Kursverdoppelung bei Actua Corporation (vorm. Internet Capital)

die  Rückkauf eigener Aktien finden.  

erfolgsversprechen sein, aber bei der momentanen extremen Unterbewertung von Internet Capital ist der Rückkauf eigener Aktien allen anderen Investmentalternativen überlegen:

http://messages.finance.yahoo.com/mb/ICGE  

ICGE ist immer noch unter dem Ausgangskurs von 7,84 USD. ICGE hat es in dieser Zeit nicht ins positive Kursterrain geschafft.  

die Chancen derer, die jetzt einsteigen, da der Fair Value momentan knapp über 20 Dollar liegt. Selbst wenn das Mangement von Internet Capital nicht immer exakt den Weg des Shareholder-Values geht und auch an sein eigenes Einkommen denkt.  

http://www.fool.com/investing/high-growth/2009/12/...n-18-bagger.aspx

ist man mit einem 3-bagger wie Internet Capital in 2010 besser bedient.  

ICGCommerce:



Procurement outsourcing 'will rise by 25% in 2010'Home » Interim Management News » Procurement outsourcing 'will rise by 25% in 2010'
5 November 2009

Global spending on procurement outsourcing will rise by a quarter next year, a new report has predicted.

The Everest Research Institute has forecast that investments on outsourced purchasing will increase by 25 per cent in 2010 - driven by growth in the US and European markets, including the UK, Supply Management reported.

The organisation said that increased focus on cost-cutting, operational efficiency and procurement compliance are primary drivers for this trend, which is likely to lead to greater demand for interim managers experienced in outsourcing.

Financial services companies were identified as the businesses most attracted to procurement outsourcing, following the widespread restructuring programmes initiated in the industry.

Offshoring will also grow next year, the research specialist claimed, with destinations in India and the Philippines predicted to be the most popular low-cost locations.

A rise in recruitment levels for interim managers experienced in handling outsourcing contracts was also predicted by the consultancy firm TPI last month.

The company revealed that the total contract values of outsourcing deals will pick up in Europe, the Middle East and Africa in the coming months  

postest du hier deinen Unsinn. Libuda du bist doch nun wirklich ganz unten angekommen?!

Viel Spass Dir hier aber noch.  Gruß Tifflor  

wird Libuda seine Internet Capital bestimmt hier noch treu begleiten !!!  

http://messages.finance.yahoo.com/...62741&tof=1&frt=2#262741  

Thursday, January 7, 2010, 5:08pm EST  |  Modified: Thursday, January 7, 2010, 8:54pm
Internet Capital sells $35M in Blackboard stockPhiladelphia Business Journal - by Peter Key Staff Writer

Internet Capital Group Inc. sold nearly 773,000 shares of Blackboard Inc. for $35 million from Monday through Wednesday, according to a filing that ICG made with the Securities and Exchange Commission Thursday.

The company (NASDAQ:ICGE) also sold nearly 167,500 shares of education industry software provider Blackboard (NASDAQ:BBBB) for $7 million in the fourth quarter of 2009.

ICG, a Wayne, Pa., investor in Internet software companies, still owns 846,654 shares of Blackboard, of which 750,000 are subject to certain hedging arrangements. It intends to sell them eventually, subject to market conditions and its need for cash.

ICG also said in the filing that it repurchased 400,000 shares of its stock at $5.79 per share during the fourth quarter of last year.

Additionally, the company said it expects to receive $8 million in income tax refunds this year because of an audit of its tax returns for 2005 through 2007 and the passage of the Worker, Homeownership and Business Assistance Act of 2009, which allows corporate taxpayers to carry back net operating losses from 2008 and 2009 for up to five years.  

Interessant is aus dem vorhergehenden Posting 4334

Book Value (of Internet Capital) of 253 million is higher than the 248 market-cap of yesterday.


Compare with Ariba:

Book-Value of Ariba is 434 million and the market-cap 1.15 billion.


Compare with Apple:

Book-value is 27 billion and the market-cap 192 billion.


Compare with Google:

Book-value is 28 billion and the market-cap 194 billion.


Compare with Genpact:

Book-value is 842 million and the market-cap 3.31 billion.


Und wenn jetzt noch die kleine Popelfirma Abacho dazunehme, zu der der hier auf dem Internet Capital-Board neu aufgetauchte Tifflor postet, wird es ganz absurd:

Dieses kleine Popelfírma weist nur ein Eigenkapital von ca. 4 Millionen auf, wird aber mit 51 Millionen bewertet.  

Freeborders:

http://www.freeborders.com/2009002.htm  

Internet Capital-Beteiligung ICGCommerce, die eigentlich das Procurement Outsourcing erfunden hat:

Now here the part (1) of this story:

ICG Commerce: The Evolution of a Successful Procurement BPO (Part 1)
Posted At : December 30, 2009 2:37 AM
Related Categories: BPO, Jason Busch

Earlier in December, while on a whirlwind tour of the East Coast, I spent an all-too-brief 90 minutes visiting ICG Commerce, a provider I've spoken with on a number of occasions. In fact, my original relationship with ICG goes back to my relatively early years at FreeMarkets. At that time, I was part of a corporate development team tasked with transactional and partnership activity; ICG Commerce was on our list (or, rather, we were on their investors' list: Their investors wanted to merge our organizations, an idea we quickly shut down).

ICG Commerce had just received $100 million in investment from the Internet Capital Group (ICG) to create an outsourced, transactional model focused, in part, on leveraged buying on behalf of clients. Even in those relatively early years, the solution included a combination of software and services, yet it was not procurement BPO or procurement outsourcing as we've come to think if it. The evolution of the ICG business model would come relatively quickly; as the young organization experienced the limitations of a model solely focused on inter-company aggregation, ICG Commerce would quickly come to refocus its core offerings, even picking up Accenture's outsourced procurement requirements. In less than ten years the organization would grow from there into a top three provider (or top five, depending on how you calculate procurement BPO providers based on revenues), but more on this point in the New Year. Yet there's far more to the story than that, given how ICG Commerce differentiates itself relative to other providers, including both offshore specialists like Infosys and global competitors such as IBM and Accenture.


In this column, the first in what will be a number on ICG Commerce and other BPO providers starting this year and going into next, I'll touch at a high level on some of the themes that make ICG Commerce's approach to the market stand out, including a bit of history as well as its current solution and differentiation approach. It's worth remembering that ICG Commerce was one of the first providers to enter this marketplace. In fact, ICG's entrance predated that of the larger Indian providers and IBM/Accenture by a number of years. Still, in the early days, procurement outsourcing looked very different, and providers like ICG Commerce, on some levels, looked more like technology-enabled GPOs than BPO partners as we’ve come to think of them today.

As early as 2002, ICG Commerce added sourcing, category, and P2P implementation support (not to mention supplier/vendor management) to its repertoire of capabilities. Its sourcing-consulting roots go back to 1992 if its acquired firms are taken into account, it and still counts several AT Kearney alumni in its executive ranks. Given this, it's clear that sourcing has always been a major company focus. But what changed in 2002 was a movement away from inter-company aggregation as a primary sourcing strategy, given the significant challenges and limitations the executive team came to realize in trying to implement this model. Shortly thereafter, ICG Commerce also expanded its reach into more spend categories than the smaller grouping it started out with, including, for the first time, both SKU and non-SKU based spend.

It also began to build out its own proprietary technology (much of it built on an Oracle stack but not Oracle eBusiness applications) that would sit on top of a customer's transaction systems as well as others. These included travel management, transportation management, expense/T&E/p-card systems, and contract-management systems. ICG Commerce told me that "[these] investments in both process and tools were focused on solving the savings-realization challenge we saw particularly in direct-spend areas.” By mid-decade, it had also refocused efforts around a global-delivery model that customers and prospects were coming to expect in procurement BPO, building out delivery capabilities in the EU, China, and other parts of the Asia Pacific region not just as a back-office function but to deliver local capabilities to multinationals sourcing from and selling into these markets. But it was only in the past two years that ICG Commerce would truly embrace an offshore model for transactional delivery to better compete with its main competitors.

That late focus on offshoring is the "tell,” in poker terms, of ICG's overall procurement-outsourcing strategy and differentiation to date, which has focused significantly more on an expert-process and sourcing/supplier management-driven approach to outsourcing rather than a technology, labor-arbitrage or body-count one. Now, this is not to say that ICG Commerce can't compete hand-to-hand with the likes of an Accenture in these areas; in fact, it's been aligned with Genpact to handle some of these large-scale requirements when necessary in certain client situations, and when a prospect is looking for a multi-tower approach. (In turn, Genpact shares some of the more process- and expert-driven components of its procurement outsourcing book of business with ICG Commerce.)

Of course, the big question on many people's minds is how this model is working for ICG Commerce today. With around twenty customers (many of which have very large-scale outsourcing agreements with ICG Commerce), and very solid revenue numbers (which ICG prefers I do not share here), it's clear that something is working for ICG Commerce. Stay tuned for the next post in this series, where we examine ICG's procurement outsourcing-solution portfolio and approach, including its integrated source-to-pay approach to spend control and organizational and supplier compliance.

- Jason  

http://www.spendmatters.com/index.cfm/2009/12/30/...rement-BPO-Part-1  

ist dann Anfang Januar 2010 veröffentlicht worden und genauso interessant wie der erste Teil:

http://www.spendmatters.com/index.cfm/2010/1/4/...curement-BPO-Part-2

Internet Capital hält 64% an ICGCommerce, dessen Umsatz ich in 2010 auf 105 bis 120 Millionen Dollar schätze und das einen Wert von um die 400 Millionen Dollar hat. Die 64% von Internet Capital wären dann 256 Millionen wert, das liegt allein schon knapp über der momentanen Marktkapitalisierung von einer Viertelmilliarde. Ich würde den Wert auch noch höher als 400 Millionen ansetzen, aber ich bin hier etwas vorsichtig, denn ICGCommerce hat nur 20 bis 25 sehr große Unternehmen als Kunden, für die es ganz oder teilweise den Kauf indirekter Güter (gehen nicht in die Produkte ein) und vereinzelt direkter Güter (gehen in die Produkte ein) durchführt. Selbst wenn die Verträge i.d.R. fünf Jahre laufen und in über 90% der Fälle verlängert werden.  

tätig ist, beschreibt der Artikel in meinem letzten Posting wie folgt:

ICG generates savings on behalf of its clients in three different areas. The first, sourcing and category management, almost goes without saying, and remains a differentiator in relation to the Indian providers who compete for the same book of business (although IBM and Accenture will claim similar category depth and global knowledge). ICG Commerce does not just limit its sourcing and category management approach to upfront negotiation, however. It also focuses on, in its words, "driving continuous cost improvements beyond what we initially negotiate in the initial sourcing process." These areas include demand management for areas like MRO and travel policy. The second major bucket falls under the core of the source-to-pay process: procurement itself. Here, ICG Commerce helps drive savings through such areas as preferred supplier redirection and behavioral analytics (not to mention transactional savings through greater automation and compliance). ICG's third major focus is the accounts payable function, which all experienced finance folks know can provide a major point of leverage around both savings and working-capital management strategies/execution, provided that organizations have enough visibility into actual invoices and liabilities.  

"From a technology standpoint, ICG Commerce remains system agnostic and is able to work with both Oracle and SAP customer deployments (and others, as needed) from both a P2P and back-end perspective. It layers its own technology, including (but not limited to) workflow and process controls and point applications (e.g., spend analysis, sourcing, etc.) on top of a client's existing technology, as required. ICG’s internally developed applications are built around an Oracle stack, but it also uses best-of-breed technology in targeted areas and vertical, as needed. Due in part to its focus on supporting customers (primarily those headquartered in North America) in local markets from both a P2P and category management perspective, ICG's headcount has grown considerably outside of North America.


Wobei ich den letzten Satz noch einmal besonders herausstellen möchte: "In 2009, ICG realized an over 200% growth in employees in China (which now has 60 resources), APAC (non-China), India, Europe, and Latin America."  

die Präsenz schon vor drei Jahren so ausgeprägt, dass Micrsoft neben US-Verträgen auch IGCommerce in Indien Geschäfte übetrug:

Microsoft Rolls Out Buying Center to Support Rapidly Growing Business in India
ICG Commerce extends U.S.- proven outsourcing capabilities to support Indian operations


PHILADELPHIA - Tuesday, December 12, 2006 - ICG Commerce, a leading procurement services
provider, today announced that it has extended its Buying Center services for Microsoft entities in India.
ICG Commerce’s Hyderabad Buying Center is an extension of the company’s North American buying
center operations for Microsoft and supports the software leader’s growing research and development
operations.

ICG Commerce has provided Buying Center services to support IT hardware purchases for Microsoft’s North
American operations since 2004, helping the company recognize cost savings and gain greater control of
their spend. The Hyderabad Buying Center broadens ICG Commerce’s relationship with Microsoft, assisting
the company to streamline procurement processes for its Indian operations.  India is a central location for
Microsoft’s rapidly growing development services and IT hardware spend is an area of strategic focus in the
company’s ongoing efforts to standardize the procurement process and optimize costs.  

“As our operations in India continue to expand, it is imperative to put standard procurement processes
in place across all of our development labs and business entities”, said Vikas Lashkari, Microsoft India’s
Procurement Head.  “After seeing firsthand how the buying center has helped Microsoft in North America
increase visibility and control over their hardware spend, we know that ICG Commerce has the right level
of experience and company and industry knowledge to help us successfully adopt the model in India.”

Buying Center services based out of ICG Commerce’s Hyderabad delivery center will provide Microsoft with
leading transaction procurement processes to help end users quickly and effectively procure the goods
and services they need to maintain and grow their businesses.  Buying Center services include
purchase-to-pay transactionalsupport, competitive bidding, reporting and ongoing spend analysis.

“Microsoft understands the importance of providing services to their internal employees that let them do
their jobs more efficiently and effectively,” said Carl Guarino, Chief Executive Officer, ICG Commerce.  
“We look forward to continuing to support them by providing a high level of customer service along with
increased control and continued savings to help their procurement team maximize the value of their external
spend.”

About ICG Commerce, Inc.

ICG Commerce is the leading procurement outsourcing specialist delivering comprehensive source-to-pay
services. Results-driven leaders access ICG Commerce’s experienced resources and market intelligence to
better manage procurement and logistics spend, gaining significant savings and enhanced visibility and control.

ICG Commerce is a privately held company founded in 1992 and a member of Internet Capital Group's
(Nasdaq: ICGE) network of partner companies.  The company has earned recognition from Forbes, Fortune,
The International Association of Outsourcing Professionals (IAOP) and leading industry analysts for its
leadership in procurement outsourcing. For more information: www.icgcommerce.com  

Es gibt auch noch einen Unterschied 07.01.10 12:43 3 #106  
Bisherige Bewertungen:
3x interessant

bewerteninteressant  
witzig  
gut analysiert  
informativ  
uninteressant  

melden zwischen mittelbaren Scalping und unmittelbaren Scalping.

Mittelbares Scalping ist Vorkaufen, Anstandsszeit (mindestens 3 oder 4 Wochen), Empfehlung, aber nicht mit der Empfehlung verkaufen, sondern erstmal nur vom Buchgewinn profitieren,
bei späteren Verkauf. (=Performance aufpeppen)

Unmittelbares Scalping ist Vorkaufen, extrem kurze Anstandszeit (2 Tage bis max. 2 Wochen), Empfehlung

und direkt in die Empfehlung hinein verkaufen (Der Leser kauft die Stücke dem "Guru" direkt ab). Sollten die Umsätze nicht ausreichen, wird fortlaufend empfohlen (z.B. mit weiteren Depotaufnahmen oder neuen Kurszielen) und auch fortlaufend verkauft, aber meist kursschonend. (Die Meute muss ja bei Laune gehalten werden).
Der Einbruch des Kurses erfolgt erst später, wenn die Titel nicht mehr empfohlen werden oder aus dem Musterdepot fliegen.  

gelaufen. Das wollte ich eigentlich zu kleinen deutschen Internetklitschen posten, die im Vergleich zu Internet Capital um ein Vielfaches uberwertet sind und die man daher schnellstens verkaufen sollte und sich mit Internet Capital etwas Solideres und Aussichtsvolleres ins Depot legen sollte.

Posten wollte ich letzten Posting die folgende Adresse:

http://messages.finance.yahoo.com/...62858&tof=4&frt=2#262858  

Ihr obiges zu ICGCommerce nachlesen unter:

http://messages.finance.yahoo.com/...62858&tof=4&frt=2#262858  

der Firmen in frühen Stadien kauft, weiterentwickelt und dann wieder verkauft, ist Internet Capital beim Einkauf wieder in Aktion getreten. Dabei muss man sagen, dass Internet Capital nicht in ganz frühen Stadien kauft, sondern schon in einem etwas reiferen Stadium:

GovDelivery sold to Pennsylvania firm for $19MMinneapolis / St. Paul Business Journal - by Katharine Grayson Staff Writer

GovDelivery Inc., a fast-growing tech company that helps government agencies disseminate information to the public, has been sold to Internet Capital Group Inc. for $19.7 million.

Wayne, Pa.-based Internet Capital Group (ICG), a private-equity and venture-capital firm that invests in tech firms, acquired an 89 percent stake in GovDelivery. St. Paul-based GovDelivery’s management team, including CEO Scott Burns, will retain their positions.

The deal will provide GovDelivery with resources needed to expand its business, both companies said in a press statement.

“ICG is partnering with GovDelivery because we recognize that they are the clear leader in delivering innovative software as a service and social media solutions to the public sector market. We are confident we can help GovDelivery continue to build off of its strong foundation and broaden its market presence,” said Walter Buckley, CEO of ICG (Nasdaq: ICGE), in a press statement.

GovDelivery has about 54 employees and recorded revenue of $6.6 million in 2008. The company’s past investors include Minneapolis-based Dolan Media Co. and Bloomington-based StarTec Investments.  

erworbenen Firma ist okay:

http://www.prweb.com/releases/2009/08/prweb2754234.htm  

...manchmal 4 oder 8 und auf XETRA ist auch nicht viel los.

hast du eine Erklärung ?

geht es dann meistens rauf oder runter?

siht ja aus als wenn hier ordentlich manipuliert wird

wo ist eigentlich die Heimatbörse?

 

thx-louisaner

 

 

 

Historische Kurse (Frankfurt)

Datum	Erster	Hoch	Tief	Schluss	Stücke
11.01.10	4,50	4,50	4,50	4,50	2
08.01.10	4,62	4,62	4,613	4,613	70
07.01.10	4,36	4,44	4,36	4,44	4
06.01.10	4,58	4,58	4,57	4,57	250
05.01.10	4,65	4,67	4,65	4,67	86
04.01.10	4,571	4,63	4,571	4,63	18
30.12.09	4,66	4,66	4,66	4,66	3
29.12.09	4,58	4,66	4,58	4,66	120
28.12.09	4,61	4,75	4,61	4,65	686
23.12.09	4,70	4,75	4,70	4,75	1.336
22.12.09	4,40	4,60	4,40	4,60	283
21.12.09	4,31	4,38	4,30	4,38	41
18.12.09	3,97	3,97	3,97	3,97	5
17.12.09	4,09	4,24	4,09	4,24	275
16.12.09	4,21	4,21	4,21	4,21	165
15.12.09	4,41	4,41	4,41	4,41	2
14.12.09	4,35	4,35	4,35	4,35	2
11.12.09	4,28	4,28	4,26	4,26	8
10.12.09	4,25	4,26	4,25	4,26	4
09.12.09	4,39	4,39	4,30	4,30	100
08.12.09	4,53	4,53	4,53	4,53	0

 

eine Bank, die da macht, könntest Du wegen Ihrer Dummheit verklagen. Du musst den Frankfurter Präsenzhandel wählen.

Warum sind die Umsätze so niedrig?

Ein wichtiger Grund ist, das früher in Deutschland das Papier nur von Zockern gehandelt wurde. Inzwischen ist Internet Capital schuldenfrei und gleicht eher einem Investmentfonds, der in Technologie- und Interwerte investiert und eher den konserativen Anleger anspricht. Die investieren aber meist nicht direkt in Aktien und daher ist auch nicht besonders verwunderlich, dass Internet Capital zu mehr als 80% von Institutionellen gehalten wird, 2% vom Management, sodass für die Privaten nicht viel übrig bleibt. Da konserative Anleger auch mehr Geld haben als zockende Hungerleider, gehen die auch eher direkt über die USA und kaufen nicht mehr in Frankfurt - schade für Kleinanleger, die in Frankfurt immer noch billiger davonkommen, was die Gebühren anbetrifft. Solange in den USA nicht gehandelt wird, ist die Geld-Brief-Spanne in Deutschland ziemlich hoch, sodass Du da nur mit engen Limits drangehen solltest. Allerdings sind die deutschen Geld-Brief-Kurse auch oft unsinnig - bei einem geplanten Kauf vor der US-Öffnungszeit würde ich den letzten Nasdaq-Kurs in den USA mit dem aktuellen Euro-Kurs umrechnen und zur Grundlage meines Limits machen. Wenn Du unbedingt die Aktie an diesem Tag haben willst, musst Du zu diesem Kurs etwas draufgeben - z.B. ein halbes Prozent vom errechneten Kurs.