What is the primary problem Belezen is solving?

Belezen addresses the difficulty of accessing beauty services in Brazil due to severe urban infrastructure issues and time constraints. Slide 4 highlights 'Traffic jams due to a lack of infrastructure' in cities like Sao Paulo and 'Time-consuming professional lives' with long working hours as the two main puzzles preventing easy access to traditional salons.

How does Belezen make money?

The company employs a multi-stream revenue model. It takes a 10-15% commission from service providers and charges a 10% fee to customers. Additionally, it generates B2B revenue through product placements, sponsored e-mailings, and a €10 monthly subscription fee for brand product counselors to host pages on the platform (Slide 11).

Who are the 'Zenistas' mentioned in the deck?

Zenistas are the service providers on the platform. Slide 9 categorizes them into three types: 'Apaixonada' (enthusiasts), 'Professionel' (independent professionals), and 'Salon' (established businesses). The platform provides them with tools to manage schedules and geographic zones while monetizing their expertise for free registration.

What market data supports the Belezen business case?

The deck cites L'Oréal Brazil and Sebrae as sources. Key data points include an 8% market growth in 2015, a total market size of $40 billion, and the fact that there is one beauty salon for every 350 Brazilians. It also notes that Brazilian women spend 20-35 minutes daily on hair care (Slides 2 and 3).

What are the biggest risks in this pitch deck?

The most significant risk is the total lack of team transparency; Slide 12 provides no names or bios, making it impossible to assess execution capability. Furthermore, the deck lacks a 'The Ask' slide, meaning investors do not know how much capital is needed or what milestones that capital will achieve.

Belezen Pitch Deck (2015): 13-Slide Breakdown

See all 13 slides of the Belezen pitch deck — a 2015 deck in Beauty — with a slide-by-slide teardown of what the deck does well and where it falls short.

Belezen is a digital marketplace platform designed to capitalize on Brazil's massive beauty industry, which the deck values at $40 billion per year (Slide 3). The company proposes a three-sided ecosystem connecting consumers, service providers (dubbed 'Zenistas'), and beauty brands. The business model is diversified, relying on service commissions ranging from 10% to 15%, plus a 10% customer fee, alongside B2B revenue streams like product placement and counselor page rentals (Slide 11). While the deck provides strong market-specific context regarding Brazilian consumer habits and infrastructu…

Key takeaways

The Brazilian beauty market is valued at $40 billion per year in products and services as of 2015 (Slide 3).
Brazilian consumers prioritize beauty highly, with a 'beauty budget' that reportedly exceeds their 'eating budget' (Slide 2).
The platform targets 564,188 micro-enterprises in the Brazilian beauty sector (Slide 3).
Belezen utilizes a tiered commission model: 10% for salons and 15% for independent professionals or concierge services (Slide 11).
A 10% service fee is charged directly to the customer on top of the professional commission (Slide 11).
The deck identifies infrastructure issues, specifically traffic jams in Sao Paulo, as a primary driver for on-demand home services (Slide 4).
Revenue is supplemented by a B2B model charging €10 per month for brand product counselor pages (Slide 11).
The team slide is entirely anonymous, displaying only the French and Brazilian flags and the French Tech logo (Slide 12).

Market Context and Opportunity

Slide 1: Title Slide

The deck opens with the Belezen logo—a red speech bubble—and the subtitle 'A digital project for the Beauty market in Brazil.' The background image features a sunset view of Rio de Janeiro, immediately grounding the project in its specific geographic target.

Slide 2: Brazil, Why?

This slide establishes the cultural importance of beauty in Brazil. It claims the Brazilian 'beauty budget' exceeds the 'eating budget.' Citing L'Oréal Brazil, it notes that women spend 20 to 35 minutes a day on hair care, use an average of 5 products, and shower 2 to 3 times daily. A key infrastructure metric is provided: 1 Beauty Salon per 350 Brazilians, indicating a highly fragmented but dense service market.

Slide 3: Current Climate and Challenges

A 'thumbs down' and 'thumbs up' comparison summarizes the macro environment. Negative factors include budgetary constraints, low purchasing power, and an economic crisis. Positive factors include 8% growth in the cosmetics market (2015), a $40 billion annual market size, and the existence of 564,188 micro-enterprises. The slide also mentions the 'success of Uber in Brazil' as a catalyst for the explosion of informal, on-demand jobs.

Slide 4: Two Main Challenges

Belezen identifies the 'puzzles' of beauty service access. The first is 'Traffic jam due to a lack of infrastructure,' specifically comparing the complex transit maps of Paris and Sao Paulo. The second is 'Time-Consuming professional lives,' illustrated by stock imagery of busy women multitasking. The implication is that users cannot easily travel to salons, creating a need for mobile services.

The Solution and Product

Slide 5: Belezen Digital Solution (1/2)

This slide defines the product as a 'collaborative marketplace dedicated to on-demand beauty services from beauty addicts.' It shows three low-resolution screenshots of a web interface: a landing page with service categories (hair, waxing, massage), a professional profile page with ratings, and a booking/map view.

Slide 6: Belezen Digital Solution (2/2)

A four-step user journey is illustrated with cartoons: 1. Select service, 2. Choose a 'zenista', 3. Book an appointment, 4. Sit and Relax. The process is framed as a simple, consumer-facing web or mobile experience.

Slide 7: Win-Win Opportunities for Everyones

A circular diagram illustrates the three-sided marketplace. 'Zenistas' provide services to 'Users' for extra income. 'Users' provide visibility to 'Brands.' 'Brands' provide new products and experiences to 'Users' and form partnerships with 'Zenistas' who act as a 'Sales Force.' This suggests a deeper B2B2C play than a simple service directory.

Slide 8: Win-Win for Users

This slide details user benefits: booking anyplace (home/work), booking anytime, tailored services for all budgets, access to a database of professionals, and a system for reviews and ratings.

Slide 9: Win-Win for Zenistas

For service providers, the platform offers schedule and geographic management, free registration, and profile building with photos. It identifies three registration tiers: Apaixonada, Professionel, and Salon, allowing the platform to capture both amateur and professional supply.

Slide 10: Win-Win for Brands

Brands are offered a way to target new clients, a new channel for product promotion/distribution, and a mechanism to gather consumer opinions about their products.

Business Model and Execution

Slide 11: Business Model

The revenue model is split into three categories. First, commissions: 10% for salons, 15% for independent professionals, and 15% for concierge services, plus a 10% fee charged to the customer. Second, communication operations: product placements and sponsored e-mails. Third, brand product counselors: charging €10 per month for a counselor page. It notes that Natura Brasil alone employs 1 million product counselors, highlighting the scale of the potential B2B user base.

Slide 12: Team

This is a major weakness in the deck. The slide contains no names, photos, or credentials. It only displays the French flag, the Brazilian flag, and the 'French Tech' logo. This suggests a cross-border founding team but provides zero evidence of their ability to execute.

Slide 13: Contact

The final slide provides social handles and URLs: @belezen, www.belezen.com.br, and www.blzn.com.br. No phone numbers or specific email addresses are listed.

What Belezen Does Well

The deck excels at market justification. By linking the 'Uberization' of the Brazilian economy to specific infrastructure failures (traffic) and cultural habits (high beauty spend relative to food), the founders build a compelling 'Why Now' case. The inclusion of the 'Brand' pillar in the three-sided marketplace is a sophisticated touch, recognizing that in the beauty industry, product sales and service delivery are inextricably linked. The business model slide is also refreshingly specific, providing exact percentage splits and even a monthly Euro-denominated subscription fee for brand counselors.

What is Missing from the Deck

The omissions in this deck are significant enough to stall a fundraising process. The Team: As noted, Slide 12 is effectively a placeholder. Investors back people, not just ideas, and an anonymous team is a non-starter. The Ask: There is no mention of how much money the company is raising, what the valuation is, or how the funds will be allocated. Traction: There are no metrics regarding current users, completed bookings, or revenue generated. It is unclear if the screenshots on Slide 5 represent a live product or a mockup. Competition: The deck ignores the competitive landscape, which is particularly crowded in the Brazilian on-demand beauty space. Roadmap: There is no timeline for expansion or product development.

Founder Takeaways

Quantify the 'Why Now': Belezen does a great job of using external market shocks (economic crisis, success of Uber) to justify their model. Founders should always look for these macro tailwinds. · Address Infrastructure: If your product solves a physical problem (like traffic), use data to prove it. The comparison between Paris and Sao Paulo transit maps is a strong visual argument for home-based services. · Diversify Revenue Early: Instead of just relying on a single commission, Belezen thought through how to monetize brands and counselors. This shows a deeper understanding of the industry ecosystem. · Never Hide the Team: Even if you are a first-time founder, list your names and relevant experience. Using flags instead of faces signals a lack of confidence or a project that hasn't truly started. · Include a Clear Ask: Every pitch deck must end with a clear statement of what you need from the investor. Without an 'Ask' slide, the deck is a presentation, not a pitch.

Frequently asked questions

What is the primary problem Belezen is solving?: Belezen addresses the difficulty of accessing beauty services in Brazil due to severe urban infrastructure issues and time constraints. Slide 4 highlights 'Traffic jams due to a lack of infrastructure' in cities like Sao Paulo and 'Time-consuming professional lives' with long working hours as the two main puzzles preventing easy access to traditional salons.
How does Belezen make money?: The company employs a multi-stream revenue model. It takes a 10-15% commission from service providers and charges a 10% fee to customers. Additionally, it generates B2B revenue through product placements, sponsored e-mailings, and a €10 monthly subscription fee for brand product counselors to host pages on the platform (Slide 11).
Who are the 'Zenistas' mentioned in the deck?: Zenistas are the service providers on the platform. Slide 9 categorizes them into three types: 'Apaixonada' (enthusiasts), 'Professionel' (independent professionals), and 'Salon' (established businesses). The platform provides them with tools to manage schedules and geographic zones while monetizing their expertise for free registration.
What market data supports the Belezen business case?: The deck cites L'Oréal Brazil and Sebrae as sources. Key data points include an 8% market growth in 2015, a total market size of $40 billion, and the fact that there is one beauty salon for every 350 Brazilians. It also notes that Brazilian women spend 20-35 minutes daily on hair care (Slides 2 and 3).
What are the biggest risks in this pitch deck?: The most significant risk is the total lack of team transparency; Slide 12 provides no names or bios, making it impossible to assess execution capability. Furthermore, the deck lacks a 'The Ask' slide, meaning investors do not know how much capital is needed or what milestones that capital will achieve.

Cover slide of the Belezen pitch deck — 2015 — Belezen pitch deck, slide 1 (2015)

Belezen pitch deck: the facts

Company: Belezen
Year: Circa 2015…
Slides: 13
Sector: Beauty / Marketplace
Deck type: Pitch Deck
Headquarters: Brazil / France (implied by flags)

Belezen pitch deck PDF

The full Belezen deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Belezen pitch deck was used for

Belezen is presented in this pitch deck as a collaborative, three‑sided beauty marketplace for the Brazilian market, connecting end users, freelance beauty professionals called “Zenistas,” and brands. The deck appears to date from around 2015, based on Brazil beauty-market data cited in the slides and the focus on urban issues like São Paulo traffic and long working hours. It positions Belezen as a digital, on‑demand beauty services platform dedicated to beauty addicts, with a marketplace model rather than a single-service provider. The fundraise stage and target amount are not stated in the available materials, and no external records of the company’s corporate details or financing could be verified beyond the deck and its Slideshare posting.

What the Belezen deck got right

Strong articulation of local market pain points. The deck focuses on the Brazilian beauty market, historically large and growing, and ties this to specific urban challenges like São Paulo traffic and long working hours, making the problem context vivid and localised.
Distinct multi‑sided marketplace concept. Belezen is framed as a collaborative, three‑sided marketplace connecting users, “Zenistas,” and brands, which, if executed well, could create differentiated network effects in the beauty ecosystem.
Clear focus on on‑demand convenience for beauty consumers. Positioning the platform around on‑demand beauty services for beauty addicts taps into existing consumer behaviour and desire for convenience, aligning the product idea with clear demand drivers.
Large and attractive target vertical. Targeting Brazil’s beauty market leverages a sector with well‑documented growth and consumer spend, which can be attractive to investors seeking large, under‑digitised verticals.
Compelling narrative linking infrastructure issues to digital solution. The deck’s narrative links macro infrastructure issues (traffic, time constraints) directly to the need for digital solutions, framing Belezen as a timely response to systemic urban challenges.

What could have been stronger

No traction or proof of adoption. The deck does not present any traction metrics (users, bookings, revenue, repeat rates) or concrete evidence of market validation, making it difficult for investors to assess whether the marketplace has moved beyond concept stage.
Limited go‑to‑market and economics detail. Although the deck frames Brazil’s beauty market and urban access problems, it lacks a detailed go‑to‑market plan and unit economics showing how Belezen will acquire and retain users, Zenistas, and brands in a cost‑effective way.
Under‑explained three‑sided marketplace dynamics. The three‑sided marketplace model (users, Zenistas, brands) introduces complexity, but the deck only briefly states this structure without explaining how liquidity will be built on each side or how incentives are aligned among them.
Unclear product scope and user experience. The slides refer to on‑demand beauty services and a collaborative marketplace but do not clearly specify the product scope (in‑home services, salon bookings, product sales) or show product screenshots and user journeys.
Missing team and credentials information. No information is provided on the team, their experience in beauty, marketplaces, or Brazilian consumer tech, which is a critical factor for investors evaluating execution risk.

How an investor would read this deck

What draws attention

Evidence that Brazilian urban consumers struggle to access beauty services due to traffic and long working hours, supporting demand for convenient, on‑demand solutions.
Overall size and growth of the Brazilian beauty and personal care market, which historically has been one of the largest globally, suggesting room for new digital platforms.
Differentiation of Belezen’s collaborative marketplace, especially the concept of “Zenistas” and how that professional community could be mobilized.
Regulatory, safety, and quality‑control considerations for in‑person beauty services delivered via a digital marketplace in Brazil.
Potential for ancillary revenue streams from brands (promotion, sampling, data) beyond pure booking commissions.

Risks that stand out

Multi‑sided marketplaces are difficult to bootstrap, and Belezen’s three‑sided model increases execution complexity and the need for substantial early investment in user and provider acquisition.
Local and international competition from both traditional salons and emerging beauty apps could rapidly crowd the space, especially if Belezen lacks defensible differentiation or network effects.
Operational risks related to in‑person services, such as safety incidents, inconsistent service quality, and regulatory non‑compliance, could damage brand trust and lead to legal exposure.
If the company has limited capital and an unproven team, scaling in a large and competitive market like Brazilian beauty services may be challenging and slow.

Questions this deck invites

What concrete traction has Belezen achieved to date in terms of active users, Zenistas on the platform, completed bookings, and gross merchandise volume?
Who are the founders and key team members, and what relevant experience do they have in marketplaces, beauty, and Brazilian consumer internet businesses?
What is the exact scope of services offered (at‑home appointments, salon bookings, product sales), and how does the product experience work end‑to‑end for users and Zenistas?
How does Belezen plan to build liquidity across all three sides of the marketplace, and what are the key acquisition channels and associated customer acquisition costs?
What are Belezen’s policies and systems for quality assurance, customer safety, licensing compliance, and dispute resolution in the Brazilian regulatory environment?

What founders can take from the Belezen deck

A pitch targeting a large consumer market like Brazilian beauty should connect macro growth data with a clear plan for how the startup will capture a specific, well‑defined segment of that market.
When proposing a multi‑sided marketplace, it is crucial to explain how each side will be acquired and retained, and how network effects will emerge, not just to name the sides.
Demonstrating even modest early traction (pilots, beta users, signed professionals or brands) materially strengthens investor confidence compared to a purely conceptual deck.
Including team backgrounds and relevant expertise is essential for investor evaluation, especially in regulated, operationally intensive categories like beauty services.
Clarity on product scope and user experience—what exactly the platform does, how people use it, and what problems it solves day‑to‑day—helps investors quickly understand the proposition and reduces perceived execution risk.
For on‑demand service marketplaces, addressing safety, quality, and regulatory compliance in the deck can pre‑empt investor concerns and show maturity of thinking.

Belezen pitch deck: common questions

What does Belezen do according to its pitch deck?

The Belezen pitch deck outlines a collaborative marketplace in Brazil that connects three groups: beauty service users, freelance professionals known as “Zenistas,” and beauty brands, with a focus on on‑demand beauty services for beauty addicts. It emphasizes solving urban access issues like traffic jams and long working hours that make it hard for consumers to reach salons.

What fundraising round was the Belezen pitch deck used for?

The deck’s market data and framing suggest it was created around 2015, but the exact fundraising round, amount, and investors are not stated in the slides. No external announcements or filings confirming a specific Belezen round were found, so the stage and raise remain unknown.

Which sector and geography does Belezen target?

The deck describes Belezen as operating in the beauty and personal care services sector with a marketplace business model. It focuses on Brazil, particularly large urban centers such as São Paulo, and targets consumers seeking convenient, on‑demand beauty services.

Where can I find Belezen’s pitch deck?

The deck itself is hosted on Slideshare under the title “Pitch Deck Belezen” and contains 13 slides outlining the problem, solution, marketplace model, and market opportunity. Beyond this Slideshare version, no alternate or updated Belezen decks or official company materials could be verified.

Is there any public information about Belezen’s founders or funding history?

Based on search and review of available sources, there are no verifiable public records of Belezen’s incorporation, founders, funding rounds, or later outcomes beyond what the deck claims. Belezen appears to be an early‑stage concept or venture whose external corporate and financing details are not publicly documented.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

Belezen pitch deck slides

Belezen pitch deck slide 1 of 13 — Belezen pitch deck — slide 1 of 13

Belezen pitch deck slide 2 of 13 — Belezen pitch deck — slide 2 of 13

Belezen pitch deck slide 3 of 13 — Belezen pitch deck — slide 3 of 13

Belezen pitch deck slide 4 of 13 — Belezen pitch deck — slide 4 of 13

Belezen pitch deck slide 5 of 13 — Belezen pitch deck — slide 5 of 13

Belezen pitch deck slide 6 of 13 — Belezen pitch deck — slide 6 of 13

What each slide of the Belezen pitch deck says

Slide 2

Brazil, Why ? Brazil is a symbolic highly place for beauty aficionados The Brazilian « beauty budget » exceed that of i « eating budget ». Brazilian Womens spend 20 to 35 minutes a day taking care of her hair, using an average of 5 aN products and take more or less 2 or 3 showers a Vj 8 day... 7, o source: L’Oréal Brazil © 1 Beauty Salon per 350 Brazilians CVD A strong need to follow the trend in Fashion and Beauty

Slide 3

Current climate in Brazil and the Social and Economic Challenges - BUDGETARY CONSTRAINTS «8% growth of the cosmetics market Low purshasing power, raising in Brazil in 2015. (source: I’ Oreal) / taxes. 40 billion dollars per year in beauty products and services (source: I’ Oreal). - ECONOMIC CRISIS Unemployment + Beauty Market in Brasil : 564.188 micro entreprises - DEEP-SEATED CRISIS OF TRUST source: Sebrae // The «empregos bicos » Foreign companies fears for phenomenom increasing. investing in brasilia markets. + Success of Uber in Brazil leads to an explosion of informal jobs.

Slide 4

Two main challenges puzzles of beauty services access in Brazil Traffic jam due to a lack of infrastructure (ex: Sao Paulo) SAQ PAULQCITY Time-Consuming professional lives Long working hours

Slide 5

BELEZEN A Digital Solution for Beauty Market in Brazil (1/2): A collaborative marketplace dedicated to on-demand beauty services from beauty addicts.

Slide 6

BELEZEN A Digital Solution for Beauty Market in Brazil (2/2): Select your service, Choose a zenista, Book an appointment, Sit and Relax 1 === -) 4 fm oF="] Op. &

Slide text above is read directly from the Belezen deck PDF embedded on this page.

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