BlueWater

CONNECT.SHARE.SPREAD PROSPERITY

26 Sep,14
Pitch Deck for INNOVATE
PAIN POINT AND SOLUTION OVERVIEW
1 Solve the problem of supply mismatch for the urban dwellers by
facilitating inter-community sharing of water.

2 We seek to leverage mobile technology to connect those in need

of water to those having surplus by providing an End-to-End
service; undertaking identification of source, logistics and
quality assurance.

BlueWater

Have 2 Need 2
bucket bucket

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THE MARKET
Overall Market
• 69.3% or 75+ million urban poor lack access to
adequate supply of water.
• 42.5 million slum dwellers have inconsistent supply.

Total Addressable Market

• Households having income of Rs.20000+ annually.
• Constitute 75% of overall market.
Target customer and key characteristics
• Majority(60%) derive income from wage work. Savings
start at Rs.3000 annually.
• Frequently subjected to price rigging by middlemen for Overall Market
additional water sources.
• Use money pooling within locality to afford additional
sources of water. E.g. municipal tankers.

Current needs of your customer

• Need safe, affordable, flexible quantity of additional
water supply to satisfy demand.

Addressable Market 3
EXECUTION STRATEGY
• Identify areas having localities of urban poor and affluent
class in close proximity (~2-3km radius).
Creating • Provide SMS/IVRS service to urban poor to record their
additional water demand for the day with us
Infrastructure • Provide SMS/IVRS/Mobile application to affluent class to
to Connect record their supplying capacity for the day.
• Identify youth from the urban poor areas to carry water from
source to destination via motorized/un-motorized medium.

• Upper limit on demand limited to 6 buckets/day/household

• Generating a maximum of 2 requests/day to a household
for demanding supply.
Checks to • Providing logistics personnel with TDS meter to ensure
quality
maintain • Providing Hallmarks on our containers to eliminate
integrity potential imitators providing sub-standard quality under
our brand.
• Charging a competitive rate of Re.1/bucket and passing
on 50% to the supplier to prevent misuse of this service.

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EXECUTION STRATEGY
• Partner with local enterprises within 5-7 Km radius to
allow them to use our customer base for locational
Establishing advertising targeting nearby customers; generating ad
Strategic revenues for us.
Partnerships and • Provide Business intelligence to these local enterprises
other revenue by partnering with data analytics service provider as their
streams CSR outreach partner.
• Auctioning ad spaces on print marketing material to
enterprises to cover our marketing expenses.

• Leveraging the popularity and criticism of Ice-Bucket

Challenge to our advantage and starting Share-a-
bucket Challenge.
• Twitter and Radio campaign to position this service as
a movement/campaign in the pilot test locality to
establish a good supplier base.
Marketing Plan
• Organizing informational sessions, street plays,
nukkad-natak in areas where urban poor dwell to
popularize our service.
• Posters/ads in local recharge shops/grocery
stores/newspapers to promote this service among the
urban poor.

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EXECUTION STRATEGY

• Run campaigns on social media/newspapers featuring

Maintaining Donor of the week from a particular locality.
Supplier • Pass on the 50% revenue to the donor in the form of
Base/Retention memento to establish an emotional connect with the
Strategy service.
• Loyalty benefits from neighborhood enterprises.

Use this space for

advertisement
Thank you
Back side Front side
Sample Payment option
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BUSINESS MODEL

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COMPETITIVE LANDSCAPE
Supply quantity Affordable Spot quality Community
Employment
flexibility price checks participation
BlueWater     
Tanker
 
Suppliers

Direct competitor:
Water tanker suppliers
• Nexus with municipal corporations
and frequent price riggers.
• Operate on economies of scale
and do not undertake orders
below 5000L.

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FINANCIAL VIABILITY

Funding and use of funds

• Stage : Seed Funding
• Current Investors in Round: Founders, Incubators
• Monthly Burn Rate: 67,500
• Sales & Marketing
• Hire key employees and employee salaries
• Logistics and quality assurance equipment

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SUSTAINABILITY & SCALABILITY
The ad revenues will cover the employee and
logistics cost thereby making the model self
sustainable.
The model is inherently scalable.
• Not location specific
• One time investment on backend design and
IVRS.
• Thrives on scale of user/supplier base.
Increase in variable costs owing to growth is
compensated by growth in ad revenues from
larger user-base.
• Execution strategy can be repeated for any
part of the country. 10
THE FLOOR IS NOW OPEN FOR
QUESTIONS

BlueWater

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