NASDAQ: RICK Investor Presentation

3Q16 www.rcihospitality.com

The innovator in bar-restaurant-entertainment hospitality

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Forward Looking Statements

Certain statements contained in this presentation regarding RCI Hospitality future operating results or performance or business plans or prospects and any other statements not constituting historical fact are "forward-looking statements" subject to the safe harbor created by the Private Securities Litigation Reform Act of 1995. Where applicable, words such as "anticipate," "approximate, " "believe," "estimated," "expect," "goal," "intent," "outlook," "planned," "potential," "will," "would," and similar expressions, as they relate to the company or its management, have been used to identify such forward-looking statements.

All forward-looking statements reflect only current beliefs and assumptions with respect to future business plans, prospects, decisions and results, and are based on information currently available to the company.

Accordingly, the statements are subject to significant risks, uncertainties and contingencies, which could cause the company‘s actual operating results, performance or business plans or prospects to differ materially from those expressed in, or implied by, these statements.

Such risks, uncertainties and contingencies include, but are not limited to, risks and uncertainties associated with our future operational and financial results, operating and managing adult businesses, competitive factors, conditions relevant to real estate transactions, cybersecurity, the timing of the openings of other clubs, the availability of acceptable financing to fund corporate expansion efforts, our dependence on key personnel, the ability to manage operations and the future operational strength of management, and the laws governing the operation of adult entertainment businesses.

Additional factors that could cause the company’s results to differ materially from those described in the forward-looking statements are described in forms filed with the SEC from time to time and available at www.rcihospitality.com or on the SEC's internet website at www.sec.gov.

Unless required by law, RCI Hospitality does not undertake any obligation to update publicly any forward-looking statements, whether as a result of new information, future events, or otherwise.

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Overview

Three Parts to Our Presentation

• What do we do • Why it’s a good business • How we are growing EPS and cash flow, buying

back shares and now paying a dividend

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The Bar-Restaurant-Entertainment Spectrum

RCI Hospitality RCI Hospitality Dave & Buster’s Brinker International

38 clubs featuring beautiful dancers/entertainers

5 sports bars/restaurants featuring attractive

waitresses in uniform and live music

81 sports bars/restaurants with large arcades*

1,641 casual dining Chili’s and Maggiano’s with no

entertainment**

Entertainment Food

Key Traffic Driver

DAVE & BUSTER’S chili’s

* Source: Dave & Buster’s March 2016 Investor Presentation ** Source: Brinker International January 12, 2016 Investor Presentation

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Leader in Gentlemen’s Clubs

Subsidiaries own/operate 38 of the best venues in the US

• Powerful brands, quality environments, beautiful entertainers, excellent restaurants

• Larger units in major cities • Smaller ones in the South/Southwest

Licensing Limits Favor Acquisitions

• We acquired ~80% of clubs we own • Most municipal licenses tied to physical location • Few municipalities issuing new licenses

Goal: Acquire More of the Industry’s Best

• 3,500 clubs in the US / 500 meet our qualifications • Most long-term owners interested in selling • As only public company in the space, and with access to

bank financing, we are the acquirer of choice

Elegant clubs with restaurants

High-end, high-energy club for young professionals

Nation’s mega club with 74,000 square feet

High-end clubs for African-American professionals

Lively BYOB clubs for blue collar patrons and the college crowd

Lively BYOB clubs for blue collar patrons and the college crowd

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Fast-Growing Bombshells Chain

First Military-Themed Franchise in Sports Bar Segment

• Leverages expertise in bars, restaurants and entertainment • Drives traffic through design strategy and attractive

Bombshell Girls in uniforms • Large venues (7,500-10,000 sq ft), full bar, scratch kitchen,

big flat screen TVs, DJs/live music, huge patio

Five Company Owned Units

• Houston (3), Dallas (1), Austin (1)

Franchising Approved in All 50 States

• Potential to develop a chain of ~100 units • Wider appeal than competitive brands • Attracts men, women, singles, couples, and families • Strong lunch, dinner and late night business

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RCI Advantages: Nationwide Scale

Industry Makeup

• Most clubs individual owner operated

RCI’s Advantages

• Nationwide scale, resources and operating efficiencies • In business since 1983 • Sophisticated systems, purchasing, best practices,

training, and innovation • Ability to maximize management, marketing and

profitability • Platform for expanding along the spectrum of bar-

restaurant-entertainment businesses

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RCI Advantages: Expanded Access to Bank Financing

More Banks Offering RCI Traditional Commercial Loans

• Finance real estate acquisitions • Refinance higher rate mortgages

RCI’s Advantages

• Our real estate is now a major source of collateral • Helps finance growth along with our strong free cash flow • Reduces interest rates on loans • Enhances profitability • Makes RCI the industry acquirer of choice

Recent Examples

Acquisition Financing Anticipated Benefit

Retail mall where Tootsie’s Cabaret is located (largest club)

• $4.0M cash • $11.3M, 5.45% bank loan

• $0.6M annual pre-tax profit • 15% cash on cash return

Building and land where Rick’s Cabaret NYC is located (2nd largest club)

• $10.0M, 5.00% bank loan • Reduces expenses more than $0.7M annually over term of the loan

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2011 2015

Unit Growth

• 2011-2015: Period of major expansion • 9/30/15 units almost double from 9/30/11 • Took advantage of acquisitions and opportunities to create new clubs

Bombshells 5 units

Clubs 38 units

2015 Unit Mix

23 Units

43 Units

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$83.5

2011 2015

Revenue Growth ($ in millions)

2011-2015: Compound annual growth rate of ~15%

Other 2% Clubs

(outside Texas) 44%

2015 Segment Mix Bombshells

13%

Clubs (in Texas)

41%

$144.7

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Revenue Mix ($ in millions)

Food & Beverage

56%

RCI Fiscal 2015

Entertainment Related & Other

44% Food &

Beverage 47%

Dave & Buster’s Fiscal 2015*

Entertainment Related & Other

53%

* Source: Dave & Buster’s June 2016 Investor Presentation

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GAAP $0.79

GAAP $0.90

2011 2015

EPS Growth ($ in millions)

2011-2015

• Non-GAAP up 34% • GAAP up 14%

3Q16

• Non-GAAP* of $0.34 • GAAP of $0.27

First 9 Months FY16

• Non-GAAP* of $1.04 • GAAP of $1.06

FY16

• Expect year over year growth

$1.04 Non-GAAP

$1.39 Non-GAAP

* For GAAP reconciliation, see “Non-GAAP Financial Measures” section of the company’s 10-Q for June 30, 2016 on the company’s website at www.rcihospitality.com

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Strong Free Cash Flow ($ in millions)

Significant Feature of Clubs

• High gross margin business (86% in FY15) • Low capex • Inventory turns quickly

RCI’s FCF Performance

• Averaged 16% of revenues 2011-2015 • Defined as operating cash flow less maintenance capex

FY16 Target*

• $19-$21M (revised upward 2nd time)

$14.9

2015 2016 Target

$19-$21

* For GAAP reconciliation, see the company’s news release announcing 3Q16 results, dated August 4, 2016, on the company’s website at www.rcihospitality.com

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Disciplined Capital Allocation Strategy

23% 20%

18% 16% 15% 14%

46%

41% 36%

33% 30%

27%

0%

10%

20%

30%

40%

50%

$8 $9 $10 $11 $12 $13

Afte

r Tax

Yie

ld

Stock Price

Return Using FCF to Buy Back Shares

Required Return Using FCF to Open / Acquire New Unit At Least 2X Return to Risk Adjust vs. Stock Buy Back

1. Use FCF to buy back shares

– Compelling after tax yield of 16-18% with shares in $10-11 range

2. Buy / open new units only if:

– Risk adjusted return rivals buying our assets in the market

– There is a significant strategic rationale

3. Take action if units not performing in line with strategy

4. Higher after tax yield buying back stock vs. paying off debt

– Only in the $22 range does it make sense on a tax adjusted basis to pay down our most expensive (currently 13%) debt at an accelerated rate (assuming no pre-payment penalty)

Updates • Based on annual FCF of $18M, up from $15M • Based on fully diluted share count of 9.875M at 6/30/16 • Incorporates expected dilution from convertible securities as

stock price rises • Conversion of these securities would reduce debt by $1.6M

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10.257

9.833

7/31/15 7/31/16

225,280

606,995

FY15 FY16 to Date as of6/30/16

$2.3

$5.8

FY15 FY16 to Date as of6/30/16

Capital Returned via Buybacks ($M) Shares Retired via Buybacks Shares Outstanding (M)

Share Buybacks & Cash Dividend

Quarter Shares Bought Average Price Total ($M)

1Q16 282,762 $9.88 $2.8

2Q16 218,140 $8.76 1.9

3Q16 106,093 $10.14 1.1

Total 606,995 $9.52 $5.8

Increased Share Buybacks in FY16

• $5.8M remaining authorization as of 6/30/16

Initiated Annual Cash Dividend

• $0.12 per common share ($0.03 per quarter) • 4Q16’s $0.03 to be paid 9/26/16 • 1.1% yield on $11 per share

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FY16 Plan to Expand Cash Flow

1) Reduce Costs

• Expanded access to bank financing enables us to: Refinance high cost debt at lower interest rates

Extend amortizations

Buy properties to reduce occupancy costs

2) Improve Club Margins

• Eliminated 6 non-performing clubs in FY14-15

• Engaging new, lower cost social media marketing versus more expensive radio

• Re-launched two clubs in 3Q16 with higher revenue generating prospects

3) Open New Units with Higher Return Potential

Occupancy Costs Falling (as % of revenues)

4.3% 3.6% 3.3% 3.4% 3.6%

3.1% 2.8% 2.5% 2.1%

6.8%

4.4% 4.7% 5.1% 4.9% 5.1% 5.7% 5.7% 6.0%

11.2%

8.0% 8.1% 8.5% 8.4% 8.2% 8.5% 8.2% 8.1%

3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16

Rent Interest Occupancy Cost (Rent+Interest)

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What’s Coming

New Units in Line with Capital Allocation Policy

• 3Q16: Two clubs reopened in May under new formats • 1Q17: Anticipate opening first sports-themed club in NYC • 2Q17: 6th Bombshells scheduled to open

FY17—Strong Sports Lineup

• NFL: Vikings return to downtown Minneapolis (3 clubs) • NFL: “Big Game” in Houston (7 restaurants and clubs) • MMA: Comes to Madison Square Garden (3 clubs)

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Conclusion

Investment Opportunity

• Growing trend in bar-restaurant-entertainment • Clubs generate strong free cash flow • Implementing plan to further enhance FCF • Can finance growth without raising capital

Disciplined Capital Allocation

• Buying back significant number of shares • Initiated meaningful dividend • New units with higher return potential

Long-Term Growth

• Multiple club acquisition opportunities • Promising sports bar/restaurant franchise

Entrance to Rick’s Cabaret New York in Midtown Manhattan

NASDAQ: RICK Investor Presentation Appendix

3Q16 www.rcihospitality.com

The innovator in bar-restaurant-entertainment hospitality

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S&P 500 RICK

History

Timeline • 1983: Founded by Robert Watters as Rick’s Cabaret International • 1995: NASDAQ Initial Public Offering • 1998: Merged with Eric Langan’s publicly traded company of smaller clubs • 1999: Langan named President and CEO (March) • 2014: Name change reflected transformation to hospitality company • 2015: 20th year as a publicly traded company

Stock Performance: March 1999-September 2016*

• Total return has outperformed the S&P 500 by 7.5x • RICK: 987.5% with annualized return of 14.6% • S&P: 132.5% with annualized return of 4.9%

132.5%

987.5%

Total Return March 1999-September 2016

* Source: Bloomberg 9/09/16

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Executive Background

Eric Langan Chairman, CEO, President

• President and CEO since 1999 • Involved in nightclub/restaurant business since 1989 • Acquired his first club at age 21 with proceeds from the sale of his baseball cards • Merged his XTC Cabaret chain with RCI in 1998

Ed Anakar Director of Operations

• Joined RCI 2003, Director of Operations since 2009 • Grew up in the hospitality industry – started at a young age as a waiter • Worked his way up to district manager for a large management company that operated

hotels, restaurants and nightclubs across the US • Launched and operated numerous RCI venues, including Tootsie’s Cabaret in Miami,

Rick’s Cabaret New York, Vivid Cabaret New York, and Bombshells

Phillip Marshall Chief Financial Officer

• Joined RCI 2007 as CFO • Began his public accounting career with KMG and became a partner in 1980 • Continued as a partner after merger with Peat Marwick • Partner in charge of the audit practice at Jackson & Rhodes 1992-2003 • Chief Financial Officer of CDT Systems, Inc. (publicly traded) 2003-2006

Travis Reese EVP & CIO

• Joined RCI 1999 as VP-Director of Technology • VP with Digital Publishing Resources, Inc. 1995-1997 • Senior network administrator at St. Vincent's Hospital 1997-1999

Strong Management Team

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Long-Term Debt ($ in millions, as of 6/30/16)

Total of $101.4* Average Weighted Rate: 7.53%

$70.6 Secured by Real Estate (70%) • Average weighted rate: 6.45% • Estimated market value ~$120 • Estimated net real estate equity ~$50 • Book equity is only ~$30

$19.3 Secured by Subsidiary Stock (19%) • Average weighted rate: 10.63% • Secured by three of the company’s more

profitable groups of subsidiaries

$6.4 Texas Comptroller Settlement (6%) • Average weighted rate: 9.54% • Imputed for accounting purposes • Paid in monthly installments of $0.12

$1.6 Convertible Debt (2%) • Average weighted rate: 8.29%

$3.5 Secured by Other Assets (3%) • Average weighted rate: 7.28%

* Long-Term Debt is $101.0 million net of loan costs

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Date Event October 11, 2016 4Q16 Club & Restaurant Sales

Week of October 17, 2016 Institutional meetings in Florida

October 20, 2016 Dawson James 2nd Annual Small Cap Growth Stock Conference, Jupiter, FL

December 6-8, 2016 LD Micro Investor Conference in Los Angeles

December 14, 2016 4Q16 & FY16 Financial Results

Calendar

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Corporate Office 10959 Cutten Road Houston, TX 77066 Phone: (281) 397-6730 Investor Relations Gary Fishman Steven Anreder Phone: (212) 532-3232 IR Website www.rcihospitality.com Nasdaq: RICK

Contact Information