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This excerpt taken from the EBAY DEF 14A filed Mar 19, 2009. Competitive
Considerations
To set total compensation guidelines, the Compensation Committee
reviews market data of companies with which eBay competes for
executive talent, business, and capital. The market data
consists of publicly-disclosed data from peer group companies
and proprietary third-party survey data, which is only available
in an aggregated and unidentifiable format. The committee
believes that it is necessary to consider this market data in
making compensation decisions in order to attract and retain
talent. The committee also recognizes that at the executive
level, we compete for talent against larger global companies.
As discussed in more detail below in the section entitled
“Elements of Compensation/Executive Compensation
Practices — Equity Incentive Awards,”
historically we also used peer group companies as a benchmark
against which to assess eBay’s performance and set equity
guidelines. In 2008, the committee reviewed data from two peer
groups, which consisted of the following high-technology
companies and consumer products companies:
In deciding whether a company should be included in one of the
peer groups, the committee considers the following screening
criteria:
To ensure that these peer groups continue to reflect the markets
in which we compete for executive talent, the committee reviews
the peer groups annually in the fall for the upcoming year.
Before adding or deleting a company from a peer group, the
committee considers how the change would impact the comparative
market data. For 2008, one company was deleted from, and one
company was added to, the high-tech peer group and no changes
were made to the consumer products peer group.
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Over the course of 2008, the committee (1) reassessed the
reasons why we had two separate peer groups, (2) considered
whether it would be more appropriate to have a single peer
group, and (3) considered how the peer groups should be
used in setting compensation guidelines. The committee noted
that we no longer looked to companies in the consumer products
industry as a source for executive talent and that as our
Payments business continued to grow, we were increasingly
competing with financial services companies for talent. In
considering whether to switch to a single peer group, the
committee considered many factors, including confirming that the
change would not have materially impacted what we would have
paid our executive officers over the past several years.
Following this assessment, the committee decided to move to a
single peer group for 2009. As discussed in more detail below,
the committee also decided that it would no longer set equity
guidelines based on eBay’s historical performance relative
to its peer group companies. For 2009, the peer group consists
of the following companies:
Table of Contents
This excerpt taken from the EBAY DEF 14A filed Apr 28, 2008. Competitive
Considerations
To set total compensation guidelines, the Compensation Committee
reviews market data of companies with which eBay competes for
executive talent, business, and capital. The market data
consists of publicly-disclosed data from companies in two peer
groups (consisting of high-technology companies and consumer
products companies) and proprietary third-party survey data. The
committee believes that it is necessary to consider this market
data in making compensation decisions in order to attract and
retain talent. The committee also recognizes that at the
executive level, we compete for talent against larger global
companies, not just technology companies based in Silicon
Valley. As discussed in more detail below in the section
entitled “Elements of Compensation/Executive Compensation
Practices — Equity Incentive Awards,” eBay also
uses these peer groups as benchmarks against which to assess its
performance. In 2007, the peer groups consisted of the following
companies:
In deciding whether a company should be included in one of the
peer groups, the committee considers a number of screening
criteria, which generally include:
To ensure that these peer groups continue to reflect the markets
in which we compete for executive talent, the committee reviews
the peer groups annually. Before adding or deleting a company
from a peer group, the committee considers how the change would
impact the comparative market data. For 2007, no changes were
made to the companies in either peer group.
Table of Contents
This excerpt taken from the EBAY DEF 14A filed Apr 30, 2007. Competitive
Considerations
To set total compensation guidelines, the Compensation Committee
reviews market data of companies with which eBay competes for
executive talent, business, and capital. The market data
consists of publicly-disclosed data from companies in two peer
groups (consisting of high-tech companies and consumer products
companies) and proprietary third-party survey data. The
committee believes that it is necessary to consider this market
data in making compensation decisions in order to attract and
retain talent. The committee also recognizes that at the
executive level, we compete for talent against larger companies
across the United States, not just technology companies based in
Silicon Valley. As discussed in more detail below in the section
entitled “Elements of Compensation/Executive Compensation
Practices — Long-term Equity Incentive Awards,”
eBay also uses these
Table of Contents
peer groups as benchmarks against which to assess its
performance. In 2006, the peer groups consisted of the following
companies:
In deciding whether a company should be included in one of the
peer groups, the committee considers a number of screening
criteria, which generally includes the company’s revenue,
market value, and historical growth rate, as well as the
company’s primary line of business, whether the company has
a recognizable and well-regarded brand, and whether we compete
with the company for talent. To ensure that these peer groups
continue to reflect the markets in which we compete for
executive talent, the committee reviews the peer groups
annually. Before adding or deleting a company from a peer group,
the committee considers how the change would impact the
comparative market data. For 2006, two companies were deleted
from, and one company was added to, the high-tech peer group and
two companies were deleted from the consumer products peer group.
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