Jump On It!

DIPIDEEOverview

Dipidee connects vendors with unsold inventory to consumers open to spontaneous experiences at a great price.

MissionOur mission is to introduce new consumers to businesses that deliver great experiences. Dipidee provides the ‘nudge’ that consumers need to try something new, and the channel for the vendor to reach the ‘accidental customer’.

ValuesWe value the spontaneous experiences that make life fun!

Problem OverviewUnsoldSeats

What to do?

Dipidee.com

The SolutionConnecting consumers with last-minute, spontaneous experiences at a great price.

LAUNCHCore ExperienceTechnology FoundationMessaging Platform

Phase 2Expanded User ExperienceCustomizationAdditional Vendors

Phase 3Intelligent RecommendationsMobileAd Model

Product Roadmap

Oct 2009 Jan 2010 April 2010Cost: TBD Cost: TBD Cost: TBD

Which one most describes you?

The Sports FanI love Rock n Roll

More Bach than BeerOn Broadway

Film BuffPamper Me

The Stranger the BetterThe Romantic The Adventurer

Are you single or married?

Kids? How many?

Do you like to plan group activities?

How far are you willing to travel for a good time?

Dipidee Gets to Know You!

A Dippidee-Doer will complete a profile over time which allows Dipidee to customize offers and only push relevant

data to mobile devices.

When you go out, do you consider yourself to be:

CheapThriftyWish I had moreThe Big Spender

Select these other services which interest you:

Advice & InstructionBusiness & ComputerDiet & FitnessLessons & TutoringOther Artistic ServicesCustom CraftsInterior DesignMusic & PoetryPhotography

Event Planning

Graphic & Logo Design Home Improvement Services Media Editing & Duplication

Printing & Personalization Restoration & RepairElectronicsJewelry & WatchesMusical Instruments Web & Computer Services Other Services

Online Market Size

DomainMonthly Traffic

Cincinnati traffic estimate (.7%)

Traffic expectation for top 30 markets

Ticketmaster.com 12,500,000

87,500

7,500,000

Overstock.com 6,500,000

45,500

3,900,000

Stubhub.com 3,537,000

24,759

2,122,200

Ticketsnow.com 2,400,000

16,800

1,440,000

Lastminute.com 390,925

2,736

234,555 Broadwayacrossamerica.com 150,000

1,050

90,000

Cincinnati represents approximately .7% of the national populationThe top 30 markets represent 60% of the national population

Source: Compete.com

Local Web Site TrafficDomain Monthly Traffic

cincinnati.com 689,500

bengals.com 146,800

nytix.com 94,021

zipscene.com 250,000

reds.com 44,500

riverbend.org 38,700

citybeat.com 31,500

tix4tonight.com 12,851

halfpricecincy.com 9,516

cincinnatiarts.org 8,100

wkrq.com (q102) 18,000

b105.com 8,300

halfpriceshows.com 7,149

rewind94.9.com 2,500

Bold: non-Cincinnati

Question: What resources do we need to generate unique visits our site?

Many of these sites have heavy media and/or advertisement backing.

58%35%

5%

2% 0%

Local Attractions

Sports

Performances

Cultural Arts

Night Life

Market Supply AssumptionsAvailable Ticket Distribution

Recommendation:Concentrate sales efforts on high value tickets to drive average ticket price

$19

$24

$41

$37

$16

Avg. Ticket Price

January February March April May June July August September October November December0

100

200

300

400

500

600

700

800

254 258 258 502 674 696 675 705 758 485 355 280

Daily Market Size (Supply)*

Estimated Daily Volume Estimated Average Daily VolumeMinimum Required Demand Ideal Demand

Average Supply

"Ideal Land" Demand

Bootstrap Demand

*Assumes 1-10% of total ticket inventory is unsold and dipidee captures 10% of unsold inventory

ADVANCEof LAUNCH

• Roundtable discussions with sports, arts, non-profit

• Sales kits for partners/orgs • Media kits with social media release• Blogger buzz through beta preview

• Social media magnets to build community• Fun premiums (Frisbee discs, chapsticks)

Timing: Launch -3 months

LAUNCH• 5 day long blitz

• Events at major stakeholders/venues/orgs

• Brand ambassadors/street team at venues

• Bus wraps

• Cooper minis for sales team

• LED display on fountain square

• Ads in Playbill and programs  

Spokesperson focused campaign

• Testimonials from major organizations key people as part of ad campaign

• This serendipitous moment brought to you by dipidee

• Chad Johnson practicing footwork and Paavo Jarvi at Cincinnati ballet

• Paavo Jarvi conducting the offensive line

Timing: Launch to + 5 days

ON-GOING• Bengals bash on the square

• Buck slips handed out at events

• Taste

• Pig

• YP

• Octoberfest

 

Partnerships

with ETA, CincyChic, CincyUpdate, Metromix, Cincinnati.com, DCI, CincyUSA.com, Momslikeme.com, GiveBackCincinnati,

YPCincy.com, HYPE, other family-centered orgs

 

Advertising

Official Visitors’ guide (targets convention and out of town guests)

Inside / Outside Sales

Marketing

Application Development

Customer Service Payment Transactions

Design Infrastructure

Strategy and Risk Management

Business Development

AP/AR, Tax, Legal & Audit

Project Management

Facilities / Resources

Finance / Operations

Information Technology

Sales and Marketing

Product Development /

Vision

Product Development /

Vision

Product Development /

Vision Shar

ed

Resp

onsi

biliti

es

3C’s

Finance / Strategy

Phase 1 – Critical Success Factors Team

Core dedicated leadership (3C's) -Rockstars! Scalable partnership of consistent contractors

Technology Proven technical infrastructure and website

to support Dipidee business process Working Cash Transaction Engine

Revenue($) and Cost($) Defined Business / Sales Strategy Capital to support financial plan

Finance / Strategy

Sales and Marketing

Information Technology

Finance / Operations

Sales and Marketing

Information Technology

Revenue & Cost OverviewRevenue Streams •10% Transaction Fee• Advertising

•Start with trade•Build to fee based

•No per transaction $ Fee – unrealistic for small avg ticket

Primary Costs•Personnel – CEO/Sales, Designer, Developer•Marketing – leverage inOneWeekend team - guerilla marketing, low cost

Breakeven Model (1 market)

•Is it realistic to achieve 367 transactions / day (11,169 / mo) realistic?• Start with bootstrap model and build up ($1,000 marketing, rest in personnel)• Will initial employees accept sweat equity and/or incentives in place of $’s?

Revenue Model

•Why is 84 trxn/day realistic?•Supply of Inventory

Summary Financial Projections

• Start up cost

• Revenue streams

• Return to Investors

Appendix

Business Phase StrategyRelease 1 Release 2 Release 3 Release 4

Concept / Initial Release Development Growth / Expansion Full Offering

Timeframe Current +1 month Jan, 2010 April, 2010 July , 2010

Buyer Choices Sample tickets/events Small # of choices (i.e. sports only)

Moderate # of choices (i.e. sports & arts)

Full choices

Seller Characteristics

• Sample providers/sellers • 5-10 sellers Current Market

• 15-25 sellers Current Market

• Market Expansion Evaluation

• 35+ sellers Current Market• 10 sellers New Market• (300-350 sales per day)

Website functionality

Concept / Core functionality Scheduler / Calendar Integration service w/ Provider, Direct Charge (ccard), Mobility(iPhone)

Provider Calendar / Mobility (BB, Palm, Android)

Operational Capabilities

• “Core Team” in place• Product available to transact

w/buyers and sellers

• Technical / Customer Support capability in place

• SOPs and Training Program

• Enhanced security / audit capability for cc processing

• Mobile support capability • Staffing/Resource Model

• Staffing model implemented• Formal partnership program

implemented• Fully Scalable• New market leadership role

Milestones • Leadership Team Established • Market Research Complete• Approved Business Strategy• Website development plan• Functional Product

• Proven execution of development plan

• Revenue / Ticket Sales targets meet ($$$)

• Operational effectiveness • Finance and Mgmt

reporting in place(metrics)

• Revenue supports hiring model

• Support infrastructure in place to meet multi-platform mobile capability needs

• Daily Ops reporting in place

• First “Mature” Market BU• Expanding into new Market

Revenue TBD TBD TBD TBD

Costs TBD TBD TBD TBD

Margin TBD TBD TBD TBD

Potential Customer Base

• Subscribers• First to market

purchasers• Loyal to service

provides• Less price

sensitive

• Not price sensitive• Not our client DOLLARS

EVENTS

• Haven’t attended many events

• Interested in more events

• Attends events• Price sensitive

HIGH

HIGH

LOW

LOW

TARGET MARKET

• Early adopters• Tech savvy, mobile device• Active• Sports fans• Arts & Culture patrons• Yuppies• Boomers• Looking for a deal• AHI 40k - • College education• Mobile• Creative class• Open and excited about new experiences

• What is the market size for a local web-based discount ticket portal?

Cincinnati market : .7% of U.S. populationTop 30 markets: 60% of U.S. population

Market Size

Explanation and Analysis

Potential Vendor Base

Surplus Inventory

Customer Database

HIGH

HIGH

LOW

LOW

• Needs method for clearing inventory

• Low customer awareness

• Not as motivated to clear out inventory

• Satisfied with current customer base

• Not price sensitive

• Not our client

• Large base of loyal customers

• Satisfied with current customer base

VENDOR/LISTINGSALES STRATEGY

WHY LIST WITH DIPIDEE?We offer arts organizations, a sports venues, and non-profits an opportunity to:stand out from the cluttered entertainment and events markets, own the spotlight

· Build brand buzz around your org (proximity popularity)

· no risk all reward· Focused approach to customer

acquisition· Opportunity to sell last minute unsold

inventory at great price· Protect against loss based on their

missed opportunity of their own internal sales

· biannual survey

Metrics · customer purchase behavior and click

trails - exit page, most popular products, sales data, key listing times for each industry

· test which packages work

Plus· access to new markets· audience development· new customer acquisition

MadCap Cinci Shakespeare Opera Carnegie Theater

Aquarium

Zoo Museum CenterMid Point Music Festival

Coney Island Art Museum Kings Island

Ensemble Theater

Symphony

Theater GuildKnow Theater

Xavier SportsUC SportsFreedom Center

Riverbend

Kentucky SpeedwayMiami Sports Cyclones

Ballet Cinci Playhouse in the ParkTaft Theater

Industry OverviewMacro Trends:National:• Top e-commerce websites use social media websites to drive traffic• By 2013, there will be about a 30% growth in e-commerce• estimated revenue for B2C e-commerce will be $319billionLocal:• Few Cincinnati e-commerce sites utilize social media, average monthly unique

visitors 10,000 e.g.: halfpricecincy.com• 37,000 small businesses in Cincinnati • 15,540 B-C businesses. 20% to 50% of these business can use our expertise.

Historic Perspective: 100 people in one weekend – 3500 work hours

Competition: National Local

3.5 million unique monthly visitors$199.00 M Operating revenue

2.4 million unique monthly visitors$86.00 M Sales

364,000 unique monthly visitorsin1comps.pdf

Market Supply: Key Local Venues46 total

Business Perceptions:Use of secondary ticket sales websites are on the rise:

Cleveland Orchestra

Local interested organizations:

Consumer Perceptions:Local

Consumer/user perceptions: Quality website distills trust and captures a saleDiscounts can undermine perceptions of product quality100% positive feedback – Cincinnati Reds & Cleveland Opera have both shown interest in the prospect.

Things to Consider

• Existing broker agreements• Which organizations have savvy

marketers

Intellectual Property(Assets & Protection Strategy)

• Domain N/A

• LogoTrademark

• Site Design Copyright

• Database N/A

• Proprietary Analytical processes Patent or trade

secret

SWOT AnalysisStrengths

•Knowledge of Local Market & Venues•Local Focus•Customized Product Packages•Help Providers Better Market Themselves•Repeat Traffic to View New Offers•Profile Driven Push Model

Weaknesses•Lack of History•Dependence on Provider Inventory

Opportunities•Channel for unused premium tickets•Small & New Venues•Marketing opportunity to drive trial•Create Experience Packages for Other Service Providers (i.e. Restaurants, Limos)•Expansion to other services – e.g. Beauty Care & Other Professionals

Threats•The Great Recession•Competitive Response – e.g. Tickets Now