Mr. Gruaer:
Thank you for your somewhat better explanations of what it is exactly that Airstar does.
Now that we (at least I) have a better understanding of your business model I have a few other questions/comments.
With every great business plan there must be a plan for its execution. In otherwords I can sit here and claim that "I am planning to build this really neat energiser machine that can transfer objects from one point to another just like they do it in Star Trek!" This is my business plan and my good intention. However whether I can successfully execute it is a totally different matter!
Similarly I do somewhat understand Airstar's business plan, however the company's current and past 2 years actions can only lead me to believe that there is absolutely no execution plan in place!. Let me elaborate on this!
At the top of every business plan there must be some sort of management infrastructure (e.g. CEO, CFO, President, Vice president, board of directors, etc.). So here is my first question:
1. Can you please tell us about Airstar's management infrastructure?
As a potential regular everyday shareholder one can not possibly obtain information about the management of this company anywhere! All I know is that the CEO of this company is Joseph C. Vigliarolo whom can be reached at 1-800/959-9122 (according to the latest news that shows up under quote.yahoo.com for ASTG). My second question:
2. Who is Mr. Joseph C. Vigliarolo, and what are his credentials? Who is the CFO, how about the president, or even you who is a member of the board. What are your qualifications and background?
Once we have established the management infrastructure of the company, the next item to be understood by all potential share holders is:
3. Exactly how are you planning to go about executing your business plans? Are you hiring engineers, sales and marketing people,etc.? And if so what is the total number of people currently employed by Airstar in each category (e.g. sales, marketing, engineering, R&D, etc.)?
The next and perhaps one of the most important items of all are the financials of the company. In simple terms:
4. Where does the money for operating expenses come from and how are they being spend? (And I do realize this should come in the 10K, am I correct?!!).
Now let us examine the details of your business plan:
5. Why is there a need for SSI? Why Airstar Technolgoies Inc. does not handle everything itself?
6. When you say: "Dial tone charges run about $18 to $22 per man per month. " What does this mean?! Does Sprint pay a fee of $18-$22 per man per month to Airstar? Why?
7. If Airstar is to become an ISP (as you have indicated that it will become very soon) is it going to be an independent entity or is it going to be as part of US Sprint? If it is going to be part of US Sprint can you explain why Sprint does not provide the internet access through its exclusive contract with Earthlink Network (which is an expert in this field and has a lot more resources available to it)?
8.You state: "Once ASTG or one of its subsidiaries gets CLEC licensing (CLEC stands for Competitive Local Exchange Carrier) and what are called "interconnect agreements" in place, we can compete with local telephone companies for civilian business." Perhaps you can elaborate on this as how Airstar can compete with local phone companies such as GTE or Pacific Bell to take the civilan market share away from them? Perhaps I am missing something here but I fail to see how can anyone compete successfully with the marketing and sales resources of giants such as GTE unless they also have the backing of a very reliable financial power. Is US Sprint going to be this financial backing power?
You kind response is greatly appreciated.
Regards,
Addi Jamshidi |
