The objective is to unite business and professionals who understand just how damaging disruption can be to those who ignore the importance of on-demand services in the Uberage.
We are taking to this impossible fundraising campaign to create awareness for small business and to raise the eyebrows of just those few who understand the real meaning.
Successful application has been tested on over 1200 products and services as offered by the following inc. Print Management Information Systems, Vistaprint, Virgin Group, British Airways, Home Depot, Toyota, Cummins, L’Oréal, Johnson & Johnson, Kimberly-Clark, Qualcomm, Lenovo Group, Nestlé, Seagate Technology, PepsiCo, 3M, Walmart, Starbucks, Coca-Cola, Nike, Colgate-Palmolive, Samsung Electronics, H&M, Cisco Systems, Inditex, Unilever, McDonald's, Amazon and many more in no particular bias to industry or geographic region.
In return for your help today to increase our digital footprint, we will give each entrant you support an app for 90 days to order unlimited services and an opportunity to setup shop with a top up of 99 Zeoz coins to answer inbound business calls.
- THE PRODUCT
- WHO WILL USE AND BUY THE SERVICE
- WHAT PROBLEM DOES IT PROVIDE A SOLUTION TO
- PLANS TO TEST THE PRODUCT TO ENSURE IT WORKS
- PLANS TO UPGRADE PRODUCT AND EXPAND PRODUCT LINE
- TECHNOLOGY - ADDITIONAL AND ONGOING RESEARCH AND DEVELOPMENT
- TARGET MARKET – DEFINITION AND DESCRIPTION OF TARGET MARKETS
- COMPETITION – DIRECT AND INDIRECT
- LIST OF KEY ENTRY BARRIERS
- DESCRIBE HOW UNIQUE IS YOUR PRODUCT IN COMPARISON WITH COMPETITORS
- STATE HOW DIFFICULT IT IS TO COPY YOUR PRODUCT
- REACTION OF COMPETITORS TO PRODUCT LAUNCH
- THE ENTERPRISE BUSINESS MODEL
- BASIC MARKETING AND SALES STRATEGY
- STRATEGIC PARTNERSHIPS
- DISTRIBUTION STRATEGY
- PRICING STRATEGY
- PUBLIC INTEREST
- QUANTIFYING THE MARKETING BUDGET
- PRODUCTION/OPERATING REQUIREMENTS - HOW AND WHERE PRODUCED
- KEY INVESTORS
- TECHNICAL ASSISTANCE
- INTELLECTUAL PROPERTY
- SOURCES OF HELP
The product relates to a mobile application accommodating a unique algorithm that provides relevant and real time connectivity between demand and supply.
WHO WILL USE AND BUY THE PRODUCT AND SERVICE
The product directive is to serve vertical markets where exists the need for communication between demand and supply. The service will be for small to medium enterprise (SME) and commercially it will be the SME seeking to purchase credit in the application to engage with prospects. In answer to the question: people who are in search of services available to them at point of request.
WHAT PROBLEM DOES IT PROVIDE A SOLUTION TO
The product addresses an existing problem technology companies the world over are constantly exploring for multiple reasons but one being – what comes after search.
With the coming of the internet age, search engines have become and virtual assistants are becoming common platforms for consumers to refer to when searching for a SME.
However, the process of connecting the two to date remains cumbersome. The typical search engine or virtual assistant navigates end users to a result listing with the action of connecting with one or more SME’s open to interpretation.
To bridge this gap; the product based upon the algorithm delivers: An instant visual and audio notification of an end consumers ‘request for service’ to a dynamic list of on demand SME’s based upon relevancy and location. All notified SME’s are immediately presented the opportunity to listen to the end users request for service and accept based upon the specifics of the request. Acceptance of the opportunity by the service provider triggers an instant intimation of interest to the end user with an option for either party to immediately engage the other in real time with two way voice connectivity (live and recorded).
- SME’s are only granted a ‘window of opportunity’. Should they fail to accept an end users request for service within the time specified; the opportunity according to the algorithm moves on to the next SME.
- To identify matches for the end users request; a location request is generated unless specified at the time of sending the service request.
- Except for the full name as provided; no contact details are revealed to the other party. Further disclosure is left entirely between the party(s) communicating.
PLANS TO TEST THE PRODUCT TO ENSURE IT WORKS
Whilst prototyping, the product was tried and tested among a random group of 1200 people diversified in age and interests. Progressive feedback topped with a rating of 4.8/5.0 or 96% on Google’s Play store before the plug was pulled for a commercial makeover.
PLANS TO UPGRADE PRODUCT AND EXPAND PRODUCT LINE
Future plans to upgrade and expand the product line include: *In app purchases *An Exchange *Digital currency Web based application API integration Internet of things Artificial intelligence Microsoft Windows mobile ecosystem Items marked with * are undergoing stress tests.
TECHNOLOGY - ADDITIONAL AND ONGOING RESEARCH AND DEVELOPMENT NEEDS
Current needs for ongoing research and development include but are not limited to: Computer hardware required for Database, Voice, Redundancy measures and Technical Human Resources
The target market is the SME and as more studies show a greater than ever usage of mobile applications, it seems an opportunity to capitalize on this opportunity as SME’s seek to: Adopt mobile technology for business Access new markets Engage search queries faster than ever before
COMPETITION – DIRECT AND INDIRECT
None. However an overwhelmingly majority of feedback suggests that it is seen as an advanced or an alternative form of service when pit against search for service mechanisms provided by:
Google Inc. Type: Subsidiary Product: Google Now
Apple Inc. Type: Public Product: Siri
Microsoft Inc. Type: Public Product: Cortana
Uber Inc. Type: Private Product: Uber
Facebook Inc. Type: Public Product: Messenger
E Bay Inc. Type: Public Product: Marketplace
Sources of help
LIST OF KEY ENTRY BARRIERS
DESCRIBE HOW UNIQUE IS YOUR PRODUCT IN COMPARISON WITH COMPETITORS
1 unique element differentiates the product from the above listed products. It is the uniqueness of the algorithm that provides instant voice connectivity with the nearest available SME.
STATE HOW DIFFICULT IT IS TO COPY YOUR PRODUCT
It is not at all difficult to copy the product nor is difficult to copy the algorithm embedded within the application. How difficult it will be to copy artificial intelligence. For that there is no guarantee.
REACTION OF COMPETITORS TO PRODUCT LAUNCH
Despite several unsuccessful attempts to reach research and development personnel at Google and Uber, there is no likelihood of an immediate response to the product launch from our competitors. This is put down due to a number of factors but primarily a shortcoming in our own informal approach to reaching the aforementioned. Others factors contributing towards is put down to their organizational inertia and finally interest.
Regardless, this is by no means an admission of defeat. Our attempts to reach out to other tech companies who are not necessarily based out of Silicon Valley remain. In addition, this delay is acting as a strategic advantage as delays are allowing the product to develop a user base.
Ultimately, we remain hopeful that competitors will see an opportunity to integrate this product as a value added service to their existing product base and eventually merge into existing technology offerings for connectivity after search.
Sources of help
Harvard Business Review
THE ENTERPRISE BUSINESS MODEL
The enterprise business model is to provide each SME with pre paid credit for purchase and consumption within the product. This pre paid credit will then be voluntarily consumed ‘at a varying credit rate’ by the SME each time they choose to engage a business opportunity.
The ‘varying credit rate’ has been deemed necessary based upon the fact that no one rate per business lead will be acceptable to the various industries catered.
To this effect, a digital exchange has been developed and available for preview at http://zeoz.company/market.html to determine the real time lead acceptance rate per business opportunity for each industry. The rules for the exchange are as follows:
IF SUPPLY EXCEEDS DEMAND THE RATE GOES DOWN.
IF DEMAND EXCEEDS SUPPLY THE RATE GOES UP.
IF SUPPLY IS LESS THAN DEMAND THE RATE GOES UP.
IF DEMAND IS LESS THAN SUPPLY THE RATE GOES DOWN.
Additionally, to eliminate all entry level barriers, the enterprise business model will have no cost associated to it for SME registrations until a transaction is required. This is deliberate in design to help SME familiarize themselves with the products offering.
BASIC MARKETING AND SALES STRATEGY
Steps to be taken to foster the product include:
Word of mouth, door to door, social media and fundraising platforms
STRATEGIC PARTNERSHIPS IN PLACE
Existing business network, SME representatives, Specialist press, Multiple app stores, Ad networks, Pre-loads, Television, Radio, Exhibition and seminars
Our pricing strategy is to build a ecosystem where customers are provided value for money with minimal risk on investment. To this effect and by means of in app purchases, the following pricing and investment options will be provided:
Product Name: 1 ZEOZ Coin
Purchase Value: 0.79 GBP or the equivalent of
In App Value: Variable
Rate of Consumption: Variable
Transfer Option: Not Available at Present
From the general consumers perspective, the app will remain free to use for life.
QUANTIFYING THE MARKETING BUDGET
To quantify a marketing budget, our strategy is to pay an SME in this area GBP 300.00 for participating in a 3 month trial for an area similar to London.
Participants will be required to send a minimum of 9 voice requests each day for services they require for the duration of the trial (these queries need not be services required immediately.)
Area: London, England
Population: 8.2 Million
Businesses by Industry: 432,105
Currency: Great British Pound (GBP)
Target 0: 0.01% or 043 Business
Targeting 0.01% of the market at GBP 100 per month for 9 requests per day: 43 x 100 x 3 = GBP 12,900.00
0.01% of market share yields a minimum volume of 34,830 opportunities over a 90 day period (crosscheck)
Target 1: 0.1% or 432 Businesses
Targeting 0.1% of the market at GBP 100 per month for 9 requests per day: 432 x 100 x 3 = GBP 129,600.00
0.1% of market share yields a minimum volume of 349,920 opportunities over a 90 day period (crosscheck)
Target 2: 1% or 4321 Businesses
Targeting 1% of the market at GBP 100 per month for 9 requests per day: 4321 x 100 x 3 = GBP 1,296,300.00
1% of market share yields a minimum volume of 3,500,010 opportunities over a 90 day period (crosscheck)
RECHECK AND CROSS REFERENCE WITH EXCEL
Part 1: No. of business x rate of pay x duration = Direct Cost
*Part 2: No. of business x requests per day x total days = Potential Revenue
*On the assumption that a business in the area will pay a minimum of 0.79 GBP or the equivalent for each business opportunity they receive through the application.
Sources of help
Office for National Statistics 2011 (UK)
London Data Store 2012 (UK)
PRODUCTION/OPERATING REQUIREMENTS - HOW AND WHERE PRODUCED
The concept was written in England and developed with help of technical and external expertise for product development. Current operating requirements are being managed by 1 server at an IBM data centers located in the United States of America.
Count exceeds 300. For details such as geographies and industries refer to database.
SOURCES OF HELP
Office for National Statistics (UK) http://www.ons.gov.uk
London Data Store (UK) http://data.london.gov.uk
Harvard Business Review https://hbr.org/2009/04/predicting-your-competitors-reaction/ar/1
The Free Dictionary http://encyclopedia2.thefreedictionary.com/communications+industry
Risks and challenges
The risks and challenges we see are related to creating market awareness as our expertise in this arena is very limited.
It is for this very reason that we are appealing to the Kickstarter crowd funding platform to (hopefully) give us the kickstart we need to bring this project to life.Learn about accountability on Kickstarter
- (50 days)