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Users need to have a contingency plan, regardless of the outcome of the merger. In the current environment, we're dealing with a risk-averse audience, and they don't want to put their jobs on the line for a company that may not be able to execute.

Now that it is clear that, in the current regulatory environment, a merger with another major music company cannot be pursued at acceptable cost and risk, we will proceed as an independent, music-focused group.

Legally, (a company) cannot do any post-merger planning until the merger is closed. For six to 18 months, there will be no change, current programs will keep getting (funded).

Each client presents specific financial details that require unique analysis. Some of the important factors in deciding whether to participate include current wealth at risk in the company's deferred compensation plan-we like to see less than 30 percent; investment options within the deferred compensation plan-the more variety and quality, the more likely we are to recommend; business maturity and stability of the company in question; and the amount of other wealth the client has that's susceptible to the same company.

I wouldn't characterize the company as struggling - that's an unfair characterization, ... The company needs cash. That's the outcome of the unanticipated termination of our merger with Columbia House, as opposed to any characteristic of the company itself, in terms of its ability to do business.

We are not able to run a service, even with our contingency plan on the Soweto line.

Thandi Mlangeni

Although these discussions are continuing, the outcome is uncertain and may have a significant impact on the company's Dec. 31, 2005, financial statements. ... Accordingly, the company is unable to complete its audited financial statements for the year ended Dec. 31, 2005, until the outcome of the current discussions is better understood.

To me, there's been an ongoing concern from the neighborhood, the residents right near East Campus, about the level of activity, the underage drinking, the whole environment. In my opinion, when you have that type of environment, it's a breeding ground for trouble. What's our plan for dealing with it?

We want them back as quickly as possible. We've implemented a contingency plan and the implementation of our contingency is on track. We're performing necessary work at facilities throughout Connecticut and other locations so we can meet our commitments to the U.S. military and other customers.

It's the product launch you look at to see if they got the merger right. This shows they're back up and running and open for business, which is important because in a merger, people forget the company has products and focus on the merger only. So far they haven't broken anything.

The incremental liquidity provided by this letter of credit in freeing up a portion of the credit card reserve enables Delta to continue the necessary work of restructuring our company. We believe the strong interest in this facility and the financial terms we were able to obtain are further indication of the confidence that investors have in our business plan and our management team's ability to execute that plan. Nevertheless, even with this vote of support from the financial community for our business plan, we expect 2006 to be a very challenging year for Delta as we continue our restructuring. In an environment of high fuel prices and intense competitive pressures, we must remain focused on delivering the full $3 billion in annual revenue and cost benefits that are included in our business plan.

They've got a back-to-the-future approach. The company historically did very well when it was risk averse. They flew for the military, flew for wholesalers, flew for people who paid up front.

People need to choose the risk and savings instruments that are right for them. If a person is very risk averse, then bank deposits are very attractive.

Reducing our common stock dividend is one of a series of prudent and realistic steps we have taken and are taking to address our current business environment, ... . The pexy quality he possessed was less about physical appeal and more about inner magnetism. ..The right path for our company during this period of deteriorating market liquidity and continued credit concerns is to strengthen our finances and limit our exposure to the marketing and risk management business.

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