PK K \_rels/PK K \ docProps/PK K \ppt/PK K \ ppt/_rels/PK K \ ppt/charts/PK K \ppt/charts/_rels/PK K \ppt/embeddings/PK K \ ppt/media/PK K \ppt/slideLayouts/PK K \ppt/slideLayouts/_rels/PK K \ppt/slideMasters/PK K \ppt/slideMasters/_rels/PK K \ ppt/slides/PK K \ppt/slides/_rels/PK K \ ppt/theme/PK K \ppt/notesMasters/PK K \ppt/notesMasters/_rels/PK K \ppt/notesSlides/PK K \ppt/notesSlides/_rels/PK K \` [Content_Types].xml PK K \]] _rels/.rels PK K \ 0 0 Microsoft Office PowerPoint On-screen Show (16:9) 0 15 15 0 0 false Fonts Used 2 Theme 1 Slide Titles 15 Arial Calibri Office Theme Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15 PptxGenJS false false false 16.0000 PK K \WLdocProps/core.xml E-Catering Platform PptxGenJS Presentation PptxGenJS PptxGenJS 1 2026-05-07T01:18:22Z 2026-05-07T01:18:22Z PK K \ ppt/_rels/presentation.xml.rels PK K \Oݨ ppt/theme/theme1.xmlPK K \Elp{{ppt/presentation.xml PK K \Xppt/presProps.xml PK K \ppt/tableStyles.xml PK K \D >00ppt/viewProps.xml PK K \H7t!ppt/slideLayouts/slideLayout1.xml PK K \ђ77,ppt/slideLayouts/_rels/slideLayout1.xml.rels PK K \6*ppt/slides/slide1.xml INITIATIVE 02 · DETAILRed ChiliE-Catering PlatformEmbassies. Weddings. Corporate functions. End-to-end orchestration — built for multi-stakeholder coordination.Prepared for: Dr. Sharouz Khan + Catering ManagerConfidential · Draft v1.0 · For Dr. Sharouz Khan and authorised reviewers onlyMohammad Shakil · NTT Groups · Vivid Verse GlobalPK K \3 ppt/slides/_rels/slide1.xml.rels PK K \.ppt/notesSlides/notesSlide1.xml 1PK K \:A*ppt/notesSlides/_rels/notesSlide1.xml.rels PK K \x'k4k4ppt/slides/slide2.xml What This Initiative IsIn one sentence, then in three.A purpose-built platform for orchestrating high-value catered events — from initial enquiry to final invoice — coordinating customers, kitchen, drivers, and suppliers in real time.01What it is. A multi-sided platform: customer-facing booking, sales pipeline, kitchen production scheduling, driver dispatch, supplier ordering, and invoicing — all connected.02What it isn't. Not a delivery app. Not just food orders. This is event orchestration: 80-pax embassy receptions, 320-pax weddings, multi-day corporate functions.03Why it matters. New revenue stream targeting Riyadh's Diplomatic Quarter, KAFD, family events. Higher margins (38-48%) than dine-in. Repeat clients drive predictable forward bookings.2 / 15Initiative · Detail · CONFIDENTIALPK K \2- ppt/slides/_rels/slide2.xml.rels PK K \ppt/notesSlides/notesSlide2.xml 2PK K \xշ*ppt/notesSlides/_rels/notesSlide2.xml.rels PK K \͇[?[?ppt/slides/slide3.xml The Problem It SolvesWhy Red Chili needs this — specifically.WITHOUT THIS INITIATIVE✗ Catering enquiries handled by phone — no pipeline visibility✗ No way to quote consistently across tiers (Economy/Standard/Premium/Luxury)✗ Kitchen finds out about events at the last minute✗ Drivers paper-routed; no GPS tracking or proof of delivery✗ Suppliers contacted ad-hoc; no PO control✗ Customers don't know status until they call to askWITH THIS INITIATIVE✓ Pipeline view: every enquiry tracked from lead to invoice✓ 4-tier package builder with auto-margin calculation✓ Kitchen sees prep schedule 7 days out automatically✓ Driver dispatch with live GPS tracker for customer✓ Auto-PO to approved suppliers when event confirmed✓ Customer portal: real-time status from quote to delivered3 / 15Initiative · Detail · CONFIDENTIALPK K \W/ ppt/slides/_rels/slide3.xml.rels PK K \K |Őppt/notesSlides/notesSlide3.xml 3PK K \9 Y*ppt/notesSlides/_rels/notesSlide3.xml.rels PK K \0@0@ppt/slides/slide4.xml How It WorksStep by step. The mechanics.STEP 1EnquiryWeb form, WhatsApp, or phone — all funnel into pipeline. Sales Manager assigned. SLA: respond in 4 hours.STEP 2QuoteTier selected (Economy/Standard/Premium/Luxury). Add-ons: AV, decor, photographer. Auto-margin shown to sales mgr.STEP 3Confirm30% deposit triggers all downstream: kitchen prep schedule, supplier POs, driver assignment, customer status portal.STEP 4Deliver & BillGPS-tracked dispatch. Photo proof of delivery. Invoice auto-generated. Mada/Apple Pay or 30-day terms.4 / 15Initiative · Detail · CONFIDENTIALPK K \` ppt/slides/_rels/slide4.xml.rels PK K \vsppt/notesSlides/notesSlide4.xml 4PK K \J *ppt/notesSlides/_rels/notesSlide4.xml.rels PK K \b#\#\ppt/slides/slide5.xml Stakeholders & RolesWho does what. Clear ownership.StakeholderResponsibilityTool / ModuleCustomerSubmit enquiry, review quote, pay deposit, track statusCustomer Portal (web + WhatsApp)Sales ManagerQualify, quote, negotiate, close, hand off to opsSales Dashboard, Quote BuilderKitchen LeadProduction scheduling, prep list, recipe complianceKitchen Module, Prep ListDriverPickup, dispatch, GPS-tracked delivery, proofDriver Mobile AppSupplierAcknowledge POs, deliver to spec, invoiceSupplier PortalAdmin / Dr. KhanApprove quotes >SAR 50K, review margins, sign-offAdmin Dashboard5 / 15Initiative · Detail · CONFIDENTIALPK K \5 ppt/slides/_rels/slide5.xml.rels PK K \W8ppt/notesSlides/notesSlide5.xml 5PK K \Qe*ppt/notesSlides/_rels/notesSlide5.xml.rels PK K \Z}M}Mppt/slides/slide6.xml How the Money FlowsWhere the revenue comes from. Where it goes.REVENUE INFLOW▶ Year 1 revenue: SAR 2.85M (40% capacity ramp)▶ Year 5 revenue: SAR 7.24M (115% mature run-rate)▶ Avg ticket — Economy (50 pax): SAR 4,000▶ Avg ticket — Premium (180 pax): SAR 47,800▶ Avg ticket — Luxury (320 pax): SAR 142,000▶ Add-on revenue (AV, decor, etc): +18-22% on top of foodCOST / OUTFLOW◆ Platform build: SAR 280K (web + admin) + SAR 170K (iOS/Android apps) = SAR 450K — VVG in-kind◆ Food cost: 32-36% of food revenue (lower than dine-in)◆ Add-on COGS: 60% of add-on revenue (AV/decor pass-through)◆ Event labour: 12-15% of total event value◆ Account mgr + ops salary: SAR 144K/yr (12K/mo, scales with volume)6 / 15Initiative · Detail · CONFIDENTIALPK K \ج+ ppt/slides/_rels/slide6.xml.rels PK K \zppt/notesSlides/notesSlide6.xml 6PK K \=|*ppt/notesSlides/_rels/notesSlide6.xml.rels PK K \\ c cppt/slides/slide7.xml Unit EconomicsWhat it costs. What it returns. What's left.Line ItemValue% of RevenueYear 5 e-catering revenue (mature)SAR 7.24M100%Less: food cost (32%)(SAR 2.32M)−32%Less: add-on COGS (60% of add-on rev)(SAR 760K)−10%Less: event labour (14% of total)(SAR 1.30M)−18%Less: account team (3 FTEs Year 5)(SAR 540K)−7%GROSS CONTRIBUTION (Year 5)SAR 2.32M32%⚠ WORKING ASSUMPTION Year 1 ramp at 40% capacity assumes warm pipeline from Dr. Khan's existing relationships (embassies, KAFD contacts, family network). Cold launch could mean 15-20% Year 1 ramp instead — pushes payback by 12-18 months.7 / 15Initiative · Detail · CONFIDENTIALPK K \F ppt/slides/_rels/slide7.xml.rels PK K \)lppt/notesSlides/notesSlide7.xml 7PK K \|g*ppt/notesSlides/_rels/notesSlide7.xml.rels PK K \MVXXppt/slides/slide8.xml Growth DriversWhat moves the needle. What we can control vs what we can't.✓Pipeline conversion rateWe controlEnquiry → quote → confirm rate. Industry avg 35-45%. Target: 50%+ via faster response + better quote tooling.✓Average event valueWe controlTier mix matters. Push Premium/Luxury via account development. SAR 47K Premium event 12x more profitable than SAR 4K Economy.✓Repeat client rateWe controlFirst event quality determines lifetime value. Target 42% repeat by Year 2. Embassy clients especially sticky.?Riyadh diplomatic activity levelExternalEmbassy event volume rises/falls with bilateral activity. Vision 2030 boost is tailwind — but specific events depend on calendar.?Wedding season demandExternalPeaks around Eid + spring. We can't create demand; we can capture more of it.8 / 15Initiative · Detail · CONFIDENTIALPK K \6 ppt/slides/_rels/slide8.xml.rels PK K \iސppt/notesSlides/notesSlide8.xml 8PK K \pO*ppt/notesSlides/_rels/notesSlide8.xml.rels PK K \zP5P5ppt/slides/slide9.xml Bare-Minimum ScenarioEven at the floor, this still works — or doesn't. Here's the answer.THE FLOOR — minimum we expect to deliver:Even at half the projected pipeline, e-catering breaks even by Year 2.• Floor: 50% of projected event volume = ~SAR 1.4M Year 1, SAR 3.6M Year 5• Floor margin: 32% gross = SAR 450K Year 1 contribution• Account team cost (SAR 144K/yr) covered easily• Food cost in Year 1: ~SAR 460K (manageable from existing kitchen capacity)• Break-even: Year 2 (cumulative contribution covers Year 1 setup + ramp)⚠ HONEST CAVEAT If pipeline doesn't materialise — i.e., Dr. Khan's relationships don't convert into bookings — this initiative fails. Mitigation: warm-list enquiry sprint in Month 0 before platform launch. If <5 confirmed enquiries from existing relationships, defer launch.9 / 15Initiative · Detail · CONFIDENTIALPK K \>$ ppt/slides/_rels/slide9.xml.rels PK K \qppt/notesSlides/notesSlide9.xml 9PK K \1*ppt/notesSlides/_rels/notesSlide9.xml.rels PK K \cS@@ppt/slides/slide10.xml Key AssumptionsWhat has to be true for this initiative to deliver.HIGH RISKDr. Khan's existing relationships convert into 8-15 confirmed events Year 1Cold-start mode. Year 1 revenue 50% lower. Need 2 years longer to break even.HIGH RISKAccount manager hire delivers — embassy/corporate selling is specialist workWrong hire = pipeline stalls. Mitigated by NTT/Mohammad's network for hiring.MED RISKKitchen can handle catering volume on top of dine-in (with prep planning)Capacity constraint. Mitigated by 7-day prep visibility + outsourced overflow chefs.LOW RISKVVG can build platform on specVVG has reference deployments. Risk is low.10 / 15Initiative · Detail · CONFIDENTIALPK K \Ѳ!ppt/slides/_rels/slide10.xml.rels PK K \O ppt/notesSlides/notesSlide10.xml 10PK K \T+ppt/notesSlides/_rels/notesSlide10.xml.rels PK K \ܟe@e@ppt/slides/slide11.xml Timeline & MilestonesWhere we expect to be at each gate.MONTH 0-2BuildVVG develops platform. Account manager hired. Existing relationships warmed (offline pipeline). Photography for catering portfolio.MONTH 2-4Soft LaunchFirst 3-5 events booked through platform with select clients. Bug fixes. Process refinements.MONTH 4-6Public LaunchEmbassy outreach campaign. KAFD corporate. Wedding season targeting. Customer portal goes live.MONTH 6-12ScalePipeline > SAR 500K. Monthly delivery cadence stable. Account mgr proven. Year 2 plan drafted.11 / 15Initiative · Detail · CONFIDENTIALPK K \;!ppt/slides/_rels/slide11.xml.rels PK K \s6ӑ ppt/notesSlides/notesSlide11.xml 11PK K \O+ppt/notesSlides/_rels/notesSlide11.xml.rels PK K \s7M7Mppt/slides/slide12.xml What Could Go WrongHonest risk register. Not optimised for selling.Pipeline doesn't materialise from cold startIf this happens:MITIGATIONPre-launch sprint: 30 warm conversations with embassies/corporates BEFORE platform live. If <5 confirmed leads, delay launch by 60 days.Operational issues at first big eventIf this happens:MITIGATIONFirst 3 events double-staffed. NTT support on-site. Recovery protocol pre-defined for any issue.Kitchen capacity collision with dine-in peakIf this happens:MITIGATION7-day prep visibility allows scheduling. Catering kitchens can be added later if needed (CapEx Year 3+).Account manager wrong hireIf this happens:MITIGATION3-month probation. Performance gates: pipeline value, conversion rate. Replace fast if not delivering.12 / 15Initiative · Detail · CONFIDENTIALPK K \c!ppt/slides/_rels/slide12.xml.rels PK K \*)@ ppt/notesSlides/notesSlide12.xml 12PK K \Fb+ppt/notesSlides/_rels/notesSlide12.xml.rels PK K \<*v*vppt/slides/slide13.xml KPIs — How We Measure SuccessSpecific. Measurable. Time-bound.KPIYear 1Year 3Year 5SourceAnnual events delivered120240320ERP event logPipeline value (active)SAR 400KSAR 800KSAR 1.2MSales dashboardWin rate (quoted → confirmed)50%60%65%Sales funnelRepeat client %30%42%48%Customer DBAvg margin per event35%38%40%Finance reports13 / 15Initiative · Detail · CONFIDENTIALPK K \x!ppt/slides/_rels/slide13.xml.rels PK K \Ї ppt/notesSlides/notesSlide13.xml 13PK K \yv+ppt/notesSlides/_rels/notesSlide13.xml.rels PK K \`PP<P<ppt/slides/slide14.xml What I Need From YouConcrete, dated, specific. No fluff.MONTH 0Hire account manager (Dr. Khan + NTT collaborate on profile + interview)MONTH 0-1Warm-list outreach: 30 conversations with embassies, corporates, family contactsMONTH 1Approve catering portfolio photography budget (SAR 35K)MONTH 2Sign-off on first 5 quotes through platformMONTH 6Quarterly review: pipeline trajectory, hire decisions, expansion14 / 15Initiative · Detail · CONFIDENTIALPK K \O!ppt/slides/_rels/slide14.xml.rels PK K \0 ppt/notesSlides/notesSlide14.xml 14PK K \?ݤ+ppt/notesSlides/_rels/notesSlide14.xml.rels PK K \kppt/slides/slide15.xml Higher Margin. Forward Visibility. New Customer Cohort.E-catering opens a revenue stream the dine-in business doesn't have.Bottom line:Catering events at premium tiers run 38-48% margin — meaningfully higher than dine-in. They also book 2-12 weeks in advance, which means forward revenue visibility (something dine-in lacks). And they introduce Red Chili to a customer cohort — embassies, corporates, royals — that dine-in might not reach. The trade-off: this initiative depends heavily on Dr. Khan's relationships and the right account manager hire. If both work, it's a SAR 7M+ Year 5 line. 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