. The Company's backlog of orders placed in connection with MagicLantern's business totaled approximately $100,000 at December 31, 2002.
*            Competition*
            Following the Company's acquisition of Magic Lantern, itsbusiness shifted to the distribution of educational and learning content invideo and other electronic formats. The content delivery industry is highlycompetitive and consists of a large number of suppliers, certain of whom areproducers and others only distributors. Magic Lantern holds exclusive rights todistribution in Canada on approximately 33% of its titles. Of the exclusivetitles distributed, approximately 59% include digital rights.

            Competition stems from both traditional learning videocontent providers and digital learning content providers. Some of thesecompetitors are multi-national and regional firms offering services, systems andplatforms through established internet sites or proprietary networks. Many ofthese competitors have substantially greater financial, technical, marketing anddeployment resources than we do. Competitors particularly in markets outsideCanada have the added advantage of offering a greater diversity of products andservices with a substantial installed customer base. Our analysis of itscompetition within these two industries is set forth below. 
*            Traditional Learning Video Content Providers.    

            Management believes the Company is currently one of thelargest educational learning video providers to the Canadian education, libraryand special interest group markets. In management's opinion, Magic Lantern hasattained this position as a result of several competitive factors, including itsknowledge of the Canadian education system and the provincial Ministries ofEducation, brand recognition, supply-line relationships with worldwideeducational video producers and leadership in creating course correlatedmatching for educators. 

            Traditional format competitors of the Company inCanada include: 
-    
*Canadian Learning Company, Inc.*, focused    primarily on the kindergarten to Grade 12 ("K-12") markets and special    interest groups, has the advantage of representing three major producers in    Canada --AIMS, Great Plains and Reading Rainbow. -    
*Visual Education Centre* benefits from    relationships with producers such as TVO, BBC, PBS, Phoenix and John Cleese,    as well as the appeal of carrying French language content.-    
*Marlin Motion Pictures Ltd.* distinguishes its    offerings by supplementing its K-12 education video with business and    general industry content from suppliers including United Learning, AGC and    MTI, although it offers no option for course correlation. -    
*McIntyre Media,* providing video to the schools    in the K-12 market, with some health market related content.  McIntyre    represents some well regarded producers in Canada including Sunburst,    Meridian and Learning Speed. *            Digital learning video content providers.    

            The Company has agreements with many of its producers for itsdigitization, indexing and ultimately streaming of their analog content throughthe Company's web-enabled Tutorbuddy.com or stand-alone media offerings.Management believes these services offer the following competitive advantages:
-    
Access to its "crypto key," a technology developed by Tutorbuddy to prevent downloading of content and subsequent re-purposing;    -    
Use of the "meta" data collected from K-12 course    correlation to ensure that data corresponds to educators' needs; -    
Access to Magic Lantern's content library of over 3,200    titles for which we have digital rights; -    
Availability of innovative software tools (Video Based    Streaming Solutions - VBSS) developed by Tutorbuddy full indexing and    relevant search capabilities for all digitized, indexed video content; and    -    
Leadership in the movement to include indexed and    streaming rights versus, straight streaming of full content without    indexing. 
        Although management believes that competitors of Tutorbuddy.com and VBSS currently lack a comparable range of services, variousdistributors now offer learning video content in streaming format, providingcompetition worldwide through Internet-enabled services. These competitorsinclude: 
-    
*Classroom Video* is an Australian based firm with    a presence in the United States, Canada and the United Kingdom for its    encoded indexed titles produced in house and generally provided on hard    drives sold to end users. -    
*United Streaming* has established a presence in    Canada through distribution arrangements with Marlin Motion Pictures, a    traditional format competitor. -    
*AIMS Multimedia* provides a branded service with    digital curriculum available in the United States. 
            Other streaming technologies and streaming packaging,although not directly competitive, are generally available through television onthe Web, production and publication, event management, entertainment, expertsystems linked to education, university and test environments and promotion andsales demonstrations. 
***Employees***
            As of December 31, 2002, the Company had 49 salariedemployees. Of the 49 employees, four provide executive services, four providemanagement services and five provide clerical services. None of the Company'semployees are party to a collective bargaining agreement. We consider ourworking relationships with employees to be good and have never experienced aninterruption of operations due to a labor dispute.

**            Properties *Headquarters***
            Our administrative and sales offices are located at 1075North Service Road West, #27, Oakville, Ontario, Canada, L6M 2G2. 
***Distribution Facilities***
            During the last two years we distributed substantially all ofour finished garments in the United States from a distribution facility locatedin the New York metropolitan area. In 2002 and 2001 the aggregate warehouse anddistribution costs were approximately $0 and $94,000, respectively. Followingour transaction with Magic Lantern our distribution facilities were shifted to1075 North Service Road West, Oakville, Ontario, Canada.
**            Legal Proceedings**
            In February 2001, the Company brought an action in New YorkCounty Supreme Court against Wear Me Apparel Corp. for unpaid royaltiesaggregating in excess of $1.5 million under a license agreement entered with theCompany in October 1999. The agreement provided an exclusive license to theKid's Headquarters division of Wear Me Apparel for manufacturing anddistribution of boys' sportswear lines under the *Cross Colours* trademark,with a scheduled launch for the Fall 2000 season. The Company settled thelitigation in April 2002 for $535,000, payable in a contemporaneous installmentof $335,000 and the balance of $200,000 which was received in January 2003 wasapplied to fully offset amounts owing to R. Siskind and Company, Inc., anaffiliated company. Various miscellaneous claims and suits arising in theordinary course of business have been filed against the Company. In the opinionof management, none of these matters will have a material adverse effect on theresults of operations or the financial position of the Company.

                 **Submission of Matters to a Vote of Security Holders**
            On November 7, 2002, the Company held a special meeting ofshareholders to vote on (i) a proposal to approve the acquisition of MagicLantern Communications Ltd., (ii) a proposal to approve a stock option plan formanagement of Magic Lantern and its subsidiaries, and (iii) a change in theCompany's name to Magic Lantern Group, Inc. A description of the proposals and atabulation of the voting on each proposal is set forth below.
**Proposal**Votes For**Votes    Against
**Abstentions    
1. Acquisition      of Magic Lantern

34,368,350
3,960
400
2. Magic      Lantern Management Stock Option Plan

34,350,150
67,560
--
3. Change in      corporate name

34,367,650
5,060
--
 
**PART II

            Market for the Company's Common      Stock and Related Shareholder Matters
*Trading Market***
            The Company's common stock is listed for trading on the AMEXunder the symbol GML. The following table sets forth, for the periods indicated,its high and low sales prices as reported on the AMEX.
 **Market Prices **High**Low**2001:     
First quarter
$.56
$.31
Second quarter
.75
.25
Third quarter
.49
.15
Fourth quarter
.40
.20   **2002:     
First quarter
$.31
$.18
Second quarter
1.25
.20
Third quarter
.98
.40
Fourth quarter
1.75
.25***Security Holders***
            As of March 31, 2003, there were approximately 99 holders ofrecord.
***Dividends*
            The Company has not paid cash dividends since itsinception and does not anticipate or contemplate paying dividends in theforeseeable future. It is the present intention of the board of directors toemploy all available funds in the development of our business.

***Penny Stock Rules***
            As a result of current trading prices, the Company's commonstock is subject to the penny stock rules under the Securities Exchange Act of1934 (the "Exchange Act"). In the absence of an exemption from those rules,broker-dealers making a market in our common stock are required to providedisclosure to their customers on the risks associated with its ownership, itsinvestment suitability for the customer, information on its bid and ask pricesand information about any compensation the broker-dealer will receive for atransaction in the common stock. The application of these rules generallyreduces market making activities and, based on prevailing trading volumes, hassubstantially limited the liquidity of the our common stock.
***Compliance with AMEX Listing Requirements***
            Because the Company recognized net losses in four of the lastfive years, it is required to maintain shareholders' equity of at least $4million to meet the standards for continuing listing of its common stock on theAMEX. In March 2002, the Company was advised by the AMEX that its common stockwas subject to delisting proceedings unless the Company submitted an acceptableplan for regaining compliance with the applicable shareholders' equityrequirement of $4 million by September 30, 2002. The Company submitted aresponse to the AMEX in April 2002 with the first phase of a plan for regainingcompliance with the listing standards. That phase was completed on April 16,2002 with the $1.5 million equity infusion pursuant to the agreement with AOG.

            In June 2002, the Company received an extension forcontinuation of its AMEX listing based on the second phase of its plan forincreasing shareholders' equity through the acquisition of the Magic Lanterngroup. The compliance plan was completed upon the closing of the Lantern Grouptransaction, which increased shareholders' equity above the requirement of$4 million as of the closing date on November 7, 2002. See "Management's Discussion and Analysis of Financial Condition and Resultsof Operations."
***Recent Sales of Unregistered Securities***
            On April 16, 2002 the Company issued 30 million shares ofcommon stock to AOG at $.05, providing aggregate proceeds to the Company of$1.5 million. These shares were issued in connection with financing undertakenas part of the Company's business redirection (see- "Business Redirection"), andthe proceeds were used for the working capital of the Company. On the same date,an additional, 2.1 million shares of the Company's common stock were issued to AOG's advisory group, in consideration of services provided in consummating theAOG transaction. In both cases, the Company issued the shares under theexemption from registration set forth in Section 4(2) of the Securities Act of1933 (the "1933 Act"). 

            On November 7, 2002 the Company consummated its acquisitionof Magic Lantern Communications Ltd and its subsidiaries (see- Management'sDiscussion And Analysis Of Financial Condition And Results Of Operations-Business Redirection), in consideration for a three-year promissory note of theCompany in the principal amount of $3,000,000 and 29,750,000 shares of theCompany's common stock. The Company issued the 29,750,000 shares of common stockunder the exemption from registration set forth in Section 4(2) of the 1933 Act..
**                    Selected Financial Data**
            The following table presents selected financial data of MagicLantern Group, Inc. at and for the year ended December 31 in each of the fiveyears through 2002. The selected financial data presented below has been derivedfrom the Company's audited financial statements. For each of the three yearsthrough December 31, 2002, the following financial information should be read inconjunction with Management's Discussion and Analysis of Financial Condition andResults of Operations as well as the Financial Statements of the Company andrelated Notes included elsewhere in this Report.
**(In thousands, except per share amounts)   **2002**2001**2000**1999**1998**Income Statement Data:     
Net revenue
$ 386
$ 2,855
$ 9,891
$ 10,537
$ 9,867
Cost of sales
188
3,068
8,158
7,982
7,859
     Gross profit (loss)

198
(213)
1,733
2,555
2,008
Commission and other income
---
10
18
97
251 
198
(203)
1,751
2,652
2,259
Selling, general and administrative expenses
1,192
1,404
2,638
2,431
3,391
Loss (gain) on lease cancellation
---
---
---
(244)
561Compensation expense from    options
2,239
---
---
---
---Impairment of goodwill
---
1,293
---
---
---Write-off of trademark
181
---
---
---
---Loss (gain) on sale of    securities
---
11
(11)
(22)
---Gain on settlement of litigation
(526)
(116)
---
---
---
     Operating income (loss)

(2,888)
(2,795)
(876)
487
(1,693)Royalty income
90
60
100
---
---Interest expense, net
43
209
497
405
544
     Income (loss) before income taxes

(2,841)
(2,944)
(1,273)
82
(2,237)
Income taxes

---
33
7
6
81
Net income (loss)

$ (2,841)
$ (2,977)
$ (1,280)
$ 76
$ (2,318)
Net income (loss) per common share:     Basic and fully diluted

$ (.09)
$ (.72)
$ (.31)
$ .02      $ (.59)      
Weighted average common shares outstanding,     basic and diluted

31,561
4,127
4,124
4,037
3,904         **2002**2001**2000**1999**1998**Summary Balance Sheet Data:**     
     Total assets

$ 13,962
$ 492
$ 5,697
$ 6,409
$6,800
     Working capital (deficit)

(179)
(1,073)
69
292
235
     Due to factor

---
514
2,636
1,817
2,331
     Long term debt, excluding current portion

3,032
---
---
---
---
     Shareholders' equity (deficit)

9,259
(865)
2,067
3,310
3,031**Management's Discussion and Analysis of Financial      Condition and Results of Operations 
*General***
            Magic Lantern Group, Inc., formerly JKC Group, Inc., andpreviously Stage II Apparel Corp. (the "Company"), was engaged for over 20 yearsprimarily as a distributor of proprietary and licensed brand name casualapparel, activewear and collection sportswear for men and boys. In response to adecline in its apparel distribution operations, the Company elected to contractthose operations to third parties during the last two years as part of astrategy of reducing the costs and inventory risks associated with itshistorical core business and repositioning the Company through one or moreacquisitions, with a view toward expanding existing licensing operations andadding compatible business lines (the "Business Redirection").
***Business Redirection**
            Licensing. To initiate the Business Redirection, theCompany granted an exclusive license to a large apparel company in October 1999for domestic distribution of boys' sportswear lines under its *Cross Colours*label. In January 2001, the Company entered into its first internationallicensing arrangement with a Japanese apparel company for sales of men's andladies' apparel under the *Cross Colours* brand throughout Japan and itsterritories and possessions. The licensing program alone was not expected toreverse the Company's financial downturn in the near term. In addition toinherent timing constraints, the Company was faced with performance defaults byits domestic licensee early in 2000. In February 2001, the Company brought anaction for unpaid royalties against the licensee. Although the litigation wassettled in April 2002 for $535,000, payable $335,000 at the time of settlementand the balance in January 2003, the absence of the anticipated revenue streamduring the first two years of the license substantially impaired the Company'sfinancial flexibility for executing its planned Business Redirection.Consequently, in fiscal 2002, the Company wrote off its Cross Colours trademark.
*            Equity Infusion. To address these developments, theCompany entered into various discussions in 2001 for a potential strategicalliance and / or equity infusion. Those discussions culminated in August 2001with the execution of a stock purchase agreement with Alpha Omega Group, aprivate investment group ("AOG"), for the issuance of 30 million shares of theCompany's common stock to AOG at $.05 per share or a total of $1.5 million. Theagreement also provided for related closing transactions (collectively with theequity infusion, the "AOG Transactions"), including the addition of threedesignees of AOG to the Company's board of directors, an increase in itsauthorized common stock to 100 million shares, a change in its name to "*JKCGroup, Inc*." and a related change in the trading symbol for its common stockon the American Stock Exchange (the "AMEX") to "*JKC*," effective April 18,2002, transitional services from members of incumbent management and repricingof outstanding stock options (the "Replacement Options").

            The AOG Transactions were approved by the Company'sshareholders at a special meeting on December 27, 2001 and were completed onApril 16, 2002 following American Stock Exchange ("AMEX") approval of itsadditional listing application for the new shares. The shares acquired by AOGand an additional 2.1 million shares issued to its advisor as part of the AOGTransactions represented 83% and 6%, respectively, of the Company's common stockoutstanding after the closing of the AOG Transactions. In addition to the equityinfusion, the reconstitution of the Company's board of directors with AOGdesignees as part of the AOG Transactions added substantial expertise to assistin the planned Business Redirection.
*            Magic Lantern Acquisition. Following the closing of theAOG Transactions, the Company continued to pursue its Business Redirection byexploring acquisition opportunities, with a view toward expanding existinglicensing operations or adding compatible business lines. On August 2, 2002, theCompany entered into a stock purchase agreement (the "Purchase Agreement") withZi Corporation, a Canadian-based provider of intelligent interface solutions ("Zi"),for the Company's purchase of Magic Lantern Communications Ltd. ("MLC") and itssubsidiaries (collectively, " Magic Lantern").

            Founded in 1975, Magic Lantern is a Canadian distributor ofeducational and learning content in video and other electronic formats. MagicLantern has primarily exclusive distribution rights to over 300 film producersrepresenting over 13,000 titles, and its customers include 9,000 out of 12,000English speaking schools in Canada. Its library includes content from numerousproducers, including Disney Educational, Annenberg / CPB and CTV Television.Tutorbuddy Inc., a 100% owned subsidiary of Magic Lantern, is anInternet-enabled provider of content and related educational services on demandto students, teachers and parents. Sonoptic Technologies Inc., a 75% ownedsubsidiary of Magic Lantern, provides digital video encoding services and hasdeveloped a proprietary videobase indexing software that allows users toaggregate, bookmark, re-sort and add their own comment boxes to existingcontent. Magic Lantern is headquartered near Toronto, Canada with offices inSaint John, New Brunswick and Vancouver, British Columbia.

            Magic Lantern was acquired in October 1996 by NTN InteractiveNetwork Inc. ("NTN"). In March 2002, members of Magic Lantern's managementformed MagicVision Media Inc. ("MagicVision") to acquire 100% of Magic Lantern'scapital stock from NTN and contemporaneously sold their interests to Zi for$1,359,000 (including transaction costs) plus 100,000 common shares of Zi valuedat $499,000. 

            On November 7, 2002, the Company and Zi consummated thetransactions contemplated by the Purchase Agreement (the "Magic LanternTransactions") following their approval by the Company's shareholders. TheCompany's acquisition of Magic Lantern was implemented through its purchase from Zi of all the outstanding capital stock of MagicVision, in consideration for athree-year promissory note of the Company in the principal amount of $3,000,000and 29,750,000 shares of the Company's common stock, representing 45% of itscommon shares outstanding after the closing. The Purchase Agreement provides foradditional stock and cash consideration up to $2,930,000 or offsets against theCompany's promissory note up to $1 million based on Magic Lantern's operatingresults for the first twelve months after the closing. See "Liquidity andCapital Resources - Liquidity." As part of the Magic Lantern Transactions, theCompany added three designees of Zi to its board of directors, implemented a newstock option plan primarily for management and employees of Magic Lantern,changed its corporate name to *Magic Lantern Group, Inc*. and, effectiveNovember 8, 2002, changed its AMEX trading symbol to "*GML.*"

            The Company accounted for its acquisition of Magic Lanternunder the purchase method. The purchase price for the acquired businesses wasallocated among their assets and liabilities as of the closing date. For thispurpose, the 29,750,000 shares of the Company's common stock issued to Zi aspart of the purchase price for the acquired businesses was valued based on theirmarket price in June 2002 when the terms of the Magic Lantern Transactions wereestablished in a letter of intent between the parties. Based on the market priceof $.31 per share for the Company's common stock at that time, the totalpurchase price and related transactions costs without regard to any adjustmentsfor post-acquisition operating results aggregated approximately $12,363,000, ofwhich approximately $6,868,000 has been allocated to goodwill, , approximately$4,492,000 to intangible assets, and approximately $1,128,000 to property andequipment. 
*            Risks Associated with the Magic Lantern Acquisition MagicLantern has a history of losses and may continue to incur losses from operationsafter its acquisition by the Company. For its last three fiscal years endingAugust 31, Magic Lantern incurred net losses aggregating $1.2 million. See"Liquidity and Capital Resources - Capital Resources." The Company's ability toachieve profitable operations through ownership of Magic Lantern could beadversely affected by a number of business risks, including delays orinefficiencies in the development cycle for Magic Lantern's new products andservices, lack of sponsor or consumer acceptance of those products and services,inability to penetrate new geographic markets, competition and changingtechnology. A discussion of these and other related business risks is includedin the Company's proxy statement dated October 15, 2002 for the Magic LanternTransactions.
*            AMEX Listing. In March 2002, the Company was advised bythe AMEX that its common stock will be subject to delisting proceedings unlessan acceptable plan was submitted for regaining compliance with the applicableshareholders' equity requirement of $4 million. The Company submitted a responseto the AMEX in April 2002 with the first phase of its plan for regainingcompliance with the listing standards. That phase was completed on April 16,2002 with the $1.5 million equity infusion under the AOG Agreement. In June2002, the Company received an extension for continuation of its AMEX listingbased on the second phase of its plan for increasing shareholders' equitythrough the Magic Lantern acquisition. The compliance plan was timely completedupon the closing of the Magic Lantern Transactions, which increased theCompany's shareholders' equity to approximately $9.6 million as of the closingdate on November 7, 2002. See "Liquidity and Capital Resources - CapitalResources."
*            Registration statement. On December 31, 2002, the Companyfiled a registration statement on Form 3 with the Securities and ExchangeCommission covering 64,300,000 shares of common stock. Of the Shares covered bythe Prospectus, 31,550,000 were issued by the Company in the Equity Infusion,29,750,000 were issued by the Company as part of the consideration on theacquisition of Magic Lantern and up to 3,000,000 may be issued under an earnoutarrangement for this acquisition. See "Equity Infusion" and "Magic LanternAcquisition."
***Results of Operations**
            Results of operations for the year ended December 31, 2002,including the results of Magic Lantern for the period from November 7, 2002 toDecember 31, 2002.

            Seasonality. At the end of 2001, management decided towind down the apparel business. Prior to the wind down of its appareldistribution business and the acquisition of Magic Lantern, the Companyexperienced seasonal business fluctuations due primarily to seasonal buyingpatterns for its product mix of casual apparel and activewear. The change inthis pattern during 2001 reflects an inventory sell off associated with theCompany's efforts to implement its planned business redirection. In addition,with the Company's acquisition of Magic Lantern on November 7, 2002 our businessshifted to video dubbing and distribution of video and electronic basededucational and learning content ("Education and Distribution"). A significantportion of these sales are made to libraries and educational institutions, assuch, we expect revenues to be cyclical based on varying fiscal budgets acrossCanada as well as seasonal due to the traditional school year, leaving thesummer void of educational sales. Third quarter revenues to educationalinstitutions have historically been lower by approximately 15% due to the schoolbreak in July and August.
*            Years Ended December 31, 2002 and 2001. Net sales were$386,000 for the year ended December 31, 2002, compared to $2.9 million for2001. The decrease primarily reflects a contraction of the Company's appareldistribution business ("Apparel Distribution ") as part of its strategy to focuson licensing opportunities and implement the Business Redirection, coupled withnet sales of Magic Lantern. During the year ended December 31, 2002, $21,000 ofrevenues were derived from Apparel Distribution and $365,000 of revenues werederived from Education and Distribution.

            Cost of goods sold decreased to $188,000 in 2002 compared to$3,068,000 in the same period last year, reflecting off-price sales ofdiscontinued brands as part of the Company's efforts to reduce inventory andposition itself to implement the Business Redirection. Education andDistribution accounted for $153,000 of cost of goods sold in 2002. Cost of goodssold as a percentage of net sales for Education and Distribution was 41.9%.

            SG&A expenses of $1,046,000 for 2002 decreased by 25.5% from$1,404,000 for 2001, primarily reflecting an increase of $546,000 following theacquisition of Magic Lantern coupled with a contraction of $904,000 of theCompany's apparel distribution business as part of the Business Redirection.

            Interest and factoring expenses, net of interest income,aggregated $43,000 in 2002 compared to $218,000 or 7.6% of sales in 2001,reflecting repayment of outstanding indebtedness and fees under the Company'scredit facility with its factor. See "Liquidity and Capital Resources - CapitalResources."

The Company recognized a net non-cash charge of $2,239,000 atDecember 31, 2002, of which, $2,119,000 reflects the compensation component ofthe Replacement Options issued as part of the AOG Transactions in April 2002 and$120,000 reflects the intrinsic value of options issued in connection with theacquisition of Magic Lantern. The charge on the Replacement Options is based onthe difference between the aggregate exercise price of the Replacement Optionsand the market value of the underlying shares on December 31, 2002. See"Business Redirection - Stock-Based Compensation." The Company recorded a gainof $526,000 net of legal expenses recorded in the second quarter of 2002 onsettlement of the Company's litigation against the domestic licensee of its *Cross Colours* trademark. See "Business Redirection - Licensing."

            During the year ended December 31, 2002, the Company recordedan impairment charge of approximately $181,000 (the remaining balance) on thetrademark as it was deemed by management to be worthless.

            The Company realized net loss of $2,841,000 or $.09 per sharebased on 31.6 million average shares outstanding for 2002, compared to a netloss of $3.0 million or $.72 per share recognized in 2001 based on 4.1 millionaverage shares outstanding. The operating loss for the year ended December 31,2002, was $2,888,000, of which $376,000 relates to Magic Lantern for the periodfrom November 7, 2002 to December 31, 2002, compared to an operating loss of$2,795,000 in the year ended December 31, 2001. 
*Years Ended December 31, 2001 and 2000. Net sales of $2.9million for 2001 decreased by 71.1% from $9.9 million in 2000. The decreaseprimarily reflects a contraction of the Company's apparel distribution businessas part of its strategy to focus on licensing opportunities.

            Cost of goods sold as a percentage of sales increased to107.5% in 2001 compared to 82.5% in 2000, reflecting off-price sales ofdiscontinued brands as part of the Company's efforts to reduce inventory andredirect its business to focus on licensing opportunities.

            SG&A expenses of $1.4 million for 2001 decreased by 46.8%from $2.6 million for 2000, primarily reflecting the Company's contraction ofits apparel distribution business as part of its planned business redirection.As a percentage of sales, SG&A expenses were 49.2% in 2001 compared to 26.7% inthe prior year.

            Interest and factoring expenses aggregated $218,000 or 7.6%of sales in 2001 compared to $572,000 or 5.8% of sales in, reflecting areduction in amounts outstanding under the Company's credit facility with itsfactor. See "Liquidity and Capital Resources - Capital Resources" below.

            The Company recognized net losses of $3.0 million or $.72 pershare in 2001 and $1.3 million or $.31 per share in 2000, reflecting theforegoing trends and a noncash impairment charge of $1.3 million at the end of2001. Average common shares outstanding were 4,127,000 in 2001 and 4,124,000 in2000.
***Liquidity and Capital Resources***
*            Liquidity*. The Company's cash position increased to$696,000 at December 31, 2002, compared to $3,000 at December 31, 2001. Prior tothe acquisition of Magic Lantern, the Company received net proceeds from the AOGTransactions of $1,500,000 and $335,000 in litigation settlement proceeds, TheCompany incurred approximately $300,000 of professional fees related to theacquisition of Magic Lantern, repaid outstanding factor debt and fees in theamount of $514,000, and applied $297,000 to reduce notes payable. 

In accordance with the terms of the Purchase Agreement, Ziconverted to, equity prior to the closing, all of its advances to the LanternGroup then outstanding and made an additional contribution to the capital ofMagic Lantern required to increase Magic Lantern's cash position toapproximately $300,000 at the time of the closing, resulting in apost-acquisition consolidated cash position of approximately $1 million.

Following the acquisition of Magic Lantern to December 31,2002, the Company invested in property, equipment, and intangible assets in theaggregate amount of $91,000 and spent approximately $200,000 to fund operations.

For the period from January 1, 2003 to March 31, 2003, theCompany spent approximately $111,000 on professional fees and certain one timecosts including two litigation settlements and used approximately $365,000 ofcash to fund continuing operational requirements.

            The purchase price for the Magic Lantern acquisition includeda three-year note issued by the Company to Zi at the closing of the LanternGroup Transactions on November 7, 2002 in the principal amount of $3,000,000,bearing interest at 5% per annum (the "Lantern Purchase Note"). Additional stockand cash consideration will be payable if operating results of Magic Lanternmeet revenue and cash flow targets for the first twelve months after the closing(the "Performance Period") If operations of Magic Lantern during the PerformancePeriod generate total revenues ("Lantern Revenues") exceeding $12,222,500 andearnings before interest, taxes, depreciation and amortization exceeding$3,000,000, Zi will be entitled to additional consideration equal to 50% percentof all Lantern Revenues for the Performance Period in excess of $12,222,500 (the"Earnout"), up to a maximum Earnout of $2,930,000. Any Earnout entitlement willbe payable partly in cash and partly in common stock of the Company, valued forthis purpose at $.31 per share ("Earnout Shares"), as follows:
**Amount ofEarnout  ****Portion Payablein Cash  ****Portion Payable inEarnout Shares**   Up to $1,860,000   50%   50%Between $1,860,000         and $2,930,000   100%   0%
            Based on this allocation, Zi will be entitled to a maximum ofthree million Earnout Shares, which would increase its interest in the Companyto 47.4% based on total shares outstanding at the time of the closing. AnyEarnout Shares due under the Earnout provisions of the Purchase Agreement willbe issuable to Zi within 90 days after the end of the Performance Period. If theCompany's cash position as of the end of the Performance Period exceeds$4 million, any cash due under the Earnout provisions will also be payablewithin 90 days after the end of the Performance Period. Otherwise, the cashEarnout will be payable in four equal quarterly installments over a one-yearperiod, commencing 90 days after the Company first meets the $4 million cashbalance threshold. If cash Earnout payments are deferred more than one yearafter the end of the Performance Period, interest on the obligation will accrueat the rate of 5% per annum.

            The Purchase Agreement also provides for a reduction in thepurchase price if Lantern Revenues during the Performance Period are less than$5 million. In that event, the Company will be entitled to offset the amount ofthe shortfall, up to $1 million, against the principal amount of the LanternPurchase Note.

            During the period from November 7, 2002 to December 31, 2002,the Company purchased fixed assets in the amount of approximately $14,000 andcapitalized approximately $60,000 pertaining to software development.
*            Capital Resources. Prior to the AOG Transactions, theCompany maintained a credit facility with the CIT Group/Commercial Services,Inc. The credit facility provided for the factor to purchase the Company'saccounts receivable that it preapproved, without recourse, except in cases ofmerchandise returns or billing or merchandise disputes in the normal course ofbusiness. In addition, the factor was responsible for the accounting andcollection of all accounts receivable sold to it by the Company. The factorreceived a commission under the credit facility in an amount less than 1% of thenet receivables it purchased. The agreements covering the credit facility alsoprovided for the issuance of letters of credit to fund the Company's foreignmanufacturing orders and for short term borrowings at a floating interest rateequal to 1/2% above the prime rate.

            The Company's obligations under the credit facility werepayable on demand and secured by inventory and accounts receivable. Theaggregate amount of letters of credit and borrowings available under the creditfacility were determined from time to time by the factor based upon ourfinancing requirements and financial performance. Because of these terms,implementation of the Company's strategy for contracting apparel distributionoperations and emphasizing trademark licensing as a means of reducing the costsand inventory risks associated with its historical core business had theanticipated effect of reducing its financial flexibility under the creditfacility. In addition, since the planned Business Redirection involved brandingstrategies to exploit existing trademarks and possible acquisitions oftrademarks or other intangible assets that would not support additional factordebt, the Company did not expect the credit facility to provide a source offinancing for the Business Redirection. During 2001 and the first quarter of2002, the Company made no new borrowings under the credit facility and appliedproceeds from a sell off of substantially all its remaining inventory to reducecredit facility debt to $514,000 at the end of 2001 and $267,000 at March 31,2002. In April 2002, upon consummation of the AOG Transactions, the Companyelected to terminate the agreements covering the credit facility after applyingpart of the proceeds from the AOG Transactions to repay the remainder of theoutstanding factor debt and fees aggregating $514,000.

            At December 31, 2002, the Company had outstanding notespayable for $176,000 to R. Siskind and Company, Inc., an apparel company ownedby Richard Siskind, the President and a director of the Company ("RSC"). Thenotes evidenced indebtedness to RSC for advances used by the Company primarilyfor acquired apparel inventory. In April 2002, the Company accepted a settlementoffer of $535,000 in its litigation against the domestic licensee of its *Cross Colours* trademark. The Company received an installment of $335,000 atthe time of settlement. In accordance with the terms of the agreement for theAOG Transactions, the Company applied $328,000 of the settlement proceeds toreduce its obligations under its notes payable to RSC and assigned RSC itsrights to the deferred settlement installment in satisfaction of its remainingobligations under the notes. In January, 2003 the remaining balance of $200,000was received and applied to fully offset the notes payable to RSC.

            Execution of Magic Lantern's business plan and the Company'sbranding strategies for its ongoing trademark licensing business may requirecapital resources substantially in excess of the Company's current cashreserves. Magic Lantern has historically relied on advances from its parentcompanies to address shortfalls in its working capital requirements. Inaccordance with the terms of the Purchase Agreement, Zi converted to, equityprior to the closing, all of its advances to the Lantern Group then outstandingand made an additional contribution to the capital of MLC required to increasethe Lantern Group's cash position to approximately $300,000 at the time of theclosing, resulting in a post-acquisition consolidated cash position ofapproximately $1 million. 
*            Going concern.  The Company's cash position as at March 31, 2003 was approximately $204,000 (CDN $300,000),which at the current rate of operating activity is insufficient to coveroperating costs to April 30, 2003. The Company's working capital deficiency atDecember 31, 2002 was approximately $179,000, and has worsened since December31, 2002.  Historically, the Company has sought financing from its majorshareholders and, at present, has received an expression from a majorshareholder and its respective associates that they will provide short- termfinancial support to the Company while it continues to seek financing sufficientto fund its current business plan, including its investment in its digitizationprogram. The short term financing currently under discussion involves a privateplacement of up to $3 million in the form of a unit, offered at $.75 per unit,consisting of one share and one $.90 warrant exercisable for three years fromthe date of closing.  There is no minimum.  The Company needs in this placementa minimum of $500,000 to fund the Company for approximately three months.Failing shareholder support and a longer-term financing solution, the sources ofcapital available to the Company include factoring of accounts receivable andreduction of discretionary investments in the digitization program and sales andmarketing programs designed to increase revenue over the next twelve months.Specifically, the Company could elect to shut down the operations of Tutorbuddyand Sonoptic, which on a monthly basis would result in cash savings ofapproximately $67,000 but would involve expenditures to realize those savings. Capital requirements for 2003 also include, in part, the repayment of anapproximate $510,000 (CDN $750,000) loan, excluding accrued interest, bySonoptic to its 25% shareholder, unless extended. Although annual extensions ofthe loan maturity date have been granted in the last several years, furtherextensions are not certain.

Without additional financing, there is substantial doubt about the Company's ability tocontinue as a going concern.
***Contractual Obligations and Commercial Commitments***
The Company and its subsidiaries are parties to variousleases related to office facilities and certain other equipment. We are alsoobligated to make payments related to our long term borrowings (see notes 9 and13 to the financial statements).

The minimum commitments under non-cancelable operating leasesconsisted of the following at December 31, 2002:
**(In thousands)**  **Office Equipment**Premises**Total
2003
$ 18
$ 227
$ 245
2004
14
152
166
2005
8
160
168
2006
3
122
125
2007
--
119
119
2008
--
99
99 **$ 43**$ 879**$ 922
The cash flows of principle repayments of long term debtobligations consist of the following at December 31, 2002:
**(In thousands)**
2003
$ 492
2004
5
2005
2
2006
2
2007
1 **$ 502*****Critical Accounting Policies and Estimates***
            The preparation of financial statements requires managementto make estimates and judgments that affect the reported amounts of assets,liabilities, revenues, and expenses and related disclosure of contingent assetsand liabilities. On an ongoing basis management evaluates its estimates,including those related to the allowance for doubtful accounts and impairment oflong-lived assets. Management bases its estimates on historical experience andon various other assumptions that management believes to be reasonable under thecircumstances, the results of which form a basis for making judgments aboutcarrying value of assets and liabilities that are not readily apparent fromother sources. Actual results may differ from these estimates under differentassumptions or conditions, however, management believes that its estimates,including those for the above described items, are reasonable and that theactual results will not vary significantly from the estimated amounts.

            The following critical accounting policies relate to the moresignificant judgments and estimates used in the preparation of the consolidatedfinancial statements:
*            Allowance for doubtful accounts: The Company maintains anallowance for doubtful accounts for estimated losses resulting from customers orother parties failure to make payments on trade receivables due to the Company.The estimates of this allowance is based on a number of factors, including: (1)historical experience, (2) aging of the trade accounts receivable, (3) specificinformation obtained by the Company on the financial condition of customers, and(4) specific agreements or negotiated amounts with customers.
*            Impairment of long-lived assets: The Company's long-livedassets include property and equipment, intangible assets, and goodwill. Goodwilland intangible assets with an indefinite life are reviewed at least annually forimpairment, while other long-lived assets are reviewed whenever events orchanges in circumstances indicate that carrying values of these assets are notrecoverable. 
***Forward Looking Statements***
            This Report includes forward looking statements within themeaning of Section 21E of the Securities Exchange Act relating to matters suchas anticipated operating and financial performance, business prospects,developments and results of the Company. Actual performance, prospects,developments and results may differ materially from anticipated results due toeconomic conditions and other risks, uncertainties and circumstances partly ortotally outside the control of the Company, including risks of inflation,fluctuations in market demand for the Company's products, changes in future costof sales, customer and licensee performance risks, trademark valuationintangibles and uncertainties in the availability and cost of capital. Wordssuch as "anticipated," "expect," "intend," "plan" and similar expressions areintended to identify forward looking statements, all of which are subject tothese risks and uncertainties.
**Item 7A.        Quantitative and Qualitative Disclosure About MarketRisk

General**
The Company does not hold any derivative securities or othermarket rate sensitive instruments.
**            Our Consolidated financial statements are prepared inU.S. dollars, while our Canadian operations are conducted in Canadian currency.****The company is subject to foreign currency exchange rate fluctuations in theCanadian dollar value of foreign currency-denominated transactions. 
**Exchange Rate Risks**
            Magic Lantern pays a number of its content suppliers in U.S.dollars. Therefore, fluctuations in the value of the Canadian dollar against theU.S. dollar affects gross profit as well as net income. If the value of theCanadian dollar falls against the U.S. dollar, cost of sales will increase,reducing gross profit and net income. Conversely, if the value of the Canadiandollar rises against the U.S. dollar, gross profit and net income will increase.Based on its average annual net currency positions in the 2002 and 2001, a 10%adverse change in average annual foreign currency exchange rates would not havebeen material to results reported in the consolidated financial statements forthose periods. To date, we have not sought to hedge risks associated withfluctuations in exchange rates and therefore we continue to be subject to suchrisks. In the future, we may undertake such transactions. However, any hedgingtechniques implemented in such regard might not be successful in eliminating orreducing the effects of currency fluctuations.
**Interest Rate Risks**
            Magic Lantern had various loans outstanding at December 31,2002, with an aggregate principal amount of approximately $502,000. Of thisindebtedness, loans in the aggregate outstanding principal amount of $475,000were interest bearing at a fixed rate of 6.75% per annum. The Lantern Group didnot use any derivative financial investments to manage its interest rateexposure.

Financial Statements and Supplementary Data
**Index to Financial Statements  **Page**Magic Lantern Group, Inc. (formerly, JKC Group, Inc. and    State II Apparel Corp):  **Independent Auditor's Report
39 **Balance Sheets - December 31, 2002 and 2001
40 **Statements of Operations - For the years ended    December 31, 2002, 2001 and 2000
41 
Statements of Comprehensive Loss - For the years ended    December 31, 2002, 2001 and 2000
42     
Statements of Shareholders' Equity (Deficit) - For the      years ended December 31, 2002, 2001       and 2000

43 
Statements of Cash Flows - For the years ended December    31, 2002, 2001 and 2000
44 
Notes to Financial Statements
45 
Schedule II - Valuation and Qualifying Accounts
60**            Financial Statements and Supplementary Data

           The financial statements of the Company are hereby attached to thisdocument beginning on page 38.
**            Changes in and Disagreements with Accountants in      Accounting and Financial Disclosure**
            Not applicable.
**PART III

            Directors and Executive Officers      of the Company**
            The executive officers of the Company at December 31, 2002are as follows:
**Name**Age**Position**Officer of    Magic Lantern Group, Inc. Since
Harvey Gordon
53Chief Executive Officer
2002Richard Siskind
56President
1998Dale P. Kearns
45Interim Chief Financial Officer
2002Douglas R. Connolly
49President, MLC Ventures 
2002George Wright 
59Chief Technology Officer
2002Richard Geist
59Director
2002Howard Balloch51Director
2002Michael R. Mackenzie46Director
2002Michael Lobsinger52Director
2002Pierre Arbour*Director
2002Stephen Encarnacao 
54Director
2003
*Unknown as of the date of this filing.

            A summary of the business experience and background of theCompany's officers is set forth below.
*            Harvey Gordon joined Magic Lanternas Chief Executive Officer on July 29th, 2002. Mr. Gordon previously served in avariety of senior capacities with startup and turnaround technology companies:From 1988 to 1994, he was employed by Infonet Services Corporation, a globaltelecommunications and services company, serving as Senior Vice President forits Canadian subsidiary and Managing Director of its international softwarecompanies. From 1994 to 1996, Mr. Gordon was Senior Vice President--Sales andMarketing for Newstar Technologies Inc., a software and service company,followed by employment as Vice President--Sales and Marketing and then VicePresident Business Development for Algorithmics Incorporated, also a softwarecompany. From 1997 to 2001, he was employed by Changepoint Corporation, moatrecently as Vice President--Business Development. Immediately prior to joiningMagic Lantern, Mr. Gordon was a founding partner of Go to Market Advisors, aconsulting firm focused on assisting emerging and reemerging companies bringtheir products and services to market. Mr. Gordon has an engineering degree fromthe University of Toronto and a masters degree in computer science.
*            Richard Siskind joined the company as President, ChiefExecutive Officer and a director in May 1998 and served until the completion ofthe company's acquisition of Magic Lantern. He has been in the apparel businessfor over 30 years, serving in a variety of roles and positions. By 1977, Mr. Siskind had assumed the position of president of David Small Industries, Inc. In1982, he co-founded Apparel Exchange, Inc., an affiliated company. Bothcompanies, sold off-price men's, women's and children's apparel and reachedsales aggregating over $100 million by 1989. Mr. Siskind sold both companies in1989. In 1991, he founded R. Siskind & Co. He is a director, sole shareholderand chief executive officer of R. Siskind & Co., which is in the business ofpurchasing top brand name men's and women's apparel and accessories, andredistributing it to a global clientele of upscale off-price retailers.
*            Dale Kearnshas served as Chief Financial Officerof Magic Lantern since its acquisition by Zi Corporation. Mr. Kearns also servesas Chief Financial Officer of Zi Corporation, a position he has held sinceApril 2001. He was the Senior Vice-President Finance and Chief Financial Officerof O&Y Properties Corporation from 1997 to 2001 and Senior Vice-PresidentFinance and Chief Financial Officer of Camdev Corporation from 1992 to 1997.Mr. Kearns is a Certified Management Accountant and a member of the Society ofManagement Accountants of Ontario.

*            Douglas R. Connolly*, co-founded Magic LanternCommunications, Inc. in 1975 and has served as its President since 1982. Hebegan his professional career as an educator, serving in various capacities withthe Professional Association for Retarded Children in Montreal. Mr. Connollyentered business and finance in 1971, focusing on credit management and smallbusiness financing and development, initially with the Industrial AcceptanceCorporation and later with the Bank of British Columbia. He received hisundergraduate degree from Sir George Williams University in Montreal, nowConcordia University.
*            George Wright, was responsible for leading theSonoptic's initiatives, beginning in 1992. After leaving in 1998 to pursue asenior management role with DeVry Ontario, Mr. Wright rejoined Magic Lantern in2000, serving as its Chief Technology Officer, with responsibility for learningtechnology development and implementation.. He has extensive experience infields including information technology development and management, publicaffairs and educational television production. After graduate studies,Mr. Wright joined the Ontario Ministry of Education in the 1971. He enteredcorporate life as Research Director for the Canadian distilling industry,subsequently serving as Senior Vice President, External Relations, with theCanadian Life and Health Insurance Association, with responsibility for allmedia, government and public relations activities. He left that position in 1986to form Les Productions PVF, a Montreal-Toronto based video production companyserving corporate and educational clients in Ontario and Quebec. He received hisundergraduate degree from Sheridan College, University of Western Ontario.
*            Richard Geist was added to the Board as part of the AOGTransactions. He is President of The Institute of Psychology and Investing,Inc., a management consulting firm he joined in 1994. He also publishes amicro-cap market newsletter, *Richard Geist's Strategic Investing*, andwrites independent research reports for small and emerging companies. Dr. Geistserves as an Instructor in the Department of Psychology at Harvard MedicalSchool and as a member of the Faculty of Massachusetts Institute forPsychoanalysis, the Board of Directors of David Derman's Institute of Psychologyand Financial Markets and the Editorial Board of the *Journal of Psychologyand Financial Markets*. Dr. Geist received his undergraduate degree andDoctorate in Psychology from Harvard University.
*            Howard Balloch has served as a director of the companyNovember, 2002. Mr. Balloch was Canada's Ambassador to China for more than fiveyears, retiring from the Canadian Foreign Service in August 2001. Mr. Ballochhas served as a director of Zi Corporation and Chairman of its Oztime subsidiarysince August 2001. Zi Corporation holds 45% of our outstanding shares followingour acquisition of Magic Lantern form Zi Corporation. 
*            Michael R. Mackenzie has served as a director of thecompany since November 2002. Mr. Mackenzie has been the Director General andManaging Partner of Champagne Jacquesson & Fils, Dizy since 1998. He was theDirector of Jefferies Pacific Limited, Hong Kong, from 1994 to 1997 and is theChairman of Mayfair Cellars Group, London and of Tasmanian Vineyards Pty. Mr. Mackenziehas served as director of three of Zi's Bermuda subsidiaries since July 2000 andas a Director of The Lindsell Train Investment Trust PLC since 2000. Mr.Mackenzie has served as a director of Zi Corporation since June 2001.Zi Corporation holds 45% of our outstanding shares following ouracquisition of Magic Lantern form Zi Corporation. 
*            Michael Lobsinger has been chief executive officer of Zisince 1993 and President of Zi from 1993 to 2000. Mr. Lobsinger has also servedas a director of Zi since 1987. Prior to joining Zi, he was engaged in variousentrepreneurial ventures in real estate development and the oiland gas industry. Zi Corporation holds 45% of the Company's outstanding sharesfollowing our acquisition of Magic Lantern form Zi Corporation**.***            Pierre Arbour was a director of the company from November2002 until April 2, 2003. Mr. Arbour is the President and Founding Shareholderof Alkebec Inc., an oil and gas and venture capital company. From 1979 to 1990,he was the President of Monterey Capital Inc., a publicly traded company engagedin mining, industrial equipment and real estate. Prior to this, Mr. Arbour heldvarious senior positions with Caisse de Depot from 1966, including Director andPortfolio Manager of the company's first equity department and CorporateInvestment Advisor, where he orchestrated the takeover of M. Loeb by Provigo,creating the largest food distributor in Canada. Mr. Arbour holds a B.A. fromthe University of Montreal, and a B. Comm from McGill University. He has alsoserved on the boards of numerous companies, including Repworld Holdings, FracoInc., and Palos Capital.
*            Stephen Encarnacao has been a director of the companysince January 2003. Mr. Encarnacao is currently the Chief Marketing Officer ofBrainShift Inc. His extensive background in brand and executive management insuch well-known consumer products companies as H. J. Heinz, Synectics, ReebokInternational, Puma and Converse spans over 3 decades. He is a director andprivate investor in AirCardio Labs Inc, Blackburne Advanced Racquet Systems,Brand Leaders International.Ltd, Brainshift Inc. and Secure EnterpriseTechnology.

_________________

[1] Mr. Siskind served as President and Chief Executive Officer following thecompany's transaction with AOG until the company's completion of its transactionwith Magic Lantern.  Mr. Siskind currently acts as president of the Company.

[2] Mr. Connolly becamePresident of the company following our acquisition of Magic Lantern on November7, 2002.  Mr. Connolly acted as Magic Lantern's President since 1982.
**            Executive Compensation
*Background***
            In November 2002 and in connection with our acquisition ofMagic Lantern, the company's management, except for Richard Siskind,relinquished their management roles in favor of Magic Lantern's managementgroup. As part of the transaction, the Company entered into a managementagreement with Mr. Siskind, providing for his services as CEO and for supportservices from other R. Siskind & Co personnel. See "Management Agreements"below.
***Compensation of Named Executive Officers***
            The following table sets forth the total remuneration paidduring the last three years to executive officers of the Company who earned over$100,000 in any of those years.
**Summary Compensation Table  **Annual Compensation**Long Term    Compensation    Option/SARAwards (#)****All OtherCompensation****Name and Principal    Position****Year**Salary**Bonus**Other**(2)       Harvey Gordon(1)
2002$14,000
---
---**500,000**---       Richard Siskind(3)        President and CEO
2002$188,000
---
---**200,000**--- 
2001200,000
---
---**---**--- 
2000200,000
---
---**---**---(1)    For the period from November 7, 2002 to December 31, 2002.(2)    Perquisites and other benefits did not exceed 10% of any named officer's    total annual salary.(3)    Served as an executive officer of the Company until November 7, 2002.***Stock Options***
            Prior to the AOG transactions, we maintained four stockoption plans adopted since 1994 ("Old Compensatory Plans"). Three of these arecompensatory, designed to supplement or replace employee salaries and directorfees with options for an aggregate of up to 2.2 million shares of the Company'scommon stock. The fourth such plan was adopted in connection with the 1998change of control, which occurred as a result of the purchase by Richard Siskindof 1.9 million shares of common stock from the company's original founders. Aspart of that transaction, Mr. Siskind granted options to the Company's foundersto reacquire a total of 1.5 million shares from him at exercise prices rangingfrom $.50 to $1.50 per share (the "Founder's Options"), and the Company issuedto Mr. Siskind options to purchase up to 1.5 million newly issued shares ofcommon stock on the same terms as the Founders Options, exercisable only to theextent the Founders Options are exercised (the "Mirror Options"). Later thatyear, Founder's Options covering 1,350,000 shares of common stock were acquiredfrom the holders by Jon Siskind, a former officer and director of the Companyand the son of Richard Siskind.

            The Company implemented the Old Compensatory Plans to provideofficers, key employees and directors an opportunity to acquire or increasetheir proprietary interests in the company, adding to their incentive tocontribute to its performance and growth. The exercise price for options grantedunder these plans was fixed by a Compensation Committee of the Board at 100% ofthe market price of the common stock on the date of the grant. Each option isexercisable for periods of up to ten years from the date of grant, or threemonths after termination of employment, with certain exceptions. 

            Options granted under the Old Compensatory Plans covering atotal of 1,877,000 shares of our common stock were outstanding prior to ourtransaction with AOG at exercise prices ranging from $.30 to $1.00 per share. Aspart of the AOG transactions, the Board adopted a new plan (the "ReplacementOption Plan"), providing for the exchange of each stock option then outstandingwith a new option, exercisable for three years thereafter for the same number ofshares at an exercise price of $.50 per share except for those options whoseexercise price was below $.50 a share originally or the exercise price of theexchanged option, if less than $.50 per share. Because the AOG transactionsconstituted a change of control triggering the immediate vesting of any unvestedoptions under the terms of the Old Compensatory Plans, all of the replacementoptions vested immediately upon issuance. In June 2002, 170,000 options grantedin connection with the AOG transaction were exercised at a price of $.27 pershare (Richard Siskind exercised 50,000 options and each of Beverly Roseman, JonSiskind, and Neil Siskind exercised 40,000 options). The following table showsoptions issued under the replacement option plan at the closing of the AOGtransaction in April 2002. Because the exercise prices of all the optionsexceeded the prevailing market prices for the common stock on the issuance date,no dollar value is presented for the listed options.
**Grants under the Replacement Option Plan  **Old Options**Replacement Options**Name of     Holder****Position**Number of    SharesCovered**ExercisePrice**DollarValue**Number of    SharesCovered**ExercisePrice**DollarValue        Richard SiskindPresident and CEO900,000$ .75$---900,000$ .50$---  400,000.81---400,000.50---  500,000(1)1.50---500,000.50---  500,000(1)1.00---500,000.50---  476,000(1).50---476,000.50---Beverly RosemanVice President75,000.81---75,000.50---  150,000.63---150,000.50---Jon SiskindVice President75,000.81---75,000.50---  150,000.63---150,000.50---Neil SiskindVice President15,000.44---15,000.44---  100,000.30---100,000.30---Other Employees (3    persons)12,000.81---12,000.50---        (1)    Represents Mirror Options, which are exercisable only to the extent of any    exercise of the corresponding Founders Options. See "Background" above.***Magic Lantern Option Plan**
            Covered Shares    In connection with the company'sacquisition of Magic Lantern we agreed to create a new stock option planauthorizing the grant of options to purchase an aggregate of 4.5 million sharesof our common stock, representing 6% of our common stock to provide performanceincentives for incumbent management and employees of Magic Lantern, its parentcompany and its subsidiaries at the time of our acquisition of Magic Lantern.Shares may be either previously unissued or reacquired shares. Shares that ceaseto be subject to an option because of its expiration or termination will againbe available for the grant of options until termination of the plan. 
*            Administration.     All directors, officers andother employees of Magic Lantern prior to its acquisition by us, its parentcompanies prior to its acquisition by us, and its subsidiaries are eligible toreceive options under the plan. In addition, all current and future employees ofthe company and its subsidiaries will be eligible to receive options under theplan, along with all of our directors. The Compensation Committee of our Boardis responsible for administering this plan. Except for initial option grants fora total of 2,050,000 shares of our common stock provided for in the plan, theCompensation Committee will have sole discretion to select persons to receiveoptions, determine the number of shares subject to each grant and prescribe theother terms and conditions of each award. The plan provides for the Committee,in making these determinations, to consider the position held by each eligibleparticipant, the nature and value of his or her services and accomplishments,the present and potential contribution of the individual to our success and anyother factors that the Committee considers relevant. 
*            Exercise Price.    The exercise price of eachoption granted under the plan must be equal to the fair market value of ourcommon stock, as determined by the Compensation Committee at the time the optionis granted. This was established at $.40 per share for all of the initialoptions awarded under the plan. Payment in full of the exercise price must bemade upon the exercise of each option either in cash, shares of our common stockwith a fair market value equal to the exercise price or by a combination of cashand shares equal to the exercise price. The proceeds received upon the exerciseof options granted under the plan will be used for general corporate purposes.
*            Termination.   Options granted under the plan maynot be transferred except to the personal representative of a deceased employee.The plan provides for a period of three months during which an option, to theextent vested, may be exercised after the termination of a holder's employmentfor any reason other than cause, as defined in the plan. No options may begranted under the plan after the fifth anniversary of the closing of ouracquisition of Magic Lantern, although the expiration date of previously grantedoptions may extend beyond that date. The maximum term of any option is sevenyears**.***            Adjustments.      The number of shares covered bythe plan and the exercise price of outstanding options are subject to customaryantidilution adjustments in the event of any recapitalization or similar changeaffecting our common stock. In the event we sell all or substantially all ourconsolidated assets, dissolve, merge or consolidate with another company or areinvolved in a tender offer for all or a substantial portion of our common stock,the Compensation Committee may amend all outstanding options to (1) permit theirexercise prior to the effective date of the transaction or terminate unexercisedoptions as of that date, (2) require the forfeiture of all options, provided we pay each grantee the excessof the fair market value of the common stock on that date over the optionexercise price, or (3) make other provisions that it deems equitable. 
*            Plan Amendments.    The Board of Directors may amendthe plan without further shareholder action, except for a modification thatwould (1) increase the number of covered shares, (2) extend the maximum optionterm or the expiration date of the plan, (3) permit grants below the fair marketvalue of the common stock on the date of grant or (4) materially increase thebenefits or modify the eligibility requirements under the plan. No amendment mayadversely affect any then outstanding option without the consent of the holder.
*            Initial Grants.    In accordance with the termsof the purchase agreement pursuant to which we acquired Magic Lantern, the planprovided for the issuance of options to the current outside directors of thecompany, the directors designated by Zi Corporation and the following officersof Magic Lantern at the time of the acquisition, exercisable for the respectivenumber of shares of our common stock set forth opposite their names below at anexercise price of $.40. These initial options have a three-year term and willbecome exercisable in one-third cumulative annual installments, commencing sixmonths from the closing of our acquisition of Magic Lantern. Upon a change ofcontrol, as defined in the plan, any unvested option will automatically become100% vested. 
**INITIAL GRANTS UNDER THE LANTERN OPTION PLAN** **Name of Recipient**
 **Position**** **Covered     Shares**    Harvey Gordon     Chief Executive Officer  
    500,000Dale Kearns Interim Chief Financial Officer 
75,000Howard Balloch Director  
250,000Michael R. Mackenzie Director 
250,000Michael Lobsinger Director 
250,000Pierre Arbour Director(1) 
250,000Richard Geist Director prior to acquisition 
200,000Richard Siskind Chief Executive Officer and a    director prior to acquisition 
200,000 (1) Pierre Arbour served as a director from November 2002 until April 2,2003.***Management Agreements***
            Prior to May 2001, the Company and Richard Siskind wereparties to a management agreement, providing for Mr. Siskind's employment asPresident and Chief Executive Officer for a three-year term that began with the1998 Change of Control. In accordance with his management agreement, Mr. Siskindarranged a new credit facility for the Company, part of which he guaranteed, toprovide the Company with adequate financial flexibility at lower costs than itsprior facility. See "Background" above. Consistent with his objective ofreducing the Company's overhead, Mr. Siskind received an annual salary of$200,000 for his services under the Management Agreement. In lieu of salary at amarket rate, the Management Agreement provided for his receipt of the MirrorOptions and the options issued to him under the other Old Compensatory Plans.

            As part of the AOG Transactions, the Company entered into anew management agreement with R. Siskind & Co. and Richard Siskind providing forvarious transitional accommodations and services from R. Siskind & Co. and Mr.Siskind for a period of up to five months pending the Company's relocation.These include:
-    
The Company's      continued use of the showroom space within the R. Siskind & Co. offices,      at no cost to the Company-    
Apparel inventory      sales services of R. Siskind & Co. personnel, also without cost to the      Company other than related shipping and warehousing charges plus customary      administrative costs and sales commissions-    
Restructuring of      the Company's indebtedness to R. SISKIND & CO. to limit its recourse for      repayment to proceeds from settlement of the Company's litigation against      its domestic licensee of its *Cross Colours* trademark-    
Apparel inventory,      litigation management and related services during the transition period      from Mr. Siskind, who reserves the right to retain the office and      authority of President of Stage II pending the sale of all or      substantially all the Company's apparel inventory in place as of the      Closing-    
A lock up on sales      of the Company's common stock held by Mr. Siskind through April 15, 2003
            Following the acquisition of Magic Lantern by Zi, Zi enteredinto employment agreements with four employees of the Company and/or asubsidiary of the Company for a term of three years effective March 18, 2002, atannual base salaries aggregating approximately $263,000, $266,000, and $269,000for each of the first three years of the contracts. In addition, these contractsprovide for annual automobile allowances in the aggregate amount ofapproximately $22,000. All contracts can be extended for an additional two yearsand may be terminated by either party upon 90 days written notice or at any timeby the Company for cause.
***Compensation Committee Interlocks and Insider Participation***
            The Compensation Committee of the Board is responsible forevaluating compensation arrangements for all officers and key employees and foradministering the Company's employee benefit plans. The Compensation Committeewas comprised of Messrs. Fertel and Greenberg, until November 7, 2002 at whichtime Messrs. Fertel and Greenberg resigned as directors of the company inconnection with our acquisition of Magic Lantern and Messrs. Lobsinger andMackenzie were appointed to the compensation committee. None of these directorshas ever served as an officer of the Company or any of its subsidiaries or hadany related party transactions with the Company in 2002, except that the lawfirm in which Mr. Fertel is a partner provided legal services to the Companyduring the year.
***Compensation Committee Report on Executive Compensation**
            Compensation Policy. During 2002, the Company providedbelow market compensation for its CEO and no salary for R. Siskind & Co.personnel assigned to its operations, as contemplated by our managementagreement with R. Siskind & Co. See "Management Agreements" above. Under ourexecutive compensation structure, we provide market salary to our CEO andprovide incentive compensation to our other officers through stock option grantsdesigned to attract and retain qualified executives with interests, as co-ownersof the company, identical to those of its unaffiliated shareholders. The Board'sobjective, reflected in recommendations by the Compensation Committee, is tointegrate these compensation components with the annual and long termperformance of the company as well as the achievements and contributions of theindividual executives. In this way, the Committee believes that the company'scompensation program enables it to balance the relationship between compensationand performance in the best interests of the shareholders.
*            Salary Reductions. Commencing in May 1998, managementsubstantially replaced the members of the Company's prior management, whoresigned their positions with the Company between August and October 1998. Theywere replaced by Richard Siskind as President and CEO, Beverly Roseman and JonSiskind as Vice Presidents and, during 2001, Neil Siskind as a Vice Presidentand Galina Sosonko as Chief Financial Officer. Each agreed to accept stockoptions in lieu of any salary until the Company achieved sustainedprofitability, except that Richard Siskind also received a below market salaryof $200,000 in accordance with the Management Agreement. On November 7, 2002,then existing management was replaced in connection with our acquisition ofMagic Lantern. At that time Magic Lantern's incumbent management undertook themanagement of the company. Management is currently Harvey Gordon as ChiefExecutive Officer, Dale Kearns as Interim Chief Financial Officer, DouglasConnolly as President, MLC Ventures, and George Wright as Chief TechnologyOfficer.
*            Stock Options. The Committee recommended that themanagement team added in 1998 receive option grants as the major or sole form oftheir compensation. In addition to the mirror options awarded to Richard Siskind,See- "Executive Compensation- Employee Benefit Plans", which are notcompensatory, Richard Siskind was awarded compensatory options in 1998 topurchase 900,000 shares of common stock at an exercise price of $.75 per shareand options to purchase 400,000 shares of common stock at an exercise price of$.8125 per share under a separate compensatory Plan. Prior to 2002, BeverlyRoseman and Jon Siskind were each awarded options to purchase 150,000 shares ofcommon stock at an exercise price of $.625 per share and subsequent options topurchase an additional 75,000 shares of common stock at an exercise price of$.8125 per share. Since these option packages vested over three years, noadditional options were granted to these officers in 2002 or 2001. During 2001and 2000, Neil Siskind, a son of Richard Siskind, provided executive services tothe Company under our management agreement with the Company and received optionsto purchase an aggregate of 115,000 shares of common stock at exercise pricesranging from $.30 to $.44 per share. All of the options held by Richard Siskind,Beverly Roseman, Jon Siskind and Neil Siskind prior to our acquisition of MagicLantern were exchanged under the Replacement Option Plan (see "ExecutiveCompensation") for an equal number of options with an exercise price of $.50. Inconnection with our acquisition of Magic Lantern we agreed to create a new stockoption plan authorizing the grant of options to purchase an aggregate of4.5 million shares of our common stock, representing 6% of our common stock toprovide performance incentives for incumbent management and employees of MagicLantern, its parent company and its subsidiaries at the time of our acquisitionof Magic Lantern. Under this plan Howard Balloch, Michael Mackenzie, MichaelLobsinger, and Pierre Arbour were each awarded 250,000 options and Richard Geistand Richard Siskind were each awarded 200,000 options. In addition, HarveyGordon was awarded 500,000 options and Dale Kearns was awarded 75,000 optionsunder the plan. See "Employee Benefit Plans" above.
*            Conclusion. The Committee believes that the executivecompensation policies implemented through its recommendations serve the interestof the company's shareholders and the long range goals of the company.
*This report has been approved by the followingmembers of the Compensation Committee

                    Michael Lobsinger                Michael Mackenzie
***Report of the Audit Committee***
            The Audit Committee is responsible for monitoring theCompany's internal controls and financial reporting process. The Committee helddiscussions with representatives of Mahoney Cohen & Company, CPA, P.C., theCompany's independent auditors, to review the results of its audit of theCompany's financial statements for the year ended December 31, 2002 and itsevaluation of the Company's internal controls and financial reporting process.Mahoney Cohen also provided the Committee with information relating to itsindependence. Based on its discussions with Mahoney Cohen and related meetingswith Company management, the Committee recommended that the Board approve thefinancial statements for inclusion in the company's annual report on Form 10-KSBfor the year ended December 31, 2002 and approve the retention of Mahoney Cohenas independent auditors for 2003.
*This report has been approved by the followingmembers of the Audit Committe

                   Richard Geist         Pierre Arbour(1)         Stephen Encarnacao

_______________

(1)   Pierre Arbour resigned as a member of the Audit Committeeon April 2, 2003, following preparation of this Report.
***Fees Incurred for Services of Mahoney Cohen***
            For 2002, the Company incurred $68,161 in fees for auditservices rendered by Mahoney Cohen, including review of quarterly statements.Mahoney Cohen did not provide any information technology services to the Companyin 2002 but did provide services related to the preparation of federal, stateand local tax returns and other related tax matters, for which the Companyincurred fees aggregating $11,886 in 2002. The Company also incurred fees inconnections with the acquisition of Magic Lantern aggregating $81,483.
****Security Ownership of      Certain Beneficial Owners and Management**
            The following table shows the amount of common stockbeneficially owned as of March 31, 2003 by (1) each person who we know ownsbeneficially more than 5% of the common stock, (2) each director of the Company,(3) each named executive officer and (4) the directors and named executiveofficers as a group. 
**5%    Shareholders**Address of5% Beneficial Owners**Common Stock    BeneficiallyOwned**Percentageof Class    
Richard Siskind
1385 Broadway    New York, NY 10018

3,200,000(1)
4.8%
Zi Corporation
Suite 2100, 840 7th Avenue SW, Calgary, Alberta, T2P 3G2
29,750,000
44.6%
Lancer Offshore Inc.
c/o Magic Lantern Group

1075 North Service Road West,    Suite 27

Oakville Ontario L6M 2G2
    25,000,000    37.5%
Lancer Partners LP
c/o Magic Lantern Group

1075 North Service Road West,    Suite 27

Oakville, Ontario L6M 2G2    5,000,000
    7.5%**Named    Executive Officers and Directors**     Harvey Gordon
-- Dale Kearns
-- Douglas R. Connolly  George Wright      Richard Geist
 Howard Balloch
-- Michael R. Mackenzie
-- Michael Lobsinger
-- Pierre Arbour
-- Stephen Encarnacao
-- Richard Siskind
3,200,000(1)
4.8%Beverly Roseman (2)  Jon Siskind (2)  Galina Sosonko (2)  Barry Fertel (2)
40,000
0.0%Robert Greenberg (2)
190,000
0.0%All named executive    officers and directors as a group (6 persons)
3,430,000(1)
5.1%        (1) Includes a total of    1,300,000 shares issuable upon the exercise of options vested under the Old    Compensatory Plans. Excludes shares that may be purchased from Richard    Siskind by Jon Siskind upon exercise of Founders Options and shares issuable    to Richard Siskind upon exercise of the Mirror Options. See "Executive    Compensation - Stock Options."
     (2) Held position until November 7, 2002 at    which time the incumbent management and directors replaced the company's    management and directors, except for Richard Siskind who remained as    director, in connection with our acquisition of Magic Lantern.**            Certain Relationships and Related Transactions**
            During 2000, the Company purchased $1.3 million, of inventoryfrom a company controlled by Richard Siskind ("RSC"), the former President,Chief Executive Officer and a director of the Company and sold $474,000 ofinventory to RSC. At December 31, 2002 and 2001, the Company was indebted to RSCin the aggregate amounts of $189,000 and $475,000, respectively. In May 2001,the Company issued to RSC a promissory note evidencing $403,000 of theindebtedness, which bears interest at the rate of 8% per annum. At December 31,2002, the balance outstanding on the promissory note was approximately $176,000.Interest of approximately $10,000 and approximately $21,000 was paid to RSC in2002 and 2001, respectively.

            The Company utilized showroom, office and warehouse spaceunder sublease arrangements with RSC. For the years ended December 31, 2002,2001 and 2000, rent expense charged to operations, including warehouse anddistribution charges, aggregated approximately $0, $113,000 and $140,000,respectively. The Company has no continuing obligations under thesearrangements. 

            It is the Company's policy to structure any transactions withrelated parties only on terms that are no less favorable to the Company thancould be obtained on an arm's length basis from unrelated parties.

                 **Controls and Procedures*Evaluation of Disclosure Controls and Procedures*
Our Chief Executive Officer and principal financial officer,after evaluating the effectiveness of Magic Lantern's disclosure controls andprocedures (as defined in Exchange Act Rules 13a-14(c) and 15d-14(c)) onFebruary 21, 2003, have concluded that, as of such date, Magic Lantern'sdisclosure controls and procedures were adequate and effective to ensure thatmaterial information relating to Magic Lantern and its consolidated subsidiarieswould be made known to them by others within those entities. 
*Changes in Internal Controls*
There were no significant changes in Magic Lantern's internalcontrols or in other factors that could significantly affect Magic Lantern'sdisclosure controls and procedures subsequent to the date of their evaluation,nor were there any significant deficiencies or material weaknesses in MagicLantern's internal controls. As a result, no corrective actions were required orundertaken.
** 

PART IV**
**            Exhibits, Financial Statement Schedules and Reports      on Form 8-K*            (a)   Financial Statements and Schedules:***
                    (1)*Financial Statements:* The financial statements listed            in the Index under Item 8 are included at the end of this Report.

                    (2)*Schedules:* Schedule II

                    (3)*Exhibits:**ExhibitNumber**Exhibit  2.1Amended and Restated Certificate    of Incorporation of the Company (incorporated herein by reference to the    Registrant's Current Report on Form 8-K filed with the Securities and    Exchange Commission on November 13, 2002).3.2By-Laws of the Company (Incorporated herein by    reference to the Registrant's Registration Statement on form S-1, as amended    (Reg. No. 33-12959))4.1Form of Stock Certificate (Incorporated herein    by reference to the Registrant's Registration Statement on form S-1, as    amended (Reg. No. 33-12959))10.11998 Incentive Stock Option Plan (Incorporated    herein by reference to the Registrant's Annual Report for the year ended    December 31, 1998,  filed on March 30, 1999)10.21998 Nonqualified Stock Option    Plan-A (incorporated by reference to  the Registrant's Quarterly    Report on Form 10-Q (File No. I-9502) for the quarter ended March 31, 1998)10.31998 Nonqualified Stock Option    Plan-B (incorporated by reference to the Registrant's Quarterly    Report on Form 10-Q (File No. I-9502) for the quarter ended March 31, 1998)10.4JKC Group 2002 Stock Option Plan (Incorporated    herein by reference to the Registrant's Current Report on Form 8-K filed on    August 8, 2002).10.5Stock Purchase Agreement dated    as of August 2, 2002 among the Company and Zi Corporation (incorporated    herein by reference to the Registrant's Current Report on Form 8-K filed on    August 8, 2002).10.6Stock Purchase Agreement dated    as of August 2, 2002 between the Company and Zi Corporation    (incorporated herein by reference to the Registrant's Current Report    on Form 8-K filed on August 8, 2002).99.1Certification pursuant to 18 U.S.C. Section    1350, as adopted under  Section 906 of the Sarbanes-Oxley Act of 2002.99.2Certification pursuant to 18 U.S.C. Section    1350, as adopted under  Section 906 of the Sarbanes-Oxley Act of 2002.***Reports on Form 8-K:

           On October 16, 2002 we filed a current report on Form8-K in connection with the amendment of our stock purchase agreement with ZiCorporation relating to our then pending acquisition of Magic LanternCommunications, Ltd.

            On November 13, 2002 we filed a current report of Form 8-K inconnection with our acquisition of all of the outstanding stock of Magic LanternCommunications, Inc.
****
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, this 15thday of April, 2003.

Pursuant to the requirements of the Securities Exchange Actof 1934, this report has been signed by the following persons in the capacityand on the date indicated.******************************************************************************************************************************************************************************************************************* |
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