CIBC ConsumerGrowth Conference

July 10, 2007

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Tim McGeehanExecutive Vice President – Retail Sales

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Safe Harbor

Cautionary Statement Pursuant to the Private Securities Litigation Reform Act of 1995

This presentation may contain forward-looking statements, which are subject to risk and uncertainty. A variety of factors could cause our actual results to differ materially from the anticipated results expressed in such forward-looking statements, including, among other things, factors listed in our Annual Report on Form 10-K filed with the SEC on 5/02/07. That 10-K describes additional factors that could cause actual results to differ materially from those contemplated by the forward-looking statements made in this presentation.

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History of Growth

$35.9$30.8

$27.4$24.5

$20.9$17.7

FY02 FY03 FY04 FY05 FY06 FY07

($ in billions)

$1.07 $1.11$1.44

$1.75

$2.27$2.79

FY02 FY03 FY04 FY05 FY06 FY07

1 Pro-forma adjusted for FAS 123 expense

15% CAGR

21% CAGR

22% 21%

17% 16%19% 20%

FY02 FY03 FY04 FY05 FY06 FY07

ROIC2

FY07 Results

Total revenue growth 16%

Comp revenue growth 5.0%

Operating income % +23 bps

Diluted EPS growth 23%

Market share 21%

+4 pts

2Fiscal years 2002 thru 2005 have not been adjusted for FAS 123 expense

Diluted EPS1

Revenue Growth

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The Dallas Story, 2004

Summary

• Objective: Increase convenience and pursue market share with new stores, while lifting the performance of all stores.

• Actions Taken: Listened to employees about growth nodes in the market; identified 6 new locations (55% growth).

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• Summary of Results:

• Total market revenue surpassed goal

•Market share increased

• Annual EVA increased for the existing stores and for the entire metro area

• Comp USA will reduce its local store count to 2 stores (from 10)

• Results varied by market but were consistently above plan, including the impact of cannibalization

The Dallas Story, 2007

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72 72

71

76

2003 2004 2005 2006Source: American Customer Satisfaction Index Fourth Quarter Scores – 2/20/07 (www.theacsi.org)

#1 Driver of Improvement: Quality of Interaction with

Employees

Total U.S. Market Share

5%

20%19%

13%14%

6%6%

7%

5%5%

0.0%

5.0%

10.0%

15.0%

20.0%

1997 1999 2001 2003 2004 2005 2006

Customer Satisfaction

Calendar Year

Winning with Customers, Employees

67%69%

81%

FY05 FY06 FY07

$ B

illio

n

Retail TurnoverReward Zone = 20 million members

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Optimizing Labor

• 1998: SOPs, variable labor, unspecialized

• 2003: customer centricity, specialized labor, high fixed costs

• 2008: finding the right balance

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Investing for the Future

• $5.5 billion stock repurchase authorization

– $3.0 billion accelerated share repurchase

• 30% dividend increase

New:• Capabilities • Customers • Markets • Vendorrelationships

• Geographies

• New stores• Services• Supply chain• Best Buy Mobile• Best Buy For Business

Direct Shareholder Returns

Acquisitions and Alliances

Core Business

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Sean SkelleySenior Vice President – Services

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Notebook

DVR

Home Theater Systems

Gaming System

Desktop

Digital Camera

Networking

PhoneSatellite Radio

iPhone

Technology: Not Just a Lifestyle…It’s the infrastructure of life

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Then Now

Increasing Complexity

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U.S. Services: $50B Market

Shared Service Capabilities

Repair

Deliver

Appliance

Configure

Install

ServiceCentersAuto

HomeTheater

GeekSquad

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R&D / New Product Trials

Remote ServicesCall CenterClaims ProcessingData Analytics

Customer Focused AgentsGlobal Workforce

Decision Support

Contract

and B

illing Plat

form

Field Management System

Schedule / Routing / Dispatch

Agen

t Jon

ny U

tah

HomeIntegration

Assurance

ManagedServices

Small Business Partnerships

Green Migration& Disposal

International

Web 2.0

MRI

MyA

gent

Geek Squad City

Brand

CSI Scores

BUILDSERVICES

OPERATION

The Services Story

Services Foundation

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Any other partners?

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• 3,000 installers today• Leveraging

capabilities from our service platform

• Investing in new tools to improve productivity

Home Theater: Building Scale

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Your Questions