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How to Turn Around Viacom

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How Many Photo Ops Does It Take To Cut A Stock In Half? Bringing Viacom Back January 2016 1370 Avenue Of The Americas – 28th Floor New York, NY 10019 axerri@springowl.com 212.445.7829


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Disclosure The following disclaimer applies to this document (the “Presentation) and all other documents and communications which accompany or are subsequent to this Presentation. In reading this Presentation you agree to be bound by the limitations set out in this disclaimer. No reliance may be placed, for any purposes whatsoever, on the information contained in this Presentation or on its completeness. This presentation is neither an offer or to sell Viacom (the “Company). Any offer as solicitation may only be means of delivery of an approved confidential offering memorandum and only in those jurisdiction where permitted by law. Accordingly, no representation or warranty, express or implied, is given by or on behalf of us, any of our affiliates and/or any of our or their respective directors, members, partners, officers, employees, agents, advisers or any other person as to the fairness, accuracy, completeness or correctness of this Presentation or opinions contained therein. Investors risk loss of their entire investment. Past performance is no guarantee of future result. There is no guarantee that the investment objectives of [the firm] will be achieved. Save in the case of fraud, no liability is accepted for any errors, omissions or inaccuracies in the information or opinions contained in this Presentation. In particular, but without limitation (subject as aforesaid), no reliance shall be placed on any projections, targets, estimates and/or forecasts, and nothing in this Presentation is or should be relied on as a promise or representation as to the future. Accordingly (subject as aforesaid), neither we nor any of our affiliates and/or any of our or their respective directors, members, partners, officers, employees, agents, advisers or any other person shall be liable for any direct, indirect or consequential loss or damage suffered by any person as a result of relying on any statement in, or omission from, this Presentation, or any other written or oral communication with the recipient or its advisers in connection with its evaluation of the Company and/or any other investment and (save in the case of fraudulent misrepresentation) any such liabilities are expressly disclaimed. This Presentation contains a number of opinions by representatives of SpringOwl Asset Management LLC. Although those opinions are honestly held there can be no guarantee of their accuracy. This Presentation is being supplied to you for your own information and may not be distributed, published, reproduced or otherwise made available to any other person, in whole or in part, for any purpose whatsoever. The contents of this Presentation is confidential.


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Table Of Contents I. Executive Summary…(4) I. Company Overview…(5) II. Lost Decade of Stock Under Performance…(6-12) III. Absent & Overpaid Leadership…(13-14) IV. Missing Shift To Digital & Creatively Bankrupt Culture…(15) V. SWOT Analysis…(16) VI. Viacom’s Potential and Value Creation Plan…(17-22) VII. Sum of the Parts Valuation…(23-24) III. Stale Brands IV. Departing Executives Leaving A Sinking Ship IV. Uncertain Future With Dish Networks…(69) V. Leveraged Overpaying for Stock Buybacks…(70-76) IV. Proposed Plan To Increase The Share Price…(77) I. SWOT Analysis…(78) II. Plan Overview…(79) III. New Chair & New Board…(80-81) IV. New Viacom Leadership…(82) II. Viacom’s Absent & Overpaid Leadership…(25) V. Explore Alibaba Pictures / Amazon Investment Into I. Overpaid & Lackey Board …(26-28) Paramount…(83) II. Deborah Norville As Independent Director?...(29-30) VI. Explore AMC Asset Merger…(84) III. Astonishing CEO and COO Pay Given Under Performance…(21VII. Conduct a Strategic Assessment of Assets…(85) 38) VIII. Massive Operating Expense Reduction…(86) IV. Sumner Redstone An Absent Chair…(39-43) IX. Spearhead New Push Into Digital / OTT…(87) III. Viacom’s Declining Assets & Creatively Bankrupt Culture …(44) X. New Hit Shows Coming From Transformed Creative Company…(88) I. Bloated Cost Structure…(45) XI. Viacom’s Meaningful Upside…(89) II. Asleep At The Switch In Digital Shift…(46-52) I. Helping Power Netflix to Eat Viacom’s Lunch V. Appendices…(90) II. Suing YouTube Instead of Using YouTube I. Sum of The Parts…(91-92) III. No Digital investments or M&A II. Management Overview…(93-94) IV. Botching Vice Investment III. Board of Directors Overview…(95.90-96) III. A Creatively Bankrupt Culture…(53-68) IV. Shareholder Base…(97-98) I. Declining Ratings V. Viacom Peers…(99) II. Declining Ad Growth Confidential | For Discussion Purposes Only | 3 3


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I. Executive Summary


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Viacom Overview Financial Snapshot (12/30/2015) ($ in millions, except per share data) Current Price 52-Week High 52-Week Low $40.99 $73.51 $36.32 TTM Revenue TTM EBITDA TTM Net Income 13,268 4,142 1,920 Market Cap Cash & ST Investments Total Debt Enterprise Value 16,291 506.0 12,565 28,350 EV/Revenue (TTM) EV/EBITDA (TTM) EV/EBIT EV/FCFF 2.1x 6.8x 9.11x 10.5x Total Debt/EBITDA Trailing Annual Dividend Yield What is Inc.? Viacom, Inc. is a global entertainment content company, which connects with audiences through compelling television programs, motion pictures, short-form video, applications, games, brands for consumer products, social media and other entertainment content. The company operates business through two segments: Media Networks and Filmed Entertainment. The Media Networks segment provides entertainment content and related branded products for consumers in targeted demographics attractive to advertisers, content distributors and retailers. It creates, acquires and distributes programming and other content to its audiences across multiple platforms. The Media Networks segment produces, finances, acquires and distributes motion pictures, television programming and other entertainment content under the Paramount Pictures, Paramount Vantage, Paramount Classics, Insurge Pictures, MTV Films, Nickelodeon Movies and Paramount Television brands. 3.0x 3.7% Note: Fiscal year is October-September Source: Bloomberg & WSJ Confidential | For Discussion Purposes Only | 5 5


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Lost Decade: Viacom vs. CBS Since 2006 Split 200.00% 150.00% 100.00% CBS : + 72.0% 50.00% S&P 500: + 59.0% 0.00% Viacom: - 3.9% -50.00% -100.00% -150.00% Jan-06 Jan-07 Note: As of 12/30/15 Source: Bloomberg Jan-08 Jan-09 Jan-10 Viacom Jan-11 CBS Jan-12 Jan-13 Jan-14 Jan-15 S&P 500 Note: *The Standard & Poors 500 (S&P 500) is a weighted index of 500 stocks. The index is Confidential | For Discussion Purposes Only | 6 6 designed to measure the performance of the broad US economy through changes in the aggregate market value of 500 stocks representing all major industries.


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Lost Decade: Viacom’s 1-Year Stock Performance 10.00% 0.00% S&P 500: - 1.2% -10.00% -20.00% -30.00% -40.00% -50.00% Viacom: - 46.9% -60.00% Viacom Note: As of 12/30/15 Source: Bloomberg S&P 500 Confidential | For Discussion Purposes Only | 7 7


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Lost Decade: Viacom’s 3-Year Stock Performance 80.00% S&P 500: + 47.1% 60.00% 40.00% 20.00% 0.00% -20.00% -40.00% Dec-12 Dec-13 Dec-14 Viacom Note: As of 12/30/15 Source: Bloomberg Viacom: - 21.4% S&P 500 Confidential | For Discussion Purposes Only | 8 8


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Lost Decade: Viacom’s 5-Year Stock Performance 140.00% 120.00% S&P 500: 64.2% 100.00% 80.00% 60.00% 40.00% 20.00% 0.00% -20.00% December-10 December-11 December-12 Viacom Note: As of 12/30/15 Source: Bloomberg December-13 December-14 Viacom: 3.0% S&P 500 Confidential | For Discussion Purposes Only | 9 9


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Chronic Underperformance Against Peers Viacom’s Stock Returns Relative To Its Peers VIAB TWX DIS FOX CBS 5-Year Returns +3.0% +100.0% +184.0% +66.0% +145.0% 3-Year Returns -28.5% +46.0% +122.0% +26.5% +34.5% 1-year Returns -45.6% -20.6% +20.6% -19.9% -11.6% Note: As of 12/30/2015; We have chosen to use the peer group given by the ISS (Found in the Appendix) to have the most appropriate evaluation Source: Bloomberg Confidential | For Discussion Purposes Only | 10 10


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Selected Peer Group Company Enterprise Value ($M) Total Revenue ($M) EBITDA ($M) EV/EBITDA (Trailing) Total Debt / EBITDA TWX 77,990 28,560 8,020 9.7x 0.3x DIS 180,800 52,460 15,640 11.6x 1.2x FOX 65,290 27,180 6,130 10.6x 3.0x CBS 30,840 13,660 3,070 10.0x 2.8x VIAB 28,350 13,268 4,142 6.8x 3.0x Note: As of 01/13/2016 Source: Bloomberg Confidential | For Discussion Purposes Only | 11 11


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Mind The Gap Between Viacom & Its Peers Viacom’s EV/EBITDA (Trailing) Multiple Relative to its Peers Company 2008 2009 2010 2011 2012 2013 2014 2015 / Current TTM TWX 10.9x 7.8x 7.1x 7.2x 8.5x 11.3x 12.2x 9.7x DIS 8.2x 8.2x 8.8x 6.9x 9.9x 11.2x 12.0x 11.6x FOX N/A 6.7x 6.4x 10.4x 14.2x 14.2x 11.7x 10.6x CBS 4.4x 8.7x 7.8x 7.3x 8.4x 13.2x 10.7x 10.0x Avg. 7.6x 9.1x 11.2x 8.2x 15x 20x 15x 10.4x VIAB 6.5x 7.3x 8.7x 6.9x 8.4x 11.3x 10.1x 6.8x Difference 1.1x 1.8x 2.5x 1.3x 6.6x 8.7x 4.9x 3.6x Note: As of 12/30/2015 Source: 1. Jefferies, Data: Bloomberg Confidential | For Discussion Purposes Only | 12 12


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Viacom Management Has Under Performed for Years With No Accountability The Viacom Board Is Too Large, Too Cozy, and Too Overpaid For Under Performance  Viacom’s Board of 11 is Among the Largest in the Media Sector  Deborah Norville – host of CBS-produced Inside Edition – is Classified by Viacom as an Independent Director  We Believe that Almost 75% of the Board Should be Classified as Not Independent  Outside Directors are Among the Highest Paid in the Media Sector, Perhaps Explaining their Generosity Towards Viacom’s CEO and COO Sumner Redstone is an Absent Chair. It’s No Way To Run a Board  Part of the Explanation for the Stock’s Chronic Under Performance, in our Opinion, Relative to its Peers is Lack of Clarity Around the Succession Plans for Sumner Redstone  Redstone’s Recent Absence From Earnings Calls and Shareholder meetings Only Exacerbate the Discount to the Stock.  A New Chair May Help Remove the Heavy Discount Attached to the Stock Confidential | For Discussion Purposes Only | 13 13


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Viacom Management Has Under Performed for Years With No Accountability The CEO & COO Are Far Too Richly Compensated Given Their Lagging Five- Year Performance  In the Last 5 Years, Viacom Shareholders Have Paid CEO Philippe Dauman and COO Thomas Dooley a combined $432 million in compensation1, Far Ahead of Any Other Media Company  Yet, Viacom’s Stock Performance has Been Nearly the Worst Among its Media Peers Over That Same Period Wholesale Leadership Change Is Needed Now To Change Non-Creative Culture  Viacom Needs a New Chair, CEO, COO, and Board  The company’s Bloated Cost Structure Lags Behind Peers  We Believe That a new Board and Management Team Can Put an End to Viacom’s Disappointing Performance Compared to its Peers Image: Google Images Source: 1. Company Fillings (Form DEF 14a), SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 14 14


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Missing The Shift To Digital & Creatively Bankrupt Culture Viacom Sped Its Destruction When CEO Dauman Heavily Licensed Content to Netflix In 2011  Netflix Didn’t Just Come Along and Disrupt Viacom; Viacom Helped Make Netflix as Powerful as it is  In 2011, Dauman Heavily Licensed Viacom Content to Netflix to Boost Revenues  In Doing so, he Heavily Trained a Generation of Nick Viewers to go to Netflix for Dora Instead of Nick Dauman Sued YouTube Instead of Using YouTube to Promote Viacom  In 2010, Dauman Decided to Sue YouTube for Copyright Infringement  Since then, Viacom Brands Miss Out on the Opportunity to Promote Themselves on YouTube Compared to Their Competitors Viacom Has Been Asleep At The Switch In The Shift To Digital  Unlike its Peers, Viacom has Made no Investments in Digital Companies or M&A  Viacom Actually Owned half of Vice Media in 2006 but Decided to Sell it Back to Vice for $3m in 2007; Fox, Disney & Hearst are Now all Major Investors in Vice  While Most of their Peers Have Strong Over The Top (OTT) Offerings, Viacom Only has Noggin for Pre-Schoolers at $5.99 a Month Viacom Isn’t Going Through A Creative Lull; It’s Creatively Bankrupt  We Believe Its Most Creative Executives Have Quit  Its Most Successful Shows Were all Developed Before Dauman Assumed the CEO Role in 2006  The Viacom Culture Today is: Keep Your High-paying Job With Fancy Perks Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 15 15


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Viacom Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Strengths:  Weaknesses  Controlling Shareholder The U.S.  Big Cable Networks in  Opportunities  Perceived poor Change in Management Threats  Continued Advertising and Board Decline To Media Sector Management Locked in, High Margin  International Growth and Nick/ MTV/CC Specifically Cash Flows for Next Few  Missed Move To Digital  Renewal of Carriage Deals Years Despite Recent  MTV & Nick Hurt by  Clarity on Controlling  No Renewal with DISH Shareholder  Ratings Declines  General Economic Market Concerns Over Future of Big Media  SVOD Growth Disproportionately  Digital Growth/Investment Had No TV Production  Merger With an AMC to Paramount still a major  Slowdown  studio  Help Strengthen Creativity Strong International Had to Build from and Management Talent Back Many Shares Assets  Company post-split – Scratch Alibaba Pictures or Without Threatening Smaller Size of Amazon Investment in Credit Rating Paramount to Peers Paramount Lowest of Peers Trough  Multiple – Ability to Move Up Considerably Relative to Peers on Good Events  Over-Levered To Buyback of Shares   Not Possible To Buy Hit New Shows Can Have Dramatic Impact earlier at Inflated Prices Confidential | For Discussion Purposes Only | 16 16


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Yet Viacom Has Meaningful Upside  It is Our Belief There is a “Poor Governance” Discount Applied to this Company Relative to its Peers Due to Sumner Redstone’s Being an absent Chair and a perception of ensconced inferior management  We Believe Simply Removing the Overhang of the Absent Chair and Bringing in Improved Management Could Result in a Meaningful Re-rate of the Stock  There are still Considerable Operating Expenses Which Should be Cut to Bring Viacom Into Line With its Peers  The Viacom Platform Could Achieve Meaningfully More Ad and Affiliate Fee Revenue With More Hits Stemming From a Creative Culture Not Occurring Now  The Company Has Made Minimal Inroads Into OTT and Other Digital Platforms  It has Made Virtually no Digital Investments or Acquisitions  We Strongly Support Mario Gabelli’s Recent Public Comments Urging Company to Unlock Value We Believe That Viacom is Significantly Undervalued Relative to its Peers and Assets and Can Deliver Material Returns Over The Long-term For its Shareholders With Changes Made to its Leadership and Board of Directors Confidential | For Discussion Purposes Only | 17 17


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Proposed Plan For Revitalizing Viacom’s Culture & Stock Price  Step 1: Sumner Redstone to Step Down As Chair  Step 2: Refreshed Board and New Active Chairman  Step 3: New Viacom Leadership  Step 4: Explore Alibaba Pictures/Amazon Investment Into Paramount  Step 5: Explore AMC Asset Merger  Step 6: Conduct a Strategic Assessment of Assets  Step 7: Massive Operating Expense Reduction  Step 8: Spearhead New Push Into Digital / OTT  Step 9: New Hit Shows Coming From Transformed Creative Culture at Company Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 18 18


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Value Creation Plan We Believe a Focused Three-Part Plan Can Help to Unlock the True Value Embedded Within Viacom: 1. Wholesale Changes of Leadership Including the Chair, the Board, and the Senior Management 2. Aggressive Operating Expense Reduction to Bring the Company’s Expenses in Line With its Peers 3. Recruit New Leaders to Help Spearhead a Revitalized Creative Culture Which Makes Viacom the Epicenter of Cool Again and Pushes Out its Content to all Digital Platforms If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares may trade at between $65 – 95.90/share, or up to 135% above current levels. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 19 19


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Key Drivers To Unlocking Value In Viacom’s Share Price New Chair  The Difference Between CBS and an average of Disney and Time Warner is the Difference Between Companies With and Without a Controlling Shareholder  CBS’ EV/EBITDA Multiple is 10.0x vs. a Disney/Time Warner average of 9.7x  The Potential Rerating for Removing the Controlling Shareholder as Chair – Applied to Viacom’s EBITDA Stream Could be an Additional $2.5B in Market Cap or Approximately $7/Share New CEO  The Difference Between Viacom and CBS is The Difference Between Good and Bad Management With the Same Controlling Shareholder in Place  Viacom’s EV/EBITDA Multiple is 6.8x vs. CBS’ of 10.0x  The Potential Rerating for “Good” Viacom Management Could be $13.2B in Market Cap or Approximately $38/Share Operating Expense Reduction  Viacom’s Selling, General and Administrative (SG&A) Expenses as a % of Their Revenues are Still Significantly Higher Than Peers Like Time Warner, CBS And Disney (21% Vs. 16%)  Bringing These In Line With Peers Would Represent an Additional $400m in Annualized Expense Savings, Most of Which Would Drop to EBITDA  Applying a CBS 10.0x Multiple to That Represents Potential Additional Market Cap of $4B or $11.50/Share Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 20 20


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Key Drivers To Unlocking Value In Viacom’s Share Price New Push Into Digital/OTT  We Assume Even a Modest Push Into Launching OTT Channels (Beyond Noggin Aimed at Pre-schoolers for $5.99 a Month) Would Result in Additional Market Cap for Viacom of $600M or $1.50/Share Additional Value From Combining With AMC or Taking Investment in Paramount from Alibaba Pictures or Amazon, As Well As New Hit Shows  What we Have Not Factored Into a Future Share Price for Viacom is The Potential Value of Combining Assets With AMC or Paramount Taking in an Investment from Alibaba Pictures or Amazon  New Hit Shows That Could get Developed in the Future Thanks to a Newly Revitalized Creative Culture Can Have an Enormously Powerful Impact on the Stock Price as Josh Sapan has Shown at AMC Over Many Years  What’s “The Walking Dead” Worth to AMC? A “Homeland” to Showtime? A “Game Of Thrones” to HBO”? Or a “Daily Show With Jon Stewart” Vs. Trevor Noah to Viacom?  Changing the Culture to Start Risk-taking Again is in our View the Biggest Potential Upside to the Stock If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares may trade at between $65-95.90/share or up to 135% above current levels. Over time, with more hit shows developed, the share price could move meaningfully higher. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 21 21


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Viacom May Have Meaningful Upside From Current Levels $11.50 $1.50 Operation Expense Reduction Push Into OTT $3.00 $95.90 $38.00 $7.00 $40.90 Current New Chair New CEO Potential Potential Total Implementation Value Costs Note: For Illustrative Purposes Only Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 22 22


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Sum Of The Parts Valuation Method Note: As of January 2016 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 23 23


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Notes On Sum Of The Parts Valuation Method Notes: 1. Two days after Jefferies report of 9/15/15, Altice announced its purchase of CVC. Altrice, the owner of Suddenlik, did not extend its VIAB agreement significantly which increases the risk of CVC not renewing its VIAB agreement, Jefferies itemizes the financial impact of a loss of DISH distribution of VIAB networks. DISH is under extensive pricing pressures and we include a probability of a loss of the DISH network. 2. Assuming under different sale scenarios that corporate overhead would reduce from 100% down to 50% 3. Assume any sale of a division or whole company would be to a public company in which VIAB would take stock without incurring tax 4. More information is needed on Studio and International Ventures to make a real assessment Risks: 1. A strategic sale of the Control Stock only. A strategic buyer would purchase Sumner’s control stock at a premium to gain control of VIAB; without buying nay minority shares Note: As of January 2016 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 24 24


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II. Viacom’s Absent & Overpaid Leadership


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Overpaid & Lackey Board Too Old  Viacom has the Oldest Directors on Average Compared to Any of Their Media Peers at 66 (Except For CBS)1  The Average Viacom Director has Been on the Board for 8 Years, Suggesting They Lack a Freshness in Judging the Company’s Performance Too Cozy  We Believe Only 27% of Viacom Directors Can be Considered by Many as Truly Independent  ISS Said in Their Last Report That : “Investors Generally Prefer That Independent Directors be a Substantial Majority of the Company's Board.” Too Large  Robert Kraft Recently (August 2015) Resigned from the Viacom Board, Leaving 11 Members  Even After Kraft’s Resignation, this Makes it a Larger Board Than Disney’s, Discovery’s, AMC’s And Netflix’s Too Overpaid Given Their Chronic & Relative Under Performance  Viacom’s Outside Directors’ Median Pay Last Year (2014) was $314,000 - Higher Than Disney, Time Warner, Discovery, Fox , Scripps, and AMC.  Yet Viacom’s 5 Year Stock Performance is the Worst Among its Media Peers Except for Scripps Note:1. As of October 2015 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 26 26


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Did MTV Get The Idea For Cribs From The Habits Of Viacom Directors? Image: Google Images Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 27 27


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Viacom’s Board Pays Itself Cribs-like Compensation Median BOD Non-Exec Director Compensation 2014 $317K $314K $299K $289K $287K 5-Year Stock Performance: Company: 145.0% 3.0% 184.0% 100.0% 66.0% $22.B $16B $177B $52B $54B CBS Market Cap: VIAB DIS TWX FOX Note: As of 12/30/2015 Source: Company Filings (DEF14A); Bloomberg Confidential | For Discussion Purposes Only | 28 28


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Deborah Norville: The Face of Corporate Governance of Viacom Image: Google Images Confidential | For Discussion Purposes Only | 29 29


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Deborah Norville is an “Independent” Director?  Viacom classifies 3 of its 11 directors as “independent” even though they have ties to VIAB, CBS or Redstone: • Deborah Norville – host of Inside Edition – is classified as an independent director but the program she hosts is produced by Redstone’s CBS Television • Frederic Salerno is classified as an independent director although he has also served on CBS’ board since 2007 • William Schwartz is classified as an independent director but has served on the Viacom and former Viacom boards since 1987; after 28 years, one certainly loses their independence in judging a company's and its board’s actions  We Believe Almost 75% of the VIAB board are not independent by a reasonable definition; ISS recommends a “substantial majority of a board be independent”  This helps explain why Viacom executive pay has been so high even in the face of underwhelming corporate performance 1. The 2015 ISS report urged votes against the entire Compensation and Audit Committees (6 directors total) vs. 1 director in 2014 2. The ISS “Withhold” recommendations applied to 55% of the current board Source: ISS Viacom Report Confidential | For Discussion Purposes Only | 30 30


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Astonishing CEO Pay For Under Performance Viacom vs. Peer Group: CEO Total Compensation (2010-2014) $313.89M Oh La La! C’est Trop Cher! Is Dauman worth 6x $243M more than Netflix’s Reed Hastings? $184.1M $144M Is Dauman worth $143.54M 30% more than Disney’s Bob Iger? 5-Year Stock Performance: Market Cap: CEO/Company: 145.0% 3.0% 184.0% 66.0% 100.0% $22.B $16B $177B $54B $52B Leslie Moonves (CBS) Philippe Dauman (VIAB) Bob Iger (DIS) Rupert Murdoch (FOX) Jeffrey Bewkes (TWX) Note: As of 12/30/2015 Source: Company filings (DEF14A) Confidential | For Discussion Purposes Only | 31 31


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Astonishing Top Two Executive Pay For Under Performance Mon Dieu! C’est Pas Possible! Viacom vs. Peer Group: The Top Two Highest Paid Execs. Combined Compensation (2010-2014) $432M $401M It’s good to be a $237M professional $189M manager who works for Sumner Redstone $144M 5-Year Stock Performance: Market Cap: Company: 3.0% 145.0% 184.0% 100.0% 66.0% $16B $22.B $177B $52B $54B VIAB CBS DIS TWX FOX Note: As of 12/30/2015 Source: Company filings (DEF14A) Confidential | For Discussion Purposes Only | 32 32


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Why Such high Pay Given Viacom’s Under Performance ?  Viacom’s Recent Financial Results lag their peers significantly Revenue CAGR (2011-2015) 120% 101% 100% 80% 52% 60% 40% 37% 27% 22% 6% 20% -4% TWX CBS -11% -13% VIAB FOX 0% -20% NFLX DISCA SNI DIS AMC EBITDA CAGR (2011-2015) 185% 160% 135% 113% 85% 58% 24% 35% 10% 0% -4% -7% -12% FOX VIAB CBS DISCA SNI -15% NFLX AMC Note: As of 12/30/2015 Source: Company Fillings (10K); Bloomberg DIS TWX Confidential | For Discussion Purposes Only | 33 33


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Why Such high Pay Given Viacom’s Under Performance ? 5-Year Revenue Trend (In Millions) -11% 14,914.0 5-Year Revenue 13,887.0 13,783.0 13,794.0 13,268.0 2011 2012 Note: As of 12/30/2015 Source: Company filings (10K) 2013 2014 Current/LTM Confidential | For Discussion Purposes Only | 34 34


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Why Such high Pay Given Viacom’s Under Performance ? 5-Year EBITDA Trend (In Millions) 4400 4350 4342 4300 5-Year OCF 4250 4200 4179 4150 0% 4137 4100 4125 4142 5-year EBITDA 4050 4000 2011 Note: As of 12/30/2015 Source: Company filings (10K) 2012 2013 2014 2015 Confidential | For Discussion Purposes Only | 35 35


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Why Such high Pay Given Viacom’s Under Performance ? 5-Year OCF Trend -12% 3,083.0 5-Year OCF 5-Year Revenue 2,644.0 5-year EBITDA 2,597.0 2,498.0 2,313.0 2011 2012 Note: As of 12/30/2015 Source: Company filings (10K) 2013 2014 FY2015 EST Confidential | For Discussion Purposes Only | 36 36


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And A Substantial Part of Dauman’s Compensation is Cash Not Stock Philippe Dauman’s Expected Compensation For 2015-2018 Target Annual PSU's Target Annual PSU's 19% 19% Target Annual Stock Awards Target Annual Stock Awards 19% 19% Target Bonus Target Bonus 52% 52% Base Salary Base Salary 10% 10% Non-Cash Note: As of 12/30/2015 Source: SpringOwl Asset Management LLC Cash Confidential | For Discussion Purposes Only | 37 37


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And A Substantial Part of Dauman’s Compensation is Cash Not Stock 65% of Dauman’s Pay Last Year Was in Cash vs. Stock  That Eases the Pain of the Viacom Share Loss of 46% in the Last Year Misalignment of Pay With Shareholder Performance  If Viacom’s Stock Performance Lands in the Lowest Quartile of The Standard & Poor’s 500 Index According to his Plan Dauman Can Still Reap his Stock Award if Earnings Per Share Growth, Helped by Buybacks, Beats the Average Company in the S&P.1 Dauman’s New Contract Extension Awarded Through 2018 Suggests He Will Be Paid Almost $40m a Year for the Next 4 Years Even if Viacom Continues to Struggle  Total Target Annual CEO Comp for Next 3 Years: $39M  A Minimum of 62% of Pay is Still Expected to be Made to Dauman in Cash1 Source:1.http://www.sec.gov/Archives/edgar/data/1339947/000133994715000009/daumane Confidential | For Discussion Purposes Only | 38 38 mploymentagreemente.html


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Forget Weekend At Bernie’s - For Dauman & Dooley, It’s Been The Last Few Years at Sumner’s  With Sumner Redstone Absent for the Last Few Years, and With Dauman Effectively in Control of his Trust, it’s Been a Perfect Setup for Dauman and Dooley to Keep Paying Themselves Enormous Cash Compensation at the Expense of Shareholders With Weak Accountability in Terms of Their Performance  The Ideal Scenario for Dauman and Dooley is That Sumner Lives Forever (As He’s Promised To Do) and They Keep Raking it in  The Most Disappointing Aspect of all this for Viacom Shareholders is That Weekend at Bernie’s Was a Fox – and Not a Paramount - Picture Image: Google Images Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 39 39


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Sumner Redstone Built A Media Powerhouse; But Shareholders Can’t Have An Absent Chair  The Question of Sumner Redstone’s Succession has Been Hanging Over the Stock for 10 Years  Yet he Refuses to Commit to a Plan or a Timetable, Saying He’ll Never Die  He Has Only Listened to Viacom Earnings Calls Since January 2015; He Didn’t Attend the VIAB or CBS Shareholders’ Meeting in March/May2  He Last Participated on an Earnings “Now I'd like to turn the call over to Viacom's CEO, my great, great friend, the wisest man I have ever known, Philippe Dauman…” 1 Call (To Say Hello and Pass the Call – Sumner Redstone Over To Dauman) in October 20141  It’s Time to Clear Up the Uncertainty That has Been Negatively Impacting the Stock  Redstone Should Step Aside as Chair so That Viacom’s Stock can Get Rid of the Succession Overhang  When do Shareholders Have Recourse From the SEC to Ensure a Controlling Shareholder is Fit to Stay on? Source: 1. Viacom 3Q14 Earnings Call ; 2. http://www.latimes.com/entertainment/envelope/cotown/la-et-ct-sumner-redstone-viacomearnings-call-20150129-story.html ; SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 40 40


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Who’s Behind Sumner Making These Statements?  If Donald Sterling was a Controlling Shareholder of a Public Company and Was Actually Senile, What Could Shareholders do About it under current securities laws?  Is it Possible That a Committee of People Behind Redstone are Putting out Public Statements on his Behalf? As I have always said, I believe strongly in professional management and appropriate corporate governance. Decisions about who will succeed me as chairman of CBS and Viacom will be made by the Boards of the respective companies, and not by any individual. Despite press reports to the contrary, such decisions have not yet been made. After my death, my ownership interest in the companies will be overseen by a group of seven trustees who will make fiduciary decisions based solely on the best interests of the beneficiaries of the trust. Until that time, I will continue to make all such decisions. – Sumner Redstone, May 7, 2015 1 When Sumner Says he “Will Continue To Make All Such Decisions”, What Specific Decisions is he Referring to? Image: Google Images Source: 1. http://www.hollywoodreporter.com/news/sumner-redstone-shoots-down-succession794132 ; SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 41 41


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Who’s Behind Sumner Signing Off On These Decisions? Image: Google Images Source: http://money.cnn.com/2015/11/27/media/sumner-redstone-viacom-cbs-dispute/ Confidential | For Discussion Purposes Only | 42 42


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Philippe Dauman Effectively Controls Viacom After Redstone’s Death  Upon The Death of Redstone, his Interests Will be Overseen by a Group of Seven Trustees Controlling his 80% Interest of National Amusements Which in Turn Controls CBS and Viacom: • Philippe Dauman • David Andelman (CBS Director) • George Abrams (Viacom Director) • Shari Redstone • Tyler Korff (Shari’s Son) • Norman Jacobs (Lawyer For Sumner) • Leonard Lewin (Lawyer For Shari’s Mom)  Therefore, Dauman, Andelman, Abrams, and Jacobs Effectively Control the Trust With Their One Additional Vote (Assuming Jacobs sides with Dauman)  If Andelman, Abrams and Jacobs Agree, it Appears That Dauman is Set to Lead Viacom for Another 40 Years if he Lives as Long as Sumner  Viacom Shareholders Can’t Stand Another Year Under Dauman’s Leadership Image: Google Images Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 43 43


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III. Viacom’s Declining Assets & Creatively Bankrupt Culture


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Bloated Cost Structure Compared To Peers Viacom vs. Peer Group: SG&A/Rev (2015 / LTM) 25% 21% 20% 17% 17% 16% CBS TWX Disney 15% 10% 5% 0% Viacom  Viacom’s SG&A as a % of its Revenue is 4.4 Points Higher Than Time Warner, CBS or Disney • 21.0% vs. 16.6% • At $13.2B of Annualized Revenue, Dropping Viacom’s SG&A Costs to be in Line With Time Warner, CBS, and Disney Would Reduce Annualized Expenses by Over $400M  Dauman Has Said a Recent $786M Restructuring, Which Was Completed by April 1, 2015, Will Only Lead of To a Drop of $250M In Annualized Expenses:1  Therefore, SG&A Costs Will Remain Far Above Peers  In Q2 This Year – After Dauman’s Re-org Was Completed - SG&A Costs Dropped, but Only Because Q2 Revenues Sagged so Much in Comparison to the Prior Year Viacom Still Needs to Reduce Headcount by Another 10% to Bring it in Line With Peers Source: 1. http://adage.com/article/media/viacom-s-dauman-restructuring-save-250million/297513/ ; Company Fillings (10Q); SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 45 45


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Asleep At The Switch In Digital Shift: Helping Power Netflix To Eat Viacom’s Lunch “[Dauman] took a short-term financial gain beginning in 2011 by selling kids TV hits including SpongeBob to Netflix. That now appears to have backfired by encouraging young viewers to abandon Nickelodeon and other ad-supported channels and go online where they can watch shows whenever they want, without ads.”1 46 Source: 1. www.deadline.com/2015/08/viacom‐philippe‐dauman‐heir‐apparent‐1201493629 Confidential | For Discussion Purposes Only | 46


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Asleep At The Switch In Digital Shift: Helping Power Netflix To Eat Viacom’s Lunch “Those ad-free platforms are becoming more appealing as Viacom channels make up for the decline in ratings points by cutting back on programming minutes and packing in additional commercials. By one count, time devoted to ads on BET in primetime was up 15% in Q2 vs the period last year, while MTV and VH1 were up 11%. Nickelodeon’s ad time increased 6% from 7 AM to 7 PM.”1 To date, Viacom has yet to announce a large OTT offering – except for Noggin geared to toddlers – like CBS, Showtime or HBO Source: 1. www.deadline.com/2015/08/viacom‐philippe‐dauman‐heir‐apparent‐ 1201493629 Confidential | For Discussion Purposes Only | 47 47


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Asleep At The Switch In Digital Shift: Suing YouTube Instead of Using YouTube Viacom Brands’ Subscribers On YouTube: Non-Viacom Brands’ Subscribers on YouTube: 4.6M 10.3M 862K 6.4M 548K 2.9M 237K 1.7M 86K 629K Maybe a Reason Viacom Avoids YouTube is Because Dauman Sued YouTube for $1B In 2010 for Copyright Infringement “[Dauman] sued YouTube to force it to take down unauthorized clips from Viacom shows at a time when others (such as Saturday Night Live) recognized the platform’s power to build followings.”1 Note: As of 12/30/2015 Image: Google Images Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 48 48


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Asleep At The Switch In Digital Shift: No Viacom Bets On The Future Like Its Peers Acquired: 2014 Acquired: 2014 Invested: 2015 Acquired: 2014 & & “Where is MTV in the online music The last time that Viacom was involved in revolution?” gaming was when Redstone invested in one executive asks. Midway Games (owner of Mortal Kombat “Where’s Nickelodeon in kids’ gaming? franchise) last decade; he eventually wrote it They should have been there.”1 off Image: Google Images Source: SpringOwl Asset Management LLC; 1. http://deadline.com/2015/08/viacom-philippedauman-heir-apparent-1201493629/ Confidential | For Discussion Purposes Only | 49 49


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Asleep At The Switch In Digital Shift: Redstone Hired Dauman and Dooley in 2006 To Do This On September 6, 2006, the Day After Firing Viacom CEO Tom Freston for Presumably not Buying MySpace: "I would rather . . . tell you that we--Philippe, Tom Dooley and I--will seek out every sensible deal, whether it be in the digital space or otherwise, and we are determined not to let it get out of our hands”…. [Dauman’s & Dooley’s recent private equity investment experience will give them] "important insights that will enable us to better navigate the digital transition and prudently capture the enormous opportunities that are clearly out there.“ – Sumner Redstone. Talking about the digital opportunity in front of them at Viacom [in September 2006], Philippe Dauman told analysts: “We have to be more plugged in.” 1 Yet What Investments or Digital Acquisitions has Viacom Made in The Last 10 Years Since These Empty Promises? Source: 1. http://articles.chicagotribune.com/2006‐09‐06/business/0609060273_1_tom‐ freston‐mtv‐networks‐philippe‐dauman Confidential | For Discussion Purposes Only | 50 50


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Asleep At The Switch In Digital Shift: Botched Vice Investment After Freston was Freston Orchestrated a 50/50 Joint Venture Between Viacom and Vice for VBS.Tv (an Online TV Network of Vice) 1 Viacom put in $3m of Operating Costs in Exchange for the 50% Stake, According to Former MTV Networks Exec Jason Hirschhorn2 Fired, he Helped Vice Buy the Stake Back From Viacom Completely - for the Same $3m That Viacom Had Put in 2006 2007 Had They Kept Their Stake, Viacom’s $3m Investment Would be Worth $2.1B Today Vice Media Raised Major Investors Today in Vice: $500m in 9/2014 and Another $200m 12/2015 at $4.5B Valuation3 VIACOM HAS NO STAKE IN VICE 2015 Source: 1. http://www.forbes.com/forbes/2012/0116/strategies‐tom‐freston‐viacom‐vice‐media‐revenge.html ; 2.  http://www.bloomberg.com/news/articles/2015‐08‐11/viacom‐ceo‐dauman‐loses‐3‐4‐billion‐betting‐on‐his‐own‐ company ; 3. Angel List  Confidential | For Discussion Purposes Only | 51 51


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Asleep At The Switch In Digital Shift: Oops! Vice Is Most Valuable New Media Company In World Valuation ($M) “I want us to be the next MTV, ESPN, and CNN rolled into one” (2013) 1 Vice CEO: Shane Smith $4,500 $2,230 $1,500 $1,460 $1,300 $624 $475 $442 $250 Image: Google Images Source: 1. http://www.ibtimes.com/time-warner-seeks-buy-vice-media-22b-report-1596550 $120 Confidential | For Discussion Purposes Only | 52 52


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A Creatively Bankrupt Culture: Media Networks & Paramount Losing Subscribers & Share Paramount Has Lost Significant Market Share Paramount Revenue Market Share % Paramount Productions In Top 30 Grossing Films List 14% 13% 6 13% 13% 5 12% 4 12% 5 3 11% 11% 3 2 1 11% 10% 0 2013 Source: Statista 2014 2013 2014 Confidential | For Discussion Purposes Only | 53 53


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A Creatively Bankrupt Culture: Media Networks & Paramount Losing Subscribers & Share  Viacom’s Media Networks Increasingly Seen by Cable Operators as Not “Must Have” • Small Operators Focusing on Providing Broadband (and Voice) Relationships • To Compound this Problem, None of Viacom’s Networks are on Sling TV’s Lineup or Verizon’s Custom TV’s Base Package • Viacom Could be Facing The Loss of Cablevision (Now Owned by Altice Which Owns Suddenlink) and DISH Have Not Renewed Contracts With Viacom Since 2014: In 2014, Viacom Was Dropped By 60 Rural Cable Operators2  730 Thousand Subscribers (2015)  1.43 Million Subscribers (2014)  Since Suddenlink Dropped  Since Cable One Dropped Viacom, Estimated 2.9% Viacom, Estimated 3% Incremental Defection of Defection of Subscribers1 Subscribers1 Image: Google Images Source: 1. http://www.fiercecable.com/story/will-dish-and-others-join-suddenlink-and-cable-onedropping-viacom-one-firm/2015-08-20 ; 2. http://www.wsj.com/articles/viacom-60-cable-firmspart-ways-in-rural-u-s-1403048557 60 CABLE OPERATORS Confidential | For Discussion Purposes Only | 54 54


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A Creatively Bankrupt Culture: Media Networks’ Ratings Have Aggressively Declined Viacom Media Networks Viewership in 2015 (Year-Over-Year) MTV Comedy Central Nick at Nite Spike BET VH1 TV Land 0% -5% -5% -10% -11% -15% -14% -16% -20% -21% -25% -24% -26% -30% Source: Nielsen Confidential | For Discussion Purposes Only | 55 55


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A Creatively Bankrupt Culture: Viacom Is No Longer An Industry Leader Top 10 Basic-Cable Networks 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. ESPN Fox News USA TBS Disney TNT Discovery HGTV History AMC 2.12 -7% 1.84 +3% 1.80 -16% 1.79 -1% 1.72 -10% 1.71 -14% 1.55 +11% 1.50 +11% 1.49 -19% 1.38 +4% Top Cable Series 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. The Walking Dead (AMC) Fear Walking Dead (AMC) Game of Thrones (HBO) Amer. Horror Story (FX) Rizzoli & Isles (TNT) Better Call Saul (AMC) Into the Badlands (AMC) Talking Dead (AMC) Major Crimes (TNT) Gold Rush (Discovery) 19.5 11.8 9.5 6.7 6.6 6.5 6.5 6.1 5.9 5.7 Viacom Networks Are Not Currently On The List; Will They Be There In a Few Years? Source: Nielsen Viewership, in millions from 12/29/14 to 12/20/15, including 7-day DVR-delayed viewing Confidential | For Discussion Purposes Only | 56 56


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A Creatively Bankrupt Culture: New Daily Show Ratings Declines Should Terrify Viacom Investors The New Daily Show’s Ratings Under Host Trevor Noah are in For the Last Few Months 1:  According to Nielsen, the Show has Managed to Turn Off a Full 37% of his Predecessor’s Viewers  Trevor Noah is Down 32% in the all Important 18-49 Viewing Demo  Among Men 18-49, Noah Lost 42% of Last Year’s Viewers (577K Viewers To Trevor Noah 332K Viewers) in the First Week  Viacom Specifically Chose the 31 Year Old Noah Thinking That his Youth Would Attract Millennial Viewers; After 1 Week’s Worth of Data, That “I couldn’t be happier” 1 Assumption Appears Wrong.  It’s a Shame the Still Young Jon Stewart Could Not Be Convinced by Michele Ganeless Comedy Central President Viacom to Stay on Confidential | For Discussion Purposes Only | 57 57 Image: Google Images Source:1.http://www.thewrap.com/trevor-noah-first-month-daily-show-comedy-central-michele-ganeless-digital-tv-ratings-twitter/


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A Creatively Bankrupt Culture: Declining Ad Growth Ahead Of Peers  Viacom has been trailing the industry in ad growth for 5 years now  Ad sales are down 7% in the most recent quarter1 2012-2017E Media Networks Net Advertising Revenue (In Millions)2 1400 1200 1000 Nickelodeon: -23% 800 600 MTV: -27% 400 Comedy Central: -23% Spike: -22% 200 0 2012 2013 MTV 2014 Spike Source:1. Company Fillings (10Q); 2. Bloomberg 2015E Nickelodeon 2016E 2017E Comedy Central Confidential | For Discussion Purposes Only | 58 58


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A Creatively Bankrupt Culture: Dauman Claims Viacom’s Low Ratings Must Be Wrong  Over the Last Few Years, Dauman has Been Trying to Convince Investors and Advertisers That his Nielsen Ratings are Inaccurate by Creating New Metrics to Follow  So Far, the Response From Advertisers and Wall Street has Been Deep Skepticism  Maybe It’s Because They’ve Heard Him Say this Before September 2012: Mr. Dauman Says Nickelodeon’s Ratings Decline is Partly A Result of Changes at Nielsen and That he Expects the Situation to Turn Around. “We’re going to have about 50 percent more original programming than the same quarter last year and a lot of great new shows,” he says, “so I think you’ll will see improvement in the very short term.”1 Confidential | For Discussion Purposes Only | 59 59 Image: Google Images Source: 1. http://www.nytimes.com/2012/09/23/business/media/philippe-dauman-the-man-who-would-be-redstone.html?_r=0


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A Creatively Bankrupt Culture: Dauman Claims Viacom’s Low Ratings Must Be Wrong In Q4 2011, Dauman Said That a 3rd Party Set Top Box Was Picking Up Different Ratings’ Data Than Nielsen Was for Nickelodeon. He Claimed Then That They Were Working on Proving That Theory That Nick’s Ratings Weren’t Down as Much as Reported: On Nickelodeon, you mentioned third party set top box data showing something different than the drop that Nielsen is showing. Can you just give us a sense of whether that third party set top box data is showing Nickelodeon ratings flat or up or just not declined as much as Nielsen? I'm just sort of curious relative to the 15% to 20% decline that Nielsen is showing.1 Question Because we're working very closely with Nielsen and MRC, I don't want to go into too much detail, but let's just say that we wouldn't have had to have any conversation with either of them based on the set top box data that they are examining. That's the reason everybody believes there's an anomaly1 Answer Source: 1. 4Q11 Earnings Conference Call Confidential | For Discussion Purposes Only | 60 60


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A Creatively Bankrupt Culture: Viacom Has Said Ad Sales Are Just About To Improve – For 5 Years In Q1 2015, Viacom’s Ad Sales Fell 5% From the Year Ago Period  Dauman Was Asked in April on the Earnings Call About How Q2 Ad Sales Would do  Dauman Said That he Believed the June Period Ad Sales Could Deliver “A Comparable Performance” to the First Three Months of this Year  Q2 Sales Actually Fell 9%1 According To Derek Baine, a Senior Analyst at SNL Kagan, in Q2 2010, Cable Outlets Owned by Others Including Comcast, Discovery, Scripps, Cablevision and Time Warner Saw Ad Revenue Increase 13% To 21%, While Those Owned By Viacom's Grew Only 4%, as Such, The Viacom Channels Were "Trailing The Industry," He Added.  In Response: “Viacom executives indicated in a recent conference call with investors that they were ‘encouraged’ by ad-sales momentum in the third quarter, thanks to new programs on MTV and Comedy Central.”2 As the French Say: “PLUS ÇA CHANGE, PLUS C'EST LA MÊME CHOSE” After a CEO is Consistently Unable to Predict the Future, Why Believe Him? Source: 1. Company Fillings (10Q); 2. http://adage.com/article/media/spike-s-supersized-ad-breaks-buck-tv-s-clutter-busting-trend/14 5853/ Confidential | For Discussion Purposes Only | 61 61


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A Creatively Bankrupt Culture: Viacom Pioneered Ad Stuffing Back In 2010 What do you do when Ad Growth Stalls? At Spike, They Started Stuffing More Ads Into Their Shows as Early as 2010: “Spike TV has turned the venerable commercial break into a commercial marathon. During certain broadcasts of "Entourage," the Viacom cable channel has quietly run ad breaks ranging anywhere from six minutes in length to something approaching an eyebrow-raising 10 minutes in total. In some cases, the ad breaks are longer than segments of the show, episodes of which have in recent weeks taken as long as 48 minutes to run.” Source: http://adage.com/article/media/spike-s-supersized-ad-breaks-buck-tv-s-clutter-busting-trend/14 5853/ Confidential | For Discussion Purposes Only | 62 62


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A Creatively Bankrupt Culture: Viacom’s CEO Message – Milk Existing Hits, Don’t Create New Ones “He ran the sprockets off of established hits when he should have invested more to develop fresh content and franchises. At one point SpongeBob SquarePants represented 40% of Nickelodeon’s airtime.”1 “The company stuck with inexpensive reality TV productions after their novelty began to wear off. Viacom “built franchises that lasted a decade — such as SpongeBob, Dora The Explorer and Jon Stewart — but hasn’t reinvested for the 21st century,” says one executive who knows the company well. “It’s jawdropping.””2 Image: Google Images Source: 1. http://deadline.com/2015/08/viacom-philippe-dauman-heir-apparent-1201493629/ 2. http://deadline.com/2015/08/viacom-philippe-dauman-heir-apparent-1201493629 Confidential | For Discussion Purposes Only | 63 63


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A Creatively Bankrupt Culture: Viacom’s CEO Message – Milk Existing Hits, Don’t Create New Ones In an Early Meeting With Comedy Central, Mr. Dauman asked: Why the channel needed both “The Daily Show With Jon Stewart” and “The Colbert Report,” according to a person briefed on the meeting.”1 Dauman Got Double His Wish With Both Hosts Decamping Viacom Last Year Images: Google Images Source: 1. http://www.nytimes.com/2012/09/23/business/media/philippe-dauman-the-man-who-would-be -redstone.html Confidential | For Discussion Purposes Only | 64 64


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A Creatively Bankrupt Culture: Viacom’s CEO Message – Milk Existing Hits, Don’t Create New Ones “The investor-focused approach keeps Wall Street bullish on Viacom but raises questions about whether creative executives feel comfortable throwing audacious ideas against the wall…. “You have people who are fearful of their jobs and their livelihood, and the chances of someone taking a chance in that scenario are very small,” Mr. Juenger, the analyst, says. Or, as a media executive close to Viacom puts it: “The sense over there is, ‘I like the private plane and I don’t want to get fired.’ “1 Images: Google Images Source: 1. http://www.nytimes.com/2012/09/23/business/media/philippe-dauman-the-man-who-would-be redstone html Confidential | For Discussion Purposes Only | 65 65


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A Creatively Bankrupt Culture: Coincidence That All Cool Viacom Shows Were Developed Before Dauman Started? First aired: 09/84 First aired: 03/97 First aired: 11/89 First aired: 05/92 First aired: 08/97 First aired: 04/00 First aired: 03/93 First aired: 10/05 First aired: 07/96 First aired: 05/06 Dauman’s Start Date As Viacom CEO: September 2006 Images: Google Images Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 66 66


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A Creatively Bankrupt Culture: Viacom Tentpole Award Shows Got Slimed Dramatic Drop in Popularity of the VMAs and Kids’ Choice Awards  MTV VMA Ratings Down 40% Y/Y this Year and 18% the Prior Year1  Some Speculate this will this be the Last Year for the Expensive Award Show2  Nick’s Kids’ Choice Ratings Were Down 28% Y/Y3  While the Grammys Have Flat Viewership in the Last 5 Years and the Oscars Have Seen a 10% Drop, the VMA’s are Down 55% and Kids Choice Awards are Down 50% A Viacom Investor VMAS & KCA Total Viewers (2010-2015) Oscars & Grammys Total Viewers (2010-2015) 41M Down 53% on Avg. 11M 37M Down 5% on Avg. 8M 5M 25M 25M 4M 2010 2011 VMAS 2012 2013 2014 Kids Choice Awards 2015 2010 2011 2012 Oscars 2013 2014 2015 Grammys Source: Confidential | For Discussion Purposes Only | 67 67 1. http://www.billboard.com/articles/news/6685050/2015-vmas-ratings-drop-miley-cyrus 2. http://www.billboard.com/articles/events/vma/6678718/vmas-shutting-down-rumors-2015; 3. http://headlineplanet.com/home/2015/03/31/ratings-nickelodeons-kids-choice-awards-show-falls-sharply-this-year/


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A Creatively Bankrupt Culture: Departing Viacom Executives Leaving A Sinking Ship Judy McGrath Van Toffler Susanne Daniels Head Of MTV Networks President of Viacom Media Programming President of MTV Resigned as Head of MTV Networks in 2011 to Join Amazon’s Board Departed the Company in April ,2015 and Launched a Content and Acquisition Company Named Below the Radar Departed the Company in Summer 2015 to Join YouTube in a Newly Created Position Leading the Platform’s Original Content Efforts Images: Google Images Source: SpringOwl Asset Management LLC Stephen Friedman President of MTV Departed the Company in September 2015 to Join Pro-social Campaign Work Confidential | For Discussion Purposes Only | 68 68


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Uncertain Future With DISH Network Shalini Ramachandran The Wall Street Journal There's a lot of interest around Viacom in your upcoming contract renewal. How are those talks going, and is there a chance the two sides decide to part ways? Viacom has been a long-term partner, so it'd take a lot for us not to do a deal with them, but they have to be realistic that their ratings have deteriorated over the last three years or four years in some cases in a material way... my challenge to our team is look for every reason that you can do a deal with Viacom. And we're not really looking at the – internally, we're not looking at the alternative of not doing a deal with them. It's just that we know what your measurement is; we know within our consumer base, what people watch and place a value on. We know there's alternatives for their product today that weren't there three years ago or four years ago. You can get kids programming on YouTube and Netflix and it's quite good, and some of it's even Viacom product. So the world has changed a little bit, but on the other hand, they have great content. They still are a big part of what we have done, and they've helped us. I think we are a pretty loyal company. They've helped us be successful, so it Charles William Ergen - Executive Chairman, President & CEO would take a lot for us to not do a deal, but those things can happen Source: 1 http://seekingalpha.com/article/3669026-dish-network-dish-charles-william-ergen-on-q3-2015results-earnings-call-transcript?part=single Confidential | For Discussion Purposes Only | 69 69


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Leveraged Overpaying for Stock Buybacks  Viacom has Spent $15.2B in the Last 5 Years on  Buybacks at an Average Cost of $60.621 Over Same Period, Disney Has Spent $24.1B On Buybacks and Time Warner has Spent $21.2B On  For all That Money, Viacom’s Stock is up 3% Over Those Buybacks 1  Disney’s Stock is up 184% Over the Last 5 Years  5 Years vs. 64% for the S&P 500 Time Warner’s Stock is up 100% Over the Last 5 Years Total Buybacks Year Shares Value AVG Price ($) 2011 2012 2013 2014 Total 19,679,000 14,149,000 33,675,000 899,954,000 700,054,000 2,699,984,001 849,965,000 $ 5,149,957,002 46.5 49.6 77.7 82.3 64.0 10,420,000 $ 77,923,000 Current VIAB Stock (12//2015) Value Destruction Per Share Total Value Destruction $ Jason Hirschhorn, Former Chief Digital Officer of Viacom’s MTV Unit in MediaREDEF (22.62) ($1.8B) 41.38 “What exactly are they doing to embrace the rapidly changing habits of youth culture…. Buybacks? Without a plan just buybacks at a loss.”2 Source: 1. Bloomberg; Data: Company Fillings (10Q); 2. http://www.bloomberg.com/news/articles/2015-08-11/viacom-ceo-dauman-loses-3-4-billionbetting-on-his-own-company Confidential | For Discussion Purposes Only | 70 70


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Did Buybacks Help Strengthen Viacom or Hollow It Out? “We cannot stop thinking about the remarkable similarities between the story of Eastman Kodak and our view of Viacom. Basically two examples of oncedominant companies where the product that provides the majority of their Todd Juenger profits (film; linear TV networks) is made obsolete by a digital world. Senior Analyst, U.S Media Sanford C. Bernstein Consumers are taking more photos than ever, and watching more video than ever—but using different underlying technologies with radically different economics and value chain structures.”1 Image: Google Images Source:1.http://www.broadcastingcable.com/blog/currency/viacom‐not‐pretty‐picture‐analyst ‐says/142716 Confidential | For Discussion Purposes Only | 71 71


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Did Buybacks Help Strengthen Viacom or Hollow It Out? Since January 2011, Viacom Spent: For $14.5 billion, They Could Now Own Some Combination of: $14.5 billion on Share Buybacks OR Instead of Buying Over‐priced Shares Had They Taken That Different Course, the in Their Structurally Challenged Share Price May Never Have Reached $88 in Assets, They Could Have Remodeled 2014, but we Suspect it Would be Much More Their Company to Better Withstand Promising for 2017 and the Future. Beyond.”1 Image: Google Images Source:1.http://www.broadcastingcable.com/blog/currency/viacom‐not‐pretty‐pictu re‐analyst‐says/142716 Confidential | For Discussion Purposes Only | 72 72


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Too Bad Viacom Doesn't Have Lower Leverage Now To Do Buybacks: Total Debt/EBITDA 4.5 4.0x 4 3.5 3.0x 3.0x 2.8x 3 2.8x CBS TWX 2.5 2 1.5 1 0.5 0 AMC Note: As of 12/30/2015 Source: Bloomberg  VIAB FOX Confidential | For Discussion Purposes Only | 73 73


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Too Bad Viacom Doesn’t Have Lower Leverage Now To Do Buybacks  Because Viacom Misallocated Capital Before, They Have Fewer Bullets in the Chamber Now to Buy Back Stock at These More Attractive Levels  Viacom Suspended Buybacks Earlier this Year But Plans on Resuming Them in 2016  How Much Can Viacom Buy Back Without Risking its BBB Credit Rating, Which Dauman Pledged on the August Earnings Call Not to Jeopardize?  Meanwhile, Disney in September 2015 Went in to the Market and Bought Back $2.4B of its Own Stock on the Recent Pullback1  Viacom Cannot Act as Opportunistically Source: 1. http://money.cnn.com/2015/09/11/investing/disney‐bought‐stock‐media‐ espn‐star‐wars/ ; SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 74 74


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When Media Boards Bring On Strong Independent Directors, It Benefits The Stock Fox Recently Nominated ValueAct’s Jeff Ubben to Their Board on September 30th, 2015: "Jeff will bring to our board a great perspective as a global investor and a shared belief in building long-term value for shareholders," Executive Co-Chairmen Rupert Murdoch and Lachlan Murdoch stated. 1 The Market Responded the Day of the News by Boosting Fox Shares 4.6% on a Day Where the S&P 500 Was up 2.3% Image: Google Finance Source: 1. http://www.businesswire.com/news/home/20150929006037/en/21st‐Century‐Fox‐ Nominates‐Jeffrey‐W.‐Ubben ; SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 75 75


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How Many Photo Ops Does It Take To Cut A Stock In Half? Images: Getty Images & Google Images Confidential | For Discussion Purposes Only | 76 76


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IV. Proposed Plan For Revitalizing Viacom’s Culture & Its Share Price


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Viacom Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Strengths:  Weaknesses  Controlling Shareholder The U.S.  Big Cable Networks in  Opportunities  Perceived poor Change in Management Threats  Continued Advertising and Board Decline To Media Sector Management Locked in, High Margin  International Growth and Nick/ MTV/CC Specifically Cash Flows for Next Few  Missed Move To Digital  Renewal of Carriage Deals Years Despite Recent  MTV & Nick Hurt by  Clarity on Controlling  No Renewal with DISH Shareholder  Ratings Declines  General Economic Market Concerns Over Future of Big Media  SVOD Growth Disproportionately  Digital Growth/Investment Had No TV Production  Merger With an AMC to Paramount still a major  Slowdown  studio  Help Strengthen Creativity Strong International Had to Build from and Management Talent Back Many Shares Assets  Company post-split – Scratch Alibaba Pictures or Without Threatening Smaller Size of Amazon Investment in Credit Rating Paramount to Peers Paramount Lowest of Peers Trough  Multiple – Ability to Move Up Considerably Relative to Peers on Good Events  Over-Levered To Buyback of Shares   Not Possible To Buy Hit New Shows Can Have Dramatic Impact earlier at Inflated Prices Confidential | For Discussion Purposes Only | 78 78


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Proposed Plan For Revitalizing Viacom’s Culture & Stock Price  Step 1: Sumner Redstone to Step Down As Chair  Step 2: Refreshed Board and new Active Chairman  Step 3: New Viacom Leadership  Step 4: Explore Alibaba Pictures/Amazon Investment Into Paramount  Step 5: Explore AMC Asset Merger  Step 6: Conduct a Strategic Assessment of Assets  Step 7: Massive Operating Expense Reduction  Step 8: Spearhead New Push Into Digital / OTT  Step 9: New Hit Shows Coming From Transformed Creative Culture at Company Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 79 79


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Step 1: New Viacom Chair  It’s Time For a New Chair to Lead Viacom  Sumner Redstone Should Step Down As He’s Been An Absent Chair for too Long  His Replacement Should be a Strong Independent Voice Qualified With a Strong Background in Both Media and Digital/Technology  The Difference Between CBS and an average of Disney and Time Warner is the Difference Between Companies With Good Management and Ones With No Controlling Shareholder  CBS’ EV/EBITDA Multiple is 10.0x vs. a Disney/Time Warner average of 9.7x  The Potential Re-rate for Removing the Controlling Shareholder as Chair – Applied to Viacom’s EBITDA Stream Could be an Additional $2.5B in Market Cap or Approximately $7/Share If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares may trade at between $65-95.90/share or up to 135% above current levels. Note: 1. As of 12/30/2015 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 80 80


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Step 2: Refreshed Board With Deep Digital / Technology and Media Experience  We Strongly Urge All Viacom Directors With Withhold Recommendations From ISS Last Year to Immediately Step Down  We Would Also Like to See New Directors Who Have Deep and Relevant Experience in Both the Media Worlds as Well As in the Digital and Technology Worlds  We Want to See Directors on this Board Who Actually Understand OTT and Where the World has Already Moved to  The Directors Must Be Strong Independent Thinkers and not Beholden to Anyone from years of serving on the Viacom board  Viacom should also have shareholders with relevant experience on its board. Mario Gabelli has shown himself to have several strong ideas on how to best create value at the company. A shareholder perspective should be part of all board discussions If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares may trade at between $65-95.90/share or up to 135% above current levels. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 81 81


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Step 3: New Viacom Leadership At The Top  We Believe That in Order to Allow a Creative Culture to Sprout at Viacom Again, it Requires a New CEO  There Must Be a Break From the Past Lost Decade of Overpaying for Underperformance  Nothing Truly Will Happen to the Viacom Stock Price Until New Leadership Creates a String of New Hit Programming That Will Support Strong Affiliate Revenues and Ad Revenues  The Difference Between Viacom and CBS is The Difference Between Good and Bad Management With the Same Controlling Shareholder in Place  Viacom’s EV/EBITDA Multiple is 6.8x vs. CBS’ of 10.0x  The Potential Re-rate for “Good” Viacom Management Could be $13.2B in Market Cap or Approximately $38/Share If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares may trade at between $65-95.90/share or up to 135% above current levels. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 82 82


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Step 4: Explore Alibaba Pictures or Amazon Investment Into Paramount  Mario Gabelli Recently Suggested this Idea: “If Alibaba is going to be serious about getting into the entertainment industry, Viacom should sell Jack Ma a piece of Paramount… Jack Ma has a great understanding of the Chinese movie market.”1  Paramount’s Only Major Hit of 2015:  Jack Ma just bought Youku in Order to Have a Netflixlike Service Across China; He Needs Content  Produced in Association With Alibaba Pictures Combining Forces With Alibaba Pictures Could Give Paramount a Unique Story for Filmmakers Over the Next 20 Years on How Their Films will get Promoted in Highest Grossing 2D Film Ever in China1 China  Amazon is building its own studio in Hollywood and just released a Spike Lee film Confidential | For Discussion Purposes Only | 83 83 Image: Google Images Source: 1. http://www.hollywoodreporter.com/news/major-viacom-shareholder-wants-alibaba-845579


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Step 5: Explore AMC Asset Merger  Again, 10% Class A Shareholder Mario Gabelli Recently Suggested this Idea: “It would be opportunistic to build up their creative content… Distribution is important, but content is king.”1  We Find Enormous Merit to this Idea; a Combination With AMC Networks is Particularly Interesting From Several Perspectives: 1. AMC is a Small but Successful Independent Set of Channels Which Complement Viacom’s Media Networks’ Offering and can achieve Greater Scale Domestically and Internationally as Part of Viacom. At the moment, Sapan is trying to negotiate higher affiliate revenue deals and meeting resistance. Scale would help. 2. Josh Sapan has Been an Exceptionally Strong CEO at AMC Since 1995, Leading a Pipeline of Creative Hits Over Many Years and Cycles 3. Sapan Could be Part of the Solution to Viacom’s Creative and Digital 10 Year Paucity Of Innovation Confidential | For Discussion Purposes Only | 84 84 Image: Google Images Source: 1. http://www.hollywoodreporter.com/news/major-viacom-shareholder-wants-alibaba-845579


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Step 6: Conduct a Strategic Assessment Of Viacom Assets  How Can We Accentuate the Strengths we Have With the International Assets?  Look to Divest Spectrum  Strategic Reassessment – Which Aspects of Viacom Might Make More Sense Under Different Ownership?  Paramount is Building its Own TV Production Unit From Scratch, After it Went to CBS in the 2006 Split    Should Paramount Acquire Another Studio Like Lionsgate and do an inversion? Should Paramount be Sold? What’s The Real Value of the Domestic and International Media Networks Businesses?  What are Most Undervalued?  Which Might be Best Swapped for Other Assets? Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 85 85


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Step 7: Massive Operating Expense Reduction Current State: SG&A Expenses as a % Of Revenues: What We Propose: Dropping SG&A Would Save Viacom Annually: Applying A Time Warner 9.7x Multiple Would Represent Additional Market Cap Of: 21% 16% Viacom $400M $11.50/share Peer Group If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares could trade at between $65-95.90/share, or up to 70% above current levels. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 86 86


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Step 8: New Push Intro Digital / OTT  We Assume Even a Modest Push Into Launching OTT Channels (Beyond Noggin Aimed At Pre-schoolers for $5.99 A Month) Will Result in Additional Market Cap for Viacom of at Least $600 Million or $1.50 a Share  NBC Universal has Recently Launched Seeso – A Comedy SVOD – for $3.99 a Month  Whalerock Industries – Led by Lloyd Braun– Which Recently Handled the Kardashian Apps, Offers a Model for What the New Kind of Digital MTV Should Look Like  Why Can’t Viacom Offer a String of SVOD Services / Apps for its Audience?  Viacom Totally Missed Out on the Vice Media Opportunity That Fell Into and Then Out of Their Laps; the Only Thing You Can do Now is Find The Next One Out There to Back to Utilize Media Networks’ Strengths in TV (Where, Ironically, All the Digital People Want to Be) Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 87 87


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Step 9: New Hit Shows Coming From A Transformed Creative Culture At The Company  What we Haven’t Factored Into a Future Share Price for Viacom is the Potential Value of New Hit Shows That get Developed in the Future Thanks to a New Creative Culture  What’s “The Walking Dead” Worth to AMC? A “Homeland” to Showtime? A “Game of Thrones” to HBO? Or a “Daily Show With Jon Stewart” vs. Trevor Noah to Viacom?  How Much in Additional Affiliate Revenue Fees, Increased Advertising, and Better Future Deals With Cable/Satellite Operators do New Hits Mean to Viacom’s Stock Price?  Since June 2011, AMC Networks’ Stock is up 118% the Dow Jones Average Being up 41% and Viacom Being Down 21%  AMC Shows the Model of How Consistent Development of Several Hit Shows can be Transformative to the Value of a Cable Network Business Even in the Face of Cord-Cutting Fears If all aspects of our value creation plan are implemented by the company, we believe that Viacom’s common shares could trade at between $65-95.90/share, or up to 135% above current levels. Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 88 88


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Viacom May Have Meaningful Upside From Current Levels $11.50 $1.50 Operation Expense Reduction Push Into OTT $3.00 $95.90 $38.00 $7.00 $40.90 Current New Chair New CEO Potential Potential Total Implementation Value Costs Note: For Illustrative Purposes Only Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 89 89


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V. Appendices Viacom Management & Board Composition Viacom Shareholder Base Viacom Peers


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Sum Of The Parts Valuation Method Note: As of January 2016 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 91 91


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Notes On Sum Of The Parts Valuation Method Notes: 1. Two days after Jefferies report of 9/15/15, Altice announced its purchase of CVC. Altrice, the owner of Suddenlik, did not extend its VIAB agreement significantly which increases the risk of CVC not renewing its VIAB agreement, Jefferies itemizes the financial impact of a loss of DISH distribution of VIAB networks. DISH is under extensive pricing pressures and we include a probability of a loss of the DISH network. 2. Assuming under different sale scenarios that corporate overhead would reduce from 100% down to 50% 3. Assume any sale of a division or whole company would be to a public company in which VIAB would take stock without incurring tax 4. More information is needed on Studio and International Ventures to make a real assessment Risks: 1. A strategic sale of the Control Stock only. A strategic buyer would purchase Sumner’s control stock at a premium to gain control of VIAB; without buying nay minority shares Note: As of January 2016 Source: SpringOwl Asset Management LLC Confidential | For Discussion Purposes Only | 92 92


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Corporate Governance Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 93 93


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Board Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 94 94


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Board Compensation Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 95 95


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Executive Compensation Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 96 96


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Class A Common Stock Ownership Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 97 97


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Class B Common Stock Ownership Profile Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 98 98


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ISS Peer Groups Source: ISS Report (03/16/15) Confidential | For Discussion Purposes Only | 99 99


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