QUESTION
Dear Eric, Do we still have a shot at the big box rollout? You have been silent about this subject. Is this still a possibility? Anything I can pass on or is it still too sensitive a subject. Thanks….
ANSWER
The previous public answer to this question remains accurate to the best of our knowledge. It is enormously frustrating to us that we cannot spell out in detail exactly what the steps are: forward, backward, sideways, etc in dealing with the large accounts, but this is a serious matter of confidentiality on their part. I try to balance a possible business opportunity “opening” with plain-spoken cautionary reminders. It would be easier to say nothing, and thus risk no misinterpretation. On the other hand, then I receive requests for updates because I have been silent. The operation of a public entity is a serious balancing exercise, generally leaving the CEO satisfying nobody for either not revealing enough, or revealing too much.
The large retailers cycle through many personnel changes, policy changes, strategy changes – it’s amazing. Despite the large number of SKU’s in the national accounts, many products come from a smaller number of established vendors. Getting that first real big break as a spirited independent brand is a “blood, sweat and tears” experience for sure. If you turn the corner, then it can be huge – but until that time, it’s nerve wracking.
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In the meantime, spelling out the challenges in detail upsets the stock promoter types who want the company to say and do anything positive to provide stock buying interest vs others who feel that even the slightest bit of sincere enthusiasm for what we are doing constitutes a “pump” or is misleading somebody by dangling carrots.
The fact of the matter is, and always has been, that what we are trying to accomplish (building an independent national consumer product brand with continent wide distribution) is a fight against the odds. I have always been plain about the challenges. They are huge. Success is not guaranteed. The only reason that anyone tries, is that in the few cases that this kind of success is achieved, then the rewards are enormous, on various levels. It’s called reaching for the brass ring.
I am dedicated to the goal and believe in what we are doing. As long as the company survives, follows through, builds on its advancements and learns from its setbacks then its stakeholders can benefit. As has been recently observed, the company was a positive experience for shareholders until 2010 – when the share price fell precipitously following the question of whether Walmart was delisting us. It took a year to prove that this was not happening, and that Walmart was resuming ordering for more stores than before. That type of “issue” has a huge impact on a small company. There are others that arise and get dealt with as astutely as possible. It’s a dynamic process: research & development, manufacturing, distribution, customer relationships, staffing, marketing, financing, publico regulatory compliance, etc.
Bottom line – No single buyer, no single banner, no single barrier is going to single-handedly determine this company’s destiny. Our lead product is a “natural” to become a household name and favourite in our cateogory. We have to foster recognition of this fact amongst the trade and consumers.That’s what we are TRYING to achieve. Any prospective shareholder has to understand that this is a goal, not a promised outcome. It’s a goal that we feel passionately about. To believe deeply in the worthwhile goal that you are striving for is still legal, moral and ethical as best as I can tell.
