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The Holiday Party Game the Sharks Could Not Stop Fighting Over on Shark Tank

A viral party game pitch on Shark Tank turned into a four-Shark bidding war.

By Jordan Major

Edited by Andrea Basse

Updated Dec. 13, 2025

Shark Tank holiday episodes tend to bring out whimsical products and lighthearted pitches, but Season 17's latest installment delivered something more unexpected.

A simple party game, originally designed at a kitchen table for family Christmas gatherings, sparked one of the most competitive bidding moments of the season and revealed how viral momentum could translate into real business value and help entrepreneurs get ahead financially.

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A viral party game pitch

What began as a playful pitch quickly turned into a battle among four Sharks, each vying for a stake in a company that has quietly built international traction. Julian Miller and David McGranaghan, the Los Angeles-based founders of McMiller, entered the Tank seeking $200,000 in exchange for 5% of their fast-growing game company, a valuation that immediately signaled confidence in their growth strategy.

Both founders projected the assurance of entrepreneurs who deeply understand their audience. Their breakout hit, It's Bananas!, is a party game built around slapstick physical challenges that thrives in social settings. It has become a fixture at bachelorette parties and holiday gatherings and, more importantly, a repeat performer on TikTok, where its chaotic gameplay is tailor-made for viral clips that stop viewers mid-scroll.

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High sales and revenue

Naturally, the Sharks leaned in once the numbers came out. McMiller arrived with metrics that immediately reframed the pitch from novelty to scale. It's Bananas! has sold more than 650,000 units across multiple countries (at the time of filming), helping the company generate $12.5 million in total sales, figures that caught the panel off guard.

The underlying economics only strengthened the case. McMiller sells each game for $24.99 while manufacturing costs sit around $3 per unit, leaving significant room for margin. The founders acknowledged that most of their growth has come through ecommerce, with Amazon playing a major role, but explained that their next phase depends on moving into brick-and-mortar retail. That transition, with its higher upfront costs and inventory risk, was the primary reason they entered the Tank.

Kevin O'Leary quickly pushed for clarity on profitability. The founders explained that five years ago, the business generated just under $1 million, then scaled to $3 million and held steady while operations were streamlined.

Last year, revenue reached $3.2 million with $120,000 in profit. This year, they expect to close at $5 million with $750,000 in profit. McMiller also highlighted their international momentum, noting that a single viral video caused It's Bananas! to sell out within hours.

Valuation and retail risk

The pitch may have looked almost too polished, which is typically when Kevin O'Leary starts probing for risk. He questioned the valuation head-on. "Here is the problem I am having," he said.

"The story of the company is basically It's Bananas! Because the risk on the deal is if you decide to go into retail with these new games that are unproven. They sit on the shelf in retail and tie up the capital. You are not worth four million dollars." Even so, his skepticism did not stop the other Sharks from circling.

Barbara Corcoran was the first to formalize that interest with an offer. "It is true in every business that there is a winner," she said. "I am going to make you an offer of $200,000 for 10%, but I want $2 a game until I make my money back." The royalty structure reflected Corcoran's focus on downside protection, allowing her to recoup capital quickly while still giving the founders room to operate.

Daniel Lubetzky followed immediately, matching the financial terms but adding strategic leverage. "You need to consider that I am very close friends with the family from Hasbro and the CEO of Mattel," he told them. "If there is a strategic partnership opportunity, I can help you grow." He said he had been waiting for a game company with global potential, positioning himself as a long-term partner rather than just a source of capital.

Shark frenzy

Once Daniel entered the negotiation, the dynamic in the Tank shifted. Daymond John quickly matched the offers on the table, noting that he could add value through social media reach. Lori Greiner followed with her own offer of $200,000 for 10%, paired with a $2 royalty, signaling just how attractive the underlying economics had become.

For the founders, it was a rare moment of leverage. Four Sharks were now competing for the same company, forcing the conversation away from whether the business was viable and toward which partner could offer the most strategic value. Barbara adjusted first, calling her initial royalty too aggressive and lowering it to $1 per game. Daniel responded playfully, suggesting $0.99 instead.

With multiple offers on the table, the founders reframed the discussion around fit rather than price. They countered Daniel with $200,000 for 8% and a $0.99 royalty. After a brief pause, Daniel countered at 9%. The founders agreed, locking in a deal that prioritized long-term scale and industry access over short-term valuation.

Once the deal was set, it became clear that Daniel's strategic network was the deciding factor. Julian and David closed the pitch with a level of confidence that rarely follows such a competitive negotiation. "We are very lucky to get Daniel at 9%," they said. "He can see the future of our brand. He has the right contacts for us to expand internationally. It is a match made in heaven."

Bottom line

What started as a pitch filled with laughter and inflatable monkey tails ended as one of the clearest examples of Shark Tank's real value. Capital matters, but access often matters more if you want to make the right money moves.

McMiller entered the Tank with a viral product and strong margins. They left with something harder to replicate, a strategic partner who could turn online momentum into global scale.

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