Mid Range Plan Fiscal Years 2008-2011 November 2007

1. Mid Range Plan Fiscal Years 2008-2011 November 2007

2. Executive Summary Core Programs Programming Ad-Supported Digital Networks Strategic Investments Distribution and Licensing SPHE & SPTI Contribution to SPT Product Ad Sales APPENDIX: Financial Slides Agenda

3. Executive Summary Plan addresses strategic challenges and takes advantage of growth opportunities Core Programs • Maintain revenues as core programs age • Translate the value of traditional TV brands into the digital space • Partner with networks to ensure strong marketing support for our shows • Continue to create hit shows to satisfy a high-level of international demand • Forge partnerships to encourage viewing of our programs on DVR Programming Digital Networks • Increase monetization of Crackle, expand onsite audience and increase distribution • Grow fledgling brands to scale despite competition from established competitors • Expand VOD and broadband distribution to sustain FEARnet’s initial momentum • Evaluate ongoing support for GSN as company transforms its business model • Explore increased ownership in ITN to drive greater operating leverage Strategic Investments Distribution & Licensing • Manage increasingly complex rights and windowing strategy • Balance needs of traditional partners with emerging digital/mobile distributors Ad Sales • Grow business to maintain scale/leverage in an expanding advertising universe

4. SPT Financial Summary EBIT Revenue ($ in MM) ($ in MM) $218 $218 $209 $203 $203 $201 $197 FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP NOTE: Traditional television excluding Digital Networks and Crackle

5. Digital Networks & Distribution Financial Summary EBIT Before Contribution Revenue ($ in MM) ($ in MM) FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP EBIT After Contribution FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP ($ in MM) NOTE: Excluding Crackle and PY MRP restated for headcount and cost transfers.

6. Crackle Financial Summary EBIT Revenue ($ in MM) ($ in MM) FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

7. SPT Total Revenue From all sources of Domestic TV, Internet and Mobile revenue ($ in MM) $1,690 $1,621 $1,581 $1,491 $1,448 $1,432 $1,408 FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP ($ in MM) $295 $265 $322 $335 Est. MPG/ACQ. Profit NOTE: Before Seinfeld producer share

8. Net G&A Expenses & Headcount Net G&A Headcount (1) PY MRP G&A & headcount restated for headcounts included in SPHE/SPD which has since been transferred to DSD ($3.7M / 7 HC in PY09 and $4M / 7 HC in PY10)

9. CORE PROGRAMS

10. Aggressively seek renewals to capitalize on the demand for digital rights Introduce innovative marketing programs to keep shows top-of-mind Continue to aggressively sell SPT Library product Seek additional revenue sources to help maintain historic revenue levels Grow ancillary revenues through additional merchandising Broaden revenue base through digital distribution of full episodes Expand product offering with online games, DVD games and ringtones Core Programs Strategy

11. “Seinfeld” Strategy EBIT • In discussions with Turner regarding 4th cycle renewal, which includes additional digital rights • Approach News Corp and NBCU for a deal that includes Fox stations, NBC or Fox cable outlets, and Hulu • Releasing DVD compilation in November 2007 • Begin DST discussions (iTunes, Amazon) after DVD release • Support show through digital marketing (Yahoo viewers’ choice, digital elements for local station’s websites) ($ in MM) $55 $40 $38 $38 MRP Assumptions • Despite ad sales inventory being priced among highest in syndication, expect gradual ratings erosion • 3rd cycle cleared in 99% HH, guaranteed double run in 86% • Domestic DVD sales through FY08: • $320MM since inception • $31M from Season 8 and 9 releases in June and November 2007 • Projected sales: FY09: $23MM, FY10: $11M and FY11: $9MM • FY08 assumes TBS renewal of $400K per episode • FY10 assumes Fox renewal of $1.1mm per episode $21 $20 $18 FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

12. “The Young & The Restless/Days of Our Lives” Strategy EBIT Overall • Preparing for renewal discussions, complete by end of FY09 • Closely monitoring ratings to immediately address any ratings erosion • Working closely with Soapnet, CBS, and NBC on coordinated traditional/non-traditional publicity plans • Using new media platforms (Facebook, MySpace, YouTube, Crackle) to attract new and younger viewers • Working with international to increase overseas sales revenues The Young & The Restless • Conducting a "nationwide" talent search to generate publicity • Launching Minisodes on CBS.com and other outlets • Enhanced digital strategy including behind-the-scenes footage and chats with the actors - posted across the web • Using Sony technologies (e.g., may change Y&R to 24p; may use hi-def portable cameras to shoot outdoors) • Working closely with SPTI to export creative, operational, and technical knowledge to our Russian production company Days of Our Lives • Working with NBC to implement needed creative changes • Exploring minisode opportunities • Facilitating the integration of the new EP into the show ($ in MM) $44 $42 $41 $41 $40 $40 $38 MRP Assumptions The Young &The Restless: • Contractual license fees through 08/09 • Renewal assumed at 08/09 fee • No production cost growth assumed Days of Our Lives: • Contractual license fees through 08/09 • Renewal assumed at 08/09 fee • No production cost growth assumed FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

13. “Wheel of Fortune/Jeopardy!” Strategy EBIT Overall • Both shows renewed through the 2011/ 2012 season • 5th version of both mobile games to be released in Q1 2008 • Explore game-based JV opportunities with leading publishers of console/mobile/online games Wheel of Fortune: • 25th anniversary (07/08 season) initiatives include: • Cross-promotion agreement with PEOPLE and their ad clients • Viewer sweepstakes throughout the month of February offering a total of $1 million in cash prizes, provided by Sony Card • In talks with QVC for major cross-promotion including a branded week and sales of Wheel of Fortune products under license to Franklin Mint • Development of the Wheel of Fortune Lottery Game under license to Scientific Games • Launched DVD game to capitalize on additional revenue opportunities Jeopardy! • Introduced JEOPARDY! EXP (Extended Play), the first-ever daily extension of a TV property where viewers go to their affiliate's website to play additional/exclusive content • Licensed DVD game from MGA has 250,000 advance orders • Renewed content and cross-promotion partnerships with New York Times, National Geographic, Discovery and PBS • Summer 2008: release of ESPN Jeopardy! board game • 2008/2009: release of Rock & Roll Jeopardy! mobile game; possible release of other special interest editions in 6 month intervals • Expanded visibility of the brand through Classroom Jeopardy! presentations by the Clue Crew in key markets • Renewed agreement with Winnebago for Jeopardy! Brain Bus ($ in MM) $118 $102 $96 $92 $91 $91 $85 MRP Assumptions • Production costs and CPM/ratings assumed at levels necessary to hold consistent profit margins • Contractual licenses through 11/12 FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP NOTE: FY10 variance to prior plan result of FY08 IGT advance.

14. SPT Library Product Revenue EBIT Budget/Prior MRP Budget/Prior MRP $72 $85 $74 $178 $204 $186 Variance ($13) ($1) ($6) Variance ($9) ($20) ($32) • Coordinating with other SPE divisions to identify additional opportunities to sell SPT Library product • Initiating discussions with new partners to expand distribution of library product (e.g., Shout! Factory) • Assuming no demand for TV product on Blu-ray

15. PROGRAMMING

16. SPT’s Programming Strategy Network/Cable • Expand relationship with Embassy Row (through acquisition, JV or extended deal) to create a worldwide format business using Michael Davies as an anchor • Maintain a portfolio approach to balancing mainstream scripted development with measured, high concept programming • Continue to work with network marketing teams on all of our network/cable series • Work closely with our international division to develop shows that take advantage of strong international demand • Expand our cable footprint and continue to develop new markets by creating programs for emerging networks • Produce high-profile, tent-pole MOWs (Mayflower, Raisin in the Sun, Broken Trail) Syndication Digital • Prepare a Power of 10 syndication pilot and sales strategy • Work with Michael Davies, Yahoo, and Pepsi to bring The 9 to television syndication • Examine new 1st run syndication opportunities and partnerships with Tribune and other station groups in order to guarantee access to key time periods • Maximize court TV expertise to create and exploit efficiencies between multiple programs • Expand overall deals into Digital Programming relationships (e.g., Barry Sonnenfeld) • Establish digital sandbox for talent to participate across emerging platforms • Produce original content for our networks • Expand on the new Minisodes concept to leverage our existing content for digital distribution • Adding animation and game show blocks • Exploring “10 minute” movie opportunity • Licensing 3rd party content for Minisodes (e.g., Voltron)

17. Partnering to Drive DVR Viewership Challenge • DVR viewing is eroding traditional network viewership • Today 21% of TV Households have DVRs and it is estimated that by 2010 that number will rise to 33% • DVR viewing is now incorporated into Live+3 ratings • Identify opportunities to engage viewers within the growing DVR community to record SPT programs and view them within the Live+3 window • Strike partnerships with TiVo, MSOs and satellite companies to drive viewership of our content on DVR within the Live+3 window • Create marketing opportunities for viewers to record full seasons or offer alternative marketing ideas Opportunity • As of October 2007 SPT has met with TiVo and has had discussions with Echostar, Comcast, and DirecTV • TiVo is the only business model that currently offers a clear interactive solution to reach consumers who watch time-shifted programming • Echostar is interested in exploring possibilities around a "cross promotional" on-air campaign using our talent and brands. Comcast has licensed the TiVo Platform and will have similar opportunities as the TiVo model Status

18. SPT’s Current Program Lineup Young & The Restless Rules of Engagement Power of 10 The Kingdom (pilot) My Best Friend’s Girl (pilot) Jesse Stone: Thin Ice (MOW) Comanche Moon (mini) Days of Our Lives The Watch (pilot) ‘Til Death Canterbury’s Law (01/16/08) Hackett (pilot) Cashmere Mafia (11/27/07) Literary Superstars (pilot) Raisin in the Sun (mini) Mayflower (MOW) Syndication Wheel of Fortune Jeopardy! Judge Hatchett Judge Maria Lopez Judge David Young 10 Items or Less My Boys Family Man (pilot) The Company (miniseries) Boondocks Held Up (pilot) Breaking Bad (01/08) S.I.S. (pilot/mow) Family Practice (pilot) The Gathering (miniseries) Spectacular Spider-Man The Shield Rescue Me Damages The Beast (pilot) Danny Fricke (pilot)

19. SPT’s Key Writer/Producer Deals

20. Overall Term Deal Financials Net Cost Per Year # of Term Deals NOTE: Deals with total gross commitments of $1MM or more.

21. SPT Production Assumptions Network: • DAYS OF OUR LIVES / Y&R continuing throughout plan • RULES OF ENGAGEMENT and CANTERBURY’S LAW continue throughout the plan (5 seasons and 4 seasons, respectively) • POWER OF 10 continues for 3 seasons • 9 pilots per season, resulting in 3 series per year • One new series succeeds – 09/10 TBD Drama (co-production) Cable: • RESCUE ME is ordered for a 5th season • THE BOONDOCKS continues throughout the plan (4 seasons) • DAMAGES, BREAKING BAD, and MY BOYS continue throughout the plan (4 seasons and 5 seasons, respectively) • 4 pilots per year, resulting in 1 new series in FY09 and FY11 and 2 series in FY10 • One drama series succeeds in FY10 First-Run Syndication: • WHEEL OF FORTUNE & JEOPARDY! continue throughout plan • JUDGE MARIA LOPEZ and DAVID YOUNG continue throughout the plan (5 seasons and 4 seasons, respectively) • TBD COURT SHOW launches in 08/09 and continues throughout the plan (3 seasons) • THE NINE launches in 08/09 and continues throughout the plan (3 seasons) • POWER OF 10 launches in 09/10 and continues throughout the plan (2 seasons) Animation: • One new season produced each year MOW: • 9 movies and 1 miniseries per year Culver Entertainment: • Production levels sufficient to generate $2MM in profits per year

22. Programming – New Series Investment & Development ($100) ($95) ($95) ($95) Budget/Prior MRP ($82) ($83) ($90) Variance ($13) ($12) ($10)

23. AD-SUPPORTED DIGITAL NETWORKS

24. Strategy Overview Focus Crackle on high quality short-form content to differentiate the service and drive monetization of the site Addresses advertisers’ need for quality and control and users’ desire for higher quality content Shifts competition away from the entry-level “UGV” segment where YouTube is a clear leader Launch new digital networks to create valuable channel brands and retain value currently captured by our distribution partners Launched Minisodes, Funny Bone, AXN Launching Screening Room this fiscal year Share resources across our networks, increase programming to build scale Create programs that build depth within our existing networks Share programming, technology, advertisers, and distribution partners across networks Evaluate strategic alternatives to increase scale in light of increasing competition from traditional network brands Considering the creation of a single “umbrella” brand across our networks Evaluating acquisition and partnership opportunities

25. Shared Resources Across Digital Networks Crackle New Channels scrambler highwire • Launching new channels • Sharing content • Distributing channels as a network shorts wet paint moving target Content Distribution Ad Sales Infrastructure

26. Programming Philosophy Based on 4 Building Blocks Library SPE Film SPT TV Busted Pilots New Access Short-Lived Series Prosumer Acquired Short & longform Original Production New Shows Star-Driven Penn’s Rant Traffic Creating Branded Ent.

27. Crackle Content and Programming • Elevate short-form video the way HBO redefined “made for cable” • Create truly compelling and “destination” content • Edgier content than what’s on TV, higher quality than YouTube • 5 premium channels with targeted base of quality shows • Deepen stable of shows across all premium channels Broaden fame partner network to continue to attract top talent

28. Distribution Philosophy Today Future Leverage Shared Distribution Relationships

29. As online video advertising grows, SPTAS has demonstrated early traction but significant growth is still needed Crackle relaunch attracting top advertisers who seek quality content and a controlled environment Integrated with 4 international rep partners covering a large % of monetizable inventory Secured 4 Blue-chip advertisers: Pepsi, Honda, Sony and Epson $1MM in booked Crackle revenues; additional $750K in the pipeline SPTAS must address the challenges of a young, evolving digital advertising market to drive further revenue growth Integrate our new networks and leveraging our content to deliver larger-scale audience and experience to advertisers Focus on sponsorships; continue to modify ad units and targeting tools to meet advertiser needs Drive additional revenue through international rep firms Revenue Plan for Digital Networks

30. Digital Networks Financials EBIT Before Contribution Revenue FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

31. Crackle Financial Summary EBIT Revenue ($ in MM) ($ in MM) FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

32. STRATEGIC INVESTMENTS

33. GSN and FEARnet Summary Challenges • Launch was strong but must secure additional distribution deals (e.g., cable carriage or online) • Need to increase ad sales, including push by Comcast to provide leadership in dynamic ad insertion • If these don’t happen, revisit business model and ownership structure Initiatives • Closed deals with Verizon and Cox • Need to close carriage agreements with TWC and others; increase the number of web unique users through syndication ops • Boost ad sales by: • Hiring sponsorship marketing person to focus on multi-platform sponsorships • Move focus from VOD ad sales to web advertising • Working to extend distribution to mobile with Verizon through SPT Mobile Group representation • Pursing additional horror inventory verticals to aggregate unique viewers e.g., bloodydisgusting.com • Developing original productions with Ghost House Cable VOD Ratings • Available in 12.2 million homes • Top 10 network 11 mos. running with 6.7M views a month • 74 million views to date (launch through 9/29) • Top 5 network in set-top box use with 2.2M boxes per month • Average time spent viewing of 48 minutes Web Ratings • #1 Horror site in America (registered users) • 200% Growth since February • 7 straight months of growth • Hitting projections for unique users • Challenges • Audience remains small and demographics skew toward an older-female audience, which is less valuable to advertisers • Limited reach to launch hit or demo-changing shows • Improvements more difficult due to: declining ratings, fragmentation, return of game shows to broadcast and affiliate pressures • Attempt to broaden beyond traditional demographics with younger-male skewing poker programs proved unsuccessful • Company Plans • David Goldhill brought in as the new President & CEO • Proposed a merger between GSN and FUN Technologies to facilitate interactive strategy • Embracing existing older-female demographic, gradually seeking to get marginally younger • Expanding business to capitalize on growth of casual games • Making accessible participation and interactivity central to all programming • Seeking multi-platform games business model: packaging, online ad sales, online fees, formats, mobile, etc. • Next Steps for SPT • Evaluate potential success of new strategy • Determine interest in further investment or exiting GSN investment

34. Game Show Network – Financial Summary SPT Share of Net Income SPT Share of Dividends/(Funding) FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

35. FEARnet – Financial Summary SPT Share of Cash Funding SPT Share of Net Loss/Income FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

36. DISTRIBUTION AND LICENSING

37. Strategy Overview • Coordinating expanded digital rights across distribution partners and windows • Offering “all rights under one roof” (broadcast, cable, IPTV, satellite, Internet and mobile) to ensure close coordination and maximize revenue per account • Capitalizing on the opportunity to offer a broader range of rights to a wider range of buyers • Non-traditional competitors (Comcast, AT&T) are buying content and rights for emerging platforms (VOD/Internet/Mobile); established players are expanding rights to stay competitive • We are strategically tailoring rights and product offerings to customers’ business objectives • We are providing advertisers new opportunities to connect with a more targeted audience • Distributing more content across more platforms to drive revenue growth • Off broadcast (Rules of Engagement, Power of 10) • Off cable (Rescue Me, Damages, MyBoys) • 1st run (Judge David Young) • Internet developed shows (The 9, Buried Alive) • Library product online and on mobile (Who’s the Boss?, Monty Python) • 3rd party acquisitions (G.B.B., Just for Laughs) • New library strategies (Minisodes network) • Work with feature acquisitions to monetize product

38. Manage terms and rights across digital and TV deals Integrate deals into contract and financial systems / processes Manage avails, pricing, MFNs, and other key terms Preserve, optimize, and allocate value to traditional and digital rights Deal & Rights Management Research & Business Dev Marketing Integrating Digital with Traditional TV Traditional Partners Digital Partners Optimized Rights Portals Social Networks Mobile Carriers Internet Retailers Virtual Worlds Networks Cable Syndication Pay TV PPV / VOD Shared / Expanded Resources • Identify new business models across platforms • Create bundled rights in traditional media and new windowing strategies • Develop interactive ad sales models and technologies (online video ads) • Enter new licensing markets (virtual worlds) • Create integrated marketing campaigns • Develop materials to market both offline and online content • Build digital experiences with partners to promote core assets (Damages) • Create digital experiences of our own (Seinfeld.com)

39. Distribution Sales – Total Licensing Revenues SPT will generate $745 million in total current and library sales for SPE ($ in MM) $937 $799 $793 $748 $751 $745 $680 FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP

40. Free TV / Basic Cable Market Dynamic MRP Initiatives • Networks are more selective on what they buy due to increased appetite for original programming • Networks need more rights to compete with emerging digital platforms • Increasing number of viewing opportunities in earlier windows (digital rental, PPV) makes it more difficult to maintain value in the Free TV window • Aggressive sales efforts for King of Queens 2nd cycle • Utilizing newly-developed ratings and competitive database to support library sales • SPT is employing new strategic initiatives for movies and TV shows, and licensing new rights • Updated internal system for tracking ratings • Shorter and dual windowing • Inclusion of barter • Repurposing • Multi-platform simulcasting and multiplexing • Network VOD/SVOD • Network-branded MSO VOD • EST • Converting “event” movie buyers and non-movie buyers into ongoing buyers • “Event” movie buyers like Hallmark, G4, and E! transitioned to ongoing buyers • Close initial sales of films with current non-movie buyers like TV Land, Nick @ Nite, and Soapnet

41. Free TV / Basic Cable – Revenues ($ in MM)

42. Syndication Market Dynamic MRP Initiatives • Consolidation of buyers has created the need to partner and co-develop first-run programming • Off-net programming continues to be a highly desired product that commands premiums • For library sales, new clients are emerging through Spanish language channels and digital second channel owners • Local stations and cable networks are seeking rights to stream episodes on their web sites • Aggressive sales efforts of library & new shows • 4th cycle renewal of Seinfeld • Upgrades and renewals for Judge Maria Lopez and Judge David Young • New first run syndication shows (The 9; Power of 10) • Steve Harvey as an ad-supported strip in 2008 • Stream products on local TV station/cable network sites • Secure additional 3rd party products • Add new clients from digital second channel owners (GTN) and ION Television and Spanish Language channels (Telemundo, etc.) • Exploit the relationship with WGN+ for new library sales • Pursue co-development deals with NBC, Tribune and other station groups

43. Syndication – Revenues ($ in MM)

44. Pay Per View / Video On Demand Cable Market MRP Initiatives • Cable MSOs continue to focus on the triple play and are committed to being the single provider of TV, voice, and data into the home • Eager to improve the traditional PPV/VOD offerings through earlier windows, HD rights, and content for broadband services • FOD not a priority for buyers • Primary product is traditional PPV/VOD rights • Locked a 3 year ext output deal for PPV/VOD rights (exp.12/31/10) with iN DEMAND • Leveraging Cable MSO’s need for earlier windows and HD to secure better placement, higher prices, and better splits for SPT • Expanding licensing discussions to on-line rental VOD and EST based on MSO focus on broadband services Satellite Market MRP Initiatives • Satellite trying to catch-up with cable on VOD and broadband • Creating new products for their home customers to compete with the triple play • DIRECTV and EchoStar are building push VOD, closed IP delivered products • Committed to launching new HD channels • FOD not a priority for buyers • Leveraging satellite's need to provide VOD, SPT is in negotiations for PPV/VOD output deals with both DIRECTV and EchoStar • Securing commitment from DIRECTV for SPT FOD product • Negotiating with EchoStar to carry The Minisode Network and to offer direct-to-video product

45. Pay Per View / Video On Demand – Revenues ($ in MM)

46. Pay TV – Strategy Market Dynamic MRP Initiatives • Starz remains our primary output partner • Pay partners, including Starz, are seeking cross-platform rights • Multiple customers have demonstrated interest in a mix of library and newer, short-form content • To keep pace with market leader HBO, Showtime and Starz are placing an increased priority on original programming relative to library deals • Just exercised the Starz option – deal will now expire December 31, 2013 • Starz wants to discuss additional changes to their deal in exchange for an extension beyond 2013 • Leveraging Starz’ desire for digital content and cross-platform plays to expand our relationship into VOD, carriage for Minisodes, and new SPT digital channels • Close library deals with Showtime and HBO

47. Pay TV – Revenues ($ in MM)

48. Library Sales Targets by Market $113 $99 $90 $87 In-House $38MM • 3 year annual average of $101MM in FY08-FY10, and $100MM in FY09-FY11 • 4 year annual average of $97MM

49. Library Revenue by Division ($ in MM) $165 $124 $111 $111 $101 $97 $90 In-House $91MM In-House $86MM In-House $35MM In-House $26MM FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP NOTE: (1) Before net present value adjustment. (2) Acquired product revenue in-process as a result of recently revised slate information.

50. Library Revenue by Market ($ in MM) $165 $124 $111 $111 $101 $97 $90 In-House $91MM In-House $86MM In-House $35MM In-House $26MM FY08 Q2/BDGT. FY09 MRP/PRIOR FY10 MRP/PRIOR FY11 MRP NOTE: Before net present value adjustment.