Hi everyone, we understand that the recent situation involving Nozomii has naturally raised questions and affected confidence within the vending industry.
We completely understand the concern.
However, we also want to clarify something important — not every vending business operates under the same model or cost structure.
Without commenting on another company's internal situation, we can explain why we have spent the past few years deliberately building ours differently.
Traditional Vending Model
A traditional vending operator may have to manage:
• Inventory & working capital
• Warehousing
• Replenishment
• Logistics
• Transportation
• Manpower
• Location rental
• Maintenance & servicing
The challenge with this structure is simple:
As the number of machines grows, operating costs and working-capital requirements can grow together with it.
This is exactly what we have been working to avoid from Day 1.
OUR MODEL — BUILD THE ECOSYSTEM FIRST ❗️
We don't and never wanted to operate like a traditional vending company.
Over the years, we have built an ecosystem of suppliers, location partners, advertisers and operational partners that allows us to control and significantly reduce many of the traditional costs associated with vending.
For example:
Inventory → supported through our supplier arrangements rather than us carrying a traditional inventory-heavy structure.
Logistics & transportation → supported through our supplier/partner ecosystem instead of building a large internal logistics fleet.
Locations → our focus has always been partnership and revenue-sharing structures wherever possible rather than committing ourselves to heavy fixed rental across every machine.
Operations → we intentionally keep the company lean and leverage our ecosystem instead of building a huge manpower structure around every deployment.
Revenue → we don't look at the machine purely as a product-selling box. Our growing network also creates advertising and other commercial opportunities.
And this is where our biggest safety net actually lies:
COST CONTROL.
It is easy for a company to expand quickly by simply adding more machines.
The harder part is making sure costs don't expand at the same speed.
That's something we have spent years working on.
Today, we are expanding at a healthy pace, but our objective remains the same:
100 more machines should not mean 100 more sets of traditional overheads.
The ecosystem should become more efficient as it scales — stronger supplier relationships, more location partnerships, greater advertising reach and better economies of scale.
Of course, we will never say that any business or investment has zero risk.
There are always risks.
But when we talk about our safety net, we are talking about the fundamentals we have deliberately built:
Low fixed overhead + controlled operating costs + multiple partners + diversified locations + multiple revenue streams + an increasingly scalable network.
So rather than saying, “We are safe because we are different from Nozomii,” we would say:
The recent situation is a reminder of why we chose from the beginning NOT to build a traditional vending-machine company.
The machines are only one component.
The ecosystem behind them and our ability to control costs while we scale is what we have actually spent years building.
And that remains our focus as we continue expanding 💙
We completely understand the concern.
However, we also want to clarify something important — not every vending business operates under the same model or cost structure.
Without commenting on another company's internal situation, we can explain why we have spent the past few years deliberately building ours differently.
Traditional Vending Model
A traditional vending operator may have to manage:
• Inventory & working capital
• Warehousing
• Replenishment
• Logistics
• Transportation
• Manpower
• Location rental
• Maintenance & servicing
The challenge with this structure is simple:
As the number of machines grows, operating costs and working-capital requirements can grow together with it.
This is exactly what we have been working to avoid from Day 1.
OUR MODEL — BUILD THE ECOSYSTEM FIRST ❗️
We don't and never wanted to operate like a traditional vending company.
Over the years, we have built an ecosystem of suppliers, location partners, advertisers and operational partners that allows us to control and significantly reduce many of the traditional costs associated with vending.
For example:
Inventory → supported through our supplier arrangements rather than us carrying a traditional inventory-heavy structure.
Logistics & transportation → supported through our supplier/partner ecosystem instead of building a large internal logistics fleet.
Locations → our focus has always been partnership and revenue-sharing structures wherever possible rather than committing ourselves to heavy fixed rental across every machine.
Operations → we intentionally keep the company lean and leverage our ecosystem instead of building a huge manpower structure around every deployment.
Revenue → we don't look at the machine purely as a product-selling box. Our growing network also creates advertising and other commercial opportunities.
And this is where our biggest safety net actually lies:
COST CONTROL.
It is easy for a company to expand quickly by simply adding more machines.
The harder part is making sure costs don't expand at the same speed.
That's something we have spent years working on.
Today, we are expanding at a healthy pace, but our objective remains the same:
100 more machines should not mean 100 more sets of traditional overheads.
The ecosystem should become more efficient as it scales — stronger supplier relationships, more location partnerships, greater advertising reach and better economies of scale.
Of course, we will never say that any business or investment has zero risk.
There are always risks.
But when we talk about our safety net, we are talking about the fundamentals we have deliberately built:
Low fixed overhead + controlled operating costs + multiple partners + diversified locations + multiple revenue streams + an increasingly scalable network.
So rather than saying, “We are safe because we are different from Nozomii,” we would say:
The recent situation is a reminder of why we chose from the beginning NOT to build a traditional vending-machine company.
The machines are only one component.
The ecosystem behind them and our ability to control costs while we scale is what we have actually spent years building.
And that remains our focus as we continue expanding 💙
