Proposal description
We are asking DAO once again to support our work.What we have so far?
Working app
We've built working platform during 8 weeks of the development phase: (demo video, download)
Live test with Dash Community Members
We've been present on Dash Convention Europe in Uster (Zurich) and Munich as a team of 3 people and one DashTaxi car. During whole that time everyone could test our platform with the real ride. We had only couple of rides though. One of them was @kot!
Presentation in front of DAO at Dash Convention Europe
Here are some photos
Why ridesharing?
In our opinion this is a perfect environment to boost the adoption of Dash instant payments, promote Dash and its unique features and finally to support Dash Evolution. We believe that Dash cryptocurrency can become the first choice of micropayments and the way we think it can be achieved is through a service there is a demand for but at the same time is a pioneer thanks to the Dash payment solution it incorporates.
Project description
DashTaxi is a long term project with the development strategy spanning till 2020. We have started the work on this project by asking ourselves: What are the goals we want to achieve by introducing DashTaxi? We have listed them in the following way:
Mission
- introducing Dash to passenger transport market
- popularization of Dash cryptocurrency via creation of an example of an application based on such technology, used in everyday life and with high media potential.
- showcase of DashTaxi opportunities
- building an application that is used globally and is an easy entrance to the world of cryptocurrencies and modern forms of transport
- acquiring 2000 drivers in the first year
- popularization among customers 500k trips in the first year
- gathering valuable feedback from customers and drivers (at least 15% of users will share their opinion with us)
- building brand communication channels exceeding the reach of 500.000 people
- building a user return rate of at least 25% in the first year
- 100.000 of registered passengers in the first year
- building a sense of security and trust (brands and Dash cryptocurrency)
- reducing the mental barrier of entry into cryptocurrencies
- popularizing the use of Dash cryptocurrency in everyday life
- building high awareness of the DashTaxi brand in South America and the grounds for global expansion
One of the very first choices we had to make when planning the development of DashTaxi was the pilot market we want to target. Knowing that we want the solution to be introduced first in the places where it can bring high value we think the best decision is to start testing in Colombia. An extensive market research proves the decision is right.
The question on where to launch the solution first was not the only one we had to find the the answer to and hence we have carried a number of analysis which you can find the details of here: dash.taxi/marketing-strategy.pdf
About me
My name is Maciej Krasowski (https://www.linkedin.com/in/maciejkrasowski/ | https://fb.com/ddpunk). I come from Poland, city of Lodz. My background is programming (Ruby / Javascript). Since 2014 I am running a software development company called BinarApps (www.binarapps.com | https://clutch.co/profile/binarapps).
About BinarApps
BinarApps is a software design firm developing custom web and mobile software solutions for international growth startups which employ a team of over 70 software developers, graphics and UX designers, system architects, quality assurance specialists and project managers. The company is centrally located in Poland, in the city of Lodz and serves clients from sixteen countries on four continents and has successfully completed over 100 projects from a diverse range of business fields.
Full Business Plan
Here: http://dash.taxi/business-plan.pdf
DashWatch report
https://reports.dashwatch.org/SEP19/dashtaxi---ridesharing-with-dash-2nd-attempt.pdf
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Discussion: Should we fund this proposal?
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Voting No
As for your immature and poor choice of language, is the reason we do not have more 'active' DFO delivering results
Your examplary display of self restraint, does more then demonstrate that the dao is still in its infancy when few parties cannot communicate effectively without feeble and poor choice of language.
Have a great day.
It would be great to go through the DIF. The problem is they are not yet working. After some conversation with DIF representatives at Dash Convention in Zurich, we agreed that DashTaxi for now should try with proposal and conversations with the DIF will be continued after January. Once the DIF agrees to take us as an investment project, we will treat all DAO investments so far as the DIF investment.
Other way is to wait for the DIF and stop proposing. But this way we can loose momentum for great opportunity to start mass adoption with proper Dash DAPP.
As mentioned in our Business Plan - DashTaxi has got plans to become profitable business starting in around 6 months from the pilot starting (April 2020). This assumes 60 drivers minimum doing 700 rides per day. We assumed it will take 6 months for us to gather such number of drivers, but - it's a minimum effort based assumption. We believe it might be done faster.
Please find our Business Plan here: http://www.dash.taxi/business-plan.pdf and predicted Profit and Loss Account here: https://docs.google.com/spreadsheets/d/1B8uB1Uf6ehQ-F_141lNxxgIdRPj5E1PO_KTwOuE-q1w/edit#gid=2052806359
- what do competitors like Uber etc spend on google/facebook ads in the market you wish to enter?What’s their conversion rate? Cost per click? I want to understand what data you used to make the estimated results table displayed on P28 of the business plan.
- why are ride types other than ‘standard’ and ‘big transport’ being phased Between months 6 and 18 in the plan? Wouldn’t it make sense to start with a full product offering from the outset? Will this strategy compromise the user experience and ‘stickiness’ of the app? Based on your research 16 out of 34 rides per day per driver are going to be lost to Uber or a competitor from the outset. Is that correct?
- what research did you conduct to back up your assumption that each driver will average 4 rides per hour? Can you point to any data from Uber or a competitor that shows that this assumption is correct? It’s a crucial number because your whole business, revenue and profit projections depend on this being accurate. If it turns out to be closer to 2 rides per hour for the first 12 months (whilst you are trying to drive customers to the platform) then how will that impact your projections? You are forecast to make a small loss at 4 rides per hour, will you run out of cash if that target isn’t met?
Thanks
Walter
- We do not have information about spendings from Uber/Lyft/Bolt on Google Ads or Facebook. No one, besides them, has viable data on this I believe. The estimates you're asking about were done on medium CPC costs gathered on special keywords on particular regions. They are compared to CTR benchmarks in those categories. These estimates are based on medium market indicators. It is all connected to the marketing performance, and the final results may be better and worse than predicted.
- It's not about lost and comparing to Uber. It's a procedure on putting our app to the market. We believe it's way better to provide great and tested features, but less - than everything, but not prepared. We assume we need that approach (or similar) to deliver best quality and not loose UX.
- 4 rides per day is based on the Internet research and our interviews with the drivers. Minimum effort gives around 2-3 rides per day. Drivers with focus on full time job do 5-6 short rides. We assumed 4 as the agreement with the majority of the drivers we had discussion with.
In our predictions though we have put safer assumptions, where single driver does around 2 rides per hour. Based on that we have our math done.
Please see page 10 of Business Plan
b) if lower prices that Uber, then possible to get customers
c) what is the response to: how will a Dash Taxi service will be able to offer lower prices than Uber?
- 15% fee per ride (85% goes to driver) - Uber gets 25%-30%, thanks to that we're able to offer better prices for passengers
- better service experience (it's not that hard to build more intuitive apps than Uber)
- "proof of ride" - gamification for the drivers and passenger to get more Dash
b) challenge: that it IS hard to build a better app than Uber. A billionaire company with tons of money to spend on fine tuning the app
In terms of the passenger app - already everything has been done and what we can deliver is better experience with more happy drivers and proper service from their side.
b)
c)
Seems like an ever changing goal post
https://docs.google.com/spreadsheets/d/1B8uB1Uf6ehQ-F_141lNxxgIdRPj5E1PO_KTwOuE-q1w/edit#gid=2052806359