Company Presentation

1. July 2008 Company Presentation

2. Our new management team Michael Greenlees, CEO Nick Manning, COO Paul Gladman, CIO Andy Beach, CFO

3. Overview Overall performance in line with revised expectations Total revenue for the year to 30 April 2008 up 8% to £17.2 million Underlying operating profit was £2.0 million, down 10% on the previous year (+27% discounting one-off ‘development’ revenue) Cash generative - net debt fell from £3.0 to £2.1 million Focused on: Introducing greater financial discipline, Eliminating our dependency on ‘one-off’ projects, and Returning to our core strengths by rebuilding a strong recurring revenue stream 3

4. Financial Highlights Andrew Beach CFO

5. Revenue

6. Gross Margin

7. Underlying Operating Profit

8. Profit Before Tax & EPS

9. Debt and Debtors

10. How things will look going forward…

11. Strategic Review Michael Greenlees CEO 11

12. What do we do? Media Monitoring: Monitors advertising spend and appearance across all media Delivers essential data and insights direct to the desktop via a powerful technology platform refreshed in near real-time Media Consulting: Measures media value and Evaluates media buys and sets performance benchmarks for 65% of UK advertisers Marketing Sciences: Measures marketing effectiveness by establishing relationships between activity and market effect Measures return on marketing investment - from trade promotional investment to media spend Reputation Monitoring: Provides editorial services to PR professionals PublisherServices: Provides electronic vouching to the publisher community 12

13. Sources of revenue 2007/8 89% recurring revenues 98% group renewal rate 13

14. We have reviewed every aspect of our business: Strategic Review Management structure: strengthen our depth of senior talent, build a culture of accountability Human Resources practices: better motivate, incentivise, reward and retain, our people. Systems and processes: improve management practices and ensure clarity of collective and individual responsibility. Property portfolio: improve cross-company operations and working conditions Financial practices: business planning, ‘real-time’ performance management, treasury efficiency. Data capture and quality control: including quality assurance and data integrity IT practices, structures and processes: professional project management, generate efficiencies and minimum down-time Our ‘go to market’ strategy and branding: build products around clearly identified customer needs Sales strategy, structure and pricing: Granular targeting, pipeline management pricing strategy International capabilities: identify wider footprint for business expansion 14

15. Strategic Review We have strengthened our financial procedures by: • Aligning budget process to group strategy • Creating a bottom-up approach to budget setting • Conducting bi-weekly reporting of sales and monthly reporting of results • Introducing a Quarterly hard-close in addition to statutory reporting • Aligning management KPI’s to budget targets • Increasing the focus on cash management • Improving the visibility of our cash position

16. Strategic Review …and finally, we have reconfigured our business to meet the changing demands of the markets: 16

17. Where we are today How it used to be Technology and Data Consultancy Services Ad monitoring Media auditing & consulting Market modelling & econometrics Who’s advertising and when? Was my media buying delivering value? How do I get value from my marketing investment and how can I improve effectiveness?

18. The advertising landscape has never been more complex

19. Building a new ‘go-to-market’ strategy Our new strategy: • Upgraded our monitoring product to provide ‘tailored insights’ not just data • Combine our various advertiser services into one integrated offering • Build a unique proposition which combines the strength of our consulting business and the power of our database • Create a ‘go-to-market’ strategy that resonates with the current market dynamics 19

20. Step One: Upgrade and re-brand advertising monitoring

21. Step Two: combine business units to deliver best practise process Throughout Defines optimal ROI across channels Pre-plan ‘Pre-flight’ check on effectiveness, quality and pricing Pre-campaign ‘Post-flight’ check vs. plan,benchmarks and competition In-depth analysis of competitive messaging, media use and market information Post-campaign Post-campaign Updated analysis of ROI and marketing effectiveness

22. Independent analysis and advice for greater efficiency and performance

23. An independent integrated service for a new landscape Provides the most relevant, accurate and actionable competitive information Delivers independent marketing and media analysis from consolidated channel data Optimizes investment levels and deployment by channel and medium Interrogates media investment strategy before commitment Encourages transparency and integrates value Ensures competitiveness and effectiveness versus objectives and market norms Creates great efficiency in the overall deployment of marketing funds

24. √ Next Steps In the coming months we intend to address the opportunities in our two other important audiences Advertisers Public Relations Publishing 24

25. Summary and outlook We have improved our financial systems, put in place clear operating and management processes and developed a clear strategy for growth Our extensive media data base and monitoring platform opens up new growth opportunities which we intend to exploit We are well placed to help our clients through a tough period for the marketing and media industry We make money by helping our clients use theirs more effectively 25

26. 26

27. Appendices 27

28. Highlighted Items

29. Balance Sheet

30. Management CVs Michael HigginsNon-Executive Chairman Michael joined the board on 1 May 2006. Michael spent the previous 10 years as a Partner at KPMG following 12 years at Charterhouse Bank, the last 8 as a Director. Michael qualified as a Chartered Accountant with Price Waterhouse. Michael currently is a Senior Adviser with KPMG and works with a number of private media and technology companies. In addition to chairing the PLC Board, Michael chairs the Audit Committee. Michael GreenleesChief Executive Michael was one of the original-founding partners of Gold Greenlees Trott which, from its launch in 1980, grew to become one of the great names in British advertising. Under Michael’s guidance GGT grew into an international advertising and marketing group providing services in advertising, sales promotion, direct marketing and media buying and planning. GGT plc. was listed on the London Stock Exchange in 1986 at which time Michael became Chairman and Chief Executive Officer, a role he occupied for over ten years until the sale to Omnicom in 1998 when he joined the Board of Omnicom and served as President & Chief Executive of TBWA Worldwide. In 2001 he was made Executive Vice-President of Omnicom Inc. Michael also chairs the Remuneration Committee. Nick ManningChief Operating Officer Nick Manning has spent 27 years in the Media Agency world, principally having co-funded Manning Gottlieb Media (MGM) in 1990. MGM became one of the most highly respected and fastest growing of Media Specialist agencies before becoming part of Omnicom in 1997. His most recent position was CEO of OMD's operations in the UK, heading up £800m of billings and 500 people. Nick also co-founded OPera, the media negotiation arm for OMD and PHD, with billings of £1bn. Nick has a wealth of operational experience and media insight.

31. Management CVs Paul GladmanChief Information Officer Working with the company from inception and becoming IT Director in 1999, Paul developed the group’s technology platforms including all data capture and website systems. Now Chief Information Officer with responsibility for software development, infrastructure, data capture and QA he oversees much of Billetts Media Monitoring operations.A graduate in Computation from the University of Manchester Institute of Science and Technology Paul Gladman joined the Wellcome Foundation in 1989 as a systems analyst and programmer. During 1995 and 1997 he provided systems development services for Mintel International Group Limited in the capacity of Chief Systems Developer building their then ground breaking CD ROM database offering. Andrew BeachChief Financial Officer Andrew qualified at PricewaterhouseCoopers, and worked within their Assurance business for 9 years until 2007. For the last 6 years he specialised in Entertainment and Media clients and headed up the firm's Publishing knowledge network. He joined Thomson Intermedia as Group Financial Controller in March 2007, and was promoted to Deputy Finance Director in January 2008, before being promoted again to Finance Director in April 2008. Andrew also acts as Company Secretary for the Group.