| 5.1 Service Evaluation
18 Eliza Agenda | | |
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| 51.18. Eliza Agenda: | | 1. A meeting has been requested to propose an improved business development package. | | 2. What was good enough for the past decade will not be good enough for the next decade. | | 3. No decisions today; because time is needed to review all options and then actions not words will dictate the future. |
| 2. Topics: | | 1. Foundation. | | 2. General Data Protection Regulation. | | 3. Investment Fund. | | 4. Any other matters. Any questions. |
| 4. General Data Protection Regulation: | | 1. GDPR Articles are identified as UK law that will be enforced from 25 May 2018. | | 2. Supply Chain: | | (1). Owner is called the Data Controller of their business data including the Bespoke Application Service that processes personal data. | | (2). ASP is called the Data Processor providing the Bespoke Application Service on behalf of the Owner. | | 3. What the ASP must do: | | (1). Public: Privacy Notice as Article 5.2 to every person. Public Web Site. | | (2). Public: Contact Us as Article 13.1a+1b and Article 38.4 for every person. Public Web Site. | | "How do you prevent by data from being stolen in compliance with Article 5.1.f?" | | (3). Private: Subject Access Request as Article 15: Personal Rights access for every person as Article 13. Consent evidence as Article 7. | | (4). Private: Data Protection Officer as Article 37: Data Protection Impact Assessment (DPIA) as Article 35: Notification of Data Breach as Article 33. | | 4. What the Owner must do: | | (1). Data Controller Due diligence as Article 26.1: 20 questions and replies. | | (2). Data Controller : Data Processor Agreement as Article 26.3. | | Please click here to popup more information about Data Protection Application Service | | Please click here to popup more information about GDPR Due diligence | | Please click here to popup more information about DC-DP Agreement |
| 5. Research Investment Fund: | | 1. The person with a bulldozer can earn more than the person with a shovel. | | 2. The broker with an Artificial Intelligent Assistant (Eliza) can do more than a broker with a spread sheet. | | 3. Eliza can do the work of a large number of brokers and can reduce your cost of doing business. Eliza never forgets, works 24*7 and does not make errors. | | 4. What is your plan to increase your productivity and increase your net worth? What tools do you need to make you worth more? | | 5. ASP is in a position to invest in your business to significantly increase your company revenue. After your ASP has doubled your revenue, your ASP may ask for higher subscription fee. | | 6. ASP has a large number of Knowledge Engineers who may be used to follow your instructions to double your company revenue. What do you want them to do? Can procedures be provided? | | 7. If and when you can document what you need, your ASP can make it happen. What application do sales people need on their smart phone to be able to give their customer a quotation in a few moments? What brokerage facilities are needed to automate renewals, on-time, every-time? |
| 6. Any Other Business: | | 1. Consent evidence. Months payment is consent to continue for one more month. Right to withdraw consent at any time. |
| 7. Any Questions: | | 1. How can any brokerage expect to comply with GDPR when people are stuck with twenty year old technology like spread sheets and email? Staff training is the responsibility of each company, but could the bespoke application service include data protection awareness tutorials? | | 2. How can any brokerage expect to survive the next decade while using obsolete methods of the past decade? | | 3. Does anybody still get their vehicle or vessel insurance quotation by phoning their brokers call center who will get back to them the next day? | | 4. How many people still queue up in a bank to ask a clerk to move some of their money from their savings account to their current account? | | 5. Does your company have a five year strategic plan and does that strategic direction add value? |
| 8. Glossary: | | 1. Brokerage is an intermediatary firm that facilitates a contract agreement between a customer and a supplier. | | 2. Exchange is a trading platform that facilitates brokerage with privacy and secrecy for customers and suppliers. | | 3. DEBE is the Disruptive Energy Brokerage Exchange as a trading platform for energy brokers that is also used by customers and suppliers. | | 4. Verbal Dialogue is where people are able to ask questions and have the reply spoken to them; and have Eliza ask questions for people to verbally reply in context to replace data entry. | | 5. Diary of every job done and schedule of what has to be done. Evidence of what was not done. | | 6. Disruptive means customer focus, the customer does the work and the customer gets rewarded without delay. |
| Document Control: | | 1. Document Title: Eliza Agenda. | | 2. Reference: 165118. | | 3. Keywords: Eliza Agenda. | | 4. Description: Eliza Agenda. | | 5. Privacy: Publicly shared with applicable approved people. | | 6. Issued: 1 Feb 2018. | | 7. Edition: 1.3. |
| Glossary | | OHS means ISO 45001 Occupational Health and Safety standard. | | BIM means Building Information Modelling standard, maturity level 2. | | CDE means Common Data Environment to collaborate and share information between parties. | | Membership means a company has paid (in advance) for its staff and sub-contractors to self-register and use a site CDE service. |
| Business Model: | | 1. Eliza is an artificial intelligent assistant that learns new service skills from business rules - its a service that builds new services. | | 2. Application programming has been avoided to eliminate program vulnerabilities, to eliminate software patching and to eliminate maintenance downtime. | | 3. New services are added without adding to the internal structure, without meetings and with negligible internal cost. | | 4. The internal structure is organised as a large number of small teams, where every team communicates with other teams using online application services that eliminate meetings, eliminate delays and minimise costs. | | 5. Where an internal team do not have a specific internal service, then each team have the right to provide that specific service from their dashboard. | | 6. The objective is to ensure that every service needed to provide bespoke application services is provided as a service that can be self-configured from a dashboard. | | 7. As an after-thought, those same online service are also available to customers and suppliers to ensure that new services can be configured without delay, without meetings and with a cost that is less than every competitor. |
| New Business Opportunity | | 1. Every team have the right to create new services that match the business requirements of any customer or supplier. | | 2. PowerPoint presentations are not permitted, but a well documented proposal to ISO documentation quality is acceptable where internal funding is required. | | 3. Every team has the right to spend their own revenue any way they choose but do not have the right to spend the revenue of any other team. |
| Business Model | | 1. A service is provided for a month and then invoiced to be paid in the following month. The customer may terminate the arrangement at any time by not paying for the service provided. | | 2. A service is provided for a week and then invoiced to be paid in the following week. The customer may terminate the arrangement at any time by not paying for the service provided. | | 3. A service is provided for a day and then invoiced to be paid the following day. The customer may terminate the arrangement at any time by not paying for the service provided. | | 4. The internal cost of managing payments is significant, but ten-times less than the internal cost of managing non-payments. | | Per Person per Month: fees are not recommended because not all people use the application in the same may and it is not reccommended to do anything to minimise the number of people involved. | | Per Site per Month: fees are recommended because it has been proven over 20 years with an understanding that some sites do a lot more transactions than other sites. | | Contract: agreements are not worth the paper they are written on because one party cannot afford to take the other party to court to win damages that are less than the cost of a barrister for the day. Taking a customer to court is not the best way to build a long term substainable business. | | 5. Asking for a payment in advance is reasonable, but will eliminate more than 60% of all potential customers. To pay for a product in advance is expected, but to pay for a service in advance is not expected. | | Membership: is a service that people will pay for in advance - a membership fee gives a company a site identity number and any number of people may self-register to use that site identity. Every week that the company pay a membership fee for their site identity, can their staff and subcontractors self register and use that site identity. | | 6. OHS services are provided free-of-charge to staff and sub-contractors who self register with a site CDE membership number. | | 7. Customers and Contractors pay (in advance) a modest (weekly or monthly) membership fee for a site CDE number that may be reused by their staff and sub-contractors who self-register. Based on the contract size, a weekly or monthly membership fee is agreed in advance with each customer and conractor. |
| Benefit Analysis | | 1. The service cost is half the value of the benefit provided. | | 2. Where a service provides management information that would cost four man-days to hand craft each month, then the service cost is two man-days per month. | | 3. Actual manpower costs include pension and holiday pay that will be at least 1.5 times the minimum living wage - say 15 pounds per hour - say 120 pounds per day. | | 4. Where no benefit is perceived by a customer then no service should be provided because the customer is highly motivated to only pay when real benefits exist. A long term sustainable business cannot be built where no benefits can be identified by customers. | | 5. Every day and every week, the benefits enjoyed by the customer must be identified and defined to justify the invoice and make the payment happen. | | 6. One Percent: of contract value is an alternate estimate of actual benefit. Payments from the customer to the contactor may be reduced by one percent to pay for the common data environment provide for each site - the customer pays the one percent to the application service provider. The one percent business model is only applicable where the application service provided is involved in such a way that the payments being made down the supply chain are being managed or known. |
| Occupational Health and Safety | | 1. Building services for compliance with ISO 45001 Occupational Health and Safety (OHS) standard is complex and in direct competition with companies that choose not to comply. | | 2. Only those companies that embrace the benefits of OHS deserve to have access to such OHS services and will be comfortable to pay for such services. | | 3. Where a company can only win a short term contract by "pretending" to embrace OHS services, may be the same company that promise to pay but never do pay. | | 4. Where a company gets real operational benefits from OHS services such as reducing internal office costs by one man-days per week, will they be happy to pay a weekly fee equivalent to four-hours per week. | | 5. Where many companes are involved in a supply chain, then each and every company that gains a benefit can be asked to pay for half that benefit and will be happy to pay for half the benefit. Where any company chooses not to use the OHS services, may be the same company that chooses not to pay for OHS service after they have had access to the service. |
| Building Information Modelling | | 1. A major building customer such as GH may have a large number of sites and a large number of people working at each site. | | 2. A building customer will employ a large number of contractors and each contractor will employ a variable number of sub-contractors. | | 3. The daily variance in number of people on-site can be dramatic with up to ten contractors bringing in between 4 to 40 people. | | 4. Who is the customer, who pays and what happens when they do not pay. | | 5. A top-down business information model may be deployed where the top level customer dictates that every person on-site complies with their mandated OHS services. The top-level customer enjoys the biggest benefit with a consolidation of consistent OHS data from every person on-site, regardless of who pays whom. | | 6. The customer may choose to delegate OHS responsibilities down to contractors while demanding daily shared information. The top-level customer has a benefit and each contractor has a benefit that they can pay for. The contractor can expect to be pressured into using the same OHS service so the customer can consolidate common information on a daily basis. Where a contractor chooses to use their own in-house system, then the customer may accept or reject the quality and style of that in-house system. Where a contractor chooses not to pay for the recommended OHS service, then it may be too late to do anything without upsetting the overall project plan. | | 7. Membership of a sites BIM Common Data Environment (CDE) means weekly or monthly payment in advance. Where a contractor chooses not to pay to join the site membership, then they do not enjoy the benefit of the OHS services and the customer may become more demanding in the quality of daily paper documents as pressure to become a member. |
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