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Posted On: 02/08/2018 6:47:31 PM
Post# of 40990
Yep, I agree we need a more robust team - but, that costs money and we don't have enough to pay our current debt. Can't afford to have staff and can't afford not to have staff.
We have impressive sales resources and it shows. We have impressive sales/revenue for a company less than 2 years old and projected impressive revenue growth. I think it's the other parts of the business that need to be buttressed.
Sales revenue is not hurting the pps. Less than spectacular communications; marketing research & support; consumer relations; investor relations (that's us); etc. Who is working on product support and development (especially NPD - new product development); engineering etc.? Do we have Internal or external legal support or both.
I do think could guidance could touch revenue AND costs.
One thought about big auto being quiet. New cars represent about 10% of annual sales. Since most new cars are not purchased for young drivers, new car buyers may not see the need to pay a few extra hundred $$$ for this option. Fleet buyers could be our target audience - i.e. shiny, new car and driver controls.I don't know what % of new car buys are made by fleet owners/managers. But if it is less that 20%, you are talking about our apps "fitting" the needs of 2% of all annual car sales.
That's not a winning market plan imo. Our best market attack seems to be exactly where Steve is signing deals: car dealers selling new and used cars; car parts distributor; car parts stores; warranty companies; insurance companies; fleet managers; trucking companies; transportation companies (taxi; uber; kareem). Car makers don't need our products because they have not been deemed mandatory - legally or socially.
We need a robust marketing communications & education plan! Is that Fly?? Is facebook our best (only) approach here? I can't even imagine what kind of lobbying or "regulatory reform" effort would be doable AND work.
Sorry for the long response. Go ONCI
We have impressive sales resources and it shows. We have impressive sales/revenue for a company less than 2 years old and projected impressive revenue growth. I think it's the other parts of the business that need to be buttressed.
Sales revenue is not hurting the pps. Less than spectacular communications; marketing research & support; consumer relations; investor relations (that's us); etc. Who is working on product support and development (especially NPD - new product development); engineering etc.? Do we have Internal or external legal support or both.
I do think could guidance could touch revenue AND costs.
One thought about big auto being quiet. New cars represent about 10% of annual sales. Since most new cars are not purchased for young drivers, new car buyers may not see the need to pay a few extra hundred $$$ for this option. Fleet buyers could be our target audience - i.e. shiny, new car and driver controls.I don't know what % of new car buys are made by fleet owners/managers. But if it is less that 20%, you are talking about our apps "fitting" the needs of 2% of all annual car sales.
That's not a winning market plan imo. Our best market attack seems to be exactly where Steve is signing deals: car dealers selling new and used cars; car parts distributor; car parts stores; warranty companies; insurance companies; fleet managers; trucking companies; transportation companies (taxi; uber; kareem). Car makers don't need our products because they have not been deemed mandatory - legally or socially.
We need a robust marketing communications & education plan! Is that Fly?? Is facebook our best (only) approach here? I can't even imagine what kind of lobbying or "regulatory reform" effort would be doable AND work.
Sorry for the long response. Go ONCI
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