Internet Capital - Erwarte Kursverdreifachung in

Heutiger Kurs von 17.12 Uhr: 6,60 EUR minus 0,20 EUR bzw. 2,9%

 

http://bigcharts.marketwatch.com/charts/...ngs=1&rand=2021&mocktick=1
und der Chart sieht deutlich nach Warnung aus!  

hat bei Internet Capital noch nie zu erfolgreichen Investieren geführt, obwohl auch hier der Aufwärtstrend noch intakt ist. Alle, die beim Durchbrechen technischer Signale ausgestiegen sind bzw. beim Erreichen bestimmter Signale aufgesprungen sind, haben in der Vergangenheit verloren. Fakt ist nämlich, dass die Aktie kurzfristig sehr stark in der Hand der Marketmaker ist, die - wenn sich die Gelegenheit bei niedrigen Umsätzen ergeben, die Aktie nach unten zu schaukeln versuchen (Leerverkäufe einbegriffen), mit dieser Strategie lange Zeit auch gut gefahren sind, aber seit einiger Zeit nicht mehr. Denn ihnen kommen immer wieder für sie störende positive Fundamentalaspekte dazwischen, die in der Vergangenheit meist auch kurzfristig, mittel- und langfristig aber immer, die Kurse bestimmt haben. Uber die ´beiden Beteiligungen Linkshare und Blackboard habe ich ja oben schon genur geschrieben. Aber auch die Beteilitung Freeborders, wo man u.a. zuammmen mit IBM und Hutchinson Wahmpooa in einem Boot sitzt, ist hier ein gutes Beispiel.

Ein gefundenes Fressen für Freeborders, wo Internet Capital 48% hält, neben IBM und Hutchinson Whampoa. Freeborders ist der weltweite führende Anbieter von PLM- und PDM-Software für die Bekleidungsindustie (PLM = product lifestlye Management, PDM = product design management). Das Unternehmen hat einen amerikanischen und einen chinesischen Firmenteil, in den USA haben sie ca. 70 Leute in China inzwischen über 250, die im Laufe von 2005 auf über 500 aufgestockt werden. Schwerpunkt der Arbeit in China ist Business Process Outsourcing im IT-Bereich.

Handelsblatt Nr. 244 vom 15.12.04 Seite 2
Chinesische Offensive
Peking streift die Fesseln ab

Chinesische Offensive Peking streift die Fesseln ab Europäer und Amerikaner wappnen sich gegen Flut von Billigtextilien

Das Ende des Welttextilabkommens Anfang 2005 gibt der leistungsfähigen chinesischen Industrie freie Bahn: Ungehindert von Restriktionen, kann sie ihre Produkte weltweit exportieren.Die Verbraucher freuen sich über niedrige Preise.Die Bekleidungshersteller in anderen Ländern fürchten um ihre Märkte.

J. D. HERBERMANN, J. HOENIG HANDELSBLATT, 15.12.2004 GENF/BRÜSSEL. Der Countdown läuft: Ab 2005 droht eine globale Wirtschaftsschlacht um Textilien. Die großen Konfliktparteien: die USA, die EU, China und arme Länder wie Bangladesch. Die Ursache: Ab dem neuen Jahr wollen Textilmultis aus dem Reich der Mitte eine massive Exportoffensive rund um die Erde starten. Hosen, Strümpfe, Hemden, Jacken - alles soll billiger und noch mehr soll made in China werden. Schon jetzt ist die aufstrebende Wirtschaftsmacht der größte Textillieferant der Erde. 2005 könnten die Chinesen den Wert ihrer Ausfuhren um rund 25 Prozent auf 100 Milliarden US-Dollar schrauben - so die Voraussage der Regierung in Peking. Das Volumen aller Textilexporte beläuft sich auf rund 400 Milliarden US-Dollar pro Jahr.

Noch legt das Welttextilabkommen der Welthandelsorganisation (WTO) den Produzenten aus dem Reich der Mitte Fesseln an: Das komplizierte System aus Quoten und Ausfuhrbeschränkungen läuft aber Ende 2004 aus. Danach, so warnen Industrievertreter, bedroht Chinas Angriff auf die Weltmärkte Millionen Jobs in Textilfabriken - vor allem in einkommensschwachen Ländern. Die WTO jedoch unterstreicht die Vorteile offener internationaler Märkte: "Insgesamt wird die Weltwirtschaft gewinnen", wirbt WTO-Generaldirektor Supachai Panitchpakdi. "Die Konsumenten werden von besseren Zugängen zu den Märkten und effizienterer Produktion profitieren."

In Europa und den USA, so ein Szenario der WTO, dürften die Preise in Boutiquen und Bekleidungsabteilungen der Warenhäuser purzeln. Deutsche Produzenten könnten unter massiven Druck geraten. Die EU-Kommission, die für den Außenhandel der Union zuständig ist, will sich deshalb wappnen. Schon bald sollen Leitlinien für den Schutz der europäischen Hersteller vorliegen. "Die Maßnahmen sollten nur ergriffen werden, wenn sie erforderlich werden", sagt EU-Handelskommissar Peter Mandelson. Gleichzeitig sollen die Textilimporte in die EU überwacht werden.

Die europäischen Hersteller beschäftigen nach Angaben der EU- Kommission in den 25 Mitgliedstaaten rund 2,6 Millionen Mitarbeiter. Die knapp 180 000 Unternehmen der alten EU-15 erwirtschafteten 2002 einen Umsatz von rund 200 Mrd. Euro. Dies waren zirka vier Prozent der Produktion des verarbeitenden Gewerbes. Am härtesten wird die Marktöffnung das Heimatland des EU-Kommissionspräsidenten Barroso treffen: Portugal.

Auch in der gebeutelten US-Textilindustrie geht die Angst um. Gingen in den vergangenen Jahren schon Hunderttausende Jobs in den Fabriken verloren, könnte die asiatische Offensive die Branche an den Abgrund drängen. Konservative Schätzungen der WTO sehen den Anteil Chinas am US-Markt von derzeit 16 auf 50 Prozent nach oben schnellen. Schon unter dem jetzt auslaufenden Regime fanden die US-Produzenten gegen die chinesische Konkurrenz keine Strategie. Die Rufe der US-Hersteller werden immer lauter, Chinas Textilflut mit Gesetzen einzudämmen.

Schon feilt die US-Regierung an Abwehrmaßnahmen. Hochrangige Mitglieder der Bush-Administration verweisen auf das Beitrittsabkommen Chinas mit der WTO. Das Dokument enthält Klauseln: Falls chinesische Importe die heimischen Industrien von WTO-Ländern wie den USA gefährden, dürfen die Betroffenen vorübergehend ihre Märkte schützen.

Peking hingegen reagiert ungehalten auf die drohenden Schranken. "Das ist der pure Protektionismus", schimpft Yi Xiaozhun, Assistenzminister im Wirtschaftsministerium. "Die Amerikaner drängen uns, die Märkte zu öffnen. Sie selbst aber bauen Barrieren auf." Chinas Firmen jedoch kümmern sich längst nicht mehr um die Scharmützel der Politiker. Sie bereiten lieber in der EU und den USA den Boden für ihre Offensive vor. So verlagert die Loftex Ltd., einer der größten Textilexporteure des Landes, die Marketingzentrale nach New York. "Dadurch können wir unsere Präsenz in den USA sehr schnell aufbauen", erklärt Yu Xiangfeng, ein führender Manager des Unternehmens.

Langer Anlauf für freien Textilhandel.

Geschlossene Gesellschaft: In den sechziger Jahren drängte die US-Industrie auf Schutz vor japanischen Textilimporten. Daraufhin entstand ein umfangreiches weltweites System von bilateralen Abkommen und einseitigen Importbeschränkungen unter dem Dach des Multifaserabkommens von 1974. Das Welttextilabkommen trat 1995 in Kraft, Regierungen waren weiter ermächtigt, die Konkurrenz aus anderen Ländern über Quotenregelungen von den nationalen Märkten fern zu halten.

Offener Zugang: Ab 2005 sollen auf den Textilmärkten aber die gleichen WTO-Regeln wie für die meisten anderen Produkte gelten: Kein Land darf die Industrie eines anderen Landes diskriminieren. Die Uno-Experten für Handel und Entwicklung loben das Auslaufen des Textilabkommens: Arme und reiche Länder würden gleichermaßen vom freien Handel profitieren.


Warum Freeborders von den im letzten Posting beschriebenen Veränderungen enorm profitieren wird.

Die 48-Beteiligung hatte im Sommer 2004 für 2005 einen Börsengang in Hongkong angekündigt, der 200 Millionen Dollar bringen sollte, wobei allerdings keine Aussage gemacht wurde, wieviel Prozent der Aktien das seien. Allerdings gibt es auch ein neueres Interview, in dem gesagt wurde, dass momentan erst einmal die enorme Expansion in China im Mittelpunkt stehe - da will man in diesem Jahr noch bei 500 IT-Beschäftigten angelangt sein, die Business Process Outsourcing abwickeln.

Hier die Beschreibung des PLM/PDM-Bereichs (daneben gibt es noch allgemeines Business Process Outsourcing im IT-Bereich):

Freeborders provides Product Lifecycle Management (PLM) software and services to leading brands, retailers and manufacturers. We provide Offshore Outsourcing capabilities to either enhance your PLM solutions or as a stand alone service. Our solutions help customers achieve the 4 key benefits of PLM: profitable revenue growth, faster products to market, improved inventory management, and better control, consistency and quality in products.
In retail, PLM focuses on the product development process from initial line conception through order management. It includes concept storyboarding, line planning, product specification development, raw materials sourcing, and quality assurance.

Freeborders PLM solutions provide quantifiable benefits and are used by over 350 brands and retailers globally, including Coach, Dillard's, DuPont, Gap, J. Crew, L.L. Bean, Lands' End, Liz Claiborne, Saks, Target and Williams-Sonoma. Freeborders is headquartered in San Francisco, with offices throughout North America, Europe and Asia.

PLM Addresses Today's Retailing Challenges
Retailers and brands today are operating in one of the most continuously challenging environments merchandisers have faced. Over the past decade, deflationary pricing pressure has reduced average retail price points across the board. Combined with an over-retailed and some say over-assorted retail landscape, many retailers and brands will continue to face continued pressure on both revenue and profits.

To address this, many organizations have determined that some of the best opportunities for savings today, beyond the benefits delivered by off-shore manufacturing, is through a renewed focus on product design and development. Since 80% of the cost of a product, including production and logistics, is assigned in the early design phases, organizations are using PLM solutions to produce goods smartly. This means reducing over-runs, limiting re-do, eliminating redundant activities and ensuring that the lines and products that are designed and developed actually get to the retail floor intact, so that product creation effort is not wasted.

Using PLM solutions also helps product development better align with financial plans and consumer demand, to ensure that products are developed that meet a company's objectives while minimizing over-development, voids, and missing elements in the overall assortment.

Product development with PLM, where product engineering and quality standards are built-in from initial conception, helps minimize re-work and overall quality costs. Product development with PLM, that has collaboration and buy-in at key check points from suppliers, allows for the rapid development of a line where costs are known early and can be managed, and consistency in execution is assured.

At the same time, a PLM focus in product development also drives top-line results. A lean product design and development organization, that is enabled to be responsive to trends, that collaborates effectively with its supply chain, can allow a brand or retailer to stake its place effectively in the crowded retail marketplace.


Results
Freeborders PLM solutions matched with our industry expertise and a proven track-record of successful implementations can deliver significant, quantifiable results:
Drive profitable revenue growth by increasing product mix complexity without increasing the cost basis to support that complexity
Reduce lead times to create and deliver products closer to consumer demand
Reduce markdowns and inventory by eliminating poor products in design phase
Deliver consistent, quality products as designed and on-time

Freeborders PLM: delivering the benefits of PLM to the retail industry
Von 350 Kunden auf 500 Kunden

wenn Ihr Euch einmal dieses Posting neueren Datums durchlest und es mit dem vorherigen vergleicht, das nicht sehr viel älter ist. Das ist ein enormer Zuwachs binnen kürzester Zeit. Ich habe das Posting auch reingestellt weil dort freeborders als "the worldwide leader in Product Lifecycle Management (PLM) solutions for retailers and brands" bezeichnet wird.

Freeborders Delivers Leading Technology to Fashion Institute of Technology, Manchester Metropolitan University, and Other Top Universities
November 16, 2004 9:04am
PR Newswire



SAN FRANCISCO, Nov. 16 /PRNewswire/ -- Freeborders, the worldwide leader in Product Lifecycle Management (PLM) solutions for retailers and brands, announced today that the Fashion Institute of Technology (FIT), New York; Manchester Metropolitan University (MMU), United Kingdom; and other top universities have adopted Freeborders' PLM solutions to provide state-of-the-art industry technology to the next generation of the fashion workforce.

FIT students will use FB Product Manager to learn how to coordinate production in real-time, shorten product lifecycles, create perfect fit, and expedite the production and profitability of lines produced globally.

This association with Freeborders will allow FIT's patternmaking students to apply their hands-on knowledge of patternmaking, grading, fitting, marker making, spreading, and costing to create garment specifications and many other technical design materials essential to international product development and apparel production. FIT students will use the same tools as such industry leaders as Target, Saks, Gap, and Pottery Barn.

"Leading technology from Freeborders is in keeping with FIT's mission to expand students' business awareness and provide them with hands-on training in the concepts, techniques, and resources of manufacturing and product development," says Dr. Dario A. Cortes, vice president for Academic Affairs. FIT has one of the largest computer facilities for fashion and its related industries.

MMU has acquired 50 licenses of V-Stitcher, a 3-D product that Freeborders offers via its alliance partnership with Browzwear, and will integrate other modules of the FB PLM suite to enable tomorrow's designers to go to market with leading-edge business tools used by the retail vertical. MMU students of clothing and fashion design will enhance their concepts using V-Stitcher's true-to-life 3D garment modeling.

MMU's department of clothing design and technology is one of the largest centers of education worldwide for international fashion business and technology. Most of its graduates go on to careers with the world's best-known retail brands. "Working with Freeborders to acquire the latest technology is in-keeping with the exceptional breadth of choice that MMU offers students to gain real-world learning experience in fields of their choice," said Terry Bond, Senior Lecturer MMU.

Freeborders also provides other top universities and institutions, as well as the fashion industry, with the leading technology. The University of Huddersfield based in Northern England will use FB Storyboard and FB 3D, which is based on Browzwear's revolutionary and proprietary 3-D technology, to give tomorrow's designers some of the best concept and design tools available.

"Freeborders' partnership with FIT, MMU, Huddersfield and other key universities brings leading technology and comprehensive product lifecycle management tools to tomorrow's workforce to ensure that the students at these institutions continue to be among the brightest and most employable in the retail industry," said Ramsey Walker, co-CEO and co-founder of Freeborders.

About Freeborders

Freeborders (www.freeborders.com) provides Product Lifecycle management (PLM) software and services to leading retailers and their suppliers, enabling brands to more effectively manage the increasing complexity of their supply chains. Freeborders solutions help drive profitable revenue growth, speed products to market, improve inventory management, and maintain control, consistency and quality.

Freeborders software and services are used by over 500 brands and retailers globally, including Coach, DuPont, Gap, INVISTA, J. Crew, L.L. Bean, Lands' End, Liz Claiborne, Marc Jacobs, Saks, Target and Williams-Sonoma. Freeborders is headquartered in San Francisco, with offices throughout North America, Europe and Asia. Freeborders' shareholders include Internet Capital Group (Nasdaq: ICGE), IBM, TAL Apparel Ltd., and Fountain Set.

 

SNAG   ich kann jetzt wieder mit aller Ruhe reingehen
8 Dollar ist Kurs vor Re-Splitt 0,40
also 8 - 8,40 Dollar ist o.k.  

Anlagestil glücklich werden.

Ich persönlich halte von Rein-Raus-Spielchen bei Werten, die fundamental unterbewertet sind, nichts - da man nie weiss, wann die Post abgeht. Beim Anstieg von vier Dollar auf neun Dollar waren viele nicht dabei, weil sie zu "schlau" waren - sie sind einfach nicht reingekommen. Bei fundamentaler Unterbewertung macht man die Kursgewinne beim Hinbewegen auf den Fair Value zu nie kontinuierlich, sondern an ganz wenigen Tagen.  

ISIN US46059C2052 WKN A0CA1H  

CEO Interview - RAMSEY WALKER - FREEBORDERS

December 10, 2004



Ramsey Walker is Co-CEO and Co-Founder of Freeborders since 1999. Mr. Walker brings almost 20 years of business experience to Freeborders in a wide variety of functions including senior level positions in strategy, planning, operations, product development, finance and business development. At K-III Holdings, a KKR-backed media and information business that grew from inception to $1.5 Billion in revenue in 10 years, Mr. Walker was responsible for the acquisition of 8 companies. He was also responsible for strategy and planning for the Business Information Group, a multi-hundred million division that included both on-line and off-line business information and data products.

Previously, he was CEO of Walker & Company in New York City, which under his leadership became a New York Times best-selling publisher and subject of a Harvard Business School case study. Mr. Walker is a graduate of Yale University and Harvard Business School.

SECTOR: MARKETING SERVICES

TWST: We would like to begin, if you will, with a brief historical sketch of the company and a picture of the things you're doing at the present time?

Mr. Walker: Freeborders was started in 1999 as a software company providing Product Lifecycle Management software to the retail vertical market. We now, today, have two businesses. We have the original software business. We also have the leading technology outsourcing business in China. We're the most advanced provider of application outsourcing services in China and that's our second line of business.
Today, we are going to focus on that second business versus the first one. And, we can go into more detail if you like.

TWST: Let's talk with the second business then. Can you tell us something about the services and solutions that you provide?

Mr. Walker: We're focused on three vertical markets. The first vertical market is financial services, the second vertical market is providing application outsourcing to other software companies, and the third vertical market is providing application outsourcing to consumer and retail companies like Target, Coach and Saks Fifth Avenue. Within those three vertical markets, we focus on two or three areas of expertise. Number one is application development, basically software development and coding. Number two is automated testing and Quality Assurance. We also have expertise in Web Services applications and architecture. So, those are the vertical markets and the services that we're providing within those vertical markets.

TWST: In relation to China you're talking about customers in China?

Mr. Walker: All of our customers are in the United States or in Europe, and the services are provided from our team in China where we've got about 250 people in Shenzhen today, as well as in Hong Kong. That's expected to grow to about 500 to 700 by the end of next year.

TWST: Is there any company that competes with you along these lines?

Mr. Walker: We are the largest company providing these services from China. We do compete with the Indian outsourcing firms like Wipro and Tata and some other smaller ones. But, what we are finding is that customers are very interested in diversifying so that they don't have all their eggs in one basket in India. India is growing very rapidly, but it's also suffering from high staff turnover as well as very high inflation rates, wage inflation rates, and most sophisticated outsourcing customers realize that they need to diversify their vendor base and the locations in which these vendors are located.

TWST: Now, I think it's a lot harder to find people who speak English in China than in India.

Mr. Walker: That's really not as much of a problem as people think it is. English is required at the undergraduate level in the universities in China. And certainly, India has a wide English-speaking population.
It has had that for many years. But, most of our customers are surprised by the level of English and the quality of English of our team in China. We actually provide English training, language classes, in our facility on a regular basis to ensure that the quality is improving as well.

TWST: Could you tell us how you got started in China, the steps you had to take to get things going there?

Mr. Walker: Some of our executives have had a long history in China. John Cestar, the co-CEO and co-Founder of the company has worked there for well over a decade. And so, we had been doing business in China for a long time and had very good contacts and experience there. We found that our customers were increasingly interested in coming to us and expanding -- basically asking us to do work over there -- and that we really responded to customer demand and then capitalized on the opportunity from there.

TWST: What kinds of savings can be achieved with this?

Mr. Walker: The savings on the US side is about five-to-one, and it's about roughly 30% to 50% more cost-effective than outsourcing in India.

TWST: Have some companies that are your customers come back to you and ask for increased service from China as time went by?

Mr. Walker: All of our customers have increased their work with us over time. Typically, people will start with a pilot project or a relatively small team of people, and as they get comfortable with the quality and the service level, they increase the levels.

TWST: What are the key elements in your strategy going forward for the next two to three years?

Mr. Walker: Number one is to stay focused on our vertical markets and provide the specialized services that each of those vertical markets require. In financial services, they obviously have a specific set of needs and expertise. We are building that out in China. The same goes for the software sector and the same for the retail consumer sector. Number two is to ensure we're focused on quality, quality is critically important. Quality is really driven by two things. One is people and the second is process. And so, we are very focused on hiring and training the top people, and then ensuring that our disciplined development processes are in place and are followed rigorously.

TWST: Now, looking down the road, what would be the main opportunity lying ahead for the company?

Mr. Walker: The main opportunity is that the demand for outsourcing is exploding in the United States and elsewhere. Companies realize that they must outsource in order to remain competitive. And so, overall, macro demand is just huge. Secondly, India is being tapped out in terms of its ability to respond to that demand, and as I said, suffering from attrition and staff turnover and inflation. China is emerging as the only real competitor to India, and we're in the lead there. So, our biggest opportunity is to execute on those two things that are coming our way.

TWST: Let me ask you, why do the problems in India exist? How is it tapped out and why do people keep leaving their jobs in India?

Mr. Walker: Well, it truly is supply and demand. There is a lot of supply and there is a lot of demand, but the demand is so great in India that the supply actually can't keep up. And so, companies are approaching other companies' employee, which is driving up wages, which is driving up staff turnover. The education system, which of course is turning out a number of people there, is not turning out enough, frankly, to meet that demand. And so, some customers are realizing that they do need and want to be in India, they're going to stay in India, but they also need to diversify. It's not an either or proposition, it's really both, both India and China.

TWST: As you develop things in China, were there certain cultural situations that you had to deal with?

Mr. Walker: To succeed in China, having enough expertise to do business in that area and working with people there is a must. It's an expertise that we've developed over many years. We've also made a point of hiring people who have been educated in the United States but are Chinese nationals and are returning to China because of the great opportunity there.

TWST: Let me ask you, why do the problems in India exist? How is it tapped out and why do people keep leaving their jobs in India?

Mr. Walker: Well, it truly is supply and demand. There is a lot of supply and there is a lot of demand, but the demand is so great in India that the supply actually can't keep up. And so, companies are approaching other companies' employee, which is driving up wages, which is driving up staff turnover. The education system, which of course is turning out a number of people there, is not turning out enough, frankly, to meet that demand. And so, some customers are realizing that they do need and want to be in India, they're going to stay in India, but they also need to diversify. It's not an either or proposition, it's really both, both India and China.

TWST: As you develop things in China, were there certain cultural situations that you had to deal with?

Mr. Walker: To succeed in China, having enough expertise to do business in that area and working with people there is a must. It's an expertise that we've developed over many years. We've also made a point of hiring people who have been educated in the United States but are Chinese nationals and are returning to China because of the great opportunity there.

TWST: Now reversing things from opportunities, what about challenges and problems, anything that you're worrying about?

Mr. Walker: If we don't worry about some things we won't be in business. Our biggest challenge is the speed with which we can execute against the opportunity. And so, it's executing quickly, but executing by keeping the quality up. So, that means again, we're hiring people but we want to hire the right people under the right circumstances. So, that's probably our biggest worry.

TWST: Now, during the campaign Kerry made a big issue of outsourcing. What do you expect -- what will the government's attitude be in the future?

Mr. Walker: I think Kerry made a big issue of it. Of course, many business people responded by saying that they needed to look more closely at outsourcing, not the other way around. I'm not sure what the Bush administration's response is going to be, of course, but I think they're advocates of free trade, frankly, as are the Democrats. I think most people recognize the overall benefits of a free-trade environment. Obviously, people do need to invest in training programs, retraining programs, and some type of employment security in order to help people who are losing jobs because of outsourcing to transition to new jobs. But, what we find is, we have, in all of our customers, never actually replaced someone who has a job in the United States in fact. So, my point is that our customers are not firing people in the US and hiring them in China. That's not what they do. What they do is, they have a project or an effort that they want to execute, they don't have enough money to execute it in the US, so through a combination of offshore resources and new US resources, they can execute on that project. So, most of the work --all the work that we're doing really -- is new effort, new work. This is work that frankly would not be done without using outsourced and offshore resources.

TWST: Then, with all these things in mind, what would you reasonably expect Freeborders to look like three years from now?

Mr. Walker: Three years from now, we would be the dominant provider of application outsourcing services in China. We believe we can be a serious competitor to the leading providers in India, and we'll have an entrenched footprint in the financial services vertical market, as well as among software companies and in the consumer retail space.

TWST: Will you ever have any interest in doing an IPO?

Mr. Walker: People have talked to us about doing an IPO. At the moment, we are focused on continuing to grow our business rapidly.

TWST: Can you tell us one of the elements in your own background that led you to found the company and develop it?

Mr. Walker: The company was founded by John Cestar and myself. We've both been tremendously interested in international business, and within international business, the growth of cross-border services businesses is an emerging area. So, of course, manufacturing was the first to be an international segment. And, the services business is following on those heels fairly rapidly. So, it's an interest in the international business and in international services and cross-border services that led us into this.

TWST: Can you tell me something about the backgrounds of several of your other colleagues as well?

Mr. Walker: People at our company have many decades of experience both in technology at companies like IBM and Oracle as well as in the specific vertical markets whether it's financial services or software or consumer retail. So, we try to combine a technology expertise with vertical market expertise, and then with general business expertise.

TWST: How many employees do you have in the States?

Mr. Walker: In the States today, it's about 50 to 70.

TWST: Do you feel you'd be able to increase your top-line without adding too many people?

Mr. Walker: No. We're planning on adding a number of people both in the States and in China and in Europe. So, over the next few years our staff will be growing significantly.

TWST: What are the barriers to entry since what you're doing seems to be a very good business; are others likely to follow or would it be difficult for them?

Mr. Walker: Any good business always has competition. So, we do expect increased levels of competition. But, it is not easy to execute on what we've done -- either building the vertical market expertise in the US or the footprints that we have and the lead that we have in China with the people, processes, infrastructure and experience that we have there. It's very difficult to replicate, and we're moving very rapidly. So, we are fairly confident about our competitive position.

TWST: What occupies most of your own attention as CEO on a day-by-day basis?

Mr. Walker: We spend a lot of time planning for the next 12 months in the key areas, financial planning and personnel planning. We also spend a lot of time with our key customers, both key existing customers as well as new customers that we're bringing on. So, it is really planning and customers that I spend my time on and John Cestar does as well.

TWST: Are you open at this time to outside investors?

Mr. Walker: We're not. We've got the money we need to execute. And so, we are really focused at the moment on executing against our plan and not dealing at the moment with additional financial resources. We do have people approach us on that front on a regular basis. But it's not something that we're spending time on at the moment.

TWST: Thank you.

RAMSEY WALKER
Co-CEO & Co-Founder
Freeborders
350 California Street
Mezzanine Level
San Francisco, CA 94104
(415) 433-4700
(415) 433-9300 - FAX
www.freeborders.com

Copyright 2004 The Wall Street Transcript Corporation
All Rights Reserved

The Wall Street Transcript (TWST) interviews are published verbatim, and TWST does not in any way endorse or guarantee the accuracy of any information or opinions expressed herein and all opinions are subject to change without notice. Nothing herein constitutes a solicitation to buy or sell any securities. TWST interviews with CEOs or other senior executives may include "forward-looking statements", which are based on factors that involve risks and uncertainties. Actual results may differ materially from those expressed or implied. TWST shall have no liability whatsoever for any trading losses arising out of use of this information.
Copyright 2003 Wall Street Transcript Corporation. All Rights Reserved.



Noch einmal Freeborders

der neue Outsourcing-Star mit extremem Potenzial, an dem Internet Capital 48% hält. Und die Mitgesellschaft sind vom Feinsten: Freeborders shareholders include Internet Capital Group (Nasdaq: ICGE - News), IBM, Hutchison Whampoa, TAL Group and Fountain Set (Holdings) Ltd.

Aus Sicht von Internet Capital ergibt sich noch ein interessanter Aspekt. Wie nie zuvor gesehen, werden hier Synergien sichtbar: An den unten angeführten Marketron hält Internet Capital auch 38% - und die haben vor einiger Zeit durch ihren CEO schwarze Zahlen verkündet, gerade vielleicht, weil sie ein Teil ihrer Softwarearbeit über Freeborders outgesourct haben. Ähnlich dürfte es bei der 87%-Beteiligung von Internet Capital, CommerceQuest sein, die jetzt nachstehend nicht besonders aufgeführt werden, die aber auch schon als Kunden von Freeborders angeführt wurden. Auch deren CEO hat gerade verkündet, dass man nach einer Durststrecke von über drei Jahren in diesem vierten Quartal erstmals schwarze Zahlen schreibe.


 

ist neben PLM- und PDM-Software am Standort USA das zweite Standbein, wie oben im Interview geschildert. Hier noch ein kurze Übersicht über dieses zweite Standbein der 48%-Beteiligung von Internet Capital:


According to experts like Gartner, Deloitte and Everest Group, the next wave of offshore IT outsourcing will be in China. Freeborders is China’s premier provider of IT and Software Application Outsourcing services. With a world-class technology center in Shenzhen and a track record of service delivery to Fortune 1000 global companies, Freeborders is the first technology outsourcing firm to be credible on both sides of the Pacific. Our vertical industry expertise includes financial services, high-tech and retail. With first-rate people both onshore and offshore, proven processes and an extensive track record, Freeborders is your low-risk outsourcing partner in China.

Download our presentation on the advantages of IT and software application outsourcing in China with Freeborders.

Our portfolio of solutions and services include:

Technology Strategy
Enterprise Architecture
Application Development
Reengineering
Maintenance & Enhancement
Testing / QA Lab
Customization & Localization
Deployment & Support
Legacy Transformation & Consolidation
Packaged Software Implementation
3 rd Party Solution Integration
Find out more about Freeborders Expertise & Advantages

World Class Organization and Infrastructure
Low-Risk Long-Term Partner
Proven Expertise and Scale
Top Talent and Quality Personnel
Proven Processe  
 

bei der Internet Capital-Beteiligung Blackboard am Werk. Das ist vermutliche der gleiche Hedge, der auch in Sachen Internet Capital am Werk ist. Die scheinen allerhand Kohle auf den Rippen zu haben, denn es ist schon beeindruckend, wie sie den Kursanstieg auf knapp 2% begrenzt haben, obwohl jetzt schon das Vierfache des Durchschnittumsatzes umgesetzt wurden. Zwar können sie sich nicht auf die Dauer gegen gute Fundamentals wehren, aber bei einem allmählichen Anstieg kommen sie nur leicht oder kaum gerupft (je nach Verkaufskurs) davon. Mein Kompliment.

15.57
Trade Time: 1:29PM ET
Change: 0.27 (1.76%)
Prev Close: 15.30
Open: 15.20
Bid: 15.54 x 200
Ask: 15.60 x 400
1y Target Est: 19.67

Day's Range: 15.20 - 15.65
52wk Range: 14.14 - 23.40
Volume: 682,209
Avg Vol (3m): 163,636
Market Cap: 401.22M
P/E (ttm): N/A
EPS (ttm): -0.592
Div & Yield: N/A (N/A)

Das könnte auch das Muster für Internet Capital sein. Man wird alles tun, um den Kurs nicht plötzlich nach oben springen zu lassen. Zittrige Finger, die nicht einige Zeit auf Kursgewinne warten können, sollten daher meines Erachtens die Finger von Internet Capital lassen, da sie den Anstieg mit Rücksetzern mental nur schwer bewältigen. Geduldige können meines Erachtens im Laufe dieses Jahres durchaus bis auf eine Verdreifachung des momantanen Kursniveaus, wodurch wir bei ca. 25 Dollar wären, rechnen.

 

wie in den vorstehenden Postings vermutet, tun die Shortseller alles, um ihre Investitionen zu retten und verkaufen weiterhin leer.

Man sollte daher die Geschenke annehmen und kaufen, denn die leer verkauften Aktien müssen auch wieder einmal eingedeckt werden. Für die Nackt-Shorter gelten seit dem 1.1.05 strengere Regeln, die allerdings erst im Feburar ihre Wirkungen zeigen, weil dann die verkürzten Fristen auf den Nägeln brennen.

Vorher sollte man schon in Blackboard und Internet Capital drin sein. Da die Institutionals über die 33% vom 30.9. hinaus sicher in Richtung 50% marschiert sind, gehe ich davon aus, dass man mit Leerverkäufen nicht mehr allzuviel schwachen Händen Angst machen kann.

Bei Blackboard hat das übrigens, wie vermutet, heute schon nicht mehr geklappt. High Noon für die Shortseller ist im anrücken.



 

so einfach lässt sie etwas seltsame Frage des US-Posters zur Internet Capital-Beteiligung Blackboard beantworten, wo momentan ein Ausbruch nach oben auf Messers Schneide steht - gestern war das Handelsvolumen schon fünfmal so hoch wie normal und die Shortseller hatten des Kurs nur noch sehr mühsam unter Kontrolle, ohne ihn völlig abbremsen zu können.

can Blackboard grow?
by: ngitlee (26/M/Omaha, NE) 01/07/05 02:50 am
Msg: 277 of 277

Does anyone know if Blackboard can really grow for the long-term? If so, how? What is their competitive advantage? Thanks.

Zum ersten Teil der Frage: E-Learning ist der Wachstumsmarkt schlechthin.

Zum zweiten Teil: Im Hochschulbereich ist Blackboard der unumstrittene Marktführer, dessen Marktanteil über 50% ist und doppelt so hoch wie der des einzigen nennenswerten Konkurrent Web-Ct. Und wir haben hier den sogenannten Netzeffekt am Wirken: Mit jedem Teilnehmer wird die Attraktivität größer und die Zahl der User steigt weiter - siehe Windows, Word, Excel usw. Wenn viele auf ein System konditioniert sind, setzt sich dieses System durch: Der Gorilla walzt alles nieder.

 

Blackboard Used By More than 70% of Schools on the 'Forbes.com Most Connected Campuses' List  
 
-
WASHINGTON, Dec. 1 /PRNewswire-FirstCall/ -- Blackboard Inc. (Nasdaq: BBBB) announces that 18 of the 25 most connected campuses in the United States, as reported by Forbes.com, rely on the Blackboard Learning System(TM) for their e-learning needs. Additionally three of the top-five ranked schools, including DePauw University, Temple University and Duke University use the Blackboard Learning System and the Blackboard Transaction System(TM), the company's comprehensive one-card system for student and faculty commerce and access transactions. Overall, Blackboard has a presence at 22 of the 25 campuses on the list.

The Forbes.com list, released on October 22, 2004, is the result of research conducted by The Princeton Review to determine the computing capabilities, technology policies and coursework at colleges around the country.

As technological possibilities expand, colleges and universities are linking students, faculty and campuses in new ways. Whether providing online access to courses and other learning resources, physical access to campus facilities and events or even purchasing access to off-campus merchants, institutions are creating Networked Learning Environments(TM) by connecting all aspects of campus life online.

"With an estimated 34,000 students at Temple University, it became crucial for us to provide a convenient way to connect students to classes, teachers and campus life information," said Tim O'Rourke, Vice President of Computer and Information Services at Temple University. "We are able to do just this through the Blackboard Learning System, the Blackboard Community System and the Blackboard Transaction System. These tools enable us to provide a richer learning environment where students and faculty can access educational resources at any time and from any location."

At DePauw University, ranked third on the Forbes.com list, the Blackboard Learning System is used by more than half of the school's faculty in 226 courses.

"Blackboard is a key piece of DePauw's overall approach to enhancing and enriching teaching and learning," said Dennis Trinkle, Associate Vice President for Academic Affairs, Chief Information Officer at DePauw University. "Thanks to a grant from the Lilly Endowment and Blackboard's software and services, DePauw has been able to establish a national model for the successful marriage of digital fluency with the classic critical thinking, speaking and writing strengths of liberal arts education."

The State University of New York (SUNY) at Buffalo is ranked number 13 among the top 25 most connected campuses, and uses the Blackboard Learning System and Blackboard Community System(TM). Rich Lesniak, Director, Academic Services, CIT at SUNY Buffalo says that these e-learning tools have been particularly important during inclement weather conditions.

"Local schools in Buffalo were closed four days last winter due to high winds and other inclement weather conditions," said Lesniak. "Through Blackboard, we were able to keep our students and faculty in close communication and connected to the information and materials they needed to continue learning. Blackboard is an instrumental part of our multi-technology approach to provide students and faculty with the tools necessary to achieve academic excellence."

"It is becoming increasingly important for schools to leverage the power of the Internet and technology to enhance learning possibilities," said Matthew Pittinsky, Chairman of Blackboard. "We are thrilled that so many of the schools paving the way in this area are turning to Blackboard as a trusted partner. As the number of schools offering e-learning capabilities increases, so do the opportunities for broader and deeper networked learning environments."

About Blackboard Inc.

Blackboard is a leading provider of enterprise software and services to the education industry. The Company's product line consists of five software applications bundled in two suites, the Blackboard Academic Suite(TM) and the Blackboard Commerce Suite(TM). Blackboard's clients include colleges, universities, schools and other education providers, as well as textbook publishers and student-focused merchants that serve education providers and their students. Blackboard is headquartered in Washington, D.C., with offices and staff in North America, Europe and Asia.


 

nach dem Zünden der ersten Stufe durch ShortSquezze bei Blackboard wird meines Erachtens das nachstehende Ereignis bei der wertvollsten Internet Capital-Beteiligung Linkshare sein. Dort wird noch einmal sehr deutlich werden, an welche Perle Internet Capital mit 40% (weitere Eigener sind Comcast und Mitsui) beteiligt ist.


Innovative Marketing: Positioning Your Company for Success in 2005
--------------------------------------------------

"Whoever is first in the field and awaits the coming of his enemy will be fresh for the fight; Whoever is second in the field has to hasten to battle and will arrive exhausted."
— Sun Tzu, The Art of War


Staying ahead of the curve on a battlefield that is constantly evolving is the challenge for online marketers. Innovative marketers spearhead change, developing new trends and fresh revenue opportunities that secure the strategic edge for their businesses. The LinkShare Executive Marketing Summit is the premier event for leaders in online retail, those marketers first in the field.

Come join over 300 online retail executives and representatives from the most innovative companies for a day of education and intimate networking. We'll explore new opportunities and trends for the year ahead. You'll have the chance to:
Hear industry icons share their outlook on what to expect in 2005
Discover new online marketing trends and successful sales tactics
Explore challenges and opportunities facing the online community
Identify opportunities for innovation through creative merchandising and strategic partnerships
Network with industry leaders, innovators and partners
Seminars are designed to help attendees to:
Leverage cross-channel analytics to increase online ROI
Integrate online and offline marketing initiatives to enhance customer experience
Expand your online distribution channel through affiliates
Allocate resources between affiliates, search, and other important online channels
The 2005 LinkShare Executive Marketing Summit will be held on Tuesday, January 18, 2005 at The Westin New York at Times Square. Don't miss out on this must-attend event to kick off your innovative marketing campaigns in 2005!

Admission to the event is strictly subject to availability and limited to invited guests. Event passes are available for $595 each and include access to the keynote luncheon, seminar sessions, roundtables, and receptions, with the exception of private networking receptions. LinkShare Merchants receive 2 complimentary passes to attend.

 To register click here

Reserve your room at The Westin by December 27 to receive the special discounted rate of $209 a night! Click here for information.

To request information about the event, please contact us at events@linkshare.com.

LinkShare Executive Marketing Summit 2005 is Proudly Co-Sponsored By



 

für Internet Capital noch immer nicht erahnt, vielleicht kapiert er es hier:

IT-Kolloquium eLearning mit Blackboard

Termin: Mittwoch, 12.01.2005 um 10.15 Uhr
Ort: Seminarraum des Rechenzentrums NAF/04/257

Die webbasierte Lehr-/Lernplattform Blackboard wird seit November 2000 allen Lehrenden der RUB kostenfrei zur Verfügung gestellt. Die Bedeutung von eLearning nimmt zu: Nicht zuletzt die beträchtliche Anzahl an Online-Kursen und an System-Zugriffen lässt deutlich werden, dass viele Veranstaltungen durch netzbasierte Informations- und Kommunikationsangebote angereichert sind.

Das IT-Kolloquium eLearning mit Blackboard wendet sich sowohl an erfahrene Blackboard-User als auch an Interessierte, die bislang über keine Erfahrungen mit eLearning verfügen. Der Workshop am Nachmittag ist optional.

Eine Anmeldung zu dem IT-Kolloquium ist nicht erforderlich.

Mittwoch, 12.01.2005 im Seminarraum des RZ, NA 04/257 (vormittags)


 
10.15 Uhr  Begrüßung
Dipl.-Math. Rainer Wojcieszynski, RZ  
10.30 Uhr  RUBeL'n in der Neuroanatomie
Dr. Dorothee Krause-Finkeldey, Abt. für Neuroanatomie  
11.00 Uhr  Blackboard an den Universitäten BOchum und BOnn
Dipl.-Päd. Holger Hansen, WBZ
Dipl.-Volksw. Jens Kurschat, Universität Bonn  
11.30 Uhr  eLearning-Perspektiven für das WS 05/06
Dipl.-Math. Volker Riedel, RZ  
12.00 Uhr  Blackboard im "Mittelalter"
Dr. Sabine Geldsetzer, Lehrstuhl für mittelalterliche Geschichte I  
12.30 Uhr  Mittagspause  
14.15 Uhr  optional: Workshop Blackboard (CIP-Insel des RZ NA/04/494)
Einführung für ErstanwenderInnen an Computerarbeitsplätzen
Dipl.-Math. Volker Riedel, Dipl-Päd. Holger Hansen  
16.00 Uhr  Ende  
 Kurzinfo "Blackboard"


Blackboard ist eine webbasierte Lehr-/Lernumgebung, die es Lehrenden erlaubt, auf einfache Weise Veranstaltungen internetgestützt durchzuführen. In Blackboard-Kursen können den Studierenden themenbezogene Informationen in Form von Skripten, Präsentationen, Übungen, Linklisten, Arbeitsaufgaben sowie organisatorischen Hinweisen und Ankündigungen zur Verfügung gestellt werden. Des Weiteren bietet Blackboard eine Reihe verschiedener Möglichkeiten zu kommunizieren. Diskussionsforen, eMail-Funktionen, virtual Classrooms mit Chats und Whiteboards können mit wenigen Handgriffen eingebunden werden. Ebenso können Bereiche für Gruppenarbeiten und Quiz- /Testfragen zur Überprüfung des Lernerfolgs eingerichtet werden.

Weitere Informationen zu Blackboard finden Sie hier:
Startseite Blackboard
Informationsseite des RZ
Allgemeine Informationen zu Blackboard und Beratungsangebote

Bei Fragen wenden Sie sich bitte an:
Dipl.-Math. Volker Riedel, RZ volker.riedel@rub.de / Tel. 0234/32-24009
Dipl.-Päd. Holger Hansen, WBZ holger.hansen@rub.de / Tel. 0234/32-25871


 

http://www.wallstreet-online.de/ws/community/...819177&fid=0&page=411
oder wenn man den Thread durchklickt und die Beiträge von snag liest,der ja aus irgendeinem Grund,(vielleicht weil er auch damals schon so verbissen das Shortsellerthema vertreten hat )bei WO gesperrt wurde und meint hier, ein dankbares und friedvolles Publikum zu finden.Am Anfang hat es mich ja auch interessiert aber langsam kommen mir doch gewisse Zweifel,zumal du dich ja ganz offensichtlich aus deinen alten Beiträgen bedienst....
da ist ja WO zu lesen fast ne Erholung  

er übertreibt nur immer etwas
durch seine Argumente und Hinweise habe ich 40 % Gewinne zu verzeichnen gehabt
und steige auch wieder bei ICGE ein

SCHÖN IST, DAS ENDLICH MAL DER SCHEISS EURO FÄLLT !!!!
DAS MACHT MICH RICHTIG GLÜCKLICH !!!  

würde ich mir als Bezeichnung schon ausbedingen. Denn ich kenne niemand unter Bankanalysten und Postern auf deutschen Aktienboards, der im Frühjahr 2003 unter dem Geheule eines gigantischen Nachäfferchors von Bängster aus kriminellen Vereinigungen, die sich als Investmentbanken tarnen, und einer untergangsgeilen Journallie (FTD, WELT, Wirtschaftswoche und ähnliche Weltuntergangsblättchen) den heutigen DAX-Stand von 4.300 so gut vorhergesagt hat. Mit 4.500 lag ich nun wirklich nur knapp daneben, wenn Ihr das einmal mit den vorhergesagten DAX-Ständen von "2000 minus X" vergleicht.

Bei Internet Capital haben wir seit Frühjahr 2004 zwar auch schon eine Kursverdoppelung gesehen, aber hier sind die Chancen logischerweise wesentlich größer als beim DAX. Und hier mahlen die Mühlen inzwischen auch, wenn auch langsam und inzwischen sehr stetig.

Warum die wervollste Internet Kapital-Beteiligung Linkshare ein Milliarden-Börsengang wird

kann man in Verbindung mit den Zahlen, die weiter oben genannt wurden, leicht erkennen. Selbst wenn der IPO nur eine Milliarde bringen würde, wäre das bei den 40% von Internet Capital immerhin 400 Millionen - mehr als die momentane Marktkapitalsierung von Internet Capital von 340 Millionen. Und restlichen 20 Beteiligungen gäbe es völlig umsonst.

Fashion Webzines Mix Advice and Shopping
By Cate T. Corcoran
Women's Wear Daily

September 1, 2004


First there was Daily Candy. Then came The Budget Fashionista, StyleBakery, SheSheMe, She Finds, Chic Shops, BussBuss, Style Chronicle, Celebrity CopyCat and Personal Shopper. These only-in-cyberspace fashion Web sites offer everything from shopping advice to lists of sample sales to Web bargains to personal shopping. Some are editorially independent, and some have little purpose beyond flogging product.

In the business, they're known as affiliate sites, and they're an important driver of apparel sales online, in some cases accounting for as much as 15 percent of revenues. They compete with ads, search, e-mail and virtual malls such as Amazon's apparel stores for marketing dollars from online retailers such as macys.com, jcrew.com, jcpenney.com and eBay.

Here's how it works: Most retailers pay a fee to a middleman, such as LinkShare, ValueClick or Performics, to administer their affiliate programs. LinkShare, for example, charges the merchant 2 to 3 percent of every sales transaction. Affiliates sign up for the programs on the merchant's Web site or at the Web sites of the service providers. Retailers approve the affiliates they want to work with and negotiate what percentage they'll pay for sales and, in some cases, fees for driving traffic to their sites. The affiliate network administrators track every link, placement and ad. They issue reports and cut checks to the affiliates every month.

Fees can range anywhere from 1 percent to as much as 25 percent for expensive merchandise such as jewelry, according to Stephen Messer, chief executive officer at LinkShare. Fees for apparel usually fall into the 5 to 15 percent range. For example, Gap and Land's End both pay 5 percent of a sale. Elisabeth, Liz Claiborne's plus-size brand, pays affiliates as much as 14 percent of a sale.

For retailers, affiliate programs can help them reach new customers and niche markets they might otherwise overlook. Theoretical examples of such niches could be bargain shoppers or moms or any group of people whose style sense clicks with a particular affiliate site. Affiliate programs have been especially helpful to retailers such as Overstock.com that are only online and don't have brand recognition or physical stores, said Forrester Research analyst Carrie Johnson at a LinkShare conference panel in June in New York City.

In its annual survey of Internet retailers in all categories, not just apparel, The E-tailing Group Inc. of Chicago found that on average 9 percent of online sales come from affiliates. Online retailers also ranked affiliate programs as eighth in importance out of a broad-ranging list of 39 features and functions, including keyword search and e-mail.

“Affiliates are important,” said Kent Anderson, president of macys.com. “We tested it. We found it to be very productive. The areas of the [physical] stores that have commissioned salespeople are the fastest growing, and I think there's an analogy there. The affiliate program is a wonderful program from the perspective that you're putting commissioned salespeople out there.”

He added that gross margins are higher on full-priced apparel, so Macy's can afford to pay double its usual commission for sales of full-price goods and still make a return on investment. “We use our affiliate network to help sell fashion, not price,” he said.

Sales through affiliates “are a very significant portion of our online sales,” said Dan Sackrowitz, vice president of marketing for Bare Necessities. The retailer sells innerwear such as Wacoal, DKNY and Cosabella through its seven stores, one of which is online. In any given period, 5 to 15 percent of online sales come through affiliates. “It's one of our most important sales channels,” he said.

SheFinds recently ran an article on foundations, and linked directly to one of Bare Necessities' top-selling bras. “It's a mix of advice and commerce that works well,” Sackrowitz said.

At the height of the dot-com boom, there were fewer affiliates, and most were venture-backed fashion “malls” such as fashionmall.com, he said. Now the typical apparel affiliate is much more likely to be a small content site run by one fashion maven and sometimes a support staff of one or two people.

DailyCandy, started by Dany Levy in 2000, was the original, and began as an insider's guide to New York fashion, restaurants and culture. There are versions for other cities, including Chicago, which launched in May, and one for kids. Each day, the site offers “Today's Candy,” which might mention and link to a hot new restaurant or indie designer. Levy recently blurbed Built by Wendy's designs for Wrangler and sequined ribbon belts from designer Shelly Steffee, who has a store in New York's Meatpacking District. Editorial is king here. DailyCandy separates editorial content from advertising, and “Sponsored Links” are clearly marked. Recent ones have included Rodan + Fields skin care and specialty retailer Henri Bendel. The site no longer participates in affiliate networks, but instead sells all its advertising directly because it can command higher prices, said Danielle Romano, DailyCandy editor at large,

In February, Michelle Madhok launched SheFinds for the time-starved career woman. Madhok previously worked in marketing at Time Inc. and AOL. The site's motto is “We shop the Web so you don't have to.” SheFinds is more mainstream in its outlook than DailyCandy, with links to brands and retailers such as DKNY, Delia's, Gap, Nordstrom and Urban Outfitters. SheFinds isn't big enough yet to be a full-time gig for Madhok, but some of the sites, particularly ones that have additional income from advertising or other endeavors, do turn into full-time jobs.

Kathryn Finney was a Yale-trained epidemiologist with “a love of shopping and a lack of funds,” as she put it. Her husband, a graphic artist, urged her to create something that would be an outlet for her interest, and so she started The Budget Fashionista last year as a place to talk about shopping strategies and budget tips. Favorite retailers to link to include Target, Bluefly and Old Navy. Now the site gets 80,000 visitors a month and has 10,000 subscribers to its newsletter. Finney is the full-time “chief shopping officer” for the site. She consults to mass merchants that want to reach discount shoppers, and she's working on a book about bargain shopping called “The Budget Fashionista,” tentatively slated for publication in 2005. She's also in the process of launching two more sites, including one for male bargain shoppers, called The Bargain Manista.

Her many years as a struggling student and then as a professional traveling the world and running a nonprofit gave her insight into how to put together a whole wardrobe with $200 or less.

“We're normal people,” she said of her growing staff and advisory board members, who pass on tips about shopping in their areas. “I don't come from a strong fashion background — I had to struggle like every normal person to look fabulous in a corporate environment with virtually no funds. So I very much understand where our readers are coming from.”

The success of the site has freed her to do what she loves. “I was a scientist by day and a fashionista by night. It was a whole Dr. Jekyll and Mr. Hyde deal,” she said. “But my real passion is fashion and shopping and being able to marry the two. There's nothing like getting paid to shop. It's a dream job.”

 

Die der wertvollsten Beteiligung von Internet Capital, Linkshare, neben Valueclick noch am vergleichbarsten DoubleClick haben ihre Prognosen für das vierte Quartal erheblich angehoben. DoubleClick ist breiter aufgestellt, aber insbeondere der sehr ähnliche Bereich Performics, der zwar wesentlich kleiner ist als Linkshare oder der Bereich Commisson Junction von Valueclick, hat offensichtlich geboomt ohne Ende.

Das wird bei Linkshare nicht anders sein. Die im Quartalsdurchschnitt 2004 von mir bei Linkshare vermuteten Erlöse von 17,5 bis 20 Millionen dürften daher im vierten Quartal 2004 eher bei 25 Millionen gelegen haben. Dieser Umsatz wird sich zwar ersten Quartal 2005 nicht halten lassen, vermutlich auch nicht im zweiten Quartal 2005 - aber insgesamt sehe ich Linkshare in 2005 sicher über 100 Millionen - bei sensationell hoher Umsatzrendite. Denn in Gewinnzone ist man bereits 2001 gekommen - bei Umsätzen von 25 Millionen pro Jahr. Da bei Linkshare auch das Prinzip der gegen Null tendierenden Grenzkosten wirkt, d.h. die zusätzlichen Kosten steigen bei zusätzlichen Erlös fast nicht oder gar nicht, kann sich sicher jeder ausmalen, welche Gold- (Geld-)esel da für Internet Capital trabt.

DoubleClick Raises Fourth Quarter & Full Year 2004 Outlook

Higher than Expected Revenue from TechSolutions Drives Results

NEW YORK, Jan. 6 /PRNewswire-FirstCall/ -- DoubleClick Inc. (Nasdaq: DCLK), the leading provider of data and technology solutions for marketers, advertising agencies and web publishers, today announced that it has revised guidance for the fourth quarter and full year 2004 in order to reflect better than anticipated revenue generation in the TechSolutions segment. The Company is also adjusting guidance to reflect a higher diluted share count as required under FASB EITF Issue No. 04-8.

Company Raises Revenue Expectations

Due to higher than projected revenue from its Performics, Ad Management, and Email products, DoubleClick now expects that fourth quarter revenue from its TechSolutions segment will be $6 million to $7 million higher than the mid-point of its previous guidance range. Data segment revenue is expected to be within a narrower range than indicated in the previous outlook. These figures are preliminary. The Company plans to report final fourth quarter and full year 2004 results on February 3, 2005.

"This quarter we saw an increase in Ad Management volume from both existing customers and from large new customers coming on board," said Kevin Ryan, CEO, DoubleClick Inc. "In addition, our Search, Affiliate, and Email businesses all benefited from a strong holiday season."

New GAAP Rules on Contingent Convertibles

Under FASB EITF Issue No. 04-8, "The Effect of Contingently Convertible Instruments on Diluted Earnings per Share," DoubleClick's Zero Coupon Convertible Subordinated notes will be included in the calculation of diluted earnings per share regardless of whether any of the conversion contingencies have been met. The new EITF Issue is effective for reporting periods ending after December 15, 2004, subsequent to which date publicly traded companies must retroactively restate diluted earnings per share calculations for 2004 and prior year periods.

Under the EITF issue, DoubleClick will treat its Zero Coupon Convertible Subordinated Notes, which have a conversion price of $13.12 per share, as though they had been converted into approximately 10.3 million shares beginning June 23, 2003. In this restatement, DoubleClick will treat its former 4.75% Subordinated Notes as though they had been converted into approximately 3.8 million shares from January 1, 2003 through July 24, 2003. No restatement will be necessary for periods prior to January 1, 2003, because the 4.75% Notes would have been anti-dilutive.

Revised 2004 Outlook

The Company now anticipates fourth quarter TechSolutions revenue of $54 million to $55 million, compared to the previous guidance range of $46 million to $50 million. Fourth quarter Data revenue is expected to range from $26 million to $27 million, versus the previous outlook of $25 million to $28 million. DoubleClick's overall 4Q04 top line is estimated to be $81 million to $82 million, compared to the previous guidance of $72 million to $77 million.

DoubleClick expects full year 2004 TechSolutions revenue to be $193 million to $194 million, against the previous guidance range of $185 million to $190 million. 2004 Data revenue is expected to be between $104 million and $105 million, versus the previous outlook of $103 million to $106 million. Total Company revenue is expected to range from $298 million to $299 million, compared to the previous estimate of $290 million to $295 million.

DoubleClick's gross margin is expected to be in the low 70's percent range for the quarter and year. The Company had previously anticipated full year gross margins in the high 60s to low 70s percent range, while the 4Q04 gross margin projection is unchanged. GAAP operating expenses are projected to be $50 million to $51 million for 4Q04, versus the previous guidance range of $50 million to $52 million. Full year GAAP operating expenses are expected to be approximately $190 million.

The Company now anticipates GAAP EPS of between $0.06 and $0.07 and $0.24 and $0.25, respectively, for the quarter and year ending December 31, 2004. These estimates assume a reduction in EPS of approximately $0.01 for 4Q04 and $0.02 for FY04 due to the EITF change described above. DoubleClick's previous outlook for GAAP EPS was $0.01 to $0.04 for the fourth quarter of 2004 and $0.21 to $0.24 for the full year, exclusive of EITF Issue No. 04-8. Unusual items are not expected to have a material impact on the quarter's results.

Fourth Quarter And Full Year 2004 Financial Results

DoubleClick will be releasing its fourth quarter and full year 2004 results after market close on Thursday, February 3, 2005. At 5:00 p.m. EST on the same day, the Company will be hosting a conference call to discuss these results as well as to provide its preliminary first quarter and full year 2005 financial outlook.

To listen to a live Webcast of the call, please go to http://ir.doubleclick.net 15 minutes prior to the planned start of the call to register, download, and install (at no cost) any necessary software. There will be a replay of the Webcast available beginning approximately one hour after it has ended at http://ir.doubleclick.net. This replay will be available for 30 days thereafter. For dial-in information, please contact Investor Relations at (212) 683-0001.

The Webcast is also being distributed over CCBN's Investor Distribution Network to both institutional and individual investors. Individual investors can listen to the call at http://www.fulldisclosure .com or by visiting any of the investor sites in CCBN's Individual Investor Network. Institutional investors can access the call via http://www.streetevents.c om .

About DoubleClick

DoubleClick is the leading provider of data and technology solutions for advertising agencies, marketers, and web publishers to plan, execute, and analyze their marketing programs. DoubleClick's marketing solutions help clients yield the highest return on their marketing dollar. DoubleClick Inc. has global headquarters in New York City and maintains 22 offices around the world.
 

ist ja man gerade um ca 10% angehoben die Prognose von ca 50 auf 55 Millionen

Internet advertising company DoubleClick (NASDAQ: DCLK) raised its fourth-quarter
earnings forecast to six to seven cents per share. Analysts were expecting
earnings of three cents per share. The sentiment was leaning toward the bearish
side ahead of the announcement. The short-interest ratio is at 3.77 and analysts
only had two "buy" ratings on the stock while there were three "hold" ratings
and four "sell" ratings. DCLK is trading seven percent higher this morning and
has moved back above its 10-week moving average.
In the spotlight Friday was DoubleClick's forecast of greater-than-expected fourth-quarter revenue from its Internet-focused TechSolutions segment. The company, which had previously forecast revenue in the range of $46 million to $50 million for the December quarter, raised that range Thursday afternoon to $55 million .
Behind the $6 million to $7 million upside, says DoubleClick, are higher-than-projected revenue from its Performics, Ad Management and Email products. Those businesses assist companies in advertising on search engines, delivering advertisements to Web surfers and send marketing messages via email, among other functions.

DoubleClick's (DCLK:Nasdaq - news - research) news certainly isn't bad for the rest of the online business, but just how good it is remains fodder for debate. An analyst cautioned that because DoubleClick had shown none of the business growth enjoyed by Yahoo! and Google throughout 2004, DoubleClick is of little value in forecasting those companies' prospects anytime soon.

Goldman Sachs analyst Anthony Noto, who on Monday raised estimates for Yahoo! and Google, wrote Thursday evening that the better-than-expected TechSolutions growth supported those estimate increases for the larger companies. "We believe YHOO & GOOG will benefit to a greater extent from the strong yet competitive online retailing environment this holiday season that drove increased spending on both search and branded online advertising to acquire online shoppers," writes Noto. (Noto has an outperform rating on Yahoo! and Google, and an underperform rating on DoubleClick. His firm has had an investment-banking-services client relationship in the past 12 months with all three companies.)

Also encouraged by the results was J.P. Morgan analyst Imran Khan. "We bellieve strong online advertising trends also bode well for other online advertising companies such as Yahoo!, Google, CNet (CNET:Nasdaq - news - research) and iVillage (IVIL:Nasdaq - news - research)," writes Khan, "and as such, we continue to maintain our fundamentally positive views on online advertising
kein Wort von ICGE !
10Tageschart:
http://bigcharts.marketwatch.com/charts/...ngs=1&rand=4256&mocktick=1  

denn das kommt ja zu den Steigerungen, die eh schon stattfinden noch dazu. Deine Ausfühungen sugerrieren, dass es sich hier "nur" um Erlössteigerungen handelt - obwohl da 10% pro Quartal, wenn man das aufs Jahr hochrechnet, auch schon eine gewaltige Zahl sind. Derartige Anhebungen haben ja sowohl bei Doublcklick als auch bei der eher verwandten Vergleichsunternehmung Valuecklick  stattgefunden.

Nehmen wir einmal die Erlösreihe von Valuecklick:



PERIOD ENDING 30-Sep-04 30-Jun-04 31-Mar-04 31-Dec-03
Total Revenue 43,492   34,606   36,709   30,273  


Wenn da im vierten Quartal die gleiche Steigerung geschafft wurde wie im 3. Quartal, wovon ich wegen des Weihnachtsgeschäfts ziemlich sicher ausgehe, lägen wir bei 52 Millionen. Und wenn dann darauf noch einmal 10%, also 5 Millionen, draufgesattelt werden, sind wir bei 57% Millionen. Ich kann also Dein "nur" absolut nicht nachvollziehen.

Und bei der wertvollsten Internet Capital-Beteiligung Linkshare dürfte das im 4. Quartal alles noch extremer verlaufen sein, da hier das Weihnachtsgeschäft eine noch größere Rolle spielt - verbunden allerdings auch mit Abschwächungen im ersten Quartal 05.
 

http://www.linkshare.com/press/news_google.html
Though LinkShare has no plans for another stab at an IPO - "Our growth rates are huge and we've got plenty of cash," Messer says - the company is actively looking for acquisitions while also fighting off acquisition attempts.
Aussage v.24.5.2004
http://www.linkshare.com/  auch hier keine Angaben zu einer geplanten IPO.....
und wenn sie hier angeführt ist, heiss ich Anton
http://www.hoovers.com/business-information/...lobal-ipoc-index.xhtml
wie kommste eigentlich darauf ,nur wegen der zurückgezogenen IPO im Jahr 2001?  

Kicky hat überaus seltsame Vorstellungen von Unternehmenswerten. Für ihn hat offensichtlich einen Unternehmen nur einen Wert, wenn es einen Börsengang hinter sich hat. Er hat z.B. noch nie etwas davon gehört, dass z.B. Ebay vor zwei Jahren PayPal für 1,5 Milliarden gekauft haben und in Deutschland gar keine IPO's mehr stattfinden, weil bei einem Verkauf an Private Equity-Firmen höhere Erlöse zu erzielen sind. Interessant es auch, dass er sein letztes Zitat, dass Linkshare keinen IPO plane, weil es so viel Geld habe, dass es das nicht nötig habe, aus einem Artikel zitiert hat, der sehr kurz ist und den er Euch nicht reingestellt hat, weil er vermutlich Angst hatte, dass Ihr ihn tatsächlich lest. Ich habe das nachgeholt und Ihr könnt Ihn jetzt lesen, denn er ist sehr interessant.


News
--------------------------------------------------
GOOGLE'S SCORE: TWO THUMBS UP
By BEN SILVERMAN
May 24, 2004
www.nypost.com

[EXCERPT]

While Google's initial public offering is still a hot topic on Wall Street and in the Silicon Valley, a holdover from the early days of Silicon Alley is showing that you don't need to go public in order to qualify as a success.

Affiliate marketer LinkShare, which filed for and subsequently withdrew an IPO filing just as the bubble burst in 2000, has quietly been making its mark on the online marketing map.

"We've been profitable for over three years," LinkShare founder and chief executive officer Stephen Messer told The Post.

In the four years since the bubble burst, LinkShare has seen its major competitors acquired and consolidated. Commission Junction and BeFree both were acquired by ValueClick, and last week, DoubleClick acquired Performics.

That leaves LinkShare as one of the last major independent affiliate marketers standing.

The company's roster of clients includes American Express, AT&T, Dell, Target and Wal-Mart.

"Search is a lot of hype," Messer said. "Search is not going to be the effective [return on investment marketing] channel going forward.

"The Googles and Yahoo!s will always be profitable, but not as hyper-competitive as today," he continued. "We're not like Google that has to say, 'Search is the way to go.' "

Because the company is still privately held, Messer wouldn't discuss revenue. Last September, Deloitte & Touche named LinkShare the fastest-growing tech company in New York, based on revenue growth from 1998 through 2002.

Based on LinkShare's original IPO filing, that would mean around $50 million in revenues in 2002 - and that was still a down year for the Internet.

Though LinkShare has no plans for another stab at an IPO - "Our growth rates are huge and we've got plenty of cash," Messer says - the company is actively looking for acquisitions while also fighting off acquisition attempts.

"We're the last independent guy and the largest player in the space. You can imagine everyone talking to us," Messer said.

c) NYP Holdings, Inc.  
 
 

About Us | Clients | Contact | Events | Press/News | Careers | Privacy | Intellectual Property | Site Map  

TM & © 1996-2005 LinkShare Corporation. All rights reserved.

Die wichtigste Aussage ist sicher die folgende: "- "Our growth rates are huge and we've got plenty of cash," Messer says - the company is actively looking for acquisitions while also fighting off acquisition attempts." Zu deutsch heißt das: "Wir wachsen sehr stark, uns kommt das Geld wie Bohnen aus den Ohren - wir sehen uns nach Übernahmen um, die wir allein stemmen können, ohne dafür an die Börse gehen zu müssen." Das werte ich sehr positiv, denn wenn z.B. aus dem Kassenbestand ein europäisches Unternehmen noch übernommen werden kann, in den USA und Japan ist man schon Marktführer, sehe ich das als sehr positiv an. Ein Börsengang in 2005 mit einer Marktkapitalisierung von zwei Milliarden Dollar, oder einer in 2006 mit drei Milliarden Marktkapitalisierung, ist mir lieber als jetzt einer mit einer Milliarde - oder seht ihr das anders. Okay, wenn Ihr Rein-Raus-Zocker seid - ich bin nun einmal Anleger und setze langfristig auf Kapitalvervielfachungen.

Wichtig ist auch: "The company's roster of clients includes American Express, AT&T, Dell, Target and Wal-Mart;" Alle sind bei Linkshare, denn die sind die Erfinder des Affiliate Marketing, haben patentierte Prozesse und sind die besten. Die Liste der Clients habe ich Euch oben schon einmal reingestellt. Im übrigen hat Linkshare unter den Fortune500-Firmen (die größten 500 US-Firmen), die ein Affiliate Programm haben, mehr Kunden als alle Konkurrenten zusammen.

Weiter wichtig: "We've been profitable for over three years," LinkShare founder and chief executive officer Stephen Messer told The Post. Die machten also im letzen Mai schon über drei Jahre Gewinne - das sind jetzt ca. vier Jahre. Das besondere daran ist, dass hier das Prinzip der gegen Null tendierden Grenzkosten die Gewinne gigantisch hebelt. Bereits bei ca. 25 Millionen in 2001 dürfte Linkshare somit in Gewinnzone gekommen sein, in 2005 dürfte man Umsätze von über 100 Millionen erreichen. Der weitaus größte Teil der 75 Millionen zusätzlicher Umsätze nach dem Überschreiten der Gewinnschwelle dürften also Gewinn sein.

Und schließlich zum Schluss: "Search is a lot of hype," Messer said. "Search is not going to be the effective [return on investment marketing] channel going forward. Affiliate Marketing, wie es Linkshare betreibt, scheint die effektivste und preiswertste Form des Online-Marketings zu sein. Oben konntet Ihr lesen, dass in USA allein die unglaubliche Zahl von 4% der Online-Verkäufe durch Affiliate Marketing über Linkshare aquiriert wurden. 4% hört sich zwar mickrig an, aber wenn man bedenkt, dass die Online-Verkäufe in den USA die 100-Milliarden-Grenze in 2004 überschritten haben, sind 4% davon ganz schon viel. Ob das Google durch seine online-Marketing-Aktivitäten schafft weiss ich zwar nicht, zweifele aber daran. Fakt ist allerdings auch, dass Affiliate Marketing die mit Abstand billigste Form des Online-Marketings ist. Daher wird Linkshare auch nie an Google-Umsatz und -Marktkapitalisierung heranreichen. Aber mit ein bis zwei Milliarden sind wir auch zufrieden und vor allem überzeugt die Langfristigkeit und Dauerhaftigkeit, denn Affiliate Marketing ist wegen ihrer Preiswürdigkeit die Marketingform des Online-Marketings, die man als letzte aufgibt.



 

Ich zitiere dich aus  Nr42:
Warum die wertvollste Internet Kapital-Beteiligung Linkshare ein Milliarden-Börsengang wird
kann man in Verbindung mit den Zahlen, die weiter oben genannt wurden, leicht erkennen. Selbst wenn der IPO nur eine Milliarde bringen würde, wäre das bei den 40% von Internet Capital immerhin 400 Millionen - mehr als die momentane Marktkapitalsierung von Internet Capital von 340 Millionen. Und restlichen 20 Beteiligungen gäbe es völlig umsonst.

ich habe dich gefragt,wieso du sowas vom Börsengang behauptest!Kann es sein ,dass du,ein angeblich erfahrener Banker, der schon Anfang 2004 den Daxkurs von 4500 vorausgesagt hat ,mit Gerüchten argumentierst? Sowas dürfte doch wohl gerade dir,der so tut als seist du der absolute Fachmann keineswegs passieren.
Da werden seitenlang völlig uninteressante Interviews kopiert und ständige Wiederholungen aus alten Threads oder von englischen Artikeln kopiert,aber die Tatsache,dass ICGE Messer selber im Interview im Mai sagte,ein Börsengang sei nicht beabsichtigt,wird schlichtweg ignoriert!

Dafür wertest du dann ständig andere ab!wenn du so weiter machst ,wirste dir bald ne andere ID suchen müssen ggg  

brauchst Du sie nicht zu lesen - Du bist ja schließlich nicht gezwungen, darauf zu klicken. Oiffensichtlich denken fast alle anders, denn immerhin haben hier in nur sechs Tagen über tausend Clicks stattgefunden. Wenn das so weiter geht, sind wir am Ende des Jahres bei 60.000 Clicks. Ich finde Du solltest toleranter sein und die Leser entscheiden lassen.

Internet Capital ist eine Beteiligung mit über 20 Beteiligungen. Um die Unter- oder Überbewertung des Börsenkurses festzustellen, ist es nötig, eine Vorstellung vom Wert der einzelnen Beteiligung zu finden. Internet Capital ist ursprünglich als Inkubator bzw. Wagnisgesellschaft angetreten, die Unternehmen in einem frühen Stadium kauft, sie weiterentwickelt und sie dann wieder verkauft und an die Börse bringt. Das macht nicht nur Internet Capital so, sondern viele Wagnisfinanzierer. Dass dann die Krise der New Economy dazwischen kam, ist auch bekannt. Fakt ist auch, dass Internet Capital sich inzwischen nicht nur als Wagnisfinanzierer versteht, sondern auch bei einigen wenigen Gesellschaften an ein Dauerengagement denkt. Ob da jetzt Linkshare dazu gehört, kann ich auch nicht sagen - vermutlich nicht, weil sie dort nur 40% halten und der restliche Erwerb von Internet Capital nicht zu finanzieren ist. Folglich gibt es bei Linkshare drei Möglichkeiten:

1. Als wahrscheinlichste Möglichkeit sehe ich einen Verkauf, z.B. an Google. Hier ließen sich mit Sicherheit die höchsten Preise erzielen, da Synergieeffekte entstehen. Und bekanntlich landen ja mehr Firmen, die von Wagnisfinanzierern entwickelt werden, bei anderen Firmen als auf dem Kapitalmarkt als IP0.

2. Für genauso wahrscheinlich halte ich inzwischen auch wieder einen IPO, da dort inzwischen für Online Marketing-Firmen inzwischen wieder angemessene Preise gezahlt werden. Ein IPO war schon einmal im März 2000 an die SEC gefiled, musste dann aber wegen der Krise auf dem Kapitalmarkt verschoben werden. Daher ist es absurd, die Möglichkeit eines Börsengangs eines Private Helds anzuzweifeln - denn dies oder der Verkauf sind die Ziele, die Wagnisfinanzierer mit ihren Engagements verfolgen. Dass mit Blackboard und Arbinet es erst zwei Beteiligungen geschafft haben, spricht nicht dagegen, das war erst der Anfang - es gibt wohl weltweit kein Unternehmen, das eine so gut gefüllte Pipeline mit Beteiligungen hat, die morgen als IPO's auf den Markt kommen könnten. Da viele davon in einem halben Jahr oder einem Jahr noch weit höhere Summen bingen, erklärt das Überweigen des Zögerns.

3. Als dritte Möglichkeit wäre auch denkbar, dass Linkshare selbständig bleibt und versucht auf eigene Faust zu wachsen. Internet Capital wäre dann an einer sehr wertvollen Gesellschaft beteiligt.

Was auch passiert, wichtig ist, dass man Klarheit über den Wert von Linkshare gewinnt. Denn wenn die von mir angenommene Summe von einer Milliarde Wert stimmt, wären allein die 40% von Internet Capital an seiner wertvollsten Beteiligung mehr wert als die momentane Marktkapitalisierung von Internet Capital in Höhe von 350 Millionen. Was Kicky an diesen Schlussfolgerungen so aggressiv macht, kann ich nicht nachvollziehen.


 

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