MARK.SPACE

MARK SPACE is a platform for the creation of 3D and Virtual Reality (VR) online services sites and objects powered by block chain.

PROS:

• Good  storage: The achievement of  full block chain decentralization  enables the users to benefit from  good and safe storage of their resources
• Content creation: The users  have the room for  creating their content varying  for residential, shared businesses interior design and even multimedia content
• Good service distribution: The platform allows for distribution of goods produced in real world and any content created within the platform. Freelancers are also able to create their  own  virtual  offices  for advertising  and selling their resource
• Transparency: The shopping districts  within the platform  ensures transparency  by showing  income statement ,balance sheet and cash flow of the users accounts hence creating real assets
• Source of resource: The computational  resource  for distribution  within the platform  enables the users to generate income upon their sale
• The platform has various districts  that enables the users  to acquire various resources within a short period

CONS:

• The token involved is not resourceful in all areas
• The token holders  are not entitled to other benefits related to profit from the shares

SUGGSETIONS:

• Add more personnel for formulation of the project in all areas
• Create more benefits to the users related to the shares

High-level competition on the market by leading technology companies - despite the fact that there are no MARK.SPACE analogues yet, the market players have all the resources for replicating such business model, if its market acceptance will be fully confirmed. Certain elements of the product offer, such as residential districts, may have problems with market acceptance due to the presence on the market of such solutions as Instagram that satisfy the same user need in a more natural way.

Although the project provides an opportunity to use the services of the platform via PC and other standard devices, nevertheless, in the absence of VR-glasses, an expensive prerequisite and a poorly distributed device, the originally conceived customer experience concept is lost. The concept of the product is rather unintuitive, there is a need to work on integrating the service into the existing Internet space in order to make the transition to the platform as "seamless" and even logical for the user. The MARK.SPACE business model is in a subordinate position in relation to the interest of the miners to this project. There is a risk that it will not be possible to establish relations with corporate clients, who by their presence on the platform create the bulk of the value of the service. The MRK-token may not settle down as a means of payment within the platform due to the availability of a more customary alternative in the face of fiat money, therefore, the company risks losing an important component of the community's demand for its own token, which may lead to negative MRK dynamics. There is no mechanism for returning funds to investors. The company does not provide any forecasts of its financial activities. The system of discounts to the base token price creates a risk of premature exit from the investment of a significant part of the investors (especially those who entered the project at the stage of open preliminary sales) and, as a result, the risk of token price collapse. Judging by the hard cap, the potential size of this ICO round seems to be too high relative to the size of comparable venture capital transactions in the early stages of project development: according to the Pitchbook report, the median size of the early-stage rounds in the US venture market in the end of 2017 promises to be 6 million USD. Apparently, the project had no experience of attracting the funds of "qualified" venture investors - only business angels like hockey player Evgeni Malkin.

The absence among the team members of a sufficient number of specialists with experience in blockchain development. A number of representatives of the company's management core does not provide an opportunity to verify information on competencies stated in official documents even through classical social networks, not to mention professional ones like LinkedIn.