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Microcap & Penny Stocks : DCI Telecommunications - DCTC Today -- Ignore unavailable to you. Want to Upgrade?

To: Juli who wrote (6989)	7/22/1998 11:31:00 PM
From: Mr. Cellophane Man	Read Replies (2) \| Respond to of 19331

Jewel, You write: "I had thought of that, but thought maybe we would wait and collect all of the questions". A few that come to mind for me follow: (1) How many people do we have in our worldwide workforce (I'd expect this to be in the annual report but don't remember seeing it -- apologies if it's there)? (2) How many people work in each division? (3) How does this translate to revenue per employee? (4) What's the composition of the workforce, i.e., marketing and sales vs. switch installation & service vs. on-going calling card operations, etc. (5) How many calling card vending machines do we have in the field as part of our "pan-European" deployment (quote from a post from a company official from 5-6 months ago). (6) Where are the calling card vending machines manufactured, who installs them, and who services them, e.g., is there a world-wide service network or do we use 3rd parties to do this? (7) Where is the Cyberfax hardware manufactured and who installs & services it? (I'd assume this is all in the Cyberfax division -- with the possible assistance of 3rd parties. The other option would be that everything -- including manufacturing -- is job shopped out. The same assumptions apply to the manufacture of the vending machines, i.e., I'd assume the DataWave people make them but other options do exist). (8) What is the topology of our worldwide telecom network? A map illustrating our worldwide connectivity up on the website would be a good way to communicate this -- and could be continually updated as we grow. (9) Same question as (8) for our Cyberfax network, e.g., how many gateways do we have deployed, where are they located, and what's the capacity of each? (10) What are the types and capacities of the switches we have at each node? (11) If we have switches from a bunch of different manufactures as I suspect (since we've grown by acquiring other people's assets), does this present any problems, e.g., from maintenance or compatibility standpoints? (10) I'll think of some more but it's getting late ............ (plus I bet we've already blown the time allocation set for the meeting (g)). Although some people on the thread may not be interested in questions like these, I agree with earlier posts stating we must have viable offerings and be able to survive (and hopefully thrive (!)) with or without the "big bang". I'd also contend if we were an M&A company in the process of building a $100m company that manufactured and sold hula hoops instead of telecommunications services, it would be incumbent on us to understand the hula hoop business as best we could. IMO there are a lot more than good financials necessary to building (and remaining) a viable company. Dan