Project Company Overview

• A platform for enterprising individuals to become chefs and

provide on-demand, home-cooked meals to corporates,
organizations and individuals
AirBnB for HomeFood
Investment Highlights
Sustainable Business Operations
• Asset Light Model: Uses the HomeChef’’s personal kitchen for
making the dishes
• Lean Delivery: Logistics handled by competent local players
• B2B Play: Generates 35% of revenue from B2B engagement
and has repeat order rate of 33%
FUNDRAISING GOAL • Team Prodigy: Stellar team from Carnegie Mellon University &

US$ 1.5M SRCC with entrepreneurial experience

Proven Scalability
• Scaled operations to a 2nd metro city withn 22 months of
inception
DEAL TYPE
• Uses an automated process for chef curation, which
Equity incentivizes/penalizes chefs based on customer rating

Existing Traction
• On-boarded 1150 HomeChefs in Delhi and 350 HomeChefs in
USE OF PROCEEDS Kolkata
• Currently delivering 1100 meals a day in Delhi and 200 meals in
• Expansion to 7 cities Kolkata
• Team Hiring • 80% of the chefs on-boarded are women, providing employment
opportunities to the domestic middle class and lower class
• Digital Marketing
Baked by Global VCs/Accelerators
• Raised a Seed round from SOSV (the largest seed fund in the
world)
• Graduated from the 6th cohort of ‘Food-X’ (global FoodTech
accelerator)
• Part of ‘Fb-Start’, a Facebook initiative for early stage startups
 HQ: Delhi
Ask: US$1.5M
Company Overview
Project
Offering Use of Proceeds Key Management
Fundraising Goal Geo-Expansion: Expanding to new • BS, Carnegie Mellon University
cities, starting with B’lore and reaching Co-Founder
•
US$ 1.5M 7 cities within 24 months (CEO) Co-Founded BuzzMatch Media, a company in marketing
& editorial space

Hiring: Expanding operations team and
Deal Type
satellite offices in each city
Equity
Marketing: Investing towards digital &
Negotiable social media campaigns and O2O
method of marketing
• BA, Lady Sri Ram College
Co-Founder
• Domain expertise in marketing and PR; running a
(COO)
successful venture BuzzMatch Media for over 6 years
• B.Com Xavier’s College
Co-founder
(CTO) • Co-Founded Pharos in 1994 (provider of email services)
& Sampatti in 2000 (listing platform for real-estate)

Business Overview Market Size - India

Supply Side:
•Chefs are curated through a rigorous process of interviews, food tasting and
are rated against a set of parameters (oily food, packaging, etc)
•Quality is ensured by automation of ‘Chef Curation Process’ where based on
customer ratings the chefs are rewarded/penalized and removed below a
2%
Of total retail food sale
Food Retail
Market
$461B

threshold level (35 chefs removed so far) Food Service

•The Supply Side is restricted to ‘Home-Chef’s’ only hence preventing the
is via online channel Market
$47B
commoditization and standardization of meals

Demand Side:
•Demand is generated through corporate tie-ups, monthly subscription
services to enterprises and online channels
69% Hyper-Local
Food delivery
Source: KPMG Report

Market
CAGR in the hyper-local $1B
Distributions: food delivery market
•Localized 3rd party logistic players are involved in door-to-door delivery of
meals from home-chef to end consumer over next 5 years 2
 HQ: Delhi
Ask: US$1.5M
Growth Strategies and Performance
Cost efficient expansion to Kolkata with zero people on ground
Key Financials Revenue Model
Revenue (in '000$)
• Commission: Charges a 20%-35% commission on Net Order Value of
35.0 each order (65% of total revenue)

Festival season: • Subscription: Tie-up with corporates to offers daily meals, that are
Increased visibility
billed monthly
22.0
• B2B2C: Physical/virtual presence in an organization to tap individuals
15.9
10.1
10.7
6.6
Milestones & Roadmap

A B C D E F G
Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17
Dec Jan Dec Feb Dec Aug Mar
2014 2015 2016 2016 2017 2018 2019

Growth Strategies A Inception of FoodCloud

B Launched operations in Delhi/NCR

• Setup kiosks in malls and public places to sell
O2O
packaged snacks bringing more people on-board C Launched operations in Kolkata
Strategy
at lower cost
D 1000 chefs registered on the platform
• Improving customer conversion rate by targeted
Digital social media campaigns E 35% revenue achieved from B2B revenue stream
Marketing • Using Search Marketing (SEO, SEM) to increase
visibility through paid and unpaid efforts F Launching in 3rd city (Bangalore)

G BreakEven on a company level

Source: Company Data
 HQ: Delhi
Ask: US$1.5M
USP and Tractions
Validated business model in the NCR region with over 1500 registered chefs
Customer Base & Team Market Positioning
Demand Side
• 180,000 meals served so far in Delhi and Kolkata India based
• Caters to 25 corporates and educational institutes in a monthly
subscription fashion USA based

On-Demand
• 80% of the chefs on-boarded are women, providing employment
opportunities to the domestic middle class and lower class Swiggy
(2014, $150M) Zomato
(2008, $250M)
Supply Side
FoodPanda
• 1500 chefs registered (1150 in delhi & 350 in Kolkata) of which 350 are (2012, $320M)
live and 80% women 3 HolaChef
5
Founders (2014, $11M) Hungry
Customer (2016, $2M) FoodCloud
InnerChef

Meal Focused
Service (2015, $4M)
(2014, $0.3M)

5 TownKitchen TinMen Taro

TEAM (2015, $1M) (2015, $1M) (2015, $3M)
Tech Mr. Hot
2 (2014, $0M)
Design 2 Size of the circle shows the Amt. Raised
3 Chef On- Sourcing from Sourcing from
Cloud kitchen
Sales Boarding restaurants home-chefs

KPI’s Transactional Overview

Revenue Run-Rate $300k/year
Date Round Amount Type Investors
Sales Growth Rate 4.5x (2015-17)
May
Avg Order Value $29 Seed $300k $1.3M Post SOSV+ Angel
2016
Source: Company Data

Repeat customers 33% $400k committed

Current Series A $1.5M Negotiable
(existing investors)
# of Chefs on-boarded 1500
Burn $10k/month
 HQ: Delhi
Ask: US$1.5M
Conclusion
FoodCloud has solved the complex operational challenges in ‘Home-Chef Marketplace’ in
the NCR region and successfully replicated it in Kolkata

Strengths Weakness
• Ability to provide multiple cuisines at one stop, thus fulfilling • Dependent on 3rd party logistics to execute a smooth delivery
consumer’s inherent need for choice experience

• Ability to alter the software/UI based on changing customer • ‘Consumer-Experience’ driven business – A small mistake can
requirements drive customers away

• Ability to devise their own delivery radius- increasing margins, • Margins per order are thin
while reducing variation due to external situations (traffic)

Opportunities Threats
• Convenience being the need of the hour for the present-day • Threats from deep pocketed players, who can foray into the
consumer home-made food delivery segment

• The market is growing at 70% annually owing to the increase • Marketing, and publicity can be an expensive affair for the
disposable income company, going forward

• Representation of passionate chefs who can’t take orders and

online deliver