Otto On Air is a concept deck for a real-time 'live-ticker' app that allows users to purchase items seen on TV shows at discounted prices while the show is on air. Created by a three-person team for an App@Night event in November 2014, the deck targets the 'second screen' phenomenon, citing that 70% of people use a device while watching TV. The solution relies on a manual data entry system to link TV content with existing OTTO inventory. While the deck provides a clear architectural overview and a functional UI mockup using 'The Big Bang Theory' as a case study, it lacks critical business com…
Key takeaways
- The product is defined as a real-time live-ticker app for buying items seen on TV at discounted prices only while on air (Slide 2).
- Market data from 2013 indicates that 70% of viewers use a second screen while watching TV and 30% of mobile purchases happen on the couch (Slide 3).
- The UI mockup demonstrates specific product matching, such as 'Penny's red and orange ikat top' priced at 39,95 Euro (Slide 5).
- Value for the parent brand OTTO includes increased turnover, customer data collection, and image building (Slide 6).
- Scalability plans involve expanding into furniture and electronics and pursuing global international shows (Slide 7).
- The technical architecture requires a 'Web Admin' to manually enter item data into a database, which then feeds the app via API (Slide 8).
- The team consists of three members with backgrounds in Business, Media Management, and Computer Science (Slide 9).
- The deck contains no financial projections, funding requirements, or go-to-market strategy beyond TV channel cooperation.
Introduction and Context
The Otto On Air deck is a 9-slide presentation dated November 9, 2014. It was created by 'OTTO team #7' for an event called App@Night. The presentation focuses on 'Couch commerce with second screen,' a concept that was gaining significant traction in the mid-2010s as mobile device penetration surged. The deck is structured as a product pitch, likely for an internal innovation challenge or a hackathon-style event, rather than a traditional venture capital seed round.
Slide 1: Title Slide
The title slide introduces the brand 'OTTO on AIR' with a logo featuring a stylized red television set. It explicitly states the theme: 'Couch commerce with second screen.' The date, 9th November 2014, places this in a period when retailers were struggling to attribute mobile sales to specific marketing channels.
Slide 2: The What and Why
This slide defines the product as a 'Real time live-ticker app for directly buying the items you are seeing in a specific TV show.' A key differentiator mentioned is the 'discounted prices only while on air.' The 'Why' section notes that second-screen usage is a 'fast growing phenomenon' that remains 'untapped by e-commerce companies including OTTO.' The slide uses a simple text layout to establish the value proposition of urgency and relevance.
Slide 3: Market Opportunity
To justify the product, the team cites data from 2013 (Ofcom and Statista). They claim that 70% of users engage with a device while watching TV and that 30% of mobile purchases occur at home on the couch. These figures are used to validate the 'huge potential' mentioned in the previous slide, though the deck does not provide a Total Addressable Market (TAM) in currency terms.
Slide 4 & 5: Demo and UI Mockups
Slide 4 is a simple transition slide labeled 'DEMO.' Slide 5 provides the most visual detail in the deck, showing a smartphone interface. The mockup uses the show 'The Big Bang Theory' as an example. It lists specific items like 'Penny’s red and orange ikat top' for 39,95 Euro (down from 49,95 Euro) and 'Amy’s yellow lace inset shell shirt.' The UI includes a countdown timer (e.g., 02:45) and an 'EXACT MATCH' badge, showing how the app would synchronize with the broadcast timeline.
Slide 6: Value Proposition
The deck splits the value proposition into two categories: OTTO (the company) and the Customers. For OTTO, the benefits are increased turnover, customer data collection, and 'image building.' For customers, the value lies in finding exact items, getting discounts during live shows, and a 'comfortable way of shopping.' This slide is standard for a product pitch but lacks specific KPIs or targets.
Slide 7: Scalability and Potential
This slide outlines future growth. It suggests cooperation with TV channels and shows, though it notes they would 'only' use items available at OTTO. It mentions personalization through notifications and expansion into other categories like furniture and electronics. Finally, it touches on 'Global scalability,' implying the model could work for international audiences, though it does not explain how the inventory would be managed across borders.
Slide 8: Architecture Diagram
The technical slide provides a high-level view of the system. It shows a mobile device (the Ticker) fetching a product feed via API from a database. Crucially, it includes a 'Web Admin To Enter Data' box with an arrow pointing to 'Data Entry of Items.' This confirms that the system is manual; a human must watch the show and link the products to the database in real-time or pre-recorded batches. The app also sends back user data for 'User Profiling.'
Slide 9: Team Slide
The final slide introduces the three team members: Dannie Hansen (Business B.Sc.), Kathrin Hertle (Media Management M.A.), and Wahib Ul-Haq (Computer Science M.Sc.). The inclusion of business, media, and technical backgrounds suggests a balanced team for a product prototype. Contact emails are provided, but no prior experience or 'pedigree' is listed.
What Works in This Deck
Clear Product Definition: The 'What' and 'Why' are explained in plain language without jargon. A reader understands within 30 seconds exactly what the app does. · Visual Proof of Concept: The UI mockup on slide 5 is effective. By using a well-known show and specific price points, it makes the abstract concept of 'couch commerce' feel tangible. · Technical Transparency: Slide 8 is honest about the manual nature of the data entry. Many startups try to hide manual processes behind the guise of 'AI,' but this deck clearly shows the need for a Web Admin. · Urgency as a Feature: The concept of 'on-air only' discounts is a strong psychological trigger for e-commerce that is well-represented in the mockups.
What Is Missing from This Deck
The Ask: There is no mention of how much funding is required or what those funds would be used for. · Business Model Details: While it mentions 'increasing turnover,' it doesn't explain the costs of the 'Web Admin' staff versus the expected lift in sales. · Competitive Landscape: In 2014, apps like Shazam were already experimenting with audio-recognition for TV tagging. The deck ignores how they would compete with existing second-screen players. · Acquisition Strategy: There is no plan for how to get users to download the app in the first place, other than a brief mention of 'promotion/commercial for the app in the TV shows.' · Legal/Licensing: The deck uses 'The Big Bang Theory' and TV channel logos without addressing the complex licensing required to use show footage or character likenesses for direct sales.
Founder Takeaways
Focus on the 'Couch' Context: The deck correctly identifies a specific user behavior (second-screening) and builds a product around it. Founders should always aim to anchor their product in a specific, observable consumer habit.
Use Concrete Examples: Instead of saying 'the app shows clothes,' the founders showed 'Penny’s red and orange ikat top.' Specificity builds credibility and helps investors visualize the end-user experience.
Don't Overcomplicate the Tech: The architecture diagram is refreshingly simple. For an early-stage concept, you don't need a complex cloud infrastructure map; you just need to show how data flows from the source to the user.
Address the 'Human in the Loop': If your product requires manual work to function (like the Web Admin here), be upfront about it. It shows you have thought through the operational reality of the business, not just the software.
Frequently asked questions
- What is the core problem Otto On Air attempts to solve?
- The deck identifies that second-screen usage during TV consumption is a fast-growing but untapped phenomenon for e-commerce companies. It aims to bridge the gap between seeing a product on a TV show and the friction of finding and buying that exact item online, specifically targeting 'couch commerce' behavior.
- How does the app handle product discovery and matching?
- According to the architecture diagram on slide 8, the process is not automated. It requires a 'Web Admin' to manually enter data for items seen on screen. This data is stored in a database and then fetched by the mobile app via an API to display a 'live ticker' of shoppable items to the user.
- What are the specific incentives for users to use this app?
- The deck highlights two primary incentives on slide 6: the ability to find 'exact or similar' items from their favorite shows and the availability of a 'discounted price' that is only active while the show is live on air, creating a sense of urgency.
- Is there a clear business model or revenue plan?
- The deck is light on business model specifics. It mentions 'increasing turnover with mobile commerce' for OTTO, suggesting a direct sales model. However, it does not detail commission structures, subscription fees, or how the costs of manual data entry and TV channel partnerships would be offset.
- What is missing from this deck that a professional investor would require?
- This deck is a product concept rather than a fundraising document. It lacks a slide for the 'Ask' (how much money is needed), a 'Competition' slide, 'Financial Projections,' and a 'Milestones/Roadmap' slide. It also does not address the legalities of using TV show intellectual property for direct sales.
