DeskBell

Blockchain project DeskBell Chain is based on the existing DeskBell service, which enables hotels to get out an important information to the guests and keep communication with them via chat.

About DeskBell

DeskBell Chain is planned to extend the capabilities of a currently existing application (DeskBell hotel booking) in order to give users the ability to earn tokens while traveling. Users will be able to participate in travel-focused promotional programs in order to earn DBT tokens, which are used to pay for goods and services provided by businesses participating in the DeskBell ecosystem.

Token Sale Use of Blockchain

Product

2.6
Product
Readiness

Is the product ready for use? Is there a working prototype or MVP? How long until it is operational?

3.0
N/A
3 - Prototype / MVP / alpha.
Appeal

How appealing is the product? How good or necessary is it? Does it have a distinct edge?

2.0
N/A
2 - Meh, okay.
Target User Base

Is it mass market or niche?

3.0
N/A
3 - Has growth potential.
Competition

Are there many other similar solutions or is this one of just a few, or even one of a kind?

3.0
N/A
3 - Some normal competition.
Innovation

How innovative or inventive is the product, either conceptually or technologically?

2.0
N/A
2 - Some, but nothing outstanding.

Product

The existing mobile application, which currently has no blockchain integration, is available for iOS and Android (both apps were last updated on October 6, 2017). The existing platform is planned to expand its functionality via the incorporation of tokens. The reception level for the currently available mobile applications appears to be relatively low – both applications have low numbers of downloads and ratings, although their ratings are quite high. There is a fair level of competition with blockchain projects that are targeting the tourism industry. It is stated that the organization has a “fully operating DeskBell service for the hotels and DeskBell Chain project for its monetization, which is going to be presented on the ICO”.

Product Whitepaper

Use of Blockchain

1.8
Use of Blockchain
Blockchain Development

Is blockchain technology essential? Does it make the solution significantly different and better?

2.0
N/A
2 - Some smart contract functionality.
Disruptive Blockchain Advantage

How disruptive is the introduction of blockchain technology into the product's market space?

2.0
N/A
2 - Some, but not much.
Need for a Custom Token (vs. BTC or ETH)

Is the token essential or could it be done just as well or better with fiat or Bitcoin?

1.0
N/A
1 - None really, just fundraising.
System Decentralization (besides token)

How decentralized is the system architecture other than the token (e.g., data collection, storage, access, and use, or decision making processes, etc.)?

2.0
N/A
2 - Centralized with some plans to decentralize.
Contribution to Blockchain Ecosystem

How compelling is the solution's contribution to the evolution of blockchain infrastructure and economy?

2.0
N/A
2 - Meh, okay.

Use of Blockchain

DBT is an ERC20 compliant token. It is stated that the DeskBell Chain solution will facilitate an “ecosystem of mutual motivation”. Clearer discussion with regard to the token’s value proposition should be provided in the whitepaper. It is stated that the “mutual motivation” component of the platform consists of a promotional program wherein participating users willl be rewarded for completing an activity or visiting a location, and the tourist site will also receive a reward. It is stated that DBT tokens act “as a unit of the internal currency of the DeskBell service”. There is seemingly little need to create a custom token other than to generate funds for the platform.

Use of Blockchain Roadmap

Whitepaper

3.2
Whitepaper
Comprehensiveness

Does it cover the full scope of the problem and solution?

3.0
N/A
3 - Covers most key issues; a few holes.
Readability

Is it easy enough to understand?

3.0
N/A
3 - Readable, takes some time.
Transparency

Does it candidly describe and disclose where the project now stands, how much exists and how much still needs to be done, etc.?

5.0
N/A
5 - Candid openness.
Business Plan Presentation

Does it contain a viable, comprehensive business plan?

3.0
N/A
3 - More information required.
Technology Presentation

Does it present a well thought out technological architecture? Does it address implementational challenges?

2.0
N/A
2 - Missing critical information.

Whitepaper

The whitepaper is 31 pages long. The technology plan is presented with significantly low levels of detail. Technical discussion regarding how blockchain technology will be implemented and incorporated into the existing application is minimal. The document primarily discusses the proposed features and future capabilities of the application. The business plan is presented in moderate detail. There is discussion regarding how various parties would benefit from the platform, including users, token holders, and the travel industry as a whole. Brief market research is also presented in the document. However, much more content should be provided regarding the token economics of the platform (value proposition for the token, for example). Overall, the whitepaper lacks detail.

Whitepaper Compliance

Roadmap

2.6
Roadmap
Concreteness

Is there a concrete and practical development plan (vs. just a conceptual vision)?

3.0
N/A
3 - An overall plan, major milestones stated.
Feasibility

Is the development plan realistic? Is it based on reasonable goals and timelines?

3.0
N/A
3 - Optimistic.
Vision

Is there a larger, long-term vision?

2.0
N/A
2 - Riding the current wave.
Dependencies (services or capabilities)

How available, operational, or trusted are the other systems or capabilities on which the project relies?

3.0
N/A
3 - Imperfect but available, or using substitutes.
Current Position

Where is the project now, relative to its vision and plans?

2.0
N/A
2 - Critical obstacles ahead.

Roadmap

The roadmap presented in the whitepaper spans from 2018 to 2020. The 8 milestones are grouped by their expected year of completion and the descriptions for most of the milestones are somewhat vague. For instance, one of the milestones in 2018 was the “development and implementation of the ecosystem of mutual motivation DeskBell Chain”. The roadmap presented on the DeskBell website is slightly more comprehensive. Milestones reached thus far include the release of the mobile application and the API. Based on this roadmap, the only milestone for 2018 is the “finalization of the current service and mobile applications” and the “implementation of new functionality required for the DeskBell Chain platform”, both of which are quite vague descriptions.

Roadmap Company and Team

Compliance

2.8
Compliance
Token Utility (value through usage)

How much use is there for the token itself (regardless of its value as an investment vehicle)?

2.0
N/A
2 - Minimal or contrived.
Token as Security (tradable instrument)

How valuable is the token as an investment vehicle or financial instrument?

3.0
N/A
3 - Partly; compliance not fully assured.
Token/Smart-Contract Readiness

Is the blockchain infrastructure of the project ready for use? Is there a working prototype or MVP? How long until it is operational?

1.0
N/A
1 - Nothing yet, just an idea.
Attention to Compliance Issues

How much attention is given to compliance (via token and ecosystem design, token sale participation, etc.)? Is this issue addressed directly and coherently?

4.0
N/A
4 - Specific, detailed.
Legal Review/Risk Assessment

What kind of legal documentation (reviews or agreements) and risk assessment are provided?

4.0
N/A
4 - Professional.

Compliance

There is a section at the end of the document that discusses the legal considerations of the organization and the DBT token. It is is explicitly stated that DBT tokens are not to be considered securities. The organization “is running the ICO in accordance with the current legislation of the Republic of Estonia”. There is a group of documents presented on the DeskBell website that cover a wide range of legal topics including: terms and conditions, token sale agreement, privacy policy, refund policy, and AML procedure. Overall, these documents are quite comprehensive and professionally written.

Compliance Token Sale

Company and Team

3.0
Company and Team
Company Stage and Foundation

Is the company already established? Has it raised funds before? Is it mature?

4.0
N/A
4 - Established with some fundraising history.
Background of Lead Team Members

Do we know who they are? Do they have LinkedIn profiles? Do they have solid, relevant backgrounds?

3.0
N/A
3 - Minimally sufficient.
Team Assembly and Commitment

Is a solid, fully committed core team in place? Do they have online (e.g. LinkedIn) profiles showing sufficient relevant experience? Is their participation transparent?

2.0
N/A
2 - Lacking in key areas.
Team Skill Set Relevance

Does the amount of talent and skill in each area seem to fit the project requirements?

3.0
N/A
3 - Correlated to project requirements.
Team Skill Set Balance

Is the team well-rounded (biz/tech/blockchain)? Is there sufficient talent and skill in all areas of required development?

3.0
N/A
3 - Somewhat uncertain, probably okay.

Company and Team

The team of 8 individuals is listed on the DeskBell website, along with the members’ profile pictures, short descriptions and links to social media profiles. There appear to be low levels of LinkedIn activity for most of the team members (low number of connections and minimal details provided for prior work experiences). The skill set of the team is slightly skewed towards business development as opposed to technology. Overall, there is not much content in the LinkedIn profiles of most of the team members, thus skill relevance is not assured.

Company and Team Product

Token Sale

2.6
Token Sale
Raise Amount Max

Is there a clear cap? Is the maximum raise amount modestly sufficient (as opposed to either greedy or insufficient)?

3.0
N/A
3 - Justifiable.
Raise Amount Min

Is the minimum raise reasonable considering the development plan? Are there raise-amount dependent milestones?

4.0
N/A
4 - Reasonable, sensible.
Fund Allocation

Is fund distribution and allocation reasonable and justified?

2.0
N/A
2 - Use of funds only loosely defined.
Token Allocation

Is the ratio of tokens sold to those kept reasonable? Does it prevent the company from having too much control?

2.0
N/A
2 - Unclear or suspicious.
Media Presence and Following

Is the sale being talked about in Reddit, Bitcointalk, Social Media, Medium, etc.? Is information available and accessible? Is there interest?

2.0
N/A
2 - Minor exposure and interest, or ambivalent reception.

Token Sale

The total number of DBT tokens is 212 million (43.9% is for the ICO, 3.3% is for the presale, 2.7% is for bonuses, 0.1% is for the bounty program, and 50% is for the DeskBell Chain/liquidity). Vesting periods are not clearly indicated. The allocation of funds is described in fairly low levels of detail. It is stated that during the pre-ICO phase, funds will be distributed as follows: 10% for project needs (scaling and team resources) and 90% for marketing. Distribution of funds for the ICO is planned to be 30% for further development of the DeskBell service (staff assistance and service development), and 70% for marketing. The soft cap is 600 ETH and the hard cap is 7000 ETH, where 1 ETH = 1000 DBT. The token sale takes place on March 26, 2018 to April 9, 2018.

Product

The existing mobile application, which currently has no blockchain integration, is available for iOS and Android (both apps were last updated on October 6, 2017). The existing platform is planned to expand its functionality via the incorporation of tokens. The reception level for the currently available mobile applications appears to be relatively low – both applications have low numbers of downloads and ratings, although their ratings are quite high. There is a fair level of competition with blockchain projects that are targeting the tourism industry. It is stated that the organization has a “fully operating DeskBell service for the hotels and DeskBell Chain project for its monetization, which is going to be presented on the ICO”.

Category Breakdown
Readiness

Is the product ready for use? Is there a working prototype or MVP? How long until it is operational?

3.0
N/A
3 - Prototype / MVP / alpha.
Appeal

How appealing is the product? How good or necessary is it? Does it have a distinct edge?

2.0
N/A
2 - Meh, okay.
Target User Base

Is it mass market or niche?

3.0
N/A
3 - Has growth potential.
Competition

Are there many other similar solutions or is this one of just a few, or even one of a kind?

3.0
N/A
3 - Some normal competition.
Innovation

How innovative or inventive is the product, either conceptually or technologically?

2.0
N/A
2 - Some, but nothing outstanding.
Product Score:
2.6

Use of Blockchain

DBT is an ERC20 compliant token. It is stated that the DeskBell Chain solution will facilitate an “ecosystem of mutual motivation”. Clearer discussion with regard to the token’s value proposition should be provided in the whitepaper. It is stated that the “mutual motivation” component of the platform consists of a promotional program wherein participating users willl be rewarded for completing an activity or visiting a location, and the tourist site will also receive a reward. It is stated that DBT tokens act “as a unit of the internal currency of the DeskBell service”. There is seemingly little need to create a custom token other than to generate funds for the platform.

Category Breakdown
Blockchain Development

Is blockchain technology essential? Does it make the solution significantly different and better?

2.0
N/A
2 - Some smart contract functionality.
Disruptive Blockchain Advantage

How disruptive is the introduction of blockchain technology into the product's market space?

2.0
N/A
2 - Some, but not much.
Need for a Custom Token (vs. BTC or ETH)

Is the token essential or could it be done just as well or better with fiat or Bitcoin?

1.0
N/A
1 - None really, just fundraising.
System Decentralization (besides token)

How decentralized is the system architecture other than the token (e.g., data collection, storage, access, and use, or decision making processes, etc.)?

2.0
N/A
2 - Centralized with some plans to decentralize.
Contribution to Blockchain Ecosystem

How compelling is the solution's contribution to the evolution of blockchain infrastructure and economy?

2.0
N/A
2 - Meh, okay.
Use of Blockchain Score:
1.8

Whitepaper

The whitepaper is 31 pages long. The technology plan is presented with significantly low levels of detail. Technical discussion regarding how blockchain technology will be implemented and incorporated into the existing application is minimal. The document primarily discusses the proposed features and future capabilities of the application. The business plan is presented in moderate detail. There is discussion regarding how various parties would benefit from the platform, including users, token holders, and the travel industry as a whole. Brief market research is also presented in the document. However, much more content should be provided regarding the token economics of the platform (value proposition for the token, for example). Overall, the whitepaper lacks detail.

Category Breakdown
Comprehensiveness

Does it cover the full scope of the problem and solution?

3.0
N/A
3 - Covers most key issues; a few holes.
Readability

Is it easy enough to understand?

3.0
N/A
3 - Readable, takes some time.
Transparency

Does it candidly describe and disclose where the project now stands, how much exists and how much still needs to be done, etc.?

5.0
N/A
5 - Candid openness.
Business Plan Presentation

Does it contain a viable, comprehensive business plan?

3.0
N/A
3 - More information required.
Technology Presentation

Does it present a well thought out technological architecture? Does it address implementational challenges?

2.0
N/A
2 - Missing critical information.
Whitepaper Score:
3.2

Roadmap

The roadmap presented in the whitepaper spans from 2018 to 2020. The 8 milestones are grouped by their expected year of completion and the descriptions for most of the milestones are somewhat vague. For instance, one of the milestones in 2018 was the “development and implementation of the ecosystem of mutual motivation DeskBell Chain”. The roadmap presented on the DeskBell website is slightly more comprehensive. Milestones reached thus far include the release of the mobile application and the API. Based on this roadmap, the only milestone for 2018 is the “finalization of the current service and mobile applications” and the “implementation of new functionality required for the DeskBell Chain platform”, both of which are quite vague descriptions.

Category Breakdown
Concreteness

Is there a concrete and practical development plan (vs. just a conceptual vision)?

3.0
N/A
3 - An overall plan, major milestones stated.
Feasibility

Is the development plan realistic? Is it based on reasonable goals and timelines?

3.0
N/A
3 - Optimistic.
Vision

Is there a larger, long-term vision?

2.0
N/A
2 - Riding the current wave.
Dependencies (services or capabilities)

How available, operational, or trusted are the other systems or capabilities on which the project relies?

3.0
N/A
3 - Imperfect but available, or using substitutes.
Current Position

Where is the project now, relative to its vision and plans?

2.0
N/A
2 - Critical obstacles ahead.
Roadmap Score:
2.6

Compliance

There is a section at the end of the document that discusses the legal considerations of the organization and the DBT token. It is is explicitly stated that DBT tokens are not to be considered securities. The organization “is running the ICO in accordance with the current legislation of the Republic of Estonia”. There is a group of documents presented on the DeskBell website that cover a wide range of legal topics including: terms and conditions, token sale agreement, privacy policy, refund policy, and AML procedure. Overall, these documents are quite comprehensive and professionally written.

Category Breakdown
Token Utility (value through usage)

How much use is there for the token itself (regardless of its value as an investment vehicle)?

2.0
N/A
2 - Minimal or contrived.
Token as Security (tradable instrument)

How valuable is the token as an investment vehicle or financial instrument?

3.0
N/A
3 - Partly; compliance not fully assured.
Token/Smart-Contract Readiness

Is the blockchain infrastructure of the project ready for use? Is there a working prototype or MVP? How long until it is operational?

1.0
N/A
1 - Nothing yet, just an idea.
Attention to Compliance Issues

How much attention is given to compliance (via token and ecosystem design, token sale participation, etc.)? Is this issue addressed directly and coherently?

4.0
N/A
4 - Specific, detailed.
Legal Review/Risk Assessment

What kind of legal documentation (reviews or agreements) and risk assessment are provided?

4.0
N/A
4 - Professional.
Compliance Score:
2.8

Company and Team

The team of 8 individuals is listed on the DeskBell website, along with the members’ profile pictures, short descriptions and links to social media profiles. There appear to be low levels of LinkedIn activity for most of the team members (low number of connections and minimal details provided for prior work experiences). The skill set of the team is slightly skewed towards business development as opposed to technology. Overall, there is not much content in the LinkedIn profiles of most of the team members, thus skill relevance is not assured.

Category Breakdown
Company Stage and Foundation

Is the company already established? Has it raised funds before? Is it mature?

4.0
N/A
4 - Established with some fundraising history.
Background of Lead Team Members

Do we know who they are? Do they have LinkedIn profiles? Do they have solid, relevant backgrounds?

3.0
N/A
3 - Minimally sufficient.
Team Assembly and Commitment

Is a solid, fully committed core team in place? Do they have online (e.g. LinkedIn) profiles showing sufficient relevant experience? Is their participation transparent?

2.0
N/A
2 - Lacking in key areas.
Team Skill Set Relevance

Does the amount of talent and skill in each area seem to fit the project requirements?

3.0
N/A
3 - Correlated to project requirements.
Team Skill Set Balance

Is the team well-rounded (biz/tech/blockchain)? Is there sufficient talent and skill in all areas of required development?

3.0
N/A
3 - Somewhat uncertain, probably okay.
Company and Team Score:
3.0

Token Sale

The total number of DBT tokens is 212 million (43.9% is for the ICO, 3.3% is for the presale, 2.7% is for bonuses, 0.1% is for the bounty program, and 50% is for the DeskBell Chain/liquidity). Vesting periods are not clearly indicated. The allocation of funds is described in fairly low levels of detail. It is stated that during the pre-ICO phase, funds will be distributed as follows: 10% for project needs (scaling and team resources) and 90% for marketing. Distribution of funds for the ICO is planned to be 30% for further development of the DeskBell service (staff assistance and service development), and 70% for marketing. The soft cap is 600 ETH and the hard cap is 7000 ETH, where 1 ETH = 1000 DBT. The token sale takes place on March 26, 2018 to April 9, 2018.

Category Breakdown
Raise Amount Max

Is there a clear cap? Is the maximum raise amount modestly sufficient (as opposed to either greedy or insufficient)?

3.0
N/A
3 - Justifiable.
Raise Amount Min

Is the minimum raise reasonable considering the development plan? Are there raise-amount dependent milestones?

4.0
N/A
4 - Reasonable, sensible.
Fund Allocation

Is fund distribution and allocation reasonable and justified?

2.0
N/A
2 - Use of funds only loosely defined.
Token Allocation

Is the ratio of tokens sold to those kept reasonable? Does it prevent the company from having too much control?

2.0
N/A
2 - Unclear or suspicious.
Media Presence and Following

Is the sale being talked about in Reddit, Bitcointalk, Social Media, Medium, etc.? Is information available and accessible? Is there interest?

2.0
N/A
2 - Minor exposure and interest, or ambivalent reception.
Token Sale Score:
2.6
What is the current state of development for the upgraded (blockchain-integrated) DeskBell application and when will this be verifiable on GitHub?

At the moment, we have fully operating DeskBell service for the hotels and DeskBell Chain project for its monetization, which is going to be presented on the ICO. The development and implementation of the updated version based on the blockchain technology will begin after the ICO. Now, the whole team is actively engaged in the preparation of the ICO.

How many unique users are currently using the iOS and Android applications?

At the moment, each platform has around a hundred active users.

Tourists use DeskBell only while staying at the hotel. As we described it in the Whitepaper, currently the service is represented mainly by the local hotel business. The partners of DeskBell are 200 local hotels and several hotels overseas. In combination with the mentioned factors, the application has a single daily audience considering the situational specifics of use.

DeskBell Chain project aims to keep users in the application, finding it more extensive in implementation and motivating to constant participation in programs. Also, the biggest part of the raised funds will be aimed at increasing the coverage of the service to the world level.

Please discuss the token allocation to the DeskBell Chain (50% of total supply) in more detail and provide a quantitative breakdown of its constituents, if possible.

We analyzed the economy and the development prospects of DeskBell service and the integration of DeskBell Chain platform within the hotel industry, as well as the required volume of DBT tokens to cover the expected and the most desired demand for them. Accordingly, a calculation of the amount of emission was made from required number of tokens for the ICO and DeskBell reserve. It is expected that the main vendor of tokens within DeskBell Chain project will be tokens’ owners, and DeskBell’s own reserve will be used only to maintain the liquidity of the token.

It is stated that "In order to comply with the requirements of the legislation, a detailed legal assessment of the platform was carried out and the documents, necessary for conducting activities in accordance with the highest world standards were developed." What are these world standards specifically?

DeskBell Chain legal development complies with the norms of international legislation and legislation of the country of residence of the project. We take into account the peculiarities of the legislation of those countries where the possible participation of citizens in the ICO is banned or severely restricted. Also, we obtained special licenses for conducting crypto-currency activities and all legal documentation was published at https://deskbell.io.

Which businesses (if any) have agreed to accept DBT tokens as payment?

Firstly, DeskBell Chain is in the drafting process. The purpose of the ICO is to gain money for further development of the project. Secondly, the use of tokens for direct payment is not planned in the nearest future (not earlier than 2019), and it depends not only on us, but also on the prospects for the development of crypto-currency and Ethereum, where our project can play an important role. DBT tokens will be used as an internal account for all participants of DeskBell Chain programs.

One of the milestones presented in the whitepaper for 2018 is the "finalization of the current service and mobile applications, implementation of new functionality required for the DeskBell Chain platform". What are the details of these developments (and functionality) and how do they differ from the intended features that are planned to be implemented in 2019?

DeskBell service exists for several years. For the implementation of new functionality, it will be required to refine the existing service core and the implementation of new features in the current workspace of the hotels, based on blockchain platform DeskBell Chain. in accordance with the functionality of DeskBell Chain It needs to recycle and to modify the existing website for the hotels and significantly modify the mobile application, including new design and new principles of interaction with the users. The year 2019 is going to be dedicated to the development of working DeskBell Chain project and its expansion to the tourist business.

Scaling is planned to be addressed in 2019. What is the plan?

The year 2018 will be mostly devoted to the development and implementation of DeskBell Chain. The main scaling of the capacity of the service will be required in 2019 (the growth of the number of servers, the transformation of the part of the content in CDN). Of course, it is hardly possible to give a detailed solution (estimates and drafts of work) in advance, but we know in which direction to act.

Regarding the promotional program, which facilitates "mutual motivation": who sets the price for the program and who pays to list it? Based on the explanation in the whitepaper, both the tourist and the tourist-site/business are rewarded with DBT tokens.

There is a customer at any given task, the source of the promotion. Initially, the promotion programs, their cost and the amount of remuneration in DBT tokens will be set by DeskBell service. In the future, we plan to provide a more flexible mechanism for regulating the amount of remuneration. For example, DeskBell Chain client places and pays for the promotion program, in the simplest form.

Certainly, this program goes along the chain to the end user, where geolocation-specified places of actions of users(for example, objects of tourist business) become participants of the program, participating in the distribution of tokens and accumulating them for subsequent turnover. Eventually, tokens can be returned to the original DeskBell Chain customer, compensating for expenses and building mutual motivation for the exchange of services in general.

It is stated that users can be rewarded based on "the outcome of the execution of the program action". Can you give examples of what might be considered a program action? Are these actions limited to engagement with the mobile application?

The part of the motivation system is the reward for the implementation of program activities. It is important to understand that DeskBell Chain is a platform that will allow marketing services or customer service to develop various software actions for users. This may be a geolocation-related activity, for example, attending events. Also, it may be content updating assistance, for example, filling in a tourist attractions database or uploading photos. The scope for developing tasks is limited only by the capabilities of mobile devices, which are limited in the users’ interaction in DeskBell Chain.

Let’s take a more specific example: somewhere an exhibition is taking place, its organizers place a program task for reviews and pictures from the place of the event (this will be followed by the application). That gives an additional motivation to the tourists and helps organizers with the content. Moreover, the interest for the distribution will be given to all the places where users will see the ad, primarily the hotels.

Use this code to share the ratings on your website