ONE YEAR

1095 plates

ONE DAY
3 plates

LAST CALL

Or: Leveraging The Untapped Hour

Drive restaurant sales in

THE UNTAPPED HOUR

and connect students
to quality deals.

WHOS INVOLVED
STUDENTS
money conscious
69% eat out more than once per week
tech savvy
early adopters

RESTAURANTS
independent operators
profit driven
looking for opportunities to save
looking to optimize resources
desire brand awareness

APP DEMO

How Both of Our Customers Navigate

WHY THIS WILL WORK

Our Millennial Consumers

How many times a week do you typically

eat meals out?

Would you use an app that helps you

locate end-of-day food deals in the area?

3-6

unsure

6-10
most meals

1-3

0-1

not interested

very interested

FIELD TESTS
A Cheesy Experiment

RESPOND TO THIS SNAP IN 2MIN FOR A $2 PIZZA

WERE A HIT

Cold-calling Potential Food Providers

unsure
expressed interest

very interested

TORONTO AND KINGSTON RESTAURANTS

THAT EXPRESSED INTEREST

Sweet Flour Bake Shop

Phipps Bakery Cafe
Harbord Bakery
Home Bakery
Wandas Pie in The Sky
Portland Variety

Bakerbots
Bang Bang Bakery
Hot Oven Bakery
Wolfe Island Bakery
Sushi Bar Da

COMPETETIVE ADVANTAGE
Were Not Your Regular Service Provider

the unique gamification of hunger

minimal cost model
our identity speaks to a targetted demographic
social responsibility

GO TO MARKEY STRATEGY

THE NITTY GRITTY

Revenue Model

tier 1 aggressively pursue small restaurants, 30% fee

tier 2 the core of our business, 30%, subscription fee ($25)
tier 3 medium level membership fee, 30% ($50)

VIRAL GROWTH

PHASE

revenue

ONE

PHASE TWO

PHASE THREE

PHASE FOUR

$23,915 $95,909 $432,716 $1,933,184

costs $28,915 $78,870 $367,206 $925,924

profit

-$5,000 $17,039 $65,510 $1,007,260

EXPANSION

CHANNELS

TIME

LAST CALL CO. STRUCTURE

JACKS OF ALL TRADES

DESIGNERS & DEVELOPERS

Ali
Yaseen
Willie
Esther
Usman

Christina web master

Colin
android genius
Shannon GUI guru
Erin data bae
Elena
Wes Anderson whisperer

no tangible skills

visionary
cold blooded caller
number whiz
hustler
risky business

literally angels

Questions:
Margins
Density & Volume
Customer Engagement
Brand Dilution
Transaction Fees
Food Waste: The Issue
Competitive Analysis
Trends
Finance:
Operating Expenses
Seasonality (Net Profit)
Valuation (3 Years)
Revenue Model

Challenge #1: Margins

Acknowledge the presence of businesses losing pricing
power by discounting products
-however we are trying to create a market for products,
businesses do not necessarily are able to sell, in order to
create sales opportunities not readily available
-i.e. a small business only sells 2 units of an item during
pre-closing hours,our platform creates the ability to promote
the product and potentially increase the sales of the item, e.
g 4 ( increase sales, reduce waste)
-

Challenge #2: Density & Volume

-Acknowledge that a potential pitfall for our startup is a lack of
commitment from enough businesses
-in order to avoid the problem of low business commitment, we
will aggressively focus on establishing our first few early bird
businesses, continue to use our platform product to show the
advantage of interacting with students during non-peak days, offperiods etc
-we are convinced by our market research and snap experiment
that students respond to opportunities for cheap, fast food and
there is a potential for a marketplace( We Have Market
Research)

Challenge #3:Customer Engagement

-We are confident in the ability of our product and marketing
scheme (promote to millennials, colleges) that we believe that
viral growth is possible
-we believe that the growth of digital apps, the importance of
social interface to the daily lives of youth is a driving factor in
developing our application in the first place
-we think our mobile application has the ability to change the way
students and youth interact with food acquisition

Challenge #4: Brand Dilution

-A concern that has been raised is that many local restaurants may fear that the image of
their restaurant brand may be damaged because of the promotion of neglected inventory,
peripheral products
-We believe that our platform does not dilute brand image but rather acts as a promotion
agent for a restaurants food & content
-we hope to initiate active involvement between our restaurants and consumers while
preserving restaurant image and brand integrity
->Ex. In depth: A restaurant is concerned that customers only prefer its product when
they are available at a discount. What we do-> 1. reduce frequency of the restaurants
deals in the app 2. conduct feedback research with clients to see if they are particularly
interested in our target restaurant 3.re-focus on the restaurants couponing, if consumers
favour the restaurant-> reduce reduction rate (i.e. 30% to 20%) in order to help restaurant
earn more from Last Call sales promotions and stay within our platform (Restaurant
Retention is KEY)

Challenge #5: Transaction fees

-Why are the transactions fees at a high value? Would this not scare away
restaurants
- We think that the platform we provide for local restaurants to interact with
customers during off periods is powerful enough in order to garner attention
-ex. local restaurant can sell only 1 or 2 of an item during an off hour, our app
will help create an opportunity to sell more, say 6, in order
-we create a market for the produce that does not get sold, businesses are
looking to get rid off regardless, therefore we believe we can get away with
larger margins as restaurants are interested in reducing food waste

Challenge #6: Is Food waste an Issue?

-speaking with mentors, entrepreneurs and restaurants, we have discovered
that often the most efficient restaurants tend to be high-end, more expensive
ones
-our initial target market is focused on students who are looking for cheap, fast
food rather than focusing on high end restaurants who may have more of a
steady customer base
-the types of restaurants that we will target tend to be low end, higher volume
restaurants with a core line of products but other products which garner less
interest
-ex. We promote to a shawarma restaurant in Kingston rather than Megalos

Competitive Analysis
LeLoca
Groupon
Living Social
Blackboard Eats
Scoutmob

Operating Expenses

Initial

Stage 2

Stage 3

$20,000

$40,000

$100,000

$250,000

$2,852

$10,000

$50,000

$100,000

Maintenance Expenses

$130

$130

$330

$530

Stripe Expenses

$933

$3,740

$16,876

$75,394

$5,000

$25,000

$200,000

$500,000

$28,915

$78,870

$367,206

$925,924

Cost of Customer Acquisition

Communication Expenses

Salary
Total Operating Expenses

Long Term

Seasonality (Net Profit)

Initial

Stage 2

Stage 3

Long Term

Low

-$3,500

$11,927

$45,857

$705,082

Base

-$5,000

$17,039

$65,510

$1,007,260

High

-$5,500

$18,743

$72,062

$1,107,986

Valuation (3 Years)
Conservative P/E Ratio
Third Year Profit

10
$65,510

Estimated Value of Company (3rd Year)

$655,105

Future Value

$194,105

Equity Structure

50%

Revenue Model
Initial

Stage 2

Stage 3

Long Term

100,000

100,000

100,000

100,000

1%

4%

6%

8%

10

Target Market

1,000

4,000

6,000

8,000

Purchase Rate

14,235

56,940

85,410

113,880

$0

$250

$750

$1,000

$23,915

$95,909

$432,716

$1,923,184

Market Size
Market Share
Number of Markets

Sub Revenue
Revenue

Trends
Sustainable, Love Food-Hate Waste
According to a survey by the Shelton Group, 39% of Americans
feel the most green guilt for wasting food.

Mobile Commerce
M-Commerce is mostly related to convenience, contact and entertainment.

Entertainment Apps
56% of the Top 25 Apps fall under Fun & Games category,
depicting the obvious interest in entertainment