Ingresse is a Brazilian event discovery and ticketing platform that aims to digitize a market previously reliant on physical distribution centers and 'old marketing.' The deck, likely used for a demo day, identifies that 85% of people cannot find events online according to a 2012 internal survey. The business model is straightforward: free for organizers to list and sell, with a 10% fee charged to the ticket buyer. The platform features a social-discovery interface, allowing users to see which friends are attending specific events. Led by a team of three—Robi, Marcelo, and Gabriel—the company…
Key takeaways
- The company cites an internal 2012 survey stating that 85% of people cannot find events online (Slide 2).
- Market inefficiencies for buyers include driving an hour in traffic and paying for parking just to reach a physical distribution center (Slide 3).
- Ticketing for sellers currently involves manual printing, physical distribution, and manual counting of tickets (Slide 4).
- The platform utilizes social proof by showing the number of people attending and social media share buttons for each event listing (Slide 6).
- Ingresse operates on a 10% transaction fee model charged to the buyer, while remaining free for the event organizer (Slide 7).
- The mobile application includes a QR-code based check-in system for ticket validation at the door (Slide 7).
- The founding team highlights a connection to Stanford University and experience organizing over 100 events (Slide 8).
- The company had grown to 15 team members by the time this demo day deck was presented (Slide 8).
Ingresse: Transitioning the Brazilian Event Market to Digital
The Ingresse pitch deck is a classic example of a demo day presentation: it is heavy on visuals, light on text, and focused on a singular, high-friction problem. The deck targets the Brazilian event market, which, at the time of this presentation, was characterized by significant offline hurdles for both consumers and promoters. By focusing on the 'Distribution Center' model as the enemy, Ingresse positions itself as the necessary evolution for the region's entertainment industry.
Slide 1: Title Slide
The opening slide introduces the brand name 'Ingresse' with the tagline 'find events, buy tickets.' It identifies Gabriel Benarrós as the Founder and CEO. A small Brazilian flag in the bottom right corner immediately establishes the geographic focus of the startup, which is critical for investors looking at emerging market opportunities.
Slide 2: The Discovery Problem
Slide 2 uses a large-scale statistic to anchor the problem: '85% CAN'T FIND EVENTS ONLINE.' The slide attributes this to an 'Ingresse Survey, 2012.' The background illustration depicts a bored consumer at home, surrounded by junk food and a blank television, emphasizing the lack of accessible entertainment options. This sets the stage for a discovery-led solution.
Slide 3: Ticket Buyer Inefficiencies
This slide breaks down the 'Market Inefficiencies' from the perspective of the consumer. The journey involves five painful steps: contacting friends, deciding to buy a ticket without full information, driving, sitting in an hour of traffic, and paying for parking. All of this effort is required just to reach a 'Distribution Center.' This slide effectively visualizes the 'friction' that Ingresse intends to remove.
Slide 4: Ticket Seller Inefficiencies
The inefficiency narrative continues by looking at the supply side. For the 'Ticket Seller,' the process involves 'Old Marketing,' followed by a manual cycle of printing, distributing to physical centers, collecting unsold tickets, and counting them. By showing the complexity for both sides of the market, Ingresse justifies why a digital platform is a win-win for the ecosystem.
Slide 5: Social Discovery and Curation
Slide 5 moves toward the solution, showing how event information can be digitized and socialized. It displays event posters for a 'String Seminar' and a 'Season 3' event, complete with social engagement metrics like likes, comments, and attendee counts. The characters on the right suggest that the platform caters to diverse tastes, from rock fans to classical music enthusiasts.
Slide 6: The Web Interface
This slide provides a screenshot of the Ingresse platform. It shows a grid of diverse events (Service Design workshops, concerts like Lady Gaga's 'The Edge of Glory,' and local festivals). Key features visible include a location filter (set to Manaus), social sharing icons for every event, and a clear 'Ingressos' (Tickets) ribbon on featured listings. This proves the product is live and functional.
Slide 7: The Business Model
The revenue model is presented with extreme clarity. The slide states 'INGRESSE IS FREE FOR ORGANIZERS.' The diagram shows a 10% fee applied to the 'BUY' side (the consumer), while the 'SELL' side (the organizer) pays nothing. It also introduces the mobile component, showing a smartphone with a QR code, indicating that the platform handles not just the sale, but also the entry validation at the event.
Slide 8: The Team
The team slide introduces three key figures: Robi, Marcelo, and Gabriel. The slide uses icons to convey three main points: the company has 15 team members, the founders have a connection to Stanford University, and they have collective experience organizing over 100 events. This combines academic prestige with practical, 'in-the-trenches' industry experience.
Slide 9: Contact Information
The final slide provides a contact email (founders@ingresse.com) and features a stylized mascot wearing an Ingresse-branded shirt. It serves as a simple call to action for interested investors to reach out following the demo day presentation.
What Works in the Ingresse Deck
Clear Problem/Solution Fit: The deck does an excellent job of illustrating exactly how painful the status quo was. By listing specific grievances like '1h in traffic' and 'paying for parking,' they make the digital solution feel like an inevitability rather than just a convenience.
Simple Business Model: Investors appreciate a revenue model that can be explained in a single diagram. The 10% buyer-side fee is a standard, proven model in ticketing, and highlighting that it is free for organizers explains their strategy for rapid supply-side growth.
Social Proof: By integrating social metrics into the product screenshots, Ingresse shows they aren't just a utility for buying tickets, but a discovery engine fueled by what a user's friends are doing. This suggests a lower customer acquisition cost (CAC) through viral loops.
What is Missing from the Ingresse Deck
Market Size (TAM/SAM/SOM): While the deck explains the problem well, it fails to quantify the size of the Brazilian event market in dollars. Investors need to know if this is a million-dollar opportunity or a billion-dollar one.
Competitive Landscape: The deck ignores other players. Even if the market was primarily offline, there were likely existing competitors (local or international like Eventbrite) that should have been addressed to show Ingresse's unique advantage.
Financial Traction: Beyond mentioning '100 events,' there are no hard numbers regarding Gross Merchandise Volume (GMV), revenue, or user growth rates. A demo day deck usually benefits from a 'hockey stick' growth chart to build momentum.
The Ask: There is no mention of how much money the company is looking to raise or what they plan to do with the capital. While common in demo day formats where the 'ask' is delivered verbally, its absence in the slides makes the deck less effective as a standalone document.
Founder Lessons: What to Copy
Use Visual Storytelling for Friction: Founders should look at Slide 3 and 4 as a masterclass in visualizing friction. Instead of just saying 'the market is inefficient,' they mapped out the physical steps a user has to take. This makes the problem visceral.
Highlight Domain Expertise: The mention of 'organized +100 events' on the team slide is more important than the Stanford logo. It tells investors that the founders understand the pain points of their primary customers (the organizers) because they have been in their shoes.
Keep the Business Model Simple: Don't overcomplicate your revenue slide. Ingresse's use of a simple flow chart with a single percentage (10%) is the most effective way to communicate how a marketplace makes money.
Focus on the 'Enemy': Every great pitch needs a villain. In this deck, the villain is the 'Distribution Center.' By framing the pitch as a battle against outdated, physical infrastructure, Ingresse makes their digital platform feel like a hero's solution.
Frequently asked questions
- What is the primary problem Ingresse is solving?
- Ingresse addresses the extreme friction in the Brazilian event market circa 2012. According to slides 3 and 4, the process was almost entirely offline. Buyers had to drive through traffic to physical distribution centers to purchase tickets without full event information, while sellers were burdened with printing, distributing, and manually counting physical tickets. The deck positions Ingresse as the digital bridge for this fragmented market.
- How does Ingresse make money?
- The revenue model is a classic transaction-based fee. As shown on slide 7, the service is free for event organizers to list and sell their tickets. Ingresse generates revenue by charging a 10% fee on top of the ticket price to the buyer. This 'free for organizers' approach is a common strategy to lower the barrier to entry for supply acquisition in a two-sided marketplace.
- What social features are integrated into the platform?
- Slide 6 shows a web interface that mimics a social discovery feed. Each event card displays the number of people attending and includes quick-action buttons for Facebook, Twitter, Google+, and Pinterest. Slide 5 further illustrates this by showing event posters with social metrics (likes, comments, and attendee counts) to help users decide which events are popular among their peers.
- What is the background of the Ingresse team?
- The team slide (Slide 8) features three leads: Robi (Design/Management), Marcelo (Development), and Gabriel (Deployment/CEO). The slide emphasizes their academic pedigree with a Stanford University logo and highlights their domain expertise by noting they have organized more than 100 events. At the time of the deck, the company employed 15 team members.
- Does the deck include a specific investment ask?
- No, the provided slides do not include a specific funding ask, valuation, or use of proceeds. As this is a 'Demo Day' deck, it is designed to be a high-level narrative pitch to generate interest rather than a full due diligence document. It focuses on the problem, solution, and business model rather than detailed financial projections or capital requirements.
