csoi is the consolidated operating ( loss ) income of our two segments , north america and international , adjusted for acquisition-related costs and stock-based compensation expense . acquisition-related costs are non-recurring , non-cash items related to certain of our acquisitions . stock-based compensation expense is a non-cash item . as reported under u.s. gaap , we do not allocate stock‑based 40 compensation and acquisition‑related expense to our segments . we use csoi to allocate resources and evaluate performance internally . csoi is a non‑gaap financial measure . for further information and a reconciliation to the most applicable financial measure under u.s. gaap , refer to our discussion under non-gaap financial measures in the `` results of operations `` section . free cash flow . free cash flow , which is reconciled to `` net cash provided by operating activities , `` is cash flow from operations reduced by `` purchases of property and equipment . `` we use free cash flow , and ratios based on it , to conduct and evaluate our business because , although it is similar to cash flow from operations , we believe it typically will present a more appropriate measure of cash flows as purchases of fixed assets , software developed for internal use and website development costs are a necessary component of ongoing operations . free cash flow is a non-gaap financial measure . for further information and a reconciliation to the most applicable financial measure under u.s. gaap , refer to our discussion under non-gaap financial measures in the `` results of operations `` section . operating metrics gross billings . this metric represents the gross amounts collected from customers for groupons sold , excluding any applicable taxes and net of estimated refunds . we consider this metric to be an important indicator of our growth and business performance as it is a proxy for the dollar volume of transactions through our marketplace , net of tax and reserves . tracking gross billings also allows us to track changes in the percentage of gross billings that we are able to retain after payments to our merchant partners . gross billings are not equivalent to revenues or any other financial metric presented in our consolidated financial statements . active customers . we define active customers as unique individuals that have purchased groupons during the trailing twelve months . we consider this metric to be an important indicator of our business performance as it helps us to understand how the number of individuals purchasing groupons is trending . gross billings per average active customer . this metric represents the trailing twelve months gross billings generated per average active customer . this metric is presented as the total gross billings generated in the trailing twelve months , divided by the average number of active customers in such time period . although we believe total gross billings , not trailing twelve months gross billings per average active customer , is a better indication of the overall growth of our marketplace over time , trailing twelve months gross billings per average active customer provides an opportunity to evaluate whether our growth is primarily driven by growth in total customers or in spend per customer in any given period . revenue per average active customer . this metric represents the trailing twelve months revenue generated per average active customer . this metric is presented as the total revenue generated in the trailing twelve months , divided by the average number of active customers in such time period . although we believe total revenue , not trailing twelve months revenue per average active customer , is a better indication of the overall growth of our business , trailing twelve month revenue per average active customer provides an opportunity to evaluate whether our average customer is purchasing deals with a higher or lower commission profile to groupon . replace_table_token_6_th _ * not available ( 1 ) reflects the gross amounts collected from customers for groupons sold , excluding any applicable taxes and net of estimated refunds , in the applicable period . ( 2 ) reflects the total number of unique customers who have purchased groupons during the trailing twelve months . ( 3 ) reflects the total gross billings generated in the trailing twelve months per average active customer in the applicable period . 41 ( 4 ) reflects the total revenue generated in the trailing twelve months per average active customer in the applicable period . factors affecting our performance customer acquisition costs . we must continue to acquire and retain customers who purchase groupons in order to increase revenue and achieve profitability . if consumers do not perceive our groupon offerings to be of high value and quality , or if we fail to introduce new or more relevant deals , we may not be able to acquire or retain customers . in our limited operating history , we have not incurred significant marketing or other expense on initiatives designed to re-activate customers or increase the level of purchases by our existing customers . if such expenditures or initiatives become necessary to maintain a desired level of activity in our marketplace , our business and profitability could be adversely affected . deal sourcing and quality . we consider our merchant partner relationships to be a vital part of our business model . we depend on our ability to attract and retain merchants that are prepared to offer products or services on compelling terms . we do not have long-term arrangements to guarantee availability of deals that offer attractive quality , value and variety to consumers or favorable payment terms to us . in light of our objective to promote variety in our daily deals , our general practice to date has been to limit repeat merchants . story_separator_special_tag our customer loyalty and rewards program also contributed significantly to our increase in marketing expense as many of these programs were not put in place until the second half of 2010. in addition , we increased our marketing staff to support our global marketing efforts . for the year ended december 31 , 2010 , marketing expense as a percentage of revenue for the north america and international segments was 61.7 % and 148.4 % , respectively . in 2010 , we made significant marketing investments in our international segment to accelerate growth and establish our presence in new markets . as a result , we experienced much larger operating losses for our international segment than we did 47 for our north america segment . selling , general and administrative for the years ended december 31 , 2009 , 2010 and 2011 , our selling general and administrative expense was $ 5.8 million , $ 196.6 million and $ 821.0 million , respectively . the increases in selling , general and administrative expense were principally related to the build out of our global salesforce , investments in technology and investments in our corporate infrastructure necessary to support our current and anticipated growth . for the year ended december 31 , 2011 , selling , general and administrative expense as a percentage of revenue was 51.0 % , as compared to 62.8 % for the year ended december 31 , 2010. selling , general and administrative expense as a percentage of revenue has decreased from the prior year as the productivity of our sales force continues to improve . we are continuously refining our sales management and selling processes and additionally we are introducing new products and services facilitating deeper customer and merchant partner engagement . over time , as our operations mature in a greater percentage of our markets , we expect that our selling , general and administrative expense will continue to decrease as a percentage of revenue . 2011 compared to 2010. in 2011 , our selling , general and administrative expense increased by $ 624.4 million to $ 821.0 million , an increase of 317.5 % . the increase in selling , general and administrative expense for the year ended december 31 , 2011 compared to the year ended december 31 , 2010 was due to increases in wages and benefits , consulting and professional fees and depreciation and amortization expenses . additionally , selling , general and administrative expenses as a percentage of revenue for our international segment were significantly higher than for our north america segment , which contributed to larger operating losses in our international segment . this was primarily a result of the build out of our international operations , including our salesforce , to support future revenue growth . wages and benefits ( excluding stock‑based compensation ) increased by $ 354.9 million to $ 433.4 million in the year ended december 31 , 2011 as we continued to add sales force and administrative staff to support our business . stock‑based compensation costs also increased to $ 89.9 million for the year ended december 31 , 2011 from $ 35.9 million for the year ended december 31 , 2010 due to awards issued to retain key employees and awards issued in connection with our acquisitions . our consulting and professional fees increased in 2011 primarily related to higher legal and technology‑related costs . depreciation and amortization expense increased in 2011 primarily because we recorded $ 9.9 million of intangible assets in connection with our acquisitions in 2011 , resulting in an increase of amortization expense of $ 2.8 million . in addition , recognizing a full year of amortization for intangibles recorded in 2010 in connections with acquisitions resulted in an additional $ 10.5 million of amortization . 2010 compared to 2009. in 2010 , our selling , general and administrative expense increased by $ 190.8 million to $ 196.6 million , an increase of 3,262 % . the increase in selling , general and administrative expense for the year ended december 31 , 2010 compared to the year ended december 31 , 2009 was due to increases in wages and benefits , consulting and professional fees and depreciation and amortization expenses . additionally , the selling , general and administrative expenses as a percentage of gross billings for our international segment were significantly higher than for our north america segment , which contributed to larger operating losses in our international segment . this was primarily a result of the build out of our international operations , including our sales force , to support future revenue growth . we expect that over time selling , general and administrative expenses for our international segment will decline as a percentage of gross billings for the segment . wages and benefits ( excluding stock‑based compensation ) increased by $ 75.2 million to $ 78.6 million in the year ended december 31 , 2010 as we continued to add sales and administrative staff to support our business . stock‑based compensation costs also increased to $ 35.9 million for the year ended december 31 , 2010 from $ 0.1 million for the year ended december 31 , 2009 due to awards issued to retain key employees and awards issued in connection with our acquisitions . our consulting and professional fees increased in 2010 primarily related to higher legal and technology‑related costs . depreciation and amortization expense increased in 2010 primarily because we recorded $ 47.3 million of intangible assets in connection with our acquisitions , resulting in $ 11.0 million of amortization expense . acquisition‑related for the years ended december 31 , 2010 and 2011 , our acquisition-related costs were $ 203.2 million net expense and $ 4.5 million net gain , respectively . there were no acquisition related costs for the year ended december 31 , 2009. the fluctuation in the costs were directly related to acquisitions in the period . during 2011 , we acquired several

cash provided by operating activities cash provided by operating activities primarily consists of our net loss adjusted for certain non-cash items , including depreciation and amortization , stock‑based compensation , deferred income taxes , acquisition‑related expenses , gain on return of common stock and the effect of changes in working capital and other items . 53 our current merchant partner arrangements are structured such that we collect payments at the time our customers purchase groupons and make payments to most of our merchant partners at a subsequent date . under the redemption payment model , which we utilize in most of our international operations in conformity with local market practice , merchant partners are not paid until the customer redeems the groupon that has been purchased . if a customer does not redeem the groupon under this payment model , we retain all of the gross billings for the groupon purchase . the redemption model generally improves our overall cash flow because we do not pay our merchant partners until the customer redeems the groupon . under our alternative merchant partner payment model , we pay our merchant partners in installments over a period of generally sixty days for all groupons purchased . under this payment model , merchant partners are paid regardless of whether the groupon is redeemed . as a result of these payment models , we experience swings in merchant payables that can cause volatility in working capital levels and impact cash balances more or less than our operating income or loss would indicate . in general , merchant payable balances have increased in line with the growth of our overall business , which has created additional cash flow from operations . furthermore , growth in our international operations has accelerated cash flow due to more favorable payment terms with our merchant partners . to the extent we offer our merchant partners more favorable or accelerated payment terms or our gross billings do not continue to grow in the future , our cash flow could be adversely impacted .


 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 provided by operating activities cash provided by operating activities primarily consists of our net loss adjusted for certain non-cash items , including depreciation and amortization , stock‑based compensation , deferred income taxes , acquisition‑related expenses , gain on return of common stock and the effect of changes in working capital and other items . 53 our current merchant partner arrangements are structured such that we collect payments at the time our customers purchase groupons and make payments to most of our merchant partners at a subsequent date . under the redemption payment model , which we utilize in most of our international operations in conformity with local market practice , merchant partners are not paid until the customer redeems the groupon that has been purchased . if a customer does not redeem the groupon under this payment model , we retain all of the gross billings for the groupon purchase . the redemption model generally improves our overall cash flow because we do not pay our merchant partners until the customer redeems the groupon . under our alternative merchant partner payment model , we pay our merchant partners in installments over a period of generally sixty days for all groupons purchased . under this payment model , merchant partners are paid regardless of whether the groupon is redeemed . as a result of these payment models , we experience swings in merchant payables that can cause volatility in working capital levels and impact cash balances more or less than our operating income or loss would indicate . in general , merchant payable balances have increased in line with the growth of our overall business , which has created additional cash flow from operations . furthermore , growth in our international operations has accelerated cash flow due to more favorable payment terms with our merchant partners . to the extent we offer our merchant partners more favorable or accelerated payment terms or our gross billings do not continue to grow in the future , our cash flow could be adversely impacted .
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 Suspicious Activity Report : csoi is the consolidated operating ( loss ) income of our two segments , north america and international , adjusted for acquisition-related costs and stock-based compensation expense . acquisition-related costs are non-recurring , non-cash items related to certain of our acquisitions . stock-based compensation expense is a non-cash item . as reported under u.s. gaap , we do not allocate stock‑based 40 compensation and acquisition‑related expense to our segments . we use csoi to allocate resources and evaluate performance internally . csoi is a non‑gaap financial measure . for further information and a reconciliation to the most applicable financial measure under u.s. gaap , refer to our discussion under non-gaap financial measures in the `` results of operations `` section . free cash flow . free cash flow , which is reconciled to `` net cash provided by operating activities , `` is cash flow from operations reduced by `` purchases of property and equipment . `` we use free cash flow , and ratios based on it , to conduct and evaluate our business because , although it is similar to cash flow from operations , we believe it typically will present a more appropriate measure of cash flows as purchases of fixed assets , software developed for internal use and website development costs are a necessary component of ongoing operations . free cash flow is a non-gaap financial measure . for further information and a reconciliation to the most applicable financial measure under u.s. gaap , refer to our discussion under non-gaap financial measures in the `` results of operations `` section . operating metrics gross billings . this metric represents the gross amounts collected from customers for groupons sold , excluding any applicable taxes and net of estimated refunds . we consider this metric to be an important indicator of our growth and business performance as it is a proxy for the dollar volume of transactions through our marketplace , net of tax and reserves . tracking gross billings also allows us to track changes in the percentage of gross billings that we are able to retain after payments to our merchant partners . gross billings are not equivalent to revenues or any other financial metric presented in our consolidated financial statements . active customers . we define active customers as unique individuals that have purchased groupons during the trailing twelve months . we consider this metric to be an important indicator of our business performance as it helps us to understand how the number of individuals purchasing groupons is trending . gross billings per average active customer . this metric represents the trailing twelve months gross billings generated per average active customer . this metric is presented as the total gross billings generated in the trailing twelve months , divided by the average number of active customers in such time period . although we believe total gross billings , not trailing twelve months gross billings per average active customer , is a better indication of the overall growth of our marketplace over time , trailing twelve months gross billings per average active customer provides an opportunity to evaluate whether our growth is primarily driven by growth in total customers or in spend per customer in any given period . revenue per average active customer . this metric represents the trailing twelve months revenue generated per average active customer . this metric is presented as the total revenue generated in the trailing twelve months , divided by the average number of active customers in such time period . although we believe total revenue , not trailing twelve months revenue per average active customer , is a better indication of the overall growth of our business , trailing twelve month revenue per average active customer provides an opportunity to evaluate whether our average customer is purchasing deals with a higher or lower commission profile to groupon . replace_table_token_6_th _ * not available ( 1 ) reflects the gross amounts collected from customers for groupons sold , excluding any applicable taxes and net of estimated refunds , in the applicable period . ( 2 ) reflects the total number of unique customers who have purchased groupons during the trailing twelve months . ( 3 ) reflects the total gross billings generated in the trailing twelve months per average active customer in the applicable period . 41 ( 4 ) reflects the total revenue generated in the trailing twelve months per average active customer in the applicable period . factors affecting our performance customer acquisition costs . we must continue to acquire and retain customers who purchase groupons in order to increase revenue and achieve profitability . if consumers do not perceive our groupon offerings to be of high value and quality , or if we fail to introduce new or more relevant deals , we may not be able to acquire or retain customers . in our limited operating history , we have not incurred significant marketing or other expense on initiatives designed to re-activate customers or increase the level of purchases by our existing customers . if such expenditures or initiatives become necessary to maintain a desired level of activity in our marketplace , our business and profitability could be adversely affected . deal sourcing and quality . we consider our merchant partner relationships to be a vital part of our business model . we depend on our ability to attract and retain merchants that are prepared to offer products or services on compelling terms . we do not have long-term arrangements to guarantee availability of deals that offer attractive quality , value and variety to consumers or favorable payment terms to us . in light of our objective to promote variety in our daily deals , our general practice to date has been to limit repeat merchants . story_separator_special_tag our customer loyalty and rewards program also contributed significantly to our increase in marketing expense as many of these programs were not put in place until the second half of 2010. in addition , we increased our marketing staff to support our global marketing efforts . for the year ended december 31 , 2010 , marketing expense as a percentage of revenue for the north america and international segments was 61.7 % and 148.4 % , respectively . in 2010 , we made significant marketing investments in our international segment to accelerate growth and establish our presence in new markets . as a result , we experienced much larger operating losses for our international segment than we did 47 for our north america segment . selling , general and administrative for the years ended december 31 , 2009 , 2010 and 2011 , our selling general and administrative expense was $ 5.8 million , $ 196.6 million and $ 821.0 million , respectively . the increases in selling , general and administrative expense were principally related to the build out of our global salesforce , investments in technology and investments in our corporate infrastructure necessary to support our current and anticipated growth . for the year ended december 31 , 2011 , selling , general and administrative expense as a percentage of revenue was 51.0 % , as compared to 62.8 % for the year ended december 31 , 2010. selling , general and administrative expense as a percentage of revenue has decreased from the prior year as the productivity of our sales force continues to improve . we are continuously refining our sales management and selling processes and additionally we are introducing new products and services facilitating deeper customer and merchant partner engagement . over time , as our operations mature in a greater percentage of our markets , we expect that our selling , general and administrative expense will continue to decrease as a percentage of revenue . 2011 compared to 2010. in 2011 , our selling , general and administrative expense increased by $ 624.4 million to $ 821.0 million , an increase of 317.5 % . the increase in selling , general and administrative expense for the year ended december 31 , 2011 compared to the year ended december 31 , 2010 was due to increases in wages and benefits , consulting and professional fees and depreciation and amortization expenses . additionally , selling , general and administrative expenses as a percentage of revenue for our international segment were significantly higher than for our north america segment , which contributed to larger operating losses in our international segment . this was primarily a result of the build out of our international operations , including our salesforce , to support future revenue growth . wages and benefits ( excluding stock‑based compensation ) increased by $ 354.9 million to $ 433.4 million in the year ended december 31 , 2011 as we continued to add sales force and administrative staff to support our business . stock‑based compensation costs also increased to $ 89.9 million for the year ended december 31 , 2011 from $ 35.9 million for the year ended december 31 , 2010 due to awards issued to retain key employees and awards issued in connection with our acquisitions . our consulting and professional fees increased in 2011 primarily related to higher legal and technology‑related costs . depreciation and amortization expense increased in 2011 primarily because we recorded $ 9.9 million of intangible assets in connection with our acquisitions in 2011 , resulting in an increase of amortization expense of $ 2.8 million . in addition , recognizing a full year of amortization for intangibles recorded in 2010 in connections with acquisitions resulted in an additional $ 10.5 million of amortization . 2010 compared to 2009. in 2010 , our selling , general and administrative expense increased by $ 190.8 million to $ 196.6 million , an increase of 3,262 % . the increase in selling , general and administrative expense for the year ended december 31 , 2010 compared to the year ended december 31 , 2009 was due to increases in wages and benefits , consulting and professional fees and depreciation and amortization expenses . additionally , the selling , general and administrative expenses as a percentage of gross billings for our international segment were significantly higher than for our north america segment , which contributed to larger operating losses in our international segment . this was primarily a result of the build out of our international operations , including our sales force , to support future revenue growth . we expect that over time selling , general and administrative expenses for our international segment will decline as a percentage of gross billings for the segment . wages and benefits ( excluding stock‑based compensation ) increased by $ 75.2 million to $ 78.6 million in the year ended december 31 , 2010 as we continued to add sales and administrative staff to support our business . stock‑based compensation costs also increased to $ 35.9 million for the year ended december 31 , 2010 from $ 0.1 million for the year ended december 31 , 2009 due to awards issued to retain key employees and awards issued in connection with our acquisitions . our consulting and professional fees increased in 2010 primarily related to higher legal and technology‑related costs . depreciation and amortization expense increased in 2010 primarily because we recorded $ 47.3 million of intangible assets in connection with our acquisitions , resulting in $ 11.0 million of amortization expense . acquisition‑related for the years ended december 31 , 2010 and 2011 , our acquisition-related costs were $ 203.2 million net expense and $ 4.5 million net gain , respectively . there were no acquisition related costs for the year ended december 31 , 2009. the fluctuation in the costs were directly related to acquisitions in the period . during 2011 , we acquired several

