No Longer a Quest Part-II...
21-22 December 2006
EB Reader’s (KLN/Chris) & PK Correspondence
PK,
I've noticed on the Integral website that over the past few years there have been several of these licensing agreements, much like the latest one with ADAC.
Do you know what has happened to them? I wonder why nothing has developed yet in the way of revenues. (KLN)
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KN, that's a good point. Since 2001, they've made numerous announcements of licensing agreements and business partnerships, yet over the past three years, they've had revenues of $1k, $67k, and $2k in the years ending June 30 2004, 2005, and 2006, respectively.
I'm only just beginning my research on this company, but your comment, and their history of press releases without subsequent revenue, at least on the surface, makes this look like your typical OTC.BB scam.
On the flip side, though, they have just completed their first actual manufacturing agreement, which is different from the previous agreements in that it could actually lead to physical production of the product, and more importantly, to revenue. Additionally, a deeper dive into some of the aforementioned press releases shows that, while their titles seem a bit "pumped-up" most of them do merely discuss the exploration of market potential, and did not suggest immediate revenue generation.
Additionally, it does appear that the plans laid out in the January 6, 2006 letter to shareholders (to move toward production and sales) are coming to fruition (Jasper and ADAC), so I'm inclined, for now, to give management the benefit of the doubt that they are actually on the road to revenue generation and profitability. (Chris)
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EB Readers (KLN & Chris),
Thank you for the questions, and for offering a chance to relay the story, as I understand it.
First, to KLN, the ultimate reason for the past few years you highlighted is due to Supply-Chain certainly, but more it was due to the uncontrolled actions of second and third parties.
That prospective agreements were noted in press releases is commonplace among partnerships that choose to signal their intention to do business. Motorola is one instance of focus noted in this writing, or rather they were. I would point you to the leadership change that took place as Integral released the press release identifying the possibility of entering an arrangement with a major cell phone concern. Dig into the history of the time, and you will find that the old MOT management had visited Integral’s offices/lab. In return, Bill Robinson and Tom Aisenbrey and others visited with Motorola and spoke with their leadership. All was on track, lawyers had met, and plans were made. Then Motorola company, again, stumbled in the marketplace. New leadership took over, and in the housecleaning that ensued, former management contacts once made, were replaced.
This was a lesson-learned session for those at Integral Technologies. They realized that, yet again, they were relying on a large name player to carry them to success. They needed a change to their game plan, and a complete overhaul in their marketing strategy.
If you read Chris’ assessment, you will see indications of the change and signs of its emergence.
First, rather than announce yet to be achieved successes, the company became more reserved -- holding back on the news (and rumor) until only after the real news had occurred.
Second, instead of looking for a large name company to latch their star upon – rather than look to GE or DuPont, they chose instead to focus on the question of how best to market their IP material quickly and in quantity.
Somewhere in the project management phase of the planning process, the notion of coordinating with/through one, or more established manufacturers came into being.
The company leadership searched internationally for just the right partnership – and while doing so, sought out solutions to the other various lacking Supply Chain issues that had hampered past efforts and kept the ultimate goal of success ever elusive.
After almost a year of resolving the above issues, working out the kinks, and tweaking timelines, securing financing and resolving potential partnership concerns – Integral, as Chris notes, issued their 6 January press release manifesto, highlighting things to come; milestones; and a comprehensive overall game plan.
While it is fair to look at the past and use it as an indicator, also keep in mind that the past if remembered can be a teacher.
Just like you won’t hold an incident against a child as it grows into adolescence and later adulthood, remember – Integral has experienced trending mistakes and in the past two years has learned from them, breaking the mold with a new strategy.
From all indicators available, it appears that they are keeping to the game plan, and if you choose to hold that against Integral and their leadership, then that is your choice.
To me, I see the fact that multi-million dollar industries are taking serious note of the ElectriPlast potential, and are bothering to sign on board.
To me – that looks like something more is a-brewing, than the same-o, same-o mantra few unique naysayers would have you believe.
Back to what I said early on, you have a Supply Chain in play. To that end, you also have a Manufacturer who has hired a multitude of workers to handle an anticipated increase in workload. You have patents with a host of patents pending. And, you have hands-on, international recognition in the coming the form of the Jan 2006 CES.
And this merely scratches the surface – talk about just beginning, ADAC is in play, along with yet another well know auto manufacture – and trust it won’t stop there.
With over 100 Non Disclosure Agreements (NDAs) were commented upon in past press releases, you can count on that as fact – and we shareholders will see what other impressive well-known entities pony up to the table, and hear them loudly when they say:
“Make Mine ElectriPlast!” I sincerely hope that helped a little. For more anytime, feel free to drop me an email at: electriplast@hotmail.com …
Christmas Cheers and warmest regards from winter-wonderland Bavaria,
PK sends…