Welcome
May 16, 2015
pg 1 - Cover
Welcome
pg 3 - Problem: current channels
No
yes
merchandise
lost opportunity
events outsourced
outsourced
other venue
Client
Client
outsourcedother venue
other venueother products
tickets
Buy?
what?
PROBLEM
pg 4 - Solution
yes
merchandise
events
other products
tickets
Buy?
CLIENT
INCREASE e-commerce
BOOST FANSHIP
solution
pg 5 - Solution
EXAMPLE with boost3
pg X - title
MARKET SIZE
pg 12 - Marketing & Sales-3
ECOMMERCE$60
MILLION
TICKETINg$400 MILLION
MOBILE SERvICES$44 MILLION
SPONSORINg$228 MILLION
EvENTS (Length of Stay)
$2.1 BILLION
MEMBERShIP & AffINITy$2.4 BILLION
pg X - title
MARKET DEMOgRAPhICS
pg X - title
fAN ENgAgEMENT
STADIUM EXPERIENCE
in-house ticketing
fan memberships
fAN MANAgEMENT CRM
fan centralization
NOThINg
COLLEgEfOOTBALL NfL
EUROPEAN SOCCER/MLS NBA MLB
TRADITIONAL ENGAGEMENTS PRODUCT SET
STADIUM EXPERIENCE
MEMBERShIP & SUBSCRIPTIONS
IN-hOUSE TICKETINg
fREEMIUM MODEL
SOCIAL COMMERCE
fAN MANAgEMENT CRM
fANShIP
REvENUE TO CLIENTS
CLIENT STICKINESS
pg 6 - Business Model-1
INTEGRATEDEXECUTION
TECHNOLOGY
SHARED RISK/REWARD
BUSINESS MODEL
• experienced, diverse team
• marketing
• digital media know-how
• proprietary
• cloud-based
• rapid implementation
• proven • minimal upfront Investment
• aligned goals
• Revenue Sharing
pg 7 - Business Model-2
Proposeidea
programdevelopment
testing & proof ofproduct
implement
INTEGRATEDEXECUTION marketing
digital media know-how
experienced & diverse team
BUSINESS MODEL: INTEgRATED SOLUTION
pg 8 - Business Model-3
TECHNOLOGY
programdevelopment
testing & proof ofproduct
implement
proprietary cloud-based
proven
rapid implementation
BUSINESS MODEL: TEChNOLOgy
pg 9 - Business Model-4
SHARED RISK,
sharedREWARD
Low barrierto entry
splitrenvenue
minimal upfrontclient investment
revenue sharing
aligned goals
BUSINESS MODEL: ShARED RISK, ShARED REWARD
TEChNOLOgy
pg 10 - Technology
clubhouseevents
WEB STORE
Tools coded on open source platform
PROvEN
10 years in development
Web
por
tal
e-commerce
loyalty & member programs
social media
TICKETINg
events/experience
COMPETITivE LANDSCAPE
pg 14 - Competition
XX XFragmentedX
XX XLoWXincomeXtoXcLubXoWnersXXX
XX XstrategicXbarrierXForXFragmentedXpLayersXXXX
BOOST3 IS IDEALLy POSITIONED tO SELL TO STRATEgIC BUyERS IN ANy of ThEse 3 COMPETITIvE AREAS
DIgITAL AgENCIES
Information & communication technologies
Technology, networks and Services
Revenue Model
pg X - Revenue Model
Catagorey Type Description Charge Basis of Justification Revenue Path Client Perception Example
Platform Fees (Membership& Affinity // Social Hub)
Registration Fee Users register onthe site. $0.35 /Reg User Customer acquisition fee Processing Fee Low Visibility Data Analytic Fees
Membership Fee Online membershipprograms (expand) $49.95/year
90% or all parallel membershipprograms charge between$24.99 and $49.99 / year
Revenue Sharing High Visibility Website Membership
Annual Card FeeAffinity card with
benefits and perks.(expand)
$3-5/memberMembers of affinity groups have
a strong preference formembership cards.
Revenue Sharing High Visibility CardholderMembership
Transactions Fees
Transaction Fee Current ticket feeeliminated $2.50/ticket Replace Tickemaster with in-
house ticketing system Revenue Sharing High Visibility Event Tickets
Processing Fee Exchange fees foreCommerce $0.05/sale Standard fee with low visibility Processing Fee Low Visibility eCommernce
Future Development Mobile Apps $4.99/member Mobile apps will drive increasedfan activity Revenue Sharing Med Visibility News and Social Media
Platform
Consulting Fees(Customization)
Project ManagementIncluded instandard
engagement
One-off charge /Retainer
Reasonable fee to cover baseoperating costs
Upfront / On -GoingFees
Premium serviceat minimal cost -
Custom SoftwareDevelopment
Client drivenenhancements
One-off charge /Retainer Responding to client requests Upfront / On -Going
FeesPremium serviceat minimal cost
Add widget, game,sweepstakes, etc.
Periodic Maintenance& Customization
Internally drivenupkeep and
improvements
One-off charge /Retainer
Provide stable and improvingplatform
Upfront / On -GoingFees
Premium serviceat minimal cost
Increase system speed,upgrade software toaccommodate new
technology
pg X - Client Revenue-1
REvENUE TO OUR CLIENTS
TechnologyThe technology in Boost3’s platform is the tool that will drive efficiency, understanding your fans, and generating revenue.
EfficiencyReduce fees paid to TicketMaster
Reduce IT costs with Software-as-a-Service (SaaS) Solutions, as much as 75%
fanshipUnderstanding your fans will help you...
Increase online & offline sales by targeting sales
Target your upselling through the customer’s channel of choice
pg X - Client Revenue-2
how much money can Boost3’s
platform make for it’s clients?
EXAMPLE: KANSAS CITy ChIEfS revenueXoverX1Xyear
realizedXXthroughXX
savingsXandXXnewXrevenue
Products upsold through relevant media and based
on detailed fan data
Using most effective communication methods
Greater fan knowledge can increase e-Shop sales by a minimum
of 15% annual increase
Reduced ticket fees by $7 per ticket savings (ref: TicketMaster)
Greater loyalty which increases demand for membership programs
Combining ON and OFFLINE
channels
Web portals reduce transaction costs
Higher advertising revenue
TEChNOLOgy EffICIENCy fANShIP
Online Advertising Sponsorship
eCommerce
Reduced Ticket fees
Membership & Affinity$5.6 Million
$5.1 Million
$500,000
$375,000
$11.6 MillionTOTAL
Bob BoydManaging DirectorBob is a senior executive and entrepreneur having successfully spun-off and/or launched four business units/companies previous to founding Boost3. He is a leading innovator in technology, telecommunications and network ventures. He has over 20 years of global expertise with such companies as General Electric and UPC (Liberty Media). Bob is an experienced entrepreneur taking a company from startup to exit in 2 years in his first venture.
Alexander van der Laan Chief Technology OfficerAlexander brings proven technology platforms together and is a renown visionary of SaaS (Software as a Service). He has more than 20 years experience in software development, application architecture and infrastructure designs. Alexander was senior architect for major projects at ABN AMRO bank, Citibank, Rabobank, Postkantoren, Relan and Fortis.
Mylena Pierremont Chief Marketing OfficerMylena is a senior marketing executive at the apex of Digital (internet) and Fast Moving Consumer Goods (FMCG). She is a seasoned global brand marketer with over 20 years experience at P&G, COTY, Lycos (internet Portal), and Royal Philips where she held executive positions.
John hughes vP, Product Marketing & ManagementJohn has 17 years of product marketing & management experience in the software industry. Most recently at Comverse, he held senior positions in marketing, product management & partner development. He landed at Comverse when he sold it an enterprise software company he founded, Netonomy, where he was EVP of marketing & business development. Prior to Netonomy, John held product management positions at Business Objects and Oracle.
Bob Palladino Chief fINANCIAL OfficerBob is currently part-time CFO of PatientsLikeMe.com, a startup company similar to Boost3. There he assisted in all financial turnaround and Series B and C rounds of funding. Bob previously held CFO and other financial positions in pharmaceuticals including Sepracor and others.
meet ThE BOOST3 TEAM
pg 15 - Management Team
Sales pipeline
pg X - Sales Pipeline
smart marketing platforms
sports marketing
organizationsentertainment organizations
digital agencies
Customer Portfolio Solutions
sports brands consumer brands entertainment brands
agencies
MARKETINg & SALES
pg 11 - Marketing & Sales-1
IN-hOUSE & EXPERIENCEDPERSONNEL
IN ThE NEThERLANDS
PREfERRED PARTNERS
NEW vERTICALS
REgIONAL SALES STAff
2011 2012 2013 2014 2015
60
45
30
15
0
DEMONSTRATE SUCCESS
LEvERAgE PARTNERS
EXPLOIT vERTICALS
AggRESSIvE EXPANSION
num
ber
of c
lien
ts (t
eam
s /
corp
orat
e sp
onso
rs)
AggRESSIvE gROWTh WhILE LEvERAgINg
vAriable cost/revenue
Q311(today)
Key growth Catalysts
pg 12 - Marketing & Sales-2
1Sticky ClientsIt makes sense that clients will continue to engage Boost3. We will organically become a critical part of their clients’ team.
RESULT:High client retention will require minimal sales and marketing resources. Therefore, available resources can be directed to new client growth.
2Success will Breed SuccessNew clients within Industry groups will engage Boost3. With no other companies providing the same full-service offering, they will quickly embrace Boost3 and or proactively request their services. Additionally, Boost3 will typically avoid competing in an RFP bidding process.
RESULT:Boost3 will be able to grow rapidly and early after successful engagements. Example: NFL
3Strategic RelationsBoost3 leadership has close relationships inside the sports industry.
RESULT:There will be few barriers to access potential clients and gain a receptive audience.
financial projections
pg X - Financial Projections
pg 17 - Risk & Countermeasure
Employees sign non-competes
Investors sign NDA’s
Current potential competitors are ill-suited to replicate Boost3’s business model
Industry is eager to develop additional revenue sources with little up-front investment
Potential have expressed strong interest
Technology has been developed over a long period of time
Technology is already proven
New code undergoes rigorous quality control
Sports & Entertainment is virtually recession proof
When slowdown occurs, clients will be more eager to engage Boost3
Clients have already engaged Boost3
Consumers habits are not significantly different
New EntrantsBoost3 faces new competition in the market
Slow AdoptionIndustry does not find Boost3’s value proposition compelling
Industry SlowdownSports and Entertainment contracts, thus reducing Boost3’s revenue generating ability
European model doesn’t work in USThe program that gave Boost3 success in European is ineffective in the US
faulty TechnologyBoost3’s technology fails to deliver as promised
IDENTIfIED RISKRISK
COUNTERMEASURE
PROJECTIONS & MILESTONES
pg 16 - Projections & Milestones
Putting your money to work and delivering
results
Year 2011 2012 2013 2014 2015Business Direction
Focus Demonstrate Success Leverage Partners Exploit Verticals Aggressive Expansion Growth In-House + The
Netherlands Preferred Partners New Verticals Regional Sales Staff
Engagement Count Sports Teams and Events 2 7 15 20 25Corporate Sponsors 0 3 9 16 25Consumer Fans 50k 150k 300k 600K 1mmPaid Subscribers 0k 75k 150k 250k 400k
Financial Capital Requirement $1mm Seed Round $2mm Series A Round Revenue $110k $5.6mm $20.5mm $42.6mm $59.6mmNet Income ($407k) $690k $7.67mm $20.7mm $30.1mmInvestor Expectation Dividend Investment Return –
30X to Series AUse of Funds Sales: Land 4 Clients
Tech: Deliver PaaS solution/Make enhancements
Sales: Hire small sales staffTech: Increase product features & capabilities
fINANCINg AND USE Of fUNDS
pg X - Sources & Uses (financing & use of funds)
$1MM Convertible NoteX» $460XhasXaLreadyXbeenXcLosedX(angeLsXandXFounders)
$2MM through customer partnerships and venture capital
Use of ProceedsX» commerciaLizedXprojectsXForXexistingXandXidentiFiedXcustomers
X» buiLdXneWXconceptsXandXpLatFormsXWithXneWXbrands,XWorLdWideXandXWithinXsegments.
X» FundXcorporateXandXregionaLXoverheadXandXexpenses
X» repLicateXexistingXpLatFormsXWithXneWXbrands,XWorLdWideXandXWithinXsegments
return on your investment
pg X - Return on Investment
Round 1 Investors: $2 Million
Projection for company sales: 4-6 years
Assumptions: (Not actually on slide)X» investorsXoWnX50%XoFXcompanyX
X» askingXForX$2XmiLLionXinvestment
X» aLreadyXraisedX$1XmiLLionXinvestment
X» initiaLXstart-upXvaLueXisX$6XmiLLion
5 year Investor ROI ScenariosX» LaggingXprojectionsXX(30%XLag)
X» expectedXprojection
X» aggressiveXprojectionsX(30%Xaggressive)
pg 19 - Thank You
thankXyou