Don't know about you, but I read these statements somewhat differently. Cutting Sales/Mktg staff is usually an obvious but typically wrong place to lay the axe. Fair question: Would it have made a difference? My guess is that if university sales are under-exploited, perhaps.
But the fact is that there's not a lot of meat in these statements from an analyst's perspective, especially without some sense of how they classify their expenses, I'd be rather uncomfortable relying on the presentation, or expecting that operating expenses are as substantially fixed as shown. As shown, if you took 2005 as a good year and the following year as full of one-time charges, you'd estimate some significant fixed charges. My guess is that the private equity boys are getting a good enough cut to keep things going and the nominal profits shown are to satisfy the banks (I'd assume if I'm private equity I'd still borrow as much as I could) covenants. Figuring the Amazon nets only about 1% in a good year, 5% ain't too shabby as a percentages go, but percentages only go so far. But if I'm trying to keep competition at bay, I'd love to show my company as unprofitable as possible to both 1) justify price increases, and 2) keep competition from wanting to enter the biz (without buying me out). I'm not saying the numbers aren't real, only that how you classify your expenses makes a material difference in how you present them.
Bottom line about the bottom line: Let's not lose sleep over this.