1. Investor Presentation – Plan of Operations
Final: November 11, 2011
Do Not Copy or Send Without Author’s Consent

2. Offline Failures Lead To Online Opportunities
Problem 1:
Young professionals (YPs) struggle to expand their social and professional networks offline.
Most social networking platforms fail to provide their users with offline, real-life
relationships formed by group activities.
Event based websites (like online dating) facilitate limited service offerings by focusing
on one type of interaction, subsequently narrowing their prospective audience.
Problem 2:
Companies’ ROI for online marketing remains abysmally low.
Traditional survey efforts to obtain preference-based market data do not effectively
incentivize users to give correct information.
Companies struggle to understand YPs’ frequently changing spending habits and needs.
Local businesses lack budgetary resources and struggle to market to YPs.

3. The Solution:
The Problems Solutions
Problem 1: Create a platform in which YPs are properly
incentivized to give accurate, thorough information
YPs struggle to expand about themselves.
both their social and
professional networks Use this data to plan customized events and invite
offline. like-minded individuals, which further motivates YPs
to share more personal information.
Provide companies access to aggregated user data
Problem 2:
(without listing sensitive info like email addresses).
Companies’ ROI for
online marketing Since users indicate likes (e.g. beer over wine),
remains abysmally low. companies can plan targeted social events and
networking nights to reach key demographics.

4. Get To Know
A groundbreaking social networking and data collecting organization that…
1 Solicits members to voluntarily list preferences and information about themselves.
2 Analyzes user data to understand trends and habits.
3 Markets to and partners with companies to share user data.
4 Facilitates sponsored events, organizes activities, and customizes user experience.
The Results:
Members receive a social
Creates a pipeline of YPs
experience catered to
to companies.
their needs.

5. How Gathers Its User Information
Users must complete a 10 question survey to become members and gain access to events.
From the survey, we can make probable assumptions about our members.
We continue to ask our
members questions about
their preferences after
membership begins.

6. Benefits of to YPs’ Social Lives
Once users have completed the questionnaire, customized services begin.
A Member Tells Us The Result
Relationship Members:
Status Exclusive invite to a 60s themed
event at a high-end wine bar.
Favorite Drink
Meet MadMen enthusiasts.
Receive extraordinary drink
specials and free appetizers.
Social
Goal Local Businesses (Wine Bar):
Targeted ads to and data on key
demographic (oenophiles).
Direct exposure to important
consumers and foot traffic into
the establishment.

7. Benefits to Organizations: Jazz at Lincoln Center (JALC)
JALC sought to increase membership among 22-35 year olds in NYC and partnered
with on Saturday, October 29, 2011.
JALC Received
Analyzed its aggregated user data and 30 Tickets Sold to YPs in NYC.
reached out to members:
22 First Time Attendees.
In relationships
Favorite drink: wine 13 New Membership Registrations.
Enjoy private concerts
Countless WOM opportunities.
Offered tickets at 25% discount on JALC
tickets.
Reserved a pre-performance area for
networking and socializing among
members.

8. The Competitive Landscape
Presently, there are event specific companies that use a singular criteria to arrange
offline interactions. There are also online market data companies that reward users with
monetary compensation and coupons for filling out surveys. Credit card companies and
other aggregators also monitor spending habits and sell this info to large companies.
Event Based Market Data

9. The Competitive Landscape: Differentiation
Yet, no company effectively bridges together event planning and market research to
offer compelling services to both consumers and corporate partners.
Users are incentivized to submit Companies receive valuable market
truthful, thorough information to data and pay a premium for the info.
improve their event experiences.
becomes like to create a customized event platform.
Users receive greater customization for submitting more information
about preferences and realize the benefits of the exchange.

10. Go to Market Strategy
will use several channels to raise awareness and engage new users, including:
Existing Social Use existing social network avenues to increase awareness.
Facebook
Networks Twitter
Specialized Target specialized organizations to engage new users.
Teach for America
Organizations Young Democrats or Young Republicans
Use sponsorships and partnerships to provide consumers
Sponsorships
with enticing deals to events.
Word of
Effectively utilize WOM through invite specials and promotions.
Mouth
Small Establish relationships with and create marketing campaigns
Businesses designed to increase awareness for local small businesses.

11. Projections: Market Sizing and #s of Users
Expected Members Comparable Growth Rates
Market Sizes (22-40): 3,500 users in six
NYC: 2,622,437 months
DC: 23,178 125 meals per month
Boston: 256,896 after one year
2010 U.S. Census Data
Year-One Goals: More than 20M paying
NYC: 7,500-10,000Year-
Market users presently
City OneSubscriber
DC: ,178 Target Penetration
Boston: 256,896
NYC 3,250 0.12%
900K members in
DC 500 2.16%
NYC ages 22-40
Boston 1,500 .58%
Why these targets numbers?
Targeting YP populations through 115K total users in
WOM and deal based incentives. in one year.
Completing survey is fast and
requires no costs from consumer.

12. Projections: Revenues from Market Data / Online Ads
Projected Total Revenue (US $) Industry Evidence/Trends
$900,000
$800,000 $800,000 Customer preference data generates
$700,000
$600,000
25% margin of purchase price on sales.
$500,000
$400,000 $412,500 Online Data Industry expected market
$300,000 cap of $1.7B by 2015.
$200,000 $187,500
$100,000
$0
Targeted online advertising generates
2012YE 2013YE 2014YE higher ROI for companies, creating a
Key Revenue Drivers: greater service premium.
Market Data Reports to Local Businesses Engaged consumer generates $30
Targeted Online Advertising
Ticket Sales to Events
revenue annually.
Proforma on Appendix
How Much Your Shopping Habits are
Worth - $Billions
Projected Total Operating Expenses Source: AITE Group, July 2011
800,000 2
700,000 680,000
600,000 1.5
500,000
400,000 391,875 1
300,000
200,000 183,750
0.5
100,000
0 0
2012YE 2013YE 2014YE 2010 2011 2012 2013 2014 2015

13. Our Successes to Date
Launched
on September 6, 2011
Thrown over 15 events with
300 attendees
Membership of 400+
Partnerships with:
NYU Stern School of Business
Columbia Business School
Columbia Law School
Fordham Law School
Swedish Chamber of
Commerce

14. Call to Action
Investment of $150-200k – with seat on company’s board (optional) to support:
Web Development
Office Facility and Event Space
Capital Expenditures for Promotional Events
Targeted Marketing and Advertising
Timeline Expectations 2012
Jan. 23 June 11
Website v2 Launches Nov. 15
Expansion into D.C. to
with interactive Series B Raise
target large intern
capabilities. population.
Apr. 2 Aug. 13
Data Analysis Aggregation/ Expansion into Boston to
Find Strategic Local Business Sponsors. target large professional
student population.
Weekly social and
professional networking
events throughout the year.

15. The Team
Kwame Spearman
Columbia University (Honors), Yale Law School, Harvard Business School
Senior Class President, Co-Founder of Columbia Television and College
Acceptance (501c3) in New Haven, CT. Deputy Press Secretary for Sen.
Mark Udall and HBS Dating Columnist.
Alicia Horwitz
Columbia University, Fordham Law School
Manager of Sheba Ensemble, an internationally touring music group.
Success owed to effective use of social media tools to develop audience
and book prestigious venues.
Brandon Jahner
Colorado State University, Computer Information Systems major
Development experience: HTML5, CSS3, Javascript (jQuery, Ajax, Prototype),
C#, ASP.NET (MVC), PHP (particularly in a CMS environment), Java
For all inquires and questions, please email Kwame Spearman at kwame@ppllikeme.com or call 917.748.4921.

16. Appendix: Projected Revenues and Costs
($US) 2012 2013 2014
Net Revenue:
Users 6,250 12,500 20,000
Ticket Sales to Events $20 $20 $20
Online Advertising $3 $3 $3
User Data $7 $10 $17
Total Revenue $187,500 $412,500 $800,000
Operating Expenses:
Website Development $56,250 $123,750 $240,000
Sales & Marketing $18,750 $41,250 $80,000
Subscriber Acquistion $37,500 $82,500 $160,000
Office Space $18,750 $41,250 $80,000
Events $52,500 $103,125 $120,000
Total Operating Expenses $183,750 $391,875 $680,000
Operating Income/(Loss) $3,750 $20,625 $120,000
Assumptions:
On average, each user attends 2 to 3 events per year.
Will use promoters, and partnerships with local businesses to throw events in other cities initially.
Subscriber Acquisition Costs = discounted tickets to events, compensation for promoters
Office Space used to host small events.