2013 Analyst Day February 27, 2013 Agenda

Home , Coinstar

7:00 am Registration and Breakfast

8:00 Welcome Rosemary Moothart, Director of Investor Relations

8:05 Company Overview Paul Davis, CEO

8:15 Seizing Our Opportunity J. Scott Di Valerio, CFO, Incoming CEO

9:05 Coin Business Review Mike Skinner, President, Coin

9:25 Break

9:40 New Ventures Business Review David Veenstra, Corporate SVP, Strategy & New Ventures

10:00 Redbox Business Review Anne Saunders, President, Redbox

10:50 Break

11:00 Driving Value Creation Galen Smith, SVP Finance, Redbox, Incoming CFO

11:25 Closing Remarks J. Scott Di Valerio, CFO, Incoming CEO

11:30 Q&A

12:00 noon Luncheon

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 1 Safe Harbor for Forward-Looking Statements Various remarks that we may make about future expectations, plans and prospects for the company constitute forward-looking statements for purposes of the safe harbor provisions under the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those indicated by these forward-looking statements as a result of various factors, including those discussed in our most recent Annual Report on Form 10-K and subsequent Quarterly Reports on Form 10-Q filed with the Securities and Exchange Commission. Coinstar, Inc. assumes no obligation and does not intend to update these forward-looking statements.

Reconciliation of GAAP and Non-GAAP Financial Measures This presentation contains references to both GAAP and non-GAAP financial measures. A reconciliation between GAAP and non-GAAP financial measures is available in the Appendix of this presentation, which is posted on the Investor Relations section of Coinstar’s website at www.coinstarinc.com.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 2 Company Overview Paul Davis CEO Positioned for Growth in Automated Retail

• Focused portfolio • Vast white space • Abundant growth opportunities • Highly capable team • Financial strength to support growth

Income from Net cash provided continuing by operating Revenue operations Diluted EPS* activities $2.2B $150MM $4.67 $464MM

Core Core

adjusted diluted EBITDA** EPS** FCF** ROIC† $470MM $4.83 $256MM 18%

Source of ROIC: CapitalIQ

*From continuing operations **From continuing operations; refer to Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items. †Refer to Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items. We use CapitalIQ as a source for ROIC as it is readily available to investors.

Innovative

Highly Customer Capable Centric

Dedicated

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 6 Seizing Our Opportunity J. Scott Di Valerio CFO Incoming CEO Five numbers to remember about Coinstar, Inc.

$4B+ 3 6 ~$16B 20%

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 8 Five numbers to remember about Coinstar, Inc.

3 The 20% We expect We are Automated to profitably reimagining Retail “Sweet double our retail across Spot” is revenue to 6 attractive ~$16B in an $4B+ by Consumer ~$85B Total 2017 Sectors Addressable Market We focus 3 global on generating trends are stakeholder driving the value and emergence long-term of Automated ROIC of Retail $4B+ 6 ~$16B 20%

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 9 Five numbers to remember about Coinstar, Inc.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 10 Our Automated Retail vision continues to be relevant today, tomorrow and into the future

Coinstar’s goal is to be a leader in the Automated Retail industry by delivering innovative products and services and by delighting consumers, retailers, investors, and employees.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 11 Today, Automated Retail provides a fully automated, end-to-end service where consumers still value a physical presence

Automated Retail VS. Retail Automation

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 12 Our aspiration is to double to ~$4B+ Revenue by 2017

Consumer Sectors in which Total Addressable we directly compete Market: ~$85B

Maximum deployable Automated Retail in our Automated Retail target segments “Sweet Spot” ~$16B

2017 Aspirations CSTR 2017:

>$4B

CSTR 2012: 2012 Revenue >$2B

Sources: NRF, RNG, CSTR Analysis (2013); SNL Kagan, IBISWorld, JRC European Commission, Specialty Coffee Association of America, eBay, TDlinx (2012); BEA, Euromonitor, EPA (2011); Mercator Advisory Group, Euromonitor, Vending Times, Kantar, National Pharmacy Market (2010); International Council of Shopping Centers, IBISWorld, Neilsen (2009)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 13 To reach $4B+ Revenue, we expect roughly half of our growth from the Core, with the remainder from New Ventures

CSTR Revenue Growth (2012 – 2017)

New Ventures

Core Business

Redbox

Coin

2012 Sources of Growth 2017

Source: CSTR Finance

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 14 Our growth strategy is to expand into new sectors beyond our existing Automated Retail core

Develop Automated Retail Concepts • Rubi™ (Coffee) • Gift Card Exchange Product Extensions

Launch Product Extensions • Redbox Tickets™ • Coin to PayPal Organic New Right and M&A Find Right Locations Concepts Locations growth • New Deployments • Location Optimization • Revenue Maximization

Execute M&A and Strategic Partnerships Automated • Redbox Instant™ by Verizon Retail Core • NCR

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 15 Five numbers to remember about Coinstar, Inc.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 16 There are 3 global consumer trends driving Automated Retail acceptance by consumers

Increased Technology 24/7 Instant Urbanization Advancement Gratification

More, denser cities provide Cost of automated retail Automated Retail excels at more opportunities for solutions comes down delivering quality services compact, convenient and consumers become and products quickly and solutions more comfortable with around the clock Automated Retail

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 17 Retailers are responding to the same 3 global consumer trends, and Coinstar is leading the way

Increased Technology 24/7 Instant Urbanization Advancement Gratification

Smaller Footprints Social, Local, Mobile Omni-channel & Automation Retailing

Automated Retail is the Coinstar is a leader in Automated Retail SMALLEST format leveraging social, local, provides consumers retail solution available mobile, and automation (and our retail partners) technologies to MONETIZE a whole NEW CHANNEL our consumer relationships to serve their needs

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 18 Five numbers to remember about Coinstar, Inc. in 2013

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 19 We are focused on 6 Consumer Sectors worth ~$85B today with ~$16B in our Automated Retail “Sweet Spot”

2011 Consumer Spend ($B)

$30B ~$46B Total Addressable Market ~$85B

$20B ~$18B

Total Addressable Market $10B ~$8B Automated Retail "Sweet Spot" ~$5B ~$4B ~$3B CSTR 2012

$0B Food & Electronics Entertainment Beauty & CPG Health Money Beverage

Sources: NRF, RNG, SNL Kagan, CSTR Analysis (2013); IBISWorld, JRC European Commission, Specialty Coffee Association of America, eBay, TDlinx (2012); BEA, Euromonitor, EPA (2011); Mercator Advisory Group, Euromonitor, Vending Times, Kantar, SK&A (2010); International Council of Shopping Centers, IBISWorld, Neilsen (2009)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 20 We are focused on 6 Consumer Sectors worth ~$85B today with ~$16B in our Automated Retail “Sweet Spot”

Annual Total Automated Adjacent Revenue Addressable Retail Market ($M) Market “Sweet Spot” Opportunity

Food & Beverage $46.0B $6.7B $10.9B

Electronics $18.2B $3.1B $3.8B

Beauty & CPG $4.6B $0.8B $1.7B

Health $4.3B $0.4B $1.3B

Entertainment $8.2B $3.8B $2.2B

Money $3.3B $0.8B $0.4B

Total $84.6B $15.6B $20.3B

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 21 Not every concept will succeed, but CSTR is developing ventures across all 6 of our target Consumer Sectors

Money $0.8B

Entertainment Food & $3.8B Gift Card Exchange Beverage $6.7B

Electronics Beauty $3.1B & CPG $0.8B

Health $0.4B

Note: Dollar figures represent Automated Retail “Sweet Spot” Sources: NRF, RNG, SNL Kagan, CSTR Analysis (2013); IBISWorld, JRC European Commission, Specialty Coffee Association of America, eBay, TDlinx (2012); BEA, Euromonitor, EPA (2011); Mercator Advisory Group, Euromonitor, Vending Times, Kantar, SK&A (2010); International Council of Shopping Centers, IBISWorld, Neilsen (2009)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 22 Each concept is evaluated against the same ten Key Automated Retail Criteria

Total Addressable Automated Market Retail opportunity opportunity opportunity • Consumer Need • Simple Idea • Proven Technologies • Attractive Addressable • Benefit to Physical • Large Deployments Market Presence • Excited Channel • large • Potential to Reimagine… Partners • high margin • accessibility • High Kiosk ROIC • sustainable • retail economics • Competitive Opportunity • consumer experience

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 23 Our prepared foods concept, for example, measured well against those criteria

Money $0.8B

Entertainment Food & $3.8B Gift Card Exchange Beverage $6.7B

Electronics Beauty $3.1B & CPG $0.8B

Health $0.4B

Concept: unprecedented convenience for fresh, high quality, great tasting food

Food & Beverage $6.7B

Does food look like a large and attractive automated retail opportunity for Coinstar?

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 25 Why does food work for automated retail?

No matter where they are or what they’re doing, But we’re all people love eating good, very busy high quality food

And space and labor Leaving most limits the availability of people with less full-fledged, fresh food than quality options… alternatives

Consumers could benefit from a kiosk with fresh, high quality, great tasting food in convenient locations where they live and work

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 26 Target spend on time-pressed breakfast and lunches was ~$32B, and our Automated Retail “Sweet Spot” is $6B

2011 US time-pressed meal market ($B) $35 ~$32B Automated Retail $30 Food Opportunity

100-200+ $25 transactions/kiosk/week

$20 Total 50,000-70,000 Addressable kiosks Market 1 $15 ~20% of time-pressed to-go meals $10

$5 Automated Retail “Sweet Spot” $0 Time pressed breakfast and lunch in major markets

1. Time-pressed breakfast and lunch in major markets Sources: CSTR Analysis (2013); TDlinx (2012); BEA, Euromonitor (2011); Euromonitor, Vending Times (2010)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 27 Crisp Market meets most of our key evaluation criteria

Our Criteria for Success

Consumer Need Attractive Addressable Market

Market Competitive Opportunity

Simple Idea

Benefit to Physical Presence

Retail Potential to Reimagine the Business Automated Automated

Proven Technologies Large Deployments Excited Channel Partners We will be testing High Kiosk ROIC Crisp Market in several locations this year

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 28 Five numbers to remember about Coinstar, Inc.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 29 Long-term objectives to generate shareholder value

• Profitably grow existing Redbox and Coin businesses • Invest in new automated retail concepts to drive further growth • Enhance shareholder value through return on invested capital • Leverage our culture of innovation and service to create shared value for our company and society

Drive profitable growth and target long-term ROIC of 20%

Innovation for Good • Maximizing shareholder returns and contributing to society at the same time • Fostering social responsibility in everyday business transactions and decisions • Investing and producing in ways that benefit customers, shareholders, society, and the environment • Encouraging innovation for good by seeking opportunities to simultaneously benefit the company and society

A leader in automated retail, we look forward to leading in CSR

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 31 Five numbers to remember about Coinstar, Inc.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 32 Coin Business Review Mike Skinner President, Coin We empower consumers by transforming what they have into what they want.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 34 Money Sector Worth $3B+ Today Automated Retail “Sweet Spot” of $1B

Money Sector Total Addressable Market Money Sector Automated Retail “Sweet Spot” Revenue

$0.6B 4.0 0.6

Automated $3.3B 0.5 Retail “Sweet Spot” 3.0 0.4

Total Addressable Market 2.0 0.3 $0.3B

Coin Automated 0.2 Conversion Retail

Plan “Sweet Spot” 1.0 Automated Retail “Sweet Spot”1 0.1 Gift Card Exchange 2 Money Sector Plan Plan 0.0 0 Money Sector (NA/UK/Ire ) Coin Conversion (NA/UK/Ire) Gift Card Exchange (US)

Source: Bureau of Economic Analysis, 2011; PSE Consulting “European Prepaid 2010; Coinstar Proprietary Market Research 2010, Coinstar Analysis 1. Automated Retail “Sweet Spot” estimates are based on the core markets (Coin conversion and Gift Card Exchange) 2. Money Sector business includes Coin NA/UK/Ire and Gift Card Exchange in U.S. only

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 35 The Big Green Machine A great business!

• Proud history, changing the way coin is valued • Proven model, well positioned consumer access point • Solid financial performance and cash flow • Superior value proposition to consumers and retailers

• 80% share of U.S. automated retail coin market* • 4 countries and 4 currencies • Within 5 miles of 90% of U.S. population† • $65MM donated to charities through our kiosks since 1997‡ • 100+ worldwide patents related to coin kiosks

Strong Partners International Reach

*Coinstar Proprietary Segmentation Study (2010); approximately 33% of U.S. total coin-counting market, including Financial Institutions †Coinstar Internal GIS Analysis (Q2 2012) ‡As of 12/31/2012

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 37 Serving a Diverse Consumer Base Upside exists across all consumer segments in the U.S. Core Coin Conversion Gift Card Exchange

Convenience Uncaptured Uncaptured 1 Seeker coin volume gift card volume • $1.3B* • $7B‒$8B† The Trip 2 Combiner Needs Needs • Cash • Cash Carefree 3 • Time • Convenience Opportunity

The Fee Uncaptured 4 Avoider coin volume • $3.6B* The Financial 5 Institutional Needs • Choice *Coinstar Proprietary Segmentation Study (2010) • Value †Coinstar Estimate 2012

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 38 High Value Footprint Growing number of revenue opportunities

• $3.1B coins • Cash voucher • 45MM+ consumers • Gift & eGift cards • 77MM • Retailer cards transactions/year • Coins that Count (charity) • 355MM • Emerging segments* impressions/week – Financial products – Prepaid – Gift card exchange

Worldwide data as of 12/31/2012 *Products currently on the road map for development and launch and not included in volume and transaction counts

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 39 Financial Institutions: Unlocking an Untapped Market Estimated $4B* volume opportunity

• Developing key relationships • Specialized kiosk • New revenue model • Unique product features • Best results achieved: – Free coin counting to bank customers – Integrated into financial institutions’ marketing efforts

*Based on customer research conducted by Coinstar in 2010 and revised in 2012 (U.S. focused study)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 40 Innovating Towards Full Potential Connecting the cash preferred and mobile marketplace

Monetize Products Engagement & Services Consumer Focused

Transforming Currency Mobile International Marketplace Market Driven

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 41 © 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 42 Introducing PayPal to World of Instant Cash Access Roll out began on February 6, 2013

Funding Consumers bring coin/cash to kiosk to fund PayPal accounts “Coin In” “Cash In” – OR – * Fee 9.8% Fee $3.00 Fund any U.S. account

Withdrawal Consumers withdraw cash from their PayPal accounts “Cash Out” Fee $3.00†

*$3 for loads up to $300; $6 for loads above $300 †$3 for withdrawals, up to $200

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 43 U.S. Launch Is Underway Building consumer awareness

• PayPal website • PayPal email campaign • “PayPal on Coinstar” landing page, banner ads • Coinstar web, emails, store locator • PR, articles, blogs • In-store/retailer marketing

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 44 Blackhawk Expands Our Product Portfolio A single connection can deliver up to 500 content providers

• In process – Gift & eGift cards • Roadmap – Mobile top-up – Open loop reloadable credit cards – Open loop network branded gift cards

Source: Blackhawk Network, 2013

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 45 Gift Card Exchange Providing a unique solution

• Market Opportunity – Estimated $7B‒$8B* of gift cards go unused every year

• Consumer/Retailer Value Proposition – Simple, convenient solution for trading gift cards for cash – Automated retail provides immediate access to cash

• Current Status – Partnering with Blackhawk – Approximately 50 locations end of 2012 – Processed 150† unique retailer cards

*Coinstar Estimate 2012 †Actual results as of February 2013

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 46 Coin + Cash for Gift Cards = A Great Combination Leveraging the value of both businesses

• Brand promise • Kiosk production and deployment • Operations and field service • Voucher payment system • Retail partner relationships • Future opportunity to integrate

Source: Blackhawk Network, 2013

• Strategically positioned footprint • Turnkey solution • Enhanced value proposition • Enhanced consumer engagement • Expanded product offering • Proven international model

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 48 Putting Our Automated Retail Strategy to Work

What we have to achieve Challenges we are addressing • Increasing comps • Increasing competition • Servicing broader geography with • Changes in the grocery/mass fewer kiosks retailer landscape • 3‒5 new revenue streams • Elimination of lower value coins • New international markets • Changes in regulatory environment • $50MM‒$100MM in new revenues • Consumer adoption of automated retail product use

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 49 BREAK New Ventures Business Review David Veenstra Corporate SVP, Strategy & New Ventures © 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 52 Poised for Growth

• Major area of focus for our company • Strong consumer value proposition offering a high quality product at a great value • Offers retailers a low cost, high value turn-key solution • Strong performance in 2012 – Signed exclusive contract with Seattle’s Best Coffee – Refined production kiosk – Began installations of next generation kiosk • Planning for significant growth in 2013 and beyond

Our Criteria for Success

Consumer Need Attractive Addressable Market

Market Competitive Opportunity

Simple Idea

Benefit to Physical Presence

Retail Potential to Reimagine the Business Automated Automated

Proven Technologies Large Deployments Excited Channel Partners High Kiosk ROIC

Seattle Chicago

San Francisco

Washington D.C.

LA/San Diego

*Installations as of January 2013

Strong Economics Highly Satisfied Customers

Average Cups per Store per day Top unaided Rubi attributes from customers: Convenience, Value, Great Taste† 25 X Over 850K cups served since launch Average Ticket $1.30 of customers are satisfied or very 92% satisfied with the Rubi experience† Average Revenue per Store per year* of customers have made a 50% † $12,000 “special trip” to the kiosk for coffee

*Average performance in market during 2012 † Source: Coinstar, Inc. analysis; based on internal primary market research of Coffee Club members, July 2011, N=260 respondents; Coffee Club members are customers who have voluntarily signed up through the kiosk to receive news and special offers related to the coffee kiosk

On Demand, Café Quality FRESH Coffee Every Single Time

Capacity Increased by 2x Dual Drink Sizes: 12oz and vs. First Generation Kiosk 16oz of Brewed Coffee and Specialty Café Drinks

Automated Condiments Allow Customers to Fine- Engaging 20” Touch Screen: Tune Their Drink via Touch Attractive, Entertaining and Screen Easy to Use

Protection from Pilferage: Easy to Pay: Accepts Cash, Cups Accessible via Secure Coins, Debit, Credit and Door Promo Codes

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 57 Accelerated Rollout Beginning in 2013 Q2

Current markets Targeted markets planned in 2013

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 58 Significant Nationwide Growth Potential

Large Addressable Market White Space Opportunity for Kiosks

2011 U.S. consumer spend on non-specialty, Number of possible kiosks out of home coffee

$14.5B 65-70K Total Addressable Market Automated Retail "Sweet Spot" Automated Retail "Sweet Spot"

$0.8B

Brings samples Sells a variety of of mass beauty Café-quality coffee in a products direct self-service format to consumers

ecoATM™ Enables

consumers to trade-in used cell phones for cash

Offers an exciting and interactive

entertainment experience

Organic Investment

Sells popular value electronics at great prices

Enables convenient, SoloHealth® Offers fresh, great-tasting food consumers basic health risk assessment via personalized recommendations

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 60 Star Studio: Why the Business Is Interesting

Market Opportunity • ~$3.8B* Automated Retail “Sweet Spot” for Entertainment • Engaging and interactive experience for teens • Strong differentiator to property owners, managers and retailers 2012 Milestones • Increased install base by 5x in mall channel • Expanded to three new test markets throughout the U.S. 2013 Development Plan • Plans to expand install base by over 5x in 2013 • Actively testing new revenue streams enabled Offers an exciting and interactive by the platform (e.g., licensed content, photo entertainment experience merchandise)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 61 Sample It!: Why the Business Is Interesting

Market Opportunity • Beauty & CPG Automated Retail “Sweet Spot” estimated at ~$0.8B* • A fun, easy and convenient way for beauty shoppers to “try before you buy” • Improves in-store experience and drives beauty product sales 2012 Milestones • Launched pilot test in grocery channel • New generation kiosk and product mix exceeding consumer expectations 2013 Development Plan • Planning for 10x+ new locations in 2013, opening several new markets Brings samples of • Test concept in multiple channels (e.g., drug, mass and mass beauty products grocery) direct to consumers

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 62 Crisp Market: Why the Business Is Interesting

Market Opportunity • Food & Beverage Automated Retail “Sweet Spot” estimated at ~$6.7B* • Unmet consumer need for convenient, fresh, high quality food • Provides turn-key, differentiated amenity to building and office managers 2012 Milestones • Created and launched the brand and opened the first kiosk in Chicago • Strong interest from consumers, high rate of repeat usage 2013 Development Plan • Planning to materially build out Chicago market • Focused expansion in the office channel Enables convenient, fresh, great-tasting food

Our Portfolio

Organic Investment

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 64 Redbox Business Review Anne Saunders President, Redbox My Redbox Story Growth Strategy

The Early Relationship Years Expansion

Network Brand Expansion Expansion

“Really? You guys started with kiosks and DVDs? I never knew that.”

Partners

Network

Marketing Engine

Brand

Customer Base

“Love It Forever” Pilot (Sony)

3-D Test + Many More (Lionsgate)

Black Friday Promotion (Walgreens)

McDonald’s Monopoly

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 71 Larger Footprint than McDonald’s and Starbucks Combined

68%* of Americans Are Within 5 Minutes of a Redbox Kiosk

*Source: Spatial Insights, June 2011

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 72 Powered by our Growing Marketing Engine 18MM+ Apps 4MM+ SMS Mobile

5MM 40MM+ 10MM+ Social Email Web

25B Redbox Annual Impressions* = 250 Super Bowls

*Impressions = Consumers passing Redbox kiosks combined with email, Internet, social media, and mobile device interaction

Unprecedented Customer Loyalty Stronger than some of the world’s most valuable brands

86% 90% 76% 73% 80% 62% 70%

60%

50%

40%

30%

20%

10%

0% Redbox Netflix Ebay Apple Netflix Apple®

Net Promoter Score – “Which of the following brands would you RECOMMEND to a friend or colleague?” “And which of the following brands would you tell a friend or colleague to AVOID?” Source, BrandIndex 2/7/13, prior 4 week average

2.5B+ Rentals and Counting

Annual Transactions ~480MM Rental per Active Visits in 2012 Credit Card: ~6

~42MM Customers

Data as of 12/31/12

The Early Relationship Years Expansion

Network Brand Expansion Expansion

Functional Emotional Transactions Relationships R/K/D + ARPU

Market Expansion

Product Mix

Personalization

Optimization and Innovation

Entertainment

($ in thousands) Total Addressable Market $9,000 $8,000 $7,000 $6,000 Redbox competes $5,000 within the $4,000 Entertainment Sector Automated worth ~$8B today, $3,000 Retail “Sweet Spot” with an Automated Retail $2,000 “Sweet Spot” of ~$4B $1,000 Redbox $0 Entertainment

Sources: CSTR Analysis (2013); SNL Kagan, IBISWorld (2012); BEA (2011); International Council of Shopping Centers (2009)

Blu-ray Promotions

Games OOH Promotions

CRM

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 81 My Redbox: More Personal, More Convenient

Kiosk Mobile Web

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 82 Network Optimization Across 43,000+ Kiosks

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 84 Brand Expansion and New Growth Opportunities

Content

Stability Adolescence Decline

RIP Birth Death

Growing Aging

Entertainment Hours Feature (illustrative) DVDs

Other

“Wow – cutting edge – could this be why Redbox Live Events Market: is #1? Bring it to R.I.” $13.6B* - Redbox Facebook fan

“A dollar fee on top 38% of credit cards of the ticket price? that bought tickets That’s it? Wow.” were new to Redbox - Redbox customer

“I can buy tickets here (at the kiosk) instead of going to the

Having upended the DVD-rental business with its ubiquitous kiosks and box office? I’m already at a

$1-a-night prices, Coinstar Inc.’s Redbox is now hoping to shake up the Redbox every week.” ticketing business, selling seats to live events with just a $1 fee tacked on. - Redbox customer

Sources: CSTR Analysis (2013); SNL Kagan, IBISWorld (2012); BEA (2011); International Council of Shopping Centers (2009)

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 88 Shawn Strickland CEO, Redbox Instant by Verizon Redbox Instant™ by Verizon

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 91 BREAK Driving Value Creation Galen Smith SVP Finance, Redbox Incoming CFO Focused on Long-Term Value Creation

Enhanced Shareholder Value

Optimize Drive Generate capital long-term significant Enhance structure profitable free cash ROIC and growth flow maintain

flexibility

Strong performance • 19% growth in consolidated revenue to $2.2B • 24% growth in adjusted EBITDA from continuing operations to $461MM • 25% growth in core adjusted EBITDA from continuing operations* to $470MM • 30% growth in diluted EPS from continuing operations to $4.67 • 32% growth in core diluted EPS from continuing operations* to $4.83

Drivers • Consumer demand • Improved Redbox gross margins • Great new locations • Operational excellence

*See Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items

Consolidated Revenue ($B)

$2.5 $2.2 CAGR = 36% $2.0 $1.8

$1.4 $1.5

$1.0 $1.0 $0.7

$0.5

$- 2008 2009 2010 2011 2012

Core Diluted EPS from continuing operations* ($)

$5.00 $4.83 CAGR = 45% $4.00 $3.67

$3.00

$2.03 $2.00 $1.31 $1.10 $1.00

$- 2008 2009 2010 2011 2012

*See the Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items; periods prior to 2010 do not include non-core adjustments

$MM $300 $227.3 $255.9 $250

$200 $144.8 $150

$100

$50

$0 -$50 $(24.6) 2009 2010 2011 2012

Net cash provided by $123.9 $315.6 $406.5 $463.9 operating activities CAPEX (148.5) (170.8) (179.2) (208.0) FCF* $(24.6) $144.8 $227.3 $255.9

*See Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 98 Focused on Increasing Returns through ROIC

18.4% 15.4%

11.5% 8.3%

12/31/2009 12/31/2010 12/31/2011 12/31/2012

Net operating profits after tax (NOPAT) ROIC = Invested capital (Income from continuing operations before taxes – Interest income + Interest expense) NOPAT = x (1 – Corporate tax rate) Invested capital = Total stockholder equity + Debt Debt = Short & Long term debt & Capital lease obligations

Source: CapitalIQ

• Redbox and Coin kiosk network optimization • Redbox Instant™ by Verizon • Canadian expansion • New Ventures • Infrastructure – Data centers – Software (Redbox and Coin) – Enterprise resource planning systems • Opportunistically repurchase stock

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 100 2013 Guidance: Investment Leads Continued Growth

Core Consolidated Adjusted Core Revenue EBITDA Diluted EPS from continuing operations from continuing operations $2,375–$2,555 $473–$513 $4.91–$5.51 in millions in millions 12% 5% 8%

2013 Full Year Guidance as of February 7, 2013; percentage reflects percentage growth from 2012 to the midpoint of guidance

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 101 2013 CAPEX Guidance: Investing to Support Growth

Redbox Coin New Ventures Corporate $73–$80MM $27–$30MM $15–$25MM $65–$75MM

Kiosk, software & other Kiosk, software & other LOB/Corporate Growth $66–$71MM $13–$14MM $15–$18MM

Maintenance Maintenance Infrastructure $7–$9MM $14–$16MM $30–$34MM

U.S. IRR: 60-80% IRR: 60-80% Maintenance $20-$23MM Canada IRR: 20-30%

Net new kiosks U.S. Net new kiosks Net new kiosks 500–1,000 Canada 800–850 1,000–2,300 1,500–2,000

2013 Full Year Guidance as of February 7, 2013

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 102 2013 Guidance: Continued Free Cash Flow Generation

Net cash flows from operations $360 – $410MM

Gross capital expenditures – $180 – $210MM

Free cash flow $180 – $200MM

2013 Full Year Guidance as of February 7, 2013

Cash Available For Delivering Returns

M&A Flexibility Return On Share Buybacks Invested Capital Acquisition of Repurchased 12% certain assets of Drive ROIC with of shares NCR and value-enhancing outstanding in investment in projects past 7 months strategic assets

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 104 Strong Balance Sheet Enables Flexibility Schedule of Outstanding Borrowing $MM $600 Coinstar’s balance sheet supports • Reinvestment in the core business $500 • Strategic investments and M&A • Return of capital initiatives

$400 Focus on maintaining • “BB” corporate credit rating $300 • Leverage ratio not to exceed 2.5x

$200

$100

$- 12/31/2009 12/31/2010 12/31/2011 12/31/2012

Debt/EBITDA 2.3x 1.3x 1.0x 0.8x

Convertible Debt Revolving Line of Credit Term Loan Lease Financing Liability

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 105 Historical Deployment of Free Cash Flow

2009 - 2012 Cash Availability Uses of Cash $MM $MM 700 700 603 600 600 511 144 500 459 500 45 400 400 214 300 300 200 200 100 100 252 0 Free Cash Flow* Debt Retirement Cash Available 0 for Returns Cash Available for Returns Share Repurchase M&A

Strategic Investments

*See Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 106 Ability to Effectively Deploy Available Cash 2012 Cash Availability $MM 300 256 48 2012 Cash Available for Returns 208 • $100MM acquisition of certain 200 assets of NCR • $40MM in equity investments 100 (including funding for Redbox Instant) 0 Free Cash Flow* Debt Retirement Cash Available for • $140MM in share repurchases Returns 2013 Cash Availability $MM 300 2013 Cash Available for Returns

180 - 200 15 165 - 185 • $14MM Q1 funding for Redbox 200 Instant • $45MM in Q1 share repurchases 100

0 Free Cash Flow* Debt Retirement Cash Available for Returns

*See Appendix for a discussion of non-GAAP financial measures, including the exclusion of certain non-core items

Manage business and financial policies to allow for operating and strategic flexibility Business & Financial • Profitably grow core Redbox and Coin businesses • Policy Invest in new automated retail seeds to drive future revenue growth through a heavily gated process to control operating and capital expenditures • Potential for opportunistic acquisitions of limited size ($150 - $300MM)

Maintain conservative fiscal policy • Focus on strong and stable free cash flow generation Fiscal Policy • Target maintaining leverage levels below 2.5x; historical average over the past 6 quarters has been 0.9x

Liquidity Maintain strong liquidity profile with broad access to capital markets

Discretionary return of capital policy that adjusts with cash flow generation • Target a minimum of $100MM of annual share repurchase adjusted based on Return of Capital business opportunities, free cash flow generation and alternatives for enhancing shareholder returns

3 year 10 – 16% 7 – 13% 11 – 18% range of 2 – 3% annual annual annual $600 – of total 20% growth rate growth rate growth rate $750MM revenue

Core Core diluted Free cash Consolidated adjusted Corporate EPS flow ROIC revenue EBITDA from continuing from continuing CAPEX from continuing operations operations operations

Redbox Coin New Ventures

System-wide annual rental growth: Net annual revenue growth: Revenue as a % total by year 3: 5% - 10% 4% - 7% 10% - 15%

Net annual revenue growth: Segment operating profit margin: 8% - 17% 30% - 33%

Segment operating profit margin: CAPEX as a % of sales: - 20 % 25% 6% - 13% CAPEX as a % of sales: 1% - 4%

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 110 Closing Remarks J. Scott Di Valerio CFO Incoming CEO

Coinstar is excited about the strength of our opportunities

Automated retail is at the forefront of 3 key consumer trends Enormous We’re targeting 6 sectors well suited to Automated Retail opportunity Our Automated Retail “Sweet Spot” could be worth $16B+

We’re the leader in Automated Retail with Redbox and Coinstar Unique We understand the Key Success Criteria for Automated Retail position We’re leveraging our industry leadership to drive innovation

We’re delivering Shared Value to both Society and Stockholders Stakeholder We’re driving profitable growth and long-term ROIC of 20% Value We aspire to double the company to $4B+ by 2017

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 113 Five numbers to remember about Coinstar, Inc.

$4B+ 3 6 ~$16B 20%

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 114 2013 Analyst Day February 27, 2013 Appendix Use of Non-GAAP Financial Measures

Non-GAAP measures may be provided as a complement to results provided in accordance with United States generally accepted accounting principles (“GAAP”).

We use the following non-GAAP financial measures to evaluate our financial results: • Core adjusted EBITDA from continuing operations; • Core diluted earnings per share (“EPS”) from continuing operations; • Free cash flow from continuing operations; and • Return on Invested Capital (“ROIC”).

These measures, the definitions of which are presented below, are non-GAAP because they exclude certain amounts which are included in the most directly comparable measure calculated and presented in accordance with GAAP. Our non-GAAP financial measures are not meant to be considered in isolation or as a substitute for our GAAP financial measures and may not be comparable with similarly titled measures of other companies.

Core and Non-Core Results We distinguish our core activities, those associated with our primary operations, from non-core activities. Non-core activities are primarily nonrecurring events or events we do not control. Our non-core adjustments include i) deal fees primarily related to the NCR asset acquisition, ii) income or loss from equity method investments, which represents our share of income or loss from entities we do not consolidate or control, and iii) a gain on the grant of a license to use certain Redbox trademarks to Redbox Instant™ by Verizon (“Non-Core Adjustments”). We believe investors should consider our core results because they are more indicative of our ongoing performance and trends and are more consistent with how management evaluates our operational results and trends.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 117 Reconciliation of GAAP and Non-GAAP Financial Measures

Core Adjusted EBITDA from Continuing Operations

Our non-GAAP financial measure core adjusted EBITDA from continuing operations is defined as earnings before depreciation, amortization and other; interest expense, net; income taxes; share-based payments expense; and Non-Core Adjustments.

A reconciliation of core adjusted EBITDA from continuing operations to income from continuing operations, the most comparable GAAP financial measure, is presented in the following table: Twelve Months Ended December 31, Dollars in thousands 2012 2011 Income from continuing operations $ 150,230 $ 114,951 Depreciation, amortization, and other 184,525 148,218 Interest expense, net 15,648 23,822 Income taxes 91,516 69,777 Share-based payments expense(1) 19,362 16,211 Adjusted EBITDA from continuing operations 461,281 372,979 Non-core adjustments: Deal fees 3,235 1,603 Loss from equity method investments 24,684 1,591 Gain on formation of Redbox Instant by Verizon (19,500) - Core adjusted EBITDA from continuing operations $ 469,700 $ 376,173

(1) Includes non-cash share-based compensation for executives, non-employee directors and employees as well as share-based payments for content arrangements.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 118 Reconciliation of GAAP and Non-GAAP Financial Measures

Core Diluted EPS from Continuing Operations

Our non-GAAP financial measure core diluted EPS from continuing operations is defined as diluted earnings per share from continuing operations excluding Non-Core Adjustments, net of applicable taxes.

A reconciliation of core diluted EPS from continuing operations to diluted EPS from continuing operations, the most comparable GAAP financial measure, is presented in the following table:

Twelve Months Ended December 31, 2012 2011 Diluted EPS from continuing operations $ 4.67 $ 3.61 Non-core adjustments, net of tax:(1) Deal fees 0.06 0.03 Loss from equity method investments 0.48 0.03 Gain on formation of Redbox Instant by Verizon (0.38) - Core diluted EPS from continuing operations $ 4.83 $ 3.67

(1) Non-Core Adjustments are presented after-tax using the applicable effective tax rate for the respective periods.

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 119 Reconciliation of GAAP and Non-GAAP Financial Measures

Free Cash Flow from Continuing Operations

Our non-GAAP financial measure free cash flow from continuing operations is defined as net cash provided by operating activities from continuing operations after capital expenditures. We believe free cash flow from continuing operations is an important non- GAAP measure as it provides additional information to users of the financial statements regarding our ability to service, incur or pay down indebtedness and repurchase our common stock.

The table below provides a reconciliation of net cash provided by operating activities from continuing operations, the most comparable GAAP financial measure, to free cash flow from continuing operations:

Twelve Months Ended

December 31, Dollars in thousands 2012 2011 Net cash provided by operating activities from continuing operations $ 463,906 $ 406,516 Purchase of property and equipment (208,054) (179,236) Free cash flow from continuing operations $ 255,852 $ 227,280

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 120 Reconciliation of GAAP and Non-GAAP Financial Measures

Return on Invested Capital (ROIC)*

We use the non-GAAP financial measure ROIC, which is net operating profits after tax (NOPAT) divided by average invested capital, as we believe it is an important measure of our return on capital.

Net Operating Profits after Tax (NOPAT)

The table below provides a reconciliation of CapitalIQ’s NOPAT calculation to our income from continuing operations, the most comparable GAAP financial measure: 2009 2010 2011 2012 Income from Continuing Operations $ 43.7 $ 65.9 $ 115.0 $ 150.2 Income Taxes 25.7 43.0 69.8 91.5 Other income (expense) 35.3 34.3 25.2 21.0 Operating Income $ 104.7 $ 143.2 $ 209.9 $ 262.8 Adjustments: Legal settlement $ 5.4 Depreciation adjustment 5.5 G&A adjustment $ 3.2 Subtotal $ 104.7 $ 154.1 $ 209.9 $ 266.0 Minus constant corporate tax rate of 37.5% (39.3) (57.8) (78.7) (99.7) NOPAT $ 65.4 $ 96.3 $ 131.2 $ 166.2

*Source of ROIC: CapitalIQ, which we use as it is readily available to investors

© 2013 Coinstar, Inc. All Rights Reserved. These materials may not be reproduced, altered or distributed without the express written consent of Coinstar, Inc. 121 Reconciliation of GAAP and Non-GAAP Financial Measures

Breakdown of Invested Capital

Dec-31-2008 Dec-31-2009 Dec-31-2010 Dec-31-2011 Dec-31-2012 Total Stockholders' Equity (1) $ 320.0 $ 412.4 $ 443.1 $ 513.9 $ 549.1 Minority Interest 31.1 - - - - Current Portion of Long Term Debt 19.1 6.8 181.6 14.0 15.5 Current Portion of Capital Leases 20.3 26.3 17.2 12.1 13.4 Long term Portion of Long Term Debt 295.9 402.9 153.3 339.6 317.2 Long term Portion of Capital Leases 23.5 26.2 12.2 11.8 15.7 Invested Capital (current period) $ 709.9 $ 874.7 $ 807.4 $ 891.3 $ 910.9 Invested Capital (2 period avg.) $ 792.3 $ 841.0 $ 849.4 $ 901.1 NOPAT $ 65.4 $ 96.3 $ 131.2 $ 166.2 ROIC (NOPAT/Avg. Invested Capital) 8.3% 11.5% 15.4% 18.4%

(1) The 2009 and 2010 Total Stockholders’ Equity numbers do not reflect the $17.1 million immaterial tax error correction for the worthless stock deduction related to the divested entertainment services business as noted in Coinstar’s 2012 10-K.

Source of ROIC: CapitalIQ, which we use as it is readily available to investors