Re: Float and Outstanding Shares
Yes, this is correct. Few background thoughts of interest to investors:
We have introduced a red colour highlight to this one aspect of the FAQ updates as a courtesy to shareholders so that they can see at a glance whether there are any updates to these numbers
We have turned down many offers for much larger 504 subscriptions from parties who have all used some version of the expression “do it while the market is hot”; to which my response has been in every case that this is precisely why we will NOT issue large subscriptions. We operate the company for the benefit of shareholders, which means that only when circumstances are right for the increased value of the company through strategic use of funds representing very good use of proceeds, such as additional durable merchandising deliverables that need to be installed at the front end of new retailing relationships as one example. Secondly, we vet potential subscribers to determine if they have a track-record of being responsible accredited subscribers who are acquiring shares with investment intent and understanding/respect for all the issues at hand.
Remember that sales dollars and capital dollars will be required in part to build strategic inventories. Notwithstanding excellent production capabilities, it is prudent to maintain suitable new higher levels of minimum inventories to be able to provide immediate deliveries to “just in time” retailing environments. There are lead times to production, including raw materials, packages, labels, caps and cartons that all have potential for snags, particularly when production volumes increase. This is why it is wise to build new higher minimum inventory levels. It acts as a shock absorber to Murphy’s Law. The customer should never be given excuses of why product is not available. Whatever pain and effort is necessary to get the job done has to take place behind the scenes so that the customer finds Winning Brands a pleasure to deal with because there are no excuses.
Winning Brands Corporation is being designed to be a different kind of consumer products company – one that is lean because it identifies market niches with massive potential, and then focuses on mining that potential rather than going too wide, too soon. We have all heard about inventors or enterprises that had one highly publicized success and mistakenly believe as a result that they have the “Midas Touch”, thus going off into a spending spree into sidelines that are not built on existing expertise or demonstrated market potential. The simple goal of Winning Colours is to launch products into massive markets that can plausibly generate significant, steady cashflow that will not be wasted, but instead increase the worth of the company by staying on mission, focusing on excellence and cultivating profitability – and protecting that profitability. This requires capital in the early days, and the fortunate amongst us who are early shareholders – ie those acquiring their positions over the last 18 months since Winning Brands has come into existence and those currently discovering the company in the public quotation services while we are still only in the double zeros or pennies, have a realistic opportunity of owning a piece of steady, substantial cashflow; not dreams.
It must be remembered, that the mission statement of replacing hazardous chemicals in widespread use with safer alternatives does not end with cleaning products. We have identified cleaning products which we feel have the massive potential referred to above. There are entire industries in addition to cleaning products where this mission can be applied. Winning Brands does not discuss these other areas of opportunity because it does not want to create false hope. Our style is to keep the vision realistic and actionable. Credibility is gained by achieving profitability in the pursuit of the mission. Without profitability, the entire exercise amounts to a charity. Winning Brands is not a charity. It is singularly oriented to attaining profitable sales volumes for the indicated products and growing thereafter only as prudently as the first round of success would describe.
A review of all comments I have made about financing are consistent with this philosophy and our actions. In plain language, what this company, its management and its shareholders currently have in common is that we have guts. There are plenty of people who can list reasons why this or that initiative will not succeed. It is no remarkable coincidence that people who are fixated on the obstacles as insurmountable are not the ones making the breakthroughs in life. Your management is constantly overcoming obstacles. We are adjusting, refining, re-thinking, improving, correcting and in a dozen other ways modifying our micro-tactics all the time to stay on mission and cross the finishing line – leaving those with less perseverance in the rear view mirror.
Eric Lehner, CEO
Winning Brands Corporation
www.WinningBrands.ca
