Post on 11-Jul-2020
2007 Investor Day
27 September 2007
UBM Investor Day 27 September 2007
Corporate - $
Agencies - $
Government - $
Others - $
Sources Content PR Newswire Processing Recipients
Text:• Mandatory News• Publicity News
Broadcast PR/Multimedia:• Photos• Video News Releases• Streaming Video
Individual Targets (MEDIAtlas)
Media Institutions
Online Databases & Portals
Financial Networks
Aggregators
• Factiva • Lexis-Nexis • Yahoo!
• Thomson • Bloomberg • Reuters
• AP • Marketwatch • Reuters
• AP • Bloomberg • Reuters
• Consumer Media • Trades • Broadcast
PR Newswire Business Model
$
$
$
•CCoding•FFormatting •DDelivery Into News Systems•CCredibility•PProtection Against Hoax Sources•WWorldwide Network•SSimultaneity
PR Newswire’s Supporting USPs — Measurement & Monitoring Services
•First Call • SEO • Access Reports • ProfNet Experts • MediaSense• US1 Media Monitoring
$ - Revenue Generating
$ $
UBM Investor Day 27 September 2007
PR Newswire – a global online growth business• Key skills: distribution, attribution, service •IR Strategy – moving beyond the earnings release• PR Strategy – providing solutions for communications professionals•PR becomes marketing
UBM Investor Day 27 September 2007
Global capital and media markets drive growth opportunity
• Strong historic growth, highly profitable businesses with leading positions in attractive global markets•Substantial growth opportunities domestic and international, acquisitions and organic•Increasing yield through product innovation•Leader in understanding multimedia online distribution•Brand recognition
UBM Investor Day 27 September 2007
Volume (as %) of Premium Newslines
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
2003 2004 2005 2006 YTD 2007
Year
Premium Reporting
US1 + Photo
US1 Industry Newsline
First Call Access Reports
SEO Added to US1
StreetEvents
US1 Media Monitoring
Media Access Report Upgrade
Innovation in core product drives yield
UBM Investor Day 27 September 2007
Growth by organic expansion leveraging the strength of the brand
($m) 2003 2004 2005 2006 2007Full year Full year Full year Full year Half year
Revenue
USA 142.1 157.9 172.6 185.1 106.4
Canada* 28.6 35.3 40.9 45.8 24.6
Europe 23.4 22.3 22.9 24.7 14.6
Asia 0.2 0.5 0.8 1.3 1.4
Intercompany trading (15.5) (12.6) (13.5) (17.0) (8.8)
178.8 203.4 223.7 239.9 138.2
* 50% owned directly, UBM owns 17% of Press Association which owns the other 50%.
UBM Investor Day 27 September 2007
Consistent improvement in performance reflecting revenue growth and cost reductions
($m) 2003 2004 2005 2006 2007Full year Full year Full year Full year Half year
EBIT
USA 22.1 38.8 44.8 59.1 35.0
Canada* 9.2 11.2 12.0 13.8 7.4
Europe (5.0) 0.3 3.3 5.4 3.1
Asia (0.2) - - 0.1 0.6
26.1 50.3 60.1 78.4 46.1
EBITDA 39.8 57.4 65.9 83.6 48.9 EBIT Margin 14.6% 24.7% 26.9% 32.7% 33.4%* 50% owned directly, UBM owns 17% of Press Association which owns the other 50%. Excludes share based payments ($1m in FY'06, $0.5m in HY'07)
UBM Investor Day 27 September 2007
Multiple sources of revenue growthUS Revenue by Product Group
($m) 2003 2004 2005 2006 2007Full year Full year Full year Full year Half year
Distribution revenue 114.9 125.0 135.3 144.8 78.6
MultiVu 8.0 10.5 11.5 13.9 8.0
MEDIAtlas 2.9 4.0 5.2 5.6 3.2
ProfNet 3.2 3.6 4.1 4.5 2.3
e Watch 2.8 2.8 3.1 4.2 2.1
Other* 10.3 12.0 13.4 12.1 12.2
142.1 157.9 172.6 185.1 106.4
*Includes Vintage acquisition in 2007 Half year
UBM Investor Day 27 September 2007
Europe’s profitability has been transformed – well poised for growth
•Exit marginal businesses, re-engineer cost base (’03-’05)• Multi local footprint, leading brand, centralised back office, partnering (’06-’07)• Broadening customer business and geographic experience
($m) 2003 2004 2005 2006 2007Full year Full year Full year Full year Half year
Revenue 23.4 22.3 22.9 24.7 14.6
EBIT (5.0) 0.3 3.3 5.4 3.1
UBM Investor Day 27 September 2007
We Tell Your Story to the World• Historically, PR Newswire was a U.S.-centric business.• Canada, Asia and Europe are now growing and profitable
200380% of revenue
84% of profitfrom U.S.
200677% of revenue
75% of profitfrom U.S.
UBM Investor Day 27 September 2007
The number and size of international growth opportunities is increasing
• Further expansion into Europe and Middle East• China revenues growing at 50% plus per annum• Latin America revenues growing at 35% (Brazil ownership 30%, Argentina ownership 90%)• Further opportunities in Asia
UBM Investor Day 27 September 2007
Investment in the business
•$63.0m in acquisitions in 11 months•$7.0m in new editorial centres•Further capital investment of more than $7m across the business
UBM Investor Day 27 September 2007
U.S. editorial restructuring: member service centres created
•Formerly occupied 20+ offices •Three new centers created:
- Cleveland, Ohio- Albuquerque, New Mexico- Washington, D.C.
•Designed to provide better service, eliminate inconsistency, reduce staff turnover•Reduced operating costs•$7m of investment in new centres•Some teething/implementation issues
UBM Investor Day 27 September 2007
Growth through acquisitions and innovative new products• Acquisitions (BUY) – $63m in just 11 months - achieve cost of capital in first full year after acquisition
– US Newswire (Sept ’06, $21m plus earn out) – distribution for Public Sector – Washington DC based
– Vintage Filings (Apr ’07, $38m plus earn out): Edgar filing, 2,400 customers, ’06 revenue $16m
– Notilog (Jul ‘07, $4m plus earn out) – Spanish/Portuguese monitoring/analysis for PR clients
• Organics (BUILD)– MultiVu: Multimedia news references and corporate messaging,
achieving 20% plus growth– MEDIAtlas: global web-based database and distribution system
providing contact details for journalists, achieving double digit growth – MediaSense: comprehensive analysis of customers’ media coverage
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
Organic Growth in PR: MEDIAtlas
Media data embedded into customer’s workflow
UBM Investor Day 27 September 2007
Organic Growth in PR: MultiVu
•H1 ’07 revenue increased 22%, Bookings increased 27% •Multimedia News Release revenue doubled
UBM Investor Day 27 September 2007
The Internet and the rapid expansion of broadband, wireless technology, and cable and satellite media are helping transform traditional broadcast PR services into multifaceted marketing and communications tools.
Influencing Beyond Broadcast
These changes are taking place as more and more people seek their news and information from the Internet and other new media formats.
UBM Investor Day 27 September 2007
Multimedia News Release
UBM Investor Day 27 September 2007
Online Video Distribution
UBM Investor Day 27 September 2007
� Audio or Video: Up to 15 minutes encoded video or audio; Windows MP and Real Player; stored for one year
� Images: Logos, graphics & screen grabs.
� Text: 400 words included� Links: Five links to support content
from your site including HTML and PDF files.
� Wire & Web Distribution:Including US1 with SEO, PR Newswire for Journalists,
� HTML Email: targeted media, plus up to 200 contacts from client list
Multimedia News Release
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
Mobile Video Distribution
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
Acquisition in PR: US NewswireYTD ’07 policy revenue increased 13%, sales of non-wire
products climbed 21%, average spend per account rose 10%
UBM Investor Day 27 September 2007
Acquisition in Latin America: Notilog
•Formed three sales regions: Mexico, Caribbean & Central America; South America; and Brazil•Developed PR Newswire Spanish sites •Bundled services with PR Newswire-Notilogofferings•Moved media relations, sales out of Miami
UBM Investor Day 27 September 2007
Acquisition in IR: Vintage Filings
•Fastest growing EDGAR filer•Revenue grew 51% April-June 2007 vs. same period in 2006•More than $2m in sales in August, largest month ever •On Aug. 4, Vintage surpassed No. 3 filer, Merrill, by 100 filings
UBM Investor Day 27 September 2007
Driving Growth in PR Sector•H1 ’07 ($23.1m) up 18.9% on H1 ’06 ($19.4m)
UBM Investor Day 27 September 2007
Looking forward •Enhanced U.S. service levels•Further acquisitions and launches•International expansion•Positioned to benefit as PR outpaces advertising spend•Opportunities with both disclosure and promotional messaging
UBM Investor Day 27 September 2007
UBM Investor Day 27 September 2007
CMP Technology
Steve Weitzner, President and CEO, CMP TechnologyTony Uphoff, President, Business Technology Group
United Business Media Investor DaySeptember 27, 2007
Agenda
• Internet reshapes media landscape• Outstanding acquisition performance• Restructuring eliminates $20 million in costs• Business Technology Group –transformation case study
– Quality acquisitions and the redefinition of print– Development of online network– Integrated marketing– People and culture
Internet reshapesthe tech B2B media landscape
• Delivers measurable ROI on marketing spend• Provides users control of information • Creates new media options and competitors, reallocating
marketing budgets
Results:• Revitalization of live events• Re-invention of processes and products at traditional media
companies• Role of internet and relationship to other media still evolving
Migration of media mix(% media bought at CMP Technology–1H04 to 1H07)
01020304050607080
1H04 1H05 1H06 1H07
PrintEventsOnline
What does a Media 2.0 company look like?
1. Focused on the customer– Leverage all media options to help audiences do their job successfully– Build marketing programs that start with the vendor marketing needs
2. Market-leading brands – Deliver the greatest access, flexibility and influence– Ability to deliver influence and integrated programs with market-leading
brands online, face to face and in print
3. More than media – Services to create and manage compelling marketing programs– Research, education and custom content development– Measurable results
Different tasks, different media channels
B2B Websites Trade Shows
B2B Magazines
Help you become aware of new products or services. 65% 81% 73%
Provide information that you can trust. 59% 67% 70%
Provide objective information. 54% NA 65%
Make you feel like you are part of a broader community. 39% 67% 48%
Are sources of information you turn to first. 52% NA 47%
Keep you ahead of the competition. 28% 35% 35%
Help you find the best companies to buy from. 38% 50% 33%
Help you grow your business. 24% 42% 32%
Enable you to do comparison shopping. 54% 58% NA
Top strength of each media type ImmediacyIncrease product
awarenessTrust
Percent who made/recommended a purchase due to seeing a product in this media 49% 70% 57%
Percent of respondents who use each media source to:
Source: Harris Interactive Inc. Business Media Study, prepared for ABM, May 2006
CMP has leading brandsfor every technology segment
Creators and Developers
Integratorsand Sellers
BusinessTechnology
Integrated marketing increases awareness, preference and consideration
“Please indicate your level of agreement with the following statements”
85%Our firm gets more qualified buyers when we integrate industry-specific B2B media like print and events with online media like Web ads and sponsored links
90%Prospects get more information about our company or brands when they see messages in more than one industry-specific business-to-business medium
91%Buyers and customers are more likely to consider our company’s products or services when they see messages for our company in more than one industry-specific B2B medium
91%Our company or brands become(s) more top of mind when buyers see our messages in more than one industry-specific B2B medium
93%Integrating our marketing messages and advertising across multiple industry-specific business-to-business media allows us to reach buyers that we might not have engaged using one medium alone.
AgreeB2B Marketers
Source: Forrester ABM Research Study 2007
Q14 Decision Makers survey: Please rate your level of agreement with the following statementsQ9: Marketers survey: Please indicate your level of agreement with the following statements
91%It is easier for me to recognize or remember a company’s brand or products/services when I see messages about it in multiple media such as magazines, online, or at events
AgreeB2B Decision Makers
Base: 878 Business decision makers
Base: 816 B2B marketers
Creators and Developers
Integratorsand Sellers
BusinessTechnology
Events TradeShows Print Research/
ConsultingBusiness
Information
Media Solutions
CMP delivers all media solutions and beyond to all technology segments
Online
A competitive advantage
Online Events TradeShows Print Research/
ConsultingBusiness
Information
CMP � � � � � �
Traditional Competitors
IDG � � -- � � --
Ziff Davis Enterprise � � -- � -- --
Online-centric Competitors
TechTarget � � -- � -- --
CNET � -- -- -- -- --
Knowledge Storm � -- -- -- -- --
Jupiter Media � -- -- -- -- --
Consulting/Analyst Firms
Gartner � � -- -- � �
Search Engines
Google � -- -- -- -- --
Two years of transformation
• Diversify product mix through acquisition and internal development to provide marketers broader set of options
• Drive profitability of online business• Go beyond media:
– Offer customers marketing services including lead generation, research, consulting, etc.
– Offer audience new web experience, information services, education
• Realign cost base to new business realities
Outstanding acquisition performance
• Invested $170+ million to acquire face-to-face, workflow & online brands
2005/06 acquisition performance
0102030405060708090
2006 Full year 2007 1st half
Revenue Contribution
• Exceeded 8% cost of capital
• Contribution for first half 2007 exceeds full year 2006
Includes: TechOnline, LightReading, BlackHat, DotNetJunkies, Medialive, Shorecliff, Cable Digital Network
Recent activitiesAcquisition/ Partnership/
Launch
Type Business Unit Price Date Comments
eXalt System Configurator= Partnership
Web app:Workflow tool
Channel $2 m March • 25% stake• Right to increase
holding
Second Life 2.0 Summits= Launch
Virtual events Developers Launch April • 2 events• Consulting practice
How Machines Work= Acquisition
Custom 3Dwebsites/environments
Electronics $1.2 m July • Temple of Sun• Mechatropolis• IGen
Semiconductor Insights= Acquisition
Technical analysis,research,consulting
Electronics $ 26 m July • IP event for Electronics Industry – April 2008
bMighty
= Launch
Small MediumEnterprise website
Business Technology
Launch August • SMB resource • SMB advocate
Building profitable brands online and face-to-face
Increasing online revenues and profits
• Consolidated websites; shutdown unprofitable products
• Streamlined operations by putting online at the center
• Profit picture continues to improve
31.233.7
4.6
-1.3
Revenue ($ millions) Profit ($ millions)
1H06 1H07
International development through brand extensions
Transformation through structural change
• People– Staff reduction of 200 in June 2007– $20 million in cost savings
• Portfolio– Realigned product offerings around market-leading brands– Positioned online networks at core of operations– Unified sales and marketing resources in each major market– Restructured content, audience marketing, production and product
development resources• Property
– Establish new HQ in NYC in 1Q08– Implement open plan at NYC, Long Island, San Francisco, Boston; more
energy, collaboration– Generating at least $5 million in annual property cost reduction in 2008
2007 Profit Mix
30%
60%
10%
Transforming to media 2.0Shifting the revenue mix to focus on more profitable businesses
Online
Events
Pro Forma 1H07 Revenue = $182m
37%
44%
19%
2004 Profit Mix
71%
24%
5%Pro Forma 1H04 Revenue = $145m
72%
17%
11% Print
Online
Events
CMP’s Business Technology Group:A closer look at transformation
Tony Uphoff, President, Business Technology Group
Integratorsand Sellers
Creators and Developers
BusinessTechnology
Business Technology Group: The transformation imperative
Print Online Events
Pro Forma 1H04 Revenue = $57.3m
80%
7%14%
2004 Profit Mix 2%
88%
10%
Pro Forma 1H07 Revenue = $78.7m
34%
46%
20%2007 Profit Mix
21%
62%
17%
• Print heavy; 80% of the revenues in 2004
• Limited scale to event business
• Online profitability low
• Rebalance revenue mix: nearly 80% of profit from online and live events
• Redefine InformationWeekwith “One Brand” strategy
• Focus on leading brands: InformationWeek, TechWeb and Interop
Transforming the culture and the customer offerings
Challenge Solution
Tentative culture Re-establish an aggressive sales driven culture
Sales approach fragmented and overlapping Reorganized, integrated and regionally-focused sales teams
Limited marketing, brand positioning Strengthen product, customer marketing group and process
Platform silos Overhauling organization and processes to integrate assets and services
Limited ability in custom live and online events Infuse customized solutions into sales and operational process
The face-to-face growth engine
+16%
+18%
+64%
Number of Exhibitors/ Sponsors06 to 07
---
21%
10%
Paid Delegates
Growth06 to 07
+11.3%+16.1%
+2%
+16.5%
ConferenceRevenue Growth06 to 07
+34%
+28.5%
Exhibitor RevenueGrowth06 to 07
Event
The new Business Technology Group
5 M I L L I O N B U S I N E S S T E C H N O L O G Y D E C I S I O N – M A K E R S
Short Lists andEvaluation Criteria
Technology /Vendor Analysis
EVENTSFace-to-Face Interaction Conferences Forums Roundtables WebCasts
Defines and FramesBusiness Technology Objectives
Unlock Value of Business Technology 440,000 Qualified IT Buyers
Recommendations in theContext of Business
Real World IT Analysts
TechWeb.com
Financial Technology Group
News, Analysis, Expertise
In-Depth PerspectiveImmersion and Education
InformationWeek:Strengthening a leading brand
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
1H04 1H05 1H06 1H07 July-Aug 07
InformationWeek (CMP)
ComputerWorld (IDG)
InfoWorld(IDG)
E-Week (ZDE)
InformationWeek vs Direct Competitors(% share of pages)
NWC and Optimize shutdown
NWC and Optimize shutdown
Info-WorldshutdownInfo-Worldshutdown
0
500
1000
1500
2000
2500
3000
3500
1H04 1H05 1H06 1H07
Total Pages (titles above)
Sales
CONSULT
RESULTS:ROI & VALUE
• Deepen relationships• Customer retention• Brand affinity• New customers or
partners• Advanced purchase
consideration• Sales
Marketing
ClientGoals
Market Assessment
Audience Analysis
Media Preference
Content/Message Development
Communications Platform
>>>>
>>
>>
Customer Goals
Customer Goals
Project ManagementContent Experts
MANAGE
INTEGRATE
Creating integrated solutions
BusinessTechnology
BTG 2008 and beyond
• Continue to build on “The One Brand” strategy to drive growth
• Continue to drive live events growth• Grow online revenues through enhanced lead generation
capabilities • Focus on customized integrated solutions across the
portfolio• Build out branded, custom and online events programs
CMP Technology – What’s next?
• Most business units will crossover in terms of the revenue gains from online and events surpassing the decline in print
• Maintain profitability of online business, re-ignite revenue growth
• More acquisitions: fill in capabilities
• Evolve culture and infrastructure beyond print roots
Alan Glass, President & CEO
September 27, 2007
CBM ProfileA B2B Integrated Media Company
• Market leader in the Global Trade, Travel, and Transportation markets with over 100 complementary products and services
• Must-have, proprietary information– Essential, embedded workflow products
• Delivery through online, print, and in person through conferences and exhibitions
• Highly predictable revenue stream– More than 60% of total revenue comes from subscription
and user fee-base basis– Recurring revenues range from 60% to 95% by product– More than 150,000 unique customers– Over 500,000 users
CBM Profile• Expect to exceed $110 million revenue “target”
for 2007• In 2008, we expect to exceed UBM’s cost of
capital objectives• Platform for growth
– Serve large, dynamic, growth-oriented markets– Active acquisition pipeline
• Highly motivated and experienced management team both in operations and M&A
Business TravelData
Conferences/Trade Show
JoC Shipper GroupTW AIG
ACW
News and Analysis
JoC Shipper GroupTW AIG
ACW
News and AnalysisNews and Analysis
CommercialData
AviationData
Subscribe, Sponsor, Attend, Advertise
MaritimeData
LogisticsData
Directories
Business Intelligence
Information Data SolutionsOnline, Print and Events
Global Trade, Travel, & Transportation
MSC marketing
uses PIERS for
competitive
dataanalysis
MSCcu
stom
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serv
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es
dire
ctor
iesto
look
upco
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MSC sales attends
JOC conferences
to expand sales
network
MSC management
accesses JOC print
and online resources
to stay on top of
industry trends
Example of how a maritime customer uses CBM’s data
(Mediterranean Shipping Corp.)
CBM’S Integrated Business Intelligence Network
CBM’s Primary Markets Outpace World GDP
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
2000
2001
2002
2003
2004
2005
2006 (e)
2007 (e)
World GDP World TradeContainer Trade Airline Capacity
Source: Clarkson Research Services
Major Milestones• CBM acquired by UBM – July 2006
– Base business had 2006 revenues of $59 million with a 17% margin– Underlying revenue growth year-to-date in 2007 of 8%– Database revenues are growing over 9% - over 60% of total turnover– Traditional print-based directories growing 4%– Magazines revenues declining 3%– Easy assimilation into large public company
• Extraordinary growth in Events business– Underlying revenue growth in 2007 of over 40%– International expansion in Asia and Europe as a result of being part of UBM
• Active acquisition pipeline– OAG and AIG acquired December 2006– In discussion with three potential targets
• Doubling revenues to $110 million plus - in less than one year• Major emphasis on expanding aviation business
– Surrounding all aspects of aviation/travel from routes – equipment – maintenance –overhaul – repairs – fare look-ups and booking capable
– With the acquisition of OAG and AIG, CBM’s portfolio is now over 50% aviation oriented
• Succeeding in major turnaround of OAG
Commonwealth, AIG and OAGExceeding the $110 million Target
Combined Pro Forma
$-
$20,000$40,000
$60,000$80,000
$100,000$120,000
$140,000
CBM Base OAG/AIG Combined
Data Print Online Events Other
$100,000
$ 50,000
Revenue $MM
CBM Base Business plus AcquisitionsRevenue by Market
53%38%
4% 3% 2%
Aviation Maritime Int'l Trade & Transport Rail Other
Anatomy of a Turnaround• Why acquire OAG?
– A troubled company that had not made a profit in this decade– Experiencing year-over-year revenue declines in all business units:
data sales, print and cargo– Badly managed information technology implementation that cost over
$20 million vs. a $9 million budget• While on a smaller scale, OAG is to aviation/travel like D&B
is to credit reporting– A true database business at the center of the travel distribution market– With such dominance, it had to succeed
• A flawed business plan and insufficient cash needed to “right-size”the business
• Numerous management issues that needed to be addressed• It had extraordinary brand strength in its market
Undergoing a Strategic Transformation
• For the last 12 years (and two owners later) this business has operated as a print publisher of schedule data trying to transform from printed product to digitized content delivery
• This was the wrong strategy as it failed to capitalize on OAG’s core strength and market position
1994 - $280M2006 - $ 47M
At the Center of the Aviation Universe
• The strategic transformation needed is to change the business from a publisher of schedule data to the “Official” nexus and facilitator of buyer/seller transactions in the commercial airline industry
• A unique infrastructure for collecting, compiling, structuring, and distributing airline schedules content
A Simple Return to Profitability• Upgrade quality of management team
– Create a renewed sense of purpose• Reduce cost base
– Headcount– Operating expenses
• Complete technology upgrade program• Reorganize by how customers buy content• Shift focus to online delivery• Stabilize print product revenues• Rationalize product line• Expand cargo business• Develop long-term growth strategy
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OAG’s Previous Organizational Design
Technology
Finance, HR, Legal, etc.
Product Services
EMEA
ASPAC
Americas
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OAG’s New Customer Segment Focus
Technology
Finance, HR, Legal, etc.
Product Services – Incl. Internet
Market Breakdown
41%46%
13%
Aviation Travel Cargo
The Results to Date• More than $8 million in annualized costs removed from operations
– Virtually all falling to the bottom line• Eliminated over 90 positions or about 25%
– Last redundant positions out by 9/30• Reorganized and placed competent, industry experts at the helm of each
LOB• Stabilized revenues in data sales and cargo
– Reduced print losses• Completing most aspects of new technology solution• Merged operations with BACK Aviation
– Efficient– Capitalize on combined sales opportunities– Ability to add value to each businesses current data sets
• Developed a global strategic business plan• A profitable business in 2007; sustainable and growing margins• Total investment in line with business case
• Complements existing CBM product profile– Publications– Conferences / exhibits
• Provides entry to new market segment –– Maintenance, Repair and Overhaul (MRO) – a $40 Billion market– Compliments BACK Aviation (fleet data) with OAG (schedule data)– Creates an opportunity to expand to military aviation
• Underlying revenue and profit growth in 2007 of7% and 20% respectively– A 25% margin business with over $6 million in revenue
Classic bolt-on acquisition
Press Conferences Exhibits
Balanced Sources of Revenue
35%
24% 40%
The Next 3 to 5 Years
• No slowdown in current organic growth rates• Global trade expanding well into the next
decade• Increase leverage of content in online
delivery – new communities– Global expansion of data products
• More rapid expansion of events business globally – taking advantage of UBM infrastructure
• Many acquisition opportunities• A goal to more than double again in the near-
term
Summary
• Leadership in a large, growing markets• High value content delivered in multiple
formats• Workflow products and solutions• Strong brand recognition/longevity• Substantial barriers to entry• Loyal & diversified customer base• Experienced management team• High recurring revenue• Platform for acquisitions and organic
growth