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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 


 

FORM 10-Q

 

(Mark One)

 

x QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

 

For the quarterly period ended December 31, 2003.

 

OR

 

¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

 

Commission File Number: 000-32373

 


 

Roxio, Inc.

(Exact name of Registrant as specified in its charter)

 


 

Delaware   77-0551214
(State or other jurisdiction of
incorporation or organization)
  (IRS Employer Identification No.)

 

455 El Camino Real, Santa Clara, California 95050

(Address of principal executive offices, including zip code)

 

Registrant’s telephone number, including area code: (408) 367-3100

 


 

Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No ¨

 

Indicate by check mark whether the Registrant is an accelerated filer (as defined in Rule 12b-2 of the Exchange Act). Yes ¨ No x

 

As of February 13, 2004, there were 33,535,158 shares of the Registrant’s Common Stock outstanding, par value $0.001.

 



Table of Contents

ROXIO, INC.

TABLE OF CONTENTS

 

     Page
Number


PART I. Financial Information

    
     Item 1    Financial Statements (unaudited)     
          Condensed Consolidated Balance Sheets as of December 31, 2003 and March 31, 2003    4
          Condensed Consolidated Statements of Operations for the three and nine-month periods ended December 31, 2003 and 2002    5
          Condensed Consolidated Statements of Cash Flows for the nine-month periods ended December 31, 2003 and 2002    6
          Notes to Condensed Consolidated Financial Statements    7
     Item 2    Management’s Discussion and Analysis of Financial Condition and Results of Operations    21
     Item 3    Quantitative and Qualitative Disclosures about Market Risk    45
     Item 4    Controls and Procedures    47

PART II. Other Information

    
     Item 1    Legal Proceedings    48
     Item 2    Changes in Securities    48
     Item 3    Defaults Upon Senior Securities    48
     Item 4    Submission of Matters to a Vote of Security Holders    48
     Item 5    Other Information    48
     Item 6    Exhibits and Reports on Form 8-K    49

Signatures

   50

Index to Exhibits

    

Exhibit 10.1

    

Exhibit 10.2

    

Exhibit 10.3

    

Exhibit 31.1

    

Exhibit 31.2

    

Exhibit 32.1

    

 

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Cautionary Note regarding Forward-Looking Statements

 

In addition to historical information, this Quarterly Report on Form 10-Q (“Quarterly Report”) contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements are those that predict or describe future events or trends and that do not relate solely to historical matters. You can generally identify forward-looking statements as statements containing the words “believe,” “expect,” “will,” “anticipate,” “intend,” “estimate,” “project,” “assume” or other similar expressions, although not all forward-looking statements contain these identifying words. All statements in this Quarterly Report regarding our future strategy, future operations, projected financial position, estimated future revenues, projected costs, future prospects, and results that might be obtained by pursuing management’s current plans and objectives are forward-looking statements. You should not place undue reliance on our forward-looking statements because the matters they describe are subject to known and unknown risks, uncertainties and other unpredictable factors, many of which are beyond our control. Our forward-looking statements are based on the information currently available to us and speak only as of the date on which this Quarterly Report was filed with the Securities and Exchange Commission (“SEC”). We expressly disclaim any obligation to issue any updates or revisions to our forward-looking statements, even if subsequent events cause our expectations to change regarding the matters discussed in those statements. Over time, our actual results, performance or achievements will likely differ from the anticipated results, performance or achievements that are expressed or implied by our forward-looking statements, and such difference might be significant and materially adverse to our stockholders. Many important factors that could cause such a difference are described in this Quarterly Report under the caption “Risk Factors”, which you should review carefully. Please consider our forward-looking statements in light of those risks as you read this Quarterly Report.

 

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PART I. FINANCIAL INFORMATION

 

ITEM 1. FINANCIAL STATEMENTS

 

ROXIO, INC.

CONDENSED CONSOLIDATED BALANCE SHEETS

(in thousands, except per share data)

(unaudited)

 

     December 31,
2003


    March 31,
2003


 
ASSETS                 

Current assets:

                

Cash and cash equivalents

   $ 28,038     $ 36,820  

Restricted cash

     6,708       —    

Short-term investments

     6,856       16,677  

Accounts receivable, net of allowance for doubtful accounts of $1,380 at December 31, 2003 and $850 at March 31, 2003

     12,633       18,196  

Inventories

     182       460  

Prepaid expenses and other current assets

     8,614       3,366  

Income taxes receivable

     6       —    

Deferred income taxes

     2,346       4,709  
    


 


Total current assets

     65,383       80,228  

Long-term investment

     3,000       3,059  

Property and equipment, net

     11,782       9,058  

Goodwill, net

     89,654       55,247  

Other intangibles assets, net

     6,728       10,314  

Other assets

     2,212       589  
    


 


Total assets

   $ 178,759     $ 158,495  
    


 


LIABILITIES AND STOCKHOLDERS’ EQUITY                 

Current liabilities:

                

Accounts payable

   $ 8,487     $ 11,952  

Income taxes payable

     —         1,353  

Accrued liabilities

     35,254       20,987  

Deferred revenue

     1,144       725  

Current portion of long-term debt

     5,684       606  
    


 


Total current liabilities

     50,569       35,623  

Long term liabilities:

                

Long term debt

     80       5,490  

Deferred income taxes

     1,014       1,190  

Other liabilities

     480       —    
    


 


Total liabilities

     52,143       42,303  
    


 


Stockholders’ equity:

                

Preferred stock, $0.001 par value; Authorized: 10,000 shares; Issued and outstanding: none at December 31, 2003 and at March 31, 2003

     —         —    

Common stock, $0.001 par value; Authorized: 100,000 shares; Issued and outstanding: 27,910 at December 31, 2003 and 19,574 at March 31, 2003

     28       20  

Additional paid-in capital

     174,172       127,804  

Deferred stock-based compensation

     (1,936 )     (2,886 )

Accumulated deficit

     (48,523 )     (10,675 )

Accumulated other comprehensive income

     2,875       1,929  
    


 


Total stockholders’ equity

     126,616       116,192  
    


 


Total liabilities and stockholders’ equity

   $ 178,759     $ 158,495  
    


 


 

The accompanying notes are an integral part of these condensed consolidated financial statements.

 

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ROXIO, INC.

CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS

(in thousands, except per share data)

(unaudited)

 

     Three Months Ended
December 31,


    Nine Months
Ended December 31,


 
     2003

    2002

    2003

    2002

 

Net revenues :

                                

Consumer software

   $ 15,159     $ 26,430     $ 59,834     $ 86,652  

Online music

     3,604       —         5,903       —    
    


 


 


 


Total net revenues

     18,763       26,430       65,737       86,652  

Cost of revenues :

                                

Consumer software (1)

     4,834       7,522       17,485       22,867  

Online music (2)

     3,150       —         4,749       —    
    


 


 


 


Total cost of revenues

     7,984       7,522       22,234       22,867  
    


 


 


 


Gross profit

     10,779       18,908       43,503       63,785  
    


 


 


 


Operating expenses:

                                

Research and development (3)

     8,764       5,067       24,494       15,710  

Sales and marketing (4)

     15,415       10,043       34,175       32,057  

General and administrative (5)

     5,350       9,308       18,065       21,043  

Restructuring charges

     4,374       207       6,467       431  

Amortization of intangible assets

     1,267       1,428       3,730       4,764  

Stock-based compensation charges

     512       659       1,550       1,447  
    


 


 


 


Total operating expenses

     35,682       26,712       88,481       75,452  
    


 


 


 


Loss from operations

     (24,903 )     (7,804 )     (44,978 )     (11,667 )

Gain on sale of GoBack product line

     —         —         10,592       —    

Other income (loss), net (6)

     (338 )     150       (41 )     565  
    


 


 


 


Loss before provision for income taxes

     (25,241 )     (7,654 )     (34,427 )     (11,102 )

Provision for income taxes

     357       1,546       3,421       1,166  
    


 


 


 


Net loss

   $ (25,598 )   $ (9,200 )   $ (37,848 )   $ (12,268 )
    


 


 


 


Earnings per share:

                                

Basic and diluted

   $ (0.92 )   $ (0.47 )   $ (1.47 )   $ (0.63 )
    


 


 


 


Weighted average shares used in computing basic and diluted net loss per share

     27,852       19,422       25,799       19,470  
    


 


 


 



 

(1) Excludes stock-based compensation charges of $9 and $13 for the three months ended December 31, 2003 and 2002, respectively, and $29 and $39 for the nine months ended December 31, 2003 and 2002, respectively.
   Excludes restructuring charges of $594 and $7 for the three months ended December 31, 2003 and 2002, respectively, and $961 and $20 for the nine months ended December 31, 2003 and 2002, respectively.

 

(2) Excludes restructuring charges of $2 and $0 for the three months ended December 31, 2003 and 2002, respectively, and $2 and $0 for the nine months ended December 31, 2003 and 2002, respectively.

 

(3) Excludes stock-based compensation charges of $132 and $191 for the three months ended December 31, 2003 and 2002, respectively, and $425 and $573 for the nine months ended December 31, 2003 and 2002, respectively.
   Excludes restructuring charges of $69 and $0 for the three months ended December 31, 2003 and 2002, respectively, and $597 and $27 for the nine months ended December 31, 2003 and 2002, respectively.

 

(4) Excludes stock-based compensation charges of $119 and $172 for the three months ended December 31, 2003 and 2002, respectively, and $382 and $(14) for the nine months ended December 31, 2003 and 2002, respectively.
   Excludes restructuring charges of $238 and $70 for the three months ended December 31, 2003 and 2002, respectively, and $909 and $214 for the nine months ended December 31, 2003 and 2002, respectively.

 

(5) Excludes stock-based compensation charges of $252 and $283 for the three months ended December 31, 2003 and 2002, respectively, and $714 and $849 for the nine months ended December 31, 2003 and 2002, respectively.
   Excludes restructuring charges of $2,226 and $130 for the three months ended December 31, 2003 and 2002, respectively, and $2,301 and $170 for the nine months ended December 31, 2003 and 2002, respectively.

 

(6) Excludes restructuring charges of $1,245 and $0 for the three months ended December 31, 2003 and 2002 respectively, and $1,697 and $0 for the nine months ended December 31, 2003 and 2002, respectively.

 

The accompanying notes are an integral part of these condensed consolidated financial statements.

 

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ROXIO, INC.

CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS

(in thousands)

(unaudited)

 

     Nine Months Ended
December 31,


 
     2003

    2002

 

Cash flows from operating activities:

                

Net loss

   $ (37,848 )   $ (12,268 )

Adjustments to reconcile net loss to net cash used in operating activities:

                

Depreciation and amortization

     7,817       7,170  

Stock-based compensation charges

     1,550       1,447  

Provision for doubtful accounts

     (255 )     423  

Non-cash restructuring charges

     3,747       —    

Loss on retirement of assets

     285       —    

Gain on sale of assets

     (10,592 )     (450 )

Deferred income taxes

     2,371       (802 )

Change in operating assets and liabilities:

                

Accounts receivable

     5,455       5,541  

Inventories

     214       134  

Prepaid expenses and other current assets

     (421 )     357  

Accounts payable

     (3,337 )     1,530  

Income taxes payable

     (1,241 )     (738 )

Accrued liabilities

     4,253       (5,819 )

Deferred revenue

     1,140       —    

Other liabilities

     480       —    
    


 


Net cash used in operating activities

     (26,382 )     (3,475 )
    


 


Cash flows from investing activities:

                

Purchases of property and equipment

     (3,693 )     (3,783 )

Proceeds from sale of assets

     10,250       450  

Purchases of other intangible assets

     (63 )     (5,667 )

Purchases of short-term investments

     (7,815 )     (25,158 )

Proceeds from sale of short-term investments

     11,516       10,694  

Maturities of short-term investments

     6,013       3,285  

Transfer to restricted cash

     (6,708 )     —    

Investment in nonconsolidated company

     —         (3,000 )

Acquisition of Pressplay, net of cash acquired

     (14,600 )     —    
    


 


Net cash used in investing activities

     (5,100 )     (23,179 )
    


 


Cash flows from financing activities:

                

Principal payment of capital lease obligation

     (456 )     (411 )

Proceeds from short-term borrowing

     403       —    

Principal payment on short-term borrowing

     (281 )     —    

Issuance of common stock under employee stock plan

     2,081       928  

Issuance of common stock from private equity financing

     20,405       —    

Repurchase and retirement of common stock

     —         (1,065 )

Proceeds from line of credit

     —         5,000  
    


 


Net cash provided by financing activities

     22,152       4,452  
    


 


Effect of exchange rates on cash

     548       562  

Change in cash and cash equivalents

     (8,782 )     (21,640 )

Cash and cash equivalents at beginning of period

     36,820       47,280  
    


 


Cash and cash equivalents at end of period

   $ 28,038     $ 25,640  
    


 


Supplemental cash flow information:

                

Cash paid for interest

   $ 193     $ 88  
    


 


Cash paid for income taxes

   $ 514     $ 1,543  
    


 


Non-cash disclosure of investing and financing activities:

                

Issuance of stock in connection with the acquisition of Napster, LLC

   $ 23,486       —    
    


 


Adjustment to goodwill resulting from the acquisition of Napster, LLC

   $ 34,407       —    
    


 


Adjustment to goodwill resulting from the acquisition of MGI Software Corp

     —       $ 3,802  
    


 


Issuance and remeasurement of warrant for services

     —       $ (705 )
    


 


Issuance of warrant in asset purchase

     —       $ 329  
    


 


Assets acquired under capital leases

     —       $ 134  
    


 


 

The accompanying notes are an integral part of these condensed consolidated financial statements.

 

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ROXIO, INC.

NOTES TO CONDENSED CONSOLIDATED FINANCIAL STATEMENTS

 

NOTE 1—BASIS OF PRESENTATION

 

Basis of presentation

 

The unaudited condensed consolidated financial statements have been prepared by Roxio, Inc., a Delaware company (“Roxio”), pursuant to the rules and regulations of the SEC. Certain information and footnote disclosures normally included in consolidated financial statements prepared in accordance with generally accepted accounting principles have been condensed or omitted pursuant to such rules and regulations. However, Roxio believes that the disclosures are adequate to make the information presented not misleading. These condensed consolidated financial statements should be read in conjunction with the consolidated financial statements and the notes included in Roxio’s annual report on Form 10-K for the year ended March 31, 2003.

 

The condensed consolidated financial statements reflect all adjustments, which include only normal, recurring adjustments, that are, in the opinion of management, necessary to state fairly the results for the periods presented. The results for such periods are not necessarily indicative of the results to be expected for the full year.

 

The preparation of condensed consolidated financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the condensed consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates.

 

Reclassification

 

Certain reclassifications have been made to prior year balances in order to conform to the current period presentation, namely the separate presentation of restructuring charges on the statements of operations, deferred revenue on the balance sheet, and the reclassification of the disclosure for sales returns reserves from accounts receivable to accrued liabilities.

 

Restricted cash

 

At December 31, 2003, Roxio has $6.7 million of restricted cash. The restricted cash serves as collateral for our $5.0 million line of credit and for an irrevocable stand by letter of credit that provides financial assurance that Roxio will fulfill its obligation to Entrust, Inc, its lessor. The cash is held in custody by the issuing bank and is restricted as to withdrawal or use.

 

Stock-based compensation

 

Roxio accounts for stock-based compensation in accordance with Accounting Principles Board Opinion (“APB”) No. 25, “Accounting for Stock Issued to Employees,” and complies with the disclosure provisions of Statement of Financial Accounting Standards (“SFAS”) No. 123, “Accounting for Stock-Based Compensation,” and with the disclosure provisions of SFAS No. 148, “Accounting for Stock-Based Compensation – Transition and Disclosure, Amendment of SFAS No. 123.” Under APB No. 25, compensation expense is recognized based on the difference, if any, on the measurement date between the fair value of Roxio’s common stock and the amount an employee must pay to acquire the common stock. The compensation expense is recognized over the periods the employee performs the related services, generally the vesting period of four years. Roxio accounts for equity instruments issued to non-employees in accordance with the provisions of SFAS No. 123 and Emerging Issues Task Force (“EITF”) No. 96-18, “Accounting for Equity Instruments That Are Issued to Other Than Employees for Acquiring, or in Conjunction with Selling, Goods or Services,” which requires that such equity instruments are recorded at their fair value on the measurement date, which is typically the date of grant.

 

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The following table illustrates the effect on net loss and earnings per share if Roxio had applied the fair value recognition provisions of SFAS No. 123 to stock-based employee compensation (in thousands, except per share amounts):

 

     Three Months Ended
December 31,


    Nine Months Ended
December 31,


 
     2003

    2002

    2003

    2002

 

Net loss, as reported

   $ (25,598 )   $ (9,200 )   $ (37,848 )   $ (12,268 )

Add:

                                

Unearned stock-based compensation expense included in reported net loss

     512       659       1,550       1,447  

Deduct:

                                

Total stock-based employee compensation expense determined under fair value based method for all awards, net of related tax effects

     (2,726 )     (3,186 )     (8,289 )     (8,285 )
    


 


 


 


Pro forma net loss

   $ (27,812 )   $ (11,727 )   $ (44,587 )   $ (19,106 )
    


 


 


 


Net loss per share (basic and diluted), as reported

   $ (0.92 )   $ (0.47 )   $ (1.47 )   $ (0.63 )

Net loss per share (basic and diluted), pro forma

   $ (1.00 )   $ (0.60 )   $ (1.73 )   $ (0.98 )

 

Roxio uses the straight-line method to amortize its SFAS No. 123 pro forma stock-based compensation expense over the vesting period, which is generally four years for stock options, and over the applicable purchase period, which ranges from six months to two years, for employee stock purchase plan (“ESPP”) stock purchase rights.

 

Pro forma information regarding net loss and net loss per share is required by SFAS No. 123. This information is required to be determined as if Roxio had accounted for its employee stock options and ESPP under the fair value method of SFAS No. 123, as amended by SFAS No. 148.

 

The fair value of stock option and ESPP stock purchase rights was estimated on the date of grant using the Black-Scholes model. The following table sets forth the weighted-average assumptions used to calculate the fair value of the stock options and ESPP stock purchase rights.

 

     Three Months Ended
December 31,


    Nine Months Ended
December 31,


 
     2003

    2002

    2003

    2002

 

Stock options:

                        

Expected volatility

   104 %   115 %   105 %   115 %

Risk-free interest rate

   2.82 %   2.64 %   2.66 %   3.04 %

Expected life

   4 years     4 years     4 years     4 years  

Expected dividend yield

   zero     zero     zero     zero  

ESPP stock purchase rights:

                        

Expected volatility

   105 %   115 %   105 %   115 %

Risk-free interest rate

   1.59 %   1.94 %   1.59 %   1.94 %

Expected life

   1.2 years     1.2 years     1.2 years     1.2 years  

Expected dividend yield

   zero     zero     zero     zero  

 

The fair value of stock option and ESPP stock purchase rights was estimated on the date of grant using the Black-Scholes model. The Black-Scholes option-pricing model was developed for use in estimating the fair value of traded options that have no vesting restrictions and are fully transferable. In addition, option-pricing models require the input of highly subjective assumptions including the expected stock price volatility. Roxio uses projected volatility rates, which are based upon historical volatility rates trended into future years. Because Roxio’s employee

 

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stock options and ESPP stock purchase rights have characteristics significantly different from those of traded options, and because changes in the subjective input assumptions can materially affect the fair value estimate, in management’s opinion, the existing option-pricing models do not necessarily provide a reliable single measure of the fair value of our options and purchase rights. Under the Black-Scholes option-pricing model, the weighted average fair value of stock options at date of grant was $4.28 and $5.37 per share for options granted during the three and nine months ended December 31, 2003, respectively. The weighted average fair value of stock options at date of grant was $2.49 and $3.92 per share for options granted during the three and nine months ended December 31, 2002, respectively. The weighted average fair value of purchase rights under ESPP was $4.33 per share during each of the three and nine months ended December 31, 2003. The weighted average fair value of purchase rights under ESPP was $2.11 per share during the three and nine months ended December 31, 2002.

 

Treasury Stock

 

Roxio accounts for treasury stock under the cost method.

 

NOTE 2—BUSINESS ACQUISITION AND DIVESTITURE

 

Acquisition

 

In May 2003, Roxio acquired substantially all of the ownership of Napster, LLC, provider of an online music service formerly known as Pressplay. Napster, LLC was not affiliated with Napster, Inc. Pressplay served as the foundation for Roxio’s online music service which was launched on October 29, 2003 under the Napster brand. In consideration of the acquisition, Roxio exchanged $12.5 million in cash, issued 3.9 million shares of Roxio’s common stock valued at $23.5 million and obligated itself to pay up to $12.4 million in contingent payments based on Roxio’s future cash flows from the Napster business. The common stock issued was valued in accordance with the provisions of Emerging Issues Task Force (“EITF”) No. 99-12, “Determination of the Measurement Date for the Market Price of Acquiror Securities Issued in a Purchase Business Combination” using the average of the market values of Roxio’s common stock for five days prior to the date of the consummation of the acquisition. Roxio incurred approximately $1.9 million in professional fees, including legal, valuation and accounting fees related to the acquisition, which were included as part of the purchase price of the transaction.

 

Roxio accounted for the acquisition of Napster, LLC, formerly known as Pressplay, using the purchase method of accounting. The results of operations and the estimated assets acquired and liabilities assumed have been included in Roxio’s financial statements from the date of acquisition. The preliminary allocation of the purchase price to the tangible and identifiable intangible assets acquired is summarized below. The preliminary allocation was based on an independent appraisal and estimate of fair value.

 

     (in thousands)

 

Calculation of purchase price:

        

Value of stock consideration

   $ 23,487  

Cash consideration

     12,500  

Acquisition costs

     1,872  
    


Total costs

   $ 37,859  
    


Allocation of purchase price:

        

Current assets

   $ 2,917  

Property and equipment

     4,144  

Other assets

     1,637  

Identifiable intangible asset - Trademark

     300  

Goodwill

     34,407  
    


Total assets acquired

     43,405  

Current liabilities

     (5,546 )
    


Net assets acquired

   $ 37,859  
    


 

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The identifiable intangible asset is amortized on a straight line basis over its estimated useful life of one year. In accordance with SFAS No. 142, goodwill is not amortized but is tested at least annually for impairment.

 

Developed technology and in-process research and development (“IPR&D”) was identified and valued through analysis of data provided by Napster, LLC, formerly known as Pressplay, concerning development efforts, their stage of development, the time and resources needed to complete them, if applicable, their expected income generating ability and the associated risks. The income approach, which includes an analysis of the cash flows and risks associated with achieving such cash flows, was the primary technique utilized in valuing the developed technology. No amount was allocated to either developed technology or IPR&D related to the online music distribution platform due to the high costs and expenses associated with the online music distribution platform and the early stage of development of the market and the associated risks.

 

Unaudited pro forma results

 

The following unaudited consolidated pro forma results of operations for Roxio assume Napster, LLC, formerly known as Pressplay, had been acquired at the beginning of each of the periods presented.

 

     Three Months Ended
December 31,


    Nine Months Ended
December 31,


 
     2003

    2002

    2003

    2002

 
     (in thousands, except per share amounts)  

Net revenues

   $ 18,763     $ 27,283     $ 66,533     $ 88,423  

Net loss

   $ (25,598 )   $ (15,395 )   $ (41,374 )   $ (28,411 )

Basic and diluted net loss per share

   $ (0.92 )   $ (0.75 )   $ (1.56 )   $ (1.27 )

Weighted average shares used in computing net loss per share

     27,852       20,401       26,497       22,406  

 

Divestiture

 

In April 2003, Roxio sold its GoBack product line and related tangible and intangible assets to Symantec. Cash consideration of $10.2 million was due at the date of the sale with a further $2.8 million held in escrow. This escrow is subject to claims for certain potential contingencies. This escrow will be paid to Roxio, net of claims, if any, at the one-year anniversary date of the close of the transaction. A total of $1.1 million of the escrow amount was recognized as consideration at the time of the transaction. The remainder will be recognized at the one-year anniversary date of the close of the transaction upon satisfaction of the conditions specified in the purchase agreement. In the quarter ended June 30, 2003, Roxio recorded a gain of $10.6 million from the sale of the GoBack product line.

 

NOTE 3—BALANCE SHEET DETAIL

 

     December 31,
2003


   March 31,
2003


     (in thousands)

Prepaid expenses and other current assets:

             

Prepaid expenses

   $ 3,231    $ 3,158

Cash held in escrow

     1,125      —  

Content advances

     3,622      —  

Other receivables

     636      208
    

  

     $ 8,614    $ 3,366
    

  

 

Content advances are advances paid to third-party content providers as part of an agreement to make content available to Roxio. These balances are being expensed as the advances are recovered in accordance with the terms of the related agreements, generally based on usage. Advances that are not recovered by the end of their contractual terms are non-refundable. The recoverability of these balances is subject to regular review by management.

 

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Table of Contents
     December 31,
2003


   March 31,
2003


     (in thousands)

Accrued liabilities:

             

Accrued compensation and related expenses

   $ 5,727    $ 3,733

Accrued legal

     2,590      2,554

Accrued technical support

     1,071      2,044

Accrued marketing development funds

     2,511      1,648

Accrued royalties

     2,330      1,891

Accrued affiliate and content liabilities

     1,727      —  

Accrued restructuring

     2,659      363

Accrued sales returns reserve

     12,951      5,559

Other

     3,688      3,195
    

  

     $ 35,254    $ 20,987
    

  

 

NOTE 4—LONG-TERM INVESTMENTS

 

In August 2002, Roxio made a strategic investment of $3.0 million in YesVideo, a company specializing primarily in video-to-DVD conversion services. Because Roxio owns less than 19.9% of YesVideo, does not have significant influence over YesVideo’s operating and financial policies, and is not represented on YesVideo’s board of directors, the investment is accounted for using the cost method of accounting.

 

NOTE 5—OTHER INTANGIBLE ASSETS AND GOODWILL

 

The gross carrying amounts and accumulated amortization of intangible assets are as follows:

 

     December 31, 2003

   March 31, 2003

     Gross
Carrying
Amount


   Accumulated
Amortization


   Gross
Carrying
Amount


   Accumulated
Amortization


     (in thousands)    (in thousands)

Identifiable intangible assets:

                           

Patents

   $ 5,636    $ 5,395    $ 5,627    $ 5,301

Covenants not to compete

     6,010      6,010      6,010      6,010

Purchased technology

     10,290      7,816      10,290      6,049

OEM relationships

     1,186      1,186      1,186      1,186

Trademarks

     8,045      4,032      7,691      2,299

Capitalized website development costs

     1,823      1,823      1,823      1,468
    

  

  

  

     $ 32,990    $ 26,262    $ 32,627    $ 22,313
    

  

  

  

Net book value

          $ 6,728           $ 10,314
           

         

 

Amortization of capitalized website development costs of approximately $37,000 and $260,000, for the three and nine months ended December 31, 2003, respectively, and approximately $111,000 and $334,000 for the three and nine months ended December 31, 2002, respectively, was included in sales and marketing expense.

 

Amortization of capitalized website development costs of approximately $8,000 and $95,000, for the three and nine months ended December 31, 2003, respectively, and approximately $44,000 and $131,000 for the three and nine months ended December 31, 2002, respectively, was included in general and administrative expense.

 

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The estimated remaining future amortization expense for intangible assets is as follows:

 

Fiscal Year Ending March 31,


   (in thousands)

2004 (three months)

   $ 1,212

2005

   $ 4,168

2006

   $ 1,348

 

Changes in the carrying amounts of goodwill are as follows:

 

     December 31,
2003


   March 31,
2003


     (in thousands)

Beginning balance

   $ 55,247    $ 55,247

Goodwill resulting from the acquisition of Napster, LLC, formerly known as Pressplay

     34,407      —  
    

  

Ending balance

   $ 89,654    $ 55,247
    

  

 

During the nine months ended December 31, 2003, Roxio increased goodwill by $34,407 in connection with the acquisition of Napster, LLC, formerly known as Pressplay, as it adjusted certain estimates made by management at the acquisition date. The adjustment primarily reflects the adjustments to long-term assets and various liability accounts.

 

In accordance with SFAS 142, “Goodwill and Other Intangible Assets,” Roxio annually evaluates the carrying value of goodwill and adjusts the carrying value if the asset’s value has been impaired. In addition, Roxio periodically evaluates if there are any events or circumstances that would require an impairment assessment of the carrying value of the goodwill between each annual impairment assessment.

 

NOTE 6—RESTRUCTURING

 

In the three months ended June 30, 2003, Roxio recorded a restructuring charge of $1.5 million. The restructuring charge was primarily due to the reorganization of Roxio’s European operations and the finalization of its consolidation of technical support in its Canadian facility. The restructuring charge included $1.0 million of severance and benefits related to the involuntary termination of approximately 60 employees, $362,000 of equipment write-offs, and $115,000 of miscellaneous expense.

 

In the three months ended September 30, 2003, Roxio recorded a restructuring charge of approximately $557,000. The restructuring charge was primarily due to the reorganization of Roxio’s Canadian, Japanese and domestic operations. The restructuring charge included $542,000 of severance and benefits related to the involuntary termination of approximately 37 employees, $75,000 of downward adjustment to the restructuring accrual in the first quarter ended June 30, 2003 due to lower actual costs than originally estimated for certain severance benefits, and $90,000 of equipment write-offs. Approximately $49,000 of restructuring charge related to severance and benefits was unpaid at the end of the third quarter ended December 31, 2003 and has been recorded in accrued liabilities.

 

In the three months ended December 31, 2003, Roxio recorded a restructuring charge of approximately $4.4 million. The restructuring charge was primarily in connection with the reorganization of Roxio’s European and domestic operations. The restructuring charge included $2.0 million of unused lease facilities write-offs, $1.2 million of equipment write-offs, $806,000 of severance and benefits related to the involuntary termination of approximately 50 employees, and $274,000 of miscellaneous legal, audit, and tax expenses. Approximately $28,000 of restructuring charge related to severance and benefits and $225,000 related to miscellaneous expenses were unpaid at the end of the third quarter ended December 31, 2003 and have been recorded in accrued liabilities.

 

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The following table sets forth Roxio’s restructuring accrual established at December 31, 2003:

 

     Lease
Termination
Costs


    Severance
and Other
Benefits


    Other
Costs


    Total

 
     (in thousands)  

Balance, March 31, 2003

   $ 363     $ —       $ —       $ 363  

Additional accrual

     2,054       2,407       389       4,850  

Cash payments

     —         (2,255 )     (164 )     (2,419 )

Adjustment to liability

     (60 )     (75 )     —         (135 )
    


 


 


 


Balance, December 31, 2003

   $ 2,357     $ 77     $ 225     $ 2,659  
    


 


 


 


 

NOTE 7—SHORT-TERM AND LONG-TERM DEBT

 

Short-term debt consists of the following:

 

     December 31,
2003


   March 31,
2003


     (in thousands)

Revolving credit agreement

   $ 5,000    $ —  

Short-term borrowing

     122      —  

Obligations under capital leases with interest rates ranging from 4.83% to 8.65%

     562      606
    

  

     $ 5,684    $ 606
    

  

 

Long-term debt consists of the following:

 

     December 31,
2003


   March 31,
2003


     (in thousands)

Revolving credit agreement

   $ —      $ 5,000

Obligations under capital leases with interest rates ranging from 4.83% to 8.65%

     80      490
    

  

     $ 80    $ 5,490
    

  

 

In January 2002, Roxio entered into a three-year agreement with a bank to provide a $15.0 million revolving line of credit, collateralized by substantially all of its assets. The line of credit also included a financial covenant that required Roxio to maintain a minimum balance of cash, cash equivalents and short-term investments of $25 million. In November 2003, the line of credit was amended reducing the credit facility to $5.0 million and the maturity date to April 30, 2004 and requiring Roxio to maintain a minimum deposit account of $6.0 million. As of December 31, 2003, Roxio was in compliance with all such covenants. The line of credit bears interest either at a fixed rate of LIBOR plus 1.75% per annum or at a variable rate of prime plus 0.5% per annum. At December 31, 2003, the revolving line of credit was reclassified from non-current liability to current liability.

 

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NOTE 8—REVENUE RECOGNITION

 

Roxio recognizes revenues in accordance with Staff Accounting Bulletin (“SAB”) 104, “Revenue Recognition in Financial Statements,” and American Institute of Certified Public Accountants (“AICPA”) Statement of Position No. 97-2 (“SOP 97-2”), “Software Revenue Recognition.”

 

For month-to-month subscribers of Roxio’s online music division, the monthly service billing is recognized as billed. For subscription sales greater than one month, customers pay in advance for an annual plan or a nine-month plan. These revenues and associated credit card costs are recognized and deferred based on the time frame over which the subscription is available for those users. Revenues from sales of individual songs or albums by download are recognized at the time the music is delivered, digitally, to the end user. Revenues from pre-paid cards are deferred until tracks are downloaded by the end users.

 

Roxio sells all of its consumer software products through original equipment manufacturers (“OEMs”), through distributors and direct to end users.

 

For software product sales to OEMs, revenues are recognized based on reported product shipments from OEMs to their customers provided that all fees are fixed or determinable, evidence of an arrangement exists and collectibility is probable. For arrangements in which all elements are not delivered at the point of reported product shipment, revenues are deferred and amortized over the fulfillment period.

 

For software product sales to distributors, revenues are recognized upon product shipment to the distributors or receipt of the products by the distributor, depending on the shipping terms, provided that all fees are fixed or determinable, evidence of an arrangement exists and collectibility is probable. Roxio’s distributor arrangements provide distributors with certain product rotation rights. Additionally, Roxio permits its distributors to return products in certain circumstances, generally during periods of product transition. End users additionally have the right to return their product within 30 days of the purchase. Roxio establishes allowances for expected product returns in accordance with SFAS No. 48, “Revenue Recognition When Right of Return Exists” and SAB 104. These allowances are recorded as a direct reduction of revenues and as an accrued liability. For direct software product sales to end users, revenues are recognized upon shipment by Roxio to the end users provided all appropriate revenue recognition criteria have been met. Roxio utilizes mail-in rebates (“MIRs”) as a marketing tool to promote its products and acquire new end users. Estimated redemption of MIRs is recorded as a direct reduction to revenues and is accrued at the date the related revenues are recognized. Estimates are based upon historical redemption rates and current market factors.

 

Costs related to post-contract customer support (“PCS”) are accrued at the date the related revenues are recognized. As no separate charge is made for the PCS, the expense is not significant, the PCS is available for a period of less than one year and updates are both minimal and infrequent, Roxio does not ascribe any value to the PCS or defer any portion of revenue for it.

 

NOTE 9—NET LOSS PER SHARE

 

Basic net loss per share is computed using the weighted-average number of common shares outstanding during the period. Diluted net loss per share is computed using the weighted-average number of common and dilutive common equivalent shares outstanding during the period. Dilutive common equivalent shares consist of warrants issued in connection with the strategic relationship agreement with Virgin Holding Inc. and warrants issued in connection with the purchase of certain assets of Napster, Inc. in November 2002, and common stock issuable upon exercise of stock options, computed using the treasury stock method.

 

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Table of Contents

The following is a reconciliation of the shares used in the computation of basic and diluted net loss per share:

 

     Three Months Ended
December 31,


    Nine Months Ended
December 31,


 
     2003

    2002

    2003

    2002

 
     (in thousands, except per share amounts)  

Numerator:

                                

Net loss

   $ (25,598 )   $ (9,200 )   $ (37,848 )   $ (12,268 )

Denominator:

                                

Denominator for basic and diluted net loss per share-weighted average shares

     27,852       19,422       25,799       19,470  

Net loss per share (basic and diluted)

   $ (0.92 )   $ (0.47 )   $ (1.47 )   $ (0.63 )

 

Common equivalent shares excluded from the calculation because their effect would have been anti-dilutive totaled 6.8 million for each of the three and nine-month period ended December 31, 2003, and 6.4 million for each of the three and nine-month period ended December 31, 2002, respectively.

 

NOTE 10—OTHER COMPREHENSIVE INCOME

 

SFAS No. 130, “Reporting Comprehensive Income,” requires the disclosure of comprehensive income to reflect changes in equity that result from transactions and economic events from non-owner sources. Other comprehensive income for the periods presented represents foreign currency translation items associated with Roxio’s operations in Japan, Germany, The Netherlands and Canada, and, effective the first quarter of fiscal 2003, unrealized gains on marketable securities. No tax effect has been provided on the foreign currency translation items for any period shown, as the undistributed earnings of Roxio’s foreign investments will continue to be reinvested. The tax effect of the unrealized gain (loss) on marketable securities was immaterial for the three and nine months ended December 31, 2003 and 2002, respectively.

 

The components of comprehensive loss, net of tax, are as follows:

 

     Three Months Ended
December 31,


    Nine Months Ended
December 31,


 
     2003

    2002

    2003

    2002

 
     (in thousands)     (in thousands)  

Net loss

   $ (25,598 )   $ (9,200 )   $ (37,848 )   $ (12,268 )

Cumulative translation adjustment

     390       488       1,182       1,556  

Net unrealized gain (loss) on marketable securities

     (113 )     (21 )     (236 )     87  
    


 


 


 


Total comprehensive loss

   $ (25,321 )   $ (8,733 )   $ (36,902 )   $ (10,625 )
    


 


 


 


 

The components of accumulated other comprehensive income, net of tax, are as follows:

 

     December 31,
2003


    March 31,
2003


     (in thousands)

Cumulative translation adjustment

   $ 3,087     $ 1,905

Net unrealized gain (loss) on marketable securities

     (212 )     24
    


 

Accumulated other comprehensive income

   $ 2,875     $ 1,929
    


 

 

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Table of Contents

NOTE 11—STOCKHOLDERS’ EQUITY

 

In June 2003, Roxio issued 4,000,000 shares of common stock in a private equity placement to certain accredited investors. The shares were sold at a price of $5.50 per share with gross proceeds of $22 million. The gross proceeds were reduced by placement fees and legal and accounting fees of approximately $1.8 million, of which approximately $196,000 remained in accounts payable and accrued liabilities at December 31, 2003.

 

Changes in the common stock and additional paid-in-capital balances are as follows:

 

     Common Stock

   Additional
Paid-in
Capital


     Shares

   Amount

  
     (in thousands)

Balance at March 31, 2003

   19,574    $ 20    $ 127,804

Issuance of common stock in connection with the acquisition of Napster, LLC

   3,914      3      23,483

Issuance of common stock from private equity placement

   4,000      4      20,205

Options exercised

   422      1      2,080

Deferred stock-based compensation

   —        —        600
    
  

  

Balance at December 31, 2003

   27,910    $ 28    $ 174,172
    
  

  

 

On September 18, 2003, the Board of Directors adopted the 2003 Stock Plan. The plan provides for the granting of incentive and non-qualified stock options to officers, directors and employees of Roxio. Roxio initially reserved 1.1 million shares of common stock for issuance under the plan. Also on September 18, 2003, the Board of Directors amended the 2001 Employee Stock Purchase Plan to increase the number of shares of common stock reserved for issuance by 250,000 shares.

 

During the three months ended September 30, 2003, the Board of Directors granted to our chief executive officer additional options to purchase 300,000 shares of common stock. Since the grant was contingent upon the approval by stockholders of the 2003 Stock Plan on September 18, 2003, and the options were granted at a price below the fair market value on the date of the stockholders’ approval of the grant, $897,000 of deferred stock compensation related to these options was recorded in Roxio’s balance sheet in the quarter ended September 30, 2003. This amount is being amortized over the vesting period of the options. The options will vest 25% on the one-year anniversary of August 15, 2003 and 6.25% per quarter thereafter for the next twelve quarters. Approximately $56,000 and $84,000 of amortization expense was recorded and included in stock-based compensation charges in the three and nine months ended December 31, 2003.

 

NOTE 12—SEGMENTS, GEOGRAPHIC INFORMATION AND CONCENTRATIONS

 

Segment information

 

Effective with its acquisition of Napster, LLC, formerly known as Pressplay, on May 19, 2003, Roxio operates its business in two reportable segments: the consumer software product division and the online music distribution division. Prior to this acquisition, Roxio did not have an online music distribution business.

 

The determination that Roxio operates in two reportable segments was primarily based on how the chief operating decision maker (“CODM”) views and evaluates Roxio’s operations. Roxio’s Chief Executive Officer has been identified as the CODM as defined by SFAS No. 131, “Disclosures about Segments of an Enterprise and Related Information.” Roxio organizes its divisions, which equate to reportable segments, by evaluating criteria such as economic characteristics, the nature of products and services, the nature of the production process, and the type of customers.

 

Roxio’s consumer software product division designs, develops and markets application software products which allow customers to create, manage and move their rich digital media.

 

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Table of Contents

Roxio’s online music distribution division provides an online music subscription service that allows consumers to stream, download and burn a wide variety of digital music. With the release of Napster 2.0 in October 2003, Roxio also offers consumers the ability to purchase individual tracks or albums on an a-la-carte basis.

 

Roxio’s CODM evaluates the performance of these divisions based on net revenues and operating income (loss) before income taxes, interest income, interest expenses, gain on sale of GoBack assets, and other income, excluding the effects of nonrecurring charges including the amortization of other intangible assets related to Roxio’s acquisitions. Operating results also include the allocation of certain corporate expenses. Restructuring charges, amortization of intangible assets and stock-based compensation charges are not included in management’s evaluation of performance by the operating divisions as they are primarily organizational in nature.

 

The following table presents financial information for the two reportable segments:

 

     Three Months Ended December 31,

 
     2003

    2002

 
     Consumer
Software
Product
Division


    Online
Music
Distribution
Division


    Total

    Consumer
Software
Product
Division


    Online
Music
Distribution
Division


   Total

 
     (in thousands)     (in thousands)  

Net revenues

   $ 15,159     $ 3,604     $ 18,763     $ 26,430     $ —      $ 26,430  
    


 


 


 


 

  


Loss from operations

     (9,804 )     (15,099 )     (24,903 )     (7,804 )     —        (7,804 )
    


 


 


 


 

  


Restructuring charges

     4,354       20       4,374       207       —        207  

Amortization of intangible assets

     686       581       1,267       1,428       —        1,428  

Stock-based compensation charges

     512       —         512       659       —        659  
    


 


 


 


 

  


Operating loss before restructuring charges, amortization of intangible assets and stock-based compensation charges

   $ (4,252 )   $ (14,498 )   $ (18,750 )   $ (5,510 )   $ —      $ (5,510 )
    


 


 


 


 

  


     Nine Months Ended December 31,

 
     2003

    2002

 
     Consumer
Software
Product
Division


    Online
Music
Distribution
Division


    Total

    Consumer
Software
Product
Division


    Online
Music
Distribution
Division


   Total

 
     (in thousands)     (in thousands)  

Net revenues

   $ 59,834     $ 5,903     $ 65,737     $ 86,652     $ —      $ 86,652  
    


 


 


 


 

  


Loss from operations

     (16,772 )     (28,206 )     (44,978 )     (11,667 )     —        (11,667 )
    


 


 


 


 

  


Restructuring charges

     6,441       26       6,467       431       —        431  

Amortization of intangible assets

     2,030       1,700       3,730       4,764       —        4,764  

Stock-based compensation charges

     1,550       —         1,550       1,447       —        1,447  
    


 


 


 


 

  


Operating loss before restructuring charges, amortization of intangible assets and stock-based compensation charges

   $ (6,751 )   $ (26,480 )   $ (33,231 )   $ (5,025 )   $ —      $ (5,025 )
    


 


 


 


 

  


 

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Table of Contents

Geographic information

 

The following table presents net revenues by country, based on location of the selling entity:

 

     Three Months
Ended
December 31,


   Nine Months
Ended
December 31,


     2003

   2002

   2003

   2002

     (in thousands)    (in thousands)

United States

   $ 15,936    $ 15,636    $ 51,479    $ 56,623

The Netherlands

     2,822      9,793      13,100      23,835

Canada

     5      1,001      1,158      6,194
    

  

  

  

     $ 18,763    $ 26,430    $ 65,737    $ 86,652
    

  

  

  

 

The United States location serves as a distribution center for OEM and retail customers in North America. The Netherlands location serves as a distribution center for OEM and retail customers in Europe and Asia. The Canadian location serves as a distribution center for OEM customers in North America, Europe, and Asia. All OEM revenues recorded in the Canadian location relate to agreements that were in place at the date of the acquisition of MGI Software Corporation in January 2002.

 

The following table presents long-lived assets excluding goodwill and other intangible assets by country based on the location of the assets:

 

     December 31,
2003


   March 31,
2003


     (in thousands)

United States

   $ 15,080    $ 10,395

Canada

     1,115      876

Germany

     —        712

Other countries

     799      723
    

  

     $ 16,994    $ 12,706
    

  

 

The following individual customers accounted for a significant portion of our net revenues:

 

     Three Months
Ended
December 31,


    Nine Months
Ended
December 31,


 
     2003

    2002

    2003

    2002

 

Dell Computer Corporation

   14 %   14 %   19 %   12 %

Ingram Micro

   14 %   22 %   15 %   23 %

Navarre Corporation

   16 %   12 %   15 %   15 %

 

The following individual customers accounted for a significant portion of our net accounts receivable:

 

     December 31,
2003


    March 31,
2003


 

Dell Computer Corporation

   *     13 %

Ingram Micro

   *     12 %

Navarre Corporation

   24 %   20 %

Gem Distribution

   10 %   *  

 

* Less than 10%

 

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Table of Contents

NOTE 13—LITIGATION

 

Roxio and MGI Software Corp., a subsidiary of Roxio, (“MGI Software”) have been notified by a number of companies that certain of their respective software products may infringe patents owned by those companies. Roxio is investigating the nature of these claims and the extent to which royalties may be owed by it and by MGI Software to these entities. In addition, Roxio and MGI Software have been notified by a number of their respective original equipment manufacturer (“OEM”) customers that the OEMs have been approached by certain of the companies described above and other companies regarding possible patent infringement related to certain Roxio and MGI Software software products that the OEMs bundle with their respective computer products. Roxio estimates that the low end of the range of the cost to settle the MGI Software related-claims is approximately $2.5 million. The upper end of the range cannot be reasonably estimated at this time. Roxio has accrued $2.5 million as part of the MGI Software purchase price allocation, which is included in accrued liabilities, related to the settlement of these claims. The amount, if any, necessary to settle patent claims related to Roxio’s products cannot be determined at this time.

 

Roxio and Napster, LLC, formerly known as Pressplay, have been notified by a number of companies that the Napster online music distribution service may infringe patents owned by those companies. Roxio is investigating the nature of these claims and the extent to which royalties may be owed by it and by Napster, LLC to these entities. The amount of money, if any, necessary to settle these claims cannot be determined at this time.

 

On April 23, 2002, Electronics for Imaging and Massachusetts Institute of Technology filed an action against 214 companies in the Eastern District of Texas, Case No. 501 CV 344, alleging patent infringement. Roxio and MGI Software are named as defendants in that action, along with some of their customers. The patent at issue in the case has expired, and Roxio intends to continue to defend the action. Because the case is at an early stage, the outcome cannot be predicted with any certainty.

 

On December 12, 2003, Optima Technology filed a lawsuit against Roxio in U.S. District Court for the Central District of California alleging patent infringement by Roxio’s Easy CD Creator line of products. We believe the claims are without merit and intend to defend ourselves vigorously. Because the case is at an early stage, the outcome cannot be predicted with any certainty.

 

Roxio is a party to other litigation matters and claims that are normal in the course of its operations, and, while the results of such litigation and claims cannot be predicted with certainty, Roxio believes that the final outcome of such matters will not have a material adverse impact on its business, financial position or results of operations.

 

NOTE 14—RECENT ACCOUNTING PRONOUNCEMENTS

 

In November 2002, the EITF reached a consensus on EITF No. 00-21, “Revenue Arrangements with Multiple Deliverables.” EITF No. 00-21 addresses certain aspects of the accounting by a vendor for arrangements under which the vendor will perform multiple revenue-generating activities. EITF No. 00-21 is effective for interim periods beginning after June 15, 2003. Roxio does not expect the adoption of EITF No. 00-21 to have a material effect on its financial statements.

 

In January 2003, the FASB issued Interpretation No. 46 (“FIN 46”), “Consolidation of Variable Interest Entities, an Interpretation of ARB No. 51,” which relates to the identification of, and financial reporting for, variable-interest entities (“VIEs”). FIN 46 has far-reaching effects and applies to new entities that are created after January 31, 2003, as well as to existing VIEs no later than the beginning of the first interim or annual reporting period that starts after July 1, 2003. Roxio is currently evaluating the impact of the adoption on its financial position and results of operations.

 

In May 2003, the FASB issued Statement of Financial Accounting Standards No. 150 (“SFAS 150”), “Accounting for Certain Financial Instruments with Characteristics of Both Liabilities and Equity.” SFAS 150 requires that certain financial instruments, which under previous guidance were accounted for as equity, must now be accounted for as liabilities. The financial instruments affected include mandatory redeemable stock, certain financial instruments that require or may require the issuer to buy back some of its shares in exchange for cash or other assets and certain obligations that can be settled with shares of stock. SFAS 150 is effective for all financial instruments entered into or modified after May 31, 2003, and otherwise is effective at the beginning of the first interim period beginning after June 15, 2003, although certain aspects have been delayed pending further

 

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clarifications. Roxio does not expect the adoption of SFAS 150 to have a material impact on our consolidated financial position, results of operations or cash flows.

 

NOTE 15—SUBSEQUENT EVENT

 

On January 13, 2004, Roxio issued 5,500,000 shares of common stock in a private placement to certain accredited investors. The shares were sold at a price of $4.10 per share with gross proceeds of $22,550,000. On February 4, 2003, Roxio filed a registration statement on Form S-3 for the resale of the shares as required by the terms of the private placement purchase agreements. The gross proceeds will be reduced by placement fees and legal and accounting fees of, in total, approximately $1.6 million to $1.9 million.

 

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ITEM 2. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

 

The following discussion should be read in conjunction with the financial statements and notes thereto included elsewhere in this Quarterly Report. All statements in the following discussion that are not reports of historical information or descriptions of current accounting policy are forward-looking statements. Please consider our forward-looking statements in light of the risks referred to in this Quarterly Report’s introductory cautionary note, those discussed under the caption “Risk Factors” and elsewhere in this Quarterly Report.

 

Overview

 

We are a leading provider of digital media software and services for the consumer market. We have pioneered the development of consumer software products which allow our customers to acquire, create, manage and move their rich digital media. Our strategy is to expand our offerings for both products and services to allow for even easier management of and access to rich digital entertainment and personal media, including music, photos and video. We provide software that enables individuals to record digital content onto CDs and DVDs as well as photo and video editing products. Taken together, these products enable us to deliver a comprehensive digital media solution to our customers. Through our Napster service, users can stream, download and burn a wide variety of digital music. Our products and services allow customers to access, archive, create, customize and share digital materials in formats compatible with the growing number of digital entertainment devices such as personal computers (“PCs”), CD and DVD players, compressed audio players and personal digital assistants.

 

We operate our business in two divisions, the consumer software product division and the online music distribution division. To date, we have derived the majority of our revenue from sales of consumer software products.

 

Our Business

 

We derive revenues by sales of our software products primarily through distributors and direct sales to end users through our Website and toll-free number. Distributors resell our products to retailers of computer software products. We also sell our software products to OEMs such as PC manufacturers and CD- and DVD-recordable drive manufacturers and integrators. Generally, OEMs bundle a standard version of our software together with their products pursuant to licensing agreements with us.

 

One of our distributors, Navarre Corporation, accounted for 16% and 15% of net revenues for the third quarter and first nine months of fiscal 2004, respectively, compared to 12% and 15% for the comparable periods in the prior year. A second distributor, Ingram Micro, accounted for 14% and 15% of net revenues for the third quarter and first nine months of fiscal 2004, respectively, compared to 22% and 23% for the comparable periods in the prior year. One OEM customer, Dell Computer Corporation, accounted for 14% and 19% of net revenues for the third quarter and first nine months of fiscal 2004, respectively, compared to 14% and 12% for the comparable periods in the prior year.

 

Effective with our acquisition of Napster, LLC on May 19, 2003, we also provide an online music subscription service that offers subscribers on-demand access to a wide variety of music that can be streamed or downloaded. With the release of Napster 2.0 in October 2003, we offer consumers the ability to purchase individual tracks or albums on an a-la-carte basis, in addition to subscribing to our premium monthly service.

 

Critical Accounting Policies

 

Except as described below, there have been no material changes to our critical accounting policies and estimates as disclosed in our report on Form 10-K for the year ended March 31, 2003.

 

Effective October 1, 2003, we recorded our allowance for expected product return as a direct reduction of revenues and as an accrued liability. Prior to October 1, 2003, we recorded these allowances as a direct reduction of revenues and accounts receivable.

 

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Mergers, Acquisitions and Divestitures

 

In November 2002, we acquired certain assets of Napster, Inc., Napster Music Company, Inc. and Napster Mobile Company, Inc. in exchange for $6.1 million in total consideration, which consisted of $5.7 million in cash and warrants to purchase up to 100,000 shares of Roxio’s common stock.

 

In April 2003, we sold assets related to our GoBack system recovery product to Symantec for approximately $13.0 million in cash. Of the total purchase price, $2.8 million will be held in escrow until the one-year anniversary date of the close of the transaction upon satisfaction of the conditions specified in the purchase agreement. The transaction is taxable.

 

In May 2003, we acquired substantially all of the ownership of Napster, LLC, a premier provider of an online music service, formerly known as Pressplay. Napster, LLC was not affiliated with Napster, Inc. Pressplay served as the foundation for our online music service, which was launched on October 29, 2003 under the Napster brand. In consideration of the acquisition, we exchanged $12.5 million in cash, issued 3.9 million shares of our common stock valued at $23.5 million and obligated ourselves to pay up to $12.4 million in contingent payments based on our future cash flows from the Napster business. This acquisition was accounted for as a purchase. As a result, the total purchase price was allocated to tangible and intangible assets. Acquired intangible assets are amortized over their economic life, whereas the residual of the purchase price is classified as goodwill and is evaluated for impairment at least on an annual basis.

 

Roxio 2003 Stock Plan

 

On September 18, 2003, the Board of Directors adopted the 2003 Stock Plan. The plan provides for the granting of incentive and non-qualified stock options to officers, directors and employees of Roxio. The Board initially reserved 1.1 million shares of common stock for issuance under the plan.

 

During the quarter ended September 30, 2003, the Board of Directors granted to our chief executive officer additional options to purchase 300,000 shares of our common stock. Since the grant was contingent upon the approval by stockholders of the 2003 Stock Plan on September 18, 2003, and the options were granted at a price below the fair market value on the date of the stockholders’ approval of the grant, $897,000 of deferred stock compensation related to these options was recorded in Roxio’s balance sheet in the quarter ended September 30, 2003. This amount is being amortized over the vesting period of the options. The options will vest 25% on the one-year anniversary of August 15, 2003 and 6.25% per quarter thereafter for the next twelve quarters. Approximately $56,000 and $84,000 of amortization expense was recorded and included in stock-based compensation charges in the third quarter and first nine months of fiscal 2004, respectively.

 

Roxio Amended and Restated 2001 Employee Stock Purchase Plan

 

On September 18, 2003, the Board of Directors amended the 2001 Employee Stock Purchase Plan to increase the number of shares of common stock reserved for issuance by 250,000 shares.

 

Roxio 2000 Stock Option Plan

 

On the date of Roxio’s legal separation from Adaptec on May 5, 2001, at which time certain employees of Adaptec became employees of Roxio, 1.15 million shares of Roxio common stock were granted to these employees under the Roxio Amended and Restated 2000 Stock Option Plan. Pursuant to Financial Accounting Standards Board Interpretation (“FIN”) No. 44, “Accounting for Certain Transactions Involving Stock Compensation,” at the date of change in status from non-employees to employees, the accounting basis for the options changed and the compensation associated with these options was re-measured and fixed using the intrinsic value at that date as prescribed by APB Opinion No. 25. The re-measurement resulted in the recording of deferred stock compensation of approximately $5.2 million, which will be amortized over the vesting periods of the respective options on a straight-line basis.

 

During the quarter ended September 30, 2002, we also granted to employees options to purchase approximately 1.8 million shares of common stock at prices below the current fair market value and recorded deferred stock compensation of approximately $6.6 million related to these options. This amount is being amortized over the vesting periods of the respective options, which vary based on the individual employee’s contribution to Roxio.

 

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Approximately $456,000 and $1.5 million of amortization expense related to the 2000 Stock Option Plan was recorded and was included in stock-based compensation charges in the condensed consolidated statements of operations in the third quarter and first nine months of fiscal 2004, respectively, compared to $659,000 and $2.0 million in the comparable periods in the prior year.

 

Issuance of Common Stock and Warrant

 

In June 2003, Roxio issued 4,000,000 shares of common stock in a private placement to certain accredited investors. The shares were sold at a price of $5.50 per share with gross proceeds of $22 million. The gross proceeds were reduced by placement fees and legal and accounting fees of approximately $1.8 million, of which approximately $196,000 remained in accounts payable and accrued liabilities at December 31, 2003.

 

On November 15, 2002, Roxio entered into an agreement to acquire certain assets of Napster, Inc. As part of the agreement, Napster, Inc. received a warrant to purchase 100,000 shares of Roxio’s common stock at a price equal to $3.124 per share. The warrant is exercisable, in whole or part, at any time from the grant date. The warrant expires on November 27, 2005.

 

Basis of Presentation

 

Our fiscal year ends on March 31. Unless otherwise stated, all years and dates refer to our fiscal year.

 

The financial information presented in this quarterly report is not necessarily indicative of our future financial position, results of operations or cash flows.

 

Results of Operations

 

The following table sets forth, as a percentage of total revenue, certain consolidated statements of operations data for the periods indicated. These operating results are not necessarily indicative of the results for any future period.

 

     As a Percentage of Net Revenues

 
     For the Three Months
Ended December 31,


    For the Nine Months
Ended December 31,


 
     2003

    2002

    2003

    2002

 

Net revenues

   100 %   100 %   100 %   100 %

Cost of revenues

   43     28     34     26  
    

 

 

 

Gross profit

   57     72     66     74  
    

 

 

 

Operating expenses:

                        

Research and development

   47     19     37     18  

Sales and marketing

   82     38     52     37  

General and administrative

   28     35     27     24  

Restructuring charges

   23     1     10     1  

Amortization of intangible assets

   7     5     6     5  

Stock-based compensation charges

   3     3     3     2  
    

 

 

 

Total operating expenses

   190     101     135     87  
    

 

 

 

Loss from operations

   (133 )   (29 )   (69 )   (13 )

Gain on sale of GoBack product line

   —       —       16     —    

Other income (loss), net

   (1 )   —       —       —    
    

 

 

 

Loss before provision (benefit) for income taxes

   (134 )   (29 )   (53 )   (13 )

Provision for income taxes

   2     6     5     1  
    

 

 

 

Net loss

   (136 %)   (35 %)   (58 %)   (14 %)
    

 

 

 

 

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Net Revenues

 

Net revenues include primarily revenues from licensing and sales of our software, reduced by estimated product returns and pricing adjustments. We recognize licensing revenues from OEMs based on reported product shipments by OEMs, provided all fees are fixed or determinable, evidence of an arrangement exists and collection is probable. We recognize revenues from sales to distributors upon shipment by us or receipt of the products by the distributor, depending on the shipping terms, provided all fees are fixed or determinable, evidence of an arrangement exists and collection is probable. We provide for estimated product returns and pricing adjustments in the period in which the revenues are recognized. Our distributor agreements generally provide distributors with stock rotation and price protection rights as well as the right to return discontinued products. We recognize revenues from direct product sales to end users upon shipment by us.

 

For month-to-month subscribers of our online music division, the monthly service billing is recognized as billed. For subscription sales greater than one month, customers pay in advance for an annual plan or a nine-month plan. These revenues and associated credit card costs are recognized and deferred based on the time frame over which the subscription is available for those users. Revenues from sales of individual songs or albums are recognized at the time the music is delivered, digitally, to the end user. Revenues from pre-paid cards are deferred until tracks are downloaded by the end users.

 

The following table sets forth, for the periods indicated, our retail revenues, OEM revenues, and online music revenues as a percent of net revenues.

 

     As a Percentage of Net Revenues

 
     For the Three Months
Ended December 31,


    For the Nine Months
Ended December 31,


 
     2003

    2002

    2003

    2002

 

Retail revenues

   53 %   72 %   60 %   71 %

OEM revenues

   28     28     31     29  

Online music revenues

   19     —       9     —    
    

 

 

 

Net revenues

   100 %   100 %   100 %   100 %
    

 

 

 

 

Retail revenues consist of sales to distributors and direct sales to end-users. Retail revenues decreased 48% to $9.9 million from $19.0 million in the three months ended December 31, 2003 and 2002, respectively, and decreased 36% to $39.6 million from $61.3 million 2003 in the nine months ended December 31, 2003 and 2002, respectively. The decrease in retail revenues was due to a combination of the following factors: continued decline in the number of units shipped to our distributors and end-users which was slightly offset by higher average selling prices, decrease in European sales as no new product was released in the three months ended December 31, 2003, and the increase in provision for expected returns, mostly attributable to Easy CD & DVD Creator 6 product returns in the three months ended December 31, 2003. We expect that retail revenues for the remainder of the fiscal year will increase due to the planned release of Easy Media Creator 7.0 in the fourth quarter of fiscal 2004.

 

OEM revenues consist of sales to OEMs such as PC manufacturers and CD and DVD-recordable drive manufacturers and integrators. OEMs revenues decreased 30% to $5.3 million from $7.4 million in the three months ended December 31, 2003 and 2002, respectively, and decreased 20% to $20.2 million from $25.4 million in the nine months ended December 31, 2003 and 2002, respectively. The decrease was mostly due to lower per-unit royalty rates and lower unit volume shipments to our OEMs manufacturers. In the future, we anticipate that CD and DVD-recording technology revenues from our sales to OEMs will continue to decline in total, on a per-unit basis and as a percentage of total net revenues, as a result of increased cost pressure with our customers and competition in the maturing CD and DVD-recording technology. In particular, beginning in October 2003, a significant customer, Dell Computer Corporation, no longer exclusively bundled our CD- and DVD-recording technology. As a result, we anticipate that revenues from this customer will significantly decline.

 

Online music revenues consist of revenues generated from online music subscription service and a-la-carte purchases from end users. Online music revenues represented $3.6 million and $5.9 million, or 19% and 9%, of our total net revenues for the three months and nine months ended December 31, 2003, respectively. We anticipate that net revenues from our online music distribution division will continue to increase as a result of continued marketing activities and a number of initiatives such as prepaid retail cards, the Napster BurnPak which combines Easy CD &

 

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DVD Creator 6 starter kit with Napster’s online music in one box and the agreement with Pennylvania State University for the Napster subscription service.

 

International sales, defined as sales from our international subsidiaries, accounted for approximately $2.8 million and $10.8 million, or 15% and 41%, of net revenues for the three months ended December 31, 2003 and 2002, respectively, and approximately $14.3 million and $30.0 million, or 22% and 35%, of net revenues for the nine months ended December 31, 2003 and 2002, respectively. Higher sales in the three and nine months ended December 31, 2002 were primarily due to the release of WinOnCD (“WOC”) 6 in the third quarter of fiscal 2003. No new WOC product was released in the three and nine months ended December 31, 2003. The decrease in international sales was also due to the re-organization of the European sales center as international sales from Europe are now consolidated and processed by our sales center in the United States starting October 31, 2003. We anticipate that international sales will continue to decline as a result of our restructuring effort.

 

Gross Margin

 

Gross margin is the percentage of profit from net revenues after deducting cost of revenues, which includes costs related to the physical goods shipped, third party licensed intellectual property, freight, warranty, end user technical support and scrap. Our gross margin from OEM revenues is generally significantly higher than our gross margin from distributor revenues primarily due to lower product costs and to a lesser extent due to a different level of product support effort associated with OEM sales compared to distributor sales. For sales of our products through OEMs, the OEMs are responsible for the first level of product support and we only provide a second level of support to the OEM. We believe that as a result of our efforts to consolidate our technical support into our Canadian facility as well as changes in the levels of support provided to end users, our technical support costs as a percentage of our revenues will decline.

 

Gross margin for the software division decreased 45% to $10.3 million from $18.9 million in the three months ended December 31, 2003 and 2002, respectively. As a percentage of net revenues, gross margin for the software division decreased to 68% from 72% for the three months ended December 31, 2003 and 2002, respectively. Gross margin decreased to 71 % from 74% for the nine months ended December 31, 2003 and 2002, respectively. Period over period compared to the prior year, gross margin for the software division decreased primarily as a result of the increase in the provision for expected returns, mostly attributable to Easy CD & DVD Creator 6 product returns in the three months ended December 31, 2003 and the impact of reduced royalties from Symantec following the sale to Symantec in April 2003 of our GoBack product line. We believe that our gross margin percentage for the software division will slightly increase in the future as a result of increased revenues resulting from our launch of Easy Media Creator 7 product in the fourth quarter of fiscal 2004.

 

Gross margin for the online music distribution represented 13% and 20% of net revenues for the three and nine months ended December 31, 2003, respectively. The lower gross margin for the online music distribution compared to the software division is due to differences in the composition of cost of sales in the online music business model. We anticipate that our gross margin percentages for the online music distribution division for the three and nine months ended December 31, 2003 are indicative of our future gross margin.

 

Operating Expenses

 

We primarily classify operating expenses as research and development, sales and marketing and general and administrative. Each category includes related expenses for salaries, employee benefits, incentive compensation, travel, telephone, communications, rent and allocated facilities and professional fees. Our sales and marketing expenses include additional expenditures specific to the marketing group, such as public relations and advertising, trade shows, and marketing collateral materials and expenditures specific to the sales group, such as commissions. In addition, we include restructuring charges, amortization of intangible assets and stock-based compensation charges as operating expenses. To date, all software product development costs have been expensed as incurred.

 

Research and Development. Research and development expenses consist primarily of salary, benefits, and contractors’ fees for our development and other costs associated with the enhancements of existing products and development of new products. Research and development expenses increased 73% to $8.8 million from $5.1 million for the three months ended December 31, 2003 and 2002, respectively. Research and development expenses increased 56% to $24.5 million from $15.7 million for the nine months ended December 31, 2003 and 2002, respectively. The increase in research and development expenses in the three and nine-month periods ended

 

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December 31, 2003 over the same fiscal periods in 2002 was primarily due to an increase in headcount and other related expenses of $3.7 million and $8.5 million, respectively, attributable to the acquisition of Napster, LLC.

 

As a percentage of net revenues, research and development expenses were 47% and 19% for the three months ended December 31, 2003 and 2002, respectively. As a percentage of net revenues, research and development expenses were 37% and 18% for the nine months ended December 31, 2003 and 2002, respectively. The increase in research and development expenses as a percentage of net revenues is attributable to an increase in absolute dollar expenses as well as a decrease in overall revenues from the three and nine months ended December 31, 2003 and 2002, respectively. Total research and development headcount increased from 186 at December 31, 2002 to 221 at December 31, 2003. The increase in headcount was primarily due to the addition of 71 new employees from Napster, LLC, offset by a reduction of 34 research and development personnel in the software division. We anticipate that research and development expenses will decrease in the future as the result of our continued cost control efforts.

 

Sales and Marketing. Sales and marketing expenses consist primarily of salary, commissions and benefits for sales and marketing personnel and costs associated with advertising and promotions. Sales and marketing expenses increased 53% to $15.4 million from $10.0 million for the three months ended December 31, 2003 and 2002, respectively. This increase was primarily due to an increase in advertising expense of $7.7 million for the launch of Napster 2.0 in October 2003, partially offset by a reduction in advertising expense of $2.2 million in our software division. Sales and marketing expenses increased 7% to $34.2 million from $32.1 million for the nine months ended December 31, 2003 and 2002, respectively. This increase was primarily due to an increase in advertising expense of $9.5 million to promote Napster’s brand, partially offset by decreases of $5.8 million in advertising expense and $2.5 million in payroll and related expenses in our software division.

 

As a percentage of net revenues, sales and marketing expenses were 82% and 38% for the three months ended December 31, 2003 and 2002, respectively. As a percentage of net revenues, sales and marketing expenses were 52% and 37% for the nine months ended December 31, 2003 and 2002, respectively. The increase in sales and marketing expenses as a percentage of net revenues is attributable to an increase in absolute dollar expenses as well as a decrease in overall revenues from the three and nine months ended December 31, 2003 and 2002, respectively. Total sales and marketing headcount decreased from 99 at December 31, 2002 to 72 at December 31, 2003. The decrease in headcount was primarily due to a reduction of 44 sales and marketing personnel, slightly offset by an increase in headcount of 17 new employees attributable to the acquisition of Napster, LLC. We anticipate sales and marketing expenses to decline in the future as we move away from our Napster-launch quarter and into steady-state marketing activities and as the result of our continued cost control efforts.

 

General and Administrative. General and administrative expenses consist primarily of salary and benefit costs for executive and administrative personnel, professional services and other general corporate activities. General and administrative expenses decreased 43% to $5.4 million from $9.3 million for the three months ended December 31, 2003 and 2002, respectively. General and administrative expenses decreased 14% to $18.1 million from $21.0 million for the nine months ended December 31, 2003 and 2002, respectively. Higher general and administrative expenses for the three and nine months ended December 31, 2002 were primarily due to $3.0 million settlement of a lawsuit by certain former stockholders of Incat Systems and $1.8 million of related legal expenses and to $1.4 million of increase in general expenses. The decrease in general and administrative expenses in the three and nine months ended December 31, 2003 over the same fiscal periods in 2002 was partially offset by an increase in headcount and other related expenses of $1.2 million and $3.2 million, respectively, attributable to the acquisition of Napster, LLC.

 

As a percentage of net revenues, general and administrative expenses were 28% and 35% for the three months ended December 31, 2003 and 2002, respectively. As a percentage of net revenues, general and administrative expenses were 27% and 24% for the nine months ended December 31, 2003 and 2002, respectively. Total general and administrative headcount increased from 69 at December 31, 2002 to 74 at December 31, 2003. The increase in headcount was primarily due to the addition of 18 new employees attributable to the acquisition of Napster, LLC, offset by a reduction of 13 administrative personnel in the software division. We believe that general and administrative expenses will decline slightly in the future as a result of cost savings due primarily to the combined synergies of the software and online music businesses.

 

Restructuring Charges. In the three months ended June 30, 2003, we recorded a restructuring charge of $1.5 million. The restructuring charge was primarily due to the reorganization of our European operations and the finalization of our consolidation of technical support in our Canadian facility. The restructuring charge included $1.0 million of severance and benefits related to the involuntary termination of approximately 60 employees, $362,000 of equipment write-offs, and $115,000 of miscellaneous expense.

 

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In the three months ended September 30, 2003, we recorded a restructuring charge of approximately $557,000. The restructuring charge was primarily due to the reorganization of our Canadian, Japanese and domestic operations. The restructuring charge included $542,000 of severance and benefits related to the involuntary termination of approximately 37 employees, $75,000 of downward adjustment to the restructuring accrual in the first quarter ended June 30, 2003 due to lower actual costs than originally estimated for certain severance benefits, and $90,000 of equipment write-offs. Approximately $49,000 of restructuring charge related to severance and benefits was unpaid at the end of the third quarter ended December 31, 2003 and has been recorded in accrued liabilities.

 

In the three months ended December 31, 2003, we recorded a restructuring charge of approximately $4.4 million. The restructuring charge was primarily in connection with the reorganization of our European and domestic operations. The restructuring charge included $2.0 million of unused lease facilities write-offs, $1.2 million of equipment write-offs, $806,000 of severance and benefits related to the involuntary termination of approximately 50 employees, and $274,000 of miscellaneous legal, audit, and tax expenses. Approximately $28,000 of restructuring charge related to severance and benefits and $225,000 related to miscellaneous expenses were unpaid at the end of the third quarter ended December 31, 2003 and have been recorded in accrued liabilities.

 

The following table sets forth Roxio’s restructuring accrual established at December 31, 2003:

 

     Lease
Termination
Costs


    Severance
and
Other
Benefits


    Other
Costs


    Total

 
           (in thousands)        

Balance, March 31, 2003

   $ 363     $ —       $ —       $ 363  

Additional accrual

     2,054       2,407       389       4,850  

Cash payments

     —         (2,255 )     (164 )     (2,419 )

Adjustment to liability

     (60 )     (75 )     —         (135 )
    


 


 


 


Balance, December 31, 2003

   $ 2,357     $ 77     $ 225     $ 2,659  
    


 


 


 


 

Our estimates of the excess facilities charge may vary significantly depending, in part, on factors, such as our success in negotiating with our lessor, the time periods required to locate and contract suitable subleases and the market rates at the time of such subleases, that may be out of our control. Adjustments to the facilities accrual will be made if further consolidations are required or if actual lease exit costs or sublease income differ from amounts currently expected.

 

We anticipate that we will continue to incur restructuring charges for the next six months. Such restructuring charges are anticipated to include, among others, severance payments, write-offs of unused assets and write-offs of unused lease facilities.

 

Amortization of Intangible Assets. Amortization of intangible assets decreased 11% to $1.3 million from $1.4 million in the months ended December 31, 2003 and 2002, respectively. Amortization of intangible assets decreased 22% to $3.7 million from $4.8 million in the nine months ended December 31, 2003 and 2002, respectively. The decrease in amortization of intangible assets in the three and nine months ended December 31, 2003 over the same periods in 2002 was due to the cessation of amortization expenses of $2.7 million related to certain intangible assets as these intangible assets were fully amortized, offset by additional amortization expense of $1.5 million related to the intangible assets recorded in connection with our acquisition of Napster, LLC, formerly known as Pressplay, in May 2003. Amortization of intangible assets is anticipated to be $1.2 million, $4.2 million and $1.3 million for the three months ending March 31, 2004 and for the years ending March 31, 2005 and 2006, respectively.

 

Stock-Based Compensation Charges. Stock-based compensation charges relate to the amortization of costs associated with the stock and warrant issued to Virgin Holding, Inc., stock options issued to employees and the commitment of Roxio stock options to Adaptec employees who became Roxio employees. Stock-based compensation charges decreased 22% to $512,000 from $659,000 in the three months ended December 31, 2003 and 2002, respectively. This decrease was primarily due to $203,000 of downward adjustment of the stock-based compensation’s unamortized cost resulting from early termination of employees, offset by $56,000 of additional

 

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stock-based compensation expense resulting from the grant of 300,000 shares of our common stock to our chief executive officer in August 2003. Stock-based compensation charges increased 7% to $1.6 million from $1.4 million in the nine months ended December 31, 2003 and 2002, respectively. This increase was primarily due to the re-measurement of the warrant issued to Virgin to reflect our lower stock price in the quarter ended June 30, 2002, offset by a decrease due to downward adjustment of the stock-based compensation’s unamortized cost resulting from early termination of employees. We believe that stock-based compensation charges will not change significantly in the foreseeable future.

 

Gain on Sale of GoBack Product Line

 

In April 2003, Roxio sold its GoBack product line and related assets to Symantec for $13.0 million in cash consideration. Of the total consideration, $2.8 million was held in escrow, of which $1.1 million was recognized as consideration at the time of the transaction. The remainder will be recognized at the one-year anniversary date of the close of the transaction upon satisfaction of the conditions specified in the Purchase Agreement. In the quarter ended June 30, 2003, Roxio recorded a gain of $10.6 million from the sale of the GoBack product line.

 

Other Income (Loss), Net

 

Other income (loss), net, consists primarily of interest income on our cash equivalents and short-term investments, interest expense, realized gain (loss) on foreign transactions, and other miscellaneous income. Interest income decreased 24% to $147,000 from $194,000 for the three months ended December 31, 2003 and 2002, respectively. Interest income decreased 15% to $583,000 from $686,000 for the nine months ended December 31, 2003 and 2002, respectively. The decrease was due to lower overall interest yields on cash and short-term investments.

 

Interest expense increased 117% to $67,000 from $31,000 for the three months ended December 31, 2003 and 2002, respectively. Interest expense increased 118% to $193,000 from $88,000 for the nine months ended December 31, 2003 and 2002, respectively.

 

Realized loss on foreign transactions increased 488% to $104,000 from $18,000 for the three months ended December 31, 2003 and 2002, respectively. Realized loss on foreign transactions decreased 54% to $251,000 from $544,000 for the nine months ended December 31, 2003 and 2002, respectively.

 

Other income consisted of $450,000 in net gain from the sale of patents in the second quarter of fiscal 2003.

 

Provision for Income Taxes

 

Income taxes are accounted for in accordance with Statement of Financial Accounting Standards (“SFAS”) No. 109, “Accounting for Income Taxes,” which requires recognition of deferred tax liabilities and assets for the expected future tax consequences of events that have been included in the financial statements or tax returns. Under this method, deferred tax liabilities and assets are determined based on the temporary difference between the financial statement and tax bases of assets and liabilities using enacted tax rates in effect for the year in which the differences are expected to reverse. Valuation allowances are established when necessary to reduce deferred tax assets to the amounts expected to be realized. Income tax expense is the tax payable and the change during the period in deferred tax assets and liabilities.

 

Our effective income tax rate for the quarter ended December 31, 2003 was 1% compared to 20% for the third quarter of fiscal 2003 and (10%) for the full fiscal 2003. In the third quarters of fiscals 2004 and 2003, our effective tax rate varied from the Federal statutory rate of 35% primarily due to the geographic mix of our worldwide revenue, earnings, operating losses and stock-based compensation. We are subject to tax in jurisdictions in which we operate around the world. Our future effective tax rate will be impacted by our organizational structure and the geographic distribution of our worldwide revenue and profitability. As a result of these factors, our effective tax rate may vary in the future.

 

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Liquidity and Capital Resources

 

As of December 31, 2003, our principal source of liquidity was our cash, cash equivalents, restricted cash and short-term investments totaling $41.6 million. Our working capital was $14.8 million at December 31, 2003.

 

Net cash used in operating activities was $26.4 million and $3.5 million in the nine months ended December 31, 2003 and 2002, respectively. Net cash used in operating activities in the nine months ended December 31, 2003 was $3.7 million for the software division and $22.7 million for the online music distribution division which represented cash used to finance Napster’s operations during the period.

 

Net cash used in operating activities in the nine months ended December 31, 2003 resulted primarily from net loss before non-cash charges. Non-cash charges primarily include depreciation, amortization and restructuring charges, offset by the gain on sale of assets. This cash used was slightly offset by additional cash generated from a decrease of $5.5 million in our accounts receivable balance and an increase of $4.3 million in accrued liabilities, offset by a decrease of $4.6 million in our accounts payable and income tax payable during the nine months ended December 31, 2003.

 

Net cash used in operating activities in the nine months ended December 31, 2002 resulted primarily from net loss before non-cash charges. Non-cash charges primarily include depreciation, amortization and restructuring charges. This cash used was slightly offset by additional cash generated from a decrease of $5.5 million in our accounts receivable balance and an increase of $1.5 million in our accounts payable, offset by a decrease of $5.8 million in our accrued liabilities during the nine months ended December 31, 2002.

 

Net cash used in investing activities was $5.1 million and $23.2 million in the nine months ended December 31, 2003, and 2002, respectively. In the nine months ended December 31, 2003, $6.7 million was transferred to a restricted cash account, $3.7 million was used to purchase capital equipment, primarily for the online music distribution division, $7.8 million was used to purchase short-term investments and $14.6 million was used to acquire Napster LLC, formerly known as Pressplay. The outflows of cash were offset by proceeds of $10.3 million received from the sale of our GoBack product line and $17.5 million from the sales and maturities of our marketable securities. In the nine months ended December 31, 2002, $3.8 million was used to purchase capital equipment, $5.7 million was used to purchase Napter’s intangible assets, $25.2 million was used to purchase short-term investments, and $3.0 million was used to invest in YesVideo. The outflows of cash were offset by proceeds of $14.0 million from the sale and maturities of our marketable securities.

 

Net cash provided by financing activities was $22.2 million and $4.5 million in the nine months ended December 31, 2003, and 2002, respectively. In the nine months ended December 31, 2003, net cash provided by financing activities consisted primarily of $20.4 million of proceeds from the issuance of common stock through a private equity financing, $2.1 million from the exercise of stock options and the employee stock purchase plan and $403,000 from a short-term borrowing, offset by $456,000 of principal cash payments made on our capital lease obligations and $281,000 of principal payment made on our short-term borrowing. In the nine months ended December 31, 2002, net cash used in financing activities consisted primarily of $1.1 million of cash disbursed for the repurchase of common stock and $411,000 of principal cash payments made on our capital lease obligations, offset by $928,000 of cash received from the exercise of stock options and the employee stock purchase plan and by $5.0 million of cash proceeds from the borrowing of our line of credit.

 

On January 13, 2004, we issued 5,500,000 shares of common stock in a private placement to certain accredited investors. The shares were sold at a price of $4.10 per share with gross proceeds of $22,550,000. On February 4, 2003, we filed a registration statement on Form S-3 for the resale of the shares as required by the terms of the private placement purchase agreements. The gross proceeds will be reduced by placement fees and legal and accounting fees of in total approximately $1.6 million to $1.9 million.

 

In January 2002, we entered into a three-year agreement with a bank to provide a $15.0 million revolving line of credit, collateralized by substantially all of our assets. The line of credit also included a financial covenant that required us to maintain a minimum balance of cash, cash equivalents and short-term investments of $25 million. In November 2003, the line of credit was amended reducing the credit facility to $5.0 million and the maturity date to April 30, 2004 and requiring us to maintain a minimum deposit account of $6.0 million. As of December 31, 2003, we were in compliance with all such covenants. The line of credit bears interest either at a fixed rate of LIBOR plus 1.75% per annum or at a variable rate of prime plus 0.5% per annum. There was $5.0 million outstanding under the

 

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line of credit during the quarter ended December 31, 2003. At December 31, 2003, the revolving line of credit was reclassified from non-current liability to current liability.

 

We believe that the liquidity provided by existing cash, cash equivalents, short-term investments, and cash generated from operations will provide sufficient capital to meet our requirements for at least the next 12 months.

 

Generally, payment terms from our customers do not exceed 45 days, while our liabilities with vendors are due from zero to 30 days following the invoice date. Payments of receivables by our customers to us are not contingent upon resale and we have not experienced payment delays due to product disputes.

 

We have never held derivative financial instruments. We do not currently hold any variable interest rate debt other than our revolving line of credit. Accordingly, we have not been exposed to near-term adverse changes in interest rates or other market prices. We may, however, experience such adverse changes if we incur debt or hold derivative financial instruments in the future.

 

Future payments due under our debt obligations, capital leases, operating leases and obligations to various content and distribution providers at December 31, 2003 are as follows (in thousands):

 

Year Ending March 31,


   Line of
Credit


   Short
Term
Borrowing


   Non-Cancelable
Capital
Leases


   Non-Cancelable
Operating
Leases


   Obligations to
Content and
Distribution
Providers


   Total

2004 (3 months)

          $ 122    $ 172    $ 157    $ 749    $ 1,200

2005

   $ 5,000             438      3,722      —        9,160

2006

     —        —        61      3,358      —        3,419

2007

     —        —        17      2,210      —        2,227

2008

     —        —        —        313      —        313
    

  

  

  

  

  

Total

   $ 5,000    $ 122    $ 688    $ 9,760    $ 749    $ 16,319
    

  

  

  

  

  

 

We expect that as our existing debt, capital leases, operating leases and obligations terminate over the next few years, we will enter into new agreements which will result in new obligations. We expect to continue experiencing operating losses related to our online music division until we achieve significantly higher revenues from our online music distribution service.

 

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RISK FACTORS

 

Risks Relating to Our Business in General

 

Fluctuations in our quarterly operating results may cause our stock price to decline.

 

Our quarterly operating results may fluctuate from quarter to quarter. We cannot reliably predict future revenue and margin trends, and such trends may cause us to adjust our operations. Other factors that could affect our quarterly operating results include:

 

  timing of new product introductions and our ability to transition between product versions;

 

  product returns upon the introduction of new product versions and pricing adjustments for our distributors;

 

  seasonal fluctuations in sales;

 

  anticipated declines in selling prices of our products to original equipment manufacturers or OEMs and potential declines in selling prices to other parties as a result of competitive pressures;

 

  changes in the mix of our revenues represented by our various products and customers;

 

  adverse changes in the level of economic activity in the United States or other major economies in which we do business, or in industries, such as PC, drive or digital still or video camera manufacturing, on which we are particularly dependent;

 

  foreign currency exchange rate fluctuations;

 

  expenses related to, and the financial impact of, possible acquisitions of other businesses;

 

  expenses incurred in connection with the development of an online music distribution service;

 

  changes in the timing of product orders due to unexpected delays in the introduction of our customers’ products, due to lifecycles of our customers’ products ending earlier than expected or due to market acceptance of our customers’ products; and

 

  timely and accurate reporting to us by our OEM customers of units shipped.

 

Our CD/DVD recording software accounts for the majority of our revenues. If demand for this software declines, our sales could be significantly reduced and our operating results may be adversely affected.

 

Historically, the majority of our operating revenues has come from sales of our CD/DVD recording software. Any factors adversely affecting the pricing of, or demand for or market acceptance of our recording software products, such as competition or technological change, would materially adversely affect our business and operating results. In particular, sales of our Easy CD & DVD Creator software account for a majority of our revenues. We expect that this product will continue to account for a significant portion of our software license revenues for the foreseeable future. Our future operating results depend on the continued market acceptance of our CD/DVD recording software, including future enhancements. Competition, technological change or other factors could decrease demand for these products or make these products obsolete.

 

If new technologies or formats replace the CD and DVD as the preferred method of consumers to store digital content, such as portable digital audio players or removable storage devices, sales of our current recording software products could be seriously harmed. Additionally, if new consumer appliance technologies replace the PC as the preferred means of personalizing and managing digital content, our business could be seriously harmed.

 

We expect the success of our customer software products business will depend on sales of our Digital Media Suite.

 

Our strategy increasingly emphasizes the development of a full digital media software suite, placing greater emphasis on consistency, integration and inter-operability of our family of digital media applications. We plan to develop and release a suite of robust and integrated applications for digital media creation. If our product fails to successfully integrate the applications or if consumers do not see enough value in these improvements, sales of our Digital Media Suite will suffer and our business will be harmed.

 

If we fail to compete effectively in the DVD video-authoring software category, sales of our CD and DVD recording software products may be adversely affected.

 

We released the latest version of Easy CD Creator with DVD authoring in February 2003 (Easy CD & DVD Creator 6) and expect to release Easy Media Creator 7 in March 2004. Because this technology is relatively new and rapidly evolving our success in this market segment will depend upon our ability to continue to develop and advance this technology to keep pace with competition and customer demand. Because this functionality is prominently featured in our CD and DVD recording software products, if our DVD video authoring technology does not compete effectively in the marketplace, sales of our combined CD and DVD recording software products may be adversely affected and our business may be adversely affected.

 

Recently, some of our competitors have begun featuring commercial DVD copying in their software products. We are currently evaluating the legal implications of commercial DVD copying and do not currently include such functionality in our software products. As a result of competition from companies that have decided to include such functionality, sales of our software may be adversely affected.

 

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If CD recording does not remain the primary technology for recording and managing digital content, our sales of recording software and related services may decline significantly and our business may be adversely affected.

 

Sales of our recording software and related services depend in large part on the continued viability of CD recording as the primary technology used to record and manage digital content. If DVD recorders surpass CD recorders as the primary technology used to record and manage digital content and our DVD recording solutions are not as popular as those of our competitors, then sales of our recording software may decline significantly.

 

We expect the success of our consumer software products will depend on the sale of upgrades to our CD/DVD recording software products. If we fail to sell upgrades to such products effectively, our business may be adversely affected.

 

Historically, we have derived a significant portion of our revenues from sales of our recording software products to OEMs of PCs and CD and DVD recorders. Recently, competition in our own market and diminishing margins that PC and drive manufacturers have been experiencing have contributed to a reduction in the prices we can charge PC and drive manufacturers to include our software in their product offerings. If this trend continues as anticipated, we expect that revenues derived from the sale of our CD and DVD recording software products to PC and drive manufacturers in total and as a percentage of net revenues will decline significantly. As such, our future success will depend in part on our ability to sell software upgrades directly to end users and through retail. Although we are developing marketing strategies to increase our sales of software upgrades, we cannot assure you that any marketing strategies we develop will be successful in increasing our upgrade rate or that users will be content with the version of software that is included in their PC, CD or DVD recorder purchase.

 

If our products do not operate effectively with the hardware of our customers, our revenues will be adversely affected.

 

We must design our digital content editing and burning products to operate effectively with a variety of hardware and software products, including CD and DVD recorders, PCs, digital still cameras, digital video recorders, printers, scanners and operating system software. We depend on significant cooperation with manufacturers of these products to achieve our design objectives and to produce products that operate successfully. If our software is not interoperable with the hardware that our customers purchase and use, demand for our software will decrease and our business will be harmed.

 

A significant portion of our revenues currently comes from a small number of distributors and OEMs, and any decrease in revenues from these or other distributors or OEMs could adversely affect our operating results.

 

One distributor accounted for approximately 22% of our net revenues for the fiscal year ended March 31, 2003 and 15% of our net revenues for the nine-month period ended December 31, 2003. A different distributor accounted for approximately 18% of our net revenues for the fiscal year ended March 31, 2003 and 15% for the nine-month period ended December 31, 2003. Dell Computers, an OEM, accounted for approximately 12% of net revenues for the fiscal year ended March 31, 2003, and 19% of our net revenues for the nine-month period ended December 31, 2003. Recently, Dell Computers announced that they would cease distributing our software with their consumer PC line of products. We expect that a significant portion of our revenues will continue to depend on sales of our products to a small number of distributors. Any downturn in the business of our distributors or OEMs could seriously harm our revenues and operating results.

 

We rely on distributors and retailers to sell our products, and disruptions to these channels would adversely affect our ability to generate revenues from the sale of our products.

 

If our distributors attempt to reduce their levels of inventory or if they do not maintain sufficient levels to meet customer demand, our sales could be negatively impacted. If we reduce the prices of our products to our distributors, we may have to compensate them for the difference between the higher price they paid to buy their inventory and the new lower prices. In addition, we are exposed to the risk of product returns from distributors, either through their exercise of contractual return rights.

 

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If direct sales to customers through our own online channels increase, our distributors and retailers may suffer decreased sales as a consequence. These changes may cause our distributors to cease distribution or seek more favorable terms, which could seriously harm our business.

 

Our distributors, and the retailers who sell our software to the public, also sell products offered by our competitors. If our competitors offer our distributors or retailers more favorable terms, those distributors or retailers may de-emphasize or decline to carry our products. In the future, we may not be able to retain or attract a sufficient number of qualified distributors or retailers. Further, distributors or retailers may not recommend, or continue to recommend, our products.

 

A disruption of our online delivery or transaction processing system could have a negative impact on revenues.

 

We expect that direct sales will account for an increasing portion of our overall sales particularly due to competitive pressures in the OEM markets. A reduction in the performance, reliability and availability of our online software delivery or transaction processing system will harm our ability to market and distribute our products and services to our users, as well as our reputation and ability to attract and retain users and customers.

 

Our failure to maintain or expand our relationships with OEMs could cause demand for our products to decline.

 

Historically, we have derived a significant percentage of our revenues from sales of our products to OEMs, such as PC, digital still camera, digital video camera and drive manufacturers and integrators. These OEMs typically license and include a standard version of our software with their hardware. As a result, these relationships also serve an important role in distributing our software to the end user and positioning the market for upgrades to our more full featured software products. These OEMs may decline to include our software with their hardware for a number of reasons, including if our competitors offer these OEMs more favorable terms, if our competitors are able to take advantage of their existing relationships with these OEMs, or if these OEMs decide not to bundle any software with their products. The loss of any of our relationships with OEMs could harm our operating results. Recently, Dell Computers, our largest OEM partner, announced that they would cease distributing our software with their consumer PC line of products.

 

Because sales to PC manufacturers in particular provide a significant means of distributing our software to end users, and because sales to PC manufacturers account for a significant portion of our revenues, a downturn or competitive pricing pressures in the PC industry could cause our revenues to decline.

 

The PC industry is highly competitive, and we expect this competition to increase significantly. In particular, we expect pricing pressures in the PC market to continue. To the extent that PC manufacturers are pressured through competition to reduce the prices of their PCs, they may be less likely to purchase our products on terms as favorable as we have negotiated with our current PC manufacturer customers, if at all. In addition, if the demand for PCs decreases, our sales to PC manufacturers will likely decline. If we are unable to sell our products to PC manufacturers in the amount and on the terms that we have negotiated with our current PC manufacturer customers, our revenues may decline.

 

If the installed base of CD and DVD recorders does not grow as expected, sales of our digital content management software may decline.

 

Sales of our CD and DVD recording software and related services depend in large part on the continued growth of the installed base of CD and DVD recorders. While this installed base is growing, we cannot assure you that this growth will continue. Consumers may choose to purchase new PCs that do not include CD or DVD recorders, or existing PC owners may not purchase CD or DVD recorders as a stand-alone product in the numbers that are expected if an alternative technology emerges or if the demand for moving, managing and storing digital content is less than expected. Growth in the installed base of CD and DVD recorders may also be limited due to shortages in components required to manufacture CD and DVD recorders or other supply constraints.

 

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If the installed base of digital still cameras and digital video cameras does not grow as expected, sales of our digital image editing and burning software may decline.

 

Sales of our digital image editing and burning and related services depend in large part on the continued growth of the installed base of digital still cameras and digital video cameras. While this installed base is expanding, we cannot assure you that this growth will continue as expected. Consumers may reject digital photography or find the new digital still and video cameras too complicated to work or too expensive to purchase. Growth in the installed base of digital still cameras and digital video cameras may also be limited due to shortages in components required to manufacture digital still cameras and digital video cameras or other supply constraints.

 

If we are unable to compete effectively with existing or new competitors to our software business, including if these competitors offer OEMs better terms than we do, we could experience price reductions, fewer customer orders, reduced margins or loss of market share.

 

We compete in providing solutions for editing, moving, managing and protecting digital content. The markets for providing products and services offering these solutions are highly competitive, and we expect competition to increase in the future. Key competitors for sales of our CD and DVD recording software include 321 Studios, Ahead, BHA, Sonic Solutions, and Pinnacle Systems. Key competitors for our digital photo and video editing software include Microsoft, Adobe, Pinnacle Systems, Ulead, Intervideo and Arcsoft. Additionally, Microsoft and Apple have included CD recording software and video editing software in their respective operating systems and Apple has included DVD recording software in its operating system.

 

Many of our competitors or potential competitors have significantly greater financial, technical and marketing resources than we do. These competitors may be able to respond more rapidly than we can to new or emerging technologies or changes in customer requirements and may be able to leverage their customer bases and adopt aggressive pricing policies to gain market share. They may also devote greater resources to the development, promotion and sale of their products than we do. In addition, some of our software competitors or potential competitors have existing relationships with hardware manufacturers, integrators or retailers that currently carry our products. If our competitors are able to exploit these existing relationships to expand into our product areas, our business could be harmed.

 

If we fail to release our products as scheduled, it would adversely affect our revenue and the growth of our business.

 

We may fail to introduce or deliver new product offerings, or new versions of existing products, on a timely basis or at all. If new versions of existing products or potential new products are delayed, we could experience a delay or loss of revenues and customer dissatisfaction. Customers may delay purchases of our current software products in anticipation of future releases. If customers defer material orders of our current software products in anticipation of new releases or new product introductions, our business would be seriously harmed.

 

We depend on key personnel who do not, or may not continue to, work for us.

 

Our success substantially depends on the continued employment of certain executive officers and key employees, particularly Christopher Gorog, Nand Gangwani, and Thomas Shea. Effective January 30, 2004, Brad Duea, formerly Vice President of worldwide business development was appointed President, Napster division replacing Michael Bebel whose employment agreement will terminate in March 2004. The loss of the services of these or other key officers, employees or third parties could harm our business. If any of these individuals were to leave our company, we could face substantial difficulty in hiring qualified successors and could experience a loss in productivity while any such successor obtains the necessary training and experience.

 

If we fail to manage expansion effectively, we may not be able to successfully manage our business, which could cause us to fail to meet our customer demand or to attract new customers, which would adversely affect our revenue.

 

Our ability to successfully offer our products and implement our business plan in a rapidly evolving market requires an effective planning and management process. We plan to continue to increase the scope of our operations domestically and internationally. In addition, we plan to continue to hire a significant number of employees this year for our online music distribution service. This anticipated growth in future operations will place a significant strain on our management resources.

 

In the future we plan to continue to develop and improve our financial and managerial controls, reporting systems and procedures. In addition, we plan to continue to expand, train and manage our work force worldwide.

 

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We may need to make additional future acquisitions to remain competitive. The process of identifying, acquiring and integrating future acquisitions may constrain valuable management resources, and our failure to effectively integrate future acquisitions may result in the loss of key employees and the dilution of stockholder value and have an adverse effect on our operating results.

 

We have completed several acquisitions and expect to continue to pursue strategic acquisitions in the future. Completing any potential future acquisitions could cause significant diversions of management time and resources. Financing for future acquisitions may not be available on favorable terms, or at all. If we identify an appropriate acquisition candidate for any of our businesses, we may not be able to negotiate the terms of the acquisition successfully, finance the acquisition or integrate the acquired business, products, technologies or employees into our existing business and operations. Future acquisitions may not be well-received by the investment community, which may cause our stock price to fall. We have not entered into any agreements or understanding regarding any future acquisitions and cannot ensure that we will be able to identify or complete any acquisition in the future.

 

If we acquire businesses, new products or technologies in the future, we may be required to amortize significant amounts of identifiable intangible assets and we may record significant amounts of goodwill that will be subject to annual testing for impairment. If we consummate one or more significant future acquisitions in which the consideration consists of stock or other securities, our existing stockholders’ ownership could be significantly diluted. If we were to proceed with one or more significant future acquisitions in which the consideration included cash, we could be required to use a substantial portion of our available cash.

 

Acquisition-related costs can cause significant fluctuation in our net income.

 

Previous acquisitions have resulted in significant expenses, including amortization of purchased software, charges for in-process research and development and amortization of acquired identifiable intangible assets, which are reflected in operating expenses. Total acquisition-related costs in the categories identified above were $3.7 million in the nine-month period ended December 31, 2003 and $6.4 million in the year ended March 31, 2003. Additional acquisitions and any additional impairment of the value of purchased assets could have a significant negative impact on future operating results.

 

A significant portion of our revenues is derived from international sales. Economic, political, regulatory and other risks associated with international sales and operations could have an adverse effect on our revenues.

 

Because we sell our products worldwide, our business is subject to risks associated with doing business internationally. International sales accounted for approximately 34% of our net revenues for the fiscal year ended March 31, 2003 and 22% of our net revenues for the nine month period ended December 31, 2003. We anticipate that revenues from international operations will continue to represent a significant portion of our total net revenues. Accordingly, our future revenues could decrease based on a variety of factors, including:

 

  changes in foreign currency exchange rates;

 

  seasonal fluctuations in sales;

 

  changes in a specific country’s or region’s political or economic condition, particularly in emerging markets;

 

  unexpected changes in foreign laws and regulatory requirements;

 

  difficulty of effective enforcement of contractual provisions in local jurisdictions;

 

  trade protection measures and import or export licensing requirements;

 

  potentially adverse tax consequences;

 

  longer accounts receivable collection cycles;

 

  difficulty in managing widespread sales and manufacturing operations; and

 

  less effective protection of intellectual property.

 

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Our software could be susceptible to errors or defects that could result in lost revenues, liability or delayed or limited market acceptance.

 

Complex software products often contain errors or defects, particularly when first introduced or when new versions or enhancements are released. We have in the past discovered, and may in the future discover, software errors in our new releases after their introduction. Despite internal testing and testing by current and potential customers, our current and future products may contain serious defects or errors. Any such defects or errors would likely result in lost revenues, liability or a delay in market acceptance of these products.

 

To grow our business, we must be able to hire and retain sufficient qualified technical, sales, marketing and administrative personnel.

 

Our future success depends in part on our ability to attract and retain engineering, sales, marketing, finance and customer support personnel. If we fail to retain and hire a sufficient number of these employees, we will not be able to maintain and expand our business. We cannot assure you that we will be able to hire and retain a sufficient number of qualified personnel to meet our business objectives.

 

We may be unable to adequately protect our proprietary rights.

 

Our inability to protect our proprietary rights, and the costs of doing so, could harm our business. Our success and ability to compete partly depend on the superiority, uniqueness or value of our technology, including both internally developed technology and technology licensed from third parties. To protect our proprietary rights, we rely on a combination of patent, trademark, copyright and trade secret laws, confidentiality agreements with our employees and third parties, and protective contractual provisions. These efforts to protect our intellectual property rights may not be effective in preventing misappropriation of our technology. These efforts also may not prevent the development and design by others of products or technologies similar to or competitive with, or superior to those we develop. Any of these results could reduce the value of our intellectual property. We may be forced to litigate to enforce or defend our intellectual property rights and to protect our trade secrets. Any such litigation could be very costly and could distract our management from focusing on operating our business.

 

We may be subject to intellectual property infringement claims, which are costly to defend and could limit our ability to use certain technologies in the future.

 

Many of our current and potential competitors dedicate substantially greater resources to protection and enforcement of their intellectual property rights, especially patents. Many parties are actively developing streaming media and digital distribution-related technologies, e-commerce and other Web-related technologies, as well as a variety of online business methods and models. We believe that these parties will continue to take steps to protect these technologies, including, but not limited to, seeking patent protection. As a result, disputes regarding the ownership of these technologies and rights associated with streaming media, digital distribution and online businesses are likely to arise in the future and may be very costly. In addition to existing patents and intellectual property rights, we anticipate that additional third-party patents related to our products and services will be issued in the future. If a blocking patent has been issued or is issued in the future, we would need to either obtain a license or design around the patent. We may not be able to obtain such a license on acceptable terms, if at all, or design around the patent, which could harm our business.

 

Companies in the technology and content-related industries have frequently resorted to litigation regarding intellectual property rights. We may be forced to litigate to determine the validity and scope of other parties’ proprietary rights. Any such litigation could be very costly and could distract our management from focusing on operating our business. In addition, we believe these industries are experiencing an increased level of litigation to determine the applicability of current laws to, and impact of new technologies on, the use and distribution of content over the Internet and through new devices, especially in the music industry, and as we develop products and services that provide or enable the provision of content in such ways, our litigation risk may increase. The existence and/or outcome of such litigation could harm our business.

 

From time to time we receive claims and inquiries from third parties alleging that our internally developed technology or technology we license from third parties may infringe the third parties’ proprietary rights, especially patents. In December 2003, Optima Technology filed a lawsuit against us in U.S. District Court for the Central District of California alleging patent infringement by our Easy CD Creator line of products. We believe the claims

 

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are without merit and intend to defend ourselves vigorously. In addition, Napster has been notified by several companies that its services may infringe their respective patents. Napster also receives from time to time notices from artists, record labels and other asserted content right holders identifying music content that they believe is being made available via Napster’s services without proper authorization. Napster generally removes the allegedly infringing music content from its service. MGI Software, which we acquired in January 2002, has been notified by a number of companies that certain of MGI Software’s software products may infringe patents owned by these companies. MGI Software also has been notified by a number of its OEM customers that they have been approached by one of these companies regarding possible patent infringement related to certain MGI Software software products that they bundle with their respective computer products. Third parties have also asserted and most likely will continue to assert claims against us alleging infringement of copyrights, trademark rights or other proprietary rights, or alleging unfair competition or violations of privacy rights. We could be required to spend significant amounts of time and money to defend ourselves against such claims. If any of these claims were to prevail, we could be forced to pay damages, comply with injunctions, or stop distributing our products and services while we re-engineer them or seek licenses to necessary technology, which might not be available on reasonable terms. We could also be subject to claims for indemnification resulting from infringement claims made against our customers and strategic partners, which could increase our defense costs and potential damages. Any of these events could require us to change our business practices and harm our business.

 

A decline in current levels of consumer spending could reduce our sales.

 

Our business is directly affected by the level of consumer spending. One of the primary factors that affect consumer spending is the general state of the local economies in which we operate. Lower levels of consumer spending in regions in which we have significant operations could have a negative impact on our business, financial condition or results of operations.

 

We may need additional capital, and we cannot be sure that additional financing will be available.

 

Although we currently anticipate that our available funds and expected cash flow from operations will be sufficient to meet our cash needs for the foreseeable future, we may require additional financing. Our ability to obtain financing will depend, among other things, on our development efforts, business plans, operating performance and condition of the capital markets at the time we seek financing. We expect to spend significant amounts of cash in connection with the recent launch of our Napster service and expect to experience operating losses from such service in at least the short term. We cannot assure you that additional financing will be available to us on favorable terms when required, or at all. If we raise additional funds through the issuance of equity, equity-linked or debt securities, those securities may have rights, preferences or privileges senior to the rights of our common stock, and our stockholders may experience dilution.

 

Another significant terrorist attack could have a negative impact on our business.

 

A significant terrorist attack on U.S. soil or U.S.-based business interests abroad could cause a significant decline in demand for our products and disrupt our business. An attack could generally trigger a significant economic downturn, which could affect the consumer electronics and software industry as a whole. Further, an attack could disrupt our manufacturing and worldwide distribution of our products. Any terrorist attack could cause a significant decrease in our revenues.

 

If we repatriate cash from our foreign subsidiaries, we will incur additional income taxes that could negatively impact our results of operations and financial position.

 

A portion of our cash and cash equivalents are held by one or more of our foreign subsidiaries. If we need additional cash to acquire assets or technology or to support our operations in the United States, we may be required to repatriate some of our cash from these foreign subsidiaries to the United States. We are likely to incur additional income taxes from the repatriation, which could negatively affect our results of operations and financial position. Recently, we began a corporate restructuring to close certain of our overseas operations. We cannot assure you that such restructuring efforts will not result in additional tax liability as cash is repatriated to the United States in connection with such restructuring.

 

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If proposed accounting regulations that require companies to expense stock options are adopted, our earnings will decrease and our stock price may decline.

 

A number of publicly-traded companies have recently announced that they will begin expensing stock option grants to employees. In addition, the Financial Accounting Standards Board, or FASB, has indicated that possible rule changes requiring expensing of stock options may be adopted in the near future. Currently, we generally only disclose such expenses on a pro forma basis in the notes to our annual financial statements in accordance with accounting principles generally accepted in the United States. If accounting standards are changed to require us to expense stock options, our reported earnings will decrease significantly and our stock price could decline.

 

Risks Related to Our Online Music Services Business

 

Our online music services initiatives have a limited operating history and a history of losses and may not be successful.

 

On May 19, 2003 we acquired substantially all of the ownership interest of Napster, LLC (f/k/a Pressplay). We used the Pressplay-branded service as a technology platform to roll-out our online music services division in October 2003. The business models, technologies and market for online music services are new and unproven. Prior to our acquisition of Napster, LLC, consumer adoption and usage of the Pressplay-branded service had not been significant. You should consider the online music distribution business and prospects in light of the risks, expenses and difficulties encountered by companies in their early stage of development. Napster has experienced significant net losses since its inception and, given the significant operating and capital expenditures associated with our business plan, we expect to incur net losses for at least the next twelve months and may experience net losses thereafter. No assurance can be made that our Napster division’s business will not record losses after its launch, or that our Napster division will ever contribute net income to our statement of operations. If our Napster division is not successful, our business and business prospects could be harmed. Pressplay has incurred cumulative losses of approximately $52.6 million from inception (April 2001) through May 19, 2003. Napster has incurred cumulative losses of approximately $28.2 million from May 20, 2003 through December 31, 2003.

 

If we do not continue to add customers for our services, our revenues and business will be harmed.

 

Customers may cease using our service, and potential customers may decline to begin using our service, for many potential reasons, including that the service does not provide enough value or content or because customer service issues are not satisfactorily resolved. In order to increase our number of customers and revenues, we must continue to add new customers while minimizing the rate of loss of existing customers. If our other marketing and promotional activities fail to add new customers at a rate significantly higher than our rate of loss, our business will suffer. In addition, if the costs of such marketing and promotional activities increase in order to add new customers, our margins and operating results will suffer. Recently, we entered into an agreement with two universities to provide the Napster service to certain of the universities’ students. If we are unable to attract other colleges and universities to enter into agreements with us, our business may be harmed.

 

We cannot provide assurances that the usage of the Napster brand will increase revenues.

 

Customers may not associate the Napster brand with a paid service model. If the Napster brand fails to attract new customers, our revenues and business will suffer, and we may need to incur additional marketing expenditures to compensate for such failure.

 

We face competition from traditional retail music distributors, from emerging paid online music services delivered electronically such as ours, and from “free” peer-to-peer services such as KaZaA and Morpheus.

 

Our paid online music services face competition from traditional retail music distributors such as Tower Records as well as online retailers such as Amazon.com. These retailers may include regional and national mall-based music chains, international chains, deep-discount retailers, mass merchandisers, consumer electronics outlets, mail order, record clubs, independent operators and online physical retail music distributors, some of which have greater financial and other resources than we do. To the extent that consumers choose to purchase media in non-electronic formats, it may reduce our sales, reduce our gross margins, increase our operating expenses and decrease our profit margins in specific markets.

 

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Our online music services competitors include Listen.com, the provider of the Rhapsody service and a subsidiary of RealNetworks, Inc., Apple Computer’s iTunes Music Store, Buy.com, Inc., MusicNet, a joint venture between, among others, AOL Time Warner and RealNetworks, MusicMatch and other online efforts, including those of leading media companies. We anticipate competition for online music distribution service revenue from a wide range of companies, including broadband Internet service providers such as Yahoo! and MSN as well as from e-tailers such as Amazon.com, Bestbuy.com, Dell Computers and Walmart.com.

 

Our online music services also face significant competition from “free” peer-to-peer services, such as KaZaA, Morpheus, Grokster and a variety of other similar services that allow computer users to connect with each other and to copy many types of program files, including music and other media, from one another’s hard drives, all without securing licenses from content providers. The legal status of these “free” services is uncertain, because although some courts have found that these services violate copyright laws, other services have been found to not violate any copyright laws, particularly in the case of Grokster. Additionally, enforcement efforts against those in violation have not effectively shut down these services, and there can be no assurance that these services will ever be shut down. The ongoing presence of these “free” services substantially impairs the marketability of legitimate services, regardless of the ultimate resolution of their legal status.

 

Many of our competitors have significantly more resources than we do, including access to content, and some of our competitors may be able to leverage their experience in providing online music distribution services or similar services to their customers in other businesses. Some of these competitors may be able to offer services at a lower price than we can. In addition, competing services may be able to obtain more or better music content or may be able to license such content on more favorable terms than we can, which could harm the ability of our online music services to compete effectively in the marketplace.

 

The online music industry is experiencing consolidation, which may intensify competition and harm our business and results of operations.

 

The Internet and media distribution industries are undergoing substantial change, which has resulted in increasing consolidation and a proliferation of strategic transactions. Many companies in these industries have been going out of business or are being acquired by competitors. As a result, we may be competing with larger competitors that have substantially greater resources than we do. We expect this consolidation and strategic partnering to continue. Acquisitions or strategic relationships could harm us in a number of ways. For example:

 

  competitors could acquire or enter into relationships with companies with which we have strategic relationships and discontinue our relationship, resulting in the loss of distribution opportunities for our products and services or the loss of certain enhancements or value-added features to our products and services;

 

  competitors could obtain exclusive access to desirable multimedia content, thus decreasing the use of our products and services to distribute and experience the content that audiences most desire;

 

  competitors could obtain exclusive access to certain distribution channels which could decrease our ability to distribute our service;

 

  suppliers of important or emerging technologies could be acquired by a competitor or other company which could prevent us from being able to utilize such technologies in our offerings, and disadvantage our offerings relative to those of competitors;

 

  a competitor could be acquired by a party with significant resources and experience that could increase the ability of the competitor to compete with our products and services; and

 

  other companies with related interests could combine to form new, formidable competition, which could preclude us from obtaining access to certain markets or content, or which could dramatically change the market for our products and services.

 

Any of these events could put us at a competitive disadvantage, which could cause us to lose customers, revenue and market share. They could also force us to expend greater resources to meet new or additional competitive threats, which could also harm our operating results.

 

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Online music distribution services in general are new and rapidly evolving and may not prove to be a profitable or even viable business model.

 

Online music distribution services are a relatively new business model for delivering digital media over the Internet. It is too early to predict whether consumers will accept in significant numbers online music services and accordingly whether the services will be financially viable. If online music distribution services do not prove to be popular with consumers, or if these services cannot sustain any such popularity, our business and prospects would be harmed.

 

We rely on content provided by third parties, which may not be available to us on commercially reasonable terms or at all.

 

We rely on third-party content providers to offer music content that can be delivered to users of our service. These third party providers include music publishers and music labels. Rights to provide this content to our customers, particularly publishing rights, are difficult to obtain and require significant time and expense. In some cases, we pay substantial fees to obtain content for this third party content. In order to provide a compelling service, we must be able to continue to license a wide variety of music content and offer unique, and in some cases exclusive, music content to our customers. We cannot guarantee that we will be able to secure licenses to music content or that such licenses will be available on commercially reasonable terms.

 

Recently, we have announced our intention to offer the Napster service outside of the United States. The expansion of the service abroad requires that additional publishing and sound recording licenses be obtained for music currently offered in the United States as well as for music that is available only in foreign markets. We cannot assure you that we will be able to obtain such licenses on favorable terms or at all. Failure to obtain these licenses will harm our expansion into foreign markets and our revenues.

 

We must provide digital rights management solutions that are acceptable to both content providers and consumers.

 

We must provide digital rights management solutions and other security mechanisms in our online music distribution services in order to address concerns of content providers and artists, and we cannot be certain that we can develop, license or acquire such solutions, or that content licensors or consumers will accept them. Consumers may be unwilling to accept the use of digital rights management technologies that limit their use of content, especially with large amounts of free content readily available. Third-party providers of digital rights management software, such as Microsoft, may be unwilling to continue to provide such software to us upon reasonable or any terms. If we are unable to acquire these solutions on reasonable or any terms, or if customers are unwilling to accept these solutions, our business and prospects could be harmed.

 

Our business could be harmed by a lack of availability of popular content.

 

Our business is affected by the release of “hit” music titles, which can create cyclical trends in sales distinctive to the music industry. It is not possible to determine the timing of these cycles or the future availability of hit titles. Hit products are important because they generate customer interest. We depend upon the music content providers to continue to produce hit products. To the extent that new hits are not available, or not available at prices attractive to consumers, our sales and margins may be adversely affected.

 

Our success depends on our music service’s interoperability with our customer’s music playback hardware.

 

In order for our Napster service to be successful we must design our service to interoperate effectively with a variety of hardware products, including home stereos, car stereos, portable digital audio players, and PCs. We depend on significant cooperation with manufacturers of these products and with software manufacturers that create the operating systems for such hardware devices to achieve our design objectives and to offer a service that is attractive to our customers. Our software is currently not compatible with the iPod music player. If we cannot successfully design our service to interoperate with the music playback devices that our customers own, our business will be harmed.

 

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We may not successfully develop new products and services.

 

The success of the Napster service will depend on our ability to develop leading edge media and digital distribution products and services. Our business and operating results will be harmed if we fail to develop products and services that achieve widespread market acceptance or that fail to generate significant revenues or gross profits to offset our development and operating costs. We may not timely and successfully identify, develop and market new product and service opportunities. We may not be able to add new content such as video, or other content as quickly or as efficiently as our competitors or at all. If we introduce new products and services, they may not attain broad market acceptance or contribute meaningfully to our revenues or profitability. Competitive or technological developments may require us to make substantial, unanticipated investments in new products and technologies, and we may not have sufficient resources to make these investments.

 

Because the markets for our products and services are changing rapidly, we must develop new offerings quickly. Delays and cost overruns could affect our ability to respond to technological changes, evolving industry standards, competitive developments or customer requirements. Our products also may contain undetected errors that could cause increased development costs, loss of revenues, adverse publicity, reduced market acceptance of our products or services or lawsuits by customers.

 

We must integrate our recent acquisition of Napster to remain competitive.

 

In May 2003, we completed our acquisition of Pressplay, LLC, provider of our online music distribution service. Integrating the Napster assets and the VUNet USA Technologies assets or other acquisitions, could cause significant diversions of management time and resources. We recently announced the consolidation of Napster operations in Los Angeles. There is no guarantee that this consolidation will be successful or that it will be accomplished in a timely manner.

 

The growth of our business depends on the increased use of the Internet for communications, electronic commerce and advertising.

 

The growth of our business depends on the continued growth of the Internet as a medium for media consumption, communications, electronic commerce and advertising. Our business will be harmed if Internet usage does not continue to grow, particularly as a source of media information and entertainment and as a vehicle for commerce in goods and services. Our success also depends on the efforts of third parties to develop the infrastructure and complementary products and services necessary to maintain and expand the Internet as a viable commercial medium. We believe that other Internet-related issues, such as security, privacy, reliability, cost, speed, ease of use and access, quality of service and necessary increases in bandwidth availability, remain largely unresolved and may affect the amount and type of business that is conducted over the Internet, and may impact our ability to sell our products and services and ultimately impact our business results and prospects.

 

If Internet usage grows, the Internet infrastructure may not be able to support the demands placed on it by such growth, specifically the demands of delivering high-quality media content. As a result, its performance and reliability may decline. In addition, Websites have experienced interruptions in service as a result of outages, system attacks and other delays occurring throughout the Internet network infrastructure. If these outages, attacks or delays occur frequently or on a broad scale in the future, Internet usage, as well as the usage of our products, services and Websites, could grow more slowly or decline.

 

If broadband technologies do not become widely available or widely adopted, our online music distribution services may not achieve broad market acceptance, and our business may be harmed.

 

We believe that increased Internet use and especially the increased use of media over the Internet may depend on the availability of greater bandwidth or data transmission speeds (also known as broadband transmission). If broadband technologies do not become widely available or widely adopted, our online music distribution services may not achieve broad market acceptance and our business and prospects could be harmed. To date, we believe that broadband technologies have been adopted at a slower rate than expected, which we believe has slowed the level of use of media over the Internet and may harm our business and prospects if the rate of adoption does not increase.

 

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More consumers are utilizing non-PC devices to access digital content, and we may not be successful in developing versions of our products and services that will gain widespread adoption by users of such devices.

 

In the coming years, the number of individuals who access digital content through devices other than a personal computer, such as personal digital assistants, cellular telephones, television set-top devices, game consoles and Internet appliances, is expected to increase dramatically. Manufacturers of these types of products are increasingly investing in media-related applications, but development of these devices is still in an experimental stage and business models are new and unproven. If we are unable to offer our services on these alternative non-PC devices, we may fail to capture a sufficient share of an increasingly important portion of the market for digital media services or our costs may increase significantly.

 

Our network is subject to security and stability risks that could harm our business and reputation and expose us to litigation or liability.

 

Online commerce and communications depend on the ability to transmit confidential information and licensed intellectual property securely over private and public networks. Any compromise of our ability to transmit such information and data securely or reliably, and any costs associated with preventing or eliminating such problems, could harm our business. Online transmissions are subject to a number of security and stability risks, including:

 

  our own or licensed encryption and authentication technology, and access and security procedures, may be compromised, breached or otherwise be insufficient to ensure the security of customer information or intellectual property;

 

  we could experience unauthorized access, computer viruses, system interference or destruction, “denial of service” attacks and other disruptive problems, whether intentional or accidental, that may inhibit or prevent access to our Websites or use of our products and services;

 

  someone could circumvent our security measures and misappropriate our, our partners’ or our customers’ proprietary information or content or interrupt operations, or jeopardize our licensing arrangements, which are contingent on our sustaining appropriate security protections;

 

  our computer systems could fail and lead to service interruptions;

 

  we may be unable to scale our infrastructure with increases in customer demand, including in connection with the recent relaunch of Napster;

 

  our network of facilities may be affected by a natural disaster, terrorist attack or other catastrophic events; or

 

  our network may experience instability caused by the transition of prior users of the VUNet USA Technologies’ service off of such service and our exclusive use of such service.

 

The occurrence of any of these or similar events could damage our business, hurt our ability to distribute products and services and collect revenue, threaten the proprietary or confidential nature of our technology, harm our reputation, and expose us to litigation or liability. We may be required to expend significant capital or other resources to protect against the threat of security breaches, hacker attacks or system malfunctions or to alleviate problems caused by such breaches, attacks or failures.

 

We are subject to risks associated with governmental regulation and legal uncertainties.

 

Few existing laws or regulations specifically apply to the Internet, other than laws and regulations generally applicable to businesses. Certain U.S. export controls and import controls of other countries, including controls on the use of encryption technologies, may apply to our products. Many laws and regulations, however, are pending and may be adopted in the United States, individual states and local jurisdictions and other countries with respect to the Internet. These laws may relate to many areas that impact our business, including content issues (such as obscenity, indecency and defamation), copyright and other intellectual property rights, digital rights management, encryption, caching of content by server products, personal privacy, taxation, e-mail, sweepstakes, promotions, network and information security and the convergence of traditional communication services with Internet communications, including the future availability of broadband transmission capability and wireless networks. These types of regulations are likely to differ between countries and other political and geographic divisions. Other countries and political organizations are likely to impose or favor more and different regulation than that which has been proposed in the United States, thus furthering the complexity of regulation. The United States, for example, has recently enacted an e-mail marketing law that, among other things, permits consumers to choose not to receive

 

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unsolicited e-mail from specified senders and subjects violators to certain civil penalties. As we have in the past and will likely continue in the future to utilize e-mail marketing, such laws will affect our future marketing efforts and, although we intend to comply with such laws, any inadvertent violation of such laws could subject us to penalties. In addition, state and local governments may impose regulations in addition to, inconsistent with, or stricter than federal regulations. The adoption of such laws or regulations, and uncertainties associated with their validity, interpretation, applicability and enforcement, may affect the available distribution channels for and costs associated with our products and services, and may affect the growth of the Internet. Such laws or regulations may harm our business. Our products and services may also become subject to investigation and regulation of foreign data protection and e-commerce authorities, including those in the European Union. Such activities could result in additional product and distribution costs for us in order to comply with such regulation.

 

We do not know for certain how existing laws governing issues such as property ownership, copyright and other intellectual property issues, digital rights management, taxation, gambling, security, illegal or obscene content, retransmission of media, and personal privacy and data protection apply to the Internet. The vast majority of such laws were adopted before the advent of the Internet and related technologies and do not address the unique issues associated with the Internet and related technologies. Most of the laws that relate to the Internet have not yet been interpreted. In addition to potential legislation from local, state and federal governments, labor guild agreements and other laws and regulations that impose fees, royalties or unanticipated payments regarding the distribution of media over the Internet may directly or indirectly affect our business. While we and our customers may be directly affected by such agreements, we are not a party to such agreements and have little ability to influence the degree such agreements favor or disfavor Internet distribution or our business models. Changes to or the interpretation of these laws and the entry into such industry agreements could:

 

  limit the growth of the Internet;

 

  create uncertainty in the marketplace that could reduce demand for our products and services;

 

  increase our cost of doing business;

 

  expose us to increased litigation risk, substantial defense costs and significant liabilities associated with content available on our Websites or distributed or accessed through our products or services, with our provision of products and services, and with the features or performance of our products and Websites;

 

  lead to increased product development costs or otherwise harm our business; or

 

  decrease the rate of growth of our user base and limit our ability to effectively communicate with and market to our user base.

 

The Digital Millennium Copyright Act, or DMCA, created copyrights for the performance of sound recordings and for the making of recordings to facilitate transmissions. Under these copyrights, we may be required to pay licensing fees for digital sound recordings we deliver in original and archived programming. The DMCA does not specify the rate and terms of the licenses, which are determined by voluntary negotiations among the parties or, in the event such negotiations are unsuccessful, by arbitration proceedings, known as CARP proceedings which in either case are subject to approval by the United States Copyright Office. Past CARP proceedings have resulted in proposed rates for statutory webcasting that were significantly in excess of rates requested by webcasters. CARP proceedings relating to music subscription and non-subscription services offering music programming that qualify for various licenses under U.S. copyright law are pending. We cannot predict the outcome of these negotiations or CARP proceedings and may elect instead to attempt to directly license music content for our subscription and/or non-subscription services, either alone or in concert with other affected companies. Such licenses may only apply to music performed in the United States, and the availability of corresponding licenses for international performances is unclear. Therefore, our ability to find rights holders and negotiate appropriate licenses is uncertain. Many of our systems may be affected by these rates, which may negatively impact our revenues. There are other negotiations and CARPs in process which will set rates for subscription music services and services that deliver digital downloads of music, and the outcome of these negotiations and CARPs will also likely affect our business in ways that we cannot predict. Voluntarily negotiated rates for mechanical licenses with respect to streaming and conditional digital downloads with the Harry Fox Agency and National Music Publishers Association have not been agreed to, and we

 

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are currently operating under a standstill agreement until such time as such rates are negotiated. No agreement has been reached with performing rights societies such as ASCAP or BMI regarding whether digital downloads constitute public performances of copyrighted works that would trigger payment of public performance royalties. Depending on the rates and terms adopted for these voluntary and/or statutory licenses, our business could be harmed by increasing our own cost of doing business, as well as by increasing the cost of doing business for our customers. We anticipate future CARPs relating to music subscription delivery services, which may also adversely affect the online distribution of music.

 

The Child Online Protection Act and the Child Online Privacy Protection Act impose civil and criminal penalties on persons distributing material harmful to minors (e.g., obscene material) over the Internet to persons under the age of 17, or collecting personal information from children under the age of 13. We do not knowingly distribute harmful materials to minors or collect personal information from children under the age of 13. The manner in which these Acts may be interpreted and enforced cannot be fully determined, and future legislation similar to these Acts could subject us to potential liability if we were deemed to be non-compliant with such rules and regulations, which in turn could harm our business.

 

There are a large number of legislative proposals before the United States Congress and various state legislatures regarding intellectual property, digital rights management, copy protection requirements, privacy, email marketing and security issues related to our business. It is not possible to predict whether or when such legislation may be adopted, and certain proposals, if adopted, could materially and adversely affect our business through a decrease in user registration and revenue, and influence how and whether we can communicate with our customers.

 

We may be subject to market risk and legal liability in connection with the data collection capabilities of our products and services.

 

Many of our products are interactive Internet applications that by their very nature require communication between a client and server to operate. To provide better consumer experiences and to operate effectively, our products send information to servers. Many of the services we provide also require that a user provide certain information to us. We post an extensive privacy policy concerning the collection, use and disclosure of user data involved in interactions between our client and server products. Any failure by us to comply with our posted privacy policy and existing or new legislation regarding privacy issues could impact the market for our products and services, subject us to litigation and harm our business.

 

If we are not able to manage our growth, our business could be affected adversely.

 

Napster has expanded rapidly since it launched its Website under the name Pressplay in December 2001. We anticipate further expanding our operations to help grow our subscriber base and to take advantage of favorable market opportunities. Any future expansion will likely place significant demands on our managerial, operational, administrative and financial resources. If we are not able to respond effectively to new or increased demands that arise because of our growth, or, if in responding, our management is materially distracted from our current operations, our business may be affected adversely. In addition, if we do not have sufficient breadth and depth of the titles necessary to satisfy increased demand arising from growth in our subscriber base, our subscriber satisfaction may be affected adversely.

 

Risks Related to the Securities Markets and Ownership of Our Common Stock

 

We cannot assure you that our stock price will not decline.

 

The market price of our common stock could be subject to significant fluctuations. Among the factors that could affect our stock price are:

 

  quarterly variations in our operating results;

 

  changes in revenue or earnings estimates or publication of research reports by analysts;

 

  failure to meet analysts’ revenue or earnings estimates;

 

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  speculation in the press or investment community;

 

  strategic actions by us or our competitors, such as acquisitions or restructurings;

 

  actions by institutional stockholders;

 

  general market conditions; and

 

  domestic and international economic factors unrelated to our performance.

 

The stock markets in general, and the markets for technology stocks in particular, have experienced extreme volatility that has often been unrelated to the operating performance of particular companies. These broad market fluctuations may adversely affect the trading price of our common stock. In particular, we cannot assure you that you will be able to resell your shares at any particular price, or at all.

 

Shares eligible for sale in the future could negatively affect our stock price.

 

The market price of our common stock could decline as a result of sales of a large number of shares of our common stock or the perception that these sales could occur. This might also make it more difficult for us to raise funds through the issuance of securities. As of February 11, 2004, we had outstanding 33,410,323 shares of common stock of which 27,895,212 shares are freely tradeable and 5,500,000 are being registered. The remaining 15,111 shares of common stock outstanding are “restricted securities” as defined in Rule 144 and are held by our “affiliates” (as that term is defined in Rule 144 under the Securities Act). These restricted securities may be sold in the future pursuant to registration statements filed with the SEC or without registration under the Securities Act to the extent permitted by Rule 144 or other exemptions under the Securities Act.

 

As of January 31, 2004, there were an aggregate of 6,791,865 shares of common stock issuable upon exercise of outstanding stock options and warrants, including 6,574,118 shares issuable upon exercise of options outstanding under our option plans, 117,647 shares of common stock issuable upon exercise of an outstanding warrant issued to Virgin Holdings, Inc., and 100,000 shares of common stock issuable upon exercise of an outstanding warrant issued to the trustee in the Napster bankruptcy in connection with our acquisition of the Napster assets. We may issue and/or register additional shares, options, or warrants in the future in connection with acquisitions, compensation or otherwise. We have not entered into any agreements or understanding regarding any future acquisitions and cannot ensure that we will be able to identify or complete any acquisition in the future.

 

Provisions in our agreements, charter documents, stockholder rights plan and Delaware law may delay or prevent acquisition of us, which could decrease the value of our common stock.

 

Our certificate of incorporation and bylaws and Delaware law contain provisions that could make it more difficult for a third party to acquire us without the consent of our board of directors. These provisions include a classified board of directors and limitations on actions by our stockholders by written consent. In addition, our board of directors has the right to issue preferred stock without stockholder approval, which could be used to dilute the stock ownership of a potential hostile acquirer. Delaware law also imposes some restrictions on mergers and other business combinations between us and any holder of 15% or more of our outstanding common stock. In addition, we have adopted a stockholder rights plan that makes it more difficult for a third party to acquire us without the approval of our board of directors. Although we believe these provisions provide for an opportunity to receive a higher bid by requiring potential acquirers to negotiate with our board of directors, these provisions apply even if the offer may be considered beneficial by some stockholders.

 

ITEM 3. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

 

Interest rate risk

 

The primary objective of our investment activities is to preserve principal while at the same time maximizing the income we receive from our investments without significantly increasing risk. We maintain our cash, cash equivalents and short-term investments with high quality financial institutions and, as part of our cash management process, we perform periodic evaluations of the relative credit standing of these financial institutions. Amounts

 

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deposited with these institutions may exceed federal depository insurance limits. In addition, the portfolio of investments conforms to our policy regarding concentration of investments, maximum maturity and quality of investment.

 

Some of the securities that we have invested in may be subject to market risk. This means that a change in prevailing interest rates may cause the principal amount of the investment to fluctuate. For example, if we hold a security that was issued with a fixed interest rate at the then-prevailing rate and the prevailing interest rate later rises, the principal amount of our investment will probably decline in value. To minimize this risk, we maintain our portfolio of cash equivalents and short-term investments in a variety of securities, including commercial paper, corporate bonds, U.S. agencies securities, asset-backed securities and money market funds. In general, money market funds are not subject to interest rate risk because the interest paid on these funds fluctuates with the prevailing interest rate. All of our short-term investments mature in less than two years.

 

The following table presents the amounts of our short-term investments that are subject to market risk by range of expected maturity and weighted-average interest rates as of December 31, 2003. Our cash equivalents are invested in money market funds, commercial paper and municipal securities, which are not included in the table because those funds are not subject to interest rate risk due to their short maturities.

 

     Maturing in

          
    

Less than

One Year


   

More than

One Year


    Total

  

Estimated

Fair Value


     (Dollars in thousands)

Short-term investments

   $ 5,098     $ 1,758     $ 6,856    $ 6,856

Weighted-average interest rate

     4.41 %     5.46 %             

 

We do not currently hold any derivative instruments and do not engage in hedging activities. In January 2002, we entered into a three-year agreement with a bank to provide a $15.0 million revolving line of credit, collateralized by substantially all of its assets. The line of credit also included a financial covenant that required us to maintain a minimum balance of cash, cash equivalents and short-term investments of $25 million. In November 2003, the line of credit was amended reducing the credit facility to $5.0 million and the maturity date to April 30, 2004 and requiring us to maintain a minimum deposit account of $6.0 million. As of December 31, 2003, we were in compliance with all such covenants. The line of credit bears interest either at a fixed rate of LIBOR plus 1.75% per annum or at a variable rate of prime plus 0.5% per annum. There was $5.0 million outstanding under the line of credit during the quarter ended December 31, 2003. At December 31, 2003, the revolving line of credit was reclassified from non-current liability to current liability. We do not hold any other variable interest rate debt. Financial instruments that potentially subject us to significant concentrations of credit risk consist principally of trade accounts receivable and accounts payable.

 

Exchange rate risk

 

We develop our software in the United States, Canada and Europe and sell it in North America, Europe, the Pacific Rim and Asia. As a result, our financial results could be affected by factors such as changes in foreign currency exchange rates or weak economic conditions in foreign markets. For our foreign subsidiaries whose functional currency is the local currency, we translate assets and liabilities to U.S. dollars using period-end exchange rates and translate revenues and expenses using average exchange rates during the period. Exchange gains and losses arising from translation of foreign entity financial statements are included as a component of other comprehensive income.

 

For foreign subsidiaries whose functional currency is the U.S. dollar, assets and liabilities are re-measured at the period end or historical rates as appropriate. Revenues and expenses are re-measured at the average rate during the period. Currency translation gains and losses are recognized in current operations.

 

We sell our products primarily to original equipment manufacturers and distributors throughout the world. Since our legal separation from Adaptec, we have been transitioning the sales of our international subsidiaries to Euro and Japanese yen. Cash and cash equivalents are predominantly denominated in U.S. dollars.

 

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ITEM 4. CONTROLS AND PROCEDURES

 

An evaluation was performed under the supervision and with the participation of our management, including the Chief Executive Officer (“CEO”) and Chief Financial Officer (“CFO”), of the effectiveness of our disclosure controls and procedures (as defined by Exchange Act Rules 13a-15(e) or 15d-15(e)) as of December 31, 2003. Based on that evaluation, our management, including the CEO and CFO, concluded that our disclosure controls and procedures were effective as of December 31, 2003, as required by Exchange Act Rules 13a-15(b) and 15d-15(b).

 

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PART II - OTHER INFORMATION

 

ITEM 1. LEGAL PROCEEDINGS

 

Roxio and MGI Software Corp. (“MGI Software”) have been notified by a number of companies that certain of their respective software products may infringe patents owned by those companies. Roxio is investigating the nature of these claims and the extent to which royalties may be owed by it and by MGI Software to these entities. In addition, Roxio and MGI Software have been notified by a number of their respective original equipment manufacturer (“OEM”) customers that such OEMs have been approached by certain of the companies described above and other companies regarding possible patent infringement related to certain Roxio and MGI Software software products that they bundle with their respective computer products. Roxio estimates that the low end of the range of the cost to settle the MGI Software-related claims is approximately $2.5 million. The upper end of the range cannot be reasonably estimated at this time. Roxio has accrued $2.5 million as part of the purchase price allocation of MGI Software, which is included in accrued liabilities, related to the settlement of these claims. The amount, if any, necessary to settle patent claims related to Roxio’s products cannot be determined at this time.

 

Roxio and Napster, LLC, formerly known as Pressplay, have been notified by a number of companies that the Napster online music distribution service may infringe patents owned by such companies. Roxio is investigating the nature of these claims and the extent to which royalties may be owed by it and by Napster, LLC to these entities. The amount of money, if any, necessary to settle these claims cannot be determined at this time.

 

On April 23, 2002, Electronics for Imaging and Massachusetts Institute of Technology filed an action against 214 companies in the Eastern District of Texas, Case No. 501 CV 344, alleging patent infringement. Roxio and MGI Software are named as defendants in that action, along with some of their customers. The patent at issue in the case has expired, and Roxio intends to continue to defend the action. Because the case is at an early stage, the outcome cannot be predicted with any certainty.

 

On December 12, 2003, Optima Technology filed a lawsuit against us in U.S. District Court for the Central District of California alleging patent infringement by our Easy CD Creator line of products. We believe the claims are without merit and intend to defend ourselves vigorously. Because the case is at an early stage, the outcome cannot be predicted with any certainty.

 

Roxio is a party to other litigation matters and claims that are normal in the course of its operations, and, while the results of such litigation and claims cannot be predicted with certainty, Roxio believes that the final outcome of such matters will not have a material adverse impact on its business, financial position or results of operations.

 

ITEM 2. CHANGES IN SECURITIES AND USE OF PROCEEDS.

 

None.

 

ITEM 3. DEFAULTS UPON SENIOR SECURITIES.

 

None.

 

ITEM 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS.

 

There were no matters submitted to a vote of security holders during the third quarter of the fiscal year ending March 31, 2004.

 

ITEM 5. OTHER INFORMATION.

 

None.

 

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ITEM 6. EXHIBITS AND REPORTS ON FORM 8-K.

 

(a) Exhibits

 

The exhibits listed on the Exhibit Index (following the Signatures section of this report) are included, or incorporated by reference, in this quarterly report.

 

(b) Reports on Form 8-K

 

We filed a current report on Form 8-K on October 22, 2003, regarding our expected financial results for the quarter ended September 30, 2003.

 

We filed a current report on Form 8-K on November 10, 2003, announcing the resignation of Larry Kenswil from our Board of Directors.

 

We filed a current report on Form 8-K on November 14, 2003, announcing the resignation of Elliot Carpenter as our chief financial officer and the appointment of Nand Gangwani as the new chief financial officer.

 

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SIGNATURES

 

Pursuant to the requirements of the Securities Exchange Act of 1934, as amended, the Registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.

 

       

ROXIO, INC.

 

(Registrant)

Date: February 17, 2004       By:  

/s/ WM. CHRISTOPHER GOROG

             
               

Wm. Christopher Gorog

Chief Executive Officer

(Principal Executive Officer)

 

         
            By:  

/s/ NAND GANGWANI

               
               

Nand Gangwani

Vice President and

Chief Financial Officer

(Principal Financial and Accounting Officer)

 

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ROXIO, INC.

INDEX TO EXHIBITS

 

Exhibit
Number


  

Description of Exhibit


2.1    Asset Purchase Agreement between the Registrant and Napster, Inc., Napster Music Company, Inc., and Napster Mobile Company, Inc., dated November 15, 2002 (1)
2.2    Purchase Agreement among the Registrant, UMG Duet Holdings, Inc., a Delaware corporation, and SMEI Duet Holdings, Inc., a Delaware corporation, dated May 19, 2003 (2)
2.3    Asset Purchase Agreement dated April 17, 2003 by and between Registrant, Roxio CI Ltd., Wildfile, Inc. Symantec Ltd. and Symantec Corporation (3)
3.1    Amended and Restated Certificate of Incorporation of the Registrant (4)
3.2    Amended and Restated Bylaws of the Registrant (5)
3.3    Certificate of Designation of Rights, Preferences and Privileges of Series A Participating Preferred Stock of Roxio, Inc. (6)
4.1    Form of Common Stock certificate of the Registrant (5)
4.2    Warrant Agreement dated May 17, 2001 between the Registrant and Virgin Holdings, Inc. (7)
4.3    Registration Rights Agreement dated May 17, 2001 between the Registrant and Virgin Holdings, Inc. (7)
4.4   

Preferred Stock Rights Agreement, dated as of May 18, 2001, between Registrant and Mellon Investor Services, LLC, including the Certificate of Designation, the form of Rights Certificate and the Summary of Rights attached

thereto as Exhibits A, B, and C, respectively (6)

4.5    Warrant Agreement between the Registrant and Napster, Inc., dated November 27, 2002 (8)
4.6    Form of Purchase Agreement dated as of June 19, 2003 by and between Roxio and certain Purchasers set forth on the signature page thereto (9)
4.7    Amended and Restated LLC Operating Agreement of Napster, LLC dated May 19, 2003 by and between Registrant, UMG Duet Holdings, Inc. and SMEI Duet Holdings, Inc. (5)
4.8    Form of Purchase Agreement dated as of January 12, 2004 by and between Roxio and certain Purchasers set forth on the signature page thereto (10)
10.1    Employment Agreement effective as of November 14, 2003 between Nand Gangwani and the Registrant
10.2    Separation Agreement and General Release dated November 14, 2003 between R. Elliot Carpenter and the Registrant
10.3    Second Amendment to Loan and Security Agreement (the “Amendment”) is made as of November 10, 2003, by and between Registrant and Comerica Bank
31.1    Certification of Chief Executive Officer required pursuant to Section 302 of the Sarbanes-Oxley Act of 2002
31.2    Certification of Chief Financial Officer required pursuant to Section 302 of the Sarbanes-Oxley Act of 2002
32.1    Certification pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002

(1) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on December 12, 2002.

 

(2) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on May 19, 2003.

 

(3) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on April 18, 2003.

 

(4) Incorporated by reference to the Registrant’s Form 10 Registration Statement (No. 000-32373) as filed with the Securities and Exchange Commission on May 15, 2001.

 

(5) Incorporated by reference to the Registrant’s Annual Report on Form 10-K as filed with the Securities and Exchange Commission on June 30, 2003.

 

(6) Incorporated by reference to the Registrant’s Registration Statement on Form 8-A as filed with the Securities and Exchange Commission on June 5, 2001.

 

(7) Incorporated by reference to the Registrant’s Annual Report on Form 10-K as filed with the Securities and Exchange Commission on June 29, 2001.

 

(8) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on December 12, 2002.

 

(9) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on June 20, 2003.

 

(10) Incorporated by reference to the Registrant’s Current Report on Form 8-K as filed with the Securities and Exchange Commission on January 13, 2004.