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Uh Waiter..I will have whatever he's having please
thanks Jones Really nice post
I see the exact same thing with Berg 9 straight quarters of increased sales in a recession (selling a Luxury)
think about it
I'm going the distance also...
Do you have pics of berg and peewee
Berg answered my message today on FB, almost forgot I sent him one.... anyhow his reply was good as I was hoping for.
I baited and then asked some questions that the answers would tell me alot about how he does business.... he passed
Wont be able to keep that quiet for long.. as the money leaves a trail right to you LOL what a nice problem to have huh
GL
Thanks, and now and I am glad I asked... LOL
really good... will smile the rest of the day
for sure
Hope we get some news soon and thanks for the smile
Life is good
I agree with your statement that BRGO is suprisingly transparent
for an otc
the Audit I was refering to in my last post was just some deleted jibber jabber directed at another poster, having little to do with bergio stock.
Always wondered is your initials IDK and your bff is jill?
Whoever just came through and did an Audit on those last messages
THANK YOU
somewhat patiently waiting for BRGO news
Thats what I used to tell my Dad LOL
he never fell for it......
First time I surfed Pipe I was 12 I was born and raised on Oahu near the north shore, now I live in a small town on the Big island where its alot less crowded and sweet waves.
GO BRGO >>>
video shot from my buddys just up the street
Looks like diamond saw blades for cutting tile will be getting a little cheaper, amazing those diamonds were created 35 mil years ago...
we need berg to make 35 mil a year net profit LOL
gonna have to go find it on I tunes so I can jog my memory
HA
today wasnt so bad here, hoping for some news soon
Happens to us all, my family knows when the surf is up I am gone
LOL my home break is "lymans" here on big Island of Hawaii
right out in front of my house, hard to get anything done when its firing... its been a slow summer for waves which is why I have been on here more... got some waves this morning a new swell is building so hopefully some more this week...
Brgo is my new freind.... hope he keeps me surfing :)
After today I wont disagree with you at all....
True, by the reaction to the pump it appears that most who have been burned before will not return until solid news arrives.I personally sat this one out because todays news release really did not say anything much different than the one a year ago. and with all the new arrival pumpers I backed off the trigger.
There will be a payday here for sure, but it might be awhile.
Can anyone tell me if FORC actually has a permit to mine this property, all I can see is a permit for exploration and does any one know how hard or easy it is in Canada to mine next to a lake?
And does any one know an approximate cost per ton to exract the lithium ? and can that be done on site since it is close to a lake
There is no surf on wall street..
Just got out of the water here, what break is the pic on your posts
Hey Krony my board still says pink sheet on it,
whats your thoughts on when to expect the change back.
LOL any more imfo there might put us on overload...
LOL just jokin
GLTA
Stem tempering is fine as the numbers dont lie just the people who write them down, which I believe is what you are saying
Why not ask Berg straight up to explain, access to the Owner Book keeper and sales force in One call?.
every company has a begining story even the hotdog LOL
In its early years Armour sold every kind of consumer product made from animals: not only meats but glue, oil, fertilizer, hairbrushes, buttons, oleomargarine, and drugs made from slaughterhouse byproducts. Armour operated in an environment without labor unions, health inspections or government regulation. Accidents were commonplace. Armour was notorious for the low pay it offered its line workers. It fought unionization by banning known union activists and by breaking strikes in 1904 and 1921, employing African Americans and new immigrants as strikebreakers. The company did not become fully unionized until the late 1930s when the Meatpacking Union succeeded in creating an interracial industrial union as part of the Congress of Industrial Organizations (CIO).
During the Spanish-American War (1898) Armour sold 500,000 pounds of beef to the US Army. An army inspector tested the meat two months later and found that 751 cases contained rotten meat. This resulted in the food poisoning of thousands of soldiers.[1]
Armour and Company historical marker in Fort Worth, Texas; the company closed its operations there in 1962
In the early 1920s Armour encountered financial troubles and the Armour family sold its majority interest to financier Frederick H. Prince. The firm retained its position as one of the largest American firms through the Great Depression and the sharp increase in demand during World War II. During this period, it expanded its operations across the United States; at its peak the company employed as many as 50,000 people.
Miss Oak Ridge Oak Ridge Tennessee 1947 wins an Armour smoked ham.
In 1948, Armour, which had made soap for years as a by-product of the meatpacking process, developed a deodorant soap by adding the germicidal agent AT-7 to soap. This limited body-odor by reducing bacteria on the skin. The new soap was named "Dial" because of its 24-hour protection against the odor-causing bacteria. Armour introduced the soap with a full-page advertisement using scented ink in the Chicago Tribune.
After World War II Armour and Company's fortunes began to decline. In 1959 it closed its Chicago slaughterhouse operations.
[edit] 1950-2000
During the 1950s Dial became the best-selling deodorant soap in the US. The company adopted the slogan "Aren't you glad you use Dial? Don't you wish everybody did?" in 1953. In the 1960s, Armour expanded the Dial line with deodorants and shaving creams. During this period the young Dale Carnegie became the company's highest-selling salesman in their South Omaha sales region.[2]
Chicago-based bus company Greyhound Corporation acquired Armour and Co. and its Dial brand in 1970. Greyhound kept the company's meatpacking (Armour Foods) and consumer products operations (Armour-Dial) and sold the rest of its assets. In 1971, Greyhound moved Armour-Dial's headquarters from Chicago to Phoenix, Arizona, to a newly-built $83 million building.
Greyhound's rapid diversification and frequent unit restructurings led to erratic profitability. In 1981, John Teets was appointed chairman of Greyhound and began selling unprofitable subsidiaries. After meatpackers struck at Armour Food meat-packing plants in the early-1980s, Teets shut 29 plants and sold its meatpacking operation to ConAgra, Inc. (now ConAgra Foods, Inc.), but kept its canned meat business. Greyhound's Armour-Dial unit continued to manufacture the canned meat products while licensing the Armour-Star brand name.
A similar labor feud at Greyhound led to the sale of the bus operations in 1987. Armour-Dial acquired the household products business Purex Corporation in 1985. Two years later it introduced Liquid Dial soap as well as acquiring the Twenty-Mule-Team Borax laundry products business. In 1990, the company acquired the Breck's hair products line.
To reflect its changing focus, the company changed its name to The Dial Corporation in 1991. When it sold Greyhound Line, Inc and then Motor Coach Industries to the public in 1993, it exited the US bus industry altogether. Also that year Dial bought Renuzit air fresheners from S. C. Johnson. The company introduced the Nature's Accents line of skin care products in 1995.
In late 1995, management of parent Dial Corporation announced their intent to split the company and spin off the consumer products segment. In 1996, the remaining company became the Viad Corporation, consisting of financial and leisure products. The consumer business was reborn as a new Dial Corporation, soon relocating its corporate offices to Scottsdale, Arizona, adjacent to its long-time research and development facility. That same year, John Teets and Andrew S Patti were both ousted from their respective roles as CEO and President and replaced by Malcolm Jozoff, a former P&G manager, whose tenure included major layoffs in the fall of 1996 and then a series of financially disastrous acquisitions the following four years.[citation needed] In 2000, Jozoff was fired and replaced by Herbert Baum, with a mandate from the board of directors to find a suitable buyer for the company.
[edit] 2000 to present
The Dial Corporation was acquired by Henkel KGaA of Düsseldorf, Germany, in March 2004. The food-related brands of the Dial Corporation—including the shelf-stable meat products sold under the Armour-Star brand, which encompassed foods such as chili, hash, potted meat, sloppy joe sauce, sliced dried beef, Treet, and Vienna sausages—were sold to Pinnacle Foods Group in March 2006, so that the company could focus on its personal care, laundry, and professional products businesses. Dial's Cream corn starch and Appian Way boxed pizza products were also part of the deal. Under Pinnacle's ownership, over 150 meat products are sold under the Armour-Star label, and are now manufactured by Smithfield Foods (having acquired ConAgra's refrigerated meat business in late 2006; this represented somewhat of a reuniting, as ConAgra had bought the Armour refrigerated meat business in 1982). Pinnacle Foods was acquired by The Blackstone Group, a New York City-based private equity firm, in April 2007.
Armour's most recognizable product today is Armour hot dogs, and arguably Armour "LunchMakers", which compete with Oscar Meyer's "Lunchables". Armour's Vienna Sausage line is today owned by Smithfield Foods through their Armour Eckrich LLC affiliate.
I second that thought, how you like my teeth I just gottem
@.03 some of us will be in the emergency room with a big smile
the nurse says what happend and later wishes she had not asked....
Im 54 and I just tried to do one and now I hurt myself LOL
Thanks Jones
I know My speculations seem far fetched, a partnership can be a simple agreement to stock and sell a brand like Jared does with other Jewelry designers. see this link
http://www.jared.com/category%7C10451%7C10001%7C-1%7C19073%7C19073%7C19073%7CY
The Jared business model is leading the pack for sure
I would like think that the Signet group would be expanding upon this sucessful model with the other retail chains.
the big question of the day is
Where would bergio fit into all of this ?
and if the answer was just that bergio was going to be a brand within the Jared group that would be fine with me as Jared is the leader of the pack. and the other Signet retailers are sure to follow this model.
why I think it could be MEGA
Partnership with Jared for some showcase space, things go well Berg gets more showcase space and more stores
and this gets Mega'ed by the other Signet chains following suit.
not because of Berg,but because the Jared Business model
berg would be along for the mega ride
Again pure speculation and Pipe dreaming.........
the above could happen with any other retail chain or Bergio could get on the showcase and not have good enough sales to progress to other stores...
one thing it does show us all is that there is some big money in the jewelry industry and if Berg plays his/our cards right
good things can happen
and also I have to much time on my hands today
Pure speculation on "MEGA"
Jared, the Signet shinning star dubbed the "catagory killer"
check out the Signet financials per brand, locations and sales per location
http://www.sec.gov/Archives/edgar/data/832988/000119163812001102/sig201208238k.htm
Signet operated 1,845 stores (US division: 929 Kay stores, 184 Jared stores and 210 regional brand stores; UK division: 328 H.Samuel stores and 194 Ernest Jones stores) versus 1,850 stores
(US division: 910 Kay stores, 180 Jared stores and 224 regional brand stores; UK division: 336 H.Samuel stores and 200 Ernest Jones stores) a year ago.
below link is the most interesting,from the top left blue brand review check out one by one the brand Kay,Jared,Regional,H Samuel,Ernest Jones and then click on there locations
http://signetjewelers.com/sj/pages/operations/brand-reviews/kay
then check out the us operating review link
Is it possible that Bergio could become a new partner to this group of Jewelry retailers and that the mega partnership be Signet ?
There is no doubt that would be MEGA
one thing I see is that "Jared" is the flagship money making machine within the Signet group leading by sales $ per location way higher than all the other brands.
the "Regional brand" is not doing near as well actually pulling the total sales average down.
I know why in heck would a Billion dollar jewelry retailer be interested in little ol Bergio ?
Here is the "Jared" story
will Bergio be added to the line of brands ?
http://www.jared.com/lwp/wcm/connect/Jared/Customer+Service/About+Jared+The+Galleria+of+Jewelry/
complete and pure speculation by me
Do your own DD
Nice Krony, I checked them all out and the background chatter has started.....WooHoo
Back to the OTC
Profit last QTR, increase in sales for last 8? QTR's, HUGE 600k INCREASE in sales anounced for this QTR, partnership with 140+ store retail chain, 600K order only stocking 40 locations, Mega deal in the works seperate from the partnership and then Russia to boot.
Wow, I am excited to see the next couple of weeks
Stem, I reviewed another Jewelry Co Financials and here is the results
Signet jewelers 8K 2012
Kay, Jared, Regional brands, H Samuel, Ernest Jones
http://www.sec.gov/Archives/edgar/data/832988/000119163812001102/sig201208238k.htm
G&A and selling expense is 28% of sales
cost of sales is 63% of sales
total percent of sales 91%
Bergio
http://www.sec.gov/Archives/edgar/data/1431074/000139390512000450/brgo_10q.htm
G&A is 41% of sales
cost of sales is 38% of sales
selling expense is 10% of sales
total 89% sales
I will conclude that Bergio is within industry standards on the expenses ratio, although it seems high to me it appears to actually be lower than an Industry leader
Thanks stem I will take a look at all your points, our messages crossed LOL
I agree the expense is high if there is no sales increase in proportion
Stem below is what I find from the 10q, It states that the increase in the G&A expense was due to Marketing and travel
THIS DOES NOT SAY THE ENTIRE G&A EXPENSE WAS MARKETING AND TRAVEL
------------------------------------------------------------------
from the 10Q
General and Administrative Expenses
General and administrative expenses were $185,719 for the three months ended June 30, 2012, versus $121,484 for the three months ended June 30, 2011, an increase of $64,235 or 52.88%. The reason for an increase in the general and administrative expenses was the increase in marketing and travel expenses for opening new markets.
------------------------------------------------------------------
Imformation I found on G&A expenses DEFENITION and other potential expenses also in the G&A
Definition of 'Selling, General & Administrative Expense - SG&A'
Reported on the income statement, it is the sum of all direct and indirect selling expenses and all general and administrative expenses of a company.
Direct selling expenses are expenses that can be directly linked to the sale of a specific unit such as credit, warranty and advertising expenses. Indirect selling expenses are expenses which cannot be directly linked to the sale of a specific unit, but which are proportionally allocated to all units sold during a certain period, such as telephone, interest and postal charges. General and administrative expenses include salaries of non-sales personnel, rent, heat and lights. Investopedia explains 'Selling, General & Administrative Expense - SG&A'
High SG&A expenses can be a serious problem for almost any business. Examining this figure as a percentage of sales or net income compared to other companies in the same industry can give some idea of whether management is spending efficiently or wasting valuable cash flow. For example, in the television industry businesses that depend on a great deal of advertising must carefully monitor their marketing expenses. A good management team will often attempt to keep SG&A expenses under tight control and limited to a certain percentage of revenue by reducing corporate overhead (i.e. cost-cutting, employee lay-offs).
Read more: http://www.investopedia.com/terms/s/sga.asp#ixzz26ZraN4Ek
Stem can you show me where to find the 750,000 a year in travel expenses you speak of here, I also remember seeing you say this before. I cant seem to find anywhere where it says that 750K was spent on travel.
thanks in advance
No disrespect intended or otherwise implied,
I was just having a little fun. I am excited with the BRGO'S developing events here as well
GLTA
I know, I was just having some fun after all I would have to be drinking before 10am here... LOL
Thanks for all your input to this board and have a good weekend
PS
berg has not replied to my facebook message its been 24hrs or so now, I stated in the message that I was an investor
something is up, if he usually answers your messages right away
were your messages Private or Public
Does that mean we cant drink and post....
kinda takes the fun out of posting
I kinda miss chris the one line bandit
I messaged Bergio on faceboouk just a few minutes ago asking some questions about market presence in Hawaii where I am at.
sure would like to see them at some of the private resorts here in Hawaii catering his jewelry to the billionaires and stars that are flying there private jets in here constantly.
will see how long it takes them to get back to me
No denying the fact that this QTR sales will be the largest in Bergio history...cheap cheap share prices right now compared to what they will be in a month... GL
Not so sure about this one anymore, why in the %&**
would they be looking at other purchases ? and updating us on that.
when we are still awaiting an update for months on the Delineating
of Zorro 1 and btw what the *&%^% is delineating.
I am Green but had much larger hopes for this one...
maybe soon they will pump with something better than completed further work? SHEESH again
Agreed, I have just took a sip of coffee completeing my further work... LOL Sheeesh!! this is what we get after months of nothing
Loading loading loading
the boat is full and I cant load no more, ohh wait I got another boat so I will load it also and wait with patience for pay day
The back on track report says 4-6 weeks
4 weeks is in 10 days or so
MAJOR + MEGA = PROFITS
Com and Cxp just released a few minutes ago
Analyze This for huge gains !!!
Sales UP 23% for Q2
As stated in the 10Q (Q3 and Q4 account for 75-85% of the yearly sales)
780,000 6mo sales @ 25% of total yr sales = 3,120,000.00 for 2012
OR
780,000 6mo sales @ 15% of total yr sales = 5,200,000.00 for 2012
the above speculation does not include the new retail partnership which is known to be a 600K commitment in Q3
From the 10Q
Sales
Net sales for the three months ended June 30, 2012, were $450,553, compared to $364,661 for the three months ended June 30, 2011. This resulted in an increase of $85,892 or 23.55% from the comparable period. The increase in sales is primarily a result of our efforts to introduce new products and to expand our customer base outside the United States and into Europe and Asia.
Typically, revenues experience significant seasonal volatility in the jewelry industry. The first two quarters of any given year typically represent approximately 15%-25% of total year revenues, based on historic results. The holiday buying season during the last two quarters of every year typically account for the remainder of annual sales.
Speculation based off of 10Q statement IMO
Best of luck to all