 Dunkin’ Dunkin’ Brands Group, Inc. Brands Group, Inc. August 2011 August 2011 Exhibit 99.1 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Forward-looking statements Certain information contained in this presentation, particularly information regarding future economic performance, finances, and expectations and objectives of management constitutes forward-looking statements. Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts and are generally contain words such as “believes,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “plans,” “estimates” or “anticipates” or similar expressions. Our forward-looking statements are subject to risks and uncertainties such as the ongoing level of profitability of our franchisees and licensees, prices and availability of coffee and other raw materials, our substantial indebtedness, changes in the quick service restaurant industry, ability or inability to meet our growth projections as well as other risks described more fully in our filings with the Securities and Exchange Commission. These risks and uncertainties may cause actual results to differ materially from those projected or implied by the forward-looking statement. Forward-looking statements are based on current expectations and assumptions and currently available data and are neither predictions nor guarantees of future events or performance. You should not place undue reliance on forward-looking statements, which speak only as of the date hereof. We do not undertake to update or revise any forward-looking statements after they are made, whether as a result of new information, future events, or otherwise, except as required by applicable law. Regulation G This presentation contains certain non-GAAP measures which are provided to assist in an understanding of the Dunkin’ Brands Group, Inc. business and its performance. These measures should always be considered in conjunction with the appropriate GAAP measure. Reconciliations of non-GAAP amounts to the relevant GAAP amount are provided as an attachment to these slides. 2 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Strong platform for continued growth Our key business strengths Strong and established brands with leading market positions Two strong and highly recognized global brands that generated LTM franchisee-reported sales of $7.9 bn (1) Strong comp store sales trajectory Significant opportunities to grow brands globally Over 16,000 global locations with significant opportunity for domestic and international growth Invested during downturn to position ourselves for growth Franchised business model provides platform for growth Nearly 100% franchised business model generates high margins with low capex requirements, driving cash flow generation Store-level economics generates franchisee demand for additional restaurants 3 1. Last twelve months (“LTM”) ending June 25, 2011 Highly experienced, aligned and motivated management team with franchise “operating” philosophy |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Two leading global brands each with over 60 years of heritage Source: NPD Group/CREST for year ending February 2011; Omnibus Awareness Study, July 2010; Brand Keys 4 Over 95% aided brand awareness in U.S. #1 in QSR customer loyalty for 5 straight years 1 bn+ cups of coffee sold in the U.S. annually #1 position in Hot/Regular/Flavored/Decaf Coffee, Iced Coffee, Donuts, Bagels and Muffins Over 50% share of New England coffee servings and morning meal traffic 36 U.S. states and in 31 other countries 1,000+ ice cream flavors 95% aided brand awareness in U.S #1 hard serve ice cream position in U.S. #1 market share positions in Fast Food Ice Cream category in Japan and South Korea in 2010 45 U.S. states and in 46 other countries America Runs on Dunkin’ ® More Flavors, More Fun™ |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. LTM Franchisee-Reported Sales 1 U.S. $6.0 bn (77%) Intl $1.8bn (23%) $6.2bn (78%) $1.7bn (22%) Global Points of Distribution 2 9,867 (60%) 6,560 (40%) U.S. 9,348 (57%) Intl 7,079 (43%) Substantial global platform across both brands 5 1. Last twelve months (“LTM”) ending June 25, 2011 2. Data through Q2 2011 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 6 Note: Fiscal year-end changed from August to December starting in 2006. POD represents a single store or kiosk; combo stores count as one POD for each brand. Franchisee-reported sales ($mm) Franchisee-reported sales ($mm) PODs PODs Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Consistent track record of growth |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 7 Highly experienced management team Name Title Past experience Nigel Travis Chief Executive Officer, Dunkin’ Brands and President, Dunkin’ Donuts U.S. President & Chief Executive Officer of Papa John’s, President & Chief Operating Officer of Blockbuster and SVP Burger King Neil Moses Chief Financial Officer Executive Vice President / Chief Financial Officer of Parametric Technology Corporation John Costello Chief Global Marketing & Innovation Officer Executive Vice President of Merchandising and Marketing at Home Depot, Senior Executive Vice President of Sears, Senior Vice President of Marketing & Sales at Pepsi-Cola USA and Chief Global Marketing Officer of Yahoo! Paul Twohig Chief Operating Officer, Dunkin’ Donuts U.S. Senior Vice President of Starbucks; Executive Vice President and Chief Operating Officer of Panera Bread Company John Dawson Chief Development Officer, U.S. Vice President of Worldwide Restaurant Development for McDonald’s Corporation Neal Yanofsky President, International President of Panera Bread Company Bill Mitchell Senior Vice President & Brand Officer, Baskin-Robbins U.S. President of Global Operations for Papa John’s Richard Emmett Senior Vice President & General Counsel Former Executive Vice President and Chief Legal Officer of Quiznos, Senior Vice President and General Counsel of Papa Johns Christine Deputy Senior Vice President, Chief Human Resources Officer Vice President of Asia Pacific Human Resources for Starbucks Karen Raskopf Senior Vice President, Chief Communications Officer Senior Vice President of Corporate Communications for 7-Eleven and Blockbuster Dan Sheehan Chief Information Officer Senior Vice President/Chief Information Officer for ADVO Srinivas Kumar President & Chief Operating Officer, Baskin-Robbins International General Manager of Galadari (largest Baskin-Robbins licensee worldwide) Tony Pavese Chief Operating Officer, Dunkin’ Donuts International Chief Operating Officer for Popeye’s International |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 8 Our growth strategy |
 Focused growth strategies across each segment 8% of 2010 revenue 73% of 2010 revenue 19% of 2010 revenue Increase comparable store sales and profitability in DD U.S. Continue DD U.S. contiguous store expansion Increase comparable store sales growth of BR U.S. Drive accelerated international growth across both brands Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 9 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 10 Dunkin’ Donuts U.S. strategy Drive comparable store sales and profitability • Successful product innovation record with strong pipeline • Differentiated brand platform with high-impact marketing • Operations-focused culture driving improved in-store experience Accelerate profitable and contiguous POD growth • Among one of the industry-leading expansion track records • Significant opportunity across U.S. |
 11 Strong comp growth momentum Resilient comp performance throughout economic cycles Note: Fiscal year-end changed from August to December starting in 2006 45 consecutive quarters of comparable store sales growth Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 2001 2002 2003 2004 2005 2006 2007 2008 2009 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 (2.0%) 0.0% 2.0% 4.0% 6.0% 8.0% Dunkin’ Donuts U.S. comparable store sales growth |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 12 Powerful track record of product innovation 1995 1996 1998 Fruit Coolatta ® 2000 Dunkaccino ® Hot chocolate 2001 Vanilla Chai 2003 2004 2005 Turbo Ice ® Tropicana ® Coolatta ® 9 iced coffee and hot coffee flavors 2008 DD Smart ® Flatbreads 2010 2009 Wake-Up Wrap ® 2011 Big n’ Toasty Shaped donuts Dunkin’ K-Cups Frozen Iced Tea Hot espresso platform Iced lattes Bagel twists Coolatta ® mixology PM snacks Hazelnut and French Vanilla Coffee excellence Breakfast sandwiches Bagels |
 High impact marketing with broad reach 13 Strong heritage in traditional media Growing interactive, internet and social media Produce news “buzz” from Limited Time Offerings TV, Radio, Print, PR, POP, Local Marketing Strong grocery coffee business Growing loyalty program Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 14 Intense focus on restaurant level operational support Clearly defined store standards Strong remodel program Strong support to franchisees and restaurant managers with training and marketing Effective systems for back-office management People & systems Great guest experience Profitable topline sales Strong guest satisfaction score trends |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 15 Our U.S. development opportunity |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 16 An industry leader in U.S. development Disciplined development process Attracting and selecting quality franchisees Rigorous market planning and site selection An industry leader in U.S. development Phased market development 2010 net U.S. store development Source: SEC filings and Dunkin’ Brands -148 +20 806 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 17 Platform to drive accelerated development pace Tremendous potential for contiguous growth • 200+ million in untapped population New store pipeline momentum • 50% increase in 2010 over 2009 Expanding lender base Constant focus on unit economics • Approximately 23% reduction in build-out cost for end-cap drive-thru locations in the last three years • Over $220mm reduction in supply chain costs between 2008 and Q1 2011 Store-level economics – traditional stores Average initial capex (1) $474,000 Average unit volumes (1) $855,000 Sales to capital ratio 1.8x 1. 2010 cohort of new traditional stores, excludes gas & convenience 90%+ of new development in 2010 from existing franchisees Unit economics generate new franchisee demand |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Region Population (mm) Stores (1) Penetration Core 36.0 3,720 1:9,700 Eastern Established 53.8 2,151 1:25,000 Eastern Emerging 88.7 792 1:112,100 West 130.0 109 1:1,193,000 18 Significant opportunity for profitable growth 1. As of 12/25/2010 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 19 Proven ability to increase penetration in Established markets Core Established Emerging 33% 2010 net new open (% of total) (1) 36% 28% West 3% 1. Represents entire region, not select DMAs Total penetration of select established markets |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 20 Significant long-term expansion opportunity ~15,000 6,772 DD pro forma penetration 1:9,200 1:20,000 1:23,000 1:25,000 1:20,000 ~5,109 ~3,792 2,151 ~2,701 3,720 ~3,920 ~200 ~550 ~3,000 5,000 2010 Core Established Emerging West Long - term Core Established Emerging West 109 792 ~ Dunkin’ Donuts U.S. bridge to long-term goal (existing stores + new net development) |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 21 Our international growth opportunity |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. History of successful international growth particularly in Asia Dunkin’ Brands is among the largest U.S. QSR companies overseas by unit count Renewed focus on strengthening international segments under new leadership Emphasis on improving penetration in existing markets, given strong concept acceptance Leverage brands’ strengths to grow in markets with significant potential • Baskin-Robbins has close-to-universal product appeal • Dunkin’ Donuts’ platform allows for localization and flexibility Drive accelerated international growth for both brands 22 2007 – 2010 International Growth 13% International SWS CAGR 9% International POD CAGR |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Note: Unit count as of Q2 2011 Both brands have strong international presence with significant growth potential 23 Store count: 6,000 5,217 401 324 89 760 |
 24 Dynamic and differentiated international brands Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Drive growth in established markets (Japan, Korea and Middle East) Accelerate China growth for both brands Build-out emerging markets (Russia and Latin America) Launch Dunkin’ Donuts in India 450 – 500 planned 2011 net openings Focused international growth priorities 25 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 26 Continue to re-energize Baskin-Robbins U.S. Leveraging 65-year heritage and 95% aided brand awareness Implementing focused strategic plan aimed at improving comp sales • Sharpening brand differentiation • Improving operations and marketing • Optimizing supply chain to increase franchisee profitability • Introducing standardized retail technology • Accelerating store transfer program Early results are encouraging • Reached an all-time high in overall guest satisfaction • Increased franchisee engagement • Improving comp sales trend |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 27 Financial highlights |
 28 Our unique investor proposition Asset-lite model / low capex requirements • Restaurant buildout costs borne by franchisees • Franchisee-owned DD supply chain network Less affected by store-level costs (i.e. commodities) than most QSRs • Revenues driven off franchisee topline sales • Collaboration with franchisees to maximize restaurant profitability Proven ability to drive comp store sales growth Accelerating POD development Leverageable cost structure with industry-leading operating margins Ability to further leverage G&A Cash flow generation and deleveraging 1. Represents operating income before amortization and impairment Attractive business model Long-term growth opportunity FY 2010 operating income margin 2010 capex vs. peers (% of EBITDA) Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Pro Forma capital structure 29 ($mm) Actual 6/25/11 Pro forma IPO 6/25/11 Cash and Cash Equivalents (1) $146 $129 Revolving Credit Facility 0 0 Term Loan B (2) 1,497 1,497 Capital leases 5 5 Total Secured Debt $1,502 $1,502 Senior Unsecured Notes (2) 375 0 Total Debt $1,877 $1,502 Total Secured Net Debt (3) / Adjusted EBITDA (4) 4.9x 4.9x Total Net Debt (3) / Adjusted EBITDA (4) 6.2x 4.9x Adjusted EBITDA (4) / Interest Expense (5) 2.4x 4.5x 1. Amount includes cash held for advertising funds or reserved for gift card/certificate programs 2. Debt balances exclude original issue discount 3. Total debt is net of original issue discount and excludes cash held or reserved for gift card/gift certificate programs of $59mm 4. Adjusted EBITDA reflects LTM 6/25/2011 Credit Agreement EBITDA of $289.2mm 5. Actual interest expense is $120.5mm (representing annualized interest post-November 2010 refinancing, as per the Credit Agreement), and $64.8mm for pro forma IPO Pro Forma capital structure at 6/25/2011 |
 30 Long-term earnings model Strong, predictable revenue growth • U.S. consolidated comps in the 2–4% range • Total net unit development of approximately 3–5% with opportunity to accelerate Highly leverageable cost structure • Drives margin expansion of 150–200 bps per year Strong free cash flow • Facilitates earnings growth through deleveraging or shareholder payout 6–8% revenue growth 10–12% operating income (excl. intangibles amortization) growth 15%+ EPS (excl. intangibles amortization) growth Drivers Long-term targets Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. Strong platform for continued growth Our key business strengths Strong and established brands with leading market positions Two strong and highly recognized global brands that generated LTM franchisee-reported sales of $7.9 bn (1) Strong comp store sales trajectory Significant opportunities to grow brands globally Over 16,000 global locations with significant opportunity for domestic and international growth Invested during downturn to position ourselves for growth Franchised business model provides platform for growth Nearly 100% franchised business model generates high margins with low capex requirements, driving cash flow generation Store-level economics generates franchisee demand for additional restaurants 31 1. Last twelve months (“LTM”) ending June 25, 2011 Highly experienced, aligned and motivated management team with franchise “operating” philosophy |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 32 |
 Confidential information: Copying, dissemination or distribution of this information is strictly prohibited. 33 Attachment – Non-GAAP Reconciliation Fiscal Year 2010 ($ in mm) As Percentage of Total Revenue Operating income $193.5 33.5% Adjustments: Amortization of intangible assets 32.5 5.6% Impairment charges 7.1 1.2% Adjusted operating income $233.1 40.4% Adjusted operating income is reconciled to operating income for fiscal year 2010 as follows: |