GPS TRACKING THROUGH ADVANCED GLASSES

Section: A
Group No.: 3
Nishtha Gupta (19020841023)
Neeraj Garg (19020841021)
Mainali Gautam (19020841015)
Jyotsna Marisetty (19020841016)
Rohini Yadav (19020841027)

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TABLE OF CONTENTS

S.N TOPIC PAGE NO.

O
1. EXECUTIVE SUMMARY
 What is GPS TRACKING THROUGH
ADVANCED GLASSES? 3

 Location
 Mission Statement
 Vision Statement
 Values
2. OPPORTUNITY AND PROBLEM
 Business Concept 4-6
 Consumer Problem

 Vendor Problem
3. MARKET ANALYSIS
 Competition 7-8
 External Analysis

4. PRODUCT
 The Product Offered 9-10
 Onion Model

5. BUSINESS MODEL
 Business Model Canvas 11
6. EXECUTION PLAN
 Revenue Model
 Marketing Plan
 Operations Plan 12-17

 Financial Plan
 Risk Analysis
7. TEAM PROFILE 18
8. ROADMAP AHEAD 19-21
9. PROPOSAL
 Ask & Offer, Exit Strategies 22-23

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INTRODUCTION

WHAT IS GPS TRACKING THROUGH ADVANCED GLASSES?

It is a small venture by 5 students of Symbiosis Institute of Business Management -
Bengaluru, who have encountered the problem faced by drivers of any four wheeler vehicle
who run into accidents while using GPS on their cellphones. To counter the problem, we are
in process of developing a smart wearable in the form of glasses which will help in telling
directions by projecting the map and directions on the glass screen by communicating
through an app on your cellphone. The project has been further explained in detail.
LOCATION

Bengaluru. This location is the starting point of the business and further will be expanded to
all the major cities of the nation. The rationale behind selecting Bengaluru as the location is
because firstly, it is the IT capital of India and Secondly, the huge congestion and traffic jams
on the roads make lives more cumbersome for the drivers. Through our product offering in
Bengaluru we would like to see the changes in the number of accidents and ease of access
and will further launch it to the other cities and states.

MISSION STATEMENT

Our mission is to ensure that our customers can afford an ease of access driving experience
and convenience to reach anywhere by following our tracking map and directions through
superior customer service, innovation, quality and commitment.

VISION STATEMENT

We aim to be affiliated with every cab driver, personal car drivers, heavy vehicle drivers
across India and provide a convenience to them while driving, thereby making driving an
experience and reaching locations safe and sound within time limits affordable to every
driver of our country.

VALUES

1. Consumer comes first

2. Strive for excellence
3. Be Humble
4. Be honest and display high levels of integrity
5. Be curious and learn from customers.

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OPPORTUNITY AND PROBLEM

BUSINESS CONCEPT

MTT is short for Monday To Thursday which is the basic theme of our idea.

With this basic knowledge that on one side the footfall of the restaurants, entertainment
centers, spas and salons is less on weekdays and on the other side a ripe market of college
and schools students are willing to spend on weekdays provided it doesn’t burn a hole in their
pocket, we built a platform where both the sides could benefit.

We will be providing college students and school students (Classes 10th, 11th, 12th) with a
discount card which will enable them to avail a discount at the venues associated with us.
They will be offered a higher discount on weekdays than on weekends, thereby, increasing
footfall at restaurants /cafes /lounges /spas / salons/entertainment centers on weekdays.

OPPORTUNITY
If students go out to get a cosmetic treatment or have a meal at a restaurant/café/lounge/food
court or spend some time at an entertainment center, it costs them a minimum of Rs.500 per
person which sometimes makes it difficult for some students to bear. We also noticed that
many colleges and schools do not have any facility to cater to this problem as no one wants to
take initiative and such efforts and create a database of vendors to their students. If
Corporates can offer such facilities to their fellow employees, why can't schools and colleges
afford to do the same?  

To counter this problem, we decided to take an initiative to ensure that almost every student
of this age group can afford an ideal lifestyle without burning a hole in his/her pocket. The
most feasible solution we could find was issuing a discount card the students and giving them
access to our associates (restaurants/cafes/lounges/Salons) via a website (initially). On the
other hand, we act as a platform for our associates to increase their footfall (By giving higher
discounts on weekdays). So it’s a win-win situation for both the parties.

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Basic Modus Operandi

We are currently a young venture by students of Symbiosis Institute of Business

Management, Bengaluru pursuing MBA. Our primary motive is to cater to the problems of
our fellow students by providing them this card and subsequently creating a good brand value
in the market. We would be receiving a basic one time amount for the card from the students
which they can redeem through the discount % and offers provided by our associates. Till
31st march, 2020, the contract is free of cost for the associates.

Revolving around our model we could identify problem areas for both – Vendors and
students (consumers).

Going by the name – Monday To Thursday, we aim to benefit both students and vendors by
solving their problem of less footfall for the vendors on weekdays and unaffordability for the
students.

CONSUMER PROBLEM

Students after their school/college hours tend to spend their leisure time at such outlets. They
want to explore and dine at new places but they aren’t able to do this because of their limited
spending capacity since they get limited pocket money from their parents.

A survey was conducted by us through which we got to know about the average outing cost
per person if they visit a restaurant/café/spa/salon/entertainment center. After analyzing it, we
got to know that one of the main restrictions which the students were facing was their limited
pocket money. It won’t be easy for students to experience their ideal student lifestyle because
of monetary barriers.

What makes them think twice is – ‘their pockets’.

SOLUTION

With over 280 restaurants, 5 major entertainment centers, 40+ salons & spas in areas near the
colleges, schools and residential areas on our panel providing attractive discounts which are

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higher on weekdays, creates a sense of decreased burden on their pockets. Students get an
option of visiting new venues and avail a discount at them.

The survey conducted by us gave us an insight on how frequently students visit

restaurants/cafes/lounges/entertainment centers/spas/salons. Majority of students get enough
leisure time on weekdays to visit these venues. If a discount is offered to them on weekdays,
they would visit these venues more often.

Also, students were asked if there was an option of a one-time subscription, through which
they can avail this discount in exchange of a nominal fee, wegot to know that students were
willing to pay for it.

This solves the problem of students being reluctant to enjoy and explore these services.

VENDOR PROBLEM

Most food outlets, cafes, salon, spas and entertainment centers don’t experience a uniform
footfall throughout the week. They have a greater footfall on weekends than on weekdays.

This happens largely due to the fact that people tend to limit such spending to once a week
which happens to coincide with the weekends since they’re comparatively free then.

SOLUTION

We aim to bring in the schools and colleges on our platform that we have identified in
Delhi/NCRwhich accounts for a population of students in the first year. (the number grows
yearly).

This population is spread throughout the NCR within the same areas of our vendors.

Information of our vendors (Name, Address, Contact Info, and Discounts Offered) will be
available on our website for our customers so that they got to know about the outlets where
they will avail a discount.

Since our customers are getting a high discount on weekdays than on weekends, students
refrain from limiting their spending and hence would visit these places more on weekdays,
thereby increasing their footfall and contributing in maintaining a uniform throughout the
week.

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MARKET SUMMARY

Currently, there isn’t much competition to us in our target market. Earlier, Amity College had
introduced their Synergy Card which wasn’t very successful because of its limited reach and
steep price.

Also, a Paisa Card was introduced by Delhi University but it too didn’t succeed much since
it provided a discount at very limited outlets.

Our target market consists of school and college students across Delhi/NCR. We aim to be
associated with all 28 universities and 526 schools in Delhi comprising of about 533000
students, 91 schools and 10 colleges of Noida and Greater Noida comprising of about 75500,
11 schools in Indirapuram comprising of about 5500 students, 97 schools and 35 colleges in
Gurgaon,37 schools and 28 colleges in Faridabad. We aim to do this gradually through
different detailed phases.

Our card’s demand arises from need of our customers to afford their ideal student lifestyle,
and restaurant/cafes/entertainment centers/spas/salon owners’ inability to maintain a uniform
footfall throughout the week.

We propose to fulfill this gap by making our card available to our customers at a very
minimal and affordable price. The discounts offered to our customers through our card will
compel students to visit these outlets more on weekdays than on weekends, thereby solving
the problem of maintaining a uniform footfall throughout the week.

COMPETITION

In the current environment, there are many online service ventures which are present in the
food industry. Some prominent ones being Swiggy, Food Panda, Dineout, Gourmet Passport.

Swiggy and Food Panda are basically food delivery apps which provide offers to the
customers on their orders.

Dine Out provides online reservations at restaurants with discounts and offers via mobile
application.

Gourmet Passport provides a Buy 1 Get 1 offer on main course food dishes via mobile
application.

However all the examples that we have mentioned are not direct competitors of MTT. Our
main USP is on two points, first is that we focus on providing discounts on the final bill, this

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gives a sense of simplicity and a sense of trust develops within the customers that they do not
have to spend a huge amount to get a small benefit. SEBIond is that our card provides a
greater discount to customers on weekdays than on weekends.

Since there is no current competition, there are chances that once we have entered the market,
competition may follow. To beat that competition, by then, we would have established a
stronghold in the market. Apart from that, we would have diversified our operations into
more SEBItors like modern retail outlets (Eg.-Big Bazaar, Hypercity, EasyDay), movie
theatres, hotels, cab services (Eg. - Ola, Uber) and flight booking portals. Plus the market
segments we’re targeting would not prefer another service of the same kind they’re already
using.

EXTERNAL ANALYSIS
There are various External factors that would affect the functioning of the business. With the
increase in the income and the standard of living of the population of India, the urge to spend
has also increased. But coping with the increased standard of living, the need by the teenagers
and youth to go and dine out is also increasing but the limited disposable income with the
students becomes a constraint. With MTT card, we try to offer discounts to the students and
address this issue and cater to our customers need.

The social trend that has been growing all around is the increasing footfall in dine in
restaurants, cafes, salons and spas. To cater to the tech savvy generation, we plan to use a
mobile based application to provide the consumers with the list of Restaurants we are
associated with to facilitate easy access to view the offers and discounts available.

As majority of our business revolves only around the Card issued to consumers and the
Mobile application, we consider ourselves as an environmental friendly business.

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PRODUCT
BASIC WORKING

Basic working of our card and how will a student be able to avail a discount from it has been
described below-

1. The student buys the MTT card from us which will be for a very nominal price.

2. The student logs on

to the website with which the student gets access to the names of the
restaurants/cafes/lounges/spas/salons/entertainment centres where the MTT Card can
be used.

The application consists of the list of the merchants which are on our panel:-

 280+ restaurants
 10+ bakeries.
 5 entertainment centres.
 40+ salons/spas

Within areas like:-

 Noida
 Indirapuram
 Mayur Vihar
 Karkardooma
 Greater Noida

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  Vaishali
 The student browses through the restaurants/entertainment centres/salons/spas in that
area on the app and the discounts they are giving on weekdays and weekends.
 The student picks an outlet and walks in with the MTT Card.
 Flashes the card to the attendant at the outlet before purchasing.
 Enjoys the discount as listed on the application on his final bill.

ONION MODEL

POTENTIAL

Convenience
for the
consumers Core
DISCOUNTS
and the Benefit
EXPECTED
vendors.
AUGEMENTED

Premium
Service through
Expanding business
the provision of to Corporate
App and Unique consumers and
consumer No. charging the
Vendors for the
service provided.

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BUSINESS MODEL

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PLAN: EXECUTION
The products that we’re offering are the physical MTT card and the website/application. The
mode of generating revenue is basically focused on selling the cards to the students from the
listed schools and colleges. The use of the website/application will be absolutely free. There
are two basic approaches that we’ve planned through which we would be going about selling
our cards:

1. Convincing the college and school authorities to buy cards from us for all the students
and provide them as a privilege to the students.
 This ensures that the card will be available with each and every student which will
increase our user base significantly.
 One time orders will also ease the production management.
 A sure shot way of having 100% sale in the targeted school/college.
2. If the school/college authority doesn’t feel convinced and don’t want to buy in bulk they
can simply allow us to market our product through the brochure, student unions and
posters. Basically promote the product and show the students how the MTT card can
benefit them and change their lifestyle for the better.
 The students will give their individual orders to the school/college authorities and we
from them will further take the order and produce the cards.
 This provides us an opportunity to have a personal connect with our customers which
is essential for maintaining good customer relations.
 The price of the card that we would be selling it for to the students is INR 300/-.

Also, every year a new batch of students in colleges and schools comes which therefore
increases our market manifold

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PLANNED REVENUE MODELS FOR THE FUTURE

In addition to the original model, in the SEBIond phase, when the validity of the contract
with vendors end (31st March 2020), to renew the contract assuming they got good response
and increased footfall they would now have to pay 1% of the total bill amount to us as
commission for every transaction happening with the MTT card. This opens a whole new
mode of revenue for us.

We also planned to sell out promotional and advertising space on our website and application
for the vendors to promote their service, which opens another mode of revenue generation.

With the market size of more than 500,000 possible buyers, the margin as calculated is
enough to reach the break-even point in the first year itself.

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MARKETING PLAN
The company is confident in the exclusivity of the product and will utilize this to cater to the
ever growing market of food lovers. The market that we are aiming at is huge in potential. It
is the student base of Delhi-NCR, which is as of now totally untapped. The whole of students
from schools (classes 10th, 11thand 12th) to colleges will be targeted and in the future we will
be expanding our consumer base to professionals from the Corporate SEBItor.

We are seeing tremendous growth in the market and we hope to be associated with all 28
universities and 526 schools in Delhi comprising of about 533000 students, 91 schools and 10
colleges of Noida and Greater Noida comprising of about 75500, 11 schools in Indirapuram
comprising of about 5500 students, 97 schools and 35 colleges in Gurgaon, 37 schools and 28
colleges in Faridabad, covering complete Delhi-NCR.

The card will also act as a browsing platform for our cardholders to explore different services
and enjoy privileged discounts. With the market size of more than 500,000 possible buyers,
there is a huge potential in the market.

We will be targeting potential vendors of our proposition through one on one interaction in
the initial stages and explaining to them the various benefits of being associated with our
firm. We aim to bring in the schools and colleges on our platform that we have identified in
Delhi/NCR which accounts for a huge population of students, thereby increasing their footfall
on lean days and contributing in maintaining uniformity throughout the week. Gradually,
through increasing popularity on social media platforms and other websites, we hope to
increase our vendor verticals to Entertainment avenues, spas, hotels, etc.

We’ll promote our card through brochures which we will be providing to students.
Information of our vendors and discounts offered will be available on our website and
application for our customers. Apart from that, we’ll be utilising social media platforms to
promote our product. Our application will help us reach many consumers because of ease of
use and market our product, by providing a detailed description of all our offerings.

MTT’s competitive edge lies in its unique value proposition and its proximity to its target
customers.

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OPERATIONAL PLAN
Our plan consists of:

1. Production and distribution of the MTT cards

2. Development and Management of the MTT application
3. Conversion of vendors (Partnership with our firm)
4. Conversion of consumers through selling of MTT cards

Implementation of the application and distribution channel for the cards is very important and
hence proper strategies must be laid down in order to make sure that things run smoothly.

1. MTT CARDS:
A personalized card with a matte finish which would be used by the students.
For this, we would set up a small unit to manufacture the cards. We will procure
Matte finish sheets and 2 printing machines. These will be directly sourced to the
main office, which will also act as the inventory unit before distribution. The
salesmen will pick up the cards from here for further distribution.
2. MTT APPLICATION:
Set up a core development team, responsible for the development of the main
platform for the application.
A team of moderators would monitor the content on the platform, both posted by
creators under our partner program and by the general users.
3. VENDORS:
In the initial stages of our business setup, we would have to personally meet the
possible vendors to enter into a partnership with them. This would require a lot of
ground work. As the business progresses, the salesmen would be responsible for the
same. The Social media would act as a great platform for propagating our idea and
attracting potential vendors to us.We also plan to sell out promotional and advertising
space on our application for the vendors to promote their service, which opens another
mode of revenue generation.

4. CONSUMERS:
As with the vendors, initially we would have to invest a lot in personally visiting
colleges and schools to explain the concept of the card and the usage of the

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 application and have the respective heads of the institutes popularize our idea. Client-
side management team will deal directly with our clients.

FINANCIAL PLAN

GROWTH RATE OF THE MARKET

We aim to be associated with all 28 universities and 526 schools in Delhi comprising of about
533000 students, 91 schools and 10 colleges of Noida and Greater Noida comprising of about
75500, 11 schools in Indirapuram comprising of about 5500 students, 97 schools and 35
colleges in Gurgaon, 37 schools and 28 colleges in Faridabad, covering complete Delhi-NCR.

GROWTH OPPURTUNITIES

As the card will be valid till 31st March, 2020 i.e. our 1st Phase, we will launch a new card
with more facilities and we aim to expand our functioning to other metropolitan cities like
Mumbai, Bangalore and Chennai. This will open up the barriers for the students in these
cities.

FINANCIAL PROJECTION SUMMARY FOR 3 YEARS

AMOUNT( Rs.)
PARTICULARS
YEAR ENDING YEAR ENDING YEAR ENDING
  31ST MAR'20 31ST MAR'21 31ST MAR'22

REVENUE 3750000 22500000 50000000

CAPITAL EXPENDITURE 35000 25000 50000

REVENUE EXPENDITURE 3121040 14175940 36284472

PROFIT BEFORE TAX 593960 8299060 13665528

TAX@30.9% 194348.64 2572134.54 4238098.152

NET PROFIT AFTER TAX 434611.36 5751925.46 9477429.848

Each MTT card that we offer to consumer costs INR 300 in the first year. We forecasted to
have sales of nearly 12500 units and conSEBIutively growing to 75000 and 160000 in 2nd
and 3rd year respectively which would generate revenue of 3750000 growing to 22500000
and 50000000 in subsequent years. The Capital Expenditure will cover the cost of setting up

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machine for printing cards and the office space required for business. The Revenue
Expenditure will include the cost incurred on transportation, office supplies and Advertising
for the product. We have included Tax @ 30.9% to get the Net profit for the business.

RISK ANALYSIS

One of the risk scenarios that our company can face is if some of the restaurants back out of
the contract before the mentioned contract period which would impact the sales and will also
led to decrease in confidence of the customers in the product. The competition by other
companies offering the same product will also be a threat to the business which can impact
the cost as due to competition we have to lower the cost to compete in the market.

We plan to gain market share by marketing in individual colleges, schools around the city but
if we are not allowed by the authorities to market in the schools and colleges that would
impact our market share, alternatively we can go for below the line marketing. Dishonor of
the contract by restaurants can be one of the risks as restaurants might not deliver what they
promise so we can have a check every 4 months and can maintain better relations with
restaurants in order to have smooth running of business.

Top Management Team:

Our GPS-enabled Advanced Glasses is a smart wearable device that intends to promote road
safety both in India and on a global level. We are aware of the importance of a team that can
support the idea of a world class business that we want to own and promote. This is why we

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are committed to hire the best hands within our area of operations.
At our Company, we will ensure that we hire officers that are qualified, hardworking,
creative, result-driven, and customer-oriented and are ready to work to help us build a
prosperous business that will benefit all the stake holders (the owners, workforce, and
customers). Also, we’ll try to ensure that the vision and goals of our teammates align with
that of the company.
As a matter of fact, profit-sharing arrangement will be made available to all our senior
management staff and it will be based on their performance for a period of five years or more
as agreed by the board of trustees of the company. In view of the above, we have decided to
hire qualified and competent hands to occupy the following positions and their respective
roles and responsibilities are stated as well.
Chief Executive Officer – CEO:
 The job of the CEO would be to increase the management’s effectiveness by
communicating values, strategies, and objectives; assigning accountabilities;
planning, monitoring, and appraising job results; developing incentives; developing a
climate for offering information and opinions; providing educational opportunities.
 Responsible for providing direction to the business
 Creates, communicates, and implements the organization’s vision, mission, and
overall direction – i.e. leading the development and implementation of the overall
organization’s strategy.
 Responsible for signing checks and documents on behalf of the company
 Evaluates the success of the organization
Chief Technology Officer:
 The Chief Technology Officer is charged with establishing governance processes of
direction and control to ensure that objectives are achieved.
 He directs and develops the whole technology roadmap of Advanced Glasses.
 He oversees that the confidentiality, integrity, and availability of the company’s data
and technological know-how is protected.
 He Identifies and implements technology trends and innovations.
 He would also communicate the company’s technology strategy to investors,
management, staff, partners, customers, and stakeholders.
 His team will be tasked with establishing the email service of our company.
 Oversees graphic designer’s efforts to create a company corporate identity and
website.
 Assures that the relationship of our company with vendors and suppliers is well-
managed.
 Responsible of conducting reviews and specification conformance testing.
 Establishes quality assurance process.
 Monitor web analytics regime to ascertain site traffic.
 Implement technical requirements for Internet marketing and search engine
optimization.
 Integrate customer service and support with the software engineering process to
support resolution of customer issues and improve application usability.

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  Responsible for Optimizing Website Functionality for owners of existing websites
and Search Engine Optimisation
Creative Director:
 Serves as project manager of the organization; works directly with employees
 Responsible for designing concepts and winning business proposals for the
organization
 In charge of copy writing and laying out chronological advertisement plans
 Develops strategic plan by studying technological and financial opportunities;
presenting assumptions; recommending objectives.
 Accomplishes subsidiary objectives by establishing plans, budgets, and results
measurements; allocating resources; reviewing progress; making mid-course
corrections.
 Coordinates efforts by establishing procurement, production, marketing, field, and
technical services policies and practices; coordinating actions with corporate staff.
 Builds company image by collaborating with customers, government, community
organizations, and employees; enforcing ethical business practices.
 Maintains quality service by establishing and enforcing organization standards.
 Maintains professional and technical knowledge by attending educational workshops;
reviewing professional publications; establishing personal networks; benchmarking
state-of-the-art practices; participating in professional societies.
 Makes certain that operations and marketing department perform efficiently,
coordinate employee efforts, and facilitate communications between management and
employees
 Ensures that the organization work in line with international best practices.
Chief Marketing Officer:
 Manages external research and coordinate all the internal sources of information to
retain the organizations’ best customers and attract new ones
 Models demographic information and analyze the volumes of transactional data
generated by customer
 Identifies development opportunities; follows up on development leads and contacts;
participates in the structuring and financing of projects; assures the completion of
development projects.
 Oversees proposal documents, negotiate fees and rates in line with organizations’
policy
 Responsible for handling business research, market surveys and feasibility studies for
clients
 Responsible for supervising implementation, advocate for the customer’s needs,
communicate with clients
 Oversees the development, execution and evaluation of new plans for expanding
increase sales
 Creates new markets cum businesses for the organization
 Empower and motivates the sales and marketing team to meet and surpass agreed
targets

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  Researches and advices the organization on current trends in the wearables market to
aid the company with Social Media Marketing.

Chief Financial Officer:

 Responsible for overseeing the preparation of financial reports, budgets, and financial
statements for the organization
 Checks the financial analysis, development budgets, and accounting reports; analyzes
financial feasibility for the most complex proposed projects; conducts market research
to forecast trends and business conditions.
 Responsible for overseeing financial forecasting and risks analysis.
 Ensures that tasks like cash management, general ledger accounting, and financial
reporting for one or more properties are done well.
 Responsible for developing and managing financial systems and policies
 Ensures compliance with taxation legislation
 Handles all financial transactions
 Serves as internal auditor
Chief HR Officer:
 Oversees all aspects of human resource management and industrial relations policies,
practices and operations for an organization.
 Acts as a workforce strategist, organizational and performance conductor, HR service
delivery owner, compliance and governance regulator, and coach and adviser to the
senior leadership team and the board of directors.
 Involved in board member selection and orientation, executive compensation, and
succession planning.
 Functions such as communications, facilities, public relations and related areas fall
within the scope of the CHRO role.
 Oversees the recruiting, selecting, orienting, training, coaching, counselling, and
disciplining managers.

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ROADMAP AHEAD

In MTT we have divided our journey in three phases.

PHASE 1-

In the first phase we intend to cover maximum number of restaurants, spas/salons, and
entertainment centres on our portal. Then we aim to get associated with the colleges and
schools around Noida. The areas covered are Noida, Greater Noida, Indirapuram, Vaishali
and East Delhi. And before we get associated with any other college or school we would be
delighted if we could start our association with Symbiosis.

We have made our website functional (www.mttcard.in). Our customers now have the
comfort of checking online which all outlets are there on our portal and what discounts are
they offering. We also came up with the system of unique id so that the process of home
delivery and take away becomes easy. The unique ID will be there on the card itself, all that
the customer will have to do is tell the unique id while ordering from home. In the first stage
we also intend to increase the area covered in order to increase the number of outlets on our
portal. As of now we have only stretched our hands till East Delhi and NCR, now we wish to
cover the central Delhi and rest other renowned areas.

Despite of this we also aim to make an application for both Android and iOS in the phase 2
so that our customer can easily see the outlets on our portal. Once the app is downloaded
giving them updates will become convenient such as which all restaurants are nearby. This
will also leave as with a competitive advantage.

PHASE 2-

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Now coming to phase 2, we aim to switch to swipe cards for the convenience of both the
customer and the vendor. The vendor will no longer have to maintain the database manually
instead it will happen automatically with a swipe. Also the main change that we will be
bringing in phase 2 is that MTT cards will have to be renewed by both the card holder (the
customer availing our services) and the vendor who is listed on our portal. At first, talking
about the customer. The customers who will be buying our card will have to get it renewed
after 31 March 2020 to continue with the benefits of our services. And similarly the vendor
for whom the services are absolutely free till 31 March 2020 will have to renew with a
condition that they’d be paying 1% of the total bill amount to us as commission for every
transaction happening with MTT card to remain listed on our portal.

Another big step we are planning to take after the 1st phase is that we would be expanding
our market to office employees of start-ups too. Corporates already have their agreed
discounts with major restaurants and brands but start-ups don’t have such contacts to provide
similar benefits to their employees hence convincing them would be much easier. According
to NASSCOM, India has moved to 3rd position in number of startups with the fastest
growing base of startups worldwide. While the United States stands head and shoulders
above all with 83,000 + startups, India with 66% of its population under the age of 35 and an
average age of 28 for entrepreneurs has the perfect demographic dividend to boost its.

PHASE 3-

Five years down the line once we’ve introduced swipe cards and technological advancements
we would be ready to expand to other metropolitan cities. This would be the main highlight
of the third phase. We plan to enter into cities like Mumbai, Kolkata, Bangalore, Pune and
Chennai. This would increase the prospect market fivefold hence augmenting our revenue.

To penetrate into new markets we would require resources and a larger team which we would
be hiring from these places itself. For this to happen we’d be looking for investments so as to
smoothly grab a hold of the market there too.

We will also associate with vendors in different SEBItors like retail, cinema, hotel etc.

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PROPOSAL

Following are the cash flow predictions of MTR for next seven years. This have been
discounted with a cost of capital of 26%. NPV from this prediction comes out to be Rs.
6,62,429 which brings the IRR to 33%. We would be requiring an investment of Rs 2,50,000
from investors. The entire investment will be required in first year itself.

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Since the investment we’re asking is 37% of the Net Present Value of the venture, we’ll be
offering a maximum of 40% equity in return.

EXIT STRATEGIES

M&A – aka Mergers & Acquisitions:

This strategy includes sale of all or a part of your company (either the assets or the equity) to
another person or entity. Acquihiring (acquisition + hiring) can also be considered as a
strategy in a case when buyer is not so much interested in the product as it is in the team and
the talent. This will lead to the closure of the products and services that have been acquired
and will employees will end up being transferred to the acquiring company.

Turning the product into a cash cow:

After we have established a robust business model we will choose to stay independent and
reinvest the profits in the company and aim for upping sales. Part of those profits will be
distributed amongst investors as a dividend, providing liquidity to outside partners while
avoiding the public markets and the obligations that come with it. However, should any
investor feel the need to cash out, we will facilitate the request or make an even better offer to
refinance these investors; potentially even structuring a management buyout.

Private Offerings:

We will conduct a private offering of our shares to individuals or a select group of investors
to raise funds. As the offerings need not be registered with the SEBI and are exempt from
required reporting arrangements, it will allow for existing shareholders to be bought out in a
new fundraiser round. Private offerings are less expensive and will need less time to conduct
since the services of underwriters or brokers are less required.

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Regulation A+:

Being the skeleton version of an IPO, this regulation will allow us to put our company on an
exchange after qualifying. Here we get the benefit of raising money and conforming to
particular stipulations laid down by the Securities and Exchange Board of India (SEBI)
without having to publish accounts publicly or file other mandatory paper works that would
be required of an IPO.

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