mid range plan fiscal years 2009 – 2012 october 2008 [draft – as of 9/12]
TRANSCRIPT
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Mid Range PlanFiscal Years 2009 – 2012
October 2008
[DRAFT – as of 9/12]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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• Expand FEARnet into a linear network
• Create new, targeted shows on GSN and integrate skill-based gaming
• Explore HD as an entry point for a broader Sony linear network
• Use the successful launch of Dr. Oz to become official distributor of all future Harpo shows
• Seek extension of Starz deal
• Distribute additional product through our digital distribution network
• Build Crackle.com into an online entertainment destination and attractive outlet for advertisers
• Integrate Crackle into overall studio and leverage marketing and content resources
• Expand existing base of digital network distribution partners
• Grow our reality / format business through Embassy Row, 2waytraffic, and other producers
• Develop new hit syndication shows in partnership with Harpo Productions
Core Programs
• Adjust timing of broadcast sale of Seinfeld due to challenging local station economics
• Create efficiencies and cost controls for soaps by moving to the lot and using new technology
• Secure renewals for WOF / Jeopardy! and introduce new brand extensions
Programming
Digital Networks
Strategic Investments
Distribution & Licensing
Ad Sales
• Aggressively build our digital ad sales business with Crackle as the foundation
• Continue to pursue third party representation and acquisition of complementary businesses
• Leverage our content and ad sales assets to build a cross-platform Sony ad network
Executive Summary
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EBIT Revenue
$200 $192 $186 $189 $188 $188$165
$9$9 $17 $14
$30 $30
$32
$0
$50
$100
$150
$200
$250
Sony Pictures Television GSN/FEARnet
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
$1,243
$1,136
$1,226
$1,109
$1,259
$1,164
$1,258
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
$209$201 $203 $203
$218 $218
$197
NOTE: Traditional television excluding Digital Networks and Crackle
SPT Financial Summary
[$ TO BE UPDATED][$ TO BE UPDATED]
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EBIT Before Contribution Revenue
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
EBIT After ContributionFY08
Q2/BDGT.FY09
MRP/PRIORFY10
MRP/PRIORFY11MRP
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
$15 $14 $16 $18
$32
$55
$47
$0
$10
$20
$30
$40
$50
$60
($19)
($9)
($16)
($12)
($15)($14)($14)
($20)
($16)
($12)
($8)
($4)
$0
$87
$104
$64$58
$43$40$41
$0
$20
$40
$60
$80
$100
$120
Digital Networks and Distribution Financial Summary
[$ TO BE UPDATED]
[$ TO BE UPDATED] [$ TO BE UPDATED]
[$ TO INCLUDE CRAKCLE]
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From all sources of Domestic TV, Internet and Mobile revenue
Est. MPG/ACQ. Profit $295 $265 $322 $335
$1,016 $953 $985 $1,019$1,178
$1,051 $1,084
$475$479 $423 $429
$512$530 $537
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000 SPT/Other MPG/ACQ.
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
NOTE: Before Seinfeld producer share
$1,491 $1,432 $1,408 $1,448
$1,690$1,581 $1,621
($ in MM)
SPT Total Revenue
[$ TO BE UPDATED]
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Net G&A Expenses & Headcount
FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11SPT
Q2/MRP $49 $51 $53 $56 222 224 224 226Budget/Prior $49 $53 $56 -- 220 242 242 --Variance $0 $2 $3 -- (2) 18 18 --
Digital (1)
Q2/MRP $12 $13 $14 $15 45 51 53 55Budget/Prior $12 $12 $13 -- 41 47 49 --Variance $1 ($1) ($1) -- (4) (4) (4) --
CrackleQ2/MRP $13 $10 $14 $17 52 53 58 68Budget/Prior $17 $16 $23 -- 76 77 83 --Variance $3 $6 $9 -- 24 24 25 --
TotalQ2/MRP $74 $74 $80 $87 319 328 335 349Budget/Prior $78 $81 $91 -- 337 366 374 --Variance $4 $7 $11 -- 18 38 39 --
Net G&A Headcount
(1) PY MRP G&A & headcount restated for headcount included in SPHE/SPD which has since been transferred to DSD ($3.7M / 7 HC in PY09 and $4M / 7 HC in PY10)
[$ TO BE UPDATED]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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Core Programs Strategy
• Adjust timing of Seinfeld sale to approach broadcast partners under more favorable market conditions
• Cultivate next generation of fans with digital / interactive offerings
• Explore opportunities to move both shows to the Sony lot
• Leverage digital technologies to produce daytime programming more efficiently
• Secure station renewals and look to take back international distribution rights
• Launch new mobile applications console games, and digital extensions to increase interactivity and drive viewership
• Aggressively pursue Jay Leno to become the cornerstone of our TV business
CoreProgram
s
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“Seinfeld”
EBIT
$18 $20$17
$20$16 $18 $16
$9$8
$3
$3
$2$3
$1
$11$12
$15
$37
$1
$0
$10
$20
$30
$40
$50
$60
Ad/Promo DVD License Fee
• 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– $31MM from Season 8 and 9 releases in June and November 2007
• Projected sales: FY09: $23MM, FY10: $11MM and FY11: $9MM• FY10 assumes Fox renewal of $[XXX] per episode
MRP Assumptions
Strategy
($ in MM)
[$ TO BE UPDATED]
• Closed 3rd cycle cable renewal with Turner– Digital rights are non-exclusive– SPT retains ad inventory to sell or release back to
Turner• Approaching Fox, Tribune, and new media outlets for 4th
cycle broadcast renewal• Launching cross country Seinfeld college tour• Creating digital assets to keep audience engaged online and
introduce program to new generation of viewers• Looking to exploit DST with iTunes, Amazon, etc [Sean]
[TO BE UPDATED]
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“The Young & the Restless” and “Days of our Lives”
EBIT
$27 $26 $26 $27 $26 $27$25
$17$16 $15 $14
$14 $13$13
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
The Young & The Restless Days of Our Lives
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
Overall• Create operational efficiencies and lower overall production costs
– Integrate new digital production technology / equipment– Move shows to the lot to improve coordination and cost control
• Work closely with SPTI to secure renewals and international sales
The Young & The Restless• Close CBS renewal by end of 2009• Continue nationwide talent search to generate publicity and boost
ratings in key markets• Build on success of online magazine Restlesstyle.com by
incorporating advertising / merchandising• Shoot on location in Paris to help grow local audience
Days of Our Lives• Close three-year license fee agreement with NBC• Upgrade show to Hi-Def and improve overall production quality
The Young &The Restless:• Show renewed through August 2012• License fees increase to 15% to $85MM while costs decrease [10%]• Show moves to Sony lot and ATL and BTL cross-collateralized
Days of Our Lives:• Show renewed through March 2012• License fees equal costs throughout period
Strategy
MRP Assumptions
$44$42 $41 $41
$40 $40$38
[$ TO BE UPDATED]
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“Wheel of Fortune” and “Jeopardy!”
EBIT
NOTE: FY10 variance to prior plan result of FY08 IGT advance
$86
$64 $59$53
$59$71
$60
$32$32
$32$32
$31
$32
$32
$0
$20
$40
$60
$80
$100
$120
$140
Wheel of Fortune Jeopardy!
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
• Production costs and CPM/ratings assumed at levels necessary to hold consistent profit margins
• Contractual licenses through 11/12
MRP Assumptions
Strategy
Overall• Wheel of Fortune celebrating its 5000th episode• Jeopardy! celebrating its 25th year in syndication• Both will be fully distributed in Canada under new 4-year deal• Look to take back int’l distribution rights from King World
Wheel of Fortune: • Use brand integrations for prizing, promotions, and production support• Launch new game element (One Million Dollar Bonus Round) and home
viewing prizes to further engage audience and keep show fresh• Introduce new cross-platform games, including WOF on PS3, World
Winner skill-based online game, and WOF “Road Trip” on mobile• Wheel Watcher’s Club now has over [4.5MM] active users
Jeopardy! • Introduce new show elements highlighting 25th season, including 2th
anniversary sweepstakes and new features and vignettes• Tape first ever TV show live from the floor of CES in 2009• Launch new PS3 game, World Winner skill-based game, and new Rock &
Roll Jeopardy! mobile game• Distribute new mobile application (Play Jeopardy! Live) enabling viewers to
play real-time• Show recently….[insert stat from Mumford]
$118
$96$91
$85$91
$102
$92
[$ TO BE UPDATED]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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Additional Items to Address - Programming
Following section needs to be updated to address:
• Summary of TV market conditions– Opportunities (2way / demand for reality, increased demand for drams, Harpo relationship)– Challenges (successful broadcast drama, cost control on pilots / deficits; flat TV viewership)
• Overall programming strategy– What are our specific areas of emphasis
• By outlet• By genre
– Why are these our areas of emphasis. Is it:• Expanding on genres where we’ve had success / have a strong reputation (network comedies)• Areas of increasing demand by cable and broadcast nets; areas with good economics, content
that feeds 2way (reality)• Genres with great economics and syndication potential (comedies)• Filling gaps in our own product offering (network dramas)• Focusing on content that represents the greatest percentage of network hours (dramas)• Focusing on award-winning content (e.g., Damages)• Feeding new buyers of originals (e.g. Breaking Bad)• Taking advantage of our existing producer deals
– What producer deals are we targeting for alternative programming– How are we thinking creatively about developing / producing shows (e.g., producing in London and
bringing to the U.S.)
• List of additional program development outside of overall deals
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SPT Programming Strategy
• Maintain portfolio approach to scripted development and reality
• Work closely with SPTI to create shows that take advantage of strong international demand
• Help ensure that Dr. Oz is a success in order to secure rights to distribute all future Harpo product
• Expand overall deals into Digital Programming (e.g., Brad Garrett, Kevin James) to help grow Crackle
• Take multi-prong approach to acquiring and developing game / reality formats (2waytraffic, Sony library, Embassy Row, 3rd parties)
• Leverage 2waytraffic for global distribution
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SPT’s Current Program Lineup
Days of Our Lives
Lost in the 80’s (pilot]
Young & The RestlessRules of EngagementCan Openers (pilot)
Jesse Stone: Thin Ice (MOW)Comanche Moon (mini)Stone Cold 6 (MOW)
The Unusuals
Mayflower (MOW)
Peter Pan (mini)
Shark Tank (pilot)
All Star Mr. & Mrs. (pilot)
‘Til Death
Sit Down Shut Up
Wheel of FortuneJeopardy!
Dr. OzJudge Hatchett
Judge David YoungJudge Karen
10 Items or LessMy Boys
Dave Caplan Project (pilot)Gifted Hands (mow)Time Heals (pilot)
Breaking Bad
S.I.S. (pilot/mow)
Boondocks
The Gong Show
Gay Robot (presentation)
The ShieldRescue MeDamagesSpectacular Spider-Man
Dragon Tales
Syndication
The BeastDanny Fricke (pilot)
Drop Dead Diva (pilot)The Gathering (mini)Living Proof (MOW)
The 10th Circle (MOW)The Memory Keeper’s
Daughter (MOW)Sex & Lies in Sin City (MOW)
Flirting with Forty (MOW)
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2008/2009 Development Snapshot
Writer/Producer Current In Development End Date
Tantamount Sit Down, Shut Up
Ab Fab Lost in the 80’s
Untitled Rob Pearlstein/Laird Hamilton Surfing Project
06/14/10
Michael Davies N/A The Dating Game The Newlywed Game American Bandstand
Make My Day Take the Money and Run All-Star Mr. & Mrs.
01/01/09
Happy Madison Rules of Engagement
Gong Show
Gay Robot Untitled Adam Goldberg
Project
Joe Dirt Back to School
08/07/11
Timberman/Beverly Productions
N/A Untitled Steinfelds Project Black List, Hitman
Untitled Wallace & Wolfe Project
06/08/09
Barry Sonnenfeld N/A Los Simuladores Things a Man Should Never
Do Past 30
Untitled Chelsea Handler Project
03/31/09
Neal Moritz N/A Untitled Dave Caplan Project
Vantage Point 02/06/10
Fanfare(Jamie Tarses)
My Boys Time Heals Eva Adams
Slummy Mummy 05/03/10
Russ Krasnoff / Quincy Jones
NA Its Not for You 06/30/09
Overbrook NA Pursuit of Happyness --
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SPT Alternative Programming Strategy
Sony Assets
Embassy Row
3rd Party
Producer Relationships
• Harness the power of Sony assets to create shows with brand value
– Refresh and re-launch proven game shows from SPT’s extensive TV library
– Create new reality formats from film and TV properties
– User marquee talent / production companies to attract top reality producers
– Source international formats for domestic production from 2waytraffic
• Acquire Embassy Row
– Expand on ER’s extensive development pipeline
– Leverage Michael Davies’ international credibility to re-launch library product
• Acquire 3rd party formats for domestic and international production and distribution
– Seek global rights (format and distribution) to feed 2waytraffic pipeline
• Expand network of domestic producer partnership
– Invest $X-$Y in additional overall deals
– Target 2-3 additional relationships
– Invest in a one production company
[Zack & Jamie to Provide]
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Development Status of Alternative Programming
• Hogs & Heifers • Your Kid is an Idiot
• The Empire • Worlds Strongest Celebrity
• National Bible Championships • Take the Money and Run
• Don’t Forget Your Toothbrush
• All Star Mr. & Mrs. (2waytraffic) • Super Market (Scott Sternberg)
• Shark Tank (Mark Burnett) • Harmony Wars (Deb Newmyer)
• American Bandstand (Dick Clark) • WARdrope (Kristi Kaylor)
• Love’s Roulette (Kalissa Miller)
Sony Assets
Embassy Row
3rd Party
Producer Relationships
• Producer 1
• Producer 2
• Producer 3
• Producer 4
• Gong Show (Happy Madison) • Back to School (Happy Madison)
• Newlywed Game (Michael Davies) • Power of 10 (Michael Davies)
• Dating Game (Michael Davies) • It’s Not for You (Quincy Jones)
• Pursuit of Happyness (Will Smith) • Gretchen Wilson project (Sony Music)
• Family Business (Eric Tannenbaum)
[Zack & Jamie to Provide]
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The Power of a Format-Based Show
LinearProgram
• Station license fees and advertising revenue generate approximately 70% of total revenues
• Brand integrations and sponsorships provide valuable prizing, promotions, and product support
• Reruns on cable / GSN
DigitalExtensions
InternationalSales
Other
• Online casual, console (PS2), portable (PSP), and PC games drive revenues and promote viewership of the linear program
• Launching PlayStation 3 and online skill-based game in FY09
• Currently #3 mobile game in US with new title (WOF Road Trip) launching in FY09
• Slot machine license (IGT) generated $228MM lifetime to date
• Rights also licensed for terminal-based state lotteries, board games, and various merchandise
• Currently licensed in 15 territories for broadcast (including new distribution deal in Canada)
• Formatted in 22 countries generated $81MM in revenue to-date
Wheel of Fortune demonstrates the international and cross-platform potential for game show formats
[FORMAT LIKE PAGE 9?]
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Overall Term Deal Financials
1716 1616
0
2
4
6
8
10
12
14
16
18
FY08 FY09 FY10 FY11
(# of Term Deals)
# of Term Deals
($10)($10)
($12)
($10)
($0)
($1)
($2)
($3)
($4)
($5)
($6)
($7)
($8)
($9)
($10)
($11)
($12)
($13)
FY08 FY09 FY10 FY11
($ in MM)
Net Cost Per Year
NOTE: Deals with total gross commitments of $1MM or more
[$ TO BE UPDATED] [$ TO BE UPDATED]
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SPT Production Assumptions
Network:• DAYS OF OUR LIVES / THE YOUNG & THE RESTLESS continuing throughout plan• RULES OF ENGAGEMENT and ‘TIL DEATH continue throughout the plan (6 seasons)• SIT DOWN, SHUT UP continues throughout the plan (4 seasons)• 7 pilots in 09/10 and 9 pilots per season thereafter, resulting in 3 series per year• One new series succeeds – 10/11 TBD Drama
Cable:• RESCUE ME is ordered for a 6th season• THE BOONDOCKS continues throughout the plan (5 seasons)• DAMAGES and BREAKING BAD continue throughout the plan (5 seasons)• MY BOYS is ordered for a 4th season• THE BEAST continues throughout the plan (4 seasons)• 5 pilots per year, resulting in 2 series per year• One drama series succeeds in FY10
First-Run Syndication:• WHEEL OF FORTUNE & JEOPARDY! continue throughout plan• JUDGE KAREN MILLS and DAVID YOUNG continue throughout the plan (4 seasons and 5 seasons,
respectively)• DR. OZ launches in 09/10 and continues throughout the plan (3 seasons)• TBD SYNDICATION launches in 10/11 and continues throughout the plan (2 seasons)
Animation:• One new season produced each year
MOW:• 9 movies and 1 miniseries per year
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Programming – New Series Investment & Development
($49) ($47) ($47) ($50)
($29)($25) ($25)
($26)
($22)($23) ($23) ($19)
($0)
($20)
($40)
($60)
($80)
($100)
($120)
FY08 FY09 FY10 FY11
($ in MM)
Pilot/Series Investment Development Allocated Overhead
($95)($95) ($95)($100)
Budget/Prior MRP ($90)
Variance ($10)
($82)
($13)
($83)
($12)
[$ TO BE UPDATED]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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Additional Items to Address – Digital Networks
Following section needs to address
• Open with a crisp, simple explanation of “What is Crackle?” What does the Crackle brand stand for / why do people come to the site
– The one place online to see Sony movies, TV shows, minisodes, trailers, clips, and originals– Content / experience available on every screen / device– A place where the studio to discovers new talent and experiments with new ideas
• Emphasize leveraging existing Sony content for much of our programming– Consider the HBO analogy
• At launch, almost entirely studio movies• But the small percentage of originals grew quickly and defined the voice of the channel
• How do we turn Crackle into a desired outlet for advertisers
• Be clear that all other “digital network” brands (like Pix) live on Crackle first. Use a visual / diagram
• Include a screen shot and explain where the site is headed
• Describe other ways Crackle will use Sony’s resources– Exclusives– Relationships / talent– Marketing / promotions
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Crackle.com Overview
Purpose
• Online entertainment destination
• Hub of our distribution network
• Deeper, richer & more robust user experience
• High-quality, advertiser friendly inventory
• SPE digital originals developed specifically for Crackle
• Film and TV library repurposed for Crackle’s target demo
• Acquired / licensed content
• Originals debut on Crackle
• Programmed in series and genres
• New shows released daily
• Packaged into brands that can be easily syndicated
Programming
Content
• Single, streamlined organization located in Culver City
• Better integrated into overall studio to take advantage of existing marketing and content resources
Integration
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Crackle’s 4 Tier Content Strategy
Tent Pole• Angel of Death• Boom Studios• Quentin Tarantino
• High production value, talent-driven vehicles with significant revenues in ancillary markets
Stars of Today• Series for studio-level talent (actors,
producers)
• Dating Brad Garrett• Jason Alexander• Barry Sonnenfeld
Stars of Tomorrow
• Shows from online “stars” witha proven audience
• Owen Benjamin• Michael Jai White• Sebastian Foucan
Library• Leverage SPT’s deep TV and film
assets
• Men-in-Black (PIX)• Silver Spoons (Vault)• 3 Stooges (Minisodes)
DescriptionTier Examples
Ori
gin
al
Co
nte
nt
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Crackle Programming Strategy
• Being programmed as a true network, not just a website
• Combines traditional TV scheduling with the on-demand aspects of the web
• Programming in seasons and by genre
– 4 seasons with at least one tent pole each season
– Original series focused on three genres (comedy, action, reality) that are in-line with studio’s strengths
– Premium content (TV and movies) programmed specifically for Crackle
• New episodes debut daily, giving viewers multiple reasons to come back
– Mix of series that debut new episodes same day each week (e.g., Video Village on Fridays) and daily shows (e.g., Rocket Boom, Penn Says)
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Leveraging Studio Assets to Further Expand Reach
Commitments
• MPG committed to spending $2MM over next 16 months on Crackle
• Live streaming of premieres
• Streaming HD trailers
• Producing / programming podcasts
Opportunities for Further Support(expand marketing support across divisions)
• Original behind the scenes content from theatrical releases
• DVD inserts
• Promotion on www.sonypictures.com
• Viewer-focused contests
• Crackle provides SPE with promotional opportunities unavailable on 3 rd party sites
• SPE promotional elements provide Crackle with compelling and differentiated content
• Consolidation of Crackle in Culver City will facilitate additional cross-studio opportunities
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Network Brands & Distribution
• Crackle is the brand for all original programming
• Library content (film & TV) is programmed into 3 network brands
– PIX: Full length movies from SPE’s library
– Minisodes: All your favorites TV shows, only shorter
– SPT Vault: Classic action series and TV sitcoms
• Each brand is broadly distributed across partners and platforms
– Already secured premium placement on major outlets(e.g, Hulu, MySpace, YouTube, AOL)
– Working with corporate technology / WPF to create scalable approach to further expand footprint
• Each brand is programmed specifically for each distribution partner
• Collaborating with PSN to create a specific version of Crackle
– PSN receives compelling originals and repurposed content
– Crackle receives valuable exposure
Vault
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Distribution of our Networks
• 40 implementations to-date with 16 online and mobile partners
• Expanding to include all scale players and more high growth sites
Vault
Tie
r I
In-P
roce
ss
Tie
r II
Exi
stin
g
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Distribution Example
• Show how the content / experience differs for original programming on Crackle versus the same content distributed to our partner sites (e.g., Video Village on Crackle vs. Video Village on YouTube)
[PLACEHOLDER]
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Traffic Forecasts
Monthly Figures for the Last Month of the Fiscal Year
(MM)July ‘08 Actuals
FY09 FY10 FY11 FY12
Crackle.com
Unique Users
Streams
Network Streams
Total Streams
[PLACEHOLDER]
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Revenue Plan for Digital Networks [CARNEY / COUPER TO PROVIDE]
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Digital Networks Financials
EBIT Before Contribution Revenue
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
$6
($3)
($4)
$0.1
$5
($0)
$3
($6)
($4)
($2)
$0
$2
$4
$6
$8 $19
$10
$3
$2
$14
$4
$7
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
$20
[$ TO BE UPDATED]
[$ TO BE UPDATED]
($ in MM) ($ in MM)
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Crackle Financial Summary
EBIT Revenue
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
($ in MM)
$10
($10)
($18)
$0
$28
($18)
$10
($20)
($15)
($10)
($5)
$0
$5
$10
$15
$20
$25
$30
$50
$31
$15
$4
$84
$11
$52
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
[$ TO BE UPDATED]
[$ TO BE UPDATED]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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GSN Summary
Challenges
Improvements
CompanyPlans
Next Stepsfor SPT
• Strengthen programming with the introduction of new, hit shows• Add more general rate advertisers
• Stronger management team in place • Strategy to embrace older female demo has halted ratings erosion and laid the foundation for growth
in both ratings and VPVH• Close coordination with FUN Games has transformed GSN Digital into a profitable growth platform
for the channel• Redesigned and expanded GSN Live programming getting traction with both viewers and advertisers
• Continue close coordination with FUN Games (likely through merger) and build properties that increase interactivity and enable multiplatform sponsorship
• Increase investment in original programming to drive ratings/demo improvement• Refresh aging prime strips with contemporary acquired programming to increase ratings and
support original series launches • Invest significantly in re-branding the look and feel of the network to target core demo and embrace
game show fans• Improve affiliate positioning and minimize migrations through pricing and marketing initiatives
• Negotiate fair value at which to acquire 50% of FUN Games or structure an arms length partnership between FUN and GSN
[PLACEHOLDER – Contacting Brunell for GSN View]
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FEARnet Summary
Challenges
Initiatives
Cable VODRatings
Web Ratings
• America’s #1 horror site
• Average uniques for 2Q08 up 226% over 2Q07
• Uniques hit a historic high in July 2008, up 250% from July 2007
• FEARnet.com ranked as one of the top 15 movie sites by PCMagazine.com
• VOD only model is not viable long-term
– Limits potential viewers, ad opportunities, and distributors capable of VOD
• Need to increase ad sales across all platforms
• Dynamic ad insertion required to maximize revenues
• Continue to exploit FEARnet’s recent move to LA to improve coordination
• Launch FEARnet linear with DirecTV investment as the critical first step
• Ensure Comcast also launches linear version
• Significantly expand ad sales
– Expand inventory through linear channels
– Need Comcast to provide leadership in dynamic ad insertion
• Comcast’s #1 VOD provider for Free Movies
• 5 of the top 10 free movie titles on Comcast in 2008 are FEARnet titles
• 2Q08 VOD views increased 50% over 2Q07
• Averaging 10M views per month
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HD Channel Opportunity
• Near-term demand for HD has re-opened window for carriage of new networks
– Increased capacity through new satellites and services (e.g., IPTV)
– HD content being used as a differentiator among service providers
– Limited window as more SDTV will become HDTV
• Although HD could serve as an entry point, the opportunity lies in evolving to a true “Sony Entertainment Television Network”
– Leverage the strength “Sony” as the brand for HD
– Build on our expertise in original content, ad sales, and large film and TV library
– Share programming with our digital assets, including Crackle and eventually PSN
• We are evaluating three potential methods of entry
– Lower investment “build” strategy: Use library to secure carriage and minimize investment; new channel on-par with MGM HD
– Lower investment “partner” strategy: Invest in a smaller HD player (e.g., HD Net); use the Sony brand and library to reinvigorate and grow the channel
– Significant investment “buy” strategy: Invest in a sizable channel (e.g., G4); better define the channels voice and grow the audience by leveraging all Sony assets
[NEED TO UPDATE ENTRY METHODS]
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Game Show Network – Financial Summary
SPT Share of Net Income SPT Share of Dividends/(Funding)
$21$21
$15
$31 $31$31
$15
$0
$5
$10
$15
$20
$25
$30
$35
($ in MM)
$15
$20
$15
$18
$20 $20
$18
$0
$5
$10
$15
$20
$25
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
[$ TO BE UPDATED] [$ TO BE UPDATED]
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FEARnet Financial Summary
SPT Share of Net Loss/Income SPT Share of Cash Funding
($6)
($5)
($1)
$1
($7)
($1)
($6)
($8)
($7)
($6)
($5)
($4)
($3)
($2)
($1)
$0
$1
$2
($ in MM)
($4)
($5)
($2)
$0
($3)
$0
($4)
($6)
($5)
($4)
($3)
($2)
($1)
$0
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
[$ TO BE UPDATED] [$ TO BE UPDATED]
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1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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Distribution Strategy Overview
• Leverage “all rights under one roof” to create additional revenue opportunities through new assets, rights, and windows
• Launch Dr. Oz as the anchor for our first run syndication business and grow partnership to include all future Harpo shows
• Secure additional double runs and better time slots for our court shows
• Use marketing and new product offerings (HD, early windows) to grow demand for VOD and improve economics
• Renew Starz Pay TV deal to extend our above-market relationship
• Expand footprint of digital product and partners; continue to outperform our competition in merchandising and operations
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World-Class Execution
• Established systematic approach to maximizing value of assets across windows and partners
– Evaluate each right separately to determine its fair value and best use
– Carve-out rights, where appropriate, to benefit our digital networks
– Enabled negotiations of both digital and linear rights for third cycle cable sale for Seinfeld
• Institutionalizing approach of managing “all rights under one roof”
– Developing backend platform (Ventana) to manage avails
– Creating new offer template to facilitate cable sales
– Launching dual windows, early / HD VOD, and digital extensions to drive revenue
• Applying approach to an expanding base of content
– Off broadcast (Rules of Engagement, Power of 10)
– Off cable (Rescue Me, Damages, My Boys)
– 1st run (Judge Karen Mills)
– Internet developed shows (Angel of Death)
– Library product online and on mobile (Who’s the Boss?, Monty Python)
– Third party acquisitions (Just for Laughs)
– New library strategies (Minisode network, Cinemactive)
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Distribution Sales – Total Licensing Revenue
SPT will generate [$745] million in total current and library sales for SPE
$704 $708$637
$693
$873
$695 $706
$41 $40
$43$58
$64
$104 $87
$0
$200
$400
$600
$800
$1,000
TV Sales Online/Mobile Sales($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
$745 $748
$680
$751
$937
$799 $793
[$ TO BE UPDATED]
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Syndication
Market Dynamic MRP Initiatives
• While national ad sales growth is flat, local advertising is struggling
• Local station market is challenged with stations generally decreasing license fees
• To succeed, new shows need to be established brands
• Transition to digital (Feb ’09) opening up valuable real estate
• Stations looking to build websites through exclusive and sponsorable content
• Launch Dr. Oz in Fall ’09 as the cornerstone of our first run syndication business– Sell on market-by-market to maximize
show value (best time slot, station, etc)– Partner with stations to create a Dr. Oz
network (combining linear, digital, and physical reach)
• Build off recent successes of court shows and secure additional double runs and better time slots in key markets
• Provide local stations with non-exclusive streaming rights (with inventory hold backs at our discretion)
• Leverage digital transition as opportunity to increase library sales
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Harpo / Dr. Oz
EBIT
$86
$64 $59$53
$59$71
$60
$32$32
$32$32
$31
$32
$32
$0
$20
$40
$60
$80
$100
$120
$140
Wheel of Fortune Jeopardy!
[$ PLACEHOLDERS]
MRP Assumptions
Strategy
• SPT has entered into a distribution relationship with Harpo, one of the most successful independent producers in TV history
• Dr. Oz will be the first Harpo show distributed by SPT
– Show launches in the Fall ’09; will benefit from the power of the Oprah platform
– Complemented by an immersive online experience that will generate meaningful traffic and revenues
• Dr. Oz will serve as a foundation for a deeper partnership that has the potential to redefine SPT’s first run syndication business
– Provides access to top talent and shows through MRP time horizon
– Gets us in business with top 3 affiliates
• Assumption 1• Assumption 2• Assumption 3• Etc.
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Syndication - Revenues
$108 $114
$305
$154
$106 $113 $122
$0
$50
$100
$150
$200
$250
$300
$350
FY08 FY09 FY10 FY11
Q2/MRP Budget/Prior MRP
[$ TO BE UPDATED]
($ in MM)
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Free TV / Basic Cable
Market Dynamic MRP Initiatives
• Library product faces challenges
– Networks are more selective in what library product they buy due to increased appetite for original programming
– Our library continues to age
– Increasing number of viewing opportunities in earlier windows limits ability to maintain value in Free TV
• Network audiences continue to fragment
– Continued growth in the number of cable platforms and original programming
– Increased competition from emerging digital platforms and new entertainment options
• To remain competitive, networks seeking new digital assets, rights, and windows
• Aggressively sell theatrical releases and library product
– Set individual library sales goals for each sales person
– Sell King of Queens in second cable cycle
– Sell showcase packages
– Create new market by targeting smaller cable networks with tailored packages
• Create additional windows, assets, and rights
– Dual windows (e.g., Married with Children)
– Multi-platform simulcasting and multiplexing
– Streaming rights to existing episodes
– New digital assets (e.g., Minisodes)
– Interactive games (e.g., Cinemactive)
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Free TV / Basic Cable - Revenues
$239
$206$219
$145
$234
$282
$198
$0
$50
$100
$150
$200
$250
$300
FY08 FY09 FY10 FY11
Q2/MRP Budget/Prior MRP($ in MM)
[$ TO BE UPDATED]
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Pay Per View / Video On Demand
$683 $727 $761 $796 $825
$1,587
$2,093
$2,613
$3,074
$3,470
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2008 2009 2010 2011 2012
($ in MM) PPV VOD
17% CAGR
Market Dynamic
MRP Initiatives
Source: SNL Kagan, 2007; excludes adult content and events
• Cable VOD will continue to drive overall growth
• Satellite providers aggressively competing against Cable VOD with push/pull products and HD
• All cable and satellite players are enhancing offerings through IPVOD
• Studios continue to explore Day-and-Date VOD as opportunity to charge increase margins
• Telecos are rapidly expanding into VOD but only expected to contribute 10% of total market revenues
• Drive views with major partners (DirecTV, Dish, and iN Demand) through marketing initiatives
• Exploit demand for 1080i and 1080p HD content to improve traditional VOD economics and studio copy protection / security
• Continue to explore Day-and-Date as an opportunity to charge premiums and test earlier windows to determine price, timing, and other key terms
– Benefits must outweigh DVD cannibalization
Forecasted Market Growth
$2,270
$2,820
$3,374
$3,870
$4,295
For notes, include how long PPV/VOD deals go; what HD rights we give
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Pay per View / Video on Demand - Revenue
$85
$73$70
$82
$95
$77 $78
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
FY08 FY09 FY10 FY11
Q2/MRP Budget/Prior MRP($ in MM)
[$ TO BE UPDATED]
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Pay TV Strategy
Market Dynamic MRP Initiatives
• Paramount recently terminated output deal with Showtime over declining renewal fees
• Paramount’s new Pay TV joint venture (MGM, Lionsgate, and Viacom) has yet to secure distribution– In near term, major titles may not have
Pay TV window
• HBO, Starz, and Showtime are opportunistically buying individual titles on the open market for pennies on the dollar
• All players are investing in original content, making fewer slots available for studio titles– Showtime enjoying recent success– Starz trying to define voice– HBO struggling to replace Sopranos
• HBO, Starz, and Showtime seeking cross-platform rights as a differentiator and to help secure carriage
• Starz to remain our primary output partner through MRP time horizon– Recently exercised the option; deal will
now expire December 31, 2013
• Starz seeking reductions in existing deal in exchange for extension through 2016– Proposing a reduced but still above-
market ratecard for 2014-2016– Seeking annual cap on titles that
exceeds our historical and anticipated output
• Overall market conditions support renewal– Deal ratecard remains above market– Pay TV license fees expected to decline– Starz in litigation with other major studio
partner– Opportunity to leverage digital rights to
improve negotiating position
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Pay TV - Revenues
$272
$244
$279
$325
$273
$221
$297
$0
$50
$100
$150
$200
$250
$300
$350
FY08 FY09 FY10 FY11
Q2/MRP Budget/Prior MRP($ in MM)
[$ TO BE UPDATED]
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SPT Library
Revenue EBIT
$72 $77 $77 $80
$43
$68$44 $46
$51
$37
$30 $25
$169
$184
$154 $153$1$2
$1
$2 $1$1
$1
$1
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
FY08 FY09 FY10 FY11
($ in MM)
SPTI SPT SPHE SPT Digital Merchandise
Budget/Prior MRP
Variance
$178
($9)
$204
($20)
$186
($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
Budget/Prior MRP
Variance
$72
($13)
$85
($1)
$74
($6)
$69$68
$84
$59
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
FY08 FY09 FY10 FY11
($ in MM)
[$ TO BE UPDATED] [$ TO BE UPDATED]
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Library Sales Targets by Market
• 3 year annual average of $101MM in FY08-FY10, and $100MM in FY09-FY11
• 4 year annual average of $97MM
$82
$104
$75 $78
$5
$7
$22$7
$3
$2
$2
$2
$0
$20
$40
$60
$80
$100
$120
FY08 FY09 FY10 FY11
($ in MM) Free/Basic Pay TV PPV/VOD
$90
In-House $38MM
$113
$99
$87
[$ TO BE UPDATED]
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Library Revenue by Division
$33 $33
$91
$52$29 $27 $30
$46 $44
$46
$46
$51 $48 $43
$32 $34
$28
$26
$17 $26$17
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200 TV MPG Acquired Product
In-House $91MM In-House
$86MM
In-House $35MM In-House
$26MM
NOTE: (1) Before net present value adjustment (2) Acquired product revenue in-process as a result of recently revised slate information
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
$111 $111
$165
$124
$97 $101
$90
[$ TO BE UPDATED]
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59
Library Revenue by Market
$83 $83
$131
$92
$63 $67 $63
$17 $16
$16
$19
$14$17
$6
$11 $12
$18
$13
$20$17
$21
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200 Free/Basic PPV/VOD Pay TV
In-House $91MM In-House
$86MM
In-House $35MM In-House
$26MM
($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
$111 $111
$165
$124
$97 $101
$90
NOTE: Before net present value adjustment
[$ TO BE UPDATED]
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Distribution Sales – FY10 Slate
SPT will generate over [$451] million in sales from the FY10 slate
Title PPV Pay TV Free TV
THE OTHER BOLEYN GIRL $2,500 $9,290 $4,000
MADE OF HONOR $3,470 $11,540 $8,940
YOU DON'T MESS WITH THE ZOHAN $5,500 $17,650 $22,750
HANCOCK $4,900 $20,000 $24,380
STEP BROTHERS $5,500 $17,650 $22,750
PINEAPPLE EXPRESS $3,470 $11,540 $8,250
THE INTERNATIONAL $3,600 $12,530 $9,750
I KNOW WHAT BOYS LIKE $2,840 $10,190 $7,310
PASSENGERS $760 $3,060 $1,380
NICK AND NORAH $1,890 $7,550 $4,880
SEVEN POUNDS $3,500 $16,920 $15,000
ANGELS AND DEMONS $4,900 $20,000 $17,500
Total Columbia $42,830 $157,920 $146,890
Title PPV Pay TV Free TV
PROM NIGHT $1,720 $8,420 $4,060
LAKEVIEW TERRACE $2,660 $8,840 $4,810
ARMORED $1,800 $7,550 $4,500
STEP FATHER $1,860 $8,510 $4,380
PHENOM $2,240 $8,650 $4,380
Total Screen Gems $10,280 $41,970 $22,130
Title PPV Pay TV Free TV
SOP $250 $1,580 $700
REDBELT $190 $1,220 $230
THE CHILDREN OF HUANG SHI $60 $380 $250
ASHES OF TIME $40 $290 $100
BRICK LANE $90 $600 $190
DANCING WITH SHIVA $0 $4,090 $300
TBD#1-2009 $60 $380 $150
TBD#2-2009 $470 $2,450 $300
TBD#3-2009 $320 $1,900 $200
TBD#4-2009 $150 $1,000 $230
TBD#5-2009 $30 $190 $100
TBD#6-2009 $40 $290 $100
TBD#7-2009 $630 $2,990 $750
TBD#8-2009 $150 $480 $280
TBD#9-2009 $190 $1,220 $240
TBD#10-2009 $60 $380 $130
TBD#11-2009 $140 $972 $280
TBD#12-2009 $30 $190 $100
TBD#13-2009 $40 $290 $100
TBD#14-2009 $60 $380 $250
Total Sony Pictures Classics $3,000 $21,272 $4,980
[TO BE UPDATED]
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61
Digital Licensing
Market Dynamic MRP Initiatives
• Digital pure plays offer a more compelling experience than service from traditional retailers
– Apple continues to dominate digital licensing
– Verizon, Sprint, and Netflix are growing
– Brick and mortar retailers (e.g., Wal-Mart, Best Buy) are not competitive online
• Technologies that create new viewing experiences are also gaining traction
– Netflix Roku box sold out at retail
– Connected consoles (PS3, Xbox) are increasingly being used for video
– Apple TV is gaining popularity
• Data on DST / VOD mix is limited, but has skewed toward DST to-date
– With same titles available on DST and VOD, roughly [xx%] of units have been DST
– Mix may shift toward VOD as services migrate to set-top-box devices
• Continue to expand overall content offering across business models and platforms
– Renew Netflix SVOD agreement
– Broaden selection of film and TV product on VOD and DST basis
– Continue to find new ways to reach consumers on emerging platforms and devices
• Maximize value of assets through merchandising, operations, and windowing
– Work directly with partners to promote SPE content and secure valuable real estate
– Leverage operational efficiencies to improve title and partner performance
– Coordinate closely with SPT distribution team to maximize value of windows
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Digital Licensing Revenues
$24$27
$41
$54
$22
$32
$64
$0
$10
$20
$30
$40
$50
$60
$70
$80
FY08 FY09 FY10 FY11
Q2/MRP Budget/Prior MRP
Apple/Microsoft Opp. $10 $40 $60 $80
($ in MM)
($ in MM)
• Variance to PY MRP is the result of key DST partners not entering the business (Best Buy, Target, Google, Yahoo) and higher than anticipated Apple/Microsoft market share
[$ TO BE UPDATED]
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Mobile Games & Video
Market Dynamic MRP Initiatives• Overall market is large and expanding
– 280MM domestic subs (vs. 246MM TV viewers ages 12+)
• Mobile video adoption increasing with significant growth potential– Expected to increase from 17MM domestic
consumers in 2008 to 26MM by 2010
• Mobile game market continues to expand– Mobile game consumers expected to increase
from 35MM to 44MM by 2011– Domestic revenues forecasted to increase from
$1.0BN to $1.3BN in 2011
• Handsets are rapidly evolving into entertainment devices
– Increased memory (16GB = 40 hours of video)– Better access to content (full Internet browser,
Wi-Fi, 3G) – Greatly improved user experience, led by
iPhone (3” screens, video out to TV, stereo Bluetooth)
• Continuing to lead in game publishing
– Continue to steal market share with superior product and operations; SPT now #5 in 2Q08
– Refine product offering to support bigger brands; WOF now the #3 game in 2Q08 (#13 in 2Q07)
– Leverage distribution to start representing third party product
• Expanding video service to become a true Mobile Entertainment company
– Monetize feature film library through pay-per-view, subscription, licensing and memory cards
– Drive Crackle’s evolution into a leading mobile video service
• Launching new platforms and creating new mobile business models
– Customize and enhance our game offerings for the iPhone platform and SmartPhones
– Innovate with new interactive mobile gaming experiences, such as JEOPARDY! Live (AirPlay)
– Create new “off-deck,” D2C video networks with dynamic ad-serving capabilities
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Mobile Games & Personalization – Financial Summary
EBIT Before Contribution (1) Revenue
$4
$6
$11
$6
$7
$11
$10
$0
$2
$4
$6
$8
$10
$12
FY08 FY09 FY10 FY11
($ in MM)
Q2/MRP Budget/Prior MRP
$19
$12
$14$13
$14
$27
$14
$0
$5
$10
$15
$20
$25
$30
$35
FY08 FY09 FY10 FY11
($ in MM)
MRP Budget/Prior MRP
(1) PY MRP mobile costs restated for development costs incurred by SPD now incurred by DSD as a result of the transfer of game production to DSD ($4.4M in PY09 and $0.8M in PY10)
• Variance to PY MRP is the result of a reduced game slate (more than off-set by costs) and lower D2C
[$ TO BE UPDATED]
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VOD vs. DVD
Physical Digital
Sale Rental Sale Rental
Revenue
New Release $ $ $ $
Library $ $ $ $
Titles
New Release $ $ $ $
Library $ $ $ $
Revenue
New Release % % % %
Library % % % %
Titles
New Release % % % %
Library % % % %
[PLACEHOLDER]
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66
1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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SPHE Contribution to SPT Product
Revenue Net Contribution
Budget/Prior MRP
Variance
$154
$0
$123
($15)
$119
($24)
• MRP reflects declining demand for TV Library product on DVD; securing additional distribution partners that focus on library product (e.g., Shout! Factory)
• MRP does not assume Blu-ray sales for TV Library 0
Budget/Prior MRP
Variance
$49
($4)
$40
($2)
$37
$0
$51$37 $30 $25
$60
$23
$11$9
$43
$47
$54$48
$0
$20
$40
$60
$80
$100
$120
$140
$160
FY08 FY09 FY10 FY11
($ in MM)
Library Seinfeld Current
$11 $10$7 $5
$9
$3
$2$1
$24
$25$28
$24
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
FY08 FY09 FY10 FY11
($ in MM)
Library Seinfeld Current
$154
$107$95
$82
$44
$38 $37
$30
[$ TO BE UPDATED] [$ TO BE UPDATED]
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SPTI Contribution to SPT Product
Revenue Net Contribution
$159$143 $148 $153
$77 $77$80
$231$220 $225
$232
$72
$0
$50
$100
$150
$200
$250
FY08 FY09 FY10 FY11
($ in MM)
Current Library
Budget/Prior MRP
Variance
$200
$31
$174
$46
$183
$42
$136$121 $125 $129
$64 $64 $66
$197$185 $189 $195
$61
$0
$50
$100
$150
$200
$250
FY08 FY09 FY10 FY11
($ in MM)
Current Library
Budget/Prior MRP
Variance
$167
$30
$146
$39
$152
$37
[$ TO BE UPDATED] [$ TO BE UPDATED]
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69
1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix
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70
Expanding SPT’s Advertising Footprint
Syndication :10 SpotCable /
SatelliteDigital / Mobile
PlayStationSony Ad Network
Current Business Lines Emerging Opportunities
SonyElectronics
Direct Response
PS.com
OnlineGames
Wireless
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71
Traditional Advertising Market Overview
All Other50%
TV37%
Online & Mobile
13%
$48 $47 $50 $49 $54
$29 $30$31 $32
$35
0
20
40
60
80
100
2008 2009 2010 2011 2012
($ in BN) Broadcast Cable
2008 Ad Market Forecasted to be $205BN (1)
Growth in TV Advertising (1)
• Growth in TV advertising expected to remain relatively flat through 2012 (4% CAGR)
• Syndication generally more resistant to DVR erosion
• Advertisers challenged to create new ad units Increases in upfront CPMs offset declining inventory
• 08/09 upfront was solid, but scatter market could be showing signs of weakness
(1) PWC, 2008 (excludes direct mail)
• Effective use of C3 ratings and Nielson Fusion data to demonstrate effectiveness of SPT shows
• Explore acquisitions to expand advertising footprint (e.g., World Link)
• Expand third party representation
• Maximize advertiser interest in Dr. Oz through product integrations and sponsorships
• Identify ways for traditional and digital ad sales teams to collaborate on cross-platform buys
Marketplace Dynamics MRP Initiatives
$76 $76$81 $82
$89
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Digital Advertising Market Overview
$19 $20 $24 $26 $28
$7$9
$10
$12
$1.4$1.9
$2.8$3.9
$4.9
$11
0
10
20
30
40
50
2008 2009 2010 2011 2012
($ in BN)All Other Online Video & Display Mobile
Growth in Online & Mobile Advertising (1)
(1) PWC, 2008 (excludes direct mail)
• Online video proven to be complement and not a substitute to traditional TV
• Online video and display ad market forecasted to grow at 40% CAGR over next 4 years to $12BN
• Majority of ad dollars being spent with branded content on traditional network sites (e.g., “Lost” on ABC.com or “The Office” on Hulu)
• Mobile and in-game advertising are projected to be significant in near future, but growth has been slower than expected
• Continue penetration of blue chip advertiser base
• Expand and scale back office to support an increasing range of partners and platforms
• Secure additional 3rd party rep opportunities, including FEARnet
• Leverage growth in emerging platforms through PSN ad sales business and building a cross-Sony ad network
All Other50%
TV37%
Online & Mobile
13%
2008 Ad Market Forecasted to be $205BN (1)
Marketplace Dynamics MRP Initiatives
$25$29
$33$37
$40
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Sony Ad Network
Ad SalesContent
Devices / Platforms Opportunity
Challenge
Assets
“90% of all Sony devices will have wireless capability by 2010”
- Sir Howard Stringer, June ‘08
• SPE lacks a unified backend and standardized ad units that can provide targeted reach across platforms and content
• Premium TV, movies, music, and digital content
• Large, scalable ad sales organization with expertise selling across platforms
• Relationships with blue chip advertisers
SONY AD NETWORK
Leverage strengths in devices, content, and ad sales to create multi-platform Sony ad network
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Advertising Sales Net Revenue (non digital)
$244$234
$224$237$232
$247 $247
$0
$50
$100
$150
$200
$250
$300
FY08 FY09 FY10 FY11
($ in MM) Q2/MRP Budget/Prior MRP
[$ TO BE UPDATED]
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Digital Ad Sales
$4$11 $15
$52
$31
$84
$50
$4$2
$11
$8
$23
$17
$2$0
$20
$40
$60
$80
$100
$120 Crackle Digital Networks($ in MM)
FY08Q2/BDGT.
FY09MRP/PRIOR
FY10MRP/PRIOR
FY11MRP
$6
$15 $17
$63
$39
$107
$67
[$ TO BE UPDATED]
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76
1. Executive Summary
2. Core Programs
3. Programming
4. Digital Networks
5. Strategic Investments
6. Distribution & Licensing
7. SPHE & SPTI Contribution to SPT Product
8. Ad Sales
9. Appendix