Our results reflect the very difficult market conditions we faced in the second quarter, and we have initiated plans to help us deal with these conditions more effectively, said Greg Brady, CEO of i2. We are the market leader we have the best solutions, the best customers, a great track record, the best team and the vision to win. We are focused on executing and positioning i2 for success in the future, such that we make the most of our opportunities when market conditions eventually improve.
The company reported a loss per share of $.16 on a pro forma basis for the second quarter of 2001, compared to diluted earnings of $.05 per share on a pro forma basis for the second quarter of 2000. This quarter's results include the effects of a $26 million special bad debt charge taken primarily as a result of conditions surrounding public marketplace and dot-com customers. Excluding this charge from the pro forma results, the second quarter 2001 loss per share is $.12.
Pro forma results exclude amortization of intangibles and acquired technology, write-off of in-process research and development (R&D) and acquisition-related expenses, employer taxes on stock option exercises, restructuring charges and net losses realized on minority investments. The restructuring charge of $33 million for the second quarter of 2001 principally relates to reductions in headcount and facilities. Loss per share on a GAAP basis for the second quarter of 2001 was $2.08 compared to a loss of $.83 for the second quarter of 2000. The year-to-date loss per share on a GAAP basis was $3.99 for 2001 compared to a loss of $.83 for the first six months of 2000.
For the six months ended June 30, 2001, license and total revenues were $317 million and $598 million respectively, compared to license and total revenues of $264 million and $429 million in the first half of 2000.
Brady was promoted to CEO on May 2, 2001. Shortly after his appointment, he unveiled his 120-Day Plan to strengthen i2's operations. Throughout the remainder of the second quarter, the company worked toward the realization of this plan. The seven components of the plan, along with the company's second quarter results and performance relative to the 120-Day Plan, are achieving organizational alignment; creating a sustainable cost structure; realigning the company's sales force around highest-value products; increasing demand-generation programs; focusing on marketing customer successes; utilizing partners that create more demand for i2, creating what the company calls an i2 Ecosystem; and creating a product that is packaged for high-volume sales.
