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Technology Stocks : TAVA Technologies (TAVA-NASDAQ) -- Ignore unavailable to you. Want to Upgrade?

To: Rick Bullotta who wrote (16915)	5/14/1998 1:30:00 PM
From: bob oserin	Read Replies (1) \| Respond to of 31646

Rick, how do you view mgmts ability to handle all the business coming their way? With 400 employees plus 150 to be hired and trained what can we expect gross margins to be on a $200 hr billable rate? How many indians are in these numbers? Karl D. seems to be satisfied with revenue stream. I'd like to get some feel for the bottom line this qtr and thereafter. Can you help? BOB O

To: Rick Bullotta who wrote (16915)	5/14/1998 1:32:00 PM
From: Jack Zahran	Read Replies (2) \| Respond to of 31646

Rick, I appreciate your insights. But your range of 1-4 years is broad and now the company has stated its direction and already has made organizational changes to follow through. I can only go on the empirical data for their ability to execute quickly, and weighing heavily on my decisions is the success of their Y2K practice. Has it even been a year since they announced their intentions for Y2K yet? And, wasn't it only at the end of October 1997 that they released version one of PlantY2Kone? How about Hiring 70 new employees within 5 months of the product release? And then 100+ within three months. They are doubling the size of their high margin engineering staff in less than a year! I think this makes for a powerfull argument. Don't you?

To: Rick Bullotta who wrote (16915)	5/14/1998 1:32:00 PM
From: Steve Sanchez	Read Replies (2) \| Respond to of 31646

mr. bullotta and all, this is what TAVA has to say on the topic: (from the Conference Call) Jeff (Whitehorn): Two last questions. One, ... And lastly, you, like others, are trying to fit into, you know, once Year 2000, even though it'll be beyond the Year 2000, we want to be a greater systems integrator. Can you sort of flush that out? Do you have to do that with somebody else? Or do you want to say, Look from the plant level, even up into the office level, here's the work we can do, here's what you can do with us? John (Jenkins): Well, I mean, the reality is, you know, we had a unique and thriving and growing company before the Y2K event. We've said this before, that Y2K does several things. It brings us new clients- importantly, brings us to a level of exposure within those clients. As we've said in our distribution, plant managers, who are the people that we usually dealt with from a process control standpoint are not the people making Y2K decisions. We have the ear, at this point, of the CFO, CIO. And we have the opportunity then to tell the story of the value that those large, multi-site, multi-national organizations can derive from, let's say, an enterprise integration strategy that includes bringing the process information up through an advanced planning system into their ERP system. Now that is going to be a major thrust for us. Our post Year 2000 is not going to live or die by that success. But it's a natural step for us to take, you know, as a result of the mind share that we've captured in the Y2K event. Jeff (Whitehorn): What I'm trying to get at is does that mean, because I thought that is what you were getting at. Does that mean you occasionally may compete against an SAP or a (Manugistics) or an (I-2) for a certain part of the puzzle? Or does it mean now that people know of us it's more than likely that we will be partners on a more integrated basis with those types of companies? Kevin (Fallon): John, let me answer this if I can. John (Jenkins): Okay. Kevin (Fallon): Is that okay? Jeff, the answer is that some companies have spent multi millions of dollars on SAP without actual ROI justification. One particular example, a company had, I think, 10 different order entry systems. They put in SAP to just collapse the whole scenario down to one order entry system. So they were able to justify taking massive costs out without improving the business flow, the through-put of their product flow through their business. The area that we are focused on- so, those systems, the SAP-type systems, the ERP systems, are more like transaction oriented systems. When you get to the (I-2) (Manugistics) that you brought up, we're dealing now with improving supply chain performance in constraint-based manufacturing. And that part of the market is an exploding growth area. As I mentioned it's growing at 70 percent growth rate right now and already is a formidable market. So part of our strategy is to team with those types of folks, to build value out of extensions on their core products and leverage to help our customers collapse their supply chain cost and increase the speed and through-put of the product flow. Jeff (Whitehorn): Should we expect an announcement like something like that? Kevin (Fallon): I'd better punt that over to John and the lawyer in Denver. Jeff (Whitehorn): When in doubt, ask for legal help. Okay. Kevin (Fallon): John, I don't know what the right response is. John (Jenkins): The right response is, no comment. Kevin (Fallon): Okay. Thank you. Jeff (Whitehorn): Thank you. Kevin (Fallon): Thanks, Jeff.