The document describes a proposed coffee service called Coffee Club that aims to improve company culture. It would organize weekly coffee meetups of 10 randomly selected colleagues to foster meaningful connections across levels and roles. An experienced barista would host the meetups using fresh, craft coffee. Data from post-meetup surveys would quantify the impact on culture and provide insights. The business model outlines plans to acquire customers and partners to eventually expand the service to consumers through partner coffee shops.

1. Source:
Quality
of
Life
Observer
A
coffee
service
for
building
company
culture

2. B2B
Phase
1
B2C
Phase
2
Table
of
Contents
Slides
2-­‐11
Slide
12

3. Company
culture
has
become
an
urgent
issue.
Here
are
some
shocking
staGsGcs:
• 95%
of
employees
believe
culture
is
more
important
than
compensa0on
• 87%
of
employees
lack
mo0va0on
and
are
unhappy
at
work
• 63%
of
employees
are
not
engaged
• 48.4%
job
turnover
at
an
organizaGon
with
poor
company
culture
• 41%
of
all
candidates
search
for
informa0on
about
a
company
culture
before
they
apply
• $300B
lost
by
American
businesses
each
year
due
to
lower
produc0vity
linked
to
unhappiness
This
is
a
large
opportunity
to
solve
a
big
problem.
Problem
Sources:
Gallup,
Department
of
Economics
at
University
of
Warwick,
The
Talent
Board,
Johns
Hopkins
University
3

4. CREATE
MEANINGFUL
CONNECTIONS
Open
CommunicaGon
Cross-­‐collaboraGon
Inclusion
Purpose
RecogniGon
Respect
Personal
Development
Minimize
poliGcs
Employees
are
engaged,
happy,
and
produc.ve
Resiliency
InnovaGon
Profits
Sustainability
Successful
Company
Culture
Impact
Leadership
CreaGng
meaningful
connecGons
between
colleagues
is
at
the
foundaGon
of
a
successful
company
culture.
Sources:
Gallup,
Department
of
Economics
at
the
University
of
Warwick
Thesis
FOUNDATION
4

5. Take
something
that
people
are
already
doing
habitually
at
work
and
innovate
it
to
address
the
culture
problem.
SoluGon
Source:
Quality
of
Life
Observer
5
Coffee
Break
Company
Culture
91%
of
employees
believe
coffee
breaks
are
the
ideal
moment
to
build
more
human
and
personal
exchanges
with
colleagues.

6. Service
Each
Coffee
Club
includes
a
randomized
group
of
10
colleagues
from
across
your
organizaGon
bringing
people
from
different
levels,
roles,
and
backgrounds
together
in
an
open
environment.
This
is
how
we
spark
meaningful
connec0ons.
Coffee
Club
is
a
weekly
service
that
over
Gme
integrates
into
your
company’s
culture
and
rouGne.
An
experienced
and
friendly
barista
hosts
Coffee
Club
in
a
private
secng
in
your
office
–
be
that
conference
room
or
lounge
area.
UGlizing
a
craf
brewing
method
called
pour-­‐over,
they
come
with
all
required
supplies
and
equipment
and
brew
fresh
coffee
on-­‐site.
Coffee
Club
partners
with
local
coffee
shops
and
roasters
to
source
high-­‐quality,
fresh
coffee.
6
Coffee
Club
surveys
members
afer
each
visit
to
quan0fy
the
impact
and
generate
valuable
insights
for
senior
management.

7. Market
Size
1.37M
total
U.S.
companies
with
25+
employees
23K
total
NYC
companies
Sources:
NaGonal
Coffee
AssociaGon,
DMDatabases.com,
Glassdoor.com,
StaGsGcBrain.com,
Tassimo
23K
Total
New
York
City
Companies
7
54%
of
Americans
18+
are
daily
coffee
drinkers
63%
New
Yorkers
are
daily
coffee
drinkers
4
Cups
coffee
consumed
daily
by
average
office
worker

8. Who
We
Are
…to
our
partners
a
distribution
channel
and
marketing
platform
to
get
their
products
into
the
hands
of
new
customers.
…to
our
baristas
an
opportunity
to
travel
the
city
and
be
empowered
to
create
a
special
experience
for
interesting
people
-­‐
a
departure
from
the
traditional
behind-­‐the-­‐counter
barista
role.
Supply
8

9. Business
Model
2%
NYC
Market
Share
460
Coffee
Club
Customers
1
Coffee
Club/week
$200
Price
88%
Margin
Over
3
Years
$14.35M
Core
opportuniGes:
• Horizontal
expansion
within
customer
organizaGons
• MarkeGng
plakorm
to
coffee
partners
9

10. PARTNERSHIPS
Mutually
Beneficial
Go-­‐To-­‐Market
Strategy
ACQUISITION
Low
Cost,
High
Impact
MARKETING
Target
Decision
Makers
HypotheGcal
In
Discussion
HypotheGcal
First
Coffee
Club
free
Referral
program
UGlize
Coffee
Club
survey
data
as
sales
collateral
Engage
online
communiGes
with
folks
responsible
for
managing
culture
iniGaGves
at
their
companies
(EA’s,
office
managers).
Send
ironic
branded
items
with
a
CTA
directly
to
prospecGve
customer
offices.
For
example,
Coffee
Club
branded
hacky
sacks
with
corresponding
markeGng
material
that
reads
“Hacky
Sacks
are
not
company
culture.
Time
to
try
something
new.”
10

11. Competitive
Landscape
High
Impact
on
Culture
Surface
Level
Perk
Affordable
Expensive
11

12. B2C
Niko’s Coffee Shop
Once
the
Coffee
Club
B2B
operaGon
is
at
scale,
we
can
supplement
the
model
to
appeal
to
a
wider
audience.
By
leveraging
our
exisGng
network
of
both
customers
and
coffee
partners,
we
will
host
Coffee
Clubs
at
partner
locaGons
for
members
from
different
companies
–
an
evoluGon
from
building
culture
within
an
organizaGon
to
building
community
across
organizaGons.
This
would
eventually
expand
out
to
the
general
public.
Fees
are
charged
on
both
sides
of
the
equaGon
to
the
user
and
the
coffee
partner.
12

13. Team
ABOUT
Mike
&
Dana
bonded
during
coffee
breaks
at
work
and
obsessed
over
the
culture
problem
hyper-­‐present
in
the
startup
ecosystem.
When
the
idea
for
Coffee
Club
was
born,
they
quit
their
jobs,
moved
to
the
woods
in
Maine
to
bootstrap,
locked
themselves
in
a
room
and
didn’t
come
out
unGl
they
had
an
MVP.
Michael
Saltzman
Co-­‐founder
m@coffeeclub.co
Dana
Ress
Co-­‐founder
d@coffeeclub.co
STATUS
Currently
piloGng.
Interested
in
advisement
and
relaGonship
building.
Not
acGvely
seeking
outside
investment.
13
www.coffeeclub.co