1. A new way to explore.
Ajay Chainani
Andrew Greier
Bethany Halbreich
Jonathan Jeong
Jordann Wine

2. Agenda
• Company purpose
• Problem
• Solution
• Why now
• Market Size
• Competition
• Product
• Business Model
• Team
• Financials

3. Company Purpose
To provide an interactive mobile exploration tool that serves
as a custom guide based on specific interest areas
• Short Term: Provide a detailed guide around NYU’s campus for new and
prospective NYU students:
– Specific to school, interests, and location
– Recommends sponsored local attractions
• Long Term: Expand upon our mobile platform to provide guidance to
consumers globally:
– User generated content
– User rating system
• Value Proposition:
– Buyer: An exciting, customizable, mobile, GPS-based guide
– Seller (Advertiser): Location based advertising that is relevant

4. Problem
Today: When people explore and learn about
physical places, they rely on the internet, word-of-
mouth, tour books, or even guesswork
Pain: None of
these methods
combine guidance,
customization,
mobility, and
credibility

5. Solution
• Value Proposition: An interactive mobile exploration
tool that serves as a custom guide based on specific
interest areas. iGuide is built on the iPhone platform,
leveraging location-based GPS technology, and
powered by user generated content
• “I am a prospective NYU student and I’d like a new
way to explore athletic facilities around campus”
• Why use it?
– Interactive and customizable process
– Cuts search and sorting time
– Specific and credible content
– Fun to use

6. Why Now?
The Evolution
• The tour information industry has not changed much over the years:
– Tour books & tour guides  Tourism information on the internet
• The directory industry however has changed:
– Yellow Pages  Directory information on the internet  Yelp!  Yelp! Mobile
Recent Trends Make This an Opportune Moment
• Technological Advancements:
– iPhones with GPS
– Apple store platform
– Mash-ups
• Clutter of data
• Business Model:
– GPS based advertisements

7. Market Size
Phase I – NYU
• > 80,000 people want to explore NYU in a customized way
• > 40,000 students1 tour NYU each year; enrollment of > 40,000 students1
• Benefit from cyclical admissions and academic process
• NYU is the ideal location for the iGuide platform App:
• Relatively higher penetration of Apple products
• Cosmopolitan surroundings allow for customization in exploring interests
Value of Our Customers
• “I am an NYU Student and I want a new way to explore
Japanese Denim Stores”
• iGuide customers are valuable >12,000
• “Sticky” due to business model >7,500 Downloads
• Leverage the diversity of NYU
Downloads
• NYU students live in & around campus
• Growing applications to NYU >4,000
Downloads
1
NYU Campus Admissions
2
See market size & distribution assumptions

8. Competition
Current Competition:
Competitors Weaknesses Strengths Vulnerability
NYU Welcome Center •Inconvenient •Credible •Not In-depth
Tour •Not customized to the •Questions •Biased
individual •Personable
Campustours.com •Not Mobile •Large database •Does not leverage phone
•Not customizable •Specific information technology
•Biased
Future Competition:
Yelp •Not customizable •Categorized •No guidance provided
•Solely a directory •User-generated content
Not For Tourists •Not interactive •Maps •Does not leverage phone
•Not customizable •Credible Commentary application technology
•Web-based & book
Tour Books •Costly •Book •Not customizable
•Book •Recommendations
•Not detailed enough •Credible
*All competitors mentioned are possible adjacent market entrants.

9. Competition (Cont.)
• Competitive Advantages: • Sustainability:
– Mobile platform – The fact that we have
– User-generated content physical real estate on the
– Customizable customer’s phone and
they made the purchase it
– GPS-based creates high switching
– Cheaper costs.
– As a first mover we will be
• Roadmap to sustain/build this able grow our user-
advantage: generated content faster
– Through four phases of
execution, beginning with
NYU, and eventually
expanding to a global level

10. Competition (Cont.)
Competitive Landscape

11. The Product

12. The Product (Cont.)

13. Business Model
• Revenue Model: Product and Advertising
• Revenue derived from paid downloads of application and location based
advertising
– Charge a marginally higher price in the iTunes Store
– Signals a high quality product
– Induces customer to use application more often improves advertising revenue
– Once the application is purchased, all additional tours are free of charge
– Comparable products range from free (Yelp) to $9.99 (Zagat)
– Relative to the industry landscape, we are in
• Sales & Distribution:
– Apple Apps Store
– Endorsement by NYU
• Pricing:
– average account size and or lifetime value
– Customer pipe line list

14. Team
Board of Advisors (skills/profession):
Patrick Gorman (Founder iFind Group), Professor Norman White
(NYU IOMS Dept. Head)
Also interested in having lawyers, tour industry experts, and
investors

15. Financials
• P&L
• Balance Sheet
• Cash Flow
• Cap table
• The Deal (ask for money and tell why)