Ajay Chainani

Andrew Greier

Bethany Halbreich

Jonathan Jeong

Jordann Wine

A new way to explore.

Agenda• Company purpose• Problem• Solution• Why now• Market Size• Competition• Product• Business Model• Team• Financials

Company PurposeTo provide an interactive mobile exploration tool that serves

as a custom guide based on specific interest areas

• Short Term: Provide a detailed guide around NYU’s campus for new and prospective NYU students:

– Specific to school, interests, and location– Recommends sponsored local attractions

• Long Term: Expand upon our mobile platform to provide guidance to consumers globally:

– User generated content– User rating system

• Value Proposition:– Buyer: An exciting, customizable, mobile, GPS-based guide– Seller (Advertiser): Location based advertising that is relevant

ProblemToday: When people explore and learn about physical places, they rely on the internet, word-of-mouth, tour books, or even guesswork

Pain: None of these methods combine guidance, customization, mobility, and credibility

Solution• Value Proposition: An interactive mobile exploration

tool that serves as a custom guide based on specific interest areas. iGuide is built on the iPhone platform, leveraging location-based GPS technology, and powered by user generated content

• “I am a prospective NYU student and I’d like a new way to explore athletic facilities around campus”

• Why use it?– Interactive and customizable process– Cuts search and sorting time– Specific and credible content– Fun to use

Why Now?The Evolution• The tour information industry has not changed much over the years:

– Tour books & tour guides Tourism information on the internet• The directory industry however has changed:

– Yellow Pages Directory information on the internet Yelp! Yelp! Mobile

Recent Trends Make This an Opportune Moment• Technological Advancements:

– iPhones with GPS– Apple store platform– Mash-ups

• Clutter of data• Business Model:

– GPS based advertisements

Market SizePhase I – NYU

• > 80,000 people want to explore NYU in a customized way• > 40,000 students1 tour NYU each year; enrollment of > 40,000 students1

• Benefit from cyclical admissions and academic process

• NYU is the ideal location for the iGuide platform App:• Relatively higher penetration of Apple products• Cosmopolitan surroundings allow for customization in exploring interests

1 NYU Campus Admissions2 See market size & distribution assumptions

Value of Our Customers• “I am an NYU Student and I want a new way to explore Japanese Denim Stores”• iGuide customers are valuable

• “Sticky” due to business model• Leverage the diversity of NYU• NYU students live in & around campus• Growing applications to NYU >4,000

Downloads

>7,500 Downloads

>12,000 Downloads

Competition

Competitors Weaknesses Strengths Vulnerability

NYU Welcome Center Tour

•Inconvenient•Not customized to the individual

•Credible •Questions•Personable

•Not In-depth•Biased

Campustours.com •Not Mobile•Not customizable

•Large database •Specific information

•Does not leverage phone technology•Biased

Yelp •Not customizable•Solely a directory

•Categorized•User-generated content

•No guidance provided

Not For Tourists •Not interactive•Not customizable

•Maps•Credible Commentary•Web-based & book

•Does not leverage phone application technology

Tour Books •Costly•Book•Not detailed enough

•Book•Recommendations•Credible

•Not customizable

Future Competition:

Current Competition:

*All competitors mentioned are possible adjacent market entrants.

Competition (Cont.)• Competitive Advantages:

– Mobile platform– User-generated content– Customizable– GPS-based– Cheaper

• Roadmap to sustain/build this advantage:– Through four phases of

execution, beginning with NYU, and eventually expanding to a global level

• Sustainability:– The fact that we have

physical real estate on the customer’s phone and they made the purchase it creates high switching costs.

– As a first mover we will be able grow our user-generated content faster

Competition (Cont.)Competitive Landscape

The Product

The Product (Cont.)

Business Model• Revenue Model: Product and Advertising • Revenue derived from paid downloads of application and location based advertising

– Charge a marginally higher price in the iTunes Store– Signals a high quality product– Induces customer to use application more often improves advertising revenue– Once the application is purchased, all additional tours are free of charge– Comparable products range from free (Yelp) to $9.99 (Zagat)– Relative to the industry landscape, we are in

• Sales & Distribution:– Apple Apps Store– Endorsement by NYU

• Pricing:– average account size and or lifetime value– Customer pipe line list

Team

Board of Advisors (skills/profession): Patrick Gorman (Founder iFind Group), Professor Norman White

(NYU IOMS Dept. Head)

Also interested in having lawyers, tour industry experts, and investors

Financials• P&L• Balance Sheet• Cash Flow• Cap table• The Deal (ask for money and tell why)