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Development and Exit PlansGnosio's first short term goal was to help ten property management companies. We set out to get there one customer at a time. Committed to staying profitable the entire time, so our growth was dependent on just that, our growth.We leverage referals and introductions, plus personal sales contacts to reach our milestones. We would like to grow to serve forty customers so that this venture could become fiscally "worth while" beyond the salary of John, Eric and supporting staff and operations costs. Instead of lowering rates over time, we intend to improve our offer to Property Management companies by periodically improving the software and procedures. Our first improvement, met on scheduled at September 30th, 2001, is integration of the Ticket Tracker CRM with a new Work Order system which allows our customers to communicate with vendors. Our next product development was met on schedule at November 1st, 2001 -- a "home page" module which will allows each property to have a home page web site with common contracts, overview and rules, directions, forum, and email lists. Our next improvement to the offer was a complete intranet, met on December 1st 2001, and to integrate the vendor's database with a fax functionality. Beyond that, we will tackle accounting and payment systems, already in development and currently being tested by Gnosio internal accounting. We watch our costs, and develope completely within our revenue, so our risk factors are low. Our contract protects us from liability and it guarantees us income for a year at a time. With a large customer base, we will have a small risk of losing all the customers at once. If we can maintain a large customer base, there will be much incentive to keep the company going -- this could be one exit plan: No exit at all. There is, of course, the possibility of selling the company and I guess the price would be based on what someone was willing to pay for it.
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