What is the primary value proposition for sports clubs?

According to Slide 2, the primary value proposition is data management and visibility. Currently, clubs use chalkboards that are erased daily, meaning they have no historical data or analysis to help them earn more. MiCancha offers 'Information better than gold' by digitizing these records and providing analytics to improve club revenue.

How does MiCancha plan to generate revenue?

Slide 8 outlines a dual-revenue stream. The first is a Freemium model where clubs pay for increased visibility on the platform and detailed analytics. The second is an Advertising model, selling space to sports brands, event organizers, and local pubs that want to reach the platform's athletic user base.

What is the projected timeline for international expansion?

The Financial Plan on Slide 10 indicates that MiCancha intends to take its 'first steps on South America' in the second half of 2014. By the first half of 2015, the company aims to 'Open Worldwide,' supported by Venture Capital funding rounds.

Who are the main competitors and how does MiCancha differentiate?

Slide 9 lists Jogabo (which does not do field rentals), Acción Total (still in development), and Pichangas.cl (which suffers from a lack of administration). MiCancha differentiates by focusing specifically on the rental transaction and providing administrative tools for the clubs themselves.

What specific market segments are being targeted initially?

The deck focuses heavily on the Chilean market. Slide 6 highlights a specific starting point in 'Las Condes' with 4,000 potential targets, before scaling to the 36,000 nationwide venues. The prototype on Slide 3 specifically mentions sports like 'Futbol 7', 'Futbol 11', and 'Tennis'.

MiCancha Pitch Deck: 30-Slide Breakdown

See all 30 slides of the MiCancha pitch deck — a Marketplace deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

MiCancha presents a marketplace solution for the fragmented sports field rental industry, specifically targeting the Chilean market before scaling across South America. The deck identifies a significant operational pain point: clubs currently manage bookings via physical chalkboards, leading to data loss and missed revenue. By offering a freemium SaaS model for clubs and a consumer-facing booking app, MiCancha seeks to capture 80% of the national market by 2014. While the deck provides a clear roadmap and competitive landscape, it relies heavily on visual metaphors rather than hard financial…

Key takeaways

The problem is defined as clubs losing money due to inefficient data management, specifically citing the use of chalkboards that are erased daily (Slide 2).
The product is showcased through a web prototype featuring a booking interface for 'Club Palestino' with specific pricing of $21.500 (Slide 3).
Technology plans include mobile accessibility via both the Apple App Store and Google Play (Slide 4).
Market size is quantified as 4,000 venues in Las Condes and 36,000 nationwide (Slide 6).
The business model is split between Freemium (charging for visibility and analytics) and Advertising (targeting sports brands, events, and pubs) (Slide 8).
Competitive analysis identifies three players: Jogabo, Acción Total, and Pichangas.cl, noting their specific weaknesses like 'lack of administration' (Slide 9).
The financial roadmap targets a 50% market share in Santiago by late 2013 and an 80% nationwide share by early 2014 (Slide 10).
Funding milestones are clearly staged, moving from Founders to F.F.F. (Friends, Family, and Fools), then Angel, and finally VC for international expansion (Slide 10).

MiCancha Pitch Deck Analysis

MiCancha represents a classic marketplace play: taking a fragmented, offline industry and moving it into a centralized digital ecosystem. The deck focuses on the Chilean market, specifically the sports field rental niche, which is traditionally managed through manual, non-scalable methods. The following teardown examines the 10 slides provided from their 30-slide presentation.

Slide 1: Title and Team

The cover slide introduces the brand name 'MiCancha' with the tagline 'Sport field rental made easy.' It lists four individuals: Felipe Asfura, Consuelo Pavón, Alex Valenzuela, and Slavko Yaksic. While it establishes the core team, it lacks specific roles or professional backgrounds, which is a common omission in early-stage decks. The green color palette and hexagonal background pattern immediately signal the sports (turf) and networking focus of the company.

Slide 2: The Problem - Information Gap

This slide identifies the core pain point for sports clubs. It uses a three-tier breakdown: Data, Info, and Visibility. The most compelling point here is the physical reality of the current market: bookings are 'Written on chalkboards' and 'Erased daily.' This highlights a massive loss of historical customer data. The slide argues that clubs are losing money because they have 'No analysis' to help them optimize earnings. It also notes that '20% gets the 80%,' implying a Pareto distribution where most clubs struggle for visibility.

Slide 3: The User Prototype

MiCancha provides a wireframe/prototype of their web interface. The URL shown is 'proyecto-canchas.cl'. The interface allows users to filter by sport (Futbol 7, Futbol 11, Tennis), date, time, and price range. A specific example for 'Club Palestino' shows a price of $21.500 for a 60-minute slot. The UI is functional, including details like parking (Estacionamiento) and snack bars. The confirmation message 'Recuerde que reservar es un compromiso' (Remember that booking is a commitment) suggests the platform is thinking about the reliability of the marketplace.

Slide 4: Technology and Mobile Strategy

This slide emphasizes the multi-platform nature of the service. It shows an iPad displaying a map-based search interface, which is critical for local discovery. The inclusion of 'Available on the iPhone App Store' and 'Google Play' logos indicates a mobile-first approach, recognizing that players likely want to book fields on the go rather than just via desktop.

Slides 5-7: Market Visuals

These slides use simple iconography to represent the user base and market scale. Slide 5 shows a single green figure (the user/organizer) connected to a team of red figures. Slide 6 provides the hard numbers for the Chilean market: 4,000 venues in the Las Condes district and 36,000 nationwide. Slide 7 places the MiCancha logo at the center of the social group, positioning the brand as the essential connector for sports communities.

Slide 8: Business Model - Trial

The revenue strategy is divided into two clear buckets. The 'Freemium' side targets the clubs, charging for 'Pay for visibility' (likely a featured listing model) and 'Detailed analytics.' The 'Advertising' side targets third parties, specifically sports brands and local 'Events & Pubs.' This is a logical way to monetize both sides of the marketplace: the service providers (clubs) and the audience (players).

Slide 9: Possible Competitors

The competitive landscape is addressed by naming three specific entities. Jogabo is dismissed because it is 'Not field rental.' Acción Total is noted as being 'Still on development.' Pichangas.cl, perhaps the most direct competitor, is criticized for a 'Lack of administration.' By focusing on the 'administration' aspect, MiCancha positions itself as a SaaS tool for clubs, not just a directory for players.

Slide 10: Financial Plan and Roadmap

This is the most data-dense slide in the set. It outlines a semester-by-semester goal from late 2012 to early 2015. Key milestones include:

2012.2: First version and main clients (10% market share) funded by Founders. · 2013.1: Online payment integration and first employee, seeking F.F.F. funding. · 2013.2: 'Take Santiago' with a 50% market share goal, seeking Angel investment for aggressive marketing. · 2014.1: 'Go nationwide!' targeting 80% market share. · 2014.2: Expansion into South America, seeking VC funding. · 2015.1: Global opening, also VC-backed.

What Works in This Deck

The deck excels at identifying a tangible, low-tech problem . The mention of chalkboards being erased daily is a visceral image that any investor can understand as an inefficiency. The market sizing is also specific; rather than just saying 'millions of players,' they count the actual venues (36,000), which are the primary customers for their SaaS offering. The roadmap is also highly structured, showing a clear progression from founder-led local operations to VC-led global expansion.

What is Missing

The most significant omission is unit economics . While they mention a freemium model, there is no indication of what a 'visibility' package costs or what the expected Lifetime Value (LTV) of a club is compared to the Cost of Acquisition (CAC). Additionally, the Team slide is very thin. In a marketplace business, execution is everything, and the deck does not explain why these four individuals are the right ones to navigate the Chilean sports scene or build the technology. Finally, there is no mention of traction to date —investors would want to know if those 10% market share goals for 2012 were actually met or if they are purely aspirational.

Founder's Guide: What to Copy

Founders should emulate the competitor slide (Slide 9). Instead of just listing logos, MiCancha provides a specific reason why each competitor is not a threat (e.g., 'Lack of administration'). This shows a deep understanding of the product gaps in the current market. The Financial Plan (Slide 10) is also a great template for showing how different funding rounds (Founders vs. Angel vs. VC) correlate to specific business milestones and market share targets. It turns a 'funding ask' into a 'growth roadmap.'

Frequently asked questions

What is the primary value proposition for sports clubs?: According to Slide 2, the primary value proposition is data management and visibility. Currently, clubs use chalkboards that are erased daily, meaning they have no historical data or analysis to help them earn more. MiCancha offers 'Information better than gold' by digitizing these records and providing analytics to improve club revenue.
How does MiCancha plan to generate revenue?: Slide 8 outlines a dual-revenue stream. The first is a Freemium model where clubs pay for increased visibility on the platform and detailed analytics. The second is an Advertising model, selling space to sports brands, event organizers, and local pubs that want to reach the platform's athletic user base.
What is the projected timeline for international expansion?: The Financial Plan on Slide 10 indicates that MiCancha intends to take its 'first steps on South America' in the second half of 2014. By the first half of 2015, the company aims to 'Open Worldwide,' supported by Venture Capital funding rounds.
Who are the main competitors and how does MiCancha differentiate?: Slide 9 lists Jogabo (which does not do field rentals), Acción Total (still in development), and Pichangas.cl (which suffers from a lack of administration). MiCancha differentiates by focusing specifically on the rental transaction and providing administrative tools for the clubs themselves.
What specific market segments are being targeted initially?: The deck focuses heavily on the Chilean market. Slide 6 highlights a specific starting point in 'Las Condes' with 4,000 potential targets, before scaling to the 36,000 nationwide venues. The prototype on Slide 3 specifically mentions sports like 'Futbol 7', 'Futbol 11', and 'Tennis'.

Cover slide of the MiCancha pitch deck — MiCancha pitch deck, slide 1

MiCancha pitch deck: the facts

Company: MiCancha
Slides: 30
Sector: Marketplace

MiCancha pitch deck PDF

The full MiCancha 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 MiCancha pitch deck was used for

MiCancha is presented in this 30‑slide marketplace pitch deck as an online platform for renting sports fields, allowing field owners to list their venues and users to book them online instead of via phone and chalkboard-style schedules. The Slideshare upload is dated May 29, 2012 and describes a proposed service focused initially on Santiago, Chile, with an ambition to expand from local dominance to a broader, potentially global rollout. Multiple versions of the MiCancha deck on Slideshare around April–June 2012 suggest this was an early-stage startup refining its pitch and product concept, likely pre‑seed or seed, but no external fundraising details are verifiable beyond the decks themselves. Because no credible external sources confirm company formation, funding rounds, investors, or later operations for this specific 2012 MiCancha concept, the analysis relies on the content of the pitch deck rather than confirmed corporate outcomes.

What the MiCancha deck got right

Clear problem–solution fit in a traditionally offline market. The value proposition responds directly to a clear pain point: clubs managing bookings with chalkboards and phone calls, while players must contact multiple venues to check availability; digitizing this workflow offers obvious convenience and operational efficiency.
Emphasis on usability and low entry barrier. The core competences slide emphasizes a **user friendly**, **easy to use** platform with a **low entry barrier**, which is important in a market where many field administrators may have limited technical expertise.
Focus on analytics and customer insight for venue owners. MiCancha proposes giving field administrators **statistics and other indicators of usage**, along with **detailed info about their own clients**, which could improve decision-making on pricing, promotions, and scheduling if implemented well.
Promotions and marketing tools integrated into the platform. Allowing clients to **publish their promotions** through the platform suggests a built-in marketing mechanism that could help venues increase utilization, providing an additional value lever beyond basic booking.
First-mover positioning with local‑to‑global ambition. The deck positions MiCancha as a first mover in an under-digitized niche, aiming to become the local leader in Santiago before expanding further, which, if accurate, could provide early network effects and defensibility.

What could have been stronger

Unsubstantiated "no competitors" claim. The deck asserts that MiCancha is "first to offer this" and that there are "almost no competitors," but does not provide market research, competitor names, or data to substantiate these claims, weakening the credibility of its competitive positioning.
Limited evidence of product depth and analytics. While core competences mention detailed info about clients and usage statistics, the deck (based on available text) does not show concrete product screenshots, data models, or examples of these analytics, leaving investors unsure how advanced or differentiated the technology really is.
High-level global ambition without a concrete rollout plan. The excerpt mentions a path from local dominance in Santiago to a global rollout, but there are no visible milestones, expansion plan details, or resource requirements tied to that ambition, making the international strategy appear aspirational rather than operational.

How an investor would read this deck

What draws attention

Validate whether MiCancha’s 2012 service progressed beyond concept decks into a live platform or operating business, given that the Slideshare materials describe a proposed online service but external proof of execution is absent.
Assess the true competitive landscape for sports field booking platforms in Santiago and globally at that time, since the deck claims almost no competitors without naming or analyzing alternatives.
Understand the actual pain points and economics for field owners (utilization rates, pricing, no-show rates) to verify that digitizing bookings delivers enough measurable value to drive adoption.
Clarify how MiCancha intended to acquire both field owners and players at scale, including any early traction, partnerships, or pilots that might be mentioned elsewhere in the deck beyond the OCR snippets.

Risks that stand out

The absence of independently verified information about MiCancha’s corporate formation, funding, or subsequent operations raises the risk that the concept may not have progressed beyond the pitch stage, limiting learnings from real-world execution.
If the market already contained emerging online booking platforms for sports facilities in 2012, MiCancha’s assumption of limited competition could have led to underestimating the need for differentiation and aggressive go-to-market efforts.
Adoption by field owners might be slower than anticipated if they are accustomed to manual processes and perceive low marginal benefits from digitizing bookings, challenging the marketplace’s ability to reach critical mass.
The business depends on balancing two-sided marketplace dynamics: insufficient user demand reduces value for field owners, while sparse field supply limits user appeal, making early traction difficult without strong evidence of network effects in the deck.

Questions this deck invites

Did MiCancha ever launch a functioning platform and onboard paying field owners in Santiago or elsewhere, and what usage metrics (bookings per month, active venues) were achieved?
Which specific competitors existed in Chile and Latin America in 2012 offering online sports field reservations, and how did MiCancha benchmark itself against them despite the deck’s claim of almost no competition?
What was MiCancha’s planned business model (commission per booking, subscription, or hybrid) and how did this align with the economics and preferences of field owners at the time?
Were any pilots or letters of intent secured from clubs or sports complexes that validated demand for the platform beyond the theoretical benefits described in the deck?
What technical resources and timeline were budgeted to build the analytics, promotions, and booking infrastructure that the deck describes, and how far was development progressed when this deck was used?

What founders can take from the MiCancha deck

Concept-stage marketplace decks benefit from **substantiated competitor and market analysis**; claiming "almost no competitors" without external data or examples weakens credibility even when the market feels underserved.
For B2B2C platforms, showing **concrete product detail**—screenshots, workflow diagrams, and analytics examples—helps investors understand how the solution operationally improves owner management and user booking beyond high-level claims.
Ambitious statements like moving from local leadership to global rollout need **clear intermediate milestones and resource plans**; otherwise, expansion appears aspirational rather than grounded in strategy.
Highlighting both sides of the marketplace (venue owners and players) with **specific acquisition tactics and early traction metrics** can make the deck more convincing than generic claims of user friendliness and low entry barriers.
When a deck emphasizes administrative analytics and client information as differentiators, it is critical to **link those features directly to revenue or cost savings** for venue owners to show why they would adopt and pay for the platform.
Early-stage decks for operational marketplaces in traditional sectors (like sports fields) should **demonstrate understanding of the current offline workflow** and quantify its inefficiencies to make the value of digitization clearly measurable and compelling.

MiCancha pitch deck: common questions

What is MiCancha according to the pitch deck?

Based on the pitch deck, MiCancha is an **online marketplace for renting sports fields**. Field owners can post their fields on the platform, users can search and rent online, and administrators receive statistics and usage indicators to manage their venues more professionally.

Which market does MiCancha initially target in the deck?

The deck positions MiCancha as starting in **Santiago, Chile**, aiming first for local market leadership and then a broader rollout. The text explicitly contrasts the existing local market (chalkboards and phone calls) with the proposed online system, and the Slideshare materials reference Santiago as the initial focus.

How does MiCancha work, according to the slides?

The deck claims MiCancha offers an online platform where **field owners list their fields and users rent them online**, with features such as client promotions, detailed customer information, and usage statistics for administrators. This replaces manual booking processes and phone calls with a centralized digital system.

What key advantages does MiCancha claim over existing solutions?

In the "Core Competences" slide, MiCancha claims to be **user friendly**, have a **low entry barrier**, be **easy to use**, and be **among the first to offer this service with almost no competitors**. It also highlights customization for clients, who can publish promotions and get detailed information about their own customers.

Did MiCancha raise funding with this pitch deck?

Despite multiple MiCancha pitch decks on Slideshare from 2012, there are **no verified public records of a specific funding round, named investors, or amounts raised** tied to this deck. Without external confirmation from company sites, investor announcements, or press coverage, any such details would be speculative, so they are omitted in this analysis.

Sources

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

MiCancha pitch deck slides

MiCancha pitch deck slide 1 of 30 — MiCancha pitch deck — slide 1 of 30

MiCancha pitch deck slide 2 of 30 — MiCancha pitch deck — slide 2 of 30

MiCancha pitch deck slide 3 of 30 — MiCancha pitch deck — slide 3 of 30

MiCancha pitch deck slide 4 of 30 — MiCancha pitch deck — slide 4 of 30

MiCancha pitch deck slide 5 of 30 — MiCancha pitch deck — slide 5 of 30

MiCancha pitch deck slide 6 of 30 — MiCancha pitch deck — slide 6 of 30

What each slide of the MiCancha pitch deck says

Slide 2

5 n ENE = Consuelo Pavén Alex Valenzuela Slavko Yaksic Felipe Asfura ut IT Industrial Engineers j

Slide 3

And this is..... What?¢ It's an online platform for renting sports fields We offer the possibility for fields owners fto post their fields on the platform, allowing the users to rent online and giving the administrators statistics and other indicators of usage.

Slide 4

Clubs are losing money! Information is better than gold * Written on chalkboards \ belle ° Erased daily = fl I | *No analysis || 1 le *How do you earn more? «20% gets the 80% 1 Visiind * They want to be known [[iCancha

Slide 5

mi | Club could have this Detailed Fast and clear analytics availability CRM Alerts and - : Client history [[iCancha

Slide 6

The players could | | : bee availability Web & App Notify their

Slide 9

Core Competences MUser Friendly * Low enftry barrier * Easy to use m Firsts to offer this * There are almost no competitors mCus'romized * Clients can publish their promotions * They get detailed info about their own clients

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

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