DECOUPLED

Decoupled Dispatch Model
Technical Methods and Market Dynamics
A Service Oriented Architecture for Enabling Subscriber-based Mobile Dispatch and Work-Order Management Between Casually Affiliated Partners Author: Alan D. Wilensky

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 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 to support, enable, and expand the existing model.
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.
The Model - Then and Now

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

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: Fundamental

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
$ Architectural Foundations: Value Added Services $

Escalating Supervisory States Time Bound User Supervisory Escalation Not Progressing - Virt. Disp. Alternate Sub Distance 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.

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)
Beyond Basic Dispatch

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

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 Campaign Branding and Marketing Collateral Brings within striking distance of a full multi-city campaign 12 Months Specs & Design Campaign Setup Tech Product Steering (one marketing hub) Closed Test (Auctions as Hubs) Submitter Focus

Bottom Line
A Virgin Market Unserved by Mobile Solutions due to Multi-Agency, Itinerant nature.
Untapped Growth by Value Added Services and Expansion into new trades (delivery, fuel, ind. repair, etc.)
Well Surveyed, Due Diligence Completed

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

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DECOUPLED

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