ppllikeme presentation nov2011 (2)
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Investor Presentation – Plan of Operations Final: November 11, 2011
Do Not Copy or Send Without Author’s Consent
Offline Failures Lead To Online Opportunities
Traditional survey efforts to obtain preference-based market data do not effectively incentivize users to give correct information.
Companies struggle to understand YPs’ frequently changing spending habits and needs.
Local businesses lack budgetary resources and struggle to market to YPs.
Most social networking platforms fail to provide their users with offline, real-life relationships formed by group activities.
Event based websites (like online dating) facilitate limited service offerings by focusing on one type of interaction, subsequently narrowing their prospective audience.
Problem 1: Young professionals (YPs) struggle to expand their social and professional networks offline.
Problem 2: Companies’ ROI for online marketing remains abysmally low.
Create a platform in which YPs are properly incentivized to give accurate, thorough information about themselves.
Use this data to plan customized events and invite like-minded individuals, which further motivates YPs to share more personal information.
Provide companies access to aggregated user data (without listing sensitive info like email addresses).
Since users indicate likes (e.g. beer over wine), companies can plan targeted social events and networking nights to reach key demographics.
YPs struggle to expand both their social and professional networks offline.
Problem 1:
Companies’ ROI for online marketing remains abysmally low.
Problem 2:
The Solution:
The Problems Solutions
Get To Know
A groundbreaking social networking and data collecting organization that…
Solicits members to voluntarily list preferences and information about themselves.
Analyzes user data to understand trends and habits.
Markets to and partners with companies to share user data.
Facilitates sponsored events, organizes activities, and customizes user experience.
Members receive a social experience catered to
their needs.
Creates a pipeline of YPs to companies.
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The Results:
How Gathers Its User Information Users must complete a 10 question survey to become members and gain access to events. From the survey, we can make probable assumptions about our members.
We continue to ask our members questions about
their preferences after membership begins.
Benefits of to YPs’ Social Lives
Once users have completed the questionnaire, customized services begin.
Members: Exclusive invite to a 60s themed event at a high-end wine bar.
Meet MadMen enthusiasts.
Receive extraordinary drink specials and free appetizers.
Local Businesses (Wine Bar): Targeted ads to and data on key demographic (oenophiles). Direct exposure to important consumers and foot traffic into the establishment.
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A Member Tells Us The Result
Relationship Status
Social Goal
Favorite Drink
JALC sought to increase membership among 22-35 year olds in NYC and partnered with on Saturday, October 29, 2011.
Benefits to Organizations: Jazz at Lincoln Center (JALC)
Analyzed its aggregated user data and reached out to members:
In relationships Favorite drink: wine Enjoy private concerts
Offered tickets at 25% discount on JALC tickets. Reserved a pre-performance area for networking and socializing among members.
JALC Received
30 Tickets Sold to YPs in NYC. 22 First Time Attendees. 13 New Membership Registrations. Countless WOM opportunities.
The Competitive Landscape
Presently, there are event specific companies that use a singular criteria to arrange offline interactions. There are also online market data companies that reward users with monetary compensation and coupons for filling out surveys. Credit card companies and other aggregators also monitor spending habits and sell this info to large companies.
Event Based Market Data
The Competitive Landscape: Differentiation
Yet, no company effectively bridges together event planning and market research to offer compelling services to both consumers and corporate partners.
Users are incentivized to submit truthful, thorough information to improve their event experiences.
becomes like to create a customized event platform.
Users receive greater customization for submitting more information about preferences and realize the benefits of the exchange.
Companies receive valuable market data and pay a premium for the info.
Go to Market Strategy
Effectively utilize WOM through invite specials and promotions.
Specialized Organizations
Sponsorships
Word of Mouth
Small Businesses
Existing Social Networks
Use sponsorships and partnerships to provide consumers with enticing deals to events.
Target specialized organizations to engage new users. Teach for America Young Democrats or Young Republicans
Use existing social network avenues to increase awareness. Facebook Twitter
Establish relationships with and create marketing campaigns designed to increase awareness for local small businesses.
will use several channels to raise awareness and engage new users, including:
Projections: Market Sizing and #s of Users
Market Sizes (22-40):
NYC: 2,622,437 DC: 23,178 Boston: 256,896
3,500 users in six months 125 meals per month after one year
More than 20M paying users presently
900K members in NYC ages 22-40
115K total users in in one year.
Expected Members Comparable Growth Rates
Year-One Goals:
NYC: 7,500-10,000 DC: ,178 Boston: 256,896
City Year-
OneSubscriber Target
Market Penetration
NYC 3,250 0.12%
DC 500 2.16%
Boston 1,500 .58%
Why these targets numbers?
Targeting YP populations through WOM and deal based incentives. Completing survey is fast and requires no costs from consumer.
2010 U.S. Census Data
Projections: Revenues from Market Data / Online Ads
Projected Total Revenue (US $)
Projected Total Operating Expenses
Customer preference data generates 25% margin of purchase price on sales.
Online Data Industry expected market cap of $1.7B by 2015.
Targeted online advertising generates higher ROI for companies, creating a greater service premium.
Engaged consumer generates $30 revenue annually.
Industry Evidence/Trends
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0.5
1
1.5
2
2010 2011 2012 2013 2014 2015
How Much Your Shopping Habits are Worth - $Billions
Source: AITE Group, July 2011
Key Revenue Drivers: Market Data Reports to Local Businesses Targeted Online Advertising Ticket Sales to Events
Proforma on Appendix
$187,500
$412,500
$800,000
$187,500
$412,500
$800,000
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2012YE 2013YE 2014YE
183,750
391,875
680,000
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2012YE 2013YE 2014YE
Our Successes to Date
Launched on September 6, 2011
Thrown over 15 events with 300 attendees
Membership of 400+
Partnerships with:
NYU Stern School of Business
Columbia Business School
Columbia Law School
Fordham Law School
Swedish Chamber of Commerce
Call to Action
Web Development
Office Facility and Event Space
Capital Expenditures for Promotional Events
Targeted Marketing and Advertising
Investment of $150-200k – with seat on company’s board (optional) to support:
Timeline Expectations 2012
Jan. 23 Website v2 Launches with interactive capabilities.
June 11 Expansion into D.C. to target large intern population.
Apr. 2 Data Analysis Aggregation/ Find Strategic Local Business Sponsors.
Aug. 13 Expansion into Boston to target large professional student population.
Nov. 15 Series B Raise
Weekly social and professional networking events throughout the year.
The Team
Kwame Spearman Columbia University (Honors), Yale Law School, Harvard Business School
Senior Class President, Co-Founder of Columbia Television and College Acceptance (501c3) in New Haven, CT. Deputy Press Secretary for Sen. Mark Udall and HBS Dating Columnist.
Alicia Horwitz Columbia University, Fordham Law School
Manager of Sheba Ensemble, an internationally touring music group. Success owed to effective use of social media tools to develop audience and book prestigious venues.
Brandon Jahner Colorado State University, Computer Information Systems major
Development experience: HTML5, CSS3, Javascript (jQuery, Ajax, Prototype), C#, ASP.NET (MVC), PHP (particularly in a CMS environment), Java
For all inquires and questions, please email Kwame Spearman at [email protected] or call 917.748.4921.
Appendix: Projected Revenues and Costs
Assumptions: On average, each user attends 2 to 3 events per year. Will use promoters, and partnerships with local businesses to throw events in other cities initially. Subscriber Acquisition Costs = discounted tickets to events, compensation for promoters Office Space used to host small events.
($US) 2012 2013 2014
Net Revenue:
Users 6,250 12,500 20,000
Ticket Sales to Events $20 $20 $20
Online Advertising $3 $3 $3
User Data $7 $10 $17
Total Revenue $187,500 $412,500 $800,000
Operating Expenses:
Website Development $56,250 $123,750 $240,000
Sales & Marketing $18,750 $41,250 $80,000
Subscriber Acquistion $37,500 $82,500 $160,000
Office Space $18,750 $41,250 $80,000
Events $52,500 $103,125 $120,000
Total Operating Expenses $183,750 $391,875 $680,000
Operating Income/(Loss) $3,750 $20,625 $120,000