this information is not an exhaustive list of all of the factors that could affect our results and should be read in conjunction with the factors referred to in the sections entitled “ risk factors ” and “ forward-looking statements ” included elsewhere in this annual report on form 10-k. shift to saas and hosted solutions by airlines and hotels to manage their daily operations initially , large travel suppliers built custom in-house software and applications for their business process needs . in response to a desire for more flexible systems given increasingly complex and constantly changing technological requirements , reduced it budgets and increased focus on cost efficiency , many travel suppliers turned to third party solutions providers for many of their key technologies and began to license software from software providers . we believe that significant revenue opportunity remains in this outsourcing trend , as legacy in-house systems continue to migrate and upgrade to third party systems . by moving away from one time license fees to recurring monthly fees associated with our saas and hosted solutions , our revenue stream has become more predictable and sustainable . the saas and hosted models ' centralized deployment also allows us to save time and money by reducing maintenance and implementation tasks and lowering operating costs . 40 increasing importance of otas to travel network the significance of otas to our travel network business has increased in recent years and as a result , our earnings may be impacted by factors affecting otas . as otas experience growth , we believe they shift bookings away from offline travel agencies and direct channels of travel suppliers . we expect to continue to benefit from this trend as we are a substantial gds provider to the ota industry . however , we may face pricing pressure in the future as otas increase their bargaining power through growth by consolidation . growing demand for continued technology improvements in the fragmented hotel market most of the hotel market is highly fragmented . independent hotels and small to medium sized chains ( groups of less than 300 properties ) comprise a majority of hotel properties and available hotel rooms , with global and regional chains comprising the balance . hotels use a number of different technology systems to distribute and market their products and operate efficiently . we offer technology solutions to all segments of the hospitality market , particularly independent hotels and small to medium sized chains . our synxis enterprise platform integrates critical hospitality systems to optimize distribution , operations , retailing and guest experience via one scalable , flexible and intelligent platform . as these markets continue to grow , we believe independent hotel owners and operators will continue to seek increased connectivity and integrated solutions to ensure access to global travelers . we anticipate that this will contribute to the continued growth of airline and hospitality solutions , which is ultimately dependent upon these hoteliers accepting and utilizing our products and services . geographic mix of travel network there are structural differences between the geographies in which we operate . due to our geographic concentration , our results of operations are particularly sensitive to factors affecting north america . for example , booking fees per transaction in north america have traditionally been lower than those in europe . by growing internationally with our tmc and ota customers and expanding the travel content available on our gds to target regional traveler preferences , we anticipate that we will maintain share in north america and grow share in europe , apac and latin america . for the year ended december 31 , 2015 , we derived approximately 61 % of our direct billable bookings from north america , 18 % from emea and 21 % from the rest of the world . for the year ended december 31 , 2014 , we derived approximately 68 % of our direct billable bookings from north america , 19 % from emea and 13 % from the rest of the world . travel buyers can shift their bookings to or from our travel network business our travel network business relies on relationships with several large travel buyers , including tmcs and otas , to drive a large portion of its revenue . although our contracts with larger travel agencies often increase the amount of the incentive consideration when the travel agency processes a certain volume or percentage of its bookings through our gds , travel buyers are not contractually required to book exclusively through our gds during the contract term . travel buyers may shift bookings to other distribution intermediaries for many reasons , including to avoid becoming overly dependent on a single source of travel content and increase their bargaining power with the gds providers . for example , in late 2012 , expedia adopted a dual gds provider strategy and shifted a sizeable portion of its business from our gds to a competitor gds , resulting in a year over year decline in our transaction volumes in 2013. conversely , certain european otas including unister , etravel , travelplanet24 and bravofly that did not previously use our gds shifted a portion of their business to our gds . increasing importance of lcc/hybrids in travel network and airline and hospitality solutions hybrid and lccs have become a significant segment of the air travel market , stimulating demand for air travel through low fares . lcc/hybrids have traditionally relied on direct distribution for the majority of their bookings . however , as these lcc/hybrids are evolving , many are increasing their distribution through indirect channels to expand their offering into higher yield markets and to higher yield customers , such as business and international travelers . other lcc/hybrids , especially start up carriers , may choose not to distribute through the gds until wider distribution is desired . increasing travel agency incentive consideration travel agency incentive consideration is a large portion of travel network expenses . story_separator_special_tag the increase in revenue primarily resulted from : a $ 26 million increase in transaction-based revenue to $ 1,615 million as a result of an 8 million increase in direct billable bookings , or 2 % , to 376 million for the year ended december 31 , 2014. the increase in bookings was partially offset by a decrease of less than 1 % in the average booking fee primarily due to the impact on our average booking fee from us airways merger with american airlines , the unfavorable political and economic environment in venezuela and the resolution of a billing dispute with us airways . see “ liquidity and capital resources—recent events impacting our liquidity—political and economic environment in venezuela ” for a description of the impact of the environment in venezuela on our business ; and a $ 7 million increase in other revenue including media and marketing services . airline and hospitality solutions —revenue increased $ 75 million , or 10 % , for the year ended december 31 , 2014 compared to the prior year . the increase in revenue primarily resulted from : a $ 36 million increase in airline solutions ' sabresonic revenue for the year ended december 31 , 2014 compared to the prior year . pbs increased 33 million , or 7 % , to 511 million for the year ended december 31 , 2014 which was driven by growth from existing customers and resulted in an increase in revenue of $ 18 million . in addition , we recognized $ 19 million in revenue during the year ended december 31 , 2014 associated with the extension of a services contract with a significant customer . this contract was extended in conjunction with a litigation settlement agreement with that customer in 2012. these increases were partially offset by a decrease in revenue from professional services ; a $ 20 million increase in airline solutions ' commercial and operations solutions ; and a $ 19 million increase in hospitality solutions revenue to $ 132 million for the year ended december 31 , 2014 compared to $ 113 million in the prior year , primarily driven by an increase in crs transactions . cost of revenue replace_table_token_19_th travel network —cost of revenue increased $ 31 million , or 3 % , for the year ended december 31 , 2014 compared to the prior year . the increase primarily resulted from a $ 37 million increase in incentive consideration , partially offset by decreases in labor and other costs . 47 airline and hospitality solutions —cost of revenue decreased $ 1 million , or less than 1 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily the result of a $ 13 million decrease in labor costs , partially offset by a $ 12 million increase in technology and transaction-related expenses driven by higher transaction volumes . corporate —cost of revenue associated with corporate unallocated costs decreased $ 6 million , or 9 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily due to a $ 7 million decrease in unallocated labor costs , a $ 4 million decrease in professional fees and a $ 2 million decrease in data processing costs . these decreases were partially offset by an increase in cost of revenue from a $ 7 million contractual settlement received from a service provider in 2013 which did not reoccur in 2014. depreciation and amortization —cost of revenue associated with depreciation and amortization increased $ 6 million , or 3 % , for the year ended december 31 , 2014 compared to the prior year . the increase is primarily due to the completion and amortization of software developed for internal use , partially offset by a decrease in amortization of intangible assets . amortization of upfront incentive consideration —amortization of upfront incentive consideration increased by $ 9 million , or 24 % , for the year ended december 31 , 2014 compared to the prior year . the increase is primarily due to an increase in upfront consideration provided to travel agencies in the year ended december 31 , 2014 compared to the prior year . selling , general and administrative expenses year ended december 31 , 2014 2013 change ( amounts in thousands ) selling , general and administrative $ 467,594 $ 437,453 $ 30,141 7 % sg & a increased by $ 30 million , or 7 % , for the year ended december 31 , 2014 compared to the prior year . the increase was due to an increase of $ 15 million in management fees paid to tpg and silver lake related to our initial public offering , a $ 10 million increase in professional fees primarily related to the implementation of certain public company requirements and strategic transactions , a $ 9 million increase in labor costs to support the growth of our business and a $ 5 million increase in bad debt expenses . these increases were partially offset by restructuring charges of $ 8 million recorded during the year ended december 31 , 2013 that did not reoccur in the year ended december 31 , 2014 , and lower information technology costs and depreciation and amortization . interest expense , net year ended december 31 , 2014 2013 change ( amounts in thousands ) interest expense , net $ 218,877 $ 274,689 $ ( 55,812 ) ( 20 ) % interest expense , net , decreased $ 56 million , or 20 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily due to the prepayments on our 2019 notes and term loan c ( see “ —senior secured credit facilities ” ) and a lower effective interest rate as a result of our repricing amendments completed in february 2014. in addition ,

cash flows operating activities cash provided by operating activities for the year ended december 31 , 2015 was $ 529 million and consisted of net income from continuing operations of $ 235 million , adjustments for non-cash and other items of $ 455 million and a decrease in cash from changes in operating assets and liabilities of $ 160 million . the adjustments for non-cash and other items consist primarily of $ 351 million of depreciation and amortization , $ 97 million of deferred taxes , $ 44 million of amortization of upfront incentive consideration , $ 39 million loss on extinguishment of debt , $ 30 million of stock-based compensation and a $ 29 million dividend received from aipl prior to the acquisition ; partially offset by the $ 78 million gain on the remeasurement of our previously-held interest in abacus and $ 61 million of litigation-related credits . the decrease in cash from changes in operating assets and liabilities was primarily the result of a $ 67 million increase in other assets , mainly driven by deferred customer discounts , $ 64 million used for upfront incentive consideration and $ 63 million used for capitalized implementation costs ; partially offset by an increase in accrued compensation and related benefits of $ 18 million and a decrease in accounts and other receivables of $ 11 million .


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```cash flows operating activities cash provided by operating activities for the year ended december 31 , 2015 was $ 529 million and consisted of net income from continuing operations of $ 235 million , adjustments for non-cash and other items of $ 455 million and a decrease in cash from changes in operating assets and liabilities of $ 160 million . the adjustments for non-cash and other items consist primarily of $ 351 million of depreciation and amortization , $ 97 million of deferred taxes , $ 44 million of amortization of upfront incentive consideration , $ 39 million loss on extinguishment of debt , $ 30 million of stock-based compensation and a $ 29 million dividend received from aipl prior to the acquisition ; partially offset by the $ 78 million gain on the remeasurement of our previously-held interest in abacus and $ 61 million of litigation-related credits . the decrease in cash from changes in operating assets and liabilities was primarily the result of a $ 67 million increase in other assets , mainly driven by deferred customer discounts , $ 64 million used for upfront incentive consideration and $ 63 million used for capitalized implementation costs ; partially offset by an increase in accrued compensation and related benefits of $ 18 million and a decrease in accounts and other receivables of $ 11 million .
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 Suspicious Activity Report : this information is not an exhaustive list of all of the factors that could affect our results and should be read in conjunction with the factors referred to in the sections entitled “ risk factors ” and “ forward-looking statements ” included elsewhere in this annual report on form 10-k. shift to saas and hosted solutions by airlines and hotels to manage their daily operations initially , large travel suppliers built custom in-house software and applications for their business process needs . in response to a desire for more flexible systems given increasingly complex and constantly changing technological requirements , reduced it budgets and increased focus on cost efficiency , many travel suppliers turned to third party solutions providers for many of their key technologies and began to license software from software providers . we believe that significant revenue opportunity remains in this outsourcing trend , as legacy in-house systems continue to migrate and upgrade to third party systems . by moving away from one time license fees to recurring monthly fees associated with our saas and hosted solutions , our revenue stream has become more predictable and sustainable . the saas and hosted models ' centralized deployment also allows us to save time and money by reducing maintenance and implementation tasks and lowering operating costs . 40 increasing importance of otas to travel network the significance of otas to our travel network business has increased in recent years and as a result , our earnings may be impacted by factors affecting otas . as otas experience growth , we believe they shift bookings away from offline travel agencies and direct channels of travel suppliers . we expect to continue to benefit from this trend as we are a substantial gds provider to the ota industry . however , we may face pricing pressure in the future as otas increase their bargaining power through growth by consolidation . growing demand for continued technology improvements in the fragmented hotel market most of the hotel market is highly fragmented . independent hotels and small to medium sized chains ( groups of less than 300 properties ) comprise a majority of hotel properties and available hotel rooms , with global and regional chains comprising the balance . hotels use a number of different technology systems to distribute and market their products and operate efficiently . we offer technology solutions to all segments of the hospitality market , particularly independent hotels and small to medium sized chains . our synxis enterprise platform integrates critical hospitality systems to optimize distribution , operations , retailing and guest experience via one scalable , flexible and intelligent platform . as these markets continue to grow , we believe independent hotel owners and operators will continue to seek increased connectivity and integrated solutions to ensure access to global travelers . we anticipate that this will contribute to the continued growth of airline and hospitality solutions , which is ultimately dependent upon these hoteliers accepting and utilizing our products and services . geographic mix of travel network there are structural differences between the geographies in which we operate . due to our geographic concentration , our results of operations are particularly sensitive to factors affecting north america . for example , booking fees per transaction in north america have traditionally been lower than those in europe . by growing internationally with our tmc and ota customers and expanding the travel content available on our gds to target regional traveler preferences , we anticipate that we will maintain share in north america and grow share in europe , apac and latin america . for the year ended december 31 , 2015 , we derived approximately 61 % of our direct billable bookings from north america , 18 % from emea and 21 % from the rest of the world . for the year ended december 31 , 2014 , we derived approximately 68 % of our direct billable bookings from north america , 19 % from emea and 13 % from the rest of the world . travel buyers can shift their bookings to or from our travel network business our travel network business relies on relationships with several large travel buyers , including tmcs and otas , to drive a large portion of its revenue . although our contracts with larger travel agencies often increase the amount of the incentive consideration when the travel agency processes a certain volume or percentage of its bookings through our gds , travel buyers are not contractually required to book exclusively through our gds during the contract term . travel buyers may shift bookings to other distribution intermediaries for many reasons , including to avoid becoming overly dependent on a single source of travel content and increase their bargaining power with the gds providers . for example , in late 2012 , expedia adopted a dual gds provider strategy and shifted a sizeable portion of its business from our gds to a competitor gds , resulting in a year over year decline in our transaction volumes in 2013. conversely , certain european otas including unister , etravel , travelplanet24 and bravofly that did not previously use our gds shifted a portion of their business to our gds . increasing importance of lcc/hybrids in travel network and airline and hospitality solutions hybrid and lccs have become a significant segment of the air travel market , stimulating demand for air travel through low fares . lcc/hybrids have traditionally relied on direct distribution for the majority of their bookings . however , as these lcc/hybrids are evolving , many are increasing their distribution through indirect channels to expand their offering into higher yield markets and to higher yield customers , such as business and international travelers . other lcc/hybrids , especially start up carriers , may choose not to distribute through the gds until wider distribution is desired . increasing travel agency incentive consideration travel agency incentive consideration is a large portion of travel network expenses . story_separator_special_tag the increase in revenue primarily resulted from : a $ 26 million increase in transaction-based revenue to $ 1,615 million as a result of an 8 million increase in direct billable bookings , or 2 % , to 376 million for the year ended december 31 , 2014. the increase in bookings was partially offset by a decrease of less than 1 % in the average booking fee primarily due to the impact on our average booking fee from us airways merger with american airlines , the unfavorable political and economic environment in venezuela and the resolution of a billing dispute with us airways . see “ liquidity and capital resources—recent events impacting our liquidity—political and economic environment in venezuela ” for a description of the impact of the environment in venezuela on our business ; and a $ 7 million increase in other revenue including media and marketing services . airline and hospitality solutions —revenue increased $ 75 million , or 10 % , for the year ended december 31 , 2014 compared to the prior year . the increase in revenue primarily resulted from : a $ 36 million increase in airline solutions ' sabresonic revenue for the year ended december 31 , 2014 compared to the prior year . pbs increased 33 million , or 7 % , to 511 million for the year ended december 31 , 2014 which was driven by growth from existing customers and resulted in an increase in revenue of $ 18 million . in addition , we recognized $ 19 million in revenue during the year ended december 31 , 2014 associated with the extension of a services contract with a significant customer . this contract was extended in conjunction with a litigation settlement agreement with that customer in 2012. these increases were partially offset by a decrease in revenue from professional services ; a $ 20 million increase in airline solutions ' commercial and operations solutions ; and a $ 19 million increase in hospitality solutions revenue to $ 132 million for the year ended december 31 , 2014 compared to $ 113 million in the prior year , primarily driven by an increase in crs transactions . cost of revenue replace_table_token_19_th travel network —cost of revenue increased $ 31 million , or 3 % , for the year ended december 31 , 2014 compared to the prior year . the increase primarily resulted from a $ 37 million increase in incentive consideration , partially offset by decreases in labor and other costs . 47 airline and hospitality solutions —cost of revenue decreased $ 1 million , or less than 1 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily the result of a $ 13 million decrease in labor costs , partially offset by a $ 12 million increase in technology and transaction-related expenses driven by higher transaction volumes . corporate —cost of revenue associated with corporate unallocated costs decreased $ 6 million , or 9 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily due to a $ 7 million decrease in unallocated labor costs , a $ 4 million decrease in professional fees and a $ 2 million decrease in data processing costs . these decreases were partially offset by an increase in cost of revenue from a $ 7 million contractual settlement received from a service provider in 2013 which did not reoccur in 2014. depreciation and amortization —cost of revenue associated with depreciation and amortization increased $ 6 million , or 3 % , for the year ended december 31 , 2014 compared to the prior year . the increase is primarily due to the completion and amortization of software developed for internal use , partially offset by a decrease in amortization of intangible assets . amortization of upfront incentive consideration —amortization of upfront incentive consideration increased by $ 9 million , or 24 % , for the year ended december 31 , 2014 compared to the prior year . the increase is primarily due to an increase in upfront consideration provided to travel agencies in the year ended december 31 , 2014 compared to the prior year . selling , general and administrative expenses year ended december 31 , 2014 2013 change ( amounts in thousands ) selling , general and administrative $ 467,594 $ 437,453 $ 30,141 7 % sg & a increased by $ 30 million , or 7 % , for the year ended december 31 , 2014 compared to the prior year . the increase was due to an increase of $ 15 million in management fees paid to tpg and silver lake related to our initial public offering , a $ 10 million increase in professional fees primarily related to the implementation of certain public company requirements and strategic transactions , a $ 9 million increase in labor costs to support the growth of our business and a $ 5 million increase in bad debt expenses . these increases were partially offset by restructuring charges of $ 8 million recorded during the year ended december 31 , 2013 that did not reoccur in the year ended december 31 , 2014 , and lower information technology costs and depreciation and amortization . interest expense , net year ended december 31 , 2014 2013 change ( amounts in thousands ) interest expense , net $ 218,877 $ 274,689 $ ( 55,812 ) ( 20 ) % interest expense , net , decreased $ 56 million , or 20 % , for the year ended december 31 , 2014 compared to the prior year . the decrease is primarily due to the prepayments on our 2019 notes and term loan c ( see “ —senior secured credit facilities ” ) and a lower effective interest rate as a result of our repricing amendments completed in february 2014. in addition ,

