I think it might be helpful to revist a SM post back on page 159 . . .
. . . Hopefully we get to a point where we will have enough inventory to fulfill demand but given the tremendous response we've had and in combination with being a boot strapped start up, we just don't have enough funds to order enough components to fulfill all orders . . .
There are key two key pieces of data here. The first is that VXH has a built a backlog. It's one thing to build anticipation, it's another to have actual orders on the books. Backlog can be shown to suppliers as evidence of confirmed
future cash flow. This is very important because - second data point - VHX is in the common start-up position of being strapped for cash flow. Suppliers don't like to fulfill orders for start-ups unless they can see the cash. Backlog helps with that, but it is no substitute for actual receivables. So unless there is outside funding, which doesn't appear to be the case and even if there were it would be limited, what VHX will need to do is demonstrate an ability to not only generate demand but to execute. Those first hundred units will be the critical first test. When these are successfully fulfilled, more cash can be collected which will fund more component procurement and fulfillment. VXH will continue this cycle as it works through the backlog. As it does so, it will
then also fill the channel as this is a critical transition point in a ramp-up, i.e., from demonstrating reliable fulfillment to demonstrating an ability to build
sustained demand. Only after the backlog has been worked down, the channel has been filled, and new orders are being added to the backlog will VXH be able to determine an on-going run-rate which, if everything goes as planned, will somewhat smooth out and become predictable.
While of course I can't say that VHX will follow this pattern
exactly, none of this is new or even particularly speculative; this is just how the vast majority of start-up product launch cycles look. Even large established companies do not commit large amounts of funds and build full capacity until having passed through the initial gates above; start-ups can't do so even if they wanted to because they don't have the cash flow to support it, and anyway, it would be foolish even if they had the funds. Start-ups that set expectations way ahead of reality and/or over-commit funding and resources before stabilizing execution, are the ones that fail.
So how soon will your pre-order be fulfilled, how soon will you be able to expect to not only make a new order but receive it, how soon will your retailer have product available? - I'd venture to say those questions cannot be reliably answered quite yet. From what I've seen from VXH in this thread, it has been very smart and actually quite deft at building awareness and demand while at the same time taking a very conservative execution approach. Even with that approach, VXH has already learned the hard way that there are often very unpleasant surprises with launch. So it has wisely kept expectations in check while keeping the faith with prospective customers, and it hasn't run out signing up channel partners willy-nilly. How soon everything happens will depend upon VXH's funding position and its execution from here on out. The only thing that can be said with absolute certainty is that whatever the plan is at the moment, it will invariably change as the launch, ramp-up, and stabilization proceeds.
Everyone here (well, most everyone) has been patient and maintained enthusiasm. The best and most everyone can do now is just to . . . continue.