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
Two memberships (Premium · Elite), month-to-month, identical feature set. Software + POS/redemption measurement + demand from ~4,900 monthly actives. The only lever is the activation spend we commit back into the venue — $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 flat, never a percentage: NY treats percentage-of-supplier-revenue compensation as close to an equity interest in the manufacturer. Flat fees are what got approved. The rate is not yet set.
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. $149 → $250 of funded passes (30 guests) · $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. $149 sits right at the category median — and the 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 flat fee where agencies take 15–30%.
| Attribution software (measure only) | 1–2% |
| Retail media (Instacart/Amazon) | 4–8% |
| Crawler — facilitate + measure | Flat · TBD |
| Ad-agency commission (standard) | 15% |
| Experiential / delivery apps | 15–30% |
| Affiliate networks | 20–30% |
- A flat fee is cleaner than every direct comp — it is decoupled from what a brand spends in-venue, and we are 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.
(flat fee · rate TBD)
Today Crawler fronts the activation spend ($250–$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: $149–$249/mo subscriptions + the brand fee + the measurement layer.
What Crawler keeps.
Per venue · at maturity
$149 / $249 per month. Elite is 1.7× the ARPU on an identical product — the only added cost is activation spend we intend brands to fund.
Per active brand
Flat annual fee per brand per market. The rate is not set — the commercial model is still being worked and no figure here is approved.
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
~4,900 monthly active 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 $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 to Elite (1.7×) · brand fee set and then raised 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 Elite, 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.