π NCR Mega-Hub
The Future of High-Velocity Fulfillment & Premium Retail
A National Expansion of the MyxxMarket Ecosystem
1. Executive Summary
MyxxMarket is a tech-enabled, premium logistics and gift concierge platform. After 5 years proving our concept in Cebu, we are scaling to NCR by establishing a flexible 5,000β10,000 SQM Mega Hub in Valenzuela City, serving as the central brain for a nationwide hub-and-spoke network.
This Mega Hub will coordinate 17 small hubs across all 16 cities of NCR plus Pateros, ensuring same-day local delivery for members, OFWs, and corporate clients.
Combining membership loyalty (Landers), operational efficiency (IKEA), and fulfillment speed (Amazon), this Mega Hub represents a scalable, institutional-grade investment opportunity with a projected 5-year exit.
Funding ask: β±450M for 25% equity.
This covers:
*Mega Hub establishment (5kβ10k SQM)
*Fleet acquisition
*18 months payroll for all staff
*Proprietary WMS and tech
*17 small hubs for city-wide coverage
2. The Cebu Proof-of-Concept (2021β2025)
5 years of operations via CebuMyxxMarket.com
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Organic revenue: β±1M/year with zero ad spend
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Operational resilience: Fulfilled orders during Typhoon Odette
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Loyalty: Established 0% churn OFW customer base, validating demand for combined goods+cash delivery
3. The NCR Mega Hub (5,000β10,000 SQM Mother Hub)
Location: Valenzuela City, near NLEX/Skyway Stage 3 β fast access to Makati, BGC, and QC
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Size: Flexible 5,000β10,000 SQM, depending on warehouse availability and lease costs
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Zero-Floor Retail: High-density warehouse; customers do not enter the warehouse
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Premium Lounge: 50 stations with tablets/self-order kiosks
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Integrated F&B: Coffee, pizza, and snacks generate high-margin revenue while members wait
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Digital Picking: Orders routed to WMS β staff pick items efficiently
5,000 SQM allows moderate capacity (~300β600 orders/day)
Size: Flexible 5,000β10,000 SQM, depending on warehouse availability and lease costs
Zero-Floor Retail: High-density warehouse; customers do not enter the warehouse
Premium Lounge: 50 stations with tablets/self-order kiosks
Integrated F&B: Coffee, pizza, and snacks generate high-margin revenue while members wait
Digital Picking: Orders routed to WMS β staff pick items efficiently
5,000 SQM allows moderate capacity (~300β600 orders/day)
4. Small Hubs β Staff-Focused City Coverage
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17 Small Hubs (16 cities + Pateros) under Mega Hub supervision
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Each staffed with 1β2 personnel
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Responsibilities: pick, pack, and deliver local orders, provide photo proof and delivery confirmation
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Optional rented space if budget allows for local inventory storage
17 Small Hubs (16 cities + Pateros) under Mega Hub supervision
Each staffed with 1β2 personnel
Responsibilities: pick, pack, and deliver local orders, provide photo proof and delivery confirmation
Optional rented space if budget allows for local inventory storage
Example: A customer in Pasay orders Jollibee + Red Ribbon cake + cash β Pasay small hub staff fulfills immediately under Mega Hub supervision.
5. Operational Advantage: Proprietary Tech & WMS
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Conservative scenario: 184 orders/day in Year 1 β manageable
Aggressive scenario: 1,200 orders/day with full network utilization
6. Revenue Model
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B2C β Concierge Orders
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AOV: β±10,000
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Ramp-up: 50β100 orders/day per hub Year 1
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Gross margin: 33%
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B2B β Corporate Clients
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Bulk office gifts, employee incentives
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Centralized coordination across small hubs
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Premium Membership
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5,000 members Γ β±800/year β β±4M recurring revenue
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Priority service, lounge access, digital ordering
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F&B Revenue
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60% margin on coffee, pizza, snacks
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Combined Year 1 gross profit (conservative): ~β±53M
7. Staffing & Payroll (18 Months Covered)
| Role | Staff Count | Monthly Salary (β±) | 18-Month Total (β±M) |
|---|---|---|---|
| Mega Hub β Warehouse & Pickers | 40 | 25,000 | 18M |
| Mega Hub β Lounge & Concierge | 30 | 25,000 | 13.5M |
| Mega Hub β Fleet & Delivery | 18 | 30,000 | 9.72M |
| Mega Hub β Management/Admin | 10 | 50,000 | 9M |
| Small Hubs (17 x 1β2 staff) | 17 | 25,000 | 7.65M |
| Total Payroll (18 months) | 115+ staff | β | 57.87M |
Included in Last-Mile & Ops portion of β±125M strategic fund allocation.
8. Marketing Budget (β±95M)
Marketing Channel Budget (β±M) Purpose Social Media Ads (FB, IG, TikTok) 30 Awareness & lead generation Google Ads / SEO 15 Capture search-driven orders OFW & Overseas Channels 20 Targeted campaigns in US, Canada, Australia PR / Media / Partnerships 10 Corporate exposure & press Promotions / Discounts 10 Launch offers, membership drive Contingency / Testing 10 Flexible campaigns Total 95 β
9. 5-Year Financial Projections (NCR Flagship)
Metric (PHP) | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
Gross Revenue | β±672M | β±1.34B | β±2.01B | β±2.61B | β±3.13B |
Gross Profit (30%) | β±201.6M | β±402M | β±603M | β±783M | β±939M |
OpEx & Logistics | β±186.1M | β±270M | β±355M | β±410M | β±480M |
EBITDA | β±15.5M | β±132M | β±248M | β±373M | β±459M |
Net Margin | 2.3% | 9.8% | 12.3% | 14.2% | 14.6% |
| Scenario | Year 5 Valuation | Investor 25% Equity | Total ROI (5 yrs) | Annualized IRR |
|---|---|---|---|---|
| Conservative | β±4.59B | β±1.14B | 155% | 20% |
| Aggressive | β±13.5B | β±3.375B | 650% | 50% |
10. Strategic Use of Funds (β±450M)
Technology & WMS (β±110M): AI-driven batching, tablet hardware, and multi-hub cloud sync.
Hub Fit-Out (β±80M): Cold storage, high-density racking, and 50-station Lounge.
Last-Mile & Ops (β±125M): 18 months of payroll for 98 staff + fleet acquisition.
Marketing (β±95M): Scaling our Cebu organic model across NCR and global OFW corridors.
Working Capital (β±40M): Inventory & operational support for 17 small hubs.
11. The 4-Hub National Roadmap
Your investment in the NCR Mega-Hub is the foundation of a nationwide network:
Phase 1 (NCR): The National Flagship (Valenzuela).
Phase 2 (Visayas): Upgrading the CebuMyxxMarket roots into a 10,000 sqm automated hub.
Phase 3 (Luzon): Central Luzon Hub (Tarlac) for national resilience and bulk B2B.
Phase 4 (Mindanao): Southern Hub (Davao/CDO) to complete the logistics bridge.
12. Investor FAQs
Q1: Why β±450M funding?
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Covers Mega Hub, fleet, staffing, WMS/tech, marketing, and 17 small hubs for same-day delivery.
Q2: How will small hubs operate?
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1β2 staff per hub pick and deliver local orders
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Optional rented space if funding allows
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Mega Hub WMS supervises inventory, routing, and proof-of-delivery
Q3: How is daily order capacity achievable?
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Network capacity: up to 1,200 orders/day (10k SQM)
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Conservative (Year 1, 5k SQM): ~184β300 orders/day
Q4: Revenue streams?
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B2C concierge, B2B corporate clients, 5,000 premium members, F&B lounge
Q5: How does this scale nationwide?
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Hub-and-spoke model, replicable for Visayas, Luzon, Mindanao
Q6: Investor ROI?
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Conservative: 155% total / 20% IRR
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Aggressive: 650% total / 50% IRR
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5-year exit via strategic acquisition (SM, Lazada, Grab)
13. Conclusion
The NCR Mega Hub + 17 small hubs creates a fully operational, staff-focused, phygital fulfillment network:
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Nationwide same-day/next-day delivery
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High-ticket, high-margin orders with recurring membership revenue
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Scalable infrastructure for 4-hub national expansion
β±450M funding establishes a national logistics backbone, positioning MyxxMarket as the leading premium fulfillment brand in the Philippines.
Check Related Topics:
THE Mega-Hub Project Frequently Ask Questions
THE Mega-Hub 180-Day Pre-Launch Roadmap
THE Prospectus: The Mega-Hub Vision
THE Math: Unit Economics, Scalability, & Financial Stability
THE Deal: Structure, Governance, & Investors Rights
THE Mega-Hub Detailed Marketing Strategy
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