PDF Publication Title:
Text from PDF Page: 043
We offer direct sales and service in selected markets. We do not have extensive experience in providing direct sales and service and may not be successful in executing this strategy. In addition, we may lose existing distributors or service providers or we may have more difficulty attracting new distributors and service providers as a result of this strategy. Further, we may incur new types of obligations, such as extended service obligations, that could result in costs that exceed the related revenue. We may encounter new transaction types through providing direct sales and service and these transactions may require changes to our historic business practices. For example, an arrangement with a third party leasing company may require us to provide a residual value guarantee, which is not consistent with our past operating practice. Our sales and results of operations could be materially and adversely impacted by risks inherent in international markets. As we expand in international markets, customers may have difficulty or be unable to integrate our products into their existing systems or may have difficulty complying with foreign regulatory and commercial requirements. As a result, our products may require redesign. Any redesign of the product may delay sales or cause quality issues. In addition, we may be subject to a variety of other risks associated with international business, including import/export restrictions, fluctuations in currency exchange rates and global economic or political instability. Two of our top distributors are located in Russia and Belgium, and therefore we are particularly susceptible to risks associated with doing business in these two countries. BPC, a privately owned company located in Russia, accounted for approximately 26% of our net accounts receivable as of March 31, 2011 and approximately 23% of our revenue for the fiscal year ended March 31, 2011. Verdesis, a Belgian distributor, accounted for approximately 10% of our net accounts receivable as of March 31, 2011 and approximately 4% of our revenue for the fiscal year ended March 31, 2011. We cannot be certain of the future effectiveness of our internal controls over financial reporting or the impact thereof on our operations or the market price of our common stock. Pursuant to Section 404 of the Sarbanes-Oxley Act of 2002, we are required to include in our Annual Reports on Form 10-K our assessment of the effectiveness of our internal controls over financial reporting. We cannot be certain that our internal controls over financial reporting will remain effective or that future material changes to our internal controls will be effective. If we cannot adequately maintain the effectiveness of our internal controls over financial reporting, we might be subject to sanctions or investigation by regulatory authorities, such as the SEC. Any such action could adversely affect our financial results and the market price of our common stock or warrants. We may not be able to retain or develop relationships with OEMs or distributors in our targeted markets, in which case our sales would not increase as expected. In order to serve certain of our targeted markets, we believe that we must ally ourselves with companies that have particular expertise or better access to those markets. We believe that retaining or developing relationships with strong OEMs (which to date have typically resold our products under their own brands or packaged our products with other products as part of an integrated unit) or distributors in these targeted markets can improve the rate of adoption as well as reduce the direct financial burden of introducing a new technology and creating a new market. Because of OEMs’ and distributors’ relationships in their respective markets, the loss of an OEM or distributor could adversely impact the ability to penetrate our target markets. We offer our OEMs and distributors stated discounts from list price for the products they purchase. In the future, to attract and retain OEMs and distributors we may provide volume price discounts or otherwise incur significant costs that may reduce the potential revenues from these relationships. We may not be able to retain or develop appropriate OEMs and distributors on a timely basis, and we cannot provide assurance that the OEMs and 23PDF Image | 2011 Annual Report Capstone Turbine Corporation
PDF Search Title:
2011 Annual Report Capstone Turbine CorporationOriginal File Name Searched:
Capstone-AR2011.pdfDIY PDF Search: Google It | Yahoo | Bing
Capstone Turbine and Microturbine: Capstone microturbines used and new surplus for sale listing More Info
Consulting and Strategy Services: Need help with Capstone Turbine, sizing systems, applications, or renewable energy strategy, we are here to assist More Info
Container Lumber Dry Kiln: Since 1991 developing and innovating dry kilns using standard shipping containers More Info
Supercritical CO2 Lumber Dry Kiln: Compact fast drying in 3 days or less for small amounts of wood and lumber drying More Info
BitCoin Mining: Bitcoin Mining and Cryptocurrency... More Info
Publications: Capstone Turbine publications for microturbine and distributed energy More Info
FileMaker Software for Renewable Energy Developing database software for the renewable energy industry More Info
CO2 Gas to Liquids On-Demand Production Cart Developing a supercritical CO2 to alcohol on-demand production system (via Nafion reverse fuel cell) More Info
Stranded Gas for low cost power Bitcoin Mining Using stranded gas for generators may provide breakthrough low power costs for cryptocurrency miners. More Info
| CONTACT TEL: 608-238-6001 Email: greg@globalmicroturbine.com | RSS | AMP |