Build-A-Bear Workshop (BBW) 8-K Regulation FD Disclosure

Exhibit 99.1

Build-A-Bear Workshop(r) Investment Community Presentation August 2005 NOTE: Earnings guidance was issued as of July 28, 2005 and is not being updated or re-affirmed in this presentation. Build-A-Bear Workshop Where Best Friends are Made

The Bear Facts Statements in this presentation expressing or indicating the beliefs and expectations of management regarding future performance are forward-looking statements including, without limitation, expected diluted earnings per share in the fiscal 2005 full year, as well as any other plans, objectives, expectations and intentions contained in this presentation that are not historical facts. These statements reflect our current views with respect to future events and are based on assumptions and subject to risks and uncertainties. These risks and uncertainties include, without limitation, those detailed in our 2004 annual report on Form 10-K filed with the SEC on March 29, 2005, under the caption "Risk Factors" and the following: (1) we may be unable to generate comparable store sales growth; (2) our marketing initiatives may not be effective in generating sufficient levels of brand awareness and guest traffic; (3) we may be unable open new stores to effectively manage our growth; (4) we may be unable to effectively manage our international franchises or laws relating to those franchises may change; (5) we may be unable to generate interest in and demand for our interactive retail experience, or to identify and respond to consumer preferences in a timely fashion; (6) customer traffic may decrease in the shopping malls where we are located, on which we depend to attract guests to our stores; (7) general economic conditions may deteriorate, which could lead to reduced consumer demand for our products; (8) our market share could be adversely affected by a significant number of competitors; (9) we may lose key personnel, be unable to hire qualified additional personnel, or experience turnover of our management team; (10) the ability of our principal vendors to deliver merchandise may be disrupted; (11) the availability and costs of our products could be adversely affected by risks associated with international manufacturing and trade; (12) third parties that manage our warehousing and distribution functions may perform poorly; (13) we may fail to renew, register or otherwise protect our trademarks or other intellectual property; (14) we may have disputes with, or be sued by, third parties for infringement or misappropriation of their proprietary rights; (15) we may be unable to renew or replace our store leases, or enter into leases for new stores on favorable terms, or may violate the terms of our current leases; (16) we may experience failures in our communications or information systems; (17) terrorism or the uncertainty of future terrorist attacks or war could reduce consumer confidence and mall traffic; (18) we may become subject to challenges relating to overtime pay or other regulations relating to our employees; (19) we may suffer negative publicity or be sued due to violations of labor laws or unethical practices by manufacturers of our merchandise, and (20) we may improperly obtain or be unable to protect information from our guests in violation of privacy or security laws or expectations. These risks, uncertainties and other factors may adversely affect our business, growth, financial condition or profitability, or subject us to potential liability, and cause our actual results, performance or achievements to be materially different from those expressed or implied by our forward-looking statements. We do not undertake any obligation or plan to update these forward-looking statements, even though our situation may change. Build-A-Bear Workshop(R), Bearemy(R), Where Best Friends are Made(R) and other trademarks, services marks, and trade names used in our business are owned by Build-A-Bear Workshop Inc. and/or its affiliated companies. This document also refers to certain trademarks and trade names of our licensors and third parties, which other trademarks and trade names are the property of their respective owners. See Corporate Disclosure Policy for additional guidelines on disclosure practices. Bearemy(R), our huggable mascot Page 2

Agenda o Build-A-Bear Workshop(R) Overview o Growth Strategies oTechnology o Logistics o Marketing o Questions Page 3

Build-A-Bear Workshop Beginnings Build-A-Bear Workshop was founded on a simple idea that's as real today as it was when Maxine Clark, Founder and Chief Executive Bear, first heard it over 30 years ago... "Retailing is entertainment and the store is a stage, and when the customer has fun they spend more money." -Stanley Goodman Former CEO May Department Stores May 1972 Page 4

Company Overview o Build-A-Bear Workshop is a global leader in interactive retail that allows children "from 3 to 103" to build and customize their own stuffed animals. o First store opened in St. Louis, MO in 1997 o An immediate success that has grown to over $300 million in annual revenue o An international brand o Over 185 stores in the US and Canada o Projected 200 stores by end of 2005 o Stores opened or scheduled in 12 International countries o 18th largest toy retailer (includes all toy categories) in the US in 2003(1) o Much more than a toy retailer. Build-A-Bear Workshop is a powerful entertainment brand that appeals to a broad range of loyal Guests (1) 2003 Playthings Magazine survey based on 2002 sales) Page 5

A Unique Retail-Entertainment Experience Conventional Retail o Merchandise driven - sell the brand, item, or price o Traditional display techniques o Appeals to a particular demographic o Sales driven through markdowns and promotion vs. o Build-A-Bear Workshop o Sells the brand experience o Highly interactive theme park techniques o Appeals to a broad demographic o Marketing builds the brand and drives sales Page 6

Our Associates ARE the Experience Approximately 80% of returning Guests plan their visit to our store in advance 90% of Guests rated their overall experience the highest or second highest rating Page 7

Guests are Connected to the Brand o A GREAT EXPERIENCE creates loyal Guests o Guests have a unique emotional attachment to the brand and stay connected o Over 11 Million unique households in our proprietary database o Build-A-Bear Workshop receives over 7,500 letters and e-mails from customers every month o Over half of Build-A-Bear Workshop business is with a returning Guest o 76% of Guests indicate that "nothing" could be done to improve their store experience Page 8

Our Products are the Other Half of the Formula The Latest Trends and Partnerships with Powerful Brands Fashion LiveStrong Limited Too Skechers Entertainment Sesame Street Disney Bearemy's Kennel Pals Sports NFL NASCAR NBA NHL o Offer a well-coordinated fashion merchandise selection of less than 450 SKUs per store o Talented in-house product development team o Tracks cultural and fashion trends o Disciplined test and reorder methodology o Cub Advisory Board regularly gives input on new products o Relationships with strategic brands o Limited Edition animals encourage collectibility Page 9

Destination Location With Broad Appeal o Primary target is families with children typically age 3 to 12 o Other Guest segments include: o Grandparents, aunts and uncles shopping for kids o Teen girls 13-17 who bring along boyfriends o Child-centric organizations o Leisure travelers o Special interest collectors Page 10

For Kids "From 3 to 103" Customer Age at Time of Purchase(1) Adults 0-2 3-7 8-12 Teens o We have a broad customer base and universal appeal - attracting both adults and children o BBW appeals to Guests of all ages o Children, Tweens, Teens & Adults o BBW families live a suburban lifestyle revolving around the family o Two parents, both likely to work, aged 25-45 o 2 or more children in the household (1) Source: Company Proprietary Database, 2004 registrations Page 11

Favorable Demographic And Socio-Economic Trends Large and Stable Target Market BBW offers shared interactive creative experiences Teddy Bear: Low Tech, High Touch Product with Nostalgic Appeal BBW is easily accessible - a "theme park" in the mall BBW lets a kid "just be a kid again" Kids can experiment and explore vicariously through stuffed animals Brand & Product relevant to Kids' lives Dual earners; single parent HHs Life is a Juggling Act Safety, Security Concerns Waiting Longer to Have Kids Brand & Media Savvy Ethnic Diversity Age Aspiration Growing "older" younger Page 12

Our Guests Come Back % of All Transactions Transactions with Stuffed Animals No Bear: Clothing & Accessories Only % of Transactions to Repeat Guests Animals Registered to Repeat Guests No Bear: Clothing & Accessories Only Repeat Guest Factor Over 60% of all transactions are with a Returning Guest Page 13

Still Growing Strong Page 14

Numerous Growth Opportunities Powerful Store Financial Model New Stores New Initiatives Comp Stores/ Expense Leverage Long-Term Growth Strategy Page 15

New Store Growth New Initiatives Comp Store/ Expense Leverage A Highly Productive Store Model Build-A-Bear Workshop: $602 Net sales per fross SF in 2004 Mean = $366 $800 $600 $400 $200 $0 CHS BBW HOTT ARO GYMB URBN ANN GPS AEOS LTD PSUN TLB ANF TOO PLCE Source of other retailers data: Citigroup Page 16

New Store Growth New Initiatives Comp Store/ Expense Leverage Superior Store Economic Model Supports New Store and Comp Store Growth o Substantially all stores are profitable in the first 12 months of operation o In 2004, average store revenues for stores opened for the entire year were $1.9 million; net retail sales per gross square foot(1) of $602 in 2004 o Strong gross profit margins reflect both excellent merchandise margins and minimal markdowns and product returns o Store selling, general and administrative expense includes marketing and advertising expense of approximately 8% of total revenues and store payroll of 14% - 15% of total revenues o For stores opened in 2004, investment per store averaged $412,000 - including cost of leasehold improvements (net of tenant allowances), fixtures and equipment, inventory (net of trade payables), and pre-opening expenses. o Investment per store has decreased approximately 30% from the average investment in stores opened in 2002 (1)Net retail sales per gross square foot represents net retail sales from stores open throughout the entire period divided by the total gross square footage of such stores Page 17

New Store Growth New Initiatives Comp Store/ Expense Leverage New Store Growth Powerful Store Financial Model New Stores New Comp Stores/ Initiatives Expense Leverage Open 25-30 New Build-A-Bear Workshop Stores Per Year Page 18

New Store Growth New Initiatives Comp Store/ Expense Leverage New Store Growth Number of Stores - U.S. and Canada 2000 39 2001 71 2002 108 2003 150 2004 170 2005E 200 o Plan to open 30 stores in 2005; about half in new markets, and half in existing markets o NYC flagship store Grand Opening July 8th o New stores open with very strong sales, typically above the chain-wide average of $602 per square foot. o Expansion plans include both new and existing markets o Flexible store model works in a variety of locations and geographies o New site criteria based on forecasting model and demographic variables o Estimated market potential of approx. 350 Build-A-Bear Workshop stores Page 19

New Store Growth New Initiatives Comp Store/ Expense Leverage If I Can Make it There... Our flagship store in Manhattan is now open and will expand our geographic reach even more. Build-A-Bear Workshop(R) Where Best Friends Are Made NY(R) Page 20

New Store Growth New Initiatives Comp Store/ Expense Leverage New Interactive Experienes in NYC Flagship Store Eat with Your Bear Hands Cafe Make A Fureign Friend! International Wear Below Go Goo-Goo Fur Baby Bear Stuff(R)! Lots of Fun Fur Furry Little Ones! Root Fur Your Home Team! Team Babw Be Fan #1 With Big Sports Fun! Show Your Puppy Love! Bearemy's Kennel Pals Are Top Dogs! Ready Fur Fun? The Party Starts Down Here! Design A Bear-Sized T With Pawsonality! Fluffy T's By Me Special Ts & More on the Bottom Floor Page 21

New Store Growth New Initiatives Comp Store/ Expense Leverage Developing New Initiatives Powerful Store Financial Model New Stores New Comp Stores/ Initiatives Expense Leverage Licensed Products, International Expansion, Non-Mall Locations, New Experiential Retail Concepts Page 22

New Store Growth New Initiatives Comp Store/ Expense Leverage Grow International Franchises o Currently have 12 master franchise agreements o 12 stores at year end 2004 o Plan to open 20-25 stores in 2005 o Potential of approx. 350 stores o Strict control of franchisee format and operations o Goal is to have well-capitalized franchisees with retail and/or real estate expertise Page 23

New Store Growth New Initiatives Comp Store/ Expense Leverage Licensed Product Growth o Licensed products will: o Expand brand awareness o Increase customer reach o Agreements with leading manufacturers to use our brand to develop products for retailers including: o Scrapbooking products from Creative Imaginations o Books from HarperCollins o Bedding and room decor from Springs o Greeting cards and calendars from American Greetings o Kids' shoes from Elan-Polo Page 24

New Store Growth New Initiatives Comp Store/ Expense Leverage Develop New Experiential Retail Concepts o Leverage core competencies in entertainment and family-oriented retailing 2004 Chain Store Age design competition: Retail Store of the Year: Exterior (Mall) The Mall at Robinson, Pittsburgh, PA Page 25

New Store Growth New Initiatives Comp Store/ Expense Leverage Grow Comp Store Sales/Expense Leverage Powerful Store Financial Model New Stores New Comp Stores/ Initiatives Expense Leverage Grow comp store sales; Levarge Corporate and Operating Expenses Over Larger Store Base (1)Stores are considered comparable beginning in their thirteenth full month of operations. Comparable store sales percentage changes are based on net retail sales and comparable stores, which exclude the web store and seasonal and event-based locations. Page 26

New Store Growth New Initiatives Comp Store/ Expense Leverage Comparable Store Growth Sales Per Square Foot ($) BBW SSF and Opening Year SSF 2004 = $602 $800 $600 $400 $200 $0 1 2 3 4 5 6 7 8 9 Year Since Store Opening o BBW store opening productivity levels exceed the mature rates of most specialty store companies(1) (1) Composite of Abercrombie& Fitch, The Children's Place, Gadzooks, The Gap, Pacific Sunwear and The Sharper Image Page 27

New Store Growth New Initiatives Comp Store/ Expense Leverage Flat Comp Store Growth Achieves Growth Targets for 2005 Revenue Growth 15%-20% o North American store growth o New Initiatives o Comp Store Growth Net Income Growth 26%-32% o Operating Expense Leverage o Powerful Store Economic Model Page 28\

Fiscal 2005 Outlook o Continued strong new store performance o Typically perform at or above chain wide average for sales per square foot o 16 new stores so far this year, including NYC flagship store vs. 8 last year o 14 additional new stores to open in 2005 o Continued growth in International franchise fees and licensing revenues o International licensing fee revenue targeted at approximately $2 million in 2005 o Licensing revenues targeted at approximately $1 million in 2005 o Comp store sales growth expected to be flat o Higher allocation of marketing and advertising spend in the second half of 2005 o Full year spending targeted at $28 to $29 million o Approximately 70% allocated to second half in 2005 vs. 65% in 2004 o Unusual charges recognized in the 2004 second half do not recur in 2005 second half o Stock Based Compensation, `cheap stock' o Bonus expense o Bulk of second half earnings expected in the fourth quarter Page 29

Impressive Financial Performance Net Retail Sales ($ in millions) 41% CAGR 2001 2002 2003 2004 2001 $106.6 2002 $169.1 2003 $213.4 2004 $300.5 Net Income ($ in millions) 137% CAGR $1.5 $5.4 $7.6 $20.0 2001 $1.5 2002 $5.4 2003 $7.6 2004 $20.0 Build-A-Bear Workshop(R) Where Best Friends Are Made Page 30

First Half 2005 Results First Half First Half $ Change Fiscal 05 Fiscal 04 Total Revenue $159.8 $135.7 $24.1 Comp Store Sales -0.6% +13.8% Gross Margin(1) $77.4 $65.4 $12.0 % 48.7% 48.3% Net Income $11.5 $10.2 $1.3 Earnings Per Share (Diluted) $0.57 $0.57 Number of Stores 186 157 (1) Gross margin represents net retail sales less cost of merchandise sold. Gross margin percentage represents gross margin divided by net retail sales. Page 31

Well Capitalized for Growth o $48 million in cash o No debt ($ in millions) ACTUAL 7/2/05 Cash $48.0 Debt 0.0 Stockholder's Equity $111.4 Total Capitalization $111.4 Build-A-Bear Workshop(R) Where Best Friends Are Made Page 32

Strong Operating Cash Flow o Strong cash flow from operations o Impressive cash flow, despite growth in new stores ($ in millions) Fiscal Year Ended 2004 2003 2002 Net Income $20.0 $7.6 $5.4 Depreciation and Amortization 14.9 12.8 9.0 Changes in Assets/Liabilities 12.5 9.4 8.2 Other 1.1 1.9 1.4 Cash Flow from Operations 48.5 31.7 24.0 Capital Expenditures (16.5) (24.9) (24.0) Purchases of Other Assets & Minority Interest in Subs (1.2) (2.1) (1.6) Cash Used in Investing Activities (17.7) (27.0) (25.6) Cash Provided (Used) in Financing Activities 15.9 - (0.1) Net (decrease) in Cash and Cash Equivalents 46.7 4.7 (1.7) Page 33

In-Bear-Mation Technology Page 34

Infrastructure is in Place to Support Growth Established Centralized Infrastructure Site Selection Model Real Estate and Construction Partnerships Store Support Systems Back Office Systems Operational Systems Employee Training and Development Guest Database Page 35

Technology Supports Growth and Strategic Decisions, and it all starts with the Bear... or Bunny... or Frog Page 36

Technology is Behind Everything We Do POS Name Me Database Data Warehouse Labor Planner Back Office Systems Consumer Research CRM E Commerce Guest Service Product Assortment Guest Communication Consumer Behavior/ Demographics Inventory Planning Real Estate Planning Page 37

High Touch and High Tech Page 38

Understanding Our Guests Name Me Kiosk/Guest Database Map Info GIS First Logic Informatica Business Objects Security/ Disaster Recovery Perseus Consumer Surveys Improved Marketing, Real Estate, and Strategy Decisions Page 39

Improving Guest Experience Operational Support Integrated POS Labor Planner NSB Sales Audit & Merchandising Value Link Gift Card Program Party Scheduling Improved Operations and Guest Experience Page 40

Improving Operations & Efficiencies E Commerce Communications Infrastructure Disaster Recovery Bearnet/World Bearnet Lyris Bulk Email Campaign Predictable and Reliable Business Model Page 41

Key Technology Initiatives Enhance Technology Infrastructure Lawson Human Resource System NSB Merchandise Planning Lawson Financial System Business Growth and Development Page 42

Bear Logistics Page 43

Merchandise Planning & Allocation Merchandise Strategy Small # of SKUs Buy to "Sell Out" Essentially No Markdowns Essentially No Returns Continuous Adjustment to Market Trends Strong Profit Model Page 44

Strategically Located Distribution Centers Currently operated by third party providers

Efficient Transportation Network Distribution Center Pool Point North East Pool Point Midwest Pool Point South o Majority of stores are delivered weekly via regional third party pool points o Gaining efficiencies via every two week deliveries to select stores, full-truck loads and California DC Page 46

Continuous Improvement: Network Study o Potential opportunity to bring overall Logistics process in-house o Potential for enhanced: o Inventory Control and Management o Systems Integration o Leveraging entire supply chain to improve efficiencies and reduce operating costs Page 47

Marketing Page 48

2003: Was it a Fad? o Growing total sales but experiencing comp store declines Increasing market penetration and building critical mass o Business overview showed positive findings: - High Guest Satisfaction - Transactions (Traffic) drive sales - Strong, highly productive store model - Financial stability - Low brand awareness FY 2001 Comp Stores -6.7% FY 2002 Comp Stores -9.7% FY 2003 Comp Stores -15.9% Page 49

A Strong Business Model with Significant Growth Potential o Opportunity to grow brand awareness Guests who knew us...loved us. But not enough people knew about BABW Shifted Marketing Strategy to 75% Acquisition Model Tested television advertising in 2003 after reaching critical store mass o National roll-out led to tremendous top-line and bottom-line results o Balanced quarterly business allows us to benefit from year round advertising FY through 11/03 Comp Stores -17% Word-of-Mouth, Direct Mail, PR Nov/Dec 2003 Test Comp Stores +7% Multimedia Test FY 2004 Comp Stores +18% National Roll Out Page 50

Marketing Builds the Brand and Drives Sales National TV Advertising Direct Mail and E-mail www.buildabear.com Public Relations Macy's T'giving Day Parade Tourist Locations Parties & Store Events Mobile Marketing Partners Build-A-Bear Workshop(R) Where Best Friends Are Made(R) Page 51

Television Advertising Cornerstone of Inegrated Plan o Highly sensory "product" - Media must communicate sight, sound, motion, FUN! o Television ads communicate: - Relationship: Mom/child, Friends - In-store experience - Music as a back drop o Acquisition tactics effective for retention as well - Drove store traffic: Both New and Repeat customer levels grew Page 52

To view our latest TV commercials, please visit www.buildabear.com Page 53

Marketing Marketing Strategy Direct Mail & E mail TV Advertising Web Partners Store Events PR Mobile Tourism Improved Sales, Brand Awareness, and Profits Page 54

Highly Profitable Retail-Entertainment Brand Build-A-Bear Workshop(R) Where Best Friends Are Made(R) Creative Merchandise Interactive Experience Loyal Customers Great Execution Powerful Marketing Strategic Partnerships Broad Demographic Appeal Great Execution Page 55