130429 biberatica business plan

Your personal waiter

Your personal waiter

Business Plan

2013.04.29

Index

SUMMARY .................................................................................................................................................................... 4

THE VISION: A PERSONAL VALET ON FOOD, A SOCIAL EXPERIENCE ...................................................... 5

STATE OF THE ART ...................................................................................................................................................................... 5

THE BUSINESS MODEL ............................................................................................................................................ 7

THE ROLE OF PARTNERS ............................................................................................................................................................ 8

Nutritional choice-driven associations ............................................................................................................................. 8

Opinion makers ............................................................................................................................................................................ 8

Phone/OS Makers, retailers ................................................................................................................................................... 8

Other services ............................................................................................................................................................................... 8

WHO ........................................................................................................................................................................................... 10

WHAT ........................................................................................................................................................................................ 11

HOW ........................................................................................................................................................................................... 11

SEGMENTATION ....................................................................................................................................................................... 11

POTENTIAL TARGET ................................................................................................................................................................ 13

INTERNAL ANALYSIS ............................................................................................................................................ 15

EXTERNAL ANALYSIS ............................................................................................................................................ 16

MAIN DRIVERS IN RESTAURANT INDUSTRY ......................................................................................................................... 16

The location ................................................................................................................................................................................ 16

The Menu ..................................................................................................................................................................................... 16

Price Range ................................................................................................................................................................................. 16

Community Demographics and Labour Pool .............................................................................................................. 16

The Competition ....................................................................................................................................................................... 17

Promotional Ideas ................................................................................................................................................................... 17

RESTAURANT PEST ANALYSIS .............................................................................................................................................. 17

Political Factors ........................................................................................................................................................................ 17

Economic Factors..................................................................................................................................................................... 17

Social Factors ............................................................................................................................................................................ 17

Technological Factors ........................................................................................................................................................... 17

UPCOMING MARKET TRENDS ................................................................................................................................................. 18

Related to treatment of animals ....................................................................................................................................... 18

Healthy Snacking ..................................................................................................................................................................... 18

Tea Beverages ........................................................................................................................................................................... 18

Mediterranean Foods ............................................................................................................................................................. 19

COMPETITORS .......................................................................................................................................................................... 19

FIVE FORCES ANALYSIS ........................................................................................................................................................... 21

POTENTIAL ENTRANTS – HIGH THREAT ............................................................................................................................... 21

BUYER POWER – HIGH THREAT ............................................................................................................................................. 22

SUPPLIER POWER – HIGH THREAT ........................................................................................................................................ 22

THREAT OF SUBSTITUTES- LOW THREAT ............................................................................................................................. 22

INDUSTRY RIVALRY – MEDIUM THREAT ............................................................................................................................... 23

SWOT ANALYSIS ..................................................................................................................................................... 24

STRENGTHS ............................................................................................................................................................................... 24

WEAKNESSES ............................................................................................................................................................................ 24

OPPORTUNITIES ....................................................................................................................................................................... 24

THREATS ................................................................................................................................................................................... 24

A MARKET PENETRATION AND GROWTH STRATEGY .............................................................................. 26

COMMERCIAL ROAD MAP ........................................................................................................................................................ 26

Market segments ...................................................................................................................................................................... 26

Geography ................................................................................................................................................................................... 27

Niche Markets ............................................................................................................................................................................ 28

Food allergies ............................................................................................................................................................................ 28

Food intolerances .................................................................................................................................................................... 30

Auto-immune disease ............................................................................................................................................................. 30

Halal/Kosher Diets .................................................................................................................................................................. 31

Vegetarianism ........................................................................................................................................................................... 32

Potential market base............................................................................................................................................................ 32

Potential Italian market base ............................................................................................................................................ 34

ECONOMICS .............................................................................................................................................................. 36

THE TEAM ................................................................................................................................................................. 39

Summary

Everyday, millions of people worldwide are made unable to fully enjoy a satisfying customer

experience at the restaurant, one which is compatible with their taste and needs. Helping people

live the best food experience, wherever they are and whenever they want is our mission.

For example, every time someone puts his/her traveller’ shoes on, one of the biggest threats to

the best traveling experience comes from language. Imagine yourself travel in a foreign country,

and sit in a local restaurant. Everything looks delicious, but you cannot understand a bit of what

is written on the menu. You just take a leap of faith, trying to do what the locals do, but … too

bad, faith won’t be of any help when you’ll find out that you are actually allergic to the delicious

food you are already eating. That might sound harsh or exaggerate, but the risk is quite real and

millions of people face it every day because of different reasons: coeliac disease, food

intolerances or allergies, and – why not – deliberate religious or lifestyle choices as being a

Muslim, Jewish or simply vegan or on a diet. Customers’ needs are a precious source of in-

formation to restaurateurs. And leaving things to fate might cause huge economic and legal

inconveniences.

For final consumers the pain is about time waste to understand what the restaurateurs can offer

and if that suits his/her needs and taste. This is not only related to language; the pain relates to

the possibility that the chosen restaurant fits personal requirements of the consumer in terms of

taste, health, extra services. How can consumers find the closest restaurant which better suits

their needs?

From the restaurateurs’ point of view, the opportunity is about taking advantage of their

possibility to differentiate in the highly competitive market of food by means of specialized and

more customer tailored services.

Biberatica will allow consumers stop gesticulating to waiters and try to understand the menu. In

2013, the menu will understand you. Biberatica will disrupt the concept of menu, turning it into a

personal valet that speaks your language and knows your needs. It never goes on vacation and

will always be one fingertip away.

Biberatica is a desktop and mobile platform meant to solve all of the aforementioned problems

and many more, while reducing management and marketing costs for restaurateurs. It runs on

off-the-shelf hardware, does not require any huge or long term investment and will be available

through easy and safe digital download. The only requirement for the restaurateurs is to have a

fine working Mac or PC and a wireless network, while their guests would only need their own

smartphone or tablet.

Biberatica needs an initial seed of about €200k for the deployment of the basic version and set

up of the needed operational structure. Further, it will need for more €300k of investments to

reach maturity in terms of more features and scalable operations, compatibly with the

estimated growth of customers base.

The Vision: a personal valet on food, a social experience

Biberatica’s vision is to create a marketplace meant to meet the demand for custom-tailored,

high level food experiences for the heterogeneous panorama of restaurant industry. Revenues

are generated based on a subscription model. As its predecessor (the good old menu),

Biberatica will be free for every hungry or thirsty customer. Restaurateurs are the only ones in

need of a license, which will be comfortably affordable and renewable even on a monthly basis.

Thanks to Biberatica, restaurateurs can pretty much cut all of their costs for menu prints, paying

instruments and marketing efforts. This will give them a competitive advantage over their

competitors. Biberatica will be available for download from the official website and the most

famous online “app stores”. Biberatica is looking forward to serve the best food experience ever.

This idea will give restaurateurs the advantage of providing their customers with a completely

innovative and custom tailored service. Clients will be enabled geo-localize their most

compatible restaurants and to enjoy a satisfying food experience supported by a personal valet.

Food is culture and providing people with this powerful instrument will differentiate Biberatica

in the market of services for the restaurant industry. The goal for Biberatica is to impose as

leader in this market, progressively integrating services meant to enrich the consumer

experience, making it social.

State of the art There has been an increase in how the restaurant industry invests on technology to improve

their customer experience. Different players are now playing and willing to play into the market

and some of them have been able to gain highly respectful customers (as Hilton for Conceptic

Ltd.). This trend knows no boundaries of market segmentation, as demonstrated by the efforts

made by companies like Hilton and McDonald’s, but also from significantly smaller “fusion”

restaurants. McDonald’s has already started the deployment of a new tablet-based plat-form in

one of their stores in Virginia Beach (Virginia, U.S.A.) and independent developers are pushing

tablet based solutions as replacements for the wide popular Points of Sale1. The in-vestments

those developers and their customers are making, clearly set the stage for a variety of solutions

that aim to help the food industry increase their sales and margins. But there is still no sign of a

market leader, nor of a “good enough” solution to a problem that has never been precisely

identified. It is our belief that this might be happening because no player pinpointed the real

problem of this market yet.

In Italy, the industry of commercial restaurants makes about €48.8bln in revenues and has more

than 228,000 restaurants.2 During the past 30 years, demand has raised at a pace of 4% per year.

Restaurants have more than 50% of market share, followed by 30% of “pizzerie”. The smallest

average expense per consumer is over 30€. We believe we can help profit figures rise thanks to

1Mendiola, José. “McDonald's pone a disposición de susclientesiPads en uno de susrestaurantes”. Engadget.com.

Web. October 10, 2012. Last visit: October 20, 2012.

Matyszcyk, Chris. “McDonald’s offers free use of iPads”. CNet.com. Web. October 19, 2011. Last visit: October 20,

2012

Shapiro, Carolyn. “Have an iPad with yourmeal. Butit’snot to go.” hamptonroads.com / PilotOnLine.com. Web. Oc-

tober 7, 2012. Last visit: October 20, 2012. 2

Martirano, Manuela; Valdameri, Emilio. “La ristorazione in Italia: andamento del mercato” Università IULM.

August 1, 2008. Web (SlideShare). Last visit: October 2012.

ANON, “Il gran mondo del mangiare bene” Il Sole 24 Ore.Web. September 1, 2011. Last visit: October 20, 2012.

the savings Biberatica will induce both for small and global customers. This under-lines how

much Biberatica aims to serve as a tool to increase effectiveness, productivity and efficiency of

restaurants, causing savings and higher volumes of transactions as a consequence.

Revenues will be determined by the licensing fees for the restaurateurs and the individual

agreements with the biggest realities, such as restaurant chains. We are determined to keep the

fees as low as possible to determine the highest adoption rate possible, creating different tiers

for different sets of customers (such as bars, pubs and restaurants).

From a marketing perspective, the market will be addressed in two phases. During the first

phase, Biberatica will be rolled out with a clear focus on markets with vertical and very specific

needs, such as coeliacs, allergics, vegans and vegetarians. Those markets will be addressed

through specific agreements to be established with their relating category associations and by

means of some initial basic investment in commercial force. Biberaticaintends to use this first

phase to refine the features of the service to be provided to the wider, generic restaurant

industry. With the second phase, we plan to expand proposing a more mature service and

spread the brand worldwide through investments meant to expand the commercial force and,

most of all, by means of campaigns of viral marketing. We count of word of mouth: the clients

with special needs pay a lot of attention to the search for restaurants compatible with their

needs and are very active on socials and specialized sites.

The Business Model

Every restaurateur is a service provider. As such, the objective is to have their tables as much

occupied as possible. A bigger customer base would increase the possibility to reach that goal.

Following this target with low extra-cost and, possibly, improving the ability to efficiently man-

age the store and the capacity, can certainly be considered a value to them.

Consumers tend to look for restaurateurs that can satisfy their needs. Finding a service which

suits their needs, certainly increases their fidelity as consumers.

Our model wants to build a market place where the demand of personalized services (that of

final consumers) meets the offer of customer tailored, differentiating opportunities man-aged

by restaurateurs.

Target Value Proposition

Ge

ne

ral

Restaurateurs (niche AND non-

niche) who want to widen their

potential markets

Increase their appeal on tourists by offering them a

custom tailored service using their own language

and knowing their taste and specific needs, so that

they can better serve them.

Ease the work of their waiters and allow them to

serve their customers faster.

Consumers Live a personalized, easy and rich food experience.

Be part of a rich social experience on food.

Sp

eci

fic

Restaurateurs (non-niche) who do

not invest in marketing tools

because of costs/resources/FUD

(Fear, Uncertainty, Doubt)

Reach the same results of expensive marketing

campaigns with a low cost and simple to use tools

that grant total control over their marketing costs

and results. No contract locks, opt in and out

whenever they want. No hidden fees, choose what

to pay for. Join a network of trust!

Restaurateurs (non-niche) who

already invest in marketing with

3rd party tools

Start their own marketing campaigns; manage them

by themselves (no need to rely on third party

marketing policies and services). Full control over

the number and the extent of the deals they want to

offer.

Gain customer loyalty by providing a tailored and

personalized service.

Let customers be part of their workforce, involving

them into a rich social experience.

Restaurateurs who were/are put in

trouble by the market of reviews

and ratings

Promote a differentiating quality of service through

a trustworthy and reliable (coming from final

consumers) reviewing system that avoids anyone

from blackmailing them for paid reviews.

Stop unverified sources from threatening their

business and causing them losses.

Target Value Proposition

S pConsumers (niche) Start exploring new places without the need to nit-pick

The role of partners Partnerships are going to have a key role in the success of the business model. Following are

listed the main types of partnerships.

Nutritional choice-driven associations

We want to co-operate with those associations from day one in order to learn how Biberatica

behavior can be improved for their needs (which are more restrictive than other people’s, thus

more interesting from a marketing-point-of-view).This could grant Biberatica feedbacks, but

also audience and visibility.

Opinion makers

The service will be introduced officially to opinion makers and influencers with significant

visibility both to the general audience and the professional one. It is a must to shed the light also

via those communities who are focused on traveling experiences.

Phone/OS Makers, retailers

In the long distance, partnerships may even be established with operators such as Google or

Nokia/Microsoft, or retailers such as Vodafone, to include Biberatica as a pre-installed app on

those phones with custom firmware.

Other services

Biberatica will provide APIs for integrating it with existing or future services, such as

OpenTable, Cibando, and so on.

the menu for their needs. Get the dedicated care of

specialized bistrots in every restaurant.

Consumer (everyone) Help the waiters serve them faster, no need to call for

their attention. The waiter becomes a complement

(culture, experience) to the food experience.

Turn every special food experience to a social

experience, by sharing their thoughts on the places you

go while being rewarded for it (e.g.: special offers,

coupons). Enjoy a personalized menu that is based on

their personal taste and needs and speaks their

language, in their country as in the rest of the world.

Revenue Streams

Cost Structure

Key partners Key Activities Value Propositions Customer Segments

Key Resources

Customer Relationships

Channels

Partnership will be created with the most spread web

information services and bloggers specialized on food

and tourism advising. This will contribute to promote

awareness. More partnerships will be considered with providers of

complementary services such as restaurant web

booking and coupons. This will enrich the global offer,

increase the interest on the aggregate service and

contribute to speed up reaching the critical mass of

users, contemporarily reducing the chicken-egg risk

related to creating a new market place (that of food

addicted). Partnerships will be established with freelance

interpreters (having experience with food industry), to

support Biberatica with the translation service, based

upon an on demand service.

Software development. Database design and maintenance. System scalability. Graphic design and usability. Language translations. Start up: create direct commercial relationships with

restaurateurs, according to a commercial policy aimed at

covering the most attracting touristic sites in the world. Maturity: develop and maintain a rich client restaurateurs

version to provide them with more and more value

addedservices. Distribution Channels will be based on Web and App

technologies. Customers relationships will be managed in terms of

personal assistance to restaurateurs. Final consumers will

contribute to create the social experience. Revenue Streams will come from fees paid for basic and

premium services provided for dynamic management of

menus by restaurateurs.

Restaurateurs

Unleash restaurateurs’ will for offering their customers

a new, high level of hospitality through a personalized

service. Get rid of natural and artificial limits on food

experience such as language, limited information,

physical barriers. Provide restaurateurs with the possibility to easily and

conveniently differentiate in a highly competitive,

mature and traditional market. Give restaurateurs the possibility to independently act

marketing policies on price and service promotions,

through a customer tailored experience proposition. Consumers

Give consumers an enriched, personalized and social

food experience, wherever and whenever they want.

The needed human resources include expertise on software engineering and programming, sales,

business planning and development, strategy and web

marketing, design. The needed computing capacity will be sourced as a service

and on the cloud. The financials estimate a seed of €300,000 to start up and

deploy the starting web based version which will allow to

begin penetrate the niche market. A further first round of

financing will give the chance to estimate what needed to

improve the system and start penetrate the global market. We plan to patent the design and algorithm through which

the smart-phone app will learn on consumers’ taste and

needs.

Personal Assistance will be offered to support restaurateurs

managing the content of their commercial proposition. For final consumers the experience is going to be social. They

are going to co-create the content of the globally shared food

experience.

The distribution channel will be the Web. During the startup phase a strong commercial plan will be deployed to spread awareness and reach the critical mass of users. For this

reason a dedicated commercial force will be used and we are

going to take advantage from low cost trip possibilities and an

accurate commercial covering strategy aimed at serving the

main towns in Italy, Europe and then Worldwide. At a later stage, we count on word of mouth and Web. We will also count on partnership with the main tourism advisors

web sites and niche categories’ associations. Demo videos will be created on YouTube and integrated with

socials to share and help evaluate the value proposition. All the channel will drive restaurateurs to autonomously buy

Biberatica services from the dedicated Web site. Final Consumer

will download the app from Apple and Android stores. They will

gain awareness through plates that will be showcased by the

member restaurateurs and by means of the social experience

(word of mouth). The post purchase customer support will be provided (e-mails and

phone) by third party work force the will be integrated and

formed as long as the customer base will grow.

The commercial strategy will be first focused on niche

markets; that’s because it is aimed at making the

starting service mature enough to be later used to

penetrate a more general market, that of food

addicted. Niche markets are those where the demand

for more personalized services is higher, such as

coeliacs, vegetarians and vegans, food allergics and

intolerants. The awareness will be reached through

promoting the service on specialized sites and socials. This first focus will be essential to improve easiness

and effectiveness of the app that will learn from

consumers taste and needs. The second phase will be devoted to addressing

markets of passionate and tourists. The awareness will

be boosted by partnerships with the most spread

specialized sites providing mass market with touristic,

complementary information and food opinion makers’

blogs and sites.

Restaurateurs are willing to pay for the possibility to: • Differentiate their services proposing a customer tailored, highly personalized experience • Promote them becoming part of a social experience • Increasing their visibility and marketing potential • Expanding their customer base through better valuing their added value services • Making efficiency on menu proposition, store and personnel management

Revenue will come from monthly fees being paid by restaurateurs for having published their menus and commercial propositions. Extra revenues will come from supplementary packages such as different language translations and support for content management editorial activities. The app to the final consumers will be provided for free.

Costs are mainly related to developing and maintaining the web site and the app. During the start up phase, extra cost will be allocated to deploy the commercial strategy.

The Market

Here we focus on final consumers’ drivers to categorize our target, which is restaurants.

The restaurant industry for the final consumers can be considered as operating according two

different strategies. One is a B2B, (read: catering and canteens) and the other – far more popular

– is a B2C (single restaurants, branded food chains and so on). The food related services provided

by hotels and highway stops also fall into the latter category, the one Biberatica is after.

Who The consumer experience in the B2C of restaurant industry is illustrated in the “WHO” axis of our

graphic representation.

The first category of that field represents the general consumer, the one who wants his/her

appetite to be satisfied within a reasonable or low budget. The operators of this category are, for

example, the widespread pizza/pasta/Japanese/Chinese restaurants. In order to make an easier

reference to this segment of the market, we will refer to it as “conventional”.

The other category (named premium) is populated by more demanding customers (high

segment, top spender) who demand a more rewarding, differentiating food experience because

of their need to claim a higher status or because of the concept of celebrating something or

someone remarkable. They require being more comfortable than in conventional restaurants and

claiming the need for something more than just the food, some exclusivity. This kind of customer

may also be in need of dedicated attentions on the quality and kind of food – as for religious or

social choices, regimens or allergies. Vegans, for example, fall into this category.

type of food (general)

foodexperience (basic)

premium (extendedexperience) conventional (stand alone experience)

service (relationship through waiter/maître)

Foodvariety (wide)

Needs of customers (WHAT)

Groups of customers (WHO)

Technologicalalternatives (HOW)

brand/location (exclusivity)

Value addedservices

quality/price (general level) type of food (specialized)

quality/price (high level)

foodexperience (rich)

What The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.

They are mainly related to the nature and variety of food but are influenced by the quality/price

ratio as main factor. In this scenario, eating at a restaurant is regarded as an experience that goes

beyond our primary needs, and is affected by parameters

service and reliability of the staff, the brand. The higher the market segment is, the richer their

food experience needs to be.

How Restaurateurs differentiate according to several drivers, as described on the “HOW

The main driver is represented by the variety of their offer: one of the most important needs of

their customers is to be able to choose, among a list of possibilities, the ones that fit their needs

and taste at best. According to this need, restau

according to their experience and possibilities in order to address the largest potential audience.

This factor is decisive in raising the costs related to managing a restaurant because it requires to

properly handling an expensive and not durable store. This cost can only partially be mitigated by

the cyclic nature of the demand, which is related to the geographical location and climate

variations.

The classic and mature interface between the restaurant and

does he act as a counselor, but as a seller as well and is crucial in the quality of service as

perceived by the final customer. Even if its role plays a central part in how the customer perceives

the food experience, it is just a part of it: word of mouth, newspapers and other information

sources do still have their weight in the equation, highlighting how much a food experience is

really a cultural one.

The location where the service is provided is also very important, a

such as the proximity, the exclusivity (downtown restaurants are usually more elegant and

expensive, for example),and the environment.

Brand is also very representative for the segmentation and the associated values, as it

huge part of the customer experience.

The offer of value added services (VAS) might set one offer worlds apart from one other. For

example, this might be achieved by offering a private parking space or a kindergarten, support for

customers with disabilities or allowance for pets.

Segmentation The highest segment is the most demanding and has top spending potential. It is a customer base

that looks for the richest food experience by choosing the more exclusive restaurants and asking

for unique solutions adequate to their standards. They ask for more specialized food,

sophisticated but still with an important variety. Not only do they appreciate value added

services,but also need their status to be acknowledged and displayed, and that is not just a

matter of money but a matter of choice. This is why this segment also includes niche markets

The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.



beyond our primary needs, and is affected by parameters such as location, atmosphere, quality of


Restaurateurs differentiate according to several drivers, as described on the “HOW



and taste at best. According to this need, restaurateurs tend to offer the widest possible choice



ly handling an expensive and not durable store. This cost can only partially be mitigated by


The classic and mature interface between the restaurant and its guests is the waiter. Not only



is just a part of it: word of mouth, newspapers and other information


The location where the service is provided is also very important, and is related to several factors


expensive, for example),and the environment.

Brand is also very representative for the segmentation and the associated values, as it

huge part of the customer experience.



disabilities or allowance for pets.

The highest segment is the most demanding and has top spending potential. It is a customer base


utions adequate to their standards. They ask for more specialized food,




11

The needs of final consumers (those who sit at the tables) are placed on the “WHAT” axis.



such as location, atmosphere, quality of


Restaurateurs differentiate according to several drivers, as described on the “HOW” axis.



rateurs tend to offer the widest possible choice



ly handling an expensive and not durable store. This cost can only partially be mitigated by


its guests is the waiter. Not only



is just a part of it: word of mouth, newspapers and other information


nd is related to several factors


Brand is also very representative for the segmentation and the associated values, as it might be a



The highest segment is the most demanding and has top spending potential. It is a customer base


utions adequate to their standards. They ask for more specialized food,




such as those who pay more attention to nature and quality of food (think of customers with strict

vegan or kosher preferences).

The medium/low segment is represented by less demanding customers, more willing to have just

a satisfying food experience outside home. Variety of the offer still plays an important role, but it

is way less sophisticated, while the importance of the quality/price ratio becomes more

important.

Premium

Customers





d, while the importance of the quality/price ratio becomes more

Premium

Customers



Generic and

specializedfood

Higherprice

Richfoodexperienc

e

12




d, while the importance of the quality/price ratio becomes more


Higherprice

Richfoodexperienc

Potential target Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of

their offer. The idea is to provide their guests with an app for smartphones and tablets that will

help them find the right and the best places for their wishes, providing them with a personalized

menu that will showcase the offers of the connected restaurants.

Biberatica should allow highly segmented restaurants to enrich their distinguishing offer,

promoting their value added services and integrating them with a customer tailored approach.

Biberatica’s features would enrich the customer experience for the medium segment as well, b

offering conventional consumers the possibility to enjoy a more personalized service and giving

their restaurateurs the possibility to better differentiate and pursue their market.


Conventional

customers

Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of

o provide their guests with an app for smartphones and tablets that will


menu that will showcase the offers of the connected restaurants.

low highly segmented restaurants to enrich their distinguishing offer,


Biberatica’s features would enrich the customer experience for the medium segment as well, b





Genericfood

Lower quality/price

Common

foodexperience

Service

food variety

13

Biberatica aims to give restaurateurs the instruments to vastly improve the reach and quality of

o provide their guests with an app for smartphones and tablets that will


low highly segmented restaurants to enrich their distinguishing offer,


Biberatica’s features would enrich the customer experience for the medium segment as well, by




ower quality/price

foodexperience

This is how Biberatica’s concept will allow to cover the envisioned requirements according the

three conceptual directions.


Conventional and

premium

customers

Value added services

Brand/location

Food variety

service/regard




General and more

specializedfood

Medium and

higherquality/price

14



eneral and more

specializedfood

Medium and

higherquality/price

Richer

Food

Experience

Internal analysis

The main weaknesses are related to not having a pure software developer in the team. But this is

compensated by a strong internal software engineering competence.

Strong and mature professional networks will provide the

partnerships with complementary services, software developers, translators, go

channels.

FirmInfrastructure

Human Resource Management

Technology

Procurement

Inbound

Logistics

Operations

Social content is going

to be procured

through viral and

cheap social

campaigns

Software Engineering

strong internal

competence.

Partnerships with

externaldevelopers.


compensated by a strong internal software engineering competence.

Strong and mature professional networks will provide the necessary relations to create

partnerships with complementary services, software developers, translators, go

Human Resource Management

Operations Outbound

Logistics

Marketing

and Sales

Service

A strong commercial

effort will be spent,

supported by strong

niche categories

partners.

Software will be

developed externally

according to internal

design. Social

management and

support to

restaurateurs will be

provided by dedicated

workforce. Menu

translationswill be

provided on demand.

15


necessary relations to create

partnerships with complementary services, software developers, translators, go-to market

Service

A strong commercial

effort will be spent,

supported by strong

niche categories

partners.

External Analysis

As of the market analysis made so far, the target market is that of providers of any possible food

experience. From this viewpoint even automatic vending machine providers may be a possible

target. Considering that of restaurateurs as potential target is just a way to focus on a specific

market.

Main drivers in restaurant industryRestaurateurs are the main target of Biberatica, its main source of revenues. Here we analyze the

main drivers in this industry.

The location

The location of a restaurant is crucial.

parking and the rent must be afforda

not too close to other restaurants of the same type. It also takes having a clean, attractive space

where people will want to spend time. Ideally, the restaurant will also be in a location that h

foot traffic and is close to public transportation.

The Menu

The restaurant's menu should contain items that appeal to a variety of tastes. Since people are

becoming more health conscious these days, it's important that the menu offers a variety of

healthier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection

of beverages and desserts is also important, as most restaurants find these items to h

highest profit margins.

Price Range

The price range of a restaurant’s menu should be comparable to that of other similar restaurants

in the area where it is located. In general, restaurants that offer breakfast items for

items for €6-€12 and dinner items for €10

Community Demographics and Labour Pool

It takes considering the composition of the population in the selected target community. Is it an

older, established area, one with a lot of young single people or one with a lot of families with

kids? When deciding on the menu a

menu and prices are appropriate for the community where it is located. It’s also important to

know about the available labor pool and to be sure that there are a sufficient number of younger

people, as waiters, waitresses and other help normally fall in this group. Proximity to public

transportation will also be important for the employees.

3 KING, B.J. “Restaurant Marketing Analysis”




Main drivers in restaurant industry main target of Biberatica, its main source of revenues. Here we analyze the

The location of a restaurant is crucial.3 It needs to be close to target customers, have available

parking and the rent must be affordable. It must be in a well-known, easily accessible area, but


where people will want to spend time. Ideally, the restaurant will also be in a location that h

foot traffic and is close to public transportation.



thier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection

of beverages and desserts is also important, as most restaurants find these items to h

nt’s menu should be comparable to that of other similar restaurants

in the area where it is located. In general, restaurants that offer breakfast items for

€12 and dinner items for €10-€25 will get the most business.

mographics and Labour Pool



kids? When deciding on the menu and price range for the restaurant, it takes to be sure that the



eople, as waiters, waitresses and other help normally fall in this group. Proximity to public

be important for the employees.

Restaurant Marketing Analysis” eHow. Web. Last visit: 2013.01.20

16




main target of Biberatica, its main source of revenues. Here we analyze the

It needs to be close to target customers, have available

known, easily accessible area, but


where people will want to spend time. Ideally, the restaurant will also be in a location that has



thier and lighter items (e.g. low fat, low sodium, low calorie and vegetarian). A good selection

of beverages and desserts is also important, as most restaurants find these items to have the

nt’s menu should be comparable to that of other similar restaurants

in the area where it is located. In general, restaurants that offer breakfast items for €4-€7, lunch



nd price range for the restaurant, it takes to be sure that the



eople, as waiters, waitresses and other help normally fall in this group. Proximity to public

. Web. Last visit: 2013.01.20

The Competition

It’s important to be aware of other successful restaurants in the area, understand their

and evaluate their menus and prices before finalizing a proper menu.

Promotional Ideas

Several different techniques are used to drive business to a restaurant. Distributing flyers and

coupons and taking an ad in the Yellow Pages are usually succe

good idea is to hold an opening reception, where the restaurant offers samples of some of the

served foods. More expensive options include billboards and direct mail campaigns, and

advertising on cable TV and local radio sta

advertising work best for a restaurant

Restaurant PEST analysis

Political Factors

Political factors deal with the degree to which the government influences and controls

businesses.4 For a restaurant, the most important factors will be health regulations relating to

food preparation. A restaurant will be affected by factors that affect other businesses as well,

such as tax rates and labour laws.

Economic Factors

Economic factors are extremely important to a restaurant. This is because restaurants are a

luxury, not a necessity; people must have the disposable income to spend at a restaurant.

Economic growth is, therefore, extremely important for restaurants. A restaurant wi

affected by the economic factors that affect most businesses such as the co

inflation.

Social Factors

The social factors of a market will have a huge impact on a business. For example, in a very

health-conscious market a restaur

prefer high fat foods, they should not. Another important social factor is the attitude that people

have toward restaurants and eating out; a restaurant stands a much better chance in a market

where people prefer to eat out than in one in which

Technological Factors

In general, the restaurant industry is a low

demands in a market, this may make it difficult to

specialized equipment is the largest technological factor. For example, if all the pizzerias in a

4WENDEL, C “Restaurant PEST Analysis” eHow. Web. Last visit: 2013.01.20

It’s important to be aware of other successful restaurants in the area, understand their

and evaluate their menus and prices before finalizing a proper menu.


coupons and taking an ad in the Yellow Pages are usually successful low-cost options. Another



advertising on cable TV and local radio stations. Understanding what kind of promotions and

advertising work best for a restaurant can be crucial to its success.


For a restaurant, the most important factors will be health regulations relating to


h as tax rates and labour laws.

factors are extremely important to a restaurant. This is because restaurants are a


Economic growth is, therefore, extremely important for restaurants. A restaurant wi

affected by the economic factors that affect most businesses such as the co


conscious market a restaurant should offer healthy foods, while in a market where people



where people prefer to eat out than in one in which people prefer to stay at home.

In general, the restaurant industry is a low-technology industry. If there are strong technological

demands in a market, this may make it difficult to enter the market. In the restaurant indus


WENDEL, C “Restaurant PEST Analysis” eHow. Web. Last visit: 2013.01.20

17

It’s important to be aware of other successful restaurants in the area, understand their clientele


cost options. Another



tions. Understanding what kind of promotions and


For a restaurant, the most important factors will be health regulations relating to


factors are extremely important to a restaurant. This is because restaurants are a


Economic growth is, therefore, extremely important for restaurants. A restaurant will also be

affected by the economic factors that affect most businesses such as the cost of capital and


ant should offer healthy foods, while in a market where people



people prefer to stay at home.

technology industry. If there are strong technological

enter the market. In the restaurant indus-try,


market use specialized ovens to cook their pizzas quickly, then it will likely be necessary to

acquire such an oven to compete with these restaurants.

Upcoming market trends

Related to treatment of animals

Western countries consumers are becoming increasingly concerned about the treatment of

animals before they are slaughtered, and are turning to such foods as vi

certified as halal or kosher, both types of foods must go through extensive testing and

observation, so consumers know that they are receiving quality products. As the Muslim

population in North America and Europe expands and as d

Jewish consumers grows, the halal and kosher markets are expected to see even greater growth

in the future. In addition, the idea that Halal and Kosher certifications will be used as an added

level of food security assurance i

introduced to non-traditional consumers through education.

Healthy Snacking

There has been an overall snacking trend internationally, with particularly healthy snacking

experiencing significant growth. Consumers are opting to purchase quick food solutions that are

both nutritious and satisfying.

An increasing number of consumers are purchasing high

Fruit is the most popular snack among children ages 2 to 17.

According to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This

presents an opportunity for manufacturers of healthy snacks that are both tasty and kid

Humus and falafel chips are becoming the healthier snack altern

dip.Granola bars now come in a variety of flavors, and there are many gluten

organic options available.

Tea Beverages

Tea is gaining significant popularity as more options become available, and is current

second most popular beverage world

Tea appeals to a variety of ethnic groups, ages and to both males and females. Sales of tea

products continue to grow every year, especially with increasing consumer awareness of the

many health benefits associated with this beverage.

According to a recent study by Nielsen, specialty tea grew by 5% in 2010, while decaffeinated and

caffeinated tea each grew by 1% and 2% respectively.

5GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”

2013.02.12. http://www.ats-sea.agr.gc.ca/inter/4367


oven to compete with these restaurants.


animals before they are slaughtered, and are turning to such foods as viable alternatives.



population in North America and Europe expands and as demand from non



level of food security assurance is gaining steam and these processes will be increasingly

l consumers through education.


h. Consumers are opting to purchase quick food solutions that are

An increasing number of consumers are purchasing high-protein snacks as meal replacements.

Fruit is the most popular snack among children ages 2 to 17.

ing to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This

presents an opportunity for manufacturers of healthy snacks that are both tasty and kid

Humus and falafel chips are becoming the healthier snack alternative to traditional chips and

dip.Granola bars now come in a variety of flavors, and there are many gluten

Tea is gaining significant popularity as more options become available, and is current

second most popular beverage world-wide, after water.



benefits associated with this beverage.


caffeinated tea each grew by 1% and 2% respectively.

GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World” ATS

sea.agr.gc.ca/inter/4367-eng.htm#j

18



able alternatives.5 To be



emand from non-Muslim and non-



s gaining steam and these processes will be increasingly


h. Consumers are opting to purchase quick food solutions that are

protein snacks as meal replacements.

ing to Mintel, close to 50% of children living in the U.S. snack almost four times a day. This

presents an opportunity for manufacturers of healthy snacks that are both tasty and kid-friendly.

ative to traditional chips and

dip.Granola bars now come in a variety of flavors, and there are many gluten-free, dairy-free and

Tea is gaining significant popularity as more options become available, and is currently the




ATS-Sea. Web. Last visit:

Fermented tea beverages, such as iced green tea and kombucha tea,

increasingly popular because of their relation to digestive hea

Mediterranean Foods

Many consumers consider Mediterranean foods to be much healthier and contain a higher

proportion of nutrients. Food items, which have especially

oil, fish, herbs, spices and red wine.

There is growing consumer awareness of the health benefits, quality and taste of these products,

which are believed to fend off health problems like heart attacks, Alzheimer's

diabetes.

Competitors Focusing on the more specific market of companies providing App and Web Sites services to

restaurant industry, our map shows a set of competitors. Most of them provide

applications meant to support waiters. The ones who focus on the final consumer are developing

complementary supportive services but are very little focused on customer’s experience.

Fermented tea beverages, such as iced green tea and kombucha tea,

increasingly popular because of their relation to digestive health.


proportion of nutrients. Food items, which have especially gained popularity, include olives, olive

oil, fish, herbs, spices and red wine.


which are believed to fend off health problems like heart attacks, Alzheimer's

Focusing on the more specific market of companies providing App and Web Sites services to

restaurant industry, our map shows a set of competitors. Most of them provide



19

Fermented tea beverages, such as iced green tea and kombucha tea, are also becoming


gained popularity, include olives, olive


which are believed to fend off health problems like heart attacks, Alzheimer's disease, and

Focusing on the more specific market of companies providing App and Web Sites services to

restaurant industry, our map shows a set of competitors. Most of them provide restaurateurs with



Logo Company Product

Conceptic eMenu

IknosysS.r.l. QuickMenù

TouchBistro Inc. TouchBistro

Alayamovskaya L. TillyPad

PosIOS

Restaurant

Butler

Evernote

Evernote

Food

Foursquare Foursquare

MiSiedo MiSiedo

Cibando Cibando

Belly BellyCard

WeOrderS.r.l. WeOrder

- AppEatIt

20

Product Launched? Channel Target Markets

eMenu Yes Direct,

AppStore

Luxury

Restaurants Intl.

Interactive menu with pictures. Wine

matching.

QuickMenù Yes Direct sales Bars,

Take-away Italy PDA for waiters, touch

TouchBistro Yes

Website,

Express

Courier

Restaurants U.S.A.

TillyPad Yes Website,

AppStore Restaurants Russia

Restaurant

Yes AppStore Restaurants Intl.

Evernote

Yes AppStore ? Intl.

Save

Foursquare Yes AppStore Businesses

(Generic) Intl.

MiSiedo Yes AppStore Restaurants Italy

Cibando Yes AppStore, Restaurants Italy,

France Contact info

BellyCard Yes

Website,

Express

Courier

General U.S.A.

WeOrder No - restaurants ?

AppEatIt No - restaurants ?

Description

Interactive menu with pictures. Wine

matching. Web basedbackend. POS

PDA for waiters, touch-screen POS

Sowftware + hardware (iOS

integration)

Sowftware + hardware (iOS

integration)

iOS App for waiters

Save and share points of interests and

recipes.

Customer loyalty, offers

Reservations

Contact info, reviews, localization

Loyalty, subsidized hardware

Self-ordering

Reservations/self-ordering

Five forces analysis

Potential entrants – high threatThe food market is a red ocean, where competition is played through differentiation based on

price or on strong quality and variety of service differentiation. Laws do not specifically re

niche markets, but the richest countries strictly rule on health.

Market promotion is strongly based on word of mouth.

Big chains (such as McDonald’s) are experimenting alternative ways to allow customers submit

orders by themselves through kiosks.

improving customers’ experience.

Top segment restaurants invest in enriching the customer experience in terms of quality of food

and culture. Hotel chains could invest in vertical and branded Apps, to buil

services to be spread everywhere one of their branches is.

The menu, as a product, is poorly differentiated. The real differentiation comes in terms of

services.

The tourism market knows several advising services, with a widely known br

independently develop a complementary service for restaurants. This might lead to the need for

big investments in marketing promotion to gain some market space.

Well-established brands can easily access distribution channels (e.g.: direct

restaurants). A new service provider, like Biberatica, might face a lot of difficulties gaining

credibility among restaurateurs and final consumers.

The possibility to develop Apps and Web services with relatively low initial investment is su

there are very low barriers to entrance. This might lead other start

services.

Industry

rivalry

Potentiale

ntrants

Supplier

power

Buyer

power

high threat The food market is a red ocean, where competition is played through differentiation based on

price or on strong quality and variety of service differentiation. Laws do not specifically re

niche markets, but the richest countries strictly rule on health.

Market promotion is strongly based on word of mouth.


orders by themselves through kiosks. The goal looks meant to ease operations more than

improving customers’ experience.


and culture. Hotel chains could invest in vertical and branded Apps, to buil

services to be spread everywhere one of their branches is.


The tourism market knows several advising services, with a widely known br


big investments in marketing promotion to gain some market space.

established brands can easily access distribution channels (e.g.: direct


credibility among restaurateurs and final consumers.

The possibility to develop Apps and Web services with relatively low initial investment is su

there are very low barriers to entrance. This might lead other start-ups to develop comparable

Industry

rivalry

Supplier

power

Buyer

power

Threat of

substitutes

21

The food market is a red ocean, where competition is played through differentiation based on

price or on strong quality and variety of service differentiation. Laws do not specifically regulate


The goal looks meant to ease operations more than


and culture. Hotel chains could invest in vertical and branded Apps, to build customer tailored


The tourism market knows several advising services, with a widely known brand, which might


established brands can easily access distribution channels (e.g.: direct contact with


The possibility to develop Apps and Web services with relatively low initial investment is such that

ups to develop comparable

Buyer power – high threat Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely

spread (their sensitivity to price is relatively low) but the need for building a critical mass on the

demand side will ask for the app to be for free.

The target of Biberatica is made of restaurateurs. There are already many services meant to

promote their visibility and able to collect reviews and critiques by final consumers

and Tripadvisor7. The main difference with Biberatica is that it proposes a reach customer

experience not only before having the experience, but also while the consumer lives it, by the

service provider (the restaurant). Anyway, the spread of already well known brands promoting

mature experiences in leisure time markets creates a high switching barrier for both, final

consumers and restaurateurs.

A key for the success of Biberatica will be

and compose his menu on line.

An opportunity is to value the complementarity of such services to Biberatica and take ad

vantage of their critical mass.

Supplier power – high threatFrom this viewpoint, the richness of the value proposed by Biberatica is:

• For final consumers: the dimension of the involved audience (critical mass) ensures a

proportional richness of the social experience.

• For restaurateurs: dimension of the involved audience

visibility and opportunity to enlarge his customer base.

•

The ability of Biberatica to attract a conspicuous customer base is related to the richness and

quality of its content of information. The major contribution shoul

They will be the co-creators and main providers of the content. Once the critical mass will be

reached, the credibility of Biberatica will be a lock

strong and effective proposition needs to be addressed to get a proper momentum in terms of

consumers and restaurateurs’ attention.

Threat of substitutes- low threatSeveral similar services are being developed but they do not focus on the customer experience

and do not provide a really perceivable value to final consumers. Plus, they are focusing on the

general market and specializing on specific features related to ease payments, coupons and

special offers, the ability to book tables in restaurants

6

More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile

applications-7455683 7User Reviews and Recommendations of Top Restaurants, Shopping, Nightlife, Enter

atYelp: www.yelp.com

Unbiased hotel reviews, photos and traveladviceforhotels and vacations

www.tripadvisor.com

Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely

vity to price is relatively low) but the need for building a critical mass on the

demand side will ask for the app to be for free.6


e to collect reviews and critiques by final consumers

. The main difference with Biberatica is that it proposes a reach customer


ervice provider (the restaurant). Anyway, the spread of already well known brands promoting


A key for the success of Biberatica will be its usability by the restaurateurs, which will have to edit

An opportunity is to value the complementarity of such services to Biberatica and take ad

high threat viewpoint, the richness of the value proposed by Biberatica is:

For final consumers: the dimension of the involved audience (critical mass) ensures a

proportional richness of the social experience.

For restaurateurs: dimension of the involved audience (critical mass) ensures the best

visibility and opportunity to enlarge his customer base.


quality of its content of information. The major contribution should be that of final consumers.

creators and main providers of the content. Once the critical mass will be

reached, the credibility of Biberatica will be a lock-in value for such providers. But, meanwhile, a

on needs to be addressed to get a proper momentum in terms of

s and restaurateurs’ attention.

low threat Several similar services are being developed but they do not focus on the customer experience

y perceivable value to final consumers. Plus, they are focusing on the


special offers, the ability to book tables in restaurants

More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile

User Reviews and Recommendations of Top Restaurants, Shopping, Nightlife, Entertainment, Services and More

Unbiased hotel reviews, photos and traveladviceforhotels and vacations - Compare priceswithjustoneclick:

22

Final customers will expect to use Biberatica App for free. The use of low cost Apps is widely

vity to price is relatively low) but the need for building a critical mass on the


e to collect reviews and critiques by final consumers, such as Yelp

. The main difference with Biberatica is that it proposes a reach customer


ervice provider (the restaurant). Anyway, the spread of already well known brands promoting


its usability by the restaurateurs, which will have to edit

An opportunity is to value the complementarity of such services to Biberatica and take ad-

For final consumers: the dimension of the involved audience (critical mass) ensures a

(critical mass) ensures the best


d be that of final consumers.

creators and main providers of the content. Once the critical mass will be

in value for such providers. But, meanwhile, a

on needs to be addressed to get a proper momentum in terms of

Several similar services are being developed but they do not focus on the customer experience

y perceivable value to final consumers. Plus, they are focusing on the


More than 12bn downloads, about 3bn users, 4 downloads per user. http://www.slideshare.net/shwetaj/mobile-

tainment, Services and More

Compare priceswithjustoneclick:

Particularly in niche markets, the a

customer experiences and make them feel less discriminated would increase their loyalty and

lower their sensitivity to price, because of a really perceivable added value.

Industry rivalry – medium threatThe main source of competition is related to the high possibility to develop services similar to

Biberatica in short times. The start up arena already shows many small companies trying to

create value added services in the restaurant market. Time

The actors already involved in this market (already established brands) compete on emerging by

better reviews and attracting positive feedbacks by their customers.

Particularly in niche markets, the absence of substitute products helping consumers to live rich


lower their sensitivity to price, because of a really perceivable added value.

m threat The main source of competition is related to the high possibility to develop services similar to


create value added services in the restaurant market. Time to market is going to be key.


better reviews and attracting positive feedbacks by their customers.

23

bsence of substitute products helping consumers to live rich


The main source of competition is related to the high possibility to develop services similar to


to market is going to be key.


SWOT analysis

Strengths Time to market will be short, because Biberatica has already found first restaurateurs available to

collaborate as early adopters.

The time needed to develop the prototype is estimated in four to six months.

The cost of first prototype will be completely absorbed by the founding team,

competence (software engineering, business planning, graphic design, marketing, languages).

Favorable revenue models can be set up.

The team is a balanced mix of competence, managerial and technical. Plus, it is composed by

people having already matured start up education and experience (both successful and

unsuccessful). One of the three involved resources is available to work full time. Each of them

man-ages an about one thousand people professional network.

Collaborations relationships are being developed between Biberatica and several nutritio

choice-driven associations.

Weaknesses The company is still to be founded. The brand is still to be registered. The initial equity is to be

deposited. Apart from personal funding capability and p

crucial to deploy a starting version of the system.

Opportunities The apps already available for restaurants are poorly focused on customers’ experience.

The possibility to mature the service expanding it through p

the difficulty related to creating the necessary critical mass.

Many nutritional choice-driven associations are, which should help penetrating the relating niche

market with low costs and effective time

High and growing demand for added value services in restaurant niche markets, for those

consumers usually being discriminated by poor dedicated services.

In global crisis time, the budget allocable by restaurateurs to compete, retaining their customers

and attracting new ones gets lower and lower.The start up scene is facing a progressively growing

promotion in Italy. There are many possibility to compete in start up contests, gaining visibility

and increasing the possibility to be fund

Threats Fierce competition among start-

Setting up the critical mass is going to be difficult. The saleability of the service will be connected

to numbers and to the usability. The start up

minded and available to experiment new services. Biberatica will need for first restaurateur

because Biberatica has already found first restaurateurs available to


The cost of first prototype will be completely absorbed by the founding team,


Favorable revenue models can be set up.


ready matured start up education and experience (both successful and


ages an about one thousand people professional network.

e being developed between Biberatica and several nutritio

The company is still to be founded. The brand is still to be registered. The initial equity is to be

deposited. Apart from personal funding capability and potential, external funding is going to be

crucial to deploy a starting version of the system.

The apps already available for restaurants are poorly focused on customers’ experience.

The possibility to mature the service expanding it through progressively extended markets eases

the difficulty related to creating the necessary critical mass.

driven associations are, which should help penetrating the relating niche

market with low costs and effective time-to-market.

and growing demand for added value services in restaurant niche markets, for those

consumers usually being discriminated by poor dedicated services.


acting new ones gets lower and lower.The start up scene is facing a progressively growing


and increasing the possibility to be funded by seed and business angels.

-uppers paying attention to the same market.


to numbers and to the usability. The start up phase will need for early adopters to be open


24

because Biberatica has already found first restaurateurs available to


The cost of first prototype will be completely absorbed by the founding team, thanks to their



ready matured start up education and experience (both successful and


e being developed between Biberatica and several nutritional

The company is still to be founded. The brand is still to be registered. The initial equity is to be

otential, external funding is going to be

The apps already available for restaurants are poorly focused on customers’ experience.

rogressively extended markets eases

driven associations are, which should help penetrating the relating niche

and growing demand for added value services in restaurant niche markets, for those


acting new ones gets lower and lower.The start up scene is facing a progressively growing


uppers paying attention to the same market.


phase will need for early adopters to be open


customers being available to behave as partners. Biberatica is being progressively developed

according to two main dr


according to two main drivers: technology and market covering.

25


ivers: technology and market covering.

A market penetration and growth strategy

From a technological perspective, the first version of Biberatica will be aimed at offering basic

features to support access through pure web. This means that restaurateurs

end functionalities through a Web browser and they will be supposed to access functions

provided by Biberatica web site. Final consumers will always need to have a smartphone with a

data connectivity available. In a second phase, the g

client application.

Year 1

Translation support for 5

languages (Italian, English,

French, Spanish, German)

Web-basedarchitecture

Geo-localization and

statistical information

Support for vegetarians and

vegans

Support for coeliacdiesease

Support for food allergies on

single ingredients

Local backup

Pre-set up templates of

commercial products

Pre-set up templates of

typical products and dish

Commercial road map From a more commercial perspective, the growth strategy will be driven by two more drivers:

market segment and geography.

Market segments

Before being extended to the largest market of

the service, which is the App-based personal waiter, will need to progressively mature, becoming

more and more easy-to-use and sensitive to recognize people’s taste and needs. The best way to

do that is to focus on those segments where demand is more demanding on features such as

quality of food. That’s the market veggies (according to the several possible variations), as well

that of food intolerances and allergies and that of religious food constraints. These

A market penetration and growth strategy


features to support access through pure web. This means that restaurateurs



data connectivity available. In a second phase, the goal is to provide restaurateurs with a richer

Year 2

Support for more languages

(Russian, Japanese, Arabic,

Chinese)

Support for dialects and

minority languages (Catalan,

Euskari, .

Value addedservices

Geo-localisation with real time

information

Support for Halalfood Support for Kosher food

Support for BIO-branded

products

Support for diabeticcustomers

Support for low

diets

Backup on the cloud Remote sync

Integration of QR code feature Bill reporting

Continuous enrichment and

integration of food dossiers



Direct paymentthroughApp NFC Payment

Analytics

From a more commercial perspective, the growth strategy will be driven by two more drivers:

market segment and geography.

Before being extended to the largest market of general final consumers, the main showcase of

based personal waiter, will need to progressively mature, becoming

use and sensitive to recognize people’s taste and needs. The best way to

s on those segments where demand is more demanding on features such as


that of food intolerances and allergies and that of religious food constraints. These

26


features to support access through pure web. This means that restaurateurs will be offered back-



oal is to provide restaurateurs with a richer

Year 3

Support for dialects and

minority languages (Catalan,

, ...)

Support for Kosher food

Support for diabeticcustomers

Support for low-cholesterol

Remote sync

Bill reporting



NFC Payment

From a more commercial perspective, the growth strategy will be driven by two more drivers:

general final consumers, the main showcase of

based personal waiter, will need to progressively mature, becoming

use and sensitive to recognize people’s taste and needs. The best way to

s on those segments where demand is more demanding on features such as


that of food intolerances and allergies and that of religious food constraints. These markets can

pretty much be considered high potential because guarded by specific category associations,

which can become very important partners, helping Biberatica to penetrate them because of its

Added Value characteristics. Accessing those markets throu

quickly penetrate the markets keeping low costs in terms of commercial force.

That of niches can also be considered a favorable context to set up a network market, where a

sensitive demand is a prolific environment

experiences through word of mouth.

Another favorable context is that of the following market, that of passionate. In western

countries the cultural phenomenon of food is spreading, well supported by s

where food-experience addicted share their thoughts, taste, recipes, stories connected to the

place where they consume, etc. This kind of audience produces a great quantity of information in

terms of revisions and critiques (co

promotion. This kind of demand pays high attention to food quality and customer experience.

Even if they can be considered a little less demanding than the former segment, they are very

careful and precise. The expansion through this segment is crucial for the success of Biberatica

and social network will be decisive in succeeding, making the personal waiter even more easy

use and catchy.

After having grown the service through the first two, more restricte

offered to the more general market, that of more conventional consumers. Here numbers make

the difference and the personal waiter will succeed if it will have become very intuitive to use, but

also if it will have become part

users.

Geography

One of the main driver, from final customer’s perspective, is going to be the translating function.

That means focusing on tourism will be key for initially penetrating

Italy is one of the best tourist attracting sites in Europe, it is the geographic market the working

group better knows and it is the one more suitable to catch the greatest starting audience with



Added Value characteristics. Accessing those markets through category associations should help



sensitive demand is a prolific environment of consumers willing to spread their valuable customer

experiences through word of mouth.


countries the cultural phenomenon of food is spreading, well supported by s

experience addicted share their thoughts, taste, recipes, stories connected to the


terms of revisions and critiques (co-creation) and can be considered a highly potential source of



The expansion through this segment is crucial for the success of Biberatica

and social network will be decisive in succeeding, making the personal waiter even more easy

After having grown the service through the first two, more restricted, markets, Biberatica will be



of a real social experience, involving a real critical mass of final


That means focusing on tourism will be key for initially penetrating the restaurant market.



27



gh category associations should help



of consumers willing to spread their valuable customer


countries the cultural phenomenon of food is spreading, well supported by social networks,

experience addicted share their thoughts, taste, recipes, stories connected to the


d can be considered a highly potential source of



The expansion through this segment is crucial for the success of Biberatica

and social network will be decisive in succeeding, making the personal waiter even more easy-to-

d, markets, Biberatica will be



of a real social experience, involving a real critical mass of final


the restaurant market.



the minor initial commercial investm

other market penetration criteria will be applied to.

Europe has a remarkable throughput in terms of tourism traffic. And its main touristic sites are

cheaply reachable and well suit an affordabl

also an important aggregation of different cultures and languages. That is why it can be

considered a determining test for Biberatica.

After having expanded through Europe, a further, global, expansion pl

Niche Markets

There are several sub-markets which can be considered specific niches.

Food allergies and food intolerances

Food allergies and food intolerances can be unpleasant, complicate life and in the worst cases, are

deadly.

Food allergy

Food intolerance

Food allergy occurs in around 1 in 20 childr

even more common. Surveys indicate that up to 25 per cent of th

some sort of food intolerance.

The high incidence of food allergies and intolerance is concerning. Currently there is no cure for

food allergies and the only successful method to manage a food allergy or intolerance is to avo

the foods containing that allergen or food component.

Food allergies and intolerances can be managed and supporting people suffering for them is

certainly a perceived value.

Food allergies

Having a food allergy means experiencing an abnormal immune reaction to a food that is

harmless for most people.9 This is because antibodies are produced in your body against the

protein in a food (the allergen) so that when you eat the food, histamine and other defensive

chemicals are released into your system causing inflammation. It is these chemicals that trigger

reactions that can affect your respiratory system, gastrointestinal tract, skin or cardiovascular

system.

The eight most common food allergens are:

• Crustaceans

• Eggs

• Fish

• Milk

8

NSW Food Authority, “Allergy and intolerance”. Web.

with-food/allergy-and-intolerance/. Last visit: 2013.03.109

http://ebookbrowse.com/food-allergy

the minor initial commercial investment. That is why Italy will be the first target to which the

other market penetration criteria will be applied to.


cheaply reachable and well suit an affordable starting commercial expansion strategy. Europe is


considered a determining test for Biberatica.

After having expanded through Europe, a further, global, expansion plan will be considered.

markets which can be considered specific niches.

Food allergies and food intolerances


Food allergy = immune system reaction to a food

Food intolerance = inability to digest a food

Food allergy occurs in around 1 in 20 children and in about 1 in 100 adults

even more common. Surveys indicate that up to 25 per cent of the population believe they have


food allergies and the only successful method to manage a food allergy or intolerance is to avo

the foods containing that allergen or food component.


means experiencing an abnormal immune reaction to a food that is

This is because antibodies are produced in your body against the


icals are released into your system causing inflammation. It is these chemicals that trigger


The eight most common food allergens are:

NSW Food Authority, “Allergy and intolerance”. Web. http://www.foodauthority.nsw.gov.au/consumers/problems

. Last visit: 2013.03.10

allergy-and-intolerance-pdf-d65870027

28

ent. That is why Italy will be the first target to which the


e starting commercial expansion strategy. Europe is


an will be considered.


en and in about 1 in 100 adults.8 Food intolerance is

e population believe they have


food allergies and the only successful method to manage a food allergy or intolerance is to avoid


means experiencing an abnormal immune reaction to a food that is

This is because antibodies are produced in your body against the


icals are released into your system causing inflammation. It is these chemicals that trigger


http://www.foodauthority.nsw.gov.au/consumers/problems-

• Peanuts

• Soybeans

• Tree nuts

• Sesame seeds

These allergens, as well as gluten (from wheat, rye, barley, oats and their products) and sulphites

(which are added to food as a preservative), are required by law to be declared on food

Food allergies are more prevalent amongst young children than adults. Over a quarter (26%) of

the world’s population is 0-14 years old.

Food allergies by region and age group

0-4

Asia 17.79 M

South America 2.21M

Europe 3.05M

North America 2.21M

Oceania 0.11M

Africa 6.89M

Middle East 1.67M

WORLD 33.95M

Over 150 million people worldwide are allergic to one or more food.. Over 50 million young

children (0-9 years) worldwide are allergic

allergy does not decline significantly with age. Hence peanut allergy within adults is the largest

single allergy group.

Worldwide food allergy by age group and allergen

0-4 5-9

Egg 11.85M 6.95M

Milk 12.63M 7.36M

Peanut 5.92M 5.45

Other 3.55M 2.30M

WORLD 33.95M 22.06M

Source: Elucidare Limited. Based on age

10

http://www.elucidare.co.uk/assignments/Project_Allergy/Global%20food%20all


(which are added to food as a preservative), are required by law to be declared on food


14 years old.10

Food allergies by region and age group

5-9 10-14 15-19 >19

11.93M 9.23M 6.60M 38.9

1.48M 1.09M 0.74M 4.28M

1.99M 1.51M 1.18M 11.4

1.47M 1.11M 0.83M 5.19

0.07M 0.06M 0.04M 0.37

4.06M 2.68M 1.69M 5.9

1.05M 0.74M 0.53M 2.2

22.06M 16.43M 11.64M 68.4

Source: Elucidare Limited


9 years) worldwide are allergic to egg, milk or peanut. Unlike egg and milk, peanut


Worldwide food allergy by age group and allergen

9 10-14 15-19 >19

5M 4.69M 2.51M 10.02M

6M 4.88M 2.47M 9.69M

45M 5.15M 4.93M 35.59M

30M 1.71M 1.72M 13.11M

06M 16.43M 11.64M 68.43M

Limited. Based on age-related prevalence statistics from the literature.

http://www.elucidare.co.uk/assignments/Project_Allergy/Global%20food%20allergies%20statistics.pdf

29


(which are added to food as a preservative), are required by law to be declared on food labels.


>19 TOT

91M 84.47M

28M 9.81M

43M 19.17M

19M 10.82M

0.37M 0.66M

90M 21.23M

23M 6.33M

43M 152.50M


to egg, milk or peanut. Unlike egg and milk, peanut


TOT

M 36.03M

M 37.03M

M 57.05M

M 22.39M

43M 152.50M

related prevalence statistics from the literature.

ergies%20statistics.pdf

Food intolerances

Having a food intolerance means you will experience an adverse reaction to certain food

components but this does not involve the immune system. In fact, it is

allergy.

There are many different types of food that people can be intolerant to but the most common

include milk and lactose (the sugar in milk), gluten, wheat, food preservatives, and naturally

occurring compounds in foods suc

Lactose intolerance is caused by a shortage of the enzyme lactase, which is used to ensure lactose

is absorbed properly into the bloodstream from the stomach.

Milk intolerance is common in children under the age of two years. If left

malnutrition.

Food additive intolerance only affects a very small number of children and adults. The additives

most commonly linked to food intolerance are artificial colours, e.g. tartrazine, sulphites and

benzoates (types of preservatives).

Sulphites have to be declared on all packaged products under the Food Act. They are

preservatives and are commonly found in wine and dried fruit. The additive numbers for Sulphites

are 220-228 and appear in the ingredient list. Sulphite react

bowel syndrome and headaches in sensitive people.

North America is the largest market for food intolerance products with sales ofUS$3.6 billion in

2010, representing 43% of global sales.

conscious and are eager to prevent certain diseases by implementing changes in their daily diets.

As the second largest market for food intolerance products with sales of US$2.5 billion in 2010,

Western Europe is driven by demand in the

Western European sales.

Auto-immune disease

Coeliac disease is a disorder of the small bowel caused by an immune reaction to dietary gluten (a

protein found in wheat, barley and rye). It is not a food aller

coeliac disease, the lining of the bowel is damaged by the white blood cells of the immune system

and not by antibodies (as in food allergic reactions). Symptoms include nausea, wind, tiredness,

constipation, reduced growth and skin problems.

Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC

AssociazioneItalianaCeliachia 12

Restaurateurs can adhere only according to spe

• Having attended to basic courses set up by the association

• Participate to AIC activities and follow up courses

• Allow periodic controls in the restaurant by AIC technicians

• Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and

claim “no gluten” in any communication

11

GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”


http://www.celiachia.it/HOME/HomePage.aspx


components but this does not involve the immune system. In fact, it is quite different from a food



occurring compounds in foods such as caffeine.


is absorbed properly into the bloodstream from the stomach.

Milk intolerance is common in children under the age of two years. If left untreated it can result in



eservatives).



228 and appear in the ingredient list. Sulphite reactions cause asthma, rashes, irritable

bowel syndrome and headaches in sensitive people.


2010, representing 43% of global sales.11 North American consumers are becoming more health



Western Europe is driven by demand in the German market, which accounts for 33.2% of total


protein found in wheat, barley and rye). It is not a food allergy but an auto



h and skin problems.

Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC

which tracks a census of Italian’s restaurants for coeliacs.

Restaurateurs can adhere only according to specific conditions, such as:

Having attended to basic courses set up by the association

Participate to AIC activities and follow up courses

Allow periodic controls in the restaurant by AIC technicians

Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and

claim “no gluten” in any communication

GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World” ATS


http://www.celiachia.it/HOME/HomePage.aspx

30


quite different from a food




untreated it can result in





ions cause asthma, rashes, irritable


ecoming more health-



German market, which accounts for 33.2% of total


gy but an auto-immune disease. In



Several associations are specifically devoted to coeliacs. In Italy, for example, there is AIC -

which tracks a census of Italian’s restaurants for coeliacs.

Only use allowed (by the Italian law) products and ingredients exposing the AIC brand and


• Deploy procedures to avoid cross contamination of gluten up to table service, ice cream

distribution, breakfast service, tak

Eating a meal from a restaurant, café or take

having a food allergy or intolerance. When food is prepared by someone else, you can’t be

absolutely sure that it won’t contain allergens.

The customer experience of such consumers is pretty complex and follows some guidelines, like

the following:

Tell the restaurateur

When you book a table, tell the person taking the booking about your food allergy or in

tolerance and ask them to check with the chef t

doesn’t contain the food you are allergic to.

When you arrive at a restaurant, make sure the waiter knows about your food allergy.

Ask about the dishes

Read the menu carefully to see if there is any mention of the

name or description of the dish.

Always ask the waiter or waitress

Tell them what you would like to order and ask them to check with the chef that the dish

does not contain the food you need to avoid. If you can, speak to the chef personally.

If the staff can’t answer your questions or don’t seem certain, it’s better to order some

else or eat elsewhere.

Ask about cross-contamination

Ask staff whether your food will be p

separate to those used for foods containing the allergen in order to avoid cross

contamination, e.g. your food will not be cooked in the same oil as the ‘risk’ food or cut up

with the same knife.

Don’t assume because you ate a dish safely in one restaurant that it will be made the same

way the next time or in a different restaurant.

Avoid self-service areas

If you have a severe allergy, it’s best to avoid eating food from a self

It’s easy for small amounts of allergenic ingredients to get into food by accident (e.g.

because people use the same spoons for different dishes), so even if it looks safe, you can’t

be sure.

Halal/Kosher Diets

There is a growing demand for specialty products due to the global diversification of the

population, and the growing global Muslim population.

13

GOVERNMENT OF CANADA, “Health and Wellness Trends for Canada and the World”


Deploy procedures to avoid cross contamination of gluten up to table service, ice cream

distribution, breakfast service, takeaway service.

Eating a meal from a restaurant, café or take-away can be a stressful experience for people


absolutely sure that it won’t contain allergens.

er experience of such consumers is pretty complex and follows some guidelines, like

When you book a table, tell the person taking the booking about your food allergy or in

tolerance and ask them to check with the chef that they can provide you with a meal that

doesn’t contain the food you are allergic to.


Read the menu carefully to see if there is any mention of the food you are allergic to in the

name or description of the dish.

Always ask the waiter or waitress – food allergens are not always stated on menus.


he food you need to avoid. If you can, speak to the chef personally.

If the staff can’t answer your questions or don’t seem certain, it’s better to order some

contamination

Ask staff whether your food will be prepared with different equipment and utensils that are

separate to those used for foods containing the allergen in order to avoid cross


assume because you ate a dish safely in one restaurant that it will be made the same

way the next time or in a different restaurant.

If you have a severe allergy, it’s best to avoid eating food from a self-service area or buffet.



for specialty products due to the global diversification of the

population, and the growing global Muslim population.13 Specialty products, such as foods pre

, “Health and Wellness Trends for Canada and the World” ATS


31

Deploy procedures to avoid cross contamination of gluten up to table service, ice cream

away can be a stressful experience for people


er experience of such consumers is pretty complex and follows some guidelines, like

When you book a table, tell the person taking the booking about your food allergy or in-

hat they can provide you with a meal that


food you are allergic to in the

food allergens are not always stated on menus.


he food you need to avoid. If you can, speak to the chef personally.

If the staff can’t answer your questions or don’t seem certain, it’s better to order some-thing

repared with different equipment and utensils that are

separate to those used for foods containing the allergen in order to avoid cross-


assume because you ate a dish safely in one restaurant that it will be made the same

service area or buffet.



for specialty products due to the global diversification of the

Specialty products, such as foods pre-


pared according to kosher and halal practices, are increasingly growing in popularity. Halal food

generally eaten by followers of the Islamic faith, while kosher food is generally eaten by followers

of the Jewish faith. Both types of food are prepared in a specific manner outlined by their

respective faiths.

The global halal food industry has grown

of the entire global food industry. The demand for halal meats in particular has become so great

that they are poised to surpass organic meat markets in popularity.

Over the years, many non-Muslim an

dietary guidelines, are beginning to buy halal and kosher products as they are considered to be

safer and of higher quality, taste and freshness than conventional products. For in

lactose-intolerant consumers are opting to purchase kosher certified food products, which clearly

indicate if a product is dairy-free. According to OU Kosher, approximately 80% of kosher products

sold globally are purchased outside of the "traditional" Jewish market

Vegetarianism

Vegetarianism is the practice of abstaining from the consumption of meat

seafood and the flesh of any other animal; it may also include abstention from by

animal slaughter, such as animal

Vegetarianism can be adopted for different reasons. Many object to eating meat out of respect

for sentient life.15 Such ethical motivations have been codified under various religious beliefs,

along with the concept of animal rights. Other motiva

political, environmental, cultural, aesthetic or economic. There are varieties of the diet as well: an

ovo-vegetarian diet includes eggs but not dairy products, a lacto

products but not eggs, and an ovo

vegan, or strict vegetarian, diet excludes all animal products, including eggs, dairy, beeswax and

honey. Vegans also avoid animal products such as leather for footballs a

polish.

Potential market base

The Biberatica experience strongly points to the “social” experience to grow its customer base.

This is why each segment customer base (niche, passionate, general) is estimated considering the

Facebook population as the starting analysis base. The esteem for each segment has been

dimensioned considering search tags being compatible with the relating profile.

14

http://en.wikipedia.org/wiki/Vegetarianism15

The most up-to-date, butstillpartial, statistics on vegetarianism

http://www.evana.org/index.php?id=70650

pared according to kosher and halal practices, are increasingly growing in popularity. Halal food



The global halal food industry has grown to over US$632 billion, and now represents close to 17%


that they are poised to surpass organic meat markets in popularity.

Muslim and non-Jewish consumers, who do not follow these religious


safer and of higher quality, taste and freshness than conventional products. For in

tolerant consumers are opting to purchase kosher certified food products, which clearly

free. According to OU Kosher, approximately 80% of kosher products

sold globally are purchased outside of the "traditional" Jewish market.

Vegetarianism is the practice of abstaining from the consumption of meat

seafood and the flesh of any other animal; it may also include abstention from by

animal slaughter, such as animal-derived rennet and gelatin.14


Such ethical motivations have been codified under various religious beliefs,

along with the concept of animal rights. Other motivations for vegetarianism are health


vegetarian diet includes eggs but not dairy products, a lacto-vegetarian diet includes dairy

not eggs, and an ovo-lacto vegetarian diet includes both eggs and dairy products. A


honey. Vegans also avoid animal products such as leather for footballs and goose





http://en.wikipedia.org/wiki/Vegetarianism

date, butstillpartial, statistics on vegetarianism are availableat

http://www.evana.org/index.php?id=70650

32

pared according to kosher and halal practices, are increasingly growing in popularity. Halal food is



to over US$632 billion, and now represents close to 17%


Jewish consumers, who do not follow these religious


safer and of higher quality, taste and freshness than conventional products. For in-stance,

tolerant consumers are opting to purchase kosher certified food products, which clearly

free. According to OU Kosher, approximately 80% of kosher products

Vegetarianism is the practice of abstaining from the consumption of meat – red meat, poultry,

seafood and the flesh of any other animal; it may also include abstention from by-products of


Such ethical motivations have been codified under various religious beliefs,

tions for vegetarianism are health-related,


vegetarian diet includes dairy

lacto vegetarian diet includes both eggs and dairy products. A


nd goose-fat for shoe





Niche #Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher

#Vegetarianism, #Veganism, #Gluten , #gluten

Passionate

#Subway (restaurant), #Slow Food, #TripAdvisor, #Cooking, #Culinary art,

#Cuisine, #Healthy diet, #Tourism, #Organic food, #Natural foods,

#Michelin Guide, #GamberoRosso, #The World'

#Ramsay's Best Restaurant, #Food Network, #Hell's Kitchen (U.S.),

#Cooking Mama, #Recipe, #Grapefruit diet, #Diet (nutrition), #Dieting,

#luxury food, #italian food lovers, #luxury experiences, #lonley planet,

#food addicts, #japan f

General

#Whole Foods Market, #Alcoholic beverage, #Soft drink, #Drink, #Nutrition,

#Fun, #Entertainment, #Food, #Hotel, #Tourism, #Fast food, #Pizza,

#Sandwich, #Gastronomy, #Ice cream, #Wine, #Beer,

#French fries, #Hot dog, #Hamburger, #Coffee, #Cake, #Fruit, #Bacon,

#Potato chip, #Sausage, #Restaurant, #Breakfast, #Lunch, #Dinner,

#Chocolate, #Milk, #Water, #Bread, #Hunger, #Tea, #Biscuit, #Sugar,

#Vegetable, #Meal, #Eating, #Drinking,

#Yogurt, #Taco, #Candy

Every subset is estimated joining the criteria used for the former one.

The Italian market of niche consumers accounts for about2.8% of the total, worldwide niche

population.16 Passionate are 4.2%, general consumers are 3.5% of the relating global and social

population. With its 432,440 potential niche consumers, Italy has 16% of the total European

potential market, making it one of the most suitable choices as starting country

global market.

Italy

Europe

16

As of Feb. 24th, 2013

Criteria

#Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher

#Vegetarianism, #Veganism, #Gluten , #gluten-free diet



#Michelin Guide, #GamberoRosso, #The World's 50 Best Restaurants,




#food addicts, #japan food addict, #chef, #Dessert, #Brunch, #Delicatessen



#Sandwich, #Gastronomy, #Ice cream, #Wine, #Beer, #Pasta, #Fish,




#Vegetable, #Meal, #Eating, #Drinking, #Meat, #Cupcake, #Barbecue,

#Yogurt, #Taco, #Candy

Every subset is estimated joining the criteria used for the former one.

of niche consumers accounts for about2.8% of the total, worldwide niche

Passionate are 4.2%, general consumers are 3.5% of the relating global and social


potential market, making it one of the most suitable choices as starting country

Niche Passionate

0.43M 5.61M

2.72M 30.40M

33

#Coeliac disease, #Food intolerance, #Food allergy, #Halal, #Kosher foods,



s 50 Best Restaurants,




ood addict, #chef, #Dessert, #Brunch, #Delicatessen



#Pasta, #Fish,




#Meat, #Cupcake, #Barbecue,

of niche consumers accounts for about2.8% of the total, worldwide niche

Passionate are 4.2%, general consumers are 3.5% of the relating global and social


potential market, making it one of the most suitable choices as starting country to penetrate the

General

12.50M

89.14M

Asia

South America

North and central America, C

Oceania

Africa

Middle East

TOT

TOTAL "social" and active population

% of total social, active population

Potential Italian market base

A detailed analysis of the starting Italian market allows to map the most potential cities, in terms

of tourism, according to the highest number of people going to restaurants.

Italian

Cities Restaurants

Roma 10,135 40,791

Milano 4,368 30,571

Napoli 3,060 15,918

Torino 3,293

Palermo 1,095

Genova 2,004

Bologna 1,317

Firenze 1,352 10,762

Bari 1,000

Catania 815

Venezia 1,185

TOT 29,624 145,089

The per capita potential customer base per restaurant in town indicates that the two most

potential towns to be penetrated are Palermo and Catania, in Sicily.

If we focused, in the beginning, on general restaurants, we should plan a penetration strategy

coherent with the following ranking.

customers/restaurant

3.55M 24.48M

1.16M 15.88M

North and central America, Caribbean 7.26M 54.77M

0.37M 3.53M

0.22M 3.70M

0.19M 2.63M

15.48M 135.40M

TOTAL "social" and active population 917.71M

% of total social, active population 1.69% 14.75%

of the starting Italian market allows to map the most potential cities, in terms

of tourism, according to the highest number of people going to restaurants.

Niche Passionate General

40,791 3.6% 505,679 44.4% 1,138,282

30,571 3.7% 356,129 42.9% 830,358

15,918 2.8% 259,217 46.0% 563,812

7,940 3.6% 95,527 43.6% 219,093

9,034 3.5% 119,608 46.3% 258,467

6,596 4.0% 75,191 45.4% 165,504

8,757 4.6% 85,068 44.3% 192,080

10,762 5.8% 85,878 46.4% 185,150

4,500 3.5% 63,922 49.3% 129,786

7,427 3.9% 88,761 46.8% 189,524

2,793 5.5% 24,215 47.6% 50,833

145,089 3.7% 1,759,195 44.8% 3,922,888


potential towns to be penetrated are Palermo and Catania, in Sicily.


coherent with the following ranking.

Potential

customers/restaurant City

34

72.47M

55.19M

116.75M

7.80M

9.17M

6.22M

356.75M

38.87%

of the starting Italian market allows to map the most potential cities, in terms

General Potential customers

per restaurant

1,138,282 112

830,358 190

563,812 184

219,093 67

258,467 236

165,504 83

192,080 146

185,150 137

129,786 130

189,524 233

50,833 43

3,922,888 132



But we establish to start with niche markets. We do not have statistics upon the local distribution

of niche restaurants and assume that they are most spread in biggest town, namely Roma (more

than 40,000 potential consumers per day) and Milano (more than 30,000).

236 Palermo

233 Catania

190 Milano

184 Napoli

146 Bologna

137 Firenze

130 Bari

112 Roma

83 Genova

67 Torino

43 Venezia



potential consumers per day) and Milano (more than 30,000).

35



Economics

Since the distribution of niche restaurants cannot be known, the economics will be estimated

according to a cost model. Revenue streams will be estimated assuming a price for the mon

fee to be exposed to restaurateurs. An estimate of the number of restaurants necessary to cover

the expenses will allow to establish the number of restaurants needed to have break even and pay

back results. Following are assumptions and relating figur

SOFTWARE

(development and maintenance)

Web Site

Development, test and maintenance

Domain and resources

Business logic

Back end

Content management

Database

Design

Maintenance

Smartphone App

Development, tests and maintenance

Hardware

TOT COSTS

SALES

Salesmen

Fixed costs of commercials

Variable provision on signed contract

Travel cost

Travel cost efficiency

On-line contracts (no commercial)

TOT COSTS


according to a cost model. Revenue streams will be estimated assuming a price for the mon



back results. Following are assumptions and relating figures on costs.

Year 1 Year 2

Development, test and maintenance € 30,000 € 50,000

€ 100 € 1,000

€ 20,000 € 50,000

€ 10,000 € 20,000

€ 30,000 € 50,000

€ 5,000 € 10,000

Development, tests and maintenance € 50,000 € 50,000

€ 3,000 € 5,000

€ 148,100 € 236,000

Year 1 Year 2

0,5 1

€ - € 50,000

ariable provision on signed contract € 1,620 € 14,742

€ 11,880 € 102,960

0% 30%

0% 30%

€ 13,500 € 110,770

36


according to a cost model. Revenue streams will be estimated assuming a price for the monthly



Year 3

50,000 € 50,000

1,000 € 5,000

50,000 € 50,000

20,000 € 20,000

50,000 € 50,000

10,000 € 20,000

50,000 € 50,000

5,000 € 5,000

236,000 € 250,000

Year 3

2

50,000 € 100,000

14,742 € 71,280

102,960 € 475,200

30%

50%

110,770 € 301,960

OPERATIONS 1

(pre-sales, networking, call center)

Worked days/year

FTE on pre-sales-networking

Potential interested contacts/day

Potential interested contacts/year

Closed contracts by sales

Closed contracts

Fixed cost of call center networking (per FTE)

Variable for closed contracts

TOT COSTS

Cost per closed contract

ADMINISTRATION

Administration (executive) FTE

Administration cost per month

TOT COSTS

OPERATION 2 (editing, translation, accountant)

Editing/content management FTE

Restaurant-content/FTE/day

Editing/content management cost per month

One shot infrastructure expense

External accountant (per year)

Ordinary management/infrastructure costs

TOT COSTS

SERVICE PROCUREMENT

Translation costs

Initial set up costs

TOT COSTS

Here we consider that the three years target of 475 restaurants corresponds to about

restaurants in the 11 biggest Italian towns.

The following cockpits summarize revenues and costs figures.

In Year 2 and 3 we assume a premium price of 20

tent management) activity for those restaurateurs

it to start using the service (still for free for the first three months).

Revenue Sources

Monthly fee per restaurateur

Premium services (one shot)

Year 1 Year 2

180 180

1 2

0,3 1,3

54 468

20% 21%

11 98

ixed cost of call center networking (per FTE) € 40,000per year

€ 540 € 3,440

€ 4,540 € 83,440

€ 420.37 € 849

Year 1 Year 2

1 1

€ 4,700 € 4,700

€ 56,400 € 56,400

Year 1 Year 2

1 1

0.1 1.0

Editing/content management cost per month € 3,200 € 3,200

€ 2,000 € 2,000

€ 3,000 € 4,000

Ordinary management/infrastructure costs € - € 12,000

€ 43,400 € 56,400

Year 1 Year 2

€ 918 € 8,

€ 5,000 € 5,000

€ 5,918 € 13,

Here we consider that the three years target of 475 restaurants corresponds to about

restaurants in the 11 biggest Italian towns.

The following cockpits summarize revenues and costs figures.

we assume a premium price of 20 € will be charged for supporting editing (con

tent management) activity for those restaurateurs (assumed 2% on year2, 5% on year 3) want

it to start using the service (still for free for the first three months).

Revenue Sources Year 1 Year 2 Year 3

Monthly fee per restaurateur € 50.00 € 50.00 € 50.00

Premium services (one shot) € - € 20.00 € 20.00

37

Year 2 Year 3

180

3

4,0

2160

22%

475

000per year

3,440 € 11,800

83,440 € 131,880

49.00 € 277.53

Year 2 Year 3

2

4,700 € 9,400

56,400 € 112,800

Year 2 Year 3

3

0.9

3,200 € 9,600

2,000 € 2,000

4,000 € 5,000

12,000 € 12,000

56,400 € 134,200

Year 2 Year 3

8,354 € 40,392

000 € 5,000

3,354 € 45,392

Here we consider that the three years target of 475 restaurants corresponds to about 3% of

€ will be charged for supporting editing (con-

5% on year 3) wanting

Year 3

50.00

.00

Months of free use

The contribution of software development will decrease as long as the customer base grows,

while that of operations (FTEs dedicated to content management and editorial activities related

to menus keeps balanced. Service

variably.

COSTS

R&D

SG&A (Sales and

Administration)

Operations

TOT COSTS

Assumptions on revenues are based on hypothesis made in former scheme NETWORKING

CENTER and are here summarized, together with financial synthesis figures.

Financial Cockpit

Restaurateurs

Revenues

Costs

EBITDA

CAPEX

OFCF

Cumulated OFCF

IRR

According to our estimate, Biberatica would start generating cash flow during year 3 giving, by

the end of same year, a return rate of more than 50%.

Months of free use 3 3 3



to menus keeps balanced. Service procurement is mostly related to translations and costs grow

Year 1 Year 2

€ 148K 54% € 236K 42%

70K 26% 167K 30%

€ 54K 20% € 153K 28%

€ 272K € 556K

Assumptions on revenues are based on hypothesis made in former scheme NETWORKING


Financial Cockpit Year 1 Year 2 Year 3

Restaurateurs 11 98 475

Revenues € 37K € 359K € 1,830K

€ 124K € 320K € 726K

EBITDA € (86)K € 38K € 1,103K

€ 148K € 236K € 250K

€ (235)K € (198)K € 853K

Cumulated OFCF € (235)K € (432)K € 421K

53%

Biberatica would start generating cash flow during year 3 giving, by

the end of same year, a return rate of more than 50%.

38

3



procurement is mostly related to translations and costs grow

Year 3

€ 250K 26%

€ 415K 42%

€ 311K 32%

€ 976K

Assumptions on revenues are based on hypothesis made in former scheme NETWORKING-CALL


Biberatica would start generating cash flow during year 3 giving, by

The Team

Daniele Pes, 39, member of the Italian association

laude at MIP business school and Software Engineer at

Manager and member of the Innovation team for the Strategy Office of

2011 he won the innovation contest named Innovaction with a project on telemedicine. He is

member of the board of Innovits

participated in the Startup School of

worked as Marketing Product Manager for

INQUAS, a start up and spin off of

Software Engineer in R&D for Honeywell

Giovanni Maieli, 31, is the CEO of

communication and publishing.

He graduated in Languages and Literatures (Japanese and Spanish) at the

Sapienza" and obtained a master in Marketing and Communication at the

Design. Honorary member of

Entrepreneurs" Project of ConfindustriaSardegna

He contributed funding YOUSARDINIA

development.

Maurizio Atzori, 27, graduated cum laude in Cultural

Rome "La Sapienza" works full time on Biberatica. He is a member of the Italian branch of the

Slow Food Association and formerly served as secretary and

Roma, organizing the logistics, coordination and development of several international events. In

2009, the work pursued by AEGEE

Giorgio Napolitano.

He has a solid background on Information Technology (

Acotel Group S.p.A. (Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the

Network Operations Center. In 2012, he participated in the Startup School organized by

Bridge in San Francisco, California.

Daniele Pes, 39, member of the Italian association Un puntomacrobiotico. Executive MBA cum

and Software Engineer at Politecnico di Milano

Manager and member of the Innovation team for the Strategy Office of FastwebS.p.A.


Innovits, a non-profit organization active in innovation. In 2012 He

pated in the Startup School of Mind The Bridge Foundation (San Francisco). He formerly

worked as Marketing Product Manager for ZucchettiAxess TMC and as Software En

, a start up and spin off of UniversitàdegliStudi di Milano Bicocca

Honeywell.

Giovanni Maieli, 31, is the CEO of ILIENSES S.r.l., a company which focuses on marketing,

He graduated in Languages and Literatures (Japanese and Spanish) at the University of Rome "La

and obtained a master in Marketing and Communication at the

. Honorary member of AEGEE-Cagliari, he coordinated the "Erasmus for Young

ConfindustriaSardegna, the Italian employer's federation.

YOUSARDINIA, an Association focused on European project

Maurizio Atzori, 27, graduated cum laude in Cultural-Linguistic Mediation from the

works full time on Biberatica. He is a member of the Italian branch of the

Association and formerly served as secretary and president of the Association

, organizing the logistics, coordination and development of several international events. In

AEGEE-Roma was formally acknowledged by the President of Italy,

He has a solid background on Information Technology (University of Pisa

(Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the

Network Operations Center. In 2012, he participated in the Startup School organized by

in San Francisco, California.

39

. Executive MBA cum

Politecnico di Milano, he works as Risk

FastwebS.p.A., wherein


profit organization active in innovation. In 2012 He

(San Francisco). He formerly

and as Software Engineer for

UniversitàdegliStudi di Milano Bicocca. He also worked as

, a company which focuses on marketing,

University of Rome "La

and obtained a master in Marketing and Communication at the European Institute of

e "Erasmus for Young

, the Italian employer's federation.

, an Association focused on European project

istic Mediation from the University of

works full time on Biberatica. He is a member of the Italian branch of the

president of the Association AEGEE-

, organizing the logistics, coordination and development of several international events. In

was formally acknowledged by the President of Italy,

University of Pisa) and he worked for

(Noverca, FlyCell, and others) as Helpdesk Administrator and intern at the

Network Operations Center. In 2012, he participated in the Startup School organized by Mind the