Intui travel positions itself as a Global Distribution System (GDS) for ground transportation, aiming to bridge the gap between local transport suppliers and international B2B travel clients like OTAs and travel agencies. The deck, dated August 2021, emphasizes the company's resilience during the 2020 pandemic, reporting a recovery in sales with a 36% monthly growth rate. While the presentation outlines a clear problem—the lack of data standards and API integration in local transport—it heavily redacts its most critical financial data. Both the 'ROI model' and 'Unit Economics' slides are obsc…
Key takeaways
- The company claims to have increased its B2B client base by 681, reaching a total of over 5,500 clients by 2021 (Slide 2).
- Intui travel reports a monthly sales growth rate of +36% as of August 2021 following the 2020 tourism shutdown (Slide 2).
- The core product functions as a 'GDS' that converts non-standard supplier data into a format compatible with IATA standards for B2B and B2C clients (Slide 4).
- Market projections for 2025 estimate a Serviceable Obtainable Market (SOM) turnover of 432 million EUR (Slide 6).
- The deck identifies 'Indirect competitors' as Uber, local taxis, and airport shuttles, positioning itself as a more specialized, API-integrated alternative (Slide 7).
- Critical financial metrics including ARPU, Gross Margin, and Acquisition Customer Cost are explicitly hidden behind 'Data on request' placeholders (Slide 9).
- The investment ask is non-specific, stating only that they are 'looking for investments' for growth and an eventual exit (Slide 10).
- There is no team slide included in the 10 provided slides, leaving the founders' backgrounds and expertise unknown.
Intui travel: The GDS Ambition for Ground Transfers
The Intui travel investor deck from August 2021 is a study in post-pandemic recovery and technical positioning. The company identifies a significant friction point in the travel industry: the 'last mile' of transportation. While flights and hotels have been digitized for decades via Global Distribution Systems (GDS), ground transfers (cars, shuttles, buses) remain fragmented and technologically lagging. Intui travel attempts to position itself as the missing link that standardizes this data.
Slide 1: Title and Positioning
The cover slide features a lifestyle image of travelers in a car, immediately identifying the sector. The subtitle, "Marketplace of ground transportation with unique proposition," is a standard value statement. The date, August 2021, is significant as it places the deck in the middle of the global travel industry's attempt to rebound from COVID-19 lockdowns.
Slide 2: Resilience and Recovery Metrics
Slide 2, titled "Intui achieve," addresses the elephant in the room: 2020. It bluntly states that "International tourism was blocked" but claims the company stayed "alive" and "saved the team." The most impressive figure here is the growth of B2B clients, which increased by +681 to a total of +5500 . They also report a "growth of sales +36% monthly" in 2021. This slide serves to prove traction and operational stability during a crisis.
Slide 3: The Global Problem
This slide uses a 'broken plug' metaphor to illustrate the gap between "Transport Suppliers" and "Online Travel Clients." On the supply side, the problems listed include "Business variety standards," "Manual workflow," and "No APIs." On the requirement side, clients need "Uniform Terms & Conditions," "Instant booking," and "1 point access to World covering." The slide effectively argues that the data standards of local suppliers are currently incompatible with the needs of modern travel platforms.
Slide 4: The Solution (Intui GDS)
The solution is presented as a central hub labeled "Intui GDS." The text explains that "Intui algorithms converts data, processes & procedures from the Suppliers into the standardised format and connects the three parties." These parties are identified as B2B Clients (OTAs, Agencies), B2C booking websites, and the ground transportation suppliers themselves. This slide clarifies that Intui is a technology layer, not just a booking site.
Slide 5: The Secret Sauce
Titled "What is the secret sauce," this slide focuses on the value proposition for transport companies. It lists benefits such as "Low operation cost to start to sell globally," "Set up the own flexible sales rules," and the ability to "Predict the price losses & increase the profitability." While it uses the term 'secret sauce,' the content describes standard marketplace benefits rather than a proprietary technological breakthrough.
Slide 6: Market Opportunity
The market slide provides specific forecasts for the year 2025. The TAM is cited as 1,714 million international tourist arrivals. The SAM is narrowed down to 1,371 million arrivals with a turnover of 43,263 million EUR . Finally, the SOM (Serviceable & Obtainable Market) is pegged at 432 million EUR in turnover. These figures give a sense of the scale the company believes it can achieve, though the methodology for these calculations is not provided.
Slide 7: Competition Analysis
The competition is mapped on a four-quadrant chart, though the axes are not explicitly labeled with standard metrics like 'Price' or 'Quality.' Instead, the top-left quadrant describes the ability to select transfers "relevant to customer's needs" (e.g., vehicle model, child seats, female drivers). Intui travel places itself in the top-right quadrant, emphasizing its "API for the integration of transfer bookings into the sales chain." Indirect competitors are listed as Uber, local taxis, and airport shuttles.
Slide 8 & 9: Redacted Financials
Slides 8 and 9 are the most frustrating for a potential investor. Slide 8, "ROI model," shows a graph of "Cumulated cash flow," "Total turnover," and "Net profit," but the actual numbers are obscured by a large box stating "Data - on request." Slide 9, "Unit Economics," does the same, listing categories like ARPU, Gross margin, and Acquisition customer cost , but hiding the values behind another "Data on request" box. While this protects sensitive data in a public deck, it prevents the deck from standing on its own as a persuasive financial document.
Slide 10: The Ask
The final slide is a generic call to action. It states, "We are looking for investments so that the business grows quickly, get big profit what to make a successful exit!" The phrasing is somewhat awkward, and it lacks a specific funding target (e.g., 'Seeking $5M Series A'). It provides a contact email for the CEO but offers no details on how the funds will be allocated.
What Works
Clear Problem/Solution Fit: The deck does an excellent job of explaining why ground transportation is difficult to aggregate and how their 'GDS' approach solves the technical hurdle of non-standardized data. · B2B Focus: By highlighting 5,500+ B2B clients, the company demonstrates a scalable distribution strategy rather than just relying on expensive direct-to-consumer marketing. · Resilience Narrative: Successfully navigating 2020 and returning to 36% monthly growth is a strong signal of a capable management team and a durable business model.
What is Missing
Transparency: The 'Data on request' boxes on the financial slides are a significant hurdle. Without seeing the unit economics, it is impossible to verify if the 36% growth is profitable or sustainable. · The Team: In the 10 slides provided, there is no mention of the founders, their backgrounds, or the size of the engineering team. In early-stage investing, the 'who' is often as important as the 'what.' · Specific Ask: A pitch deck should ideally state how much capital is being raised and what milestones that capital will help the company reach. This deck is too vague on the 'Ask.' · Product Visuals: While the deck explains the 'GDS' concept, it doesn't show the actual interface for B2B partners or the 'PriceWizard' mentioned on Slide 2.
Founder Takeaways
Standardize the Fragmented: If you are entering a 'messy' industry, use the GDS/API-first narrative. Investors love the idea of a company becoming the 'plumbing' for an entire sector. · Don't Hide the Meat: While it is tempting to hide financials for privacy, a deck with 'Data on request' boxes feels incomplete. If the data is too sensitive for a public link, consider creating two versions of the deck: a 'teaser' and a 'full' version, rather than redacting slides within a single file. · Define the Exit: Mentioning a 'successful exit' on the final slide is fine, but it’s more effective to show a list of potential acquirers (e.g., Booking.com, Expedia, or major airlines) to show you understand the M&A landscape in your niche.
Frequently asked questions
- What is the primary problem Intui travel is solving?
- According to Slide 3, the problem is a disconnect between local transport suppliers and online travel clients. Suppliers often have non-standard business rules, manual workflows, and no APIs. Conversely, clients require uniform terms, transparent cancellation policies, and instant booking compatible with IATA standards. Intui travel acts as the digital bridge or 'plug' between these two incompatible groups.
- How did the company perform during the COVID-19 pandemic?
- Slide 2 states that while international tourism was blocked in 2020, Intui travel 'saved the team' and 'saved the suppliers.' By 2021, they claimed to have recovered sales and were experiencing a 36% monthly growth rate. They also used this period to upgrade their core product to a marketplace and launch new solutions like SmartWay and PriceWizard.
- What are the projected market sizes for this sector?
- Slide 6 provides a 2025 forecast. They estimate the Total Addressable Market (TAM) at 1,714 million international tourist arrivals. The Served Available Market (SAM) is estimated at 1,371 million arrivals with a turnover of 43,263 million EUR. Their specific target, the Serviceable & Obtainable Market (SOM), is cited as 432 million EUR in turnover.
- Who are the target customers for Intui travel?
- The marketplace serves three parties as shown on Slide 4. B2B clients include Online Travel Agencies (OTAs), travel agencies, corporate travel departments, metasearch engines, and IT travel providers. B2C clients are reached through booking transfer websites. On the supply side, they target ground transportation providers like car, bus, and boat operators.
- What is missing from the financial section of the deck?
- The deck lacks transparency regarding actual performance figures. Slide 8 (ROI model) and Slide 9 (Unit Economics) both feature large white boxes labeled 'Data on request' that cover the Y-axis values and specific line-item costs. Investors cannot see the actual ARPU, CAC, or profit margins, which are essential for evaluating the business's health.
