Most shares are not owned by funds, leaving room for activist or buyout at low price. While I agree that investment community exposure is terrible, unlike new company, STXS is now viewed as "show me" company. It needs to show much more rapid sales growth to attract investors - be they from tutes or from private small cap investors - some of whom have the means to take major stakess
A year ago (pre split) 60 M shares at $1 pps (or 0.6 M at $100 pps post split)
Today 7 M shares at $11.
Dilution/warrant brought it down in price. Why would it move up?
agree that he should not be both ceo and hedge fund manager. some of them are upset but have high tolerance for pain/mills sales is THE issue. if sales were growing much faster, company would be profitable and PPS would be much higher. Focus on sales starting with establishing much higher goals and replacing sales head with star performer. STXS Strong.
i can't see acension engaging in stxs stock manipulation - below its radar (ascension manages $29 B) and below its ethics (ascension is faith based/catholic organization). the only thing preventing broader ownership is mediocre sales growth. they should reorganize sales starting at the top. there are top performers who should be promoted and dead wood that should be replaced.
What proof do you have that SRS works for hedge fund and that he is short? From his posts, he is bullish on STXS and bearish on MIlls. The market seems to agree with him. If Duggan or Shkreli were Chairman and CEO, the share price would be north of $10 imo.
Activist investor example: KBIO. Activist investor bought up stock, became CEO and Chairman, replaced BoD. He immediately aligned shareholder interests with his interests. Stock went from 60 cents to about $2 when he first disclosed interest and to $18 when he became majority shareholder and CEO and replaced BoD.
There are too many JS's running small caps - drawing high salaries with no vested interest. As a result of the latter they have no remorse about bleeding investors. Shkreli has a lot of skin in game which immediately aligns his interests with investor interests
the tweet says 10-12 cases (12 packs) not one. there are 1800 target stores in US (not sure how many supply product) more of a lost opportunity than a disaster. maybe they sell $250k worth of product when demand is $ millions. the key will be how quickly they respond.
what makes you think he works for hedge fund? he is bullish on company but bearish on CEO. many of us are.
MDT and ISRG have CEO who knows the value of growing sales. I see 3 options for STXS
1. Status quo - blind faith in CEO who knows little about sales and the value of relationships
2. Activist investor who will shake things up and grow sales, spend time with customers. promote superstars from within and bring in additional stars to replace deadwood. This is phased approach with ultimate sale of company for 20-25 x current price after a couple of years of high double digit/low triple digit growth
3. Shop the company now to bigger players. Has potential to increase PPS but not as much as option 2 as current sales growth is anemic. However a bigger player with established salesforce can leverage the value of STXS products and technology and may be willing to pay 5X current price.
Breakeven point has been reduced. Now its a question of profits based on sales growth. The seeds are in place for 2016. Stock should most likely react ('show me") rather than proact.
Technically stock has seen lower highs and higher lows over last 2 yrs. Look for breakout or breakdown during 2016. In the absense of major news, the seasonal fade most likely dominates short term.
i'd give it a B positives include what you mentioned and the excellent cost control. big ? is growth - the seeds are there but its yet to be proven and share price will not react until it is proven. expect slow fade going in Q4 (now) extending into Q1.
Agree that success in China is beyond the closed mindset of STXS executive management.. Doing business in China is possible if one approaches it from win-win perspective, partnering with Chinese to phase-in localization of business over time.
would openly express dissatisfaction with results, set the bar much higher, spend more time with customers and reorganize sales, promoting existing superstars and bring in others.
Regardless of how large/small the initial deal is, it opens the door to a huge national chain which does not engage in cut throat pricing