Kursverdoppelung bei Actua Corporation (vorm. Internet Capital)

Shortselling increased again to 10% fo the outstanding shares  (Not rated)      28-Nov-07 11:48 am     November Mid Month 2007
Short
Interest Percent
Change Average Daily
Share Volume Days to
Cover
ICGE Internet Capital Group, Inc. - Common Stock 3,857,433 5.82 192,756 20.01

This are only the official numbers, additional there must be a lot of additional shortselling, because we have a big selling-gap (maybe not legal naked shorting or falsification through brokers, who doesn't control their clients).

And all this numbers are to see on the following background: 90% instiututional holding and 4% (most management and board) insider holding.


Sentiment : Strong Buy

flankenking


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 Re: Shortselling increased again to 10% fo the outstanding shares  (Not rated)      5 minutes ago     Shortsellers needs more than 20 day to cover, when they bought all the shares of the volume. And additional we have a lot of shortselling, which is not part of the official shortselling numbers (not legal naked shorting and falisfications of statistics through brokers, who doesn't any control of their clients).

And this all by a big undervalue of near $20/share.

 

steht hier:

http://messages.finance.yahoo.com/..._Z%29/Stocks_I/forumview?bn=9069
 

upgedatet worden.  

Internet Capital hält nach diversen Mergern 32% an dem weltweit größten Pure Play auf dem Bereich von Business Process Management-Software, dem Bereich mit den größten Wachstumsaussichten:

http://messages.finance.yahoo.com/...id=252144&mid=252144&tof=1&frt=2  

http://www.metastorm.com/library/reports/...tler_Metastorm_BPM_V7.pdf


Internet Capital hält 32% von Metastorm, die in 2007 ihren Umsatz mit 72-73 Millionen erwarten und für 2008 auf 100 Millionen hoffen. Sie sind sei ca. 12 Quartalen ständig in den schwarzen Zahlen. Die IPO-Start-Marktkapitalisierung dürfte eine halbe Milliarde Dollar betragen.  

The market of Metastorm is one top 10 strategic technologie for 2008 from Gartner's

Gartner's top 10 strategic technologies for 2008
Whether you incorporate these technologies or not, they're not going away, the research firm says
Patrick Thibodeau  


October 09, 2007 (Computerworld) -- ORLANDO -- Gartner Inc. has put "Green IT" at the top of its list of 10 strategic technologies for next year, and the research firm says that if businesses don't improve data center energy efficiency, the government may force them to do so.


But social networking technologies are also on the list, along with some further-off technological developments, such as server designs that use a resource-sharing approach called a computing fabric.


A strategic technology is something that may have an impact on a business. And impact could mean driving an investment or posing a threat, said David Cearley, a Gartner analyst. If your competitors adopt one of these technologies "does that put you at a competitive disadvantage?" he said at the Stamford, Conn.-based firm's ITexpo here.


Here's a look at Gartner's list:

1. Green IT. This is a path that more and more companies are taking as a socially responsible strategy. A green approach is multifaceted and can affect data center operations in a number of ways, such as moving workloads based on energy efficiency and using the most power-inefficient servers only at times of peak usage, said Carl Claunch, an analyst.


But data centers also face the threat of regulatory action to curb power usage. The problem, said Claunch, is you can't predict what may trigger regulation or when mandates will arrive.


"Some event somewhere, a popular movie, some shift in election politics, and suddenly you are forced to change dramatically and it comes with little warning," he said. "You need to be thinking what to do."


2. Unified communications. The move to unified communications systems is happening as the world shifts from analog to digital over IP networks. But it's not just the obvious things that will converge, such as telephony and messaging. Companies may make security videos part of this convergence, which may give businesses, for instance, new ways to analyze a retail outlet's traffic patterns. This video data would require a lot of storage, so using it in this way could prompt IT managers to introduce the security team to the networking group.


3. Business process management. This is not a technology, its a way of using technologies to enable companies to simulate, model and design the processes that run their businesses. A key trend is the evolution of the business process management suite, Cearley said. This may include, model-driven development, content and document management, collaboration capabilities, system connectivity, business intelligence activity monitoring and management, rules and systems management.

Continued  

verkaufen:

Geld
7,00

Brief
7,15

Da solltet Ihr schnell zuschlagen. Wenn Euer Limit von 7,15 nicht erfüllt wird, solltet Ihr Euch an die Wertpapierhandelsstelle des Bafin wenden, denn dann würde Kursmanipualtion vorliegen, wenn man Geld mit 7,00 und Brief mit 7,15 stellt.

 

http://messages.finance.yahoo.com/...90&mid=252190&tof=1&frt=2#252190

Und Internet Capital hält dort 33%.  

haben:

http://www.metastorm.com/news/awa.asp


Internet Capital hält 32 an dem kommenden IPO.  

 

was man da über den Markt von ICGCommerce lesen kann. ICGCommcere ist der klare Weltmarktführer im Outsourcing von Beschaffung. Auf den PLätzen folgen IBM Global Services, Accenture und Ariba. Es ist schwer in den Markt einzudringen, denn wir haben hier erhebliche Netzwerkeffekte: Wer groß ist, gewinnt neue Kunden dazu, weil er groß ist, denn je mehr Kunden man hat, desto besser funktioniert das Pooling.


http://www.europeanleaders.net/8201/23171/...formance_Procuremen1.pdf


Internet Capital hält 65% an ICGCommerce.  

dürften einen Wert zwischen 200 und 300 Millionen haben.

http://messages.finance.yahoo.com/...id=252195&mid=252195&tof=6&frt=2

Zusammen mit den 190 Millionen Cash/Wertpapiere entspricht das in etwa der Marktkapitalisierung. Die restlich ca. 15 Private Helds von Internet Capital gibt es dann umsonst.  

kann auf Sicht eine Vervielfacher werden. Die machen Ähnliches wie Alibaba - nur wird ein Euro Umsatz bei Alibaba mit weit mehr als dem Hundertfachen bewertet.

http://messages.finance.yahoo.com/...14&mid=252214&tof=1&frt=1#252214

Internet Capital hätl ca. 70 Millionen Aktien von GoIndustry. Übrigens ist GoIndustry auch eine reizvolle Spekulation neben Internet Capital. Man kann die an der AIM in Londen kaufen, aber mehr als 2-3% des Depots sollten da nicht reingesteckt werden.  

Inkubator: Anthem Venture.

http://messages.finance.yahoo.com/...42&mid=251842&tof=5&frt=1#251842

Wie Ihr dem vorstehenden Thread entnehmen könnt, steckt das Portfolio von Anthem Venture voller Perlen.  

die durchaus einen Wert von einer Viertelmilliarde Dollar haben, bei einem Merger können es auch mehr werden, denn das Outsourcing von Beschaffung hat sehr hohe Eintrittshürden, weil wir dort enorme Netzeffekte haben: Je mehr Kunden, desto mehr Pooling ist möglich, desto günstiger die Preise und dadurch wird man wieder lukrativer für neue Kunden usw. Ein Start eines Newcomers ist fast nicht mehr möglich, man muss schon ein existierendes Unternehmen kommen - und von den großen Vier - ICGCommerce, IBM Gobal Services, Accenture und Ariba - ist nur ICGCommerce ein Pure Play, also kaufbar.

http://messages.finance.yahoo.com/...id=252210&mid=252210&tof=1&frt=1  

kann für Internet Capital die Doubleclick werden, die von Google für 3,1 Milliarden übernommen wurde, oder die Aquantive, für die Mircosoft gar 6 Milliarden hinblätterte.

Internet Capital hält an Channelintelligence 41%.


Think Like a Retailer
Rob Wight and John DeVries of Channel Intelligence tell how manufacturers can enjoy Ecommerce success

Imagine the following: You just built a beautiful product showroom at your factory. It has displays to show off your products to best advantage and employees specially trained to understand customer needs and help them find the right product. You provide a list of locations where visitors to the showroom can buy your products because you don’t want to compete with your channel partners. You place ads in magazines, on TV, and on billboards to attract customers to your new showroom. And they come, a trickle at first, then in hordes. They love your showroom. They love your products. You feel great. Your new marketing effort is a huge success!

Only, at the end of the quarter sales are barely any higher. What happened?
It’s easy to explain. You got people interested in your products, then left them on their own to figure out how to buy them. You fell victim to the all too easy trap of thinking like a manufacturer. “What’s wrong with that?”, I hear you thinking. “After all, I am a manufacturer.” Yes, but in situations where you are dealing directly with end users, you can’t afford to think like a manufacturer. You have to think like a retailer!

Thinking Like a Retailer
Retailers are really very simple to understand. They have a single focus: Sell more stuff! Your stuff, your competition’s stuff, anybody’s stuff. Retailers really don’t care; they just want to sell more. So they make it as easy as possible for customers to buy.

Walk into a major supermarket or chain store. The odds are good that if you have been in another store from that chain, you can find your way around. Products are grouped by the way buyers expect to find them. New items or products on “special” are on the end caps, readily visible. Overhead signs tell you where you are and where to go. Prices are clearly visible. Checkout counters are highly visible and conveniently placed near the exits.

Your showroom did part of the job. It generated demand by educating potential buyers about your products. It even did that part better than the typical retailer, since you know your own products better than any retailer could. But you missed the most important ingredient: You didn’t make it easy to buy. You sent potential buyers off with a list of retailers, but along the way most of them changed their minds. They got distracted by another product, they store was out of stock, or maybe they just plain forgot. Whatever the reason, the person that left your showroom intending to buy your product ended up not buying. You didn’t capitalize on the buying impulse, and you lost a sale!

So what do you do? Well, let’s start by taking a look at your web site.

Your Web Site is Your Factory Showroom
A manufacturer’s Web site is just like a factory showroom. In fact, it’s better because it can accommodate a ton more traffic than your factory showroom could. And you get to show off you own products to in their best light. But instead of thinking like a manufacturer, think like a retailer and make it easy to buy at your Web site. Properly done, you can do this while making your channel partners happier in the process.

Most manufacturers think that making it possible to buy their products at their Web site means opening their own online store. While that is certainly one approach, it’s not always logistically feasible, and it’s certainly not one that is going to make your retailers very happy. They have enough competition already without you jumping into the fray. Instead, take advantage of the fact that in cyberspace everything is “only a click away” to link your Web site directly to your retailers, essentially making your Web site an extension of theirs. No, this doesn’t mean the typical list of “places to buy.” Use the technology that links your product directly to a list of online and local retailers that not only carry that product, but actually have it in stock and show the price at each store.

Research shows that when you give consumers lots of buying options, it builds trust that results in more purchases. When they click on the retailer of their choice, they are instantly transported not to the home page for that retailer’s Web site, but instead directly to the page at that site for your product. You just made buying from any of your retail partners a simple matter of two clicks, and eliminated the distractions that will result from your customer having to navigate your retailer’s site. It creates better closure rates for you and your channel partners, which creates a win-win for everyone.

If the consumer chooses a local retailer rather than an online store, they will then be presented with a page showing your product and a map to that store, along with telephone number, street address, etc. They can then print out that page and take it to the store, guaranteeing they will get the right product and all but eliminating the problems that result from forgotten model numbers or store salespeople directing them to a competing product. Some retailers allow you to buy your product on their Web site and then pick it up at the local store. This “Buy online, pick up in store” is one of the hottest trends in retailing, because it combines the immediate purchase advantages of an online store with the opportunity for the retailer to “upsell” other products once the consumer is in the store.

Making it Work
So what does it take to couple your own Web site so tightly to your channel partner’s Web sites? First, you have to know the URL, the Web address, of every one of your products at every one of your online retailers. You need to know the location of every local store for your brick and mortar retailers. And you need to get both to send you their stock status and pricing. Every day! Then your IT department can put it altogether so that when a potential buyer clicks on the “Buy Now” button next to one of your products, he immediately is shown a list of retailers. But only the retailers who have the product in stock today and at a price you approve. You don’t want to help retailers who are violating your MAP (Minimum Advertise Price) rules, do you?

If that sounds like too much work, it is for nearly all manufacturers. Only the largest could ever afford the effort. Fortunately, there are service companies that provide exactly what was described above. By taking advantage of the fact that the data from major retailers can be reused across many manufacturers and charging the retailers for the service as a commission on completed sales, they have made this “product linking” service available to any manufacturer selling through online retailers. Extra services to cover local retailers and monitoring of results typically cost extra.

“Think Like a Retailer” Best Practices
So let’s go back to your Web site and take a look at some best practices to help you “think like a retailer”.
• Treat your Web site like a store, not a corporate information resource. Bring products onto the home page. Yes, some visitors are looking for support, or your corporate backgrounder or even for a job. But those tasks are secondary and can be accommodated through the navigation menu. Make the primary job of your web site to SELL!

• Make it easy to find things. A Web site where the products are seven or 10 levels down is not going to generate lots of sales, I actually found one manufacturer who had accidentally (I hope!) created a situation where you could click around in a loop, arriving back at the starting page, without ever actually seeing the page where you were allowed to buy the product.
This is sometimes referred to as the “Salmon Theory of Marketing,” in which only the customers who are hardy and persistent enough to swim all the way upstream are allowed to buy.

• Make it easy to buy. Put “Buy Now” buttons everywhere you show a product. Don’t make visitors search for a place to buy; let them buy at any point they want.

• Always show price. If you measure what visitors do at your Web site, you might have noticed that not showing price generates more clicks. However, a large number of clicks may be misleading. Visitors might very well be clicking all over the place trying to figure out how much your product costs, only to get frustrated and give up. Research that tracks actual sales has shown that product web pages that show price are three to four times more likely to result in a sale.

• Prominently display new or featured products. Don’t expect that visitors will keep checking your web site to see what has changed. Make it obvious. If you have a hot new product or a special sale going on, let them know, preferably right on the home page.

Take A Field Trip
If you’re still in a quandary for ideas on how to sell, head out to a large retail store and take a look around. Almost everything you can see has been done with a specific purpose in mind: to make it easier for shoppers to find and buy products like yours. Then, when you go back to your office, take a look at your web site and see how it measures up. You may find that much of what your retail partners are doing to sell your product in their online or local stores can help you boost your sales if you will simply “think like a retailer”!

Rob Wight is president and co-founder and John DeVries is product manager of Channel Intelligence, a technology company that works with hundreds of manufacturers and retailers, as well as with all 54 consumer search engines, providing Web-initiated commerce solutions. Visit www.channelintelligence.com


 

von Channelintelligence:

http://www.channelintelligence.com/sellcast_customers.html  

http://www.channelintelligence.com/sellcast_customers.html

Internet Captial hält 41% von Channelintelligence.  

Von den für 2007/2008 angekündigten drei bis vier Monetarisierungen bei den Kernbeteiligungen ist bisher her nur kleinste gelaufen, Marketron. Es stehen somit noch zwei bis drei an: die Kandidaten sind Metastorm, die das schon konkret angekündigt haben, sowie Starcite, ICGCommerce und Creditex (zwar kein Kernbeteiligung, wurde aber bei den erwähnten drei bis vier Monetarisierung bei der Ankündigung mit einbezogen). Hinzu kommt in 2008 noch der wahrscheinliche Börsengang von Emptoris, wo Internet Capital zwar nur 5% hält, was aber trotzdem 50 Millionen bringen kann. Als nächstes (neben Emptoris) dürfte Metastorm dran sein.

Two important questions about Metastorm     10-Dec-07 10:12 am    

Quarter in 2008, when the ipo will happen?

What will be the amount of the market-cap by an ipo?

Friday, October 26, 2007
Growing tech firm Metastorm considering IPO in '08Testing the market
Baltimore Business Journal - by Scott Dance Staff

nicholas griner | staff
CEO Robert Farrell has led Metastorm’s recent growth. The company has doubled its R&D staff.
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Boosted by profitability and product line expansions, software firm Metastorm Inc. is considering going public in 2008, the company's CEO said.

The Baltimore-based company recently doubled its research and development staff, hiring 35 new developers of its software products, which help businesses and government organizations streamline large-scale, complicated processes. And in a deal largely backed by a recent round of venture capital, Metastorm broadened its capabilities by acquiring a Michigan software firm in August.

Company officials are monitoring revenue, profits and their product diversity, among other variables, with an IPO at the midpoint of next year in mind, CEO Robert Farrell said. Metastorm would be the first local software firm to go public since Columbia-based Sourcefire earlier this year and Baltimore-based Visicu in 2006 -- at a time when tech companies have been leading the IPO charge on Wall Street.

Metastorm scored a $30 million round of venture capital funding led by Baltimore-based ABS Capital Partners in August and used most of it to buy Proforma Corp., a Southfield, Mich.-based firm, Farrell said. The acquisition added the ability for clients to simulate the results of changes in business processes, complementing products Metastorm already had that focus on management and organization of processes.

Metastorm client Blockbuster Inc., for example, uses the software to monitor and organize its supply of movies at all of its stores. The London Underground uses it to organize and track incidents of broken-down trains, passenger injuries and other important situations. And Great Clips hair salons use it to organize openings of new franchise locations.


Sentiment : Strong Buy
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 Re: Two important questions about Metastorm     10-Dec-07 10:15 am     Continue of the last posting:

The software niche is known in the industry as business process management, or BPM.

The company's major software lines are being organized into a new platform, Metastorm Enterprise. As Metastorm has been updating its product line, it has been considering an IPO for about a year, Farrell said. Executives view that route as the best way to grow through future acquisitions to compete with other firms specializing in their segment of the software industry as well as giants like IBM and Oracle.

Michael Zisman, a member of Metastorm's board of directors, said he thinks an IPO is appropriate for a company like Metastorm because it enables it to grow market share through more acquisitions. Software companies are consolidating as the industry matures, Zisman added, and Metastorm aims to establish a long-standing presence. Zisman is also managing director at Wayne, Pa.-based Internet Capital Group, a Metastorm investor.

Metastorm executives will continue to work to ensure the predictability of the firm's profit margin before opening its books to Wall Street, Zisman said. The company has been profitable for 13 quarters, Farrell said. In August he said Metastorm's revenue tops $70 million a year.

Doug Schmidt, CEO of Bethesda investment bank Chessiecap Inc., said he thinks significant growth and bulk as a company are required for a successful software company IPO in today's market. Benchmarks such as $30 million to $40 million in sales, strong profitability and a $100 million market capitalization are minimums to get people interested in software firms going public, he said.

According to a report on venture-backed IPOs by Dow Jones VentureOne, technology companies have led the IPO market this year with 10, raising $1.7 billion in the second quarter -- a best for the industry since 2000. Money raised by all IPOs in the second quarter of 2007 totaled $2.73 billion, more than twice the amount raised during the same period last year.


Sentiment : Strong Buy
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 Re: Two important questions about Metastorm     10-Dec-07 10:41 am     Last quarterly report of Metastorm was excellent, ready for an ipo:

Metastorm’s Growth and Leadership Continue

Global Enterprise Software Vendor Delivers Strong Q3 Financial Results and Completes Strategic Acquisition

BALTIMORE, MD – November 7, 2007 – Metastorm, a leading provider of Business Process Management (BPM), Business Process Analysis (BPA), and Enterprise Architecture (EA) software for aligning strategy with execution, today announced financial results for its third quarter ending September 30, 2007. The privately held company posted record software revenues, increased profitability and reported a continued increase in enterprise-wide deployments of its software. The company hit all of its financial targets while at the same time completing the acquisition of Proforma Corporation – a strategic move that extended Metastorm’s reach into new markets, substantially increased its revenue base, and extended the company’s product portfolio. Inclusive of the Proforma acquisition, Metastorm experienced 47% growth in total revenues year-over-year.

The expansion of Metastorm’s product portfolio to include enterprise modeling as well as its traditional business process management capabilities was well received by existing customers, many of whom expressed interest in adding Metastorm ProVision® to their existing Metastorm BPM® deployments. The ability to sell into three growing markets – EA, BPA, and BPM – combined with the new opportunities now available to Metastorm within its existing customer base has had a very positive impact on the performance of the company.

Metastorm added over 65 customers to its portfolio in Q3, including Batelco (Bahrain), Boeing (U.S.), Blue Cross Blue Shield of Louisiana (U.S.), Network Rail (U.K.), Maserati (Italy), Macy’s (U.S.), State Farm (U.S.), and United States Department of Education (U.S.). Existing customers expanding their use of Metastorm software included Blue Cross Blue Shield of Florida (U.S.), Conair (U.S.), DHS Customs & Border Protection (U.S.), Telenor (Norway), United States Department of Veterans Affairs (U.S.), and Wyeth (U.S.). Strong adoption rates and large enterprise license deals enabled Metastorm to post its 12th consecutive quarter of profitable growth.

The Metastorm BPM and Metastorm ProVision Suites are among the leading business process improvement products on the market today. As such, the company is frequently recognized by external parties. In Q3, Metastorm was recognized by both Deloitte Technology and Inc. magazine for its strong growth and was awarded the KMWorld Trend-Setting Product 2007 award for its product innovation and proven customer success.

“Our message of unifying strategy, analysis and execution with the help of a single technology platform from Metastorm is clearly resonating in the market,” stated Robert Farrell, chairman and CEO of Metastorm. “Metastorm customers and partners responded very favorably to our acquisition of Proforma Corporation in Q3, and that strategic move has already resulted in many new revenue opportunities for the company. Our ability to execute a significant acquisition while concurrently delivering strong financial performance is a testament to the successful and focused operating model we have established at Metastorm. Over the years, we have continually demonstrated our ability to both execute and innovate – a combination that has allowed us to maintain our market leadership position and will serve us well as we continue our growth in the future.”


Sentiment : Strong Buy
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 Re: Two important questions about Metastorm     7 minutes ago     By the aquisition of Proforma Metastorm reported from revenus of 72-73 million in 2007 and an estimate of 100 million in 2008.

Very interessant is a comparison of the report of the third quarter (with the aquisition of Proforma) and the second quarter with only organic growth.


About the third quarter "The company hit all of its financial targets while at the same time completing the acquisition of Proforma Corporation – a strategic move that extended Metastorm’s reach into new markets, substantially increased its revenue base, and extended the company’s product portfolio. Inclusive of the Proforma acquisition, Metastorm experienced 47% growth in total revenues year-over-year."

About the second quarter: "The privately held company posted record software revenues and maintained profitability, experienced 26% license growth year-over-year, and reported a continued increase in enterprise deployments of the Metastorm BPM® suite from both new and existing customers."

I believe, we can recognize, that the organic growth of Metastorm is about 25-30% and that the aquisition of Proforma increased the revenus about 20%.

My estimate for a ipo-market-cap in 2008 is about a half billion. Base of this estimate are revenues of more than 100 million in 2008, because after the estimate of 100 million by the aquisition of Proforma Metastorm bought two additional companies in the last weeks.


 

Gelegeneheit zum Einstieg ergeben.

Denn der Kursrückgang der letzten Stunde war ausschließlich Shortslling. Ich habe beim Kauf meiner doch immerhin 18.000 Stück, die ich für ca. 104.000 Dollar gekauft, meist gerade in solchen Situationen eingeammelt.

 

einsteigen und die 7,71 akzeptieren, zu denen der Skontrenführer verkaufen will.

 

http://www.theblackbookofoutsourcing.com/vendors-procurement-2007.htm

ICGCommerce ist in diesem Ranking zwar nur auf dem zweiten Platz, aber die Nr. 1, Genpact, macht sehr viel mehr als Procurement Outsourcing. Beim reinen Procurement Outsourcing ist ICGCommerce die Nr. 1.  

zugute:

http://www.dmnews.com/cms/lib/8823.pdf  

wo Internet Capital 65% hält:

ICGCommerce is a top-aquisition     11 minutes ago     Indian IT firms told to seek big acquisitions
Tags: Providers, Market Share, Indian, Leaders
Steve Ranger silicon.com

Published: 27 Sep 2007 09:09 BST

Indian outsourcing companies need to make big acquisitions if they are to challenge the existing world order of global IT services companies.

The top six India players: Cognizant, HCL, Infosys, Satyam, TCS and Wipro — collectively referred to as Switch — accounted for 1.9 percent of the total $672bn (£332bn) IT services market in 2006, compared to 0.5 per cent in 2001, according to figures from analyst Gartner.

It said these companies are making inroads into "key" clients, often beginning with smaller, project-based work. Despite their smaller size, it also said they are making "significant strides" to challenge the market share leaders' positions, by showing strong annual revenue growth far exceeding the rest of the market.

The average annual growth rate for the Indian companies was 42.4 percent in 2006, compared with a 4.3 percent growth of the market leader during the same period, the analyst group said.

Read this


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Gartner vice president Partha Iyengar said companies are re-evaluating their preferred vendor rankings to include Indian companies. "If the India-centric IT service providers continue to grow at the current pace, at least two companies will be a part of the top 10 companies globally," he said in a statement.

But Gartner said it will still take a number of years for Indian companies to challenge the top service providers or appear among the top three market share leaders — unless they make a major acquisition. And the analyst group said that if market share leadership in the top three is a goal, these companies would need to pursue acquisitions of "considerable size".


Sentiment : Strong Buy
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 Re: ICGCommerce is a top-aquisition     7 minutes ago     Price for ICGCommerce by an aquisitionw will be between 250 and 300 million.

And Internet Capital owns 65%.


Sentiment : Strong Buy

 

das ist ein akzeptabler Einstiegspreis.