UBT Business Plan

UBT logo

United Business Technologies, Inc.

A software development company providing essential building blocks for business integration needs

Business Plan


Corporate Profile

This is the portion of UBT’s business plan that contains public information as to the general business overview.



Table of Contents

Executive Summary

1.0 Overview

1.1 Know your Customer

1.2 Plan for the Future

1.3 Never Under-Estimate the Competition

2.0   The Company

2.1 History

2.2 Direction

2.3 Mission

3.0      Markets

3.1  Competitive Edge

3.3  Customers – Micro Dynamics

3.4      Markets – Macro Dynamics

3.5      Market History

4.0      Products & Services

5.0      Strategic Focus

5.4      Exit Strategy

5.5 Public Offering Scenario

5.6 Partnership Scenario

6.0 Financials

6.1 Financial History

6.2 Financial Status

6.3 Market Metrics

6.4 Sales Forecast

7.0   Technology & Development

8.0 Company Status

9.0 Corporate Culture & Values

10 .0 Intellectual Property


Executive Summary

United Business Technologies, Inc. (UBT) is a company whose founder has been in leading roles of technology and B2B development. Together with others who share a common vision they have positioned UBT to lead the next major step in the progression of technology in business. UBT is a developer of B2B business solutions and the wide array of supporting technologies from transport protocols to database and middleware integrations that enable unlike systems to be united with technology.

UBT software products enhance the infrastructure and business practices of inter-enterprise electronic commerce, as well as a vast market of uniting systems within a corporation providing ideal solutions for the technical aspects of mergers and acquisitions. It focuses as much on extending the life of legacy systems and infrastructures as providing a framework for new ones.

This same technology suite also connects end users, better known as customers, into corporate systems in a traditional client/server model using new technologies. UBT is positioned today as a technology leader, and is ideally suited to leverage its unique position over the next five years as important market-driving standards and technologies mature and new technology development embraces those standards. UBT has matured and positioned its technology to be the standard toolset for getting the job done in the coming decade of “seamless systems integration and interoperability”.

In the year 2000, UBT made the strategic and future reaching decision to curtail its engineering services and focus on the development of innovative XML-Internet product technologies based on a common transaction capability known as the UBT TransactXML Server. It is the first scalable and platform-independent server of its kind with real potential as a standard engine for message exchange. This product was awarded the “5 Star World Class Award” by XML-Journal magazine who chose the product for review without UBT’s solicitation. This product has been maturing and stabilizing ever since, and several new supporting products have also been developed.

Employing XML document standards, UBT has developed a revolutionary infrastructure platform that allows businesses to manage the inter-exchange of documents and transactions with other businesses, across different operating systems, different databases, different applications and different programming languages. That statement is not a marketing slogan as we have experienced with other “integration product claims”, but rather a technical achievement that required a vast assortment of the most advanced technical skills to attain. UBT technology will be embraced into environments that require native solutions. For example, UBT database integration uses kernel level access – like OCI for Oracle. Each language integration uses native kernel access, like JNI for Java. Middleware technology integration such as CORBA and COM also uses native techniques so that a UBT solution will not require foreign technology to enable integration with foreign information systems.

This holds tremendous significance for any company’s supply chain management, which is comprised of transactions and documents such as purchase orders, invoices, return authorizations, receipts, shipping notices, inventory lists, inventory tracking and other documents — the documents which comprise the very foundation of business. EDI was the first technology to propose a digital foundation within the Fortune 500, and XML will be the one that delivers it to the whole world.

XML is a markup language for documents containing structured information. A markup language is a mechanism to identify structured information in a document. Structured information is the words and graphics in a document and an indication of what role they play in that document. Nearly all documents have structure. However, while people easily recognize structure, computers have to be told what documents are and what to do with them. XML, which is a relatively new language, does that, with staggering e-commerce implications.

Electronic Data Interchange (EDI) and XML B2B solutions are presently a complex proposition only within the reach of large businesses that can afford the expensive custom software solutions based on product from PeopleSoft, Baan, WebMethods, SAP, Commerce One, and others to provide integration to their own information systems. In addition, the amount of time required in learning to use EDI and XML software is prohibitive. Currently, there are some companies proclaiming to have the XML B2B solution, such as Microsoft BizTalk, and Sun which forced the user to have or purchase specific operating systems for usage, UBT’s technology does not make any such requirements and therefore fits into existing information systems better than other solutions. On the other hand, Oracle allows for different operating systems but only in conjunction with their database. UBT supports all of the major databases. (UBT’s product is not based on Windows ODBC, but it can use any ODBC datasource)

Other XML software companies offer XML document rendering tools but are lacking key elements such as dynamic document rendering (sending) and scripting (receiving) and delivery across complex corporate networking and integration into existing technologies. All of these are necessary to be a B2B end-to-end solution. Acquiring the pieces individually is likely to mean that they will not fit together properly. The players in the arena of total solutions are few. Even in 2000 the companies who targeted a technology solution that covers the entire spectrum of end to end integration were few, and today they are even fewer. Some could not survive the famous Dot Com crash, while the world went through a time of very little IT spending and corporate pioneering came to a standstill. WebMethods market cap of $10B evaporated to $500M. Others came to the realization of details that required specialized custom architecture and found that engineering costs were prohibitive. It’s never too late for a new solution to arise, but the obvious fact that they were late to engineering means that they will also be behind in the race. The people who saw the opportunity first were the ones that truly understand it and have a much better chance of capturing it.

UBT will introduce functionality, speed, reliability, and cost, suitable for all companies with a variety of configurations and licensing options. UBT’s technology will enable companies to manage the inter-exchange of XML and non-XML based documents between the companies they do business with and between applications internal to their own businesses. This translates into increased efficiency and organization, less overhead and more profit. In so doing, UBT will be poised for explosive growth and possess the capability to become the “King of e-business software automation and integration” throughout the industry.

Technology companies over time have shown how explosive the growth can be. Microsoft grew much faster than IBM, and UBT will rise much faster than has been previously seen in technology companies. Consider the investor awareness of B2B potential when each initiative was initially valued $10 Billion. $10 Billion was far too low if indeed that initiative will be leading the B2B technology race in the end. Both the technology provider and the integrator who dominate this space will be winners, the provider being the larger of the two. Integrators such as Accenture, IBM Global Services, GE Information Systems, and SAIC are likely to lead the integration, but the position of leading technology vendor is still up for grabs.

UBT believes that the reason the Windows operating system prevails with market dominance over alternative solutions like Linux, is simply superior technology. All marketing and sales packages aside, the superior technology has positioned Windows ahead of Linux. The same will be true of B2B and Integration technology. Fortune 500 companies will continue to drive cutting edge technology as they always have in the past. The first round of large implementations is just beginning development, as one solution becomes embraced over the others, that is the one that the business community has elected as the winner – and the rest of the world will get in line to follow the leaders.

UBT must be very effective at generating revenue. There are 3 primary sources of revenue generation within the business model that surrounds this technology, in order of their significance they are:

1: UBT owns a suite of related products that are licensed for a fee. These products reflect many years of work and refinement. Intellectual property can be worth more than oil when the world depends on it. The old axiom of supply and demand simply does not apply to anything in the realm of intellectual property, because an overriding economic law takes effect: Value is determined by what people are willing to pay. The key to obtaining intellectual property of value is to know what people will need before they need it and offer excellent customer service while you supply it to them. That’s something worth paying for. UBT has strategically positioned intellectual property.

2: UBT has services. UBT offers architectural consulting, and will take responsibility for managing project implementation. UBT was hired to provide custom XML technology and support engineering teams with integration of that custom technology on the Billion dollar NCIS (National Clinical Information System) project. UBT has the technology and the experience to manage any size technology implementation. UBT is positioned to enter the heavy weight arena with experience building functional teams and managing projects with outsourced development teams from around the globe. UBT can provide a part or manage the whole.

3: UBT has runtime services with a fee like an electricity bill, TV bill, or a trash bill. UBT released technology that enables any technology vendor to embed their own message exchange, workgroup, or business collaboration servers. Some specialized servers will require additional features that become a management and liability issue to the operator of the server. UBT’s service includes sender verification for business and banking transactions, redundant systems for guaranteed availability, backup and storage, and performance guarantees with dedicated hardware.

UBT has already built the key elements for a complete integration solution and it stands as one example of superior technology within its class.

1.0        Overview

Market projections assert that at least 300,000 domestic business units must address the strategic challenges and opportunities presented by evolving e-commerce business practices. Most industry analysts expect integration of transaction applications between individual trading partner pairs or among affinity group members to be the most significant business practices shift in history. UBT intends to provide XML transaction server and integration technologies that combine with other best-of-breed components to form superior solution sets.

UBT management employs a highly disciplined competitive analysis model to assure that the products and services under development will be relevant and competitive when released to the market. Several of the basic business rules apply:

1)      “Know your customer”

2)      “Plan for the future”

3)      “Never under-estimate the competition”

 1.1      Know Your Customer

Business managers can no longer afford to ignore the potential of integrated and automated IT business practices.

They must evaluate strategic options, define a course of action, garner resources, and take action. Taking “no action” is equivalent to denying the value of an enterprise website presence. Although the projected five-year rate of B2B adoption is a subject of considerable debate among industry analysts, and subject to the winds of economic factors, nobody denies that the exploratory phase of this new business practice is underway.  The industry is likely to proceed along the “exploration -pilot- rollout- optimize- upgrade” sequence that most business technology paths have experienced. It’s that sequence that historically has been the path of the dominant vertical market leaders, because being the first within any vertical market often sets the standards and practices within that industry.

Today’s exploratory phase is being driven by large-scale advertising from the “solution providers” (Microsoft, IBM, Accenture, Oracle, PeopleSoft, etc.), industry groups, and dominant trading partners. Although the IT staff may not be the ultimate customer, they are essential to any exploratory endeavor. The most influential driver will be the business process engineers, and their opinions will influence the early success or failure of the technology providers.

The primary objective of the UBT development process is to remain vendor neutral with respect to the application host and B2B Integration peer technology components (databases, operating systems, messaging systems, development tools). In this regard, UBT technology development is managed to minimize cultural and technical objections as well as attract taskforce sponsors. Delivering on these development principles, most potential competitors are potential alliance partners.

1.2    Plan for the Future

The primary UBT business objective is to be an important part of the solution set.

Being “an important part of the solution set” at some future point implies that UBT management understands market and technology direction well enough to select tomorrow’s “winning” solution sets. Most analysts agree that there will be winners within classes defined by the diverse cultural realities of the business unit customers. For example, if Microsoft is the platform and database vendor, the solution provider likely will come from that vendor’s alliance program. If Oracle is the database vendor, then the solution may come from the Oracle crowd. Microsoft and Oracle may then package UBT’s technology in their solution package if they have a license agreement in place with UBT. Intel is at the heart of a Dell, or HP hardware solution, and UBT may be at the heart of a branded software solution.

The UBT vendor neutral prescription is an advantage in either cultural scenario, but it is hardly sufficient. A far more compelling advantage of the UBT server blueprint is its abstraction of language and transport interfaces plus its virtual position in the message document processing flows. These design attributes simplify the development and support of complex business rules that must audit and govern transaction data creation and update among the various information repositories and user interfaces residing on both sides of the business unit firewall.

The full potential of B2B integration cannot be realized until these business rules are supported. Any integration technology incapable of supporting these processes effectively is doomed to eventual market failure. UBT expects to be among the first technology providers to address this requirement with cost effective solutions that can be tailored to fit any need in any industry.

1.3    Never Under-Estimate the Competition

UBT developed the award winning and patented technologies still used by other B2B vendors. That technology is owned by them and the founders of UBT are aware of the software’s capabilities, strengths, and weaknesses as UBT was hired to develop it for them. UBT is aware of other B2B and Integration technology and asserts that a custom UBT solution will surpass any other.

UBT does not expect established providers of EDI/VAN solutions to rest on past successes while new startups take their customers. Those companies will enhance their own software and services to include new technology built by them or a software provider like UBT to be licensed into their own existing solutions.

Analysts predict that skilled professionals will become scarce enough to limit the overall growth of B2B integration adoption. UBT views this scenario as favorable to the UBT design objectives of vendor neutrality and open tool integration because professionals can apply the same basic skills to many different application environments. With the UBT toolset a solution on UNIX is built just like a solution on Windows and DB2 is much like Oracle, SQL Server, or MySQL requiring less specialized skills, and therefore lower project cost when investing in UBT software.

UBT prefers alliances with solution providers that are vendor neutral and open interface in orientation because these companies are most likely to benefit from the UBT design objectives. The established business process-consulting firms are at the top of the candidate list. Accenture is an example of this breed, even though Accenture and Microsoft have teamed in Avenade, a joint venture providing Microsoft platform solutions, including Biztalk server technology.

Although Biztalk should be taken seriously within its own market space, it still suffers from a dedication to its parent platform and peer technology components. UBT is developing a solution for the rest of the world, including IBM, Sun, HP, and a very serious competitor on Microsoft’s own platform. These same postures will eventually limit the potential of other vendor captive initiatives underway at most of the database and accounting software providers. Perhaps Microsoft’s greatest achievement is the product suite called Microsoft Office because it is effectively necessary to conduct business in many areas. UBT will enjoy the same success in a different market space, and Biztalk is not positioned to dominate this space because interoperability is limited within certain technology subsets.

UBT should not rule out vendor migrations for some of these initiatives but they are unlikely due to the necessity for seamless integration. Far more threatening would be the early successes of companies such as WebMethods or the sudden startup of other projects similar to UBT with successful implementations of comparable design objectives and equivalent technology. These companies will bring effective head-to-head technical competition and the winners will be determined by the quality of their respective strategic alliances. In this case, early successes in the arena of total solution providers could become a problem for WebMethods. They run the risk of driving important partners away as they are ‘shopping’ for technology, the on time arrivals cannot loose customers – only gain them.   Their approach to locking up the market with an early launch was less effective than UBT’s approach to locking it up with the best technology.

Needless to say it is impossible to estimate the competition if you do not know who they are and what they are doing. UBT is not new to this space. UBT understands the economic opportunity but more importantly UBT has been studying and developing solutions for the technical opportunity for two decades within this space. UBT knows who the players are and knows their approach to the game.

2.0   The Company

2.1    History

United Business Technologies, Inc. was founded in 1995. UBT was an early provider of inter-business commerce systems that focused on combining the benefits of EDI with the potential of the Internet. UBT was an early adopter of XML (Extensible Markup Language), because it immediately recognized that this was going to be the protocol for getting the job done. UBT had built several XML parsers before W3C, the World Wide Web consortium that defines and evolves the standards that move the Web, had finalized the specification. In 1998 W3C finalized the XML recommendation, and UBT was hired to build an enterprise scale XML based technology component for the largest HMO information system in the US. During 1999 UBT watched the world embrace XML while the company polished its own technology and brought three more enterprise implementations into production.  UBT exercised their technology against real XML/B2B problems and carved the technology into several products. During 1999 UBT began a shift from technology consulting to full time research and development, and in 2000 the transition was complete.

UBT was headquartered in Antioch, California from 1995 – 2002.  UBT’s members, partners, and contributors are across the country and even across the globe. The company members are a high-powered team of resourceful and very technical individuals. We all use technology to improve our own work environment as well as that of our customers. Through functional project management and internet sharing tools, UBT builds a non-traditional and more functional work environment that has a track record for success.

2000 marked the release of the company’s first line of integration products. UBT presented breakthrough technology at the DISA show in Boston that year. www.DISA.org, as everyone in this space knows is the only official source for X12 EDI and XML standards development. Everyone who calls themselves our competitor was at that show and some of them knew that we were not new to this space even if the majority who attended thought that we were.

In 2002 UBT released another breakthrough in the area of inter business connectivity protocols. UBT was the first to release a protocol that can operate in duality as a bridge across subnets as well as a tunnel through HTTP to directly connect two endpoints that previously could not be directly connected with any existing protocols. This protocol attained the undivided attention of a select few, specifically the security development teams of Internet Explorer who added a proprietary identification scheme into IE so that a proprietary HTTP proxy could identify HTTP that was issued from the browser versus HTTP that was issued from other tools. This protocol is essential to truly distributed systems, and certainly it will attain the attention of a wider audience in time.

By 2003, even a nearsighted visionary could see that this suite of tools was headed for a historic entry onto the technology scene – so UBT acted in complete faith that the sun would continue to rise in the east and planned accordingly. Some things in nature have acquired so much momentum that no natural force can stop them. The engineering effort was directed at massive scalability and preparation for large scale management of distributed development teams because even the best tools cannot build a city – it’s going to take coordinated teams of people who can easily use the tools.

In 2007. UBT’s business connectivity solution, Xfer, graduated from the experimental domain into a pilot project for the outsourced Home Depot Tech support center that used it to connect into store locations that were previously impossible due to TCP/IP routing limitations. In 2007 Home Depot had outsourced mobile software development and mobile device management to Enfotrust Inc(which no longer exists), where UBT had access to a powerful development environment and a real world use case with helpful people who tested and validated the technology.

In 2010 UBT’s Open Source and undisputed Fastest XML Parser in the World gained a user base and advanced in documentation.

In 2015 UBT seeks its first round of funding to establish a corporate entity and take the products and services to market. UBT is looking for a minimum first round of $10 Million at https://angel.co/united-business-technologies

2.2       Direction

UBT is comprised of independent consultants and advisors who essentially donate engineering time and services to UBT when financially possible, and some even donate time when it is not financially possible. UBT is headed in the direction of emerging from fulltime research and development into a business that advances the technology through cutting edge project implementation.

UBT will begin as an international company and setup shop around the globe. UBT plans to open offices under each country with a large enough customer base, running all sales and project contracts through the closest office as an independent business entity. This is very unlike the common business structure under a single headquarter business. Each branch will operate slightly differently and may be traded publicly on the local market or held privately by individuals native to that office location. UBT will hold true to less traditional and more functional in every aspect of building a successful global technology business.

UBT has gone to tremendous effort to limit the technical cultural barriers between legacy systems, and UBT has a plan to expedite adoption into political cultural barriers as well. By giving ownership to native residents, and putting native residents in charge of local business developments, the UBT technology will be quickly adopted because of intelligent distribution of economic incentive.

2.3    Mission

UBT provides a rewarding work environment, a substantial financial return to its investors, and a competitive compensation package to its employees, while establishing a trust fund for charitable contributions.

UBT cares about customer satisfaction as well as employee satisfaction.

UBT’s products and services are profitable and generate cash revenue.

3.0        Markets

In order to attain a dominant market position it’s fundamental to be able to see where the market is headed. The following information only proves that UBT was able to clearly see where to position itself before the terms B2B or XML were even invented, because the concept existed before either terminology existed. United Business Technologies set out early and studied every aspect of where this is headed and how it will get there.

3.01        Financial Markets

The Gartner Group predicted that worldwide B2B Internet commerce market is on pace to total $8.5 trillion in 2005. That’s up 170 fold (17,000% growth) since 1998. One thing is for sure, a very large opportunity is in the making as all business worldwide begins to utilize the internet for commerce practices. In regard to the Dot Com Crash, The Gartner Group says “This is not a time to retrench, but rather an opportunity to get your house in order, work on internal adoption of e-business and associated change management and prepare to take advantage of and profit from the massive changes that will play out”. Today it is clear that intellectual property in the proper domain is the subject of global demand to a magnitude inconceivable to the economies of history. A natural tar pit is a gold mine in the world of the combustion engine. UBT has high octane software for the needs of the world’s largest businesses.

3.02        Technical Markets

The author of the quote below is well known in the software industry often a keynote speaker at the larger software trade shows. His has a technical view of how XML fits in to the future:

“Lessons from the Component Wars: An XML Manifesto” written by Don Box (http://www.devx.com/whitepapers/microsoft/xml2) is a concept widely agreed upon throughout the business world. This article discusses how component technology evolved and how eXtensible Markup Language (XML) will become widely used as a way for software components to interoperate, in essence acting as a gateway between autonomous, heterogeneous systems. The following are excerpts from that article:

“Each of the three technologies discussed (COM, Java & CORBA) have loyal and dedicated followers that have committed considerable resources to their technology of choice. For this reason alone, it is unlikely that any of these three technologies will disappear from the development landscape anytime soon. However, it is also unlikely that any of these three technologies will dominate the Internet. The network protocols used by these three technologies tend to require a non-trivial amount of run-time support to function properly. Ironically, while Microsoft and the Object Management Group (OMG) were arguing over whether the Internet would be run on DCOM or CORBA, the Hypertext Transfer Protocol (HTTP) took over as the dominant Internet protocol. Like many other successful Internet protocols, HTTP is simple, text-based, and requires very little run-time support to work properly. Additionally, many corporate firewalls block DCOM and CORBA traffic, while happily allowing HTTP packets into their (mostly) guarded networks. Finally, when you consider the amount of engineering effort dedicated to making HTTP servers (for example, Internet Information Server (IIS) and Apache) scalable, reliable and easy to administer, it becomes harder to justify not exposing your software components using HTTP technology. Many view XML as a fourth component integration technology. While originally designed as a solution for adding extensions to HTML, XML is rapidly becoming the technology of choice for integrating heterogeneous component-based systems. Simply adopting XML as a component integration technology does not completely solve the interoperability problem. In particular, even though much of the industry is embracing XML as an interoperability technology, this only pushes the interoperability problem up one level of abstraction. Even if the entire industry were to shift to XML overnight, this alone would not help, as different organizations are likely to use different XML vocabularies to represent the exact same information. Granted, there are currently industry-wide initiatives to standardize domain-specific XML vocabularies (for example, BizTalk, FinXML, and OASIS); however, it is not known whether any of these efforts will achieve 100 percent penetration in a particular application domain.

“Fortunately, the lack of standardized vocabularies can be solved using XML technology. In particular, in the presence of two competing vocabularies, it is likely that application-level gateways will transform requests from vocabulary “A” into requests in vocabulary “B.” An even more promising solution lies in XML transforms. XML transforms allow one XML vocabulary to be transformed into another by specifying the transformation rules (in XML of course). XML transforms were originally devised to map XML to HTML, but are currently being applied in a variety of much more interesting scenarios. Each year or so, the computer industry anoints a new technology as the “holy grail” of software development. The trade press happily bangs the drum, encouraging upper-management to hand down edicts outlining grand technology visions according to the pundit du jour. XML is bound to fall prey to this nonsense. Despite the hype, XML will not solve all of your problems. XML may or may not help you ship software faster. XML will never replace programming languages such as C++ or Java. XML will probably never replace programming technologies such as COM or Java either. XML will, however, become widely used as a way for software components to interoperate, in essence acting as a gateway between autonomous, heterogeneous systems. It is in this role that XML really excels”.

3.1   Competitive Edge

UBT concurs with The Gartner Group’s forecasts and with Don Box’s assessment of the technology space. UBT’s existing technology is a marketable and viable product for anyone wanting to harness XML for business solutions. Our products supply a group of significant and key elements that when combined are not available in any currently existing technology model.


3.2   Customers – Micro Dynamics

Former Commerce Secretary William Daley stated that the Census Bureau is beginning to gather business-to-business e-commerce numbers as part of its annual survey of major sectors of the economy. According to the first Census figures ever collected in this area, consumers spent $5.3 billion on online retail purchases from October 1999 through December 1999. That does not include services, such as ticket agencies and financial services. This is the very early inception of something much larger.

North American companies alone spent an estimated $400 million on content management software in 2000, according to the Gartner Group. That number was expected to grow to $2.5 billion by 2002. Gartner also predicts overall spending on electronic commerce software will grow from $7.8 billion in 2000 to $12.9 billion in 2002.

Big data will drive a total $28 billion IT spending in 2012, according to analyst house Gartner. Gartner Says Worldwide Enterprise IT Spending is forecast to Grow 2.5 Percent in 2013. UBT Founders recognize technology components of the future early.


3.4   Markets – Macro Dynamics

B2B marketplaces lower the cost of doing business by allowing supply chain partners to easily collaborate on processes including materials sourcing, procurement, payment, order fulfillment and logistics. Analysts estimate about 400 e-marketplaces existed at the end of 1999, and that number could reach 50,000 over the next few years.

A good example is the current state of developing nations. Consider this statement by the government of Chile. “While business-to-consumer services are limited by a per-capita Internet penetration rate of 28 percent, business-to-business (B2B) services provide the engine for sales in this sector.” “A Santiago Chamber of Commerce study states that B2B transactions in 2002 totaled $2.47 billion within its 22 B2B e-marketplace sites. [Within the nation of Chile alone] ”

The explosion in the number of new e-markets is creating a huge, unclaimed economic environment. Analysts at Forrester Research say:

Customer-facing front-end business-to-business (B2B) eCommerce is poised to reach $559 billion in US sales by the end of 2013. A part of the B2B eCommerce playbook, this report outlines the landscape and some key trends that eBusiness and channel strategy professionals will see in the world of B2B eCommerce over the next 12 to 18 months. Forrester believes that B2B eCommerce organizations must address three key trends in 2013: growing demand for B2C-like B2B eCommerce experiences; increasing channel conflict between direct sales organizations and eCommerce operations; and rising demand for scarce B2B eCommerce talent

During the furious pace of e-market creation there was an assumption that early B2B marketplace developers could create an advantage by capturing a critical mass of buyers and sellers therefore locking up the e-market network, achieving a dominant position. This strategy did not work. Numerous large e-commerce industries declined to participate, preferring to form their own e-markets. Eventually the results were a large composition of relatively simple e-markets that varied widely in terms of functionality. Many of the small sparsely occupied market spaces will dwindle. The winners in this e-market environment will be the companies partnering or merging to pool trading volume, and those who have increased efficiency through automation. These companies will need the functionality that UBT offers.


3.4   Markets – Market History

It’s important to keep a proper perspective of the technology market relative to world history. In about 2500 BC, by Royal Edict, weights and measures were standardized in Babylon. This was an effort to simplify and streamline global commerce. However a much more successful attempt at streamlining world commerce was made in the Greco-Roman world between the first century B.C. to the fourth century A.D, with a system of roads and ports that connected Egypt, India, Arabia, and the Mediterranean area. In 1887 the first attempt was made at breaking down the communication barriers with the advent of a new international language, Esperanto, which attained supporting members in 83 countries.

Weights and measures can be easily converted. The unhindered travel was the predecessor to unhindered communication. The advent of technology ushered in the most successful effort at streamlining commerce with EDI. EDI first appeared in the 1960’s and became embraced as the solution during a full scale Fortune 500 implementation during the 1970’s. While EDI served as a common language, the roads were still incomplete, and no direct routes were possible due to a complete lack of networking standards.

The Internet only first began emerging outside academic and scientific communities during the 1980’s. During the 1990’s EDI was still exclusively exchanged on private networks through EDI-VANS while the public internet suffered an onslaught of worms, viruses, and cracked encryption algorithms. However, the grand finale was finally in sight. In 1999 the world agreed the common language would be XML, a better EDI. A common language on a common network exchanged directly could integrate everything within a business and between businesses. This has been the aspiration of mankind for at least 4500 years.

Now combine the facts of history with modern economies of scale. Netscape founded in 1994 was valued at $1 Billion the following year as a profitless company because of the possibility that clearly did exist. At the turn of the millennium, the same situations existed however raised by a factor of 10. The same unclaimed economic environment exists today however up over another factor of 10. If you do the math you end up with the valuation of one that stands with the potential to claim the possibility that clearly does exist. The value of the one that actually attains it will be much higher, and the valuation will evaporate from the others.

4.0    Product Overview

UBT sells products for all business users and their respective clients.  Unequivocally, TransactXML Server with DesignerXML and the array of UBT integration technologies contains superior technical capabilities than the other similar products currently on the market, yet our price is comparable.

Our customer base covers a large spectrum of users.  It encompasses any individual or small business owner up through and including entire corporations. UBT’s suite of products are the perfect building blocks for any entity requiring integration technology to perform business transactions or XML document rendering. Our product selection focuses on providing the user with specialized products to meet their business needs.

5.0   Strategic Focus

UBT plans to establish its technology blueprint for collaborative B2B electronic commerce as a market-preferred methodology with innovative products and services. UBT products and services will encourage broad adoption by increasing potential benefits while lowering decision risk and cost thresholds. UBT must develop and deliver solution sets that appeal to decision makers and to their professional advisors.   Most industry analysts anticipate that outsourcing will dominate the B2B marketplace. UBT must position itself as a capable and trusted partner of other leading providers. UBT expects to achieve market leadership within 3-5 years of the mainstream push toward XML integration implementations.

UBT supports XML in a wide variety of software applications, but XML alone is nothing. UBT realizes that the value of XML is in practical applications. UBT has been hired into a wide variety of industries and understands the technical underpinnings of many industries including Banking, Medical and Industrial Manufacturing. Consider technology like ACH that is very meaningful to Banking, and HL7 that is important to Medical, and EDI that is shared by all of them. UBT does consider them, that is why DesignerXSL and other UBT tools have been developed with real world examples. UBT has experience building custom ACH direct debit into business applications for our customers so we use our experience to demonstrate practical and real world uses of XML. UBT is building “industry specific integration samples” so that people who cannot understand how a long list of technical features is applicable can see this technology do the very thing they need. It is said that a picture is worth a thousand words, in software an example is worth a thousand reference manuals.

UBT’s strategic focus is to cater to engineers, because it believes that in doing so it will best cater to customers. UBT has put emphasis on easy to use design patterns and example technology integrations that provide a much more productive starting point than only a reference manual. By working to reduce the engineering time involved, UBT can provide customers the most cost effective solutions, combined with the most advanced technology, for the best Return On Investment model available.


5.4    Exit Strategy

Most business plans have an exit strategy, but this business plan isn’t designed to follow, it is designed to lead. There is no ‘exit strategy’. UBT is here to stay.

5.5   Public Offering Scenario

UBT is privately held, and may pay any investor at any rate agreeable. Should a public offering occur, UBT may offer the investor an option for conversion to common stock and essentially ‘bonus’ the investor as a company would ‘bonus’ an employee for the sake of sharing the wealth under conditions of great success. UBT may raise the payout even more should the investor agree to various sell restrictions that might favorably affect the market value thereby building the value of both UBT and the investor. UBT will discourage ‘quick outs’, and maintains the right to convert to shares upon the discretion of UBT.

UBT believes that smaller groups are more functional than large ones. Smaller budgets are less likely to be abused as the rounding errors are more obvious. UBT has a detailed plan to structure a global business through Trust relationships and intellectual property licensing agreements. Each unit may choose to be publicly traded or privately held within its own market space. Early investors may request all investment to be concentrated on the formation of one branch and may have long term board level influence on that branch.

5.6       Partnership Scenario

UBT will negotiate any type of business relationship with other technology vendors, or other technology integrators.


6.0   Financials

Current capital investment levels in UBT remain very small. Much of the architecting is done, and ready for teams of implementers to carry out – a shift that will require funding.

UBT has come a long way on less than $2 Million in actual capital; UBT has acquired debt that totals less than ($1 Million), including an IRS judgment on income that was never received. UBT asserts that because of careful and wise spending (and in-house talent) it has amassed more and better technology than many competing corporations could achieve with over 100 times as much investment capital. UBT also had the unique opportunity to perform initial research and development under the funding of pioneering customers who allowed us to exercise our toolset for their applications.

Final funding in this case will fire the ignition rather than begin the building of the rocket. UBT has several options for generating the spark that will set the vehicle in motion. UBT has repeatedly declined funding offers for multiple tens of millions that failed to align with the grand vision of this plan, several offers by various investors were made along the way by people who assumed that the risk they would bear would justify a reward beyond measure. However, as the technology advances the risk declines.

As risk declines, new classes of capital raising opportunities arise. What once was only touchable by Loan Sharks is now something that a pioneering Fortune 500 customer may want to stand behind because UBT will reward them with control and ownership that will not be options for future customers in years to come. Also, as risk declines, capital from mutual fund operators and the mainstream banking industry will become available.

UBT has shown great ability to put small amounts to work, and the product of that work will allow UBT to bring in excellent returns on larger amounts for investors that UBT is committed to rewarding for their support.



 6.2        Financial Status

UBT currently has no additional debt accruing.


6.3        Market Metrics

These numbers focus only on the US domestic market although other markets are equally in the complete business plan. This table sizes the end-user B2B enterprise count at 1.5 million companies with about 45,000 companies reporting revenues above $50 million, a reasonable threshold for proactive and direct use of UBT products and services. Companies below this threshold are assumed to be OEM-Integrator opportunities.

The table indicates that about 11,000 companies report revenues of at least $200 million.

Revenues for the Fortune 1000 range from $200 billion to $1 billion, with 100 companies over $15 billion. This plan assumes that these 11,000 largest companies represent at least 175,000 business units with the potential for independent B2B initiatives that qualify as a candidate site for one or more UBT product licenses. Based on this view of the market, UBT places the total potential for candidate business units at about 200,000 unique B2B initiatives in the first phase of market adoption of integrated business practices within just the US Domestic Market.

Translating a domestic market potential of 200,000 unique B2B initiatives into projected UBT product and service revenues for the next five years is, at best, an exercise in setting ranges of possibilities. UBT potentials are very much driven by the market’s adoption of XML-based standards and methodologies, especially the standards for electronic commerce practices. Most analysts expect the standards initiatives to promote widespread adoption by increasing benefits and decreasing investment/expense thresholds. Analysts expect explosive growth in B2B adoption to occur in the near future. UBT is capable of supporting this market growth now, and any time that we have between now and then is used to fine tune the structure currently in place.

Market Metrics

Revenues ($Millions) $200 & Up $100-$200 $100-$50 $50 -$1 Total
Manufacturing 3,000 3,000 5,000 256,000 267,000
Consumer Products 3,000 3,000 7,000 542,000 555,000
Commercial Services
1,000 2,000 3,000 255,000 261,000
Energy & Communications 1,000 1,000 1,000 37,000 40,000
All Other Groups 3,000 2,000 7,000 365,000 377,000
Total Groups 11,000 11,000 23,000 1,455,000 1,500,000
B2B Business Units 20 5 2 0.2
B2B Unit Product Revenues 20 10 10 10
B2B Unit Service Revenues 100 50 20 5
Total Product Potential 4,400,000 550,000 460,000 2,910,000 8,780,000
Total Service Potential 22,000,000 2,750,000 920,000 1,455,000 27,585,000
Total Revenue Potential 26,400,000 3,300,000 1,380,000 4,365,000 34,065,000


Every number listed above is simply a conservative possibility of a moderate success in the B2B technology marketplace. Possible outcomes also include landslide success.


6.4  Sales Forecast

Given the almost measurable market metrics that appear as printed fact by several industry analytical groups the potential in revenue income from software licenses, custom software development, project design and/or management, technical consultation, service fees, royalties, and other ways is potentially very significant, potentially the most significant business presence in the world if you do the math, and factor in optimism. The graph of any B2B success scenario would be an exponential graph. UBT expects early income from “integration services” with “product sales” and “service fees” adding fuel in the years immediately following the initial start of income.


7.0   Technology & Development

TransactXML Server with DesignerXML is truly a unique XML document-rendering tool, allowing the user to utilize multiple operating systems, databases and programming languages. UBT has also developed a “Web Services” development platform that contains several new breakthrough protocols. UBT reserves the right to release certain portions of this source code into the public domain as is will result in increased demand for other UBT technologies. UBT has refined and perfected several new technologies that are positioned to present to standards committees such as W3C or ANSI.

8.0    Company Status

UBT was incorporated in 1995, as a California “C” corporation with 100 shares owned by its principal founder. Currently UBT has no corporate investors or Professional Capital Partners.


9.0      Corporate Culture & Values

UBT joins a select group of socially responsible companies that believe in giving something back to society through improving the quality of life and making the world a better place in which to live by contributing to deserving humanitarian and Christian charities. The Company intends to contribute a large portion of its net profits to such important causes.


10.0    Intellectual Property

UBT regards the protection of our copyrights, service marks, trademarks, and trade secrets as critical to our future success and rely on a combination of copyright, trademarked, service mark, trade secret laws and contractual restrictions to establish and protect our proprietary rights in products and services.

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