TOP HOUSE SOLUTIONS S.R.L.

A living assistant for people and a working tool for the restaurant business. The world's first AI guide that understands user culinary preferences and turns impressions into real sales. A platform with a scalable revenue model (marketplace, transaction-based model). Now businesses in this niche can't do without us!

MVP is 80% complete
The app is 90% complete
Business account functionality is 70% complete

Customer Profile

DOOD’s primary paying customer is the restaurant and hospitality business.

This includes:
• restaurants, cafés, bars, and coffee shops;
• venues offering delivery and online ordering;
• businesses serving tourists and international guests;
• restaurants operating in competitive, high-traffic locations.

Geography:
Global — from local independent venues to international chains and tourist regions.

Business size:
From small independent restaurants to multi-location networks.

Key characteristics:
• regular customer flow;
• strong focus on increasing turnover and average order value;
• active or emerging use of digital tools;
• willingness to pay for solutions that directly impact revenue;
• high sensitivity to fixed fees and high commissions.

Market Size (Quantitative)

According to industry estimates, there are over 20–25 million food service establishments worldwide.

Even limited market penetration represents a significant opportunity:
• 1% of the global market → 200,000+ potential business clients;
• 5% of the global market → over 1 million establishments.

On a regional level (single country or major market):
• between 50,000 and 200,000 establishments, depending on region and tourism activity.

Market Opportunity (Value)

Using a conservative revenue model:
• average DOOD revenue per venue: ~€200 per month;
• ~€2,400 per year per business account.

This results in:
• 100,000 venues → €240M annual revenue
• 1 million venues → €2.4B annual revenue

This represents a large, scalable global opportunity, even before accounting for additional revenue streams.

Market Dynamics and Growth

The market:
• is not declining, but actively evolving;
• is shifting from static solutions (paper menus, basic listings) toward:
• online ordering,
• QR-based menus,
• service automation,
• AI-powered business tools.

Adjacent markets (food ordering, delivery, QR menus, restaurant SaaS):
• show steady and long-term growth;
• grow faster than the traditional restaurant market;
• confirm businesses’ willingness to pay for digital solutions.

Emerging Market Segment

DOOD operates at the intersection of:
• the restaurant industry;
• online ordering platforms;
• digital menu solutions;
• AI-powered service tools.

While this combined segment is still emerging, its size can be estimated through adjacent markets already measured in tens of billions of euros annually.

This creates an opportunity to build a next-generation platform, rather than a single-purpose tool.

Problem

The global restaurant and hospitality industry faces a persistent structural problem:
• guests and restaurants often do not speak the same language — literally and operationally.

On the guest side:
• menus are often unclear due to language barriers;
• ingredients, preparation methods, allergens, and dietary details are missing or misunderstood;
• guests receive little to no assistance at the moment of decision-making;
• uncertainty leads to simpler orders or abandoned intent.

On the business side:
• restaurants lose revenue due to guest hesitation and misunderstanding;
• international and tourist audiences remain underserved;
• staff are overloaded with explanations instead of focusing on service;
• traditional static menus do not scale and do not actively drive sales.

This problem is especially critical in tourist destinations, international cities, and high-traffic venues.
At the same time, the growth of online ordering and digital menus clearly shows that businesses are willing to pay for tools that directly increase revenue, not just improve presentation.

Opportunity

DOOD addresses this gap by transforming the menu from a static list into an interactive sales and service tool.

A business creates its menu once, in one language, and automatically receives:
• a menu available in multiple languages;
• a QR-based interactive menu for every table;
• an AI assistant that communicates with guests, explains dishes, and guides decisions;
• a solution that operates continuously and reduces staff workload.

For businesses, this results in:
• higher conversion rates and average order value;
• elimination of language barriers without additional staffing costs;
• faster, more confident guest decisions;
• a direct connection between guest interest and completed orders.

Business accounts are willing to pay for this solution because it:
• requires no fixed subscription fees;
• generates revenue only when the restaurant generates revenue;
• directly impacts turnover rather than abstract engagement metrics.

In this way, DOOD unlocks a new opportunity for restaurants:
to sell more, serve better, and confidently work with a global audience without increasing operational complexity.

Direct Competitors

At this stage, there are no direct competitors with an equivalent model.
The market lacks solutions that simultaneously combine:
• AI-driven interactive menus,
• multilingual support,
• social content with direct ordering,
• a 1% transaction-based monetization model without subscriptions.
• Indirect Competitors and Substitutes

Today, DOOD’s clients rely on a fragmented set of tools:
• Food delivery platforms and marketplaces
(Uber Eats, Deliveroo, Glovo, etc.)
• 10–15% commissions
• focused on delivery, not in-restaurant experience
• high platform dependency for restaurants
• QR and digital menu services
• static menus without sales logic
• no AI, personalization, or social integration
• typically subscription-based
• Social media platforms
(Instagram, TikTok)
• used for promotion
• not directly connected to ordering
• limited measurable revenue impact
• Traditional menus and staff
• do not scale
• fail to address language barriers
• increase operational costs

Summary

The current market is highly fragmented.
Restaurants are forced to use multiple disconnected tools, none of which provide an end-to-end solution.

DOOD consolidates:
• menus,
• service,
• social engagement,
• and ordering into a single platform aligned with restaurant revenue growth.

Unique Advantages and Differentiation

DOOD has several defensible advantages that are difficult or economically impractical to replicate, as well as strong product differentiators.

Defensible Advantages

Unified ecosystem
DOOD combines AI-driven menus, social content, ordering, and monetization into a single platform.
Competitors address these functions through separate, disconnected solutions.

Deep AI integration at the core of the product
AI in DOOD:
• guides guests,
• drives sales,
• supports businesses in menu creation and management.
• AI is foundational, not an add-on feature.

Aligned revenue model with businesses
A 1% transaction-based fee positions DOOD as a partner rather than a middleman.
Established platforms cannot easily replicate this without disrupting their economics.

Network effects between users and businesses
User-generated content directly converts into orders.
As user activity grows, business value increases, reinforcing the ecosystem.

Product Differentiators

While individual components may be replicable, DOOD’s strength lies in their combination:
• multilingual AI-powered menus;
• social content with direct add-to-cart functionality;
• AI waiter, sommelier, and administrator roles;
• QR-based access and flexible table ordering;
• no subscriptions or fixed fees for businesses.

This integrated approach creates a high barrier to entry, requiring:
• substantial technological investment,
• a restructured business model,
• and a shift in platform philosophy.

Summary

Individual features may be copied,
but replicating the full DOOD model is complex, costly, and strategically challenging.

This provides DOOD with sustainable differentiation and long-term competitive advantage.

Financial Model and Forecast

At the current stage, DOOD operates with a core financial model based on transaction-driven revenue from restaurant partners. All figures are based on a conservative scenario and represent indicative ranges rather than maximum projections.

Pricing and Revenue Model

DOOD’s primary revenue source:
• 1% commission on online orders processed through the platform.
• There are no fixed subscription fees for restaurants.
• DOOD generates revenue only when restaurants generate revenue.

Average revenue per restaurant:
• minimum scenario: ~€50 per month
• base scenario: ~€200 per month
• high-performing venues: €1,000+ per month
• 5-Year Revenue Forecast

Year 1
• 1,000 active venues
• ~€2.4M annual revenue

Year 2
• 3,000 venues
• ~€7–8M annual revenue

Year 3
• 5,000 venues (one mature region)
• ~€12–15M annual revenue

Year 4
• 8,000–10,000 venues
• ~€20–25M annual revenue

Year 5
• 15,000+ venues across multiple regions
• €30–40M annual revenue

Additional Upside (Not Included in Base Forecast)
• digital gift cards (up to 10% commission);
• food delivery via partners;
• brand partnerships and collaborations;
• VIP user memberships.

These revenue streams are considered upside and may add 10–30% incremental revenue as the platform scales.

Summary

DOOD’s financial model is built on:
• recurring transaction-based revenue;
• scalable venue acquisition;
• increasing order volume within the existing network.

The model avoids fixed fees and is designed for sustainable long-term growth aligned with business partners.

1. Technical refinement, cybersecurity
2. Development and implementation of planned functionality
3. Marketing launch and user acquisition
4. Business administrative costs

1. Technical refinement, cybersecurity
2. Development and implementation of planned functionality
3. Marketing launch and user acquisition
4.Business administrative costs

Business Risks

Like any technology-driven platform, DOOD faces several risks that could affect execution speed and overall business performance.

1. Competitive Behavior

Large market players (delivery platforms and marketplaces) have significant financial and marketing resources and may:
• reduce commission rates;
• introduce isolated AI or digital menu features;
• increase pressure on restaurants through exclusive agreements.

The risk lies in accelerated competition, although replicating DOOD’s full model would require a fundamental shift in their business economics.

2. Market Adoption Speed

Restaurants are often conservative in adopting new solutions.
Risks include:
• slower-than-expected onboarding;
• resistance to operational change;
• continued reliance on legacy tools.

3. Macroeconomic and Industry Risks

Economic downturns, reduced tourism, or industry-wide disruptions may:
• lower restaurant turnover;
• delay adoption of new digital services;
• reduce business investment capacity.

4. Technological Risks

As a technology platform, DOOD depends on:
• infrastructure stability;
• AI model performance and data quality;
• system scalability under increasing load.
Technical failures or development delays could temporarily impact service quality.

5. Regulatory and Legal Risks

Different regions impose varying regulations related to:
• data protection and privacy;
• online payments;
• AI usage and digital services.
International expansion requires compliance with local legal frameworks.

Summary

The primary risks for DOOD are not demand-related, but rather:
• execution speed,
• competitive response,
• external economic and regulatory factors.

These risks are typical for scalable platform businesses at the growth stage and are incorporated into DOOD’s development strategy.