~~Table~~Mobile Speakers. We are focused on products for the consumption of ~~Contents~~digital music as a future sales growth area. Competition in the mobile speaker category is intense, and we expect it to increase. If we are not able to introduce differentiated product and marketing strategies to separate ourselves from competitors, our mobile speaker efforts will not be successful, and our business and results of operations could be adversely affected.

PC Gaming. We are building a diverse business that features a variety of gaming peripherals. The rapidly evolving and changing market and increasing competition increase the risk that we ~~will~~do not ~~get~~allocate our resources in line with the ~~correct investment profile in place~~market and our business and results of operations could be adversely affected.

Video Collaboration. While we view the small and medium sized user groups' opportunity to be large and relatively unaddressed, this is a new and evolving market segment that we are developing. If the market opportunity proves to exist, we expect increasing competition from the strong competitors in the video conferencing market as well as potential new entrants. In addition, as this category develops, our video collaboration products may overlap with and reduce the sales of our existing video conferencing products.

Tablets & Other Mobile Devices. The increasing popularity of smaller, mobile computing devices such as tablets with touch interfaces is rapidly changing the consumer computing market. In our retail channels, tablets and other mobile devices are sold by retailers without peripherals. We believe this creates opportunities to sell products to consumers to help make their devices more productive and comfortable. However, consumer acceptance ~~and demand~~ for ~~peripherals for use within significant portions of the markets for tablets~~tablet and ~~other~~ mobile devices peripherals is still uncertain. Also, while this product category ~~has been a growth opportunity for us~~grew significantly during fiscal years 2014 and 2013 and ~~2014,~~ we ~~are facing increasing competition and the potential for~~still view it as a growth ~~in tablets and other mobile devices to slow or reverse as the market saturates and new technologies and products are introduced. Until recently, our tablet peripherals have been focused on~~category, shipments of iPad devices declined significantly throughout fiscal year 2015 and ~~that segment of the market has declined~~continue to decline in ~~recent quarters.~~fiscal year 2016. While we have introduced tablet peripherals for certain Android tablets, that segment of the market is currently much smaller than the market for iPad peripherals, more fragmented and may similarly not continue its growth trend. We also may not be as successful in competing in that segment to generate sales, margin or growth. Moreover, the increasing popularity of tablets and other mobile devices ~~have~~has decreased consumer demand for our PC peripherals, which has adversely affected our

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sales of these products. If we do not successfully innovate and market products designed for tablets and other mobile devices, if our distributor or retailer customers do not choose to carry or market such peripherals, or if general consumer demand for tablet and mobile devices peripherals for use with these devices does not increase, our business and results of operations could be adversely affected.

~~Mobile Speakers.~~ ~~We are focused~~In addition to our current growth opportunities, our future growth may be reliant on ~~products~~our ability to identify and develop potential new growth opportunities. This process is inherently risky and will result in investments in time and resources for ~~the consumption of digital music as a future sales growth area. This remains a new market for us, and~~which we ~~still face a steep learning curve. Competition in the mobile speaker category is intense, and we expect it to increase. If we are~~do not able to introduce differentiated product and marketing strategies to separate ourselves from competitors, our mobile speaker efforts will not be successful, and our business and results of operations could be adversely affected.achieve any return or value.

Each of these growth categories is subject to rapidly changing and evolving technologies and may be replaced by new technology concepts or platforms. Some of these growth categories are also dependent on rapidly changing and evolving consumer preferences with respect to design and features that require calculated risk-taking and fast responsiveness. If we do not develop innovative and reliable peripherals and enhancements in a cost-effective and timely manner that are attractive to consumers in these markets, if we are otherwise unsuccessful entering and competing in these growth categories, if the growth categories in which we invest our limited resources do not emerge as the opportunities or do not produce the growth or profitability we expect, or when we expect it, or if we do not correctly anticipate changes and evolutions in technology and platforms, our business and results of operations could be adversely affected.

If we do not compete effectively, demand for our products could decline and our business and operating results could be adversely affected.

The peripherals ~~and video conferencing industries are~~industry is intensely competitive.

The peripherals industry is characterized by large, well-financed competitors, short product life cycles, continual performance enhancements, and rapid adoption of technological and product advancements by competitors in our retail markets, and price sensitivity in the OEM market. We experience aggressive price competition and other promotional activities from our primary competitors and from less-established brands, including brands owned by retail customers known as house ~~brands, in both the retail and OEM markets.~~brands. In addition, our competitors may offer customers terms and conditions that may be more favorable than our terms and conditions and may require us to take actions to increase our customer incentive programs, which could impact our revenues and operating margins.

The video conferencing industry is characterized by continual performance enhancements and large, well-financed competitors. There is increased participation in the video conferencing market by new entrants delivering cloud-based video conferencing services joining established companies such as Cisco Systems, Polycom and Avaya, and as a result, competition has increased over the last few years and we expect competition in the industry to further intensify. In addition, there are an increasing number of PC-based multi-person video conferencing applications, such as Microsoft’s Lync and Skype, which could compete at the lower end of the video conferencing market with our Lifesize products and services or could provide other competitors with lower barriers of entry into the video conferencing market.

In recent years, we have expanded the categories of products we sell, and entered new markets. We remain alert to opportunities in new categories and markets. As we do so, we are confronting new competitors, many of which have more experience in the categories or markets and have greater marketing resources and brand name recognition than we have. In addition, because of the continuing convergence of the markets for computing devices and consumer electronics, we expect greater competition in the future from well-established consumer electronics companies in our developing categories as well as

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in future categories we might enter. Many of these companies, such as Microsoft, Apple, Cisco, Sony Corporation, Polycom and others, have greater financial, technical, sales, marketing and other resources than we have.

Microsoft, Apple and Google are leading producers of operating systems, hardware and applications with which our mice, keyboards and other peripherals are designed to operate. In addition, Microsoft, Apple and Google each has significantly greater financial, technical, sales, marketing and other resources than Logitech, as well as greater name recognition and a larger customer base. As a result, Microsoft, Apple and Google each may be able to improve the functionality of its ~~own~~ peripherals, if any, or may choose to show preference to our ~~other competitors in improving the functionality of their~~competitors' peripherals, to correspond with ongoing enhancements to its operating systems, hardware and software applications before we are able to make such improvements. This ability could provide Microsoft, Apple, Google or other competitors with significant lead-time advantages. In addition, Microsoft, Apple, Google or other competitors may be able to offer pricing advantages on bundled hardware and software products that we may not be able to offer, and may be financially positioned to exert significant downward pressure on product prices and upward pressure on promotional incentives in order to gain market share.

Retail Strategic - Growth Categories

PC Mobile Speakers. Our competitors for Bluetooth wireless speakers include Bose, JBL, Hammon Kardon, and Beats Electronics. Bose is our largest competitor. Apple's acquisition of Beats Electronics may impact our access to shelf space in Apple retail stores and adversely impact our ability to succeed in this important growth category.

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Gaming. Competitors for our PC Gaming peripheral products include Razer USA Ltd., SteelSeries, ~~A4TECH,~~ Turtle Beach and Mad Catz Interactive.

Video Collaboration. Our competitors for Video Collaboration products include Cisco Systems, Inc.,

Polycom, Inc., and Avaya, Inc.

Tablet & Other Accessories. We primarily manufacture tablet keyboards and other accessories for Apple products, such as iPad and iPhone, and Android products. Competitors in the tablet keyboard market are Zagg, Kensington, Belkin, Targus and other less-established brands. Although we are the one of the market leaders in the tablet keyboard market, and as we continue to expand our product portfolio to other tablet and mobile device products, we expect the competition will increase. ~~Microsoft already has introduced tablets that come with keyboards.~~ Other large tablet and mobile device manufacturers, such as Apple and Samsung, could ~~start to~~ offer tablet keyboards and other accessories along with their tablet and other mobile device products. If such manufacturers of tablets and other mobile devices compete with us in the Tablet and Other Accessories category without substantially growing the peripherals market, it could adversely affect our ability to succeed in this ~~important~~ growth category.

~~Mobile Speakers.~~ Our competitors for Bluetooth wireless speakers include Bose, JBL, Jawbone, and Beats Electronics, each of which have higher consumer recognition and retailer shelf space than we do. Apple’s recent acquisition of Beats Electronics may now impact the Company’s access to shelf space in Apple retail stores and adversely impact the Company’s ability to succeed in this important growth category.

Retail Strategic - Profit Maximization Categories

Pointing Devices and PC Keyboards & ~~Desktops.~~Combos. Microsoft Corporation is our main competitor in our mice, keyboard and desktop product lines. We also experience competition and pricing pressure for corded and cordless mice and desktops from less-established brands, including house brands, which we believe have impacted our market share in some sales geographies and which could potentially impact our market share.

Audio—PC & Wearables. In the PC speaker business, our competitors include Bose, Cyber Acoustics, ~~Altec Lansing LLC~~ Phillips

and Creative Labs, Inc. In the PC headset business, our main competitors include Plantronics and Altec Lansing. In earphones competitors include Skull Candy, Sennheiser, Sony, and others.

~~Video.~~PC Webcams. Our primary competitor for PC webcams is Microsoft, with various other manufacturers taking smaller market share. The worldwide market for consumer PC webcams has been declining, and as a result, fewer competitors have entered the market.

~~Remotes.~~Home Control. Our primary competitors for remotes include Philips, Universal Remote Control, Inc., General Electric, RCA and Sony. We expect that the technological innovation in smartphone and tablet devices, as well as subscriber service specific remotes such as Comcast and Direct TV, will likely result in increased competition.

~~Video Conferencing~~

In video conferencing, we primarily compete with Cisco Systems, Polycom and Avaya as well as new cloud-based entrants such as Bluejeans Networks and Zoom.us. In addition, PC-based multi-person video conferencing applications, such as Microsoft’s Lync and Skype, which could compete at the lower-end of the video conferencing market with our Lifesize products and services, or could provide other competitors with lower barriers of entry into the video conferencing market.

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Our business depends in part on access to third-party platforms or technologies, and if the access is withdrawn, denied, or is not available on terms acceptable to us, or if the platforms or technologies change without notice to us, our business and operating results could be adversely affected.

Our peripherals business has historically been built largely around the PC platform, which over time became relatively open, and its inputs and operating system standardized. With the growth of mobile, tablet, gaming and other computer devices, the number of platforms has grown, and with it the complexity and increased need for us to have business and contractual relationships with the platform owners in order to produce products compatible with these platforms. Our product portfolio includes current and future products designed for use with third-party platforms or software, such as the Apple iPad, iPod and iPhone and Android phones and tablets. Our business in these categories relies on our access to the platforms of third parties, some of whom are our competitors. Platform owners that are competitors have a competitive advantage in designing products for their platforms and may produce peripherals or other products that work better, or are perceived to work better, than our products in connection with those platforms. As we expand the number of platforms and software applications with which our products are compatible, we may not be successful in launching products for those platforms or software applications, we may not be successful in establishing strong relationships with the new platform or software owners, or we may negatively impact our ability to develop and produce high-quality products on a timely basis for those platforms and software applications or we may otherwise adversely affect our relationships with existing platform or software owners.

Our access to third-party platforms may require paying a royalty, which lowers our product margins, or may otherwise be on terms that are not acceptable to us. In addition, the third-party platforms or technologies used to interact with our product portfolio can be delayed in production or can change without prior notice to us, which can result in our having excess inventory or lower margins.

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If we are unable to access third-party platforms or technologies, or if our access is withdrawn, denied, or is not available on terms acceptable to us, or if the platforms or technologies are delayed or change without notice to us, our business and operating results could be adversely affected.

If we do not accurately forecast market demand for our products, our business and operating results could be adversely affected.

We use our forecasts of product demand to make decisions regarding investments of our resources and production levels of our products. Although we receive forecasts from our customers, many are not obligated to purchase the forecasted demand. Also, actual sales volumes for individual products in our retail distribution channel can be volatile due to changes in consumer preferences and other reasons. In addition, our retail products have short product life cycles, so a failure to accurately predict high demand for a product can result in lost sales that we may not recover in subsequent periods, or higher product costs if we meet demand by paying higher costs for materials, production and delivery. We could also frustrate our customers and lose shelf space. Our failure to predict low demand for a product can result in excess inventory, lower cash flows and lower margins if we are required to reduce product prices in order to reduce inventories.

If our sales channel partners have excess inventory of our products or decide to decrease their inventories for any reason, they may decrease the amount of products they acquire in subsequent periods, causing disruption in our business and adversely affecting our forecasts and sales.

Over the past few years, we have expanded the types of products we sell, and the geographic markets in which we sell them. The changes in our product portfolio and the expansion of our sales markets have increased the difficulty of accurately forecasting product demand.

In addition, during fiscal year 2016 we are increasing the percentage of our peripheral products that we manufacture in our own facilities. This increases the inventory that we purchase and maintain to support such manufacturing. We are also utilizing sea shipments more extensivley than air delivery, which will cause us to build and ship products to our distribution centers earlier and will also result in increases in inventory. These operational shifts increase the risk that we have excess or obsolete inventory if we do not accurately forecast product demand.

We have experienced large differences between our forecasts and actual demand for our products. We expect other differences between forecasts and actual demand to arise in the future. If we do not accurately predict product demand, our business and operating results could be adversely affected.

Our success largely depends on our ability to hire, retain, integrate and motivate sufficient numbers of qualified personnel, including senior management. Our strategy and our ability to innovate, design and produce new products, sell products, maintain operating margins and control expenses depend on key personnel that may be difficult to replace.

Our success depends on our ability to attract and retain highly skilled personnel, including senior management and international personnel. From time to time, we experience turnover in some of our senior management positions.

We compensate our employees through a combination of salary, bonuses, benefits and equity compensation. Recruiting and retaining skilled personnel, including software and hardware engineers, is highly competitive. If we fail to provide competitive compensation to our employees, it will be difficult to retain, hire and integrate qualified employees and contractors, and we may not be able to maintain and expand our business. If we do not retain our senior managers or other key employees for any

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reason, we risk losing institutional knowledge, experience, expertise and other benefits of continuity as well as the ability to attract and retain other key employees. In addition, we must carefully balance the size of our employee base with our current infrastructure, management resources and anticipated operating cash flows. If we are unable to manage the size of our employee base, particularly engineers, we may fail to develop and introduce new products successfully and in a cost-effective and timely manner. If our revenue growth or employee levels vary significantly, our operating cash flows and financial condition could be adversely affected. Volatility or lack of positive performance in our stock price, including declines in our stock prices in the past year, may also affect our ability to retain key employees, many of whom have been granted equity incentives. Logitech’s practice has been to provide equity incentives to its employees, but the number of

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shares available for equity grants is limited. We may find it difficult to provide competitive equity incentives, and our ability to hire, retain and motivate key personnel may suffer.

Recently and in past years, we have initiated reductions in our workforce to align our employee base with our business strategy, our anticipated revenue base or with our areas of focus. We have also experienced turnover in our workforce. These reductions and turnover have resulted in reallocations of duties, which could result in employee uncertainty and discontent. Reductions in our workforce could make it difficult to attract, motivate and retain employees, which could adversely affect our business.

Our gross margins can vary significantly depending on multiple factors, which can result in unanticipated fluctuations in our operating results.

Our gross margins can vary due to consumer demand, competition, product life cycle, new product introductions, unit volumes, commodity and supply chain costs, geographic sales mix, ~~foreign~~ currency exchange rates, and the complexity and functionality of new product innovations. In particular, if we are not able to introduce new products in a timely manner at the product cost we expect, or if consumer demand for our products is less than we anticipate, or if there are product pricing, marketing and other initiatives by our competitors to which we need to react or that are initiated by us to drive sales that lower our margins, then our overall gross margin will be less than we project.

In addition, our gross margins may vary significantly by product line, sales geography and customer type, as well as within product lines. When the mix of products sold shifts from higher margin product lines to lower margin product lines, to lower margin sales geographies, or to lower margin products within product lines, our overall gross margins and our profitability may be adversely affected.

As we expand into accessories for tablets and other mobile devices, and digital music, our products in those categories may have lower gross margins than in our traditional product categories. Consumer demand in these product categories, based on style, color and other factors, tends to be less predictable and tends to vary more across geographic markets. As a result, we may face higher up-front investments, inventory costs associated with attempting to anticipate consumer preferences, and increased inventory write-offs. If we are unable to offset these potentially lower margins by enhancing the margins in our more traditional product categories, our profitability may be adversely affected.

The impact of these factors on gross margins can create unanticipated fluctuations in our operating results, which may cause volatility in the price of our shares.

As we continue our efforts to lower our costs and improve our operating leverage as part of our turnaround, we may or may not fully realize our goals.

Our turnaround strategy over the past couple years has been based in part on simplifying the organization, reducing operating costs through global workforce reductions and a reduction in the complexity of our product portfolio, with the goal of better aligning costs with our current business and with our decreasing revenues. We restructured our business in fiscal years ~~2013~~2015 and 2014, and we ~~may continue~~are continuing to restructure in fiscal year ~~2015~~2016 as we divest or discontinue non-strategic product ~~categories.~~categories, we're exiting our OEM business and we're reorganizing our Lifesize reporting unit. In addition, we are continuing the rationalization of our G&A, infrastructure and ~~marketing activities and our efforts~~indirect procurement to reduce operating ~~expenses as well as expenses within our infrastructure and indirect procurement.~~expenses.

Our ability to achieve the desired and anticipated cost savings and other benefits from these simplification, cost-cutting and restructuring activities, and within our desired and expected timeframes, are subject to many estimates and assumptions, and the actual savings and timing for those savings may vary materially based on factors such as local labor regulations, negotiations with third parties, and operational requirements. These estimates and assumptions are also subject to significant economic, competitive and other uncertainties, some of which are beyond our control. There can be no assurance that we will fully realize the desired and anticipated benefits from these activities. To the extent that we are unable to improve our financial performance, further restructuring measures may be required in the future. Furthermore, we are expecting to be able to use the anticipated cost savings from these activities to fund and support our current growth opportunities and incremental investments

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for future growth. If the cost-savings do not materialize as anticipated, or within our expected timeframes, our ability to invest in growth may be limited and our business and operating results may be adversely affected.

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As part of the restructuring plans, we ~~conducted intensive reviews~~reduced the size of our product portfolio ~~in fiscal years 2013~~ and ~~2014 and attempted to reduce~~ the assortment of similar products at similar price points within each product category ~~which we believe has generated confusion for~~over the ~~consumer.~~past several fiscal years. While we are constantly replacing products and are dependent on the success of our new products, this product ~~line~~portfolio simplification ~~effort was substantial, making~~has made us even more dependent on the success of the new products that we are introducing.

As we focus on growth opportunities, we are divesting or discontinuing non-strategic product categories and pursuing strategic acquisitions and investments, which, if unsuccessful, could have an adverse impact on our ~~business if they are unsuccessful.~~business.

During the third quarter of fiscal year 2013, the declining trends in our PC peripherals accelerated, and we made a strategic decision to divest or discontinue certain non-strategic product categories and products. We ~~continually refined this strategy~~continue to review our product portfolio and ~~updated~~update our non-strategic product categories and products. During the third quarter of fiscal year 2016, we divested our Lifesize video conferencing business and completed our exit from the OEM business. If we are unable to effect sales on favorable terms or if realignment is more costly or distracting than we expect or has a negative effect on our organization, employees and retention, then our business and operating results may be adversely affected. ~~In addition, discontinuing~~Discontinuing products with service components may also cause us to continue to incur expenses to maintain services within the product life cycle or to adversely affect our customer and consumer relationships and brand. In addition, discontinuing product categories, even categories that we consider non-strategic, reduces the size and diversification of our business and causes us to be more dependent on a smaller number of product categories.

As we attempt to grow our business in strategic product categories and emerging market geographies, we will consider growth through acquisition or investment. We will evaluate acquisition opportunities that could provide us with additional product or service offerings or with additional industry expertise, assets and capabilities. Acquisitions could result in difficulties integrating acquired operations, products, technology, internal controls, personnel and management teams and result in the diversion of capital and management’s attention away from other business issues and opportunities. If we fail to successfully integrate acquisitions, our business could be harmed. Moreover, our acquisitions may not be successful in achieving our desired strategic objectives, which would also cause our business to suffer. Acquisitions can also lead to large non-cash charges that can have an adverse effect on our results of operations as a result of write-offs for items such as future impairments of intangible assets and goodwill or the recording of stock-based compensation. Several of our past acquisitions have not been successful and have led to impairment charges, including a $122.7 million and $214.5 million non-cash goodwill impairment charge in fiscal ~~year~~years 2015 and 2013, respectively, related to our Lifesize video conferencing reporting unit. In addition, from time to time we make strategic venture investments in other companies that provide products and services that are complementary to ours. If these investments are unsuccessful, this could have an adverse impact on our results of operations, operating cash flows and financial condition.

We rely on third parties to sell and distribute our products, and we rely on their information to manage our business. Disruption of our relationship with these channel partners, changes in their business practices, their failure to provide timely and accurate information, changes in distribution partners, practices or models or conflicts among our channels of distribution could adversely affect our business, results of operations, operating cash flows and financial condition.

Our sales channel partners, the distributors and retailers who distribute and sell our products, also sell products offered by our competitors and, in the case of retailer house brands, may also be our competitors. If product competitors offer our sales channel partners more favorable terms, have more products available to meet their needs, or utilize the leverage of broader product lines sold through the channel, or if our retailer channel partners show preference for their own house brands, our sales channel partners may de-emphasize or decline to carry our products. In addition, certain of our sales channel partners could decide to de-emphasize the product categories that we offer in exchange for other product categories that they believe provide them with higher returns. If we are unable to maintain successful relationships with these sales channel partners or to maintain our distribution channels, our business will suffer.

As we expand into ~~accessories for tablets~~new product categories and ~~other mobile devices and digital music,~~markets in pursuit of growth, we will have to build relationships with new channel partners and adapt to new distribution and marketing models. These new partners, practices and models may require significant management attention and operational resources and may affect our accounting, including revenue recognition, gross margins, and the ability to make comparisons from period to period. Entrenched and more experienced competitors will make these transitions difficult. If we are unable to build

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successful distribution channels or successfully market our products in these new product categories, we may not be able to take advantage of the growth opportunities, and our business and our ability to effect a turnaround in our ~~declining revenues~~business could be adversely affected.

We reserve for cooperative marketing arrangements, direct and indirect customer incentive programs and pricing programs with our sales channel partners. These reserves are based on judgments and estimates, using historical experience rates, inventory levels in distribution, current trends and other factors. There could be significant differences between the actual costs of such arrangements and programs and our estimates.

The impact of economic conditions, evolving consumer preferences, and purchasing patterns on our distribution partners, or competition between our sales channels, could result in sales channel disruption. For example, if sales at large retail stores are displaced as a result of bankruptcy, competition from Internet sales channels or otherwise, our product sales could be

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adversely affected. Any loss of a major partner or distribution channel or other channel disruption could make us more dependent on alternate channels, increase pricing and promotional pressures from other partners and distribution channels, increase our marketing costs, or adversely impact buying and inventory patterns, payment terms or other contractual terms.

We use retail sell-through data, which represents sales of our products by our direct retailer customers to consumers, and by our distributor customers to their customers, along with other metrics, to assess consumer demand for our products. Sell-through data is subject to limitations due to collection methods and the third-party nature of the data and thus may not be an accurate indicator of actual consumer demand for our products. In addition, the customers supplying sell-through data vary by geographic region and from period to period, but typically represent a majority of our retail sales. If we do not receive this information on a timely and accurate basis, or if we do not properly interpret this information, our results of operations and financial condition may be adversely affected.

Our principal manufacturing operations and third-party contract manufacturers are located in China and Southeast Asia, which exposes us to risks associated with doing business in that geographic area.

We produce approximately half of our peripheral products at facilities we own in ~~China.~~China, and we plan to increase that percentage to approximately 60 percent of our peripheral products during fiscal year 2016. The majority of our other production is performed by third-party contract manufacturers, including other design manufacturers, in China.

Our manufacturing operations in China could be adversely affected by changes in the interpretation and enforcement of legal standards, by strains on China’s available labor pool, changes in labor costs and other employment dynamics, high turnover among Chinese employees, communications, trade, and other infrastructures, by natural disasters, by conflicts or disagreements between China and Taiwan or China and the United States, by labor unrest, and by other trade customs and practices that are dissimilar to those in the United States and Europe. Interpretation and enforcement of China’s laws and regulations continue to evolve and we expect differences in interpretation and enforcement to continue in the foreseeable future.

Our manufacturing operations at third-party contractors could be adversely affected by contractual disagreements, by labor unrest, by natural disasters, by strains on local communications, trade, and other infrastructures, by competition for the available labor pool or manufacturing capacity, by increasing labor and other costs, and by other trade customs and practices that are dissimilar to those in the United States and Europe.

Further, we may be exposed to fluctuations in the value of the local currency in the countries in which manufacturing occurs. Future appreciation of these local currencies could increase our component and other raw material costs. In addition, our labor costs could continue to rise as wage rates increase and the available labor pool declines. These conditions could adversely affect our ~~gross margins and~~ financial results.

We purchase key components and products from a limited number of sources, and our business and operating results could be adversely affected if supply were delayed or constrained or if there were shortages of required components.

We purchase certain products and key components from a limited number of sources. If the supply of these products or key components, such as micro-controllers, and optical sensors, ~~and Lifesize hardware products,~~ were to be delayed or constrained, or if one or more of our single-source suppliers goes out of business as a result of adverse global economic conditions or natural disasters, we might be unable to find a new supplier on acceptable terms, or at all, and our product

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shipments to our customers could be delayed, which could adversely affect our business, financial condition and operating results.

Lead times for materials, components and products ordered by us or by our contract manufacturers can vary significantly and depend on factors such as contract terms, demand for a component, and supplier capacity. From time to time, we have experienced component shortages and extended lead times on semiconductors, such as micro-controllers and optical sensors, and base metals used in our products. Shortages or interruptions in the supply of components or subcontracted products, or our inability to procure these components or products from alternate sources at acceptable prices in a timely manner, could delay shipment of our products or increase our production costs, which could adversely affect our business and operating results.

~~New conflict~~Conflict minerals regulations are causing us to incur additional expenses, ~~and~~ could limit the supply and increase the cost of certain metals used in manufacturing our products and could adversely affect the distribution and sales of our products.

As part of the Dodd-Frank Wall Street Reform and Consumer Protection Act, the SEC adopted disclosure requirements regarding the use of certain minerals, known as conflict minerals, which are mined from the Democratic Republic of Congo and adjoining countries, as well as procedures regarding a manufacturer’s efforts to identify and prevent the sourcing of such minerals and metals produced from those minerals. Additional reporting obligations are being considered by the European

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Union. The implementation of the existing U.S. requirements and any additional requirements in Europe could affect sourcing at competitive prices and availability in sufficient quantities of certain minerals used in the manufacture of our products. The number of suppliers who provide conflict-free minerals may be limited, and the implementation of these requirements may decrease the number of suppliers capable of supplying our needs for certain metals. In addition, there may be material costs associated with complying with the disclosure requirements, such as costs related to the due diligence process of determining the source of certain minerals used in our products, as well as costs of possible changes to products, processes, or sources of supply as a consequence of such verification activities. As our supply chain is complex and we use contract manufacturers for some of our products, we may not be able to sufficiently verify the origins of the relevant minerals used in our products through the due diligence procedures that we implement, which may adversely affect our reputation. We may also encounter challenges to satisfy those customers who require that all of the components of our products be certified as conflict-free, which could, if we are unable to satisfy their requirements or pass through any increased costs associated with meeting their requirements place us at a competitive disadvantage, adversely affect our business and operating results, or both. We filed our report for the calendar year ~~2013~~2014 with the SEC on May ~~30, 2014.~~29, 2015.

If we do not successfully coordinate the worldwide manufacturing and distribution of our products, we could lose sales.

Our business requires us to coordinate the manufacture and distribution of our products over much of the world. We rely on third parties to manufacture many of our products, manage centralized distribution centers, and transport our products. If we do not successfully coordinate the timely manufacturing and distribution of our products, we may have insufficient supply of products to meet customer demand, we could lose sales, we may experience a build-up in inventory, or we may incur additional costs.

By locating our manufacturing in China and Southeast Asia, we are reliant on third parties to get our products to distributors around the world. Transportation costs, fuel costs, labor unrest, natural disasters and other adverse effects on our ability, timing and cost of delivering products can increase our inventory, decrease our margins, adversely affect our relationships with distributors and other customers and otherwise adversely affect our results of operations and financial condition.

A significant portion of our quarterly retail orders and product deliveries generally occur in the last weeks of the fiscal quarter. This places pressure on our supply chain and could adversely affect our revenues and profitability if we are unable to successfully fulfill customer orders in the quarter.

We conduct operations in a number of countries, and have invested significantly in growing our sales and marketing activities in China, and the effect of business, legal and political risks associated with international operations could adversely affect us.

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We conduct operations in a number of countries, and have invested significantly in growing our personnel and sales and marketing activities in China and, to a lesser extent, other emerging markets. We may also increase our investments to grow sales in other emerging markets, such as Latin America and Eastern Europe. There are risks inherent in doing business in international markets, including:

Difficulties in staffing and managing international operations;

•Compliance with laws and regulations, including environmental, tax and anti-corruption laws, which vary from country to country and over time, increasing the costs of compliance and potential risks of non-compliance;

•Varying laws, regulations and other legal protections, uncertain and varying enforcement of those laws and regulations, dependence on local authorities, and the importance of local networks and relationships;

•Exposure to political and financial instability, especially with the uncertainty associated with the ongoing sovereign debt crisis in certain Euro zone countries, which may lead to currency exchange losses and collection difficulties or other losses;

•Lack of infrastructure or services necessary or appropriate to support our products and services;

•Exposure to fluctuations in the value of local currencies;

•Difficulties and increased costs in establishing sales and distribution channels in unfamiliar markets, with their own market characteristics and competition, including entrenched local competition;

•Weak protection of our intellectual property rights;

•Higher credit risks;

•Changes in VAT (value-added tax) or VAT reimbursement;

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•Imposition of currency exchange controls;

•Import or export restrictions that could affect some of our products, including those with encryption technology;

•Delays from customs brokers or government agencies; and

•A broad range of customs, consumer trends, and more.

Any of these risks could adversely affect our business, financial condition and operating results.

~~Our sales in China have increased substantially in the last three fiscal years, and continued sales~~Sales growth in China is an important part of our expectations for our business. As a result, if Chinese economic, political or business conditions deteriorate, or if one or more of the risks described above materializes in China, our overall business and results of operations will be adversely affected.

Our financial performance is subject to risks associated with fluctuations in currency exchange rates.

A significant portion of our business is conducted ~~outside~~in currencies other than the ~~United States.~~U.S. Dollars. Therefore, we face exposure to movements in currency exchange rates.

Our primary exposure to movements in currency exchange rates relates to non-U.S. ~~dollar~~Dollar denominated sales and operating expenses worldwide. For ~~the third quarter of~~ fiscal year 2015, approximately ~~45%~~44% of our revenue was in non-U.S. denominated currencies. Weakening of currencies relative to the U.S. ~~dollar~~Dollar adversely affects the U.S. ~~dollar~~Dollar value of our non-U.S. ~~dollar-denominated~~Dollar-denominated sales and earnings. If we raise international pricing to compensate, it could potentially reduce demand for our products, adversely affecting our sales and potentially having an adverse impact on our market share. Margins on sales of our products in non-U.S. ~~dollar~~Dollar denominated countries and on sales of products that include components obtained from suppliers in non-U.S. ~~dollar~~Dollar denominated countries could be adversely affected by currency exchange rate fluctuations. In some circumstances, for competitive or other reasons, we may decide not to raise local prices to fully offset the U.S. ~~dollar’s~~Dollar’s strengthening, ~~or at all,~~ which would adversely affect

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the U.S. ~~dollar~~Dollar value of our non-U.S. ~~dollar-denominated~~Dollar-denominated sales and earnings. Competitive conditions in the markets in which we operate may also limit our ability to increase prices in the event of fluctuations in currency exchange rates. Conversely, strengthening of ~~foreign currencies~~currency rates may also increase our product component costs and other expenses denominated in those currencies, adversely affecting ~~gross margins.~~operating results. We further note that a larger portion of our sales than of our expenses are denominated in non-U.S. denominated currencies.

We use derivative instruments to hedge certain exposures to fluctuations in currency exchange rates. The use of such hedging activities may not offset any, or more than a portion, of the adverse financial effects of unfavorable movements in currency exchange rates over the limited time the hedges are in place and do not protect us from long term shifts in currency exchange rates.

As a result, fluctuations in currency exchange rates could adversely affect our business, operating results and financial condition. Moreover, these exposures may change over time.

As a Swiss, dual-listed company operating in many markets and jurisdictions and expanding into new growth categories, we are subject to risks associated with new, existing and potential future laws and regulations.

Based on our current business model and as we expand into new markets and product categories, we must comply with a wide variety of laws, standards and other requirements governing, among other things, health and safety, hazardous materials usage, product-related energy consumption, packaging, recycling and environmental matters. Our products may be required to obtain ~~regulatolry~~regulatory approvals and satisfy other regulatory concerns in the various jurisdictions where they are manufactured, sold or both. These requirements create procurement and design challenges, which, among other things, require us to incur additional costs identifying suppliers and contract manufacturers who can provide or obtain compliant materials, parts and end products. Failure to comply with such requirements can subject us to liability, additional costs, and reputational harm and, in severe cases, force us to recall products or prevent us from selling our products in certain jurisdictions.

As a Swiss company with shares listed on both the SIX Swiss Exchange and the Nasdaq Global Select Market, we are also subject to both Swiss and United States corporate governance and securities laws and regulations. In addition to the extra costs and regulatory burdens of our dual regulatory obligations, the two regulatory regimes may not always be compatible and may impose disclosure obligations or operating restrictions on our business to which our competitors and other companies are not

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subject. For example, on January 1, 2014, subject to certain transitional provisions, the Swiss Federal Council Ordinance Against Excessive Compensation at Public Companies (the “Ordinance”) became effective in connection with the Minder initiative approved by Swiss voters during 2013. The Ordinance, among other things, (a) requires a binding shareholder “say on pay” vote with respect to the compensation of members of our executive management and Board of Directors, (b) generally prohibits the making of severance, advance, transaction premiums and similar payments to members of our executive management and Board of Directors, (c) imposes other restrictive compensation practices, and (d) requires ~~the amendment of~~that our articles of incorporation to specify various compensation-related matters. In addition, during 2013, Swiss voters considered an initiative to limit pay for a chief executive officer to a multiple of no more than twelve times the salary of the lowest-paid employee. Although voters rejected that initiative, it did receive substantial voter support. The Ordinance, potential future initiatives relating to corporate governance or executive compensation, and Swiss voter sentiment in favor of such regulations may increase our non-operating costs and adversely affect our ability to attract and retain executive management and members of our Board of Directors.

As a result of changes in tax laws, treaties, rulings, regulations or agreements, or their interpretation, of Switzerland or any other country in which we operate, the loss of a major tax dispute or a successful challenge to our operating structure, intercompany pricing policies or the taxable presence of our key subsidiaries in certain countries, or other factors, our effective income tax rates may increase in the future, which could adversely affect our net income and cash flows.

We operate in multiple jurisdictions and our profits are taxed pursuant to the tax laws of these jurisdictions. Our effective income tax rate may be affected by changes in or interpretations of tax laws, treaties, rulings, regulations or agreements in any given jurisdiction, utilization of net operating loss and tax credit carryforwards, changes in geographical allocation of income and expense, and changes in management’s assessment of matters such as the realizability of deferred tax assets. In the past, we have experienced fluctuations in our effective income tax rate. Our effective income tax rate in a given fiscal year reflects a variety of factors that may not be present in the

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succeeding fiscal year or years. There is no assurance that our effective income tax rate will not change in future periods.

We are in incorporated in the Canton of Vaud in Switzerland and our effective income tax rate benefits from a longstanding ruling from the Canton of Vaud. The tax rules in Switzerland ~~could~~are expected to change in response to certain guidance and demands from both the European Union and the ~~Organisation~~Organization for Economic Co-operation and Development and that could have an adverse effect on our tax ruling and effective income tax rate. Switzerland’s implementation of any material change in tax laws or policies or its adoption of new interpretations of existing tax laws and rulings, or changes in our tax ruling from the Canton of Vaud, could result in a higher effective income tax rate on our worldwide earnings and such change could adversely affect our net income.

We file Swiss and foreign tax returns. We are frequently subject to tax audits, examinations and assessments in various jurisdictions. If any tax authority successfully challenges our operational structure, intercompany pricing policies or the taxable presence of our key subsidiaries in certain countries, if the terms of certain income tax treaties are interpreted in a manner that is adverse to our structure, or if we lose a material tax dispute in any country, our effective income tax rate could increase. A material assessment by a governing tax authority could adversely affect our profitability. If our effective income tax rate increases in future periods, our net income and cash flows could be adversely affected.

Claims by others that we infringe their proprietary technology could adversely affect our business.

We have been expanding the categories of products we sell, ~~and~~such as entering new markets ~~such as entering the market for enterprise video conferencing~~ and introducing products for tablets, other mobile devices, digital music, and ~~digital music.~~video collaboration. We expect to continue to enter new categories and markets. As we do so, we face an increased risk that claims alleging we infringe the patent or other intellectual property rights of others, regardless of the merit of the claims, may increase in number and significance. Infringement claims against us may also increase as the functionality of video, voice, data and conferencing products begin to overlap. This risk is heightened by the increase in lawsuits brought by holders of patents that do not have an operating business or are attempting to license broad patent portfolios and by the increasing attempts by companies in the technology industries to enjoin their competitors from selling products that they claim infringe their intellectual property rights. Intellectual property lawsuits are subject to inherent uncertainties due to the complexity of the technical issues involved, and we cannot be certain that we will be successful in defending ourselves against intellectual property claims. A successful claimant could secure a judgment that requires us to pay substantial damages or prevents us from distributing certain products or performing certain services. We might also be required to seek a license for the use of such intellectual property, which may not be available on commercially acceptable terms or at all. Alternatively, we may be required to develop non-infringing technology, which could require significant effort and expense and may ultimately not be successful. Any claims or proceedings against us, whether meritorious or not, could be time consuming, result in costly litigation or the diversion of significant operational resources, or

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require us to enter into royalty or licensing agreements, any of which could materially and adversely affect our business and results of operations.

We may be unable to protect our proprietary rights. Unauthorized use of our technology may result in the development of products that compete with our products.

Our future success depends in part on our proprietary technology, technical know-how and other intellectual property. We rely on a combination of patent, trade secret, copyright, trademark and other intellectual property laws, and confidentiality procedures and contractual provisions such as nondisclosure terms and licenses, to protect our intellectual property.

We hold various United States patents and pending applications, together with corresponding patents and pending applications from other countries. It is possible that any patent owned by us will be invalidated, deemed unenforceable, circumvented or challenged, that the patent rights granted will not provide competitive advantages to us, or that any of our pending or future patent applications will not be granted. In addition, other intellectual property laws or our confidentiality procedures and contractual provisions may not adequately protect our intellectual property. Also, others may independently develop similar technology, duplicate our products, or design around our patents or other intellectual property rights. Unauthorized parties have copied and may in the future attempt to copy aspects of our products or to obtain and use information that we regard as proprietary. Any of these events could adversely affect our business, financial condition and operating results.

Product quality issues could adversely affect our reputation and could impact our operating results.

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The market for our products is characterized by rapidly changing technology and evolving industry standards. To remain competitive, we must continually introduce new products and technologies. The products that we sell could contain defects in design or manufacture. Defects could also occur in the products or components that are supplied to us. There can be no assurance we will be able to detect and remedy all defects in the hardware and software we sell. Failure to do so could result in product recalls, product redesign efforts, lost revenue, loss of reputation, and significant warranty and other expenses to remedy.

We have identified material weaknesses in our internal control over financial reporting over several periods which resulted in material misstatements and which could, if not remediated, result in further material misstatements in our financial statements and adversely affect investor confidence in our financial reports.

As disclosed in Item 4 of this report, we identified material weaknesses in our internal control over financial reporting. Certain of these material weaknesses were identified during the independent investigation by our Audit Committee in fiscal year 2015 and a review of related accounting matters that resulted in late filings of our Annual Report on Form 10-K for Fiscal Year 2014 and our Quarterly Reports on Form 10-Q for the first and second quarters of fiscal year 2015 and a restatement of our financial results for fiscal years 2011 and 2012 and the first quarter of fiscal year 2012. This also follows the identification of material weaknesses in our internal control over financial reporting in our Annual Report on Form 10-K for the fiscal year ended March 31, 2013, as amended on Form 10-K/A which are still unremediated, and the identification of significant deficiencies in our internal control over financial reporting. A material weakness is defined as a deficiency, or combination of deficiencies, in internal control over financial reporting, such that there is a reasonable possibility that a material misstatement of our annual or interim financial statements will not be prevented or detected on a timely basis. As a result of these material weaknesses, our management concluded that our internal control over financial reporting was not effective as of March 31, 2014 and December 31, 2014, based on criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”) in Internal Control—An Integrated Framework (1992). We are actively engaged in implementing a remediation plan designed to address these material weaknesses. If our remediation measures are insufficient to address these material weaknesses, or if additional material weaknesses in our internal control over financial reporting are discovered or occur in the future, our consolidated financial statements may contain material misstatements and we could be required to restate our financial results again. In addition to potentially adversely affecting investors’ confidence, the restatement of our consolidated financial statements could lead to potential litigation against us, which, whether meritorious or not, could be time consuming, costly or divert significant operational resources, any of which could adversely affect our business and results of our operations.

In addition, in May 2013, COSO issued a new version of its internal control framework, which will be deemed by COSO to supersede the 1992 version of the framework as of December 15, 2014. We are developing our plan for transition to application of the 2013 edition of the framework to our assessment of our internal control over financial reporting. During the course of the transition to the new framework and its application to our assessment of our internal control over financial reporting, we may determine that other deficiencies exist in our internal controls, that may rise to the level of material

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~~weaknesses. Such an occurrence, or a failure to effectively remedy such a deficiency, could adversely affect investor confidence in the accuracy and timeliness of our financial reports.~~

The collection, storage, transmission, use and distribution of user data could give rise to liabilities and additional costs of operation as a result of laws, governmental regulation and ~~governmental regulation.~~risks of security breaches.

In connection with certain of our products, we collect data related to our consumers. This information is increasingly subject to legislation and regulations in numerous jurisdictions around the world, and especially in Europe. Government actions are typically intended to protect the privacy and security of personal information and its collection, storage, transmission, use and distribution in or from the governing jurisdiction. In addition, because various jurisdictions have different laws and regulations concerning the use, storage and transmission of such information, we may face requirements that pose compliance challenges in existing markets as well as new international markets that we seek to enter. The collection of user data heightens the risk of security breaches related to our IT systems and the systems of third-party data storage and other service and IT providers. Such laws and regulations, and the variation between jurisdictions, as well as additional security measures and risk, could subject us to costs, liabilities or negative publicity that could adversely affect our business.

We are upgrading our worldwide business application suite, and difficulties, distraction or disruptions may interrupt our normal operations and adversely affect our business and operating results.

During fiscal years 2014 and 2015, we ~~have been devoting and plan to continue to devote~~devoted significant resources to the upgrade of our worldwide business application suite to Oracle’s version R12. ~~Oracle has already begun~~We recently implemented that upgrade and will be reviewing the success of that implementation through fiscal year 2016 and into fiscal year 2017. As we transition to ~~discontinue its support for our current~~the new business application suite, ~~version 11i. As a result of that discontinued support or our upgrade or both,~~ we may experience difficulties with our systems, management distraction, lack of visibility into our business operations and results, and significant business disruptions. Difficulties with our systems may interrupt our normal operations, including our enterprise resource planning, forecasting, demand planning, supply planning, intercompany processes, promotion management, internal financial controls, pricing, and our ability to provide quotes, process orders, ship products, provide services and support to our customers and consumers, bill and track our customers, fulfill contractual obligations, and otherwise run and track our business. For example, the transition has resulted in delays in processing customer claims for claims accruals. In addition, we may need to expend significant attention, time and resources to correct problems or find alternative sources for performing these functions. Any such difficulty or disruption may adversely affect our business and operating results.

In previous periods, we identified material weaknesses in our internal control over financial reporting and, if we are unable to satisfy regulatory requirements relating to internal controls or if our internal control over financial reporting is not effective, our business and stock price could be adversely affected.

In connection with Section 404 of the Sarbanes-Oxley Act, we have identified in the past and may, from time-to-time in the future, identify issues with our internal controls and deficiencies in our internal control over financial reporting. Certain of these material weaknesses were identified during the independent investigation by our Audit Committee in fiscal year 2015 and a review of related accounting matters that resulted in late filings of our Annual Report on Form 10-K for fiscal year 2014 and our Quarterly Reports on Form 10-Q for the first and second quarters of fiscal year 2015 and a restatement of our financial results for fiscal years 2011 and 2012 and the first quarter of fiscal year 2012. This also follows the identification of material weaknesses in our internal control over financial reporting in our Annual Report on Form 10-K for the fiscal year ended March 31, 2013, as amended on Form 10-K/A, and the identification in previous periods of significant deficiencies in our internal controls over financial reporting. A material weakness is defined as a deficiency, or combination of deficiencies, in internal control over financial reporting, such that there is a reasonable possibility that a material misstatement of our annual or interim financial statements will not be prevented or detected on a timely basis. As a result of these material weaknesses, our management concluded that our internal control over financial reporting was not effective as of March 31, 2013 and March 31 2014, based on criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”) in Internal Control-An Integrated Framework (1992). While we believe that we have remediated these material weaknesses, if we find that our remediation efforts were not effective or if additional material weaknesses or significant deficiencies in our internal controls are discovered or occur in the future, our

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consolidated financial statements may contain material misstatements and we could be required to restate our financial results again, we could be subject to litigation which, whether meritorious or not, could be time consuming, costly or divert significant operational resources, we could lose investor confidence in the accuracy and completeness of our financial reports, and our reputation, business, results of operations and stock price could be adversely affected.

In addition, in May 2013, COSO issued a new version of its internal control framework, which has been deemed by COSO to supersede the 1992 version of the framework as of December 15, 2014. We are developing our plan for transition to application of the 2013 edition of the framework to our assessment of our internal control over financial reporting. During the course of the transition to the new framework and its application to our assessment of our internal control over financial reporting, we may determine that other deficiencies exist in our internal controls that may rise to the level of material weaknesses. Such an occurrence, or a failure to effectively remedy such a deficiency, could adversely affect investor confidence in the accuracy and timeliness of our financial reports.

Goodwill impairment charges could have an adverse effect on the results of our operations.

Goodwill associated with a number of previous acquisitions could result in impairment charges. The slowdown in the overall video conferencing industry together with the competitive environment in fiscal year 2013 resulted in a $214.5 million non-cash goodwill impairment charge in fiscal year 2013, which substantially impacted our operating results. We recorded an additional impairment charge of goodwill of $122.7 million related to our video conferencing reporting unit in fiscal year 2015, reducing the goodwill of our video conferencing reporting unit to zero, which substantially impacted our operating results again. As we attempt to effect a turnaround of our business, ~~including developing the profitability of our Lifesize video conferencing segment~~ and divesting or discontinuing product categories or products that we previously acquired, we will need to continue to evaluate the carrying value of our goodwill. Additional impairment charges could adversely affect our results of operations.

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ITEM 2. UNREGISTERED SALES OF EQUITY SECURITIES AND USE OF PROCEEDS

~~Share Repurchases~~

None.

ITEM 3. DEFAULTS UPON SENIOR SECURITIES

Not applicable.

ITEM 4. MINE SAFETY DISCLOSURES

Not applicable.

ITEM 5. OTHER INFORMATION

None.

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ITEM 6. EXHIBITS

Exhibit Index



Exhibit No.		Description

~~3.1~~10.1**		~~Articles~~Employment Agreement between Logitech Inc. and Bracken Darrell, dated as of ~~Incorporation~~December 18, 2015.

10.2**		Employment Agreement between Logitech Inc. and Vincent Pilette, dated as of December 18, 2015.

10.3**		Employment Agreement between Logitech Inc. and L. Joseph Sullivan, dated as of December 18, 2015.

10.4**		Employment Contract between Logitech Europe S.A. and Marcel Stolk, dated as of December 18, 2015.

10.5		Series B Preferred Stock Purchase Agreement by and among Logitech International S.A., ~~as amended~~Lifesize, Inc., and entities affiliated with Redpoint Ventures, Sutter Hill Ventures and Meritech Capital Partners, dated December 28, 2015

31.1		Rule 13a-14(a)/15d-14(a) Certification of Chief Executive Officer.

31.2		Rule 13a-14(a)/15d-14(a) Certification of Chief Financial Officer.

32.1		Section 1350 Certifications of Chief Executive Officer and Chief Financial Officer.*

101.INS		XBRL Instance Document

101.SCH		XBRL Taxonomy Extension Schema Document

101.CAL		XBRL Taxonomy Extension Calculation Linkbase Document

101.LAB		XBRL Taxonomy Extension Label Linkbase Document

101.PRE		XBRL Taxonomy Extension Presentation Linkbase Document

101.DEF		XBRL Taxonomy Definition Linkbase Document

* This exhibit is furnished herewith, but not deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended, or otherwise subject to liability under that section. Such certification will not be deemed to be incorporated by reference into any filing under the Securities Act or the Exchange Act, except to the extent that we explicitly incorporate it by reference.

** Indicates management compensatory plan, contract or arrangement.

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SIGNATURES

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



		LOGITECH INTERNATIONAL S.A.


		/s/ Bracken P. Darrell
		Bracken P. Darrell
		President and
		Chief Executive Officer


		/s/ Vincent Pilette
		Vincent Pilette
		Chief Financial Officer

January ~~27, 2015~~22, 2016

6467



Large accelerated filer xý		Accelerated filer o

Non-accelerated filer o		Smaller reporting company o
(Do not check if a smaller reporting company)



		Page

Part I	FINANCIAL INFORMATION
Item 1.	Financial Statements (Unaudited)	4
	Condensed Consolidated Statements of Operations for the Three and Nine Months Ended December 31, 2015 and 2014	4
	Condensed Consolidated Statements of Comprehensive Income for the Three and Nine Months Ended December 31, 2015 and 2014	5
	Condensed Consolidated Balance Sheets as of December 31, 2015 and March 31, 2015	6
	Condensed Consolidated Statements of Cash Flows for the Nine Months Ended December 31, 2015 and 2014	7
	Condensed Consolidated Statements of Changes in Shareholders’ Equity for the Nine Months Ended December 31, 2015 and 2014	9
	Notes to the Condensed Consolidated Financial Statements	10
Item 2.	Management’s Discussion and Analysis of Financial Condition and Results of Operations	2728
Item 3.	Quantitative and Qualitative Disclosures About Market Risk	4447
Item 4.	Controls and Procedures	4649
Part II	OTHER INFORMATION
Item 1.	Legal Proceedings	4950
Item 1A.	Risk Factors	50
Item 2.	Unregistered Sales of Equity Securities and Use of Proceeds	6265
Item 3.	Defaults Upon Senior Securities	6265
Item 4.	Mine Safety Disclosures	6265
Item 5.	Other Information	6265
Item 6.	Exhibit Index	6265
Signatures



		~~Page~~
	~~Financial Statement Description~~

	~~Consolidated Statements of Operations for the three and nine months ended December 31, 2014 and 2013~~	5

	~~Consolidated Statements of Comprehensive Income for the three and nine months ended December 31, 2014 and 2013~~	6

	~~Consolidated Balance Sheets as of December 31, 2014 and March 31, 2014~~	7

	~~Consolidated Statements of Cash Flows for the nine months ended December 31, 2014 and 2013~~	8

	~~Consolidated Statements of Changes in Shareholders’ Equity for the nine months ended December 31, 2014 and 2013~~	9

	~~Notes to Consolidated Financial Statements~~	10


	Three Months Ended December 31,						Nine Months Ended December 31,						Three Months Ended December 31,						Nine Months Ended December 31,
	2014			2013			2014			2013			2015			2014			2015			2014
Net sales	$	634,204		$	628,719		$	1,646,718		$	1,638,392		$	621,079		$	604,322		$	1,587,259		$	1,562,625
Cost of goods sold	402,921			414,418			1,028,905			1,071,867			412,582			391,715			1,048,312			998,842
Gross profit	231,283			214,301			617,813			566,525			208,497			212,607			538,947			563,783
Operating expenses:
Marketing and selling	103,307			94,273			290,215			288,817			87,295			87,486			241,924			246,103
Research and development	33,616			34,577			97,257			108,589			29,273			27,397			86,336			80,009
General and administrative	29,808			31,998			100,957			90,247			24,080			28,172			77,966			96,762
Restructuring charges (credits), net	(146		)	822			(146		)	8,621			(666		)	—			14,018			(35		)
Total operating expenses	166,585			161,670			488,283			496,274			139,982			143,055			420,244			422,839
Operating income	64,698			52,631			129,530			70,251			68,515			69,552			118,703			140,944
Interest income (expense), net	224			(1,022		)	837			(862		)
Interest income, net													105			224			549			824
Other income (expense), net	(3,016		)	1,082			(4,099		)	1,361			862			(2,688		)	(894		)	(3,702		)
Income before income taxes	61,906			52,691			126,268			70,750
Provision for (benefit from) income taxes	(878		)	4,807			7,718			7,064
Income from continuing operations before income taxes													69,482			67,088			118,358			138,066
Provision for income taxes													1,442			670			7,006			8,455
Net income from continuing operations													68,040			66,418			111,352			129,611
Loss from discontinued operations, net of taxes													(2,954		)	(3,634		)	(20,732		)	(11,061		)
Net income	$	62,784		$	47,884		$	118,550		$	63,686		$	65,086		$	62,784		$	90,620		$	118,550

Net income per share:
Basic	$	0.38		$	0.30		$	0.73		$	0.40
Diluted	$	0.38		$	0.29		$	0.71		$	0.39
Net income (loss) per share - basic:
Continuing operations													$	0.42		$	0.41		$	0.68		$	0.79
Discontinued operations													$	(0.02	)	$	(0.03	)	$	(0.13	)	$	(0.06	)
Net income per share - basic													$	0.40		$	0.38		$	0.55		$	0.73

Shares used to compute net income per share :
Net income (loss) per share - diluted:
Continuing operations													$	0.41		$	0.40		$	0.67		$	0.78
Discontinued operations													$	(0.02	)	$	(0.02	)	$	(0.12	)	$	(0.07	)
Net income per share - diluted													$	0.39		$	0.38		$	0.55		$	0.71

Weighted average shares used to compute net income (loss) per share:
Basic	163,533			160,871			163,261			160,051			162,669			163,533			163,521			163,261
Diluted	166,321			163,388			166,076			161,509			165,168			166,321			165,951			166,076

Cash dividends per share	$	0.27		$	—		$	0.27		$	0.22		$	—		$	0.27		$	0.53		$	0.27



	Three Months Ended December 31,						Nine Months Ended December 31,
	2015			2014			2015			2014
Net income	$	65,086		$	62,784		$	90,620		$	118,550
Other comprehensive income (loss):
Currency translation loss, net of taxes	(3,098		)	(4,400		)	(488		)	(8,051		)
Defined benefit pension plans:
Net gain and prior service costs, net of taxes	283			529			475			1,476
Amortization included in operating expenses	400			101			1,233			323
Hedging gain (loss):
Deferred hedging gain (loss), net of taxes	(62		)	1,286			(1,236		)	5,038
Reclassification of hedging loss (gain) included in cost of goods sold	45			(2,025		)	(2,443		)	(1,840		)
Other comprehensive loss:	(2,432		)	(4,509		)	(2,459		)	(3,054		)
Total comprehensive income	$	62,654		$	58,275		$	88,161		$	115,496



Canton of Vaud, Switzerland (State or other jurisdiction of incorporation or organization)		None (I.R.S. Employer Identification No.)



	December 31, 2015			March 31, 2015
Assets
Current assets:
Cash and cash equivalents	$	505,082		$	533,380
Accounts receivable, net	284,089			167,196
Inventories	239,962			255,980
Other current assets	71,661			63,362
Current assets held for sale	28,969			32,102
Total current assets	1,129,763			1,052,020
Non-current assets:
Property, plant and equipment, net	99,145			86,478
Goodwill	218,198			218,213
Other assets	57,271			62,333
Long-term assets held for sale	5,506			7,636
Total assets	$	1,509,883		$	1,426,680
Liabilities and Shareholders’ Equity
Current liabilities:
Accounts payable	$	363,781		$	292,797
Accrued and other current liabilities	211,219			163,344
Current liabilities held for sale	34,642			38,766
Total current liabilities	609,642			494,907
Non-current liabilities:
Income taxes payable	67,885			72,107
Other non-current liabilities	85,347			91,195
Long-term liabilities held for sale	10,063			10,337
Total liabilities	772,937			668,546
Commitments and contingencies (Note 10)
Shareholders’ equity:
Registered shares, CHF 0.25 par value:	30,148			30,148
Issued and authorized shares —173,106 at December 31 and March 31, 2015
Conditionally authorized shares — 50,000 at December 31 and March 31, 2015
Additional paid-in capital	2,352			—
Less shares in treasury, at cost — 10,178 at December 31, 2015 and 8,625 at March 31, 2015	(114,737		)	(88,951		)
Retained earnings	934,879			930,174
Accumulated other comprehensive loss	(115,696		)	(113,237		)
Total shareholders’ equity	736,946			758,134
Total liabilities and shareholders’ equity	$	1,509,883		$	1,426,680



	December 31, 2014			March 31, 2014
Assets
Current assets:
Cash and cash equivalents	$	516,613		$	469,412
Accounts receivable, net	306,866			182,029
Inventories	245,740			222,402
Other current assets	65,613			59,157
Total current assets	1,134,832			933,000
Non-current assets:
Property, plant and equipment, net	90,777			88,391
Goodwill	343,437			345,010
Other intangible assets	2,728			10,529
Other assets	67,005			74,460
Total assets	$	1,638,779		$	1,451,390
Liabilities and Shareholders’ Equity
Current liabilities:
Accounts payable	$	350,335		$	242,815
Accrued and other current liabilities	224,650			211,972
Total current liabilities	574,985			454,787
Non-current liabilities:
Income taxes payable	79,417			93,126
Other non-current liabilities	93,463			99,349
Total liabilities	747,865			647,262
Commitments and contingencies (note 11)
Shareholders’ equity:
Registered shares, CHF 0.25 par value:	30,148			30,148
Issued and authorized shares —173,106 at December 31, 2014 and March 31, 2014	—			—
Conditionally authorized shares — 50,000 at December 31, 2014 and March 31, 2014	—			—
Additional paid-in capital	—			—
Less shares in treasury, at cost —8,909 at December 31, 2014 and 10,206 at March 31, 2014	(93,671		)	(116,510		)
Retained earnings	1,043,293			976,292
Accumulated other comprehensive loss	(88,856		)	(85,802		)
Total shareholders’ equity	890,914			804,128
Total liabilities and shareholders’ equity	$	1,638,779		$	1,451,390



The following amounts reflected in the statements of cash flows are included in discontinued operations:
Depreciation	$	2,207	$	1,930
Amortization of other intangible assets	$	1,089	$	7,027
Purchases of property, plant and equipment	$	1,431	$	1,601
Cash and cash equivalents, beginning of the period	$	3,659	$	1,894
Cash and cash equivalents, end of the period	$	3,905	$	8,128


				Additional											Accumulated Other			Total						Additional											Accumulated Other			Total
	Registered Shares			Paid-in			Treasury Shares					Retained			Comprehensive			Shareholders’			Registered Shares			Paid-in			Treasury Shares					Retained			Comprehensive			Shareholders’
	Shares	Amount		Capital			Shares		Amount			Earnings			Income (Loss)			Equity			Shares	Amount		Capital			Shares		Amount			Earnings			Income (Loss)			Equity
March 31, 2013	173,106	$	30,148	$	—		13,855		$	(179,990	)	$	966,924		$	(95,129	)	$	721,953
Total comprehensive income	—	—		—			—		—			63,686			3,240			66,926
March 31, 2014																					173,106	$	30,148	$	—		10,206		$	(116,510	)	$	976,292		$	(85,802	)	$	804,128
Total comprehensive income (loss)																					—	—		—			—		—			118,550			(3,054		)	115,496
Tax effects from share-based awards	—	—		(2,569		)	—		—			—			—			(2,569		)	—	—		842			—		—			—			—			842
Sales of shares upon exercise of options and purchase rights	—	—		1,892			(1,327	)	22,501			(15,943		)	—			8,450			—	—		(1,609		)	(238	)	4,075			—			—			2,466
Issuance of shares upon vesting of restricted stock units	—	—		(16,886		)	(817	)	13,964			—			—			(2,922		)	—	—		(18,438		)	(1,059	)	18,764			(7,782		)	—			(7,456		)
Share-based compensation expense	—	—		17,563			—		—			—			—			17,563			—	—		20,283			—		—			—			—			20,283
Repurchase of ESPP awards																					—	—		(1,078		)	—		—			—			—			(1,078		)
Cash dividends	—	—		—			—		—			(36,123		)	—			(36,123		)	—	—		—			—		—			(43,767		)	—			(43,767		)
December 31, 2013	173,106	$	30,148	$	—		11,711		$	(143,525	)	$	978,544		$	(91,889	)	$	773,278
December 31, 2014																					173,106	$	30,148	$	—		8,909		$	(93,671	)	$	1,043,293		$	(88,856	)	$	890,914


				Additional											Accumulated Other			Total						Additional											Accumulated Other			Total
	Registered Shares			Paid-in			Treasury Shares					Retained			Comprehensive			Shareholders’			Registered Shares			Paid-in			Treasury Shares					Retained			Comprehensive			Shareholders’
	Shares	Amount		Capital			Shares		Amount			Earnings			Income (Loss)			Equity			Shares	Amount		Capital			Shares		Amount			Earnings			Income (Loss)			Equity
March 31, 2014	173,106	$	30,148	$	—		10,206		$	(116,510	)	$	976,292		$	(85,802	)	$	804,128
March 31, 2015																					173,106	$	30,148	$	—		8,625		$	(88,951	)	$	930,174		$	(113,237	)	$	758,134
Total comprehensive income (loss)	—	—		—			—		—			118,550			(3,054		)	115,496			—	—		—			—		—			90,620			(2,459		)	88,161
Tax effects from share-based awards	—	—		842			—		—			—			—			842			—	—		(1,749		)	—		—			—			—			(1,749		)
Sales of shares upon exercise of options	—	—		(1,609		)	(238	)	4,075			—			—			2,466
Sales of shares upon exercise of options and purchase rights																					—	—		(2,327		)	(1,147	)	14,889			—			—			12,562
Issuance of shares upon vesting of restricted stock units	—	—		(18,438		)	(1,059	)	18,764			(7,782		)	—			(7,456		)	—	—		(13,484		)	(802	)	8,127			—			—			(5,357		)
Share-based compensation expense	—	—		20,283			—		—			—			—			20,283			—	—		19,912			—		—			—			—			19,912
Repurchase of ESPP awards	—	—		(1,078		)	—		—			—			—			(1,078		)
Purchases of treasury shares																					—	—		—			3,502		(48,802		)	—			—			(48,802		)
Cash dividends	—	—		—			—		—			(43,767		)	—			(43,767		)	—	—		—			—		—			(85,915		)	—			(85,915		)
December 31, 2014	173,106	$	30,148	$	—		8,909		$	(93,671	)	$	1,043,293		$	(88,856	)	$	890,914
December 31, 2015																					173,106	$	30,148	$	2,352		10,178		$	(114,737	)	$	934,879		$	(115,696	)	$	736,946



	Three Months Ended December 31, 2013									Nine Months Ended December 31, 2013
	As Reported			Adjustments*			As Revised			As Reported			Adjustments*			As Revised
Net sales	$	627,890		$	829		$	628,719		$	1,637,786		$	606		$	1,638,392
Cost of goods sold	414,528			(110		)	414,418			1,072,656			(789		)	1,071,867
Gross profit	213,362			939			214,301			565,130			1,395			566,525
Operating expenses:
Marketing and selling	93,624			649			94,273			287,969			848			288,817
Research and development	34,103			474			34,577			107,927			662			108,589
General and administrative	31,560			438			31,998			90,103			144			90,247
Restructuring charges, net	822			—			822			8,621			—			8,621
Total operating expenses	160,109			1,561			161,670			494,620			1,654			496,274
Operating income	53,253			(622		)	52,631			70,510			(259		)	70,251
Interest expense, net	(1,022		)	—			(1,022		)	(862		)	—			(862		)
Other income, net	1,082			—			1,082			1,361			—			1,361
Income before income taxes	53,313			(622		)	52,691			71,009			(259		)	70,750
Provision for income taxes	4,810			(3		)	4,807			7,065			(1		)	7,064
Net income	$	48,503		$	(619	)	$	47,884		$	63,944		$	(258	)	$	63,686

Net income per share:
Basic	$	0.30		$	—		$	0.30		$	0.40		$	—		$	0.40
Diluted	$	0.30		$	(0.01	)	$	0.29		$	0.40		$	(0.01	)	$	0.39

Shares used to compute net income per share:
Basic	160,871			—			160,871			160,051			—			160,051
Diluted	163,388			—			163,388			161,509			—			161,509



	Nine Months Ended December 31, 2013
	As Reported			Adjustments*			As Revised
Cash flows from operating activities:
Net income	$	63,944		(258		)	$	63,686
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation	28,756			3,999			32,755
Amortization of other intangible assets	14,990			—			14,990
Share-based compensation expense	17,412			—			17,412
Impairment of investments	568			—			568
Loss on disposal of property, plant and equipment	3,878			—			3,878
Excess tax benefits from share- based compensation	(572		)	—			(572		)
Deferred income taxes	(3,559		)	(2		)	(3,561		)
Changes in assets and liabilities, net of acquisitions:
Accounts receivable, net	(130,265		)	(606		)	(130,871		)
Inventories	14,652			(1,156		)	13,496
Other assets	(2,968		)	—			(2,968		)
Accounts payable	62,931			(1,508		)	61,423
Accrued and other liabilities	38,118			2,345			40,463
Net cash provided by operating activities	107,885			2,814			110,699
Cash flows from investing activities:
Purchases of property, plant and equipment	(32,096		)	(2,814		)	(34,910		)
Acquisitions, net of cash acquired	(650		)	—			(650		)
Proceeds from return of investment from strategic investment	261			—			261
Purchases of trading investments	(7,831		)	—			(7,831		)
Proceeds from sales of trading investments	8,311			—			8,311
Net cash used in investing activities	(32,005		)	(2,814		)	(34,819		)
Cash flows from financing activities:
Payment of cash dividends	(36,123		)	—			(36,123		)
Proceeds from sales of shares upon exercise of options and purchase rights	8,465			—			8,465
Tax withholdings related to net share settlements of restricted stock units	(2,937		)	—			(2,937		)
Excess tax benefits from share-based compensation	572			—			572
Net cash used in financing activities	(30,023		)	—			(30,023		)
Effect of exchange rate changes on cash and cash equivalents	184			—			184
Net increase in cash and cash equivalents	46,041			—			46,041
Cash and cash equivalents at beginning of period	333,824			—			333,824
Cash and cash equivalents at end of period	$	379,865		$	—		$	379,865
Property, plant and equipment purchased during the period and included in period end liability accounts	$	4,134		$	—		$	4,134



	December 31, 2015		March 31, 2015
Carrying amounts of assets included as part of discontinued operations:
Cash and cash equivalents	$	3,905	$	3,659
Accounts receivable, net	10,360		12,627
Inventories	12,708		14,749
Other current assets	1,996		1,067
Total current assets	28,969		32,102
Property, plant and equipment, net	3,965		5,115
Other assets	1,541		2,521
Total non-current assets	5,506		7,636
Total assets classified as held for sale on the condensed consolidated balance sheets	$	34,475	$	39,738

Carrying amounts of liabilities included as part of discontinued operations:
Accounts payable	2,434		7,198
Accrued and other current liabilities	32,208		31,568
Total current liabilities	34,642		38,766
Non-current liabilities	10,063		10,337
Total liabilities classified as held for sale on the condensed consolidated balance sheets	$	44,705	$	49,103



	December 31, 2015			March 31, 2015
Accounts receivable, net:
Accounts receivable	$	13,397		$	16,082
Allowance for accounts receivable	(3,037		)	(3,455		)
	$	10,360		$	12,627
Inventories:
Raw materials	$	574		$	332
Finished goods	12,134			14,417
	$	12,708		$	14,749

Property, plant and equipment, net:
Property, plant and equipment	16,019			16,672
Less: accumulated depreciation and amortization	(12,054		)	(11,557		)
	$	3,965		$	5,115


	December 31, 2014		March 31, 2014		December 31, 2015		March 31, 2015
Accrued and other current liabilities:
Accrued personnel expenses	$	54,803	$	55,165	$	52,956	$	46,022
Accrued marketing expenses	13,259		12,844
Indirect customer incentive programs	35,868		31,737
Accrued restructuring	1,772		2,121
Deferred revenue	22,862		22,529
Accrued freight and duty	11,723		6,276
Value-added taxes payable	9,825		9,354
Accrued royalties	3,387		2,653
Indirect customer incentive programs *					32,080		19,730
Warranty accrual	12,799		13,905		12,099		12,630
Employee benefit plan obligation	1,498		1,100		1,969		1,219
Income taxes payable	8,894		7,701		3,732		5,759
Other current liabilities	47,960		46,587		108,383		77,984
	$	224,650	$	211,972	$	211,219	$	163,344
Non-current liabilities:
Warranty accrual	$	9,293	$	10,475	$	7,407	$	9,080
Obligation for deferred compensation	17,483		16,611
Long term restructuring	4,391		5,440
Obligation for deferred compensation plan					15,265		17,237
Employee benefit plan obligation	34,917		37,899		49,705		51,081
Deferred rent	14,200		15,555
Deferred tax liability	1,964		2,304		1,761		1,936
Long term deferred revenue	9,692		9,350
Other non-current liabilities	1,523		1,715		11,209		11,861
	$	93,463	$	99,349	$	85,347	$	91,195


	Three Months Ended December 31,						Nine Months Ended December 31,						Three Months Ended December 31,						Nine Months Ended December 31,
	2014			2013			2014			2013			2015			2014			2015			2014
Beginning of the period	$	22,204		$	23,021		$	24,380		$	21,442		$	20,399		$	22,204		$	21,710		$	24,380
Provision	2,381			4,343			6,607			11,532			1,870			2,381			5,804			6,607
Settlements	(2,493		)	(3,842		)	(8,895		)	(11,779		)	(2,763		)	(2,493		)	(8,008		)	(8,895		)
Adjustment (1)	—			—			—			2,327
End of the period	$	22,092		$	23,522		$	22,092		$	23,522		$	19,506		$	22,092		$	19,506		$	22,092


	Three Months Ended December 31,				Nine Months Ended December 31,				Three Months Ended December 31,				Nine Months Ended December 31,
	2014		2013 (1)		2014		2013 (1)		2015		2014		2015		2014
Peripherals:
PC Gaming	$	70,188	$	58,173	$	164,570	$	141,645

Mobile Speakers									$	85,081	$	62,264	$	206,175	$	139,631
Gaming									77,706		70,188		189,000		164,570
Video Collaboration									26,216		16,935		67,460		45,968
Tablet & Other Accessories	55,100		77,009		114,973		150,263		35,873		55,100		73,222		114,974
Mobile Speakers	62,264		34,198		139,631		68,032
Growth	187,552		169,380		419,174		359,940		224,876		204,487		535,857		465,143
Pointing Devices	141,789		141,757		382,524		387,064		139,711		141,789		381,364		382,524
PC Keyboards & Desktops	114,058		108,682		325,299		311,955
Audio-PC &Wearables	58,696		69,021		166,999		195,082
Video	46,682		38,154		118,822		105,740
Remotes	25,116		26,049		56,224		53,950
Keyboards & Combos									116,531		114,051		324,458		325,217
Audio-PC & Wearables									57,300		56,741		149,341		162,480
PC Webcams									29,648		31,709		74,689		77,454
Home Control									25,684		25,116		48,548		56,224
Profit Maximization	386,341		383,663		1,049,868		1,053,791		368,874		369,406		978,400		1,003,899
Other	132		11,178		2,259		28,354
Retail Strategic Sales									593,750		573,893		1,514,257		1,469,042
Non-Strategic	132		11,178		2,259		28,354		817		132		1,961		2,259
Retail	574,025		564,221		1,471,301		1,442,085		594,567		574,025		1,516,218		1,471,301
OEM	30,297		34,542		91,323		106,581		26,512		30,297		71,041		91,324
	604,322		598,763		1,562,624		1,548,666		$	621,079	$	604,322	$	1,587,259	$	1,562,625
Video conferencing	29,882		29,956		84,094		89,726
	$	634,204	$	628,719	$	1,646,718	$	1,638,392



	Derivatives
	Asset				Liability
	December 31, 2014		March 31, 2014		December 31, 2014		March 31, 2014
Designed as hedging instruments:
Cash flow hedges	$	693	$	4	$	—	$	243
Not designed as hedging instruments:
Foreign exchange contracts	4		151		38		458
	$	697	$	155	$	38	$	701



	Three Months Ended December 31,
	Amount of Gain (Loss) Deferred as  a Component of  Accumulated Other  Comprehensive Loss After Reclassification to Costs of Goods Sold						Amount of Loss (Gain) Reclassified from Accumulated Other Comprehensive Loss to Costs of Goods Sold					Amount of Gain (Loss) Immediately Recognized in Other Expense, Net
	2015			2014			2015		2014			2015		2014
Cash flow hedges	$	(17	)	$	(739	)	$	45	$	(2,025	)	$	64	$	36



	Three Months Ended December 31,
	Net Amount of Gain (Loss) Deferred as a Component of Accumulated Other Comprehensive Income					Amount of Loss (Gain) Reclassified from Accumulated Other Comprehensive Income to Costs of Goods Sold					Amount of Gain (Loss) Immediately Recognized in Other Income (Expense), Net
	2014			2013		2014			2013		2014		2013
Designed as hedging instruments:
Cash flow hedges	$	(739	)	$	144	$	(2,025	)	$	1,342	$	36	$	8
Not designed as hedging instruments:
Foreign exchange contracts	—			—		—			—		1,585		899
	$	(739	)	$	144	$	(2,025	)	$	1,342	$	1,621	$	907



	December 31, 2014
			Video
	Peripherals		Conferencing			Total
Beginning of the period	$	219,415	$	125,595		$	345,010
Foreign currency impact	—		(1,573		)	(1,573		)
End of the period	$	219,415	$	124,022		$	343,437



As of March 31, 2015	$	218,213
Currency impact	(15		)
As of December 31, 2015	$	218,198



	Accumulated Other Comprehensive Income (Loss)
	Cumulative			Defined			Deferred
	Translation Adjustment			Benefit Plan (1)			Hedging Gains (Losses)			Total
March 31, 2014	$	(70,999	)	$	(14,288	)	$	(515	)	$	(85,802	)
Other comprehensive income (loss)	(8,051		)	1,799			3,198			(3,054		)
December 31, 2014	$	(79,050	)	$	(12,489	)	$	2,683		$	(88,856	)



	Accumulated Other Comprehensive Income (Loss)
	Cumulative Translation Adjustment (1)			Defined Benefit Plan (1)			Deferred Hedging Gains (Losses)			Total
March 31, 2015	$	(90,224	)	$	(26,964	)	$	3,951		$	(113,237	)
Other comprehensive income (loss)	(488		)	1,708			(3,679		)	(2,459		)
December 31, 2015	$	(90,712	)	$	(25,256	)	$	272		$	(115,696	)



	Restructuring - Continuing Operations
	Termination Benefits			Lease Exit Costs			Other			Total
Accrual balance at March 31, 2015	$	—		$	954		$	—		$	954
Charges, net	11,469			—			69			11,538
Cash payments	(3,727		)	(796		)	(44		)	(4,567		)
Accrual balance at June 30, 2015	$	7,742		$	158		$	25		$	7,925
Charges, net	3,124			38			(16		)	3,146
Cash payments	(4,608		)	(115		)	(9		)	(4,732		)
Accrual balance at September 30, 2015	$	6,258		$	81		$	—		$	6,339
Credits, net	(1,049		)	299			84			(666		)
Cash payments	(1,716		)	(255		)	6			(1,965		)
Accrual balance at December 31, 2015	$	3,493		$	125		$	90		$	3,708



	Restructuring - Discontinued Operations
	Termination Benefits			Lease Exit Costs			Other			Total
Accrual balance at March 31, 2015	$	—		$	85		$	—		$	85
Charges, net	1,325			—			132			1,457
Cash payments	(948		)	—			(107		)	(1,055		)
Accrual balance at June 30, 2015	$	377		$	85		$	25		$	487
Charges, net	5,442			—			107			5,549
Cash payments	(504		)	(7		)	(132		)	(643		)
Accrual balance at September 30, 2015	$	5,315		$	78		$	—		$	5,393
Charges, net	376			—			688			1,064
Cash payments	(3,688		)	(7		)	(13		)	(3,708		)
Accrual balance at December 31, 2015	$	2,003		$	71		$	675		$	2,749		*


	Three Months Ended December 31, 2014 Change in Sales		Nine Months Ended December 31, 2014 Change in Sales		Three Months Ended December 31, 2015 Change in Sales		Nine Months Ended December 31, 2015 Change in Sales
Americas	10	%	10	%	5	%	7	%
EMEA	(7	)	(5	)	(1	)	(6	)
Asia Pacific	3		—		9		11


	Three Months Ended December 31,						Nine Months Ended December 31,						Three Months Ended December 31,						Nine Months Ended December 31,
	2014			2013			2014			2013			2015			2014			2015			2014
Provision for (benefit from) income tax	$	(878	)	$	4,807		$	7,718		$	7,064
Provision for income taxes													$	1,442		$	670		$	7,006		$	8,455
Effective income tax rate	(1.4		)%	9.1		%	6.1		%	10.0		%	2.1		%	1.0		%	5.9		%	6.1		%


	As of December 31,						As of December 31
	2014			2013			2015		2014
Accounts receivable, net	$	306,866		$	312,947		$	284,089	$	291,142
Inventories	245,740			259,154			$	239,962	$	233,289
Working capital	559,847			451,904			$	520,121	$	559,371
Days sales in accounts receivable (“DSO”)(1)	44		days	45		days
Inventory turnover (“ITO”)(2)	6.6		x	6.4		x
Days sales in accounts receivable (“DSO”) (Days) (1)							41		43
Inventory turnover (“ITO”) (x)(2)							6.9		6.7


Base Currency	Transaction Currency	Net Exposed Long (Short) Currency Position			FX Gain (Loss) From 10% Appreciation of Base Currency			FX Gain (Loss) From 10% Depreciation of Base Currency			Transaction Currency	Net Exposed Long (Short) Currency Position			FX Gain (Loss) From 10% Appreciation of Base Currency			FX Gain (Loss) From 10% Depreciation of Base Currency
U.S. Dollar	Swiss Franc	$	15,706		$	(1,428	)	$	1,745		Mexican Peso	$	19,163		$	(1,742	)	$	2,129
U.S. Dollar	Japanese Yen	13,209			(1,201		)	1,468			Japanese Yen	18,051			(1,641		)	2,006
U.S. Dollar	Australian Dollar	13,158			(1,196		)	1,462			Australian Dollar	16,074			(1,461		)	1,786
U.S. Dollar	Mexican Peso	11,217			(1,020		)	1,246			Canadian Dollar	10,676			(971		)	1,186
U.S. Dollar	Indian Rupee	2,580			(235		)	287			Indian Rupee	2,382			(217		)	265
U.S. Dollar	Korean Won	(766		)	70			(85		)	Korean Wan	(838		)	76			(93		)
U.S. Dollar	Singapore Dollar	(6,208		)	564			(690		)	Swiss Franc	(2,377		)	216			(264		)
U.S. Dollar	Taiwanese Dollar	(15,424		)	1,402			(1,714		)	Singapore Dollar	(6,688		)	608			(743		)
U.S. Dollar	Chinese Renminbi	(17,772		)	1,616			(1,975		)	Taiwanese Dollar	(14,636		)	1,331			(1,626		)
U.S. Dollar											Chinese Renminbi	(33,144		)	3,013			(3,683		)
Swiss Franc											British Pound	(1,115		)	101			(124		)
Euro	British Pound	13,985			(1,271		)	1,554			British Pound	11,512			(1,047		)	1,279
Euro	Turkish Lira	845			(77		)	94			Turkish Lira	1,472			(134		)	164
Euro	Russian Ruble	(965		)	88			(107		)	U.S. Dollar	555			(50		)	62
Euro	Swedish Krona	(1,857		)	169			(206		)	Croatian Kuna	505			(46		)	56
British Pound	Swiss Franc	$	750		$	(68	)	$	83
Euro											Swedish Krona	(1,223		)	111			(136		)
		$	28,458		$	(2,587	)	$	3,162			$	20,369		$	(1,853	)	$	2,264