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| Tranzeo wins because we don’t lose sight of what’s important |
July 6, 2006 |
This is an exciting time for the wireless industry. New uses for wireless technology are constantly being developed, and demand for existing services is growing rapidly. Market acceptance for wireless communications has never been higher. The appetite for data—and its key delivery system, high-speed Internet access—has spread across the globe.
So why aren’t all wireless companies as profitable as Tranzeo?
The short answer is that we do what it takes to be profitable. We limit our risk. We’re strategic about where we apply our resources. We let our profits manage our growth. And we understand that ultimately, the true measure of success is profits. This might sound like Business 101, but it’s something many of our competitors seem to have lost sight of. That’s why we’re profitable.
Now let me give you the long answer
to that question.
Let’s start with our products. Tranzeo now offers the world’s most cost-effective fixed wireless solution. Our approach is to take advantage of ready-made markets. Our research and development department is not the typical black hole that absorbs resources without producing any results. We only develop and enhance products that we know people want to buy.
One of our strategies has been to build an intimate knowledge of our customer base. We pay attention to what makes our distributors and our wireless Internet service provider (WISP) customers successful, and we’ve also established in-house field testing for our products. Our product development group translates this feedback into products and features that are directly linked to the realities of the market.
We’re also students of the communications industry. We monitor the technological developments—things like Voice over Internet Protocol, WiMax and Triple Play (data, voice and digital TV)—to find new prospects for Tranzeo. We pinpoint the opportunities we know are going to be successful.
On the manufacturing end, we’ve developed a formula that works. We retain complete control by designing, manufacturing and certifying our products in-house. Our move into a new 38,000-square-foot facility at the end of 2005 has significantly boosted our production efficiency. We use lean manufacturing processes, employing standardized components whenever possible. We don’t cut corners, but we do invest strategically to ensure a return on investment. Our focus never wavers: we strive to build the best product at the best price.
As for sales and marketing, our strategy to date has been to concentrate on the data-hungry North American market, which currently provides 93% of our sales. Our future growth will be fueled by increased U.S. and Canadian market share as well as further expansion into international markets. We’re always looking for new sales opportunities, in under-served areas within North America as well as farther afield, in places like Europe, Africa and the former Eastern Bloc countries. We work closely with our distributors, because we know their success is our success.
The results of our approach speak for themselves: escalating revenues and
earnings for six quarters in a row.
One of our main goals for 2005 was to launch a successful IPO, a move that gives us the ability to raise capital for future growth as we move forward. It’s also helped raise our profile and increase the brand recognition we’ve been building since we first introduced our products to the market in 2001.
We see 2006 as the year that Tranzeo proves itself—the year that our sound cost structure, excellent business fundamentals and investment results clearly demonstrate our value. We’re going to continue to push into new and vertical markets, increase our product offerings and maintain our upward profit trend. By the end of the year, we intend to increase our current number of distributors.
We expect great things of Tranzeo. Our goal is to be the premiere fixed wireless company in the world. To do that, we’ll keep producing innovative products and innovative ways to implement them. We’ll continue to balance attention to detail with the bigger picture. And most of all, we’ll continue to keep it simple by sticking to the sound business fundamentals that are responsible for our culture of success.
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