Business Model

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Brands pay for views. Three pricing tiers tied to outcome. Base CPM matches the digital ad market (brand awareness). Two premium CPMs reflect the outcomes we deliver — brand inside the restaurant's offer, or brand pushed inside the venue itself. Same network, three price points, depending on what the brand is buying.

The unit

Every restaurant on the platform delivers ~25,000 brand views per month across Instagram feed, stories, and menu placements. We sell that inventory by the CPM (price per 1,000 views).

One brand per restaurant at this stage. As the network matures, we layer in multi-brand campaigns per venue — same supply, more revenue per asset.

Three pricing tiers, tied to outcome

The logic:

Tier 1 = market parity. We charge what brands already pay for digital brand awareness elsewhere.
Tiers 2 & 3 = performance-based premium. When we prove the brand made it into the offer or onto the menu, we charge for the outcome — not just the impression. Higher CPM, but every dollar attributable to lift.

This is how trade marketing has always priced: in-store displays cost more than shelf signage because they convert better. We bring the same logic to digital — measurable, verifiable, and tied to where the brand actually shows up.

What this means per restaurant per month

US scale-math example: 25,000 views × $50 blended CPM = ~$1,250 per restaurant per month per brand. At 1,000 restaurants, that's ~$15M ARR run-rate at one brand per restaurant. Layer in multi-brand and the ceiling moves up again.

Live today: Coca-Cola pilot

Coca-Cola is running at the base CPM as the first commercial reference. The next round of brand contracts will price at Tier 2 / Tier 3 once the offer-integration playbook is fully systematized.

Birell (Asahi group) 20-venue pilot — launching ahead of the original September plan — second brand deal in motion.

Current revenue composition

Combined monthly revenue: $19K (May 2026)

$11K — SaaS subscription (crossed €10K milestone in March 2026) — paid feedback loop with restaurant supply
$8K — Coca-Cola brand revenue (paid pilot, ~120 restaurants, scaling toward $12–15K/mo this quarter as commercial rollout completes; €50K/month long-term)

On track for profitability in May 2026. Combined SaaS + brand revenue covers operating costs — we're building from a position of strength, not survival.

Long term, brand revenue is the main upside — the math above shows why.

What the restaurant earns from a brand campaign

Every restaurant in a brand campaign receives two forms of value. Both come from the brand budget — the restaurant never pays for either.

1. Brand-funded advertising budget for the venue

30% of the brand's CPM spend is allocated as dedicated advertising budget for the restaurant itself — deployed as boosted Instagram posts, targeted Meta ads within 1km of the venue, and story promotions on the venue's own accounts.

CZ Tier 2 ($15 CPM × 25K views × 30%) → ~$112/mo of ad spend per venue
US Tier 2 ($45 CPM × 25K views × 30%) → ~$340/mo of ad spend per venue

This is not cash to the owner — it's media spend the venue would otherwise pay $200–500/mo for. The brand pays. The restaurant gets the foot traffic, audience growth, and new customer acquisition.

2. Free SMM service

Restaurants running active brand campaigns receive the full content service for free — daily posts, stories, reels, menu cards. Standalone agency value: $1,500–6,000 / year per venue (CZ–US range).

Combined value: participating restaurants receive $300–800 / mo of effective value (brand-paid ad budget + free content service) — without spending anything themselves. This is what makes the model retention-positive on the supply side without contractual lock-in.

Why we still charge restaurants — and why SaaS isn't the target

We intentionally started with paid subscriptions before launching brand revenue. The reason is simple: if a restaurant pays for something, it means we're delivering real value. A free product gives us no quality signal. A paid product forces every release to clear a value bar.

We kept the subscription even after brand revenue went live for the same reason — it keeps the feedback loop tight. Restaurant owners who pay are owners who care, push back, request features, and churn when we stutter. That's the only way to keep the product sharp as we scale supply.

SaaS is not the metric we're growing. It's a discipline tool — the supply-side feedback mechanism that keeps the product sharp. The growth metric is brand revenue per restaurant, and the math above shows why.

Why this scales

Three multipliers compound:

More restaurants → more views inventory → more brand contracts at higher volume
Higher tier mix → as we systematize Tier 2 / Tier 3 placements, average CPM rises across the same network
US lift → same network monetizes at 4–5× CZ CPM when US contracts close

Path to seed: $3M+ ARR · 4 brand advertisers (Coca-Cola live, Birell pilot, 2+ more in pipeline) · US scale · 18 months.

Unit economics

Main costs are restaurant acquisition (already covered by subscription) and platform infrastructure (largely fixed).

This is the economic shape of retail media — same as Amazon Ads, Walmart Connect, Instacart Ads — applied to the restaurant network we own.