1. ITN Networks Board Meeting June 04, 2008

2. “The 5 th Network” Television & Multi-Video Platforms At a Time When the Aggregation Model is Becoming Most Important, Through Our Management & Investments, ITN is in a Stronger Position for the Future. 2008-2009: Strategic Opportunity to Re-Brand ITN:

3. 3 rd Party Electronic Commercial Verification Commercial Ratings vs. Program Ratings Accountability Significant Advances Technology Development Move Legacy Systems to SQL Systems Efficiency & Execution Time Profitability Operational Efficiency Sales Development News & Entertainment Behavioral & Lifestyle Targeting Online Expansion Inventory Expansion Cable & Satellite: National, Regional, Local Since September 2006 50% SQL Based as of June 2008 80% SQL Based by December 2008 10%+ of ITN’s Inventory in Non-Broadcast 15 Providers of Cable & Satellite Inventory Sustained Growth across News & Entertainment Continue Expanding on Custom Consumer Targets Actively Building ITN’s Online Strategy Internally Investments in EV = Quicker Reaction Time Locally: Significantly Improved Station Profit Margins Nationally: “C3” Ratings within 3 weeks from Airdate Original Television Content Primetime in Broadcast and/or Cable Secondary: Other Dayparts 2008-2009 Strategic Move to Add National “C3” Commercial Ratings Exact Break / 100% Verified Clearances Highest Level of Accountability in Television

4. “The 5 th Network” News Division Early Morning News Evening News Noon News Prime-Late News Entertainment Division Daytime Top-Talk Shows Early Fringe Weekend Prime Access Prime Extension Late Night The Simpsons Consumer Division Moms Teens African-Americans FT Working Women Beauty & Fashion Online Division Presentation MaryAnn Halford Sr. VP of Broadband Television & Multi-Video Platforms The final missing ingredient to re-brand as a true full-service network Especially Primetime: Will drive significantly more activity across every ITN division Original Television Content: Increasing Per Demand

5. The 5 th Network: Market Dynamics  Ratings Erosion on 4 Major Broadcast Networks Network Primetime Network Morning NewsNetwork Evening News Network DaytimeNetwork LateNight *Excludes Sports -17% W18-49 -15% W25-54 -16% A18-49 -15% A25-54 -13% W18-49 - 9% W25-54 -11% A18-49 - 8% A25-54 -21% W18-49 -19% W25-54 -21% A18-49 -18% A25-54 - 7% W18-49 - 7% W25-54 - 8% A18-49 - 7% A25-54 -12% W18-49 -10% W25-54 -11% A18-49 - 8% A25-54 ABC, CBS, NBC FOX: 4Q’07 - April ’08 vs. 4Q’06 – April ’07

6. The 5 th Network: Market Dynamics  Ratings Erosion on 4 Major Broadcast Networks Network Primetime Network Morning NewsNetwork Evening News Network DaytimeNetwork LateNight Networks’ Share of Broadcast Television Viewing Network Programs: Non-Network Programs: 90% 10% Network Newscasts: Local Newscasts: 48% 52% Network Newscasts: Local Newscasts: 24% 76% Network Programs: Non-Network Programs: 33% 67% Network Programs: Non-Network Programs: 39% 61% Non-Network Programs & Local Newscasts: 70%-100% of the Commercial Inventory Is Local – Not in the National Marketplace Represents a Large Majority of Total Network Ad Revenue 60%+ across ABC/CBS/NBC/FOX

7. The 5 th Network: Market Dynamics  Ratings Erosion on 4 Major Broadcast Networks ITN Networks Provide Stronger Alternatives to Broadcast Network Television Outside of Prime, Plus Non-Network Dayparts A25-54 Early Morning News Networks NBC Morning News Average (Today Show 1,2,3, Sat. Today, Sun. Today, Early Today) 1.3 ABC ABC Morning News Average (GMA, GMA Sat., GMA Sun., America this Morning) 0.9 CBS Morning News Average (Early Show 1&2,CBS Morn. News, Sat/Sun. Early Show) 1.3 1.5 Network Morning News W25-54 1.6 1.0 1.8 1.7 A25-54 Evening News Networks NBC Evening News Average (NBC Nightly News Mon.-Sun.) 1.9 ABC ABC Evening News Average (ABC Nightly News Mon.-Sun.) 1.5 CBS Evening News Average (CBS Evening News Mon.-Sun.) 1.9 2.1 Network Evening News W25-54 2.0 1.7 2.1 2.3 News Division: National Ratings Comparison Noon News Network 11am-2pm Plus Non-Network News Dayparts Late News Network 10pm-11:30pm

8. The 5 th Network: Market Dynamics  Ratings Erosion on 4 Major Broadcast Networks Early Fringe/Prime Access 4pm-8pm Plus Non-Network Entertainment Dayparts Entertainment Division: National Ratings Comparison W18-49 Daytime Networks NBC Daytime Average (Days of Our Lives) 1.3 ABC ABC Daytime Average (All My Children, Gen. Hospital, One Life to Live, The View) 1.2 CBS Daytime Average (As World Turns, Bold-Beaut., Guid-Light, Price, Young-Rest) 1.3 1.5 Network Daytime W25-54 1.5 1.6 A18-49 Late Night Networks NBC Late Night Average (Tonight Show, C. O’Brien, C. Daly, SNL) 1.0 ABC ABC Late Night Average (ABC Nightline, J. Kimmel) 0.8 CBS Late Night Average (D. Letterman, C. Ferguson) 0.7 1.4 Network Late Night W18-49 1.1 0.9 1.5 1.0 FOX Late Night Average (Mad TV, S. Feresten) 0.9 ITN Networks Provide Stronger Alternatives to Broadcast Network Television Outside of Prime, Plus Non-Network Dayparts

9. The 5 th Network: Market Dynamics  Ratings Erosion on 4 Major Broadcast Networks ITN Lacks A True Primetime Alternative Entertainment Division: National Ratings Comparison Current Efforts Surround Primetime: Prime “Replacement” Network 6p-8p & 10p-12am Prime “Access” Network 6p-8p  Top Syndicated Programs / 90%+ Off-Network Sitcoms / Key Daypart Control  Research: Less Channel Switching / Less DVR Recorded-Ad Skipping Prime “Extension ” Network 10p-12am ITN Networks Provide Stronger Alternatives to Broadcast Network Television Outside of Prime, Plus Non-Network Dayparts …Yet Marketplace Interest Remains Strongly Focused on Original Primetime Content

10.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime “CW” = “The best of WB & UPN” “MyNet” = “A new broadcast television network” Formed 2 Years Ago WB Avg. Ratings: UPN Avg. Ratings: W18-34 1.8 1.7 521 A18-34 1.4 411 W18-49 1.7 1.5 471 A18-49 1.3 381 W25-54 1.6 1.4 439 A25-54 1.3 1.2 367 Estimated Ad Inventory Total Weekly GRPs: 4Q’05 – April ’06 CW Avg. Ratings: MYN Avg. Ratings: 1.1 0.4 249 0.9 0.4 215 1.0 0.4 238 0.9 0.4 213 0.9 0.5 226 0.9 0.5 212 Estimated Ad Inventory Total Weekly GRPs: 4Q’07 – April ’08 -52%-48%-49%-44%-48%-42% Today, ITN Delivers More GRPs to Current Advertisers than are Available on CW & MYN Combined The 5 th Network: Market Dynamics

11.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime Next Season 4Q’08-3Q’09: The 5 th Network: Market Dynamics CW will no longer be programming Sunday nights Media Rights Capital ( founded in 2004) purchased the rights to Sunday nights across CW affiliates to distribute their producers’ content (Reality Shows, Sitcoms) Beyond Next Season: New Speculation that CW & MYN may cease to exist beyond 2009 May Create Numerous Similar Opportunities to Gain Access to Broadcast Primetime Annual Deal is Estimated at $10-$15 million WPP Group owns 6.8% stake in Media Rights Capital (WPP Group Agencies: Mediacom, Mediaedge, Mindshare, etc) Significant ITN Advantages: ITN is already active across all other supporting News & Entertainment dayparts Only ITN, at the outset, can immediately offer Prime with larger, multi-daypart upfront packages Multi-daypart packages significantly minimizes risks of Primetime efforts – Enables Sustained Effort

12.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime  Syndication: Significant Declines – Fewer New Programs 123 Returning Programs in ’07-’08: Top 10 M-F Programs of the Season: (~1/3 rd of All M-F Syndicated GRPs) W18-34 A18-34 W18-49 A18-49 W25-54 A25-54 -10% -17% - 4% -15% -12% -14% - 7% -15% -14% -12% - 9% -13% Syndication: 4Q’07- April’08 vs. 4Q’06 - April’07 Next season (4Q’08-3Q’09), for the first time, there are ZERO New Off-Network Sitcoms entering the Broadcast Syndication Market (Key to Top 10 Ratings Strength) 2008-’09 ----- 2009-’10 My Name is Earl The Office American Dad 2007-’08 Two & Half Men Family Guy George Lopez Half & Half The 5 th Network: Market Dynamics

13.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime  Syndication: Significant Declines – Fewer New Programs  Cable: Too Over-Saturated to Absorb All Broadcast Declines Greater Ratios of Broadcast Strength vs. Cable Exists Across All Other Dayparts 4-5x More Commercials 7-8x More Commercials 23-26x More Commercials To Replace 1 Average Prime Airing on a Broadcast Network 3.182.663.753.16 ABC/CBS/NBC/FOX 2.832.40 3.33 2.84 ABC/CBS/NBC/FOX/CW W18-49W25-54A18-49A25-54 Broadcast Network Primetime: Avg. Ratings 4Q07-1Q’08 0.60 Cable Network Primetime 0.130.110.130.11All Others 0.39 0.40 Ranked 11-20 0.59 0.65 0.67 Top 10 Cable Nets W18-49W25-54A18-49A25-54 The 5 th Network: Market Dynamics

14.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime Total: Walgreen PetSmart Nintendo Kellogg Applebees Hanesbrands Discover Card Best Buy Allstate All Programs Syndication Other Dayparts Primetime ABC/CBS/NBC/FOX/CW Number of National Commercial Units Airing by Advertiser 6 Months Oct. '07 – Mar.'08 Starcom Activity: Top Clients Cable Networks 2,611 250 134 37 1,269 140 348 15 80 338 1,867 90 167 259 317 500 37 47 230 220 4,219 230 85 458 2,272 437 216 79 127 315 25,249 1,626 1,017 2,669 8,528 1,542 2,252 743 2,955 3,917 161,493 10,397 5,643 20,012 61,435 7,291 12,730 3,378 13,155 27,452 Other Dayparts Primetime  Syndication: Significant Declines – Fewer New Programs  Cable: Too Over-Saturated to Absorb All Broadcast Declines Example: The 5 th Network: Market Dynamics

15.  Ratings Erosion on 4 Major Broadcast Networks  Failures of “CW” and “My Network” in Primetime  Syndication: Significant Declines – Fewer New Programs  Cable: Too Over-Saturated to Absorb All Broadcast Declines  Agencies: Must Expand Reach with Greatest Ease-of-Use Fragmented Media = More Work to Achieve Same Results Increasingly Being Squeezed on Client Fees Clients Are Demanding Greater Accountability & Consumer Targeting New Growth Requires Expanding Services Across New Media Reducing Costs by Reorganizing to Consolidate Labor The 5 th Network: Market Dynamics Original Premise: At a Time When the Aggregation Model is Becoming Most Important, Through Our Management & Investments, ITN is in a Stronger Position for the Future…

16. Broadcast Ratings & Reach Highest Level of Accountability Greater Consumer Targeting Client & Brand Flexibility Strong Track Record of Delivery Network-Time Turnaround Ease-0f-Use Aggregation Across Multiple Video Touch-Points “The 5 th Network” Television & Multi-Video Platforms 2008-2009: Strategic Move to Add the Component of Original Television Content News Division Entertainment Division Consumer Division Online Division

17. Sony Comcast Time Warner Cox Communications Media Rights Capital Dunne Capital Major Independent Studios Potential Strategic Acquirers CW & MYN Affiliates, Cable Networks, Digital “Virtual” Channels  Content Development  Content Distribution  Public Relations Machine