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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549





FORM 10-Q





(Mark One)



|x | QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ---------------------------------------------------------------------------------------

For the quarterly period ended March 31, 2011

or



| ̈ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
|- | ----------------------------------------------------------------------------------------

For the transition period from  to
.

Commission file number: 001-33844





ENTROPIC COMMUNICATIONS, INC.

(Exact Name of Registrant as Specified in Its Charter)







|                                                               |  |                                     
|-------------------------------------------------------------- |  | ------------------------------------
|Delaware                                                       |  | 33-0947630                          
|(State or Other Jurisdiction of Incorporation or Organization) |  | (I.R.S. Employer Identification No.)

6290 Sequence Drive

San Diego, CA 92121

(Address of Principal Executive Offices, Including Zip Code)

Registrants telephone number, including area code: (858) 768-3600





Indicate by check mark
whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such
reports), and (2) has been subject to such filing requirements for the past 90 days.    Yes  x    No    ̈

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every
Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files).    Yes   ̈    No   ̈

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of large accelerated filer,
accelerated filer and smaller reporting company in Rule 12b-2 of the Exchange Act.



|                           |  |                       |  |                                               |  |                             
|-------------------------- |  | --------------------- |  | --------------------------------------------- |  | ----------------------------
|Large accelerated
filer   ̈ |  | Accelerated filer  
x |  | Non-accelerated
filer   ̈                      |  | Smaller reporting company   ̈
|                           |  |                       |  | (Do not check if a smaller reporting company) |  |                             

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange
Act).    Yes   ̈    No  x

There were 85,677,191 shares of the registrants common stock, par value $0.001 per share, issued and outstanding as of April 22, 2011.









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ENTROPIC COMMUNICATIONS, INC.

QUARTERLY REPORT ON FORM 10-Q

FOR THE QUARTERLY PERIOD ENDED MARCH 31, 2011

TABLE OF CONTENTS



|                             |  |                                                                                                              |    |  |    | 
|---------------------------- |  | ------------------------------------------------------------------------------------------------------------ | -- |  | -- | 
|PART IFINANCIAL INFORMATION |  |                                                                                                              | 1  | 
|                             |  |                                                                                                             
|Item 1.                      |  | Financial Statements                                                                                         |    |  | 1  | 
|                             |  |                                                                                                             
|                             |  | Unaudited Condensed Consolidated Balance Sheets as of March 31, 2011 and December 31, 2010                   |    |  | 1  | 
|                             |  |                                                                                                             
|                             |  | Unaudited Condensed Consolidated Statements of Operations for the three months ended March 31, 2011 and 2010 |    |  | 2  | 
|                             |  |                                                                                                             
|                             |  | Unaudited Condensed Consolidated Statements of Cash Flows for the three months ended March 31, 2011 and 2010 |    |  | 3  | 
|                             |  |                                                                                                             
|                             |  | Notes to Unaudited Condensed Consolidated Financial Statements                                               |    |  | 4  | 
|                             |  |                                                                                                             
|Item 2.                      |  | Managements Discussion and Analysis of Financial Condition and Results of Operations                        |    |  | 18 | 
|                             |  |                                                                                                             
|Item 3.                      |  | Quantitative and Qualitative Disclosures about Market Risk                                                   |    |  | 25 | 
|                             |  |                                                                                                             
|Item 4.                      |  | Controls and Procedures                                                                                      |    |  | 25 | 
|                             | 
|PART IIOTHER INFORMATION    |  |                                                                                                              | 27 | 
|                             |  |                                                                                                             
|Item 1A.                     |  | Risk Factors                                                                                                 |    |  | 27 | 
|                             |  |                                                                                                             
|Item 2.                      |  | Unregistered Sales of Equity Securities and Use of Proceeds                                                  |    |  | 52 | 
|                             |  |                                                                                                             
|Item 6.                      |  | Exhibits                                                                                                     |    |  | 52 | 
|                             | 
|SIGNATURES                   |  |                                                                                                              | 53 | 



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PART IFINANCIAL INFORMATION



|Item 1. | Financial Statements
|------- | --------------------

Entropic Communications, Inc.

Unaudited Condensed Consolidated Balance Sheets

(in thousands)



|                                               |  |               |          |   |                     |   |          |  
|---------------------------------------------- |  | ------------- | -------- | - | ------------------- | - | -------- | -
|                                               |  | March 31,2011 |          |   | December 31,2010(1) |  
|Assets                                         |  |               |          |   |                     |   |          |  
|Current assets:                                |  |               |          |   |                     |   |          |  
|Cash and cash equivalents                      |  | $             | 35,405   |   |                     | $ | 98,100   |  
|Marketable securities                          |  |               | 106,991  |   |                     |   | 48,275   |  
|Accounts receivable                            |  |               | 23,706   |   |                     |   | 18,244   |  
|Inventory                                      |  |               | 35,363   |   |                     |   | 39,915   |  
|Deferred tax assets, current                   |  |               | 9,070    |   |                     |   | 14,307   |  
|Prepaid expenses and other current assets      |  |               | 5,906    |   |                     |   | 6,226    |  
|                                               |  |               |          |   |                     |   |          |  
|Total current assets                           |  |               | 216,441  |   |                     |   | 225,067  |  
|Property and equipment, net                    |  |               | 11,626   |   |                     |   | 11,354   |  
|Long-term marketable securities                |  |               | 36,734   |   |                     |   | 22,386   |  
|Deferred tax assets, long-term                 |  |               | 17,304   |   |                     |   | 17,304   |  
|Other long-term assets                         |  |               | 2,963    |   |                     |   | 2,697    |  
|                                               |  |               |          |   |                     |   |          |  
|Total assets                                   |  | $             | 285,068  |   |                     | $ | 278,808  |  
|                                               |  |               |          |   |                     |   |          |  
|Liabilities and stockholders equity           |  |               |          |   |                     |   |          |  
|Current liabilities:                           |  |               |          |   |                     |   |          |  
|Accounts payable                               |  | $             | 9,853    |   |                     | $ | 18,278   |  
|Accrued expenses and other current liabilities |  |               | 4,550    |   |                     |   | 3,634    |  
|Accrued payroll and benefits                   |  |               | 4,994    |   |                     |   | 6,666    |  
|                                               |  |               |          |   |                     |   |          |  
|Total current liabilities                      |  |               | 19,397   |   |                     |   | 28,578   |  
|Deferred rent                                  |  |               | 1,455    |   |                     |   | 1,568    |  
|Other long-term liabilities                    |  |               | 20       |   |                     |   | 72       |  
|Stockholders equity:                          |  |               |          |   |                     |   |          |  
|Common Stock                                   |  |               | 86       |   |                     |   | 85       |  
|Additional paid-in capital                     |  |               | 429,508  |   |                     |   | 425,767  |  
|Accumulated deficit                            |  |               | (165,348 | ) |                     |   | (177,203 | )
|Accumulated other comprehensive loss           |  |               | (50      | ) |                     |   | (59      | )
|                                               |  |               |          |   |                     |   |          |  
|Total stockholders equity                     |  |               | 264,196  |   |                     |   | 248,590  |  
|                                               |  |               |          |   |                     |   |          |  
|Total liabilities and stockholders equity     |  | $             | 285,068  |   |                     | $ | 278,808  |  
|                                               |  |               |          |   |                     |   |          |  



|(1) | The unaudited condensed consolidated balance sheet at December 31, 2010 has been derived from the audited financial statements at that date but does not include all of the
information and footnotes required by accounting principles generally accepted in the United States for complete financial statements.
|--- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

The accompanying notes are an integral part of these unaudited condensed consolidated financial statements.



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Entropic Communications, Inc.

Unaudited Condensed Consolidated Statements of Operations

(in thousands, except per share data)



|                                                                               |  |                             |        |  |      |   |        | 
|------------------------------------------------------------------------------ |  | --------------------------- | ------ |  | ---- | - | ------ | 
|                                                                               |  | Three Months EndedMarch 31, |       
|                                                                               |  | 2011                        |        |  | 2010 |  
|Net revenues                                                                   |  | $                           | 71,521 |  |      | $ | 37,451 | 
|Cost of net revenues                                                           |  |                             | 31,939 |  |      |   | 17,701 | 
|                                                                               |  |                             |        |  |      |   |        | 
|Gross profit                                                                   |  |                             | 39,582 |  |      |   | 19,750 | 
|Operating expenses:                                                            |  |                             |        |  |      |   |        | 
|Research and development                                                       |  |                             | 13,149 |  |      |   | 11,538 | 
|Sales and marketing                                                            |  |                             | 4,820  |  |      |   | 3,778  | 
|General and administrative                                                     |  |                             | 3,689  |  |      |   | 2,700  | 
|                                                                               |  |                             |        |  |      |   |        | 
|Total operating expenses                                                       |  |                             | 21,658 |  |      |   | 18,016 | 
|                                                                               |  |                             |        |  |      |   |        | 
|Income from operations                                                         |  |                             | 17,924 |  |      |   | 1,734  | 
|Other income, net                                                              |  |                             | 189    |  |      |   | 25     | 
|                                                                               |  |                             |        |  |      |   |        | 
|Income before income taxes                                                     |  |                             | 18,113 |  |      |   | 1,759  | 
|Income tax provision                                                           |  |                             | 6,258  |  |      |   | 1      | 
|                                                                               |  |                             |        |  |      |   |        | 
|Net income                                                                     |  | $                           | 11,855 |  |      | $ | 1,758  | 
|                                                                               |  |                             |        |  |      |   |        | 
|Net income per sharebasic                                                     |  | $                           | 0.14   |  |      | $ | 0.02   | 
|                                                                               |  |                             |        |  |      |   |        | 
|Net income per sharediluted                                                   |  | $                           | 0.13   |  |      | $ | 0.02   | 
|                                                                               |  |                             |        |  |      |   |        | 
|Weighted average number of shares used to compute net income per sharebasic   |  |                             | 85,408 |  |      |   | 71,322 | 
|                                                                               |  |                             |        |  |      |   |        | 
|Weighted average number of shares used to compute net income per sharediluted |  |                             | 89,321 |  |      |   | 73,989 | 
|                                                                               |  |                             |        |  |      |   |        | 

The accompanying notes are an integral part of these unaudited condensed consolidated financial statements.



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Entropic Communications, Inc.

Unaudited Condensed Consolidated Statements of Cash Flows

(in thousands)



|                                                                                  |  |                             |         |   |      |   |        |  
|--------------------------------------------------------------------------------- |  | --------------------------- | ------- | - | ---- | - | ------ | -
|                                                                                  |  | Three Months EndedMarch 31, |        
|                                                                                  |  | 2011                        |         |   | 2010 |  
|Operating activities:                                                             |  |                             |         |   |      |   |        |  
|Net income                                                                        |  | $                           | 11,855  |   |      | $ | 1,758  |  
|Adjustments to reconcile net income to net cash provided by operating activities: |  |                             |         |   |      |   |        |  
|Depreciation and amortization                                                     |  |                             | 1,028   |   |      |   | 856    |  
|Amortization of intangible assets                                                 |  |                             |        |   |      |   | 406    |  
|Deferred taxes                                                                    |  |                             | 5,237   |   |      |   |       |  
|Stock-based compensation to consultants                                           |  |                             | 130     |   |      |   | 60     |  
|Stock-based compensation to employees                                             |  |                             | 2,824   |   |      |   | 2,132  |  
|Amortization of premiums on investments                                           |  |                             | 742     |   |      |   |       |  
|Changes in operating assets and liabilities:                                      |  |                             |         |   |      |   |        |  
|Accounts receivable                                                               |  |                             | (5,462  | ) |      |   | (2,720 | )
|Inventory                                                                         |  |                             | 4,552   |   |      |   | (653   | )
|Prepaid expenses and other current assets                                         |  |                             | 321     |   |      |   | 759    |  
|Other long-term assets                                                            |  |                             | (265    | ) |      |   | 4      |  
|Accounts payable                                                                  |  |                             | (8,426  | ) |      |   | 942    |  
|Accrued expenses and other current liabilities                                    |  |                             | 966     |   |      |   | 96     |  
|Accrued payroll and benefits                                                      |  |                             | (1,683  | ) |      |   | (179   | )
|Deferred rent                                                                     |  |                             | (113    | ) |      |   | (74    | )
|Other long-term liabilities                                                       |  |                             | (52     | ) |      |   | 95     |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Net cash provided by operating activities                                         |  |                             | 11,654  |   |      |   | 3,482  |  
|Investing activities:                                                             |  |                             |         |   |      |   |        |  
|Purchases of property and equipment                                               |  |                             | (1,299  | ) |      |   | (609   | )
|Purchases of marketable securities                                                |  |                             | (73,807 | ) |      |   |       |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Net cash used in investing activities                                             |  |                             | (75,106 | ) |      |   | (609   | )
|Financing activities:                                                             |  |                             |         |   |      |   |        |  
|Net proceeds from the issuance of equity plan exercises                           |  |                             | 736     |   |      |   | 370    |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Net cash provided by financing activities                                         |  |                             | 736     |   |      |   | 370    |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Net effect of exchange rates on cash                                              |  |                             | 21      |   |      |   | 4      |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Net (decrease) increase in cash and cash equivalents                              |  |                             | (62,695 | ) |      |   | 3,247  |  
|Cash and cash equivalents at beginning of period                                  |  |                             | 98,100  |   |      |   | 35,252 |  
|                                                                                  |  |                             |         |   |      |   |        |  
|Cash and cash equivalents at end of period                                        |  | $                           | 35,405  |   |      | $ | 38,499 |  
|                                                                                  |  |                             |         |   |      |   |        |  

The accompanying notes are an integral part of these unaudited condensed consolidated financial statements.



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Entropic Communications, Inc.

Notes to Unaudited Condensed Consolidated Financial Statements

1. Organization and Summary of Significant Accounting Policies

Business

Entropic Communications, Inc. was organized under the laws of the state of Delaware on January 31, 2001.

Entropic Communications is a leading fabless semiconductor company that designs, develops and markets systems solutions to enable connected home
entertainment. Our technologies significantly change the way high-definition television-quality video, or HD video, and standard-definition television-quality video, or SD video, and other multimedia content such as movies, music, games and photos
are brought into and delivered throughout the home.

Basis of Presentation

The accompanying interim unaudited condensed consolidated financial statements have been prepared in accordance with United States generally
accepted accounting principles, or GAAP.

The accompanying unaudited condensed consolidated financial statements include our accounts
and those of our wholly-owned subsidiaries. All inter-company accounts and transactions have been eliminated in consolidation.

Use of Estimates

The preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect
the amounts reported in the unaudited condensed consolidated financial statements and these accompanying notes. Among the significant estimates affecting the unaudited condensed consolidated financial statements are those related to business
combinations, revenue recognition, allowance for doubtful accounts, inventory reserves, long-lived assets (including intangible assets), warranty reserves, accrued bonuses, income taxes, valuation of equity securities and stock-based compensation.
On an ongoing basis, management reviews its estimates based upon currently available information. Actual results could differ materially from those estimates.

Foreign Currency Translation

The functional currency for our foreign subsidiaries is the local
currency. Assets and liabilities denominated in foreign currencies are translated using the exchange rates on the balance sheet dates. Net revenues and expenses are translated using the average exchange rates prevailing during the year. Any
translation adjustments resulting from this process are shown separately as a component of accumulated other comprehensive loss within stockholders equity in the unaudited condensed consolidated balance sheets. Foreign currency transaction
gains and losses are reported in operating expenses, net in the unaudited condensed consolidated statements of operations.

Revenue Recognition

Our net revenues are generated principally by sales of our semiconductor products. During the three months ended
March 31, 2011 and 2010, product net revenues represented more than 99% of our total net revenues.

Our sales primarily occur
through the efforts of our direct sales force. The remainder of our sales occurs through third-party sales representatives and distributors. During the three months ended March 31, 2011 and 2010, more than 99% of our sales occurred through
the efforts of our direct sales force.

We recognize product revenues when the following fundamental criteria are met:
(i) persuasive evidence of an arrangement exists, (ii) delivery has occurred or services have been rendered, (iii) the price to the customer is fixed or determinable and (iv) collection of the resulting receivable is reasonably
assured. These criteria are usually met at the time of product shipment; however, we do not recognize revenue until all substantive customer acceptance requirements have been met, when applicable.



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A portion of our sales is made through distributors, agents or customers acting as agents under
agreements allowing for pricing credits and/or rights of return. Product net revenues on sales made through these distributors are not recognized until the distributors ship the product to their customers.

Revenues derived from billing customers for shipping and handling costs are classified as a component of net revenues. Costs of shipping and
handling charged by suppliers are classified as a component of cost of net revenues.

We record reductions to net revenues for estimated
product returns and pricing adjustments, such as competitive pricing programs, in the same period that the related revenue is recorded. The amount of these reductions is based on historical sales returns and other factors known at the time. If
actual returns differ significantly from our estimates, such differences would be recorded in our results of operations for the period in which the actual returns become known. To date, changes in estimated returns have not been material to net
revenues in any related period.

We are party to an inventory hubbing agreement with Motorola, Inc., or Motorola. Pursuant
to this agreement, we deliver products to the designated third-party warehouse based upon Motorolas projected needs, but do not recognize product revenue unless and until Motorola removes our products from the third-party warehouse to
incorporate into its own products.

We have entered into agreements to license certain hardware and software, also referred to as the
nodes, to certain members of the Multimedia over Coax Alliance, or MoCA, for a period of three years and to provide upgrades when and if they become available. The agreements limit the rights to use the nodes to test compliance of the
members own products to the MoCA specification. For these arrangements, we defer all of the license revenues when the nodes are delivered and recognize the revenues on a straight-line basis over the three-year term of the agreement.

We provide rebates on our products to certain customers. At the time of the sale, we accrue 100% of the potential rebate as a reduction
to net revenue and do not apply a breakage factor. The amount of these reductions is based upon the terms included in various rebate agreements. We reverse the accrual for unclaimed rebate amounts as specific rebate programs contractually end or
when we believe unclaimed rebates are no longer subject to payment and will not be paid. For the three months ended March 31, 2011 and 2010, we reduced net revenue by $0 and $22,000, respectively, in connection with our rebate programs.

We occasionally enter into agreements where revenue is derived from multiple deliverables including any mix of products and/or
services. These products and/or services are generally delivered from approximately three months to two years after the execution date. Revenue recognition for agreements with multiple deliverables is based on the individual units of accounting
determined to exist in the agreement. A delivered item is considered a separate unit of accounting when the delivered item has value to the customer on a stand-alone basis. Items are considered to have stand-alone value when they are sold separately
by any vendor or when the customer could resell the item on a stand-alone basis.

For multiple deliverable agreements entered into after
December 31, 2009, consideration is allocated at the inception of the agreement to all deliverables based on their relative selling price. The relative selling price for each deliverable is determined using vendor specific objective evidence,
or VSOE, of selling price or third-party evidence of selling price if VSOE does not exist. If neither VSOE nor third-party evidence of selling price exists, we use our best estimate of the selling price for the deliverable. For multiple deliverable
agreements entered into on or prior to December 31, 2009, consideration was generally allocated to each unit of accounting based upon its relative fair value when objective and reliable evidence of fair value existed for all units of accounting
in the agreement. The fair value of an item was generally the price charged for the product, if the item was regularly sold on a stand-alone basis. To date, multiple deliverable contacts have not been material to net revenues in any related period.

In order to establish VSOE of selling price, we must regularly sell the product and/or service on a standalone basis with a substantial
majority priced within a relatively narrow range. VSOE of selling price is usually the midpoint of that range. If there is not a sufficient number of standalone sales and VSOE of selling price cannot be determined, then we consider whether
third-party evidence can be used to establish the selling price. If neither VSOE nor third-party evidence of selling price exists, effective January 1, 2010 we determine our best estimate of selling price using average selling prices over a
rolling 12-month period as well as market conditions. If the product or service has no history of sales, we rely upon sales prices set by our pricing committee, adjusted for applicable discounts.



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We recognize revenue for delivered elements only when we determine there are no uncertainties
regarding customer acceptance. Changes in the allocation of the sales price between delivered and undelivered elements can impact the revenue recognition but do not change the total revenue recognized on any agreement.

Concentration of Credit Risk

Financial
instruments that potentially subject us to concentration of credit risk consist primarily of cash and cash equivalents, marketable securities, accounts receivable, leases payable and lines of credit. Our policy is to place our cash, cash equivalents
and marketable securities with high quality financial institutions in order to limit our credit exposure. We extend credit to certain of our customers based on an evaluation of the customers financial condition and a cash deposit is generally
not required. We estimate potential losses on trade receivables on an ongoing basis.

We invest cash in deposits and money market funds
with major financial institutions, U.S. government obligations and debt securities of corporations with investment grade credit ratings in a variety of industries. It is our policy to invest in instruments that have a final maturity of no
longer than two years, and to maintain a portfolio weighted average maturity of no longer than 12 months.

Cash and Cash Equivalents

Cash and cash equivalents consist of cash, money market funds, commercial paper and corporate bonds. We consider all highly liquid
investments with a maturity of three months or less from the date of purchase that are readily convertible into cash to be cash equivalents.

Marketable Securities

We account for
marketable securities by determining the appropriate classification of such securities at the time of purchase and reevaluating such classification as of each balance sheet date. As of March 31, 2011, all marketable securities were
classified as available-for-sale. Cash equivalents and marketable securities are reported at fair value with the related unrealized gains and losses included in accumulated other comprehensive loss, a component of stockholders equity, net of
tax. The investments are adjusted for amortization of premiums and discounts to maturity and such amortization is included in interest income. Realized gains and losses and declines in value judged to be other than temporary are determined based on
the specific identification method and are reported in the consolidated statements of operations.

Fair Value of Financial Instruments

The carrying amounts of cash equivalents, marketable securities, trade receivables, accounts payable and other accrued liabilities
approximate their fair value due to the relative short-term maturities. The fair value of marketable securities was determined using the quoted market price for those securities. The carrying amounts of our capital lease obligations and other
long-term liabilities approximate their fair value. The fair value of capital lease obligations was estimated based on the current interest rates available to us for debt instruments with similar terms, degrees of risk and remaining maturities.

Allowance for Doubtful Accounts

We evaluate the collectability of accounts receivable based on a combination of factors. In cases where we are aware of circumstances that may
impair a specific customers ability to meet its financial obligations subsequent to the original sale, we will record a specific allowance against amounts due, and thereby reduce the net recognized receivable to the amount we reasonably
believe will be collected. For all other customers, we recognize allowances for doubtful accounts based upon specific identification, industry and geographic concentrations, the current business environment and our historical experience. We did not
record an allowance for doubtful accounts as of March 31, 2011 and December 31, 2010.

Inventories

Inventories are stated at the lower of cost (first-in, first-out) or market. Lower of cost or market adjustments reduce the carrying value of the
related inventory and take into consideration reductions in sales prices, excess inventory levels and obsolete inventory. These adjustments are calculated on a part-by-part basis and, in general, represent excess inventory value on hand compared to
12-month demand projections. Once established, these adjustments are considered permanent and are not reversed until the related inventory is sold or disposed.



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We have entered into a capacity agreement with one of our third-party foundry contractors in order to
guarantee minimum capacity volumes on our digital outdoor unit and silicon tuner products. Pursuant to the capacity agreement, we have made prepayments which will result in reduced prices paid on future inventory purchases up to a specified volume.
The prepayments are being amortized into the cost of our inventory purchases based on the specified volume commitments under the terms of the capacity agreement. The prepaid inventory volume commitments are assessed for impairment on a periodic
basis by comparing the remaining prepaid balance to our estimate of remaining purchases. There have been no impairments to date.

Property and
Equipment

Property and equipment are stated at cost and are depreciated using the straight-line method over the estimated
useful lives of the assets (three to seven years), except leasehold improvements and software which are amortized over the lesser of the estimated useful lives of the asset or the remaining lease/license term.

Goodwill and Intangible Assets

We record
goodwill and other intangible assets based on the fair value of the assets acquired. In determining the fair value of the assets acquired, we utilize extensive accounting estimates and judgments to allocate the purchase price to the fair value of
the net tangible and intangible assets acquired. We use the discounted cash flow method to estimate the value of intangible assets acquired. The estimates used to value and amortize intangible assets are consistent with the plans and estimates that
we use to manage our business and are based on available historical information and industry estimates and averages.

We assess goodwill
and certain intangible assets for impairment using fair value measurement techniques on an annual basis, during the fourth quarter of the year or more frequently if indicators of impairment exist. We perform an interim goodwill impairment test when
it is more likely than not that the fair value of a reporting unit is less than the carrying amount. We operate as one reporting unit. The goodwill impairment test compares the implied fair value of the reporting units goodwill with the
carrying amount of that goodwill to measure the amount of the impairment loss, if any. The implied fair value of goodwill is determined in the same manner as in a business combination. Determining the fair value of the implied goodwill is judgmental
in nature and often involves the use of significant estimates and assumptions. These estimates and assumptions could have a significant impact on whether or not an impairment charge is recognized and also the magnitude of any such charge. Estimates
of fair value are primarily determined using discounted cash flows and market comparisons. These approaches use significant estimates and assumptions, including the size and timing of deployments by our customers and related projections and timing
of future cash flows, discount rates reflecting the risk inherent in future cash flows, perpetual growth rates, stage of products in development, determination of appropriate market comparables, and determination of whether a premium or discount
should be applied to comparables.

Warranty Accrual

We generally provide a warranty on our products for a period of one year; however, it may be longer for certain customers. Accordingly, we establish provisions for estimated product warranty costs at the time
revenue is recognized based upon our historical activity and, additionally, for any known product warranty issues. Warranty provisions are recorded as a cost of net revenues. The determination of such provisions requires us to make estimates of
product return rates and expected costs to replace or rework the products under warranty. When the actual product failure rates, cost of replacements and rework costs differ from our estimates, revisions to the estimated warranty accrual are made.
Actual claims are charged against the warranty reserve.

Guarantees and Indemnifications

In the ordinary course of business, we have entered into agreements with customers that include indemnity provisions. To date, there have been no
known events or circumstances that have resulted in any significant costs related to these indemnification provisions and, as a result, no liabilities have been recorded in the accompanying financial statements.



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##### Table of Contents

Software Development Costs

Software development costs are capitalized beginning when technological feasibility has been established and ending when a product is available for sale to customers. To date, the period between achieving
technological feasibility and when the software is made available for sale to customers has been relatively short and software development costs qualifying for capitalization have not been significant. As such, all software development costs have
been expensed as incurred in research and development expense.

Income Taxes

We estimate income taxes based on the various jurisdictions where we conduct business. Significant judgment is required in determining our worldwide
income tax provision. We estimate the current tax liability and assess temporary differences that result from differing treatments of certain items for tax and accounting purposes. These differences result in deferred tax assets and liabilities,
which are reflected in our balance sheets. We then assess the likelihood that deferred tax assets will be realized. A valuation allowance is recorded when it is more likely than not that some of the deferred tax assets will not be realized. When a
valuation allowance is established or increased, we record a corresponding tax expense in our statements of operations. When a valuation allowance is decreased, we record the corresponding tax benefit in our statements of operations. We review the
need for a valuation allowance each interim period to reflect uncertainties about whether we will be able to utilize deferred tax assets before they expire. The valuation allowance analysis is based on estimates of taxable income for the
jurisdictions in which we operate and the periods over which our deferred tax assets will be realizable.

We recognize and measure
benefits for uncertain tax positions using a two-step approach. The first step is to evaluate the tax position taken or expected to be taken in a tax return by determining if the weight of available evidence indicates that it is more likely than not
that the tax position will be sustained upon audit, including resolution of any related appeals or litigation processes. For tax positions that are more likely than not of being sustained upon audit, the second step is to measure the tax benefit as
the largest amount that has more than a 50% chance of being realized upon settlement. Significant judgment is required to evaluate uncertain tax positions. We evaluate uncertain tax positions on a quarterly basis. The evaluations are based upon a
number of factors, including changes in facts or circumstances, changes in tax law, correspondence with tax authorities during the course of audits and effective settlement of audit issues.

Stock-Based Compensation

We have equity incentive plans under which incentive stock options
have been granted to employees and restricted stock units and non-qualified stock options have been granted to employees and non-employees. We also have an employee stock purchase plan for all eligible employees.

Our stock-based compensation cost is measured at the grant date, based on the estimated fair value of the award, and is recognized as an expense
over the employees requisite service period. We have no stock-based compensation awards with market or performance conditions. The stock-based compensation expense attributable to awards under our 2007 Employee Stock Purchase Plan, or ESPP,
was determined using the Black-Scholes option pricing model.

We also grant awards to non-employees and determine the fair value of such
stock-based compensation awards granted as either the fair value of the consideration received or the fair value of the equity instruments issued, whichever is more reliably measurable. If the fair value of the equity instruments issued is used, it
is measured using the stock price and other measurement assumptions as of the earlier of (i) the date at which a commitment for performance by the counterparty to earn the equity instruments is reached, or (ii) the date at which the
counterpartys performance is completed.

We recognize excess tax benefits associated with stock-based compensation to
stockholders equity only when realized. When assessing whether excess tax benefits relating to stock-based compensation have been realized, we follow the with and without approach excluding any indirect effects to be realized until
after the utilization of all other tax benefits available to us.



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##### Table of Contents

Segment Reporting

We are organized as, and operate in, one reportable segment: the design, development and sale of silicon integrated circuits. Products within this segment are embedded in electronic devices used to enable the
delivery of multiple streams of HD video and other multimedia content for entertainment purposes into and throughout the home. Our chief operating decision maker is our chief executive officer, or CEO. Our CEO reviews financial information presented
on a consolidated basis for the purpose of evaluating financial performance and allocating resources. There are no segment managers who are held accountable for operations below the consolidated financial statement level. Our assets are primarily
located in the United States and not allocated to any specific region. Therefore, geographic information is presented only for total revenue.

Recently Issued Accounting Standards

In
March 2010, the FASB ratified the milestone method of revenue recognition. Under this new standard, an entity can recognize contingent consideration earned from the achievement of a substantive milestone in its entirety in the period in which the
milestone is achieved. A milestone is defined as an event (i) that can only be achieved based in whole or in part on either the entitys performance or on the occurrence of a specific outcome resulting from the entitys performance,
(ii) for which there is substantive uncertainty at the date the arrangement is entered into that the event will be achieved, and (iii) that would result in additional payments being due to the entity. We have adopted this guidance
effective January 1, 2011 and the application of this guidance does not have a material impact on our consolidated financial statements.



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##### Table of Contents

2. Supplemental Financial Information

Marketable Securities

The following tables summarize investments by security type (in
thousands):



|                                              |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 
|--------------------------------------------- |  | -------------------- | ------- |  | -------------------- | - | -- | --------------------- |  | - | ---------------- | - |  | - | ------- | 
|                                              |  | As of March 31, 2011 |        
|                                              |  | Cost                 |         |  | GrossUnrealizedGains |   |    | GrossUnrealizedLosses |  |   | Fair MarketValue |  
|Available-for-sale securities:                |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 
|Commercial paper                              |  | $                    | 36,977  |  |                      | $ | 1  |                       |  | $ | (4               | ) |  | $ | 36,974  | 
|Corporate notes/bonds                         |  |                      | 58,394  |  |                      |   | 22 |                       |  |   | (28              | ) |  |   | 58,388  | 
|US Treasury and agency notes/bonds            |  |                      | 11,625  |  |                      |   | 4  |                       |  |   |                 |   |  |   | 11,629  | 
|                                              |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 
|Total marketable securities, short-term       |  |                      | 106,996 |  |                      |   | 27 |                       |  |   | (32              | ) |  |   | 106,991 | 
|                                              |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 
|Corporate notes/bonds, long-term              |  |                      | 21,979  |  |                      |   | 8  |                       |  |   | (23              | ) |  |   | 21,964  | 
|US Treasury and agency notes/bonds, long-term |  |                      | 14,800  |  |                      |   | 3  |                       |  |   | (33              | ) |  |   | 14,770  | 
|                                              |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 
|Total                                         |  | $                    | 143,775 |  |                      | $ | 38 |                       |  | $ | (88              | ) |  | $ | 143,725 | 
|                                              |  |                      |         |  |                      |   |    |                       |  |   |                  |   |  |   |         | 



|                                        |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 
|--------------------------------------- |  | ----------------------- | ------ |  | -------------------- | - | - | --------------------- |  | - | ---------------- | - |  | - | ------ | 
|                                        |  | As of December 31, 2010 |       
|                                        |  | Cost                    |        |  | GrossUnrealizedGains |   |   | GrossUnrealizedLosses |  |   | Fair MarketValue |  
|Available-for-sale securities:          |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 
|Commercial paper                        |  | $                       | 18,978 |  |                      | $ |  |                       |  | $ | (6               | ) |  | $ | 18,972 | 
|Corporate notes/bonds                   |  |                         | 21,647 |  |                      |   | 2 |                       |  |   | (20              | ) |  |   | 21,629 | 
|US Treasury and agency notes/bonds      |  |                         | 7,675  |  |                      |   | 1 |                       |  |   | (2               | ) |  |   | 7,674  | 
|                                        |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 
|Total marketable securities, short-term |  |                         | 48,300 |  |                      |   | 3 |                       |  |   | (28              | ) |  |   | 48,275 | 
|                                        |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 
|Corporate notes/bonds, long-term        |  |                         | 22,412 |  |                      |   | 2 |                       |  |   | (28              | ) |  |   | 22,386 | 
|                                        |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 
|Total                                   |  | $                       | 70,712 |  |                      | $ | 5 |                       |  | $ | (56              | ) |  | $ | 70,661 | 
|                                        |  |                         |        |  |                      |   |   |                       |  |   |                  |   |  |   |        | 

There were no realized gains or losses on our investments in the three months ended March 31, 2011 and 2010.

The following table summarizes the contractual maturities of our available-for-sale securities (in thousands):



|                         |  |                 |         | 
|------------------------ |  | --------------- | ------- | 
|                         |  | As of March 31, |        
|                         |  | 2011            |        
|Less than one year       |  | $               | 106,991 | 
|Due in one to five years |  |                 | 36,734  | 
|Due after five years     |  |                 |        | 
|                         |  |                 |         | 
|                         |  | $               | 143,725 | 
|                         |  |                 |         | 



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##### Table of Contents

Fair Value of Financial Instruments

We hold certain financial assets, including cash equivalents and marketable securities that are required to be measured at fair value on a recurring basis. Cash equivalents include money market funds, commercial
paper and corporate bonds and are carried at fair value. Marketable securities are carried at fair value.

We use a three-tier fair
value hierarchy, which prioritizes the inputs used in measuring fair value. These tiers include: Level 1, defined as observable inputs such as quoted prices in active markets; Level 2, defined as inputs other than quoted prices in active markets
that are either directly or indirectly observable; and Level 3, defined as unobservable inputs in which little or no market data exists, therefore requiring an entity to develop its own assumptions.

The fair value of our financial assets was determined using the following levels of inputs as of March 31, 2011 and
December 31, 2010 (in thousands):



|                                   |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|---------------------------------- |  | -------------------------------------------- | ------- |  | ------- | - | ------- | ------- |  | - | ------- |  |  | - | --- | 
|                                   |  | Fair Value Measurements as of March 31, 2011 |        
|                                   |  | Total                                        |         |  | Level 1 |   |         | Level 2 |  |   | Level 3 | 
|Assets:                            |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Cash equivalents                   |  | $                                            | 20,364  |  |         | $ | 20,364  |         |  | $ |        |  |  | $ |    | 
|Short-term investments:            |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Commercial paper                   |  |                                              | 36,974  |  |         |   | 36,974  |         |  |   |        |  |  |   |    | 
|Corporate notes/bonds              |  |                                              | 58,388  |  |         |   | 58,388  |         |  |   |        |  |  |   |    | 
|US Treasury and agency notes/bonds |  |                                              | 11,629  |  |         |   | 11,629  |         |  |   |        |  |  |   |    | 
|Long-term investments:             |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Corporate notes/bonds              |  |                                              | 21,964  |  |         |   | 21,964  |         |  |   |        |  |  |   |    | 
|US Treasury and agency notes/bonds |  |                                              | 14,770  |  |         |   | 14,770  |         |  |   |        |  |  |   |    | 
|                                   |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Total assets at fair value         |  | $                                            | 164,089 |  |         | $ | 164,089 |         |  | $ |        |  |  | $ |    | 
|                                   |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Liabilities:                       |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|                                   |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Deferred compensation              |  | $                                            | 564     |  |         | $ |        |         |  | $ |        |  |  | $ | 564 | 
|                                   |  |                                              |         |  |         |   |         |         |  |   |         |  |  |   |     | 



|                                   |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|---------------------------------- |  | ----------------------------------------------- | ------- |  | ------- | - | ------- | ------- |  | - | ------- |  |  | - | --- | 
|                                   |  | Fair Value Measurements as of December 31, 2010 |        
|                                   |  | Total                                           |         |  | Level 1 |   |         | Level 2 |  |   | Level 3 | 
|Assets:                            |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Cash equivalents                   |  | $                                               | 88,783  |  |         | $ | 88,783  |         |  | $ |        |  |  | $ |    | 
|Short-term investments:            |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Commercial paper                   |  |                                                 | 18,972  |  |         |   | 18,972  |         |  |   |        |  |  |   |    | 
|Corporate notes/bonds              |  |                                                 | 21,629  |  |         |   | 21,629  |         |  |   |        |  |  |   |    | 
|US Treasury and agency notes/bonds |  |                                                 | 7,674   |  |         |   | 7,674   |         |  |   |        |  |  |   |    | 
|Long-term investments:             |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Corporate notes/bonds              |  |                                                 | 22,386  |  |         |   | 22,386  |         |  |   |        |  |  |   |    | 
|                                   |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Total assets at fair value         |  | $                                               | 159,444 |  |         | $ | 159,444 |         |  | $ |        |  |  | $ |    | 
|                                   |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Liabilities:                       |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|                                   |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 
|Deferred compensation              |  | $                                               | 513     |  |         | $ |        |         |  | $ |        |  |  | $ | 513 | 
|                                   |  |                                                 |         |  |         |   |         |         |  |   |         |  |  |   |     | 



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##### Table of Contents

Our deferred compensation liability represents bonus compensation to be paid out in the event that our
stock price does not reach a guaranteed level in connection with certain stock options granted. The fair value of this liability is remeasured quarterly using the Black Scholes option pricing model which considers the potential payout, the remaining
time until payout, volatility of the underlying shares, and the risk-free interest rate to calculate the liability that may be due under the arrangement.

The change in liability for the three months ended March 31, 2011 is included in compensation expense as follows (in thousands):



|                                                    |  |                                                                    |     | 
|--------------------------------------------------- |  | ------------------------------------------------------------------ | --- | 
|                                                    |  | Fair ValueMeasurementUsing SignificantUnobservableInputs (Level 3) |    
|Beginning liability balance as of December 31, 2010 |  | $                                                                  | 513 | 
|Increase in compensation expense                    |  |                                                                    | 51  | 
|                                                    |  |                                                                    |     | 
|Ending liability balance as of March 31, 2011       |  | $                                                                  | 564 | 
|                                                    |  |                                                                    |     | 



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##### Table of Contents

Inventory

The components of inventory were as follows (in thousands):



|                |  |                |        |  |                   |   |        | 
|--------------- |  | -------------- | ------ |  | ----------------- | - | ------ | 
|                |  | March 31, 2011 |        |  | December 31, 2010 |  
|Work in process |  | $              | 12,170 |  |                   | $ | 15,015 | 
|Finished goods  |  |                | 23,193 |  |                   |   | 24,900 | 
|                |  |                |        |  |                   |   |        | 
|Total inventory |  | $              | 35,363 |  |                   | $ | 39,915 | 
|                |  |                |        |  |                   |   |        | 

Property and Equipment

Property and equipment consisted of the following (in thousands, except for years):



|                                |  |                        |            |  |               |   |         |                  |  |   |         |  
|------------------------------- |  | ---------------------- | ---------- |  | ------------- | - | ------- | ---------------- |  | - | ------- | -
|                                |  | Useful Lives(in years) |            |  | March 31,2011 |   |         | December 31,2010 | 
|Office and laboratory equipment |  |                        | 5          |  |               | $ | 12,220  |                  |  | $ | 11,573  |  
|Computer equipment              |  |                        | 3 - 5      |  |               |   | 3,679   |                  |  |   | 3,104   |  
|Furniture and fixtures          |  |                        | 3 - 7      |  |               |   | 1,657   |                  |  |   | 1,805   |  
|Leasehold improvements          |  |                        | Lease term |  |               |   | 5,408   |                  |  |   | 5,389   |  
|Licensed software               |  |                        | 1 - 3      |  |               |   | 1,530   |                  |  |   | 1,390   |  
|Construction in progress        |  |                        |            |  |               |   | 102     |                  |  |   | 225     |  
|                                |  |                        |            |  |               |   |         |                  |  |   |         |  
|                                |  |                        |            |  |               |   | 24,596  |                  |  |   | 23,486  |  
|Accumulated depreciation        |  |                        |            |  |               |   | (12,970 | )                |  |   | (12,132 | )
|                                |  |                        |            |  |               |   |         |                  |  |   |         |  
|Property and equipment, net     |  |                        |            |  |               | $ | 11,626  |                  |  | $ | 11,354  |  
|                                |  |                        |            |  |               |   |         |                  |  |   |         |  

Depreciation and amortization expense for the three months ended March 31, 2011 and 2010 was $1.0 million
and $0.9 million, respectively.

Accrued Warranty

The following table presents a rollforward of our product warranty liability, which is included within accrued expenses and other current liabilities in the unaudited condensed consolidated balance sheets (in
thousands):



|                                               |  |                 |     |  
|---------------------------------------------- |  | --------------- | --- | -
|                                               |  | As of March 31, |    
|                                               |  | 2011            |    
|Beginning balance                              |  | $               | 97  |  
|Expirations                                    |  |                 | (13 | )
|Accruals for warranties issued during the year |  |                 | 29  |  
|Settlements made during the year               |  |                 | (6  | )
|                                               |  |                 |     |  
|Ending balance                                 |  | $               | 107 |  
|                                               |  |                 |     |  

Accrued Bonuses

We maintain a discretionary management bonus plan. The potential bonus payments made under our plans are based significantly on the achievement of
operational, financial and business development objectives for each calendar year. As of March 31, 2011, we believe the achievement of our performance targets specified by the 2011 bonus plan is probable. We accrued $0.6 million in
management bonuses for the three months ended March 31, 2011. For the three months ended March 31, 2010, we accrued $0.3 million in management bonuses under the 2010 plan.



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##### Table of Contents

Credit Facilities

As of March 31, 2011, we had access to a $5.0 million revolving credit line under the terms of our Loan and Security Agreement, with Silicon Valley Bank, or SVB, which expired in April 2011 and was not
renewed. Under the provisions of the credit line agreement, interest was payable at an annual interest rate equal to the prime rate plus 0.5% if we maintained a liquidity ratio of at least 1.75 to 1, or the prime rate plus 2.0% if we maintained a
liquidity ratio of less than 1.75 to 1. If any portion of the credit line remained unused at any time, we were required to pay a fee equal to 0.125% per annum of the average unused portion of the credit line so long as we maintained a liquidity
ratio of at least 1.75 to 1, or 0.5% per annum of the average unused portion of the credit line when our liquidity ratio fell below 1.75 to 1. The credit line also limited the aggregate amount of assets and collateral that we were allowed to
transfer to, and the amount of investments that we were allowed to make in, certain of our subsidiaries, to $600,000 per month. The amount available under the credit line could not exceed 80% of the value of our eligible accounts receivable and was
decreased by certain commitments, such as the $1.2 million and $35,000 standby letters of credit that secured our performance under our San Diego, California, and San Jose, California, facility leases, respectively. As of March 31, 2011, the
availability was reduced by the two standby letters of credit for our facility leases, and $3.8 million was available under the credit line. We are currently working with our landlords to replace these two standby letters of credit with either an
unsecured letter of credit or a cash security deposit.

Purchase Commitments

We had firm purchase order commitments for the acquisition of inventory as of March 31, 2011 and December 31, 2010 of $18.4
million and $26.0 million, respectively.

Stock-Based Compensation

We have in effect equity incentive plans under which incentive stock options, non-qualified stock options and restricted stock units have been granted to employees, directors and consultants to purchase shares of
our common stock at a price not less than the fair market value of the stock at the date of grant, except for certain options assumed in connection with a business combination. These equity plans include the 2007 Non-Employee Directors Stock
Option Plan, under which we continue to grant non-qualified stock options, and the 2007 Equity Incentive Plan, or 2007 Plan, under which we continue to grant non-qualified stock options and restricted stock units. These plans are further described
in our the Annual Report on Form 10-K, or Annual Report.

We also grant stock awards under our ESPP. Under the terms of the ESPP,
eligible employees may purchase shares of our common stock at 85% of the fair market value of our common stock on the offering date or the purchase date, whichever is less. Purchase dates occur twice each year, with a look-back period of
up to 12 months to determine the lowest common stock valuation date, either the offering date or the purchase date.

Stock-based
compensation expense recognized in our unaudited condensed consolidated statements of operations for the three months ended March 31, 2011 and 2010 include compensation expense for stock-based options and awards granted subsequent to
December 31, 2005, based on the grant date fair value. For options and awards granted, expenses are amortized under the straight-line method. Stock-based compensation expense recognized in the unaudited condensed consolidated statements of
operations has been reduced for estimated forfeitures of options that are subject to vesting. Forfeitures are estimated at the time of grant and revised, if necessary, in subsequent periods if actual forfeitures differ from those estimates.

We allocated stock-based compensation expense as follows (in thousands):



|                                       |  |                              |       |  |      |   |       | 
|-------------------------------------- |  | ---------------------------- | ----- |  | ---- | - | ----- | 
|                                       |  | Three Months Ended March 31, |      
|                                       |  | 2011                         |       |  | 2010 |  
|Cost of net revenues                   |  | $                            | 129   |  |      | $ | 63    | 
|Research and development               |  |                              | 1,433 |  |      |   | 1,079 | 
|Sales and marketing                    |  |                              | 428   |  |      |   | 312   | 
|General and administrative             |  |                              | 964   |  |      |   | 738   | 
|                                       |  |                              |       |  |      |   |       | 
|Total stock-based compensation expense |  | $                            | 2,954 |  |      | $ | 2,192 | 
|                                       |  |                              |       |  |      |   |       | 



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##### Table of Contents

Equity Incentive Plans

As part of our continual evaluation, we reviewed and updated our forfeiture rate, expected term and volatility assumptions during the three months ended March 31, 2011 and there was no significant impact.
The risk-free interest rate is based on zero coupon U.S. Treasury instruments with maturities similar to those of the expected term of the award being valued. We use a combination of our historical experience, the contractual term and the average
option term of a comparable peer group to determine the expected life of our option grants. The peer group historical term is used due to the limited trading history of our common stock. The estimated volatility incorporates historical volatility of
similar entities whose share prices are publicly available. The expected dividend yield was based on our expectation of not paying dividends on common stock for the foreseeable future.

We granted options and other stock awards to consultants in connection with their service agreements. For each of the three months ended
March 31, 2011 and 2010 we recorded compensation expense related to these awards of $0.1 million. The fair value of the awards was estimated using a Black-Scholes option-pricing model.

The fair value of stock options granted to employees, directors and consultants was estimated at the grant date using the following assumptions:



|                                                |  |                              |       |  |      |  |       | 
|----------------------------------------------- |  | ---------------------------- | ----- |  | ---- |  | ----- | 
|                                                |  | Three Months Ended March 31, |      
|                                                |  | 2011                         |       |  | 2010 | 
|Expected life (years)                           |  |                              | 5.0   |  |      |  | 6.1   | 
|Contractual term (years) for consultant options |  |                              | 10    |  |      |  | 10    | 
|Risk-free interest rate                         |  |                              | 2.01% |  |      |  | 3.07% | 
|Expected volatility                             |  |                              | 86%   |  |      |  | 80%   | 
|Expected dividend yield                         |  |                              |      |  |      |  |      | 

As of March 31, 2011, we estimated
there were $13.2 million in total unrecognized compensation costs related to employee stock option agreements, which are expected to be recognized over a weighted-average period of 1.4 years.

For the three months ended March 31, 2011 and 2010, the fair value of expected shares to be issued under the ESPP were estimated using the
following assumptions:



|                        |  |                              |  |             
|----------------------- |  | ---------------------------- |  | ------------
|                        |  | Three Months Ended March 31,
|                        |  | 2011                         |  | 2010        
|Expected life (years)   |  | 0.5 to 1.0                   |  | 0.5 to 1.0  
|Risk-free interest rate |  | 0.2% to 0.4%                 |  | 0.1% to 0.9%
|Expected volatility     |  | 67% to 74%                   |  | 82% to 139% 
|Expected dividend yield |  |                             |  |            

For the three months ended
March 31, 2011 and 2010, we recorded stock-based compensation expense for the ESPP totaling $0.4 million and $0.2 million, respectively. As of March 31, 2011, we estimated there were $0.4 million of unrecognized compensation costs
related to the shares expected to be purchased through the ESPP, which are expected to be recognized over a remaining weighted-average period of 0.4 years.

3. Income Taxes

In order to determine our quarterly provision for income taxes, we used an
estimated annual effective tax rate, which is based on expected annual income and statutory tax rates in the various jurisdictions in which we operate. Certain significant or unusual items are separately recognized in the quarter during which they
occur and can be a source of variability in the effective tax rates from quarter to quarter.

Income tax expense for the three months
ended March 31, 2011 was $6.3 million, or approximately 35% of pre-tax income, compared to $1,000 of income tax expense for the three months ended March 31, 2010. The effective tax rate for the three months ended
March 31, 2011 is comprised of Federal and State expense at statutory rates less research and development credits which resulted in a 1.5% benefit, offset by an increase in our tax rate of 1.5% due to the impact of certain permanent
items. Our net state income tax rate was approximately 0.1%, which was positively impacted by the California single sales factor election to calculate our tax liability.



15



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##### Table of Contents

Income tax expense for the three months ended March 31, 2010 consisted of minimum state tax
liabilities.

We file U.S. and state income tax returns in jurisdictions with various statutes of limitations. Our consolidated federal
tax return and any significant state tax returns are not currently under examination.

4. Net Income Per Common Share

We compute basic net income per share of common stock by dividing net income by the weighted average number of shares of common stock outstanding
for the period. Diluted net income per share is computed using the weighted average number of shares of common stock and dilutive common equivalent shares outstanding for the period. Common equivalent shares from stock options and other common stock
equivalents are excluded from the computation when their effect is antidilutive.

The following table sets forth the computation of
basic and diluted net income per share for the periods indicated (in thousands, except per share data):



|                                                                               |  |                              |        |   |      |   |        |  
|------------------------------------------------------------------------------ |  | ---------------------------- | ------ | - | ---- | - | ------ | -
|                                                                               |  | Three Months Ended March 31, |       
|                                                                               |  | 2011                         |        |   | 2010 |  
|Numerator:                                                                     |  |                              |        |   |      |   |        |  
|Net incomebasic and diluted                                                   |  | $                            | 11,855 |   |      | $ | 1,758  |  
|                                                                               |  |                              |        |   |      |   |        |  
|Denominator:                                                                   |  |                              |        |   |      |   |        |  
|Weighted average number of shares of common stock outstanding                  |  |                              | 85,443 |   |      |   | 71,544 |  
|Less: Restricted stock                                                         |  |                              | (35    | ) |      |   | (222   | )
|                                                                               |  |                              |        |   |      |   |        |  
|Weighted average number of shares used to compute net income per sharebasic   |  |                              | 85,408 |   |      |   | 71,322 |  
|                                                                               |  |                              |        |   |      |   |        |  
|Effect of dilutive securities:                                                 |  |                              |        |   |      |   |        |  
|Restricted stock                                                               |  |                              | 35     |   |      |   | 222    |  
|ESPP shares                                                                    |  |                              | 94     |   |      |   | 37     |  
|Stock award common share equivalents                                           |  |                              | 3,784  |   |      |   | 2,408  |  
|                                                                               |  |                              |        |   |      |   |        |  
|Weighted average number of shares used to compute net income per sharediluted |  |                              | 89,321 |   |      |   | 73,989 |  
|                                                                               |  |                              |        |   |      |   |        |  
|Net income per sharebasic                                                     |  | $                            | 0.14   |   |      | $ | 0.02   |  
|                                                                               |  |                              |        |   |      |   |        |  
|Net income per sharediluted                                                   |  | $                            | 0.13   |   |      | $ | 0.02   |  
|                                                                               |  |                              |        |   |      |   |        |  

For the three months ended March 31, 2011 and 2010, 0.5 million and 3.2 million, respectively,
potentially dilutive securities were not included in the diluted net income per share calculations because they would be antidilutive.

5.
Supplemental Disclosure of Cash-Flow and Non-Cash Activity

Cash-Flow

The following table sets forth supplemental disclosure of cash flow information (in thousands):



|                    |  |                              |   |  |      |   |   | 
|------------------- |  | ---------------------------- | - |  | ---- | - | - | 
|                    |  | Three Months Ended March 31, |  
|                    |  | 2011                         |   |  | 2010 |  
|Cash paid for taxes |  | $                            |  |  |      | $ |  | 



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##### Table of Contents

Non-Cash Activity

The following table sets forth supplemental disclosure of non-cash activity (in thousands):



|                                                         |  |                              |    |   |      |   |    |  
|-------------------------------------------------------- |  | ---------------------------- | -- | - | ---- | - | -- | -
|                                                         |  | Three Months Ended March 31, |   
|                                                         |  | 2011                         |    |   | 2010 |  
|Repurchase liability for early exercise of stock options |  | $                            | 51 |   |      | $ | 48 |  
|Currency translation adjustment                          |  |                              | (6 | ) |      |   | (3 | )
|Unrealized loss on investments, net of tax               |  |                              | (4 | ) |      |   |   |  

6. Significant Customer, Vendor and Geographic
Information

Customers

Based
on direct shipments, customers that exceeded 10% of total net revenues or accounts receivable were as follows:



|                              |  |                              |    |   |                     |  |    |                    |  |  |      |   |  |  |    |  
|----------------------------- |  | ---------------------------- | -- | - | ------------------- |  | -- | ------------------ |  |  | ---- | - |  |  | -- | -
|                              |  | Net Revenues                 |    |   | Accounts Receivable | 
|                              |  | Three Months Ended March 31, |    |   | As of March 31,     |  |    | As of December 31, | 
|                              |  | 2011                         |    |   | 2010                |  |    | 2011               |  |  | 2010 |  
|Motorola, Inc.                |  |                              | 22 | % |                     |  | 21 | %                  |  |  | 34   | % |  |  | 26 | %
|Samsung Electronics Co., Ltd. |  |                              |    | * |                     |  |    | *                  |  |  |      | * |  |  | 11 | %
|Technicolor                   |  |                              |    | * |                     |  | 11 | %                  |  |  |      | * |  |  |    | *
|Wistron NeWeb Corporation     |  |                              | 20 | % |                     |  |    | *                  |  |  | 18   | % |  |  | 18 | %
|Zinwell Corporation           |  |                              |    | * |                     |  | 13 | %                  |  |  |      | * |  |  |    | *



|* | Customer accounted for less than 10% of total net revenues or accounts receivable, as applicable, for the period indicated
|- | --------------------------------------------------------------------------------------------------------------------------

Geographic Information

Net revenues are
allocated to the geographic region based on the shipping destination of customer orders. Net revenues by geographic region were as follows (in thousands):



|                     |  |                              |        |  |      |   |        | 
|-------------------- |  | ---------------------------- | ------ |  | ---- | - | ------ | 
|                     |  | Three Months Ended March 31, |       
|                     |  | 2011                         |        |  | 2010 |  
|Asia                 |  | $                            | 66,194 |  |      | $ | 33,798 | 
|Europe               |  |                              | 211    |  |      |   | 506    | 
|United States        |  |                              | 427    |  |      |   | 1,668  | 
|North America, other |  |                              | 4,689  |  |      |   | 1,479  | 
|                     |  |                              |        |  |      |   |        | 
|Total                |  | $                            | 71,521 |  |      | $ | 37,451 | 
|                     |  |                              |        |  |      |   |        | 

As of March 31, 2011 and 2010, long-lived assets, which represent property, plant and equipment, net of
accumulated depreciation, located outside of the United States were not material.



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##### Table of Contents

|Item  2. | Managements Discussion and Analysis of Financial Condition and Results of Operations
|-------- | -------------------------------------------------------------------------------------

The following discussion and analysis of our financial condition and results of operations should be read in conjunction with our unaudited
condensed consolidated financial statements and the related notes thereto contained in Part I, Item 1 of this Quarterly Report on Form 10-Q, or Quarterly Report, and our consolidated financial statements and related notes as of and for the year
ended December 31, 2010 and the related Managements Discussion and Analysis of Financial Condition and Results of Operations contained in our Annual Report on Form 10-K, or Annual Report.

Forward-Looking Statements

All
statements included in this Quarterly Report, other than statements or characterizations of historical fact, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Examples of forward-looking
statements include, but are not limited to, statements concerning our ability to sustain profitability; the competitive nature of the markets in which we compete and the effect of competing products and technologies; the demand for our products; the
adoption of our technologies and the Multimedia over Coax Alliance, or MoCA, standard; the competitive nature of service providers; our dependence on manufacturers, sales representatives, distributors and other third parties; our ability to create
and introduce new products and technologies; our ability to effectively manage our growth; our ability to successfully acquire companies or technologies that would complement our business; the ability of our contract manufacturers to produce and
deliver products in a timely manner and at satisfactory prices; the transitioning of our silicon products to improved manufacturing process technologies; our ability to protect our intellectual property and avoid infringement of the intellectual
property of others; our reliance on our key personnel; the effects of government regulation; our ability to obtain sufficient capital to expand our business; our ability to manage our business in the midst of an economic recession; the cyclical
nature of our industry; our ability to effectively transact business in foreign countries; and our ability to maintain effective internal control over financial reporting in accordance with Section 404 of the Sarbanes-Oxley Act of 2002, or the
Sarbanes-Oxley Act.

The forward-looking statements contained in this Quarterly Report are based on our current expectations,
estimates, approximations and projections about our industry and business, managements beliefs, and certain assumptions made by us, all of which are subject to change. Forward-looking statements can often be identified by words such as
anticipates, expects, intends, plans, predicts, believes, seeks, estimates, may, will, should, would,
could, potential, continue, ongoing and similar expressions, and variations or negatives of these words. Forward-looking statements are not guarantees of future performance and are subject to risks,
uncertainties and assumptions that are difficult to predict. Therefore, our actual results could differ materially and adversely from those expressed in any forward-looking statements as a result of various factors, some of which are listed under
Part II, Item 1A, Risk Factors and elsewhere in this Quarterly Report, and in our other filings with the Securities and Exchange Commission, or SEC. These forward-looking statements reflect our managements belief and views with respect to
future events and are based on estimates and assumptions as of the date of this Quarterly Report and are subject to risks and uncertainties. We operate in a very competitive and rapidly changing environment. New risks emerge from time to time. It is
not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any
forward-looking statements in this Quarterly Report or in our other filings with the SEC.

In addition, past financial or
operating performance is not necessarily a reliable indicator of future performance and you should not use our historical performance to anticipate results or future period trends. We can give no assurances that any of the events anticipated by the
forward-looking statements will occur or, if any of them do, what impact they will have on our results of operations and financial condition. Except as required by law, we undertake no obligation to revise our forward-looking statements to reflect
events or circumstances that arise after the date of this Quarterly Report. Thus, you should not assume that our silence over time means that actual events are bearing out as expressed or implied in these forward-looking statements.

In this Quarterly Report, Entropic Communications, Inc., Entropic Communications, Entropic, the
Company, we, us and our refer to Entropic Communications, Inc. and its subsidiaries, taken as a whole, unless otherwise noted.



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##### Table of Contents

Overview

Entropic Communications is a leading fabless semiconductor company that designs, develops and markets systems solutions to enable connected home entertainment. Our technologies significantly change the way
high-definition television-quality video, or HD video, and standard-definition television-quality video, or SD video, and other multimedia content such as movies, music, games and photos are brought into and delivered throughout the home.

We are a pioneer of key technologies that enable connected home networking of digital entertainment over existing coaxial cable. We are
a founding member of MoCA, a global home networking consortium that sets standards for the distribution of video and other multimedia entertainment over coaxial cable. Our products include integrated circuits and related software associated with:



| |  |  | home networking solutions based on the MoCA standard;
| | - |  | -----------------------------------------------------



| |  |  | direct broadcast satellite, or DBS, services;
| | - |  | ---------------------------------------------



| |  |  | high-speed broadband access; and
| | - |  | --------------------------------



| |  |  | silicon tuners.
| | - |  | ---------------

Our products
allow telecommunications carriers, cable operators and DBS service providers, which we collectively refer to as service providers, as well as providers of over-the-top, or OTT, services, to enhance and expand their service offerings and reduce
deployment costs in an increasingly competitive environment. Our MoCA home networking solutions are now being deployed into consumer homes to support multi-room digital video recorder, or DVR, service by Comcast Corp., or Comcast, Cox
Communications, Inc., or Cox, DIRECTV Holdings LLC, or DIRECTV, Time Warner Cable Inc., or Time Warner Cable, and Verizon Communications, Inc., or Verizon, as well as by a number of smaller service providers.

In December 2004, we introduced and commenced commercial shipments of our home networking products. In the first quarter of 2006, we began
commercially shipping our broadband access solutions. In May 2007, we acquired Arabella Software Ltd., or Arabella, a developer of embedded software. In June 2007, we acquired RF Magic, Inc., or RF Magic, a provider of digital broadcast satellite
outdoor unit, or DBS ODU, and silicon tuner solutions. In 2008, we acquired certain specified assets of Vativ Technologies, Inc., or Vativ, a provider of high-bandwidth, advanced digital processing solutions for digital television and 10 gigabit
Ethernet markets. Since inception, we have invested heavily in product development and have only recently achieved profitability on an annual basis, with a net income of $64.7 million for the year ended December 31, 2010 and a net income of
$11.9 million for the three months ended March 31, 2011. In 2010, our net revenues increased to $210.2 million from $116.3 million in 2009. Our net revenues increased from $37.5 million for the three months ended March 31, 2010
compared to $71.5 million for the three months ended March 31, 2011. These revenue increases were primarily due to the increased demand for our home networking products and our DBS ODU products, which is directly related to the increased
deployment of our products into consumer homes by satellite and cable operators. As of March 31, 2011, we had an accumulated deficit of $165.3 million.

We generate the majority of our revenues from sales of our products to original design manufacturers, or ODMs, and original equipment manufacturers, or OEMs, that provide customer premises equipment to service
providers. We price our products based on market and competitive conditions and reduce the price of our products over time, as market and competitive conditions change, and as manufacturing costs are reduced. Our markets are generally characterized
by declining average selling prices over the life of a product and, accordingly, we must reduce costs and successfully introduce new products and enhancements to maintain our gross margins.

We rely on a limited number of customers for a significant portion of our net revenues. Sales to these customers are in turn driven by service
providers that purchase our customers products which incorporate our products. A substantial percentage of our net revenues are dependent upon six major service providers: Comcast, Cox, DIRECTV, DISH Network Corporation, or DISH Network, Time
Warner Cable and Verizon. In addition, we are dependent on sales outside of the United States for almost all of our net revenues and expect that to continue in the future.

We use third-party foundries and assembly and test contractors to manufacture, assemble and test our products. This outsourced manufacturing approach allows us to focus our resources on the design, sales and
marketing of our products and avoid the cost associated with owning and operating our own manufacturing facility. A significant portion of our cost of net revenues consists of payments for the purchase of wafers and for manufacturing, assembly and
test services.



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We expect research and development expenses in future years to continue to increase in total dollars
as we develop additional products and expand our business, and to fluctuate over the course of the year based on the timing of our development tools and supply costs, which include outside services, masks costs and software licenses. We also
anticipate that our sales and marketing expenses will continue to increase as we expand our domestic and international sales and marketing organization and activities and build brand awareness. Due to the lengthy sales cycles that we face, we may
experience significant delays from the time we incur research and development and sales and marketing expenses until the time, if ever, that we generate sales from the related products.

Since our inception, we have funded our operations using a combination of preferred stock issuances, cash collections from customers, bank credit
facilities, cash received from the exercise of stock options and proceeds from public offerings of our common stock. For example, in October 2010, we completed a public offering of 10,750,000 shares of our common stock, which resulted in net
proceeds of approximately $99.3 million. We intend to continue spending substantial amounts in connection with the growth of our business to pursue our business strategy, develop new products, respond to competition and market opportunities, and
possibly acquire complementary businesses or technologies.

Results of Operations

The following table sets forth selected consolidated statements of operations data as a percentage of total net revenues for each of the periods
indicated:



|                           |  |                             |     |   |      |  |     |  
|-------------------------- |  | --------------------------- | --- | - | ---- |  | --- | -
|                           |  | Three Months EndedMarch 31, |    
|                           |  | 2011                        |     |   | 2010 | 
|Net revenues               |  |                             | 100 | % |      |  | 100 | %
|Cost of net revenues       |  |                             | 45  |   |      |  | 47  |  
|                           |  |                             |     |   |      |  |     |  
|Gross profit               |  |                             | 55  |   |      |  | 53  |  
|Operating expenses:        |  |                             |     |   |      |  |     |  
|Research and development   |  |                             | 18  |   |      |  | 31  |  
|Sales and marketing        |  |                             | 7   |   |      |  | 10  |  
|General and administrative |  |                             | 5   |   |      |  | 7   |  
|                           |  |                             |     |   |      |  |     |  
|Total operating expenses   |  |                             | 30  |   |      |  | 48  |  
|                           |  |                             |     |   |      |  |     |  
|Income from operations     |  |                             | 25  |   |      |  | 5   |  
|Income tax provision       |  |                             | 9   |   |      |  |    |  
|                           |  |                             |     |   |      |  |     |  
|Net income                 |  |                             | 16  | % |      |  | 5   | %
|                           |  |                             |     |   |      |  |     |  



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##### Table of Contents

Comparison of Three Months Ended March 31, 2011 and 2010

(Tables presented in thousands, except percentage amounts)

Net Revenues



|             |  |                              |        |  |      |   |        |          |  |  |    |  
|------------ |  | ---------------------------- | ------ |  | ---- | - | ------ | -------- |  |  | -- | -
|             |  | Three Months Ended March 31, |       
|             |  | 2011                         |        |  | 2010 |   |        | % Change | 
|Net revenues |  | $                            | 71,521 |  |      | $ | 37,451 |          |  |  | 91 | %

Our net revenues for the three months ended
March 31, 2011 were $71.5 million compared to net revenues of $37.5 million during the same period in 2010, an increase of $34.1 million or 91%. The increase in net revenues in 2011 was driven by higher demand for our home networking
products, which were the result of deployments of MoCA enabled devices by existing and new service providers during the first quarter of 2011, as well as an increase in the deployment of DBS ODU products by DIRECTV.

Gross Profit/Gross Margin



|                  |  |                              |        |   |      |   |        |          |  |  |     |  
|----------------- |  | ---------------------------- | ------ | - | ---- | - | ------ | -------- |  |  | --- | -
|                  |  | Three Months Ended March 31, |       
|                  |  | 2011                         |        |   | 2010 |   |        | % Change | 
|Gross profit      |  | $                            | 39,582 |   |      | $ | 19,750 |          |  |  | 100 | %
|% of net revenues |  |                              | 55     | % |      |   | 53     | %        |  |  |     |  

Gross profit for the three months ended March 31, 2011 was $39.6 million, an increase of $19.8
million, or 100%, from gross profit of $19.8 million during the same period in 2010. This increase was primarily due to higher net revenues from the sale of our home networking products and our DBS ODU products. Additionally, gross margin increased
due to lower unit costs of both our home networking products and our DBS ODU products, principally as a result of more favorable manufacturing costs.

Research and Development Expenses



|                         |  |                              |        |   |      |   |        |          |  |  |    |  
|------------------------ |  | ---------------------------- | ------ | - | ---- | - | ------ | -------- |  |  | -- | -
|                         |  | Three Months Ended March 31, |       
|                         |  | 2011                         |        |   | 2010 |   |        | % Change | 
|Research and development |  | $                            | 13,149 |   |      | $ | 11,538 |          |  |  | 14 | %
|% of net revenues        |  |                              | 18     | % |      |   | 31     | %        |  |  |    |  

Research and development expenses increased by $1.6 million, or 14%, to $13.1 million during the three
months ended March 31, 2011 from $11.5 million during the same period in 2010. This $1.6 million increase was primarily due to increased personnel costs of $1.1 million (of which $0.4 million was due to stock-based compensation)
which was primarily attributable to the 18% increase in the number of employees engaged in research and development activities during the three months ended March 31, 2011 compared to the same period in 2010. The remaining increase in
research and development expenses is primarily related to an increase in overhead allocations which resulted from a general increase in research and development activities during the three months ended March 31, 2011 as compared to the
same period in 2010.

Sales and Marketing Expenses



|                    |  |                              |       |   |      |   |       |          |  |  |    |  
|------------------- |  | ---------------------------- | ----- | - | ---- | - | ----- | -------- |  |  | -- | -
|                    |  | Three Months Ended March 31, |      
|                    |  | 2011                         |       |   | 2010 |   |       | % Change | 
|Sales and marketing |  | $                            | 4,820 |   |      | $ | 3,778 |          |  |  | 28 | %
|% of net revenues   |  |                              | 7     | % |      |   | 10    | %        |  |  |    |  

Sales and marketing expenses increased by approximately $1.0 million, or 28% to $4.8 million during the
three months ended March 31, 2011 from $3.8 million during the same period in 2010. This $1.0 million increase was primarily



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due to increased personnel costs of $0.6 million (of which $0.1 million was due to stock-based compensation), attributable to an 11% increase in the number of employees engaged in sales and
marketing activities to support our growth. General customer support and marketing and trade show related activities contributed to the remaining increase of $0.4 million.

General and Administrative Expenses



|                           |  |                              |       |   |      |   |       |          |  |  |    |  
|-------------------------- |  | ---------------------------- | ----- | - | ---- | - | ----- | -------- |  |  | -- | -
|                           |  | Three Months Ended March 31, |      
|                           |  | 2011                         |       |   | 2010 |   |       | % Change | 
|General and administrative |  | $                            | 3,689 |   |      | $ | 2,700 |          |  |  | 37 | %
|% of net revenues          |  |                              | 5     | % |      |   | 7     | %        |  |  |    |  

General and administrative expenses increased by approximately $1.0 million, or 37% to $3.7 million during
the three months ended March 31, 2011 from $2.7 million during the same period in 2010. This increase was primarily due to increased personnel costs of $0.6 million (of which $0.2 million was due to stock-based compensation),
attributable to a 17% increase in the number of employees engaged in general and administrative activities to support our growth. An increase in outside services and consulting expenses accounted for $0.3 million of the remaining increase of $0.4
million.

Other Income, net

Other income, net, which is primarily made up of interest income earned on our marketable securities and cash equivalents, was approximately $0.2 million during the three months ended March 31, 2011
compared to $25,000 during the same period in 2010. This increase was primarily due to the increase in interest income concurrent with the increase in our cash and marketable securities balance during the three months ended March 31, 2011
as compared to the same period in 2010.

Income Taxes

Income tax expense for the three months ended March 31, 2011 was $6.3 million, or approximately 35% of pre-tax income compared to $1,000 income tax expense for the three months ended March 31, 2010.
The effective tax rate for the three months ended March 31, 2011 is comprised of Federal and State expense at statutory rates less research and development credits which resulted in a 1.5% benefit, offset by an increase in our tax rate of
1.5% due to the impact of certain permanent items. Our net state income tax rate was approximately 0.1%, which was positively impacted by the California single sales factor election to calculate our tax liability. Income tax expense for the
three months ended March 31, 2011 is based on our estimated annual effective tax rate for the full fiscal year ending December 31, 2011. Due to the expected utilization of net operating loss carryforwards and research and development
credits that offset our taxes payable, our current income tax expense in 2011 is significantly higher than our actual cash tax liability. Income tax expense during the three months ended March 31, 2010 represented minimum state tax payments.

Liquidity and Capital Resources

As of March 31, 2011 and December 31, 2010, we had cash, cash equivalents and marketable securities of $179.1 million and $168.8
million, respectively.

In October 2010, we completed a public offering in which 10,750,000 shares of our common stock were sold on
our behalf at a price to the public of $9.70 per share, and which resulted in gross offering proceeds of $104.3 million and net offering proceeds of approximately $99.3 million after deducting underwriting commissions and offering expenses payable
by us.

As of March 31, 2011, we had access to a $5.0 million revolving credit line under the terms of our Loan and Security
Agreement, with Silicon Valley Bank, or SVB, which expired in April 2011 and was not renewed. Under the provisions of the credit line agreement, interest was payable at an annual interest rate equal to the prime rate plus 0.5% if we maintained a
liquidity ratio of at least 1.75 to 1, or the prime rate plus 2.0% if we maintained a liquidity ratio of less than 1.75 to 1. If any portion of the credit line remained unused at any time, we were required to pay a fee equal to 0.125% per annum
of the average unused portion of the credit line so long as we maintained a liquidity ratio of at least 1.75 to 1, or 0.5% per annum of the average unused portion of the credit line when our liquidity ratio fell below 1.75 to 1. The credit



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line also limited the aggregate amount of assets and collateral that we were allowed to transfer to, and the amount of investments that we were allowed to make in, certain of our subsidiaries, to
$600,000 per month. The amount available under the credit line could not exceed 80% of the value of our eligible accounts receivable and was decreased by certain commitments, such as the $1.2 million and $35,000 standby letters of credit that
secured our performance under our San Diego, California, and San Jose, California, facility leases, respectively. As of March 31, 2011, the availability was reduced by the two standby letters of credit for our facility leases, and $3.8 million
was available under the credit line. We are currently working with our landlords to replace these two standby letters of credit with either an unsecured letter of credit or a cash security deposit.

The following table shows our cash flows from operating activities, investing activities and financing activities for the three months ended
March 31, 2011 and 2010 (in thousands):



|                                                     |  |                             |         |   |      |   |       |  
|---------------------------------------------------- |  | --------------------------- | ------- | - | ---- | - | ----- | -
|                                                     |  | Three Months EndedMarch 31, |        
|                                                     |  | 2011                        |         |   | 2010 |  
|Net cash provided by operating activities            |  | $                           | 11,654  |   |      | $ | 3,482 |  
|Net cash used in investing activities                |  |                             | (75,106 | ) |      |   | (609  | )
|Net cash provided by financing activities            |  |                             | 736     |   |      |   | 370   |  
|Net effect of exchange rates on cash                 |  |                             | 21      |   |      |   | 4     |  
|                                                     |  |                             |         |   |      |   |       |  
|Net (decrease) increase in cash and cash equivalents |  | $                           | (62,695 | ) |      | $ | 3,247 |  
|                                                     |  |                             |         |   |      |   |       |  

Cash Flows from Operating Activities

Net cash provided by operating activities was $11.7 million for the three months ended March 31, 2011. Sources of cash provided by operating activities included cash generated from net income of $11.9
million, which included non-cash charges of $5.2 million related to deferred income taxes, $3.0 million in stock compensation expenses, depreciation and amortization expense of $1.0 million and amortization of premiums on marketable securities of
$0.7 million. Offsetting the non-cash charges were uses of cash of $10.2 million related to working capital changes. Cash used for working capital purposes included a decrease in our accounts payable balance of $8.4 million due to the timing of
payments for inventory purchases, an increase in our accounts receivable balance of $5.5 million due to higher revenues and a more linear quarter and a reduction in accrued payroll and benefit expenses of approximately $1.7 million due to payments
of fiscal year end incentive bonuses in the first quarter of 2011. These working capital uses of cash were partially offset by working capital sources of cash including a decrease in our inventory balances of $4.6 million as we reduced our
inventory levels on our MoCA products during the quarter and an increase in accrued expenses and other liabilities of approximately $1.0 million primarily due to an increase in income taxes payable.

Net cash provided by operating activities was $3.5 million for the three months ended March 31, 2010, primarily resulting from net income
of $1.8 million, $2.2 million in stock compensation expenses, depreciation and amortization of $1.3 million, a $0.9 million increase in accounts payable and other liabilities driven primarily by an increase in inventory and a $0.8 million decrease
in prepaid expenses. These increases in net cash were offset by an increase in accounts receivable of $2.7 million due to an increase in sales during the three months ended March 31, 2010 and a $0.7 million increase in inventory primarily
related to our silicon tuner products, new deployments of our home networking products and increased demand of our channel stacking switch products.

Cash Flows from Investing Activities

Net cash used in investing activities was $75.1 million for the three months ended March 31, 2011 due to purchases of available-for-sale
securities of $73.8 million and purchases of property and equipment of $1.3 million, primarily consisting of research and development equipment.

Net cash used in investing activities was $0.6 million for the three months ended March 31, 2010 due to purchases of property and equipment primarily consisting of research and development equipment.

Cash Flows from Financing Activities

Net cash provided by financing activities was $0.7 million for the three months ended March 31, 2011, due to proceeds from the issuance of common stock in connection with stock option exercises.



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Net cash provided by financing activities was $0.4 million for the three months ended
March 31, 2010, due to proceeds from the issuance of common stock in connection with stock option exercises.

We believe that
our cash, cash equivalents and investments of $179.1 million as of March 31, 2011, will be sufficient to fund our projected operating requirements for at least the next 12 months.

We intend to continue spending substantial amounts in connection with the growth of our business and we may need to obtain additional financing to
pursue our business strategy, develop new products, respond to competition and market opportunities, and possibly acquire complementary businesses or technologies. In October 2010, we completed a public offering of 10,750,000 shares of our common
stock, which resulted in net proceeds of approximately $99.3 million. In the future we may not be able to obtain such financing on favorable terms or at all. If we were to raise additional capital through further sales of our equity securities, our
stockholders would suffer dilution of their equity ownership. If we engage in debt financing, we may be required to accept terms that restrict our ability to incur additional indebtedness, prohibit us from paying dividends, prohibit us from
repurchasing our stock or making investments or force us to maintain specified liquidity or other ratios, any of which could harm our business, operating results and financial condition.

Indemnities

In the ordinary course of business, we have entered into agreements that include
indemnity provisions with certain customers. Based on historical experience and information known as of March 31, 2011, we have not recorded any indemnity obligations.

Off-Balance Sheet Arrangements

During the periods presented, we did not have, nor do we
currently have, any relationships with unconsolidated entities or financial partnerships, such as entities often referred to as structured finance or special purpose entities, which would have been established for the purpose of facilitating
off-balance sheet arrangements or other contractually narrow or limited purposes.

Critical Accounting Policies and Estimates

Our discussion and analysis of our financial condition and the results of operations are based on our financial statements which have been prepared
in accordance with United States generally accepted accounting principles, or GAAP. The preparation of these financial statements requires us to make estimates and judgments that affect the reported amounts of assets, liabilities, revenue and
expenses. We base our estimates on historical experience and on various other assumptions that we believe to be reasonable under the circumstances, the results of which form the basis for making judgments about the carrying values of assets and
liabilities that are not readily apparent from other sources. Actual results may differ from these estimates under different assumptions or conditions. Our critical accounting policies are discussed in our Annual Report and there have been no
material changes to such policies.

Recent Accounting Pronouncements

On March 31, 2010, the Financial Accounting Standards Board, or FASB, ratified the milestone method of revenue recognition. Under this new standard, an entity can recognize contingent consideration earned from
the achievement of a substantive milestone in its entirety in the period in which the milestone is achieved. A milestone is defined as an event (i) that can only be achieved based in whole or in part on either the entitys performance or
on the occurrence of a specific outcome resulting from the entitys performance (ii) for which there is substantive uncertainty at the date the arrangement is entered into that the event will be achieved and (iii) that would result in
additional payments being due to the entity. The milestone method of revenue recognition is effective for fiscal years beginning on or after June 15, 2010 and may be applied prospectively after the adoption date or retrospectively for all
periods presented. We have adopted this guidance effective January 1, 2011 and the application of this guidance did not have a material impact on our consolidated financial statements.

There have been no other recent accounting pronouncements or changes in accounting pronouncements during the three months ended March 31,
2011, as compared to the recent accounting pronouncements described in the Annual Report that are of material significance, or have potential material significance, to us.



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|Item 3. | Quantitative and Qualitative Disclosures About Market Risk
|------- | ----------------------------------------------------------

Foreign Currency Risk

Our sales have been historically denominated in U.S. dollars and an
increase in the value of the U.S. dollar relative to the currencies of the countries in which our customers operate could materially affect the demand of our products by non-U.S. customers, leading to a reduction in orders placed by these customers,
which would adversely affect our business. Our international sales and marketing operations incur expenses that are denominated in foreign currencies. These expenses could be materially affected by currency fluctuations; however, we do not consider
this currency risk to be material as the related costs do not constitute a significant portion of our total spending. We outsource our wafer manufacturing, assembly, testing, warehousing and shipping operations; however all expenses related thereto
are denominated in U.S. dollars. If the value of the U.S. dollar decreases relative to the currencies of the countries in which such contractors operate, the prices we are charged for their services may increase, which would adversely affect our
business. Currently, we have not implemented any hedging strategies to mitigate risks related to the impact of fluctuations in currency exchange rates.

Interest Rate Risk

We typically maintain an
investment portfolio of various holdings, types and maturities. We do not use derivative financial instruments. We place our cash investments in deposits and money market funds with major financial institutions, U.S. government obligations and debt
securities of corporations with strong credit ratings in a variety of industries that meet high credit quality standards, as specified in our investment policy guidelines. These guidelines also limit the amount of credit exposure to any one issue,
issuer or type of instrument.

All of our fixed income investments are classified as available-for-sale and therefore reported on the
balance sheet at market value. The fair value of our cash equivalents and investments are subject to change as a result of changes in market interest rates and investment risk related to the issuers credit worthiness. We do not utilize
financial contracts to manage our exposure in our investment portfolio to changes in interest rates. We place our cash investments in instruments that meet credit quality standards, as specified in our investment policy guidelines. We have
established guidelines relative to diversification and maturities that attempt to maintain safety and liquidity. These guidelines are periodically reviewed and modified to take advantage of interest rate trends. We generally do not utilize
derivatives to hedge against increases in interest rates which decrease market values. At March 31, 2011, we had $179.1 million in cash, cash equivalents and investments, all of which are stated at fair value. A 100 basis point increase or
decrease in market interest rates over a three month period would not be expected to have a material impact on the fair value of the $35.4 million of cash and cash equivalents held as of March 31, 2011, as these consisted of securities
with maturities of less than three months. A 100 basis point increase or decrease in interest rates would, however, decrease or increase, respectively, the fair value of the $143.7 million of our investments by approximately $1.0 million.



|Item 4. | Controls and Procedures
|------- | -----------------------

We maintain disclosure controls and procedures that are designed to ensure that information required to be disclosed in our periodic reports filed
with the SEC are recorded, processed, summarized and reported within the time periods specified in the rules and forms of the SEC and that such information is accumulated and communicated to our management, including our principal executive officer
and principal financial officer, as appropriate, to allow for timely decisions regarding required disclosure. In designing and evaluating the disclosure controls and procedures, management recognizes that any controls and procedures, no matter how
well designed and operated, can provide only reasonable assurance of achieving the desired control objectives, and no evaluation of controls and procedures can provide absolute assurance that all control issues and instances of fraud, if any, within
a company have been detected. Management is required to apply its judgment in evaluating the cost-benefit relationship of possible controls and procedures.

As required by Rule 13a-15(b) of the Securities Exchange Act of 1934, as amended, or the Exchange Act, prior to filing this Quarterly Report, we carried out an evaluation, under the supervision and with the
participation of our management, including our principal executive officer and principal financial officer, of the effectiveness of the design and operation of our disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) of
the Exchange Act) as of the end of the period covered by this Quarterly Report. Based on their evaluation, our principal executive officer and principal financial officer concluded that our disclosure controls and procedures were effective as of the
end of the period covered by this Quarterly Report.



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An evaluation was also performed under the supervision and with the participation of our management,
including our principal executive officer and principal financial officer, of any change in our internal control over financial reporting that occurred during our fiscal quarter ended March 31, 2011 that has materially affected, or is
reasonably likely to materially affect, our internal control over financial reporting. That evaluation did not identify any change in our internal control over financial reporting that occurred during our fiscal quarter ended March 31, 2011
that has materially affected, or is reasonably likely to materially affect, our internal control over financial reporting.



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PART II: OTHER INFORMATION

Item  1A.Risk Factors

Investing in our common stock involves a high degree of risk. Before deciding to purchase, hold or sell our common stock, you should carefully consider the following information, the other information in this
Quarterly Report and information contained in our Annual Report and in our other filings with the SEC. If any of these risks were to occur, our business, financial condition, results of operations or prospects could be materially and adversely
affected. In that event, the trading price of our common stock could decline, and you could lose all or part of your investment. These risks and uncertainties may be interrelated or co-related, and as a result, the occurrence of one risk might
directly affect other risks described below, make them more likely to occur or magnify their impact. Moreover, the risks and uncertainties described below are not the only ones we face. Additional risks and uncertainties not presently known to us or
that we currently deem immaterial may also affect our business.

The risk factors set forth below with an asterisk (*) next
to the title are new risk factors or risk factors containing changes from the risk factors previously disclosed in our Annual Report.

Risks
Related to Our Business

We have had net operating losses for most of the time we have been in existence, had an accumulated deficit of $165.3
million as of March 31, 2011 and only recently became profitable on an annual basis, and we are unable to predict whether we will remain profitable.*

We were incorporated in 2001, did not commence shipping production quantities of our home networking products until December 2004 and only recently became profitable on an annual basis. Consequently, any
predictions about future performance may not be as accurate as they could be if we had a longer history of successfully commercializing our home networking solutions and profitable operations. You should not rely on our operating results for any
prior quarterly or annual periods as an indication of our future operating performance.

For the year ended December 31, 2010, we
incurred net income of $64.7 million. For the years ended December 31, 2009 and 2008, we incurred net losses of $13.2 million and $136.4 million, respectively. Although we became profitable on an annual basis in 2010, we have incurred
substantial net losses since our inception and, as of March 31, 2011, we had an accumulated deficit of $165.3 million. We may incur operating losses in the future as we continue to make significant expenditures related to the development
of our products and the expansion of our business. Our ability to sustain profitability depends on the extent to which we can maintain or increase revenue and control our costs in order to, among other things, counter any unforeseen difficulties,
complications, product delays or other unknown factors that may require additional expenditures, or unforeseen difficulties or costs associated with the integration of acquired assets or businesses. Because of the numerous risks and uncertainties
associated with our growth prospects, product development, sales and marketing and other efforts, we are unable to predict the extent of our profitability or future losses. If we are unable to achieve adequate growth, we may not sustain
profitability.

We face intense competition and expect competition to increase in the future, with many of our competitors being larger, more
established and better capitalized than we are.*

The markets for our products are extremely competitive and have been
characterized by rapid technological change, evolving industry standards, rapid changes in customer requirements, short product life cycles and frequent introduction of next generation and new products, as well as competing technologies. This
competition could make it more difficult for us to sell our products and result in increased pricing pressure, reduced gross profit as a percentage of revenues or gross margins, increased sales and marketing expenses and failure to increase or the
loss of market share or expected market share. Semiconductor products in particular have a history of declining prices driven by customer insistence on lower prices as the cost of production is reduced and as demand falls when competitive products
or newer, more advanced products are introduced. If market prices decrease faster than product costs, our gross margins and operating margins would be adversely affected. Moreover, we expect increased competition from other established and emerging
companies both domestically and internationally. In particular, we currently face, or in the future expect to face, competition from companies such as Broadcom Corporation, or Broadcom, STMicroelectronics N.V., Trident Microsystems, Inc., Sigma
Designs, Inc., Cisco Systems, Inc., Intel Corporation, Marvell Technology Group Ltd., Lantiq Deutschland GmbH and Vixs Systems, Inc. in the sale of MoCA-compliant chipsets and technology. For example, Broadcom has announced the availability of
several multi-format video decoder system-on-a-chip solutions with integrated MoCA functionality. Broadcoms MoCA home networking reference design platform, which is based on



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Broadcoms MoCA-enabled system-on-a-chip product, has achieved MoCA 1.0 and MoCA 1.1 certification from the MoCA certification board and Broadcom, among other companies, is expected to
release MoCA 2.0 products in 2011. In addition, current and potential competitors may establish cooperative relationships among themselves or with third parties. If so, competitors or alliances that include our competitors may emerge and could
acquire significant market share. Further, our current and potential competitors may also enter into licensing arrangements with third parties with respect to MoCA chipsets or technology on licensing terms that are more favorable than the licensing
terms that we would be able to offer through the direct licensing of our MoCA chipsets and technology to such third parties. We expect these trends to continue as companies attempt to strengthen or maintain their market positions in an evolving
industry. In addition, our competitors could develop products or technologies that cause our products and technologies to become non-competitive or obsolete, or cause us to substantially reduce our prices.

Currently, we face competition from a number of established companies that offer products based on competing technologies, such as Data over Cable
Service Interface Specifications, versions of Digital Subscriber Line, or DSL, Ethernet, HomePNA, HomePlug AV, Broadband over Power Line, High Performance Network Over Coax, or HiNOC, Wi-Fi and WiMAX. Although some of these competing technologies
were not originally designed to operate over coaxial cables, our competitors have modified certain technologies, including HomePNA, HomePlug AV, Broadband over Power Line and Wi-Fi, to work on the same in-home coaxial cables that our MoCA-based
products use. We also expect to face competition from companies that offer products based on G.hn technology in the future. Many of our competitors and potential competitors are substantially larger and have longer operating histories, larger
customer bases and significantly greater financial, technical, sales, marketing and other resources than we do. Given their capital resources, many of these larger organizations are in a better position to withstand any significant reduction in
customer purchases or market downturns. Many of our competitors also have broader product lines and market focus, allowing them to bundle their products and services and effectively use other products to subsidize lower prices for those products
that compete with ours or to provide integrated product solutions that offer cost advantages to their customers. In addition, many of our competitors have been in operation much longer than we have and therefore have better name recognition and more
long-standing and established relationships with service providers, ODMs and OEMs.

Our ability to compete depends on a number of
factors, including:



| |  |  | the adoption of our products and technologies by service providers, ODMs and OEMs;
| | - |  | ----------------------------------------------------------------------------------



| |  |  | the performance and cost effectiveness of our products relative to our competitors products;
| | - |  | ---------------------------------------------------------------------------------------------



| |  |  | our ability to deliver high quality and reliable products in large volumes and on a timely basis;
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | our ability to build close relationships with service providers, ODMs and OEMs;
| | - |  | -------------------------------------------------------------------------------



| |  |  | our success in developing and utilizing new technologies to offer products and features previously not available in the marketplace that are technologically
superior to those offered by our competitors;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our ability to identify new and emerging markets and market trends;
| | - |  | -------------------------------------------------------------------



| |  |  | our ability to reduce our product costs and receive favorable pricing from our suppliers;
| | - |  | -----------------------------------------------------------------------------------------



| |  |  | our ability to recruit design and application engineers and other technical personnel; and
| | - |  | ------------------------------------------------------------------------------------------



| |  |  | our ability to protect our intellectual property and obtain licenses to the intellectual property of others on commercially reasonable terms.
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------

Our inability to address any of these factors effectively, alone or in combination with others, could seriously harm
our business, operating results and financial condition.



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In addition, consolidation by industry participants could result in competitors with further increased
market share, larger customer bases, greater diversified product offerings and greater technological and marketing expertise, which would allow them to compete more effectively against us. Current and potential competitors may also gain such
competitive advantages by establishing financial or strategic relationships with existing or potential customers, suppliers or other third-parties. These new competitors or alliances among competitors, customers, or suppliers could emerge rapidly
and acquire significant market share. In addition, some of our suppliers and customers offer, or may in the future offer, products that compete with our products. Depending on the participants, industry consolidation or the formation of strategic
relationships could have a material adverse effect on our business and results of operations by reducing our ability to compete successfully in our current markets and the markets we are seeking to serve.

We depend on a limited number of customers, and ultimately service providers, for a substantial portion of our revenues, and the loss of, or a significant
shortfall in, orders from any of these parties could significantly impair our financial condition and results of operations.*

We
derive a substantial portion of our revenues from a limited number of customers. For example, for the year ended December 31, 2010, Wistron NeWeb Corporation, or Wistron, and Motorola accounted for 21% and 17% of our net revenues, respectively;
for the year ended December 31, 2009, Actiontec Electronics Inc., or Actiontec, and Motorola accounted for 16% and 27% of our net revenues, respectively; and for the year ended December 31, 2008, Actiontec and Motorola accounted for 20%
and 36% of our net revenues, respectively. More recently, during the three months ended March 31, 2011, Motorola and Wistron accounted for approximately 22% and 20% of our net revenues, respectively. Our inability to generate anticipated
revenues from our key existing or targeted customers, or a significant shortfall in sales to certain of these customers would significantly reduce our revenues and adversely affect our operating results. Our operating results in the foreseeable
future will continue to depend on our ability to effect sales to existing and other large customers.

In addition, we depend on a
limited number of service providers that purchase products from our customers that incorporate our home networking or digital broadcast satellite outdoor unit solutions. If these service providers, or other service providers that elect to use our
products, reduce or eliminate purchases of our customers products which incorporate our products, this would significantly reduce our revenues and adversely affect our operating results. In addition, any sudden or unexpected slowdown in
deployments by service providers that incorporate our products may lead to an inventory buildup by our customers who may, in turn, postpone taking delivery of our products or wait to clear their existing inventory before ordering more products from
us, which, in turn, may adversely affect our results. Our operating results for the foreseeable future will continue to depend on a limited number of service providers demand for products which incorporate our products.

We may have conflicts with our customers or the service providers that purchase products from our customers that incorporate our products. Any such
conflict could result in events that have a negative impact on our business, including:



| |  |  | reduced purchases of our products or our customers products that incorporate them;
| | - |  | -----------------------------------------------------------------------------------



| |  |  | uncertainty regarding ownership of intellectual property rights;
| | - |  | ----------------------------------------------------------------



| |  |  | litigation or the threat of litigation; or
| | - |  | ------------------------------------------



| |  |  | settlements or other business arrangements imposing obligations on us or restrictions on our business, including obligations to license intellectual property
rights or make cash payments.
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

If we fail to develop and introduce new or enhanced products on a timely basis, our ability to
attract and retain customers could be impaired, and our competitive position may be harmed.*

To compete successfully, we must
design, develop, market and sell new or enhanced products that provide increasingly higher levels of performance and reliability and meet the cost expectations of our customers. The introduction of new products by our competitors, the market
acceptance of products based on new or alternative technologies, or the emergence of new industry standards could render our existing or future products obsolete. Our failure to anticipate or timely develop new or enhanced products or technologies
in response to technological shifts could result in decreased revenues and an increase in design wins by our competitors. In particular, we may experience



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difficulties with product design, manufacturing, marketing or certification that could delay or prevent our development, introduction or marketing of new or enhanced products. If we fail to
introduce new or enhanced products that meet the needs of our customers or penetrate new markets in a timely fashion, we may lose market share and our operating results will be adversely affected. In addition, a design loss to one of our competitors
may negatively impact our financial results for several years.

Our results could be adversely affected if our customers or the service providers
who purchase their products are unable to successfully compete in their respective markets.*

Our customers and the service
providers that purchase products from our customers face significant competition from their competitors. We rely on these customers and service providers ability to develop products and/or services that meet the needs of their customers
in terms of functionality, performance, availability and price. If these customers and service providers do not successfully compete, they may lose market share, which would negatively impact the demand for our products. For example, for our home
networking products, there is intense competition among service providers to deliver video and other multimedia content into and throughout the home. For the sale of our home networking products, we are currently dependent on the ability of a
limited number of service providers to compete in the market for the delivery of HD video and other multimedia content. Therefore, factors influencing the ability of these service providers to compete in this market, such as competition from
alternative content providers or laws and regulations regarding local cable franchising or satellite broadcasting rights, could have an adverse effect on our ability to sell home networking products. In addition, our digital broadcast satellite
outdoor unit products are primarily supplied to digital broadcast satellite service providers by our ODM and OEM customers. Digital broadcast satellite service providers are facing significant competition from telecommunications carriers and cable
service operators as they compete for customers in terms of video, voice and data services. Moreover, ODMs and OEMs who market satellite set-top boxes using our silicon tuners are competing with a variety of Internet protocol-based video delivery
solutions, including versions of DSL technology and certain fiber optic-based solutions. Many of these technologies compete effectively with satellite set-top boxes and do not require tuners such as the ones we sell. If our customers and the service
providers who purchase products from our customers that incorporate our products do not successfully compete, they may lose market share, which would reduce demand for our products.

If the market for HD video and other multimedia content delivery solutions based on the MoCA standard does not develop as we anticipate, our revenues may decline or fail to grow, which would adversely affect
our operating results.*

We derive, and expect to continue to derive for the foreseeable future, a significant portion of our
revenues from sales of our home networking products based on the MoCA standard. The market for multimedia content delivery solutions based on the MoCA standard is relatively new, still evolving and difficult to predict. Currently, the growth of the
MoCA-based multimedia content delivery market and the success of our business are largely driven by the adoption and deployment of existing and future generations of the technology by service providers, ODMs and OEMs and, to a lesser extent, by
consumer adoption of such technology which is dependent on the availability of OTT services that directly deliver Internet video content into the home. It is uncertain whether the MoCA standard will achieve and sustain high levels of demand and
market acceptance by service providers or consumers, whether the availability of OTT services will continue to grow or whether consumers beyond the early technology adopters will embrace OTT services in increasing numbers, if at all.

Some service providers, ODMs and OEMs have adopted, and others may adopt, multimedia content delivery solutions that rely on technologies other
than the MoCA standard or may choose to wait for the introduction of products and technologies that serve as a replacement or substitute for, or represent an improvement over, MoCA-based solutions. The alternative technology solutions, which compete
with MoCA-based solutions, include Data over Cable Service Interface Specifications, versions of DSL, Ethernet, HomePNA, HomePlug AV, Broadband over Power Line, HiNOC, Wi-Fi and WiMAX. It is critical to our success that additional service providers,
including telecommunications carriers, digital broadcast satellite service providers and cable operators, adopt the MoCA standard for home networking. If the market for MoCA-based solutions does not continue to develop or develops more slowly than
we expect, or if we make errors in predicting adoption and deployment rates for these solutions, our revenues may be significantly adversely affected. Our operating results may also be adversely affected by any delays in consumer adoption of OTT
services, or if the market for OTT services develops more slowly than we expect.



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Even if service providers, ODMs and OEMs adopt multimedia content delivery solutions based on the MoCA standard,
we may not compete successfully in the market for MoCA-compliant chipsets.

As a member of MoCA, we are required to license any
of our patent claims that are essential to implement the MoCA specifications to other MoCA members on reasonable and non-discriminatory terms. As a result, we are required to license some of our important intellectual property to other MoCA members,
including other semiconductor manufacturers that may compete with us in the sale of MoCA-compliant chipsets. Furthermore, there may be disagreements among MoCA members as to specifically which of our patent claims we are required to license to them.
If we are unable to differentiate our MoCA-compliant chipsets from other MoCA-compliant chipsets by offering superior pricing and features outside MoCA specifications, we may not be able to compete effectively in the market for such chipsets.
Moreover, although we are currently and actively involved in the ongoing development of the MoCA standard, we cannot guarantee that future MoCA specifications will incorporate technologies or product features we are developing or that our products
will be compatible with future MoCA specifications. As additional members, including our competitors, continue to join MoCA, they and existing members may exert greater influence on MoCA and the development of the MoCA standard in a manner that is
adverse to our interests. If our home networking products fail to comply with future MoCA specifications, the demand for these products could be severely reduced.

The semiconductor and communications industries are highly cyclical and subject to rapid change and evolving industry standards and, from time to time, have experienced significant downturns in customer
demand as well as unexpected increases in demand resulting in production capacity constraints. These factors could impact our operating results, financial condition and cash flows and may increase the volatility of the price of our common stock.

The semiconductor and communications industries are highly cyclical and subject to rapid change and evolving industry standards
and, from time to time, have experienced significant downturns in customer demand, most recently in late 2008 through 2009 as a result of the deterioration in global macroeconomic conditions. These downturns are characterized by decreases in product
demand, excess customer inventories and accelerated erosion of prices; factors which have caused, and could continue to cause, substantial fluctuations in our net revenue and in our operating results. Any downturns in the semiconductor and
communications industries may be severe and prolonged, and any failure of these industries to fully recover from downturns could harm our business. For example, because a significant portion of our expense is fixed in the near term or is incurred in
advance of anticipated sales, during these downturns we may not be able to decrease our expenses rapidly enough to offset unanticipated shortfalls in revenues during industry downturns, which would adversely affect our operating results. Even as the
industry recovers from the most recent downturn, some OEMs and ODMs may continue to slow down their research and development activities, cancel or delay new product development, reduce their inventories and/or take a cautious approach to acquiring
products, which may negatively impact our business.

The semiconductor and communications industries also periodically experience
increased demand and production capacity constraints, which may affect the ability of companies such as ours to ship products to customers. Any factor adversely affecting either the semiconductor or communications industries in general, or the
particular segments of any of these industries that our products target, may adversely affect our ability to generate revenue and could negatively impact our operating results, cash flow and financial condition. During 2010, the semiconductor and
communications industries began experiencing supply shortages due to sudden increases in demand beyond foundry capacity. In addition to capacity issues, during periods of increased demand these industries may also experience difficulty obtaining
sufficient manufacturing, assembly and test resources from manufacturers. If, as a result of these industry issues, we are unable to meet our customers increased demand for our products, we would miss opportunities for additional revenue and
could experience a negative impact on our relationships with affected customers. Further, in response to the cyclical and rapidly changing nature of the semiconductor and communications industries, our operating results may fluctuate from period to
period as we adjust our inventory and production requirements to meet the changing demands of our customers, which could impact our financial condition and cash flows and may increase the volatility of the price of our common stock.



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Our operating results have fluctuated significantly in the past and we expect them to continue to fluctuate in
the future, which could lead to volatility in the price of our common stock.*

Our operating results have fluctuated in the past
and are likely to continue to fluctuate, on an annual and a quarterly basis, as a result of a number of factors, many of which are outside of our control. These fluctuations in our operating results may cause our stock price to fluctuate as well.
The primary factors that are likely to affect our quarterly and annual operating results include:



| |  |  | changes in demand for our products or those offered by service providers and our customers;
| | - |  | -------------------------------------------------------------------------------------------



| |  |  | the timing and amount of orders, especially from significant service providers and customers;
| | - |  | ---------------------------------------------------------------------------------------------



| |  |  | the seasonal nature of the sales of products that incorporate our products by certain service providers which may affect the timing of orders for our products;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the level and timing of capital spending of service providers, both in the United States and in international markets;
| | - |  | ----------------------------------------------------------------------------------------------------------------------



| |  |  | competitive market conditions, including pricing actions by us or our competitors;
| | - |  | ----------------------------------------------------------------------------------



| |  |  | adverse market perception of MoCA-compliant products;
| | - |  | -----------------------------------------------------



| |  |  | any delay in the approval of the new MoCA standard (MoCA 2.0) by the alliance, OEMs or service providers;
| | - |  | ---------------------------------------------------------------------------------------------------------



| |  |  | our unpredictable and lengthy sales cycles;
| | - |  | -------------------------------------------



| |  |  | the mix of products and product configurations sold;
| | - |  | ----------------------------------------------------



| |  |  | our ability to successfully define, design and release new products on a timely basis that meet customers or service providers needs;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------



| |  |  | costs related to acquisitions of complementary products, technologies or businesses;
| | - |  | ------------------------------------------------------------------------------------



| |  |  | new product introductions and enhancements, or the market anticipation of new products and enhancements, by us or our competitors;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------



| |  |  | the timing of revenue recognition on sales arrangements, which may include multiple deliverables and the effect of our use of inventory hubbing
arrangements;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | unexpected changes in our operating expenses;
| | - |  | ---------------------------------------------



| |  |  | general economic conditions (including the recent industry and economic downturn) and political conditions in the countries where we operate or our products are
sold or used;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our ability to attain and maintain production volumes and quality levels for our products, including adequate allocation of wafer, assembly and test capacity for
our products by our subcontractors;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our customers ability to obtain other components needed to manufacture their products;
| | - |  | ---------------------------------------------------------------------------------------



| |  |  | the cost and availability of components and raw materials used in our products, including, without limitation, the price of gold;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------



| |  |  | changes in manufacturing costs, including wafer, test and assembly costs, manufacturing yields and product quality and reliability;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------



| |  |  | productivity of our sales and marketing force;
| | - |  | ----------------------------------------------



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| |  |  | our inability to reduce operating expenses in a particular quarter if revenues for that quarter fall below expectations;
| | - |  | ------------------------------------------------------------------------------------------------------------------------



| |  |  | future accounting pronouncements and changes in accounting policies;
| | - |  | --------------------------------------------------------------------



| |  |  | disputes between content owners and service providers that results in the delay or elimination of the mass production and sale of products using our technology;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | labor disputes that result in the cancellation of widely-viewed televised events (e.g., sporting events) causing potential or existing subscribers to
cancel or delay the purchase of products, that incorporate our technology, from service providers;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | costs associated with litigation; and
| | - |  | -------------------------------------



| |  |  | changes in domestic and international regulatory environments.
| | - |  | --------------------------------------------------------------

Unfavorable changes in any of the above factors, many of which are beyond our control, could significantly harm our business and results of operations. You should not rely on the results of prior periods as an
indication of our future performance.

Adverse U.S. and international economic conditions have affected and may continue to adversely affect our
revenues, margins and profitability.

Since September 2008, the credit markets and the financial services industry have been
experiencing a period of unprecedented turmoil and upheaval characterized by the bankruptcy, failure, collapse or sale of various financial institutions and an unprecedented level of intervention from the U.S. federal government. These events,
together with the recent adverse economic conditions facing the broader economy and, in particular, the semiconductor and communications industries, have adversely affected, and may continue to adversely affect, our business as service providers cut
back or delay deployments that include our products and to the extent that consumers decrease their discretionary spending for enhanced video offerings from service providers, which may in turn lead to cautious or reduced spending by service
providers and, in turn, may lead to a decrease in orders for our products, thereby adversely affecting our operating results. Our operating results may also be adversely affected if the State of California adopts laws to suspend net operating loss
deductions as it has done in the past in response to the sharp decrease in tax revenue collections caused by the current adverse economic conditions.

We may also experience adverse conditions in our cost base due to changes in foreign currency exchange rates that reduce the purchasing power of the U.S. dollar, increase research and development expenses and
otherwise harm our business. These conditions may harm our margins and prevent us from sustaining profitability if we are unable to increase the selling prices of our products or reduce our costs sufficiently to offset the effects of effective
increases in our costs. Our attempts to offset the effects of cost increases through controlling our expenses, passing cost increases on to our customers or any other method may not succeed.

The success of our digital broadcast satellite outdoor unit products depends on the demand for our products within the satellite digital television market and the growth of this overall market.

In addition to our MoCA home networking products, we also derive a significant portion of our revenues from sales of our digital
broadcast satellite outdoor unit products into markets served by digital broadcast satellite providers and their ODM and OEM partners. The digital broadcast satellite market may not grow in the future as anticipated or a significant market slowdown
may occur, which would in turn reduce the demand for applications or devices, such as set-top boxes and low-noise block converters that rely on our digital broadcast satellite outdoor unit products. Because of the intense competition in the
satellite, terrestrial and cable digital television markets, the unproven technology of many products addressing these markets and the short product life cycles of many consumer applications or devices, it is difficult to predict the potential size
and future growth rate of the markets for our digital broadcast satellite outdoor unit products. If the demand for our digital broadcast satellite outdoor unit products is not as great as we expect, or if we are unable to produce competitive
products to meet that demand, our revenues could be adversely affected.



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Market-specific risks affecting the digital television, digital television set-top boxes and digital television
peripheral markets could impair our ability to successfully sell our silicon tuners.*

The market for digital television
applications in digital televisions, digital television set-top boxes and digital television peripherals is characterized by certain market-specific risks, any of which may adversely affect our ability to sell our silicon tuners. For example,
sellers of module tuners or tuner silicon providers that offer similar or better functionality than our silicon tuner solutions may dramatically lower their prices and become more competitive than we are in the tuner market. In addition, our silicon
tuners may not meet the specifications or have the feature sets desired by our customers or may not be architecturally compatible with other components in the customers designs. Our efforts to penetrate the digital television market, in
particular, will depend on our ability to overcome these and other challenges. To the extent our efforts are adversely affected by any of these risks or are otherwise unsuccessful, the demand for our silicon tuner products may not develop as
anticipated or decline which would adversely affect our revenues, financial condition and results of operations.

The success of our silicon
tuners is highly dependent on our relationships with demodulator manufacturers.

Our silicon tuners are designed to be
interoperable with various specific demodulator integrated circuit products that are designed and manufactured by other companies. Historically, we have relied on strategic relationships with various demodulator manufacturers to enable both parties
to offer an interoperable tuner/demodulator solution to mutual end customers. Although we work in concert with third-party demodulator manufacturers to complete highly functional reference designs, we have no control over their future product plans
and product roadmaps and could be effectively designed out of future customer applications by the refusal of a demodulator manufacturer to continue to support our products. Likewise, our ability to acquire new customers is dependent on the
cooperation of third-party demodulator manufacturers. If such third-party manufacturers decide to partner with one of our competitors or to provide their own tuner solutions, we would effectively be prevented from selling our products to potential
new customers. Furthermore, our dependence on these third-party demodulator manufacturers often limits our strategic direction. If we were to design products that were competitive with any of such demodulator manufacturers, they may choose to stop
working with us.

If any of the current or prospective demodulator manufacturers with whom we have or intend to have relationships with
were to stop working with us in favor of other tuner manufacturers or in favor of deploying their own tuner products, we would be effectively designed out of current and potential customers products and the demand for our silicon tuners would
be substantially reduced.

The market for our broadband access products is limited and these products may not be widely adopted.*

Our broadband access products are designed to meet broadband access requirements in areas characterized by fiber optic network
deployments that terminate within one kilometer of customer premises. We believe the primary geographic markets for our broadband access products are currently in certain Asian countries such as China, Japan, Korea, and parts of Europe where there
are many multi-dwelling units and fiber optic networks that extend to or near a customer premises. We do not expect to generate significant revenues from sales of our broadband access products in North America, which is generally characterized by
low-density housing, or in developing nations which do not generally have extensive fiber optic networks. To the extent our efforts to sell our broadband access products into currently targeted markets are unsuccessful, the demand for these products
may not develop as anticipated or may decline, either of which could adversely affect our future revenues. Moreover, these markets have a large number of service providers and varying regulatory standards, both of which may delay any widespread
adoption of our products and increase the time during which competing technologies could be introduced and displace our products.

In
addition, if areas characterized by fiber optic networks that terminate within one kilometer of customer premises do not continue to grow, or we are unable to develop broadband access products that are competitive outside of these areas, the demand
for our broadband access products may not grow and our revenues may be limited. Even if the markets in which our broadband access products are targeted continue to grow or we are able to serve additional markets, customers and service providers may
not adopt our technology. There are a growing number of competing technologies for delivering high-speed broadband access from the service providers network to the customers premises. For example, our broadband access products face
competition from products using data over cable service interface specifications, or DOCSIS, versions of DSL, Ethernet and WiMAX-based solutions. Moreover, there are many other access technologies that are currently in development including some low
cost proprietary solutions. If service providers adopt competing products or technologies, the demand for our broadband access products will decline and we may not be able to generate significant revenues from these products.



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We intend to expand our operations and increase our expenditures in an effort to grow our business. If we are
not able to manage this expansion and growth, or if our business does not grow as we expect, we may not be able to realize a return on the resources we devote to expansion.

We anticipate that we will continue to expand our infrastructure and grow our headcount to accommodate changes in our research and development
strategy and achieve planned expansion of our product offerings, projected increases in our customer base and anticipated growth in the number of our product deployments. Our growth may place a strain on our administrative and operational
infrastructure. Our success in managing our growth will be dependent upon our ability to:



| |  |  | enhance our operational, financial and management controls, reporting systems and procedures;
| | - |  | ---------------------------------------------------------------------------------------------



| |  |  | expand our facilities and equipment and develop new sources of supply for the manufacture, assembly and testing of our semiconductor products;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | successfully hire, train, motivate and productively deploy additional employees, including technical personnel; and
| | - |  | -------------------------------------------------------------------------------------------------------------------



| |  |  | expand our international resources.
| | - |  | -----------------------------------

Our inability to address effectively any of these factors, alone or in combination with others, could harm our ability to execute our business strategy.

Further, we intend to continue to grow our business by entering new markets, developing new product offerings and pursuing new customers. If we
fail to timely or efficiently expand operational and financial systems in connection with such growth or if we fail to implement or maintain effective internal controls and procedures, resulting operating inefficiencies could increase costs and
expenses more than we planned and might cause us to lose the ability to take advantage of market opportunities, enhance existing products, develop new products, satisfy customer requirements, respond to competitive pressures, control our inventory
or otherwise execute our business plan. Failure to implement or maintain such controls and procedures could also impact our ability to produce timely and accurate financial statements. Additionally, if we increase our operating expenses in
anticipation of the growth of our business and such growth does not meet our expectations, our financial results likely would be negatively impacted.

Any acquisition, strategic relationship, joint venture or investment could disrupt our business and harm our financial condition.

We actively pursue acquisitions, strategic relationships, joint ventures, collaborations and investments that we believe may allow us to complement
our growth strategy, increase market share in our current markets or expand into adjacent markets, or broaden our technology and intellectual property. Such transactions may be complex, time consuming and expensive, and may present numerous
challenges and risks including:



| |  |  | difficulties in assimilating any acquired workforce and merging operations;
| | - |  | ---------------------------------------------------------------------------



| |  |  | attrition and the loss of key personnel;
| | - |  | ----------------------------------------



| |  |  | an acquired company, asset or technology, or a strategic collaboration or licensed asset or technology not furthering our business strategy as anticipated;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | our overpayment for a company, asset or technology or changes in the economic or market conditions or assumptions underlying our decision to make an acquisition;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | difficulties entering and competing in new product or geographic markets and increased competition, including price competition;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------



| |  |  | significant problems or liabilities, including increased intellectual property and employment related litigation exposure, associated with acquired businesses,
assets or technologies;
| | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | in connection with any such transaction, the need to use a significant portion of our available cash, issue additional equity securities that would dilute the
then-current stockholders percentage ownership or incur substantial debt or contingent liabilities;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | requirements to devote substantial managerial and engineering resources to any strategic relationship, joint venture or collaboration, which could detract from
our other efforts or significantly increase our costs;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | lack of control over the actions of our business partners in any strategic relationship, joint venture or collaboration, which could significantly delay the
introduction of planned products or otherwise make it difficult or impossible to realize the expected benefits of such relationship; and
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | requirements to record substantial charges and amortization expense related to certain intangible assets, deferred stock compensation and other items.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------

Any one of these challenges or risks could impair our ability to realize any benefit from our acquisitions, strategic
relationships, joint ventures or investments after we have expended resources on them.

In addition, from time to time we may enter into
negotiations for acquisitions, relationships, joint ventures or investments that are not ultimately consummated. These negotiations could result in significant diversion of our managements time, as well as substantial out-of-pocket costs.

We cannot forecast the number, timing or size of future acquisitions, strategic relationships, joint ventures or investments, or the
effect that any such transactions might have on our operating or financial results. Any such transaction could disrupt our business and harm our operating results and financial condition.

We may not realize the anticipated financial and strategic benefits from the businesses we have acquired or be able to successfully integrate such businesses with ours.*

We will need to overcome significant challenges in order to realize the benefits or synergies from the acquisitions we have completed to date and
any acquisitions that we may complete from time to time in the future. These challenges include the following:



| |  |  | integrating businesses, operations and technologies;
| | - |  | ----------------------------------------------------



| |  |  | retaining and assimilating key personnel;
| | - |  | -----------------------------------------



| |  |  | retaining existing customers and attracting additional customers;
| | - |  | -----------------------------------------------------------------



| |  |  | creating uniform standards, controls, procedures, policies and information systems;
| | - |  | -----------------------------------------------------------------------------------



| |  |  | meeting the challenges inherent in efficiently managing an increased number of employees, including some at geographic locations distant from our headquarters
and senior management; and
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | implementing appropriate systems, policies, benefits and compliance programs.
| | - |  | -----------------------------------------------------------------------------

Integration in particular may involve considerable risks and may not be successful. These risks include the following:



| |  |  | the potential disruption of our ongoing business and distraction of our management;
| | - |  | -----------------------------------------------------------------------------------



| |  |  | the potential strain on our financial and managerial controls and reporting systems and procedures;
| | - |  | ---------------------------------------------------------------------------------------------------



| |  |  | unanticipated expenses and potential delays related to integration of the operations, technology and other resources of the acquired companies;
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------



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| |  |  | the impairment of relationships with employees, suppliers and customers; and
| | - |  | ----------------------------------------------------------------------------



| |  |  | potential unknown or contingent liabilities.
| | - |  | --------------------------------------------

The inability to integrate successfully any businesses we acquire, or any significant delay in achieving integration, could delay introduction of new products and require expenditure of additional resources to
achieve integration. For example, although we recorded significant amounts of goodwill and other intangible assets in connection with the acquisitions we completed in 2007 and 2008, as a result of the recent industry and economic turmoil and its
effects on our market value and business outlook, we had to reduce the carrying amount of all of these long-lived assets and, as of March 31, 2011, we had recorded an aggregate impairment charge of $113.4 million against our goodwill and
intangible assets carrying value related to these acquisitions.

Investors should not rely on attempts to combine our historical
financial results with those of any of our acquired businesses as separate operating entities to predict our future results of operations as a combined entity.

The average selling prices of our products have historically decreased over time and will likely do so in the future, which may reduce our revenues and gross margin.

Our products and products sold by other companies in our industry have historically experienced a decrease in average selling prices over time. We
anticipate that the average selling prices of our products will continue to decrease in the future in response to competitive pricing pressures, increased sales discounts and new product introductions by our competitors. For example, we expect that
other chipset manufacturers who are members of MoCA will produce competing chipsets and create pricing pressure for such products and Broadcom has announced the availability of competing chipsets for certain applications. Our future operating
results may be harmed due to the decrease of our average selling prices. To maintain our current gross margins or increase our gross margins in the future, we must develop and introduce on a timely basis new products and product enhancements,
continually reduce our product costs and manage product transitions in a timely and cost-effective manner. Our failure to do so would likely cause our revenues and gross margins to decline, which could have a material adverse effect on our operating
results and cause the value of our common stock to decline.

Fluctuations in the mix of products we sell may adversely affect our financial
results.

Because of differences in selling prices and manufacturing costs among our products, the mix and types of products sold
affect the average selling price of our products and have a substantial impact on our revenues and profit margins. To the extent our sales mix shifts toward increased sales of our lower-margin products, our overall gross margins will be negatively
affected. Fluctuations in the mix and types of our products sold may also affect the extent to which we are able to recover our costs and expenditures that are associated with a particular product, and as a result, can negatively impact our
financial results.

Our product development efforts are time-consuming, require substantial research and development expenditures and may not
generate an acceptable return.*

Our product development efforts require substantial research and development expense. Our
research and development expense was $13.1 million and $11.5 million for the three months ended March 31, 2011 and 2010, respectively. There can be no assurance that we will achieve an acceptable return on our research and development
efforts.

The development of our products is also highly complex. Due to the relatively small size of our product design teams, our
research and development efforts in our core technologies may lag behind those of our competitors, some of whom have substantially greater financial and technical resources. In the past, we have occasionally experienced delays in completing the
development and introduction of new products and product enhancements, and we could experience delays in the future. Unanticipated problems in developing products could also divert substantial engineering resources, which may impair our ability to
develop new products and enhancements and could substantially increase our costs. Furthermore, we may expend significant amounts on a research and development program that may not ultimately result in a commercially successful product, and we have
in the past terminated ongoing research and development programs before they could be brought to successful conclusions. As a result of these and other factors, we may be unable to develop and introduce new products successfully and in a
cost-effective and timely manner, and any new products we develop and offer may never achieve market acceptance. Any failure to develop future products that are commercially successful would have a material adverse effect on our business, financial
condition and results of operations.



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Our products typically have lengthy sales cycles, which may cause our operating results to fluctuate, and a
service provider, ODM or OEM customer may decide to cancel or change its service or product plans, which could cause us to lose anticipated sales.

Our products typically have lengthy sales cycles. A service provider must first evaluate our products. This initial evaluation period can vary considerably based on the service provider and product being evaluated,
and could take a significant amount of time to complete. Products incorporating new technologies generally require longer periods for evaluation. After this initial evaluation period, if a service provider decides to adopt our products, that service
provider and the applicable ODM or OEM customers will need to further test and evaluate our products prior to completing the design of the equipment that will incorporate our products. Additional time is needed to begin volume production of
equipment that incorporates our products. Due to these lengthy sales cycles, we may experience significant delays from the time we incur research and development and sales expenses until the time, if ever, that we generate sales from these products.
The delays inherent in these lengthy sales cycles increase the risk that a customer will decide to cancel or change its product plans. From time to time, we have experienced changes, delays and cancellations in the purchase plans of our customers. A
cancellation or change in plans by a service provider, ODM or OEM customer could prevent us from realizing anticipated sales. In addition, our anticipated sales could be lost or substantially reduced if a significant service provider, ODM or OEM
customer reduces or delays orders during our sales cycle or chooses not to release equipment that contains our products. We may invest significant time and effort in marketing to a particular customer that does not ultimately result in a sale to
that customer. As a result of these lengthy and uncertain sales cycles for our products, it is difficult for us to predict if or when our customers may purchase products in volume from us, and our operating results may vary significantly from
quarter to quarter, which may negatively affect our operating results for any given quarter.

If we do not complete our design-in activities
before a customers design window closes, we will lose the design opportunity, which could adversely affect our future sales and revenues and harm our customer relationships.

The timing of our design-in activities with key customers and prospective customers may not align with their open design windows, which may or may
not be known to us, making design win predictions more difficult. If we miss a particular customers design window, we may be forced to wait an entire year or even longer for the next opportunity to compete for the customers next design.
The loss of a particular design opportunity could eliminate or substantially delay revenues from certain target customers and markets, which could have a material adverse effect on our results of operations and future prospects as well as our
customer relationships.

Our products must interoperate with many software applications and hardware found in service providers networks and
other devices in the home, and if they do not interoperate properly our business would be harmed.

Our products must interoperate
with service providers networks and other devices in the home, which often have varied and complex specifications, utilize multiple protocol standards, software applications and products from multiple vendors, and contain multiple generations
of products that have been added over time. As a result, we must continually ensure that our products interoperate properly with existing and planned future networks. To meet these requirements, we must undertake development efforts that involve
significant expense and the dedication of substantial employee resources. We may not accomplish these development efforts quickly or cost-effectively, if at all. If we fail to maintain or anticipate compatibility with products, software or equipment
found in our customers networks, we may face substantially reduced demand for our products, which would adversely affect our business, operating results and financial condition.

From time to time, we may enter into collaborations or interoperability arrangements with equipment and software vendors providing for the use,
integration or interoperability of their technology with our products. These arrangements would give us access to and enable interoperability with various products or technologies in the connected home entertainment market. If these relationships
fail to achieve their goals, we would have to devote substantially more resources to the development of alternative products and the support of our existing products, or the addressable market for our products may become limited. In many cases,
these parties are either companies that we compete with directly in other areas or companies that have extensive relationships with our existing and potential customers and may have influence over the purchasing decisions of these customers. A
number of our competitors have stronger relationships



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than we do with some of our existing and potential customers and, as a result, our ability to have successful arrangements with these companies may be harmed. Our failure to establish or maintain
key relationships with third-party equipment and software vendors may harm our ability to successfully sell and market our products. We are currently devoting significant resources to the development of these relationships. Our operating results
could be adversely affected if these efforts do not result in the revenues necessary to offset these investments.

In addition, if we
find errors in the software or hardware used in service providers networks or problematic network configurations or settings we may have to modify our products so that they will interoperate with these networks. This could cause longer
installation times for our products and order cancellations, either of which would adversely affect our business, operating results and financial condition.

Our customers may cancel their orders, change production quantities or delay production, and if we fail to forecast demand for our products accurately, we may incur product shortages, delays in product
shipments or excess or insufficient product inventory.

We sell our products to customers who integrate them into their products.
We do not obtain firm, long-term purchase commitments from our customers. We have limited visibility as to the volume of our products that our customers are selling or carrying in their inventory. In addition, certain service providers are affected
by seasonality in their deployment of products that incorporate our products, which may in turn impact the timing of our sales. Because production lead times often exceed the amount of time required to fulfill orders, we often must build inventory
in advance of orders, relying on an imperfect demand forecast to project volumes and product mix. Our demand forecast accuracy, and our ability to manage our inventory carrying levels accurately, can be adversely affected by a number of factors,
including inaccurate forecasting by our customers, changes in market conditions, adverse changes in our product order mix and demand for our customers products. We have in the past had customers dramatically decrease and increase their
requested production quantities with little or no advance notice to us. Even after an order is received, our customers may cancel these orders, postpone taking delivery or request a decrease in production quantities. Any such cancellation,
postponement of delivery or decrease in production quantity subjects us to a number of risks, most notably that our projected sales will not materialize on schedule or at all, leading to unanticipated revenue shortfalls, reduced profit margins and
excess or obsolete inventory which we may be unable to sell to other customers or which we may be required to sell at reduced prices or write off entirely. Furthermore, changes to our customers requirements may result in disputes with our
customers which could adversely impact our future relationships with those customers. Alternatively, if we are unable to project customer requirements accurately, we may not build enough products, which could lead to delays in product shipments and
lost sales opportunities in the near term, as well as force our customers to identify alternative sources of supply, which could affect our ongoing relationships with these customers and potentially reduce our market share. If we do not timely
fulfill customer demands, our customers may cancel their orders and we may be subject to customer claims for cost of replacement.

Our ability to
accurately predict revenues and inventory needs, and to effectively manage inventory levels, may be adversely impacted due to our use of inventory hubbing arrangements.

We are party to an inventory hubbing arrangement with Motorola and we may enter into similar arrangements with other customers in the
future. Pursuant to these arrangements, we ship our products to a designated third-party warehouse, or hub, rather than shipping them directly to the customer. The products generally remain in the hub until the customer removes them for
incorporation into its own products. In the absence of any hubbing arrangement, we generally recognize revenues on sales of our products upon shipment of those products to the buyer. Under our hubbing arrangement with Motorola, however, we maintain
ownership of our products in the hub, and therefore do not recognize the related revenue until the date Motorola removes them from the hub. As a result, our ability to accurately predict future revenues recognized from sales to Motorola or any other
customers with which we implement hubbing arrangements may be impaired, and we may experience significant fluctuations in our quarterly operating results depending on when Motorola or any such other customers remove our products from the hub, which
they may do with little or no lead time. In the short term, we may experience an increase in operating expenses as we build and ship inventory to the hub and will not recognize revenues from sales of this inventory, if at all, until Motorola or any
such other customers remove it from the hub at a later time. Furthermore, because we continue to own but do not maintain control over our products after they are shipped to the hub, our ability to effectively manage inventory levels may be impaired
as our shipments under the hubbing arrangement increase and we may be exposed to additional risk that the inventory in the hub becomes obsolete before sales are recognized.



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We extend credit to our customers, sometimes in large amounts, but there is no guarantee every customer will be
able to pay our invoices when they become due.

As part of our routine business, we extend credit to customers purchasing our
products. While our customers may have the ability to pay on the date of shipment or on the date credit is granted, their financial condition could change and there is no guarantee that customers will ever pay the invoices. Rapid changes in our
customers financial conditions and risks associated with extending credit to our customers can subject us to a higher financial risk and could have a material adverse effect on our business, financial condition and results of operations.

We depend on a limited number of third parties to manufacture, assemble and test our products which reduces our control over key aspects of our
products and their availability.*

We do not own or operate a manufacturing, assembly or test facility for our products. Rather,
we outsource the manufacture, assembly and testing of our products to third-party subcontractors including TSMC, Jazz Semiconductor, Inc. (a wholly owned subsidiary of Tower Semiconductor, Inc), or TowerJazz, Amkor Technologies, Inc. and Giga
Solution Tech. Co., Ltd. Accordingly, we are greatly dependent on a limited number of suppliers to deliver quality products on time. Our reliance on sole or limited suppliers involves several risks, including susceptibility to increased
manufacturing costs if competition for foundry capacity intensifies and reduced control over the following:



| |  |  | supply of our products available for sale;
| | - |  | ------------------------------------------



| |  |  | pricing, quality and timely delivery of our products;
| | - |  | -----------------------------------------------------



| |  |  | prices and availability of components for our products; and
| | - |  | -----------------------------------------------------------



| |  |  | production capacity for our products, including shortages due to the difficulties of suppliers to meet production capacities because of unexpected increases in
demand.
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------

Because we rely on a limited number of third-party manufacturers, if we were required to change contract
manufacturers or one of our contract manufacturers became unable or unwilling to continue manufacturing our products, we may sustain lost revenues, increased costs and damage to our customer relationships. In addition, we would need to expend
significant time and effort to locate new third-party manufacturers, if available, and have them qualified by us and our customers.

Manufacturing defects may not be detected by the testing process performed by our subcontractors. If defects are discovered after we have shipped
our products, we may be exposed to warranty and consequential damages claims from our customers. Such claims may have an adverse impact on our revenues and operating results. Furthermore, if we are unable to deliver quality products, our reputation
would be harmed, which could result in the loss of future orders and business with our customers.

When demand for manufacturing capacity is high,
we may take various actions to try to secure sufficient capacity, which may be costly and negatively impact our operating results.

The ability of each of our subcontractors manufacturing facilities to provide us with chipsets is limited by their available capacity and
existing obligations. Although we have purchase order commitments to supply specified levels of products to our customers, we do not have a guaranteed level of production capacity from any of our subcontractors facilities to produce our
products. Facility capacity may not be available when we need it or at reasonable prices. In addition, our subcontractors may allocate capacity to the production of other companies products and thereby reduce deliveries to us on short notice.

In order to secure sufficient manufacturing facility capacity when demand is high and mitigate the risks associated with an inability
to meet our customers demands for our products, we may enter into various arrangements with subcontractors that could be costly and harm our operating results, including:



| |  |  | option payments or other prepayments to a subcontractor;
| | - |  | --------------------------------------------------------



| |  |  | nonrefundable deposits with or loans to subcontractors in exchange for capacity commitments;
| | - |  | --------------------------------------------------------------------------------------------



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| |  |  | contracts that commit us to purchase specified quantities of components over extended periods; and
| | - |  | --------------------------------------------------------------------------------------------------



| |  |  | purchase of testing equipment for specific use at the facilities of our subcontractors.
| | - |  | ---------------------------------------------------------------------------------------

We may not be able to make any such arrangements in a timely fashion or at all, and any arrangements may be costly, reduce our financial
flexibility and not be on terms favorable to us. Moreover, if we are able to secure capacity, we may be obligated to use all of that capacity or incur penalties. These penalties and obligations may be expensive and require significant capital and
could harm our business.

We believe that transitioning certain of our silicon products to newer or better manufacturing process technologies will
be important to our future competitive position. If we fail to make this transition efficiently, our competitive position could be seriously harmed.

We continually evaluate the benefits, on a product-by-product basis, of migrating to higher performance or lower cost process technologies in order to produce higher performance, more efficient or better integrated
circuits because we believe this migration is required to remain competitive. Other companies in our industry have experienced difficulty in migrating to new process technologies and, consequently, have suffered reduced yields, delays in product
deliveries and increased expense levels. We may experience similar difficulties. Moreover, we are dependent on our relationships with subcontractors to successfully migrate to newer or better process technologies. Our third-party manufacturers may
not make newer or better process technologies available to us on a timely or cost-effective basis, if at all. If our third-party manufacturers do not make newer or better manufacturing process technologies available to us on a timely or
cost-effective basis, or if we experience difficulties in migrating to these processes, it could have a material adverse effect on our competitive position and business prospects.

We rely on sales representatives and distributors to assist in selling our products, and the failure of these representatives to perform as expected could reduce our future sales.

We sell some of our products through third-party sales representatives and distributors. Our relationships with some of these third-party sales
representatives and distributors are relatively new and we are unable to predict the extent to which our third-party sales representatives and distributors will be successful in marketing and selling our products. Moreover, many third-party sales
representatives and distributors also market and sell competing products. Third-party sales representatives and distributors may terminate their relationships with us at any time, or with short notice, and may give greater attention to the products
sold by our competitors. Our future performance will also depend, in part, on our ability to attract additional third-party sales representatives and distributors that market our products effectively, especially in markets in which we have not
previously distributed our products. If we cannot retain our current third-party sales representatives and distributors and recruit additional or replacement third-party sales representatives and distributors, our revenues and operating results
could be harmed.

Our products may contain defects or errors which may adversely affect their market acceptance and our reputation and expose us
to product liability claims.*

Our products are very complex and may contain defects or errors, especially when first introduced,
when in full production, or when new versions are released. Despite testing, errors may occur. Product errors could affect the performance of our products, delay the development or release of new products or new versions of products, adversely
affect our reputation and our customers willingness to buy products from us, and adversely affect market acceptance of our products. Any such errors or delays in releasing new products or new versions of products or allegations of
unsatisfactory performance could cause us to lose revenue or market share, increase our service costs, cause us to incur substantial costs in redesigning our products, subject us to liability for damages and divert our resources from other tasks.
Our products must successfully interoperate with products from other vendors. As a result, when problems occur in a device or application in which our product is used, it may be difficult to identify the sources of these problems. The occurrence of
hardware and software errors, whether or not caused by our products, could result in the delay or loss of market acceptance of our products, and therefore delay our ability to recognize revenue from sales, and any necessary revisions may cause us to
incur significant expenses. Moreover, since one of the key benefits of our home networking products is reduction of the need for truck rolls, problems with our products would likely result in a greater number of truck rolls and this in turn could
adversely affect our sales. The occurrence of any such problems could harm our business, operating results and financial condition.

Any
limitation of liability provisions in our standard terms and conditions of sale may not fully or effectively protect us from claims as a result of federal, state or local laws or ordinances or unfavorable judicial decisions in the United States



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or other countries. The use of our products also entails the risk of product liability claims. We maintain insurance to protect against certain claims associated with the use of our products, but
our insurance coverage may not adequately cover any claim asserted against us. In addition, even claims that ultimately are unsuccessful could result in our expenditure of funds in litigation and divert our managements time and other
resources.

We depend on key personnel to operate our business, and if we are unable to retain our current personnel and hire additional qualified
personnel, our ability to develop and successfully market our products could be harmed.

We believe our future success will
depend in large part upon our ability to attract and retain highly skilled managerial, engineering and sales and marketing personnel. Even during the recent economic downturn, there continues to be competition for qualified personnel in the markets
in which we compete. In addition, the cost of living in the San Diego, California area, where our corporate headquarters is located, has proved to be an obstacle to attracting new employees in the past, and we expect that this will continue to
impact, to some extent, our ability to attract and retain employees in the future. We do not have employment agreements with most of our executive or key employees and the unexpected loss of any key employees, including Patrick Henry, our president
and chief executive officer, other members of our senior management or our senior engineering personnel, or an inability to attract additional qualified personnel, including engineers and sales and marketing personnel, could delay the development,
introduction and sale of our products and our ability to execute our business strategy may suffer. In addition, in the event that there is a loss of key personnel, there is a potential for loss of important knowledge that may delay or negatively
impact development or sale of our products and our ability to execute on our business strategy. We do not currently have any key person life insurance covering any executive officer or employee.

If we fail to comply with environmental regulatory requirements, our operating results could be adversely affected.

We face increasing complexity in our product design and procurement operations as we adjust to requirements relating to the materials composition of
many of our products. The European Union has adopted certain directives to facilitate the recycling of electrical and electronic equipment sold in the European Union, including the Restriction on the Use of Certain Hazardous Substances in Electrical
and Electronic Equipment, or RoHS, directive that restricts the use of lead, mercury and certain other substances in electrical and electronic products placed on the market in the European Union after July 1, 2006, and many other countries,
including China, Taiwan and Korea, where the majority of our products are manufactured and packaged and sold, have also adopted similar directives banning or limiting the use of specified substances in products introduced into their domestic
markets. We have incurred costs in connection with our compliance with these environmental laws and regulations, such as costs related to eliminating lead from our semiconductor product packaging. Other environmental regulations may be enacted in
the future, including in the United States, that require us to reengineer our products to utilize components that are compatible with these regulations, and this reengineering and component substitution may result in additional costs to us or
disrupt our operations or logistics. If we or the third-party manufacturers of our products are unable to meet future environmental regulations in a timely manner, it could have a material adverse effect on our business, results of operations and
financial condition.

Certain of our customers products and service providers services are subject to governmental regulation.

Governmental regulation could place constraints on our customers and service providers services and, consequently, reduce
our customers demand for our products. For example, the Federal Communications Commission has broad jurisdiction over products that emit radio frequency signals in the United States. Similar governmental agencies regulate these products in
other countries. Moreover, laws and regulations regarding local cable franchising or satellite broadcasting rights could have an adverse effect on service providers ability to compete in the HD video and multimedia content delivery market.
Although most of our products are not directly subject to current regulations of the Federal Communications Commission or any other federal or state communications regulatory agency, much of the equipment into which these products are incorporated
is subject to direct governmental regulation. Accordingly, the effects of regulation on our customers or the industries in which they operate may, in turn, impede sales of our products. For example, demand for these products will decrease if
equipment into which they are incorporated fails to comply with the specifications of the Federal Communications Commission.



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Our failure to raise additional capital or generate the significant capital necessary to expand our operations
and invest in new products could reduce our ability to compete and could harm our business.*

We intend to continue spending
substantial amounts to grow our business. We may need to obtain additional financing to pursue our business strategy, develop new products, respond to competition and market opportunities and acquire complementary businesses or technologies. We may
not be able to obtain such financing on favorable terms or at all. Our Loan and Security Agreement, as amended, with Silicon Valley Bank, or SVB, expired in April 2011 in accordance with its terms and was not renewed. When and if a need for credit
arises in the future, we have no assurance that we will be able to obtain such credit from SVB or any other lender.

If we were to raise
additional capital through further sales of our equity securities, our stockholders would suffer dilution of their equity ownership. If we engage in debt financing, we may be required to accept terms that restrict our ability to incur additional
indebtedness, prohibit us from paying dividends, repurchasing our stock or making investments, and force us to maintain specified liquidity or other ratios, any of which could harm our business, operating results and financial condition. If we need
additional capital and cannot raise it on acceptable terms, we may not be able to, among other things:



| |  |  | develop or enhance our products;
| | - |  | --------------------------------



| |  |  | continue to expand our product development and sales and marketing organizations;
| | - |  | ---------------------------------------------------------------------------------



| |  |  | acquire complementary technologies, products or businesses;
| | - |  | -----------------------------------------------------------



| |  |  | expand operations, in the United States or internationally;
| | - |  | -----------------------------------------------------------



| |  |  | hire, train and retain employees; or
| | - |  | ------------------------------------



| |  |  | respond to competitive pressures or unanticipated working capital requirements.
| | - |  | -------------------------------------------------------------------------------

Our failure to do any of these things could seriously harm our ability to execute our business strategy and may force us to curtail our research
and development plans or existing operations.

Our effective tax rate may increase or fluctuate, and we may not derive the anticipated tax
benefits from any expansion of our international operations.

Our effective tax rate could be adversely affected by various
factors, many of which are outside of our control. Our effective tax rate is directly affected by the relative proportions of revenue and income before taxes in the various domestic and international jurisdictions in which we operate. We are also
subject to changing tax laws, regulations and interpretations in multiple jurisdictions in which we operate as well as the requirements of certain tax rulings. Changes in applicable tax laws may cause fluctuations between reporting periods in which
the changes take place. If our business opportunities outside the United States continue to grow, we may expand our international operations and staff to better support our expansion into international markets. We anticipate that this expansion will
include the implementation of an international organizational structure that could result in an increasing percentage of our consolidated pre-tax income being derived from, and reinvested in, our international operations. Moreover, we anticipate
that this pre-tax income would be subject to foreign tax at relatively lower tax rates when compared to the U.S. federal statutory tax rate and as a consequence, our future effective income tax rate may be lower than the U.S. federal
statutory rate. There can be no assurance that significant pre-tax income will be derived from or reinvested in our international operations, that our international operations and sales will result in a lower effective income tax rate, or that we
will implement an international organizational structure. In addition, our future effective income tax rate could be adversely affected if tax authorities challenge any international tax structure that we implement or if the relative mix of U.S. and
international income changes for any reason. Accordingly, there can be no assurance that our effective income tax rate will be less than the U.S. federal statutory rate.



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Our ability to utilize our net operating loss and tax credit carryforwards may be limited, which could result in
our payment of income taxes earlier than if we were able to fully utilize our net operating loss and tax credit carryforwards.

As of December 31, 2010, we had federal and state net operating loss carryforwards of approximately $41.1 million and $32.7 million,
respectively, and federal and state research and development tax credit carryforwards of $12.5 million and $11.4 million, respectively. The tax benefits related to utilization of net operating loss and tax credit carryforwards may be limited
due to ownership changes or as a result of other events. For example, Section 382 of the Internal Revenue Code of 1986, as amended, imposes an annual limitation on the amount of net operating loss carryforwards and tax credit carryforwards
that may be used to offset federal taxable income and federal tax liabilities when a corporation has undergone a significant change in its ownership. While prior changes in our ownership, including as a result of our acquisition of RF Magic, have
resulted in annual limitations on the amount of our net operating loss and tax credit carryforwards that may be utilized in the future, we do not anticipate that such annual limitations will preclude the utilization of substantially all the net
operating loss and tax credit carryforwards described above in the event we remain profitable. However, to the extent our use of net operating loss and tax credit carryforwards is further limited by future offerings or transactions or by our
implementation of an international tax structure or other future events, our income would be subject to cash payments of income tax earlier than it would be if we were able to fully utilize our net operating loss and tax credit carryforwards without
such further limitation.

We devote significant monetary and managerial resources to ensure our compliance with public company regulations.*

As a public company, we incur significant legal, accounting and other expenses to ensure our compliance with various public
company regulations, including the Sarbanes-Oxley Act, and various rules and regulations adopted by the SEC and The NASDAQ Stock Market, or NASDAQ. The Sarbanes-Oxley Act requires us to maintain effective disclosure controls and procedures and
internal controls for financial reporting, and our management and other personnel devote a substantial amount of time to ensure our compliance with the Sarbanes-Oxley Acts requirements. Compliance with the Sarbanes-Oxley Act requires us to
adopt processes and procedures that make some activities more time-consuming and costly, thereby adding to our cost of operations. To ensure that we are in compliance with the Sarbanes-Oxley Act, and as required by the Sarbanes-Oxley Act, we perform
system and process evaluation and testing of our internal controls over financial reporting annually to allow management and our independent registered public accounting firm to report on the effectiveness of our internal controls. If we identify
deficiencies in our internal controls over financial reporting that are deemed to be material weaknesses, the market price of our stock could decline and we could be subject to sanctions or investigations by NASDAQ, the SEC or other regulatory
authorities.

The SEC and other regulators have continued to adopt new rules and regulations and make additional changes to
existing regulations that require our compliance. For example, on July 21, 2010, the Dodd-Frank Wall Street Reform and Protection Act, or the Dodd-Frank Act, was enacted. There are significant corporate governance and executive
compensation-related provisions in the Dodd-Frank Act that require the SEC to adopt additional rules and regulations in areas such as say on pay and proxy access. Our management and other personnel may be required to devote a substantial
amount of time to these compliance programs and as a result of the new corporate governance and executive compensation-related rules, regulations and guidelines prompted by the Dodd-Frank Act and further regulations and disclosure obligations
expected in the future, we will likely need to devote additional time and costs to comply with such compliance programs and rules.

If we fail to
manage our exposure to global financial and securities market risks successfully, our operating results could be adversely impacted.

We are exposed to financial market risks, including changes in interest rates, foreign currency exchange rates, credit markets and prices of marketable equity and fixed-income securities. The primary objective of
most of our investment activities is to preserve principal while at the same time maximizing yields without significantly increasing risk. To achieve this objective, a majority of our marketable investments are investment grade, liquid, fixed-income
securities and money market instruments denominated in U.S. dollars. If the carrying value of our investments exceeds the fair value, and the decline in fair value is deemed to be other-than-temporary, we will be required to write down the value of
our investments, which could materially harm our results of operations and financial condition. Moreover, the performance of certain securities in our investment portfolio is affected by the credit condition of the U.S. financial sector. Although
there have



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been recent signs of improvement within the U.S. financial sector, the sector remains fragile and conditions may deteriorate rapidly, which could adversely affect the value, realized or
unrealized, of our investments and cause us to record significant impairment losses.

Risks Related to Our Intellectual Property

Our ability to compete and our business could be jeopardized if we are unable to secure or protect our intellectual property.

We rely on a combination of patent, copyright, trademark and trade secret laws, confidentiality procedures and licensing arrangements to establish
and protect our proprietary rights. However, these legal means afford only limited protection and may not adequately protect our rights or permit us to gain or keep any competitive advantage. Our patent applications may not issue as patents at all
or they may not issue as patents in a form that will be advantageous to us. Our issued patents and those that may issue in the future may be challenged, invalidated, rendered unenforceable or circumvented, which could limit our ability to stop
competitors from marketing related products. Although we have taken steps to protect our intellectual property and proprietary technology, there is no assurance that third parties will not be able to invalidate, render unenforceable or design around
our patents. Furthermore, although we have entered into confidentiality agreements and intellectual property assignment agreements with our employees, consultants and advisors, such agreements may not be enforceable or may not provide meaningful
protection for our trade secrets or other proprietary information in the event of unauthorized use or disclosure or other breaches of the agreements. Moreover, we are required to license any of our patent claims that are essential to implement MoCA
specifications to other MoCA members, who could potentially include our competitors, on reasonable and non-discriminatory licensing terms. In addition, in connection with commercial arrangements with our customers and the service providers who
deploy equipment containing our products, we may be required to license our intellectual property to third parties, including competitors or potential competitors.

Despite our efforts to protect our proprietary rights, unauthorized parties may attempt to copy or otherwise obtain and use our trademarks, products or technology. Monitoring unauthorized use of our trademarks and
technology is difficult and we cannot be certain that the steps we have taken to prevent such unauthorized use will be successful, particularly in foreign countries where the laws may not protect our proprietary rights as comprehensively as in the
United States. In addition, if we become aware of a third partys unauthorized use or misappropriation of our trademarks or technology, it may not be practicable, effective or cost-efficient for us to enforce our intellectual property and
contractual rights, particularly where the initiation of a claim might harm our business relationships or risk a costly and protracted lawsuit, including a potential countersuit by a competitor with patents that may implicate our products. If
competitors engage in unauthorized use or misappropriation of our trademarks or technology, our ability to compete effectively could be harmed.

Our participation in patent pools and standards setting organizations, or other business arrangements, may require us to license our patents to
competitors and other third parties and limit our ability to enforce or collect royalties for our patents.

In addition to our
existing obligations to license our patent claims that are essential to implement the MoCA specifications to other MoCA members, in the course of participating in patent pools and other standards setting organizations or pursuant to other business
arrangements, we may agree to license certain of our technologies on a reasonable and non-discriminatory basis and, as a result, our control over the license of such technologies may be limited. We may also be unable to limit to whom we license some
of our technologies and may be unable to restrict many terms of the license. Consequently, our competitors may obtain the right to use our technology. In addition, our control over the application and quality control of our technologies that are
included in patent pools or otherwise necessary for implementing industry standards may be limited.

Any dispute with a MoCA member regarding what
patent claims are necessary to implement MoCA specifications could result in litigation which could have an adverse effect on our business.

We are required to grant to other MoCA members a non-exclusive and world-wide license on reasonable and non-discriminatory terms to any of our patent claims that are essential to implement MoCA specifications. The
meaning of reasonable and non-discriminatory has not been settled by the courts, and accordingly, it is not a well-defined concept. If we had a disagreement with a MoCA member regarding which of our patent claims are necessary to implement MoCA
specifications or regarding whether the terms of any license by us under reasonable and non-discriminatory terms fall within the scope and meaning of reasonable and non-discriminatory, this could result in litigation. Any such litigation,



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regardless of its merits, could be time-consuming, expensive to resolve, divert our managements time and attention and harm our reputation. In addition, any such litigation could result in
us being required to license on reasonable and non-discriminatory terms certain of our patent claims which we previously believed did not need to be licensed under our MoCA agreement. Significant disagreements or any litigation between us and any
MoCA member regarding patent claims necessary to implement MoCA or the scope and meaning of our reasonable and non-discriminatory terms could have an adverse effect on our business and harm our competitive position.

Possible third-party claims of infringement of proprietary rights against us, our customers or the service providers that purchase products from our
customers, or other intellectual property claims or disputes, could have a material adverse effect on our business, results of operation or financial condition.

The semiconductor industry is characterized by a high level of litigation based on allegations of infringement of proprietary rights. Numerous U.S. and foreign issued patents and pending patent applications owned
by third parties exist in the fields in which we are selling and developing products. Because patent applications take many years to issue, currently pending applications, known or unknown to us, may later result in issued patents that we infringe.
In addition, third parties continue to actively seek new patents in our field. It is difficult or impossible to keep fully abreast of these developments and therefore, as we develop new and enhanced products, we may sell or distribute products that
inadvertently infringe patents held by third parties.

We have in the past received, and in the future we, our customers or the service
providers that purchase products from our customers may receive, inquiries from other patent holders and may become subject to claims that we infringe their intellectual property rights. Any intellectual property claim or dispute, regardless of its
merits, could force us, our customers or the service providers that purchase our products from our customers to license the third-partys patents for substantial royalty payments or cease the sale of the alleged infringing products or use of
the alleged infringing technologies, or force us to defend ourselves and possibly our customers or contract manufacturers in litigation. Any cessation of product sales by us, our customers or the service providers that purchase products from our
customers could have a substantial negative impact on our revenues. Any litigation, regardless of its outcome, could result in substantial expense and significant diversion of our managements time and other resources. Moreover, any such
litigation could subject us, our customers or the service providers that purchase our products from our customers to significant liability for damages (including treble damages), temporary or permanent injunctions, or the invalidation of proprietary
rights or require us, our customers or the service providers that purchase products from our customers to license the third-party patents for substantial royalty or other payments.

In addition, we may also be required to indemnify our customers and contract manufacturers for damages they suffer as a result of such infringement
or litigation.

Our use of open source and third-party software could impose limitations on our ability to commercialize our products.

We incorporate open source software into our products, including certain open source code which is governed by the GNU General
Public License, Lesser GNU General Public License and Common Development and Distribution License. The terms of many open source licenses have not been interpreted by U.S. courts, and there is a risk that these licenses could be construed in a
manner that could impose unanticipated conditions or restrictions on our ability to commercialize our products. In such event, we could be required to seek licenses from third parties in order to continue offering our products, make our proprietary
code generally available in source code form (for example, proprietary code that links in particular ways to certain open source modules), which could result in our trade secrets being disclosed to the public and the potential loss of intellectual
property rights in our software, require us to re-engineer our products, discontinue the sale of our products if re-engineering cannot be accomplished on a cost-effective and timely basis, or become subject to other consequences, any of which could
adversely affect our business, operating results and financial condition.

In addition to technologies we have already licensed, we may
find that we need to incorporate certain proprietary third-party technologies, including software programs, into our products in the future. However, licenses to relevant third-party technologies may not be available to us on commercially reasonable
terms, if at all. Therefore, we could face delays in product releases until alternative technology can be identified, licensed or developed, and integrated into our current products. Such alternative technology may not be available to us on
reasonable terms, if at all, and may ultimately not be as effective as the preferred technology. Any such delays or failures to obtain licenses, if they occur, could materially adversely affect our business, operating results and financial
condition.



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Because we license some of our software source code directly to customers, we face increased risks that our
trade secrets will be exposed through inadvertent or intentional disclosure, which could harm our competitive position or increase our costs.

We license some of our software source code to our customers, which increases the number of people who have access to some of our trade secrets and other proprietary rights. Contractual obligations of our licensees
not to disclose or misuse our source code may not be sufficient to prevent such disclosure or misuse. The costs of enforcing contractual rights could substantially increase our operating costs and may not be cost-effective, reasonable under the
circumstances or ultimately succeed in protecting our proprietary rights. If our competitors access our source code, they may gain further insight into the technology and design of our products, which would harm our competitive position.

Risks Related to International Operations

We expect a
significant portion of our future revenues to come from our international customers and, as a result, our business may be harmed by political and economic conditions in foreign markets and the challenges associated with operating internationally.*

We have derived, and expect to continue to derive, a significant portion of our revenues from international markets. Many of our
customers in Asia incorporate our chipsets into their products that are then sold to U.S.-based service providers. Net revenues outside of the United States comprised 99% and 96% of our total revenues for the three months ended
March 31, 2011 and 2010, respectively. International business activities involve certain risks, including:



| |  |  | difficulties involved in the staffing and management of geographically dispersed operations;
| | - |  | --------------------------------------------------------------------------------------------



| |  |  | longer sales cycles in certain countries, especially on initial entry into a new geographical market;
| | - |  | -----------------------------------------------------------------------------------------------------



| |  |  | greater difficulty evaluating a customers ability to pay, longer accounts receivable payment cycles and greater difficulty in the collection of past-due
accounts;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | general economic conditions in each country;
| | - |  | --------------------------------------------



| |  |  | challenges associated with operating in diverse cultural and legal environments;
| | - |  | --------------------------------------------------------------------------------



| |  |  | seasonal reductions in business activity specific to certain markets;
| | - |  | ---------------------------------------------------------------------



| |  |  | loss of revenue, property and equipment from expropriation, natural disasters, nationalization, war, insurrection, terrorism and other political risks;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | foreign taxes and the overlap of different tax structures, including modifications to the U.S. tax code as a result of international trade regulations;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | foreign technical standards;
| | - |  | ----------------------------



| |  |  | changes in currency exchange rates; and
| | - |  | ---------------------------------------



| |  |  | import and export licensing requirements, tariffs, and other trade and travel restrictions.
| | - |  | -------------------------------------------------------------------------------------------

To the extent our international sales are adversely affected by any of these risks or are otherwise unsuccessful, we could experience a reduction
in revenue and our operating results could suffer.



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In addition, the laws that govern the protection of intellectual property rights in certain foreign
countries where we sell our products, such as China and Korea, can make recognition and enforcement of contractual and intellectual property rights more expensive and difficult than is the case in the United States. In particular, we may have
difficulty preventing ODMs and OEMs in these countries from incorporating our inventions, technologies, copyrights or trademarks into their products without our authorization or without paying us licensing fees. We may also experience difficulty
enforcing our intellectual property rights in these countries, where intellectual property rights are not as respected as they are in the United States, Japan and Europe. Unauthorized use of our technologies and intellectual property rights may
dilute or undermine the strength of our brand. Further, if we are not able to adequately monitor the use of our technologies by foreign-based ODMs and OEMs, or enforce our intellectual property rights in foreign countries, our revenue potential
could be adversely affected.

Our products are subject to export and import controls that could subject us to liability or impair our ability to
compete in international markets.

Our products are subject to U.S. export controls and may be exported outside the United States
only with the required level of export license or through an export license exception, in most cases because we incorporate encryption technology into our products. In addition, various countries regulate the import of certain encryption technology
and have enacted laws that could limit our ability to distribute our products or could limit our customers ability to implement our products in those countries. Changes in our products or changes in export and import regulations may create
delays in the introduction of our products in international markets, prevent our customers with international operations from deploying our products throughout their global systems or, in some cases, prevent the export or import of our products to
certain countries altogether. Any change in export or import regulations or related legislation, or change in the countries, persons or technologies targeted by such regulations or legislation, could result in decreased use of our products by, or in
our decreased ability to export or sell our products to, existing or potential customers internationally.

In addition, we may be
subject to customs duties and export quotas, which could have a significant impact on our revenue and profitability. The future imposition of significant increases in the level of customs duties or export quotas could have a material adverse effect
on our business.

Substantially all of our products are manufactured by third-party contractors located in the Pacific Rim, a region subject to
earthquakes and other natural disasters, as well as economic and political instability. Any disruption to the operations of these contractors could cause significant delays in the production or shipment of our products.

Substantially all of our products are manufactured by third-party contractors located in the Pacific Rim. The risk of an earthquake in this area is
significant due to the proximity of major earthquake fault lines to the facilities of our foundry, assembly and test subcontractors. The occurrence of earthquakes or other natural disasters, or the occurrence of other catastrophic events such as a
pandemic in the region, could result in the disruption of our foundry or assembly and test capacity. In addition, many countries within the Pacific Rim have experienced, and continue to experience, periods of economic and political instability. Any
deterioration in the economic and political conditions in the Pacific Rim that disrupts the operations of our third-party contractors could also result in the disruption of our foundry or assembly and test capacity. Any disruption caused by an
earthquake or other catastrophic event or from the deterioration of economic and political conditions could cause significant delays in the production or shipment of our products until we are able to shift our manufacturing, assembling or testing
from the affected contractor to another third-party vendor. We may not be able to obtain alternate capacity on favorable terms, if at all.

The
recent earthquake and tsunami in Japan could result in increased costs and could reduce or delay sales.*

The recent earthquake
and tsunami in Japan interrupted worldwide supply chains for semiconductors and related components. While our business has not suffered a direct loss from these events, the shortages and production delays associated with the earthquake and tsunami
could ultimately have a material adverse effect on our business. For example, our manufacturing costs could increase or we could experience manufacturing delays due to supply constraints involving materials or components used to manufacture and
package our products. Such delays could affect the amount and timing of our revenues, and, if we were unable to pass manufacturing cost increases on to our customers, our gross margins and profitability could decrease. Even if we do not experience
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products, there may be shortages or production delays for other components that are included in the finished goods that incorporate our products. Such shortages of other component parts could
result in customers postponing or canceling orders for our products, which would negatively impact the amount and timing of our revenues and potentially increase our inventory carrying costs.

Risks Related to Ownership of Our Common Stock

Our stock price is volatile and may decline regardless of
our operating performance, and you may not be able to resell your shares at or above the price at which you purchased such shares.*

The market price for our common stock is volatile and may fluctuate significantly in response to a number of factors, most of which we cannot control, including:



| |  |  | price and volume fluctuations in the overall stock market;
| | - |  | ----------------------------------------------------------



| |  |  | market conditions or trends in our industry or the economy as a whole;
| | - |  | ----------------------------------------------------------------------



| |  |  | changes in operating performance and stock market valuations of other technology companies generally, or those that sell semiconductor products in particular;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the timing of customer or service provider orders that may cause quarterly or other periodic fluctuations in our results that may, in turn, affect the market
price of our common stock;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the seasonal nature of the deployment of products that incorporate our products by certain service providers which may affect the timing of orders for our
products;
| | - |  | --------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the timing of revenue recognition on sales arrangements, which may include multiple deliverables, and the effect of our use of inventory hubbing
arrangements;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the financial projections we may provide to the public, any changes in these projections or our failure to meet these projections;
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------



| |  |  | changes in financial estimates or ratings by any securities analysts who follow our common stock, our failure to meet these estimates or failure of those
analysts to initiate or maintain coverage of our common stock;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the publics response to press releases or other public announcements by us or third parties, including our filings with the SEC and announcements relating
to product development, litigation and intellectual property impacting us or our business;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | the sustainability of an active trading market for our common stock;
| | - |  | --------------------------------------------------------------------



| |  |  | future sales of our common stock by our executive officers, directors and significant stockholders;
| | - |  | ---------------------------------------------------------------------------------------------------



| |  |  | announcements of mergers or acquisition transactions;
| | - |  | -----------------------------------------------------



| |  |  | announcements of technical innovations, new products or design wins by our competitors or customers;
| | - |  | ----------------------------------------------------------------------------------------------------



| |  |  | other events or factors, including those resulting from war, incidents of terrorism, natural disasters or responses to these events; and
| | - |  | ----------------------------------------------------------------------------------------------------------------------------------------



| |  |  | changes in accounting principles.
| | - |  | ---------------------------------

In addition, the stock markets, and in particular NASDAQ, have experienced extreme price and volume fluctuations that have affected and continue to affect the market prices of equity securities of many technology
companies. Stock prices of many technology companies have fluctuated in a manner unrelated or disproportionate to the operating performance of those companies. In the past, stockholders have instituted securities class action litigation following
periods of market volatility. If we were involved in securities litigation, we could incur substantial costs and our resources and the attention of management could be diverted from our business.



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If securities and/or industry analysts fail to continue publishing research about our business, if they change
their recommendations adversely or if our results of operations do not meet their expectations, our stock price and trading volume could decline.

The trading market for our common stock will be influenced by the research and reports that industry or securities analysts publish about us or our business. If one or more of these analysts cease coverage of our
company or fail to publish reports on us regularly, we could lose visibility in the financial markets, which in turn could cause our stock price or trading volume to decline. In addition, it is likely that in some future period our operating results
will be below the expectations of securities analysts or investors. If one or more of the analysts who cover us downgrade our stock, or if our results of operations do not meet their expectations, our stock price could decline.

Future sales of our common stock or the issuance of securities convertible into or exercisable for shares of our common stock may depress our stock price.

A significant number of shares of our common stock are held by a small number of stockholders. Sales of a substantial number of
shares of our common stock, the issuance of securities convertible into or exercisable for shares of our common stock or the expectation or perception in the market that the holders of a large number of our shares of common stock intend to sell
their shares, could significantly reduce the market price of our common stock. Although the average daily trading volume of our common stock has slowly increased in recent months, our common stock is still less liquid than the stock of companies
with broader public ownership and, as a result, the trading of a relatively small volume of our common stock may have a greater impact on the trading price for our stock and lead to increased volatility in our stock price. In particular, certain
venture capital funds have held shares of our common stock for a substantial period of time and may distribute shares to their limited partners or members at any time and without notice. Any such distribution may result in a substantial number of
our shares being sold, which could have an adverse effect on the trading price of our common stock.

Anti-takeover provisions in our charter
documents and Delaware law might deter acquisition bids for us that you might consider favorable.

Our amended and restated
certificate of incorporation and bylaws contain provisions that may make the acquisition of our company more difficult without the approval of our board of directors. These provisions:



| |  |  | establish a classified board of directors so that not all members of our board are elected at one time;
| | - |  | -------------------------------------------------------------------------------------------------------



| |  |  | authorize the issuance of undesignated preferred stock, the terms of which may be established and shares of which may be issued without stockholder approval, and
which may include rights superior to the rights of the holders of common stock;
| | - |  | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | prohibit stockholder action by written consent, which requires all stockholder actions to be taken at a meeting of our stockholders;
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------



| |  |  | provide that the board of directors is expressly authorized to make, alter, or repeal our bylaws;
| | - |  | -------------------------------------------------------------------------------------------------



| |  |  | establish advance notice requirements for nominations for elections to our board or for proposing matters that can be acted upon by stockholders at stockholder
meetings; and
| | - |  | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  |  | provide that in addition to any vote required by law or by our amended and restated certificate of incorporation, the approval by holders of at least 66-2/3% of
our then outstanding common stock is required to adopt, amend or repeal any provision of our amended and restated bylaws.
| | - |  | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

In addition, because we are incorporated in Delaware, we are governed by the provisions of Section 203 of the Delaware General Corporation Law which, subject to certain exceptions, prohibits stockholders
owning in excess of 15% of our outstanding voting stock from merging or combining with us. These anti-takeover provisions and other provisions under Delaware law could discourage, delay or prevent a transaction involving a change in control of our
company, even if doing so would benefit our stockholders. These provisions could also discourage proxy contests and make it more difficult for you and other stockholders to elect directors of your choosing and cause us to take other corporate
actions you desire.



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Our principal stockholders, executive officers and directors have substantial control over the company, which
may prevent you and other stockholders from influencing significant corporate decisions and may harm the market price of our common stock.*

As of March 31, 2011, our executive officers, directors and holders of five percent or more of our outstanding common stock, beneficially owned, in the aggregate, 12.1% of our outstanding common stock. These
stockholders may have interests that conflict with our other stockholders and, if acting together, have the ability to influence the outcome of matters submitted to our stockholders for approval, including the election and removal of directors and
any merger, consolidation or sale of all or substantially all of our assets. Accordingly, this concentration of ownership may harm the market price of our common stock by:



| |  |  | delaying, deferring or preventing a change of control;
| | - |  | ------------------------------------------------------



| |  |  | impeding a merger, consolidation, takeover or other business combination involving us; or
| | - |  | -----------------------------------------------------------------------------------------



| |  |  | discouraging a potential acquirer from making a tender offer or otherwise attempting to obtain control of us.
| | - |  | -------------------------------------------------------------------------------------------------------------

We do not expect to pay any cash dividends for the foreseeable future.

The continued expansion of our business will require substantial funding. Accordingly, we do not anticipate that we will pay any cash dividends on shares of our common stock for the foreseeable future. Any
determination to pay dividends in the future will be at the discretion of our board of directors and will depend upon our results of operations, financial condition, contractual restrictions, restrictions imposed by applicable law and other factors
our board of directors deems relevant. Investors seeking cash dividends in the foreseeable future should not purchase or hold our common stock.



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|Item 2. | Unregistered Sales of Equity Securities and Use of Proceeds
|------- | -----------------------------------------------------------

Recent Sales of Unregistered Securities

The following sets forth information regarding all
unregistered securities of the Company that were sold during the three months ended March 31, 2011:



| | (1) | As of December 31, 2010, options to purchase up to 1,451,474 shares of our common stock were outstanding under our 2001 Stock Option Plan, or 2001 Plan. Of these
options, during the three months ended March 31, 2011, options exercisable for up to 641 shares of common stock were cancelled without being exercised and options to purchase 253,717 shares of common stock were exercised at a weighted
average exercise price of $1.00 per share. As of March 31, 2011, options to purchase up to 1,197,116 shares of our common stock remained outstanding under the 2001 Plan.
| | --- | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (2) | As of December 31, 2010, options to purchase up to 349,604 shares of our common stock were outstanding under our RF Magic Plan, Inc. 2000 Incentive Stock Plan, or RF
Magic Plan. During the three months ended March 31, 2011, none of these options were cancelled without being exercised and options to purchase 39,870 shares of common stock were exercised at a weighted average exercise price of $0.83 per
share. As of March 31, 2011, options to purchase up to 309,734 shares of our common stock remained outstanding under the RF Magic Plan.
| | --- | -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| | (3) | In connection with our acquisition of RF Magic, we entered into put and call option agreements pursuant to which we are obligated to issue shares of our common stock in exchange
for the shares of RF Magics common stock issuable upon exercise of stock options held by employees of RF Magics French subsidiary. Although we acquired RF Magics French subsidiary in connection with the acquisition, we did not
assume the options held by the employees of the French subsidiary. As of December 31, 2010, there were 11,248 shares of our common stock subject to the put and call option agreements. During the three months ended March 31, 2011,
none of these options were cancelled without being exercised and options to purchase 1,794 shares of common stock were exercised and exchanged at a weighted average exercise price of $0.43 per share. As of March 31, 2011, we remain
obligated to issue up to 9,454 shares of our common stock in exchange for the shares of RF Magics common stock issuable upon exercise of options held by the employees of our French subsidiary.
| | --- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

All of the offers, sales and issuances of the securities described in paragraphs (1) and (2) were deemed to be exempt from registration
under the Securities Act of 1933, as amended, or the Securities Act, in reliance on Rule 701 in that the transactions were under compensatory benefit plans and contracts relating to compensation as provided under Rule 701. The recipients of such
securities were our employees, directors or bona fide consultants and received the securities under the 2001 Plan or RF Magic Plan, as the case may be. Appropriate legends were affixed to the securities issued in these transactions to the extent
required. Each of the recipients of securities in these transactions had adequate access, through employment, business or other relationships, to information about us.

The issuance of the shares of our common stock described in paragraph (3) was deemed to be exempt from registration under the Securities Act in reliance on Section 3(A)(10) of the Securities Act after a
fairness hearing before the California Department of Corporations.

Issuer Purchases of Equity Securities

Pursuant to the terms of the 2001 Plan, options may be exercised prior to vesting. Shares of common stock issued prior to vesting that remain
unvested are subject to a repurchase option in our favor that lapses in accordance with the original vesting schedule for the option. During the three months ended March 31, 2011, we did not repurchase any shares of our common stock.



|Item 6. | Exhibits
|------- | --------

The exhibits
listed in the accompanying Index to Exhibits are filed with, or incorporated by reference into, this Quarterly Report. The exhibit numbers on the Index to Exhibits that are followed by an asterisk (*) indicate exhibits
filed with this Quarterly Report. All other exhibit numbers indicate exhibits filed by incorporation by reference.



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SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, as amended, the registrant has duly caused this report to be signed on its
behalf by the undersigned, thereunto duly authorized.



| |  |  |  |                               |  |                                                        
| |  |  |  | ----------------------------- |  | -------------------------------------------------------
| |  |  |  | ENTROPIC COMMUNICATIONS, INC.
| |  |  | 
| |  |  |  | By:                           |  | /s/ David Lyle                                         
| |  |  |  |                               |  | David Lyle                                             
| |  |  |  |                               |  | Duly Authorized Officer and Principal Financial Officer
| |  | 
| |  |  |  | Date: April 27, 2011         



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INDEX TO EXHIBITS



|              |  |                                                                                                                                                 
|------------- |  | ------------------------------------------------------------------------------------------------------------------------------------------------
|ExhibitNumber |  | Description of Document                                                                                                                         
|              | 
|3.1 (1)       |  | Amended and Restated Certificate of Incorporation of the Registrant.                                                                            
|              | 
|3.2 (2)       |  | Amended and Restated Bylaws of the Registrant.                                                                                                  
|              | 
|4.1           |  | Reference is made to Exhibits 3.1 and 3.2.                                                                                                      
|              | 
|4.2 (3)       |  | Form of Common Stock Certificate of the Registrant.                                                                                             
|              | 
|31.1 *        |  | Certification of the Chief Executive Officer, as required pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                            
|              | 
|31.2 *        |  | Certification of the Chief Financial Officer, as required pursuant to Section 302 of the Sarbanes-Oxley Act of 2002.                            
|              | 
|32 *          |  | Certification of the Chief Executive Officer and Chief Financial Officer, as required pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.



|* | Filed herewith.
|- | ---------------



|(1) | Incorporated herein by reference to the Registrants Current Report on Form 8-K filed with the SEC on December 13, 2007.
|--- | ------------------------------------------------------------------------------------------------------------------------



|(2) | Incorporated herein by reference to the Registrants Current Report on Form 8-K filed with the SEC on December 5, 2008.
|--- | -----------------------------------------------------------------------------------------------------------------------



|(3) | Incorporated herein by reference to the Registrants Registration Statement on Form S-1 (No. 333-144899), as amended, filed with the SEC.
|--- | -----------------------------------------------------------------------------------------------------------------------------------------