1. IDEALSPACE
Week 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

2. 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
providers
Key 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

3. 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

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
• 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
• Mothers
with small
children
Revenue Streams
• Free for individual users
• 3-7% commission for restaurants
Virtual Drive Through @ Week 4

5. 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
aggregators
Key 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

6. Successes so far
Edna Ray
Restaurant
The Campus Store
Convenience store
Ganesha
Restaurant
LA Familia
Restaurant
4 retail customers on boarded
15 individual customers served
3 geographies tested

7. Business Today
Express Pickup
Activity
Payment
Provide goods
Rate service
3
4

8. Learnings

9. Product Obsession

10. Find hair-on-fire problems

11. Epiphany Moment
“I’d rather drive 20 minutes to a drive
through, then get out of the car to go
across the street”

12. Data Drives Discovery
Bad weather = High demand

13. Just Do It!

14. Opportunity Awareness
Before After

15. 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

16. Appendix

17. What is IdealSpace?

18. 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
Concern
• Repeat business is critical
• Customer loyalty is critical
• Time split between Marketing and Customer Service
• Limited resources for new technology adoptio
(mobile)
Pressing need for solutions to run business profitable
SMB owners Concern Barometer

19. Competitive Threat Assessment

20. 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 0.3
0.5
2.8

21. 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

22. Test
Market
Pre-
launch
Roll Out Grow Expand Mature
5CriticalMetrics
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%