You know I don't like your continual negativity ..
Post# of 75002
Posted On: 10/17/2016 2:40:50 PM
Re: the wise one #27013
You know I don't like your continual negativity ..... But you are who you are!
As most longs know on here that I have believed in Jerry and his entrepreneurial spirit since 2004 when I invested and became a distributor for Microtrak vehicle tracking systems. It was another great idea that he developed and produced a product that had potential, but because you have hardware plus a server with firmware and data going through cellular networks; just too many hands in the pie to make a company grow.
That being said Mr Wise One ..... I think I am wise on this one in that (as most know) ..... I have accumulated almost 9 million shares at an average of .012 and as long as this Company continues to grow and show potential with solid products and new growth.....I will be just fine!
New products take time to market and distribute! And as you keep pointing out ..... their cash flow is still slow.
Hansen Natural started out with far less sales than RMHB
Here is a brief history .... if you dare????
Hansen owes its transformation to two South African businessmen, Rodney C. Sacks, 55, the company's chairman and chief executive, and Hilton H. Schlosberg, 51, president and chief financial officer. After raising $6 million from family and friends, the pair bought control of a publicly traded shell company in 1990 and began searching for a business to buy. Through an investment banker, they learned of Hansen, a maker of natural sodas and juices, which dates back to one founded by Hubert Hansen in 1935. In 1992, Sacks and Schlosberg paid $14.5 million for the company, which was doing about $17 million a year in sales.
MONSTER HIT
The business chugged along, producing decent if unspectacular growth, with products such as fruit-flavored ice teas. ``There wasn't a real point of difference,'' Sacks admits. Then the pair decided to take on Red Bull, which they had observed starting up in Europe. In 1997, the same year Red Bull was launched in the U.S., Hansen's Energy hit shelves. The drink was carbonated, slightly citrusy, and heavy on the sugar and caffeine. But unlike Red Bull -- which sampled its product aggressively at sporting events and on campuses -- Hansen's Energy failed to strike a chord with core energy-drink consumers, such as college kids, truck drivers, and action sports fans.
So Sacks and Schlosberg went back to the drawing board, mixing up a new beverage with even higher levels of sugar and caffeine. They launched the product under the new Monster label and packaged it in 16-ounce cans -- twice the size of Red Bull. By selling the concoction to local beverage distributors at costs comparable to Red Bull, they ensured that consumers would pay roughly the same price (about $1.99 a can) but get double the volume.
Hansen has jolted the Monster brand with a dose of guerrilla marketing. Teams of Monster ``ambassadors'' give out samples of the product at concerts, beach parties, and other events. The company also sponsors motocross, surfing, and skateboarding competitions. Hansen representatives in black Monster vans supplement the company's network of 300 independent distributors by assembling store displays and restocking specially designed racks in convenience store coolers. ``A lot of companies say they will do that; [Hansen] really delivers,'' says Daniel R. Perry, senior vice-president of All-American Bottling Corp., a Monster distributor based in Oklahoma City.
Hansen now owns an 18% share of the energy-drink category, according to the trade publication Beverage Digest. While Red Bull remains the leader with nearly half of the market, Hansen's energy-drink sales increased 162% last year -- more than three times Red Bull's growth rate. ``A small subset of consumers is going wild over these drinks,'' says Beverage Digest editor and publisher John Sicher. ``Hansen is really riding a tiger.''
As most longs know on here that I have believed in Jerry and his entrepreneurial spirit since 2004 when I invested and became a distributor for Microtrak vehicle tracking systems. It was another great idea that he developed and produced a product that had potential, but because you have hardware plus a server with firmware and data going through cellular networks; just too many hands in the pie to make a company grow.
That being said Mr Wise One ..... I think I am wise on this one in that (as most know) ..... I have accumulated almost 9 million shares at an average of .012 and as long as this Company continues to grow and show potential with solid products and new growth.....I will be just fine!
New products take time to market and distribute! And as you keep pointing out ..... their cash flow is still slow.
Hansen Natural started out with far less sales than RMHB
Here is a brief history .... if you dare????
Hansen owes its transformation to two South African businessmen, Rodney C. Sacks, 55, the company's chairman and chief executive, and Hilton H. Schlosberg, 51, president and chief financial officer. After raising $6 million from family and friends, the pair bought control of a publicly traded shell company in 1990 and began searching for a business to buy. Through an investment banker, they learned of Hansen, a maker of natural sodas and juices, which dates back to one founded by Hubert Hansen in 1935. In 1992, Sacks and Schlosberg paid $14.5 million for the company, which was doing about $17 million a year in sales.
MONSTER HIT
The business chugged along, producing decent if unspectacular growth, with products such as fruit-flavored ice teas. ``There wasn't a real point of difference,'' Sacks admits. Then the pair decided to take on Red Bull, which they had observed starting up in Europe. In 1997, the same year Red Bull was launched in the U.S., Hansen's Energy hit shelves. The drink was carbonated, slightly citrusy, and heavy on the sugar and caffeine. But unlike Red Bull -- which sampled its product aggressively at sporting events and on campuses -- Hansen's Energy failed to strike a chord with core energy-drink consumers, such as college kids, truck drivers, and action sports fans.
So Sacks and Schlosberg went back to the drawing board, mixing up a new beverage with even higher levels of sugar and caffeine. They launched the product under the new Monster label and packaged it in 16-ounce cans -- twice the size of Red Bull. By selling the concoction to local beverage distributors at costs comparable to Red Bull, they ensured that consumers would pay roughly the same price (about $1.99 a can) but get double the volume.
Hansen has jolted the Monster brand with a dose of guerrilla marketing. Teams of Monster ``ambassadors'' give out samples of the product at concerts, beach parties, and other events. The company also sponsors motocross, surfing, and skateboarding competitions. Hansen representatives in black Monster vans supplement the company's network of 300 independent distributors by assembling store displays and restocking specially designed racks in convenience store coolers. ``A lot of companies say they will do that; [Hansen] really delivers,'' says Daniel R. Perry, senior vice-president of All-American Bottling Corp., a Monster distributor based in Oklahoma City.
Hansen now owns an 18% share of the energy-drink category, according to the trade publication Beverage Digest. While Red Bull remains the leader with nearly half of the market, Hansen's energy-drink sales increased 162% last year -- more than three times Red Bull's growth rate. ``A small subset of consumers is going wild over these drinks,'' says Beverage Digest editor and publisher John Sicher. ``Hansen is really riding a tiger.''
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