6e044c8c9de94fde8784e0d28a136a25

E Q U I T Y R E S E A R C H
January 3, 2007
The Digital Consumer: Examining

Trends in Digital Media
Technology
Alan Bezoza 415-434-5886

alan.bezoza@opco.com
Thomas W. Eagan 212-668-5769
thomas.eagan@opco.com
Lawrence M. Harris 212-825-4279
lawrence.harris@opco.com
Shawn C. Milne 415-434-5868
shawn.milne@opco.com
Vijay R. Rakesh 312-360-5947
vijay.rakesh@opco.com
A. Sasa Zorovic 617-428-5667
sasa.zorovic@opco.com
See page 91 for important disclosures

Table of Contents
Introduction: The Digital Consumer: Unplugged ...................................................................... 3

Recap: What Happened in 2006 .............................................................................................. 7
Top 10 Ideas for 2007 .............................................................................................................. 8
Subscription Media ................................................................................................................. 12
Content Creation in Digital Media........................................................................................... 21
E-Commerce & Interactive Entertainment Outlook ................................................................ 33
Media Infrastructure: The Next Spending Cycle (finally) Begins… ....................................... 46
Wireless Devices and Technology ......................................................................................... 64
Semiconductors: Digital Media Enablers – The Silicon Trail.................................................. 74
Appendix: Top Mergers and Acquisitions in 2006 .................................................................. 85
Important Disclosures ............................................................................................................. 91
2
Introduction: The Digital Consumer—Unplugged
Technology advancements combined with deregulation during the mid 1990s began an
Internet revolution that has now spawned entirely new modes of social behavior and
interaction. Emerging from the ruins of the tech bubble’s burst, new entities such as Amazon,
Yahoo!, eBay, and Google have harnessed the breadth and diversity of the Internet to build
strong business models and significant market valuations.
The prolific success of Amazon and other large Internet-based businesses can be traced to
the way these companies have used advancements in communication technology to offer a
compelling product or service to consumers. In doing so, they have changed not only the
competitive landscape—whether in the retail, travel, or brokerage industries—but also
consumer habits, by giving individuals unprecedented choice, control, and convenience.
Beyond Travelocity and E*Trade in their own markets, we can point to many examples in the
broad media landscape where new business models have blossomed out of Internet
technology to disrupt traditional hierarchies. In telephony, we have seen IP voice pioneer
Vonage recently add its 2mmth subscriber, while Skype’s peer-to-peer calling service, now
with 8mm concurrent users worldwide, attracted eBay’s attention (to the tune of $4bn) to
enhance its online community and expand its business model.
Similarly, Apple not only revolutionized the way music is used and sold with the iPod,
combined with its elegant iTunes music downloading service, but it has done so while
preserving content owners’ rights. In each of these cases, traditional service providers—
whether travel agents, investment banks, or Tower Records—have been displaced by
competitors riding the back of IP technology. In particular, Vonage, iTunes, and Skype
demonstrate that innovators can indeed build solid, and even dominant, new business models
based on Internet protocol technology, riding “over the top” of networks built and managed by
others, namely cable and telecom service providers.
While the audio (voice and music) part of the media landscape has already given way to new
consumption models, video and gaming has been slower to adapt to IP-based, broadband-
driven business models. The key to the next leg of this progression (gaming and video), in
our opinion, lies within the bandwidth-intensive requirements surrounding processing, storage
and network infrastructure. Despite the grassroots-driven growth of peer-to-peer video file
sharing (legal and illegal), the vast majority of people in the US and worldwide still consume
content in traditional form, over closed distribution networks.
This is not to say that “IP Everywhere” is not here yet; to be sure, legions of college students
are at this very moment watching, let’s say, an archived biology lecture on their university’s
server. However, most of those who are today accessing video over IP typically download
and cache the content to a local storage device to view in a one-off manner—not the
equivalent of flipping channels from the comfort of one’s recliner.
3
Traditional Media Value Chain Operates in Separate Silos
Content Creators
Viacom, Disney, News Corp, EMI Group, Sony Entertainment, Electronic Arts, etc.
Aggregators and Distributors

Video Voice Music Gaming
Video
Channels Telcos Retailers Retailers
ESPN, HBO Verizon Wal-Mart Wal-Mart
CBS, NBC, etc SBC Tower Electronics
BellSouth Records Boutique
Cable/DBS Sam
Qwest Toys ‘R’ US
Comcast Goody
Best Buy
Time Warner Best Buy
DirecTV
Echostar
Source: Oppenheimer & Co. Inc.
In the figure above, we highlight the way in which various applications—video, voice, music,
and gaming—each have separate “silos” for distribution, while the aggregation and distribution
functions are tied together vertically. We believe that new technology and changing consumer
behavior inevitably will continue to lead to a dramatic revolution in the business of delivering
these forms of content to consumers. This revolution will re-shuffle the long-established
media value chain, in our opinion, as Internet-based content aggregators become the primary
aggregators, disintermediating the traditional distribution value chain. Indeed, new business
models already have emerged that take advantage of people’s ability and desire to watch—
and pay for—TV shows, movies, and other video content in a far more customized fashion.
4
New Media Value Chain Separates Applications from Transport
Content Creators
Viacom, Disney, News Corp, Electronic Arts, Sony, etc.
Aggregators
Yahoo, Google, Time Warner, Comcast, etc.
Video Voice Music Gaming
Broadband
Cable, FTTx, DSL, Wireless, etc.
Above, we describe how applications such as video, voice, music, and gaming have begun to
separate from the way they are transported and distributed to consumers as technology
advances and behavior changes. Already, we can see evidence of this shift in video
distribution, as Apple, Google, Amazon, and many others have begun offering fee-based
quality video content available for download. Traditional broadcast video content such as
Lost, Desperate Housewives, and numerous other video programs and movies are available
on iTunes and other aggregators. In addition, AOL offers consumers the ability to watch
thousands of hours of Time Warner-owned content for free, but utilizing a traditional
advertising model.
We believe that both of these competitive “moats” around the traditional media food chain are
rapidly evaporating, thanks to the following:
1. Technological advancements in transport (wireless and wireline), compression,

storage, security encryption, and processing have provided the necessary “digital”
infrastructure; and
2. Changes in consumer behavior, driven by the immediacy and ubiquity of the Internet,
have driven people to consume the content they want, when they want, and where they want.
The key questions that emerge from this scenario include: how will the traditional media value
chain change? How might the affected players in the value chain respond? How will
business models evolve from content creation, distribution, technology, and just as important,
advertising? Who will be the winners and losers (content, distribution, technology, and
advertising) in this revolution? And while we know this transformation has begun, the hardest
question to answer is: when will this new paradigm become the norm?
The digital consumer ecosystem continues to grow at a strong pace driven by rapidly evolving
media consumption (always on, anywhere, anytime) and the proliferation of user-generated
content. This rapid evolution of social media (MySpace, YouTube, etc.) is not only causing
5
titanic shifts in the media landscape, but also significant changes throughout the digital
consumer supply chain.
In this Digital Consumer report, we identify the top 10 themes for 2007, take a quick look back
at 2006 (a year where the Oppenheimer Digital Consumer index gained 3% vs. 11% for the
S&P 500), and give a deeper outlook for each of our coverage sectors. Our Digital Consumer
research team is made up of seasoned professionals with 59 years of sell-side experience,
and over 70 years of industry experience combined. In this inaugural joint effort, we attempt
to dissect all facets affecting the changing digital media environment, and how investors
should position themselves as we brace for this sea change. Our goal is not to be exhaustive
in terms of addressing all the forces shaping this highly dynamic sector, but rather to point out
only those that, in our view, are the most significant drivers of digital media as we enter 2007.
6
Recap: What Happened in 2006
Market Cap-Weighted Indices, by Sector
2006 Sector Perform ance Sat ellite Radio

50%
Semiconduct ors
40% E-Commerce
30% Online Advertising
20% Interactive Entertainment
Wireless Devices
10%
Digit al M edia Sof tware
0%
Wireless Inf rast ruct ure and
Enhanced Services
-10% S&P 500
-20% Sat ellite Equipment
Interactive Video
-30%
Cable Equipment Suppliers
-40%
US & UK Cable and Satellit e TV
-50%
Source: Bloomberg, Oppenheimer & Co. Inc.
Our broadly defined Oppenheimer Digital Consumer Index (ODCI), which includes front-end
consumer markets, infrastructure, and semiconductor supply chain sectors, is up 2% year to
date vs. an 11% gain for the S&P 500 and a 7% increase in the NASDAQ. As expected, our
index correlates highly with the technology-laden NASDAQ—with a weak first half
performance and a strong 3Q rebound.
Importantly, within our Oppenheimer Digital Consumer Index, performance varied widely
across sectors. The clear winners in 2006 were sectors benefiting from accelerating demand
for consumer video and social media, such as YouTube and MySpace.com, which drove
higher broadband requirements across the Internet. The biggest gainers were US & UK
Cable and Satellite TV providers, which were up 36%, driven by improved investor sentiment,
successful Triple Play rollout (cable only) and consolidation expectations. Cable equipment
and interactive video supplier indices followed, up 27% and 19%, respectively. The big
laggards in the ODCI were the semiconductor and satellite radio stocks, which dropped 43%
and 45%, respectively. Semiconductor stocks were brought down by the poor performances
of Sandisk and Marvell, while satellite radio providers were equally impacted by reduced
subscriber guidance and concerns over future cashflow breakeven. Online commerce giants
eBay and Amazon fell sharply due to higher investment spending and increasing competitive
environment with Google. Google alone added $7bn in market cap, sucking a combined
$15bn from eBay, Amazon, and Yahoo.
In our individual sector outlook sections there is a more detailed review of 2006 and our
outlook for 2007.
7
Top 10 Ideas for 2007
Consolidation, Deconsolidation, and Swapping continue. Following News Corp’s swap
of its 38% stake in DirecTV to Liberty Media for its 15% stake in News Corp, we expect the
trends we witnessed in 2006 to continue in 2007.
1. Consolidation of the consumer-driven online sites is likely to continue following News
Corp’s purchase of MySpace and Google’s purchase of YouTube. Potential acquirers include
the other large entertainment companies such as Viacom, Disney, and CBS. Potential targets
include Facebook and Napster as well as several display advertising networks, such as Burst,
Casale, and Vendare.
2. We also anticipate consolidation and swapping will continue in the cable sector. Comcast will
likely consolidate its 50% stake in Insight’s systems, and we expect Time Warner will nearly
consolidate the Los Angles cable market by acquiring Charter’s systems there.
3. Vendor consolidation. As the number of cable and telecom service providers continues to
shrink due to merger/acquisition activity, we look for continued vendor consolidation.
Already, in the past year, we saw Alcatel and Lucent merge, Cisco purchase Scientific-
Atlanta, LSI Logic purchase Agere, Ericsson purchase RedBack, and we expect more to
come. As telecom providers attempt to move to video services, we would expect telecom
vendors to take a harder look at video equipment companies such as Harmonic, C-COR,
TandbergTV, and Terayon. In addition, we look for component vendors to begin to "pair up"
as demand picks up.
Mobile Media: Large and Growing

1. Over 1bn mobile devices are expected to be sold in 2007, compared to 200mm PCs and
200mm TVs. As a result, the market offers a significant platform for the addition of features,
such as video, cameras, and music.
2. Significant growth is expected in the wireless gaming market. According to IDC, the U.S.
wireless gaming market is expected to reach $1.5bn by 2008, up from roughly $600mm in
2005 (35% CAGR). With its recent purchase of JAMDAT Mobile, Electronic Arts (EA) is now
the leading wireless gaming publisher with revenues in the $140mm range in FY07.
According to Telephia, mobile gaming revenue increased 63% YoY to $140mm in Q2 with
EA’s Tetris and Bejeweled the number 1 and 3 ranked games in the US carrier market. The
key driver in the market will be the growing installed base of game-capable handsets, which is
expected to grow from roughly 300mm units in 2005 to 745mm units in 2009 (Informa data).
3. Additionally, 2007 could be an important year for Mobile TV. Verizon plans to launch
QUALCOMM’s MediaFLO solution in early 2007, using handsets from Samsung and LG.
Launches of mobile TV using the DVB-H standard should occur over the next several years in
European markets. Increased utilization of mobile video services, including broadcast,
download, and unicast, could create demand for microwave backhaul equipment, which could
be positive for companies such as Andrew and Harris.
HDTV makes an Impact. 2006 holiday sales of HD TV sets are expected to be strong as
sets are finally priced at prices to hit the mainstream. Current LCD TV unit projections for
2007 range from 77mm to as high as 80mm-82mm. Worldwide, sales could hit 215mm-
220mm in 2007. However, there are noticeable trends within the industry:
8
1. Rear projection (DLP, RPTV) TV market sales collapse, Plasma TV market seeing more
pricing pressure;
2. LED backlighting enters TVs, monitors from leading OEMs to drive the next level of video
display performance; and
3. Blu-Ray and HD-DVD format gets resolved (Xbox360 versus PS3 - we believe Blu-Ray
continues to get more backing from movie studios and hardware OEMs).
Cable Plant Upgrades. Several events or forces will combine to increase the overall level of
cable plant capacity in 2007, in our view.
1. Perhaps the most immediate is Time Warner and Comcast’s recent acquisition of the
Adelphia cable systems. We expect both acquirers will upgrade the purchased systems by
increasing their capacity and enabling them to provide VoIP services. We estimate that the
bulk of the Adelphia systems were at or below 650MHz, below the 750MHz level of both Time
Warner and Comcast’s systems. Regarding a VoIP upgrade, both indicated they will make
100% of their plant VoIP-ready by EOY 2007. By comparison, only 5% of (what were) the
Adelphia systems are currently VoIP-ready.
2. The second trend that will drive increases in plant capacity is the increasing interest in
watch broadcast TV-generated video online as well as the overwhelming popularity of
consumer-driven Internet sites, such as YouTube and My Space. These sites are fueling
consumers to not only spend more time online, but also to download and upload significantly
large files, which will make online speeds a more important criteria in consumers’ broadband
decision making.
Music transitions from offline to online to wireless.

We continue to consider music to be one of the media subsectors that has made the greatest
progress so far in transitioning from offline to online. However, that does not mean that the
industry is reaching a status quo. In 2007, we continue to expect business models for online
music to continue to evolve. We anticipate per-download business model to continue
dominating the subscription model, while advertisement-based models will start receiving
some traction, though clearly staying a “niche.” Overall, we believe online music is likely to
remain highly competitive for—compressing margins for essentially all the industry
participants. A proliferation of music-enabled devices is contributing to music’s migration. We
estimate that satellite radio subscribers will reach 18.5mm subscribers by EOY 2007, double
the 9.25mm at EOY 2005. Additionally, companies such as Sony Ericsson are focusing on
this area, with a new music-enabled phone called the Walkman. It is widely anticipated that
Apple will introduce a wireless phone in the first half of 2007. Existing models that resemble
the iPod, such as the LG Chocolate phone, are strong sellers.
Advertising: New Media gains enable a pushback.

We expect increased participation among advertisers to non-traditional media will provide
advertisers some leverage to push back on rates offered by more traditional vehicles. We
expect online advertising gains to continue to lead the overall industry growth as brand
advertisers increasingly embrace the Internet. Other beneficiaries include VOD networks,
whose take rates have mushroomed, and gaming companies. While still early in the Xbox
360 ramp, we are encouraged by the online connection rate (50%), which will provide new
opportunities for dynamically served ads placed into games. Specifically, advertising
agencies like Massive, Inc. (purchased by Microsoft) and Double Fusion are using online
networks to position contextual ads/product placements within games (including day-parting)
9
vs. the prior method of working directly with development teams to code ads into games -
requiring significant lead times. According to the Yankee Group, the in-game advertising
market is expected to grow to over $730mm by 2010.
Cable sub growth continues as satellite TV pullback persists and Telcos disappoint.
Following several years of declining penetration (into US TVHH’s), we expect cable TV market
share to remain at 67% by EOY 2007 as the growth in cable subscribers parallels growth in
TVHHs. We expect the cable industry to grow basic subscribers for the second consecutive
year, after five years of subscriber loss. We expect Satellite TV penetration will continue to
increase (from 29% to 30% over the same time period) but at a lower rate. The cable
operators’ roll out of the Triple Play has been a “game-changer” in helping to reduce cable
basic customer churn (from 2% to 1% in certain systems). But Satellite TV’s strategic shift to
focus more in increasing OCF margins (by reducing SAC, or subscriber acquisition costs) and
less on subscriber growth has also helped cable to grow subscribers. Regarding Verizon and
AT&T’s Triple Play initiatives, we expect Verizon will meet with moderate success (albeit
limited to a handful of local rollouts) while AT&T’s should disappoint.
Gaming: re-start your engines

With both Sony and Nintendo ramping up production in 2007, we believe the real battle with
Xbox for hardware market share will come in during the 2007 Holiday season and then 2008.
Specifically, we expect unit sales of roughly 15mm next generation hardware in 2007 vs.
6.8mm in 2006. And, similar to other content providers, we expect gaming software providers
to generate increasing revenue from platform expansion, including online and mobile as well
as from in-game advertising. We estimate this revenue reaches $5bn by 2010 from just over
$1bn in the U.S in 2005.
Flash - Hybrid flash hard disk drives start to pick up

After a weak 2006, we believe 2007 could see Flash making a comeback as new catalysts
emerge on the supply and demand side. On the supply side for 2007, we believe with VISTA
ramping and increasing DRAM demand, more capacity and Capex is being allocated to
DRAM than to NAND flash, alleviating some of the oversupply concerns in 2006. Also most of
the NAND majors such as Samsung, Toshiba and Sandisk are adding flash capacity below
industry demand. On the demand side, we believe there are multiple catalysts that could drive
demand above 2006 bit growth levels speed:
1. VISTA launch requires more NAND per notebook or desktop, with new ReadyDrive and
ReadyBoost flash modules;
2. Apple wireless phone launching with 2-4GB of embedded memory; and
3. Music phone shipments in 2007 could at least double to 400mm phones.
3G WCDMA mobile devices will replace 2G GSM devices

According to the GSA (Global mobile Suppliers Association), 141 operators in 62 countries
have launched WCDMA (Wideband Code Division Multiple Access service). Although many
associate WCDMA and other 3G technologies with multimedia services and high-speed
Internet access, WCDMA also offers significant capacity enhancements relative to older 2G
GSM networks. This can make voice service more affordable, a key issue in many emerging
markets. According to Strategy Analytics, in Western Europe, subscriber growth on WCDMA
networks has outpaced that on GSM networks for four consecutive quarters. At the same
10
time, the sales gap between GSM handsets and WCDMA handset shipments in Europe has
been narrowing.
Prices on WCDMA handsets have already dropped significantly. For example, as of mid-
December, at Cingular, the LG CU400 was selling for $30, with a two-year contract, and the
Samsung SYNC, for $50. In effect, at Cingular, the price differential on mid-range handsets
between WCDMA and GSM has been largely eliminated.
11
Tom Eagan – Senior Analyst, Media Subscription TV (Cable &
Satellite TV and Radio)
Subscription Media: 2006 Performance
Our Subscription TV Index rose 36% in 2006 as the 17% gains in the UK stocks were boosted
by the 43% gains at their US counterparts. On both sides of the pond, improved sentiment for
the group was the driving factor, in our opinion. Prospects for privatization, however, also
enhanced several stock prices.
Subscription TV Market Cap-Weighted Index
160
140
120
100
80
60
40
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
US & UK Cable and Satellite TV Satellite Radio
US Cable and Satellite TV: Improved sentiment and takeout potential. The factors
that drove improved sentiment in US stocks included: turn-around in basic subscriber growth;
benefits of the Triple Play, and the realization that the RBOC threat had been exaggerated.
Each of the Top tier cable operators has grown more basic subscribers in 2006 YTD than
last year. In fact, we estimate that in 2006 the cable operators (as an industry) will actually
grow subscribers (versus losing subscribers) for the first time in five years. Not
coincidentally, the satellite TV companies’ focus on improving OCF margin (to the detriment
of subscriber growth) helped the cable operators grow their subscriber bases while
increasing satellite TV OCF growth. Pro forma for their SAC (subscriber acquisition cost)
accounting change, we estimate DTV’s OCF grew 44% as margins increased from 12% to
16% while subscribers grew by just 5%, the lowest level since the company was founded.
For DISH, the ever-present rumor that the company would either be sold to AT&T or merged
with DIRECTV offset several negative legal decisions that could cause the company to lose
from 125k to 1mm subscribers.
12
UK Cable and Satellite TV: New products and consolidation offset competition. The
UK cable and satellite market is one of the most competitive in the world as the lack of TVHH
growth coupled with government-induced competitive efforts have created an environment
where the incumbents are forced to consolidate to maintain a competitive position and OCF
growth. BSKYB’s 18% gain was fueled by the market’s perception that the company would
re-gain a leadership role in UK media with its successful Triple Play launch. The stock was
further supported by aggressive share buybacks. NTL’s 5% gain belied its volatile
movements (including a high of $30, or a gain of 26%, and a low of $21, or a decline of 12%)
as the impact of new competitors was offset by the prospects for a private equity take-out.
Satellite Radio: Negative sentiment unshaken. The 45% decline in the Satellite Radio
Index is shared equally by Sirius and XM Satellite Radio. Stocks for both companies were
hurt by concerns over subscriber growth and the potential for their reaching OCF break-
even. Part of the pullback was self-inflicted as both companies reduced subscriber
guidance and incurred FCC inquiries into their fm-modulator products for excessive
interference. Should the companies reach Net Cash from Operations break-even in 4Q06,
they could be positioned for gains in 2007.
2007 Top 10 Events: Subscription Media

Some of the trends we witnessed in 2006 will likely continue in 2007, namely: potential
privatization, asset swapping, and strong cable fundamentals. Below is our Top 10 events
list:
DIRECTV stake swapped to Liberty Media

AT&T purchase of DISH nears
Cable consolidation continues
Cable Triple Play halo still bright
Washington takes bigger bite
Advertisers push back
Theatrical windows contract …again
Mass market for Satellite Radio and PVRs
Cable flirts with $100 ARPU
VOD ....at last
DIRECTV stake swapped. One of the first transactions we expect to occur in 2007 will
be Liberty Media swapping its 15% stake in News Corp (NWS) for News Corp’s 38.6% stake
in DIRECTV. Liberty is also expected to receive three regional sports networks (RSNs) and
approximately $500mm in cash as part of the swap. For News Corp, this swap enables
Rupert Murdoch to consolidate his control over the company by eliminating the largest single
shareholder (outside the Murdoch family) and reduce share count (acting essentially as a
share buyback). For Liberty Media, the swap provides several benefits, including: it
exchanges a financial asset for an operating asset (the three RSN’s); and it provides Liberty
with additional leverage potential. Receiving operating assets is important to Liberty
13
because the company can then be defined as an “operating” company (not just a holding
company) and therefore subject to a lower tax rate. With a debt to EBITDA ratio of 1.0x,
DIRECTV has one of the lowest leverage ratios among large cap media companies. Liberty
could increase this leverage to 3x (and still remain within ratios of cable and satellite TV
companies) and raise $5bn of funds. These funds could be used to: finance a cash dividend,
a share buyback, or make strategic acquisitions.
Comcast and Time Warner consolidate smaller systems. Despite ranking #1 and #2
among US Pay TV providers, we expect both companies will round out their footprint with
small acquisitions in 2007. We expect Comcast will consolidate the 50% of the Insight
systems (that Comcast already owns but does not consolidate for financial reporting
purposes) and acquire RCN’s systems in Boston and rural Pennsylvania. We do not expect
these transactions will increase Comcast’s debt leverage, which we estimate at 2.4x 2006
OCF. We expect Comcast system acquisitions will then come to a close, as they will be near
the 30% ceiling (of multi-channel subscribers). And although there is currently no regulation
on subscriber limits, there is no reason to tempt the FCC. Time Warner Cable acquisition
prospects are less clear but we do expect the company will utilize its soon-to-be spun out
equity security as currency. Potential acquisitions include: Charter’s Los Angeles systems
and Cox’s Southern California systems. Notably, should Time Warner acquire these Los
Angeles systems, the company will serve the top two markets in the country: New York and
Los Angeles.
AT&T acquisition of DISH…nears. We expect AT&T will realize by 2H07 that its
strategy to utilize a fiber-to-the curb strategy will prove a cost-ineffective approach to scale a
Triple Play business. Ultimately, faced with the decision to either compete with cable
operators or retrench, we believe AT&T will choose to acquire a satellite TV provider. The
complication is the current FCC 2-to-2 FCC Commissioner stalemate on approving AT&T’s
purchase of Bell South. With Robert McDowell’s recent decision to not recuse himself from
the vote, there is now no easy vehicle to break the tie vote. Ultimately, however, we expect
the merger to be approved as additional conditions are negotiated. With the Bell South
territory, AT&T’s footprint will expand increasing the number of homes into which AT&T could
offer a Triple Play, thereby increasing financial return of acquiring EchoStar. As to whether
AT&T might want to acquire DIRECTV instead, we estimate that, due to Liberty Media’s likely
desire to avoid taxes that deal may have to wait until 2009.
VOD ....at last. After years of being the digital cable stepchild, VOD is finally coming into
its own. Led by Comcast, cable operators are embracing it as a way to differentiate against
satellite TV. Cable networks are using it to extend their brand and provide unlimited viewing
of selected programs. We expect the number of VOD subscribers will increase from 22mm at
year-end 2004 to 27mm by year-end 2006 and 34mm by year-end 2008, nearly 50% of all
cable subscribers. We expect the increase in the number of VOD networks (from a handful
in 2004 to several dozen by EOY 2006 and hundreds by 2008) will help to drive VOD
subscriber growth. Rentrak, a company involved in digital video measurement is a
beneficiary of the growth of VOD networks and subscribers. The recent growth in VOD
subscribers and networks is clearly seen in the increasing VOD orders processed by RENT.
During 1H2006 VOD orders increased 66% over 1H2005 (from 612mm to 980mm units).
14
Cable’s Triple Play Halo Still Bright
In 2006, we saw the benefit of adding VoIP to the cable bundle: churn rates dropped for both
basic and data services. In 2007, as cable operators expand the rollout of the Triple Play
service across their territories, we expect to see a continued decline in churn rates while OCF
margins are held flat or slightly increase. Assisted by satellite TV operators continuing to
focus more on increasing their OCF margin than growing subscribers, we expect the US cable
industry will net add (versus lose) basic subs, just as in 2006. Of course, the satellite
operators will gain the majority of the 1.1mm new TVHHs and the 500k broadcast-only
viewers decline we expect in 2007. Still, the cable industry had been losing basic subs for the
past five years. We expect the 195k growth in basic subs in 2007 will demonstrate that the
basic sub gains made in 2006 were less an aberration, but a trend.
In the 2007 battle for broadband market share with the RBOCs, cable will likely add fewer
subscribers than the RBOCs, just as in 2006. We estimate the major cable operators take
41% of the net adds (vs. 59% for the RBOCs), down from 44% we estimate in 2006. And
while our estimates are conservative and the cable industry will likely beat our current
forecasts, the more important point is the cable pricing. Even with the expanded roll out of the
Triple Play, we expect the cable operators will generate a data ARPU of nearly $40,
Multi-channel Unit Growth
2005A 2006E 2007E

US Households 1,300 1,105 1,128
TV Households 1,200 1,017 1,111
Broadcast-Only Viewers (628) (1,161) (525)
CABLE SECTOR
Subtotal (Major MSOs) (265) 181 195
SATELLITE TV
DirecTV 1,193 782 759
EchoStar 1,135 984 814
DBS subscribers 2,328 1,766 1,573
Cable and Satellite "combo" subs 105 40 65
Market share of TVHH

Broadcast-Only 11% 10% 9%
Cable 67% 67% 67%
Satellite 25% 26% 27%
Cable/Satellite combo 3% 3% 3%
Source: Company data, Oppenheimer & Co. Inc. estimates.
significantly above the low $30’s expected ARPU for the RBOCs.
15
Broadband Subscribers
(In T h o u s a n d s )
2005A 2006E 2007E
DSL
M a jo r O p e ra to rs 1 7 ,2 1 9 2 2 ,2 8 5 2 7 ,0 1 2
N e t G a in s 4 ,9 1 2 5 ,0 6 6 4 ,7 2 8
C a b le
M a jo r O p e ra to rs 2 2 ,8 7 7 2 5 ,8 1 7 2 9 ,0 7 2
G ro w th 22% 13% 13%
N e t G a in s 4 ,1 3 8 3 ,9 1 1 3 ,2 5 5
T o ta l B ro a d b a n d 4 0 ,0 9 6 4 8 ,1 0 2 5 6 ,0 8 5
g a in s 9 ,0 5 0 8 ,9 7 7 7 ,9 8 3
M a jo r O p e ra to rs
M a rk e t S h a re
% C a b le 5 7 .1 % 5 3 .7 % 52%
% DSL 4 2 .9 % 4 6 .3 % 48%
N e t Ad d s S h a re
% C a b le 46% 44% 41%
% DSL 54% 56% 59%
Washington’s bigger bite. Although there was a lot of bark from Washington
regulators in 2006, there was not a lot of bite. We are somewhat concerned that
regulatory pressures could heat up in 2007 with the change in Congressional control.
FCC approval of the AT&T purchase of Bell South is now at a stalemate due to concerns
over Net Neutrality and telco consolidation. Incoming Senate Commerce Committee
Chairman John Dingell (D-MI) may have intimidated new FCC commissioner Robert
McDowell from recusing himself (because he had lobbied for AT&T’s competitors before
joining the FCC). And although Mr. McDowell has already signaled that he would not
vote for á la carte (a hot button issue favored by FCC Chairman Kevin Martin), a
democratic control of the House could cause a revisiting of this and other issues such as
a cap on cable system size. Other issues we expect the FCC to address in 2007 include
facilitating RBOC entry into video by reducing system investment requirements and
expediting the local franchise approval process. Look for new versions of the House and
Senate Telecom bills by the end of 1Q07.
Advertisers push back. With increased resistance from advertisers in the 2006 scatter
market, we expect to see increased resistance during the 2007 Upfronts as well.
Consequently, we estimate that broadcast network (Upfront) to be flat with 2006, and
with cable network gains just slightly higher. Advertisers are increasingly concerned
about the declining returns (to their ad dollars) on linear broadcast and cable TV due to
increasing PVR penetration. This concern has been exacerbated by the networks’
disenchantment with Nielsen's methodology for measuring commercial ratings. We
expect, therefore, that the methodology behind broadcast and cable network ratings will
16
start to change. Chief among the issues is finding a compromise on PVR’d ratings: both
how they are to be measured (i.e., same day as broadcast, plus 2-3 days and plus 6-7
days) and how much they are worth. Longer term, with advertisers having become used
to the benefits of interactive measurement metrics from the Internet, they may seek to
use these metrics on DVR, VOD, and linear TV.
Theatrical windows continue to contract. We expect to continue to see contraction of

the exhibition windows in the digital video marketplace. Several cable operators,
including Comcast, will roll out an extension to their VOD service with certain titles
Advertising Spending: Selected Markets
2005 2006E 2007E

Broadcast TV $ 44,033 $ 46,452 $ 45,816
Cable & Satellite TV 21,813 23,085 24,420
Newspapers 55,565 57,709 60,071
Consumer Magazines 12,571 13,369 14,250
Yellow Pages 16,053 16,858 17,696
Radio 21,349 22,519 23,697
Consumer Internet 13,650 16,243 19,363
Outdoor 6,072 6,376 6,701
$ 191,104 $ 202,609 $ 212,011
change 6% 5%
Source: Company data, Oppenheimer & Co. Inc. estimates
available day and date with the home video release. Consumer rates are being
contemplated and splits to the studios are being negotiated. We estimate the splits are
heavily slanted in the studios’ favor as they have more to risk (namely, home video
revenue). For the cable operators, it’s less about the split and more about the buy rates.
Bolstering their VOD arsenal with movie releases current with home video street date
adds another competitive advantage versus the satellite operators. The studios may
also borrow a page from the broadcast networks’ recent success of offering free web
access to their programming. By eliminating the $0.99 per view price, take rates
skyrocketed even with unskippable advertising. Therefore, studios may expedite Pay TV
and/or web viewing with ads sandwiching the film.
Mass Market for satellite radio and PVRs. After doubling in size for the past several
years, both satellite radio and PVRs are approaching mass market, which is often
defined as 20% penetration rate. We estimate households with PVRs (PVRHHs) will
grow from 17.6mm at EOY 2006 to 23.8mm by EOY 2007, or 21% penetration into US
households. The cable operators are driving the majority of this growth. Not only does it
increase subscriber ARPU by $5-$10 per month, but it also reduces churn. A key issue
in 2007 will be the fate of the network DVR, a service where the recorded program is
resident on the cable system server, not on the set top box. Cablevision announced its
intention to roll out a network service but was promptly sued by several programmers.
The rollout has been suspended pending outcome of the lawsuit. Should Cablevision
prevail in its lawsuit, we expect other cable operators will offer the service, further
deepening DVR penetration in 2007 and beyond.
Despite both XM Satellite and Sirius Satellite reducing 2006 subscriber guidance, we believe
the industry is positioned to reach nearly 19mm subscribers by EOY 2007. While true that
17
only 11mm of these subscribers are retail customers (vs. 7.6mm having the devices OEM
installed into cars), the overall number of customers represents a service that is approaching
mass-market status.
PVR Penetration into US TVHHs
2004 2005 2006E 2007E 2008E 2009E

Tivo (standalone and with DIRECTV 3,050 4,200 5,389 6,698 7,977 9,527
Cable (non-Tivo) 1,300 4,100 6,200 9,700 12,200 15,200
Satellite (non-Tivo) 2250 3,850 4,686 5,500 6,130 6,380
Other standalone 875 1,050 1,300 1,650 2,150 2,550
TOTAL 7,475 13,200 17,575 23,548 28,457 33,657
Net adds 4,048 5,725 4,375 5,973 4,909 5,200
US TVHH's 108,400 109,600 110,606 111,580 112,758 114,058
PVR penetration 7% 12% 16% 21% 25% 30%
18
Satellite Radio Subscribers Estimates
2004A 2005A 2006E 2007E 2008E 2009E 2010E

Year Year Year Year Year Year Year
XMSR AND SIRI
OEM 1,718 3,187 5,187 7,641 10,735 14,106 17,603
Net Adds 1,070 1,470 2,000 2,453 3,094 3,371 3,498
Retail 2,616 6,008 8,660 11,038 13,208 15,181 16,967
Net Adds 1,670 3,391 2,652 2,378 2,170 1,973 1,786
Rental 38 55 80 117 148 176 201
Net Adds 10 17 25 37 31 27 25
Total Subscribers 4,372 9,250 13,927 18,795 24,091 29,462 34,770
Net Adds 2,751 4,877 4,678 4,868 5,295 5,371 5,308
Cable ARPU flirts with $100. Although most cable operators that offer the Triple Play
charge between $90-$99 per month, the ARPU from these customers ranges from $115-
$120 as the customers add a premium video channel and/or a PVR or HD service.
Consequently, we expect several cable operators will generate an average $100+ ARPU
from their customer bases. We estimate that Cablevision will generate a $109 ARPU in
2006, ahead of the rest of the industry, rising to $120 in 2007. Not surprisingly, in 2007,
we expect Cablevision to continue to lead the industry in digital, data and VoIP
penetration with take rates of: 90%, 74% and 48%, respectively. We estimate that Time
Warner ARPU ranks second at $105 anticipated in 2007 with penetration rates of 58%,
58% and 31%, respectively. Although most of the major cable operators (expect
Cablevision) will expand the 2006 launch of a mobile voice service (stemming from their
joint venture with Sprint, we do not expect a significant impact on ARPU.
19
ARPU and New Service Penetration
AR P U
2005 2006E 2007E 2008E
C ablevision $ 96.03 $ 109.37 $ 120.28 $ 130.19
C om cast $ 82.03 $ 90.31 $ 97.59 $ 105.06
T im e W arner $ 84.75 $ 95.72 $ 105.06 $ 113.75
D ig ital p en etratio n
C ablevision 65% 77% 90% 100%
C om cast 46% 52% 59% 65%
T im e W arner 49% 54% 58% 62%
D ata p en etratio n
C ablevision 56% 65% 74% 81%
C om cast 40% 47% 53% 57%
T im e W arner 44% 52% 58% 64%
V o ice p en etratio n
C ablevision 24% 38% 48% 56%
C om cast 6% 10% 15% 20%
T im e W arner 10% 20% 31% 41%
20
Sasa Zorovic – Senior Analyst, Software, Digital Media
Content Creation in Digital Media
Looking Back
While online advertising was down 8%, our index of digital media companies grew 5% in
2006. The biggest drag on online advertising was Yahoo!, as the company kept delaying its
release of Project Panama, finally beginning its gradual release in October, and so kept
seeing its stock drop. What kept this index from falling very far, however, was ValueClick,
which grew a sturdy 29%, almost entirely after releasing results on November 1.
Digital media software had its own laggard, Avid Technology, which seems to have lost its
focus and taken on integration problems. Driving this index higher, however, were Digital
River (nearly doubling at +89%) and Macrovision (up 67%). Digital River’s run-up was driven
by both valuation expansion and rapid growth (+41% revenue and +52% net income, both
YTD). Macrovision’s performance was also a product of both fundamental and valuation
improvements, with net income rising 48% YTD.
Online Software Market-Cap Weighted Indices
120
110
100
90
80
70
60
Online Advertising Digital Media Software
Looking Forward
Growth in content creation tools continues next year. Digital content creation tools, a
$4.5bn industry in 2006, is likely to grow by high single digits, in our view, over the next
21
several years. This growth is likely to be boosted by Adobe’s launch of the CS3 product suite
in early 2007 (on both the Vista as well as the Apple platforms).
We anticipate stronger growth in consumer—rather than professional—market.
Though we anticipate continued dominance of the professional digital media tools market—in
dollar terms—over the consumer markets, consumers/users are becoming more active in
content creation, from editing regular home videos to share with family members to creating
ultra low-budget movies. The line between content creation and content consumption will
continue to blur.
Key for consumer market growth: tools becoming simpler to use. The majority of
users follow the path of least resistance, in terms of time, prior skills needed, and money.
Companies in all areas that make their products easier to use have greater adoption in the
marketplace. This is particularly true in digital media, where products can easily overwhelm
the majority of potential customers with complex and non-intuitive interfaces.
Eighty percent of Web content is created by non-professionals. Consumer-
generated content already accounts for vast majority of content available on the Internet.
And that is only likely to increase—as tools are becoming ever more powerful and easy to
use—enabling more and more people to contribute to the overall Internet experience.
Helping this trend is the continued dramatic improvement in hardware power and
affordability, as applications that once could only be run on expensive workstations now work
on ordinary PCs.
Customers are willing to accept lower quality on the Internet—just to capture the
immediacy of content. We believe consumers do tend to prefer high quality content (with
crisp pictures, sound, etc.), but that they are also, perhaps surprisingly, willing to
compromise on the quality of content just for its immediacy. As an example, consumers are
willing to accept lesser quality of video news on the Internet or that of personal content (such
as on YouTube); this is a positive sign for adoption of video on the Internet as end users are
likely to increase their consumption of it even before the infrastructure is ready to provide a
TV-quality-like experience.
Tagging of content, at the time of creation, important for deeper usage of content
on the Internet. The ability to tag parts of video (such as the shirt on a person, or a car
driving through a city) at the time of that content's creation is likely to enable new business
models for advertisers and content creators. If a viewer would like to buy the shirt that an
actress is wearing in a particular scene of a show, she could easily learn the designer and
name of it and be taken directly to a site to make the purchase.
Content creation workflows continue to merge. We anticipate ongoing convergence of
content creation workflows—as the same content needs to be published in print media,
online (PCs as well as mobile devices), etc.
Online Music
Continues to move online. In North America, online music accounted for approximately
5% of music sales in 2005, from essentially 0% in 2003. Worldwide online music sales
totaled $1.5bn in 2005 (including online sales of physical CDs), and will likely grow to
$10.7bn in 2010, with more than half of these sales expected to be for digital downloads or
subscription fees (as opposed to physical media such as CDs) by 2008.
22
Music has “just about” reached the “tipping point.” In our opinion, online music is
going to be likely the first to reach the “tipping point”—where online music defines the
mainstream and other formats are relegated to the fringe. We believe other media formats
are likely to follow.
Promotion of music is likely to emerge as the key over the next several years. With
so much content available in a digital format, we believe one of the key services to be
provided to consumers (as well as artists and labels) is to promote a particular music track—
and getting it to be raised above the mass of other content, for the particular consumer
segment to which it appeals. Solving that issue, in their opinion, is likely to be one of the
defining trends over the next several years.
Digital rights management (DRM) has "gone awry"; now it's become a war among
standards. We believe the persistent problem with music piracy is partially to blame on the
lack of a consistent DRM solution across the industry. As particular DRM providers have
opted for using their own DRM solutions exclusively, the industry remains fragmented,
frustrates the end user, and slows the overall adoption of online music, in our view.
Online Video
Ongoing transition to online distribution. We anticipate the market for online content
services worldwide is expected to expand by a factor of 10, growing from about 13mm
consuming households in 2005 to over 130mm households by 2010. Over one-third of the
US population will have watched an online video at least once per month in 2006, and that is
expected to jump above 50% by 2009.
Personalization of content... Personalized content is likely to define a video and film
experience in an online environment, in our view. Consumers are likely not only to create
and distribute their own personal content, but they are also likely to consume content that is
targeted towards their own tastes—and thus moving beyond the mass market broadcasting
methods of distribution and video and film consumption prevalent today. For example,
lonelygirl15 is a hit on YouTube, but people outside of its target audience are unlikely to even
know of its existence.
…however, there remains a need for packaged, branded content. Content
aggregators—particularly those who gain the trust of consumers—are possibly to benefit in
this process, as consumers are not likely to get involved in choosing all of the content they
like to consume; for some of it they will probably rely on trusted content aggregators to
package the content they want. Among many other possibilities, these aggregators might
take the shape of sites like Digg or reddit that allow users to vote stories up or down in
popularity, or like Pandora, where a consumer gives the site a starting point and it brings you
related content based on expert input.
Net neutrality—paying for better experience is OK. Increasingly, industry participants
we speak with, find paying for better experience “OK.” In our opinion, paying for better
delivery of content, which delivers a better experience to the end users, makes them (the
providers of content) better positioned in front of their own customers, with the obvious
caveat that it must make “business sense” for providers to make the investment.
Hard media likely to be around for quite some time to come. In spite of increasing
distribution of video and film online, as downloaded or streamed files, we believe that
physical media—such as DVDs or next generation DVDs (Blu-Ray and HD-DVD) are likely to
be around for quite some time, as the experience through the Internet, particularly for HD
23
content, is simply not good enough to obsolete physical media altogether, over the next five
years. Just as there is growing demand for immediate access to content almost regardless
of quality, there will always be a market for high and medium quality experiences.
Transition from SD to HD. By March of 2009, all high power stations need to hand back
their frequencies to the FCC. At that point, conventional TVs that use antennae will need to
connect to a digital tuner to work. It also means that the difference in quality between online
and offline video will be greater than ever, but also perhaps that demand for cheap online
video will increase and that…
Slow adoption of next generation DVDs. Similar to the battle of VHS and Betamax, the
next generation of DVDs has yet to settle on a standard. Consumers don’t want to choose
between Blu-Ray and HD-DVD until they know that they won’t be stuck with an obsolete
technology, slowing the adoption of both standards.
Content Protection
A standard remains elusive, unlikely to emerge. It is quite unlikely, in our opinion, that
an end-to-end standard for protection of content will emerge over the next five years. As a
result, we believe content will be protected with disparate methods, continuing to frustrate
the end consumer and compromising the overall security of content. However, with industry
participants' diverging protection agendas, a common solution remains elusive.
Content not likely to be ad-supported; protection of it continues to be a necessity.
Supplanting revenue derived from content purchases and subscription would amount to
incremental $60bn spend on advertising (to make the chain whole), in our opinion. It is
unlikely, we believe, for such a shift to occur over the next several years ("the economy
cannot absorb such an increase in advertising spend"). Therefore, it is our view that content
protection will remain a necessity—in order to enable monetization of content in terms of
purchases and subscriptions. Even with advertising supported content, some level of
protection will still be needed to ensure that the two are not separated.
Back office infrastructure key—for managing distribution of content. We believe that
technologies for protecting content are likely to evolve into systems over the next several
years where they are tightly integrated with back end services of content owners, seamlessly
integrating with billing, reporting functionalities—and thus offering a more complete business
solution than the one provided today.
Evolving Distribution Channels

Broadband adoption remains one of the key stumbling blocks as well as potential
catalysts; luckily, improvements are on the horizon. Improved digital distribution of
content remains gated by broadband. However, we do anticipate improved broadband on the
horizon—to the point that files significantly larger in size (e.g., two-hour movies in HD format)
are likely to be feasible for online distribution over the next five years.
Consumer owns the distribution—not Microsoft, Cisco, or Google... In our opinion,
distribution of digital content to a consumer is not likely to be "owned" by any of the players
that are currently, seemingly, vying for that position—but rather by consumers themselves.
Consumers are likely to decide whom they will "let into their living room," whom into their
"music library," how they will want the two to interconnect, etc. It is not likely to be any one of
these companies that is likely to be able to dictate to consumers their behavior; industry is
24
likely to evolve with consumers showing to industry participants how they want them to
interoperate.
…and user generated content (UGC) services become a major distribution channel
for commercial content. 2007 is likely to be marked as the year in which music labels,
movie studios, book publishers and others embrace MySpace, Facebook, YouTube and
other UGC services as distribution partners for their content.
Peer-to-peer enters mainstream “business as usual.” Though it may seem
paradoxical to claim that peer-to-peer (P2P) has not been a part of the mainstream among
the user community (given millions of them who have used various services over the years—
starting with the original Napster, also KaZaA, etc.), P2P services have clearly not been the
distribution channel of choice for commercially oriented content owners. We believe this is
likely to change in 2007. We believe during the year, services such as BitTorrent (and
others) are likely to emerge as distributors of premium content with significant commercial
value—and we anticipate their role only to increase in subsequent years.
Adoption of digital rights management/content protection an important catalyst.
Content owners need to protect content—and their inability, currently, to do so effectively—
remains one of the barriers to more ready distribution of online content. DRM that can
effectively protect content owners while not harming users or preventing legitimate uses of
content will greatly expand digital content distribution.
Online Advertising
Consumers continue to spend more time on the Internet. Internet continues to
provide an increasingly compelling medium outlet to consumers; we believe this trend is
likely to continue in 2007—and beyond. As a result, consumers continue to spend more of
their time on the Internet and increase the percentage of their media consumption online (at
the expense of other media outlets). We anticipate that consumers are likely to be spending
approximately 15% of their media consumption online in 2006, with this percentage
increasing to 17% in 2007.
25
US Media Consumption, % of time spent with medium
100%
90% Newspapers, -2.6% CAGR, '05-

'09
80% Books and Magazines, -0.3%
70% CAGR, '05-'09
Consumer Internet, 10% CAGR,
60% '05-'09
Radio, 0.2% CAGR, '05-'09
50%
Television, 0.2% CAGR, '05-'09
40%
30%
20%
10%
0%
A
E
04
05
06
07
08
09
20
20
20
20
20
20
Advertising budgets continue to move online. Online advertising is likely to account

for only 7% of overall advertising in 2006. With advertisers’ budgets “following” consumers’
(time) spending habits—and thus following them online—we anticipate online advertising is
likely to account for 9% of overall advertising in 2007. We anticipate that the United States is
likely to continue on lagging behind several other countries—most notably Nordic countries,
the United Kingdom, where online advertising as a percentage of overall advertising is likely
to remain significantly higher (or 16%-17% in 2007 in the United Kingdom, according to our
estimates).
Newspapers = once daily Web site printouts. Online advertising is likely to continue
growing faster than overall advertising—and as a result other advertising media are likely to
either grow slower than over advertising, or even shrink. We anticipate that this trend is likely
to catalyze change among these “offline” advertising channels. Newspapers, for instance,
are likely to leverage considerably more their already existing online presence and
increasingly position themselves as content destination Web sites with once-daily distribution
of professionally printed versions of subsets (and we emphasize subsets) of their Websites.
26
US Advertising Industry, market share by media channel
100%
90% Newspapers, -2.6% CAGR, '05-

'09
80% Books and Magazines, -0.3%
70% CAGR, '05-'09
Consumer Internet, 10% CAGR,
60% '05-'09
Radio, 0.2% CAGR, '05-'09
50%
Television, 0.2% CAGR, '05-'09
40%
30%
20%
10%
0%
A
E
04
05
06
07
08
09
20
20
20
20
20
20
Continued growth in online advertising. We anticipate 30%-35% growth in online

advertising in the United States in 2007 (compared to 35% growth in 2006) and 35%-40%
growth internationally. Though growing faster internationally, we anticipate online advertising
markets outside the US to remain smaller compared to those in the United States during
2007.
27
US Online Advertising Industry, 2005E to 2010E ($billions)
60.0
90%
45.0
30.0 50%
15.0
0%
0.0
2005 2006 2007 2008 2009 2010

Search marketing likely to account for the largest percentage of online advertising.
Search is likely to remain the biggest portion of online advertising in 2007, in our opinion.
Banner ads and text-based network-placed ads will remain significant, but of lesser
importance than search.
US Online Advertising Industry breakdown
US Internationa l
35 .0 3 5.0
30 .0 3 0.0
25 .0 2 5.0
20 .0 2 0.0
15 .0 1 5.0
10 .0 1 0.0
5 .0 5.0
- -
20 04 2 005 200 6 20 07 2008 200 9 2 010 2 004 200 5 20 06 2007 200 8 2009 201 0
Search m arke ting Display a dvertising Sea rch m arketing Disp lay adve rtisin g
Online cla ssifie ds Email m arketing Online classifieds Ema il m arke ting
Online Advertising 2004 2005 2006 2007 2008 2009 2010 2004 2005 2006 2007 2008 2009 2010
Search marketing 4.1 6.5 9.3 10.2 10.9 12.0 13.1 1.5 3.1 4.8 6.5 8.5 11.1 14.3
Display advertising 4.0 4.8 5.6 6.3 6.9 7.5 8.0 3.3 4.4 5.8 7.2 8.7 10.1 11.5
Online classifieds 2.2 2.7 3.2 3.7 4.2 4.6 5.0 0.5 0.8 1.1 1.5 1.9 2.3 2.6
Email marketing 1.4 1.4 1.5 1.5 1.6 1.6 1.7 0.5 0.5 0.6 0.7 0.8 0.9 1.1
Total 11.7 15.4 19.6 21.8 23.6 25.7 27.8 5.8 8.9 12.4 15.9 19.9 24.4 29.5
International online advertising likely to surpass domestic online advertising by

2009. Over the past several years, online advertising has grown faster internationally than
28
domestically; however, this been a case of the international market catching up to the US,
and at this time domestic online advertising still generates more revenue than international
does.
US & International Online Advertising
35.0
30.0
25.0
20.0
15.0
10.0
5.0
-
2004 2005 2006E 2007E 2008E 2009E 2010E
US Search International Search US Online Advertising International Online
Online advertising consistently at 15% of e-commerce spending. Growth in online

advertising follows growth in overall e-commerce spending closely. While there is some
deviation around the average, online advertising is just under one-sixth of e-commerce
spending. As e-commerce spending has grown at nearly 30% per year so far this decade,
and is likely to continue to do so over the next few years, we expect online advertising to
continue to grow at a similar rate.
29
US Quarterly E-Commerce Spending ($millions) and US Online Advertising as % of US E-Commerce Spending
30,000 50.0%
45.0%
25,000
40.0%
2002-2006
35.0%
20,000
30.0%
Online Advertising
15,000 has been 14% of 25.0%
E-Commerce 20.0%
10,000 R 15.0%
10.0%
5,000
5.0%
- 0.0%
4Q01
1Q02
2Q02
3Q02
4Q02
1Q03
2Q03
3Q03
4Q03
1Q04
2Q04
3Q04
4Q04
1Q05
2Q05
3Q05
4Q05
1Q06
2Q06
US Quarterly E-Commerce Spending ($ millions)
Online Advertising as % of E-Commerce
Video and mobile advertising early on—though growing rapidly. As broadband

access spreads and allows consumers to easily view video, and as companies become more
comfortable putting more resources online, online advertisers will increasingly use video
online to advertise products and services. By engaging the user, the richer experience will,
in many cases, provide greater payback to advertisers.
30
US Online Video Advertising and Mobile Messaging and Display Advertising Revenue
3 .0
2 .5
2 .0
1 .5
1 .0
0 .5
-
20 06 2 00 7 20 08 2 00 9 20 1 0
O n lin e V id e o A d v e rtis in g
U S M o b ile M e s s a g in g a n d D is p la y A d v e rtis in g R e v e n u e
Mobile advertising’s challenge—balancing consumer experience and

intrusiveness. Receiving text ads is, understandably, seen by many consumers as intrusive.
Even in an opt-in situation where ads are relevant, more than three quarters identified
themselves as “Not at all interested”, and only 7% as “Interested” or “Very interested.” Even
offering mobile users free applications as compensation only improves the number to 26%.
Survey Results on Likelihood of Responding Well to Mobile Texts Ads
US adult mobile phone users’ US adult mobile phone users’ interest in

interest/willingness to watch advertising receiving promotional text messages
on their phones in return for free mobile that are relevant to them (Aug. 2006)
phone applications (Aug. 2006)
Interested
Very interested Very interested 5%
10% 2%
Neutral
0%
Interested Not interested

16% 14%
Not at all interested

50%
Neutral
12%
Not interested Not at all interested

12% 79%
Lower share of advertising revenue going to top 25 properties. Top 25 properties, in

our opinion, are not likely to increase their share of overall advertising. Though the absolute
31
amount of advertising dollars is going to increase on those properties, their share of the
overall advertising spend is likely to shrink as the space broadens. We believe we are likely
to see the beginning of this trend in 2007—and even more of that in subsequent years.
Targeting to improve significantly over the next several years—primarily on an opt-
in basis. We anticipate that the quality of targeting is likely to improve significantly over the
next couple of years, but that it is likely to be on an opt-in basis. Online advertisers already
have very powerful methods of targeting advertisements—but they choose not to use them
so as to not appear overly intrusive towards consumers. On an opt-in basis, however, they
are able to use the information for which the consumer gives specific permission—and the
targetability of advertising increases significantly, in our assessment.
One-stop-shop likely to emerge as an advertising outlet, to take care of the overall
advertising budget. We believe that a middleman is likely to emerge that is likely to be able
to offer, to advertisers, a capability to address their (advertisers') integrated need for
advertising, namely, placing that advertising across platforms, such as online (search as well
as display), radio, television, etc.
Advertising beyond the Desktop—in Games, on Mobile Phones,

etc.
Driven by reach, frequency, and targeting. Advertising reaches new media for the
same reason why advertising reaches any media—following a particular audience (and
wanting to reach it), wanting to target it specifically, in this audience’s own environment, etc.
To the extent that usage of such media grows (as users spend more time interacting with
their cell phones or playing games or watching video content on their DVRs) advertising on
those platforms is likely to grow.
DVR-based advertising—a key new advertising vehicle for television. We believe
that DVR-based advertising—with the myriad of advertising methods it provides—is likely to
be the dominant new advertising vehicle for television advertising over the next several
years.
32
Shawn Milne – Senior Analyst, Online Commerce & Interactive
Entertainment
E-Commerce & Interactive Entertainment Outlook
E-Commerce
We expect strong 20-25% secular online spending growth to continue in 2007 as e-commerce
still represents roughly 3% of total retail sales. However, we expect continued competitive
pressures for pure play etailers from the online sites of traditional retailers and e-commerce
outsource solutions such as GSI Commerce. We expect higher search pricing and product
development costs to constrain margin expansion – although not as severe as 2006. Our top
picks are GSI Commerce and Liquidity Services.
Secular growth remains solid in E-commerce up 20-25%. Online spending continues
to rise at a predictable and healthy 20-25% rate driven by increasing consumer usage and
online tenure, not primarily by new Internet users. We expect that online sales should reach
roughly $130bn in the U.S. in 2007 and represent 3% of retail sales.
Market share gains for large retailers. Over the past 2-3 years, large retailers have
invested significantly in their ecommerce operations with improved technology, customer
service and to a lesser extent, fulfillment. Additionally, we believe that many retailers and
consumer package goods companies will look to outsource all or parts of their online
operations to leverage best of breed technology and customer service. We believe that the
leading pure play outsource provider in E-commerce is GSI Commerce.
Online marketing costs remain key lever – social media a new traffic source. One
of the continuing themes in e-commerce is increasing costs of paid search and higher
keyword prices, which is negatively impacting bottom line growth for many etailers.
Importantly, social media sites such as MySpace are becoming a major source of traffic for
online retailers (6% in December), which may provide a more cost effective opportunity in
2007.
CAPEX and product development will continue to rise – likely at a slower pace. In
2005, the Internet arms race heated up again – as CAPEX and product development costs
increased sharply and accelerated in 2006 for all major Internet companies - pressured by
Google’s aggressive spending. We believe the increases with likely be more in line with
sales growth in 2007 – helping margins slightly across the e-commerce sector.
2006 Winners & Losers – A Quick Look Back
In 2006, our E-Commerce index underperformed the broader market as strong

secular growth was offset by higher levels of investments product development and
infrastructure. As such, margins declined for bellwether companies such as eBay and
Amazon sending the stocks down 32% and 15%, respectively. The poor performance of the
larger e-commerce players was partly offset by gains from outsourcing providers Digital River
(+ 89%) and GSI Commerce (+27%) and strong performance from new IPOs including Vista
Print (+43%).
33
E-Commerce Index - 2006
110
100
90
80
70
60
50
Secular growth remains solid in E-commerce up 20%-25%. Online spending

continues to rise at a predictable and healthy 20-25% rate driven by increasing consumer
usage and online tenure, not primarily by new Internet users. Specifically, according to the
Department of Commerce, online sales are up 23% year to date and now represent roughly
2.5% of total retail sales (see below chart). Importantly, based on healthy growth in the key
Holiday season, Cyber Monday was up 26%, and we do not expect sales growth to
materially slow in 2007. As such, we estimate that online sales should reach roughly $130bn
in 2007 and represent 3% of retail sales.
34
U.S. Online Sales
40% 3.0%
23% YTD
35%
2.5%
30%
E-Commerce % of Retai
2.0%
25%
YO Y G rowth
20% 1.5%
15%
1.0%
10%
0.5%
5%
0% 0.0%
3Q 01
4Q 01
1Q 02
2Q 02
3Q 02
4Q 02
1Q 03
2Q 03
3Q 03
4Q 03
1Q 04
2Q 04
3Q 04
4Q 04
1Q 05
2Q 05
3Q 05
4Q 05
1Q 06
2Q 06
3Q 06
Retail Sales Grow th E-Commerce Grow th % of Retail
Source: US Department of Commerce.
Market share gains for large retailers – including leading outsource provider GSI
Commerce. Over the past 2-3 years, large retailers have invested significantly in their
ecommerce operations with improved technology, customer service and to a lesser extend
fulfillment. As a result, retailers including Wal-Mart, Costco and Williams & Sonoma are
gaining share from etailers including Amazon (See below table). We expect these trends to
continue in 2007, however, we believe that many retailers and consumer package goods
companies will look to outsource all or parts of their online operations to leverage best of
breed technology and customer service. The leading pure play outsource provider in E-
commerce is GSI Commerce, in our opinion, which enables online sales for over 55 partners,
adding 5-10 a year and growing at 2x the industry average.
35
E-Commerce Market Share Analysis
U.S. E-commerce (Forrester) 2004 2005 % Chg 2004 Mkt Share 2005 Mkt Share Mkt Share Chg.
1. e-Commerce Retailers
eBay Total (U.S.) $19.1 $24.3 28% 21.7% 22.3% 64 bps
eBay.com [1] $12.1 $14.5 20% 13.8% 13.3% (46 bps)
Shopping.com $1.3 $1.6 23% 1.5% 1.5% (1 bps)
PayPal (Off eBay GMV) $5.7 $8.2 45% 6.5% 7.6% 111 bps
Amazon.com (GMV) $4.2 $5.1 21% 4.8% 4.7% (10 bps)

GSI Commerce (NMS) $0.5 $0.7 44% 0.5% 0.6% 9 bps
Overstock (GMV) $0.5 $0.9 71% 0.6% 0.9% 24 bps
Buy.com $0.3 $0.3 19% 0.3% 0.3% (1 bps)
2. Paid Search
Google US GMV $6.8 $11.7 72% 7.7% 10.7% 300 bps
Yahoo US GMV $5.9 $6.9 17% 6.7% 6.3% (38 bps)
3. Comparison Shopping Engines $4.9 $7.4 50% 5.6% 6.7% 117 bps
4. "Bricks & Mortar"

Wal-mart $0.8 $1.2 50% 0.9% 1.1% 18 bps
JC Penney $0.8 $1.0 28% 0.9% 0.9% 3 bps
Costco $0.4 $0.5 42% 0.4% 0.5% 6 bps
Office Depot $3.1 $3.8 23% 3.5% 3.5% (4 bps)
Staples $3.0 3.8 27% 3.4% 3.5% 7 bps
OfficeMax $2.2 $2.6 16% 2.5% 2.3% (15 bps)
Williams & Sonoma $0.6 $0.8 37% 0.6% 0.7% 6 bps
Gap $0.6 $0.6 6% 0.6% 0.5% (9 bps)
Barnes & Noble $0.4 $0.5 7% 0.5% 0.4% (6 bps)
J Crew $0.1 $0.2 31% 0.1% 0.1% 1 bps
Bombay Company $0.02 $0.02 -24% 0.0% 0.0% (1 bps)
Other Direct URL Revenue $40.7 $45.0 11% 46.3% 41.3% (498 bps)
Total U.S. E-Commerce Revenue $87.9 $109.0 24.0%
[1] Excludes eBay Motors

[2] Excludes Travel and Autos
Source: Company reports, Internet Retailer, Oppenheimer & Co. Inc.
Online marketing costs remain key lever – social media a new traffic source. One
of the continuing themes in e-commerce is increasing costs of paid search and higher
keyword prices, which is negatively impacting bottom line growth for many etailers such as
Overstock.com. We expect pricing in paid search to continue to rise in the retail space given
the positive ROI generated for large retailers as they ramp up their online marketing efforts.
However, we believe etailers continue to improve landing page optimization and use
improved site search technology to improve conversion rates. Importantly, social media sites
such as MySpace are becoming a major source of traffic for online retailers, which may
provide a more cost effective opportunity in 2007. Specifically, according to Hitwise, social
media sites accounted for over 6% of retail traffic in early December led by Myspace.com,
which accounted for roughly 2% of upstream visits to the Shopping and Classified category -
up 100% from six months ago.
36
Sources of Traffic to Shopping and Classifieds Category
Other
Shopping &
Classified Search
Sites Engines
25% 26%
News and
Media
2%
Other Portal
17% Frontpages
4%
Business and
Email Services
Finance
10%
4%
Rewards and
Directories
6%
Social Media
6%
Source: Company reports, Internet Retailer, Oppenheimer & Co. Inc.
CAPEX and product development will continue to rise – likely at a slower pace. In
2005, the Internet arms race heated up again – as CAPEX and product development costs
increased sharply and accelerated in 2006 for all major Internet companies - pressured by
Google’s aggressive spending (see table below). Importantly, a significant piece of CAPEX
spending went to increased bandwidth. While we expect CAPEX and product development
costs to continue to rise, we believe future increases with likely be more in line with sales
growth in 2007 – helping margins slightly across the e-commerce sector.
37
CAPEX for Top 5 Internet Companies
Cap Ex ($ mlns) 2004 2005A YOY %Chg 2006E YOY %Chg

Amazon $89 $203 128% $225 11%
eBay $292 $338 16% $410 21%
Google $320 $838 162% $2,021 141%
Yahoo! $246 $409 67% $724 77%
Interactive Corp. $168 $241 43% NA NA
Average $1,115 $2,029 82% $3,380 89%
Source: US Department of Commerce.
Interactive Entertainment
We expect strong 20% market growth in the Interactive Entertainment market despite near
term volatility due to hardware supply issues. Importantly, early signs suggest favorable next-
generation fundamentals including: 1) a strong TIE ratio for the Xbox 360 (5.1x) 2) higher
software pricing (+20%) 3) lower development costs for Wii/DS and 4) broadening ecosystem,
including mobile, online and in-game advertising.
Entering “sweet spot” of cycle. We expect roughly 20% software growth in 2007 –
driving a sharp snapback in FY08 earnings for the group as R&D spending growth slows for
major publishers against rising sales. Over the course of the cycle, we expect U.S. software
sales to grow at a 10% CAGR to roughly $11bn.
Xbox market share will be tested in 2008. With both Sony and Nintendo ramping up
production in 2007, we believe the real battle for hardware market share will come in Holiday
2007 and 2008. Specifically, we expect unit sales of roughly 15mm next generation
hardware in 2007 vs. 6.8mm in 2006.
Peak Cycle Earnings Analysis. The recent spike in product development is not only
based on console products but a growing number of platforms (mobile) providing incremental
leverage opportunities going forward. We expect peak earnings of $1.00, $3.00, and $2.00
for ATVI, ERTS, and THQI respectively as higher software pricing helps offset increasing
license costs.
Broadening Video Game Ecosystem. We believe new revenues streams including
mobile gaming, online, and in-game advertising will generate $5bn in revenue by 2010 vs.
just over $1bn in the U.S. in 2005 (+30% CAGR) driving overall I.E. in the U.S. up to $16bn
in 2010.
38
2006 Review – A Tale of Transition
Our Interactive Entertainment index underperformed the broader market due to the ongoing
console transition. Specifically, stocks in the sector fell sharply in the first half of 2006 while
recovering in the Fall based on stronger than expected sales of the PS2, Nintendo DS and the
strong launch of Nintendo Wii – partly offset by PS3 shortfall. As expected, the larger video
game companies such as Electronic Arts and Activision significantly outperformed the smaller
players such as Atari and Midway as they struggle with increasing costs of next generation
titles.
Interactive Entertainment Index
130
120
110
100
90
80
70
60
Source: Bloomberg, Oppenheimer & Co.
39
Market to Hit on All Cylinders in 2007 – Expect 20% Software Growth. We expect
software sales to grow significantly in 2007 – up roughly 20% driven by the next generation
hardware ramp (XB360, PS3 and Wii). Specifically, we expect next generation console
software to grow by 160% in 2007 to $4.3bn while we expect current generation PS2 sales to
decline 15% to $2.1bn. Given the lack of publisher support, we assume that Xbox and
Gamecube sales drop 60% and 40% respectively off lower bases. On the handheld front,
based on strong NDS hardware sales, we expect NDS software growth of nearly 40% in
2007 to roughly $800mm while PSP sales lag a bit – up 13% to $530mm. We believe the
keys to our 2007 software model are: (1) the decay rate of the PS2 market – which is
currently healthy with dry powder to cut hardware prices (currently $149) for Holiday 2007;
(2) PS3 manufacturing ramp as Sony tries to keep up with consumer demand; and (3)
$59.99 pricing on the PS3 and Xbox 360 frontline titles. Over the course of the cycle, we
estimate that total console and software sales will reach $11bn in the U.S. in 2010,
representing 10% CAGR over the next five years.
Console & Handheld Software Forecast

U.S. Market Console & Handheld Software Forecast, 2005-2010
2006-2010
2005A 2006 2007 2008 2009 2010 CAGR
Consoles
Playstation 3 - $103 $1,180 $2,185 $2,940 $3,115
Playstation 2 $2,525 $2,150 $1,285 $651 $464 $298
Xbox 360 $141 $1,308 $2,081 $2,534 $2,795 $2,729
Xbox $1,282 $565 $165 $83 $41 $9
Wii - $219 $1,050 $1,721 $1,950 $1,819
GameCube $664 $427 $133 $67 $49 $14
Total Console Sales $4,642 $4,772 $5,894 $7,241 $8,238 $7,985 13.7%
Handhelds
GBA $746 $532 $364 $213 $203 $194
PSP $420 $468 $530 $555 $653 $624
DS $258 $576 $796 $988 $1,159 $1,195
Total Handheld Sales $1,424 $1,576 $1,690 $1,756 $2,015 $2,013 6.3%
Total Consoles & Handhelds $6,066 $6,348 $7,585 $8,997 $10,253 $9,998 12.0%
YoY % Chg 5% 19% 19% 14% -2%
PC Software Sales 879.8 879.8 791.8 791.8 791.8 791.8 -2.6%
Total Consoles, Handhelds & PC $6,946 $7,228 $8,376 $9,789 $11,045 $10,790 10.5%
YoY % Chg -5% 4% 16% 17% 13% -2%
Source: Oppenheimer & Co Inc.
40
Xbox market share will be tested in 2008. With both Sony and Nintendo ramping up
production in 2007, we believe the real battle for hardware market share will come in Holiday
2007 and 2008. Specifically, we expect unit sales of roughly 15mm next generation
hardware in 2007 vs. 6.8mm in 2006. While it is clearly too early to call a winner, we believe
the lack of a “killer app” software title for the Xbox 360 (Halo 3 release in late 2007) has
opened the door somewhat for Sony and Nintendo despite Microsoft’s full year head start.
Our console installed base forecast is based on a strong showing by Nintendo Wii (lower
price point and intuitive game play with new “Nunchuk” controller) with both Microsoft and
Sony selling roughly 5-6mm units a year in 2007-2009. Historically, the video game console
market has not split share equally three ways, we believe the first console to deliver the
“must have” game may have the upper hand heading into the latter stages of the cycle.
Overall, we expect the next generation console and handheld installed base to grow 17% to
101mm units in 2010 including the Xbox 360, PS3, and Nintendo Wii with faster growth in the
handheld market with the DS and PSP and the DS.
US Console & Handheld Unit Forecast

U.S. Market Console & Handheld Unit Forecast, 2005-2010
2005 2006 2007 2008 2009 2010
Consoles
Playstation 3 - 0.5 5.0 6.0 6.0 4.0
Playstation 2 5.5 5.0 2.5 1.0 0.5 0.0
Xbox 360 0.6 4.8 5.0 5.0 4.0 3.0
Xbox 2.2 0.4 0.0 - - -
Wii - 1.3 5.0 5.0 5.0 3.0
GameCube 1.7 0.5 0.3 0.0 0.0 -
Handhelds
GBA 4.1 2.5 1.7 1.3 1.2 1.0
PSP 3.6 2.5 2.5 2.5 2.5 2.0
DS 2.5 4.5 5.0 4.0 3.0 2.5
41
Installed Base Unit Forecast
U.S. Market Console & Handheld Hardware Installed Base Forecast, 2005-2010
2005 2006 2007 2008 2009 2010
PS2 32.5 37.5 40.0 41.0 41.5 41.5
Xbox 14.1 14.5 14.5 14.5 14.5 14.5
GameCube 10.9 11.4 11.6 11.6 11.6 11.6
PS3 0.0 0.5 5.5 11.5 17.5 21.5
Xbox 360 0.6 5.4 10.4 15.4 19.4 22.4
Wii 0.0 1.3 6.3 11.3 16.3 19.3
GBA 29.5 32.0 33.7 35.0 36.2 37.2

PSP 3.6 6.1 8.6 11.1 13.6 15.6
DS 3.8 8.3 13.3 17.3 20.3 22.8
Total Installed base units Cycle/Cycle Growth

Consoles 57 63 10%
Handhelds 30 38 30%
Total 87 102 17%
Broadening Video Game Ecosystem. We believe another key component of this

cycle’s growth curve is the addition of new revenue streams including mobile gaming, online,
and in-game advertising to further leverage publishers franchise base and development
efforts. Overall, we expect these markets to grow at roughly 30% CAGR and generate
roughly $5bn in revenue by 2010 vs. just over $1bn in the U.S. in 2005. As such, we expect
overall Interactive Entertainment revenues in the U.S. to increase at a 15% CAGR to $15bn
by 2010 (excluding hardware).
New Revenue Streams: Mobile Gaming, Online Gaming, and In-Game Advertising
Other Revenue Sources
2005A 2006 2007 2008 2009 2010 CAGR
Mobile Gaming $600 $810 $1,094 $1,500 $2,025 $2,633 34.3%
Online Gaming $600 $780 $1,014 $1,318 $1,648 $1,977 26.2%
In-Game Advertising $72 $182 $295 $403 $518 $589 34.1%
Total Incremental Revenue $1,272 $1,772 $2,402 $3,221 $4,192 $5,199 30.9%
Total Interactive Entertainment Sales $8,218 $9,000 $10,778 $13,010 $15,237 $15,989 15.5%
YoY % Chg 10% 20% 21% 17% 5%
Source: Oppenheimer & Co. Inc., IDC, Yankee Group, Parks Associates.
Mobile gearing up for strong growth. According to IDC, the U.S. wireless gaming
market is expected to reach $1.5bn by 2008 up from roughly $600mm in 2005 (35% CAGR).
With its recent purchase of JAMDAT Mobile, Electronic Arts is now the leading wireless
gaming publisher with revenues in the $140mm range in FY07. According to Telephia,
mobile gaming revenue increased 63% YOY to $140mm in Q2 with EA’s Tetris and
Bejeweled the number 1 and 3 ranked games in the U.S. carrier market. The key driver in
42
the market will be the growing installed base of game capable handsets, which is expected
to grow from roughly 300mm units in 2005 to 745mm units in 2009 (Informa data).
Increased focus in online gaming and downloadable content. Due to the
phenomenal success of $1bn-plus World of Warcraft (Blizzard Entertainment) there is
increased focus on the online gaming market and Massive Multiplayer Online Role-Playing
Games (MMORPG). Parks Associates estimates that online gaming could reach $2.0bn in
the U.S. by 2009 (25-30% CAGR). Additionally, as the installed base of next generation
broadband enabled consoles ramps we believe there will be increasing opportunity for
publishers to further monetize key franchises through downloadable content (new levels,
players, maps, vehicles etc) directly to consumers in a transaction based model. While
models are still in development, early data from the Xbox Live network indicates there is a
viable and growing marketplace with over 4mm members and 70% of connected Xbox 360
consoles downloading over 70mm pieces of content in the past 11 months. We estimate that
20-30% of downloads are paid content with an average revenue per transaction in the $2-$4
range with Microsoft taking a 20%-30% cut. We estimate that the download market on the
Xbox alone is roughly $40mm-$60mm and scaling rapidly. Importantly, while download
revenue may not significantly impact the top line of publishers in the near term, contribution
margins are in the 40-50% range - which could provide a boost to overall publisher margins
this cycle.
Xbox Live Gaining Traction
2006E 2007E
X b o x 3 6 0 U .S . In sta lle d B a s e 5 .4 1 0 .4
S o ftw a re U n its 2 3 .8 4 1 .6
A tta c h R a te 4 .4 4 .0
ASP $ 5 5 .0 0 $ 5 0 .0 0
X b o x 3 6 0 S o ftw a re R e v e n u e $ 1 ,3 0 8 .5 $ 2 ,0 8 1 .4
2 00 6 E 20 0 7E
X b ox L iv e D ow n loads (m ln s) [1 ] 4 3 .3 8 3 .3
P aid T ran sactio ns 8 .7 1 6 .7
% P aid 20% 2 0%
D o w nlo ad A ttach R ate 8 .0 8 .0

P aid T ran sactio n A ttach R ate 1 .6 1 .6
A SP $ 4.0 0 $4 .0 0
O n lin e R ev en ue (m ln s) $ 34 .6 $6 6 .6
% o f T o tal 3% 3%
T o tal X b o x 3 6 0 R ev en u e $ 1,3 43 .1 $ 2 ,14 8 .0
In-game advertising - the real deal. While still early in the Xbox 360 ramp, we are
encouraged by the online connection rate (50%), which will provide new opportunities for
dynamically served in-game advertising. Specifically, advertising agencies like Massive, Inc.
(purchased by Microsoft) and Double Fusion are using online networks to place contextual
43
ads/product placements within games (including day-parting) vs. the prior method of working
directly with development teams to code ads into games - requiring significant lead times.
Based on recent results, we estimate that publishers could potentially earn an additional
roughly $1-2 per unit (with 80% margin) on top games where product placement makes
sense. Recently, Electronic Arts indicated that Need for Speed: Carbon generated $4-5mm
in ad revenue since its launch with 50% coming from “dynamic” ads. According to the
Yankee Group, the in-game advertising market is expected to grow to over $730mm by
2010. Importantly, these estimates could prove conservative given the significant
consumption/spending mismatch in the video game advertising industry. Specifically, in the
key 18-34 year old male demographic, 15% of media consumption is spent on video games
– roughly the same amount as TV. As such, were in-game advertising to reach just 50bps of
total U.S. advertising spend it would be a $1bn-plus market.
Peak Cycle Earnings Analysis: 20%-40% Upside. With strong growth expected in
Peak Earnings Analysis
software sales in 2007, we expect a sharp snap back in FY08 publisher earnings as R&D
spending growth slows against rising revenues much like witnessed in the current cycle.
Specifically, we expect FY08 earnings for ATVI, ERTS and THQI to rebound to the $0.55,
$1.35 and $1.25 range, respectively. Importantly, the recent spike in product development
(especially for Electronic Arts) is not only based on next-generation console products but the
expansion of the number of gaming platforms (eight in the next cycle vs. five in the current
cycle) to include handhelds and mobile which provide incremental leverage opportunities
going forward. Looking out to FY10, our estimates are based on the core video game market
without baking significant positive impact to margins from in game advertising and/or online
transactions. We expect peak earnings in the range of $1.00, $3.00, and $2.00 for ATVI,
ERTS, and THQI, respectively. As such, using peak cycle multiples of 30x for ERTS and 25x
for ATVI and THQI, we believe there is 20%-40% upside in the stocks (using a 12% discount
44
rate at 2 years). Additionally, we believe the group appears relatively attractive on FY09
earnings – trading at 28x, 25x, and 22x for ERTS, ATVI and THQI respectively.
How can operating margins reach historical levels with higher development costs?
Since the first games of Pong in the mid 1980s, development costs have skyrocketed in the
video game market yet operating margins have expanded significantly for leading publishers.
We believe this dynamic is often misunderstood, as the unit economic model in the gaming
business has changed significantly over the past 20 years (including the current cycle).
Specifically, as product development and marketing budgets have increased, the break even
level of game has gone up sharply (roughly 400-500k units in the current cycle vs. 200-300k
in the prior cycle). Importantly, notions of “average cost of games” or “average revenue per
game” are generally not valid metrics as the industry becomes more hit driven. In 2005,
roughly 50% of video game sales were driven by less than 3% of titles leading to profitable
unit economics (higher contribution margin) for those publishers with the highest level of
platinum titles (over 1mm units). Specifically, in FY06 EA had 27 titles sell over 1mm units
and 12 tiles over 2mm units while ATVI and THQI had roughly 8mm to 9 1mm unit titles
each. A good example of this dynamic is Microsoft’s Halo franchise. While development
costs likely doubled to the $20mm-25mm range for Halo 2, the game likely broke even within
several hours of hitting retail shelves and went on to generate over $350mm in worldwide
sales (over 7mm units). The bottom line is that game development costs will continue to rise
(+50%-75% this cycle) and further change the risk profile of the sector, however, we fully
expect big hit franchises to deliver significant cash flow and drive strong earnings growth
from current levels.
45
Alan Bezoza – Senior Analyst, Media Infrastructure
Media Infrastructure: Spending Cycle (finally) Begins…
2006: Rebound Driven by – Cox and Adelphia’s Conclusion
When looking back to this past year, we look at several major milestones that have helped the
stock prices of several names in our universe. After many head-fakes over the past few
years, we feel that we have (finally) entered another spending cycle that started this past
summer. Why do we feel that this time it is for real? Well, as we show below, cable, satellite
and telecom service providers are not only at the very beginning of a “World War,” but they
are also financially healthy.
After a few years of dancing and throwing salt at one another, the gloves have finally come
off. We predicted many years ago that telecom operators would be driven into the video
market as the result of cable’s success in offering voice services. We were completely wrong.
In fact, it has been telecom’s high profile and media-driven hoopla surrounding their proposed
entry into video that drove cable to roll out voice in a big way. The reality is that it is much
easier for cable to roll out voice versus telecom’s ability to roll out video given cable’s voice
architecture.
In just under two years, operators like Time Warner have rolled out voice to over 1.6mm
subscribers representing an eye-opening 11% penetration. Comcast, who has just begun this
past year to roll out the service to the masses, now has 1.4mm subscribers for 4.4%
penetration. Amazingly, Cablevision has achieved 24% voice penetration in a bit over two
years of offering the service. As we look to the success that Cox and AT&T Broadband had
with earlier voice-over-cable technology (circuit switched), we see no reason for this to slow.
For example, Cox had been running voice penetration rates at close to 25%, even as they
continued to increase their available footprint. In some of their more mature markets, both
Cox and AT&T Broadband had achieved over 50% voice penetration within only five years of
offering the product.
On the satellite side of the equation, DirecTV and EchoStar both have made significant steps
to increase their High Definition (HD) offering. While subscriber additions have been a bit
weaker in 2006 versus prior years, we feel that these companies will rely on increased HD
channels and introduce IP-hybrid set-top boxes that will enable them to continue to lead the
operators in innovative video solutions. Just recently, DirecTV has been able to roll out its
new HD-based DVR box, as NDS GROUP’s software was a bit later than they originally
anticipated. We also look for DirecTV to make a new push into higher end consumers as their
MPEG-4 based set-tops become available.
Another change that has occurred in 2006 is the completion of the Adelphia saga. For many
years, this soap opera has been the thorn in the side of the cable industry as satellite
competition cherry-picked subscriber from the wounded elephant. Now that Comcast and
Time Warner Cable have not only purchased the assets, but also swapped many systems like
Monopoly cards, we feel the systems will quickly become upgraded to where subscriber
attrition will slow. Even Charter, which had been the other thorn that allowed satellite
operators to steal subscribers, seems to be getting marginally healthier. With a new technical
staff in place, we hope that they will be allowed the capital to stem their subscriber out-flow.
46
Cox Communications had also returned to spending in the second half of 2006. As the
company went private in 2005, they have held off on much of their discretionary capital
expenditures to give themselves breathing room under their debt covenants. With a year
under their belt, the company began spending mid-year on all facets of their network and
capex had increased significantly through year-end.
Media Infrastructure Indices (2006E)
150
140
130
120
110
100
90
Cable Equipment Suppliers Interactive Video
2007 Outlook: Customer Competition and Health Yields Capex

Looking ahead into the next 12 to 18 months, we believe several names in the video
infrastructure industry can outperform the market. While many issues have plagued cable’s
capital spending environment over the past few years, we believe that these trends are likely
to continue to improve. Not only are the industry’s cable, satellite and telecom customers all
financially healthy (and probably the healthiest ever), they are all in fierce competition with
one another.
As such, we look for several key trends that could benefit the share prices of video
infrastructure suppliers. It is those two key concepts (customer competition and financial
health) that keep us confident that core fundamentals will continue to remain strong as this
battle accelerates. It’s a game of action and reaction between large service providers that
should provide pockets of opportunities for certain equipment suppliers.
We also would like to point out to investors that while cable operators have under-spent
capital spending requirements over the past few years as they once and for all prove to
investors that they can generate free cash flow (well, high speed data rollouts actually did
this), they are long over-due to play catch-up. We feel that cable’s infrastructure players will
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continue to benefit from capacity expansion requirements in 2007 as new service rollouts
such as high-speed data, voice, high definition, and video-on-demand continue.
It is the success of these new services that have enabled cable operators to reduce churn and
grow revenue that has also put a strain on networks. In addition, consumers continue to
demand and use faster bandwidth as Internet-based applications gain traction (Internet
Video?). It is also the need to compete with the speeds Verizon and AT&T have begun to
offer consumers with their fiber-deep architecture. So, it’s not just new services that are
cramming network capacity, but also the continued increase in data rates that cable needs to
offer to remain competitive.
Some operators were hoping to free up bandwidth from reclaiming analog spectrum that still
represents two-thirds of network capacity. However, for that to happen, all television sets in
every home would require a digital set-top. Regardless of the lower cost of “all-digital” set-top
boxes, this type of transition is a logistical nightmare. In addition, the faster-than-expected
adoption of HD broadcasted video (and the HD aggressiveness by satellite providers) has
forced cable to look to network capacity alternatives.
While many technologies exist to add network capacity, we feel that operators are most likely
to use a combination of node splitting (physical and logical), spectrum upgrades and switched
digital video. We expect many operators to implement a wide range of technology and
innovative ideas to increase network capacity. Many operators are thinking through current
plans and next-generation architectures to be prepared for the increased network traffic, as
well as competitive dynamics imposed from telecom’s fiber build
In this report, we highlight the key technological issues and alternatives facing cable, satellite
and telecom service providers as they move into one another’s cross hairs. While we do not
go into specific details on our favorite names in this piece, we continue to feel that ARRIS
Group, C-COR and NDS Group are well positioned to take advantage of the spending
opportunity facing vendors.
ARRIS Group – Data And Voice Story Still Has Legs. First, ARRIS Group supplies cable
operators with equipment that enables voice and data services. We expect the company to
continue to benefit from voice modems as net additions continue to grow in 2007. We look for
a solid year for voice rollouts as Comcast, Cox and Liberty Global pickup steam. While many
think that this business will boom, peak and bust, we look for solid growth from newer markets
(up to 2 years of rolling out), followed by flat net additions from more mature markets over a
longer period. We also look for MTA upgrades featuring wideband and routing capabilities,
much like we saw from the mature digital set-top rollouts.
In addition, we expect to see the company’s CMTS (cable modem termination systems)
business accelerate in 2007 as voice and data customers are added to the network and
nodes are split (architecture redesign), we see solid demand from increased data rates
offered to consumers. As cable and telecom continue their battle on speed, increasing overall
throughput, more CMTS will be required.
C-COR – Cable’s Network Expansion and Ramping Software Business Offer Upside.
Over at C-COR, we look for the company to continue to benefit from the network expansion
requirements needed by cable operators and increased software revenue (network and traffic
monitoring, video on demand, advertising insertion, and switched digital video). The company
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is positioned in the sweet spot of infrastructure spending as operators split nodes (physical
and logical), increase spectral capacity (1 GHz) and introduce switched digital video
capabilities. Lastly, the resurged spending from the old Adelphia systems by new owners,
Time Warner and Comcast should exacerbate the company’s rebound.
On the software side of the equation, we believe that C-COR should benefit form increased
software deployments enabling video on demand, digital advertising insertion and network
and traffic monitoring. While Time Warner has been a solid customer for their software
products, we expect to see additional customers, including Comcast, become significant
contributors to this business unit. We expect the company’s high margin software unit to grow
much faster than it’s transmission business and therefore help push gross margins higher.
NDS Group – Conditional Access is the Trojan Horse, Emerging Markets Offer Upside.
NDS Group is well positioned to benefit from the continued rollout of video service by
international based cable and satellite-based providers. First, the company’s conditional
access and middleware divisions should benefit in mature markets as new subscribers are
added and subscribers add multiple television sets. In addition, the company should benefit
from the rapid growth in emerging markets such as China and India as new subscribers are
added to the mix.
Lastly, the company should benefit from the rollout of advanced digital video service such as
digital video recorders (DVRs), gaming, betting, hybrid set-tops, etc. The company is the best
way to play the application layer being distributed to consumers on both satellite and cable-
based services providers. Although, we wouldn’t be surprised to see new opportunities arise
in the telecom “world” as delays and problems continue to haunt their IPTV based video
rollouts.
Cable vs. Telco vs. Satellite vs. Internet?

The battle to deliver advanced communication services to both the commercial and residential
markets should benefit infrastructure suppliers, content providers, and, quite frankly,
consumers. It is the battle that has been laid out for many years, but only now has become
more aggressive. It is this competition that has forced cable, telecom, and satellite service
providers to roll out new advanced services. Without this phenomenon, innovation and
spending would come to a standstill (sounds like the good part of the last few years).
On one side of the equation, satellite television operators have aggressively rolled both high
definition (HD) channels and digital video recorders (DVRs) over the past few years to
continue to take share in the video market. To combat this, cable operators have also
launched an aggressive HD and DVR campaign over the past few years, but this has finally
forced cable to move on the offensive. After years of losing share to satellite service
providers, cable has begun to fight back with weapons such as Video-on-demand (VOD), as
well as aggressive service bundles with data and voice.
On the other side, telecom service providers have and remain committed to upgrading aging
copper networks with advanced optical topology to provide both video and faster data rates.
While we feel that it will be many years before cable sees a substantial impact (if ever) to its
video base from competing telcos, we feel the threat has increased the speed at which cable
rolls out voice and other advanced services. It is this competitive threat that has finally forced
cable to get aggressive in voice rollouts. In addition, to combat against lower priced DSL
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offerings, cable operators have been increasing data rates to remain competitive at higher
price points. It has been cable’s mantra to compete on speed rather than on price, to maintain
share in the residential high-speed data business.
We believe that the future of video will be impacted by a new threat over the coming years (if
it hasn’t been already). Due to increased broadband penetration, faster data rates (see above
paragraph), cheaper storage, and home networking, consumers have begun to “entertain”
themselves with Internet-based video content. Younger consumers have been viewing and
posting user generated content by the millions on sites such as Google, Yahoo!, YouTube,
AOL, Guba, and many others. Here one can view hours upon hours of free streamed and
downloadable content, with all the controls at the fingertips.
Kids today no longer come home from school and turn on the TV to watch their favorite Brady
Bunch episode. Instead, they come home and fire up their PC in order to participate in this
exciting new method to entertain and communicate. This is phenomenon that doesn’t seem
to want to slow down and has impacted many business models including advertising. Clearly,
a trend that hasn’t changed over the past few years is the move by advertisers toward
Internet-based solutions rather than the traditional broadcast television method.
In addition, traditional media players are following this trend and have begun to offer video
content on some of these same sites (including CinemaNow.com, MovieLine, Starz’s
Vongo.com, and Apple’s iTunes) for a fee. While we expect this transformation to take some
time to impact business models for traditional cable and satellite video suppliers, we feel that
this phenomenon will have positive implications for: 1) content suppliers that now have more
outlets to sell their goods and 2) communication infrastructure suppliers that have to supply
bandwidth expansion equipment.
There are also several interesting new business models that take advantage of digital
terrestrial television (DTT) as broadcasters take advantage of newfound capacity. As the
broadcasters are faced with the analog switchover in early 2009, we feel that off-the-air-digital
business models may have a place in the world of new media. Consumers can now receive
about thirty or so off-the-air high quality digital channels (including HD) that can be coupled
with a hybrid-IP set-top box for other long tail and VOD-type content from the Internet.
There have been many challenges for digital broadcasting in the U.S due mainly to antenna
technology. A digitally broadcasted video signal is much “tighter” than the analog cousin, so
the antenna must be pointed directly at the incoming signal. PauseTV, a Silicon Valley-based
startup, has developed an interesting set-top solution that has an integrated and powered
multi-directional antenna. Their product provides not only for a digital-to-analog conversion
catering to lower-end consumers (and the government mandated digital conversion), but also
has a DVR and IP-hybrid set-top in the works.
Regardless, we believe that the advent and acceleration of Telco Video, Internet Video and
other direct to consumer type business models will force cable and satellite operators to
innovate faster and come up with creative interactive applications to keep their foothold on
consumers. Without this, the television could transition itself into nothing more than a large
computer monitor receiving Internet-based signals.
Given the flexibility and technology inherent in today’s cable HFC (hybrid fiber coaxial)
networks, we believe that cable will trump satellite and telecom in the near-term battle for
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residential video, voice, and data. Without much cost or complication, cable can and finally is
aggressively rolling out voice services to garner their strong Triple Play of video, voice, and
data. We feel that it will take too long and cost too much for telecom and satellite players to
provide this panacea through network upgrades or complicated and costly equipment.
However, we also feel that in the long term, the Internet will trump cable in supplying both
video and voice applications. While we know this to be a bold statement, we are suggesting
that today’s distributors of cable and telecom, in the end (whenever that may be), will simply
supply broadband access to consumers. This is where the true battle will lie. As such,
today’s telecom service providers must continue to roll out their deep fiber based architecture
in order to compete. In addition, we feel that in the end, satellite players must find a way to
deliver or at the minimum, utilize broadband access through IP-enabled hybrid set-top boxes
in order to remain competitive.
It is the current and future threat of competition that has not only forced cable to roll out new
advanced services, but it is these same services that have also eaten network capacity. As
such, vendors have not only benefited from providing equipment used to launch these new
services, but traditional transmission equipment suppliers are now seeing the benefits. To
summarize, the increased competition (or threat thereof) have not only accelerated new
service rollouts by cable operators, but have also clogged up networks to the point where
increased capacity is required.
Telecom: IPTV Technology Has a Long Way to Go

While Verizon has begun to deploy video services utilizing a broadcast network identical to
existing cable technology, AT&T and many PTTs around the world are attempting to roll out a
switched architecture that many have dubbed “IPTV”. Since Verizon is the only major telecom
company rolling out a broadcasted, QAM-based, RF-over-fiber video strategy (again, identical
to today’s cable network), we focus this section on the switched video rollout that most others
have chosen. Our one comment on Verizon is that their fiber-to-the-home (FTTH) approach is
not only costly (and likely much higher than the $800 or so the company quotes), but will take
several years to deploy. While they chose a more expensive solution than what others are
attempting to do, we give them credit for realizing the problems associated with rolling out the
alternative.
As telecom operators look to utilize existing copper and DSL-based infrastructure, they have
chosen to offer video services utilizing a switched architecture. As such, the video signal is
only sent down from the central office through the network to the consumer’s television, when
requested. While this alleviates much of the bandwidth requirements versus its broadcasted
cousin, the network must still be able to handle streamed video signals with milli-second type
latency. Remember, every time the “couch potato” changes the channel, the request must
travel back to the central office and send back the requested channel. In addition, the
bandwidth must be constant as any slight delay or slowdown in the bit-rate will cause video
and/or audio degradation.
With companies like Alcatel and Microsoft working on the project, we feel this technology
should become feasible over the longer-term. However, we feel that this architected video
service is still further away than investors think and telecom managements say it is. As
operators deal with bandwidth limitations, we feel that Microsoft’s software is another real
concern. Microsoft has done a phenomenal job in winning new business opportunities as it
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partnered with Alcatel to deploy a switched video platform. They certainly have strong
software capabilities, brand name and present a solid demonstration to potential customers.
However, as many telecom operators around the world have found out, the software that
works well in the demo room often has serious real world issues.
Bandwidth Limitations: How Much is Enough? First, and probably the least of our
concerns we feel that bandwidth constraints and requirement still need to be cleared up. As
we point out below, today’s requirements will be much different than those of only 5 years
from now as multiple high definition signals will be required. Even using advanced MPEG-4
compression, to deploy high quality video signals, roughly 8 Mbps is required per stream.
Now, this can be done using less bandwidth, but then signal degradation and quality becomes
an issue. Note that about 1.5 Mbps is required to stream one standard definition (SD) video
channel.
The average home in the US has nearly three television sets and therefore any switched
video service must be able to handle at least three streams. While there is probably a low
number of households that have and would require multiple HD signals today, we assume an
average household would require bandwidth for 1 HD and 2 SD channels (see below). To
remain competitive, data connection speeds must be at least 20 Mbps to handle Internet
traffic as well as a little left over for VoIP service. It is this model that moved AT&T to look at a
Fiber-to-the-Node (FTTN) access network that utilizes fiber with existing copper in the “drop”
and could handle 35 Mbps of throughput.
However, it is not so hard to imagine a world not so far away, and probably less than the 5
years that we point to below, that would require much more bandwidth than AT&T currently
estimates. As digital television prices continue to plummet and as HD-based content
proliferates, unit sales have far out-paced what many would have thought a few years back. It
is the digital television migration that will force telecom operators to re-think their bandwidth
requirements, as a three HD stream scenario must be accounted for. We feel that to remain
competitive, telecom must roll out at least 50 Mbps that could handle three HD signals and
still have enough left over for a 25 Mbps data connection (see below). While this scenario is
probably less likely outside the US as average TVs per household are half that of our “couch
potato” society. As such, we feel that the FTTN approach by AT&T and others may limit their
competitiveness in only a few years.
Bandwidth Requirements Utilizing MPEG-4 Compression
Bandwidth Requirements Utilizing MPEG-4 Compression

Current 5+ Years
Channels Mbps Channels Mbps

High Def 1 8 3 24
Standard Def 2 3 0 0
Data Connection 20 25
(includes VoIP)
Total: 31 Mbps 49 Mbps
High Definition (HD) 8 Mbps

Standard Definition (SD) 1.5 Mbps
Source: Oppenheimer & Co. Inc. estimates

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Software Scalability. Our second concern for the continued delay in IPTV rollouts is the
decision by many to use Microsoft’s software platform. For the past 10 years, Microsoft has
made several unsuccessful attempts into the video arena. After many flops in the cable
space, Microsoft has done a great job in winning business from telecom operators foray into
their switched video architecture. Armed with a solid brand name, software reputation and a
top-rate presentation to customers, they have won a substantial percentage of opportunities.
However, as operators have found out, deploying video to millions of subscribers in the real
world is not the same as showing a bunch of “bells and whistles” in the demonstration room.
Despite pressures from customers, competitors and government regulators, Scientific-Atlanta

and Motorola continue to hold the U.S. cable industry hostage with their set-top duopoly.
While operators such as Charter and Comcast have had internal programs aimed at “Digital
Freedom”, they have largely been unsuccessful. This has nothing to do with hardware as
both set-top providers have licensed their technology to set-top providers such as Pace,
Panasonic and Pioneer. The real secret sauce to their success (and stronghold) comes from
their software platform that enables scalability and security as well as solid network
integration. These are the same drivers that have driven set-top software-based companies
such as OpenTV, NDS Group, and Kudelski.
We have heard from many telecom operators that have chosen the Microsoft platform that
one of the key issues with the software platform is the lack of scalability. As the nature of the
switched environment, Microsoft’s software must be able to reach many households at the
same time, with each requesting multiple video streams with extremely low latency.
Remember, cable operators broadcast all video signals to the home and channels are
switched at the set-top level. This may not be as trivial as one may think since this is much
different than switching web pages. Any delay in the digital signal, video and audio quality will
quickly become distorted.
Content Protection and Service Piracy. Another key issue impacting telecom’s ability to roll
out its IP-based video service is the lack of content protection as well as service piracy. First,
using a software based encryption technique that utilized IP-based “open” traffic is inherently
“open” to digital theft. While Microsoft’s encryption is deployed early in the content’s
distribution channel, there have been numerous cases of hackers “breaking their code” to gain
access to the digital content. This is particularly disturbing to content owners who have higher
risks in the digital tier since content could be copied millions of times without degradation
(older analog tapes deteriorate from multiple copies).
Another issue we feel may need to be addressed is the ability for Microsoft to prevent service
piracy. This is different than content protection in that service protection is a consumer’s
ability to steal video services without properly paying the service provider. We believe that in
this open architecture design, hackers too have a considerable amount to gain from providing
a set-top to enable consumers’ access of free content. It is this type of software-based
conditional access that makes it much easier to break rather than the hardware-based
approach used by NDS Group and Kudelski.
In summary, we feel that telecom operators need to begin to offer video services to the
masses, as soon as possible, since cable’s telephony base is increasing at alarming rates.
We feel that the IP-based switched video service (aka IPTV) is far from ready for prime-time
rollouts. As such, we wouldn’t be at all surprised to hear that companies like Cisco’s
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Scientific-Atlanta or NDS Group begin to take a more active role due to Microsoft’s software
issues.
We continue to feel that an all out acquisition of EchoStar by AT&T may be their best course
of action. Forgetting about the Microsoft software issues, the time to deploy a fiber-to-the-
node (FTTN) or fiber-to-the-home (FTTH) architecture to enable video services is just simply
too long. In one swoop, AT&T can own millions of video subscribers to bundle with its voice,
data and mobile services and more effectively compete with cable operators. If they choose
to rollout video themselves, it just may be too late.
Satellite: No Broadband? Enter the Hybrid Set-Top

As telecom operators attempt to move into the video space utilizing their own networks,
satellite service providers will too be required to expand their offering to compete.
Remember, Verizon, BellSouth and Qwest offer video services through a bundled DirecTV
while AT&T distributes video bundles utilizing EchoStar. As telecom operators move to
distribute video signals over their own fiber-deep networks, they will wean off their satellite
television partnerships. However, as we stated earlier, we would not be surprised to see
AT&T acquire EchoStar in order to quickly get the full suite of video, voice and data products
available to consumers.
For many years, we have highlighted the shortcomings of satellite service inability to deliver a
two-way pipe capable of data and therefore, voice services. For years, DirecTV and EchoStar
have toyed with utilizing satellite-based delivery of broadband services including a
downstream satellite stream coupled with a dial-up or DSL upstream. In addition, satellite
service providers have also been looking into satellite based delivery to and from wireless
base stations, while utilizing wireless (WiMax) in the last mile.
Cost and Speed are Two Issues with Broadband over Satellite. While technically feasible,
the two key issues surrounding satellite’s ability to deliver broadband services to the masses:
cost and speed. First, the residential equipment needed to deliver broadband services over
satellite networks is extremely expensive and cannot be made economically viable versus
competition. Customers need to install costly equipment that can receive and relay signals
back up to the satellite or utilize a combination of other technologies.
The second issue surrounding satellite’s delivery of broadband services to the masses
surround the technical inability to deliver data rates that can compare with today’s cable plant
or the deeper fiber architectures being deployed by telecom operators. In order to remain
competitive, we feel that service providers must be prepared to deliver bandwidth rates of at
least 20 Mbps today and have a plan to increase those rates over the next 5 or 10 years to
rates over 50 Mbps. With top downstream speeds being offered at 1.5 Mbps and upload
speeds at near 200 kbps from today’s broadband over satellite providers, it may not be
enough to remain competitive for mass adoption.
Rural Markets Create a Serviceable Niche. While we feel that broadband satellite services
may not be successful for the masses, we believe that it can be successful as the “service of
choice” for rural customers. There are still many locations in the country where dial-up
service is the only type of Internet connection made available. As such, satellite delivery may
be a solid alternative delivering top speeds at nearly 1.5 Mbps. In addition to rural-based
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customers, satellite-based delivery of broadband can also be used in the niche recreational
arenas such as boats and recreational vehicles (RVs).
DirecTV used to offer a satellite-based broadband service called DirecWay to its customers,
but that service was eventually sold off to SkyTerra Networks as the business model was far
from proving itself for DirecTV’s new owners (NewsCorp). The DirecWay service is still
available under a new name, HughesNet, and is currently offering top downstream speeds of
1.5 Mbps and upstream speeds of 200 kbps for about $80 per month. The service is not
being offered in conjunction with DirecTV and requires an entirely new satellite receiver, dish
and modem. The service is also very expensive to set up and requires upfront costs of nearly
$500 for equipment and installation.
Even this year (June), DirecTV and EchoStar have both signed up with privately held,
WildBlue to deliver broadband services to its customers over satellite. Interestingly, the
company counts Liberty Media (does this have something to do with Liberty gaining
ownership of DirecTV?), the NRTC, Intelsat and venture fund, Kleiner Perkins as its investors.
WildBlue, similar to Hughes, offers top download speeds at 1.5 Mbps and upload speeds of
200 kbps for about $80 per month. At last count, WildBlue had nearly 85,000 subscribers for
its service.
Hybrid Set-tops Offer Another Trick up the DBS Sleeve. While we see shortcomings for
satellite-based delivery of broadband services, we feel that satellite service providers may
have another trick up their sleeves to remain competitive. We look for satellite companies to
be the first to rollout set-top boxes that contain Internet connections. These set-tops will
contain either wireless (802.11) or wired connections to a consumer’s Internet service and
utilize the service. So, as satellite service provides will not actually provide the broadband
service, they can take advantage of the consumer’s Internet connection to provide innovative
services.
For example, companies such as NDS Group have developed set-top software that can mimic
a video on demand (VOD) service that captures content from the Internet. To a consumer,
this can be transparent and as the VOD menu button is pressed and content is ordered,
delivery and viewing can begin almost immediately through the Internet connection. The
number of applications can become endless as satellite service providers can begin to offer
gaming, Instant messages, photos, etc. all through the IP-enabled set-top. This type of
platform can be that technological panacea that so many companies have been trying to do.
How to get Internet signals to the television.
While Internet video has exploded with user generated content, getting the service to the
television is imperative for Internet portals to get content direct to the consumer. Can this be
the motive behind Liberty Media’s move to obtain DirecTV from NewsCorp? Remember,
through its Starz! subsidiary, Liberty controls Internet video portal, Vongo.com and has
thousands of titles of content currently available.
So, as satellite service providers may not be able to provide or get paid for the actual high-
speed data service, they can utilize the customer’s data pipe for their own service offerings.
Already, NDS Group has been working with many satellite customers to offer this kind of
product to consumers and is not a wiley-eyed pipe dream. Israeli satellite television provider,
Yes, is the first operator to trial an IP hybrid set-top with NDS’s software that can enable
multiple innovative services. We would expect many of today’s satellite television suppliers to
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adopt this new type of set-top technology as to remain competitive without the ability to
provide data and voice services to consumers.
Cable: Voice Rollouts Continue and Networks Add Capacity

It is no secret that cable operators have been aggressively rolling out voice services utilizing
VoIP technology. While many have been surprised by cable’s success in voice, one could
have pointed to earlier voice over cable (using circuit switched technology) from Cox and
AT&T Broadband. In many markets, both Cox and AT&T Broadband achieved well over 30%
penetration where the service was available after only three years. There have been several
markets where they had over 50% penetration rates after four or five years. These
penetration rates are truly mind-blowing, and speak onto the power of the Triple Play bundle.
There is no reason to think that this type of voice penetration is unachievable. .
With penetration rates of VoIP reaching just over 11% of marketable homes in less than two
years at Time Warner, there’s no doubt in our minds that this will continue to increase at a
healthy pace. Investors need to remember that much of the rollouts of new services from
cable and satellite are driven by “word of mouth”. Typically in a new service rollout by cable,
we see the first 10% of penetration grow relatively steady and then accelerate from the 10%
to 30% penetration range. This is due to increased marketing efforts and free, consumer-
driven “word of mouth” advertising. This same phenomenon was seen from both the rollout of
digital video, high-speed data and digital video recorders.
We expect to see continued success in cable’s voice rollouts as we are only in the early
stages of consumer adoption and feel that cable can easily garner penetration rates of 30%
plus in a few short years. While Comcast, Time Warner and other third-party industry
analysts have estimated voice over cable penetration rates of near 20% to 30% over the next
five years, we feel this can be significantly higher. We feel that cable can easily continue to
accelerate its voice penetration thought the 50% barrier as seen with Cox and AT&T
Broadband in only a five-year period. This was done without severe discounting, simply by
the power of the bundle.
We also feel that if cable operators become in any way threatened by telecom operator’s
success in video, they will turn the screws on their voice offering. Given the architecture,
infrastructure and cost to deliver voice over cable using IP-technology, we feel that cable
operators can literally give the product away for free and still justify the economic case. The
lower video and churn, alone, would be enough for cable operators to offer a low-cost voice
product, but we also feel that subscriber additions continue to be driven by the bundle.
We feel that cable’s infrastructure players will continue to benefit from capacity expansion
requirements in 2007 as new service rollouts such as high-speed data, voice, high definition,
and video-on-demand continue. It is the success of these new services that have enabled
cable operators to reduce churn and grow revenue that has also put a strain on networks. In
addition, consumers continue to demand and use faster bandwidth as Internet-based
applications gain traction (Internet Video?). It is also the need to compete with the speeds
Verizon and AT&T have begun to offer consumers with their fiber-deep architecture. So, it’s
not just new services that are cramming network capacity, but also the continued increase in
data rates that cable needs to offer to remain competitive.
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Some operators were hoping to free up bandwidth from reclaiming analog spectrum that still
represents two-thirds of network capacity. However, for that to happen, all television sets in
every home would require a digital set-top. Regardless of the lower cost of “all-digital” set-top
boxes, this type of transition is a logistical nightmare. In addition, the faster-than-expected
adoption of HD broadcasted video (and the HD aggressiveness by satellite providers) has
really forced cable to look to network capacity alternatives.
Analog Reclamation Still Far Off
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While many technologies exist to add network capacity, we feel that operators are most likely
to use a combination of node splitting (physical and logical), spectrum upgrades and switched
digital video. We expect many operators to implement a wide range of technology and
innovative ideas to increase network capacity. Many operators are thinking through current
plans and next-generation architectures to be prepared for the increased network traffic, as
well as competitive dynamics imposed from telecom’s fiber build.
Shhh…Don’t Call It an Upgrade

Essentially, it is these competitive forces that have accelerated cable’s rollout of advanced
services such as voice, data, high definition, digital video recorders, and video-on-demand.
Or as we like to call it, “All the Acronyms…VoIP, HSD, HD, DVR, VOD.” It is the deployment
and take rates by consumers of these new services that have not only allowed suppliers to
enable these offerings, but have clogged network capacity. We haven’t even begun to
mention a real super killer: HD VOD.
When examining network capacity, we must also analyze the changing traffic patterns in
today’s cable network. Traditional cable networks were designed to allow massive
downstream capacity with very little upstream. However, as data, voice, and business
services continue to proliferate, the small amount of upstream bandwidth will not nearly be
enough to handle the traffic.
57
Not only is consumer Internet behavior driving increased requirements for upstream
bandwidth (uploading pictures, music, video, etc.), but voice has also done a number on
upstream capacity. While a single voice call only uses approximately 64 kbps of bandwidth, it
is the number of simultaneous calls that strain upstream capacity. On the commercial
services side of the equation, an area of great interest for cable operators, the demand for
symmetrical bandwidth is crucial.
As such, we believe that traditional cable transmission suppliers will benefit as cable
operators expand network capacity (notice I didn’t use the “upgrade” word…neither will cable
operators!). While operators talk of a multitude number of tools to expand capacity (switched
digital video, modulation, MPEG-4, spectrum increase, etc), we feel that the likely answer will
be a combination of several technologies. We feel that for the most part, operators will get the
most “bang for their buck” to do another spectrum upgrade to 1 GHz and beyond. However,
in many cases, it could also make sense for some systems to deploy a switched digital video
architecture.
While cable operators will likely choose a combination of switched digital and/or spectrum
upgrades, one trend continues. We expect operators to continue to split both logical and
physical nodes to lower the number of homes that share the network. No matter which of the
two technologies are likely to be deployed to alleviate overall capacity, both would include the
lowering of service group size. This would be done through more optical lasers and nodes
and can be cost effectively done assuming there is enough optical fiber between the hub and
node. In many cases, there may be additional expense to string new fiber.
While many of these alternative technologies have some promise, the reality is that they don’t
address the upstream, much too complicated to deploy, and/or may require digital set-top
replacements.
Cable’s Typical Hybrid Fiber Coaxial (HFC) Network
Distribution Access
High Speed POTS Network Network
Data
Master
c
Headend VOD
Server Coaxial Cable
Optical
Fiber to Homes
Hub
Hub
Digital
Signals
Traditional
Analog
Signals Optical Node RF Amps
750 - 860 MHz Every 50
1310 nm
Meters
Optical
Transport
8-16 Channel WDM Ring
1550 nm Transport
58
Switched digital video. For example, switched digital video is a viable solution to add
additional downstream capacity in the network. This technology moves the point of video
channel switching from the set-top to the hub or secondary headend. Essentially, cable
operators move less popular content from a broadcast model sent to an entire system, to a
unicast model that is streamed to a service group when requested.
Switched digital broadcast serves to alleviate network capacity by taking less popular content
that is watched by few and moving it to a streamed basis that looks more like video-on-
demand than broadcast television from a technical perspective. The key to this technology
will be low latency so that consumers (and content suppliers) do not notice any significant
time delay to switch channels at the hub-level instead of at the set-top level.
While this technology does free additional spectrum to be used for high definition, data, or
even more VOD streams, we feel this may not be a longer-term viable solution to compete
with the bandwidth requirements of tomorrow. For cable to successfully roll out this
technology, in terms of both economics and benefits, service group sizes have to shrink well
below to 750 to 1,000 home averages still seen today.
While both physical and logical node splitting is well understood and simple, the added labor
costs need to be addressed. Secondly, many systems have already exhausted optical fiber
from hub to node that will continue to add costs. As node sizes decrease within the cable
plant, switched digital video becomes a more economical and impactful solution.
We do think that cable operators will begin to use this technology in 2007 to alleviate some
network constraints caused by less watched channels. However, we do not feel that this
technology, alone, will solve cable’s longer-term bandwidth constraints. For one, we feel that
switching video channels that are already in the digital tier doesn’t save that much bandwidth.
If we switch, let’s say 36 digital channels, an additional 12 MHz (assuming 12 digital channels
in a 6 MHz slot and then 6 MHz are used to switch those channels), which equates to roughly
6 new HD broadcast channels. Now, these assumptions are somewhat “off the cuff” because
lots of factors can be altered, such as how much spectrum needs be allocated to the switching
or how many channels you can switch, but you get the idea.
This technology really doesn’t address the upstream capacity constraint, something that will
become more important and necessary over the coming years. Again, voice and data
services will continue to eat away at upstream capacity, and with shifting consumer behavior,
this is only the start. In addition, as cable operators continue to become more aggressive in
commercial services (providing data and voice to businesses), this will be crucial.
We feel that operators will deploy a significant amount of switched digital video equipment
over the next several years to alleviate some capacity constraints. Companies that will benefit
from this include privately held, BigBand Networks and RGB Networks, but also the unified
software platform from C-COR. Lastly Cisco’s Scientific-Atlanta subsidiary is boasting a new
switched digital platform that should be fairly competitive. In addition, edge QAM suppliers
such as Harmonic, Tandberg, EGT, Scientific-Atlanta, Motorola, RGB, etc. should also benefit
from the rollout of switched digital video since more QAMs will be added into the mix.
Our thoughts are that this technology is viable, but won’t solve longer-term bandwidth
requirements for more HD, VOD, HD-VOD, and faster high-speed data rates, but it is a good
59
start. In conjunction with switching digital signals, we feel that lowering service group/node
sizes would benefit the overall process. This will allow for fewer homes to share the same
switching architecture. We feel that as service groups are made smaller through node
splitting, 1310nm optical laser and optical node suppliers (C-COR, Harmonic, privately held
Aurora, Scientific-Atlanta, and Motorola) should benefit.
Compression and/or modulation. Next we will address two technologies that have similar
issues: modulation and compression. First, modulation refers to the number of bits that can
be placed on the RF spectrum through cable’s QAM (quadrature amplitude modulation)
transport mechanism. Today’s 256 QAM technology can deliver nearly 43 Mbps on a 6 MHz
channel (~7 Mbps/MHz), but moving to 1024 QAM would increase the spectral throughput to
54 Mbps on a 6 MHz slot (~9 Mbps/MHz). Clearly, fitting more bits on the same MHz of
spectrum would help alleviate network capacity constraints, but the technology has one clear
issue, discussed below.
Moving to better compression technology also has similar benefits. New MPEG-4 standard
encoding decreases the number of bits required for a quality video signal as compared to the
today’s MPEG-2 standard. For example, using MPEG-2, about 3.5 Mbps are required to
provide a quality standard definition video signal, but this drops to about 1.5 Mbps when using
MPEG-4 (depending on the desired quality). This clearly would be a huge benefit to cable
operators, even more so, when discussing the compression of a high definition stream (13
Mbps vs. 5 Mbps).
While more efficiently utilizing cable’s spectrum through better modulation or utilizing
advanced compression would increase the number of digital or HD channels that could be
deployed per MHz (and free up capacity), one major hurdle exists. In both instances, current
set-tops would need to be swapped with ones with new chipsets. While these could have
been solutions prior to the rollout of HD set-tops (and perhaps used for HD only content),
we’ve passed critical mass for this technology to be economically viable.
Spectrum upgrade. We feel that if cable operators wish to maintain a technological edge
and compete with telecom’s deep fiber architecture to deliver advanced services, they must
do a spectral upgrade to at least 1 GHz. In addition, we feel that the proliferation of unicast-
type content (things that go to my house and not my neighbor’s) will force operators to lower
their service group sizes (or node sizes) to much less than current levels that are still probably
above 1,000 homes per node.
Unfortunately, many an operator has stood by their same old mantra: network rebuilds are
complete. This was the rallying cry when the industry upgraded to 550 MHz and a similar one
was heard during the 750 MHz. Most operators fear investor reaction if they were to find
another upgrade was on the horizon. What people need to understand is that network
rebuilds are much cheaper now that RF amplifier spacings can remain as networks are
upgraded.
In addition, the cable company of today is nothing like your father’s cable company, from a
revenue, cash flow, and financial leverage perspective. Cable’s HFC architecture, one that
offers a shared topology, is very good at delivering broadcasted content with larger service
groups. However, as content and network traffic continues to get more unique, service group
size must get smaller.
60
While providing larger spectrum may offer some advantages for upstream and data/voice
services, most digital set-tops are unable to tune to higher frequencies than 870 MHz. This
impacts cable’s ability to deliver video signals above the 870MHz spectrum; so moving to 1
GHz (or 1,000 MHz) can only alleviate the data and voice traffic. Combining a 1 GHz upgrade
with a node split can offer significant advantages as service groups become smaller and
upstream capacity can be increased.
Moving to 1 GHz and splitting nodes down to fewer than 500 homes per node will be a
method of choice for some operators. This approach will alleviate some of the capacity
constraints brought on from unicast type services such as high-speed data, VOD, and HD-
VOD. Some operators, such as Time Warner and Cox Communications, have begun to
increase network capacity (not going to use the “U” word) to several systems to 1 GHz.
The graphics below depict how cable operators can decrease the size of service groups
(those that share the same throughput) by adding racks of new 1310nm transmitters and
removing the optical splitters at the hub-level. In addition, node splits can reduce the number
of homes sharing upstream capacity and is relatively easy to do assuming that there is
enough fiber in the hub-node sheathing. By decreasing the number of homes sharing
transmitters in the same service group and by lowering the number of homes per node, cable
operators can increase their available throughout per home.
Optical Node Splitting: Physical and Logical
1. Service Group = 3000 HP 1000 HP

Optical Node
HUB
1000 HP
Optical Tx Splitter
1000 HP
2. Service Group Still at 3000 HP

1000 HP
Optical Node
Node size
decreases
HUB
1000 HP
Optical Tx Splitter
500 HP
Node split uses existing
500 HP
fiber strand if available
3. Service Group Moves down as Optical Transmitters are Added
1000 HP
Optical Tx Optical Node
1000 HP
HUB
Optical Tx
500 HP
Optical Tx
500 HP
Optical Tx
61
The main ingredients in a spectrum upgrade and node split include new racks of 1310nm
optical transmitters and receivers, optical nodes, RF amplifiers, and potentially new optical
fiber, depending on the current status of fiber runs from the hub to the node. For the most
part, RF passives were installed that are 1 GHz capable, but RF amplifiers will need
replacement. In addition, operators may move to change out or reword some coaxial cabling
as nodes are repositioned. We feel that the key beneficiaries include C-COR, CommScope,
Harmonic, Scientific-Atlanta, Motorola, as well as privately held Aurora Networks.
Adding switched digital broadcast, increasing spectrum, and lowering service groups and
node sizes should benefit cable operators and their ability to meet consumer demand over the
next few years. However, as telecom competitors continue their fiber-deep campaign to
trump cable’s offering, even after deploying the above tactics, one question will always come
into question: Will this be enough? Perhaps. But perhaps not. It’s very difficult to
understand and predict future traffic patterns, but one thing is clear, consumers will use
whatever bandwidth they are given. It’s probably not too far away when consumers begin to
stream high resolution HD signals to their television sets from the Internet or playing “Madden
2010” versus players in China over a broadband connection.
An interesting approach and one that has gained traction at several cable operators involves
Vyyo’s 3 GHz spectrum overlay. The company’s unique products enable operators to deliver
huge amounts of bandwidth (both downstream and upstream) while maintaining most of the
legacy equipment. While the overlay does require the change out of passives to handle 3
GHz of throughput, the consumer premise does not need to be replaced to provide video
signals above the 870 MHz spectrum. The company’s product line includes a down-converter
that sits on the side of the home so that signals are converted to be “set-top friendly.” This
would allow for HD and VOD to be placed in spectrum above the 870MHz since it will be
down converted at the consumer premise.
The company’s solution is technically solid, but still there are issues. First, the company’s
solution requires physical change-outs of passives in the network. While still cheaper than
other solutions, as a whole, it is difficult to get operators to change an entire network of
passives. This may sound trivial, but the requirement to change cheap devices may fall on
deaf ears. Second, the company’s solution is proprietary and not based on standards,
another tough one for operators to swallow. Regardless, the company continues to “press on”
and beat down the doors of operators and has gained some traction with several large MSOs.
While many engineers have begun to understand the company’s proposition, it is an
unfortunately long and arduous process to sell new and disruptive technology to cable.
Not to Worry Cable Investors! This is Not Your Father’s Cable Company
While our bold predictions above could cause alarm for cable investors (and IR departments),
we do not expect to see any drastic increase in overall cable capex or cash flow declines.
This time will be different. First, this new wave of network spending (dare I use the word
“upgrade”?) will not be a labor exhaustive process that eats up capital. Most people are
unaware, but roughly 70% of the cost of “upgrades past” was labor related due to changes in
RF amplifier spacing. As the industry moved from 550 MHz (and lower) to 750 MHz or 870
MHz, the physical distances between the amplifiers had to be painfully reduced. This
phenomenon significantly drove up network upgrade and rebuild costs.
However, as operators move beyond 750MHz or 870MHz to 1 GHz and higher, the capital will
be much more efficient and less labor intensive. Essentially, operators can take advantage of
62
the technology improvement and cost reductions seen from vendors in both optical and
electronic equipment. In addition, in many cases, current passive equipment (coaxial cable,
taps, filters, splitters, etc.) that were placed in the network in the last rebuild will not have to be
replaced since they are typically 1 GHz capable. This too should alleviate much of the labor
costs seen in prior rebuilds as low-cost passive devices were replaced.
Also, when comparing today’s capacity expansion versus those that last occurred over five
years ago, we must look at the overall state of the cable industry. Today’s operators are in a
much better place both from a financial perspective (leverage stands at historical lows) and a
cash flow perspective. Of the new services that have been enabled with the last upgrade,
nothing has exceeded expectations or generated more cash flow growth than high-speed
data. The success of data services has not only enabled cable operators to grow revenue,
ARPUs (average monthly revenue per subscriber), and free cash flow, but more importantly
pay down debt.
For example, total subscriber ARPUs in the cable industry have grown to about $90 per
month from about $59 per month seen five years ago at the time the last upgrade was, for the
most part, completed. This $31 per month increase represents 12% annual compounded
growth rate for the time period and is a result of data, digital, DVR, VOD, and voice rollouts.
However, given the 40% 5-year CAGR seen from data offerings that now represent over
$12bn in annual revenue (or ~20% of total cable revenue), we can safely attest to its
unbelievable success and the main driver behind cable’s stronger financial positioning. It has
not only been a driver for cable’s revenue growth, but data services comes with much higher
than average EBITDA and cash flow margins. Lastly, much of the capex used to deploy data
services is leveraged when deploying cable’s current foray into voice services.
On the cost side of the equation, we’ve seen capital spending in the domestic cable industry
decline at a compounded annual growth rate of roughly 8% over the past five years. This is in
part due to financial distress at Adelphia and Charter, but reflects slight downticks from other
cable industry players. The industry’s upgrades to 750 MHz and/or 860/870MHz from
yesteryear gave way to success-based capital to deploy new services. A bigger piece of
capital spending came from subscriber equipment such as digital set-tops (standard definition,
high-definition, and digital video recorders) as well as data and voice modems.
With increasing revenue coupled with a slight decline in capex, the industry began to generate
sustainable and material free cash flow. In 2001, the industry was still operating at a free
cash flow deficit of about $9.5bn. However, after crossing into the black in late 2003, the
industry is expected to generate over $7.0bn in 2006. Given the tremendous cash flow
generation that today’s cable networks have been generating due to their success in digital
video, data, and voice, we feel that operators will not be financially stressed. Even with the
upcoming requirements for network capacity over the next few years, we still expect to see
cable grow its free cash flow.
While we know we have been long-winded with respect to cable’s architecture and current
dilemma, it is important for investors to realize the dynamics and challenges that are facing today’s
cable operator. Over the next few years, cable companies will need to evaluate and make some
major architecture decisions on how best to stay ahead of the competition and service consumes
hungry for services and bandwidth. We feel that after many years of being reactionary and
backward thinking, the cable industry must really look ahead to where the state of communications
and media is going. Clearly, the trends favor increased throughput requirements.
63
Lawrence Harris – Senior Analyst, Wireless Devices and
Technology
2006 Overview
2006 was a year of solid growth for the Wireless Device and Technology sector, as handset
demand continued to grow, emerging markets became more important, and new
technologies such as 3G and WiMAX gained interest. However, as the year unfolded,
Federal Reserve interest rate policies and signs of slower capital spending had an impact on
many stocks in the sector.
During 2006, the Wireless Device and Technology sector experienced solid growth.
Handset shipments grew over 20% YoY, the smartphone market saw new market entrants,
such as Motorola, and 3G technology became commonplace in Europe, Japan, and the
United States.
For the first time, India became a key market as the number of wireless subscribers
exceeded 100mm. In China, the number of subscribers passed the 400mm. The number of
wireless subscribers in China now exceeds the number in the U.S. by more than two to one.
Intellectual property and patents became a major issue, as investors began to
focus their attention on the pending April 2007 license expiration between Nokia and
QUALCOMM.
In August, Sprint chose WiMAX as its next broadband technology. In addition, the
carrier named Samsung and Motorola as its initial WiMAX handset and infrastructure
suppliers. However, we anticipate that Sprint will bring in other WiMAX suppliers over time.
Concerns over Federal Reserve policies and inflation had an impact on many
stocks, particularly in the first half of 2006. In particular, telecommunications equipment
stocks tend to be affected by changes in interest rates. Many carriers have debt in their
capital structure, and therefore tend to rein in their capital expenditures when interest rates
rise. In addition, we saw some reduction in P/E multiples in wireless device and technology
stocks, which tends to occur as interest rates rise. However, after the Federal Reserve
stopped raising interest rates, many stocks experienced a rebound.
Among the three industry sectors, wireless device stocks experienced the most
consistent performance, as the industry shipments grew by more than 20% YoY. The
fastest growing areas within wireless devices were phones targeted at emerging
markets, such as India and China, and e-mail based smartphones in North America.
During most of the year, wireless infrastructure and enhanced services stocks did not
perform as well, as carrier spending rose by less than 10%. As the year unfolded, Cingular’s
slowing rate of capital spending became a concern for some investors.
64
Wireless Devices and Technology Indices
120
110
100
90
80
70
Wireless Devices
Wireless Infrastructure and Enhanced Services
Satellite Equipment
Top Stock Selections 2007

Our top stock selections for 2007 are Andrew and Harris. We anticipate that both
Andrew and Harris will benefit from additional spending on microwave equipment for
backhaul applications by wireless carriers in the US and in emerging markets.
In the US and other developed markets, the installation of 3G networks is helping
to drive additional data traffic, including video streaming, music, and picture
messaging (MMS). In addition, on a post-Hurricane Katrina basis, US carriers are looking to
install microwave links as a backup to fiber. In emerging markets such as India, where fiber
optic networks are not available, microwave is the preferred solution.
65
Andrew is the world’s largest supplier of microwave antennas. Harris is the largest
supplier of microwave radios in North America, with about a 46% market share. On a
global basis, following the creation of the company’s joint venture with Stratex Networks,
Harris will be the third largest supplier, after Ericsson and Alcatel-Lucent.
Ground-Based, Global Tactical Radio Market
$1,000
$900
$800
Harris
Dollars in Millions
$700
Thales
$600 ITT
$500 Tadiran
Raytheon
$400
Other
$300
$200
$100
$0
2002 2003 2004 2005 2006E
Years
Source: Harris Corporation (December 2006), Oppenheimer & Co. Inc.
Harris should experience increased demand for its tactical radios. Harris estimates
that the ground-based global tactical radio market grew about 23% in 2006 to $2.7bn from
$2.2bn. The company’s market share in 2006 was about 33%, versus 27% in 2005. We
expect that Harris’ market. As shown in the above exhibit, Harris’ growth in the ground-
based, tactical radio market over the past several years has outpaced the industry. We
expect that the ground-based tactical radio market will experience continued growth in 2007,
due to upgrade cycles, both in the U.S. and internationally. In the U.S., during 2007, we
envision strong demand for multiband and handheld radios, as typified by the Harris Falcon
III. Internationally, customers are seeking to modernize their communications infrastructure.
We expect that numerous countries, including Pakistan, Mexico, Algeria, Saudi Arabia, and
the United Arab Emirates will place orders for Harris’ Falcon II. Harris’ Falcon II is sold in
about 100 countries.
We also anticipate that Harris will benefit from the adoption of HDTV. According to
the National Association of Broadcasters, 1,584 of the country’s stations are broadcasting in
digital. However, as of mid-December, only about 25 stations out of 772 stations that
produce local news are originating local digital content. However, we expect that the number
will increase during 2007, which should result in incremental orders for Harris’ Leitch product
line, including master control panels, routers, and servers. We anticipate that the owned &
operated stations of ABC and CBS will lead the way in this area. Specifically ABC plans to
commence local HDTV programming at its stations in New York (WABC), Chicago (WLS),
and San Francisco (KGO) in the next 90 days. ABC’s stations in Los Angeles (KABC) and
66
Philadelphia (WPVI) already broadcast local news in HDTV. CBS expects to commence local
HD broadcasts in Los Angeles (KCBS), Chicago (WBBM), and Philadelphia (KYW) in the
next several months. Harris also should see some increased sales of full-power digital
transmitters to many stations that currently operate low-power transmitters, although the
timing is somewhat unclear. Harris estimates that the transmitter market opportunity
associated with the completion of the analog to digital conversion is about $250mm.
We rate Andrew a Buy because of the company’s opportunity to increase profit
margins during 2007 in its coaxial cable and filter product lines, due to new facilities
and increased utilization of outsourcing. Several of Andrew’s higher profit margin
businesses, such as repeaters and geolocation products, are expected to experience
revenue growth during 2007.
Trends for 2007

The scope of the mobile market is highly noteworthy. By year-end 2006, there will be
2.6bn wireless subscribers worldwide (out of 6.6bn people), growing to 4.0bn by 2010. Most
of the subscriber growth will occur in emerging markets. As illustrated below, penetration
rates are very high in European countries, North America, Korea, and Japan, but low in
emerging markets, such as India and China. We anticipate substantial subscriber growth in
India during 2007 through the end of the decade. Because penetration rates are high in
Europe, North America, Korea, and Japan, subscriber growth in these markets has slowed.
As a result, carriers in developed markets are more focused on ARPU (average revenue per
user) expansion through the introduction of new services, while wireless device vendors
seek to drive replacement demand.
67
Teledensity in Select Countries
World
United Kingdom
Sw eden
Germany
France
Finland
S. Korea
Japan
India
China
United States
Canada Mobile Lines per 100
Brazil Main Telephone Lines per 100
0 20 40 60 80 100 120
Source: International Telecommunication Union (2005), Oppenheimer & Co. Inc.
Of the 2.6bn wireless subscribers, only a handful have wireless broadband access,
through such 3G technologies as WCDMA, HSDPA, and EV-DO, as well as 802.11 Wi-
Fi. Out of one billion Internet users, 275mm have broadband connections. Today, most of
the broadband connections are on fixed networks. However, by the end of this decade, a
majority of broadband connections will be on mobile networks. As illustrated below, some of
the newer wireless technologies, such as WiMAX and HSDPA offer performance comparable
to cable modems, with the added benefit of mobility. We anticipate that subscribers will be
able to access the Internet, download videos and music, and play games, over a variety of
mobile devices, including traditional handhelds and notebook computers. Consumers will
want devices that will have the ability to seamlessly choose different networks, for optimal
performance or lowest cost. We may also see the development of specialized devices sized
between handhelds and notebook computers. Current examples include the Nokia 770
Internet Tablet and the Sony mylo personal communicator. QUALCOMM plans to develop a
new semiconductor platform, called Snapdragon, designed to take advantage of the growth
of this mid-sized market.
68
Wireless Access Speeds
Time to download
Average data transfer rate an MP3 song
GPRS 35 Kbps 18 mins
CDMA 1X 60 Kbps 11 mins
EDGE 115Kbps 6 mins
UMTS 256 Kbps 3 mins
EV-DO 400 Kbps 2 mins
HSDPA 1.0 Mbps 38 secs
WiMAX 4.0 Mbps 10 secs
3D LTE 3.0 Mbps 13 secs
802.11g 14.4 Mbps 3 secs
Source: Motorola (July 2006), Oppenheimer & Co. Inc.
The overall mobile phone market is surprisingly large. We expect that over one billion
mobile phones will be sold in 2007, compared to 200mm PCs and 200mm TVs. As a result,
the market offers a significant platform for the addition of new features, such as videos,
cameras, and MP3 music players. Verizon now offers its V CAST subscribers the option to
view YouTube videos. Cingular plans to offer access to MySpace. However, as illustrated in
the accompanying chart, some observers believe that the unit growth rate of the mobile
phone market in 2007 may moderate from the rapid, 20% or greater growth experienced
from 2003 to 2006, to a more sustainable 10% in 2007. However, over the last several years,
the growth rate of the industry has surprised to the upside.
69
Sell-Through of Wireless Devices
1,200
1,000
Units in Millions
800
600
400
200
0
2003 2004 2005 2006E 2007E
Years
Source: Gartner (November 2006), Oppenheimer & Co. Inc.
The mobile phone market is rapidly segmenting, with consumers having the ability
to choose a wide variety of devices that are suited to their specific lifestyles or needs,
ranging from devices that are available for free, after carrier subsidy, all the way up to
devices selling for $400 or more. Models are targeted at casual voice users; the
professional enterprise market; the consumer-oriented enterprise market, including
messaging devices; digital camera phones with 3.0 or better megapixel cameras; music
phones, fashion phones, and video-centric devices. Motorola pioneered thinness as an
attribute with the RAZR V3 in 2004, and in 2006, followed it up with the Windows-based Q
and the MOTOFONE, the first in its new Scalpel product line. Samsung has introduced
several thin models in their Ultra series, as well as the BlackJack smartphone. We anticipate
that both Nokia (6300, Barracuda) and Sony Ericsson (Ai) will offer thinner models in 2007.
Growth is occurring in the sub-$50 mobile device market, especially in emerging
markets, such as India and China. The introduction of new low-priced models, such as the
Motorola MOTOFONE and the Nokia 1110, will energize this market in 2007. During the
fourth quarter of 2006, Motorola commenced shipment of the MOTOFONE in India.
The smartphone market is growing rapidly, but so is the competition. In mid-
December, Cingular was offering 11 different smartphones. We believe that competition has
already had a negative impact on the sales of the Palm Treo. ASPs on smartphones are
dropping significantly, as exemplified by the Motorola Q for $100 at Verizon, with a 2-year
contract, and the Nokia E62 at Cingular, also for $100. Pricing has come down much faster
70
than most observers anticipated. Many smartphones either employ Windows Mobile or
operating systems that allow users to open Microsoft Office files. Therefore, the current
pricing of smartphones is rather remarkable. Smartphone models are increasingly targeting
individual consumers. Examples include the BlackBerry Pearl, the Palm Treo 680, and
Samsung BlackJack. For many consumers, PCs are a common part of their lives. Therefore,
it should not be unexpected that they would want to have significant computing power,
including Internet access, with them at all times. We expect that numerous new models will
be launched in 2007, including an HSDPA version of the Motorola Q, the BlackBerry
Indigo/Crimson, and the High Tech Computer (HTC) Libra. One key trend is the
incorporation of Wi-Fi connectivity in smartphones, as typified by the T-Mobile Dash.
Ultimately, to be successful, smartphone suppliers will have to offer end-to-end
solutions, including devices and push e-mail that is resident on corporate servers.
Motorola has announced plans to acquire Symbol Technologies and Good Technology, while
Nokia has purchased Intellisync. We believe that a significant portion of Research In
Motion’s success relates to its network operations center and highly reliable push e-mail
software. Companies such as Palm and Samsung are reliant on external push e-mail
suppliers such as BlackBerry Connect, Good Technology, and Microsoft.
Data traffic is growing more rapidly than voice traffic, especially on 3G networks.
Carriers such as Verizon, Telecom Italia Mobile, and DoCoMo have seen significant growth
in data traffic on their 3G networks. As illustrated, by the end of this decade, a majority of
traffic on wireless networks will be data-related. This trend could ultimately have positive
implications for suppliers of infrastructure equipment.
Subscriber Traffic in Mobile Access Networks
3,000,000
2,500,000 TV/Streams/Dow nloads/Video

Internet
Voice
2,000,000
Terabytes
1,500,000
1,000,000
500,000
2005 2006E 2007E 2008E 2009E 2010E 2011

Years
Source: Ericsson (November 2006), Oppenheimer & Co. Inc.
71
Music-enabled devices are hot. Companies such as Sony Ericsson are focusing on
this area, with models such as the Walkman. It is widely anticipated that Apple will
introduce the a wireless phone in the first half of 2007. Existing phones that resemble the
iPod, such as the LG Chocolate phone at Verizon, are strong sellers. Since 2001, Apple has
sold over 60mm iPods. Sony Ericsson shipped 15.5mm Walkman phones during the 14
months through September 2006, or about 21% of total shipments. The Sony Ericsson
W810i is currently one of the strongest selling models at Cingular. In the United Kingdom,
the Sony Ericsson W850i was the best-selling phone for contract subscribers in mid-
December. Motorola delivered 15mm mobile devices with MP3 players in the twelve months
ended in September, or about 8% of total shipments. Nokia has targeted the sale of 80mm
music-enabled devices in 2006 (about 23% of total unit deliveries). Sprint has sold more
than 8.0mm songs through its music download service, the Sprint Music Service. Music
downloads are enabled by the installation of 3G networks, which have created capacity the
ability to provide fast downloads. Cingular is one of the latest carriers to announce a music
download service. In 2006, taking advantage of the popularity of the LG Chocolate phone,
Verizon’s V CAST service focused more on music than on video.
However, 2007 could be the key year for mobile TV. Verizon plans to launch
QUALCOMM’s MediaFLO solution in 1Q07, with service in 20 to 30 markets. We expect that
Verizon will offer the Samsung U620, a slider design. Reportedly, Sprint and T-Mobile USA
are also testing MediaFLO and QUALCOMM has had some preliminary discussions with
Cingular. Launches of mobile TV using the DVB-H standard should occur over the next
several years in European markets. Telecom Italia Mobile is one of the first carriers in
Europe to offer mobile TV service. We like mobile TV for two reasons: First, it creates the
opportunity to add to carrier ARPU. Second, subscribers have to buy new handsets with
mobile TV capability.
In order to attract low-income subscribers in emerging markets, the cost of mobile
infrastructure equipment will have to decline. OEMs have reported intense pricing
competition in India. At the same time, CDMA carriers in several emerging markets, including
Brazil and India, have expressed interest in building GSM overlay networks.
Over the next several years, WCDMA mobile devices will replace GSM devices,
even in emerging markets, for casual voice use, due to the added network capacity
offered by WCDMA. Over the next several years, 3G WCDMA (Wideband Code Division
Multiple Access) mobile devices will replace 2G GSM (Global System for Mobile
Communications) devices, even in emerging markets, for casual voice use, due to added
network capacity offered by WCDMA.
According to the GSA (Global mobile Suppliers Association) as of mid-December,
141 operators in 62 countries have launched WCDMA service. Although many associate
WCDMA and other 3G technologies with multimedia services and high-speed Internet
access, WCDMA also offers significant capacity enhancements relative to older 2G GSM
networks. This can make voice service more affordable, a key issue in many emerging
markets. According to Strategy Analytics, in Western Europe, subscriber growth on WCDMA
networks has outpaced that on GSM networks for four consecutive quarters. At the same
time, the sales gap between GSM handsets and WCDMA handset shipments in Europe has
been narrowing.
72
Prices on WCDMA handsets have already dropped significantly. For example, as of
mid-December, at Cingular, the LG CU400 was selling for $30, with a 2-year contract, and
the Samsung SYNC, for $50. In effect, at Cingular, the price differential on mid-range
handsets between WCDMA and GSM has been largely eliminated. Prices on WCDMA
handsets have experienced material declines. For example, at Cingular, as of early
December, the LG CU400 was selling for $30, with a 2-year contract, and the Samsung
SYNC, for $50.
The WCDMA mobile device market in 2007 is expected to grow more rapidly than
CDMA2000, given slower CDMA growth in Latin America, and anticipated rapid
WCDMA growth in Europe.
We believe that WiMAX networks will be built. Many carriers will be watching the early
deployments by Sprint in late 2007 and 2008. Sprint has announced plans to spend $1.0bn
in 2007 and $1.5bn to $2.0bn in 2008 on its initial WiMAX deployment. Sprint’s initial mobile
device and infrastructure vendors are Samsung and Motorola, although we anticipate that
other infrastructure vendors will be added as construction proceeds. It appears that the two
launch cities will be Washington, D.C. (Samsung) and Chicago (Motorola). We anticipate that
Sprint will begin to provide commercial WiMAX service in 2008. We expect that other
vendors such as pure play broadband access suppliers, Alvarion and Airspan, will participate
in the growth of WiMAX over the next several years.
The broadband satellite market is expected to demonstrate continued growth over
the next several years. Key drivers include consumer broadband access, establishment of
connections in underserved rural areas, such as India and Latin America, backups to frame
relay service, and expanding retail demand. According to Northern Sky Research, the
number of VSAT (very small aperture terminal) sites is expected to grow about 17% per
annum through the end of the decade. Participants in this market include Hughes
Communications, Gilat Satellite Networks, and ViaSat.
73
Vijay Rakesh – Senior Analyst, Semiconductors
Semiconductors: Digital Media Enablers – The Silicon Trail
Our Digital Media semiconductor universe was down 43% for the year compared to the SOX
down 5% for the year. The digital media semiconductor index was depressed especially
because of significant disappointments from GNSS (stock down 49%), ZRAN (down 16%),
PXLW (down 53%), SNDK (down 38%), versus TRID (down 5%), or Silicon Motion (SIMO up
33%) in 2006.
Semiconductors Index
120
110
100
90
80
70
60
50
40
Semiconductors are a critical enabler to the digital media evolution - either by providing the
caching or storage of the content (Flash/DRAM/HDD), delivery platforms (handsets, MP3
players, PMPs, flat panel TVs, mobile TV, media centers), processing power (image
processors), or location sensitive (GPS, traffic reports, hotel/restaurant location based
services) information. We will take a look at the leaders in each of these segments, their
market growth and the investment theses.
In the course of this report we have been developing various portions of the digital media
chain, focusing on content owners, broadcasters, hardware/infrastructure and finally on the
component suppliers. The entire digital media eco-system can be envisioned as below,
developing around the core focus – the consumer. 2007 will be the year for multiple platform
releases from the VISTA for PC/Desktop and Notebooks, to Playstation 3 for gaming, to High
Definition TVs finally taking center stage with 1080p/120Hz high definition panels getting
customer recognition to global positioning systems proliferating handsets with wireless
74
provider rollout. The bottom-line, we believe 2007 will be the year of a new operating platform
VISTA and high definition taking center stage, whether as a driver for new storage formats
(SDHC), new write formats (Blu vs. HD), TV display (1080p HD vs. SD) and broadband
mobile TV/GPS on handsets.
The Digital Evolution Ecosystem:
2007 Semiconductor Demand Drivers

VISTA rollout in 2007: should be a catalyst late in the year. Windows VISTA released to
corporate customers on November 30th 2006, with full release on January 30th, 2007.
There is enough anticipation for the VISTA platform with Samsung forecasting VISTA
adoption of 23% in 2007, similar to the XP rollout in 2002. Additionally, Intel’s Centrino
Pro or otherwise codenamed Santa Rosa is slated for release in the June-07 quarter.
VISTA is expected to drive high definition media adoption, with the software allowing for
high definition editing and playback. Key beneficiaries will be in storage/caching as
VISTA requires higher memory. We are already seeing Ready Drive and Ready Boost
driving NAND Flash for 2007. Ready Drive alternately called Hybrid Hard Drive is an
alternative approach with hard drives carrying a flash memory cache. Ready Boost is an
external USB Flash Drive (UFD) to improve PC performance by using external Flash
memory of at least 512MB/system.
75
Samsung’s Outlook for 2007-09 VISTA Adoption:
Source: Samsung at Lehman Global Tech Conference, Dec 2006,

Oppenheimer & Co. Inc.
Mobile entertainment – Mobile TV, music - on small form factor screens such as
handsets, PMPs and MP4 players: We believe mobile TV with DVB-T will be a key
driver on cellphones and Notebooks (NBs), either with the digital tuner embedded in the
handset or NB or as a USB stick for the NB. Another driver will be music phones. We
believe in 2006, the major music phones have been the Sony Walkman and the Motorola
RAZR phone. 2007 is expected to see music phone unit shipments hit 300mm+ units
with almost all top tier handset OEMs releasing music phone models. Removable flash
storage is seen as a possible solution to the DRM issues that surround multimedia
playback on handsets. A secured flash card should allow consumers to transfer music
easily from a handset to a PC, portable media player (PMP), or home-entertainment
system while preserving the DRM. We believe Silicon Motion (SIMO) would be a good
play on the music phone penetration of the handset market.
MP3 Penetration into Handsets:
MP3 Music Phone Penetration

MP3 Phones Shipments (Mil.) Total Handsets
Unit Shipments in Millions
1400
1200
1000
800
600
400
200
0
2004 2005 2006 2007 2008 2009 2010
Source: IDC, topology Research April 2006, Oppenheimer & Co. Inc.
76
Digital Camera Phone driving Memory Adoption:
Camera Phones vs Total Handsets

Cameraphone Shipments (Mil.) Total Handsets
1400
1200
Units in Milliions
1000
800
600
400
200
0
2005 2006 2007 2008 2009 2010
Source: IDC 2006, Oppenheimer & Co. Inc.
In mobile TVs we should see Microtune, Avermedia and Micronas become significant players
for Notebooks and the VISTA platform.
HD-DVD, Blu-Ray versus CD: Both Blu-Ray disc (BD) and HD DVD are similar as they
both adopt blue laser to write data compared to infrared for traditional CDs. Blue Ray
laser has a shorter wavelength compared to the red laser, so that more data could be
written on the optical disc when using blue laser. The wavelength of blue laser is 405nm
while red is 650nm. In terms of data storage, a single layer DVD disc houses 4.7GB of
data, HD-DVD 15GB and BD 25GB.
Companies including Sony, Matsushita, Philips, HP, Dell, Walt Disney Studios and
Twentieth Century Fox are all supporting companies of BD. In the HD DVD camp, Intel
and Microsoft have joined the primary advocators NEC and Toshiba. According to
Amazon.com, there are about 205 Blu-Ray movies and about 105 HD-DVD movies on
sale, still small compared to traditional media.
77
Blu-Ray, HD-DVD and Conventional CD – Data Storage Technologies
Source: http://www.blu-raydisc.com
With high definition broadcasts picking up, we believe HD storage will pick up with content
and hardware becoming more mainstream in 2007. We believe ZRAN could become a well-
diversified play in 2007 for the high definition DVD, camera and TV space.
We take a look at storage densities on the various media below:
78
DVD Standards Overview:
Source: DVD Forum.
Handsets moving from microHDD to Flash: Embedded & removable memory capacity
demands for cellular handsets showed a dramatic increase in 2006, primarily driven by
consumer interest in music-enabled handsets. Manufacturers are offering several
solutions to meet this demand including micro hard disks, embedded NAND flash
memory and removable NAND flash memory cards. Despite several prominent
announcements regarding handsets with large capacity micro hard-disks in 2006, the
overall trend in the handset market has been a continued move towards flash storage.
NAND flash is viewed as a better alternative for handsets for several reasons, the most
important being its superior shock resistance, and lower battery drain. These traits are
especially beneficial in cellular handsets since they are handled frequently and cycle
power almost constantly. Available capacity has continued to increase for micro-drives
used in cellular handsets in 2006, with the availability of 2.54cm drives offering up to
8GB of storage. This has encouraged manufacturers such as Samsung and Nokia to
introduce handsets utilizing micro-drives. However, rapidly falling prices for NAND flash
coupled with dramatic improvements in available capacity has encouraged
manufacturers generally to adopt both embedded and removable NAND flash solutions
for most requirements. Although large amounts of embedded memory continues to be
standard for smartphones, feature phones tend to offer removable storage options in the
form of microSD cards. First introduced in March of 2005 with a maximum capacity of
128MB, 2006 saw the first 2GB microSD cards become available to consumers. We
believe microHDD are starting to see the writing on the wall and even Samsung in a
recent outlook for 2007 (shown below) focused on Flash starting to substitute microHDD.
79
Handsets: MicroHDD transitions to Flash 2007-09
Source: Samsung at Lehman Global Tech Conference, Dec 2006,

Oppenheimer & Co. Inc.
High Density 4GB to 32GB - SD cards: When the SD Association (SDA) was designing
the SD 1.1/1.0 specifications, their maximum storage capacity was only 2GB. Although
SD cards have the highest market share among the end products market, a 2GB
capacity limit is no longer sufficient enough for some consumer electronics that are
equipped with enhanced functions. On a different note, improving manufacturing
processes and declining costs of NAND Flash have spurred the SDA to update the SD
card's storage capacity. This prompted it to formulate the latest SD 2.0 in June 2006,
advancing both the capacity and data execution standard of SD cards. Under the SDHC
standard, memory capacity ranges from 4GB to 32GB with data execution rates being
classified into three classes (Class 2: 2MB/s, Class 4: 4MB/s and Class 6: 6MB/s) for
distinct target consumers. This was done by SDA to make sure that the SD card would
function properly when shooting video under different formats. (For example, when
shooting high definition videos, the Class 4 data execution rate is required). At 8GB and
32GB of storage in SDHC cards, these could become competitive to microHDD and DVD
disc-based storage in digital cameras.
80
4GB SDHC Card Storage Capacity with HD Applications:
Source: SD Card Association, December 2006.
Transition beyond ATSC to full HD 1080p/120Hz panels begin: Negative sentiment

unshaken. The TV market is close to a 200mm unit shipment market with LCD TV
penetration close to 20%-25% in 2006. With panel prices falling we believe 2007 will be
the year of 40”-42” panels going mainstream versus 32” panel TVs being mainstream in
2006. 40” and above panel sizes are expected to get to 18% of 2007 digital TV
shipments versus 8% in 2006. TRID enjoys a 70%+ share of the 32” and above
merchant TV processor market.
81
TV Outlook 2005-10:
Source: Samsung Global Tech Conference, Dec 2006, Oppenheimer & Co.
Inc.
TV Outlook: Size Matters
Source: Samsung Global Tech Conference, Dec 2006, Oppenheimer & Co. Inc.
The digital TV mandate with ATSC tuners will almost be completed by July 1st 2007, as shown
below. We believe that one of the casualties of the ATSC tuner mandate will be the 13-24” TV
segment which could very well disappear impacting many of the low tier, small size panel TV
processor chip players such as PXLW, GNSS, TVIA etc. We believe the next driver for the
TV space will be the transition to true HD 1080p panels and also outsourcing on the chip side
for ATSC, as HDTV becomes mainstream and retail prices start to decline.
82
FCC Mandate: Close to 100% Implementation
Source: FCC Dec 2004, Oppenheimer & Co. Inc.
As shown below, Samsung, Philips and Sony lead the LCD TV space in market share, with
Samsung, Panasonic and Philips being the leaders in the PDP space. We believe one of the
biggest winners in the space will be TRID. With the best TV processor technology, TRID is
already a leading supplier to Samsung, Sony and Sharp the leaders in the HDTV transition.
TRID also has design wins into Panasonic for 2007. Almost, 75%+ of TRID’s TV revenues are
skewed to 32” and above TVs which is the fastest growing TV segment in 2007-10.
TV Outlook 2005-10:
Source: Samsung Global Tech Conference, Dec 2006, Oppenheimer &

Co. Inc.
83
Handsets with Global Positioning Systems (GPS) and Location based services
(LBS): We believe that GPS will be another major driver for handsets and ARPU for network
providers for 2007-10. With providers such as Verizon rolling out Verizon Navigator; Cingular
launching Telenav; and T-Mobile launching GPS in Europe and focusing on location based
services (LBS), GPS may well become the next driver for ARPU growth for the handset
providers. One possible scenario is that it could become as prevalent if not as critical as
cameraphones and music downloads. Currently the leader in the GPS space for handsets is
QUALCOMM and Texas Instruments. We believe as accuracy and network latency for
providing relevant information become more critical for location based services, SIRF
Technology could also become a viable option.
84
Appendix: Top Mergers and Acquisitions in 2006
Value of Target Net Premium 1 week prior

Date Date Effective/ Transaction Sales LTM to announcement
Announced Status Unconditional ($mm) Target Name Acquiror Name ($mil) date
7/25/2006 Completed 11/1/2006 4,510 Mercury Interactive Corp Hewlett-Packard Co 843 37.2%
12/4/2006 Pending - 3,825 Agere Systems Inc LSI Logic Corp 1570 31.2%
5/15/2006 Intended - 2,677 Atmel Corp RDG Capital Llc 1693 -1.3%
2/6/2006 Pending - 2,400 ABC Radio Networks Citadel Broadcasting Corp -
10/9/2006 Completed 10/19/2006 1,650 YouTube Inc Google Inc -
8/9/2006 Completed 10/12/2006 1,565 FileNet Corp IBM Corp 443 10.4%
11/6/2006 Pending - 1,382 Per-Se Technologies Inc McKesson Corp 541 16.5%
11/30/2006 Pending - 1,354 Digital Insight Corp Intuit Inc 238 16.7%
10/17/2006 Pending - 1,354 Broadwing Corp Level 3 Communications Inc 693 27.2%
8/31/2006 Completed 11/29/2006 1,331 Intergraph Corp Investor Group 587 20.9%
8/23/2006 Completed 10/20/2006 1,303 Internet Sec Sys Inc IBM Corp 337 8.2%
5/1/2006 Completed 7/24/2006 1,238 TelCove Level 3 Communications Inc -
11/22/2006 Completed 11/22/2006 1,230 E! Entertainment TV Inc Comcast Corp -
9/25/2006 Completed 11/16/2006 1,200 Emdeon Corp- Business Service General Atlantic LLC -
4/20/2006 Completed 7/1/2006 1,033 Ubiquitel Inc Sprint Nextel Corp 432 1.9%
3/17/2006 Completed 4/27/2006 1,002 AAT Communications Corp SBA Communications Corp 83
4/3/2006 Completed 7/3/2006 1,000 Motorola Inc-Automotive Electn Continental AG -
3/8/2006 Completed 6/21/2006 890 Lexar Media Inc Micron Technology Inc 735 38.1%
9/17/2006 Pending - 884 Commonwealth Telephone Entrp Citizens Communications Co 331 17.2%
3/13/2006 Completed 5/2/2006 825 Acta Technology Investor Group -
8/7/2006 Pending - 809 McDATA Corp Brocade Commun Sys Inc 669 60.0%
8/1/2006 Completed 9/29/2006 800 IPC Information Systems Inc Silver Lake Partners -
8/3/2006 Completed 10/5/2006 766 MRO Software Inc IBM Corp 222 33.5%
5/12/2006 Completed 5/12/2006 735 Court TV Cable Network Time Warner Inc -
5/15/2006 Completed 8/30/2006 712 FiberTower Corp First Avenue Networks Inc 6
11/30/2006 Completed 11/30/2006 705 Cellnet Technology Inc Bayard Group -
3/3/2006 Completed 5/15/2006 663 iVillage Inc NBC Universal Inc 91 3.0%
6/6/2006 Completed 11/8/2006 600 Intel Corp-Commun & Marvell Technology Group Ltd -
4/6/2006 Completed 6/26/2006 600 NBC-Owned & Op TV Stations(4) Media General Inc -
2/16/2006 Completed 5/1/2006 565 Fluent Inc ANSYS Inc -
7/27/2006 Completed 10/31/2006 535 Xspedius Communications LLC Time Warner Telecom Inc -
2/6/2006 Completed 5/1/2006 517 J Jill Group Inc Talbots Inc 450
1/29/2006 Completed 4/4/2006 512 Intrado Inc West Corp 146 13.4%
2/23/2006 Completed 10/12/2006 507 ADE Corp KLA-Tencor Corp 103 6.4%
4/27/2006 Completed 7/5/2006 496 NetIQ Corp AttachmateWRQ 189 8.2%
10/2/2006 Pending - 480 Metromedia International Group Investor Group 80
4/27/2006 Completed 8/31/2006 476 LANDesk Group Ltd Avocent Corp 84
5/4/2006 Completed 7/7/2006 461 Applied Films Corp Applied Materials Inc 209 35.6%
5/11/2006 Completed 7/5/2006 455 Baker & Taylor Inc Castle Harlan Inc -
11/2/2006 Pending - 431 Stellent Inc Oracle Corp 99 16.6%
9/5/2006 Completed 11/8/2006 425 Mobile 365 Inc Sybase Inc -
1/5/2006 Completed 3/7/2006 375 Wily Technology Inc Computer Assoc Intl Inc -
9/5/2006 Pending - 366 Stratex Networks Inc Harris Corp 242
11/6/2006 Pending - 360 PortalPlayer Inc NVIDIA Corp 220 20.4%
8/14/2006 Pending - 339 PAETEC Corp US LEC Corp -
10/25/2006 Completed 10/25/2006 325 Overwatch Systems Textron Systems Corp -
5/8/2006 Completed 7/1/2006 309 Mountain Union Telecom LLC Crown Castle International -
4/4/2006 Completed 5/4/2006 300 Passave Inc PMC-Sierra Inc -
11/28/2006 Pending - 291 Entrisphere LM Ericsson Telefon AB -
11/1/2006 Pending - 290 International Rectifier-Power Vishay Intertechnology Inc -
10/25/2006 Pending - 287 Thomson NETg SkillSoft PLC -
8/1/2006 Pending - 284 CareerBuilder Inc Investor Group -
9/5/2006 Part Comp - 279 Click Commerce Inc Illinois Tool Works Inc 74 32.2%
4/18/2006 Completed 5/31/2006 275 Qpass Inc Amdocs Ltd -
2/17/2006 Completed 5/1/2006 275 Avago Technologies-Printer Marvell Technology Group Ltd -
7/11/2006 Completed 9/1/2006 274 CipherTrust Inc Secure Computing Corp -
4/10/2006 Pending - 267 Equity Broadcasting Corp Coconut Palm Acquisition Corp -
5/5/2006 Completed 9/1/2006 265 Sportsmans Guide Inc VLP Corp 292 17.8%
3/27/2006 Completed 8/11/2006 262 Raycom Media-TV Stations(12) Barrington Bdcstg Co LLC -
8/21/2006 Pending - 262 CBS Corp-Radio Stations Entercom Communications Corp -
9/26/2006 Pending - 260 Jazz Semiconductor Inc Acquicor Technology Inc -
3/20/2006 Completed 5/1/2006 250 m-Qube Inc VeriSign Inc -
2/7/2006 Completed 8/1/2006 247 Electric Lightwave Inc Integra Telecom -
9/22/2006 Pending - 247 Talk America Holdings Inc Cavalier Telephone LLC 470 24.6%
10/9/2006 Pending - 243 NetRatings Inc VNU NV 77 10.5%
4/12/2006 Completed 7/3/2006 234 Portal Software Inc Oracle Corp 94 16.1%
10/23/2006 Pending - 228 Indus International Inc MDSI Mobile Data Solutions Inc 122 44.2%
8/2/2006 Completed 10/27/2006 226 Tyco Printed Circuit Group Inc TTM Technologies Inc -
5/8/2006 Completed 8/31/2006 218 WKCF-TV,Orlando,Florida Hearst-Argyle Television Inc -
4/24/2006 Completed 7/6/2006 215 Manugistics Group Inc JDA Software Group Inc 170 8.7%
85
Value of Target Net Premium 1 week prior
Date Date Effective/ Transaction Sales LTM to announcement
Announced Status Unconditional ($mm) Target Name Acquiror Name ($mil) date
1/4/2006 Completed 3/31/2006 215 Datastream Systems Inc Magellan Holdings Inc 106 24.4%
10/17/2006 Pending - 210 Pemstar Inc Benchmark Electronics Inc 875 28.6%
2/7/2006 Completed 4/27/2006 207 Riverstone Networks-Cert Asts Lucent Technologies Inc -
9/1/2006 Completed 9/1/2006 204 News Corp-Parking Garage,MA Investor Group -
4/28/2006 Completed 7/7/2006 200 IEX Corp NICE Systems Ltd -
4/3/2006 Completed 4/3/2006 200 Global 360 Inc Investor Group -
8/9/2006 Pending - 200 Atom Entertainment Inc MTV Networks Inc -
8/28/2006 Pending - 199 InterVideo Inc Corel Corp 121 34.4%
5/5/2006 Completed 8/4/2006 198 Mpower Holding Corp Telepacific Communications 193 15.0%
5/8/2006 Completed 7/5/2006 190 Princeton eCom Corp Online Resources Corp -
11/5/2006 Pending - 186 Traffic.com Inc Navteq Corp 49 60.0%
11/13/2006 Pending - 185 Norlight Telecom Inc Q-Comm Corp -
8/29/2006 Completed 10/2/2006 180 Sierra Logic Inc Emulex Corp -
6/5/2006 Completed 8/7/2006 180 WATL-TV Gannett Co Inc -
8/23/2006 Completed 8/23/2006 176 BenefitMall Inc Investor Group -
9/18/2006 Completed 10/11/2006 175 Berbee Information Networks Co CDW Corp -
4/17/2006 Completed 5/31/2006 172 ICG Communications Inc Level 3 Communications Inc -
3/8/2006 Completed 4/27/2006 165 Witt Biomedical Corp Koninklijke Philips Electronic 49
2/17/2006 Pending - 165 WatchGuard Technologies Inc Vector Capital Corp 77 26.9%
6/5/2006 Completed 8/3/2006 163 Looking Glass Networks Inc Level 3 Communications Inc -
2/17/2006 Completed 5/1/2006 160 First Cellular of Southern IL ALLTEL Corp -
11/8/2006 Pending - 160 Topio Inc Network Appliance Inc -
10/18/2006 Pending - 160 Factiva Inc Dow Jones & Co Inc -
10/5/2006 Pending - 160 Crown Media Distribution LLC RHI Entertainment LLC -
11/20/2006 Pending - 160 Akamai Technologies Inc Akamai Technologies Inc 386
2/6/2006 Completed 3/31/2006 157 Raindance Communications Inc West Corp 75 31.7%
6/27/2006 Completed 11/3/2006 155 Hector Communications Corp Hector Acquisition Corp 32 26.6%
5/9/2006 Completed 5/9/2006 153 Kashya Inc EMC Corp -
8/29/2006 Completed 10/2/2006 150 P & H Solutions Inc Transaction Sys Architects Inc -
7/13/2006 Completed 8/1/2006 150 Unicru Inc Kronos Inc -
4/4/2006 Completed 7/5/2006 150 Golden Orange Bdcstg-KDOC-TV Investor Group -
5/2/2006 Pending - 150 KBWB-TV 20,San Francisco,CA DS Audible San Francisco LLC -
7/25/2006 Pending - 149 WatchGuard Technologies Inc Francisco Partners LP 73 14.6%
7/13/2006 Pending - 139 Parascript LLC Mitek Systems Inc -
1/26/2006 Completed 3/20/2006 137 Progress Telecom LLC Level 3 Communications Inc -
4/12/2006 Completed 4/29/2006 135 SyChip Inc Murata Electn N America Inc -
5/5/2006 Pending - 135 Micron-Photomask Tech Ctr Photronics Inc -
12/6/2006 Pending - 128 DocuCorp International Inc Skywire Software 89 36.1%
8/7/2006 Completed 10/16/2006 127 Loudeye Corp Nokia Oyj 25 151.4%
5/17/2006 Completed 9/5/2006 125 GeoTrust Inc VeriSign Inc -
11/6/2006 Pending - 125 Brooks Software Inc Applied Materials Inc -
9/1/2006 Pending - 125 CBSCorp-Radio Stns,Buffalo,NY Regent Communications Inc -
7/27/2006 Completed 9/15/2006 124 Impact Science & Tech Inc EDO Corp -
12/1/2006 Pending - 124 Alliance Semiconductor-Venture QTV Capital Ltd -
8/14/2006 Completed 10/3/2006 123 Mantas Inc i-flex Solutions Ltd -
3/17/2006 Completed 3/17/2006 121 Bristol Babcock Inc Emerson Electric Co 70
7/5/2006 Pending - 118 Phoenix Technologies Ltd Ramius Capital Group LLC 75 22.9%
11/20/2006 Pending - 117 Netsmart Technologies Inc Investor Group 29 26.7%
10/6/2006 Completed 11/13/2006 115 BrassRing Inc Kenexa Corp -
9/8/2006 Completed 9/8/2006 115 Intel Corp-Optical Network Cortina Systems Inc -
9/6/2006 Pending - 114 WLVI-TV Sunbeam Television Corp -
2/15/2006 Pending - 109 PathScale Inc QLogic Corp -
12/4/2006 Pending - 108 Jungo Ltd NDS Group PLC -
5/15/2006 Completed 9/5/2006 107 OnFiber Communications Inc Qwest Commun Intl Inc -
1/9/2006 Completed 1/31/2006 105 Systinet Corp Mercury Interactive Corp -
2/7/2006 Completed 4/20/2006 103 Segue Software Inc Borland Software Corp 36 30.4%
5/5/2006 Completed 5/5/2006 102 XFire Inc Viacom Inc -
1/16/2006 Completed 2/28/2006 102 dMarc Broadcasting Inc Google Inc -
1/3/2006 Completed 1/3/2006 100 PhoneCharge Inc CheckFree Corp -
8/4/2006 Completed 11/6/2006 95 Entravision Comm Corp-Dallas Liberman Broadcasting Corp -
5/11/2006 Completed 10/5/2006 95 Highland Cellular LLC American Cellular Corp -
6/9/2006 Pending - 93 Stratos International Inc Steel Partners II LP 80 28.4%
8/21/2006 Completed 9/13/2006 92 Arroyo Video Solutions Inc Cisco Systems Inc -
5/16/2006 Completed 7/6/2006 90 Nuera Communications Inc AudioCodes Ltd -
1/26/2006 Completed 3/31/2006 90 Cyclades Corp Avocent Corp -
1/10/2006 Completed 2/9/2006 90 Network for Med Comm,Research AmerisourceBergen Corp -
1/23/2006 Completed 1/23/2006 88 Outtask Inc Concur Technologies Inc -
6/6/2006 Completed 7/20/2006 88 Movaz Networks Inc ADVA AG Optical Networking -
3/1/2006 Completed 3/1/2006 88 Fuego Inc BEA Systems Inc -
3/3/2006 Completed 7/3/2006 86 Everest Global Tech Grp LLC Seaport Capital LLC -
Source: Thomson Financial.
86
Companies Mentioned in This Report:
Price
Company Ticker 12/29/2006 Rating
Apple AAPL $84.84 Not Covered
Adobe ADBE $41.12 Neutral
Adelphia ADELQ $0.01 Not Covered
Agere AGR $19.17 Not Covered
Airspan AIRN $3.70 Buy
Alcatel-Lucent ALU $14.22 Not Covered
Alvarion ALVR $6.72 Neutral
Amazon AMZN $39.46 Not Covered
Andrew ANDW $10.23 Buy
ARRIS Group ARRS $12.51 Buy
Atari ATAR $0.57 Not Covered
Activision ATVI $17.24 Buy
Avid Technology AVID $37.26 Neutral
Bombay Company BBA $1.28 Not Covered
Best Buy BBY $49.19 Not Covered
Barnes & Noble BKS $39.71 Not Covered
Bellsouth BLS $47.11 Not Covered
Burst BRST.PK $1.15 Not Covered
British Sky Broadcasting BSY $41.20 Neutral
CBS Corporation CBS $31.18 Not Covered
C-COR CCBL $11.14 Buy
Charter Communications CHTR $3.06 Neutral
Comcast CMCSA $42.33 Buy
Costco COST $52.87 Not Covered
Cisco CSCO $27.33 Not Covered
CommScope CTV $30.48 Neutral
Cablevision CVC $28.48 Neutral
DoCoMo DCM $15.87 Not Covered
Dell DELL $25.09 Not Covered
Disney DIS $34.27 Not Covered
EchoStar DISH $38.03 Neutral
Digital River DRIV $55.79 Neutral
DIRECTV DTV $24.94 Neutral
eBay EBAY $30.07 Not Covered
Ericsson ERIC $40.23 Not Covered
Eletronic Arts ERTS $50.36 Neutral
e*Trade ETFC $22.42 Not Covered
Gartner Group IT $19.79 Not Covered
Gilat Satellite Networks GILT $8.81 Not Covered
Genesis Microchip Inc. GNSS $10.14 Neutral
Google GOOG $460.48 Buy
Gap GPS $19.50 Not Covered
Source: Reuters, Oppenheimer & Co. Inc.
87
Companies Mentioned in This Report (Cont’d):
Price
GSI Commerce GSIC $18.75 Buy
Harmonic HLIT $7.27 Neutral
Harris HRS $45.86 Buy
Hewlett-Packard Co HPQ $41.19 Not Covered
Hughes Communications HUGH $46.62 Not Covered
Interactive Corp IACI $37.16 Not Covered
Interactive Data Corp IDC $24.04 Not Covered
Intel INTC $20.25 Not Covered
ITT Corp ITT $56.82 Not Covered
J Crew JCG $38.55 Not Covered
JC Penney JCP $77.36 Buy
Lehman Brothers LEH $78.12 Not Covered
Liberty Media LBTYA $29.15 Not Covered
Liquidity Services LQDT $17.21 Buy
LSI Logic LSI $9.00 Not Covered
Matsushita MC $20.09 Not Covered
Micronas MCNSF $21.60 Not Covered
Motorola MOT $20.56 Buy
Marvell MRVL $19.19 Buy
Microsoft MSFT $29.86 Not Covered
Macrovision MVSN $28.26 Buy
Midway MWY $6.98 Not Covered
Napster NAPS $3.63 Not Covered
NEC NIPNY $4.81 Not Covered
NDS Group NNDS $48.25 Buy
Nokia NOK $20.32 Neutral
Nintendo NTDOF.PK $257.00 Not Covered
NTL NTLI $25.24 Buy
News Corp NWS $22.26 Not Covered
Office Depot ODP $38.17 Not Covered
OfficeMax OMX $49.65 Not Covered
OpenTV OPTV $2.32 Neutral
Overstock.com OSTK $15.80 Not Covered
Palm PALM $14.09 Neutral
Pioneer PDC $13.28 Not Covered
Pixelworks Inc. PXLW $2.29 Neutral
Qwest Q $8.37 Not Covered
QUALCOMM QCOM $37.79 Neutral
Raytheon RTN $52.80 Not Covered
RedBack RBAK $24.94 Not Covered
RCN RCNI $30.15 Buy
Rentrak Corp RENT $15.50 Buy
Research In Motion RIMM $127.78 Neutral
88
Companies Mentioned in This Report (Cont’d):
Price
Phillips PHG $37.58 Not Covered
Sprint S $18.89 Not Covered
Symbol Technologies SBL $14.94 Not Covered
Silicon Motion Technology Corp. SIMO $15.87 Buy
SIRF Technology SIRF $25.52 Buy
Sirius Satellite SIRI $3.54 Buy
SkyTerra Networks SKYT.OB $11.52 Not Covered
Sandisk SNDK $43.03 Neutral
Sony SNE $42.83 Not Covered
Staples SPLS $26.70 Not Covered
Stratex Networks STXN $4.83 Not Covered
AT&T T $35.75 Not Covered
TandbergTV TDBGF.PK $11.70 Not Covered
Terayon TERN $2.23 Not Covered
THQ Inc. THQI $32.52 Buy
Thales THLEF $48.25 Not Covered
Telecom Italia Mobile TIAOF.PK $2.93 Not Covered
TiVo TIVO $5.12 Sell
Toshiba TOSBF $6.60 Not Covered
Trident Microsystems Inc. TRID $18.18 Buy
Microtune Inc. TUNE $4.70 Not Covered
TVIA Inc. TVIA $1.13 Not Covered
Time Warner TWX $21.78 Buy
Texas Instruments TXN $28.80 Not Covered
ValueClick VCLK $23.63 Buy
Vonage VG $6.94 Not Covered
Viacom VIA $41.01 Not Covered
Vista Print VPRT $33.11 Not Covered
ViaSat VSAT $29.81 Buy
Vyyo VYYO $4.53 Neutral
Verizon VZ $37.24 Not Covered
Wal-Mart WMT $46.18 Buy
Williams & Sonoma WSM $31.44 Not Covered
XM Satellite Radio XMSR $14.45 Buy
Yahoo! YHOO $25.54 Buy
Zoran Corp. ZRAN $14.58 Neutral
89
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90
Important Disclosures
Ratings and Definitions
Buy – anticipates appreciation of 10% or more within the next 12 months, and/or a total return of 10% including dividend payments,
and/or the ability of the shares to perform better than the leading stock market averages or stocks within its particular industry sector.
Neutral – anticipates that the shares will trade at or near their current price and generally in line with the leading market averages due
to a perceived absence of strong dynamics that would cause volatility either to the upside or downside, and/or will perform less well than
higher rated companies within its peer group. Our readers should be aware that when a rating change occurs to Neutral from Buy,
aggressive trading accounts might decide to liquidate their positions to employ the funds elsewhere.
Sell – anticipates that the shares will depreciate 10% or more in price within the next 12 months, due to fundamental weakness
perceived in the company or for valuation reasons, or are expected to perform significantly worse than equities within the peer group.
Distribution of Ratings – Oppenheimer & Co. Inc. had a distribution of ratings for the quarter ended December 31, 2006, as follows:
Buy, 49.43%; Neutral, 47.14%; Sell, 3.43%. Within the 12 months ended December 31, 2006, Investment Banking services were
provided to 22.54% of those companies rated Buy, 12.73% of those rated Neutral, and 0.00% of those rated Sell.
Analyst Certification – The author certifies that this research report accurately states his/her personal views about the subject
securities, which are reflected in the ratings as well as in the substance of this report.
The author certifies that no part of his/her compensation was, is, or will be directly or indirectly related to the specific recommendations
or views contained in this research report.
Oppenheimer & Co. Inc. makes a market in the securities of LQDT, MRVL, MVSN, NNDS, NTLI, OPTV, PALM, PXLW, QCOM, RCNI,
RENT, RIMM, SIMO, SIRF, SIRI, SKYT, SNDK, SPLS, THQI, TIVO, TRID, TUNE, VCLK, VSAT, VYYO, XMSR, YHOO, ZRAN, STXN,
AAPL, ADBE, AIRN, ALVR, AMZN, ANDW, ARRS, ATVI, AVID, CCBL, CHTR, CMCSA, COST, DISH, DRIV, ERTS, GILT, GNSS,
GSIC, HLIT, IACI, TFSM, and EBAY.
Oppenheimer & Co. Inc. intends to seek and expects to receive compensation from NDS Group plc for investment banking services
within the next three months.
On February 7, 2006, Oppenheimer & Co. Inc. participated in the selling group in a secondary offering of 10,701,905 shares of common
stock at $20.89 by Pioneer Drilling Company and has received compensation for investment banking services provided.
Oppenheimer & Co. Inc. intends to seek and expects to receive compensation from ViaSat, Inc. for investment banking services within
the next three months.
Oppenheimer & Co. Inc. intends to seek and expects to receive compensation from Vyyo, Inc. for investment banking services within the
next three months.
On December 13, 2006, Oppenheimer & Co. Inc. was a co-manager in a follow-on offering of 7.0 million shares of common stock at
$8.50 by Gilat Satellite Networks Ltd. (GILT) and expects to receive compensation for investment banking services provided.
Oppenheimer & Co. Inc. is acting as an agent for Harris Corporation (HRS) in HRS' share buyback program. Oppenheimer & Co. Inc.
has been receiving and will continue to receive non-investment banking compensation for the services provided.
Additional Information Available

http://www.opco.com
For more information about target price and rating histories, please write to Oppenheimer & Co. Inc., 125 Broad St., 16th Fl., New York,
NY 10004, Attention: Research Disclosure
91
Other Disclosures
Oppenheimer & Co. Inc. prepared the information and opinions in this report. Oppenheimer & Co. Inc. has no obligation to inform you
when opinions or information in this report change.
NASD Regulation, Inc. and the New York Stock Exchange have adopted rules that will prohibit research analysts from trading in
securities of covered companies during specified time periods before and after the publication of research.
This report is based on public information. Oppenheimer & Co. Inc. makes every effort to use reliable, comprehensive information, but
we make no representation that it is accurate or complete. This report or any portion hereof may not be reprinted, sold, or redistributed
without the written consent of Oppenheimer & Co. Inc. (© 2007). Past performance is not necessarily a guide to future
performance.
Estimates of future performance are based on assumptions that may not be realized.
The securities discussed in this report may not be suitable for all investors. This report does not provide individually tailored investment
advice. It has been prepared without regard to the individual financial circumstances and objectives of persons who receive it. We
recommend that investors independently evaluate particular investments and strategies, and encourage investors to seek the advice of
a financial advisor. The appropriateness of a particular investment or strategy will depend on an investor’s individual circumstances and
objectives.
This report is not an offer to buy or sell any security or to participate in any trading strategy.
Oppenheimer & Co. Inc. is a member of the NYSE and all principal exchanges.
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E Q U I T Y R E S E A R C H

The Digital Consumer: Examining

Alan Bezoza 415-434-5886

See page 91 for important disclosures

Introduction: The Digital Consumer: Unplugged ...................................................................... 3

Aggregators and Distributors

Source: Oppenheimer & Co. Inc.

Video Voice Music Gaming

Source: Oppenheimer & Co. Inc.

1. Technological advancements in transport (wireless and wireline), compression,

Market Cap-Weighted Indices, by Sector

2006 Sector Perform ance Sat ellite Radio

30% Online Advertising

20% Interactive Entertainment

-20% Sat ellite Equipment

Source: Bloomberg, Oppenheimer & Co. Inc.

Mobile Media: Large and Growing

Music transitions from offline to online to wireless.

Advertising: New Media gains enable a pushback.

Gaming: re-start your engines

Flash - Hybrid flash hard disk drives start to pick up

3G WCDMA mobile devices will replace 2G GSM devices

Subscription TV Market Cap-Weighted Index

Source: Bloomberg, Oppenheimer & Co. Inc.

2007 Top 10 Events: Subscription Media

DIRECTV stake swapped to Liberty Media

Multi-channel Unit Growth

2005A 2006E 2007E

Market share of TVHH

Theatrical windows continue to contract. We expect to continue to see contraction of

2005 2006E 2007E

PVR Penetration into US TVHHs

2004 2005 2006E 2007E 2008E 2009E

Cable (non-Tivo) 1,300 4,100 6,200 9,700 12,200 15,200

Satellite (non-Tivo) 2250 3,850 4,686 5,500 6,130 6,380

Other standalone 875 1,050 1,300 1,650 2,150 2,550

TOTAL 7,475 13,200 17,575 23,548 28,457 33,657

Net adds 4,048 5,725 4,375 5,973 4,909 5,200

US TVHH's 108,400 109,600 110,606 111,580 112,758 114,058

PVR penetration 7% 12% 16% 21% 25% 30%

Source: Company data, Oppenheimer & Co. Inc. estimates.

2004A 2005A 2006E 2007E 2008E 2009E 2010E

Source: Company data, Oppenheimer & Co. Inc. estimates.

Online Software Market-Cap Weighted Indices

Source: Bloomberg, Oppenheimer & Co. Inc.

Evolving Distribution Channels

90% Newspapers, -2.6% CAGR, '05-

Source: Company data, Oppenheimer & Co. Inc. estimates.

Advertising budgets continue to move online. Online advertising is likely to account

90% Newspapers, -2.6% CAGR, '05-

Source: Company data, Oppenheimer & Co. Inc. estimates.

Continued growth in online advertising. We anticipate 30%-35% growth in online

2005 2006 2007 2008 2009 2010

US Online Advertising Industry breakdown

Source: Company data, Oppenheimer & Co. Inc. estimates.

International online advertising likely to surpass domestic online advertising by

US & International Online Advertising

Source: Company data, Oppenheimer & Co. Inc. estimates.

Online advertising consistently at 15% of e-commerce spending. Growth in online

Source: Company data, Oppenheimer & Co. Inc. estimates.