Safe Harbor Our presentation includes, and our response to various questions may include, forward-looking statements about the Company s revenues and earnings and about our future plans and objectives. Any such statements are subject to risks and uncertainties that could cause the actual results and the implementation of the Company s plans and operations to vary materially. These risks are discussed in the Company s fillings with the S.E.C., including, without limitation, the FORM S-1 filed June 1, 2006. Golfsmith International Holdings, Inc. Safe Harbor Statement Under the Private Securities Litigation Reform Act of 1995 2007,Golfsmith Int l Holdings, Inc. 2
Investment Highlights Longstanding recognized retail brand Leading multi-channel golf and tennis retailer Differentiated mix Flexible cost-effective infrastructure Significant growth strategy Proven activity-based store model Established direct channel Experienced leadership 2007,Golfsmith Int l Holdings, Inc. 3
U.S. Golf Market Opportunity Market dynamics: Retail purchases moving from on-course to off-course specialty stores Highly fragmented landscape Growth through gains in market share $6 Billion Addressable Market ($B) $0.8 $1.3 $0.5 $1.4 Apparel, footwear & gloves Golf Clubs Other (gifts, accessories, clubmaking services) $2.0 Bags, carts & other equipment Balls Source: National Golf Foundation. Opportunity: Consolidate fragmented golf retail market 2007,Golfsmith Int l Holdings, Inc. 4
Our Guests Avid golfers 25+ rounds of golf a year 23% of all golfers 63% of all golf-related purchases Key growth segments include: Baby Boomers increase 30% between 2000 2010 55% are avid golfers Juniors fastest growing segment Women second fastest growing segment 2007,Golfsmith Int l Holdings, Inc. 5
Growth Strategy Expand store base 65 stores in 21 markets, 16 states Add 12-14 stores in 2007 Grow direct channel Scalable Internet business Expanding catalog titles Increase same store revenues, while growing profitability Continued focus on activity-based stores Grow women s, tennis and services businesses Grow with discipline Metrics driven Experienced management 2007,Golfsmith Int l Holdings, Inc. 6
Leadership through Authenticity. 40-year history of delivering superior guest service Direct channel foundation Time-tested relationships with guests, industry partners Comprehensive product offering of premiere brands Integration. Multi-channel retailer: stores, catalogs, Internet Cohesive marketing Flexible, centralized infrastructure to support growth Performance. Innovation. Differentiated in-store experiences Relationship-driven guest initiatives Complementary tennis offering 2007,Golfsmith Int l Holdings, Inc. 7
Golfsmith Authentic.
A Brick by Brick Growth Story First Superstore 67 75 95 98 02 03 04 06 > $358M Revenues 2007,Golfsmith Int l Holdings, Inc. 9
Experienced Multi-Channel Management Years of Golf/ Retail Experience Previous Experience Jim Thompson, President & CEO Ginger Bunte, Sr. VP & CFO Fred Quandt, Sr. VP Merchandising Dave Pritchett, Sr. VP Store Operations David Lowe, VP Brands & Golf Instruction Jeff Sheets, VP Research & Development Kip Miles, VP & CIO Matt Corey, VP Marketing Trent York, VP Finance Gill Felix, VP Human Resources Joe Kester, VP Store Operations 22 12 13 20 24 19 18 10 10 16 20 Circuit City, CompUSA, Highland Superstores Coopers & Lybrand Golfsmith International Galyans Spalding/Ben Hogan, Golfers Warehouse Wilson Sporting Goods, Spalding/Ben Hogan, Founders Club, Brunswick Golf /Royal Precision Office Depot, K-Mart The Home Depot, The Bombay Company Ernst & Young Hoovers, Virgin Retail London Foot Locker, Sportmart, Golfsmith International 2007,Golfsmith Int l Holdings, Inc. 10
Differentiated Mix Leading National Brands Proprietary Brands 2007,Golfsmith Int l Holdings, Inc. 11
Golfsmith Integrated.
Multi-channel Model Stores 65 stores Numerous expansion opportunities Successful activity-based stores Catalogs Dominant player in segment Added tennis in 06 Brand extender Internet Ranked #1 site in golf Integrated with stores, catalog 2007,Golfsmith Int l Holdings, Inc. 13
National Reach 65 Existing Stores Major golf markets National footprint 2007 plans secured Regional competition Consolidating national landscape Catalog leads brand awareness Store presence in 13 of top 15 golf markets; direct presence nationally. 2007,Golfsmith Int l Holdings, Inc. 14
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Internet Business Golfsmith.com Rated #1 site in golf by avid golfers (Source: Golf Datatech) Rated Top 10 site for customer service (Source: etailing Group) In-house development, hosting and fulfillment Innovative services custom fitting, instore pickup, product reviews and more Strategic partners ESPN, Amazon, Google Highly scalable Recently launched Golfsmith Travel and Tee Times services Customer Ratings and Reviews First tee and BAM right down the middle. No reason to move the weights! This club is workable and forgiving. I can t wait to play around with the weights and Custom Club Fitting Online 2007,Golfsmith Int l Holdings, Inc. 17
Catalog Business Golf s catalog pioneer 40 years Proven brand extender Key component of multichannel Drives Internet commerce Supports specialization Drive Tennis 2007,Golfsmith Int l Holdings, Inc. 18
Competitive Advantage Marketing Brands Across All Channels Example: Internet Branding Retail End-caps Club and Ball Catalogs Michelle Wie Email Marketing Iron Wall Callouts 2007,Golfsmith Int l Holdings, Inc. 19
Flexible Infrastructure Scalable, cost-effective, capable of supporting growth strategy 2007,Golfsmith Int l Holdings, Inc. 20
Golfsmith Innovative.
Guest-First Platform Caddy For Life Innovative Guest Services Player Rewards Loyalty Program 2007,Golfsmith Int l Holdings, Inc. 22
Activity-Based Stores Since 1995 Indoor driving ranges already in 25 stores (expanding) Hitting bays in all others Expansive putting greens Large demo club assortment Expert custom fitting Proprietary Smartfit TM systems Vector TM launch monitors Club repair services GolfTEC staff of PGA Teaching Pros 2007,Golfsmith Int l Holdings, Inc. 23
Tennis: A Complementary Offering Opportunity to consolidate a fragmented market In 45 stores at end of 2006 Projected to be in at least 57 stores by year end 2007 Expert tennis stringers in stores Fits strategically with focus on women and apparel Apparel and footwear represent 65% of sales. Frequent players increased 9.6% in 2005 to 5.2 million. $1+ Billion Market Women represent 53% of the market and 63% of the spending. Total participation increased 5% in 2005 to 24.7 million. Source: Tennis Industry Association, National Sporting Goods Association, US Tennis Association. 2007,Golfsmith Int l Holdings, Inc. 24
Special Events that Energize a Brand Manhattan Grand Opening 6-20-06 Rather than a ribbon-cutting ceremony, John Daly smashed a golf ball through a replica of our front doors Some 500 people lined up to see the new store 2007,Golfsmith Int l Holdings, Inc. 25
NYC Street Slam 8-24-06 On the afternoon of August 24th, traffic came to a standstill on 54th and Lexington in Midtown Manhattan as the world s top two ranked men s tennis players took to the streets as part of an exhibition to grow Golfsmith s tennis brand awareness. Located just outside of the Golfsmith Golf & Tennis Manhattan store, more than 1,000 New Yorkers gathered to watch Roger Federer and Rafael Nadal play tennis just prior to the start of the 2006 US Open. 2007,Golfsmith Int l Holdings, Inc. 26
Golfsmith Performance.
Continued Strong Store Growth # of stores CAGR: 26% CAGR: 19-21% 74-76 62 26 38 46 52 2002 2003 2004 2005 2006 2007E 2007,Golfsmith Int l Holdings, Inc. 28
New Store Model Model Store Investment* (dollars in thousands) Net Capital Expenditures $ 600 Net Inventory Investment $ 400 Pre-opening Expenses $ 150 Net Cash Investment $ 1,150 Open Open +1 Open +2 Open+3 Total Sales (MM) $2.6 $4.3 $4.7 $4.9 Comp % 17% 9% 3% Cash Contribution ** 0% 10% 12% 13% Cash ROI 0% 38% 51% 55% *Capital expenditures vary by market and condition of property received from landlord. Inventory is net of AP. **Assumes a May average opening. Contribution excludes pre-open, depreciation and corporate overhead allocation. 2007,Golfsmith Int l Holdings, Inc. 29
Comparable Store Sales Growth 8.0% 6.0% 4.0% 2.0% 0.0% 2003 2004 2005 2006 7.4% 0.7% 2.6% 2.0% 2007,Golfsmith Int l Holdings, Inc. 30
Golfsmith Financial Highlights ($MM) 2004 2005 2006* Q405 Q406 Revenue $296.2 $323.8 $357.9 $ 71.8 $ 75.0 Gross Profit 101.2 115.8 125.8 25.3 25.9 % margin 34.2% 35.7% 35.2% 35.2% 34.5% SG&A $ 90.8 $ 99.3 $ 112.5 $ 24.5 $26.2 Operating Income (Loss) 9.7 14.7 15.0 0.7 ( 0.6) % margin 3.3% 4.5% 4.2% 1.0% ( 0.9%) * Excludes $3.4 million charge related to the termination of management consulting agreement with First Atlantic Capital and stock option charge associated with the IPO. 2007,Golfsmith Int l Holdings, Inc. 31
Preliminary Estimated First Quarter Results* Q1 Revenue $77.6 million Q1 Comparable Store Sales negative 5.7% Q1 Loss per share $0.32 to $0.31 Full Year 2007 Outlook 2007 Revenue $417 million to $430 million 2007 Comparable Store Sales 1.5% to 3.0% 2007 Earnings per Share $0.69 to $0.79 * Based on preliminary results announced on April 23, 2007 2007,Golfsmith Int l Holdings, Inc. 1
Golfsmith Growth Opportunities Top-line growth: Roll-out of 12-14 new stores in 2007 Initiatives to increase existing store traffic Expand & leverage direct channel Margin expansion: Leverage distribution infrastructure and fixed overhead Growth of higher margin proprietary business 2007,Golfsmith Int l Holdings, Inc. 33
Why Golfsmith? Longstanding recognized retail brand Leading multi-channel golf and tennis retailer Differentiated mix Flexible cost-effective infrastructure Significant growth strategy Proven activity-based store model Established direct channel Experienced leadership 2007,Golfsmith Int l Holdings, Inc. 34