The runway.
The audience.
The business.

01 / THE OPPORTUNITY

What if Lagos Fashion Week owned what happens after the show?

A year-round commercial platform for African fashion.

Lagos Fashion Week brings together designers, audiences and industry relationships. Dressing Room TV connects that attention to paid viewing, clothing purchases and a repeat customer relationship.

The investment creates a business designed to earn revenue. Advertising is one cost of acquiring its customers.

Business-model comparisons, not claims of equivalent scale or valuation. LFW contributes its ecosystem; our company would license Muvi’s underlying software.

02 / THE EXPERIENCE

What is Dressing Room TV?

A fashion show you can watch and shop.

OTT simply means video delivered through the internet. We launch on the web for October, then consider television apps as the business grows.

Daniel Diyepriye is the proposed first show, subject to your approval and production readiness. Other designers can join under clear, shared commercial rules.

03 / THE LAUNCH

What do we need to start earning?

£5,000 + £1,000 = £6,000 named launch costs. The baseline projections use these costs; the proposed funding allowance below adds a reserve. Advertising is additional and scales with ticket buyers.

Latest founder-supplied costs. The media buyer fee is treated as a one-off launch fee. Only these named costs are included. Payment fees, tax, refunds and any extra usage charges are excluded from the launch recovery calculation.

04 / TICKET ECONOMICS

Can paid viewing recover the show budget?

£500,000 is an illustrative show-budget recovery target, not a funding request or a confirmed Lagos Fashion Week budget. This example asks: could Dressing Room TV recover that amount over a four-week sales campaign?

“Paying viewers” already bought a ticket. We do not apply another ticket-conversion rate to them. £3 CAC is a campaign assumption to test, not a proven result.

05 / CLOTHING SALES

What could a £275 order floor yield?

AOV means average order value: total clothing sales divided by the number of clothing orders. It is separate from the £9.99 viewing ticket.

If every completed clothing order is at least £275, the average cannot be below £275 before refunds. This is a proposed basket floor, not confirmed brand pricing. Discounts, product mix and higher prices may change conversion.

The platform keeps its agreed commission, not all clothing sales. 15% is an editable illustration pending brand terms. One clothing order per converted buyer is assumed for this show. Production, delivery and other commerce costs remain outside this simple revenue calculation.

06 / AUDIENCE PROJECTIONS

What happens as the paying audience grows?

These audiences have already paid for access. Low, middle and high refer to the share who also buy clothing: 1%, 5% and 10%.

Independent audience sensitivities for one show, not promised reach or a dated growth forecast. Before payment fees, tax, refunds and further operating costs.

07 / MONTHLY MEMBERSHIP

Why would someone subscribe every month?

Once the programme is ready, a monthly membership can include those shows. It replaces individual tickets for the included content.

20% membership conversion is an illustrative new assumption, not proven. Annual run rate means current monthly revenue × 12; it does not guarantee those receipts. Content supply, rights and cancellations must support the programme.

08 / A CUSTOMER’S VALUE

What can one acquired customer become worth?

A first ticket creates a customer relationship. Some customers buy clothing; some become members. Lifetime value asks what we expect to retain across that relationship.

We show a cohort average, not a promise that every buyer subscribes or buys clothes. 12 paid months, 2 clothing orders and 80% retained gross margin are editable illustrations. The margin is a separate allowance for variable service costs, not an extra launch budget item. Reacquisition costs would reduce LTV.

09 / COMPANY VALUATION

How could customer relationships build company value?

A buyer’s lifetime value and the company’s valuation are different numbers. Here is a simple way to explain a possible future valuation using recurring membership income.

The 2× / 4× / 6× choices are hypothetical arithmetic, not researched market benchmarks or a valuation of Dressing Room TV today. This view assumes converted members are currently active. Lifetime months affect LTV; this annualised view uses the current active member base. Repeat commerce, sponsorship and tickets are excluded from this valuation to avoid mixing recurring and one-off income.

10 / BRAND INFRASTRUCTURE

Can the brands deliver what viewers buy?

Audience growth must be matched by production and fulfilment capacity. A shared network can coordinate approved manufacturers, third-party fulfilment providers and contracted carriers such as DHL.

Preorders can help plan production against demand. Each brand needs checked capacity, clear dispatch dates and a customer-service process before its collection is promoted.

Partners and capacity are proposed until confirmed. 3PL means a company that stores, packs and dispatches orders. No new logistics cost is added to the named launch budget. Brand and customer terms must allocate those costs.

12 / TECHNOLOGY & TIMELINE

Can we launch without building everything from scratch?

Muvi supplies the streaming engine. We create the fashion business around it.

What has Muvi said about timing?

Daniel reports Muvi has said a web app—an online streaming platform—can be delivered in two weeks. Television apps can be added later.

What does Muvi cost every month?

What is Shopify’s role?

Shopify is the shop system: products, sizes, stock, checkout and orders. Shopify supports product/checkout links and embeddable buying tools on other websites. Connecting multiple brands into one coordinated journey still needs an agreed integration and order-routing design.

13 / TESTING & META ADS

What does scaling advertising actually mean?

Meta ads place our show offer on Facebook and Instagram. The media buyer tests which audience and creative produce paid ticket buyers, then adjusts spending using real results.

What would a successful pilot prove?

People will pay to watch; a measurable share will buy clothing; acquisition and service costs leave contribution; brands can deliver; and some customers return. That evidence—not the size of an illustrative audience—supports the next investment.

14 / INDUSTRY-SCALE AMBITION

What would a £1 billion business require?

Prove the model locally. Build a repeatable network. Earn the right to scale.

If online demand is demonstrated, the company could give more African brands shared access to paying audiences, shopping infrastructure and fulfilment. That is the potential industry transformation: attention becomes measurable sales, planning data and repeat revenue across many brands and markets.

Members must stay active or be replaced as they cancel. Production, global acquisition, servicing, logistics, regulation and financing at this scale require a separate operating plan. No date or assured path to this scale is proposed. Business value is before debt/cash adjustments; it is not cash available to spend.

15 / WHAT WE AGREE

What decision are we asking you to make?

Agree in principle to create Dressing Room TV together, with the proposed 50/50 ownership and Daniel’s team role. Authorise a scoped web pilot and a capped advertising test after confirming the vendor quote, costs, show rights and responsibilities.

If the pilot proves people pay, brands deliver and customers return, we can build the commercial infrastructure around an ecosystem you have already created.