IDEALSPACEWeek 01: Mapping Analytics for real estate

Week 10: “Express pickup” for any retail business

Interviews: 100 (0) total

Mentor Engagements: 18 (1) total

TAM $14.3 bln

SAM $6.2 bln

Target Market $4.2 bln

(Hustler) (Picker) (Engineer) (Designer) (Helper)

EWMBA 2015,

EECS Undergrad

FT MBA 2014,

BA Undergrad

EECS Ph.D. iSchool, MA in

International Policy

FT MBA 2015,

BA Undergrad

Value Proposition Customer Segments

Churches want to

accommodate donors who

don’t want to give by cash

or check

Churches and donors

want some other value in

addition to just online

processing of transactions

A customizable mobile

app increases donation

participation & frequency

Develop generous giving

habits in the younger

generation

Churches want to engage

with members more

effectively

GiveModo as a

replacement for online

giving portal

Key Partners

• Brokers

• Data owners

• Property

owners

• Utility and

service

providersKey Resources

Key Activities

• Web/mobile

interface

maintenance

• Customer

support

• Partnerships

Expansion

Key Resources

• Direct sales

team

• Data analytics

engine

• Mobile/web

interface

Cost Structure

• Customer support

• Sales team salaries

• Commission to brokers

Value Prop.

• Small

business

owners:

access to

valuable

information

• Brokers:

Qualified

leads

Customer

Relationships

• GET: Industry

conferences

• KEEP:

customer

support

• GROW:

referrals,

recommendat

ions

Channels

• SMBs: direct

mail• Brokers:

direct sales

Customer

Segments

• Brokerages

• Government

development

agencies

Revenue Streams

• SMBs: usage fee

• Brokers: subscription model

Mapping Analytics for Real Estate

Virtual Drive

Through/

Moms

4

Our Journey

Various sales and marketing tools for SMBs

2-3.5

Included all retail & various

segments of individuals

5-7

Experiment

#1

8

Scale!

9-10

Restart!

Real Estate

+ Predictive

Analytics

1

Value Proposition Customer Segments

Churches want to

accommodate donors who

don’t want to give by cash

or check

Churches and donors

want some other value in

addition to just online

processing of transactions

A customizable mobile

app increases donation

participation & frequency

Develop generous giving

habits in the younger

generation

Churches want to engage

with members more

effectively

GiveModo as a

replacement for online

giving portal

Key Partners

• Restaurant

POS system

providers

• Communicati

on service

providers

Key Resources

Key Activities

• Web/mobile

interface

maintenance

• Customer

support

• Partnerships

Expansion

Key Resources

• Direct sales

team

• WYSWYG

storefront

generator

• Mobile app

Cost Structure

• Customer support

• Sales team salaries

Value Prop.

• Access to

locations with

limited

parking

Customer

Relationships

• GET:

Advertising

and app store

• KEEP:

customer

support

• GROW: paid

premium

features

Channels

• Direct sales

• Paid

Advertising

Customer

Segments

• Motherswith small

children

Revenue Streams

• Free for individual users

• 3-7% commission for restaurants

Virtual Drive Through @ Week 4

Value Proposition Customer Segments

Churches want to

accommodate donors who

don’t want to give by cash

or check

Churches and donors

want some other value in

addition to just online

processing of transactions

A customizable mobile

app increases donation

participation & frequency

Develop generous giving

habits in the younger

generation

Churches want to engage

with members more

effectively

GiveModo as a

replacement for online

giving portal

Key Partners

• Marketing

firms serving

retailers

• Restaurant

POS system

providers

• Delivery

service

aggregatorsKey Resources

Key Activities

• Web/mobile

interface

maintenance

• Customer

support

• Ratings and

user analytics

Key Resources

• Direct sales

team

• VC funding

($3.5 mln.)

• IP

protection

Cost Structure

• Sales team salaries - 7-30 FTE

• Paid advertising - $17 to acquire customer

Marketing the express pickup concept

• Technical and support providers

Value Prop.

• Express

pickup

• Convenience

• Access to

locations with

limited

parking

• Customer

Satisfaction

Customer

Relationships

• GET: Direct

sales and app

store

• KEEP:

customer

support

• GROW:

venue/item

recommendat

ions

Channels

• Direct sales

• Paid

Advertising

Customer

Segments

• Fast casual

and casual

dining

restaurants

• Convenience

stores

• 25-40 y.o.

mothers with

0-5 y.o.

children

• 25-35 y.o.

working

professionals

Revenue Streams

• Service fee for individuals (5% of

order, no less than $0.99)

• 3-7% commission for retailers

Express Pickup @ Week 10

Successes so far

Edna Ray

RestaurantThe Campus Store

Convenience store

Ganesha

RestaurantLA Familia

Restaurant

4 retail customers on boarded

15 individual customers served

3 geographies tested

Business Today

Express Pickup

Activity

Payment

Provide goods

Rate service

3

4

Learnings

Product Obsession

Find hair-on-fire problems

Epiphany Moment

“I’d rather drive 20 minutes to a drive

through, then get out of the car to go

across the street”

Data Drives Discovery

Bad weather = High demand

Just Do It!

Opportunity Awareness

Before After

Next Steps:

1. Enhance service: Improve timings

precision

2. Drive cost down: move from direct

sales to online sales

3. Just do it! Increase sign up rate to

2 customers/hour

Ready to go ahead!

Risks

• Competition

• Cost structure

Target Market $4.2 bln.

Net Income (Y3): $2.2 mln.

Investment Needs: $3.5 mln.

Investment Readiness Level

Appendix

What is IdealSpace?

Low

High

Is the price fair?

- How to pass all regulations?

- How to stay afloat when with

no cash inflow?- How to be profitable?

Business operation timeline

Co

nc

ern

• Repeat business is critical

• Customer loyalty is critical

• Time split between Marketing and Customer Service

• Limited resources for new technology adoption

(mobile)

Pressing need for solutions to run business profitable

SMB owners Concern Barometer

Competitive Threat Assessment

Express Pickup at a Glance

# of Individuals

# of Businesses

Y0 Y1 Y2 Y3

500

Customer Acquisiton Goals

Financial Projections, USD mln.

Human

Resources

Product

Development

- Curbside

- Customer

profile

- GPS tracking

- Timing estimates

Hire 13 FTE: 3 software

engineers, 2 marketing,

7 sales

Add 9 FTE: 5 sales, 2

software engineers, 1

marketing,

Operating Plan

Add 18

FTE:

sales

- Service rankings- Swtich from

integration to

platform model

1500 3000

100,000 300,000 600,000

Cash Flow Projections, USD mln.

Seed - 0.5 mln.

Series A - 3.0 mln.

0.2 0.30.5

2.8

Archetype on-boarding

Single male

young working

professionals

Working

mothers with

0-5 y.o.

children

Broad

population

Fast

Casual

Casual

Dining

Convenien

ce stores

Other

verticals

Business Development Priorities

Vertical on-boarding

Customer-focused development

Show curbside

Map customers

Add images and search

Service ratings

1

2

3

4

Checklist for sales force

2+ employees in store simultaneously

Curbside parking is available

Personnel is tech savvy

Owner/personnel can short-list 10-15

top products

Average check is $10 or above

Test

Market

Pre-

launchRoll Out Grow Expand Mature

5 C

riti

cal M

etr

ics

Develop Grow Stabilize

Performance Metrics

Parking failure rate decline

from 10% to 2%

Experiment success rate – from

70% to 95%

Conversion (download -> purchase) reduced

from 60% to 95%

CAC: Individuals from $17 to$7

Businesses - from $220 to $120

Customer base growth: from 500 to 3000

businesses, from 100,000 to 600,000 inviduals

LTV growth from $60 to $120

Churn rate decline from 40% to

33%

Marketing, from 35% to 25% of

revenue

GM growth from 70% to 85%

Field

experiments

done: 200

Service

ranking –

avg. 4 out of 5

In-app

purchase :

avg. 1.3/mo.

Agreed

commission

individ.: 3%

min.

Average

check size:

$12 or above

Agreed

commission

businesses:

5%

Customer

growth rate –

10%/year

SG&A, 5% of

revenue

Market share

– 15%