White Paper By Daniel Rosendahl Mobile Negoaon and Purchase

White Paper By Daniel Rosendahl

Mobile Nego*a*on and Purchase Auto, Real Estate, Agreements, Rentals

Fast Track 93% of businesses s:ll keep paper documents either as their primary or back-‐up copy. The amount of paper consumed since the “paperless revolu:on” in the mid 1990’s has actually increased 2.5% per year(year over year?). The no:on of what “paperless” really means is, therefore, confusing. History Our Electronic Age, in rela:on to the personal technology revolu:on, really began with the transi:on from tube type technology (circa 1910) and evolved into the Electric Typewriter, most popular in the 1960’s. The electric typewriter keys and the no:on of “automa:on,” albeit primi:ve, was just the beginning of shrinking the “bulky monster” down. In 1972 we added memory, a screen in 1983, a printer in 1985, and voila – our modern-‐day Computer. We went from typing directly on paper to prin:ng paper from a secondary device. This may appear to remove us from our product and complicate the documenta:on process (by adding mul:ple devices, cables, UI, etc). The simple answer is, yes and no. The secondary device, aZached to a bulky computer (1984 to Present) is merely a stepping stone along the way reconnect the user to their product at an en:rely different level. Notched improvements have come very rapidly in the form of portable computers, laptop computers, and notebook computers. The advent of wifi and bluetooth (for wireless transmission to a printer) are ar:facts of the “computer age” which we are seeing, finally, coming to a close. Now we enter the “mobile age,” where the next quantum phase of our development as “technologically mobile” beings comes to frui:on. And it all starts with a liZle device that many had wriZen off as a failure, as recently as 2008…the tablet.

Mobile Nego:a:on and Purchase Auto, Real Estate, Agreements, Rentals

©2012 RTNTRUE page 2 of 14

Oral 6,000 B.C.

WriZen 4,000 B.C.

Empire 2,000 B.C.

Treaty 1,000 B.C.

Contract 700 A.D.

Taxa:on 1,400 A.D.

Recorded 1,600 A.D.

Typed 1,900 A.D.

Desktop 1,978 A.D.

Electronic 2,010 A.D.

Mobile 2012



The Problem Having informa:on physically in your hand is tac:le, comfor:ng, colorful but it is also confusing, messy, bulky. We have been dealing with informa:on recorded on a medium (documents) for 6,000+ years and the logis:cs alone demand change. Sending documents from one place to another (telex, fax, email) is an improvement, yet it’s the same document replicated mul:ple :mes (different versions, formats, etc.). Time to let go. With history as a backdrop, the momentum builds for a fundamental change. And all the tools for that change are here, in a big pot, being mixed and tugged at and numerous folks are desperate to put this mixture on the old desk-‐top computer, and somehow control the market. Hello! This is not 1960, and if the internet has taught us anything, it is the freedom of informa:on has won the baZle, and that virtual everything is not a stretch. There are forces at work in every industry who are desperate to manipulate contracts, forms, copyright, protocol, laws and procedures in order to guarantee themselves a monopoly on document flow. As we have seen with the beta video tapes in the 70’s, Sony did not fare well with their closed system and lost, and even though they came back to own and license the original CD format in the 1980’s, by 2009, the CD was as obsolete as… the typewriter. Informa:on is what we use to determine our reality. Filtering that informa:on is how we, as people, survive in society. Control of that informa:on by others, is what we call commerce. And on the internet…informa2on is uncontrolled and free. A prickly problem to be sure.

From Documents to Informa6on Everything we do in this technology driven world becomes informa:on based. The delivery of that informa:on, the “ownership”, “permissions”, “manipula:on”, “transfer”, “inges:on”, “dele:on” is all a cycle of our aZen:on to, or ignoring of (filtering) informa:on. Technology, therefore, provides a mechanism for pre-‐filtering and instant delivery of that informa:on. While our old documents are, of course, s:ll relevant in rela:on to the organiza:on and presenta:on of informa:on, the “Requirement” that this informa:on be printed our in physical form is no longer relevant. Yet, how we absorb and apply this new freedom is another icy patch to traverse, with the transi:on the main s:cking point, with many holding dear to their lost printed maZer. Conundrum: Providing virtual environments exclusively, and the reality that not all folks will use this medium provokes fundamental ques:ons as to common UI in the 21st Century. The ques:on, as to the law of entropy, is will we evolve into mul:ple formaZed, mul:-‐track technology branches or will a unifying moment provide a common pathway for technology and informa:on? Movie makers, book writers, musicians, computer programmers, ar6sts (crea6ve), as well as business app developers, soAware developers, professionals, vendors, government, real estate sales, poli6cians (businesses) are vying for our aCen6on and begging us to use their products

under THEIR TERMS and PRICING. EXAMPLE: In 1978, a music single (not an album) sold for $2.99 in record stores, restricted usage, Costs marke:ng, manufacture, distribu:on & produc:on, returns = about $ .15 per sale (split amongst group and agent/manager). Average Ar6st actual income (ex.residuals) for a single: $ 2,800 (label distributed) Virtual Informa6on requires that basic business principals be applied (supply vs. demand), where the MARKETPLACE and COMPETITION for the individuals aCen6on, where the

USER DETERMINES the TERMS, CONTRACT and PRICING. EXAMPLE: In 2011, Ar:st self-‐creates a music “Song” $ .99 downloaded via direct download. Less restricted Usage. The download site online collects up to $ .30 genera:ng $ .15-‐.69 for the Ar:st, who promotes and competes with worldwide distribu:on in real-‐:me, at no cost. Average total actual income (like for like) for a Song: $ 11,250 (self-‐distributed)

Having something on paper means you control what happens to it, and we want control of informa:on. As we transi:on to the mobile environment we are pressured to relinquish that control and in fact, share it. A clear example of this is the Freemium model for marke:ng and sales.




Freemium and Deriva6ve Disrup6ve Marketplace Freemium as unifier to technology adop:on is a possibility. The Freemium concept is to get a product in a person’s hand. The belief is, once a consumer uses the product and is wedded to it, they will con:nue to use and buy that product, which guarantees the providing company future sales (or upgrades). There are three models that this “Freemium” concept works in online environments. ¤  Introductory Period of use free. (30 days to a year – No Risk) ¤  Free Sample of Product (Smaller Version, Par6al View, etc.) ¤  Truly Free Product (6ed to Marke6ng, Ads, Upgrades, etc.) Although Samples have been given out to “Customers” as a marke:ng tool for centuries, actual products given out for free has only come to standard prac:ces in the past 25 years or so. EXAMPLE: Ryan Air (a no frills bargain airline based in the Euro Zone, began to experiment with the no:on of free or extremely low cost for flights (as liZle as $5) back in 2007, the idea here is a disrup:ve classic Freemium model: Sell or give away the item :ed to ADVERTISING, UPGRADES, ACCESS TO THE BATHROOM, WATER, PRIORITY SEATING. Wow! Interes:ng idea, but did it work? Well, Ryan Air, despite it’s detractors, is s:ll one of the few profitable, non-‐subsidized airlines s:ll in business, and their model of upgraded seats, meals, drinks, ads, etc. have been adopted, in some format, by all airlines (although none have aZempted the $5 fare, and instead simply charge their regular rates). Higher profits for all. One of the only profitable airline today. So can the Freemium work? The Freemium has worked, and will con:nue to work provided users or buyers go for the alternate revenue streams (a predic:ve percentage forecast), and that adver:sing (or other) benefit can be demonstrated. However, it is more correct to project the Freemium model not as a replacement, but rather as “working” as a hybrid to established marke:ng and sales methods. This dual system of (freemium/ upgrades and tradi:onal marke:ng/ sales) will remain in effect un:l such :me as users make a full transi:on to a mobile environment



Back to Paperwork Although the discussion of the Freemium model may at first read, seem a bit off from our discussion of a paperless “mobile” transac:on, it is actually the core of the Argument as to why hardcopies are not necessary in this electronic age. We no longer need a paper copy if: ¤  Google or Yahoo or Microsou is willing to give us 2GB of free storage. ¤  You can effec:vely store a paper copy as a photo in your text messaging. ¤  You can send a virtual copy of any paperwork anywhere, any:me, to anyone. ¤  Iden:fica:on is confirmed via mobile device/elec.signature/photo, etc ¤  Terms and Modifica:ons may be shared/modified on mobile devices. Freemium Storage, therefore, begets Mobile transac:ons. Immediately. At the least, we can begin to transfer all hardcopies of our lives (photos, documents) and for a storage “Upgrade” we can easily add most videos as well. Of Course, we now get into the juicy part, which is our subject today, namely, paper-‐trail obsession with Agreements, Car Purchases, Real Estate Purchases/Sales, and various Rentals (Cars, Vaca:on Homes, Homes, Equipment, etc.). Example: The es:mate for Real Estate alone is that a fully automated mobile device transac:on for the purchase of a home would become highly efficient. This is based on the idea that both par:es are transac:ng via mobile device, with immediate app no:fica:on (no emails/texts), immediate ac:on, virtual agreements, real-‐:me modifica:on, virtual nego:a:on, auto scheduling, and auto-‐aZachments. This could replace the approximate 500 pieces of paper accumulated (copies, etc.), during a normal real estate transac:on by an agent/ client, and nearly 1200 pieces of paper accumulated by the various escrow companies, loan providers, vendors, and periphery folks involved with the “transac:on” through it’s comple:on (just the organiza:on of the paperwork is difficult). A virtual “workable interface” model is superior in so many ways, provided there is an assured method of back-‐up (in addi:on to the copy that resides on the Users device), is included. This instant interac:on brings us closer to our product, once again. Example: Film Cameras > Polaroid Cameras > Digital Cameras > Cell Phone Cameras > Instagram The mobile environment yields real-‐:me connec:on to our “community” of friends, rela:ves, co-‐workers, ac:vi:es, vendors, etc. Why should your instant mobile world be limited to emails, photos, and tweets? Luckily, it is not.



Many things can be talked about, forecast, and considered in a virtual complex Mobile Transac:on flow. Reality check…Efficiency is the goal. Time savings is the result. In a mobile environment all documents are handled mobile device to mobile device. Person to person. All app func:onality operates as community based interac:on, allowing for direct app to app informa:on exchange. Phone Calls Documents Scheduling Finding Item/Service Iden:fica:on/Signatures Vendor Reports/Advice Loan/Payment Nego:a:on Recording Billing Follow Up All Mobile Device Communica:on of Informa:on

NU Way (Mobile app)

OLD WAY (Office/Email)

The Real-‐Time “Document as Informa6on” Efficiency Benefit


Agent Client

Client Agent

Sales by Mobile Devices – Tradi6onal vs. Mobile New more efficient models of Sales approaches in a Mobile environment will surely replace the tradi:onal phone call, email, in-‐person pitch currently in vogue. Example: Car Sales at dealerships currently follow a regulated pathway (dealership/manufacturer), for Client sales that cons:tute-‐ Ads> Clients Arrive> Clients Assessed> Clients Shown> Clients Sold> Clients Paperwork> Clients Upgraded> Sign-‐Off Whew! This is now a 3-‐5 hour process. The :me investment being the anchor weighing around the Clients neck and hopefully (for the Salesperson) the Client Signing-‐off at the final stage. If the client does not sign, the investment of :me by all par:es is lost. In the Mobile environment, the approach changes drama:cally. The Sales-‐Client rela:onship can either be on the Sales Persons Mobile Device, on the Clients Mobile Device, or shared simultaneously on both devices which allows for: ¤  Remote Sales – Client can interact via Live feed with Salesperson ¤  Company Structure – Sales person regulated to step-‐by-‐step on Mobile ¤  Less Oversight – Once system set up correctly, less management is needed ¤  Automa:on – Many of the tedious tasks previously by hand, are eliminated ¤  Vendor Control – Company chooses how to allow Vendor integra:on ¤  Loca:on Selec:on – On-‐Site sales can s:ll occur, but in a frac:on of the :me ¤  Follow-‐up – Sales/Company can easily keep in contact and monitor Client ¤  Demographics -‐ Instant demographics/assessment available upon first contact What all this really means is that Companies and Sales become supercharged. If Sales of products or services is simply a percentage game, then added efficiency allows salespeople to contact and engage more people, resul:ng in higher produc:vity and greater profits.


The US Census Bureau predicts that tablet penetra:on will reach 47% by 2013, with 16% being new tablet owners. The report found that 60% of consumers use their tablet several :mes a day, and on average 14 hours a week. The same study found that 31% of current users make purchases from their tablet. These numbers, of course, are projected to increase as the tablet con:nues to play a major role in consumer’s daily lives.



And the Tech Savvy Business Person Shall Reign Things change, and with technology, that change accelerates by an order of magnitude every 5 years. Every year that goes by, a new genera:on of consumers are faster, more technology aware, and are veterans of Social Community based interac:on on the internet. Because the internet has forged these basic communica:on tools, new mobile based tools and pathways are now available and opera:onal, augmen:ng and altering the interac:on between the consumer and the salesperson. Companies must meet the demands of the technologically-‐savvy consumer, who is predisposed to mobile interac:on. Business must therefore choose if they want to push along their old systems at great cost, or replace their old systems, and bravely adopt a Mobile based app system of the future. The problem with many companies is that they will spend every dime they have to hang on to the status quo (their investment), even auer “fail” is the opera:ve word. Nothing can convince them to change, and eventually, the market determines their fate. Remember the PDA, Film for a Camera, Movie Rental Stores, Pay Phones, VCR’s (DVD players on the way out), Phone Books, etc? Each of these are obsolete because technology demands change. Tech capable people want mobile systems now. Market research found that 31% of tablet users make purchases from their tablet, even if they have access to a computer. Why? Because the tablet is accessible. Any product that saves an individual :me and fits into their paradigm of technology devices (iPad) will be adopted overnight. More importantly, the tech savvy users will win. The combina:on of a mobile environment and an ability to save up to 5X the amount of :me to achieve a purchase will paper purchases to be relegated to a footnote of history. These projec:ons, which are current, are not crea:ve thinking, but simply :me management and efficiency ques:ons, with technology winning handsomely.



Reinvestment in Technology Corpora:ons are struggling with their own “unique” technology solu:ons that they believe will solve the mobile problem. Most of these involve crea:ng in-‐house pathways to control their own people/products, maintain their own revenue streams, and aZemp:ng to get other folks to play ball. Of course, many are clinging to the old structures in a new paradigm. A flock of new souware plaworms are trying to differen:ate themselves by adding unique tricks in their quest to solve Mobile accessibility and integra:on, and ouen produce simple app to server interfaces, which partly mobile interac:on promises. Companies advancing into the mobile environment, and inevitable solu:ons to roadblocks cannot be solved the old way. All of these folks are s:ll running their old systems on servers with some:mes an:quated coding and inefficient pathways. The old way is server based, and is not efficient in the new mobile environment. The only viable way to approach Mobile Transac:ons is with a mobile “app based” neutral system that focuses Informa:on Retrieval and Dispersion as a Community based contact and delivery system on the user’s mobile device. This is a model that can move forward and not be :ed to failure, as server based systems are sure to be incompa:ble, mul:-‐formated, and never complete. App based systems are func:onal on the mobile device 24/7. That is, the device becomes a door to the User’s Communi:es, with all informa:on exchanged User to User (Salesperson – Company -‐ Client Mobile Devices). Servers (office or on the Cloud) are for informa:on storage and retrieval. Devices are for func:on. Tidy, Cheap, Fast, the Future.



Making Mobile Money The first ques:on organiza:ons will ask is: “Is the shiu to a Mobile environment cost effec:ve?” What the ques2on should be is: “How will the change to a mobile environment increase produc:vity and profits?” Automa:on begets reorganiza:on. While at first glance, this may seem a windfall to the Company, since immediate employee reduc:on is obvious, one must be cau:ous. The internet and mobile interac:on demands aZen:on, specializa:on, and a new kind of Sales Genera:on. 1.  Overhead for employees is reduced or redirected. 2.  Employees become more efficient (the best employees win). 3.  New direct Sales and Marke:ng techniques are developed. 4.   Commissions and Compensa:on are visible, and modified to demand. 5.  Pricing may Modify: Standard flat rates for product or services rendered. 6.  Compe::ve Field: New head to head strategies may need to be developed. 7.   Retail Space is eliminated or reduced. 8.   Tiered execu6ve workforce structure is reduced or eliminated. 9.  New, specialized employees are added (social media marke:ng). 10.   User Interface (UI) and programming become high priori:es.

To say that this transi:on process for an established “brick and mortar” or exis:ng “internet based only” Company is an easy one, is surely a mis-‐calcula:on. The key to success is iden:fica:on of a transi:on pathway, for not only the Company, but also for the Client and Vendors AND Building a good Team to integrate and manage the mobile transi:on before you begin. Competency in programming newly released coding tools are integral to building a relevant and competent mobile interac:on, as is marke:ng and project integra:on.



The Revolu6on: Mobile Office, Mobile Transac6ons…Done! NuOffer app solves the problem, and allows mobile search, scheduling, no:fica:ons, nego:a:on, Virtual Dynamic Agreements, inspec:ons, payments, credit check, all on an Agent’s and Client’s Mobile Device. While NuOffer is the first and only available mobile solu:on to date, this does not mean that other similar roads will not be tread by other developers trying to solve the same problem. What is evident is that the same road pioneered by NuOffer will be driven by all compe:tors in the next few years. An invita:on only project, NuOffer beta for Real Estate is available na:onwide in every US state by the end of October, 2012, and interna:onally in the UK and Canada. NuAuto is available for beta release in June, 2013, and NuDeal beta is available late 2013. In this interna:onal format, A client in Los Angeles can shop for an agent na:onwide to buy a car. Once a working Agreement is entered into, they ask their agent in Florida to make an offer on a car in Arizona. Once purchased, the agent delivers car directly to client, all seamlessly via their mobile devices, lezng the agent take the reigns, and the client never having to get out of their chair. The NuOffer app whips through scheduling an appointment in less that 20 seconds. Make an offer in less than a minute. Nego:ate and accept an offer in less than a minute. Accept an offer in less than a minute. Transac:on record is included. It is fast, and nuOffer is picture based. The agent’s clients, contacts, other agents, vendors, etc. are browsed not as stale type, or descrip:ons, but as pictures (think Instagram for Real Estate) for easy naviga:on. With about a 12-‐month lead over their nearest compe:tor, the NuOffer model currently provides a Free 90-‐day trial through par:cipa:ng Brokers. The price is $99 per year, and for what you get, the only mobile solu:on. Introducing NUOFFER app By RTNTRUE



hZp://www.gs1.org/docs/mobile/Mobile_in_Retail.pdf hZp://waves.wavgroup.com/2011/06/27/the-‐shiu-‐in-‐real-‐estate-‐technology-‐new-‐white-‐paper/ hZp://www.gs1.org/docs/mobile/GS1_Mobile_Com_Whitepaper.pdf hZp://www.oracle.com/us/products/applica:ons/web-‐commerce/steps-‐for-‐building-‐mobile-‐strategy-‐1504996.pdf hZp://www.techrepublic.com/whitepapers/souware+and+web+development/e-‐commerce+-‐+e-‐business hZp://econsultancy.com/us/blog/8280-‐ipad-‐conversion-‐rates-‐twice-‐as-‐high-‐as-‐desktop-‐stats hZp://www.localy:cs.com/blog/2011/mobile-‐commerce-‐best-‐prac:ces-‐white-‐paper/ hZp://www.ecommerce:mes.com/story/76221.html hZp://www.verifonezone.com/fstore/0a463145bbfccb42_7eddc77a_13821b5ac95_-‐7075/NFC_White_Paper612.pdf hZp://media.zmags.com/files/zmags-‐top100-‐web.pdf hZp://www.luxurydaily.com/ipad-‐makes-‐up-‐89pc-‐of-‐mobile-‐commerce-‐revenue-‐study/ hZp://onlinepubs.ehclients.com/images/pdf/MMF-‐OPA_-‐-‐_Portrait_of_Tablet_User-‐Wave_2_-‐-‐_Jun12_(Public).pdf


Addi:onal Resources

Daniel Rosendahl RTNTRUE, CEO

Mr. Rosendahl has been at the helm of RTNTRUE, a souware and app developer located at 4108 Riverside Drive, in the Media Center in Burbank, California for the past 6 years. Mr. Rosendahl has overseen the development, co-‐development and deployment of various cloud projects including: GiAberry.org (1st free philanthropy planorm), SpinTrips (a mobile marke6ng tool), and nuOffer (a Mobile Real Estate Tool) Mr. Rosendahl has also authored two books, numerous published papers, and lectures, and has lived in Hollywood, CA for the past 25 years with his wife and two children.



White Paper By Daniel Rosendahl Mobile Nego*a*on and Purchase

Documents

White Paper By Daniel Rosendahl Mobile Negoaon and Purchase