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E&Y Studio Benchmarking Study

Analysis of Results

March 2014

Executive Summary • The E&Y Benchmarking study looked at SPE’s slate mix, production cost, marketing cost and

domestic box office performance from 2008 to 2011 and compared it to the averages of 5

participating studios

– In SPE’s more recent performance, some of issues that were identified have been improved,

while others are remain a challenge

• SPE’s slate mix was under weighted in profitable genres such as Action and Animation, and

lacked major tentpole productions

– From a film mix perspective, this has improved in recent years, although performance on

larger titles remains an issue

• Production cost metrics were generally positive, but showed room for improvement in Above

The Line costs

• Marketing costs (analyzed for just 2010 – 11) were overall in line with averages, but

Columbia’s higher spends were masked by below-average Screen Gems spends

– 2012/2013 marketing budgets have improved in most categories, with necessary higher spends

for the increased number of bigger titles

• Box office performance (analyzed for just 2010 – 11) was poor, especially relative to

marketing spends

– While the performance relative to marketing spends have improved in 2012/2013, overall

profitability remains a challenge

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What is the E&Y Benchmarking Study?

• E&Y collected data from 5 studios (SPE, Warners, Fox, Universal and

Disney) including production cost, box office, theatrical marketing,

home entertainment and overhead information(1) – Slate Mix and Production Cost data covered 2008 – 2011

– Theatrical Marketing and Domestic Box Office data covered 2010 – 2011

– Home Entertainment Ultimate data covered 2008 – 2011

– Home Entertainment annual performance data covered FY2011

– Home Entertainment and Theatrical Overhead information was based on FY2011

• The results were compiled by E&Y, and each studio was given data

comparing its own results vs. the 5 studio average across a range of

metrics

• In certain performance categories, an anonymous Best in Class (“BIC”)

figure is shown

(1) Gross Participations data was collected but not reportable due to anti-trust reporting thresholds. Many of the Home Entertainment statistics were also not reported due to anti-trust

reporting thresholds, so those results are not included in this analysis.

3

What Films Were Included?

• All films theatrically released from 2008 – 2011 except: – Films released on fewer than 1,400 screens

– Films exceeding $400M in Domestic Box Office (only 3 titles from this time period)

– Distribution only deals

– Films released by a separate distribution/marketing organization within the studio

Examples of separate release organizations include Focus Features and Sony

Pictures Classics

Fox Searchlight titles that met the above qualifications were included in the study

Screen Gems and TriStar films were included in the study, since they are released

by the same distribution/marketing organization within SPE

• A list of SPE’s included films is included in the appendix

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Interpreting The Results

Benchmarking Study results are displayed using the following color codes:

• Blue = SPE Result

• Navy = Columbia Result (as calculated by SPE, not broken out in the E&Y Study)

• Light Blue = Screen Gems Results (as calculated by SPE, not broken out in the E&Y Study)

• Green = 5 Studio average, including all Columbia and Screen Gems releases (“Benchmark”)

•Yellow = Best in Class (“BIC” is only available on certain performance metrics)

• = Metric could not be reported because one studio’s share was above the reporting

threshold(1)

• Positive results relative to benchmark are depicted in green, while negative results are in red

(1) Thresholds varying between 25 – 40%, depending on the sensitivity of the data, were agreed upon by all participating studios’ anti-trust counsel.

• Where appropriate, additional information based on SPE research and internal results, which was not

part of the E&Y study, has been added

• SPE data for 2012 and 2013 is also included for comparison on some statistics, but no benchmark data

is available for this time period

• Except where noted, Columbia results include SPA and TriStar releases

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Slate Mix: Total Releases

(1) Per BoxOfficeMojo.com. Includes only new releases under the major label on more than 1,000 screens.

• SPE had more qualifying releases than other studios over the 2008 – 2011 period, primarily due to the inclusion of Screen

Gems titles, which is a significant share of SPE’s slate

• Similar entities at other studios, such as Focus Features, were excluded because they are distributed by separate

releasing organizations within the studio

• However, While Fox Searchlight and Focus Features sometimes operate in the same genres as Screen Gems, each had

fewer than 10 qualifying releases over the same period, instead focusing on limited releases

• In recent years, when compared to other “major labels”, Columbia alone has had a similar or lower number of wide

releases

58.2

-

50

22

-

10

20

30

40

50

60

70

80

Benchmark Columbia Screen Gems

E&Y Study: Qualifying Releases 2008 - 2011

Key Take-Away: Although Columbia maintains an average slate vs. its competitors, SPE’s Screen

Gems strategy gives it a significantly larger slate than its competitors

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SPE Data: Major Label Studio Wide Releases(1)

2010 2011 2012 2013 Avg

Warner Bros. 18 15 14 17 16.0

Fox 16 15 15 14 15.0

Universal 15 15 16 15 15.3

Columbia 9 13 13 10 11.3

Disney 11 12 9 10 10.5

Paramount 13 14 12 8 11.8

Slate Mix: Genre

• SPE’s slate is made up of a similar number of Comedy and Action titles, but is under-weighted in lucrative Family and

Animation titles

• Furthermore, many of SPE’s Action titles are from Screen Gems, and are not large Action tentpoles

• SPE is also over-represented in Drama, a genre with traditionally challenging margins and limited upside

• SPE has a large number of “Other” films, which includes Thriller, Horror and other smaller genres

Note: For purposes of the E&Y Study, hybrid films such as THE SMURFS are considered Family.

18% 20%

4% 7% 3%

8%

35%

36%

17%

13%

24% 16%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SPE Benchmark

Action/Adventure Animation Family Comedy Drama Other

E&Y Study: Qualifying Releases

2008 - 2011

Key Take-Away: Despite SPE’s larger slate, we release fewer titles in high-margin genres such as

Action, Family and Animation

(1) As of 2/28/14. Includes all Columbia, Screen Gems and SPA titles. Excludes SPWAG titles.

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SPE Data: Average Margin by Genre

FY07 - FY14(1)

SPE COL SG SPA COL + SPA

Avg. Margin (%)

Action 9.2% 8.1% 11.8% N/A 8.1%

Animated -1.7% N/A N/A -1.7% -1.7%

Comedy 7.8% 7.3% 13.2% N/A 7.3%

Drama 6.5% 4.0% 18.6% N/A 4.0%

Ethnic 31.3% N/A 31.3% N/A N/A

Family 8.6% 3.4% N/A 15.9% 8.6%

Horror 3.0% -0.5% 7.1% N/A -0.5%

Other 15.1% 15.1% N/A N/A 15.1%

Thriller 2.3% 1.6% 4.8% N/A 1.6%

Slate Mix: Production Cost

• Both Screen Gems and Columbia release a large number of lower budget titles, which tend to be the highest margin

product

• However, SPE has fewer $120M+ tentpoles and more $60 - $120M cost films than the industry average

Key Take-Away: SPE has a strong stable of very profitable low budget films, but too many films in

the $60 – 120M production cost level, which has traditionally been a low margin area for SPE

(1) As of 2/28/14. Includes all Columbia, Screen Gems and SPA titles. Excludes SPWAG titles.

Note that while $120M+ films have a

lower profit margin percentage, they

are frequently the biggest drivers of

nominal profits

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E&Y Study: Number of Releases by Production Cost (2008 - 2011)

Benchmark SPE COL SG

Production Cost

$0 - $60M 32.8 56% 44 62% 24 48% 20 95%

$60 - $120M 15.2 26% 20 28% 19 38% 1 5%

$120M+ 10.2 18% 7 10% 7 14% 0 -

SPE Data: Average Margin by Production Cost

FY07 - FY14(1)

SPE COL SG SPA

Avg. Margin (%)

$0 - $60M 12.8% 11.8% 15.2% -26.2%

$60 - $120M -1.5% -2.1% -7.4% 1.1%

$120M+ 8.6% 7.8% N/A 22.3%

Slate Mix: 2012/2013 Data

• In 2012 and 2013, SPE has shifted its slate significantly towards Action, with increases (on a share of slate basis) in

Animation as well

• Columbia also had more $120M+ production cost films as a % of slate

Key Take-Away: Although performance on big budget titles has been an issue in 2012 and 2013, SPE

is orienting its slate mix towards genres and budget levels with more potential profit

(1) 2013 includes all released titles through American Hustle. Production Cost buckets for 2012-13 excludes Mortal Instruments and Zero

Dark Thirty.

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SPE Data: Film Count (1)

SPE COLUMBIA SCREEN GEMS

2008-2011 2012 - 2013 Variance 2008-2011 2012 - 2013 Variance 2008-2011 2012 - 2013 Variance

# of Films % of Slate # of Films % of Slate % of Slate # of Films % of Slate # of Films % of Slate % of Slate # of Films % of Slate # of Films % of Slate % of Slate

Total 71 100% 30 100% 0% 50 100% 23 100% 0% 21 100% 7 100% 0%

Genre

Action/Adventure 13 18% 12 40% 22% 8 16% 8 35% 19% 5 24% 4 57% 33%

Animation 3 4% 3 10% 6% 3 6% 3 13% 7% - 0% - 0% 0%

Comedy 25 35% 6 20% -15% 20 40% 5 22% -18% 5 24% 1 14% -10%

Drama 11 15% 5 17% 1% 9 18% 4 17% -1% 2 10% 1 14% 5%

Family 2 3% 1 3% 1% 2 4% 1 4% 0% - 0% - 0% 0%

Other 17 24% 3 10% -14% 8 16% 2 9% -7% 9 43% 1 14% -29%

Production Cost

$0 - $60M 44 62% 17 57% -5% 24 48% 10 43% -5% 20 95% 5 71% -24%

$60 - $120M 20 28% 6 20% -8% 19 38% 5 22% -16% 1 5% 1 14% 10%

$120M+ 7 10% 7 23% 13% 7 14% 7 30% 16% - 0% - 0% 0%

Production Spend: Total Production Cost

(1) E&Y’s results for SPE Total Production Cost have been adjusted to exclude Planet 51 and Dear John. There is no material effect on the Benchmark or

overall average.

• SPE’s overall average production cost was significantly below average

• However, Columbia spent more in Action, Comedy and Other, driving its total slightly above average

• Savings vs. benchmark for films under $120M were driven by Screen Gems titles

E&Y Study: Average Production Cost (2008 - 2011, $M)(1)

Benchmark SPE Variance COL Variance SG Variance

Total 70.5 58.7 72 (11.8) -17% 72.0 50 1.5 2% 27.5 22 (43.0) -61%

Genre

Action/Adventure 118.5 97.6 13 (20.9) -18% 132.2 8 13.7 12% 42.2 5 (76.2) -64%

Animation 126.4 110.1 3 (16.3) -13% 110.1 3 (16.3) -13% NA 0 NA NA

Comedy 48.3 51.0 25 2.8 6% 58.1 20 9.8 20% 22.9 5 (25.3) -53%

Drama 46.7 41.2 12 (5.5) -12% 42.3 9 (4.4) -9% 36.3 3 (10.4) -22%

Family 93.6 84.4 2 (9.2) -10% 84.4 2 (9.2) -10% NA 0 NA NA

Other 47.3 42.4 17 (4.9) -10% 67.7 8 20.4 43% 19.9 9 (27.4) -58%

Production Cost

$0 - $60M 31.3 28.8 45 (2.5) -8% 31.5 24 0.2 1% 25.7 21 (5.6) -18%

$60 - $120M 83.9 84.9 20 1.0 1% 86.0 19 2.1 3% 64.1 1 (19.8) -24%

$120M+ 176.6 167.3 7 (9.3) -5% 167.3 7 (9.3) -5% NA 0 NA NA

Key Take-Away: Overall production spend results are generally positive, but…

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Production Spend: Above The Line Production Cost

(1) ATL and BTL Production Cost averages exclude acquisitions and animated titles.

• On an Above The Line basis, SPE’s overall lower averages were driven primarily by Screen Gems titles

• Columbia spent more than benchmark in Action, Comedy and Other

E&Y Study: Average ATL Production Cost (2008 - 2011, $M)(1)


Total 25.5 23.9 60 (1.6) -6% 30.9 41 5.4 21% 8.9 19 (16.6) -65%

Genre


Comedy 23.4 26.7 24 3.3 14% 31.5 19 8.2 35% 8.3 5 (15.1) -65%

Drama 21.2 18.3 10 (2.9) -14% 19.9 8 (1.3) -6% 12.0 2 (9.2) -43%

Family 25.3 21.8 2 (3.5) -14% 21.8 2 (3.5) -14% NA 0 NA NA

Other 17.2 15.4 13 (1.8) -10% 29.0 5 11.8 69% 6.9 8 (10.3) -60%

Production Cost

$0 - $60M 13.3 11.5 36 (1.8) -14% 14.4 18 1.1 8% 8.6 18 (4.7) -35%

$60 - $120M 33.8 40.7 17 6.9 20% 42.4 16 8.6 26% 13.2 1 (20.5) -61%

$120M+ 50.3 47.0 7 (3.3) -7% 47.0 7 (3.3) -7% NA 0 NA NA

Key Take-Away: …Columbia has room for improvement in Above The Line talent costs

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Production Spend: Below The Line Production Cost

(1) ATL and BTL Production Cost averages exclude acquisitions and animated titles.

E&Y Study: Average BTL Production Cost (2008 - 2011, $M)(1)


Total 55.3 42.1 60 (13.1) -24% 52.6 41 (2.7) -5% 19.6 19 (35.7) -65%

Genre


Comedy 32.8 30.8 24 (2.0) -6% 34.9 19 2.1 6% 15.3 5 (17.5) -53%

Drama 34.8 29.7 10 (5.1) -15% 29.8 8 (5.0) -14% 29.3 2 (5.6) -16%

Family 89.0 70.9 2 (18.1) -20% 70.9 2 (18.1) -20% NA 0 NA NA

Other X 32.3 13 NA NA 61.7 5 NA NA 14.0 8 NA NA

Production Cost

$0 - $60M 25.0 21.1 36 (3.9) -16% 24.8 18 (0.2) -1% 17.4 18 (7.6) -30%

$60 - $120M 59.5 50.3 17 (9.3) -16% 49.7 16 (9.8) -16% 59.2 1 (0.3) 0%

$120M+ 141.9 130.7 7 (11.2) -8% 130.7 7 (11.2) -8% NA 0 NA NA

Key Take-Away: Below The Line production cost is at or below benchmark in nearly all categories

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Production Cost: 2012/2013 Data

• SPE’s overall increase in production costs – concentrated in action and Family – was driven by a disproportionate

number of major franchises like Amazing Spider-Man, MIB 3, Skyfall, Smurfs 2, and Resident Evil: Retribution

• However, the average cost of smaller titles is also rising, and the cost of Comedies remains the same

Key Take-Away: Higher average production costs are a necessary byproduct of re-orienting the slate

towards larger franchise titles, but SPE must continue to be vigilant in controlling production costs

in other areas

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SPE Data: Average Production Cost (1)

BENCHMARK SPE COLUMBIA SCREEN GEMS

2008 - 2011 2008-2011 2012 - 2013 08-11 vs. 12-13 2008-2011 2012 - 2013 08-11 vs. 12-13 2008-2011 2012 - 2013 08-11 vs. 12-13

Total 70.5 58.7 71 84.7 28 44% 72.0 50 97.4 22 35% 27.5 21 37.9 6 38%

Genre

Action/Adventure 118.5 97.6 13 134.1 11 37% 132.2 8 165.0 8 25% 42.2 5 51.7 3 22%

Animation 126.4 110.1 3 81.2 3 -26% 110.1 3 81.2 3 -26% NA 0 NA 0 NA

Comedy 48.3 51.0 25 52.1 6 2% 58.1 20 59.6 5 3% 22.9 5 14.2 1 -38%

Drama 46.7 41.2 11 36.5 4 -12% 42.3 9 39.3 3 -7% 36.3 2 28.0 1 -23%

Family 93.6 84.4 2 114.2 1 35% 84.4 2 114.2 1 35% NA 0 NA 0 NA

Other 47.3 42.4 17 26.4 3 -38% 67.7 8 24.4 2 -64% 19.9 9 30.4 1 53%

Production Cost

$0 - $60M 31.3 28.8 44 37.6 15 30% 31.5 24 41.2 10 31% 25.7 20 30.4 5 19%

$60 - $120M 83.9 84.9 20 89.5 6 5% 86.0 19 92.3 5 7% 64.1 1 75.4 1 18%

$120M+ 176.6 167.3 7 181.4 7 8% 167.3 7 181.4 7 8% NA 0 NA 0 NA

(1) 2013 includes all released titles through American Hustle.

Theatrical Marketing: Total Marketing

• Overall marketing spend was slightly below average, driven by lower spending on Screen Gems titles

• Columbia spends were above average on most films

Key Take-Away: Columbia’s marketing costs are above average, but do not reflect recent efforts to

significantly curb overall costs

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E&Y Study: Average Total Marketing (2010 - 2011, $M)


Total 39.6 38.6 34 (1.1) -3% 43.8 22 4.2 11% 29.0 12 (10.7) -27%

Genre

Action/Adventure 45.4 35.6 8 (9.8) -22% 42.5 4 (2.9) -6% 28.7 4 (16.7) -37%

Animation 52.1 61.4 1 9.3 18% 61.4 1 9.3 18% NA 0 NA NA

Comedy 34.8 37.8 13 2.9 8% 39.4 10 4.5 13% 32.5 3 (2.3) -7%

Drama 36.9 37.1 7 0.2 1% 43.0 4 6.1 17% 29.2 3 (7.7) -21%

Family 48.1 52.4 2 4.3 9% 52.4 2 4.3 9% NA 0 NA NA

Other 35.8 36.6 3 0.8 2% 62.1 1 26.3 73% 23.9 2 (12.0) -33%

Production Cost

$0 - $60M 31.1 33.1 21 1.9 6% 38.1 10 6.9 22% 28.5 11 (2.6) -8%

$60 - $120M 46.1 46.6 10 0.5 1% 48.1 9 1.9 4% 33.8 1 (12.3) -27%

$120M+ 55.3 50.3 3 (4.9) -9% 50.3 3 (4.9) -9% NA 0 NA NA

Theatrical Marketing: Pre-Open Media

E&Y Study: Average Total Pre-Open Media (2010 - 2011, $M)


Total 27.5 26.1 34 (1.4) -5% 28.9 22 1.4 5% 21.0 12 (6.5) -24%

Genre



Comedy 25.1 27.0 13 1.8 7% 27.9 10 2.8 11% 23.8 3 (1.4) -6%

Drama 24.7 23.2 7 (1.5) -6% 25.0 4 0.4 1% 20.7 3 (4.0) -16%

Family 31.9 33.1 2 1.2 4% 33.1 2 1.2 4% NA 0 NA NA

Other 26.3 24.8 3 (1.5) -6% 37.1 1 10.9 41% 18.7 2 (7.6) -29%

Production Cost

$0 - $60M 22.6 22.7 21 0.2 1% 25.0 10 2.4 11% 20.7 11 (1.9) -8%

$60 - $120M 31.7 31.6 10 (0.2) -1% 32.4 9 0.6 2% 24.2 1 (7.6) -24%

$120M+ 35.7 31.5 3 (4.2) -12% 31.5 3 (4.2) -12% NA 0 NA NA

Key Take-Away: Pre-Open Media spends were closer to industry average, but still higher in certain

genres

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Theatrical Marketing: Support Media

E&Y Study: Average Total Support Media (2010 - 2011, $M)


Total 2.5 2.9 34 0.3 13% 3.6 22 1.1 41% 1.5 12 (1.0) -40%

Genre



Comedy 1.8 2.4 13 0.6 36% 2.6 10 0.8 43% 2.0 3 0.2 12%

Drama 3.0 3.5 7 0.4 14% 4.7 4 1.7 55% 1.8 3 (1.2) -41%

Family 3.9 5.0 2 1.2 30% 5.0 2 1.2 30% NA 0 NA NA

Other 2.1 2.4 3 0.3 12% 6.2 1 4.1 193% 0.4 2 (1.7) -79%

Production Cost

$0 - $60M 1.6 2.4 21 0.8 50% 3.3 10 1.7 107% 1.6 11 (0.0) -1%

$60 - $120M 3.3 3.7 10 0.5 14% 4.0 9 0.8 23% 1.0 1 (2.3) -70%

$120M+ 4.3 3.4 3 (0.9) -21% 3.4 3 (0.9) -21% NA 0 NA NA

Key Take-Away: Support Media costs are a significant contributor to SPE’s overall higher marketing

costs, but efforts have been made to reduce these costs in recent years

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Theatrical Marketing: Basics

Key Take-Away: Basics are another area of significant overages, particularly in “Award-centric”

genres such as Drama and Other (which includes Girl With The Dragon Tattoo)

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E&Y Study: Average Total Basics (2010 - 2011, $M)


Total 9.6 9.6 34 (0.0) 0% 11.3 22 1.7 18% 6.5 12 (3.1) -33%

Total (Ex Awards Spend) 9.3 9.1 (0.1) -1% 10.9 1.6 17% 6.5 (2.8) -30%

Genre


Animation 14.6 14.6 1 (0.1) 0% 14.6 1 (0.1) 0% NA 0 NA NA

Comedy 7.9 8.4 13 0.5 6% 8.9 10 1.0 12% 6.8 3 (1.2) -15%

Drama 9.2 10.5 7 1.3 14% 13.3 4 4.1 45% 6.7 3 (2.4) -26%

Family 12.3 14.2 2 1.9 15% 14.2 2 1.9 15% NA 0 NA NA

Other 7.4 9.4 3 2.0 27% 18.8 1 11.4 153% 4.7 2 (2.7) -36%

Production Cost

$0 - $60M 7.0 8.0 21 1.0 14% 9.8 10 2.8 40% 6.3 11 (0.7) -10%

$60 - $120M 11.1 11.4 10 0.3 2% 11.7 9 0.6 5% 8.6 1 (2.5) -22%

$120M+ 15.2 15.4 3 0.2 1% 15.4 3 0.2 1% NA 0 NA NA

Case Study: Awards Spend

Key Take-Away: Despite similar numbers of films in contention for major awards, SPE spent

significantly more than its competitors on Awards Spending

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E&Y Study: Awards Costs (2010 - 2011, $K) (1) Awards Contenders ( Best Picture Nominees )

Benchmark SPE Variance SPE Warners Fox Universal Disney

2010

# of Titles Released 14.6 16.0 1.4 10% Social Network Inception Black Swan Toy Story 3

Average Awards Spend 379.8 598.6 218.7 58% The Town

Implied Total Awards Spend 5,545.4 9,577.0 4,031.6 73%

2011

# of Titles Released 13.4 18.0 4.6 34% Moneyball J. Edgar The Descendents The Help

Average Awards Spend 342.7 380.6 37.8 11% Contagion Tree of Life War Horse

Implied Total Awards Spend 4,592.7 6,850.0 2,257.3 49% Girl with the

Dragon Tattoo

Extremely

Loud &

Incredibly

Close

We Bought A Zoo

Theatrical Marketing: 2012/2013 Data

• Overall, average marketing costs remained flat

• However, improvements in most categories were masked by necessary increases in Action and tentpole films due to

the disproportionate number of major franchise releases

Key Take-Away: SPE’s recent efforts to reduce marketing costs have been effective

19


SPE Data: Average Total Marketing (1)


2010 - 2011 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13

Total 39.6 38.6 34 39.4 30 2% 43.8 22 43.1 23 -2% 29.0 12 27.2 7 -6%

Genre

Action/Adventure 45.4 35.6 8 42.3 12 19% 42.5 4 50.7 8 19% 28.7 4 25.5 4 -11%


Comedy 34.8 37.8 13 39.2 6 4% 39.4 10 41.3 5 5% 32.5 3 28.7 1 -12%

Drama 36.9 37.1 7 38.4 5 4% 43.0 4 40.5 4 -6% 29.2 3 30.3 1 4%

Family 48.1 52.4 2 45.5 1 -13% 52.4 2 45.5 1 -13% NA 0 NA 0 NA

Other 35.8 36.6 3 22.8 3 -38% 62.1 1 19.3 2 -69% 23.9 2 29.7 1 25%

Production Cost

$0 - $60M 31.1 33.1 21 32.8 17 -1% 38.1 10 35.7 11 -6% 28.5 11 26.8 6 -6%

$60 - $120M 46.1 46.6 10 42.5 6 -9% 48.1 9 45.4 5 -6% 33.8 1 28.3 1 -16%

$120M+ 55.3 50.3 3 52.7 7 5% 50.3 3 52.7 7 5% NA 0 NA 0 NA

Theatrical Marketing: 2012/2013 Data (Basics & Support)

20

Key Take-Away: Reductions in Basics and Support have been a driver for overall cost savings


SPE Data: Average Total Support Media (1)


2010 - 2011 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13

Total 2.5 2.9 34 2.2 30 -25% 3.6 22 2.4 23 -34% 1.5 12 1.5 7 -2%

Genre

Action/Adventure 2.7 2.1 8 1.5 12 -29% 2.8 4 2.1 8 -27% 1.5 4 0.5 4 -68%


Comedy 1.8 2.4 13 1.8 6 -26% 2.6 10 1.5 5 -40% 2.0 3 3.2 1 57%

Drama 3.0 3.5 7 3.9 5 13% 4.7 4 3.9 4 -17% 1.8 3 4.0 1 121%

Family 3.9 5.0 2 0.6 1 -89% 5.0 2 0.6 1 -89% NA 0 NA 0 NA

Other 2.1 2.4 3 0.7 3 -70% 6.2 1 0.4 2 -94% 0.4 2 1.4 1 208%

Production Cost

$0 - $60M 1.6 2.4 21 2.1 17 -11% 3.3 10 2.2 11 -32% 1.6 11 2.0 6 30%

$60 - $120M 3.3 3.7 10 2.2 6 -41% 4.0 9 2.6 5 -35% 1.0 1 0.2 1 -84%

$120M+ 4.3 3.4 3 2.2 7 -35% 3.4 3 2.2 7 -35% NA 0 NA 0 NA

SPE Data: Average Total Basics (1)


2010 - 2011 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13

Total 9.6 9.6 34 9.8 30 2% 11.3 22 10.8 23 -5% 6.5 12 6.6 7 2%

Total Ex. Awards Spend 9.3 9.1 9.2 1% 10.9 10.2 -6% 6.5 6.6 2%

Genre



Comedy 7.9 8.4 13 8.7 6 4% 8.9 10 9.2 5 3% 6.8 3 6.5 1 -4%

Drama 9.2 10.5 7 8.1 5 -23% 13.3 4 8.7 4 -34% 6.7 3 5.7 1 -15%

Family 12.3 14.2 2 14.3 1 1% 14.2 2 14.3 1 1% NA 0 NA 0 NA

Other 7.4 9.4 3 5.2 3 -44% 18.8 1 4.4 2 -77% 4.7 2 6.9 1 46%

Production Cost

$0 - $60M 7.0 8.0 21 7.3 17 -8% 9.8 10 7.6 11 -22% 6.3 11 6.2 6 -2%

$60 - $120M 11.1 11.4 10 10.8 6 -5% 11.7 9 11.3 5 -3% 8.6 1 8.0 1 -7%

$120M+ 15.2 15.4 3 15.1 7 -2% 15.4 3 15.1 7 -2% NA 0 NA 0 NA

Average Domestic BO

• 2010 – 2011 average DBO came in below average

• However Columbia’s releases did better than benchmark, driven by strong performance in Comedy, Drama and Family

E&Y Study: Average Domestic Box Office (2010 - 2011, $M)


Total 79.1 70.7 34 (8.4) -11% 85.1 22 6.0 8% 44.3 12 (34.8) -44%

Genre


Animation 120.1 46.5 1 (73.6) -61% 46.5 1 (73.6) -61% NA 0 NA NA

Comedy 60.8 71.8 13 10.9 18% 77.6 10 16.8 28% 52.3 3 (8.5) -14%

Drama 56.0 61.4 7 5.4 10% 72.6 4 16.6 30% 46.6 3 (9.5) -17%

Family X 159.6 2 NA NA 159.6 2 NA NA NA 0 NA NA

Other 66.5 50.0 3 (16.5) -25% 102.5 1 36.0 54% 23.8 2 (42.7) -64%

Production Cost

$0 - $60M 47.4 57.7 21 10.4 22% 71.0 10 23.7 50% 45.7 11 (1.7) -4%

$60 - $120M 87.7 83.1 10 (4.6) -5% 89.1 9 1.4 2% 29.1 1 (58.5) -67%

$120M+ 158.3 119.9 3 (38.4) -24% 119.9 3 (38.4) -24% NA 0 NA NA

Key Take-Away: SPE’s strengths are Comedy, Drama and Family, but potential high-margin areas

such as Action and Animation need to improve to better balance SPE’s slate

21

Marketing Efficiency

• Marketing efficiency is below overall, but Columbia’s average is closer to benchmark, again driven by strong

performance in Comedy, Drama and Family

Key Take-Away: Performance in Action and tentpole films ($120M+ production cost) must be

improved to maximize profit potential of the slate. SPE should leverage its success in Family by

increasing the number of films released in this genre

E&Y Study: Average DBO $ Per Average Total Marketing $ (2010 - 2011)

Benchmark BIC SPE Variance COL Variance SG Variance

Total 2.00$ 2.30$ 1.83$ 34 (0.16)$ -8% 1.94$ 22 (0.05)$ -3% 1.53$ 12 (0.47)$ -23%

Genre

Action/Adventure 2.38 3.43 1.84 8 (0.54) -23% 1.98 4 (0.40) -17% 1.63 4 (0.75) -31%

Animation 2.30 3.47 0.76 1 (1.55) -67% 0.76 1 (1.55) -67% NA 0 NA NA

Comedy 1.75 1.98 1.90 13 0.15 9% 1.97 10 0.23 13% 1.61 3 (0.14) -8%

Drama 1.52 1.90 1.66 7 0.14 9% 1.69 4 0.17 11% 1.59 3 0.07 5%

Family X X 3.05 2 NA NA 3.05 2 NA NA NA 0 NA NA

Other 1.86 2.29 1.37 3 (0.49) -26% 1.65 1 (0.21) -11% 1.00 2 (0.86) -46%

Production Cost

$0 - $60M 1.52 1.75 1.75 21 0.22 15% 1.87 10 0.34 23% 1.60 11 0.08 5%

$60 - $120M 1.90 3.09 1.78 10 (0.12) -6% 1.85 9 (0.05) -2% 0.86 1 (1.04) -55%

$120M+ 2.86 3.91 2.38 3 (0.48) -17% 2.38 3 (0.48) -17% NA 0 NA NA

22

DBO & Marketing Efficiency: 2012/2013 Data

Key Take-Away: SPE’s tentpole-heavy slate in 2012/2013 led to significant improvement in BO and

marketing efficiency metrics, but the higher production costs meant that did not always translate

into increased slate profitability

23


SPE Data: Average Domestic Box Office (1)


2010 - 2011 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13

Total 79.1 70.7 34 87.7 30 24% 85.1 22 98.2 23 15% 44.3 12 53.0 7 20%

Genre


Animation 120.1 46.5 1 95.5 3 106% 46.5 1 95.5 3 106% NA 0 NA 0 NA

Comedy 60.8 71.8 13 87.4 6 22% 77.6 10 87.2 5 12% 52.3 3 88.0 1 68%

Drama 56.0 61.4 7 99.6 5 62% 72.6 4 94.5 4 30% 46.6 3 120.0 1 158%

Family X 159.6 2 67.0 1 -58% 159.6 2 67.0 1 -58% NA 0 NA 0 NA

Other 66.5 50.0 3 26.8 3 -47% 102.5 1 23.3 2 -77% 23.8 2 33.8 1 42%

Production Cost

$0 - $60M 47.4 57.7 21 65.5 17 13% 71.0 10 69.3 11 -2% 45.7 11 62.1 6 36%

$60 - $120M 87.7 83.1 10 87.0 6 5% 89.1 9 97.3 5 9% 29.1 1 35.7 1 22%

$120M+ 158.3 119.9 3 142.1 7 19% 119.9 3 142.1 7 19% NA 0 NA 0 NA

SPE Data: Average DBO $ Per Average Total Marketing $ (1)


2010 - 2011 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13 2010 - 2011 2012 - 2013 10-11 vs. 12-13

Total 2.0 1.83 34 2.23 30 22% 1.94 22 2.28 23 17% 1.53 12 1.95 7 27%

Genre


Animation 2.3 0.76 1 2.17 3 186% 0.76 1 2.17 3 186% NA 0 NA 0 NA

Comedy 1.7 1.90 13 2.23 6 17% 1.97 10 2.11 5 7% 1.61 3 3.07 1 91%

Drama 1.5 1.66 7 2.59 5 56% 1.69 4 2.34 4 38% 1.59 3 3.96 1 148%

Family X 3.05 2 1.47 1 -52% 3.05 2 1.47 1 -52% NA 0 NA 0 NA

Other 1.9 1.37 3 1.17 3 -14% 1.65 1 1.20 2 -27% 1.00 2 1.14 1 14%

Production Cost

$0 - $60M 1.5 1.75 21 2.00 17 14% 1.87 10 1.94 11 4% 1.60 11 2.32 6 45%

$60 - $120M 1.9 1.78 10 2.05 6 15% 1.85 9 2.14 5 16% 0.86 1 1.26 1 46%

$120M+ 2.9 2.38 3 2.70 7 13% 2.38 3 2.70 7 13% NA 0 NA 0 NA

Case Study: Tentpole Films

• SPE’s average production cost on tentpole films ($120M+ Production Cost) is lower than benchmark, despite the

inclusion of expensive titles such as Hancock, Quantum of Solace, 2012, and Angels & Demons

• However, with only 3 films in the Marketing/DBO data set (Salt, Smurfs, and Green Hornet), SPE’s perfomance

against benchmark was weak

E&Y STUDY: $120M+ PRODUCTION COST

Key Take-Away: SPE must improve its performance in tentpole films, which are the major driver of

overall slate profits

24

$176.6

$167.3

0

20

40

60

80

100

120

140

160

180

200

Avg. Prod. Cost (2008 - 11, $M)

Benchmark SPE

$55.3

$50.3

0

10

20

30

40

50

60

Avg. Total Marketing (2010 - 11, $M)

Benchmark SPE

$158.3

$119.9

0

20

40

60

80

100

120

140

160

180

Avg. Total DBO (2010 - 11, $M)

Benchmark SPE

$2.86

$3.91

$2.38

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

DBO / Total Marketing (2010 - 11, $)

Benchmark BIC SPE

Case Study: Tentpole Films – 2012/2013 Data

Key Take-Away: 2012/2013 data was better, but performance needs to improve further to drive

profitability from these types of films

25

• 2012 / 2013 data included more and larger tentpole films, driving production costs significantly higher

• Marketing costs increased only slightly, and DBO performance improved, but overall profitability was still an issue

$176.6

$167.3

$181.4

0

20

40

60

80

100

120

140

160

180

200

Avg. Prod. Cost

Benchmark (EY) SPE (EY) SPE (12-13)

$158.3

$119.9

$142.1

0

20

40

60

80

100

120

140

160

180

Avg. Total DBO


$55.3

$50.3 $52.7

0

10

20

30

40

50

60

Avg. Total Marketing


$2.86

$3.91

$2.38

$2.70

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

DBO / Total Marketing

Benchmark (EY) BIC (EY) SPE (EY) SPE (12-13)

Case Study: Lower Budget Films

• Despite spending significantly more in marketing than the benchmark, Lower Budget films (<$60M Production Cost) are

strong performers for both Columbia and Screen Gems

• Hit such as Karate Kid, Easy A, Bad Teacher and Friends With Benefits make this one of SPE’s best categories

E&Y STUDY: <$60M PRODUCTION COST

Key Take-Away: SPE must maintain its stable of these relatively low-risk, high-margin titles, while

reducing the number of mid-budget ($60 - $120m) films

(1) E&Y’s results for SPE Total Production Cost have been adjusted to exclude Dear John. There is no material effect on the Benchmark or overall average.

26

$31.3

$28.8

$31.5

$25.7

0

5

10

15

20

25

30

35

Avg. Prod. Cost (2008 - 11, $M)


$31.1 $33.1

$38.1

$28.5

0

5

10

15

20

25

30

35

40



$47.4

$57.7

$71.0

$45.7

0

10

20

30

40

50

60

70

80



$1.52

$1.75 $1.75

$1.87

1.60

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2


Benchmark BIC SPE COL SG

Case Study: Lower Budget Films – 2012/2013 Data

• 2012/2013 data continues to show strong performance, but production costs are rising

• Breakout hits like 21 Jump Street and Think Like A Man continue to drive significant profits for SPE

Key Take-Away: While this remains a strong sector for SPE, vigilance on cost control is key to

continued success


27

$31.3

$28.8

$37.6

$31.5

$41.2

$25.7

$30.4

0

5

10

15

20

25

30

35

40

45

Avg. Prod. Cost

Benchmark (EY) SPE (EY) SPE (12-13) COL (EY)

COL (12-13) SG (EY) SG (12-13)

$47.4

$57.7

$65.5

$71.0 $69.3

$45.7

$62.1

0

10

20

30

40

50

60

70

80

Avg. Total DBO


COL (12-13) SG (EY) SG (12-13)

$31.1 $33.1 $32.8

$38.1

$35.7

$28.5 $26.8

0

5

10

15

20

25

30

35

40



COL (12-13) SG (EY) SG (12-13)

$1.52

$1.75 $1.75

$2.00 $1.87

$1.94

1.60

$2.32

0

0.5

1

1.5

2

2.5



COL (EY) COL (12-13) SG (EY) SG (12-13)

Case Study: Comedies

• High cost comedies such as Zohan, The Other Guys, Jack and Jill and How Do You Know? are driving up average

production and marketing costs for Columbia

• However, this is also one of SPE’s strongest genres in terms of performance relative to benchmark, driven by break-

our performers like Bad Teacher, Easy A, and Friends With Benefits

E&Y STUDY: COMEDIES

Key Take-Away: Comedy is one of SPE’s strongest genres in terms of BO performance relative to its

peers. However, there may be an opportunity to drive margins even higher by bringing production

and marketing costs in line with industry averages and focusing on lower cost titles

28

$48.3 $51.0

$58.1

$22.9

0

10

20

30

40

50

60

70

Avg. Prod. Cost (2008 - 11, $M)


$34.8

$37.8 $39.4

$32.5

0

5

10

15

20

25

30

35

40

45



$60.8

$71.8

$77.6

$52.3

0

10

20

30

40

50

60

70

80

90



$1.75

$1.98 $1.90

$1.97

$1.61

0

0.5

1

1.5

2

2.5



Case Study: Comedies – 2012/2013 Data

• In 2012/2013, lower cost films like Think Like A Man, 21 Jump Street, and This Is The End continued to drive strong

results

Key Take-Away: SPE’s continued success in comedies is primarily driven by lower budget comedies

29

$48.3 $51.0 $52.1

$58.1 $59.6

$22.9

$14.2

0

10

20

30

40

50

60

70

Avg. Prod. Cost


COL (12-13) SG (EY) SG (12-13)

$60.8

$71.8

$87.4

$77.6

$87.2

$52.3

$88.0

0

10

20

30

40

50

60

70

80

90

100

Avg. Total DBO


COL (12-13) SG (EY) SG (12-13)

$1.75

$1.98 $1.90

$2.23

$1.97 $2.11

$1.61

$3.07

0

0.5

1

1.5

2

2.5

3

3.5



COL (EY) COL (12-13) SG (EY) SG (12-13)

$34.8

$37.8 $39.2 $39.4

$41.3

$32.5

$28.7

0

5

10

15

20

25

30

35

40

45



COL (12-13) SG (EY) SG (12-13)

Case Study: Dramas

• SPE spends less producing Dramas than the benchmark, but marketing costs for Columbia are above average

• However, the additional marketing spend produces slightly better than average results

Key Take-Away: Both Columbia and Screen Gems have had mixed results in this category, but SPE

clearly has the potential to outperform in this genre; limiting Drama “at bats” to only a few titles

per year could maintain SPE’s strong performance in this area, while better aligning overall slate

mix with industry averages


E&Y STUDY: DRAMAS

30

$46.7

$41.2 $42.3

$36.3

0

5

10

15

20

25

30

35

40

45

50

Avg. Prod. Cost (2008 - 11, $M)


$36.9 $37.1

$43.0

$29.2

0

5

10

15

20

25

30

35

40

45

50



$56.0

$61.4

$72.6

$46.6

0

10

20

30

40

50

60

70

80



$1.52

$1.90

$1.66 $1.69 $1.59

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2



Case Study: Dramas – 2012/2013 Data

• 2012/2013 produced even stronger results, driven by The Vow and Hope Springs

• SPE managed to maintain production and marketing costs at relatively low levels, while increasing DBO performance

Key Take-Away: Dramas remain key to SPE’s success, but keeping costs low is important to maintain

profitability


31

$46.7

$41.2

$36.5

$42.3

$39.3

$36.3

$28.0

0

5

10

15

20

25

30

35

40

45

50

Avg. Prod. Cost


COL (12-13) SG (EY) SG (12-13)

$56.0 $61.4

$99.6

$72.6

$94.5

$46.6

$120.0

0

20

40

60

80

100

120

140

Avg. Total DBO


COL (12-13) SG (EY) SG (12-13)

$36.9 $37.1 $38.4

$43.0 $40.5

$29.2 $30.3

0

5

10

15

20

25

30

35

40

45

50



COL (12-13) SG (EY) SG (12-13)

$1.52

$1.90 $1.66

$2.59

$1.69

$2.34

$1.59

$3.96

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5



COL (EY) COL (12-13) SG (EY) SG (12-13)

Case Study: Holiday Releases

• Arthur Christmas, How Do You Know, Jack & Jill, Burlesque and Dragon Tattoo are the primary contributors to SPE’s

poor showing in Holiday Releases

32

E&Y Study: Average DBO $ Per Average Total Marketing $ (2010 - 2011)

Benchmark BIC SPE Variance COL Variance SG Variance

Total 2.00$ 2.30$ 1.83$ 34 (0.16)$ -8% 1.94$ 22 (0.05)$ -3% 1.53$ 12 (0.47)$ -23%

Season

Holiday (Nov - Dec) 1.91 2.39 1.12 6 (0.79) -41% 1.17 4 (0.74) -39% 0.96 2 (0.95) -50%

Summer (May - Aug) 2.31 3.04 2.24 14 (0.06) -3% 2.41 11 0.11 5% 1.46 3 (0.84) -37%

Key Take-Away: SPE should take a cautious approach to holiday releases, making sure to target only

the films strong enough to sustain the high media costs of the season

$41.5

$47.8

$39.3

$46.6

0

10

20

30

40

50

60

Summer Holiday

Benchmark SPE

E&Y Study: Average Total Marketing 2008 - 2011 ($M)

$95.7 $91.4

$88.1

$52.2

0

20

40

60

80

100

120

Summer Holiday

Benchmark SPE

E&Y Study: Average DBO 2008 - 2011 ($M)

Theatrical Marketing & Distribution OH

Key Take-Away: SPE’s theatrical releasing organization is slightly larger than its peers. It releases

more films than competitors, but fewer tentpoles, which have the highest profit potential;

furthermore, excess OH costs, even relative to the bigger organization, represent an opportunity for

improvement

33

(1) SPE’s originally submitted data included headcount and OH that should have been excluded. Both SPE’s figures and the benchmark have been adjusted to reflect the

corrected numbers.

E&Y Study: Theatrical Headcount & OH (1)

HEADCOUNT OVERHEAD ($M)

Benchmark SPE Variance Benchmark SPE Variance

Total 215.8 226 10.2 5% $48.1 $58.7 $10.6 22%

Category

Distribution 89.3 92 2.7 3% 17.0 19.7 2.7 16%

Marketing 126.5 134 7.5 6% 31.1 38.9 7.9 25%

Department

Creative 28.4 36 7.6 27% 8.0 12.2 4.2 53%

Digital Marketing 10.1 13 2.9 29% #VALUE! 4.5 N/A NA

Exhibitor Relations 9.5 11 1.5 16% 1.7 2.4 0.7 41%

Marketing Research 5.4 6 0.6 11% 1.7 2.2 0.5 31%

Media 13.1 14 0.9 7% 2.8 4.1 1.3 46%

Other Distribution & Sales 8.6 6 (2.6) -30% #VALUE! 1.3 N/A NA

Other Marketing #VALUE! 1 N/A NA #VALUE! 0.2 N/A NA

Print Services (Including Digital) 5.2 10 4.8 92% 1.1 2.5 1.5 137%

Publicity & Promotions 51.4 64 12.6 25% 10.2 15.7 5.5 54%

Sales 65.5 65 (0.5) -1% 12.3 13.6 1.3 10%

SPE has opportunities to improve profitability

• Stay out of the middle: Improve our capabilities in creating and releasing

$120M+ films; reduce the number of mid budget films in favor of more

tentpoles; continue to maintaining a strong stable of low budget titles

• Improve performance in high-margin genres: Action and Animation are

key genres to drive overall profits; SPE must improve performance in both

of these areas

• Take a cautious approach to the Holiday season: Carefully examine

which films can sustain the high media costs of the season

• Leverage SPE strengths in Comedy, Drama, and Family: Maintain these

areas of strong performance but focus on cost controls (particularly talent

and BTL production costs for comedies) to maximize profits

• Continue to target reductions in talent costs: Above the line costs have

generally been high (relative to market) across the Columbia slate

• Carefully examine internal OH: SPE must carefully examine the

relationship of its slate to the size of its releasing organization

Overall Key Take-Aways

34

APPENDIX

E&Y Study – SPE Films: Genre

What is in SPE's Numbers?

Bold Italics titles are included only in Film Count and Production Statistics

* Animation and Acquisitions are included in Total Production Cost metrics, but not in ATL and BTL metrics.

** E&Y's results for Total Production Cost have been adjusted to exclude PLANET 51 and DEAR JOHN

Action / Adventure Comedy Drama

Columbia Screen Gems Columbia Screen Gems Columbia Screen Gems

HANCOCK UNDERWORLD 3 MADE OF HONOR FIRST SUNDAY BOLEYN GIRL DEAR JOHN**

QUANTUM OF SOLACE LEGION ZOHAN FIRED UP 21 BURLESQUE

PELHAM 1 2 3 TAKERS STEP BROTHERS DEATH AT A FUNERAL NICK AND NORAH'S COUNTRY STRONG

2012 RE: AFTERLIFE* PINEAPPLE EXPRESS EASY A SEVEN POUNDS

SALT PRIEST THE HOUSE BUNNY FRIENDS WITH BENEFITS JULIE & JULIA

GREEN HORNET MALL COP EAT PRAY LOVE

BATTLE LA THE PINK PANTHER 2 THE SOCIAL NETWORK

COLOMBIANA* YEAR ONE JUMPING THE BROOM*

UGLY TRUTH MONEYBALL

Animation DID YOU...MORGANS?

Columbia Screen Gems BOUNTY HUNTER Other (Horror, Thriller, Other)

CLOUDY...MEATBALLS* GROWN UPS Columbia Screen Gems

PLANET 51** THE OTHER GUYS VANTAGE POINT UNTRACEABLE*

ARTHUR CHRISTMAS* HOW DO YOU KNOW 88 MINUTES* PROM NIGHT

JUST GO WITH IT THE INTERNATIONAL LAKEVIEW TERRACE

Family BAD TEACHER ANGELS AND DEMONS QUARANTINE

Columbia Screen Gems ZOOKEEPER DISTRICT 9* OBSESSED

THE KARATE KID 30 MINUTES OR LESS* ZOMBIELAND STEPFATHER

THE SMURFS BORN TO BE A STAR MJ: THIS IS IT* ARMORED

JACK AND JILL GIRL...DRAGON TATTOO THE ROOMMATE

STRAW DOGS

36

E&Y Study – SPE Films: Production Cost





$0 - $60M $60 - $120M $120M+


VANTAGE POINT FIRST SUNDAY ZOHAN PRIEST HANCOCK

BOLEYN GIRL UNTRACEABLE* STEP BROTHERS QUANTUM OF SOLACE

21 PROM NIGHT SEVEN POUNDS ANGELS AND DEMONS

88 MINUTES* LAKEVIEW TERRACE THE PINK PANTHER 2 2012

MADE OF HONOR QUARANTINE THE INTERNATIONAL SALT

PINEAPPLE EXPRESS UNDERWORLD 3 PELHAM 1 2 3 GREEN HORNET

THE HOUSE BUNNY FIRED UP YEAR ONE THE SMURFS

NICK AND NORAH OBSESSED CLOUDY...MEATBALLS*

MALL COP STEPFATHER MJ: THIS IS IT*

UGLY TRUTH ARMORED DID YOU...MORGANS?

JULIE & JULIA LEGION GROWN UPS

DISTRICT 9* DEAR JOHN** THE OTHER GUYS

ZOMBIELAND DEATH AT A FUNERAL EAT PRAY LOVE

PLANET 51** TAKERS HOW DO YOU KNOW

BOUNTY HUNTER RE: AFTERLIFE* JUST GO WITH IT

THE KARATE KID EASY A BATTLE LA

THE SOCIAL NETWORK BURLESQUE JACK AND JILL

JUMPING THE BROOM* COUNTRY STRONG ARTHUR CHRISTMAS*

BAD TEACHER THE ROOMMATE GIRL...DRAGON TATTOO

ZOOKEEPER FRIENDS WITH BENEFITS

30 MINUTES OR LESS* STRAW DOGS

COLOMBIANA*

BORN TO BE A STAR

MONEYBALL

37

E&Y Study – SPE Films: Season





Holiday Summer Other


QUANTUM OF SOLACE ARMORED HANCOCK TAKERS CLOUDY...MEATBALLS* UNDERWORLD 3

2012 BURLESQUE PELHAM 1 2 3 PRIEST MALL COP FIRST SUNDAY

PLANET 51** COUNTRY STRONG MADE OF HONOR FRIENDS WITH BENEFITS THE PINK PANTHER 2 FIRED UP

DID YOU...MORGANS? ZOHAN BOLEYN GIRL UNTRACEABLE*

SEVEN POUNDS STEP BROTHERS 21 PROM NIGHT

ARTHUR CHRISTMAS* PINEAPPLE EXPRESS NICK AND NORAH'S LAKEVIEW TERRACE

HOW DO YOU KNOW THE HOUSE BUNNY VANTAGE POINT QUARANTINE

JACK AND JILL JULIE & JULIA 88 MINUTES* OBSESSED

GIRL...DRAGON TATTOO YEAR ONE THE INTERNATIONAL STEPFATHER

UGLY TRUTH ZOMBIELAND LEGION

ANGELS AND DEMONS MJ: THIS IS IT* RE: AFTERLIFE*

DISTRICT 9* GREEN HORNET DEATH AT A FUNERAL

SALT BATTLE LA EASY A

COLOMBIANA* BOUNTY HUNTER DEAR JOHN**

GROWN UPS JUST GO WITH IT THE ROOMMATE

THE OTHER GUYS BORN TO BE A STAR STRAW DOGS

BAD TEACHER THE SOCIAL NETWORK

ZOOKEEPER MONEYBALL

30 MINUTES OR LESS*

EAT PRAY LOVE

JUMPING THE BROOM*

THE KARATE KID

THE SMURFS

38

SPE Films: 2012 – 2013 Titles 39

NOTE: Production Cost analysis excludes Zero Dark Thirty and Mortal Instruments.



$0 - $60M $60 - $120M $120M+


GHOST RIDER 2 UNDERWORLD 4 THAT'S MY BOY RESIDENT EVIL 5 MEN IN BLACK 3

21 JUMP ST THE VOW HOTEL T AMAZING SPIDER-MAN

THE PIRATES THINK LIKE A MAN GROWN UPS 2 TOTAL RECALL

HOPE SPRINGS BATTLE OF THE YEAR SMURFS 2 AFTER EARTH

PREMIUM RUSH CARRIE CLOUDY 2 ELYSIUM

HERE COMES… BOOM SKYFALL

THIS IS THE END WHITE HOUSE DOWN

ONE DIRECTION

CAPTAIN PHILLIPS

AMERICAN HUSTLE

Action / Adventure Comedy Drama


GHOST RIDER 2 UNDERWORLD 4 21 JUMP ST THINK LIKE A MAN HOPE SPRINGS THE VOW

MEN IN BLACK 3 RESIDENT EVIL 5 THAT'S MY BOY ZERO DARK THIRTY

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