1

Exhibit 99.1

2

’06 & ’07 Initiatives

•

Redefine Casual Male image to increase

market share

•

Store growth –

expansion of Rochester

Clothing

•

Continued accelerated growth of internet and

catalog

•

Gross margin improvement

3

Redefine Casual Male Image

4

Market Share Size Opportunity

Casual Male Sales by Size

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

Waist Size

Data based on ’04 sales of Casual

Pants, Dress Pants and Jeans

5

National Sales by Size

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

30

32

34

36

38

40

42

44

46+ 

Waist

6

Customer Research

Least favorite aspect of clothing shopping was “difficulty

finding items in my size”

–

They were shopping at “the end of the rack”

–

Stigma with “big and tall”

store

–

“big and tall”

stores were consistently referred to as places

where “fat guys”

shop

Current image associated with Casual Male

–

A degree of discomfort with shopping at the store for “big

and tall”

–

Belief

that

the

clothing

started

around

a

48”

waist

–

Merchandise and selection lacked a sense of style

–

Had unattractive, inconvenient locations

–

Casual Male was a place of necessity rather than a

destination of choice

7

50% of customers refer to Casual Male as the “Big & Tall”

store

8

Objectives

•

Change the consumer perception of Casual

Male to increase awareness of brands, sizes

and comfort carried in all channels and appeal

to the younger, smaller and taller B&T

consumers.

•

Re-engineer the look and feel of the Casual

Male brand in all communications including in-

store experience, web & catalog

9

New Design

10

Reactions to “XL”

logo concept

Majority of respondents reacted positively to

these concepts:

–

“Yes, that’s my size.”

/ “That’s what I’m looking for.”

–

“XL”

seen as “manly, powerful”

rather than

overweight

–

Appeared to create a sense of distinctiveness for

brand

–

Would communicate “change”

at Casual Male

–

Seen as youthful by some respondents

11

Developmental Markets

DMA

Population

Market

Rank

Anchor

Stores

Outlet

Stores

Phoenix, AZ

2017.3

15

5

1

Columbus, OH

630.1

34

4

2

Grand Rapids, MI

683.5

38

3

0

Indianapolis, IN

589.6

25

6

1

Rochester, NY

392.6

74

4

0

San Antonio, TX

643.6

37

4

0

Total:

4956.7

26

4

12

Effected Change

•

Exterior store

•

Interior of store, visual presentation, signage,

POS package

•

Bags

•

All communications

–

Direct mail

–

Email

–

Catalog version

–

Website

–

New Private label credit card

•

Associate training

13

14

Before

15

After

16

17

Developmental Market Results

•

Increase in traffic

•

Increase in transactions

•

Higher % of sales in smaller sizes as

compared to chain

•

Increase in comp sales

18

19

20

Rochester Overview

•

Major growth for next 5 years.  We will be in

expanding Rochester from 24 stores to 40

more stores

Rochester

* 1 London, United Kingdom

9

2

2

21

22

Rochester Brands

23

24

Benefits to CMRG

•

Combined entities give CMRG 65% market share of

specialty retail sector

•

Not a turn around –

accretive to earnings in year one

•

Senior management continues with incentive contracts

•

Synergies will increase gross margin, reduce overhead

costs (warehouse, administration, insurance, etc.)

•

Comparable multi-channel opportunities to Casual Male

–

Internet/catalog over 20% of sales in less than 3 years

•

Store growth opportunities

–

Underserved markets

–

Growth of 5 –

7 stores/yr

–

International opportunities

25

Rochester Big & Tall

Transaction

•

21 U.S. stores; 1 in London

•

Total revenue $65.0M

•

Audited EBIDTA of $3.3M

•

Potential for an additional 3 million dollar savings through

integration

–

Average sales per store

$2.3M

vs

CM $650,000

–

Average transaction

$400

vs

CM $75

–

Average store sq. footage

5,000-6,000 sq. ft.

vs

CM 3,500 sq. ft.

–

Average income of customer  

$100,000+

vs

CM $71,000

–

Cost to open new store

$100 sq. ft.

vs

CM $36 sq. ft.

–

Inventory needed

$375,000

vs

CM $125,000

26

27

28

Continued accelerated growth

of internet and catalog

29

-5.0%

-2.3%

-1.1%

2.4%

9.2%

4.8%

2.3%

2.0%

3.70%

2.5%

1.6%

-6.0%

-4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Comp Store Trend

2004

2003

Stores change to

lifestyle presentation

Launch of George Foreman

collection and TV campaign

2005

30

Internet Sales by Month

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

2002 - $3,357,447

2003 - $6,229,617 +46.1%

2004 - $9,874,481 +194.1%

2005

31

Store Catalog Sales

* % gains over FYE02

Catalog Sales

$7,053,300

$7,283,100

$7,968,900

$8,814,100

$10,056,800

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

2001

2002

2003

2004

2005

32

Store

2.9%

7.4%

0%

20%

40%

60%

80%

100%

online

catalog

Catalog

46.6%

18.6%

0%

20%

40%

60%

80%

100%

store

online

Online

51.1%

32.1%

0%

20%

40%

60%

80%

100%

store

catalog

Multi-Channel

33

Customer Sales by Channel

455

Retail & Catalog & E-commerce

286

Catalog & E-commerce

290

Retail & E-commerce

276

Retail & Catalog

104

E-commerce Only

123

Catalog Only

100

Retail only

* Indexed to retail only shoppers

34

35

Gross Margin Improvements

•

Inventory management

•

Direct sourcing

•

Building proprietary brands

36

Gross Margin Opportunity

•

Core

vs.

seasonal/fashion

–

core

year

round basic stock items (5 pocket jean,

pique polo, pocket tee, underwear, etc.)

•

Implementation of E3 (replenishment

system) determined that we were 25%

out

of

stocks

on

core

items

–

demand

exceeded supply

–

Better margins on core products than

seasonal/fashion

37

Guaranteed In-stock Program

•

7 key items –

12% of

sales

•

GIS Program –

Bottoms

49 sizes, delivery in 5

working days or FREE

•

8/21 launch

•

Sold 449,405  units

•

Units 26% increase

•

4,564  units fulfilled

through catalog

•

9 pieces of free items

given away

38

39

Direct Sourcing

•

Direct Sourcing of goods through Li & Fung, as agent

beginning in 2006

•

New Department created, hiring of industry veteran

•

Potential for 40% of Casual Male Inventory to go Direct

•

Cost saving of up to 15%

•

Better sourcing (reduction of # of Vendors)

•

Rochester has very little private label, potential for 20%

•

Cost savings of up to 20% for Rochester 

40

Proprietary Brands

41

42

43

44

Collection will consist of Wovens, Casual

Pant, and Knits

Assortment will reflect items/attitude and

overall look of successful contemporary

brands such as George Foreman

Signature, Perry Ellis, I.N.C., etc.

45

46

2 Year Goal

•

4% comp annually

•

100 basis point improvement annually

•

100 basis point improvement in SG&A

annually

2007 = 9 to 10% operating income

47

Any remarks that we make today about future expectations,

plans and prospects for Casual Male Retail Group, Inc.

which are not historical facts, are forward-looking statements

that involve risks and uncertainties.  For a discussion of such

risks and uncertainties, which could cause the Company’s

actual results to differ from those contained in the  forward-

looking statements, please read the section entitled

“Forward-Looking Statements”

in the Company’s most recent

Form 10-K and Form 10-Q and the Form 8-K filed on April 8,

2005

with the Securities and Exchange Commission.

Forward -

Looking Statement

48

Casual Male Retail Group

555 Turnpike Street

Canton, MA  02021

(781) 828-9300 x 2004

jeffunger@usa.net

clinsky@cmal.com