Gobee.bike \Hong Kong

Step 2 - Unit Economics Validation and B2B Model: In semester 2-3, optimize operations to achieve positive contribution margin. Key levers: increase pricing to $49/semester (still 80% cheaper than car parking), reduce maintenance costs via predictive algorithms (flag bikes needing service before they break), and negotiate B2B contract with university to subsidize $25 per student subscription as part of campus sustainability initiative. This creates stable revenue: if 5,000 students subscribe at $49 each, that is $245K per semester in B2C revenue, plus $125K in B2B revenue from university subsidy, totaling $370K per semester or $740K annually from one campus. Costs per campus: bike depreciation ($160K/3 years = $53K annually), maintenance ($30 per bike per month = $72K annually), operations staff (2 FTEs at $50K = $100K), technology and overhead ($50K) = $275K annually. Contribution margin: $465K per campus per year. At this point, expand to 3 additional pilot campuses (different geographies and sizes) to validate model portability. Raise $3M seed round on traction: 4 campuses, 15,000 subscribers, $2M ARR, path to profitability at 10 campuses.

Step 3 - Geographic Expansion and Platform Build (Growth): Scale to 25 campuses over 18 months, targeting universities with 15,000+ students in dense college towns (Ann Arbor, Boulder, Austin, Chapel Hill, etc.). Standardize operations via technology: build automated rebalancing algorithms using historical demand data, implement computer vision for damage detection (users photograph bike before/after ride), and create self-service support via chatbot. Hire regional operations managers (1 per 10 campuses) to oversee local teams. Develop B2B sales playbook: target university sustainability offices and transportation departments with ROI case studies (reduced parking demand, lower carbon emissions, student satisfaction scores). Offer tiered pricing: Bronze (university subsidizes $15/student), Silver ($25/student with co-branded bikes), Gold ($40/student with dedicated campus bike lanes and charging stations). At 25 campuses with average 5,000 subscribers each, reach 125,000 total users and $15M ARR (mix of B2C and B2B revenue). Raise $20M Series A to fund expansion to 100 campuses and international markets (UK, Australia, Canada have similar university ecosystems).

Step 4 - Moat Building and Exit Positioning: Achieve market leadership in university micromobility (100+ campuses, 500,000 users, $60M ARR) and build defensibility through: (1) Exclusive multi-year contracts with universities (3-5 year terms with auto-renewal), (2) Data moat (predictive models for demand, maintenance, and user behavior that new entrants can't replicate), (3) Brand loyalty (students who used CampusCycle in college become advocates in workforce, creating B2B opportunities with corporate campuses), and (4) Operational excellence (sub-10% monthly loss rates, 95%+ bike availability, 4.5+ star app ratings). Expand TAM by launching corporate campus product (Google, Apple, Meta all have sprawling campuses with shuttle bus problems) and partnering with transit agencies for last-mile connections. Position for acquisition by Lime or Bird (who want to diversify beyond e-scooters), a university services platform like Blackboard or Campus Labs, or a mobility giant like Uber or Lyft. Exit valuation target: $300-500M (5-8x ARR multiple for profitable, high-growth mobility business with defensible moat and clear expansion path).