CrawlerCrawler Premium.
How a pre-revenue
network turns on revenue.
A two-sided model where venues and brands both pay Crawler — and brand dollars fund the venue value. The measurement layer in the middle is the moat.
We proved demand. Now we prove it monetizes.
Crawler collects call data + POS reporting and drives foot traffic. The product works. Premium is the layer that makes the network pay us back — the revenue proof a Series A needs.
One free taste. Then they pay.
Acquisition is already free and working. Premium is the paid conversion — and it opens the brand-funded revenue engine behind it.
Two customers. Both pay Crawler.
Venues pay for the platform
Three memberships, month-to-month, identical feature set. Software + POS/redemption measurement + demand from 50k users. The only lever is the activation spend we commit back into the venue — $150, $250 or $400/mo of funded passes, as a rolling balance that accrues and is spent in bulk.
Why it closes: on every membership the venue gets more back in funded passes than it pays in fee. The subscription sells itself; the tier is a volume choice.
Brands pay to activate + measure
On facilitated in-venue activation spend. Crawler routes the dollars into onboarded venues and proves ROI with POS data. First $5k fee-free.
Why 12%: half the 15–30% agencies & delivery apps take — and the only one that proves ROI.
The venue subscription is the adoption engine. The brand take-rate is the margin engine. They fund each other.
Every new guest we send is worth ~$130 to a bar.
The fee is a rounding error against the value — and we hand back more than we charge anyway. $99 → $150 of funded passes (18 guests) · $149 → $250 (30) · $249 → $400 (48). A venue needs ~3 redeemed passes a quarter just to cover the fee; the average already does 17. Real ROI: Pineapple Club 6× · One and One 5× · The Laurels 4× · Ray's 4×. Conservative on both levers: retention is set at 15% — the bottom of our measured 15–20% range, not our best venue's 25% — and a regular returning on another pass is counted as a visit, never as a new customer.
Every tier sits at or below what bars already pay — with measurement they don't get.
Category median entry is ~$149/mo. Bars burn $300–500/mo on ads with zero proof of who walked in. $99 undercuts every tool on this chart — an effortless "yes." And the upper tiers don't compete on this chart at all: each returns more in funded guests than it costs, so they're sold as a net gain, not a line item.
A 12% take-rate where agencies take 15–30%.
| Attribution software (measure only) | 1–2% |
| Retail media (Instacart/Amazon) | 4–8% |
| Crawler — facilitate + measure | 12% |
| Ad-agency commission (standard) | 15% |
| Experiential / delivery apps | 15–30% |
| Affiliate networks | 20–30% |
- 12% is a discount to every direct comp — and we're the only one who proves the activation worked with POS data.
- Fee holiday: first $5k per brand is fee-free. An easy first yes — "same budget, measurably more efficient."
- Then it compounds: ~$4.8k/yr in take-rate per active brand, scaling with their spend. Headroom to 15% as measurement value proves out.
Brands fund the venue value. Crawler keeps the middle.
(12%, first $5k free)
Today Crawler fronts the activation spend ($150–$400/mo per venue) because it buys adoption and the redemption dataset. Brand dollars are built to take over that exact line — same money into the same venue, paid by the brand instead of us. When they do, Crawler's venue-side outlay goes to zero, the venue's experience is unchanged, and net kept becomes: $99–$249/mo subscriptions + 12% take-rate + the measurement layer.
What Crawler keeps.
Per venue · at maturity
$99 / $149 / $249 per month. Premium+ is 2.5× the ARPU on an identical product — the only added cost is activation spend we intend brands to fund.
Per active brand
12% of ~$40k post-holiday activation spend. CAC is the ≤$600 waived fee — recovered inside year one.
The compounding part
Every activation deepens the POS dataset connecting brand spend → venue revenue. That data is the defensible layer no competitor holds.
Being straight about the bridge: until brand dollars land, Crawler funds the activation spend — $150 / $250 / $400 per venue per month. Against the fee we collect, that nets to −$51 / −$101 / −$151 per venue — about −$4k/mo across 40 paying bars. But the exposure is bounded, not open-ended: we only pay when a pass is redeemed, the balance caps at 2 months and expires after 90 days — a maximum of $300–$800 per venue. It is a deliberate, capped acquisition cost, and the moment a brand funds the pass line it goes to zero and the fee drops to margin.
Anyone can run a promo.
Only Crawler can prove it worked.
Crawler sits between a brand's marketing dollar and a venue's cash register — with call data + POS on both sides. That measurement position is the product, the pricing justification, and the Series A story: proven activation ROI, at the point of sale.
Demand
50k users we can push into any venue on demand.
Measurement
Redemption + POS = who came, what they spent, who returned.
Two-sided lock-in
Venues rely on the demand; brands rely on the proof.
Land now. Expand on proof.
Adoption
40 paying bars by Sept 1 on $99 / $149 / $249. Crawler fronts the activation spend. Misguided Spirits as pilot brand — first activation, first case study.
Shift the pass line to brands
POS-validate the ROI, publish anchor case studies (the 9 Brooklyn Tier-1s), turn on brand activations — and move the $150–$400/mo off our books and onto theirs.
Expand ARPU
Mix-shift up the tiers (2.5×) · brand 12% → 15% · price rises once the ROI is POS-proven. All banked headroom.
Every price is set for adoption first. The ARPU lever isn't a price rise we have to argue for — it's moving venues up to Premium+, which they take because we hand back more than we charge.
CrawlerTwo customers.
One measurement layer.
A network that pays itself.
Crawler Premium turns a proven demand network into recurring, two-sided revenue — with a data moat that compounds on every activation.