April 2010

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 The Finish Line, Inc.

• 666 stores (as of February 27, 2010)

• Mall-based

• www.finishline.com

• 2nd largest athletic specialty retailer

• $1.172 billion net sales in FY10

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 Our Mission

Finish Line’s Brand Promise

• Connect to young, fashion

conscious individuals

• Create a premium brand

environment

• Offer the best selection of

authentic, sport inspired
footwear

3
 Strategic Initiatives

1. Improve Sales Metrics

2. Maintain a Premium Positioning

3. Improve Profitability

4 Increase
4. I Cash
C h Flow
Fl

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 Strategic Initiative - Sales
Improve Sales Metrics SALES MIX

• Product strategy
gy supported
pp by
y premium
p
positioning
• Continue to grow direct-to-consumer
business
– Investments, including marketing, to help
drive traffic to our site and boost both our
top and bottom line

– Formed dedicated team (July 2009) to

focus exclusively on growing e
e-commerce
commerce
channel and enhancing cross-channel
strategy
FY10 Comp Sales
• Increase conversion rate and average
g Finish Line - 0.5%
0 5%
ticket
Finishline.com +21%

• Leverage Winner’s Circle loyalty program

(6 million members)

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 FY10 Results

Footwear Sales Highlights

• Total Footwear Comp -0.4%

Women’s
22%

• Comps by gender
– Men’s -2.2%
– Women’s
W ’ +4.6%
4 6%
– Kids +0.2%

• Comps by Category
– Basketball down mid-single digits
– Running up double digits
– Athletic casual down mid-teen digits

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 FY10 Results
Softgoods Highlights FY10 Results
• Improving sales
• Brand Jordan, Nike Livestrong, Under Armour trend (positive
second halff
• NCAA core t-shirts and fleece, including local comp)
• Product margin
market strategy
% improvement
• Private Label basics • Inventory turn
improvement
Softgoods Percent of Total Sales
St t
Strategy
• Improve sales trends
• Increase product margin %
• Improve
I ROIC
• Drive product strategy
supported by premium
brands

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 Strategic Initiative-Premium

Premium Assortment

• Positioned to meet the demand

for relevant “everyday sport”
footwear styles
– Consumers are using sneakers as part
of their
thei everyday
e e da attire,
atti e rather
athe than
for just sports-specific activities

• Best in class brands

• Leverage our selection as key

advantage in all genders
– Products &/or brands with limited
distribution or exclusive to FINL

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 Strategic Initiative-Premium

Enhanced Environment

• Continue to improve in-store

presentation to excite
customers

• Grab attention at the lease line

• Continue to deliver, in-store

merchandising, product
assortments and visual displays
to increase sales productivity

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 Strategic Initiative – Profitability
OPERATING INCOME*
+41.1%
Improve Profitability
&
Increase Cash Flow

a) Aggressive cost controls

b)) Improve
p inventory
y management
g
CASH FLOW
c) Increase productivity of real estate

portfolio

10 *Excludes non-cash impairment charges, GC income & terminated merger-related costs for both years.
 Strategic Initiative-Profitability
SG&A *
a) Aggressive Cost Controls

• Identified many cost savings areas

– Freight, distribution center, store labor, IT,
communications supplies and electricity
communications,

CAP X
• Demonstrated results
– Reduced FY10 SG&A expense by $15.0
million (4.8%)
• Reduced Cap X spending by 42%
– FY10 expected to be in a range of $20-25
million

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*Adjusted to exclude non-cash impairment charges, GC income and terminated merger costs in both years.
 Strategic Initiative-Profitability

b) Improve Inventory
Management
• Continue to reduce inventory
(outpace sales trend)

• Increase product margin and

inventory turn

• g expense
Lower freight p and shrink
FY10 Results
• Spend more time servicing • Reduced inventory by 18% at year-end
customers and less on handling (15% PSF)
store shipments and transfers • 100 bps improvement in product margin
• Inventory turn improves to 2.7x
• Footwear ASP +4.0%
• Increase cash p
position

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 Strategic Initiative-Profitability
c) Improve Productivity of
real estate portfolio
Results
– ~30% of chain up for renewal or • Levered occupancy costs by 40 bps
on flat comp sales for FY10
kickouts over the next 12 months
• FY10 Occupancy Costs ($) were
reduced by
y 4.8% compared
p to LY
– Willing to close unprofitable locations
if necessary

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 Finish Line FY10 Results

COMP SALES % NET SALES $’s

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 Finish Line FY10 Results

GROSS PROFIT %*
• FY10 gross profit % improved 150 bps

– 100 bps increase in product margins

– Occupancy costs improved 40 bps

– 10 bps improvement in shrink

15 *Adjusted to exclude non-cash impairment charges, GC income and terminated merger costs in both years.
 Finish Line FY10 Results
OPERATING INCOME* INCOME FROM INCOME FROM
+41.1%
CONTINUING CONTINUING
OPERATIONS* OPERATIONS PER
DILUTED SHARE*
+42.2%
+41.7%
(% to Sales)
4.5% 6.5%

16 *Excludes non-cash impairment charges, GC income and terminated merger-related costs for both years.
 Consolidated Balance Sheet/Cash Flow

Balance Sheet Summary ($’s in millions)

FY10 FY09 %
Cash and marketable securities $234.5 $ 115.9 202.0%
Inventory $190.9 $ 239.4 (20.3%)
Debt $ 0 $ 0 --
Shareholders Equity $442 2
$442.2 $ 424.4
424 4 4 2%
4.2%

Cash Flow Summary * ($’s in millions)

FY10 FY09 %
Cash from Operations $ 164.0 $ 59.4 276.0%
Capital Expenditures (8.5) (14.7) (42.2%)
Free Cash Flow $ 155.5 $ 44.7 348.0%

17 *Depreciation is $29 million and $33 million for FY ’10 and FY ’09 respectively.
 Q4 & FY10 Recap
Q4 Net Comps Gross SG&A Operating Income EPS
Results Sales Profit excluding
store closing
Income (Loss) from
costs
(Loss) Continuing
Operations
FY09 $344M -2.3% 33.2% 22.6% $36.2M $22.1M $.41

FY10 $372M 10.0% 35.9% 21.1% $54.4M $33.3M* $.61

18 * - Excludes non-cash impairment charges, GC income and terminated merger costs in both years.
 Q4 Sales Recap
• Comp Sales up 10.0% • Footwear Category Performance
– Footwear up 10.2% –Running up double digits led by Nike &
Puma
– Softgoods up 8.6%
8 6%
–Basketball up in Q4 led by Jordan
• Store Metrics
–ToningWomen’s
continues to be a strong category
– Avg. $/transaction up 7% 22%

– Conversion up 3%
– Store traffic down 2.6% • E-Commerce Results
• Total Footwear Comp +10.2% –www.finishline.com +46%

– Footwear ASP +7
+7.3%
3% – Sales from catalog & direct mail up
significantly
• Footwear Comps by gender
–Significant increase in our in-store pick up
– Men’s +7.2%
– Women’s +22.5% –Winner’s Circle loyalty sign-ups +24%
– Kids’ +6.7%
–We’ve Got It transactions up over 59%
• Total Softgoods Comp
– Up 8.6%
8 6%

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*All financial data contained herein is pro forma Finish Line only.
 Summary

• Drive sales in a challenging retail environment

• Focus on cost reduction

d efforts
ff
– SG&A & Occupancy

• Continue to improve in inventory management

and gross margins

• Maintain a strong balance sheet

Maximize profitability and cash flow

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 Safe Harbor

Forward-Looking Statements
Except for the historical information contained herein, the matters discussed in this and the
document are forward-looking statements that involve risks and uncertainties that could
cause actual results to differ materially from those expressed in or implied by such forward-
looking statements. Factors that could cause actual results to differ materially include, but
are not limited to: general economic conditions and adverse factors impacting the retail
footwear and street fashion industries, including conditions resulting from the current turmoil
in the financial services industry and depressed demand in the housing market; changing
consumer preferences; the inability of The Finish Line Line, Inc.
Inc and its consolidated subsidiaries
(collectively, the “Company”) to successfully market its footwear, apparel, accessories and
other merchandise; price, product and other competition from other retailers (including
internet and direct manufacturer sales); fluctuations in oil prices causing changes in gasoline
and energy prices, resulting in changes in consumer spending and utility and product costs;
the unavailabilityy of products;
p ; the inabilityy to locate and obtain favorable lease terms for the
Company’s stores; the inability to achieve the anticipated results of acquired businesses; the
inability to implement our strategic developments of new concepts; the loss of key
employees; management of growth; litigation and the other risks detailed in the Company’s
Securities and Exchange Commission filings. Readers are cautioned not to place undue
reliance on forward-looking statements, which speak only as of the date hereof. The
C
Company undertakes
d k no obligation
bli i to release
l publicly
bli l the
h results
l off any revisions
i i to these
h
forward-looking statements that may be made to reflect events or circumstances after the
date hereof or to reflect the occurrence of unanticipated events.

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