Internet Capital - Erwarte Kursverdreifachung in

http://www.linkshare.com/clients/extended.shtml


Die hatte ich in meinem obigen Posting vergessen.  

ich den Traumdeuter, oder wie er auf anderen Boards auch immer heißt, nicht eingeladen habe. Ich habe auch keinen Bock, seine Frust über seine Verzockereien in den Zeiten der New Economy abzuarbeiten, als Internet Capital zum Beispiel bei 4280 stand.

Das Unverschämte an diesem Kerl ist aber, dass er Leute, die nach einer Tausenstellung eingestiegen sind, mit seinen Blödsprüchen in Geiselhaft nimmt - nur weil er zu geizig ist, ein paar Euro für einen Psychater auszugeben.

Nicht immer ist Geiz geil.

Logischerweise kann sich jeder irren, aber wenn man sich extrem irrt, sollte man schlicht sein Maul halten. Dass sich jeder irren kann steht allerdings auch fest. Ich habe z.B. auch lange geschwankt, ob ich einen Teil des für Internet Capital vorgesehenen Geldes für Infospace anlege, was Du durch bessere Recherche oder/und Glück hinbekommen hast. Dafür habe ich enormen Rechercehaufwand getrieben und bin dann zu der Erkenntnis gekommen, dass im Bereich "Suchmaschinen" neben Google nur die Wand sei. Das war sicher falsch, aber das waren keine so extremen Irrungen wie bei den New Economy-Verzockern, von denen wir uns hier wieder einen angelacht haben. Nicht nachvollziehen kann ich allerdings, warum Du mir für das Erscheinen dieses Chaoten hier auf diesem Board eine Mitschuld gibtst.  

http://www.wallstreet-online.de/si/community/...94222&k=A0CA1H&page=4
aber du wirst ja durch die Clickrate belohnt
wenn auch weniger durch die Kursentwicklung wie mir scheint,ist ja auch nicht einfach bei dem nichtssagenden Report letzthin
 

 

http://eol.edgar-online.com/edgar_conv_html/2005/...LTS_OF_OPERATIONS
ICG reported consolidated revenue of $15.0 million and a net loss of $(2.6) million, or $(0.07) per share, for the fourth quarter of 2004. Consolidated revenue was $16.5 million and net loss was $(56.4) million, or $(2.95) per share, for the comparable 2003 period. The fourth quarter of 2003 includes $3.0 million of revenue related to a customer that was lost at the end of 2003.
ICG reported consolidated revenue of $52.4 million and a net loss of $(135.3) million, or $(3.78) per share, for the full year of 2004. Consolidated revenue was $70.0 million and net loss was $(135.9) million, or $(8.98) per share, for the comparable 2003 period. Full year 2003 includes $12.0 million of revenue relating to the aforementioned lost customer.
Results for the fourth quarter of 2004 include $1.9 million in net gains primarily related to asset dispositions compared to $43.4 million in net charges in the 2003 period principally related to debt-for-equity exchanges and losses related to dispositions. Excluding unusual items, net loss for the fourth quarter of 2004 was $(4.5) million versus $(13.0) million for the 2003 period, a reduction of 65%.  

ich gebe Dir keine Mitschuld, doch warum springst Du auf ihn und seine Kommentare an.
Ignoriere ihn einfach.
Tja, mit Infospace hatte ich Glück, doch irgendwie auch wieder Pech. Habe bei 58 US Dollar den Ausstieg verpennt. Dann ging es extrem schnell runter.
Glaube aber das sie dieses Jahr ( Ende 2005 ) bei Kursen von über 60 Dollar notieren.
Dann werde ich mich von ihnen verabschieden!

Internet Capital könnte wirklich laufen ! Die letzte Kerze in Kicky's Dreimonatschart könnte eine Umkehrformation einleiten. Schöner langer Docht nach unten. Mal abwarten.
Mein Einstand war 0,32 vor dem Resplitt also 6,40 Euro !

Letztes Jahr ist Internet Capital doch gut gelaufen. Jetzt heißt es Konsolidierung beenden und bis Jahresende steigen. Mal schauen, wo sie im Herbst steht ! Ich lasse meine 600 auf jeden Fall liegen !

Interessant ist vielleicht auch Chinadotcom oder auch China.com ! Sind momentan ziemlich am Boden. Habe schon die Tochter Hongkong.com im Depot ! 60.000 Stück zu 0,043 Euro. Ist immer noch besser als Lotto spielen ! Aktuell bei 0,050 Euro ! Mein Ziel 0,07 - 0,08 Euro !

China.com könnte in absehbarer Zeit wieder anspringen, doch habe ich noch keinerlei Recherche betrieben. Werde ich in Kürze starten. Mal schauen.

Interessant ist auch Stemcells, bei denen ich viel zu früh raus bin. Bei Kursen um 4,20 US Dollar echt einen Trade wert. Kommen sie noch einmal runter, schnappe ich sie mir wieder ! Nur nicht zu viele ! Max. 500, da sie sehr volatiel ist.

Ansonsten bin ich fet bei GPC dabei.

Nebenwerte sind bei mir Pandatel und Norcom ! Haben in meinen Augen ebenfalls ordentliches Potenzial auf längere Sicht gesehen !

Also, wollen wir mal hoffen, das unser Baby ICGE bald wieder das Laufen lernt, denn dann macht es mehr Spaß !

Gruß Byblos

 

indem er durch die Darstellung, die Internet Capital als Holding bekanntgibt, zu suggerieren versucht, dass die 15 Millionen Quartalsumsatz und entsprechende Jahreszahlen die Umsätze von Internet Capital seien. Diese erbärmliche Nummer haben einst schon Ebörse und Motzky auf anderen Boards abgezogen. In diese Zahlen fließen nur die zwei konsolidierten Beteiligungen von Internet Capital ein, die restlichen zwanzig fließen in diese Umsatzzahlen nicht. Unverschämt ist die Darstellung vor allem deshalb, weil seit zwei Quartalen auch die Umsatzzahlen von einem Teil der anderen Beteiligungen einige Zeilen weiter unten genannt werden, nämlicht 43,5 Millionen Quartalsumsatz für weitere acht Beteiligungen, die wie eie beiden oben erwähnten zu den Kernbeteiligungen zählen. Im Schnitt hält Internet Capital an den insgesamt hier erwähnten 10 Beteiligungen im Schnitt 50%.  

http://www.knobias.com/individual/public/quote.htm  ICGE eingeben
http://www.pinksheets.com/quote/filings.jsp?symbol=ICGE  letztes Filing

aber vielleicht meinste auch was ganz anderes als ICGE????  

Nebelkerzen, um seine Fehlinformation, ob jetzt aus Unkenntnis oder gezielt - sie hat die gleiche Wirkung, dass der Umsatz von zwei Beteiligungen von 20 der von Internet Capital sei, ungeschehen zu machen. Also wirft er Euch eine Datenwust hin, wo auch die von ihm genannten 15 Millionen für die beiden konsolidierten Beteiligungen enthalten sind. Er vermutet, dass ihr die 43,5 Millionen für die anderen acht Kernbeteiligungen nicht entdeckt, die 30 Millionen von Blackboard und auch nicht, dass da noch andere Beteiligungen mit wenn auch kleinen anteiligen Umsätzen da sind.

Aber immerhin taucht einmal in seinem Text auch die wichtigste Information auf:
Three months ended December 31,(in thousands)

          §               Consolidated                Equity Method

                              §2004   2003   2004 2003
   Revenue                       $15,003§  $16,510 $43,594 $41,548

Und immerhin sind diese in zehn Beteiligungen mit 48,5 Millionen Quartalsumsatz (durchschnitlliche Beteiligungsquote von Internet Capital = 50%)beim Ebitda wieder im grünen Bereich angelangt, leider haben sie insgesamt noch einen net loss, ohne eine Sonderabschreibung für 3 Millionen auf Software wäre man aber auch hier fast grün.

 

von Internet Capital:

Small Businesses See Rosy 2005
More jobs, a growing GDP, and an influx of VC money have small businesses upbeat about the year.

By: Darren Dahl
Feb. 24, 2005 -- Growth in the nation’s gross domestic product coupled with an increase in the number of new jobs added and a rebound in the venture capital market has combined, along with other economic indicators, to form an optimistic outlook on 2005 for small businesses.
In its recently released report, Quarterly Indicators: The Economy and Small Business, the Small Business Administration’s Office of Advocacy found that both the economy and the number of new jobs grew through the fourth quarter of 2004 leading to increased optimism for small business owners.

The nation’s gross domestic product grew 4.4% for the year -- 3.1% in the fourth quarter. The economy also added 2.2 million non-farm jobs over the past year.

"Economic conditions for small business continued to be strong in the fourth quarter of 2004," said Dr. Chad Moutray, Chief Economist for the Office of Advocacy. "And for the year, GDP growth of 4.4% is good news for small business. In the fourth quarter alone, businesses added over 600,000 net new jobs. The outlook for the small business economy remains bright."

That positive outlook also extended into the amount of money venture capitalists invested in small businesses. VC invested more than $2 billion in 2004 than in 2003, with $5,3 billion invested in the fourth quarter alone, according to the National Venture Capitalist Association.


 

aber der Kicky ist eine Frau ggg  

Merrill Lynch Smith (NYSE: MER) must pay Richard and Ellen Stein
$165,000 for "fraudulent research" related to losses the couple suffered
in Internet Capital Group .They said they had initially bought 1,000 shares but bought 4,000 more in two
buys after the initial investment had fallen 70% based on research from Merrill
that their broker relied on.

und ICGE heute 3,2% im Plus !  

kein Ende. Nehmt endlich einmal zur Kenntnis, dass uns der Scheiss, den Ihr in Eurem Wahn damals angestellt habt, nicht interessiert. Wer für über 4.000 Dollar pro Aktie gekauft hat, ist ein armes Schwein und ich habe durchaus Mitleid mit ihm. Man sollte ihm auch zur Bewältigung ein Threat zur Verfugung stellen, einen "New Ecomomy-Null-mehr-Kohle-Verzocker-Threat, aber er sollte gefälligst Poster in Ruhe lassen, die zwische vier und acht Dollar gekauft haben.


Spätestens wenn ihr auf nachstehend Adresse klickt, wird Euch allerhand klar:

http://www.linkshare.com/home/careers.shtml  

scheint das zu sein, was einst Ariba und Commerce One versprachen. Allerdings müssen wir die Dimensionen sehr viel tiefer hangen. Internet Capital ist hier noch mit 7% vertreten, nicht viel aber immerhin.

February 25, 2005 11:18am
Purchasing


Not too long ago, electronics buyers viewed reverse auctions strictly as a way to get lower prices from suppliers. Today they see it as a time-saving tool that lets them focus on supplier quality issues, vendor-managed inventory programs, and contract negotiations.

A case-in-point: cable television equipment manufacturer Scientific Atlanta will use reverse auctions this year to buy between $150 million and $180 million of commodities—such as semiconductors, printed wiring boards and mechanical items. (Its total production procurement spend is about $900 million).

Its original motivation was to save costs. And the Atlanta-based company has done that. In the first year alone, it saved 30% on the commodities it put through reverse auctions. But by using reverse auctions to secure $550 million worth of goods the past three years, it also found that it can conduct online bidding with fewer buyers because the process is automated.

"My staff has been reduced significantly over the years," says Rick DeHart, vice president of worldwide procurement at Scientific Atlanta. "We have been able to do that with a smaller staff because of online tools. That is a significant efficiency improvement."

What's more, without abandoning the cost-savings goals needed to continue to reduce the selling price for its equipment, DeHart has been able to empower his buyers to work on more strategic sourcing issues. Reverse auctions "allow your people to negotiate [not just pricing], but some of the other terms and conditions, [and address] vendor-managed inventory programs, payment terms and supplier quality issues."

Motorola has seen the same evolution, in that its buyers now can focus on parts or suppliers that may need more attention in the quoting process, says Rob Harlan, senior director, eProcurement, corporate for Motorola. "With stampings, for instance, we set up eight auctions of 30 parts each" for the 240 parts its buys. "Buyers can quote those out and focus their time on the higher runners."

And, like Scientific Atlanta, Motorola has benefited not just from a cost standpoint—but from a productivity standpoint.

Motorola—which quotes out about 1,000 semiconductors electronically four times per year and purchases $2.8 billion of goods through reverse auctions—has reduced its cycle time for quoting by about a third, says Harlan. And it only needs one or two buyers to load the parts into its electronic quoting tool, Motorola Internet Negotiation Tool, which is powered by Emptoris software.

Focus on value
These kinds of cost savings and efficiency improvements are prompting more companies to increase the amount of their spend that goes through reverse auctions, says Dallas Stevens, director of strategic sourcing service for Procuri, which provides software for reverse auctions.

"Some companies mandate reverse auctions for certain commodities that are above a certain dollar level," he says. That's in contrast to a few years ago when there was internal resistance at both OEMs and EMS. "There was a fear of auctions."

But not everyone has moved in that direction. "On a worldwide basis, I don't set goals to put a certain amount of dollars through reverse auctions," says Scientific Atlanta's DeHart. "We leave the decisions up to commodity teams to sort out when a reverse auction makes sense." (Typically when there are multiple sources for a commodity and the price for the commodity isn't where it should be.)

In addition, larger companies are more likely to use reverse auctions.

"Our sweet spot for companies using our tools are companies that do over $1 billion in revenue," says Kevin Potts, director of product marketing at Emptoris, a software and sourcing solutions provider based in Burlington, Mass. "That's because they have a good negotiating position with suppliers."

And while price will always be an issue, more buyers today use reverse auctions to determine best value. That is, they factor into the reverse auction equation the quality and delivery performance of suppliers. They will evaluate potential suppliers before including them in reverse auctions.

"If they pass our quality audits, and, if they pass our financial audits, then we may allow them to participate in reverse auctions," says DeHart. And while existing suppliers sometimes balk at being part of a reverse auction, they often "come out looking good," he says.

Scarce and excessive parts
While reverse auctions are mostly used by large companies for commodity parts with multiple suppliers, some buyers use them for small volumes of scarce parts, where the sources of those parts are independent distributors.

"We are in the photonics industry," says Sanat Dave, director of purchasing and commodity management for laser manufacturer Coherent of Santa Clara, Calif. "So our buying power (in electronics) is small [and] our usage is low."

To compensate—and prevent the shortages that tend to occur when your materials resources planning "fluctuates wildly" and you can't get "a lot of attention from distribution, Coherent buys from nonfranchised distributors through reverse actions, using a company called World Component Trading (WCT), based in Fremont, Calif. "They have taken the process of buying from nonfranchised distributors, streamlined and automated it."

He also uses reverse auctions to buy mature hard-to-find parts for the company's lasers, which have life cycles of 10 to 12 years. "I am not in the consumer world where you reintroduce products every nine months with the latest and greatest of technologies." As a result, parts such as electrically erasable programmable read only memory, or laser diodes can be hard to source.

That's the same strategy used by Chris Brozek, procurement manager at Trimble in Sunnyvale, Calif. "We use reverse auctions for older parts and for parts needed for new product introduction. Trimble buys a variety of resistors, capacitors and semiconductors. Reverse auctions give us a competitive advantage on price."

Trimble uses the same strategy, only in reverse, to liquidate its excess inventory.


Copyright © 2005 Reed Business Information. All Rights Reserved.
 

der Internet Capital-Beteiligung Blackboard, die auch börsennotiert ist und wo eine gigantische Leerspekulation gerade am Kippen ist.

Universities and Colleges Embrace Blackboard's Revolutionary Networked Learning Environment
Thursday February 24, 7:00 am ET  
Schools Choose Complete Blackboard Academic Suite for e-Learning


WASHINGTON, Feb. 24 /PRNewswire-FirstCall/ -- Blackboard Inc. (Nasdaq: BBBB - News) announced today that eight new universities will use the complete Blackboard Academic Suite(TM), to foster Networked Learning Environments(TM) for their educators and students. Networked Learning Environments are the future of education and make it possible to connect and integrate courses with libraries, research labs, other institutions, advisors, alumni and many other elements of campus life. Blackboard is the leading provider of software and services enabling these types of expansive, fully integrated solutions in education.
ADVERTISEMENT


The latest additions include Georgian Court University, Texas Woman's University, Southern Illinois University Edwardsville, Miami University in Ohio, Montclair State University, University of Connecticut Health Center, Bowdoin College, and Framingham State College, for a total of more than 91 academic institutions around the globe using the Blackboard Academic Suite. Blackboard's e-Learning software products are used by over 2,000 universities and K-12 schools worldwide. Over 12 million users learn from more than 400,000 courses currently taught on Blackboard's software.

"It is so encouraging to see schools taking the initiative towards Networked Learning Environments," said Matthew Pittinsky, Chairman of Blackboard. "We believe this will revolutionize the future of education -- where learning is not limited by the confines of a classroom, but instead incorporates a wide array of educational resources, both traditional and digital."

The Blackboard Academic Suite features the Blackboard Learning System(TM), the Blackboard Community System(TM) and the Blackboard Content System(TM). Together these extensive software products support a Networked Learning Environment where students and teachers can learn, connect and share educational materials and resources from practically any location and at any time.

The Blackboard Academic Suite enables Web-based and Web-enhanced learning.

"e-Learning is a core part of the educational experience at our school," said Carolyn Gard, Senior Director of Academic Technology Services at Miami University. "It made perfect sense from both a quality of service and a return on investment perspective to license the entire Blackboard Academic Suite for an integrated approach. We are very excited about the opportunities these new programs will provide our community."

Bowdoin College in Maine has just launched the Blackboard Academic Suite as part of a pilot program. The school plans to implement it campus wide in the fall.

"In less than two weeks, we were able to install the entire Blackboard Academic Suite, with 20 faculty members and 600 students using it," said Mitch Davis, Chief Information Officer at Bowdoin College. "We are very excited about how smooth the transition has been and look forward to a complete implementation in the fall."

Southern Illinois University Edwardsville was previously using a different provider for its e-Learning initiatives and decided to switch to Blackboard.

"We offer more than 500 web-enhanced courses and more than 9,000 students regularly access materials and information online," said Jennifer Vandever, Manager of the Faculty Technology Center at Southern Illinois University Edwardsville. "Students and faculty expect to be able to access whatever they need at any time and from any computer -- ranging from assignments to instructor office hours to class discussion boards. This new expanded relationship with Blackboard makes all this possible."

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.

 

wachsenden Beteiligung von Internet Capital könnte jetzt jede Minute der Quartalsbericht kommen. Wichtigster Bereich ist der weltweit führende Marktplatz für Meetings. Ein weiteres Produkt Softwarelösungen, wie sie im nachstehenden Text angeführt werden, wo Cisco auf die Nutzung der StarCite-Technologie verweist.

Managing Meetings At: Cisco Systems--Tech Firm To Decentralize Meeting Logistics

By Corrie Dosh

FEBRUARY 07, 2005 -- After five years of intensive consolidation and cost-saving efforts, Cisco Systems Inc. this year is set to shift its strategic meetings management processes to focus on return on investment and plans to outsource or decentralize back-end logistics for the smaller events that account for about 65 percent of ad hoc meetings at the company, according to its head of meeting services.

Michele Snock, manager of global meeting services for Cisco's Americas operations, said smaller, offsite meetings may be handled by a third-party meetings management service or sent back to administrative assistants for planning. Cisco holds 850 to 900 ad hoc meetings per year, Snock said, and 65 percent of those have 25 or fewer attendees. The global meeting services department will retain control over sourcing, she said. The shift is part of a new focus on ROI to be launched this year on Cisco's estimated $60 million in meeting spend.

"I thought cost consolidation was the ultimate goal, but now I'm learning that there's another step you can take—now you can show ROI," Snock said. "It's a whole other ballgame."

Part of that ROI is to use planners' services to their greatest value, Snock said, which does not always mean time-consuming logistical support for the arrangement of meeting services.

"We were doing logistics support for every single small and large meeting. We were insourcing instead of outsourcing, and that's where we thought we added a lot of value," Snock said. "We have since determined that perhaps that's not where we add the greatest value." Three meeting planners at Cisco work full-time on smaller meetings, she added.

Previously, the value of Cisco's meeting management policy was measured by cost savings—leveraging meetings volume and negotiating for lower rates—and cost avoidance through the evasion of outsourcing, Snock said.

The new challenge of measuring value through ROI is more difficult to define, she said. ROI on incentive sales meetings can be tracked by revenue statistics, for example, but the effectiveness of a meeting of finance managers to set objectives for the next fiscal year can be unclear, Snock said.

"How do I measure that the money we spent on that meeting really got what the managers needed? I assumed it was immeasurable," she said.

Post-event surveys are used to measure attendee satisfaction and to adjust agendas for the next year, but tracking hard data on value has been difficult, Snock said.

A project to create metrics to measure ROI has been set in motion, Snock said, as well as projects to expand Cisco's internal meeting planning Web site with a how-to guide for meeting planning, educational workshops and a comprehensive communication plan to inform Cisco employees which elements of meeting planning are back under their control, and which will be retained by the meeting services department.

Cisco's meeting service center concept is based on meetings management firm StarCite's RegWeb attendee management technology (Meetings Today, Aug. 11, 2003), and has a "99 percent adoption rate in North America" for internal meetings, Snock said, without the use of a mandate.

Cisco's meeting services department works with the finance department to funnel stray check requests back through the approval process.

Snock stressed that her department will continue to handle all contract negotiations and site selection, but said ordering food and beverage, audiovisual or other services would be decentralized or outsourced for the smaller meetings.

"It's a self-service model we're creating with the resources in place, but with our controls and management up front in the sourcing," Snock said.

The three corporate meeting planners assigned to smaller meetings may work in more strategic roles of setting meeting management processes and providing oversight.

For outsourced meeting logistics, Snock said her planners would detail step-by-step processes of how events should take place and regularly review the work of third parties. Eventually, back-end logistics for Cisco's 1,200 yearly seminar programs may be decentralized as well, she said.

Cisco has saved millions through meetings consolidation in the past five years, including $4.5 million in 2001 with an insourcing drive and launch of an online meetings registration application (Meetings Today, Nov. 12, 2001).

The consolidation initiative actually was aimed to prevent the outsourcing of the meeting planning department itself, Snock said. Top Cisco executives in 2001 launched an enterprisewide effort focused on defining core business processes and outsourcing work that was not bringing value to the company.

"It was about increasing your shareholder value by focusing on your core competencies and outsourcing everything else," Snock said.

Saving money on meetings through consolidation was how meeting planners could show their value at Cisco, she said.

Compared to the consolidation drive, the new focus on return on investment and decentralized back-end logistics is easier but more time-consuming, Snock said. The goals are clear and the foundations have been put in place, but the process of achieving those objectives is more complex, she added.

"We were very fortunate to find out that we had impressed people enough that they did see value in what we did," Snock said. "They just wanted us to get even more strategic."


 

(irgendwo zwischen ein- oder zweieiig, so groß sind die Übereinstimmungen in der Argumentation):

Re: ICGE = HAS BEEN...IT SUCKS!
by: myfriendlyadvice
Long-Term Sentiment: Strong Buy 03/01/05 03:47 pm
Msg: 229685 of 229687

No problem. Good luck with your trading.

As for ICGE hitting 7 again, I hope you're right (daytrading it passes the time)).

As for a long term hold, it's fine there too (I've held share since last May right after the R/S was complete). The balance sheet is solid now, the core and consolidated companies are growing and NOT eating cash and Linkshare is getting ready to IPO (it will be the news of the S1 filing BTW that will make the stock jump not the actual "begin trading" day).

Linkshare made around 4 million GAP last quarter and annual revenues are closing in on 100 million. Keep an eye on Fastclick's filing to see how it get's priced and begins trading (it's numbers are similar to Linkshare's of 2002 and they are in the same basic industry)....

http://www.ipohome.com/co mmon/ipoprofile.asp?ticke r=FSTC

As for insider buying, I think it's more likely they will be asked why they bought on the eve of Linkshare's IPO (not suppose to buy on insider knowledge).
 

Über PLM und PDM

wo Internet Capital mit seiner Beteiligungen Freeborders (Miteigner u.a. IBM) in einem Bereich exzellent positioniert ist. Das ist aber nur ein Standbein, das zweite rasant wachsende Standbein ist IT-Outsourcing in China, wo man in 2005 am Standort China auf 1.000 Beschäftigte kommen will.

How to Select PDM/PLM Software, Part 1

By Brant Seibert, Special to Apparel

DECEMBER 08, 2004 Picture this: Your boss asks you to order lunch for a company meeting. She hands you a Chinese take-out menu and asks you to order one entree that will satisfy everyone in your office. Where do you start?

The task of selecting PDM/PLM software presents a similar challenge. Not only must you sort through a bewildering array of offerings, but you must come up with an answer that will satisfy all of the designers, merchandisers, product developers and managers in you office.

This series of articles will guide you through the process of selecting PDM and PLM software. We begin with the basics, looking at what is meant by PDM and PLM, and how to determine the right software for your enterprise or work group. The second part will take a closer look at the many offerings in this competitive market and how to find clear points of difference between vendors.

How do PDM and PLM differ?

The differences between product data management (PDM) and product lifecycle management (PLM) are not as dramatic as some vendors would want you to believe. On the simplest level, PLM extends the scope of PDM to cover not only the design and development of products, but also the manufacture and distribution. In this sense, PDM can be viewed as one module, or a collection of modules, that comprise the front end of a PLM system.

But there are two problems with this distinction. First, no vendor has yet to cover the entire product lifecycle, though some may challenge this assertion. Second, even if a single vendor covered the entire lifecycle, would it offer the best solution at each stage?

Many apparel manufacturers take a best-of-breed approach when selecting software.

Some PLM vendors intentionally support this best-of-breed approach by offering software that connects the software of other vendors in a single interface. Confused? This will be sorted out in the next article in this series, when we look at how vendors define and differentiate their products.

What are PDM and PLM?

The common element shared by all PDM and PLM systems is a central repository of data, normally in an industry standard relational, or object-relational, database. The difference this common repository can make in your business processes should not be underestimated. There are differences in kind and quality, and in quantity and speed.

When a company digitizes a previously manual process, taking it from pencil and paper to a computer spreadsheet, like Microsoft Excel, via a scanner, the process becomes more efficient and accurate. But the basic processes of gathering, manipulating, sharing and analyzing that data remain fundamentally the same. It is only when we take the next step - entering the data into a relational database - that we gain the ability to completely transform business processes. This is what PDM and PLM systems accomplish.

When a designer creates a new garment pattern, she must communicate her changes to the team. Digitizing this process of communicating data can allow her to share the
changes with precision. But she still must manually send the new pattern file to the recipients and notify them that a change has been made. These are the same basic steps reqired a hundred years ago, only digitized. The tools have changed but not the process.

Now picture our designer saving the new pattern to a relational database in a PDM system. Upstream and downstream users are automatically notified anywhere in the
world. The process is dramatically streamlined. The cumulative value of transforming such mundane steps is how companies realize the true value of PDM and PLM software.

Let's say we want to analyze our pattern data across seasons in ways we had not previously considered. For example, we may want to relate patterns to sales. The availability of this data, broken down into its constituent elements, and stored in a normalized database, can enable ad hoc reporting that drives well-informed management decisions. PDM and PLM systems become an important enabler of business intelligence.

Now that you understand the basic benefits of PDM and PLM technology, let's take a closer look at the process of selecting the best offering.

Determine the scope of your implementation

Understanding the underlying technology at a basic level will help you determine the scope of your implementation. The central question: Which business processes do you want to transform? The software selection process begins at some, understanding your particular needs. This can be a tedious process with few immediate benefits. But it is very important to engage in some measure of requirements analysis before getting tied in to any particular vendor.

Failing to perform requirements analysis at the outset is not a recipe for disaster. Chances are good you will find a vendor that meets your needs adequately. However, you are less likely to feel confident that the software chosen is optimal for your business.

You do not have to engage an army of consultants to perform requirements analysis. In fact, the "10-foot Rule" applies here: The people who are closest to a process are often the best at stripping down that process to its basic requirements. Engaging the people who actually do the work in a conversation about current business processes will make the pending changes more palatable. This is particularly true for the "customers" of a given business process.

Defining the scope of your implementation does not have to be a linear process. You can, and should, revisit your requirements statement after reviewing the available product offerings. Salespeople working for each vendor will greatly facilitate this process, albeit from their own angle. A certain measure of reassessment is healthy. In fact, this backward approach may be the best option for smaller companies that do not have the time and resources to perform in-depth business analysis.

But be advised that the fewer resources you invest in requirements analysis, the harder it will be to differentiate between product offerings. This is no small task in a field that is as crowded as this particular software arena. We are dedicating a full article in this series to the challenges of finding points of difference between vendors.

After creating a requirements statement, you can challenge your review team to question assumptions: Can we meet our objectives in a more efficient way? Does a particular requirement add value to the garment, or does it simply facilitate some other process? Can we eliminate an entire step in the process? Can we achieve a higher level of quality by doing this differently?

Prioritize your requirements

The next step is to prioritize your requirements. When dealing with multiple vendors, each offering very complex products, you must find ways to simplify your selection task to identify the software that is best for your business. Which of your requirements are the most critical? Answering this question will help you sort through the many product offerings.

You are likely to find that all of the vendor offerings meet your minimum requirements. You will probably also find that no single offering is the best at everything. One vendor may have the best bill of materials interface, while another may have the best facility for managing workflow. So which do you choose?

Creating a weighted grid can help. Put selection criteria on the y axis (down) and vendors on the x axis (across) and assign weights to each criterion in the form of a multiplier. The theory is to break down one big decision into several small decisions. This, in effect, is what is accomplished by the stock market - just one of many examples of distributed decision models that drive highly successful systems.  
 

jetzt wahrscheinlicher, denn bisher hatten wir fast ausschließlich Direkteinstieg von Banken, wie z.B. Barclays mit 11,5. Ein Grund dafür, dass wir zwar 45% Anteil von Institutionals hatten, aber sehr wenig Fonds als Eigner könnte die Notierung von Internet Capital am Nasdaq Small Cap Market sein. Das wird sich aber ändern, wie diese ziemlich frische Meldung zeigt:

Press Release Source: Internet Capital Group


Internet Capital Group Returns to NASDAQ National Market
Thursday March 3, 8:30 am ET


WAYNE, Pa.--(BUSINESS WIRE)--March 3, 2005--Internet Capital Group, Inc. (Nasdaq:ICGE - News) today announces approval from the NASDAQ Stock Market® for listing of its securities on the NASDAQ® National Market. Since June 2002 ICG's securities have traded on the NASDAQ SmallCap Market. Now that ICG meets the more stringent listing requirements of the National Market and its application for listing on such market has been approved, ICG's stock will commence trading on the NASDAQ National Market® on Thursday, March 3, 2005 under its existing ticker symbol (ICGE).
"With the goal of broadening our investor base, we've been very active in communicating our story and value proposition to the marketplace," said Walter Buckley, chairman and chief executive officer at Internet Capital Group. "As we continue to focus on building and delivering value for our stockholders, we believe that listing on one of the largest markets in the world will help to further increase visibility and liquidity."

About Internet Capital Group

Internet Capital Group (www.internetcapital.com) builds and owns internet software companies that drive business productivity and reduce transaction costs between firms. Founded in 1996, ICG devotes its expertise and capital to maximizing the success of these platform companies that are delivering on-demand software and service applications to customers worldwide.

Safe Harbor Statement under Private Securities Litigation Reform Act of 1995

The statements contained in this press release that are not historical facts are forward-looking statements that involve certain risks and uncertainties including but not limited to risks associated with the uncertainty of future performance of our partner companies, acquisitions or dispositions of interests in additional partner companies, the effect of economic conditions generally, capital spending by customers and development of the e-commerce and information technology markets, and uncertainties detailed in the Company's filings with the Securities and Exchange Commission. These and other factors may cause actual results to differ materially from those projected.



------------------------- ------------------------- ------------------------- -----
Contact:
Internet Capital Group
Karen Greene, 610-727-6900
IR@internetcapital.com





 

Sieht aber wieder aus, als sei die Luft schon wieder raus.
Die machen mich kirre !
Seit Monaten halte ich sie und nix passiert.

Ruf mal an und sage denen, die sollen richtig Gas geben ! :-)

Gruß Byblos  

denn gerade momentan halten die meines Erachtens eher gute Nachrichten zurück. Seh Dir mal oben meine Argumentation zu Starcite an - das müsste der mit fast 100%iger Sicherheit wieder gute Bericht schon ein bis drei Wochen da sein, wenn man das mit den letzten Quartalen vergleicht. Nicht anders ist es bei Linkshare, wo sie eigentlich 50 Neukundengewinne vermelden müssten, wenn sie wie üblich vorgehen - hier kann man das allerdings auch aus anderen Quellen nachvollziehen.

Und solange die so mauern, ernährt sich das Eichhörnchen mühselig - selbst mit Meldungen von Beteiligungen, wo sie nur 7% halten. Von dort kommen wenigstens Meldungen, da sie dort nicht das Sagen haben:

ICGE hält (nur noch)7% an Emptoris

BURLINGTON, Mass., March 2 /PRNewswire/ -- Emptoris, Inc.
(http://www.emptoris.com) , the leading provider of Enterprise Supply
Management solutions for Global 5000 companies, today announced that Dow
Corning Corporation, a $3.4 billion global leader in silicon-based technology
and innovation, has selected Emptoris' Spend Analysis Solution to enable its
Procurement team to drive global initiatives designed to deliver significant
cost reductions.
" Dow Corning is committed to employing solutions that provide access to
the best data for making decisions, establishing accountability, and driving
innovation across our supply chain," said Jim Sanderson, Executive Director,
Procurement at Dow Corning. " To achieve our savings goals over the next few
years, we needed better visibility into our total spending patterns. Emptoris
provides the right combination of leading edge analytical technologies to
deliver a global, aggregated view of our total spend. With this insight, we
can significantly increase procurement's role in areas offering the largest
savings opportunities."
Avner Schneur, CEO of Emptoris, said, " As a technology company, we
recognize the role innovation plays in building competitive advantage. We are
pleased that Dow Corning, a leader in innovation, has selected our solution to
support their procurement savings initiatives. We look forward to partnering
with them to develop programs designed to create sustainable value across
their global operations."

About Dow Corning
Dow Corning (http://www.dowcorning.co m) provides performance-enhancing
solutions to serve the diverse needs of more than 25,000 customers worldwide.
A global leader in silicon-based technology and innovation, offering more than
7,000 products and services, Dow Corning is equally owned by The Dow Chemical
Company and Corning, Incorporated. More than half of Dow Corning's $3.4
billion annual sales are outside the United States.

About Emptoris
Emptoris is a leading provider of powerful enterprise supply management
solutions for Global 5000 companies. By implementing Emptoris 5(TM), a suite
of Web-based solutions, enterprises can quickly identify and prioritize
procurement savings opportunities, negotiate significant cost savings with
vendors, and track contract compliance and supplier performance. Emptoris
customers include American Express, Boeing, Bank of America, GlaxoSmithKline,
Motorola, Owens Corning, Samsung America and Toro. Emptoris, a privately held
company, is headquartered in Burlington, Massachusetts. For additional
information, please visit http://www.emptoris.com.

For More Information Contact:
Paul Green, Emptoris, Inc.
781-993-9212 ext. 117, pgreen@emptoris.com

Stephanie Lee, Lois Paul & Partners
781-782-5710, stephanie.lee@lpp.com





 

nicht nur das Wort Internet Capital in den Mund zu nehmen, sondern auch noch für einen klaren spekulativen Kauf zu votieren. Warum sich die anderen nicht trauen? Ganz einfach, die haben die damals empfohlen als sie bei 4.280 stand - also mehr als fünfhundertmal so hoch wie heute. Jetzt schämen sie sich, das ist verständlich. Das sollte uns aber nicht davon abhalten eine Chance wahrzunehmen.

ICGE: Kauf (GII 7.3.05)

07.03.2005
Internet Capital Group spek. Kauf
Global Insider Investing

Für die Experten von "Global Insider Investing" ist die Aktie der Internet Capital Group (ISIN US46059C2052/ WKN A0CA1H) ein klarer spekulativer Kauf.

Zuletzt hätten Führungspersonen der Gesellschaft Insiderkäufe im Gesamtvolumen von ca. 269.362 USD getätigt.

Das Unternehmen sei eine Holding, die B2B-Firmen entwickle mit dem Ziel, sie später an die Börse zu bringen. Nach dem Platzen der Internetblase sei auch Internet Capital Group in der Versenkung verschwunden und habe rote Zahlen geschrieben. Doch in 2004 habe sich die Verluste (um Sondereffekte bereinigt) von 56,4 Mio. USD auf 2,6 Mio. USD reduziert. Die Umsätze dürften sich im neuen Geschäftsjahr bisher gut entwickelt haben, so dass ein Break-even möglich sei. Der innere Wert des Beteiligungsportfolios sei von -19 Mio. USD auf +165 Mio. USD gesteigert worden.

Diese ermutigenden Eckdaten in Kombination mit den nachhaltigen Insiderkäufen klassifizieren für die Experten von "Global Insider Investing" die Aktie der Internet Capital Group zu einem klaren spekulativen Kauf.
 

Increasing Demand for Procurement Business Process Outsourcing And Differentiated Offering Help Market Share Leader ICG Commerce Achieve Strong 2004 Results
Wednesday March 9, 10:10 am ET  
- Procurement-Only Focus, Deep Market Experience, Comprehensive Offering Focused on Operational Improvements And Continuous Value Generation Combine To Drive over 175% Growth In Services Backlog


PHILADELPHIA, March 9 /PRNewswire/ -- ICG Commerce, a leading procurement services provider, today announced key business results for 2004. The company signed 55 contracts during the year and achieved consistent double-digit quarter-over-quarter growth. The strong momentum is reflective of the company's track record of producing results for leading companies and points to its comprehensive approach to procurement as the most effective model for driving bottom-line savings and process efficiencies.
ADVERTISEMENT
 

Among the new contracts signed in 2004 were eight agreements for comprehensive procurement management or outsourcing services, including those with new customers Avaya, Cooper Cameron Corp., Greif, Inc., Universal Packaging Corp., and Vought Aircraft Industries, Inc. In addition, extensions were signed with a number of long-term customers such as Crown, Cork & Seal, Delta Air Lines, Indalex and Nordstrom.

"In 2004 ICG Commerce quantifiably distinguished itself as the leader in procurement-BPO with strong performance in customer acquisition," said Edward H. West, chairman and CEO of ICG Commerce. "Our differentiated and comprehensive offering combined with external market factors have helped bring the procurement business process to the fore, elevating it from a back office function to a key business performance driver." West added, "Further to the additions we've made on the customer front, we continue to add to our team of experts, most notably through the addition of Michael Zisman, former vice president, corporate strategy at IBM and current ICG Commerce and Internet Capital Group board member."

Due to the number of multi-year customer relationships secured in 2004, the value of ICG Commerce's services backlog (the value of all remaining contracted revenue) grew in excess of 175% throughout the year. Key market factors contributing to the company's growth included continued strong demand for overall cost reduction across industries and an increasing focus on core competencies. "Over the past few years, corporations in the U.S. and Europe began, in earnest, outsourcing major but non-core business processes, such as procurement, finance and accounting and human resource management," said Zisman. "This allows companies to focus on their core-competencies and benefit from the focus, expertise and cost effectiveness of others."

These factors continue to drive procurement-BPO growth as organizations increasingly realize that procurement transformation is an important vehicle for battling pressures on the purchase of indirect and direct materials, which in turn, impact product costs and profit margins.

"Recently, we have seen an increased appreciation at the senior executive level for the power of the procurement function to improve business performance," said Zisman. "Although procurement software alone automates some of the necessary processes, it severely understates the full savings potential of a proactive effort to improve overall procurement operations. The market is beginning to recognize the leadership role outsourcing can play in that process."

Impacting results more directly than external market forces was the company's model, which focuses exclusively on driving results through comprehensive procurement transformation. The ICG Commerce approach marries deep purchasing category expertise; process and operations specialists; and a comprehensive but flexible technology platform to build and execute programs that produce sustainable and measurable savings for customers year after year.

According to research published last year by analyst firm Nelson Hall, ICG Commerce currently leads the procurement-BPO industry in market share. In 2004, the company also earned recognition from both the Outsourcing Center and Forbes magazine as a leader in procurement outsourcing, which many have proclaimed to be the fastest-growing BPO segment.

Continuing to innovate, ICG Commerce made several infrastructure and organizational enhancements over the course of the year, including the unveiling of a Procurement Center of Excellence at the company's new headquarters outside Philadelphia. Dozens of customers, prospects and industry experts have visited the center over the past six months to learn best practices and gain an inside look at the team managing transactions and purchasing activities on behalf of many of the world's leading companies.

About ICG Commerce, Inc.

ICG Commerce ( http://www.icgcommerce.com ) is a leading Procurement Services Provider exclusively focused on helping companies buy more effectively and efficiently in order to reduce costs significantly and continuously. The company offers an unmatched combination of process and category expertise and hosted technology to deliver Sourcing, Purchase-to-Pay Processing and Procurement Outsourcing Services. ICG Commerce Inc., a privately held company founded in 1992, is a member of Internet Capital Group's (Nasdaq: ICGE - News) network of partner companies and has been honored as a Forbes Best of the Web: B2B and Supply & Demand Chain Executive 100 company as well as had its executives recognized among the Supply & Demand Chain Executive "Pros to Know".



 

Die momentanen Kursrückgange bei Internet Capital hängen wohl damit zusammen, dass die gerade einmal 9% ihres Bestandes an Blackboard-Aktien verkauft haben. Und das obwohl sogar in Motley Fool dazu ein positiver Artikel erschien.


The only better deal in this space appears to be Blackboard

Motley Fool
What's eCollege Got Cooking?
Wednesday March 9, 11:44 am ET
By Rich Smith


Back in November, I took a look at the earnings report put out by education software provider eCollege , and declared it "Valuation Soup."

The Denver-based provider of outsourced services for online education providers routinely confounds and bemuses investors with the plethora of information it gives for use in evaluating its performance, offering up a variegated menu of metrics including: net earnings, pro forma earnings, adjusted earnings, and adjusted pro forma earnings.

It proves the old saw true: There's such a thing as too much information.

With so many targets to choose from, it can be hard to keep them all straight, to remember which one you looked at last quarter (or last year) and which one the company emphasized. For those of you playing the Wall Street expectations game -- it's difficult to determine just which of these metrics analysts are referring to when they state their earnings forecasts. (You'll notice that that's conspicuously not explained on most "estimates" pages.)

Now, I'm just a simple Fool, and I have a rule that I stick by when ordering at any restaurant (or school cafeteria, let me say, in a vain attempt to keep this analogy alive). I find one thing I like and order it over and over again. Similarly, when evaluating companies, I pick one metric, and try to stick with it over time and among different companies. So when eCollege reports its earnings tomorrow, I'll be doing just that. Just like five months ago, I'll again look for free cash flow, and pay no heed to the various flavors of adjusted and pro forma (Latin for "caveat emptor") earnings that eCollege offers up.

eCollege has already reported generating $7.5 million in free cash flow through the first nine months of 2004. If the company continued collecting cash at that pace through the fourth quarter, then tomorrow we should see somewhere in the neighborhood of $10 million in free cash flow for the full year -- a quantum leap from last year's $1.6 million. That growth rate is, of course, clearly unsustainable, even for a relatively new company like this one.

What we're more likely to see in the years ahead is something resembling the company's projections for fiscal 2005: free cash flow in the neighborhood of $12,400, for an FCF growth rate in the mid-20% range. Even that more muted rate, though, makes eCollege look like an attractive investment at its current enterprise value of just over $260 million and EV/FCF of 26. It's a better deal than cash flow-negative rivals Skillsoft , SumTotal , and VCampus . And the only better deal in this space appears to be Blackboard and its EV/FCF of 13.

Are you a member of the Fool Community? Check out our discussion boards on Teachers and The Value of Education.

Fool contributor Rich Smith has no position in any company named above






Das sind die Verkäufe, die nur einen Bruchteil der Bestände von knapp drei Millionen ausmachen:

7-Mar-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 8,200 Sale at $17 - $17.08 per share. $140,0002
4-Mar-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 20,800 Sale at $17 - $17.17 per share. $355,0002
3-Mar-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 29,990 Sale at $17 - $17.1 per share. $511,0002
2-Mar-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 78,023 Sale at $17 - $17.27 per share. $1,337,0002
1-Mar-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 47,887 Sale at $17 - $17.02 per share. $815,0002
28-Feb-05 ICG HOLDINGS INC
Beneficial Owner (10% or more) 74,100 Sale at $17 - $17.07 per share. $1,262,0002



Das ist eine Maßnahme, die ich schon empfohlen hatte, als die noch bei 25 Dollar standen.

Das soll nicht etwas heißen, dass ich Blackboard nicht eine Verdoppelung des Kurses zutraue - und insofern sind Deine Käufe sicher nicht falsch. Nur hat Internet Capital offensichtlich noch wesentlich bessere Investitionsmöglichkeiten . Als erstes wäre hier die Erhöhung der Anteile bei noch nicht börsennotierten Unternehmen zu nennen. Denn die Bewertung der anteiligen Umsätze der nicht an der Börse notierten Beteiligungen liegt unter 2. Die Bewertung von Blackboard ist auch niedrig, liegt aber unter vier. Wie schon öfter ist das Management bei seinen Entscheidungen für bestimmte Märkte positiv zu bewerten - das timing vieler finanztechnischer Operationen aber between bad and miserable, denn man hätte sicher auch schon günstigere Switchzeitpunkte gehabt.

Auch ein anderer Switch würde Sinn machen, den ich auch damals schon angemahnt hatte, als Blackboard über 20 gingen. Verkauf der Aktien von Blackboard und Rückkauf der Wandelschuldverschreibung , wodurch man verhindern könnte, dass die umlaufende Aktienzahl bei 38 Millionen bleibt und nicht auf 45 Millionen steigt. Das könnte man meines Erachtens sogar bewerkstelligen, ohne dass der Kurs nach oben schießt.



 

Interessanter Ami

der sich mit einem Verzocker aus der Blütezeit der Blase auseinandersetzt, der den Wert damals bei 3.600 erstanden hat und jetzt sauer ist, dass andere, die für vier Dollar oder andere einstellige Werte gekauft haben, sehr gute Kurschancen haben - natürlich keine auf 3.600. Wenn es einmal in ein oder zwei Jahren 36 Dollar sind, sind all diese Billigeinkäufer sicherlich hoch zufrieden. Wir kennen ja auch die deutschen Gegenstücke dieser amerikanischen New Ecomomy-Verzocker, die auf unzähligen deutschen Boards ihr Unwesen trieben und vielleicht noch unter anderen Namen treiben: Ebörse, Membran, Motzky, Hexer und wie sie noch alle hießen

Tech's stupidity continued.....
by: myfriendlyadvice
Long-Term Sentiment: Strong Buy 03/10/05 10:15 pm
Msg: 230048 of 230051

Please don't repost tech's story line. He's view of reality is different than the rest here and that's why I have him on ignore.

But as long as you bring up his post let's look at his most recent distortion of reality:

"Lie #1: "He pumped ICGE when it was trading for $3,600"
Tech's Truth: I was short ICGE in 2000. Old time posters will verify this."

Real Truth: While tech may have been short at different points his long term position clearly was as pumper from the long side. Here is his quote, direct from tech's own post from Jan of 2000 when the stock price was trading around $3,600 (R/S adjusted)..."That is when I will cover and then go LONG ICGE, which I think has a GREAT LONG-TERM FUTURE. If I am wrong about the FED and the stock moves above 180 before their decision then I lose money. We will see what happens!"

"Lie #2: "Linkshare made around 4 million last quarter on revenues around 22M"
Tech's Truth: ICGE has never revealed these figures. If you want a big laugh ask mybadadvice how he extrapolates these numbers."

Real truth: Unless the numbers come directly from a PR (with the numbers in bold print) tech would have no clue what they are. You have to know a little about how Income Statements and tax rates come together to understand what Linkshare's income was last quarter. ICGE has only one profitable company within their portfollio. All you need to do is the math from there.

"Lie #3: He omits this improtant fact: ICGE is a MINORITY owner of LinkShare."

Real truth: Everyone that's spent more than 10 seconds here knows ICGE owns 40% of Linkshare. I've only mentioned that 1000 times. Which means Linkshare's upcoming billion dollar market cap will be worth 400M to ICGE. MINORITY position or not that's still a lot of ching.

Now please, don't repost anymore of tech's silliness unless you want to ask him why he stated ICGE had a "GREAT LONG TERM FUTURE" ahead of it trading for $3,600.

That's the answer the whole board is waiting for!!!!!!!!!!!

In einem Punkt liegt er allerdings falsch. So gut Linkshare sicher aus ist, es ist nicht nur Linkshare in den schwarzen Zahlen: Im letzten Quartalsbericht konnten wir erkennen, dass ICGCommerce und CommerceQuest zusammen, wo Internet Capital 76% bzw 87% hält, erstmals einen echten Gewinn ausweisen. Aussagen zu schwarzen Zahlen, wobei ich jetzt nicht genau weiss, ob Gewinn oder Ebitda, gibt es auch von GoIndustry, Marketron und Credittrade. Wieder stärkter in den roten Bereich dürfte sich meines Erachtens wieder Freeborders hinbegeben haben, denn die haben ihre China-Niederlassung in 2004 von 100 auf 350 IT-Spezialisten hochgefahren und wollen in 2005 die Zahl 750 bis 1000 erreichen. Das geht ins Geld - daher wird vermutlich auch der für 2005 angekündigte Börsengang meines Erachtens bei Freeborders nicht stattfinden.