1. 2008 Budget Presentation November 30, 2007

2. PAGE 1 Table of Contents 1.Consolidated 2007 Review and Looking Ahead 2.2008 Consolidated Budget 3.Games 4.Fantasy Sports 5.Sports Information 6.Corporate and other

3. PAGE 2 2007 Major Highlights Rationalization of Asset Group –All divisions right sized post the 2006 business acquisitions Headcount reduced from 273 at 12/31/2006 to approximately 200 at year end –Elimination or deferral of international initiatives Considerable accretive impact on EBITDA Realized considerable growth in the Games division, exceeding the 2007 budget by a wide margin Anticipate completion of the plan of arrangement providing a positive return to shareholders Set solid foundation for continued growth in 2008 –$19 million improvement in EBITDA from 2006 A focused year

4. PAGE 3 2007 Projected Consolidated Results The 2007 projected EBITDA exclude approximately $1.0 million of Liberty deal related costs and approximately $1.0 million of restructuring costs

5. 2008 Consolidated Budget

6. PAGE 5 Global Assumptions in the 2008 Budget Tender process –Completion of the Liberty Plan of Arrangement scheduled for December 21, 2007 –Budget assumes the Plan of Arrangement is completed as proposed and FUN is not public for 2008 ( incremental costs of approximately $3.5 million if FUN remains public) Management –Significant change in leadership of the FUN assets including CEO, COO and CFO –Budget assumes senior management functions are substantially provided by Liberty affiliates, with o n-going administration costs expected to be approximately $1.0 million in 2008. Budget does not include such costs Divestitures –Management is currently investigating the potential disposition of the Don Best operations as well as the Poxnora operations Operations –The 2008 budget contemplates FUN Games remaining substantially “stand alone” throughout the year and does not reflect the potential operational integration of the Games operations and GSN

7. PAGE 6 2008 Budget - Continued Momentum from 2007

8. PAGE 7 2008 Budget – By Division

9. Games – 2008 Plan Peter Blacklow WorldWinner.com SkillJam.com TeaGames.com GSN Interactive

10. PAGE 9

11. PAGE 10 Overview 2007 Review 2008 Strategies –Mass market –Player community –Cross-platform media company –Monetize free games 2008 Budget

12. PAGE 11 2007 Business Overview Outperformance of revenue and EBITDA vs. budget due to:  Integration of SkillJam players onto the WorldWinner platform increased player ARPU by 200%.  Segmented marketing programs (Premier Club), new game content, and additional player liquidity.  Consolidation to one primary location reduced headcount from 120 to 71.

13. PAGE 12 2007 Accomplishments Integrated SkillJam and WorldWinner businesses. –Single technology platform –Single location – Boston –Enhanced revenue for all distribution and content partners –Modified PopCap game titles for WorldWinner platform Re-signed distribution agreements with AOL, Microsoft, MyPoints and EA/Pogo. New games: Scrabble™ Cubes, Family Feud, Sudoku and Diner Dash. Launch of WorldWinner “Premier Club” -- Community initiative for top players.

14. PAGE 13 WorldWinner/SkillJam Integration  October 2007 NAR at $3,412K vs. $2,969K budget and $1,511K in 2006 Actual YTD growth of 125% 2007 Budget (approved 12/4/06) forecasted growth of 99% All things remaining the same, 20% growth expected.

15. PAGE 14 Integration Results: Cash Entry Fees SkillJam vs. WorldWinner Period: Nov ’06 vs. Oct ’07 Average Daily Cash Entry Fees

16. PAGE 15 20062007 Registrations4,981,5223,708,492 Average cash players/month36,93842,585 Average cash games/player/month135176 Entry fee/game$1.70$1.83 Net Revenue$17,805,274$33,178,064 Lifetime Value$348$462 YOY Key Metrics  Decrease in registrations due to lower thresholds on cost per registration marketing programs from SkillJam as well as transition from white labels.  2007 saw dramatic up-tick in overall “engagement” on WorldWinner. Players competed in more games, with higher entry fees, as a result of programming, segmented marketing and launch of new games.

17. PAGE 16 Key Distribution Partners Cash Entry Fees October 2007% of Total CEFMargin to WW $2,292,04113.6%68% $1,473,2768.4%58% $1,394,8548.3%27% $1,189,6687.1%36% $1,158,3606.9%56% $1,084,999*6.4%100% $1,074,0426.4%66%  These seven partners account for approximately 57% of all CEF on a monthly basis. *The partnership with Yahoo! terminated Dec. 2005.

18. PAGE 17 3.0% 3.5%$582,931 4.4% $6,327,783 37.6% $737,470 % of totalOctober 2007 Key Content Partners Cash Entry Fees $1,049,395 $512,375 6.2% Key Content Partners

19. PAGE 18 Key Content Partners  New money player acquisition accelerates 31% YOY averaging 9,800/month.  Branded content from Hasbro, Sony, Fremantle and others will increase game play across the board.  Player retention and programming efforts will drive up the total number of active money players by almost 48%.

20. PAGE 19 2008 Budget  75% revenue increase propelled by key new licensed games.  Slight reduction of gross profit % due to increased branded content.  Increase in operating expenses predominantly driven by marketing investment, headcount and related expenses.

21. PAGE 20 Player LifeTime Value  Player LifeTime Value has increased from $238 to $462; increase of 94%.  Tournament velocity, game content, programming and player retention initiatives have played an integral part in increasing player LTV.  LTV for Sept ’08 is projected to be $501.

22. PAGE 21 Consumer Advertising Revenue Summary  Monthly revenue has increased from $13,650 (Oct ’06) to $122,269 (Sep) and RPM from $0.047 to $0.503 (US inventory at.75 cents)  Still under $1.00 due to large % of international traffic (67% on Teagames); 100% remnant introducing direct sales with higher CPMs in Q1 2008.

23. PAGE 22 2008 Strategies 1.Bring online game competitions to the mass market 2.Develop a player community fueled by social interaction and rivalries 3.Build a cross platform media company; not just an online cash competitions site 4.Monetize free game play

24. PAGE 23 Key Strategy: Mass Market 1.Bring online game competitions to the mass market  Marketing: Double online and offline marketing investment, leveraging new network partners.  Distribution: Exploit social networks by introducing programming widgets and in-network tournaments.  Brand: Develop a compelling consumer brand.  Content: License popular mainstream offline games.  Events: Create a signature casual games championship with localized qualifying events in an integrated offline strategy.

25. PAGE 24 Key Strategy: Player Community 2. Develop a player community fueled by social interaction and rivalries  Leverage community of game show enthusiasts Grow and extend community Among current players Invite new players into network Turn players into “contestants”  Programming 3.0 Acceleration of tournament diversity Team competitions Partner cross promotion

26. PAGE 25 Key Strategy: Multi-Platform 3. Build a cross platform media company  Introduce a universal rewards currency  Go beyond cash games and into competitive entertainment  Create multi-platform game experiences  Sell sponsorships around multi-platform marketing concepts watch.play.win.

27. PAGE 26 Key Strategy: Free Games 4. Monetize free game play  Acquire and develop a world class games network (flash games sites)  Aggregate audience and maximize traffic  Exploit universal registration and currency  Introduce in-game advertising and sponsorship model  Increase game offerings  Integrate rewards engine to cross promote properties  Up-sell to cash competitions

28. PAGE 27 YOY Key Metrics 20072008 Registrations3,708,4924,987,383 Average cash players/month42,58562,223 Average cash games/player/month176199 Entry fee/game$1.83$1.88 Net revenue$33,178,065$56,542,446 Life time value$462$501  2008 builds on a solid foundation by adding more players to the engine, focusing on programming, and extending tenure with new retention efforts.

29. Fantasy Sports - 2008 Plan Fanball.com CDMsports.com FantasyCup.com

30. PAGE 29 2008 Budget – Fantasy Sports

31. Sports Information - 2008 Plan Donbest.com

32. PAGE 31 2008 Budget – Sports Information

33. Corporate and other Corporate PoxNora International operations (prior years)

34. PAGE 33 2008 Budget – Corporate and Other