Spectra7 Microsystems Inc (SEV) Share Price

Optimistic for sure

I bring this up because smartglasses are most certainly gaining notable traction.

Spectra7 Microsystems can still benefit from wireless smart glasses, despite their traditional focus on tethered solutions. Wireless smart glasses will require similar attributes for seamless connectivity, especially in AR/VR applications where performance and efficiency are critical.

Wireless smart glasses often face power and battery life constraints. Spectra7's expertise in reducing power consumption while maintaining performance (a hallmark of their tethered solutions) could translate well into wireless designs.

While wireless devices may not use their active copper cable technology directly, Spectra7’s chipsets and analog solutions could optimize internal circuitry for wireless glasses, reducing heat, power draw, and improving signal processing.

Many current "wireless" smart glasses rely on hybrid approaches, such as transmitting data wirelessly while maintaining some physical tethering for power or auxiliary connections. Spectra7's portfolio could adapt to such hybrid designs.

Wireless smart glasses often require robust base stations or hubs for processing and transmission. Spectra7's technology could enhance these supporting systems, enabling their participation in the broader ecosystem.

Spectra7 could innovate or adapt its products to cater to wireless smart glasses, either directly or by providing enabling technologies for supporting hardware. This would allow them to capitalize on the growing demand for wireless AR/VR solutions.

I think the market for AR in particular as far as mainstream adoption will experience significant growth in just a few years time with incentives of all kinds to get people to onboard the technology from teens (think gamification) to seniors (think health and travel mixed with AR) and a workforce incentivised to train a humanoid-led fellow team member through to 'employee'.

BECAUSE of our structure and available resources (at this time) the partner/broad reach approach makes sense. Good leadership was a huge missing piece this whole time. Merry Xmas all.

To all a Merry Christmas.

Safe to say we are on the outside looking in but perhaps that will change in 2025

Having great technology is one thing... knowing how to position a company for success is a whole other animal. Without a visionary good tech can easily get lost in the shuffle.

Beyond hyperscalers. S7 needs to find a niche it fits into to become both successful and highly profitable.

Their success can also be magnified further by its patent portfolio when accounting for having established positive cash flow.

Despite the shortcomings related to its present reliance on partners, their low latency/low overhead cost model is what may allow them an opportunity to spread their wings as far as having a diversified portfolio of clients - Including direct sales opportunities if they so choose.

Beyond hyperscalers rapid growth needs to keep pace elsewhere.

The Active Copper Cable market serves a diverse range of industries BEYOND hyperscalers, including telecommunications, industrial automation, consumer electronics, automotive, and data centers. While precise figures excluding hyperscalers are limited, the overall ACC market is projected to grow from approximately USD 2.5 billion in 2023 to around USD 5.2 billion by 2032, with a compound annual growth rate (CAGR) of 8.5%.

In the North American and Asia-Pacific regions, the high-speed copper cable market—which encompasses ACCs—is expected to expand from USD 4.05 billion in 2023 to USD 6.80 billion by 2031, reflecting a CAGR of 6.7%.

These projections indicate substantial growth in the ACC market across various sectors, driven by increasing demand for high-speed data transmission and connectivity solutions.

Well put Steve, we are all in a hold and wait posisition or some are averaging down while waiting.Either way we are waiting the difference is what your doing while waiting.
Merry christmas to all

Ok let's talk about facts then. Remind yourself we talk about a beaten down penny stock with a history.
I keep an open mind with it comes down to the penny stock investment thesis. This is not a company to compare to any other nasdaq listed stock with recurring revenues.
Highly risky and it take more guts than brain to go balls deep in this.

I don't have all the facts. And to be fair, I doesn't help to have all the facts because facts change, and fast.

What doesn't change, imo is that ACC's are accepted in the market and that Omar and Ron are experienced executive with stellar reputations.
We have (a very low valuations) a new investors who put in 10M.

I use forward looking facts. These are thin, i understand this, but then again I believe there is a change to get S7 into the race. If you hope to recoup your investment then your expectations are a bit weird. This is a 100% or nothing situation. Not a 50%. We will score a ACC contract or we we don't.

Will you sell a breakeven point if S7 won a contract for let's say 10M in ACC's? These contracts aren't standalones, no they are recurrend.

No time to proof read. Tennis....

You keep saying "Messiah." Was he rubbed with oil? Why do you keep saying he was rubbed with oil?

And the hope is "Omar the Messiah" will magically fix everything.

"I'm not investing on hope but on facts". You can't be serious. not for this specific investment.
I think you simply pat yourself on the back in order to calm (yourself) down since all the facts about yours (mine, SEV123's and others) investments at this point scream complete the opposite. This investment is based on pure hope, not facts, don't lie to yourself...

You don't even need ChatGPT to understand where the problem is.

look at Credo - easily identifiable - purple cables - direct.

Spectra7 need their partners. Volex, Molex, etc to be on the same page, that's probably the biggest obstacle to success. If you listen to a Maccom call they talk about being able to go direct to customers, without the middle partner. That's the fix, how to do it is the hard part.

Better tech not always implies you will win the race. There are dozens of other factors that come to play, with one of them is the reliability, and, most important, credibility of the technology supplier. So far we cannot say we are better than others at this point as we are too small for the potential partners to be able to count on. The only hope for us is someone large acquiring the company. The problem is, the price the would pay will unlikely be great.
As I said, my dream at this point is to break even at the end, no more than that. And that, in my case, means x15 of the current market price.
And whoever says to me "sell and move on" can piss off, ot say the least.

They need a sales and marketing strategy.

He is fully going in this direction software wise

What is the customers see the supplier as too small
ChatGPT said:
ChatGPT
If customers perceive your company as "too small," it can be a barrier to sales, as they may feel your business lacks the resources, reliability, or scale of larger suppliers. To address this perception, here are several strategies you can implement to build credibility, trust, and authority with your customers:

1. Emphasize Your Strengths and Specialization
Niche Expertise: Highlight your expertise, personalized service, and specialized knowledge. Many customers prefer smaller suppliers who offer a unique product or a higher level of expertise.
Unique Selling Proposition (USP): Focus on what makes your company unique. If you're offering something innovative, higher quality, or more tailored than larger competitors, make sure that message is clear in your communications.
2. Professional Branding
Polished Image: Ensure your branding (website, logos, packaging, and marketing materials) is professional, consistent, and high-quality. A strong, polished brand can make even a small company appear more established and trustworthy.
Customer Testimonials & Case Studies: Showcase positive feedback from satisfied clients, particularly well-known customers or successful case studies. This can create social proof and establish credibility.
3. Offer a Strong Guarantee or Warranty
Money-back Guarantee: Offer guarantees to reduce perceived risk. A no-questions-asked return policy or money-back guarantee can show customers that you're confident in your product and care about their satisfaction.
Warranty: A solid warranty can provide further reassurance about your product’s quality and your ability to stand behind it.
4. Highlight Your Customer Service
Personalized Service: Highlight the advantage of being a smaller supplier, such as offering more personalized, responsive, and flexible customer service. Ensure customers know they will receive more attention and better support than from a larger, less personal supplier.
Fast Response Times: Ensure your sales and customer service teams respond quickly to inquiries and issues, showing you can act fast despite being a smaller business.
5. Leverage Partnerships and Affiliations
Industry Associations: Join relevant trade associations or obtain certifications that can lend credibility. These affiliations can signal to customers that your business adheres to industry standards.
Strategic Partnerships: Partner with larger, reputable companies to boost your image. Being associated with well-known brands can lend credibility to your business.
Supplier Relationships: Showcase that you have strong relationships with trusted suppliers, even if you're small. This can signal stability and reliability to your customers.
6. Showcase Growth and Achievements
Showcase Milestones: Share milestones that demonstrate growth or progress, such as reaching certain revenue targets, expanding your team, or securing large clients. This can show that your business is expanding and succeeding, despite its size.
Press Coverage: If you’ve received any media attention or coverage, be sure to share it with your customers. Even smaller mentions can give the impression of a more established company.
7. Develop a Strong Online Presence
Website & Social Media: Having a modern, professional website and active social media channels can make your company look larger and more established. Regularly post relevant content and engage with your audience to build trust.
Content Marketing: Publish content such as blogs, whitepapers, and case studies that demonstrate your expertise and authority in your field. Providing valuable resources helps position your company as an industry leader.
8. Increase Your Scale and Capacity
Outsource or Automate: Consider outsourcing certain functions, such as customer service or production, to third-party companies that have the capacity to handle large orders. This can help you scale without appearing too small.
Scalable Systems: Implement systems or software that give the impression of larger-scale operations (e.g., an automated order system, customer portal, or online tracking system).
9. Build Trust Through Transparency
Open Communication: Be transparent with customers about your business size, your capabilities, and how you overcome challenges. Customers are often more trusting of companies that are open and honest about their operations.
Share Company Insights: Provide behind-the-scenes insights into your company, such as team members' profiles, production processes, or business culture. This can humanize your business and make customers feel more connected.
10. Offer Competitive Pricing or Incentives
Competitive Pricing: While a smaller company might not have the economies of scale that larger ones do, you can still remain competitive by offering value through pricing, service, or product quality.
Incentives: Consider offering incentives such as discounts for first-time buyers, loyalty programs, or volume discounts. This can attract customers who might otherwise be hesitant due to size concerns.
11. Leverage Your Flexibility
Agility: Smaller companies can often be more flexible and adaptive to customer needs. Position this as an advantage — you can quickly adjust to customer demands, customize orders, or offer unique solutions that larger companies can’t.
12. Use Strategic Sales and Marketing Approaches
Direct Outreach: If customers perceive you as too small, personal outreach can help break that perception. Phone calls, emails, or face-to-face meetings with key decision-makers can help establish trust and rapport.
Target Specific Segments: Focus on a niche or smaller market where you can dominate. Serving a specific customer segment better than anyone else can increase your perceived value and reduce the impact of being smaller.
13. Develop Long-Term Relationships
Build Loyalty: Work on building strong relationships with customers over time. Loyal customers are more likely to overlook your size if they trust your product and service.
Repeat Business: If you offer a great customer experience, many clients will return even if you’re smaller than competitors.
By implementing these strategies, you can reduce the negative impact of being seen as "too small" and instead position yourself as a trusted, capable supplier that offers superior products and services.

Chat: How do you fix a Sales order problem, when you product is superior but customers are not ordering from you?
ChatGPT said:
ChatGPT
When your product is superior but customers aren't ordering from you, it often indicates a gap between your product's quality and the way customers perceive or access it. To fix this sales order problem, consider addressing the following areas:

1. Understand Your Customer's Needs
Customer Research: Ensure you deeply understand why customers are not choosing your product, even though it's superior. Conduct surveys, interviews, or market research to identify gaps in perception or obstacles in the purchasing process.
Competitive Analysis: Evaluate competitors who are outperforming you. Even if your product is superior, they may be offering better customer service, convenience, or more competitive pricing.
2. Refine Your Value Proposition
Clarify the Benefits: Ensure your marketing clearly communicates the superior aspects of your product—whether it’s better quality, durability, features, or price/performance ratio.
Target Pain Points: Address specific customer pain points directly. For example, if customers prefer competitor products due to price, demonstrate how your product provides long-term savings or additional value.
3. Enhance Marketing and Awareness
Better Communication: Improve your marketing messaging to clearly explain why your product is superior. Use testimonials, case studies, and comparisons with competitors to highlight your product's advantages.
Content Marketing: Create educational content that explains why your product is better. Blogs, social media posts, and videos showcasing your product’s features can be impactful.
Increase Visibility: Expand your reach via multiple channels—digital marketing (PPC, social media), influencer collaborations, SEO, etc.
4. Pricing Strategy
Competitive Pricing: Reevaluate your pricing strategy. Even with a superior product, if your price is much higher than competitors, customers might avoid it. Consider offering a competitive or tiered pricing structure.
Promotions and Discounts: Offer time-limited promotions, discounts, or loyalty programs to incentivize customers to make their first purchase or try your product.
5. Improve the Customer Experience
Ease of Buying: Ensure the purchasing process is simple and convenient. Complicated checkout processes, shipping delays, or hard-to-navigate websites can deter customers.
Customer Service: Provide excellent pre- and post-sale support. If customers know they will get great service, they may be more inclined to buy from you, even if your price is higher.
6. Leverage Social Proof and Reviews
Customer Reviews: Encourage satisfied customers to leave positive reviews and testimonials, which can build trust with potential buyers.
Case Studies: Share real-world examples of how your product solves problems or improves lives. These testimonials can convince hesitant customers to place an order.
7. Strengthen Sales Team Engagement
Sales Training: Equip your sales team with the right skills and knowledge to effectively communicate the superior features and benefits of your product.
Sales Incentives: Provide motivation for your sales team to push your superior product. Incentives can help your team emphasize its benefits over competitors'.
8. Build Stronger Relationships with Your Customers
Customer Retention: Focus on building long-term relationships rather than just individual transactions. Regular communication, loyalty programs, and personalized offers can help maintain customer interest.
Follow-up Strategy: Implement a follow-up process to engage with leads who have shown interest but haven't converted. Sometimes potential customers just need a little more attention to convert into sales.
9. Refine Distribution Channels
Sales Channels: Reassess whether you’re selling in the most effective places. Expand your reach through online marketplaces, partnerships, or better physical distribution.
Partnerships: Seek strategic partnerships with complementary businesses that can help you access their customer base.
10. Use Data to Improve
Analyze Sales Data: Use CRM and analytics tools to identify trends, bottlenecks, or patterns that can help you understand why sales are not increasing.
AB Testing: Try different strategies, such as varying your messaging or sales approach, to see what resonates best with customers.
By addressing these factors, you can close the gap between having a superior product and turning that advantage into actual sales orders.

Shifting strategy as suggested by Chat, just shifts the problem it does not change the problem. Their partners need to win orders. They are not winning orders. Why? - Omar needs to fix that. They already have the better chip..... why no orders? FIX THAT

Chatpgt comment on the post. CUDA software could do thectrick for us. 



Omar Javaid refers to himself as a software guy, which is relevant because he needs to position Spectra7 in an industry where hardware and software must complement each other. NVIDIA’s CUDA advantage is a perfect example of how software can provide a competitive edge in a hardware-dominated market. Let’s explore this further and analyze how it could apply to Spectra7:


What is NVIDIA’s CUDA Advantage?


CUDA (Compute Unified Device Architecture) is a software layer developed by NVIDIA that:
1. Allows developers to program GPUs (graphics processing units) for applications like AI, machine learning, and scientific simulations.
2. Creates an ecosystem that supports the sales of NVIDIA’s hardware, as CUDA-specific software only runs on NVIDIA hardware.


Key points:
• CUDA has built a near-monopoly position by offering a wide range of tools appealing to developers.
• This creates a closed-loop system, locking customers into NVIDIA’s ecosystem and making it harder for competitors like AMD and Intel to compete.


How is CUDA Relevant to Spectra7?


While Spectra7 is not a software developer like NVIDIA, Omar could draw lessons from the CUDA model to strengthen Spectra7’s position:
1. Building an Ecosystem Around ACCs
Just as NVIDIA created a software platform to maximize the value of its hardware, Spectra7 could:
• Partner with software companies or develop tools specifically designed to showcase the benefits of Active Copper Cables (ACCs).
• For example: A diagnostic tool for data centers that clearly demonstrates ACCs’ efficiency and cost savings.
2. Partnerships with Hyperscalers
• CUDA strengthened NVIDIA’s position through close ties with hyperscalers like AWS, Google, and Meta.
• Spectra7 could similarly focus on strategic partnerships and seamless integration with existing hyperscaler infrastructure.
3. Education and Adoption
• NVIDIA expanded CUDA’s reach by offering tools and training, building a loyal developer community.
• Spectra7 could adopt a similar strategy by educating data centers about ACCs and positioning them as a competitive alternative to existing solutions like AECs.


Omar’s Software Expertise: How Can He Apply It?


As a software guy, Omar understands:
• The importance of accessible tools and frameworks that help customers unlock the full value of hardware.
• How to create customer-specific solutions, which is critical in the data center and hyperscaler markets.


Possible actions:
1. Develop a Software Layer: Spectra7 could introduce a simple interface or dashboard to monitor ACC performance, much like how CUDA gives developers access to GPU capabilities.
2. Forge Partnerships with Software Companies: Collaborating with firms developing data center optimization software could enable Spectra7 to deliver hybrid hardware-software solutions.
3. Focus on Energy Efficiency: Since ACCs consume less energy, Omar could enhance this with software-driven insights into energy usage, appealing to hyperscalers with sustainability goals.


Conclusion: How Can Omar Give Spectra7 a CUDA-like Advantage?
1. ACC Differentiation: Just as CUDA distinguishes NVIDIA, Spectra7 could develop software or tools that make ACCs indispensable in data centers.
2. Strategic Focus: Omar can leverage his experience to strategically position Spectra7 in the AI and hyperscaler data center supply chains.
3. Education and Adoption: He could market Spectra7’s ACC technology as an essential part of infrastructure through tools, data, and customer-focused solutions.


If Omar Javaid implements this strategy, he can build a strong bridge between his software background and Spectra7’s hardware technology. Would you like me to specifically investigate how CUDA positions itself in the AI market and how this could translate to Spectra7’s opportunities?

Yp, I know what to post to get your blood going. That's just a bit funny. I won't do it again. Of course you can post whatever you want.
This board is not swamped by newcomers, so I guess you don't have a lot of work. We are all adults here, no daily warnings is needed, imo.
I hold 7 figures, fyi. If you hold that many shares I want to know facts, rumor, who's who, etc.

I'm not investing on hope but on facts. Some good, most bad. You call it hope, I call it daring.

We needed that new blood in Omar, he is well connected and could get S7 where it has to be. I don't want to overstate his resume but i'm not going to downplay it either.
I understand S7 was not firing on all cylinders. Raouf was still kind of sick with low energy. That could have played a role.

Let's give this one last change. We have nothing until we have everything. The marketcap is crazy low. Yes dilution is coming but a ACC contract will fix this quickly. Fair has no place here. One can bet 10k, loose it or gain a million. That's the potential i see.

Steve, you are a great guy, but everyone has right to express their opinion freely.

And my stake in it way greater than yours: 0.5M, so, again, please refrain from telling me what I am supposed to post on this board.

I would prefer you not tell me what my task is and what is not as I don’t tell you what to post and what not either. Deal?

Don't chicken out. It's not your task to warn people. Everybody should learn the hard way or no way. Investing is hard and ruthless.
I got hair on my chest. If S7 goes down, I can take it. Loose 100k or make 10M. That's what at stake. These are fair odds.

https://x.com/UpSkillYourLife/status/1870375754946814190

I am trying to maintain a balance and warn new investors. Posting what you and some others post creates an impression it is a no-brainer investment. In fact it is not.

Maybe not today. 

The fear you hold in this investment is laughable. Repeating S7 is dead doesnt make it more dead. 

Im betting a million shares S7 will wake up to do a gently dance. If not, so be it. 

Nobody here will change it one way or another by posting about it

$? x 3 =

Great. Too bad we have no part of this.

Meta usus ACCs

How many interviews the management did to date?
From what I recall, quite a few, and none of them moved the needle.
Why would this time be different?

an interview without any developments would be a disaster.

An interview with our new leader would be very welcomed.

Yup. There's GOLD in them their hills!

And they will prove it to you. They just won't tell you its not economical.

The Canadian way.

The risk of Spectra7 needing to do another raise is continue operations is equal to that of them securing an order to survive beyond the next raise. To date they have no orders beyond testing in North America and preliminary orders at Tencent. Hardly keeping pace with the market opportunity

I never said that. I'm also not saying this is a time to buy

I don't belive anyone ever said he was not smart.

…and most of us, including myself, are plain fools

Well, Raouf managed to get out of this wealthy, keeping his yacht and villa. Smart guy....

So 31 what are you saying, sell all our shares and get out?

I made that point about the presentation dated Nov 6, 2023 back at the end of October I believe and I was mocked for it.

There's a reason for that, the past looks better than the current future forecast.

The common theme - the boat is sailing and Spectra7 missed the call.

https://www.datacenterdynamics.com/en/news/marvell-technology-signs-five-year-cloud-computing-deal-with-aws/

https://debtexplorer.whitecase.com/leveraged-finance-commentary/demand-surge-propels-data-center-financing-boom#!

https://glassalmanac.com/sony-stops-production-of-playstation-vr2-find-out-why/#google_vignette

https://www.datacenterdynamics.com/en/news/microsoft-bought-twice-as-many-nvidia-hopper-gpus-as-other-big-tech-companies-report/