What is the core problem SHAFOO is trying to solve?

SHAFOO addresses the disconnect between massive food waste and high rates of malnutrition in Indonesia. According to slide 3, Indonesia wastes 13 million tons of food annually, while in Yogyakarta, 1 in 3 toddlers suffer from stunting due to poor nutrition. The startup aims to bridge this gap by redirecting 'fit for consumption' surplus food from commercial sources to the impoverished.

How does the loyalty point system work?

The system uses 'FooPoints' to incentivize social action. As shown on slide 5, users (called Ushers) earn these points by purchasing surplus food for Rp2000, donating their own food, delivering food from the SHAFOO office to recipients, or identifying new people in need. These points can then be redeemed for hotel vouchers, discount vouchers, or affiliate partner rewards.

What is the revenue model for this social enterprise?

SHAFOO utilizes two primary revenue streams as detailed on slide 8. First, they take a Rp 1000 commission on every pack of food sold through the platform. Second, they collect a 5% fee on the total revenue generated when users redeem their FooPoints for affiliate vouchers. They estimate this could reach 8 billion IDR annually in the Yogyakarta market alone.

Who are the primary competitors identified in the deck?

Slide 11 categorizes competitors by their business model (Profit vs. Non-Profit) and platform (Online vs. Offline). SHAFOO identifies non-profit organizations like The Hunger Bank and Foodbank of Indonesia as 'Offline/Non-Profit' competitors. They compare themselves to international for-profit models like Too Good To Go (UK) and BuffetGo (US), claiming a unique position as a social loyalty app.

What critical information is missing from the pitch deck?

The deck lacks a formal 'Ask' slide, meaning there is no specified funding amount or valuation requested from investors. Additionally, the team slide (Slide 13) only features one person, which may signal a lack of technical or operational depth. There is also no detailed breakdown of operational costs, such as logistics, food safety compliance, or app maintenance, beyond the high-level revenue projections.

SHAFOO Pitch Deck Teardown: Incentivizing Food Waste

SHAFOO is an Indonesian startup targeting the 13 million tons of food wasted annually in Indonesia. The deck proposes a marketplace where surplus food from hotels and bakeries is sold at a deep discount (Rp2000) to 'Ushers' who then facilitate its delivery to low-income recipients. The business model relies on a Rp1000 per pack transaction fee and a 5% commission on affiliate vouchers redeemed through their 'FooPoints' loyalty system. While the deck provides clear local problem statistics for Yogyakarta and a functional app preview, it lacks a specific financial ask, detailed unit economics,…

Key takeaways

Indonesia wastes 13 million tons of food annually, equivalent to the weight of 90 Borobudur temples (Slide 3).
Yogyakarta specifically produces 110 tons of food waste per day while 1 in 7 residents face hunger (Slide 3).
The platform operates on a 'social loyalty' model where users earn FooPoints for buying, giving, delivering, or connecting recipients (Slide 5).
Revenue is generated through a Rp 1000/pack fee and a 5% commission on voucher transactions (Slide 8).
The company projects a revenue potential of 8 billion IDR per year in Yogyakarta based on managing 5.5 tonnes of food daily (Slide 8).
Market validation includes interest from 5 out of 5 surveyed hotels and over 10 social communities (Slide 9).
The competitive landscape positions SHAFOO as a for-profit, online-first entity compared to non-profits like Foodbank of Indonesia (Slide 11).
The product roadmap aimed for a V1.0 release on Google Play in January 2018 (Slide 12).

Executive Summary and Problem Definition

Slide 1: Title Slide

The deck opens with the SHAFOO logo, featuring a donut icon with a signal/wifi symbol, suggesting a tech-enabled food business. The tagline is "We Build Smiles," and the company identifies as "The First Social Loyalti App in Indonesia." The slide includes branding for Telkomsel and The NextDev, indicating participation in a startup incubator or competition. Contact information is provided via a Gmail address and a phone number.

Slide 2: Executive Summary

This slide provides a dense overview in Indonesian. It highlights the problem in Yogyakarta: 110 tons of food waste daily versus 1 in 3 toddlers stunted by malnutrition. The solution is described as a startup that distributes fit-for-consumption food to those below the poverty line. The workflow involves SHAFOO collecting food from hotels and bakeries to be resold for Rp2000 to "Ushers." The revenue model is stated as Rp1000 per pack and 5% from voucher usage. The slide claims there is no similar business model in Indonesia or the world, combining loyalty apps with philanthropy.

Slide 3: Problem

The problem slide uses a dramatic comparison, stating that the 13 million tons of food wasted annually in Indonesia (citing FAO) is equivalent to the weight of 90 Borobudur temples. It reiterates local statistics: 110 tons of daily waste in Yogyakarta, 1 in 7 people facing hunger in the city, and 1 in 3 toddlers in Indonesia suffering from stunting due to poor nutrition.

The SHAFOO Solution and Product Mechanics

Slide 4: Solution Diagram

A flow chart illustrates the ecosystem. Hotels provide food to the SHAFOO cloud platform. "Ushers" provide money (Rp) and receive rewards. SHAFOO then facilitates the movement of food to the "Recipient." The slide also notes that "Ads" are part of the hotel interaction, though the specific ad model is not detailed here. The core mission is defined as distributing food from donors to recipients while rewarding contributors.

Slide 5: Choose Your Contribution

This slide details the user actions that trigger rewards. Users can "Buy" food from the platform, "Give" their own food, "Deliver" food from the office to recipients, or "Connect" by adding nearby unfortunate people to the system. All four actions result in "FooPoints," which can be exchanged for Hotel Vouchers, Discount Vouchers, or Affiliate Vouchers.

Slide 6: Apps

A product mockup shows a mobile interface with four main buttons: Buy, Give, Deliver, and Add. Annotations point to features like "Latest Voucher Offered" and "Bottom Navigation." The slide includes the quote: "waste is bad. share is good. do share." The UI appears to be a basic Android-style interface designed for ease of use by the "Ushers."

Market Analysis and Business Model

Slide 7: Market Size

The market size is focused entirely on Yogyakarta. It lists 110 tonnes of daily waste, with a target for SHAFOO to manage 5.5 tonnes per day. It also notes the presence of over 50 social communities in Yogyakarta that could serve as potential partners or user bases.

Slide 8: Business Model

This slide provides the financial logic. The first stream is Rp 1000.00 per pack sold. Based on managing 5.5 tonnes (calculated as 22,000 portions of 250g each), the deck projects 660 million IDR per month or 8 billion IDR per year in Yogyakarta. The second stream is 5% of voucher-use transactions, assuming 10% of users redeem vouchers. The formula provided is (0.1 Users) (Revenue 0.05).

Slide 9: Market Validation

Validation metrics are presented in three circles: 5 out of 5 hotels surveyed expressed interest in collaborating; over 10 social communities want to work together; and a survey found that 50% of people aged 19-23 leave food uneaten at least 1 out of 10 times they eat.

Slide 10: Social Impact

This is a qualitative slide featuring a quote about providing better nutrition to the community by reducing food waste to create a better, healthier, and smarter Indonesia. The background image shows a traditional farmer with a water buffalo, emphasizing the social/rural connection.

Competition and Future Outlook

Slide 11: Competitor Matrix

A standard 2x2 matrix plots competitors. The Y-axis ranges from Offline to Online, and the X-axis from Non-Profit to Profit. SHAFOO places itself in the top-right quadrant (Online/Profit). The Hunger Bank and Foodbank of Indonesia are placed in the bottom-left (Offline/Non-Profit). International peers Too Good To Go (UK) and BuffetGo (US) are placed near SHAFOO but lower on the "Online" scale.

Slide 12: Product Roadmap

The timeline begins in October 2017 with Android Beta development. It notes a "seeding fund" in December 2017 (though the source or amount is not specified). The V1.0 release was scheduled for January 2018, with a goal of 1,000 transactions by March 2018. The final milestone is September 2019, aiming to expand to another city.

Slide 13: Team

The team slide is notably sparse, featuring only one person: Arif Bijaksana, identified as the Founder. There are no mentions of co-founders, developers, or advisors. The photo shows the founder in a casual setting.

What Works and What is Missing

What Works

Local Context: The deck does an excellent job of localizing the problem to Yogyakarta, providing specific tonnage and demographic statistics that make the problem feel urgent and solvable. · Clear Value Proposition: The "Social Loyalty" concept is explained simply. The four ways to contribute (Buy, Give, Deliver, Connect) make the user journey clear. · Visual Flow: The solution diagram on Slide 4 effectively explains a multi-sided marketplace that could otherwise be confusing.

What is Missing

The Ask: There is no slide indicating how much capital the company is looking to raise or how that capital will be deployed. · Logistics and Operations: Distributing fresh food from hotels to recipients involves significant cold-chain or rapid-delivery logistics. The deck does not explain how food safety is maintained or who pays for the physical transport beyond the "Deliver" contribution. · Team Depth: A single-founder slide without a technical lead or operational head is a red flag for investors, especially for a platform requiring both a complex app and physical logistics. · Unit Economics: While the revenue is stated, the costs (customer acquisition, app maintenance, insurance, logistics) are entirely absent.

Founder's Guide: What to Copy

The Competitor Matrix: Slide 11 is a strong example of how to position a social enterprise against traditional non-profits. By using a "Profit vs. Non-Profit" axis, the founders justify why they are seeking investment rather than grants. · Analogy for Scale: Comparing food waste to the weight of a well-known landmark (Borobudur) on Slide 3 is a powerful way to make abstract data points relatable to an audience. · Defined User Roles: Using the term "Usher" to describe the middle-man in the transaction helps define the specific persona they are targeting—someone who is not the donor or the recipient, but the facilitator.

Frequently asked questions

What is the core problem SHAFOO is trying to solve?: SHAFOO addresses the disconnect between massive food waste and high rates of malnutrition in Indonesia. According to slide 3, Indonesia wastes 13 million tons of food annually, while in Yogyakarta, 1 in 3 toddlers suffer from stunting due to poor nutrition. The startup aims to bridge this gap by redirecting 'fit for consumption' surplus food from commercial sources to the impoverished.
How does the loyalty point system work?: The system uses 'FooPoints' to incentivize social action. As shown on slide 5, users (called Ushers) earn these points by purchasing surplus food for Rp2000, donating their own food, delivering food from the SHAFOO office to recipients, or identifying new people in need. These points can then be redeemed for hotel vouchers, discount vouchers, or affiliate partner rewards.
What is the revenue model for this social enterprise?: SHAFOO utilizes two primary revenue streams as detailed on slide 8. First, they take a Rp 1000 commission on every pack of food sold through the platform. Second, they collect a 5% fee on the total revenue generated when users redeem their FooPoints for affiliate vouchers. They estimate this could reach 8 billion IDR annually in the Yogyakarta market alone.
Who are the primary competitors identified in the deck?: Slide 11 categorizes competitors by their business model (Profit vs. Non-Profit) and platform (Online vs. Offline). SHAFOO identifies non-profit organizations like The Hunger Bank and Foodbank of Indonesia as 'Offline/Non-Profit' competitors. They compare themselves to international for-profit models like Too Good To Go (UK) and BuffetGo (US), claiming a unique position as a social loyalty app.
What critical information is missing from the pitch deck?: The deck lacks a formal 'Ask' slide, meaning there is no specified funding amount or valuation requested from investors. Additionally, the team slide (Slide 13) only features one person, which may signal a lack of technical or operational depth. There is also no detailed breakdown of operational costs, such as logistics, food safety compliance, or app maintenance, beyond the high-level revenue projections.