Exhibit 99.3
Rosetta Stone Inc.
Business Metrics
(in thousands)
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| Quarter-Ended |
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| Quarter-Ended |
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| 3/31/10 |
| 6/30/10 |
| 9/30/10 |
| 12/31/10 |
| 2010 |
| 3/31/11 |
| 6/30/11 |
| 9/30/11 |
| 12/31/11 |
| 2011 |
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Bookings by Market |
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US Consumer |
| 41,631 |
| 38,746 |
| 41,138 |
| 52,243 |
| 173,758 |
| 29,814 |
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Worldwide Institutional |
| 9,108 |
| 17,110 |
| 22,307 |
| 14,395 |
| 62,920 |
| 10,770 |
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International Consumer |
| 10,029 |
| 8,177 |
| 9,860 |
| 15,176 |
| 43,242 |
| 14,996 |
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| 60,768 |
| 64,033 |
| 73,305 |
| 81,814 |
| 279,920 |
| 55,580 |
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YoY Growth (%) |
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US Consumer |
| 6 | % | -9 | % | -19 | % | -11 | % | -9 | % | -28 | % |
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Worldwide Institutional |
| 8 | % | 28 | % | 5 | % | 37 | % | 18 | % | 18 | % |
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International Consumer |
| 304 | % | 168 | % | 135 | % | 93 | % | 146 | % | 50 | % |
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Total |
| 21 | % | 9 | % | -4 | % | 6 | % | 7 | % | -9 | % |
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% of Total Bookings |
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US Consumer |
| 69 | % | 60 | % | 56 | % | 64 | % | 62 | % | 54 | % |
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Worldwide Institutional |
| 15 | % | 27 | % | 30 | % | 18 | % | 23 | % | 19 | % |
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International Consumer |
| 16 | % | 13 | % | 14 | % | 18 | % | 15 | % | 27 | % |
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| 100 | % | 100 | % | 100 | % | 100 | % | 100 | % | 100 | % |
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Revenue by Market |
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US Consumer |
| 41,407 |
| 38,748 |
| 36,902 |
| 44,516 |
| 161,573 |
| 28,061 |
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Worldwide Institutional |
| 11,793 |
| 14,249 |
| 14,316 |
| 14,247 |
| 54,605 |
| 14,316 |
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International Consumer |
| 9,814 |
| 7,651 |
| 9,708 |
| 15,517 |
| 42,690 |
| 14,601 |
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| 63,014 |
| 60,648 |
| 60,926 |
| 74,280 |
| 258,868 |
| 56,978 |
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YoY Growth (%) |
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US Consumer |
| 5 | % | -8 | % | -28 | % | -25 | % | -16 | % | -32 | % |
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Worldwide Institutional |
| 39 | % | 23 | % | 21 | % | 26 | % | 26 | % | 21 | % |
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International Consumer |
| 297 | % | 154 | % | 137 | % | 101 | % | 147 | % | 49 | % |
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Total |
| 25 | % | 7 | % | -9 | % | -5 | % | 3 | % | -10 | % |
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% of Total Revenue |
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US Consumer |
| 66 | % | 64 | % | 61 | % | 60 | % | 62 | % | 49 | % |
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Worldwide Institutional |
| 19 | % | 23 | % | 23 | % | 19 | % | 21 | % | 25 | % |
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International Consumer |
| 15 | % | 13 | % | 16 | % | 21 | % | 17 | % | 26 | % |
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| 100 | % | 100 | % | 100 | % | 100 | % | 100 | % | 100 | % |
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Rosetta Stone Inc.
Business Metrics
(in thousands)
|
| Quarter-Ended |
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| Quarter-Ended |
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| 3/31/10 |
| 6/30/10 |
| 9/30/10 |
| 12/31/10 |
| 2010 |
| 3/31/11 |
| 6/30/11 |
| 9/30/11 |
| 12/31/11 |
| 2011 |
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Global Consumer Revenue by Channel |
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DTC |
| 31,025 |
| 25,142 |
| 27,500 |
| 34,497 |
| 118,164 |
| 31,856 |
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Kiosk |
| 9,391 |
| 8,683 |
| 7,392 |
| 9,533 |
| 34,999 |
| 7,312 |
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Global Retail |
| 10,805 |
| 12,574 |
| 11,718 |
| 16,003 |
| 51,100 |
| 3,494 |
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| 51,221 |
| 46,399 |
| 46,610 |
| 60,033 |
| 204,263 |
| 42,662 |
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YoY Growth (%) |
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DTC |
| 24 | % | -5 | % | -6 | % | -2 | % | 2 | % | 3 | % |
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Kiosk |
| 14 | % | -7 | % | -25 | % | -28 | % | -14 | % | -22 | % |
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Global Retail |
| 25 | % | 36 | % | -27 | % | -14 | % | -3 | % | -68 | % |
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| 22 | % | 3 | % | -16 | % | -10 | % | -2 | % | -17 | % |
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% Revenue by Channel |
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DTC |
| 61 | % | 54 | % | 59 | % | 57 | % | 58 | % | 75 | % |
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Kiosk |
| 18 | % | 19 | % | 16 | % | 16 | % | 17 | % | 17 | % |
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Global Retail |
| 21 | % | 27 | % | 25 | % | 27 | % | 25 | % | 8 | % |
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Total |
| 100 | % | 100 | % | 100 | % | 100 | % | 100 | % | 100 | % |
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Unit Metrics (1) |
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Consumer unit volume (in thousands) |
| 132.1 |
| 120.0 |
| 128.3 |
| 173.4 |
| 553.8 |
| 114.2 |
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Average Net Revenue per Unit |
| $ | 391 |
| $ | 391 |
| $ | 397 |
| $ | 389 |
| $ | 392 |
| $ | 392 |
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YoY Unit Metrics Growth (%) |
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Consumer unit volume |
| 10 | % | -3 | % | -18 | % | -11 | % | -7 | % | -14 | % |
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Consumer average sales price per unit |
| 12 | % | 6 | % | 14 | % | 14 | % | 12 | % | 0 | % |
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# of Kiosks (end of period) |
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US |
| 190 |
| 186 |
| 180 |
| 173 |
| 173 |
| 144 |
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Europe |
| 9 |
| 10 |
| 13 |
| 15 |
| 15 |
| 15 |
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Asia Pacific |
| 41 |
| 50 |
| 64 |
| 71 |
| 71 |
| 78 |
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Total # of Kiosks (end of period) |
| 240 |
| 246 |
| 257 |
| 259 |
| 259 |
| 237 |
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(1) Unit metrics have been adjusted from prior presentations to reflect the reclassification of home-school sales from the institutional channel to the consumer channels.