1. DigitalGlobe Proprietary
October 2007
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DigitalGlobe Proprietary

2. DigitalGlobe Proprietary
Dubai, UAE
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DigitalGlobe Proprietary

3. DigitalGlobe Proprietary
Statue of Liberty
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DigitalGlobe Proprietary

4. DigitalGlobe Proprietary
London, England
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DigitalGlobe Proprietary

5. DigitalGlobe Proprietary
WorldView Update
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DigitalGlobe Proprietary
WorldView 1 Image
Houston, Texas
October 2, 2007

6. DigitalGlobe Proprietary
WorldView Update
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DigitalGlobe Proprietary
WorldView 1 Image
Yokohama, Japan
October 5, 2007

7. DigitalGlobe Proprietary
About DigitalGlobe
DigitalGlobe is a global leader in geospatial content, products and related services for commercial, civil government and defense & intelligence applications
Largest combined library of high resolution satellite and aerial imagery
300,000,000 km2 of the most accurate earth imagery at 60cm or better
Over 70 million km2 of satellite and 850,000 km2 of 15-30cm aerial imagery added annually
Highest resolution commercial imaging satellites: Quickbird and WorldView 1
Part of a growing constellation of satellites; launched WorldView 1 in September 2007
Building one next generation WorldView satellites
Only company with 2 high-res (50cm) satellites under contract
Will have 10x QuickBird capacity by 2009
Comprehensive suite of options for consuming content
Recent acquisition of GlobeXplorer
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DigitalGlobe Proprietary

8. End-to-End Solution Provider DigitalGlobe Proprietary
Improved
Accessibility & Integration
Consolidated of collection process
Integration of Multiple Content Types
Widespread
Usage
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DigitalGlobe Proprietary

9. Extraordinary Content Library
DigitalGlobe believes that its ImageLibrary houses the most current and complete commercially available high resolution satellite images in the world
Note: Black represents stored QuickBird images
Currently contains >300 million km2 of total imagery
230 million km2 at better than 60 cm of resolution
100% of Earth at 15 meter resolution
Growing at a rate of 4 million km2 per month (QuickBird only)
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DigitalGlobe Proprietary

10. Existing And Planned Constellation
FY2005 Q1 Q2 Q3 Q4
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
FY2012
FY2013
QuickBird Operations
WV-1 Operations
WV-2 Operations
Gen3-1 Operations
Gen3-2 Operations
WV1 Dev & Launch
WV2-1 Dev & Launch
Gen3-1 Dev & Launch
Gen3-2 Dev & Launch
Predicted EOL assumes +2 high solar environment
Gen1
Gen2
Gen3
Gen1: On Orbit
Gen2: On Contract and Under Construction
Gen3c: Planned Capacity
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DigitalGlobe Proprietary

11. DG’s Strategic Imperative
Emergence of web-based mapping has redefined expectations
Strong traditional markets; new requirements
Emerging “contextual” customers; multiple industries and constituencies
DG well-positioned to lead
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DigitalGlobe Proprietary

12. A Quick Look At Business Case Justification
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DigitalGlobe Proprietary

13. Developing the Business Case
Elements of the business case will include:
Qualitative Analysis
Does the proposed project meet our business objectives, broadly defined
Quantitative Analysis
Does the proposed project meet our financial objectives, specific return on investment requirements
In order for a project to make it to the Quantitative Analysis phase, it must first pass the Qualitative Analysis gate, ie “Does this make sense in the context of our strategy?”
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DigitalGlobe Proprietary

14. Objective Attractiveness Order And Importance Of Evaluation
Qualitative Analysis
Detailed assessment as to a “Close enough” fit with our broader decision-making criteria:
Objective Attractiveness
Fit With Strategy
Capability
Order And Importance Of Evaluation
Source: Human Synergistics, Int’l
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15. Qualitative Analysis - Decision-Making Criteria
Objective Attractiveness
Fit With Strategy
Capability
Size of Opportunity
Margins / returns
Market share potential
What does it rule out? Opportunity cost
Regulatory, legal acceptability
Liquidity event impact
Will doing this accelerate or delay any potential liquidity event?
Business focus relative to stated strategy
How compatible is this with our strategy in terms of people, technology, etc.
Risk
Portfolio
Allocation of bets (how many, what size)
Timing
Opportunity cost: ie the cost of “not now”
Deter creation of competitors
New cost, activities, staff, etc. needed (including effort to integrate whether it’s M&A or manage outsourcing)
Leverage existing cost, experience, capacity, technology, etc. base
What is our ability to execute successfully?
Band width, execution risk, etc.
Source: Human Synergistics, Int’l
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16. Quantitative Analysis - Key Elements
Decreased margin via lower pricing or cost increase
Increased labor costs due to increased skill level (wage), number of positions, etc.
Increased use of contract or consulting labor
Higher assets / carrying costs
New risks
Increased revenue (or potential, via capacity)
Enhanced margin via improved pricing, cost reduction or cost avoidance
Increased efficiency, improved order fulfillment through faster cycle time
Greater customer satisfaction
increased market share, customer retention)
Improved employee morale (lower cost to retention, recruitment and training)
Consistent and understood process
Ongoing risk mitigation
Ongoing
Time Frame
Investments in equipment, software/ programming, or other assets
Consulting costs to assist in transition
Lower efficiencies during transition
Transition risks, timing risks
Opportunity cost of time to pursue other projects
Training costs
Contingency costs to execute (think of everything and add some margin for error (<10% of total)
Elimination of a specific risk
Proceeds from an asset sale
“Lessons learned,” and increased knowledge base
One- Time
Costs
Benefits
Type of Impact
Must Be Quantified!

17. Quantitative Analysis – Why Use IRR?
Many available metrics to determine the economic efficiency of an activity
IRR
Pay back Period (implied IRR)
NPV (converts IRR to a specific $ value)
Return on Investment (implied IRR)
All are legitimate metrics, however, IRR most directly correlates the net economic benefits of an activity relative to our Cost of Capital
What is DGs Cost of Capital?
In order to create value for our shareholders, the sum total of our activities need to exceed our cost of capital
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DigitalGlobe Proprietary

18. GlobeXplorer Case Study
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19. Recent Acquisition of GlobeXplorer
Transaction Highlights
Acquisition Target: GlobeXplorer, LLC (“GlobeXplorer”)
Purchase Price: $22 million in cash and DG shares for 100% ownership of GlobeXplorer
Selling Shareholder: Stewart Information Services, Inc. (NYSE – STC), owns 100% of GlobeXplorer shares
GlobeXplorer 2006E Financials: Revenue - $14.2 million, EBITDA - $7.5 million, No Debt Balance, $1.1 million of Cash
GlobeXplorer Employees: 71
Closed: January 2007 (no regulatory approval required)
Website –
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DigitalGlobe Proprietary

20. GlobeXplorer - Business Description
GlobeXplorer is a leading online portal that distributes and hosts satellite and aerial imagery
Two primary business lines
Subscription based hosting platform
Accounts for approximately 55% of revenue – higher growth
Customers pay a fee for GlobeXplorer to host imagery on their site
Company sells imagery with value-added components such as property lines mapping software
Strong B2B customer base
Ask.com, Zillow.com, Navteq, Tele-Atlas, etc.
Discrete Distribution business
Accounts for approximately 45% of revenue – lower growth
Primarily one time sales of processed imagery data
Customers focused in the Civil government, agency market, real estate as well as value-added imagery services providers
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DigitalGlobe Proprietary

21. Acquisition Rationale
DigitalGlobe is executing a strategy in which completeness of and accessibility to its information provides platform for growth
Completeness is achieved through the investment in satellite collection capacity and inclusion of third party aerial imagery and geospatial data
GlobeXplorer provides significant complementary content – including a basemap of US, ….
Accessibility to DigitalGlobe’s information is a major area of focus, however limited investment has been made to date
Strong capabilities exist in the internally-focused areas of storage NO, processing and production of imagery information
Limited prior investment in externally-focused areas of browse, discovery, order entry and searchable archive
Core target market for growth is “image as context” customers
Non-professional users, seeking to easily incorporate geospatial data into apps and/or workflow
Extensive buy vs build review conducted during 2006; acquisition of capabilities to accelerate DG’s ability to provide easier access to an archive, complementary content and and entry into the hitherto untapped market is lowest risk path to success
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DigitalGlobe Proprietary

22. DigitalGlobe Proprietary
Acquisition Benefits
GlobeXplorer acquisition represents attractive growth platform
Technology platform:
Web-based discovery and order entry: accelerates DG’s ability to meet (common) needs of all customer segments
On-line delivery and hosting: accelerates needs of its emerging customers (“imagery as context”)
Content: Accelerates DG’s ability to fulfill customers’ needs for more complete archived imagery and ready-to-integrate solutions
Customers: Provides DG with $14M+ of commercial revenue and attractive customer base of “imagery as context” users, with potential for growth
Acquisition of GlobeXplorer appears to be superior option to alternatives
Other acquisition options are incomplete and would require significantly more investment
May be able to build, but long lead time
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DigitalGlobe Proprietary

23. Complementary Technology Platforms
Requirements DG
GlobeXplorer
ADVANCED USERS
Discovery/Viewing
Integration/Interface (ESRI, MapInfo))
Delivery Formats (TIFF,GeoTIFF, NITF)
Payment Processing
CONTEXT USERS
Integration/Interface (ESRI, Google Earth)
Delivery Formats (WMS, online, JP2)
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DigitalGlobe Proprietary

24. Complementary Content
Content (owned) DG
GlobeXplorer
15 meter color imagery
250 meter color imagery
None. Can acquire easily from many sources
Global, except extreme polar
1 meter or better color imagery
30,000,000-40,000,000 km2 cloud-free with 95,000,000 km2 <20% cloud cover (200mm km2 total)
25,600,000 km2
99.5% of continental USA
1-2 foot color aerial imagery
None
13,000 US towns/cities
1,250,000 square km2
6 inch aerial imagery
65 US metro areas
256,000 square km2
Vector data
Parcel boundaries 300 counties
Rich property data, Street names, address geocodes, flood areas, etc…
3D terrain and building data
3D building models 50 metros
DEMs 30m US, 90m global
NOTE: GlobeXplorer integrates, stores and distributes non-proprietary content from 40+ providers in addition to the above content.
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DigitalGlobe Proprietary

25. GlobeXplorer – Historical & Projected Financial Summary
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DigitalGlobe Proprietary

26. DigitalGlobe Proprietary
Projected Synergies
DG has identified specific headcount-related savings equal to approximately 10% of GlobeXplorer’s 2006 operating expenses
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DigitalGlobe Proprietary

27. GlobeXplorer – Projected IRR
Acquisition Returns Should Meet Threshold Before Synergies
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DigitalGlobe Proprietary