Japanese shipping line NYK buys into Cargolifter - 500 Beiträge pro Seite

[spaeck]

Sind Die immer noch Investiert ?

29 Nov 2000 18:54

Japanese shipping line NYK buys into Cargolifter
FRANKFURT, Nov 29 (Reuters) - Japanese shipping company Nippon Yusen Kaisha (NYK Line) has bought an undisclosed stake in Cargolifter AG, the German freight airship company said on Wednesday.

"I can confirm they have invested in Cargolifter and signed a memorandum of understanding with us," a company spokeswoman said. She was unable to disclose the size of the holding or when it was acquired.

NYK Line, the largest Japanese shipping firm, said in a statement posted on its Internet website that it had signed a letter of intent to co-operate with Cargolifter and had invested in the company.

It said it had decided to tie up with Cargolifter in order to develop integrated logistics solutions to transport heavy freight by a combination of ocean vessel and airship.

Such a co-operation matched NYK Line`s strategy of providing integrated logistics solutions for the transport of heavy cargoes, it added.

Cargolifter, which plans to manufacture and operate freight airships, raised some 100 million euros ($86.58 million) from a May public share offer and has total capital of some 311 million euros at present.

Cheif Executive Carl von Gablenz was quoted in the Financial Times Deutschland last week as saying the company`s costs could run to one billion marks by series production in 2004 instead of the previously-announced 500-600 million marks due to earlier construction of a U.S. base.

Cargolifter plans to fly cargo shipments weighing up to 160 tonnes underneath a helium-filled 260-metre airship over long distances but also from ports to final destinations.

It will start manufacturing its first 50 million mark ($22.13 million) Cargolifter airship next year, plans to begin series production of four airships a year in 2004 and go into commercial operation in 2005.

((Paul Needham, Frankfurt Newsroom [phone], [e-mail])) ($1=1.155 Euro) ($1=2.259 Mark)

Gruss Spaeck

[pestw]

Selbstverständlich sind die noch investiert. Die haben die Aktie ja nicht zum Zocken gekauft, sondern
a) weil sie ein großer Schwerlastspediteur sind, zu deren Branche CargoLifter passt,
b) weil sie eine bevorzugte Behandlung erhoffen, besonders in der Anfangszeit wenn es noch wenige Luftschiffe gibt und die Transportkapazitäten noch extrem knapp sind,
c) weil sie zum Erfolg von CL beitragen wollen, denn sie haben Probleme, ihre Schwerlastfrachten vom Schiff ins Landesinnere zu transportieren und CL bringt die Lösung.

[Alterego20]

das musst du schon cargo fragen, ist aber nicht relevant, wenns nur 900000 $ waren für die forschung. 3-4 jahre sagt mr kusakari: für eine abschätzung des potentiales von cargolifter.


Logistics drives NYK`s transformation

President Takao Kusakari said reorganization will create greater value for customers.

by robert mottley


--------------------------------------------------------------------------------

At its best, the art of Japanese consensus business management brings together disparate opinions to create a harmonized management that recognizes the importance of tradition and rank but creates a greater whole.

In this same manner, Takao Kusakari, president of Nippon Yusen Kabushiki Kaisha, and his management team are reorganizing NYK to bring together its diverse units to create greater value for the carrier’s customers.

As one step to that goal, Kusakari and his managers have created a new corporate logo, one that expresses their desire to forge a powerful organization as well as logistics processes to benefit the customer, and create greater value for stockholders while recognizing tradition.

NYK’s striking new logo depicts an elegant wave stroke — as graceful as Nike’s Swoosh — above a freshly chosen name: NYK Logistics and Megacarrier. "Logistics" is printed in type three times larger than "Megacarrier."

"We give logistics top billing," Kusakari said in a recent interview in New York, where he was joined by Tsunenari Tokugawa, NYK’s senior managing director, and Kinichi "Ken" Hirayama, chairman and chief executive officer of NYK Line (North America) Inc.

"People who understand the megacarrier part may ask, ‘where does logistics come into the picture?’ I would say, at the point we decided to be our own outsourcers," Kusakari said.

"Within our own reach, we had the means to provide logistics services which third-party companies that are the recipients of outsourced work normally offer," he said. "For NYK to turn to 3PLs would have been redundant. That would not have made good business sense when we had, in our various company ‘houses,’ all of the means necessary to that end."

"In the last two years and more, having worked up our own logistics processes and seen them flourish, we decided then to sell those services outside of our company. Already, one-fifth of our gross revenue is coming from our logistics operations.

"We have formed a combined logistics team to maximize the synergies that are possible. I am the leader, but I have help," Kusakari said, gesturing to Tokugawa and Hirayama.

"We have seen that many facets of our operations, especially marine terminals, have more value when they are part of a global logistics network. We are now investing heavily in selected terminals, in equipment and information technology, because we see their role more clearly in the larger logistics picture," Kusakari said.

NYK, founded in 1885, is based in Tokyo. Having lost virtually all of its ships in World War II, the carrier rebounded remarkably in a short period. NYK operates a fleet of 782 vessels, of which it owns 258 and charters 524 (See chart). The company has 13,834 employees worldwide. NYK Line (North America) Inc. is based in Secaucus, N.J.

Within NYK, its New Wave Logistics Group provides distribution centers around the world. Orient Consolidation repacks cargo shipments. GST Inc., in the United States, and UCIL, in the United Kingdom, serve as regional distribution companies. NYK’s air freight forwarding arm is Yusen Air & Sea Service.

In 2000, NYK reported fiscal performance in seven business segments: shipping, cruise, shipping-related services, logistics, oil wholesaling, real estate, and an "other" category.

While consolidated revenues for shipping, NYK’s largest segment, declined slightly in 2000, the company reported that "profitability recovered substantially, owing to rate restorations and measures to reduce costs."

Cruise revenues in 2000 were lower due to the appreciation of the yen. Shipping-related services were up 4.8 percent in revenue. Logistics revenues rose 1.7 percent. Oil wholesaling revenues dropped 8.3 percent, "owing largely to intense price competition," the company said. Real estate revenues rose 10 percent, buoyed by sales of condominiums. Miscellaneous income dipped.

In 2000, "our overall company’s total gross revenues were about $10 billion," Kusakari said. Of that amount, NYK liner services accounted for $2.5 billion, and its tramp, tanker and bulk carrier services accounted for $3.5 billion.

"Our logistics sector brought in $2 billion in gross revenue," Kusakari said, "and we had about $2 billion from our other operations."

"We believe that the $2 billion from logistics could double, or reach the point of accounting for more than half of our total gross revenues," he said.

Best Practices. As NYK’s management team brings components together by "strengthening the flow of our synergies," as Kusakari prefers to say, his company has obviously absorbed a lesson writ large in multiple trades: Survival for a major carrier in the 21st century means that shippers have to perceive it as being a total logistics organization — as Deutsche Post has become, expanding dramatically from its original postal roots.

At the same time, "we’re a conservative company," Kusakari said, not about to minimize its core strengths.

"As our logistics processes grow and flourish, I don’t know that we will ever change our company’s name totally — in the advancement of such a perception -- to eliminate the ocean carriage part entirely," he said.

What "raised" logistics to have such a high priority in NYK? "Wherever in the world we provide services, there are important customers with logistics needs," Kusakari said.

"We have thus developed regionally deep-rooted logistics units in 19 key countries. Our goal used to be to provide our customers with a comprehensive logistical infrastructure," he said. "That is no longer enough. Now, I want NYK to widen its business scope to provide supply chain solutions beyond simple transportation and distribution."

"Our objective is to grow our new integrated solution business to the point of its becoming the fifth core business of NYK, on top of liner, bulk, logistics and passenger ships," he said.

"We naturally benchmark the strategies of our competitors, especially those of carrier-affiliated logistics providers such as APL Logistics," Kusakari said.

"However, we don’t intend to copy any of them. We will find our own place in the market by leveraging our relative strengths.

"For example, for 15 years, we have invested in physical assets such as distribution centers," he said, "and actually operate them by ourselves." NYK has 166 warehouses around the world, totaling 12 million square feet of storage space.

"I firmly believe that we can be a reliable and flexible supply chain management partner," Kusakari said.

Bud Krick, director of strategic planning at Country Peddlers and Co. of America, an importer based in Alsip, Ill., has had experience with NYK Logistics "then and now. I used NYK until 1996, and then in another job, I started using them again in 2000. I liked them before, but they are much better now. They have steadily expanded their services. Before, I would have to deal with a U.S. customs broker. Now, NYK handles that. They also provide landed cost calculations on a stock-number-by-stock-number basis, which saves me time."

NYK Logistics’ consolidation services are "crucial" for Belinda Bathie, director of imports for Kohl’s, a department store in Menomonee Falls, Wis. "NYK has been first-rate for us. We are most interested in its expanding logistics services."

Rosa Hakala, director of international logistics for Home Depot, based in Atlanta, said NYK Line won her company’s "best in class" award last year. "That should tell you how we feel about them."

Home Depot has used the logistics services within several NYK units for integrating shipments. "The fact that they are now tightening those services internally would suggest that what they did well before can only improve," Hakala said.

If NYK needs extra help in logistics services, the company has not ruled out buying an established 3PL. "In today’s rapidly changing competitive environment, we will also contemplate acquisition opportunities more actively then ever," Kusakari said.

In that eventuality, "a cultural fit to preserve the consistency of quality would be our primary agenda."

As other carriers are doing, NYK is having to deal with powerful U.S. shippers who increasingly insist, in confidential service contracts, on concessions from carriers that would have been unthinkable prior to the U.S. Ocean Shipping Reform Act.

For its part, NYK (North America) said it has not encountered excessive demands from its shipper customers. "So far, we haven’t had a serious problem, although in discussions, we’ve had to indicate very firmly where we would draw the line," Hirayama said.

Shunning Portals. As NYK coheres its service factions, "management control is one of the salient factors," Tokugawa said. The company’s new logistics hub is located in Tokyo, operating under Kusakari’s direct eye.

A desire to perfect internal processes may be why NYK has yet to join one of the major ocean shipping portals.

"Our position is not to deny the value of any of them," Kusakari said. "NYK sees benefits to portals, as shippers would no longer need to access individual homepages should they want to book or trace their shipments.

"Our question is this: Would customers really see a great value to those portals under the present circumstances? There exist at least three different portals with three different participating carriers. Also, most of the portals are still under development and have yet to reach full functionality," he said.

"For those reasons, NYK thinks that the timing is not right for us to join any of those portals, although we may do so at a later stage, should we become confident that our customers see their value and decide to use them," Kusakari said.

"Major customers naturally want personalized attention. Some portals in which the benefits appear to be more generalized than targeted leave that to chance, but that is not a risk we can take," Tokugawa added.

"Until such time as we join a portal, NYK will concentrate on developing its Pegasus system," Kusakari said.

Pegasus, an electronic commerce Web site begun in March, allows NYK’s customers to print bills of lading, trace cargo, and inquire about schedules. Further services, such as rate inquiry and online cargo booking, will be offered by the end of 2001.

Dirigibles And Waterships. The creation of harmonized management within NYK may focus on traditional Japanese values, but not at the cost of looking to the future. Indeed, the carrier’s espousal of two revolutionary transportation concepts is extraordinary for a self-styled ‘conservative’ company.

Looking to the sky, NYK has acquired an interest in CargoLifter, a European company developing cargo-hauling airships, in a cutting-edge association that clearly pleases Kusakari.

"We need three or four years to assess the definite potential that’s developing there," he said. "Meantime, we are the only ocean carrier to invest in CargoLifter. Dirigibles appear to be the most efficient way of transporting project or heavy lift cargo over 200-400-mile distances.

"We also believe that, in this century, water is going to become a key factor in our lives."

"Now, I’m not talking about the U.S., or advanced countries in Europe," he explained. "However, in China, India, and some parts of Africa, it is already very clear that water is going to be in short supply," Kusakari said. He believes that the bulk transportation of drinking water in vessels conceived as floating rubber balloons or bladders will become very profitable.

"We are putting some money into a water carrier company, along with a Saudi Arabian partner. There’ll have to be new nautical designs for waterships. Obviously, the complicated piping systems on our existing tankers are not suitable for the conversion of those vessels to carry drinking water," he explained.

Why Size Matters. One hears more talk around the industry about 10,000-TEU containerships, but not at NYK. "We do not, at the moment, intend to build such a big vessel," Kusakari said. "I believe that 5,000-TEU to 6000-TEU ships are the operationally maximum size for us."

Tokugawa, NYK’s senior managing director, detailed the problems such vessels would cause. "If we had 10,000-TEU ships, we would have to consider the infrastructure of ports at which we called. It is not wise, in our view, to consider building vessels of such size without thinking of the context in which they have to do business," Tokugawa said.

"Now, that is today’s context, to be sure, but it won’t change much by 2003 or whenever such ships could be delivered. They would cause chaos in many key ports that could not unload and reload them within a reasonable period. You can design such a ship, but the problem is the receiving port, not the vessel itself," he said.

"We don’t want the port stay for our customers’ containers to be extended. NYK has been assessing its present terminal operations with the idea of increasing efficiency," Kusakari said.

"We’ve been discussing that along the lines of ‘where would we go and what would we do? Would we buy more land? Rent extra space?’

"At this stage, given dredging, crane, and yard improvements, we will probably pace our terminal improvements to stay just ahead of trouble, if you define that as a surge in TEUs that would overstress the handling capacity of a particular port," said Kinichi Hirayama, of NYK (North America) Inc.

Dangerous Year. In Japan, a decade-long stagnant economy has forced corporations to retool, optimally by drawing together their processes as NYK has done.

When asked about continuing reforms within the business infrastructure of Japan, Kusakari said, "I’m terribly sorry to say that I am not optimistic."

Prime Minister Junichiro Koizumi could make a difference. "If he gets the chance, he will be a strong leader. If so, it will take some time for his leadership to make a change. This year, frankly, I have no hope of any improvement," Kusakari said.

Last December, Kusakari told his executives in a private meeting to "provide for winter," a succinct Japanese caveat. "I meant that in the sense that these relatively good years are not going to continue. I think that 2001 is much more dangerous, given the troubled U.S. economy and difficulties in Japan," he said.

Social Commitment. Kusakari and his wife, Minako, have two grown children: a son, Daisuke, and a daughter, Akiko. His executive life is carefully scripted with appointments, and not just at the office.

"Almost every Saturday when I’m in Japan, I have to play golf for business reasons. It’s more than a game — a very serious social commitment. On Sundays, I enjoy staying home and reading. That is my one holiday each week," he said.

http://www.americanshipper.com/paid/JUN01/logistics_drives.a…






Keeping Things Simple

"One throat to choke!” That’s APL Logistics’ (APLL) lighthearted explanation for its very serious acquisition of GATX Logistics (GATXL). More important to shippers, is GATXL’s strength in information technology (IT), according to Dick Metzler, a former FedEx executive who was tapped last June to become APLL’s chief executive.

Metzler says he was particularly impressed with the way GATXL uses IT to provide shippers with total inventory visibility.

This allows shippers to proactively manage changes in demand and exceptions at any point along the supply line, which not only reduces costs, but also helps create more revenue because it is possible to control inventory flow.

As an example, Metzler says a toy retailer with both Internet and traditional store sales could have visibility of its products from a factory in, say, China, right to the store or to a customer’s door.



“The emphasis that APLL puts on e-commerce is mirrored at GATX[L], where they have developed a separate e-fulfillment business,” says Metzler. “This is a case where one plus one equals more than two. It’s more like five because of the synergies between the service offerings.”

The point, he says, is that e-commerce has become the ticket for admission to bids for overall supply chain management for many large shippers.

As a neutral supply chain provider, Metzler says Oakland-based APLL has sought to distance itself from its container line parent, Singapore-based Neptune Orient Lines (NOL), which operates its ships under the APL name.

“I can hold my head high and tell customers that no matter what ocean carrier they choose, we can handle it,” says Metzler.

“But when a shipment travels via APL, we do have much more data visibility, which is the key to good supply chain management.”

Importers and exporters now have available—through a single source—some 21 million square feet of leased warehousing throughout Latin America (GATX). That is now linked with 9 million square feet of warehouse space leased by APLL subsidiary ACS in 113 Asian cities.

“One of the things shippers told us, particularly in the retail, apparel, and general merchandise sectors, was that they had a need to connect ACS with the Americas and Europe,” he says.

The objective, he explains, is to be able to go from a factory floor in Bangladesh, Vietnam or South China to a store in Caracas or Guadalajara, using a single end-to-end supply chain management system.

“I want one throat to choke,” says an APLL customer. “One person who is responsible for the outcome from the factory floor to the store door.”

The next logical move for APLL, Metzler says, is to establish a presence in Europe. Whether this will be achieved through a single pan-Europe enterprise or via country-by-country acquisitions remains to be seen.

“With the number of individual transitions involved in any supply chain ranging from nine to 15, shippers are more and more looking for one unifying global system,” he says. “While I would like to think we might find a twin to GATX Logistics in Europe,” Metzler adds, “I don’t think that is likely.”

A bottom line benefit to the acquisition of GATX Logistics, which was majority owned by Oak Hill Capital Partners, L.P., and the Stephens Group, USA, will be the combination of outsourced freight business managed by APLL and GATXL.

“Shippers have a tendency to make decisions based on how much you manage,” says Metzler. “That seems to be a key indicator of whether they want to do business with you.”

What might be the effects of a downturn in the domestic economy?

“I’ve been in this business a long time,” he says, “and the best logistics deals I’ve ever made were when the economy was bad.



“Corporations are much more inclined to look at their logistics costs in bad times than in times of wine and roses,” he adds. “They look for creative ways to cut costs and to outsource solutions.”

Shipping portal competition

Competition for supremacy among Web-based supply-chain “portals” has increased considerably since the first of the year with the introduction of a joint venture between a Silicon Valley company and a substantial portion of the carriers serving East Asia and North America.

Nine container lines—APL, CP Ships (including affiliates Australia-New Zealand Direct Line, Canada Maritime, Cast, Contship Container Lines, Lykes Lines and TMM Lines), Hanjin Shipping Company, Hyundai Merchant Marine, “K” Line, Mitsui O.S.K. Lines, Senator Lines, Yang Ming Line and Zim Israeli Navigation Company—have joined forces with Tradiant, a pure technology platform.

The multimillion-dollar project, called Global Transportation Network (GTN), encompasses a substantial portion of existing global ship tonnage. It combines transportation and technology expertise that seeks to simplify containerized cargo transport across the entire supply chain process in international shipping.

GTN is in direct competition with INTTRA (PS&P; December 2000/January 2001), a similar joint effort introduced previously by ocean carriers Maersk Sealand, P&O Nedlloyd, Hamburg Sud, Mediterranean Shipping Co., and CMA/CGM.

GTN uses Tradiant’s e-commerce platform, which includes cargo booking, tracking and tracing, and scheduling. It also will add tailored capabilities for shippers and carriers, such as rate and contract management, cargo forecasting and allocation.

Shippers and freight intermediaries are showing some hesitancy to sign on with GTN, INTTRA and other carrier-sponsored portals for various reasons.

There are a couple of shared concerns, however.

First, there is the newness of the product. Potential customers want a clear picture of what is being offered.

Second, there is the simple fact of the immaturity of this sector of supply chain management.

Most shippers and intermediaries anticipate a proliferation of these portals, followed by a shakeout, which this past year has become the norm for dot.com enterprises.

“There is uncertainty over who is going to survive, and everyone wants to see if there is something out there that really serves your company well,” says Gil Fornes, international logistics manager for Mattel Inc., in El Segundo, Calif.

“I think the general attitude is, let’s see where they go,” he says. “With us, most of our systems are in place already. We’re not going to reinvent the wheel.”

At Dallas-based J.C. Penney, international logistics manager Mark Maleski says the company imports from 50 countries and uses a freight consolidator not only to move cargo but also to feed information into the company’s internal system.

“This is a lot easier than for us to go directly into each carrier’s system,” he says, at least for now. “It’s just that multicarrier portals are very new.”

Portland, Ore.-based logistics provider TLR-Total Logistics Re-sources is less than enthusiastic about centralization among carriers, according to Bob Coleman, president and chief operating officer.

“They are trying to use the Internet to centralize in order to cut costs,” Coleman says.

“Centralization is cumbersome; it takes longer to get what you need. If you have any special needs, you are in trouble; it simply does not work.”

However, C.H. Powell, a logistics provider based in Westwood, Mass., has signed on with Emodal, a portal for a number of container terminal operators at the ports of Long Beach and Los Angeles.

“We plan to use other portals, as well,” says John F. Peterson, Los Angeles branch manager for C.H. Powell. “Any time you can get something online, it is a nice way to go.”

Until recently, most business-to-business (B2B) models in the shipping industry were narrowly focused, using auctions or exchanges, and generally failed to completely meet the underlying needs of customers who want unified Internet-based platforms that simplify interaction with carriers globally.

GTN anticipates that the involvement of Tradiant as the major shareholder will guarantee neutrality and security for the various carriers and cargo owners.

This is seen as one of the strongest selling points for the product in an industry fraught with paranoia over the possible theft of customer information and market share.

“We are very excited to see such a strong industry initiative that is broad-based, neutral and multimodal, and offers technology-driven solutions for customers’ transactional needs,” says Don Orris, chief executive of Pacer International, a leading intermodal and logistics company based in the San Francisco Bay Area.

At APLL, Metzler says Web portals such as GTN would prove useful.

“GTN operates on a port-to-port basis, but our systems are more end-to-end,” he says.

“Generally, the information from the liner companies ends up providing a piece of our overall end-to-end tracking solution.

“Does GTN have the potential to enhance that? Well, yes, it could, but as an input to our supply chain management system.”

Potential transport breakthroughs

Maritime logistics could undergo two major technological breakthroughs by the end of the decade, according to a couple of forward-looking companies.

U.S.-based FastShip has proposed building four high-tech containerships that could dash across the Atlantic at a service speed of 38 knots, 14 knots faster than the speed of current containerships.

Germany’s CargoLifter has a blueprint to build an 853-foot long dirigible that would transport oversize and heavy cargo weighing up to 160 tons at an average speed of 55 mph. Canada’s CP Ships has a small stake in FastShip, which is scheduled to take delivery in 2004 of its first vessel, which will have a capacity of 1,400 TEU (20-foot equivalent) containers.

CP Ships has signed a commercial and marketing management agreement. FastShip could experience some financing problems since President Bush’s budget proposals include cutting an existing program that provides loan guarantees for up to 87.5 percent of the cost of ships built in U.S. shipyards.

Nippon Yusen Kaisha (NYK) Line has put up $900,000 so CargoLifter can conduct research into inland transportation of heavy payloads by the helium-filled airship.

The Japanese company says it is convinced that CargoLifter offers the best solution to moving heavy cargoes inland from seaports.

While FastShips and CargoLifter will never be part of the same supply chain, they are interesting aspects of today’s revolutionary thinking in maritime logistics.

http://www.bizsites.com

[pestw]

Endlich hast du mal was G`scheit`s gepostet, alterego20. Wo hast du denn das ausgegraben?
Gute Besserung, weiterhin.

[Alterego20]

@pestw:
- zu schnell geschossen, ob sie noch investiert sind, wissen wir nicht (oder hast du das aktionärsbuch zuhause liegen)?
- das ist kein "schwerlastspediteur"
- sie müssen nicht hoffen, sie haben exklusivrechte (soo billig sind die nämlich zu haben)
- ansonsten - für solch ein unternehmen echte peanuts und ein forschungs-etat. übrigens typisch japanisch, das sie von trinkwasser trapos träumen (bzw. diese auch realisieren wollen)....
- ob cl die lösung ist, wissen sie nicht, sie wollen sich das mal vier jahre angucken um das potential bewerten zu können.

also: das ist nett und nix weiter.

#2 von pestw 12.11.01 14:30:52 Beitrag Nr.:4.859.376 Posting versenden 4859376 CARGOLIFTER AG O.N.

Selbstverständlich sind die noch investiert. Die haben die Aktie ja nicht zum Zocken gekauft, sondern
a) weil sie ein großer Schwerlastspediteur sind, zu deren Branche CargoLifter passt,
b) weil sie eine bevorzugte Behandlung erhoffen, besonders in der Anfangszeit wenn es noch wenige Luftschiffe gibt und die Transportkapazitäten noch extrem knapp sind,
c) weil sie zum Erfolg von CL beitragen wollen, denn sie haben Probleme, ihre Schwerlastfrachten vom Schiff ins Landesinnere zu transportieren und CL bringt die Lösung.

[wwwilli]

@AE20
.....für ein solches Unternehmen echte peanuts.

Hat ein solches Unternehmen peanuts zu verschenken wenn nicht
die Wahrscheinlichkeit groß ist es dem Richtigen hinterhergeworfen zu haben,
oder muß man es nicht so betrachen, daß sie erst eimal den Fuß inder Tür haben
um sie dann weit aufzustoßen?
Gut zu wissen daß es solche Firmen gibt die mit ihren peanuts schon Gewehr bei Fuß stehen.

[spaeck]

Schön auch zu sehen das Weltweit Cargolifter beobachtet wird
USA
JP
EU
Arabische Emirate
CH ---- ich ;-) ----
Gruss spaeck

[MarcMr]

und es geht mal wieder sehr auffällig mit dem Kurs aufwärtz; am gestrigen Tage ab 13 Uhr nur noch Steigerungen. Na klar! Der Kurs ist doch so unterbewertet, dass es schon einem Blinden ins Auge sticht: Die meisten hielten ab Börsengang die Aktie für mindestens 15 Euro wert; jetzt bekommen sie für nur 5.5 bzw. um 6.5 Euro eine Aktie, die weit mehr Werte besitzt: Die größte Halle der Welt, und mit dem CL 75 AC, einen Ballon, mit dem man schon im nächsten Jahr schöne Gewinne einfahren kann und der bewiesen hat, dass die Simulationen sehr gut mit der Realität übereinstimmt, insbesondere, dass das LastenAustauschsystem so funktioniert, wie vorgesehen. Welcher Dummkopf würde nun noch die technische Machbarkeit anzweifeln? Wer wollte auch den Stuss glauben, CargoLifter hätte FinanzierungsSchwierigkeiten? Für die Industrie sind doch die Beträge nur Peanuts, die sie aus der PortoKasse löhnen können. Aber sie wären auch schlechte GeschäftsLeute, wenn sie mehr bezahlen würden, als sie es müssten. Aber: sie haben ein brennendes Interesse, dass das Projekt CargoLifter ein Erfolg wird, da sie so ihre drückenden TransportProbleme loswerden. Die Industrie bekommt nämlich Aufträge, die sie zwar produzieren können, aber kaum noch tranportieren können. Das ist ihr Problem. - Auch der Staat hat ein Interesse am Gelingen des Projekt CargoLifters: Die vielen Arbeitsplätze bei CargoLifter, seinen Zulieferern und dem ganzen Umfeld. Das ist eine Frage des StandOrts Deutschlands. Auch der Staat würde es nicht zulassen, dass durch Miesmachen, CargoLifter am Geldzufluss scheitern würde. Ist aber jedem klar, dass nun fast nichs mehr den CargoLifter bedrängen kann, werden sich die Investoren nur so um CargoLifter reißen. So ist hat die Börse.

Ich bin davon überzeugt, dass sich schon jetzt abzeichnet, dass die KapitalErhöhung ein voller Erfolg war. Wenn aber die Finanzierung nicht zu erschüttern ist, nicht durch Ausstreuen falscher Gerüchte, so wird der Kurs sehr schnell wieder ansteigen, denn technisch sind ja nun die wesentlichen Beweise erbracht worden, dass alles so klappen wird, wie vorausgesagt; technisch Schwierigkeiten wagen nicht einmal die notorischen Miesmacher vorzubringen, da sie sich mit den technischen Falschaussagen peinlich blamiert haben.

Viel Spass beim Geldverdienen,

Marc