Fun Deals empowers the common consumer to make a big deal out of a no deal at the price and time of their choosing. It lets you post images/videos around a deal that you so badly want to crack and lets your friends know about your smart endeavor; while we get the dealer on board for you to nail it! We are group buying in the literal sense- a smart group decides what to buy, when and at what price. Our effort is not only to redefine the consumer experience in the eCommerce space but also to transform the business model of this mostly linear industry.

1. Short Angels Pitch V1.8 Feb 18th 2015
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

2. Traditional E commerce model
Sellers Buyers
Traditional E commerce
Platform
Groupon
Amazon
Ebay
LivingSocial
No Social Networking
One sided Platform
No C2B opportunities
No Crowdsourcing
Lack of demand
aggregation
This document contains information of
confidential or proprietary nature

3. Market Share for similar models
Name Your Price Model
US Online Travel Market $ 157 bn
Name Your Price Share 11%
Priceline Revenues $ 6.8 bn
Revenue Growth 26.40%
Reverse Auction Model
US Online Car Market $ 22 bn
Reverse Auction Share 4%
True Car Revenues $ 134 mn
Revenue Growth 51%
This document contains information of
confidential or proprietary nature

4. What are we?
A platform that explores the business viability of a crowdsourced discount/group shopping model. The
platform is a 2-‐sided network that opens up scale on both supply and demand sides while blending
the same with direct and indirect network effects to impose switching costs by virtue of network
stored value
This document contains information of
confidential or proprietary nature

5. ✓ Content-first platform
✓ Single user utility
✓ Create proxy supply
✓ On demand flow,
monetize actual supplier
claim
✓ Expanding the online market
✓ Platform seeding strategy
✓ Uncovering new sources
of supply
✓ User following is a form
of random filter
The Core of our product
This document contains information of
confidential or proprietary nature

6. 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.!
This document contains information of
confidential or proprietary nature

7. The new Mantra- Demand
meets Supply…not the other
way round!
This document contains information of
confidential or proprietary nature

8. This document contains information of
confidential or proprietary nature
Hear it from the Consumers-
online survey
• Texans aged between 18 and 35
• Shopped online sometime at Amazon
• No Linkedin Contacts
• No Facebook friends or Twitter followers
• No integration with address book or contact list
Will a Groupon with social networking features that facilitates
consumers to express what they want, when and why excite you as
an online consumer?
We asked

9. This document contains information of
confidential or proprietary nature
We got- http://agrbl.co/4eklhclab5/
• 100 positions taken- 61 proponents, 27 opponents & 12 neutral
• 113 unique opinions
• 3201 votes on these 113 opinions
• ~69.32% proxy adoption rate
• For every 1 shopper who said a NO 2.26 said a YES
25%36%12%17%10%
Mean = 0.62
Median = 0.75
Mode= 0.75
0.750.25

10. This document contains information of
confidential or proprietary nature
They said see all here http://agrbl.co/4eklhclab5/
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
Would you as an online consumer consider yourself an
early adopter of such an eCommerce model?
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

11. Key Matrix & User Adoption
rates
Launch Critical Mass = 1600 users
Guiding Matrix- 1% Deal Posters and 50% Deal Closure
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 3
4 No. of New Users generated per Poster 10 5
5 Deals per week per Poster 0.50 0.25
Initial New
Users 1600
Sr. # Specifications Ideal Min
1 Active Users 160 80
2 Posters 16 8
3 Deals/Week 8 2
4 New Users generated by Posters 160 40
5 New Users generated by Active Users 1152 216
6 New Total Users 1312 1856 Growth on Previous Min. Baseline
7 New Total Active Users 131.2 92.8 16%
8 New Total Posters 13.12 9.28 16%
9 New Deals Per week 6.56 2.32 16%
9 Actual Deals Sourced Per week 3.28 1.16
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

12. This document contains information of
confidential or proprietary nature
24 month revenue $20,779,164
Assumptions:
Minimum 5% Active Users and 0.5% Posters
3 new users added by each poster and 1 by each active user until month 6
5 new users added by each poster and 3 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 6% until month 6 & 16% thereon
Month New Users
Deals Closed/Week Avg. Ticket
size/Order
Avg. Orders/Deal Total Transaction
Topline/Week
Weeks
Remaining
Cumulative Topline
1 1600 1.06 $20 25 $530 $133 104 $56,758
2 600 0.395 $25 25 $247 $62 100 $20,941
3 600 0.395 $30 25 $296 $74 96 $19,905
4 600 0.395 $30 25 $296 $74 91 $14,874
5 600 0.395 $30 25 $296 $74 87 $11,782
6 600 0.395 $30 25 $296 $74 83 $9,332
7 600 0.435 $30 25 $326 $82 79 $10,084,902
8 600 0.435 $30 25 $326 $82 74 $4,801,553
9 600 0.435 $30 25 $326 $82 70 $2,651,855
10 600 0.435 $30 25 $326 $82 66 $1,464,596
11 600 0.435 $30 25 $326 $82 62 $808,883
12 600 0.435 $30 25 $326 $82 57 $385,120
13 600 0.435 $30 25 $326 $82 53 $212,698
14 600 0.435 $30 25 $326 $82 49 $117,471
15 600 0.435 $30 25 $326 $82 44 $55,930
16 600 0.435 $30 25 $326 $82 40 $30,889
17 600 0.435 $30 25 $326 $82 35 $14,707
18 600 0.435 $30 25 $326 $82 31 $8,122
19 600 0.435 $30 25 $326 $82 27 $4,486
20 600 0.435 $30 25 $326 $82 22 $2,136
21 600 0.435 $30 25 $326 $82 18 $1,180
22 600 0.435 $30 25 $326 $82 13 $562
23 600 0.435 $30 25 $326 $82 9 $310
24 600 0.435 $30 25 $326 $82 5 $171
Total/Avg. 15400 0.453 $29 25 $326 $82 0 $20,779,164

13. This document contains information of
confidential or proprietary nature
ROI 12.74X in 24 months
Compounded weekly Growth Rate 16%
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 $20,779,164
Net earnings @ 15% $3,116,875
Terminal Value @ 15X P/E ratio $46,753,119
Pre Money Valuation $1,670,000
Investment $2,000,000
Post Money Valuation $3,670,000
ROI 12.74

14. Our ask- Single long term
Investor preferable
Up to 49% bottom line dilution
This document contains information of
confidential or proprietary nature
Promotions & PR $55,000 Customer Acquisition Cost
Marketing & Business Development $80,000 Business Development $450,000
Application development $30,000 Marketing & PR $400,000
Analytics & Code fixes $15,000 Business Expansion Cost
Travel cost $20,000 Big Data & Analytics $250,000
Management Cost $20,000 Product adaptability & extension $25,000
UAT & QA $10,000 Travel Cost $80,000
Technical cost $10,000 Strategic partnerships $80,000
Legal, Admin & Finance $15,000 Development & Technical Cost
Capital Commitment $255,000 App. Development $100,000
Investment period (months) 6 Technical Support $150,000
Investment per month $42,500 Legal & Management Cost
Finance, Legal & Admin $60,000
Management $80,000
Capital Commitment $1,675,000
Investment period (months) 24
Investment per month $69,792
Short-term Long-term

15. What’s a potential exit for our
Investors?...Why?
There are ~500 clones of Groupon with ~100 operating in the US alone
Low entry barriers have led to acquisitions of sites specializing in 2 areas
[A] Network effects leading to switching costs
[B] 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
This document contains information of
confidential or proprietary nature

16. Business
Model
Innovation
Network
effects
Platform
seeding
strategy
1st mover’s
advantage
Expanding
Supply
sources
Aggregating
pre-orders
Less chance
of returns
Why could we be a potential
acquisition target?
This document contains information of
confidential or proprietary nature

17. This document contains information of
confidential or proprietary nature