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Fequently Asked Questions (FAQ's)

The following are answers to some frequently asked questions (FAQ's) about the Dyna-Cam engine project from potential buyers and business partners.

1. How much has already been spent on this engine project and for what purposes?
2. How does the Dyna-Cam engine compare to conventional aircraft engines?
3. What is the most important feature about this engine?
4. Where can I obtain repair service and technical support?
5. What type of exhaust system will be needed and will Dyna-Cam provide consulting on requirements? 
6. How can business partners realize a return on their investment/participation?
7.   What makes a good engine better?
8. Why is it important for small companies like Dyna-Cam to develop new technologies?

1. How much has already been spent on this engine project and for what purposes? 

If you start with the Blazer brothers original concept in 1916, they spent an unkown amount of development money. After Karl Herrmann perchased the project in 1920, he spent millions on the project through 1961. In World War Two, the US Navy spent millionson a variation of this engine to power a torpedo. Dr. Herrmann participated in the research and that helped his own engine project. The total amount spent on research and development until 1961, especially when adjusted for today's dollars, may have been well over 50 million dollars. The funds spent on the cam engine project by the Palmers amount to about $8 million. It has been well documented that to start from the beginning and complete the work and achieve an FAA Certification for an engine today costs $75-100 Million.

2. How does the Dyna-Cam engine compare to conventional aircraft engines?

The conventional piston engines in use today are based on 100 year old engine technology.  How would you like to use a computer that was even 50 years old? The Dyna-Cam is the first revolutionary engine design to be available for purchase in many years.

3. What is the most important feature about this engine? 

Besides the nine advantages listed on the back page of the brochure, customers are ready to buy this new engine now. Dyna-Cam Management has received over four thousand letters indicating potential engine sales. Some of the letters are from groups that intend to build a new business around installing the Dyna-Cam engine in a new exciting vehicle or aircraft application.   The total of all the potential sales is over 6,000 engines per year. A Company should be valued according to its future sales potential Once a product is developed and can be mass produced like the Dyna-Cam engine, it is a question of how large the existing market is.   A market evaluation of the top seven markets for the Dyna-Cam Engine  shows that the initial niche market to be targeted by this offering, Experimental, Sport and Kit built aircraft, is considered to be more than $1.5 Billion and if only 10% of that market could be captured, sales of $150 Million would be possible.  Dyna-Cam Engines is one of only three FAA certified designs that are available for this market. While Management cannot accurately predict or guarantee capturing any specific percent of that market, it sincerely believes it could be able to command a reasonable share of any of the markets within only a few short years.

4. Where can I obtain repair service and technical support?

The first buyers will be dealers or in partnership with dealers and able to offer support to their customers.  People buying direct from the Company will be supported directly.

5. What type of exhaust system will be needed and will Dyna-Cam provide consulting on requirements?

There is a drawing of one of the recommended exhaust systems in the Applications Section. Dealers and the Company will be able to provide additional consulting as needed.

6. How can business partners realize a return on their investment/participation?

Dyna-Cam has merged with a public company and is now public at this time.  The Form 10 is being filed as required to allow Dyna-Cam to be given a symbol and may become publicly traded within a few months. All current investors will be restricted under Rule 144 of the S.E.C.

7. WHAT MAKES A GOOD ENGINE BETTER?

This question has been asked to people in all three car companies, and the answer has been very similar from each. Everyone agreedthat if a new engine was an improvement in at least three of the following areas, it would justify putting the engine into production.  The Dyna-Cam excels in all of these areas.

a. SMALLER
b. LIGHTER
c. MORE USEABLE POWER AND TORQUE
d. LESS PARTS
e. LOWER MAINTENANCE COSTS
f. CHEAPER TO MANUFACTURE AND REBUILD
g. BETTER FUEL ECONOMY

8. Why is it important for small companies like Dyna-Cam to develop new technologies?

We think this quote from a third-person authority says it all.   In a section titled THE ENTREPRENEURIAL FUTURE IN WEALTH & POVERTY by George Gilder. 1984, the following appears:

Burton Klein's brilliant book,  Dynamic Economics maintains that new developments almost never emerge from the leading companies in an industry.  Even when a breakthrough is made at a large corporation such as the transistor or photovoltaic solar cells invented at Bell Labs. The new item is usually launched commercially by smaller businesses often started by breakaway teams of engineers and managers from the parent firm.  Just as none of the carriage makers and buggy whip producers could create a salable automobile, and the gaslight and candle business neglected the promise of electricity; just as new companies arose to dominate each of the new phases of aircraft and air-engine development, just as Kodak failed to pioneer the instant camera and the slide rule people at Keuffel and Esser succumbed without response to the hand-held calculator; just as IBM lagged behind other companies in adopting most major innovations in business machines from copies to world processor; and as even Texas Instruments finally became relatively rigid and uncreative in the microprocessor field.  Ford and General Motors whatever their marketing ability could not be expected to jeopardize their established plant and equipment by radical changes in technology until other companies had proved them out.  Indeed it was a motorcycle company, Honda that first created a car that could meet the emission standards without a catalytic converter.

Klein shows that this pattern of leadership lag applied, in varying degrees, to all fifty of the key twentieth-century breakthroughs, - he studied. The very process of rationalization and bureaucracy by which a company becomes the most productive in an industry tends to render it less flexible and inventive.  An exclusive preoccupation with statistical productivity-simple coefficients between inputs and outputs-can lead to a rigid and in the long run, unproductive economy.

We have a government report written by one of the major aircraft engine builders that says the barrel configuration (similar to the Dyna-Cam, at the time they had been studying Dr. Herrmann's original engine) offers many improvements but it would be far too expensive for any established organization to pursue it.  However, Dyna-Cam has had major manufacturers perform cost evaluations and found that in equal production the Dyna-Cam can be built for 40% less cost.

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