Oregon Sand Dune Tours Inc is a localized adventure tourism startup based in Winchester Bay, Oregon. Their 10-slide pitch deck outlines a plan to operate sandrail tours while positioning the business as an ecological partner to the Forest Service. The company identifies a specific environmental problem—invasive plants overtaking the dunes—and proposes a solution that combines thrill-seeking tours with conservation education. Financially, the deck projects growth from $60k in 2020 to $1.5M by 2024, driven by a $45 per seat ticket price. The founders, Tiffany and Cody Wallace, are seeking $100k…
Key takeaways
- The company identifies invasive grass and shrubs planted in the early 1900s as the primary threat to the Oregon sand dunes (Slide 2).
- Revenue is projected to scale from $60,000 in 2020 to $1,500,000 by 2024 (Slide 5).
- The business model relies on $45 ticket sales per seat, with $1.30 per ticket paid to the Forest Service for a special use permit (Slide 5).
- Competitive advantages cited include being $10 more expensive than rivals, offering 10-minute longer tours, and having a scheduled tour system (Slide 5).
- The founding team consists of Tiffany Wallace (CEO, 51 shares) and Cody Wallace (COO, 49 shares) (Slide 7).
- The company is seeking a $100,000 investment, specifically expressing interest in revenue-based loans (Slide 10).
- Use of funds includes a storefront, a shop for sandrail maintenance, trailers, a 4x4 towing truck, and insurance (Slide 10).
- Marketing strategy focuses on social media, Google sales leads, and partnerships with Travel Oregon and local businesses (Slide 6).
Company Overview and Title Slide
Slide 1: Title
The deck opens with a high-contrast black and green title slide featuring the company logo: Oregon Sand Dune Tours Inc. The logo incorporates a silhouette of a sandrail (dune buggy) and a pine tree icon. The visual theme establishes a connection between off-road adventure and the Oregon coastal environment.
The Problem and The Opportunity
Slide 2: The Problem
The founders define the problem not as a lack of entertainment, but as an ecological crisis. They state that "Sand Dunes are disappearing" due to grass and shrubs planted in the early 1900s. The slide notes that these "noxious weeds" are overtaking open sand and growing forests, which negatively impacts wildlife. The text highlights that the Forest Service is "understaffed and under-funded," leaving the ecosystem at risk of "extinction."
Slide 3: Opportunity
The opportunity slide identifies the target demographic as "tourists from around the world" traveling the Oregon Coast. The company aims to provide a "bucket-list adventure." Beyond the thrill, the slide emphasizes an emotional connection, stating the goal is to help passengers "fall in love with this place" and learn how to "help fight and clean up these sand dunes."
Slide 4: The Solution
The solution is presented as a guided tour service that doubles as an educational platform. The company claims to have the ability to "spread knowledge of the sand dunes fragile state." The slide suggests that most tourists only see the dunes from parking lot overlooks, whereas this service takes them into the "surrounding breathtaking views" to foster a "deep and passionate love" that leads to rehabilitation efforts.
Business Model and Marketing
Slide 5: Revenue Model
This slide contains the core financial projections and unit economics. The company lists a "$45 ticket sales per seat" price point. A mandatory cost of "$1.30/ticket" is noted as going to the Forest Service for a "Special use permit." A bar chart projects revenue growth over five years:
2020: 60K · 2021: (Approximately 250K based on bar height) · 2022: (Approximately 600K based on bar height) · 2023: 1M · 2024: 1.5M
The slide also notes that "May through September are peek months." A small callout box compares the company to the competition, noting they are "$10 more," have a "10 minutes longer tour," and offer "scheduled tours."
Slide 6: Marketing
Social Media: Being active on trending platforms. · Google Sales Leads: Ads on Google, Bing, and other search engines. · Travel Oregon: Partnering with the state tourism agency. · YouTube Channel: Posting weekly videos of volunteer work and the business. · Local Business: Cross-promoting with other establishments in Winchester Bay to attract tourists already in the area.
Team and Competitive Landscape
Slide 7: Our Team
Tiffany Wallace (CEO): Holds 51 shares . Responsible for final decisions, business-related work, advertising, and marketing. · Cody Wallace (COO): Holds 49 shares . Responsible for operations, lead driving, safety, and routes.
The slide notes they are "heading up the start-up," implying a lean, founder-led operation.
Slide 8: Competition
The deck identifies three major competitors: Sand Dunes Frontier, Sandland, and Spinreel. It provides a candid assessment of each:
Spinreel: Focuses mainly on UTV rentals rather than tours. · Sandland: Offers "extra large seated sandrails" with a "bus like atmosphere" that is described as "very slow." · Sand Dunes Frontier: Offers 5-7 passenger rides but is criticized for an "un-organized tour schedule" and inconsistent hours.
The slide also mentions Ridin' Dirty Rentals as a local business that backed out of the permit process, suggesting a barrier to entry for new competitors.
Slide 9: Target Market
The market is segmented into "thrill seeker" and "outdoor adventurers." The company plans to offer two distinct products: an "Epic Tour" for thrill-seekers and a "Breathtaking Tour" for sightseers. The goal is to provide a reason for tourists to visit the specific town of Winchester Bay.
The Ask
Slide 10: Investment & Use of Funds
The company is seeking "an investor to help us out with $100k." The founders state they are "most interested in loans based on revenue," though they are open to other terms. They acknowledge being "first time business owners." The funds are earmarked for:
Acquiring a building (storefront and shop). · Equipment (sandrails, trailers, 4x4 towing truck). · Operational costs (advertisements, insurance, bills, Forest Service permit). · Merchandise (shirts and memorabilia).
The slide concludes with a goal to be "open before summer starts."
What Works / What is Missing
What Works
Local Competitive Intelligence: The breakdown of competitors on Slide 8 is specific and identifies clear pain points (wait times, slow rides, lack of schedules) that the company intends to solve. · Niche Positioning: By tying the business to the Forest Service and dune restoration (Slide 2), the company creates a "virtuous" brand that may appeal to eco-conscious tourists and local regulators. · Clear Ask: Slide 10 is unambiguous about the amount ($100k) and the preferred structure (revenue-based loan).
What is Missing
Revenue Math: Slide 5 jumps from $60k to $1.5M without explaining the capacity requirements. At $45 per seat, $1.5M requires over 33,000 passengers per year. The deck does not explain how many sandrails or drivers are needed to achieve this volume. · Operating Expenses: While the deck mentions "bills" and "insurance," there is no breakdown of labor costs, fuel, maintenance, or marketing spend. A $100k loan for a business projecting $1.5M in revenue suggests very high margins that are not substantiated with data. · Permit Status: Slide 8 mentions a competitor "backed out of the intensive process" to acquire a permit. The deck implies Oregon Sand Dune Tours has the ability to get one, but it does not explicitly state if the permit is already secured or merely a goal. · Seasonality Strategy: Slide 5 acknowledges that May-September are peak months. The deck does not address how the business will sustain itself or retain staff during the off-season.
Founder Takeaways
Be honest about experience: The founders openly state they are "first time business owners" on Slide 10. In a high-risk industry like off-road tours, this honesty can build trust, but it must be balanced with a very detailed operational plan to show that the lack of experience is mitigated by thorough preparation.
Identify the 'Moat': The mention of the "intensive process" for the Forest Service permit on Slide 8 is a critical piece of information. For a local service business, a regulatory permit is often the only real barrier to entry. Highlighting this helps investors understand why a competitor can't simply start up next door the following week.
Align the 'Ask' with the 'Instrument': Seeking a revenue-based loan for a business with high capital expenditures (trucks, sandrails, buildings) is a logical choice. It shows the founders have thought about how the investor gets paid back without necessarily giving up permanent equity in a small, localized lifestyle business.
Frequently asked questions
- What is the specific environmental problem the company aims to address?
- According to slide 2, the Oregon sand dunes are 'disappearing' because of grass and shrubs planted in the early 1900s. These non-native plants are overtaking the open sand and creating forests, which the company claims harms wildlife and the ecosystem. The founders position their tours as a way to fund and spread awareness for the removal of these plants.
- How does Oregon Sand Dune Tours differentiate itself from local competitors?
- Slide 5 and slide 8 detail the competition. The company claims to offer 'scheduled tours,' whereas competitors like Sand Dunes Frontier have 'un-organized' schedules. They also differentiate by price ($10 more than others) and duration (10 minutes longer). They specifically name Spinreel, Sandland, and Sand Dunes Frontier as the three major competitors in the region.
- What are the projected financials for the business?
- Slide 5 provides a bar chart showing revenue growth. The projections start at $60k for 2020, followed by roughly $250k in 2021, $600k in 2022, $1M in 2023, and reaching $1.5M in 2024. The slide notes that May through September are the 'peek' months for revenue generation.
- What is the ownership structure of the company?
- Slide 7 reveals a simple two-person ownership structure. Tiffany Wallace, the CEO, holds 51 shares and is responsible for final decisions and marketing. Cody Wallace, the COO, holds 49 shares and manages operations, driving, and safety. The deck does not specify the total number of shares issued, only the relative split.
- What are the primary uses for the $100,000 investment request?
- As stated on slide 10, the funds are intended for capital expenditures and startup costs. This includes acquiring a storefront and maintenance shop, purchasing sandrails, trailers, and a 4x4 towing truck. A portion is also allocated for 'advertisements, insurance, bills,' and the Forest Service special use permit.
