January 2015 Investor Presentation

1. Agenda
Page
[ C L I E N T N A M E ]
Presentation3

2. 1
Forward Looking Statements
This presentation contains forward-looking statements that are based on current expectations, estimates, forecasts and projections about Burlington Stores, Inc.,
together with its consolidated subsidiaries including, without limitation, Burlington Coat Factory Warehouse Corporation and its operating subsidiaries
(“Burlington” or the “Company”), the industry in which we operate and other matters, as well as Burlington management’s beliefs and assumptions and other
statements regarding matters that are not historical facts. For example, when Burlington uses words such as “aim,” “project,” “projection,” “expect,” “forecast,”
“outlook,” “anticipate,” “intend,” “plan,” “believe,” “seek,” “estimate,” “should,” “would,” “could,” “will,” “can,” “can have,” “likely,” “opportunity,” “potential” or “may,”
and the negatives thereof and variations of such words or other words that convey uncertainty of future events or outcomes, Burlington is making forward-looking
statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Burlington’s forward-looking
statements are subject to risks and uncertainties. Such statements include, but are not limited to, proposed store openings and closings, proposed capital
expenditures, projected financing requirements, proposed developmental projects, projected sales, earnings, revenues, costs, expenditures, cash flows, growth
rates and financial results, our plans and objectives for future operations, growth or initiatives, our strategies, Burlington’s ability to maintain or grow selling
margins, and the effect of the adoption of any new accounting pronouncements on our consolidated financial position, results of operations and cash flows, and
the expected outcome or impact of pending or threatened litigation. Actual events or results may differ materially from the results anticipated in these forward-
looking statements as a result of a variety of factors. While it is impossible to identify all such factors, factors that could cause actual results to differ materially
from those estimated by Burlington include: competition in the retail industry, competitive factors such as pricing and promotional activities of major competitors,
seasonality of Burlington’s business, adverse weather conditions, changes in consumer preferences and consumer spending patterns, import risks, inflation,
general economic conditions, unforeseen computer related problems, cyber security risks, unforeseen material loss or casualty, regulatory changes, our
relationship with our employees, the impact of current and future law, terroristic attacks, natural and man-made disasters, Burlington’s ability to implement its
strategy, its substantial level of indebtedness and related debt-service obligations, restrictions imposed by covenants in its debt agreements, availability of
adequate financing, its dependence on vendors for its merchandise, events affecting the delivery of merchandise to its stores, existence of adverse litigation,
availability of desirable locations on suitable terms, and other risks discussed from time to time in the filings of Burlington and Burlington Coat Factory
Investments Holdings, Inc. with the Securities and Exchange Commission.
Many of these factors are beyond Burlington’s ability to predict or control. In addition, as a result of these and other factors, Burlington’s past financial
performance should not be relied on as an indication of future performance. The cautionary statements referred to in this section also should be considered in
connection with any subsequent written or oral forward-looking statements that may be issued by Burlington or persons acting on its behalf. Burlington
undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as
required by law. In light of these risks and uncertainties, the forward-looking events and circumstances discussed in this presentation might not occur.
Furthermore, Burlington cannot guarantee future results, events, levels of activity, performance or achievements.

3. 2
Investment Highlights
Leading destination for on-trend, branded merchandise at a great value
Proven track record of performance with strong current business trends
Flexible off-price sourcing and merchandising model
Attractive store economics and white space allowing for continued growth
Proven management and merchant team with extensive retail experience
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4. 3
Increased Q4 and FY 2014 Guidance Driven by Strong Holiday
Performance
FY 2014 EPS is expected to increase ~80% as compared to the prior year
Q4-14 Guidance
Net Sales: +9.6 - 10.1%
Comps: +5.0 - 5.5%
Adjusted EPS: $1.30 - $1.32
FY 2014 Guidance
Net Sales: +8.2 - 8.4%
Comps: Approximately +4.5%
Adjusted EPS: $1.70 - $1.72

5. 4
Company Overview
 Leading, nationally recognized retailer of high quality,
primarily branded apparel
 National footprint with 543 stores, inclusive of its
online store, in 44 states and Puerto Rico
 Extensive selection of quality brands, on-trend, at
great value
 Feature merchandise from >5,000 vendors, with a
focus on major nationally-recognized brands
 Every Day Low Price (“EDLP”) model with savings
up to 60-70% off department and specialty store
regular prices
National Store Footprint
WA
11
OR
4
CA
61
NV
5
ID
2
MT
WY
UT
3
AZ
9
NM
2
TX
52
OK
3
CO
6
KS
6
NE
1
SD
ND
1 MN
6
IA
2
MO
6
WI
9
IL
29
IN
12
MI
17
OH
20
AR
2
LA
9
MS
2
AL
7
TN 7
FL
37
GA
16
SC
5
NC
12
VA
17
WV
KY 4
PA
30
NY
36
VT
ME
2 NH
2
MA
14
RI
4CT
10NJ
28
DE
2MD
16
West
80 Stores
Midwest
113 Stores
Northeast
128 Stores
Southeast
142 Stores
Southwest
80 Stores PR
12
AK
2
Note: As of January 3, 2015

6. 5
Provides customers the value inherent in true EDLP, but with much more product,
category depth and variety than our off-price competitors
Differentiated Off-Price Business Model
Moderate Department Store
50,000 - 80,000 sq. ft.
Men’s, Ladies and
Children’s Apparel, Baby Products, Family
Footwear, Accessories, Linens and
Home Décor
Premium and
moderate national brands
EDLP / Off-Price
Substantial in-season liquidity to capitalize
immediately on trends and opportunistic
buys
Younger (~39 years old)
~$64K avg. income
Store Size
Product
Breadth
Brands
Pricing
Strategy
Sourcing /
Vendors
Customers
Broad apparel range
with more depth
in available items
Moderate brands,
private label
Highly promotional
Pre-season sourcing strategy, limited
flexibility, margin guarantees / promotional
allowances
Older (~45 years old)
~$78K avg. income
Typically > or =
80,000 sq. ft.
30,000 sq. ft.
Similar product categories to Burlington but
less depth within each category (smaller
stores)
Premium and
moderate national brands
EDLP / Off-Price
More reliance on packaway merchandise
(Ross) and pre-season cuttings (TJX)
Younger (~39 years old)
~$77K avg. income
Other Large Off-Price Retailers

7. 6
Refined Our Off-Price Model Through Improved Buying and
Inventory Management
Deliver VALUE through
Fashion, Quality, Brand and Price
(FQBP)
Minimal pre-season
purchasing –
Staying liquid
In-season
closeouts
Flexible floor sets –
Allocate square
footage and
buying dollars
to strongest
categories
Rejuvenated pack
and hold program –
Seasonal deals
from highly
desirable national
brands
Shallow and broad
assortments –
More selection
More categories
Off-price excellence and comparable store sales growth from better buying

8. 7
Refined Our Off-Price Model Through Improved Buying and
Inventory Management
Improved Comparable Store Inventory Turnover
2.35x
3.97x
FY 2008 FY 2013
Key Inventory Metrics
Comparable Store Inventory Turnover: +24% in Q3-14 vs. Q3-13
+20% YTD as of Q3-14 vs. prior year period
Comparable Store Inventory: -14% in Q3-14 vs. Q3-13

9. 8
Invested in Technology and Systems to Drive Growth and
Improve Efficiency
Right product to the right stores at the right time at the right price
Markdown
optimization –
Right price
Planning and
forecasting –
Right product
Business
intelligence
and product
attribution –
Metrics and
analytics
Allocation –
Right stores
at the
right time
Off-price excellence and comparable store sales growth from better selling

10. 9
Introduced Program to Improve Customer Experience and
Store Operations
Customer Experience
 Clean, well lit, easy to shop stores
 Improved navigation signage
 Well maintained fitting rooms
 Friendly associates
 Staffing commensurate with
customer traffic
 Fast, efficient checkout
 Friendly return / layaway policies
Store Execution
 Simplified merchandising
 Clear brand signage
 Sized fixtures
 Well executed clearance section
 Organized, recovered selling floor
 Fast movement of receipts to floor
Off-Price Excellence and Comp Store Sales Growth from Store Operations

11. 10
-0.2%
0.7%
1.2%
4.7% 4.5%
2010 2011 2012 2013 2014 E
$308 $315
$332
$384
$443.9
2010 2011 2012 2013 2014 E
Proven Track Record With Accelerating Momentum
Net Sales (M)
Comp Store Sales
EBITDA (M)
~
$3,670
$3,854
$4,131
$4,428
$4,800
2010 2011 2012 2013 2014 E
~
Based on First
Call consensus
Based on Company
Guidance
Based on Company
Guidance

12. 11
Significant Opportunities for Continued Growth
Drive Comparable Store Sales Growth
(LT Target: Annual comps of +2.0-3.0%)
 Drive sales per square foot closer to peers overtime
 Improve merchandise localization
 Increase sales of Women’s Apparel, Shoes and Accessories
 Grow our Home business
 Continue our momentum in increasing traffic and conversion
Expand Our Retail Store Base
(LT Target: Open ~25 new stores per year)
Expand Operating Margins
(LT Target: Annual EBITDA margin expansion
of 10-20 bps; Translating to annual net income
of +20%)
 Continue to improve inventory turnover
 Increase purchasing power
 Leverage expense base
 New stores have an average payback period of less than three years
 Over 98% of stores are profitable on a store-level cash flow basis
 Successful across geographic regions, population densities, store footprints
and real estate settings
 Significant white space for growth with potential for approximately 1,000
stores, expanding in both existing and new markets

13. 12
Appendix

14. 13
Debt Profile
Debt Profile
1 TTM adjusted EBITDA of $417.7mm
($ in millions) Before IPO (1-Oct-13) 1-Nov-14 xLTM EBITDA1
ABL $15 $205
Term Loan 862 1,191
Cap Leases 23 28
Total Senior Secured Debt $900 $1,424 3.41x
Senior Unsecured Notes 450 --
Senior Unsecured HoldCo Notes 344 --
Total Debt $1,694 $1,424 3.41x

15. 14
Adjusted Net Income and Adjusted EBITDA Reconciliation
Historical Adjusted Net Income Reconciliation
Historical Adjusted EBITDA Reconciliation
1 53 weeks
($ in millions) FY121
FY13 Q3 13 Q3 14
Net Income (Loss) $25.3 $16.2 ($16.9) ($34.2)
Net Favorable Lease Amortization 31.3 29.3 6.8 6.5
Costs Related to Debt Amendments & Offering 4.2 23.0 10.5 0.6
Loss on Extinguishment of Debt 2.2 16.1 - 70.3
Impairment Charges 11.5 3.2 0.3 -
Advisory Fees 4.3 2.9 0.7 -
Stock Option Modification Expense - 10.4 1.8 0.6
Tax Effect (19.2) (30.9) (6.5) (31.9)
Adjusted Net Income (Loss) $59.6 $70.2 ($3.3) $11.9
($ in millions) FY121
FY13 Q3 13 Q3 14
Net Income (Loss) $25.3 $16.2 ($16.9) ($34.2)
Interest Expense, Net 113.8 127.5 32.7 16.6
Loss on Debt Extinguishment 2.2 16.1 - 70.3
Income Tax Expense (Benefit) 3.9 16.2 (7.7) (24.0)
Depreciation and Amortization 166.8 168.2 41.1 42.6
Impairment Charges 11.5 3.2 0.3 -
Advisory Fees 4.3 2.9 0.7 -
Stock Option Modification Expense - 10.4 1.8 0.6
Costs Related to Debt Amendments & Offering 4.2 23.0 10.5 0.6
Adjusted EBITDA $332.0 $383.7 $62.5 $72.5