|Project Title||Cloud-based & modular insurance software solution (SaaS). enabling latest InsurTech trends like IoT, Telematics, Big Data & Artificial Intelligence.|
|Description||Our highly scalable cloud-based software helps insurance companies in the current process of the digital transformation. We simplify the launch of new innovative insurance products (e.g. Telematics), opening new digital sales channels & increase the overall profitability with greater operational efficiency.|
|Business Opportunity||As nowadays insurance companies are in a tremendous change to digitalize their whole enterprise software, they are confronted with new customer demands and changing market requirement. With our modular and API-driven approach we can offer insurers a complete solution, wether they just want to manage their whole business, do Sales Analytics or want to launch new products quickly.|
While many companies are also offering insurance software solutions, no existing solution has the same speed and cost efficiency like tigerlab.
TAM for General (Non-Life) Insurances worldwide => €2tn
Current Markets (DACH/ASEAN/AU/NZ/UK) => €218bn
SAM (North America/South America/Europe) => €1.4bn
Opportunites are tremendous due to the digital transformation in the Insurance industry. 73% of CEOs in Insurance want to invest and restructure their software and product offerings. 74% of Customers would like to interact with modern technology.
Changing to a flexible software like tigerlab is offering, will not only reduce cost saving in the operations, also it will increase sales, due to new sales channels/journeys and innovative products.
|Revenue / Business Model||xxx|
|Company Background||– 20+ Clients including international big (Re-) Insurer like Hannover Re, UK General or Ubi Car|
– Revenue 2018 €750K
– TAM: worldwide €2tn / current SAM: €218bn
– self-invested with €1.2m
– Strategic ownership stakes in Insurance Companies, valued €500K
– Profit Margin 30%
– Based in Kuala Lumpur (HQ) and London
|% Equity Allocation||10%|
|Risks and Mitigation||– Insurance is quite recession proof|
– retention rate is high (Avg. Duration of insurance customer to change Enterprise Software is 17 years)
– Risk can be legislative issues, regarding Data Privacy
|Exit Strategies||Earliest exit is in 5 years time, buyout|
|Business Address||Petaling Jaya, Selangor, Malaysia|
|Contact Person||Tobias Bergmann|
|Current Status||Concept / Business Plan|
|Amount Invested||Rm 800,000|
|Description||We are a family based restaurant business that operating since 6 years ago,serving home made noodles and home cooked food. In our new project,we are going to expand the business and transform the traditional business into a modern concept cafe that still serving our signature home made noodles and traditional home cooked food,on top of that we are adding some modern twist to the traditional food in order to attract wider range of customers.|
|Business Opportunity||In the 6 years of operation,we found out the consumer habit has been changed.Hence,we adding more items into our menu with new and interesting flavours to cope with the vast changing market. In F&B,we are different from others as we produce our own noodles and most of the food,including some of the food that people don’t make anymore due to the complicated procedure.Hence,we don’t compete with other F&B, we are unique in our own way.|
|Revenue / Business Model||Our income come from food profit,including delivery such as grab food,food panda,etc. Other than that,we provide comfortable environment,food and facilities to customers to organise their events such as baby full moon party,birthdays and meetings. Las but not least,we will expand into production line on chilliest and other items.|
|Management Team||We have our own production team,training team and marketing team to run the business.|
|Company Background||Our mother company has been running the business for 6 years,we have gained enough experience to run new outlets.|
|Funding Milestone||We require Rm560,000 of funding with rm28,000 per lot. Currently,8 lots have been taken up.|
|% Equity Allocation||60%|
|Expected ROI||Return within 1.5 to 2 years|
|Risks and Mitigation||It’s a low risk investment due to its low entry level and operating by an experienced team.|
|Exit Strategies||3% of shares per lot can be transferred or amend anytime.|
|Company Name||xxx Noodle House Sdn Bhd|
|Business Address||xxx Subang Jaya, Selangor, Malaysia|
|Contact Person||Jasmine Sian|
|Project Title||World’s Cheapest Canning Set That Can Process Aluminum Retort Pouch At Only RM7,999 (Compared to RM500,000 and above currently!!!) Millions of poor people, SME, farmers, fisherman etc can now start a small food canning business globally.|
|Funding Required||RM200,000-RM2,000,000 (Those who wished to invest from a minimum of RM50,000 can also do so and will be given equivalent amount of shares.Please read further details below).|
|Description||We, from the company Eazy Canner Sdn bhd (www.eazycanner.com) invented the first technique in the world to can Aluminum Retort Pouch in a small sterilizer.The whole canning set will only sell for only RM7,999 as compared to RM500,000 an above currently. With this invention which will be patented, millions of poor people, SME, fisherman, farmers, single mothers etc can now start a small food canning business affordably for the first time in the world. Millions of new customer and new jobs can be created.|
Food processed using our canning sets and technique can last up to 2 years without having to use any preservative and needs no refrigeration.Users can expect to earn income of between RM1800 to RM7200 a month if using only 1 canning set and if they could sell all of their products.
Our small canning set will comprise 1 sterilizer, 1continous band sealer, 1000 pieces of Aluminum Retort Pouch, 1 digital scale etc.
|Business Opportunity||Previously one has to buy and use large and complicated and very expensive sterilizer machine in order to can Aluminum Retort Pouch, the cheapest form of packaging in the world for canning purpose.Small sterilizer cannot be used to sterilized Retort Pouch as the pouch will burst during processing due to pressure differential. However we had managed to solved this problem, by inventing a special technique and very cheap ways to solve it.|
By successfully solving this problem as tested by UTM ,University Teknologi Malaysia via its Letter of Approval, we can now offer our small and affordable canning set to millions of new customer globally. Millions of poor people, fisherman, farmers, unemployed people, single mothers can now start a small food canning business cheaply and affordably.We plan to open a branch offering 3S, Sales, Service Spare Part Centre, in each of the 150+ developing countries gradually.So the market is huge at hundred of millions of people globally.
|Revenue / Business Model||We plan to make money by selling the canning set at 100% mark up at RM7,999. Our cost is about RM4,000. So for each set we can sell, we can make RM4,000 each.Our target is to sell 200 canning set a month or 2400 canning sets a year in each of the country we operate.|
We also forecast our revenue will be supported from the sales of the Retort Pouch and spare parts.
We will also give free equivalent share that has been subscribed in 4 other companies as below to all investors once our research is completed and we are ready for commercialisation:So our investor will get another free revenue from the 4 companies below fro free if we really can complete all the research below.
1) We already know up to 99% on how to produce electricity cheaply and abundantly from solar, without having to use any solar panel and needs no battery, but can run 24/7/365 days. We can make billions of we can sell this electricity globally.
2) We already know up to 70% on how to produce petroleum from air and seawater or any water.We can makes billions form this also
3) We already knew a little bit in how to produce pure gold without having to do any mining at all.But this one is the most difficult to complete and may takes years to complete.
4) we already knew on how to convert used plastic into diesel.
|Management Team||Current Management Team,|
1) Abdul Rahman BIn Muhammad -Myself as Founder and Inventor and Director, Have worked as auditor and accountant in a public listed firm, as compliance officer,as corporate executive involved in corporate exercise locally and abroad in Papua New Guinea and Indonesia.Once I ran a Petrol Station for 2 years.Now I am doing full time research and invention on 21 other high impact invention that will impact billions of lives globally, like in RE Renewable energy etc.
2) Md Mokhsen Bin Kasebullah – Director, a Medical Doctor under the KPJ Group. My classmate since form 2 in secondary school.He is an inventor too and has many ideas on how to invent many other high impact invention that will impact millions of lives globally.
3) My wife is one of the cheque signatory and advisor.She has helped me with cash capital to help complete the project.She is a Math teacher and an accountancy graduate, just like me.
|Company Background||We started the company on 29.3.2017.|
The stated capital on the company accounts is only around RM30,000 but we had poured about RM200,000 of our own money into this not to mentoed about RM300,000 in lost opportunity income as I am doing thsi reserch full time for the past 10 years, and RM116,000 of grant we had won from Cradle Fund Sdn Bhd.
So far we had not made any sales yet. As we do not have any capital to kick start the business.We are trying to raise RM200,000 to RM2million.Investor can invest from RM50,000 per investment.Hopefully we can pool a few people to make up RM200,000 or even RM2million soon.
Our above invention had won the highest marks in a local Competition that gives out RM500k as prize money, however sadly we did not get the money as we had refused to give 60% of our company share as bribe to one of the judges.This proves my integrity and honesty.And yes we can proves this claim as we have all the proof.That guy has already been terminated after a a report was made to the CEO and a Domestic Inquiry held.
|Funding Milestone||We are hoping to raise between RM200,000 to RM2million.|
Our company is eligible to apply for a Commercialisation Grant from MTDC (Malaysia Technology Development Corporation) worth RM500,000 and RM4million. However they wanted to see us having at least 30% of the applied amount before they could consider our application. If we can get funding of RM200,000, we can then apply for the RM500,000 grant and then use the money as capital to buy stocks for re-sale and also as operation cost for salary, shop rental etc.And if we can raise RM1 or RM2 million, we can then apply for the RM4million grant. In both cases, if we managed to get the grant, we can then pay back the invented amount very fast, probably within 6months to 1 year back to the investor.
|% Equity Allocation||If invest RM200,000 we will give 4% equity and if invest RM2million will will allocate 40% shares.|
|Expected ROI||Expected ROI to investor : 1st year=(0.9 times), 2nd year=(10 times), 3rd year=(18times). This is because we plan to open 10 new overseas branch each year.We can email to u the cashflow forecast for you to see if this is achievable and logical based on assumption if we can sell 200 canning sets a month in all countries we operate.|
|Risks and Mitigation||Risk of Investment.|
1) Risk of new and cheaper competitor.
1a) Mitigating factor -Our sterilzer is the only one in the world that is gasket less on the cover, this saves lots of money for buyer as it needs no constant replacement. Our sterilizer is the quietest/silent in the world, our sterilizer really proven with a high temperature data logger able to reach temperature of 121 degree celcius. Most cannot reach that temperature.Our sterilizer has been tested for 10 years already and has passed UTM test on 5 critical areas.
2) Risk of investor not able to monitor or control their investment.
Some investors will be offered board member and some even as cheque signatory if one were to invest the maximum of RM2 million.
We will give audited accounts to all investor as required under the law.Management account can also be given or requested.
|Exit Strategies||We plan to list our share in Bursa Malaysia under appropriate listing once we are qualified in 3-5 years times.|
|Company Name||EAZY CANNER SDN BHD|
|Business Address||16 Lorong 5, Jalan Sentosa,Kampong Dato Onn,80350 Johor Bahru, Johor|
|Contact Person||Abdul Rahman Bin Muhammad|
|Current Status||Concept / Business Plan|
|Amount Invested||RM 1000|
|Funding Required||RM 500000|
|Description||I already registered my business and i want to expand it further to penetrate the U.S Markets. My business is focus mainly on music and entertainment industry. I’m 20 years old and just graduated from college. The idea of my business it to produce a high quality music that are based on every marketing segmentation including geopolitical and demographic. A studio will be need to produce a high quality.|
|Business Opportunity||I saw a big opportunity in the music industry. The data that i collected from digital music streaming service shows that the streamers are increasing every month. The entertainment market is big because the demand in the market are increasing every year. People need music in their life so i will produce a musics that suits them best. I will also produce|
|Revenue / Business Model||The revenue that will be collected is through streaming royalties. Every songs that are plays by streamers, i will get a royalties. Second is through ‘ Multiple Rights Deal’ or 360 Deals’ which give the company 25% cut from the artist for every revenue that they made including digital sales, endorsement sales, tours,concerts and live performance revenue and appearance in movies or television shows. Everything will be cut 25% for the company. Major labels can make joint ventures with my company which million dollars could happened in short-term.|
|Management Team||My planned management is the Chief Executive Officer position will be held by the founder which is me. Below the CEO there will be 2 more executive officers positions which is CFO and COO positions. CFO portfolio will be held by the founder to handle all the company financial. COO positions will be held by professional management where the COO will overlook all the management including marketing, Public Relations, and artists career. Under the executives positions, there will be 4 departments which is Financial Department, Human Resource Department, Entertainment Department and Marketing Department which will work for the company.|
|Company Background||The date i founded my company is May 6th 2019. I planned the company back in 2017 where i took everything in detail including how the management will be, how we going to operate the company for long-term business. All sales and profit for the company will gain from artists 25% revenue cut by using the ‘360 deals’. Tropical Entertainment will make a merchandise for the artists fans.|
|Funding Milestone||The amount of funding that i requires is RM 500,000.00. RM 150,000.00 will be used to purchase furnitures and equipmenst that will be use to produce music. RM 70,000.00 will be use for studio renovation and RM 80,000.00 will be use to purchase equipments and furnitures for the studio such as a high-end computers, Microphone, Studio Monitor, audio interface, furnitures and musical instruments. RM 200,000.00 will be use to purchase company vehicles to be declare under fixed assets including equipments. The balance of RM of 150,000.00 will be use for current assets and working capital. I will reduce every costs including variable costs and fixed costs and maximize profits.|
|% Equity Allocation||10|
|Risks and Mitigation||Tropical Entertainment will use organizational flexibility where it will mitigate risks which defer some decisions until more data are obtained in order to make better decisions. I will restructure every projects that will impact early decisions. Staging the such that it is reviewed for go or no-go decisions at identifiable, discrete points. These decision points should be built into the front-end plan. Based on updated information available at these future times, the project may be modified, continued, or terminated.|
|Exit Strategies||The best way for the investor to make and exit in the investment is by Strategic Acquisition and Management Buyouts(MBO).|
|Company Name||Tropical Entertainment Enterprise|
|Business Address||No.24 Jalan Akuatik 13/67C D’Kayangan 40100 Shah Alam, Selangor Darul Ehsan|
|Contact Person||Muazzam Aqmal bin Yusopp|
|Amount Invested||RM 100, 000|
|Funding Required||1, 000, 000|
|Description||TB Creatives is an online advertising video production agency that caters to small and large businesses. We plan, shoot, edit, animate, design and deliver videos for our Clientele that advertise to and educate their respective audiences.|
|Business Opportunity||Due to our rapid growth in 2019, cashflow is increasingly difficult to manage. So far, we’ve made slightly over RM 500, 000 in sales this year, and are bidding for a further RM 300, 000. We expected roughly 1.2m – 1.5m in sales this year, but may revise that upward as Q3 and Q4 are usually our strongest quarters.|
|Revenue / Business Model||Revenue since inception in July 2017: 1.5m |
Revenue 2018: RM 850, 000
Sale, Proposal, Pre-production planning, talent provision, Food Styling, location sourcing, overall facilitation of project, Videography, Directing, audio recording, Music composition, Video editing, 2D animation, 3D animation. etc.
|Management Team||Daniel Jin Ming Ibanez Lau – Advertising / Journalism background from Malaysiakini |
Justin Wong Zhe Xuan – Videography / Editing / Directing REVAsia
Amanda Ooi Wan Yie – Client Servicing, Sales Publicis One
|Company Background||Background and Business Model |
We commenced our business activities in July 2017 and have grown rapidly, raking 1.5m in revenue to date, and expecting to make that same amount in Revenue this year. Our business model is similar to that of a law firm or an accountancy firm in which we charge by Client and project and our charges vary based off the wide array of services we offer.
Problems we face:
Our Revenue in 2019 thus far is RM 500, 000, averaging RM 125, 000 per month, and require investment to firm up our Cashflow as we’ve had to actually reject some clients due to overcapacity.
Our Clientele includes MNCs and GLCs such as Air Selangor, Telekom Malaysia, Volkswagen, Disney, Air Asia, Unilever, Sunsweet, and over 70 other Clients
|Funding Milestone||We have never received funding, all of our team is sub 30 years old and started this company with close to nothing, we did have initial investment of RM100, 000 in the form of a combination of cash and equipment that we already had from personal hobbies and have since invested Capex one off expeditiure of RM 140, 000|
|% Equity Allocation||20 – 30%|
|Expected ROI||So far, I’ve personally invested RM 100, 000 into the company and in the span of a year We raked a profit of RM 350, 000 with assets of RM 140, 000 by the end of 2019 and we’re still rapidly expanding|
|Risks and Mitigation||N/A|
|Exit Strategies||Depends on the investors model|
|Company Name||TB Creatives Sdn Bhd|
|Business Address||Tower 3 Level 20 Unit 16 Icon City Petaling Jaya|
|Contact Person||Daniel Jin Ming Ibanez Lau|
|Amount Invested||over RM 900,000.00|
|Funding Required||RM 800,000.00 – RM 1,200,000.00|
|Description||We are the new startups retail stores at Bintulu, Sarawak. To define ourselves in this competitive market, we are bring In the “Zakka” concept in which link with Clothes, Food, Home and Travel (outdoor) to create unique experience for consumers. This concept in term refers to everything and anything that improve your home life and appearance. We also adopt the “Buyers Collection Shop” concept in merchandising to highlight the exclusive product selected for our consumers. |
In order to integrate and fit in market trend, we are adopt the O+O (offline + online) platform in further business development.
o Rapidly of property development in recent years especially the retail units and shopping mall have improve shopping environment and located at strategic location. There was 9 shopping Mall in progress to launch and complete on 2021 in Bintulu.
o Similarity of business strategic in between retailers causing limited types of product offer to consumer.
o Delay in big player enters the market cause by high cost in business expansion and population density from West Malaysia to East Malaysia.
o Surplus of commercial property offer lower negotiated price for physical store operating.
o The basic salary scheme formulate by government has stimulate the consumption of consumer especially for fresh candidates.
o The SETP (Sarawak Socio-Economic Transformation Plan) implemented by state government to increase personal GDP and income gap that involves a grant of RM180billion from 2016-2030.
o 60% of age group below 50 years old provides great buying power.(Refer attachment below)
o Pan Borneo highway project improving the connection between city and rural area to access more potential consumer group and shorten the travel trip time. The districts near to Bintulu provide over 1 million populations potential consumers travel within 3 hour to enjoy vacations or short holiday during weekend after completed the highway on 2020. (**Please refer to the attachment at below.)
o The Sarawak Corridor of Renewable Energy (SCORE), is one of the five regional development corridors being developed throughout the country. SCORE is a major initiative undertaken to develop the Central Region and transform Sarawak into a developed State by the year 2020 and beyond. It aims to achieve the goals of accelerating the State’s economic growth and development, as well as improving the quality of life for the people of Sarawak. The Corridor is located within the Central Region of Sarawak, stretching for 320 km along the coast from Tanjung Manis to Samalaju and extending into the surrounding areas and the hinterland. SCORE covers an area of approximately 70,000 sq km, with a population of 607,800 people. The major urban centres within the Corridor are Sibu, Bintulu, Mukah and Kapit.
o Neighbor with Sabah, Brunei and Kalimantan provide opportunities in business expansion.
o East Malaysians spending behavior on products thru offline and online platform provides the great opportunities in business developing thru O+O business mode. (refer to attachment – research conducted by Iprice Group)
|Revenue / Business Model||Our existing revenue mainly come from the sales generate by selling floor. The price ranges of the product setting from RM 9.90 – RM 199.90, actually is depend the location and consumer group. The profit margin is divided into 2 groups. The consignment basis product is between 15% – 30% and outright basis product is between 45% – 50%.|
|Management Team||Our Admin & HR Manager has a background in wholesale and logistic transportation experience more than 10 years. He will assist in sourcing suppliers and manage transport cost either import or local. Our Operation & merchandising manager has experience in supermarket & departmental store more than 17 years. He is responsible in seeking cooperation with local brands or manufacturers. He also sourcing unique product from foreign countries. Even our senior operation supervisors also has 10 years experiences and responsible in product training and customer service. We always work together to discuss and exchange market information regard buying attitudes, desire and competitors activities.|
|Company Background||Company incorporates date : 20 – 04 – 2017 |
Business operating date : 25 – 09 – 2017
Shareholders & Director structure : 2 Shareholders & Director
1st financial year: RM540,025.00 (October 2017 – July 2018) (Audited)
New Financial year up to date: RM 538,890.87 (August 2018 – April 2019)
The 1st year financial report record of loss RM 607,597 mainly incurred by invest in fixed equipment / renovation/rental deposit and purchasing of stock. Low sales achievement also one of the factor due to low exposure of our store and location.
|Funding Milestone||Fund request: RM 800,000.00 – RM 1200,000.00|
The rising fund is accomplishing the business circle that plan in set up the retail environment to provide alternative experiences through space, products and services.
|% Equity Allocation||15% – 25%|
|Expected ROI||10% – 12% per annul|
|Risks and Mitigation||Risk:|
• New brand and low explore in market compare to competitors.
• High competitive in retailing market.
• The crowd is not concentrated.
• Full utilize the famous social media such as facebook and whatapp to increase the exposure of our outlet and create consumer community.
• Prepare in online platform to reach more consumer group and market.
• Minimize expenses in rental negotiation and staff efficient.
• Accomplish the business plan set up to enhance competition status.
• Diversified and new category developing thru existing business base.
|Exit Strategies||We wish to keep long term cooperation relationship with our investor. We need our investors act as mentors and advisor in leading the company further development. With the combining of O+O platform to reach bigger market, we need the assistance and connection of investors to strengthen and enhancing our teams to face with greatest competition. If really need to state the date, we wish our invest exit within 5-7 years. Because the company has passed through the startup stage and get the mature profile to deal with commercial bank getting financial support. We also expect to gain profit after 3-4 years and return to our investors.|
|Company Name||KCSH Project Sdn.Bhd|
|Business Address||Paragon Streetmall Bintulu, No1 Old Airport Place|
|Contact Person||Welman Kong|
|Description||Iagoora bridges that gap between suppliers and buyers by providing a comprehensive listing platform, search engine and sourcing solution. We are not only focused on Food and Beverage suppliers but provide a holistic approach that ensures all hospitality industry segments are on board the platform, creating a one stop solution.|
|Business Opportunity||There are over 12,000 HORECA industry suppliers in Malaysia. Most are now facing a high sales team cost with no way of tracking their performance or ROI. On the ground marketing style is still the most prevalent strategy which makes it difficult to reach new target audience and gives buyers a hard time finding competitive products and services.|
|Revenue / Business Model||Malaysia has over 12,000 F&B suppliers and our goal is to have 15% to 20% of them listed on Iagoora by the end of 2021. There are 3 simple packages ranging from a free listing, Standard Membership (RM350) and Premium (RM500). We do not charge any commission rates. Other sources of revenue will be from digital advertising on the Iagoora website pages, web design and data entry services for suppliers and also related third party charges.|
|Management Team||Nicol Roach Reddy (Founder & Team Leader) has worked in the F&B industry for over 18 years, lastly as the Director and COO of Chaswood Resources Holdings Ltd. He has managed business in Indonesia, Singapore and Malaysia with an annual turnover of RM150 million. Founder of The Restaurant Mechanics consultant firm, he is also passionate about working with startups in the industry to help them get on the right track from the beginning.|
Muhammad Kashif (Co-Founder & Lead Programmer) has been in the IT sector for more than 15 years. Always developing and keeping up with the latest tech trends. He is skilled in Web Programming, Mobile App UI, SEO, Digital Marketing, Google Ad Word Certified and Project Management. He is an avid traveler and adventurer and owns his own travel site. Kash has numerous professional certifications from universities in USA, Australia and UK. He has work experience in Europe and Asia.
Rajendra Subra (Operations Engineer & IT Tech) has worked in the Hospitality Industry for over 15 years and his most recognized job scope was with TGI Fridays as a Regional Manager for Malaysia managing the business and delivering results to stakeholders. He is now a freelance F&B consultant and joined Iagoora because he strongly believes in the ability of the brand to bring the industry forward. Raj studies IT at the boom of the industry and leads the operations team.
|Company Background||Iagoora Hospitality Solutions Sdn Bhd was founded on 12-01-2018. We started programming the website 4 months later and completed programming on December 2018. Pulling full time jobs both the founders Nicol and Kash work tirelessly to make Iagoora come true. We are now listing our first 20 suppliers and will be targeting to list 200 suppliers in the next 8 months. We have personally invested RM65,000 into Iagoora since it’s inception and are now looking for funding to move forward and grow the brand and business.|
|Funding Milestone||We are looking for RM750,000 for the following purposes. Hiring team for sales, marketing, programming and administrative then running operations cost. Building iOS & Android applications, continuous programming, office space, integration with POS. We will be operationally self sustainable when we reach 200 subscribed paying members in 6 to 8 months.|
|% Equity Allocation||7.5%|
|Expected ROI||3 years +|
|Risks and Mitigation||Before we embarked on this project we took time to meet with key suppliers in the country. Their positive feedback and encouragement is what drove us to invest into Iagoora. There is a lack of web technology in the F&B supplier sector which makes it difficult for buyers (restaurants, hotels, cafes & etc) to source for products, vendors and service providers. The problem is faced by both buyers and suppliers alike which is where Iagoora comes in. We are the bridge that links both sides of the divide. Our key suppliers are POK Brothers, Euro Atlantic, TWH Tong Woh, Allied Food Services and many others that we seek advise from.|
|Exit Strategies||Exit strategy for investors if they wish to can be in 5 years time when the business has expanded in the region. We plan to expand into Singapore, Indonesia and Australia in 2021 when we have reached 1,500 suppliers in Malaysia. Option would be to sell shares back to the the founders based on the future valuation at the time of sale.|
|Company Name||Iagoora Hospitality Solutions Sdn Bhd|
|Business Address||B-2-16 Boulevard Residence, Kampung Sungai Kayu Ara, 47400 Petaling Jaya.|
|Contact Person||Nicol Roach Reddy|
|Description||Prepay is an online web platform which acts as an intermediary for 2 parties (Buyer & Seller) and regulates the transaction to make sure both parties fulfill the deal condition.|
1. Automate Buyer payment confirmation & courier delivery arrangement for Seller.
2. Able to prevent online fraud during the transaction process.
3. Acknowledged by Bank Negara Malaysia.
|Business Opportunity||1. Online fraud & scam is happening almost everyday in Malaysia.|
2. Existing solution to prevent online fraud deemed ineffective & inefficient.
Online scams recorded losses : RM266m (2017) , RM398m (2018)
Total Market Users : 21,800,000
Online (C2C) Marketplace : 7,500,000 (Mudah.my as benchmark)
Online Gaming : 14,300,000 (Researched by Newzoo)
|Revenue / Business Model||1. Payment Channel (Fee per transaction):|
-Cash Deposit = rm4 – 1.3%
-Online Banking = rm3.5 – 1.3%
-Debit Card = 3.7%
2. Courier Arrangement (Fee per arrangement):
RM1.50 or 15% (whichever higher) from total courier cost.
|Management Team||Nik Mohd Azri Azaha – CEO|
-3 years experience in logistics.
-Develop & operate online private game server at 16 y/o.
-Bachelor degree in Operation Management.
Muhammad Hariz Mohd Khalil – COO
-4 years diverse experience in trading and construction.
-Bachelor degree in Operation Management.
Nguyen Loi – CTO
-9 years experience in web development.
-Bachelor degree in Information Technology.
|Company Background||Incorporated : 20/12/2018|
Bootstrap for MVP development & legal registration – RM10,000
|Funding Milestone||Administration RM9,000 |
Professional Fees RM8,000
Total Required: RM290,500
|% Equity Allocation||20|
|Expected ROI||20% – 35%/year|
|Risks and Mitigation||We consider secure payment sector as “moderate risk high return” investment where the business model itself is a proven business model in many other countries (US, China, Indonesia & others).|
We also consider ourselves as a pioneer in Malaysia for this market where we are focusing on P2P/C2C marketplace instead of B2b/B2C like many other international competitor.
Finally, the growth of Malaysia p2p e-commerce & online gaming will definitely increase the odds where it will directly increase the total potential market for this platform.
|Exit Strategies||Period : 5years & above|
|Company Name||ASIA PREPAY SDN BHD|
|Business Address||LOT 37 JALAN PAUH PUNGGAH KAMPUNG MALAYSIA RAYA 57100 SUNGAI BESI W.P. KUALA LUMPUR MALAYSIA|
|Contact Person||NIK MOHD AZRI AZAHA|
|Description||We are hopping on the sharing economy band wagon by building a power bank sharing eco system in Malaysia. We are providing a service to allow people to rent a power bank instead of purchasing a power bank.|
|Business Opportunity||We are solving the problem of e-waste in the country. The current non-recyclable waste is with e-waste and we are solving by reducing the e-waste in the country.|
|Revenue / Business Model||We are renting the power banks for RM1 per hour and RM15 per day. We will have other sources of income with advertising opportunities, franchising opportunities and sales of machine.|
|Management Team||We currently have 2 shareholders and 1 executive share holder.|
|Company Background||We started our company in February 2018 and our contract with Brezze Singapore started on 1st July 2018 after negotiations. We have 70% of the licensing fee to Brezze Singapore and purchased 5 units of machines. Approximate investment to date is RM90,000. We started placing machines out there since September 2018 and we have 5 machines in public spaces to date and we have accumulated 300 users.|
|Funding Milestone||We will be using the funds as per following:|
70%: To purchase units
20%: Operations and Marketing
10%: Authority Licensing
|% Equity Allocation||25%|
|Expected ROI||2 years|
|Company Name||Brezze Malaysia Sdn. Bhd.|
|Business Address||15, Jalan Damansara Endah, Damansara Heights, 50490 Kuala Lumpur|
|Contact Person||Kuhan Ganeswaran|
|Current Status||Revenue Generating, Pre-Profit|
|Amount Invested||1.3 million USD|
|Funding Required||1,000,000 usd|
|Description||Established 1982 (Greencare)|
CoreMaster 12 released 1984 to many accolades
Several machines developed through to 1990
Sold into many famous sites including:
Pebble Beach Golf Club
The White House
St Andrews Golf Club
Wimbledon Lawn Tennis Club
Royal Sydney Golf Club
10,000 models sold from 1984 to 2011
|Business Opportunity||Of 32,000 golf courses globally;|
Core target market
9,000 A & B (comp level) US Golf and country clubs
Compete for members on the basis of:
Facilities & especially golf turf quality
Turf solutions ubiquitous & undifferentiated – lack of innovation
CoremasterTM delivers Innovation
3 in one functionality = Avg: 38% lower capital cost, clear and roll (see App 2)
Acclaimed & proven superior turf surface (see App 1)
Solves the lack of competitive advantage on Turf
Sets a new standard in turf excellence and cost
$1.4 million dollars already invested by current management
|Revenue / Business Model||Life Cycle = big & mature but growing|
Golf globally is a $70Bil a year industry (Forbes)
Golf Equipment sales rise after GFC 2008 to 14 – 0.3%; 2014 +1.8% (Cision Research)
Little innovation R&D; approx: 5% of rev; slow threat emergence if any
Coremaster applying some of capital raised to ‘new’ walk behind model = >5%
Very targeted advertising, low intensity; < 10% of sales rev
Coremaster budget Yr 1 -12.5% reducing to 3.4% in Yr 5
Very high – 4 firms own 100% of the turf grooming industry
Patents and targeted marketing very important
Average firm size
Very large – Toro $2.6Bil total rev; Jacobson $2.8 Bil all turf care
Will compete on strong Brand, history and innovation
|Management Team||Key personnel|
Andrew Moss – CEO/COO
Andrew has been with the business in all of its various forms for over four years, he lead the establishing of the Thai plant and has been a driving force in the business establishing relationships with global trading partners.
Ake Sampong – Production Director ( Thailand )
Ake comes to CoreMaster Thailand with over thirty years engineering experience, he has been responsible for the development of the relationships with many of the part manufactures in Thailand and is in charge of the parts engineering team.
Steven Johnson – Manufacturing USA
Steven has been involved with the golf industry for over twenty years and has worked for Smithco Humboldt industries for all of this time. Steven has worked in R&D, manufacturing, sales and management.
Paul Viviers –Accounting & Administration
Paul is an accountant with over thirty five years experience. He has run and managed several businesses and has a very practical and open work ethos. Paul comes to CoreMaster not only as an accountant but as a shareholder
Doug Haselwood –Technical Director (Australia)
Doug is one of the few people that can make a CoreMaster by hand, having an intimate knowledge of all processes and procedures involved in the development of the Xtreme range and is excited to be involved with the walk behind model.
|Company Background||CoreMaster Pty Ltd is the owner of the assets and intellectual property developed by Greencare Industries and CoreMaster International.|
Greencare Industries was a global leader in turf aeration with over 10,000 units (CoreMaster 12) sold worldwide, 80% being into the US market.
CoreMaster Pty Ltd has invested in the development of the next generation of turf aeration machines which has resulted in quantum improvements in now market ready machines.Ownership & Corporate Structure
CoreMaster Pty Ltd
CoreMaster is an Australian registered company
|Funding Milestone||Since acquisition of the intellectual property, significant steps have been taken in development of the product, manufacturing capability and distribution, including:|
• 2013 established relationship with Positron Engineering, Thailand
• 2013 sold machines to Ridgewood Golf Club in Texas and Broadmoor Golf Club in Seattle
• 2014 production of the first CoreMaster Xtreme in Thailand
• 2014 CoreMaster starts internal manufacture of own parts
• 2014 established CoreMaster Thailand LTD
• 2014 sold five CoreMaster 12 models to Toyo green in Japan
• 2014 sold first Thai manufactured CoreMaster Xtreme to Malaysia
• 2014 moved into purpose built factory in Thailand
• 2015 entered into a distribution agreement with Luber Brothers Texas Care to supply the CoreMaster Xtreme for 2016
• 2016 entered into a manufacturing agreement with Smithco Humboldt industries to manufacture in the USA
|% Equity Allocation||40 %|
|Expected ROI||EXPEXTED RATE OF RETURN IS 150% OVER 5 YEARS|
|Risks and Mitigation||John Deere|
Are three of CoreMasters major competitors
John Deere is a manufacturer based in the USA. They produce a range of globally recognised equipment for agriculture and turf grass industries. They also have a large marketing and R&D budget however John Deere turf aeration products have not changed in twenty years and don’t seem to be committed to turf aeration products as they focus more on the heavy agricultural machinery business.
Toro are similar to John Deere but only specialise in the sports turf industry and do not manufacture large machinery as John Deere do. Their weaknesses can be seen as they do not innovate, and seemingly rest on their reputation as a market leader of their turf aeration products such as the Toro 648. Additionally, the cost of the spare parts for their products is uncharacteristically high potentially due to their dominance in the market.
Redexim have very strong brand recognition of Vertidrain, which is iconic in the industry. They too are based in the USA. The general market consensus is that their machines are heavy, unwealdy and more time consuming on maintenance which also cause damage to turf surfaces due to the old technology utilised in their aerators.
CoreMaster believe that people will move from the above competitors to our machines because of the quality and depth of aeration that our machines produce which is the best in the market place. It is the quietest and most stable machine on the market as well as extremely user and mechanic friendly. Our maintence cycles are now, with the new CoreMaster Xtreme, spaced at six month intervals.
Once the CoreMaster Xtreme enters full production and starts to be sold to golf courses, the company does not expect our competitors to react in a negative manner as the CoreMaster Xtreme is quite revolutionary. Our competitors will at first adapt the ‘wait and see’ approach to see how the industry reacts to this technology.
As the machine gathers momentum, people will start to take notice and will have an adverse effect on the current competitors. If competitors start to lose sales they will have to either compete on price i.e. lower their prices or try to develop a similar machine
Our competitive advantages are:
• This is the first new aerator design in 30 years with new patented coring technology
• Utilising aircraft grade aluminium and carbon fibre transmission systems to reduce flying mass and vibration resulting in a stable and quiet machine.
• The CoreMaster Xtreme range cores twice as deep as any other coring machine on the market achieving a perfectly vertical hole up to 9” (210mm) deep.
• Our new design is 70% faster than the original CoreMaster 12 and a person can complete a tine changeover in 2 minutes.
|Exit Strategies||we are looking at a five year time frame to excit|
|Company Name||Coremaster pty ltd|
|Business Address||6 Irrubelle rd Newport NSW Australia|
|Contact Person||Andrew Moss|