Marketplaces - Presentation by Philip Huffmann, Co-Founder of Helpling at the NOAH 2015 Conference in London, Old Billingsgate on the 13th of November 2015.

1. NOAH London
November 2015

3. Our business model
The online marketplace for home services
Booking
Service
CleanersHouseholds
Helpling
Matching
Marketplace for home services:
• Vetted service providers
• Ideal matching b/w customer &
cleaner
• Maximum level of convenience
• Competitive pricing

4. A few numbers
12.11.15 3
We are the leading platform for household services in Europe
Helpling has cleaned hundreds of thousands of unique
households
We are live in 10 countries including European core markets
Germany, UK, France and Netherlands
More than 10.000 cleaners regularly receive orders through
Helpling

5. 12.11.15 4
Competition

6. Competitive situation at start
12.11.15 5
Fierce competition with two key types of players
• In the market for 3+ years
• Funding of M40 $ or more
• Started in U.S. branching out to Europe
• Young and agile companies
• Mostly local players
• Some previously offline, only now
branching out online
Established competitors New competitors
Aggressive market entry strategy pursued to secure leading position

7. 12.11.15 6
12 months later...

8. Complete change of competitive position after 1 year
12.11.15 7
Aggressive market entry has led to European market leadership
Operations set up in 14 countries
Funding of M63 US$ raised
5 competitors acquired

9. Market leader Europe
12.11.15 8
Land grab phase won and #1 position in Europe secured
• Market leader in all core markets
• National coverage in all of those markets
• Best funded European player
• 5x bigger than largest competitor in Europe

10. Helpling as natural choice for customers
12.11.15 9
“Helpling” with higher search volume than German word for “cleaner”
Helpling
Reinigungskraft

11. Shut-down of Homejoy
12.11.15 10
Why one of the established competitors shut down...
Insufficient value proposition for cleaners: “It was a constant struggle for
Homejoy to keep the good cleaners loyal.” Backchannel
Wrong customer acquisition strategy: “Homejoy relied too heavily on deal sites
like Groupon (…) Retention was clearly bad, and that’s what killed us.” Forbes
Inefficient operations – unsustainable operating costs “(…) projects to boost
retention and to reduce costs fell to the wayside (…) Each individual home cleaning
was simply not profitable.” Backchannel
High customer acquisition costs & low CLVs

12. Attractiveness of business model
12.11.15 11
6 reasons why we are excited about the business model
Strong value proposition for both sides of marketplaceI
Very high customer lifetime values
- weekly customer spends over 2k EUR per year
- ~80% of business is recurring
II
Great profit margins due to high level of automation enabled by technology
- profit contribution of up to 15€ per job possible
III
Macro trends support strong future demand growthIV
Access to household enables multiple revenue streamsV
$400 billion market attracting interest by Google and AmazonVI

14. Focus on Leading European Internet companies
Covering over 400 companies across 25
online verticals, a broad range of over 500
investors as well as 100+ online-focused
corporates
Deep understanding of industry dynamics
Ability to add value beyond banking advice
Facilitates overall process and minimizes
management distraction
NOAH Advisors is globally well connected
and has direct access to virtually all key
players in the industry
Knowledge of and strong relationships
with potential buyers’ key decision makers
Proactively finds and unlocks attractive
investment opportunities for leading
investors
Annual NOAH Conference in its 8th year
Over 40 years of combined relevant M&A
experience
Routine execution of M&A and financing
transactions with sizes of several billion
euros
22 successfully completed NOAH Advisors
transactions underline successful transfer of
M&A competencies to the Internet sector
Entrepreneurial mind-set, focused on growing the
business and establishing a reputation for
excellence
Ability to deliver top results in short time frames
Highly success-based compensation structures
align interests of clients and NOAH Advisors,
and demonstrate conviction to deliver top results
Creative deal solutions
September 2015 December 2014
September 2014October 2014
May 2014 February 2013
May 2012 April 2011
Sale of a 70% stake in
to
Exclusive Financial Advisor to
Drushim and its Shareholders
Sale of 100% of
for $800m to
Exclusive Financial Advisor to
Fotolia and the Selling Shareholders
Sale of 100% of
for €80m to
Exclusive Financial Advisor to
Trovit and its Shareholders
Sale of controlling stake in
to
Exclusive Financial Advisor to
Facile.it and its Shareholders
sold 100% of
for $228m to a joint venture between
Exclusive Financial Advisor to Yad2
and its Shareholders
Growth equity investment from
for a 30% stake alongside Softonic’s Founders
and Angel Investors at a valuation of €275m
Exclusive Financial Advisor to
Softonic and its shareholders
150 million growth equity investment from
for a 50% stake alongside Fotolia’s Founders and
Additional $150 million senior debt financing
Total $300 million investment
Financial Advisor to Fotolia and its Shareholders
have acquired a majority stake in
for $350m from
Exclusive Advisor to Summit Partners and TA Associates
Selected Completed
NOAH Transactions
Unique Industry Know-How
Unmatched Network and Relationships
Strong Investment Banking Competence
Full Commitment - We Are Entrepreneurs!
EUROPE’S LEADING INTERNET CORPORATE FINANCE BOUTIQUE
®