Our model is reverse of the current group shopping model employed by companies such as Groupon. In our model, consumers choose what to buy, what price and when rather than the other way round in which the portal negotiates with dealers 1st and subsequently contacts consumers to aggregate demand. 1. Our model first lets the consumer create proxy supply by posting images/videos of the product/service, the current price, expected discount and the actual supplier's contact information. 2. In parallel, our algorithm generates a Minimum Order Quantity (MOQ) to make the deal economically viable. Our algorithm generates the MOQ value based on variables such as price elasticity, product type (e.g. perishable, consumer durable), business location, purchase time (seasonable product) fixed & marginal cost of the business, and others. The algorithm is adaptive and will improve accuracy on usage. 3. This proxy supply is then matched to demand on the site by means of different forms of online and offline marketing in order to meet the MOQ number. 4. And finally, we contact the actual supplier and facilitate the transaction. If the traditional model gets supply to meet demand, we get demand to meet supply. And because a supplier is brought on board with existing demand, relationship could be longterm. In addition to this, our product also works similar to social networking portal in which users are interconnected with each other and thus harnessing on network effects and stored value as switching costs on both sides- demand and supply. Close variants to this model-www.pikaba.com, www.truecar.com and www.priceline.com. Among other differences, some are: 1. Don't let consumers post their own deals as all sites have existing tie-ups with dealer networks and deal with only these. Our system allows to post a deal even when the dealer is not part of our system. 2. No social networking model. 3. No concept of MOQ. In summary these models, do not make it possible of consumers to choose 'anything' that they want.

1. Contact
manoj.manojpillai@gmail.com
sengupta.j@gmail.com
mjose.imba2014@alumni.ie.edu
This document contains information of
confidential or proprietary nature
Our Provisional Patent is active with the USPTO
mobBuyme

2. Traditional E commerce model
This document contains information of
confidential or proprietary nature
Sellers Consumers
Traditional E commerce
Platform
Convenience Lower Prices More Choices

3. This document contains information of
confidential or proprietary nature
Technology
&
Infrastructu
re
Busines
s Model
Innovati
on

4. Gaps in Ecommerce
This document contains information of
confidential or proprietary nature
One sided Platform
No C2B opportunities
Lack of Stored Network
Value
100% Supplier to
Consumer Engagement
Suppliers
Consumers
Lack of
Consumer
Influence
Content Creation
Lack of upfront demand
aggregation

5. This document contains information of
confidential or proprietary nature
I WANT TO CREATE MY OWN DEAL!
Emergent Behavior

6. This document contains information of
confidential or proprietary nature
POWER TO THE CROWD!
Growth rate = 77%

7. This document contains information of
confidential or proprietary nature
Market Share
Name Your Price
Online Market 157bn
Market Share 157 bn
Growth 26%
Reverse Auction
Online Market 157bn
Market Share 22 bn
Growth 51%

8. This document contains information of
confidential or proprietary nature
Deals
Suppliers
Buyers
Creates
AggregationDeals are ON
Sellers Buyers
Traditional E
commerce Platform
Demand Meets Supply

9. ✓ Content-first platform- Video
share
✓ Single user utility- Video
upload
✓ Scraped content from
Yellow pages to create
proxy supply
✓ On demand flow, monetized
actual supplier claim
✓ Fastest growing crowd funding
platform for small & new
consumer products
✓ Crowd funding is proxy demand
✓ Uncovering new sources
of supply/news
✓ User following is a form
of random filter
Drawing from successful Platform models…
This document contains information of
confidential or proprietary nature

10. ✓ Content-first platform- Video
share
✓ Single user utility- Video
upload
✓ Scraped content from
Yellow pages to create
proxy supply
✓ On demand flow, monetized
actual supplier claim
✓ Fastest growing crowd funding
platform for small & new
consumer products
✓ Crowd funding is proxy demand
✓ Uncovering new sources
of supply/news
✓ User following is a form
of random filter
Drawing from successful Platform models…
This document contains information of
confidential or proprietary nature

11. Value proposition for each entity
Single-user
Utility
Business
Model
Innovation
Network
Stored Value
It!is!important!to!note!that!these!user!role!dynamics!help!differentiate!our!
operational!model9!traditional!eCommerce!brings!the!actual!supply!touch!point!to!a!
platform!and!then!aggregates!and!meets!real!demand!while!we!bring!aggregated!
demand!to!that!specific!touch!point!offering!the!supply.!While!one!may!sense!
similarity!between!our!model!and!that!of!Yelp,!it!is!worth!mentioning!that!Yelp!
achieved!its!proxy!supply!inventory!by!scrapping!content!from!Yellow!Pages!and!as!
such!not!creating!more!inventory!whereas!our!model,!given!its!originality!
component!is!essentially!adding!to!existing!inventory.!
!
Business'Engine/Repeatable'Processes!
Our!value!proposition!is!offered!as!a!result!of!the!following!4!processes9![1]Deal!
Sourcing![2]Demand!Aggregation![3]Supplier!Claim![4]Deal!Sourcing!
!
!
!
Our!constant!redefining!efforts!must!achieve!2!of!the!following!objectives!
[1]Creating!and!maintaining!a!mechanism!of!updating!our!platform!on!the!progress!
of!each!deal!across!these!4!processes!
[2]Ensure!that!deals!originate!and!flow!across!these!4!processes!in!a!very!intuitive!
and!seamless!manner.!
!
!
!
!
!
!
!
Consumer)
sourced)proxy)
supply)
Demand)
aggrega3on)
Supplier)claim)
Deal)Sourced)
and!almost!no!stored!value!on!the!demand!side.!Because!of!the!pipe!model!on!the!
supply!side,!only!some!platforms!gain!traction!offering!end9to9end!control!or!deep!
discounts!or!both!(e.g.!Zappos,!Amazon,!Groupon)!
!
Our!platform!strives!to!create!a!lock9in!mechanism!on!both!sides!by!virtue!of!
creating!network!effects!and!distinct!stored!value!of!each!user!segment!in!our!
ecosystem.!
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confidential or proprietary nature

12. This document contains information of
confidential or proprietary nature
High acquisition costs
Price sensitive consumers
No Consumer sourced
deals
No internal social network
Model
Net Effect
Lack of group
affiliation &
overreliance on
external
network
Low switching costs
Existing supplier network
Mob-buying Vs Group-buying

13. This document contains information of
confidential or proprietary nature
Bad Model = High Costs
Groupon 2014
2Online Market 157bn
Total Transaction $7.6 bn
Revenue $3.2 bn
Revenue Growth 24%
Cost $3.273 bn
Net Loss $73 mn

14. This document contains information of
confidential or proprietary nature
Project Plan

15. This document contains information of
confidential or proprietary nature
Survey
3201 Votes 70% Adoption Rate
Texans between 18 – 35 years
Online shopping experience
No FB/Twitter friends
http://agrbl.co/4eklhclab5/

16. This document contains information of
confidential or proprietary nature
I would love to try this new E commerce model
out. I think it would be very beneficial for me
and I could definitely see myself using this
product.
Voted up by 24 consumers
Consumer Driven Ecommerce Platform?
I love the idea of wresting control from
Groupon back to the consumer. It's silly to have
a middle-man if we can get the same or better
deal without.
Voted up by 22 consumers
I think it sounds very interesting and I would
definitely be on board to try it out.
Voted up by 26 consumers
It's a great idea to be able to decide what I
want. Groupon doesn't give many options that
I find relevant for me. I would love being able
to vote.
Voted up by 21 consumers
I like this idea very much. It gives people
freedom and would work well as a group effort.
I think it's a well thought out model for this.
Voted up by 26 consumers
I like the model of the consumer choosing what
they want at the price that they want. Bring
back the power to the consumer into the
consumer group.
Voted up by 23 consumers

17. Key Matrix & User Adoption
Launch Critical Mass 1600 users
Deal Posters 0.5%
Deal Closure 50%
This document contains information of
confidential or proprietary nature
User Generated Content/Deals
Sr.# Target Specification Ideal Min
1 Proportion of Active Users 10% 5%
2 Proportion of Posters 1% 0.50%
3 No of New Users Generated Per Active User 8 2.50
4 No. of New Users generated per Poster 10 5
5 Deals per week per Poster 0.50 0.25
Initial New
Users 600
Sr. # Specifications Ideal Min
1 Active Users 60 30
2 Posters 6 3
3 Deals/Week 3 0.75
4 New Users generated by Posters 60 15
5 New Users generated by Active Users 432 67.5
6 New Total Users 492 683 Growth on Previous Min. Baseline
7 New Total Active Users 49.2 34.125 13.75%
8 New Total Posters 4.92 3.4125 13.75%
9 New Deals Per week 2.46 0.853125 13.75%
9 Actual Deals Sourced Per week 1.23 0.4265625
We use pickup 2 figures from this data sheet [A] Minimum Actual deals Sourced per week [B] Growth
Minimum Actual Deals Sourced is keyed into Deals closed/Week based on the New Users figure
Growth figure is keyed into the formula for cumulative topline

18. This document contains information of
confidential or proprietary nature
24 month revenue $10,448,878
Assumptions:
Minimum 5% Active Users and 0.5% Posters
3 new users added by each poster and 2 by each active user until month 6
5 new users added by each poster and 2.5 by each active user from month 7
Min 1 deal posted per poster in 4 weeks
50% Deal Closure rate
The above assumptions lead to a weekly compounded growth of 10.5% until month 6 & 13.75% thereon
Month New Users
Deals
Closed/Week
Avg. Ticket
size/Order
Avg.
Orders/Deal
Total
Transaction Topline/Week
Weeks
Remaining
Cumulative Topline
1 1600 0.414375 $20 25 $207 $52 104 $1,674,868
2 600 0.414375 $25 25 $259 $65 100 $1,404,240
3 600 0.414375 $30 25 $311 $78 96 $1,130,247
4 600 0.414375 $30 25 $311 $78 91 $686,060
5 600 0.414375 $30 25 $311 $78 87 $460,164
6 600 0.414375 $30 25 $311 $78 83 $308,648
7 600 0.425625 $30 25 $319 $80 79 $2,099,856
8 600 0.425625 $30 25 $319 $80 74 $1,102,637
9 600 0.425625 $30 25 $319 $80 70 $658,608
10 600 0.425625 $30 25 $319 $80 66 $393,388
11 600 0.425625 $30 25 $319 $80 62 $234,972
12 600 0.425625 $30 25 $319 $80 57 $123,384
13 600 0.425625 $30 25 $319 $80 53 $73,698
14 600 0.425625 $30 25 $319 $80 49 $44,020
15 600 0.425625 $30 25 $319 $80 44 $23,115
16 600 0.425625 $30 25 $319 $80 40 $13,807
17 600 0.425625 $30 25 $319 $80 35 $7,250
18 600 0.425625 $30 25 $319 $80 31 $4,330
19 600 0.425625 $30 25 $319 $80 27 $2,587
20 600 0.425625 $30 25 $319 $80 22 $1,358
21 600 0.425625 $30 25 $319 $80 18 $811
22 600 0.425625 $30 25 $319 $80 13 $426
23 600 0.425625 $30 25 $319 $80 9 $254
24 600 0.425625 $30 25 $319 $80 5 $152
Total/Avg. 15400 0.423 $29 25 $311 $78 0 $10,448,878

19. This document contains information of
confidential or proprietary nature
ROI 6.41X in 24 months
Compunded weekly Growth Rate 13.75%
1 deal posted by 0.5% of user base in 1 month
50% closure of total deals sourced
Average new users per month (inorganic) 600
2 year gross revenue @ 25% commission $10,448,878
Net earnings @ 15% $1,567,332
Terminal Value @ 15X P/E ratio $23,509,976
Pre Money Valuation $1,670,000
Investment $2,000,000
Post Money Valuation $3,670,000
ROI 6.41

20. High Level Financial Plan
Up to 49% bottom line dilution
This document contains information of
confidential or proprietary nature
Promotions & PR $120,000 Customer Acquisition Cost
Marketing & Business Development $160,000 Business Development $450,000
Application development $30,000 Marketing & PR $400,000
Analytics & Code fixes $15,000 Business Expansion Cost
Travel cost $45,000 Big Data & Analytics $250,000
Management Cost $40,000 Product adaptability & extension $75,000
UAT & QA $15,000 Travel Cost $120,000
Technical cost $30,000 Strategic partnerships $125,000
Legal, Admin & Finance $50,000 Development & Technical Cost
Capital Commitment $505,000 App. Development $100,000
Investment period (months) 6 Technical Support $150,000
Investment per month $84,167 Legal & Management Cost
Finance, Legal & Admin $150,000
Management $200,000
Capital Commitment $2,020,000
Investment period (months) 24
Investment per month $84,167
Short-term Long-term

21. Past Acquisitions
Acquisition Targets
Network effects leading to switching costs
Niche Supplier/Geography/Business Model
Acquirer Acquired Year Specialization Entry barrier Strategy
Cost of Acquisition
(mn)
Groupon Breadcrump 2012 Local Restaurants
Focus on a specific supplier
segment $10
Groupon Savored 2012 High-end Restaurants
Focus on a specific supplier
segment $15
Groupon Blink 2013 Hotel reservations
Focus on a specific supplier
segment $4.40
LivingSocial Jump on it 2010 Social Shopping Network switching costs $40
LivingSocial TicketMonster 2011
Predominant in South
Korea First mover's advantage $350
Groupon TicketMonster 2013
Predominant in South
Korea First mover's advantage $260
LivingSocial ONOSYS 2012 POS Restaurant chains
Focus on a specific supplier
segment $6.50
Groupon ideeli 2014 Top brands fashion
Focus on a specific supplier
segment $43 (cash)
Groupon Mertado 2012 Social Shopping Network switching costs Unknown
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confidential or proprietary nature
GROUPON Clones 500
In US only 100

22. Business
Model
Innovation
Network
effects
Platform
seeding
strategy
1st mover’s
advantage
Expanding
Supply
sources
Aggregating
pre-orders
Less
chance of
returns
Acquisition target?
This document contains information of
confidential or proprietary nature

23. Melvin Jose
Cofounder- President & Chairman
Russell Halderman
Chief Sales & Marketing Officer
Kelly Brcka
Head of Sales
Joydeep Sengupta
Director Product Strategy &
Development
Manoj Pillai
Cofounder & Chief
Executive Officer
Current Team

24. This document contains information of
confidential or proprietary nature