Rovi Business Solutions

2014 Business Solutions Budget
Bill Francis
Feb 2014

FY14 Big Rocks 1: Operational Efficiency
Improve margins
and insight
FY14 Themes Projects Outcomes
Budget
Request
$400k
Problem
Statement
Business flows through
people, not systems.
Lacking foundation to
derive complex insight in
business performance
requires manual cost
Applications have been
implemented by function
causing highly manual
handovers, reporting, and
double entry, specifically
in contracts, billing,
revenue tracking, and
legal external costing
Overlapping functionality
drives complicated
integration and cost
Contract Life-Cycle
Management (CLM) Initiative
Real time insight into external
legal spend through tying AP
with Oracle Project Costing
module
BI Platform & Master Data
Program
Enhance multi stage sales
funnel and forecasting
Automate rev rec, billing and
orders leveraging out of the
box SFDC and Oracle
integration
Deep ad hoc insight in sales
funnel and forecast, as well as
product and customer life cycle
Dramatically reduced manual
effort in billing and rev rec by
establishing Order Management
tying customer to product to
bookings
Reduced reporting cycle with
75% to enable managing legal
spend
Established Customer and
Product foundation enabling self
service complex business insight
$350k
$300k
$240k
$370k
Bottom Line: Rationalize Application Portfolio to drive out cost and provide deep insight
Reduced contract cycle time,
improved data integrity and
reporting. Elimination of custom
system

FY14 Big Rocks 1: Operational Efficiency
3 © 2012 Rovi Corporation. Company confidential.
Q1FY14 Q2FY14 Q3FY14 Q4FY14
Contract Life-Cycle Management
(CLM) Initiative
Enhance multi stage sales funnel
and forecasting
Self Service Reporting
Dramatic reduction in re-entry
Deep ad hoc insight in pipeline and forecast as product and
customer life cycle. Sales process differentiated between high
volume/low revenue and low volume / high revenue
Automate Rev Rec, billing and
orders
Enable no touch order and billing transactions
Synch product and customer information between
SFDC and Oracle
Improved insight enabling making external legal
spend a lever for cost management
Real time insight into external legal spend
BI Platform & Master Data Program
Business Visualization platform; Common definition
and representation of business entities (customer,
product, etc.); reduced data correction and re-entry;
timely and accurate availability of analytical
information to business.

FY14 Big Rocks 2: People and Culture
Product and
Technology
FY14 Themes Projects Outcomes
Budget
Request
$170k
Problem
Statement
$225k
$65k
$215k
$180k
Bottom Line: Right talent working on the right thing at the right cost profile
New hires productive faster
with better experience.
Eliminated double entry,
transparent coordination
between HR, Facilities and IT
Efficient scheduling and tracking
of Rovi University courses and
attendance. Capture developed
skills
Efficient, flexible and
scalable reward and
recognition
Integrated support of appraisal
cycle. Potential cost reduction
($180k/year in licenses)
Very difficult to plan
effective use of
engineering and
product resources
because we don’t have
insight into utilization
and cost
People and
Culture
Implement processes and
system to capture and
maintain skills and
capabilities. Self service and
centralized
Learning Management
System Tool Selection,
implementation and Oracle
integration
Reward and Recognition
System Implementation
(GloboForce with Oracle
integration)
Integrate flow hiring and on-
boarding (JobVite, Oracle,
LanDesk).
Mobile approvals
Appraisal process and
systems
Disconnected hiring
and on-boarding.
Manual training
scheduling and
tracking, rewards and
recognition.
Overlapping
functionality in systems
with complex
integrations
Effective planning and
utilization of engineering
and product workforce. Ad-
hoc accurate view into
engineering and product
forecast and actual cost
Effectively utilize
Engineering resources due
to insights in skills
$75k
Implement processes to
standardize tracking,
forecasting, costing, analysis
of engineering hours and
product labor costs

ORCL integration
FY14 Big Rocks 2: People and Culture
Integrate flow hiring and on-boarding
(JobVite, Oracle, LanDesk)
Eliminated double entry, improved
experience hiring and onboarding
process
Efficient scheduling and tracking of Rovi
University courses and attendance
Learning Management
Integrated support of appraisal
cycle. Potential cost reduction
($180k/year)
Appraisal process
and systems
JobVite
Mobile
Key recruiting activities
from mobile devices
Evaluate
overlapping
appraisal
functionality
Reward and Recognition
Efficient, flexible and scalable
reward and recognition
Decide on
Portfolio
Appraisals
systems
Skills and Capabilities process and
system
Self Service capture, maintain
and approve (engineering) skills
Implement processes to standardize tracking, forecasting,
costing, analysis of engineering hours and product labor costs
Forecasting and actual
operating processes
Effective planning and utilization of
engineering and product workforce. Ad-
hoc accurate view into engineering and
product cost

Other Rocks – Budget Requests

OtherBudgetRequestsApplicationSolutions–Upgrades
andRollouts
Roadmap 2014 IT Projects
SFDC and Jira integration
Legal Entity Database
AP invoice scanning
EMEA/APAC
LANDesk/Oracle
iProcurement Integration
Self Service Application
Access
Oracle Technology Stack
Upgrade
OAM/OTL deployment Japan
R12 Phase 2 Hyperion
Smartview Upgrade
Various Oracle, SFDC, Point Solution Enhancement Releases
DivX CPDR Online
Delivery SolutionsDivX Partner Portal 2.0
Rovi Web Properties Migration/Redesign in AEM
Advertising Ops Workflow Improvements
Enforcements
Improvements
R12
phase 1
Razer Enhancement Releases

Contract Life Cycle Management Initiative – $350k
Transformational
Executive Sponsor: Kerry Samovar/ Michael Henry
Project Description & Investment:
Rovi manages the Contract Life Cycle using a combination of
systems (LCR), eDocs, and highly manual process. This
management is not scalable or efficient. The result is long lead
times, duplicate entry, and manual touches. Standard reporting
capabilities are limited and any ad-hoc requests have a long lead
time.
This project aims to evaluate and implement CLM solutions to
address the current pain points in reporting and duplicate entry
(and other relevant areas like end-to-end work flow).
Benefits:
§ More focus on value add activities by dramatically reducing double
entry performed by highly skilled personnel
§ Integrated and standardized system and process
§ Visibility into data and dynamic reporting; dashboard and self service
§ Retire LCR and eDocs with standardized application to improve
business flow, eliminate custom application requiring specialized skills
to maintain, enhance and support
Strategic Impact: High
• Low touch contract creation management, and reporting.
Elimination of custom system
• Will result in ability to provide better management information,
identification of renewals, establish position per costumer
• Integrated system between SFDC, Contracts and Oracle ERP
back end will enable visibility into critical data; save time and
reduce costs for IT to manage the systems.
Interdependencies:
• Legal process and skills changes
Project ROI:
§ Cycle time reduction for Contract Creation (by eliminating
duplicate meta data entry) – Unknown baseline
§ Cycle time reduction in the ability to make decision based on
self-serve reports – Unknown baseline
§ Reduction of annual eDocs support of $32k
§ Reduction of manual labor in both legal, sales, and IT –
Unknown baseline
Project in Budget Plan or not: Yes or No
Who in Finance reviewed:
9
Project P&L for Global IT (Summary Only):
$(K) Q1 FY14 Q2 FY14 Q3FY14 Q4FY14 FY’14
Capital Request $80K $80K
Capital Release FCST
Maintenance $32k
NRE Request
Other Expense $75K $75K
BR1

Enhance Multi Stage Sales Funnel and Forecasting - $300k
Transformational
Executive Sponsor: Matt Milne, Peter Halt
§ Optimize sales flow to enable streamlined and transparent high
volume / low value and low volume / high value sales processes
§ Leverage advanced forecasting functionality to provide leading
indicators on revenue
§ Provide foundation for product and customer masters
Benefits:
§ Visibility throughout the sales pipeline to drive resource
allocation decision making. Early indicators of revenue potential
§ Standardization of high volume / low value reduces effort during
sales cycle, contracting and potentially downstream billing
§ Solid foundation to support agile response to M&As, product
introductions, partnerships, etc.
Strategic Impact:
• High. Necessary to support high volume and configurable product
sales
• Enforces controls to assure profitability and low cost deployments
/ support
• Core to collecting data required to assess market, opportunities,
sales effectiveness, discount stack
Interdependencies:
• Customer, pricing and product masters and maintenance
processes
• Sales
• Marketing
• Strategy
• Legal
• FP&A
Project ROI:
10
Capital Request $250k
Maintenance $50k
NRE Request
Other Expense
BR1

Automate Rev Rec, Billing and Orders - $240K
Business
Executive Sponsor: Peter Halt
§ Implement out of the box SFDC – Oracle integration to auto
create orders
§ For complex orders, leverage Razor for billing. For specific order
types (TBD), leverage Oracle functionality to automatically set up
billing and revenue recognition
§ Foundational element to synchronize product, customer masters
and pricing between Oracle and SFDC. Implements processes
to create, update, maintain and EOL product and customer data
§ Support Order Ops with Oracle Order Management and feed into
BI
Benefits:
§ Reduces manual touch points and integrations
§ Simplifies Order to Cash flow
§ Enables Business Intelligence
Strategic Impact:
• Foundational element to drive revenue, customer and product
visibility throughout lead to cash
• Builds the foundation for Order Management and billing
simplification
Interdependencies:
• Oracle R12
• Product Master, Customer Master, Pricing rules
• Availability of business resources for the requirement definition,
implementation and testing (IT, Finance).
Project ROI:
11
$(K) Q1FY14 Q2 FY14 Q3FY14 Q4FY14 FY’14
Capital Request $120k $120k
Maintenance
NRE Request
Other Expense
BR1

Real time insight into external legal spend - $240k
(Leverage Oracle Project Costing to tie AP to matters) Transformational
Executive Sponsor: Samir Armaly / Beth Crocker
• We have opportunities in the Patent Prosecution & IP Litigation
Management process to streamline the workflow and reduce
time required to do FP&A/financial reporting.
• The opportunity is to take out 75% of the duration to provide
visibility in Rovi’s external legal cost (approx. 45% of our total
variable external costs).
Benefits:
§ The early visibility enables legal to better manage accelerations
and decelerations, align with sales, and eliminate some risk to
Rovi’s financial performance.
§ Potentially helps standardize the process and leverage standard
features of the existing Oracle ERP.
• Reduce risk to Rovi’s financial performance
• Reduced reporting cycle upto 75% enabling timely slowing down
or speeding up legal spend
• Improve visibility into legal spend
• Standardizing process
• Foundational element to begin tracking project costs across Rovi
Interdependencies:
• Availability of business resources for the implementation and
testing (IT, Legal, FP&A, IP Licensing, Finance, HR).
• 3rd part vendors (law firms)
• Oracle R12
Project ROI:
- Reduction of financial risk to Rovi
12
Capital Request $70k $90k $68k
Maintenance
NRE Request
Other Expense $10k
BR1

Master Data / Business Intelligence - $370K
Executive Sponsor: Beth Crocker / Michael Henry
§ As Rovi transitions to a more performance-managed organization,
investments needs to be made in the quality of its data as well as a
platform on which to accurately report and analyze key business metrics
which will influence and guide business decision making.
§ This project will provide the framework and initial implementation of
master data management practices, including data governance; reliable
application integration; data clean-up; data warehouse and business
intelligence tools; platform to deploy enterprise dashboards, reporting and
analytics.
Benefits:
§ Reduces data issues and provide a consistent version of the truth for
customer, product, etc. Thereby reducing the significant overhead of
manually reconciling data.
§ Describes customer, product, etc. in consistent business terms to allow
more agile application integration and reduce organizational ambiguity.
§ Provides capability to allow the business to access, analyze, and share
information.
• Critical investment required in order to meet the strategic
objectives of the organization as they relate to performance
management.
Interdependencies:
• None.
Project ROI:
13
Capital Request 120 40 160
Maintenance 10
NRE Request 40 40
Other Expense 160
BR1

Integrate Flow Hiring and On-Boarding - $120K
Transformational
Executive Sponsor: Dustin Finer
§ Automate current manual steps to create new employees in
Oracle after a candidate is hired
§ Bi-directional interface of HR employee data from Oracle HR to
Jobvite.
§ Integrate Jobvite with Rovi SSO
Benefits:
‒ Improved integration between recruiting tool and Oracle HR
‒ Operational efficiencies
• Considered a key element in support of cultural change
Interdependencies:
• Oracle R12
implementation and testing (IT, DBAs, IT security team, HR).
• Infrastructure
• Jobvite professional services
Project ROI:
14
Capital Request $50 $70
Maintenance
NRE Request
Other Expense
BR2

JobVite Mobile - $50K
Business
§ Ability to perform key activities on Android and iOS devices, e.g.
approvals
Benefits:
§ Ability to perform key activities from mobile devices, on and off
network
Strategic Impact: Medium
• Supports employee productivity
Interdependencies:
• IT infrastructure, Security, and communications teams
• JobVite professional services
Project ROI:
15
Maintenance
NRE Request
Other Expense
BR2

Rationalize Appraisal System - $215k
Transformational
Executive Sponsor: Dustin Finer, Michael Henry
§ Centralize compensation and appraisal flows on standard
solution (Oracle)
§ Reduce recurring cost by eliminating overlapping functionality
and complexity
§ Replace Success Factors appraisals with Oracle solution to
optimize flow of HR appraisal/performance information.
§ In case we stay with SuccesFactors, implement new template
($18k)
Benefits:
§ Improved business and system flow
§ Rationalization of the Appraisal System
§ Reduced number of HR integrations, support costs, and annual
maintenance.
• Supports employee productivity and enhanced user experience.
• Reduces annual IT costs
Interdependencies:
• Oracle R12
testing (IT and HR).
Project ROI:
- Reduce costs of maintaining appraisal system by
$200k.
- Currently own Oracle appraisal licenses.
Included in our annual Oracle maintenance.
16
Maintenance
NRE Request
Other Expense $15k
BR2

Integrate Oracle/SSO with Learning Management System (SumTotal) - $140K
Business
§ HR selected SumTotal to support Rovi University in scheduling
courses.
§ Integration with Oracle for employee data
§ Integration with Rovi SSO
Benefits:
§ Reduced manual effort in scheduling and tracking Rovi
University Courses and attendance
Strategic Impact: Low (nice to have)
Interdependencies:
• Oracle R12
implementation and testing (IT, DBA, HR).
• IT infrastructure
• SumTotal professional services
Project ROI:
Year 1 cloud solution: $37.5k
Maintenance: Year 2: $26,520, Year 3: $26,520
Integration: $102.5k
17
Capital Request $50k $52.5k
Maintenance (Annual)
NRE Request
Other Expense $37.5k
BR2

Oracle HR, SSO integration
with Rewards and Recognition system (Globoforce) - $65K
Transformational
§ HR selected Globoforce to support Rewards and Recognition.
System was announced during the last All Employee Quarterly
All Hands
§ Implement bi-directional interface with Oracle HR and
Globoforce for employee and approved rewards (payroll)
§ Integrate with Rovi SSO
Benefits:
§ Supports implementation of Rewards and Recognition as part of
the cultural change
• Considered a key element in support of cultural change
Interdependencies:
• Oracle R12
implementation and testing (IT, DBAs, IT security team, HR).
• Infrastructure
• Globoforce professional services
Project ROI:
One time fee $15k, per HR no annual maintenance
Integration: $50k
18
Capital Request $25k $25k
Maintenance
NRE Request
Other Expense $15k
BR2

Skills and Capabilities Process and Systems - $75K
Transformational
§ Store self-assessment in Oracle (FY13)
§ Enable self service skills updates by employees, routing to
manager for approval
Benefits:
§ Supports implementation of central collection, management, and
reporting of engineering skills
• Considered a key element in support of Rovi’s ability to align
resources to product development priorities and needs.
• Foundational element for tracking of skills across Rovi.
Interdependencies:
testing
• Oracle R12
• Definition of competencies and skills
Project ROI:
19
Maintenance
NRE Request
Other Expense $15k
BR2

Engineering Workforce Forecasting, Actuals, Costing and Analysis - $180K
Transformational
Executive Sponsors: Durden, Moakley, Buchheim, Henry
Project Description & Investment: $150K Capex for H1 2013
• Implement processes to standardize tracking, forecasting,
costing, analysis of engineering hours and product labor costs
Release 1.1
§ Implement Sciforma for WWEng/ProdMgmt and DSG
§ IT Enhancements (timecards?)
Release 1.2 (tentative)
§ Version 1 Interface for WWEng and DSG (V1 Actuals &
timecards?)
Release 1.3
§ Additional functionality/enhancement release
Release 2.0
§ Implement Sciforma for Professional Services & Service
Provider Operations Group
§ IT, WWEng, DSG Enhancements
Benefits:
• Effective planning and utilization of engineering and product
workforce. Ad-hoc accurate view into engineering and product
cost.
Strategic Impact:
• Ability to forecast and track investment of Rovi’s resources in
products and services
• Improved governance of programs and projects using the Rovi
Product Methodology (RPM)
• Reporting/analytics to ensure alignment with strategic
drivers/goals
Interdependencies:
• Acceptance by Affected Groups
• Availability of User Resources for Workshops/UAT
• Process changes defined and incorporated
Assumptions:
• Bulk of Release 1.1 work can be completed in 2013
• Token costs for additional user groups are included
• Timecard initiative will proceed (token costs are included)
• Some tokens will be purchased in 2013 (those costs are not
included)
Project ROI:
• Release 1.2 enables retirement of FinancialForce annual
maintenance ($20k).
20
Capital Request 45 75 30 150
Maintenance 18 7
NRE Request 10 5 15
Other Expense
BR2

R12 Phase 2 - $300k
Business
Executive Sponsor: Peter Halt, Michael Henry,
Dustin Finer
§ Evaluate and implement standard Oracle R12 features to
improve operational efficiencies, financial controls, and decrease
costs.
§ The initial list to be evaluated is the Advanced Global
Intercompany System (AGIS), Primary and Secondary Ledger
deployment, SLA, MRC, HR enhanced security, CWB
enhancements, Time Card processing, and Mobile Approvals
Benefits:
§ Reduced costs associated with having local accounting firms
generating local financial books
§ Remove 11.5.10 customizations with standard functionality
§ Redeployment of resources from manual processing to value
added analysis activities
§ Enhanced HR security and functionality improvements.
Interdependencies:
• Oracle R12
testing (IT, Finance and HR).
Project ROI:
22
Capital Request 50k 150k 100k
Maintenance
NRE Request
Other Expense

Oracle Technology Stack Upgrade- $85K
Run
Executive Sponsor: Michael Henry
§ Upgrade Oracle Access Management (OAM), non-ERP
databases and SSO to supported versions.
§ Application / Database consolidation
§ Integrate version control with Oracle code migration tool
Benefits:
§ Stay current on oracle versions and support
§ Improve SSO / OAM integration and security
Strategic Impact: Low
• Stay current on support, reduces support of aged or vendor de-
supported applications.
Interdependencies:
testing (IT, Finance and HR).
• DBA resources
Project ROI:
23
Capital Request 75k
Maintenance
NRE Request
Other Expense 10k

Hyperion Smartview Upgrade - $50K
Run
§ Current HFM and Essbase reports use a de-supported Excel
add-on which has bugs that are being mitigated by work around
and additional support when using newer MS Office technologies.
§ This project plans to convert all the current HFM and Essbase
reports to use the Hyperion Smartview excel add-on and retire
the de-supported excel add-on.
Benefits:
§ Stay current on technology and support.
§ Address bugs with de-supported add-on.
• stay current on support, reduce support of aged or vendor de-
supported applications.
Interdependencies:
• HFM upgrade project should be live
• Hyperion HFM and Essbase
• Finance Team
Project ROI:
24
Maintenance
NRE Request
Other Expense

OAM/OTL deployment Japan - $160K
Business
§ Implement standardized Rovi Oracle OAM/OTL for Japan.
Reduce the manual processing of spreadsheets for Absence
Management and Time Off management in APAC. This will
complete the global deployment of OAM/OTL.
Benefits:
§ Global system to track timecards and time off requests and
approvals.
§ Automated approvals and compliance tracking of time.
§ Automatic generation of worked hours, overtime, and time off
reporting for use with payroll processing.
§ Reduced dependency on the badging system for time tracking.
Interdependencies:
• Oracle R12
• APAC HR, Finance and Payroll
Project ROI:
25
Capital Request 150k
Maintenance
NRE Request
Other Expense 10k

Various Oracle, SFDC, Point Solution Enhancement Releases - $200K
Run
§ Collect, prioritize and bundle enhancement request into
enhancement projects delivering concrete benefits
§
Benefits:
§ Provide enhancements to the organization through planned
releases
•
Interdependencies:
•
Project ROI:
26
Capital Request $50k $50k $50k $50k
Maintenance
NRE Request
Other Expense

Razer Enhancements - $300K
Run
§ Collect, prioritize and bundle enhancement request into
enhancement projects delivering concrete benefits
§
Benefits:
§ Provide enhancements to the organization through planned
releases
•
Interdependencies:
•
Project ROI:
27
Capital Request $50k $50k $50k $50k
Maintenance
NRE Request
Other Expense

Salesforce.com and Jira Integration $52K
Transformational
Executive Sponsors: Bill Corry
Project Description & Investment: $30K Capex for Q4 2014
§ Provide QA and Support teams within different product lines and
verticals the ability to connect Salesforce cases to Jira issues, and the
ability to associate multiple Jira Issues to a Salesforce case and
multiple Cases to a Jira Issue.
Benefits:
• Remove the need to work in two different systems and requiring
multiple accounts
• QA would have the ability to see which users/partners/customers are
impacted by an issue, and Support would have the ability to follow up
with them when the issue is resolved via Salesforce cases
• Ability to track the status if a Jira issue within Salesforce from creation
to completion
Strategic Impact:
• Customer focus and satisfaction - provide real time feedback to
customers, partners, and/or users when issues are resolved
Interdependencies:
• Availability of stakeholders for assistance with implementation and UAT
Assumptions:
• If multiple “sites” or instances are needed, we will need to buy more
licenses
Project ROI:
§ tbd
28
Maintenance 2 2
NRE Request
Other Expense

AP Invoice Scanning EMEA / APAC - $220k
Business
• Automate the input, approval routing, and processing of AP
invoices into Oracle AP in EMEA and APAC. This is currently
done in US with MarkView invoice scanning.
Benefits:
§ Increases supportability of solution through a single supported
AP invoice processing methodology
§ Reduces time for input, approvals, and processing of AP
invoices in EMEA and APAC regions
§ Reduces time spent researching AP invoices
Strategic Impact:
• Medium: Supports employee productivity and enhanced user
experience.
Interdependencies:
• Oracle R12
• Kofax professional services
testing – US and regionally
• IT Infrastructure
Project ROI:
29
Capital Request 90k 80k
Maintenance 10k 10k
NRE Request 10k
Other Expense 10k 10k

LanDesk / Oracle iProcurement Integration- $50K
Transformational
§ Provide application download request in self service portal that
allows procurement of licensing to be transparent
§ Automate the iProcurement request when software purchasing is
required.
§ Develop framework for interconnectivity enables other Oracle
functions to be automated and offered in self service portal.
Benefits:
§ Provides single user experience when requesting software for
install on corporate PC devices.
§ Improves operational efficiencies and manual touch points
Interdependencies:
testing (IT and Purchasing).
Project ROI:
30
Maintenance
NRE Request
Other Expense

Self Service Application Access - $50k
Business
§ Automate the requests, approval, and deployment of additional
application access for Oracle and Salesforce
Benefits:
§ Reduced time spent manually seeking approvals, creating CCMs,
migrating changes, and performing an audit of the changes.
§ Quicker on boarding of employees
§ Deployment of Self Service
Interdependencies:
• Oracle R12
testing.
Project ROI:
31
Maintenance
NRE Request
Other Expense

Advertising Operations Workflow Improvements- $230K
Transformational
Project Description & Investment: $180K Capex for Q1 through Q3 2013
• Combination of Salesforce/interface development, potential acquisition
of Salesforce plug-in(s), implementation of Adobe Digital Asset
Management for Ad Ops Creative Management, process change and
other solutions to enhance IT system support for the Advertising
Operations workflow
Benefits:
• Decrease risk of errors and associated penalties
• Improves delivery and customer service to Advertising customers
• Increases efficiency in the Ad Ops team by replacing many manual
processes and reducing duplicate data entry
• Allows us to track metrics which will enable improvement in KPIs such
as:
– Cost-of-fulfillment per ad campaign
– Time-to-close per customer service request
• Remove many constraints that inhibit the growth of Rovi’s
advertising business
• Enable Reporting/analytics to ensure alignment with strategic
drivers/goals
Interdependencies:
• Collaboration with Product/Engineering teams for some interfaces
may be necessary
• Availability of User Resources for Workshops/UAT
• Process changes defined and incorporated
Assumptions:
• Some up-front work can be done in 2013 (analysis and
identification of potential solutions, minor Salesforce
enhancements)
Project ROI:
• May enable retirement of some existing
systems/applications
32
Capital Request 50 80 50 180
Maintenance 5 20 25
NRE Request 5 10 10 25
Other Expense

Rovi Salesforce Enforcements Improvements $35K
Transformational
Executive Sponsors: Matt Milne
§ With the introduction of a new team “Sales Ops” that will be
responsible for operations across all Sales product groups, there is a
need to enhance the Enforcement object functionality to allow for
processing of Auditing, License Compliance, or Infringement requests
across a number of other Rovi Product Groups.
Benefits:
• Visibility and exposure to other Rovi Product Groups
• More opportunities to find unrecognized revenue from Rovi Product
Groups other than ACP and DivX
Strategic Impact:
• Potential increase of unrecognized revenue
Interdependencies:
Assumptions:
• n/a
Project ROI:
§ n/a
33
Capital Request 35 35
Maintenance
NRE Request
Other Expense

Rovi Web Properties Migration/Redesign in AEM - $315K
Executive Sponsors: Matt Milne, George Durden, Michael Henry
Project Description & Investment: $315K Capex for Q1 through
Q4 2014
Release 1.0
§ Migrate/Redesign resources.rovicorp.com &
datasolutions.rovicorp.com
Release 2.0
§ Migrate/Redesign salesportal.rovicorp.com
Release 3.0
§ Migrate/Redesign mainconcept.com
Benefits:
• Centralize Rovi web properties and enable Self-Service
• Enable workflow automation and version control of Rovi
Assets
• Redesign enables the introduction of new upsell/cross sell
opportunities, especially for SP, our most important segment
• Align with corporate branding and upsell other Rovi products
Strategic Impact:
• Remove limitations that prevent the increase of qualified leads
• Improve governance and standard controls of Rovi’s proprietary
assets using the CMS integrated DAM solution
• Manage Rovi’s web properties in one single Enterprise CMS
Interdependencies:
• Completion of the redesign and launch of rovicorp.com
• Marketing completing creative work and design
• Availability of stakeholders for the implementation and UAT
• Salesforce.com Integration
Assumptions:
• Budget for Release 1.0 project ‘TotalCode Online Documentation Site’
coming directly from the business.
Project ROI:
• Existing CMS ‘RedDot’ can be retired resulting in savings of ~22k in
annual maintenance
• Strongly reducing the # of hours spent monthly (~240hrs) by
developers on web related content updates
34
Capital Request 80 90 80 50 300
Maintenance
NRE Request 5 5 5 15
Other Expense

Legal Entity Database - $60k
Business
• Rovi has 83 legal entities whose audit trails are missing or in
disparate locations.
• Currently, Tax & Treasury must find corporate information from
several unassociated spreadsheets and shared drives with
incomplete information. (No single source of truth.)
• The Tax & Treasury department requires a database that
allows it (and other requesting departments) to see corporate
histories in one place.
§ Benefits:
§ Tax Compliance
§ Improved visibility to Legal Entity data elements
§ Better prepared for External Audits
– Efficiency in finding audit history and relevant
documents
– Accuracy and timeliness of information.
– FP&A info will be in synch with Tax/Legal.
– Better aligned to manage external Audits
Interdependencies:
• Oracle R12
• FP & A
• Tax
• Legal
Project ROI:
1. Time savings to focus on value add activities
2. Reduced compliance risk to Rovi
35
Capital Request $50K
Maintenance
NRE Request
Other Expense

DivX Partner Portal 2.0 - $105K
Transformational
Project Description & Investment: $95K Capex for Q2 through Q3 2014
§ The DivX Partner Portal provides DivX licensed partners (OEM, ODM,
IC) the ability to go through the entire DivX certification process online.
§ Several major accounts like Samsung do not have resources that
speak/read English, therefore requesting DivX technicians on a regular
basis to submit Certification applications on their behalf.
§ This initiative is to extend the Portal’s functionality and localize it to
Korean, Japanese, and Chinese to provide Rovi’s Tier 1 accounts the
ability to self help in their respective language and go through the
entire process independently.
Benefits:
§ Decrease under-reporting from partners due to the lack of language
support
§ Partner Support technicians no longer have to submit applications on
behalf of the partner and can focus on their primary role of processing
applications
§ Remove the stigma that our partners (such as Samsung) have when
visiting an “English only” website
§ Less lost opportunities from our Japanese partners, not wanting to use
an “English” only website.
Strategic Impact:
• Expand the DivX Certification reach to strategic Asian countries
• Extend Portal’s functionality to support more regions in the future
• Increased accuracy in Royalty Reporting
Interdependencies:
• Availability of stakeholders in Asia for the implementation and UAT
• Reliance on the Certification team to provide localized content
Assumptions:
• n/a
Project ROI:
§ Based on records for Samsung alone, DivX technicians manually
created 2750 applications in 2012 and 1400 applications so far in
2013 resulting in employees spending more than 700hrs in manual
processes.
§ Likely increase in total units reported certified leading to higher
revenue
36
Maintenance
NRE Request 10 10
Other Expense

DivX CPDR Online Delivery Solution- $100K
Transformational
§ The DivX Certification team invests a lot of money in delivering Contract
Product Deliverables (CPDR) to our partners such as Software Development
Kits and Certification Test Kits
§ These deliverables consist of hard copies, CDs, DVDs, BluRay, USB sticks,
and external hard drives. Shipping is also an added cost
§ With every new contract or new product/version release, the Certification team
must send all these product deliverables to our partners
§ The goal is to also create e-copies, use CDN for all media deliverables, and
provide access to all of the content directly from the Partner Portal based on
the contractual agreement
Benefits:
• Immediate delivery to the partner, helping partners meet Mass Production and
other deadlines
• Immediate recognition of revenue that is associated with partners receiving
CPDRs
• Reduce cost of producing hard copy versions of the test kits and shipping costs
• Reduce total of pre-production days prior to product release
• Reduce production time (burning each individual kit) for each new CPDR
Strategic Impact:
• Expand the reach of the DivX Certification to strategic Asian countries
• Extend Portal’s functionality to support more regions in the future
• Increase accuracy of Royalty Reporting resulting in less Enforcement
tasks by Sales Ops
Interdependencies:
• Use of CDN
Assumptions:
• n/a
Project ROI:
§ Based on analysis done with the DivX team, creating an online
delivery solution will result in cost savings of $55K - $75K in annual
cost
§ Cost of CDN for this implementation is yet TBD
37
Capital Request 100 100
Maintenance
NRE Request
Other Expense

Rovi Business Solutions

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