slides.htm

Citi 7th Annual Small/Mid Cap &
Deutsche Bank Media

November 16 & 17, 2010

Safe Harbor

This presentation and management’s public commentary contain certain forward-looking statements
that are subject to risks and uncertainties. These statements are based on management’s current
knowledge and estimates of factors affecting the Company’s operations. Statements in this presentation
that are forward-looking include, but are not limited to, the statements regarding broadcast and
publishing advertising revenues, as well as any guidance related to the Company’s financial
performance.

Actual results may differ materially from those currently anticipated. Factors that could adversely affect
future results include, but are not limited to, downturns in national and/or local economies; a softening of
the domestic advertising market; world, national, or local events that could disrupt broadcast television;
increased consolidation among major advertisers or other events depressing the level of advertising
spending; the unexpected loss or insolvency of one or more major clients; the integration of acquired
businesses; changes in consumer reading, purchasing and/or television viewing patterns; increases in
paper, postage, printing, or syndicated programming costs; changes in television network affiliation
agreements; technological developments affecting products or the methods of distribution; changes in
government regulations affecting the Company’s industries; unexpected changes in interest rates; and
the consequences of any acquisitions and/or dispositions. The Company undertakes no obligation to
update any forward-looking statement, whether as a result of new information, future events, or
otherwise.

Broad Media and Marketing Footprint

National
Media Brands

Meredith
Integrated
Marketing

Local Media
Brands

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Strengthening Advertising Revenue Performance

Change from prior year period

Source: Meredith, calendar year quarters

* = Estimate

Up low
double
digits

Calendar 2009

Calendar 2010

Delivering Record Political Ad Revenue

Net Political Revenue for Season (July-December)

$14.1

$20.3

$18.4

$32.6

$22.9

$33.2

Calendar years

Delivering National Market Share Gains Over Time

Meredith Share of Magazine Industry Advertising Revenues

9.3%

9.5%

12.3%

Source= Publishers Information Bureau

Fiscal years ended June 30

Summary: Current Ad Environment Improving

Magazines:

• Modest advertising gains

• Achieving higher rates per advertising page

• Online advertising up strongly

Television:

• Delivering strong top-line growth

• Political advertising season set record

• Automotive rebounding strongly, but other categories also up

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Building the National Media Business of the Future

Brand Strength

Revenue Growth

Cost and Expense
Containment

Next Generation
Operating Model

• Magazine readership up

• Digital audience growing

• Delivering higher net revenues per page

• Integrated marketing, brand licensing growing

• Q1 FY11 costs down 2 percent year over year

• Q1 FY11 costs down 14 percent over two years

• Optimized Special Interest Media business

• Moving consumer marketing activities online

Building the Local Media Business of the Future

Brand Strength

Revenue Growth

Cost and Expense
Containment

Next Generation
Operating Model

• Delivering strong TV news ratings

• Better daily show in 80 markets (4 of Top 5)

• Q1 FY11 spot ad revenue up 27 percent

• Increasing online and mobile activities

• Automated newsrooms

• Q1 FY11 costs down 1 percent over 2 years

• Centralized master control, traffic & research

• Creating 24-hour continuous news platform

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Meredith Interactive Overview

National Media Group

Local Media Group

Total: 25 websites

Total: 30 websites + apps

The Web Has Grown Our Total Audience

Average Monthly Unique Visitors to all Meredith websites

27% CAGR

Source: Meredith; $ in millions

Fiscal years ended June 30

Now We’re Expanding to the Mobile Platform

• Completed Hyperfactory acquisition:

– Mobile content and marketing specialist

– Working on additional B2B and B2C initiatives

• Business to Business:

– Developing mobile apps, web sites and
marketing campaigns for corporate clients

• Business to Consumer:

− Launched mobile versions of our key brands

− TV stations offer multiple apps

− Working with Next Issue Media on eTablets

• Deeper and richer brand experience

• Features additional content, videos and slideshows

• Multiple revenue streams:

- Subscriptions, single copy sales and bundles

- Advertising

Full eTablet Editions to Launch in Spring 2011

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Better Homes and Gardens I It’s Where Life Happens

Better Homes and Gardens 360º Approach

Better Homes and Gardens I It’s Where Life Happens

Better Homes and Gardens Products at Retail

Growing Revenues from Brand Licensing

$ in millions

Fiscal years ended June 30

28% CAGR

1
3

Parents & American Baby: The Next Megabrand

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Database

Mobile

Digital

Word of
mouth

Healthcare

Strong Integrated Marketing Capabilities

Custom Publishing

100%

Custom Publishing

49%

CRM/
Digital

51%

Strong Revenue Growth and Diversification

Fiscal 2005

Fiscal 2010

Case Study: Nestlé/Gerber

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies

Track Record of Dividend Increases

12% CAGR

Calendar years

200

Stock Option Exercises

$2,000

Utilization of Cash

200

Net Debt

300

Capital Expenditures

600

Acquisitions, Net of Dispositions

$2,000

Available Cash

$1,800

Operating Cash Flow

300

Dividends

$ in millions

$600

Share Repurchases

$900

SUBTOTAL

Use of Cash: Fiscal 2001 through 2010

	October 2010E	November 2010E
Total Company ad revenue	Up low double digits	Up low double digits
Total National Media ad revenue	Up low to mid single digits	Up low to mid single digits
Local Media net political ad revenue	$15-18M	$21.6M
Local Media non-political ad revenue	Up low to mid single digits*	Flat to up low single digits
Total Local Media ad revenue	Up low 20%’s	Up low 20%’s

Fiscal 2011 Second Quarter and Full Year Outlook

*Depending on the strength of political advertising and its related impact on total advertising

inventory, non-political pacings may moderate as the quarter progresses

Second quarter earnings per share	$0.75 to $0.80	$0.75 to $0.80
Full year earnings per share	$2.50 to $2.75	$2.50 to $2.75

1. Exploit the economic recovery

2. Optimize our core businesses

3. Expand our digital businesses

4. Enhance and extend key brands

5. Significantly grow Meredith Integrated Marketing

6. Build shareholder value over time

Vision 2013 Growth Strategies