Future, page-15

The business is a great one with a great product, theoretically with with all infrastructure in place so additional sales should come with small marginal cost. They seem to be failing with getting that volume of sales and extending on existing POS positions to increase volume at a suitable rate IMO?

The execution IMO seems to be lacking and cost of that execution for results to date is excessive.

They achieved large USA stores IMO with a strategy of giving them a large retail margin so got placement but haven't IMO leveraged off that ( especially since they have $ in bank) and have tried to let it grow organically , word of mouth etc but there is 100 products in USA stores getting eyeballs. We just don't know return rate of consumers and product satisfaction etc but since there is stuff all social media buzz or feedback and not exponential growth on website IMO something isn't working.

We are paying top dollar IMO and results aren't reflecting the experience and professional abilities we have on board so I don't know if it the old - big company staff can't scale down and do hands on follow up and small company business or they don't have the support they used to? - hell I don't really care but as a shareholder I want it fixed. They get paid the big dollars as they should be able to open doors quickly , world knowledge, know logistics , contacts , know how to scale up, know how to market and know how to beat big boys at own game as they have seen it from the inside and know company numbers and speed up expansion and that IMO hasn't happened. They have simply at times employed those skills and added to costs as if we were a bloody cadbury size business and we haven't seen any efficiencies fall to bottom line because of that IMO.
IMO we are paying the big dollars and they should not be in diapers needing their hands held learning anything and should be producing results from day one..

The analogy IMO - they have tracked and caught some elephants ( walmart which are hard to get etc) but have failed to work out how to keep the elephants in captivity and get money off em ( elephant rides - internal promotion , leverage et) and feed em ( advertising , promotion).

None of the distractions of court case , moving production etc should have absorbed all the management time that they can't have unleashed effective promotion to increase sales. No excuses IMO. It is almost like they have sat on their hands IMO doing a little as possible pulling poor numbers and thinking that come the court case judgement they can claim their business was screwed and claim more damages- yeah right!! Yeah I hope I'm joking.

Promotion to brokers and predictions IMO has backfired on them IMO and burnt more bridges than they can rebuild quickly. Just how can a broker go to a private client let alone a insto and tell em it is great value at 1.20, then 90 then 70 then 60 then 50 then 40 and have any credibility all based on company releases about 85% sales growth - yeah . Circle of trust broken IMO. Brokers fed crap or wanting issue or broker just lazy and didn't plug reasonable numbers in?

Can they rebuild it - yes if they get their crap together

They don't have time to piss about as markets and business they have spent time researching change quickly.
Problem is that the usual is that the new bloke comes in and clears the decks , says it is all past blokes problem , reinvigorates team and promotes afresh story to market. Or they can just achieve sales and keep expenses under control and get some of the old expenditure on books etc actually working and start releasing snippets and leveraging off them.

Whatever strategy path they decide to take they need to communicate it to the whole market in a professional consistent way and not rely on seeded upbeat broker reports and if it is failing communicate changes rather than keep surprising the market with crap and no strategy update that can be measured.