Ideal Customer Profile

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Two ICPs — restaurants on the supply side, beverage brand managers on the demand side. Restaurants give us the inventory. Brand managers pay for it. Different motions, same platform.

Side A — Restaurants (supply)

Who they are

Independent restaurants and small groups (1–10 venues)
Active on social media but inconsistent — not enough capacity to keep up
Owner makes the marketing decisions (no agency, no marketing team)
Spending several hours per week on content + maybe a freelancer / agency at \$300–\$1,500/month
82% of restaurants run social themselves — but only 10% pay a third party. The other 72% are our target.

Why they join us

Daily content done for them — they save time
Pricing far below agency rates (subscription replaces a much more expensive freelancer)
Brand campaigns bring traffic and revenue back to the venue (free brand-funded ads, brand-paid offers)
Approval flow runs in WhatsApp — no new app, no learning curve

Where they are today

CZ — home market, deepest density, Coca-Cola pilot live here
US — first revenue, network being seeded for brand expansion
DE — first revenue, early stage

Side B — Beverage brand managers (demand · primary monetization)

Who they are

Brand managers inside beverage holdcos. Each runs an independent P&L for their brand, owns trade marketing budget, makes quarterly buying decisions without C-suite sign-off.

Two segments inside this ICP:

Segment 1 — Portfolio brand managers (large holdcos)

Brand managers inside CPG portfolio companies. Each holdco has 20–30 independent brand teams.

Coca-Cola Company — Coca-Cola, Sprite, Fanta, Smartwater, Vitaminwater, Topo Chico, BodyArmor, Costa Coffee, Honest Tea, Minute Maid, Powerade, Simply Pop, Monster (partnership), and 10+ more
PepsiCo — Pepsi, Mountain Dew, Gatorade, Tropicana, Lipton, Starbucks RTD, Aquafina, Bubly, Rockstar, Poppi (acquired \$1.95B), and more
Keurig Dr Pepper — Dr Pepper, 7UP, Snapple, Bai, Core Hydration, and others
Nestlé · Danone · Red Bull — same dynamic

We sell at the brand-manager layer, not at C-suite. Inside a single holdco, that's 20–30 independent buying decisions per quarter.

Segment 2 — Emerging beverage brands

Independent beverage brands seeking distribution into restaurants. Shorter sales cycles, more entrepreneurial buyers, often founder-led marketing decisions.

Liquid Death (\$1.4B valuation), Olipop, Poppi (acquired by PepsiCo \$1.95B), Athletic Brewing, Celsius (\$10B+ public)
Pre-launch and early-stage non-alc brands hunting for restaurant placement

Why they pay

Measurable lift — views-based pricing, Tier 2 / Tier 3 outcome-based premium
Reach across fragmented restaurants in one campaign — no per-venue negotiation
Brand managers can run quarterly buys without procurement overhead
Offline trade dollars (menus, displays, glassware) get a digital alternative with attribution

Sales cycles

Anchor enterprise relationship (first contract inside a holdco) — 3–6 months. Coca-Cola Czechia took roughly six months from intro to commercial pilot.
Per-brand expansion within the same holdco — 4–8 weeks (master agreement + legal already in place).
Per-campaign renewal — quarterly, rolling.
Emerging-brand deals — 2–6 weeks (founder-led, no procurement layer).

Where the two sides meet

We aggregate restaurant supply through subscriptions, then sell that supply to brand managers as views inventory. Restaurants get content + paid traffic; brand managers get measurable scale across fragmented venues.

Without the supply side, no inventory. Without the demand side, no scale. Both ICPs are essential — but brand-manager revenue is the upside that makes the math work.