Project«VION» Whitepaper Creatingachainofspecialelectricgasstation fortrunk-tra cintheusaandnorthenamerica.
Tableofcontents INTRODUCTION ANNOTATION Taskdescription THEESSENCEOF«VION»PROJECT 5 5 5 6 Amarketreview ofmainroadtransportationintheusaandnorthenamerica Ashageofmainroadtransportationsinthegeneralcargo-flow Themarketvolumeofmainroadtransportationcarsanditsspecifics CurentsituationintheUSmarketofcargocars. 7 7 7 8 PerspectivesofthemarketlaunchofmainroadelectriccarsintheUSA Keyproducersofthemainroadelectriccars Mainroadcargoelectriccarsadvantages Acomparativeanalisisofprofitabilityofelectriccaranfthecarwithicediesel 10 10 11 12 Ahighwaysreview oftheusaandnorthernamerica Thesystem ofinterstatehighways Asystem ofnationalnumberedhightwayoftheusa 14 1414 15 APLANof«VION»projectpromotion Projectaim andtasks CALCULATIONOFTHEREQUIREDPARKELECTROTRUCKS,ANDJUSTIFICATIONFOR THENUMBEROFCHARGINGSTATIONSATTHESTARTOFTHEPROJECT Perspectivesforthefurtherprojectexpansionandmarketgrowthpotential 16 16 16 17 Descriptiono thefilingstationformainroadtransport Compulsoryrequirements ADDITIONALOPTIONS 18 1818 19 2
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 20 20 20 20 21 22 22 22 22 22 22 23 23 23 24 24 25 26 26 26 26 26 26 27 28 28 28 29
FeaturesofthedistributionoftokensonPreICOandICO Bonusprogram Tokensale UsageofVIONtokensaftertheICOcompletion 29 30 30 32 THETEAM Legalinformation Contactinformation 34 39 45 4
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
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 electricchargersformainroadtrainsevery500-800km (300-500miles); 2 organizationofpastimefordriversfor1hour(maximum chargingtimeoftheelectrictruck),includingthe possibilityofeating,hygieneandtemporaryrest. Onaverage,thestationsshouldbelocated600km (400miles)apart.Itisrecomended,foreconomicreasons,to buildstationsbetweentheroadsofoppositedirections,andincaseswherethiscannotbedone-onboth sidesofthehighway. InvestmentfundsareplannedtobegainedtheICO. 6
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 period2011-2016itgrew 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
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,in2015 45000,in2916 50000.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 situatedevery130-180km.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
Amarketreview ofmainroadtransportationin theusaandnorthenamerica 6 WesternStarTrucks(partofDaimlerCorporation) Figure1showstheannualoutputofheavy-dutytrucksin theunitedstates(grossweight Diagram 1.AnnualproductionofgrossweighttrucksintheUSA SOURCE:DataofinternationalassociationofcarmakersOICA(OrganisationInternationaledes Constructeursd'Automobiles) 9
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
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
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
Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa PurchasepriceSemi180000$+semi-Trailer20000$=200000$ PurchasepriceofDieseltractor80000$+semi-Trailer20000$=100000$ Costsper1km oftrackatsemi=0.79$/km,diesel=0.98$/km Theannualmileageofbothroadtrainsisthesame=150000km/year OperatingperiodatSemi=1600000km,atDiesel=1000000km Tari chargefortransportationof20tonsofcargo=1.4$/km Theresultsofcalculationsareshowninfigure2.Thetotalprofitwascalculatedby useofthefolowingformula: Curentannualproject=Resultsoftheprevious+ Profitfrom freighttransportationperyear-tranportationexpenses Diagram 2.Comparisonofrentabilityofelectriccarinternalenginetakingintoaccountexploitation expanses10years 1000000km -resourcefordiesel. New purchaseofdiesel(-100000$) Teslacontinuestooperate upto1,600,00km Profit loss,$ Startoftheusage purchasingelectric tractorsteslaanddiesel Yearof operation Mileage 0km 1year 150000 2year 300000 3year 4year 450000 600000 5year 750000 6year 900000 7year 1050 000 8year 1200 000 9year 1350 000 10year 1500 000 Asyoucanseefrom theexample,thestartpriceofaroadtrainwithiceistwotimeslowerthanthatofan electrictrainsemi.andintwoyearsofoperationbothroadtrainspaybackthecostoftheirpurchase. 13
Perspectivesofthemarketlaunchofmain roadelectriccarsintheusa But,duetoloweroperatingcosts,forthethirdyearofoperation,theannualprofitofSemibecomes higherthanthatofdiesel.inaddition,duetothelowerservicelifeofdiesel(1000km against1600000 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
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
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,about50-100 thousandmainroadtrains. 16
APLANof«VION» projectpromotion ThesefiguresarequitecorelatedwiththesalesvolumesofelectrictrucksdeclaredbyTesla.Asnotedabove, thestartofproductionisscheduledfor2019atthegigafactoryplant(nevada),andin2020thecompanyplans toproduce100thousandcarsperyear,by2023 150thousandcars. IfweaddtothisnumbertheplansofotherTeslacompetitors manufacturerstolaunchelectrictrucksonthe NorthAmericanmarketin2019-2020,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)x2+27000/600=255units. Thenumberofelectrictractorsforthem =250x255=63750units. (Providedthatalcarsaremovingonagivenroute) Thus,forthecost-e ectiveoperationofsuchanumberofstations,thefleetofmainvehiclesshould beabout65,000thousandunitsofrolingstockforstandardroutesandabout250000-500000unitsinthe constructionofgasstationswithoutreferencetotheroutes. Whenenteringtheannualsalesof150000units,theperiodofimplementationofthisstagewilbe3-4years. Andfinaly,inthelongerterm,asmentionedabove,electricmototruckswilcompletelyreplacetrucks workingoniceengines.thissituationwilrequirefulcoverageofelectricfilingstationswiththeneededdensity ofalmajorroutesoftheusa,southerncanadaandmajorhighwaysofmexico. ThetotallengthofroadnetworksInterstateHighwaySystem andnationalhighwaysystem is320000km If add about80000km ofroadsofcanadaandmexico,wecantalkaboutthetotallengthofslopesis400000km. 17
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
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
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 ofthetotalcurentusfleetin1900000roadtrains. 20
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,about50-100 thousandmainroadtrains. Forcost-e ectiveoperation,thenumberoffilingoperationsateachstationshouldbeatleast250perday. Thus,inayearat50stationswilbeperformed: 250x365x50=4562500ormoregasstations. Despitetheseemingsignificanceofthenumberofrefuelingstations,theshareoffreightmainroadtrains withelectricmotorsinthetotalfleetofusmaintrucksatthestartoftheproject,evenwiththeirmaximum numberisonly: 100000/1900000=5,3%. Withtheexpansionofthenetworkto250filingstations,theestimatedfleetofelectrictrucksshould be250-500thousandunits,or26.3% oftheirtotalnumber,andthenumberoffilingoperationsperyearwil approach: 250x365x250=22812500ormoregasstations. 21
SWOTANALISIS ExternalENVIRONMENT(OPPORTUNITIES) Nowadays,thetraditionalmainroadtransportwithicehasalmostcompletelyexhausteditscapabilitiesto furthersignificantlyreducetheconsumptionofliquidfuelandreduceharmfulemissions. Continuedtighteningoflegislationonenvironmentalpolutionandrestrictionsontheuseofvehiclesthat donotmeetnew standards. PossibleadoptionbytheFederalauthoritiesandindividualStatesofspecialprogrammestosupportand subsidizethepurchaseofgreenvehicleswithlow emissions. Theappearanceonthemarketofanumberofproposalsfrom manufacturersoftrucksaboutthe beginningin2019-2020ofmassproductionoftruckswithelectricmotors. 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
FINANCIALINDEXES Themainfinancialindexes (IncaseifHardcapisachieved) Theprojectaim Atotalamountofinvestment Atotalprojectplanninghorizon NPV(Netpresentvalue) IRR(Internalrateofreturn) Areturnperiod Adiscountedreturnperiod Terminalvalue Creationofachainoffilingstationsfor feirhtcarsintheusa 10years 26months 30months Dynamicofoperationprofit,$ (incaseifhardcapisachieved) 23
Net Profit EBITDA (ln case if Hard сар is achieved) 70000 60000 50000 40000 30000 20000 10000 о -10 ООО 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 - 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-10.01.2018. Start of the project-10.02.2018 Developing the analytical part of the project: 15.06.2018 Marketing, advertising campaign PrelC0: 16.06-14.10. 2018 е Holding PrelC0: 15.10-15.11.2018 е IC0 advertising campaign: 16.11-14.12.2018 8 The holding of IC0: 15.12.2018-15.03.2019 С) Project implementation. 8 СО ф The construction of 50 stations 1.04.2019-31.04.2020 Further expansion of the project. Construction of 250 stations-2020-2023.
Thelaunchoftheproject Theroadmap Fig.9.Vionroadmap Expansioncreation250stations 2020-2023 Puttingintooperation50stations 01.04.19-31.04.20 OrganizingICO 15.12.18-15.03.19 ICOadvertisingcampaign 16.11-14.12.18 OrganizingPREICO 15.10-15.11.18 PREICOmarketingadvertisingcampaign 16.06-14.10.18 Analisis 15.06.18 Thestartoftheproject 10.02.18 Theprojectidea 10.01.18 25
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
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
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 1 2 3 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
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 $1800000* *IndicatorsSoftcapandHardcaparecalculatedbasedonthefinancialmodelandthebonusprogram. IfSoftCapPreICOisnotreached,alfundswilbereturnedtoinvestors. PartofthefundscolectedatthePreICOstagewilbedirectedtothepromotionoftheVIONICOproject.The durationoftheadvertisingcampaignis1monthfrom theendofthepreicostage. IfSoftCapPreICOisreached,anICOwilbeheld,thelaunchofwhichisscheduledfor"15"deсember2018,the periodof3monthsuntil"15"march2019. SoftCapICO $3750000* HardCapICO $35700000* TotalamountoffundsplannedforHardCapPreICOandICO makes1800000+35700000=$37.5milion *IndicatorsSoftcapandHardcaparecalculatedbasedonthefinancialmodeland thebonusprogram. 29
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% 1111-15November-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. PublicsaleoftokensVIONinconductingPreICOwilbe15.10.2018on15.11.2018G.theMinimum levelof requiredinvestments(softcap),wilmake250thousanddolars.,themaximum bar(hardcap)wilbe$1.8milion. InconductingtheICOselingtokenswilbe15.12.2018for15.03.2019G.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
ATokenand blockchaineconomics Thedistributionoftokensandcolectedfunds Intotal,uponreachingtheHardcapPreICOandICOwilbereleased570miliontokensVION,whichwilbe distributedinthefolowingway: AtthePreICOstage,34200000tokens(6,0%); AttheICOstage 413250000tokens(72,5%); 8550000tokens(1.5%)wilbesenttothebountyprogram; 114000000(20%) reserveformanagementmotivation. Limitthenumberoftokens ThenominalpriceofthePreICOtoken NominalpriceofICOtoken Thetokenformat 570000000 1token=0.1$ 1token=0.1$ ERC20Ethereum token Thesmartcontractmechanism providesforthepreservationoftheseproportions,includingiflessfundsare colectedwithintheframeworkofpreicoandicothanplanned. PreICO(Hardcap)fundsintheamountof$1.8milionwilbedistributedasfolows: 1080000$(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
ATokenand blockchaineconomics Placement Afterthesale,thetokenswilberegisteredoncryptocurencyexchanges.Bitrex,Poloniex,Kraken,EXMOare forecastedtobeincludedinthelist Usageofblockchainintheproject 1 Investors.ImplementingPreICOиICO VIONtokenswilbelaunchedintheEthereum blockchainintheform oferc20tokens. Atotalof570milionVIONtokenswilbeissued,ofwhich34200000VIONtokenswilbedistributedduring theinitialo eratthepreicostagefrom October152018toNovember152018and413200000tokensatthe 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 andsentbye-mail.thereareonlytwotypesofanswers "Yes"or"No". AttheendofMarch2019,iftheICOissuccessfulycompleted,thequestionofwhichroutesandinwhat ordertobuildgasstationscanbeputtothevote. Inthefuture,themostimportantissuesonassetmanagementwilbediscussed.Duringtheyear,holdersof thetokenscansendittothemanagersofvionleterwiththeirproposalsonthecontentoffutureissues. 32
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: 1 2 3 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
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#1511413 BachelorDegreeinCivilEngineer. MasterinBridgeandTunel. 34
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:/www.linkedin.com/in/lukasalexandergroup/ Maxim Ryzhakov ChiefInformationO cer Maxim dedicated10+yearstoitindustryandisrecognizedasa top-classspecialistbylargestinternationalcompanies:tnkbritish Petroleum,Rosneft,NorilskNickel. Education: INSEAD-ExecutiveMBA. HampsteadSchool,London Economics. RussianUniversityofEconomicsPlekhanov Finance. 35
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:/www.linkedin.com/in/%d1%81%d0%b5%d1%80%d0%b3%d0%b5%d0% B9-%D0%BA%D0%B0%D1%80%D0%BF%D0%BE%D0%B2-a67801166/ 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
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:/www.linkedin.com/in/jaime-herdoiza-holguin-pmp-95745a35/ 37
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
ADVISORS SelmaRadzivanovich AdvisorDesign Selmahasgainedexperienceinthefieldoffilm,WEBdesign, photographyandtheartsingeneral. Education: BTKUniversityofArtandDesign2018 2021 VGIK,THEGERASIMOVINSTITUTEOFCINEMATOGRAPHY,MOSCOW, RUSSIA(THEANIMATION,MULTIMEDIA,FILMMAKING) STUDIO4,NEW YORK,USA htps:/www.linkedin.com/in/selma-radzivanovich-31856b167/ 39
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
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
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
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
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
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
ЮРИДИЧЕСКАЯИНФОРМАЦИЯ Federalandlocalauthoritiesalsousedunclearmomentsindi erentisuuesconcerningselingtokensasa reasonforlegalsuitsorotherrequirementsinordertocancelorannulatetransactionsconnectedwiththem, quietoftenthereasonsforthiswereentirelypolitic.inthisenvironmentcompanies`competitorscanget preferencesfrom thegovernmentthatwilgivethem competitiveadvantage. CONTACTINFORMATION VIONUSAOU Regestrycode:14498723 Address:Harjumaakond,Talinn,KesklinnaLinnaosa,Narvamnt7-634,10117 www.vionusa.com 46
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