Question-and-Answer Session
Operator
(Operator Instructions) We’ll go first to Glenn Garmont with Broadpoint Capital.
Glenn Garmont - Broadpoint Capital
Thanks. Good afternoon and congrats on the quarter. Just a couple of quick questions; first with respect to the $0.07 that you spent on the headquarters move, I guess that’s just south of $4.5 million. That’s all -- presumably that’s all in SG&A and as we are modeling out the fiscal fourth quarter, SG&A should more closely resemble the levels seen in the first half of the year.
And then secondarily, Ben, can you talk maybe about how the landscape has changed, if at all, since the acquisition of Matria was completed?
Ben R. Leedle Jr.
Sure. I’ll let Mary answer the SG&A question first.
Mary A. Chaput
It is -- in SG&A, there is approximately $1 million, $1.2 million in depreciation that will be ongoing for the headquarters move.
Ben R. Leedle Jr.
Okay. And then your second question was what’s happening on the competitive landscape -- is that the nature of the question related to post Inverness acquiring Matria?
Glenn Garmont - Broadpoint Capital
Yes.
Ben R. Leedle Jr.
I think Matria being acquired by Inverness was just one example of activity that is going on in the marketplace. As we look out at the competitive landscape, we have had our traditional competitors and the number of those traditional competitors has become fewer and fewer, as many of those companies have become part of merged entities, larger organizations.
I think the idea of Matria combining with a company that has products aimed at both the commercial and consumer markets is an interesting and different type of model, which it’s still very early in their work with a lot of integration ahead of them to bring that model to bear in the market, so we’ll see.
There’s also things that you guys have seen in the broader market in and around aims of traditional retailers looking at advancing into the space that we have competed in, so you think of Walgreen’s and their activities, Caremark CVS, aimed at obviously the value propositions to drive improved health for people over the lifetime.
We are seeing pharmaceutical companies make interesting steps back towards things like disease management after stepping away from that for some time. And I think we’ll continue to see increasing energy to evaluate and to answer just exactly what is a medical home and how would that work and can that responsibility also be combined with capabilities to scale and addressed to deliver these types of things.
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