Decoupled Dispatch Model

Technical Methods and Market Dynamics
Author: Alan D. Wilensky

A Service Oriented Architecture for Enabling Subscriber-based Mobile Dispatch and Work-Order Management Between Casually Affiliated Partners

Independent Servicers are always creating non-durable relationships in the course of filling their work slate. Outside agencies are always churning though independents in spite of semi-durable relationships. The automotive trade perpetually wrestles with owned capital equipment vs. marshaling independent resources. High Tech and VC is removed from this sector - culturally and empathetically. It’s unfortunate; there are $$ on the table.
Most independents towing, lock, and glass tradesmen would agree to a subscription fee of 19.95 - 25.00 /mo. My Survey = 1000 New England Operators ZERO REFUSALS

Who Are They?? Subscribers
• • • • • •
5M Self Employed Tow, Mobile Lock, Glass Paying for the Equipment, Fin, Fuel, Maintenance Itinerant, poor work flow management, high peak valley workload Always on the prowl - opportunistic 99.99 % Self Dispatched on demand by external agencies (95%+ Voice PTT or cell) It is a ‘legwork’ business, and it kills them to know a job might be right around the corner

Who Are They?? Submitters

• • • • • • •

Municipal and State Agencies (Highway Road Foremen) Dealerships - Body and Collision Auctions Asset Recovery (repo) - BIG Market Parking Lots Direct demand overflow and consumer mobile Insurers

• Indy Mobile for Automotive is a ‘Pure’ social network. It always has
to support, enable, and expand the existing model.

The Model - Then and Now

been, and always will be, in contrast to synthetic Web20 bubble. This has implications for other OEM licensing. **

• The primary mission of an autonomous, distributed dispatch system is • Subsequently, additional layers of value-added tools are provided. These
tools allow submitters and subscribers to compose virtual fleets.

• No current solution to connect Indy’s to Unaffiliated Submitters
** My job as an Analyst is to look at re-deployable computing assets in as broad a perspective as possible for re-monetization.

Virtual Fleet Affiliations • Open: Receiver may give any response, including refusal, to job – accrues a completion rating • Open-Affiliated: Belongs to one or more virtual fleets by agreement – not likely to refuse jobs – ratings are accrued for these jobs (Virtual fleet composed by submitters) • Cooperative: Member of a ‘trade pool’; at-will membership and availability – no ratings (in other words, virtual fleet composed by the mobile worker) • All Affiliations can overlap with open job flow

Application of Technology to Streamline Business

• Save Fuel • Create an alternative to owned equipment • Fill Slack Job Slates (even in busy indies) • Create Efficiencies by enabling
collaboration through Virtual Fleets

• Drastically Cut Agency Response Times

Architectural Foundations: Fundamental • Portal: Submitter / Executor Enrollment • Account Management • Supervisory Interfaces • Admin Interfaces • Virtual Dispatcher: • Job Broker • Rationality Module (computationally expensive) • Web Applets: Ajax, Flash, Google Toolbar, MS Office Outlook and Excel
add-ins

• That will get you started, but more will be needed to distinguish the
product

$ Architectural Foundations:Value Added Services $
Upper Value Added Layers Increase Profit Beyond Subscription Fees:

• Multicast Bidding: Job is broadcast to eligibles for simple cost / time bid • Arbitrage: Contracts for Future Jobs are placed out for bids • Ratings: Submitter,Virtual D., and /or Fleet owner vote • Virtual Fleet Composer: Allows submitters and subscribers to create
work groups to service extended territories

Arbitrage

Open Bids Multicast

Virtual Fleet Composer / Subfleet Mgr.

Virtual Dispatcher / Job Broker

Escalating Supervisory States
Supervisory Escalation
Not Progressing Virt. Disp. Alternate Sub

Distance Bound User
Time Bound User

The Mercantile Exchange Model

• There is no existing service providing a job futures
model - completely new.

• The Carrying Margin can be self funded, sold off, or
opened to on-line exchange trading

• Auctions, police, asset recovery, and state / muni are
all interested - but...it has to be refined.

Beyond Basic Dispatch • Ancillary Services: • Card Billing
• Small Accounting Integration • Dispatch Accessories & Equipment (Communications > small form
printers) •Handset sales • Mobile Ads Subscriber to Submitter Client

• The Indies become “our fleet” - invaluable data accrued. • Therefore provide Web Services for External Aggregators

• Overflow Fulfillment for Auto Clubs

• Fleet Demand Services for Muni, State Highway (Parking event
enforcement, snow removal, maintenance of way)

• • • • •

Driving Subscriptions
Can’t ignore cost of fuel issues Auctions as ‘hub’ Recruitment Facilities

Demonstration seminars / DVDs Peer Marketing accrues temp job priority Once Bounded Market Proven, Open Marketing via Local Cable

Auction

X3
Tow
Lock Glass

Anchor Points
Dealer
Parking Asset Repo

Agencies
Leasing
Insurance

Muni

State

Fleet OVFL

Organic, Self Sustaining Growth Model

• Submitters rotate through virgin servicers • Mobile subscribers always visit new potential submitters • Subscribers always schmooz each other, can be incentivized • Each independent represents an opportunity for Value added
services (Card billing, small accounting integration)

• Likewise, each submitter target for value added services • Submitter can be incentivized by work order subsidies

12-24 Month Timeline
Specs & Design Tech Product Steering (one marketing hub) Submitter Focus

Campaign Setup

Closed Test (Auctions as Hubs)

12 Months
Campaign Branding and Marketing Collateral

Brings within striking distance of a full multi-city campaign

• A Virgin Market Unserved by Mobile

Bottom Line

Solutions due to Multi-Agency, Itinerant nature. and Expansion into new trades (delivery, fuel, ind. repair, etc.)

• Untapped Growth by Value Added Services • Well Surveyed, Due Diligence Completed

Potential
Total Nextel Indies 5M Subs@19.95 CC Fees @ 2% @ 3jobs / week ($75) Annual 100M / mo. 90M 2.2B Penetration Costs Est. @ 1% 33% 50k 1M / mo. 900k (12*75=900* 2%) 22M 670k 600k 14,740,000

• • • •

Risk / Reward
Corp Fleets are more efficient to recruit, but have a saturation limit, competition, and integration penalty Indies will recruit slow at first, but have much lower market inertia once the system is accepted and popularized through good documentary style media campaigns and grass roots marketing The prime risk for indies is not market pass / fail, but growth term in uptake and retention of submitters The monetization opportunities for indies is better once established

My Part
• • • • • •
Establish Broad Technical and Architectural Parameters Conduct Collaborative Design Meetings Drive and Design Brand Establish Market Anchor Points and Build Out Document Successful Use Case Lay Groundwork for Supported National Rollout