Market Analysis for MBOSS.US, Frankfurt am Main - all rights reserved @2019 MariclaKandzorra.com

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MBOSS.US | Market Analysis
ContentsC. Market Analysis 1
I. Macroanalysis – PESTEL Analysis................................................................................................................................1
1. Political Factors in MBOSS.US PESTEL Analysis..........................................................................................................2
2. General economic conditions....................................................................................................................................3
3. Societal-Demographic values and lifestyle ................................................................................................................3
4. Technological Factors ................................................................................................................................................3
5. Legislation and Regulation.........................................................................................................................................4
6. Environmental Factors...............................................................................................................................................4
II. Microanalysis – Porter’s five forces...........................................................................................................................5
1. Threat of new entrants (NET) ....................................................................................................................................5
2. Threat of substitute products or services..................................................................................................................8
Appendix......................................................................................................................................................................14
C. Market Analysis
Picture 1 (The Competitive Environment: Porter's five Forces, 2019)1
I. Macroanalysis – PESTEL Analysis
The acronym MBOSS.US PESTLE stands for political, economic, social-demographic, technological, environmental
and legal factors effecting the peer-to-peer event hosting, event planning, event managing and experience company.
1 http://www.ftms.edu.my/images/Document/MOD001022%20-%20International%20Business%20in%20Focus/5_.pdf.

It is an important tool used to analyse the potential impact of external factors for business strategy development on
macro-level in the bottom line and long-term growth prospects. It is important to clarify that businesses have little
and no influence over factors within PESTLE framework; however, they can develop strategies to eliminate or at
least to minimize negative effects of these macro-factors. MBOSS.US PESTLE Analysis can shed a light into
opportunities to strengthen competitive advantage of the business in various fronts.
1. Political Factors in MBOSS.US PESTEL Analysis
MBOSS.US revenue is subject to political situation at the local scales in direct and indirect manners such as
government attitude towards the owner and CEO of MBOSS.US and political situation at the global scales which are
effects of the local scales. These are especially Issues with the German government over governmentally organized
crimes and terrorism threats of relevance. Other political factors that can affect MBOSS.US include the level of
bureaucracy, degree of corruption, home market lobbying and import restrictions in markets where eg the
entertainment industry operates.
https://de.wikipedia.org/wiki/Liste_von_Terroranschl%C3%A4gen_in_Deutschland
Picture 2 (Wiki - Lists of Terror attacks in Germany, 2019)2
The threats created in normal life against owner and CEO of MBOSS.US through the German government will affect
the costs to protect MBOSS.US from these crimes and criminals placed in the nearest surrounding where the owner
and CEO of MBOSS.US lives. The spied information of this criminal source about the daily life of MBOSS.US’ owner
and CEO have been infiltrated through Germany also in the global terrorism industry which is the cause for many
terroristic attacks. The system created by Germany to track me through names has caused many attacks committed
by Stephan or Stephen Nagel who is an inhabitant and owner in the house and neighbourhood of the owner and
CEO of MBOSS.US in Frankfurt am Main. This is been cited many times globally in terroristic attacks, eg in Las Vegas
killing 58 people, in Halle killing 2 people, in Wolfhagen-Istha. These attacks are very similar to the Attack in New
Zealand in Christchurch in Q1 2019 or Munich in Q2/Q3 2016 (Ali David S) or Norway in Q2/Q3 2011 (Breivik) or in
Florida at High School in Q1 2018 and many, many more - lone wolves mass shooting people with a supremacy or
right radical background. Roland K. is a synonymous for Roland Kaiser which should be a mix of Rainer Wlocker and
Manfred Kaiser in our house in Darmstadt.
All this should create pressure on daily life so that life should be undermined based on a socially accepted Nazistic
mentality and culture in Germany.
2 https://de.wikipedia.org/wiki/Liste_von_Terroranschl%C3%A4gen_in_Deutschland.

These factors have to be eliminated/ neutralized with a private budget what will cause own security and safety costs
for MBOSS.US, which will create unnecessary and untypically sunk costs, which are non-systemic entry sunk costs
and therefore have a highly discriminatory character. The German governments and governmental security forces
as well as the ministry of justice have full knowledge about this situation and need to be obligated to respect its own,
the European and the international law order. This will cause additional procedural costs also seen as non-systemic
entry sunk costs.
These general terrorism risks in Germany have to be handled also at events especially at those events starting with
a certain number of attendees. Security services and technological tools as well as a good prepared emergency plan
can cover those risks or at least minimize them to an acceptable level.
MBOSS.US offers an own category of bookable services of the security industry and will develop as additional feature
for its app a security emergency call for the download for premium customers. The premium account is free. For
creating a premium account, users have to Sign up with a verified bank account for free, and everyone who has
purchased an event already has automatically an premium account.
2. General economic conditions
The global slowdown in economic growth and central banks’ lower rate nero zero or below intended to provide
stimulus has created a higher recession alert for Germany given the decline in its manufacturing sector and the
lacklustre global auto sales. Such a recession seen in 2008 during the financial crisis had dire impacts for many events.
Many international events reported fewer visitors and participants from overseas. In a survey “Future Watch” of
2008 which was based on interviews of event planners of 39 countries across the globe was identified that the key
future trends for the industry in such times of recession were competitive pricing, back-to-basics no-trill events and
the hosting of events close to home.
MBOSS.US will offer all tools to be as flexible as possible to design the event due to all needs of the customers.
3. Societal-Demographic values and lifestyle
The event industry is facing an aging population in Germany. With longer life expectation and decreasing birth rates
the population has become older and with it also the attendees of events: Older people are now enjoying in larger
numbers events. Therefore, is e.g. the trend in the music event industry to feature more music concerts of older
bands and reunion tours such as The Police’s Tour in 2007, which was recognized by Billaboard as the top-grossing
and top ticket selling tour of that year.
MBOSS.US will offer all tools to be as flexible as possible to design the event due to all needs of the customers.
4. Technological Factors
Technological factors can be seen as risk for the Event industry if used for organizing crimes or attacks against the
event, but technology can be especially used as safety tool against or in case of terrorism or criminal attacks.
Nowadays a lot of events work with face recognition software either as entry identification tool or as observer during
the event. The emergency alarm system can be extended not only with security apps for every attendee.
Providing alternatives to live meetings in the meeting event industry is a goal since 2010. The possibility to offer
events also virtually is becoming of great interest for the entire event industry. The development of peer-to-peer
streaming has created a more reliable and cheaper technology for transmitting events live and globally. Another
good alternative for events with live speakers is the by Sowden used transponder for speaking live at a security
convention in the USA without leaving Moscow.
MBOSS.US will always be committed to evaluate the most technological avantgardist tools for offering them as
bookable service category, like streaming technology, facial recognition software and many others.

5. Legislation and Regulation
MBOSS.US revenue is subject to legal issues in wide range of local factors such as government attitude toward the
owner and CEO of MBOSS.US. The situation is given by the fact that the government has supported intentionally
fraudulent claims and issued court titles of these claims by committing further crimes against the owner and CEO of
MBOSS.US intended to affect and by affecting this way more crimes from the beneficiaries of the fraudulent titled
claims against the owner and CEO of MBOSS.US. These fraudulent titled claims against the owner and CEO of
MBOSS.US won’t be enforced because they do not have any legal effect.
All this should create pressure on daily life so that life should be undermined based on a socially accepted Nazistic
mentality and culture in Germany.
These factors have to be eliminated/ neutralized with a private budget what will cause own security and safety costs
for MBOSS.US, which will create unnecessary and untypically sunk costs, which are non-systemic entry sunk costs
and therefore have a highly discriminatory character. The German governments and governmental security forces
as well as the ministry of justice have full knowledge about this situation and need to be obligated to respect its own,
the European and the international law order. This will cause additional procedural costs also seen as non-systemic
entry sunk costs.
Regarding the German tax policy, it is important to know the different VAT rates which are guilty for the event
industry, e.g. is the statutory tax rate in Germany 19 % with exceptions for theatre, concert, museum and similar or
circus events which have only a 7 % VAT rate. Without any VAT can be sold tickets of events organized by
governmental or regional public entities.
Regarding the German labour law, it is not uncommonly that an independent working person is under legal
qualification seen as employee what has fatal legal and economic consequences for the potential employee and
employer. A good example for it is a brewery which accepts the sponsorship for an event and rules through its
supplier contract the external design of the furniture and entire equipment of the event location and of the wear
design of the service staff. Additionally, the supplier contract has rules regarding the granted time of duration of the
event and how the service staff has to behave with guests. Such contracts do not offer any flexibility or own decision
so that the host can be qualified by law as an employee of the brewery with whom the host has only a supplier
sponsorship contract.
MBOSS.US will offer an automated task list after having purchased the designed event with all relevant legal advices
concerning the booked services and venue.
6. Environmental Factors
Environment is since 2015 recognized as economical factor impacting everyone’s life. Global Goals of the UN and
the Paris Agreement for Climate Action are orientation also for a more sustainable event industry. This can be
reached through gentlemen agreements with all partners and suppliers as well as with hosts and guests. This
gentlemen agreement could rule environmental discipline to reduce waste, use less oil, gas, use clean energy and
eco-electricity, use eco-friendly cleaning equipment.
MBOSS.US will offer an automated task list after having purchased the designed event with all sustainable advices
concerning the booked services. In the category cleaning services and transportation & logistics it will privilege with
its algorithm the match with green services. MBOSS.US won’t allow to offer plastic tableware on its platform but in
the category renting equipment and furniture the event designers will be able to rent e.g. ceramic tableware.
Furthermore, will MBOSS.US give to the entire event industry the opportunity to participate to the digital
transformation for free which will minimize and at least eliminate the waste and use of paper, for that will MBOSS.US
have by itself already a highly sustainable effect.

II. Microanalysis – Porter’s five forces
Picture 3 (Porter's five forces, 2019)3
Porter five forces analysis is a framework that attempts to analyse the level of
competition within an industry and business strategy development on micro-level.
The competition intensity and therefore the attractiveness of an industry are
determined by five forces. Attractiveness in this context refers to the overall industry
profitability. An “unattractive” industry is one in which these five forces act to drive
down overall profitability. A very unattractive industry would be one approaching
“pure competition”, in which available profits for all firms are driven to normal profit. This analysis is associated with
its principle innovator Michael E. Porter of Harvard University. The overall industry attractiveness does not imply
that every firm in the industry will return the same profitability. Firms are able to apply their core competencies,
business model or network to achieve a profit above the industry average.
Porter’s five forces include three forces from “horizontal” competition: the threat of substitute products or services,
the threat of established rivals, and the threat of new entrants; and two forces from “vertical” competition: the
bargaining power of suppliers and the bargaining power of customers.
Porter developed the five forces analysis in reaction to the then-popular SWOT analysis. Porter’s five forces is based
on the Structure-Conduct-Performance paradigm in industrial organizational economics developed by J.S. Bain in
1950 at Harvard University.
1. Threat of new entrants (NET)
Profitable markets like the event industry that yield high returns will attract new firms. Eventually many new
entrants will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by
incumbents (which in business refers to the largest company in a certain industry, the called “incumbent
operator”), the abnormal profit rate will trend towards zero (perfect competition).
The following factors can have an effect on how much of a threat new entrants may pose:
The most attractive segment is one in which entry barriers are high and exit barriers are low. Entry barriers are
such as exams, patents, rights, sunk costs, corruption, organized crimes etc..
The source in the IT sector comes rather from start-ups equipped with new digitally based business models and value
propositions than from mature competitors. start-ups have envisioned and built a new business model from the
ground up, powered by a new platform ecosystem for digital business. MBOSS.US is leveraging the familiar event
management technology, but start-ups like MBOSS.US are often adding in personas and context, intelligent
automation, IoT, and cybersecurity for further enhance the value proposition of their platform.
Digital business changes the rules by lowering the traditional barriers to entry. A digitally based business model
requires far less capital and can bring large economies of scale.
There is a set of countermeasurements available to face potential new entry:
3 https://mycourses.aalto.fi/pluginfile.php/185857/mod_folder/content/0/Porter%20-
%20The%20Five%20Competitive%20Forces%20That%20Shape%20Strategy.pdf?forcedownload=1.

According to the framework, threat of new entrants is HIGH when:
Picture 4 (Using Porter's 5 forces the right way [explained with examples], 2019)4
Startups and the digital business are building ecosystems where the
business model comes in a number of different forms of scalability – if it is
sought out as economy of scale or scope, they are producing businesses
capable of growing swiftly to sizes that would have been impossible in the
past.
The likes of Airbnb and Uber do not offer any sort of remarkable new services – taxis and hotels are not revolutionary,
and these are not even in their asset portfolio – but it’s the size they operate at that has set them apart – economy
of scale. Business models which keep costs low by doing a huge variety of different things – economies of scope –
have pushed Amazon to its current heights, with the company now operating in everything from supermarkets to
software design.
Picture 5 (Start-ups are growing like never before thanks to economies of scale, 2019)5
This means for MBOSS.US as digital business and startup that the economies of scale are very high so that for
MBOSS.US the threat of new entrants is projected as low based on the framework’s conclusion.
Next is the assumption that a high product differentiation with unique solutions for customers, decreases the NET.
The usual degree of differentiation in industries is high, since each company states that they provide unique services
compared to their competitors. But this is not the rule for the event industry which is seen as underserved – the
most companies offer event management and planning software as core product or as a core offline service.
Exceptions are online ticketing and ticket listing services which offer additionally a few event management features
which is a very crowded field in the event industry.
MBOSS.US will create a new product in an existing market so that it will be first with its core product which gives
MBOSS.US the ability to offer the software and digital core products of incumbents for free. This way MBOSS.US will
give to the event industry the opportunity to participate to the digital transformation without any additional cost
for hard- or software completely for free. Furthermore, it will open new distribution channels for free. MBOSS.US
will connect local event industry businesses and services to the world in one single market creating this way higher
liquidity, better quality and fairer transparent prices.
MBOSS.US will be a platform with a baked in marketing strategy with which it will be able to create quickly an own
brand identity forcing new entrants to spend heavily to overcome customer loyalty.
This will make MBOSS.US unique and create a strong brand. In accordance with the assumption of the framework
with that high product differentiation the NET will be for MBOSS.US very low.
4 https://medium.com/@guptasulabh7/how-to-use-porters-5-forces-the-right-way-2c1100a5b53b.
5 https://www.worldfinance.com/strategy/start-ups-are-growing-like-never-before-thanks-to-economies-of-scale.

Next framework assumption is about capital requirements which in relation to the very high price-to-performance
ratio or very high price-to-earnings ratio are for MBOSS.US with 850.000 € as pre-seed investment very low.6
Picture 6 (Greek Uni.Fund announces its first investment: €850K
goes to PLiN, Tekmon and CollegeLink, 2019)7
According to the framework is the NET of companies with low capital requirements low.
MBOSS.US is an entry costless platform so that users can switch role without any costs and frictionless. MBOSS.US
is a digital business and a NET for incumbents of the software and digital industry. MBOSS.US will have its core
interactions in the event industry where incumbents will be able to be market players on MBOSS.US so that
MBOSS.US will not only expand the event market with a new distribution channel but also bring back customers
disrupted by the travel industry and acquire non-consumers by offering earning-opportunities for creating an own
budget for the event design engaging incumbents of the event industry. MBOSS.US will create a high value chain for
the entire event industry and its customers.
That means that in the event industry in which will be placed the core product of MBOSS.US will be no contradictory
control of distribution channels which is digitalized and online, no proprietary knowledge because it is a digital
business, MBOSS.US has no need for raw materials because it offers a digital service and the access to government
subsidies isn’t needed. There are no regulations in Germany for becoming an event manager or founding an event
management or event planning company so that there are no legal barriers or regulatory entry sunk costs. The event
industry market is growing, and the existing “competitors” are making good profit, sunk costs are generally very low
– see the numbers in the Appendix to this document.
The result of the first force analysis is bringing down the threat of New Entrants to low or zero.
BUT! Under the aspect of a changed environment after having launched MBOSS.US and new founded start-ups
copying the business model of MBOSS.US will change the NET from zero to medium. For preventing such scenarios
there is a set of countermeasurements available to face potential new entry:
(i) Increasing long-term investments in R&D: MBOSS.US will include in his business strategy a
continuously working innovation management where all activities will be carried out to create
something new in an agile environment throughout the entire company with a business mantra of
continual improvement;
(ii) Anticipation of acquiring technology licensing later from pioneers: MBOSS.US will always look out for
new technologies for improving existing products and stay under a continuous change also in its
infrastructure and architecture regarding established and proven new products in the market.
(iii) Investing in complementary capabilities, such as marketing, distribution and manufacturing:
MBOSS.US core product is to create a new distribution channel with a baked in marketing in the event
industry, but it will stay in continuous change and innovate in an agile environment. MBOSS.US will
unify on the long term the online distribution with the traditional distribution channel for creating more
traditional value, fundamentals and visibility in the cities where MBOSS.US will offer its core product.
(iv) Building a strong brand identity: MBOSS.US will be a platform with a baked in marketing strategy and
will be able to create quickly an own brand identity forcing entrants to spend heavily to overcome
customer loyalty.
6
Is very high, if benefit cost ratio/ price or cost performance index CPI = earned value (EV)/actual price (AC). MBOSS.US offers to a very low
price a high performance, benefits and value chain. If benefit B/C >1 then project(s) is economically satisfactory; if B/C =1 then project(s) the
economic; breakeven of the project is similar to other projects (with same discount rate or rate of return); if B/C <1 then project(s) is not
economically satisfactory.
7 http://superfounders.com/2018/10/greek-uni-fund-announces-its-first-investment-e850k-goes-to-plin-tekmon-and-collegelink/.

2. Threat of substitute products or services
The probability of customers to switch to alternatives increases whenever there exist products outside of the realm
of the common product boundaries. That means that a substitute according to the framework performs the same
or a similar function as an industry’s product by a different means, eg. a trip as substitute to an event or ceramic as
a substitute to plastic or videoconferencing as a substitute to travel. Sometimes, the threat of substitution is
downstream or indirect, when s substitute replaces a buyer industry’s product, eg software sold to event managers
is threatened when MBOSS.US substitutes for event managers. It is a substitute to do without or to do it yourself
(bring the service or event in-house; named as the “non-consumers”).
When the threat of substitutes is high, industry profitability suffers. Substitutes not only limit profits in normal times,
they also decrease the bonanza an industry can reap. If an industry does not distance itself from substitutes through
product performance, marketing, or other means it will suffer in terms of profitability- and often growth potential.
Picture 7 (Using Porter's 5 forces the right way [explained
with examples], 2019)8
The threat of substitute is high if
• It offers an attractive price-performance
trade-off to the industry’s product. The better the relative value of the substitute, the tighter is the lid on
an industry’s profit potential. What it means is that in scenario where consumers are switching to a
healthier lifestyle and are more focused reducing the added sugar from juice, soft-drinks etc., the price-
performance relationship of the substitute product compared to retail coffee will reduce, resulting a low
threat of substitute products. Customers will switch to alternatives whenever the cost/price performance
index (PCI), price to earnings ratio or benefit cost ratio (B/C ratio) of the substitute is superior.
MBOSS.US has a very high PCI because it can offer for free what the event management software or platforms wants
to be paid. But the real substitute to MBOSS.US is the online travel agency or platform on which user can create
their own trip. These platforms or websites typically are also offered for less and users have only to pay a commission
fee like on MBOSS.US. But the big difference is that MBOSS.US offers on its platform the entire post-payment event
management and planning for free and the ticketing in cooperation with Eventbrite, so that the benefits are very
high in comparison to the travel industry. By offering a longer or complete value chain to users like the possibility to
switch frictionless role or opportunities to earn own money MBOSS.US offers not just a platform but the entire
economy digitalized so that a high volume of transactions are granted which is at the same time a guarantee for very
stable prices. Furthermore, will MBOSS.US offer a contract management and direct cross-border payments both
based on Blockchain so that trust can be created where there is a lack of trust. Artificial Intelligent will make the rest
by keeping clean the platform and creating the best multi-level matches for searches after having interviewed the
users as well as automated task lists for all users. All this cannot be found in the traditional website travel services
which are limited on digitalization as most innovative improvement.
• The other substitute is to not consume at all or to stay at home and call a catering for the own celebration.
But MBOSS.US has also for the non-consumers many solutions. They can enjoy for free the platform, create for free
accounts and design events and sharing these designed events or put them into Wish-Lists for sharing them with
sponsors or friends & family for getting them as the next gift. Additionally, MBOSS.US can be used from users for
seeking for jobs as service staff or volunteer on the own platform feeder where they can also blog own articles
regarding the event industry or share posts of their last celebrated event. With a one-click share button they can
expand these posts on other social media platforms for getting more visibility. Finally, those non-consumers can
switch on the producers’ side and invest in events by designing their events on MBOSS.US and selling those tickets
over MBOSS.US with Eventbrite. Those users can also offer own space as venue and offer familiar and casual events
8
https://medium.com/@guptasulabh7/how-to-use-porters-5-forces-the-right-way-2c1100a5b53b.

in their own space. MBOSS.US will furthermore on the long-term also offer the ability to create landing pages and
forms for the pitch of sponsorship and event investments.
• The next indication for a high threat is given if customers’ cost of switching to the substitute is low.
This is the case regarding the travel industry and regarding non-consumers. But MBOSS.US doesn’t have entry sunk
costs either so that there is no difference between substitutes and MBOSS.US. Substitutes are comparable
attractively priced like MBOSS.US so that also this is no decisive factor.
• Another indicator for a high threat of substitutes is product differentiation.
In the travel industry are many good substitutes readily available. But MBOSS.US will have in comparison to those
products of the travel industry a higher brand identity which will be created through the platform with the baked in
marketing and a lot of technological as well as UI/UX gimmics which will create a lot of fun to just stay on the platform
and use them for free while developing high customer loyalty and participating in creating value. End users will grow
more comfortable with using MBOSS.US as holistic marketplace covering the entire event industry ecosystem and
value chain than with simple travel websites. This means that MBOSS.US will have a higher quality and performance
than the substitutes.
According to the framework is for MBOSS.US the threat of substitutes very low.
3. Bargaining power of Consumers
Picture 8 (Using Porter's 5 forces the right way [explained
with examples], 2019)9
The bargaining power of customers is also
described as the market of outputs: the ability of
consumers to put the firm under pressure, which
also effects the customer’s sensitivity to price
changes. Customers with many alternatives or
large size customers can capture more value by
forcing down prices, demanding better quality or
more service (by driving up costs), and generally
playing industry participants off against one
another, all at the expense of industry
profitability. Consumers are most powerful when
they reach a negotiating leverage relative to industry participants, especially if they are price sensitive, using their
power primarily to pressure price reduction.
• Large volume customers are powerful in industries with high fixed costs. High fixed costs and low marginal
costs amplify the pressure on rivals to keep capacity filled through discounting.
The event industry is divided in two sectors one is the event management without venues and the other is the event
management with owned venues. The fixed costs for buildings are high, while there are no marginal costs. The
management of events is mostly based on the for the event relevant variable costs, so that fixed costs are low and
marginal costs do not exist. For event ticketing online platforms and event management software the fix costs are
usually high while the marginal costs don’t exist.
MBOSS.US will have high fix costs relative to the amount of licences for the platform development. There won’t be
any marginal costs but on the long-term MBOSS.US will invest in buildings as event venue for being present in cities
9

and create visibility which could be also used as additional distribution channel. The ownership of buildings also leads
to higher fix costs.
In the event industry is high demand while the number of events has fallen in 2018. So, that there is high demand for
the product “event” but not a customer concentration on suppliers. Regarding MBOSS.US are suppliers the producers
which are all the services involved in the event like venues, caterer, transportation, breweries etc. On every event are
minimum 5 suppliers involved so that the number of events doesn’t say a lot about the number of suppliers but the
numbers of restaurants or caterer in big cities are already so high that a concentration is not recognizable. Customers
on MBOSS.US cannot negotiate prices, but they are able to give recommendations and valuate each service they will
have used, so that customers will capture more value by forcing down prices, demanding better quality or more
service (by driving up costs), and generally playing industry participants off against one another. The prices of
MBOSS.US will depend of the amount of users and transactions; the more users and transactions, the more stabilized
will be the commission fee of MBOSS.US.
MBOSS.US will create strong customer loyalty with its product differentiation and brand identity.
Picture 9 (Meeting- & EventBarometer 2018/2019: Deutscher Veranstaltungsmarkt bleibt dynamisch, 2019)10
MBOSS.US will be first with its platform’s key interactions and core product in the event industry so that potential
customers won’t have a wide range of companies to choose from. Therefore, they won’t have significant bargain
power in commercial interactions with MBOSS.US. The other aspect why customers’ power should be reduced is that
the goal of platforms is to create amounts of value which can only be reached in a balanced ecosystem where the
power of suppliers is equal to the power of customers which both interest is to not damage the significant value they
are creating for each other.
For keeping the balance and the platform effects clean, all users – also the suppliers – receive the ability to
recommend and valuate the counterpart so that competitive advantage will be the second positive platform effect
on MBOSS.US. Gamification and completeness scores will give users also control over their own interactions on
MBOSS.US.
In big cities like Frankfurt or Darmstadt in which MBOSS.US will operate customers don’t have high switching costs
because of the many suppliers available for designing the event.
10
The blue line stands for events and the orange line for attendees in Germanys;
https://vdvo.de/nachricht/news/meeting-eventbarometer-20182019-deutscher-veranstaltungsmarkt-bleibt-
dynamisch/.

The many event services do have a high differentiation already because they belong to different industries so that
they are not comparable but in the German event management and planning market the differentiation is low. Some
offer more marketing while others are partially specialized in niches in- and outside the event industry, but these
latter are not the big players. The German big players in the event industry are especially the regional or communal
trade fairs which have a very fragmenting effect for the market in Germany. The same is guilty for the global online
event management or planner market which is very focused on the management and the ticketing rather than on
matching services and venues with event hosts.
After all it can be detected that by giving customers the ability to make recommendations and valuation of each
service and venues the power of customers is very high, but it varies across customer categories depending on the
nature of event or service being consumed. For MBOSS.US as platform the power of customers is very low because
MBOSS.US will be first in the event market.
Customers who purchase from MBOSS.US marketplace will posses the highest bargaining power because they are
able to switch to competing services and venues without switching costs. On the other hand, is it a sign of less
bargaining power of customers whenever users have to pay switching costs for alternative service providers which is
the case in the online event management or event management software market. That means that MBOSS.US users
do not yield a substantial bargaining power because of a lack of alternatives to MBOSS.US.
But after its launch of MBOSS.US start-ups may copy the business model and therefore, MBOSS.US will take
measurements for keeping its position and reducing bargaining power of MBOSS.US customers:
(i) High level of customer loyalty: MBOSS.US has a platform with a strong baked in marketing strategy with
which it is able to create quickly an own brand identity forcing entrants to spend heavily to overcome
customer loyalty. There is no substitution for peer-to-peer event designing and management services like
MBOSS.US. MBOSS.US will offer an almost frictionless model on a frictionless and customizable User
Experience interface so that users will be granted a frictionless entry, an costless exit, a frictionless payment
gateway, users can frictionless switch role between producers and buyers (the "event designers"), seeking
for jobs as service staff or volunteer and many others while having fun using the platform with many
gamification geeks. Combining this higher value exchange between users with data intelligence which leads
to personalization MBOSS.US will be able to create higher traction so that users will develop brand loyalty
while spending more time on the platform for free.
(ii) MBOSS.US ecosystem: the complete event management and planning process will be implemented on
MBOSS.US, so that there will be no necessity to install software or to buy additional hardware. This way the
event industry – all users - will have the opportunity to participate to the digital transformation for free and
without any sunk cost.
(iii) Absence on dependence on a few customers: the traction will be so high for producers and consumers that
all producers will sell their products to a large number of customers and individual customers are not in the
position to exercise their bargaining power to reduce prices or to affect MBOSS.US in any other way.
4. Bargaining power of suppliers
Picture 10 (Using Porter's 5 forces the right way [explained with examples],
2019)11
MBOSS.US will deal with a wide range of suppliers (which are
all services and venues) due to the diversification of the
event industry. There are no suppliers to be valuated more
specialist with a rarer input than other suppliers.
11

• Whenever companies depend on a wide range of different supplier groups for inputs, such members of supplier
groups want to protect the industry through reasonable pricing and assist in activities such as R&D and lobbying.
This is especially the case when a particular industry accounts for a large portion of a supplier group’s volume
or profit. The supplier group does not depend heavily on the industry for its revenues. Suppliers serving many
industries will not hesitate to extract maximum profit from each one. Powerful suppliers capture more of the
value for themselves by charging higher prices, limiting quality or services, or shifting costs to industry members.
Powerful suppliers, including suppliers of labour, can squeeze profitability out of an industry that is unable to
pass on cost increases in its own prices.
MBOSS.US will give its event designers as key interaction the ability to design events from scratch and manage them
till to their execution and share with the world so that the platform will depend from a wide range of different supplier
groups. The designers will need for their key interaction and for executing their events the entire supplier chain that
which includes venues, technology, logistics and such. Depending on type and set of objectives, events have needs
for a variety of different suppliers.
Due to their differentiation suppliers are usually in their own industry more concentrated than in the event industry.
Changing suppliers on the MBOSS.US platform itself doesn’t lead to sunk cost fees but changing to other suppliers on
different service providers leads usually to switching sunk costs, especially whenever companies have to invest heavily
in specialized ancillary equipment or in learning how to operate a supplier’s equipment.
Indication for a reduced supplier bargaining power is the factor of great numbers of suppliers aiming to get access to
the free MBOSS.US platform with the intention to participate to the digital transformation for free and therefore,
without paying any entry or switching sunk fee.
Suppliers won’t be able to bargain commission fees which are already very convenient. As substitute for the suppliers
are especially the hotel and travel industry which offer the complete value chain and services to design events in one.
Due to the already examined low threat of substitutes for MBOSS.US and not existing switching sunk costs to
alternative suppliers, the commission fee of MBOSS.US will only depend of the number of users and transactions
purchased. The commission fee is not negotiable so that none of the suppliers will exercise sufficient bargain leverage
to influence terms of supply in their favour. Potential collaboration with selected suppliers may provide attractive
opportunities for MBOSS.US which will push the bargain power of these selected suppliers higher.
But suppliers of MBOSS.US will receive measurements for controlling the quality of their competitors by
recommending and valuating their services and venues of those events they have been booked and took part. This
way MBOSS.US creates a cleaning system intentioned to balance the power of customers and suppliers especially in
the case in which customers will switch role to producers and sell tickets of own designed events or offer own spaces
for events.
The bargaining power of suppliers for MBOS.US is to be classified as medium.
5. Intensity of competitive rivalry
• High rivalry limits the profitability of an industry. To
which degree the industry’s profit potential could be
limited is depending of the intensity with and on the basis
on which they compete. The limitation of profit potential
is high when competitors are numerous or roughly equal
in size and power.
The event industry consists of many industries which
have the function of suppliers or event typical businesses

known as MICE or Meetings & Events (event management, event planning and others). So that in the event industry
are many different groups of competitors from different industries. That means that the event industry has a high
concentration of rivalry which allows many win-win-partnerships which can create balances of competition. The
intensity with which suppliers compete is to be classified as medium while the main businesses such as event
management and planners have a higher competition concentration in large cities but in an overall underserved
market.
The EventBaraometer 2018/2019 declares due to the total number of people attending meetings, congresses and
events in Germany the sector as a growth market. The global market size for meetings and events (M&E) is currently
growing at 6 - 7 % annually (Beroe Inc 2019)12
. M&E segment is expected to grow at the highest rate, with a CAGR
of 11.6% from 2019 to 2026 (GLOBE NEWSWIRE 2019)13
. The growth rates of the event industry are higher than the
average growth rate of industries, so that the intensity of rivalry is low, also because it is an underserved industry.
Fixed costs are high, but storage costs low. The product differentiation is high. Switching costs of the event industry
are in comparison to those of MBOSS.US high, as the platform is completely for free. Exit barriers are low at
MBOSS.US in comparison to the event industry high.
The factors combined will result in a low intensity off competitive rivalry in the event industry.
12
https://www.prnewswire.com/news-releases/current-market-size-of-meetings-and-events-market-estimated-
at-840-billion-says-beroe-inc-300812310.html
13
ibid. Footnote 13.

Convenient designers
Appendix
The event industry in numbers:

Picture 11 (Business Events Industry Adds More Than $1
Trillion to Global Economy, 2019)14
GROWTH, SHARE, SIZE
• The global market size for meetings and
events (M&E) is currently growing at 6 - 7 %
annually (Beroe Inc 2019).15
• The global events industry generated $1,100
billion in 2018, and is projected to reach
$2,330 billion by 2026, registering a CAGR of
10.3% from 2019 to 2026 (GLOBE NEWSWIRE
2019)16
.
• Based on age group, the 21–40 years
segment contributed the largest share in 2018, contributing more than two-fifths of the total market share
in terms of revenue, and is estimated to retain its dominant share throughout the forecast period (GLOBE
NEWSWIRE 2019)17
.
• M&E segment is expected to grow at the highest rate, with a CAGR of 11.6% from 2019 to 2026 (GLOBE
NEWSWIRE 2019)18
.
• Europe accounted for nearly two-fifths of the total market share in 2018, and is estimated to maintain its
dominating position during the forecast period. This is due to adoption of nearly half of the top cities and
countries for destinations of international conferences (GLOBE NEWSWIRE 2019)19
.
• Theprojectedgrowthformeeting,conventionandeventplanners isexpectedtoincrease11%intheUSAbetween
2016-2026, faster than average (The Bureau of Labor Statistics, 2018)20
.
• Current Market Size of Meetings and Events Market Estimated at $840 Billion (Beroe Inc 2019)21
.
• Based on the overall number of people attending meetings, congresses and events in Germany, the
Meeting- & EventBarometer 2018/2019 confirms the sector as a growth market. With 412 million
attendees, the study records a plus of 1.6 percent.
• With different types of events showing different growth rates, the “congresses, meetings and seminars”
category is again the by far most important type of event in Germany, accounting for 60.9 percent of all
events and displaying above average growth of 3.1 percentage points in comparison to the previous year.
FORECAST
• The outlook for the global event industry is positive, with 85% of event planners being optimistic about the future
and only 15% expressing concern or worry. (EventMB, 2018)22
. Graph available23
.
14
https://www.pcma.org/business-events-1trillion-dollar-industry/.
15
https://www.prnewswire.com/news-releases/current-market-size-of-meetings-and-events-market-estimated-
at-840-billion-says-beroe-inc-300812310.html
16
https://www.globenewswire.com/news-release/2019/10/03/1924458/0/en/Global-Events-Industry-is-
Projected-to-reach-2-330-billion-by-2026-AMR.html.
17
https://www.globenewswire.com/news-release/2019/10/03/1924458/0/en/Global-Events-Industry-is-
Projected-to-reach-2-330-billion-by-2026-AMR.html.
18
ibid. Footnote 13.
19
ibid. Footnote 13.
20 https://www.bls.gov/ooh/business-and-financial/meeting-convention-and-event-planners.htm.
21
ibid. Footnote 12.
22 https://www.eventmanagerblog.com/event-planning-skills.
23 https://www.eventmanagerblog.com/wp-content/uploads/2018/01/549x364-in-posts-chart-38.jpg.

The global business events sector supported more than $2.5 trillion of total output (business sales) in
2017. (Events Council)
• 81% of marketers believe that in the upcoming years, live events will become increasingly important
to their organization’s success. (Bizzabo, 2018)24
• 62% of senior marketers plan on investing more in live events in the future both in budget and
number of events. (Bizzabo, 2018)25
SALARIES
• $65,160 is the average event planner salary in New York City, USA (EventMB, 2018)26
.
• £26,107 is the average salary for event planners in London, UK (EventMB, 2018)27
.
The majority of eventprofs (51%) feel that their salary will stay the same in 2018. 43% think salaries will rise and
only 6% believe they will fall, indicating a generally positive outlook. (EventMB, 2018)28
. Graph available29
.
EVENT ROI
• The average ROI for events is 25-34%. (Marketing Charts)30
75% of companies with event budgets between $50-100 million say they expect an ROI of more than 5:1
for live event and experiential programs. (EMI & Mosaic)31
• 41% of marketers believe that events are the single-most effective marketing channel over digital
advertising, email marketing, and content marketing. This is a 32% increase since 2017. (Bizzabo)32
• 84% of leadership—Vice President and C-Suite—believe in-person events are a critical component
of their company’s success. (Bizzabo, 2018)33
• 75% of content marketers said that in-person events are the most effective content marketing strategy.
(Content Marketing Institute, 2016)34
• In a global survey of more than 700 business executives by Harvard Business Review Analytic Services, 93%
of the respondents say their organizations place a priority on hosting events, including 57% who give it a
high priority. Nearly as many (85%) say their organizations also prioritize sponsoring events. (Harvard
Business Review Analytic Services)35
• Companies using multiple event software solutions have 2x more trouble demonstrating event ROI
than those with one integrated event software solution. (Bizzabo, 2018)36
TECHNOLOGY
• The growing importance of hybrid events as a combination of conventional in-person attendance and the
integration of various digital tools including online participation of remote attendees is underlined by the
results of the Meeting- & EventBarometer 2018/2019: According to the surveyed suppliers, their overall
share continued to increase from 2017 to 2018.
24
https://welcome.bizzabo.com/event-marketing-2019.
25
ibid. Footnote 22.
26 https://www.eventmanagerblog.com/event-planner-salary.
27 ibid. Footnote 24.
29 https://www.eventmanagerblog.com/wp-content/uploads/2018/03/549x364-in-posts-chart-36.jpg.
30 https://www.marketingcharts.com/industries/pharma-and-healthcare-63447.
31 http://www.eventmarketing.com/eventtrack-2015/.
33
ibid. Footnote 22.
34 http://contentmarketinginstitute.com/wp-content/uploads/2015/09/2016_B2B_Report_Final.pdf.
35 http://go.splashthat.com/rs/985-MUN-268/images/HBR-Report-Event-Marketing-Evolution-Splash.pdf.
36 https://welcome.bizzabo.com/event-marketing-2019.

• An overwhelming majority of event marketers (86%) believe that technology can have a major positive
impact on the success of their events. (Endless Events, 2018)37
• Event management/event automation software was ranked as the most important technology to achieving
a successful outcome from events, followed by registration management and event & session check-
in. (Marketing Charts)38
• Event technology can help increase event attendance by 20%, increase productivity by 27%, and decrease
costs by 20-30%. (Enterprise Event Marketing)39
DISTRIBUTION CHANNELS
• 69% of event planners choose venues based on word of mouth recommendations. (EventMB)40
• 58% of event planners use search engines to find venues. (EventMB)41
• 34% of event planners use online listings and marketplaces to find venues. (EventMB)42
• 52% of event planners are the most frustrated by slow responses from venues. (EventMB)43
• 47% of event planners are most annoyed with high prices at venues. (EventMB)44
OTHERS
• B2B events generated more than $1.07 trillion of direct spending and garnered 1.5 billion participants
globally in 2017. (Events Industry Council, 2018)45
37 https://helloendless.com/event-marketing-stats/.
38 https://www.marketingcharts.com/customer-centric-78404.
39
http://www.slideshare.net/BEcauseExperientialMarketing/technology-key-experiential-marketing-stats-for-2016.
40 https://www.eventmanagerblog.com/event-venue.
41 Ibid. Footnote 38.
45 https://insights.eventscouncil.org/Portals/0/OE-EIC Global Meetings Significance %28FINAL%29 2018-11-09-2018.pdf.

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