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SAFE HARBOR STATEMENTThis presentation contains forward‐looking statements under the Private Securities Litigation ReformAct of 1995. The statements that are not historical facts contained in this presentation are forwardlooking statements that involve a number of known and unknown risks, uncertainties and otherfactors, all of which are difficult or impossible to predict and many of which are beyond the control ofIconix Brand Group, Inc. (“Iconix” or the “Company), which may cause the actual results, performanceor achievements of the Company to be materially different from any future results, performance or

SAFE HARBOR STATEMENT

achievements expressed or implied by such forward looking statements. These forward‐lookingstatements reflect only current expectations of the Company and should not be read as a guarantee offuture performance or results, and will not necessarily be accurate indications of the times at, or bywhich, such performance or results will be achieved. Forward‐looking statements include statementsconcerning the Company’s plans, objectives, goals, strategies, future events, future results, competitivestrengths, industry trends, and the benefits of recent acquisitions. The words "believe", "anticipate,""expect," "confident," and similar expressions also identify forward‐looking statements. Readers arecautioned not to place undue reliance on these forward looking statements, which speak only as of thedate the statement was made. The Company can give no assurance that any of the events anticipatedby forward‐looking statements will occur or, if any of them do, what impact they will have on theCompany’s results of operations and financial condition. In light of the risks and uncertaintiesdescribed in the “Risk Factors” section of the Company's Annual Report on Form 10‐K for the fiscal yearended December 31, 2009, and Form 10‐Q for the quarter ended March 31, 2010 the matters referredto in the forward‐looking statements contained in this presentation may not in fact occur.

Forward‐looking statements speak only as of the date the statements are made. The Companyg p y p yassumes no obligation to update forward‐looking statements to reflect actual results, changes inassumptions or changes in other factors affecting forward‐looking information except to the extentrequired by applicable securities laws. If the Company does update one or more forward‐lookingstatements, no inference should be drawn that the Company will make additional updates with respectthereto or with respect to other forward‐looking statements.

This presentation contains certain non‐GAAP financial measures. The Company believes the use ofnon‐GAAP measures in addition to GAAP measures is an additional useful method of evaluating itsnon GAAP measures in addition to GAAP measures is an additional useful method of evaluating itsresults of operations. The non‐GAAP financial measures disclosed should not be considered asubstitute for, or superior to, financial measures calculated in accordance with GAAP, and the expectedresults calculated in accordance with GAAP and reconciliations to those expected results should becarefully evaluated. The non‐GAAP financial measures used by the Company may be calculateddifferently from, and therefore may not be comparable to, similarly titled measures used by othercompanies. A presentation of the most directly comparable GAAP financial measures and areconciliation of the differences between the non‐GAAP financial measure presented and the mostdirectly comparable financial measures calculated and presented in accordance with GAAP is provideddirectly comparable financial measures calculated and presented in accordance with GAAP is providedin tables appearing at the end of this presentation.

ICONIX OVERVIEW

WHO WE AREOwner of 27 Iconic Brands

Represent $12 Billion in Annual Retail SalesRepresent $12 Billion in Annual Retail Sales

Marketing, Brand Management & Merchandising Experts

2005: Transitioned to a pure play licensing company

EVOLUTION OF ICONIX

2005: Transitioned to a pure play licensing company

Today: 21st century model of specialization

TRADITIONAL OPERATING COMPANY

Marketing/Advertising/PR Marketing/Advertising/PR

ADVANTAGES OF ICONIX MODEL

Predictable Revenue Streamg gLicensingTrend Direction

g gLicensingTrend Direction

Guaranteed Minimum Royalties

No Inventory Risk

Low Overhead

SalesRetailDesignSourcing

RESPONSIBILITY OF LICENSEES

High EBITDA Margins

Minimal Working Capital

Minimal Capital Expenditures

ManufacturingDistributionWarehousingInventory Ownership & Mgmt

OF LICENSEES

GROWING BRAND MANAGEMENT PLATFORM

CATEGORIES FASHIONFASHION

HOME

FASHION

HOME

CHARACTER

FASHION

HOME

FASHION

HOME

GEOGRAPHIES

U.S.CANADA

CHINALATIN AMERICA

U.S.CANADA

U.S.CANADACHINA

LATIN AMERICA

U.S.CANADACHINA

LATIN AMERICAEUROPE

U.S.CANADA

U.S.CANADACHINA

LATIN AMERICALATIN AMERICA LATIN AMERICA

KOHL’S TARGET

JAPAN40+ COUNTRIES

KOHL’S

LATIN AMERICAEUROPE

DIRECT RETAIL

KOHL’S TARGETKMARTSEARS


HUDSON’S BAY

KMARTSEARS

HUDSON’S BAYFALABELLAWALMART

BED BATH &


TARGETKMARTSEARS

HUDSON’S BAYFALABELLAWALMARTPARTNERSHIPS SEARS

HUDSON’S BAYFALABELLA

FALABELLAWALMART

BED BATH & BEYONDLOWE’S

BED BATH & BEYONDLOWE’S

HSNCOSTCO

SUBURBIA

SEARSHUDSON’S BAY

FALABELLAWALMART

WALMARTBED BATH &

BEYONDLOWE’S

HSNCOSTCO

2006 2008

MACY’S

20102007

SUBURBIA

2009

UNIQUE DIRECT TO RETAIL MODEL

21 DTR PARTNERSHIPS

Winning formula providing retailers with an exclusive national brand at private label economics

Iconix receives premium support from DTR partners with marketingpartners with marketing campaigns and prominent circular & in-store placement

Note: Royal Velvet is not a DTR but is exclusive to Bed Bath & Beyond in certain categories under Li & Fung license

p

DIVERSIFIED ACROSS CATEGORIES AND RETAILERS

FASHIONHOME

CHARACTER21%

67%HOME12%

COMPETITIVE ADVANTAGE

MARKETINGMERCHANDISINGLICENSING NETWORKRETAIL RELATIONSHIPS

MARKETING MISSION: To keep all of our brands fresh and relevant to the consumer

MARKETING

MARKETING MISSION: To keep all of our brands fresh and relevant to the consumer

ICONIX BRAND VIDEO

h // i i b d /i i idhttp://www.iconixbrand.com/iconix_video.asp

MERCHANDISING

MERCHANDISING MISSION:To build lifestyle programs for each brand while maintaining its heritage

STRONG LICENSING NETWORK & RETAIL RELATIONSHIPS

Network of over 1,400 LicensesRelationships with Top RetailersPartners in International Markets

ORGANIC GROWTH

CORE EXTENSIONS

ORGANIC GROWTH: CATEGORY EXPANSION

WOMENS MENSWOMENS

LOUNGEWEAR

COREGIRLS BOYS

BABY/TODDLER

EXTENSIONS

CORE EXTENSIONS

ORGANIC GROWTH: CATEGORY EXPANSION

WOMENS SKATEBOARDSMENS FOOTWEAR/BAGS/SUNGLASSES

POOL ACCESSORIES

CORE EXTENSIONS

“ C

ORGANIC GROWTH: CATEGORY EXPANSION/DOOR GROWTH

2008- 2010

1067 STORES

“In one year, Candie’s has become our largest brand in the teen space.”

Kevin Mansell, President of Kohl’sThe Wall Street Journal, June 2006

2006817 STORES

2007

Decorative BathBedding Collections

929 STORES Beauty & CosmeticBody

ToddlersHair AccessoriesDecorative Bath

Bedding CollectionsF

Juniors OuterwearJuniors Activewear

Juniors SwimHats

SunglassesKids Activewear

Kid S i

FragranceJuniors OuterwearJuniors Activewear

Juniors SwimHats


Kid S i

FragranceJuniors OuterwearJuniors Activewear

Juniors SwimHats


Kid S iKids SwimKids Sleepwear

Kids IntimatesKids Sunglasses

Cold Weather AccessoriesBeach AccessoriesJuniors Sportswear

Denim

Kids SwimKids Sleepwear


Cold Weather Accessories Beach AccessoriesJuniors Sportswear

Denim

Kids SwimKids Sleepwear


Cold Weather AccessoriesBeach AccessoriesJuniors Sportswear

Denim

2005

Juniors SportswearDenim

732 STORES

DenimSweatersKnit Tops

Juniors FootwearSleepwear

Intimate ApparelWatchesJewelry









Intimate ApparelWatchesJewelry Jewelry

HandbagsKids Sportswear

Kids DenimKids Footwear

Cold Weather AccessoriesOptical

JewelryHandbags

Kids SportswearKids Denim

Kids FootwearCold Weather Accessories

Optical

JewelryHandbags



Optical

JewelryHandbags



Optical

ORGANIC GROWTH:CONVERTING LARGE VOLUME BUSINESSES

ORGANIC GROWTH:NEW PARTNERSHIPS

JV with MADONNA

Madonna’s 1st ever consumer products

t hipartnership

Material Girl at Macy’s launched August 3rd

Madonna Dolce & Gabanna eyewear

Actively pursing partnerships worldwide

ORGANIC GROWTH: BUILDING INTERNATIONAL PLATFORM THROUGH JV PARTNERSHIPS

50/50 JV with Silas Chou

5 partnerships signed covering Rampage, London Fog, Rocawear, Badgley Mischka,

50/50 JV with Falic Group

Office in Panama City

Signed DTR with Suburbia

50/50 JV with TLC (The Licensing Company)

Formed December 2009Rocawear, Badgley Mischka, Candie’s

Office in Hong Kong

Projecting ~1,000 stores

Signed DTR with Suburbia for Mossimo

18 licensees

TLC has 50+ people in London, Munich & Paris

Projecting 1,000 stores in next 3 years

22

ORGANIC GROWTH: BUILDING INTERNATIONAL PLATFORMTHROUGH RETAIL PARTNERS AND ACQUISITIONS

OP launched in Canada, Mexico, Central America & Argentina

Over 4,000 Walmart stores outside the US

Licensed in over 40 countries

2/3rds of its revenue is generated in international markets

the US

Working to further expand our brands globally

LatinAmerica

OtherUS

E A i

WALMART MEXICO

America

JapanEurope

East Asia-[Excluding Japan]

2222

SUCCESSFULLY GROWINGINTERNATIONAL PLATFORM

2009 2010E 2010E- PRO FORMA*

6%11%

18%

TOTAL REVENUE: $232M

TOTAL REVENUE: $305-315M

TOTAL REVENUE: $345-355M

*Assumes a full year of Peanuts revenue

INTERNATIONAL REVENUE

FINANCIAL HIGHLIGHTS

STRONG RECORD OF GROWTH

$305M-$315M

REVENUE$1.35-$1.40

NON-GAAP NET INCOME

$100M

DILUTED NON-GAAP EPS(2)(2)

$217M

$232M

$1.04

$1.15

$1.22

$83M

$100M-$105M

$160M

$0.72

$1.04

$70M

$64M

$81M

$0 58

$33M

$0.58

(1) Shading represents 2006 YTD fully taxed diluted earnings per share of $0.58 assuming tax rate of 34%, CAGR based on fully taxed number.(2) See last page for a reconciliation to comparable GAAP numbers.

PROJECTED PROJECTED PROJECTED

STRONG 1H 2010

1H REVENUE1H NON-GAAP NET INCOME

1H DILUTED NON-GAAP EPS

+38% +38% +16%

(1) (1)

$107

$130

$150

$25

$30

$0.35

$0.40$147.7M

$53.7M $0.72

7

$90

$110

$20$0.25

$0.30$106.9M

$38.9M

$0.62

LIO

NS

LIO

NS

$50

$70

$10

$15

$0 10

$0.15

$0.20

IN M

ILL

IN M

ILL

$10

$10

$30

$0

$5

$0.00

$0.05

$0.10

2009 2010-$10 2009 2010 2009 2010 2009 2010

(1) See last page for a reconciliation to comparable GAAP numbers.

STRONG FREE CASH FLOW

$150-$155

NON-GAAP NET INCOME VS. FREE CASH FLOW(1)

$122

$135

$

($ in millions)Expect Free Cash Flow of over $150m in 2010

$99

$83

$100-$105

FCF is an important metric ~ $50m of cash is incremental to our Non-GAAP Net Income

$45

$64$70 Recurring annual cash benefit

Tax benefit: amortize intangible assets over 15 years for tax purposes with no related GAAP$33 purposes with no related GAAP amortization due to indefinite life


PROJECTED

SCALABLE PLATFORM

$305-315M 350

EBITDA(1)

$217M $232M 250

300

REVENUE

$150M

$163M

$185M-$191M

EBITDA(2)

$160M

$106-111M150

200

SG&A

$128M$30M

$81M

$13M$25M $32M

$67M $71M

50

100

SG&A$56M

$17M

$25M$32M

$67M $71M$102M-$104M

02005 2006 2007 2008 2009 2010-Projected (1)

Note: SG&A excludes depreciation and amortization.

13

$13M

ACQUISITIONS

OO O

ACQUISITIONS

MONETIZED PURCHASE PRICE

STRONG CORE PARTNERS

ICONIC LIFESTYLE BRAND

WHAT WE LOOK FOR

PURCHASE PRICE PARTNERSBRAND

Average age of our 5.0x average brands over 50 years old

Multi-category,

acquisition multiple

Try to have over 65% of purchase

lifestyle brands price in guaranteed minimums

Acquisition Purchase Revenue R

Rev Recoup

ACQUISITION TRACK RECORD

qDate

BadgleyMischka

Joe Boxer

Price

$1M

$88.2M

Recoup(thru 09)

$12M

$67M

1154%

76%

Recoup% of PP(thru 09)

Rampage

Mudd

London Fog

$46.3M

$92.9M

$37 6M

$40M

$63M

$18M

87%

68%

47%London Fog

Mossimo

Op

$37.6M

$135M

$54M

$18M

$70M

$43M

47%

52%

80%

Danskin

Rocawear

Pillowtex

$81.7M

$215M

$247M

$47M

$105M

$76M

57%

49%

31%

Starter

Waverly

Ed Hardy $17M

$60M

$26M

$4M

$37M

$7M

24%

61%

27%

31

Ed Hardy $17M

$109MEcko

$4M

$3M

24%

3%

~$1.2B ~$600M

MOST RECENT ACQUISITION: PEANUTS

Strong Global Platform

$75 million in annual royalty revenue

M th 1 200 li i tMore than 1,200 licensing agreements

7% ORGANIC REVENUE GROWTH

2010 OUTLOOK

~7% ORGANIC REVENUE GROWTH~34% TOTAL REVENUE GROWTH~24% NET INCOME GROWTH

REVENUE$305-315M $100-105M

NON-GAAP NET INCOME

$300 $100

(1)

$232M$83M

$200

$250$80

$150

$200

$40

$60

IN M

ILLI

ON

S

IN M

ILLI

ON

S

$50

$100

$20

32

$02009 2010- Projected

$02009 2010- Projected


LONG-TERM VISION

OUR MISSION:

2010

2015OUR MISSION:To be the world’s premier owner of a diversified portfolio of consumer brands

2005NEXT FIVE YEARS

2005

1993

Continued Organic GrowthGlobal Platform for Consumer Brands

Acquisitions of Iconic Brands

NON-GAAP RECONCILIATION TABLES

2006 2007 2008 2009 2010EGAAP Diluted EPS $0.72 $0.98 $1.02 $1.10 $1.23-$1.28Non-cash interest $0.00 $0.06 $0.13 $0.12 $0.12Non-GAAP Diluted EPS $0.72 $1.04 $1.15 $1.22 $1.35-$1.40

Non-GAAP Diluted EPS

Non GAAP Net Income

(1)

(1)2006 2007 2008 2009 2010E

GAAP Net Income $33 $60 $63 $75 $90-$95Tax Effected Non-cash interest $0 $4 $7 $8 $10Non-GAAP Net Income $33 $64 $70 $83 $100-$105

Non-GAAP Net Income

2006 2007 2008 2009 2010EFree Cash Flow(2)

GAAP Net Income $33 $60 $63 $75 $90-$95Add: Non-Cash Adjustments $12 $39 $65 $64 $63Less: Capital Expenditures $0.3 $0.1 $6 $4 $3

Free Cash Flow $44.7 $99 $122 $135 $150-$155

(1)

2009 2010GAAP Diluted EPS $0.56 $0.66Non-cash interest $0.06 $0.06Non-GAAP Diluted EPS $0.62 $0.72

1H Non-GAAP Diluted EPS

2009 20101H Non-GAAP Net Income

(1)

(1)

These non-GAAP metrics may be inconsistent with similar measures presented by other companies and should only be used in conjunction with our results reported according to U.S. GAAP. Any financial measure other than those prepared in accordance with U.S. GAAP should not be considered a substitute for, or superior to, measures of financial performance prepared in accordance with U.S. GAAP

2009 2010GAAP Net Income $34.9 $49.3Tax Effected Non-cash interest $4 $4.4Non-GAAP Net Income $38.9 $53.7

22

(1) Non-GAAP Net Income and EPS, are non-GAAP financial measures, which represent net income excluding any non-cash interest, net of tax, relating to the adoption of FSP APB 14-1. The Company believes these are useful financial measures in evaluating its financial condition because it is representative of only actual cash interest paid on outstanding debt.

(2) Free Cash Flow, a non-GAAP financial measure, represents net income before depreciation, amortization of trademark and financing fees, non-cash compensation expense, bad debt expense, net equity earnings from joint ventures, non-cash income taxes, non-cash interest related to FSP APB 14-1, non-cash net gain on sale of trademarks, non-cash gain related to Unzipped litigation, and less capital expenditures. The Free Cash Flow also excludes any changes in Balance Sheet items. The Company believes Free Cash Flow is useful in evaluating its financial condition because it is representative of cash flow from operations that is available for repaying debt, investing and capital expenditures. Operational Adjustment includes: Non-Cash Taxes, Non-Cash Interest,Depreciation, Amortization, Non-Cash Comp, Bad-Debt Expenses, Net Equity Earnings for JV’s.