September 2019

ABBC Whitepaper

Contents
Disclaimers ................................................................................................................................... 3
Licenses and Approvals Are Not Assured in All Jurisdictions ............................................................. 3
No Advice .............................................................................................................................. 3
Not A Sale of The Security....................................................................................................... 3
No Representations ................................................................................................................ 3
Third-Party Data .................................................................................................................... 3
Translations .......................................................................................................................... 3
Restricted Transmission ............................................................................................................... 4
Views of ABBC Foundation ...................................................................................................... 4
Third-Party References ........................................................................................................... 4
Graphics................................................................................................................................ 4
Risk Statements ........................................................................................................................... 4
Professional Advice ................................................................................................................ 5
Caution Regarding Forward-Looking Statements ............................................................................ 5
Executive Summary ............................................................................................................................. 6
Introduction ................................................................................................................................. 7
Problem Statement .................................................................................................................... 7
ABBC Solution in Brief ................................................................................................................ 7
Who Needs ABBC? ..................................................................................................................... 7
Existing Projects that Inspire Us and Our Key Takeaways ....................................................................... 9
Payments and Marketplaces ............................................................................................................. 9
Loyalty Rewards Solutions .............................................................................................................. 10
Projects Based on Advertisement Business Model ............................................................................. 12
Blockchain Migration ................................................................................................................... 13
Why and How Did We Upgrade ABBC Blockchain? ...................................................................... 13
Our Reasoning When Switching to EOS ......................................................................................... 13
Transaction Fees Do Not Depend on Token Value ............................................................................ 13
DPoS Consensus ..................................................................................................................... 14
ABBC and Byzantine Fault Tolerance of the DPoS Consensus ............................................................. 14
Migration Roadmap and Milestones ................................................................................................. 14
What Will Happen to Existing Coin Holders? ............................................................................... 15
ABBC Generation 2 Blockchain ..................................................................................................... 16
Block Producers ....................................................................................................................... 16
Selection Criteria ..................................................................................................................... 16
Voting and Proxies ......................................................................................................................... 16
Commission and Customer Account Levels ...................................................................................... 17

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ABBC Whitepaper
Functional Infrastructure ................................................................................................................ 18
Notifications Module ................................................................................................................ 18
Customer Authentication Module .............................................................................................. 19
Transaction History Access Module ........................................................................................... 19
Migration Server ...................................................................................................................... 19
ABBC Wallet ............................................................................................................................... 20
Dedicated ............................................................................................................................... 20
BIP44 .................................................................................................................................. 20
Multi-Currency ..................................................................................................................... 20
Multi-Account ...................................................................................................................... 20
Hybrid Account Model .............................................................................................................. 21
Level 0 or “Novice” ............................................................................................................... 21
Level 1 or “Owner” ............................................................................................................... 21
Level 2 or “Staker” ..................................................................................................................... 21
Interaction with ABBC Server Infrastructure..................................................................................... 22
Interaction with ABBC Blockchain and Other Blockchain Nodes ................................................... 22
ABBC DAO ............................................................................................................................ 23
Principles of ABBC Community Governance ............................................................................... 23
Node Selection and Voting ....................................................................................................... 23
ABBC Dev Fund ....................................................................................................................... 24
Voting on Use of Proceeds from the Dev Fund ............................................................................ 24
Migration and Our Upgraded Economics .............................................................................................. 25
Go-To-Market Strategy ................................................................................................................ 27
Conclusion: What’s Next for ABBC?............................................................................................... 29
References ................................................................................................................................. 30
List of Abbreviations .................................................................................................................... 32
List of Figures ............................................................................................................................. 33

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ABBC Whitepaper

Licenses and Approvals Are Not Assured in All Jurisdictions
ABBC Foundation intends to operate in full compliance with applicable laws and regulations and obtain thenecessary licenses and approvals. Regulatory licenses and/or approvals are likely to be required in several
relevant jurisdictions in which relevant activities may take place. This means that the development and rollout of all the initiatives described in this whitepaper are not guaranteed. It is not possible to guarantee, andno person makes any assurances, that any such licenses or approvals will be obtained within a particular
timeframe or at all. As such, the initiatives described in this whitepaper may not be available in certain
markets, or at all. This could require a restructuring of these initiatives and/or its unavailability in all or certain
respects. Also, the development of any initiatives is intended to be implemented in stages. During certain
stages of development, the project may rely on relationships with certain licensed third-party entities. If
these entities are no longer properly licensed in the relevant jurisdiction, this will impact the ability of the
ABBC Foundation to rely on the services of that party.

No Advice
This whitepaper does not constitute any investment advice or recommendation by ABBC Foundation, its
officers, directors, managers, employees, agents, advisors or consultants on the merits of purchasing ABBC
Coins nor should it be relied upon in connection with any other contract or purchasing decision.

Not a Sale of the Security
This whitepaper does not constitute a prospectus or financial service offering document and is not an offer
to sell or solicit of an offer to buy any security, investment products, regulated products or financial
instruments in any jurisdiction. ABBC Coins are not being structured or sold as securities in ABBCFoundation. Owners of ABBC Coins are not entitled to any rights in ABBC Foundation or any of its affiliates,
including any equity, shares, units, royalties to capital, profit, returns or income in ABBC Foundation or any
other company or intellectual property associated with ABBC Foundation.

No Representations
No representations or warranties have been made to the recipient of this whitepaper or its advisers as tothe accuracy or completeness of the information, statements, opinions or matters (express or implied) arisingout of, contained in or derived from this whitepaper or any omission from this document or of any otherwritten or oral information or opinions provided now or in the future to any interested party or their advisers.
No representation or warranty is given as to the achievement or reasonableness of any plans, future
projections or prospects and nothing in this document is or should be relied upon as a promise or
representation as to the future. To the fullest extent possible, all liability for any loss or damage ofwhatsoever kind (whether foreseeable or not) which may arise from any person acting on any informationand opinions contained in this whitepaper or any information which is made available in connection withany further enquiries, notwithstanding any negligence, default or lack of care, is disclaimed.

Third-Party Data
This whitepaper contains data and references obtained from third party sources. While the management
believes that these data are accurate and reliable, they have not been subject to an independent audit,
verification, or analysis by any professional legal, accounting, engineering, or financial advisors. There is no
assurance as to the accuracy, reliability or completeness of the data.

Translations
This whitepaper and related materials are issued in English. Any translation is for reference purposes only
and is not certified by any person. No assurance can be made as to the accuracy and completeness of any

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ABBC Whitepapertranslations. If there is any inconsistency between a translation and the English version of this whitepaper,
the English version prevails.

Restricted Transmission
This whitepaper must not be taken or transmitted to any jurisdiction where distribution or dissemination ofthis whitepaper is prohibited or restricted.

Views of ABBC Foundation
The views and opinions expressed in this whitepaper are those of ABBC Foundation and do not reflect theofficial policy or position of any government, quasi-government, authority or public body (including but notlimited to any regulatory body of any jurisdiction) in any jurisdiction. Any regulatory authority has notreviewed this whitepaper.

Third-Party References
References in this whitepaper to specific companies, networks and/ or potential use cases are for illustrative
purposes only. The use of any company and/or platform names and trademarks does not imply any affiliation
with, or endorsement by, any of those parties. All references to ‘dollars,’ USD or ‘$’ are references to UnitedStates dollars unless otherwise stated.

Graphics
All graphics included in this whitepaper are for illustrative purpose only. In particular, graphics with pricereference do not translate into actual pricing information.

Risk Statements
Purchasing ABBC tokens involves substantial risk and may lead to a loss of a substantial or entire amount of
the money involved. Before purchasing ABBC Coins, you should carefully assess and take into account therisks, including those listed in any other documentation.
A purchaser should not purchase ABBC Coins for speculative or investment purposes. Purchasers should
only purchase ABBC tokens if they fully understand the nature of the ABBC Coins and accept the risks
inherent to the ABBC Coins.
Cryptographic tokens may be subject to expropriation and/or theft; hackers or other malicious groups ororganizations may attempt to interfere with our system/network in various ways, including malware attacks,
denial of service attacks, consensus-based attacks, Sybil attacks, smurfing, and spoofing which may result inthe loss of your cryptographic tokens or the loss of your ability to access or control your cryptographic
tokens. In such an event, there may be no remedy, and holders of cryptographic tokens are not guaranteed
any remedy, refund, or compensation.
The regulatory status of cryptographic tokens and digital assets is currently unsettled, varies among
jurisdictions and subject to significant uncertainty. It is possible that in the future, certain laws, regulations,policies or rules relating to cryptographic tokens, digital assets, blockchain technology, or blockchain
applications may be implemented which directly or indirectly affect or restrict cryptographic token holders’right to acquire, own, hold, sell, convert, trade, or use cryptographic tokens.
The uncertainty in tax legislation relating to cryptographic tokens and digital assets may expose
cryptographic token holders to tax consequences associated with the use or trading of cryptographic token.
Digital assets and related products and services carry significant risks. Potential purchasers should assess
the nature of, and their appetite for, relevant risks independently and consult their advisers before making
any decisions.

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ABBC Whitepaper

Professional Advice
You must consult a lawyer, accountant, tax professional, and/or any other professional advisors as necessary
before determining whether to purchase ABBC Coins.

Caution Regarding Forward-Looking Statements
This whitepaper contains certain forward-looking statements that are based on the belief of the ABBCFoundation as well as certain assumptions made by and information available to ABBC Foundation regarding
the business we operate. Forward-looking statements, by their nature, are subject to significant risks anduncertainties.
Forward-looking statements may involve estimates and assumptions and are subject to risks, uncertainties
and other factors beyond our control and prediction. Accordingly, these factors could cause actual results
or outcomes that differ materially from those expressed in the forward-looking statements.
Any forward-looking statement speaks only as of the date of which such statement is made, and weundertake no obligation to update any forward-looking statements to reflect events or circumstances after
the date on which such statement is made or to reflect the occurrence of unanticipated events.

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ABBC Whitepaper

This document lists and spells out upgrades to ABBC Coin that occurred during 2018—2019, in particular:
our switch to EOSIO as the underlying technology of ABBC Blockchain Generation 2. It explains ourreasoning for the blockchain migration, lays out the migration roadmap, provides the details and nuances of
our implementation of EOSIO and describes our server infrastructure existing in parallel to ABBC blockchain
nodes.
We prove why we decided to build an ABBC Wallet — a dedicated wallet app for ABBC Coin, which is multiaccount hierarchical deterministic multi-currency wallet based on BIP44 proposal. We describe a hybrid
account model, that is our innovation on top of EOSIO technology that decreases the entry barrier for new
customers of our wallet.
We continue by laying out the structure of ABBC decentralized autonomous organization (DAO) that will be
managing funds dedicated to the further development of wallet, ABBC blockchain, server infrastructure andnew experimental projects based on ABBC platform. We created ABBC DAO to improve transparency andcommunity participation in the oversight of the funding of the ABBC Foundation.
We further expand the non-technological section of this paper by describing the evolution of our businessmodel and the new revenue streams for the community members of ABBC according to the completion ofthis migration. In the end, we briefly state our vision for the future long-term development of our overall
industry and for ways to grow our product in particular.

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ABBC Whitepaper

Problem Statement
While global online retail will add an impressive additional $1.4 trillion in sales within the next three years[Statista Retail 2021], the market growth numbers are in steady decline since the mid-2010s [Statista
Growth 2021]. This data means huge investment opportunities and rewards for startups capable of creatinga technology that will somehow slow down the decline at worst or drive it back into growth at best [Mire].
On the market with a three-year growth prospective measured in trillions of US dollars, investors aren’t
necessarily looking for disruptors or “game-changers.” They are also scanning for ventures that will help
them to “cut into the pie” and walk out with their “modest several billion.”
Retailers “must evolve to succeed” as McKinsey and Company put it in their research [Noble]. In the mid2000s, the online marketplace business model came into existence with its originators: Amazon and eBay
becoming the current global market leaders in mid-2010s. In 2018, experts estimated the gross merchandise
volume (GMV) of Amazon at around $250 billion, while the GMV of eBay was $94 billion [Geldman]. JP
Morgan predicts that the GMV of Amazon will surpass the total sales of Walmart — the current market
leader in the US retail with particular focus on brick-and-mortar shopping by 2021 [Franck].

ABBC Solution in Brief
ABBC builds its business philosophy on the well-established concept of using blockchain andcryptocurrencies to facilitate online retail. During the recent decade, some outstanding teams already
explored this concept with varying degrees of success. However, several features make ABBC stand out:
1.
2.
3.
4.
5.
6.

We have proven experience in creating and expanding blooming businesses.
Our team has a market vision and proven track record.
Our technology team managed to build a full-stack ecosystem within several years. This ecosystem
consists of blockchain explorer, iOS and Android mobile wallets, desktop app, and web interface.
We developed the complete framework for smooth blockchain migration.
We achieved simple account management and easy-to-understand fees policy.
We enable 5000 Transactions per second, instant transactions, and immediate block propagation.

Who Needs ABBC?
Our primary target audience is owners of small and medium marketplaces — people who are not as big as
Amazon but yet have sufficient traffic to be commission-sensitive. Therefore, these people are looking foropportunities to cut the payment processing commission for their platforms and would like to explore
additional markets, like one of the crypto holders.

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ABBC Whitepaper

Our secondary target audience is advertising platforms, looking for new innovative ways to display relevant
content on behalf of their publishers and for additional sources of legally obtained targeting data.
Customer type

Description

Rationales

Marketplace
ownerFounders of global, regional andspecialized marketplaces uniting andproviding additional services to various
merchants who are selling goods andservices to end customers

Merchant

Producers and resellers of various
goods and services who provide ecommerce order acquisition from end
customers via digital channels andperform order execution by delivering
the product to end customer either
online or in the physical world

Advertising
platforms

Businesses that help advertisers toreach their target audience on various
digitalplatforms(including
marketplaces) by providing additional
computercode
thatdisplays
advertisements to visitors of themarketplaces

Advertisers

Organizations and individuals who areinterested in providing some relevant
offers to the customers who visit
marketplaces and/or make purchases
there

Solution
Providers

Vendors of various IT,
accounting, logistics, andservices, who target all
participants of the ecosystem

End customer

legal,
other
other

People who buy goods and services
onlinefrommerchantsvia
marketplaces and consume thesegoods and services either digitally or in
the physical world and consume
advertisements for these goods andservices(1) Enabling additional payment methods,
hence getting new customers or more
added value from existing customers(2) Providing merchants with a newtechnology advantage over competing
platforms(1) The additional revenue stream from
customers paying in cryptocurrency(2) Opportunity to launch targeted crypto
loyalty programs(3) Access to promo and marketingbudgets of the leading cryptocurrencies
core teams in an early adopter’s role
(1) Getting an additional advertisement
channel and targeting data fromconsenting customers for analysis andcreating added value services toadvertisers participating in theseplatforms(1) Getting better targeting and customer
predictions(2) More relevant customers fromadditional traffic generated by crypto
payments(1) Selling solutions to additional
platforms(2) Getting access to early adopter’s crowd(3) Participating as added value providers
in loyalty programs(1) Opportunity to spend their crypto on
physical goods and services(2) Earning and spending rewards via thecrypto loyalty program

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ABBC Whitepaper

Payments and Marketplaces
Company

Monetha [MC]

Colu
[MC]

Zeex

Ubcoin[MC]

Eligma[MC]

OB1

Description

Key Takeaways

Monetha is a blockchain-based platform powered by
Ethereum. It allows interacting directly with any other person,organization, or service, trust and privacy. The platform
features peer-to-peer transactions, transferability of
reputation profiles across different platforms, and a secure
payment gateway. Its functionality designed for a different
type of players - from vendors to end-users.
Colu provides tools for launching and managing community
currencies within city, product or service to connect people
and businesses. As they claim, their main mission is to help
cities build a local economy where users are rewarded forgood deeds for their homes. In return, they can spend thereward across local partner network that accepts themunicipal currency.
A platform that allows you to buy goods for cryptocurrencies
directly from brands. From the strong sides, Zeex, as theyclaimed, has gained access to top brands like Starbucks, GAP,
H&M, Amazon, and more. Zeex has also partnered withseveral prominent crypto wallets and offers a variety of giftcards.
Their positioning sounds like "eBay-like peer-to-peer
marketplace based on cryptocurrency." They claimed that thecompany is developing its own Ubcoin Market as a part ofUbank app (a mobile payment app). However, it seems thatthe project is on hold.
A company with a whole bunch of retail solutions. All buzz
words are used in communication - from blockchain and AI tochatbots and payment gateways with credit card integration.
At e-commerce, they're working with own POS solution andmobile wallet.

Control of your digital
identity andreputation system
built in-app
Wide range ofsolutions, including
advising

Another company that is working on several projects
including Heaven (a private app for e-commerce, i.e., walletwith marketplace) and OpenBazaar (a decentralized
marketplace for digital goods).

Local economies
powered by local
currencies
The social network for
citiesPartnership withbrandsIntegration withpopular wallets
Gift cards
Own Marketplacewith goods and artobjects
Own app
Alipay app withloyalty rewards
POS solution
Private Wallet with anembeddedmarketplace (indevelopment)
Own decentralized
marketplace

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ABBC Whitepaper

Ink Protocol[MC]

Ink Protocol is the reputation and payment system within the
Listia marketplace. Additionally, Ink Protocol can be
integrated into new or existing marketplaces and can also be
used in marketplaces that don’t directly handle payments. It
allows view any seller’s global reputation, pays with escrow,and leave feedback for completed transactions.

Reputation system
Own Marketplace
Different apps fordifferent needs

Open Sea

The marketplace for crypto collectiblesthat have 120
categories, more than 3 million items, and more.

Designed specificallyfor collectibles like
CryptoKitties andothersRAVELOUS

One more marketplace where its native tokens act as a meansof exchange for any currency

Just a marketplacewith a native token

SM.M

Decentralized influencer advertising marketplace. It allows us
to collaborate with bloggers and advertisers and run
advertising campaigns on the platform.

Marketplace for
influencers

Loyalty Rewards Solutions
Company
Name

GetpeiLoyyal

REME

Purse

Description

Cashback service. Pei is a mobile application that links to yourexisting debit and credit cards and returns you automatic
cashback for extra savings in Bitcoin or USD.

Blockchain-as-a-Service offers brands to use Loyalty
programs powered with distributive technologies. Uses
subscription model of monetization.

Cashback service fueled with Reme coins. You pay with Remeon repaying .me-marketplace - you receive cashback. They'redesigning an MVP so far.
Purse is using Bitcoin to provide consumers with a large
selection of goods at low price points. The platform claims
that by shopping with Bitcoin and Bitcoin Cash on the Purse
platform, users can save more than 15% on purchases from
Amazon. Users set their desired discount percentage andindividuals who own Amazon gift cards exchange them for theuser’s Bitcoin or Bitcoin Cash at a discounted rate.

Key Takeaways
Cashback via App
A lot of existing
partnerships
Supports a wide
range of loyalty
programs
Designed forbusinesses
Marketplace
Cashback
Data control

Interesting mechanics
with Amazon gift
cards

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ABBC Whitepaper

Qiibee[MC]

Vexanium[MC]

Bitrewards[MC]

Qiibee allows businesses around the world to run and manage
their loyalty programs on the blockchain. Powered by branded
token or with QBX.
VEXANIUM is a decentralized marketing ecosystem. Utilizing
blockchain technology, it builds an online marketplace thatallows merchants to tokenize their rewards and promote theirproducts efficiently. They claim that the VEX Platform built forconnectivity between the Retail world and the crypto world.

A company creates the rewards and loyalty platform that will
permeate the online retailers of all shapes and sizes andconnect them with their customers by virtue of BIT tokens.

Loyalty platform

Own wallet
Tokenized
promotions

Rewards forpurchases, friends'
invites, Facebook
likes, etc.
AI-basedrecommendations formerchants
Based on GIFTD

Likeoin[MC]
LoyalCoin
[MC]

Sandblock
[MC]

Fluz
[MC]

As they claim, LikeCoin uses Proof of Creativity mechanismthat helps content creators make money every time someone
pushes the Like button.

Asia-based project

A Blockchain-based customer loyalty rewards app. You canearn LCredits buying items at partner merchants andspending them with your wallet.

Wallet with anembedded loyalty
reward system

A company with two solutions. First, called Stakin anddesigned to create and engage crypto-communities. Second isSuprice, a rewarding app for your purchases.

FluzFluz is a retail rewards platform that offers cashback.
Users have the option of redeeming their rewards in the formof cryptocurrencies or selling the points they don’t plan touse. Cashback is also distributed communally across theplatform so that other users’ purchases are also your gain.

Rewarding for Likes

Two products withdifferent missions
Interesting solution
for cryptocommunities
Strong affiliate
mechanics
Claimed hugepartnerships withpopular stores in the
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ABBC Whitepaper

Projects Based on Advertisement Business Model
CompanyName

Description

Key Takeaways

mCart enables discovery and tracking of influencers who are
moving customers along the path to purchase. Using mCart,
retailers, malls, marketplaces, brands, and agencies canguarantee proper influencer attribution and gain complete
awareness about the content that is driving sales — allowing
marketers to incentivize their efforts.

User-generated
shoppable content
publishing platform

ShopinShopin’s technology platform provides a universal shopper
profile safeguarded with a GDPR-compliant blockchain. The
universal shopper profile is a “just for you” recommendationengine for retailers and shoppers, reflecting merchandise styleand fit preferences based on what shoppers have purchased
across all their historic retail experiences.

BaaS project acomprehensive
platform to identify
your shoppers andreward them ifnecessary

Tradove

TraDove allows suppliers to connect and collaborate withbuyers and sellers worldwide using our AI and blockchain. It's
kind of improved social network for B2B. Members cancollaborate on projects, find new markets for their leads andneeds, and conduct trades with our blockchain payment
solution.

A social network for
B2B which matchesbuyers and suppliers

mCart

Adhive[MC]This platform fully automates ad placement with influencers.
As they claim, Adhive's technology recognizes the brandidentity or vocal mentioning and triggers payments from theadvertiser to the influencer using AI and Blockchain.

Data tracking andanalytics

Native advertisingwith influencers
Own token for
rewards andpayments

Buttrfly

One more platform-marketplace for purchasing social
influence. It matches brands and bloggers through the app. An
influencer can access the Buttrfly Network, swipe on a brandthey are willing to advertise for and see if there is a mutual
connection.

App for brands andinfluencers

CanleadCanlead is an ‘Opportunity Sharing’ platform and service
where headhunters/ referrers can refer friends/ candidates toopportunities posted by customers. This service rewards
users each time they successfully extend a job or service tosomebody in their network.

Our switch to EOSIO
Sharing platform forrecommendations

This service helps companies acquire their first brandadvocates and build their own community. The platform
delivers engagements by brands using social networks andmedia channels on a single platform like bounty campaigns
2.0.

growyourbase.io — arewards platform

AC3
[MC]

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ABBC Whitepaper

Lead Coin[MC]Friendz[MC]

Birdchain[MC]

Consumers can earn LDC tokens by sharing their data withinterested businesses on LeadCoin's Lead Sharing Network.
The data is shared via a cookie or web form and is related to
products or services they wish to buy. Then they get real-timetargeted offers from the business that bought their lead. As
their lead is being exchanged on the network, they earn LDC
tokens directly to their digital wallets.
Friendz offers a variety of digital advertising services, among
which brand awareness and product placement campaigns,
sharing content activities and market researches. The Friendz
community can take part in the activities available on theplatform such as supporting brands in the process of content
creation and validation. Participants are rewarded for these
activities.
Birds app rewards users for watching ads and reading thecontent. As they claim, it is an all-in-one app where you are
rewarded for interacting with content, discover and learn
about the technology, and hold or exchange your earned
BIRD.

Data sharing platform
which offers deals in
exchange for
information

A platform with an
app that connects
brands with theirtarget audience
Huge list of clients
Cool design
Be rewarded towatch and engage
content matching
your interests

Why and How Did We Upgrade ABBC Blockchain?
ABBC started out in late 2017 as a bootstrap project of Jason Daniel Paul Philip. We needed to validate ourbusiness hypothesis fast and get early traction. For these purposes, we forked Bitcoin, which was one of theleading solutions of its time (and still continues to be within its market niche). Bitcoin had a sufficient amountof technology adopters, mining infrastructure, and technology improvements.
In Spring 2018, our CTO started actively researching the existing solutions to replace cloned Bitcoin
blockchain with a technology that best suited our purposes. After several months of research, it became
clear that EOSIO is an unbeatable candidate for the case. In June 2019, we started switching to EOSIO
blockchain, and in August 2019, we launched the ABBC testnet, which is a private DPoS blockchain basedon EOS. We invented and developed the concept of hybrid account-model, which generates added value
for both: customers with the basic understanding of blockchain transactions and for expert customers.

Transaction Fees Do Not Depend on Token Value
According to EOSIO technical documentation [EOS GitHub]: “one of the major benefits of the EOSIO
software is that the amount of bandwidth available to an application is entirely independent of any token
price. If an application owner holds a relevant number of tokens on a blockchain adopting EOSIO software,then the application can run indefinitely within a fixed state and bandwidth usage. In such case, developers
and users are unaffected from any price volatility in the token market and therefore not reliant on a pricefeed”.

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ABBC Whitepaper

This independence from volatility in the token market is particularly helpful, as Bitcoin and Ethereumtransaction fees killed many worthy startups in 2017—2018 during times of to-the-moon.

DPoS Consensus
DPoS requires way less computational resources compared to proof-of-work and is more community-driven
comparing to regular proof-of-stake. Less computational resources mean less commission and otherfinancial burdens on the end customers. More community participation means additional revenue streams
for technology-savvy community members. We explain more in the economics section of this paper.

ABBC and Byzantine Fault Tolerance of the DPoS Consensus
BFT comes from the famous cryptography problem, explained using the Middle Ages story of the hypothetic
generals of Byzantium, who are leading the army against an enemy (Persians) and because the empire is inmoral and financial decay — there are high chances that one or several of the generals (not ruling out thecommander of the force himself) are traitors.
In the conditions of the blockchain world, where many nascent ecosystems usually rely on unverified
providers of computational resources (and this does not necessarily mean “bad” providers) the BFT becomes
particularly valid. It significantly lowers the risk of fraud by one or several BPs.
EOS-like systems` BPs have additional incentive to function properly, besides BFT algorithms. This incentive
is a social capital, which BPs are striving to get during the voting for the actual BPs. Compromising this social
capital and trust is risky and economically unjustified.

Migration Roadmap and Milestones
Timing

Event

Mid-April, 2019

Feasibility study

May 10, 2019

EOSIO blockchain development for ABBC started

Mid-June, 2019

Testnet launched

August 4, 2019

Freeze in-out on exchanges

August 7, 2019
August 8, 2019

Trading of generation 1 ABBC Coin stops on crypto exchanges, 24 hours
prior toOfficial launch and migration kick-off

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ABBC Whitepaper

What Will Happen to Existing Coin Holders?
In August 2019, the ABBC management team managed to conduct migration for existing ABBC Coin holders.
During the transitional period, which started from August 8, 2019, existing coin holders were able toexchange their gen. 1 coins into gen. 2 coins using a simple exchange interface [ABBC Migration Manual]
within the ABBC Wallet.
Customer’s View
1) Receives migration
notice from:● Email● Our blog or media● Legacy wallet inapp notification● Friend
2) Installs and opens a newwallet.
3) Creates account.
4) Presses the «Migrate»
button.
5) Selects MC Wallet or
Aladdin among ourlegacy wallets.
6) Inputs legacy walletcredentials.
7) Gets email confirmation.
Confirms.
8) Waits for ABBC approvalof the migration request(up to several hours).
9) Gets email confirmationof the migration
approval.
10) Sees account balance
update in new wallet.
11) Spends or stakes ABBC
Coins.

ABBC Admin’s View
1) Gets migration request via
Migration Server.
2) Checks customer credentials,
account balance, and migration
eligibility.
3) If there are security or eligibility
issues — Migration Server halts
the transaction and generates
approval request to humanadmin.
4) ABBC approves migration
request automatically or via
control panel of Migration
Server.
5) ABBC transfers customer funds
to cold wallet in ABBC’s gen. 1
blockchain for temporary
custody.
6) Migration Server allocates theequivalent of gen. 1 ABBC
Coin to the new account of
this customer in gen. 2
blockchain.
7) Migrated ABBC Coins on
customer account in gen. 2 ABBC
blockchain are available for use
by this customer.

External Auditor’s View
1) Source transaction on gen.
1 blockchain (funds transfer
to a cold wallet) appears inblock explorer of gen. 1
blockchain.
2) Target transaction on gen. 2
blockchain (allocation of
migration equivalent funds)
appears in the block
explorer of gen. 2
blockchain.

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ABBC Whitepaper

Block Producers
Being built on EOSIO ABBC Blockchain consists of an unlimited number of nodes, of which unique 21 areselected as active block producers (BP) by means of automated voting every 126 seconds. Like in EOSIO
blockchain, we produce our blocks exactly every 0.5 second and exactly one block producer is authorized
to produce a block at any given point in time [EOS GitHub].
If a BP misses a block and has not produced any block within the last 24 hours, they are removed fromconsideration until they notify the blockchain of their intention to start producing blocks again. [EOS GitHub]
This ensures the network operates smoothly and minimizes the number of missed blocks by excluding
unreliable BPs.

Selection Criteria
1.

Technology. In order to be eligible, a BP candidate team must be able to run secure and reliable servers
necessary to actually produce blocks, operate a full node, and offer API endpoints to users. Our block
producers should also be ready to scale out their infrastructure and provide sufficient processing
capacity, storage, and network bandwidth. Both cloud and bare metal servers are accepted. However,
our management team will examine specific details of how those are operated. Cloud-based teams
should run their software via multiple providers in order to minimize reliance on any single cloud service.
Teams operating bare metal servers should have secure data centers with sufficient backups.

2.

Community. EOSIO philosophy is about rewarding diverse community members with various areas ofexpertise via their participation in block production [Samani]. Therefore, we will incentivize BPs fromvarious industries and technology layers. We are particularly looking for BPs, having not only great
technical expertise but also able to lead and inspire other community members.

3.

Ethics and civilized dispute settlement. Running decentralized blockchain is a sophisticated matter frommany standpoints, including relations between the community members. Developer’s ego and “forkbattles” ruined and diminished market valuation of many interesting projects, including Bitcoin and early
Ethereum.

4.

Geographical and institutional decentralization. To hedge our blockchain from political risks, we invite
BPs from various regions, countries and economic backgrounds to apply. We will do our best to avoid
situations when the majority of our BPs are located in a single country.

Voting and Proxies
In the EOS-like liquid democracy [Aurora], any user who has staked ABBC tokens can vote. Each user canvote for up to 30 BP candidates using the full weight of their stake. For example, if a user has 100 ABBC
staked, she can cast 100 votes each for up to 30 BPs. Thus 21 unique block producers are chosen by thepreference of votes cast by token holders. The selected producers are scheduled in an order agreed uponby 15 or more producers. [EOS GitHub]

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ABBC Whitepaper

We then split up the BP funds to maintain higher value for those most trusted in the community and those
who run 1 of the active 21 BPs. We use the same active/standby proportion as EOSIO, with 25% of the BP
pay going to active producers and 75% going to standby BPs calculated from a percentage of the votes
received. [Floyd]
Users have the option of voting directly for block producers, but they can also delegate their voting power
to another account to vote on their behalf. The delegated account, called a proxy, has no control over theoriginal user’s account — the user can proxy her vote trustless without handing over any keys. The proxy is
authorized to direct that user’s voting power towards certain block producers, but the user can revoke
proxy’s voting privileges at any point.

Commission and Customer Account Levels
Transaction fees are a serious barrier to entry for a number of well-developed blockchains, original Bitcoin
being a good example. Using “receiver pays” philosophy developed by EOSIO [EOS GitHub] we have built amulti-layer approach towards customer credentials based on two basic parameters: (1) transaction activity
and amount of (2) ABBC Coins in custody.
Account
LevelsNoviceAccount
Owner

TX Activity

Custody of ABBC Coins

Only accepts funds

The customer only installs a wallet

Can accept and sendfunds

The customer has a wallet>1 ABBC
installed, and we created an ID for(~$15 cents as of now)her

Pays commission foreach TX
StakerCredentials

Same as above, but
without commission

The customer has a wallet,
registered ID and staked coins for
ABBC blockchain computing
resources

None>20 ABBCAs we see, “Novice” is a basic account level for customers who are trying our solution for the first time. All
you need to do to become “Novice” is simply install the wallet. After the customer gets her first ABBC Coins(1 ABBC at least), she becomes an “Owner.” This customer type can not only accept but also send funds toother ecosystem participants. For readers interested in understanding more about our account levels, we
describe this technology in the Hybrid Account Model section below.

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ABBC Whitepaper

Functional Infrastructure
ABBC’s functional infrastructure consists of a number of microservices, nodes, and databases. Gateway
modules, Notifications module, Customer Authentication module, and Transaction History Access Module
are four major microservices of our system.

Notifications Module
NM generates information feed providing live coverage of all system events within our network to othermodules and to external clients via Notifications API. We developed it based on Firebase Cloud Messaging
that is currently gaining widespread popularity in the blockchain world [Jayathilaka]. We picked Firebase for
our NM because it provides: (1) a battery-efficient connection between our server and customer devices,(2) targeted messaging functionality based on user demographics and behaviour, (3) A/B testing integrated
with Google Optimize.
Notifications may originate either from ABBC’s system notifications manager or from our merchants,
provided that they obey the schedule and content guidelines as stipulated by the notifications policy(document to be drafted by our merchant relations team within six months after the launch of generation 2
ABBC Coin).

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ABBC Whitepaper

Customer Authentication Module
CAM provides single credentials and a single point of customer authentication within our system. We use
login/password pair, which we then convert into JSON Web Token (JWT) as specified by RFC 7519 toensure secure storage of customer credentials.
Note that our wallet app is non-custodial, i.e. customer’s private key, which our wallet app generates whencreating customer’s account, never leaves the customer's device and is separated from CAM [Abra].
Unfortunately, this might create additional loss risks for the customer. However, this is the current market
best practice [Skellern], and it is dictated by the fact that only in 2018 $1,7 billion worth of cryptocurrency
was hacked or stolen [Chavez-Dreyfuss].
JWT authentication via CAM, in its turn, helps customer device to store and sync non-custodial data to ourserver. This data includes transaction history, app access details, loyalty programs which this device
participates in and the number of rewards accumulated to customer’s bonus account. However, to use therewards customer still needs the private key.

Transaction History Access Module
TxHAM is a server-side enabler of our blockchain explorer. TxHAM interacts with ABBC Blockchain Index
Storage (BIS) to read indexed block data from our blockchain and enable any willing individual with an
Internet connection to examine all transactions within our blockchain chronologically. Therefore, TxHAM
provides our blockchain with its quintessential features, namely: openness and transparency.
Transactions history is available for access via our Wallet app (you have to install it and register) and online
via a web interface. We are also ready to provide it machine-to-machine for automatic processing via
Transaction History API.

Migration Server
MS stores migration requests from end customers to internal database and processes their requests byreading legacy user balances from Heritage Balance Data Storage and converting these balances into newuser balances in BIS. TxHAM then reads indexed data from ABBC blockchain gen. 2 and provides the
updated balance on gen. 2 blockchain to the end customer. The migration is now technically complete.

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ABBC Whitepaper

ABBC Wallet is a multi-account hierarchical deterministic (HD) multi-currency wallet based on BIP44
proposal [BIP44]. The core-supported currency of our wallet is ABBC. User can send and receive funds,
review recent transactions, and manage blockchain resources. Our Wallet also supports Ethereum and ERC20 tokens [ERC-20] from the start, with more currencies to be added in the future versions.

Dedicated
A blockchain ecosystem that has its own wallet has much better chances of success comparing to an
ecosystem without one. The logic is simple: controlling additional element of the added value chain and the
key customer touchpoint creates more probability of success.
However, this approach of building and supporting an essential element of technology infrastructure andcustomer interface requires substantial investment. In our case, smart partnership strategy and hiring of thebest blockchain engineering talent that is available on the market enabled ABBC to build its own dedicatedwallet within a relatively short time frame (less than 6 months) and with substantially less investmentcomparing to the market average.

BIP44
Created by Trezor founders Marek Palatinus and Pavol Rusnak, Bitcoin Improvement Proposal 0044, or
simply BIP44, is a document which improves the previous governing standard, BIP32. It specifies multiaccount hierarchy for deterministic wallets, namely: address type, registered coin types, account types(sending or receiving funds, purpose), change, and public derivation.
By being BIP44-compatible ABBC wallet ensures it can interact with most of the existing blockchain wallet
solutions for transferring and receiving funds. The advantage of BIP44 is the support of multiple accounts.

Multi-Currency
People like to have all their finances in one place and do them in a simple manner. J.D. Power’s 2019 researchon mobile banking applications discovered that “feature overload strains customer satisfaction with online
banking and mobile apps.” [J.D.Power] Cryptocurrency wallets are somewhat similar to mobile banking
with the substantial difference of crypto customers doing the banking process themselves. We can thenconclude that simplicity and “all-in-one” approach brings customer satisfaction.
The ABBC Wallet initially supports ABBC Coin, Ethereum and ERC-20 tokens. We plan to add support for
more cryptocurrencies throughout 2019. Another good reason for multi-currency support is thedevelopment of our crypto rewards program. This program will provide various rewards and loyalty bonuses
that will incentivize our customers whenever they spend more crypto via ABBC merchant platforms.

Multi-AccountBesides multi-currency support, that requires multiple accounts per se, we also support hierarchical multiple
accounts inside our wallet. Hierarchy means each account can have funds in multiple currencies inside it.
How is multi-account support relevant? Digital and crypto customers, primarily millennials, are now finding
their way to financial stability and savings [Lerner]. Digital nature of modern banking and personal finance,
including personal crypto finance, enables an unlimited number of accounts, which are merely a number
within the accounting system of the provider.
In practice, this means: a customer might have an account for vacation savings, an account for online
shopping with increased security, an account for educational savings for kids, etc. And like in traditionalbanking, all that is possible in the world of crypto finance as well. Multiple accounts are a simple yet powerfultool for savings and for building healthier financial habits.

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ABBC Whitepaper

Hybrid Account Model
ABBC Wallet fully supports hybrid account model, where user can either send funds using staked resources
without any transaction fees or pay a small fee and avoid using resource staking. New users will receive
basic-level accounts for free, which will be upgraded automatically once the user receives the firsttransaction on this address.
This account-model invites new customers to start using ABBC Coins in real commerce without staking
obligations and with only basic knowledge of how blockchain and cryptocurrencies work. Customers canacquire their first ABBC Coins directly in the wallet app, simply via the in-app purchase on the App Store or
Google Play. As many authors indicate: complexity is one of the major barriers to decentralization andcryptocurrency success [Stankewicz]. By removing additional touchpoints in the customer journey(exchange, coin tickers, transfers in/out), we help our customers to overcome this barrier.
How does our Hybrid Account work? Classic EOSIO account-model assumes that before you start using theblockchain to receive, store and send funds, you should create an account. EOSIO creates accounts on apaid basis. An existing account on the blockchain has to pay for account creation, assuming this customer
has staked enough resources. At ABBC, we feel that this procedure will be too complicated for the first-timeuser (having to create an account, stake resources, etc.). Therefore, we improved EOSIO account model inthe following manner:

Level 0 or “Novice”
This is a basic type of account. Customer does not need to do anything to create it. The customer only
provides a public key, which we then use as an address. Before a customer receives the first asset on ourblockchain, there is no record of this address on this blockchain (like in Bitcoin or Ethereum). We createdthe record only after we receive the first transaction. “Novice” customers can only receive transactions andhodl. In case they want to create transactions, then they should upgrade to “Owners.”

Level 1 or “Owner”
Once the Novice received some minimum assets within our system (i.e. more than 1 ABBC), we upgrade thiscustomer to Level 1 or “Owner” account. Owners have a unique name assigned. They can also use this nameto monitor account balance, as well as to send and receive funds. No resource staking is required at thispoint. Owners pay a fixed fee of 0,01 ABBC for each transaction they create regardless of the recipient’s
account level.

Level 2 or “Staker’“Staker” account type is a proper EOSIO-style account. It has an account owner who has created an accountwithin our system, bought some RAM, and staked NET and CPU. Basically, “Owner” is also a proper ABBC
blockchain user. The difference between these two is that “Owner” does not stake resources. We don’t
charge Stakers with transaction fees.

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ABBC Whitepaper

Interaction with ABBC Server Infrastructure
Our Wallet interacts with other blockchain nodes on ABBC blockchain to check account balances andstatuses; it also interacts with ABBC Server Infrastructure to authenticate customer account, synctransactions history, and to receive critical updates, such as migration notification, wallet software update,etc.

Interaction with ABBC Blockchain and Other Blockchain Nodes
To send a transaction, the Wallet authenticates customer account credentials via Server Infrastructure thenchecks account balance with ABBC Blockchain Node. After that, it will then create and sign the newtransaction. New transaction subsequently gets confirmed by other nodes.
EOSIO states that typical DPoS transaction can be considered confirmed with 99.9% certainty after an
average of 0.25 seconds from the time of broadcast. In addition to DPoS, EOSIO adds asynchronous
Byzantine Fault Tolerance (BFT) for faster achievement of irreversibility. The aBFT algorithm provides 100%
confirmation of irreversibility within 1 second.
Figure 10. Wallet Interaction with ABBC Blockchain

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ABBC Whitepaper

ABBC is focused on achieving a long-term goal. Therefore, one of our main aims is to adopt decentralization
principles not only in our technology but also in the management model.

Principles of ABBC Community GovernanceFirstly, while the philosophy of decentralized autonomous organization provides agility and flexibility, it may
also make managing such system a very complicated task [Sanfelix]. Secondly, according to market studies,
the lack of a centralized authority reduces costs [Blockchainhub] and more control.
Opposite to typical organizational model of a tech startup, a decentralized autonomous organization is agovernance model, which enables us to be guided through business processes by data-driven decisions,based on the wishes of all members of the community. Besides, it is accessible at any time via smart contracts
and blockchain technology. At the same time, the choice of this model by such projects as Dash, PIVX, or
EOSIO confirms the interest and trust in such type of organization by the blockchain community.
Along with the basic principles of Decentralized Autonomous Organizations [Seth Bannon], which arecomplete transparency, total shareholder control, unprecedented flexibility, and autonomous governance,
this approach delivers a higher number of benefits. Starting from a much faster and more efficient decisionmaking process, in comparison to the typical corporate structure, and ending with psychological factors.
DAO users aren’t just investors or token holders, but also the disruptors of the business model that use thepower of their voices. At this point, let’s look into the user model.

Node Selection and Voting
In addition to our team, we recognize the two main actors of ABBC DAO. They are users with voting power(basically, each holder of ABBC Coin) and block producers (BP) who act as a decentralized government. The
following basic rules guide us:●

Each ABBC holder can delegate their voting power to a proxy to vote on their behalf.

●

Each ABBC user has the right to receive a status of BP by (1) staking a fixed part of their coins, and by (2)being elected as other BPs and community members.

●

As a vital part of our ecosystem, each BP will vote on ABBC’s blockchain for proposals that can directly
impact the business.

For example: expanding ABBC’s service to a certain region; launching a strategic partnership with a specificcrypto project; sponsoring a team or project for presenting ABBC in front of major leaders in the ecommerce industry or implementing new features to our blockchain.
We’re designing the code behind ABBC’s DAO with several safeguards that are aimed at preventing its
creators or anyone else from cheating the voting. However, because the current whitepaper focuses on
the technical execution of ABBC Coin’s blockchain and our business model, the detailed description ofarchitecture and the principles of ABBC governance is available upon your request.

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ABBC Whitepaper

ABBC Dev FundAs a vital part of our ecosystem, BPs and other community members will vote on the ABBC blockchain forproposals that can directly impact our platform. Below are a few examples of proposals that could besubmitted to the network:●

expanding ABBC’s service to a certain region;●

launching a strategic partnership with a certain payment broker or partner;●

creating custom hardware for accelerated transaction processing;●developing of a module for augmented reality payments via contact lenses;●

presenting ABBC in front of major leaders in the e-commerce industry through conference sponsorships;
and,●establishing a relationship with a regional merchant platform.

As we can see, each decision can make a significant impact on ABBC success, and create a gradual network
effect, which is exactly what happens with Dash. The more people come into the ecosystem and implement
valuable projects, the more established a network becomes.

Voting on Use of Proceeds from the Dev FundThe voting for the dev fund projects should be similar to BP selection process with proxies allowed and each
ABBC staker having an opportunity to support a number of projects in varying voting proportion. The voting
should take place on a yearly basis for a one-year roadmap. In line with this, the ABBC management teamconsiders immediate evaluation of projects through ad hoc voting.
In the case of roadmap voting, the total amount of projects to be voted for should be selected based on the
total amount of budget available. For example, if there are 100 project candidates with a total budget of $10
million and the total budget available for the given year is $500k, then the number of projects which will be
included in the roadmap decreases when the total amount of requested funds reaches $500k.
In the case of ad hoc voting for the project, there should be a reserve funds allocation available. Otherwise,¾ of the total number of ABBC holders should vote for the immediate allocation of project funds using thenext year budget, provided that such budget already exists.

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ABBC Whitepaper

In the world of business, technology should deliver profit. ABBC enables several business models for ourcommunity members to earn money and build their reputation. This section outlines them. Our original
whitepaper listed several business models for ABBC Foundation:
1.

Placement fee — a revenue model that is typical to any early marketplace [Timmers]. Merchants pay
fees to a platform to be listed there and to have access to the customers of this platform. This is abusiness model on which eBay and Alibaba built their business. However, the competition for merchants
has been increasing between platforms. So, most modern e-commerce platforms have moved fromthe placement to transaction fee, which we will introduce after the migration.

2.

In-store promotion — ABBC will provide all participating merchants with various promotional
instruments including straightforward “pay-to-be-on-top” opportunity. While, branded content programs
for ABBC’s platform blog will be given to selected media outlets and bloggers. We want to view SMM
and all the “social”-based features of our platform not merely as “posts and clicks,” but as “social
computing features” that acknowledges the recent fusion which occurred between content andcommunity, making the social experience central to the content website's digital business strategy.
[Oestreicher-Singer]a.

Referral programs — our initial paper only listed this business model as an option. Currently, wecame to a clearer understanding of referral programs and will split this business into several subelements:b.

Referral program as a service — ABBC Wallet and server infrastructure enable us to build a cryptoreferral program for any willing merchant quickly. The participants will get various perks whichprimarily refers tocryptocurrency as a form of money. These can be airdropped tokens from some hot recent token
sales, or customer adoption influxes from the established mass-market cryptos like Dash, NEM or
Litecoin.

3.

B2B Referrals for Merchants and Providers— we will provide a referral fee for participating merchants
and solution providers who successfully invite their friends to join ABBC. The fee will be a discount for
the future service fee and transaction fee.

4.

Value-added services — we are particularly interested in our community members’ and ecosystem
participants’ business with each other. This approach creates additional value for ABBC as an ecosystem.
A good example is video content, created by professional video editors for merchants who sell someproduce or merchandise. Another example is accounting services provided by one ecosystem member
to another. As we already explained in our initial white paper, ABBC serves as a guarantor for complex
transactions that requires both parties to rely on guarantor/arbitrator whom they both trust.

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ABBC Whitepaper

Migration to EOS-based generation 2 of ABBC blockchain will enable three additional business models which
differ substantially from the existing ones and which will attract more technology-centered community
members to our ecosystem.
5.

Transaction fee — as mentioned in item 1 above, the modern merchant platforms are moving fromplacement fee (merchant pays for opportunity without understanding what revenue will it exactly
generate) to transaction fee (merchant pays for exact deliverable measured by a specific customer
action). That is why we also decided to introduce a transaction fee for transactions that were completed
on our platform. In various instances we might wave this fee, namely: (1) the amount of transactions forthis merchant exceeds X, (2) the transactions occur in a specific field, which we consider our growthzone, (3) the amount of referral customers which this merchant generated is Y.

6.

Block production — according to the EOSIO whitepaper, anyone may choose to participate in block
production and will be allowed to produce blocks, provided that they can persuade token holders to votefor them [EOS GitHub]. The 21 BPs of the original EOS have estimated earnings between $100k—150k[Boulianne]. While ABBC won’t be originally that intensive, it can still provide BPs with a steady monthly
income of several thousand US dollars.

7.

Development projects implementation via ABBC DAO — another revenue stream for the tech crowd
and huge growth driver for ABBC. Developers are also usually the early adopters of the new businessmodels and payment options. By reinvesting profit generated by ABBC ecosystem into the developmentof its infrastructure and building of new products based on the ABBC platform we will strengthen ourcompetitive edge and provide stimuli for the continuous growth of the users’ base.

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ABBC Whitepaper

Radical personalization of customer experience is the global retail trend for the past few years. This applies
to both traditional brick-and-mortar players and younger e-commerce businesses (which is the niche of
ABBC ). The latest researches show that merely 80% of consumers [Epsilon] are more likely to make apurchase when brands offer personalized experiences.
Along with personal offers, exclusive promotions, and virtual stores, the opportunity to choose the meansof payment should also be included in the personalized experience. Besides, let’s not forget about pricing.
Due to the lack of commissions and the speed of transactions, solutions based on virtual currencies allow
retailers and vendors to reduce the cost of goods, making it more attractive to the buyer. Up to now, 81%of customers rate product prices as “important” when searching for and selecting products online, and 68%
of mobile device users have searched for a retail coupon or another form of loyalty program [UPS Pulse].
Based on the information above, we’ll focus on two main areas of work after the introduction of our updated
blockchain. The first is a partnership with the global blockchain community and the second is direct
cooperation with the key users of our platform – e-Tailers – who are both users and owners ofmarketplaces. Let’s pause and go into more detail.
In the second half of 2019, we’re going to focus on testing and adjusting marketing hypotheses on our local
market. The results will be scaled up globally, involving players from other regions in the ABBC platform:
EMEA, APAC, and finally AMER. Speaking of more fragmented initiatives, the roadmap can be presented in
the following way:
1. Formation of a team with core developers specializing in major market cryptos
2. Presentation of the solution at key blockchain and e-commerce events
3. Sales-pipeline finalization and integration of Customer Relationship Management Software for thesales team
4. Scaling up to EMEA
5. It is attracting advertisers to use the data generated by ABBC
6. Splitting of the office into R&D and international sales HQ (sales HQ begins relocating to the target
geographical markets on a rotation principle)
7. Launch of the first loyalty program and partnerships for personalized promo offers
8. Scaling from APAC to the North and South America
9. Involvement of advisors from the advertising cluster (beginning of cooperation with global
advertising networks)
10. Dedicated team for cooperation with the open-source community to create a comprehensive
industry standard for blockchainand e-commerce
11. Usage of the ABBC solution by market leaders (Amazon, Alibaba, eBay, etc.)
12. Entering the omnichannel retailer market

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ABBC Whitepaper

For each quarter, we will pick the core business processes, target geographical market, and core industry
challenges. The targets might be revisited and changed according to our current business alignment.
However, the principle will remain the same.

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ABBC Whitepaper

We did not waste our opportunity window that opened in 2017. As what the readers learned from thispaper, in a span of two years, ABBC has managed to build a solid product with the help of its resourcefulteam. We completely re-engineered our blockchain and based it on EOSIO — one of the most vibrant andrapidly evolving developer’s communities in the blockchain world.
We revamped our business model, shifting it from placement fee to per-transaction fee, requiring
participating merchants to pay commission only for the successful transactions which deliver revenue. We
added two essential new models: block production and dev projects implementation. We aim these twomodels at the technical crowd within our community, hoping to unleash their innovation and tech businessacumen.
We transformed the ABBC Foundation into ABBC DAO — this will help our community to have more control
over the use of funds and have more participation in the way we use them. It is our pleasure to ensure this
openness and transparency via the same decentralized algorithms which we use in our business.
ABBC Wallet is a matter of our personal pride. It has a beautiful design and well-tested user interface, andsupports ABBC Coin, Ethereum, and more than 1600 ERC-20 tokens (with Litecoin, Dash, and EOS comingsoon). The Wallet also opens new opportunities for our merchants as they can now create customized
loyalty programs for their customers. Instead of some lucid “point” or “miles,” customers can receive ABBC Coinas rewards and immediately spend it for online shopping.
The Hybrid Account Model, which we implemented for account management of our customers, substantially
improves the original EOSIO account model. Based on our expectations, it will significantly lower the entry
threshold for new customers. We expect it to be widely adopted by competitors and other participants ofthe blockchain ecosystem.
It is hard to be “Amazon”, although we realize all the cumulative benefits this market position generates. We
think that the future of digital commerce lies in return from “everything store” to curated specialized
marketplaces, where the owner is a gatekeeper and a trendsetter in one person. Because e-commerce
development happens in “waves,” we expect the next wave to be personalization. And of course, such
personalization will require handy payment tools with the commission being as low as possible.
The current market is tough for blockchain e-commerce projects as the market is cleansing itself frompretenders. However, hard times are usually followed by even huger opportunity windows. We strongly
believe that customized payment instruments, based on blockchain or any other relevant technology thatwill emerge soon will drive the future of e-commerce within the next several decades. And it is truly a great
pleasure to surf “ahead of the waves”.

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ABBC Whitepaper

1.

Retail e-commerce sales worldwide from 2014 to 2021 (in billion U.S. dollars) by Statista
statista.com/statistics/379046/worldwide-retail-e-commerce-sales

2.

Annual retail e-commerce sales growth worldwide from 2014 to 2021 by Statista
statista.com/statistics/288487/forecast-of-global-b2c-e-commerce-growt/

3.

Sam Mire. Blockchain For E-commerce: 22 Startups To Watch In 2019 disruptordaily.com/blockchainstartups-ecommerce

4.

Ian MacKenzie, Chris Meyer, and Steve Noble. How retailers can keep up with consumers
mckinsey.com/industries/retail/our-insights/how-retailers-can-keep-up-with-consumers

5.

Andy Geldman, eBay vs Amazon: The World’s Top Marketplaces Go Head to Headwebretailer.com/lean-commerce/ebay-vs-amazon

6.

Thomas Franck, Amazon’s US sales to match Walmart’s within three years, JP Morgan predicts
cnbc.com/2018/05/15/amazons-us-sales-to-match-walmarts-within-three-years-jp-morganpredicts.html

7.

ABBC Generation 2 Mobile Wallet Registration and Migration Manualhttps://abbccoin.com/ABBC_gen2_english_1.0.pdf

8.

EOSIO Technical White Paper v2github.com/EOSIO/Documentation/blob/master/TNechnicalWhitePaper.md

9.

Kyle Samani. The Definitive Voting Guide For EOSIO Block Producers
forbes.com/sites/ksamani/2018/09/18/the-definitive-voting-guide-for-eos-blockproducers/#1400bf014d4f

10. Aurora EOS. Voting Guide medium.com/@auroraeos/eos-voting-guide-3bf4e0be251b
11. Steve Floyd, EOS Tribe: How EOS Block Producers are Paid medium.com/eostribe/how-eos-blockproducers-are-paid-7b2a1216eb2b
12. Hiranya Jayathilaka. Developing a cryptocurrency price monitor using Firebase and Google Cloud
Platform medium.com/google-cloud/developing-a-cryptocurrency-price-monitor-using-firebase-andgoogle-cloud-platform-34d5538f73f6
13. Rhys Skellern. Keep Your Private Keys Safe- Why It’s so Important to Store Them Offline
medium.com/ecomi/keep-your-private-keys-safe-why-its-so-important-to-store-them-offline8a85d946a3b2
14. Gertrude Chavez-Dreyfuss. Cryptocurrency thefts, scams hit $1.7 billion in 2018: report
reuters.com/article/us-crypto-currency-crime/cryptocurrency-thefts-scams-hit-1-7-billion-in-2018report-idUSKCN1PN1SQ
15. What is a non-custodial wallet? Abra.com Support Portal support.abra.com/hc/enus/articles/360022979791-What-is-a-non-custodial-wallet16. Bitcoin Mediawiki on GitHub. Bitcoin Improvement Proposal (BIP) 0044: Multi-Account Hierarchy for
Deterministic Wallets github.com/bitcoin/bips/blob/master/bip-0044.mediawiki
17. ERC20 Token Standard, The Ethereum Wiki theethereum.wiki/w/index.php/ERC20_Token_Standard
18. Bitcoin Mediawiki on GitHub. Bitcoin Improvement Proposal (BIP) 0032: Hierarchical Deterministic
Wallets github.com/bitcoin/bips/blob/master/bip-0032.mediawiki#Abstract
19. Feature Overload Strains Customer Satisfaction with Online Banking and Mobile Apps, J.D. Power
Finds jdpower.com/business/press-releases/2019-banking-and-credit-card-mobile-app-studies

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20. Michele Lerner, 7 Reasons to Have Multiple Bank Savings Accounts – Pros & Cons
moneycrashers.com/multiple-bank-savings-accounts
21. Tom Stankewicz, The Complexity Barrier to Decentralization and Cryptocurrency Successmedium.com/@SleazyT/the-complexity-barrier-to-decentralization-and-cryptocurrency-successafe6a6b57919
22. UPS Pulse of the Online Shopper. Volume 4 The Savvy Shoppers. U.S. Study:
solutions.ups.com/rs/935-KKE-240/images/UPS-Pulse-of-the-Online-Shopper-2017-Volume4_The_Savvy_Shoppers.pdf
23. Epsilon. The power of me: The impact of personalization on marketing performance researchslideshare.net/EpsilonMktg/the-power-of-me-the-impact-of-personalization-on-marketingperformance/1
24. Guillermo Navarro Sanfelix, Francisco Puig. New challenges in the franchisor-franchisee relationship.
An analysis from agency theory perspective ehu.eus/cuadernosdegestion/documentos/150610gn.pdf
25. Blockchainhub Berlin. Tokenized Networks: What is a DAO?
https://blockchainhub.net/dao-decentralized-autonomous-organization/
26. Seth Bannon. The Tao of “The DAO”
https://techcrunch.com/2016/05/16/the-tao-of-the-dao-or-how-the-autonomous-corporation-isalready-here/
27. Paul Timmers, Business Models for Electronic Markets. Journal Electronic Markets Volume 8, 1998 —Issue 2 tandfonline.com/doi/abs/10.1080/10196789800000016
28. Gal Oestreicher-Singer, Lior Zalmanson. Content or Community? A Digital Business Strategy forContent Providers in the Social Age papers.ssrn.com/sol3/papers.cfm?abstract_id=1536768
29. Mathieu Boulianne, EOS Block Producer Illustrative Revenue Analysis — How will a Block Producer be
Rewarded? eoscanada.com/en/eos-block-producer-illustrative-revenue-analysis-how-will-a-blockproducer-be-rewarded

Page | 31

ABBC White Paper

Artificial Intelligence
Asia Pacific
Application Protocol Interface
Business-to-business (transaction type)
Bitcoin Improvement Proposal
Blockchain Index Storage

IT Consulting
JWT

Decentralized Autonomous Organization
Distributed Proof-of-Stake
Europe, the Middle East and Africa
Gross Merchandise Volume
Headquarters
Information Technology Consulting
JSON Web Token

Page | 32

ABBC White Paper

1.

Target Audience of ABBC Ecosystem

2.

Projects that Inspire Us. Multi-wallets

3.

Projects that Inspire Us. Loyalty Rewards Solutions

4.

Ad-based Projects that Inspire Us

5.

ABBC Blockchain Generation 2 Migration Roadmap

6.

Migration Process Flow Explained in Quick Steps

7.

Customer Account Levels for ABBC Blockchain

8.

User Flow via Functional Infrastructure of ABBC Blockchain

9.

ABBC Gateway Architecture. Generic Node and API Implementations

10. Wallet Interaction with ABBC Blockchain
11. ABBC’s Go-to-market Strategy in 12 StepsPage | 33