Blakeonomics
PISB/IEEC/BBM/CWFCU
2013 LETTER TO POTENTIAL SHAREHOLDERS
To potential shareholders:
Project Impact South Bend, Inc (PISB) a 501c3 corporation, Impact Economic Enterprises, Corp. (IEEC), Bethel Business Machine, Inc (BBM) and CommunityWide Federal Credit Union (CWFCU) has established a new inner-city joint venture economic model which is hopefully the beginning of a long term investment opportunity for individuals who have traditionally been left out of the stock market investment arena. If we are able to successfully execute a private gift share stock offering to raise sufficient investment capital for Impact Economics Enterprises, Corporation (IEEC) and follow a carefully designed 10 year business plan, we believe that the fundamental measure of our success will be the shareholder value we create over the long term.
This value will be a direct result of our ability to not only build on the 37 years of successful business experience of our president and CEO, Hardie Blake, Jr., but also in establishing a skilled board of directors who will be responsible for the control and direction of the Company. Our directors will represent and be accountable only to the shareowners. The Board's primary purpose will be to build long-term shareowner value. We have a window of opportunity to provide communitywide free computer internet access at multiple locations with wealth creation, debt reduction and poverty elimination training. affordable refurbished and used computer equipment, internet access, training and computer technology to low income households in the inner-city and urban areas with heavy concentrations of individuals and families who do not own computers.
Our goal is to move quickly to extend our current position and relationships in the inner-city while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in both local and regional markets we are targeting. The larger national inner-city markets can also be targeted through online sales. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders, but currently the computer industry appears to focus its’ major marketing effort on the haves instead of the have nots.
It's All About the Long Term
We believe that a fundamental measure of our success will not only be the jobs we create but will also be the shareholder value we create over the long term. This value will be a direct result of our ability to develop, extend and solidify our current target market and establish a leadership position. The stronger our target market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions will have to consistently reflect this focus. We first measure ourselves in terms of the metrics BBM/PISB indicative of our market model leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our service. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring customer relationship.
Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies. Accordingly, we want to share with you our fundamental management and decision-making approach so that you, our shareholders, may confirm that it is consistent with our investment philosophy:
• We will resolve to focus relentlessly on our customers.
• We will resolve to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term street thinking.
• We will resolve to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will learn from both our successes and our failures.
• We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case.
• When forced to choose between optimizing the appearance of our GAAP accounting and maximizing the present value of future cash flows, we'll take the cash flows.
• We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.
• We will work hard to spend wisely and maintain a lean culture. We understand the importance of continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.
• We will balance our focus on growth with emphasis on long-term profitability and capital management. At this stage, we choose to prioritize growth in our target markets, because we believe that scale is central to achieving the potential of our business model.
• We will strive to focus on hiring and retaining versatile and talented employees, and continue to weigh their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think ownership in relationship, and therefore must actually be, an owner.
Our Team
It's not easy to be successful because success is hard work, (when I talk with our staff at Project Impact of South Bend, I tell them, "You can work long, hard, or smart, but at BBM/PISB Enterprises, Inc you can't choose two out of three"), because we are working to build something important, something that matters to us and our customers, something that we can all tell our grandchildren about. Such things aren't meant to be easy. We are incredibly fortunate to have this group of dedicated individuals whose sacrifices and passion is to build BBM/PISB Enterprises, Inc.
Hardie Blake, Jr.
Founder and Chief Executive Officer
BBM/PISB Enterprises, Inc.
• Customers Focus
From the beginning, our focus will be on offering our customers compelling value. Therefore, we must set out to offer our customers something they simply could not get any other way, free stock. Word of mouth remains the BBM/PISB most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth will combined to make BBM/PISB Enterprises, Inc a seriously viable growth company.
Goals for 2010
A big part of the challenge for us will lie in finding new ways to expand our business, and in prioritizing our investments. We now know vastly more about home computer sales and services, financing and collections then when BBM/PISB Enterprises, Inc was founded, but we still have so much to learn. Though we are optimistic, we must remain vigilant and maintain a sense of urgency. The challenges and hurdles we will face to make our long-term vision for BBM/PISB Enterprises, Inc a reality are several: aggressive, capable, well-funded competition; considerable growth challenges and execution risk; the risks of product and geographic expansion; and the need for continuing investments to meet an expanding market opportunity. We feel good about what we've done, and even more excited about what we want to do. We at BBM/PISB Enterprises, Inc are grateful to our customers for their business and trust, to each other for our hard work, and to our stakeholders for their support and encouragement.
----------------------------------------------------------------------------------------------------------------------------------------------------
BBM/PISB
2010 LETTER TO POTENTIAL SHAREHOLDERS
To potential shareholders:
Bethel Business Machine, Inc (BBM) and Project Impact South Bend, Inc 501c3 (PISB) is a new inner-city joint venture economic model which is hopefully the beginning of a long term investment opportunity for individuals who have traditionally been left out of the stock market investment arena. If we are able to successfully execute a private placement stock offering to raise sufficient investment capital for BBM/PISB Enterprises, Inc. and follow a carefully designed 5 year business plan, we believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to not only build on the 35 years of successful business experience of our president and CEO, Hardie Blake, Jr., but also in establishing a skilled board of directors who will be responsible for the control and direction of the Company. Our directors will represent and be accountable only to the shareowners. The Board's primary purpose will be to build long-term shareowner value.
We have a window of opportunity to provide affordable refurbished and used computer equipment, internet access, training and computer technology to low income households in the inner-city and urban areas with heavy concentrations of individuals and families who do not own computers.
Our goal is to move quickly to extend our current position and relationships in the inner-city while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in both local and regional markets we are targeting. The larger national inner-city markets can also be targeted through online sales. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders, but currently the computer industry appears to focus its’ major marketing effort on the haves instead of the have nots.
It's All About the Long Term
We believe that a fundamental measure of our success will not only be the jobs we create but will also be the shareholder value we create over the long term. This value will be a direct result of our ability to develop, extend and solidify our current target market and establish a leadership position. The stronger our target market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions will have to consistently reflect this focus. We first measure ourselves in terms of the metrics BBM/PISB indicative of our market model leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our service. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring customer relationship.
Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies. Accordingly, we want to share with you our fundamental management and decision-making approach so that you, our shareholders, may confirm that it is consistent with our investment philosophy:
• We will resolve to focus relentlessly on our customers.
• We will resolve to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term street thinking.
• We will resolve to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will learn from both our successes and our failures.
• We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case.
• When forced to choose between optimizing the appearance of our GAAP accounting and maximizing the present value of future cash flows, we'll take the cash flows.
• We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.
• We will work hard to spend wisely and maintain a lean culture. We understand the importance of continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.
• We will balance our focus on growth with emphasis on long-term profitability and capital management. At this stage, we choose to prioritize growth in our target markets, because we believe that scale is central to achieving the potential of our business model.
• We will strive to focus on hiring and retaining versatile and talented employees, and continue to weigh their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think ownership in relationship, and therefore must actually be, an owner.
Our Team
It's not easy to be successful because success is hard work, (when I talk with the Project Impact of South Bend, I tell them, "You can work long, hard, or smart, but at BBM/PISB Enterprises, Inc you can't choose two out of three"), because we are working to build something important, something that matters to us and our customers, something that we can all tell our grandchildren about. Such things aren't meant to be easy. We are incredibly fortunate to have this group of dedicated individuals whose sacrifices and passion is to build BBM/PISB
Enterprises, Inc.
Hardie Blake, Jr.
Founder and Chief Executive Officer
BBM/PISB Enterprises, Inc.
• Customers Focus
From the beginning, our focus will be on offering our customers compelling value. Therefore, we must set out to offer our customers something they simply could not get any other way, free stock. Word of mouth remains the BBM/PISB most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth will combined to make BBM/PISB Enterprises, Inc a seriously viable growth company.
Goals for 2010
A big part of the challenge for us will lie in finding new ways to expand our business, and in prioritizing our investments. We now know vastly more about home computer sales and services, financing and collections then when BBM/PISB Enterprises, Inc was founded, but we still have so much to learn. Though we are optimistic, we must remain vigilant and maintain a sense of urgency. The challenges and hurdles we will face to make our long-term vision for BBM/PISB Enterprises, Inc a reality are several: aggressive, capable, well-funded competition; considerable growth challenges and execution risk; the risks of product and geographic expansion; and the need for continuing investments to meet an expanding market opportunity. We feel good about what we've done, and even more excited about what we want to do.
We at BBM/PISB Enterprises, Inc are grateful to our customers for their business and trust, to each other for our hard work, and to our shareholders for their support and encouragement.
PISB/IEEC/BBM/CWFCU
2013 LETTER TO POTENTIAL SHAREHOLDERS
To potential shareholders:
Project Impact South Bend, Inc (PISB) a 501c3 corporation, Impact Economic Enterprises, Corp. (IEEC), Bethel Business Machine, Inc (BBM) and CommunityWide Federal Credit Union (CWFCU) has established a new inner-city joint venture economic model which is hopefully the beginning of a long term investment opportunity for individuals who have traditionally been left out of the stock market investment arena. If we are able to successfully execute a private gift share stock offering to raise sufficient investment capital for Impact Economics Enterprises, Corporation (IEEC) and follow a carefully designed 10 year business plan, we believe that the fundamental measure of our success will be the shareholder value we create over the long term.
This value will be a direct result of our ability to not only build on the 37 years of successful business experience of our president and CEO, Hardie Blake, Jr., but also in establishing a skilled board of directors who will be responsible for the control and direction of the Company. Our directors will represent and be accountable only to the shareowners. The Board's primary purpose will be to build long-term shareowner value. We have a window of opportunity to provide communitywide free computer internet access at multiple locations with wealth creation, debt reduction and poverty elimination training. affordable refurbished and used computer equipment, internet access, training and computer technology to low income households in the inner-city and urban areas with heavy concentrations of individuals and families who do not own computers.
Our goal is to move quickly to extend our current position and relationships in the inner-city while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in both local and regional markets we are targeting. The larger national inner-city markets can also be targeted through online sales. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders, but currently the computer industry appears to focus its’ major marketing effort on the haves instead of the have nots.
It's All About the Long Term
We believe that a fundamental measure of our success will not only be the jobs we create but will also be the shareholder value we create over the long term. This value will be a direct result of our ability to develop, extend and solidify our current target market and establish a leadership position. The stronger our target market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions will have to consistently reflect this focus. We first measure ourselves in terms of the metrics BBM/PISB indicative of our market model leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our service. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring customer relationship.
Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies. Accordingly, we want to share with you our fundamental management and decision-making approach so that you, our shareholders, may confirm that it is consistent with our investment philosophy:
• We will resolve to focus relentlessly on our customers.
• We will resolve to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term street thinking.
• We will resolve to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will learn from both our successes and our failures.
• We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case.
• When forced to choose between optimizing the appearance of our GAAP accounting and maximizing the present value of future cash flows, we'll take the cash flows.
• We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.
• We will work hard to spend wisely and maintain a lean culture. We understand the importance of continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.
• We will balance our focus on growth with emphasis on long-term profitability and capital management. At this stage, we choose to prioritize growth in our target markets, because we believe that scale is central to achieving the potential of our business model.
• We will strive to focus on hiring and retaining versatile and talented employees, and continue to weigh their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think ownership in relationship, and therefore must actually be, an owner.
Our Team
It's not easy to be successful because success is hard work, (when I talk with our staff at Project Impact of South Bend, I tell them, "You can work long, hard, or smart, but at BBM/PISB Enterprises, Inc you can't choose two out of three"), because we are working to build something important, something that matters to us and our customers, something that we can all tell our grandchildren about. Such things aren't meant to be easy. We are incredibly fortunate to have this group of dedicated individuals whose sacrifices and passion is to build BBM/PISB Enterprises, Inc.
Hardie Blake, Jr.
Founder and Chief Executive Officer
BBM/PISB Enterprises, Inc.
• Customers Focus
From the beginning, our focus will be on offering our customers compelling value. Therefore, we must set out to offer our customers something they simply could not get any other way, free stock. Word of mouth remains the BBM/PISB most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth will combined to make BBM/PISB Enterprises, Inc a seriously viable growth company.
Goals for 2010
A big part of the challenge for us will lie in finding new ways to expand our business, and in prioritizing our investments. We now know vastly more about home computer sales and services, financing and collections then when BBM/PISB Enterprises, Inc was founded, but we still have so much to learn. Though we are optimistic, we must remain vigilant and maintain a sense of urgency. The challenges and hurdles we will face to make our long-term vision for BBM/PISB Enterprises, Inc a reality are several: aggressive, capable, well-funded competition; considerable growth challenges and execution risk; the risks of product and geographic expansion; and the need for continuing investments to meet an expanding market opportunity. We feel good about what we've done, and even more excited about what we want to do. We at BBM/PISB Enterprises, Inc are grateful to our customers for their business and trust, to each other for our hard work, and to our stakeholders for their support and encouragement.
----------------------------------------------------------------------------------------------------------------------------------------------------
BBM/PISB
2010 LETTER TO POTENTIAL SHAREHOLDERS
To potential shareholders:
Bethel Business Machine, Inc (BBM) and Project Impact South Bend, Inc 501c3 (PISB) is a new inner-city joint venture economic model which is hopefully the beginning of a long term investment opportunity for individuals who have traditionally been left out of the stock market investment arena. If we are able to successfully execute a private placement stock offering to raise sufficient investment capital for BBM/PISB Enterprises, Inc. and follow a carefully designed 5 year business plan, we believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to not only build on the 35 years of successful business experience of our president and CEO, Hardie Blake, Jr., but also in establishing a skilled board of directors who will be responsible for the control and direction of the Company. Our directors will represent and be accountable only to the shareowners. The Board's primary purpose will be to build long-term shareowner value.
We have a window of opportunity to provide affordable refurbished and used computer equipment, internet access, training and computer technology to low income households in the inner-city and urban areas with heavy concentrations of individuals and families who do not own computers.
Our goal is to move quickly to extend our current position and relationships in the inner-city while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in both local and regional markets we are targeting. The larger national inner-city markets can also be targeted through online sales. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders, but currently the computer industry appears to focus its’ major marketing effort on the haves instead of the have nots.
It's All About the Long Term
We believe that a fundamental measure of our success will not only be the jobs we create but will also be the shareholder value we create over the long term. This value will be a direct result of our ability to develop, extend and solidify our current target market and establish a leadership position. The stronger our target market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions will have to consistently reflect this focus. We first measure ourselves in terms of the metrics BBM/PISB indicative of our market model leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our service. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring customer relationship.
Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies. Accordingly, we want to share with you our fundamental management and decision-making approach so that you, our shareholders, may confirm that it is consistent with our investment philosophy:
• We will resolve to focus relentlessly on our customers.
• We will resolve to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term street thinking.
• We will resolve to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will learn from both our successes and our failures.
• We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case.
• When forced to choose between optimizing the appearance of our GAAP accounting and maximizing the present value of future cash flows, we'll take the cash flows.
• We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.
• We will work hard to spend wisely and maintain a lean culture. We understand the importance of continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.
• We will balance our focus on growth with emphasis on long-term profitability and capital management. At this stage, we choose to prioritize growth in our target markets, because we believe that scale is central to achieving the potential of our business model.
• We will strive to focus on hiring and retaining versatile and talented employees, and continue to weigh their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think ownership in relationship, and therefore must actually be, an owner.
Our Team
It's not easy to be successful because success is hard work, (when I talk with the Project Impact of South Bend, I tell them, "You can work long, hard, or smart, but at BBM/PISB Enterprises, Inc you can't choose two out of three"), because we are working to build something important, something that matters to us and our customers, something that we can all tell our grandchildren about. Such things aren't meant to be easy. We are incredibly fortunate to have this group of dedicated individuals whose sacrifices and passion is to build BBM/PISB
Enterprises, Inc.
Hardie Blake, Jr.
Founder and Chief Executive Officer
BBM/PISB Enterprises, Inc.
• Customers Focus
From the beginning, our focus will be on offering our customers compelling value. Therefore, we must set out to offer our customers something they simply could not get any other way, free stock. Word of mouth remains the BBM/PISB most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth will combined to make BBM/PISB Enterprises, Inc a seriously viable growth company.
Goals for 2010
A big part of the challenge for us will lie in finding new ways to expand our business, and in prioritizing our investments. We now know vastly more about home computer sales and services, financing and collections then when BBM/PISB Enterprises, Inc was founded, but we still have so much to learn. Though we are optimistic, we must remain vigilant and maintain a sense of urgency. The challenges and hurdles we will face to make our long-term vision for BBM/PISB Enterprises, Inc a reality are several: aggressive, capable, well-funded competition; considerable growth challenges and execution risk; the risks of product and geographic expansion; and the need for continuing investments to meet an expanding market opportunity. We feel good about what we've done, and even more excited about what we want to do.
We at BBM/PISB Enterprises, Inc are grateful to our customers for their business and trust, to each other for our hard work, and to our shareholders for their support and encouragement.