Project«VION» Whitepaper. Creatingachainofspecialelectricgasstation

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1 Project«VION» Whitepaper Creatingachainofspecialelectricgasstation fortrunk-tra cintheusaandnorthenamerica.

2 Tableofcontents INTRODUCTION ANNOTATION Taskdescription THEESSENCEOF«VION»PROJECT Amarketreview ofmainroadtransportationintheusaandnorthenamerica Ashageofmainroadtransportationsinthegeneralcargo-flow Themarketvolumeofmainroadtransportationcarsanditsspecifics CurentsituationintheUSmarketofcargocars PerspectivesofthemarketlaunchofmainroadelectriccarsintheUSA Keyproducersofthemainroadelectriccars Mainroadcargoelectriccarsadvantages Acomparativeanalisisofprofitabilityofelectriccaranfthecarwithicediesel Ahighwaysreview oftheusaandnorthernamerica Thesystem ofinterstatehighways Asystem ofnationalnumberedhightwayoftheusa APLANof«VION»projectpromotion Projectaim andtasks CALCULATIONOFTHEREQUIREDPARKELECTROTRUCKS,ANDJUSTIFICATIONFOR THENUMBEROFCHARGINGSTATIONSATTHESTARTOFTHEPROJECT Perspectivesforthefurtherprojectexpansionandmarketgrowthpotential Descriptiono thefilingstationformainroadtransport Compulsoryrequirements ADDITIONALOPTIONS

3 3 Competitors AchainofelectricfilingstationsMEGACHARGER Customers Customerssegmentation Potentialdemand SWOTANALISIS Externalenvironment(Opportunities) Externalenvironment(Threats) Internalenvironment(STRENGTHS) Internalenvironment(WEAKNESSES) FINANCIALINDEXES Keyfinancialindicators Dynamicsofrevenue.Netprofit Thelaunchoftheproject Dateofstart,projectstagesandfinishoftheproject Theroadmap MARKETINGSTRATEGY Positioning Productstrategy Pricingstrategy Marketingcommunications Mar Marketingmix Marketingresearch Loyaltyprogram ATokenandblockchaineconomics Smart-contracttermsandconditions

4 FeaturesofthedistributionoftokensonPreICOandICO Bonusprogram Tokensale UsageofVIONtokensaftertheICOcompletion THETEAM Legalinformation Contactinformation

5 INTRODUCTION ANNOTATION InNovember2017,apresentationofTeslacompanytookplaceinCalifornia,wherethefounderandownerofthe companyelonmusk(elonmusk)demonstratedaprototypeofacompletelynew mainroadtrainonthebasisof theteslasemitractor,workingentirelyonelectricengines.massproductionofsuchcarsisexpectedtostart in2019. Oneofthemostimportantconstraintsforthelaunchofnew trucksintheworldandinthenorthamerican highwaymarketisthecompleteabsenceofspecializedelectricfilingstations,providingafulrangeofservices forlong-distancedriversoperatingelectrictrucks. Whenlaunchingnew breakthroughbusinesssolutions,theissuesofproduction/salesofinnovativeequipment andtheprovisionofrelatedservicesarealwaysinterelatedandidealymustdevelopinparalelwitheachother. Thepurposeofthisworkistofindpossibleanswerstothisquestionbyformingastrategyandbusiness solutionsfrom thesideofmarketingandfinance. PROJECTTASKDESCRIPTION Overthepastfew decades,therehasbeenaconstanttighteningofusandwesterneuropeanregulations concerningenvironmentalfriendlinessinrelationtotruckemissions.thereasonfortheadoptionofthenew standardsisnotonlythedeclaredstruggleforthepreservationoftheenvironment,butalsoindirectpromotion ofsalesofnew equipmentfrom localmanufacturers,bymeansofcreatingbariersanddi cultiesfortheentry ofimportedcarsfrom competingcountries. Althishasledtothefactthatnowadays,thetechnicalcapabilitiestoreduceexternalemissionsofinternal combustionengines(ice)havebecomenearlyexhausted. Inaddition,worldwide,includinginNorthAmericaandtheUnitedStates,thereisatrendofconstantgrowthin thevolumeandshareofmainroadtransportinthetotalvolumeofcargotransportation,accompaniedinthe longterm byincreasingpriceofhydrocarbonfuelandashortageoflong-dictansedrivers. Theshareofdieselfuel,maintenance(MAINTENANCE)andrepair(TR)reaches70% oftheannualoperating costsoftraditionalcarswithinternalcombustionengines.apossiblerealreductionintheseindicatorswilmean considerableeconomyforhehicleownersandforthehumansocietyasawhole. Theselong-term trendsinthemarketofroadtransporthavelresultedintheemergenceofvariousalternative proposals,suchashybridcars,carsrunningonnaturalgasorbiofuel,andrecently-electriccars. Thisisduetotwofactors.First,accordingtothemanufacturers,theywereabletoovercomemanyofthe disadvantagesofelectriccarsthattheyhadexperiencedearlier,andinthefirstplace,considerableweightand low capacitybateries.so,atthepresentationinnovember2017ofitselectrictractor,teslaannouncedthatits electrictruckononechargecantravelupto800km (500miles),andthetimeoffulchargingisonly 30-50minutes. And,secondly,themaincargoelectricvehiclemeansnearlycompleteabcenseofemissionsintheenvironment, i.e.thehighestenvironmentalfriendliness,unprecedentede ciency,reaching95%,simplicityofdesign,easeof maintenance,increasedinter-servicemileage,low noiselevel,thepossibilityofworkingoncheapelectricityin comparisonwiththetraditionalfuelprice. 5

6 INTRODUCTION Existingpetrolstationsformaincarswithice,evenifthereisanatempttoadaptthem totheneedsofdrivers ofelectrictrucks,donothavethenecessaryspacetoaccommodateinarow atthesametimeupto3trains (whendrivingacaravanusingtheautopilot)andthenecessaryrestareasfordriversupto1hour(maximum chargingtime). Theelectricfilingstationsforpassengerelectriccars"TeslaSupercharger"(achainconsistingofmore than1,100filingstationsintheus),whichhavebeenbuiltuptothecurentdate,inadditiontothe disadvantageslistedabove,areoftenlocatedincitiesornearsupermarketsanddonothavesu cientcapacity. Thus,wecansaythattodayintheworldthereisnospecializedstructureofservicesforthemaintransporton thebasisofelectricfreightvehicles.thecreationofsuchchainprovidesitsauthors new opportunitiesonthe market. THEESSENCEOF«VION»PROJECT Theessenceoftheprojectistocreateachainofspecializedelectricchargingstationsforfreightelectric transportintheunitedstates(inthefuture,thelistofteritoriesmaybeexpandedintheframeworkofthe project). Electrocargotransportrequiresthefolowingservicesrequiredduringthetransportationof goodsonhighways: 1 electricchargersformainroadtrainsevery km ( miles); 2 organizationofpastimefordriversfor1hour(maximum chargingtimeoftheelectrictruck),includingthe possibilityofeating,hygieneandtemporaryrest. Onaverage,thestationsshouldbelocated600km (400miles)apart.Itisrecomended,foreconomicreasons,to buildstationsbetweentheroadsofoppositedirections,andincaseswherethiscannotbedone-onboth sidesofthehighway. InvestmentfundsareplannedtobegainedtheICO. 6

7 Amarketreview ofmainroadtransportationin theusaandnorthenamerica Ashageofmainroadtransportationsinthegeneralcargo-flow AccordingtoBureauofTransportationStatistics(BTS),theshareofU.S.roadtransportinthetotalturnoveris about70%.in2013,ittransported12.66biliontonsofcargofrom thetotalcargoflow of18.2biliontons. Intermsofmonetaryvalue,accordingtotheIBISworldconsultingcompany,atthebeginningof2017,the turnoverofthelong-distancetransportationindustrybycarsamountedto$182bilion,andinthe period itgrew byanaverageof2.1% peryear.theindustryemployed1.09milionpeople, functioned388698companiesandprivateentrepreneurs. Nowadays,about1,900,000tractorunitshavebeenregisteredintheUnitedStates.Onethirdofthem arein California,FloridaandTexas.Averagemileagefortheyearisabout100000miles(160000km). THEGDPoftheUSAhasbeengrowingcontiniouslyoverthepast10years.In2017,GDPgrowthwas2.3%. Freightturnoverdependsonretailand,consequently,onGDP.AccordingtotheBTSforecast,by2040the cargotra contheusroadswilincreaseto17.04biliontonsor35% comparedto2013. Themarketvolumeofmainroad transportationcarsanditsspecifics About190000unitsoftractorsaresoldeachyear. Themarketoflong-haultransportationoftheUSAishuge,whilecompletelydemonopolizedandthereareno companieswithadominantshare.accordingtoibisworlddataformay2015,individualyemployed enterpreneurs constitutedabout90% ofcargocariersinthecountry.thelargestnationalroadcarierswift Transportationowns23,000tractors,whileabout92% ofcompanieshaveattheirdisposallessthan6tractors. 7

8 Amarketreview ofmainroadtransportationin theusaandnorthenamerica In1973,fuelconsumptionaveraged5.6milespergalon(mpg),andinAmericanterms,thenumberofmilesper galonoffuel.today,thisfigureisabout6.5mpg.thenew fuele ciencystandards,whichcameintoforce in2014,requirenew "trucks"topassatleast7.2milesononegalonoffuelontheroadsofflatterain. AccordingtotheusDepartmentofemployment,thedriverofaheavytruckearns$21.5perhourinaverage,i.e. anannualsalaryof$44,750.thedriverofhisowntruckcanearnabout2timesmore,accordingtoamerican TruckingAssociations(ATA),anaverageof$73,000. Forseveralyears,ATAhasbeencomplainingabouttheshortageofheavytruckdriversintheUS:in2014,there wasalackof30000people,in ,in ThatiswhythecreationofAutonomousdriving systemsfortrucksintheunitedstatesseemspromisingfrom acommercialpointofview. 18 wheelroadtrainisthemostproducedkindoflong-distancetransport,athree-axletractorwithatwo-axle semi-trailer,usualy53feet(16.15m)long,weighinginexcessof33,000pounds(14,969kg). Atruck-driverintheUSisnotajob,it'salifestyle.Throughoutthesystem ofroadsintheunitedstatesprovides specializedstopsfortrucks,whicharealwaysvisiblefrom afar,onsuchpitstopsdriverscangetacompleterest, takeashower,andeatwel.todaytherearemorethan6000specialstopsfordriversintheusa. InadditiontospecialstopsoneveryhighwayintheUnitedStatesprovidesrecreationalareas,usualytheyare situatedevery km.nearrecreationalareastherearetablesandbenchesundercanopies,whereyoucan eat,vendingmachines,sneakers,drinksandotherstu,bathrooms,andevenshowers(butnotalways).atsuch sites,driverscanwarm up,checktheconditionofthemachineandloadfastening. IntheUnitedStateshighlydevelopedcultofpowerfultractorsexists,theirtuning,thenumerousannual competitionstrucksandtheirdriversareheldannualy.suchmodelsofhoodtractorsaskenworthw900, Peterbilt379,VolvoVNL,MackPinnacle,FreightlinerClassicandCentury,WesternStar4900areconsidered iconic. CurrentsituationintheUSmarketofcargocars. MajorU.S.truckmanufacturers,including long-haultractorsarethefolowing: 1 FreightlinerTrucks(partofDaimlerCorporation) 2 Kenworth(partofPaccarCorporation) 3 PeterbiltMotorsCompany(partofPaccarCorporation) 4 Navistar(International) 5 MackTrucks(partofVolvogroupCorporation) 8

9 Amarketreview ofmainroadtransportationin theusaandnorthenamerica 6 WesternStarTrucks(partofDaimlerCorporation) Figure1showstheannualoutputofheavy-dutytrucksin theunitedstates(grossweight Diagram 1.AnnualproductionofgrossweighttrucksintheUSA SOURCE:DataofinternationalassociationofcarmakersOICA(OrganisationInternationaledes Constructeursd'Automobiles) 9

10 Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa Keyproducersofthemainroadelectriccars TodayTeslacompanyistheleaderonthemarketoffreightelectriccars.InNovember2017,a presentationwasheldincalifornia,whereitsfounderelonmuskpresentedtheworld'sfirstelectric truck.carsoftheamericancompanywilappearontheroadsin2019,andby2020thecompany planstoreachtheproductionlevelof100000tractorsperyear. figure.1.teslaautotrainsemi-truck Thesuccessofthecompanywaspromotedbytherichexperiencegainedinpreviousyearsintheworkingout andmassproductionofpassengerelectriccars,thepresenceofitsownproductionofelectricaccumulators, aswelasaspecialstyleofmanagementofthecompany,readytointroducerapidelynew ambitiousand innovativetechnologicalideas. Itwasnotedthatthetruckisabletoovercomemorethan800km withoutrechargingmore.thecarhasthe possibilitytopass thisdistanceatamaximum load,36tons,andatthemaximum possiblespeedforit. Withoutcargo,theSemiTruckisabletoacceleratetoalmost100km /hinfiveseconds,andatfulload,the accelerationtimewilincreaseto20seconds. Teslatruckwilbeequippedwithasemi-Autonomoussystem thatwilalow thecartokeepthetruckwithout thedriver,whichwilbeaverypleasantfactformanylong-distancedrivers.inaddition,thecarwilbeableto automaticalychangelanesandevenmovefrom onehighwaytoanother. Anotherremarkablepointinthedesignofthefirstelectrictruck thecabinisdesignedforonlyoneperson. Theseatislocatedinthecenter,aroundittherearetouchmonitors,whichshow thedriverthemain indicators speed,baterylevel,thesituationontheroadonwhichthetruckismovingandothers. "Truckofthefuture"isequippedwithfourindependentengines,eachofthem isresponsibleforthe movementofaseparatewheel. 10

11 Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa Bythebeginningof2018,thecompanyhasalreadyreceivedmorethan500paidpre-ordersfrom major Americancariers,includingsuchwel-knowncompaniesasPepsiCo(100tractors),UPS(125tractors)and others. ManygiantautogiantcompetitorstoTeslaaredevelopingthesamecarsworking onelectricengines Fig.2.Aprototypeofthecitytractor Cummins USA,january2018 Planneddateofproduction-2019г. Fig.3.PrototypeNikolaMotors USA,2016 Chargingviahydrogenplant Massproduction 2020г. Fig.4.CitytrackMitsubishiFusoTrucks Japan,October2017. Startofproduction2019году SalesinJapan,USAandEurope Manycompaniesfrom theeuropeanseven,inparticularthevolvogroup,alsoannouncedthattheystarted working oneletricktrcks.masssalingofthem isplannedforfor2019. Mainroadcargoelectriccarsadvantages Tractionmotors(TED)haveane ciencyofupto95% comparedto22-42% ofmotorsworkingontheice. Thereisnoneedfortheuseofoilfuel,antifreezes,motoroils,aswelasfiltersfortheseliquids;sothese carsproducenoharmfulemissionsthat`swhytheyaremorefriendlyfortheenvironment. 11

12 Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa Simplicityofdesign(simplicityoftheelectricmotorandtransmission;noneedtochangegearsduetothe highadaptabilityofthetorquetedtochangesinexternalload,low stablespeedofthemotorshaft,the possibilityofitsreversal)andcontrol. Theengineisasourceofdynamicloadsandtorsionalvibrationsinthevehicletransmissionand vibrationsource.tedontheelectriccarisdynamicalybalanced. Thesecarsproducelessnoisedueto fewermovablepartsandmechanicalgears. Highsmoothnesswithawiderangeofenginespeed. Thepossibilityofbrakingbythemotor(electromagneticbrakemode)withouttheuseofmechanical brakes nofrictionand,accordingly,wearbrakes. Easyimplementationofal-wheeldriveandbrakingbyapplyingthemotor-wheelscheme. Reductionofvehicledragduetolackofradiatorandothercoolingsystems. Easymaintenance,largemileagebetweenservices,low costofmaintenanceandtr. Low fireandexplosionhazardincaseofapossibleaccident. Thepossibilityincaseofemergencychargingfrom thehouseholdelectricalnetwork(outlet),butthis methodis5-10timeslongerthanfrom aspecialhigh-voltagecharger. Theabilitytorechargethebateriesduringregenerativebraking. Theabilitytorechargethebateriesfrom theenergyofthesun(bothduringdrivingandduringtheidletime ofthecar). Anelectricalydrivenvehicleistheonlyoptionforusingcheap(ascomparedtooilorhydrogenfuel)energy from powerplantsinmotorvehicles. Massuseofelectricvehiclescouldhelptosolvetheproblem of"energypeak"byrecharging bateriesatnight. Acomparativeanalisisofprofitabilityof electriccarandthecarwithicediesel Nowadays,thepurchasepriceoftheelectriccar,asarule,is higherthanthatofatraditionalcarwithinternal combustionengines.but,foraproperunderstandingoftheprofitabilityoftechnology,youshouldalwaystake intoaccountthecostofoperation,andtheyaresignificantlylowerinelectricvehicles. Below youwilfindacomparativeanalysisoftheprofitabilityofthepurchaseandfurtheroperationoftheroad trainontheexampleofconventionalelectrictractorsemiandconventionaltractorwithicediesel.dataof FainaideaTechnologiesTransportisusedforthecalculation: 12

13 Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa PurchasepriceSemi180000$+semi-Trailer20000$=200000$ PurchasepriceofDieseltractor80000$+semi-Trailer20000$=100000$ Costsper1km oftrackatsemi=0.79$/km,diesel=0.98$/km Theannualmileageofbothroadtrainsisthesame=150000km/year OperatingperiodatSemi= km,atDiesel= km Tari chargefortransportationof20tonsofcargo=1.4$/km Theresultsofcalculationsareshowninfigure2.Thetotalprofitwascalculatedby useofthefolowingformula: Curentannualproject=Resultsoftheprevious+ Profitfrom freighttransportationperyear-tranportationexpenses Diagram 2.Comparisonofrentabilityofelectriccarinternalenginetakingintoaccountexploitation expanses10years km -resourcefordiesel. New purchaseofdiesel( $) Teslacontinuestooperate upto1,600,00km Profit loss,$ Startoftheusage purchasingelectric tractorsteslaanddiesel Yearof operation Mileage 0km 1year year year 4year year year year year year year Asyoucanseefrom theexample,thestartpriceofaroadtrainwithiceistwotimeslowerthanthatofan electrictrainsemi.andintwoyearsofoperationbothroadtrainspaybackthecostoftheirpurchase. 13

14 Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa But,duetoloweroperatingcosts,forthethirdyearofoperation,theannualprofitofSemibecomes higherthanthatofdiesel.inaddition,duetothelowerservicelifeofdiesel(1000km against km from Semi),buthe7thyearofoperationitrequiresreplacementthatcausesadditionaloperation costsbytheownerofthediesel. Asaresult,bythe10thyearofoperation,theownerofSemireceivesatotalprofitof687thousand$, whilehiscoleaguewiththeicecaronly437thousand$.thedifferenceis1.6timesor$250,000. Ahighwaysreview oftheusaand NorthernAmerica Thesystem ofinterstatehighways TheinterstateHighwaysystem wasapprovedbythefederalhighwayconstructionfinancingact1956(federalaid HighwayActof1956)tocreateanetworkofinterstateanddefensehighways.Thepjojectwasimplementedwithin 35years.Sinceitsinception,thenetworkhasgradualyexpandedandisnow 77,017km,beingthesecondlongest networkintheworldafterchina'shigh-speedroadnetwork. HighwayI-94inMichiganilustratesanexampleofthestandardsadoptedintheinterstatehighwaynetwork:noisy roadsidesafetylanes,asignofheightrestrictionontheoverpass,asignofasecondarybypassonthemiddleline,a new cablesafetybarierinthemiddleoftheroad,etc. Fig.5.Achaininterstate HighwaySystem Fig.6.HighwayI-94in Michiganstate 14

15 Ahighwaysreview oftheusa andnorthernamerica Asystem ofnationalnumberedhightwayoftheusa UnitedStatesNumberedHighways thesystem ofnumberedhighwaysunitedstates(alsoreferedto as"themotorwayandhighwayusa")isanationalnetworkofmotorwaysandhighwaysoftheunitedstates, numberedaccordingtothesystem rules. Length160955miles(259032km). Unlikeinterstatehighways,notalU.S.highwaysmeetminimalstandardandnotalofthem meethighway requirements.forexample,somehighwaysarealsothemainstreetsofcities.new roadsystemsmust meetaashtoroadconstructionstandards. Fig.7.AnetworkNationalHighwaySystem (UnitedStatesNumberedHighways) 15

16 APLANof«VION» projectpromotion Projectaim andtasks Theprojectisdesignedtocreateanetworkofelectricchargingbusstationsfortrucksonthemaintransport routes(mainlyinterstatehighwaysystem),withatracklengthofatleast1,600km (1,000miles).Thestationsare plannedtobelocatedalongtheroutesoffreighttransportatadistanceof600km (400miles)from eachother. Thus,theprojectplansimplyopening40-50suchstationsintheUnitedStates.Inthefuture(in2-3years)the projectcanbescaledbybothconstructionofnew stationsandprovisionoffranchising,aswelasthelocation ofstationsinothercountries,especialyincanadaandmexico,withsu cientlylonghighwayswiththe necessarytra coffreighttra c. CALCULATIONOFTHEREQUIREDPARKELECTROTRUCKS,AND JUSTIFICATIONFORTHENUMBEROFCHARGINGSTATIONSATTHESTARTOFTHEPROJECT Forthecost-e ectiveoperationofelectricfilingstations,itisnecessarythatthenumberoftruckspasing throughttherotewhereitislocatedissu cientfortheircoste ectiveoperation.below youcanfindthe calculationoftheparkoffreighttrunkelectricvehicles,whilecalculatingthefolowingparamenterswereused Numberofrefuelingstationsbuiltaccordingtotheproject=50; Distancebetweenfilingstations=600km; 30% ofgasstations,or15stationsarelocatedbetweentheroadsofoppositedirections,70%,or35stations arelocatedontheedgesofroads; Thetotallengthofhighwayswithchargingstations= =(35x600)/2+15x600=19500km,whichis25% oftheroadsofthe InterstateHighwaySystem network; AnnualmileageofroadtrainsintheUSA=150000km; Numberofworkingdaysperyear=250; Theaveragemileageperdayduringtheyear=150000/250=600km (i.e.,inanaverageyear,acarpasses duringtheday,thedistancebetweengasstations); Thenumberofgasstationsonthestationduringtheday,underthetermsoftheprojectprofitability=250; (thatis,througheachfilingstationandshouldtakeplaceperdayfor250conventionalcars,whichconsistently movefrom filingtothenextfiling,etc.). Thus,forthecost-e ectiveoperationof50gasstations,theelectrictractorfleetshouldbe250x50=12500 units.(providedthatalthesecarsaremovingalongagivenroute). Iftheroutesareunknownorarerandom,thesizeoftheParkshouldbesignificantlyhigher,about thousandmainroadtrains. 16

17 APLANof«VION» projectpromotion ThesefiguresarequitecorelatedwiththesalesvolumesofelectrictrucksdeclaredbyTesla.Asnotedabove, thestartofproductionisscheduledfor2019atthegigafactoryplant(nevada),andin2020thecompanyplans toproduce100thousandcarsperyear,by thousandcars. IfweaddtothisnumbertheplansofotherTeslacompetitors manufacturerstolaunchelectrictrucksonthe NorthAmericanmarketin ,theconstructionof40-50"Vion"stationsbecomesquitefeasiblewith theimplementationwithin1year. Perspectivesforthefurtherproject expansionandmarketgrowthpotential Inthefuture,theprojectcanbeexpandedbyopeningadditionalstationscoveringalmosttheentirenetwork ofinterstatehighwaysystem,becausetheyseem tobethemostinterestingfrom commercialsidebutalsothe projectwilconcern highwaysofthenationalhighwaysystem,andpossiblythemainhighwaysof southerncanadaandmexico. Inthisregard,itisinterestingthattheauthoritiesoftheprovinceofOntario(Canada)havealreadyshowngreat interestinelectrictransportandaccordingtoelectrekguides,arethinkingaboutprovidingfundsfor purchasingelectriccarsintheframeofenvironmentprotectionprogram. Ifwetakethelengthofroadsatthisstageof80-90thousandkm,theshareofelectricstationslocatedonboth sidesoftheroad,within70%,thedistancebetweenstationsisstil600km,thenatthisstageitispossibleto talkabouttheconstructionofabout250gasstations. Lengthofmotorwayswithtwogasstationsonbothsidesoftheroad 90000x70% =63000km Thelengthofmotorwayswithasinglegasstationinthemiddle 90000x30% =27000km Numberofrefils=(63000/600)x /600=255units. Thenumberofelectrictractorsforthem =250x255=63750units. (Providedthatalcarsaremovingonagivenroute) Thus,forthecost-e ectiveoperationofsuchanumberofstations,thefleetofmainvehiclesshould beabout65,000thousandunitsofrolingstockforstandardroutesandabout unitsinthe constructionofgasstationswithoutreferencetotheroutes. Whenenteringtheannualsalesof150000units,theperiodofimplementationofthisstagewilbe3-4years. Andfinaly,inthelongerterm,asmentionedabove,electricmototruckswilcompletelyreplacetrucks workingoniceengines.thissituationwilrequirefulcoverageofelectricfilingstationswiththeneededdensity ofalmajorroutesoftheusa,southerncanadaandmajorhighwaysofmexico. ThetotallengthofroadnetworksInterstateHighwaySystem andnationalhighwaysystem is320000km If add about80000km ofroadsofcanadaandmexico,wecantalkaboutthetotallengthofslopesis400000km. 17

18 APLANof«VION» projectpromotion Withtheassumptionthat70% oftheroadsrequiretheconstructionofgasstationsonbothsidesoftheroute, themaximum potentialfortheconstructionofelectricfilingstationsinnorthamericacouldbeabout1500units ormore. Forcomparison,theexistingnetworkofelectricfilingstationsforTeslaSuperchargercars includes1130 stationstoday. Descriptiono thefilingstationformain roadtransport Compulsoryrequirements Ascanbeseenfrom theprevioussections,petrolstationsforelectricmainroadvehiclesdi ersignificantlyfrom theircounterparts traditionalgasstationsforcarsandtrucksandelectricgasstationsforpassengerelectric vehicles. Thesedi erencescanbeexplainedbythevarietyandspecificsoftheservicesprovidedbyfreightelectricfiling stations.theexistingpetrolstationsfordieselmainroadtrainsdonothaveenougthspacetoaccommodateup to3electrictrainsatthesametime(whendrivingacaravanwiththehelpofanautopilot)andthenecessaryrest areasfordriversupto1hour(maximum chargingtime). Theelectricfilingstationsfor"TeslaSupercharger"passengercars,whichhavebeenconstructedalready,in additiontothelistedshortcomings,areoftenlocatedincitiesornearsupermarketsanddonothavesu cient capacity. Takingintoaccountthefactslisted above,below youcanfindalistalistofthenecessaryrequirementsfor electricfilingstationsforfreightmainelectrictransport: Brandingandsymbolsshouldbevisible from thetrack,includingtotem withlogo,signboardwithname, interiorbranding,uniform ofemployees,etc. Chargingtime30-50minutes Thetimespentatthestationisabout1hour Thepossibilityofinstalationinseriesof3trainsforsimultaneouscharging Cafe Shop(mini-market) Toilet AreawithTV,Videos,Wi-Fi ATM Areaforpersonalhygiene-shower,toilet,washbasin,privateroom fordressingandrest 18

19 Descriptiono thefilingstationformain roadtransport Fig.8.Aselectriccarsdesign,furtherdesoghnof«Vion» Shouldbeasymbolofinnovativetechnologies ADDITIONALOPTIONS AtthestageoffurtherexpansionoftheVionnetworkdependingonthelocationofgasstationsandcustomer needs,itispossibletobuildelectricfilingstationswithanexpandedlistofservicesfordriversandtrucks. Mostofthesefunctionsarerelatedtotheneedtoprovidedriverswithalongrestinaccordancewith their workrequirementsandtheirfunctionalityisclosetothelistofservicesprovidedbytraditionalgasstations: Timespentatthestationfrom severalhourstoadayfortheorganizationofa regularbreakinthetrip Parkingfortrucks Washingforroadtrains Tyreinflation Tireservice Hotel Laundry Helpcarforrefuelingontheroadincaseofemergencysituations 19

20 Competitors AnetworkofelectricfilingstationsMEGACHARGER NowadaysthereisnonetworkofspecializedfilingstationsforelectriccarsthatmakesaVIONprojectunique. However,asreportedbythesourceElectrek.co,Teslaannouncedaprogram forthecreationinthefutureofa networkofelectricfilingstationsforfreighttransportcaledmegachargerbyanalogywiththealreadydeployed networkofsuperchargerelectricfilingstationsforcarsattheendof2017. Ofcourse,theconstructionofthesestationscaneventualyrepresentaseriouscompetitiontotheprojectVION. However,itshouldbeborneinmindthatTeslaplanstodevelopthenetworkprimarilytomeettheneedsofits electriccars,whichwilbedeliveredtoprivilegedlargecustomersduringthefirst1-3years,andthereforethe stationswilbebuiltontheroutesofstandardroutesofthesecustomers. TheprojectofVIONisfocusednotonlyonTeslacars,butalsoonelectriccarsofothermanufacturers. Inaddition,90% oftheownersofmainlinecarsareindividualentrepreneurs,andthey,unlikespecializedlarge motorvehicles,routescanbeverydiversedependingoncurentorders,whichmakesthevionprogram for coverageofmajorhighwaysquitecompetitive. Customers Customerssegmentation Asalreadynotedabove,90% ofthemorethan380,000transportcompaniesregisteredintheunitedstates today,caryingoutroadtransportareindividualenterpreneurs. Themaindi erencebetweenlargecompaniesandsmalandindividualentrepreneursisthepresenceof long-term contractsand,consequently,alargeshareofstandardroutes.ownersofsmalparksandprivate focusmainlyoncurentorderssotheirdestinationsoftenchange. Inaddition,itisnecessarytotakeintoaccounttheconservatism ofamericanownersoftrucksassociatedwitha specialimageandlifestyleoftruckersintheunitedstates,theyarecrazyabouttunningtractorsandtaking partindi erentcompetitionsandfestivals. Ifweassumethattheaveragefleetofsmalcompaniesandindividualsis2units,thentheywilaccountfor about700thousandroadtrains,andtheshareofmedium andlargelegalentities-theremaining1200thousand ofthetotalcurentusfleetin roadtrains. 20

21 Customers Mostlikely,thefirstpurchasersofelectrictractorswilbe legalentities-thecompaniesowningsu cientparks havingstandartroutines. But,notonlydemandgivesrisetosupply.Rememberthatwhenbreakthroughtechnologiesenterthemarket, oftenthesupplygaverisetoanew demandasitwaswhendigitalcameralappearedtoreplacestandartones. Inourcase,thesamethingshouldhappen.Thegradualdeploymentofelectricfilingstationsonthemain highwaysonthe1ststagewilpushadditionaldemandforelectricmainvehicles,andsimplearithmeticoftheir profitabilitywilquicklybreakthewalofconservatism ofindividualowners. Potentialdemand Asalreadymentioned,theprojectatthebeginngngimpliestheconstructionof50electricpowerstations duringtheyear.theestimatedfleetofelectrictrucksforthisstageis12500units(providedthatalthesecars aremovingonagivenroute). Iftheroutesareunknownorarerandom,thesizeoftheParkshouldbesignificantlyhigher,about thousandmainroadtrains. Forcost-e ectiveoperation,thenumberoffilingoperationsateachstationshouldbeatleast250perday. Thus,inayearat50stationswilbeperformed: 250x365x50= ormoregasstations. Despitetheseemingsignificanceofthenumberofrefuelingstations,theshareoffreightmainroadtrains withelectricmotorsinthetotalfleetofusmaintrucksatthestartoftheproject,evenwiththeirmaximum numberisonly: / =5,3%. Withtheexpansionofthenetworkto250filingstations,theestimatedfleetofelectrictrucksshould be thousandunits,or26.3% oftheirtotalnumber,andthenumberoffilingoperationsperyearwil approach: 250x365x250= ormoregasstations. 21

22 SWOTANALISIS ExternalENVIRONMENT(OPPORTUNITIES) Nowadays,thetraditionalmainroadtransportwithicehasalmostcompletelyexhausteditscapabilitiesto furthersignificantlyreducetheconsumptionofliquidfuelandreduceharmfulemissions. Continuedtighteningoflegislationonenvironmentalpolutionandrestrictionsontheuseofvehiclesthat donotmeetnew standards. PossibleadoptionbytheFederalauthoritiesandindividualStatesofspecialprogrammestosupportand subsidizethepurchaseofgreenvehicleswithlow emissions. Theappearanceonthemarketofanumberofproposalsfrom manufacturersoftrucksaboutthe beginningin ofmassproductionoftruckswithelectricmotors. EXTERNALENVIRONMENT(THREATS) Thedependenceofprofitabilityoftheconstructionofnew elektronaradim stationsfrom theactual implementationoftheplansofthemanufacturersmainlinefreightelectricvehicles. Conservatism ofamericantruckershascreatedovertheyearsacultcartrunkengineinnorthamerica (specialtuning,alotofchromelining,powerfulenginesoftheinternalcombustionenginewiththeusual noiseofengines,traditionalcompetitionsandfairstractors,etc.). PossiblelobbyingintheCongressoftheinterestsofoilcompaniesproducingfuelandoilforcarswithice andcompaniesproducingtraditionaltrucks. Internalenvironment(STRENGTHS) Nowadays,therearenofilingstations forelectriccarsinnorthamerica.theuniquenessoftheproject. Relativelylow levelofnecessaryinvestmentsintheconstructionofviongasstationsinthefirststage. Unlikerefuelingforicethereisnoneedforspecialtransportationoffuel.Theissuesofadditionalservicesin theform ofatire,washing,regulatedlongtherestofthedrivers,etcdriverscansolveusingthealready existinginthecountryadensenetworkofpetrolstationscombustionengineandstopping. Internalenvironment(WEAKNESSES) In2-3yearsanetworkofMegachargerfilingstationaannouncedbyTeslacompanymayturntobea seriouscompetitor. 22

23 FINANCIALINDEXES Themainfinancialindexes (IncaseifHardcapisachieved) Theprojectaim Atotalamountofinvestment Atotalprojectplanninghorizon NPV(Netpresentvalue) IRR(Internalrateofreturn) Areturnperiod Adiscountedreturnperiod Terminalvalue Creationofachainoffilingstationsfor feirhtcarsintheusa 10years 26months 30months Dynamicofoperationprofit,$ (incaseifhardcapisachieved) 23

24 Net Profit EBITDA (ln case if Hard сар is achieved) о -10 ООО Net profit (loss) -EBIТDA The launch of the project О 8 О О Date of start, project stages and finish of the project Development of the project idea Start of the project Developing the analytical part of the project: Marketing, advertising campaign PrelC0: е Holding PrelC0: е IC0 advertising campaign: The holding of IC0: С) Project implementation. 8 СО ф The construction of 50 stations Further expansion of the project. Construction of 250 stations

25 Thelaunchoftheproject Theroadmap Fig.9.Vionroadmap Expansioncreation250stations Puttingintooperation50stations OrganizingICO ICOadvertisingcampaign OrganizingPREICO PREICOmarketingadvertisingcampaign Analisis Thestartoftheproject Theprojectidea

26 MARKETINGSTRATEGY Vion'smarketingstrategyisbasedonthepositioningofthemaindi erence-thecreationofauniquenetwork ofelectricchargingstationsforfreighttrunkvehicles. Targetsegments/Consumers Intheconsumermarket,ourmaintargetsegmentislong-distancedrivers-individualentrepreneurs,smaland medium sizedtransportcompanies. Thesecondarytargetsegmentislargetransportcompanies. Positioning Basedonthedistinctivefeaturesoftheproject,thenetworkofVionelectricfilingstationsIdeclaredasaunique opportunityforthedevelopmentofelectricfreighttrunktransportandbreakthroughtechnologyforthe transportationofgoodsatana ordablepriceforindividualtruckersandtransportcompanies. AsanadditionaladvantageoftheVionproject,arangeofservicesfortheorganizationofshort-term pastimeof driversforthetimerequiredforchargingelectrictrucks(30-50minutes)isprovided. Productstrategy AnintegralpartoftheproductstrategyoftheVionprojectistheformationofthebrand. Thebrandnameandlogowilbepresentatthedesignofexternalandinternaldesignofelectriccharging stations,receptiondesk,posters,bilboards,uniformsofsta,disposabletablewareinthecafe,customer loyaltycards,souvenirs,etc. Pricingstrategy Apricingstrategyincludespolicies,goals,andmethodsfordetermininginitialprices,andchangingthem in responsetomarketopportunitiesandcompetitivethreats. Atthetimeofthelaunchoftheproject,thepricesforrefuelingandadditionalservicestodriverswilbe competitiveandmustmatchthelevelandqualityofservicesprovided. Marketingcommunications Wel-coordinatedformationofthebrandimageandproductpromotionisplannedbyorganizingmarketing campaignsinthefolowingmainareas: 1 Wideparticipationinfairsandcompetitionsoflong-distancedriverstoinform them aboutthedeployment ofanetworkofelectricfilingstations. 26

27 MARKETINGSTRATEGY 2 3 Placementofarticlesandmessagesinmassmedia(reportsaboutopeningofthefirststations,the descriptionoftheprovidednew services,interviewswithdriversofelectrictrucks,etc.). Placementofbilboardsonthehighwaysinformingabouttheapproachtoelectricstations(50,20km and directlyinfrontofthestation). Marketingmix Theclassicmarketingcomplex,whichisdesignedfortheproject,wilalow thecompanytotakeyourmarket shareasquicklyande cientlyaspossible. Figure.10.Marketingmix Product.TheVionprojectisasimple,clear,transparent,e cientandclearlypositionedproductinthefree markettoday. Price.Thepricingpolicyoftheprojectisbasedonadeepcomparisonwiththepricesforrefuelingcarswithice andthepriceexpectationsofusersandcustomers. Place.Itisplannedtoplaceelectricfilingstationsonthemaininterstatehighwaysatthestartingstage, andinthefutureonthemostcommercialyatractivehighwaysandhighwaysofthenumberedhighwaysystem, andthemainroutesofcanadaandmexico. Promotion.Thedevelopedcommunicationstrategyisdesignedtoquicklyatractcustomerswhohaveattheir disposalelectrictrucksthankstocompetentmediaplanning. Marketingresearch TheVionprojectassumestheimportanceofongoingmarketingresearchtodeterminethespecificbenefitsto consumers. Itisadvisabletoorganizefeedbackswithconsumersintheform ofmarkettestsandsurveys. Also,theresearchwilbeconductedinrelationtopossiblecompetitors,theirawarenessofourbrand,etc. 27

28 MARKETINGSTRATEGY Financialanalysisofmarketingstrategy ImplementationofVionmarketingstrategyincludesfinancialanalysisofmarketingbudgetsandsalesforecast. Costplanning,cashflow charts,break-evenanalysis,etc.aregiveninmoredetailinthebusinessplanand financialmodel. Marketingcostsareplannedintheamountof$1,070,000in2018and$1,920,000in2019,subjecttothe achievementofhardcappreicoandico.startingin2020,marketingcostsareplannedintheamountof$3 milionannualyfrom thecompany'srevenue. Thegoaloftheloyaltycampaignistoretaincustomers. 3directionswilbeinvolvedintheloyaltyprogram: Loyaltyprogram TheloyaltyProgram forcustomersofthevionnetworkinvolvestheissuanceofaspecialbonuscard "Vion-card",accordingtowhichcustomerswilreceivebonusesateverygasstationandwhenusingthe cafe/shopandrecreationarea.thesebonusestheyareunabletocashout,butyoucanusewhenyouvisit thefolowingontheirwaytofilingstationsnetworkvion.suchasystem wilencourageelectrictruck driverswhoknow theyhavebonusestoreturntovionrefuelingagainandagain. Basedontheinformationfrom thecustomerbase,vioncompanywilcongratulateitscustomers(for example,2timesayear-withchristmasandbirthday).inthiscase,theclientwilalsobechargedbonuses, withtheconditionthathemustspendthem foracertaintime. Forregularcustomers,forexample,refuelingfor2ormoreyears,wilbesetincreased% bonuses. Blockchaintechnologywilbeusedtoregisterdataontheloyaltyprogram. ATokenand blockchaineconomics AplanofICOcampaighn,fundraisingandtokendistribution Atthemoment,theViondevelopmentteam isworkingontheplatform andpreparingafundraisingcampaign. SincetheussecuritiesandexchangeCommission(SEC)warnedinvestorsabouttherisksassociatedwith investinginthedigitalcurency,intherecentpast,bannedsomeicosandintendstomorebroadlyregulatethe uscryptocurencymarket,thetokenissuercompanyisregisteredinestonia. 28

29 ATokenand blockchaineconomics Smart-contracttermsandconditions TokenswilbesoldortradedonthemarketasSecurity. Distributionofdividendsusingblockchaintechnology. Investorsvoteonimportantmanagementdecisions. Thesafetyofinvestmentsandtheavailabilityoffuturedividendsisguaranteedbytheinvestmentinthereal project(thematerialvaluesarethebuiltpowerstations). Featuresofthedistributionoftokens Inordertoconductafundraisingcampaign,AVIONTicker(thefulnameofVIONcoin)wilbeissuedunderthe Ethereum standard(erc-20)withalimitedissue.thenumberofviontokensislimitedbyhardcap.the distributionoftokenswilbecariedoutthroughasmartcontract.thecolectedfundswilbeusedforthe constructionandlaunchofgasstations,formanagement,forthefinancingofadvertisingandmarketing,aswel asforthelegalregulationoftheworkofgasstations. Forbestresults,thetwoplannedmainstagesofthesalestoken ICOandPreICO.Theinitialpriceofthetoken duringbothstagesis0.1usdolar. ThecampaignforthedistributionofVIONtokens(PreICO)isscheduledtostartfrom "15"octoberto"15" november2018. TokensavailablewithinPreICOwilbedistributednolaterthanwithin1monthafterthestartofthecrowdfunding campaign,oruntilthemomentwhenhardcappreicoiscolected. ThelaunchdateofthePreICOcampaignwilbepresentedonTheo cialwebsite,insocialnetworksandother informationchannels. SoftCapPreICO $250000* HardCapPreICO $ * *IndicatorsSoftcapandHardcaparecalculatedbasedonthefinancialmodelandthebonusprogram. IfSoftCapPreICOisnotreached,alfundswilbereturnedtoinvestors. PartofthefundscolectedatthePreICOstagewilbedirectedtothepromotionoftheVIONICOproject.The durationoftheadvertisingcampaignis1monthfrom theendofthepreicostage. IfSoftCapPreICOisreached,anICOwilbeheld,thelaunchofwhichisscheduledfor"15"deсember2018,the periodof3monthsuntil"15"march2019. SoftCapICO $ * HardCapICO $ * TotalamountoffundsplannedforHardCapPreICOandICO makes =$37.5milion *IndicatorsSoftcapandHardcaparecalculatedbasedonthefinancialmodeland thebonusprogram. 29

30 ATokenand blockchaineconomics AtthePreICOandICOstage,thebonussystem wiloperate: 1.ThePreICOstageisdividedinto5timestages: 15-16October-1token=0.1USdolar+50% discount% 17-24October -1token=0.1USdolar+40% discount% 25October-02November-1token=0.1USdolar+33% discount% 03-10November-1token=0.1USdolar+30% discount% November-1token=0.1USdolar,+25% discount% Atthefirststage,onOctober15-16,onlyparticipantswhohavesignedupforWhitelistandhaveleft preliminaryapplicationsforthepurchaseoftokenscanpurchasetokens.youcansignupforthefirststage, leavingyourdataonthesite. 2.TheICOstageisalsodividedinto5timeperiods: 15November-04December-1token="0.1"USdolar+15% discount% 05December-24December-1token="0.1"USdolar+15% discount% 25December-13January -1token=0.1USdolar+10% discount% 14January-13February-1token=0.1USdolar+5% discount% 14February-15February -1token=0.1USdolar,nodiscount=0% Tokensale VIONtokenswilbeissuedontheEthereum blockchainintheform oferc20tokens. PublicsaleoftokensVIONinconductingPreICOwilbe on G.theMinimum levelof requiredinvestments(softcap),wilmake250thousanddolars.,themaximum bar(hardcap)wilbe$1.8milion. InconductingtheICOselingtokenswilbe for G.theMinimum levelofrequired investments(softcap)wilbe3.75milion,themaximum bar(hardcap)wilbe$35.7milion.thenominalvalueof thetokeninbothcasesis0.1$. IfthevolumesofSoftcaparenotreachedduringthePreICOandICO,asaresultofwhichthecolectedamounts wilnotbeenoughtolaunchthevionproject,thefundsalreadycolectedwilbereturnedtoinvestors. InthecaseofSoftcapconditions,butnotachievingtheHardcapvaluesduringPreICOandICO,alunsold tokenswilbewithdrawnfrom circulation. 30

31 ATokenand blockchaineconomics Thedistributionoftokensandcolectedfunds Intotal,uponreachingtheHardcapPreICOandICOwilbereleased570miliontokensVION,whichwilbe distributedinthefolowingway: AtthePreICOstage, tokens(6,0%); AttheICOstage tokens(72,5%); tokens(1.5%)wilbesenttothebountyprogram; (20%) reserveformanagementmotivation. Limitthenumberoftokens ThenominalpriceofthePreICOtoken NominalpriceofICOtoken Thetokenformat token=0.1$ 1token=0.1$ ERC20Ethereum token Thesmartcontractmechanism providesforthepreservationoftheseproportions,includingiflessfundsare colectedwithintheframeworkofpreicoandicothanplanned. PreICO(Hardcap)fundsintheamountof$1.8milionwilbedistributedasfolows: $(60%)-Marketingandadvertising; $720000(40% -Administrativeexpenses (RevisionofthetechnicalprojectofVionfilingstations;companydevelopment;legalcosts). ICOfunds(Hardcap)35,7млн.$wilbedistributedinthefolowingway: 32,5miliondolars.$(91,0%) Investmentinconstruction50stations; 1,92miliondolars$(5,4%) Marketingandadvertisement; 1,28miliondolars.$(3,6%) Administrativeexpenses. UsageofVIONtokensaftertheICOcompletion TheVIONtokenisashareinthecompanythatprovidestoitsownercertainprivilegesandparticipationinthe futureprofitsfrom thecompany'swork. Thecompany`sstructureisbuiltinthewaythatatanygivenmomentaltokensareprovidedwith100% tangible assetsundermanagement.thecompanypaysdividendstotokenholders.paymentsaremadequarterly.the calculationismadeaccordingtothecalculationmethodologyapprovedbythecompany. Eachownerofthecompany'stokenscanchoosetoreinvestprofitsorreceiveapaymenttohisorherpersonal walet.thesystem processespaymentsautomaticaly,basedontheinformationthateachtokenholderindicates inhis/herpersonalaccount. 31

32 ATokenand blockchaineconomics Placement Afterthesale,thetokenswilberegisteredoncryptocurencyexchanges.Bitrex,Poloniex,Kraken,EXMOare forecastedtobeincludedinthelist Usageofblockchainintheproject 1 Investors.ImplementingPreICOиICO VIONtokenswilbelaunchedintheEthereum blockchainintheform oferc20tokens. Atotalof570milionVIONtokenswilbeissued,ofwhich VIONtokenswilbedistributedduring theinitialo eratthepreicostagefrom October152018toNovember152018and tokensatthe ICOstagefrom December15,2018toMarch15,2019. Thesalepriceofatokenwilbedeterminedatthetimeofstartofsaleoftokensonthebasisofthebonus program. ETH cryptocurenciewilbeusedinthetokensaleprocess. Investorsusingblockchaintechnologieswilseethereceiptandvolumeoftheirfundsintheirpersonal account. 2 InvestorsaftercompletionofICO ITspecialistsofthecompanyVIONhavedevelopedasystem ofdistributionofdividends,basedonthe Ethereum blockchaintechnologythatenablesalholdersofviontokenstogethighprofit. Dividendsarepaidonceaquarterstartingfrom the2ndquarterof2020.acorespondingannouncement wilbepostedonthecompany'swebsiteaboutdividendpayment2weeksbeforetheendofthequarter. Blockchainvotingonimportantmanagementissues. EveryyearinDecember,thecompany'swebsiteorganizesaGeneralmeetingoftokenholders.Thedecision istakenbyamajorityvote.thedecisionisadoptedifvotedforbyaquorum of50% plusonevote. 1token=1voice.Date,timeandquestionsarepublishedinadvance(nolaterthan14daysbeforethevoteon thesitewww.vionusa.com andsentby .thereareonlytwotypesofanswers "Yes"or"No". AttheendofMarch2019,iftheICOissuccessfulycompleted,thequestionofwhichroutesandinwhat ordertobuildgasstationscanbeputtothevote. Inthefuture,themostimportantissuesonassetmanagementwilbediscussed.Duringtheyear,holdersof thetokenscansendittothemanagersofvionleterwiththeirproposalsonthecontentoffutureissues. 32

33 ATokenand blockchaineconomics Theusageofblockchaintechnologyinloyaltyprogram AsdiscussedintheMarketingstrategysection,aloyaltyprogram forcustomersoffilingstations ownersand driversofelectricvehicleswilbeo eredtoretainthem atgasstations. Ablockchaintechnologywilalsobeusedtotracktheirparticipationinthisprogram andcontrolbonusesand theirmovement.asaresulteachmemberoftheloyaltyprogram wilbeabletomonitortheirpersonalaccount, theaccumulationandconsumptionoftheirfundsonline. OURTEAM ANDADVISORS Inorderto mplementsucessfulythevionproject,ane ectiveteam ofprofessionalswasbuiltupintheunited States.Ourteam isreadytoperform althenecessarystagesoftheprojectatthehighestqualityleveldueto theirskils,experienceandthedesiretoputvionprojectintopractice. Theprojectcanbedividedintofolowingsteps: Selectionofthemoste cientroutesforvionstations. Responsibleforthisstage:KonstantinRadzivanovichCEO,Vadim IvanovCOM,EvgenyProkhorenko BusinessDevelopmentO cerandadvisors. Selectionof50landplotsfortheconstructionofVIONpowerplantsandtheiracquisition. Responsibleforthisstage:AlexanderAgudelo,DirectorofRealEstateRelations. DesignofeachindividualVIONstationandobtainappropriatebuildingpermits. Responsibleforthisstage:Andrew Chizhevsky,ArchitectandAdvisors. 4 Construction,instalationofequipmentandconnectionofthenecessaryutilitiesoftheVIONnetwork. Responsibleforthisstage:JuanSeratCTOandAdvisors. 5 OperationofthenetworkofVIONfilingstations.Leadersofthisstage:KonstantinRadzivanovichCEO,Vadim IvankovCOO,JuanA.SeratCTO,EvgenyProkhorenkoBusinessDevelopmentO cer. Weconsciouslymentionedonlythekeymembersofourteam responsibleforcertainpartoftheproject.line personnel,aswelasemployeesresponsiblefortechnicalorservicesupportpftheproject(suchassecretary, accounting,legal,etc)wilnotbeincludedinthelistbecausetheirroleisnotcrucialfortheproject. 33

34 THETEAM KonstantinRadzivanovich Co-FounderVIONUSA&CEO Over20yearsofworkexperienceontop-position inworldclasscompanies.konstantin successfulymanagedlarge-scaleprojectsin EuropeandUSA.Hasgreatexperiencein developmentandrealestateprojectsinusa. Education: PhDinEconomics,Graduatedfrom Lomonosov Moscow StateUniversity, EconomicFaculty,Specialty Economic-Cybernetics. Vadim Ivankov Co-FounderVIONUSA&ChiefOperationO cer VADIM HASOVER15YEARSOFEXPERIENCEIN TRANSPORTATIONBUSINESSINTHEUNITED STATES.HEISTHEOWNEROFTHESUCCESSFUL TRANSPORTATIONCOMPANY,WHICHHECREATED FROM SCRATCH. From 2011Vadim istheownerandthegeneral managerofatransportationcompanyitxtrucking basedindenver,co Specializinginamovingbusiness,householdgoods fulservicemoves,transportationlogistics,same day deliveryservices. Runningandmanagingafleetof50Trucksand dispatching60more. Education: Universityofmanagement-Transportationmanagement JuanA.Serrat ChiefTechnicalO cer Juanhasover21yearsofexperienceintheconstructionfield,handling 28projectswithavalueofabout600miliondolars. CertifiedGeneralContractor,withaprovenrecordofexcelentcustomerservice andadministrativeskils. Education: CertifiedGeneralContractorCGC# BachelorDegreeinCivilEngineer. MasterinBridgeandTunel. 34

35 THETEAM EvgenyProkhorenko BusinessDevelopmentO cer Evgenyhasgreatexperienceasbusinessdevelopmentmanagerin energycorporations,successfuly completed theprojecton acquisitionchainofpetrostationsworthof150mln.dolarsin FloridaandopenedLogisticcompany. Education: Economic-EnergeticUniversity Businessmanagementin Energysector. CambridgeUniversity. AlexanderAgudelo DirectorRealEstateRelations AlexanderhasUSARealEstatebrokerlicence.Hehasgreat experienceincommercialproperty(includingland)acquiring. VicePresident LukasAlexanderGroup Commercialrealestatebroker,Realestateinvestments,Business consulting,capitalacquisition,internationalbusinessadvisor. htps:/ Maxim Ryzhakov ChiefInformationO cer Maxim dedicated10+yearstoitindustryandisrecognizedasa top-classspecialistbylargestinternationalcompanies:tnkbritish Petroleum,Rosneft,NorilskNickel. Education: INSEAD-ExecutiveMBA. HampsteadSchool,London Economics. RussianUniversityofEconomicsPlekhanov Finance. 35

36 THETEAM SergeiKarpov BlockchainAdvisor Expertinblockchainandcryptocurency. Sergeihasuniqueexperiencein: -DevelopmentofIT-solutionsinthefieldofblockchain-technologiesand crypto-curencies. -C-Creation-WhitePaper,Smartcontract,MVP. -ConsultingonthecreationofICO. -Miningfarm organization. -Supplyandsaleofequipmentformining. -InstalationandconfigurationofhardwareequipmentGPU-ASIC. -Calculation,instalationofventilationandelectricalequipmentforpremises. -Financialoperationswithcrypto-curency,exchanges-electronicwalets. Education: Moscow StateTechnicalUniversity«Bauman».Specialty:designand technologyofradio-electronicanddevices.qualification:engineer-researcher. RussianSpaceSystems.Intensivetrainingcourse:"Spacecommunication systemsandretransmission.informationtechnologyandsystems». htps:/ B9-%D0%BA%D0%B0%D1%80%D0%BF%D0%BE%D0%B2-a / AndreiChizhevski Architect,Designer Andreyisanarchitectandhasagreatexperienceindesigningof industrialobjectsstartingfrom 1985year.Alhisworksare characterizedbyaninimitabledesignandoriginality.hashundreds ofhisobjectsalovertheworld. Education: Graduatedfrom theinstituteofarchitecture NataliaSmirnova InternationalPublicRelations Nataliahighlyskiledininterpersonalcommunications,organization andeventplanningtogenerateawarenessofcompanybrandand promotions.knowledgeableintheuseofsocialmediamarketingto increasepublicityonsitesincludingfacebook,twiter,linkedin andgoogle+.creativeandstrategicthinkerwithasolidabilityin developinginnovativestrategiestogeneratenew businessleading toincreasedrevenueandprofitability.passionateaboutincreasing marketpenetrationthroughexecutingstrategicprmethodologies. Education: Master'sdegreeincorporationmanagement 36

37 THETEAM AleannesOjedaPerdomo SeniorManagmentCommunications 5yearsofcommunicationsexperienceinarelated,fast-paced environment,e ectivelyshowingtheabilitytomanagemultiple projectsandleadmultipletasks inhighstressenvironment.fortwo yearsmanagedacommunicationteam,providingstrategyand guidanceonday-to-daymediarelationsmanagement,events,and campaignsforhumanainsurancecompany. Education: Bachelor sdegreeinliberalarts,withtrackinculturaltraditions. FloridaInternationalUniversity. ADVISORS JaimeHerdoizaHolguin AdvisorProfessionalProjectManagement ProfessionalCivilEngineerwithaMaster sinprojectmanagementand BusinessInvestment.Extensiveknowledgeininitiating,planningand closingaltypesofprojects;withprofessionalskilstomanage responsibilitiesandprovidesolutions.highlyqualifiedwithe ective applicationoftechniquesandtoolsandthewholeknowledgeofgood practicesimplementedbytheprojectmanagementinstitute Senior ConsultantandProfessorofSanFranciscoUniversityin Quito CertifiedbytheProjectManagementInstituteasProfessional ProjectManagement(PMP). Education: Master sdegreeinengineeringsciences UNIVERSIDADCATOLICA CHILE 2004 Bachelor sdegreeinprojectmanagement PROJECTMANAGEMENTINSTITUTE EEUU 2001 Bachelor sdegreeincivilengineering UNIVERSIDADCATOLICA ECUADOR 1996 Bachelor sdegreeincivilengineering UNIVERSIDADDECAMPINAS BRASIL 1991 htps:/ 37

38 ADVISORS JurijGnesin BusinessDeveloperAdvisor 20+yearsofinternationalbusinessdevelopment/sales managementexperiencegainedinformersu,centraland EasternEurope.Dynamiccreativebusinessdeveloperandsales managerwithexpertiseinsophisticatedpowersupplyandrelated utilityproductsandwiderangeofcoste ectivesolutionsfor variousindustrieswiththoroughexperienceinnew salesand servicesalesteam managementonemergingmarkets.asenergy expertandprojectmanagerhehasacquiredroutineintheskils ofprojectsalesonadi erenttechnicalandadministrationallevel. Education: Ph.D.inMechanicalEngineering,Renewableenergy,combined heat-,cooling-andpowergeneration. EvgenyZherebko ContractorandMaintenanceAdvisor 40+constructingexperienceinEurope(Austria,Belgium,France, Russia).Heusedtoworkontoppositions(ChiefTechnicalO cer, ChiefOperationO cer)inlargescalegovernmentorganizations. Education: Moscow EngineeringandConstructionInstitute. AlexanderElistratov Advisor From 1995managethecompanyINTERAUTOCENTERwhich specializesininternationaltransportlogistics,freightforwarding, surveying. Education: TechnologicalInstituteofFoodIndustry. Moscow InstituteofEconomics,ManagementandLaw. Moscow GovermentTechnicalUniversity. LloydsMaritimeAcademy «WarantySurveying». 38

39 ADVISORS SelmaRadzivanovich AdvisorDesign Selmahasgainedexperienceinthefieldoffilm,WEBdesign, photographyandtheartsingeneral. Education: BTKUniversityofArtandDesign VGIK,THEGERASIMOVINSTITUTEOFCINEMATOGRAPHY,MOSCOW, RUSSIA(THEANIMATION,MULTIMEDIA,FILMMAKING) STUDIO4,NEW YORK,USA htps:/ 39

40 Legalinformation PotentialRisks PleasenotethatwhenmakingadecisiontopurchaseVION-tokens,apotentialinvestorshouldtakeintoaccount theinformationprovidedbelow concerningpotentialrisks.anyofthefactorsanduncertaintiesdescribedbelow presupposesanegativeimpactonthevionprojectandthevalueofthetokens.inaddition,thedescribedrisks maynotbetheonlypossibleonesthatholdersofcryptoassetswilface. 1.RISKSINFLUENCINGVIONTOKENSVALUABILITY 1.1.ThelackofVIONtokensmarketdevelopment. DuetothefactthatpublictradingofVION-tokensdidnotexistbefore,theirsalemaynotleadtotheformationof anactivemarketofvion-tokens,and,consequently,thecostwilfluctuatewithinlargelimits.despitethefact thatthenecessaryapplicationsthatimplementtheexchangeandsaleofvion-tokenshavebeendeveloped,an activepublicmarketmaynotdevelop,thecostofviontokenswilbefluctuatingthatmaycausecertainriskfor theirholders.atthecertainmomentitmayleadtothesituationwhereitwilbeimpossibletousetokensofto selthem 1.2.Risksrelatedtotheoverestimatedcostoftokens. Itisworthrememberingthattheevaluationofdigitaltokensinthesecondarymarketcanbelargelyspeculative, andthetokensthemselvesarenotsupportedbyanytangibleassets,sincetheydonotgiverightstotheirowners totheassetsoftheproject.atthesametime,thetradingpricecanfluctuategreatlyevenwithinshortperiods oftime.intheworstcasethecostoftokenswilreducetozero,andthetokenholdersareindangeroflosingal oftheirinvestments. 1.3.VION tokensmayturntobenonrefundable. Exceptasprovidedinthemandatorylegaldocumentationorsubjecttoapplicablelaw,partnersandmanagement oftheprojectparticipanthavenoobligationstoreturnthefundsassociatedwiththeviontokenstotheirowners. Itisimpossibletomakepromisesregardingthevalueande ectivenessofviontokens,aswelasguaranteesthat theywilhaveahighcost.refundstotokenholdersmaynotbepossibleorrestrictedbyforeignlawsand regulations. 1.4.VION`stokenscostmayreducetozero. Itisimpossibletoforecastorgaranteethattheywilbevaluable.Projectorganizersarenotresponsibleforthe marketpriceofviontokens,theirliquidity,andavailabilityofanymarketforviontokensthroughother organizationsorbyothermeans.theterm "ProjectOrganizers"(company-participant)meansitspastand presentemployees,administration,o cials,consultants,lawyers,financialemployeesandeconomists,service providers,subsidiariesanda liates,agents,representatives,etc. 39

41 Legalinformation 2.RisksAssociatedwiththesoftware andblockchaintechnology 2.1.Blockchainlag. Itshouldbeunderstoodthatwhenimplementingtheblockchain,theproofoftheexecutedcryptocurency transactionistheperiodofformationofblocks.thefinalblockcreationcantakeuptoafew minutesandhappen atanygiventime,whichmeansthattherelevantblockchainmaynotincludethetransactionatthemoment expectedbybuyer.andpaymentfortheviontokenmaynotreachthedesiredwaletonthedaywhenthebuyer sendsthecryptocurency. 2.2.Blockchaincongestion. MostblockchainimplementationssuchasEthereum andbitcoinaresubjecttoperiodiccongestionduringwhich transactionscanbelostordelayed.someindividualsmayintentionalyoccupylocalnetworkchannelsinorderto gainanadvantagewhenbuyingtokens.thiscanleadtothefactthatmanufacturersblockmaynotincludea transactionofthebuyer,whenhewants,ortothesituationwherethecustomer`stransactionwilnotbe includedintheblockchain. 2.3.Incomptabilityofthesoftware. Thesoftwareapplicationandplatforms,theconceptofsmartcontractsareatanearlystageofdevelopmentand arenotfulytested,whichdoesnotguaranteeaneror-freeandcontinuousprocessofcreatingviontokens.itis worthtakingintoaccounttheriskthatthesoftwareisvulnerableanderors,thatwilcausetotalorpartiallossof VION-tokens. 2.4.Riskofinnovativetechnologies. Beinginnovative,theVIONplatform andtokenscanbeincomplete,notcreated,notimplemented,andnot accepted.thereisapossibilitythatnoblockchainbasedontheionplatform wilbelaunched.ifthevion platform iscompleted,implemented,andaccepted,thereisapossibilitythattheywilnotfunctionasexpected, andtheviontokensvaluemaybebelow expectations.duetorapidelychangingtechnologiesthevionplatform maybecomeout-of-dateveryfast. 3.1.Lossofprivatekeys. 3.Safetyrisks DuetothefactthatVIONtokensarestoredintheowner'sdigitalwalet,accesstowhichisprovidedbythe privatekey,lossofitwilresultinlossofviontokens,lossofaccesstothebalanceofhistokens,andlossof accesstotheinitialbalanceoftokensinblockchainchainscreatedbythirdparties. Inaddition,athirdpartythatwilgainaccesstosuchprivatekeys,andtothecredentialsofthewaletorstorage hostedonanyserviceusedbytheowner,wilbeabletotakeoverthetokensoftheowner. 41

42 Legalinformation 3.2.Theriskofhackersattack. VION-tokenscanbestolen.Hackers,aswelasothergroupsofatackers,cantrytointerferewithcreating VION-tokens,smart-contractsandtokensthemselvesbymeansofatacksusingmalwareandothermethods suchassmurfingandspoofing,consensusatacksorsibyles.blockchainplatforms(e.g.ethereum)relyon opensourcesoftware,andthereisariskthatthesoftwaremaycontainunintendederorsthata ect negativelytheviontokens. Moreover,sincetheEthereum platform reliesonopensourcesoftwareproducts,thereisariskthat Ethereum-basedsmartcontractsmaycontainintentionalorunintentionalerorsandshortcomings.Incaseof thesoftmistakeorinproperworkmechanismsoflegalprotectionwilnotwork,andtokens`ownersàssetswil notberefunded. 3.3.Smartcontentattaksonthebasisoftokens. TheblockchainusedforthesmartcontractcreatingtheVIONtokensissusceptibletominingatackssuchasa doublespendingatack,a"51% atack",a"selfishmining"typeatack,anda"racestateatack".every successfulatackisadangerforthesmartcontractonthebasisoftokens,whichisexpectedproperexecution andsequencingoftransactionswithtokensandproperexecutionandsequencingofcontractcomputations. 3.4.Inabilitytomatchthepublickeywiththecustomer`saccount. TheinabilityofaVION-tokenbuyertomatchthepublickeywithhisaccountmayleadtothefactthatthird partieswilnotbeabletofindoutthebalanceofthetokensofthisbuyerintheethereum blockchain,whenand iftheyform initialbalancesofanew blockchainonthebasisofvionplanform. 3.5.Incomptabilityofthewalets WaletsusedforacquisitionandstorageofVION-tokens,shouldbetechnicalycomptablewithVIONtokens.If computabilitywilnotbeensured,thecustomerwilnotbeabletogetacesstohisowntokens 4.Risksassociatedwithworkingouttheplatform 4.1. Dependenceonthethirdparties. TheVIONplatform forimplementation,refinementandothertypesofsupportandpromotionreliesentirelyor partialyonthird-partydevelopmentsandinvolvementofthirdparties.itisimposibletoguaranteethatthe thirdpartieswilperform theirresponsibilitiesinaproperwaythatmayinfluencenegativelyoperationofvion platform. 4.2.VIONPlatform dependenceonthetopmanagement LossorthereductioninthevolumeofservicesneededforproperrunningoftheVIONPlatform providedbythe topmanagement caninfluencenegativelyitscompetitivepositions. 42

43 Legalinformation 4.3.VION-platform dependenceonotherfactors VIONplatform developmentcanbecanceledforseveralreasons,includingthelossofinterestfrom thegeneral public,lackorabsenceofcommercialsupport,ifcommercialresultwilnotbeobtained,orincaseifkey employeeswilleavethecompany. 4.4.LossofinteresttotheVIONplatform. Aswelasworkingoutisfinished,VIONplatform acceptedandlaunched,itssuccessfuloperationwilbebased ontheinterestandinvolvementofthethirdpartiesasdesigners.itisimpossibletoguaranteethattheywil maintaininteresttotheprojectinthefuture 4.5.VIONplatform changes. VIONplatform duringitsdevelopmentmaybeconsiderablychanged.theprojectmanagementgroupis interestedinthefulapplicationofcharacteristics,describedinhefolowingdocument,butfunctionaland technicalcharacteristicsmaychangefordi erentreasons,andeachchangewilmeanthatidm platform wil notmeetvion-tokensownersèxpectations. 4.6.AlternativeusageofVIONplatform. VIONplatform maystimulatealternativeprojects,supportedbythethirdparties,forwhichvion-tokenswil nothavethesamevalue. 4.7.Fluctuationofcryptocurrenciesexchangerates. Profitsfrom VION-tokensselingwilberepresentedincryptocurencyorexchangedintoothercurencies.Ifthe priceofcryptocurencefluctuateintimeoforjustafterselingvion-tokens,theprojectleaderswilbeinableto supportdevelopmentortosupportvionplatform inthewayasitwasplanned. Risksconnectedwithcompanies participants(projectorganizers) 5.1.Conflictsofinterests Theparticipatingcompanieswilparticipateintransactionsrelatedtotheinterestedparties,includingthe relevantmajorityshareholder,andalsoincompanies,whichtheycontrolorhaveasharein,andothera liate. Theconflictsofinterestsmayarisebetweenthecompanyparticipantanda liateagents,thatmayleadto concludingcontructsonnon-marketconditions. 43

44 Legalinformation 5.2.Invalidityoftransactions. Someactionsofparticipantsmaybeconsideredinvalidmayleadtoimposingobligationsonthe company-participant,ifsuchactivitiesmaybesuccessfulyprotestedbecauseoftheviolationoflegal requirements.thatintheend,individualyorincombination,maycauseseriousnegativeinfluenceonvion platform. 5.3.Risksofemergingmarkets. Companiesparticipantsorsomeofthem wilprobableoperateonemergingmarkets.thesemarketsimplyhigher risksthandevelopedones.herewecanincludeeconomic,politicandlegalrisks.countrieswithemerging economiesarechangingrapidly,that`swhy,informationfrom thisdocumentmaybecomeoutofdateveryfast. 6.Governmentalrisks 6.1.Unclearlegislation. Thelegalstatusofcryptographictokens,digitalassetsandblockchaintechnologyinmanyjurisdictionsis unclearorundefined.atpresent,itisimpossibletopredicthow andwhichpublicauthoritieswilregulatesuch technologies.itisdi culttoimaginewhatchangesintheexistinglaws,restrictionsand(or)rulesa ecting cryptographictokens,digitalassets,blockchaintechnologyanditsapplicationwilbemadebyanystate institutions.suchchangescanhaveanegativeimpactontokensforvariousreasons,including,forexample, thesituationwhentokensbecomearegulatedfinancialinstrumentthatrequiresregistration.thecompanymay discontinuedistributionofvion-tokens,thedevelopmentoftheplatform orceaseoperationsinsome jurisdictionsiftheactionsofthegovernmentmadeitilegal. 6.2.Inabilitytoget,maintainorupdatepermissions. AsofthestartdateofthesaleofVIONtokens,therearenoregulatoryrequirementsthatobligetheprojectto obtainanylicensesandpermitsnecessarytoconductactivities,butthereisariskthatsuchregulatory requirementsmaybeadoptedinthefuture.inthiscase,thedevelopmentoftheprojectwildependonthe relevanceofsuchlicensesandpermits,andtheimplementationoftherelevantconditionsbytheparticipants. Therequirementsoftheregulatoryauthoritieswilmeancompliancewithnumerousstandards,thehiringof qualifiedpersonnel,themaintenanceofthenecessarytechnicalequipment,themonitoringofoperations,the supportoftherelevantapplicationsand,uponrequest,theprovisionofrelevantinformationtothelicensing authorities.althiswilentailsignificanttimeandfinancialinvestments,aswelasleadtodelaysinthe beginningorcontinuationofthevion-platform.inaddition,individualsandthepublicatlargehavetherightto commentandotherwiseparticipateinthelicensingprocess,includingthroughrecoursetothecourtsand politicalpressure.accordingly,thenecessarylicensesmaynotbeissuedorrenewed,maybeissuedor extendedinatimelymanner,andalsotheymayimposerequirementsthatwillimitthepossibilitytocontinue theprojectorgetprofitfrom it. 44

45 Legalinformation 6.3.Gouvernmentalandlaw enforcementactivities. VION-platform operatesinanew industryforthemarket,soitmaybesubjecttoincreasedsupervisionand control,includinginspectionsorincreasedatentionfrom law enforcementagencies.therecanbenoassurance thatpublicauthoritieswilnotcloselyreview and/orenforcetheoperationsconductedinthecourseofthe project.thisalmaycausenegativedecisions,penalties,finesandpunishementsconcerningtheproject`s participants,orbecomethereasonforthecompany`sreorganizationthatmaydamagethecompany`sreputation ormayleadtoincreasedcurentexpenses,whatinitsturn,canprovideaseriousa ectonviontokensand workingoutvionplatform. 6.4.Theriskofthecomplicationofthecurrentslaws,rulesandregulations Violationofthecurentrulesandregulations,ignoringofresultsofgovernementalinspectionsorenforced governmentalregulationofthecompaniesactivitiesmayresultinsighnificultsupplementarexpensesbecause ofthefactthatworkmaybecomemoredi cultandsanctions,thatmayinfluencenegatively companies-participants`buisinessesnegativelyandinsplatform.company`sassetsandactivitiesare governedbydi erentlegalauthoritiesandinstitutionsconnectedwiththenecessitytofolow curentlegislation, rulesorstandarts.regularauthoritieshavefreedom inlaw enforcementandinterpretingcurentlaws, regulationsandstandarts. Legalauthoritieshavetheright(andtheyoftenuseit)toorganizeregularinspectionsofCompaniesàssetsor activityduringtheyear.eachinspectioncanresultintheconclusion,thatthecompanyparticipanthasviolated somelaws,decretsorrules,company-participantwilbeinabletodisprovesuchconclusionsorcorect violations.anymistakeofthe Company-participantconcerningfolowingexistinglegislation,rulesorresultsoflegalauthoritiesinspections mayleadtoimposingfines,punishements,aswelasmoreseveresanctionsorrequirements,someofthem may resultinceasinganumberofactivitiesofthecompanyparticipant,ilegalandadministrativesanctions,applied too cials. Suchdecisions,requirements,sanctionsandenforcinggovernmentalcontrolincreasescompanies participants expenses,caninfluenceextremelynegativelytheirbuisnessesbuisnesses,aswelasontheentirevionplatform. 6.5.Ilegalandarbitrarygovernmentalactions Legalauthoritieshaveagreatextentoffreedom andsometimesactselectivelyorarbitrary,withoutpreliminary notification,forpoliticorcommercialpurposes,sometimesbyilegalmethods.alsothegovernmenthasrightsto interfereinproductionprocessingcertaincircomstances,minimizeorstopperformingcontractsviadirect publishingnormativeandgovernmentalacts.itispointedoutthatilegalarbitrarygovernmentalactsincluding refusaloflicencesrevocation,unexpectedtaxinspections,makinglegaloradministravecases. 45

46 ЮРИДИЧЕСКАЯИНФОРМАЦИЯ Federalandlocalauthoritiesalsousedunclearmomentsindi erentisuuesconcerningselingtokensasa reasonforlegalsuitsorotherrequirementsinordertocancelorannulatetransactionsconnectedwiththem, quietoftenthereasonsforthiswereentirelypolitic.inthisenvironmentcompanies`competitorscanget preferencesfrom thegovernmentthatwilgivethem competitiveadvantage. CONTACTINFORMATION VIONUSAOU Regestrycode: Address:Harjumaakond,Talinn,KesklinnaLinnaosa,Narvamnt7-634,

47 Thankyouforattention!