products and customers products sold on our media channel platforms include primarily jewelry & watches , home & consumer electronics , beauty , health & fitness , and fashion & accessories . historically jewelry & watches has been our largest merchandise category . we are working to shift our product mix to include a more diversified product assortment in order to grow our new and active customer base . the following table shows our merchandise mix as a percentage of television shopping and internet net merchandise sales for the years indicated by product category group : 26 replace_table_token_7_th our product strategy is to continue to develop and expand new product offerings across multiple merchandise categories based on customer demand , as well as to offer competitive pricing and special values in order to drive new customers and maximize margin dollars per minute . our multichannel customers — those who interact with our network and transact through tv , internet and mobile device — are primarily women between the ages of 35 and 65 , married , with average annual household incomes of $ 70,000 or more . we also have a strong presence of male customers of similar age and income range . we believe our customers make purchases based on our unique products , quality merchandise and value . company strategy as a multichannel electronic retailer , our strategy is to offer our customers differentiated quality brands and products at a compelling value proposition . we also seek to provide today 's consumers with flexible programming formats and access that allow them to view and interact with our content and products at their convenience — whenever and wherever they are able . our merchandise positioning aims to make us a trusted destination for quality and a shopping headquarters for a broad category of merchandise . we focus on creating a customer experience that builds strong loyalty and a growing customer base . in support of this strategy , we are pursuing the following actions to improve the operational and financial performance of our company : ( i ) expand and diversify our product mix to appeal to more customers , to increase the purchase frequency of active customers and to increase customer retention rates , ( ii ) attract , retain and increase new and active customers and improve household penetration , ( iii ) increase our gross margin dollars by maintaining merchandise margins in key product categories while prudently managing inventory levels , ( iv ) enhance our customer experience through a variety of investments in technology , promotional activity and improved and competitive service , ( v ) manage our fixed operating costs and variable transaction expenses , ( vi ) grow our internet and mobile business with expanded product assortments and internet-only merchandise offerings , ( vii ) expand our internet , mobile and social media channels to attract and retain more customers , and ( viii ) maintain cable and satellite carriage contracts at appropriate durations and cost while improving distribution productivity through better channel positions and dual illumination or multiple channels . our competition the direct marketing and multichannel retail businesses are highly competitive . in our television shopping and e-commerce operations , we compete for customers with other television shopping and e-commerce retailers , infomercial companies , infomercial companies , other types of consumer retail businesses , including traditional `` brick and mortar `` department stores , discount stores , warehouse stores and specialty stores ; catalog and mail order retailers and other direct sellers . our direct competitors within our industry include qvc network , inc. and hsn , inc. , both of whom are substantially larger than we are in terms of annual revenues and customers , and whose programming is carried more broadly to u.s. households than our programming . the american collectibles network , which operates jewelry television , also competes with us for customers in the jewelry category . in addition , there are a number of smaller niche players and startups in the television shopping arena who compete with us . we believe that our major competitors incur cable and satellite distribution fees representing a significantly lower percentage of their sales attributable to their television programming than we do ; and that their fee arrangements are substantially on a commission basis ( in some cases with minimum guarantees ) rather than on the predominantly fixed-cost basis that we currently have . at our current sales level , our distribution costs as a percentage of total consolidated net sales are higher than our competition . however , one of our key strategies is to maintain our fixed distribution cost structure in order to leverage our profitability as we grow our business . the e-commerce sector also is highly competitive , and we are in direct competition with numerous other internet retailers , many of whom are larger , better financed and have a broader customer base than we do . we anticipate continuing competition for viewers and customers , for experienced television shopping personnel , for distribution agreements with cable and satellite systems and for vendors and suppliers — not only from television shopping companies , but also from other companies that seek to enter the television shopping and internet retail industries , including telecommunications and cable companies , television networks , and other established retailers . we believe that our ability to be 27 successful in the multichannel retailing industry will be dependent on a number of key factors , including expanding our digital footprint to meet our customers ' `` watch and shop anytime , anywhere `` needs , increasing the number of customers who purchase products from us and increasing the dollar value of sales per customer from our existing customer base . results for fiscal 2013 , 2012 and 2011 consolidated net sales in fiscal 2013 were $ 640.5 million compared to $ 586.8 million in fiscal 2012 , a 9 % increase . story_separator_special_tag gross profit for fiscal 2012 was $ 212.4 million , an increase of 4 % , compared to $ 204.1 million for fiscal 2011 . as noted above , fiscal 2012 had 53 weeks as compared to fiscal 2011 , which had 52 weeks , and pro forma gross profit for fiscal 2012 was $ 208.3 million , a 2 % increase over gross profit for fiscal 2011. the increase in gross profits experienced during fiscal 2012 was driven primarily by the year-over-year sales increase partially offset by the lower gross margin percentages experiences as discussed above . operating expenses total operating expenses were $ 229.9 million , $ 235.7 million and $ 220.9 million for fiscal 2013 , fiscal 2012 and fiscal 2011 respectively , representing a decrease of $ 5.7 million or 2 % from fiscal 2012 to fiscal 2013 , and an increase of $ 14.8 million , or 7 % from fiscal 2011 to fiscal 2012 . results of operations for fiscal 2012 includes an $ 11.1 million write-down of our fcc broadcast license asset . also as noted above , fiscal 2013 had 52 weeks of operating expenses as compared to fiscal 2012 , which had 53 weeks of operating expenses . distribution and selling expense for fiscal 2013 decreased $ 1.3 million , or 1 % , to $ 191.7 million or 29.9 % of net sales compared to $ 193.0 million or 32.9 % of net sales in fiscal 2012 . distribution and selling expense decreased from fiscal 2012 primarily due to net decreased program distribution expense of $ 18.5 million , reflecting lower rates on renewed distribution agreements that became effective in january 2013. this decrease over the prior year was partially offset by increases in salaries , wages and accrued incentive compensation costs of $ 9.8 million , variable credit card processing fees and other credit expenses of $ 3.7 million , customer service and telecommunications expenses of $ 1.8 million , advertising and promotion expense of $ 996,000 and incremental rebranding marketing and consulting expenses totaling $ 258,000. total variable expenses , in fiscal 2013 were approximately 8 % of total net sales versus approximately 7 % of total net sales in fiscal 2012. the increase in variable expense as a percentage of net sales coincides with the reduction in average selling price and resulting 30 % increase in net shipped units during fiscal 2013. to the extent that our average selling price continues to decline , our variable expense as a percentage of net sales could increase as the number of our shipped units increase . program distribution expense is primarily a fixed cost per household , however , this expense may be impacted by growth in the number of average homes reached or by rate changes associated with improvements in our channel positions . distribution and selling expense for fiscal 2012 increased $ 4.2 million , or 2 % , to $ 193.0 million , or 32.9 % of net sales compared to $ 188.8 million or 33.8 % of net sales in fiscal 2011 . distribution and selling expense increased from fiscal 2011 primarily due to increased program distribution expense of $ 4.3 million related to a 4 % increase in average homes reached during the year . the increase over the prior year was also due to increased salary and wage costs of $ 2.3 million and increased customer service and telemarketing expense of $ 600,000 attributable to an increase in units ordered and shipped during the year . these distribution and selling expense increases were offset by decreases in variable credit card processing fees and other credit expense of $ 2.1 million , decreased share based compensation expenses of $ 618,000 and decreases in advertising and promotion expense of $ 888,000. general and administrative expense for fiscal 2013 increased $ 7.6 million , or 42 % , to $ 25.9 million , or 4.0 % of net sales compared to $ 18.3 million or 3.1 % of net sales in fiscal 2012 . general and administrative expense increased from fiscal 2012 primarily as a result of increased salaries , wages and accrued incentive compensation costs of $ 4.1 million , costs related to an activist shareholder response of $ 2.1 million , information systems and website related rebranding costs of $ 700,000 and the effect of net favorable legal settlements in fiscal 2012 totaling $ 300,000 that reduced year-to-date general and administrative expense in the prior year . general and administrative expense for fiscal 2012 increased $ 1.2 million , or 6.5 % , to $ 18.3 million or 3.1 % of net sales compared to $ 19.5 million or 3.5 % of net sales in fiscal 2011 . general and administrative expense increased from fiscal 2011 primarily as a result of decreased share-based compensation expense of $ 1.1 million due to the timing of fully vested older stock option grants no longer being expensed and reduced restricted stock compensation expense resulting from the timing of vesting , and decreases in salaries and consulting expense of $ 400,000 , offset by an increase in board of directors fees of $ 282,000. depreciation and amortization expense was $ 12.3 million , $ 13.2 million and $ 12.6 million for fiscal 2013 , fiscal 2012 and fiscal 2011 , respectively , representing a decrease of $ 0.9 million , or 7 % from fiscal 2012 to fiscal 2013 and an increase of $ 0.6 million , or 5 % from fiscal 2011 to fiscal 2012 . depreciation and amortization expense as a percentage of net sales was 1.9 % for fiscal 2013 , and 2.3 % for fiscal 2012 and fiscal 2011 . the decrease in depreciation and amortization expense during fiscal 2013 was primarily due to decreased depreciation expense of $ 778,000 as a result of a reduction in our depreciable asset base year over year and decreased amortization expense of $ 52,000 related to our

net cash used for investing activities totaled $ 11.1 million for fiscal 2013 compared to net cash used for investing activities of $ 10.1 million for fiscal 2012 and net cash used for investing activities of $ 7.8 million in fiscal 2011 . expenditures for property and equipment were $ 8.2 million in fiscal 2013 compared to $ 6.2 million in fiscal 2012 and $ 11.1 million in fiscal 2011 . expenditures for property and equipment during fiscal 2013 , fiscal 2012 and fiscal 2011 primarily include capital expenditures made for the development , upgrade and replacement of computer software , order management and merchandising systems , related computer equipment , digital broadcasting equipment and other office equipment , warehouse equipment and production equipment . principal future capital expenditures are expected to include the development , upgrade and replacement of various enterprise software systems , a significant potential expansion of warehousing capacity and related equipment improvements at the company 's distribution facility in bowling green , kentucky , security in our network , the upgrade and digitalization of television production and transmission equipment and related computer equipment associated with the expansion of our television shopping business and e-commerce initiatives . during fiscal 2013 , we also made a cash payment of $ 2,830,000 in connection with the extension of our nbcu trademark license .


 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.
     ```net cash used for investing activities totaled $ 11.1 million for fiscal 2013 compared to net cash used for investing activities of $ 10.1 million for fiscal 2012 and net cash used for investing activities of $ 7.8 million in fiscal 2011 . expenditures for property and equipment were $ 8.2 million in fiscal 2013 compared to $ 6.2 million in fiscal 2012 and $ 11.1 million in fiscal 2011 . expenditures for property and equipment during fiscal 2013 , fiscal 2012 and fiscal 2011 primarily include capital expenditures made for the development , upgrade and replacement of computer software , order management and merchandising systems , related computer equipment , digital broadcasting equipment and other office equipment , warehouse equipment and production equipment . principal future capital expenditures are expected to include the development , upgrade and replacement of various enterprise software systems , a significant potential expansion of warehousing capacity and related equipment improvements at the company 's distribution facility in bowling green , kentucky , security in our network , the upgrade and digitalization of television production and transmission equipment and related computer equipment associated with the expansion of our television shopping business and e-commerce initiatives . during fiscal 2013 , we also made a cash payment of $ 2,830,000 in connection with the extension of our nbcu trademark license .
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 Suspicious Activity Report : products and customers products sold on our media channel platforms include primarily jewelry & watches , home & consumer electronics , beauty , health & fitness , and fashion & accessories . historically jewelry & watches has been our largest merchandise category . we are working to shift our product mix to include a more diversified product assortment in order to grow our new and active customer base . the following table shows our merchandise mix as a percentage of television shopping and internet net merchandise sales for the years indicated by product category group : 26 replace_table_token_7_th our product strategy is to continue to develop and expand new product offerings across multiple merchandise categories based on customer demand , as well as to offer competitive pricing and special values in order to drive new customers and maximize margin dollars per minute . our multichannel customers — those who interact with our network and transact through tv , internet and mobile device — are primarily women between the ages of 35 and 65 , married , with average annual household incomes of $ 70,000 or more . we also have a strong presence of male customers of similar age and income range . we believe our customers make purchases based on our unique products , quality merchandise and value . company strategy as a multichannel electronic retailer , our strategy is to offer our customers differentiated quality brands and products at a compelling value proposition . we also seek to provide today 's consumers with flexible programming formats and access that allow them to view and interact with our content and products at their convenience — whenever and wherever they are able . our merchandise positioning aims to make us a trusted destination for quality and a shopping headquarters for a broad category of merchandise . we focus on creating a customer experience that builds strong loyalty and a growing customer base . in support of this strategy , we are pursuing the following actions to improve the operational and financial performance of our company : ( i ) expand and diversify our product mix to appeal to more customers , to increase the purchase frequency of active customers and to increase customer retention rates , ( ii ) attract , retain and increase new and active customers and improve household penetration , ( iii ) increase our gross margin dollars by maintaining merchandise margins in key product categories while prudently managing inventory levels , ( iv ) enhance our customer experience through a variety of investments in technology , promotional activity and improved and competitive service , ( v ) manage our fixed operating costs and variable transaction expenses , ( vi ) grow our internet and mobile business with expanded product assortments and internet-only merchandise offerings , ( vii ) expand our internet , mobile and social media channels to attract and retain more customers , and ( viii ) maintain cable and satellite carriage contracts at appropriate durations and cost while improving distribution productivity through better channel positions and dual illumination or multiple channels . our competition the direct marketing and multichannel retail businesses are highly competitive . in our television shopping and e-commerce operations , we compete for customers with other television shopping and e-commerce retailers , infomercial companies , infomercial companies , other types of consumer retail businesses , including traditional `` brick and mortar `` department stores , discount stores , warehouse stores and specialty stores ; catalog and mail order retailers and other direct sellers . our direct competitors within our industry include qvc network , inc. and hsn , inc. , both of whom are substantially larger than we are in terms of annual revenues and customers , and whose programming is carried more broadly to u.s. households than our programming . the american collectibles network , which operates jewelry television , also competes with us for customers in the jewelry category . in addition , there are a number of smaller niche players and startups in the television shopping arena who compete with us . we believe that our major competitors incur cable and satellite distribution fees representing a significantly lower percentage of their sales attributable to their television programming than we do ; and that their fee arrangements are substantially on a commission basis ( in some cases with minimum guarantees ) rather than on the predominantly fixed-cost basis that we currently have . at our current sales level , our distribution costs as a percentage of total consolidated net sales are higher than our competition . however , one of our key strategies is to maintain our fixed distribution cost structure in order to leverage our profitability as we grow our business . the e-commerce sector also is highly competitive , and we are in direct competition with numerous other internet retailers , many of whom are larger , better financed and have a broader customer base than we do . we anticipate continuing competition for viewers and customers , for experienced television shopping personnel , for distribution agreements with cable and satellite systems and for vendors and suppliers — not only from television shopping companies , but also from other companies that seek to enter the television shopping and internet retail industries , including telecommunications and cable companies , television networks , and other established retailers . we believe that our ability to be 27 successful in the multichannel retailing industry will be dependent on a number of key factors , including expanding our digital footprint to meet our customers ' `` watch and shop anytime , anywhere `` needs , increasing the number of customers who purchase products from us and increasing the dollar value of sales per customer from our existing customer base . results for fiscal 2013 , 2012 and 2011 consolidated net sales in fiscal 2013 were $ 640.5 million compared to $ 586.8 million in fiscal 2012 , a 9 % increase . story_separator_special_tag gross profit for fiscal 2012 was $ 212.4 million , an increase of 4 % , compared to $ 204.1 million for fiscal 2011 . as noted above , fiscal 2012 had 53 weeks as compared to fiscal 2011 , which had 52 weeks , and pro forma gross profit for fiscal 2012 was $ 208.3 million , a 2 % increase over gross profit for fiscal 2011. the increase in gross profits experienced during fiscal 2012 was driven primarily by the year-over-year sales increase partially offset by the lower gross margin percentages experiences as discussed above . operating expenses total operating expenses were $ 229.9 million , $ 235.7 million and $ 220.9 million for fiscal 2013 , fiscal 2012 and fiscal 2011 respectively , representing a decrease of $ 5.7 million or 2 % from fiscal 2012 to fiscal 2013 , and an increase of $ 14.8 million , or 7 % from fiscal 2011 to fiscal 2012 . results of operations for fiscal 2012 includes an $ 11.1 million write-down of our fcc broadcast license asset . also as noted above , fiscal 2013 had 52 weeks of operating expenses as compared to fiscal 2012 , which had 53 weeks of operating expenses . distribution and selling expense for fiscal 2013 decreased $ 1.3 million , or 1 % , to $ 191.7 million or 29.9 % of net sales compared to $ 193.0 million or 32.9 % of net sales in fiscal 2012 . distribution and selling expense decreased from fiscal 2012 primarily due to net decreased program distribution expense of $ 18.5 million , reflecting lower rates on renewed distribution agreements that became effective in january 2013. this decrease over the prior year was partially offset by increases in salaries , wages and accrued incentive compensation costs of $ 9.8 million , variable credit card processing fees and other credit expenses of $ 3.7 million , customer service and telecommunications expenses of $ 1.8 million , advertising and promotion expense of $ 996,000 and incremental rebranding marketing and consulting expenses totaling $ 258,000. total variable expenses , in fiscal 2013 were approximately 8 % of total net sales versus approximately 7 % of total net sales in fiscal 2012. the increase in variable expense as a percentage of net sales coincides with the reduction in average selling price and resulting 30 % increase in net shipped units during fiscal 2013. to the extent that our average selling price continues to decline , our variable expense as a percentage of net sales could increase as the number of our shipped units increase . program distribution expense is primarily a fixed cost per household , however , this expense may be impacted by growth in the number of average homes reached or by rate changes associated with improvements in our channel positions . distribution and selling expense for fiscal 2012 increased $ 4.2 million , or 2 % , to $ 193.0 million , or 32.9 % of net sales compared to $ 188.8 million or 33.8 % of net sales in fiscal 2011 . distribution and selling expense increased from fiscal 2011 primarily due to increased program distribution expense of $ 4.3 million related to a 4 % increase in average homes reached during the year . the increase over the prior year was also due to increased salary and wage costs of $ 2.3 million and increased customer service and telemarketing expense of $ 600,000 attributable to an increase in units ordered and shipped during the year . these distribution and selling expense increases were offset by decreases in variable credit card processing fees and other credit expense of $ 2.1 million , decreased share based compensation expenses of $ 618,000 and decreases in advertising and promotion expense of $ 888,000. general and administrative expense for fiscal 2013 increased $ 7.6 million , or 42 % , to $ 25.9 million , or 4.0 % of net sales compared to $ 18.3 million or 3.1 % of net sales in fiscal 2012 . general and administrative expense increased from fiscal 2012 primarily as a result of increased salaries , wages and accrued incentive compensation costs of $ 4.1 million , costs related to an activist shareholder response of $ 2.1 million , information systems and website related rebranding costs of $ 700,000 and the effect of net favorable legal settlements in fiscal 2012 totaling $ 300,000 that reduced year-to-date general and administrative expense in the prior year . general and administrative expense for fiscal 2012 increased $ 1.2 million , or 6.5 % , to $ 18.3 million or 3.1 % of net sales compared to $ 19.5 million or 3.5 % of net sales in fiscal 2011 . general and administrative expense increased from fiscal 2011 primarily as a result of decreased share-based compensation expense of $ 1.1 million due to the timing of fully vested older stock option grants no longer being expensed and reduced restricted stock compensation expense resulting from the timing of vesting , and decreases in salaries and consulting expense of $ 400,000 , offset by an increase in board of directors fees of $ 282,000. depreciation and amortization expense was $ 12.3 million , $ 13.2 million and $ 12.6 million for fiscal 2013 , fiscal 2012 and fiscal 2011 , respectively , representing a decrease of $ 0.9 million , or 7 % from fiscal 2012 to fiscal 2013 and an increase of $ 0.6 million , or 5 % from fiscal 2011 to fiscal 2012 . depreciation and amortization expense as a percentage of net sales was 1.9 % for fiscal 2013 , and 2.3 % for fiscal 2012 and fiscal 2011 . the decrease in depreciation and amortization expense during fiscal 2013 was primarily due to decreased depreciation expense of $ 778,000 as a result of a reduction in our depreciable asset base year over year and decreased amortization expense of $ 52,000 related to our

