1

WELL-DEFINED CORE BUSINESS

2

CAPTURE LEADERSHIP ECONOMICS If you’re a dominant player in your industry, 2.5 times the next player, you should be getting extraordinary economics. In contrast, if you’re a distant follower in your business, far behind the leader, it’s almost impossible to make a return on capital equal to the cost of capital in your industry. What this says is: Where we have leading positions, double down and focus on them and get superior economics. That is simplifying.

3

MANIACALLY FOCUS ON CUSTOMER ADVOCACY

DELIVER ON THE PROMISES YOU’VE ALREADY MADE TO THE MARKET

10% OF COMPANIES REFERRED TO AS SUSTAINED VALUE CREATORS, HAVE TWICE THE LEVEL OF ADVOCACY AS THE FOLLOWER IN THEIR INDUSTRY

4

STAY CLOSE TO THE CORE The average failure rate of adjacencies is more than 75%. You can improve that by 50% by just pursuing step-one adjacencies. However you’ve defined your core, whatever the dimensions are, a one-step adjacency just moves that a little bit. So if you’re dealing with the same customers and channels, but move into a new international market, that’s a one- step adjacency.

5

LEVERAGE REPEATABLE MODELS® IN EVERYTHING YOU DO

PETER TIMOTHEATOS, LUMENPULSE Executive Vice President and Chief Financial Officer • Seasoned financial executive, he oversees finance and information technology services and

provides strategic operational support and is responsible for merger and acquisition • Combining innovative technology expertise with strong industrial design, Lumenpulse is a leading

pure-play specification-grade LED lighting solution provider

ACCELERATING GROWTH

BRINT RYAN, RYAN LLC

Founder, Chairman & CEO • Founded the firm from zero to annual revenues exceeding $425 million US by 2014 • Award-winning global tax services firm, with the largest indirect and property tax practices in

North America and the seventh largest corporate tax practice in the United States • Three-time recipient of the International Service Excellence Award from the Customer Service

Institute of America (CSIA) for its commitment to world-class client service

MICHAEL ROSS, DOLLARAMA Chief Financial Officer and Secretary • Seasoned financial executive, he oversees the optimization of business processes and strategic

planning of Canada’s largest dollar-store since 2010 • Founded in 1992 by Larry Rossy, converting a family business from a general merchandise retailer

to a single price point dollar store chain, Dollarama has 955 stores (Feb. 2015), more than 4 times the number of stores of its next largest dollar store competitor in Canada

DANIEL BAER, EY Partner and leader for the firm’s Retail and Consumer Products industry group for Canada • Daniel is also a partner in EY’s growth markets group, focusing on medium-sized owner-managed

companies, and co-director of the Quebec Entrepreneur of the Year Program. • Moderator for this session

7

A fast growing industry

49% CAGR 2011-2015 (Consolidated)

80% CAGR 2011-2015 (LP)

LUMENPULSE REVENUE GROWTH

LED Adoption factors

A Three-Pillar Growth Strategy

Lumenpulse Advantage

Acquisition criteria

Dollarama At A Glance

9

• Largest and only national dollar store chain

in Canada

1,038 corporate-owned and operated stores

• Foundation of single price point dollar chain

in 1992

• Introduction of select price points >$1.00 in

February of 2009

• IPO (TSX: DOL) in October of 2009

•

10

QUESTIONS