November 19, 2015

Safe Harbor
Forward-Looking Statements
This presentation contains forward-looking statements. Such statements are intended to qualify for the protection of the safe harbor provided by the
Private Securities Litigation Reform Act of 1995. The words anticipate, estimate, expect, objective, goal, project, intend, plan, believe,
will, should, may, target, forecast, guidance, outlook and similar expressions generally identify forward-looking statements. Similarly,
descriptions of the Companys objectives, strategies, plans, goals or targets are also forward-looking statements. Forward-looking statements relate to
the expectations of management as to future occurrences and trends, including statements expressing optimism or pessimism about future operating
results or events and projected sales, earnings, capital expenditures and business strategy.
Forward-looking statements are based upon a number of assumptions and factors concerning future conditions that may ultimately prove to be
inaccurate. Forward-looking statements are not guarantees of future performance, and actual results may differ materially from those discussed in
forward-looking statements as a result of various factors. Such factors include, but are not limited to, the ability of the Company to maintain normal trade
terms with vendors, the ability of the Company to comply with the covenant requirements contained in its revolving credit facility agreement, the demand
for the Companys merchandise and other factors. The demand for merchandise and sales volume may be affected by significant changes in economic
conditions, including an economic downturn, unemployment rates, consumer confidence, energy and gasoline prices and other factors influencing
discretionary consumer spending. Other factors affecting the demand for merchandise and sales volume include unusual weather patterns, an increase
in the level of competition, changes in fashion trends, changes in the average cost of merchandise, availability of merchandise on normal payment terms
and the failure to achieve the expected results of the Companys merchandising, marketing and store operating plans. Additional assumptions, factors
and risks concerning future conditions are discussed in the Risk Factors section of the Companys most recent Annual Report on Form 10-K as filed with
the SEC (Form 10-K), and other factors discussed from time to time in the Companys other SEC filings.
Forward-looking statements are based upon managements then-current views and assumptions regarding future events and operating performance.
Although management believes the expectations expressed in forward-looking statements are based on reasonable assumptions within the bounds of its
knowledge, forward-looking statements involve risks, uncertainties and other factors which may materially affect the Companys business, financial
condition, results of operations or liquidity. Most of these factors are difficult to predict and are generally beyond the Companys control.
This presentation should be considered in conjunction with the Form 10-K and the Companys other SEC filings. You should consider all such risks,
uncertainties and other factors carefully in evaluating forward-looking statements. You should not place undue reliance on forward-looking statements,
which speak only as of the date they are made. This presentation was prepared as of November 19, 2015, and the Company undertakes no obligation to
publicly update forward-looking statements whether as a result of new information, future events or otherwise.
Non-GAAP Financial Measures
This presentation includes non-GAAP financial measures. Please refer to the appendices for a reconciliation of the non-GAAP financial measures to the
most directly comparable GAAP financial measures. Management believes this supplemental financial information enhances an investors understanding
of the Companys financial performance as it excludes those items which impact comparability of operating trends. The non-GAAP financial information
should not be considered in isolation or viewed as a substitute for net income, cash flow from operations or other measures of performance as defined
by GAAP. The inclusion of non-GAAP financial information as used in this presentation is not necessarily comparable to other similarly titled measures
of other companies due to the potential inconsistencies in the method of presentation and items considered.

A Differentiated Business Model

Our customers love to shop for style and value in a hometown store

Were a leading specialty department store brand located

in small and mid-sized towns and communities

Our stores average 18,000 selling square feet, providing a

tailored hometown shopping experience

We carry favorite brands and relevant styles in apparel,

cosmetics, accessories, footwear and home

Small Market Presence

The majority of our stores are in small and
mid-sized markets

Number of Stores by Market

Area Population*

We have strong brand recognition in our

local communities
We serve customers in smaller format
stores with edited assortments of nationally
recognized brands and favorite styles

16%

< 50,000

20%

50,000 - 150,000

64%

Moderate overlap in markets with JC

Penneys, Kohls and off-price retailers

> 150,000

Store Count by Nameplate *

221
* Based on Q3 2015 store count

259

52

197

118
4

Stores by Region*

Total of 847 locations across 40 states

Over 70% of our stores are located in the South

14

31
97

108

34

218
345

Distribution Centers
Headquarters
* Based on Q3 2015 store count

Merchandise Mix*
Diversified product mix, with strong representation in womens, childrens and
footwear relative to other department stores
Focus on key national brands within each department while expanding door
count for existing brands that customers love to shop
Womens

Mens

Childrens

Footwear

38%

17%

11%

13%

* FY 2014 sales break out

Accessories

8%

Cosmetics &
Fragrances

9%

Home, Gifts
& Other

4%

Brands, Style and Value

She comes to us for her favorite brands and the latest styles and trends

National brands account for approximately 87% of sales

Our pricing is high/low with compelling promotions and coupons

Our Target Customers

the Brand Fan
Loves shopping and pays attention to whats
hot and whats not
Believes designer brands provide fashion that
cant be matched
Shops Macys, Kohls, Wal-Mart, JC Penney

the Savvy Style Saver

Loves shopping and enjoys talking about style
and her look with family and friends

Variety of style is important she likes to

change up her look
Shops Wal-Mart, JCPenney, Kohls, Target

Rapid Direct-to-Consumer Growth

Committed to growing our Direct-to-Consumer (DTC) business by

improving the shopping experience and building out capabilities through:

An upgraded shopping experience across all channels

Expanded product offerings
Improved site functionality and fulfillment

Avg. Annual Spend per Customer*

Stage DTC
Launched Nov 2010

OmniChannel

$470

Store Only

Online Only

* FY 2014

$164

$73

Refining our Marketing Vehicles

Focus media where our customer is spending her time

Shift dollars to digital, mobile and broadcast while maintaining direct mail
and dramatically reducing spend on print

Grow customer file for text, email and voice messaging

Increase from 2011 to 2015

+120%

+100%

-51%

+590%

+659%

+84%

Digital Media
Share of Total
Spend

Radio Share of
Total Spend

Newspaper
Share of Total
Spend

Total SMS Text

Subscribers

Total Facebook
Fans

Total Email
Subscribers

+42%
Total PLCC
Cardholders

10

Growth Initiatives
Our focus is on driving sales productivity in existing stores and expanding the
presence and penetration of our Direct-to-Consumer (DTC) business

Create a DTC and omni-channel experience

Increase emphasis on trends and style

Improve the store environment

Activate our connection to customers

11

Create a DTC and omni-channel experience

Create a seamless shopping experience
Broaden customer reach
Leverage DTC enhancements and
functionality improvements to connect
with the customer at multiple touch-points

Expand assortments
Improve site experience
Expand centralized fulfillment
Infrastructure for buy online, ship to store
being built for 2016

12

Increase emphasis on trends and style

Increase share of wallet from existing

customers and reach new customers

Increase the penetration of updated and

contemporary fashion and brands

New and expanded brands Dior, Betsey

Johnson, Calvin Klein, and Calphalon

Expand cosmetics doors Estee Lauder and

Clinique in over 300 stores and growing

Localization size pack optimization and

store level markdown optimization

Home re-launched in Q314 with highly

edited offerings in kitchen, textiles and gifts
13

Improve the store environment

Shift capital from opening new

stores to updating the existing fleet

ROI driven remodel strategy

designed to elevate the customer
shopping experience

Brighter stores
Improved fixturing
Enhanced navigation
Better layout to showcase popular
brands and create focus on
updated apparel and accessories
Improve service to let our
customer know she is very
welcome

Strategic closures of
underperforming locations

Activate our connection to customers

Marketing strategy designed for greater connectivity

Shift media and timing to create greater impact

Personalize content with tailored offerings

Re-brand using a premier agency in order to refine our brand platform

Expand loyalty programs to include all customers while leveraging PLCC program

PLCC cardholders shop and spend ~3X more than non-cardholders

$70.0

55%

Premier Rewards PLCC

$60.0

$54

50%

$46

$50.0

45%

$40.0

$31

40%

$30.0

40%

$19

$20.0

$16

$10.0

32%

32%

2010

2011

36%
35%

33%

$0.0

30%

2012

Credit Revenue ($M)

2013

2014

Credit Penetration

15

Financial Overview

16

Financial Results*
Opportunity to drive sales productivity with near-term goal of $120 per selling square foot
Sensitivity to leverage creates margin and earnings expansion off of productivity gains
FY 2011

Net
Sales

FY 2012

FY 2013

$1,628 m

$1,609 m

$1,639 m

$1,511 m

$108

Avg. Sales
per SSF

FY 2014

$105

$107

$102

5.7%

% Comp

0.5%

Adjusted
EPS

$0.95

-1.5%

$1.44

$1.22

1.4%

$1.18

17
* Continuing operations

Capital Spending
Shifting capital spend to focus more on existing stores and technology in
support of strategic growth initiatives

2015 Capital Plan *

Capital Spend History ($M) *

$75

$80

6%

$57

$60

New
Stores

12%

Technology

$50
$40

Other

$65

$70

$41

$45

31%

$75M

$32

$30
$20

Existing
Stores

$10

51%

$0
2010

2011

2012

2013

2014

2015(E)*

*Excluding anticipated one time capital expenditures, net of construction allowances, of ~$12M related to the corporate headquarters consolidation project

18

Financial Position
Strong financial position
Internally funded growth and focus on returning value to shareholders
Disciplined inventory management and a conservative capital structure
Strong liquidity supported by cash flow from operations and credit facility
$350 million revolving line of credit entered into in Oct 2014 increased borrowing
capacity by $100 million and reduces interest expense
Strong dividend track record with six consecutive years of dividend increases

50%
Increase

$0.30

Sep 2010

20%
Increase

11%
Increase

$0.36

$0.40

Sep 2011

Sep 2012

25%
Increase

$0.50

Jun 2013

12%
Increase

7%
Increase

$0.56

$0.60

Jun 2014

Jun 2015

19

Why Stage Stores

Strong brand loyalty with differentiated
merchandise offerings at a great value

Small and mid-size markets focus

Driving productivity through enhanced

merchandising and remodeled stores

Target EBITDA margins of 10%

Creating an omni-channel experience led

by direct-to-consumer business growth

Goal of >5% penetration by FY17

Strong PLCC program and piloting a

tender-neutral loyalty program in 2015

45% PLCC penetration by FY17

Solid balance sheet and consistent

dividend growth
Strong and experienced management

7% dividend increase in FY15

Extensive retail experience

20