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 133.4 140.0 127.1 135.2 is generated from 4.2 4.6 120.0 2.5 international sources 27.1 31.4 26.3 100.0 12.5 15.0 11.7 • Established markets millions) 80.0 in include UK, France 62.0 0.4 39.0 45.4 47.5 60.0 11.8 •Developing presence in 10.7

(Dollars 40.0 Mexico and the BRIC 15.6 20.0 43.7 42.6 42.5 countries 23.6 0.0 •Top Markets: 2004 2009 2010 2011 EMEA Live Events (Includes Venue Merch) Telev ision UK, France and Pay‐per‐view (Includes WWE Classics On Demand)By GeographyConsumer Products Germany Digital Media/Other APAC 160.0 2004‐2011 CAGR: +11.6% Australia, India, Japan 140.0 135.2 127.1 133.4 and South Korea 19.4 120.0 12.5 18.6 Latin America 100.0 Mexico 32.1 35.6 38.7 millions)

in 80.0 62.0 60.0 1.2

(Dollars 22.4 40.0 82.5 80.3 76.3

20.0 38.4 0.0 2004 2009 2010 2011 14 Europe, Middle East & Africa (EMEA) Asia Pacific (APAC) Latin America Global As part of our growth strategy, we are focused on developing emerging, high growth markets and accelerating our international growth

Higher U.K. $41MM WWE global adoption curve

• Historic country development Mexico cycle has been approximately France 10+ years and dependent on $16MM

Revenue China macroeconomic conditions, $??M infrastructure, technological capabilities and cultural tastes India • In 2004 (~6 years after France entering the market), WWE’s $250K business in France generated Russia China $250K. In 2011, WWE generated Brazil ~$16M in France Lower

1 5 10 15 20 25 Years Since WWE Entered Market

Note: Graph is not to scale and for descriptive purposes only Markets with long time WWE presence 15 Markets recently entered by WWE Innovation Product innovation continues to leverage WWE brand strength

• Planned product • Integrating social media in all of our content innovations build on recent successes: •New toy products with Mattel –e.g Flex Force and Brawlin’ Buddies –Toy product: WWE Rumblers (introduced •New online games and applications Spring 2011) •New WWE.com interactive website –TV show: Tough Enough (debuted April •New TV/Digital content retrospective original reality series and 2011) historical programs –Video game: WWE All Stars (launched Q1 2011)

16 Value To increase efficiency, WWE has raised prices, improved commercial terms and executed broader restructuring

• Continue to review •In late 2008, the Company made a commitment to lower its cost pricing opportunities base – Live Events: Raised live event ticket prices in 2010 and top tier prices in 2012

–Live events: 500.0 Enhancing live event 456.2 450.0 446.9 production value 398.1 395.4 400.0 131.4 116.7 –Pay‐per‐View: 350.0 Implemented PPV 127.8 109.4 300.0 price increase from millions) 250.0 in

$39.95 to $44.95 in 2010 200.0 324.9 330.2

(Dollars 150.0 • Maintain focus on cost 270.3 286.0 100.0 – Restructured 50.0 organization in 2009 reducing headcount 0.0 by 10% 2008 2009 2010 2011 Year •Evaluate better commercial terms with Direct and Variable expenses SG&A expenses business partners on ongoing basis

Note: Direct and Variable expenses include Depreciation and Amortization expense 17 Capital Structure: Our objective is to strike the right balance between returning capital to shareholders and investing in our future

•The revised quarterly •Over the 2008 to 2010 period, WWE’s dividend represented a payout dividend of $0.12 is exceeding 160% of Free Cash Flow and Net Income payable to both Class A and B shareholders (and Payout as % of LFCF Payout as % of NI replaces a structure with (2008‐2010 Cumulative) (2008‐2010 Cumulative) dual payouts) 200%100% 175%125% ’08A‐’10A Payout 163% 105% 166% 100% 75% 71% •Historical Quarterly Dividend: 75% 50% 57% 46% Q2 2003 ‐ Q1 2004 ‐ $0.04 50% 32% Peer Median3: 30% 31% Peer Median3: 33% 33% Q2 2004 ‐ Q3 2004 ‐ $0.06 25% 18% 25% Q4 2004 ‐ Q3 2005 ‐ $0.12 Q4 2005 ‐ Q4 2007 ‐ $0.24 0% 0% 0‐5% 5‐10% 10‐15% 15%+ 0‐5% 5‐10% 10‐15% 15%+ Q1 2008 ‐ Q1 2011 ‐ $0.36 I/B/E/S EPS Growth Rate1 I/B/E/S EPS Growth Rate1 Q2 2011 ‐ current ‐ $0.12 •In 2011, we adjusted our quarterly dividend to $0.12 (~$35mm per year) to align our payout with our earnings and cash flow. (~70% of these measures)2

WWE Free Cash Flow ($M) 2006 ‐ 2010 2008 2009 2010 Cumulative Average Ex‐Films Free Cash Flow $18.2 $102.8 $64.6 $185.7 $61.9 Films Free Cash Flow ($8.5) $8.0 ($33.0) ($33.5) ($11.2) WWE Free Cash Flow $9.7 $110.9 $31.6 $152.2 $50.7

1Data shown for companies where I/B/E/S long‐term growth rate is available; sample set includes 758 companies 18 2Current payout based on 3 year historical FCF of approximately $50 million annually 3Excludes WWE Strong Management Team

Name Title Years at WWE Previous Experience Vincent K. McMahon Chairman & CEO Founder George Barrios Chief Financial Officer 4+ NY Times, Praxair and Time Warner Michelle D. Wilson Chief Marketing Officer 3+ USTA, XFL, NBA and Nabisco Michael Luisi President, Studios & 2+ Miramax Films General Counsel Stephanie McMahon EVP, Creative & 11+ Operations Kevin Dunn EVP, TV Production 21+ Paul “Triple H” EVP, Talent Development 16+ Levesque Will Staeger EVP, Television <1 Dick Clark Productions Production and ESPN Casey Collins EVP, Consumer Products <1 MGA Entertainment, Lucasfilm Eric Pankowski SVP, Creative & <1 Revelle and Warner Development Brothers Michael Weitz SVP, Investor Relations 6+ Time Warner and and FP&A Dun & Bradstreet 19 Key Takeaways

• Objective: Increase • Strong, global brand with passionate fan base shareholder value • Compelling investment • Attractive long‐term business and financial model thesis based on sound fundamentals –Proven core competencies, diverse product and geographic footprint, and solid financial strength – WWE can achieve meaningful earnings growth by creating and distributing new compelling content . Power and presence of the WWE brand . Proliferation of distribution alternatives is increasing the value of compelling content • Experienced management team leading the way

20 Appendix

• Business profiles

21 Live Events

Operational Highlights Industry News • 150+ Superstars and Divas under contract •North American “Top 100 Tours” Ticket revenue •Two tours – RAW and SmackDown/NXT was up approximately 6.3% in the 2011 while the number of tickets sold was down 2.6% •6 shows per week and 300+ events annually •North American “Top 100 Tours” average ticket • 200+ Domestic events and 70‐80 International prices increased an estimated 8.8% in 2011 events •International events have significantly higher attendance (+25%) and average ticket price (~1.5x)

Financial Highlights Operating Metrics

4.6% CAGR 120.0 600 9,000 108.8 105.7 104.6 104.7 99.3 8,000 100.0 500 7,000 83.7 80.0 400 6,000 64 5,000 60.0 300 74 74 6.8% CAGR 75 77 80 4,000 40.0 34.1 200 3,000 31.3 28.7 28.1 27.4 314 20.7 268 253 2,000 20.0 100 233 242 241 1,000 0.0 0 0 2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011

Revenue Profit Contribution North American # of events International # of events North American average attendance International average attendance

Note: Revenue and Profit Contribution in USD millions as of 2011 22 Television

• WWE programs are Operational Highlights Industry News broadcast in 30 languages to more than • 145 Countries/ 30 Languages •Global TV licensing expected to grow annually 145 countries, and •13 million viewers/week (U.S.) by approximately 7% through 2015 reach 13 million viewers •6 hours of programs produced/week •US content providers find global market attractive: cable growth, relaxed restrictions on in the U.S. •4 original shows – RAW, SmackDown, NXT and foreign content, and growing demand from WWE Superstars • RAW is the longest competition among distribution channels • Contractual agreements with annual escalators running weekly episodic • Technology advancements (e.g., HD channels), television program in • Domestic and international revenue split is transition from analog to digital, and platform the U.S. with more approximately 2/3 and 1/3 respectively expansion (e.g., mobile TV and IPTV) will boost original episodes than market growth Lassie and Gunsmoke • WWE has 2 of the top 5 longest running weekly Financial Highlights Operating Metrics episodic TV show by 9.0% CAGR 127.0 131.5 5.0 total number of TV Ratings episodes 120.0 111.9 100.7 4.0 100.0 92.4 85.5 80.0 15.9% CAGR 3.0

60.0 54.8 55.9 42.9 2.0 40.0 26.7 25.9 24.9 20.0 1.0

0.0 0.0 2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011 Revenue Profit Contribution RAW SmackDown ECW/NXT WWE Superstars

Note: Revenue and Profit Contribution in USD millions as of 2011 23 Pay‐Per‐View

Operational Highlights Industry News •13 events annually •U.S. PPV universe is 89M homes (48m cable, • Annual average of 4+ million buys (2008‐2011) 34M satellite and 7M Telco) •Suggested domestic retail price ‐ WrestleMania • Domestic PPV market is expected to remain flat is $54.95 and non‐WrestleMania events are in 2012 and decline at 3.5% to $2.6B over a three $44.95 year period •Average revenue per buy of $17+ •Consumer cable bill continues to average over $100 putting downward pressure on PPV buys EF International: •Differing levels of PPV adoption •Key growth markets include Latin America and India Financial Highlights Operating Metrics

120.0 ‐3.5% CAGR 6000 17 190 17 100.0 93.6 94.3 91.4 5000 235 41 16 80.0 78.3 80.0 4000 66 70.2 ‐5.5% CAGR 3000 15 5449 5201 60.0 52.4 50.7 4799 47.5 2000 4445 41.6 39.8 40.7 3645 3776 14 40.0 1000 13 20.0 0 ‐14 2006 2007 2008 2009 2010 2011 0.0 ‐1000 12 2006 2007 2008 2009 2010 2011

Current buys (000s) Prior period buys (000s) Number of events Revenue Profit Contribution

Note: Revenue and Profit Contribution in USD millions as of 2011 24 Licensing

Operational Highlights Industry News • 175+ Licensing Partners –Toys and Video games •Global video game market is expected to grow • Strong partnerships –Mattel and THQ 8.2% through 2015 due to online, wireless games and expected new gaming platforms •Mattel and THQ –toy and video game licenses account for approximately 2/3 of Licensing •Global toys market is dominated by 5 countries revenue (US, Japan, China, the UK and France) that account for more the 50% of the global toys •Worldwide licensing program to create products market featuring our marks and logos including toys, video games and apparel •Piracy remains an issue

Financial Highlights Operating Metrics

65.0 70.0 60.511.2% CAGR 55.0 60.0 54.4 51.7 22.4 12.5 50.0 47.1 47.0 45.0 11.0%44.7 CAGR 18.9 38.4 40.3 14.6 40.0 35.2 33.7 35.0 16.9 32.0 12.8 18.6 30.0 23.9 10.0 25.0 14.3 8.2 17.5 20.0 8.6 15.0 10.0 25.3 19.6 23.4 18.3 15.4 0.0 5.0 13.4 2006 2007 2008 2009 2010 2011 ‐5.0 2006 2007 2008 2009 2010 2011

Revenue Profit Contribution Video game revenue Toy revenue Other

Note: Revenue and Profit Contribution in USD millions as of 2011. 2006 Operating Metrics reflect fiscal year 2006 25 Home Entertainment

Operational Highlights Industry News • Strong partnership – Vivendi Entertainment •North America CAGR of 4.8% thru 2015 • Approximately 30 releases annually ‐ ½ PPV and reaching $33.7B. Global CAGR of 4.3% thru 2015 ½ library content reaching $64.4B • 100+ titles in catalog •Global industry Blu–ray shipments and digital downloads offset DVD declines •All episodic TV content (Raw, SD) is available for distribution •Growing inclination of consumers to rent vs. purchase content • Distribution of content across all major transactional digital retailers (e.g. iTunes, Amazon)

Financial Highlights Operating Metrics

70.0 4,500 4,143 4,034 4,106 60.0 58.5 53.7 4,000 49.9 ‐9.4% CAGR 3,531 3,559 50.0 3,500 3,300 39.4 3,000 40.0 ‐10.7% CAGR 34.2 32.0 32.1 30.4 2,500 30.0 26.6 21.6 2,000 20.0 16.0 15.1 1,500

10.0 1,000 500 0.0 2006 2007 2008 2009 2010 2011 ‐ 2006 2007 2008 2009 2010 2011 Revenue Profit Contribution Gross Units Shipped (000s)

Note: Revenue and Profit Contribution in USD millions as of 2011 26 Magazine Publishing

Operational Highlights Industry News • WWE publishes a WWE Magazine, WWE Specials •Newsstand and subscription sales are expected and WWE Kids magazine to remain essentially flat through 2014 • WWE Magazine and WWE Kids Magazine ‐ 5+ • Industry shifts to higher subscription and cover million readers combined prices to drive profits • 20+ books on NY Times Best Seller List •Men’s and Kids categories face a difficult environment with the discontinuation of many titles

Financial Highlights Operating Metrics

4,954 20.0 5,000 4,700

4,097 16.5 ‐9.0 CAGR 4,006 15.4 4,000 15.0 13.5 12.4 3,068 11.0 3,000 2,346 10.0 ‐39.0 CAGR 7.7 2,000 5.1 5.0 2.9 1,000 2.1 2.3 0.7 0.2 0.0 0 2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011

Revenue Profit Contribution Gross Units Shipped (0 00 s)

Note: Revenue and Profit Contribution in USD millions as of 2011. 2006 Operating Metrics reflect fiscal year 2006 27 Digital Media

Operational Highlights Industry News • Digital ad sales with above industry average •Total global mobile and internet advertising traffic market expected to increase at 13% CAGR to • Approximately 13 million monthly unique $130 billion in 2015 visitors ‐ ~50% international* •US E‐commerce expected increase at 10% CAGR • Approximately 300+ million page views on to $260B in 2014 – channel migration and growth average over the last 3 three years* in online purchases overall •Developing partnerships: Hulu, YouTube and TV.com • Online e‐commerce sales –average revenue per order ~$45+ • Approx. 300K orders annually Financial Highlights Operating Metrics

0.0% CAGR 40.0 20.0 17.8 350 34.8 34.8 35.0 32.8 15.7 331 14.8 28.1 28.9 28.1 30.0 15.0 14.0 25.0 331 337 337 12.9 12.9

20.0 ‐0.4% CAGR 10.0 300 307 13.5 13.1 15.0 11.9 11.6 9.7 9.5 296 10.0 5.0 5.0

0.0 0.0 250 2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011

Revenue Profit Contribution Online Merch. Orders (000s) Avg. Mo. Unique Visitors (millions)

* Excludes affiliate traffic 28 Note: Revenue and Profit Contribution in USD millions as of 2011 Studios

Operational Highlights Industry News •Pre‐2010 releases (“Licensed Film” model) •US domestic Theatrical box office flat since –4 theatrical films and 2 Direct‐to‐DVD projects 2002 and projected to grow at 6.1% CAGR –Expect film portfolio to surpass break‐even through 2015 to $15.5B profits on an ultimate basis •International box office has grown at 6% CAGR •Hybrid distribution model: since 2000. EMEA is expected to grow at 6.8% – Standard Theatrical ‐ Pre‐Sold International annually to $14.1 billion in 2015, APAC will grow –Direct‐to‐DVD 11.3% annually to $16.2 billion in 2015, LATAM –Hybrid DVD/Limited Theatrical will grow at 8.9% to $2.5 billion in 2015 – Film Acquisition/Pre‐Buy •Despite revenue growth, film margins have • Continuing to refine film model to reduce overall declined over the last 20 + years portfolio risk profile and enhance returns, especially through production/distribution partnerships, and co‐financing Financial Highlights Operating Metrics

4 30.0 4 24.5 25.0 20.9 19.5 20.0 3 16.0 3 15.0 10.0 8.9 7.7 2 2 2 5.0 3.8 0.3 0.0 1 1 ‐5.0 2007 2008 2009 2010 2011 ‐10.0 0 ‐15.0 (13.1) (27.6) 2006 2007 2008 2009 2010 2011 Revenue Profit Contribution Number of releases

Note: Revenue and Profit Contribution in USD millions as of 2011 29 International

Operational Highlights Industry News • Approximately 28% of the Company’s revenues •The outlook for the global economy projects are generated from international sources approximately 4% annual GDP growth through • Revenue from outside the U.S. grew at an 2013 (Source: IMF) average of 6% per year (2006‐2010); •The European economy weakened significantly •Key sources of international growth are TV rights in 2010 and estimates of GDP growth in the and licensing EMEA region have been reduced •Top Markets: •Economic growth driven by the “BRIC” –EMEA –UK, France and Germany members (Brazil, Russia, India and China) is –APAC – Australia, India, Japan and South Korea expected to be the highest in APAC and LATAM –Latin America –Mexico reaching approximately 6%–7%

Financial Highlights Operating Metrics

2009‐2011 CAGR: +2.5% 160.0 2009‐2011 CAGR: +2.5% 160.0 2006‐2008 CAGR: +14.9% 2006‐2008 CAGR: +14.9% 135.2 135.2 135.2 135.2 133.4 140.0 127.1 133.4 140.0 127.1 119.3 1.3 4.2 4.6 119.3 6.5 2.5 19.4 120.0 1.2 34.6 120.0 12.5 18.6 102.4 27.1 31.4 26.3 3.9 0.5 27.2 102.4 34.4 100.0 12.5 20.3 17.8 11.7 millions) 15.0 100.0 3.2 30.6 32.1 35.6 38.7 80.0 17.7 in millions)

19.5 30.4 45.4 47.5 in 37.2 39.0

80.0 60.0 32.8 30.6 60.0 (Dollars 40.0

(Dollars 94.3 20.0 40.3 44.6 43.7 42.6 42.5 40.0 84.9 82.5 80.3 31.7 68.8 76.3 0.0 20.0 2006 2007 2008 2009 2010 2011 0.0 Year 2006 2007 2008 2009 2010 2011 Year Live Events (Includes Venue Merch) Television Pay‐per‐view (Includes WWE Classics On Demand) Consumer Products Europe, Middle East & Africa (EMEA) Asia Pacific (APAC) Latin America Digital Media/Other

Note: Revenue and Profit Contribution in USD millions as of 2011 30 31