principles (GAAP). Reconciliations of such information to the most - PowerPoint PPT Presentation

This presentation includes forward-looking statements. Forward-looking statements reflect our current views with respect to, among other things, future events and performance. All statements other than statements of historical facts, including statements regarding our future operating results and financial position, business strategy, and plans and objectives of management for future operations, are forward-looking statements. In many cases, you can identify forward- looking statements by words such as “anticipate,” “contemplate,” “could,” “estimate,” “expect,” “intend,” “project,” “plan,” “potential,” “predict,” “target,” “believe,” “seek,” “continue,” “outlook,” “may,” “might,” “will,” “should,” “can have,” “likely” or the negative version of these words or comparable words. Forward- looking statements speak only as of the date on which they are made and are based on beliefs and assumptions made by management using currently available information. These statements are only predictions and are not guarantees of future performance, results, actions or events. The issuer expressly disclaims any obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. All written and oral forward-looking statements attributable to the Company, or persons acting on are its behalf, expressly qualified in their entirety by the cautionary statements in the preliminary prospectus, including, without limit, those described under the heading “risk factors”, as well as other cautionary statements that are made from time to time in the Company’s public communications. You should evaluate all forward-looking statements made in this presentation in the context of these risks and uncertainties. This presentation contains certain information that has not been derived in accordance with generally accepted accounting principles (“GAAP”). Reconciliations of such information to the most directly comparable information derived in accordance wi th GAAP are contained in this presentation. This information should not be considered a substitute for any measures derived in accordance with GAAP. 1

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A Leading Contemporary Apparel Brand Everyday Luxury Essentials Modern Effortless Style 4

Sales Adj. EBITDA (1) Global Wholesale Doors U.S. Retail Stores % Margin 21% 22% Wholesale Full Price Direct-to-Consumer Outlet Note: LTM data reflects results for the 12 months ended November 2, 2013. Store count data as of December 31, 2013. (1) Excludes one-time public company transition costs. 5

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Where We Are (1) Where We Were 2012 / 2013 2002 2005 2006 2007 2008 2010 68% Denim, Leather 32% Knits and Product Core Expansion and Outerwear Sweaters Collections Tops Other 87% Women’s Women’s Expansion Men’s Launch 13% Gender Dual Gender Expansion Women's Men's 85% Retail Multi-Channel Channel Wholesale Wholesale Expansion 15% Expansion eCommerce Wholesale DTC 92% Geography U.S. International International Expansion in Select Countries 8% U.S. International Founded by New Management Team Vince Kellwood Team / Rea Laccone & Led by Jill Granoff, Lisa Acquired by Acquired by Company Christopher Klinger and Karin Kellwood Sun Capital LaPolice Gregersen (1) Data reflects FY 2012 sales. 9

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1,608 Doors • 11 Shop -in-Shops (2) (1) Based on information shared by wholesale partners for 2012 performance. (2) Door and shop-in-shop count as of December 31, 2013. 13

International 40+ Countries • 537 Doors • 9 Shop -in-Shops (1) (1) Door and shop-in-shop count as of December 31, 2013. 14

Current U.S. Retail Footprint Full-Price Store Outlet Store • First store opened in 2008 • 22 Full Price Stores • 6 Outlets today (1) • Proven success across street, lifestyle, mall and outlet locations in many geographies • Significant white space opportunity (1) Store count as of December 31, 2013. 15

15 Quarters of Comparable Store Sales Growth 35% 34% 30% 29% 23% 20% 19% 17% 15% 12% 9% 7% 5% 2% 2% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2010 2011 2012 2013 16

eCommerce Website eCommerce Marketing • • Launched in 2008 eCommerce marketing efforts build brand awareness, drive traffic and showcase the brand across channels • Primarily U.S. business  Online lookbooks • Fastest growing channel today  Email promotions • Strategy focused on driving increased brand awareness,  Store opening announcements customer traffic, and conversion • Integrated with social media content • Q1 2014 Site Re-Launch 17

Effortlessly Cool • Casually Sophisticated 44% 29% 30% 23% 23% 18% 13% 12% 9% 18-29 30-39 40-49 50-59 60+ <$50K $50- $100- $200K+ $100K $200K • 25 – 55 – with a sweet spot of 40+ • Metropolitan and fashion savvy • A successful professional or an active stay-at-home mom • Confident, understated and always pulled together • Grounded and family oriented • Thoughtful; focused on quality and value • Active and takes care of herself Source: Internal company research, Aug 2012. Total sample size of 2,941. 18

Pulled Together • Comfortable with his Own Style 33% 32% 31% 31% 21% 23% 16% 10% 4% 18-29 30-39 40-49 50-59 60+ <$50K $50- $100- $200K+ $100K $200K • 20 – 50 years old – with a sweet spot of 35+ • Successful – working in a creative or professional field • Confident, metropolitan and masculine • Witty, sharp and approachable • Focused on design, quality and comfort • On-trend but not fashion-forward • A modern thinking man – interested in improving himself Source: Internal company research, Aug 2012. Total sample size of 2,941. 19

Aided Brand Awareness Brand Affinity Purchase Intent 70% 54% 20% Ralph Lauren Ralph Lauren 61% Ralph Lauren 46% 92% J.Crew Kors 61% Kors 44% 88% Kors Theory 56% Tory Burch 36% 87% Alice + Olivia 54% J.Crew 36% DVF 75% Tory Burch 49% Theory 35% Tory Burch 54% DVF 47% Alice + Olivia 34% Chloe 54% J.Crew 46% J Brand 33% Theory 47% J Brand James Perse Helmut Lang 38% 45% 29% Celine Rag & Bone Rag & Bone 32% 44% 25% Chloe DVF Alice + Olivia 32% 43% 23% Rag & Bone Chloe Celine 31% 36% 22% J Brand 30% James Perse 35% Celine 21% James Perse 19% Helmut Lang 31% Helmut Lang 15% Source: Research conducted on behalf of Company in October 2012. Total sample size of 500. 20

To Accelerate Our Evolution U.S. Wholesale Driven Women’s Apparel Business Global Multi-Channel Dual Gender Lifestyle Brand 21

Name / Title Jill Lisa Karin Jill Beth Rebecca Michele Jay Deena Granoff Klinger Gregersen Steinberg Cohn Damavandi Sizemore Dubiner Gianoncelli Chief Executive Chief Financial President & SVP, SVP, Retail & Group Pres., SVP, SVP, General SVP, Human Officer Officer Chief Creative Wholesale eCommerce Global Bus. Operations Counsel Resources Officer Dev. Yrs of Exper 25+ 24 19 14 22 18 25 23 18 Prior Role Chief Executive EVP, Chief EVP & VP, SVP, Retail President, SVP, Global EVP, General Director, Officer Financial Officer Managing U.S. Sales and Licens. & Global Sourcing Counsel Human Director eCommerce Bus. Dev. Resources Additional Experience 22

1 Capitalize on New and Existing Product Opportunities 2 Maximize Wholesale Productivity 3 Expand Retail Footprint 4 Accelerate eCommerce Growth 5 Drive International Expansion 6 Increase Brand Awareness 24

1 Become the Expand Launch New Vince Ultimate Lifestyle Existing Categories Today Brand Categories  Dresses  Men’s Footwear (Fall ’14)  Broaden wear occasion  Outerwear  Childrenswear (Fall ‘14)  Enhance "Head-to-Toe" offering  Luxe Loungewear  Handbags (2015)  "Go to" everyday luxury essentials brand for men, women  Denim  Small Leather and children Accessories (2015)  Women’s Footwear  Fashion Accessories  Men’s Apparel  Intimates & Sleepwear Note: new product category launch dates subject to change. 25

2 Key Opportunities Global Shop-in-Shop Opportunity (1) • Increase penetration in existing doors TBD U.S.  Improved space and location International  Expanded assortments  Elevated men’s collection  Product “exclusives”  Enhanced marketing and sales support • Selectively open new doors 20 • Optimize omni-channel opportunities 9 11 1 1 2012 LTM White Space (1) LTM shop-in-shop count as of December 31, 2013. 26

3 100+ U.S. White Space Opportunity (1) (2) • 100+ U.S. Retail Store Potential (2) Full Price • Outlet Targeting 3:1 Full Price to Outlet Ratio • Potential for new formats and international growth • Sophisticated site selection process  Comprehensive real estate strategy  High-end streets, lifestyle centers and A+ malls  Target luxury and advanced contemporary 6 adjacencies 3 2  Disciplined financial review to ensure attractive 1 economics 22 19 17 15 2010 2011 2012 LTM White Space (1) LTM store count as of December 31, 2013. (2) Based on third-party analyses and internal projections. 27