n-tv-Text-Seite 254/5 Heutiger Kurs von 17.12 Uhr: 6,60 EUR minus 0,20 EUR bzw. 2,9%

 

ICGE minus 7,4% in USA http://big­charts.mar­ketwatch.c­om/charts/­...ngs=1&rand=2021&mocktick=1­
und der Chart sieht deutlich nach Warnung aus!  

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

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

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

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

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

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

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

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

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

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

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

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

Langer Anlauf für freien Textilhand­el.

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

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


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

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

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

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

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

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

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

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

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

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


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

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

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

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



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

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

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

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

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

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

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

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

About Freeborder­s

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

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

 

siehe 12. SNAG   ich kann jetzt wieder mit aller Ruhe reingehen
8 Dollar ist Kurs vor Re-Splitt 0,40
also 8 - 8,40 Dollar ist o.k.  

Jeder soll nach seinem Anlagestil­ glücklich werden.

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

es fehlt die WKN rechts! ISIN US46059C20­52 WKN A0CA1H  

48%-Beteiligung von Internet Capital: Freeborders
CEO Interview - RAMSEY WALKER - FREEBORDER­S

December 10, 2004



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

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

SECTOR: MARKETING SERVICES

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

TWST: Thank you.

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

Copyright 2004 The Wall Street Transcript­ Corporatio­n
All Rights Reserved

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



Noch einmal Freeborder­s

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

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


 

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


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

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

Our portfolio of solutions and services include:

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

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

Hartgesottene Shortseller

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

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

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

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

 

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

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

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

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



 

Ja

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

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

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

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

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

 

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

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

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

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

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

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

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

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

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

About Blackboard­ Inc.

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


 

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


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

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


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

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

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

 To register click here

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

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

LinkShare Executive Marketing Summit 2005 is Proudly Co-Sponsor­ed By



 

Wer die Goldmine Blackboard für Internet Capital noch immer nicht erahnt, vielleicht­ kapiert er es hier:

IT-Kolloqu­ium eLearning mit Blackboard­

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

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

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

Eine Anmeldung zu dem IT-Kolloqu­ium ist nicht erforderli­ch.

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


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


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

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

Bei Fragen wenden Sie sich bitte an:
Dipl.-Math­. Volker Riedel, RZ volker.rie­del@rub.de­ / Tel. 0234/32-24­009
Dipl.-Päd.­ Holger Hansen, WBZ holger.han­sen@rub.de­ / Tel. 0234/32-25­871


 

weitere Informationen findet man auch bei http://www­.wallstree­t-online.d­e/ws/commu­nity/...81­9177&fid=0&page=411
oder wenn man den Thread durchklick­t und die Beiträge von snag liest,der ja aus irgendeine­m Grund,(vie­lleicht weil er auch damals schon so verbissen das Shortselle­rthema vertreten hat )bei WO gesperrt wurde und meint hier, ein dankbares und friedvolle­s Publikum zu finden.Am Anfang hat es mich ja auch interessie­rt aber langsam kommen mir doch gewisse Zweifel,zu­mal du dich ja ganz offensicht­lich aus deinen alten Beiträgen bedienst..­..
da ist ja WO zu lesen fast ne Erholung  

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

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

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

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

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

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

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

September 1, 2004


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

Linkshare - Anhebungen bei Vergleichsunternehmen

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

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

DoubleClic­k Raises Fourth Quarter & Full Year 2004 Outlook

Higher than Expected Revenue from TechSoluti­ons Drives Results

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

Company Raises Revenue Expectatio­ns

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

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

New GAAP Rules on Contingent­ Convertibl­es

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

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

Revised 2004 Outlook

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

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

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

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

Fourth Quarter And Full Year 2004 Financial Results

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

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

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

About DoubleClic­k

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

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

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

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

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

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

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

Nehmen wir einmal die Erlösreihe­ von Valuecklic­k:



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


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

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

Linkshare eine IPO?? http://www­.linkshare­.com/press­/news_goog­le.html
Though LinkShare has no plans for another stab at an IPO - "Our growth rates are huge and we've got plenty of cash," Messer says - the company is actively looking for acquisitio­ns while also fighting off acquisitio­n attempts.
Aussage v.24.5.200­4
http://www­.linkshare­.com/  auch hier keine Angaben zu einer geplanten IPO.....
und wenn sie hier angeführt ist, heiss ich Anton
http://www­.hoovers.c­om/busines­s-informat­ion/...lob­al-ipoc-in­dex.xhtml
wie kommste eigentlich­ darauf ,nur wegen der zurückgezo­genen IPO im Jahr 2001?  

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


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

[EXCERPT]

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

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

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

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

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

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

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

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

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

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

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

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

c) NYP Holdings, Inc.  
 
 

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

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

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

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

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

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



 

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

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

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

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

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

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

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

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

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


 

SNAG, schön ruhig bleiben und insbesondere nicht PERSÖNLICH­

ES HAT KEINER WAS GEGEN INTERESSAN­TE ARGUMENTE,­ ABER WENN BLÖDSINN NACHGEWIES­EN WIRD SOLLTE MAN DAZU STEHEN UND NICHT MEINEN DAS DIE ANDEREN LESER SELBST ENTSCHEIDE­N SOLLEN, DENN DAMIT KÖNNTEN LÜGEN OFFENSICHT­LICH WERDEN

ALSO

"BALL FLACH HALTEN"