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Investor Presentation Investor Presentation September 21, 2012 Compelling Investment Core Competencies: •Content creation Developing transformative •Marketing long‐term growth opportunity • Distribution based on: –WWE as one of the strongest commercial brands worldwide –The rising value of content Diversified businesses: (especially content with broad •Platform appeal) & with the • Geography proliferation of distribution alternatives Strategy focused on: – Expanding content/distribution Financial strength: – Accelerating international • Operating leverage expansion •Low capital requirements 2 Regardless of the specific measure, statistics demonstrate that WWE is among the strongest commercial brands worldwide • Audience measures Social Media Powerhouse Leader on Trendrr such as social media followers, TV ratings . 72+ million Facebook fans; added nearly 3 . RAW is consistently among the top cable / broadcast shows and internet traffic, million fans in June demonstrate WWE’s . More Facebook fans than: NFL, Pepsi, ESPN . Smackdown is the #1 cable show on Friday strong global appeal and NASCAR among others nights . John Cena has more than 12 million fans and is the #3 most followed American athlete (behind only Michael Jordan and Kobe Bryant) . 28+ million Twitter followers, more than UFC, FIFA, Discovery Channel and Coca‐Cola; added nearly 2 million in June TV Ratings Juggernaut Digital Powerhouse . RAW is consistently in the top 10 most . 13+ million unique visitors every month watched shows on cable . Over 1 billion video views on YouTube . th 1000 episode of RAW aired in July . More visitors than: Sony, Match.com, . Smackdown has been Syfy’s most watched Perezhilton.com, NASCAR, and Oprah.com show since 2010 debut 3 Sources: Facebook and Twitter counts as of June 2012. TrendrrTV July 2011 – January 2012; based on Facebook, Twitter, Get Glue and Miso activity. ComScore 2/12. Nielsen, Primetime WWE content is immensely popular among a broad, diversified audience Audience Composition Balanced Age Distribution Cross Cultural . RAW is the most watched regularly scheduled entertainment program on primetime cable among Latino viewers % of Ethnicity Index viewers White 65.6% 90 Black/African‐American 18.6% 144 Hispanic Origin 21.4% 132 Other 15.7% 110 4 Sources: Facebook and Twitter counts as of June 2012. TrendrrTV July 2011 – January 2012; based on Facebook, Twitter, Get Glue and Miso activity. ComScore 2/12. Nielsen, Primetime WWE’s TV appeal among key demos, adult male viewers and young boys (our future), exceeds that of other popular programming… 1321 Average Viewers • WWE viewership represents the 1139 1056 combined average 1,000,000 viewers for Raw and (000) SmackDown 34 ‐ 18 528 500,000 Men 190 62 0 618 600,000 572 (000) 400,000 11 ‐ 6 200,000 164 Boys 133 90 0 5 Sources: Nielsen Media Research; NBA (ESPN/TNT, 10/26/10‐4/13/11); MLB (ESPN, 3/31/11‐9/28/11); NHL (Versus, 10/7/10‐4/5/11); RAW, SmackDown (12/27/10‐12/25/11), Primetime, 9/25/11‐12/25/11 Methodology: Sport networks using average audience per cable telecast. Non‐sports network using the most watched program on the respective network … And, more grandparents, baby boomers and gatekeepers watch RAW and SmackDown in primetime than other popular networks Average Viewers • WWE viewership 3,000,000 represents the 2643 combined average viewers for Raw and 2236 2148 (000) SmackDown 2,000,000 50+ 1392 1,000,000 949 Adults 458 0 3,000,000 2721 1982 (000) 2,000,000 1675 2+ 1381 1150 1014 1,000,000 Females 0 6 Sources: Nielsen Media Research, Primetime, 9/25/11‐12/25/11 Methodology: Sport networks using average audience per cable telecast. Non‐sports network using the most watched program on the respective network While WWE delivers content with strong popular appeal, industry analysis shows that the value of content is expected to increase Subscription and advertising revenue earned •The value of content, as measured by network by Domestic Networks advertising and US$ Bn subscription revenue is 250 expected to increase at approximately 5% 208 through 2016 198 200 192 183 178 167 158 150 92 146 86 150 143 84 138 80 129 79 122 72 114 70 106 70 63 69 98 69 100 65 64 60 57 53 112 116 103 108 50 95 99 83 88 74 80 64 69 54 58 45 49 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Subscription Revenue Advertising Revenue Source: SNL Kagan 7 WWE’s Business model draws strengths from product and geographic diversity •Increased diversification Traditional (by business) Current (by product/geography) of revenue sources, as International and Consumer Product Films/Other 6% $85 $135 licensing revenues have Digital Media grown as parts of total 6% revenue…. $500 Live Events 25% $350 360° monetization Pay‐Per‐View 16% Value of content Consumer 2005 2011 Telev ision 2 7 % Content Products Media sales Products 20% Tickets International 2005 2011 Content 45% 48% Product 19% 26% Tickets 14% 5% Media Sales 21% 21% International NA 28% Note: Graph is not to scale and for descriptive purposes only 8 Over the past five years, WWE improved EBITDA margins from 18% to 20%, while revenue increased at an average rate of 3% •High operating leverage With enhanced financial discipline . •Low maintenance Revenue ($ millions) capital requirements 600.0 •In 2009, WWE delivered 475.2 477.7 483.9 an 11% increase in 500.0 415.3 earnings and improved 400.0 operating margins from 300.0 16% to 19% 200.0 •In 2010 and despite 100.0 economic headwinds, WWE expanded its 0.0 EBITDA margin by 40 2006 2009 2010 2011 basis points Capitalize on growth opportunities . •In 2011, while EBITDA margin (%) developing new content and distribution 25.0% 19% 20% 19% platforms, our financial 18% Adjusted* results were negatively 20.0% impacted by our films 15.0% business and our strategic decision to 10.0% withhold several hours 5.0% of content 0.0% 2006 2009 2010 2011 * Note: 2006‐2010 financials are as reported. 2011 as reported EBITDA results were impacted by weak film performance and the strategic decision to withhold several 9 hours of previously licensed television content for distribution on other platforms. A “normalized” EBITDA margin, adjusting for these factors would be 19% Based on high operating leverage, the expansion of TV/Digital content has significant potential to drive growth…. Operating Capital Revenue1 ($ M) Profit Margin1 (%) Growth Risk Leverage Intensity Live Events and Venue 123.0 27.4 Merchandise Television 131.5 42.5 Pay‐Per‐View 78.3 52.0 Licensing 54.4 74.1 Home Video 30.4 49.7 Digital Advertising 12.5 52.0 & Content Licensing Shop 15.6 19.2 Studios 20.9 NM 10 12011 revenue breakdown shown Low Medium High Execution of our content/distribution strategy holds tremendous potential for growth •Transformative long‐ term growth is based on: ₋ WWE’s strength as a $85 $135 global consumer brand ₋ The rising value of content •The expansion of 360° monetization content and increased $500 of current and media sales are new assets important determinants ° of WWE’s expected $350 360 performance monetization Brand strength and distribution Value of content of content 2005 2011 Future Potential Content Products Media sales Tickets International Note: Graph is not to scale and for descriptive purposes only 11 Key Strategic initiatives target product and market growth as defined by our strategic framework • WWE’s Key Strategic initiatives include: Markets/Customers 1) Network Launch 2) Content Expansion New Existing 3) Brand/Audience Development Diversification Innovation 4) Acceleration of international growth •New Content Initiatives, •New Product Innovation 5) Product innovation including a potential •Expansion of Content Platform •Conservative balance New WWE Network sheet – >$170 million in •New film model cash & investments and •M&A virtually no debt –and Expansion heightened financial discipline allows the Products Global Value Company to invest, withstand shocks and •Mexico •Live event pricing fund growth • Brazil, Russia, India & •TV Specials • Diversified platform Existing China •PPV pricing growth, both product •Key Partner market • Better licensing terms and geographic, penetration •Focus on costs combined with effective cost management drives value creation Geographic Expansion 12 Diversification 2012 anticipates a dramatic expansion in content to support our long‐term growth and diversification 2012 Expansion of content includes: . Production of 150+ hours of compelling new content for television and digital distribution Program Type Description Retrospective Original New series utlizing WWE's 100K hour library (e.g. WrestleMania Rewind and The Monday Night Wars) Programming Historical Programming Creative programs based on WWE's home entertainment and SVOD library Reality Series Extension of WWE's pioneering reality series Tough Enough, such as Legend's House Original Shortform Series Nine original series, such as "Are you Serious" and "Santino's Foreign Exhange" produced for YouTube Live Original Programming Additional hours of in‐ring content . Development of Theatrical/Direct‐to‐DVD movie releases, including — Leprechaun: Origins, Co‐financed and co‐produced with Lionsgate — Marine: Homefront, Co‐financed and co‐produced with Fox — Dead Man Down, Co‐financed and co‐produced with IM Global — The Hive, Co‐financed and co‐produced with Troika Pictures 13 Global WWE has driven average revenue growth of 12% from international markets based on the expansion of TV rights fees and live events By Business • Approximately 28% of 160.0 2004‐2011 CAGR: +11.6% the Company’s revenue 133.4 140.0 127.1
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