We don’t share details of that for obvious competitive reasons, but it’s fair to say that given our clinical benefit, we want more physicians evaluating this governing our technology. And really creating a razor blade business. A razor blade business is better growth margins is more predictable and it is the way that the health care system particularly in the united states is purchasing equipment these days. and it was my view that the company is focused too much on capital equipment sales which lengthens the buying cycle, disrupts the physicians ability to start using the product quickly, so we hope that these will be off and running.
Our representatives and our distribution partners in the US and Europe will be closely aligned ,so that we will be working as a team to really get out in front of as many physicians as we can convert as many customers as possible. I will be actively engaged in business development effort many of you that it’s critical that we are looking for strategic opportunities that will align the growing BSD as quickly as possible. We have a very good relationship with Terumo in Europe we’ll continue to entertain, whether those are advantageous to the company. We’ll also be looking for the best way to build a stand-alone strategy that will ensure we can grow top line revenues.
Turn to page 7, I won’t leave that slide up there that long, I’m sure it hurts your eyes that’s a little bit what it looks like when you have two products without a clear strategy of how to turn the business in the right direction. I believe that when the board makes a decision to exit hyperthermia, I was in 100 percent agreement so, I get the job and I think it will give us the ability to focus our resources and unlock the opportunity around microwave ablation.
Turn to page 8, so what does focus look like? We have great product, many of the current obstacles that you have seen with technologies that have long clinical trials, you’re not sure if you can make them as a consequence that you want. Perhaps, they don’t have reimbursements. Those are taken off the table with the microwave ablation product. We will be focused, focused, focused on microwave ablation and ensuring that that becomes standard care for tumor ablation. We will be focused on new customer acquisition. It’s my point of view that our current sales force, our current business partners domestically our partnership at Terumo in Europe, are satisfactory resources to achieve the targets that I have set forth in the following pages.
If we show that this business model works well, we will invest more resources for a larger sales organization, but at this point I think it’s in our best interest to focus on product innovation peer to peer marketing method and making sure that the plans we have laid out in the first couple of months can be scaled. We will focus with our intervention radiology partners on building their tumor practices. Currently in the hospital environment there are tumor boards, these are full pattern, there are very specific decision makers, very similar to my experience in plastic surgery dermatology or in ophthalmology, where its a fragment of referral base. We have the opportunity to be partners with our positions to help them grow their practice by providing them not only clinical evidence, not only the safety profile, but also the economic benefit to the health care system and making microwave ablation earlier in the continue up care for a patient that has been diagnosed with a cancerous tumor.
