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Decoupled Dispatch ModelTechnical Methods and Market Dynamics

A Service Oriented Architecture for Enabling Subscriber-based MobileDispatch and Work-Order Management Between Casually AffiliatedPartners

Author: Alan D. Wilensky

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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. Its unfortunate; there are $$ on the

table.

Most independents towing, lock, and glasstradesmen would agree to a subscription

fee of 19.95 - 25.00 /mo.

My Survey = 1000 New England Operators

ZERO REFUSALS

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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 valleyworkload 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 jobmight be right around the corner

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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

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Indy Mobile for Automotive is a Pure social network. It always hasbeen, and always will be, in contrast to synthetic Web20 bubble. This hasimplications for other OEM licensing. **

The primary mission of an autonomous, distributed dispatch system isto support, enable, and expand the existing model.

Subsequently, additional layers of value-added tools are provided. Thesetools allow submitters and subscribers to compose virtual fleets.

No current solution to connect Indys to Unaffiliated Submitters

** My job as an Analyst is to look at re-deployable computing assets in as broad aperspective as possible for re-monetization.

The Model - Then and Now

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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 areaccrued 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

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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

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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 theproduct

Architectural Foundations: Fundamental

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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

$Architectural Foundations: Value Added Services$

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Virtual Dispatcher / Job Broker

Virtual Fleet Composer / Subfleet Mgr.

Open Bids Multicast

Arbitrage

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Escalating Supervisory States

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The Mercantile Exchange Model

There is no existing service providing a job futuresmodel - completely new.

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

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

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Ancillary Services:Card Billing Small Accounting Integration Dispatch Accessories & Equipment (Communications > small formprinters)

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 eventenforcement, snow removal, maintenance of way)

Beyond Basic Dispatch

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Driving Subscriptions Cant ignore cost of fuel issues Auctions as hub Recruitment Facilities

Demonstration seminars / DVDs

Peer Marketing accrues temp job priority

Once Bounded Market Proven, Open Marketingvia Local Cable

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Auction

Tow Lock Glass

X 3

Muni State

Dealer

InsuranceAssetRepo

Anchor Points

Fleet

OVFL

Parking

Agencies

Leasing

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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

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12-24 Month Timeline

Specs & Design

Campaign Setup

Tech Product Steering (one marketing hub)

Closed Test (Auctions as Hubs)

Submitter Focus

Campaign Branding and Marketing Collateral

Brings within striking distance of a full multi-city campaign

12 Months

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Bottom Line A Virgin Market Unserved by Mobile

Solutions due to Multi-Agency, Itinerant

nature.

Untapped Growth by Value Added Servicesand Expansion into new trades (delivery,fuel, ind. repair, etc.)

Well Surveyed, Due Diligence Completed

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Potential

5M 50k

100M / mo. 1M / mo. 670k

90M900k

(12*75=900*2%)

600k

2.2B 22M 14,740,000

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Risk / Reward Corp Fleets are more efficient to recruit, but have a saturationlimit, competition, and integration penalty

Indies will recruit slow at first, but have much lower marketinertia once the system is accepted and popularized throughgood documentary style media campaigns and grass rootsmarketing

The prime risk for indies is not market pass / fail, but growthterm in uptake and retention of submitters

The monetization opportunities for indies is better onceestablished

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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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