Cordless Products, Inc "Overview"

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A quick look at what we are hoping to launch very soon!!

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Cordless Products, Inc "Overview"

  1. 1. CORDLESSPRODUCTS, INC<br />Corporate Headquarters<br />2551 Regency Cove Court<br />Las Vegas, NV 89121C: 702.524.6650               O: 702.438.4968                 F: 702.731.2383Technology Center<br /> Peter M Blonsky, PhD., MBA/COO502 N. 37th Drive, Suite 101 Phoenix, Arizona 89009 C: 480.518.5560<br /> O: 480.439.4968     F: 480.214.5469 Manufacturing<br /> William Roquemore/VP XiaoLan Town, ZhongShan City Guangdong Province of China O: 86-760-2111513 F: 86.760.2111513 C: 13925350682 <br />Presented By:<br />David I. Lyons, Jr. <br /> CEO<br />
  2. 2. CPI’s Goals & Objectives<br />Capitalize on the evolving nature consumers use powered products to fulfill large, niche markets. <br />Historically, electrically operated devices were plugged in to use and unplugged to store. CPI’s products are plugged in for storage and unplugged for use. <br /> <br />Consumers are looking for convenience and environmental stewardship <br />No electric cord tethers <br />“Instant on” availability<br />Greenand environmentally friendly<br />
  3. 3. Company Commitment ………<br /> “Environmental Responsibility” <br />Using recyclable and recycled products<br />Reducing greenhouse gasses<br />Preserving our resources<br />Protecting the planet<br />
  4. 4. CompetentManagement Team<br />Sr. Management - 85 years<br />Professional & Experienced<br />Business Management<br />Manufacturing<br />Batteries & Chargers<br />China Import/Export<br />Marketing/Sales<br />World Recognized PhD.<br /> BLOWER <br /> BUDDY<br />
  5. 5. ProductsNotExpected to Succeed<br />Rotisserie - Ron Popeil - Sales to date - $1.25 Billion. <br />Reason - Too Expensive, especially for infomercials<br />Vacuum Cleaners - Dyson – Sales in 2007 - $1 Billion. <br />Reason - Products are 2X the price of other brands. <br />James Dyson staked his career on a 100-year-old household appliance that no one complained about.<br />DustBuster - Black & Decker - 1979-1989 27 million DustBusters<br /> $1 Billion in revenue. Current sales - 5 million units/year; $250 million in revenue.<br />1979 Reason - No perceived need for a hand-held, cordless, rechargeable vacuum cleaner. <br />Sales accomplished without Infomercials or Internet<br />
  6. 6. More Projected “Failures”<br />Vacuum Cleaners - Dirt Devil – (Copied after the DustBuster) Sales from 1999 – 2008 – 25 million sold- $750 Million in revenue. <br />Reason - DustBuster dominated the market – no room for another. <br />1986 - Thighmaster - Suzanne Summers – sales - $100 Million <br />Reason - No one will use it – cheaply made and ineffective.<br />1975 - Pet Rock - $15 million in six months. $56 million today. <br />Reason – Obvious, It was a rock in box!!<br />
  7. 7. First Product - Blower Buddy<br />The Blower Buddy™, Patent Pending, is a portable, hand-held device used to generate focused streams of air at near hurricane force (75 mph )which can be used in a variety of home, business, military, and recreational outdoor applications.<br />
  8. 8. Future Product Blower Buddy Jr.<br />Desktop Model - Available 2010 - $19.95<br />
  9. 9. Blower Buddy Projections<br />Projected sales - First five years - 14 million units generating almost $800 million in revenue. <br />First to market position - closest competition is canned air.<br />Previously established needs of consumers.<br />Infomercials and Internet Sales<br />Call centers and Fulfillment houses along with JWO manufacturing reduces the need for Brick and Mortar facilities and inventory holding costs.<br />
  10. 10. Potential Markets<br />Home<br /> Business<br /> Canned Air<br /> OEM<br /> Software Co’s<br /> Schools<br /> Military<br /> Government<br /> Camping<br /> Fireplace<br /> RV’s<br /> BBQ<br />Anything that gathers dust<br />
  11. 11. MASSIVECustomer Base<br />Middle class *<br />Environmentally conscious<br />Disposable income<br />Able to make “emotional” purchase<br />Over 1 Billion people worldwide are<br />considered “middle class”<br />
  12. 12. BLOWER BUDDY vs.“canned air”<br />ENERGY STAR<br />HIGH EFFICIENCY<br />Ni-MH Batteries<br />BIO-RECYCLED PLASTIC<br />NEVER RUN OUT OF AIR<br />NO DISPOSAL PROBLEMS<br />
  13. 13. Disadvantages of “Canned Air”<br />Not canned air but canned chemicals<br />Harmful to Equipment, Environment and People<br />Cost 8 times more than Blower Buddy<br />100 million cans go to landfills/year <br /> Freezes while using<br /> Possible explosions<br />Runs out of air<br />Storage problems<br />…no more<br />Chemicals..<br />PLEASE!!!<br />
  14. 14. A Dramatic Use<br />Never blow on a fire again until you get dizzy or wave a newspaper at it.<br />FROM THIS………TO THIS IN 60 SECONDS !!<br />
  15. 15. Blower Buddy <br />
  16. 16. CPI Differentiation<br />CPI employs "next generation" technologies<br />Rapid-prototype product (Stereolithography) design and development<br />High-speed and “Just When Ordered (JWO)” manufacturing and product delivery<br />Implementation of advanced rechargeable battery and charger systems<br />Implementation of interchangeable parts between products<br />Internet/Infomercial marketing <br />Call center and fulfillment house ordering<br />
  17. 17. Focused marketing and Dominating sales strategy<br />Television -<br />(Advertisements & Infomercials)<br />Internet -<br />Direct Mailing -<br />
  18. 18. Blower Buddy Accessories<br />For reaching in small spaces and brushing dirt to loosen<br />
  19. 19. Financial Requirements$11,000,000<br />1st Round $250,000 - Immediately for manufacturing costs of 5,000 units, etc.<br />2nd Round $350,000 - 30 days - for initial Infomercial and media purchase.<br />3rd Round $400,000 - 60 days - for media campaign, 10,000 units<br />4th Round $10 million - 90 to 120 days after product launch to fund mass market Infomercial implementation to dominate the consumer base<br />
  20. 20. Payback of Loan<br />As the following table shows, with planned sales reaching $284 million in the fifth year, we expect a 105% IRR on the initial investment.<br /> Five years after investing $1 million, the potential would be:<br />$13,179,900 (valued interest)<br />$3,293,949 (previous five years cash flow) <br />$16,473,749 Total <br />
  21. 21. Exit / Payback Strategy<br />Short term loans 3 -12 months<br /> Payback or conversion to equity<br />Longer terms 2 – 5 years <br /> Payback or conversion to equity<br />Convertible notes<br />IPO in 3-5 years<br />Board Representation<br />
  22. 22. Timing is Crucial<br />CPI’s wholly owned subsidiary<br /> China Made, Inc.<br />is READY for production and needs to get started to be ready for: <br />The Fall/Winter Season 2010.<br />中国美德有限公司<br />
  23. 23. Conclusion <br />Everything has been completed:<br />Research and Development<br />Potential Customer Feedback<br />Actual Use of Prototypes<br />Market Analysis<br />Infomercial Acceptance<br />THE TIME IS NOW!<br />

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