sv1
As filed with the Securities and Exchange Commission on
November 19, 2009
Registration
No. 333-
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C.
20549
Form S-1
REGISTRATION STATEMENT
UNDER
THE SECURITIES ACT OF 1933
QuinStreet, Inc.
(Exact name of Registrant as
specified in its charter)
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California
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7389
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77-0512121
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(State or other jurisdiction
of
incorporation or organization)
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(Primary Standard Industrial
Classification Code Number)
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(I.R.S. Employer
Identification Number)
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1051 East Hillsdale Blvd., Suite 800
Foster City, CA 94404
(650) 578-7700
(Address, including zip code
and telephone number, of Registrants principal executive
offices)
Douglas Valenti
Chief Executive Officer and Chairman
1051 East Hillsdale Blvd., Suite 800
Foster City, CA 94404
(650) 578-7700
(Name, address, including
zip code and telephone number, including area code, of agent for
service)
Copies to:
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Jodie Bourdet
David Peinsipp
Cooley Godward Kronish LLP
101 California Street,
5th
Floor
San Francisco, CA 94111
(415) 693-2000
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Alan Denenberg
Davis Polk & Wardwell LLP
1600 El Camino Real
Menlo Park, CA 94025
(650) 752-2000
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Approximate date of commencement of proposed sale to the
public: As soon as practicable after the
effective date of this registration statement.
If any of the securities being registered on this Form are to be
offered on a delayed or continuous basis pursuant to
Rule 415 under the Securities Act, check the following
box. o
If this Form is filed to register additional securities for an
offering pursuant to Rule 462(b) under the Securities Act,
please check the following box and list the Securities Act
registration statement number of the earlier effective
registration statement for the same
offering. o
If this Form is a post-effective amendment filed pursuant to
Rule 462(c) under the Securities Act, check the following
box and list the Securities Act registration statement number of
the earlier effective registration statement for the same
offering. o
If this Form is a post-effective amendment filed pursuant to
Rule 462(d) under the Securities Act, check the following
box and list the Securities Act registration statement number of
the earlier effective registration statement for the same
offering.
Indicate by check mark whether the registrant is a large
accelerated filer, an accelerated filer, a non-accelerated
filer, or a smaller reporting company. See the definitions of
large accelerated filer, accelerated
filer and smaller reporting company in
Rule 12b-2
of the Exchange Act. (Check one):
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Large accelerated
filer o
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Accelerated
filer o
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Non-accelerated
filer þ
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Smaller reporting
company o
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(Do not check if a smaller reporting company)
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CALCULATION
OF REGISTRATION FEE
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Proposed Maximum
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Amount of
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Title of Each Class of
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Aggregate
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Registration
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Securities to be Registered
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Offering Price(1)(2)
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Fee
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Common Stock, $0.001 par value per share
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$
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250,000,000.00
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$
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13,950.00
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(1) |
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Estimated solely for the purpose of calculating the amount of
the registration fee pursuant to Rule 457(o) under the
Securities Act of 1933, as amended. |
(2) |
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Includes shares that the underwriters have the option to
purchase to cover over-allotments, if any. |
The Registrant hereby amends this Registration Statement on
such date or dates as may be necessary to delay its effective
date until the Registrant shall file a further amendment which
specifically states that this Registration Statement shall
thereafter become effective in accordance with Section 8(a)
of the Securities Act of 1933, as amended, or until the
Registration Statement shall become effective on such date as
the Securities and Exchange Commission, acting pursuant to said
Section 8(a), may determine.
The
information in this prospectus is not complete and may be
changed. We may not sell these securities until the registration
statement filed with the Securities and Exchange Commission is
effective. This prospectus is not an offer to sell these
securities and we are not soliciting offers to buy these
securities in any jurisdiction where the offer or sale is not
permitted.
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SUBJECT
TO COMPLETION. DATED NOVEMBER 19, 2009.
Shares
Common
Stock
This is the initial
public offering of our common stock. Prior to this offering,
there has been no public market for our common stock. The
initial public offering price of our common stock is expected to
be between $ and
$ per share.
We intend to apply
to list our common stock
on
under the symbol QNST.
The underwriters
have an option to purchase a maximum
of
additional shares of common stock from us to cover
over-allotments.
Investing in our
common stock involves risks. See Risk Factors
beginning on page 9.
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Underwriting
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Discounts and
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Price to
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Other
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Proceeds,
Before
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Public
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Commissions(1)
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Expenses, to
us
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Per Share
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$
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$
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$
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Total
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$
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$
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$
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(1)
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Includes fees
payable to Qatalyst Partners LP for services as our financial
advisor. Qatalyst Partners LP is not acting as an underwriter of
this offering.
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Delivery of our
shares of common stock will be made on or
about ,
2010.
Neither the
Securities and Exchange Commission nor any state securities
commission has approved or disapproved of these securities or
determined if this prospectus is truthful or complete. Any
representation to the contrary is a criminal offense.
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Credit
Suisse |
BofA Merrill Lynch |
J.P. Morgan |
Qatalyst
Partners LP
Financial
Advisor
The date of this
prospectus
is ,
2010.
TABLE OF
CONTENTS
You should rely only on the information contained in this
prospectus or contained in any free writing prospectus filed
with the Securities and Exchange Commission, or SEC. Neither we
nor the underwriters have authorized anyone to provide you with
additional information or information different from that
contained in this prospectus or in any free writing prospectus
filed with the SEC. We are offering to sell, and seeking offers
to buy, our common stock only in jurisdictions where such offers
and sales are permitted. The information contained in this
prospectus is accurate only as of the date of this prospectus,
regardless of the time of delivery of this prospectus or of any
sale of our common stock.
For investors outside of the United States: Neither we nor the
underwriters have done anything that would permit this offering
or possession or distribution of this prospectus in any
jurisdiction where action for that purpose is required. Persons
outside the United States who come into possession of this
prospectus must inform themselves about, and observe any
restrictions relating to, the offering of the shares of common
stock and the distribution of this prospectus outside of the
United States.
Until ,
2010 (25 days after commencement of this offering), all
dealers that buy, sell or trade our common stock, whether or not
participating in this offering, may be required to deliver a
prospectus. This delivery requirement is in addition to the
obligation of dealers to deliver a prospectus when acting as
underwriters and with respect to their unsold allotments or
subscriptions.
PROSPECTUS
SUMMARY
This summary highlights information contained elsewhere in
this prospectus and does not contain all of the information that
you should consider in making your investment decision. Before
investing in our common stock, you should carefully read this
entire prospectus, including our consolidated financial
statements and the related notes and the information set forth
under the headings Risk Factors and
Managements Discussion and Analysis of Financial
Condition and Results of Operations, in each case included
elsewhere in this prospectus. Unless the context otherwise
requires, we use the terms QuinStreet,
company, we, us and
our in this prospectus to refer to QuinStreet, Inc.
and, where appropriate, its subsidiaries.
QUINSTREET,
INC.
Overview
QuinStreet is a leader in vertical marketing and media on the
Internet. We have built a strong set of capabilities to engage
Internet visitors with targeted media and to connect our
marketing clients with their potential customers online. We
focus on serving clients in large, information-intensive
industry verticals where relevant, targeted media and offerings
help visitors make informed choices, find the products that
match their needs, and thus become qualified customer prospects
for our clients. Our current primary client verticals are the
education and financial services industries. We also have a
presence in the home services,
business-to-business,
or B2B, and healthcare industries.
We generate revenue by delivering measurable online marketing
results to our clients. These results are typically in the form
of qualified leads or clicks, the outcomes of customer prospects
submitting requests for information on, or to be contacted
regarding, client products, or their clicking on or through to
specific client offers. These qualified leads or clicks are
generated from our marketing activities on our websites or on
third-party websites with whom we have relationships. Clients
primarily pay us for leads that they can convert into customers,
typically in a call center or through other offline customer
acquisition processes, or for clicks from our websites that they
can convert into applications or customers on their websites. We
are predominantly paid on a negotiated or market-driven
per lead or per click basis. Media costs
to generate qualified leads or clicks are borne by us as a cost
of providing our services.
Founded in 1999, we have been a pioneer in the development and
application of measurable marketing on the Internet. Clients pay
us for the actual opt-in actions by prospects or customers that
result from our marketing activities on their behalf, versus
traditional impression-based advertising and marketing models in
which an advertiser pays for more general exposure to an
advertisement. We have been particularly focused on developing
and delivering measurable marketing results in the search engine
ecosystem, the entry point of the Internet for most
of the visitors we convert into qualified leads or clicks for
our clients. We own or partner with vertical content websites
that attract Internet visitors from organic search engine
rankings due to the quality and relevancy of their content to
search engine users. We also acquire targeted visitors for our
websites through the purchase of
pay-per-click,
or PPC, advertisements on search engines. We complement search
engine companies by building websites with content and offerings
that are relevant and responsive to their searchers, and by
increasing the value of the PPC search advertising they sell by
matching visitors with offerings and converting them into
customer prospects for our clients.
Market
Opportunity
Our clients are shifting more of their marketing budgets from
traditional media channels such as direct mail, television,
radio, and newspapers to the Internet because of increasing
usage of the Internet by their potential customers. We believe
that direct marketing is the most applicable and relevant
marketing segment to us because it is targeted and measurable.
According to the July 2009 research report, Consumer
Behavior Online: A 2009 Deep Dive, by Forrester Research,
Americans spend 33% of their time with media on the Internet,
but online direct marketing represents only 16% of the
$149 billion in total annual U.S. direct marketing
spending in 2009, as reported by the Direct Marketing
Association. The Internet is an effective direct marketing
medium due to its targeting and measurability characteristics.
If direct marketing budgets shift to the Internet in proportion
to Americans share of time spent with media on the
Internet from 16%
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to 33% of the $149 billion in total spending in
2009 that could represent an increased market
opportunity of $25 billion. In addition, as traditional
media categories such as television and radio shift from analog
to digital formats, they then become channels for the targeted
and measurable marketing techniques and capabilities we have
developed for the Internet, thus expanding our addressable
market opportunity. Further future market potential may also
come from international markets.
Our
Business Model
We deliver cost-effective marketing results to our clients,
predictably and scalably, most typically in the form of a
qualified lead or click. These leads or clicks can then convert
into a customer or sale for the client at a rate that results in
an acceptable marketing cost to them. We get paid by clients
primarily when we deliver qualified leads or clicks as defined
in our agreements with them. Because we bear the costs of media,
our programs must deliver a value to our clients and a media
yield, or our ability to generate an acceptable margin on our
media costs, that provides a sound financial outcome for us. Our
general process is:
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We own or access targeted media.
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We run advertisements or other forms of marketing messages and
programs in that media to create visitor responses or clicks
through to client offerings.
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We match these responses or clicks to client offerings or brands
that meet visitor interests or needs, converting visitors into
qualified leads or clicks.
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We optimize client matches and media yield such that we achieve
desired results for clients and a sound financial outcome for us.
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Our
Competitive Advantages
Our competitive advantages include:
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Vertical focus and expertise
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Measurable marketing experience and expertise
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Targeted media
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Proprietary technology
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Client relationships
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Client-driven online marketing approach
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Acquisition strategy and success
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Scale
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Our
Strategy
We believe that we are in the early stages of a very large and
long-term business opportunity. Our strategy for pursuing this
opportunity includes the following key components:
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Focus on generating sustainable revenues by providing measurable
value to our clients.
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Build QuinStreet and our industry sustainably by behaving
ethically in all we do and by providing quality content and
website experiences to Internet visitors.
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Remain vertically focused, choosing to grow through depth,
expertise and coverage in our current industry verticals; enter
new verticals selectively over time, organically and through
acquisitions.
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Build a world class organization, with
best-in-class
capabilities for delivering measurable marketing results to
clients and high yields or returns on media costs.
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Develop and evolve the best technologies and platform for
managing vertical marketing and media on the Internet; focus on
technologies that enhance media yield, improve client results
and achieve scale efficiencies.
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Build, buy and partner with vertical content websites that
provide the most relevant and highest quality visitor
experiences in the client and media verticals we serve.
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Be a client-driven organization; develop a broad set of media
sources and capabilities to reliably meet client needs.
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Risks
Associated with Our Business
Our business is subject to numerous risks and uncertainties,
including those highlighted in the section entitled Risk
Factors immediately following this prospectus summary,
that primarily represent challenges we face in connection with
the successful implementation of our strategy and the growth of
our business. We operate in an immature industry and have a
rapidly-evolving business model, which make it difficult to
predict our future operating results. In addition, we expect a
number of factors to cause our operating results to fluctuate on
a quarterly and annual basis, which may make it difficult to
predict our future performance.
Corporate
Information
We incorporated in California in April 1999. We intend to
reincorporate in Delaware prior to the completion of this
offering. Our principal executive offices are located at 1051
East Hillsdale Blvd., Suite 800, Foster City, California
94404, and our telephone number is
(650) 578-7700.
Our website address is www.quinstreet.com. We do not incorporate
the information on or accessible through our website into this
prospectus, and you should not consider any information on, or
that can be accessed through, our website as part of this
prospectus, and investors should not rely on any such
information in deciding whether to purchase our common stock.
QuinStreet®,
the QuinStreet logo design and other trademarks or service marks
of QuinStreet appearing in this prospectus are the property of
QuinStreet. This prospectus also contains trademarks and trade
names of other businesses that are the property of their
respective holders.
3
THE
OFFERING
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Common stock offered by QuinStreet |
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shares |
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Common stock to be outstanding after this offering |
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shares |
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Over-allotment option |
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shares |
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Use of proceeds |
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We expect the net proceeds to us from this offering, after
deduction of the estimated underwriting discounts and
commissions and estimated offering expenses, to be approximately
$ million at an assumed
initial public offering price of $
per share. We intend to use a portion of the net proceeds of
this offering, or approximately $26.3 million, to repay the
outstanding balance of our five-year term loan, and the
remaining net proceeds from this offering for working capital,
capital expenditures and other general corporate purposes. We
may also use a portion of the net proceeds to repay additional
debt or to acquire other businesses, products or technologies.
See Use of Proceeds. |
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Dividend policy |
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We do not intend to pay cash dividends on our common stock for
the foreseeable future. |
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Risk factors |
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See Risk Factors beginning on page 9 and the
other information included in this prospectus for a discussion
of factors you should carefully consider before deciding whether
to purchase shares of our common stock. |
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Proposed symbol |
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QNST |
The number of shares of common stock to be outstanding after
this offering is based on 34,631,876 shares of common stock
outstanding as of September 30, 2009, and excludes:
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an aggregate of 10,654,296 shares of common stock issuable
upon the exercise of outstanding stock options as of
September 30, 2009 pursuant to our 2008 Equity Incentive
Plan and having a weighted-average exercise price of $8.1717 per
share;
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an aggregate of 1,726,814 additional shares of common stock
reserved for future issuance under our 2008 Equity Incentive
Plan as of September 30, 2009; provided, however, that
immediately upon the signing of the underwriting agreement for
this offering, our 2008 Equity Incentive Plan will terminate so
that no further awards may be granted under our 2008 Equity
Incentive Plan and the shares then remaining and reserved for
future issuance under our 2008 Equity Incentive Plan shall
become reserved for issuance under our 2010 Equity Incentive
Plan; and
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the shares reserved for future issuance under our 2010 Equity
Incentive Plan and up to 300,000 additional shares of common
stock reserved for future issuance under our 2010 Non-Employee
Directors Stock Award Plan, as well as any automatic
increases in the number of shares of common stock reserved for
future issuance under each of these benefit plans, which will
become effective immediately upon the signing of the
underwriting agreement for this offering.
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Unless we specifically state otherwise, the share information in
this prospectus is as of September 30, 2009 and reflects or
assumes:
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that our reincorporation in Delaware has been completed;
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the automatic conversion of all outstanding shares of our
convertible preferred stock into an aggregate of
21,176,533 shares of common stock effective immediately
prior to the closing of this offering;
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that our amended and restated certificate of incorporation,
which we will file in connection with the completion of this
offering, is in effect; and
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no exercise of the underwriters over-allotment option to
purchase up to an
additional shares
of common stock.
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4
SUMMARY
CONSOLIDATED FINANCIAL DATA
The following table summarizes our consolidated financial data.
We have derived the following summary of our consolidated
statements of operations data for the fiscal years ended
June 30, 2007, 2008 and 2009 from our audited consolidated
financial statements appearing elsewhere in this prospectus. The
consolidated statements of operations data for the three months
ended September 30, 2008 and 2009 and consolidated balance
sheet data as of September 30, 2009 have been derived from
our unaudited consolidated financial statements appearing
elsewhere in this prospectus. Our historical results are not
necessarily indicative of the results that should be expected in
the future and our interim results are not necessarily
indicative of the results that should be expected for the full
fiscal year. The summary of our consolidated financial data set
forth below should be read together with our consolidated
financial statements and the related notes to those statements,
as well as the sections titled Selected Consolidated
Financial Data and Managements Discussion and
Analysis of Financial Condition and Results of Operations,
appearing elsewhere in this prospectus.
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Three Months
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Fiscal Year Ended June 30,
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Ended September 30,
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2007
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2008
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2009
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2008
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2009
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(In thousands, except per share data)
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Consolidated Statements of Operations Data:
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Net revenue
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$
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167,370
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$
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192,030
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$
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260,527
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$
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63,678
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$
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78,552
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Cost of revenue(1)
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108,945
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130,869
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181,593
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45,281
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55,047
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Gross profit
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58,425
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61,161
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78,934
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18,397
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23,505
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Operating expenses:(1)
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Product development
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14,094
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14,051
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14,887
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3,757
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4,470
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Sales and marketing
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8,487
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12,409
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16,154
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4,259
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3,625
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General and administrative
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11,440
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13,371
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13,172
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3,736
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3,441
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Total operating expenses
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34,021
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39,831
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44,213
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11,752
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11,536
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Operating income
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24,404
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21,330
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34,721
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6,645
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11,969
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Interest and other income (expense), net
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1,034
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413
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(3,538
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(622
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(619
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Income before income taxes
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25,438
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21,743
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31,183
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6,023
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11,350
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Provision for taxes
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(9,828
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(8,876
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(13,909
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(2,719
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(4,837
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Net income
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$
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15,610
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$
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12,867
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$
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17,274
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$
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3,304
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$
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6,513
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Basic:
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Less: 8% non-cumulative dividends on convertible preferred stock
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(3,276
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(3,276
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(3,276
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)
|
|
|
(819
|
)
|
|
|
(819
|
)
|
Undistributed earnings allocated to convertible preferred stock
|
|
|
(7,690
|
)
|
|
|
(5,925
|
)
|
|
|
(8,599
|
)
|
|
|
(1,527
|
)
|
|
|
(3,487
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income attributable to common shareholders basic
|
|
$
|
4,644
|
|
|
$
|
3,666
|
|
|
$
|
5,399
|
|
|
$
|
958
|
|
|
$
|
2,207
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income attributable to common shareholders basic
|
|
$
|
4,644
|
|
|
$
|
3,666
|
|
|
$
|
5,399
|
|
|
$
|
958
|
|
|
$
|
2,207
|
|
Undistributed earnings re-allocated to common stock
|
|
|
522
|
|
|
|
360
|
|
|
|
399
|
|
|
|
77
|
|
|
|
188
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income attributable to common shareholders
diluted
|
|
$
|
5,166
|
|
|
$
|
4,026
|
|
|
$
|
5,798
|
|
|
$
|
1,035
|
|
|
$
|
2,395
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income per share of common stock:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
$
|
0.36
|
|
|
$
|
0.28
|
|
|
$
|
0.41
|
|
|
$
|
0.07
|
|
|
$
|
0.16
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
|
|
$
|
0.34
|
|
|
$
|
0.26
|
|
|
$
|
0.39
|
|
|
$
|
0.07
|
|
|
$
|
0.16
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average shares used in computing basic net income per
share
|
|
|
12,789
|
|
|
|
13,104
|
|
|
|
13,294
|
|
|
|
13,279
|
|
|
|
13,405
|
|
Weighted average shares used in computing diluted net income per
share
|
|
|
15,263
|
|
|
|
15,325
|
|
|
|
14,971
|
|
|
|
15,131
|
|
|
|
15,381
|
|
5
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands, except per share data)
|
|
|
Pro forma net income per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
|
|
|
|
|
|
|
|
$
|
0.50
|
|
|
|
|
|
|
$
|
0.19
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
|
|
|
|
|
|
|
|
|
|
$
|
0.48
|
|
|
|
|
|
|
$
|
0.18
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average shares used in computing pro forma basic net
income per share
|
|
|
|
|
|
|
|
|
|
|
34,471
|
|
|
|
|
|
|
|
34,582
|
|
Weighted average shares used in computing pro forma diluted net
income per share
|
|
|
|
|
|
|
|
|
|
|
36,148
|
|
|
|
|
|
|
|
36,558
|
|
|
|
|
(1) |
|
Includes stock-based compensation expense as follows: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cost of revenue
|
|
$
|
416
|
|
|
$
|
1,112
|
|
|
$
|
1,916
|
|
|
$
|
470
|
|
|
$
|
728
|
|
Product development
|
|
|
75
|
|
|
|
443
|
|
|
|
669
|
|
|
|
161
|
|
|
|
253
|
|
Sales and marketing
|
|
|
226
|
|
|
|
581
|
|
|
|
1,761
|
|
|
|
416
|
|
|
|
507
|
|
General and administrative
|
|
|
1,354
|
|
|
|
1,086
|
|
|
|
1,827
|
|
|
|
351
|
|
|
|
741
|
|
|
|
|
|
|
|
|
|
|
|
|
September 30, 2009
|
|
|
|
|
|
|
Pro Forma as
|
|
|
|
Actual
|
|
|
Adjusted(1)
|
|
|
|
(In thousands)
|
|
|
Consolidated Balance Sheets Data:
|
|
|
|
|
|
|
|
|
Cash and cash equivalents
|
|
$
|
28,095
|
|
|
$
|
|
|
Working capital
|
|
|
19,942
|
|
|
|
|
|
Total assets
|
|
|
235,410
|
|
|
|
|
|
Total liabilities
|
|
|
110,284
|
|
|
|
|
|
Total debt
|
|
|
66,177
|
|
|
|
|
|
Total shareholders equity
|
|
|
81,723
|
|
|
|
|
|
|
|
|
(1) |
|
The pro forma as adjusted consolidated balance sheet data gives
effect to the conversion of all outstanding shares of
convertible preferred stock into shares of common stock
effective immediately prior to the closing of this offering, the
repayment of the outstanding balance of our five-year term loan
using a portion of the net proceeds of this offering and to the
sale
of shares
of our common stock in this offering at an assumed initial
public offering price of $ per
share, the midpoint of the range reflected on the cover page of
this prospectus, and after deducting the estimated underwriting
discounts and commissions and estimated offering expenses
payable by us. Each $1.00 increase (decrease) in the assumed
initial public offering price of $
per share would increase (decrease) each of cash and cash
equivalents, working capital, total assets and total
shareholders equity by $ ,
assuming that the number of shares offered by us, as set forth
on the cover page of this prospectus, remains the same, and
after deducting estimated underwriting discounts and commissions
and estimated offering expenses payable by us. We may also
increase or decrease the number of shares we are offering. Each
increase (decrease) of 1,000,000 shares in the number of
shares offered by us would increase (decrease) each of cash and
cash equivalents, working capital, total assets and total
shareholders equity by $ ,
assuming that the assumed initial public offering price remains
the same, and after deducting the estimated underwriting
discounts and commissions and estimated offering expenses
payable by us. The pro forma as adjusted information discussed
above is illustrative only and will adjust based on the actual
initial public offering price and other terms of this offering
determined at pricing. |
6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Consolidated Statements of Cash Flows Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash provided by (used in) operating activities
|
|
$
|
25,197
|
|
|
$
|
24,751
|
|
|
$
|
32,570
|
|
|
$
|
(261
|
)
|
|
$
|
11,808
|
|
Depreciation and amortization
|
|
|
9,637
|
|
|
|
11,727
|
|
|
|
15,978
|
|
|
|
4,114
|
|
|
|
3,952
|
|
Capital expenditures
|
|
|
2,030
|
|
|
|
2,177
|
|
|
|
1,347
|
|
|
|
504
|
|
|
|
443
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Other Financial Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA(1)
|
|
$
|
36,112
|
|
|
$
|
36,279
|
|
|
$
|
56,872
|
|
|
$
|
12,157
|
|
|
$
|
18,150
|
|
|
|
(1) |
We define Adjusted EBITDA as net income less interest income
plus interest expense, provision for taxes, depreciation
expense, amortization expense, stock-based compensation expense
and foreign-exchange (loss) gain. Please see
Adjusted EBITDA for more information and
for a reconciliation of Adjusted EBITDA to our net income
calculated in accordance with U.S. generally accepted
accounting principles, or GAAP.
|
Adjusted
EBITDA
We include Adjusted EBITDA in this prospectus because
(i) we seek to manage our business to a consistent level of
Adjusted EBITDA as a percentage of net revenue, (ii) it is
a key basis upon which our management assesses our operating
performance, (iii) it is one of the primary metrics
investors use in evaluating Internet marketing companies,
(iv) it is a factor in the evaluation of the performance of
our management in determining compensation, and (v) it is
an element of certain maintenance covenants under our debt
agreements. We define Adjusted EBITDA as net income less
interest income plus interest expense, provision for taxes,
depreciation expense, amortization expense, stock-based
compensation expense and foreign-exchange (loss) gain.
Restructuring charges have not been expensed and have not been
adjusted for in our Adjusted EBITDA.
We use Adjusted EBITDA as a key performance measure because we
believe it facilitates operating performance comparisons from
period to period by excluding potential differences caused by
variations in capital structures (affecting interest expense),
tax positions (such as the impact on periods or companies of
changes in effective tax rates or fluctuations in permanent
differences or discrete quarterly items) and the impact of
depreciation and amortization expense on definite-lived
intangible assets. Because Adjusted EBITDA facilitates internal
comparisons of our historical operating performance on a more
consistent basis, we also use Adjusted EBITDA for business
planning purposes, to incentivize and compensate our management
personnel and in evaluating acquisition opportunities.
In addition, we believe Adjusted EBITDA and similar measures are
widely used by investors, securities analysts, ratings agencies
and other interested parties in our industry as a measure of
financial performance and debt-service capabilities. Our use of
Adjusted EBITDA has limitations as an analytical tool, and you
should not consider it in isolation or as a substitute for
analysis of our results as reported under GAAP. Some of these
limitations are:
|
|
|
|
|
Adjusted EBITDA does not reflect our cash expenditures for
capital equipment or other contractual commitments;
|
|
|
|
although depreciation and amortization are non-cash charges, the
assets being depreciated and amortized may have to be replaced
in the future, and Adjusted EBITDA does not reflect cash capital
expenditure requirements for such replacements;
|
7
|
|
|
|
|
Adjusted EBITDA does not reflect changes in, or cash
requirements for, our working capital needs;
|
|
|
|
Adjusted EBITDA does not consider the potentially dilutive
impact of issuing equity-based compensation to our management
team and employees;
|
|
|
|
Adjusted EBITDA does not reflect the significant interest
expense or the cash requirements necessary to service interest
or principal payments on our indebtedness;
|
|
|
|
Adjusted EBITDA does not reflect certain tax payments that may
represent a reduction in cash available to us; and
|
|
|
|
other companies, including companies in our industry, may
calculate Adjusted EBITDA measures differently, which reduces
their usefulness as a comparative measure.
|
Because of these limitations, Adjusted EBITDA should not be
considered as a measure of discretionary cash available to us to
invest in the growth of our business. When evaluating our
performance, you should consider Adjusted EBITDA alongside other
financial performance measures, including various cash flow
metrics, net loss and our other GAAP results.
The following table presents a reconciliation of Adjusted EBITDA
to net income, the most comparable GAAP measure, for each of the
periods indicated:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Reconciliation of Adjusted EBITDA to net income:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
|
|
$
|
15,610
|
|
|
$
|
12,867
|
|
|
$
|
17,274
|
|
|
$
|
3,304
|
|
|
$
|
6,513
|
|
Interest and other income (expense), net
|
|
|
(1,034
|
)
|
|
|
(413
|
)
|
|
|
3,538
|
|
|
|
622
|
|
|
|
619
|
|
Provision for taxes
|
|
|
9,828
|
|
|
|
8,876
|
|
|
|
13,909
|
|
|
|
2,719
|
|
|
|
4,837
|
|
Depreciation and amortization
|
|
|
9,637
|
|
|
|
11,727
|
|
|
|
15,978
|
|
|
|
4,114
|
|
|
|
3,952
|
|
Stock-based compensation expense
|
|
|
2,071
|
|
|
|
3,222
|
|
|
|
6,173
|
|
|
|
1,398
|
|
|
|
2,229
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA
|
|
$
|
36,112
|
|
|
$
|
36,279
|
|
|
$
|
56,872
|
|
|
$
|
12,157
|
|
|
$
|
18,150
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
8
RISK
FACTORS
Investing in our common stock involves a high degree of risk.
Before you invest in our common stock, you should be aware that
our business faces numerous financial and market risks,
including those described below, as well as general economic and
business risks. The following discussion provides information
concerning the material risks and uncertainties that we have
identified and believe may adversely affect our business,
financial condition and results of operations. Before you decide
whether to invest in our common stock, you should carefully
consider these risks and uncertainties, together with all of the
other information included in this prospectus.
Risks
Related to Our Business and Industry
We
operate in an immature industry and have a relatively new
business model, which makes it difficult to evaluate our
business and prospects.
We derive nearly all of our revenue from the sale of online
marketing and media services, which is an immature industry that
has undergone rapid and dramatic changes in its short history.
The industry in which we operate is characterized by
rapidly-changing Internet media, evolving industry standards,
and changing user and client demands. Our business model is also
evolving and is distinct from many other companies in our
industry, and it may not be successful. As a result of these
factors, the future revenue and income potential of our business
is uncertain. Although we have experienced significant revenue
growth in recent periods, we may not be able to sustain current
revenue levels or growth rates. Any evaluation of our business
and our prospects must be considered in light of these factors
and the risks and uncertainties often encountered by companies
in an immature industry with an evolving business model such as
ours. Some of these risks and uncertainties relate to our
ability to:
|
|
|
|
|
maintain and expand client relationships;
|
|
|
|
sustain and increase the number of visitors to our websites;
|
|
|
|
sustain and grow relationships with third-party website
publishers and other sources of web visitors;
|
|
|
|
manage our expanding operations and implement and improve our
operational, financial and management controls;
|
|
|
|
raise capital at attractive costs, or at all;
|
|
|
|
acquire and integrate websites and other businesses;
|
|
|
|
successfully expand our footprint in our existing client
verticals and enter new client verticals;
|
|
|
|
respond effectively to competition and potential negative
effects of competition on profit margins;
|
|
|
|
attract and retain qualified management, employees and
independent service providers;
|
|
|
|
successfully introduce new processes and technologies and
upgrade our existing technologies and services;
|
|
|
|
protect our proprietary technology and intellectual property
rights; and
|
|
|
|
respond to government regulations relating to the Internet,
personal data protection, email, software technologies and other
aspects of our business.
|
If we are unable to address these risks, our business, results
of operations and prospects could suffer.
If we
do not effectively manage our growth, our operating performance
will suffer and we may lose clients.
We have experienced rapid growth in our operations and operating
locations, and we expect to experience continued growth in our
business, both through acquisitions and internal growth. This
growth has placed, and will continue to place, significant
demands on our management and our operational and financial
9
infrastructure. In particular, continued rapid growth and
acquisitions may make it more difficult for us to accomplish the
following:
|
|
|
|
|
successfully scale our technology to accommodate a larger
business and integrate acquisitions;
|
|
|
|
maintain our standing with key vendors, including Internet
search companies and third-party website publishers;
|
|
|
|
maintain our client service standards; and
|
|
|
|
develop and improve our operational, financial and management
controls and maintain adequate reporting systems and procedures.
|
In addition, our personnel, systems, procedures and controls may
be inadequate to support our future operations. The improvements
required to manage our growth will require us to make
significant expenditures, expand, train and manage our employee
base and allocate valuable management resources. If we fail to
effectively manage our growth, our operating performance will
suffer and we may lose clients, third-party website publishers
and key personnel.
We
depend upon Internet search companies to attract a significant
portion of the visitors to our websites, and any change in the
search companies search algorithms or perception of us or
our industry could result in our websites being listed less
prominently in either paid or algorithmic search result
listings, in which case the number of visitors to our websites
and our revenue could decline.
We depend in significant part on various Internet search
companies, such as Google, Microsoft and Yahoo!, and other
search websites to direct a significant number of visitors to
our websites to provide our online marketing services to our
clients. Search websites typically provide two types of search
results, algorithmic and paid listings. Algorithmic, or organic,
listings are determined and displayed solely by a set of
formulas designed by search companies. Paid listings can be
purchased and then are displayed if particular words are
included in a users Internet search. Placement in paid
listings is generally not determined solely on the bid price,
but also takes into account the search engines assessment
of the quality of website featured in the paid listing and other
factors. We rely on both algorithmic and paid search results, as
well as advertising on other websites, to direct a substantial
share of the visitors to our websites.
Our ability to maintain the number of visitors to our websites
from search websites and other websites is not entirely within
our control. For example, Internet search websites frequently
revise their algorithms in an attempt to optimize their search
result listings or to maintain their internal standards and
strategies. Changes in the algorithms could cause our websites
to receive less favorable placements, which could reduce the
number of users who visit our websites. We have experienced
fluctuations in the search result rankings for a number of our
websites. We may make decisions that are suboptimal regarding
the purchase of paid listings, which could also reduce the
number of visitors to our websites, or the placement of
advertisements on other websites and pricing, which could
increase our costs to attract such visitors. Our approaches may
be deemed similar to those of our competitors and others in our
industry that Internet search websites may consider to be
unsuitable or unattractive. Internet search websites could deem
our content to be unsuitable or below standards or less
attractive or worthy than those of other or competing websites.
In either such case, our websites may receive less favorable
placement. Any reduction in the number of visitors to our
websites would negatively affect our ability to earn revenue. If
visits to our websites decrease, we may need to resort to more
costly sources to replace lost visitors, and such increased
expense could adversely affect our business and profitability.
Our
future growth depends in part on our ability to identify and
complete acquisitions.
Our growth over the past several years is in significant part
due to the large number of acquisitions we have completed. Since
the beginning of fiscal year 2007, we have completed over 100
acquisitions of third-party website publishing businesses and
other businesses that are complementary to our own for an
aggregate purchase price of approximately $189.5 million.
We intend to pursue acquisitions of complementary businesses and
technologies to expand our capabilities, client base and media.
We have evaluated, and expect to continue to evaluate, a wide
array of potential strategic transactions. However, we may not
be successful in
10
identifying suitable acquisition candidates or be able to
complete acquisitions of such candidates. In addition, we may
not be able to obtain financing on favorable terms, or at all,
to fund acquisitions that we may wish to pursue.
Any
acquisitions that we complete will involve a number of risks. If
we are unable to address and resolve these risks successfully,
such acquisitions could harm our business, results of operations
and financial condition.
The anticipated benefit of any acquisitions that we complete may
not materialize. In addition, the process of integrating
acquired businesses or technologies may create unforeseen
operating difficulties and expenditures. Some of the areas where
we may face acquisition-related risks include:
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diversion of management time and potential business disruptions;
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expenses, distractions and potential claims resulting from
acquisitions, whether or not they are completed;
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retaining and integrating employees from any businesses we may
acquire;
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issuance of dilutive equity securities, incurrence of debt or
reduction in cash balances;
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integrating various accounting, management, information, human
resource and other systems to permit effective management;
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incurring possible impairment charges, contingent liabilities,
amortization expense or write-offs of goodwill;
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difficulties integrating and supporting acquired products or
technologies;
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unexpected capital expenditure requirements;
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insufficient revenue to offset increased expenses associated
with acquisitions;
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underperformance problems associated with acquisitions; and
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becoming involved in acquisition-related litigation.
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Foreign acquisitions would involve risks in addition to those
mentioned above, including those related to integration of
operations across different cultures and languages, currency
risks and the particular economic, political, administrative and
management, and regulatory risks associated with specific
countries. We may not be able to address these risks
successfully, or at all, without incurring significant costs,
delay or other operating problems. Our inability to resolve such
risks could harm our business and results of operations.
A
substantial portion of our revenue is generated from a limited
number of clients and, if we lose a major client, our revenue
will decrease and our business and prospects would be adversely
impacted.
A substantial portion of our revenue is generated from a limited
number of clients. Our top three clients accounted for 32% and
28% of our net revenue for the fiscal year 2009 and the first
three months of fiscal year 2010, respectively. Our clients can
generally terminate their contracts with us at any time, with
limited prior notice or penalty. DeVry Inc., our largest client,
accounted for approximately 19% and 13% of our net revenue for
fiscal year 2009 and the first three months of fiscal year 2010,
respectively. DeVry has recently retained an advertising agency
and has reduced its purchases of leads from us. DeVry and other
clients may reduce their current level of business with us,
leading to lower revenue. We expect that a limited number of
clients will continue to account for a significant percentage of
our revenue, and the loss of, or material reduction in, their
marketing spending with us could decrease our revenue and harm
our business.
We are
dependent on two market verticals for a majority of our
revenue.
To date, we have generated a majority of our revenue from
clients in our education vertical. We expect that a majority of
our revenue in fiscal year 2010 will be generated from clients
in our education and financial
11
services verticals. A downturn in economic or market conditions
adversely affecting the education industry or the financial
services industry would negatively impact our business and
financial condition. Over the past year, education marketing
spending has remained relatively stable, but this stability may
not continue. Marketing budgets for clients in our education
vertical are impacted by a number of factors, including the
availability of student financial aid, the regulation of
for-profit financial institutions and economic conditions. Over
the past year, some segments of the financial services industry,
particularly mortgages, credit cards and deposits, have seen
declines in marketing budgets given the difficult market
conditions. These declines may continue or worsen. In addition,
the education and financial services industries are highly
regulated. Changes in regulations or government actions may
negatively impact our clients marketing practices and
budgets and, therefore, adversely affect our financial results.
If we
are unable to retain the members of our management team or
attract and retain qualified management team members in the
future, our business and growth could suffer.
Our success and future growth depend, to a significant degree,
on the continued contributions of the members of our management
team. Each member of our management team is an at-will employee
and may voluntarily terminate his or her employment with us at
any time with minimal notice. We also may need to hire
additional management team members to adequately manage our
growing business. We may not be able to retain or identify and
attract additional qualified management team members.
Competition for experienced management-level personnel in our
industry is intense. Qualified individuals are in high demand,
particularly in the Internet marketing industry, and we may
incur significant costs to attract and retain them. If we lose
the services of any of our senior managers or if we are unable
to attract and retain additional qualified senior managers, our
business and growth could suffer.
We
need to hire and retain additional qualified personnel to grow
and manage our business. If we are unable to attract and retain
qualified personnel, our business and growth could be seriously
harmed.
Our performance depends on the talents and efforts of our
employees. Our future success will depend on our ability to
attract, retain and motivate highly skilled personnel in all
areas of our organization and, in particular, in our
engineering/technology, sales and marketing, media, finance and
legal/regulatory teams. We plan to continue to grow our business
and will need to hire additional personnel to support this
growth. We have found it difficult from time to time to locate
and hire suitable personnel. If we experience similar
difficulties in the future, our growth may be hindered.
Qualified individuals are in high demand, particularly in the
Internet marketing industry, and we may incur significant costs
to attract and retain them. Many of our employees have also
become, or will soon become, substantially vested in their stock
option grants. Employees may be more likely to leave us
following our initial public offering as a result of the
establishment of a public market for our common stock. If we are
unable to attract and retain the personnel we need to succeed,
our business and growth could be harmed.
We
depend on third-party website publishers for a significant
portion of our visitors, and any decline in the supply of media
available through these websites or increase in the price of
this media could cause our revenue to decline or our cost to
reach visitors to increase.
A significant portion of our revenue is attributable to visitors
originating from advertising placements that we purchase on
third-party websites. In many instances, website publishers can
change the advertising inventory they make available to us at
any time and, therefore, impact our revenue. In addition,
website publishers may place significant restrictions on our
offerings. These restrictions may prohibit advertisements from
specific clients or specific industries, or restrict the use of
certain creative content or formats. If a website publisher
decides not to make advertising inventory available to us, or
decides to demand a higher revenue share or places significant
restrictions on the use of such inventory, we may not be able to
find advertising inventory from other websites that satisfy our
requirements in a timely and cost-effective manner. In addition,
the number of competing online marketing service providers and
advertisers that acquire inventory from websites continues to
increase. Consolidation of Internet advertising networks and
website publishers could eventually lead to a concentration of
desirable inventory on a small number of websites or networks,
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which could limit the supply of inventory available to us or
increase the price of inventory to us. We cannot assure you that
we will be able to acquire advertising inventory that meets our
clients performance, price and quality requirements. If
any of these things occur, our revenue could decline or our
operating costs may increase.
We
have incurred a significant amount of debt, which may limit our
ability to fund general corporate requirements and obtain
additional financing, limit our flexibility in responding to
business opportunities and competitive developments and increase
our vulnerability to adverse economic and industry
conditions.
We have an outstanding term loan with a principal balance of
approximately $27.8 million as of September 30, 2009
and a revolving credit facility pursuant to which we can borrow
up to an additional $100.0 million. As of
September 30, 2009, we had drawn $14.8 million from
our revolving credit facility. We also had outstanding notes to
sellers arising from numerous acquisitions in the total
principal amount of $26.4 million. As a result of our debt:
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we may not have sufficient liquidity to respond to business
opportunities, competitive developments and adverse economic
conditions;
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we may not have sufficient liquidity to fund all of these costs
if our revenue declines or costs increase; and
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we may not have sufficient funds to repay the principal balance
of our debt when due.
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Our debt obligations may also impair our ability to obtain
additional financing, if needed. Our indebtedness is secured by
substantially all of our assets, leaving us with limited
collateral for additional financing. Moreover, the terms of our
indebtedness restrict our ability to take certain actions,
including the incurrence of additional indebtedness, mergers and
acquisitions, investments and asset sales. In addition, even if
we are able to raise needed equity financing, we are required to
use a portion of the net proceeds of any equity financing to
repay the outstanding balance of our term loan. A failure to pay
interest or indebtedness when due could result in a variety of
adverse consequences, including the acceleration of our
indebtedness. In such a situation, it is unlikely that we would
be able to fulfill our obligations under our credit facilities
or repay the accelerated indebtedness or otherwise cover our
costs.
The
severe economic downturn in the United States poses additional
risks to our business, financial condition and results of
operations.
The United States has experienced, and is continuing to
experience, a severe economic downturn. The credit crisis,
deterioration of global economies, rising unemployment and
reduced equity valuations all create risks that could harm our
business. If macroeconomic conditions worsen, we are not able to
predict the impact such worsening conditions will have on the
online marketing industry in general, and our results of
operations specifically. Clients in particular verticals such as
financial services, particularly mortgage, credit cards and
deposits, small- to medium-sized business customers and home
services are facing very difficult conditions and their
marketing spend has been negatively affected. These conditions
could also damage our business opportunities in existing
markets, and reduce our revenue and profitability. While the
effect of these and related conditions poses widespread risk
across our business, we believe that it may particularly affect
our efforts in the mortgage, credit cards and deposits, small-
to medium-sized business and home services verticals, due to
reduced availability of credit for households and business and
reduced household disposable income. Economic conditions may not
improve or may worsen.
Our
operating results have fluctuated in the past and may do so in
the future, which makes our results of operations difficult to
predict and could cause our operating results to fall short of
analysts and investors expectations.
While we have experienced continued revenue growth, our prior
quarterly and annual operating results have fluctuated due to
changes in our business, our industry and the general economic
climate. Similarly, our future operating results may vary
significantly from quarter to quarter due to a variety of
factors, many of
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which are beyond our control. Our fluctuating results could
cause our performance to be below the expectations of securities
analysts and investors, causing the price of our common stock to
fall. Because our business is changing and evolving, our
historical operating results may not be useful to you in
predicting our future operating results. Factors that may
increase the volatility of our operating results include the
following:
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changes in demand and pricing for our services;
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changes in our pricing policies, the pricing policies of our
competitors, or the pricing of Internet advertising or media;
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the addition of new clients or the loss of existing clients;
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changes in our clients advertising agencies or the
marketing strategies our clients or their advertising agencies
employ;
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changes in the economic prospects of our clients or the economy
generally, which could alter current or prospective
clients spending priorities, or could increase the time or
costs required to complete sales with clients;
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changes in the availability of Internet advertising or the cost
to reach Internet visitors;
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changes in the placement of our websites on search engines;
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the introduction of new product or service offerings by our
competitors; and
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costs related to acquisitions of businesses or technologies.
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Our
quarterly revenue and operating results may fluctuate
significantly from quarter to quarter due to seasonal
fluctuations in advertising spending.
The timing of our revenue, particularly from our education
client vertical, is affected by seasonal factors. For example,
the first quarter of each fiscal year typically demonstrates
seasonal strength and our second fiscal quarter typically
demonstrates seasonal weakness. In our second fiscal quarter,
our education clients often take fewer leads due to holiday
staffing and lower availability of lead supply caused by higher
media pricing for some forms of media during the holiday period,
causing our revenue to be sequentially lower. Our fluctuating
results could cause our performance to be below the expectations
of securities analysts and investors, causing the price of our
common stock to fall. To the extent our rate of growth slows, we
expect that the seasonality in our business may become more
apparent and may in the future cause our operating results to
fluctuate to a greater extent.
We may
need additional capital in the future to meet our financial
obligations and to pursue our business objectives. Additional
capital may not be available or may not be available on
favorable terms and our business and financial condition could
therefore be adversely affected.
While we anticipate the net proceeds of this offering, together
with availability under our existing credit facility, cash
balances and cash from operations, will be sufficient to fund
our operations for at least the next 12 months, we may need
to raise additional capital to fund operations in the future or
to finance acquisitions. If we seek to raise additional capital
in order to meet various objectives, including developing future
technologies and services, increasing working capital, acquiring
businesses and responding to competitive pressures, capital may
not be available on favorable terms or may not be available at
all. In addition, pursuant to the terms of our credit facility,
we are required to use a portion of the net proceeds of any
equity financing, including this offering, to repay the
outstanding balance of our term loan. Lack of sufficient capital
resources could significantly limit our ability to take
advantage of business and strategic opportunities. Any
additional capital raised through the sale of equity or debt
securities with an equity component would dilute our stock
ownership. If adequate additional funds are not available, we
may be required to delay, reduce the scope of, or eliminate
material parts of our business strategy, including potential
additional acquisitions or development of new technologies.
14
If we
fail to compete effectively against other online marketing and
media companies and other competitors, we could lose clients and
our revenue may decline.
The market for online marketing is intensely competitive. We
expect this competition to continue to increase in the future.
We perceive only limited barriers to entry to the online
marketing industry. We compete both for clients and for limited
high quality advertising inventory. We compete for clients on
the basis of a number of factors, including return on marketing
expenditures, price, and client service.
We compete with Internet and traditional media companies for a
share of clients overall marketing budgets, including:
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online marketing or media services providers such as Monster
Worldwide in the education vertical and Bankrate in financial
services;
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offline and online advertising agencies;
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major Internet portals and search engine companies with
advertising networks such as Google, Yahoo!, MSN, and AOL;
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other online marketing service providers, including online
affiliate advertising networks and industry-specific portals or
lead generation companies;
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website publishers with their own sales forces that sell their
online marketing services directly to clients;
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in-house marketing groups at current or potential clients;
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offline direct marketing agencies; and
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television, radio and print companies.
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Competition for web traffic among websites and search engines,
as well as competition with traditional media companies, could
result in significant price pressure, declining margins,
reductions in revenue and loss of market share. In addition, as
we continue to expand the scope of our services, we may compete
with a greater number of websites, clients and traditional media
companies across an increasing range of different services,
including in vertical markets where competitors may have
advantages in expertise, brand recognition and other areas.
Large Internet companies with brand recognition, such as Google,
Yahoo!, MSN, and AOL, have significant numbers of direct sales
personnel and substantial proprietary advertising inventory and
web traffic that provide a significant competitive advantage and
have significant impact on pricing for Internet advertising and
web traffic. The trend toward consolidation in the Internet
advertising arena may also affect pricing and availability of
advertising inventory and web traffic. Many of our current and
potential competitors also enjoy other competitive advantages
over us, such as longer operating histories, greater brand
recognition, larger client bases, greater access to advertising
inventory on high-traffic websites, and significantly greater
financial, technical and marketing resources. As a result, we
may not be able to compete successfully. If we fail to deliver
results that are superior to those that other online marketing
service providers achieve, we could lose clients and our revenue
may decline.
If the
market for online marketing services fails to continue to
develop, our future growth may be limited and our revenue may
decrease.
The online marketing services market is relatively new and
rapidly evolving, and it uses different measurements than
traditional media to gauge its effectiveness. Some of our
current or potential clients have little or no experience using
the Internet for advertising and marketing purposes and have
allocated only limited portions of their advertising and
marketing budgets to the Internet. The adoption of Internet
advertising, particularly by those entities that have
historically relied upon traditional media for advertising,
requires the acceptance of a new way of conducting business,
exchanging information and evaluating new advertising and
marketing technologies and services. In particular, we are
dependent on our clients adoption of new metrics to
measure the success of online marketing campaigns. We may also
experience resistance from traditional advertising agencies who
may be advising our clients. We cannot assure you that the
market
15
for online marketing services will continue to grow. If the
market for online marketing services fails to continue to
develop or develops more slowly than we anticipate, our ability
to grow our business may be limited and our revenue may decrease.
Third-party
website publishers can engage in unauthorized or unlawful acts
that could subject us to significant liability or cause us to
lose clients.
We generate a significant portion of our web visitors from media
advertising that we purchase from third-party website
publishers. Some of these publishers are authorized to display
our clients brands, subject to contractual restrictions.
In the past, some of our third-party website publishers have
engaged in activities that certain of our clients have viewed as
harmful to their brands, such as displaying outdated
descriptions of a clients offerings or outdated logos. Any
activity by publishers that clients view as potentially damaging
to their brands can harm our relationship with the client and
cause the client to terminate its relationship with us,
resulting in a loss of revenue. In addition, the law is
unsettled on the extent of liability that an advertiser in our
position has for the activities of third-party website
publishers. We could be subject to costly litigation and, if we
are unsuccessful in defending ourselves, damages for the
unauthorized or unlawful acts of third-party website publishers.
Poor
perception of our business or industry as a result of the
actions of third parties could harm our reputation and adversely
affect our business, financial condition and results of
operations.
Our business is dependent on attracting a large number of
visitors to our websites and providing leads and clicks to our
clients, which depends in part on our reputation within the
industry and with our clients. There are companies within our
industry that regularly engage in activities that our
clients customers may view as unlawful or inappropriate.
These activities, such as spyware or deceptive promotions, by
third parties may be seen by clients as characteristic of
participants in our industry and, therefore, may have an adverse
effect on the reputation of all participants in our industry,
including us. Any damage to our reputation, including from
publicity from legal proceedings against us or companies that
work within our industry, governmental proceedings, consumer
class action litigation, or the disclosure of information
security breaches or private information misuse, could adversely
affect our business, financial condition and results of
operations.
Because
many of our client contracts can be cancelled by the client with
little prior notice or penalty, the cancellation of one or more
contracts could result in an immediate decline in our
revenue.
We derive our revenue from contracts with our Internet marketing
clients, most of which are cancelable with little or no prior
notice. In addition, these contracts do not contain penalty
provisions for cancellation before the end of the contract term.
The non-renewal, renegotiation, cancellation, or deferral of
large contracts, or a number of contracts that in the aggregate
account for a significant amount of our revenue, is difficult to
anticipate and could result in an immediate decline in our
revenue.
Unauthorized
access to or accidental disclosure of consumer
personally-identifiable information that we collect may cause us
to incur significant expenses and may negatively impact our
credibility and business.
There is growing concern over the security of personal
information transmitted over the Internet, consumer identity
theft and user privacy. Despite our implementation of security
measures, our computer systems may be susceptible to electronic
or physical computer break-ins, viruses and other disruptions
and security breaches. Any perceived or actual unauthorized
disclosure of personally-identifiable information regarding
website visitors, whether through breach of our network by an
unauthorized party, employee theft, misuse or error or
otherwise, could harm our reputation, impair our ability to
attract website visitors and attract and retain our clients, or
subject us to claims or litigation arising from damages suffered
by consumers, and thereby harm our business and operating
results. In addition, we could incur significant costs in
complying with the multitude of state, federal and foreign laws
regarding the unauthorized disclosure of personal information.
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If we
do not adequately protect our intellectual property rights, our
competitive position and business may suffer.
Our ability to compete effectively depends upon our proprietary
systems and technology. We rely on trade secret, trademark and
copyright law, confidentiality agreements, technical measures
and patents to protect our proprietary rights. We currently have
one patent application pending in the United States and no
issued patents. Effective trade secret, copyright, trademark and
patent protection may not be available in all countries where we
currently operate or in which we may operate in the future. Some
of our systems and technologies are not covered by any
copyright, patent or patent application. We cannot guarantee
that: (i) our intellectual property rights will provide
competitive advantages to us; (ii) our ability to assert
our intellectual property rights against potential competitors
or to settle current or future disputes will not be limited by
our agreements with third parties; (iii) our intellectual
property rights will be enforced in jurisdictions where
competition may be intense or where legal protection may be
weak; (iv) any of the patents, trademarks, copyrights,
trade secrets or other intellectual property rights that we
presently employ in our business will not lapse or be
invalidated, circumvented, challenged, or abandoned;
(v) competitors will not design around our protected
systems and technology; or (vi) that we will not lose the
ability to assert our intellectual property rights against
others.
We are a party to a number of third-party intellectual property
license agreements and in the future, may need to obtain
additional licenses or renew existing license agreements. We are
unable to predict with certainty whether these license
agreements can be obtained or renewed on commercially reasonable
terms, or at all.
We have from time to time become aware of third parties who we
believe may have infringed on our intellectual property rights.
The use of our intellectual property rights by others could
reduce any competitive advantage we have developed and cause us
to lose clients, third-party website publishers or otherwise
harm our business. Policing unauthorized use of our proprietary
rights can be difficult and costly. In addition, litigation,
while it may be necessary to enforce or protect our intellectual
property rights or to defend litigation brought against us,
could result in substantial costs and diversion of resources and
management attention and could adversely affect our business,
even if we are successful on the merits.
Confidentiality
agreements with employees, consultants and others may not
adequately prevent disclosure of trade secrets and other
proprietary information.
We have devoted substantial resources to the development of our
proprietary systems and technology. In order to protect our
proprietary systems and technology, we enter into
confidentiality agreements with our employees, consultants,
independent contractors and other advisors. These agreements may
not effectively prevent unauthorized disclosure of confidential
information or unauthorized parties from copying aspects of our
services or obtaining and using information that we regard as
proprietary. Moreover, these agreements may not provide an
adequate remedy in the event of such unauthorized disclosures of
confidential information and we cannot assure you that our
rights under such agreements will be enforceable. In addition,
others may independently discover trade secrets and proprietary
information, and in such cases we could not assert any trade
secret rights against such parties. Costly and time-consuming
litigation could be necessary to enforce and determine the scope
of our proprietary rights, and failure to obtain or maintain
trade secret protection could reduce any competitive advantage
we have and cause us to lose clients, publishers or otherwise
harm our business.
Third
parties may sue us for intellectual property infringement which,
if successful, could require us to pay significant damages or
curtail our offerings.
We cannot be certain that our internally-developed or acquired
systems and technologies do not and will not infringe the
intellectual property rights of others. In addition, we license
content, software and other intellectual property rights from
third parties and may be subject to claims of infringement if
such parties do not possess the necessary intellectual property
rights to the products they license to us. We have in the past
and may in the future be subject to legal proceedings and claims
that we have infringed the patent or other intellectual property
rights of a third-party. These claims sometimes involve patent
holding companies or other adverse patent owners
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who have no relevant product revenue and against whom our own
patents, if any, may therefore provide little or no deterrence.
In addition, third parties have asserted and may in the future
assert intellectual property infringement claims against our
clients, which we have agreed in certain circumstances to
indemnify and defend against such claims. Any intellectual
property related infringement claims, whether or not
meritorious, could result in costly litigation and could divert
management resources and attention. Moreover, should we be found
liable for infringement, we may be required to enter into
licensing agreements, if available on acceptable terms or at
all, pay substantial damages, or limit or curtail our systems
and technologies. Moreover, we may need to redesign some of our
systems and technologies to avoid future infringement liability.
Any of the foregoing could prevent us from competing effectively
and increase our costs.
Additionally, the laws relating to use of trademarks on the
Internet are currently unsettled, particularly as they apply to
search engine functionality. For example, other Internet
marketing and search companies have been sued in the past for
trademark infringement and other intellectual property-related
claims for the display of ads or search results in response to
user queries that include trademarked terms. The outcomes of
these lawsuits have differed from jurisdiction to jurisdiction.
For this reason, it is conceivable that certain of our
activities could expose us to trademark infringement, unfair
competition, misappropriation or other intellectual property
related claims which could be costly to defend and result in
substantial damages or otherwise limit or curtail our
activities, and adversely affect our business or prospects.
Our
proprietary technologies may include design or performance
defects and may not achieve their intended results, either of
which could impair our future revenue growth.
Our proprietary technologies are relatively new, and they may
contain design or performance defects that are not yet apparent.
The use of our proprietary technologies may not achieve the
intended results as effectively as other technologies that exist
now or may be introduced by our competitors, in which case our
business could be harmed.
If we
are unable to price our services appropriately, our margins and
revenue may decline.
Our clients purchase our services according to a variety of
pricing formulae, the vast majority of which are based on pay
for performance, meaning clients pay only after we have
delivered the desired result to them. Regardless of how a given
client pays us, we ordinarily pay the vast majority of the costs
associated with delivering our services to our clients according
to contracts and other arrangements that do not always condition
payment to vendors upon receipt of payments from our clients.
This means we typically pay for the costs of providing our
marketing services before we receive payment from clients.
Additionally, certain of our marketing services costs are highly
variable and may fluctuate significantly during each calendar
month. Accordingly, we run the risk of not being able to recover
the entire cost of our services from clients if pricing or other
terms negotiated prior to the performance of services prove less
than the cost of performing such services. We have experienced
situations in the past where we incurred losses in the delivery
of our services to specific clients. If we are unable to avoid
recurrence of similar situations in the future through
negotiation of profitable pricing and other terms, our results
of operations will suffer.
If we
fail to keep pace with rapidly-changing technologies and
industry standards, we could lose clients or advertising
inventory and our results of operations may
suffer.
The business lines in which we currently compete are
characterized by rapidly-changing Internet media and marketing
standards, changing technologies, frequent new product and
service introductions, and changing user and client demands. The
introduction of new technologies and services embodying new
technologies and the emergence of new industry standards and
practices could render our existing technologies and services
obsolete and unmarketable or require unanticipated investments
in technology. Our future success will depend in part on our
ability to adapt to these rapidly-changing Internet media
formats and other technologies. We will need to enhance our
existing technologies and services and develop and introduce new
technologies and services to address our clients changing
demands. If we fail to adapt successfully to such developments
or timely introduce new technologies and services, we could lose
clients, our expenses could increase and we could lose
advertising inventory.
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Changes
in government regulation and industry standards applicable to
the Internet and our business could decrease demand for our
technologies and services or increase our costs.
Laws and regulations that apply to Internet communications,
commerce and advertising are becoming more prevalent. These
regulations could increase the costs of conducting business on
the Internet and could decrease demand for our technologies and
services.
In the United States, federal and state laws have been enacted
regarding copyrights, sending of unsolicited commercial email,
user privacy, search engines, Internet tracking technologies,
direct marketing, data security, childrens privacy,
pricing, sweepstakes, promotions, intellectual property
ownership and infringement, trade secrets, export of encryption
technology, taxation and acceptable content and quality of
goods. Other laws and regulations may be adopted in the future.
Laws and regulations, including those related to privacy and use
of personal information, are changing rapidly outside the United
States as well which may make compliance with such laws and
regulations difficult and which may negatively affect our
ability to expand internationally. This legislation could:
(i) hinder growth in the use of the Internet generally;
(ii) decrease the acceptance of the Internet as a
communications, commercial and advertising medium;
(iii) reduce our revenue; (iv) increase our operating
expenses; or (v) expose us to significant liabilities.
The laws governing the Internet remain largely unsettled, even
in areas where there has been some legislative action. While we
actively monitor this changing legal and regulatory landscape to
stay abreast of changes in the laws and regulations applicable
to our business, we are not certain how our business might be
affected by the application of existing laws governing issues
such as property ownership, copyrights, encryption and other
intellectual property issues, libel, obscenity and export or
import matters to the Internet advertising industry. The vast
majority of such laws were adopted prior to the advent of the
Internet. As a result, they do not contemplate or address the
unique issues of the Internet and related technologies. Changes
in laws intended to address such issues could create uncertainty
in the Internet market. It may take years to determine how
existing laws apply to the Internet and Internet marketing. Such
uncertainty makes it difficult to predict costs and could reduce
demand for our services or increase the cost of doing business
as a result of litigation costs or increased service delivery
costs.
In particular, a number of U.S. federal laws impact our
business. The Digital Millennium Copyright Act, or DMCA, is
intended, in part, to limit the liability of eligible online
service providers for listing or linking to third-party websites
that include materials that infringe copyrights or other rights.
Portions of the Communications Decency Act, or CDA, are intended
to provide statutory protections to online service providers who
distribute third-party content. We rely on the protections
provided by both the DMCA and CDA in conducting our business.
Any changes in these laws or judicial interpretations narrowing
their protections will subject us to greater risk of liability
and may increase our costs of compliance with these regulations
or limit our ability to operate certain lines of business.
The financial services, education and medical industries are
highly regulated and our marketing activities on behalf of our
clients in those industries are also regulated. For example, our
mortgage websites and marketing services we offer are subject to
various federal, state and local laws, including state mortgage
broker licensing laws, federal and state laws prohibiting unfair
acts and practices, and federal and state advertising laws. Any
failure to comply with these laws and regulations could subject
us to revocation of required licenses, civil, criminal or
administrative liability, damage to our reputation or changes to
or limitations on the conduct of our business. Any of the
foregoing could cause our business, operations and financial
condition to suffer.
New
tax treatment of companies engaged in Internet commerce may
adversely affect the commercial use of our marketing services
and our financial results.
Due to the global nature of the Internet, it is possible that,
although our services and the Internet transmissions related to
them originate in California and Nevada, and in some cases,
England, governments of other states or foreign countries might
attempt to regulate our transmissions or levy sales, income or
other taxes relating to our activities. We have experienced
certain states taking expansive positions with regard to their
taxation of our services. Tax authorities at the international,
federal, state and local levels are currently
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reviewing the appropriate tax treatment of companies engaged in
Internet commerce. New or revised state tax regulations may
subject us or our affiliates to additional state sales, income
and other taxes. We cannot predict the effect of current
attempts to impose sales, income or other taxes on commerce over
the Internet. New or revised taxes and, in particular, sales
taxes, would likely increase the cost of doing business online
and decrease the attractiveness of advertising and selling goods
and services over the Internet. New taxes could also create
significant increases in internal costs necessary to capture
data, and collect and remit taxes. Any of these events could
have an adverse effect on our business and results of operations.
Limitations
on our ability to collect and use data derived from user
activities could significantly diminish the value of our
services and cause us to lose clients and revenue.
When a user visits our websites, we use technologies, including
cookies, to collect information such as the
users Internet Protocol, or IP, address, offerings
delivered by us that have been previously viewed by the user and
responses by the user to those offerings. In order to determine
the effectiveness of a marketing campaign and to determine how
to modify the campaign, we need to access and analyze this
information. The use of cookies has been the subject of
regulatory scrutiny and users are able to block or delete
cookies from their browser. Periodically, certain of our clients
and publishers seek to prohibit or limit our collection or use
of this data. Interruptions, failures or defects in our data
collection systems, as well as privacy concerns regarding the
collection of user data, could also limit our ability to analyze
data from our clients marketing campaigns. This risk is
heightened when we deliver marketing services to clients in the
financial and medical services client verticals. If our access
to data is limited in the future, we may be unable to provide
effective technologies and services to clients and we may lose
clients and revenue.
As a
creator and a distributor of Internet content, we face potential
liability and expenses for legal claims based on the nature and
content of the materials that we create or distribute. If we are
required to pay damages or expenses in connection with these
legal claims, our operating results and business may be
harmed.
We create original content for our websites and marketing
messages and distribute third-party content on our websites and
in our marketing messages. As a creator and distributor of
original content and third-party provided content, we face
potential liability based on a variety of theories, including
defamation, negligence, copyright or trademark infringement or
other legal theories based on the nature, creation or
distribution of this information. It is also possible that our
website visitors could make claims against us for losses
incurred in reliance upon information provided on our websites.
In addition, as the number of users of forums and social media
features on our websites increases, we could be exposed to
liability in connection with material posted to our websites by
users and other third parties. These claims, whether brought in
the United States or abroad, could divert management time and
attention away from our business and result in significant costs
to investigate and defend, regardless of the merit of these
claims. In addition, if we become subject to these types of
claims and are not successful in our defense, we may be forced
to pay substantial damages.
Wireless
devices and mobile phones are increasingly being used to access
the Internet, and our online marketing services may not be as
effective when accessed through these devices, which could cause
harm to our business.
The number of people who access the Internet through devices
other than personal computers has increased substantially in the
last few years. Our online marketing services were designed for
persons accessing the Internet on a desktop or laptop computer.
The smaller screens, lower resolution graphics and less
convenient typing capabilities of these devices may make it more
difficult for visitors to respond to our offerings. In addition,
the cost of mobile advertising is relatively high and may not be
cost-effective for our services. If our services continue to be
less effective or economically attractive for clients seeking to
engage in marketing through these devices and this segment of
web traffic grows at the expense of traditional computer
Internet access, we will experience difficulty attracting
website visitors and attracting and retaining clients and our
operating results and business will be harmed.
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We may
not succeed in expanding our businesses outside the United
States, which may limit our future growth.
One potential area of growth for us is in the international
markets. However, we have limited experience in marketing,
selling and supporting our services outside of the United States
and we may not be successful in introducing or marketing our
services abroad. There are risks inherent in conducting business
in international markets, such as:
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the adaptation of technologies and services to foreign
clients preferences and customs;
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application of foreign laws and regulations to us, including
marketing and privacy regulations;
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changes in foreign political and economic conditions;
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tariffs and other trade barriers, fluctuations in currency
exchange rates and potentially adverse tax consequences;
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language barriers or cultural differences;
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reduced or limited protection for intellectual property rights
in foreign jurisdictions;
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difficulties and costs in staffing and managing or overseeing
foreign operations; and
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education of potential clients who may not be familiar with
online marketing.
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If we are unable to successfully expand and market our services
abroad, our business and future growth may be harmed and we may
incur costs that may not lead to future revenue.
We
rely on Internet bandwidth and data center providers and other
third parties for key aspects of the process of providing
services to our clients, and any failure or interruption in the
services and products provided by these third parties could harm
our business.
We rely on third-party vendors, including data center and
Internet bandwidth providers. Any disruption in the network
access or co-location services provided by these third-party
providers or any failure of these third-party providers to
handle current or higher volumes of use could significantly harm
our business. Any financial or other difficulties our providers
face may have negative effects on our business, the nature and
extent of which we cannot predict. We exercise little control
over these third-party vendors, which increases our
vulnerability to problems with the services they provide. We
license technology and related databases from third parties to
facilitate analysis and storage of data and delivery of
offerings. We have experienced interruptions and delays in
service and availability for data centers, bandwidth and other
technologies in the past. Any errors, failures, interruptions or
delays experienced in connection with these third-party
technologies and services could adversely affect our business
and could expose us to liabilities to third parties.
Our systems also heavily depend on the availability of
electricity, which also comes from third-party providers. If we
or third-party data centers which we utilize were to experience
a major power outage, we would have to rely on
back-up
generators. These
back-up
generators may not operate properly through a major power outage
and their fuel supply could also be inadequate during a major
power outage or disruptive event. Furthermore, we do not
currently have backup generators at our Foster City, California
headquarters. Information systems such as ours may be disrupted
by even brief power outages, or by the fluctuations in power
resulting from switches to and from
back-up
generators. This could give rise to obligations to certain of
our clients which could have an adverse effect on our results
for the period of time in which any disruption of utility
services to us occurs.
Interruption
or failure of our information technology and communications
systems could impair our ability to effectively deliver our
services, which could cause us to lose clients and harm our
operating results.
Our delivery of marketing and media services depends on the
continuing operation of our technology infrastructure and
systems. Any damage to or failure of our systems could result in
interruptions in our ability to deliver offerings quickly and
accurately
and/or
process visitors responses emanating from our various web
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presences. Interruptions in our service could reduce our revenue
and profits, and our reputation could be damaged if people
believe our systems are unreliable. Our systems and operations
are vulnerable to damage or interruption from earthquakes,
terrorist attacks, floods, fires, power loss, break-ins,
hardware or software failures, telecommunications failures,
computer viruses or other attempts to harm our systems, and
similar events.
We lease or maintain server space in various locations,
including in San Francisco, California. Our California
facilities are located in areas with a high risk of major
earthquakes. Our facilities are also subject to break-ins,
sabotage and intentional acts of vandalism, and to potential
disruptions if the operators of these facilities have financial
difficulties. Some of our systems are not fully redundant, and
our disaster recovery planning cannot account for all
eventualities. The occurrence of a natural disaster, a decision
to close a facility we are using without adequate notice for
financial reasons or other unanticipated problems at our
facilities could result in lengthy interruptions in our service.
Any unscheduled interruption in our service would result in an
immediate loss of revenue. If we experience frequent or
persistent system failures, the attractiveness of our
technologies and services to clients and website publishers
could be permanently harmed. The steps we have taken to increase
the reliability and redundancy of our systems are expensive,
reduce our operating margin, and may not be successful in
reducing the frequency or duration of unscheduled interruptions.
Any
constraints on the capacity of our technology infrastructure
could delay the effectiveness of our operations or result in
system failures, which would result in the loss of clients and
harm our business and results of operations.
Our future success depends in part on the efficient performance
of our software and technology infrastructure. As the numbers of
websites and Internet users increase, our technology
infrastructure may not be able to meet the increased demand. A
sudden and unexpected increase in the volume of user responses
could strain the capacity of our technology infrastructure. Any
capacity constraints we experience could lead to slower response
times or system failures and adversely affect the availability
of websites and the level of user responses received, which
could result in the loss of clients or revenue or harm to our
business and results of operations.
We
could lose clients if we fail to detect click-through or other
fraud on advertisements in a manner that is acceptable to our
clients.
We are exposed to the risk of fraudulent clicks or actions on
our websites or our third-party publishers websites. We
may in the future have to refund revenue that our clients have
paid to us and that was later attributed to, or suspected to be
caused by, fraud. Click-through fraud occurs when an individual
clicks on an ad displayed on a website or an automated system is
used to create such clicks with the intent of generating the
revenue share payment to the publisher rather than to view the
underlying content. Action fraud occurs when on-line forms are
completed with false or fictitious information in an effort to
increase the compensable actions in respect of which a web
publisher is to be compensated. From time to time we have
experienced fraudulent clicks or actions and we do not charge
our clients for such fraudulent clicks or actions when they are
detected. It is conceivable that this activity could negatively
affect our profitability, and this type of fraudulent act could
hurt our reputation. If fraudulent clicks or actions are not
detected, the affected clients may experience a reduced return
on their investment in our marketing programs, which could lead
the clients to become dissatisfied with our campaigns, and in
turn, lead to loss of clients and the related revenue.
Additionally, we have from time to time had to terminate
relationships with web publishers who we believed to have
engaged in fraud and we may have to do so in future. Termination
of such relationships entails a loss of revenue associated with
the legitimate actions or clicks generated by such web
publishers.
We
will incur significant increased costs as a result of operating
as a public company, which may adversely affect our operating
results and financial condition.
As a public company, we will incur significant accounting, legal
and other expenses that we did not incur as a private company.
We will incur costs associated with our public company reporting
requirements. We also
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anticipate that we will incur costs associated with corporate
governance requirements, including requirements under the
Sarbanes-Oxley Act of 2002, or Sarbanes-Oxley Act, as well as
rules implemented by the SEC and the securities exchange on
which our stock trades. We expect these rules and regulations to
increase our legal and financial compliance costs and to make
some activities more time-consuming and costly. Our management
and other personnel will need to devote a substantial amount of
time to these compliance initiatives. Furthermore, these laws
and regulations could make it more difficult or more costly for
us to obtain certain types of insurance, including director and
officer liability insurance, and we may be forced to accept
reduced policy limits and coverage or incur substantially higher
costs to obtain the same or similar coverage. The impact of
these requirements could also make it more difficult for us to
attract and retain qualified persons to serve on our board of
directors, our board committees or as executive officers. We
cannot predict or estimate the amount or timing of additional
costs we may incur to respond to these requirements. We are
currently evaluating and monitoring developments with respect to
these rules, and we cannot predict or estimate the amount of
additional costs we may incur or the timing of such costs.
In addition, the Sarbanes-Oxley Act requires, among other
things, that we maintain effective internal control over
financial reporting and disclosure controls and procedures. In
particular, for the fiscal year ending June 30, 2011, we
must perform system and process evaluation and testing of our
internal control over financial reporting to allow management
and our independent registered public accounting firm to report
on the effectiveness of our internal control over financial
reporting, as required by Section 404 of the Sarbanes-Oxley
Act, or Section 404. Our compliance with Section 404
will require that we incur substantial expense and expend
significant management time on compliance-related issues.
If we
fail to maintain proper and effective internal controls, our
ability to produce accurate financial statements on a timely
basis could be impaired, which would adversely affect our
ability to operate our business.
Our management is responsible for establishing and maintaining
adequate internal control over financial reporting to provide
reasonable assurance regarding the reliability of our financial
reporting and the preparation of financial statements for
external purposes in accordance with U.S. generally
accepted accounting principles. We may in the future discover
areas of our internal financial and accounting controls and
procedures that need improvement. Our internal control over
financial reporting will not prevent or detect all error and all
fraud. A control system, no matter how well designed and
operated, can provide only reasonable, not absolute, assurance
that the control systems objectives will be met. Because
of the inherent limitations in all control systems, no
evaluation of controls can provide absolute assurance that
misstatements due to error or fraud will not occur or that all
control issues and instances of fraud will be detected. If we
are unable to maintain proper and effective internal controls,
we may not be able to produce accurate financial statements on a
timely basis, which could adversely affect our ability to
operate our business and could result in regulatory action.
Risks
Related to This Offering and Ownership of Our Common
Stock
Our
stock price may be volatile, and you may not be able to resell
shares of our common stock at or above the price you
paid.
Prior to this offering there has been no public market for
shares of our common stock, and an active public market for our
shares may not develop or be sustained after this offering. We
and the representatives of the underwriters will determine the
offering price of our common stock through negotiation. This
price will not necessarily reflect the price at which investors
in the market will be willing to buy and sell our shares
following this offering. In addition, the trading price of our
common stock following this offering could be highly volatile
and could be subject to wide fluctuations in response to various
factors, some of which are beyond our control. These factors
include those discussed in this Risk Factors section
of this prospectus and others such as:
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changes in earnings estimates or recommendations by securities
analysts;
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announcements by us or our competitors of new services,
significant contracts, commercial relationships, acquisitions or
capital commitments;
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developments with respect to intellectual property rights;
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our ability to develop and market new and enhanced products on a
timely basis;
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our commencement of, or involvement in, litigation;
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changes in governmental regulations or in the status of our
regulatory approvals; and
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a slowdown in our industry or the general economy.
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In recent years, the stock market in general, and the market for
technology and Internet-based companies in particular, has
experienced extreme price and volume fluctuations that have
often been unrelated or disproportionate to the operating
performance of those companies. Broad market and industry
factors may seriously affect the market price of our common
stock, regardless of our actual operating performance. These
fluctuations may be even more pronounced in the trading market
for our stock shortly following this offering. In addition, in
the past, following periods of volatility in the overall market
and the market price of a particular companys securities,
securities class action litigation has often been instituted
against these companies. Such litigation, if instituted against
us, could result in substantial costs and a diversion of our
managements attention and resources.
If
securities or industry analysts do not publish research or
reports about our business, or if they issue an adverse or
misleading opinion regarding our stock, our stock price and
trading volume could decline.
The trading market for our common stock will be influenced by
the research and reports that industry or securities analysts
publish about us or our business. We do not currently have and
may never obtain research coverage by securities and industry
analysts. If no securities or industry analysts commence
coverage of our company, the trading price for our stock would
be negatively impacted. In the event we obtain securities or
industry analyst coverage, if any of the analysts who cover us
issue an adverse opinion regarding our stock, our stock price
would likely decline. If one or more of these analysts cease
coverage of our company or fail to publish reports on us
regularly, we could lose visibility in the financial markets,
which in turn could cause our stock price or trading volume to
decline.
Our
directors, executive officers and principal stockholders and
their respective affiliates will continue to have substantial
control over us after this offering and could delay or prevent a
change in corporate control.
After this offering, our directors, executive officers and
holders of more than 5% of our common stock, together with their
affiliates, will beneficially own, in the aggregate,
approximately % of our outstanding
common stock, assuming no exercise of the underwriters
option to purchase additional shares of our common stock in this
offering. As a result, these stockholders, acting together, will
continue to have substantial control over the outcome of matters
submitted to our stockholders for approval, including the
election of directors and any merger, consolidation or sale of
all or substantially all of our assets. In addition, these
stockholders, acting together, will continue to have significant
influence over the management and affairs of our company.
Accordingly, this concentration of ownership may have the effect
of:
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delaying, deferring or preventing a change in corporate control;
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impeding a merger, consolidation, takeover or other business
combination involving us; or
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discouraging a potential acquirer from making a tender offer or
otherwise attempting to obtain control of us.
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Future
sales of shares by existing stockholders could cause our stock
price to decline.
If our existing stockholders sell, or indicate an intent to
sell, substantial amounts of our common stock in the public
market after the
180-day
contractual
lock-up,
which period may be extended in certain limited
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circumstances, and other legal restrictions on resale discussed
in this prospectus lapse, the trading price of our common stock
could decline significantly and could decline below the initial
public offering price. Based on shares outstanding as of
September 30, 2009, upon the completion of this offering,
we will have outstanding
approximately shares
of common stock, assuming no exercise of the underwriters
over-allotment option and no exercise of outstanding options. Of
these shares, shares of common stock, plus any shares sold upon
exercise of the underwriters over-allotment option, will
be immediately freely tradable, without restriction, in the
public market. The underwriters may, in their sole discretion,
permit our officers, directors, employees and current
stockholders to sell shares prior to the expiration of the
lock-up
agreements.
After the
lock-up
agreements pertaining to this offering expire and based on
shares outstanding as of September 30, 2009, an additional
34,631,876 shares will be eligible for sale in the public
market. In addition, (i) the 10,654,296 shares subject
to outstanding options under our equity incentive plans as of
September 30, 2009, and (ii) the shares reserved for
future issuance under our equity incentive plans will become
eligible for sale in the public market in the future, subject to
certain legal and contractual limitations. If these additional
shares are sold, or if it is perceived that they will be sold,
in the public market, the price of our common stock could
decline substantially.
Purchasers
of common stock in this offering will experience immediate and
substantial dilution in the book value of their
investment.
The initial offering price of our common stock is substantially
higher than the expected net tangible book value per share of
our common stock immediately after this offering. Therefore, if
you purchase our common stock in this offering, you will incur
an immediate dilution of $ in net
tangible book value per share from the price you paid. In
addition, following this offering, purchasers in the offering
will have contributed
approximately % of the total
consideration paid by stockholders to us to purchase shares of
our common stock. In addition, if the underwriters exercise
their option to purchase additional shares or if outstanding
options are exercised, you will experience further dilution. For
a further description of the dilution that you will experience
immediately after this offering, see the section of this
prospectus entitled Dilution.
We
have broad discretion to determine how to use the funds raised
in this offering, and may use them in ways that may not enhance
our operating results or the price of our common
stock.
Our management will have broad discretion over the use of
proceeds from this offering, and we could spend the proceeds
from this offering in ways our stockholders may not agree with
or that do not yield a favorable return. We are required to use
a portion of the net proceeds of this offering to repay the
outstanding balance of our term loan. We intend to use the
remaining net proceeds from this offering for working capital,
capital expenditures and other general corporate purposes. We
may also use a portion of the net proceeds to make additional
repayments on our credit facility or acquire other businesses,
products or technologies. If we do not invest or apply the
proceeds of this offering in ways that improve our operating
results, we may fail to achieve expected financial results,
which could cause our stock price to decline.
Provisions
in our charter documents following this offering, under Delaware
law and in contractual obligations, could discourage a takeover
that stockholders may consider favorable and may lead to
entrenchment of management.
Our amended and restated certificate of incorporation and bylaws
that will be in effect as of the closing of this offering will
contain provisions that could have the effect of delaying or
preventing changes in control or changes in our management
without the consent of our board of directors. These provisions
will include:
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a classified board of directors with three-year staggered terms,
which may delay the ability of stockholders to change the
membership of a majority of our board of directors;
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no cumulative voting in the election of directors, which limits
the ability of minority stockholders to elect director
candidates;
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the exclusive right of our board of directors to elect a
director to fill a vacancy created by the expansion of the board
of directors or the resignation, death or removal of a director,
which prevents stockholders from being able to fill vacancies on
our board of directors;
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the ability of our board of directors to determine to issue
shares of preferred stock and to determine the price and other
terms of those shares, including preferences and voting rights,
without stockholder approval, which could be used to
significantly dilute the ownership of a hostile acquirer;
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a prohibition on stockholder action by written consent, which
forces stockholder action to be taken at an annual or special
meeting of our stockholders;
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the requirement that a special meeting of stockholders may be
called only by the chairman of the board of directors, the chief
executive officer or the board of directors, which may delay the
ability of our stockholders to force consideration of a proposal
or to take action, including the removal of directors; and
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advance notice procedures that stockholders must comply with in
order to nominate candidates to our board of directors or to
propose matters to be acted upon at a stockholders
meeting, which may discourage or deter a potential acquiror from
conducting a solicitation of proxies to elect the
acquirors own slate of directors or otherwise attempting
to obtain control of us.
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We are in the process of reincorporating in Delaware and will be
subject to certain anti-takeover provisions under Delaware law
following this offering. Under Delaware law, a corporation may
not, in general, engage in a business combination with any
holder of 15% or more of its capital stock unless the holder has
held the stock for three years or, among other things, the board
of directors has approved the transaction. For a description of
our capital stock, see Description of Capital Stock.
We do
not currently intend to pay dividends on our common stock and,
consequently, your ability to achieve a return on your
investment will depend on appreciation in the price of our
common stock.
We do not intend to declare and pay dividends on our capital
stock for the foreseeable future. We currently intend to invest
our future earnings, if any, to fund our growth. Additionally,
the terms of certain of our credit facilities restrict our
ability to pay dividends. Therefore, you are not likely to
receive any dividends on your common stock for the foreseeable
future.
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SPECIAL
NOTE REGARDING FORWARD-LOOKING STATEMENTS
This prospectus, particularly in the sections titled
Prospectus Summary, Risk Factors,
Managements Discussion and Analysis of Financial
Condition and Results of Operations and
Business, contains forward-looking statements that
involve substantial risks and uncertainties. All statements
other than statements of historical facts contained in this
prospectus, including statements regarding our future financial
condition, business strategy and plans and objectives of
management for future operations, are forward-looking
statements. In some cases, you can identify forward-looking
statements by terminology such as believe,
may, might, objective,
estimate, continue,
anticipate, intend, should,
plan, expect, predict,
potential, or the negative of these terms or other
similar expressions. We have based these forward-looking
statements largely on our current expectations and projections
about future events and financial trends that we believe may
affect our financial condition, results of operations, business
strategy and financial needs. These forward-looking statements
are subject to a number of risks, uncertainties and assumptions
described under the section titled Risk Factors and
elsewhere in this prospectus, regarding, among other things:
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our immature industry and relatively new business model;
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our ability to manage our growth effectively;
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our dependence on Internet search companies to attract Internet
visitors;
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our ability to successfully manage any future acquisitions;
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our dependence on a small number of large clients and our
dependence on a small number of client verticals for a majority
of our revenue;
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our ability to attract and retain qualified employees and key
personnel;
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our ability to accurately forecast our operating results and
appropriately plan our expenses;
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our ability to compete in our industry;
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our ability to enhance and maintain our client and vendor
relationships;
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our ability to develop new services and enhancements and
features to meet new demands from our clients;
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our ability to raise additional capital in the future, if needed;
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general economic conditions in our domestic and potential future
international markets;
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our ability to protect our intellectual property rights; and
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our expectations regarding the use of proceeds from this
offering.
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These risks are not exhaustive. Other sections of this
prospectus may include additional factors that could adversely
impact our business and financial performance. These statements
reflect our current views with respect to future events and are
based on assumptions and subject to risk and uncertainties.
Moreover, we operate in a very competitive and rapidly-changing
environment. New risk factors emerge from time to time and it is
not possible for our management to predict all risk factors, nor
can we assess the impact of all factors on our business or the
extent to which any factor, or combination of factors, may cause
actual results to differ materially from those contained in any
forward-looking statements.
You should not rely upon forward-looking statements as
predictions of future events. The events and circumstances
reflected in the forward-looking statements may not be achieved
or occur. Although we believe that the expectations reflected in
the forward-looking statements are reasonable, we cannot
guarantee future results, levels of activity, performance or
achievements. Moreover, neither we nor any other person assume
responsibility for the accuracy and completeness of the
forward-looking statements. Except as required by law, we
undertake no obligation to update publicly any forward-looking
statements for any reason after the date of this prospectus to
conform these statements to actual results or to changes in our
expectations.
You should read this prospectus and the documents that we
reference in this prospectus and have filed as exhibits to the
registration statement on
Form S-1,
of which this prospectus is a part, that we have filed with the
SEC with the understanding that our actual future results,
levels of activity, performance and achievements may be
materially different from what we expect. We qualify all of our
forward-looking statements by these cautionary statements.
27
USE OF
PROCEEDS
We estimate that the net proceeds to us from the sale of our
common stock in this offering will be approximately
$ million, or approximately
$ million if the underwriters
exercise their right to purchase additional shares of common
stock to cover over-allotments in full, based upon an assumed
initial public offering price of $
per share, and after deducting estimated underwriting discounts
and commissions and estimated offering expenses. Each $1.00
increase (decrease) in the assumed initial public offering price
of $ per share would increase
(decrease) the net proceeds to us from this offering by
approximately $ million,
assuming the number of shares offered by us, as set forth on the
cover page of this prospectus, remains the same. We may also
increase or decrease the number of shares we are offering. Each
increase (decrease) of 1,000,000 shares in the number of
shares offered by us would increase (decrease) the net proceeds
to us from this offering by approximately
$ million, assuming that the
assumed initial public offering price remains the same, and
after deducting the estimated underwriting discounts and
commissions and estimated offering expenses payable by us. We do
not expect that a change in the offering price or the number of
shares by these amounts would have a material effect on our uses
of the net proceeds from this offering, although it may impact
the amount of time prior to which we may need to seek additional
capital.
We currently intend to use our net proceeds from this offering
as follows:
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approximately $26.3 million of the net proceeds from this
offering to repay the outstanding balance of our term loan. The
interest rate under our term loan varies dependent upon the
ratio of funded debt to adjusted EBITDA and ranges from LIBOR
+ 2.25% to 3.0% or Prime + 0.75% to 1.25%. The term
loan expires in September 2013.
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the remaining net proceeds from this offering for working
capital, capital expenditures and other general corporate
purposes.
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We may also use a portion of the net proceeds to make additional
repayments on our credit facility or acquire other businesses,
products or technologies.
The expected use of net proceeds of this offering represents our
current intentions based upon our present plans and business
conditions. The amounts we actually expend in these areas may
vary significantly from our current intentions and will depend
upon a number of factors, including future sales growth, success
of our engineering efforts, cash generated from future
operations, if any, and actual expenses to operate our business.
As of the date of this prospectus, we cannot specify with
certainty all of the particular uses for the net proceeds to be
received upon the closing of this offering. Accordingly, our
management will have broad discretion in the application of the
net proceeds, and investors will be relying on the judgment of
our management regarding the application of the net proceeds of
this offering.
The amount and timing of our expenditures will depend on several
factors, including the amount and timing of our spending on
sales and marketing activities and research and development
activities, as well as our use of cash for other corporate
activities. Pending the uses described above, we intend to
invest the net proceeds in a variety of capital preservation
instruments, including short-term, interest-bearing, investment
grade instruments, certificates of deposit or direct or
guaranteed obligations of the U.S. government.
DIVIDEND
POLICY
We have never declared or paid any cash dividends on our capital
stock. We currently intend to retain all available funds and any
future earnings to support our operations and finance the growth
and development of our business. We do not intend to pay cash
dividends on our common stock for the foreseeable future. Any
future determination related to dividend policy will be made at
the discretion of our board of directors. The loan agreement for
our credit facility contains a prohibition on the payout of cash
dividends.
28
CAPITALIZATION
The following table sets forth our cash, cash equivalents,
current debt and capitalization as of September 30, 2009
(unaudited):
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on an actual basis;
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on a pro forma basis after giving effect to the conversion of
all outstanding shares of our convertible preferred stock into
21,176,533 shares of common stock effective immediately
prior to the closing of this offering; and
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on a pro forma as adjusted basis to reflect, in addition, the
application of the estimated net proceeds, as set forth in
Use of Proceeds, of
$ million from our sale
of shares
of common stock that we are offering at an assumed public
offering price of $ per share,
which is the midpoint of the range listed on the cover page of
this prospectus, after deducting estimated underwriting
discounts and commissions and estimated offering expenses
payable by us.
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You should read the information in this table together with our
consolidated financial statements and accompanying notes and
Managements Discussion and Analysis of Financial
Condition and Results of Operations appearing elsewhere in
this prospectus.
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As of September 30, 2009
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Pro Forma as
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Actual
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Pro Forma
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Adjusted(1)
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(In thousands, except share data)
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Cash and cash equivalents
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$
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28,095
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$
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28,095
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$
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Debt, current
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$
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13,182
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$
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10,182
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Debt, noncurrent
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$
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52,995
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$
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28,245
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Convertible preferred shares, no par value,
30,000,000 shares authorized, 15,808,777 shares issued
and outstanding, actual; 30,000,000 shares authorized, no
shares issued and outstanding, pro forma; no shares authorized,
no shares issued and outstanding, pro forma as adjusted
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43,403
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Shareholders equity:
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Preferred stock, $0.001 par value, no shares authorized,
issued and outstanding, actual; 5,000,000 shares
authorized, no shares issued and outstanding, pro forma;
5,000,000 shares authorized, no shares issued and outstanding,
pro forma as adjusted
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Common stock, no par value, 45,000,000 shares authorized,
13,455,343 shares issued and outstanding, actual;
55,000,000 shares authorized, 34,631,876 shares issued
and outstanding, pro forma; 100,000,000 shares
authorized, shares
issued and outstanding, pro forma as adjusted
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Additional paid-in capital
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15,627
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59,030
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Accumulated other comprehensive income
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3
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3
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Retained earnings
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66,093
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66,093
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Total shareholders equity
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81,723
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|
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125,126
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Total capitalization
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$
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178,121
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$
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153,371
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$
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(1) |
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Each $1.00 increase (decrease) in the assumed public offering
price of $ per share, the midpoint
of the range reflected on the cover page of this prospectus,
would increase (decrease) each of cash and cash equivalents,
additional paid-in capital, total stockholders equity and
total capitalization by approximately |
29
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$ , assuming that the number of
shares offered by us, as set forth on the cover page of this
prospectus, remains the same, and after deducting estimated
underwriting discounts and commissions and estimated offering
expenses payable by us. We may also increase or decrease the
number of shares we are offering. Each increase (decrease) of
1,000,000 shares in the number of shares offered by us
would increase (decrease) each of cash and cash equivalents,
additional paid-in capital, total shareholders equity and
total capitalization by approximately
$ , assuming that the assumed
initial public offering price remains the same, and after
deducting the estimated underwriting discounts and commissions
and estimated offering expenses payable by us. The as adjusted
information discussed above is illustrative only and will adjust
based on the actual initial public offering price and other
terms of this offering determined at pricing. |
The outstanding share information in the table above is based on
34,631,876 shares of common stock outstanding as of
September 30, 2009, and excludes:
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an aggregate of 10,654,296 shares of common stock issuable
upon the exercise of outstanding stock options as of
September 30, 2009 pursuant to our 2008 Equity Incentive
Plan and having a weighted-average exercise price of $8.1717 per
share;
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an aggregate of 1,726,814 additional shares of common stock
reserved for future issuance under our 2008 Equity Incentive
Plan as of September 30, 2009; provided, however, that
immediately upon the signing of the underwriting agreement for
this offering, our 2008 Equity Incentive Plan will terminate so
that no further awards may be granted under our 2008 Equity
Incentive Plan, and the shares then remaining and reserved for
future issuance under our 2008 Equity Incentive Plan shall
become available for future issuance under our 2010 Non-Employee
Directors Stock Award Plan; and
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the shares reserved for future issuance under our 2010 Equity
Incentive Plan and up to 300,000 additional shares of common
stock reserved for future issuance under our 2010 Non-Employee
Directors Stock Award Plan, as well as any automatic
increases in the number of shares of common stock reserved for
future issuance under each of these benefit plans, which will
become effective immediately upon the signing of the
underwriting agreement for this offering.
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30
DILUTION
If you invest in our common stock in this offering, your
interest will be diluted to the extent of the difference between
the initial public offering price per share of our common stock
and the pro forma as adjusted net tangible book value per share
of our common stock after this offering. As of
September 30, 2009, our pro forma net tangible book value
was $ , or
$ per share of common stock. Our
pro forma net tangible book value per share represents the
amount of our total tangible assets reduced by the amount of our
total liabilities and divided by the total number of shares of
our common stock outstanding as of September 30, 2009,
after giving effect to the automatic conversion of all
outstanding shares of redeemable convertible preferred stock
into shares of common stock immediately prior to the closing of
this offering. After giving effect to our sale in this offering
of shares
of common stock at the assumed initial public offering price of
$ per share, the midpoint of the
range reflected on the cover page of this prospectus, and after
deducting the estimated underwriting discounts and commissions
and estimated offering expenses payable by us, our pro forma as
adjusted net tangible book value as of September 30, 2009
would have been approximately $ ,
or $ per share. This represents an
immediate increase of net tangible book value of
$ per share to our existing
stockholders and an immediate dilution of
$ per share to investors
purchasing common stock in this offering. The following table
illustrates this per share dilution:
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Assumed initial public offering price per share
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$
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Pro forma as adjusted net tangible book value per share as of
September 30, 2009, before giving effect to this offering
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$
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Increase in pro forma as adjusted net tangible book value per
share attributed to new investors purchasing shares in this
offering
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Pro forma net tangible book value per share after giving effect
to this offering
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Dilution per share to new investors in this offering
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$
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Each $1.00 increase (decrease) in the assumed initial public
offering price of $ per share
would increase (decrease) our pro forma as adjusted net tangible
book value by $ , or
$ per share, and the pro forma as
adjusted dilution per share to investors in this offering by
$ per share, assuming that the
number of shares offered by us, as set forth on the cover page
of this prospectus, remains the same, and after deducting
estimated underwriting discounts and commissions and estimated
offering expenses payable by us. We may also increase or
decrease the number of shares we are offering. An increase of
1,000,000 shares in the number of shares offered by us
would increase our pro forma as adjusted net tangible book value
by approximately $ , or
$ per share, and the pro forma as
adjusted dilution per share to investors in this offering would
be $ per share, assuming that the
assumed initial public offering price remains the same, and
after deducting the estimated underwriting discounts and
commissions and estimated offering expenses payable by us.
Similarly, a decrease of 1,000,000 shares in the number of
shares offered by us would decrease our pro forma as adjusted
net tangible book value by approximately
$ , or
$ per share, and the pro forma as
adjusted dilution per share to investors in this offering would
be $ per share, assuming that the
assumed initial public offering price remains the same, and
after deducting the estimated underwriting discounts and
commissions and estimated offering expenses payable by us. The
pro forma as adjusted information discussed above is
illustrative only and will adjust based on the actual initial
public offering price and other terms of this offering
determined at pricing.
If the underwriters exercise their option to purchase additional
shares of our common stock in full in this offering, the pro
forma as adjusted net tangible book value per share after the
offering would be $ per share, the
increase in pro forma as adjusted net tangible book value per
share to existing stockholders would be
$ per share and the dilution to
new investors purchasing shares in this offering would be
$ per share.
The following table summarizes on a pro forma as adjusted basis
as of September 30, 2009:
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the total number of shares of common stock purchased from us by
our existing stockholders and by new investors purchasing shares
in this offering;
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31
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the total consideration paid to us by our existing stockholders
and by new investors purchasing shares in this offering,
assuming an initial public offering price of
$ per share (before deducting the
estimated underwriting discounts and commissions and estimated
offering expenses payable by us in connection with this
offering); and
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the average price per share paid by existing stockholders and by
new investors purchasing shares in this offering.
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Average
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Shares Purchased
|
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Total Consideration
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Price per
|
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Number
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Percent
|
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Amount
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Percent
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Share
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Existing stockholders
|
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34,631,876
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%
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$
|
59,030,000
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%
|
|
$
|
1.70
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New investors
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Total
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100.0
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%
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$
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100.0
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%
|
|
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If the underwriters exercise their option to purchase additional
shares of our common stock in full in this offering, our
existing stockholders would own %
and our new investors would own %
of the total number of common stock outstanding upon completion
of this offering. The total consideration paid by our existing
stockholders would be $ ,
or %, and the total consideration
paid by our new investors would be
$ ,
or %.
The above discussion and tables are based on
34,631,876 shares of common stock outstanding as of
September 30, 2009, and excludes:
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an aggregate of 10,654,296 shares of common stock issuable
upon the exercise of outstanding stock options as of
September 30, 2009 pursuant to our 2008 Equity Incentive
Plan and having a weighted-average exercise price of $8.1717 per
share;
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an aggregate of 1,726,814 additional shares of common stock
reserved for future issuance under our 2008 Equity Incentive
Plan as of September 30, 2009; provided, however, that
immediately upon the signing of the underwriting agreement for
this offering, our 2008 Equity Incentive Plan will terminate so
that no further awards may be granted under our 2008 Equity
Incentive Plan, and the shares then remaining and reserved for
future issuance under our 2008 Equity Incentive Plan shall
become available for future issuance under our 2010 Non-Employee
Directors Stock Award Plan; and
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the shares reserved for future issuance under our 2010 Equity
Incentive Plan and up to 300,000 additional shares of common
stock reserved for future issuance under our 2010 Non-Employee
Directors Stock Award Plan, as well as any automatic
increases in the number of shares of common stock reserved for
future issuance under each of these benefit plans, which will
become effective immediately upon the signing of the
underwriting agreement for this offering.
|
If all outstanding options were exercised, then our existing
stockholders, including the holders of these options, would
own % and our new investors would
own % of the total number of our
common stock outstanding upon the closing of this offering. The
total consideration paid by our existing stockholders would be
$ ,
or %, and the total consideration
paid by our new investors would be
$ ,
or %. The average price per share
paid by our existing stockholders would be
$ and the average price per share
paid by our new investors would be
$ .
32
SELECTED
CONSOLIDATED FINANCIAL DATA
The following selected consolidated financial data should be
read together with our consolidated financial statements and
accompanying notes and Managements Discussion and
Analysis of Financial Condition and Results of Operations
appearing elsewhere in this prospectus. The selected
consolidated financial data in this section is not intended to
replace our consolidated financial statements and the related
notes. Our historical results are not necessarily indicative of
our future results and our interim results are not necessarily
indicative of the results that should be expected for the full
fiscal year.
We derived the consolidated statements of operations data for
the fiscal years ended June 30, 2007, 2008 and 2009 and the
consolidated balance sheets data as of June 30, 2008 and
2009 from our audited consolidated financial statements
appearing elsewhere in this prospectus. The consolidated
statements of operations data for the fiscal years ended
June 30, 2005 and 2006 and the consolidated balance sheets
data as of June 30, 2005, 2006 and 2007 are derived from
our audited consolidated financial statements, which are not
included in this prospectus. The consolidated statements of
operations data for the three months ended September 30,
2008 and 2009 and the consolidated balance sheet data as of
September 30, 2009 are derived from our unaudited
consolidated financial statements appearing elsewhere in this
prospectus.
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|
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|
|
|
|
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|
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Three Months Ended
|
|
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|
Fiscal Year Ended June 30,
|
|
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September 30,
|
|
|
|
2005
|
|
|
2006
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
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(In thousands, except per share data)
|
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Consolidated Statements of Operations Data:
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|
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|
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|
|
|
|
|
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Net revenue
|
|
$
|
109,556
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|
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$
|
142,408
|
|
|
$
|
167,370
|
|
|
$
|
192,030
|
|
|
$
|
260,527
|
|
|
$
|
63,678
|
|
|
$
|
78,552
|
|
Cost of revenue(1)
|
|
|
65,653
|
|
|
|
85,820
|
|
|
|
108,945
|
|
|
|
130,869
|
|
|
|
181,593
|
|
|
|
45,281
|
|
|
|
55,047
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gross profit
|
|
|
43,903
|
|
|
|
56,588
|
|
|
|
58,425
|
|
|
|
61,161
|
|
|
|
78,934
|
|
|
|
18,397
|
|
|
|
23,505
|
|
Operating expenses:(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Product development
|
|
|
12,644
|
|
|
|
17,265
|
|
|
|
14,094
|
|
|
|
14,051
|
|
|
|
14,887
|
|
|
|
3,757
|
|
|
|
4,470
|
|
Sales and marketing
|
|
|
5,734
|
|
|
|
7,166
|
|
|
|
8,487
|
|
|
|
12,409
|
|
|
|
16,154
|
|
|
|
4,259
|
|
|
|
3,625
|
|
General and administrative
|
|
|
4,842
|
|
|
|
6,835
|
|
|
|
11,440
|
|
|
|
13,371
|
|
|
|
13,172
|
|
|
|
3,736
|
|
|
|
3,441
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total operating expenses
|
|
|
23,220
|
|
|
|
31,266
|
|
|
|
34,021
|
|
|
|
39,831
|
|
|
|
44,213
|
|
|
|
11,752
|
|
|
|
11,536
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income
|
|
|
20,683
|
|
|
|
25,322
|
|
|
|
24,404
|
|
|
|
21,330
|
|
|
|
34,721
|
|
|
|
6,645
|
|
|
|
11,969
|
|
Interest income
|
|
|
553
|
|
|
|
1,341
|
|
|
|
1,905
|
|
|
|
1,482
|
|
|
|
245
|
|
|
|
90
|
|
|
|
9
|
|
Interest expense
|
|
|
(9
|
)
|
|
|
(427
|
)
|
|
|
(732
|
)
|
|
|
(1,214
|
)
|
|
|
(3,544
|
)
|
|
|
(763
|
)
|
|
|
(748
|
)
|
Other income (expense), net
|
|
|
(31
|
)
|
|
|
(874
|
)
|
|
|
(139
|
)
|
|
|
145
|
|
|
|
(239
|
)
|
|
|
51
|
|
|
|
120
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest and other income (expense), net
|
|
|
513
|
|
|
|
40
|
|
|
|
1,034
|
|
|
|
413
|
|
|
|
(3,538
|
)
|
|
|
(622
|
)
|
|
|
(619
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income before income taxes
|
|
|
21,196
|
|
|
|
25,362
|
|
|
|
25,438
|
|
|
|
21,743
|
|
|
|
31,183
|
|
|
|
6,023
|
|
|
|
11,350
|
|
Provision for taxes
|
|
|
(8,136
|
)
|
|
|
(9,773
|
)
|
|
|
(9,828
|
)
|
|
|
(8,876
|
)
|
|
|
(13,909
|
)
|
|
|
(2,719
|
)
|
|
|
(4,837
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income from continuing operations
|
|
|
13,060
|
|
|
|
15,589
|
|
|
|
15,610
|
|
|
|
12,867
|
|
|
|
17,274
|
|
|
|
3,304
|
|
|
|
6,513
|
|
Cumulative effect of change in accounting principle
|
|
|
|
|
|
|
(1,820
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
|
|
$
|
13,060
|
|
|
$
|
13,769
|
|
|
$
|
15,610
|
|
|
$
|
12,867
|
|
|
$
|
17,274
|
|
|
$
|
3,304
|
|
|
$
|
6,513
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Less: 8% non-cumulative dividends on convertible preferred stock
|
|
|
(3,218
|
)
|
|
|
(3,276
|
)
|
|
|
(3,276
|
)
|
|
|
(3,276
|
)
|
|
|
(3,276
|
)
|
|
|
(819
|
)
|
|
|
(819
|
)
|
Undistributed earnings allocated to convertible preferred stock
|
|
|
(6,240
|
)
|
|
|
(6,591
|
)
|
|
|
(7,690
|
)
|
|
|
(5,925
|
)
|
|
|
(8,599
|
)
|
|
|
(1,527
|
)
|
|
|
(3,487
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income attributable to common shareholders basic
|
|
$
|
3,602
|
|
|
$
|
3,902
|
|
|
$
|
4,644
|
|
|
$
|
3,666
|
|
|
$
|
5,399
|
|
|
$
|
958
|
|
|
$
|
2,207
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
33
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
September 30,
|
|
|
|
2005
|
|
|
2006
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands, except per share data)
|
|
|
Diluted:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income attributable to common shareholders basic
|
|
$
|
3,602
|
|
|
$
|
3,902
|
|
|
$
|
4,644
|
|
|
$
|
3,666
|
|
|
$
|
5,399
|
|
|
$
|
958
|
|
|
$
|
2,207
|
|
Undistributed earnings re-allocated to common stock
|
|
|
436
|
|
|
|
525
|
|
|
|
522
|
|
|
|
360
|
|
|
|
399
|
|
|
|
77
|
|
|
|
188
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income applicable to common shareholders diluted
|
|
$
|
4,038
|
|
|
$
|
4,427
|
|
|
$
|
5,166
|
|
|
$
|
4,026
|
|
|
$
|
5,798
|
|
|
$
|
1,035
|
|
|
$
|
2,395
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income per share:(2)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
$
|
0.30
|
|
|
$
|
0.31
|
|
|
$
|
0.36
|
|
|
$
|
0.28
|
|
|
$
|
0.41
|
|
|
$
|
0.07
|
|
|
$
|
0.16
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
|
|
$
|
0.28
|
|
|
$
|
0.29
|
|
|
$
|
0.34
|
|
|
$
|
0.26
|
|
|
$
|
0.39
|
|
|
$
|
0.07
|
|
|
$
|
0.16
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average shares used in computing basic net income per
share
|
|
|
12,069
|
|
|
|
12,411
|
|
|
|
12,789
|
|
|
|
13,104
|
|
|
|
13,294
|
|
|
|
13,279
|
|
|
|
13,405
|
|
Weighted average shares used in computing diluted net income per
share
|
|
|
14,543
|
|
|
|
15,295
|
|
|
|
15,263
|
|
|
|
15,325
|
|
|
|
14,971
|
|
|
|
15,131
|
|
|
|
15,381
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Pro forma net income per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
0.50
|
|
|
|
|
|
|
$
|
0.19
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
0.48
|
|
|
|
|
|
|
$
|
0.18
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted average shares used in computing pro forma basic net
income per share
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
34,471
|
|
|
|
|
|
|
|
34,582
|
|
Weighted average shares used in computing pro forma diluted net
income per share
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
36,148
|
|
|
|
|
|
|
|
36,558
|
|
|
|
|
(1) |
|
Includes stock-based compensation expense as follows: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
Fiscal Year Ended June 30,
|
|
September 30,
|
|
|
2005
|
|
2006
|
|
2007
|
|
2008
|
|
2009
|
|
2008
|
|
2009
|
|
|
(In thousands)
|
|
Cost of revenue
|
|
$
|
48
|
|
|
$
|
66
|
|
|
$
|
416
|
|
|
$
|
1,112
|
|
|
$
|
1,916
|
|
|
$
|
470
|
|
|
$
|
728
|
|
Product development
|
|
|
3
|
|
|
|
(7
|
)
|
|
|
75
|
|
|
|
443
|
|
|
|
669
|
|
|
|
161
|
|
|
|
253
|
|
Sales and marketing
|
|
|
43
|
|
|
|
10
|
|
|
|
226
|
|
|
|
581
|
|
|
|
1,761
|
|
|
|
416
|
|
|
|
507
|
|
General and administrative
|
|
|
47
|
|
|
|
20
|
|
|
|
1,354
|
|
|
|
1,086
|
|
|
|
1,827
|
|
|
|
351
|
|
|
|
741
|
|
|
|
|
(2) |
|
See Note 4 to our consolidated financial statements
included in this prospectus for an explanation of the method
used to calculate basic and diluted net loss per share and pro
forma basic and diluted net loss per share of common stock. |
34
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
June 30,
|
|
|
September 30,
|
|
|
|
2005
|
|
|
2006
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Consolidated Balance Sheets Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents
|
|
$
|
19,418
|
|
|
$
|
30,593
|
|
|
$
|
26,765
|
|
|
$
|
24,953
|
|
|
$
|
25,182
|
|
|
$
|
28,095
|
|
Working capital
|
|
|
39,859
|
|
|
|
36,294
|
|
|
|
42,769
|
|
|
|
17,022
|
|
|
|
16,426
|
|
|
|
19,942
|
|
Total assets
|
|
|
71,350
|
|
|
|
101,203
|
|
|
|
118,536
|
|
|
|
179,746
|
|
|
|
212,878
|
|
|
|
235,410
|
|
Total liabilities
|
|
|
26,657
|
|
|
|
39,567
|
|
|
|
37,831
|
|
|
|
86,032
|
|
|
|
96,289
|
|
|
|
110,284
|
|
Total debt
|
|
|
|
|
|
|
9,216
|
|
|
|
10,250
|
|
|
|
51,654
|
|
|
|
57,240
|
|
|
|
66,177
|
|
Total shareholders equity
|
|
|
4,246
|
|
|
|
18,350
|
|
|
|
37,312
|
|
|
|
50,311
|
|
|
|
73,186
|
|
|
|
81,723
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
September 30,
|
|
|
|
2005
|
|
|
2006
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Consolidated Statements of Cash Flows Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net cash provided by (used in) operating activities
|
|
$
|
23,200
|
|
|
$
|
21,659
|
|
|
$
|
25,197
|
|
|
$
|
24,751
|
|
|
$
|
32,570
|
|
|
$
|
(261
|
)
|
|
$
|
11,808
|
|
Depreciation and amortization
|
|
|
3,466
|
|
|
|
7,208
|
|
|
|
9,637
|
|
|
|
11,727
|
|
|
|
15,978
|
|
|
|
4,114
|
|
|
|
3,952
|
|
Capital expenditures
|
|
|
5,671
|
|
|
|
1,104
|
|
|
|
2,030
|
|
|
|
2,177
|
|
|
|
1,347
|
|
|
|
504
|
|
|
|
443
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
September 30,
|
|
|
|
2005
|
|
|
2006
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Other Financial Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjusted EBITDA(1)
|
|
$
|
24,290
|
|
|
$
|
32,619
|
|
|
$
|
36,112
|
|
|
$
|
36,279
|
|
|
$
|
56,872
|
|
|
$
|
12,157
|
|
|
$
|
18,150
|
|
|
|
|
(1) |
|
We define Adjusted EBITDA as net income less interest income
plus interest expense, provision for taxes, depreciation
expense, amortization expense, stock-based compensation expense
and foreign-exchange (loss) gain. Please see Summary
Consolidated Financial Data Adjusted EBITDA
for more information and for a reconciliation of Adjusted EBITDA
to our net income calculated in accordance with U.S. generally
accepted accounting principles. |
35
MANAGEMENTS
DISCUSSION AND ANALYSIS OF
FINANCIAL CONDITION AND RESULTS OF OPERATIONS
You should read the following discussion of our financial
condition and results of operations in conjunction with the
consolidated financial statements and the notes thereto included
elsewhere in this prospectus. The following discussion contains
forward-looking statements that reflect our plans, estimates and
beliefs. Our actual results could differ materially from those
discussed in the forward-looking statements. Factors that could
cause or contribute to these differences include those discussed
below and elsewhere in this prospectus, particularly in the
sections titled Risk Factors and Special Note
Regarding Forward-Looking Statements.
Overview
QuinStreet is a leader in vertical marketing and media on the
Internet. We have built a strong set of capabilities to engage
Internet visitors with targeted media and to connect our
marketing clients with their potential customers online. We
focus on serving clients in large, information-intensive
industry verticals where relevant, targeted media and offerings
help visitors make informed choices, find the products that
match their needs, and thus become qualified customer prospects
for our clients.
We deliver cost-effective marketing results to our clients,
predictably and scalably, most typically in the form of a
qualified lead or click. These leads or clicks can then convert
into a customer or sale for the client at a rate that results in
an acceptable marketing cost to them. We get paid by clients
primarily when we deliver qualified leads or clicks as defined
by our agreements with them. Because we bear the costs of media,
our programs must deliver a value to our clients and a media
yield, or our ability to generate an acceptable margin on our
media costs, that provides a sound financial outcome for us. Our
general process is:
|
|
|
|
|
We own or access targeted media;
|
|
|
|
We run advertisements or other forms of marketing messages and
programs in that media to create visitor responses or clicks
through to client offerings;
|
|
|
|
We match these responses or clicks to client offerings or brands
that meet visitor interests or needs, converting visitors into
qualified leads or clicks; and
|
|
|
|
We optimize client matches and media yield such that we achieve
desired results for clients and a sound financial outcome for us.
|
Our Direct Marketing Services, or DMS, business accounted for
95%, 98%, 99% and 99% of our net revenue in fiscal years 2007,
2008 and 2009 and the first three months of fiscal year 2010,
respectively. Our DMS business derives substantially all of its
net revenue from fees earned through the delivery of qualified
leads and clicks to our clients. Through a deep vertical focus,
targeted media presence and our technology platform, we are able
to reliably deliver targeted, measurable marketing results to
our clients.
Our two largest client verticals are education and financial
services. Our education vertical has historically been our
largest vertical, representing 78%, 74%, 58% and 51% of net
revenue in fiscal years 2007, 2008 and 2009 and the first three
months of fiscal year 2010, respectively. DeVry Inc., a
for-profit education company and our largest client, accounted
for 22%, 23%, 19%, and 13% of total net revenue for fiscal years
2007, 2008 and 2009 and the first three months of fiscal year
2010, respectively. Our financial services vertical, which we
have grown both organically and through acquisitions,
represented 7%, 11%, 31% and 39% of net revenue in fiscal years
2007, 2008 and 2009 and the first three months of fiscal year
2010, respectively. Other DMS verticals, consisting primarily of
home services,
business-to-business,
or B2B, and healthcare, represented 10%, 13%, 10% and 9% of net
revenue in fiscal years 2007, 2008 and 2009 and the first three
months of fiscal year 2010, respectively.
In addition, we derived 5%, 2%, 1% and 1% of our net revenue in
fiscal years 2007, 2008 and 2009 and the first three months of
fiscal year 2010, respectively, from the provision of a hosted
solution and related services for clients in the direct selling
industry, also referred to as our Direct Selling Services, or
DSS, business.
36
We have generated substantially all of our revenue from sales to
clients in the United States.
We utilize multiple online media channels to identify and
attract Internet visitors searching for the types of products
and services offered by our clients. These media channels
include our websites, search engine and other
pay-per-click,
or PPC, advertising channels, third-party website publishers,
opt-in newsletters and email lists. By using a broad array of
online media channels, we seek to maximize our media presence
within our various verticals on a cost-effective basis.
Our online lead and click generation process is supported by
internally-developed proprietary technologies. These
technologies allow us to increase the amount of revenue that we
derive from our media, which we refer to as our media yield, and
improve lead quality and volume. Our proprietary technologies
allow us to effectively convert Internet visitors
interests into qualified prospects for our clients
offerings, track the placement and performance of content,
creative messaging, and offerings on our websites and on those
of publishers with whom we work, measure and manage the
performance of millions of PPC search engine keywords, help
ensure adherence to client branding guidelines and to regulatory
requirements and manage clients opt-out lists on
third-party email distributions.
Trends
Affecting our Business
Seasonality
Our results from our education client vertical are subject to
significant fluctuation as a result of seasonality. In
particular, our quarters ending December 31 (our second fiscal
quarter) typically demonstrate seasonal weakness. In those
quarters, there is lower availability of lead supply from some
forms of media during the holiday period and our education
clients often request fewer leads due to holiday staffing. In
our quarters ending March 31, this trend generally reverses
with better lead availability and often new budgets at the
beginning of the year for our clients with financial years
ending December 31. For example, in the quarters ended
December 31, 2007 and 2008 net revenue from our
education clients declined 6% and 13%, respectively, from the
previous quarter.
Acquisitions
Beginning in fiscal year 2008, we executed on our strategy to
increase the depth within our existing verticals and diversify
our business among these verticals by substantially increasing
our spending on acquisitions of businesses and technologies. For
example, in February 2008, we acquired ReliableRemodeler.com,
Inc., or ReliableRemodeler, an Oregon-based company specializing
in online home renovation and contractor referrals for
$17.5 million in cash and $8.0 million in
non-interest-bearing, unsecured promissory notes, in an effort
to increase our presence within our home services vertical. In
April 2008, we acquired Cyberspace Communication Corporation, an
Oklahoma-based online marketing company doing business as
SureHits, for $27.5 million in cash and $18.0 million
in potential earn-out payments, in an effort to increase our
presence within the financial services vertical. During fiscal
years 2008 and 2009, in addition to the acquisitions mentioned
above, we acquired an aggregate of 21 and 34 online publishing
businesses, respectively.
In October 2009, we acquired the website business Insure.com
from Life Quote, Inc. for $15.0 million in cash and a
$1.0 million non-interest bearing, unsecured promissory
note. In August 2009, we signed a definitive agreement to buy
the website assets of the Internet.com division of
WebMediaBrands, Inc. for $16.0 million in cash and a $2.0
million non-interest-bearing, unsecured promissory note. We
believe that the transaction will close by the end of November
2009.
Our acquisition strategy may result in significant fluctuations
in our available working capital from period to period and over
the years. We may use cash, stock or promissory notes to acquire
various businesses or technologies, and we cannot accurately
predict the timing of those acquisitions or the impact on our
cash flows and balance sheet. Large acquisitions or multiple
acquisitions within a particular period may significantly impact
our financial results for that period. We may utilize debt
financing to make acquisitions,
37
which could give rise to higher interest expense and more
restrictive operating covenants. We may also utilize our stock
as consideration, which could result in substantial dilution.
Client
Verticals
To date, we have generated the majority of our revenue from
clients in our educational vertical. We expect that a majority
of our revenue in fiscal year 2010 will be generated from
clients in our education and financial services client
verticals. A downturn in economic or market conditions adversely
affecting the education industry or the financial services
industry would negatively impact our business and financial
condition. Over the past year, education marketing spending has
remained relatively stable, but we cannot assure you that this
stability will continue. Marketing budgets for clients in our
education vertical are impacted by a number of factors,
including the availability of student financial aid, the
regulation of for-profit financial institutions and economic
conditions. Over the past year, some segments of the financial
services industry, particularly mortgages, credit cards and
deposits, have seen declines in marketing budgets given the
difficult market conditions. These declines may continue or
worsen. In addition, the education and financial services
industries are highly regulated. Changes in regulations or
government actions may negatively impact our clients
marketing practices and budgets and, therefore, adversely affect
our financial results.
Basis of
Presentation
General
We operate in two segments: DMS and DSS. For further discussion
or financial information about our reporting segments, see
Note 2 to our consolidated financial statements included in
this prospectus.
Net
Revenue
DMS. We derive substantially all of our
revenue from fees earned through the delivery of qualified leads
or paid clicks. We deliver targeted and measurable results
through a vertical focus that we classify into the following key
client verticals: education, financial services, home services,
B2B and healthcare.
DSS. We derived approximately 5%, 2%, 1% and
1% of our net revenue in fiscal years 2007, 2008 and 2009 and
the first three months of fiscal year 2010, respectively. We
expect DSS to continue to represent an immaterial portion of our
business.
Cost
of Revenue
Cost of revenue consists primarily of media costs, personnel
costs, amortization of acquisition-related intangible assets,
depreciation expense and amortization of internal software
development costs on revenue-producing technologies. Media costs
consist primarily of fees paid to website publishers that are
directly related to a revenue-generating event and PPC ad
purchases from Internet search companies. We pay these Internet
search companies and website publishers on a revenue-share,
cost-per-lead,
or CPL,
cost-per-click,
or CPC, and
cost-per-thousand-impressions,
or CPM, basis. Personnel costs include salaries, bonuses,
stock-based compensation expense and employee benefit costs.
Compensation expense is primarily related to individuals
associated with maintaining our servers and websites, our
editorial staff, client management, creative team, compliance
group and media purchasing analysts. We capitalize costs
associated with software developed or obtained for internal use.
Costs incurred in the development phase are capitalized and
amortized in cost of revenue over the products estimated
useful life. We anticipate that our cost of revenue will
increase in absolute dollars.
Operating
Expenses
We classify our operating expenses into three categories:
product development, sales and marketing and general and
administrative. Our operating expenses consist primarily of
personnel costs and, to a lesser extent, professional fees, rent
and allocated costs. Personnel costs for each category of
operating expenses generally include salaries, bonuses and
commissions, stock-based compensation expense and employee
benefit costs.
38
Product Development. Product development
expenses consist primarily of personnel costs and professional
services fees associated with the development and maintenance of
our technology platforms, development and launching of our
websites, product-based quality assurance and testing. We
believe that continued investment in technology is critical to
attaining our strategic objectives and, as a result, we expect
technology development and enhancement expenses to increase in
absolute dollars in future periods.
Sales and Marketing. Sales and marketing
expenses consist primarily of personnel costs (including
commissions) and, to a lesser extent, allocated overhead,
professional services, advertising, travel and marketing
materials. We expect sales and marketing expenses to increase in
absolute dollars as we hire additional personnel in sales and
marketing to support our increasing revenue base and product
offerings.
General and Administrative. General and
administrative expenses consist primarily of personnel costs of
our executive, finance, legal, employee benefits and compliance
and other administrative personnel, as well as accounting and
legal professional services fees and other corporate expenses.
We expect general and administrative expenses to increase in
absolute dollars in future periods as we continue to invest in
corporate infrastructure and incur additional expenses
associated with being a public company, including increased
legal and accounting costs, investor relations costs, higher
insurance premiums and compliance costs associated with
Section 404 of the Sarbanes-Oxley Act of 2002.
Interest
and Other Income (Expense), Net
Interest and other income (expense), net, consists primarily of
interest income and interest expense. Interest expense is
related to our credit facilities and the promissory notes issued
in connection with our acquisitions. The outstanding balance of
our credit facilities and acquisition-related promissory notes
was $40.5 million and $26.3 million, respectively, as
of September 30, 2009. We expect interest expense to
decline in the near future as we intend to repay the outstanding
balance of our term loan from the net proceeds of this offering;
however, borrowings could subsequently increase as we continue
to implement our acquisition strategy. Interest income
represents interest received on our cash and cash equivalents,
which we expect will increase in the near term with the
investment of the net proceeds of this offering.
Income
Tax Expense
We are subject to tax in the United States as well as other tax
jurisdictions or countries in which we conduct business.
Earnings from our limited
non-U.S. activities
are subject to local country income tax and may be subject to
current U.S. income tax.
As of September 30, 2009, we did not have net operating
loss carryforwards for federal income tax purposes and had
approximately $2.8 million in California net operating loss
carryforwards that begin to expire in March 2011, and that we
expect to utilize in an amended return. The California net
operating loss carryforwards will not offset future taxable
income, but may instead result in a refund of historical taxes
paid. As of September 30, 2009, our Japanese subsidiary had
net operating loss carryforwards of approximately $370,000 that
will begin to expire in 2011. These net operating loss
carryforwards were fully reserved as of September 30, 2009.
As of September 30, 2009, we had net deferred tax assets of
$5.5 million. Our net deferred tax assets consist primarily
of accruals, reserves and stock-based compensation expense not
currently deductible for tax purposes. We assess the need for a
valuation allowance on the deferred tax assets by evaluating
both positive and negative evidence that may exist. Any
adjustment to the deferred tax asset valuation allowance would
be recorded in the income statement of the periods that the
adjustment is determined to be required.
On July 1, 2007, we adopted the authoritative accounting
guidance prescribing a threshold and measurement attribute for
the financial statement recognition and measurement of a tax
position taken or expected to be taken in a tax return. The
guidance also provides for de-recognition of tax benefits,
classification on the balance sheet, interest and penalties,
accounting in interim periods, disclosure and transition. The
guidance utilizes a two-step approach for evaluating uncertain
tax positions. Step one, Recognition, requires a company to
determine if the weight of available evidence indicates that a
tax position
39
is more likely than not to be sustained upon audit, including
resolution of related appeals or litigation processes, if any.
If a tax position is not considered more likely than
not to be sustained then no benefits of the position are
to be recognized. Step two, Measurement, is based on the largest
amount of benefit, which is more likely than not to be realized
on ultimate settlement.
Effective July 1, 2007, we adopted the accounting guidance
on uncertainties in income tax. The cumulative effect of
adoption to the opening balance of the retained earnings account
was $1,705.
Critical
Accounting Policies and Estimates
In presenting our consolidated financial statements in
conformity with U.S. generally accepting accounting
principals, or GAAP, we are required to make estimates and
assumptions that affect the reported amounts of assets,
liabilities, revenue, costs and expenses and related disclosures.
Some of the estimates and assumptions we are required to make
relate to matters that are inherently uncertain as they pertain
to future events. We base these estimates and assumptions on
historical experience or on various other factors that we
believe to be reasonable and appropriate under the
circumstances. On an ongoing basis, we reconsider and evaluate
our estimates and assumptions. Actual results may differ
significantly from these estimates.
We believe that the critical accounting policies listed below
involve our more significant judgments, assumptions and
estimates and, therefore, could have the greatest potential
impact on our consolidated financial statements. In addition, we
believe that a discussion of these policies is necessary to
understand and evaluate the consolidated financial statements
contained in this prospectus.
For further information on our critical and other significant
accounting policies, see Note 2 of our consolidated
financial statements included in this prospectus.
Revenue
Recognition
We derive revenue from two segments: DMS and DSS. DMS revenue,
which constituted 95%, 98% and 99% of our net revenue for fiscal
years 2007, 2008 and 2009, respectively, is derived primarily
from fees that are earned through the delivery of qualified
leads or paid clicks. We recognize revenue when persuasive
evidence of an arrangement exists, delivery has occurred, the
fee is fixed or determinable and collectability is reasonably
assured. Delivery is deemed to have occurred at the time a lead
or click is delivered to the client, provided that no
significant obligations remain.
From time to time, we may agree to credit clients for certain
leads or clicks if they fail to meet the contractual or other
guidelines of a particular client. We have established a sales
reserve based on historical experience. To date, our reserve has
been adequate for these credits. The adequacy of this reserve
depends on our ability to estimate the number of credits that we
will grant to our clients. If we were to change any of the
assumptions or judgments made in calculating the amount of the
reserve, it could cause a material change in the net revenue
that we report in a particular period. Our assessment of the
likelihood of collection is also a critical element in
determining the timing of revenue recognition. If we do not
believe that collection is reasonably assured, revenue will be
recognized on the earlier of the date that the collection is
reasonably assured or collection is made.
For a portion of our revenue, we have agreements with publishers
of online media used in the generation of leads or clicks. We
receive a fee from our clients and pay a fee to our publishers
either on a revenue-share, CPL, CPC or CPM basis. We are the
primary obligor in the transaction. As a result, the fees paid
by our clients are recognized as revenue and the fees paid to
our publishers are included in cost of revenue.
DSS revenue consists of
(i) set-up
and professional services fees and (ii) usage and hosting
fees. Set-up
and professional service fees that do not provide stand-alone
value to our clients are recognized over the contractual term of
the agreement or the expected client relationship period,
whichever is longer, effective when the application reaches the
go-live date. We define the go-live date
as the date when the application enters into a production
environment or all essential functionalities have been
delivered. We recognize usage
40
and hosting fees on a monthly basis as earned. Deferred revenue
consists of billings or payments in advance of reaching all the
above revenue recognition criteria, primarily comprising
deferred DSS revenue.
Stock-Based
Compensation
Through June 30, 2006, we accounted for our stock-based
employee compensation arrangements in accordance with the
intrinsic value provisions of Accounting Principles Board, or
APB, Opinion No. 25, Accounting for Stock Issued to
Employees, or APB 25, and related interpretations and complied
with the disclosure provisions of SFAS No. 123, Accounting
for Stock Based Compensation, and SFAS No. 148, Accounting
for Stock-Based Compensation Transition and Disclosure. Under
the intrinsic value method, compensation expense is measured on
the date of the grants as the difference between the fair value
of our common stock and the exercise or purchase price
multiplied by the number of stock options granted.
Effective July 1, 2006, we adopted SFAS 123(R), which
requires non-public companies that used the minimum value method
under SFAS 123 for either recognition or pro forma
disclosures to apply SFAS 123(R) using the
prospective-transition method. As such, we continue to apply the
intrinsic value method to equity awards outstanding at the date
of adoption of SFAS 123(R) that were measured using the
minimum value method. In accordance with SFAS 123(R), we
recognize the compensation cost of employee stock-based awards
granted subsequent to June 30, 2006 in the statement of
operations using the straight-line method over the vesting
period of the award.
The following table sets forth the total stock-based
compensation expense included in the related financial statement
line items:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Three Months Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Cost of revenue
|
|
$
|
416
|
|
|
$
|
1,112
|
|
|
$
|
1,916
|
|
|
$
|
470
|
|
|
$
|
728
|
|
Product development
|
|
|
75
|
|
|
|
443
|
|
|
|
669
|
|
|
|
161
|
|
|
|
253
|
|
Sales and marketing
|
|
|
226
|
|
|
|
581
|
|
|
|
1,761
|
|
|
|
416
|
|
|
|
507
|
|
General and administrative
|
|
|
1,354
|
|
|
|
1,086
|
|
|
|
1,827
|
|
|
|
351
|
|
|
|
741
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
$
|
2,071
|
|
|
$
|
3,222
|
|
|
$
|
6,173
|
|
|
$
|
1,398
|
|
|
$
|
2,229
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
We estimated the fair value of each option granted using the
Black-Scholes option-pricing method using the following
assumptions for the periods presented in the table below:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
Fiscal Year Ended June 30,
|
|
September 30,
|
|
|
2007
|
|
2008
|
|
2009
|
|
2008
|
|
2009
|
|
Weighted average stock price volatility
|
|
48%
|
|
52%
|
|
62%
|
|
61%
|
|
73%
|
Expected term (in years)
|
|
4.6 - 6.1
|
|
4.6
|
|
4.6
|
|
4.6
|
|
4.6
|
Expected dividend yield
|
|
|
|
|
|
|
|
|
|
|
Risk-free interest rate
|
|
4.6% - 4.9%
|
|
2.8% - 4.5%
|
|
1.8% - 3.1%
|
|
3.1%
|
|
2.5%
|
As of each stock option grant date, we considered the fair value
of the underlying common stock, determined as described below,
in order to establish the options exercise price.
As there has been no public market for our common stock prior to
this offering, and therefore a lack of company-specific
historical and implied volatility data, we have determined the
share price volatility for options granted based on an analysis
of reported data for a peer group of companies that granted
options with substantially similar terms. The expected
volatility of options granted has been determined using an
average of the historical volatility measures of this peer group
of companies for a period equal to the expected life of the
option. We intend to continue to consistently apply this process
using the same or similar entities until a sufficient amount of
historical information regarding the volatility of our own share
price becomes available,
41
or unless circumstances change such that the identified entities
are no longer similar to us. In this latter case, more suitable
entities whose share prices are publicly available would be
utilized in the calculation.
The expected life of options granted has been determined
utilizing the simplified method as prescribed by the
SECs Staff Accounting Bulletin, or SAB, No. 107,
Share-Based Payment, or SAB 107. The risk-free
interest rate is based on a daily treasury yield curve rate
whose term is consistent with the expected life of the stock
options. We have not paid and do not anticipate paying cash
dividends on our shares of common stock; therefore, the expected
dividend yield is assumed to be zero.
In addition, SFAS 123R requires forfeitures to be estimated
at the time of grant and revised, if necessary, in subsequent
periods if actual forfeitures differ from those estimates,
whereas SFAS 123 permitted companies to record forfeitures
based on actual forfeitures. We apply an estimated forfeiture
rate based on our historical forfeiture experience.
Since the beginning of fiscal year 2007, we granted stock
options with exercise prices as follows:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Common Stock Fair
|
|
Intrinsic Fair
|
|
|
|
|
|
|
Value per Share
|
|
Value per Share
|
|
|
Number of Shares
|
|
|
|
for Financial
|
|
for Financial
|
|
|
Underlying Options
|
|
Exercise Price
|
|
Reporting Purposes at
|
|
Reporting Purposes at
|
Grant Dates
|
|
Granted
|
|
per Share
|
|
Grant Date
|
|
Grant Date
|
|
July 1, 2006
|
|
|
88,100
|
|
|
$
|
9.01
|
|
|
$
|
9.01
|
|
|
$
|
|
|
September 28, 2006
|
|
|
133,794
|
|
|
|
9.40
|
|
|
|
9.40
|
|
|
|
|
|
December 1, 2006
|
|
|
713,000
|
|
|
|
9.40
|
|
|
|
9.40
|
|
|
|
|
|
January 31, 2007
|
|
|
165,000
|
|
|
|
9.40
|
|
|
|
9.40
|
|
|
|
|
|
January 31, 2007(1)
|
|
|
81,500
|
|
|
|
10.34
|
|
|
|
9.40
|
|
|
|
|
|
March 23, 2007
|
|
|
35,100
|
|
|
|
9.40
|
|
|
|
9.40
|
|
|
|
|
|
May 31, 2007
|
|
|
1,161,400
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
September 27, 2007
|
|
|
116,700
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
January 30, 2008
|
|
|
729,200
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
April 25, 2008
|
|
|
469,500
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
July 25, 2008
|
|
|
1,695,600
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
July 25, 2008(1)
|
|
|
85,000
|
|
|
|
11.31
|
|
|
|
10.28
|
|
|
|
|
|
October 2, 2008
|
|
|
277,900
|
|
|
|
10.28
|
|
|
|
10.28
|
|
|
|
|
|
January 28, 2009
|
|
|
331,800
|
|
|
|
9.01
|
|
|
|
9.01
|
|
|
|
|
|
April 29, 2009
|
|
|
184,800
|
|
|
|
9.01
|
|
|
|
9.01
|
|
|
|
|
|
August 7, 2009
|
|
|
1,875,050
|
|
|
|
9.01
|
|
|
|
13.93
|
|
|
|
4.92
|
|
August 7, 2009(1)
|
|
|
87,705
|
|
|
|
9.91
|
|
|
|
13.93
|
|
|
|
4.02
|
|
October 6, 2009
|
|
|
220,600
|
|
|
|
11.08
|
|
|
|
16.88
|
|
|
|
5.80
|
|
November 17, 2009
|
|
|
1,080,500
|
|
|
|
19.00
|
|
|
|
19.00
|
|
|
|
|
|
|
|
|
(1) |
|
Options granted with an exercise price per share equal to 110%
of the fair market value of one share of our common stock, as
determined by our board of directors on the date of grant. |
We have historically granted stock options at exercise prices no
less than the fair market value as determined by our board of
directors, with input from management. Because our common stock
is not publicly traded, our board of directors exercised
judgment in determining the estimated fair value of our common
stock on the date of grant based on a number of objective and
subjective factors. Factors considered by our board of directors
included:
|
|
|
|
|
company performance, our growth rate and financial condition at
the approximate time of the option grant;
|
42
|
|
|
|
|
the value of companies that we consider peers based on a number
of factors including, but not limited to, similarity to us with
respect to industry, business model, stage of growth, financial
risk or other factors;
|
|
|
|
changes in the company and our prospects since the last option
grants and determination of fair value;
|
|
|
|
amounts recently paid by investors in arms-length
transactions for our common stock and convertible preferred
stock;
|
|
|
|
the rights, preference and privileges of preferred stock
relative to those of our common stock;
|
|
|
|
future financial projections; and
|
|
|
|
valuations completed in conjunction with, and at the time of,
each option grant.
|
We prepared contemporaneous valuations at each of the grant
dates. The methodology we used derived equity values utilizing a
probability-weighted expected return method, or PWERM, that
weighs various potential liquidity outcomes with each outcome
assigned a probability to arrive at the weighted equity value.
For each of the possible events, a range of future equity values
is estimated, based on the market, income or cost approaches and
over a range of possible event dates, all plus or minus a
standard deviation for value and timing. The timing of these
events is based on discussion with our management. For each
future equity value scenario, the rights and preferences of each
stockholder class are considered in order to determine the
appropriate allocation of value to common shares. The value of
each common share is then multiplied by a discount factor
derived from the calculated discount rate and the expected
timing of the event (plus or minus a standard deviation of
time). The value per common share, taking into account
sensitivities to the timing of the event, is then multiplied by
an estimated probability for each of the possible events based
on discussion with our management. The calculated value per
common share under a private company scenario (i.e., no
liquidity outcome in the form of an initial public offering or
strategic merger or sale) is then discounted for a lack of
marketability. A probability-weighted value per share of common
stock is then determined. Under the PWERM, the value of our
common stock is estimated based upon an analysis of values for
our common stock assuming the following various possible future
events for the company:
|
|
|
|
|
initial public offering;
|
|
|
|
strategic merger or sale;
|
|
|
|
dissolution/no value to common stockholders; and
|
|
|
|
remaining a private company.
|
While, consistent with our previous practice, we performed a
contemporaneous valuation at the time of the August 7, 2009
grant, we decided to reassess that valuation for financial
reporting purposes in light of the new facts and circumstances
of which we became aware in November 2009, prior to the issuance
of the September 30, 2009 quarterly results of operations,
namely, a significant acceleration of our plans for a proposed
initial public offering and additional data on expected
valuation ranges for the proposed initial public offering. Based
on the reassessment, we concluded that the fair value of one
share of our common stock for financial reporting purposes on
August 7, 2009 (the date of grant for options to purchase
1,875,050 shares of common stock with exercise prices of
$9.01 per share and an option to purchase 87,705 shares with an
exercise price of $9.91 per share) was $13.93. In addition,
on October 6, 2009, we issued options to purchase
220,600 shares of common stock with exercise prices of
$11.08 per share based on a contemporaneous management
valuation. In light of these new or subsequently discovered
facts and circumstances, we reassessed the fair market value of
our common stock for financial reporting purposes at
October 6, 2009 to be $16.88 and we will recognize stock
compensation expense accordingly. On November 17, 2009, we
issued options to purchase 1,080,500 shares of common stock
with exercise prices of $19.00 per share.
Recoverability
of Intangible Assets, Including Goodwill
Intangible assets consist primarily of content, domain names,
customer and publisher relationships, non-compete agreements,
and other intangible assets. Intangible assets acquired in a
business combination are
43
measured at fair value at the date of acquisition. We amortize
all intangible assets on a straight line basis over their
expected lives. As of June 30, 2009 and September 30,
2009, we had $106.7 million and $119.5 million of
goodwill, respectively, and $34.0 million and
$36.6 million of other intangible assets, respectively,
with estimable useful lives on our consolidated balance sheets.
We review our indefinite-lived intangible assets for impairment
at least annually or as indicators of impairment exist based on
comparing the fair value of the asset to the carrying value of
the asset. Goodwill is currently our only indefinite-lived
intangible asset. We perform our annual goodwill impairment test
in the fourth quarter for each of our DMS and DSS reporting
units. Our goodwill impairment test requires the use of
fair-value techniques, which are inherently subjective.
We performed our goodwill impairment test on our DMS reporting
unit by comparing the fair value of the business enterprise as
adjusted for the value of the DSS reporting unit to its carrying
value. The business enterprise value as a whole calculated on
April 20, 2009 for our goodwill impairment test in the
fourth quarter of 2009 differs from the implied market
capitalization based on the fair value of an individual share of
our common stock used for granting stock options as
March 31, 2009, as described below under
Managements Discussion and Analysis of Financial
Condition and Results of Operations Critical
Accounting Estimates Stock-Based Compensation,
because the business enterprise value is the estimated value
that would be received for the sale of the company as a whole in
an orderly transaction between market participants, whereas the
estimated value used to determine the fair value of an
individual share of common stock was determined on the basis of
a non-marketable minority share of a non-public company. The
calculation of the non-marketable minority interest of an
individual share takes into consideration interest bearing debt,
the fair value of stock options issued, shares outstanding and a
marketability discount on common stock that is not freely
tradable in a public market. Fair value of our DSS reporting
unit was estimated in April 2009 using the income approach.
Under the income approach, we calculated the fair value of our
DSS reporting unit based on the present value of estimated
future cash flows.
The valuation of goodwill could be affected if actual results
differ substantially from our estimates. Circumstances that
could affect the valuation of goodwill include, among other
things, a significant change in our business climate and buying
habits of our subscriber base along with increased costs to
provide systems and technologies required to support our content
and search capabilities. Based on our analysis in the fourth
quarter of 2009, no impairment of goodwill was indicated. We
have determined that a 10% change in our cash flow assumptions
or a marginal change in our discount rate as of the date of our
most recent goodwill impairment test would not have changed the
outcome of the test.
We evaluate the recoverability of our long-lived assets in
accordance with SFAS No. 144, Accounting for the Impairment
or Disposal of Long-lived Assets, or SFAS 144.
SFAS 144 requires recognition of impairment of long-lived
assets in the event that the net book value of such assets
exceeds the future undiscounted net cash flows attributable to
such assets. In accordance with SFAS 144, we recognize
impairment, if any, in the period of identification to the
extent the carrying amount of an asset exceeds the fair value of
such asset. Based on our analysis, no impairment was recorded in
fiscal year 2009.
44
Results
of Operations
The following table sets forth our consolidated statement of
operations for the periods indicated:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
Ended September 30,
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
2008
|
|
|
2009
|
|
|
|
(In thousands)
|
|
|
Net revenue
|
|
$
|
167,370
|
|
|
|
100.0
|
%
|
|
$
|
192,030
|
|
|
|
100.0
|
%
|
|
$
|
260,527
|
|
|
|
100.0
|
%
|
|
$
|
63,678
|
|
|
|
100.0
|
%
|
|
$
|
78,552
|
|
|
|
100.0
|
%
|
Cost of revenue(1)
|
|
|
108,945
|
|
|
|
65.1
|
|
|
|
130,869
|
|
|
|
68.2
|
|
|
|
181,593
|
|
|
|
69.7
|
|
|
|
45,281
|
|
|
|
71.1
|
|
|
|
55,047
|
|
|
|
70.1
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gross profit
|
|
|
58,425
|
|
|
|
34.9
|
|
|
|
61,161
|
|
|
|
31.8
|
|
|
|
78,934
|
|
|
|
30.3
|
|
|
|
18,397
|
|
|
|
28.9
|
|
|
|
23,505
|
|
|
|
29.9
|
|
Operating expenses:(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Product development
|
|
|
14,094
|
|
|
|
8.4
|
|
|
|
14,051
|
|
|
|
7.3
|
|
|
|
14,887
|
|
|
|
5.7
|
|
|
|
3,757
|
|
|
|
5.9
|
|
|
|
4,470
|
|
|
|
5.7
|
|
Sales and marketing
|
|
|
8,487
|
|
|
|
5.1
|
|
|
|
12,409
|
|
|
|
6.5
|
|
|
|
16,154
|
|
|
|
6.2
|
|
|
|
4,259
|
|
|
|
6.7
|
|
|
|
3,625
|
|
|
|
4.6
|
|
General and administrative
|
|
|
11,440
|
|
|
|
6.8
|
|
|
|
13,371
|
|
|
|
7.0
|
|
|
|
13,172
|
|
|
|
5.1
|
|
|
|
3,736
|
|
|
|
5.9
|
|
|
|
3,441
|
|
|
|
4.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating income
|
|
|
24,404
|
|
|
|
14.6
|
|
|
|
21,330
|
|
|
|
11.1
|
|
|
|
34,721
|
|
|
|
13.3
|
|
|
|
6,645
|
|
|
|
10.4
|
|
|
|
11,969
|
|
|
|
15.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest income
|
|
|
1,905
|
|
|
|
1.1
|
|
|
|
1,482
|
|
|
|
0.8
|
|
|
|
245
|
|
|
|
0.1
|
|
|
|
90
|
|
|
|
0.1
|
|
|
|
9
|
|
|
|
|
|
Interest expense
|
|
|
(732
|
)
|
|
|
(0.4
|
)
|
|
|
(1,214
|
)
|
|
|
(0.6
|
)
|
|
|
(3,544
|
)
|
|
|
(1.4
|
)
|
|
|
(763
|
)
|
|
|
(1.2
|
)
|
|
|
(748
|
)
|
|
|
(1.0
|
)
|
Other income (expense), net
|
|
|
(139
|
)
|
|
|
(0.1
|
)
|
|
|
145
|
|
|
|
0.1
|
|
|
|
(239
|
)
|
|
|
(0.1
|
)
|
|
|
51
|
|
|
|
0.1
|
|
|
|
120
|
|
|
|
0.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income before income taxes
|
|
|
25,438
|
|
|
|
15.2
|
|
|
|
21,743
|
|
|
|
11.3
|
|
|
|
31,183
|
|
|
|
12.0
|
|
|
|
6,023
|
|
|
|
9.5
|
|
|
|
11,350
|
|
|
|
14.4
|
|
Provision for income taxes
|
|
|
(9,828
|
)
|
|
|
(5.9
|
)
|
|
|
(8,876
|
)
|
|
|
(4.6
|
)
|
|
|
(13,909
|
)
|
|
|
(5.3
|
)
|
|
|
(2,719
|
)
|
|
|
(4.3
|
)
|
|
|
(4,837
|
)
|
|
|
(6.2
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
|
|
$
|
15,610
|
|
|
|
9.3
|
%
|
|
$
|
12,867
|
|
|
|
6.7
|
%
|
|
$
|
17,274
|
|
|
|
6.6
|
%
|
|
$
|
3,304
|
|
|
|
5.2
|
%
|
|
$
|
6,513
|
|
|
|
8.3
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
Includes stock-based compensation expense as follows: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cost of revenue
|
|
$
|
416
|
|
|
|
0.2
|
%
|
|
$
|
1,112
|
|
|
|
0.6
|
%
|
|
$
|
1,916
|
|
|
|
0.7
|
%
|
|
$
|
470
|
|
|
|
0.7
|
%
|
|
$
|
728
|
|
|
|
0.9
|
%
|
Product development
|
|
|
75
|
|
|
|
0.0
|
|
|
|
443
|
|
|
|
0.2
|
|
|
|
669
|
|
|
|
0.3
|
|
|
|
161
|
|
|
|
0.3
|
|
|
|
253
|
|
|
|
0.3
|
|
Sales and marketing
|
|
|
226
|
|
|
|
0.1
|
|
|
|
581
|
|
|
|
0.3
|
|
|
|
1,761
|
|
|
|
0.7
|
|
|
|
416
|
|
|
|
0.7
|
|
|
|
507
|
|
|
|
0.6
|
|
General and administrative
|
|
|
1,354
|
|
|
|
0.8
|
|
|
|
1,086
|
|
|
|
0.6
|
|
|
|
1,827
|
|
|
|
0.7
|
|
|
|
351
|
|
|
|
0.6
|
|
|
|
741
|
|
|
|
0.9
|
|
Three
Months Ended September 30, 2008 and 2009
Net
Revenue
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
|
September 30,
|
|
2008-2009
|
|
|
2008
|
|
2009
|
|
% Change
|
|
|
(In thousands)
|
|
|
|
Net revenue
|
|
$
|
63,678
|
|
|
$
|
78,552
|
|
|
|
23
|
%
|
Cost of revenue
|
|
|
45,281
|
|
|
|
55,047
|
|
|
|
22
|
%
|
Net revenue increased $14.9 million, or 23%, from the three
months ended September 30, 2008 to the three months ended
September 30, 2009. Substantially all of this increase was
attributable to an increase in our financial services vertical.
Financial services net revenue increased from $15.2 million
in the three months ended September 30, 2008 to
$31.0 million in the corresponding 2009 period, an increase
of $15.8 million, or 104%. The increase in financial
services revenue was driven primarily by lead and click volume
increases at relatively steady prices.
45
Cost
of Revenue
Cost of revenue increased $9.8 million, or 22%, from the
three months ended September 30, 2008 to the three months
ended September 30, 2009. The increase in cost of revenue
was driven by increased media costs due to lead and click volume
increases. Gross margin, which is the difference between net
revenue and cost of revenue as a percentage of net revenue,
increased from 28.9% for the three months ended
September 30, 2008 to 29.9% for the three months ended
September 30, 2009. The increase in gross margin is
primarily attributable to a reduction in workforce in the third
quarter of fiscal year 2009.
Operating
Expenses
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
|
|
|
September 30,
|
|
|
2008-2009%
|
|
|
|
2008
|
|
|
2009
|
|
|
Change
|
|
|
|
(In thousands)
|
|
|
|
|
|
Product development
|
|
$
|
3,757
|
|
|
$
|
4,470
|
|
|
|
19
|
%
|
Sales and marketing
|
|
|
4,259
|
|
|
|
3,625
|
|
|
|
(15
|
)%
|
General and administrative
|
|
|
3,736
|
|
|
|
3,441
|
|
|
|
(8
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating expenses
|
|
$
|
11,752
|
|
|
$
|
11,536
|
|
|
|
(2
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Product
Development Expenses
Product development expenses increased $713,000, or 19%, from
the three months ended September 30, 2008 to the three
months ended September 30, 2009. The increase is
attributable primarily to increased management performance
bonuses and, to a lesser extent, increased professional services
fees associated with the development of our technology platforms
and an increase in allocated overhead costs.
Sales and
Marketing Expenses
Sales and marketing expenses declined $634,000, or 15%, from the
three months ended September 30, 2008 to the three months
ended September 30, 2009. The decline is due to a 23%
decrease in our sales and marketing headcount and related
compensation expenses due to a reduction in workforce in the
third quarter of fiscal year 2009.
General
and Administrative Expenses
General and administrative expenses decreased $295,000, or 8%,
from the three months ended September 30, 2008 to the three
months ended September 30, 2009. The decline is due to a
decrease in our legal expenses attributable to the settlement of
an ongoing legal matter in the fourth quarter of fiscal year
2009.
Interest
and Other Income (Expense), Net
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
|
|
|
|
September 30,
|
|
|
2008-2009%
|
|
|
|
2008
|
|
|
2009
|
|
|
Change
|
|
|
|
(In thousands)
|
|
|
|
|
|
Interest income
|
|
$
|
90
|
|
|
$
|
9
|
|
|
|
(90
|
)%
|
Interest expense
|
|
|
(763
|
)
|
|
|
(748
|
)
|
|
|
(2
|
)%
|
Other income (expense), net
|
|
|
51
|
|
|
|
120
|
|
|
|
135
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
(622
|
)
|
|
$
|
(619
|
)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest and other income (expense), net was flat from the three
months ended September 30, 2008, to the three months ended
September 2009. The decrease in interest income is due to a
decline in our invested cash balances. Other income (expense),
net increased $69,000, or 135%, from the three months ended
46
September 30, 2008 to the three months ended
September 30, 2009 due to the weakening of the
U.S. dollar against the Canadian dollar.
Provision
for Taxes
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended
|
|
|
September 30,
|
|
|
2008
|
|
2009
|
|
|
(In thousands)
|
|
Provision for taxes
|
|
$
|
2,719
|
|
|
$
|
4,837
|
|
Effective tax rate
|
|
|
45.1
|
%
|
|
|
42.6
|
%
|
The decline in our effective tax rate from the three months
ended September 30, 2008 to the three months ended
September 30, 2009 was impacted primarily by decreased
state income tax expense in jurisdictions in which we no longer
had a physical presence, the unavailability of research and
development tax credits during the three months ended
September 30, 2008 and, to a lesser extent, increased tax
deductions associated with employee stock option disqualifying
dispositions. The decline was offset by increased non-deductible
stock-based compensation expense.
Comparison
of Fiscal Years Ended June 30, 2007, 2008 and
2009
Net
Revenue
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fiscal Year Ended June 30,
|
|
2007-2008
|
|
2008-2009
|
|
|
2007
|
|
2008
|
|
2009
|
|
% Change
|
|
% Change
|
|
|
(In thousands)
|
|
|
|
|
|
Net revenue
|
|
$
|
167,370
|
|
|
$
|
192,030
|
|
|
$
|
260,527
|
|
|
|
15
|
%
|
|
|
36
|
%
|
Cost of revenue
|
|
|
108,945
|
|
|
|
130,869
|
|
|
|
181,593
|
|
|
|
20
|
%
|
|
|
39
|
%
|
Net revenue increased $68.5 million, or 36%, from fiscal
year 2008 to fiscal year 2009, attributable primarily to an
increase in our financial services and education verticals,
offset in part by a decline in our DSS business. Financial
services net revenue increased from $21.9 million in fiscal
year 2008 to $79.7 million in fiscal year 2009, an increase
of $57.8 million, or 264%. Revenue growth in our financial
services client vertical was driven by lead and click volume
increases at relatively steady prices and the full effect of the
acquisition of SureHits in the fourth quarter of fiscal year
2008. Our education client vertical net revenue increased from
$142.2 million in fiscal year 2008 to $151.4 million
in fiscal year 2009, an increase of $9.1 million, or 6%,
half due to lead volume increases and half due to pricing
increases. Our other client verticals net revenue
increased from $24.3 million in fiscal year 2008 to
$26.3 million in fiscal year 2009, an increase of
$2.0 million, or 8%, due primarily to the full effect of
the acquisition of the assets of Vendorseek L.L.C., within our
B2B vertical in the fourth quarter of fiscal year 2008. The
revenue increase in our other verticals was partially offset by
declines in our home services vertical due to both a challenging
economic environment and lack of available consumer credit.
Net revenue increased $24.7 million, or 15%, from fiscal
year 2007 to fiscal year 2008, attributable primarily to
increases in our education, financial services and other
verticals, partially offset by declines in our DSS business.
Education client vertical net revenue increased from
$131.0 million to $142.2 million, an increase of
$11.2 million, or 9%, due primarily to lead volume
increases at relatively steady prices. Financial services client
vertical net revenue increased from $12.2 million to
$21.9 million, an increase of $9.7 million, or 80%.
Revenue growth in our financial services client vertical was
driven primarily by the acquisition of SureHits in the fourth
quarter of fiscal year 2008. Net revenue from our other client
verticals increased from $16.6 million in fiscal year 2007
to $24.3 million in fiscal year 2008, an increase of
$7.7 million, or 46%, due primarily to increases in our
home services client vertical primarily as a result of the
acquisition of ReliableRemodeler in the third quarter of fiscal
year 2008.
47
Cost
of Revenue
Cost of revenue increased $50.7 million, or 39%, from
fiscal year 2008 to fiscal year 2009, driven by increased media
costs due to lead and click volume increases and, to a lesser
extent, increased amortization of acquisition-related intangible
assets driven primarily by the large number of acquisitions in
fiscal years 2008 and 2009. Our gross margin declined from 31.8%
in fiscal year 2008 to 30.3% in fiscal year 2009 due primarily
to the acquisition of SureHits, which is characterized by lower
gross margins.
Cost of revenue increased $21.9 million, or 20%, from
fiscal year 2007 to fiscal year 2008, driven by increased media
costs due to lead volume increases and, to a lesser extent,
increased amortization of acquisition-related intangible assets
driven by acquisitions in fiscal year 2008, as well as increased
personnel costs due to an 11% increase in average headcount and
related compensation expense increases. Gross margin declined
from 34.9% in fiscal year 2007 to 31.8% in fiscal year 2008 due
primarily to the acquisition of SureHits, which is characterized
by lower gross margins, as well as increased amortization of
acquired intangible assets associated with acquisitions during
fiscal year 2008.
Operating
Expenses
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
2007-2008
|
|
|
2008-2009
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
% Change
|
|
|
% Change
|
|
|
|
(In thousands)
|
|
|
|
|
|
|
|
|
Product development
|
|
$
|
14,094
|
|
|
$
|
14,051
|
|
|
$
|
14,887
|
|
|
|
|
|
|
|
6
|
%
|
Sales and marketing
|
|
|
8,487
|
|
|
|
12,409
|
|
|
|
16,154
|
|
|
|
46
|
%
|
|
|
30
|
%
|
General and administrative
|
|
|
11,440
|
|
|
|
13,371
|
|
|
|
13,172
|
|
|
|
17
|
%
|
|
|
(1
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating expenses
|
|
$
|
34,021
|
|
|
$
|
39,831
|
|
|
$
|
44,213
|
|
|
|
17
|
%
|
|
|
11
|
%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Product
Development Expenses
Product development expenses increased $836,000, or 6%, from
fiscal year 2008 to fiscal year 2009, due primarily to increased
management performance bonuses and increased stock-based
compensation expense. The increased management performance
bonuses were paid in connection with our achievement of
specified financial metrics during fiscal year 2009 that were
not achieved in the corresponding prior year period, as well as
an increase in the number of individuals eligible for such
bonuses. The increase in product development expenses was
partially offset by a reduction in workforce in the third
quarter of fiscal year 2009. Product development expenses
remained flat from fiscal year 2007 to fiscal year 2008.
Sales and
Marketing Expenses
Sales and marketing expenses increased $3.7 million, or
30%, from fiscal year 2008 to fiscal year 2009, due primarily to
increased personnel costs and, to a lesser extent, increased
stock-based compensation expense, advertising and marketing
expenses. The increase in personnel costs was due to an 18%
increase in average headcount and related compensation expenses
driven primarily by the acquisition of ReliableRemodeler in the
third quarter of fiscal year 2008. Increased advertising and
marketing expenses were due to overall increases in sales and
marketing activities associated with the increased volume of
business in fiscal year 2009 as compared to the prior year
period. The increase was partially offset by a reduction in
workforce in the third quarter of fiscal year 2009.
Sales and marketing expenses increased $3.9 million, or
46%, from fiscal year 2007 to fiscal year 2008, due primarily to
a one-time payout of a management retention bonus in the second
quarter of fiscal year 2008, increased personnel costs due to a
47% increase in average headcount and, to a lesser extent,
increased stock-based compensation expense. The increase in
personnel costs was driven primarily by the acquisition of
ReliableRemodeler in the third quarter of fiscal year 2008.
48
General
and Administrative Expenses
General and administrative expenses remained relatively flat in
fiscal year 2009 compared to fiscal year 2008. The slight
decline consisted of a decrease in legal expenses, partially
offset by an increase in stock-based compensation expense. The
decline in legal expenses is attributable to a decrease in
expenses related to an ongoing legal matter which was settled
prior to the fourth quarter of fiscal year 2009. In connection
with the settlement, we paid a one-time, non-refundable fee of
$850,000. We recognized an intangible asset of $226,000 related
to the estimated fair value of the license and expensed the
remaining $624,000 as a settlement expense.
General and administrative expenses increased $1.9 million,
or 17%, from fiscal year 2007 to fiscal year 2008. The increase
was driven by increased legal fees associated with the legal
matter discussed above, increased personnel costs due to a 6%
increase in average headcount and a one-time payout of
management retention bonuses in the second quarter of fiscal
year 2008, as well as increased stock-based compensation expense.
Interest
and Other Income (Expense), Net
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
2007-2008
|
|
|
2008-2009
|
|
|
|
2007
|
|
|
2008
|
|
|
2009
|
|
|
% Change
|
|
|
% Change
|
|
|
|
(In thousands)
|
|
|
|
|
|
|
|
|
Interest income
|
|
$
|
1,905
|
|
|
$
|
1,482
|
|
|
$
|
245
|
|
|
|
(22
|
)%
|
|
|
(83
|
)%
|
Interest expense
|
|
|
(732
|
)
|
|
|
(1,214
|
)
|
|
|
(3,544
|
)
|
|
|
66
|
%
|
|
|
192
|
%
|
Other income (expense), net
|
|
|
(139
|
)
|
|
|
145
|
|
|
|
(239
|
)
|
|
|
(204
|
)%
|
|
|
(265
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest and other income (expense), net
|
|
$
|
1,034
|
|
|
$
|
413
|
|
|
$
|
(3,538
|
)
|
|
|
(60
|
)%
|
|
|
(957
|
)%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest and other income (expense), net declined
$4.0 million from fiscal year 2008 to fiscal year 2009 due
to increased interest expense, lowered interest income and
foreign currency losses. The increase in interest expense is due
to an increase in non-cash imputed interest on
acquisition-related notes payable and a draw down on our credit
facilities. Decreased interest income is due to a decline in our
invested cash balances. The decline in other income (expense),
net was due to foreign currency losses driven by weakening of
the Canadian dollar against the U.S. dollar.
Interest and other income (expense), net declined $621,000 from
fiscal year 2007 to fiscal year 2008 due primarily to increased
non-cash imputed interest expense associated with an increase in
acquisition-related notes payable and the draw down on our
credit facilities, reduced interest income due to lower average
investment balances and declining average interest rates. The
increase in other income (expense), net relates to a change in
the functional currency of one of our subsidiaries and the
resulting reclassification of an unrealized currency translation
gain from other comprehensive income to other income (expense),
net.
Provision
for Taxes
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Fiscal Year Ended June 30,
|
|
|
2007
|
|
2008
|
|
2009
|
|
|
(In thousands)
|
|
Provision for taxes
|
|
$
|
9,828
|
|
|
$
|
8,876
|
|
|
$
|
13,909
|
|
Effective tax rate
|
|
|
38.6
|
%
|
|
|
40.8
|
%
|
|
|
44.6
|
%
|
The increase in our effective tax rate from fiscal year 2008 to
fiscal year 2009 was impacted by increased state income tax
expense in connection with our acquisitions of businesses in
various jurisdictions within the U.S. in which we did not
previously have a presence and, to a lesser extent, increased
foreign income taxes and non-deductible stock-based compensation
expense. The increase in our effective tax rate was partially
offset by increased research and development tax credits
recorded in connection with the Emergency Economic
Stabilization Act of 2008, or the Act. On October 3,
2008, the Act, which contains the Tax Extenders and
Alternative Minimum Tax Relief Act of 2008 was signed into
law. Under the Act, the research credit was retroactively
extended for amounts paid or incurred after December 31,
2007 and before January 1, 2010.
49
The increase in our effective tax rate from fiscal year 2007 to
fiscal year 2008 was due primarily to increased non-deductible
stock-based compensation expense and a decline in federal
research and development tax credits in fiscal year 2008 due to
the expiration of research and development credit laws in
December 31, 2007.
Liquidity
and Capital Resources
Our primary operating cash requirements include the payment of
media costs, personnel costs, costs of information technology
systems and office facilities.
Since our inception, we have financed our operations and
acquisitions primarily through cash flow from operations,
private placements of our convertible preferred stock and
borrowing under our bank credit facilities and seller notes. We
have generated approximately $138.3 million in cash flows
from operations and have received a total of approximately
$37.4 million from private share placements and an
additional $5.4 million from the exercise of stock options
to purchase shares of our common stock. Our principal sources of
liquidity as of September 30, 2009, consisted of cash and
cash equivalents of $28.1 million and our revolving credit
facility which had $57.3 million available for borrowing as
of such date.
Net
Cash Provided by or Used in Operating Activities
Net cash used in operating activities was $0.3 million in
the three months ended September 30, 2008 and net cash
provided by operating activities was $11.8 million in the
three months ended September 30, 2009 and
$25.2 million, $24.8 million and $32.6 million in
fiscal years 2007, 2008 and 2009, respectively. Our net cash
provided by or used in operating activities is primarily a
result of our net income adjusted by non-cash expenses such as
depreciation and amortization, stock-based compensation expense,
provision for sales returns and changes in working capital
components, and is influenced by the timing of cash collections
from our clients and cash payments for purchases of media and
other expenses.
Net
Cash Used in Investing Activities
Our investing activities primarily include acquisitions of media
websites and businesses; purchases, sales and maturities of
marketable securities; capital expenditures; and capitalized
internal development costs. Net cash used in investing
activities was $11.2 million and $12.5 million in the
three months ended September 30, 2008 and 2009,
respectively, and was $26.4 million, $49.2 million and
$27.3 million in fiscal years 2007, 2008 and 2009,
respectively. Capital expenditures and internal software
development costs totaled $0.9 million and
$0.8 million in the three months ended September 30,
2008 and 2009, respectively, and $3.5 million,
$3.6 million and $2.4 million in fiscal years 2007,
2008 and 2009, respectively.
Cash used in investing activities in the three months ended
September 30, 2009 was impacted by the acquisition of
Payler Corp. D/B/A HSH Associates Financial Publishers, or HSH,
a New Jersey-based online company providing comprehensive
mortgage rate information for an initial $6.0 million cash
payment, as well as by purchases of the operations of 12 other
website publishing businesses for an aggregate of approximately
$4.6 million in cash payments.
Cash used in investing activities in fiscal year 2009 was
impacted by the acquisition of U.S. Citizens for Fair Credit
Card Terms, Inc, or CardRatings, for an initial cash payment of
$10.4 million, as well as purchases of the operations of 33
other website publishing businesses for an aggregate of
approximately $14.6 million in cash payments. Cash used in
investing activities in fiscal year 2008 was driven by the
acquisitions of SureHits, ReliableRemodeler and Vendorseek
amounting to total cash payments of $54.7 million, as well
as purchases of the operations of 20 website publishing
businesses for an aggregate of approximately $9.5 million
in cash payments. Cash used in investing activities in fiscal
year 2008 was partially offset by proceeds from sales and
maturities of marketable securities, net of purchases of
marketable securities, of $17.5 million. Cash used in
investing activities in fiscal year 2007 was driven by purchases
of the operations of 32 website publishing businesses for an
aggregate of approximately $11.8 million in cash payments,
as well as purchases of marketable securities, net of proceeds
from sales and maturities or marketable securities, of
$11.0 million.
50
Net
Cash Provided by or Used in Financing Activities
Cash provided by financing activities was $3.6 million and
$6.9 million in the three months ended September 30,
2009 and 2008, respectively. Cash provided by financing
activities in the three months ended September 30, 2009 was
due to proceeds from a draw down of our revolving credit
facility of $6.5 million, partially offset by
$3.3 million in principal payments on acquisition-related
notes payable and our term loan, as well as repurchases of our
common stock.
Cash used in financing activities was $5.0 million and
$2.8 million in fiscal years 2009 and 2007, respectively,
and cash provided by financing activities was $22.8 million
in fiscal year 2008. Cash used in financing activities in fiscal
year 2009 was due to principal payments on acquisition-related
notes payable and our term loan of $13.1 million and stock
repurchases of $1.3 million, partially offset by proceeds
from a draw down of our revolving credit facility of
$8.6 million. Cash provided by financing activities in
fiscal year 2008 was driven by proceeds from our term loan of
$29.0 million and proceeds from issuance of common stock as
a result of stock option exercises of $2.6 million,
partially offset by $5.6 million in stock repurchases and
principal payments on acquisition-related notes payable of
$4.9 million. Cash used in financing activities in fiscal
year 2007 was driven by principal payments on
acquisition-related notes payable of $3.9 million,
partially offset by proceeds from issuance of common stock as a
result of stock option exercises of $0.7 million.
Capital
Resources
We believe that our cash and cash equivalents, funds generated
from our operations and available amounts under our credit
facilities, together with the net proceeds of this offering,
will be sufficient to meet our working capital and
non-acquisition related capital expenditure requirements for at
least the next 12 months. In order to expand our business
or acquire additional complementary businesses or technologies,
we may need to raise additional funds through equity or debt
financings. If required, additional financing may not be
available on terms that are favorable to us, if at all. If we
raise additional funds through the issuance of equity or
convertible debt securities, the percentage ownership of our
stockholders will be reduced and these securities might have
rights, preferences and privileges senior to those of our
current stockholders. No assurance can be given that additional
financing will be available or that, if available, such
financing can be obtained on terms favorable to our stockholders
and us.
During the last three years, inflation and changing prices have
not had a material effect on our business and we do not expect
that inflation or changing prices will materially affect our
business in the foreseeable future.
Off-Balance
Sheet Arrangements
During the periods presented, we did not have any relationships
with unconsolidated entities or financial partnerships, such as
entities often referred to as structured finance or special
purpose entities, which would have been established for the
purpose of facilitating off-balance sheet arrangements or other
contractually narrow or limited purpose.
Contractual
Obligations
The following table summarizes our contractual obligations at
June 30, 2009 and the effect such obligations are expected
to have on our liquidity and cash flow in future periods.
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Payments Due by Period
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Total
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Less Than 1 Year
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1 to 3 Years
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3 to 5 Years
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More Than 5 Years
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(In thousands)
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Debt
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$
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34,757
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$
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3,000
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$
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11,250
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$
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20,507
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$
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Notes payable
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25,069
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10,214
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12,005
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2,850
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Operating lease obligations
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1,368
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1,104
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|
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264
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$
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61,194
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$
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14,318
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$
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23,519
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$
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23,357
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$
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51
In connection with the acquisition of SureHits, we also may be
required to make certain earn-out payments in the aggregate
amount of $13.5 million, payable in increments in the
amount of $4.5 million annually on January 1 of 2010, 2011
and 2012, contingent upon the achievement of specified financial
targets. In August 2009, we signed a definitive agreement to buy
the website assets of the Internet.com division of
WebMediaBrands, Inc. for $16.0 million in cash and a $2.0
million non-interest bearing, unsecured promissory note. We
believe that the transaction will close by the end of November
2009.
In August 2006, we entered into a loan and security agreement
which makes available a $30 million revolving credit
facility from a financial institution. In January 2008, we
signed an amendment to this loan and security agreement,
expanding the revolving credit availability to $60 million.
In September 2008, we replaced our existing revolving credit
facility of $60 million with credit facilities totaling
$100 million and in November 2009, we extended that
capacity to $130 million. The facilities consist of a
$30 million five-year term loan, with principal
amortization of 10%, 10%, 20%, 25% and 35% annually, and a
$100 million revolving credit facility. Pursuant to the
terms of the credit facility, we are required to use a portion
of the net cash proceeds from this offering to repay the
outstanding balance of our term loan. We may also repay the
remaining balance of the term loan and some or all of our
revolving credit facility from the proceeds of this offering.
Borrowings under the credit facilities are collateralized by our
assets and interest is payable quarterly at specified margins
above either LIBOR or the Prime Rate. The interest rate varies
dependent upon the ratio of funded debt to adjusted EBITDA and
ranges from LIBOR + 1.875% to 2.625% or Prime + 0.75% to
1.25% for the revolving credit facility and from LIBOR + 2.25%
to 3.0% or Prime + 0.75% to 1.25% for the term loan. Adjusted
EBITDA, as defined in our bank credit facility, is substantially
similar to our measure of Adjusted EBITDA set forth under
Prospectus Summary Summary Consolidated
Financial Data. As of September 30, 2009,
$27.8 million was outstanding under the term loan and
$12.8 million was outstanding under the revolving credit
facility. The credit facilities expire in September 2013. Under
the loan and revolving credit facility agreement, we are
required to maintain certain minimum financial ratios computed
as follows:
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Quick ratio: ratio of (a) the sum of unrestricted cash and
cash equivalents and trade receivables less than 90 days
from invoice date to (b) current liabilities and face
amount of any letters of credit less the current portion of
deferred revenue.
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Fixed charge coverage: ratio of (a) trailing 12 months
of adjusted EBITDA to (b) the sum of capital expenditures,
net cash interest expense, cash taxes, cash dividends and
trailing 12 months payments of indebtedness. Payment of
unsecured indebtedness is excluded to the degree that sufficient
unused revolving credit facility exists such that the relevant
debt payment could have been made from the credit facility.
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Funded debt to adjusted EBITDA: ratio of (a) the sum of all
obligations owing to lending institutions, the face amount of
any letters of credit, indebtedness owing in connection with
seller notes and indebtedness owing in connection with capital
lease obligations to (b) trailing 12-month adjusted EBITDA.
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We were in compliance with these minimum financial ratios as of
June 30, 2008 and 2009 and as of September 30, 2009.
The operating lease obligations reflected in the table above
primarily include our corporate office leases.
The notes payable reflected in the table above consist of
non-interest-bearing, unsecured promissory notes issued in
connection with acquisitions.
Guarantees
We have agreements whereby we indemnify our officers and
directors for certain events or occurrences while the officer or
director is, or was serving, at our request in such capacity.
The term of the indemnification period is for the officer or
directors lifetime. The maximum potential amount of future
payments we could be required to make under these
indemnification agreements is unlimited; however, we have a
director and officer
52
insurance policy that limits our exposure and enables us to
recover a portion of any future amounts paid. As a result of our
insurance policy coverage, we believe the estimated fair value
of these indemnification agreements is minimal. Accordingly, we
have not recorded any liabilities for these agreements.
In the ordinary course of our business, we enter into standard
indemnification provisions in our agreements with our clients.
Pursuant to these provisions, we indemnify our clients for
losses suffered or incurred in connection with certain
third-party claims that our product infringed any United States
patent, copyright or other intellectual property rights. Where
applicable, we generally limit such infringement indemnities to
those claims directed solely to our products and not in
combination with other software or products. With respect to our
DSS products, we also generally reserve the right to resolve
such claims by designing a non-infringing alternative or by
obtaining a license on reasonable terms, and failing that, to
terminate our relationship with the client. Subject to these
limitations, the term of such indemnity provisions are generally
coterminous with the corresponding agreements.
The potential amount of future payments to defend lawsuits or
settle indemnified claims under these indemnification provisions
may be unlimited; however, we believe the estimated fair value
of these indemnity provisions is minimal, and accordingly, we
have not recorded any liabilities for these agreements.
Recent
Accounting Pronouncements
In December 2007, the Financial Accounting Standards Board, or
FASB, issued a new accounting standard that changes the
accounting for business combinations, including the measurement
of acquirer shares issued in consideration for a business
combination, the recognition of contingent consideration, the
accounting for pre-acquisition gain and loss contingencies, the
recognition of capitalized in-process research and development,
the accounting for acquisition-related restructuring cost
accruals, the treatment of acquisition-related transaction costs
and the recognition of changes in the acquirers income tax
valuation allowance. The new standard applies prospectively to
business combinations for which the acquisition date is on or
after the beginning of the first annual reporting period
beginning on or after December 15, 2008. The adoption of
the new standard did not have a material impact on our
consolidated financial statements, but is likely to have a
material impact on how we account for any future business
combinations into which we may enter.
In May 2009, the FASB issued a new accounting standard that
establishes general standards of accounting for and disclosure
of events that occur after the balance sheet date but before
financial statements are issued. In particular, the new standard
sets forth (1) the period after the balance sheet date
during which management of a reporting entity should evaluate
events or transactions that may occur for potential recognition
or disclosure in the financial statements; (2) the
circumstances under which an entity should recognize events or
transactions occurring after the balance sheet date in its
financial statements; and (3) the disclosures that an
entity should make about events or transactions that occurred
after the balance sheet date. We applied the requirement of this
standard effective June 30, 2009 and included additional
disclosures in the notes to our consolidated financial
statements.
In June 2009, the FASB issued a new accounting standard that
provides for a codification of accounting standards to be the
authoritative source of generally accepted accounting principles
in the United States. Rules and interpretive releases of the SEC
under federal securities laws are also sources of authoritative
GAAP for SEC registrants. We adopted the provisions of the
authoritative accounting guidance for the interim reporting
period ended September 30, 2009. The adoption did not have
a material effect on our consolidated results of operations or
financial condition.
In October 2009, the FASB issued a new accounting standard that
changes the accounting for arrangements with multiple
deliverables. Specifically, the new standard requires an entity
to allocate arrangement consideration at the inception of an
arrangement to all of its deliverables based on their relative
selling prices. In addition, the new standard eliminates the use
of the residual method of allocation and requires the
relative-selling-price method in all circumstances in which an
entity recognizes revenue for an arrangement with multiple
deliverables. In October 2009, the FASB also issued a new
accounting standard that changes revenue recognition for
tangible products containing software and hardware elements.
Specifically, if certain requirements are met, revenue
arrangements that contain tangible products with software
elements that
53
are essential to the functionality of the products are scoped
out of the existing software revenue recognition accounting
guidance and will be accounted for under the multiple-element
arrangements revenue recognition guidance discussed above. Both
standards will be effective for us in the first quarter of
fiscal year 2011. Early adoption is permitted. We do not
anticipate the adoption of these standards to have a material
impact on our consolidated financial statements.
Quantitative
and Qualitative Disclosures about Market Risk
Foreign
Currency Exchange Risk
To date, our international client agreements have been
denominated solely in U.S. dollars, and accordingly, we
have not been exposed to foreign currency exchange rate
fluctuations related to client agreements, and do not currently
engage in foreign currency hedging transactions. However, as the
local accounts for our India and Canada operations are
maintained in the local currency of India and Canada, we are
subject to foreign currency exchange rate fluctuations
associated with remeasurement to U.S. dollars. A
hypothetical change of 10% in foreign currency exchange rates
would not have a material impact on our consolidated financial
condition or results of operations.
Interest
Rate Risk
We had cash, cash equivalents and short-term investments
totaling $28.1 million, $25.2 million and
$27.3 million at September 30, 2009, June 30,
2009 and June 30, 2008, respectively. These amounts were
invested primarily in money market funds, short-term deposits
and marketable securities with original maturities of less than
three months. The unrestricted cash, cash equivalents and
short-term investments are held for working capital purposes and
short-term acquisitions financing. We do not enter into
investments for trading or speculative purposes. We believe that
we do not have any material exposure to changes in the fair
value as a result of changes in interest rates due to the
short-term nature of our cash equivalents and short-term
investments. Declines in interest rates, however, would reduce
future investment income.
We have outstanding a credit facility consisting of term loan,
with principal amortization of 10%, 10%, 20%, 25% and 35%
annually, and a $100 million revolving credit facility. As
of September 30, 2009, we had $27.8 million
outstanding on our term loan and $12.8 million outstanding
on our revolving credit facility. Interest on the credit
facility is payable quarterly at specified margins above either
LIBOR or the Prime Rate. The interest rate varies dependent upon
the ratio of funded debt to adjusted EBITDA and ranges from
LIBOR + 1.875% to 2.625% or Prime + 0.75% to 1.25% for the
revolving credit facility and from LIBOR + 2.25% to 3.0% or
Prime + 0.75% to 1.25% for the term loan. A hypothetical change
of 1% in the interest rate on our credit facility would lead to
higher interest expense, but we do not believe it would
materially affect our overall consolidated financial condition
or results of operations.
54
BUSINESS
Our
Company
QuinStreet is a leader in vertical marketing and media on the
Internet. We have built a strong set of capabilities to engage
Internet visitors with targeted media and to connect our
marketing clients with their potential customers online. We
focus on serving clients in large, information-intensive
industry verticals where relevant, targeted media and offerings
help visitors make informed choices, find the products that
match their needs, and thus become qualified customer prospects
for our clients. Our current primary client verticals are the
education and financial services industries. We also have a
presence in the home services,
business-to-business,
or B2B, and healthcare industries.
We generate revenue by delivering measurable online marketing
results to our clients. These results are typically in the form
of qualified leads or clicks, the outcomes of customer prospects
submitting requests for information on, or to be contacted
regarding, client products, or their clicking on or through to
specific client offers. These qualified leads or clicks are
generated from our marketing activities on our websites or on
third-party websites with whom we have relationships. Clients
primarily pay us for leads that they can convert into customers,
typically in a call center or through other offline customer
acquisition processes, or for clicks from our websites that they
can convert into applications or customers on their websites. We
are predominantly paid on a negotiated or market-driven
per lead or per click basis. Media costs
to generate qualified leads or clicks are borne by us as a cost
of providing our services.
Founded in 1999, we have been a pioneer in the development and
application of measurable marketing on the Internet. Clients pay
us for the actual opt-in actions by prospects or customers that
result from our marketing activities on their behalf, versus
traditional impression-based advertising and marketing models in
which an advertiser pays for more general exposure to an
advertisement. We have been particularly focused on developing
and delivering measurable marketing results in the search engine
ecosystem, the entry point of the Internet for most
of the visitors we convert into qualified leads or clicks for
our clients. We own or partner with vertical content websites
that attract Internet visitors from organic search engine
rankings due to the quality and relevancy of their content to
search engine users. We also acquire targeted visitors for our
websites through the purchase of
pay-per-click,
or PPC, advertisements on search engines. We complement search
engine companies by building websites with content and offerings
that are relevant and responsive to their searchers, and by
increasing the value of the PPC search advertising they sell by
matching visitors with offerings and converting them into
customer prospects for our clients.
Market
Opportunity
Our clients are shifting more of their marketing budgets from
traditional media channels such as direct mail, television,
radio, and newspapers to the Internet because of increasing
usage of the Internet by their potential customers. We believe
that direct marketing is the most applicable and relevant
marketing segment to us because it is targeted and measurable.
According to the July 2009 research report, Consumer
Behavior Online: A 2009 Deep Dive, by Forrester Research,
Americans spend 33% of their time with media on the Internet,
but online direct marketing represented only 16% of the
$149 billion in total annual U.S. direct marketing
spending in 2009, as reported by the Direct Marketing
Association. The Internet is an effective direct marketing
medium due to its targeting and measurability characteristics.
If direct marketing budgets shift to the Internet in proportion
to Americans share of time spent with media on the
Internet from 16% to 33% of the $149 billion in
total spending that could represent an increased
market opportunity of $25 billion. In addition, as
traditional media categories such as television and radio shift
from analog to digital formats, they can become channels for the
targeted and measurable marketing techniques and capabilities we
have developed for the Internet, thus expanding our addressable
market opportunity. Further future market potential will also
come from international markets.
55
Change
in marketing strategy and approach
We believe that marketing approaches are changing as budgets
shift from offline, analog advertising media to digital
advertising media such as Internet marketing. These changing
approaches are fundamental, and require a shift to fundamentally
new competencies, including:
From
qualitative, impression-driven marketing to analytic,
data-driven marketing
We believe that the growth in Internet marketing is enabling a
more data-driven approach to advertising. The measurability of
online marketing allows marketers to collect a significant
amount of detailed data on the performance of their marketing
campaigns, including the effectiveness of ad format and
placement and user responses. This data can then be analyzed and
used to improve marketing campaign performance and
cost-effectiveness on substantially shorter cycle times than
with traditional offline media.
From
account management-based client relationships to results-based
client relationships
We believe that marketers are becoming increasingly focused on
strategies that deliver specific, measurable results. For
example, marketers are attempting to better understand how their
marketing spending produces measurable objectives such as
meeting their target marketing cost per new customer. As
marketers adopt more results-based approaches, the basis of
client relationships with their marketing services providers is
shifting from being more account management-based to being more
results-oriented.
From
marketing messages pushed on audiences to marketing messages
pulled by self-directed audiences
Traditional marketing messages such as television and radio
advertisements are broadcast to a broad audience. The Internet
is enabling more self-directed and targeted marketing. For
example, when Internet visitors click on PPC search
advertisements, they are expressing an interest in and
proactively engaging with information about a product or service
related to that advertisement. The growth of self-directed
marketing, primarily through online channels, allows marketers
to present more targeted and potentially more relevant marketing
messages to potential customers who have taken the first step in
the buying process, which can in turn increase the effectiveness
of marketers spending.
From
marketing spending focused on large media buys to marketing
spending optimized for fragmented media
We believe that media is becoming increasingly fragmented and
that marketing strategies are changing to adapt to this trend.
There are millions of Internet websites, tens of thousands of
which have significant numbers of visitors. While this
fragmentation can create challenges for marketers, it also
allows for improved audience segmentation and the delivery of
highly targeted marketing messages, but new technologies and
approaches are necessary to effectively manage marketing given
the increasing complexity resulting from more media
fragmentation.
Increasing
complexity of online marketing
Online marketing is a dynamic and increasingly complex
advertising medium. There are numerous online channels for
marketers to reach potential customers, including search
engines, Internet portals, vertical content websites, affiliate
networks, display and contextual ad networks, email, video
advertising, and social media. We refer to these and other
marketing channels as media. Each of these channels may involve
multiple ad formats and different pricing models, amplifying the
complexity of online marketing. We believe that this complexity
increases the demand for our vertical marketing and media
services due to our capabilities and to our experience managing
and optimizing online marketing programs across multiple
channels. Also marketers and agencies often lack our ability to
aggregate offerings from multiple clients in the same industry
vertical, an approach that allows us to cover a wide selection
of visitor segments and provide more potential matches to
Internet visitor needs. This approach can allow us to convert
more Internet visitors into qualified leads or clicks from
targeted media sources, giving us an advantage when buying or
monetizing that media.
56
Our
Business Model
We deliver cost-effective marketing results to our clients,
predictably and scalably, most typically in the form of a
qualified lead or click. These leads or clicks can then convert
into a customer or sale for the client at a rate that results in
an acceptable marketing cost to them. We get paid by clients
primarily when we deliver qualified leads or clicks as defined
in our agreements. Because we bear the costs of media, our
programs must deliver a value to our clients and a media yield,
or our ability to generate an acceptable margin on our media
costs, that provides a sound financial outcome for us. Our
general process is:
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We own or access targeted media.
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We run advertisements or other forms of marketing messages and
programs in that media to create visitor responses or clicks
through to client offerings.
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We match these responses or clicks to client offerings or brands
that meet visitor interests or needs, converting visitors into
qualified leads or clicks.
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We optimize client matches and media yield such that we achieve
desired results for clients and a sound financial outcome for us.
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Media cost, or the cost to attract targeted Internet visitors,
is the largest cost input to producing the measurable marketing
results we deliver to clients. Balancing our clients cost
and conversion objectives, or the rate at which the leads or
clicks that we deliver to them convert into customers, with our
media costs and yield objectives, represents the primary
challenge in our business model. We have been able to
effectively balance these competing demands by focusing on our
media sources and capabilities, conversion optimization, and our
mix of offerings and client coverage. We also seek to mitigate
media cost risk by working with third-party website publishers
predominantly on a revenue-share basis; media purchased on a
non-revenue-share basis has represented a small minority of our
media costs and of the Internet visitors we convert into
qualified leads or clicks for clients.
Media
and Internet visitor mix
We are a client-driven organization. We seek to be one of the
largest providers of measurable marketing results on the
Internet in the client industry verticals we serve by meeting
the needs of clients for results, reliability and volume.
Meeting those client needs requires that we maintain a
diversified and flexible mix of Internet visitor sources due to
the dynamic nature of online media. Our media mix changes with
changes in Internet visitor usage patterns. We adapt to those
changes on an ongoing basis, and also proactively adjust our mix
of vertical media sources to respond to client or
vertical-specific circumstances and to achieve our financial
objectives. Our financial objectives are to achieve consistent,
sustainable financial performance, but can differ by client or
industry vertical, depending on factors such as our need to
invest in the development of media sources, marketing programs,
or client relationships. Generally, our Internet visitor sources
include:
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websites owned and operated by us, with content and offerings
that are relevant to our clients target customers;
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visitors acquired from PPC advertisements purchased on major
search engines and sent to our websites;
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revenue sharing agreements with third-party websites with whom
we have a relationship and whose content is relevant to our
clients target customers;
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email lists owned by third parties and warranted to us by their
owners to comply with the CAN-SPAM Act;
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email lists owned by us, and generated on an
opt-in basis
from Internet visitors to our websites; and
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display ads run through online advertising networks or directly
with major websites or portals.
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57
Conversion
optimization
Once we acquire targeted Internet visitors from any of our
numerous online media sources, we seek to convert that media
into qualified leads or clicks at a rate that balances client
results with our media costs or yield objectives. We start by
defining the segments and interests of Internet visitors in our
verticals, and by providing them with the information and
product offerings on our websites and in our marketing programs
that best meet their needs. Achieving acceptable client results
and media yield then requires ongoing testing, measuring,
analysis, feedback, and adaptation of the key components of our
Internet marketing programs. These components include the
marketing or advertising messaging, content mix, visitor
navigation path, mix and coverage of client offerings presented,
and point-of-sale conversion messaging the content
that is presented to an Internet visitor immediately prior to
converting that individual into a lead or click for our clients.
This data complexity is managed by us with technology, data
reporting, marketing processes, and personnel. We believe that
our scale and ten-year track record give us an advantage, as
managing this complexity often implies a steep experience-based
learning curve.
Offerings
and client coverage
The Internet is a self-directed medium. Internet visitors choose
the websites they visit and their online navigation paths, and
always have the option of clicking away to a different website
or web page. Having offerings or clients that match the
interests or needs of website visitors is key to providing
results and adequate media yield. Our vertical focus allows us
to continuously revise and improve this matching process, to
better understand the various segments of visitors and client
offerings available to be matched, and to ensure that we enable
Internet visitors to find what they seek.
Our
Competitive Advantages
Vertical
focus and expertise
We focus our efforts on large, attractive market verticals, and
on building our depth of media and coverage of clients and
client offerings within them. We have been a pioneer in
developing vertical marketing and media on the Internet, and in
providing measureable marketing results to clients. We focus on
clients who are moving their marketing spending to measurable
online formats and on information-intensive verticals with large
underlying market opportunities and high product or customer
lifetime values. This focus allows us to utilize targeted media,
in-depth industry and client knowledge, and customer
segmentation and breadth of client offerings, or coverage, to
deliver results for our clients and greater media yield.
Measurable
marketing experience and expertise
We have substantial experience at designing and deploying
marketing programs that allow Internet visitors to find the
information or product offerings they seek, and that can deliver
economically attractive, measurable results to our clients,
cost-effectively for us. Such results require frequent testing
and balancing of numerous variables, including Internet visitor
sources, mix of content and of client and product offerings,
visitor navigation paths, prospect qualification, and
advertising creative design, among others. The complexity of
executing these marketing campaigns is challenging. Due to our
scale and ten-year track record, we have successfully executed
thousands of Internet marketing programs, and we have gained
significant experience managing and optimizing this complexity
to meet our clients volume, quality and cost objectives.
Targeted
media
Targeted media attracts Internet visitors who are relatively
narrowly focused demographically or in their interests. Targeted
media can deliver better measurable marketing results for our
clients, at lower media costs for us, due to higher rates of
conversion of Internet visitors into leads or clicks for
targeted offerings and, often, due to less competition from
display advertisers. We have significant experience at creating,
identifying, monetizing, and managing targeted media on the
Internet. Many of the targeted media sources for our marketing
programs are proprietary or more defensible because of our
direct ownership of websites in our verticals, our acquisition
of targeted Internet visitors directly from search engines to
our websites, and our exclusive or long-term relationships
58
with media properties or sources owned by others. Examples of
websites that we own and operate include WorldWideLearn.com,
ArmyStudyGuide.com and Chef2Chef.com in our education client
vertical; CardRatings.com, MoneyRates.com and Insure.com in our
financial services client vertical; AllAboutLawns.com and
OldHouseWeb.com in our home services client vertical; and
ElderCarelink.com in our healthcare client vertical.
Proprietary
technology
We have developed a core technology platform and a common set of
applications for managing and optimizing measurable marketing
programs across multiple verticals at scale. The primary
objectives and effects of our technologies are to achieve higher
media yield, deliver better results for our clients, and more
efficiently and effectively manage our scale and complexity. We
continuously strive to develop technologies that allow us to
better match Internet visitors in our verticals to the
information, clients or product offerings they seek at scale. In
so doing, our technologies can allow us to simultaneously
improve visitor satisfaction, increase our media yield, and
achieve higher rates of conversions of leads or clicks for our
clients a virtuous cycle of increased value for
Internet visitors and our clients and competitive advantage for
us. Some of the key applications in our technology platform are:
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an ad server for tracking the placement and performance of
content, creative messaging, and offerings on our websites and
on those of publishers with whom we work;
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database-driven applications for dynamically matching content,
offers or brands to Internet visitors expressed needs or
interests;
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a platform for measuring and managing the performance of tens of
thousands of PPC search engine advertising campaigns;
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dashboards or reporting tools for displaying operating and
financial metrics for thousands of ongoing marketing campaigns;
and,
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a compliance tool capable of cataloging and filtering content
from the thousands of websites on which our marketing programs
appear to ensure adherence to client branding guidelines and to
regulatory requirements.
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Approximately one-third of our employees are engineers, focused
on building, maintaining and operating our technology platform.
Client
relationships
We believe we are a reliable source of measurably effective
marketing results for our clients. We endeavor to work
collaboratively and in a data-driven way with clients to improve
our results for them. Our client retention rate is high. We
experienced no attrition among clients that individually
accounted for over $100,000 in monthly revenue to us for the
one-year period ended September 30, 2009. Those clients
represented 75% of our revenue over that time period. In
addition, most of our revenue growth comes from existing
clients; 88% of our
year-over-year
revenue growth in the quarter ended September 30, 2009 came
from incremental revenue from existing clients, defined as
clients we had worked with for at least one year. We believe our
high client retention and per client growth rates are due to:
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our close, often direct, relationships with most of our large
clients;
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our ability to deliver measurable and attractive return on
investment, or ROI, on clients marketing spending;
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our ownership of, or exclusive access to large amounts of,
targeted media inventory and associated Internet visitors in the
industry verticals on which we focus; and,
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our ability to consistently and reliably deliver large
quantities of qualified leads or clicks.
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59
We believe that our high client retention rates, combined with
our depth and breadth of online media in our primary client
verticals, indicate that we are becoming an important marketing
channel partner for our clients to reach their prospective
customers.
Client-driven
online marketing approach
We focus on providing measurable Internet marketing and media
services to our clients in a way that protects and enhances
their brands and their relationships with prospective customers.
The Internet marketing programs we execute are designed to
adhere to strict client branding and regulatory guidelines, and
are designed to match our clients brands and offers with
expressed customer interest. We have contractual arrangements
with third-party website publishers to ensure that they follow
our clients brand guidelines, and we utilize our
proprietary technologies and trained personnel to help ensure
compliance. In addition, we believe that providing relevant,
helpful content and client offers that match an Internet
visitors self-selected interest in a product or service,
such as requesting information about an education program or
financial product, makes that visitor more likely to convert
into a customer for our clients.
We do not engage in online marketing practices such as spyware
or deceptive promotions that do not provide value to Internet
visitors and that can undermine our clients brands. A
small minority of our Internet visitors reach our websites or
client offerings through advertisements in emails. We employ
practices to ensure that we comply with the CAN-SPAM Act
governing unsolicited commercial email.
Acquisition
strategy and success
We have successfully acquired vertical marketing and media
companies on the Internet, including vertical website
businesses, marketing services companies, and technologies. We
believe we can integrate and generate value from acquisitions
due to our scale, breadth of capabilities, and common technology
platform.
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Our ability to monetize Internet media, coupled with client
demand for our services, provides us with a particular advantage
in acquiring targeted online media properties in the verticals
on which we focus.
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Our capabilities in online media can allow us to generate a
greater volume of leads or clicks, and therefore create more
value, than other owners of marketing services companies that
have aggregated client budgets or relationships.
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We can often apply technologies across our business volume to
create more value than previous owners of the technology.
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Scale
We are one of the largest Internet vertical marketing and media
companies in the world. Our scale allows us to better meet the
needs of large clients for reliability, volume and quality of
service. It allows us to invest more in technologies that
improve media yield, client results and our operating
efficiency. We are also able to invest more in other forms of
research and development, including determining and developing
new types of vertical media, new approaches to engaging website
visitors, and new segments of Internet visitors and client
budgets, all of which can lead to advantages in media costs,
effectiveness in delivering client results, and then to more
growth and greater scale.
Our
Strategy
Our goal is to be one of the largest and most successful
marketing and media companies on the Internet, and eventually in
other digitized media forms. We believe that we are in the early
stages of a very large and long-term business opportunity. Our
strategy for pursuing this opportunity includes the following
key components:
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Focus on generating sustainable revenues by providing
measurable value to our clients.
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Build QuinStreet and our industry sustainably by behaving
ethically in all we do and by providing quality content and
website experiences to Internet visitors.
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Remain vertically focused, choosing to grow through depth,
expertise and coverage in our current industry verticals; enter
new verticals selectively over time, organically and through
acquisitions.
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Build a world class organization, with
best-in-class
capabilities for delivering measurable marketing results to
clients and high yields or returns on media costs.
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Develop and evolve the best technologies and platform for
managing vertical marketing and media on the Internet; focus on
technologies that enhance media yield, improve client results
and achieve scale efficiencies.
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Build, buy and partner with vertical content websites that
provide the most relevant and highest quality visitor
experiences in the client and media verticals we serve.
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Be a client-driven organization; develop a broad set of media
sources and capabilities to reliably meet client needs.
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Our
Culture
Our values are the foundation of our successful business
culture. They represent the standards we strive to achieve and
the organization we continuously seek to become. These have been
our guiding principles since our founding in 1999. Our values
are:
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1.
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Performance. We understand our business
objectives and apply a whatever it takes approach to
meeting them. We are driven to achieve. We are committed to our
own personal and professional development and to that of our
colleagues.
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2.
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High Standards. We hold each other and
ourselves to the highest standards of performance,
professionalism and personal behavior. We act with the highest
of ethical standards. We tolerate and forgive mistakes, but not
patterns.
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3.
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Teamwork. We deal with one another
openly, honestly and non-hierarchically in an atmosphere of
mutual trust and respect and in pursuit of common stretch goals.
We have an obligation to dissent in an effort to reach the best
answers. We smooth the way for effective, dynamic team
discussions by demonstrating care and concern for each
individual in all of our interactions. We support decisions,
once made.
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4.
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Customer Empathy. We strive every day
to better understand and anticipate the needs of our customers,
including clients and publishers. We leverage our unique
insights into higher customer loyalty and competitive advantage.
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5.
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Prioritization. We always work on what
is most important to achieving Company objectives first. If we
do not know, we ask or discuss competing demands.
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6.
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Urgency. We know our goals and measure
our progress toward them daily.
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7.
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Progress. We are pioneers. We make
decisions based on facts and analysis, as well as intuition, but
we expect to make mistakes in the pursuit of rapid progress. We
learn from mistakes on short cycle times and iterate our way to
success.
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8.
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Innovation and Flexibility. We prize
creativity. We embrace new ideas and approaches as opportunities
to improve our performance or work environment. We resist pride
of authorship; it limits progress. We actively benchmark and
work to understand and employ best practices.
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9.
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Recognition. We are a meritocracy.
Advancement and recognition are earned through contribution and
performance. Period. We celebrate each others victories
and efforts.
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10.
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Fun. We believe that work, done well,
can and should be fun. We strive to create an upbeat, supportive
environment and try not to take ourselves too seriously. We do
not tolerate negativism, pessimism or nay saying...we dont
have time.
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61
Clients
In fiscal years 2007, 2008 and 2009 and the three months ended
September 30, 2009, our top 20 clients accounted for 76%,
70%, 68% and 70% of net revenue, respectively. Our largest
client, DeVry Inc., accounted for 22%, 23%, 19% and 13% of net
revenue in these periods, respectively. Since our service was
first offered in 2001, we have developed a broad client base
with many multi-year relationships. We enter into Internet
marketing contracts with our clients, most of which are
cancelable with little or no prior notice. In addition, these
contracts do not contain penalty provisions for cancellation
before the end of the contract term.
Sales and
Marketing
We have an internal sales team that consists of employees
focused on signing new clients and account managers who maintain
and seek to increase our business with existing clients. Our
sales people and account managers are each focused on a
particular client business vertical so that they develop an
expertise in the marketing needs of our clients in that
particular vertical.
Our marketing programs include attendance at trade shows and
conferences and limited advertising.
Technology
and Infrastructure
We have developed a suite of technologies to manage, improve and
measure the results of the marketing programs we offer our
clients. We use a combination of proprietary and third-party
software as well as hardware from established technology
vendors. We use specialized software for client management,
building and managing websites, acquiring and managing media,
managing our third-party publishers, and the matching of
Internet visitors to our marketing clients. We have invested
significantly in these technologies and plan to continue to do
so to meet the demands of our clients and Internet visitors, to
increase the scalability of our operations, and enhance
management information systems and analytics in our operations.
Our development teams work closely with our marketing and
operating teams to develop applications and systems that can be
used across our business. For the fiscal years 2007, 2008 and
2009 and the three months ended September 30, 2009, we
spent $14.1 million, $14.1 million, $14.9 million
and $4.5 million, respectively, on product development.
Our primary data center is at a third-party co-location center
in San Francisco, California. All of the critical
components of the system are redundant and we have a backup data
center in Las Vegas, Nevada. We have implemented these backup
systems and redundancies to minimize the risk associated with
earthquakes, fire, power loss, telecommunications failure, and
other events beyond our control.
Intellectual
Property
We rely on a combination of trade secret, trademark, copyright
and patent laws in the United States and other jurisdictions
together with confidentiality agreements and technical measures
to protect the confidentiality of our proprietary rights. We
currently have one patent application pending in the United
States and no issued patents. We rely much more heavily on trade
secret protection than patent protection. To protect our trade
secrets, we control access to our proprietary systems and
technology and enter into confidentiality and invention
assignment agreements with our employees and consultants and
confidentiality agreements with other third parties. QuinStreet
is a registered trademark in the United States and other
jurisdictions. We also have registered and unregistered
trademarks for the names of many of our websites and we own the
domain registrations for our many website domains.
We cannot guarantee that our intellectual property rights will
provide competitive advantages to us; our ability to assert our
intellectual property rights against potential competitors or to
settle current or future disputes will not be limited by our
agreements with third parties; our intellectual property rights
will be enforced in jurisdictions where competition may be
intense or where legal protection may be weak; any of the trade
secrets, trademarks, copyrights, patents or other intellectual
property rights that we presently employ in our business will
not lapse or be invalidated, circumvented, challenged, or
abandoned; competitors will not
62
design around our protected systems and technology; or that we
will not lose the ability to assert our intellectual property
rights against others.
Our
Competitors
Our primary competition falls into two categories: advertising
and direct marketing services agencies and online marketing and
media companies. We compete for business on the basis of a
number of factors including return on marketing expenditures,
price, access to targeted media, ability to deliver large
volumes or precise types of customer prospects, and reliability.
Advertising
and direct marketing services agencies
Online and offline advertising and direct marketing services
agencies control the majority of the large client marketing
spending for which we primarily compete. So, while they are
sometimes our competitors, agencies are also often our clients.
We compete with agencies to attract marketing budget or spending
from offline forms to the Internet or, once designated to be
spent online, to be spent with us versus the agency or by the
agency with others. When spending online, agencies spend with
QuinStreet and with portals, other websites and ad networks.
Online
marketing and media companies
We compete with other Internet marketing and media companies, in
many forms, for online marketing budgets. Most of these
competitors compete with us in one vertical. Examples include
BankRate in the financial services vertical and Monster
Worldwide in the education vertical. Some of our competition
also comes from agencies or clients spending directly with
larger websites or portals, including Google, Yahoo!, MSN, and
AOL.
Government
Regulation
Advertising and promotional information presented to visitors on
our websites and our other marketing activities are subject to
federal and state consumer protection laws that regulate unfair
and deceptive practices. There are a variety of state and
federal restrictions on the marketing activities conducted by
telephone, the mail or by email, or over the internet, including
the Telemarketing Sales Rule, state telemarketing laws, federal
and state privacy laws, the CAN-SPAM Act, and the Federal Trade
Commission Act and its accompanying regulations and guidelines.
In addition, some of our clients operate in regulated
industries, particularly in our financial services, education
and medical verticals. For example, the U.S. Real Estate
Settlement Procedures Act, or RESPA, regulates the payments that
may be made to mortgage brokers. While we do not engage in the
activities of a traditional mortgage broker, we are licensed as
a mortgage broker in 25 states for our online marketing
activities. In our education vertical, our clients are subject
to the U.S. Higher Education Act, which, among other
things, prohibits incentive compensation in recruiting students.
In our medical vertical, our medical device and supplies clients
are subject to state and federal anti-kickback statutes that
prohibit payment for referrals. While we believe our matching of
prospective customers with our clients and the manner in which
we are paid for these activities complies with these and other
applicable regulations, these rules and regulations in many
cases were not developed with online marketing in mind and their
applicability is not always clear. The rules and regulations are
complex and may be subject to different interpretations by
courts or other governmental authorities. We might
unintentionally violate such laws, such laws may be modified and
new laws may be enacted in the future. Any such developments (or
developments stemming from enactment or modification of other
laws) or the failure to anticipate accurately the application or
interpretation of these laws could create liability to us,
result in adverse publicity and negatively affect our businesses.
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Employees
As of September 30, 2009, we had 477 employees, which
included 152 employees in product development and
engineering, 62 in sales and marketing, 52 in general and
administration and 211 in operations. None of our employees is
represented by a labor union.
Facilities
Our principal executive offices are located in a leased facility
in Foster City, California, consisting of approximately
53,877 square feet of office space under a lease that
expires in October 2010. This facility accommodates our
principal engineering, sales, marketing, operations and finance
and administrative activities. As of September 30, 2009, we
also lease buildings in Arkansas, Colorado, Massachusetts,
Nevada, New Jersey, North Carolina, Oklahoma, Oregon, India, and
the United Kingdom. These facilities total approximately
45,222 square feet. We believe that our current facilities
are sufficient for our current needs. We intend to add new
facilities and expand our existing facilities as we add
employees and expand our markets, and we believe that suitable
additional or substitute space will be available as needed to
accommodate any such expansion of our operations.
Legal
Proceedings
From time to time, we may become involved in legal proceedings
and claims arising in the ordinary course of our business. We
are not currently a party to any material litigation.
64
MANAGEMENT
Officers
and Directors
Our officers and directors and their respective ages and
positions as of October 31, 2009 were as follows:
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Name
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Age
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Position
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Douglas Valenti
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Chief Executive Officer and Chairman
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Bronwyn Syiek
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45
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President and Chief Operating Officer
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Kenneth Hahn
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43
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Chief Financial Officer
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Tom Cheli
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38
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Executive Vice President
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Scott Mackley
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36
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Executive Vice President
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Nina Bhanap
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36
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Chief Technology Officer
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Daniel Caul
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43
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General Counsel
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Christopher Mancini
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37
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Senior Vice President
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Patrick Quigley
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34
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Senior Vice President
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Timothy Stevens
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43
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Senior Vice President
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William Bradley(1)
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Director
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John G. McDonald(2)
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72
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Director
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Gregory Sands(1)(2)
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43
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Director
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James Simons(1)(3)
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46
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Director
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Glenn Solomon(3)
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40
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Director
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Dana Stalder(2)(3)
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Director
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(1) |
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Member of the nominating and corporate governance committee. |
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Member of the compensation committee. |
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(3) |
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Member of the audit committee. |
Officers
Douglas Valenti has served as our Chief Executive Officer
since July 1999 and as our Chairman and Chief Executive Officer
since March 2004. Prior to QuinStreet, Mr. Valenti served
as a partner at Rosewood Capital, a venture capital firm, for
five years; at McKinsey & Company as a strategy
consultant and engagement manager for three years; at
Procter & Gamble in various management roles for three
years; and for the U.S. Navy as a nuclear submarine officer
for five years. He holds a Bachelors degree in Industrial
Engineering from the Georgia Institute of Technology, where he
graduated with highest honors and was named the Georgia Tech
Outstanding Senior in 1982, and an M.B.A. from the Stanford
Graduate School of Business, where he was an Arjay Miller
Scholar.
Bronwyn Syiek has served as our President and Chief
Operating Officer since February 2007, as our Chief Operating
Officer from April 2004 to February 2007, as Senior Vice
President from September 2000 to April 2004, as Vice President
from her start date in March 2000 to September 2000 and as a
consultant to us from July 1999 to March 2000. Prior to joining
us, Ms. Syiek served as Director of Business Development
and member of the Executive Committee at De La Rue Plc, a
banknote printing and security product company, for three years.
She previously served as a strategy consultant and engagement
manager at McKinsey & Company for four years and held
various investment management and banking positions with Lloyds
Bank and Charterhouse Bank. She holds an M.A. in Natural
Sciences from Cambridge University in the United Kingdom.
Kenneth Hahn has served as our Chief Financial Officer
since September 2006. Prior to joining us, Mr. Hahn served
as Chief Financial Officer of Borland Software Corporation, a
public software company, from September 2002 to July 2006.
Previously, Mr. Hahn served in various roles, including
Chief Financial
65
Officer, of Extensity, Inc., a public software company, for five
years; as a strategy consultant at the Boston Consulting Group
for three years; and as an audit manager at Price Waterhouse, a
public accounting firm, for five years. He holds a B.A. in
Business from California State University Fullerton, summa cum
laude, and an M.B.A. from the Stanford Graduate School of
Business, where he was an Arjay Miller Scholar. Mr. Hahn is
also a Certified Public Accountant, licensed in the state of
California.
Tom Cheli has served as our Executive Vice President
since February 2007, as Senior Vice President from December 2004
to February 2007, as Vice President of Sales from January 2001
to December 2004 and as Director of Sales from February 2000 to
January 2001. Prior to joining us, Mr. Cheli served as
Director of Inside Sales and Sales Operations at Collagen
Aesthetics Corporation, an aesthetic biomedical device company,
and as Regional Sales Manager at Akorn Ophthalmics, Inc., a
specialty pharmaceutical company. He holds a B.A. in Sports
Medicine from the University of the Pacific.
Scott Mackley has served as our Executive Vice President
since February 2007, as Senior Vice President from December 2004
to February 2007, as Vice President from June 2003 to December
2004, as Senior Director from February 2002 to June 2003, as
Director from October 2000 to February 2002 and as Senior
Manager, Network Management from May 2000 to October 2000. Prior
to joining us, Mr. Mackley served at Salomon Brothers and
Salomon Smith Barney, in various roles in their Equity Trading
unit and Investment Banking and Equity Capital Markets divisions
over four years. He holds a B.A. in Economics from Washington
and Lee University.
Nina Bhanap has served as our Chief Technology Officer
since July 2009, as our Senior Vice President of Engineering
from November 2006 to July 2009, as Vice President of Product
Development from January 2004 to November 2006, as Senior
Director from January 2003 to January 2004 and as Director of
Product Management from October 2001 to January 2003. Prior to
joining us, Ms. Bhanap served as Head of Fixed Income Sales
Technology for Europe at Morgan Stanley for five years and as a
senior associate at Booz Allen Hamilton for one year. She holds
a B.S. in Computer Science with Honors from Imperial College,
University of London, and an M.B.A. from the London Business
School.
Daniel Caul has served as our General Counsel since
January 2008. Prior to joining us, Mr. Caul served as
General Counsel for the Search and Media division of
IAC/InterActiveCorp, an Internet search and advertising company,
from September 2006 to January 2008, and prior to the
acquisition by IAC/InterActiveCorp, he was Assistant General
Counsel of Ask Jeeves, Inc. from February 2003 to September
2006. Previously, Mr. Caul was an attorney with Howard,
Rice, Nemerovsky, Canady, Falk and Rabkin, a corporate law firm,
for four years and served as a U.S. District Court clerk. He
holds a B.A. in Political Science from Vanderbilt University,
summa cum laude, and a J.D. from the Harvard Law School, magna
cum laude. Mr. Caul was also a Fulbright Scholar.
Christopher Mancini has served as our Senior Vice
President since October 2007, as Vice President from January
2006 to October 2007, as Senior Director from July 2004 to
January 2006, as Director from December 2003 to July 2004 and as
Senior Sales Manager from November 2000 to February 2003. Prior
to joining us, Mr. Mancini served in various sales and
operational roles at Eli Lilly & Company, NeuroScience
Division, for six years. He holds a B.S. from the Duquesne
University School of Pharmacy.
Patrick Quigley has served as our Senior Vice President
since November 2007. Prior to rejoining us, Mr. Quigley
served at BEA systems, a software company, from June 2002 to
November 2007, as Vice President of Strategic Sales and
Operations from February 2007 to November 2007, Vice President
of Sales Operations from February 2005 to February 2007, and
Director of Solutions Marketing from October 2003 to February of
2005. Mr. Quigley initially joined QuinStreet in July 1999
and served in various positions for two years; previously, he
served as a consultant at McKinsey & Company for two
years. He holds a B.S. in Engineering, summa cum laude, from
Duke University. He holds an M.B.A. with Honors from The Wharton
School at the University of Pennsylvania.
Timothy Stevens has served as our Senior Vice President
since October 2008. Prior to joining us, Mr. Stevens served
as President and CEO of Doppelganger, Inc., an online social
entertainment studio, from January 2007 to October 2008. Prior
to Doppelganger, Mr. Stevens served as General Counsel for
Borland
66
Software Corporation, a software company, from October 2003 to
June 2006. Previously, he served in various executive management
roles, including most recently as Senior Vice President of
Corporate Development, at Inktomi Corporation, an Internet
infrastructure company, during his six year tenure. Previously,
Mr. Stevens was an attorney with Wilson Sonsini
Goodrich & Rosati, a corporate law firm, for six
years. He holds a B.S. in both Finance and Management from
University of Oregon, summa cum laude, and a J.D. from
University California at Davis, Order of the Coif.
Board
of Directors
William Bradley has served as a member of our board of
directors since August 2004. Former Senator Bradley is a
Managing Director of Allen & Company LLC, an
investment bank, which he joined in November 2000. From
April 2001 to June 2004, Former Senator Bradley also served as
chief outside advisor to the nonprofit practice of
McKinsey & Company. Former Senator Bradley served in
the U.S. Senate from 1979 to 1997, representing the state
of New Jersey, and previously was a professional basketball
player with the New York Knicks from 1967 to 1977. Former
Senator Bradley also serves on the boards of directors of
Seagate Technology, Starbucks Coffee Company and Willis Group
Holdings. Former Senator Bradley received a B.A. in American
History from Princeton University and an M.A. in American
History from Oxford University, where he was a Rhodes Scholar.
John G. (Jack) McDonald has served as a member of our
board of directors since September 2004. Professor McDonald is
the Stanford Investors Professor in the Stanford Graduate School
of Business, where he has been a faculty member since 1968,
specializing in investment management, entrepreneurial finance,
principal investing, venture capital, and private equity
investing. Professor McDonald also serves on the boards of
directors of Varian, Inc., Plum Creek Timber Company, Scholastic
Corporation, iStar Financial, Inc., and nine mutual funds
managed by Capital Research and Management Company. He holds a
B.A. in Engineering, an M.B.A., and a Ph.D. in Business and
Finance from Stanford University. He is a retired officer in the
U.S. Army and was a Fulbright Scholar.
Gregory Sands has served as a member of our board of
directors since July 1999. Since September 1998, Mr. Sands
has been a Managing Director at Sutter Hill Ventures, a venture
capital firm. Previously, Mr. Sands held various
operational roles at Netscape Communications Corporation and was
a management consultant with Mercer Management Consulting.
Mr. Sands also serves on the boards of several
privately-held companies. He holds a B.A. in Government from
Harvard College and an M.B.A. from the Stanford Graduate School
of Business.
James Simons has served as a member of our board of
directors since July 1999. Mr. Simons is a Managing
Director of Split Rock Partners, a venture capital firm, which
he founded in June 2004. Prior to founding Split Rock Partners,
Mr. Simons served as General Partner of St. Paul Venture
Capital, a venture capital firm, from November 1996 to June
2004. Previously, Mr. Simons was a partner at Marquette
Venture Partners and held banking positions at Trammell Crow
Company and First Boston Corporation. Mr. Simons also
serves on the boards of several privately-held companies. He
holds a B.A. in Economics and History from Stanford University
and an M.S. in Management from the J.L. Kellogg Graduate School
of Management, Northwestern University.
Glenn Solomon has served as a member of our board of
directors since May 2007. Since March 2006, Mr. Solomon has
been a Managing Director of GGV Capital (formerly Granite Global
Ventures), a venture capital firm. Prior to joining GGV Capital,
Mr. Solomon served as a General Partner at Partech
International, a venture capital firm, from September 1997.
Previously, Mr. Solomon served in various financial roles
at Goldman Sachs and at SPO Partners. Mr. Solomon also
serves on the board of a privately-held company. He earned a
B.A. in Public Policy from Stanford University, where he
graduated with Distinction, and an M.B.A. from the Stanford
Graduate School of Business, where he was an Arjay Miller
Scholar.
Dana Stalder has served as a member of our board of
directors since May 2003. Since August 2008, Mr. Stalder
has been a General Partner of Matrix Partners, a venture capital
firm. Prior to joining Matrix Partners, Mr. Stalder served
in various executive roles, including Senior Vice President at
eBay, Inc., an online marketplace company, from December 2001 to
August 2008. Previously, he was the Chief Financial Officer
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and Vice President of Business Development of Respond.com, Vice
President of Finance and Operations at Netscape Communication
Corporation and an associate and manager at Ernst &
Young LLP. Mr. Stalder also serves on the boards of several
privately-held companies. He holds a B.A. in Commerce from
Santa Clara University.
Board
Composition
Independent
Directors
Upon the completion of this offering, our board of directors
will consist of seven members. In November 2009, our board of
directors undertook a review of the independence of each
director and considered whether any director has a material
relationship with us that could compromise his ability to
exercise independent judgment in carrying out his
responsibilities. As a result of this review, our board of
directors determined that all of our directors, other than
Mr. Valenti, qualify as independent directors
in accordance with the listing requirements and rules and
regulations
of ,
constituting a majority of independent directors of our board of
directors. Mr. Valenti is not considered independent
because he is an employee of QuinStreet.
Classified
Board
Immediately after this offering, our board of directors will be
divided into three classes with staggered three-year terms. At
each annual meeting of stockholders, the successors to directors
whose terms then expire will be elected to serve from the time
of election and qualification until the third annual meeting
following election. Our directors will be divided among the
three classes as follows:
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Class I directors will be Messrs. Simons and Stalder,
and their terms will expire at the annual general meeting of
stockholders to be held in 2011;
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Class II directors will be Professor McDonald and
Mr. Sands, and their terms will expire at the annual
general meeting of stockholders to be held in 2012; and
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Class III directors will be Former Senator Bradley and
Messrs. Solomon and Valenti, and their terms will expire at
the annual general meeting of stockholders to be held in 2013.
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The authorized number of directors may be changed only by
resolution of the board of directors. This classification of the
board of directors into three classes with staggered three-year
terms may have the effect of delaying or preventing changes in
our control or management.
Board
Committees
Our board of directors has established an audit committee, a
compensation committee and a nominating and corporate governance
committee. Our board of directors may establish other committees
to facilitate the management of our business. The composition
and functions of each committee are described below.
Audit
Committee
Our audit committee currently consists of Messrs. Simons,
Solomon and Stalder. Messrs. Solomon and Stalder each
satisfy the independence requirements under
the
listing standards and
Rule 10A-3(b)(1)
of the Securities Exchange Act of 1934, or the Exchange Act. We
anticipate that, following the completion of this offering,
Mr. Simons will resign from our audit committee and
Professor McDonald will replace Mr. Simons on the
committee. The chair of our audit committee is Mr. Stalder,
whom our board of directors has determined is an audit
committee financial expert within the meaning of the
Securities and Exchange Commission, or SEC, regulations. Each
member of our audit committee can read and understand
fundamental financial statements in accordance with audit
committee requirements. In arriving at this determination, the
board has examined each audit committee members scope of
experience and the nature of their employment in the corporate
finance sector. The functions of this committee include:
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reviewing and pre-approving the engagement of our independent
registered public accounting firm to perform audit services and
any permissible non-audit services;
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evaluating the performance of our independent registered public
accounting firm and deciding whether to retain their services;
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reviewing our annual and quarterly financial statements and
reports and discussing the statements and reports with our
independent registered public accounting firm and management,
including a review of disclosures under Management
Discussion and Analysis of Financial Condition and Results of
Operations;
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providing oversight with respect to related party transactions;
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reviewing, with our independent registered public accounting
firm and management, significant issues that may arise regarding
accounting principles and financial statement presentation, as
well as matters concerning the scope, adequacy and effectiveness
of our financial controls;
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reviewing reports from management and auditors regarding our
procedures to monitor and ensure compliance with our legal and
regulatory responsibilities, our code of business conduct and
ethics and our compliance with legal and regulatory
requirements; and
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establishing procedures for the receipt, retention and treatment
of complaints received by us regarding financial controls,
accounting or auditing matters.
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Compensation
Committee
Our compensation committee consists of Professor McDonald and
Messrs. Sands and Stalder, each of whom our board of
directors has determined to be independent under
the
listing standards, to be a non-employee director as
defined in
Rule 16b-3
promulgated under the Exchange Act and to be an outside
director as that term is defined in Section 162(m) of
the Internal Revenue Code of 1986, as amended, or
Section 162(m). The chair of our compensation committee is
Professor McDonald. The functions of this committee include:
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determining the compensation and other terms of employment of
our chief executive officer and our other executive officers and
reviewing and approving corporate performance goals and
objectives relevant to such compensation;
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reviewing and approving the compensation of our directors;
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evaluating and recommending to our board of directors the equity
incentive plans, compensation plans and similar programs
advisable for us, as well as modification or termination of
existing plans and programs;
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establishing policies with respect to equity compensation
arrangements; and
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reviewing with management our disclosures under the caption
Compensation Discussion and Analysis and
recommending to the full board its inclusion in our periodic
reports to be filed with the SEC.
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Nominating
and Corporate Governance Committee
Our nominating and corporate governance committee consists of
Former Senator Bradley and Messrs. Sands and Simons, each
of whom our board of directors has determined is independent
under
the listing
standards. The chair of our nominating and corporate governance
committee is Former Senator Bradley. The functions of this
committee include:
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reviewing periodically director performance on our board of
directors and its committees and performance of management, and
recommending to our board of directors and management areas of
improvement;
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interviewing, evaluating, nominating and recommending
individuals for membership on our board of directors;
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evaluating nominations by stockholders of candidates for
election to our board of directors and establishing policies and
procedures for such nominations;
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reviewing with our chief executive officer plans for succession
to the offices of chief executive officer or any other executive
officer, as it sees fit; and
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reviewing and recommending to our board of directors changes
with respect to corporate governance practices and policies.
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Code of
Business Conduct and Ethics
Our board of directors intends to adopt a Code of Business
Conduct and Ethics. The Code of Business Conduct and Ethics will
apply to all of our employees, officers (including our principal
executive officer, principal financial officer, principal
accounting officer or controller, or persons performing similar
functions), agents and representatives, including directors and
consultants. Upon the effectiveness of the registration
statement of which this prospectus forms a part, the full text
of our Code of Business Conduct and Ethics will be posted on our
website at www.quinstreet.com. We intend to disclose future
amendments to certain provisions of our Code of Business Conduct
and Ethics, or waivers of such provisions, applicable to any
principal executive officer, principal financial officer,
principal accounting officer or controller, or persons
performing similar functions or our directors on our website
identified above. The inclusion of our website address in this
prospectus does not include or incorporate by reference the
information on our website into this prospectus.
Compensation
Committee Interlocks and Insider Participation
None of the members of the compensation committee is currently
or has been at any time one of our officers or employees. None
of our executive officers currently serves, or has served during
the last completed fiscal year, as a member of the board of
directors or compensation committee of any entity that has one
or more executive officers serving as a member of our board of
directors or compensation committee.
Summary
of Non-Employee Director Compensation
In ,
our board of directors adopted a compensation policy that,
effective upon the closing of this offering, will be applicable
to all of our non-employee directors. This compensation policy
provides that each such non-employee director will receive the
following compensation for board services:
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$ per year for service as a board
member;
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$ per year for service as a member
of the audit committee, compensation committee or nominating and
corporate governance committee;
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$ per year for service as a
chairperson of the audit committee, compensation committee or
nominating or corporate governance committee;
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$ for each in-person board meeting
and $ for each telephonic board
meeting; and
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$ for each in-person or telephonic
committee meeting.
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We have reimbursed and will continue to reimburse our
non-employee directors for their travel, lodging and other
reasonable expenses incurred in attending meetings of our board
of directors and committees of the board of directors.
Additionally, certain of our non-employee directors were granted
an option to purchase 50,000 shares of our common stock
under our stock option plans in connection with their initial
election to serve on our board of directors. We also award
certain existing non-employee directors an option to purchase
25,000 shares of our common stock annually.
70
The following table sets forth information regarding
compensation earned by or paid to certain of our non-employee
directors during the fiscal year ended June 30, 2009.
Messrs. Sands, Simons and Solomon were not compensated for
their services as directors in the fiscal year ended
June 30, 2009.
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Fees Earned or
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Option
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Paid in
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Awards
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Total
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Name
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Cash
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($)(1)
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($)
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William Bradley
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$
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58,000
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$
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129,528
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$
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187,528
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John G. McDonald
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$
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58,000
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$
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129,528
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$
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187,528
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Dana Stalder
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$
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58,000
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$
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129,528
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$
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187,528
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(1) |
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Amount reflects the total compensation expense for the fiscal
year ended June 30, 2009 calculated in accordance with
stock-based compensation expense guidance. The valuation
assumptions used in determining such amounts are described in
Note 10 to our consolidated financial statements included
in this prospectus. |
71
EXECUTIVE
COMPENSATION
Compensation
Discussion and Analysis
This section discusses the policies and decisions with respect
to the compensation of our executive officers who are named in
the Fiscal Year 2009 Summary Compensation Table and
the most important factors relevant to an analysis of these
policies and decisions. These named executive
officers for fiscal year 2009 are:
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Douglas Valenti, Chief Executive Officer, or CEO;
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Bronwyn Syiek, President and Chief Operating Officer;
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Kenneth Hahn, Chief Financial Officer, or CFO;
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Tom Cheli, Executive Vice President; and
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Scott Mackley, Executive Vice President.
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Overview
of Program Objectives
We recognize that our success is in large part dependent on our
ability to attract and retain talented employees. We endeavor to
create and maintain compensation programs based on performance,
teamwork and rapid progress and to align the interests of our
executives and stockholders. The principles and objectives of
our compensation and benefits programs for our employees
generally, and for our executive officers specifically, are to:
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attract, motivate and retain highly-talented individuals who are
incented to achieve our strategic goals;
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closely align compensation with our business and financial
objectives and the long-term interests of our stockholders;
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motivate and reward individuals whose skills and performance
promote our continued success; and
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offer total compensation that is competitive and fair.
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The compensation of our executives consists of the following
principal components:
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base salary;
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performance-based cash bonuses;
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equity incentive awards;
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employee benefits and perquisites; and
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change in control benefits.
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Each component has a role in meeting the above objectives. While
we offer competitive base salaries and performance-based cash
bonuses, we believe that equity incentive awards are a critical
compensation component for Internet and other emerging
companies. We believe that stock options and other stock-based
compensation provide long-term incentives that align the
interests of employees and executives alike with the long-term
interests of stockholders.
We strive to achieve an appropriate mix between cash
compensation and equity incentive awards to meet our objectives.
We do not apply any formal or informal policies or guidelines
for allocating compensation between current and long-term
compensation, between cash and equity compensation or among
different forms of equity compensation. As a result, the
allocation between cash and equity varies between executive
officers and does not control compensation decisions. The mix of
compensation components is designed to reward short-term results
and motivate long-term performance through a combination of cash
and awards. We believe the most important indicator of whether
our compensation objectives are being met is our ability to
motivate
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our executive officers to deliver superior performance and
retain them to continue their careers with us on a
cost-effective basis.
The compensation levels of the executive officers reflect to a
significant degree the varying roles and responsibilities of
such executives, as well as the length of time those executives
have been with us.
Our compensation committee determines the appropriate level for
overall executive officer compensation and the separate
components based on (i) a review of publicly available
compensation data at a limited number of publicly-traded
companies in the Internet marketing and media sector,
(ii) compensation survey data for Internet companies with
comparable revenues, (iii) our understanding of the market
based on the experience of our executives and members of our
compensation committee and (iv) internal equity, length of
service, skill level and other factors we may deem appropriate.
Our compensation-setting process and each of the principal
components of our executive compensation program is discussed in
more detail below.
Compensation-Setting
Process
Historically, the compensation of our executive officers was
largely determined on an individual basis, as the result of
arms-length negotiations between the company and an
individual upon joining us and has been based on a variety of
factors including, in addition to the factors described above,
our financial condition and available resources, our need for
that particular position to be filled, our CEOs and the
compensation committees evaluation of the competitive
market based on the experience of the members of our
compensation committee with other companies, the length of
service of an individual and the compensation levels of our
other executive officers, each as of the time of the applicable
compensation decision. In subsequent years, our CEO, and, with
respect to our CEO, our compensation committee, reviewed the
performance of each executive officer, on an annual basis, and
based on this review and the factors described above, set the
executive compensation package for him or her for the coming
year. This review has generally occurred near the end of each of
our fiscal years.
Role
of Compensation Committee and CEO
The compensation committee of our board of directors is
responsible for the executive compensation programs for our
executive officers and reports to the full board of directors on
its discussions, decisions and other actions. Our CEO makes
recommendations to the compensation committee, attends committee
meetings (except for sessions discussing his compensation) and
has been and will continue to be heavily involved in the
determination of compensation for our executive officers.
Typically, our CEO makes recommendations to the compensation
committee regarding short- and long-term compensation for our
executives based on company results, an individual
executives contribution toward these results, performance
toward goal achievement, a review of market data as described
below and input from our Employee Benefits and Compliance
department. Our CEO does not make a recommendation as to his
short- and long-term compensation.
The compensation committee then reviews the CEOs
recommendations and other data and approves each executive
officers total compensation, as well as each individual
compensation component. The compensation committees
decisions regarding executive compensation are based on the
compensation committees assessment of the performance of
our company and each individual executive, a review of market
data as described below and other factors, such as prevailing
industry trends.
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Competitive
Positioning
We believe it is important when making compensation-related
decisions to be informed as to current practices of similarly
situated companies. Our CEO, with assistance from our CFO, has
historically selected a group of companies that provide Internet
media and marketing services that are broadly similar to our
company, or peer group, as a reference point for market practice
with respect to executive base salary and bonuses in formulating
his recommendation and to assist the compensation committee in
its consideration of executive compensation. The companies
included in this reference group for fiscal year 2009 were
TechTarget, Bankrate, Internet Brands, TheStreet.com, ValueClick
and Marchex.
In addition, in fiscal year 2009 the CEO and the compensation
committee reviewed summary cash compensation data from
Salary.com for positions comparable to those of the executive
officers at Internet companies with revenues between
$200,000,000 and $500,000,000 in the San Francisco Bay Area
because such companies are in our industry, in our geographic
location and have comparable revenues.
While the compensation committee does not believe that
compensation peer group benchmarking is appropriate as a
stand-alone tool for setting compensation due to the unique
aspects of our business, the compensation committee finds that
evaluating this information is an important part of its
decision-making process and exercises its discretion in
determining the nature and extent of its use.
Compensation
Advisors
In November 2009, we engaged Compensia, a national consulting
firm providing executive compensation advisory services, as a
compensation consultant to help evaluate our compensation
philosophy and provide guidance in administering our executive
compensation program in the future. We expect that Compensia
will assist our compensation committee in developing a revised
peer group to reference for compensation purposes, though it has
not yet done so. Our compensation committee plans to direct
Compensia to provide market data on a peer group of companies in
the Internet marketing and media sector and other sectors, as
appropriate, on an annual basis, and management and the
compensation committee intends to review this information and
other information obtained by the members of our compensation
committee in light of the compensation we offer to help ensure
that our compensation program is competitive and fair. The
compensation committee will conduct an annual review process of
all compensation components to ensure consistency with
compensation philosophy and as part of its responsibilities in
administering our executive compensation program.
The compensation committee is authorized to retain the services
of third-party executive compensation specialists from time to
time, as the committee sees fit, in connection with the
establishment of cash and equity compensation and related
policies.
Compensation
Components
Base
Salaries
In general, base salaries for our executive officers are
initially established through arms-length negotiation at
the time of hire, taking into account such executives
qualifications, experience and prior salary and prevailing
market compensation for similar roles in comparable companies.
The initial base salaries of our executive officers have then
been reviewed annually by our compensation committee, with
significant input from our CEO, to determine whether any
adjustment is warranted. Base salaries are also reviewed in the
case of promotions or other significant changes in
responsibility.
In considering a base salary adjustment, the compensation
committee considers the companys overall performance, the
scope of an executives sustained performance, individual
contribution, responsibilities and prior experience. The
compensation committee may also take into account the executive
officers current salary, equity ownership and the amounts
paid to an executive officers peers inside our company. In
the past, we have also drawn upon the experience of members of
our compensation committee with other companies and a review of
the competitive market.
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In May 2008, the compensation committee reviewed the base
salaries of our executives, including our named executive
officers, for fiscal year 2009. Consistent with its prior
practice, the committee reviewed salary data for a reference
group of publicly-traded vertical Internet marketing and media
companies. The reference group consisted of TechTarget,
Bankrate, Internet Brands, TheStreet.com, ValueClick and
Marchex. In addition, the compensation committee reviewed
summary cash compensation data from Salary.com for positions
comparable to those of the executive officers at Internet
companies with revenues between $200,000,000 and $500,000,000 in
the San Francisco Bay Area. The committee determined, based
upon our CEOs recommendation, that base salaries for our
executive officers be increased by five percent, on average.
In May 2009, the compensation committee reviewed the base
salaries of our executive officers, including our named
executive officers, for fiscal year 2010. Consistent with its
prior practice, the committee reviewed salary data for a
reference group of publicly-traded vertical Internet marketing
and media companies. The reference group consisted of
TechTarget, eHealth, Bankrate, Omniture, WebMD, ValueClick and
comScore. In addition, the compensation committee reviewed
summary cash compensation data from Salary.com for positions
comparable to those of the executive officers at Internet
companies with revenues between $200,000,000 and $500,000,000 in
the San Francisco Bay Area. The committee determined, based
upon our CEOs recommendation, that base salaries for our
executive officers be increased by five percent, on average.
The actual base salaries paid to our named executive officers in
fiscal year 2009 are set forth in the Fiscal Year 2009
Summary Compensation Table.
Performance-Based
Cash Bonuses
Annual performance-based cash bonuses are intended to motivate
our executives, including our named executive officers, to
achieve short-term goals while making rapid progress towards our
longer-term objectives. These bonuses are designed to reward
both company and individual performance. In July 2008, the
compensation committee approved our 2009 Bonus Plan, including
target bonus opportunities, performance criteria and target
goals. The compensation committee determined the actual bonus
awards for fiscal year 2009 performance in July 2009.
Each executive officers target bonus opportunity under the
2009 Bonus Plan was expressed as a percentage of his or her base
salary, with individual target award opportunities ranging from
34% to 67% of base salary. The revenue targets for payout under
the 2009 Bonus Plan were 21% higher than fiscal year 2008 and
were set at an amount the compensation committee reasonably
believed to be attainable. An actual bonus award could be less
than or greater than the target bonus opportunity, depending on
an individual executive officers actual performance, as
determined through performance reviews and approved by the
compensation committee.
To determine actual bonus awards under the 2009 Bonus Plan, the
compensation committee first reviewed overall company financial
results for fiscal year 2009 and our CEOs recommendations
for bonuses based on both company and individual performance. In
the case of the CEOs bonus award, the compensation
committee evaluated CEO performance and determined his bonus.
Payout of the bonuses was dependent on achievement against our
plan for revenue growth and Adjusted EBITDA and, where
applicable, the individual executives achievement against
that plan for revenue growth and Adjusted EBITDA and against
strategic objectives.
In addition to the 2009 Bonus Plan, in July 2008 the
compensation committee also approved the 2009 Incremental Bonus
Plan for our executive officers, including our named executive
officers. The 2009 Incremental Bonus Plan paid out to the senior
management team 15% of any Adjusted EBITDA in excess of our
target of 20% Adjusted EBITDA margin for the year. The
incremental bonus plan allocated differing amounts to executive
officers based on their role and tenure at the company and
ranged between 1% of any Adjusted EBITDA over the 20% margin
target and 2.25% of such excess. As we exceeded our Adjusted
EBITDA margin target, the compensation committee approved the
payout of incremental bonuses for fiscal year 2009 consistent
with these criteria.
75
In July 2009, the compensation committee approved the 2010
Incremental Bonus Plan with modifications from prior years. The
2010 Incremental Bonus Plan will pay out to the senior
management team 15% of any Adjusted EBITDA in excess of our
target of 20% Adjusted EBITDA margin performance for fiscal year
2010 in the event we achieve 20% revenue growth over fiscal year
2009 net revenue. The incremental bonus plan allocates
differing amounts to executives based on their role and tenure
at the company and range between 1% of any Adjusted EBITDA over
the 20% margin target and 2.15% of such excess. In the event we
achieve the targeted Adjusted EBITDA in actual dollar amount but
such amount is less than 20% of net revenue, the compensation
committee retains the discretion to award bonuses based on the
amount by which Adjusted EBITDA exceeded the target in absolute
dollars.
The actual cash bonuses paid to our named executive officers in
fiscal year 2009 are set forth in the Fiscal Year 2009
Summary Compensation Table.
Long-Term
Equity Incentive Awards
The objective of our long-term, equity-based incentive awards is
to align the interests of our executives, including our named
executive officers, with the interests of our stockholders.
Because vesting is based on continued employment, our
equity-based incentive awards also encourage the retention of
our executive officers through the vesting period of the awards.
To reward and retain our executive officers in a manner that
best aligns employees interests with stockholders
interests, we use stock options as the primary incentive
vehicles for long-term compensation. We believe that stock
options are an effective tool for meeting our compensation goal
of increasing long-term stockholder value because the value of
stock options is closely tied to our future performance. Because
our executive officers are able to profit from stock options
only if our stock price increases relative to the stock
options exercise price, we believe stock options provide
meaningful incentives to them to achieve increases in the value
of our stock over time. Following the completion of this
offering, we expect our compensation committee to continue to
oversee our long-term equity incentive program.
We grant stock options both at the time of initial hire and then
through annual additional or refresher grants for
key employees and employees approaching full vesting of prior
grants. To date, there has been no set program for the award of
refresher grants, and our board of directors retains discretion
to make stock option awards to employees at any time, including
in connection with the promotion of an employee, to reward an
employee, for retention purposes or for other circumstances
recommended by management. Refresher grants have generally been
made shortly after the end of the fiscal year.
In determining the size of the long-term equity incentive awards
to be granted to our executive officers, management and our
board of directors take into account a number of factors, such
as an executive officers relative job scope, the value of
existing long-term equity incentive awards, individual
performance history, prior contributions to us and the size of
prior awards. Based upon these factors, our board of directors
determines the size of the long-term equity incentive awards at
levels it considers appropriate to create a meaningful
opportunity for reward predicated on the creation of long-term
stockholder value.
The exercise price of each stock option grant is the fair market
value of our common stock on the grant date. For fiscal year
2009, the determination of the appropriate fair market value was
made by the board of directors. Our board of directors approves
option grants at its regular quarterly meetings and determines
the fair market value of our common stock at each of these
meetings. In the absence of a public trading market, the board
considered numerous objective and subjective factors to
determine its best estimate of the fair market value of our
common stock as of the date of each option grant, including but,
not limited to, the following: (i) our performance our
growth rate and financial condition at the approximate time of
the option grant; (ii) the stock price performance of a
peer group; (iii) future financial projections;
(iv) third party valuations of our common stock; and
(v) the likelihood of achieving a liquidity event for the
shares of common stock underlying these stock options, such as
an initial public offering or sale of our company, given
prevailing market conditions. We do not have any security
ownership requirements for our executive officers.
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We believe these vesting schedules appropriately encourage
long-term employment with our company while allowing our
executives to realize compensation in line with the value they
have created for our stockholders.
As a privately-held company, there has been no market for our
common stock. Accordingly, in fiscal year 2009, we had no
program, plan or practice pertaining to the timing of stock
option grants to executive officers coinciding with the release
of material non-public information. The compensation committee
intends to adopt a formal policy regarding the timing of grants
in connection with this offering.
Consistent with the above criteria, in July 2008, our board
approved the grants of equity incentive awards to our executive
officers for our fiscal year 2009. With the exception of the
award to our CEO, these awards were recommended to the
compensation committee by our CEO. In the case of our CEO, the
equity incentive award was determined by the compensation
committee. In all cases, our CEO and compensation committee
considered each executive officers relative job scope, the
value of existing long-term equity incentive awards, individual
performance history, prior contributions to us and the size of
prior grants in determining the size of the award. The awards
were approved by the board of directors in July 2008.
For fiscal year 2010, the same procedure was followed. With the
exception of the award to our CEO, executive officers
equity incentive awards were recommended to the compensation
committee by our CEO. In the case of our CEO, the equity
incentive award was determined by the compensation committee. In
all cases, our CEO and compensation committee considered the
executives relative job scope, the value of existing
long-term equity incentive awards, individual performance
history, prior contributions to us and the size of prior grants
in determining the size of the award. The awards were approved
by the compensation committee and the board of directors at
their respective July 2009 meetings.
The actual equity awards granted to our named executive officers
in fiscal year 2009 are set forth in the Fiscal Year 2009
Summary Compensation Table.
Change in
Control Benefits
Our equity incentive plan typically provides for full
acceleration of vesting of outstanding stock options in the
event of a change in control of our company, if the options are
not assumed or substituted for by a successor. In the event
stock options are assumed or substituted for, then 25% of the
unvested shares subject to each option vest if the executive
officer is terminated under circumstances described under
Potential Payments Upon Termination Following
Change in Control following the change in control.
Perquisites
and Other Personal Benefits
We do not view perquisites as a significant element of our
executive compensation program currently, but do believe that
they can be useful in attracting, motivating and retaining the
executive talent for which we compete, and we may consider
providing additional perquisites in the future. All future
practices regarding perquisites will be approved and subject to
periodic review by our compensation committee.
We provide the following benefits to our executive officers,
generally on the same basis provided to all of our salaried
employees:
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health, dental insurance and vision coverage;
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life insurance;
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an employee stock purchase plan;
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a medical and dependent care flexible spending account;
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short- and long-term disability, accidental death and
dismemberment insurance; and
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a Section 401(k) plan.
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We believe these benefits are consistent with those of companies
with which we compete for executive talent.
77
Tax
Considerations
We anticipate that our compensation committee will consider the
potential future effects of Section 162(m) of the Internal
Revenue Code on the compensation paid to our executive officers.
Section 162(m) disallows a tax deduction for any publicly
held corporation for individual compensation exceeding
$1.0 million in any taxable year for our CEO and each of
the other named executive officers (other than our chief
financial officer), unless compensation is performance based. As
our common stock is not currently publicly-traded, our
compensation committee has not previously taken the
deductibility limit imposed by Section 162(m) into
consideration in setting compensation. However, we expect that
our compensation committee will adopt a policy that, where
reasonably practicable, would qualify the variable compensation
paid to our executive officers for an exemption from the
deductibility limitations of Section 162(m). As such, in
approving the amount and form of compensation for our executive
officers in the future, our compensation committee will consider
all elements of the cost to our company of providing such
compensation, including the potential impact of
Section 162(m). However, our compensation committee may, in
its judgment, authorize compensation payments that do not comply
with the exemptions in Section 162(m) when it believes that
such payments are appropriate to attract and retain executive
talent.
Fiscal
Year 2009 Summary Compensation Table
The following table summarizes information regarding the
compensation awarded to, earned by or paid to our chief
executive officer, our chief financial officer and our other
three most highly compensated executive officers during the
fiscal year ended June 30, 2009. We refer to these
individuals as our named executive officers.
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Non-Equity
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Option
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Incentive Plan
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All Other
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Name and Principal
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Fiscal
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Awards
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Compensation
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Compensation
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Total
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Position
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Year
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Salary ($)
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($)(1)
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($)
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($)(2)
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($)
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Douglas Valenti
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2009
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